Greater Dubuque Development Corporation Quarterly UpdateCopyrighted
April 21, 2025
City of Dubuque WORK SESSION #
City Council
ITEM TITLE: 6.00 PM - Greater Dubuque Development Corporation
Quarterly Update
SUMMARY: President and CEO Rick Dickinson will present a quarterly
update on Greater Dubuque Development Corporation.
SUGGUESTED
DISPOSITION:
ATTACHMENTS:
1. MVM Memo
2. Presentation
3. Handout
4. Greater Dubuque Strategic Plan 2025 Final
Page 9 of 1152
Dubuque
THE CITY OF
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DuBE
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Masterpiece on the Mississippi zoo�•*o
rP PP 2017202019
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Work Session - Greater Dubuque Development Corporation Update
DATE: April 11, 2025
Greater Dubuque Development Corporation President and CEO Rick Dickinson is
sharing information for the 6:00 p.m. April 21, 2025, Greater Dubuque Development
Update Work Session.
Mic ael C. Van Milligen
MCVM:sv
Attachment
cc: Crenna Brumwell, City Attorney
Cori Burbach, Assistant City Manager
Rick Dickinson, Greater Dubuque Development Corporation President & CEO
Page 10 of 1152
Greater Dubuque
DEVELOPMENT CORP.
City of Dubuque Work Session
April 21, 2025 at 5:15 p.m.
Introduction of Presentation
Rick Dickinson
President &CEO
Facilitated By:
UNI Institute for
Decision Making
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DEVELOPMENT CORP.
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Page 13 of 1152
Contents
Positioning Greater Dubuque for the Future................................................................................................ 2
Envisioning a Greater Dubuque for 2030..................................................................................................... 2
OurMission................................................................................................................................................... 3
OurVision for the Future.............................................................................................................................. 3
Greater Dubuque's Prioritities for Progress................................................................................................. 4
Rolesof Greater Dubuque............................................................................................................................ 4
Business Support & Attraction...................................................................................................................... 5
PopulationGrowth........................................................................................................................................ 5
RegionalCollaboration..................................................................................................................................6
Organizational Excellence.............................................................................................................................6
Facilitated by:
lilin
Institute for Decision Making
IINIUniversity of Northern Iowa.
Business & Community Services
Page 14 of 1152
Positioning Greater Dubuque for the Future
E8R_�, Envisioning a Greater Dubuque for 2030
The Greater Dubuque Development Corporation Board and staff convened in January 2025 to review
the organization, its recent successes and future challenges, and set organizational priorities forthe next
five years. This strategic plan positions the organization to worktoward addressingthose priorities.
Those involved in the planning process included:
David Becker Tara Duggan Jacque Rahe
Chad Wolbers
Wayne Breckon Travis Frampton Pat Ready
Torn Woodward
Nicole Breitbach Jordan Fullan Laura Roussell
Staff:
Brad Cavanagh Jennifer Havens Zach Shirernan
Rick Dickinson
Chad Chandlee Zach Keeling Kay Takes
Karen Kluesner
Jim Collins Wayne Kenniker Drew Townsend
Jason White
Jill Connors Fletcher Lampkin Mike Van Milligen
Mandi Dolson
Alex Fernandez Jennifer Lewis Dan Walsh
Nick Hockenberry
Alex Dixon Antonio Mouzon Jason Weston
Jenni Petersen -Brant
Matt Dodds Matt Mulligan Dean Wilgenbusch
Anna Roling
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Page 15 of 1152
0
Our Region
Greater Dubuque Development Corporation is dedicated to serving Dubuque County, IA and committed
to assisting our partners in Clayton, Delaware, Jones, Jackson, Jo Daviess, and Grant Counties to elevate
the economic and community development of our region.
V�
Our Mission
Greater Dubuque Development Corporation serves as the premier economic development organization
in the region. Greater Dubuque drives economic prosperity by attracting, retaining, and growing
businesses, serving as a convener and catalyst of strategic collaboration and population growth.
