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Imagine Dubuque 2037: A Call to Action - 2017 Comprehensive Plan_HearingCity of Dubuque ITEM TITLE: SUMMARY: SUGGESTED DISPOSITION: Copyrighted September 18, 2017 Public Hearings # 1. Imagine Dubuque 2037: A Call to Action - 2017 Comprehensive Plan Proof of publication on notice of public hearing to consider approval of the Imagine Dubuque Comprehensive Plan and the Long Range Planning Advisory Commission recommending adoption. Additional documents have now been added to this document. RESOLUTION Adopting the 2017 Comprehensive Plan Suggested Disposition: Receive and File; Adopt Resolution(s) ATTACHMENTS: Description Imagine Dubuque Comprehensive Plan -MVM Memo Staff cover memo PowerPoint presentation LRPAC letter Exhibit Map Staff Packet Cover page, Mayors message, Executive Summary, Acknowledgements, Preamble, Table of Contnets Chapter 1 Introduction Chapter 2 Community Engagement Chapter 3 Economic Prosperity Chapter 4 Environmental Integrity Chapter 5 Social & Cultural Vibrancy Chapter 6 Housing Chapter 7 Community Facilities Chapter 8 Transportation & Mobility Chapter 9 Land Use Chapter 10 Implementation Appendix Cover Section 1 Appendix Section 2 part A Appendix Section 2 Part B Type City Manager Memo Staff Memo Supporting Documentation Staff Memo Supporting Documentation Supporting Documentation Supporting Documentation Supporting Documentation Supporting Documentation Supporting Documentation Supporting Documentation Supporting Documentation Supporting Documentation Supporting Documentation Supporting Documentation Supporting Documentation Supporting Documentation Supporting Documentation Supporting Documentation Supporting Documentation Appendix Section 2 Part C Supporting Documentation Appendix Sections 3 & 4 Supporting Documentation 2017 Comprehensive Plan Resolution Resolutions THE CITY OF Dui Masterpiece on the Mississippi TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Adoption of 2017 Imagine Dubuque Comprehensive Plan DATE: September 15, 2017 Dubuque All -America City 1111 1 2007 • 2012 • 2013 • 2017 Assistant Planner David Johnson is recommending City Council adopt a resolution approving Imagine Dubuque 2037: A Call to Action, the new 2017 Comprehensive Plan, after a public hearing on September 18, 2017. I concur with the recommendation and respectfully request Mayor and City Council approval. Prv'k Mic ael C. Van Milligen" MCVM:sv Attachment cc: Crenna Brumwell, City Attorney Teri Goodmann, Assistant City Manager Laura Carstens, Planning Services Manager David Johnson, Assistant Planner Masterpiece on the Mississippi Dubuque kakii All-ACity '1 merica 1► 2007 • 2012 • 2013 • 2017 TO: Michael C Van Milligen, City Manager FROM: David Johnson, Assistant Planner C - SUBJECT: imagine Dubuque 2037 A Ca!! to Action - 2017 Comprehensive Plan Public Hearing and Adoption DATE: September 15, 2017 INTRODUCTION This memorandum transmits the imagine Dubuque 2037 A Ca!! to Action - 2017 Comprehensive Plan, Appendix, PowerPoint presentation, and resolution for the September 18, 2017 City Council public hearing After 13 months, over 12,500 ideas, and more than 6,000 residents and stakeholders engaged in the Imagine Dubuque campaign, the Long Range Planning Advisory Commission, Planning Services Staff and Teska Associates are pleased to present the enclosed documentation Mike Hoffman, Project Manager with Teska Associates, Inc and I will present a brief overview of community engagement accomplishments, recommendations, and the call to action for implementation of the new Comprehensive Plan at the public hearing BACKGROUND Imagine Dubuque is the result of extensive, informed, inclusive, and tailored community engagement Imagine Dubuque is the community's plan It reflects the values and goals of Dubuque residents and stakeholders The Comprehensive Plan serves as a guide for the community's physical, social, and economic development It can only be considered successful through the input and implementation of the community at -large Engaging the community in a conversation about the future of Dubuque was at the core of the Imagine Dubuque Comprehensive Planning process Comprehensive Plans are policy guides Unlike zoning or city codes, they are not regulatory in purpose or application Residents help shape these policies, which in turn inform city leaders on community values and prionties Information in the Comprehensive Plan is used in many facets of city life Of greatest note is its role in informing City Council goal setting, which creates the annual budget pnorities and land use decisions The message to the community in the plan is, "It is hoped that you will heed this Call to Action It is your responsibility to develop the action steps, create the strategies for success, be inclusive in your efforts, and make your community sustainable and resilient These are your ideas and you have the responsibility to participate in moving them forward " DISCUSSION Imagine Dubuque is highly illustrated and graphically designed to convey meaningful messages in a quick, interesting, and relatable manner The plan begins with an Executive Summary to Public Hearing - Imagine Dubuque Comprehensive Plan easily allow the reader to understand the purpose and priorities of the plan as well as the call to action for community -driven implementation for this new Comprehensive Plan. Following the Executive Summary are the Acknowledgements, Preamble, and Table of Contents. The 2017 Comprehensive Plan has ten (10) chapters as follows: 1. Introduction 2. Community Engagement 3. Economic Prosperity 4. Environmental Integrity 5. Social and Cultural Vibrancy 6. Housing 7. Community Facilities 8. Transportation and Mobility 9. Land Use 10. Call to Action (implementation) The Appendix includes a list of previously adopted plans, studies and analyses referenced throughout the document, an Economic Development Analysis, and extensive documentation of the Community Engagement process. There have been several modifications recommended to the Comprehensive Plan since the City Council reviewed the draft document at the September 6, 2017 work session. The Long Range Planning Advisory Commission held a public hearing on September 12, 2017 as required by City Code, and unanimously recommended adoption of the 2017 Comprehensive Plan with recommendations submitted by staff at the public hearing. The Commission's correspondence is provided separately. The Commission's recommended changes are summarized below: • Wording changes in Chapter 4: Environmental Integrity and Chapter 5: Social & Cultural Vibrancy. • Updated map in Chapter 7: Community Facilities. • Amendment to the draft Future Land Use Map per request of City of Peosta. In addition, Planning Services Staff is recommending that the City Council's 2032 Vision Statement from the 2017 annual goal setting session be modified to use the year 2037 for two reasons: 1) City Council's vision statement is an excellent summation of the plan's content, and 2) for consistency with the planning timeframe for Imagine Dubuque. REQUESTED ACTION Planning Services Staff recommends the City Council approve the enclosed resolution and adopt the Imagine Dubuque 2037: A Call to Action - 2017 Comprehensive Plan as presented. Enclosures cc: Laura Carstens, Planning Services Manager Ose Akinlotan, Planning Technician Mike Hoffman, Teska Associates F \I IsersLF F.Rzn\(H] Flan\C d i =c!unrit Updates- Fresentation sV le mc! 1.1%4.1 r,,mp Flan _ _ Fubi Heanng u9_16_I7 dcr 2 Prepared by: Laura Carstens. City Planner Address: Citv Hall, 50 W. 13th St, Telephone: 589-4210 Return to: Kevin Firnstahl. City Clerk Address: City Hall, 50 W. 13th St. Telephone: 589-4121 RESOLUTION NO. 322-17 ADOPTING THE 2017 COMPREHENSIVE PLAN Whereas, the Long Range Planning Advisory Commission has overseen an extensive, inclusive community planning process to create the 2017 Comprehensive Plan in accordance with Title 15 of the Dubuque City Code as directed by the City Council; and Whereas, the Long Range Planning Advisory Commission has recommended a final draft of the 2017 Comprehensive Plan for consideration by the Dubuque City Council. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF DUBUQUE, IOWA: Section 1. That the 2017 Comprehensive Plan, entitled Imagine Dubuque 2037: A Call to Action, is hereby adopted. Passed, approved and adopted this 18th day of September, 20 Attest: Age Kevfr . Firnstahl,ItY Cler DLJ Roy D. Buol, Mayor C. • 1 l� IMAGINE DUBUQUE • • VIABLE. LIVABLE . EQUITABLE City Council Public Hearing September 18th, 2017 TIMELINE Public Hearings: 9/12 — Long Range Planning Advisory Commission 9/18 — City Council August to December, 2016 • Events • Economic Prosperity Workshop • Interviews and Focus Groups • Leadership Team/ LRPAC IMAGINE DUBUQUE January to May, 2017 • Environmental Integrity Workshop • Social and Cultural Vibrancy Workshop • Working and Focus Groups • Leadership Team/LRPAC • June to September, 2017 • Equity Workshop • Draft Plan and Review • Leadership Team/LRPAC • LRPAC Open House (121 • City Council Public Hearings and Adoption (18th) VIABLE . LIVABLE . EQUITABLE c� IMAGINE DUBUQUE REPRESENTATIVE ENGAGEMENT 12,500+ IDEAS SHARED 51 Diverse Engagement Compared to City demographics, Imagine Dubuque engaged 2.5% more African American/Black Individuals and 1.5% more Hispanic/ Latino residents 5 Students + Millenials + Gen X Shared Focus groups and idea tools dispersed to area colleges and high schools effectively generated insights from those aged 19-34 years 6,000TOT + PROJECT PARTICIPANTS IS Engaged Seniors The depth of focus groups held at area senior homes increased awareness and insights from those aged 65 years and older. © More Females Approximately 4% more females than males engaged with Im- agine Dubuque based on the demographic data collected 12 MONTH OUTREACPROCESS" 500 PEOPLE PER MONTH OUTREACH OVERVIEW TOOLS + EVENTS 4,1 Pop,clip &albs, 5 Idea Booths 400+ Participants 2 .qifebdite 14,000+ Views 4,500+ Visitors / • goat, 30 Sessions 780+ Participants • 200+ Downloads 40+ Notifications Ia-tdhop 3; 4 Community -Wide 310+ Participants J 6 Polls 900+ Participants • DIMAGINE DUBUQUE 100+ Interviews glide(): 5Videos 500+ Views IMAGINE DUBUQUE INSPIRING IDEAS GOING TO THE PEOPLE • IDEA TALLY 6,000 2,300 1,500 1,200 700 500 300 12,500 IDEAS SHARED QUICK POLLS A total of 5 quick polls were posted and marketed via the website and app that gathered insights specific to (1) Dubuque Descriptors, (2) Economic Prosperity, (3) Environmental Integrity, (4) Social and Cultural Vibrancy, and (5) Equity. INTERVIEWS Over 100 interviews were conducted with Dubuque businesses, govemment entities, interest groups, neighborhood associations, local developers, partner organizations and stakeholders. COMMUNITY WORKSHOPS A total of four public workshops were held centered on (1) Economic Prosperity, (2) Environmental Integrity, (3) Social and Cultural Vibrancy, and (4) Equity All workshops included creative and collaborative activites to generate and prioritize ideas. IDEA TOOLS A variety of idea tools were created, marketing arid strategically distributed to cultivate representative community feedback. These tools include postcards, a mobile idea board, idea boxes, and an online idea sharing tool via the website and app. TRAVELING WORKSHOPS / FOCUS GROUPS The City and Project Team conducted over 30 traveling workshops / focus groups with varying consituents including students, seniors, local clubs, organizations, and interest groups to ensure representative feedback from all ages, races, and interests. WORKING GROUPS To generate expert insight and help inform priorities for community workshops, a total of four working groups were conducted with local leaders focused on (1) Economic Prosperity, (2) Environmental Integrity, (3) Social and Cultural Vibrancy, and (4) Equity. POP-UP EVENTS Three pop-up events were held to gather on -the -ground feedback via an Imagine Dubuque Idea Rooth. Events included Dubuque and All That Jazz, The Farmers Market, and Puttzin'Around Downtown. CHOICE ENGAGEMENT j Based on the depth of tools and opportunities to share input, Imagine Dubuque collected over 12k ideas in lust over 10 months. chat averages out to be over 1,000 ideas per month and nearly 40 ideas per day' /7\ • P Sane the ff'Jate AUGUST 16TH @ S:3OPM WASHINGTON PARK Imagine Dubuque Treat + Greet WWW.IMAGINEDUBUQUE.COM COOL TREATS + DISCUSSION + FUN Over 12,000 ideas and insights were shared. Residents "Imagined Dubuque" and we listened. Learn and comment on the next step toward defining Dubuque's futurel • THE CITY OF cif DIMAGINE 1JUB E DUBUQUE • Masterpiece on the 1icsissipili •p IMAGINE �Q�E 2037• • VIABLE • LIVABLE • EQUITABLE A CALL TOACTION ,� t rr1Tt > h "T.= 1110111-1I NI! iA' ii:rl I ■Ir 41I ntecmor rim 20 DUBU 17 iumuni E COMPREHENSIVE PLAN • • • • IMAGINE DUBUQUE COMPREHENSIVE PLAN GOALS • Community Driven • Focus on Enhancing the Viable, Livable, and Equitable Character of Dubuque • Roadmap to Achieving the City's Vision • Integrate Prior/ Current Planning Efforts • Meets/Exceeds Iowa Smart Planning Requirements DUBUQUE 2037 VISION STATEMENT Dubuque 2037 is a sustainable and resilient city and an inclusive and equitable community. Dubuque 2037 has preserved our Masterpiece on the Mississippi and has a strong, diverse economy and expanding connectivity. Our residents experience healthy living and active lifestyles; have choices of quality, livable neighborhoods; have an abundance of fun things to do; and are engaged in the community. IMAGINE • DUBUQUE LQ. What is the purpose of the IR' Comprehensive Plan? The Comprehensive Plan serves as a guide for the community's physical, social, and economic develop- ment It can only be considered successful through the input and implementation of the community at -large. Engaging the community in a conversation about the future of Dubuque was at the core of the Imagine Dubuque process Comprehensive Plans are policy guides. Unlike zoning or city codes, they are not regulatory in purpose or application. Information in the Comprehensive Plan is used in many facets of city life. Of greatest note is its role in informing City Council goal. setting, which creates the annual budget priorities and land use decisions. It is hoped that you will heed this Call to Action. It is your responsibility to develop the action steps, create the strategies for success, be inclusive in your efforts, and make your community sustainable and resilient. These are your ideas and you have the responsibility to participate in moving them forward. Q. How was the Plan created? How many ideas were shared? It was imperative to City leadership that the process of developing the Comprehensive Plan be inclusive and representative of the community. Ayear of com- munity outreach produced over 12;500 ideas from all sectors of Dubuque. This outreach took many forms, from casual conversations at pop-up events such as the Farmers' Market to focus groups, work- shops, surveys, and on-line submissions. Beginning with the City's Vision 2000 process initiated in 1990, the City has developed a tradition of local communi- ty planning excellence, and the Comprehensive Plan integrates those past planning efforts into one con- sistent vision for the community's future. PLAN AT A GLANCE 1 Introduction 2 Community Engagement 3 Economic Prosperity 4 Environmental Integrity 5 Social + Cultural Vibrancy 6 Housing 4 10 A Call To Action A Appendix (separate document) Imagine Dubuque's Communications Plan outlined the type, timing, and interplay of all components noted below. The diversity of these collec- tive elements together yielded over 12,500 ideas! Engagement Components As shown on page 2-3 of the Comprehensive Plan 0 Community® Pop -Up Focus Workshops Idea Booths Groups ECONOMIC PROSPERITY Future economicvitalitywill require new approaches. The Imagine Dubuque process took a multi -tiered strategy to adapt to these trends, including review of past studies, an independent Economic Development Analysis (see Appendur), and extensive input from both residents and businesses. The plan focuses on: ❑ Workforce retention/recruitment, and skills challenges to maintain strong employment growth and occupational diversity ❑ Attracting young professionals and promoting entrepreneurship ❑ Providing quality, affordable housing choices ❑ Supporting both industrial and commercial business growth ❑ Promoting opportunities for walkable mixed-use development ENVIRONMENTAL INTEGRITY Clean water, healthy air, and conservation of native plants and animals are key principles of environmental integrity supported in both Sustainable Dubuque and Imagine Dubuque. Key focus areas identified by residents during the planning process include: ❑ Expanded, sustainable stormwater management practices ❑ Implement the Climate Action & Resiliency Plan ❑ Promoting a healthy urban forest and native plantings, including pollinators ❑ Encourage edible landscaping and continued community gardens ❑ Implement the Catfish Creek and Bee Branch Watershed Management Plans ❑ Increase eco -education programming, particularly for children ❑ Expand programs to reduce,reuse, and recycle, including composting and building materials ❑ Strive to become a zero -waste economy SOCIAL AND CULTURAL VIBRANCY Social and cultural vibrancy is closely linked to our individual, community, and economic well-being. To enhance this vibrancy residents suggested: ❑ A focus on expanding access to healthy local foods ❑ Enhancing event access and participant diversity ❑ Continue focus on green buildings and historic preservation ❑ Improving perceptions of community safety ❑ Promote healthy lifestyles pry 1DEA INTERACT WHAT CAN WE DO TO MAKE DUBUQUE A MORE VIABLE, LIVABLE. AND EQUITABLE COMMUNITY? HOUSING Livable neighborhoods and housing -great places to live for all - is an important goal of the City Strength- ening the existing housing stock and neighborhoods while encouraging new housing to diversify choices is a focus of the Plan. Key community recommendations include: ❑ Enhance the existing housing stock ❑ Continue to improve access to quality, affordable housing throughout the community ❑ Expand opportunities for workers to live close to their jobs in Dubuque LI Provide targeted incentives to promote great places for all to live COMMUNITY FACILITIES Akey rote of local govemment is to provide services that enhance the quality of life in a community - such things as access to dean water and wastewater treatment, Rood protection, education, streets, parks, hiking/biking trails, etc. To support existing and future residents, key recommendations for community fadllties address: ❑ Maintenance and future expansion of water and wastewater systems ❑ Continued use of sustainable stormwater management practices ❑ Expansion of the fiber optic network and services Q Enhance partnerships between schools, the City,faith based groups, and non -profits ❑ Explore potential satellite facilities like a police substation or a west end library branch TRANSPORTATION AND MOBILITY Efficient use/access to transportation systems is critical to sustainability. Residents suggested a focus on: ® Implementing Complete Streets, ie. roadways designed for allmodes of travel, throughout the community ❑ Continued refinement of Jute bus service and paratransit services ❑ Enhanced regional connections, particularly via air and rail services ❑ Addition of roundabouts and technology enhancements to existing roadway system ❑ Strategic expansion of roadways to meet community demand LAND USE A key component of any Comprehensive Plan is an examination of existing and desired future land use pattems. The Plan and Map guides future development, and allows for strategic planning of infrastructure investments. Key resident -driven land use recommendations include: ❑ Promoting mixed-use,walkable, development patterns including residential, commercia and institutional uses ❑ Encourage infill development where possible, and protect important environmental assets as growth occurs to the west and south [13IDMUBUQ11%1UEE) CALL TO ACTION Just as the Imagine Dubuque Comprehensive Plan was built on community participation - partnerships and collaboration will be the key to implementing the plan recommendations listed below. Measuring successful plan implementation must focus on outcomes to make Dubuque a more viable, livable, and equitable commtmity. Robust Local Economy ❑ Cortirrue to diversify Dubuque's ecoricrny ❑ Oevebp a 'hyper -local' approach to diverse talent attraction/development ❑ Strengthen start-up businesses and entrepreneurial programming ❑ Promote economic resiliency O Identify markets and sites for new homes ci Enhance broadband service O Strengthen Dubuques role as a regional retail destination Sustainable Environment ❑ Complete and monitor Bee Brandi Watershed Flood Mitigation ❑ Implement the Catfish Creek Watershed Management Plan ❑ Implement the Climate Action + Resiliency Plan ❑ Support mobile air quality monrtonng ❑ Continue Healthy Homes strategies ❑ Implement a Comprehensive Tree Management Program ❑ Increase native plant, pollinator, and edible landscaping ❑ Conserve natural areas ❑ Promote children's environmental education ❑ Improve backyard and curbside composting ❑ Explore a community -wide Zero Waste Policy Vibrant Community ❑ Address mental health and addiction issues ❑ Increase institutional use of local foods ❑ Promote in -school healthy foods ❑ Work with health providers to promote healthy choices ❑ Support food production spaces, Community Supported Agriculture ❑ Network with other"food cities' ❑ Promote healthy foods preparation ❑ Harvest boat solid waste for compost ❑ Sipport front yard food gardening ❑ Implement the Community Solutions Action Plan ❑ Improve crash collection in downtown ❑ Ensure safe lighting of active pedestrian zones ❑ Enhance sidewalk connectivity ❑ Support community potarg efforts ❑ Support safe neighborhoods through community partnerships Diverse Arts,Culture, Parks, and Recreation ❑ Update the Parks and Recreation Plan ❑ Community Health «Wellness/ReueaticnCenter ❑ Make Dubuque more dog -friendly ❑ Further efforts of Inclusive Dubuque ❑ Expand childcare options and resources ❑ Bnng events to all neighborhoods ❑ Co -market community events ❑ Encourage new forms of culture and art ❑ Promote preservation, adaptive reuse of buildings and materials ❑ Communicate benefits of histonc preservation ❑ Utilize emerging funding sources to support rehabilitation Q Expand programs to tram preservation -related building trades Livable Neighborhoods and Housing ❑ Review codes/incentives to promote fair, quality, affordable housing ❑ Link neighborhoods with community groups health, arts, etc) ❑ Promote appropriate mixed-use development ❑ Support the Green and Healthy Homes Initiative and inspections ❑ Monitor affordability and housing stress ❑ Prcmote self-sufficiency opportunities ❑ Increase availabitityof scattered Housing Choice Voucher units Community Fadlities ❑ Expand sanitary sewer system to meet needs ❑ Address water system needs ❑ Integrate Vernon Township and Barrington Lakes water systems O Update the city-wde stormwater management ordinance O Expand fiber optic access ❑ Monitor progress toward environmental goals ❑ Explore 911 Communication Center needs ❑ Evaluate cost/benefits/needs for police substation ❑ Explore need for/relocation of a southwest fire station ❑ Explore potential for a West End library branch ❑ Implement the Chaplain Schmitt Island Master Plan O Repurpese the Five Flags Civic Center rsnottaton *Mobility ❑ '.pplyComplete Streets principles throughout Dubuque ❑ C r ient new development to the street ❑ Monitor bus routes to enhance efficiency and effectiveness ❑ Expand passenger air and rail service O Target new development near the airport; restrict residential ❑ Leverage technology to improve vehicular mobility and safety ❑ Implement the Dubuque Metropolitan Area Transportation Study 2045 Long Range Transportation Plan Land Use ❑ Promote access to education, recreation and services inadneighborhoods ❑ Link neighborhoods viatrails and open space ❑ Integrate development into the environment ❑ Encourage a mix of housing options for all ❑ Encourage multi -family devebpment near jobs/walkable, mixed-use areas ❑ Adjust zoning regulations to promote mixed-use development ❑ Explore a new schoolsitetosend future development along Southwest Artenal ❑ Explore opportunities for limited commercial within neighborhoods ❑ Concentrate commercial uses downtown and along major corridors ❑ Allow for new or expanded industrial parks ❑ Provide recreational opportunities for all ❑ Explore additional nverfront recreational opportunities ❑ Explore potential for a mountain biking facility "Under conditions of complexity, not only are checklists a help, they are required for success." " Atul Gawande Sustainable Environment Complete and monitor Bee Branch Watershed Flood Mitigation Implement the Catfish Creek Watershed Management Plan Implement the Climate Action + Resiliency Plan Support mobile air quality monitoring Continue Healthy Homes strategies Implement a Comprehensive Tree Management Program Increase native plant, pollinator, and edible landscaping Conserve natural areas Promote children's environmental education Improve backyard and curbside composting Explore a community -wide Zero Waste Policy Vibrant Community ❑ Address mental health and addiction issues ❑ Increase institutional use of local foods ❑ Promote in -school healthy foods ❑ Work with health providers to promote healthy choices ❑ Support food production spaces, Community Supported Agriculture ❑ Network with other"food cities" ❑ Promote healthy foods preparation ❑ Harvest local solid waste for compost ❑ Support front yard food gardening ❑ Implement the Community Solutions Action Plan ❑ Improve trash collection in downtown ❑ Ensure safe lighting of active pedestrian zones ❑ Enhance sidewalk connectivity ❑ Support community policing efforts ❑ Support safe neighborhoods through community partnerships Atul Gawande is an American surgeon, writer, public health researcher, Harvard professor, TED Talker, contributing writer for The New Yorker. CHAPTER 3 ECONOMIC PROSPERITY CHARTER AT A GLANCE O Introduction 0 Employment 0 Equity and Economic Prosperity O Housing O Business 0 Mixed -Use 0 Recommendations 3-02 3-03 3-10 3-11 3-13 3-17 3-1S • Workforce retention/ recruitment, and addressing skills challenges to maintain strong employment growth and occupational diversity • Attracting young professionals and promoting entrepreneurship • Supporting both industrial and commercial business growth • Promoting opportunities for walkable mixed-use development . IMAGINE • DUBUQUE Bee Branch Watershed CHAPTER 4 ENVIRONMENTAL INTEGRITY —SESSIMMil CI Introduction 4-02 O Clean Water 4-03 O Clean Air « Energy 4-05 O Healthy Neighborhoods 4-07 O Land Conservation 4-12 O Eco -Education 4.15 O Reduce, Reuse, Recycle 4-18 O Hazard Mitigation 4-20 O Recommendations 4-21 -0T411.11"' 1 • Expanded, sustainable stormwater management practices • Implement and Monitor the Climate Action & Resiliency Plan • Promote a healthy urban forest and native plantings • Increase eco -education programs • Strive to become a zero -waste economy IMAGINE • DUBUQUE • • • Facade Mural adjacent to The Smokestack, 62 E 7th St, Dubuque, IA l 1— CHAPTER 5 SOCIAL+ CULTURAL VIBRANCY CHAPTER ATA GLANCE O Introduction 0 Healthy Local Foods 0 Education+Empowerment O Diversity + Inclusion O Arts+Entertainment O Historic Preservation O Community Safety O Health + Human Services O Recreation o Recommendations 5-2 5-4 5-7 5-10 5-12 5-16 5-18 5-20 5-22 5-24 Maillf64 • Expanding access to healthy local foods • Enhancing event access and participant diversity • Continue focus on green buildings and historic preservation • Improving perceptions of community safety • Promote healthy lifestyles IMAGINE • DUBUQUE •. CHAPTER 6 HOUSING CHAPTERATAGLANCE ❑ Housing Mix and Age ❑ Quality Affordable Housing ❑ Healthy Homes ❑ Urban Revitalization ❑ Partnerships and Incentives ❑ Recommendations 6-2 6-3 6-9 6-9 6-10 6-11 • Enhance the existing housing stock • Continue to improve access to quality, affordable housing throughout the community • Expand opportunities for workers to live close to the their jobs • Provide targeted incentives to promote great places for all to live IMAGINE • DUBUQUE • • •. CHAPTER 7 COMMUNITY FACILITIES CHAPTER ATA GLANCE O Clean Water 7-2 0 Gas, Electric, Telecommunications 7-12 O Public Safety 0 Infrastructure 0 Education ❑ t,lunicipal Facilities O Recommendations 7-14 7-16 7-17 7-22 7-27 • Maintain and expand water and wastewater systems • Continued use of sustainable stormwater management practices • Expansion of the fiber optic network and services • Explore potential satellite facilities for a police substation, west end library branch, and southwest fire station . IJ IMAGINE • DUBUQUE Bike Path in the Historic Millwork District r CHAPTER 8 TRANSPORTATION + MOBILITY CHAPTER ATA GLANCE O Introduction O Input +Vision O Travel Patterns O Complete Streets O Case Study: JFK Corridor O Public Transportation O Connections to Other Regions O Automobile Travel 0 Recommendations 8-02 8-03 8-04 8-06 8-09 8-18 8-21 8-23 8-31 1 • Implementing Complete Streets • Continue refinement of Jule bus services and paratransit services • Enhance regional air and rail service • Explore additional roundabouts and technology enhancements to existing roadway system • Strategic expansion of roadways to meet demand IMAGINE DUBUQUE Industrial Buildings Reinvented into Mixed -Use Residential and Commercial Uses in the Historic Millwork District CHAPTER 9 LAND USE CHAPTER ATAGLANCE D Introduction O &icing Land Use O Future Land Use O Growth and Annexation O Recommendations 9-2 9-3 9-8 9-15 9-17 it • Promote Mixed-use, walkable development patterns • Encourage infill development and protect important environmental assets • IMAGINE • DUBUQUE . . .+ DUBUQUE FUTURE LAND US G z W C W ROADS SW ARTERIAL 2 MILE ETJ FLOOD PLAIN LAND USE ilk ■ i.? IDUBUQUEMAGINE SINGLE FAMILY MULTI -FAMILY MIXED USE INSTITUTIONAL GROWTH AREAS CITY LIMITS SURROUNDING CITIES COMMERCIALS INDUSTRIAL PARK & OPEN SPACE D Future Land Use: Current City Limits industrial Institutional 7% Single Family 38% Park and Open Space 18% vw 9% Mixed -Use 3% Commercial 12% ICHAPTER 10 A CALL TO ACTION CHAPTERATA GLANCE ❑ Introduction ❑ Paitnershrps foi a Bettei Dubuque ❑ Recommendations ❑ Priorities and Measuring Success 10-2 10-4 10-7 10-22 • Partnerships for a Better Dubuque • Priorities and implementation must remain community driven • Monitoring and measuring outcomes IMAGINE • DUBUQUE • • • WORKING TOGETHER TO BECOME MORE VIABLE, LIVABLE, & EQUITABLE S,),stainabi Green 5 (( DUBUQUEN )) C�SUSTAINABLE i DUBUQUE a�ss Inifi 401 MAb STREET uL nuQk E AKLA DUBUQUE CIIAMISER INITIATIVES icDeve/ Greater Dubuque HO STARTUP DUBUQUE access dubuque jobs • DIMAGINE• DUBUQ DUBUQUE cotttut Care Cuimnuniry Fuund-anor, ofGruietDant. ab# Multicultural Family Center 1 ouwRau INCLUSIVE dubuque Connecarg reople.saenglenngcn m y `omrunit Ce nl faces&voices • 121 y useum an CIRCLES' INITIATIVE M. nm.ui.mr Crescent Community HEALTH CENTER ort Serpi, oiunfly cote kyr .,r LL ianiern ceiu°er DU DREAM IIUMAN E .SOC [FTY Arts and Culture hlbatem i rGducation Holy Family /A/NOR7r7E4STTOWA Y_ COuanmm'COra ' . • DCOM. buqueo s Claike LORAS COLLEGE High Performance Community 0/ Partnerships /OS 110 I k Outcomes /Vs" HEALTH & a 11 m < Health + Safety Strengthen communities to be healthy, resilient and safe places for resi- dents and businesses. NATURAL -1 -cm Natural Systems Protect and restore the natural resource base upon which life depends. ECONOMY Economy + Jobs I3 Create equitably shared 03 v' prosperity and access to quality jobs. BUILT -1 m z 0 3 m z -a Built Environment Achieve livability, choice, and access for all where people live, work, and play. CLIMATE RI m z m CI Climate + Energy Reduce climate impacts through adaptation and mitigation efforts and increase resource efficiency. EDUCATION,ARTS Ie n 0 3 C z Education,Arts + Com- munity Empower vibrant, educated, connected, and diverse communities EQUITY & m Equity + Empowerment Ensure equity, i nclusion, and access to opportuni- ty for all citizens The City of Dubuque would like to thank all those residents, stakeholders, and organizations that generously shared their time, experiences, and knowledge with Imagine Dubuque. The ideas and contributions of the Dubuque community make this Comprehensive Plan an actionable vision for a more viable, livable, and equitable community. DUBUQUE, IOWA , MASTERPIECE ON THE MISSISSIPPI Planning Services Department City Hall 50 West 13th Street Dubuque, IA 52001-4864 (563) 589-4210 phone (563) 589-4221 fax (563) 690-6678 TDD vlannin citvofdubuaue.or¢ Masterpiece on the Mississippi The Honorable Mayor and City Council Members City of Dubuque City Hall — 50 W. 13th Street Dubuque IA 52001 Dubuque * AmeilcaCiry 11111! 2(Cr'• 3p;.$111. 2017 September 15, 2017 Applicant: City of Dubuque Description: Draft Imagine Dubuque 2037: A Call to Action — 2017 Comprehensive Plan Dear Mayor and City Council Members: The City of Dubuque Long Range Planning Advisory Commission held a public hearing on the draft Imagine Dubuque 2037: A Call to Action — 2017 Comprehensive Plan. The draft plan, staff memo and related materials are attached for your review. Discussion Representatives of the Planning Services Department and Teska Associates spoke in favor of the request, reviewing a PowerPoint presentation. The presentation outlined the format for the Comprehensive Plan; the community engagement outreach tools, events, and results; the content and key recommendations of each chapter in the plan; and the call to action for community involvement and partnerships for plan implementation, establishing priorities, and measuring success. There were public comments received from Paul Schultz, President of Green Dubuque, relative to partnership with Green Dubuque, solid waste collection and facilities, and climate adaptation. Staff distributed a staff memo with recommendations for addressing comments received on the draft plan. The result of these recommendations is listed below. Chapter 4: Environmental Integrity Change paragraph one on page 4-5 to the following: "The Dubuque Community Climate Action & Resiliency Plan establishes a goal of 50% reduction of greenhouse gas emissions to 2003 levels by the year 2030. The plan identifies contributors to greenhouse gases in Dubuque and sets forth an impact reduction target to achieve the 50% goal. Important to this effort is Dubuque, along with its partners, should regularly update the 50% by 2030 Community Climate Action & Resiliency Plan to stay current on best practices in greenhouse gas mitigation, climate adaptation, and resiliency. Reduction policy areas are summarized in the table below." Service People Integrity Responsibihty Innovatron Teamwork The Honorable Mayor and City Council Members Page 2 Add to the end of the bullet on page 4-17 Backyard composting resources: "If this is not an option, DMASWA operates a Compost Facility located at the Dubuque Metro Landfill on Highway 20". At the end of the "Collection Services" paragraph on page 4-17, add a sentence: "The DMASWA Landfill is home to the Household Hazardous Materials Regional Collection Center which offers seasonal, drop-off opportunities for household hazardous wastes". Chapter 5: Social & Cultural Vibrancy Add a sentence on page 5-6: "It will be important for Dubuque and its partners to enhance in -city food production, community resiliency, and help eliminate food deserts". Chapter 7: Community Facilities Update the community facilities map on page 7-27 to include the DMASWA Landfill. Add a link to the City website for the REThink Waste Dubuque Waste Wizard at the end of the last paragraph on page 7-12. Chapter 9: Land Use Update Figure 9.10 on page 9-14 with the amended draft Future Land Use Map per request from the City of Peosta as shown on the attached Exhibit. The Commission received and filed the staff memo and recommendations. The Long Range Planning Advisory Commission discussed the draft plan, and complimented City staff and the consultants on conducting a diverse community engagement process and preparing a quality Comprehensive Plan. The Commission advocated for continued use of the Comprehensive Plan at the beginning of project planning and budgeting, rather than a checkpoint at the end of these processes. Recommendation By a vote of 4 to 0, the Long Range Planning Advisory Commission recommends that the City Council approve the draft Imagine Dubuque 2037: A Call to Action — 2017 Comprehensive Plan as presented. A simple majority vote is needed for the City Council to approve the request. Respectfully submitted, John Pregler, Vice Chairperson Long Range Planning Advisory Commission Attachments Service People Integrity Responsibility Innovatron Teamwork RDSVILLE Exhibit Draft Amended Dubuque Future Land Use Map Major Roads Potential Growth Areas SW Arterial City limits 0 2 Mile ETJ Surrounding Flood Plain Cities Future Land Use Single Family ■Commercial Multi -Family Industrial ■Mixed Use ■Park & Open Space ■Institutional El Agricultural THE CITY OF VUB hinsterp.ece an the tsstssppi IMAGINE DUBUQUE 0 0.75 1.5 3 Miles THE CITY OF DuiUi Masterpiece on the Mississippi TO: Long Range Planning Advisory Commission FROM: Laura Carstens, Planning Services Manager Dubuque All -America City 11 1' w 2007 • 2012 • 2013 • 2017 SUBJECT: Recommended Disposition of Comments Received for Imagine Dubuque Comprehensive Plan for Action at the September 12 Public Hearing DATE: September 12, 2017 INTRODUCTION This memo transmits the recommended disposition of comments received on the City of Dubuque's new Comprehensive Plan, Imagine Dubuque 2037: A Call to Action for Commission action at the September 12, 2017 public hearing. DISCUSSION Below Planning Services staff's recommended disposition of comments received on the Imagine Dubuque Comprehensive Plan: Resilient Community Advisory Commission: The Commission is asked to receive and file; no action requested. Green Dubuque comments submitted by Paul Schultz: The Commission is asked to receive and file, and then concur with the staff recommendations in the chart that follows the comments. City of Peosta requested amendment of draft Future Land Use Map: The City of Peosta has requested that three areas be removed from the City of Dubuque' draft Future Land Use Map. The City of Dubuque has identified that Areas and B should remain due to future water line extensions, but that Area C can be removed (see Exhibit 2). The resulting map amendment removing Area C is shown on Exhibit 3. The Commission is asked to receive and file, and then concur with the staff recommendation. City of Asbury correspondence on draft Future Land Use Map: The Commission is asked to receive and file; no action requested. RECOMMENDATION Planning Services staff recommends that the Commission receive and file the attachments, and then concur with the Planning Services staff's recommendations. Attachments cc: David Johnson, Assistant Planner / Imagine Dubuque Project Manager Ose Akinlotan, Planning Technician / Assistant Imagine Dubuque Project Manager 1 David Johnson From: Cori Burbach Sent: Tuesday, September 12, 2017 10:19 AM To: Laura Carstens; David Johnson; Ose Akinlotan Subject: RCAC Comments re: Comprehensive Plan Laura, Dave, and Ose, During Commissioner reports, Laura RousselI asked for feedback from the RCAC on the Imagine Dubuque plan. The Commission did not make any formal motion, but asked that I pass on the following comments to staff. 1. Overall, they are very impressed with the engagement process that went into creating the plan, as well as they resulting plan. Congratulations and thanks to staff and Teska were expressed! 2. Timing: They reiterated the timing concerns they brought up when Dave and Ose met with them this summer to get feedback. Given the lengthy community engagement process to gather ideas, they're disappointed in the two week public review period for the plan. They do, however, understand the logic in adopting in time to inform the FY2019 budget process, and hope that there will be ongoing conversations with the community about what ended up in the plan. 3. Lessons learned: The Commission believes we probably accomplished a lot and had some key lessons learned from the old Comp Plan, and that those lessons informed the development of the Imagine Dubuque plan. They asked whether a paragraph could be added to the executive summary that identifies those lessons learned and draws the connection between the two. Their exact words: "I'm sure the planners understand the evolution, but my bet is that other City staff, and definitely the public, don't understand the Zink. " 4. RCAC involvement going forward: The commission was very excited about their prominence in the implementation plan, and also curious about it. I told them I would schedule a meeting with Planning staff after the plan was adopted to talk about how LRPAC and RCAC could coordinate and be most effective. Look for an invite soon! Thanks for all your great work, and expert managing of tight timelines! Cori 1 A. Related to Climate, Clean Air, and Energy which seem to be bundled together, the referenced Climate Action & Resiliency Plan seems to be more of an obligation to fulfill in order to comply with outside organizational requirements rather than as a fully integrated tool in planning for the next 20 years. Updating the 50% by 2030 GHG Reduction Plan is not referenced as an element in moving forward on STAR and neither are solid waste climate and resiliency impacts. Green Dubuque Response to Teska on the Community Comprehensive Plan Draft by Paul Schultz Comment Response 1.This Community Plan is not a City Plan and has much to offer. It Lsignificantly identifies many new and old planning considerations to benefit our community over the next 20 years. Agree, no changes are needed. 2. Four main elements in the Imagine Dubuque proposed Community Plan intersect with six Green Dubuque Focus Issues: Climate, Energy, Clean Air, Local Food Systems, Zero Waste, and Complete Streets. Agree, no changes are needed. Imagine Dubuque is not a replacement for specific studies, plans, or initiatives. Instead it supports existing initiatives, informs new community goals, and establishes a framework for collective, community -wide implementation through partnerships. It is recommended Imagine Dubuque not attempt to identify specific strategies or timeframes. In response to your concern we will note that Dubuque, along with its partners, should regularly update the 50% by 2030 Community Climate Action & Resiliency Plan to identify trends and new best practices in greenhouse gas mitigation, climate adaptation, and resiliency." B. Smart Resource Use/Sustainable Materials Management/Solid Waste programs and operations contain significant errors, are very disconnected, and absent in key Imagine Dubuque intersects. The community and municipal facilities of recycling drop-offs, compost processing facility, Household Hazardous materials drop-off facility, recyclables processing facility and landfill are not identified on an appropriate map. They are not identified in the document text as elements with community/municipal facilities, infrastructure, or STAR component scoring under Climate and Energy. Without referenced potential capital requirements that will require some public or private funding, operations such as expanded food residuals composting/dry fermentation or building and construction diversion/ReStore will not be able to develop as recommended in this plan. We will update the community facilities map on page 7-27 to include the landfill. We will also elaborate on the services (compost processing facility and Household Hazardous materials) in Chapter 7. We are going to add a link in the Chapter to REThink Waste DBQ Waste Wizard where residents can go to learn how to properly dispose of items. With respect to your suggestion regarding funding and capital requirements, most everything in Imagine Dubuque has public and/or private fiscal impact and it would not be appropriate to identify for one activity. The STAR Communities certification is described in the Implementation section of the plan. The relationship of individual outcomes and actions to the STAR framework are not mentioned throughout the document, both for simplicity, and due to way in which Dubuque has decided to use STAR. The STAR Communities certification is a framework to measure progress in sustainability areas the Dubuque community has identified as priorities, not as a checklist or to-do list we are trying to complete. As such, it's less important to identify individual actions that are part of the STAR system, and more important to talk in the Implementation section about how we will measure progress towards our sustainability and Imagine Dubuque goals utilizing the framework C. The Zero Waste Economy element: Reduce, reuse recycle gains will precede transitioning to a zero -waste economy. We will need to identify infrastructure expansion for paths to zero waste especially composting and building materials. The first step is to dis-incentivize landfilling, minimize the wasting, recover materials for beneficial use, and redesign products for durability. Also needed is to promote conservation ethics and green lifestyle education while implementing product stewardship programs. A Zero Waste Economy is way more than manufacturing with recycled content! The plan generally does speak to the concept of moving towards zero waste. Specific implementation strategies are not appropriate for this document. D. Local Food Systems identifies many great ideas but does not integrate them adequately with land use related to Park and Open Space, and likely physical and social climate impacts. Access to suitable land for community gardens and urban agriculture should begin to be identified along with arrangement for city supplied fee- based water as needed. In -city food production is a key resiliency and equity element that should be planned related to climate impacts. Several most significant community groups are not listed as community partners under Food: Dubuque Eats Well (DEW) is Dubuque's prioritized planning group, Dubuque Community Garden Coalition with 373 Face Book followers and Green Dubuque. Green Dubuque and four of its board members have been active and key members developing our Local Food System. A better approach would be to address this in a more general and broader sense ie. "Enhance in -city food production, community resiliency, and help eliminate food deserts." E. Complete Streets has great elements. But regular consulting with key stakeholders and being held accountable for full transparent fulfillment of robust Complete Streets protocols will be needed. The following Inspire Dubuque statement is especially true related to Agree, no changes are needed. E Complete Streets. "It is important to understand that this is a community plan and not a city plan. Most of the ideas brought out in this process will depend on community organizations and community members to move forward." 3. Clean Water and Eco -Justice are common issues to both of us. Green Dubuque does not see a significant role for us in these plan areas at this time and does not need to be listed as a partner. We are partners with Catfish Creek Development Authority and will continue provide clean water education as we facilitate the Watershed Game tool. Agree, no change are needed. Masterpiece on the Mississippi Karen Snyder, City Clerk City of Peosta Peosta City Hall 7896 Burds Road, P 0 Box 65 Peosta, IA 52068 Dubuque hiabei AlMmerleagty 11111, 2007.2012.2011.1.017 SUBJECT: City of Dubuque's Draft Future Land Use Map Dear Karen, Planning Services Department City Hall - 50 West 13th Street Dubuque, IA 52001-4845 (563) 589-4210 phone (563) 589-4221 fax (563) 690-6678 TDD vlannln2 catvofdubuaue ore September 12, 2017 This letter responds to the City of Peosta's correspondence dated August 24, 2017 regarding the draft Future Land Use Map developed in conjunction with the City of Dubuque's new Comprehensive Pian, Imagine Dubuque 2037 A Call to Action Thank you for providing information about the City of Peosta's 2045 Future Land Use Map adopted in 2015 The City of Dubuque currently has a water line along Cottingham Road from Bnarwood Dnve to just south of Red Maple Drive as shown by the solid blue line on the enclosed Exhibit 1 The City's goal would be to loop the Dubuque water system, which would include a water main extension along Cottingham Road south from the current terminus to at least North Cascade Road as shown by the dashed blue line on Exhibit 1 As a result, the position of the City of Dubuque is that Areas A and B as shown on the enclosed Exhibit 2 should remain on the map The City of Dubuque will need to further evaluate running a water line along Cottingham Road north of Bnarwood Dnve, but that does not seem to affect your request As a result, the position of the City of Dubuque is that Area C as shown on the enclosed Exhibit 2 would be removed from the City of Dubuque's map Planning Services staff will be recommending that the Dubuque Future Land Use Map be amended to reflect removing Area C as shown on the enclosed Exhibit 3 This recommendation will be provided to the Dubuque City Council at their September 18, 2017 public heanng to adopt the 2037 Comprehensive Plan Please feel free to contact me if you have questions or would like more information Thank you Sincerely, Laura Carstens Planning Services Manager Enclosures cc Denise Ihrig, Water Department Manager David Johnson, Assistant Planner / Imagine Dubuque Project Manager Sery ice People Integrity Responsibility Innovation Figure 13.4 Peosta Future Land Use Map 10 0 N Future Land Use • • 3 51i 1 �1y fes` •"'Ore.VP.../ Single Family Residential Alulti-F€ mily Residential 0 0 1 e ca o in cr, es c a E 0 .s C 0 . i v a E N n N (7 Q 41 ,i)J �, f�3 O " d p 4 to 0 0 J cv 0 a Q u_ n_ i 0 0 : Thunder Hills Interchange Iowa DOT Preferred Alternative es es 0 0 O d Proposed Road Closure SHERRILL DUBUQUE FUTURE LAND USE DRAFT . 0 1.5 3 Miles 0 ROADS I I GROWTH AREAS Z SW ARTERIAL CITY LIMITS W I= 2 MILE ETJ '////////// SURROUNDING CITIES FLOOD PLAIN W J FUTURE LAND USE SINGLE FAMILY W MULTI -FAMILY El MIXED USE El INSTITUTIONAL MI COMMERCIAL IN INDUSTRIAL I. PARK & OPEN SPACE 1 1 ZWINGLE IMAGINE DUBUQUE RDSVILLE DURBpI�a� Exhibit 3 Major Roads Potential Growth Areas SW Arterial City limits 0 2 Mile ETJ Surrounding Flood Plain Cities Future Land Use Single Family ■Commercial Multi -Family Industrial ■Mixed Use ■Park & Open Space ■Institutional El Agricultural THE CITY OF L_)UB Masterpiece an the E ISSISSIppi 0 0.75 1.5 IMAGINE DUBUQUE 3 Miles 563-556-8755 7896 Bunds Road • P.O. Box 65 August 24, 2017 Laura Carstens Planning Services Manager City Hall — 50 W. 13th Street Dubuque, IA 52001 Dear Laura, eosi�a Community Ceram 563-556-8751 Peosta, IA 52068 The Peosta Planning and Zoning Commission and City Council reviewed the City of Dubuque Draft Future Land Use Map. Enclosed is the Future Land Use Plan Map that the City Council adopted in June, 2005; the land use plan and map were developed to guide and facilitate development within Peosta and the surrounding areas. As a member of the Smart Planning Consortium, Peosta used the Dubuque County Regional Smart Plan as a guide to develop their Comprehensive Plan and adopted the plan along with the Future Land Use Map 2045 on August 25, 2015. It should be noted that the area included in the Future Land Use Map remained the same as the map that was adopted in 2005. Peosta respectfully requests that the City of Dubuque amend their map so that the small area that currently infringes on our map be removed from your draft map. Please feel free to contact me if you would like to further discuss. Sincerely, Larry Mescher Mayor Enclosures To Tho Future" SAIVAJOZBANSIGAN speom pesoio speo pesodoid 70 C) (1) 'T) 0 01 = 0 0 m 0 , 0 M 0 co 0 = 0 0 0 aeykl SUId poopd = 3 00 0. 1210.1GUJUU00 spueiieuonsu MOP sen pin amod 0. 0 2 0 co D Q. -a to c2 3 = co D u. O u) -0 O N to a d J a O CV; O =L - el LO is 6 0u_CV Future Land Use E 0 2 To • io c c d Single Family Residential Mufti -Family Residential 0 m c c � c _ E NN- 1 Ci CS CO J N U 0. CC 11111 iLIU Flood Plain Proposed Roadway Thunder Hills Interchange Iowa DOT Preferred Alternative 0 CC 0 Proposed Road Closure • SHERRILL c,1 PoCKARDSVILLE DUBUQUE FUTURE LAND DRAFT 1111111=11111111M I I I 0 ROADS I I GROWTH AREAS Z SW ARTERIAL CITY LIMITS ill 2 MILE ETJ '////////// SURROUNDING CITIES FLOOD PLAIN W FUTURE LAND USElig SINGLE FAMILY MULTI -FAMILY El MIXED USE El INSTITUTIONAL MI COMMERCIAL • INDUSTRIAL I. PARK 8 OPEN SPACE 1 1 ZWINGLE IMAGINE DUBUQUE Masterpiece on the Mississippi Beth Bonz, City Administrator City of Asbury Asbury City Hall 5290 Grand Meadow Drive, Suite 1 Asbury, IA 52002 Dubuque AA -America Clty VIA EMAIL SUBJECT: City of Dubuque's Draft Future Land Use Map Dear Beth, Planning Services Department City Hall - 50 West 131h Street Dubuque, IA 52001-4845 (563) 589-4210 phone (563) 589-4221 fax (563) 690-6678 TDD vlanninevcitvofdubuaue.org September 7, 2017 This letter responds to the City of Asbury's correspondence dated August 24, 2017 regarding the draft Future Land Use Map developed in conjunction with the City of Dubuque's new Comprehensive Plan, Imagine Dubuque 2037: A Call to Action. Thank you for providing information about the City of Asbury's Future Land Use Map adopted in 2012. The City of Dubuque welcomes the opportunity to discuss with the City of Asbury the annexation potential of the overlapping areas of our communities' future land use maps. The Dubuque City Council will hold a public hearing at their September 18, 2017 public hearing to adopt the 2037 Comprehensive Plan. will be in touch after adoption of Dubuque's new Comprehensive Plan to schedule a meeting. Please feel free to contact me if you have questions or would like more information. Thank you. Sincerely, Laura Carstens Planning Services Manager cc: David Johnson, Assistant Planner / Imagine Dubuque Project Manager bc: Mike Van Milligen, City Manager Service People Integrity Responsibility Innovation August 24, 2017 CityofAsbu ry Laura Carstens, Planning Services Manager City Hall 50 West 13th Street Dubuque, IA 52001-4845 VIA EMAIL RE: City of Dubuque Draft Future Land Use Map Dear Laura, � Ec�Eodr� _ J AUG 2 8 2017 OF DUBUE PLANNING CITY SERVICES UQ The City of Dubuque Future Land Use Map has been shared with the City of Asbury's Mayor and City Council, Planning and Zoning Commission, staff and other community stakeholders. The two-mile radius as shown on the Draft Future Land Use Map encompasses the entire City of Asbury. As a result, the City of Asbury has areas in our Future Land Use Map that are planned for future growth that are included in this draft. It is a priority of the City of Asbury to continue to grow in an orderly manner as indicated by the current City of Asbury Land Use Map which is enclosed for your information. Development will be mostly residential, mixed uses, office or commercial. For the overlapping areas, it may be beneficial to meet and discuss the annexation potential in these areas. Please feel free to contact me if you have any questions. Sincerely, Beth Bonz City Administrator Enc cc: James Adams, Mayor 5290 Grand Meadow Drive, Suite 1 • Asbury, Iowa 52002-2589 cityofasbury.com • info@cityofasbury.com 563.556.7106 O 0 c crv c c CDom. O 0 O -i. cy 1!Z cr o o N n O 0 cr .Q 0 c c c m 0 c Z r- 2 2 X (D Q c (D L'3=!]iT2:EIL LLI A equeeise_ /C'we a •ui� 1 I o I 0 71 cu1!) o CDR C Q) O. N -0 7 0 O I CD W 0 o T o Ci, • IMAGINE 17vQUF• • VIABLE • LIVABLE • EQUITABLE A CALL l0 ACTION 1' El II. iiii;41 0- 1111 EMIR ri IF4rglif 11.11111 U�lPl� Masterpiece on the Mississippi 2017 COMPREHENSIVE PLA Page Intentionally Left Blank for Double -Sided Printing Dubuque Mayor Roy D. Bud. The hallmark of Dubuque's success over the past two decades has been community engagement. The City of Dubuque has engaged residents, stakeholders, and partners from the private and public sectors in all major initiatives. This community engagement has been critical in our recipe for Dubuque's success: people, planning, and partnerships. The Imagine Dubuque campaign was a new level of community engagement, showing our people and partners the importance of planning and gathering their thoughts on the future of our community. It was the City Council's mission to ensure this plan celebrates the collective "voice" of our community and sets a course for becoming a more viable, livable, and equitable community. This plan will help shape the future and define the success of our community for years to come. We must remember, Imagine Dubuque is more than a plan, it is a Call to Action. These are your ideas. Please participate in moving them forward. - Mayor Roy D. Buol CITY COUNCIL Ric W. Jones At -Large Representative Luis Del Toro Ward 2 Representative David T. Resnick Kevin J. Lynch At -Large Representative Ward 1 Representative Joyce E. Connors Jake A. Rios Ward 3 Representative Ward 4 Representative • 2037: A CALL TO ACTION Q. What is the purpose of the Comprehensive Plan? The Comprehensive Plan serves as a guide for the community's physical, social, and economic develop- ment. It can only be considered successful through the input and implementation of the community at -large. Engaging the community in a conversation about the future of Dubuque was at the core of the Imagine Dubuque process. Comprehensive Plans are policy guides. Unlike zoning or city codes, they are not regulatory in purpose or application. Information in the Comprehensive Plan is used in many facets of city life. Of greatest note is its role in informing City Council goal setting, which creates the annual budget priorities and land use decisions. It is hoped that you will heed this Call to Action. It is your responsibility to develop the action steps, create the strategies for success, be inclusive in your efforts, and make your community sustainable and resilient. These are your ideas and you have the responsibility to participate in moving them forward. Q. How was the Plan created? How many ideas were shared? It was imperative to City leadership that the process of developing the Comprehensive Plan be inclusive and representative of the community. Ayear of com- munity outreach produced over 12,500 ideas from all sectors of Dubuque. This outreach took many forms, from casual conversations at pop-up events such as the Farmers' Market to focus groups, work- shops, surveys, and on-line submissions. Beginning with the City's Vision 2000 process initiated in 1990, the City has developed a tradition of local communi- ty planning excellence, and the Comprehensive Plan integrates those past planning efforts into one con- sistent vision for the community's future. • i Introduction PLAN AT A GLANCE Community Engagement 4 Environmental Integrity 7 Community Facilities III 5 Social + Cultural Vibrancy 8 Transportation + Mobility 3 Economic Prosperity 9 Land Use i0 A Call To Action A Appendix (separate document) ENGAGEMENT COMPONENTS Imagine Dubuque's CoinmunkationsPlan outlined the type, tinning and interplay of al! components noted below. The diversity of these collec- tive elements together yielded over12,500 ideas! Engagement Connttonents As shown on page 2-3 of the Comprehensive Plan 1 PROJECT BRANDING 2 CREATIVE MARKETING Project Logo COProject Tagline 431 Project Details 0 Print Materials Video and Online Posts Social Media INTERACTIVETOOLS Project Website Mobile App 4 IN-PERSON EVENTS 0 Community Pop -Up Focus Workshops Idea Booths Groups Interviews ECONOMIC PROSPERITY Future economic vitality will require new approaches. The Imagine Dubuque process took a multi -tiered strategy to adapt to these trends, including review of past studies, an independent Economic Development Analysis (see Appendix), and extensive input from both residents and businesses. The plan Focuses on: ❑ Workforce retention/recruitment, and skills challenges to maintain strong employment growth and occupational diversity ❑ Attracting young professionals and promoting entrepreneurship ❑ Providing quality, affordable housing choices ❑ Supporting both industrial and commercial business growth ❑ Promoting opportunities for walkable mixed-use development ENVIRONMENTAL INTEGRITY Clean water, healthy air, and conservation of native plants and animals are key prind pies of environmental integrity supported in both Sustainable Dubuque and Imagine Dubuque. Key focus areas identified by residents during the planning process include: ❑ Expanded, sustainable stormwater management practices ❑ Implement the Climate Action & Resiliency Plan ❑ Promoting a healthy urban forest and native plantings,including pollinators ❑ Encourage edible landscaping and continued community gardens ❑ Implement the Catfish Creek and Bee Branch Watershed Management Plans ❑ Increase eco -education programming,particularlyfor children ❑ Expand programs to reduce, reuse, and recycle, including composting and building materials ❑ Strive to become a zero -waste economy SOCIAL AND CULTURAL VIBRANCY Social and cultural vibrancy is closely linked to our individual, community, and economic well-being. To enhance this vibrancy residents suggested: ❑ A focus on expanding access to healthy local foods ❑ Enhancing event access and participant diversity ❑ Continue focus on green buildings and historic preservation ❑ Improving perceptions of community safety ❑ Promote healthy lifestyles Page 0-2 I Imagine Dubuque 1 Executive Summary What is your vision -1 for Dubuque? ,PAF:"u M£r ° IKnIN Kass ^Flip%ILi(N eNR uriIN!d^i� INTERACT WHAT CAN WE DO TO MAKE DUBUQUE A MORE VIABLE, LIVABLE, AND EQUITABLE COMMUNITY? HOUSING Livable neighborhoods and housing - great places to live for all - is an important goal of the City. Strength- ening the existing housing stock and neighborhoods while encouraging new housing to diversify choices is a focus of the Plan. Key community recommendations include: ❑ Enhance the existing housing stock ❑ Continue to improve access to quality, affordable housing throughout the community ❑ Expand opportunities for workers to live close to their jobs in Dubuque ❑ Provide targeted incentives to promote great places for all to live COMMUNITY FACILITIES A key role of local government is to provide services that enhance the quality of life in a community — such things as access to clean water and wastewater treatment, flood protection, education, streets, parks, hiking/biking trails, etc. To support existing and future residents, key recommendations for community facilities address: ❑ Maintenance and future expansion of water and wastewater systems ❑ Continued use of sustainable stormwater management practices ❑ Expansion of the fiber optic network and services ❑ Enhance partnerships between schools, the City, faith based groups, and non -profits Q Explore potential satellite facilities like a police substation or a west end library branch TRANSPORTATION AND MOBILITY Efficient use/access to transportation systems is critical to sustainability. Residents suggested a focus on: ❑ Implementing Complete Streets, i.e. roadways designed for all modes of travel, throughout the community ❑ Continued refinement of Jule bus service and paratransit services ❑ Enhanced regional connections, particularly via air and rail services ❑ Addition of roundabouts and technology enhancements to existing roadway system Q Strategic expansion of roadways to meet community demand LAND USE A key component of any Comprehensive Plan is an examination of existing and desired future land use patterns. The Plan and Map guides future development, and allows for strategic planning of infrastructure investments. Key resident -driven land use recommendations include: ❑ Promoting mixed-use, walkable, development patterns including residential, commercial, and institutional uses ❑ Encourage infill development where possible, and protect important environmental assets as growth occurs to the west and south Executive Summary I Imagine Dubuque 1 Page 0-3 • DIMAGINE DUBUQUE CALL TO ACTION Just as the Imagine Dubuque Comprehensive Plan was built on community participation - partnerships and collaboration will be the key to implementing the plan recommendations listed below. Measuring successful plan implementation must focus on outcomes to make Dubuque a more viable, livable, and equitable community. Robust Local Economy ❑ Continue to diversify Dubuque's economy ❑ Develop a `hyper -local' approach to diverse talent attraction/development ❑ Strengthen start-up businesses and entrepreneurial programming ❑ Promote economic resiliency ❑ Identify markets and sites for new homes ❑ Enhance broadband service ❑ Strengthen Dubuque's role as a regional retail destination Sustainable Environment ❑ Complete and monitor Bee Branch Watershed Flood Mitigation ❑ Implement the Catfish Creek Watershed Management Plan ❑ Implement the Climate Action + Resiliency Plan ❑ Support mobile air quality monitoring ❑ Continue Healthy Homes strategies ❑ Implement a Comprehensive Tree Management Program ❑ Increase native plant, pollinator, and edible landscaping ❑ Conserve natural areas ❑ Promote children's environmental education ❑ Improve backyard and curbside composting ❑ Explore a community -wide Zero Waste Policy Vibrant Community ❑ Address mental health and addiction issues ❑ Increase institutional use of local foods ❑ Promote in -school healthy foods ❑ Work with health providers to promote healthy choices ❑ Support food production spaces, Community Supported Agriculture ❑ Network with other "food cities" ❑ Promote healthy foods preparation ❑ Harvest local solid waste for compost ❑ Support front yard food gardening ❑ Implement the Community Solutions Action Plan ❑ Improve trash collection in downtown ❑ Ensure safe lighting of active pedestrian zones ❑ Enhance sidewalk connectivity ❑ Support community policing efforts ❑ Support safe neighborhoods through community partnerships Diverse Arts, Culture, Parks, and Recreation ❑ Update the Parks and Recreation Plan ❑ Community Health + Wellness/Recreation Center ❑ Make Dubuque more dog -friendly ❑ Further efforts of Inclusive Dubuque ❑ Expand childcare options and resources ❑ Bring events to all neighborhoods ❑ Co -market community events ❑ Encourage new forms of culture and art ❑ Promote preservation, adaptive reuse of buildings and materials ❑ Communicate benefits of historic preservation ❑ Utilize emerging funding sources to support rehabilitation ❑ Expand programs to train preservation -related building trades Livable Neighborhoods and Housing ❑ Review codes/incentives to promote fair, quality, affordable housing O . Link neighborhoods with community groups (health, arts, etc.) ❑ Promote appropriate mixed-use development ❑ Support the Green and Healthy Homes Initiative and inspections ❑ Monitor affordability and housing stress ❑ Promote self-sufficiency opportunities a Increase availability of scattered Housing Choice Voucher units Community Facilities ❑ Expand sanitary sewer system to meet needs ❑ Address water system needs ❑ Integrate Vernon Township and Barrington Lakes water systems ❑ Update the city-wide stormwater management ordinance ❑ Expand fiber optic access ❑ Monitor progress toward environmental goals ❑ Explore 911 Communication Center needs ❑ Evaluate cost/benefits/needs for police substation ❑ Explore need for/relocation of a southwest fire station ❑ Explore potential for a West End library branch ❑ Implement the Chaplain Schmitt Island Master Plan ❑ Repurpose the Five Flags Civic Center Transportation + Mobility ❑ Apply Complete Streets principles throughout Dubuque ❑ Orient new development to the street ❑ Monitor bus routes to enhance efficiency and effectiveness ❑ Expand passenger air and rail service ❑ Target new development near the airport; restrict residential ❑ Leverage technology to improve vehicular mobility and safety ❑ Implement the Dubuque Metropolitan Area Transportation Study 2045 Long Range Transportation Plan Land Use ❑ Promote access to education, recreation, and services in all neighborhoods ❑ Link neighborhoods via trails and open space ❑ Integrate development into the environment a Encourage a mix of housing options for all a Encourage multi -family development near jobs/walkable, mixed-use areas ❑, Adjust zoning regulations to promote mixed-use development a Explore a new school site to serve future development along Southwest Arteria[ Q Explore opportunities for limited commercial within neighborhoods ❑ Concentrate commercial uses downtown and along major corridors Q Allow for new or expanded industrial parks El Provide recreational opportunities for all Q Explore additional riverfront recreational opportunities ❑ Explore potential for a mountain biking facility ACKNOWLEDGEMENTS The City of Dubuque would like to thank all those residents, stakeholders, and organizations that generously shared their time, experiences, and knowledge with Imagine Dubuque. The ideas and contributions of the Dubuque community make this Comprehensive Plan actionable vision for a more viable, livable, and equitable community. CITY COUNCIL Mayor Roy D. Buol Ric W. Jones, At -Large Representative David T. Resnick, At -Large Representative Kevin J. Lynch, Ward 1 Representative Luis Del Toro, Ward 2 Representative Joyce E. Connors, Ward 3 Representative Jake A. Rios, Ward 4 Representative CITY STAFF Kevin Firnstahl, City Clerk Crenna Brumwell, City Attorney Michael C. Van Milligen, City Manager Laura Carstens, Planning Services Manager David Johnson, Assistant Planner Ose Akinlotan, Planning Technician LONG RANGE ADVISORY COMMISSION Chairperson Mark Dolson Commissioner Ron Collins Commissioner John Pregler Commissioner Chad Darter Commissioner Charlie Winterwood Commissioner Alan Vincent Commissioner Michael Wright PROJECT TEAM Lead: Teska Associates, Inc. Business Districts, Inc. HDR Engineering I I W P.C. Orion Planning + Design • • DIMAGINE •DUBUQUE Adioi Mae raik6011111111111 PREAMBLE "Looking Forward ten, twenty, twenty-five, or fifty years, and contemplating what those years may bring to the community, there is concern in the minds of many as to how the city will meet the demands that will be made upon it. Solving problems as you go is only part of the job. Isolated solutions are only a hand to mouth method. Action must be taken not only at the right time, but the solutions of problems must meet the whole needs of the present day, function jointly, and look to the provision of good conditions for tomorrow. The City Plan views the city in this light, never as a passive organism, but as one which is constantly changing. It is doubtful if there exists a static city, for those that are apparently standing still are already impregnated with the deadly disease of disintegration." - John Nolen, Comprehensive City Plan for Dubuque, Iowa, 1936. In its fundamental purpose, city planning has changed little since John Nolen outlined it in Dubuque's first Comprehensive Plan. City leaders understood then that a unified vision and partnerships were necessary to face community challenges, capitalize on opportunity. and create a better community. Leaders understood that change is inevitable. It's how we embrace and capitalize on that change that defines the success of the community. It is in that same spirit that the City of Dubuque is pleased to offer Imagine Dubuque, the new City of Dubuque Comprehensive Plan. • IMAGINE • DUBUQUE IMAGINE DUBUQUE COMPREHENSIVE PLAN TABLE OF CONTENTS INTRODUCTION ❑ Call to Action ❑ Purpose ❑ Regional Context ❑ History Context ❑ Relationship to Other Plans ❑ Plan Structure ❑ Community Background COMMUNITY ENGAGEMENT 1-2 1-3 1-4 1-5 1-8 1-9 1-11 ❑ Introduction ❑ Process ❑ Strategic Outreach ❑ Conclusion ❑ Outreach Timeline ❑ Project Participants ❑ Inspiring Ideas ❑ Outreach Demographics ❑ Photo Boards ECONOMIC PROSPERITY 2-02 2-03 2-08 2-09 2-10 2-12 2-13 2-14 2-16 ❑ Introduction ❑ Employment ❑ Equity and Economic Prosperity ❑ Housing ❑ Business ❑ Mixed -Use ❑ Recommendations ENVIRONMENTAL INTEGRITY 3-02 3-03 3-10 3-11 3-13 3-17 3-18 ❑ Introduction 4-02 ❑ Clean Water 4-03 ❑ Clean Air+ Energy 4-05 ❑ Healthy Neighborhoods 4-07 ❑ Land Conservation 4-12 ❑ Eco -Education 4-15 ❑ Reduce, Reuse, Recycle 4-18 ❑ Hazard Mitigation 4-20 ❑ Recommendations 4-21 SOCIAL + CULTURAL VIBRANCY ❑ Introduction ❑ Healthy Local Foods ❑ Education ❑ Knowledge + Empowerment ❑ Diversity+ Inclusion ❑ Arts+ Entertainment ❑ Historic Preservation ❑ Community Safety ❑ Health + Human Services ❑ Recreation ❑ Recommendations 5-2 5-4 5-8 5-10 5-10 5-12 5-16 5-18 5-20 5-22 5-24 6 7 8 9 10 A HOUSING ❑ Housing Mix and Age ❑ Ouality,Affordable Housing ❑ Healthy Homes ❑ Urban Revitalization ❑ Partnerships and Incentives ❑ Recommendations COMMUNITY FACILITIES 6-2 6-3 6-9 6-9 6-10 6-11 ❑ Clean Water ❑ Gas, Electric, Telecommunications ❑ Public Safety ❑ Infrastructure ❑ Education ❑ Parks + Recreation Facilities ❑ Municipal Facilities ❑ Recommendations TRANSPORTATION + MOBILITY 7-2 7-12 7-14 7-16 7-17 7-21 7-23 7-28 ❑ Introduction ❑ Input + Vision ❑ Travel Patterns ❑ Complete Streets ❑ Case Study: JFK Corridor ❑ Public Transportation ❑ Connections to Other Regions ❑ Automobile Travel ❑ Recommendations LAND USE 8-02 8-03 8-04 8-06 8-09 8-18 8-21 8-23 8-31 I Introduction Q Existing Land Use Q Future Land Use ❑ Growth and Annexation ❑ Recommendations A CALL TO ACTION 9-2 9-3 9-8 9-9 9-17 ❑ Introduction ❑ Partnerships fora Better Dubuque ❑ Recommendations ❑ Priorities and Measuring Success APPENDIX 10-2 10-4 10-8 10-23 Separate Document ❑ List of Past Plans ❑ Economic Development Analysis ❑ Community Engagement Documentation ❑ Maps ICHAPTER l INTRODUCTION CHAPTER ATA GLANCE ❑ Call to Am on 1-2 ❑ Purpose 1-3 ❑ Regional Context 1-4 ❑ Historical Context 1-5 ❑ Relationship to Other Plans 1-8 ❑ Plan Structure 1-9 O Community Background 1-11 CHAPTER 1 INTRODUCTION Dubuque Riverwalk imagine Dubuque is a Call to Action, not just a 20 -year plan! D ub uq u e What kind of community do you want for yourchildren, grandchildren, friends & neighbors, both new and long standing? The only way to have a viable, livable, and equitable community is to make it so. It will not just happen on its own. What does it mean to be viable, livable, and equitable? It will mean something differentfor everyone, but there will be some common threads. A viable community is balanced, successful, and resilient with active and engaged residents and businesses. A livable community is healthy and safe with social, cultural, and economic opportunities. An equitable community is welcoming, fair, and just with the opportunity for people to have the realistic hope of achieving their goals.A viable, livable, and equitable community is a place where residents feel they can stay and lead meaningful lives. Itis hoped that you will heed this Call to Action. Itis your responsibility to develop the action steps, create the strategies for success, be inclusive in your efforts, and make your community sustainable and resilient. These are your ideas and you have the responsibility to participate in moving them forward. All-AmericaCity II i 2007 • 2012 • 2013 • 2017 Page 1-2 I Imagine Dubuque I Chapter 1- Introduction Purpose of the Comprehensive Plan The Comprehensive Plan serves as a guide for the commu- nity's physical, social, and economic development It is a community -wide resource that can only be considered suc- cessful through the input and implementation of the com- munity at -large Engaging the community in a conversation about the future of Dubuque was at the core of the Imagine Dubuque Comprehensive Planning process (see Chapter 2 for details of this inclusive, 13 -month effort) That focus on listening intently to residents and tackling community -wide challenges together is one of the key reasons Dubuque was named an All -America City by the National Civic League four times in just 10 years! Comprehensive Plans are policy guides Unlike zoning or city codes, they are not regulatory in purpose or application Residents help shape these policies, which in turn inform city leaders on community values and priorities Informa- tion in the Comprehensive Plan is used in many facets of city life Of greatest note is its role in informing City Council goal setting, which creates the annual budget priorities and land use decisions Communities are dynamic - economic conditions change, technology causes change, and people change A Compre- hensive plan must in turn be dynamic It cannot be viewed as a reflection of any one moment in time, rather it is an evolving vision based on the lessons history offers, current conditions, and anticipated issues and oppor- tunities The Comprehensive Plan is typically evaluated and updated approximately every five years or as needed to as- sure it is relevant to current community issues and priorities However, the planning process - if done in a way that reaches out and responds to all areas of the community - is indispen- sable in creating policies that reflect the values and desires of Dubuque The process used to create the Imagine Dubuque Comprehensive Plan, and the plan itself, is based on listening closely to the ideas and desires of the community Local government entities are created by the state constitution and given powers by the state constitution and legislature As such, state law provides the legal authority for local planning Cities derive this authority from Chapter 414 of the Iowa Code This legislation is modeled after the Standard State Zoning En- abling Act in the 1920's Iowa's planning enabling legislation has changed little since its inception until recently when the lowa Smart Planning Act was signed into law in 2010 The law establishes guidance and basic principles for plan development and decision making Red brick facades and lush , green tree canopies create a colorful and inviting environment in Dubuque's Cathedral Historic District Chapter 1- Introduction I Imagine Dubuque I Page 1-3 Major Cities {mileages are oludated as distance from Dubuque) a otis 1281 's) .``� 94 • ri '`'' • 35 4.-"... Tiv ...Wafer (91 miles !�. 1• .