City of Waterloo, IL
2017 Comprehensive Plan Update
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Chapter 2: Critical Issues
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October 15, 2018
CITY OF WATERLOO, ILLINOIS
COMPREHENSIVE PLAN
City of Waterloo, IL
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TABLE OF CONTENTS
CHAPTER 1: EXISTING CONDITIONS
SECTION 1.1 INTRODUCTION .......................................................................................... 5
SECTION 1.2 STUDY AREA ............................................................................................... 5
SECTION 1.3 HISTORY & STAGES OF OCCUPANCY ..................................................... 6
SECTION 1.4 SIGNIFICANT PLACES AND SPACES ...................................................... 9
SECTION 1.5 ANNUAL EVENTS & FESTIVALS ................................................................ 9
SECTION 1.6 WATERLOO TODAY .................................................................................. 10
SECTION 1.7 COMPREHENSIVE PLAN .......................................................................... 11
SECTION 1.8 ZONING ORDINANCE ............................................................................... 11
SECTION 1.9 SUBDIVISION REGULATIONS .................................................................. 12
SECTION 1.10 THE PLANNING PROCESS....................................................................... 12
EXISTING CONDITIONS REPORT ............................................................................................ 14
SECTION 1.11 UTILITIES ................................................................................................... 14
SECTION 1.12 FIRE PROTECTION & EMS ....................................................................... 15
SECTION 1.13 POLICE DEPARTMENT ............................................................................. 15
SECTION 1.14 PARKS & RECREATION ............................................................................ 16
SECTION 1.15 PUBLIC LIBRARY ...................................................................................... 18
SECTION 1.16 EDUCATION ............................................................................................... 18
SECTION 1.17 TAX STRUCTURE ...................................................................................... 19
SOCIOECONOMIC CONDITIONS ............................................................................................. 22
SECTION 1.18 NATIONWIDE POPULATION TRENDS ..................................................... 22
SECTION 1.19 WATERLOO POPULATION CHARACTERISTICS .................................... 23
SECTION 1.20 POPULATION PROJECTIONS .................................................................. 24
SECTION 1.21 AGE CHARACTERISTICS ......................................................................... 25
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SECTION 1.22 RACIAL COMPOSITION ............................................................................ 27
SECTION 1.23 GENDER..................................................................................................... 27
SECTION 1.24 INCOME ...................................................................................................... 28
SECTION 1.25 HOUSING ................................................................................................... 28
SECTION 1.26 HOUSING AFFORDABILITY ...................................................................... 30
SECTION 1.27 EDUCATIONAL ATTAINMENT (AGES 25 AND OVER) ............................ 31
SECTION 1.28 COMMUNITY TAPESTRY .......................................................................... 31
SECTION 1.29 TOP TAPESTRY SEGMENTS ................................................................... 32
SECTION 1.30 ENVIRONMENTAL FRAMEWORK ............................................................ 33
SECTION 1.31 HISTORIC SITES ....................................................................................... 34
Chapter 2: Existing Conditions
CRITICAL ISSUES REPORT ...................................................................................................... 35
SECTION 2.1 PUBLIC ENGAGEMENT SUMMARY ......................................................... 35
SECTION 2.2 UNDERSTANDING THE COMMUNITY’S VALUES .................................. 36
SECTION 2.3 NEIGHBORHOOD STABILITY ................................................................... 36
SECTION 2.4 PUBLIC SERVICES & INFRASTRUCTURE .............................................. 37
SECTION 2.5 QUALITY OF LIFE ...................................................................................... 38
SECTION 2.6 ECONOMIC DEVELOPMENT .................................................................... 40
SECTION 2.7 FUTURE LAND USE .................................................................................. 41
SECTION 2.8 VISION FOR THE FUTURE ....................................................................... 42
Chapter 3: Vision, Goals & Objectives
SECTION 3.1 WATERLOO’S VISION ............................................................................... 43
SECTION 3.2 CORE VALUES .......................................................................................... 44
SECTION 3.3 COMPREHENSIVE PLAN GOALS ............................................................ 44
SECTION 3.4 HOUSING & NEIGHBORHOOD STABILITY ............................................. 45
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Section 3:4a Implementation Strategies .......................................................................... 45
Section 3:4b Implementation Performance Measures ..................................................... 47
SECTION 3.5 DOWNTOWN REVITALIZATION ............................................................... 47
Section 3:5a Objectives & Implementation Strategies ..................................................... 48
Section 3:5b Implementation Performance Measures ..................................................... 50
SECTION 3.6 ECONOMIC DEVELOPMENT .................................................................... 50
Section 3.6a Objectives & Implementation Strategies ..................................................... 51
Section 3.6b Implementation Performance Measures ..................................................... 54
SECTION 3.7 QUALITY OF LIFE ...................................................................................... 55
Section 3.7a Objectives and Implementation Strategies ................................................. 55
Section 3.7b Implementation Performance Measures ..................................................... 58
SECTION 3.8 TRANSPORTATION ................................................................................... 58
Section 3.8a Objectives and Implementation Strategies ................................................. 59
Section 3.8b Implementation Performance Measures ..................................................... 60
SECTION 3.9 PUBLIC SERVICES & UTILITIES .............................................................. 61
Section 3.9a Objectives and Implementation Strategies ................................................. 61
Section 3.9b Implementation Performance Measures ..................................................... 63
SECTION 3.10 CONCLUSION ............................................................................................ 63
Chapter 4: Future Land Use
SECTION 4.1 EXISTING LAND USE ................................................................................ 65
SECTION 4.2 INTENT ....................................................................................................... 65
SECTION 4.3 SOCIO-ECONOMIC TRENDS ................................................................... 66
SECTION 4.4 LATEST DEVELOPMENT TRENDS .......................................................... 66
SECTION 4.5 FUTURE LAND USE MAP ......................................................................... 67
SECTION 4.6 FUTURE LAND USE & ZONING ................................................................ 68
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SECTION 4.7 FUTURE LAND USE MATRIX.................................................................... 70
SECTION 4.8 FUTURE LAND USE RECOMMENDATIONS ............................................ 72
SECTION 4.9 NON-URBAN .............................................................................................. 73
SECTION 4.10 SINGLE FAMILY RESIDENTIAL ................................................................ 73
SECTION 4.11 ATTACHED AND MULTIPLE-FAMILY RESIDENTIAL .............................. 75
SECTION 4.12 DOWNTOWN.............................................................................................. 76
SECTION 4.13 COMMERCIAL LAND USE ........................................................................ 80
SECTION 4.14 INDUSTRIAL............................................................................................... 82
SECTION 4.15 FUTURE PARKS & RECREATION ............................................................ 83
TRANSPORTATION ANALYSIS ................................................................................................ 84
SECTION 4.16 EXISTING TRANSPORTATION SYSTEM ................................................. 84
SECTION 4.17 STREET CLASSIFICATION SYSTEM ....................................................... 84
SECTION 4.18 FUTURE TRANSPORTATION RECOMMENDATIONS ........................... 85
SECTION 4.19 RECOMMENDED PEDESTRIAN AND BICYCLE FACILITIES ................. 87
SECTION 4.20 PROPOSED GATEWAY FEATURES ........................................................ 89
FUTURE GROWTH & IMPLEMENTATION ................................................................................ 92
SECTION 4.21 INFRASTRUCTURE FINANCING .............................................................. 92
SECTION 4.22 GROWTH MANAGEMENT ......................................................................... 93
SECTION 4.23 COMPREHENSIVE PLAN ADOPTION & UPDATE ................................... 94
SECTION 4.24 IMPLEMENTATION PROGRAM SUMMARY ............................................. 95
APPENDIX A PUBLIC ENGAGEMENT SUMMARY .................................................................. 96
APPENDIX B EXPLORE WATERLOO PLAN ........................................................................ 103
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Section 1.1 Introduction
A Comprehensive Plan is the official document adopted by the Planning Commission and the City
Council to serve as the legal and conceptual foundation of the City’s zoning code and all other
land use policies and regulations. The purpose of the Comprehensive Plan is to promote the
health, safety, and welfare of the community by preserving and protecting four (4) key interrelated
quality of life factors which include social, economic, physical and environmental. The following
sections describe the study area and traces the history of Waterloo based on the stages of
occupancy.
Section 1.2 Study Area
Waterloo is the County Seat of Monroe County and its largest City. Waterloo is less than thirty
(30) minutes from St. Louis and offers the calm serenity of a small town with easy access to all
the benefits of a big city. The study area includes Waterloo’s current City limit outlined in purple
(7.66 square miles) and all land within 1.5 miles from the current limits. The total study area is
approximately 44.3 square miles.
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Section 1.3 History & Stages of Occupancy
The following paragraphs describe the various stages of human occupancy associated with
Waterloo and the greater study area’s long rich history.
Prehistoric & Pioneer Stage (700AD - 1800): Waterloo and the surrounding area were first
inhabited by Native American cultures dating back 12,000 years and spanning four (4) principal
periods of prehistory: Paleo-Indian, Archaic, Woodland, and Mississippian.
First European Settlement: The first Europeans arrived in the early 1700’s, when the French
occupied the Middle Mississippi Valley. The first known permanent settlement was a military
stronghold known as Fort de Chartres built by the French in 1720 on the banks of the Mississippi
River south of present-day Waterloo. After the Seven Year War ended in 1763 and France ceded
to Britain, the French abandoned the Fort.
First American Settlement: The first permanent settlement occupied by Americans was located
near a picturesque spring formally used by the French as a camp located along the route to Fort
de Chartres from Cahokia, Kaskaskia, and St. Louis. The settlement was located in the southern
boundary of present-day Waterloo. The area was named “La Belle Fontaine”, which was French
for beautiful spring. Capitan James Moore was the first American to occupy the area. He was a
Revolutionary War veteran who possessed a government land grant in the area. Due to the lack
of funds, the Governor of Virginia issued land grants to soldiers who served in the Revolutionary
War. Since Illinois was part of the State of Virginia at the time, the land grants included territory
in southeastern Illinois. In the winter of 1781-1782, Moore led a party of five (5) families from
Virginia on a quest to establish a permanent settlement. Just four (4) years earlier in 1778, Captain
Moore traveled to the area as a member of George Rogers Clark’s expedition and saw first-hand
the natural resources and beauty the area offered. Captain Moore built a fort at the spring as
protection from Indian attacks. This would become the first American settlement in the State of
Illinois and the first American settlement occupied after the Revolutionary War. It was named
“Bellefontaine” after the spring the French called “La Belle Fontaine”. James Moore, along with
two men in his party (Larken Rutherford and James Garretson), would become the first English
speaking settlers in the area and the first permanent English-speakers in the entire Northwest
Territory. One of Moore's sons, James B. Moore, would later be a delegate to the convention that
framed the first Illinois Constitution and was eventually elected to the State Legislature. James
Moore built his residence near the spring and this land would remain in possession of the Moore
family for over a century. The kitchen of the Bellefontaine House is believed to be Moore's original
log cabin. It was restored and remains as a local landmark today.
Commercialization Stage (1800-1900): By 1800, the population of Bellefontaine had grown to
286, making it the center of the American population. Bellefontaine was the third (3
rd
) largest town
in Illinois and represented over a tenth (10
th
) of the total population of the Territory. In 1816, Illinois
established four (4) new counties, including Monroe. Of the State’s then 10 Counties, all were
scattered along boundary rivers and only two (2), St. Clair and Monroe, have retained their
boundaries unaltered since that time. When Monroe County was established (June 1, 1816),
Harrisonville was selected as the County Seat. Harrisonville did not flourish as anticipated, so
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the County Seat was given to Waterloo on April 9, 1825 by a commission appointed by the
legislature.
Also, in 1816, Emery Peters Rogers of Massachusetts moved to the area and four (4) years later
opened the first permanent store, a mill, and a quarry. “Peters”, as he preferred to be called, built
a stone structure in 1830 at the north end of Main Street. This structure would serve as his store
and popular stagecoach stop. Now known as the “Peterstown House”, it is still standing and
was placed on the National Register of Historic Places on November 16, 1977. Due to Peter’s
influence, the neighborhood surrounding Peters' store become known as “Peterstown”. As years
passed, the area was divided into two parts; Bellefontaine on the south and Peterstown on the
north. The two communities were divided by a creek, and there was said to have been an intense
rivalry between them. According to local legend, in 1818 an Irishman named Charles Carroll
moved to the area and to the astonishment of the folks of Peterstown and Bellefontaine, ignored
the rivalry and built his house on one side of the creek and his barn on the other. He proclaimed;
“It won’t be Bellefontaine, and it won’t be Peterstown, but begorra, I’ll give ye’s both your
Waterloo.”
The Town of Waterloo was officially platted by George Forquer and Daniel Cook in 1818. The
original survey was conducted by Enoch Moore, a civil engineer and son of James Moore. When
the County Seat of Monroe County was moved from Harrisonville in April of 1825, a log home that
was converted into a hotel became the first courthouse. Monroe County was named in honor of
James Monroe, who served as United States Secretary of War and 5
th
US President. Its first
County Seat was Harrisonville, named for William Henry Harrison, former Governor of the
Northwest Territory and 9
th
US President.
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The sites of the colonial towns of St. Philippe and
Harrisonville were submerged by the Mississippi River. Flooding was a major problem as a result
of the deforestation of the river banks. Loggers cut so many trees that banks destabilized and
collapsed in the current, making the river wider and more shallow from St. Louis to the confluence
with the Ohio River. This change caused more severe flooding, as well as lateral channel
changes, such as the one that cut off the Village of Kaskaskia from the Illinois mainland.
In 1836, Waterloo contained no more than twenty (20) buildings which included the courthouse,
a Methodist church, a log building used as a schoolhouse, a wind-powered mill, and a blacksmith's
shop. Waterloo quickly grew into both a bustling commercial center and important governmental
hub. The town experienced a sharp population increase in the 1840’s as Germans immigrated to
the area in large numbers. Many of the City’s buildings and citizens today still reflect the heritage
left by those first German settlers. Waterloo would continue to experience growth and prosperity
well into the late 1880s. By 1883, the population of Waterloo had grown to 2,500, of which a third
(1/3) were German-born. Germans would continue immigrating to Waterloo throughout the 19
th
Century and strongly influence the growth and appearance of Waterloo.
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Source: F. Terry Norris, "Where Did the Villages Go? Steamboats, Deforestation, and Archaeological Loss in the Mississippi
Valley", in Common Fields: An Environmental History of St. Louis, Andrew Hurley, ed., St. Louis, MO: Missouri Historical Society
Press, 1997, pp. 73-89
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As a result of the rapid population growth, in one year (1862) 35
new stores were established. In 1872 the St. Louis and Cairo
Railroad, a narrow gage line, was laid from St. Louis to Waterloo
and put into operation in March 1875. Waterloo was organized into
a village in 1849 and incorporated as a City on August 29, 1888.
Modern Stage (1900- Present): Steeped in well over 200 years
of history, Waterloo offers a mix of old and new in a scenic setting
accentuated with annual festivities that owe their existence to the
dedicated support of the community. Waterloo’s visitors can enjoy
stepping back in time while walking the streets of downtown which
are lined with historic buildings & homes possessing a rich variety
of architectural styles. There are several outstanding dining
establishments, craft breweries, and unique shops located
downtown. Downtown Waterloo is also a historically intact County
Seat that offers an excellent walkable streetscape lined with period
lighting and large trees, some over a century old. On December 1,
1978, Downtown Waterloo was recognized as a historic district
and placed on the National Register of Historic Places.
The City of Waterloo is recognized for its work with Sister Cities
International. On October 2, 1980, Waterloo announced a Sister
Cities partnership (officially recognized April 1981) with Porta
Westfalica in West Germany. Due primarily to the efforts of Vera
Kohlmeier of Waterloo and Helmut Macke of Porta Westfalica, it
came about as a result of genealogical research, which concluded
that as many as two-thirds of Monroe County's German population
could trace their ancestry back to this region of northern Germany.
Every summer Waterloo hosts the annual "Porta Westfalica Fest"
or "PortaFest" in honor of its sister city.
In 2010, IDOT began a study of Route 3 through Waterloo,
eventually deciding to widen the highway through the City limits.
Per the State’s “Complete Streets” legislation, this project was
required to include an analysis of potential bicycle and pedestrian
facilities. As a result, a 4-mile separated 10-foot wide trail along
Route 3 was constructed from Market Street to the Vandebrook
Subdivision. Another trail was added to connect the new Route 3
trail to Lakeview Park. The upgrades to Route 3 were completed
the summer of 2017.
Historic Waterloo Buildings
Image 3: Schatte Cabin
Image 1: Bellefontaine House
Image 2: Peterstown House
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Section 1.4 Significant Places and Spaces
Historic District: Historic Downtown Waterloo was designated as a
historic district and added to the National Register of Historic Places
on December 1, 1978. It is the location of several specialty shops,
restaurants, craft breweries, and beautiful homes and buildings
representing a variety of styles and periods.
Bellefontaine House: Located on the south edge of Waterloo, this
was the site of the town’s original settlement.
Peterstown House: Located on North Main Street in Waterloo, this
nearly two century old building was once a coach stop on the
Kaskaskia trail.
History Museum: The History Museum of Monroe County in
Waterloo offers visitors a unique opportunity to experience history
through a variety of permanent displays and changing exhibits. The
History Museum represents a broad span of eras and interests
anchored by the extensive and famed “Kueker Collection”.
Section 1.5 Annual Events & Festivals
The Waterloo community, in conjunction with support from other
local organizations and dedicated volunteers, work year-round to
bring the following events and festivals to the City of Waterloo.
Porta Westfalica: This annual event is held the third Tuesday in
June in honor of the Sister Cities partnership between Waterloo and
Porta Westfalica, Germany. The festival is held on the Courthouse
Square with plenty of food and drink. The traditional German fare of
pork sausage and potato pancakes is available. The Waterloo
German Band and the Waterloo Municipal Band perform throughout
the evening. There is a parade featuring floats and marching bands.
Monroe County Fair: The Monroe County Fair usually begins the
last Sunday in July and runs through the following Sunday. The
annual event is held at the Waterloo Fairgrounds, located on the
west side of the City along Route 156. Fair exhibits include farm
implements, farm animals, arts and crafts, 4-H projects, floral
arrangements, photography, quilts, and produce. Carnival rides are
also featured. Local organizations offer food and refreshments. The
Fair grandstand events include tractor pulls, FFA competitions, the
annual Fair Queen Pageant, and the Little Miss contest. One of the
more popular events is the demolition derby.
Porta Westfalica
Farmer’s Market
Monroe County Fair
PumpkinFest
Trunk or Treat / Check Point
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Waterloo Homecoming: The Waterloo Homecoming is held annually the last Friday and
Saturday in August on the Courthouse Square. The event features live music, carnival rides,
games, and plenty of food and drink offered by local organizations. A parade is featured on
Saturday with floats, marching bands, and other items of interest.
Pumpkin Fest: This event is held the second Saturday in October. The festivities begin with a
5K Run/Walk and continues with music, craft and merchant booths, pumpkin painting, pumpkin
games and other pumpkin contests, a washer tournament, demonstrations, face painting, and
food vendors.
Trunk or Treat and Halloween Check Point: On October 31, local churches, Monroe County
EMS, Waterloo Police Department, and the Waterloo Fire Department join together to create a
safe, family-friendly night that consists of a Candy Check Point at the Waterloo Fire Station with
free hotdogs, popcorn, and drinks, donated by local businesses, to children.
Downtown Christmas Walk: The annual Christmas Walk, sponsored by the Waterloo
Merchants, is held Thanksgiving weekend. Local merchants display holiday decorations and
welcome shoppers by offering unique merchandise and seasonal sales. Popular attractions
include carriage rides, Santa’s cottage, and a Christmas concert. One of the new highlights is the
GLOW in the Dark Parade sponsored by Great Ladies of Waterloo (GLOW).
Waterloo Municipal Band: Every Tuesday night during June, July, and August, the Waterloo
Municipal Band performs a free concert on the Monroe County Courthouse lawn. The Waterloo
Municipal Band has over 50 members and has been performing for over 80 years. The Band
plays a wide range of music spanning all generations. In addition to the Tuesday concerts in the
summer, the band participates in local festivals and holiday celebrations.
Section 1.6 Waterloo Today
Waterloo has a Mayor/Council form of government. The Council is composed of eight (8)
Aldermen, two (2) from each of the City’s four (4) Wards and the Mayor. Each Alderman is head
of a committee. Committee’s include; Downtown Restore/Beautification, Finance, Ordinance,
Health & Safety, Drainage, Streets, Planning & Annexation, Economic Development, Electric
System, Insurance, Water & Sewer, and Police. Waterloo residents enjoy a high quality of life,
stable neighborhoods, parks and playgrounds, regional transportation, superior public services,
and a central historic downtown that experienced significant reinvestment in the last few years.
Waterloo’s public schools offer quality education balanced with an emphasis on academics,
sports, and social activities. The City of Waterloo faces challenges and opportunities that are
often associated with a growing, prospering community. These challenges and opportunities
include managing growth after unprecedented population increases; providing affordable, high
quality public services that Waterloo residents have come to expect; and diversifying the City’s
economy to ensure revenues remain stable for the long term. This Plan was developed to help
addresses these issues and seize the opportunities that make Waterloo a great place to live,
work, raise a family, and retire.
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Section 1.7 Comprehensive Plan
The 2018 Waterloo Comprehensive Plan Update builds upon the City’s 1996 Plan which was
reviewed and the Transportation Section updated in 2006. The 1996 Comprehensive Plan has
served Waterloo well, however, rapid urbanization of the City and its surrounding territories, the
reconstruction of Route 3, and changes in our national and regional economy all pointed to the
need to reconnect with the residents of Waterloo and update the Plan. The intent of the
Comprehensive Plan is to serve as a rational land use guide to help direct future land use, zoning,
subdivisions of land and the quality, timing, and intensity of future growth. According to Illinois
Municipal Code (65 ILCS):
“Such plan may be adopted in whole or in separate geographical or functional parts,
each of which, when adopted, shall be the official comprehensive plan, or part thereof,
of that municipality. This plan may include reasonable requirements with reference to
streets, alleys, public grounds, and other improvements hereinafter specified. The plan,
as recommended by the plan commission and as thereafter adopted in any municipality
in this state, may be made applicable, by the terms thereof, to land situated within the
corporate limits and contiguous territory not more than one and one-half miles beyond
the corporate limits and not included in any municipality. Such plan may be implemented
by ordinances (a) establishing reasonable standards of design for subdivisions and for
re-subdivisions of unimproved land and of areas subject to redevelopment in respect to
public improvements as herein defined; (b) establishing reasonable requirements
governing the location, width, course, and surfacing of public streets and highways,
alleys, ways for public service facilities, curbs, gutters, sidewalks, street lights, parks,
playgrounds, school grounds, size of lots to be used for residential purposes, storm
water drainage, water supply and distribution, sanitary sewers, and sewage collection
and treatment; and (c) may designate land suitable for annexation to the municipality
and the recommended zoning classification for such land upon annexation”.
Section 1.8 Zoning Ordinance
Zoning is the "legal" tool the City uses to carry out the recommendations of the Comprehensive
Plan. The City is granted this regulatory authority by the State Statues, Chapter 65. Specifically,
a zoning ordinance regulates items relative to the use of land, including, but not limited to, height
and size of buildings, size of lots, building setbacks and parking. It establishes definitions,
standards and procedures for the City's governing body to review and approve specific land
developments. There are other ordinances and regulations that supplement the zoning ordinance,
such as subdivision regulations, landscaping requirements and sign controls. According to Illinois
State Statues, the purpose of the zoning ordinance is to provide:
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“. . . adequate light, pure air, and safety from fire and other dangers may be secured, that
the taxable value of land and buildings throughout the municipality may be conserved,
that congestion in the public streets may be lessened or avoided, that the hazards to
persons and damage to property resulting from the accumulation or runoff of storm or
flood waters may be lessened or avoided, and that the public health, safety, comfort,
morals, and welfare may otherwise be promoted, and to insure and facilitate the
preservation of sites, areas, and structures of historical, architectural and aesthetic
importance”.
Decisions regarding land use and zoning should be consistent with the City’s Comprehensive
Plan and Zoning Regulations. To increase the legal defensibility of the City’s decision-making,
the City’s Zoning Code and Comprehensive Plan should be compatible.
Section 1.9 Subdivision Regulations
Subdivision regulations are another legislative tool used to implement the Comprehensive Plan by
guiding the subdivision and development of land. Subdivision regulations provide coordination of
otherwise unrelated plans as well as internal design of individual sites. Subdivision regulations should
be reviewed and updated periodically to make sure the regulations keep pace with the latest
development and residential building trends and best management practices (BMP). The general
purposes of the subdivision regulations, according to Illinois State Statues are to:
➢ protect and promote the public health, safety, convenience, comfort and general welfare;
➢ guide the future growth and development;
➢ provide for the proper location and width of streets, roads, building lines, open space and
recreation and to avoid congestion of population;
➢ protect and conserve the value of land, buildings and improvements and to minimize
conflicts among the uses of land and buildings;
➢ establish reasonable standards for subdivisions to further the orderly layout and use of
land;
➢ Ensure that public facilities, including roads, water, sewer and drainage facilities are
adequate to serve the needs of proposed subdivisions.
The process of establishing consistency between the Comprehensive Plan and regulatory
documents meant to implement the Plan (the Subdivision Regulations and Zoning Code) should
be the focus of the next phase in Waterloo’s planning process.
Section 1.10 The Planning Process
The intent of the planning process was to make sure the community’s goals and expectations are
consistent with the vision, goals, and objectives contained in the City’s Comprehensive Plan. The
first phase of the Comprehensive Plan Update involved the analysis of the project area’s existing
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conditions and the preparation of the Existing Conditions Report, contained herein. This Chapter
summarizes public services, schools, socioeconomic characteristics, and existing development
constraints. This Chapter serves as the foundation upon which the plan was created.
The second phase of the planning process was public engagement. A “values-driven” approach
was utilized to manage the public engagement process. This involved looking at planning and
urban design issues from the resident’s point of view to better understand their values, vision, and
expectations for the future. Several different interactive public engagement activities were used
to help generate maximum community involvement and identify citizen-defined issues and areas
of consensus. The activities included one-on-one stakeholder interviews, a series of thematic
town hall meetings, ongoing public meetings with the
2
Comprehensive Plan Steering Committee,
and a Citizen survey. The results of the public engagement program provided the Steering
Committee and Consultant with first-hand knowledge of Waterloo’s strengths, weaknesses,
opportunities, and threats from the citizens’ perspective. An overview of the public engagement
process and summary of the information gathered is provided in Chapter 2 Critical Issues.
For the third and final phase of the planning process, the goals, objectives, and implementation
strategies of the 1996 Plan were reviewed and updated based on the citizen-defined issues,
values, and vision statements provided during the public engagement process. Once the goals,
objectives, and implementation strategies were accepted in concept by the Steering Committee,
they were included in Chapter 3 of the final Comprehensive Plan Update.
This Plan will provide the City Council, the Planning Commission, the Zoning Board, as well as
City Staff the focus and direction necessary to make well informed decisions concerning land use,
economic development, transportation, and public improvements. The successful implementation
of the Plan’s goals, objectives, and recommendations will help ensure the community’s vision for
the future is realized and transcends to future generations. The vision for the future according to
the residents of Waterloo is:
2
The Steering Committee consisted of members of the Planning Commission and City Staff
VISION: “To preserve Waterloo’s small-town atmosphere, family-
friendly values, & safe neighborhoods while promoting downtown
revitalization and well-planned development along Route 3
specifically suited to the needs of Waterloo residents.”