WOur Vision for the Future
Greater Dubuque Development Corporation strives to make 2025to 2030 an unprecedented period of
economic acceleration and transformation for the region. Businesses will thrive, innovation will be
cultivated, communities will partner and prosper, and people will be drawn and held by the promise of
opportunity and quality of life.
Page 16 of 1152
5hOrganizational
Excellence
Business Support
& Attraction
Regional
Collaboration
Roles of Greater Dubuque
Leader: Takingdirect action, driving initiatives, and setting the vision for economic growth.
Population
Growth 2:*
Convener: Bringingtogetherstakeholders, facilitatingcollaboration, and aligning resourcesto address
Growth
economic challenges and opportunities
Supporter: Providing resources, expertise, and advocacy to assist othe r orga n izations, businesses, and
community efforts in achieving economic development goals.
Page 17 of 1152
%_
Business Support &Attraction
Proactively assist existing and new businesses to grow and prosper in Dubuque
and the region.
a. Maintain strong existing business support services through the InfoAction Lead
interviews and other activities, and undertake appropriate follow-up to
address employer challenges and opportunities.
b. Develop relationships with site locators to strengthen attraction efforts, Lead
while also providing prospects timely and competitive assistance as they
consider the Dubuque region.
c. Develop strategies to increase the availability of financial capital in the Convene
region for business development projects.
d. Work with economic development partners and employers to secure site- Convene
related infrastructure, commercial air service, and similar assets needed to
elevate the quality and competitiveness of the Dubuque region.
Page 18 of 1152
T* Population Growth
Grow the region's workforce.
a. Provide workforce solutions, including the partnership with Woodward Lead
Communications and AccessDubuqueJobs.com, which assist employers in
attracting and retaining a talented workforce in the Greater Dubuque region.
b. Develop strategies to assist the area's institutions of higher education in Convene
efforts to increase their on -campus enrollment and to elevate employer
engagement with students.
c. Collaborate with economic development partners to identify, plan, and
support the development of quality of life amenities that enhance the
attractiveness, desirability, and competitiveness of the community and
region.
Convene
d. Continue to assist in efforts to grow housing inventories and to assess and Support
address other important issues impacting businesses in our community.
Page 19 of 1152
4W Regional Collaboration
Goal C
Enhance communication, collaboration, and data sharing among economic
development stakeholders in Dubuque and the six -county region.
a. Serve as a primary source for economic development data and education to Lead
assist local organizations and leaders in making informed decisions.
b. Convene local economic development stakeholders (e.g. Dubuque Area
Chamber of Commerce, City of Dubuque, Dubuque Forward, utility
providers, etc.) to develop a shared vision, a plan for economic development
for the Dubuque region, and clarity concerning each stakeholder's area(s) of
focus, challenges, and needed support.
c. Facilitate regular communication and promote collaboration among region's
economic development partners to foster regional economic growth, while
exploring opportunities for regionwide planning.
Convene
Convene
Page 20 of 1152
d2b Organizational Excellence
Goal D
Maintain a mission -driven organization led by an impactful and engaged Board of
Directors and professional staff.
a. Complete a search and transition process for a new President & CEO. I Lead
b. Evaluate and continue to develop the organization's funding sources and Lead
financial structure to ensure organizational sustainability.
c. Continually engage, utilize and leverage expertise of Greater Dubuque Board Lead
members.
d. Attract and retain high -quality staff to address current and emerging Lead
priorities.