�' •.y Major US Highway Major 4 -Lane Access to Dubuque --- Major Railroad Des Moines (200 miles) Milwaukee (173 miles) on `f Chicago (178mi Source: Greater Dubuque Development Corporation Regional Context Dubuque is a clear regional center of commerce within the tri- state area, with strong accessibility via multiple federal high- ways, freight railways, the Mississippi River, and the Dubuque Regional Airport. Dubuque's strong and increasingly diverse base of jobs provides employment opportunities for people throughout the region. Over 3 million people Live within 100 miles of Dubuque and 67 million people live within a 500 mile radius of Dubuque. Shopping and entertainment options availabLe in Dubuque easily draw from a 60 -minute drive -time (see Economic De- velopment Analysis in the Appendix). Tourism offerings such as the National Mississippi River Museum and Aquarium, the Dubuque Museum of Art, Dubuque Arboretum, historic archi- tecture, and events such as the America's River Festival draw visitors from Chicago, Des Moines, Minneapolis, and beyond. The map above shows approximate distance to other major markets in Iowa and surrounding states. Page 1-4 I Imagine Dubuque I Chapter 1 - Introduction Dubuque's unique location on the Mississippi River creates a striking scene when entering from either Wisconsin or Illinois. The River, combined with the adjacent bLuffs, create a distinc- tive and memorable setting that contributes to the communi- ty's visual, recreational, and commercial appeal. The riverfront is home to both cuLturaL and industrial activities, and serves as part of a major migratory flyway. Dubuque's bLuffs, some rising 300 feet in less than a mile, are both visually striking and challenging from a transportation perspective. This area is part of the DriftLess Region, an area untouched by glaciers and spanning approximately 16,000 square miles along the Mississippi River in Iowa, Illinois, Wisconsin, and Minnesota. This natural environment has strong appeal to both residents and tourists who enjoy outdoor activities like fishing, hiking, boating, and skiing. Historical Context Dubuque's planning history begins in the 1930's, when noted landscape architect and city planner John Nolen was retained to develop the first comprehensive city plan for Dubuque. Considered by many to be the "Father of City Planning;' Nolen advanced the City Beautiful movement of the late 19th and early 20th Centuries to address many of the physical, economic and social facets that shape urban life, thus giving nse to modern urban planning. While the beauty of one's environment, both physical and natural, was always central to Nolen's approach to successful commu- nities, he also taught that purpose, function, and efficiency was equally vital. Adopted in 1936, the first plan for Dubuque established the framework for coordinated growth and development. No- len noted prior to 1936, much of Dubuque's progress was disjointed. He noted Dubuque was blessed with many out- standing a nd praiseworthy qualities; however, greater coor- dination throughout the city would build a stronger econo- my and community. COfnPREHEIVIVE CITY RIM f)r1001VCIM ,KQA Prepared byfhe CITY PLAnnIngl AnD zoning commuiron JOIN (IMP con/oil-Am- • • IIK Neurit. A. Cover of the 1936 Ctty of Dubuque Comprehensive Plan Unfortunately, the City did not adopt a replacement com- prehensive plan until 1995. This almost 60 -year hiatus cost the community dearly. During that period, Dubuque went from a thriving, bustling, growing community to one devastated by flooding,severe economic downturns,and being ignored in the 1960's, 1970's, a nd 1980's when the interstate h ighway system was being built. Initially, Dubuque began to stagnate and then began to drasticallyshnnk,losing population and employment. The recession and farm crisis of the early 1980's had devas- tating effects on the Midwest and Dubuque. As farm families struggled with the loss of their land and livelihoods,so too did Local businesses.Though farmers bore the brunt of the crisis, its impacts were far reachi ng. Dubuque's economy was strong- ly influenced by its meat -packing and construction -equipment industries which were impacted by the recession. The com- bined effects of the recession, the farm crisis, and a changing national economy resulted in massive layoffs and economic decline. ByJanuary of 1982, Dubuque's unemployment was the highest in the nation at 23%. Between 1980 and 1990 Dubuque lost 7.8% of its population. In 1983, the Chamber of Commerce es- t mated that 10% of housing stock was vacant and by 1984 the average home value dropped 9%. Dubuque needed to reinvent itself and diversify. Out of this adversity arose the realization that if Dubuque were to succeed, it must return to those fun- damental tenets of planning, partnerships, and people working together to make a difference. Residents, business, education, philanthropy, labor, not -for -profits, and government must plan and work together to build a stronger, more resilient and di- versified economy and community. D A Look at Dubuque Between 1980 and 1990 2 3% :. Unemployment in 1982 Highest in the Nation 10% Of Housing Stock was Vacant in 1984 Chamber of Commerce Estimate I ,_ rt,1_ .L: r si - t a une to itit*** itititit Dubuque is vacant. Chapter 1- Introduction I Imagine Dubuque 1 Page 1-5 Dubuque is fortunate that the Downtown remains largely intact. Today Dubuque's historic buildings and urban fabric are at the core of downtown revitalization and economic development strategies. Page 1-6 1 Imagine Dubuque 1 Chapter 1 - Introduction Fortunately, in 1990,the City Council splitthe Planning and Zon- ing Commission into two separate entities and directed the newly formed Long Range Planning Commission to conduct a process to veate a future vision for the community In 1992,the CrtyCouncil adoptedYision 2000 This then launched a three-year process that culminated in 1995 with the adoption of the first Comprehensive Plan since 1936 Thousands of citizens participated inthis five-year process, and the results received broad-based community support Multiple specific action plans were then developed as the commu- nity worked to achieve the newvision, including nverfront develop- ment downtown and industrial park master plans The 1995 Comprehensive Plan, entitled Creating the Future, was built on the grassroots visioning effort and around the phys- ical, economic, and social environments of the community A balanced approach to community development was once again prioritized At this same time, the Dubuque community also be- gan to reinvent the riverfront People, planning and partnerships were put in place andAmerica's River Project was underway The former disconnected, declining industnal Port of Dubuque was transformed into a destination for tourists and residents alike Community planning continued in earnest The new Compre- hensive Plan was updated in 2002, 2008 and 2012 In 2005, something very special happened The Community Foundation of Greater Dubuque and the Dubuque Area Cham- ber of Commerce led the Envision 2010 process The community was asked what ten projects they would like to see adopted by 2010 Over a 12 -month peri od, thousands of citizens became en- gaged in the community conversation, with thousands of ideas submitted, the list eventually wa s reduced to ten projects In addition, individual organizations, like the Greater Dubuque Development Corporation, began to create strategic plans The Greater Dubuque Development Corporation began a senes of five-year economic development plans These plans were more strongly anchored in specific action steps and measurable out- comes that led to tremendous progress \mth the number of people working in Dubuque County growing from 37,000 in the 1980's to over 60,000 in 2017 Dunng this time, the average wage and median household income growth exceeded the rate of inflation, and millions of square feet of commercial, industnal, and residential construction occurred 1 U i 1 rg i J'J r. J k DUBUQUE Sustainable Dubuque is a City Council adopted, community -cre- ated, and citizen -led mitative whose story officially begins in 2006 A City Council priority each year since, the community is continually working to expand awareness, create partnerships, and encourage initiatives involving all sectors of the community to make Dubuque a more viable, livable, and equitable community By 2012, Sustainable Dubuque had fully developed and made significant contributions in the community The fra mework and principles of Sustainable Dubuque were incorporated in 2012 into the City of Dubuque Comprehensive Plan, further reinforc- ing the relationship between sustainability and comprehensive planning efforts 1 In response to the dewlo ping Ivorkiprze shortage, multiple rnrtwtrties have been launched, but none mon important than Jnclusne Dubugre In 2012, community leaders from business, nonprofits, educa- tion, government, philanthropy, and the faith community came together and developed a vision forindusne Dubuque Inclusive Dubuque is a peer -learning network of partners committed to supporting an equitable and inclusive culture to meet the eco- nomic and cultural needs of a diverse community The network works collaboratively to eliminate bias in Dubuque With the collective impact model led by the Community Foundation of Greater Dubuque, Inclusive Dubuque is a large network dedicat- ed to advancing justice and racial equity This 2017 Imagine Dubuque Comprehensive Plan is a new plan that reflects the Sustainable Dubuque model fora more viable, livable, and equitable community, and embraces the Inclusive Dubuque vision to have an infommed, equitable and inclusive com- munity where all people feel respected, valued and engaged Im- agine Dubuque builds on these past planning efforts, but takes this Comprehensive Plan direction directly from the communi- ty with the most extensive public engagement process ever undertaken in Dubuque (see Chapter 2 for details on the en- gagement process) Dubuque is a viable, livable, and equitable community. We embrace economic prosperity, environmental integrity, and socialcultural vibrancy to create a sustainable legacy for generations to come. Chapter 1 -Introduction 1 Imagine Dubuque' Page 1-7 Relationship to Other Plans In addition to the community -wide efforts already noted, Dubu- que has undertaken many planning efforts focused on unique are- as of the community or on specific aspects of the community such as transportation or the environment. ❑ General Planning First Comprehensive Plan These plans all provide important insights and direction, and all have been used to inform this Imagine Dubuque Comprehensive Plan. Many of these plans are referenced throughout the Compre- hensive Plan, and the Appendix provides a list of the major plans, along with Links to the actual documents.. ❑ Economics/Market 1936 Retail Leakage Report Vision 2000 2015 1992 Greater Dubuque Skills Gap Analysis 1995 Comprehensive Plan 2017 1995 Greater Dubuque Laborshed Analysis 2002 Comprehensive Plan 2017 2002 Source of Income Final Report Envision 2010 2005 Sustainable Dubuque 2005 ❑ Transportation Annexation Study and Update 2008 Comprehensive Plan 2017 2006 Freeway 61-151 Corridor Plan 2008 Regional ITS Architecture Report Unified Development Code 2009 2012 Comprehensive Plan 2012 Arts and Economic Prosperity 2012 Dubuque County Regional Comprehensive Plan 1990 2005 Tri-State Area Integrated Walking, Bicycling and 2008 Hiking Network Plan East-West Corridor Connectivity Study 2010 2012 Complete Streets Policy Analysis of Impediments to Fair Housing 2011 2014 2017 - 2020 Transportation Improvement Program 2016 FY2016-2021 Consolidated Plan 2015 Star Community Rating Profile 2015 Council Goals & Priorities 2017 ❑ Environmental Urban Forest Report Dubuque Metropolitan Area Transportation Study 2045 Long Range Transportation Plan 2017 FY 2018 Transportation Planning Work Program 2017 ❑ Special Area Plans 2011 Dubuque Riverfront Plan Multi -Jurisdictional, Multi -Hazard Mitigation Plan 1993 2012 Highway 20 Corridor Land Use Plan 1998 Community Climate Action Resiliency Plan 2013 Port of Dubuque Master Plan 2002 Catfish Creek Watershed Management Plan 2014 Downtown Master Plan ❑ Social/Cultural Dubuque Community School District Strategic Plan 2012 Community Health Needs Assessment 2003 Washington Neighborhood Plan 2009 Historic Millwork District Master Plan 2009 Historic Millwork District -A Vision of Sustainable 2012 2015 Redevelopment Inclusive Dubuque Community Equity Profile 2015 Chaplain Schmitt Island Master Plan 2017 Human Rights Department Annual Report 2016 South Port - EPA Brownfields Area Wide Plan 2017 Arts & Culture Master Plan 2016 Page 1-8 I Imagine Dubuque I Chapter 1 - Introduction Plan Structure The Imagine Dubuque Comprehensive Plan is structured around five key principles: O Community Driven: From traditional planning workshops and 1nterviews,to engaging local groups, organizations, participation in community events and much more— the Imagine Dubuque planning process was focused on listening to the community. <��+1L�11t111�laa/�.71U11►"�!(ft!(:,UL $L Dubuque 2037 is a sustainable and resilient city and an inclusive and equitable community. Dubu- que 2037 has preserved our Masterpiece on the M ississippi and has a strong, d iverse economyand expanding connectivity. Our residents experience healthy living and active lifestyles; have choices of quality, livable neighborhoods; have an abun- dance of fun things to do; and are engaged in the community. © Focus on enhandng the Viable, Livable, and Equitable character of Dubuque: To be a resilient community, Dubuque must focus on maintaining and enhancing the many areas that contribute to the quality of life for residents and visitors. © Create a roadmap to achieving the City's Vision: The City Council annually adopts a community vision statement, and the Comprehen- sive Plan is focused on helping Dubuque achieve that vision. El Integrate Prior/ Current Planning Efforts: The City of Dubuque and partner organizations have done some excellent planning over the years, and this Imagine Dubuque Comprehensive Plan is designed to build on those past planning efforts. © Exceed Iowa Smart Planning Requirements: The State of Iowa adopted Smart Planning Legislation that outlined ten key prin- ciples and components of a Comprehensive Plan: (1) Collabo- ration, (2) Efficiency,Transparency, and Consistency, (3) Clean, Renewable, and Efficient Energy,(4) Occupational Diversity, (5) Revitalization, (6) Housing Diversity, (7) Community Character, (8) Natural Resources and Agricultural Protection, (9) Sustaina- ble Design, a nd (10) Transpo rtatio n Diversity. This Imagine Dubuque Comprehensive Plan addresses these areas, plus additional areas identified by residents in the com- munity engagement process. Chapter 1- Introduction i Imagine Dubuque 1 Page 1-9 Eagle Point Park, Dubuque Plan Structure (continued) Dubuque operates under the council-manager form of Lo- cal government, which combines the political leadership of elected officials in the form of a mayor and city coun- cil, with the managerial experience of an appointed Local government manager. The council-manager form of gov- ernment was adopted in Dubuque by citizen referendum in 1920. The city council is the legislative body; its members are the community's decision makers. Power is centraLized in the elected council. The city council also focuses on the community's goals, budgets, major projects, and such long- term considerations as community growth, Land use devel- opment, capital improvement plans, capital financing, and strategic planning. The city council hires the professional manager to carryout the administrative responsibilities, in- cluding hiring and supervising the employees, and the city council supervises the manager's performance. This form of government is based on a business model, with the Mayor and City CounciL acting as the board of directors and the city manager acting as the chief executive officer. Community Background This next section includes additional information on: • Sustainable Dubuque; t Dubuque: Past, Present, Future; ▪ Results of 2017 City Council Goal Setting; ▪ CommunityAwards and Recognitions; Inclusive Dubuque; and ■ CityCounci1and Department Managers contact information. SUSTAINABLE DUBUQUE viable livable equitable Vision Statement Dubuque is a viable, livable, and equitable community. We embrace economic prosperity, social/ cultural vibrancy and environmental integrity to create a sustainable legacy for generations to come. ENVIRONMENTAL/ECOLOGICAL INTEGRITY P4$le ECONOMIC Equitable SOCIAL/CULTURAL PROSPERITY VIBRANCY www.sustainabledubuque.org Dubuque's 12 Sustainability Principles These principles guide government, business, non-profit, and individual actions in Dubuque. Community planning documents including the Comprehensive Plan, Long -Range Transportation Plan, Comprehensive Economic Development Strategy, and many others are guided by this sustainability framework. > Dubuque is a community that values... Economic Prosperity Community Design > The built environment of the past, present and future which contributes to its identity, heritage and sense of place Social/Cultural Vibrancy Smart Energy Use := Energy conservation and expanded use of renewable energy as a means to save money and protect the environment Resource Management > The benefits of reducing, reusing and recycling resources Regional Economy > A diversified regional economy with opportunities for new and green markets, jobs, products and services Green Buildings > A productive and healthy built environment Environmenta I Integrity Community Knowledge > Education, empowerment and engagement to achieve economic prosperity, environmental integrity and social/cultural vibrancy Healthy Local Foods> The benefits of wholesome food from local producers, distributors, farms, gardens and hunters Community Health and Safety > Systems, policies and engagement to ensure that all residents have access to healthy and safe lifestyle choices • A Reasonable Mobility > Safe, reasonable and equitable choices to access live, work and play opportunities Healthy Air Fresh, clean air, reduced greenhouse gas emissions and minimized health risks Page 1-12 I Imagine Dubuque I Chapter 1 - Introduction Clean Water > Water as the source of life, seeks to preserve and manage it in all forms Native Plants & Animals Biodiversity through the preservation, restoration and connection of nature and people The Beginning After serving 10 years on the City Council, Roy D. Buol SUSTAINABLE ran for the office of Mayor in 2005. His platform was based upon engaging citizens as s was a and what DUBUQUE he heard from thousands of citizens was a consistent theme surrounding water quality, recycling, green viable livable equitable space, public transit, cultural vitality, accessibility and downtown revitalization. During the 2006 City Council goal -setting process, Mayor Buol proposed and received full support from his council colleagues to focus on sustainability as a City top priority, stating "cities that get out in front on sustainability will have competitive economic advantages in the future." What soon became known as SustainableDubuque is a City Council adopted, community -created, and citizen -led initiative whose story officially begins in 2006. A City Council priority each year since, we are continually working to expand awareness, create partnerships, and encourage initiatives involving all sectors of our community. Dubuque became an early leader on the sustainability front. Citizen Engagement from the Sta Igniting our early efforts was the selection by the American Institute of Architects as one of six cities in the nation to receive a grant for professional analysis and recommendations on creating a sustainable path to the future. The City Council moved immediately to create a city-wide citizen task force, supported by City Staff, to develop a comprehensive definition of what sustainability meant to our community. Aptly named the"Sustainable Dubuque Task Force;'the representation included individuals who brought diverse backgrounds and interests to the process, including local government, schools, utility companies, religious organizations, neighborhood associations, youth organizations, non -profits, environmental organizations and business stakeholders.The group met over the next two years, collecting community -wide input to develop a vision. The process also included presentations to community organizations and businesses to discuss targeted visions and ideas. Additionally, nearly 900 community surveys were completed. The results of these efforts, along with other data collected by the task force, were used to develop the Sustainable Dubuque vision and model which focuses on a balanced approach to life quality and includes "economic prosperity, environmental integrity, and social/cultural vibrancy." The collective desire of our citizens to create value and a legacy of life quality through sustainable practices and programs was defined. An Organized & Collaborative Approach By and For Citizens "Dubuque is a viable, livable, and equitable community. We embrace economic prosperity, environmental integrity, and social/ cultural vibrancy to create a sustainable legacy for generations to come." In order to implement that vision, 12 key principles were defined to guide the community's path to a more sustainable future: Regional Economy, Smart Energy Use, Resource Management, Community Design, Green Buildings, Healthy Local Foods, Community Knowledge, Reasonable Mobility, Healthy Air, Clean Water, and Native Plants & Animals. Community Engagement is Occurring Across a Broad Spectrum When the citizen task force brought its final recommendation for Sustainable Dubuque to the City Council in 2008, it came with the support of the private, non-profit, and public sectors, as well as residents because of the grassroots process that had been implemented at the outset. The Sustainable Dubuque framework has become the lens through which city operations are developed and analyzed. Likewise, there are numerous community initiatives and businesses that are finding ways to save money and improve their environment and their community by implementing the principles that define SustainableDubuque. The City of Dubuque has been recognized by the National Civic League as an All -America City in 2007, 2012, 2013, and 2017. Sustainable Dubuque is the City's Brand Dubuque has established itself as a regional and national leader in its ability to collaboratively partner to achieve community goals. What Dubuque is achieving collectively today through its SustainableDubuque model, is the direct result of the knowledge and understanding that sustainability is a balanced approach to long-term life quality. It is a rare approach to life quality where no one in the community is excluded...everyonewho wants to do so, can participate and contribute. That is what is unique in Dubuque's ability to continue to innovate and transform. Most recently, the City of Dubuque and its partners are working to create a replicable model of sustainability for cities under 200,000, where over 40 percent of the US population lives. Sustainable Dubuque is who and what we are; it is our brand; it is our recognizable logo; and it is our future. Chapter 1- Introduction I Imagine Dubuque 1 Page 1-13 TM1 0(0911101 00Lr 110 couNrer C.JI D. .. moor mn' loft 21-01 11! 1 •tf NUAL 1oU1N1MINT 4 1965 "For decades Dubuque has prospered as a strategic industrial, wholesale, and retail center dominating a vast tri-state marketland " while unemployment, at 1 5%, was the lowest percentage ever recorded " 1983 THE DUBUQUE CONNECTION OUBUOUE NIGHT March 23, 1983 DUBUOUE NEEDS JOBS - City Suffers Highest Unemployment Rate In Iowa 9tet.ic otoetn bora.0.0 roost, tabor, opsin. •td v4a9.tvttm - lta m old sale.. Oat it, stall crust. 'D tit. to Nal coats toe the aaweela0to of [ ab...tlom rates beta tab um esuuyareausa (.ctor mltltal to [Mao to. pvv of Deo Oeatt4y Mace •ay not tort. by Oa latltat• . 1IeMy eyose. *1.1110*! IS 1110 IAIOnT r111�.St101LC .ellen 0*090 t1 n_ CMU9F .9r oDa San= m )INCL TO az =MO 1[w • rwrt-UYM 1.0010104 TO 1112 WISMAR Mtep*y Iri1e1. A HARD TIME IN THE OLD TOWN 0.ety.s•t p:11Tt u tocmra9 attpat•9. it ta1NsM arta .awnly ratan: 1.0atten. td 0n for ape Dam 9000. leatt roe 9*. 1mootat.a.aplm+er eau of Ia.'. DCA'[. slettsvY fart it ea .0tt41to w 0.4910* 10 to. m (409 p beta ttavy tae caw!man... av+4tont1Y ' 00 fat the reef &od.. l.t.ate, re. 06[4!00 mP.r, No city'. tomod /•dist leluv*lt .9)47.0 with .ri .toots. 410 DM.N. 4 It". e4tlae tN 1Kt 01 tr.u- gorcabbot Neoe0,1.. Lo Cal t. Y0 t079.t ttor nab Neterttngs N 11 •Lttrtt ptoa.ctt ...vete In • 411f.0tot Iw•tte, 34N Own 11400[[011 1pltpan( 01ylMlm 4alb ate OW punt 4 06..0000[, 00ltot0r to 1-114. entln0 natter 9.15=01 of *IA 441. .patprr Oen Wallet. In DPq.M1 le *991, tbvtosty Wares et.w• Ito 0Y4w (ta .. 4ylca oft won 100 loop:.. to! rotas 40[140101 taw,. smut• la DDw,,.. July 1965 "Dubuque's plight is becoming desperate It suffered more severely during the recent recession, and has for the past three years had the highest unemployment rate of Iowa's SMSA's (largest cities) That unfortunate fact is no surprise to Dubuquers It has been losing both industry and retail business consistently for the past decade Dubuque is losing its people Recent estimates show 10% of the housing stock vacant or available for sale " The Dubuque Connection, 1983 Chamber of Commerce Publication what happened? Page 1-14 I Imagine Dubuque I Chapter 1 -Introduction COMPREHENSIVE PLANNING LEADS TO PROGRESS... BUT PLANS MUST BE KEPT CU!RRIFINT The City's first Comprehensive Plan, adopted in 1936, successfully guided growth and prosper- ity in Dubuque for many years. Unfortunately, the City did not update or replace that plan until 1995 - a nearly 60 -year timespan. This mistake Icontributed to lost opportunities and Dubuque's devastating economic and population decline in the 1980's. As John Maynard Keynes once said, I"ideas shape the course of history." Both the 1995 plan and the 2017 Imagine Dubuque plan placed a strong emphasis on collecting ideas from the community to guide Dubuque and the course of its future history. Dubuque Civic Center, Urban Renewal 1 Source Loras College Center for Dubuque History IMAIE 40037 DUBUQUE V., . ,; vsae u.:.eaE Ewx:,etF A CALL TOACTION .o© COmTIPREHEIUIVE CITY DEMI f DUBUCU(,1®Q1A Dee p...dbyU CIT/ 7Uinnln( Anb mniny Communoo icsm mOLUI COrVULTpnT Prepared by noted landscape architect John Nolen, the 1936 Comprehensive Plan was invaluable in setting a clear di- rection for Dubuque. The plan recognized Dubuque's unique natural environment while addressing economic and social facets of urban life. A Guide to the Dubuque Comprehensive Flan The 1995 Comprehensive Plan was de- veloped by a newly formed Long Range Planning Advisory Commission and City staff. The planning process included sig- nificant community in put and took nearly five years to complete. Key focus areas included riverfront development down- town, and industrial park master plans. 17UBt 2017 COMPREHENSIVE PLAN The 2017 Imagine Dubuque Comprehen- sive Plan was developed by the commu- nity - with over 12,500 ideas and over 6,000 participants. City staff, along with a team of consultants, collected and sifted through these ideas which are contained in this community CALL TO ACTION to guide Dubuque's future as a viable liva- ble and equitable community. Chapter 1 - Introduction I Imagine Dubuque I Page 1-15 Masterpiece on the Mississippi CITY COUNCIL GOALS & PRIORITIES 2011: 2032 VISION STATEMENT Dubuque 2032 is a sustainable and resilient city and an inclusive and equitable community Dubuque 2032 has preserved our Masterpiece on the Mississippi, has a strong diverse economy and expanding connectivity Our residents experience healthy living and active lifestyles, have choices of quality, livable neighborhoods, have an abundance of fun things to do, and are engaged in the community CITY MISSION STATEMENT Dubuque city government is progressive and financially sound with residents receiving value for their tax dollars and achieving goals through partnerships Dubuque city government's mission is to deliver excellent municipal services that support urban living, contribute to an equitable, sustainable city, plan for the community's future, and facilitate access to critical human services CITY OF DUBUQUE GOALS 2022 • Robust Local Economy: Diverse Businesses and Jobs with Economic Prosperity • Vibrant Community: Healthy and Safe • Livable Neighborhoods and Housing: Great Place to Live • Financially Responsible, High -Performance City Organization: Sustainable, Equitable, and Effective Service Delivery • • Sustainable Environment: Preserving and Enhancing Natural Resources 1 Partnership for a Better Dubuque: Building Our Community that is Viable, Livable, and Equitable Diverse Arts, Culture, Parks, and Recreation Experiences and Activities Connected Community: Equitable Transportation, Technology Infrastructure, and Mobility POLICY AGENDA items are issues that need direction or a policy decision by the City Council, or need a major funding decision by the City Council, or issues that need City Council leadership in the community or with other governmental bodies The policy agenda is divided into top priorities and high priorities 2017-2019 POLICY AGENDA TOP PRIORITIES (in alphabetical order) • Central Avenue Revitalization Streetscape and Business Development • Citywide Flower Planting Program • Communitywide Solar Strategy • Comprehensive Plan Adoption • East-West Corridor Study Implementation • Master Plan for Chaplain Schmitt Island • South Port Redevelopment Master Plan • Splash Pad HIGH PRIORITIES (in alphabetical order) • Crime Prevention Program Expansion • Dilapidated Buildings/Structures • Five Flags Center Study • Inclusive Dubuque • Kerper Boulevard Revitalization Report • Multicultural Family Center Colts Building Direction and Funding • River Cruise Docking Facilities • Roosevelt Road Water Tower MANAGEMENT AGENDA items are issues for which the City Council has set the overall direction and provided initial funding, may require further City Council action or funding, or are major management projects that may take multiple years to implement The management agenda is divided into top priorities and high priorities 2017-2019 MANAGEMENT AGENDA TOP PRIORITIES (in alphabetical order) • CHANGE Program Implementation • Citywide Traffic Signal Synchronization • Comiskey Park Expansion and Renovation • Crescent Community Health Center Development Agreement • Greater Dubuque Development Corporation Downtown Transformation • Residential Housing Upgrade/Flood Protection Program • Westside Water System Implementation HIGH PRIORITIES (in alphabetical order) • Affirmatively Furthering Fair Housing Plan Development • Cartegra ph Partnership H igh-Performa nce Government • City Performance Measures/Open Data Catalog/Data-Driven Governance • International City/County Management Association (ICMA) Fellowship International Exchange • Leisure Services Department Assessment • Parking Ramp Maintenance Direction/Funding • Teen/Young Professionals/Seniors Jackson Park Pilot Program • Water & Resource Recovery Center Nutrient Trading Over the course of three evening sessions in August 2011, City Council members reaffirmed the 15 -year vision statement and mission statement and identified eight five-year goals for the city They also identified top and high priorities for a 2017-2019 policy agenda as well as a management agenda for projects and initiatives planned for 2011-2019 Page 1-16 I Imagine Dubuque I Chapter 1 - Introduction Rev 08/08/11 THE CITY OF L)UB Masterpiece on the Mississippi 10th Best -Performing Small Metro Dubuque climbed three spots to break into the Top 10. The secrets to its success are five-year high-tech GDP growth and improvements in one- and five-year job and wage growth." m N111.l' EN 1Ns'yrrt:'ll: Recognitions & Awards 14th in the nation in Forbes' annual "Best Small Places for Business and Careers." • of Projects Tied for #1 in the U.S. in 2013 for metro areas with under 200,000 population JOB GROWTH Dubuque County: 3.2% of Iowa's population 2009-2015: 6.5% of Iowa's employment growth (pale Swrdo ides Mvh.Ce Da e.e. SITE SELECTION 50th of 179 small cities for the Cost of Doing Business One of the 10 Best American Cities to Work in Technology Ranking based on pay for tech workers. oercentage of tech workers ,n the workforce (representing high levels of opporlundy in the held). and bw cost of Irving odo9S Tedi workers in Dubuque make 1.86 times more than the Gly average. the highest ramp on this top 10 fist. #7 among the Top 30 Small Cities (population under 160.000) National c the 100 outstanding communities across America—large and small, rural and urban—that are the best places for young people to live and grow up. Smv.Au8 ddm smartar ., t One of the seven "Most Connected Locales" in the United States Dubuque bfrd All -America City 11111, 2007 • 2012 • 2111> • 2017 Recognizes communities whose citizens work together to Identify and tackle community- wide challenges and achieve uncommon results. • Awarded by the National Civic League • Nation's most prestigious and oldest civic recognition program C NNECTED fEal CITY Upper Mississippi River Third -Most Beautiful Place in America USA Weekend Chapter 1- Introduction I Imagine Dubuque I Page 1-17 MOVOTO Flamed Irmo "Most Livable" Small City in the United States as Pat al the U S Cameras. of Mayas l °Natality Awards Program eco CON4,,t. ti c 23kL Ste& Best Small City to Raise a Family [RIM One of the "10 Great Places to Live" iipiinger 7th in the nation in Forbes' annual "Best Small Places" Dubuque Ranks #5 for Resiliency One of the world's "Smart 21 Communities" One of just 5 U.S. communities on the list elltgen o Wendy F , Ranked 51h out of 361 cities nation,, de in a study of resiliency capacity that evaluates a Community's economic capacity to bounce back from adversity, strength of demographics. and community connectivity. 1111 itUILDING RESILIENT REGIONS 10th Most -Secure Small City in the U.S. FARMERS INSURANCE "Top 100 Places to Live" Communities with visionary leaders, improving or thriving economies including housing, and realization of 'green" initiatives. #12 out of 50 "Most Exciting Small Cities in America" Dubuque's economy was the fastest-growing in Iowa in 2012 and the 27th fastest nationally. Its economy grew 5.1% in 2012 over 2011, more than double the national average. ::BEA BUREAU OP ECONOMIC ANALYSIS t '. 11!011111(\ I fit r (f11'aria 1 International Awards for Livable Communities (LivCom) Third Place, Gold Community (20.000 — 75,000 Population Category) Named one of the 10 Smartest Cities on the Planet FASTCMPANY 1 Songdo, South Korea 2 Lavasa. Indra 3 PIanIT Valley. Portugal 4 Skolkovo. Russia 5. Masdar. United Arab Emirates 6. Wuxi, China 7 King Abdullah Economic City, Saudi Arabia 8. Dubuque, Iowa 9 Ho Chi Minh City. Vietnam 10 Nano City, Incia Page 1-18 I Imagine Dubuque I Chapter 1 -Introduction INCLUSIVE dubuque Connecting People • Strengthening Community Inclusive Dubuque A local network of community leaders from faith, labor, education and government organi- zations dedicated to advancing justice and social equity in our community. "EQUALITY I5 THE IDEA OF EVERY() EQUITY IS THE NOTION THAT EVERYONE G - GENE BATISTE The City Council's vision statement includes being an inclusive community, and part of the City's mission is to plan for the future and facilitate access to critical human services. For the past three years, the City Council has made Inclusive Dubuque a top priority. The City has demonstrated its support through allocation of resources and partnering with other community leaders on collaborative projects, such as the development of a community equity profile. This insert provides an overview of Inclusive Dubuque and ways you can be involved. Chapter 1 - Introduction I Imagine Dubuque I Page 1-19 Cc Pio What is Inclusive Dubuque? Inclusive Dubuque is a peer -learning network of partners committed to creating an informed, equitable and inclusive community where all people are respected, valued and engaged. The network is comprised of more than 50 organizations across sectors including faith, government, nonprofit, business, education and more. To see a complete listing of organizations, visit www.inclusivedbq.org. The Inclusive Dubuque network works collaboratively to eliminate bias in our community. While this goal would be difficult for a single organization or indi- vidual to achieve, each network member can contribute to an effective outcome by: • providing data and information to inform decisions • supporting equity education opportunities • creating and sharing equity tools These goals are accomplished by supporting nartner-led sector ¢rrn,ns and neer-learninp onnortunities. What do DIVERSITY, EQUITY and INCLUSION mean? DIVERSITY: the unique perspectives and life experiences an individual or group brings to our community EQUITY: everyone has access to opportunities and the resources they need to thrive INCLUSION: engaging and supporting diverse needs to ensure all feel welcome Sector Groups Community and network members lead these groups to address bias within the seven focus areas of the equity profile. Sector groups are supported by a data team and guided by the expertise and lived experience of their members; data to learn and track their progress; and the use of a racial/social equity lens to help guide decision-making. Peer -Learning Inclusive Dubuque offers peer -learning opportunities — including education, training and resources — to network partners to improve personal and organizational understanding of all types of bias and promote racial and social equity. AWIti bYi ► . s1:1 Early Warning Business leaders identify opportunity Community Mobilization and Planning Chamber Diversity Summit JAN. SPRING FALL OCT. 2012 2012 Gathering of Partners 12-13 2013 CVB integrates cultural competency into training modules SPRING 2014 Implementation Inclusive Dubuque Launched My Brother's Keeper initiative forms OCT. DEC. JAN. 2014 2014 2015 City joins Government Alliance on Race & Equity (GARE) Race and Equity Training through GARE MOBILIZATION Page 1-20 i Imagine Dubuque I Chapter 1 -Introduction PARTNE Promote the use of racial/social lens across sectors 2016 2016 2016 Develop Racial Equity Toolkit Form a data tearr FUTURE GOALS Community Equity Profile Last year, Inclusive Dubuque asked community members to help complete an equity profile of our community focused on seven different focus areas: Economic Wellbeing, Housing, Education, Health, Safe Neighborhoods, Transportation and Arts Er Culture. The goal was to learn about the lived experiences of diverse groups and to discover what disparities exist. The results have informed community leaders, community members and policy makers as they work to further Dubuque's growth as an equitable and inclusive community. View the results of the equity profile at www.inclusivedubuque.org. • R•N •MMUNITYINT/ V v 6 Community were held 1,995 584 41 305 Online surveys were completed Participants attended dialogues Facilitators were trained Community members signed up to stay connected •EM• RAPHI •FPA•TI I•A` '' What is an EQUITABLE COMMUNITY? Communities are equitable when all residents, regardless of their race/ ethnicity/nationality, neighborhood of residence, or other characteristic, are able to fully participate in the community's economic and cultural success, and are able to connect with its assets and resources. RACE/ETHNICITY White Black/Afr. American ■ Hisp./Latino • Asian/Pac. Islander • Native American AGE 30% 20% 10% 0 EQUITY PROFILE CITY OF DBQ 83.95% 93.4% 11.54% 5.0% 2.39% 2.4% 1.57% 1.5% 0.55% 0.7% 30% 20% 10% ... 0 <17 18-21 22-30 31-40 41-50 51-60 61+ <19 20-29 3039 40-49 50-59 imunity Equity July: NICC expands minority outreach file begins Aug: GDDC Implements Entrepreneur Strategy FEB. 2015 APRIL 2015 Network workshop with author Madeleine Taylor • TAKE ACTION SUMMER 2015 FALL 2015 Sector groups learn Results -Based Restorative Strategies Accountability peer -learning session WINTER 2015 JAN 2015 Sept: Chamber launches Minority Business Council Oct: Community Equity Profile complete Nov: Sector groups form around Equity Profile priorities Chapter 1 -Introduction I Imagine Dubuque I Page 1-21 The Network at Work Network and community members have joined partner -led working groups to address new challenges and bring the racial/social equity lens to existing programs and efforts in the seven focus areas of the equity profile. These groups work to identify priorities, measurable indicators and partners and programs that can be engaged to affect change. W y a NETWORK? No single organization can address sy•tems change to affect complex is s like eliminating racism in a co unity; educating the community's chi en; or ensuring a skilled w rce. A rework takes a broad view of cor---lunity problems, engages all se s, uses long-term strategies, bu s trust and encourages pal . ipation in decision-making to ac ieve systems change. Sector groups are utilizing a process called Results -Based Accountability in an effort to better understand how we can track our progress. Since December 2015, more than 90 people have joined sector groups and that number continues to grow as members identify voices missing from the conversation. In addition to participating in sector groups, network partners are already taking steps in their own organization. These network -owned actions help contribute to creating an equitable and inclusive community where all people feel respected, valued and engaged. Here are just a few of the ways our "network is at work": • Economic Wellbeing: Northeast Iowa Community College and Greater Dubuque Development Corporation have implemented an outreach strategy to engage minority community members in Opportunity Dubuque. • Business: The Dubuque Chamber of Commerce has created a Minority Business Council with a mission to guide minority and under -represented business owners toward local resources. • Education: The Dubuque Community School District is disaggregating data regarding Grade -Level Reading, attendance and graduation rates to help improve out- comes for all students. • Higher Education: Loras College has implemented cultural competency training as part of the Honors Student Program curriculum. • Government: The City of Dubuque has joined the Gov- ernment Alliance on Race and Equity and is implement- ing a racial equity toolkit. • Health: Mercy Medical Center, Crescent Community Health Center, Dubuque's Human Rights Department, and others are increasing heatlhcare access for the Marshallese population through self -empowerment and creative responses. TO LEARN MORE AND FIND OUT HOW YOU CAN GET INVOLVED, VISIIT WWW.INCI USIVFDBO.ORG INCLUSIVE dubuque Connecting People • Strengthening Community Inclusive Dubuque is facilitated by the Community Foundation of Greater Dubuque. Page 1-22 l Imagine Dubuque l Chapter 1- Introduction Meet the The City of Dubuque consists of 28 departments and D E PA RTIC E N T divisions. Citizen engagement is a priority, so feel free MANAGERSto contact our staff with any comments or concerns. 0 • Crenna Brumwell City Attorney 563 583 4113 cbrumvrel@atyofdubuque org Corr Burbach Sustainable Community Coordinator 563 690 6038 cburbach@atyofdubuque org Laura Carstens Planning Services Manager 563 589 4210 Icarsten@atyofdubuque org Mary Rose Corrigan Public Health Specialist 563 589 4181 m corriga@atyofdubuque org Mark Dalsrng Police Chief 563 589 4410 m dais ing@atyofdubuque org Kevin Firnstahl City Clerk 563 589 4100 kfirnsta@atyofdubuque org Randy Gehl Public Inform ation Officer 563 589 4151 rgehl@cityofdubuque org Ten Goodmann Assistant City Manager 563 589 4110 tgoodman@atyofdubuque org Bob Grierson Airport Manager 563 589 4127 rgrierso@atyofdubuque org Erica Haugen Acting Building Services Manager 563 589 4150 ehaugen@atyofdubuque org Maureen Quann Assistant City Attorney 563 583 4113 mquann@citynfdubuque org )Susan Henricks Library Director 563 589 4225 shenricks@dubuque libia us • Dense !hug Water Department Manager 563 589 4291 dihrig@atyofdubuque org Maurice Jones Economic Development Director 563 589 4393 ml ones@atyofdubuque org John Klostermann PublicWorks Director 563 589 4250 Ikloster@atyofdubuque org Chris Kohirrnnn Information Services Manager 563 589 4280 ckohlm an@atyofdubuque org lennrfer Larson Budget Director 563 589 4110 I !arson@atyofdubuque org Kelly Larson Human Rights Director 563 589 4190 klarson@atyofdubuque org Mark Murphy Emergency Comm unications Manager 563 589 4415 mm urphy@atyofdubuque org lean Ilachtrnan Finance Director 563 589 4398 I nacht m a@atyofdubuque org William O'Brien Water & Resource Recovery Center Manager 563 589 4176 wobrien@cityofdubuque org Barry Lundahl Senior Counsel 563 4113 baIesq • balesq@citynfdubuque org If you prefer to not call or e-mail them directly, questions or feedback for department managers can be sent via the "Contact Us" quick link on the City of Dubuque's website at www cityofdubuque org or call 563-589-4100 Alk Trish Gleason Assistant City Clerk 563 589 4100 tgleason@cityofdubuque org Alvin (lash Housing & Com munity Development Director 563 589 4231 anash@atyofdubuque org lerelyn O'Connor Neighborhood Development Specialist 563 589 4326 loconnor@atyofdubuque org Randy Peck Personnel Services Manager 563 589 4125 cityp ers@atyofdubuque org Gus Psihoyos City Engineer 563 589 4270 gpsihoyo@atyofdubuque org Rick Steines Fire Chief 563 589 4160 rsteines@atyofdubuque org Mike Van Mdhgen City Manager 563 589 4110 ctym gr@atyofdubuque org Mane Ware Leisure Services Manager 563 589 4263 mware@atyofdubuque org Juanita Hulkun City Manager Office Manager 563 589 4110 Ihilkin@atyofdubuque org Chapter 1 - Introduction I Imagine Dubuque I Page 1-23 MAYOR Roy D Buol 2640 Becker Ct Dubuque, Iowa 52001 Phone (563) 564-5455 rdbuol©cityofdubuque org Term Expires Dec 31, 2017 AT -LARGE Ric W Jones 1270 Dunlieth Ct Dubuque, Iowa 52003 Phone (563) 556-3490 rlones@cityofdubuque org Term Expires Dec 31, 2017 AT -LARGE David T Resnick 375 Alpine Street Dubuque, Iowa 52001 (563) 582-9217 dresnick@cityofdubuque org Term Expires Dec 31, 2019 City Council 41 CONTACT INFORMATION t••••••••••••••••••••••••••••••••••••••••••••••••• 1 FIRST WARD Kevin J Lynch 749 Brookview Square Dubuque, Iowa 52002 Phone (563) 582-2655 klynch@cityofdubuque org Term Expires Dec 31, 2017 SECOND WARD Luis Del Toro 901 Gilliam Street Dubuque, Iowa 52001 Phone (563) 513-0835 Ideltoro@cityofdubuque org Term Expires Dec 31, 2019 www.cityofdubuque.org THIRD WARD Joyce E Connors 660 Edith Street Dubuque, Iowa 52001 Phone (563) 582-3843 Iconnors@cityofdubuque org Term Expires Dec 31, 2017 FOURTH WARD Jake A Rios 561 Jefferson Street Dubuque, Iowa 52001 Phone (563) 513-4242 )rios@cityofdubuque org Term Expires Dec 31, 2019 •••••••••••••••••••••••••••••••••••••••••••••••••• City Council Wards h2 Tr Legend Ward 1 - Kevin Lynch Mayor Roy L 9uol HI Ward 2- Luis Del Toro At -Large Ric Jones Ward 3- Joyce Connors JAt-Large David Resnick Ward 4 - Jake Rios Dubuque City Limas For detailed ward maps, visit www.cityofdubuque.org/wards Page 1-24 I Imagine Dubuque I Chapter 1 - Introduction Rev 06/02/17 A Social + Cultural Vibrancy Community Workshop Fr re, '� 1 at The Smokestack .7` Toc]e Obe, _ „on' ti 'i; ,,,, n (�i0�'w+S•c; 0 541+5}00A&k e4:yv \� f.' . j' J Lii. e itl •• ,',"`� ybn y+ trA a. Ef\$tie in�0u,:h S „\14,1' l S :6,,ir.... - ace adenJ kijmuoivek., Mcts'0nuwkr, r ll -A IA it .� ,i„ i.>. 4 . �,^a` 6.i ill' 1W, If To 1 CHAPTER P COMMUNITY ENGAGEMENT CHAPTER ATA GLANCE O Introduction 2-02 o Process 2-03 • Strategic Outreach 2-08 O Conclusion 2-09 O Outreach Timeline 2-10 g Project Participants 2-12 g Inspinng Ideas 2-13 O Outreach Demographics 2-14 O Photo Boards 2-16 J CHAPTER 2 COMMUNITY ENGAGEMENT A plan built by the community and around the community. Introduction Engage + Empower Community engagement has long been a hallmark for the City of Dubuque, and for good reason. Working collaboratively to shape ideas and priorities is essential to ensuring successful plans and implementation — ones that are supported by the community, consider all moving parts, pieces, and partners, and focus on the big picture. In addition to City -led initiatives, the depth of organizations, neighborhood associations, and partnerships in Dubuque also celebrate community activism via their individual outreach campaigns, missions, and projects. Sustainable Dubuque, Inclusive Dubuque, Greater Dubuque Development Corporation, Dubuque Main Street, the Community Resilience Advisory Commission, Washington Neighborhood Revitalization, Bee Branch Flood Mitigation, etc.... to name a few. Engagement served as the driving force behind Imagine Dubuque, the City of Dubuque's New Comprehensive Plan. As noted on the Landing page of the project website, www.ImagineDubuque.com: "Dubuque residents, business owners, and stakeholders, you are the stewards of this plan. This is a call to action - share your vision and ideas on the future of Dubuque. It is our mission to ensure this plan reflects and celebrates the collective `voice" of our community." Empowering Dubuque residents, business owners, and stakeholders to share their ideas, opinions, preferences, and dreams served as the foundation upon which Imagine Dubuque was built. Before the project commenced, the consultant team and City developed a detailed Community Engagement Plan that outlined specific outreach strategies, market- ing tactics, engagement tools, and events. It was imperative to City leadership that the pro- cess be inclusive and representative of the com- munity. Considerable effort was spent meeting with individuals and groups early in the process to identify preferred and comfortable channels for en- gagement. What was fundamentally communicated was a `one -size -fits -all' approach to engagement would not work. Rather a menu of options designed to accommodate individuals' and groups' varying preferences and resources were required. In addi- tion, government can no longer expect people to come to them; instead, government must go to the people. Government must"meet people where they are" to establish comfortable, creative, collabora- tive, and meaningful forms of engagement Imagine Dubuque was designed so that each event informed and buiLt off others, while also providing unique value to the individual community engage- ment experience. This strategic engagement plan helped forecast and ensure diverse participation would be achieved and project momentum main- tained. Page 2-2 Imagine Dubuque Chapter 2 - Engagement ENGAGEMENT COMPONENTS 1 PROJECT BRANDING 2 I CREATIVE MARKETING 3 1 INTERACTIVETOOLS 4 I IN-PERSON EVENTS imagine Dubuque's Communications Plan outlined the type, timing, and interplay of all component noted below. The diversity of these collec- tive elements together yielded over 12,500 ,ideas! Project Logo Print Materials Project Website Project Tagline Videoand Online Posts Mobile APP 0 Project Details Social Media Quick Polls 411111 Color Scheme CO News+ Radio 0 Smartphone Polls Community Pop -Up Focus Workshops Idea Booths Groups Interviews `Dubuque and Aii That Jazz' Pop -Up Idea Booth 1 August 18th, 2016 iws Edible idea incentives at the Farmers' Market Pop -Up idea Booth 1 A ugust 19th, 2016 Process Imagine Dubuque spanned a total of 13 months, with project initiation and pop-up events beginning in August 2016 and the plan being adopted by City Council in Sep- tember 2017 (see Outreach Timeline on page 2-10). Whereas most community out- reach initiatives span 3-5 months, Imagine Dubuque's community input campaign last- ed just over 12 months. In other words, 92% of the project's duration focused on engagement and the reporting of ideas and themes back to the community for further refinement. Engagement Components The Communications Plan outlined the type, timing, and interplay of all outreach elements. The diversity of these collective components together yielded over 12,500 ideas! ❑ Branding ❑ Creative Marketing ❑ Interactive Tools ❑ In -Person Events 'See infogmph ic at top of page. IMAGINE DUBUQUE OUTREACHTIMEIJNE Notyour typical 3-5 month engagement timeline... 92% r". 12 of 13 months (or 92% of Imagine Dubuque) focused on outreach and reporting ideas and themes back to the community for further refinement. Chapter2 -Engagement I Imagine Dubuque 1 Page 2-3 Marketing Mediums PRINT • Project Cards 11101 Idea Postcards •' Posters i� Pop -Up Banners (•v Transit Banners 1.1 Utility Mailings • Newletters ONLINE • City Website i•. Social Media •' Facebook lei Twitter •1 Next Door 4,1 Email Signatures NEWS • Radio Interviews 1•1 City News •1 Kick -Off Video i•City Journal Video CONVERSATION • Word -of -Mouth Imagine Dubuque marketing takes hold with even the youngest of residents at the'Dubuque and ,4), That Jazz' Pop -Up Idea Booth Event Marketing: Getting the Word Out Imagine Dubuque's creative approach to branding and market- ing effectively built project awareness, generating new ideas from new people. Print and online promotion included the dis- tribution of over 3,000 project cards, idea postcards, and post- ers in local businesses and restaurants. Educational pop-up banners were put-on display at area desti- nations, including the YMCA, Fa rm ers' Ma rket, schools, a nd oth- er area businesses and events. "ConnectToday"transit banners with details about the project website and mobile app were installed on Jule buses. In addition to print promotion, Imagine Dubuque also engaged people and continued momentum via the City's website and social media including Facebook, Twitter, and Next Door, as well as seasonal newsletters and a project kick-off video fea- turing Mayor Roy D. Buol that went live in November of 2016. Page 2-4 1 Imagine Dubuque 1 Chapter 2 - Engagement Imagine Dubuque was also marketed via publications, in- cluding City News and utility mailings to raise awareness and participation. A City Journal video featuring City staff and the Long Range Planning Commission Chair aired throughout the duration of the project on CityChannel Dubuque; even radio interviews were conducted to raise awareness and further participation. Imagine Dubuque Kick -Off Video Featuring Dubuque Mayor Roy D Buol Process (continued) Imagine Dubuque: Getting Started Within the first month of Imagine Dubuque, the project logo and identity were designed, an interactive project website built (www.ImagineDubuque.com), the Imagine Dubuque project app Launched, marketing materials posted and distrib- uted, and two pop-up events held. The pop-up events on August 18th and 19th of 2016 at "Dubuque and ALL That Jazz" a nd the Saturday Farmers' Market effectively kick-started Imagine Dubuque by generating awareness and fresh ideas from the community. In less than 2 days the 'Imagine Dubuque Idea Booths' yielded over 200 written insights, great discussion, new website followers, app downloads, and was featured on the ABC evening news (KCRG Channel 9). Shortlythereafter, radio interviews also raised awareness and momentum. tt "More dog friendly places/parks." "Extend and expand bus service." "More community gardens!" "Need downsize options (condos)." - Ideas shared at the Dubuque Farmers' Market Pop-up Idea Booth. 11 I r�pl,t7t W klSio•i;'r. In gess than 2 days the 7rnaGine Dubuque ldea Booths' at `Dubuque and AL that Jazz' and the Farmers' Market yieided over 200 written insights! Workshops To focus feedback, Imagine Dubuque was organized around the following four pillars: Economic Prosperity, Environmental Integrity, Social and Cultural Vi bran- cy, and Equity. Four community -wide workshops were hosted, each dedicated to exploring ideas and opportunities related to these pillars. Workshop activities ranged from small group discussions to collaborative idea murals. Workshop Overview ❑ Economic Prosperity 1 October 25th, 2016 !Hotel Julien O Environmental Integrity I February 21st, 2017 I University of Dubuque ❑ Social + Cultural Vibrancy 1 April 19th, 2017 1 The Smokestack ❑ Equity 1 June 27th, 2017 I Prescott Elementary Working Groups Imagine Dubuque Working Groups were also coordinated wherein residents and stakeholders with insight into those pillars were invited to take part in small, inter- active discussions. These discussions served -up a wealth of knowledge that helped inform the plan and shape the activities at each of the community workshops. nnn nr �n n�in� n 300 72 TOTAL WORKSHOP AVERAGE WORKSHOP PARTICIPANTS ATTENDACE 1 Approximately 300 residents came out to take part in the 4 community workshops held as part of Imagine Dubuque, averaging 72 participants per workshop. Chapter 2 - Engagement I Imagine Dubuque 1 Page 2-5 Online Engagement The project website and app in- tegrated `opt-in'emails and push notifications ensuring subscrib- erswould receive a pop-up alert or email containing project news as soon as such was posted Quick Statistics: August 2016 to August 2017 O 30+Website NewsArticles O 40+App Push Notifications O 350+ Email/App Subscribers O 4,500+UniqueViators O 14,000+ Page Views :IMAGINE DUBUQUE NOME ABOUT- INTERACT- NEWS CONTACT What isy our vimd><t for Dubuque.? ■ �...k POLI. naugnn�� k i1I ..-,, 4, ,oi _ iiiiir, f- INTERACT WHAT CAN WE DO TO MAKE DUBUQUE A MORE VIA LIVABLE, AND EQUITABLE COMMUNITY? Process (continued) Online Outreach In addition to the in-person workshops and events, Imagine Dubuque's online participation was a dual source of insight and collaboration. The project website and app included a "Follow Feature" allow- ing visitors to sign-up to receive project news and announcements via email. Interactive tools were built into both interfaces that allowed users to share ideas, comments, project feedback, and even upload photos of potential improvements and things they would like to see emulated in Dubuque! Push Notifications Over 40 push notifications were sent over the course of the project to market upcoming events, project news, idea tools, and quick polls. IMAGINE DUBUQUE 2m ago 1 -Week Away! RSVP for the Social + Cultural Vibrancy Workshop: Wed 4/19, 6pm @ The Smokestack. Delectable food + refreshments provided. • 8fri 9' 0 Quick Polls Quick Polls (i.e. short, multiple-choice surveys) were also posted to the website, app, and distributed at community workshops that asked questions pertain- ing to each of the four pillars, future land use, and an initial poll that asked participants to choose ad- jectives that best described"Dubuque Today". When new Quick Polls went live, they were promoted via website news announcements, social media posts, app push notifications, and in-person events. i Quick Poll Station at the Economic Prosperity Workshop Page 2-6 1 Imagine Dubuque 1 Chapter2 - Engagement 1 • of®Nle" =J[ 0 0 IVIIMEMP WORKSHOP • TUESDAY, OCTOBER 25 • 6-81M4 M HOTEL 1ULIEN 1 GRAMO BALLROOM /MIYMNMEC NNW M 0ew+0414+1t 4u41.1[ OOSVOUF VC VISIT 114•21 0414VOVt COM TOO11 RSVP 0 IMAOIM[O V IVOUC.COM /RSV, IMM.IVIVWVVVC.CVM "We need to maintain the historic preservation and integrity of downtown. As a millennial, it's important for us to not only maintain something that a unique, but also has diversity (in terms of use and function) to it." • DIMAGINE DUBUQUE NVIRONMENTAL INTEGRITY WORKSHOP "Educate each other about green environmental best practices and further social awareness of safe and acceptable products and standards (i.e. no spraying round- up for green lawns)." •- • UQMlg SOCIAL + CULTURAL VIBRANCY WORKSHOP 0114r THESAIONESIACN 62L RTM51•LET .... 100.1' • R.fr&MI•ntl %OvldOO .... IISV>O IMAOIMMDUSUOUC.COM/PSV? �.ok�iack Ujtt•L1cM SC III RVI.COM 'Dubuque is already diverse+But we need to do a better job mixing social, economic, and racial groups in order to take advantage of the at that is diversify, and improve our City forevetyone." EQUITY WORKSHOP DOWMIOAOTMF IMAOMFOVFVGVFY, VISIT IMAOIMSOVSVOVF.COM 1001V RSVP • MA4IMCDU411OVf. COMM 0,410 "Remove taboo of mental health in youth. Educate that it is not just severe illness, but includes depression and anxiety. Introduce sessions to have youth feel comfortable talking about it and how students can seek treatment" AL There were a total of 4 community workshops, quotes from each of the workshops are included below the respective poster An open house was held on August 16th, 2017 to showcase and receive feedback on the Draft Plan Process (continued) Going to the Community Key to Imagine Dubuque's engagement strategy was going to the community. Over 30 Imagine Dubuque focus groups were held at various locations throughout the City to educate resi- dents about the plan and ways to get involved. From venturing to local high schools and universities,to neighborhood associa- tions and service clubs (Kiwanis, Rotary, and many more), these on-site mini -workshops inspired participants to share ideas on the future of Dubuque, download the app, follow the website, and tell family,friends and neighbors to do the same! .)4111116, Rotary Focus Group Student Focus Group at Wahlert High School inclusive Dubuque Focus Group Chapter 2 - Engagement I Imagine Dubuque 1 Page 2-7 Live Smartphone Polling Live polling was integrated into focus groups and meetings that allowed participants to anonymously interact, share comments, and vote on priorities via their smartphones during live presentations. The results were then collected and reported back in real-time via colorful Wordles (as shown in the graphic at right) and bar charts. Live polling was introduced at the start of focus group sessions to provide a baseline of data for participants to respond to, discuss, and opine on in greater detail. Question #1: What are Dubuque's greatest assets? Leadership Dubuque Focus Group Live Poll,January 11, 201Z Holiday Inn, 450 Main Street Involvement 141 n c Parks 1- Leadership 0 Arboretum Community Support Life Connectivity Walking trails 1 � ID 1 Missippi River Port of Dubuque Location Local businesses Community Mississippi River front Mississippi Bluffs Young people moving back Beauty Le... e a) 0 0 a Schools a Safety Access to higher educati Local business River c 0 .2 Q D 0 Tourism 0 Strategic Outreach Data Benchmarks Also essentiaL to the Imagine Dubuque process was ensur- ing representative feedback from the whole community — all ages, races, ethnicities, and backgrounds (see demographic charts on page 2-14 and 2-15). Even with a soLid Commu- nications Plan in place and robust outreach and marketing underway, successfuL engagement requires checking back -in with the community, reviewing who is sharing, and determin- ing if added outreach is needed. Throughout the 12 -month engagement process, ideas were recorded in a master idea spreadsheet and categorized by topic. Progressive findings and emerging themes were then reported back to the community at workshops, on the project website, and at Long Range Planning Advisory Commission and City Council check-in's. This detailed and steady docu- mentation and summarization ensured the Listening and Learning phase of Imagine Dubuque was on the right track. Page 2-8 I Imagine Dubuque I Chapter 2 - Engagement To better understand who was sharing ideas and involved in the process, Imagine Dubuque's project tools and in-person events integrated optional. demographic questions. While reviewing engagement data in February of 2017 (6 -months into the process) the project team reaLized that input from students and seniors was Lacking in comparison to City-wide demographics.To address such, creative brainstorming began. ReaLizing that mobiLitywas a burden for some elderly residents, info sessions, and Lunch-time presentations were scheduled at area senior homes, including AppLewood Apartments,The Rose of Dubuque Senior Community, and Bethany Home, to raise awareness and gather direct feedback. A news article about Imagine Dubuque was pubLished in the Golden View,a monthly pubLication distributed in the Tri-State area (Iowa, Illinois, and Wisconsin), whose primary audience is seniors. II .12YnM I L\ 0 IJn�1n THE CITY'S NEW COMPREHENSIVE PLAN • VIABLE • LIVABLE • EQUITABLE • VISIT WWW.IMAGINEDUB000E.CDM FREE TO RESERVE AND CHECK OUT,A GREAT LISTENER, VERY LIGHT, AND PORTABLE Conclusio In just over 12 -months, more than 6,000 res- idents participated and shared ideas as part of Imagine Dubuque, resulting in over 12,500 ideas. Public idea sharing sessions ended in June 2017, with a workshop focused on Equity, co -hosted by Circles° Initiative and Inclusive Dubuque at Prescott School. Then a campaign for public input on land use ran mid-August 2017. ATreat + Great Public Open House was held on August 16th, 2017 to unveil the draft plan to the community. UUuUUUc ru.611 uvnt 60v114eu My Idea to make Dubuque a more viable. livable, and equitable community is -39111 a ■ R. .W• The mission of the Imagine Dubuque mobile idea board is to travel around town and collect as many great ideas from Cubuquers as possible on how to improve the future of our great City. But to do this -- we need your help! Does your workplace, communitygroup, or event have people with great ideas to improve our city? Offer to host the idea board. It couldn't be simpler. The idea board will be delivered to your office or event and picked up when convenient for you. Contact Ose, info below, to learn more and reserve the idea board today. Your ideas matter! Be a part of shaping Dubuque's future today! VIABLE 6 BL AUGUST 16TH @ 5:3OPM WASHINGTON PARK Imagine Dubuque Treat + Greet 66.i•(YI�Y/4�1 Y\•1 Y.��t�Y 1N�.I=1.rh:1_t71 YV��tSi�� 0','IA NIG C ICIA OAKINLOT'nCITYOrDUBUQU E.ORG 563.589.4210 Idea boxes and comment cards were designed and dropped - off at local schools, universities, businesses, and living facil- ities. A mobile idea board was stationed at over a dozen businesses and destinations throughout Dubuque, collect- ing sticky note ideas from visitors and passersby. These retooling efforts generated over 500 new ideas in less than 3 months, increased feedback from all sectors of the City (including students and seniors), and ensured project demographics aligned with City demographics. PSVI- W W W.IMAGINEDUB000E.COM Community engagement was the single -most pivotal and influential factor of Imagine Dubu- que. The plan's findings and recommendations, showcased in the chapters that follow, are di- rectly derived from the engagement process, as celebrated by the infographics and outreach statistics therein. Only through the participa- tion of the community was the City capable of developing a relevant and meaningful plan for the future of Dubuque. Thank you to the thousands of individu- als who participated in Imagine Dubuque, sharing ideas, and volunteering their time and energyto positively shape and impact Dubuque's future. Chapter 2 - Engagement I Imagine Dubuque 1 Page 2-9 OUTREACH TIMELINE TOTAL ENGAGEMENT 1 As showcased in the detailed time Line below, a variety of tooLs were used and numerous events hosted throughout Imagine Dubuque's 12 -month outreach process to empower residents. The varied opportunities and collaborative experiences aLLowed everyone to connect and share ideas in the way that felt most naturaL to them -via the website, app, printed postcard, or idea card -- ata workshop, focus group, or pop-up event. Furthermore, tooLs and events are only successful if people are made aware of them. Creative, steady, and targeted marketing ensured the community knew what events were happening, when, and how to get involved. �G /Po rt ip. iuextb 5 Idea Booths 400+ Participant P 2uet 14,000+ Views 4,500+ Visitors LEGEND ONLINE TOOLS (�} WEBSITE ID MOBILE APP 9 QUICK POLL VIDEO IN-PERSON EVENTS G POP-UP EVENT * WORKSHOP 4 INTERVIEW FOCUS GROUP P WORKING GROUP 11" LEADERSHIP MEETING B CITYCOUNCILCHECK-IN IDEA COLLECTORS ® MOBILE IDEA BOARD A IDEA BOXES R IDEA BANNER STAND • Vacuo. guwul:14, 30 Sessions 780+ Participants 8 mabi2e ciipp 200+ Downloads 40+ Notifications AUGUST 2016 OP 08/01/16 PROJECT WEBSITE LAUNCHES www.lmagineDubuque.com 08/10/16 PROJECT APP LAUNCHES 4 08/17/16 - 08/30/16 INTERVIEWS 65 participants J 08/10/16 QUICK POLL #1 POSTED: DUBUQUE ADJECTIVES 186 participants Cr 08/18/16 POP-UP IDEABOOTH #1 Dubuque and All That Jazz 40 participants G 08/19/16 POP-UP IDEABOOTH #2 Dubuque Farmers' Market 64 participants 1Uo kairepa. 4 Community -Wide 310+ Participants 0 Quick lPaee4, 6 Polls 900+ Participants SEPTEMBER 4 09/20/16 INTERVIEWS 10 participants 09/20/16 HIGH SCHOOL FOCUS GROUP Wahlert High School 50 participants h 09/20/16 LEADERSHIP TEAM MEETING 50 participants fntekalew< , 100+ Interviews cVideao 5 Videos 500+ Views OCTOBER 410/01/16.10/30/16 INTERVIEWS 25 participants 10/25/16 HILLS + DALES SENIOR FOCUS GROUP 20 participants 10/25/16 CIRCLES BIG VIEW NIGHT FOCUS GROUP 20 participants * 10/25/16 COMMUNITY WORKSHOP #1: ECONOM IC PROSPERITY 40 participants 10/25/16 OUICK POLL #2 POSTED: ECONOMIC PROSPERITY 187 participants Engagement O +A What was the purpose of the Working Groups and Leadership Team Meetings? The purpose of the working group sessions and leadership team meetings was to generate expert insight, effectively inform issues, and refine/ improve community workshops. Working Groups: Each included 5-15 citizen experts who were selected based on their knowledge and experience pertaining to the 4 project pillars (economic prosperity, environmental integrity, social + cultural vibrancy, and equity). Leadership Team Meetings: Comprised of City Department heads and leaders, this group of approximately 50 individuals met with the Imagine Dubuque Team every other month to provide input on engagement efforts, identify critical issues, and review and advise on emerging themes. NOVEMBER 11/07/16 CITY JOURNAL 0+A VIDEO 76 Views 11/11/16 INCLUSIVE DUBUOUE FOCUS GROUP 42 participants 11/14/16 IMAGINE DUBUQUE KICK-OFF VIDEO Featuring Mayor Buol 11 11/14/16 CITY COUNCIL CHECK-IN DECEMBER ® 12/02/16 MOBILE IDEA BOARD BEGINS TRAVELING AROUND DUBUQUE P 12/14/16 WORKING GROUP: EQUITY 30 participants 12/15/16 NOON OPTIMIST CLUB FOCUS GROUP 30 participants I" 12/20/16 LEADERSHIP TEAM MEETING 50 participants AUGUST 12016 SEPTEMBER OCTOBER NOVEMBER DECEMBER Page 2-10 I Imagine Dubuque I Chapter 2 - Engagement 2016 FEBRUARY J 02/02/17 UICK POLL#3 LAUNCHED: ENVIRONMENTRAL INTEGRITY 164 participants 02/07/17 AMERICORPS FOCUS GROUP 40 participants 11 02/14/17 CITYCOUNCIL CHECK-IN 02/15/17 UNIVERSITYFOCUS GROUP 25 participants P 02/15/17 WORKING GROUP: ENVIRONMENTAL INTEGRITY 7 participants 02/15/17 INTERVIEWS 6 participants P 102/15/17 WORKING GROUP/MINDMAP: SOCIAL + CULTURALVIBRANCY 10 participants P' 02/21/17 LEADERSHIPTEAM MEETING 50 participants * 02/21/17 COMMUNITYWORKSHOP *2: ENVIRONMENTAL INTEGRITY 70 participants 3 02/28/17 ROTARY CLUB FOCUS GROUP 53 participants MARCH 3 03/07/17 POINT NEIGHBORHOOD ASSOCIATION FOCUS GROUP 15 participants R © 03/15/17 IDEA BANNER/ BOXES BEGIN TRAVELINGAROUND DUBUQUE 3 03/14/17 VALLEY VI EW N EIGHBORHOOD ASSOCIATION FOCUS GROUP 10 participants 3 03/25/17 DUBUQUE BLACK MEN COALITION MANHOOD PROJECT FOCUS GROUP 40 participants •J 03/27/17 QUICK POLL#4 POSTED: SOCIAL + CULTURALVIBRANCY 90 participants 1 FEBRUARY- MARCH JANUARY 2017 a 01/04/17 GREEN DUBUQUE FOCUS GROUP 30 participants a 01/06/17 UNIVERSITY FOCUS GROUP 25 participants X010917 DUBUQUE COMMUNITY SCHOOL DISTRI EXECUTIVE BOARD FOCUS GROUP 9 participants dra gig 01/11/17 LEADERSHIP DUBUQUE FOCUS GROUP/MINMAP 25 participants 01/19/17 MORNING OPTIMIST CLUB FOCUS GROUP 9 participants a 01/24/17 PRINCIPALS + DIRECTORS OF SECONDARYEDUCATION FOCUS GROUP 5 participants 02/21/17 Community Workshop #2 Environmental Integrity JANUARY' 2017 APRIL a 04/18/17 WORKING GROUP: ECONOMIC PROSPERITY 15 participants I. 04/18/17 LEADERSHIP TEAM MEETING 50 participants a 04/19/17 NON-VIOLENCE FOCUS GROUP 5 participants 04/19/17 LOCAL FOODS FOCUS GROUP 15 participants * fwri 04/19/17 COMMUNITYWORKSHOP *3: SOCIAL + CULTURALVIBRANCY 50 participants • 04/25/17 ARTS + CULTURE FOCUS GROUP 8 participants 3 04/26/17 SENIOR FOCUS GROUP 21 participants MAY 05/02/17 SENIOR FOCUS GROUP 9 participants 3050317 SENIOR FOCUS GROUP 15 participants 3 05/04/17 RESILIENT COMMUNITYADVISORY COMMISSION FOCUS GROUP 14 participants G 05/05/17 POP-UP IDEA BOOTH #3 Puttzin'Around Downtown 200 participants 3 05/11/17 TEACHER FOCUS GROUP 102 participants .: 05/11/17 RELIGIOUS SISTERS FOCUS GROUP 20 participants 3 05/11/17 SENIOR FOCUS GROUP 16 participants IB 05/15/17 CITYCOUNCILCHECK-IN 9/ 05/19/17 QUICK POLL#5 POSTED: EQUITY 1 0 participants APRIL- MAY 2017 .: 06/01/17 SENIOR FOCUS GROUP 93 participants .: 06/05/17 KIWANIS CLUB OF DUBUQUE FOCUS GROUP 12 participants 06/12/17 DUBUQUE COUNTY BOARD OF SUPERVISORS + STATE REP- RESENTATIVE FOCUS GROUP 4 participants I" 06/20/17 LEADERSHIPTEAM MEETING 50 participants * 06/27/17 COMMUNITY WORKSHOP *4: EQUITY 150 participants 8 07/10/17 CITY COUNCILCHECK IN J 07/17/17 QUICK POLL#6 LAUNCHED: FUTURE LAND USE 350+ participants G 07/19/16 POP-UP IDEA BOOTH *4 Bee Branch Opening - Land Use AUGUST I. 08/15/17 LEADERSHIP TEAM MEETING 50 participants I" G 08/16/17 OPEN HOUSE/POP-UP BOOTH *5 TREAT + GREET: MEETTHE PLAN 150 participants SEPT B 09/06/17 CITYCOUNCILCHECK IN 11 09/18/17 PUBLIC HEARING AND ADOPTION JUNE -SEPTEMBER Chapter 2 -Engagement l Imagine Dubuque l Page 2-11 PROJECT PARTICIPATION POWER TO THE PEOPLE 1 The infographic below showcases Imagine Dubuque participation statistics overall, as well as how such fluctuated over the 12 -month engagement process Chart data includes the number of individuals who participated via the following mediums •; ONLINE Visited and interacted with the project website and app These numbers are informed by Google analytics and traffic associated with unique visitors •, IN-PERSON Attended pop-up events, workshops, focus groups, leadership team meetings, working groups, and interviews Attendance was recorded at each event •; QUICK -POLL Responded to the project quick polls A total of six polls were posted over the course of the project, the findings of which were analyzed and summarized as applicable within the chapters that follow 6,000+ PARTICIPANTS TOTAL 12 MONTH PROCESS CHART: Number of People Engaged + Monthly Milestones AUGUST 2016 Prqect Kick -Off Pop -Up Event #1 Pop -Up Event#2 Quick Poll #1 800 OCTOBER 2016 Economic Workshop #1 Quick Poll #2 2 Focus Groups 756 FEBRUARY 2017 Environmental Workshop #2 Quick Poll #3 4 Focus Groups 0 APRIL2017 Soc l+Cultural Vii urksh op #3 Quick Poll #4 3 Focus Groups 882 Exubnq Cond,bonsAnalysu 223 328 365 1 1 Methodology To ensure accurate data, the number of individuals who participated was analyzed separate from the number of ideas Reason being, single participants shared multiple ideas The number of people who engaged with the idea boxes and mobile idea board were also purposely omitted from the bar chart below being that the majority of people who engaged via such, were part of a focus group 500 PEOPLE D PER ONTH MAY 2017 JUNE 2017 JULY 2017 AUGUST 2017 Equity Equity Land Use Review Draft Quick Poll #5 Workshop#4 Quick Poll#6 Pop -Up Event #5 Pop -Up Event #5 Outreach Ends Pop -Up Event#4 Treat +Greet 5 Focus Groups Open House 23 645 186 838 1 1 PJB 5�e� °G, °� OCG •�P� �``� CPQ PQM �`Py ,3\-\ c, JJ � JC' Page 2-1.2 I Imagine Dubuque I Chapter 2 - Engagement INSPIRING IDEAS PROVIDING CHOICE 1 To inspire Dubuque residents and stakeholders to share their ideas, a variety of tools and opportunities were provided to make the process of sharing as easy and fun as possible The infographic below identifies the varying ways people provided feedback and the approximate number of ideas and insights collected from each method • IDEA T 6,000 2,300 1,500 1,200 700 500 300 12,500 IDEAS SHARED OUICK POLLS A total of 6 quick polls were posted and marketed via the website and ap thattiered insights specific to (1) Dubuque Descriptors. (2) Economic Prosperity, (3) Environmental Integrity, (4) Social and Cultural Vibrancy, (5) Equity AND (6) Land Use. INTERVIEWS Over 100 interviews were conducted with Dubuque businesses, government entities. interest groups. neighborhood associations, local developers, partner organizations and stakeholders. COMMUNITY WORKSHOPS A total of four public workshops were held centered on (1) Economic Prosperity, (2) Environmental Integrity, (3) Social and Cultural Vibrancy, and (4) EquityAll workshops included creative and collaborative activites to generate and prioritize ideas. IDEA TOOLS A variety of idea tools were created, marketing and strategically distributed to cultivate representative community feedback. These tools include postcards, a mobile idea board, idea boxes, and an online idea sharing tool via the website and app. TRAVELING WORKSHOPS / FOCUS GROUPS The City and Project Team conducted over 30 traveling workshops / focus groups with varying consituents including students, seniors, local clubs, organizations, and interest groups to ensure representative feedback from all ages, races, and interests. WORKING GROUPS To generate expert insight and help inform priorities for community workshops, a total of four working groups were conducted with local leaders focused on (1) Economic Prosperity, (2) Environmental Integrity, (3) Social and Cultural Vibrancy, and (4) Equity. POP-UP EVENTS Five pop-up events were held to gather on -the -ground feedback via an Imagine Dubuque Idea Booth. Events included (1) Dubuque and Alt That Jazz, (2) The Farmers Market, (3) Puttzin'Around Downtown, (4) Bee Branch Opening, and (5)Treat + Greet Open House. CHOICE ENGAGEMENT 1 Based on the depth of tools and opportunities to share input, Imagine Dubuque collected over 12,000 ideas in 12 months; averaging over 1,000 ideas per month and nearly 40 ideas per day! Chapter2 - Engagement I Imagine Dubuque 1 Page 2-13 PROJECT DEMOGRAPHICS DIVERSE ENGAGEMENT 1 As showcased via the charts and infographics on the fol- lowing two pages, project demographics closely align with the City of Dubuque's community make-up.That said, there are a few instances wherein the comparison demographics differ slightly: Imagine Dubuque engaged (1) a higher diversity of resi- dents relative to race and ethnicity, (2) more females than males, and (3) more seniors, students, and mitteniats than City-wide demographics. What do project demographics reflect? Approximately 6,000 people engaged with Imagine Dubuque. Of those 6,000 individ- uals,approximately2,000 or 33% elected to share demographic details. This reduced statistic is partially due to the fact that not all idea sharing tools and methods were connected to collecting or asking for these insights. For example, demographic data was not connected to mobile idea board comments, idea box comments, postcards, and website analytics, i.e. unique visitors to the project website. However, self -elect- ed demographic data was collected at Workshops, Focus Groups, Pop -Up Events, and Idea Tools via the website and app. DATA TRENDS © Diverse Engagement Compared to City demographics, Imagine Dubuque engaged 2.5% more African American/Black individuals and 1.5% more Hispanic/ Latino residents. © Students + Millenials + Gen X Shared Focus groups and idea tools dispersed to area colleges and high schools effectively generated insights from those aged 19-34 years. © Engaged Seniors The depth of focus groups held at area senior homes increased awareness and insights from those aged 65 years and older. © More Females Approximately 4% more females than males engaged with Im- agine Dubuque based on the demographic data collected. Page 2-14 I Imagine Dubuque I Chapter 2 - Engagement Methodology Engagement events, activities, and toots (both in-person and online), integrated optional questions relating to demographics. This data was logged and analyzed throughout the duration of Imagine Dubuque to ensure project demographics were reflective of the community at large. This data is presented via the charts and graphics below and includes alt information provided from participants during the outreach process. Race/Ethnicity Looking at race and ethnicity, Imagine Dubuque engaged a higher percent of diverse stakeholders than what is rep- resentative of the City. Approximately 6.5%+ more African American/Black par- ticipants and 3.5%+ more Hispanic/Lati- no participants engaged in the process. This added diversity is largely due to strategic focus group sessions, work- shops, and project partners such as Inclu- sive Dubuque. ;1,111M111 • 1 IJ IN .. MI U,&8% 91% -6. i% CO .4% .3.5% '2% .p W 11% 11% 11% 5 11% • Project% 0 10 20 30 40 50 60 70 , 80 g0 • City% Age Nearly all age brackets align, with pro- ject demographics being over -repre- sented in college -aged participants (19-24 years), millennials/Gen-Y (25-34 years), Gen -X (35-44 years), and Baby Boomers/seniors (65 years and older). The aforementioned targeted market- ing (idea boxes at local colleges, univer- sities, and senior homes) and focus group sessions (high school students, milleniaLs as part of the Leadership Dubuque Work- shop) are directly related to the added idea generation in these age sectors. w c.7 0 2 41 6 8 110 112 114 116 18 20 22 24 , 261 28 • Project % • City % Gender Slightly more females than males par- took in the project, with female partic- ipation being over -represented by 4% and male participation being under -rep- resented by 4%. Less than 1% of project participants chose to "Self -Describe" or preferred not to answer. a 10 15 20 25 30 35 40 45 50 55 Project % • city % Chapter 2 - Engagement I Imagine Dubuque 1 Page 2-15 PHOTO BOARD 1 EVENTS CI' Pop -Up Events 15 Total 1 Dubuque and All That Jazz 1 Farmers' Market 1 Puttzins Around Downtown 1 Treat+ Greet Open House 1 .4• •-• ik 1.10tSEIS: -WHAT IS YOUR V111014 FOR 1:11.111LIGULT la VW * SIssoupslost. SIIARS MIAS I=6.1.,..1=kault MY IDEA IS... ,3mALL. rxxiPAKK ('‘ rerxed-in LA - Heat Vesi A .11 Page 2-16 1 Imagine Dubuque 1 Chapter 2 -Engagement PHOTO BOARD 1 WORKSHOPS * Workshops 14 Total I Economic Prosperity I Environmental Integrity 1 Social + Cultural Vibrancy 1 Equity Economic Prosperity Workshop 110.25.16 Environmental Integrity Workshop 102.21.17 Social + Cultural Vibrancy Workshop 104.19.17 Equity Workshop 106.27.17 1 Chapter 2 - Engagement I Imagine Dubuque 1 Page 2-17 PHOTO BOARD I FOCUS GROUPS At Focus Groups 130+Total I These traveling workshops took place all over Dubuque! Black Men Coalition Manhood Project F' cus Group Page 2-18 j Imagine Dubuque I Chapter 2 -Engagement CHAPTER 3 ECONOMIC PROSPERITY CHAPTER ATA GLANCE []Introduction []Employment [] Equity and Economic Prosperity [] Housing [] Business [] Mixed -Use O Recommendations 3-02 3-03 3-10 3-11 3-13 3-17 3-18 CHAPTER 3 ECONOMIC PROSPERITY Within the context of economic growth and prosperity, what do viability, livability, and equity really mean for Dubuque and its residents? For residents, this translates into a life lived with an equal chance of personal success, satisfaction, and economic opportunity in their preferred place. It seems simple, but it is not. The factors afecting individual or family choices in where to live and work are shifting dramatically. In some instances, the housing crash or other fallout from the recent Great Recession have limited these choices. In other situations, technological change has altered these choices, boosting the location appeal for cities like Dubuque. Within a regional context Dubuque is positioned well for economic and workforce development. Over 396,000 college students attend an institution within a 100 -mile radius of Dubuque, 3 million people live within 100 miles of Dubuque, and 67 million people live within a 500 mile radius of Dubuque. Introduction The Sustainable Dubuque model outlines four key principles of economic prosperity: REGIONAL ECONOMY (0 Regional Economy (0 Smart Energy Use (0 Resource Management (0 Community Design SMART ENERGY USE _`\\I iii'i.....) RESOURCE MANAGEMENT COMMUNITY DESIGN 11_,..Eft)so Future economic vitality will require new ways of thinking and alternate approaches. Addressing workforce skills, talent development, and business growth represent variations of similar obstacles faced by cities of Dubuque's size and Larger. Theyare regional and national challenges. For all ofthe Midwest, regional population decline due to population migration to the nation's South and West, has been problematic since the 1990s. The recent Great Recession and the collapse of the real estate market stymied relocation, but moves to these regions have again accelerated since 20121 Overall population growth nationally is now equally represented by domestic growth and immigration, and policy changes at the federal level may affect imm igration. Nationally, having enough workers to sustain Long-term economicgrowth, in add itiontodemographicchanges, underlies the local economic challenges facing Dubuque. In Iowa, overall net total migration is low, averaging approximately 3,500 new residents per year from 2010-2016. During that time, Dubuque County's population increased by 3.6%, making it the seventh fastest growing County in the State behind Counties in the Des Moines metro area (Dallas, Polk, Story), Iowa City (Johnson), Cedar Rapids (Linn) and Davenport (Scott). Dubuque exhibits recent growth in both native-born and immigrant populations. Continued population growth is essential with Dubuque's ability to attract investment— whether by existing or entrepreneurial businesses. The City of Dubuque continues to recognize and pro -actively adapt to address these trends. The solutions inherent in this chapter's recommended actions are all Local and Long-term, even for Dubuque's most cutting- edge businesses serving global markets. The trends affecting each broader commercial sector—industrial, retail/restaurant, office, housing, or mixed-use—are indistinguishable from their Likely impact on Dubuque's economy.The City's continued ability to adapt to economic change will ultimately assure success, satisfaction, and opportunity for its residents and investors. '' 'Sun Belt Migration Reviving, New Census Data Show."Wiiiam H. Frey. Brookings Institution, TheAvenue,January 4, 2016. Page 3-2 I Imagine Dubuque Chapter 3 - Economic Prosperity 0 Where Are New Dubuque Residents Coming From? 3 3% 33% 33% Elsewhere From 2009-2013, approximately 1/3 of In -migration into Dubuque County was from other areas of Iowa, 1/3 came from the neighboring states of Illinois and Wisconsin, and 1/3 from elsewhere included 4% from Asia and 3.5% from California. Source: lowa State Date Center, based on US Census Bureau data E mployment Dubuque has experienced strong employment growth since 1990, adding 15,000 jobs. Recent unemployment (3.4%) is at functional full employment. Job growth is foretaste at 9.7% by 2025, with a 2.5% decline in population projected for this same period. The City, Greater Dubuque Development Corporation, Northeast Iowa Community College, and other partners continue to address local employment and workforce issues. In addition to employment and workforce issues, Dubuque's technology infrastructure, particularly broadband, must become stronger. Dubuque's two largest employment sectors, manufacturing and health care, rely on technology to support their growth in products and services, for operating efficiencies, and to use their proprietary data for management purposes. The success of Dubuque's future entrepreneurs also depends on competitive and reliable access to technology. 