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EXISTING CONDITIONS REPORT
Section 1.11 Utilities
1) ELECTRIC: The City of Waterloo furnishes electric service through the Illinois Municipal
Electric Agency (IMEA). Waterloo’s Electric Department works hard to provide Waterloo with
electricity safely and reliably. The Distribution Line Crew maintains approximately 40 miles of
overhead wire, over 30 miles of underground wire, and over 2500 transformers. The City is
responsible for electric service up to the meter. During a power outage, a highly trained work
force is tasked with restoring power no matter what hour or weather condition. The City of
Waterloo is committed to ensuring power is restored as quickly and safely as possible. If
needed, the City of Waterloo has agreements with out-of-town utility crews to bring in extra
assistance. The City has owned and operated the power plant since 1901 and is better
equipped to provide for the City’s electrical needs than ever. After the installation of a second
state-of-the-art gas turbine engine, the City not only has the capability of producing enough
electric during peak demand times, but can also operate independently during an interruption
of incoming power. Surplus power generated at the City’s power plant can be sold at profit on
the open market through the IMEA.
2) GAS: The City of Waterloo owns and operates its own natural gas system, including
approximately 88 miles of gas lines. The City employs fully trained gas operators who also
participate in continued education programs. The system is inspected and maintained
regularly to ensure the safe and reliable delivery of natural gas. The City is responsible for
piping gas to the meter.
3) SEWER: The City of Waterloo provides sanitary sewer services through its state-of-the-art
sewer treatment facility. The City employs fully trained and certified sewer operators who meet
or exceed the Illinois Environmental Protection Agency regulations. The City’s sewer
treatment facility is designed to handle 2.086 million gallons of wastewater, 4,588 gallons of
biochemical oxygen demand, and 5,214 gallons of raw sewage daily. The current usage of
the plant is 45% hydraulically and 30% organically. The Sewer Department maintains
approximately 75 miles of mains and is responsible for the sewer mains, but not the sewer
laterals. In an effort to maintain an effective sewer system, all sanitary sewer mains are
televised and cleaned on a rotation basis and lift stations are closely monitored on a weekly
schedule.
4) WATER: The City of Waterloo is committed to providing safe, drinkable water. Water is
purchased from the Illinois-American Water Company. However, the City owns and maintains
the distribution system. The City is responsible for water service up to the curb. To help off-
set any shortages and/or pressure reductions that may occur, the City maintains 1 million
gallons of water storage. The City employs water operators who are fully trained and certified
to meet the Illinois Environmental Protection Agency regulations. Water Operations consist of
the following services.
• Continuous Water Sampling
• Monitor Daily Chlorine Residuals
• Fire Hydrant Flushing
• Valve Exercising
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• Repair Existing Water Mains • Install New Water Mains
In addition, the City of Waterloo adheres to the Illinois Environmental Protection Agency’s
guidelines regarding Backflow Prevention Devices. A survey is mailed to each water
customer on a biennial basis and the customers’ compliance with inspections is required on
an annual basis.
5) STREETS: The City of Waterloo owns and maintains over 60 miles of streets. The City
operates a comprehensive street department and is dedicated to the safety and maintenance
of roadways. Waterloo’s street operators are fully trained and participate in continuing
education programs. Street Operations include:
• Street Cleaning
• Street Maintenance and Repair
• Snow Removal
• Street Sign Replacement & Maintenance
• Maintain Yard Waste Disposal Area
• Maintain Storm Water Mains
• Street, Curb and Sidewalk Replacement
• Asphalt Overlay
The yearly Motor Fuel Tax Program (MFT) provides funding through the Illinois Department
of Transportation for major street repair programs throughout the City. The Street Department
additionally runs a Yard Waste Disposal Area at Lakeview Park for use by City residents.
Section 1.12 Fire Protection & EMS
The Waterloo Community Fire Protection District, formally known as the Waterloo Fire Company,
was founded in 1898 and covers over 110 square miles. This area encompasses the cities of
Waterloo, Burksville, Wartburg, Foster Pond, New Hanover, and portions of unincorporated
Monroe and St. Clair County. The Waterloo Community Fire District consists of over 30
volunteers and is governed by a Board of Trustees. A new fire station was constructed in 2014
at 510 Illinois Avenue.
Waterloo is also served by the Monroe County EMS, an Advanced Life Support service, located
in the heart of Waterloo, IL. Monroe County EMS covers most of Monroe County with two
ambulances continually on call. The area consists of over 339 square miles encompassing the
cities of Waterloo, Valmeyer, Red Bud, Hecker, Maeystown, and Prairie du Rocher. Monroe
County EMS offers a variety of services including 911 response, transfer services, and public
event stand-by.
Section 1.13 Police Department
The Waterloo Police Department is a full-service police department which currently consists of 16
full-time employees. The Police Department is organized as follows: Chief of Police, Deputy
Chief of Police, Lieutenant, Sergeant, and Detective. While the Police Department provides a
wide range of services to the City of Waterloo in regards to law enforcement and related areas,
the department also has a Domestic Violence Program and D.A.R.E. Program.
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Section 1.14 Parks & Recreation
The Waterloo Park District (WPD) is an independent organization that has been serving the
people of Waterloo and the surrounding area for more than 50 years. The WPD provides green
space and recreational areas for the public use and currently has five (5) parks totaling more than
150 acres of green space. In 2015, the Park District added an 18-hole disc golf course in
Konarcik Park. The Waterloo Park District’s five (5) parks include Koenigsmark Park, Konarcik
Park, Lakeview Park, William Zimmer Memorial Park, and Lions Park. The parks contain a variety
of features, including:
✓ Walking trails
✓ Ball fields
✓ Soccer/Football fields
✓ Sand Volleyball courts
✓ Modern playground equipment
✓ Tot-Lot playgrounds
✓ Fishing lakes
✓ Modern restrooms
✓ Skate Park (Opened in 2011)
✓ Roller Hockey Park
✓ 18-hole disc golf course
✓ Dog Park
✓ Pavilions
Koenigsmark Park: Koenigsmark Park is located at 316 North Library Street and contains
a skate park, a roller hockey park, basketball court (1 hoop), and a playground. There is also a
covered pavilion available on a first-come, first-serve basis. The Park District Office is located in
Koenigsmark Park.
Koenigsmark Park
Photo Source: http://www.waterlooparkdistrict.org
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Konarcik Park: Konarcik Park is located at
5303 Konarcik Road (Fourth Street), just
east of Waterloo. The park has an 18-hole
disc golf course, short walking trail, ball
field, two sand volleyball courts, soccer
fields, and modern playground equipment.
There is also an enclosed playground for
small children. Fishing is allowed in the
lake with a valid fishing license. Six
covered pavilions are available to public
and group use. The pavilions have running
water, electricity, and barbecue pits
nearby. These pavilions can be reserved
for a nominal fee. The parks are served
with multiple restroom facilities.
Lakeview Park: Lakeview Park is located
off Lakeview Drive and contains about 100
acres. The park includes a Veteran’s
Memorial, 2.25 miles of paved walking trail,
modern playground equipment, a dog park,
and three (3) large lakes. Fishing is
permitted with a valid fishing license. Two
(2) covered pavilions are available for
group picnic use. The pavilions have
running water, electricity, bbq pits, and
access to restrooms. The pavilions can be
reserved for a nominal fee. Lakeview Park
also has a gazebo that can be rented for
private functions and an ADA accessible
fishing pier.
Lions Memorial Park: Lions Memorial
Park is located off Janice Drive and Lake
Drive in Sunset Acres subdivision. The park has a ball field, soccer field, modern playground
equipment and a covered pavilion. A new bathroom facility was added in Lions Park in 2014.
William Zimmer Memorial Park: The William Zimmer Memorial Park is located at 730 Rogers
Street and was opened in May of 2013. The first phase of the park has been completed. The park
contains a playground, a restroom, and two (2) covered pavilions that are available for group
picnic use. The pavilion has running water and electricity and a barbecue pit nearby.
Veteran’s Memorial Lakeview Park
Photo Source: http://www.waterlooparkdistrict.org
Konarcik Park
Photo Source: http://www.waterlooparkdistrict.org
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Golf Courses: The City of Waterloo is served by four (4) golf courses; Mystic Oak, Annbriar,
Waterloo Country Club, and Acorns Golf Course. Annbriar opened in 1993 and includes an 18-
hole public course and a restaurant. Mystic Oak and Acorns are public golf courses that include
18-holes and a restaurant. Waterloo Country Club is a 9-hole private course located on 40 acres
and includes formal and casual dining and a pool.
Section 1.15 Public Library
The Waterloo Library was established in 1937. The mission of the Waterloo Public Library is to
provide media, facilities, and programs to meet the desires and needs of citizens from the City of
Waterloo, IL. The local community also has access to the library and resources at SWIC. The
Morrison-Talbott Library is located at 215 Park Street.
Section 1.16 Education
The Waterloo Community Unit School District No. 5 provides Pre-
K-12 educational programming and supports high quality teaching
and learning. During the 2016-2017 school year, there were over
2,700 students enrolled in the District. Over the last two (2) years
there has been a spike in enrollment for elementary age children
(grades K-6
th
), indicating that Waterloo is attractive to young
families. The District constructed a new High School in 2008, which
provides adequate space to accommodate the upcoming class
sizes. The majority of the District’s budget comes from property tax.
Prior to 2016, property tax made up 75% of the District’s revenue.
On March 16
th
2016, Monroe County voters approved a 1% sales
tax for school facilities. This tax provides a new source of revenue
that further diversifies the District’s revenues. This newly created
tax goes towards facility improvements for all public schools located
in Monroe County. District Officials estimate the new tax will
generate over $90,000 per month ($1.1 million/year). The exact
amount will vary depending on retail sales receipts. Rather than
taxing Waterloo residents, this new tax is supported by consumer
spending throughout Monroe County. Additionally, in February
2016 the District sold bonds and refinanced some of its debt. These
collective efforts increased the Districts revenues and reduced
interest rates saving the District an estimated $1.7 million.
The Waterloo area is also served by Saints Peter & Paul Catholic
School (Pre-K-8
th
) and Gibault Catholic High School. The
opportunities available in Waterloo and the surrounding area afford access to the best schools
the region has to offer. Students have access to excellent classroom environments, smaller class
sizes, and a choice of numerous extracurricular activities that promote physical and educational
growth both inside and outside of the classroom. Waterloo schools are highly valued and rated
by both teachers and students.
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Table 1.01 Waterloo Area Educational Institutions
Type
Grades
W. J. Zahnow Elementary
K-1
Rogers Elementary
2-3
Gardner Elementary
4-5
Saints Peter & Paul Catholic School
PreK-8
Waterloo Junior High School
6-8
Waterloo High School
9-12
Gibault Catholic High School
9-12
Section 1.17 Tax Structure
Property Tax: Although property tax represents a relatively small portion of the City’s revenue
collected (less than 4%) it is often the most scrutinized among homeowners. However, the
majority of what is generally considered “property tax” is actually taxes collected by the school
district, local fire department, colleges, libraries, parks, etc. In summary, the majority of property
taxes paid by homeowners go to other taxing agencies such as local schools, parks, fire districts,
etc., and not the city or county in which the property is located.
Property tax rates can vary widely because they are set and administered by the states, cities,
and the counties where the property is located. As a result, the amount and manner in which
assessed valuation of property is determined varies significantly among the 50 states. Illinois does
not have a statewide property tax. Property is taxed on the local level only, and includes only real
property such as land, buildings, or permanent facilities. In Waterloo, real property is assessed at
33.3% of market value. Commercial and industrial property is assessed at 25%. Illinois has no
personal property taxes. As mentioned earlier, in addition to the County and municipal tax rates,
several other taxing districts such as public school district(s), colleges, fire district, library, etc. are
also included in the amount of property tax collected. Typically, the largest percentage of property
tax goes to the public school district. The following example was published in the June 26, 2013
‘Republic Times’ to provide a better understanding of the distribution of property taxes in
Waterloo.
If a Waterloo homeowner owed $2000 in “property tax” in 2011, over 65% ($1,320) went
to the Waterloo School District. The County’s share was a distant second collecting only
$275 under this example. The other taxing districts received even smaller dividends; they
included $140 to roads, $120 for SWIC, and $45 to the fire district.
In summary, Waterloo has one of the lowest tax rates in the region as shown in Table 1.02 which
provides a comparison of the real estate tax rates for Waterloo, Belleville, Edwardsville, Swansea,
and Columbia.
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Table 1.02 Property Tax Rate (2015)
Taxing District
Aggregate Tax Rate
(Effective/Avg. Tax Rate)
City of Waterloo, IL
0.6870% (2.03%)
City of Belleville, IL
0.9660% (2.36%)
City of Edwardsville, IL
0.8752% (2.59%)
City of Swansea, IL
0.9100% (2.62%)
City of Columbia, IL
0.8714% est.
Source: IDOR Table 10: www.revenue.state.il.u
Sales Tax: Waterloo’s largest single source of revenue is sales tax. According to the City’s 2016
budget, sales tax represented over $2 million (25%) of the City’s $8.7 million of revenue collected
annually. Sales tax is distributed based on point of sale purchases, which means Waterloo
collects sales tax from anyone who purchases items in Waterloo regardless if they are a resident
or not. Table 1.03 provides the sales tax rates for Waterloo, Waterloo Commons Business District,
Columbia, Belleville, and Fairview Heights and Figure 1.01 illustrates the differences.
7.00% 7.20% 7.40% 7.60% 7.80% 8.00% 8.20% 8.40%
Waterloo
Columbia
Belleville
Fairview Hts
7.50%
7.50%
8.10%
8.35%
Figure 1.01: 2016 Sale Tax Rate Comparison
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Table 1.03 Sales Tax Rate Comparison (2016)
Taxing District
Waterloo
Columbia
Belleville
Fairview Hts.
Illinois State
State of Illinois 5.0%
Municipality 1.0%
Monroe County 0.25%
6.250%
6.250%
6.250%
6.250%
County Flood Prevention
0.250%
0.250%
0.350%
0.350%
Municipal (Local)
0.000%
0.000%
1.500%
1.750%
Business District
0.000%
0.000%
0.000%
0.000%
County School Facility Tax
1.000%
1.000%
0.000%
0.000%
Total
7.500%
7.500%
8.100%
8.350%
Source: Sale-tax.com
State Income Tax: Waterloo’s second largest source of revenue is Income Tax. The City’s share
of the Income Tax is based on population. According to the City’s 2016 budget, Income Tax
represented over $1 million (approximately 12%) of the City’s revenues.
County-wide Sales Tax: In 2016, Monroe County passed a 1% sales tax that goes to the school
district for future improvements. This tax will fund critical capital improvements needed across
the School District and shift the burden of paying for schools solely from property owners to more
of a shared cost, according to school administrators across the metro-east.
In summary, Waterloo’s revenues rely heavily on sales tax making the local businesses and
commercial districts the City’s lifeline. To ensure the City’s revenues are reliable for the long-
term, the community must support local businesses and City leaders must continue economic
development efforts to stabilize and grow the local economy. Waterloo should continue to
maintain the City’s low tax rates and focus on business retention and recruitment efforts that result
in a strong, vibrant economic climate where retail sales and commercial services can thrive.
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SOCIOECONOMIC CONDITIONS
Section 1.18 Nationwide Population Trends
The percentage of Americans moving between counties dropped to historic lows between 2006
and 2009. This resulted in a reduction in the rate of population growth in rural and small-town
America. This reduction in the mobility and drop in rural and small-town populations can be
attributed to many social and economic conditions present during the last half of this decade that
decrease one’s mobility and thus ability to relocate, such as:
1. A decline in wealth as home values and stock market values fell;
2. Increased difficulty in financing home purchases in the wake of the mortgage crisis;
3. A decline in speculative real estate construction; and
4. Falling incomes and declining job stability as the Nation experienced two (2) Great
Recessions and recovery that was much slower than predicted.
Counties that experienced the highest population losses were suburbanizing counties adjacent to
metro areas. Another nationwide trend contributing to population decline is the reduction in birth
rates, which is evidenced by the declining average household and family size. The overall
slowdown in U.S. population mobility contributed directly to a decline in non-metro population
growth causing the first break in suburbanization since World War II.
The 2010 Decennial Census revealed some major population changes in Illinois, including
declining populations in Chicago and other major urban areas, growing populations in the fringe
counties and changes to racial demographics. During the decade following 1990, Illinois grew by
8.6%. However, from 2000-2010 Illinois only grew by 3.3%, meanwhile, the US grew by 9.7%.
By way of comparison, Monroe County grew by 19% and the City of Waterloo grew by almost
30% during the last decennial US Census.
Table 1.04 US Census Bureau Decennial Population Estimates
1960
1970
1980
1990
2000
2010
Est.
2017
City of
Waterloo
3,739
4,546
4,646
5,072
7,614
9,811
10,879
% Change
32.5%
21.6%
2.2%
9.2%
50.1%
28.9%
9.2%
Monroe
County
15,507
18,831
20,117
22,422
27,619
32,957
33,879
% Change
16.8%
21.4%
6.8%
11.5%
23.2%
19.3%
2.8%
Source: US Census
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Chapter 1: Existing Conditions
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Section 1.19 Waterloo Population Characteristics
According to the 2010 US Census, the population of Waterloo was estimated at 9,811, 28.9%
higher than the 2000 population of 7,614. While Waterloo and Monroe County have experienced
significant growth over the last ten (10) years, the State of Illinois and St. Clair County only grew
by 3.3% and 5.5% respectively. The most significant population growth occurred in the 1990s
during which time the City of Waterloo grew by over 50%, see Table 1.05.
The City’s location, access to regional employment centers, good supply of well-built homes, and
stable neighborhoods will continue to retain and attract residents. However, future population
growth and stability will require ongoing investment in the City’s infrastructure, future residential
development, and reinvestment in the City’s existing neighborhoods & business districts. The
City’s population is anticipated to stabilize over the next decade while maintaining a positive
growth rate.
Table 1.05
80 Year Population Snapshot- Waterloo, Il
Census
Population
Percent Change
1940
2,361
5.4%
1950
2,821
19.5%
1960
3,739
32.5%
1970
4,546
21.6%
1980
4,646
2.2%
1990
5,072
9.2%
2000
7,614
50.1%
2010
9,811
28.9%
2015
10,236
4.3%
2016
10,285
0.5%
Source: US Census Bureau
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Chapter 1: Existing Conditions
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Section 1.20 Population Projections
Two (2) growth scenarios were used to identify future population projections for the City of
Waterloo out to 2030. The first scenario uses linear regression to forecast population based on
historical US Census data for the City of Waterloo, see Table 1.02. The second scenario is based
on historical US Census data for Monroe County and assumes the City will follow Monroe
County’s population growth trends. Seventy (70) years of data was used in the preparation of
the two population growth scenarios.
According to the linear regression “Scenario A” (Figure 1.02), Waterloo’s population will continue
growing strong and increase by an estimated 20% per decade for the next two (2) decades. The
projected 2020 population according to the Scenario A (following Waterloo’s historic pattern of
growth) is 11,773 in 2020 and 14,127 by 2030. According to the “trend extrapolation method” of
forecasting, Waterloo’s population will grow to approximately 11,000 in 2020 and 12,200 by 2030.
Figure 1.02: Waterloo Population Projection “Scenario A”
Source: US Census Bureau
Figure 1.03 illustrates the linear regression population projection using Monroe County’s growth rate
to forecast the future population growth of Waterloo. Based on the County’s past 70 years of population
data, the County is predicted to follow a growth rate of 13.5% per decade. If Waterloo follows the
County’s rate of population change, the City’s population will be an estimated 11,111 in 2020 and
12,583 in 2030. A trend extrapolation line was plotted along Scenario B to project Waterloo’s
population. According to the extrapolation trend line, the estimated 2020 and 2030 population is 10,200
and 11,900 respectively, see Figure 1.03.
2,361
2,821
3,739
4,546
4,646
5,072
7,614
9,811
11,773
14,127
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
1940 1950 1960 1970 1980 1990 2000 2010 2020 2030
Waterloo Population Projections- Based on Waterloo's rate of change
Linear Regression (red) with Trend Extrapolation Line (black)
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Chapter 1: Existing Conditions
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Figure 1.03: Waterloo Population Projection “Scenario B”
Source: US Census Bureau
The difference between the two scenarios (A & B) was 662 for the 2020 projections and 1,544 for the
2030 projection. The linear regression methodology used based on the City of Waterloo’s past growth
rates generated the higher population rates. The trend extrapolation methods applied to both scenarios
resulted in the lowest population projections. All projections were made assuming no annexations. In
the absence of future annexations, the City’s only viable option to grow is to increase family and
household sizes and via new residential construction.
Section 1.21 Age Characteristics
Waterloo’s population is spread out with 23% under the age of 18 and 77% over the age of 18. By way
of comparison, in 2000 the City’s population was spread out with 26.1% under the age 18 and only
73.9% over the age of 18. The median age according to the latest American Community Survey (ACS)
estimate is over 40. More specifically, the age of Waterloo’s population is broken down as follows.
The 2014 ACS estimates are provided below followed by the official 2010 US Census Decennial
estimates in (parenthesis).
• 6.8% (6.5%) are under the age of 5.
• 18.6% (19.7%) are between the ages of 5-19
• 16.8% (17.6%) are between the ages of 20-34
• 31.2% (28.7%) are between the ages of 35-54
2,361
2,821
3,739
4,546
4,646
5,072
7,614
9,811
11,111
12,583
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
1940 1950 1960 1970 1980 1990 2000 2010 2020 2030
Waterloo Population Projections- based on County's rate of change
Linear Regression (red) Trend Extraplation Line (black)
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Chapter 1: Existing Conditions
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• 12.6% (11%) are between the ages of 55-64
• 13.9% (16.4%) are age 65 or older.
The percentage of Waterloo’s population over 65 has declined from 16.4% in 2010 to 13.9% in 2014,
according to the ACS. According to these estimates, the City’s population over 65 has declined slightly,
while the City’s middle age population (ages 35-54) has increased. While the percentage of Waterloo’s
population over 65 is higher than Illinois and the US, it is lower than Monroe County and all other peer
cities.
According to the 2010 Census, the median age of Waterloo’s population was 39.8; which is 3.8
years older than the 2000 estimated median age of 36. While the median age of Waterloo’s
population is getting older (estimated at 40 according to the 2010-2014 ACS) it is still younger
than the peer communities of Columbia, Red Bud, Swansea, and Monroe County.
The City’s young median age is the result of the City’s high concentration of young adults and
school-age children. The percentage of the City’s population under 5 was the highest of all peer
cities as well as Monroe County, the State, and the US. Waterloo’s high percentage of young
children is an indicator that the City offers good schools, safe neighborhoods, parks and other
amenities that attract young, growing families. These are all characteristics of a thriving, self-
renewing community. Meanwhile, most cities in the US are following the national trend of aging
populations and increases in the median age. It is estimated that 10,000 Baby Boomers will turn 65
today, and about 10,000 more will cross that threshold every day for the next 15 years. Despite these
trends, Waterloo’s population is showing gains in the younger age cohorts suggesting the City is
attracting young families and adults. This also suggests that Waterloo is losing seniors during their
retirement years as they move to other locations that offer the necessary housing, medical services,
comforts, conveniences, or climate.
In summary, Waterloo has always been a popular destination for young families and professionals who
choose to live in a bedroom community that offers access to the jobs and amenities of a big city without
big city problems. The analysis of the City’s age characteristics confirmed that Waterloo is very popular
Table 1.06 Age Cohort Comparison 2014 (%)
Age Cohort
Waterloo
Columbia
Red Bud
Swansea
Monroe
County
Illinois
US
Under 5
6.8
4.3
5.5
6.4
5.2
6.3
6.4
Under 18
23
22.2
23.6
24.1
23.4
23.7
23.5
18 and older
77
77.8
76.4
75.9
76.6
76.3
76.5
65 and older
13.9
16
22.3
15.6
15.1
13.2
13.7
Median Age
40
41.2
43.1
40.6
41
37
37.4
U.S. Census Bureau- American Community Profile 2010-2014
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Chapter 1: Existing Conditions
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among young families and middle-aged adults, but also indicated that the City of Waterloo is losing
seniors. However, since 2010 two (2) assisted living facilities have been constructed and the Monroe
County Transit Buses have been introduced to the area. The City should continue providing senior
housing, medical care, & commercial services desired by seniors to retain and attract seniors to
Waterloo.
Section 1.22 Racial Composition
According to a report by the National League of Cities, the Hispanic population in small cities at
least doubled, growing over 100% in the Midwest. The Asian population is also on the rise,
growing by more than 60% in the Midwest. Similarly, the African American population in small
cities also increased across all regions, particularly in the Midwest (114%). However, the City of
Waterloo’s population shows very little racial diversity. The City’s population trails the State and
Nation in all minority classes. Waterloo’s distance from the urban core of the St. Louis
Metropolitan Area and other areas where minorities have migrated over the last twenty (20) years
may contribute to Waterloo’s low percentage of minorities. Table 1.07 provides a comparison of
the racial composition for Waterloo and the peer communities, Monroe County, Illinois, and the
US.
Table 1.07: Racial Composition Comparison (2010 US Census)
Race
Waterloo
Columbia
Red
Bud
Swansea
Monroe
County
Illinois
US
African
American
0%
1%
0%
21%
0.5%
15%
13%
Asian
0%
1%
0%
2%
0.5%
6%
6%
White
99%
94%
97%
72%
98%
63%
64%
Hispanic
1%
4%
3%
5%
1%
16%
17%
Section 1.23 Gender
The City of Waterloo’s female population is 4% higher than the male population. Nationally there
is 1.6% more females than males and statewide there is only 2.0% more females than males.
The Village of Swansea and City of Columbia had the highest percentage of females in 2014
when compared to the other peer cities. The fact that Waterloo has 4% more females than
males is a noteworthy finding. This may indicate that Waterloo has more female head of
households and/or more single mothers than the state and national averages, which would
indicate certain social, domestic and financial needs.
Table 1.08: Gender Comparison (2014 ACS)
Gender
Waterloo
Columbia
Red
Bud
Swansea
Monroe
County
Illinois
US
Male
48
46.8
48.1
46.7
49.3
49.1
49.2
Female
52
53.2
51.9
53.3
50.7
50.9
50.8
City of Waterloo, IL
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Chapter 1: Existing Conditions
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1
Section 1.24 Income
According to the 2000 Census, the median income for a household in the City was $46,938, and
the median income for a family was $57,894. Males had a median income of $40,892 versus
$24,685 for females. The per capita income for the City was $21,081. Just over 2% of families
and 3.8% of the population were below the poverty line, including 2.8% of those under age 18
and 9.0% of those 65 or over.
According to the 2009-2014 American Community Survey, conducted on behalf of the US Census
Bureau, the median household income in the City increased over 50% from $46,938 in 2000 to
$70,976 in 2014. By way of comparison, the household income in Waterloo is well above the
income reported for the US, Illinois, Monroe County and all peer cities see Table 1.09. The median
income for a family in Waterloo was $80,022, an increase of 38.2% from the 2000 US Census.
The US had the highest percentage of individuals living in poverty with 15.6% followed by Illinois
(14.4%) and Swansea (9.1%). Red Bud had the lowest poverty rate at only 4.3% followed by
Waterloo (5.1%) and Columbia (6%). Table 1.09 provides a comparison of the various income
characteristics.
Table 1.09: Income (2014 ACS)
Income
Waterloo
Columbia
Red Bud
Swansea
Monroe
County
Illinois
US
Median household
income
$70,976
$65,286
$55,369
$66,491
$69,592
$57,166
$53,482
Median family
income
$80,022
$95,742
$76,313
$83,795
$81,432
$70,967
$65,443
Per capita income
$33,218
$35,855
$27,891
$32,843
$33,059
$30,019
$28,555
Unemployment
4.2
7.1
4.5
6.2
5.4
10
9.2
Persons below
poverty level
5.1
6
4.3
9.1
5.4
14.4
15.6
Definitions:
*Family: a householder and one or more other people related to the householder by birth, marriage, or adoption.