Page 21 of 1152
Business Champions for Child Care
Nic Hockenberry
Director of Workforce Programming
Phase 2 Facilities Funding
• Bright Minds Campus received $845,000 through the
Child Care Business Incentives Funding Program
• 100 new child care slots
• Total support from this program to date $3,000,000
Page 23 of 1152
Business Champions for Child Care Grantees
• Year , . unding Closed out December 31, 2024
Greater
YOU can be great here. - • ,Dubuque
Page 24 of 1152
Business Champions for Child Care
3��siness Chmmnions for Chilc
d i na Anm ications i-innrovec
1W21
Child Care Solutions Fund
• 20 Applications requests totaling: $497,243
• 20 Applications funded totaling: $214,220
• Potential new hires: 184
• Potential increase in child care slots: 412
• Alliant Energy
• City of Dubuque
• DB&T, a division of UMB Bank, n.a.
• Diamond Jo Casino
• Dupaco Community Credit Union
• HODGE
• John Deere Foundation
• Medline Industries, Inc.
• Progressive Processing/Hormel
Foods
• Q Casino + Resort
• Rite -Hite
• Theisen Supply, Inc.
• UnityPoint Health -Finley Hospital
• Woodward Communications, Inc.
• Anonymous
er
_qua
Page 26 of fl62
Community Foundation of Greater Dubuque, Dubuque
Initiatives & Greater Dubuque Development
• Sustainability
• Transition
YOU can be great here.
Greater
.Dubuque
Page 27 of 1152
Q&A on Strategic Plan & Child Care
Rick Dickinson
President &CEO
Thank You
Greater Dubuque
DEVELOPMENT CORP.
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ADDRESSING A CRITICAL
WORKFORCE CHALLENGE
Greater Dubuque Development
Corporation conducts over 250
executive interviews annually to
assess regional workforce needs.
A recurring theme? Child care
availability and affordability
are major barriers to workforce
participation.
To quantify this challenge, Greater
Dubuque commissioned a Child Care
Analysis in 2022. The study confirmed
that inadequate child care capacity
was limiting workforce participation,
with long waitlists, high costs, and a
lack of care for infants. Recognizing
that child care is a quality of life and
workforce issue, Greater Dubuque
Development and its partners took
action
1
r~f ecuE f,
�
E'bWA
DUBLIQE
INITIATIVES
id
Greater
Dubuque
DEVELOPMVvage S$ of 1152
•111'J:
•
BUILDING MOMENTUM IN 2025
^under
2024 EXPANSIONS TO CHILD CARE CAPACITY
-
Business Bright Minds Campus: Phase 11
• • re centers
••
"
Bright Minds Campus: Phase 1
Child- •Due to overwhelming demand, an
' • • • •
additional $845,200 has been secured from
" • • care•
Dubuque Initiatives in partnership with
program:
• the State of Iowa to invest in Phase II of the
• • •
Greater Dubuque Development and others,
Bright Minds Campus build out.
through the Dubuque Childcare Collaborative
(DCC), $2,154,800 Child Care
qQ . This dedicated funding will create 100
920
secured a
new child care slots and establish a child
�-• ,
Business Incentive Grant from the State of
care training center, set to open by end of
Iowa to develop Bright Minds Campus, a
Child care centers applied
October 2025.
Firect investment.
multi -employer -supported child care center
and funding, including 3
-are centers to support
located in the Dubuque Industrial Center
providers • had not
Business Champions for Child Care: Future
ivorkforce creation and
West.
applied 2024 Growth
-etenti•
• Opened in January 2024, Bright Minds initially
As we move into year two, the Business
offered 119 child care slots.
Champions for Child Care program has aligned
operations to focus on child care workforce
223
Co -located with Dubuque Community Schoolattraction
$49742AIlir to increase child care capacity. By
rrr
District's Seedlings Preschool, enhancing
focusing investments in attraction activities, we
early learning access, leveraging sharedwill
• • funding - • -
recruit more qualified professionals into the
childqew care slotsstaffing,
and providing wrap -around care.
based on applicant's "field, expand the number of children served, and
-re• •A
Business Champions for Child Care Fund
potential
•• capacity ensure sustainable growth in our community's
Established
child care infrastructure.