444 Strong Employment Growth O 15,000+ New Jobs Since 1990 O Average of 500+ New Jobs Per Year O 3.4% Unemployment 2 A quoted in an interview with Kimberly S Johnson in the Wall Street Journal,19 June 2017,p R1 3 See the Economic Development Analysis appendix, p 12 ❑ Economic Policy At a basic levd,the best in technology irfrastruc- ture is needed For all of Dubuque's businesses to grow and add employees. tt "Each quarter we ask CFOs [Chief Financial Officers] to rank what their top concerns are. The No.1 concern this quarter is hiring and retaining qualified employees. We've been doing the surveys for 21 years, 85 quarters now. That's the first time that's been the No.1 concern?' Dr. John Graham, Quarterly Global Survey of Senior Financial Executives, Duke University's Fuqua School of Business, 1st Quarter 2017.2 Chapter 3 - Economic Prosperity i Imagine Dubuque 1 Page 3-3 Workforce Skills Gap The mismatch between the available workforce in numbers and skill sets remains a national issue. How these workforce issues affect Dubuque has been well documented by Greater Dubuque Development Corporation and Northeast Iowa Community College in their 2016 Greater Dubuque Region Skills Gap Analysis. Recent predictions of job loss due to automation are dire°, but expanding public and private sector partnerships, similar to Dubuque's, facilitate a `hyper -local' focus on three sets of issues --(1) growing local workforce skills, (2) developing future workers, and (3) recognizing what local employment sectors will expand. Technological change in manufacturing, Dubuque's largest employment sector, will require greater training and talent development to support advanced manufacturing skills and mitigate the job automation occurring throughout the sector. Manufacturing firms are also investing in improving their Dubuque facilities. Healthcare is among the sectors with automation proof job classes; several at higher wage rates. Dubuque's educational institutions and emerging tech -oriented businesses and employers represent a resourceforgrowth--as partners in local training, mentors, potential employers, and teaching code to school children. With this group of existing companies as a foundation, local, state, and regional resources and partners, and Dubuque's recent tech start-up showcases (Technori), Dubuque can develop another growth sector and continue diversification of the local economy. This technology -sector growth has significant potential given the research and growing number of startups in the ag-tech, bio -tech, med-tech, and analytics/big data fields currently underway at Iowa universities. ECONOMIC PROSPERITY QUICK POLL: 0: What key factors contribute to poverty in Dubuque? )48% 1 A: Low Wages of Employment 48% of quick poll respondents (90 individuals) identified employment opportunities as a key factor contributing to poverty in written comments, statements like 'wages are strikingly low in Dubuque' and 'all work should pay a living wage"were common. D Making the Case for More Fiber -Based Bandwidth "Dubuque requires more fiber -based bandwidth to support Internet connectivity, the establishment of some venture capital within the City, strong computer science and engineering graduates from the local and regional universities, and public/private partnerships that would make the City's commercial space tech -ready and affordable for purchase or lease. The City's universities would also have an opportunity to re -imagine their computer science, information technology, electrical engineering, analytics programs to best serve this vision. Similarly, Dubuque's elementary and high school programs, makerspaces, and co -working spots have an opportunity to begin computer science, information technology, electrical engineering, and coding education for the City's kindergarten -12th grade population to excite them about new opportunities in the City and retain them in the long term/channel them to these programs in higher education" - EmilyGoodmanrr PhD, Assistant Professor, Clarke University 4 Late 2016 information indicates that 47% of existing jobs will be eliminated within 25 years according to an Oxford University study published by the Oxford Martin Programme on Technology and Employment entitled The Future of Employment by Cart Benedickt Frey and Michael Osborne analyzing US employment data from 2013 Page 3-41 Imagine Dubuque 1 Chapter 3 - Economic Prosperity Workforce Retention and Recruitment Workforce retention and recruitment represent an opportunity for Dubuque by applying a dual approach — (1) focus on workers who prefer a Dubuque lifestyle and cost of living, and (2) ensure long-term job prospects and employee benefits match what employees want and need. The current message is that workforce recruitment is a broader, national competition, with larger cities reaping most of the talent benefits. This message is somewhat over -simplified. As an example, despite the well-publicized Millennial preference for urban locations, an estimated 26% express a preference for small town or rural living. Cities, like Dubuque, can differentiate their local or regional benefits versus how they compare nationally. The City's commitment to inclusiveness is one of these benefits. The City's employers and economic development partners can emphasize how to motivate and engage the City's future workforce. Dubuque's largest employers will likely remain in Dubuque and the City and its partners have an opportunity to enable the growth of current smaller employers within the City or Dubuque region. All employers and the City, by extension, can focus on those prospective employees receptive to Dubuque's many community assets. These same recruitment targets need to understand how their career can thrive with Dubuque's employers. Honest expectations about living in Dubuque are also part of this overall understanding. Recognizing the importance of professional growth to new hires must be part of any Dubuque employer's culture, including real and progressive development programs and ongoing communication and training in support of employee careers. Placing an equal emphasis on how a spouse orpartner perceives their fit and opportunities in Dubuque must be part of recruit targeting. • Economic Policy The City and its many local partners continue to address workforce preparation and training issues, including expanding job options for Dubuque's underemployed. In addition to addressing the skiUs gap, the City and these same partners must prepare for job automation in multiple sectors and related job losses inthe future. 26%nlennials Prtfieride or Ruralving To retain current and future workers, the promise of opportunity and professional development must be real and a part of each employer's commitment to offering the best in career opportunities and benefits. Non-traditional work opportunities are also a component of workforce recruitment and retention. The Economic Development Analysis in the appendix describes the changing nature of work and employer-employee relationships. For Dubuque, employers might choose to make increasing use of freelance and contract employees who work on-site or remotely on a project -by -project basis. Assuming future tech sector growth in Dubuque, this presents options for both employee and entrepreneurial growth: 1 The data in Greater Dubuque Development Corporation's 2017 Laborshed Analysis indicates potential employee interest among certain categories of workers -- underemployed, homemakers, and retired persons, in jobs with flexible full-time and part-time hours 52 51 !kerma Njezmanie, Now Can Firms Located in Rural Areas Position Themselves to Attract and Retain Millennial Talent" Cornell University IR School Spring 2016 52 Greater Dubuque Development Corporation and Iowa Workforce Development, 2017 Laborshed Analysts, March 2017, pp 26-29 Chapter 3 - Economic Prosperity I Imagine Dubuque 1 Page 3-5 Occupational Diversity Occupational diversity represents one component of every city's economic resiliency. When combined with the remaining two components, (1) industry diversity and (2) worker -class diversity6, research indicates that communities with a diverse local economy among sectors, types and classes of jobs are less subject to economic volatility and more likely to experience economic growth. These same communities are also more open to innovation and new ideas as a by-product of resiliency. Dubuque performs well in occupational diversity and industry diversity, based upon the City's continuous efforts to diversify the local economy since the 1980s after experiencing the loss of major employers and 23% unemployment. Recent economic resiliency data indicates Dubuque's strength in occupational diversity. Recent regional data indicates that eleven (11) labor categories employ 10,000 or greater.' Economic Policy Increasing the numbers and percentages of classes of jobs, particularly self-employed workers,will be important to the City's future. Incomes and Wages Retro Cakes & Cuperavery 11736 Central Ave, Dubuque IA Like the skills gap, wage and income stagnation remains a national issue. The Economic Policy Institute and others have documented the lack of real wage growth, despite increasing jobs numbers and declining unemployment rates. Inflation remains low. Costs of consumer goods have not increased by more than 2.2% annually since 2007,8 but wages have not kept pace in many parts of the U.S. (See Figure 3.1 on following page) According to Pew Research, real average wages nationally increased by 7.5% between 2000 and 2015. Wage growth in Iowa during this same period is an estimated 2%. Data from the Iowa Workforce, as displayed in Figure 3.2 on the following page, show a breakdown of sector employment for Dubuque County indicating average weekly wages. Dubuque's strong manufacturing and health care sectors have higher average weekly wages. The remaining three sectors, among the City's five Largest employment sectors, have Lower wage rates. Among the subsequent five sectors, wage rates are generally higher. Many of the jobs specific to these sectors are also less subject to future automation, according to the U.S. Bureau of Labor Statistics. Supporting business growth in these important local sectors will continue the City's economic diversification and add jobs. • Economic Policy For Dubuque's future, emphasizing sector growth and the `hyper-local'focus, described in addressing workforce issues and investing in a local talent pipeline, will support diversification of the local economy and incremental income growth. 6As defined in 2017 Wallet Hub and University of Minnesota analysis using 2015 U.S. Census data, industry or sector diversity is readily identifiable and reflects the major NAICS employment sectors for each city, such as Wholesale Trade or Retail Trade. Occupational diversity describes the types of occupations available in particular city, such as sales and office occupations. Worker -class diversity indicates the numbers or percentages of categories, such as self-employed workers or private sector wage and salary workers. 1 !bid and Greater Dubuque Development Corporation and Iowa Workforce Developrs ent, 2017 Laborshed Analysis, March 2017, p. 9. 1 U.S Bureau of Labor Statistics, Consumer Price Index All Urban Consumers/ U.S Cities., 2007-2017. Page 3-6 I Imagine Dubuque I Chapter 3 - Economic Prosperity IN FIGURE 3.1 $30 27.5 25 22.5 20 Mind the Wage Gap Cumulative nominal average hourly earnings, actual and hypothetical if they had grown at 3.5% since the recession began, 2007-2017 ▪ Hypothetical, assuming 3.5% growth' ▪ Average hourly earnings of all private employees 2008 2010 2012 2014 2016 Nominal wage growth consistent with the Federal Reserve Board's 1% inflation target, 1.5% productivity growth, and stable labor share of income. Source: EN Analysis of Bureau of Labor Statistics Current Employment Statistics public data sedes eeeeiLIJLaI�A'IIJiIL J%Y J t 1 "My vision of Dubuque is to $3.06 be a place where workers are paid a living wage and where there are job opportunities for low -skilled workers:' "My vision is to have a community without poverty. Many Dubuquers currently live at or below the poverty line. In order to make our community stronger and sustainable, we need to ensure everyone has access to a living wage in order to be able to support themselves and their families." - Ideas shared via the project website and app • FIGURE 3.2 Dubuque County Employment 2016 Quarter 41 Shade determined by the Average Wage 15,000 5,000- 0 Health Care & Social Assistance Retail Trade Educational Services ccomodations & Food Services Finance & Insurance Wholesale Trade Transportation & Wareh Construction Professional, Scientific, Technical Administrative & Waste Management Other Services (except Public Admin) Public Administration Arts, Entertainment & Recreation c Management of Companies Ave Weekly wage $279 Real Estate, Rental, Leasing Agriculture, Fishing & Hunting •,•.I •,•waIw •.ai•• • •, r.i•�_�••�•.• $1,789 Mining, Quarrying, & Oil & Gas Chapter 3 - Economic Prosperity 1 Imagine Dubuque 1 Page 3-7 Economic Policy The fundamental questions for Dubuque are not just how to compete for talent but what talent will be needed and what will be done locally to identi- fy opportunities to develop and retaintalent. till 1111 `Millenials'Voted #2 Top Trend Likely to Guide Economic Prosperity Attracting Young Professionals Millennials are expected to comprise half of the nation's workforce by 2020—the best -educated and most diverse generation in U.S. history. Attracting young professionals, particularly Millennials, is a common goal for all cities and their employers Larger cities count on talent attracted from elsewhere for business and employment growth This external talent typically has higher levels of educational attainment than the local workforce For Millennials, key criteria for their relocation decisions include welcoming of new ideas and residents, acceptance of diversity, opportunities for civic engagement, and amenities for a young adult lifestyle -- shopping, culture, entertainment, and nightlife Chapter 5 on Social + Cultural Vibrancy addresses many of these issues in Dubuque Arecent Philadelphia survey of young professionals new to that city indicates the importance of these criteria -- only 43% of new residents stated that a job opportunity was their primary reason for moving to the city 9 1 Nearly 6 out of 10 Young Professionals (57%) said that their primary reason for moving to the city was something other than a job opportunity, according to a recent Philadelphia survey. Economic Prosperity Workshop at Hotel Julien The establishment of a local talent pipeline versus seeking external talent will be critical for Dubuque's future. Joint business efforts in several cities are investing in pipelines for local talent, formulating goals to increase educational attainment in their communities and states Some cities are actively communicating with former residents who left the region to attend colleges elsewhere Other college communities,similarto Dubuque,maintain active relationships with alumni after graduation, encouraging former students to return to invest in their college town In Dubuque, a regional office of a professional practice focuses their recruitment efforts on nearby universities, identifying young professionals interested in working at their Dubuque offices Larger corporations are creating a `development culture' to ensure ongoing opportunities for talented staff Building the local talent pipeline ultimately requires all of these initiatives 1 For Millennials, key criteria for relocation decisions include welcoming of new ideas and residents; acceptance of diversity; opportunities for civic engagement; and amenities for a young adult lifestyle. 9Equal Measure, "Keylnsights into Talent Attraction and Retention Efforts in Philadelphia 'Fall 2015 Also,supported by Campus Phrlly, GreaterPhiladelphia Chamber, and City data Page 3-8 I Imagine Dubuque 1 Chapter 3 - Economic Prosperity D World Population by Generation 1 #MillennialTakeover Worldwide and in the U.S, Millennials are the largest generation yet - some 2.3 billion strong. Millennials are expected to comprise half of the nation's workforce by 2020—the best -educated and most diverse generation in U.S. history. (U.S. Census Bureau) 1° • Builders • Boomers Gen X ❑ Millenials • Next Gen t t t 2015 2020 2025 2030 2040 "We are hying to be competitive when it comes to recruiting talent from around the world and across the country..." Sarah Harris Vice President, Greater Dubuque Development Corporation quoted in the article by Jeff Montgomery, "What's in Your Paycheck?" - Telegraph -Herald Online, March 15, 2015. Entrepreneurship Dubuque and its economic development partners --local, regional, and statewide—continue to provide support to area entrepreneurs through StartUp Dubuque. The current effort has existed for just over two years, serving over 200 businesses since inception, and multiple partners and resources to address the needs of the area's newand growing businesses, StartUp Dubuque represents the beginnings of an entrepreneurial eco- system for the Dubuque area. With improved access to technology and tech infrastructure, add Mona ltech entrepreneurs could start businesses, adding to downtown's nascent tech -related cluster. Throughout the Imagine Dubuque planning process, access to capital was identified as a local issue specific to the growth of entrepreneurial businesses. For new businesses that prove out successful business concepts, the City, Greater Dubuque Development Corporation, and Northeast Iowa Community College can identify and promote a range of traditionaland emerging funding resources. Also,acceptance of diversity, given the importance of immigration to successful entrepreneurial growth nationally, should be a future component of overall business growth and of retaining talent, recruited and local, in Dubuque. i uir When asked what they wanted to see in Dubuque, high school students noted a desire for more 'start-ups and small business success 10 Millennials, or Generation Y, are typically defined as the generation bom between 1980 and 1995 various sources use slightly different sets of birth years For example, the U S Census Bureau defines Millennials as the generation as bom between 1982 and 20X They are the children of Baby Boomers and represent the largest living generation, or 75 4 million Americans, according to the Census Bureau and analysis by the Pew Research Center They began entering the workforce in the earti to rnld-20Os The size and potential of this generation will affect the workforce for decades, according to these same sources Chapter 3 - Economic Prosperity I Imagine Dubuque 1 Page 3-9 Economic Policy Dubuque will need to build upon its current work to ensure economic prosperity by creating an innovation culture that enables local employers to invest in the local workforce, sup- ports entrepreneurial growth and investment in all neighborhoods, and emphasizes the expan- sion of the City's small and mid-sized firms. cfn View of Downtown Dubuque and the Mississippi Rtver from atop a bluff Equity and Economic Prosperity Dubuque's commitment to equity establishes a community value that incorporates the local desire for economic inclusiveness. As a concept, equity requires that regional and local entities, typically focused on traditional economic development work, understand that inclusion is part of that work. Equity also entails the engagement of regional or local groups that have distrusted economic development work, given their exclusion from past economic programs, successes, or strategies. This past extends to all uses— housing, retail and commercial, and employment. Inclusive Dubuque is addressing these past inequities, with more to be accomplished. For Dubuque, the fundamental basis for community equity will be how the community reacts to ongoing economic disruption and re -imagines solutions. Technological advances will remain the primary economic disrupter. These disruptions will affect all residents. As noted in the employment section, ensuring access to technology and connectivity will be critical to future business growth. It will also be critical for workers of all ages and experience levels in maintaining their work skills to obtain and advance in their chosen field. For example, programs to teach construction trades like carpentry or electrical would help create a strong local workforce while offering motivated individuals an opportunity to start a business. How residents access employment and travel to their jobs in Dubuque and Dubuque County will be critical to sustained economic opportunities for residents and the City's overall growth. "1 thought, if 1 can just make that right amount of money to take care of my family, then all would be well in the world. l now know you have to be rich in other resources as well, in order to be a success." -Erica (Circle Leader) Dubuque Circles® Initiative, http://www..cityofdubuque. org/1398/Circles-initiative ("Disruptive market dynamics are transforming the rules of success and challenging how we help society adapt." - Amy Liu,"Building inclusive Economies: My Speech at Michigan's Mackinac Policy Council,"The Avenue, Brookings institution June 26, 2017 Page 3-10 1 Imagine Dubuque 1 Chapter 3 - Economic Prosperity Economic Policy Dubuque's housing market remains poised for growth, given recent market improvements in sales numbers and prices. The bases of all future housing growth, specifically the City's employ- ment growth and new household formation, wiU be critical components of housing product absorption and guide what will be built where. New housing development under construction in Dubuque Housing Dubuque's housing market remains poised for growth, given recent market improvements in sales numbers and prices. With economic growth and market absorption, Dubuque can add new housing types that appeal to the City's existing and future residents and their lifestyles. Certain housing challenges exist. In a recent study of incomes and wage rates needed to rent a two bedroom -unit, Iowa ranks 47th among the states when ranked from most to least expensive» However, this same study indicates pressures on Dubuque renter households in affording local rents due to current wages. The ability to support additional housing products, both rental and owned, for residents at all income levels will result from both population and employment growth. Variety of Housing Products The City has historic homes and areas suitable for new single-family housing development. In addition, Dubuque has multiple strong housing programs available to residents to ensure sustained improvements and investments in housing stock in residential neighborhoods throughout the City.Sen ior housing units continue to be developed in Dubuque. The City of Dubuque has also committed to using Tax Increment Financing,to intent local housing development.Tax Increment Financing remains the best local financing mechanism to support local economic development, whether in Dubuque, Iowa, or elsewhere in the U.S. The use of Tax Increment Financing for potential new housing development can complement the City's current housing programs. 11 Out of Reach 2017 The High Cost of Housing "National Law Income Housing Coalition Tax Increment Financing has been become essential to compete for much needed development. Housing Tax Increment Financing is used judiciously in Dubuque to benefit both public and private development efforts through the use of tax increment funds in form of rebates for the creation of public infrastructure to facilitate new residential development. In Dubuque,38.1% ofthe increment is required by state law to benefit the creation of affordable housing in the city. Dubuque's comprehensive housing incentives to stabilize or enable rehabilitation of historic residential building stock remain effective, attracting purchasers to Dubuque's historic neighborhoods. Successful multi -family housing developments, particularly in downtown Dubuque, have used Historic Tax Credits and New Markets Tax Credits, in addition to local and state incentives and funding sources. This includes the City's Comprehensive Housing Activities for Neighborhood Growth and Enrichment, or CHANGE program. This program integrates resources, including funding, for homeowners, rental property owners, renters, and the local real estate community. Household data, as described in the Economic Development Analysis Report in the appendix, notes that area population and household growth is occurring in Dubuque County, outside of the City of Dubuque.The local desire for increased variety in the City's available housing products should necessarily match market absorption. Chapter 3 - Economic Prosperity I Imagine Dubuque 1 Page 3-11 Housing Market Segments O Rent vs. Own Multiple market factors will determine future housing development in Dubuque. First time buyers and downsizing 'Baby Boomers' are influencing not just the broader housing market but housing design. Households of all sizes and types are choosing to rent versus purchasing homes, regardless of housing type, or product. Millennials, entering their household formation years, are waiting to purchase homes, often opting for something larger than a starter home. Recent examples of housing development in Dubuque that appeals to both market segments is the Millwork District's upper story housing. O Attracting Families With indications of positive housing demand in Dubuque, understanding how Dubuque can strengthen its appeal to families with children will remain important for livability and the City's viability in terms of population growth. The higher level of population growth elsewhere in Dubuque County indicates that some families prefer larger homes on larger lots. For most families, the buying decision is driven by several factors, the most important being the home's location near the best local schools. Dubuque's ability to meet the buying criteria of these families, assuming the product's market viability, will supplement the City's range of available housing. It will also ensure that development occurs at the best locations for housing sales. Recognizing and directly addressing what potential buyers want and why they should choose Dubuque will enable and strengthen the City's single- family housing options. O Opportunity for Multi -Family Dubuque also hasan opportunityto add market rate multi -family units—rental or owned—to their overall housing offering. Multi -family units can accommodate the needs of seniors and Millennials, as they transition from or to single-family home ownership. Condominium development, while representing smaller unit numbers, has been more successful in markets like Dubuque. As a community with multiple colleges and universities, new age -restricted units affiliated with these institutions can engage current and new residents in the Dubuque community. Economic Policy With indications of positive housing demand in Dubuque, understanding how Dubuque can strengthen its appeal to families with children will remain important for livability and the City's viability in terms of population growth. 1 Recent examples of housing development in Dubuque that appeals to both market segments is the Millwork District's upper story housing. D High Schoolers Want More "Hip" Housing Options At an Imagine Dubuque Focus Group with High Schoolers, students noted that one of the thi ngs preventing them from wa nting to move back to Dubuque after college was the lack of hip housing. They noted that they wanted more apartments downtown and housing options similar to the Millwork District. Page 3-12 1 Imagine Dubuque 1 Chapter 3 - Economic Prosperity Business Dubuque's efforts over the last thirty years to diversify its economy continue to result in employment growth. The City's Economic Development Department works cdosetywith several partner organizations, including Greater Dubuque Development Corporation, to help fulfill the needs of businesses looking to build, relocate, or expand in Dubuque. Tax Increment Financing is one of the few tools available for business growth.A number of other tools are available to encourage business growth including low-interest loans, Land discounts, and Iowa's state programs. Partnerships between Dubuque's public sector, major institutions, and private sector interests have championed business growth, recognizing that economic vitality will make Dubuque better for residents, investors, and visitors. 0 Toots to Encourage Business Growth LOW-INTEREST LOANS LAND DISCOUNTS TAX INCREMENT FINANCING STATE PROGRAMS Inspire Cafe 1 Millwork District rat PARTNERSHIPS Roshek Building 1 Downtown Dubuque Chapter 3- Economic Prosperity I Imagine Dubuque 1 Page 3-13 • Economic Policy Manufacturing in Dubuque is part of the City's history and will remain part of its future. �= a •r.< . Restore the old Dubuque Brewing & Malting Company building and put in stores, restaurants, microbrewery, apartments. Similar to what was done with the warehouse district. - Idea shared via the project website rojt Historic Dubuque Brewing & Malting Company Industrial The industrial sector of Dubuque will continue to be affected by regional, national, and global trends. Nationally, the sector faces automation, the effects of technology and data, and a decline in overall employment. These factors will affect Dubuque's manufacturers, but opportunities exist. With full employment, training and attracting highly skilled manufacturing workers will remain critical to Dubuque's industrial employers. The expansion of Dubuque's small to mid-size companies, generally with 10-60 employees, will be important to industrial sector growth. A secondary benefit from the growth of these businesses is their commitment to the community and their workers, given their role as area residents and investors. In addition, the opening of the Southwest Arterial presents three key opportunities as listed at right. Adaptive Reuse Large, underutilized industrial buildings in downtown Dubuque and in the Kerper Boulevard Industrial Park present an important option for underdeveloped space. Emerging large scale uses, such as data centers specific to mid-sized metropolitan areas and vertical agriculture, require significant square footage with few employees. These types of uses will decrease the overall vacancy rate, given downtown Dubuque's large footpri nt.These same uses also have minimal impact on downtown's growing service, institutional, and professional sector businesses, particularly parking. Southwest Arterial Opportunities © Improved highway access to regional markets from industrial areas © Business growth for production and suppliers in nearby business parks © Increased service at Dubuque RegionalAirport from business expansion Page 3-141 Imagine Dubuque 1 Chapter 3 - Economic Prosperity South west Arterial Un der Construction Economic Policy As with all commercial sectors, the disruption with- in the broader retail sector, including restaurants, will continue. Since downtown neighborhoods are being revitalized, maybe some retail could be brought near them. Clothing and household items. Moderate income. Walsh store is gone and most retail is on the west side. - Idea shared via the project website Downtown Dubuque Retail + Restaurant As with all commercial sectors, the disruption within the broader retail sector, including restaurants, will continue. Dubuque's primary retail corridors exhibit the significance of these changes, adapting as the local and regional market dictates. Kennedy Mall Dubuque's Kennedy Mall continues to position itself as a regional shopping destination for consumers within a 60 -minute drive time. Dubuque U.S. Route 20/Dodge Street retail businesses can capitalize on the Mall's market positioning and attract those same consumers. (Indirectly, exposing these same consumers to Dubuque's many amenities.) The market reality of this targeted positioning incorporates four continuing national trends © The recognition that per store occupancies,or squarefootage,wll decrease, replaced by emerging uses at suitable locations © An approach to retail center tenanting that incorporates new uses reflecting their individual regional markets © The location preferences of national and regional retailers and restaurants for well-established retail areas, generallyin denser or growing communities la The sector's use of proprietary(nternalBig Data')to invest in preferred locations These tenanting trends are also applicable to the Northwest Arterial an d Asbury Road Downtown Main Street Dubuque Main Street, the City's nationally recognized local Main Street program, continues to comprehensively address downtown's economic vitality in partnership with the City of Dubuque and multiple other City and regional partners. Dubuque's downtown, as a center of employment and tourism, will retain a retail component with businesses selling through multiple channels and appealing to downtown's customer bases, including employees, visitors, and regional residents attracted to downtown's unique retail concepts. Within the broader retail context, restaurants and entertainment venues will support cultural institutions and tourism and provide amenities for Dubuque residents a nd the region. In addition to these more traditional downtown uses, Dubuque's downtown has the opportunity to incorporate start-up businesses and new uses, such as vertical farming or data centers, to occupy available square footage. Additional housing in Dubuque's downtown will add to downtown's vitality. Chapter 3 -Economic Prosperity I Imagine Dubuque I Page 315 Central Avenue The revitalization of the Central Avenue corridor's retail area is in the initial or catalyst phase Just as engagement has been importa nttothis Imagine Dubuque process,s usta fined engagement to identify economically viable businesses that can be supported by the neighborhood, the City, and the region will be important These uses may not reflect traditional economic development guidance or represent familiar answers for Dubuque's leadership, but these uses must represent viable commercial solutions 1 Equity,from a commercial district revitalization perspective, demands both inclusion and commercial uses that can succeed. To date, neighborhood efforts have successfully focused on housing improvements. The next phase will require significant one-on-one outreach to emphasize the fundamental economics of reinvestment, working directly and collaboratively with anchor neighborhood businesses to both facilitate their revenue growth and provide what residents need Page 3-16 1 Imagine Dubuque 1 Chapter 3 - Economic Prosperity Centra[ Avenue, Dubuque IA Find a way to get home ownership back to businesses on Central Ave. Business on ground level (store front) with owner living on upper floors - this will help clean up the appearance of Central Ave and empty storefronts. - Idea shared via the project website 1 imagine a revised and restored Central Part of Lower Dubuque. Removing blight - poverty and crime. The entire flats area should be earmarked. - Idea shared via the project website momimor /I■\ • • ■ ■■ ■■ ■■ ■ ■■ ■■ ■■ ■ ■■■■■■ ■ ■■■■■■ ••••••• ......• ....... ....... ■.... . .... ■ ■• •• .. .. LUAU ■ ■ ■ ■ ■ ■ 171TC0 ■ ■ MI MI .■• ■ •■ 4 ■1■1■-r• ■I■I■1->• n - Economic Policy Dubuque's traditional commercial areas reflect both the strengths and emerging trends associated with mixed-use. For these areas, the overall nix of uses emphasizes both community and neighbor- hood identity. 0000 0000 0000 0000 0000 J❑i:1 111111 JO CI • 1, 'Ail', HI" Mixed -Use Dubuque's commitment to livability and viability continues to support mixed-use development, particularly in downtown neighborhoods. Dubuque's traditional commercial areas reflect both the strengths and emerging trends associated with mixed-use. For these areas, the overall mix of uses emphasizes both community and neighborhood identity. Dubuque's examples of successful mixed-use projects encompass office, residential, and commercial uses in various combinations of uses. Mixed-use appeals to the two largest demographic cohorts—Baby Boomers and Millennials. Mixed-use improves walkability and represents efficient re -use, new development, or redevelopment near stores, services, and employment. These trends are applicable to the type of new development suitable for other area in Dubuque, as described in this Plan's Land Use Chapter. Mixed-use also continues to evolve in response to the real estate trends described in the Economic Development Analysis Report in the appendix. It now extends to industrial parks, given retailer moves to industrial space to sell goods online and to consumers. DENSITY By building up instead of out, cities absorb urban growth in a more compact way. Density supports a mix of activities and transit services. MIX A city becomes more animated when there is a mix of activities. Different uses encourage shorter trips and more lively neighborhoods. WALK+BIKE The beneficial effects of mixed- use communities are keenlyfelt by pedestrians and cyclists. Vibrant, active streets where people feel safe are fundamental in city planning. Source Institute for Transportation Policy Chapter 3 -Economic Prosperity I Imagine Dubuque 1 Page 3-17 Economic Recommendations The City of Dubuque and its many economic development partners are doing the right things to grow the City's economy. Most important is the City's potential to build on these many past and ongoing successes. In addition to Dubuque's many creative strate- gies for growth, considering new approaches and adapting what works from elsewhere will also enable future growth. The following recommendations are specific to Dubu- que's future economic prosperity: Employment O Continue ongoing efforts to diversify Dubuque's economy, including all sectors and all employment types and categories.u% r O Convene local employers attracting talent from elsewhere and from the region, identify successes and challenges based upon local employer experiences, and develop a comprehensive `hyper -local' approach to overall talent attraction and development, includi ng a local talent pipeline.,_ r O Continue to strengthen existing start-up business and entrepreneurial programming to develop a comprehensive entrepreneurial eco -system. This system should include programs and resources, including funding,for entrepreneurs through Stage 2 growth. (Stage 1 and 2 entrepreneurs are described on page 10 in the Economic Development Analysis Report in the appendix.) s* Equity O Continue the current work of Inclusive Dubuque, also formulate strategies to enhance economic resiliency and mitigate the impact of economic disruptions locally. Housing O Work with local residential realtors to understand why families choose or do not choose Dubuque when purchasing a new home. Once understood, use this data to identify suitable development sites for new homes. 7f O Foster the development of new and additional housing products in suitable locations throughout the City. u r Business O Work with the City's broadband providers to ensure the City's technological future, given its implications for the City's business growth and employment growth. O Collaborate with Kennedy Mall ownership and surrounding major centers to support regional retail.;; r Page 3-18 I Imagine Dubuque I Chapter 3 - Economic Prosperity Rig VIABLE %O. IIP LIVABLE r EQUITABLE Each recommendation listed re- lates to milking Dubuque mrore viable, livable, and equitable. The symbols noted above conespond to these guiding principals and are listed along with the recommemda- tioris they pertain to. Bee Branch Watershed CHAPTER 4 ENVIRONMENTAL INTEGRITY CHAPTER ATA GLAN CE El Introduction p Clean'' Water O Clean Air + Energy/ O Health;. Neighborhoods O Land =omse:vation O Eco -Education p Re du re. Reuse. Ree, -1e O Hazard Mitigation O Recommendations 4-02 4-03 4-05 4-07 4-12 4-15 4-1 4-2n 4-21 J CHAPTER 4 ENVIRONMENTAL INTEGRITY Dubuque has always been closely tied to its burp, rolling hills, prairies, and waterways. In 2006, the City of Dubuque made a strong commitment to the environment and alt elements of sustainability, as outlined in the Sustainable Dubuque Ptan. That commitment has remained strong and is a key component to this imagine Dubuque Comprehensive Ptan. Introduction The Sustainable Dubuque model outlines four key principles of environmental integrity: IV Clean Water (Q Healthy Air (0 Native Plants and Animals 0 Reasonable Mobility } These principles were front and center at the imagine Dubuque Environmental Integrity Workshop held at the University of Dubuque on February 21st 2017 and in a related quick poll. Comments, ideas and suggestions shared by residents during this and other outreach efforts indicate that residents have a strong environmental appreciation and ethic. This chapter focuses on key environmental issues raised by residents during the imagine Dubuque planning process. issues related to Reasonable Mobility are addressed in the Transportation and Mobility Chapter. Environmental integrity Workshop CLEAN WATER HEALTHY AIR NATIVE PLANTS REASONABLE +ANIMALS MOBILITY (-1' 1,9 D What are Dubuque's greatest environmental assets? To help inform and guide the Environmental IntegrityWorkshop,a preceding 'Warta ng Group Sessi on'took place on February 15th, 2017 at Loras College Smart phone polls were conducted to gauge the greatest environmental assets for Dubuque The results of which are showcased via the colorfulwordcloud below 6 Plains Resources Housing architecture The River Water Resource Recovery Center a) Driftless • Q) 0 0 CD u) 0 Mississippi River River Hiking trails Parks -preserves Community cooperation Parks Mississippi Page 4-2 I Imagine Dubuque 1 Chapter4 - Environmental Integrity Environmental Policy Urban development and agricultural practices can have a Significant impact on water quality Create partnerships with private landowners, developers, citizens, and other local governments to identify and develop potential control meas- ures, promote expanded infiltration through use of deep-rooted native plantings, and ensure that new development meets applicable standards for water quality. irrnyrrnyrrnfr'rrrr DNR conducts fish assessment in Lower Bee Branch 1 !mage Credit: City of Dubuque Clean Water Dubuque primarily drains into two watersheds, generally divided by Asbury Road; (1) Bee Branch Watershed to the north and (2) Catfish Creek Watershed to the south. Improvement projects are well underway to subdue flooding and improve water quality. Areas at the far northern limits of the City drain into the Little Maquoketa RiverWatershed (see ilustration on page 4-4).Thesewatersheds drain into the Mississippi River. Efforts noted below to better manage stormwater local- ly will also help to enhance overall river water quality. Stormwater Management: Bee Branch Watershed The Bee Branch Watershed lies completely within one of Dubuque's oldest and most dense neighborhoods. Six Presidential Disaster Declarations, resulting in $70 mil- lion in damages, occurred between 1999 and 2011. To address this issue,the City in- itiated the Bee Branch Watershed Flood Mitigation Project,a multifaceted approach that incorporates permeable pavement, two upstream retention basins, daylighting of Bee Branch Creek, and resiliency efforts of storm drains. Dubuque constructed 80 green alleys between 2014 and August of 2017. A green alley consists of permeable pavers that allow for ground infiltration of water after storm events. The project aims to complete 240 total green alley conversions by 2038. The total cost of the alleys is estimated at $57.4 million, funded in part by State, Federal, and local match dollars. The impact of the green alleys is a reduction of stormwater runoff within the Bee Branch Watershed by up to 80%. All told, the Bee Branch project goes well beyond stormwater management, and will serve as a neighborhood catalyst, bringing open space, improved quality of life, restored hab- rtat, and incentives for reinvestment to North End and Downtown neighborhoods. 0 0 ENVIRONMENTAL INTE GRITY QUICK POLL: 0: Haw can Dubuque as a community ensure dean water? 59% A: Implement innovative stormwater management efforts and promote pesticide -free lawns and parks. The top two clean water' priorities, as ranked by the community, were to (1) implement innovative stomwater managerrent efforts like rainwater catchment systems, permeable pavers and raingardens (98 votes, 59%) and (2) improve water quality by not using pesticides on lawns or parks (82 votes, 49%). Chapter 4 - Environmental Integrity I Imagine Dubuque 1 Page 4-3 IiATFISHCREEK WATERSHED Clean water will only happen through partnerships and within the current legislative framework of watershed management authorities. - Resident idea submitted online South Fork-LatflsbLraak Basin LEGEND =Bee Branch Waurehod MI Historic Mllleurh District — CAW Crest Watemhede QHistoric kliiirtarkDbtricl, rn O asrCh les Rode .•-- Railroads Creek Protection: Catfish Creek Watershed While the Bee Branch Watershed encompasses a predom- inantly urban environment, the Catfish Creek Watershed covers urban, suburban, and large swaths of rural and ag- ricultural land. Protecting surface water quality from agri- cultural practices and over -development of sensitive eco- logical areas are priorities, as outlined by the Catfish Creek Watershed Management Authority. In 2014,the State of Iowa Water Resource Restoration Spon- sored Project program granted $1.4 million for improve- ments in the Catfish Creek Watershed. The Catfish Creek Watershed Management Authority will use the funding as public "match" dollars for best management practices such as bio -retention, ram gardens, vegetated swales, soil quality restoration, rural sediment discharge, and wetland enhance- ments/establishments. nhance- ments/establishments. ❑ Environmental Policy The Catfish Creek Watershed Management Plan identifies 35 Green Infrastructure ProtectionAreas(as highlighted in the Environmental Factors Map on page 4-13) in which protection, restoration, or conservation/low impact designed development is recommended These areas are primarily undeveloped and are important to the green infrastructure network of the Catfish Creek Watershed or situated in environmentally sensitive areas Partner with other agencies and property owners to implement the Catfish CreekWatershed Management Plan and applya high- er level of scrutiny/mitigation requirements. Mitigation may take several forms including wetland creation, restoration, en- hancement, and, under some circumstances, preservation. Page 4-4 1 Imagine Dubuque 1 Chapter4 - Environmental Integrity Clean Air + Energy Climate Action & Resiliency Plan The Dubuque Community Climate Action & Resiliency Plan establishes a goal of 50% reduction of greenhouse gas emissions to 2003 levels by the year 2030. The plan identifies contributors to greenhouse gases in Dubuque and sets forth an impact reduction target to achieve the 50% goaL. Important to this effort is Dubuque, along with its partners, should regularly update the 50% by 2030 Community Climate Action & Resiliency Plan to stay current on best practices in greenhouse gas mitigation, climate adaptation, and resiliency. Reduction policy areas are summarized in the table below. The Dubuque Energy District is an initiative in -progress. It is locally -led organ- ization whose mission is to provide leadership in implementing clean energy efficiency measures and supporting renewable energy locally. Supporting this initiative will be important to Dubuque's sustainability initiatives. Harnessing clean energy provides communities with environmental and economic benefits. Ii+IVIRONMENTAL INTEGRITY OUICK POLL: 0: How should we actively protect the environment and advance green policies? Waste Reduction and Utilization Local Energy and Renewables a Transportation Built Environment Reduce/eliminate methane gas emission and divert or- ganic materials from Landfill. Evaluate and implement cost-effective renewabLe energy sources. Improve travel efficiency and enhance non -auto modes of travel such as public transit and walking/biking. Promote efficient lighting and green building tech- niques. Encourage mixed- use, walkable deveLopment in appropriate locations. Capturing and burning methane from decomposing organics at the Dubuque Metropolitan Area Solid Waste Agency landfill. Solar photovoltaic arras could generate a significant amount of energy in Dubu- que, particularly at large commercial and industriaLfacilities. Hydroelectric generation at the Mississippi River dam is another strong potentiaL Enhance efficiency through re-routing trucks via the new Southwest Arteri- al, install additional roundabouts to enhance traffic flow, and optimize Jule transit service. The Petal Project provides organi- zations with technical assistance to improve the environment and their bottom line.Certification criteria are related to staff education, energycon- servation, pollution prevention, waste reduction, and water conservation. 37% A: Education, outreach campaigns and exhibits focused on green practices, energy savings, and waste reduction. Educating the community on green practices and implementing an outreach campaign to empower citizens, business green practices, and energy savings was a top overarching priority throughout the quick poll (61 votes/37%). ALLIANT ENERGY.. • In 2017,ALliant Energy began construc- tion of Iowa's largest solar array in Dubuque. The 5 -megawatt array will power the equiv- alent of 727 homes in Dubuque. The etaistl Project The Petal Project provides assistance in partnership with the Dubuque Metropolitan Area Solid Waste Agency, East Central Inter- governmental Association, Iowa Depart- ment of Economic Development, and Iowa Department of Natural Resources Pollution Prevention Services Team. Chapter 4 - Environmental Integrity 1 Imagine Dubuque 1 Page 4-5 Mobile Air Monitoring During pLan outreach, some residents expressed a desire to implement mobile air monitonng technology. The emerging technology allows anyone with a smartphone to measure the particulate matter in the air by connecting to a handheLt: sensor device. Studies show that air pollutants are highly - localized, and aggregating one air quaLityfigure for an entire city may not be the most effective way of understanding the problem. With mobile monitoring, localized, toxic hot spots could become public knowLedge, and with this awareness, targeted policies could alleviate the pollution. Air caiwant Index Na/IA.Mmay + ulm W dllenm, W *• o -c. Page 4-6 1 Imagine Dubuque 1 Chapter 4 - Environmental Integrity Environmental Policy CLE4R (Clean Air in the River Valley) is a col- laborative between the University of Iowa, City of Dubuque, and Dubuque -area partners working to improve air quality The organiza- tion, through support from the Environmental Protection Agency, uses environmental educa- tion workshops, technology such as mobile air quality monitoring, partnerships, and planning to achieve its goals CLE4R holds trainings on how to use mobile air quality technology and distributes sensors to their partners Lead by example! Showcase and celebrate sustainability efforts of resident -scientists, businesses, and government to raise aware- ness of environmental issues and positive ini- tiatives to target air quality policy. 1 Ecology discussion underway at the Environmental Integrity Workshop Healthy Neighborhoods A "healthy neighborhood is a place where it makes economic sense for people to invest their time, energy, and money They support environmentally safe homes, provide opportunities to commune with nature, and provide access to public spac- es that restore physical and mental health In recent years, Dubuque's Washington Neighborhood has seen "healthy neighborhood" revitalization efforts and street treatments such as green alleys (as shown above). The City of Dubuque developed an Integrated Pest Management program to help reduce chemical use in outdoor spaces and facilities, part of an overall effort to create a more Sustainable Dubuque. Implementation of the Integrated Pet Man- agement program is an ongoing process and staff continue to explore the most effective and least toxic method for controlling pests The City has designated a number of Pesticide Free Parks These parks were chosen because they are located throughout the Dubuque community, giving all residents access to pesticide -free areas that can be managed without the use of chemicals • Environmental Policy Strengthen and form additional partnerships to help the City revitalize older neighbor- hoods and improve quality of life via the CHANGE (Comprehensive Housing Activities for Neighborhood Growth & Enrichment) program. The CHANGE program plans to spend $19 million by 2021 to improve 739 housing units and spur tens of millions of dollars in private investment. SPOTLIGHT ON EQUITY EQUITABLE HEALTHY HOMES Dubuque's housing stock is older, and, in some cases, safety interventions are necessary Since 1994, the City has fa- cilitated lead remediation in 1451 (8%) of 14,413 residential properties built pri- or to 1978 Most of Dubuque's housing (83%) was built prior to 1978, when lead paint was no longer allowed for residen- tial. use Part of Dubuque's Comprehen- sive Housing Activities for Neighborhood Growth & Enrichment (CHANGE) pro- gram assists low- and moderate -income households with mitigating lead and other ho me/health safety hazards Dubuque's Lead Hazard Control & Healthy Homes Program allocates moneyto house- holds in need, particularly those with young children who are most vulnerable to environmental. hazards The City aims to assist approximately 129 units within Dubuque city limits using $32 million of U S Department of Housing and Urban De- velopment funding over three years The Bee Branch Healthy Homes initiative has also allotted $84 million in forgiva- ble loans to flood -proof 320 flood -prone houses, mitigating mold growth, structural issues, and electrical hazards A Healthy HomeAdvocate works with individuals and families to develop a resilience plan for each home HEALTHY HOMES Chapter 4- Environmental Integrity) Imagine Dubuque I Page 4-7 Urban Forestry The benefits of urban forests are multifold: traffic calming, clean air, stormwater management, reduced temperatures, and induced exercise to name a few. The City completed an Urban Forest Evaluation in 2011 and adopted a stand-alone tree ordinance in 2015. Currently, the City is working to develop a Comprehen- sive Tree Management Plan. City of Dubuque Urban Forestry Goals O A species diversity policy with protocol that no more than 10% of any one species is planted. O Develop `trees species planting lists'for replacement of trees in existing narrow tree lawns that are 5'to 8' in width. Remove some parking spaces in some of the narrow tree lawns (less than 5'wide) to accommodate intermittent newtree plantings. O Implement a planting program that replaces trees at 110% the rate of removal. O Closely monitor park trees for the management of diseases, such as Oak Wilt and Emerald Ash Borer, to limit their spread. TREES FOREVER Planting a better tomorrow" Speak for the Trees! Dubuque Trees Forever, a non-profit that builds community while promoting stewardship, has recently partnered with the Forestry division of the Leisure Services Department. Dubuque Trees Forever hosts community planting events that spread local knowledge of howto properly site and plant trees and the ben- efits of tree plantings such as shade coverage for energy efficiency and clustered street trees to reduce driving speeds. The organization also provides resources on tree planting,tree maintenance, and attracting native pollinators. Page 4-8 1 Imagine Dubuque 1 Chapter4 - Environmental Integrity THE EMERALD ASH BORER No bigger than a penny, but man can these little guys wreak havoc! The Emerald Ash Borer,an invasive beetle from Asia, is threatening Dubuque's ash tree population. The City's Lei- sure Services Department prepared and is implementing the Emerald Ash Borer Readiness Plan,which provides an action plan and cost estimate for the treatment, removal, and replace- ment of Ash street trees in Dubuque, a quarter of the street tree popula- tion. Once the near-term threat of Emerald Ash Borer is addressed, the City can shift its focus to address more policy goals via the Compre- hensive Tree Management Plan. Beautify Dubuque by planting a diversity of trees to replace dying trees. Maintain trees newly planted. - Idea voiced by a community member at the Environmental Integrity Workshop @ The University of Dubuque on 02/21/17 Native Plants for Pollinators Pollination is the process by which animals such as birds, bees, bats, butter- flies, or simply the wind, transfer pollen between flowers, fruits, vegetables, and plants producing viable seeds for a plant species. Unfortunately, many pollinator species are threatened due to Loss of habitat and the introduction of invasive species, putting the plants we depend on for food, clothes, and medicine at risk. • Environmental Policy According to the Pollinator Partnership and the North American Pollinator Protection Cam- paign, Dubuque lies in the prairie parkland ecological region. The campaign provides planting schemes for landowners in different development contexts (i.e. households, farmlands, and public lands). Gently rolling plains with steep bluffs in the valleys, or rounded hills are indic- ative of the prairie parkland region. The use of native planting schemes, particularly around stormwater management areas, should be encouraged for both public and private projects such as in the Bee Branch Creek Restoration Project shown below. ENVIRONMENTAL INTEGRITY QUICK POLL: 0: How should we actively protect the environment, advance green policies? s Native Plantings adjacent to the Bee Branch A: Increase native plantings Among all respondents, 32% (52 Individuals) reported that they would like to see more native plantings (i.e. pollinator habitats, etc.) when asked about ways to advance green policy. Native prairie wildflowers, which include New England purple asters as shown in the photo above, attract butterflies. • Bring in a local group like `Backyard Abundance' to teach about gardening, herbs, sustainable yard, etc. - Community member at Social + Cultural Vibrancy Workshop @ The Smokestack on 04/19/17 -» Chapter 4- Environmental Integrity I Imagine Dubuque 1 Page 4-9 Edible Landscaping Landscapes such as communal herb gardens, community orchards, or edible ber- ries are increasingly common in today's urban public spaces. Edible landscapes achieve decorative and aesthetic design goals while offering a source of nutri- tional food for consumption. The benefits of edible Landscaping are multifold, and cultivating and harvesting such landscapes in public spaces inspires the commu- nity and creates a strong sense of place. Edible plants include fruit trees, berries, lettuces, and herbs. '`TYt Sere ck Mitt," *Qilista erderrrl toot Nun oils (Graaf id o!1 Environmental Policy Ideas shared at the Social and Cultural Vibrancy Workshop, held at The Smokestack on April 19th, showcase the desire for edible landscaping and green roofs. 40' Through city ordinance,the City of Madison,Wisconsin permits planting edible landscapes on all public property. The permit application requires a simple diagram of the planting, infor- mation of what will be planted, and who will tend to it. All produce grown becomes available to the public for picking. Encourage edible plantings in appropriate public spaces and look to groups such as the Dubuque Community Garden Coalition to educate residents, design, and maintain plantings. Seed Swap Library Carnegie -Stout Public Library offers a seed lending library, Carnegie "Sprout." Seed libraries are a relatively easy way to share resources among home gardeners (or aspiring gardeners) and build a local knowledge base of growing conditions. Saving seeds from plants can be tricky depending on the variety, spacing, and season, so a seed swap library typically supplements its supply of seeds through commercial donations. Partnerships with urban farming groups such as Convivium Urban Farmstead could allow the seed lending library to sustain itself. The Seed Savers Exchange, the group who helped donate to start Carnegie "Sprout," pro- vides resources for individual and com- munity seed libraries. Source: Carnegie Stout Library Facebook Page Page 4-10 I Imagine Dubuque 1 Chapter 4 - Environmental Integrity EDIBLE LANDSCAPING 101 i u.���.�uM:.: Pesticides, herbicides and chemical fertilizers can contaminate food. ompost Composting helps plants flourish and eliminates the need for fertilizers. u• Changing where you plant your crops each year helps prevent diseases. Mulching reduces weeds, helps prevent disease and conserves water. Source: www.landscapeeast.com Washington Neghborhood Community Garden SPOTLIGHTON LIVABILITY CONTINUE SUCCESS , WITH COMMUNITY GARDENS The Dubuque Community Garden Coali- tion inventories the variety of communi- ty gardens in Dubuque, connects grow- ers with food pantries, and provides resources for how to start a new com- munity garden in your neighborhood. Dubuque offers different kinds of com- munity gardens: (1) individual plot, (2) educational, and (3) communaL These successes can be built upon to create a self-perpetuating local food economy of growers, distributors, and consumers. Apartment dwellers expressed desire to participate in native plantings and com- munity gardens in the community. Options for renters should be explored, including community gardens wherein individuals can secure a plot/section of land. Source: Dubuque Rescue Mission Community Gardens operated by non -profits have successfuffypartnered with food pantries in Dubuque to make focal, fresh food more accessible. Chapter 4 - Environmental Integrity I I magi ne Dubuque 1 Page 4-11 Land Conservation Green Infrastructure Protection Areas Dubuque's natural setting along the Mississippi River is characterized by bluff sand deep -cut river valleys left largely undisturbed by the last Ice Age, a char- acteristic of the Driftless Area of the Upper Midwest. Many of the bluffs and areas with more topographical features remain relatively undeveloped. Pro- tecting natural areas and areas of productive agriculture will not only lead to ecological benefits but offers potential for eco -tourism. Doing so in a manner that educates the public will help foster stewardship for future generations. In workshops, focus groups, and online comments, community members ex- pressed a desire to conserve areas near water trails and canoe launches to create serene places and viewpoints to watch migratory birds. Environmental Factors Map Specific areas of high ecological value (as illustrated on the Environmental Fac- tors Map on the following page) include floodplains, parks, publically-owned protected lands, green infrastructure protection areas, and habitat cores. 0 Green Infrastructure Protection Areas are identified in the Catfish Creek Watershed Management Plan. These areas are pivotal in storm - water management and water quality, as they allow for ground water infiltration through bio-swales and agricultural buffers. 0 Habitat Cores are intended to identify essential habitats or natural communities that can absorb very little activity or disturbance without substantial impact to natural features or species. These areas have natural or semi -natural vegetation cover; agricultural developments are not included. ❑ Environmental Policy Ensure heightened development review when development occurs in green infrastructure protection areas, habitat cores,or other sensitive rural or natural areas. Page 4-12 1 Imagine Dubuque I Chapter 4 - Environmental Integrity Rickardsvile Environmental Factors Map Context Dubuque City Limits - — — 2 -Mile Extra Terntorialiurisdiction Other Municipalities Environmental Features Rivers, Streams, & Lakes Parks Elh Floodplain+ Floodplain+ (Reduced Risk Due to Levee) Conservation Areas Green Infrastructure Protection Areas' Habitat Cores" 0 DUBUQUE COUNTY JACKSON COUNTY ITY Or DU TE Masterpiece on the Missls9ppr IMAGINE DUBUQUE -Federal Emergency hbnagment Agency (FEI N dam 'Green Infrastructure Protection Areas are ecologially sensitive areas identified in the Catfish CreekVr tershed Management Plan "Esn data generated using 2011 National Land Cover Data Core Habitat a rids are intended to identify the essential habitat of the species of concern or natua I commumtythat n absorb very little activity or disturba ncervithout substantial impart to the natural features 0 075 15 3 Miles Chapter 4 - Environmental Integrity 1 Imagine Dubuque 1 Page 4-13 Environmental Restoration in Eagle Point Park The City of Dubuque adopted an Environmental Restoration Manage- ment Plan in 2017 FOR Eagle Point Parka historic 164 -acre community/ regional park atop limestone bluffs along the Mississippi River. The2017 plan identifies sustainable best practices for managing stormwater and soil erosion runoff and improving water quality downstream in the Bee Branch Watershed, and in turn the Mississippi River The Environmen- tal Restoration Management Plan recommends the use of rain gardens, infiltration basins, permeable surfaces, soil quality restoration, planting native vegetation, habitat restoration, and other green infrastructure im- provements throughout the park O Environmental restoration in Eagle Point Park can provide demon- stration projects and landowner education when implementing similar best practices in green infrastructure protection areas and habitat cores in the Catfish CreekWatershed. Agricultural Protection Outside of the city limits, agricultural land uses dominate the landscape. Typical farmlands include row crops, hay, pasture, and livestock uses. The Catfish Creek Watershed Management Plan identifies productive farmland and guides the reduction of erosion and creek pollution. Q Growth should be coordinated for the continuation of viable agricultural activities and a rural character and lifestyle where desired. Buffering requirements can help protect productive farmland from encroaching urban development. 0 Environmental Protection Partners • Dubuque Soil and Water Conservation District • Iowa Department ofAgnculture& Land Stewardship • Iowa Department of Natural Resources • United States Environmental Protection Agency IOWA DEPARTMENT OF AGRICULTURE AND LAND STEWARDSHIP4 IOWA DEPARTMENT OF NATURAL RESOURCES Recent enhancements to the Bee Branch Watershed have added native plantings to improve water quality and stormwater management capacity Page 4-141 Imagine Dubuque I Chapter 4 - Environmental Integrity Eco -Education & Participatory Conservation Get Outside + Explore: A desire was expressed during outreach to get more kids out into nature, participating in experiential learning. For example, using school property for gardens tended by students. Local examples with such experiential gardens include Lincoln Ele- Loras College. Source: USDA Example Elementary School children pull beets from their Habitat Garden in Washington, D C Educational Programming Online community suggestions and input shared at the environmental working group noted a desire for expanded environmental programs that get residents, particularly children, out of their homes and classrooms and into the environment. Concern was expressed that while there are some great resources available, the cost of these programs or admissions make them inaccessible to some residents. National Mississippi River Museum & Aquarium offers a local resource for envi- ronmental education. The museum is actively involved in engaging school groups with educational programming. However, most of these experiences take place either in the classroom or at the museum. In April of 2616, the Museum offered its first ever free museum day. As funding permits, an annual free day would be a wonderful addition to help ensure accessibility to Dubuque residents. The Friends of the Mines of Spain provide funds to the E.B. Lyons Interpretive Center at the Mines of Spain to reimburse schools, scouts, and youth organizations for transportation. Transportation can be a limiting factor in getting school and youth groups out into nature. The benefits of connecting youth to the natural world are multifold, and include improved attention spans and inspiring the next generation of environmental stewards. To further support on-going education, all programs provided by the Mines of Spain are free! The Bee Branch Beekeepers Initiative offers educational, recreational, and volun- teer opportun ities focused on safety,watershed health, and connecting residents to the natural world. Beekeepers partners with local schools and community groups. For instance, students at Audubon Elementary School went on a walking tourofthe Bee Branch Creek Greenway and learned about native plants and animals, as well as creek safety after rain events. The Leisure Services Department has also begun Bee Branch environmental programming. ■ Environmental Policy Increase eco -education for children via additional partnerships between the City, school districts,col- leges, and area institutions such as museums and cultural centers. NATIONAI. 11'si sIPPI RIVER MUSEUM & AQUARIUM T Mines 'Spain Vh r all big. IIIBEE BRANCH WATERSHED BEEKEEPERS Chapter4 - Environmental Integrity I Imagine Dubuque 1 Page 4-15 ❑ Environmental Policy Continueto seekopportunitiesto implement engaging way - finding and heritage interpretive signage, and explore future opportunities to implement emerging digital technologies. WASHINGTON PARK S 'IYiNY�Ii� �.NN.