**Household: A household consists of all people who occupy a housing unit regardless of relationship. A household
may consist of a person living alone or multiple unrelated individuals or families living together
Section 1.25 Housing
According to the 2000 US Census, there were 3,015 housing units. The households included
the following characteristics:
• 37.2% had children under the age of 18 living with them
• 58.3% were married couples living together,
• 9.9% had a female householder with no husband present, and
• 28.7% were non-families.
• 25.5% of all households were made up of individuals living alone.
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Chapter 1: Existing Conditions
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• 12.2% had someone living alone who was 65 years of age or older.
According to the 2014 ACS, the total number of housing units was 4,272, an increase of 41.7%
from the 2000 Census. The following data provides general characteristics of the household
make-up and compares the information to the 2000 Census.
• 33.5% had children under the age of 18, a decrease of 3.7% from the 2000 Census.
• 59.6% were married couples living together, an increase of 1.3%.
• 7.4% had a female householder with no husband present, a decrease of 2.5%
• 28.6% were non-families, an increase of 0.1%.
• 25.8% of all households were made up of individuals living alone, an increase of 0.3%.
• 9.8% had someone living alone who was 65 years of age or older, a decrease of 2.4%.
Waterloo’s average household size decreased slightly from 2.53 (2000) to 2.52 (2014) as did the
average family size from 3.05 (2000) to 3.03 (2014). The peer cities displayed similar reductions
in household and family sizes. The reduction in household size has been a nationwide trend as
more and more baby boomers reach retirement age. The fact the average household size in
Waterloo (2.52) is slightly smaller than that of Monroe County (2.63), Illinois (2.63) and the US
(2.63), demonstrates that individuals without children (singles, students and Baby Boomers) are
comfortable living in Waterloo.
The average home value in Waterloo, according to the 2014 ACS, was $188,650. This is
significantly higher than Red Bud and Swansea, but well below the average home value in the
County, State, and Country. This information suggests that Waterloo offers more affordable
housing than the peer cities, which in turn provides more income for other personal and household
expenditures for Waterloo residents.
The percentage of renter-occupied housing in Waterloo was the second highest among the peer
cities, trailing only Swansea in the total percentage of renters. However, the percentage of renters
in Illinois and the US was much higher than Waterloo and all other peer entities. Monroe County
had the lowest percentage of renters with only 18%.
The percentage of vacant housing in Waterloo was 6.4%, which was the second lowest. The City
of Columbia had the lowest vacancy rate at 5.2%. The US had the highest vacancy rate with
12.5% followed by Illinois (9.8%), Monroe County (7.7%) and the peer cities of Red Bud (7.7%)
and Swansea (7.7%). The vacancy rate in Waterloo is almost half of that of the US. The low
vacancy rate in Waterloo indicates there is a high demand for Waterloo’s housing stock and
supports the construction of new owner-occupied housing. Regardless, the City should continue
to monitor vacancy rates and employ strict code enforcement efforts to ensure vacant structures
do not become a nuisance. The rationale for this recommendation is based on the Citizen Survey
responses, the majority of which expressed concerns regarding rental properties and vacant
homes. Table 1.10 provides a summary of the City’s housing tenure and value.
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Chapter 1: Existing Conditions
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Section 1.26 Housing Affordability
Housing affordability is a key component in the long-term vitality of a community. Housing
affordability is not simply the price one pays for rent or mortgage; it is a function of household
income or wealth relative to a housing unit’s price or rent. Housing affordability is based on how
much a household spends on housing costs as a percentage of their total household income.
“Affordable housing” is defined as housing that costs occupants less than 30% of their gross
income for gross housing costs, including utility costs. A household that spends 30% or more of
its income on housing costs is considered to be financially burdened. For example, if a family’s
income was $50,000, they would be considered financially burdened if they spent more than
$1,250/month on housing. In other words, “affordable housing” would be housing that costs less
than $1,250/month in particular example.
The median rent in the City of Waterloo was $866/month, according to the 2014 American
Community Survey. Waterloo had the lowest gross monthly rent rates of all peer communities.
By way of comparison, Swansea had the highest gross median monthly rent at $1,032/month.
The State and National average monthly rent rates were also significantly higher than Waterloo.
This suggests that Waterloo may have an over-supply of rental units which would bring down
rental rates. The percentage of renters who pay 30% or more of their income on housing was
43% in Waterloo. By way of comparison, Waterloo has more renters who are financially burdened
than Columbia, Red Bud and Monroe County and less financially burdened renters than Swansea,
Illinois and the US. Table 1.11 provides a summary of housing costs and affordability.
Table 1.10 Housing Tenure and Value
Housing Tenure
and Value
Waterloo
Columbia
Red Bud
Swansea
Monroe
County
Illinois
US
Owner-Occupied
Housing (2013)
77.2%
78.5%
79.1%
73.8%
82%
66.9%
64.4%
Renter-Occupied
Housing (2013)
22.8%
21.5%
20.9%
26.2%
18%
33.1%
35.6%
Total Vacant
Housing Units
6.4%
5.2%
7.7%
7.7%
7.7%
9.8%
12.5%
Average Home
Value
$188,650
$192,559
$132,997
$178,913
$200,103
$228,377
$249,373
Average Rent
(gross)
$866
$877
$641
$1,048
$886
$993
$1,032
Avg. Household
Size
2.52
2.49
2.44
2.53
2.63
2.63
2.63
Average Family
Size
3.03
2.93
2.93
3.07
3.04
3.28
3.23
Source: U.S. Census Bureau/ ACS 2009-2014
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Chapter 1: Existing Conditions
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1
Table 1.11 Housing Cost and Affordability (2009- 2014)
Housing Cost
Waterloo
Columbia
Red Bud
Swansea
Monroe
Illinois
US
Median Monthly
Homeowner Costs
$1,576
$1,612
$1,163
$1,460
$1,619
$1,676
$1,522
% of Homeowners who
spend 30% or more of
income on housing
30%
26.4%
20%
19.4%
28.9%
35.4%
34%
Median Monthly Rent
$866
$877
$641
$1,048
$886
$993
$1,032
% of Renters who spend
30% or more of income on
housing
43%
28.9%
29.6%
52.8%
36.7%
47.4%
48.3%
Source: U.S. Census Bureau/ ACS 2009-2014
Section 1.27 Educational Attainment (ages 25 and over)
Table 1.12 shows the educational attainment of individuals over 25 years of age. According to the
latest American Community Survey for the years 2009–2014, 94.7% of persons 25 and older in
the City of Waterloo had a high school diploma or higher and 24.9% had a Bachelor’s Degree or
higher. Waterloo led all peer cities, Monroe County, Illinois and the Nation with individuals who
had a high school diploma or higher. The City should continue to promote quality education and
continue to be a leader in educational attainment.
Section 1.28 Community Tapestry
The Community Tapestry™ system is a proven segmentation methodology that utilizes 65
segments called “Tapestry Lifestyles” to classify communities based on their socioeconomic and
demographic composition. These segments are broken down to the U.S. Census Block Group
level throughout the United States. The system is used by planners and national retailer experts
to identify localized purchasing patterns and select future development locations.
The following Section summarizes the top “Lifestyle Tapestry Segments” representative of the
Waterloo Planning Area. It is included in this Plan to provide a better understanding of the
spending habits and lifestyles of the consumers within Waterloo’s general trade area. This
information provides retailers a profile of the local trade area and provides some quality of life
indicators the City should be prepared to address in the future.
Table 1.12: Educational Attainment (2014)
Educational Attainment
Waterloo
Columbia
Red Bud
Swansea
Monroe
County
Illinois
US
High School Grad or GED
32.3
28.6
39.8
24.7
34.7
27
28
High School Grad. or higher
94.7
93.2
90.4
93.9
93.5
87.6
86.3
Bachelors or Advanced
Degree
24.9
34.3
16.8
36.2
26.2
31.9
29.3
Source: 2010- 2014 ACS
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Chapter 1: Existing Conditions
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Section 1.29 Top Tapestry Segments
Fast-Track Families: Over twelve percent (12.17%) of Waterloo’s residents falls within the “Fast-
Track Families” Lifestyle Tapestry Segment. Fast-Track Families consist primarily of married
couples living in single-family homes and characterized as follows:
With their upscale incomes, numerous children, and spacious homes, Fast-Track
Families are in their prime acquisition years. These middle-aged parents have the
disposable income and educated sensibility to want the best for their children. They buy
the latest technology with impunity: new computers, DVD players, home theater systems,
and video games. They take advantage of their rustic locales by camping, boating, and
fishing.
Country Casuals Almost twelve percent (11.72%) of Waterloo’s residents falls within the
“Country Casuals” Lifestyle Tapestry Segment. Country Casuals consist primarily of mature
married couples living in single-family homes and characterized as follows:
There’s a laid-back atmosphere in Country Casuals, a collection of older, upscale
households that have started to empty-nest. Most households boast two earners who
have well-paying management jobs or own small businesses. Today these Baby-Boom
couples have the disposable income to enjoy traveling, owning timeshares, and going
out to eat.
Big Sky Families Eleven percent (11%) of Waterloo’s residents falls within the “Big Sky” Lifestyle
Tapestry Segment. Big Sky Families consist primarily of married couples living in single-family
homes and characterized as follows:
Scattered in placid towns across the American heartland, Big Sky Families is a segment
of younger rural families who have turned high school educations and blue-collar jobs
into busy, upper-middle-class lifestyles. Residents enjoy baseball, basketball, and
volleyball, as well as fishing, hunting, and horseback riding. To entertain their sprawling
families, they buy virtually every piece of sporting equipment on the market.
Mayberry-ville Over eight percent (8.41%) of Waterloo’s residents falls within the “Mayberry-ville”
Lifestyle Tapestry Segment. Mayberry-ville consists primarily of married couples living in single-
family homes and characterized as follows:
Like the old Andy Griffith Show set in a quaint picturesque berg, Mayberry-ville harks
back to an old-fashioned way of life. In these small towns, upper-middle-class couples
like to fish and hunt during the day, and stay home and watch TV at night. With lucrative
City of Waterloo, IL
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Chapter 1: Existing Conditions
Chapter
1
blue-collar jobs and moderately priced housing, residents use their discretionary cash to
purchase boats, campers, motorcycles, and pickup trucks.
Traditional Times: Over eight percent (8.13%) of Waterloo’s residents falls within the “Traditional
Times” Lifestyle Tapestry Segment. The Traditional Times segment consists primarily of married
couples living in single-family homes and characterized as follows:
Traditional Times is the kind of lifestyle where small-town couples nearing retirement are
beginning to enjoy their first empty-nest years. Typically in their fifties and sixties, these
upper middle-class Americans pursue a kind of granola-and-grits lifestyle. On their coffee
tables are magazines with titles like Country Living and Country Home. But they’re big
travelers, especially in recreational vehicles and campers.
Development Constraints
Section 1.30 Environmental Framework
The environment provides the natural and physical context within which land use activities take
place. The intent of this plan is to minimize the negative impacts on the environment. The
following sections provide a brief overview of the environmental framework of Waterloo and
identify some of the more sensitive environmental elements that must be considered in future
development and land use decisions.
The City of Waterloo is fortunate in that there are very few physical factors which impede or restrict
development. Such physical features may include poor or unstable soil conditions,
environmentally sensitive areas such as wetlands or endangered species habitat, topographical
conditions such as steep slopes or extensive floodplain, and extensive areas of archeological
significance. Fortunately, Waterloo’s environmental framework is not dominated by the physical
conditions described above. However, as development radiates out from Waterloo’s existing
urban core, the physical features start to play an increasingly important role in the development
process. More specifically, the presence of karst topography and the hazards associated with it
(sink holes, caves, and hydrology) in Monroe County need to be considered.
The Waterloo area has only a few areas of concern with regard to flooding since it is situated at
the crest of two drainage basins. Drainage east of Illinois Route 3 generally flows to the Kaskaskia
basin; drainage west of Route 3 flows into the Mississippi River via Fountain Creek. There are,
however floodplain areas along a number of streams in the Waterloo area including along
Fountain Creek, Andy’s Run, Kopp Creek and Walter’s Creek. This plan recommends preserving
Waterloo’s natural steams and buffers (riparian) along these streams via conservation easements
and/or establishing a greenway system to protect these areas from future development.
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Chapter 1: Existing Conditions
Chapter
1
Section 1.31 Historic Sites
The National Register of Historic Places is the nation's official list of cultural resources worthy of
preservation. Authorized under the National Historic Preservation Act of 1966, the National
Register is part of a national program to coordinate and support public and private efforts to
identify, evaluate, and protect our historic and archeological resources. While there are numerous
criteria for listing, it is required that a property must be at least 50 years old to be eligible for
consideration. Historic Downtown Waterloo was designated as a “Historic District” and added to
the National Register of Historic Places on December 1, 1978. The Historic Downtown District is
bound by Koenigsmark on the North, Hickory/Oak/Elm on the South, Morrison on the East, and
Moore on the West and is the location of several specialty shops offering a wide variety of antiques
and collectibles and beautiful homes and buildings representing a variety of styles and periods.
Of the 271 principal structures, 83 have been identified as possessing special architectural and/or
historical significance.
A major component of Downtown Waterloo’s historic significance is its general layout. The
Downtown is dominated by a centrally located courthouse and square; a layout that has facilitated
the preservation of extensive remnants of early and quite possibly original residential
development to the north, south, and east sides. This unusual arrangement has the Square’s
commercial uses/activities concentrated along Main Street to the west. Most notably, the west
side of Main Street consists of 16 structures comprising an uninterrupted wall of shops from 4
th
to
Mill Street with only 2 structures dating from the 20
th
Century. The remaining structures in the
first block from 4
th
to 3
rd
Mill most certainly pre-date the end of the Civil War.
The Peterstown House located on North Main Street in Downtown Waterloo was added to the
National Register of Historic Places on November 16, 1977. As the time of this writing, Downtown
Waterloo and the Peterstown House were the only places listed on the National Historic Register
in the City of Waterloo; however, many of the City’s existing properties are now more than 50
years old and may be eligible for inclusion in the National Register.
City of Waterloo, IL
2018 Comprehensive Plan Update
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Chapter 2: Critical Issues
Chapter
2
CRITICAL ISSUES REPORT
Section 2.1 Public Engagement Summary
Public engagement is a statutory requirement in
the development of a Comprehensive Plan and
an essential component in building community-
wide consensus. The chosen methods of
engaging the community included the use of a
City-wide survey, one-on-one stakeholder
interviews, and a series of Town Planning
Workshops. The public engagement activities
served as a forum for recording, collecting, and
organizing public input. The objective of the
public engagement program was to be
informative, comprehensive, and inclusive. The
intent was to educate the community about the
Comprehensive Plan Update and include the
community’s ideas, values, and
recommendations in the Plan Update.
The public engagement activities utilized a
variety of discussion topics and exercises
designed to empower respondents to be “citizen
planners” for the purpose of obtaining their first-
hand knowledge and experiences. This
information was used to identify problems and
solutions regarding the strengths, weakness,
opportunities, and threats (SWOTs) facing the
City of Waterloo. A summary of the SWOT
Analysis and the information gathered during the
Public Engagement Program is contained in
Appendix A. Overall, the public engagement
process included a well-informed, diverse cross-
representation of Waterloo; which was the intent
of the public participation program. A special
“thank you” goes out to all the residents,
business owners, City, County, & School
officials, and all others who provided input during
the comprehensive planning process. The public
engagement process included over 600 survey
respondents. The information gathered during the public engagement process was used in the
development of the Comprehensive Plan Update which will help direct decisions that affect the
lives and community of each individual who participated in the public engagement process.
Town Planning Workshop #1
Waterloo Citizen Survey
(Over 600 surveys were completed)
City of Waterloo, IL
2018 Comprehensive Plan Update
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Chapter 2: Critical Issues
Chapter
2
Section 2.2 Understanding the Community’s Values
The following is an overview of the issues raised during the public engagement process. This
information identifies the values shared by the community and was used in the development of
the community’s vision for the future and the goals, objectives, and implementation strategies
contained in Chapter 3. The information gathered during the public participation portion of the
plan is broken down, in no particular order, into the following six (6) critical issues:
1. Neighborhood Stability
2. Public Services & Infrastructure
3. Quality of Life
4. Economic Development
5. Future Land Use
6. Vision Statements
The following summary contains statements and actual quotes or paraphrasing of the main issues
that surfaced during the public engagement process and do not necessarily represent the position
or opinions of the City or the consultant who collaborated in the preparation of this Plan.
Section 2.3 Neighborhood Stability
The safety and stability of Waterloo’s neighborhoods have a great impact on quality of life.
Therefore, it should come as no surprise that survey respondents ranked “Crime” as one of the
top concerns facing Waterloo with a rating of 4.09 out of 5. “Losing Waterloo’s Small-Town
Character” was tied for second (2
nd
) with “Road Conditions” as the second highest rated
concern (tied) according to survey respondents, each with a rating of 3.75. “Neighborhood
Stability” was the third (3
rd
) ranked concern with a rating of 3.62.
The lowest ranked threat or concern facing the future of Waterloo was the “Availability of
Commercial Property”. This suggests the supply of additional commercial land is not a major
concern or perhaps there is currently an adequate supply of existing commercial properties. The
second lowest threat or concern facing Waterloo is “Diversifying the Housing Stock”. While
not a major concern, participants of the public engagement process were very vocal as to the
type of housing that is supportable as well as types of housing that should be prohibited. These
issues are addressed in the Future Land Use Section.
90% of survey respondents agree that Waterloo is “a great place to raise a family” and “a great
place to live”. These two statements received among the strongest affirmative ratings of all
survey questions with an average rating of just over 4.60 out of 5. These are two key indicators
that Waterloo’s neighborhoods are stable and valued by its residents. When asked to identify
and rank Waterloo’s top community assets, survey respondents ranked “Schools”,
“Quality of Life,” and “Family-Friendly Atmosphere” as the City’s top strengths. These are
also key elements that contribute to neighborhood stability.
City of Waterloo, IL
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Chapter 2: Critical Issues
Chapter
2
Waterloo is a young, well educated, prospering community that values the City’s high home
ownership rates, high property values, and low percentage of vacant homes. However, there is
concern that property values will decline in the absence of good code enforcement and property
owners, especially landlords, being good stewards of their property. As one respondent voiced;
“Waterloo is only as good as its worst home or derelict property.”
Property maintenance and the conditions of the City’s housing stock have a direct impact on
Waterloo’s image and the stability of its neighborhoods. According to community advocates, the
City needs to continue investing time and resources into “Property Maintenance and Code
Enforcement” and “Planning & Zoning” to protect the stability of the City’s neighborhoods.
These elements are critical to long-term neighborhood stability and the protection of property
values. However, code enforcement and zoning were the lowest ranked public services with
regard to quality of services according to survey respondents. Waterloo residents believe people
that do not take care of their properties, especially absentee landlords, need to be dealt with to
the extent permitted via the City’s Municipal Ordinances and other laws. Therefore, the City
needs to ensure adequate personnel and resources are devoted to code enforcement and zoning
matters.
Section 2.4 Public Services & Infrastructure
Waterloo residents receive a wide range of public services. These services include police & fire
protection, code enforcement, parks, public works, and road maintenance. Citizens and
stakeholders who participated in the public engagement activities are very satisfied with the
community services. When survey respondents were asked if they “we are pleased with the
City’s public services”, over 90% of respondents replied “YES”.
“Municipal Services” are one of the top ranked community assets according to survey
respondents and received high marks throughout the public engagement process. When asked
to rate the “Quality” of the various public services from 1-5 (5 being “Excellent”), each of the
individual community services received a rating of 3.5 or higher except Planning & Zoning (3.42)
and Property Maintenance/Code Enforcement (3.38). The top 5 rated public services with
respect to quality of service are listed below followed by the average rating:
1. Fire (4.55)
2. Police (4.42)
3. Trash/Recycling (4.39)
4. Sanitary Sewer (4.08)
5. Parks & Recreation (3.99)
Overall, the municipal services are serving the residents and businesses of Waterloo very well.
However, there is a concern taxes are too high and on the rise. “Affordability/Low Taxes” was
the lowest ranked strength, indicating that affordability/low taxes were not in fact strengths,
rather weaknesses. Therefore, the community supports a diversified tax-base, one that is shared
by commercial and industrial sectors.
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Chapter 2: Critical Issues
Chapter
2
According to survey respondents, “Police & Fire” were the top ranked municipal services with
regard to quality of services and importance. With “Crime” being the highest ranked threat or
concern, Waterloo is well positioned (with highly valued and effective police and fire protection)
to minimize crime, including the perception of crime. Another notable asset identified by many
survey respondents are the “people of Waterloo or the community as a whole”. One
stakeholder surmised; “The majority of Waterloo’s residents look out for one another and know
what it means to be a good neighbor.”
The City needs to continue providing quality services based on the current revenue levels without
raising taxes for residents. The City has done an excellent job operating under a lean budget and
will need to continue doing so, until additional commercial/industrial revenues can be tapped.
This is evidenced in the two (2) survey questions designed to gauge resident’s support for an
increase in taxes (or bonds) to fund public improvements such as roads, parks, sidewalks, and
bike trails. These statements were among the lowest ranked survey questions with almost 70%
of all survey respondents responding “NO” to proposed new taxes. The community believes
commercial/industrial development will come as Route 3 is completed and bring much needed
tax revenues by providing a more diversified tax base.
The community is split on annexation; some believe it is needed to effectively expand and diversify
the City’s tax base, while others see annexation as a detriment to Waterloo’s small-town
atmosphere. The community would rather see City Officials continue investing time and
resources within the City’s current limits on specific items such as code enforcement, planning
and zoning, and becoming more proactive with economic development efforts. These services
are critical in preserving the health, safety, and welfare of Waterloo. Therefore, the City should
continue devoting personnel and resources towards attracting prospective businesses and other
economic development related services in addition to code enforcement, zoning, and all other
administrative duties.
Section 2.5 Quality of Life
The top ranked community assets, as determined by survey respondents and participants in the
public engagement process, are critical in maintaining Waterloo’s quality of life. The following top
ten (10) “Community Assets” received an average rating of 4.16 or higher. They are listed below
in order of average rating:
1) Schools (public & parochial)
2) Quality of life
3) Family-friendly atmosphere
4) Police protection & crime prevention
5) Location
6) Stable property values
7) Resident population (the community)
8) Municipal services
9) Housing & neighborhoods
10) Historic Downtown Waterloo
Survey respondents were asked to rate the following quality of life characteristics on a scale of 1-
5 (5 being strongly agree). The statements are ranked below by the highest rated statement:
City of Waterloo, IL
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Chapter 2: Critical Issues
Chapter
2
• When asked if “Waterloo is a great place to raise children”, respondents rated Waterloo
very favorably with a 4.62 out of 5 rating.
• When asked if “Waterloo is a great place to live”, respondents rated Waterloo very favorably
with a 4.61 out of 5 rating.
• When asked if “Waterloo is a great place to retire”, respondents rated Waterloo very
favorably with a 4.07 out of 5 rating.
The following statements, while satisfactory, received lower favorable rankings:
• The statement “Waterloo is a great place to visit” received the 4th highest ranking with a
favorable 3.95 rating.
• The statement “I am happy with the City’s parks & recreation activities” received a rating
of 3.90.
• The statement “Waterloo is a great place to own/operate a business” received a rating of
3.68.
The statement “Waterloo should grow in size and population” was the lowest ranked
statement with a rating of only 2.79. Over 70% of all survey respondents rated this statement a
3 or lower. While most respondents agree that Waterloo is a great place to live and raise children,
not everyone agrees that Waterloo should grow in size or population. There is consensus that
the City of Waterloo should take care of what it already has. Many believe the City should
continue maintaining and improving upon quality of life issues and expanding the City’s existing
commercial districts before taking on any additional problems such as annexation.
Several participants noted that the lack of pride in ownership in properties scattered across the
City are a concern. The City needs to be prepared to address the following immediate concerns
prior to annexation; “Crime”, “Roads”, and “Losing Waterloo’s Small-Town Character”.
These were top ranked concerns according to survey respondents and important quality of life
issues. Growth and annexation are addressed in greater detail in the Future Land Use Section.
Almost sixty percent (60%) of survey respondents would like Waterloo to “have more trails and
walking/biking areas.” Waterloo has an abundance of open space; however, these areas are
generally private and/or lack active recreational improvements. Overall, survey respondents and
participants of the Focus Sessions are happy with the local parks, but would like see a more
walkable, more bikeable Waterloo in the future. Overall “Parks & Recreation” received an above
satisfactory rating of 3.99 out of 5.
In summary, Waterloo’s quiet neighborhoods, family-friendly atmosphere, and historic downtown
are the key quality of life characteristics that give Waterloo its small-town ambiance and make it
a desirable bedroom community. These are the reasons many residents choose to live in
Waterloo. It is important that these characteristics are preserved and sustained so the residents
of Waterloo can enjoy the reasons they moved to Waterloo and continue to enjoy a high quality
of life for many years to come.
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Section 2.6 Economic Development
Public engagement participants and survey respondents were asked if Waterloo “should invest
money in incentives to attract new businesses” and over 60% replied in the affirmative. There
is a general consensus that residential property owners are over-taxed and that more tax
revenues are needed from commercial and industrial entities. This will require purposeful,
ongoing economic development efforts by City staff to retain, expand, and recruit existing and
prospective businesses and industry. “Commercial & Retail Establishments” were the second
lowest ranked strengths or community assets, suggesting that more work needs to be done to
leverage the City’s commercial businesses and commercial districts to meet local and regional
expectations and opportunities. The community would like the City to continue making economic
development efforts a priority.
The community was also asked “if there are sufficient employment opportunities in town”
and over 56% replied “NO”. The vast majority of Waterloo’s workforce is employed outside of
Waterloo. As a result, the City’s “daytime” population shrinks as the majority of the City’s
workforce commutes to work. While these facts support the community’s desire to be a quiet
bedroom community, they are difficult to overcome when dealing with economic development.
The Public Engagement Process yielded the following additional findings:
• “Access to quality shopping and dining” was rated 3.22 out of 5
• The threat of “underperforming commercial areas” was rated 3.11 out of 5.00.
• “Availability of commercial property” was ranked 2.48.
• The 2
nd
lowest ranked agree/disagree statement was “Waterloo is a great place to
own/operate a business” which received a rating of 3.68.
• The 2
nd
lowest ranked community asset according to survey respondents was
“Commercial & Retail Establishments” with a rating of 3.48.
• Only 31.3% of the survey respondents believed “there are sufficient employment
opportunities in town.”
Almost half of the participants do not believe “Waterloo is a great place to start or own a
business”. This statement was the second lowest ranked public opinion statement surveyed with
a rating of 3.68 on a scale of 1 “strongly disagree” to 5 “strongly agree”. Meanwhile, residents
would like to have more businesses to provide a better selection of retail offerings, commercial
services, restaurant choices, and family-friendly entertainment. Participants in the public
engagement program also expressed concern regarding barriers to economic development.
Participants acknowledged that Waterloo needs new commercial areas to provide more
opportunities for commercial and industrial growth. The lack of office, warehouse, and
development-ready sites (served by public utilities and roads) is the main economic
development challenge facing the City of Waterloo, according to the participants of the “Developer
Themed” Town Planning Workshop.
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In summary, the participants of the public engagement program want the City of Waterloo to focus
on economic development to attract restaurants, businesses, and retailers that offer more
selection, choice, and entertainment. However, this cannot be accomplished without coming up
with a solution to providing access to property along Route 3. Additional business expansion and
recruitment is needed to generate revenue to help pay for roads, utilities, and other public
improvements. In order to attract these businesses, Waterloo needs to grow its population by
encouraging the construction of new homes. More rooftops are needed to support retail and local
businesses, attract jobs, and improve the quality of life in Waterloo.