11*4
7 7
Greater Dubuque Development and Dubuque
' Continued private investment from regional
•
Initiatives launched the Business Champions for$214
employers is crucial to grow and sustain this
qewly trained • . hired
Child Care in December 2023, securing $560,000
effort.
Total funding awarded •
:hild care professionals
in additional state funding and leveraging
create, recruit and retain By becoming a Business Champion for Child
$819,000 in local investment. Fourteen of the
child care professionals Care today with your multi -year pledge, we
region's top employers stepped up to launch this
can continue to bolster child care capacity
multi -year fund to invest in child care, supporting
throughout Dubuque County for years to come.
workforce stability and economic growth.
.A IA
Page 31 of 1152
Thank you to current Business Champions for Child Care
• John Deere Foundation
• Alliant Energy
• City of Dubuque
• Dubuque Bank & Trust, a division
of UMB Bank, n.a.
• Diamond Jo Casino
• Dupaco Community Credit Union
• HODGE
• Medline Industries, Inc.
• Progressive Processing/Hormel
Foods
• Q Casino + Resort
• Rite -Hite
• Theisen Supply, Inc.
• UnityPoint Health -Finley Hospital
• Woodward Communications, Inc.
• Anonymous Corporate Donor
TO DISCUSS THE IMPACT OF YOUR PLEDGE, CONTACT:
Rick Dickinson
Greater Dubuque President Et CEO I Greater Dubuque Development Corporation
DEVELOPMENT CORP. 563-557-9049 1 rickd@greaterdubuque.org
greaterdubuque.org
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Contents
Positioning Greater Dubuque for the Future................................................................................................2
Envisioning a Greater Dubuque for 2030.....................................................................................................2
OurMission...................................................................................................................................................3
OurVision for the Future.............................................................................................................................. 3
Greater Dubuque's Prioritities for Progress.................................................................................................4
Rolesof Greater Dubuque............................................................................................................................4
BusinessSupport & Attraction...................................................................................................................... 5
PopulationGrowth........................................................................................................................................5
RegionalCollaboration..................................................................................................................................6
Organizational Excellence.............................................................................................................................6
Facilitated by:
idm
Institute for Decision Making
UN, University of Northern Iowa
Business & Community Services
Greater
1 Dubuque
DEVELOPMENT CORP.
1 1 P a g e
Page 34 of 1152
Positioning Greater Dubuque for the Future
,�3 Envisioning a Greater Dubuque for 2030
The Greater Dubuque Development Corporation Board and staff convened in January 2025 to review
the organization, its recent successes and future challenges, and set organizational priorities for the next
five years. This strategic plan positions the organization to work toward addressing those priorities.
Those involved in the planning process included:
David Becker
Tara Duggan
Jacque Rahe
Chad Wolbers
Wayne Breckon
Travis Frampton
Pat Ready
Tom Woodward
Nicole Breitbach
Jordan Fullan
Laura Roussell
Staff:
Brad Cavanagh
Jennifer Havens
Zach Shireman
Rick Dickinson
Chad Chandlee
Zach Keeling
Kay Takes
Karen Kluesner
Jim Collins
Wayne Kenniker
Drew Townsend
Jason White
Jill Connors
Fletcher Lampkin
Mike Van Milligen
Mandi Dolson
Alex Fernandez
Jennifer Lewis
Dan Walsh
Nick Hockenberry
Alex Dixon
Antonio Mouzon
Jason Weston
Jenni Petersen -Brant
Matt Dodds
Matt Mulligan
Dean Wilgenbusch
Anna Roling
Greater
1 Dubuque
DEVELOPMENT CORP.
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Page 35 of 1152
4
y r
o
no
Our Region
Greater Dubuque Development Corporation is dedicated to serving Dubuque County, IA and committed
to assisting our partners in Clayton, Delaware, Jones, Jackson, Jo Daviess, and Grant Counties to elevate
the economic and community development of our region.