••••• YYY Y..s:1 fr.rw YIYW.YN.MdYIYw•YY�Y �ww�r wYwYw.NY.1M� W Y.-1.� 1 i.>Y^SI..q..iY11Y..M �Yi.r�r.r►w Ywf WD Me..r.i.+wOwsh be" .euOw.ws M.•YI w.wJMNu�rY`.ryMw.11. • WIYw � ��Y1 w• .L Heritage Trail signage in Washington Park and education signage installed along the Bee Branch relaying the benefits of stream habitat enhancements Signage and Digital Storytelling During the Environmental Integrity Workshop, many residents noted a desire for an "interactive experience"when engaging with nature. While smartphone apps are an excellent way to learn about and share information about the local environ- mental, research shows their data sharing and education po- tential remains largely untapped. According to one study, only 3.9% of nature -based apps are for visitor attractions such as arboretums or botanical gardens, and a mere .5% are for resi- dent -scientists to collect and share data. The capabilityto input location -based data and encourage the general public to do so, could translate to marked stn des for conservation science. While the digital market catches up, interpretive signage and wayfindingcanspark a lasting impression forvisitors. Wayfind- mg guides visitors around a site in a logical circulation pattern, for example around the former lead ore mines at the Mines of Spain. Interpretive signs provide ecological, historical, and cultural information at natural stopping points, including in- formational signs at the Julien Dubuque Monument. Adding scannable OR codes for smartphones or other digital elements linked to audio recordings and web -based stories can create a memorable experience. Sites such as the Heritage Trail or the Dubuque Arboretum and Botanical Gardens would be appro- priate for such storytelling. Stormwater Best Management Practices The City of Dubuque offers a Stormwater Best Management Practice (BMP) Materials Assistance Program to encourage residents to make improvements on their property to reduce the quantity or improve the quality of stormwater runoff from their land. Typical projects may include rain gardens, bioswales, permeable pavement systems, and streambank restoration. For more information, contact the City of Dubu- que Engineering Department. Tracking Water Usage The City offers its water customers a free app, DBO 10, to track their water usage and mon ito r utility accounts. Weather data (temperature and precipitation) are also recorded to put consumption in context. DBO 10 enables users to compare usage over a certain period to their average usage, compare their consumption to that of other users, and receive alerts in the case of leaks or backflows. Tracking consumption over time can help users become more attune to their water us- age habits and help reduce consumption. To register, visit www a tyo fd u bu q ue.o rg/D BO 10 Page 4-161 Imagine Dubuque 1 Chapter 4 - Environmental Integrity \•.1; Environmental Policy Work closely with Dubuque Metropolitan Area Solid Waste Agency, and interested organ- izations such as Green Dubuque to expand composting. Composting idea shared at the imagine Dubuque Farmers' Market Pop -Up Event held on August 19th,2017 Expand Composting The City of Dubuque offers curbside collection services including yard waste and food scrap collection. Dubuque was the first city in Iowa to offer curbside food scrap pick- up. Food scrap recycling is not required for homes or businesses; however, affordable monthly subscriptions are available to residential, school, and commercial customers. A city ordinance requiring source separation of all organic materials, including food residuals, directed to a composting facility is one option to reduce methane emissions and landfill waste while creating a natural fertilizer product (compost).Another man- agement option is encouraging partnerships between local farmers and restaurateurs to close the "compost circuit" by returning food scraps to the farm as food for animals or incorporation with crops. The DMASWA Landfill is home to the Household Hazard- ous Materials Regional Collection Centerwhich offers seasonal, drop-off opportunities for household hazardous wastes. Food waste can also be reduced via technology and partnerships between local res- taurants, groceries, food pantries, and volunteers. MealConnect, a new app, is a plat- form for businesses that serve food to connect with food pantries and other organiza- tions who collect and distnbute donated food. Bytaking a picture and describing the amount and location of the food, MealConnect strea mli n es the donation process, thus increasing the amount of food donated, reducing waste, and feeding the hungry. The app is completely free and donations are picked -up at the businesses convenience. Backyard Composting Resources: During outreach, many residents expressed in- terest in more composting resources such as classes. Instructions for how to get started with backyard composting are offered by Iowa State University. Ifthis is not an option, DMASWA operates a Compost Facility located at the Dubuque Metro ENVIRONMENTAL INTEGRITY QUICK POLL: 0: What other ways can the City advance green policies? 40% A: Small Activation Projects Residents would like to see small activation projects that inspire sustainable living (Le. community gardens, solar panels for the home, composting how-tds, and rain barrel distribution). Approximately 40% (65 respondents) called for such projects in the Environmental Ouick Poll. Landfill on Highway 20. Chapter 4 - Environmental Integrity 1 Imagine Dubuque 1 Page 4-17 Reduce Expand Pay -As -You -Throw Program Dubuque has already achieved some success in this area through the City of Dubuque's Pay -As -You -Throw pro- gram, a volume -based waste col- lection service. Under the program, property owners are allotted one free 40 -pound refuse can pick-up perweek. Additional cans cost $1.50 each while oversized can "upgrades" are available on a monthly basis for $5-$8. Recycling pick-up is not charged by volume. 37 % Increase in Recycling ilk 28% Reduction in Landfill Refuse From its implementation in 2002 to 2013, the program reduced landfill refuse by 28% and increased recy- cling by 37%. 1 0 1. 1'1 0: What initiatives will yield the most impact to ensure a more viable Ci for future enerations? h 25% A: Further Path Toward Zero Waste Among respondents, 25% (41 respondents) reported that they would like to see the adoption of a'Path Toward Zero Waste' with measurable targets, timeline, and annual reporting. This sentiment was further supported at the Environmental integrity Workshop. Reuse Develop/Locate Reuse Center Many residents expressed a desire to see a reuse center in Dubuque, whereby individuals and companies can donate unneeded supplies for reuse in arts or other creative en- deavours like woodworking. Source: Flickr On a broader scale, many residents expressed a desire for a local Habitat for Humanity Restore. Restores sell donated home remodeling materials (i.e. cabinets, shingles, bathtubs), furniture, and appliances with proceeds going to support Hab- itat for Humanity. Found Object Artwork 1 Artist: A my Flynn, Source: www.rfobot.corn h Recycle Consider Glass Recycling In 2011, the City of Dubuque eliminat- ed curbside glass recycling to save on costs. Savings have been passed on to residents, with the City of Dubuque lowering its solid waste collection fee by 37 cents Opportunities to recycle glass should continue to be evaluat- ed on Dubuque's path towards zero waste. fU Another avenue might be to make glass available for artists to reuse. Curbside pickup of paper and plastics is ongoing. Recycled Glass Mosaic !Source: Pixabay Opportunities for further policy development exist: l■ Charging market prices for recycla bles, which are current- ly un cha rged, would reduce material waste and expanding the policy to large businesses, which contribute the highest proportion of waste. Page 4-18 I Imagine Dubuque 1 Chapter 4 - Environmental Integrity SPOTLIGHTON VIABLITY ZERO WASTE ECONOMY With the ultimate goal of eliminating waste, a Zero Waste econo- my aims to reduce waste incrementally by creating circular pro- duction and consumption. There are two main components: "Upstream" strategies to reduce the volume and toxicity of mate- rials used in production while promoting low -impact or reduced consumption lifestyles. "Downstream" strategies to reuse/recycle post -consumer prod- ucts to their best possibLe use, driving new local eco nom is oppor- tunities and creating public benefits such as art. 1 The Dubuque Community Climate Action & Resiliency Plan identifies opportunities to reduce Dubuque's greenhouse gas emissions 50% below 2003 levels by 2030. En route to reducing emissions, waste reduction strategies are identified. The plan estimates the impact of existing and pro- posed waste reduction policies in Dubuque. These opportunities could be further developed to form commmunity goals for a Zero Waste economy. Environmental Policy Further develop waste reduction strategies identified in the Climate Action & Resiliency Plan, such as food scrap composting and methane capture, to build -out, adopt, and implement, a Zero Waste economy. ELEMENTS OF AZERO WASTE ECONOMY All products are reusable, recyclable or com postable and include recycled con- tent. Business innovation is supported and encouraged. Transport Transport of products is minimal and energy efficient. Arilr Policies such as recycling mandates and incentives support zero waste. MM I=M Retailers take back products and all people have access to recycling and reuse facilities. s au'.I'uu� Consumers purchase only necessities and demand re- cycled, mini malty packaged recoverable products. Education All people view waste as a valuable resource. Conserves natural resources and is safe for people and planet. Jobs Resource recovery and product redesign create jobs. Source: www.landscapeeast.com a %►'ice ko 1� , 0J%- wemmirur wir Chapter 4 - Environmental Integrity I Imagine Dubuque I Page 4-19 Hazard Mitigation The City of Dubuque is currently participating in an update to the Dubuaue County Multi -Jurisdictional Hazard Mitigation Plan. While the update is not yet complete, the City intends to have the plan adopted in April. 2018. This collaborative, multi -jurisdictional up- date results in improved coordination and communication among local jurisdictions, which is important since impacts of hazards do not stop at jurisdictional boundaries. This approach also allows for a more comprehensive risk assessment and resulting mitigation strat- egies for the entire planning area. Plan Goals ❑ Mitigate: Increase capabilities within Dubuque County enti- ties to mitigate the effects of hazards by enhancing existing or designing and adopting new policies that will reduce the damaging effects of hazards. ❑ Protect: Protect the most vulnerable populations, buildings, and critical facilities within Dubuque County through the imple- mentation of cost effective and technically feasible mitigation projects. ❑ Prepare: I mprove the level of responder, government, business- es, and citizen awareness and preparedness for disaster. ❑ Respond: Develop programs to ensure that response agencies, governments, educational institutions, and local businesses are able to operate during times of disaster. Actions As part of the update, Dubuque participated in the following: a Determined the Planning Area and Resources Built a Planning Team • Created an Outreach Strategy and Conducted a Public Survey ri Reviewed the Community Capabilities • Conducted a Risk Assessment • Developed a Mitigation Strategy for Risks ▪ Review and Adopted the Plan (future) i Keep the Plan Current (future) • Create a Safe and Resilient Community DUBUQUE STORM -WATCH Severe storms and flash flooding are one of Dubu- que's more frequent and impactful threats, and pre- sents the greatest probability of future occurance. PUBLIC OPINION +TIMELINE 1 The City is updating existing mitigation practices and developing new actions based on public opinion col- lected from surveys, an analysis of State of Iowa priori- ties for hazard mitigation assistance, FEMAs Mitigation Ideas and the hazard mitigation planning process. Most Likely Hazards Public opinion indicates the following hazards are most key to occur in Dubuque County: severe storms/flash flooding, tornado/windstorm; thunderstorm/lightning/ hail; severe winter storm; transportation incident, and extreme heat. Greatest Impact Hazards Public opinion suggests the following hazards are to have the greatest magnitude in Dubuque County: se- vere storms/flash flooding, tornado/windstorm; thun- derstorm/lightning/hail; hazardous materials incident; severe winter storm, and transportation incident. The City of Dubuque identifies the most likely hazards as well as those hazards that will have the greatest mag- nitude within the City., as required by state and federal agencies. in addition, the City is developing mitigation strategies for the risks identified within the community. The timeline for completion includes: • October 2017 • November 2017 • March 2018 • April 2018 Finalize plan updates Submit plan to FEMA FEMAApproval (Pending Adoption) Nan Adoption * See the Dubuque County Multi -Jurisdictional Hazard Mitigation Plan for the City of Dubuque's specific local hazard mitigation plan following its adoption. Page 4-20 I Imagine Dubuque I Chapter 4- Environmental Integrity Environmental Recommendations Clean Water D Continue to implement the Climate Action Resiliency Plan by focusing on waste reduc- tion transportation improvements, and energy efficiency of homes a rid businesses to achieve climate goals. This effort will require the work of the entire community, including non -profits like Green Dubuque and the DBO Energy District, the City, and our residents and businesses., 'c2 �a D Continue to implement the Catfish Creek Watershed Management Plan to protect creeks, sensrtive ecological habitats, and promote conservation -minded development. 4 r Clean Air+ Energy D Continue to implement the Climate Action & Resiliency Plan by focusing on waste reduction, transportation improvements, and energy efficiency of homes and business- es to achieve climate goals. This effort will require the work of the entire community, including non -profits like Green Dubuque and the Dubuque Energy District, the City, residents, and businesses..; V %. D Support mobile air quality monitoring to increase citizen awareness and identify condi- tions contributing to sub-optimal/poor air quality.* Healthy Neighborhoods D Continue Healthy Homes strategy as part of the CHANGE and Bee Branch revitalization efforts and educate the community on Healthy Home principles. r- C f°a D Continue to implement the Emerald Ash Borer Readiness Plan and Urban Forestry Goals to maintain safe and healthy neighborhoods. A D Seek pa rtnership opportunities to increase localized native plant, pollinator habitat, and edible landscaping in public spaces. Land Conservation D Conserve areas near waterways shown on the Environmental Factors Map, including rivers and creeks, to provide serene places to escape the city and viewpoints to watch migratory birds. Eco -Education + Participatory Conservation D Promote educational programming and partnerships that enable children to experience nature. IP D Explore incentives for backyard and curbside composting that reduce the proportion of landfilled food waste. D Explore a community -wide Zero Waste Policy that creates a closed circuit economy of low -impact or reduced consumption lifestyles and marketplace for post -consumer prod ucts.<; r A WO VIABLE WO V LIVABLE r EQUITABLE Each recommendation listed re- lates to making Dubuque more viablg livable, and equitable The symbols noted above correspond to these guiding psincipats and are listed along wdrh the recommenda- tions they pertain to. Chapter 4 -Environmental lntegrityI Imagine Dubuque 1 Page 4-21 Page Intentionally Left Blank for Double -Sided Printing r t ,? 1 Facade Mural adjacent tATheSmokestack. 62 E 7th St, Dubuque, IA � r 1 Nir CHAPTER 5 SOCIAL+ CULTURAL VIBRANCY CHAPTERATA GLANCE O Introduction O Healthy Local Foods O Education *Empowerment O Diversity + Inclusion O Arcs *Entertainment O Historic Preservation O Community Safety O Health + Human Services O Recreation O Recommendations 5-2 5-4 5-7 5-10 5-12 5-16 5-18 5-20 5-22 5-24 CHAPTER 5 SOCIAL + CULTURAL VIBRANCY Social and cultural vibrancy includes a variety of high-priority City objectives, ongoing investments and partnerships such as Inclusive Dubuque, the Multicultural Family Center, and Project HOPE, as well as an array of planning topics ranging from health and human services to culture, recreation, arts, and housing (addressed in Chapter 6). Introduction The Sustainable Dubuque model outlines four key principles of social and cultural vibrancy: O Community Knowledge ................................................................................................... (Q Green Buildings ....................................................................................................................... (Q Healthy Local Foods ....................................................................................................................... (Q Community Health and Safety COMMUNITY KNOWLEDGE GREEN HEALTHY COMMUNITY BUILDINGS LOCAL FOODS HEALTH AND SAFETY Social and cultural vibrancy is inextricably linked to our indi- vidual, community, and economic well-being. Equity also is supported and furthered by investments in social and cultural vibrancy. This chapter looks at specific elements of social and cultural vibrancy, and presents policies and strategies intend- ed to strengthen and connect the many elements that together make for a vibrant place. Planning for social and cultural vibrancy requires the City to orient its day-to-day and long-range actions and policies aro und ideas of connectedness, diversity, equity, and inclusion. Through partnerships such as Project HOPE (see highlighted Information on top of next page), Dubuque Police's Enhanced Neighborhood Support process, Inclusive Dubuque, and the City Council's goal -setting process, these concepts have be- come better defined and understood in practice. Each of the vibrancy elements in this chapter has a strong relationship to building a community in which all individuals and groups have access to services, environments, and resources that pro- mote their well-being as equally valued citizens of Dubuque. This chapter addresses needs for communication, facilities, and resources in each topic area that specifically support eq- uity outcomes as well as overall community vibrancy. Inclusive Dubuque Snapshot, 10/9/2015, wwwrnclusiveDBQorg Defining Connectedness, Diversity, Equity, and Inclusion The definitions of these terms are provided below to express how they are applied in Imagine Dubuque D Diversity The unique perspectives and life experiences an individual or group brings to our community O Equity Everyone has access to opportunities and the resources they need to thrive O Inclusion Engaging and supporting diverse needs to ensure all feel welcome O Equitable Community When all residents, regardless of their race/ethnicity/nationality, neighborhood of residence, or other characteristic, are able to fully participate in the community's economic and cultural success, and are able to connect with its assets and resources Page 5-2 1 Imagine Dubuque 1 Chapter5 - Social+ Cultural Vibrancy Imagine Dubuque Focus Group with lnclustve Dubuque 0 PROJECT HOPE What it is: Project HOPE (Helping Our People Excel) is a thatcohe psiservice providers, desmed to serves,as a catalyst, • helps service employers, and individu- als seeking employment build bridges to rewarding, Long-term employment. Why it matters: From 2000 to 2015, the percentage of individuals Liv- ing below the poverty Level in Dubuque increased from 9.5% to 16.2%. Research has shown that Living in poverty can affect family stability, a child's readiness for school, their ability to Learn, high school dropout rates, and physical health.ALL of these factors can affect someone's abil- ity to advance their economic future. Increase of Dubuque individu- als living below poverty level between 2000 and 2015 1' 1 1 Elements of Social & Cultural Vibrancy What Makes a Community "Vibrant"? 0: What are the elements present in a community that together cre- ate an environment conducive to spawning new business models and ideas, integrating new people, welcoming changing and some- times challenging artistic and cultural expression, and maintaining a healthy and active lifestyle with ample recreation opportunities? A: The short answer, a lot of things! Through Imagine Dubuque, residents expressed strong feelings that vibrancy involves ele- ments and actions related to the following eight planning areas: ❑ Healthy Local Foods ❑ Education, Community Knowledge + Empowerment ❑ Diversity + Inclusion ❑ Arts + Entertainment ❑ Green Buildings + Historic Preservation ❑ Community Safety ❑ Health + Human Services ❑ Recreation The sections that follow address each of these planning areas. The recommendations and strategies at the end of this chapter are intended to support specific desired outcomes, with the over- all goal of building a socially and culturally vibrant Dubuque. SOCIAL + CULTURAL VIBRANCY QUICK POLL: 0: How can Dubuque further social and cultural vibrancy? 78% A: Displaying work by local artisits adds value to the quality of life in Dubuque. Among all respondents, 78% (49 of 63 Individuals) reported that they would like to see more work by local artists. 0 57% A: Decentralized events such as neighborhood concerts or events throughout the City. Among all respondents, 57% (36 of 64 Individuals) reported that they would like to see more decentralized events. 44% A: Arts education in Dubuque schools is valuable to our children and community. Among all respondents, 44% (28 of 64 Individuals) reported that they would like to see a more concentrated focus on art education in schools and the community. Chapter 5 - Social + Cultural Vibrancy I Imagine Dubuque 1 Page 5-3 Healthy Local Foods Together with recreation opportunities, health and food systems make up an essential part of the "vibrancy infrastructure"in Dubuque. Food system issues of all types sparked strong interest and positive energy across the community - from the success of the Farmers' Market to a desire to see the City combat public health problems, to interest in how purchasing contracts could be re-evaluated to engage more local producers. Building vibrancy requires Dubuque to build up and make connec- tions among community health resources. Food is a unifier in Dubu- que, providing a bridge for social and cultural engagement and sup- porting public health. Participants in the public workshops made connections and suggested areas of potential investment and plan- ning across all aspects of Dubuque's food system. Desire for More Healthy, Accessible Options I ronically, Iowa residents ranked dead last in the United States in the '2015 State of American Well Being' on fruit and vegetable consump- tion. Despite this statistic, which leaves ampLe room for improve- ment, an interest in and support for local, healthy food is also one of the most important 'Uniters"for all Dubuque residents. Increased access to healthy food options is a specific area of improvement in the STAR Community Rating process, and brings together a variety of economic development, recreation, public health, and equity goals. Dubuque Eats Well and the Dubuque Community Garden Coalition are both doing excellent work to promote healthy local food choices. Continuing to enhance in-cityfood production, community resiliency, and eliminating food deserts are all vital to Dubuque's future. Dubuque Farmers' Market ,/ i The Farmers' Market was consistently cited as the single most - y open and welcoming place and activity for all residents, and the place where everyone regardless of neighborhood, race, or age felt both welcome and safe. 010 a _1! "The Summer Fanners' Market has been adding kids' activities to draw families, and is adding a chef this year that will do demonstrations about buying and cooking with fresh produce. Their double -up food bucks prograrn linked to SNAP has been very successful." "1 saw a news segment of a small business in Florida that plants gardens instead of lawns in front of homes. The people who live there get a portion of the food and eamings from the sale of extra produce for the use of their land, and the business keeps the rest of the earnings from the sale of extra produce for the gardening work. Some of the surplus is sold at Farmers' Markets and some is donated to food shelters. Would it be possible to implement something similar between Dubuque Leisure Services or the ISU extension office and public schools? Some of our schools have large amounts of unused land and the grounds are vacant dwrring the summer growing months. Students could plant gardens in the spring, another local office could manage the garden after planting and over the summer months, and then in the fall students could help harvest. The food could be used in school meals, sold to families forfundraising, sold at the Farmers' Market for profits, and donated to local food shelters." • Ideas shared via the project website and app. !t r Fresh flowers and locally grown vegetables on sale at the Dubuque Farmers' Market. Page 5-4 I Imagine Dubuque I Chapter 5 - Social+ Cultural Vibrancy Food Systems and Health O 0 0 O Community Garden Retail Food/Grocery Food Pantry Health Clinic Food Distributor Food Desert (Per U.S.D.A.) Bike Routes (on- and off- street) Chapter 5 - Social + Cultural Vibrancy I Imagine Dubuque 1 Page 5-5 iarmgr. rag Ctrl• c5aracra Residents Want Healthy Food Irita burs Dubuqers noted manyways arressto healthy food could be expanded in Dubuque • Workplace wellness programs • Integrating healthy food at hospital facilities • More community gardening opportunities • Increase transit access to, and hours of,the Farmers' Market • Partnerships with Iowa farmers • Incentives and economic support for local healthyfood outlets, especially in Food Desert areas • • -More Ethbte Len[tscapest" "L oratfood/cooking rn schools" "Strong farm -to -shoots tncenbves" 'Better/more randy of orgwacfoods." "More smattgrocery stores and bodegas or dela, espeaatty downtown to carry the basics/ pekup a santhomh, ett " "Wa&able neighborhood -based grocery stores." - Ideas shared wa the pmeet websue and at workshops day Styli oods omr a muprta prc &cussed via all mmain" ertgagemeetmadams Food Security Investments in food systems and food access can improve food se- cunry — having reliable access to a sufficient quantity of affordable, nutritious food These actions have spatial, economic and social di- mensions The Food Systems Map on the previous page shows the spatial relationship of Dubuques'food and health infrasoucturd [i e community gardens, grocery stores, etc.) and their proximity to resi- dential neighborhoods and the public transportation system In 2014 approhamatety 1 out of every 6 Dubuque households or 12%-ll%were "food insecure mean- ing members had anxiety over food sufficiency or shortage of food at least once a year Lowfood secunry households have disruptions in the quality and va- nety of food consumed, and very low food secunry households sur- fer disruption in the quantity and regulanry of meals Ensuring that Dubuque residents can get to supermarkets and other outlets with sufficient vanery and reasonable costs is an issue not onlyfor social service providers, but alsofortransit and transportation planning Fur- thermore, it is an important basis for planning where investments in community gardens, such as those recently supported by Sustainable Dubuque Community Grants, should be pnoritized • FOOD DESERTS T heard that the Rexsteel plant on Jackson Street rsdosmg rn the near frture Rease considerconvertingthe area into asmat retaihubforthe neighborhood AtDhwoutdbeworderfitthere, aswel as Hang or Walgreens. The nearest grocery stores are several modes awayand gas station food isnot ahealthy or affordable optronfor the neighborhood" ■ LOCAL FOOD PRODUCTION "The Q'wwum Urban Rum is an exciting concept just getting gorngthat'Witbring peoptetogether through food production, preparation, education and eiyoyment" They will opt lasses mfood preparation, food preservation, and gronsng Ret of their greenhouse wit be used for hydropomr production and verticalfarming The hydroporrrfa n ng hopes to add fish to 4S years" - kfeasshared via the project website Page 5-6 I Imagine Dubuque I Chapter 5 -Social+ Cultural Vibrancy Education, Community Knowledge + Empowerment IEducation, comm unity knowledge, and empowerment are fundamental'to a socially and culturally vibrant Dubuque, and a vibrant economy. Social and cultural vibrancy directly supports economk prosperity in Dubuque. Developing, attracting, and retaining a diverse, highly -capable workforce needed to support Imagine Dubuque's Economic Prosperity goals depends on a strong local social network and cultural arts scene. Fostering diversity, inclusivity, and vibrancy is recognized nationally as a vitat driver of healthy, resilient economies, and cultures. Nationatty, cities that feature these etements of sociat and cutturat vibrancy are far more tikety to at- tract and retain residents and businesses, especially younger demographics, who typically prefer large metropolitan areas. Moreover, the City and its business and educational leaders recognize the need for Dubuque to promote and live out inclusivity and diversity values to welco me, train, and support a strong workforce. Education as well as other forms of community knowledge are cntical to Dubuque's vibrancy. Informational sessions where fire, police and other City departments can meet with and engage residents in thei r neigh borhood can help. A recent session |n]uckoon Park was well received. Chapter 5 -Social+ Cultural Vibrancy Imagine Dubuque Page 5-7 Education 1 Beyond Staking on Dubuque history of quaity pubic ecttuabon, and the preserve of foto colleges and two semunanes, wfwancymvokes prowdmg both opportumtyfor lifelong teaming and development, and a system of ealnabon,commmmabon, mdsupport that empowers inch -duals to lean; lead and better themselves and them commwnbes. Comprehensive Approach A vibrant Dubuque will weave together its formal public ed- ucation system with its higher learning community) recrea- tion programming, partnerships with faith- and interest -based organizations, and business partnerships to treat education both holistically and strategi tally Quality learning opportuni- ties pportuneties will attract and support families, provide workforcetrain- ing, and enhance Dubuques overall vibrancy School District Plans The Dubuque Community School District employs 1,800 peo- ple and serves ova' 10,000 students in 18 schools and one Alternative Learning Center Dubuque Community School. Dis- tricts 2016-2017 Priority Inib atives particularly relevant to so- cial and cultural vibrancy include • Focus coOaborata on with the juvenile court systenytaw enforcement to Lower truancy rates and lessen the refer- rals of children under 18 • Prepare for an 'anytime, anywhere digital learning environment in 2017-2018 that coincides with updated course objectives and delivery at the ninth -grade level • Develop a system to nuke data across the distn ct more efficiently collected, more easily accessible and more us- able to staff for instructional. decision making, and more readily available to various stakeholders 9 O X HighPSchool 3 3/ Received a Badtelors Degree or Higher Measures of Success Educational attainment and measures of education success in Dubuque exceed state and national averages Over 90% of res- idents have completed high school and nearly one-third have a bachelor's degree or higher In an encouraging sf gn for the future, the percentage of the population with some college or a bachelor's degree is higher for those 25 to 44 (an average of 23%) than those 45 to 64 (20%) and 65 and older (14%)2 Outreach Says Participants in Imagine Dubuque were overall satisfied with the educational opportunities and quality available, including adult offerings through Northeast Iowa Community College, but did consistently cite a need for more affordable, quality child care resources Lifelong Learning As lifelong learning is part of social and cultural vibrancy{ ed- ucation across the age spectrum is important to consider The Keystone Area Education Agency (highbghtrd below) offers a cbearinghousefor education resources in and around Dubuque from early childhood (including Iowa s free preschool program for four -year-olds), through continuing education and profes- sionaltraining 2 Date from the201GAmenrenCon nww4'Suvey ofed on townehvrts ran 0 Keystone Area Education Agency KeystoneArea Eduction Agency is dedieted to providing the children of Northeastloaa wahthe best possible eduetionalopportunlie Through its partnerships with loo lschoob,teachers,and pa rents, Keystone Area Eduction Agencies will continue to provide services that put AiWren Int in Northeast loan Area Eduction Agencies were established m 1974 to deliver equa l support services to lowas children and schools Keystone Are EductionAgencies provide qualityservua to 25 public school districts astd 28 nonpubbcschools,coverrng nearty5pOOsquaa mile Keystone Are EductionAgencies serves eight mate in North east loan These are Abama kee,Chickasaw, Cb yton, Delawa re, Dubuque, layette, Howard a std Wmnahiek e stony Area Education Agency1 Mission To provide leadership For school improvement, student Warning and living. This leadership is provided through equitable eltedive, and effiaent servuesto its districts schoolsandthen patrons byworkmg in school commu pity planning professional development curriculum instruction assessment school leadership, school m anagement, services For diverse learning, services For inclusive school;mstrudional media, and schooltechnology. Page 5-8 I Imagine Dubuque I Chapter 5 - Social. +Cultura1Vibrancy IA focus area in education and learning that touches on several elements of social and cultural vibrancy centers on Dubuque's youngest residents. Reading Level In 2012, nearly 26% of Dubuque's third-grade students were not reading at grade Level, a crucial metric for future success and educational attainment. The Community Foundation of Greater Dubuque and Every Child/Every Promise formed the `Campaign for Grade -Level Reading' to improve summer learning, school readiness, and attendance. This led to actions including im- proved data collection, improved summer learning opportuni- ties, a mobile vision clinic providing exams and glasses to chil- dren, and an early education partnership with Northeast Iowa Community College. With all of these efforts, grade level read- ing challenges still exist. The Community Solutions Action Ran is due to be updated in 2017; its actions and recommendations should be considered as part and parcel of Imagine Dubuque's goals for social and cultural vibrancy. On June 16, 2017, Dubuque received a prestigious second All -America City Award from the Campaign for Grade Level Reading and the National Civic League for its civic engagement around reading proficiency; a strong affirmation of the value of the City's focus on education as an important component of a viable, livable, and equitable community. Arts Education Imagine Dubuque has highlighted the need for vigilant support for the quantity and quality of arts education within Dubuque's schools and the community at Large. Imagine Dubuque partici- pants expressed the strongest possible support for arts educa- tion within Dubuque schools. Dubuque Community School District showcases its arts offerings iva the `Digital Fringe, an online gallery of student art initiated to "highlight the remarkable products of art education in the district." In -school arts education offers one of the most effective ways to expand the sense of culture in Dubuque via new, and culturally diverse forms of art httil National Civic League ,I 1 1 I► DUBUQUE RECEIVES 2012 AND 2017 ALL -AMERICA CIT The Campaign for GRADE -LEVEL READING "Public school immersion program." "Improve school system. Have classes on how to do taxes, manage money, and college application. Make them mandatory." - Ideas shared via the project website Prescott tlementary, Dubuque, Iowa Chapter 5 - Social + Cultural Vibrancy I Imagine Dubuque ! Page 5-9 Community Knowledge + Empowerment ICommunity empowerment, distinct from education, is defined by the World Health Organization as "the process of enabling communities to increase control aver their lives." Organizations and partnerships in Dubuque work on many aspects of this goal, including violence prevention, youth en- gagement, and environmental quality. Actively acknowledg- ing the importance of these actions and their relationship to building and maintaining an inclusive, vibrant community is, in and of itself,a goal of Imagine Dubuque. Knowledge and empowerment is a pillar of Inclusive Dubu- que, incorporating five programs discussed in this chapter: Project HOPE (Helping Our People Excel); Heart Youthbuild; the Multicultural Family Center; Every Child/Every Promise; and Green Vision Schools. While some engagement in community knowledge and em- powerment is long-standing and addresses general needs, other partnerships such as the Coalition for Non -Violence come together around specific issues. Participants in Imagine Dubuque noted the breadth of par- ticipation in different community empowerment programs and partnerships, such as the Multicultural FamilyCenter and Community Foundation of Greater Dubuque. The City and immediate region are home to 40 to 50 non -profits active in community empowerment and knowl- edge, including five orders of Catholic sisters. In an Imagine Dubuque discussion with the Coalition for Non -Violence, one participant summed up the depth of participation and com- mitment in community empowerment by saying,"If any place in the Country can have zero violence, it's Dubuque, Iowa:' "If any place in the Country can have zero violence, it's Dubuque, Iowa." - Participant at the Coalition for Non -Violence Focus Group Diversity + Inclusion Leadership in Dubuque has recognized and made a strong point of the vital importance of multi - pronged and ongoing training, investments and partnerships that will make an increasingly diverse, equitable, and inclusive city where all are successfully engaged in civic and economic life. In general, public input supported the feeling that the City is actively promoting inclusivity in public safety, public spend- ing on arts and culture, and that this is a valid, important use of public resources. "Use arts and cultural programs to connect people across divisions of socio-economic status, race, religion, age, etc.Arts is a universal language - use it intentionally to bring people together." - Idea shared at the Social and Cultural Vibrancy Workshop . Residents and business owners share ideas related to diversity at the lmagme Dubuque Social + Cultural Vibrancy Workshop on April 19th, 2017 Page5-10 1 Imagine Dubuque IChapter5 -Social+ Cultural Vibrancy Diversity + Inclusion Continued... Further Inclusivity Active and explicit City policies, such as the recent proclamation of Dubuque as"A Cityof Welcome and Opportunity," and support for non -profits such as the Multicultural Family Center, reflect the importance of building inclusivity into the fiber of the City's housing, economy, education, recreation, and infrastructure. The City's formal focus and turning towards inclusivity and diversity has paid tangible dividends. • Translation Services: Strategies such as translation and oth- er assistance for non-English speaking residents was sug- gested during the Imagine Dubuque campaign. • Multicultural Family Center: In the Ouickpoll, Multicultural Family Center events were specifically cited as welcoming and engaging; bringing the communitytogether. Safety Plays a Key Role Public safety and law enforcement are a cntical component of a truly inclusive community.The City and Dubuque Police Depart- ment have made significant investments in law enforcement and human rights. Dubuque leadership is visibly committed to equity and communication. Both the Chief of Police and the Hu- man Rights Director are authorized Equity and Inclusion Liai- sons to the City Manager, with a specific responsibility to: `:.serve as a point of contact providing safe support for underrep- resented community members who have questions and concerns about equity and inclusion in local government. The liaisons are available to all underrepresented communities, including racial and ethnicmMonty comm unities, the LGBTO community, and immigrants and refugees. The goal of these liaisons is to foster relationships of mutual trust and confidence in fair and professional govemance, and to elevate concerns to the City Manager and officials." Focus on Recreation Public recreation investments are a prime means for building inclusion through programming, community activity, and space. IConstruction of a community center with indoor aquatics, and reno- vation and re -programming of patkspaces, both were cited through- out the public engagement process as badly needed, and a means to enhance equdfy and connections among Dubuque residents. The ability of a City to use recreation investments as equity enhancers has been demonstrated in cities from South Hadley, Massachusetts to NewYork City. Playground and park enhance- ments, as well as lighting, can be targeted for updates that create safe, accessible spaces attracting people from well beyond the immediate neighborhood. Keeping an `bquity eye" in the siting, planning and design of these investments will benefit Dubuque. Multicultural AtFAMILY CENTER ' The Ruby Sutton Ruilti>g I DUBUQUE Alli want for everybody is fair play and equdfy regardless of race, color or creed, whatever, economic status. Just treat people fair, as you like to be treated."- Ruby Sutton. Ruby Sutton did more than just speak these words... she lived them every day of her Ile as a tireless champion for human rights, justice and diversity.- Source Multicultural Faint ly Center website Celebrate Our Residents Veterans memonals, exhibits and storytelling events, and naming of parks and public buildings are all ways that we can celebrate the good works and actions of our residents. These efforts help tell the story of who we are as a community. Close coordination with veteran groups and other non-profit organizations is essen- tial in identifying opportunities to recognize and honor the past and maintaining existing memorials. 0 Dubuque Police Department Principles .o. • _ Act with integrity. The authority vested in us demands we act impartially, honestly, fairly, and courageously, adhering to legal rules and ethical standards ■ Act with compassion. We believe that each person is entitled to our respect and sensitivity We resolve to maintain our ability to feel empathy and to seek understanding and acceptance for everyone Act with competence.As law enforcement professionals we strive for the highest standards of effectiveness, efficiency, accuracy, and objectivity It is our goal to actively seek out and respond to those situations where legal authority is potentially needed or where im- mediate action is required • Act with open minds. Through listening, learning, growth, we al- ways seek enhancement and cooperation with others who serve the community Through partnerships we seek to provide a comprehen- sive approach for effective law enforcement Each member of the Dubuque Police Department makes an important contribution to our success Respect for each other and ourselves provides the unity to enable us to improve community livability Chapter 5 - Social + Cultural Vibrancy I Imagine Dubuque 1 Page 5-11 Historic windowfenestrations compliment this facade mural in Downtown Dubuque that boasts bright, earthy colors Arts + Entertainment Throughout the outreach process, Dubuque residents pointed to an abundance of opportunities to both engage in and enjoy artistic, cultura4 and entertainment offerings year-round, throughout the City. Dubuque is home to many festivals and events, universally cited as one of the best aspects of the City. A continuous offering of cultural and arts events at local universities compliments the public festivals and events. J IFF JULIEN DUBUQUE INTERNATIONAL FILM FESTIVAL ABOUT JDIFF The Julien Dubuque Interna- tional Film Festival is dedicated to enriching the community and bridging cultures through the education and promotion of the artsthrough independent film Dubuque residents see several opportunities and challenges for improving overall social and cultural vibrancy. In Expanding the idea of what"culture"means beyond the tra- ditional views and habits of Dubuque residents. © Finding a way to increase publicity and awareness of cul- tural and artistic offerings, which will help build a collec- tive sense of vibrancy in Dubuque. © Using policy and collaboration to overcome some of the mobility, access, and educational or communication barri- ers that might prevent residents from engaging more fully in the City's cultural and artistic life. Dubuque has a strong and well-publicized base of arts and cul- ture offerings through its major institutions, local co lieges, and universities. The Julien Dubuque International Film Festival annually attracts over 4,000 attendees and was cited in the public engagement process as an "overlooked treasure" of the city's arts scene. Page5-12 1 Imagine Dubuque IChapter5 -Social+ Cultural Vibrancy 4 r ice' o, 6-� ME C ' , A C-rf� ' - far c t� ?�fdCtF e ar Ver t� i1Lte �rd ou nT�iOP°iY°` rs rc�11i U I1FC--ri�1�-;&L SIVE M° . ' e Qom_• M r) riAikEr*-,,*?-;a: ____,,,, ,ie.,,4- ,___ 1...)_____I o ❑ What does "culture" mean in practice? Participants in the Social and Cultural VibrancyWorking Group looked at five aspects of inclusion in Dubuque's cultural life that can be addressed in part through transportation, com- munication, public safety, and recreation programming. Some of their answers are displayed via the MindMap facilitation graphics located directLyto the right of the questions below. Mobility: Can I get places that I want to go? If I am driving, is parking reasonabLy ava ilable? Relatability: Will people and events be accessible to me, given my experience, language, culture? Access: How much does it cost to participate fully? Education: How much educational attainment is needed to participate in a meaningful way? Fear: Am I going to be physically and socially comfortable in the environment or at the event? Culture: Do I value events that may not be what I have always considered to be "culture"? 7111...irk ,� / oxM 0 —1/c ► = 04 ` _ •.0 Ott " �ocDYyiliic SYtinUy Y 9 MVUI�IIQG�J- - /IWNlltrl r� A DQnw Facilities and Programming The Dubuque Museum of Art, Bell Tower Theater, Grand Opera House, and National Mississippi River Museum and Aquarium are high-visibilityfocal points for arts and cultural offerings. The Grand Opera House hosts plays, musicals, and concerts throughout the year. Cultural and arts programming at Clarke University (Arts @ Clarke) and the University of Dubuque's Heritage Center provide year-round music, dance, theater, fine art and lecture events. Several facilities within Dubuque host sports and arts events: The Grand River Center hosts many conventions and larger events and the Mystique Community Ice Center is home to the Dubuque Fighting Saints of the United States Hockey League. The historic Five Flags Theater and Center hosts cultural events including symphony, music, and theater while the Civic Center provides a venue for Larger concerts, and other types of enter- tainment and events. The Diamond Jo Casino and 0 Casino on the river also are part of the entertainment offering in Dubuque, drawing travellers from throughout the region and offering mu- sic and entertainment events as well as gaming. • Expand Transit: While these facilities are all generally located along or near Jule transit routes, some concern was expressed regarding transit availability to access social and cultural events during week nights and on the weekends when most events occur. Community -Based Events Beyond these more conventional events, most of which are not free to the community, Dubuque is home to an increasing num- ber of galleries and community-based events that also add to the overall sense of vibrancy and provide a more inclusive set of opportunities. Travel Dubuque, for example, highlights galler- ies, festivals and restaurants, including Art on the River and the Dubuque Area Arts Collective, that provide alternatives to formal, ticketed events. • Focus on Geography: The need to expand these types of alterna- tives, as well as looking at ways to expand offerings geographi- cally and "come to the neighborhoods, "was stressed throughout the public engagement process. Example: Music in Jackson Park! • Price Matters: The most important focus for arts and culture in Imagine Dubuque was where the community can enhance the range and distribution of lower- or no -cost offerings, and support different types of experiences beyond the conventional offerings that are readily available. Chapter 5 - Social + Cultural Vibrancy 1 Imagine Dubuque 1 Page 5-13 Cultural Event Locations Event Spaces eMunicipal 0 Institutional 0 Commercial Q Non -Profit • Parks cc Kaufmann Ave r Pennsylvania Ave r ---k Page 5-14 I Imagine Dubuque I Chapter 5 - Social + Cultural Vibrancy "More event/activities that anyone and everyone could attend." "Some kind of event to bring kids/ young adults together." "Schools should host a monthly dance event for teens with a different style of dance each month (i.e. disc4 swing). - ideas shared via the project website and at the High School Focus Group .ueuou= art Multi -Cultural Inclusivity With respect to diversity, vibrancy and inclusion, there appears to be an important role for the City and its inclusion/diversity partners in education and communication around multi -cultural events Throughout the public process participants acknowl- edged there has been a traditional idea of what "culture" is in Dubuque that is now changing, and sometimes challenged by new and different art forms Dubuque residents expressed that the city's history and long traditions pose challenges for creating cross-cultural attendance at public events such as "Juneteenth" celebrations of the end of slavery in the United States • Communications: Residents expressed a strong interest in in- formation on "how to" recognize and respectfully participate in events, which may need to be a communications focus for the City Inclusive Dubuque, and their many partners Branding An interesting finding emerged from Imagine Dubuque that may argue for "branding," or at least specifically identifying, actions in Dubuque connected to social and cultural vibrancy Concerts and festivals, the Farmers' Market, international student ex- change, public safety outreach, and recreation enhancements all contribute to a vibrant Dubuque • Positive Synergy: Participants in imagine Dubuque's engage- ment events believe that vibrancy is on the rise in Dubuque, through planning and implementation, these positive impulses can be synergized in many beneficial ways A. Dubuque Museum of Art VOICES OF DUBUQUE 'My vision is forDubuque to be known world-wide as a city where there is love, happiness, peace, equality, inclusivity, prosperity and well-being for all. To help cultivate this vision, Dubuque could host an annual three-day weekend celebration of love, peace and unity that features musicians that play music and lead interactive experiences designed to inspire connection, love and respect and joy. The festival also would include activities such as yoga, meditation, presentations and group activities led by living luminaries, and delicious and nutritious healthyfood and beverage (non-alcoholic) options for a transformational experience unlike anything else on the planet." Wore youth involvement in community events focused on the arts and music." 1 would like to see moreAfrican-American, Afro-Cuban, Marshallenese, Mediterranean and other diversified Artists, events, expos and festivaLs that aren't specrfacally narrowed to hip-hop and R&B/Funk reviews of music or being showcased as being helped out of dire straits. My vision for Dubuque is to know that our youth can be included and not displayed as being needy." 'Club with dance emphasis; diverse music venues." - Ideas shared via the project website and app Chapter 5 -Social + Cultural Vibrancy I Imagine Dubuque 1 Page S-15 anI/I► a Bra orivenvi -flHlU A. Historic warehouses in the Millwork District have been preserved and transformed into mixed-use, attracting both residential and commercial uses to successfully activate the area Green Buildings + Historic Preservation Green buildings and certification are one but not the only aspect of preservation culture' in Dubuque. As the Sustainable Dubuque website notes "Dubuque's strong historic preservation history means that many other building managers are creating green buildings using other best practices." Indeed the city's historic preservation strategies are "green building," in the words of architect and historic preserva- tionist Jane Powell, "The greenest building is the one that's already built" Dubuque's civic habit of preservation, and the adaptive re -use of historic structures, is an important means of reducing waste, conserving raw materials, and adding vi- tality as the City develops and changes For this and many other reasons, the historic preservation movement nationally has a newvision for the future This vision is centered on people, communities, and how historic preserva- tion will emerge as real and integrated heritage preservation, recognizing the diversity of local stories,their equal importance as part of the nation's story, and how historic buildings and areas can support the greater story For Dubuque, this vision equates to the City's goals of viability, livability, and equity Considering historic places as community assets fosters stable neighborhoods and economic vitality and empowers residents Dubuque's historic preservation ethic remains strong and exem- plifies the broader movement's emerging vision The City and its many constituencies recognize the importance of Dubuque's story to the city's economic, social, and cultural vitality Local preservation programming encompasses not only the work of Dubuque's Historic Preservation Commission and City staff, but also the combined efforts of multiple local private, public, and institutional partners Preservation Partners Among the City's established partners are Dubuque Main Street, Heritage Works, Old House Enthusiasts, Four Mounds Foundation (at Four Mounds, a City -own local landmark and National Regis- ter property), and Loras College's Center for Dubuque History At the municipal level, multiple City departments—planning, eco- nomic development, leisure services, and housing—are engaged in work supporting the City's historic preservation programming Page 5-16 1 Imagine Dubuque 1 Chapter 5 - Social + Cultural Vibrancy In addition to these many local government efforts, the City's historic preservation program has partnerships with Dubuque County, Dubuque County H istoncal Society, statewi de preserva- tion advocacy groups, Iowa's state histonc preservation office, and national preservation organizations, including the National Trust for Histonc Preservation and their Preservation Green Lab, and National Association of Preservation Commissions. The City currently recognizes the importance of local prop- erties through individual local landmark designations and locally designated histonc and conservation distncts. In ad- dition to local designations, many of these same properties are included in Dubuque's 17 National Registerdistricts,three Archaeological district listings, and 44 individual listings in the National Register of Historic Places. THIS PROPERTY HAS BEEN PLACED ON THE NATIONAL REGISTER OF HISTORIC PLACES BY THE UNITED STATES DEPARTMENT OF THE INTERIOR DUBUQUE CASKET COMPANY 1895 Historic Preservation by the Numbers 4 4 National Register Listings National Archaeological Register District Districts Listings The Historic Preservation Commission has actively conducted sur- veys of over 5,600 of the city's resources, nominated individual properties and districts, and received three Certified Local Govern- ment grants to support survey work since 2013. Historic Preserva- tion Commission also promotes the benefits of historic preserva- tion to the broader Dubuque community. Preservation Programs Dubuque's many local preservation partners are engaged in varied aspects of preserving the community's historic, architectural, ar- chaeological, a nd cultural resources. The City and its partners have developed several unique programs. Examples include: Housing Education and Rehabilitation Training (HEART): This in- itiative provides training in the building trades for at -risk high school students. To help measure success and outcomes, the ini- tiative includes graduation rates for students within their annual report. Partners include the City, Dubuque Community School Dis- trict, Northeast Iowa Community College, Four Mounds Foundation, Dupaco Community Credit Union, and Four Oaks of Iowa. HEART trainees have worked to repair/restore varied historic and vintage structures, including homes in Dubuque's Washington neighbor- hood. Many of these homes are intended for first time homebuyers, including those eligible for City housing incentives, Many HEART trainees have gone onto successful careers in the building trades. Dubuque Main Street: In tandem with the City's economic develop- ment department, Dubuque Main Street works on key preservation initiatives to promote growth in downtown's 10 neig hborhoods.Cur- rents efforts are focused on the Washington neighborhood, provid- ing important linkages to the City's housing and economic develop- ment initiatives.Dubuque Main Stree'sArchitecture Days, promoting Dubuque's history and architecture and educating the public about historic preservation's importance to the downtown and regional economy, is one of downtown's most important annual events. Financing Despite Dubuque's historic preservation successes, the financing mechanisms that have contributed to these same successes face challenges. The continuation of federal historic and New Markets tax credits remains in doubt as Congress considers tax reform. Io- wa's state historic preservation tax credit percentage may be re- duced to 15%from 25%. For Dubuque's larger rehabilitations, par- ticularly downtown, the elimination or reduction of these credits will negatively affect future redevelopment, employment, a nd eco- nomic development efforts. Federal community development and housing funding is also threatened, Ongoing Education With Historic Preservation Commission's 2014 tra nsition away from a design review focus, much of their work now emphasizes educa- tion about historic preservation and its benefits to the Dubuque community. Additional emphasis on the tangible benefits, particu- larly the economic impact, of historic preservation to the city's res- idents, investors, and visitors should be the logical next step for HPC study, work, and ongoing education. 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Fid, cp... ..,c 44.4X *r J C tckP� 1.,� 6< l�L r f r .s `� P' W t Gl/Sores �J `� S, \ L'sY Ioat ,Qaxt�"�1v�/\�� �O �. t' 0.0 e° r amiC,`none FPople'S perces};on We hiurp„.t d''' �w .S:c.�'a" �uu,"`` o z. downtown" ystvS t. ° ' •5 Eof i. t`"' Ideas shared regarding Community Safety at the Social and Cultural Vibrancy Workshop on April 19th, 2017 1 Community Safety Ensuring all residents are safe in their homes, workplaces, schools and community gathering spaces is essential to a socially and culturally vibrant Dubuque. Communication and collaboration among neighbors and or- ganizations, especially to address and resolve conflict, is es- sential to creating a sense of safety where diversity, expres- sion, and opportunity can thrive. Public safety and policing are also fundamental. Throughout the public engagement process participants in Imagine Dubuque all described "safe- ty" as the ability to move throughout the city whenever and however one chose without fear or concern. This is a high bar, and speaks to the city's relative safety. In nea rly all measures of public safety (i.e. violent crime, prop- erty crime) the City of Dubuque is at or below average rates for Iowa and the United States. In 2015 there were 1.79 law enforcement officers per 1,000 residents, slightly above the average of 1.70 in Iowa.3 3 Data from http//www city -data corn/crim%rime-Dubuque-Iowa html However, individual perceptions of safety in public settings and neighborhoods varyfrom resident to resident. Responses in the Quick Poll and public workshop indicated that public safety per- ceptions, particularly regarding Downtown Dubuque, often limit the willingness of residents to attend cultural activities or busi- nesses that are otherwise appealing to them. Some participants also conceded that perceived "safety" in some cases meant not encountering unfamiliar people or situations, which relates again to the overall need to continue Dubuque's strong emphasis on welcoming, communication, and inclusion. Building neighborhood pride can also enhance community -safety in seemingly subtle ways, such as efforts to clean-up litter and utilize available trash receptacles. Neighborhood -based clean-up days, educational efforts, and residents taking ownership of their neighborhood are all important to help enhance the appearance and safety of Dubuque. Washington Park Neighborhood Branded Trash Recepticle Page 5-18 1 Imagine Dubuque 1 Chapter5 -Social+ Cultural Vibrancy Ideas shared regarding Community Safety at the Equity Workshop on June 27th, 2017 0 Improving Perceptions of Community Safety In the public engagement process, residents offered sug- gestions that could enhance the sense of safety, particu- larly in Downtown Dubuque: r Increased lighting More frequent trash pick-ups Completing sidewalks along JFK Rd and Dodge St P. Partnerships with neighborhood associations to increase communication "The Broadway Neighborhood could benefit from some old fashioned city lights to enhance the beauty of walking and getting to know neighbors. Visible cameras would increase safety." "Change people's perception of Downtown." "Clean-up the City, clean-up litter." "Know your neighbors! The City provides money for inclusive events. Do people know this? How can we take better advantage?" - Ideas shared at Imagine Dubuque Equity Workshop on June 27th, 2017 111 Chapter 5 - Social + Cultural Vibrancy I Imagine Dubuque 1 Page 5-19 Health + Human Services Reflecting its strong community spirit and heritage, Dubuque overall is a place that scores high on many indicators of public and human health, as well as the availability of public and community-based services for individuals and families. Community Awareness Past surveys and research as part of In- clusive Dubuque, as well as feedback as part of Imagine Dubuque, all showed a strong awareness of the types of public health threats on the horizon and the importance of access to a spectrum of health care — most notably for mental health, along with family services, addic- tion treatment, and continuing care — to a vibrant and healthy community. On the Road to "Very Healthy" Relative to other Iowa communities, and certainly when compared to the US as a whole, Dubuque County has a relatively strong public health profile. Dubuque, in short, is seeking to go from healthy to "very healthy" in its efforts around health, recreation, food systems, and housing quality. Peer Counties The U.S. Centers for Disease Control and Prevention publishes Community Health Status Indicators assessing how counties with similar population charactenstics, economic profiles including unemploy- ment rates and home values, age distri- butions, and percentages of foreign -born individuals compare to Dubuque. Relative to its peers, Dubuque County is in the "most favorable" quartile for 15 of the 43 factors, the middle quartiles for 22 factors, and the "least favorable" bot- tom quartile for six. This is comparable to adjacent Jo Daviess County in Illinois and Grant County, Wisconsin, though somewhat less healthythan Linn County around Cedar Rapids which has only two "least favorable" indicators. See figure 5.1 on the following page. .1' ��1 .1'1 .lel .13.�1.�1 .1II�►iila'.I 1�I•1/l=i S=id 0 • OR 1 out of every 10 Dubuque County adults report having fair or poor health r r Eh r r &AAA&r •II Notably, only 9.7% of Dubuque County adults report having fair or poor"health compared to 16.5% nationally, placing Dubuque County in the top third of Iowa counties and well ahead of the U.S for this important measure of health. "Greater affordable access to mental health resources, especially for our youth and lower income individuals. Early intervention and support is important." "I would like to see the law enforcement agendes alt team and employ restorative Justice methods in the community. Create a mental health court. Advance treatment programs for those with addictions and mental illness." - Ideas shared via the project website Get active+ Get outside+ I Children attending the lmagme Dubuque Equity Workshop played outside for the duration of the evening Page 5-20 I Imagine Dubuque I Chapter5 - Social+ Cultural Vibrancy • FIGURE 5.1 D Dubuque County Health Sta Health Comparison to Peer Indicators Mortality Morbidity (Incidence) Health Care Access & Quality Health Behaviors Social Factors Physical Environment Dubuque is Better (most favorable quartile) • Chronic kidney disease deaths • Diabetes deaths • Motor vehicle deaths • Unintentional injury • Adult diabetes •Adult overall health status • Older adult asthma • Older adult depression • Syphillis • Cost barrier to care • Uninsured •Adult smoking ation • Housing stress tus Assessment Counties Dubuque is About the Same (middle two quartiles) • Alzheimer's disease deaths • Cancer deaths • Chronic lower respiratory disease deaths • Female life expectancy • Male life expectancy • Adult obesity • Alzheimer's diseases/dementia • HIV • Pre -term births • Primary care provider access • Adult physical inactivity •Teen births $1111.1111RIPMPI,y • High housing costs • Inadequate social support • Poverty • Unemployment •Violent crime Mental Health The impact of addiction, particularly opioid addiction, was on the minds of many in leadership and the public in preparing Imagine Dubuque. Iowa as a tate has the fifth -lowest death rate from opioid overdoses in the United States (10.3 per 100,000 in 2015); but while Dubuque's age-adjusted 2015 death rate from overdoses of 8 per 100,000 was below the state average, there were 23 deaths between 2013 and 2015. In an engaged and caring community,this impact goes beyond numbers. Part- nerships and resources for prevention, treatment, and response for all kinds of addiction, and follow-up support services, were cited as a vital area of public focus and concern for the city's health, economy, safety, and well-being. Mental health, including the availability of services and the pressing need for more and different solutions to the manyas- pects of managing mental health impacts in Dubuque — was the one area consistently cited as a need in all Imagine Dubu- que outreach efforts. Inclusive Dubuque noted that, according to the U.S. Department of Health and Human Services, Dubuque County is designated as a `Health Professional Shortage Area' for mental health providers, and the need for these services cuts across all income and demographic groups. Dubuque is Worse (least favorable quartile) • Coronary heart disease deaths • Stroke deaths • Cancer • Gonorrhea • Adult binge drinking Top Priorities: Access to Mental Health, Reducing Obesity and Encouraging Active Lifestyles IAccess to mental health care and reducing obesity and encouraging active lifestyles were the top local health issues identified by quick poll respon dents. Resident Call -For -Action Participants in Imagine Dubuque and City staff were particularly vocal about improving mental health services. D Many residents offered creative approaches, such as com- munity-based support groups for people dealing with de- pression. D Others noted the importance of having public conversations about the community impacts of mental health to reduce its stigma, and encourage more people to seek support. D Dubuque Police Department staff noted the need fortrain- ing on best practices for dealing with mental health issues in the context of public safety. D Promoting the efforts of the Dubuque Police Department to dealwith the many impacts of mental health on Dubuque's residents, was cited by many participants. IMaking mental health an explicit component of public health and wellness activities, recreation opportunities, and non-profit organi- zation programs is likely to have strong support in the commune y and will achieve many benefits. Chapter5 -Social+ Cultural Vibrancy' Imagine Dubuque 1 Page 5-21 w t Photo "Wants" Shared by Residents cc II `Paved bike trails that connect all parts of the city and beyond (the long -talked about trail 1 from Bergfeld to the Mines of Spain along Catfish Creek would be a game changer°. Dubuque is so far behind the IC/CR corridor and Des Moines 1 and Waterloo/CF and Madison with regards to trails! Building mountain bike trails (the Cloie Creek trail will be a good start) like what Duluth is doing would be hugely attractive to young, active families and professionals." - Photo and idea shared via the project website as A Idea shared at the Imagine Dubuque Pop -Up Farmers' Market Booth called for'Mountawn Biking Trails' -- an idea that was shared numerous times via the in-person and online idea tools The photos at right were uploaded via the project website and app Recreation Many of the concrete and specific solutions for physical and programmatic enhancements to social and cultural vibrancy fall squarely on the shoulders of the community's public, institutional, and private recreation providers. A vibrant city today, as reinforced repeatedly in the public outreach and in an array of planning literature and stud- ies, is a city with walkable and bikable four -season recrea- tion opportunities where it is easy and safe to be physically active, connected to open and green spaces, and to leave cars behind. Municipal recreation programming, among the more flexible and `agile' areas of municipal operations, also can be an area of great opportunity to address needs for activities, education, services, and community connection in a changing city like Dubuque. An excellent example of this type of policy is the Rec & Roll mobile playground recently launched by the City's Leisure Services Department, which brings this type of programming into underserved neighbor- hoods without costly investments In permanent structures. A Leisure Services Rec & Roll Playground Page 5-22 I Imagine Dubuque 1 Chapter 5 -Social + CulturalVibrancy Dubuquers Want a CommunityWellness Center With its aging park resources, committed leadership, and com- munity partnershi ps, the City can improve its recreation systems with a social and culturalvibrancyfocus. Enhanced recreation opportunities - including indoorand outdoor aquaticfacilities ranging from splash pads in parks to an indoor swimming pool - were cited by participants in all the workshops and public engagement for Imagine Dubuque as perhaps the principal way the city itself enhance nearly every aspect of social and cultural vibrancy, from equity, public health and public safety to arts and culture and workforce recruitment. A community wellness center, either municipally sponsored or in partnership with area recreation agencies and health pro- viders, is notable for its importance to equity and community cohesion, as highlighted in many recent national studies and publications. Many, such as the Lawndale Community Center in Chicago, have integrated health education and health care into the same physical facility with recreation and multi-pur- pose space. The creation of an affordable wellness and rec- reation center that takes a holistic approach to health needs and preferences would be a significant "win" for Dubuque. It would respond to and address multiple factors including changing and aging demographics, challenges specific to health care costs/access, and resident needs and desires as expressed during outreach. i�- L.S611L IZE V OG-) ik5AL0162Iry dTY oi•, pNRS 1/ AIdea post -it shared via the Mobile Idea Board, chalkboard comment at the Dubuque and All That Jazz Idea Booth, and written workshop idea Additional Recreation Investments ■ Indoor Event Flex Space: As noted several times, acces- sible, affordable and flexible indoor space for different gatherings is needed, along with effective communica- tion to accommodate or modify different groups' needs, traditions, and practices. Participants in the public out- reach process noted specific needs for a large, low cost space where residents can hold birthday parties and cel- ebrations. a Rehab Eagle Point Park and Comiskey Park: Eagle Point Park, home to several structures by noted landscape ar- chitect and one-time Dubuque Parks' SuperintendentAl- fred Caldwell and for which National Register of Historic Places designation has been sought, was cited by many participants as a high priority for rehabilitation and en- hancement. Comiskey Park also was cited as particularly important for rehabilitation; planning and grant reviews for renovations are currently underway. a Enhance Sidewalk Connectivity, Bikeability and Lighting: Residents expressed a general feeling that recreation re- sources are good, but there are gaps in sidewalks and particularly gaps in lighting that discourage non -motor- ized recreation. Improve Multi -Cultural Communication: Communication among and between City officials and available servic- es and members of different linguistic, cultural or ethnic groups, is not sufficient to facilitate inclusion and maxi- mum use of the resources that are available today. IN Dog -friendliness: Making Dubuque "dog friendly' is an important consideration in helping the City's appeal as a socially vibrant and desirable place to live.While pub- lic management in the past typically confined canine is- sues to enforcement of the municipal code around public hea lth, an nal contro 1, and leash laws -today,"dog-fnend- liness" and dog infrastructure are part of a socially vi- brant city. As noted on the Travel Dubuque website, dogs are part and parcel of family life for locals and travelers alike, and the ability to walk to "dog friendly" recreation areas is increasingly seen as an expected part of a mu- nicipal recreation system. Dog parks (i.e. fully fenced off -leash areas with water and trash services where dogs may run freely) are an expected feature of anycommunity that purports to attract millennials; at present, the City has onlythe Pet Park adjacent to Bunker Hill Golf Course. The need to revisit limits on dogs in public parks, and to provide park infrastructure, was emphasized in the public engagement process. Chapter5 -Social+ Cultural Vibrancy I Imagine Dubuque 1 Page 5-23 Social + Cultural Vibrancy Recommendations Imagine Dubuque has helped flesh out the idea of social and cultur- al vibrancy and "connectedness" for the City. Ways in which people from different age, racial/ethnic, religious, cultural, and socioeco- nomic backgrounds develop a sense of`connectedness"vary greatly in Dubuque, as do the types of organizations and issues that can keep sustained interest and commitment, and the information path- ways and sources that are trusted by each group. In Dubuque, what worked in the past to build a sense of vibrancy and connectedness will change and adapt to ensure that this same sense of common purpose and community can be maintained. The recommendations and catalytic actions in this chapter are intended to build a common sense of "connectedness" and investment in Dubuque that can be achieved even as the city's makeup evolves overtime. As the"Dubu- quer" video from Inclusive Dubuque states, these actions are about `...expanding the circle of who's in:' Adopt Three Mindsets Encouraging social and cultural vibrancy cuts across all City activities. The City is well positioned to enhance vibrancy through the environ- mental recommended actions in Chapter 4, and by adopting three "mindsets"when looking at other areas of City investment, policy, and partnership. It Keep the focus on equity and inclusion. Dubuque is already ben- efiting from the strong focus on equity, inclusion, and welcoming from the city's professional, elected, business, and civic leaders. Continuing to keep this focus, and viewing policies and actions through lens of equity and inclusion will make this into a "civic habit"overtime. The more equityand inclusion are built into how the city develops policies and conducts business,the easier it will be to overcome challenges and strengthen Dubuque. [a' Think of food as a "unifier." Dubuque has a tremendous infrastruc- ture of organizations, space, and interest in local and healthy food systems. The Farmers' Market and Taste of Dubuque are the two places that have already achieved social and cultural vibrancy in an inclusive way and have great affection in the community. Fo- cusing on food systems can help bring together disparate groups and interests around a topic that is universal and multi -benefit, and for which there are already many resources in Dubuque. U Find or create shared spaces. City capital and operating resources can help identify or create spaces for events that are important to social and cultural vibrancy, as well as additional events or programming oriented towards the `uniting" elements such as healthy food and active recreation. Best Practices The City is home, on a temporary basis, for many international students. A semi-annual invitation for international students to attend and speak at a City Councilor Planning Commission meeting, or through a Mayor's breakfast, would invite an international perspective to public discussions. A light-hearted example is a "Snowplow ride Along" offered by the City of South Burlington, Vermont, to visiting university students from equatorial nations, who gained a truly first-hand experience with munici- pal management in the snowbelt. Thy green spaces and community gardens everywhere, especially in Downtown. More Farmers' Markets mid -week downtown, mid- week uptown." - Photo and idea shared via the project website inclusive event that brings together people of different cultures. Photos contributed by Bob Felderman of General Bob Photography, Dubuque, Iowa Page 5-24 I Imagine Dubuque I Chapter 5 -Social+ Cultural Vibrancy Social + Cultural Vibrancy Recommendations Catalytic Actions The over -arching and primary recommendations for Dubuque on social and cultural vibrancy involve recreation, transportation, and communi- ty infrastructure. The following complimentary actions, if implemented, would have a catalytic impact on social and cultural vibrancy: U Consider "branding" the myriad actions that have a connection to so- cial and cultural vibrancy to build awareness and momentum across the community. A graphic or virtual tag could help with communi- cation, marketing, and a general sense of "what's happening in Dubu- que." This could apply to anything from a store expanding its offer- ings of local food to concerts at Dubuque's universities and colleges. f� Feasibility assessment for building a principal community center for the city, potentially including an indoor recreation facilityand possi- bly indoor/outdoor aquatic facility plus integrating health and wellness into the concept, as a catalyst and focal point for bringing together and serving an evolving and increasingly diverse city. • A careful look at recreation programming with a focus on promoting equity, education, and health. A strategic update or addendum to the Park and Recreation plan looking at where and how specific elements such as neighborhood programming, flexible spaces, and `dog -friend- liness' can be addressed is recommended. ■ A re -working of the city's aging recreation system with an eye to en- hancing active living, equity, and health, particularly around cardiovas- cular health. This re -working also should provide flexible spaces that can meet the needs of all ages and specific ethnic and cultural groups who otherwise do not participate fully in civic life. ■ Preparation of transportation and transit plans that look at linking health care, healthy food, recreation resources, and sites for cultural and artistic activities (including universities), through a combination of fixed -route, on -demand, and ride -sourcing options. Evaluating trans- portation and transit from this standpoint may yield beneficial changes or at a minimum, a different perspective on why areas or activities are under-utilized and how solutions might be developed. '■ Focusing resources on access to addiction and mental health services as a proactive, preventive measure for the betterment of the community. A commitment to building greater partnerships and integration with Dubuque's universities and colleges around the elements of social and cultural vibrancy, encouraging a "two-way flow" of people par- ticularly for educational and cultural events. Active marketing of events at the University of Dubuque Heritage Center and Arts @ Clarke through City and related outlets, such as Travel Dubuque, is a first step towards increasing integration of these vital offerings with other resources and events. ■ ■ Explore opportunities to expand tourism and Local recreational ven- ues such as a minor League baseball facility or a dinner train along the Mississippi River. "Dubuque needs a better Community Center/ Leisure Services. Our Leisure Services Department does well with what they have but their facilities are limited. In my vision of Dubuque we would have a Community Center with an indoor pool in a central location with classes for children, youth and adults. For children — classes like gymnastics, tumbling, swimming, pottery, etc. For Youth — basketball, volleyball, other sports, exercise classes, pottery, crafts. I'm not thinking about more sports played a a super competitive level but for fun. For adults — pottery, painting, crafts, exercise classes, conversational language classes. Other communities where i have lived have these kinds of activities for people of all ages. Our Leisure Services have some of this but the lack of facilities I am sure make this very hard to make work." 1 ,11N1 �` ���3' i ti, t�a + � �F mail - "Develop a community health and wellness center." 