Section 2.7 Future Land Use
The lowest ranked concerns facing Waterloo, according to survey respondents, all fall within the
category of “future land use”. This suggests that future land use and development are not a major
threat or concern. The lowest rated concerns included,
1. “Availability of Commercial Property” (2.48)
2. “Diversifying the Housing Stock” (2.54)
3. “Expansion of the Current City Limits” (2.62)
4. “Subsidized Housing” (2.72)
5. “Underperforming Commercial Areas” (3.11)
6. “Supply of Quality Parks & Recreation” (3.18)
7. “Senior Housing…” (3.19)
Homeowners who are retired, reaching retirement, and/or empty nesters expressed interest in the
development of villas and smaller homes in Waterloo so that moving up in the lifecycle does not
require moving out. This is a concept known as “Lifecycle Housing” – which is the provision of
housing for all stages of life. Waterloo should consider a variety of home-ownership options such
as villas and condos that are located in well-planned subdivisions where yard maintenance is
provided and amenities such as pools, trails, and indoor and outdoor gathering areas are provided
in a campus-like setting.
Survey respondents were less than supportive when it comes to annexing new areas. When
asked if the City should “expand through annexation”, only 23% answered “YES”. Additionally,
the lowest ranked Agree/Disagree Statement was “Waterloo should grow in size and
population” with a 2.79 rating out of 5 (5 being strongly agree). While there is slightly more
support for annexing new areas for commercial opportunities, the support is not widespread. The
residents of Waterloo value their small-town atmosphere and do not want it compromised by any
unintended consequences that may result from future growth and annexations. While annexation
and population growth are not priorities, respondents believe there is an opportunity to renew and
improve the City’s existing housing stock. Waterloo has substantial undeveloped areas that could
accommodate future residential growth within the City’s current boundaries.
Respondents would like to see more quality built single-family homes in planned subdivisions with
preserved green spaces, sidewalks, and trails. The most sought after home sites are located in
the northern fringes of the City. This location avoids congested areas along Route 3 thereby
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minimizing commute times to Columbia, St. Louis, and other employment centers and
destinations north of Waterloo. Rental homes, apartments, and Section 8 (subsidized) housing
are major concerns and not supported by the participants of the public engagement process.
Overall, respondents believe the City’s housing stock is adequate, but may benefit from new
residential construction that consists of a range of home-ownership options (other than just single-
family homes on larger lots). However, a top priority is maintaining neighborhood stability and
keeping Waterloo a quiet bedroom community.
In summary, respondents and stakeholders agree that more residential development and
redevelopment is needed to attract new residents and support new retail activity, which in turn, is
seen as a means to increase the City’s revenues and create jobs. These revenues are necessary
to provide the level of services needed to support a growing population. Retail and service-sector
expansion is also needed to address the community’s top critical issue: neighborhood stability;
which relies on revitalizing and creating new commercial areas, providing jobs, and growing the
City’s economy. For now, the community would like the City to concentrate on sustaining and
improving upon Waterloo’s public services and encouraging positive growth and development
within the City’s current limits without increasing taxes.
Section 2.8 Vision for the Future
Participants of the public engagement activities were asked to describe their vision for the future
of Waterloo. The following is a summary of the vision statements and recommendations provided
for the future of Waterloo:
1. What is your vision for the future of Waterloo?
• Route 3; we were saved by Route 3, it’s our lifeline.
• Safe, Bedroom Community with strong schools and growth opportunities.
• Maintain downtown’s charm, while allowing reinvestment and development to continue.
• A cohesive, walkable community linked together with nice homes, dining, shopping, and
public spaces.
• A City with great services- keep it up!
• A wonderful town today with a promising future.
• Love the small town feel and don’t want to grow too much
• A great small town to live in- small town feel and close to the City.
• Make Waterloo a destination preferably family-friendly.
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Vision, Goals, & Objectives
Section 3.1 Waterloo’s Vision
The purpose of the Comprehensive Plan is to protect the health, safety, and welfare of the
Waterloo community. The intent is to provide the necessary vision, goals, and implementation
strategies to ensure Waterloo’s future is bright and prosperous. The vision, as determined after
studying the values and critical issues provided by the community, is:
According to the Waterloo community, the following vision statements define what is meant by
“small town atmosphere” and describe the preferred future of Waterloo:
A. As an active community steeped in history- Continue to provide access to and expand
upon the social, cultural, educational, religious, and recreational activities, destinations, and
events offered in Waterloo (all of which owe their existence to the community’s dedicated
support) to preserve Waterloo’s heritage and ensure everyone benefits from an active, vibrant
community life.
B. As a retail destination- Preserve Waterloo’s wholesome, German Heritage while channeling
energy and vitality into Waterloo’s existing business districts with a specific focus on helping
existing businesses and small businesses (in lieu of big boxes) be successful.
C. As a group of connected residential neighborhoods- Promote a safe and friendly
atmosphere where folks know one another, help one another, take pride in their homes, and
participate in their kids’ education at Waterloo’s great schools.
D. As a great place to live, raise a family, & retire- Continue to support, promote, and improve
and/or expand upon Waterloo’s excellent schools, parks, recreational activities,
reliable/affordable public services, a range of quality housing options, job opportunities, and
a safe environment to raise a family and retire.
“To preserve Waterloo’s small-town atmosphere, family-friendly
values, & safe neighborhoods while promoting downtown
revitalization and well-planned development along Route 3
specifically suited to the needs of Waterloo residents.”
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Section 3.2 Core Values
The public participation process used in the development of the 2018 Comprehensive Plan
Update helped identify the core values and critical issues facing the City of Waterloo. The top
priorities, as identified throughout the public engagement process according to residents and
stakeholders, are summarized below. They are based on the triple bottom-line components of
sustainability- which includes People, Planet, and Profit:
A. Become an Active, Connected Community of Choice (People)
1. Waterloo Residents Value Healthy, Active Lifestyles. This Plan recommends the City
continue installing sidewalks, trails, and strategic street crossings to promote healthy
lifestyles by providing safe areas to walk and bike that connect neighborhoods, schools,
and parks. Continuing ongoing maintenance, repair, and the installation of sidewalks and
trails is also recommended and supported by the community.
2. Connect to Where You Come From. Continue to attract more commercial, retail,
entertainment, and family-friendly services that impute Waterloo’s heritage, provide local
jobs, and offer locally grown and produced items.
B. Strengthen Our Core (Planet)
1. Preserve Waterloo’s Neighborhoods, Parks, and Open Spaces. The community should
continue to invest in housing, open space, and the environment to preserve Waterloo’s
small-town, rural ambiance.
2. Work together. Improve communication and awareness among the City’s decision-
makers, organizations, businesses leaders, and citizens to create partnerships and take
intentional steps towards achieving the vision, goals, and objectives of this Plan.
C. Grow Our Economy (Profit)
1. Promote Job Growth & Economic Development. More focus is needed on the expansion
of existing businesses and the recruitment of new businesses and quality job
opportunities.
2. Incentivize Commercial Revitalization & Recruitment. Promote adaptive reuse,
restorative development, and redevelopment of the City’s existing commercial areas.
Waterloo’s commercial and industrial zoned areas, including downtown and along Route
3, are not being utilized to their fullest potential. The City needs to increase the confidence
to invest in these areas by implementing the recommendations of this plan, updating and
enforcing municipal codes, and continuing to do an excellent job providing public
services.
Section 3.3 Comprehensive Plan Goals
The identification of goals, objectives, and implementation strategies is an essential component
of a comprehensive plan. Goals are broadly written statements that represent the outcomes that
Waterloo should strive to achieve in the next ten (10) years. Objectives and implementation
strategies are more specifically written recommendations or steps the City should take to
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implement the Comprehensive Plan’s vision and goals. Together they form an actionable work
program the City should follow when making future decisions regarding future growth and
development. Some strategies will be clear actions the City should take, while others will be
recommendations for additional planning work, more study, or further public input. The following
Sections include the recommended goals, objectives, and implementation strategies. They are
divided into the following general topics or themes that were flushed out during the public
engagement process:
1. Housing & Neighborhood Stability
2. Downtown Revitalization
3. Economic Development
4. Quality of Life
5. Transportation
6. Public Services & Facilities
Section 3.4 Housing & Neighborhood Stability
Waterloo residents believe the City’s current housing stock serves the community well. Their
main priority is to ensure the City’s neighborhoods are preserved, existing homes are well
maintained, and yards are well kept. This Plan recommends diversifying the City’s housing stock
to fill the voids identified herein and accommodate the latest housing trends. The City should
encourage the development of housing to serve seniors, first-time homebuyers, custom estate-
style homes on large lots, and encourage investing in housing options downtown (or within
walking distance to downtown). The Housing & Neighborhood Stability Goal is as follows:
Section 3:4a Implementation Strategies
1 Preserve Neighborhood Character: Prevent blight and maintain the character and stability
of existing neighborhoods through appropriate zoning, code enforcement, reinvestment, and
the following implementation strategies:
a) Develop and initiate beautification efforts to increase the confidence to invest in the City’s
residential areas and to create a self-renewing housing stock.
Housing & Neighborhood Stability Goal: Encourage the development of a wide range of
well-built, affordably priced housing options and promote well-planned residential growth that
accommodates a variety of market-driven housing choices laid out along tree lined streets with
sidewalks and preserved active and passive green spaces.
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b) Continue ongoing code enforcement efforts to address property deterioration, clean-up
littered yards, and protect property values. Consider creating a register of rental
properties and landlords to provide more direct, timely, and efficient code enforcement
when needed.
c) Create development guidelines to incentivize the preservation of trees, open space,
creeks, and natural topography. The intent of these guidelines is to increase property
values, maximize carbon sequestration, preserve scenic open spaces, and protect
Waterloo’s heritage and agrarian roots.
d) Relate the size, height, and bulk of new structures to the scale of adjacent buildings.
Avoid buildings that violate the existing scale or proportions of adjacent structures with
regard to height, width, or massing.
e) When developing in or adjacent to established neighborhoods containing larger lots, the
proposed lot sizes should be consistent with the adjacent lot sizes and densities. This
Plan recommends requiring new development to provide comparable sized lots and
housing adjacent existing developed lots and transition to smaller lot sizes within the
interior of the proposed subdivision. The purpose of this recommendation is to blend new
development with existing development by placing similarly sized lots and homes
together.
f) Encourage front porches on new houses to reinforce Waterloo’s small-town, family-
friendly ambiance. Front porches allow homeowners to comfortably spend more time
near the front yard and street which promotes interaction with neighbors and casual
surveillance of the neighborhood. Front porches should be incorporated in the
redevelopment of existing façades in the historic areas of Waterloo and in neighborhoods
where front porches commonly adorn primary facades.
2 Diversify the City’s Housing Stock: Promote new residential development that fulfills unmet
market demands for first-time homebuyers, seniors, and corporate executive.
a) Encourage the development of well-planned, high-end custom homes laid out along tree
lined streets with sidewalks, open spaces, and professionally designed and landscape
entrance features when governed and maintained by subdivision trustees or other legal
arrangements that exempt the City from maintenance or liabilities.
b) Continue to increase senior housing options such as assisted living, active living (50 and
older), and future in-fill development targeting seniors. The intent is to provide options for
seniors to age-in-place so that getting older in Waterloo does not require moving out of
Waterloo.
c) The City should encourage the supply of well-built, affordable single-family homes and
villas for first time homebuyers.
d) Promote the re-establishment of lofts downtown and the reinvestment in the surrounding
housing stock.
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3 Address Absentee Landlord Issues: Address Airbnb and absentee landlord issues by
deploying immediate and on-going code enforcement efforts and updating the City’s Municipal
Code as needed, to regulate problem rental properties to the extent permissible by law. The
City should consider mandatory landlord and tenant registries to provide the necessary
contact information to improve code compliance and reduce crime.
4 Accommodate Smart Growth: Promote and initiate annexation efforts that are consistent
with the Future Land Use Map and where the costs to provide utilities, roads, and other
infrastructure is either already provided or paid for in whole or at least in part by the developer.
The City should closely review all proposed annexation plans to control the timing, type, and
density of future development.
Section 3:4b Implementation Performance Measures
The following performance measures could be utilized to help monitor the progress of the
implementation of the Housing & Neighborhood Stability recommendations and implementation
objectives.
1) Continue to track the number and types of housing units constructed annually and compare
with pre-Plan new housing starts.
2) Continue working with the County Assessor’s Office to track the assessed value of the City’s
housing stock and compare to pre-Plan levels.
3) Continue tracking major private investments made to homes (remodels, room additions, etc.)
completed after the adoption of this Plan and compare with pre-Plan redevelopment
investments and provide annual comparisons.
4) Continue tracking the number of code violations corrected, estimated investment in dollars,
and number of dilapidated homes renovated or removed and compare with pre-Plan number.
Also provide annual comparisons to monitor code enforcement efforts.
5) Continue tracking the number of residents and families moving into the City and provide
annual comparisons.
6) Track the number of landlords and tenants added to the recommended rental property registry
and compare to pre-Plan update registration numbers.
7) Continue tracking the number of grants or other financial assistance programs (identified
herein as well as others) applied for as well as the amount and location any funding was
appropriated and provide annual comparisons.
Section 3.5 Downtown Revitalization
The participants of the Waterloo Town Planning Workshop were very complementary of the recent
improvements and new business openings Downtown. However, they believe portions of
downtown are not being utilized to their fullest potential. There are too many vacant storefronts
and abandoned second floor apartments. Therefore, this plan recommends supporting the
momentum generated by local businesses, residents, and the City of Waterloo by promoting new
economic growth and vitality in the Historic Downtown and working towards the following goals
and objectives.
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Section 3:5a Objectives & Implementation Strategies
The success of downtown Waterloo is the result of numerous small steps over time. This Plan
recommends the City continue the incremental revitalization efforts and implement the following
strategies to recruit and retain businesses and support beautification efforts that create vitality
and attracts people.
1 Preserve Existing Buildings: Adaptive reuse is recommended as the preferred historic
preservation strategy. Adaptive reuse is a term used when describing the process of
transforming older buildings that have outlived their usefulness into buildings that are suitable
for new uses-while retaining their unique
and architecturally significant
characteristics. This plan recommends
building for the coming era, not the last
one; think “long life, loose fit” when
making future development or financial
decisions for the Downtown. The
following implementation strategies are
recommended:
a) Promote the adaptive reuse and
revitalization of the City’s older
buildings and homes. The City’s
historic buildings and homes give
character to downtown Waterloo
and provide connections to the
City’s rich history.
b) Expand the scope of the Façade
Grant program to cover building
code compliance improvements
such as making the necessary ADA accessibility requirements and sprinkler system
upgrades to meet local, state and federal regulations.
2 Develop Guidelines for Downtown: Develop architectural guidelines to protect the visual
and physical characteristics of Historic Downtown Waterloo. Update the City’s zoning code
to include restrictions that limit drive-thru establishments, chain stores, ground floor housing,
and other uses that create conditions that are uninviting to pedestrians in the downtown
area.
Downtown Revitalization Goal: Support the momentum generated by local businesses and
organizations to complete the transformation of downtown Waterloo into an economically thriving
County Seat, cultural destination, entertainment attraction, retail center, and great place to live.
Historic Downtown Waterloo
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3 Promote and Coordinate Streetscape Improvements: Create a walkable, outdoor
shopping district Downtown with integrated shops, entertainment venues, and restaurants
offering unique, high quality merchandise, al-fresco dining, cultural attractions, art galleries,
and annual street festivals and entertainment. The following improvements will help make
Downtown more attractive to potential businesses and increase the frequency and duration
people spend downtown
a) Install outdoor furniture, landscaping, planters, banners, lighting and sidewalks (where
needed) to improve the safety, comfort, and aesthetics of downtown.
b) Extend the above streetscape improvements into the adjacent residential neighborhoods
to improve safety, access, and increase pedestrian activity in Historic Downtown
Waterloo and the immediate vicinity.
c) Create clear, visible points of entry into the Historic Downtown District to reinforce its
heritage.
d) Develop a consistent signage theme using the Waterloo logo to help “brand” the
downtown and inform people of the City’s attractions and help guide them to these places.
Develop sign regulations to minimize visual clutter and require professional signage.
4 Create and Promote Seasonal Events: Continue to invest time and resources in seasonal
events (all of which owe their existence to the great people of Waterloo), decorations, and
festive/outdoor activities that attract people downtown and increase the duration and
frequency of visits.
5 Reduce Vacancy: Continue working towards reducing the percentage of useable vacant
space (that which could be occupied without major renovations) by 50% by the year 2020
through intentional efforts to assist with exit strategies (re-occupancies) when businesses
leave, assisting landlords dealing with long-term vacancies, and implementing the
recommendations herein.
6 Strengthen and Expand Residential Use: Downtown housing is recommended in the form
of 2nd story apartments/lofts/studios and reinvesting in existing homes near downtown.
Successfully establishing housing within and adjacent to Downtown will make the area feel
more vibrant and safe, which in turn will help attract people to shop, socialize, and eat
downtown. The rational for expanding the City’s housing stock Downtown include:
a) Most of the upper floors in downtown are vacant or not being used to their fullest potential.
Creating apartments, lofts or live/work units in these spaces addresses the two leading
concerns regarding Downtown Waterloo- vacancy and lack of vitality.
b) Residents of the downtown would be more willing to patronize the businesses already
located downtown.
c) Downtown residents provide a built-in market for businesses wishing to locate downtown
and provide a much needed affordable alternative to single family homes.
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Section 3:5b Implementation Performance Measures
The following performance measures could be utilized to help track the progress of the Downtown
Revitalization Goals, Objectives, and Implementation Strategies.
1) Continue tracking private, semi-private and
public investments made to local businesses,
public spaces and corridors that serve
downtown and provide annual comparisons.
2) Continue tracking any amendments made to
the City’s ordinances, procedures, licenses,
or fees that were adopted for the purpose of
promoting businesses development or
preserving the character of the downtown.
3) Continue tracking the number of events and
number of participants held downtown and
provide annual comparisons.
4) Identify the number of vacancies and track
the percentage of vacant spaces occupied
annually to monitor the annual progress
towards reducing vacancy by 50% by 2020.
5) Track the amount of money and/or service
hours (volunteer, billable or in-kind) devoted
to promoting Downtown Waterloo and
provide annual comparisons.
Section 3.6 Economic Development
Residents appreciate Waterloo’s small town atmosphere, but want more variety in shopping and
entertainment. There is community-wide support for investments that would attract the right
businesses, high paying salaried jobs, better selection of retail and commercial services, and
more things to do and see in Waterloo. Residents spend too much money and time driving to
jobs, shopping, dining, and entertainment venues outside of Waterloo. The City needs to expand
the City’s tax base by growing the local retail-base and increasing the amount of retail sale tax.
The economic development recommendations include the following goal and implementation
strategies.
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Section 3.6a Objectives & Implementation Strategies
Entrepreneurs help build local communities through their contributions in the area of technology,
design, innovative solutions, job creation, creating and participating in entrepreneurial networks,
and investing in community projects. The City should focus on nurturing existing, local
businesses, and entrepreneurs; a strategy known as economic gardening. Economic gardening
is an economic development approach that embraces the fundamental idea that entrepreneurs
drive economies. Economic gardening seeks to create local jobs by supporting existing
companies in a community. The concept, pioneered in 1987 in Littleton, Colorado, when the state
was in a recession, is an alternative to traditional economic development practices. It is based on
research by MIT’s David Birch, who suggested that most new jobs in any local economy were
produced by the community’s small, local businesses. Economic gardening connects
entrepreneurs to the resources necessary in developing the essential infrastructure and
information needed to succeed.
A key economic development challenge facing the City of Waterloo is reducing retail leakage.
Retail leakage is the result of local tax dollars leaving Waterloo as residents shop, dine and seek
entertainment outside of Waterloo. This Plan recommends the City concentrate efforts and
resources into existing businesses, assisting local entrepreneurs and minimizing retail leakage
by implementing the following economic development objectives and implementation strategies:
1 Access to Information: The City of Waterloo should continue working with Monroe County,
East-West Gateway, the Chamber of Commerce, and other local and regional organizations
to provide local entrepreneurs and small business owners with access to competitive
information on resources, markets, technology, customers and competitors. Additionally, the
City should develop professional marketing materials and include information on the City’s
website promoting Waterloo’s locational strengths, reliable/affordable city-owned utilities,
excellent schools, low crime, strong work ethic, safe neighborhoods, and low cost of living.
2 Target Niche Businesses: Identify and pursue businesses that fill a unique niche and/or
cater to the daily needs and lifestyles of Waterloo’s residents. These uses include, but are
not limited to:
a) Businesses that support existing, established businesses and industry (craft food and
beverage businesses, technology, security, etc.)
Economic Development Goal: Expand, diversify, and strengthen the City’s economic base
by focusing on small, local businesses, and recruiting manufacturing, technology, retail, craft
foods & beverage producers, and other industries that provide jobs, cater to Waterloo
residents, and create a reliable source of revenue.
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b) As the population ages, the percentage of income spent on housing related costs and
medical expenses will increase. The housing, medical (eye doctor, dentists, etc.) and
retail industries that provide the aforementioned services will benefit from the increased
demand. The City should continue to encourage the development of these markets and
service delivery sectors.
c) Additional uses mentioned during the public engagement process included: a café,
specialty food/beverage store, specialty shops, quality clothing, bakery, art studio/gallery,
Target, grocery store, sit-down restaurants and other establishments that provide a place
for people to gather, shop, work and linger as well as attract tourists.
3 Development Strategic Partnerships to Promote Waterloo: Support and encourage the
development of community and regional organizations that promote civic activities and
professional relationship building. This Plan recommends the City work with the Chamber,
Monroe County, local organizations, and private entities to create strategic economic
development partnerships to promote regionalism, obtain grants, and build the confidence to
invest in the community.
a) Continue working with the Chamber, and local businesses to distribute information about
Waterloo, promote/maintain the City’s website, and encouraging key stakeholders within
the City to attend conventions to promote the locational strengths of Waterloo and the
greater Monroe County trade area.
b) Continue supporting economic development efforts such as seeking outside funding to
create a more vibrant economic environment, promote civic activities, and coordinate with
local and regional economic development agencies to help attract targeted businesses.
The City should continue taking the lead on economic development responsibilities and
coordinating funding and implementation of the recommendations contained herein.
c) Promote the City's utilities, educated workforce, large amounts of undeveloped
industrially zoned properties, and access to the newly widened Route 3 to help attract
new industry.
d) Work with local land owners to facilitate future negotiations with regard to annexation,
development, and preservation.
e) Utilize the State’s Certified Site’s Program to help promote “shovel-ready” industrial sites
(10 aces or larger with connections to sewer, water, electric and wireless).
f) Use the internet and social media for economic development and as a tool to inform
residents, a create a sense of community, and attract visitors.
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4 Industrial Recruitment and Expansion: This Plan recommends the City of Waterloo
continue promoting Waterloo’s economic health, community pride, and quality of life by taking
an active role in improving the local business climate, facilitate local business expansion, and
recruiting new jobs. The City must evaluate and work towards eliminating obstacles (i.e.
zoning/permitting requirements) and facilitate future reinvestment efforts that promote
economically sustainable and locally supportable business and industry. The City cannot do
this on its own. Ultimately, it will take a coordinated effort between the public and private
sectors in order to achieve the desired community results.
5 Diversification: Promote economic diversification that facilitates long term economic stability
and reduces the City’s economic dependence on a few industries and/or revenue
sources (i.e. retail sales) by establishing an on-going, proactive business retention and
expansion program to coordinate countywide economic development opportunities and
partnerships.
6 Support Cultural Heritage Tourism: Cultural heritage tourism provides opportunities for
local communities to prosper economically while holding on to the characteristics that make
them special. Consider the following cultural heritage tourism recommendations:
a) Implement the Downtown Revitalization strategies in the previous Section.
b) Ensure adequate parking for buses to encourage bus tours to stop in Waterloo.
c) Continue to support the many seasonal festivals, events, activities, and the County Fair
which bring people together and support local businesses and tourism.
7 Make Waterloo a Great Place to Start A Business: Seek out and identify appropriate
development incentives and create an incentive “Tool Box” to attract new business and
industry to Waterloo and establish criteria for when incentives should be used. The use of
financial incentives will enable Waterloo to continue to grow and broaden its economic base.
This Plan recommends the City consider the following incentives:
a) Waiving or discounting permit fees for businesses that provide extraordinary benefits,
charity, or philanthropy or offer unique services highly demanded products;
b) Assisting with infrastructure or utility connection costs;
c) Establishing non-profit development corporations to help companies with the cost of land;
and/or property tax abatement.
d) Utilize Neighborhood Improvement Districts (NIDs), Community Improvement Districts
(CIDs), Transportation Improvement Districts (TIDs) and/or financing tools to help pay for
public improvements and infrastructure.
e) Assisting employers with relocation costs or the cost to expand an existing business. The
amount offered should be based on the amount of new private investment and/or the
number of new jobs created in Waterloo.
f) Promote and raise awareness of State's Enterprises Zone Tax Benefit Program and how
it can benefit businesses interested in relocating to the area or existing businesses
interested in expansion.
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g) Working with Monroe County, the County Fair Committee, local colleges, the Chamber,
and school district to assist in the planning and creation of an incubator facility to assist
small businesses and workforce training.
h) Working with Monroe County to consider deferring property taxes for businesses and
industry that create local jobs or provide extraordinary benefits to the area.
8 Seek Outside Funding: Waterloo needs to continue pursuing grants and outside funding to
support community development that promotes the health, safety, and welfare of the
community. Look into CDAP Grants, CDBG Grants, etc. Also utilize the City’s Façade Grant
Program to cover accessibility (ADA), fire suppression, and other building code
requirements. Consider the development of a low-interest loan program to help support local
business development and the expansion of existing businesses.
9 Expand and promote Community-Based Food Systems (CBFS): Build upon the success
of the Monroe County Fair, Waterloo Farmers’ Market, local craft food & beverage providers,
and seasonal events to strengthen Community-Based Food Systems (CBFS). The following
implementation strategies are recommended to help support and promote the craft food and
beverage industries:
a) Promote local businesses that support local harvesting, production, distribution, or the
procurement of locally grown or raised products.
b) Promote the understanding that the development of local food systems provides an
economic opportunity and healthier diet for the community. CBFS increases the number
of entrepreneurial businesses, including processors, distributors, grocers, chefs, and
food services; all of whom cater to the daily needs of Waterloo residents wishing to live
healthier, responsible lives by consuming locally produced foods.
c) Work with local farmers, business owners, and state and local organizations to explore
ways to create more demand for locally grown and raised products.
d) Expand and promote the existing Farmers Market and new events and festivals to raise
awareness of locally grown and raised products and help identify local, regional, and
international markets.
e) Seek out and recruit culinary experts such as charcuteries, chiefs, sommeliers, bakers,
brew masters, and restaurateurs to relocate to Waterloo.
Section 3.6b Implementation Performance Measures
The following performance measures could be utilized to help track the progress of the
implementation of the Economic Development Goals and Objectives.
1) Appoint staff and/or a committee to oversee the economic development efforts and manage,
initiate, and publicize economic development efforts.
2) Continue tracking private, semi-private, and public investments made to local businesses,
public spaces, and corridors that serve the City’s commercial areas and provide annual
comparisons.
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3) Continue tracking any amendments made to the City’s ordinances, procedures, licenses or
fees that were adopted for the purpose of promoting businesses development.
4) Continue tracking the number of events and participants at public events that help promote
local businesses and provide annual comparisons.
5) Continue tracking the amount of money and/or service hours (volunteer, billable or in-kind)
devoted to promoting and beautifying Waterloo businesses and provide annual comparisons.
Section 3.7 Quality of Life
There is a consensus among the participants of the public engagement process that maintaining
“Waterloo’s Small Town Atmosphere” would have the most positive impact on the quality of
life. The following quality of life issues were also identified during the public engagement process:
➢ More entertainment (indoor and outdoor) is needed; residents want more things to do and
see.