GG
Our Mission
Greater Dubuque Development Corporation serves as the premier economic development organization
in the region. Greater Dubuque drives economic prosperity by attracting, retaining, and growing
businesses, serving as a convener and catalyst of strategic collaboration and population growth.
p Our Vision for the Future
Greater Dubuque Development Corporation strives to make 2025 to 2030 an unprecedented period of
economic acceleration and transformation for the region. Businesses will thrive, innovation will be
cultivated, communities will partner and prosper, and people will be drawn and held by the promise of
opportunity and quality of life.
Greater
1 Dubuque
DEVELOPMENT CORP.
;!
3 1 P a g e
Page 36 of 1152
Greater Dubuque's Priorities for Progress
Business Support
& Attraction
A-b Organizational Population
Excellence Growth W
Regional
Collaboration
Roles of Greater Dubuque
Leader: Taking direct action, driving initiatives, and setting the vision for economic growth.
Convener: Bringing together stakeholders, facilitating collaboration, and aligning resources to address
economic challenges and opportunities
Supporter: Providing resources, expertise, and advocacy to assist other organizations, businesses, and
community efforts in achieving economic development goals.
Greater
1 Dubuque
DEVELOPMENT CORP.
U
4 1 P a g e
Page 37 of 1152
P
�&
Business Support & Attraction
Goal A
Proactively assist existing and new businesses to grow and prosper in Dubuque
and the region.
a. Maintain strong existing business support services through the InfoAction Lead
interviews and other activities, and undertake appropriate follow-up to
address employer challenges and opportunities.
b. Develop relationships with site locators to strengthen attraction efforts, Lead
while also providing prospects timely and competitive assistance as they
consider the Dubuque region.
c. Develop strategies to increase the availability of financial capital in the Convene
region for business development projects.
d. Work with economic development partners and employers to secure site- Convene
related infrastructure, commercial air service, and similar assets needed to
elevate the quality and competitiveness of the Dubuque region.
Population Growth
Goal B
Grow the region's workforce.
a. Provide workforce solutions, including the partnership with Woodward
Communications and AccessDubuqueJobs.com, which assist employers in
attracting and retaining a talented workforce in the Greater Dubuque region.
b. Develop strategies to assist the area's institutions of higher education in
efforts to increase their on -campus enrollment and to elevate employer
engagement with students.
c. Collaborate with economic development partners to identify, plan, and
support the development of quality of life amenities that enhance the
attractiveness, desirability, and competitiveness of the community and
region.
d. Continue to assist in efforts to grow housing inventories and to assess and
Id I address other important issues impacting businesses in our community.
Greater
1 Dubuque
DEVELOPMENT CORP.
Lead
Convene
Convene
Support
IM
5 1 P a g e
Page 38 of 1152
�W Regional Collaboration
Goal C
Enhance communication, collaboration, and data sharing among economic
development stakeholders in Dubuque and the six -county region.
a. Serve as a primary source for economic development data and education to Lead
assist local organizations and leaders in making informed decisions.
b. Convene local economic development stakeholders (e.g. Dubuque Area Convene
Chamber of Commerce, City of Dubuque, Dubuque Forward, utility
providers, etc.) to develop a shared vision, a plan for economic development
for the Dubuque region, and clarity concerning each stakeholder's area(s) of
focus, challenges, and needed support.
c. Facilitate regular communication and promote collaboration among region's Convene
economic development partners to foster regional economic growth, while
exploring opportunities for regionwide planning.
6& Organizational Excellence
Goal D
Maintain a mission -driven organization led by an impactful and engaged Board of
Directors and professional staff.
a. Complete a search and transition process for a new President & CEO. Lead
b. Evaluate and continue to develop the organization's funding sources and Lead
financial structure to ensure organizational sustainability.
c. Continually engage, utilize and leverage expertise of Greater Dubuque Board Lead
members.
d. Attract and retain high -quality staff to address current and emerging Lead
priorities.
Greater
®I Dubuque
DEVELOPMENT CORP.
6 1 P a g e
Page 39 of 1152