'A recreation center is essential to connecting all these themes - better quality of life, attracting young professionals, enhancing health and lowering obesity, providing outlets and activities for the younger generation. Consider a creative approach, make an "Olympic Village" rec center that connects varying sports and activities for all ages." "Develop an indoor sportsplex." - Photos and ideas shared via the project website. Chapter 5 -Social + Cultural Vibrancy I Imagine Dubuque 1 Page 5-25 Social + Cultural Vibrancy Recommendations Food D Colleges, institutions - consider purchasing from more than one contracted vendor to increase local purchasing., D Suppo rt food production spaces & establishment of Community Supported Agriculture; i.e. identifying city land that can be made available for food production. V* D Communicate with other"food cities" to share ideas as this develops in Dubuque. D Recreation programming can have cooking classes addressing social (food insecurity/cost), educational (enhanced learning) and cultural (inclusion, communication) needs., ftik D Consider food access as an objective of the City's transit systems, A D Evaluate whether local solid waste can begin to incorporate a compost component, similar to Des Moines, that would provide a source of compost for local gardens & production. D Consider an active policy supporting front yard food gardening...;;; r) Education + Empowerment D Incorporate and support recommendations from the 2017 update of the Grade -Level Reading Community Solutions Action Plan into the implementation program for Imagine Dubuque. D Work with community providers including non -profits, faith communities, and Dubuque -area universities to expand child care options and resources, whether through on-site programs, cleannghouses for providers, or other means. u V* Arts + Culture D Work with the City's Leisure Services Department to consider where and how recreation programming and use of public parks can bnng cultural and arts events to neighborhoods that are isolated or distant from downtown. K2 r) D Evaluate public transit and municipal parking policies relative to their success or gaps in providing weekend and evening access to key arts and culture facilities, particularly in Downtown Dubuque and around emerging areas and venues., D Promote partnerships to co -market events at the University of Dubuque's Heritage Center and the Arts @ Clarke series as part of the City's overall offerings., D Through partnerships with the Multicultural Family Center, senior citizen organizations/providers, the City's educational system, and local universities, explore ways to expand how residents think about "culture" and "arts"to include new and emerging forms and expressions. , kZIO VIABLE %3 V LIVABLE V A EQUITABLE A Each recommendation listed :e- lates to making Dubuque more viable, livable, and equitable. The symbols noted above conespond to these guiding principals and are listed along with the necommenda- tiom they pertain to. Page 5-26 1 Imagine Dubuque 1Chapter 5 -Social+ Cultural Vibrancy Social + Cultural Vibrancy Recommendations Green Buildings + Historic Preservation D Recognizing the importance of historic preservation and adaptive reuse, promote waste recovery and consider recruiting a Habitat for Humanity ReStore or other building reuse retailer.:, O Illustrate the tangible economic and sustainability benefits—direct, indirect, and induced—to Dubuque's economy and community from the work done by the City's histonc preservation programming and the City's pnvate and public sector partners. Communicate these benefits consistently to all of Dubuque's many constituencies. uJ r D Work with Dubuque's regional development community to identify and access new and emerging funding options, including crowd funding, to supportthe ongoing rehabilitation of the city's histonc properties..r, D Expand existing programs, such as HEART, to train additional local workers in preservation -related building trades.: Community Safety D Work with neighborhood organizations to build pride and address litter issues, particularly in and around downtown. r D Review sidewalk implementation and repair plans, particularlyforJFK Road and portions of Dodge Street, to identify places where better sidewalks would contribute to greater safety. K2 r) O Assess areas of sub -standard lighting and investigate the cost and feasibility of installing additional lighting, particularly solar or LED lights; focus on Downtown Dubuque and other areas with cultural, arts, and community facilities that attract or could attract people from throughout the City. r D Continue to support the Police Department's policies and initiatives around diversity, community and tolerance, including the Community Liaison role. Explore the potential to provide training and financial resources forthe Police Department and community organizations around managing mental health issues in the context of public safety. K2 r) D Foster continued partnerships between the Dubuque Police, Leisure Services, and neighborhood associations to address safety and operations, especially as new or enhanced neighborhood recreation facilities are identified and designed. V* WV VIABLE W V LIVABLE V A EQUITABLE A Each recommendation listed re- lates to making Dubuque more viable, livable, and egirdtable. The symbols noted above correspond to these guiding prhicipals and are listed along with the recommenda- tions they pertain to. Chapter 5 - Social + Cultural Vibrancy I Imagine Dubuque 1 Page 5-27 Social + Cultural Vibrancy Recommendations Health O Actively promote partnerships and policies that address mental health and addiction, focusing on prevention and building community resilience ratherthan reactions. roik O Evaluate community-based options for supporting mental health, such as support groups for people experiencing depression, caregivers, and affected families. r oik O Explore the potential for Dubuque area health providers to "prescribe"fruits and vegetables as part of a strategy to combat obesity „,t1 V ,A O Promote +n -school healthy food actions including school gardens, wellness, and exercise. c2 Recreation O Establish a Parks and Recreation Plan to identify opportunities to provide flexible, programmable space; improve active recreation connectivity in neighborhoods; and enhance Dubuque's "dog -friendliness:' The plan should also consider maintenance and enhancement of existing parks and recreational facilities, including opportunities to continue to partner with recreational organizations within Dubuque. K2 r) O Initiate a feasibility evaluation fora Community Center, potentially including indoor recreation and indoor/outdoor aquatic facilities, with an eye towards creating a multigenerational and central community gathering place that supports health, wellness, and social interaction among residents. O Evaluate and revise, as appropnate, the dog -related policies for all of Dubuque's park and recreation facilities. K2 r) RIO VIABLE >` V LIVABLE V A EQUITABLE A Each recommendation listed :e- lates to milking Dubuque more viable, livable, and equitable. The symbols noted above conespond to these guiding principals and are listed along with the recommenda- tions they pertain to. 1.7 IDEA v...„ 17�K+NA�1NKAI�s - b —7�d Page5-28 I Imagine Dubuque IChapter5 -Social+ Cultural Vibrancy I CHAPTER 6 I HOUSING CHAPTERAT A GLANCE o Housing Mix and Age O Quality Affordable Housing O Healthy Homes o Urban Revitalization O Partnerships and Incentives O Recommendations 6-2 6-3 6-9 6-9 6-10 6-11 CHAPTER 6 HOUSING One of the City's goals is to promote livable neighborhoods and housing - great places to live for all. This chapter focuses on the City's housing stock, and ways to both strengthen existing housing and neighborhoods while encouraging new housing opportunities to further diversify Dubuque's housing choices. Housing Mix + Age Dubuque developed around industry close to the Mississippi River during the 18th and 19th cen- turies. Consequently, its core is remarkably his- toric, with older neighborhoods in and around downtown exhibiting grid street patterns and walkable characteristics. In contrast, Dubuque's West End peripheral neighborhoods are rather auto -oriented, developed during the mid to late 20th century. Downtown neighborhoods and those surrounding the City's Universities and Colleges provide a wide array of housing types. An analysis of Dubuque's housing market seg- ments and how to finance demanded housing products are outlined on pages 3-11 and 3-12 of this plan. Tax Increment Financing (TIF) (see dis- cussion on page 6-9) and New Market Tax Credits are two of the primary financing options. Addi- tionally, affordability and investment in the City's historic housing stock are discussed in the Eco- nomic Development Analysis, in the Appendix. Age of Housing A significant housing challenge and opportu- nity in Dubuque is the age of the City's hous- ing stock. As Figure 6.1 shows, over 75% of the City's housing is over 38 years old (built in 1979 or earlier). Older homes are wonderful in many respects - they provide much of the needed quality, affordable housing opportunities, are located in close proximity to services, and have charm and character not found in newer hous- ing. However, maintaining this older housing stock can be a challenge. • FIGURE 6.1 ❑ Age of Housing Stock in Dubuque 1939 or Earlier 1840 to 1959 1960 to 1979 1980 to 1999 2000 to 2009 6. 2010 to 2013 3.4% 2014 or Later .1% 0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 Percent of Housing Stock Source: American Community Survey, 2015 5 -Year Estimates as • FIGURE 6.2 ❑ Typical Housing Typologies by Demographics I I Renters Profile Attracting Families Multi -Family Units Millennials, Downsizing Primarily Single -Family Apartments or Condos, 'Baby Boomers;Transient Homes Renters and Buyers Vary Page 6-2 I Imagine Dubuque I Chapter 6 - Housing V-101. V ic N. LE \141:6,‹ 1.4TE‘tt- 1 arl u5tOtAtitt 11tWLj a /`CLANCS � 046w-pc5 t-Itsizke—QL-D �S• 71- 117., ttoc54 otOri.v,s.;„,t.- ,c M �-� � �E�� ix1 100010 TY1rOV!fl9 ho5/h9 c yFock II DVV �/404gG Ideas regarding housing and affordability shared at the Imagine Dubuque Equity Workshop Quality Affordable Housing Strong Housing Market 1 Affordability Concerns Throughout public engagement, residents expressed con- cern regarding the availability of affordable owner -occu- pied and rental housing as well as wage rates. Regarding affordability, a positive note is slow appreciation of housing prices that have not increased as fast in Iowa or Dubuque as they have in other parts of the country (see table below). However, on a more regional level, as data provided in the Economic Development Analysis included in the Appendix indicates, the less than 3 -month supply of inventory on the market and increase in the average sales price of approxi- mately 8% per year indicates a strong sellers' market, par- ticularly for homes priced less than $350,000 (a 7 -month supply exists for homes over $350,000). • FIGURE 6.3 ❑ Home Appreciation USA Iowa 1 -Year +6.00% +4.53% (32nd) 5 -Year +34.14% +18.20% Dubuque MSA +2.35% (211 of 256 MSA's) +9.44% MSA = Metropolitan Statistical Area Source: Federal Housing Finance Agency, May 24, 2017 News Release Data from the National Low Income Housing Coalition supports residents' concerns regarding affordability. ❑ In their "Out of Reach 2017" publication, they note that the Dubuque metropolitan statistical area is the fourth most expensive area in the State of Iowa - requiring a wage of $15.75 to be able to afford a two-bedroom apartment at an `affordable' rent. ❑ An affordable rent is one that would mean not spending more than 30% of gross income on housing. At a mini- mum wage of $7.25 per hour, that equates to 2.2 full-time jobs to afford a two-bedroom apartment. Chapter 6 - Housing 1 Imagine Dubuque 1 Page 6-3 Location -Efficient Neighborhoods Another insightful way to look at the affordability issue is to examine both housing and transportation costs together. The Center for Neighborhood Technology's Housing and Transportation (H+T(D) Affordability Index provides a more comprehensive approach to examining the true affordabili- ty of place. The Index shows that transportation costs vary between and within regions depending on neighborhood characteristics. Location -efficient neighborhoods, like many older neighborhoods in Dubuque, are typically more compact, mixed-use, and with convenient access to jobs, services, tran- sit, and amenities. Location -inefficient places are the oppo- site — they are less dense and require automobiles for most trips, and thus typically have higher transportation costs. This evaluation highlights the comparative advantage of a loca- tion in Dubuque, with reduced transportation costs compared with some neighboring communities. Dubuque Consolidated Plan Cost -Burdened Households = Spending more than 30% of one's Income on Housing Costs The U.S. Department of Housing and Urban Development requires communities that receive funding under the Housing and Urban Development programs to complete a Consolidated Plan. Consolidated planning is a collaborative process whereby the City of Dubuque establishes a unified vision for community development actions. The Consolidated Plan is a citizen- and data -driven process which identifies general areas of need in the community and how to address them, particularly in the areas of housing, economic opportunity, and community development. The percentage of household income spent for mortgage costs or gross rent, commonly called cost -burden, is by far the most prevalent problem in Dubuque, for owned and rented house- holds alike. According to Housing and Urban Development guidelines, households spending more than 30 percent of in- come for these housing costs are "cost -burdened" • FIGURE 6.4 ❑ What Remains? Comparing Average Housing, Transportation Costs and Remaining Income in Dubuque Factoring in both housing and transportation costs provides a more comprehensive way of thinking about the cost of housing and true affordability. 53% • Housing • Transportation • Remaining Income Page 6-4 I Imagine Dubuque I Chapter 6 - Housing ❑ Location Matters: Dubuque Transportation Costs In dispersed areas, people need to own more vehicles and rely upon driving them farther distances which also drives up the cost of Living. $12,310 Annual Transportation Costs 1.73 Autos Per Household 219740 Average Household Annual Vehicles Miles Traveled 444•Q DRi fir' Source: Center for Neighborhood Technology How can we further equity as it relates to housing in Dubuque? Residents share ideas regarding housing at the Imagine Dubuque Equity Workshop • FIGURE 6.5 ■.FIGUIFt 6.6 ❑ Housing Affordability and Availability Mismatch 0 Housing and Transportation Costs Household Area Median Family Income 1 HAMFI Comparison of Surrounding Communities 13000 12000 11000 10000 9000 8000 7000 6000 5000 4000 3000 2000 1000 0 There are less units available than households in need for those who make <30% Household Area Median Family Income (HAMFI). 80-100% HAMFI 51-80% HAMFI 31-50% HAMFI <30% HAMFI • Affordable Units by Income • Households by Income Source: Dubuque Consolidated Plan HAMFI = Household Area Median Family Income (members of the household may be related (family) or unrelated. Cost of housing and transportation costs are Lower for Dubuque resi- dents in comparison to the the communities of Peosta and Asbury. 2 28% 24% 33% 5 10 15 20 25 30 34% 35 40 45 50 • Housing Cost % • Transportation Cost % Source: Center for Neighborhood Technology 55 Chapter 6 - Housing I Imagine Dubuque 1 Page 6-5 60 1 In total, approximately one quarter of the house- holds in Dubuque experience cost burden, and it is the most widely experienced problem among all income categories, particularly among rental households. In general, minority populations experience a disproportion- ately higher percentage of housing problems compared to the population as a whole. African American populations in Dubu- que are much more likely to rent than own a home. Accord- ing to the American Community Survey, 11% of Black/African American populations owned their home compared to 74% of White (not Hispanic or Latino) population. For the City to ef- fectively reach Black/African American populations and reduce housing problems among this population, efforts to provide quality, affordable rental housing must be addressed. Hispanic populations experience housing problems at a higher rate as well. The American Community Survey estimates 65% of His- panic households are renter occupied. A targeted approach to address affordability of rental units would likely benefit minor- ity populations as a whole, including the small samples sizes of Asian, American Indian, Alaska Native, and Pacific Islander. "Attract and support diverse populations; understand the barriers they face and create solutions that speak to/ad- dress such (language, childcare, transit, wages, community integration)" - Idea shared via project website The provision of quality affordable housing is a challenge across the country, and Dubuque is no exception to that issue. Addressing housing affordability requires a multi -tiered strat- egy. Though suggested during outreach, raising the minimum wage alone will not be enough. In fact, recent legislation in the State of Iowa has taken away the ability for a local government to establish its own minimum wage. Any changes to the mini- mum wage will either need to come from the State Legislature or the Federal Government. Chapter 3, on Economic Prosperity, focuses on actions the community can take to promote and at- tract quality, good paying jobs. Regarding quality housing, the City utilizes the 2015 Interna- tional Property Maintenance Code, along with local amend- ments, to promote sound safety and quality property mainte- nance. The City has also focused on improving the existing housing stock (see Healthy Homes discussion on page 6-9). Multi -Family Apartment Complex, Dubuque, IA Page 6-6 I Imagine Dubuque I Chapter 6 - Housing IRegarding affordability, there are several programs available at the federal, state, regional and local level that provide housing assistance, including: ❑ Housing Choice Voucher Program This Federal Housing and Urban Development. '.i u.: grogram is designed to assist very low-income fame lies, tn; alderly, and the disabled with affordable, decent, safe, and sanitary housing in the city of Dubuque. This program is focused on rentals, but can include single-family homes, townhouses, and apartments whose property owners accept the housing subsidy. Due to funding limitations, a waiting List exists for vouchers. ❑ Housing Choice Voucher Homeownership This Housing and Ubran Development -funded program is de- signed to assist first-time homebuyers. Instead of going toward rent,funds go to pay the mortgage lender. ❑ Family Self -Sufficiency Designed to help people currently participating in the Housing Voucher Choice program to set goals, connect with resources such as career planning and life skills, seek and maintain em- ployment, and save fora future home purchase. ❑ Iowa Finance Authority Programs Provides a range of housing assistance programs. For first- time home buyers, they offer the FirstHome and FirstHome Plus programs (the Plus program also provides down payment assistance). For both first-time and repeat buyers, they offer the Homes for Iowans and Homes for Iowans Plus program. They also offer a Military Service Member Homeownershi p As- sistance Program and a Mortgage Credit Certificate program. More information on these programs is available at www.iowa- financeauthority.gov 0 First -Time Homebuyer Loan Program Provides Long-term, no -interest $5,000 loans to help purchase your first home. For households at less than 30% of the area median income, the loans could increase to $25,000. More in- formation can be provided by the City of Dubuque Housing & Community Development Department. ❑ First -Time Moderate —Income Homebuyer Loan Program Provides long-term, no -interest $5,000 loans to help purchase your first home. Borrowers must earn between 80% and 100% of area median income. The program is administered bythe City of Dubuque Housing & Community Development Department. CHANGE ❑ Single Family Affordable Homes The Eastern Iowa Regional Housing Corporation will sell older single family homes for less than $90,000 that meet all local codes and have rehabilitated all major components such as roof, mechanicals, plumbing, and electric. ❑ Home Repair Program The City of Dubuque Housing and Community Development Department offers a no -interest loan up to $5,000 to income -qualified applicants to improve home conditions. ❑ Homeowner Rehabilitation Loan Program Low-interest, long-term Loans of up to $25,000 to rehabilitate properties provided by the City of Dubuque Housing and Com- munity Development Department. ❑ The Accessibility Rehabilitation Program Provides forgivable Loans to homeowners to provide physical accessibility. Eligible applicants earn no more than 80% of area median income. Loans could total up to $5,000 per individual needing special accommodations in the home. ❑ Washington Neighborhood Program Specific to the Washington Neighborhood (11th Street to 22nd; Elm to Central), this program provides special incentives to- ward home rehab or purchase. ❑ Historic Preservation Housing Forgivable Loan Program Forgivable loans are available to income -qualifying owner -oc- cupants and to qualified non-profit organizations in an Local historic district for rehab projects that preserve the original building materials or character -defining features of the home. Up to $5,000 can be fully forgiven after five years if the own- er -occupant remains in the home or if the non-profit continues to provide a residence to Housing and Urban Development in- come -eligible tenants. ❑ CHANGE Program The CHANGE Program is a multi -faceted housing program geared towards homeowners, landlords, renters, developers, and contractors to spur economic and community development in Dubuque's older neighborhoods. A discussion of this pro- gram, including information on the Bee Branch Healthy Homes initiative, is discussed in the Environmental Integrity Chapter of the plan. Chapter 6 - Housing I Imagine Dubuque 1 Page 6-7 Housing Choice Voucher Program The Housing Choice Voucher program has had its challenges. In 2013, the US Department of Housing and Urban Develop- ment's Office of Fair Housing and Equal Opportunity found Dubuque to be noncompliant with regards to its voucher res- idency preference policies, leading to a Voluntary Compliance Agreement. Since the finding, Dubuque has undertaken the following efforts to address this issue: F Eliminating local residency preference points. U• Maximizing voucher lease ups for five years. U• Propose and implement means by which current and future Community Development Block Grant expenditures may miti- gate the adverse effects of the City's prior actions. U Maintain a monthly accounting of the voucher waiting list, including information on applications received, rejected and accepted, and applicant information such as race, ethnicity, and current or originating address. U Developed an Analysis of Impediments to Fair Housing in 2015 U Addressed Fair Housing in the 2016-2020 Consolidated Plan OIowa ousingSearch.org lowree rental housing locator 044 IowaHousingSearch.org, Iowa's premier housing locator service, was created to help people list and find safe and decent, affordable, acces- sible and, when necessary, emergency housing. This web -based ser- vice, supported by a toll-free, bilingual call center (1-877-428-8844, Monday - Friday, 8:OOam - 7:OOpm CDT), provides information for the general public as well as for housing professionals seeking vital re- sources for their clients. Launched in November 2013, IowaHousingSearch.org is funded by the Iowa Finance Authority. IowaHousingSearch.org fosters collaboration among Iowa landlords, various housing organizations and Iowans seeking rental housing. The initiative is supported by an advisory group of representatives from agencies, organizations and profession- al associations from across the state. Source of Income Committee In late 2014, the City Council approved formation of a Source of In- come Committee to conduct a two-year study examining the Hous- ing Choice Voucher Program and its relationship to fair housing, with a goal of identifying ways to enhance fair housing in Dubuque. Committee members were drawn from City boards and commis- sions, Dubuque Area Landlords Association, and Dubuque Chapter of National Association for the Advancement of Colored People. One of the concerns was the fact that not all landlords accept HCVs. The Source of Income Committee name comes from the practice of landlords in identifying the source of income to pay rent prior to leasing an apartment. Some landlords specifically advertise that they do not accept these vouchers (typically called Section 8) as a source of rent. The Source of Income Committee evaluated creation of an ordi- nance that would have considered it discrimination to not accept vouchers, researched the Housing Choice Voucher program, con- ducted residential rental surveys for housing providers and renters, and held community dialogues. The Source of Income Committee ultimately recommended a collective impact approach to adopt and implement a mix of educational, outreach, and financial pro- grams to increase housing provider participation in the Housing Choice Voucher program. This effort will include a re -branding and redesign of the Housing Choice Voucher program, and adoption and implementation of a mix of educational/outreach programs to increase participation in the Housing Choice Voucher program. Page 6-8 I Imagine Dubuque I Chapter 6 - Housing The committee also recommended to adopt and implement a mix of financial incentives/policies for creation of Housing Choice Voucher units throughout community. These incentives and policies will include fostering partnerships with private and non-profit housing developers to provide affordable, qual- ity housing units. There are a variety of programs that exist within different pub- lic, private, and non-profit agencies that are not collectively orchestrated to address low-income renter issues around the city like they could. It is also dear the that the topic of Housing Choice Vouchers and greater issues related to affordable, qual- ity low-income rental units is complex and a collective impact model is needed. Collective impact initiatives involve a backbone organization, in this case the City, and a structured process that leads to a common agenda, shared measurement, continuous communi- cation, and mutually reinforcing activities among all partici- pants. The collective impact model for re -branding the Hous- ing Choice Voucher program will be led by the City's Housing & Community Development department. The department will utilize City commissions and other advisory groups that play an important role in the governance of department programs. Members of the commissions and advisory groups are commu- nity volunteers whose contributions help maintain and improve the quality of life for Dubuque residents. Healthy Homes Dubuque's residents have expressed a consistent desire to live in a community that is safe, energy and water efficient, healthy, and reflective of Dubuque's architectural heritage. Housing quality and affordability also has direct and significant effects on public health, economic vitality, and equity. Policies promot- ing green buildings, effective historic preservation strategies, and investments in safe and affordable housing thus are a tan- gible way to express and support the desire for vibrancy. Housing Quality and Affordability The overall quality and affordability of Dubuque's housing stock is a significant positive factor for social and cultural vibrancy. Historically, Dubuque has been able to market itself more ef- fectively to companies and individuals seeking a cost-efficient place to establish work or families. Dubuque also scores well on several measures of health related to housing including overall adult health status, Lower cost barriers to care and lower number of uninsured residents, and Lower death rates due to diabetes, kidney disease, or motor vehicle fatalities. However, there are both emerging and legacy issues with the City's housing stock that affect aspects of vibrancy. Rental housing costs have been rising more rapidly than home purchase prices, placing an eco- nomic stress on renting households who are typicallyyounger or economically disadvantaged relative to homeowners. This, Like the added cost and health burden of energy -inefficient or aging housing, presents an issue for equity as well as economic vitality. The lack of energy efficiency measures in much of Dubuque's housing stock and the persistence of lead paint in many struc- tures, are a documented health, economic, and equity challenge for the City. Measures that increase rental stock, quality, and affordability, and initiatives around health and energy efficiency, will have a beneficial effect on social and cultural vibrancy. Securing Federal Funding Ongoing efforts to secure federal funds to abate lead paint and flooding hazards are an important green building, health, and equity initiative in Dubuque. The Green and Healthy Homes In- itiative, coordinated by the Community Foundation, is a signa- ture response and example of how the City can direct resources and civic support towards a multi -benefit program. Green and Healthy Homes Initiative (one of 17 programs in the U.S., the only such program in a city of under 100,000, and the only one in Iowa) provides health, safety, lead hazards reduction, energy efficiency and weatherization interventions in low- to moder- ate -income homes. The City's Health Services Department and Housing & Community Development Department collaborate with the GHHI and work through conventional inspections and enforcement as part of the City's overall abatement and weath- erization effort, which is vital to the safety and quality of the city's housing stock. Urban Revitalization The City of Dubuque Urban Revitalization Program targets older neighborhoods in the city through incentives such as property tax exemptions that can go towards new im- provements. Owners within designated Urban Revitalization districts are eligible to receive a 10 -year exemption from property tax liability that would normally be associated with improvements. These efforts are managed by the City's Housing & Community Development Department. Urban Renewal To expand housing options while promoting both economic de- velopment and affordable housing, the city of Dubuque has been utilizing a tool called Tax Increment Financing. Tax Increment Financing is typically used by cities to fund public improvement projects or to provide private project -based financing assistance in conjunction with developing or redeveloping different parts of the City. In recent years, the City has created four Housing Tax Incre- ment Financing districts around the periphery of the communi- ty. Each of these districts has an Urban Renewal Plan that de- scribes the specific use of tax increment funds. Consistent with state law, these Districts have set aside approximately 38% of project cost increment to benefit low- and moderate -income family housing opportunities anywhere in the city of Dubuque. This is starter housing for Dubuque's current and future work- force and for vulnerable populations like the elderly and disa- bled. Initial plans call for much of this assistance to occur in downtown neighborhoods through the City's CHANGE Program. From 2016-2022, Dubuque's four Housing Tax Increment Financ- ing Districts are projected to generate $3.9 million for affordable housing. Housing Tax Increment Financing Districts include: ■ ■ ■ Timber Hyrst - created in 2014 to promote additional res- idential options by assisting with the funding of road and utility improvements along portions of North Cascade Road. English Ridge - formed in 2015 to promote additional residential options and provide funding for water main installation. South Pointe - created in 2017 to generate funds for im- proved roads and utilities in the designated area, as well as provide funding to assist with affordable housing anywhere within the city of Dubuque. ar Rustic Point - created in 2017 to help fund installation of sewer and water utilities related to housing and residential development Chapter 6 - Housing 1 Imagine Dubuque 1 Page 6-9 Partnerships and Incentives People, planning, and partnerships is a phrase that is often heard in Dubuque, and for good reason. No one person, or one group, can address all the issues related to enhancing the livability of the community. Dubuque -- not just the city government, but the entire commu- nity -- is committed to promoting an interconnected network of residents, non -profits, and task forces to improve the public safety, equity, and quality of life for all its residents. Dubuque has embarked on a variety of partnerships to promote public safety and the overall viable, livable, and equitable character of its neighborhoods: • Promoting neighborhood involvement and communication among residents. • Monthly meetings with Downtown and Washington Neighbor- hood representatives. • City staff attendance at neighborhood association meetings. • City staff meet monthly with Dubuque Landlord Association representatives. • Neighbor2Neighbor - Is a resident -driven program being pilot- ed in 12 neighborhoods to increase interaction, collaboration, and strong, positive relationships among neighbors. • The Dubuque/Jackson County Habitat for Humanity is an important partner in addressing local housing issues. Their mission is "to eliminate poverty housing': Founded in 1991, they have remodeled or constructed over 20 homes. Some local Habitat chapters conduct annual Rock the Block ® programs, providing a path for homeowners, organizations, and volunteers to come together to assist low-income residents with needed repair, maintenance, weatherization, safety, accessibility, and beautification of homes. The program typically focuses on a select area of the community - perhaps a specific block, and focuses enhancement efforts in that area, all within a particular week. Such a program would be very beneficial in some of Dubuque's older neighborhoods. Property Maintenance The City also monitors and seeks to curb problem properties related to public nuisances. Since 2006, the City and part- ners have negotiated the re -sale of 55 neglected properties as single-family homes. Increased enforcement of the public nuisance and a vacant and abandoned building ordinance has also been developed. As for unlicensed rentals, the City has issued over 300 apartment licenses through a recent cam- paign, ensuring healthy and safe living conditions for all. Page 6-10 1 Imagine Dubuque 1 Chapter 6 - Housing Dubuque/Jackson Counties cc Habitat for Humanity® "My vision is affordable housing through the city leading to city-wide diversity and equitable neighborhoods and schools rather than concentrated areas of poverty and wealth." "More affordable senior housing." "Section 8 housing that is more fair to Iowans. This doesn't affect me, but seems highly common sense!" "More housing options/cool apartments for young adults (like in the Millwork District but less expensive)." `Affordable housing for families and single parent households." "More senior housing options for "people in the middle" that are not institutional -looking, environmentally friendly, etc" "Housing could be better and affordable." "Support for unmarried women with children, housing for those affected, food -stamps." - Ideas shared via the project website 11 Housing Recommendations With a strong and growing employment base, demand for hous- ing should remain strong within the region. In recent years, much of the housing and population growth has been outside the city. This Imagine Dubuque Plan is focused on returning this growth back to the city, with its better direct access to jobs,shop- ping, and other support facilities — thus reducing travel times and related environmental impacts. It will need to strategical- ly position itself to capitalize on market trends to cater to seg- ments of its population (i.e. first-time buyers, retirees, etc.). The City is already investing in its older neighborhoods and providing assistance, along with the federal and state agencies, to support first-time homeowners and owner -occupants seeking to rehab and update their properties. The following actions can help en- sure that Dubuque's housing stock and neighborhoods are via- ble, livable, and equitable well into the future. V.441,4,. • S oer E�ckta � o COQ' q �i.S. �ousc ?ooc `� Vitt s% i`MQ.11.04e0uhkr Sessions oNlwsf down, qyA, \v `I M 4na`^•I t ;city,* Naw % i'oc HP f mcA44;n \0910 w&rkshopS - C,ov.144- rat+ s, � Top: Ideas shared at the Imagine Dubuque Equity Workshop 1 Bottom: Single Family home atop a hitt in Dubuque. Chapter 6 - Housing 1 Imagine Dubuque 1 Page 6-11 Housing Recommendations ❑ Continue to review the City's codes and incentives to ensure what is working continues, and that any other barriers are a priority to address and remove.k r ❑ Recognizing the importance of historic preservation and adaptive reuse, promote waste recovery and consider recruiting a Habitat for Humanity ReStore or other building reuse retailer. w r A ❑ Support the City's inspection programs as well as Green and Healthy Homes Initiative. w r A ❑ Monitor affordability and housing stress, an important health indicator, annually. w r A ❑ Illustrate the tangible economic and sustainability benefits—direct, indirect, and induced—to Dubuque's economy and community from the work done by the City's historic preservation program and the City's private and public sector partners. Communicate these benefits consistently to all local, state, and federal constituencies. w r A ❑ Identify and collaborate with new partners in other fields, such as health and welfare, environmental, education, and the cultural arts, to strengthen the links between Dubuque's neighborhoods and their evolving story. w r A ❑ Promote mixed-use development both downtown, within the John F. Kennedy Road Corridor, and key intersections along the Southwest Arterial. These mixed-use areas should provide a variety of residential choices, access to goods and services, and neighborhood amenities like parks and schools within a walkable environment. w r ❑ Look to increase wages and self-sufficiency opportunities in the community to make housing more attainable. w r * ❑ Adopt and implement a mix of educational/outreach programs to increase housing provider participation in Housing Choice Voucher program. w r A ❑ Adopt and implement a mix of financial incentives/policies for creation of Housing Choice Voucher units throughout community. w r A ❑ Foster partnerships with private and non-profit housing developers to provide affordable, quality housing units. w r A Page 6-12 I Imagine Dubuque I Chapter 6 - Housing VIABLE ✓ LIVABLE r A EQUITABLE A Each recommendation listed re- lates to making Dubuque more viable, livable, and equitable. The symbols noted above correspond to these guiding principals and are listed along with the recommenda- tions they pertain to. CHANGE Comprehensive Housing Activities for Neighborhood Growth & Enrichment Historic Federal Building 1, •,! 1 ; V I. 'w4pr CHAPTER 7 COMMUNITY FACILITIES CHAPTER ATAGLANCE ❑ Clean Water 7-2 ❑ Gas, Electric, Telecommunications 7-12 ❑ Public Safety 7-14 ❑ Infrastructure 7-16 ❑ Education 7-17 ❑ Recreational Facilities 7-21 ❑ Municipal Facilities 7-23 ❑ Recommendations 7-28 CHAPTER 7 COMMUNITY FACILITIES Community facilities include infrastructure and services that provide for the everyday needs of residents and businesses. These include vital institutions and structures such as the library, schools, roads, and sanitation facilities that enhance the quality of bfe in Dubuque. The following chapter describes the existing conditions of community facilities and addresses their future maintenance and expansion needs, emphasizing communication and coordination strategies to ensure the efficient operation of municipal services. aean Water Clean water is one of the City's key sustainability principles, and one in which the City of Dubuque plays a major role in through operation and maintenance of the wastewater, water, and storm sewer infrastructure within the city limits Significant improve- ments, both ongoing and future, are identified in the City's Cap- ital Improvement Plan Diitz,q ie Cy 150 W13th Street Wastewater Collection The City's Engineering Department oversees the construction, reconstruction, and rehabilitation of the sanitary sewer collec- tion system consisting of over 300 miles of sanitary sewer main providing service to over 20,000 properties The wastewater is collected in the sanitary sewer system and is conveyed to the City's Water & Resource Recovery Center In addition to main- taining the existing system, there are three critical areas for fu- ture expansion/enhancement © Southwest Arterial Area The City is currently planning to extend sanitary sewer service to the south to support the anticipated growth and develop- ment of approximately 5,200 acres that will have enhanced accessibility as a result of the Southwest Arterial construction Existing lift stations, force mains, and interceptor sewers will require upgrades as future development occurs The existing downstream system also has deficiencies that will need to be upgraded © West End District Growth is also anticipated for the West End District where sanitary sewer upgrades and extensions are in the planning stages Upgrades will include replacing aging pipes, inflow/ infiltration reduction, and installation of larger diameter sew- ers to accommodate the additional flow that will result from the area's growth © South Port Development The City has developed a master plan to redevelop the South Port located near the Julien Dubuque Bridge The South Port includes a brownfield reclamation project and is proposed to include a mixed-use development where people can reconnect with the Mississippi River in a pedestrian and transit -oriented environment To accommodate the anticipated growth, im- provements to the Terminal Street lift station will be required, as well as a new 42 -inch diameter sanitary sewer and potential rerouting of the existing 42 -inch force main that conveys waste- water to the Water & Resource Recovery Center Page 7-2 I Imagine Dubuque I Chapter 7- Community Facilities • FIGURE 7.1 D Dubuque Water Facilities Map Pump Stations, Water & Resource Recovery Center, and Sanitary Sewer Lines Pump Station • Water and Resource Recovery Center Treatment Plant f� Sanitary Sewer ' 11 Chapter 7 - Community Facilities l Imagine Dubuque 1 Page 7-3 Sanitary Sewer System Improvements The Kerper Boulevard Sanitary Sewer Project includes a com- bination of gravity sewer and a lift station and force main.The sewer project will repair the immediate issues and prepare for possible future development on Chaplain Schmitt Island. The Catfish Creek lift station 18 -inch force main to the Water & Resource Recovery Centerwill need to be upgraded to effec- tively serve the South and West Ends.The pumps are currently capable of conveying more flow than the force main can han- dle. Also, flood protection is a concern for the Catfish Creek Station. The 2011 flood took the station down for so me time. To maintain reliable service, improvements are necessary. Water & Resource Recover Center The City's Water & Resource Recovery Center is a secondary wastewater treatment facility. The facility was originally constructed in 1969 and has undergone numerous improve- ments, most recently in 2014. The recent upgrade to the Wa- ter & Resource Recovery Center can provide treatment for an annual average of 10.46 million gallons per day(mgd) with a maximum hourlyflow of 40.86 mgd. The improvements were designed to accommodate growth forthe next 20 years. As a result of the City's commitment to sustainability, the 2014 upgrade marked the conversion from a water pollution control plant to a water & resource recovery center. Dubuque Water & Resource Recovery Center can provide treatment for an annual average of The state-of-the-art Water & Resource Recovery Center up- grade was based on the City's sustainable principles,featur- ing biogas recovery and improved biosolids handling that produces material that can be used for residential gardening and landscaping. The center also conserves oxygen and en- ergy, and uses a safer alternative to disinfect the wastewater. The improved biosolids handling process saves $250,000 annually in heating and electricity generation. The conversion also incorporated an ENERGY STAR certi- fied administration and laboratory building that recovers heat from the wastewater discharge to supplement heating and cooling the building. Other work included the installa- tion of a solar array to offset electrical costs, miscellaneous equipment upgrades, and odor control covers for tankage. Sustainable landscape features included installation of a pair of ram gardens, native plants and flowers, no -mow grass that requries little, if any, watering. Million Gallons Per Day Water & Resource Recovery Center I Source Digital Dubuque Page 7-41 Imagine Dubuque 1 Chapter 7 -Community Facilities Water Treatment and Distribution The City of Dubuque provides residents and business with access to a safe, reliable, and high-quality water for drinking and other applications. The City's water treatment distribu- tion system is managed by the Water Department. Eagle Point Water Treatment Plant The City's Eagle Point Water Treatment Plant is supplied by five shallow wells along the Mississippi River and four deep wells Located near the Eagle Point Water Treatment Plant. It serves an average water demand of 8 million gallons daily. The water plant provides treatment via chlorination, fluorl- danon, filtration, and Lime softening processes to comply with all federal and state primary drinking water standards. The result is award-winning water quality for the City's customers. I Distribution System The water d istribution system is composed of 7 pressure zones (see figure 7.2 on following page) and more than 300 miles of water main ranging in diameter from 4 inches to 30 inches. The City's Water Distribution Division is responsible for the machinery, equipment, materials, and personnel required to repair main breaks; installing water mains, control valves, and fire hydrants; maintaining the grounds of the division; and assisting other sections of the Water Department. 1 It is the Water Distribution Division's goal to operate and maintain a water distribution system consistent with established procedures recognized by the American Water Works Association for efficient management practices. • System Improvements Recent improvements to the water distribution system in- clude the construction of a new water main, booster pumping, and 500,000 -gallon ground storage reservoir providing ser- vice to the Dubuque Regional Airport and surrounding areas. The City has also recently acquired the Vernon Township and Barrington Lakes water systems, including a 300,000 -gallon elevated storage reservoir and distribution system located southwest of the City of Dubuque. The City is currently in the process of constructing piping and a booster pumping station that will connect these facilities to their distribution system. The City is continually evaluating the system and will be de- veloping a dynamic model of the water system. The model will evaluate the system, including, but not limited to, the potential need for a new elevated water reservoir on Roo- sevelt Street to identify benefits of installing pressure -reduc- ing valves. Pressure -reducing valves would allow pressure zones to feed one another, and additional elevated storage to replace the aging ground storage reservoirs and booster pumping facilities currently in use. This model will be an ac- tive tool that will enable the City to identify current needs, as well as plan for future growth of the community. • Dubuque Water Treatment System El 4 Aeration In from Wells y T t Flocculant Carbon Dioxide 1. Aeration - Raw or untreated water is drawn from wells into the G ty's treatment plant and is cascaded down through a sen es of trays promoting the exchange of gases Aeration is similar to the natural process that occurs when a stream flows through rapids or over falls 2. Flocculant Aid Addition -An anionic flocculant aid is added just after aeration The flocculant helps improve the clarity of the water 3. Softening Calcium oxide (lime) is mixed with water to form staked Lime This staked Lime is then added to the water to soften or reduce the minerals that typically make water hard 1 El Fitters ■ ■ ■ To Distribution System 0 Chlorine♦ l --I 4. Recarbonation -The addition of slaked lime increases the pH of the water to about 10 In order to stabs hze the softened water, the pH must be Lowered by adding carbon dioxide 5. Filtration - Water is then passed through a sand and graveL filter bed, removing any remaining suspended matter 6. Chlorination - Chlorine is added to disinfect the water The chlorine helps destroy disease -causing organisms 7. Fluoridation - Fluoride is added to help prevent tooth decay 8. Phosphate Addition - Phosphate is added o chemically sta- bilize water and Lessen the possibility that Lead will Leach out of pipes 9. Reserves -Water not immediately consumed flows into stor- age tanks for use when demand exceeds plant pumpage Water stored in elevated tanks helps stabilize pressure in the distribu- tion system and serves as an emergency reserve for fires 10. Distribution - Finished water is pumped directty into the water distribution systems that serve homes and businesses throughout the city of Dubuque Chapter 7 - Community Facilities 1 Imagine Dubuque 1 Page 7-5 • FIGURE 7.2 D Dubuque Water Pressure Zones Map Zones, Water Plan and Water Main Lines Water Pressure Zones 1 4 7 • Reservoir • Water Plant 2 5 • Tank Water Main 3 6 0 Tower ..1 1 - - - -1 1 1 11 1 1 1 1 1 1 1 1 •-• 1 1 1 1 1 1 1--1 1•. 1. .i 1_ 1.'"1 -r. 1 • • •. 1- i 1 _•- • • • • •1 • • • • • 1 1 • • • 1 1 - 1 1 1 , 1 1-- 1 •• 1 'f tf'•1- 1 ♦ ••1 ♦ 1 1V 1---- • 1a.— --- 1- ; 1 ♦ 1 1 ♦ 1 1 1 I al 1 • -- 1 •. 1 • 1 1 , 1 y u1 --• 1 - -1 , • ♦ 1 1 • 1 • ♦,I 1- - - -11 • A 1 • • _ -• I _ _ _ • • 1 1 1 ...:flf . rm. 1_ _ 1 i■ Distribution System As noted on the prior page, the water dis- tribution system is composed of 7 pressure zones and more than 300 miles of water main ranging in diameter from 4 inches to 30 inches. • • • I1 • Page 7-6 1 Imagine Dubuque i Chapter 7 -Community Facilities Stormwater Management Precipitation in the form of ram, snow, or ice produces storm - water Management of this water is essential to prevent flooding, erosion and stream channel. degradation The City of Dubuque promotes the use of sustainable best management practices for new and existing developments These Best Man- agement Practices include installation of rain gardens, infiltra- ton basins, bioswaLes, and other sustainabletechniques These Best Management Practices promote infiltration allowing the stormwaterto be consumed byplants, promote evaporation al- lowing the stormwater to return to the atmosphere, and reduc- es runoff, flooding, erosion and water pollution Flooding is a natural occurrence that can be heavily influ- enced bythe nature and character of development that occurs both with a community and within the surrounding region Given Dubuques Location on the Mississippi River,that region extends north to include parts of Wisconsin and Minnesota Which drain into the Mississippi and flow through Dubuque Dubuquds flooding and stormnater threatens streams and creeks inundated after significant regional rain events How can Dubugte as a community ensure dean water, n/ iirik tnnnAvnN95rAr�I9d V{j�vA Fnr Ostormwater'Management Imptementlnnovativeettorts that promote die t nfAbabon nto the g ound rather than n tc. the storm sewer system. Consider these Innovative Approchex Q R.arnwater Catchment Systems • Permeable Pavers • Rain Gardens(example below) 'Mimmzeland eauumpbonand maxrmze consawbon cfnatural mania" 'Forts an Sgrew' damage issues mob old sites to manage stoma run- off protect our myosin - Ideas shared at Imagine Dubuque Environmental Integng. Workshop Ren Getdea Starrett,' the CO CeattelAwaee Petauag Rearp Chapter 7- Communityautiues 1 Imagine Dubuque 1 Page 7-7 _� South For J., aae'v Clpre iddie Fork Catfish Creek B lel reek Basin Catfish Creek Basin n,s Granger Creek Basin • Watersheds ,AeNk.\ A watershed is an area of land that drains to one major body of water such as a river, Lake, or ocean. Dubuque's watersheds in- clude the Catfish Creek Watershed and the Bee Branch Water- shed, both of which flow into the Mississippi River. The Catfish Creek Watershed is a 57 square -mile watershed in- cluding industrial and res 'dental developments,rolling cropland, limestone bluffs, rock outcrops, and dense timber areas. Approx- imately half of the City lies within the watershed. Much of the Catfish Creek Watershed drains to the Catfish Creek and enters the Mississippi River on Dubuque's south side nearthe Mines of Spain State Recreation Area. The Catfish Creek Watershed Management Authority is an organ- ization that addresses concems with water quality and flooding within the watershed. The Authonty crosses jurisdictional bound- aries and a board of directors works together to solve problems within the entire Catfish Creek Watershed. Administration is co -coordinated by the Dubuque Soil and Water Conservation District's Urban Conservationist and a member of the City of Dubuque's Engineering Department appointed bythe City Manager. The Authonty relies on the Catfish Creek Water- shed Management Plan, December 2014, to serve as a guide to protecting and restonng watershed health. The Bee Branch Watershed is approximately 6.5 square miles located entirely within the city limits, stretching from the Mis- sissippi River west past John F. Kennedy Road, north to the Northwest Arterial, and south to West 5th Street. Over half of Dubuque residents either live or work in the Bee Branch Watershed. All the water draining from the Bee Branch Wa- tershed drains to the Bee Branch Creek which then enters the Mississippi River at the 16th Street Detention Basin. The wa- tershed encompasses historic neighborhoods offering some of the community's most affordable workforce housing. Page 7-8 1 Imagine Dubuque l Chapter 7 -Community Facilities Dubuque's Stormwater Management System The City of Dubuque currently manages approximately: ❑ 146 miles of storm sewer pipe ❑ 6,032 stormwater intakes ❑ 473 stormwater outlets ❑ 1,919 stormwater manholes ❑ 8O Green Alleys ❑ 17 Detention Basins See Figure 73 on following page. Services provided by the City include collection, conveyance, detention/retention, treatment, and release of stormwater. The stormwater system also serves to reduce the hazards to property and Life resulting from stormwater runoff and flooding; improvement in the general health and welfare of citizens through a reduction of undesirable stormwater con- ditions and flooding; and improvement to the water quality through stormwater and surface water systems. A stormwater utility, serving the entire City, was created to ensure that appropriate resources are available to manage stormwater. This includes the operation, maintenance, rep replacement, and debt service for construction of the sto water drainage system and flood protection improvements. The City maintains a U.S. Army Corps of Engineers designed Levee that has been certified under the NationaL FLood Insur- ance Program to protect the infrastructure and properties in the downtown area. The NationaL FLood Insurance Program program, in conjunction with the U.S. Army Corps of Engineers, requires annual inspections, maintenance, and a commitment to high capacity pumping operations during flood conditions. Future upgrades of the system are anticipated. System Improvements The City is currently designing and wiLL soon be constructing the phase of the Bee Branch Creek Restoration project that wiLL connect the Upper and Lower Bee Branch areas. In ad- dition, the City is in the process of designing improvements to the Kerper Boulevard stormwater pumping station, and is in the early stages of the resiliency construction projects on 17th Street and 22nd Street to mitigate flooding in the areas. It is recommended that the City also evaluate the need for a definitive stormwater ordinance to guide future growth and development. ...� ....� -i. •• • • • • • • 146 Miles of Storm Sewer Pipe Equivalent of a Round Trip Drive Between Dubuque and Cedar Rapids a Manhole cover in the Historic Millwork District Chapter 7 -Community Facilities I Imagine Dubuque 1 Page 7-9 • FIGURE 7.3 D Dubuque Stormwater Management System Map Storm Sewers and Detention Basins , O • • • • • • • 1 1� 1.4 yj J 4' r • C7 y < I � • . 1 , `1 Detention Basins Storm Sewer Page 7-10 i Imagine Dubuque i Chapter 7 - Community Facilities .. i • • •• • • • Bee Branch Creek Restoration The Bee Branch Creek Restoration was a large stormwater management project that included replacing nearly one mile of storm sewer with a creek and floodplain that resembles the one that traversed the area approximately 100 years ago.This "day -lig hting" of the buried Bee Branch Creek allows stormwa- ter from flash floods to safely move through the area without flooding adjacent properties. The Lower Bee Branch design includes a large expanse of open water that wraps around the former meat -packing in- dustrial site which is set to be privately redeveloped as a retail center. A multi -use hike/bike trail lines the waterway on the northeast side of the creek. Trail lighting and benches also line the creek corridor.The design includes two overlooks: one along 16th Street west of Sycamore and one at the Audubon overlook east of the U.S. Highway 151-61 overpass. Construction of the Lower Bee Branch started in the fall of 2010 and was completed in November of 2011. Almost 500 trees were planted along the Lower Bee Branch Creek and around the 16th Street Detention Basin. Another 328 trees were planted along the Upper Bee Branch Creek. The Upper Bee Branch consists of a 2,300 -foot long landscaped creek and green space that accommodates passive recreational use. A multi -use trail is included on the northeast side for the full length of the creek. Sidewalks, walking paths, lighting, and benches also line the creek corndor. A stepped amphitheater between East 22nd Street and Lincoln Avenue provides a venue for teaching and neighborhood gatherings. The design also includes a play area with slides and a communityorchard.The Upper Bee Branch construction was completed in 2017. 1 800+ Trees were planted along the Bee Branch, reek A Top Upper Bee Branch Bottom Lower Bee Branch Chapter 7 - Community Facilities i Imagine Dubuque 1 Page 7-11 Green Alley 'Source City of Dubuque REThink W�STE DBQ The Waste Wizard App provides residents excellent tips on recycling and waste reduction http.//wwwcityofdubuqueorg/2482/REThink-Waste-Dubuque Green Alleys: Working to Reduce Stormwater Runoff To further reduce the stormwater runoff within the Bee Branch Watershed,the City is converting 240 traditional alleys to green alleys by the year 2038; 80 have been completed as of August 2017. Approximately one-third of these green allies have been completed as of August, 2017. Green alleys utilize permeable pavement that allows water to pass through the pavement surface and filter gradually into the soil below. In addition to reducing the volume of runoff, the green alleys will replenish the groundwater and improve water quality by helping prevent pollutants on the alleys from running off into the storm sew- er system and ultimately into streams and rivers. This $57.4 million investment is expected to reduce stormwater runoff within the Bee Branch Watershed by up to 80 percent. More information on the City's Green Alley program is available here: http.//rmwcityofdubuque org/GreenAlleys Gas, Electric + Telecommunications Utility Providers Black Hills Energy Corporation is the natural gas utility provider for the City of Dubuque. Affiant Energy and Maquoketa Valley Rural Electric Cooperative are the electrical utility providers for the City of Dubuque. The City of Dubuque franchise agreements with Black Hills Energy Corporation, Alliant Energy, and Maquoketa Valley Ru- ral Electric Cooperative grant these companies non-exclusive au- thority to maintain and operate natural gas and electricdistribution systems within the city limits. Fiber Optic Network High-speed fiber service is growing in demand, and the City has been working to facilitate this expansion through the installation of conduit in new development/construction projects and through agreements with private carriers, see Figure 7.4 on following page. For example, in 2015 the City entered into an agreement with Wisconsin Independent Network LLC to use existing city conduit to extend its fiber optic network from the Julien Dubuque Bridge west to Unity Point Health -Finley Hospital. Continued expansion of this fiber optic access throughout the community will be important to enhance the viability of the community. Waste + Recycling Collection Services The City of Dubuque offers curbside collection services to all sin- gle-family through six-plex multifamily households within the city limits. The Curbside Collection program includes refuse collection, recyclables collection, food scrap collection, large item pick-up, and yard waste collection. The Dubuque Metropolitan Area Solid Waste Agency offers several services to businesses and residents of Dubu- que, including appliance recycling, composting, construction & demolition debris disposal, drop-off recycli ng, electronics recycling, hazardous materials d isposa 1, a nd special event recycling units. REThink Waste Dubuque A newly announced program, REThinkWaste Dubuque, allows res- idents to download an app that will provide curbside collection day reminders, a waste wizard that contains tips on what can and cannot be recycled, as well as information on composting, reuse, and proper waste disposal. Through this program the City has made it even easier for residents to stay connected and informed about curbside collection, recycling, and related programs. Page 7-12 1 Imagine Dubuque 1 Chapter 7 - Community Facilities ■ FIGURE ❑ Fiber Optic Line Map Fiber Optic Line e Fiber Optic Structures Chapter 7 -Community Facilities I Imagine Dubuque 1 Page 7-13 Public Safety Dubuque Police Department The Dubuque Police Department is headquartered downtown at the Dubuque Law Enforcement Center, 770 Iowa Street. The Police Department leases its space within this County -owned building. The facility is also home to the Dubuque County Sher- iff's Office and the Dubuque CountyJail. As of August 2016, the City's police force includes 109 sworn officers and nine civilian employees across five divisions: ❑ Administration & Staff Services ❑ Patrol ❑ Community Oriented Policing ❑ Criminal Investigations ❑ Records Police Officers + Personnel The Police Department has been accredited by the Commis- sion on Accreditation of Law EnforcementAgencies since 1993. The City's police force equals that of similar Midwest cities, ac- cording to the Federal Bureau of Investigation, with 1.9 sworn officers for every 1000 residents. The Police Department has approximately 50 personnel assigned to Patrol with an aver- age of 8 to 12 during different times of the day to cover over 31 square miles in the city of Dubuque.The department operates three shifts, 24/7, 365 days a year. 911 Communications Center The 911 Communications Center is another leased space within the Dubuque Law Enforcement Center. The Center's staff dispatches 13 fire departments and answers all 911 and non -emergency phone calls for Dubuque County. Staff in- cludes one manager, four lead dispatchers, eight full time pub- lic safety dispatchers, and six part-time public safety dispatch- ers. The Center has shared space with the Dubuque County Emergency Responder Training Facility since 2007, and does have needed staffing Levels or capacity relative to call volume. An expanded 911 Communications Center should continue to be explored. Safety Statistics WhiLe perception of safety in Dubuque varies, the statistics show that Dubuque is a safe place based on Low violent crime and property crime figures. According to the FBI Report of Of- fenses Known to Law Enforcement, the city violent crime rate in 2012 was Lower than the national violent crime rate average by 43% and that of Iowa's by 17%. Moreover, Dubuque's prop- erty crime rate in 2012 was Lower than the national average by 26% and Iowa's by 7%. Educational Campaign While police are ramping up strategies to make Dubuque even safer, a proactive educational campaign on crime statistics and awareness might help quell concerns over crime, and encour- age residents to conquer a fear of crime where Little exists. This, in turn, can bring Dubuque closer together, break down social barriers, and help generate economic activity and invest- ment in all corners of Dubuque. IAs part of their mission, the Dubuque Police Department aims to serve and protect the residents of Dubuque with integrity, compassion, competence, and open minds. Body -Worn Camera Program In January 2017, the Dubuque Police Department adopted a body -worn camera policy, whereby all sworn officers are strongly encouraged to activate audio/video recordings during traffic stops, suspicious person/vehicle contacts, arrests, vehi- cle searches, physical or verbal confrontations or any use of force, or upon request by the person the officer encounters. The program is funded through several sources including the City of Dubuque, a Department of Justice grant, and donations from concerned citizens. Fact: Dubuque Crime Rates Lower than both State and National Averages Page 7-14 I Imagine Dubuque I Chapter 7- Community Facilities Ore 26% Lower Than National Average Iowa Average Source: 2012 FBI Report of Offenses Known to Law Enforcement Fire Station Calls 75% Emergency Services Resources 6 Fire Stations 90 Personnel Fire Department The Dubuque Fire Department provides fire prevention, fire suppression, hazardous materials, specialized rescue, paramedic ambulance, and emer- gency first responder services.The department also provides emergency and non -emergency medical transports and transfers to local hospitals as well as on -scene medical assistance. The Fire Department has mutual aid agree- ments with the volunteer fire departments that serve the other cities and rural areas in Dubuque County. With six fire stations and 90 personnel., the Fire Department maintains 24/7 response, 365 days a year. The largest station is headquartered downtown at 11 W 9th Street, while smaller satellite facilities ensure fire protection and emergency response to peripheral neighborhoods. All are staffed with Emergency Medical Services paramedics. Roughly 75% of calls are for emergency services, while 25% are fire related. Station 51 689 S. Grandview Fact: Dubuque's Fire Suppression 'Insurance Services Office' (I50) Class 2 rating places it in the top 3% nationally and keeps insurance rates low.The Class 2 rating is the highest rating achieved among Iowa fire departments. SPOTLIGHT ON LIVABILITY Community -Oriented Policing P Community -oriented policing is a philos- ophy and organizational strategy that emphasizes proactive solutions to un- derlying public safety issues. Strategies include partnerships with landlords, neigh- borhood associations, and the fire marshal. SPOTLIGHT ON EQUITY Building Community Trust and Confidence P Along with the Human Rights Director, the Chief of Police serves as an Equity and Inclusion Liaison to the City Manager. As liaisons, these individuals serve as a point of contact providing safe support for underrepresented community mem- bers who have questions and concerns about equity and inclusion in local gov- ernment. The liaisons are available to all underrepresented communities, in- cluding racial and ethnic minority com- munities, the LGBTO community, and immigrants and refugees. The goal of these liaisons is to foster relationships of mutual trust and confidence in fair and professional governance, and to el- evate concerns to the City Manager and/ or other city officials. Fact: The Fire Department provides emergency and non -emergency medical transports and transfers to local hospitals. O1 Operates 24/7 365 Days a Year 25% Fire Related Source: 2012 FBI Report of Offenses Known to Law Enforcement Chapter 7 - Community Facilities I Imagine Dubuque I Page 7-15 A Fire Department Headquarters, 11 West 9th Street 1 Source: City of Dubuque Fire Department (continued) The City's Fire Department recently received an Insurance Services Office rating of 2, an upgrade from their previous rat- ing of 3, thus placing it in the top three percent the nation. An Insurance Services Office rating is an indicator o low well a community is protected in the event of a fire on d scale of 1-10,with 1 being the highest possible rating. A lower rating can positively impact property insurance premiums with some insurance companies. The Fire Department is striving to increase the diversity of its staff. Resources are available within the City to train and de- velop new fire and rescue personneL Northeast Iowa Commu- nity College offers a fire training program. Moreover, the City conducts much of its training within the Department itself. The Dubuque Fire Department utilizes an excelLenttraining facility in Dubuque County at 14928 Public Safety Way. The Dubuque Fire Department does not operate a tanker truck, and therefore does not respond to emergency calls outside the city limits. As growth occurs to the south and southwest, the City should explore potential future sites of an additional station with ac- cess to the Southwest Arterial. Infrastructure Public Works The Public Works Department is responsible for over 20 ac- tivities including road and sewer maintenance, refuse and re- cycling collection, street Lighting and underground electrical utility location, and Port of Dubuque and Riverfront mainte- nance. The department is located in the Municipal. Service Center at 925 Kerper Court. Dubuque Metropolitan Area Solid Waste Agency Public Works coordinates closely with the Engineering De- partment and has a joint agreement with the Dubuque Metro- politan Area Solid Waste Agency, providing full administrative and operations staff support for its landfill operations, yard waste composting, household hazardous materials manage- ment, electronic waste management, and solid waste man- agement education programs. The Public Works Department is responsible for: D 325 miles of road 146 miles of storm sewer 290 miles of sanitary sewer 8 out of 10 Streets in Good Condition The State of Iowa does an inspection of streets to conduct an asset management pavement inventory. Overall, 77% of Dubuque's roadways are in good condition. 4,400 Service Calls Per Year The PubLic Works Department also fields service calls. About 4,400 calls are received annualLy,the majority of which are re- lated to solid waste removal, snow and ice control, and street maintenance for curbs and potholes. The City aims to respond to sanitary sewer maintenance requests within one hour. SPOTLIGHT ON LIVABILITY Environmental and Sustainability Commitment In March 2013, the City adopted an Environmental. and Sustain- ability Commitment for the Municipal. Services Center to reduce negative environmental impact from the following operations: • Electricity and natural gas consumption • Stormwater management • Small container management • De-icer materials handling • Fuel delivery and spill cleanup The Public Works Department also recycles asphalt for use in future roadway projects. This hazardous material is di- verted form landfilling and sold to a local asphalt recycling business, which creates a Reclaimed Asphalt Pavement mix- ture with up to 20% reused material. Public works targets 5-7 miles of asphalt repaving annually. Page 7-16 I Imagine Dubuque I Chapter 7- Community Facilities Education Dubuque Community School District The Dubuque Community School District had a total enroll- ment of approximately 10,600 students during the 2016-17 academic year. As illustrated in the table on page 7-19,enroll- ment has been relatively stable in recent years, with a small decline in enrollment over the past 10 years. Given funding formulas and educational goals, slow but steady growth of ap- proxi mately 50 students per year would be ideal in the future. The District anticipates population growth to the south could make this a possibility in conjunction with the Southwest Ar- terial. Increase Diversity of Staff During public outreach, residents expressed concern over a limited diversity in school district staffing. As of 2016, ap- proximately 2% of teachers are non-white while 8% of Dubu- que's community identify as non-white. Dubuque Community School District is very aware of this divergence, and is actively working to diversify their staff. Graduation Rate Above National Average The graduation rate is 92%, with ACT scores above national averages and similar to statewide averages. Educational at- tainment can help enhance demand for housing as families seek to enroll children in quality schools. Key Partnerships Enhance Educational Outcomes The Dubuque Community School District has worked closely with Northeast Iowa Community College to create a duel en- rollment program in computer numerical control, welding, and childcare. Partnering with the Chamber of Commerce has led to a Young Entrepreneurs Program. The Dubuque Communi- ty School Distnct also partners with the City to provide high school resource officers. D Another excellent example of partnerships is Dubuque Community School District's partnership with the City for joint use of playgrounds and other recreational facilities. Schools playa critical role in the social and cultural vi bran- cy of neighborhoods and the community. They bring people together around a common goal, and conveniently located throughout the community and within neighborhoods. D Prescott Elementary is an excellent example of local part- nerships, with community rooms and multiple uses de- signed into the facility. The school is actively used for non -school events and activities. For example, the City's Leisure Services Department operates programs using the gymnasium and the Circles Initiative uses the facility for their monthly meetings. Dubuque COMMUNITY SCHOOLS \\ "4:17„,,4,■17 2016 - 2017 Enrollment 10,600 Students Desired Annual Growth 50 Students Per Year Graduation Rates 92% of Students ACT Scores Above National Average !!!!!Rilloqiiil The Prescott Elementary School playground served as the "Kids Zonefor imagine Dubuque's Equity Workshop Co -hosted by inclusive Dubuque and Circles Initiative®, Leisure Services brought the fun (literally) with their Rec & Roll Mobile Chapter 7 -Community Facilities i Imagine Dubuque i Page 7-17 Renovations: Hempstead High School Many recent renovations have improved Dubuque Community School District facilities, including both high schools. Com- pleted in 2016,the $30 million renovation at Hempstead High School added a 700 -seat auditorium, a gym, athletic locker rooms, a wellness locker room, and classroom space for art, music and technology. Renovations: Dubuque Senior High Aftera $10.5 million renovation of its athletic stadium in 2013, Dubuque Senior High broke ground in 2017 on a $30 million project that includes a gym, classroom, student commons, ad- ministrative offices, and a cafeteria. 