➢ Make Waterloo a healthy community by creating walking/biking areas, providing access to
recreational programs for all ages, and promoting healthy lifestyles.
➢ Continue consistent, ongoing code enforcement efforts to maintain and protect property
values and keep Waterloo looking nice.
Section 3.7a Objectives and Implementation Strategies
1 Make Waterloo An Active, Connected Community Recruit new entertainment and
recreational opportunities and events that build upon existing successes and create new
activities that promote active lifestyles. These activities are needed to bring people together,
better connect businesses to the people of Waterloo, and attract new families and businesses,
along with the following.
a) Implement the goals and objectives of the Explore Waterloo Plan and plan for the near-
term and long-term investments in infrastructure that support pedestrian, bike, and other
non-vehicular means of transportation.
b) Continue requiring developers to install sidewalks and street lighting as development
occurs.
c) Continue to incrementally upgrade existing streets including curb, gutter, and sidewalks.
d) Draft and adopt a tree preservation ordinance to ensure that select trees and portions of
woodlands are preserved.
Quality of Life Goal: Promote neighborhood stability, walkability, community beautification,
and active, healthy lifestyles while preserving Waterloo’s small town, family-friendly
atmosphere.
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2 Make Waterloo a “Healthy Community” The Planning Commission recommends the City
promote healthy, active living by continuing to provide ongoing maintenance, repair and
expansion of sidewalks, parks, and open space throughout the City. These are critical
components of the City’s infrastructure that are needed to accommodate walking, running,
and other healthy community initiatives. The World Health Organization (WHO) defines a
healthy community as; “one that is continually creating and improving those physical and
social environments and expanding those community resources that enable people to
mutually support each other in performing all the functions of life and in developing to their
maximum potential.” Healthy communities strive to provide the following quality of life
objectives:
a) A clean, safe, high-quality physical environment (including housing quality).
b) An ecosystem that is currently stable and sustainable for the long term.
c) A strong, mutually supportive and non-exploitative community.
d) A high degree of public participation in and control over the decisions affecting one's life,
health, and well-being.
e) The meeting of basic needs (food, water, shelter, income, safety, and work) for all the
city's people.
f) Access to a wide variety of experiences and resources with the possibility of multiple
contacts, interaction, and communication.
g) A diverse, vital, and innovative city economy.
h) Encouragement of connectedness with the past, with the cultural and biological heritage,
and with other groups and individuals.
i) A city form that is compatible with and enhances the above parameters and behaviors.
j) An optimum level of appropriate public health and sick care services accessible to all.
k) High health status (both high positive health status and low disease status).
3 Animate the City’s Outdoor Spaces & Places: Build upon and animate the existing public
spaces, pedestrian areas, bike paths, by adding new or expanded park and recreation areas
and investing in thematic amenities that make these areas more enjoyable. Consider the
installation of art, musical instruments, exercise stations, climbing obstacles, fountains, splash
parks, dog parks, picnic areas, park benches, and lighting. Include information kiosks that tell
stories of Waterloo’s heritage and significant people, organizations, and sports teams.
Consider allowing local business, families, and organizations to adopt a spot or trail section
in exchange for creative ownership over the design and content of the animations/amenities
and some advertisement-as approved by the City Council. The intent is to create a “string-of-
pearls” concept within the City’s parks and open spaces throughout the City where the whole
is greater than the sum of the parts.
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4 Community Center: Encourage the recruitment of an outside entity with a proven track record
developing and managing recreational centers to development a community center in
Waterloo. The community center should include activities for senior center, a pool/waterpark,
indoor and outdoor play areas, gym, classrooms, meeting rooms, concessions, and places for
people to gather. The following additional implementation strategies are recommended:
a) The Community Center should be promoted as a facility to meet unmet community,
health, and social needs desired by Waterloo’s seniors, singles, couples, teens, and
youth.
b) Plans for the community center should consider the following amenities which were
desired by the participants of the Public Engagement Process; an outdoor pool or
waterpark, indoor recreation, childcare, food service/café/coffee shop, Wi-Fi, and
formal and casual places to gather.
5 Seasonal Events: Continue investing time and resources in seasonal events, decorations,
and festive/outdoor activities that bring people together.
6 Keep Residents Well Informed: This plan recommends the following:
a) Facilitate and encourage citizen participation at meetings.
b) Place relevant information regarding City business, upcoming meetings agendas, past
meeting minutes, and promotional information regarding future events on the City’s
Website.
c) Provide opportunities for residents to speak out about future capital improvements,
significant public expenditures, land use development, and annexation plans.
d) Continue the development and coordination of media releases to promote the strengths
of Waterloo and to keep the community informed of the latest public improvements,
economic development successes, and other achievements within the community.
e) Enhance the City’s Facebook page and explore other social media outlets to promote
Waterloo, maintain a social media presence, and provide a convenient option for social
media users to access information about Waterloo.
7 Continue Providing Services Necessary in Maintaining a High Quality of Life: The intent
of this Plan is to protect the health, safety and welfare of Waterloo, which requires the
provision of a wide range of services and facilities. Police, fire, public works, parks, and other
City Services are currently very good. This Plan recommends the City continue to support
the current level of these services and provide investments, as needed, to retain and hire the
adequate personnel and utilize the latest technologies without passing unreasonable costs
onto residents.
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Section 3.7b Implementation Performance Measures
The following performance measures could be utilized to help track the progress of the Quality of
Life recommendations and implementation objectives.
1) Continue tracking the number of events, activities, and clubs formed that promote active,
healthy lifestyles and the number of participants and compare to preplan numbers and
participants and compare results annually.
2) Continue tracking the amount of money and/or service hours (volunteer, billable or in-kind)
devoted to promoting the quality of life in Waterloo and compare annual results.
3) Continue tracking major private and semi-private investments made to businesses, churches,
schools and neighborhoods that promote healthy lifestyles in Waterloo and compare annually.
4) Continue tracking the linear feet of sidewalks, trails, and/or bike lanes created and the
estimated investment in dollars. Compare the total linear feet of sidewalks/trails/bike lanes
created with pre-plan numbers and make annual comparisons.
5) Continue tracking the number of newsletters, bulletins, website articles, and any other
promotions or educational efforts related to promoting healthy lifestyles and the quality of life
for Waterloo residents
6) Continue tracking the number of participants at City meetings and other functions and
compare to pre-Plan adoption numbers.
7) Identify key milestones of the planning process for recommended community center, including
any public awareness efforts, community surveys, plan reports, site selection data, and any
outside funding prospects or public/private partnering opportunities.
Section 3.8 Transportation
Connecting the City’s neighborhoods, schools, downtown, recreation areas, and other key
destinations is an important consideration for Waterloo residents. In addition, the participants
identified the following improvements needed to enhance Waterloo’s transportation system.
➢ Intersections along Route 3 need to be studied to consider the future installation of traffic
signals; the intersection with Market needs improvement.
➢ Make all schools accessible for pedestrians and cyclists. Currently teachers and students
cannot walk or bike to the new High School.
➢ A fair and equitable solution needed for providing access to property along Route 3.
➢ Construct a secondary north/south access along Route 3.
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Section 3.8a Objectives and Implementation Strategies
1 Create an Alternate North/South to Route 3: Construct a frontage road along Route 3 to
provide access to undeveloped properties as well as provide an alternative route to Route 3.
This new route should be located and designed to relieve congestion at the busiest
intersections along Route 3. In the event Route 3 is ever blocked for whatever reason, this
alternative north/south route will be invaluable to emergency vehicles and necessary to
resume normal traffic flow quickly after accidents or other blockages. Work with IDOT to
devise a mutually agreed upon solution to provide access to undeveloped land along Route 3
and provide opportunities for future mixed use, commercial, and industrial development.
2 Improve or complete the following intersections:
a) Install a signalized stop light at Gall/Moore and Route 3 (Top priority).
b) Install a signalized stop light at Rose and Route 3 (Secondary priority).
c) Careful consideration is recommended when dealing with ingress and egress along
Route 3 – the top priority should be to better manage future traffic flow and development
while not compromising safety or pedestrian accessibility.
3 Ongoing Maintenance: Continue to repair potholes, install curbs & gutters, and provide
ongoing resurfacing and road replacement as needed and include said improvements and
specific priorities in a Capital Improvement Plan (CIP).
4 Complete the installation of sidewalks City-wide. Continue to seek funding, right-of-way,
materials, and installation assistance to facilitate the construction of bike trails, pathways, new
sidewalks, and the rehabilitation of old sidewalks. Make it a priority to provide sidewalks and
paths to connect to the new High School campus, neighborhoods, downtown, and area parks.
5 Make Waterloo More Walkable, Bikeable Community: Improve circulation within and
through the City via the provision of road, bike, and pedestrian improvements as
recommended in the Explore Waterloo Plan, included as part of this Plan in the Appendix, and
follow these additional recommendations:
a) Continue to seek funding, acquire right-of-way, and capital investments needed to
facilitate the construction of new sidewalks, bikeways, improve old sidewalks, plant new
street trees, and preserve existing street trees and scenic vistas.
b) Continue working with existing property owners, IDOT, and other agencies to install
sidewalks, bikeways, and lighting along the City’s roadways.
c) Encourage the County to convert the abandoned rail line from Columbia to Waterloo to
Red Bud to a trail/greenway.
Transportation Goal: Maintain a safe and efficient road system while providing the necessary
vehicular, pedestrian, and bicycle improvements necessary to serve Waterloo’s growing
population and expanding growth areas.
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d) Continue pursuing funding for improvements recommended by this Plan, as well as the
Explore Waterloo Plan from East-West Gateway, Monroe County, and supplemented by
City and developer contributions.
e) All new subdivisions should provide connections or easements to adjacent undeveloped
properties, where necessary, to promote efficient pedestrian circulation and emergency
vehicle access.
f) Sidewalks should be provided on at least one side of each street in new residential
developments when development consists of more than nine (9) homes.
g) Create an Adopt-A-Road program. Promote the program to scouts, churches, and local
organizations. Designate a City advocate to oversee the program.
6 Gateways: Major entrances into the City and Historic Downtown Waterloo are ideal locations
for the development of primary focal points. These are highly visible locations that offer
sufficient areas for beautification opportunities. The following implementation strategies will
provide an immediate impact on the visibility and economic vitality of the city.
a) Utilize public/private partnerships to implement gateway features whereby private
industries may incorporate corporate logos, school mascots, etc. within the gateway
improvements in exchange for sharing in the costs of implementation and maintenance.
b) The use of direct and indirect lighting and other signage/branding elements should be
incorporated in these locations to reinforce the strengths and unique qualities of
Waterloo.
c) A prominent feature such as monument, statue, fountains, and professional landscaping
is recommended.
7 Transit: Continue working with County, State and regional partners to take advantage of any
funding or other programs to help continue operating the Monroe County Buses and provide
for future expansion and other improvements.
Section 3.8b Implementation Performance Measures
The following performance measures could be utilized to help track the progress of the
Transportation recommendations and implementation objectives.
1) Continue tracking the number of gateways created and description of any improvements
made to the City’s existing primary or secondary gateways.
2) Continue tracking the number of street lights installed and provide annual comparisons.
3) Monitor and record any goals, objectives, or implementation recommendations achieved from
the Explore Waterloo Plan.
4) Continue tracking all road enhancement projects, document the cost of the project, and
quantify the improvements with regard to safety, aesthetics, pedestrian access, etc.
5) Continue tracking the location and frequency of accidents and compare to pre-Plan and post-
Plan implementation efforts.
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6) Continue tracking the type and frequency of traffic citations and compare to pre-Plan and post-
Plan implementation efforts.
7) Continue tracking the amount of public investments made to the City’s roads and facilities.
8) Continue tracking the number and dollar amount of transportation related grants awarded or
other funding sources and compare to pre-plan numbers.
Section 3.9 Public Services & Utilities
Public services and utilities include, but not limited to, drinking water, stormwater, sewer, electric,
code enforcement, fire, parks, and other community services. Public services and utilities are
provided directly by Waterloo, through the private sector, or through other governmental agencies.
For example, the Waterloo Park District owns and operates the area Parks, not the City. According
to feedback from the public engagement process, the community is very satisfied with existing
utilities and public services. When survey respondents were asked if they; “are pleased with the
City’s public services”, 90% of respondents replied “YES”. However, many participants in the
public engagement process would like to have more sidewalks, better code enforcement, lower
taxes, and more economic development. The following goal and implementation strategies should
be considered when preparing the City’s annual Capital Improvements Program and when making
decisions regarding future public services and capital improvements.
Section 3.9a Objectives and Implementation Strategies
1 Incremental Improvements: Continue investing in the infrastructure and services necessary
to provide quality, affordable utilities that serve Waterloo’s present and future needs as
follows:
a) Provide annual evaluations of the City’s roads, utilities, code enforcement, and storm
water management facilities to ensure they meet the needs of the community.
b) Continue to implement and update the City’s codes and ordinances as needed to provide
the financial resources needed to provide adequate staffing or consulting to perform code
enforcement, regulatory amendments/updates, and plan review duties by passing fees,
or portions thereof, onto developers/petitioners.
c) Perform incremental upgrades or improvements to the City’s roads and aging
infrastructure to allow the City to spread the costs out over several years in lieu of costly
one-time expenditures.
Public Services & Utilities Goal: Provide annual inspections and necessary improvements to
the City’s public utilities and services to ensure current and future public service and facility needs
are met without compromising the level of service or affordability for future generations.
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2 Future Public Investments: This Plan recommends the City consider land use,
transportation, economic development, environmental quality, and community aesthetics in
all public investment decisions. This approach is recommended to ensure planned
improvements meet today’s needs without compromising the ability to address the needs of
future generations; thereby promoting sustainability.
3 City Hall: Annually review the necessary office, storage, meeting, and administrative needs
as well as the required software, data storage, broadband, and communication equipment
needs for City government and provide the necessary updates or improvements as needed.
4 City Services: Continue investing time and resources into code enforcement,
planning/zoning, economic development, road maintenance, the pursuit of grants, and the
purchase of land (and ROW) for the public good.
5 First Responders: Plan for the following improvements:
a) Increase the number of Police, Fire, EMT, and other first responders as needed to protect
the health, safety, and wellness of Waterloo’s growing population.
b) Provide all other necessary facility, equipment, training, and vehicle needs to support all
first responders with the latest technology, equipment, training, facilities, and vehicles.
6 Preserve the City’s Trees and Green Spaces: Preserve and maintain existing trees and
open spaces and develop and adopt a tree preservation ordinance as recommended
previously in this Section.
7 Finance New Infrastructure: Initiate development agreements and pre-annexation
agreements that help pay for the direct and indirect costs of new infrastructure development
and continue to plan and budget for near-term capital improvements.
8 Code Enforcement & Inspections: Continue to provide consistent, fair, and effective code
enforcement efforts to maintain and preserve the City’s quality neighborhoods and income
producing commercial sites. The City should maintain adequate staff and resources to
conduct thorough building inspections and to hire and manage certified inspectors to ensure
all construction is conducted in a workmanlike manner and buildings meet local, national, and
federal standards.
9 Wastewater: Maintain and invest incremental improvements in the wastewater facilities that
serve Waterloo. This is necessary to maintain the current level of services and implement the
necessary expansions and improvements required of a growing, prospering community.
10 Water: Maintain and invest incremental improvements in the City’s water system to maintain
an excellent water supply for the foreseeable future.
11 Electrical: The City should continue to provide on-going maintenance and upgrades to the
existing electrical system.
12 Stormwater: Review and update the City’s Municipal Code with the latest stormwater
management and erosion control standards and practices. All new development over 1 acre
should provide stormwater management and comply with the latest stormwater management
and erosion control standards and practices.
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13 Sustainability: Promote compact, low impact development throughout the community. Low
impact development (LID) is development that utilizes green building and site design
strategies to reduce its impact on the environment. Examples include “restorative
development” (improving an existing home or building); “redevelopment” (demolishing a
building or home that has outlived its usefulness and replacing it with a new building) and infill
development” (constructing a home or building on an empty lot along an existing developed
block). Low impact development uses Best Management Practices (BMP). Examples of BMP
include the use of rain gardens, alternative energy (i.e. solar), well insulated windows, walls
and roofs, high efficiency HVAC, geothermal, and compact building and site design.
Section 3.9b Implementation Performance Measures
The following performance measures could be used to help track the progress of the
implementation of the Community Services & Public Facilities recommendations and objectives.
1) Continue tracking the number of new hires, equipment purchases, facility improvements, and
training/certification to gauge the City’s investment in public services.
2) Continue tracking the number of code violations, tickets written, criminals taken off the street,
etc.as a result of Plan implementation efforts.
3) Continue tracking the linear feet of utility lines (sewer, water, electric and gas) replaced and
facilities upgraded and/or improved and make annual comparisons.
4) Continue tracking all policy and municipal code amendments made.
Section 3.10 Conclusion
The vision identified for this Plan was co-authored by the community and supported by the goals,
objectives, and implementation strategies presented in this Chapter. The implementation of the
vision and goals will also require collaboration, teamwork, unique partnerships, and a commitment
from the City’s dedicated Staff, appointed board/commission members, and elected officials. This
Plan recommends the establishment of implementation committees, led by members of the City
Council. The implementation committees should meet quarterly to ensure the community is
working towards common goals and the identified performance measures (outcomes) are being
achieved as planned.
Although implementation performance measures are provided for each of the six (6) general goals
developed for this Plan, the City already tracks most of the information included in the
performance measures. The intent is not to over-burden staff with more data collection, rather to
provide a source of quantifiable information to help gauge the implementation of this Plan and aid
in obtaining grants and outside funding. The following Chapter includes more specific future
transportation and land use recommendations and implementation strategies that should be
considered when making future land use, development, and zoning decisions.
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-
Comprehensive Plan Goals-
Housing & Neighborhood Stability Goal: Encourage the development of
a wide range of well-built, affordably priced housing options and promote
well-planned residential growth that accommodates a variety of market-
driven housing choices laid out along tree lined streets with sidewalks and
preserved active and passive green spaces.
Downtown Revitalization Goal: Support the momentum generated by local
businesses and organizations to complete the transformation of downtown
Waterloo into an economically thriving County Seat, cultural destination,
entertainment attraction, retail center, and great place to live.
Economic Development Goal: Expand, diversify, and strengthen the City’s
economic base by focusing on small, local businesses, and recruiting
manufacturing, technology, agribusiness, craft foods & beverage producers,
and other industries that provide jobs, cater to Waterloo residents, and create
a reliable source of revenue.
Quality of Life Goal: Promote neighborhood stability, walkability,
community beautification, and active, healthy lifestyles while preserving
Waterloo’s small town, family-friendly atmosphere.
Transportation Goal: Maintain a safe and efficient road system while
providing the necessary vehicular, pedestrian, and bicycle improvements
necessary to serve Waterloo’s growing population and expanding growth
areas.
Public Services & Utilities Goal: Provide annual inspections and
necessary improvements to the City’s public utilities and services to ensure
current and future public service and facility needs are met without
compromising the level of service or affordability for future generations.
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Future Land Use & Transportation
Section 4.1 Existing Land Use
Waterloo, like many cities across America, were originally laid out in a traditional Jeffersonian
Grid pattern with the Downtown being the central business district surrounded by churches,
residential neighborhoods, and, further out, dispersed homesteads and farms. However, the
automobile significantly changed the Jeffersonian Grid layout of cities across America.
Businesses moved from the Main Street to the highway to get closer to their customers. As a
result, land uses and transportation networks began following a linear or curvilinear pattern
resulting is development that is much more spread out than a traditional town built on the
Jeffersonian Grid.
Waterloo benefits from having both an intact History Downtown following the Jeffersonian Grid as
well as a newly reconstructed highway with opportunities for future commercial development
along Route 3 with excellent highway access and visibility. Waterloo has always served as a
governmental hub, retail and commercial service center, and offered a wide range of urban,
suburban, and rural living environments. What makes Waterloo unique is its rich German
heritage, small-town charm, and land use diversity combined with the new growth and
development that has made Waterloo a highly desirable bedroom community with all the benefits
of a big city, without the big city problems.
Section 4.2 Intent
The intent of the Future Land Use Plan is to build from Waterloo’s rich heritage, charm, and
diversity by guiding future land use decisions that promote the planned orderly growth and
preservation of Waterloo and its exterritorial boundaries. This Chapter includes the Future Land
Use Map, Future Land Use Matrix, and supporting text, all of which must be considered when
making decisions regarding subdivisions of land, new development, or zoning changes
[T1]
. It
should be noted that the FLU map does not supersede the existing Zoning Map. The future land
use recommendations were developed based on the community’s feedback provided during the
public engagement program. Careful consideration was also given to the various physical, social,
economic, and political factors that influence future land use and development. The intent of the
Comprehensive Plan is to implement the goals, objectives, and vision presented in Chapter 3
which strives to;
“Preserve Waterloo’s small-town atmosphere, family-friendly values, & safe
neighborhoods while promoting downtown revitalization and well-planned development
along Route 3 specifically suited to the needs of Waterloo residents.”
The recommendations of this Plan should be used with a sense of flexibility. Development
proposals that do not exactly match this Plan’s recommendations, but reflect market place
demands, should be given reasonable consideration as long as they do not negatively impact the
health, safety or welfare of the community.
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Section 4.3 Socio-Economic Trends
The socio-economic and development trends included in the following Sections will greatly
influence future development, redevelopment, and lifestyle choices and was included in the Urban
Land Institute’s 2015 and 2017 Emerging Trends Report. The Millennial Generation (aka
“Millennials”) consist of those people generally born in the early 80s to early 2000s (age 15-35).
The age group just passed the Baby Boom Generation in sheer numbers according to a June 25,
2015 US Census Report. While the Baby Boom Generation is 75.4 million and shrinking,
Millennials are 83.1 million strong and growing as a result of steady immigration rates. Millennials
are the most diverse of all generations with regard to religion and race and stand out as the most
multi-cultural and transient generation in America. The most economically stable cities in the US
have the highest concentration of Millennials. Millennials are changing the marketplace due to
their large size and will continue to influence future land use and development as they age. When
asked about the importance of specific community features, Millennials ranked the following
characteristics highly; a short distance to work and school, proximity to shopping and
entertainment, and walkability. Although, it is impossible to predict if these preferences will
endure or if Millennials will be able to afford the lifestyles or the locations they want to live; they
are setting the standard for land use development for all generations and throughout the nation.
Therefore, it is important that the City of Waterloo continue to provide the housing options,
walkability, and access to shopping and entertainment that Millennials desire.
The growth of Millennials and their impact on all sectors of commercial real estate could be the
most dominate trend in years. This group lives, works and plays in different ways than previous
generations. Millennials will repopulate aging downtowns and urban areas as they seek
convenience and connectivity. Access to arts, entertainment, recreation and culture and
connections to cyber space will be priorities. “Location, location, location” will take a back seat
to “broadband, broadband, broadband”. From in-town rental housing to collaborative (flex) office
space to close-in warehouse (to ensure same-day delivery), Millennials will be a noticeable force
in shaping commercial real estate. On the other side of the demographic shift, the Baby Boomers
will also drive change as they age; many will sell their oversized homes and move to in-town
locations with similar amenities as those desired by Millennials, but with a stronger emphasis on
health care. Car ownership will decline, but the desire to be mobile will not. Millennials will
demand other forms of transportation such as biking, walking and public transportation. The
“sharing economy” will continue to increase as more and more users look towards Uber and
Airbnb as legitimate transportation and lodging options.
Section 4.4 Latest Development Trends
Despite historic high unemployment, the National Housing Crisis, and declining consumer
confidence resulting from the 2000-2001 and 2007-2009 United States’ Recessions, Waterloo
has made some major accomplishments in the area of economic development. Over the next ten
(10) years reinvestment activity is anticipated to continue within Downtown Waterloo and new
construction started along Route 3. Economic and demographic changes will drive up demands
in virtually all segments of real estate. The City must identify, understand, and adapt to these
changes in demand. Waterloo should follow the lessons learned in the post-recession economy
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which learned “it’s not the BIG that eat the SMALL…it’s the FAST that eat the SLOW; Translation:
Cities must anticipate and adapt to change. All real estate sectors are making changes going
forward. Office users are demanding less space per worker as they reconfigure for more flexibility
(flex-space), shared-space, and telecommuting. Retailers are looking at smaller brick and mortar
concepts and virtual formats that serve multiple locations (in lieu of one mega-store serving entire
regions) and making adjustments to accommodate the on-line shopping phenomenon. Industrial
space is being designed and located where it can meet the needs of online retailers with faster
delivery times. Housing is adapting to provide open concept floor plans, accommodations for
home offices, guest suites, less square footage of living space, and an increased emphasis on
outdoor common areas. After a long, slow recovery, housing prices are on the rise, returning to
“normal” levels prior to the bursting of the housing bubble. This creates more demand for new
home construction as buyers demand the latest housing concepts and reasonable financing is
available.
The top priority of US retailers and manufactures in the foreseeable future is to reduce the supply
chain; also known as “shoring up the supply chain”. This means less products manufactured
overseas, more centrally located distribution warehouses, and a continued increase in on-line
sales. On-line retailing is impacting the whole distribution program. Distribution centers must be
built near major metropolitan areas to enable same-day delivery in areas that have never been
contemplated for such uses. In response to the increase of on-line shoppers, retailers are
transitioning from using brick and mortar stores as showrooms to using them as quasi-distribution
centers. Brick and mortar retail will continue to converge with on-line shopping as retailers
become progressively drawn into competition with Amazon to deliver goods to customers on the
same day they are ordered. Stores will increasingly fill online orders from their own shelves,
effectively blurring the line between retail and warehouse space. The City should be prepared to
respond to the demands for this new retail/warehouse/distribution format as well as the latest
housing trends.
Section 4.5 Future Land Use Map
The Future Land Use Plan includes the current limits of Waterloo and strategic growth areas
located in unincorporated Monroe County. The Plan considers the compatibility of various land
use categories and shows generally how land should be utilized or preserved to best meet the
goals of this Plan. The Future Land Uses identified on the map are as follows.
• Non-Urban
• Single-Family
• Attached & Multiple-Family
• Commercial
• Industrial
• Public/Semi-Public/Institutional
• Overlay Areas
The Future Land Use Map is included as part of the Comprehensive Plan and displays the
recommended land use designations for the City of Waterloo and the City’s extraterritorial
boundaries. The future land use designations/categories are described in the Future Land Use
Matrix in this Section.
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Section 4.6 Future Land Use & Zoning
The Future Land Use Map does not replace the City’s Official Zoning Map. The Comprehensive
Plan is the legal and conceptual foundation for the City’s zoning. Therefore, the Future Land Use
Map is the legal and conceptual foundation for the City’s Zoning Map. While the Future Land Use
Map is a conceptual representation of the recommended future land uses, the Zoning Map
is a graphic representation of locally enacted laws that regulate the use of property. According to
the Illinois State Statues, future zoning decisions should be consistent with the Comprehensive
Plan and the Future Land Use Map. Therefore, amendments to the Official Zoning Map should
be reviewed for consistency with the Comprehensive Plan and Future Land Use Map. If a zoning
change is made that is not consistent with this Plan, the Plan should be “forwarded” or updated
and the Future Land Use Map amended to align with the zoning change.
Unless or until hereafter rezoned, all land within the City may continue to be used for the same
purposes as it was being used prior to the adoption of this Plan subject to the requirements of the
City’s Zoning Code. If the future land use designation is different than the official zoning, the parcel
shall continue to be used in accordance with the permitted zoning. If the zoning of property is
different than the designation on the Future Land Use Map and the property owner wishes to use
the property in accordance with the Comprehensive Plan, the owner may petition the City to
rezone the property subject to the rezoning requirements and procedures.
For example, if a property is zoned “Agriculture” but designated “Residential” on the
Comprehensive Plan Future Land Use Map, the property owner could continue using the property
in accordance with the Agricultural zoning. However, if the property owner wanted to develop the
property residentially, they could petition the City to rezone to “Residential” and use the
Comprehensive Plan as compelling evidence to justify the rezoning. This is one example of how
the Comprehensive Plan could add value to property by providing more options with regard to
future land use and development. Additionally, property is taxed based on existing land use. The
higher intensity the land use, the higher the tax. As a result, property classified as agriculture
costs the least in taxes, meanwhile, if that same property could be rezoned to residential, the
property owner can maximize the leverage of property ownership by paying the least amount of
taxes while commanding residential values in the future sale of the property.”
In summary, the use of property and the development of that property are legally limited by the
official zoning of the property. If a property owner wanted to change the use or type of
development allowed on their property, they may need to rezone the property. All proposed
rezonings should be consistent with the City’s Comprehensive Plan.
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SEE ATTACHED MAPS:
1. FUTURE LAND USE MAP
2. FUTURE TRANSPORTATION IMPROVEMENTS MAP
3. FUTURE BIKE & PEDWAY IMPROVEMENTS MAP
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Section 4.7 Future Land Use Matrix
Description (corresponding zoning)
Density
Recommended Uses
Non-Urban (A-1)
Min. lot size: No less
than (5) acres per
dwelling unit.
- Agricultural
- Nurseries & Greenhouses
- Single Family Detached
- Private Clubs or Lodges
- Golf Courses
- Public & Institutional Uses
Areas designated “Non-Urban” are primarily undeveloped areas not connected to public utilities and
include much of the City’s woodlands, farmland, and open spaces. Future development should
preserve these natural areas and be limited to low density development that leaves large areas left
undisturbed and protected. Uses should be limited to existing agricultural and low density residential.
New single-family homes should be located on lots greater than five (5) acres. Smaller residential lots
are recommended on a case by case basis as approved by the Council as part of a Planned
Development with the cost of providing water, sewer, and roads being paid for and installed by the
developer. Portions of all future subdivisions should include preserved green space.
Single-Family Residential (R1- R3)
Min. lot size: 10,500 SF
in “R3”, 14,000 SF in “R2”,
& 18,000 SF in “R1”.
- Single Family Detached
- Golf courses
- Public & Institutional Uses
Areas designated “Single-Family Residential” are intended for single-family homes in well planned
subdivisions where the average lot size should be 10,500 square feet or larger with areas preserved
as open space. Infill development should maintain lot sizes that are consistent with the surrounding
residential development and homes that are consistent with the scale, size, and character of existing
homes. Sidewalks and street lights are recommended in all future residential development or
redevelopment. The installation of trail connections to existing and planned trails is recommended.
Attached & Multi-Family Residential
(R4 - R6)
Min. lot size: 10,500 SF
for R4 and 13,500 SF for
R5 & R6.
- Single Family Detached
- Single Family Attached
- Townhomes & Condos
- Apartments
- Public & Institutional Uses
Areas designated as “Attached & Multi-Family” are intended for a mix of residential uses and densities
including apartments, senior housing, assisted living facilities, villas, condos, duplexes and single family
dwellings. The average density should be no less than 4,500 square feet per unit, unless part of a
planned development. Planned developments should be reviewed by the Planning Commission and
approved by the Council. Any lot of record existing on the effective date of this Plan that is located in
an area designated Multifamily, but contains less than 4,500 SF per dwelling, may be used as a site
for one (1) single family dwelling. Two (2) parking stalls should be provided per apartment unit,
however, a parking reduction (no less than 1.5 stalls per unit) is recommended when justified by an
alternative parking plan.
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Future Land Use Matrix (continued)
Description (corresponding zoning)
Density
Recommended Uses
Commercial (C1, C2, C6, C8, MXD)
Min. lot size: As
determined by
City Council.
- Commercial Services, Retail, Office,
Hospitality & Entertainment
- Medical, Hospitals, & Care Facilities.
- Financial services (banks)
- Mixed Use
- Public & Institutional Uses
Areas designated “Commercial” are recommended for retail sales, commercial services, medical,
research, lab, technology, office, financial, restaurants, entertainment, convenience stores, and
automobile-oriented sales and services. All development should have direct access to a major road
and provide buffers or screening between less intense uses. Monument signage (in lieu of pole
signage) should be encouraged. All buildings should include visible street oriented entrances,
landscaped features, and unified design controls that create an attractive physical environment. The
installation of pedestrian/bike paths, sidewalks, and crosswalks are recommended for all new
development. Uses that generate over 300 ADT should be required to provide the necessary
improvements and/or provide funds to be used for the installation of future improvements.
Industrial
Min. lot size: As
determined by City
Council.
- Office, Research, Laboratory
- Manufacturing, Warehouse &
Distribution
- Public & institutional uses
The Industrial future land use category is designed to allow for cutting edge and emerging
technologies as well as warehouse, distribution, and manufacturing or any combination thereto. This
classification is for lands located along major roadways and buffered from all other uses. The design
and overall site layout and orientation shall be reviewed by the Planning Commission and approved
by the Council on a case by case basis. Outdoor storage of material or outdoor operations should
be buffered and screened.
Public/Semi-Public/Institutional
Min. lot size: As
determined by the
City Council
-Public & Institutional Uses
Public/Semi-Public uses are allowed in all of the designated future land use categories subject to
City approval. Public and Semi-Public uses include, but are not limited to parks owned and operated
by the Waterloo Park District, golf courses, sports fields, schools, community facilities, churches,
and other institutional/governmental uses. All public and quasi-public uses and facilities should
provide access to public roadways and public utilities and comply with the applicable zoning and
design criteria. Public and Semi-Public uses are shown in blue on the Future Land Use Map. Parks
are shown as green.
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Section 4.8 Future Land Use Recommendations
The City should consider annexing areas that might be developed in the near future to ensure
greater control over the timing, density, use, and type of development provided the annexation
does not financially burden the City. The Growth Management Section provides specific growth
recommendations at the end of this Chapter. When an area is brought into the City, the official
zoning district should be that which corresponds to the Future Land Use designation as shown
on the Future Land Use Matrix. For example, areas designated “Non-Urban” should be zoned
“A-1”, unless the petitioner specifically requests and obtains approval of a different zoning request
pursuant to the City’s rezoning rules and regulations. If a property is rezoned to a zoning district
Future Land Use Matrix (continued)
Description (corresponding zoning)
Density
Recommended Uses
Downtown Overlay (B-3)
Min. lot size: As
determined by City
Council
- Single Family, Villas, Townhomes,
Apartments, & Lofts
- Commercial Services, Office,
Hospitality, Entertainment, & Retail
- Public & Institutional Uses
The area designated “Downtown” includes the traditional central business district of Waterloo.
Smaller commercial uses (less than 10,000 SF) such as restaurants, boutique retail sales,
commercial services, and limited residential uses (i.e. residential lofts) are envisioned. The
downtown should serve as a focal point for revitalization efforts. Parking requirements should be
waived and the use of shared parking and on-street parking encouraged. Buildings should be
designed to the human scale, with visible street oriented entrances, historically accurate facades,
and unifying architectural and landscape designs. Drive-thru businesses, alternative lending
establishments, and other businesses that generate high volumes of traffic should be prohibited
downtown.
Route 3 Overlay (C1, C2, C6, C8,
MXD))
Min. lot size: As
determined by City
Council.
- Commercial Services, Office,
Hospitality, Entertainment, & Retail
- Limited Medical (no overnight stay)
- Financial (no payday loan)
- Parks & Institutional Uses
- Mixed Use
Areas that fall within a “Route 3 Overlay” are strategic development opportunity areas intended to
become high quality planned environments. Active entertainment, dinning, office, and retail
destinations area envisioned. Lots that abut existing development should be designed to buffer and
blend with existing uses. Building designs should adhere to uniform architectural guidelines that
respect the human scale. The purpose of the overlay is to allow waivers to the City’s zoning
regulations in exchange for creative designs and improvements to the public realm including, but
not limited to, vehicle, bike and pedestrian access and amenities
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that is different than the corresponding zoning district as shown on the Future Land Use Table,
the Comprehensive Plan should be updated accordingly.
The following strategies and recommendations are intended to create opportunities for a wide
range of uses and development scenarios while ensuring continuity through design and the use
of physical and natural buffers between dissimilar uses. The future land use recommendations
are based upon the past patterns of growth, the existing conditions analysis, anticipated
development, and the need to create harmony between the built and natural environments. The
intent of the future land use recommendations is to provide the focus and direction necessary to
turn community goals into productive community action and replace or significantly revitalize
existing deteriorating buildings, homes, and underutilized sites with market-driven uses and
sustainable site designs.
Section 4.9 Non-Urban
The Non-Urban future land use category includes agricultural land, open space, and undeveloped
areas. Future development should be limited to agriculture uses or agriculturally related uses,
single-family dwellings, private clubs, recreational uses, and open space. Residential areas not
served by city sewer or water should provide at least five (5) acres per house lot. The intent of
the Non-Urban land use designation is to minimize the impact of urban development on
agricultural land and the natural environment. Consumptive land use practices such as strip
commercial development and sprawl-inducing conventional residential subdivisions are
prohibited in areas designated Non-Urban. Urban development should be located in an area
designated Industrial, Commercial, or Single Family on the Future Land Use Map. These areas
are generally adjacent to existing development and already served by publicly provided roads and
infrastructure. The rational for designating areas Non-Urban is to preserve irreplaceable open
space & income generating farmland and to maintain Waterloo’s small town, rural atmosphere.
Section 4.10 Single Family Residential
There is demand for new single-family housing ranging from first time home buyers to high-end
custom homes in Waterloo. The majority of new housing could be accommodated within the
current City limits where public improvements are already in place or substantially complete.
Areas designated for single family residential use are shown in yellow on the Future Land Use
Map. The Future Land Use Map designates a total of 3,320 acres for single family use (within the
current City Limits) of which approximately 1,000 acres are undeveloped land recommended for
future single-family use. The majority of the area designated single family is already platted and
developed. With the majority of the City’s residential areas already built-out and many homes 50
years old or older, more emphasis must be given to the rehabilitation and preservation of existing
housing. Reinvesting in the City’s existing building stock is necessary to retrofit existing homes
(to address the latest trends in the housing market) and create a self-renewing housing stock.
Most future single family development is anticipated in the northern portion of the current City
limits and will continue north along Route 3 as land in annexed into Waterloo. The majority of this
area is flat, undeveloped agricultural land that provides excellent access and therefore, well suited
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for future residential development. However, much of this land is currently zoned “AG” Agriculture
and/or outside the City’s current limits and will need to be annexed and rezoned prior to any future
development. This Plan recommends rezoning the land when the development is ready to
proceed rather than preemptively zoning the land. The intent is to allow the land to be used
agriculturally or to preserve open space until such time the property is approved for development.
Additionally, new single family subdivisions are recommended adjacent to existing single-family
neighborhoods. This pattern of development will minimize the costs associated with providing
services to new residential areas and avoid incompatible mixes of land use. Future single family
development is also recommended in the form of infill development of empty lots or as
replacement of a substandard or outmoded home. The densities and land uses of infill should be
consistent with the existing homes adjacent to the infill site and comply with the City’s zoning
regulations. Infill development will help renew the City’s housing stock by adding vitality and
value to the City’s existing neighborhoods. Infill development should take advantage of locations
that provide connections to public utilities and excellent access to the City’s roadways, schools,
and parks. All infill and residential redevelopment should blend with the surrounding land uses
with regard to character, density, height and massing. The following restorative development
options are recommended to help stabilize, diversify, and expand the City’s housing stock. They
include:
1. The restoration of older homes to include the latest housing trends and sustainable building
practices and to provide the amenities desired by young families and seniors. These include
open concept floor plans, modern kitchens, ground level master bedrooms and the use of
energy efficient HVAC systems, ENERGY STAR
compliant windows and doors and the latest roofing,
siding and decking materials
2. The development of vacant parcels within existing
neighborhoods with new residential homes.
3. The replacement of substandard homes or outdated
homes with market-rate housing.
Investing in existing homes and the construction of residential
infill are the preferred development options. These options
keep existing neighborhoods intact and reduce the demand
for new residential development. New residential
development is more expensive, requires expanded utility
runs, new or improved roads and sidewalks, expands public
service boundaries (i.e. police and fire), and is less
environmentally sustainable than fixing up on old home or
building on an infill location. However, infill and restorative
residential development alone does not meet the needs of all future homebuyers nor provide the
supply of homes needed to accommodate the City’s anticipated growth. Therefore, several areas
are designated for single family development on the Future Land Use Map. Generally these areas
The Illinois Housing
Development Authority
(IHDA) home repair program
assists homeowners by
providing up to $45K for home
repairs. Homeowners must
meet certain income and
property value requirements
and must use the money
towards home repairs
including weatherization,
accessibility improvements,
and lead abatement.
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are located adjacent to existing residential development and offer the topographic advantage of
flat, well drained soils served by public utilities, roads, and excellent municipal services.
Section 4.11 Attached and Multiple-Family Residential
Currently senior housing represents approximately 8% of all new housing construction nationally.
This rate is anticipated to double over the next ten (10) years due to the aging of the Baby Boom
Generation and the functional obsolescence of older independent living facilities. As a result, the
demand for senior housing is strong and growing. Owner-occupied attached single-family
dwellings, known as villas, are extremely popular in the current housing market, especially for
seniors and other homeowners looking to down-size yet still maintain ownership of their homes.
Villas consist of common-wall or shared wall construction resulting in energy and construction
savings, individual garages, private yards, professionally landscaped common areas, and
homeownership is generally required. Maintenance of the public and private outdoor areas is
typically provided by professional property management organizations. The City should consider
allowing villas as a viable redevelopment solution in areas designated as Attached & Multiple-
Family Residential on the Future Land Use Map or in areas zoned for attached single family
dwellings. The City should also anticipate multi-family independent and assisted care facilities
and restrict them to areas designated Multiple Family. The latest senior facilities are resort-like
and provide a wide range of amenities, health care, and medical services required of an aging
population. These uses are recommended where multi-family uses are permitted or designated
on the Future Land Use Map.
In addition, to a steady flow of Baby Boomers looking to downsize, there is an influx of young
adults (Millennials), one-person households, and couples with no children entering the housing
market. These individuals often choose rental options and apartments (over home-ownership)
because they provide the flexibility needed to respond to job changes, lifestyles on the go, and
relationship choices. Today’s modern apartments are better suited to the needs of these groups
by combining convenience and amenities. They are also increasing the average rent prices as a
result of an influx of high-end developments. These new luxury apartment complexes are
equipped with outdoor pools, exercise rooms, dog parks, guest suites, and other amenities
commonly associated with condominium developments and resorts. They are bridging the gap
between homebuyer and the renter who can afford a home, but does not want to be tied down by
homeownership. This new market segment is known as “renter-by-choice”. While senior housing
is the preferred type of multifamily housing desired by the Waterloo community, market-rate
apartments designed for the “renter-by-choice” tenant should also be considered in areas
designated as “Multi-Family” on the Future Land Use Map.
Less than 9% of Waterloo’s developable land is designated Attached & Multi-Family Residential,
according to the 2006 Comprehensive Plan and only 2% of the City has multifamily developed on
it. This plan recommends keeping Waterloo’s housing stock predominately single family homes
with the addition of well-planned and quality constructed villas and multi-family development in
areas designated Attached & Multi-Family on the Future Land Use Map or where zoning permits.
New development should serve as a complimentary expansion to the existing senior services and
other multifamily development already constructed. All future multi-family development located
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adjacent to single family should provide on-site buffering or screening. Any development that
creates traffic congestion, noise, or other conditions that would interfere with the enjoyment of
adjacent properties should be prohibited or at least regulated to the extent permitted by law. Multi-
family development should include the latest indoor and outdoor amenities desired by prospective
tenants. Prospective tenants should include “singles” (young adults), “mingles” (newlyweds) and
“jingles” (empty nesters). These individuals are most likely to rent and add value to the community.
For example, they tend to frequent local restaurants, bars, retailers, and entertainment venues
more than any other demographic group. These prospective tenants will help generate revenue
for the City while also supporting local merchants.
Section 4.12 Downtown
This Plan recommends place-based economic strategies such as “staging the downtown” and
“economic gardening” (discussed in Chapter 3) as well as the recruitment of businesses or
entrepreneurs to provide better retail selection, entertainment, and commercial services. One of
the economic development goals is to reduce vacancy rates by 50%. The reduction of vacant
commercial space City-wide is necessary to help increase property values, generate vitality, and
stabilize the local economy. Underutilized sites and buildings in Downtown Waterloo could
struggle indefinitely in their current condition, or with a new look or purpose, could be attractive to
a new business. The City should encourage property owners to reinvest in their properties through
operational improvements, ADA accessibility, fire suppression compliance, and other
improvements that increase rent rates and reduce vacancies. The intent of this recommendation
is to increase the demand for existing commercial spaces. Retrofitting the City’s existing
commercial building stock is cheaper and faster than new construction and will help achieve the
Plan’s goal of reducing vacancy rates while also driving up rental/lease rates; resulting in a higher
class of property and market-rate tenants. Downtown Waterloo is an important asset. This Plan
recommends the City encourage and/or incentivize property owners to position the current vacant
building stock for immediate occupancy. This will require proactive code compliance efforts to get
current building owners to bring buildings and properties up to code. Improving Downtown
Waterloo and making the corridors that serve it more attractive to prospective
users/tenants/residents should be a top priority. The City should develop partnerships with local
and regional entities and direct financial resources towards future restorative development that
sustains Downtown Waterloo as a vibrant, attractive gathering center for generations to come.
Working to identify and facilitate opportunistic investments Downtown and along the corridors that
serve the City will result in value-added improvements and serve as catalysts igniting more
reinvestment downtown. The intent of these recommendations is to build upon the momentum
already generated by the recent public and private investments Downtown and encourage
improvements throughout the City to create an urban environment where the whole is greater
than the sum of its parts. The following future land use recommendations are provided for
Downtown Waterloo:
1. Staging: This Plan recommends staging the downtown area to facilitate reinvestment in
existing business and recruiting new businesses. Staging is a concept popularized by the
real estate industry and refers to decorating and furnishing properties for sale in a manner
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that is attractive to the targeted buyer or end user. Staging downtown Waterloo is a place-
based approach to economic development recommended by this Plan. The
recommended staging strategies for downtown Waterloo include; building upon its assets
(such as existing businesses), taking incremental public and private actions to beautify
and revitalize downtown, and creating long-term value by diversifying the City’s economic
base.
2. Empowerment: Empower the people that live, work, and own businesses downtown to
work together to solve problems and collaborate towards creating vitality downtown.
Common-sense and forethought that originates from the people that know downtown best
is invaluable and critical to the sustainability of Downtown Waterloo. Harboring the ideas
from the people that know downtown firsthand and following their lead will help generate
authentic ideas that help increase the confidence to invest in the downtown.
3. 4-Prong Revitalization Approach: This Plan recommends following the National Trust
for Historic Preservation’s National Main Street Center (NMSC)’s four-part approach to
downtown revitalization:
a) Organization- Encourage the development of a merchant’s organization or similar
group who meets regularly to provide a forum where downtown business leaders and
property owners can collaborate and mingle.
b) Design- Preserving the historic architecture and quality of the built environment is
critical to the preserving Waterloo’s heritage and charm.
c) Promotion- Business owners, local organizations, and City officials should develop an
intentional, unified approach towards marketing Waterloo, not just the Downtown.
d) Economic restructuring- Recovery from the 2008 economic decline has been slow, but
momentum is gaining, especially downtown. The utilization of 2nd story dwelling units,
expanding retail selection, and continued growth and success in the food and
beverage establishments will help keep downtown alive and active.
4. Community-Based Food Systems (CBFS): Support existing craft beverage and food
establishments and recruit additional artisan food and beverage connoisseurs, see
Chapter 3 for more recommendations and CBFS strategies.
5. Adjust to the Latest Trends in Retail: National figures show that 40% of all retail sales
occur after 5pm and more and more of all retail purchases are conducted online. To
compete in this new and highly competitive market, downtown merchants must change.
This Plan recommends the City work with merchants to adjust hours that accommodate
the demands and lifestyles of today’s consumer. Merchants should also be encouraged
to provide a wide selection of quality, competitively priced merchandise, and possess first-
hand expertise of these items as well as the lifestyles of the targeted consumers- this is
lacking in the impersonal nature of on-line sales, yet highly valued by specialized retail
consumers.
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6. Business Improvement District (BID) or Downtown Improvement District (DID):
Create a Downtown Improvement District (DID) to generate funds for beautification efforts
and renew aging infrastructure. Business Improvement Districts can be set up via
ordinance by the taxing authority (i.e. City of Waterloo) where the district is located at the
request of property owners in the proposed District. Participating property owners and/or
businesses agree to pay a tax assessment to generate revenues for improvements to the
District. The assessment is typically added on to the retail sale tax or property tax. The
purpose is to generate funds, specifically earmarked for improvements to the designated
business district(s) and the businesses that benefit the most from said improvements.
BID/DID funds can be used in a variety of ways including ADA compliance, building/fire
code compliance, maintenance, security, economic development, lighting, signage,
streetscape enhancements, façade improvements, preservation, etc.
7. Cleanliness & Safety: Cleanliness and safety are essential elements of any successful
place. They are the main focus in the day-to-day operations at Disney, Times Square,
Kings Market, and other highly successful destinations. This Plan recommends the City
work with downtown merchants to maintain the safety and cleanliness of Downtown
Waterloo as well as working towards the implementation of the staging strategies and all
other downtown revitalization recommendations provided in this Section. Code
enforcement should be heightened in the downtown area to ensure all business are well
kept and property maintained in a workman-like manner.
8. Parking: Consider providing a designated area for bus and group parking. Encourage
the use of the City Hall parking lot for public parking and the periodic location of the farmers
market, swamp meets, and other outdoor uses. Consider creating another public parking
lot on the north end of the downtown area.
9. Animation: Continue the use of seasonal banners, plantings, and other decorations to
provide connections to Waterloo’s heritage and the holidays Waterloo residents celebrate.
Coordinate seasonal events and festivals downtown to coincide with the placement of the
decorations and staging efforts. These efforts bring life to downtown, by prolonging the
duration people stay downtown, drawing people from outside Waterloo, and by creating a
festival atmosphere that is exciting and memorable.
10. Preservation: Many of the structures downtown possess special architectural and/or
historical significance and almost all commercial and residential structures were of
masonry construction, however many residential and some commercial structures have
since been inappropriately covered with modern aluminum or vinyl siding. Remodeling or
modernizing structures pose the greatest immediate threat to the historic integrity of the
downtown. Therefore, all new or major renovations to existing building should be reviewed
to ensure they maintain the historic character of the Downtown and comply with the
following design guidelines:
a) Height: In the downtown area the majority single-family detached homes are 1 to 11/2
stories and most commercial structures are 2-3 stories and along Main Street form a
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virtually continuous façade with similar fenestrations and architectural details. Any
new or substantially reconstructed residential structures should not exceed 2 stories
and any new or substantially reconstructed commercial structures should not exceed
3 stories.
b) Materials: Exterior building material should primarily consist of brick, masonry, and
other natural, earth tone materials.
c) Style: Many architectural styles are represented downtown including Italianate, Greek
Revival, and Federal among the commercial buildings. Residential structures are best
described as being in the “German Street House” tradition which consists of primarily
brick cottage-type homes with simple features and minimal articulation. The building
and architectural traditions represented in downtown Waterloo are vivid reminders of
the German immigration that accounted for much of Waterloo’s growth during the 19
th
Century and a major element that defines the unique local character of Waterloo.
While no particular style is required, all new or substantially renovated structures
should provide continuity with regard to scale, massing, detailing, and orientation of
the existing structures on the block.
11. Use Limitations: The following uses should be avoided downtown:
a) Uses that rely on outdoor storage of material, with the exception of nurseries.
b) Uses with a drive through and/or intercom that can be heard beyond the property line.
c) Drive-in uses.
d) Motor vehicle sales where vehicles are displayed outside. (indoor sales may be
considers as a conditional use.)
e) Pawnshops, payday loans, title loan establishments or other alternative lending uses.
These uses signal a decline (perceived and/or real) to the community and deter other
desired uses.)
f) Self-storage
g) Car wash operation, including self-serve car washes.
h) Firearm sales within one thousand (1,000) feet of a school, church, or nursery/child
daycare.
i) Marijuana retailers unless permitted by law.
j) Not more than 5% of any use shall be dedicated to video gaming/gambling machines,
unless otherwise permitted by law.
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Section 4.13 Commercial Land Use
Outside the Historic Downtown, commercial uses are concentrated along Route 3, Route 156,
and Market Street. The City is fortunate to have multiple large commercial anchors such as Wal-
Mart, Schnucks, and Rural King. The commercial centers anchored by these businesses
generate the vast majority of sales within Waterloo and also generate the vast majority of revenue
necessary to support the local schools, police, fire, roads, utilities, and public services. The recent
improvements to Route 3, average daily traffic (ADT) volume of 21,400, City-owned utilities, low
taxes, and access to a consumer-base with among the highest wage earners in the region give
Waterloo’s commercial districts a strategic edge over other cities in area region.
A key economic development challenge facing the City of Waterloo is reducing retail leakage.
Leakage occurs when local residents leave Waterloo to shop, dine, and be entertained.
Identifying retail voids and businesses that provide the specific goods or services that residents
currently leave the City for should be a priority. Once identified, these businesses should be the
focus of future business recruitment efforts. Commercial recruitment efforts should generally
focus on businesses that provide goods and services that are currently not available in Waterloo.
New emphasis should be placed on uses such as arts, entertainment, business incubators,
commercial services, internet cafes, and specialty retail boutiques (i.e. runner store, fly fishing
shop, bakery, confectionery, German meat market or charcuterie, etc.), These are examples of
“destination uses” that attract customers that are willing to seek them out, even if they are hard to
find or more expensive. These businesses provide access to knowledgeable sales and service
personal, well-appointed showrooms, and gathering space for like-minded end users to learn and
linger. Customers are willing to seek out such uses because they offer unique products, services,
and expertise not found in big box stores or on the internet. Waterloo offers undeveloped
commercially zoned property to serve the needs of the aforementioned uses with excellent
highway access and visibility. In addition to the above recommendations, this Plan recommends
the following commercial future land use strategies:
1. Renewal: Upgrading existing properties with updated facades, painting, professional
signage, and landscaping is another way to enhance the shopping experience and the
appearance of Waterloo’s commercial areas. Future development and reinvestment is
needed to help capture more retail spending and provide convenience, value, and a better
selection. The development of vacant sites strategically located along Route 3 can
transform Waterloo’s retail leakage problem into an opportunity by introducing new retail,
commercial, and mixed use formats. These new retail and commercial offerings will
expand the City’s share of retail sales by providing a wider selection and by cross-selling
to the City’s existing retail and commercial businesses. The areas recommended for
Future Commercial Land Use are shown on the Future Land Use Map in red.
2. Adopt Design Guidelines: The quality of design in new or substantially redeveloped
sites is an important factor in creating continuity between new and existing development.
The City should consider adopting design guidelines (not codes) that take queues from
the local architecture qualities and promote well-designed, quality build development. The
objective is to provide predictable guidance to developers in the design phase to clearly
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define the City’s expectations with regard to design and development and expedite the
plan review process, not slow it down.
3. Update Sign Regulations: The economic health and harmonious evolution of
neighborhoods, districts, and corridors can be improved through graphic design codes
that serve both the business community and the aesthetic ambitions of the community.
The use of amortized regulations that bring non-conforming signs into compliance over a
period of time, the use of monument signs (versus pole signs), and placing limits on
message boards, back-lit signs, moving signs, or flashing signs is recommended.