0 Funding for these capital improvements is aided by the State of Iowa's one -percent sales tax for capital facilities and technology. tt '1% of taxes for schools should be for everything in school, not just the building + remodeling (books, teachers, etc)" - Idea shared via the project website 41 1 Sales Tax For Capital Facilities + Technology Middle Schools + Elementary Schools The Dubuque Community School District includes three mid- dle schools and 13 elementary schools with a combination of historic and modern facilities. Enrollment stands at 1,150 at Roosevelt Middle School, close to capacity with 650 stu- dents at Washington Middle School, and has declined to 500 at Jefferson Middle School. Older elementary schools have less capacitywith enrollments near 300 students, wh Ile newer elementa ry schoo ls in the district can hold up to 600 students. Dubuque Community School District operates Elementary schools on a neighborhood concept which enhances walka- bility and social interaction. Prescott Elementary School is the only charter elementary school in Iowa with a focus on prob- lem -based learning and the arts, and has restricted class sizes to 24 students. Dubuque Community School District developed a five-year strategic plan in 2012 to guide District operations. That plan is scheduled to be updated in late 2017, early 2018 to guide the next five-year period. $30 Million Renovation • Locker rooms, a wellness locker room, and classroom space. $30 Million Renovation administrative offices, and a cafeteria. Hempstead High School Page 7-18 1 Imagine Dubuque 1 Chapter 7 - Community Facilities Western Dubuque Community School District As Dubuque continues to expand to the west, some future resi- dents will be a part of the Western Dubuque Community School District. At 555 square miles, the Western Dubuque Community School District is the largest in the state of Iowa in terms of ge- ographic coverage. The graduation rate of the district stands at 98 %, while the ACT score averages 22.9. Among graduates, 56% enroll in post -secondary education. The District currently con- tains four elementary schools, one middle/intermediate school, and two high schools. Peosta Elementary School, which is within the 2 -mile extra ter- ritorialjurisdiction of this plan, is currently above target enroll- ment capacity. The Western Dubuque Community School Dis- trict is currently conducting a population study, to be completed in Fall 2017, that will address the future needs of elementary and junior high schools in the area. Enrollment increased by 226 students from 2006-2016, while the Dubuque Community School District declined by 117 students over the same period. As population growth continues to occur south and west of Dubuque, the need for additional schools should be monitored. Ooretto Higher Education Dubuque is a regional hub for higher education in the tri- state area. Three private, liberal arts institutions: D Loras College D University of Dubuque D Clarke University As well as multiple seminaries, which call Dubuque home. Northeast Iowa Community College offers adult education classes in downtown Dubuque, and many other programs and technical training throughout Northeast Iowa. Partnerships with these institutions are integral to the future well-being of the city. More on higher education can be found in the Economic Development Analysis in the Appendix. 27% of Ouick Poll Respondents (64 Individuals) voted for "Increasing partnerships among schools, faith based groups, non -profits and others" and `Educational opportunities for youth such as art camps or other intensive engagement"to increase social and cultural vibrancy. • FIGURE 7.5 o Dubuque School Enrollment Trends 12000 10000 8000 6000 4000 2000 0 11111111111111 II 11 2000 2002 2004 2006 2008 2010 2012 2014 2016 Year ▪ Dubuque Community School District Declined by 117 Students Between 2006-2016 • Western Dubuque Community School District Increased by 226 Students Between 2006-2016 Chapter 7 - Community Facilities I Imagine Dubuque 1 Page 7-19 • FIGURE 7.6 ❑ Educational Facilities Map ,ttle Maquolaeta River IL'L'INOIS z// East Dubuque Educational Facilities Private Schools Dubuque Lutheran School © Hillcrest School © Holy Family Catholic Schools 0 Holy Ghost Catholic School © Mazzuchelli Catholic Middle School Q Our Lady Of Guadalupe St Anthony Catholic School Q St Columbkille's Catholic School O Wahlert High School High Schools �1 Dubuque Senior High School Stephen Hempstead High School Elementary Schools Audubon Elementary School Bryant Elementary School Carver Elementary School Eisenhower Elementary School Fulton Elementary School Hoover Elementary School Irving Elementary School CI Kennedy Elementary School C1 Lincoln Elementary School Marshall Elementary School ® Prescott Elementary School Sageville Elementary School Table Mound Elementary School Page 7-20 I Imagine Dubuque I Chapter 7 - Community Facilities Middle Schools ® Eleanor Roosevelt Middle School C) George Washington Middle School Thomas Jefferson Middle School Higher Education to Clarke University OP Emmaus Bible College Loras College NICCTown Clock Business Center University Of Dubuque ® Wartburg Theological Seminary 0 0.5 • IMAGINE DUBUQUE 2 files Parks and Recreation Facilities Dubuque has an extensive park and recreation system (see Figure 7.7 on the following page) which is managed by the Leisure Services Department. A quality park and recreation system contributes multiple ben- efits to the community, providing opportunities for improved physical and mental health, social interaction, protection and enhancement of the environment. On page 5-23, many addi- tional recreational investments desired by residents are high- lighted. However, maintenance and updating of existing facil- ities is also critical to providing the quality expecting by both existing and future Dubuque residents. For example: ❑ Restroom facilities in many of the City's parks are dated and in need of improvements to both enhance appear- ance and provide operational savings by installation of new energy efficient fixtures. ❑ Replacement of older park lighting fixtures with more energy efficient ones would reduce operating costs. ❑ Playgrounds, park drives, parking areas,sheLters and other park improvements all need to be integrated into a replacement schedule. ❑ The Leisure Services Department has completed a partial assessment for compliance with the Americans with Disability Act (ADA). This assessment needs to be completed on all facilities, with a strategy and budget for improvements to provide appropriate accessibility to all recreational improvements. ❑ The City has begun to replace the irrigation system at Bunker Hill Golf Course, and the remainder of the irriga- tion replacement project should be completed to insure the on-going viability of the course. O Existing outdoor swimming pools are outdated based upon the standards of what residents have experienced in other communities. An assessment of the existing out- door pools in Dubuque has been completed, and updates and upgrades are needed to meet residents' expectations for modern aquatic facilities. Many residents also sug- gested a desire for smaller spray parks. O Existing indoor program space at Allison -Henderson, Comiskey and the Slattery Center are heavily used and at various Levels of repair. While the Leisure Services Department maximizes the use of this space and partners with the Dubuque Community School District and others to provide facilities, many Imagine Dubuque participants suggested a desire for additional indoor recreational opportunities. O The Grand River Center will be 20 years old in 2023. Appropriate updates to mechanical and other systems, restroom renovations, and other enhancements should be evaluated and worked into capital facility plans and budgets. "Investing in parks and recreation in general would go a long way towards making me want to stay here and be proud to call myself a Dubuquer." "There is a recreational facilities gap: Dubuque doesn't offer some of the things that people moving to the area expect: splash pad(s), no large community center, no rec center." - Ideas shared via community outreach Recreational Partnerships The City, through the Leisure Services Department, partners with many organizations to meet the diverse recreational needs of the community. In addition to the noted partnership with the Dubuque Community School District to use their fa- cilities, the City has worked with entities like the Dubuque Ar- boretum, Storybook Hill Children's Zoo, and the Tri-State Mod- elers (radio -controlled airplanes) to provide space for these and many other recreational activities within City -owned land. Partnerships like these are a great way to provide desired rec- reational opportunities while keeping costs within reach of residents. Additional partnership opportunities with groups interested in mountain biking, rugby, indoor or outdoor soccer, lacrosse, pickleball and others should continue to be explored and implemented where feasible. AStorybrookHill Children's Zoo 1 Photo Credit: www.dubuque.org Chapter 7- Community Facilities I Imagine Dubuque I Page 7-21 • FIGURE 7.7 ❑ Park and Recreation Facilities Map I..J • • 1 • ILtLIN01S Eas�jDubuque Dubuque Regional Airp Park and Recreational Facilities Community Park mMines of Spain State Recreation Area mBee Branch Creek Greenway © Eagle Point Park ® Flora Park O Marshall Park • McAleece Recreation Complex O Murphy Park OVeterans' Memorial Park ® Washington Park mMiller Riverview Park O Pyatigorsk Park ® Granger Creek Nature Trail O Heritage Trail Medical Associates Greenbelt OAY McDonald Park Roosevelt Park mJohn G Bergfeld Recreation Area m Pet Park Neighborhood Park Allison -Henderson Park mComiskey Park m Gay Park ® Usha Park Valentine Park m Valley High Park Mini -Park OAvon Park 0 Burden Park mCancer Survivor Park 0 Cleveland Park mElmwood Green Park Falk Park Flat Iron Park OGrant Park Hillcrest Park Hilltop Park mJackson Park OJefferson Park ® Madison Park 151 ® Marna Ridge Children's Forest ® Rocco Buda Jr. Park © Eagle Valley Park mWaller -Cooper Park Ci Southern Park OWelu Park O Teddy Bear Park mHarvest View Park m Ri ley Park mWestbrook Park Orange Park OPinard Park mMaus Park ® Creek Wood Park Other 0 Center Grove Open Space Oi Grandview Green Space 0 Four Mounds Park ® Bunker Hill Golf Course m I.steryiue on the M.axiss(ppe Prescott Elementary School Oakwood Park 0 0.5 1 • DIMAGINE oueucauE 2 Miles Page 7-22 I Imagine Dubuque I Chapter 7 - Community Facilities Municipal Facilities Public Library The Carnegie -Stout Public Library has a staff of 42 part-time employees and 18 full-time employees. According to its an- nual report, the Carnegie -Stout Public Library serves 900 cus- tomers per day, 96% of which are Dubuque residents. Library Collection Includes: ▪ 180,000+Volumes ▪ 400 Periodicals ▪ Audio Materials ▪ Video Materials D Telegraph Herald Newspaper Archives (1850 -Present) Access + Parking The existing library is easily accessible via public transportation. There were a few comments expressed requesting free parking near the library during the engagement process (see sidebar at right). Parking is available on -street and in an adjacent City park- ing lot, both metered and free after 5 p.m. Brandies There are no satellite branches of the Dubuque Public Library, and there also was some interest in a satellite facility— particu- larly one more accessible to residents living on the west side of Dubuque. Sites such as the Kennedy Mall may offer potential for expansion of library services through a library kiosk in the mall. Maker Space (Pictured Below) The Camegie-Stout Public Library is offering more digital and interactive programming. Their Maker Space (pictured below) is a creative workstation that includes iPads, Macbooks, 3D printing, a green screen, and other video equipment. The Carnegie -Stout Public Library plans to offer a"lowtech"program on crafts as welL VOICES OF DUBUQUE `Vigger children's library with reading nooks, children's toys, games/puzzles for checkout." `More library branches" `improved internet, electronic reading, and online library resources for seniors." `Vim library volunteers a 'free" place to park. When 1 am volunteering, it costs me to do this, why?" library parking stickers." `Free parking for library volunteers" 'Free parking at the library." library branch on the west side of town" '1 love the monthlyfree movies at CSLibary." - Ideas shared via public outreach. Carnegie Stout Public Library Maker Space Chapter 7 - Community Facilities i Imagine Dubuque 1 Page 7-23 SPOTLIGHT ON VIABILITY Carnegie -Stout Public Library Partnerships Camegie-Stout Public Library should continue to partner with Dubuque Community Schools, the colleges, seminaries, and Northeast Iowa Community College to serve youth and provide educational resources and opportunity in Dubuque. Offering expanded access to technology could help inspire and build skills of youth and young professional in the community, help- ing to close the skills gap. E SF [ 1 1llt`II _. IY 111 ^ 76,; t II In Improve irrterrre4 electronic reading, and online library L- resources for seniors." idea shared via the project website Page 7-241 Imagine Dubuque 1 Chapter 7 - Community Facilities Multicultural Family Center The mission of the Multicultural Family Center is to empower families and community members to reach their potential and build unityoutofdiversity. Located in the RubySutton Bu ildi ng, the Multicultural Family Center is a public/private partnership with the City of Dubuque, as well as a non-profit. Located in City -owned space at 1157 Central Avenue, the Multicultural Family Center plays a prominent role in bringing diverse groups of people together in Dubuque. The Multicultural Family Center offers programming, seminars, activities, and events space focused on community empowerment and civic engagement. For example, the Multicultural Family Center supports teens through summer employment, environmental education, and community service. In 2016 the City purchased the neighboring 10,079 square foot building to allow for the expansion of Multicultural Family Center programming. "in 2015, the Dubuque Branch of the NAACP petitioned the City Council to name the Multicultural Family Center after Ruby Sutton. Ruby moved with her family to Dubuque in 1960 when it was one of the whitest cities in the U.S. Ruby's entire life was marked by courage, determination and passion for social justice. In addition to raising eight children, she completed her college degree in Chicago by traveling to and from class every day on the train. With the Board's strong support, the Council voted unanimously to name the building housing the Multicultural Family Center in her honor." r", _____.,„ "The Multi -Cultural Center shouldn't be the only place 1 in town where different races interact. Ruby Sutton Multicultural Family Center is a plus." "Use arts and cultural programs to connect people across divisions of socio-economic status race, religion, age, etc.Arts is a universal language — use it intentionally to bring people together." - Ideas shared via community outreach Dubuque Regional Airport The Dubuque Regional Airport has approximately 1,300 acres of land, although most cannot be developed because of its proximity to runways, taxiways, dear zones, etc. The remaining property has appropriate zona ng restrictions to ensure appropriate land use compatibility. D Approximately 550,000 sf along the flight -line is available for aviation uses and has just been lease University of Dubuque to construct a new aviation cam Approximately 300,000 sf of this area will return to airport control in 2019. D The remaining 250,000 sf will remain under contract to the University until 2052. Across Airport Road Land uses are Less restrictive and approximately 15 acres are immediately available for commercial and industrial uses. D Further south, adjacent to the new airline passenger terminal, 40 acres are also available for commercial and industrial uses. Unti L 2016, the biggest Limiting factor was a Lack of water and sewer infrastructure but that is now in place. Available Facilities: ALL hangars are rented to individual or corporate users. The old airline terminal facility (11,566 sf) had been under consideration for use by University of Dubuque until earlier this year when they elected to build a new campus. Today this aging facility is programmed for demolition as soon as funds are available. Facility Requirements: The airport will be updating its master plan over the next severalyears.The Last one was compLeted in 2005 and the FederalAviation Administration considers them to be a 20 -year document. However, since the City has compLeted the majority of the key projects outlined in the existing master plan, an updated pLan is being considered for funding in 2018. An updated plan should address extending both runways to 7,500 feet, completing taxiway F, removing the oldest T -Hangars and box hangar facilities with new facilities to replace them. Chapter 7- Community Facilities I Imagine Dubuque 1 Page 7-25 Lake' Peosta Recreatio al D tination Chaplain Schmitt Island The Chaplain Schmitt Island Master Plan was adopted in 2014 and amended in 2017, creating a long- term vision for the city -owned island in the Mississippi River near downtown Dubuque The plan recommends three different areas Lake Peosta Recreational Channel, Island Resort, and Island Destination Ak Top Left Dragon Boat Festival 1 Bottom Left Grand River Center 1 Right Planned improvements to Chaplain Schmitt Island City -Owned Properties The City government of Dubuque consists of 34 departments that predominately operate out of three administrative build- ings downtown; City Hall at 50 West 13th Street,the City Hall Annex at 1300 Main Street, and the Historic Federal Build- ing at 350 West bth Street. While the bulk of departments operate out of City Hall, the City Hall Annex is home to the Health Department, Information Services Department, Health Services Department, Sustainability Coord inator, a nd Cable TY. Additionally, the Housing and Community Development De- partment operates out of the Historic Federal Building. Other City -Owned Properties Include: ▪ Five Flags Civic Center and Theater O Multicultural Family Center O Water & Resource Recovery Center D Eagle Point Water Treatment Plant ▪ Dubuque Intermodal Transportation Center and Bus Barn ▪ Multiple Parking Ramps ▪ Flora Pool O Sutton Pool ▪ Bunker Hill Golf Course ▪ Municipal Services Center D Carnegie -Stout Public Library D Port of Dubuque Marina O Grand River Center Chaplain Schmitt Island and the South Port Among city -owned land, the greatest redevelopment oppor- tunity sites include Chaplain Schmitt Island and the South Port. Details of the master plans of both sites are provided in the appendix of this document. Development of these areas will likely occur through public-private partnerships. O Other key sites for redevelopment include the former Bowling & Beyond site at 1860 Hawthorne Street, 429 Rhomberg Avenue, a vacant corner structure, and the S&K building, currently home to an industrial supplier, on 11th Street. Both sites have future redevelopment plans. Planning to begin for the former Blum Junk Yard at 16th Street and Elm Street. Five Flags The City is in the process of studying the Five Flags Civic Center, which is a 4,000 -seat arena adjacent to the Five Flags Theater, a 700 -seat historic performing arts theatre. The Center has served Dubuque well, but the building age and design as well as other event, sports, and entertainment fa- cilities developed in the Region have precipitated the study. D A market study is being prepared and outreach was cur- rently conducted to gather community opinions on Civ- ic Center. The study will present information for deci- sion-making regarding the future of the facilities. Page 7-26 1 Imagine Dubuque 1 Chapter 7 - Community Facilities • FIGURE 7.8 D Community Facilities Map Community Facilities Map O Bus Storage Facility fl Carnegie -Stout Public Library Q City Hall Q City Hall Annex 0 County Court House Q Dubuque County Emergency Responder Training Facility Dubuque Metropolitan Area Solid Waste Agency o Dubuque Regional Airport Q Federal Building itt) Finley Hospital 1 Five Flags Center Ii Flora Pool ED Grand River Center Intermodal Transportation Center Gj Mercy Medical Center Multicultural Family Center CI Municipal Services Center ti Sutton Pool 4) Water & Resource Recovery Center • Fire Stations L. Police Department :—••� City Limits 1.�..• _ Parks .tiu.Ml,anr.n the 41,1 7Ti 05 1 IMAGINE DUBUQUE Chapter 7- Community Facilities I Imagine Dubuque 1 Page 7-27 Community Facilities Recommendations Infrastructure D Continue to expand the sanitary sewer collection system to meet growth needs, particularly in proximity to the Southwest Arterial, the West End, and in the South Port. D Utilize the results of the water system dynamic model (currently under development) to identify current needs, as well as plan for future growth of the community..;; r) D Continue the integration of the former Vernon Township and Barrington Lakes water systems into the overall City of Dubuque system. -,s.,f5 r D Develop and adopt a stormwater ordinance to guide future growth and development and to address onsite infiltration and sustainable development practices. 'u r D Partner with Green Dubuque and other similar organizations to define metrics to monitor progress on environmental goals as outlined in the Climate Action and Resiliency Plan. r D Continued expansion of fiber optic access throughout the community. 4.441* Public Safety D Ensure budget and staffing needs for all City departments as Dubuque's population grows. r isk D Identify and document deficiencies of existing 911 Communications Center, and explore facility expansion. r ,A D Continue to explore the possibility of adding a police substation to further community policing efforts and adequate geographic coverage. r isk D Explore potential future sites of an additional fire station with access to the Southwest Arterial. r Municipal D Explore the potential fora small library branch within the West End and volunteer parking near the Carnegie -Stout Library. u r* D Strategically implement the Chaplain Schmitt Island and the South Port Master Plans through partnerships. ;t r D Implement future plans for Five Flags Civic Center based on outcomes from the Five Flags Civic Center Assessment and Study to better showcase this downtown venue. t r D Continue and expand partnership efforts with school districts, colleges, universities, and non -profits to maximize use of taxpayer dollars and enhance the utilization of facilities and other resources. u D Evaluate and implement, where practical, green energy options for all public facilities.. Page 7-28 l Imagine Dubuque I Chapter 7 -Community Facilities libgt VIABLE r LIVABLE r A EQUITABLE A Each recommendation listed re- lates to making Dubuque more viable livable, and equitable The symbols noted above correspond to these guiding principals and are listed along wkh the recommenda- tions they pertain to. 1 1 * Bike Path in the Historic Millwork Distn 3 - 1 . 1 _ - / I � I ▪ - -�- -;7 r J. CHAPTER 8 TRANSPORTATION + MOBILITY CHAPTERATAGLANCE O Introduction O Input *Vision O Travel Patterns O Complete Streets O Case Study JFK Corridor O Publi c Transportati on O Connections to Other Regions O AutomobdeTravel O Recommendations 8-02 8-03 8-04 8-06 8-09 8-18 8-21 8-23 8-31 CHAPTER 8 TRANSPORTATION + MOBILITY Transportation is a vital link within Dubuque's economic fabric. Investments in transportation promote City goals through improved access to jobs, services, and recreational opportunities via a range of modal options. A safe, robust, and balanced transportation system enhances the City's quality of life. Introduction In addition to economic and mobility considerations, efficient use of the transportation system is critical to the sustainability of Dubuque. The2013 Dubuque Community Climate Action & Resiliency Plan found that transportation accounted for 23% of Dubuque's total greenhouse gas emissions.That plan identified many projects that would support reduced Green House Gas emissions, including: • Complete Streets implementation • The J ule Transit System redesign/fuel efficient buses • Dubuque IntermodalTransportation Center (completed in 2016) 1 SouthwestArtenal (to be completed in 2019) Smarter City Intelligent Tra nsportatio n Systems a. Roundabout conversions (first roundabout completed in 2016) Transportation also plays a role in community health. A 2010 Green Dubuque, Inc. publication titled, The Cost of Incomplete Streets found that obesity and inactivity among Dubuque residents cost $722 per person annually, costs that could in part be reduced with expanded bike and pedestrian facilities. The remainder of this chapter will focus on the issues and ideas for improved transportation and mobility for Dubuque. 1 An efficient transportation system is critical to the sustainability of Dubuque. 23% Of Dubuque's total Greenhouse Gas emissions are due to transportation. • • • 14.111 • 1 Crosswalk and pedestrian sign outside of Wahlert Nigh School Transportation also plays a role in community health. gip $722 Per person cost, spent annually on health and transportation needs due to obesity and inactivity. i liCczT Page 8-2 I Imagine Dubuque I Chapter 8 -Transportation + Mobility • FIGURE 8.1 D When it comes to mobility what do you want most for the future of Dubuque? Figure 8.1 indicates that the general feedback received from this Quick Poll question, which centers on the desire for pedestrian, biking, Complete Streets,and transit initiatives.Additional feedback was supportive for general roads and infrastructure improvements as well. 60 50 40 c 30 20 10 0 M 0 ■ • ® Success' Uber officially came to Dubuque in March 2017 ■ 1 cv d' Extended fixed -route bus hours to 9pm daily starting August 14, 2017 and Nightrider on Friday and Saturday until 2 40am during the school year • Enhance off-street trail network and connectivity Improve on -road bike lanes Enhance walkability via connectivity and crosswalks Bring Uber/Lyft to Dubuque ▪ Expand routes/access to public transit II Extend hours of public transit _ . Improve accessibility for those with mobility challenges Introduce a bike share program in Dubuque (Ex Divvy) —• Extended door-to-door service for individ- uals with disabilities until 9pm daily and during Nightrider hours Input The transportation approach to the Comprehensive Plan was framed bythe input received from the community. The extensive and multifaceted public engage- ment approach described in Chapter 2 details the overall engagement process and describes how this input was solicited in greater detail.Additional transportation input received and polling results are included herein. Figure 8.1 (above) high- lights the transportation strategies that ranked highest with residents of Dubuque. from the Environmental IntegrityOuick Poll. Hundreds of comments were received on transportation issues and ideas over the course of community engagement for the Plan.The comments received most frequently related to the topics identified in Figure 8.1.The concerns of the com- munity included most major modes of travel, with a heavy emphasis on bicycle, pedestrian, and transit modes. Vision Based on input received and other relevant City planning studies conducted,the proposed transportation vision for Imagine Dubuque is: "A convenient and connected transportation system for residents of all ages and abilities. The system will incorporate all modes, leverage technology, and promote new transportation ideas to foster strong neighborhoods and a thriving and sustainable city." VISION GOALS The proposed transportation goals that support this vision are outlined below: D Mobility Expanded mobility for all system users. D Efficiency Improve transportation system efficiency and reliability. Economy Provide a transportation system that enhances Dubuque's economy. D Sustainability Provide a diverse, equitable and environmentally sustainable set of transportation options. ▪ Safety Enhance safety for all system users. Chapter 8 -Transportation + Mobility 1 Imagine Dubuque 1 Page 8-3 Travel Patterns To understand how the City currently travels, data from the U.S. Census Bureau were evaluated. Figure 8.2 shows the mode of travel residents of Dubuque use for their work commute. • FIGURE 8.2 ❑ How do Dubuque residents currently get to work? • 92% of residents drive to work alone in an automobile or carpool. • 6% of residents walk or bike to work. • 2% of residents take the bus to work. 1r 1r 1r 1"11" ullur IVIMP VIr III Ir 1MMI' 11"1111111111"11"11"11"1111"F 1111"1111"1111' WIMP VIP 1r1r1r1r111r1r1r1r1rIMMIIIIMr1MMI' 11"11"1111"111111"11"1111"11"MullurIMP 111111"111P 11"11"1111"1111111111"11"11"111111"IMP TT1111"IFF Ow 7r 7r 7r tir 7r 7r fir imp 7r 7r 7r 7r 7 it rum 7r fir Source: 2011-2015 American Community Survey 5 -Year Estimates ■ 83% Drive Alone ■ 9% Carpool ■ 6% Walk/Bike ■ 2% Transit I WILL NO -t TF XT PND OR N; I WAX. NUT TE`IlT ANO ORI I W It' NOT TEXT PND OR I W A -t NOT TEXT PND DF SSOPSEXSSSSt Wien ARG Page 8-4 I Imagine Dubuque I Chapter 8 -Transportation + Mobility Commute Patterns Commute patterns explain the relative strength of the Dubuque economy. The more non-residents that commute into the City to work, the larger the economic draw. Com- mute patterns highlight the importance of transportation connections beyond the City's boundaries. This chapter discusses many of the roadway, bus, and planned rail connections between Dubuque and surrounding communities and regions. Data from the Longitudinal Employer -Household Dynamics program at the U.S. Census Bureau indicates that Dubuque is a net importer of workers. This means that there are more people that commute into Dubuque for work, than Dubuque residents that com- mute elsewhere for work. Figure 8.3 and Figure 8.4 show the breakdown of commute patterns in and out of Dubuque. IN As shown, nearly twice as many people commute into Dubuque (24,317) as those that commute elsewhere from Dubuque (12,437). QUICK FACT Dubuque is a net importer of workers, with nearly twice as many workers from outside the City commuting into Dubu- que for work, than Dubuque residents leaving the City limits for their jobs. ■ FIGURE 8.3 ❑ Dubuque Workforce: What is the ratio of residents to non-residents? 44.32% Dubuque Residents Non -Residents ■ FIGURE 8.4 ❑ Stay Local or Travel Elsewhere: Where do Dubuque residents work? 19,353 24,317 Total Number of Workers Employed in Dubuque 43,670 Local: Work in Dubuque Elsewhere: Work Outside Dubuque Total Number of Workers Living in Dubuque 39.12% 19,353 12,437 31,790 Chapter 8 - Transportation + Mobility I Imagine Dubuque 1 Page 8-5 Complete Streets IThe objective of Complete Streets is to provide safe and convenient transportation options for alt modes of transportation and system users. This includes all user ages and abilities and also incorporates all modes of transportation; including pedestnans, cyclists, public transit users, motorists, and freight vehicles. Complete Streets are most effective when integrated into all phases of project planning and development. They are important ele- ments of the Comprehensive Plan and should be considered to further establishing the role of Complete Streets in Dubuque. Established nearly two centuries ago, Dubuque has a long his- tory of streets that have served more than just automobiles. Like much of America, its development pattern and street de- sign became more automobile -focused following World War II. Feedback received from a wide cross-section of the Dubuque community indicates that the Cityshould make ita high priority to plan and design streets that better accommodate pedestri- ans and bicyclists. Recent Developments Three major Complete Streets developments that have occurred in recent years include: The City Council passed a resolution adopting a Complete Streets Policy for Dubuque in 2011.The policy encourages an expanded use of Complete Streets principles in street planning and design. The City Council made the Complete Streets Policy part of the Unified Development Code for new subdivisions in 2012. I� The $7.7 million Historic Millwork District Complete Streets project was completed in 2012. Elements included curb bulb outs to reduce pedestrian crossing distances, sustain- able materials, street furniture, bike racks, handicapped -ac- cessible design, and historic preservation elements. Connecting the First and Last Mile More than just reliable and accessible transit, Complete Streets relies on the successful integration of trails and trail heads with bus stops and transfers to allow people to travelthe "first and last mile"to/'From transit. Bike and ped connections are essential for transit routes to be effective. If you can't cross the street because it's unsafe, you may have to board the bus just to get from one destination to another even if they're just 40 feet apart. Millwork District Complete Street Treatments Page 8-6 1 Imagine Dubuque 1 Chapter 8 -Transportation + MobiLitr Guiding Principles Roadways Not Ideal for Complete Streets As the City continues to implement Complete Streets, three pri- mary guiding principles should be considered: • During each stage of a street's maintenance cycle and pro- ject development, identify opportunities to plan, design, fund, and i mplement Complete Streets elements. • Make Complete Streets investments that consider the wider network of Complete Streets. Not all roadways are good candidates for Complete Streets. Motorist education is an important component of making roadway co rn do rs safer for all modes of transit. © Arterials: Roads that carry high vehiculartrafflcvolumes and serve inter -regional traffic (such as US 20 and the South- westArterial) are often best served by limited and separate pedestrian facilities like sidewalks and trails. © Limited R©W::Additionally, manystreets in Dubuque have lim- ited public right-of-way (ROUP), particularly in the older por- tions of the community, This often limits the range of modes and activities that can be accommodated within the street environment. © Topography: In many Dubuque corridors, steep grades can limit a large portion of the cycling population from biking. "Get on your feet Dubuque! Walk, dance, stand, etc. Health begins with even walking one block. Walkable cities are more equitable and sustainable." - Idea shared via the project website Cyclist using the bike trails within the Historic Millwork District Chapter 8 -Transportation + Mobility I Imagine Dubuque 1 Page 8-7 • FIGURE 8.5 D Existing and Proposed Future Trails and On -Street Bike Routes The current trail and on -street bike system is shown in Figure 8.5, along with proposed future trails. o 0.75 Miles Existing Bike Facilities Bike Facilities Off -Street Trails On -Street Bike Routes Parks Bus Transfer Stations n Dubuque City Limits Page 8-8 1 Imagine Dubuque 1 Chapter8 -Transportation + Mobility • DIMAGINE DUBUQUE John F. Kennedy Road Corridor: Complete Streets Case Study ITo illustrate the opportunities a Complete Streets approach might provide, the John F. Kennedy Road (JFK) corridor is presented as a case study in this section. JFK between Dodge Street (US 20) and Asbury Road is a corridor that was noted by many Dubuque residents for its barriers to safe and convenient pedestrian and bicycle travel. The general transportation characteristics noted in the JFK corridor included: Characteristics Fast: Relatively high vehicular travel speeds (35 miles per hour). I Broken: Discontinuous sidewalk facilities. i� Impediments: Utilities and signage placed in the middle of sidewalks. Unsafe: No boulevard separation between the street and pedestrian. • Barriers: Limited opportunities for safe pedestrian crossings. • Topography: High levels of driveway access to the street. As with many corridors, Complete Streets opportunities are not easily attained. There are implementation barriers to overcome for many of the corridor's Com- plete Streets elements.JFK is a minor arterial street that carries relatively high traffic volumes. Average Daily Traffic According to the Iowa Department of Transportation traffic volume maps, aver- age daily traffic volumes in the JFK corridor range between 12,900 just south of Asbury to 23,800 just north of Pennsylvania. For this reason, much of the corridor warrants a 5 -lane cross section based on traffic capacity. These high volumes overlay the segment of JFK with the narrowest public right-of-way; south of Pennsylvania Avenue, the street right-of-way (ROW) is approximately 70 feet wide . This limited ROW is relatively narrow to accommodate five (5) travel lanes and sidewalk amenities. At the Environmental Integrity Com- munity Workshop on February 21, 2017, the JFK corndor was discussed to get input on issues and opportunities for improved mobility and safety. Plan- ning staff also evaluated the corridor. ore Than lust Tires rnu,ry FK Co r:ridor Chapter 8 -Transportation + Mobility I Imagine Dubuque 1 Page 8-9 ❑ FIGURE 8.6 ❑ Potential Complete Streets Opportunities in JFK Corridor Based on the input recewed, and an evaluation of the challenges in the corridor, potential solutions are Illustrated in Figure 8.6. Highlights of some of those solutions are discussed below. HILLCREST ROAD Hillcrest Bike Corridor: • High Visibility Bike Markings • Signage Bike Lanes from 2045 LRTP Long Term. - r John F Kennedy Elementary School ARC Bus Transfer Center r* PENNSYLVANIA AWypf • Identify Incremental Opportunities for Street Oriented Buildings/Improved Pedestrian Circulation & Connections JOHN F KENNEDY ROAD Curb / Sidewalk Improvements On the North Side 4s RyR O40 At Intersection: • Improved Bike/Ped Crossing Markings • Bike Signal Beacons • Bike Box Hillcrest HILLCREST ROAD Apartments Pedestrian Signal (HAWK/Rapid Flash Beacon) & Pedestrian Crossing Median Refuge Long Term: • Pedestrian Bridge • Redevelopment on West • Trail to School/Apartments At Intersection: 1E1 • 4I • Improved Bike/Ped Crossing Markings Richardson Motors Kennedy Mall Hoover Elementary School Best Buy • Bike Signal Beacons • Bike Box Long Term: Boulevard Separated Sidewalks/Side Paths At Intersection: • Add Sidewalks • High Visibility Crosswalks/ Markings/Signage Signal Improvements Reconstruction & New Lighting • • J0 y4,,, Staples IFN �FOy Shopko \�0 DODGE STREET Bird Chevy Page 8-10 1 Imagine Dubuque 1 Chapter 8 -Transportation + Mobility Improved Pedestrian Crossings at Intersections Pedestrian crossings of JFK's signalized intersections should be designed in a manner that provides as short of a crossing distance as possible, while making the pedestrian as visible as possible to drivers. Some potential improvement elements for pedestrian crossings at intersections include: ■ Complete sidewalk networks represent the backbone of a safe pedestrian network. By completing sidewalk connec- tions to the intersections, dear direction is provided to pedestrians as to where they should cross. Opportunities to fill in JFK sidewalk gaps were identified in Figure 8-6, particularly south of Pennsylvania. U Effective crosswalks are highly visible. This provides a cue to drivers that it is the pedestrians' space and that drivers should yield to pedestrians during the appro- priate signal phases. High visibility crosswalk markings, as shown in the adjacent photo, provide a more visible pedestrian environment and often improve pedestrian safety.As noted in Figure 8.6,there are opportunities to incorporate crosswalk striping improvements at the JFK intersections with Wacker, Pennsylvania, Hillcrest, and Asbury. LED lights can also be embedded into the cross- walk for enhanced visibility as shown in the image below. 0- Where possible, provide tight corner radii. Tighter cor- ner radii at intersections improve pedestrian safety by providing shorter crossing distances, slower vehicle turning speeds, and place pedestrians closer to drivers' line -of -sight. This design consideration can be a trade- off in many corridors with high heavycommercialvehicLe volumes. Large trucks often require wider turn radii to navigate intersections. Midbtock Pedestrian Crossings Midblock pedestrian crossings assist with safe pedestrian crossings at desired Locations that do not have proper access provided by the street network. Midblock crossings are warranted where: U Streets are wider U Blocks are longer • Vehicle speeds are higher Pedestrian traffic generators are nearby On corridors like JFK with 5 -lanes, signalized crossings should be considered, along with refuge island medians. Based on the characteristics of the corridor, a midblock pe- destrian crossing should be considered at a location between Carter Road and Hillcrest Road, to connect Hoover Elementary, Luther Manor, and the Hillcrest apartments on the east side of JFK with the ARC Bus Transfer Center and retail destina- tions on the west side of JFK. Potential locations are shown in Figure 8.6.A grade -separated pedestrian crossing concept, shown below, is likely a longer-term option in the corridor. i ti "Better connected neighborhoods through multiuse traits. For example getting to Eisenhower School from Carter Road or Heritage Trail to JFK via 32nd St." - Idea shared via the project website 14 Illustration of Mid -Block Crossing (Source: NACTO) www.pedbikeimages.org/Dan Burden JFK Corridor near Carter Road Chapter 8 -Transportation + MobiLity I Imagine Dubuque 1 Page 8-11 On -Street Bike Routes The Dubuque Metropolitan Area Transportation Study is the federally -recognized regional planning organization for Dubuque and its surrounding communities. Pennsylvania Avenue Improvements The 2045 Long Range Transportation Plan identifies Penn- sylvania Avenue as a candidate to incorporate bike accom- modations between Seippel Road and University Avenue, which includes pavement markings throughout, and bike lanes between Vizaleea Drive and University Avenue. To im- prove bicyclist safety as the bike corridor is implemented, intersection improvements should be provided where the Pennsylvania bike corridor crosses the JFK corridor. These could include: i High visibility bike markings at Pennsylvania and JFK I* Bike signals at the Pennsylvania and JFK Hillcrest Road Improvements Through the Comprehensive Plan process, Hillcrest was identified as an additional opportunity for an on -street bike route in the corridor. The corridor is a viable candidate for considering a shared -lane, on -street bike route due to its rel- atively low traffic volumes and low speeds. 4000 Vehicles Per Day 25mph average posted speed According to the Iowa Department of Transportation, Hill- crest carries approximately 4,000 vehicles per day near JFK, with volumes decreasing farther west. The corridor is posted at 25 miles per hour, and is relatively narrow with on -street parking, encouraging slower travel speeds. Elements in this corridor could include: • 0 n -Street "Sha rrow" markings • "Share the Road" signage • Wayfinding signage to bike generators (Hill Crest Park, Hoover Elementary, etc.) ▪ High visibility bike markings at Hillcrest and JFK • Bike signals at Hillcrest and JFK intersection ▪ Implementation of bike route could be in phases, start- ing first with pavement markings and signage, with the intersection signalization improvements coming later Bike Signal Example (Source NACTO) Intersection Crossing Markings Example (Source NACTO) cc "Eliminate barriers of biking from anywhere - to anywhere by putting in new connecting bikeways where there is no easy way to get from here - to there... currently!" "Extend transit hours at night" "Run Jule bus routes on ALL major streets. Coat streets on the west side, the new alleys look better than the street in front of my house." - Ideas shared via the project website and app. as Page 8-12 f Imagine Dubuque 1 Chapter 8 -Transportation + Mobility Additional JFK Corridor Considerations There are a range of additional improvements that can facilitate a more complete street with higher levels of mobility in the JFK corridor. Intelligent Transportation Systems Intelligent Transportation Systems projects would make ve- hicular travel more efficient and reliable, without any street widening. A key recommendation from Dubuque Metropoli- tan Area Transportation Study 2045 Long Range Transpor- tation Plan is to add fiber optics and conduit between US 20 (Dodge) and Pennsylvania Avenue, and between Asbury Road and the NW Arterial. This communications upgrade will allow the system to be "smarter" by allowing larger amounts of data to travel quickly, providing opportunities for greater management and optimization of traffic flow in the corridor. As redevelopment opportunities occur, there are two primary opportunities in this corridor: • Secure more public space for sidewalks and trails as prop- erties redevelop. Through a combination of lane narrow- ing (for instance, going to 11 -foot travel lanes instead of 12 -foot lanes) and more public right-of-way, a more suf- ficient pedestrian way can be provided. As illustrated in Figure 8.7, a range of street cross-section options, using both the existing 70 -foot public right-of-way (ROW), and options with additional public ROW are possible on JFK south of Pennsylvania. Options like these would provide space for improved pedestrian facilities. These improved facilities would include a landscaped boulevard, which provides enhanced aesthetics and potentially improved redevelopment opportunities. The options that secure additional right-of-way would allow for boulevard -separated side paths that could accommodate bicycles. • Reorient development towards the street level, rather than separating the building and the street with a park- ing lot. By orienting buildings to front the street environ- ment, and providing parking behind the buildings, the activity is moved to the street, allowing efficient, safe pedestrian access, which in turn promotes additional pedestrian activity in the corridor. As a large property in the corridor, incremental changes at Kennedy Mall are a particularly significant opportunity. In the long term, as new buildings and small-scale redevelopment opportunities emerge, this activity should continue to be pro- vided as street -oriented, pedestrian friendly development. Bike Parking Encouraging expanded bike parking in the corridor is criti- cal to supporting expanded bicycling. Placing bike parking at major shopping, residential, and school generators allows cyclists to safely and securely store their bike while at their activity. Bike parking can also complement transit ridership at transit stops, also assisting bus operational performance by allowing riders to avoid the time-consuming process of utilizing on -bus bicycle racks. The ARC transfer center on J FK Circle would benefit from expanded bike parking. A rendering of a potential transformation near the intersec- tion ofJFK and Wacker is shown in Figure 8.8. A. Example Bike Parking (Source NACTO) Photo submitted via website from resident with comment that notes the desire for junctional art"around town such as bike racks Chapter 8 -Transportation + Mobility I Imagine Dubuque 1 Page 8-13 • FIGURE 8.7 o Existing and Potential Cross -Section Enhancement Options, JFK South of Pennsylvania Avenue Based on the input received, and an evaluation of the challenges in the corridor, potentiaL solutions are iLLustrated in Figure 8.6. Highlights of some of those solutions are discussed below. Existing Cross -Section (where sidewalks are present) Potential 80' ROW Option (5' additional ROW each side) ane 12 We I 17 711111 Lane RON 70 ,m.4 ne Reduced Lane Width - Existing 70' ROW Option Qne sdewlk'I nankeek :Lane PI Mlle 17 711111 Lane ION 70 11 'me ne V011617,0 sLaeNSIK Potential 90' ROW Option (10' additional ROW each side) 7177e1 Lane 12. Tun Lane ION 70 11, Lane 6wlead Taal Lane Taal an,e 4-1 navel Lane navel Lane SIDEWALK TREATMENTS Sidewalk width and parkway treatments such as Landscaping and fencing can have a significant positive impact on actual and percieved safety of pedestrians, by buffering them from traffic and providing a more hospitabLe and welcoming environment. Page 8-14 I Imagine Dubuque I Chapter 8 -Transportation + Mobility ■ FIGURE 8 8 D Potential Transformation at JFK — Wacker Intersection BEFORE AFTER Chapter 8 -Transportation + Mobility' Imagine Dubuque 1 Page 8-15 Complete Streets Across The City As noted previously, not all streets are good Complete Streets opportunities. However, the types of improvements outlined here in the JFK corridor could be applied across the City. Central Avenue The Central Avenue corridor was an additional corridor not- ed for Complete Streets opportunities during community en- gagement. There is a current study in progress by Iowa State University Extension that is examining Complete Streets opportunities for the Central Avenue corridor. As a part of the Southwest Arterial project, jurisdiction of Central Avenue will be transferred from the State of Iowa to the City. After that occurs, there will be an opportunity to evaluate the pos- sibility of converting Central Avenue to a two-way street and to implement some Complete Streets elements. Northwest Arterial Northwest Arterial is another corridor where potential pedes- trian improvements could be considered. More urban amen- ities such as curb and gutter and other Complete Streets amenities outlined above can improve pedestrian safety in the corridor. Enhanced pedestrian and bike crossings of the North- west Arterial and major intersections should be explored. Kerper Boulevard Kerper Boulevard would be another example of an existing roadway that could be redesigned using complete street prin- cipals to benefit both industry and the community. East-West Corridors The City is also working to incorporate more Complete Streets elements into its east -west corridors, particularly along the Asbury, Pennsylvania, Loras, and University corridors. Trail Projects Future trail projects currently planned include: Bee Branch Creek Trail • Southwest Arterial Trail • Northwest Arterial Trail connection to Southwest Arterial via a Chavenelle Road trail "I'd like to see Dubuque implement the Compete Streets Policy to help reduce greenhouse gas emissions and contribute to overall community health & wellbeing. The policy we've adopted is not being implemented to the extent it needs to in order to really make an impact. There needs to be accountability and action steps written into the comprehensive plan to make Dubuque more bike friendly in all neighborhoods." - Idea and photo shared via the project website. Page 8-16 1 Imagine Dubuque I Chapter 8 -Transportation + Mobility • FIGURE 8.9 D Future Bicycle and Pedestrian Facilities Facility Type On -Street Route Off -Street Trail Proposed On -Street Route Proposed Off -Street Trail Figure 8.9 shows the planned and proposed bike and pedestrian facilities in the Dubuque Metropolitan Area Transportation Study area All projects in the map are regarded as illustrative, as none have a dedicated source of funding For planned facilities, the planning process has been completed and the projects are awaiting funding Proposed facilities are also awaiting funding, but projects are in the early stages of the planning process For a detailed description of planned and proposed bicycle and pedestrian facilities, please see the Tri-State Area Integrated Walking, Bicycling and Hiking Network Plan (2008) A smart phone app was suggested to promote local trail and bike system use. Source Dubuque Metropolitan Area Transportatton Study2045 Long Range Transportatton Plan Bike paths and sidewalks along the Bee Branch Corridor Chapter8 -Transportation + Mobility I Imagine Dubuque 1 Page 8-17 Public Transportation The Jule is the public transit service provided by the City of Dubuque, which provides a full set of mobility options for citizens. The Jule provides both fixed -route bus service and paratransit (or dial -a -ride) door-to-door service called Minibus. Fixed -Route Service The Jule's fixed -route service has undergone changes in re- cent years in an effort to optimize service levels The Inter- modal Transportation Center located in the Millwork District opened in 2015 The Intermodal Transportation Center is the downtown hub for the Jule, the bus station for intercity bus service, and includes a large parking garage with bike lockers for park and ride trips Construction is currently underway for a new bus storage and maintenance facility near the Inter- modal Center, which replaces the current facility that is over 100 years old • FIGURE 810 o Generalized Map of Jule Fixed -Route Service Coverage Fixed -route service is based on a hub -and -spoke model A conceptual map of the fixed -route system and its service ar- eas is shown in Figure 8 10 As shown in the generalized map, the system includes three "hub" transfer stations from which routes radiate or loop Jule fixed -route service Includes • 13 daytime and 9 evening routes operating until9pm Monday -Saturday • Nightrider service that circulates between various parts of Dubuque until 2 40A on Fridays and Saturdays during the school year l•' Free summer trolley connecting downtown and riverfront • Bike racks on all buses, each capable of carrying 2 bikes • Americans with Disabilities Act (ADA) -compliant ramps and/or lifts to accommodate wheelchairs Annual ridership on the fixed -route bus and paratransit systems are provided in Figure 811 Legend X1 Express GREEN 1 32nd St GREEN 2 Mercy/S. Locust GREY 1 Kane GREY 2 Hillcrest r -+ ORANGE 1 Clarke ORANGE 2 Key West ORANGE 3 Fremont RED 1 Linwood RED 2 Mercy/Loras PINK 1 Point/Mystique PINK 2 Terrace Heights YELLOW 1 MA West DICW BROWN 1 Shopper North immi PURPLE Shopper South 1,7.1111 Page 8-18 I Imagine Dubuque I Chapter 8 -Transportation + Mobility As noted in Figure 8.11, fixed -route ridership has increased steadily over the past several years, increasing by nearly 66% since 2009. As part of the "Smarter Sustainable Dubuque" in- itiative, the area launched a Smarter Travel study. In collabo- ration with IBM Watson Research Center, data were collected through smartphone technology on how, when, and where people in Dubuque were traveling. Part of that study helped an evaluation of optimized transit routes for Dubuque. The Jule implemented route changes in 2015 that improved di- rectness and efficiency, and transitioned to the current hub and spoke system with increased transit frequency. In 2017, the Dubuque City Council approved the bus system proposal to extend evening service hours, funded in part through reduced Saturday fixed -route service. The Jule's plan to extend evening service hours is consistent with comments heard during the community engagement process of Imagine Dubuque and the Mobility objective to "expand transit operating hours': -xQ a 0( 1 " 4111 �v,( Couket I cirri- SChed�' rt. G s tl/t o St+Fr bus mss; vio La'1QE f r oU ,orv_,,,,. F0% SroP5 eop kritIVMS 4S+► *MtS(NA IoM # W 8� •g Transportation ideas shared at the Imagine Dubuque Equity Workshop • FIGURE 8.11 ❑ Dubuque Annual Fixed -Route and Paratransit Trips, 2009-2016 2015 2014 2013 2012 2011 2010 2009 0 293,216 60,620 60,834 60,072 312,856 337,893 378,552 67,900. 379,158 67,219 411,100 100000 200000 300000 400000 67,067 • Fixed Route Trips • Paratransit Trips 500000 1 Physical Infrastructure Improvements 0 The City of Dubuque currently has a Capital Improvement Project underway to add lighting and seating at more bus stops. Rhomberg Ave was the first area to have such installed in the summer of 2017. Lighting is solar powered to reduce installation and long-term operating costs. 0 All bus stops are also being eval- uated for ADA compliance with a goal to install ramps for future bus purchases rather than lifts. Ramps provide more independ- ence for individuals with mobility impairments and seniors while improving on-time performance as ramp deployment is much quicker. Chapter 8 -Transportation + Mobility I Imagine Dubuque 1 Page 8-19 Paratransit Service The Jule offers door-to-door public transit via the Minibus service. Individuals must qualify under the Americans with Disabilities Act, and can ride to and from any location in the City or East Dubuque. The bus driver can assist the passen- ger with getting on and off the bus. Fares are $3 per trip and trips must be scheduled at least one day in advance. Starting August 2017, hours of operation will be 6 AM to 9:15 PM Monday through Thursday, with extended hours on week- ends that vary depending on whether or not the colleges are in session. DuRide is a partner organization of the Jule that offers senior transportation options in Dubuque for residents 65 or older. Similar to the Minibus service, the bus driver can assist the passengers getting on and off the bus. The service is provid- ed 365 days a year and staffed by volunteer drivers. As noted in Figure 8.11, paratransit ridership has increased slightly since 2009. As paratransit services are typically of- fered to a relatively fixed, transit -dependent population, in- creases in ridership are not as much of a performance in- dicator as the ridership increases seen with the fixed -route service. igt getting seniors wh re they want to go... "My vision for Dubuque is to ensure people can get where they need to go in a timely fashion, shift resources from Jule mass transit and create an Uberfeet. Combine with DuRide. Price and maintenance of reliable cars are increasingly out of reach for lower wage earners. Would also reduce constant need for parking, which often is responsible for demolition of historic downtown buildings." - Idea shared via the project website and app. ii li811+M410c.. g►o 4..!I i of 411 INN Jule Bus 1Source: City of Dubuque Page 8-20 1 Imagine Dubuque Chapter 8 -Transportation + Mobility Connections to Other Regions One theme that residents and the business community voiced often during the Comprehensive Plan engagement process was the need for better connections to other regions, particularly Chicago. This included the desire for rail connections and expanded commercial airline options from the Dubuque Regional Airport. The biggest desire for air service was additional carriers, and more options for destinations beyond just Chicago. This section discusses Dubuque's passenger and freight connections to other regions. Rail Service: Freight Rail Chicago, Central & Pacific Railroad operates through Dubu- que on the Canadian National Railway's line. It runs east - west through the area, generally connecting to Chicago and Rockford in Illinois and Waterloo to the west. There are three (3) stations within the City. As of January 2017, the Federal Rail Administration estimates this line carries three (3) through trains a day. According to Iowa Department of Transportation, this line carries 11.94 million annual gross tons per mile to the west of Dubuque, and carries 13.7 mil- lion annual gross tons per mile to the east of Dubuque. Dakota, Minnesota and Eastern R.R. Co. operates through Dubuque along the Mississippi River on the Canadian Pa- cific Railroad's rail line. It has one (1) stop within the City. It generally runs north -south through the area, connecting to Clinton and Davenport to the south and Minneapolis/St Paul to the north. As of January 2017, the Federal Rail Administra- tion estimates this line carries four (4) through trains a day. According to Iowa Department of Transportation, this line carries 21.39 million annual gross tons per mile north and south of Dubuque. ■ Rail. Service: Passenger Rail. Passenger rail service to Chicago, via Rockford, was offered on the "Black Hawk" line until 1981. There have been recent efforts to revive passenger rail service on the Black Hawk Line. Planning efforts were underway to revive service, an- ticipated for 2015. In Dubuque, significant work went into planning for a rail station, with the vision that it could be part of the Intermodal Center. The Illinois DOT had a $223 million project to restart the service, with two daily round trips eventually targeted. Work to restart passenger service on the Black Hawk line has been halted due to funding is- sues in Illinois. Residents expressed a desire for a return of passenger service to Chicago during the Imagine Dubuque planning process. tit "Train transportation to other cities like Chicago or Wisconsin Dells." "Train to Chicago!" "Continue to work on train to Chicago" "Improving transportation options including passenger train service." - Ideas shared via the project website and app. Chapter 8 -Transportation + Mobility 1 Imagine Dubuque 1 Page 8-21 Air Service The Dubuque Regional Airport stands as a welcoming, dynamic gateway to the tristate area of Eastern Iowa, Southwest Wisconsin and Northwest Illinois, The new 33,000 square foot commercial airline passenger terminal, with its limestone facade and Missis- sippi River inlay flooring, gives the visitor their first and last im- pression of our community. This easily accessible airport features service by American Airlines, with one-stop to the world service through Chicago O'Hare International Airport. In 2016, American Airlines posted 36,843 enplanements and Sun Country Airlines had 890 enplanements on non-scheduled charter service to Laughlin, Nevada and Biloxi, Mississippi, The Airport is served by two runways, Runway 13-31 is 6,498 feet long x 100 foot wide and Runway 18-36 is 6,325 feet long x 150 foot wide. The Airport is home to 52 single engine aircraft, 9 mul- ti -engine aircraft, 1 helicopter, and 9 business jets. The University of Dubuque Aviation program also operates at the airport with 24 aircraft in their fleet which makes the Dubuque Regional Airport the second busiest in Iowa in overall operations. The historical commercial aircraft enplanements (number of passengers getting on an aircraft) since 2010 are shown in Figure 8.12. Generalavia- tion services are provided 24 -hours a day, 7 days a week. There are 64 aircraft based at the airpos1 and an average of 138 crit< craft operations a day. • FIGURE 8.12 ❑ Historical Commercial Enplanements Dubuque Regional Airport 0 O N 0 N M O N 0 N 0 N 0 N 0 33,861 32,389 35,983 37954 5000 10000 15000 20000 1 250001 30000 35000 Intercity Bus Service Intercity bus service is offered by Greyhound Trailways. There are daily departures forthe following buses to: • Other cities in Iowa that leaves at 10:55 am • Illinois/Chicago that leaves at 3:35 pm • Madison, Wisconsin that leaves at 8:25 am Additional Connections One of Dubuque's assets is the Mississippi River. In addition to the recreational and cultural opportunities provided by the river, inland waterway freight is moved via barge traffic on the river. This provides connections to desti nations along the US inland waterways system, the largest of which is the Mississippi, navigable for approximately 1,800 miles from Minneapolis to the Gulf of Mexico near New Orleans . There are several National Highway System connections for personal and freight travel between Dubuque and the rest of the country. Over the past several years, more and more of these connections across Iowa and adjacent states have been upgraded to four -lane highways. The NHS connections to Dubuque include: la US Highway 20, connecting east to Rockford/Chicago and west to Waterloo. la US Highway 52, connecting to north to Decorah, Roches- ter, and the Twin Cities. • US Highway 61, connecting to south to Davenport and north to La Crosse. fa US Highway 151, connecting east to Madison and west to Cedar Rapids. • State Highway 32 (Northwest Arterial) is a National High- way System route within Dubuque, but does not directly connect to communities beyond the immediate region. A large segment of US Highway 20 between Dubuque and Rockford, Illinois, has not been widened to four lanes. An approximate 45 miles of the highway is still two -lanes from east of Galena to near Freeport. The Illinois Department of Transportation is planning to make the remaining segments a four -lane expressway with the "US 20 Freeport to Galena (Glacier Shadow Pass)" project. A complete four -lane con- nection would improve the safety and reliability of travel between Dubuque and Rockford, and ultimately Chicago via Interstate 90. A continuous four -lane highway connection to a major market like Chicago has the potential to improve economic development opportunities for Dubuque. Page 8-22 i Imagine Dubuque i Chapter 8 -Transportation + Mobility Automobile Travel Dubuque Metropolitan Area Transportation Study provides a comprehensive multimodal assessment of long-term transportation needs and prioritized projects every five years. This assessment, called the Long Range Transportation Plan, covers the City of Dubuque and surrounding communities, and is multimodal in nature. The Long Range Transportation Plan contains data on automobile travel that is particularly relevant to this Plan. Existing System Traffic volumes on the street system are counted by the Iowa Department of Transportation every four years. The volumes are beneficial in understanding how much vehicular activity oc- curs on each roadway in the City, what corridors might be good candidates for Complete Streets treatments, and how each cor- ridor performs in terms of traffic congestion and delay. Figure 8.13 on the following page shows existing traffic flows in Dubu- que, illustrated in terms of Annual Average Daily Traffic. Dubuque Metropolitan Area Transportation Study maintains a travel demand model that generates traffic forecasts based on projections of future Land use patterns and the existing and planned roadway network. Traffic forecasts for the year 2045 are displayed in Figure 8.14, (page 8-25) based on the assumptions that went into the 2045 Long Range Transportation Nan. As shown in the figure, the Southwest Arterial is in place and anticipated to carry signifi- cant daily traffic volumes. Drive the GREAT RIVER ROAD APP Experience the Great River Road National Scenic Byway, the best scenic drive in America. The Great River Road follows the course of the Mississippi River for 3,000 miles through 10 states. The route travels through the Mississippi River Valley's rich history and inspiring natural beauty. Plan your Great River Road journey today! Source: http://experiencemississippiriver..com/ The Great River Road through Iowa EFFIGY MOUNDS NATIONAL MONUMENT ■ IOWA McGregor I4 t1 Guttenburg 20 Balltown Dyersville • • Prairie du Chien is con Sill Cassville Dubuque . 52 St. Donatus Bellevue Upper Mississippi National Fish and Wildlife Refuge 0 15 miles 0 15 kilometers The Great River Road Source: Road Trip USA • • Sabula • • Potosi Rivc WISCONSIN Dickeyville Lead 0Mine Galena N ILLINOIS CD m © AVALON TRAVEL This printable travel map is from Road Trip USA, seventh edition. RoadTripUSA.com Chapter 8 -Transportation + Mobility l Imagine Dubuque 1 Page 8-23 • FIGURE 8.13 0 Existing Daily Traffic Volumes Existing Daily Traffic Volumes Legend Daily Traffic Volume 4115,000 to 10,000 Vehicles Q Dubuque City Limits 2,000 or Fewer Vehicles 111110,000 to 20,000 Vehicles 2,000 to 5,000 Vehicles -More than 20,000 Vehicles • .DIMAGINE •DUBUQUE Source Dubuque Metropolitan Area Transportation Study Travel Demand Model Page 8-24 I Imagine Dubuque I Chapter 8 -Transportation + Mobility • FIGURE 8.14 ❑ Future Daily Traffic Volumes Future Year 2045 Daily Traffic Volumes Legend 2045 AADT 5,000 to 10,000 Vehicles Dubuque City Limits 2,000 or Fewer Vehicles S10,000 to 20,000 Vehicles 2,000 to 5,000 Vehicles .lore than 20,000 Vehicles • D1MAGINE •DUBUQUE Source: Dubuque Metropolitan Area Transportation Study Travel Demand Model Chapter 8 -Transportation + Mobility I Imagine Dubuque 1 Page 8-25 Ensuring Safe Mobility Safe mobility for all system users is a priority for not only Dubu- que, but also at the state and federal level. The 2045 Long Range Transportation Plan provides an assessment of high traffic crash i ::n-. evaluating safety from a frequency and severity per- 3icycle and pedestrian crashes with vehicles were also sessed separately. Figure 8.15 shows the number of traffic crashes and bicycle/pedestrian crashes with motor vehicles. Intersection Improvements: The Long Range Transportation Plan also evaluated the intersections in Dubuque with the most severe crashes (defined in terms of injuries and fatalities). The top five in- tersections ranked by Dubuque Metropolitan Area Transportation Study in order were: 1) Loras Boulevard and Iowa Street 2) Iowa 32/NW Arterial and US 52 3) Iowa 32/NW Arterial and John F Kennedy Road 4) Loras Boulevard and Locust Street 5) OW Highway Road and Seippel Road Future Roadway Projects To support the continued efficient and safe mobility of vehicular traffic across the Dubuque, Dubuque Metropolitan Area Trans- portation Study 2045 Long Range Transportation Plan identified several roadway projects to include on their recommended pro- ject list for construction through the year 2045. Those projects, including the ongoing construction of the Southwest Arterial, are illustrated in Figure 8.16. Benefits of Transportation Technology Efficient movement of traffic through the use of technology tools (fiber optic traffic light connections, traffic monitoring with cameras, artificial intelligence traffic management, etc.) and design improvements, like roundabouts, is not just a qual- ity of life issue (spending less time in the car and having less frustrations while in the car) but it is also a safety issue, as it reduces traffic injuries and deaths, and an environmental issue, with less fuel being wasted and less air and water pollution. Finally, it is also a redevelopment tool as it makes it quicker to access downtown, the Historic Millwork District and the river - front making it more convenient to patronize businesses, res- taurants, entertainment and special events in those areas and making it easier to commute to jobs in those areas. That leads to the acquisition and redeployment of buildings and new in- fill construction. Combining this with a robust public transit system and transit oriented development supports creating a viable, livable & equitable economy and environment. T� • FIGURE 8.15 ❑ Vehicular Crash Frequency and Locations of Bicycle and Pedestrian Crashes, 2009 to 2014 Vehicular Crash Frequency Number of Crashes • 20.30 31 .40 3 41-50 0 51 -60 O 61 -82 Pedestrian and Bike Crashes Injury Type • Fatal Incapacitating Non -Incapacitating or Possible DS DUBUQUE DUBUQUE 0 0 O 0 05 --L / ._ ' Miles u 0 a W LOCUST s • gyp' �µ % 11 Y' {0O Op- o cIwrovew e s _ ` -0.5 1ft si_i75z-y Miles - st si Source: Dubuque Metropolitan Area Transportation Study 2045 Long Range Transportation Plan Page 8-26 I Imagine Dubuque I Chapter 8 -Transportation + Mobility ■ FIGURE 8.16 ❑ Corridors of Future Dubuque Metropolitan Area Transportation Study projects through 2045 Project Corridors 1 -ASBURY RD EAST - 2 -ASBURY RD WEST - 3 - CEDAR CROSS RD 4 - CENTURY DR - 5 - CHAVENELLE RD - 6 - E 7TH ST - 7 - FRENTRESS LAKE RD 8-GRANDVIEWAVE EXT 9 - HALES MILL RD 10 - ILLINOIS 35 11 - JOHN F KENNEDY RD 12 - LORAS BLVD 13 - MENOMINEE AVE 14 - NORTH CASCADE RD 15 - NW ARTERIAL 16 - PASSENGER RAIL 17 - PENNSYLVANIAAVE EAST 18- PENNSYLVANIAAVE WEST 19 - ROCKDALE RD 20 - SEIPPEL RD 21 - SW ARTERIAL 22 - UNIVERSITY AVE 23 - US 52 CENTRALAVE 24 - US HWY 20 IOWA 25 - US HWY 20 ILLINOIS 26 - US HWY 52 Ades 27 - WASHINGTON NEIGHBORHOOD IMPROVEMENTS Source: Dubuque Metropolitan Area Transportation Study 2045 Long Range Transportation Plan Chapter 8 -Transportation + Mobility I Imagine Dubuque 1 Page 8-27 0 Summary of Long Range Transportation Plan projects inside or adjacent to the City of Dubuque: 1 Asbury Road East 2 Asbury Road West 3 Cedar Cross Road 4 Century Drive 5 Chavenelle Road 6 E7th Street 8 Grandview Avenue Extension 9 Hales Mill Road 11 John F Kennedy Road 12 Loras Boulevard 14 North Cascade Road 15 NW Arterial 16 Passenger Rail & Intermodal Facility 17 Pennsylvania Avenue East 18 Pennsylvania Avenue West 19 Rockdale Road 20 Seippel Road 21 SW Arterial 22 University Avenue 23 US 52 Central & White 24 US 20 26 US 52 27 Washington Neighborhood Improvements 0 0 0 0 V 0 Source: Information for this table came from Dubuque Metropolita ?Area Transportation Study 2045 Long Range Transportation Plan. scONSIN ILLINOIS VW - 01° art "'Oap Page 8-28 I Imagine Dubuque I Chapter 8 -Transportation + Mobility For the 2045 Long Range Transportation Plan update, Dubuque Metropolitan Area Transportation Study created a public input strategy. They sought input from a wide range of community groups though this process. Groups included represented a variety of geographic areas and interests. In all,stafcollected input at 18 meetings during the spring and summer of 2016. PHOTO: Participants review maps at a public input session in June 2016. "More roundabouts and less robots (stop lights)." - idea shared via the project website. 