4. Update Zoning Regulations: Changes in the retail and commercial services sectors are
occurring rapidly as brick and mortar stores are being left behind and the on-line sales
phenomenon continues to gain momentum. Local codes need to be updated to create
the flexibility demanded today in retail sales. Warehouse distribution centers, known as
fulfillment centers, need to be linked to all substantial retailers. These uses were not
contemplated when the City’s code was written, therefore prohibited. Meanwhile they are
the latest trend in the retail, real estate and investment industries. Additionally, use such
as food trucks, flex-office space, mixed-use, co-branded uses, and the sharing economy-
which includes Airbnb, VRBO, and Uber should be addressed in the City’s code. The intent
of the recommended code update is not to prohibit the latest commercial and retail trends
but to accommodate them in a well-planned manner so they can succeed and create
synergies with the City’s existing businesses.
5. Access Management: No additional curb cuts should be allowed unless otherwise
approved by the City Council. Lots that front Route 3 are subject to IDOT’s Access
Management standards. All future development should provide public right-of-way
improvements as needed for safe, convenient vehicular and pedestrian accessibility.
6. Create Zoning Overlays: Overlay districts are special zones placed “on top” of existing
zoning and planning regulations. An overlay district is similar to a Planned Unit Development
(PUD) in that it provides specific regulations and or relief from the City’s zoning
requirements for a specific area. However, the overlay district recommended is only
applicable to the areas shown on the Future Land Use Map. This approach allows the City
to maintain the current zoning ordinance while addressing the special needs of a targeted
area. Overlay districts are a common zoning tool used to help revitalize downtowns, aging
commercial areas or a particular corridor without making extensive amendments to the
zoning ordinance. The intent of the Overlays is to help integrate new or revitalized uses along
Route 3 and Downtown with the established neighborhoods and existing transportation
network. For the purposes of the “Route 3 Overlay Areas”, the locations of the overlays
are centered at roadway intersections (aka nodes) where non-residential uses are already
established or commercial zoning already in place. The mapped boundaries of the overlay
district are shown on the Future Land Use Map. The boundaries of the overlay districts
do not necessarily coincide with other zoning districts, parcel lines, or right-of-way
boundaries. The City’s Zoning Code should be updated to include the recommended
requirements and procedures for the recommended Overlay Districts.
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Section 4.14 Industrial
The future Industrial land use category includes a range of industrial uses including warehousing,
distribution, heavy manufacturing, office warehouse, contractor yards, motor vehicle repair,
wholesale uses, and business parks. Future Industrial uses should be directed to areas
designated “Industrial” on the Future Land Use Map. According to Urban Land Institute’s (ULI)
2017 Emerging Trends in Real Estate; “Industrial has become the darling investment type over
multifamily and has been the top development and investor prospect for the second consecutive
year”. The strengthening of the economy since 2008 has increased the demand for industrial
space, decreasing vacancy rates, and increasing rents. Therefore, the City should encourage
future industrial development within the industrial areas shown on the Future Land Use Map.
These areas provide good highway access and separation from residential development.
According to same ULI report, only the newest and best-in-class industrial buildings are in high
demand. Over the last couple years, 70% of all leasing was done in buildings that were 2 years
old or newer. This puts Waterloo at the forefront as the City’s industrial lands are mostly
undeveloped and ripe for the latest industrial formats, which includes fulfillment centers and
customized office/showroom/warehouses. According to the ULI report “the last mile” distribution
center is the trendiest concept to come out of the e-commerce world. As more and more e-
commerce vendors, and now Wal-Mart, offer next day delivery, the demand for satellite
distribution centers on the fringe of all densely populated areas will become a reality. They will
come in all sizes and, due to immediate demand, will often occupy existing, obsolete commercial
and industrial spaces. These “last mile” fulfillment centers are the latest tenants of struggling strip
commercial centers. These are very flexible uses that do not require 40’ ceilings or rely on 18
wheelers. They use alternative delivery methods ranging from bicycles to cargo vans.
While there may not be an immediate need for these emerging industrial uses in Waterloo today,
the City should prepare to address these uses by updating the Zoning Code and providing the
necessary infrastructure. This Plan recommends clustering and consolidating
industrial uses in areas where access is provided to major roads and buffered from residential
land uses. The following future industrial land use recommendations are provided to make the
City more attractive to prospective industrial users:
1. Pad ready- the City needs an industrially zoned site, 20 acres or larger, that is served by
roads and properly sized utilities.
2. Cost competitive- the City needs to utilize available resources and programs to bring
down the costs development industrial property and the amount of time necessary to
prepare land for industrial development.
3. Promotion- the City needs to continue serving as an advocate to promote, educate, and
facilitate the implementation strategies contained herein.
4. Results Oriented- once the City has a marketable, pad ready site, conduct an intentional,
nationwide search for an industrial user that matches the locational strengths offered in
the City of Waterloo.
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5. Diversified Tax Base: Encouraging the development of new Manufacturing and
Industrial uses is recommended to help diversify the City’s base and lesson the tax burden
on homeowners and retailers. The City could receive a variety of different sources of
revenue from industrial uses including utility taxes, property taxes, taxes on manufacturing
equipment, user fees, and/or trucking fees.
Refer to the Economic Development goals & objectives contained in Chapter 3 to aid in the
implementation of the land use goals and objectives of this Plan.
Section 4.15 Future Parks & Recreation
Waterloo should continue supporting uses that promote healthy, active lifestyles such as local
parks, recreational facilities, the County Fairgrounds and supporting seasonal events and
festivals. The City should also pursue the acquisition of additional rights-of-way or easements
needed to create trails and sidewalks connecting neighborhoods to the City’s parks, schools,
businesses districts, and the preservation of open space by implementing the recommendations
of the “Explore Waterloo Plan”, included as part of this Plan in the Appendix.
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TRANSPORTATION ANALYSIS
Section 4.16 Existing Transportation System
A safe, efficient transportation system is a vital part of the community and a major emphasis of
this Plan. The following Sections describe the existing transportation network within and leading
to Waterloo and provides recommendations for future improvements. Significant emphasis is
placed on the local roads. The local street system was identified in a number of the highest-priority
objectives ranked by Waterloo residents. This is a benefit to the community because the City has
the greatest ability to implement future improvements to the local street system and this Plan has
the greatest ability to influence these decisions and expenditures.
Section 4.17 Street Classification System
Roads are categorized according to the Functional Classification System to differentiate between
the various types of streets and there intended purpose. Regulations, standards for design and
construction, and funding are based on the functional classification of the roadway. According to
the American Association of State Highway and Transportation Officials (AASHTO) here are a
few of the functional classification applicable to Waterloo’s transportation network:
➢ Arterial: A street that provides the highest level of service at the greatest speed for the longest
uninterrupted distance, with some degree of access control. This classification is generally
subdivided into minor arterial and principal or major arterial, with the latter encompassing all
freeway and highway designated routes.
➢ Collector: A street that provides a less highly developed level of service at a lower speed for
shorter distances by collecting traffic from local roads and connecting them to arterials. Since
collectors provide a dual function of distributing traffic to local streets while at the same time
moving increasing volumes of traffic to an arterial, provisions must be made to move traffic
forward at a reasonable rate of speed while maintaining access at intersections and driveways.
➢ Local: A street that consists of all roads not defined as arterials or collectors; primarily provides
access to land with little or no through movement.
Traffic volumes and speeds are typically higher on roadways of increasing functional classification
while pedestrian and bicycle counts are lower. Major Arterial roads have the highest traffic counts.
Since they carry more traffic, arterial streets typically include multiple lanes and have grade-
separated intersections. Access to adjacent lots is limited and on-street parking is prohibited on
arterial roadways as these elements increase the frequency of stops and turning movements.
Collector streets carry intermediate volumes of traffic, provide slightly better access to developed
land, and more pedestrian and bike friendly than arterial roadways. Local streets carry the lowest
volume of traffic, have fewer lanes, and slower posted speed
limits. This allows more safe and efficient points of access to land development and the use of
narrower lane widths. Street classification is very important for project funding. Federal and local
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funding in the St. Louis Metropolitan Area is managed by the East-West Gateway Council of
Governments (EWGCOG), the local Metropolitan Planning Organization (MPO). In order for a
roadway project to be eligible for federal funds, the facility must be classified in the region’s
Transportation Improvement Plan (TIP) as a Collector or higher. There are a number of roadways
in and around Waterloo classified at this level or higher.
Waterloo is served by two “arterial” roadways. According to Illinois Department of Transportation
(IDOT) Route 3 is classified as a Principal Arterial and Route 156 is classified as Minor Arterial.
Route 3 was recently rerouted and reconstructed to better service the Waterloo area and
accommodates increasing traffic volumes. The section of Route 3 that bisects Waterloo contains
the majority of Waterloo’s major commercial development. This section of Route 3 consists of
five (5) lanes and carries an average daily traffic count (ADT) of 10,000 to 30,000 depending in
the specific location along its 3.5 mile length through town.
Section 4.18 Future Transportation Recommendations
Most of Waterloo’s collector and arterial streets are in good shape or already slated for upgrade.
However, a number of connections, extensions, and improvements are needed as listed below
and shown on the Future Land Use Map. The City’s greatest need is to upgrade local roads in
older sections of town to include or improve existing sidewalks, curbs, and gutters. The City
should make sure all future streets include sidewalks and are designed to the latest standards.
This plan recommends a holistic approach to future transportation planning by considering land
use, transportation, economic development, environmental quality, and community aesthetics in
all transportation decisions to ensure planned improvements meet today’s needs without
compromising the ability to address the needs of future generations. Maintaining a safe and
efficient road system that provides pedestrian and multi-modal access while maintaining the small
town character and the integrity of the original street pattern should be a priority in all
transportation projects. In order to achieve this, this Plan recommends the following future
implementation strategies:
1. Continue investing in pothole repair and general street maintenance.
2. Partner with Federal, State, and County agencies, including EWCCOG, to obtain
maximum funding for identified projects.
3. Utilize synchronized traffic signals at all locations along Route 3 and make sure they are
synchronized and regular intervals.
4. Invest in better signage and wayfinding to create new visual cues and reinforce the
branding of Waterloo.
5. Improve downtown streetscaping for both aesthetics and safety (the use of on-street
parking and other traffic calming strategies, more appropriate landscaping, etc).
6. Carefully maintain the functionality of the downtown roadway grid and do not restrict
streets to one-way only.
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7. Examine in detail (associated with streetscaping) best methods and locations for street
closure for events such as street fairs.
8. All large residential developments (over 20 lots) should have at least two (2) entrances
connecting to a major road.
9. Signalized traffic lights are recommended at the locations shown on the Future Land Use
Map.
10. Create a West Outer road west of Route 3 as shown on the Future Land Use &
Transportation Map.
11. A new or improved east/west connection following the existing HH and Country Club Road
alignment is recommended to connect to the recommended West Outer Road and East
Outer Road.
12. Columbia Avenue should be extended to the west to connect with the recommended
Route 3 outer road.
13. Pautler Place should be extended east to Rogers Street.
14. Extend Rose Lane west to connect with Moore Road and the recommended West Outer
Road.
15. Extend Rose Lane east to connect with the recommended East Outer Road.
16. A new north-south connector road is recommended between Floraville Road/Country Club
Lane as shown on the on the Future Land Use & Transportation Map.
17. Country Club Lane should be improved to smooth out the two (2) ninety (90) degree turns
as shown on the Future Land Use & Transportation Map.
18. Re-align Library Street to eliminate the 90-degree curve between Lakeview Drive and
Route 3.
19. Rogers Street should be extended from Country Club Lane to and align with the
recommended East Outer Road.
20. There should be a north-south road from Fourth Street/Konarcik connecting to Route 156
and ending at the High School.
21. Create an East Outer Road providing an alternative north/south connection that extends
from Country Club Lane to Coxeyville Road.
22. Extend Meadows Drive north to Hanover Road as shown on the Future Transportation
Map.
23. Improve Gall Road east to the recommended West Outer Road.
24. All future intersections should be aligned, with minimal offsets.
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25. Require all new development or subdivisions to connect to existing streets or streets
terminated with the intention of future connections (i.e. stub streets).
26. Add bike/walk paths and or sidewalks along all existing state highways, arterial streets,
and collector streets as funding permits.
27. Improve Legion Drive / Old Red Bud Road improvements to include street alignment to
remedy blind curves in the City and within the 1.5 mile radius.
28. Improve Fourth Street from Parkwood Subdivision to Konarcik Park to include grade and
alignment improvements and install bike trail/walking path to Konarcik Park.
29. Library Street Improvements to Lakeview Park:
a. Bike/walking path to Lakeview Park (Walking path from Park Street to Lakeview Park
already accomplished.
b. Grade and alignment changes to eliminate 90 degree turn at winery entrance – this
will require coordination between property owners, park district, and County Officials.
30. Realign IL 156, as shown on the Future Transportation Map, to keep this state route from
winding inefficiently through the heart of the City.
Section 4.19 Recommended Pedestrian and Bicycle Facilities
Pedestrian walk and bike trails have become very popular in communities in recent years as
sources of recreation, exercise, and an alternative means of transportation for citizens of all ages.
There was a consensus among the participants of the public engagement program that sidewalks
and paths connecting the City’s neighborhoods, schools, downtown, and parks/recreational areas
should be constructed. The most effective and efficient strategy to achieve the desired pedestrian
and bike connectivity is to implement the policies of “Complete Streets”. According to the
American Planning Association (APA), “complete streets” accommodate pedestrians, bicyclists,
transit, and cars, creating multi-modal transportation networks. In October 2007, complete streets
policy became law in Illinois mandating that the principles of complete streets be incorporated into
all new projects receiving state or federal monies and/or projects on state or federal roads and
highways.
Within the City of Waterloo, there are currently three (3) roads with designated pedestrian/bike
routes (Route 3, Lakeview, and Rogers). The multi-purpose path along Route 3 was the result of
the complete streets policy mandated by the State. However, sidewalks are limited throughout
the City, as shown on the Future Transportation. The recommended trail, sidewalk, and other
improvements contained in the ‘Explore Waterloo Pedestrian and Bicycle Plan’ are also the
recommendations of this Plan. Therefore, the “Explore Waterloo Plan’ is included in the Appendix
as part of this Plan. According to the Explore Waterloo Plan, there are six (6) categories of
complete streets facility types for the City of Waterloo. They are summarized in Table 4.1 and
shown in the following illustration:
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Table 4.1: Recommended Pedestrian Improvement Strategies
Type of
Improvement
Description
Recommendations
Share-The-Road (STR)
Signs
Use of STR signs to
designate on-street bicycle
routes.
Install signs along routes designated for
advanced cyclists to increase awareness
of both the automobile operator and the
cyclist to the presence of the other..
Share-The-Road Signs &
Shared Lane Markings
(Sharrows)
Re-stripe existing ROW to
provide safe bicycle lanes &
install STR signage.
▪ Install dedicated bike lane as shown on
the Future Transportation Map
▪ Install crosswalks at all major pedestrian
crossings.
Share-The-Road Signs,
Shared Lane Markings &
Sidewalks
Incorporating bike lanes and
sidewalks within an existing
roadway right-of-way. May
require the use of narrower
lane widths to
accommodate shoulder,
bike lane, and sidewalks.
This concept is known as a
road-diet”.
▪ Replace gravel or oil and chip surface
with asphalt surface.
▪ Reduce lane widths and/or extend
shoulder width as needed/feasible.
▪ Apply pavement markings (sharrows).
▪ Install wayfinding/route signage.
▪ Install sidewalks (min. 5’) along all
streets and upgrade existing sidewalks
in need of repair.
Ped Paths
Acquire needed ROW and
provide necessary
improvements to create
connections to the city’s
exiting trails, parks,
institutions, business
centers, neighborhoods and
other activity centers/traffic
generators.
▪ Install Ped Paths as shown on the
Future Transportation Map measuring at
least 6’ wide and consisting of a
continuous smooth pavement surface.
▪ Include trailheads, comfort stations,
parking, and other amenities to
complement the trail segments.
Multi-Use Trails
All improvements should meet the minimum requires provided by American Association of
State Highway and Transportation Officials (AASHTO).
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Recommended Share the Road (STR) Cross Section
(Improved Shoulders & Sidewalk)
Section 4.20 Proposed Gateway Features
Route 3 is the primary means of access to and through the City of Waterloo, therefore the image
it projects is very important. Points of interest on this route are a visitor’s first impression of the
City, therefore these corridors function as “gateways” and should be improved to positively
influence visitors’ perceptions of the City and promote the quality of life and vitality of the
community. As such, special attention and planning consideration should be given to these
gateway locations.
The planning and design considerations given to gateways should be based upon a hierarchy of
importance, purpose, location, traffic volumes, street function and visibility. Gateways should be
identified as primary, secondary and transition gateways. The creation of gateway features
including professional landscaping, monument signage and other aesthetic features should be
planned at the City’s primary, secondary and transitional gateways.
Primary Gateways: Primary gateways should be located at the main entrances to the City and
identify Waterloo as a whole. The major features these gateways should include are:
✓ A prominent feature such as large-scale public art, statuary, fountains, gardens or park-like
settings.
✓ A building or structure of special architectural significance. If a building or structure is
proposed within one of the primary gateway locations, special consideration should be given
to the building orientation, design and material selection.
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✓ Signage to clearly identify entrance into Waterloo. Brick, stone or other high-quality materials
and the City crest/logo should be incorporated into the signage to further establish the
gateway.
✓ Landscaping to accent the proposed gateway features. A combination of street trees,
ornamental trees, shrubbery, ground covers and ornamental plantings should be used to
accent and coordinate the design.
Gateway features may consist of prominent architecture or local landmarks within the City,
welcoming visitors, reminding residents of the City’s past, present and future.
Secondary Gateways: Secondary gateways should identify the Waterloo as a whole, but on a
smaller scale than the primary gateways. These gateways are identified as the intersections
between major roadways. Secondary gateways include intersections such as Route 3 and
Market. As opposed to primary gateway features, secondary gateways are intended to be at a
pedestrian scale. The major features of the secondary gateways are:
✓ A prominent feature such as public art, statuary, fountains, gardens or park-like settings;
✓ Signage is of brick, stone or other high-quality material;
✓ Landscaping is done to accent the surrounding corridor and prominent features. A
combination of street trees, ornamental trees, shrubbery, ground covers and ornamental
plantings should be used to accent and coordinate the design; and
✓ Include benches, trash receptacles, pedestrian scale lighting, unique paving patterns at
crosswalks, and other streetscape elements.
Transition Gateways: Transition gateways are identified for those areas where a distinct change
in activity or land use takes place or a specific district begins along an arterial or collector roadway.
Transition gateways are used to identify the entrance into unique destinations, districts, or
corridors. Special interest should be given to the Downtown area. Transition gateways are also
appropriate for entrances into business parks, industrial parks, parks & recreation facilities,
institutions, and residential neighborhoods.
Transition gateway features should be smaller in scale and magnitude than primary or
secondary gateways, potentially as simple as a single element. The major features of the
transition gateways are:
✓ Signage to clearly identify the entrances into the unique district
✓ Landscaping to accent the streetscape and signage—a combination of street trees,
ornamental trees, shrubbery, ground covers and ornamental plantings to accent and
coordinate the design, and
✓ Include benches, trash receptacles, pedestrian scale lighting, unique paving patterns at
crosswalks, and other streetscape elements
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A single element such as a monument sign, clock tower or
fountain can announce the transition into unique districts
The City should work closely or partner with local developers to ensure that adequate aesthetic
considerations are given to development near identified gateway locations. As part of the site
plan review process the City should consider the visual impacts of development at the “gateway”
locations. Building, design, orientation and parking should be carefully planned to minimize any
negative physical or visual impacts. The City should consider partnering with businesses and
property owners to develop incentives that encourage the private sector to fund the acquisition,
installation and ongoing maintenance of gateway features. For example, in exchange for the
design, installation and maintenance of a gateway feature, the City might allow a private citizen,
group or business to be publicly recognized within the design of the Gateway in a manner similar
to the adopt a highway program.
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FUTURE GROWTH & IMPLEMENTATION
Section 4.21 Infrastructure Financing
Well designed and maintained infrastructure helps attract private investment and redevelopment,
but paying for infrastructure can be challenging. The following funding sources and finance
strategies are recommended to help pay for future capital improvements and infrastructure
upgrades:
1 Community Development Assistance Program (CDAP) grant funds: Seek out CDAP
funds to benefit low to moderate income households, supported beautification improvements
that forward the goals and objectives of this Plan, and maximize long-term returns to the City
and its residents. No more than 10% of the total recaptured funds should be spend on
administrative costs and at least 51% should be used to benefit low- and moderate-income
persons as per City Ordinance.
2 Developer impact fees: To pay for infrastructure improvements, such as green infrastructure
(parks, trails, greenways), streetscape improvements, and bike lanes, charge new
development projects one-time fees to defray the costs of expanding public services. These
fees are typically collected on a pay-as-you-go basis and used to cover one-time capital
investments rather than ongoing operations and maintenance.
3 Special assessment districts (NID, CID, etc): Work with local property and business owners
to build support for a special assessment district, where property and/or business owners pay
a fee to fund specific improvements in the area. NID (Neighborhood Improvement Districts)
and CID (Community Improvements District) are examples. As allowable types of special
assessment districts vary by state, the City would need to research the legal structure and
steps to implementation.
4 Transportation Improvements: Work with Monroe County and IDOT to identify deficiencies,
develop solutions, provide technical assistance, and procure funding for the immediate
implementation of the recommended transportation improvements. Encourage staff to take
the necessary training to become knowledgeable of local, state, and federal transportation
programs that provide funding, right-of-way acquisition and technical assistance for road
enhancement projects. Also make sure Staff is knowledgeable of the creation,
implementation, and management of Transportation Development Districts (TDD),
Transportation Improvement Districts (TID), the other tools listed herein, and any other
projects or tools available to help implement the transportation recommendations provided in
this Plan.
5 Coordinated infrastructure investments: Encourage coordinated infrastructure investment
across city departments and with outside jurisdictions to reduce redundant tasks and save
money. Wherever possible, improvements to walking and biking facilities should be made at
the same time as larger infrastructure investments. This process could include establishing
an interdepartmental or multijurisdictional working group, inventorying planned infrastructure
City of Waterloo, IL
2018 Comprehensive Plan
93
Chapter 4: Future Land Use & Transportation
Chapter
4
improvements and identifying areas of overlap, and prioritizing projects and funding sources
based on shared infrastructure requirements.
Section 4.22 Growth Management
As the City of Waterloo continues to grow and expand, there are several factors that could hinder
efficient, well-planned development and/or reduce property values. Therefore, this Plan
recommends following the general principles of growth management to make intelligent future
land use decisions that preserves the City’s neighborhoods and high quality of life. Growth
management can be described as a conscious public decision to restrain, accommodate or
encourage development. The City should develop a future infrastructure plan to extend utilities
in the City’s anticipated development areas and agreements that require developers to share in
the cost of related roads, utilities and other infrastructure costs.
The City should consider the impact of growth and development when making land use decisions
and carefully review all future development to ensure they are served by utilities or areas where
pre-development agreements exist regarding the provision of services. The intent of all
development proposals should be to minimize the inefficient use of the land, resources, and
municipal services and preserve the live/work/play attributes that defines Waterloo as a bedroom
community. These may include the following:
Factors Supporting Waterloo’s Development Potential:
• Waterloo is strategically located in a growth area of Monroe County.
• Good external highway system, including the 4-lane Illinois Route 3.
• Waterloo offers an ideal living environment for CEOs and employees at all rungs of the
employment ladder seeking the quality of life afforded by a culturally rich, family-friendly,
active community.
• The availability, quality, and affordability of City services.
Factors Limiting Waterloo’s Development Potential:
• The cost to increase the capacity of municipal utilities and services.
• Poor internal road conditions and east/west accessibility.
• Traffic congestion along Route 3, the only major north/south corridor.
The aforementioned factors should be considered both in terms of their present status and in
terms of how they are likely to change over the projection period. These should be considered
together with other matters that may influence development quality such as the community’s
general attitude towards growth and the quality, timing, and density/intensity of future
Development. The City should seek zoning jurisdiction (via annexation) over any areas that might
be developed in the near future to ensure greater control of the timing, density, and type of
development. The City should strive to educate Waterloo residents as well as the residents and
business owners of the targeted annexation area of the benefits of annexation. Future growth
City of Waterloo, IL
2018 Comprehensive Plan
94
Chapter 4: Future Land Use & Transportation
Chapter
4
and development that is not consistent with this Plan should be avoided. The City must also have
a plan in place for the programmed extension of infrastructure and services before proposing any
future development. Any growth which strains Waterloo’s utility, infrastructure, or service delivery
capacities should be avoided. In certain specific cases, however, the City must be ready to
expand services and offer incentives to take strategic advantage of recommended development,
preservation, and future recreation opportunities.
The recommended growth areas are shown on the Future Land Use Map. The incremental
annexation of these areas is necessary to attract and support new commercial, industrial, and
residential development and regulate lands that have the greatest impact on the City’s property
values and quality of life. Properly planned annexation and development will generate the
necessary revenues (via taxes and other exactions) to cover the majority of public utility,
infrastructure, road, and on-going public service costs, while also providing jobs, businesses, and
housing needed to accommodate a growing, prospering community. Partnerships between the
City, adjacent property owners, and developers should be established early to help avoid
unanticipated repercussions during the annexation and development process. To formalize these
partnerships, the City should initiate pre-development agreements with adjoining land owners.
Before any annexation decisions are made, the following general questions should be considered.
1) Will the annexation and/or development place any unacceptable political, financial,
physical or operational demands or expectations upon the City for the provision of services
or infrastructure?
2) Will the annexation allow for more appropriate guidance of future development within the
growth area?
3) Will the annexation and/or development bring existing land uses into the City that are
desirable and have some benefit to Waterloo in terms of revenue, quality of life, or
additional housing?
4) Is the annexation and/or development in the best interest of the City as a whole?
5) Does the annexation and/or development make economic sense from both long and short
range perspectives?
Section 4.23 Comprehensive Plan Adoption & Update
Before adopting or amending the Comprehensive Plan, the Planning Commission must hold a
public hearing. A notice of the public hearing must be published at least 15 days prior to the
public hearing (but no more than 30 days) in the official city newspaper or as required by law.
Adoption shall require a majority vote of the full Planning Commission. Upon adoption of the
Comprehensive Plan, or any amendment thereto, a certified copy of the Plan along with a written
copy of the minutes of the public hearing, must be forwarded to the Council and City Clerk as
required by State Statutes.
City of Waterloo, IL
2018 Comprehensive Plan
95
Chapter 4: Future Land Use & Transportation
Chapter
4
City Staff, under the direction of the Planning Commission, should conduct annual reviews of the
Comprehensive Plan (or any part thereof) to consider any amendments, extensions, or additions
to the Plan. All amendments to the Comprehensive Plan must be made in accordance with the
process for the adoption of the Comprehensive Plan outlined above.
Section 4.24 Implementation Program Summary
Through its adoption, the Comprehensive Plan’s vision, goals, objectives, recommendations and
implementation strategies become policy and should be considered in all future land use
decisions. The goals and objectives provided in Chapter 3 combined with the recommendations
provided in the Future Land Use Plan form a work program the City should follow in daily decision-
making. The City should empower residents, businesses owners, and organizations to assist in
implementation efforts. The Comprehensive Plan should not be used as a standalone document.
The City should make sure all land use decisions comply with the City’s Zoning Code, Subdivision
Ordinance, and all other applicable municipal, state, and federal regulations. Future development
and improvements should be allowed a reasonable level of flexibility to ensure they serve a long
life and accommodate future generations and market changes. This intent of these
recommendations and implementation strategies is to ensure Waterloo’s present needs are met,
without compromising the needs of future generations.
96
APPENDIX A
PUBLIC ENGAGEMENT SUMMARY
City of Waterloo, IL
2018 Comprehensive Plan Update
97
Appendix A: Public Engagement Summary
The following tables summarize the Citizen Survey that was developed and administered for the
purpose of obtaining citizen feedback regarding issues relating to the 2016 Comprehensive Plan
Update. The survey was mailed to every resident/home in the City of Waterloo and handed
out at the Town Planning Workshop, Steering Committee Meetings, and made available at City
Hall. The City received 604 surveys, some of which represented husband & wife or entire
households.
1. Threats: Survey takers were asked to rate the following issues the City of Waterloo will
face in the future from “1” No Concern to “5” Major Concern.
Ranking of the Top Issues facing the City of Waterloo
Top Community Threats (in order of ranking)
No
Concern
Most
Concern
1
2
3
4
5
Ranking
1. Crime (violence, drugs and safety issues)
4.09
2. Losing Waterloo’s small town Character
3.75
3. Road conditions (drivability, safety, traffic)
3.75
4. Neighborhood Stability
3.62
5. Preserving & revitalizing Downtown
3.53
6. Quality of City services
3.53
7. Preserving open space & natural resources
3.52
8. Property maintenance
3.48
9. Quality Wi-Fi access & cell service
3.31
10. Access to quality shopping & dining
3.22
11. Senior housing & transportation needs
3.19
12. Supply of quality parks & recreation
3.18
13. Underperforming commercial areas
3.11
14. Subsidized housing
2.72
15. Expansion of the current city limits
2.61
16. Diversifying the housing stock.
2.54
17. Availability of commercial property
2.48
SUMMARY: “Crime” was the top concern or threat with a ranking of 4.09 out of 5. Almost fifty
percent (299 out of 604) of all respondents ranked ‘Crime” a “5” or highest concern/threat facing
the City of Waterloo in the future. Only twelve (12) respondents (2%) ranked “Crime” a “1” “No
Concern”. “Losing Waterloo’s Small Town Character” & “Road Conditions” were tied as the
second highest ranked concern or threat with a ranking of 3.75. “Neighborhood Stability”
following by “Preserving & Revitalizing Downtown” were the 3
rd
& 4
th
highest ranked threats
with rankings of 3.62 and 3.53.
“Availability of Commercial Property”, “Diversifying the Housing Stock” and “Expansion
of the City Limits” were the three (3) lowest ranked concerns with rankings of 2.48, 2.54, and
2.61 respectively.
City of Waterloo, IL
2018 Comprehensive Plan Update
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Appendix A: Public Engagement Summary
2. Agree/Disagree: General Questions
Personal Preference Questions
Agree/Disagree Statements (in order by ranking)
Disagree
Agree
1
2
3
4
5
Ranking
1. Waterloo is a great place to raise children.
4.62
2. Waterloo is a great place to live.
4.61
3. Waterloo is a great place to retire.
4.07
4. Waterloo is a great place to visit.
3.95
5. I am happy with the local parks & recreation activities
3.90
6. Waterloo is a great place to own/operate a business.
3.68
7. Waterloo should grow in size and population.
2.79
SUMMARY
The highest ranked personal preference statement was “Waterloo is a great place to raise
children” with a ranking of 4.62 out of 5. The 2
nd
highest ranked statement was “Waterloo is a
great place to live” with a ranking of 4.61 out of 5. Over 92% of all respondents gave the
aforementioned statements a ranking of 4 or better.
The lowest ranked personal preference statement was “Waterloo should grow in size and
population” with a ranking of only 2.79 out of 5. Seventy-three percent (73%) of all surveys
responded with a ranking of 3 or lower suggesting Waterloo should not grow in size or population.
The statement “Waterloo is a great place to own/operate a Business” was the 2
nd
lowest
ranked personal preference statement with a ranking of 3.68. The 3
rd
lowest ranked personal
preference statement was “I am happy with the local parks & recreation activities” with a very
respectable ranking of 3.90.
City of Waterloo, IL
2018 Comprehensive Plan Update
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Appendix A: Public Engagement Summary
3. Strengths/Assets: Rate each of the following strengths/assets as they apply to the City of
Waterloo from most valuable (5) to least valuable (1).
Ranking of the City of Waterloo Top Strengths
Top Community Assets (in order of ranking)
Least
Valuable
Most
Valuable
1
2
3
4
5
Ranking
1. Schools (public & parochial)
4.41
2. Quality of life
4.38
3. Family-friendly atmosphere
4.33
4. Police protection & crime prevention.
4.32
5. Location
4.10
6. Stable property values
4.09
7. Resident population (the community)
4.05
8. Municipal services
4.03
9. Housing & neighborhoods
3.96
10. Historic Downtown Waterloo
3.94
11. Special events, festivals & social
gatherings
3.87
12. Open spaces, creeks & wooded areas
3.85
13. Parks, sports & recreation programs
3.84
14. Highway access & visibility
3.77
15. Religious Institutions
3.75
16. Local roadways
3.74
17. Senior housing options
3.66
18. Sidewalks, trails and bikeways/lanes
3.65
19. Local heritage (significant peoples &
places)
3.63
20. Organizations and committees
3.60
21. Commercial & retail establishments
3.48
22. Affordability, low property values and taxes
3.46
SUMMARY: The top ranked community asset according to the survey respondents was
“Schools (Public & Parochial)” with a ranking of 4.41 out of 5. Over 87% of all respondents
ranked “Schools” with 4 or higher. The 2
nd
highest ranked community asset was “Quality of
Life” with a ranking of 4.38. Over 89% of all respondents ranked “Quality of Life” in Waterloo a 4
or higher. The 3
rd
and 4
th
top community assets according to the Citizen Survey were “Family-
friendly Atmosphere” and “Police Protection & Crime Prevention” with rankings of 4.33 and
4.32 respectively. “Affordability, low property values and taxes” was the lowest ranked
community asset with a ranking of only 3.46 out of 5 followed by “Commercial & Retail
Establishments” with a ranking of 3.48. The third (3
rd
) lowest ranked asset was “Organizations
& Committees” with a ranking of 3.60. It should be noted that even the three lowest ranked
community assets received an above satisfactory ranking or 3 or better.
City of Waterloo, IL
2018 Comprehensive Plan Update
100
Appendix A: Public Engagement Summary
4. City Services: Survey takers were asked to rate the following municipal services based on
their level of importance from 1-5, with 1 being very important, AND, rate how well the
services are performed from excellent (5) to poor (1).
Ranking & Quality of Municipal Services
Municipal Service (in order of quality of
life ranking)
Level of
Importance
(1-5)
Quality of Service
Poor Excellent
1
2
3
4
5
1. Fire
4.82
4.55
2. Police
4.83
4.42
3. Trash / recycling
4.18
4.39
4. Sanitary sewer
4.40
4.08
5. Parks & Recreation
3.79
3.99
6. Drinking water
4.74
3.97
7. Winter maintenance-snow plowing / salt
4.12
3.96
8. Yard waste collection
3.40
3.73
9. Stormwater management
4.07
3.58
10. Street maintenance
4.20
3.51
11. Planning & zoning
3.79
3.42
12. Property Maintenance/Code Enforcement
3.87
3.38
City of Waterloo, IL
2018 Comprehensive Plan Update
101
Appendix A: Public Engagement Summary
5. Yes/No Specific Issue Questions:
Yes / No General Quality of Life Questions (in order listed on the
survey)
YES
NO
1. I am generally pleased with the City's Public Services. If no, why?
90.6%
9.4%
2. Waterloo’s zoning code is well equipped to guide future
development...
86.0%
14.0%
3. There are sufficient housing options in the City. If no, what is
needed?
85.5%
14.5%
4. Waterloo has adequate street lighting. If no, where is lighting
needed?
75.8%
24.2%
5. There are sufficient recreation programs for seniors.
74.0%
26.0%
6. There are sufficient recreation programs for youth in Waterloo.
68.7%
31.3%
7. Waterloo should invest money in incentives to attract new
businesses
60.2%
39.8%
8. The City should have more sidewalks and bike paths. If yes,
where?
57.8%
42.2%
9. Traffic congestion is a problem. If yes, where?
53.0%
47.0%
10. There are sufficient employment opportunities in town.
44.4%
55.6%
11. The City should have more parks and recreation areas. If yes,
where?
33.1%
66.9%
12. I would support a tax or bond to fund street
improvements/maintenance.
33.1%
66.9%
13. I would support a tax or bond to fund sidewalk & bike
improvements.
31.0%
69.0%
14. The City should expand through annexation, if yes, where?
23.2%
76.8%
City of Waterloo, IL
2018 Comprehensive Plan Update
102
Appendix A: Public Engagement Summary
6. Surveyor Demographic Questions:
Surveyor Demographics
Gender
Male
57.5%
Female
42.5%
Resident?
Yes
99.8%
No
0.2%
Ward
1
2
3
4
26%
23%
21%
29%
Age
17 & Under
18-29
30-45
46-64
65 and over
0%
2%
17%
40.0%
41%
Education
Some high
school
High school
grad
Some college
College grad
Master or
PHD
1%
19%
20%
39%
22%
City of Waterloo, IL
2018 Comprehensive Plan Update
103
Appendix A: Public Engagement Summary
APPENDIX B
EXPLORE WATERLOO PLAN
(SEE CITY OFFICES FOR COPY)
4
4
4
4
4
4
4
0
0
0
0
0
HH
GG
COXEYVILLE
MOORE
OLD RED BUD
FORTMAN
RIDGE
BIRDIE
STATE RT 156
COUNTRY CLUB
MAEYSTOWN
ROGERS
KONARCIK
WETZEL
HECK
KEIM
GALL
OEXNER
PARK
SCHEWE FALLS
FOUNTAIN OAK
STATE RT 3
SUSEWIND
JAMES
PAUL SIMON
MARKET
FAWN
HOLSTEIN
KORTE LAKE
HUCH
RONNIE
RAU
GILMORE LAKE
CODY
GREEN ACRES
FOUNTAIN CREEK RIDGE
WOODPECKER
LINKS
MARY
JAMIE
JANICE
MARNEY
LEAH
LUHR
JOY
DRUSCILLA
FRONT
LEO
HARTMAN
PAUL
LEGION
GLENDELL
BULLDOG
MONROE
JASON
JULIA ANN
BETTY
OAK
1ST
4TH
FAWN RUN
CREEKSIDE
3RD
CAROL
KATIE
HAMACHER
RACHAEL
ELM
JUDITH
WESTVIEW
VICTOR
TODD
SUNSET
MILL
COVERED BRIDGE
SHADY OAK
PLAZA
ILLINOIS
MOCKINGBIRD
SUMMER
MARK
THOMAS
DWIGHT
SHERIDAN
LAKEVIEW
SAUTHOFF
HILLCREST
KIMBERLY
TROUT CAMP
MOBILE
STONEFIELD
QUAIL RUN
RED WING FARM RIDGE
MAIN
FAIRWAY
ELAINE
VILLA
NORMA
OSTERHAGE
FIELDSTONE
RICHARD
LOUISE
MARTINI
LAUREL
OAK CREEK
LEGACY
FLORAVILLE
WATERLOO
WILLOW
BELL
KOLMER
HANOVER
LOU DEL
DEBRA
POLO RUN
CHURCH
VICTORIAN
STATION CROSSING
ONTARIO
HOENER
EVANSVILLE
MUELLER
DALE
SUMMERFIELD
QUERNHEIM
PAULA
KASEY
GRAND
DEMINT LAKE
EAST HAVEN
MEADOWS
WARD
PINEWOOD
JEFFERSON
DOE CREEK
DITCH'S RUN
YUKON
ILLINOIS ROUTE 3
BENJAMIN
OAKWOOD
WALNUT
ROSE
COVINGTON
STUMPF
KURKEN
SARAH
FLOWER
HALIFAX
HEATHER
HARDY
CHESHIRE
STOCKEL
NORTH WINDS
HICKORY
VANCOUVER
ADAMS
SYCAMORE
ALLAN
MAPLEWOOD
MAHALA
KEVIN
ROOSEVELT
LIBERTY
PARKWOOD
FOX GLOVE
VANDEBROOK
SANDALWOOD
MAGNOLIA
LINCOLN
CASTLE GREEN
LIBRARY
CROSS WINDS
BRIARWOOD
VORIS-JOST
REBEKAH
LEMEN
WARREN
FORBS
BROOKFIELD
BECKY
GARDNER
WASHINGTON
HANNAH
COUNTRY
STERRITT RUN
PAUTLER
TALBOTT
COLUMBIA
SHAMROCK
HERITAGE
BRIAR CREEK
MORRISON
TIMBERLINE
BLAZING STAR
CHESTER
ALECIA
MIDWAY
PARKVIEW
SENECA
SHERWOOD
AVINGTON
BLUE ASTER
NORTH POINTE
HECKER
CONRAD
MAYFAIR
SALISBURY
MEADOWFIELD
COUNTRY CLUB
STATE RT 156
COVINGTON
ILLINOIS
MILL
ROSE
PLAZA
MARKET
VICTOR
HAMACHER
MOCKINGBIRD
VILLA
STATE RT 3
LIBRARY
MARKET
PARK
HARTMAN
1ST
LAKEVIEW
STATE RT 3
HAMACHER
MOORE
PARK
FAIRWAY
CREEKSIDE
THOMAS
MOORE
LINCOLN
LIBRARY
GG
HAMACHER
JAMIE
STATE RT 3
GG
4TH
MILL
COLUMBIA
JAMES
ROGERS
FRONT
MARKET
4TH
LIBRARY
PARK
ADAMS
HUCH
ILLINOIS ROUTE 3
MARKET
COVERED BRIDGE
GG
SYCAMORE
MARKET
MILL
GRAND
MOORE
STATE RT 156
ROSE
HARTMAN
MARKET
MAIN
3RD
ILLINOIS ROUTE 3
GG
LIBRARY
LAKEVIEW
GALL
LAKEVIEW
COLUMBIA
4TH
SUNSET
MILL
4TH
HH
ROGERS
ILLINOIS ROUTE 3
RIDGE
LIBRARY
PARK
RACHAEL
FLORAVILLE
ROSE
ILLINOIS ROUTE 3
ILLINOIS ROUTE 3
MOORE
MOORE
MARKET
FAWN RUN
GG
MARKET
STATE RT 3
MARY
3RD
HANOVER
MARY
FRONT
PARK
FRONT
HH
GALL
4TH
MOORE
PAUL
PARK
OLD RED BUD
PAUL
ROGERS
MOORE
KOLMER
RONNIE
4TH
STATE RT 156
HAMACHER
LIBRARY
GILMORE LAKE
LIBRARY
ILLINOIS ROUTE 3
4TH
GALL
STATE RT 3
PARK
ROGERS
GALL
ILLINOIS ROUTE 3
STATE RT 156
STATE RT 3
3RD
COUNTRY CLUB
HECK
4TH
GALL
MILL
ROOSEVELT
HANOVER
1ST
COXEYVILLE
HARTMAN
4TH
LAKEVIEW
PARK
ILLINOIS
EVANSVILLE
PARK
VANDEBROOK
4TH
4TH
LAKEVIEW
1ST
GALL
0
0.25 0.5 0.75 10.125
Miles
October 15, 2018
Legend
2018 Waterloo, IL Comprehensive Plan Future Land Use Map
£
3
N
Waterloo Limits
Lakes
Future Land Use
Non-Urban
156
Streams
Proposed Improved Roads
Transportation Recommendations
Zoning Classifications
Areas overlaid with the colored hatching below depict areas where
the Future Land Use designation (underlying color) differs from the
current zoning. These areas, and areas outside the City Limits, can
be developed according to either the current Zoning or the Future
Land Use recommendations, as approved by the governing body.
I2
I1
R3
R5
A1
156
156
156
156
156
Public/Semi-Public
Multiple Family
Single Family
Commercial
Industrial/Utility
Proposed New Roads
£
3
£
3
£
3
Proposed 156 Bypass
156
156
156
4
4
4
4
4
4
4
8
8
8
8
)
)
)
)
)
)
)
)
8
8
8
8
8
8
HH
GG
COXEYVILLE
MOORE
OLD RED BUD
FORTMAN
RIDGE
MAEYSTOWN
BIRDIE
STATE RT 156
COUNTRY CLUB
KONARCIK
ROGERS
WETZEL
HECK
KEIM
GALL
OEXNER
PARK
SCHEWE FALLS
FOUNTAIN OAK
SUSEWIND
JAMES
PAUL SIMON
MARKET
FAWN
HOLSTEIN
RONNIE
KORTE LAKE
HUCH
GILMORE LAKE
RAU
STATE RT 3
CODY
GREEN ACRES
FOUNTAIN CREEK RIDGE
WOODPECKER
LINKS
MARY
JAMIE
JANICE
MARNEY
LEAH
LUHR
JOY
DRUSCILLA
FRONT
LEO
HARTMAN
PAUL
LEGION
GLENDELL
BULLDOG
MONROE
JULIA ANN
BETTY
OAK
1ST
4TH
JASON
FAWN RUN
CREEKSIDE
3RD
CAROL
KATIE
HAMACHER
RACHAEL
ELM
JUDITH
WESTVIEW
COVERED BRIDGE
VICTOR
TODD
SUNSET
MILL
SHADY OAK
PLAZA
ILLINOIS
MOCKINGBIRD
SUMMER
MARK
THOMAS
MARTINI
DWIGHT
SHERIDAN
LAKEVIEW
FLORAVILLE
SAUTHOFF
HILLCREST
KIMBERLY
MOBILE
STONEFIELD
QUAIL RUN
RED WING FARM RIDGE
MAIN
FAIRWAY
ELAINE
VILLA
NORMA
OSTERHAGE
TROUT CAMP
FIELDSTONE
RICHARD
LOUISE
LAUREL
OAK CREEK
LEGACY
WATERLOO
WILLOW
BELL
KOLMER
HANOVER
LOU DEL
DEBRA
POLO RUN
CHURCH
VICTORIAN
STATION CROSSING
ONTARIO
HOENER
EVANSVILLE
MUELLER
DALE
SUMMERFIELD
LAKE
QUERNHEIM
PAULA
KASEY
GRAND
DAVID
DEMINT LAKE
EAST HAVEN
MEADOWS
WARD
PINEWOOD
JEFFERSON
DOE CREEK
DITCH'S RUN
OLD STATE ROUTE 3
YUKON
ILLINOIS ROUTE 3
BENJAMIN
OAKWOOD
WALNUT
ROSE
COVINGTON
STUMPF
KURKEN
SARAH
FLOWER
HALIFAX
HEATHER
HARDY
CHESHIRE
STOCKEL
NORTH WINDS
HICKORY
VANCOUVER
ADAMS
SYCAMORE
ALLAN
MAPLEWOOD
MAHALA
KEVIN
ROOSEVELT
LIBERTY
PARKWOOD
FOX GLOVE
VANDEBROOK
SANDALWOOD
MAGNOLIA
LINCOLN
BRIARCLIFF
CASTLE GREEN
LIBRARY
CROSS WINDS
BRIARWOOD
VORIS-JOST
REBEKAH
LEMEN
WARREN
FORBS
CATHY
BROOKFIELD
STIENING
BECKY
GARDNER
WASHINGTON
HANNAH
COUNTRY
STERRITT RUN
PAUTLER
DEERFIELD
TALBOTT
COLUMBIA
HERITAGE
BRIAR CREEK
MORRISON
TIMBERLINE
BLAZING STAR
CHESTER
ALECIA
CREEKWOODS
MIDWAY
PARKVIEW
SENECA
SHERWOOD
AVINGTON
BLUE ASTER
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HECKER
CONRAD
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GAUEN
SALISBURY
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MARY
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GALL
ADAMS
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STATE RT 156
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THOMAS
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PARK
JAMES
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ILLINOIS
OLD RED BUD
MOORE
SUNSET
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RIDGE
GALL
MILL
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FAIRWAY
JAMIE
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MARKET
MOORE
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4TH
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MARKET
VANDEBROOK
ILLINOIS ROUTE 3
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4TH
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MARKET
MARKET
4TH
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VILLA
JAMIE
MILL
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3RD
MARKET
MOORE
GG
HH
ROOSEVELT
MARKET
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MARKET
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DEBRA
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EVANSVILLE
MOORE
RACHAEL
STATE RT 3
LIBRARY
LIBRARY
HAMACHER
MARKET
GG
MILL
CREEKSIDE
LAKEVIEW
FLORAVILLE
LIBRARY
1ST
ROGERS
MOORE
ILLINOIS ROUTE 3
LIBRARY
GALL
PARK
HARTMAN
STATE RT 3
HECK
HH
PLAZA
MARKET
GALL
PARKWOOD
LAKEVIEW
LINCOLN
COXEYVILLE
STATE RT 3
PARK
4TH
ILLINOIS ROUTE 3
4TH
MOORE
STATE RT 156
4TH
WOODPECKER
4TH
GALL
0
0.25 0.5 0.75 10.125
Miles
October 15, 2018
Legend
2018 City of Waterloo, Il Comprehensive Plan Update
Future Transportation Improvements
£
3
£
3
N
Waterloo
Lakes
156
156
Proposed New Roads
Proposed Improved Roads
Transportation Elements
Gateways
8
Primary
Downtown
Secondary
)
156
156
156
£
3
£
3
Proposed 156 Bypass
156
8
156
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8
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8
8
8
8
8
8
HH
GG
COXEYVILLE
MOORE
OLD RED BUD
FORTMAN
RIDGE
MAEYSTOWN
BIRDIE
STATE RT 156
COUNTRY CLUB
KONARCIK
ROGERS
WETZEL
HECK
KEIM
GALL
OEXNER
PARK
SCHEWE FALLS
FOUNTAIN OAK
SUSEWIND
JAMES
PAUL SIMON
MARKET
FAWN
HOLSTEIN
RONNIE
KORTE LAKE
HUCH
GILMORE LAKE
RAU
CODY
GREEN ACRES
STATE RT 3
FOUNTAIN CREEK RIDGE
WOODPECKER
LINKS
MARY
JAMIE
JANICE
MARNEY
LEAH
LUHR
JOY
DRUSCILLA
FRONT
LEO
HARTMAN
PAUL
LEGION
GLENDELL
BULLDOG
MONROE
JULIA ANN
BETTY
OAK
1ST
4TH
JASON
FAWN RUN
CREEKSIDE
3RD
CAROL
KATIE
HAMACHER
RACHAEL
ELM
JUDITH
WESTVIEW
COVERED BRIDGE
VICTOR
TODD
SUNSET
MILL
SHADY OAK
PLAZA
ILLINOIS
MOCKINGBIRD
SUMMER
MARK
THOMAS
MARTINI
DWIGHT
SHERIDAN
LAKEVIEW
FLORAVILLE
SAUTHOFF
HILLCREST
KIMBERLY
MOBILE
STONEFIELD
QUAIL RUN
RED WING FARM RIDGE
MAIN
FAIRWAY
ELAINE
VILLA
NORMA
OSTERHAGE
TROUT CAMP
FIELDSTONE
RICHARD
LOUISE
LAUREL
OAK CREEK
LEGACY
WATERLOO
WILLOW
BELL
KOLMER
HANOVER
LOU DEL
DEBRA
POLO RUN
CHURCH
VICTORIAN
STATION CROSSING
ONTARIO
HOENER
EVANSVILLE
MUELLER
DALE
SUMMERFIELD
LAKE
QUERNHEIM
PAULA
KASEY
GRAND
DAVID
DEMINT LAKE
EAST HAVEN
MEADOWS
WARD
PINEWOOD
JEFFERSON
DOE CREEK
DITCH'S RUN
YUKON
ILLINOIS ROUTE 3
BENJAMIN
OAKWOOD
WALNUT
ROSE
COVINGTON
STUMPF
KURKEN
SARAH
FLOWER
HALIFAX
HEATHER
HARDY
CHESHIRE
STOCKEL
NORTH WINDS
HICKORY
VANCOUVER
ADAMS
SYCAMORE
ALLAN
MAPLEWOOD
MAHALA
KEVIN
ROOSEVELT
LIBERTY
PARKWOOD
FOX GLOVE
VANDEBROOK
SANDALWOOD
MAGNOLIA
LINCOLN
BRIARCLIFF
CASTLE GREEN
LIBRARY
CROSS WINDS
BRIARWOOD
VORIS-JOST
REBEKAH
LEMEN
WARREN
FORBS
CATHY
BROOKFIELD
STIENING
BECKY
GARDNER
WASHINGTON
HANNAH
COUNTRY
STERRITT RUN
PAUTLER
DEERFIELD
TALBOTT
COLUMBIA
HERITAGE
BRIAR CREEK
MORRISON
TIMBERLINE
BLAZING STAR
CHESTER
ALECIA
CREEKWOODS
MIDWAY
PARKVIEW
SENECA
SHERWOOD
AVINGTON
BLUE ASTER
NORTH POINTE
HECKER
CONRAD
MAYFAIR
GAUEN
SALISBURY
MEADOWFIELD
FAWN RUN
STATE RT 3
MARY
MARKET
LAKEVIEW
COVINGTON
HARTMAN
GALL
ADAMS
MOORE
ROGERS
STATE RT 156
3RD
GRAND
WESTVIEW
GG
THOMAS
PAUL
PARK
ILLINOIS ROUTE 3
3RD
MOORE
4TH
ROGERS
ROSE
LAKEVIEW
ROGERS
HAMACHER
GG
PARK
MORRISON
FRONT
GG
ILLINOIS ROUTE 3
STATE RT 3
MARY
4TH
PARK
GALL
MOORE
4TH
HAMACHER
ROSE
VICTOR
PARK
JAMES
ILLINOIS ROUTE 3
ILLINOIS
OLD RED BUD
MOORE
SUNSET
COLUMBIA
COVERED BRIDGE
LAKEVIEW
RIDGE
GALL
MILL
MILL
STATE RT 3
COUNTRY CLUB
LIBRARY
HARTMAN
MAIN
LIBRARY
FAIRWAY
JAMIE
STATE RT 3
MARKET
MOORE
ROSE
4TH
STATE RT 156
ILLINOIS ROUTE 3
MARKET
VANDEBROOK
ILLINOIS ROUTE 3
GILMORE LAKE
1ST
4TH
COUNTRY CLUB
MARKET
MARKET
4TH
ILLINOIS ROUTE 3
4TH
RONNIE
HUCH
HANOVER
MOORE
MARKET
VILLA
JAMIE
MILL
MAIN
STATE RT 156
FRONT
3RD
MARKET
MOORE
GG
HH
ROOSEVELT
MARKET
HANOVER
ILLINOIS
ILLINOIS ROUTE 3
HAMACHER
PAUL
FRONT
MARKET
PAUL
1ST
DEBRA
PARK
LAKEVIEW
EVANSVILLE
MOORE
RACHAEL
STATE RT 3
LIBRARY
LIBRARY
HAMACHER
MARKET
GG
MILL
CREEKSIDE
LAKEVIEW
FLORAVILLE
LIBRARY
1ST
ROGERS
MOORE
ILLINOIS ROUTE 3
LIBRARY
GALL
PARK
HARTMAN
STATE RT 3
HECK
HH
PLAZA
MARKET
GALL
PARKWOOD
LAKEVIEW
LINCOLN
COXEYVILLE
STATE RT 3
PARK
4TH
ILLINOIS ROUTE 3
4TH
MOORE
STATE RT 156
4TH
WOODPECKER
4TH
GALL
0
0.25 0.5 0.75 10.125
Miles
October 15, 2018
Legend
2018 City of Waterloo, Il Comprehensive Plan Update
Future Bike & Pedway Improvements
Streams
£
3
£
3
N
Waterloo City Limits
Lakes
156
156
Proposed New Roads
Existing Bike/Pedways
Proposed Improved Roads
Proposed Pedwasy & Bikeways
Transportation Elements
Existing Sidewalks
¾
¾½
¾
¾½
Gateways
8
Primary
Downtown
Secondary
)
156
156
156
£
3
£
3
Proposed 156 Bypass
156
8
Park
Schools/Institutions
156
156