11 Roundabouts Roundabouts have been cited as an efficient, safe, and cost-sav- ing approach to controlling operations at many intersections. They often are a better fit with neighborhood character than traffic signalized intersections. With the right combination of traffic patterns and neighborhood context, roundabouts can be an efficient and low -maintenance application. Vehicles and bicyclists can navigate the roundabout at Low speeds, but without stopping. The designs can include medians and splitter islands that allow pedestrians short crossing distanc- es and refuges while crossing. The City's first roundabout was constructed at the intersection of Grandview/Delhi/Grace in 2016, and has been well received by residents. The City of Dubuque's East West Corridor Connectivity Study identified roundabouts as a strategy that provided a con- text -sensitive solution to mobility in the City. That study rec- ommended constructing roundabouts at the intersections of University/Pennsylvania, University/Asbury, and University/ McCormick. Right-of-way and engineering work is currently underway for the City's second roundabout at University and Asbury. The East West Corridor Connectivity Study found that round- abouts at those three intersections would have Less overall vehicle delay in the future compared to the intersections' cur- rent design/control, and that these designs would improve in- tersection safety. Additional roundabouts may be appropriate in other locations. When an intersection redesign is under consideration, a potential roundabout should be considered in the analysis. Ribbon -cutting ceremony for Dubuque's first roundabout at N Grandview Ave., Delhi St. and Grace St. 1 Source: City of Dubuque Chapter 8 -Transportation + Mobility I Imagine Dubuque 1 Page 8-29 RODS tal1t1ii■ kej+ 'OP i Ridesharing Services Ridesharing is two or more people coordinating to share a ve- hicle fora trip. How ridesharing is coordinated can vary. Until recent technological advances, the concept of ridesharing was often a centrally -coordinated service where a public or private entity would match commuters for a carpool or vanpool trip. These ridesharing programs typically involve residents reg- istering with the service, and the service identifying poten- tial ndeshanng candidates based on their proximity of their homes, workplaces, and compatibility of work schedules. When effective, ridesharing can make the transportation system more efficient by transporting more people in fewer vehicles. Ridesharing services are a good supplement to ex- isting modes of public transit and private vehicle ownership. They can extend beyond the hours of service of paratransit operations (like Minibus and DuRide), provide access to trip origins and destinations not served by fixed -route transit (such as the Jule), and provide personalized mobility connec- tions to individuals who are unable to drive a vehicle. In com- munities with many effective mobility choices like transit, bicycle -friendly routes, and ridesharing services, the need to own an automobile is reduced; this can lead to fewer vehicle trips made with lower environmental impacts. The concept of ridesharing has expanded somewhat in re- cent years. Smartphones and digital devices allow travelers to now arrange trips on -demand with drivers using an app. The companies that employ the drivers and provide the apps, called transportation network companies, like Uber and Lyft, match riders with drivers for on -demand, door-to-door trips via a simple set of steps on a smartphone. During the public engagement process, many citizens expressed the desire to have these transportation network companies in Dubuque. Often, these needs were identified to supplement mobility services for senior citizens and those with disabilities. During March of2017, both Uberand Lyft began service in Dubuque. STREETS Initiative Dubuque is embracing "Smart City" concepts by planning for smarter streets through technology. The objective of the STREETS (the Smart Traffic Routing with Efficient and Effective Traffic Signals) initiative is to develop a smart, managed traf- fic control system that leverages communications, technology, traveler information, and computing to optimize traffic flow across the Dubuque's street system. Spearheaded by Dubuque Metropolitan Area Transportation Study, but heavily influenced by the City of Dubuque, the outcome of the STREETS initiative is to maximize the use of existing roadway capacities in the Dubuque metro area. The project is currently in the first phase of planning. When complete, the system would strive to balance and distribute traffic evenly across the metro area, providing reduced con- gestion, improved travel reliability, improved travel times, and improved safety. The system is also expected to not only guide smoother traffic flow, but be capable of collecting information/ data that will help assess how well corridors operate and which ones are in most need of improvement. ;rafficsignals at 22nd and Central Avenue VOICES OF DUBUQUE "Allow ride services like UBER to come to town to allow increased mobility and income to all. Taxis are too expensive in town!" "The Millwork District needs a better pedestrian/bike connection to the Town Clock business area and south main bars." "The City should install a pedestrian overpass across Highway 20 by Kmart. There are always University of Dubuque students trying to cross the Highway and someone is going to get hit." - ideas shared by residents via the project website and mobile app. Page 8-30 1 Imagine Dubuque 1 Chapter 8 -Transportation + Mobility Transportation Recommendations Overall Transportation Planning Process la Continue to work collaboratively in the region to create a safe, efficient, and connected multimodal network. FoLLowa performance-based planning process that eval- uates all modes of travel when tackling corridor mobility and safety needs. Based on the visioning process, these objectives and associated goals provide a framework to that process: 0 Transportation Objectives Expand transit operating hours during the week and weekends. Provide more compLete street connections. Provide context -sensitive improvements that make eastwesttravel more efficient and rehab Le. Leverage technology and innovative approaches to improve mobility and safety. Improve connections between Dubuque and other cities in the wider region. Promote active transportation in business districts and neighborhoods. Identify projects that preserve neig hborhood character. Expand bicycle and pedestrian connections, including more trails and Complete Streets. A. Asbury Road near Hacienda Drive, looking west Source Oty of Dubuque MOBILITY EFFICIENCY ECONOMY GREEN SAFETY 0 Chapter 8 -Transportation + Mobility I Imagine Dubuque 1 Page 8-31 Transportation Recommendations Complete Streets ❑ In the JFK corridor, identify short-term and long-term opportunities to facilitate a more complete pedestrian network. y ❑ For Dubuque corridors, assess opportunities to plan and design complete street elements during each stage of maintenance and project development. ❑ Work from the City's comprehensive network plan for Complete Streets, including the Tri-State Biking/Walking Ran and the Dubuque Metropolitan Area Transportation Study 2045 Long Range Transportation Plan, when making investment decisions in individual corridors. ,q-)11,* ❑ When properties redevelop, as appropriate, work to re -orient development to the street level, rather than separated from the street by parking lots and pursue opportunities to acquire right-of-way where beneficial. wE IP Public Transportation ❑ Continue to make improvements to the fixed -route bus service that provides efficient travel options; focus on high -performing transit corridors. i ❑ Continue to extend bus service hours where it is most effective and provides valued accessibility improvements to the community. Look for opportunities to provide more efficient and direct routes to connect residents to resources and amenities. wEr Air Transportation ❑ Given the current competitive nature of the airline industry, advocate for airline service expansion from the Dubuque Regional Airport. This includes continuing to leverage local incentive funding to target expansion of airline service. cYf ❑ Restrict new development around the airport to more compatible uses such as light industrial, warehousing, and agriculture. Uses such as residential are particularly sensitive to airplane operations noise. vr Connections to Other Regions ❑ Understanding the critical importance surrounding communities play in staffing jobs in Dubuque, continue to collaborate with surrounding state Departments of Transportation to promote safe, efficient regional roadway connections.w ❑ Through political and funding channels, continue to advocate for passenger rail service and a complete four -lane highway connection to Chicago. w Automobile Travel ❑ Identify the required project development steps and funding to implement the City of Dubuque roadway projects prioritized in the Dubuque Metropolitan Area Transportation Study 2045 Long Range Transportation Plan. vEr ❑ Continue as a national leader in leveraging technology and other Intelligent Transportation Systems solutions to improve vehicular mobility and safety of the Dubuque street network. c M Page 8-32 I Imagine Dubuque I Chapter 8 -Transportation + Mobility VIABLE NCO ✓ LIVABLE r A EQUITABLE * Each recommendation listed re- lates to making Dubuque more viable, livable, and equitable. The symbols noted above correspond to these guiding principals and are listed along with the recommenda- tions they pertain to. II.. lliti1hGe dr►Y I RIVFR� NATIONAL CENICoBYWAY Industrial Buildings Reinvented into Mixed -Use Residential and Commercial Uses in the Historic Millwork District `ir ICHAPTER 9 LAND USE CHAPTER ATA GLANCE O Introduction p Existing Land Use O Future Land Use ▪ err_ .th andAnnexation O Recommendations 9-2 9-3 9-8 9-15 9-17 CHAPTER 9 LAND USE The Land Use Chapter includes a description of existing land use and zoning patterns and identifies the best future physical development of the community. It becomes the guide for the Official Zoning Map and formaking zoning and subdivision decisions, but onlysuch decisions by the City Council may be binding and enforceable. It is a guide to the best utilization of private and public development, the timing of that development and its association with other public improvements. Introduction In a well-planned community, homes, businesses, and institutions flow together seamlessly in a connected and integrated development pat- tern. But without planning and foresight, Land use conflicts can arise creating conflicts between neighbors, potential environmental dam- age or increased mitigation costs, and inefficiencies in provision of municipal services. One of the key planning responsibilities a municipality has is to devel- op a long-term vision for the use of Land within the community and for surrounding areas that may be incorporated into the city(annexed) in the future. By examining the anticipated market demand for various uses (residential, industrial, commercial, etc.), examining how the area is already developed (existing land use), looking at the suitability of the Land for those uses (slopes, soils, trees, etc.), and the accessibility needs of each use (access to roads, rail lines, etc.), the City can develop an overall plan to guide appropriate development. The legal mechanism used by the City to control how land is used is zoning, which in Dubuque is regulated by the Unified Development Code. The City maintains a zoning map which is linked to that ordi- nance and together they serve to regulate what a parcel of Land can and cannot be used for. The Future Land Use Plan is an important tool used to inform the zoning and corresponding use for a parcel of land. Port of Dubuque Bluff Overlooking the city and Mississippi River in Dubuque tt -A continued focus on recreational spaces int Dubuque would be fantastic. It would also be great to see more indoor rec spaces (rock- climbing gyms, etc).Also I think a continued focus on the development of the Port of Dubuque is vital to the success of the city. The river is the greatest asset of Dubuqu4 let's use it for recreation and entertainment to drive community and tourist usage" - Idea shared via Land Use Ouick Pn11 » Page 9-2 I Imagine Dubuque I Chapter 9 - Land Use Dubuque's Historic Downtown I Intersection of 8th and Mam Street Existing Land Use The growth and development of the city of Dubuque has in many ways followed the pattern experienced by most American cities with development starting from key transportation assets like railroads and, in Dubuque's case, the Mississippi River. However, because of Dubuque's unique history, geographic location and topography, a unique Midwestern city has been produced. Dubuque's development pattern varies within the corporate limits. The historic downtown and older neighborhoods in- clude small lots in an urban street/alley grid pattern with a mix of residential, commercial, and industrial uses along with neigh- borhood churches, parks, and schools. Newer neighborhoods re- flect larger lots in suburban -style subdivisions with curvilinear streets and cul-de-sacs, with single-family residential uses of- ten separated from multi -family and non-residential uses. In addition to large brick warehouses in the industrial area adja- cent to downtown, Dubuque has large-scale industrial parks along its nverfront and on the south and west ends of the community. Riverfront redevelopment has brought a concentration of com- mercial and recreational attractions. Neighborhood commer- cial areas are found along minor arterials throughout much of the city. Mayor shopping centers are found along mayor ar- terials on the city's west and northwest sides. Campuses for colleges and hospitals are centrally located in the City. Since 1936 when Dubuque developed its first Comprehensive Plan, the City has been following a plan to promote orderly and efficient development. The pattern of existing develop- ment has a strong influence on what types of land use will be appropriate in an area in the future. For example, residential neighborhoods need convenient access to parks and schools, areas to buy convenience goods and services, a nd good trans- portation routes to get to areas of employment. Conversely, placing residential uses next to a more intense manufactur- ing use may create conflicts with noise, traffic, etc. unless appropriate buffering and access regulations are integrated into the development. To ensure compatibility, future land use planning always starts with an examination of existing development patterns. Chapter 9 - Land Use I Imagine Dubuque 1 Page 9-3 • FIGURE 9.1 D Existing Land Use Map 1 RICKARDSVILLE PEOSTA jt SW Arterial Major Roads ❑2Mile ETJ Flood Plain ❑ City limits Surrounding Cities Current Land Use Single Family/Duplex Multi -Family Institutional Commercial Industrial Park & Open Space Agriculture Vacant nucnrw DUB ; DUBUQUE IMAGINE Mwnpkn on Ilia iaMpi •• • •03,T 15 / 1 3 Niles Page 9-4 I Imagine Dubuque I Chapter 9 - Land Use Current Land Use A review of existing Land use within the Dubuque city Limits (as of 2017) shows a balance of development among com- mercial, industrial, and institutional uses. (See Figure 9-2) ❑ Residential uses, separated as single-family and multi -fam- ily categories when combined are 5,355 acres, or 31% of Dubuque's total Land area. ❑ Large swaths of agricultural and, particularly in the western portion of Dubuque, total 3,529 acres. Many of these agricul- tural properties were annexed into the city with the intent of being developed for another use in the future. ❑ An Existing Land Use Map can be found in Figure 9.1. ❑ FIGURE 9.2 ❑ Current Land Use in Acres r�s�aut��nai .> Vacant 12%N )pen Space 10% ogle Family 27% Agricultural 21% Industrial 9% Multi Family 4% Commerical 9% 10% Open Space (1,777 Acres) ▪ 27% Single Famly (4,661 Acres) ▪ 4% Multi Family (694 Acres) ▪ 9% Commercial (1,507 Acres) ▪ 9% Industrial (1,438 Acres) ▪ 21%Agricultural (3,529 Acres) • 8% Institutional (1,286 Acres) ▪ 12% Vacant (2,110 Acres) Total Acres: 17,003 (Note Total Acres excludes roads and river) Current Zoning Existing Land use and current zoning are similar, but not the same. Within the city Limits of Dubuque, Land is 100%zoned -- including vacant land. Most land is zoned for its current use, but not always. ❑ Using the same broad categories examined for existing Land use, the most prevalent zoning is 8,105 acres (48%) of single-family residential (which includes the small amount of two-family residential). ❑ The rest of the current zoning in Dubuque is divided about equally among agricultural with 3,067 acres (18%), com- mercial at 2,629 acres (15%), and industrial. with 2,253 acres (13%). Multi -family zoning encompasses only 636 acres (4%) and institutional only 314 acres (2%). ❑ A breakdown of current zoning is shown in Figure 9.3. A current zoning map can be found in the Appendix. • FIGURE 9.3 ❑ Current Zoning in Acres Agricultural 18% \ Single Family 48% Industrial 13% Commercial 15%�7� Multi Family 4% ▪ 18% Agricultural (3,067 Acres) • 15% Commercial (2,629 Acres) ▪ 48% Single Family (8,105Acres) • 13% Industrial (2,253 Acres) ▪ 4% Multi Famly(636 Acres) • 2% Institutional (314 Acres) Total Acres: 17,003 (Note Total Acres excludes roads and river) Chapter 9 - Land Use i Imagine Dubuque 1 Page 9-5 Vacant and Developable Land Within the city Limits of Dubuque, 2,490 acres (18%) of total Land area remain vacant and deveLopabLe based on analysis of current zoning in 2017. "Vacant Land" identified in the existing Land use discussion above is different from "vacant and deveLopabLe Land" inventoried based on current zoning and characteristics of that Land as described below. I� The general criteria for selecting vacant and developable properties included parcels equal to or greater than 5,000 square feet, all zones except agricultural, parcels not in a flood plain, parcels being used as agricultural but zoned otherwise, and/or parcels that are not compromised due to current use, topographic features, or parcel shape. IS Parcels owned by Dubuque County, the State of Iowa, or a railroad company also were eliminated. FU Next, properties smaller than 5,000 square feet were removed since the minimum lot size required for develop- ment of a single-family dwelling in the R-1 Single -Family Residential zoning district is 5,000 square feet. I. Additionally, ail AG Agriculturally zoned properties within the Dubuque city limits were removed. By City Code, the AG zoning district is intended to conserve farmland for agricultural purposes and prevent the premature develop- ment of large land acreages. Agriculturally zoned properties cannot be considered "vacant and developable" because City Council action on a rezoning is required prior to development with non-agricultural uses. Some vacant sites with access to utilities and roads might be consid- ered for rezoning to an alternative use. For example, the former Bowling and Beyond site near the Mississippi River at Kerper Boulevard and Hawthorne Street was suggested as a possible campground Location despite its existing industrial zoning. The outcome of City Council actions on potential AG rezoning re- quests cannot be predicted with any certainty. Through this process, just over 824 acres of Agriculturally zoned Land actively used for agricultural purposes were removed from the Vacant and Developable inventory. Some vacant parcels are easily developable with access to utili- ties, appropriate zoning, topography, etc. but for various market or other reasons the property has not been developed. To the west and south, most property is either agricultural or undeveloped. Proposed development must be keenly aware of steep slopes, wetlands, soil conditions, floodplains, and other environmental factors that may drive up the cost of development, i.e. extensive grading. New subdivisions should be prioritized in areas with appropriate residential zoning, outside regulated floodplains, and able to be served by city water and gravity sanitary sewer. • FIGURE 9.4 ❑ Vacant and Developable Land 2017 General Zoning Characteristics Single Family Residential ▪ Single Family Residential Overlay ▪ Mufti Family Residential ▪ Commercial ▪ Industrial \\ Page 9-6 I Imagine Dubuque I Chapter 9 - Land Use 2017 Inventory of Vacant and Developable Land Below is a summary of the 2017 inventory of vacant and de- velopable Land within the Dubuque city Limits based on the analysis of current zoning and Land characteristics described on the prior page. "Planned" zones refer to planned unit de- velopment zoning with a customized conceptuaL plan for a particular site. ResidentiaL groupings were based on the projected devel- opment of the housing space available. The estimates for projected development are 2.3 units/acre and 2.1 persons/ unit projected in Single -Family zones and 6 units/acre and 1.9 persons/unit projected in Multi -Family zones. 0 Development Density Estimates SINGLE-FAMILY ESTIMATES W 2.3 Units Per Acre • 2.1 Persons Per Unit 0 Single -Family includes Single -Family and Two -Family zoning. O Single -Family ResidentiaL Overlay zone is calculated separately because a single-family subdivision requires plat approval by the City CounciL prior to starting devel- opment. ❑ Multi -Family or Planned ResidentiaL category includes zones with three or more units/Lot. ❑ The CommerciaL category includes Office, Commercial, Planned Commercial, and Planned Office zones. ❑ The Industrial category includes Light Industrial, Planned Industrial, and Heavy Industrial zones. s ❑a❑ ❑02 ❑,Q MULTI -FAMILY ESTIMATES • 6 Units Per Acre • 1.9 Persons Per Unit • FIGURE 9.5 ❑ 2017 Inventory ofVacant and Developable Land in City of Dubuque Zoning Category Single -Family or Two -Family Single -Family Residential Overlay Multi -Family or Planned Residential Commercial or Office Industrial or Planned Industrial Total Projections Acres Percentage Dwelling Units Population 675 27% 1,553 3,262 444 18% 2,666 5,065 436 17% 2,618 4,975 494 20% 441 18% 2,490 100% 6,837 13,302 tt "Focus on unused or under-utilized land within Dubuque to provide denser, more centralized housing in mixed-use areas. We need to control sprawl while keeping our farmland (one of our most unique and valuable assets) in agricultural production." - Idea shared via Land Use Ouick Poll tt "Preserve some GREEN SPACE to allow the land to teach us - it is NOT a commodity to "use"- there is a "nature deficit" that needs to be addressed. Too much agricultural land has been swept up by developers for McMansions...The land has a right to be land, too." - Idea shared via Land Use Ouick Poll Chapter 9- Land Use I Imagine Dubuque 1 Page 9-7 Future Land Use Dubuque's natural environment makes it an attractive commu- nity in which to live and work. Its historic core supports a vibrant and integrated mix of uses. Active business uses line major down- town streets, livable neighborhoods surround its institutions, and the riverfront is alive with an evolving mix of tourism and enter- tainment uses. On the periphery, residential development is more oriented to rural, low-density development. This future land use plan provides a framework to guide develop- ment decisions that build upon Dubuque's existing infrastructure and neighborhoods. It maintains the qualities that make Dubuque an attractive place to live, work, learn and play, while accommo- dating future growth. Coordinated Planning Efforts: Regional Planning The Future Land Use Map incorporated public input as part of the Imagine Dubuque community engagement process for the new Comprehensive Plan and other resources related to future land use. A primary resource was the Dubuque Metropolitan Area Trans- portation Study, including the 2014 Southwest Arterial Economic Impact Analysis and the Dubuque Metropolitan Area Transporta- tion Study2045 Long Range Transportation Plan (adopted in Octo- ber 2016 and amended in January 2017). The Dubuque Metropolitan Area Transportation Study Plan in- volved coordination among City and County staff, smaLler cities in the region, community and regional stakeholders, and substantial public input. The Plan also involved transportation modeling and forecasts linked to population projections, future land use, and fi- nancial resources. • FIGURE 9.6 o Population Projections + Land Area Needs Dubuque Metropolitan Area Population Projection 2010 Population 83,056 Percentage 100% 4 These attributes make the Dubuque Metropolitan Area Trans- portation Study Plan a good foundation for creating the Imagine Dubuque Future Land Use Map. This map is consistent with both the 2013 Dubuque County Regional Comprehensive Plan and the future Land use maps in the 2045 Long Range Transportation Plan, in showing anticipated commercial development in nodes in pe- ripheral areas beyond Dubuque's current city Limits. This includes mixed-use nodes planned for the Southwest Arterial interchange between English Mill Road and North Cascade Road, as well as east of Key West near Granger Creek. Areas along Highway 20 at Swiss Valley Road also reflect commercial and multi -family resi- dential development patterns. The Dubuque Regional Airport is shown commercial on all three plans, as weLL. Population Projections According to the Dubuque Metropolitan Area Transportation Study, the Dubuque metropolitan area is expected to grow by 1.2% annually from 83,056 in 2010 to 114,032 in 2040. In 2010, the City of Dubuque comprised 69% of the population of the region. Assuming the population density of the City remains the same at 1,846 people per square mile, the region will need an addi- tional 16.78 square miles or 10,739 acres of developable Land to accommodate this growth. As noted above, Dubuque has 2,490 acres of vacant and developable land in the city limits. This Leaves the need for an additional 8,249 acres outside the current Dubuque ity limits to accommodate growth projections. 2040 Population 114,032 Percentage 100% 4 Projected Change Population 30,976 Percentage 37%+ Land Area Needs City Population Area Density 57,637 31.22 Square Miles 1,846 Square Miles IN Additional Area Needed 16.78 Square Miles -or- 10,739 Acres Source: 2010 US Census Bureau; Dubuque Metropolitan Area Transportation Study Page 9-8 1 Imagine Dubuque 1 Chapter 9 - Land Use Future Land Use Categories A Future Land Use Map identifies the best future physical development of the community. It becomes the guide for the official zoning map and for making zoning and subdivision decisions. The following Future Land Use Map displays seven land use categories (described below). ❑ Single Family Low-density, single-family homes, and related recreational, religious, and educational facilities that typically service a neighborhood population. ❑ Multi Family Areas of moderate- to high-density residential development that can include a variety of dwelling types from apartments to senior living facilities. The Multi Family designation is often located adjacent to major streets and serves as a buffer between commercial devel- opment and low density residential development. ❑ Mixed -Use i a Areas where many commercial land uses co -exist with residential and institutional uses without negative impact. Mixed-use areas also provide many benefits. Residents of mixed-use neighborhoods have more opportunities to walk because their jobs, shopping, entertainment, and schools are located nearby. Increased walking will result in reduced traffic congestion and vehicle emissions, and improved public health. ❑ Institutional This designation encourages facilities possessing the characteristics of an institutional use, primarily serving an educational, medical, religious, or charitable purpose. They also tend to function as substantially separate communities within the city. They maintain a large and definable resident population within a discrete geographical area. ❑ Commercial The commercial designation supports a variety of businesses that provide residents with desired goods and services while creating jobs and a stronger tax base. Land uses in this designation are not to adversely affect surrounding land uses and should be sensitive to pedestrian and transportation options. ❑ Industrial This designation provides for a variety of uses associated primarily with manufacturing, assembling, fabrication, warehousing, wholesaling, and commercial service operations that require adequate accessibility to transportation facilities. This designation is also intended to provide appropriate locations for those industrial uses that generate noise, smoke, dust, or odors that render them incompatible with most other land uses. ❑ Park & Open Space Public and private land that is utilized for active and passive recreation. Includes areas designated as floodplain that are susceptible to being inundated by flood waters from any source and consequently limiting development. Chapter 9 - Land Use 1 Imagine Dubuque 1 Page 9-9 Specific Plans in Downtown Dubuque The central core of Dubuque is primarily designated for mixed-use on the Future Land Use Map. This ensures flex- ibility to sustain and attract a variety of uses that will keep downtown vibrant. 0 Downtown Master Plan Adopted in 2003, this Master Plan targets the core area surrounding Main Street with plans for 1.5 million square feet of office and retail, 200 lodging rooms, and 1,000 residential units. Much of this study area overlaps with more recent sub -area plans such as the Historic Millwork District Master Plan. Given the significant amount of development that has occurred in downtown, this plan should be revisited to add a current vision and oppor- tunities to both coordinate and prioritize efforts in the various subareas listed here and shown on Figure 9.7 to coincide with more recent planning efforts. Descriptions of these plans, with links, are found in the Appendix. ❑ Port of Dubuque Master Plan (North Port) ❑ Historic Millwork District Master Plan ❑ Washington Neighborhood Revitalization Strategy ❑ Central Avenue Corridor (currently being developed) ❑ South Port (currently being developed) Historic Buildings along Dubuque's Central Avenue Corridor Aerial view of Washington Neighborhood Mixed -Use Development Page 9-10 i Imagine Dubuque i Chapter 9 - Land Use • FIGURE 9.7 O Specific Plans in Downtown Area ® '... 157-713 1t IOWA INITIATIVE Reimagining the South Port of Dubuque CENTRAL AVENUE CORRIDOR INITIATIVE • FIGURE 9.8 O Future Land Use: Current City Limits Industrial 13% Institutional 7% a libu *V iftwINA0 ft*A �r. rellat Ak* N gp IP % WO 1 * 11174 kt AV ***4 ,ogi _jtkiii,* ‘11401" -)Pi /P ni it y 0101 ' of i AU 4 i otif r- • tot ( Ao Downtown North Port Millwork District Washington Neighborhood Central Avenue Corridor MI South Port Single Family 38% Park and Open Space 18% Mixed -Use 3% Commercial 12% Multi -Family 9% II 38% Single Family (6,519 Acres) 9% Multi -Family (1,560 Acres) 12% Commercial (2,077 Acres) ▪ 3% Mixed -Use (484 Acres) ▪ 18% Park and Open Space (2,987 Acres) 7% Institutional (1,173 Acres) 13% Industrial (2,227 Acres) Total Acres: 17,003 .. • FIGURE 9.9 0 Future Land Use: Potential Growth Areas Industrial 4%, Park and Open Space 13% Mixed -Use 1% Commercial 5% Multi -Family 1% '/'Single Family 76"4 ▪ 13% Park and Open Space (5,524 Acres) 5% Commercial (2,034 Acres) In 76% Single Family (33,020 Acres) • 1% Mixed -Use (683 Acres) ▪ 1% Multi -Family (654 Acres) • 4% Industrial (1,684 Acres) TotalAcres: 43,599 Chapter 9 - Land Use I Imagine Dubuque 1 Page 9-11 Other Key Opportunities Key subareas outside of the city's downtown core include the Kennedy Road Corridor, the Northwest Arterial, and the future Southwest Artenal. Promoting a livable development pattem surrounding the key corndors is important to sustain long-term growth in these areas. D Kennedy Road Corridor: Opportunities for mixed-use development and improved pedestrian/bike access are suggested in the Transportation/Mobility Chapter. D Northwest Arterial: Opportunities for improved connec- tions with existing bike/pedestnan trail and mixed-use developments. D Southwest Arterial: Opportunities for mixed-use develop- ment to promote walkability, and bike/pedestrian access. "1 would like to see more mixed-use land use in existing residential neighborhoods. Small corner shops with some groceries within walking distance would be great." "1 would like to see more retail options and better designed places and spaces along the JFK corridor." "1 would like to see more mixed-use development along the Chavenelle Rd. area/Industrial Park area. Urban farms in each mixed-use area for food security. Solar farms on brownfields and rooftops for energy independence. Floodplains/wetlands near rivers to accommodate 500 yr floods." - ideas shared via Land Use Quick Poll 1` Westend District Kennedy Mall + College Grandview District t Downtown District T Port of Dubuque Wayfinding signage along John F Kennedy Road Corridor Mixed -Use Areas The Future Land Use Map shows future land use in the City of Dubuque and within potential growth areas outside the city limits that can be served byfuture extension of City water and sewer. It shows the City's two mile extra -territorial jurisdic- tion (ETJ) allowed by the State of Iowa, where the City has the authority to jointly regulate rural subdivisions with Dubuque County. It also shows the federally -regulated floodplain. The concept of mixed-use neighborhoods was part of the Im- agine Dubuque community input. The concept reflects a flexi- ble mix of land uses, such as a mix of residential and commer- cial land uses, and a mix of housing types, from single-family homes to multifamily units. Mixed-use areas can provide many benefits. Residents of mixed- use neighborhoods have more opportunities to walk or bike because their jobs, shopping, entertainment, schools, services, and places of religious assembly are located nearby. Increased walking and biking results in reduced traffic congestion and ve- hicle emissions, and improved public health. The Future Land Use Map shows the Port of Dubuque, Down- town, Central Avenue Corridor, John F. Kennedy Road Corridor, intersection of US 61/151, intersection of the Southwest Ar- terial with US 61/151 as mixed-use areas based on Imagine Dubuque community input on these areas. In addition, the map shows mixed-use at the intersection of the Southwest Arterial and North Cascade Road. This designation is consistent with the Dubuque Metropolitan Area Transportation Study 2045 Long Range Transportation Plan. Mixed-use will support the range of residential, commercial and institutional uses, includ- ing public schools, likely to develop around this intersection. Although not illustrated on the Future Land Use Plan, an- other opportunity for mixed-use development suggested by residents was the idea of integrating residential, commercial and recreational uses within industrial parks. This approach could potentially reduce transportation costs and promote better utilization of property. Page 9-12 i Imagine Dubuque i Chapter 9 - Land Use Potential Growth Areas Dubuque's low unemployment rate and significant track re- cord of job growth suggest continued need for additional commercial and industrial space. Expansion within and adja- cent to existing industrial development is anticipated, along with potentia I. selected new industrial locations within mayor roadway corridors like U.S. Highway 20, U.S. Highway 151, or the Southwest Arterial. In addition to continued infill in downtown Dubuque, additional commercial development is anticipated along these same roadway corridors, particularly at major roadway intersections. As highlighted in the Housing Chapter, there is a clear need to provide for additional housing options to encourage these new residents to live in Dubuque where access to fobs, shops, education, and recreation opportunities are readily accessi- ble. However, unlike the isolated development patterns of the past which focused on separation of uses, the Imagine Dubuque plan promotes the concept of mixed-use develop- ment that provides for walkable neighborhoods with con- venient access to goods, services, parks, and schools without the need to use a car for every trip. The Future Land Use Map reflects single-family subdivisions as the most likely development anticipated with the future extension of City utilities and services into the potential growth areas analyzed as part of the draft 2017 Annexation Study. This residential land use is consistent with the popu- lation projections in the 2014 Southwest Arterial Economic Impact Analysis and the Dubuque Metropolitan Area Trans- portation Study 2045 Long Range Transportation Plan for these potential growth areas. While not illustrated on the Future Land Use Plan, it will be essentialto provide these future developments with appropri- ate parks and interconnected bikeways/open space corridors to link them to other areas of Dubuque. The location of ap- propriate parks and open space areas is typically done at the time of development review of a specific subdivision, or within a separate Park and Recreation Master Plan. New multi -family areas are anticipated in proximity to employment areas like the Dubuque Industrial Center West or within the Southwest Arterial corridor. It will also be beneficial for new multi -family developments to integrate recreational and open space. Dubuque County Farmland in Southwest Arterial Corridor Chapter 9 - Land Use i Imagine Dubuque 1 Page 9-13 • FIGURE 9.10 D Future Land Use Map RICKARDSVILLE GRAF SHERRILL DUBUQUE FUTURE IANC USE IMAGINE DUBUQUE CENTR A PEOSTA ROADS 1 1 GRONTH AREAS SLJARTERIAL CITY LIMITS {iJ Q 2 MILE ETJ ® SURROUNDING CITIES (. I FLOOD PLAIN W J LAND USE SINGLE FAMILY MULTI FAMILY MIXED USE INSTITUTIONAL COMMERCIAL INDUSTRIAL 1.1 PARK & OPEN SPACE MINGLE Page 9-14 I Imagine Dubuque I Chapter 9 - Land Use 0 075 15 3 Miles Growth and Annexation The City's long-range goals include maintaining compact and contiguous development; accommodating projected residential, commercial, and industrial expansion; and facilitating planned and managed growth on the City's fringe. The city is restricted from expansion on its east side due to the Mississippi River, and is challenged by rugged terrain and limited roadway systems on the north and south. The 2017 Annexation Study is a cost -benefit analysis of po- tential growth areas for the City of Dubuque, Iowa and is an update to the 2006 Annexation Study. The purpose of this report is to analyze potential revenues and expenses in- curred from annexation, and provide an estimate of capital improvement cost to provide areas with City services. This information should be used in prioritizing areas for annexa- tion to further City goals for planned and managed growth. The economic impact of annexation includes the revenue of property taxes and user fees from new development as well as the cost of extending City services such as water and sewer Lines. The purpose of the annexation analysis is to assist the City of Dubuque in evaluating growth issues and is a continuation of ongoing evaluation by the City of Dubuque of issues relating to annexation. This study is not considered a plan of annexation. Rather, this study is an evaluation that may eventually lead to consideration of annexation of areas outside of the current corporate limits. The study encompasses 40,725 acres over 31 potential growth areas. This analysis of potential development pro- vides more than enough potential acreage to accommodate future population projections and appropriate residential and non-residential development. The Annexation Study prioritizes growth areas that stand to generate the greatest fiscal benefit to the City relative to the least amount of cost. The economics of private development also will weigh heav- ily in the timing of development, both in terms of land de- velopment costs and in terms of market demand for various product types. The City has, and will likely to continue to be asked, to partner with the private sector through took Like Tax Increment Financing to promote desired residential and industrial growth. A copy of the draft Annexation Study is included in the Appendix. tt `Dubuque can stop supporting urban sprawl immediately... Dubuque's urban planning must include larger scale walkability and undo poor planning of the past such as the parking ramp issues, food desert and uncrossable major roads such as Locust St, 61 & 20. - Idea shared via Land Use Quick Poll The following aerial photo highlights an area of undevel- oped Land within the City's 2 -mile extra territorial. jurisdic- tion in a potential growth area. This image shows extensive tree cover, with underlying slopes of over 20% - making de- velopment both expensive and environmentally challenging. These sensitive properties are highlighted on the Environ- mental Factors Map on page 4-13. Example of land with development limitations in Dubuque's future growth area. Chapter 9 - Land Use I Imagine Dubuque 1 Page 9-15 • FIGURE 9.10 ❑ Land Use Ouick Poll - Summary of Findings 365 RESPONSES ON THE LAND USE QUICK POLL fra ttttttttt� �nenauG.urru,.taIVautuwuwu�um� Riverfront Land Uses Should Be... Millwork District Downtown Entertainment/Commercial/Retail/Restaurant MIXED-USE DEVELOPMENT 01: Where should mixed-use development be considered in Dubuque? Millwork District Downtown Central Avenue Corridor North of Downtown Port of Dubuque Kennedy Corridor between Kennedy Mall and Asbury Southwest Arterial/North Cascade Rd Southwest ArteriaUUS Highways 61 8151 Other 22% 162.s 16% 10% RIVERFRONT DEVELOPMENT 02: Which land uses would you prioritize along Dubuque's riverfront? Recreation Entertainment Commercial / Retail / Restaurant Preserve Public Access Residential Light Industrial Other Heavy lndustnal Page 9-16 1 Imagine Dubuque 1 Chapter 9 - Land Use MULTI -FAMILY RESIDENTIAL 03: Multi -family development in Dubuque should be located near: Jule Transit Routes Mixed -Use Areas Schools Major Employers Shopping Centers Major Roadways Other 25% 14% 14% 9% The Jule FUTURE LAND USE MAJOR THEMES 04: What other future land uses should be in neighborhoods, the city, and areas outside the city? 0 Additional Parks: New growth areas should integrate neighborhood parks, and these parks should be connected to integrated trail and open space systems. 0 Protection of Natural Areas: Woodlands, bluffs, wetlands, creeks, and other natural areas should be preserved. Q; Encourage Infill Development: Focus on maintaining compact development and preserving agricultural areas around the peripheryof Dubuque. 0 Promote Mixed -Use Development: Residents were supportive of the locations proposed for mixed-use, and suggested consideration of additional opportunities - particularlynearthe intersection of University Avenue and Asbury Road, the southeast corner of Northwest Arterial and Asbury Road, and within the Central Avenue corridor. QRiverfront Recreation: Embracing the river and making it accessible for recreation and enjoyment for all. Land Use Recommendations Single Family Serve neighborhood needs such as education, housing, and recreation equitably while maintaining a viable, livable atmosphere and reducing environmental impacts. -,01111* ❑ Integrate future neighborhoods into Dubuque via access to trails, open space, and other recreational and educational amenities and connections to needed goods and services. ❑ Integrate new development into the natural environment by protecting significant woodland, prairie, and wetland areas and avoiding steep slopes. Multi Family Encourage a mix of housing affordable for all segments of Dubuque's population throughout the community, including options for those who might be saving for their first home. up, r* ❑ Encourage new multi -family development in proximity to jobs to minimize transportation costs. ❑ Integrate multi -family development within mixed-use areas identified on the Future Land Use Plan for increased access to goods and services in a walkable environment. Mixed -Use Aribp Create a vibrant environment where residents can live, work, and play within walking and biking distance of their home at opportunity sites throughout the community. r* ❑ Evaluate potential modifications to the existing C -2A Mixed -Use Neighborhood Zoning District, or creation of a new Zoning District, to accommodate larger mixed-use areas that may include ground floor residential. space. ❑ Work with property owners and developers to encourage and create walkable, mixed-use developments in locations identified on the Future Land Use Plan. 0 Integrate a variety of residential product types in mixed-use areas, including multi -family products such as townhomes and apartments, but also incorporating some single-family housing. Institutional Support essential public facilities and services for future growth and ensure that everyone in the community has equitable access to these services. 0 Explore a new school site to serve future growth areas, particularly within the Southwest Arterial corridor. 0 Integrate new institutional uses such as churches or non -profits in proximity to residents they serve. Such uses may be particularly appropriate in future mixed-use areas. VIABLE LIVABLE A EQUITABLE A Each recommendation listed re- lates to making Dubuque more viable, livable, and equitable. The symbols noted above correspond to these guiding principals and are listed along with the recommenda- tions they pertain to. Chapter 9- Land Use I Imagine Dubuque 1 Page 9-17 Land Use Recommendations Commercial Be responsive to market demands and the needs of residents by providing key retail and employment centers. Ensure that such development does not impact the quality of life in adjacent residential neighborhoods. c) D Explore additional opportunities for limited commercial development within neighborhoods to provide enhanced local access to day-to-day goods and services like convenience goods, dry cleaning, etc. Such uses are typically best located at major intersections. D Continue to concentrate commercial uses with a regional draw along major transportation corridor, including downtown. Industrial L Attract large employment centers with access to infrastructure facilities. Ensure that such development does not disproportionately impact residential areas. ;9- 40* D Allow for appropriate expansion of existing industrial parks as identified on the Future Land Use Map. D Explore additional industrial development opportunities near the Dubuque Regional Airport, particularly in the U.S. Highway 61 corridor. Park and Open Space Preserve key environmental features and provide recreational opportunities for all segments of the population through a variety of demanded active and passive options. u qp* D Continue to work closely with the School Districts to locate and, where appropriate, share facilities to serve existing and future neighborhoods. D Link existing and future development with open space and trail corridors. D Continue to explore additional recreational opportunities along the nverfront. D Work with residents and local gro ups to explore creation of a mountain biking facility in Dubuque. RIO VIABLE %O. IP LIVABLE r A EQUITABLE Each recommendation listed re- lates to making Dubuque more viable, livable, and equitable. The symbols noted above correspond to these guiding prhicipals and are listed along wdth the recommenda- tions they pertain to. JOUR O. REM EEO REGRERE WN ARE. Page 9-18 I Imagine Dubuque I Chapter 9 -Land Use Vr CHAPTER 10 A CALL TO ACTION CHAPTER ATAGLANCE ii ❑ Introduction ❑ Partnerships for a Better Dubuque O Recommendations O Priorities and Measuring Success 10-2 10-4 10-8 10-23 CHAPTER 10 A CALL TO ACTION "The conductor of an orchestra does not make a sound, he depends, for his power, on his ability to make other people powerful." -Benjamin Zander, Conductor; Boston Philharmonic. Just as the imagine Dubuque Comprehensive Plan was built on community engagement implementation of the plan will also need to be built on an engaged community — one that pulls together, combines resources, and shares in the vision of making Dubuque increasingly viable, livable, and equitable. Introduction Strong Partnerships Hold the Key One of the keys to why Dubuque has thrived in recent years, and a critical key to future success, is partnerships. While these part- nerships may be formal or informal, to be successful they require two key elements - people and planning. Peoples' willingness to find common ground and focus on shared visions and values is critical to successful implementation of this plan. ❑ Dubuque Goals Partnership fora Better Dubuque: Building Our Community that is Viable, Livable, and Equitable Shared Vision Based on the 12,500 plus ideas expressed during the Imagine Dubuque planning process, the desires of Dubuquers align closely with that of the City Council, as outlined by the City's vision statement: "Dubuque 2037 is a sustainable and resilient city and an inclusive and equitable community. Dubuque 2037 has preserved our Master- piece on the Mississippi and has a strong diverse economy and ex- panding connectivity. Our residents experience healthy living and ac- tive ctive lifestyles; have choices of quality,livable neighborhoods; have an abundance of fun things to do; and are engaged in the community." Pulling the communitytogether to identify common ideas and a vision is what the Imagine Dubuque process has been all about (see Chapter 2). Maintaining and continuing to build partner- ships will be an essential element in ensuring the successful implementation of this plan (see graphic on page 10-4). w • Measures of Success: Bee Branch Creek Page 10-2 I Imagine Dubuque I Chapter 10 - Implementation Plan Direction It is important to understand that this is a community plan and not a city plan. Most of the ideas brought out in this process wiLL depend on community organizations and community mem- bers to move forward. As far as the City, in addition to the City Council, two City commissions wiLL also have a significant roLe in impLementing the Imagine Dubuque Comprehensive PLan. ❑ Long -Range Planning Advisory Commission — This com- mission was activeLy invoLved in deveLoping the recom- mendations to City CounciL for the Comprehensive PLan, and wiLL pLay an important roLe in keeping the pLan cur- rent and reviewing future actions to ensure consistency with the plan. ❑ Resilient Community Advisory Commission — This reLativeLy new commission, estabLished in 2016, has a defined advi- sory purpose as outLined in the graphic on page 10-5. '1 ^. usivE dubuque ing Pe••le•Streng. oaunity an s David Johnson, Assistant Planner with the City of Dubuque, lea. Inclusive Dubuque at a Focus Group Event on November 9th, 2016 Recommendations It will take significant time, effort, and in many cases fund- ing, to achieve the vision outlined in this Imagine Dubuque Comprehensive Plan. The foLLowing recommendations wiLL guide pLan impLementation. Recommendations are organ- ized by major topic, and are reLated to overaLL Dubuque goaLs as defined by the City Council. They are not Listed in order of priority — it wiLL be up to both the City CounciL and the community to prioritize the key recommendations outLined in Imagine Dubuque. Imagine Dubuque is a Call to Action, not just a 20 -year plan! What kind of community do you want for your chiLdren, grand- chiLdren, friends and neighbors, both new and Long standing? The onLyway to have a viabLe, LivabLe, and equitabLe commu- nity is to make it so. It wiLL not just happen on its own. It is hoped that you will heed this Call to Action. It is your re- sponsibiLity to deveLop the action steps, create the strategies for success, be incLusive in your efforts and make your commu- nity sustainabLe and resiLient. These are your ideas and you have the responsibiLityto participate in moving them forward. As the City approaches implementation of the plan, it needs to be remembered that this is a community plan and the city should not take the lead on items best implemented by others. The City does need to identify ways to encourage and support others and to partner where appropriate to make the pLan a reaLity. How do you define a resilient community? 'A community that is able to address the challenges it faces currently as well as being prepared to address + overcome future challenges. It requires the community to have the foresight to look forfuture challenges + also the courage to take the difficult steps either now or in the future." - Idea shared by the Resilient Comm unityAdvisory Commission 14 eiMENC s Ose Akinlotan, Planning Technician with the City of Dubuque, speaks to the City of Dubuque Leadership Team, relaying progress and plan updates. Chapter 10 - Implementation I Imagine Dubuque 1 Page 10-3 Partnerships for a Better Dubuque I The vision of making Dubuque a more viable, livable, and eq- uitable community requires the entire community working to- gether towards o- gethertowards common goals. It is people, planning, and partnerships that are all required to achieve the community's shared vision as outlined in this Imagine Dubuque Comprehensive Plan. The following illus- tration graphically portrays some of the key organizations and initiatives that are working together for the good of all Dubu- que residents, and together will help implement this plan. Inclusive Dubuque As noted on their website, from its creation in 2012, I nclusive Dubu- que has been focused on building "a local network of leaders from faith, labor, education, business, non-profit, and government dedi- cated to advancing justice and social equrty in our community." This network is strong and has resulted in many posrtrve outcomes in- cluding the creation of a community equity profile and facilitating community conversations. Since equity touches all elements of the plan, the Inclusive Dubuque network is an ideal forum to carry for- ward the dialogue on implementing plan recommendations. WORKING TOGETHER TO BECOME MORE VIABLE,LIVABLE,& EQUITABLE sotainabi& Green V'NVN1" C(( DUBUQUE DUBUQUE _00c °eve/ ss Initiatj • Greater Dubuque fla STAR4 TUP DUBUQUE access dubuque jobs governance AWN $Tli[LT i DUBUQVE AREA DUB CHAMBER 14rr1ATlv13 aen..rat, o .ar aurssacu IMAGINE DUBUQUE unit Car, Community Foundanior. 1c.2.�rr MAkeir 4 cultural raollb Us dubuque 110.1.01.1.0111 (.0mmu_ca rJ races.:voices m/ ..r„ CIRCLcr initis vL Crescent Communily HEAD DOWBREAM CENTER 1 IUMANE SOCIETY Ath andCu Buts In dein. +education ttnn-me.Esn7;ig r»rnnarnvnEEEcr. <ow.tw IRPCoots Clarke LORA' C 01 L1t(il: Page 10-4 I Imagine Dubuque I Chapter 10 - Implementation Boards and Commissions Boards and commissions are important partners in the Coun- cil -Manager form of government in the City of Dubuque and the City's role in implementing this plan. Whiletheyare main- ly advisory, some have bigger roles in implementing policy like the Zoning Advisory Commission. Another example is the Long -Range Planning Advisory Commission, which was instrumental in guiding and bringing together the commu- nity to inform the recommendations to the City Council for Imagine Dubuque. The creation of the Resilient Community Advisory Commission was identified as a City Council Top Pri- ority in 2015 and established in 2016. Long Range Planning Advisory Commission The purpose of the commission is to foster the community planning process, develop policies, goals, plans, and man- agement tools based on a consensus of community values, and help guide the community's future development, public policies, and decision making. The Commission provides a leadership role in planning and coordinating the comprehen- sive planning effort. They also supervise the preparation and maintenance of the plan and provide input into the process to help guide coordinated, consistent, and harmonious devel- opment of our environmental, physical, and social environs. PURPOSE OF THE LONG RANGE PLANNING ADVISORY COMMISSION Plan Leadership Provide a leadership role in the plan- ning, coordinating, and sponsoring of a periodic community planning process ■li;ii�i.1JLar��71,iik,rui;iliLIR1t urea Coordinate and supervise the preparation and maintenance of the comprehensive plan •rL'U LI IlnL.I�U.�1��111Ir;lIL=NIa� Provide input to the city manager in the preparation of the city manager's recommended multiyear capital improvement program Undertake Studies Study existing conditions and future growth to provide process input, guide, and accomplish coordinated, consistent, and harmonious development Lead or assist with City surveys, studies, maps, plans, or charts with due regard to its relation to neighboring territory Wit:4 V111111 1 I:uuau'111L41 Recommend amendments to all or parts of the comprehensive plan in response to the community planning process, after a public hearing Z a 114 1:1141,:4 NEN To review proposed urban renewal plans and urban revitalization plans for consistency with the comprehenave plan .�uu=urlai.r�iils Jrl1raFY�=ur1ILr1$ Undertake public information efforts to enhance public understanding of the community planning process �SF��fl�rzI LsSaea:ti�71�Y�i;1I1�r Undertake other specific long range planning projects which maybe referred to the commission by the city council Chapter 10 - Implementation I Imagine Dubuque 1 Page 10-5 Resilient Community Advisory Commission The Resilient Community Advisory Commission, much like Imagine Dubuque, touches aLL facets of community life. They advise on city policies and practices to assure resilient outcomes; facilitate the ability to adapt to factors influenc- ing the social/cultural, economic, and environmental well being of the community; prevent, prepare for, and recover from adverse vulnerabilities and change through coordina- tion, data analysis, evaluation, and citizen engagement; and to create a viable, livable, and equitable community. Through a robust community engagement process, over 200 residents provided input to define resiliency as: "The ability of individuals and systems to prevent, prepare for, and recover from adverse vulnerabilities while adapting to long-term changes." PURPOSE OF THE RESILIENT COMMUNITY ADVISORY COMMISSION T Research Data Review research and data in order to pro- vide input on re -identification, prevention, and plans for potential economic, environ- mental, and sociaVcultural vulnerabilities. Review Plans Review plans for Long-term prevention, preparedness, and recovery efforts. I �J Review Recommendations Review policy and program recommen- dations to the City Council in order to influence resilient outcomes for the community. Comment on Goals Provide comment to the City Council on the allocation of budgeted city funding to achieve adopted resiliency goals. Educate the Public Educate and engage the public on commission priorities. Provide Input Provide input on and review strategies to address identified vulnerabilities in collaboration with city staff, other city commissions, and community partners. Recommend Grant Allocations Review and make recommendations regarding Sustainable Dubuque Commu- nity Grant allocations. ric30! 4111. Respect City Authority Work collaboratively with government, understanding the responsibilities of the City Council, City Manager and City staff. Communicate + Coordinate Ensure coordination and communication with other commissions. Page 10-6 I Imagine Dubuque I Chapter 10 - Implementation SUSTAINABLE DUBUQUE viable livable equitable Vision Statement Dubuque is a viable, livable, and equitable community. We embrace economic prosperity, social/ cultural vibrancy and environmental integrity to create a sustainable legacy for generations to come. ENVIRONMENTAL/ECOLOGICAL INTEGRITY P4$le ECONOMIC Equitable SOCIAL/CULTURAL PROSPERITY VIBRANCY www.sustainabledubuque.org Dubuque's 12 Sustainability Principles These principles guide government, business, non-profit, and individual actions in Dubuque. Community planning documents including the Comprehensive Plan, Long -Range Transportation Plan, Comprehensive Economic Development Strategy, and many others are guided by this sustainability framework. > Dubuque is a community that values... Economic Prosperity Community Design > The built environment of the past, present and future which contributes to its identity, heritage and sense of place Social/Cultural Vibrancy Smart Energy Use := Energy conservation and expanded use of renewable energy as a means to save money and protect the environment Resource Management > The benefits of reducing, reusing and recycling resources Regional Economy > A diversified regional economy with opportunities for new and green markets, jobs, products and services Green Buildings > A productive and healthy built environment Environmenta I Integrity Community Knowledge > Education, empowerment and engagement to achieve economic prosperity, environmental integrity and social/cultural vibrancy Healthy Local Foods> The benefits of wholesome food from local producers, distributors, farms, gardens and hunters Community Health and Safety > Systems, policies and engagement to ensure that all residents have access to healthy and safe lifestyle choices • A Reasonable Mobility > Safe, reasonable and equitable choices to access live, work and play opportunities Healthy Air Fresh, clean air, reduced greenhouse gas emissions and minimized health risks Clean Water > Water as the source of life, seeks to preserve and manage it in all forms Native Plants & Animals Biodiversity through the preservation, restoration and connection of nature and people Chapter 10 - Implementation I Imagine Dubuque Page 10-7 Greater Dubuque DEVELOPMENT CORP. Greater Dubuque 2022 Recommendations: Economic Prosperity A strong economy is key to Dubuque's present and future success: While the City of Dubuque certainly has a role in promoting economic prosperity, partners like the Greater Dubuque Development Corporation, Dubuque Main Street, and the Dubuque Area Chamber of Commerce are key drivers in this area, all dependent on businesses creating jobs. 2017 marked the conclusion of the Greater Dubuque Development Corpora- tion Next Campaign, a very successful effort to promote economic growth focused on job creation, increased wages, construction investment, and population growth. Targets established by the Greater Dubuque Develop- ment Corporation in each of these categories in 2012 were exceeded by the end of the campaign in 2017. Greater Dubuque Development Corporation recently launched their new Greater Dubuque 2022 campaign to continue that success over the next five-year period. Goals for this new campaign include: ❑ 64,000 jobs, an increase of over 5% from current Levels ❑ $800 million dollars in new residential and commercial construction ❑ $60,000 median household income ($47,450 in 2015) ❑ 100,000 population of the Greater Dubuque Area (97,000 in 2017) Page 10-8 I Imagine Dubuque I Chapter 10 - Implementation Robust Local Economy r1 Dubuque Goals Robust Local Economy: Diverse Businesses and Jobs with Economic Prosperity Key recommendations, partners, and actions to promote a robust local economy and achieve many of the ide- as identified by residents in the engagement process are outlined in the table on the following page. Recommendations Partners Employment • Continue ongoing efforts to diversify Dubuque's economy, including all sectors and all employment types and categories. • Convene Local employers attracting talent from elsewhere and from the region, identify successes and challenges based upon local employer experiences, and develop a comprehensive 'hype r-local'approach to overall diverse talent attraction and development, including a Local talent pipeline. • Continue to strengthen existing start-up business and entrepreneurial programming to develop a com- prehensive entrepreneurial eco-system.This system should include programs and resources, including funding, for entrepreneurs through Stage 2 growth. (Stage 1 and 2 entrepreneurs are described on page 10 in the Economic Development Analysis Report in the Appendix.) • Continue the current work of Inclusive Dubuque, also formulating strategies to enhance economic resil- iency and mitigate the impact of economic disruptions locally. • Greater Dubuque Development Corporation, Startup Dubuque, Project HOPE,Access Dubuque Jobs, Dubuque Area Chamber of Commerce, Northeast Iowa Community College, University of Dubuque, Clarke University, Loras College, Dubuque Community School District, Holy Family Schools, Inclusive Dubuque network, Dubuque Main Street, Dubuque Area Labor Management Council, Dubuque Initiatives, Washington Neighborhood Development Corporation, Dubuque Racing Association Housing • Work with local residential realtors to understand whyfamilies choose or do not choose Dubuque when purchasing a new home.Once understood, use this data to identify suitable development sites for new homes. • Foster the development of new and additional housing products in suitable locations throughout the City. • Continue the current work of Inclusive Dubuque, also formulating strategies to enhance economic resil- iency and mitigate the impact of economic disruptions locally. • East Central Iowa Association of Realtors, Dubuque Home Builders and Associates, Inclusive Dubuque network Business • Work with the city's broadband providers to ensure the city's technological future, given its implications for the city's business growth and employment growth. • Collaborate with Kennedy Mall ownership and surrounding major centers to support regional retail. • Greater Dubuque Development Corporation, Wisconsin Independent Network, Mediacom, CenturyLink, and other local providers of Internet services, Kennedy Mall Ownership/ Surrounding Major Retail Centers Chapter 10- Implementation 1 Imagine Dubuque 1 Page 10-9 Dubuque Arboretum Recommendations: Sustainable Environment 1 Through Sustainable Dubuque and other efforts, the community has become a national leader in efforts to responsibly grow while protecting the environment. This is clearly a topic that residents are passionate about given many excellent comments and ideas generated during the Imagine Dubuque process. Promoting clean water, healthy air, and native plants and animals are all important Sustainable Dubuque concepts. The city's location within the Driftless Region (untouched by glaciers) and along the Mississippi River emphasizes the importance of integrating development into the natural environment. 0 Sustainable Environment • Dubuque Goals Sustainable Environment: Preserving and Enhancing Natural Resources Key recommendations, partners, and actions to promote a sustainable environment and achieve many of the ideas identified by residents are outlined in the table on the following page. Page 10-10 1 Imagine Dubuque 1 Chapter 10 - Implementation Recommendations Partners Clean Water • Continue the efforts of the Bee Branch Watershed Flood Mitigation Project to mitigate health and envi- ronmental hazards in Washington, Point, and North End neighborhoods. • Continue to implement the Catfish Creek Watershed Management Plan to protect creeks, sensitive ecological habitats, and promote conservation -minded development. • Neighborhood Associations, Catfish Creek Watershed Management Authority, Dubuque Soil and Water Conservation District, Iowa Department of Natural Resources, State Rood Mitigation Board Clean Air + Energy • Continue to implement the 50% by 2030 Climate Action Resiliency Plan by focusing on waste reduction, transportation improvements, and energy efficiency of homes and businesses to achieve climate goals and renewables. • Support mobile air quality monitoring to increase citizen awareness and identify and target toxic hot spots. • Dubuque Metropolitan Area Solid Waste Agency, Iowa Department of Transportation, Green Dubuque, Alliant Energy, Black Hills Energy Healthy Neighborhoods • Continue Healthy Homes strategy as part of the CHANGE and Bee Branch revitalization efforts. • Continue to implement the Emerald Ash Borer Readiness Plan to maintain safe and healthy neighbor- hoods. • Seek partnership opportunities to increase localized native plant, pollinator habitat, and edible land- scaping in public spaces. • Green and Healthy Homes Initiative, Dubuque Trees Forever, Green Dubuque, Iowa State University Extension and Outreach Land Conservation • Conserve areas near water trails and canoe launches, serene places to escape the city, and viewpoints to watch migratory birds, shown on the Environmental Factors Map. • Catfish Creek Watershed Management Authority, Dubuque County Conservation Board, Private Property Owners, Dubuque Soil and Water Conservation District Eco -Education + Participatory Conservation • Promote educational programming and partnerships that enable children to experience nature. • Explore incentives for backyard and curbside composting that reduce the proportion of landfilled food waste. • Explore a community -wide Zero Waste PoLicythat creates a closed-circuit economy of low -impact or reduced consumption lifestyle and marketplace for post -consumer products. • Dubuque Metropolitan Area Solid Waste Agency, Green Dubuque, Green Iowa AmeriCorps, National Mississippi River Museum and Aquarium, the Friends of the Mines of Spain, Loras College, Dubuque County Conservation Board, Dubuque County School District, CLE4R (CLEan Air in the River Valley) Chapter 10 - Implementation I Imagine Dubuque 1 Page 10-11 s Taste of Dubuque 1 Source: Photo contributed by Bob Felderman of General Bob Photography, Dubuque, Iowa Recommendations: Social + Cultural Vibrancy Culture and the arts are one of the areas that sets Dubuque apart from other similar sized communities, and a keyfactor in attracting and retaining a strong workforce. Based on extensive comments during the Imagine Dubuque planning process residents had many suggestions to further social and cultural vibrancy in Dubuque. Community knowledge, green buildings, healthy local foods, and com- munity health and safety are key social and cultural vibrancy components within the Sustainable Dubuque model. Community recommendations will. help to further Dubuque as a viable, livable, and equitable community. Diverse Arts, Culture, Parks, and Recreation M Vibrant Community • Dubuque Goals Diverse Arts, Culture, Parks, and Recreation: Experiences and Activities Vibrant Community: Healthy and Safe Key recommendations, partners, and actions to promote social and cultural vibrancy and achieve many of the ideas identified by residents are outlined in the table on the following page. Page 10-12 1 Imagine Dubuque 1 Chapter 10 - Implementation Recommendations Partners Food • Colleges, institutions - consider purchasing from more than one contracted vendor to increase Local purchasing. • Support food production spaces & establishment of Community Supported Agriculture; make City land available for food production • Communicate with other"food cities"to share ideas as this develops in Dubuque. • Recreation programming can have cooking classes addressing social (food insecurity/cost), educational (enhanced learning) and cultural (inclusion, communication) needs. • Consider food access as an objective of the City's transit systems. • Evaluate whether Local solid waste can begin to incorporate a compost component, simiLarto Des Moines, that would provide a source of compost for local gardens & production. • Consider an active policy supporting front yard food gardening. • Dubuque Metropolitan Area Solid Waste Agency, Dubuque Community SchooL District, Holy Family Schools, University of Dubuque, Clarke University, Loras CoLlege, Convivium, Dubuque Rescue Mission, Dubuque Soil and Water Conservation District, Community Foundation of Greater Dubuque, Dubuque Main Street, AmeriCorps, Master Gardeners Education + Empowerment • Incorporate and support recommendations from the 2017 update of the Community Solutions Action Plan into the implementation program for Imagine Dubuque. • Support and further community learning about best practices in equity and inclusion. • Work with community providers including non -profits, faith communities, and Dubuque -area colleges and universities to expand child care options and resources, whether through on-site programs, clearinghous- es for providers, or other means. • HilLs and DaLes, Northeastern Iowa Community College, Iowa Childcare Resources and Referral, Community Foundation of Greater Dubuque, Inclusive Dubuque, Dubuque Area Congregations United, Dubuque County Early Childhood, United Way Arts + Culture • Work with the City's Leisure Services Department to consider where and how recreation programming and use of public parks can bring culturaLand arts events to neighborhoods that are isolated or distant from downtown. • Evaluate public transit and municipal parking policies relative to their success or gaps in providing weekend and evening access to key arts and culture facilities, particularLy in Downtown Dubuque and around emerging areas and venues. • Promote partnerships to co -market events at the University of Dubuque's Heritage Center and the Arts @ CLarke series as part of the City's overall offerings. • Through partnerships with the Multicultural Family Center, senior citizen organizations/providers, the city's educational system, and Local universities, explore ways to expand how residents think about culture"and "arts"to include new and emerging forms and expressions. • University of Dubuque, CLarke University, Multicultural Family Center, Dubuque Community SchooL District, Holy FamiLy Schools, Dubuque Area Convention and Visitors Bureau, Dubuque Main Street, Private event spaces Like the Smokestack, Steeple Square, etc. Green Buildings + Historic Preservation • Recognizing the importance of historic preservation and adaptive reuse, promote waste recovery, and consider recruiting a Habitat for Humanity ReStore or other building reuse retailer. • Illustrate the tangible economic and sustainability benefits—direct, indirect, and induced—to Dubuque's economy and communityfrom the work done by the City's historic preservation programming and the City's private and public sector partners. Communicate these benefits consistentlyto all of Dubuque's many constituencies. • Work with Dubuque's regional development communityto identify and access new and emerging funding options, including crowd funding, to support the ongoing rehabilitation of the City's historic properties. • Expand existing programs, such as HEART, to train additional Local workers in preservation -related building trades. • Habitat for Humanity, Green Dubuque, Heritage Works, Greater Dubuque DeveLopment Corporation, Community Foundation of Greater Dubuque, The Petal Project, Four Mounds Foundation Chapter 10 - ImpLementation I Imagine Dubuque 1 Page 10-13 Recommendations Partners Community Safety • Assess options for improving trash collection in Downtown Dubuque. • Review sidewalk implementation and repair plans, particularly for JFK Road and portions of Dodge Street, to identify places where better sidewalks would contribute to greater safety. • Assess areas of sub -standard lighting and investigate the cost and feasibility of installing additional lighting, particularly solar or LED lights; focus on Downtown Dubuque and other areas with cultural, arts, and community facilities that attract or could attract people from throughout the city. • Continue to support the Police Department's policies and initiatives around diversity, community and understanding, including the Community Liaison role. • Explore the potential to provide training and financial resources for the Police Department and commu- nity organizations around managing mental health issues in the context of public safety. • Foster continued partnerships between the Dubuque Police and neighborhood associations to address safety and operations, especially as new or enhanced neighborhood recreation facilities are identified and designed. • Neighborhood Associations, Dubuque Coalition for Non - Violence, Sisters of Saint Francis Health • Actively promote partnerships and policies that address mental health and addiction, focusing on pre- vention and building community resilience rather than reactions. • Evaluate community-based options for supporting mental health, such as support groups for people experiencing depression, caregivers, and affected families. • Explore the potentiaLfor Dubuque area health providers to "prescribe"fruits and vegetables as part of a strategy to combat obesity. • Promote in -school healthy food actions including school gardens, wellness, and exercise. • Dubuque Community School District, Holy Family Schools, Crescent Community Health Center, Hillcrest Family Services, Medical Associates Clinic, Dubuque CommunityYMCA/YWCA, Tri-State Independent Physicians Association, Mercy Medical Center, UnityPoint Health - Finley Hospital Recreation • Re-evaluate the Parks and Recreation Plan, potentiallythrough a strategic update or addendum, to identify opportunities to provide flexible, programmable space; improve active recreation connectivity in neighborhoods; and enhance Dubuque's "dog -friendliness:' • Initiate a feasibility evaluation for a Community Center, potentially including indoor recreation and in- door/outdoor aquatic facilities, with an eye towards creating a multi -generational and central community gathering place that supports health, wellness, and social interaction among residents. • Evaluate and revise, as appropriate, the dog -related policies for all of Dubuque's park and recreation facilities. • Dubuque Community School District, Holy Family Schools, Dubuque Community YMCA/ YWCA, Dubuque Dream Center, Multicultural Family Center Page 10-14 1 Imagine Dubuque 1 Chapter 10 - Implementation Washington Court Apartments Recommendations: Livable Neighborhoods + Housing IDubuque is home to both wonderful historic neighborhoods, typically in and around downtown, and newer subdivisions in the West End and other areas around the community's periphery. Affordability, housing choice, and ensuring healthy homes are all impor- tant components of quality housing in Dubuque. Recommendations such as enhancements to transportation systems, parks, and public safety are also important to creating livable neighborhoods, and are addressed in other areas of this action plan. Livable Neighborhoods and Housing • Dubuque Goals Livable Neighborhoods and Housing: Great Place to Live Key recommendations, partners, and actions to promote livable neighborhoods and achieve many of the ideas identified by residents are outlined in the table on the following page. Chapter 10- Implementation 1 Imagine Dubuque !Page 10-15 Recommendations Partners Livable Neighborhoods • Continue to review the City's codes and incentives to ensure what is working continues, and that any other barriers are a priority to address and remove. • Recognizing the importance of historic preservation and adaptive reuse, promote waste recovery and consider recruiting a Habitat for Humanity ReStore or other building reuse retailer. • Illustrate the tangible economic and sustainability benefits—direct, indirect, and in- duced—to Dubuque's economy and communityfrom the work done by the City's historic preservation program and the City's private and public sector partners. Communicate these benefits consistently to aLL local, state and federal constituencies. • Identify and collaborate with new partners in other fields, such as health and wel- fare, environmental, education, and the cultural arts to strengthen the links between Dubuque's neighborhoods and their evolving story. • Promote mixed-use development both downtown, within the John F. Kennedy Road Cor- ridor, and key intersections along the Southwest Arterial. These mixed-use areas should provide a variety of residential choices, access to goods and services, and neighborhood amenities like parks and schools within a walkable environment. • Habitat for Humanity, Neighborhood Associations, Dubuque Home Builders Association, East Central IntergovernmentalAssociation, Hillcrest Family Services, Inclusive Dubuque, Catholic Charities, Heritage Works, Dubuque Initiatives, Washington Neighborhood Development Corporation Housing • Support the City's inspection programs as well as the Green and Healthy Homes Initiative. • Monitor affordability and housing stress, an important health indicator, annually. • Look to increase wages and self-sufficiency opportunities in the community to make housing more attainable. • Adopt and implement a mix of educationaljoutreach programs to increase housing provider participation in Housing Choice Voucher program. • Adopt and implement a mix of financial incentives/policies for creation of Housing Choice Voucher units throughout community. • Habitat for Humanity, Neighborhood Associations, Dubuque Home Builders Association, East Central I me rgovernme ntal Association, Hillcrest Family Services, Inclusive Dubuque, Catholic Charities, Dubuque Area Landlord Association Page 10-16 1 Imagine Dubuque 1 Chapter 10 - Implementation Recommendations: Community Facilities To support a viable, livable, and equitable community, Dubuque needs a sound infrastructure system to provide residents and businesses with water, sewer, public safety, leisure, and other services. Aging facilities, evolving technology, and changing demands can all place stress on systems designed to provide residents with their basic needs. Dubuque has been proactive in updating many of its facilities. However, being the oldest community in Iowa also means having some olderfaalities that are in need of updating. 11SL'' vel. Native plants surrounding the Bee Branch dd Financially Responsible, High Performance City Organization ■ Dubuque Goals Financially Responsible, High -Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Key recommendations, partners, and actions to promote and strengthen infrastructure and achieve many ofthe ideas identified by residents are outlined in the table on the following page. Chapter 10 - Implementation I Imagine Dubuque I Page 10-17 Recommendations Partners Infrastructure • Continue to expand the sanitary sewer collection system to meet growth needs, particu- larly in proximity to the Southwest Arterial, the West End, and the South Port. • Utilize the results of the water system dynamic model (currently under development) to identify current needs, as well as plan for future growth of the community. • Continue the integration of the former Vernon Township and Barrington Lakes water systems into the overall City of Dubuque system. • Update the city-wide stormwater management ordinance to guide future growth and development and to address onsite infiltration and sustainable development practices. • Continued expansion of fiber optic access throughout the community. • Partner with Green Dubuque and other similar organizations to define metrics to moni- tor progress on environmental goals as outlined in the 50% by 2030 Climate Action and Resiliency Plan. • Catfish Creek Watershed Management Authority, Fiber Optic/Internet Service Providers, Green Dubuque, Iowa Economic Development Authority, Iowa Finance Authority Public Safety • Ensure budget and staffing needs for aLL City Departments as Dubuque's population grows. • Identify and document deficiencies of existing 911 Communications Center, and explore facility expansion. • Continue to explore the possibility of adding a police substation to further community policing efforts and adequate geographic coverage. • Explore potential future sites for an additional or relocated fire station with access to the Southwest Arte riaL • Iowa Department of Homeland Security and Management, Iowa Department of Public Safety Municipal • Explore the potential for a small library branch within the West End. • Monitor market conditions and strategically implement the Chaplain Schmitt Island Master Plan and other emerging plans. • Repurpose the Five Rags Center according to outreach studies to better showcase and utilize the storied downtown venue. • Friends of the Library, Dubuque Racing Association Page 10-18 I Imagine Dubuque I Chapter 10 - Implementation Dubuque Intermodal Transportation Center Recommendations: Transportation + Mobility 1 Rivers, roads, trails, planes, buses - they alt help residents and visitors navigate Dubuque. To support a viable, livable, and equitable community, Dubuque must focus on efficiently con- necting the community while providing transportation choices. The many components of Dubuque's transportation system work to en- hance mobility — the ability of residents and visitors to access and navi- gate the community and individual homes, businesses, and educational and cultural facilities. Mobility affects the daily life of residents, and was clearly a topic residents were passionate about during the Imagine Dubuque process. Utilization of transportation corridors for multiple modes of travel (Complete Streets), public transportation, connectivity to other parts of the region, and enhancements to automobile travel were all topics of interest to residents, and raised some good discussion during the planning process. ■ Dubuque Goals Connected Community: Equitable Transportation, Technology, Infrastructure, and Mobililty Key recommendations, partners, and actions to promote a well connected, transit efficient city and achieve many of the ideas identified by residents are outlined in the table on the following page. Chapter 10 - Implementation I Imagine Dubuque 1 Page 10-19 Recommendations Partners Complete Streets • In the JFK corridor, identify short-term and Long-term opportunities to facilitate a more complete pedestrian network. • For all Dubuque corridors, assess opportunities to plan and design for complete street elements during each stage of maintenance and project development cycle. • Work from the City's comprehensive network plan for Complete Streets, including the Tri-State Biking/Walking Plan and the Dubuque Metropolitan Area Transportation Study 2045 Long Range Transportation Plan (Long Range Transportation Plan),when making investment decisions in individual. corridors. • When properties redevelop, as appropriate, work to re -orient development to the street level, rather than separated from the street by parking lots and pursue opportunities to acquire right-of-waywhere beneficiaL • Iowa Department of Transportation, Dubuque Metropolitan Area Transportation Study, Tri-State Trail Vision, Local businesses within corridors targeted for Com pLete Streets improvements, Green Dubuque Public Transportation • Continue making improvements to the fixed -route bus service that provides efficient travel options, focusing on high -performing transit corridors. • Continue to extend bus service hours where it is most effective and provides valued accessibility improvements to the community. Look for opportunities to provide more efficient and direct routes to connect residents to resources and amenities. • Circles Initiative, Inclusive Dubuque, DuRide Air Transportation • Given the current competitive nature of the airline industry, advocate for airline service expansion at the Dubuque Regional Airport. This includes continuing to leverage local incentive funding to target expansion of airline service. • Target new development around the airport to more compatible uses such as light in- dustrial, warehousing, and agriculture. Uses such as residential are particularly sensitive to airplane operations noise. • Dubuque Area Chamber of Commerce, Federal Aviation Agency, American Airlines and other potential carriers Connections to Other Regions • Understanding the critical importance surrounding communities play in staffing jobs in Dubuque, continue to collaborate with surround state Departments of Transportation to promote safe, efficient regional roadway connections through Dubuque. • Through political. and funding channels, continue to advocate for passenger rail service and a complete four -lane highway connection to Chicago. • Amtrak, Iowa Department of Transportation, Illinois Department of Transportation, Dubuque Metropolitan Area Transportation Study, Ride the Rail Automobile Travel • Identify the required project development steps and funding to implement the City of Dubuque roadway projects prioritized in the Dubuque Metropolitan Area Transportation Study 2045 Long Range Transportation Plan. • Continue being a national leader in leveraging technology and other Intelligent Trans- portation System solutions to improve vehicular mobility and safety on the Dubuque street network. • Iowa Department of Transportation, Dubuque Metropolitan Area Transportation Study Page 10-20 1 Imagine Dubuque 1 Chapter 10 - Implementation magine Dubuque Future Land Use Map Recommendations: Land Use Land is a valuable resource that should be managed wisely for both the individual property owner and the community. The Comprehensive Plan focuses on encouraging appropriate devel- opment that is both sensitive to the environment and support- able upportable by the market. Once land is improved with buildings and infrastructure, that develop- ment is likely to be in place for many years — and will likely be expen- sive to redevelop to another use. Careful consideration of the environ- ment, access, and the economy all play into determining an appropriate pattern of land use. Creation of an integrated and equitable land use pattern will promote implementation of all of Dubuque's goals. C City of Dubuque Goals 2022 1. Robust Local Economy: Diverse Businesses and Jobs with Economic Prosperity 2. Vibrant Community: Healthy and Safe 3. Livable Neighborhoods and Housing: Great Place to Live 4. Financially Responsible, High -Performance City Organization: Sustainable, Equitable,and Effec- tive Service Delivery 5. Sustainable Environment: Preserving and En- hancing Natural Resources 6. Partnership fora Better Dubuque: Building Our Community that is Viable, Livable, and Equitable 7. Diverse Arts, Culture, Parks, and Recreation: Experiences and Activities 8. Connected Community: Equitable Transportation, Technology, Infrastructure, and MobHilly Key recommendations, partners, and actions to promote a successful, thoughtfully planned city, and achieve many of the ideas identified by residents are outlined in the table on the following page. Chapter 10 - Implementation 1 Imagine Dubuque I Page 10-21 Recommendations Partners Single -Family • Serve neighborhood needs such as education, housing, and recreation equitably while maintaining a viable, Livable atmosphere and reducing environmental impacts. • Integrate future neighborhoods into Dubuque via access to trails, open space, and other recreational and educational amenities and connections to needed goods and services. • Integrate new development into the natural environment by protecting significant woodland, prairie, and wetland areas and avoiding steep slopes. • Dubuque Home Builders Association, individual residential developers Multi -Family • Encourage a mix of housing affordable for all segments of Dubuque's population throughout the community, including options for those who might be saving for their first home. • Encourage new multi -family development in proximity to jobs to minimize transportation costs. • Integrate multi -family development within mixed-use areas identified on the Future Land Use Map for increased access to goods and services in a walkable environment. • Dubuque Home Builders Association, individual residential developers Mixed -Use • Create a vibrant environment where residents can live, work, and play within walking and biking distance of their home and opportunity sites throughout the community. • Evaluate potential modifications to the existing C 2A Mixed -Use Neighborhood Zoning District, or creation of a new zoning classification, to accommodate larger mixed-use areas that may include ground floor residential space. • Work with property owners and developers to encourage and create walkable, mixed-use developments in locations identified on the Future Land Use Map. • Integrate a variety of residential product types in mixed-use areas, including multi -family products such as townhomes and apartments, but also incorporating some single-family housing. • Dubuque Home Builders Association, Greater Dubuque Development Corporation, individual developers Institutional • Support essential. public facilities and services for future growth and ensure that everyone in the community has equitable access to these services. • Explore a new school site to serve future growth areas, particularly within the Southwest Arterial corridor. • Integrate new institutional uses such as churches or non -profits in proximityto residents they serve. Such uses may be particularly appropriate in future mixed-use areas. • Dubuque Community School District, other local institutions Commercial • Be responsive to market demands and the needs of residents by providing key retail and employment centers. Ensure that such development does not impact the quality of life in adjacent residential neighborhoods. • Explore additional opportunities for Limited commercial deve lopment within neighborhoods to provide enhanced local access to day-to-daygoods and services like convenience goods, dry cleaning, etc. Such uses are typically best located at major intersections. • Continue to concentrate commercial uses with a regional draw along major transportation corridor, including downtown. • Commercial developers, Greater Dubuque Development Corporation Industrial • Attract large employment centers with access to infrastructure facilities. Ensure that such development does not disproportionately impact residential areas. • Allow for appropriate expansion of existing industrial parks as identified on the Future Land Use Map. • Explore additional industrial development opportunities near the Dubuque Regional Airport, particularly in the U.S. Highway6l corridor. Industrial developers, Greater Dubuque Development Corpo- ration Page 10-22 1 Imagine Dubuque I Chapter 10 - Implementation Recommendations Partners Park and Open Space • Preserve key environmental features and provide recreational opportunities for all segments of the population through a variety of demanded active and passive options • Continue to work closely with the School District to locate and, where appropriate, share facilities to serve existing and future neighborhoods • Link exwsting and future development with open space and trail corridors • Continue to explore additional recreational opportunities along the nverfront • Work with residents and local groups to explore creation of a mountain biking facility in Dubuque • Dubuque Community School District, Dubuque County Conservation Board, Catfish CreekWatershed ManagementAuthority,Tri-State Mountain Bikers, Tri-State Trail Vision, Gra nt Wood Loop Priorities and Measuring Success It is hoped that you will heed this Call to Action. It is your responsibility to develop the action steps, create the strategies for success, be inclusive in your efforts and make your community sustainable and resilient. These are your ideas and you have the responsibility to participate in moving them forward. Through the Mayor and Gity Council annual goal setting process, which creates the annual budget priorities, the City will move initiatives forward as this Plan helps inform that process. Measuring Success Goals, programs, and vision are all directed to achieving a desired outcome. In the case of the desired outcome for the Imagine Dubuque Comprehensive Plan, the desired outcome is to create a more viable, livable, and equitable community. The question is, how can that be measured and compared to other high -performing communities across the country? High performance organizations focus on outcomes (results). Dubuque city gov- ernment is committed to operating effectively, efficiently, and productively to- ward common goals for the benefit of its residents and stakeholders. The Mayor and City Council annually set goals and priorities, and it is important Dubuque measure and openly share progress to build on successes and inform areas of need. These metncs help Dubuque measure performance and inform data -driven decisions that create efficient and value- driven initiatives. Dubuque participates in the STAR Community rating system, and currently has a 4 -star rating. STAR stands for Sustainability Tools for Assessing and Rating Com- munities and serves as a tool for measuring performance. Progress in plan imple- mentation will be tracked. The STAR Community Rating System is an important tool for measuring the progress. Dubuque was honored to become just the third Iowa community and the 25th in the nation to achieve certification. STA R's rating criteria is designed to assess a communities' sustainability efforts in a clear and data -driven way. Dubuque's 2015 4 -STAR rating reflects the qualities that make the community a better place to live, work and play. High Performance Community 0,Pi Ilr 1 Partnerships 1* S Outcomes Chapter 10 - Implementation I Imagine Dubuque I Page 10-23 STAR Category 2015 Score Improvement Progress and Future Focus BUILT -1 m 0 z 3 m z -4 Built Environment Achieve livability, choice, and access for all where people live, work, and play 79.9% Increase affordable housing alternatives • Created `Source of Income Committee' and began imple- menting recommendations • Utilizing Tax Increment Financing to promote affordable housing options • Promoting mixed-use development in and around downtown and planned along Southwest Arterial, JFK Corridor, Central Avenue Corridor 1 CLIMATE R., m z m Climate + Energy Reduce climate impacts through adaptation and mitigation efforts and increase resource efficiency 60.5% Coordinate preparation and response plansto create a more resilient community • Developing a joint county -wide Hazard Mitigation Plan • Multiple transportation improvements to reduce emissions including installation of roundabouts and construction of the Southwest Arterial • Multiple solar energy installations in place or underway • Green Dubuque, a very active organization promoting climate and energy issues EDUCATION,ARTS !Ze 0 c Education,Arts + Com- munity Empower vibrant, educated, connected, and diverse communities 77.0% Increase the percentage of students at Grade -Level Reading • Dubuque won a 2017A11 -America CityAward for efforts to help young children improve their reading skills • Dubuque maintains a very active arts and cultural scene, and social/cultural vibrancy recommendations in this plan call for increased opportunities to bring people of different cultures together —EQUITY & m 0 z a m Equity+ Empowerment Ensure equity, inclusion, and access to opportuni- tyfor all citizens 42.2% Ensure equitable access to community assets and human services programs Develop community -wide plans for environmen- tal justice and poverty reduction. • Circles Initiative and Inclusive Dubuque both continue to do greatworkto promote equityand empowerment • All recommendations within the Imagine Dubuque Compre- hensive Plan have been examined for impact on equity • Actively working to clean-up older industrial sites near downtown and creating new industrial parks with appropri- ate buffers and modern development standards HEALTH & m m -c Health + Safety Strengthen communities to be healthy, resilient and safe places for resi- dents and businesses 60.3% Increase number of residents biking, walking, or riding public transit to work Increase accessto health- fulfood options • Major adjustments to Jule routes have been implemented to enhance public transit to work • A new trail was recently opened along the Bee Branch Creek, and promotion of additional trails and Complete Streets are key plan recommendations • Private non-profit efforts like Convivium, educational efforts and the Double Up Food Bucks Program at the Farmers' Market, and additional recommendations in this plan all are focused on accessto healthy foods —NATURAL, sir• m m Natural Systems Protect and restore the natural resource base upon which life depends 43.6% Improve stream and groundwater quality • The Bee Branch Creek Restoration Project is prime example of Dubuque's recent efforts to enhance natural systems The U S Conference of Mayors awarded the project an Outstand- ing Achievement Award as part of the 2017 City Livability Awards • The Comprehensive Plan calls for extending stormwater best management practices and development of a new regulatory ordinance Economy + Jobs Create equitably shared prosperity and access to quality jobs 57.4% Increase opportunities for quality jobs and living wages • The Greater Dubuque Development Corporation exceeded all of their 5 -year goals established in 2012 including growth in wages, population, construction, and labor force The May 2017 unemployment rate was 2 7% • Implementation of economic development recommendations in this Comprehensive Plan, and as established by Greater Dubuque Development Corporation will continue to enhance Dubuque's economy and jobs Page 10-24 I Imagine Dubuque I Chapter 10 -Implementation IMAGINE DUBUQUE APPENDIX CHAPTER ATA GLANCE ❑ 1. List of Past Plans A-02 ❑ 2. Economic Development Analysis A-04 ❑ 3. Community Engagement A-43 ❑ Outreach Summaries/News A-44 ❑ Ouick Poll Results A-140 ❑ Idea Spreadsheet A-196 ❑ 4. Future Land Use / Environmental Map A-247 Cover of Arts & Economic Prosper ty 1 City of Dubuque Plan APPENDIX SECTION 1 LIST OF PAST PLANS Imagine Dubuque, the City's new Comprehensive Plan, was created through an extensive, inclusive, and interactive community engagement process, as well as research and reflection on the prior and current planning efforts of the City of Dubuque. The section that follows includes a list of those plans, studies, analyses, and reports that were utilized in creation the 2017 Comprehensive Plan, with an online link to access their specific information. General Planning First Comprehensive Plan Vision 2000 1995 Comprehensive Plan 2002 Comprehensive Plan Envision 2010 Sustainable Dubuque Annexation Study and Update (Report and Maps) 2008 Comprehensive Plan Unified Development Code 2012 Comprehensive Plan Arts and Economic Prosperity Dubuque County Regional Comprehensive Plan Analysis of Impediments to Fair Housing FY2016-2021 Consolidated Plan STAR Community Rating Profile Council Goals & Priorities Page A-2 1 Imagine Dubuque 1 Appendix 1936 1992 1995 2002 httol/www citvofdubuaue ora/DocumentCenterNiew/34469 htta:!lwww.atvofdub[ ue.ora/DocumentCenterNiew/34482 httu:!lwww.citvofdubi ue.ora/DocumentCenterNiew/34485 htto:!!www.citvofdubuaue.ora/DocumentCenterNiew/34481 2005 htto://www.envisian2010.ara/ 2005 http://www.atyafdubuque.arg/606/Sustainable-Dubuque 2006 2006 Annexation Study Report htto://www.atvafdubuaue.ora/DocumentCenter/View/34475 2006 Annexation Study Large Maps htto://www.atvafdubuaue.ora/DocumentCenter/View/34476 2006 Annexation Study Area Maps htto://www.crtvafdubuaue.ora/DocumentCenter/View/34477 2008 htto:!lwww.citvofdubi ue.ora!DocumentCenterNiewl34480 2009 httu:!lwww.citvofdubi ue.oral1209/Unified-Development-Code 2012 htto:!lwww.citvofdubi ue.ara/DocumentCenterNiewl34479 2012 httu://www.citvofdubugue.arg/1671/The-Arts-Mean-Business 2012 htto://dubuauecountv.ora/zonina/reaional-olan/ 2014 htto://www.ctvofdubuaue.ora/2277/Analvsis-of-Impediments 2015 htta:!lwww.citvofdubuaue.ora/831/Consolidated-Plan 2015 Summary profile: htto•//www citvofdubuaue ora/DnrumentCenterNiew/23753 Full profile: httos://reoortina.starcommunities.ora/communities/66-dubuaue-Iowa 2017 htto://www.citvofdubuaue.ora/72/Goals-Priorities Environmental Urban Forest Report Multi-Jurisdictional,Multi-Hazard Mitigation Plan 2011 htto://www.cityofdubuaue.ora/DocumentCenter/HomeNiew/3142 2012 htto://dubuauecountv.ora/wo-content/unloads/2015/12/EMS-Multi-Haz- ard-Mita anti on -Pl a n.odf Community Climate Action Resiliency Plan Catfish CreekWatershed Management Plan 2013 htto://www.citvofdubuaue.ora/1374/50-bv-2030-Plan 2014 httos://citvofdubuaue.sharefile.com/share?td/view/sbe2a76064734cf4a Social/Cultural Dubuque Community School District Strategic Plan Community Health Needs Assessment 2012 htto://www.dbaschools.ora/school-board/strateaicolan/ 2015 htto://www.citvofdubuaue.ora/DocumentCenterNiew/27067 Inclusive Dubuque Community Equity Profile Human Rights Department Annual Report Arts & Culture Master Plan 2015 htto://inclusivedba.ora/community-eauity-profile/ 2016 htto://www.citvofdubuaue.ora/DocumentCenterNiew/33273 2016 htto://www.citvofdubuaue.ora/2269/Arts-and-Culture-Master-Plan Economics/Market Retail Leakage Report Greater Dubuque Skills Gap Analysis 2015 htto://www.areaterdubuaue.ora/media/userfiles/subsite 88/files/Retail Strateaies Dubuaue IA.odf 2017 htto://www.areaterdubuaue.ora/media/userfiles/subsite 88/files/2016%20 SkiI Is%20Gao °o20An al vsi s.odf Greater Dubuque Laborshed Analysis Source of Income Final Report 2017 htto://www.areaterdubuaue.ora/addc/workforce-solutions/labor-and- wage-data 2017 htto://www.citvofdubuaue.ora/DocumentCenterNiew/34470 Transportation Freeway 61 —151 Corridor Plan Regional ITS Architecture Report Ari._ Tri-State Area Integrated Walking Bicycling and Hiking Network Plan East-West Corridor Connectivity Study Complete Streets Policy FY 2017-2020 Transportation Improvement Program Dubuque Metropolitan Area Transportation Study 2045 Long Range Transportation Plan FY 2018 Transportation Planning Work Program 1990 htto://www.citvofdubuaue.ora/DocumentCenterNiew/34471 2005 htto://www.eciatrans.ora/odf/Reaional ITSArchitecture PlanComolete.odf 2008 htto://www.eciatrans.ora/odf/Tri-StateArealntearatedWalkinaBicvclmaand- Hi kinaNetworkPlan8-08.odf 2010 htto://www.citvofdubuaue.ora/1285/East-West-Corridor-Connectivity-Study 2011 htto://www.citvofdubuaue.ora/DocumentCenterNiew/23904 2016 htto://www.eciatrans.ora/DMATS/meeting materials/10-13-16/Enc3FinalA- men d edTI PFY17-20.0 df 2017 htto://oassthrouah.fw-notify.net/download/790376/htto://www.eciatrans. ora/DMATS/odf/PI anni na Documents/DMATSLRTPFinalAmended 1-12-17. odf 2017 htto://www.eciatrans.ora/odf/DMATS TPWP FY2018%20 Final re- vised 06-05-2017.odf Special Area Plans Dubuque Riverfront Plan Highway 20 Corridor Land Use Plan Port of Dubuque Master Plan Downtown Master Plan (2 binders and guide) Washington Neighborhood Plan Historic Millwork District Master Plan 1993 htto://www.citvofdubuaue.ora/DocumentCenterNiew/34483 1998 htto://www.citvofdubuaue.ora/DocumentCenterNiew/34484 Historic Millwork District-AVision of Sustainable Redevelopment Chaplain Schmitt Island Master Plan South Port - EPA Brownfields Area Wide Plan 2002 2003 2009 2009 2012 2017 2017 htto://www.citvofdubuaue.ora/DocumentCenter/HomeNiew/288 htto://www.citvofd ub uaue.ora/355/City-Planning htto://citvofd ub uaue.ora/DocumentCenterNiew/22181 htto://www.citvofdubuaue.ora/DocumentCenter/HomeNiew/1115 htto://www.citvofdubuaue.ora/DocumentCenter/HomeNiew/1747 httco://www.citvofdubuaue.ora/DocumentCenterNiew/21275 htto://www.cavafdubuaue.ora/DocumentCenterNiew/34478 Appendix 1 Imagine Dubuque 1 Page A-3 APPENDIX SECTION 2 ECONOMIC DEVELOPMENT ANALYSIS April 14, 2017 A clear understanding of the national, regional, and Local economies is key to developing a Comprehensive Plan that supports Dubuques existing uses and identifies po- tential development opportunities.With this knowledge, the Comprehensive Plan can identify policies that realize Dubuque's Economic Prosperity goal: Sustainability encompasses the City's long-term ap- proach to addressing the local economy, social values, and environmental health. Specific to the local economy, Dubuque's economic prosperity goal encom passes the Citys central principles --livability, viability, and equity. To accomplish the above goal and principles, Dubuque's local economy must be aligned with broader market trends to experience growth and to increase incomes and investment over time.The seismic shifts occurring in all economic sectors will continue to evolve and influ- ence how individuals work, shop, and where they choose to Live.The ability to anticipate and respond to these major market changes is fundamental to any local econ- omy. Dubuque, like all. communities, is and will continue to be affected bythese economic changes.This analysis, as a component of the City's overall Comprehensive Planning process, focuses on Dubuque's economic future and how the Dubuque community can translate those opportunities into economic successes for all residents and business interests. simi -4 This economic prosperity analysis considers Dubuque's economic sectors within the context of national and regional sector trends and the City's goal fora diverse local economy. This analysis examines how Comprehensive Plan policies can combine with Dubuque's Local resources and national trends to enhance Dubuque's local economy and provide a tax base that supports City services. It focuses on Dubuque's development areas and the City's historic center.This broader market assessment was combined with local market data and public engagement themes to develop a portrait of Dubuque's markets by sector.These sectors include: Commer- cial Uses, specifically Stores, or Retail, and Office, Housing, Industrial, Higher Education, and Healthcare. What kind of community do you want for your children, grandchildren, friends & neighbors, both new and long standing? The only way to have a viable, livable, and equitable community is to make it so. It will not just happen on its own. What does it mean to be viable, liva- ble, and equitable? It will mean something different for everyone, but there will be some common threads. A viable community is balanced, successful, and resilient with active and engaged residents and businesses. A liv- able community is healthy and safe with social, cultural, and economic opportunities.An equitable community is welcoming, fair, and just with the opportunity for people to have the realistic hope of achieving their goals.A viable, livable, and equitable community is a place where residents feel they can stay and lead meaningful lives. DUBUQUE, IOWA c sfeiTiece 011 the Iss.issipp Appendix I Imagine Dubuque 1 PageA-5 The downtown Dubuque sections of the analysis consider these same sectors.This downtown section also includes assessments of the Tourism and Arts and Culture sectors, given their prominent roles in the downtown economy. One additional aspect of this analysis was considering successful economic strategies employed by other communities in addressing theirsimi- lar economic issues. Applying this research, planning policy issues, specific to Dubuque's future growth, were observed for each sector. These planning policy issues, posed as questions, fo llow each section. These questions identify issues and observations specific to Dubuque's market position or local economy, given broader trends.These questions present opportunities for future focus and for engaging new constituencies in enhancing Dubuque's economy during the life of this Plan. Formulating the answers to these questions will estab- lish the framework for implementation of this Comprehensive Plan. Dubuque's many constituencies, Includ- ing local government, have developed a framework of local and regional IN DUBUQUE WE WORK 1■■A ,w sea ?17;'rA 1111 tdi LLii economic initiatives that position the community for the life of this Com- prehensive Plan. Dubuquet economic challenges are the same as those faced by communities nationally— how to grow the local economy, and by extension, the City; how to attract the right talent; how to develop the skilled workforce of the future, despite structural full employment; and how to integrate all of this work equitably, ef- ficiently, and inventively. Dubuque has also experienced minimal population growth since the 1980s—how the City attracts talent and increases overall employment will drive future housing demand and additional market -sup- ported housing options. Dubuque has the initiatives in place that provide the foundation for achieving economic prosperity. Key for the City's future eco- nomic success will be connecting these many initiatives, accessing local and regional resources in new and different ways, to g row the local economy. Despite adding over15,000 jobs since 1990, Dubuque's population has experienced very minimal growth. To sustain this positive job growth trend, additional market -supported housing options will be critical. Page A-6 1 Imagine Dubuque (Appendix While much of the increased demand for housing in the 1990 to 2015 period was met by new housing in surround- ing communities, many economic and environmental reasons including support of the Dubuque Community School District, suggest that in the future it will be important for Dubuque to capture a la rger percentage of this demand for new housing within the municipal limits. The strongest of smaller metropoli- tan areas in the U.S.exhibit many of the same strengths, challenges, and opportunities as Dubuque.Theirfuture economic prosperity ulti mately depends upon their abatty to attract—talent (people) and investment (overall busi- ness growth)— mostly from elsewhere. To retain and attract talent and invest- ment, being a place where people want to live is fundamental. Sustaining and expanding Dubuque's economy will re- quire more people who stay, return, or move to the City because they want to live in Dubuque because it welcomes new people and ideas and provides great amenities, affordability, access to quality education, and economic opportunities. In other words, a viable, livable, and equitable community. IN DUBUQUE WE PILAY Diversify Dubuque's economy by retaining expanding and growing local businesses; attracting new businesses; maintaining an abundance of employment opportunities; and offering top quality -of -life options that embrace an equitable community where young professionals want to live and raise their families, supporting the availability of a diverse skilled workforce. ECONOMIC PROSPERITY AND DUBUQUE: A BRIEF HISTORY Dubuque's economic history reflects community resiliency The City's economy was strongly influ- enced by its meat -packing and construction equipment industries As one example, the Dubuque Packing Company (a memorial of which is pictured below) employed over 3,500 people in the 1960's However, by the 1980's the combined effects of the recession and farm crisis resulted in massive layoffs and economic decline. By 1982, the City had the highest unemployment rate in the nation at 23%. By 1990,the City had lost nearly 8% of its total population and 10% of its housing stock was vacant. Since then, much has changed. The City, its institutions, partner organizations, and more recent citizen Initiatives have incrementally addressed Dubuque's economic chal- lenges.These efforts include ongoing work in downtown revitalization, economic development and job growth, housing,tourism,equityand inclusivity,sustainabiiity, and many other initiatives focused on quality of life. The City's economy is now much more diverse, with growing strength in insurance, medical, the arts, and high technol- ogyfields, while still seeing a strong manufacturing base. Tourism is also an important industry in Dubuque,with well over 1,500,000 visitors annually and growing. 11 The list of awards, accolades, and national recognition for Dubuque, its citizens, and its local organizations and their programs has grown and continues, given the ongoing focused work of the City and its many partners.All of this work recognizes the importance of local economic success as the basis for growth and quality of life. Any Comprehensive Plan process, like Imagine Dubuque, emphasizes the community's future. In considering Dubu- que's future economic prosperity, the actions necessary to sustain or refine past initiatives will occur in a rapidly changing economic context.All uses—commercial and res- idential—are experiencing seismic shifts in what defines success. Dubuque and its many partners, given the local economic history, are well prepared to implement this Plan's resulting economic prosperity recommendations. DUBUQUE PACKING COMPANY i BC .TRITE MEMORIAL HISTORY -Min ., Mr 71•11- Aar - AI Me A r" rinira PageA-8 1 Imagine Dubuque (Appendix NMI NATIONAL AND REGIONAL COMMERCIAL MARKET CONDITIONS The national and regional trends, affecting all commercial uses, reflect seismic shifts in how con- sumers behave, how employees work, and how business grows These broader trends continue to evolve For Dubuque, capitalizing on its significant commercial assets can enable market -supported Growth in store formats and in emerging office uses Stores There is a critical transition occurring in the commercial real estate market, as stores join with Internet purchas- ing to create an "omn i-cha nnel" approach to satisfying customers. This transition means that, while past retail success focused on bringing people to goods, future retail success will now involve bringing goods to people. One of the nations' largest commercial real estate owners and managers, CBRE, explained the change as follows, "Online competition is forcing brick -and -mortar stores to step up their game. Stores are offering appealing discounts to attract customers. Another tactic retailers are using is to offer their customers the ability to browse and place orders online with the quick -in-store same day pickup option. It is on- line shopping without having to wait for your item to ship." For large format retailers,this trend translates into having smaller and fewer stores, because the consumer has made the decision at home and will travel to obtain those goods, so that display areas or a large sales floor are no longer needed. For smaller, often independent retaiters,this change means having an Internet presence and increasing sales by attracting business from a larger ma rket. For businesses obta in ing the majority of their sales from Internet purchases, this means choosing loca- tions in business parks where rents are significantly lower than mall rents and formerly light industrial properties, typically smaller than 200,000 sq. ft., fit same day delivery demands. imr3111rooarir- .... . ,, IraP- Dubuque is well positioned to improv,eits d = ' ination shopping. m•Ef IT 111.11.1 PageA-10 l Imagine Dubuque (Appendix New Hampton Waverly Waterloo Pottsville Independence Dubuque Monticello Rockford Belle Plaine A Cedar Rapids Iowa City 60 Minute Drive Time Figure 1 Approximate 60 -Minute Drive Time Quad Cities r ~ Walnut Davenport, Rettendorf, Rock Island, Moline Increasing distance between national chain retailer's stores means that major shopping clusters are spaced at approximately a 60 -minute drive time distances. Figure 1 illustrates that Dubuque is situated more than 60 -minutes from sub -region shopping clusters in Madison,Quad Cities and Cedar Rapids. Although interviews, public input, a nd consultant observations revealed some dissatisfaction with the existing national chain variety and quali- ty,this national clustering location trend suggests that Dubuque is well positioned to improve its destination shopping. Mall operators in com- munities like Dubuque, position their properties to attract from a larger trade area, like the above 60 -minute drive time.The addition of Best Buy at Kennedy Mall shows a national retailer's recognition of this positioning advantage. I nterviews with Dubuque's regional retail brokers indicate that national and regional retailers and restaurateurs prefer locations near Kennedy Mall and to a lesser extent, along Asbury Road and the North- west Arterial.The trend to smaller and fewer stores means that these same chains are selecting locations in well-known retail locales in grow- ing communities.According to these same sources, the Southwest Arterial, as a retail destination, will remain unproven, lacking a residential popula- tion, or rooftops,for many years. For Dubuque's neighborhood commercial districts, maintaining a solid mix of businesses that serves neighborhood residents and attracts patrons from the Dubuque area will be critical. For Dubuque's neighborhood commercial districts, maintaining a solid mix of businesses that serves neighborhood residents and attracts patrons from the Dubuque area will be critical. Appendix I Imagine Dubuque I PageA-11 Planning Policy Issues • With the seismic shifts in the retail sector affecting store sizes, numbers, markets, and location decisions, what kind of retail development will succeed in Dubuque? New retail development in undeveloped areas? Stronger existing retail areas? • Is the data infrastructure sufficient to support omni -channel retailing? • How can the trip to Dubuque's national retail clusters be faster and thereby the market extended? • What gateway, landscaping and design can make shopping trips to local centers promote Dubuque by exposing shop- pers to the high quality of life available to its residents? • Does zoning support large truck access to all areas designat- ed for retail? • What formerly light industrial properties should be marketed for retail -related distribution? • How would adding consumer oriented uses change the con- figuration of business parks? Office Near full employment, workforce constraints, and obsolete lease space in multiple markets nationally resulted in low levels of office market growth throughout 2016. In Dubuque, local commercial bro- kers report continued, or normal market, interest in downtown office space for employers with 10-60 employees. Interest in build -to -suit office space exists in Dubuque's west end. Construction timing at available sites is problematic for many interested tenants, indicating potential for a limited amount of speculative office construction for small office users. Although opportunities for new office building are limited by nation- al trends, the daytime population may still be growing as Dubuque residents choose to open home based businesses and telecommute. The growth of sole proprietors and self-employed contractors nationally supports this trend. The City's efforts to expand its data infrastructure with its major broadband providers will enable home- based businesses to grow. Some of Dubuque's employee population may be served better in home offices than seeking to add office buildings. Separately, telecommuting and home-based businesses often best operate in historic buildings or in new designs mimicking historic buildings.' The City, Greater Dubuque Development Corporation (GDDC), and Northeast Iowa Community College (NICC) have developed an in- frastructure for entrepreneurial support including linking the Small Business Development Center (SBDC), its services through NICC, and shared downtown workspace. Nationally, the best of these systems respond to local and regional business strengths. Dubuque's SBDC worked with 237 business owners (see Table 1) in the year ended September 30, 2016. This focused Dubuque effort has been in place for two (2) years resulting in three (3) promising new businesses. Page A-12 I Imagine Dubuque 1 Appendix Dubuque County opment Center Small Business Devel- (SBDC) Clients FY 2016 (YE September 30, 2016) Total Clients 237 Preventure 46.4% 110 Start -Up 19.4% 46 Existing 34.2% 81 Source: Iowa State University; iowasbdc.org; BDI. Table 1: SBDC Activity 237 Dubuque's SBDC (Small Business Development Center) worked with 237 business owners in the year ended Sep- tember 30, 2016. 'Donovan Rypkema, Place Economics, at International Housing Conference, Geneva, Switzerland, September 15, 2016. Planning Policy Issues • Is the data infrastructure sufficient to support busi- nesses in homes? What is the impact of telecom- muting and home based businesses on traffic? How should the community view home based busi- nesses? • How can the City and its many partners tailor Dubuque's local entrepre- neurial ecosystem to foster business growth for Stage 1 and Stage 2 entrepre- neurs? • Are there other financing options, in addition to the proposed angel invest- ments, that will support Dubuque's Stage 1 and 2 entrepreneurs and other expanding businesses? As local entrepreneurial systems and infrastructure strengthen, commu- nities are distinguishing between Stage 1 and Stage 22 entrepreneurs and what is required to enable their growth and commitment to the local community. Stage 1 businesses remain high-risk ventures and require ongoing support services to become successful and profitable. Access to capital will remain an issue for entrepreneurs nationally regard- less of business type.According to the Kauffman Foundation, most Stage 1 entrepreneurs started their businesses with personal savings (67%) or bootstrapping (13%), which includes their personal credit sources. Among high growth, or Stage 2, entrepreneurs, only 8% have received angel funding, with 7% receiving venture capital fundi ng. Whether angel, venture capital or established financing sources, such as Small Business Administration (SBA) programs, entrepreneurs need to first prove that their business concept is likelyto succeed and provide a satisfactory in- vestor return. Emerging financing options, such as crowd funding, enable business concept testing for new and high growth entrepreneurs and small-scale real estate development. Immigration is also a factor for entrepreneurship, and by extension, future workforce growth.According to Inc., immigrants start new businesses at twice the rate of non-immigrant Americans. Often, these new businesses are among the fastest growing nationally and tend to be better capital- ized at sta rt -up. SBA data indicates that the average start-up capital for an immigrant owner is about $50,000, usuallyfrom personal savings or family loans.With impending changes to federal immigration policies,the implications for the future of immigrant entrepreneurs are uncertain. 2Accordmg to the Kauffman Foundabon,Stage 1 entrepreneurs are defined as those owners mfimng and vabdabng therrongmat rdea and market Stage 2 entrepreneurs have businesses expenenang exponential growth and are generattyworkmg to strengthen business operations and adm n strabon Appendix I Imagine Dubuque 1 PageA-13 Na. DUBUQUi Industrial Center W L S T JOHN G. BERGFELO RECREATION AREA 1-111111111 1 i The opening of the Southwest Arterial will facilitate the movement of manufactured goods from Dubuque to multiple markets. 'NAR, Commercial Real Estate Market Trends, 4th Quarter, 2016 Industrial and Airport Industrial The industrial real estate market nationally remains bi-furcated. Larger markets, such as the Chicago area, are seeing significant development and absorption of existing lease space by logistics companies, including Am- azon's new distribution centers.These online retailer centers emphasize the `last mile,' or the ability to access multiple transportation modes to improve customer delivery times.At the same time, build -to -suit locations for small manufacturers and showrooms are being constructed at obso- lete industrial. sites. Nationally, as shown in Figure 2 below, the average tenant size for industrial properties ranges from about 74,000 SF for the other small user properties, 85,000 SF for manufacturing tenants, and nearly 338,000 for Retailer e-commerce facilities. Average Tenant Size for Industrial Space by Sector in 2016 Source: Ju Research Other Pro essional and Business Services Comptaing•Communkations•Tech•M... Construction Auto Consumer Durables Pet Food and Suppies Logistics and Distribution Food and Beverage Retaier•ecomrnerce 0 50k 100k 150k 200k 250k 300k 350¼ 40... • Average Tenant Size by Industry Figure 2 Average Tenant Size for Industrial Space For regional markets, such as Dubuque, industrial leasing volumes and rental rates increased in the 2-3% range throughout 2016. Local market conditions and availability of adequate inventory a re key regional real estate market challenges.3 The opening of the Southwest Arterialwill facilitate the movement of manufactured goods from Dubuque to multi- ple markets, in addition to opportunities for future growth for Dubuque's technology park and regional airport The manufacturing sector is experiencing a technological resurgence, and investment in these new technologies is necessary to respond to market change. Factories are more automated and data -driven. Four (4) technolo- gy -related trend sets are essentially driving these changes.They include: • The Internet of Things, or the a bi lity of the web to link technology with employees to enhance processes, monitoring, and analysis.The result is improved efficiencies and performance and better products. • Robotics, or as many U.S. manufacturers prefer, `Cobotics: This ap- proach combines the innovation that only people can provide with machines that simplify and increase production. • Augmented reality, or real time date to superimpose virtual reality over manufactured products or create simulated environments to enable improvements in production quality and accuracy. • 3D printing, or additive manufacturing.This technology is in its infan- cy but used for prototypes. Page A-14 I Imagine Dubuque I Appendix Re -shoring also continues and has since the Great Recession. The manufacturing sector is facing multiple uncertainties, in- cluding howfuture U.S. trade policies impact overall industri- al sector growth, including employment growth. Overall, the Bureau of Labor Statistics predicts a decline in the number of ma nufacturing jobs nationally, and sector employment slight- ly decreased from September 2015 to September 2016. Natio nally and in Dubuque, the combination of an aging workforce, decreases in workforce numbers, and skills gaps between available work and workers present challenges for all sectors, but is most evident in the manufacturing sector. Manufacturing remains one of Dubuque's major employment sectors.John Deere Dubuq ue, Andersen Windows, and Hormel represent an estimated 3,600 employees.The City, the GDDC, and their economic development partners maintain strong relationship with local industries to address their workforce issues, specifically how Dubuque's future workers are pre- pared for careers in advanced manufacturing and technology. As part of this work, integrating the needs of the City's small and mid-size manufacturers into workforce development will be critica l to the growth and retention of these smaller firms. Dubuque's workforce projections are summarized in Table 2. Dubuque's unemployment rate was 3.4% at the end of 2016, which equalizes to full employment' Regional job growth is projected to increase by 9.7% by 2025 while the working age population declines. Local training and education programs to aid the region's underemployed have had successes.According to GDDC staff, the first group of 250 trainees through Opportunity Dubuque achieved a 94% placement rate. (Opportunity Dubuque is the Dubuque area's collaboration for workforce training and development.) Inclusive Dubuque,a citywide partnership of over 60 groups, also addresses workforce issues and equity, specifically available job quality, career advancement, child- care, and transportation to and from work. Dubuque Workforce: Projections I Employment Growth 2015- 2025 Change in Working Age Population 2015-2025 Dubuque MSA 9.5% -1.3% Dubuque Region 9.7% -2.5% Iowa 10.6% -1.5% Nation 5.3% 0.1% Table 2 Dubuque Workforce ✓ Other communities have extended their more traditional partnerships with local schools and colleges and universities into fully integrated regional alliances to address workforce preparation.' These partnerships include local government, local and regional economic developers, nonprofit organiza- tions, the K-12 school system, local and regional colleges and universities, and major employers.Job readiness and employ- ment hard and soft skills are addressed in middle school, high school, and college. Local employers participate in how their workforce issues are being addressed, and training and education addresses projected local employment needs.The joint objective is both employment growth and real salary and wage growth. According to GDDC staff, the first group of ••• 250 ■ trainees through Opportunity Dubuque achieved a 94% placement rate. Planning Policy Issues • How can the City, GDDP, NICC, and their multiple partners supplement existing work- force development programs to assist Dubuque's small and mid-size manufacturers as theywork to expand, grow their employment bases, and remain competitive? • How can these workforce ef- forts become part of an overall talent attraction strategy for Dubuque's major employment sectors? How can the City provide and promote its liva- bility and amenities for talent attraction? 'The Federal Reserve defines a base unemployment rate of 5 0-5 2% as full employment Chart data from the U S Bureau of Labor Stabsbcs and the Federal Reserve of St Lows 5Owensboro, KYu one example Owensboro shares several charactensbcs wth Dubuque—s,m,lar population, reg,onal hub, nver town, lack of interstate acass, and one of Kentuckj/s larger cubes Based upon them projected reg,onal job growth, preparation for work m advanced manufacturing, bfe sc,ences, and finance technology Appendix I Imagine Dubuque 1 Page A-15 Planning Policy Issues • How will Dubuquet larg- est businesses, including manufacturers or logistics firms, use DBO in the next decade? How will Dubu- que's growing employers in the tech and industrial parks use DBO? • What emerging business categories in Dubuque will impact the need for either DBO passenger service or commercial and logistics uses? • What future needs will Justify the cost of DBO expansion? Dubuque's Airport The U.S.airtransportsystem includes about 5,300 public use airports, according to the National Business Aviation Association. Passenger airline service is available at 10-11% of these public use airports. For most non - hub regional airports, like Dubuque Regional Airport (DBO), local passen- gers generally comprise 80-90% of passenger traffic. Dubuque's airport is identified in the 2015-2019 National Plan of Integrated Airport Systems as a primary commercial service facility. At roughly1,100 acres with two runways in the 6,000 -6,500 -foot range, DBO would require expansion to support majorfreighttraffic.(Runways of 8,000 feet are considered the minimum for this type of traffic.) Opera- tions at City -owned DBO include American Airlines' passenger service to/ from Chicago's O'Hare International Airport, general aviation services for DBO's business and military users, and the University of Dubuque's flight operations program. Any additional passenger service would require a $4 million -dollar revenue guarantee to initiate service. For non -hubs, the threshold to expand passenger service is typically higher since the num- bers of flights supported is low. Airports like DBO represent an important component of regional econom- ic development.The connection between an airport and its business users is important on three (3) levels. Ta lent attraction for local employers with domestic and international travel needs require regular passenger service. To recruit and retain a high-quality workforce, fewer travel connections makes living and working in a regional hub easier. For communities like Dubuque, available passenger service is also a valuable asset for tourism development. Finally, regional airports often serve as centers for small- er -scale distribution of goods, particularly for companies located in near- by industrial parks.With the plan the Southwest Arterial, enhanced links between Dubuque's tech park, industrial parks, and DBO could enable greater distribution options. Aviation -related companies select regional locations near a irports fo r si mi la r reasons. Summary The commercial development future guided by Dubuque's new Comprehensive Plan may need to blur the lines between traditional land -use types. Well-designed industrial and distribution development will likely attract some omni -channel tenants and homes will include offices where residents telecommute or have home based businesses. Production will remain an important component of Dubuque's economy with additional focus on smaller employers. Dubuque's airport can become an even more important asset to the City's economy. PageA-16 l Imagine Dubuque (Appendix NATIONAL AND REGIONAL HOUSING MARKET CONDITIONS Ever since the 2008 crash that brought the first housing value decline in most homeowner's mem- ory, there has been uncertainty in the national housing market As this August 2016 Ruhl a Ruhl report documents (see Figure 3), Dubuque and other nearby Iowa markets have recovered well with increases in both the number and value of properties sold Figure 3 can be used to understand whether Dubuque is a seller's mar- ket where developers and rehabbers should feel confident in creating new properties to sell or a buyer's mar- ket where there is downward price pressure that reduces the interest of builders and rehabbers Most realtors believe that when a market offers less than six (6) months of inventory, it tips from a buyer's market to a seller's market With only three (3) months of inventory, the Dubuque area is a seller's market with anticipated price appreciation The challenge in this market is preserving affordability and guiding builders into products with long-term desirability National market conditions reflect similar challenges— lower inventories of existing homes for sale, increasing mortgage interest rates, and lack of product at entry level prices Despite its affordability and desirable housing product, Dubuque faces certain housing market challenges Housing demand typically follows employment growth and household formation, and much of the area's growth is elsewhere in Dubuque County The number of households in the City of Dubuque is projected to increase by 15%, or about 370 households by 2021 The similar projection for Dubuque County indi- cates a 3 2% increase, representing 1,225 households6Re- cent employment growth in Dubuque County, according to GDDC, remains the highest in Iowa While Dubuque's demand characteristics are generally positive, other factors significantly influence housing choice According to the NationalAssociation of Realtors, most homebuyers consider four (4) primary factors in choosing where to live (1) potentialvalue ap- preciation, (2) lifestyle needs, including community amenities and character, (3) location near excellent schools, and (4) time and costs associated with getting to work Overall, Dubuque is fortunate to have both historic neighborhoods and areas ready for new development This sec- tion looks at the opportunities for in- vestment in the City's historic housing, new development, and redevelopment of obsolete properties With the na- tional recovery of the housing market, there is an opportunity for Dubuque to capitalize on new buyers and relocat- ing seniors During the comprehensive planning process, careful consideration should be given to the match between Dubuque housing products and the desires of new buyers Demographics are driving the con- figuration of new housing products because the two lifestyles that most often buy new homes -- first time buyers and aging owners downsizing— are growing dramatically In January 2016, the National Association of Homebuilders reported that," millen- nial buyers (those younger than 35) account for 36% of U S home purchas- es, compared with 34% of homes going to baby boomers (those ages 55 to 70)" Research shows that these buyers prefer different home configurations 2016 Regional Real Estate Activity Through June Average 2016 saw vita %Clung, in Avsrag, Sales Pro from 2015 %Change 1016 In HYMN( Humber Sok from Sok 2015 %Chang, In Salus 2916 Yoh.++ Salsimlahle from 2015 Active listing Count 2016 %Charge n Acthe Listings aonlhs a from 2015 Memory Burlington Area $116 100 +5% 469 -10% Cedar Rapids Area 5173.100 0% 2.233 +6% Clinton/Camenc he/Fulton $98,900 +10% 223 -9% DeWitt $176700 +16% 46 •18% Dubuquo Area $177.200 +8% 536 +11% Galena 8 Galena Territory 5185.900 •4% 72 +18% Galesburg Area 585,800 -6% 304 +10% Illinois Quad Cities $117.100 0% 1.040 -1% Iowa Quad Cities 5185,500 -2% 1 291 +2096 Iowa City Area 5219.200 +11% 1.532 +6% MuscatineNVilton Area $137,900 +6% 266 •1% Southwest Wisconsin 5136.600 +6% 228 +4% $54.442 100 5386.591.900 $22.051.000 58130000 $94.987.700 513.386.900 526.081.500 $121.738.500 $239,495,100 5335.885.400 $36.677,100 $31155700 -5% +6% 0% -5% +20% +13% +3% -1% +17% +18% +5% +10% 490 1.449 291 31 370 389 278 819 602 1289 171 319 NA 61 •24% 3.0 +2% 6.4 •21% 2.2 -12% 3.0 •1% 14.9 -5% 7.4 .7% 3.7 -19% 2 7 -7% 37 -7% 3.0 +2% 6.5 y{Y �YrinG4a, {iirii. YIIYUhl milk 1.2air Yllr< i6.:7Y &tit l MW. The merged The ankn AILS is csusng some este so be w.lpea The merger ate 8hehig$on AILS ha changed the counte6 we track. •Regons/total %charge n ectw wings a tweed OA 2016aNaa *OW &At 9IalArea (6.008) rn wedfo 21915 1041151.11500 9 t1$ 511 An (6.839) °According to the Expenan data seed e&ewhere rn this repot Page A-18 I Imagine Dubuque I Appendix Figure 3 Dubuque and Nearby Housing Markets Source Ruh! amt Ruh; August2016 Millenials First-time Homebuyers Suburb • Central City/Urban Rural Area • Small Town Figure 4 First Time Buyer Preferences Source National Assombon of Realtors 2015 Profile of Nome Buyers and Sellers Iowa Finance Authority's 2017 Housing Tax Credit Awards for Dubuque: Fifteenth Street Apartments - 32 affordable units for families Marquette HaLL - 25 affordable units for seniors 55+ University Lofts -43 affordable units for families While the press reports that millennial buyers prefer urban neighborhoods, the largest percentage is buying in the suburbs and one third are looking for small towns or rural areas.The per- centage seeking "non -urban" locations is expected to grow as the buying de- cision is increasingly dnven by school quality shown in Figure 4. While many Millennials are saddled with student loan debt or unable to af- ford a down payment and may contin- ue ontin- ue to rent by necessity, some realtors believe those who could afford to buy are opting for a renter lifestyle that allows more mobility.Today's young buyers are waiting longer to purchase a first home because they are unwill- ing to settle for what their parents bought as a first home. By waiting, they approach the market with a larger down payment. For Dubuque, this likely has implications for purchases of the City's larger historic homes and more suburban style homes. Figure 4 also indicates that about 2/3 of first time buyers are seeking homes in suburban or urban neighborhoods. Anothertrend influencing both Mil- lennials and the Boomer generation is increasing multi -generational living. 14% of new homebuyers are looking to Jointly purchase with a parent, and 44% of new homebuyers look for the possibility of accommodating parents in their home at a future date.At the same time, a recent AARP survey of adults age 45 -plus reported that 80% of respondents agreed that, `what I would really like to do is remain in my local community." 75% reported want- ing to stay in their current home. Another impact of the uncertainty of the housing market is growth in the number of"renters by choice." Between the second quarters of 2014 and 2015, for example, the number of own- er -occupied households dropped by 400,000, according to The Wall Street Journal, hitting a 48 -year low; in the same penod, the number of renter households Jumped by2 million. Re- search shows that Millenials not only desire smaller rental units, but they also prefer access to amenities, par- ticularly shared facilities for exercising, work, and gathering. Planning Policy Issues Is Dubuque satisfied with the regional housing product mix, or should it find locations within its boundaries for more hous- ing types to serve area residents? Does serving a retiring population require a different type of unit? Are active seniors the target for any future housing proposals? How can Dubuque become the regional choice for homebuyers? Appendix I Imagine Dubuque 1 PageA-19 Aging Population Housing Size in Retirees Most Recent Moves • Smaller • Larger • Same Size Figure 5 Retiree Home Sizes Source Home m Rebmment More Freedom, NewCholc- es lantStudy byMerntt Lynch and Agewave 2014-15 Housing Variety Summary The 2014 American Community Survey indicates that 26% of Dubuque's house- holds (6,379 houses) were headed by someone age 65 or older. If Dubuque residents follow nationaltrends,75% of those owners hope to remain in their homes, leaving approximately 1,600 households inclined to move. Nation- al studies suggest that 5% of those moving want to stay in their community and the balance relocate to be near children and grandchildren or to seek a warmer climate. Th at suggests that perhaps the demand for senior targeted housing for existing residents could be as low as 80 units. However,there is additional demand for units targeted to the parents of current residents.With 26% of Dubuque homes occupied by a family with children under age 18 living in the house (6,200 homes), it is likely that there could be demand for another 600 to 800 homes targeted to parents of those home owners. A study titled,"Home in Retirement;' by Merrill Lynch reported these sizes choices by retirees purchasing new homes as shown in Figure 5. In an even greater departure from tradition, some seniors are choosing to rent. Real estate professionals believe some of those households downsized Dubuque's available housing currently presents a wide range of options- -small and large vintage homes, suburban -style homes, suburban style apartments, and downtown's rental units in historic buildings.Through its housing programs, the City continues to support the need for quality hous- ing, investment in the City's historic housing stock, and affordability. Par- ticipants in this Comprehensive Plan's public outreach efforts identified three (3) additional housing options that could contribute to the City's overall housing variety. These options include market -rate larger senior housing units describedabove,condominium units, as people sold their homes in favor of a rental.As people retire later in life, they may seek to ba lance a hectic work schedule with a less hands-on living situation. Others may find peace of mind in leaving the housing market after years of volatility. Older rent- ers often seek larger, three bedroom units that can accommodate visiting grandchildren and valued posses- sions accumulated over a lifetime.As these residents age or require greater support services, plans for assisted living and memory care rental housing pt.' ma my serve the multi-generationa households seeking close proximityto adult children rather than addressing the needs of Dubuque residents. Dubuque's recently approved senior housing projects incorporate market and affordable housing units.Apple- wood IV, a new development within Applewood SeniorApartments and approved in 2016, represents 60 new senior housing units. At the time of this approval, City staff indicated that all of the City's senior housing units were occupied, and all existing housing had waiting lists.The proposed housing units are one (1) and two (2) bedroom units. and housing units affiliated with Dubu- que's colleges and universities. (This last option is considered in the Higher Education section of this analysis.) Nationally, new condominium devel- opment remains a challenge in major cities. Small luxury developments, typ- ically less than 50 units, have started to occur in mayor cities. Condominium developments in downtowns in smaller cities, such as Madison, Omaha, and Louisville, are occurring with a typi- cal price point of about $200,000 for a one -bedroom unit with amenities. Dubuque's recent affordable projects awarded tax credits in 2017 are listed in the blue box on page 14. Dubuque's multiple family housing choices offer differentiation from other com- munities.Th is regional position appears to be a competitive choice in the market; however,there maybe ways to improve the fit between existing housing choices, Dubuque's affordability, and future markets driven by demographic change. PageA-20 l Imagine Dubuque (Appendix 4 k HIGHER EDUCATION With its multiple colleges and universities, the City of Dubuque has a real competitive advantage These institutions are not only important to the local economy on many levels, but they have the collective potential to provide a critical partnership to attract talent and business, as well as ad- dress projected skills gaps and workforce shortages Dubuque's multiple institutions of higher Learning are important 'anchor institutions' for the community and the region. C_ :'_eges and universities provide stability, resources, and tangible econom I:+enefits to their Local communities. Each Dubuque institution continue u pdrucipate in civic life in different ways based upon their respective mi! -z; ions. NICC's engagement with the City and GDDC to support the Dubuque region's employment and entrepreneurship growth represents one important example.The University of Dubuque, Loras College, and Clarke University continue to be represent- ed in multiple Dubuque initiatives.The University of Wisconsin -Platteville is also a major regional employer.The City and its economic partners also have relationships with the University of Northern Iowa, University of Iowa, and Iowa State University.There are an estimated 322,000 students in higher education institutions within 100 miles of Dubuque, representing an important talent resource for Dubuque and its empLoyers. Nationally, colleges and universities of all types and affiliations continue to examine how to extend on -campus programs and expertise to address local issues.This examination includes how any college or university can contribute to addressing and solving actual Local challenges in order to advance student learning and experiences and faculty teaching and research.As part of this broader examination, colleges and universities are also grappling with two practical aspects of civic engagement—first, how to coordinate sustained outreach programs around the academic calendar, and second, how to overcome any institution's internal traditions to work in new or more pro -active ways with their local community. The most typical Local partnerships between higher education institutions and their Local communities are with the local K-12 education system and with Local or reg ional faith -based non -profits. Volunteer projects, ongoing service learning experiences, and institutional investment are additional ways used to create Local partnerships designed to make a difference in the Local community and on campus.Additional partnerships continue to emerge as institutions focus on those local problems, identified through community consensus, where they can provide expertise and solutions. Social services, housing, and cultural development are promising areas for local engagement. rFor example, major colleges and universities have addressed housing in neighborhoods near campuses.These projects have included developing senior housing (often supporting community adult learning), improving substandard neigh- borhood housing, and partnering with Local developers and others to build new student housing. PageA-22 1 Imagine Dubuque (Appendix LORAS COLLEGE UNIVERSITY of DUBUQUE THE DIAMOND UNIVERSITY 8 r4,1 Clarke UNIVERSITY EMMAUS BIBLE COLLEGE NORTHEAST IOWA COMMUNITY COLLEGE eu. t d Ah. ��. dill #`1* a ''` Meds and Eds Share of 441 Employment (2013) Dtb uque Figure 6 Eduoaton cnd Medical Sector Employment in US Melo Area Sanies eat lavaSroestxs, Matto Rnyaty!etha 2013 Dubuque has both higher education institutions and regional medicalfaabu es This institutional combi- nation has often been highlytouted as an economic development solution for Large and small communi- ties The reality has proved much different over the last decade Both sectors comprise about 13% of total employment in U S metro areas, including in Dubuque (see Figure 6) Dubuque, at 141%, is slightly above this 13% average Both sectors are experiencing significant change in how they relate to their constituencies, and consolidations, parti cularly i n healthcare, continue nationally For metro areas Like Dubuque, the presence of both sectors, despite the changes and uncertainties in each sector, will remain critical to the cgs econo- my --as employers, anchor institutions, office tenants, and regional resources • Planting Poky Issues • How can the City and Dubuques colleges and universities strength- en existing partnerships to support economn c prosperity? • Are other collaborations to serve the Dubuque community posy ble in the future, aich as improving existing housing? • Can undergraduate and graduate programs at Dubuques colleg- es and universities extend their partnerships with the City and other local. Institut' ons to address specific community issues, such as mental health services? HEALTHCARE Dubuque's major healthcare facilities include two (2) regional hospitals (Mercy Medical Center and Unity Point -Finley Hospital), two (2) multi -specialty practice (Medical Associates and Grand River Medical Group) serving the tri-state area, and a federally qualified community health center (Cres- cent Community Health Center). Each of these institutions is committed to improving and support- ing patent quality of life in the greater Dubuque region. Each of these facilities will also face uncer- tainties as broader industry changes unfold. Healthcare is a major component of the U. S. economy, representing an estimated 18% of Gross Domestic Product (GDP).' The system is enormously complex and faces greater uncertainties over the next decade in financial management, in addressing ongoing staff shortages, and in adapting new technologies that improve both patient care and transparency. The im- pact of changes to the Affordable Care Act (ACA) adds revenue uncertainty with likely changes to Medicare and Medicaid reimbursements, employer health plan requirements, and availability of private insurance through ACAs insurance exchanges. Hospitals serving rural areas have experienced the most negative finan- cial affects with changes to federal funding formulas, including decisions by individual states not to expand Medicaid. The generational divide between Baby Boomers and MiLlennials is also apparent in how the healthcare sec- tor is changing. Within the next decade, the over age 65 cohort will increase by20 million individuals. This increase represents the fundamental driver for current and projected sector growth estimated at 2.2% annu- ally, according to the U. S. Bureau of Labor Statistics. Millennials and subsequent generations support the multiple technological advances altering healthcare delivery, including access to primary care through new channels (such as retail clinics) and increased trans- parency from both providers and insurers.' DMercy AJBUQUE UnityPoint Health • Finley Hospital MEDICAL ASSOCIATES CLINIC & HEALTH PLANS' Crescent Community HEALTH CENTER r Hillcrestoi gamily services Within the next decade, the over age 65 cohort will increase by individuals 'According to the World Economic Forum at haps //wwwweforum org/agenda/2016/12/seven-global-medical-technology-trends-to-look-out for -,n-2017/ $Healthcare Millions of lobs Now and in the Future U S Bureau of Labor Statistics (BLS) Occupational Outlook Quarterly Spring 2014 and as cited in 2016 BLS healthcare sector reports Page A-24 I Imagine Dubuque 1 Appendix EmpLoyment in the healthcare sector is also project- ed to increase dramatically over the next decade. By 2024, healthcare is predicted to be the nation's Largest major employment sector with 13.7%. Healthcare practitioners and technical and support occupations are predicted to contribute about 25% of all new jobs by 2024. Five (5) of the fast growing occupations require an Associate's degree or better.' Figure 7 dis- plays projected new jobs in hospitals by2022 at their 2013 median annual wage. Recent employee numbers for the Dubuque region, according to GDDC, emphasize the Local expansion of the healthcare sector (see Table 3). Of the region's ten (10) largest employers, three (3) provide patient health services, and two (2) are associated with health care benefits or insurance. In addition, Medline Industries has 495 employees in Dubuque.Anticipated growth in this sector will require new office space for profession- als and operations and clinics for delivery of primary care. $100,000 90,000 84,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 • Medical and health services mangers Surgical technologists • Medical secretaries • 41 Nursing assistants Registered nurses • 50,000 100,000 150,000 200,000 250,000 300,000 Projected new jobs Figure 7 New Jobs in Hospitals Source Bureaus of Labor Statistics, Healthcare Millions of lobs Now and rn the Future, 2019 Top Ten Employers in the Dubuque Region Employer Industry Current Employment Dubuque Community School District Education, Pre -K to 12 2,670 John Deere Dubuque Works Manufacturer, Construction and Forestry Equipment 2,600 Mercy Medical Center Hospital Services 1,360 Med icat Associates Clinic, P.C. Health Services 1,030 UniversityPoint Health - Finley Hospital Services 900 University of Wisconsin -Platteville Education 820 The City of Dubuque Public Services 820 Eagle Window & Door/Andersen Windows Manufacturer,Aluminum Clad and Wood Windows and Doors Confidential Cottingham & Butler Health Care, Insurance Agencies, Brokerages, and Third Party Administrators 572 Sedgwick Claims/Benefits Management and Processing 550 Table 3 Top Ten (10) Employers in the Dubuque Region Source GDDC Websrte 2017 'These occupations, according to the Bureau of Labor Statistics (0 S Department of Labor), include tOccupatronat therapy assistants, Physical therapist assistants, Nurse practitioners, Phys scat therapists, and Physician assrstan is Appendix I Imagine Dubuque 1 PageA-25 Dubuque's Mercy Medical Center recently completed their Community Needs Assessment and Implementa- tion Strategy for 2016-2018 According to both reports, Mercy has conducted periodic assessments to inform their work in serving the local healthcare needs of the area's poor and marginalized residents Participants in Mercy's 2015 assessment process included the City's mayor healthcare providers, City staff, and 16 Loca partners This process identified seven (7)'significant [local] community health needs' reducing obesity, reducing alcohol and substance abuse, managing diabetes, given percentage increases since 2004, im- proving patient compliance with high blood pressure medications, screening for prostate cancer, improving access to mental health care providers, and Lack of bilingual health care professionals Mercy's focus over the implementation period was identified as reducing obesity, given its link to and potential impact on all of the remaining significant local needs identified in the Assessment As part of the outreach for this new Comprehensive Plan, participants in the Inclusive Dubuque work- shop identified their most important health concerns related to equity in Dubuque These Inclusive Dubu- que workshop results noted certain local preventive healthcare priorities, also described separately in Mercy's earlier Community Assessment The workshop participants identified two (2) primary issues availa- bility of mental health services (75%) and affordability of fresh Local foods (46%) Efforts by Project Hope and the Community Foundation of Greater Dubuque have also examined mental health concerns Multiple interviewees during this Plan process noted mental health funding and limited access to those services as problematic, particularly for downtown Dubuque Interviewees observed that a larger percentage of resi- dents requiring those services live near downtown Despite Lower numbers of uninsured individuals na- tionally, 18 5% of those with mental health conditions remain uninsured according to The State of Mental Health 2016, published by Mental Health America (Anticipated changes to ACA will likely affect access to mental health services, though the ultimate impact is unknown) About 10% of youth ages 12-17 have experienced a mental health issue An estimated 64% of these affected youth have not received treatment Mental health care costs present the major challenge in delivering patient care Other factors include access to mental health care professionals, lack of insurance, and the stigma still associated with mental illness PageA-26 I Imagine Dubuque (Appendix Planning Policy Issues As a regional healthcare center, how can the City and its many partners assist Dubuque healthcare providers with their future workforce needs, including medical professionals? How will healthcare growth affect the absorp- tion and development of office space throughout Dubuque? What are the long-term economic implications for the City, its downtown, local residents, healthcare sector, and social service providers of reduced men- tal health services?