Greater Dubuque Development Corporation Quarterly UpdateCopyrighted
February 16, 2026
City of Dubuque WORK SESSION #
City Council
ITEM TITLE: 6.00 PM - Greater Dubuque Development Corporation
Quarterly Update
SUMMARY: President and CEO Jason White will present a quarterly
update on Greater Dubuque Development Corporation.
SUGGUESTED
DISPOSITION:
ATTACHMENTS:
1. Presentation
2. Q4 2025 Action Dashboard
Page 11 of 1214
Greater Dubuque
DEVELOPMENT CORP.
City of Dubuque Work Session
February 16, 2026 at 6:00 p.m.
Greater Dubuque Development:
Where We Are, Where We Are Going
Jason White
President &CEO
What Kind of Organization is Greater Dubuque Development?
• A strong organization with a solid foundation
• Entering Realignment + Sustained Success Phases
• Built for continuity and evolution
Framework informed by "The First 90 Days" by Michael Watkins
Greater
YOLI can be great here. - • Dubuque
Page 14 of 1214
What I Heard and Why I am Optimistic
• The Board values Greater Dubuque Development's impact
and credibility
• There is alignment on the need to evolve how we work
• A shared desire for clearer goals, stronger strategies and
greater innovation
• Opportunity to be more value -driven and future focused
YOLI can be great here. - • GreaterDubuque
Page 15 of 1214
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Page 16 of 1214
ffhOrganizational
Excellence
Zan
Business Business Support
& Attraction
Regional
Collaboration
rA
Population
Growth
Roles of Greater Dubuque
Development
Leader
Taking direct action, driving initiatives, and
setting the vision for economic growth.
Convener
Bringing together stakeholder, 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.
Page 17 of 1214
Strengthen the Organization
• Team development and right -sizing
roles
• Build business services capacity
• Leverage operations as a core
strength
Improve What Works
• Existing Business Program
• Workforce Solutions
YOU can be great here.
V�:
Greater
- .Dubuque
ot•:t�.or.0 coe��
Page 18 of 1214
Build for the Future
• Business intelligence/AI
• Site readiness
• Reset and strengthen
key relationships
Above: Local industry leaders and regional higher education
institutions share knowledge and resources with the Greater
Dubuque business community during a Business Breakfast event
YOU can be great here.
Greater
- .Dubuque
orvr: crvr;r cnas�
Page 19 of 1214
Think Bigger, Work Regionally
• Regional collaboration
• Talent and population
attraction
• Compete for major projects
• Lay the groundwork for a
successful fundraising
campaign
r-
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gatt,
uqi
Above: Mandi Dolson, Director of Workforce Recruitment &
Retention (center) and four University of Northern Iowa students,
who have done internships with companies in the Greater
Dubuque region in previous summers, meet and mingle with
other UNI students to share career opportunities and quality of
life advantages offered in Dubuque.
Greater
YOU can be great here. - . Dubuque
Page 20 of 1214
Looking Ahead - Partnership
Matters
0
0
Alignment with the City of Dubuque
is essential
Economic development is a team
sport
Questions, feedback, and dialogue
i
Above: Mayor Brad Cavanagh greets students
participating in Greater Dubuque Development's
YOU can be great here Community of Colleges
Hockey Night at ImOn Arena
YOU can be great here. - • Greater
Dubuque
Page 21 of 1214
N FOACTION OCT
Results of interviews with CEOs, business owners, and D E C
top managers in the Greater Dubuque region 2025
Greater
Dubuque
DEVELOPMENT CORP.
Government Relations Index
OCT-DEC 2025 OCT-VEC 2024
CITYGOVE RNMI NT 5.26
4FASE0ED°1M-. w1wE«r
COUNTY G(V RNMf N I 5.29
aA%E°ED01M-. F4.1Mr t[I
STATE GOO RNME N T 5.06
QASE°ED°11 DLNNEW
FEOE RAL Gc>MF RNME NT
QASEOEDO1 W 8bMW .7 4.04
1 2 3 4 5 6 7
Public Services Index SCaleofItO7:1isLOW, 7JSNJyh
OCT-DEC 2025 OCT--DEC 2024
FIRE 6.29
POLICE 6.19
AMBULANCE
SCHOOLS(K-12)
COLLEGES& UNIVERSITIES
HEALTH CARE
COMMUNITY COLLEGE
ELDERCARE
CHILD CARE
TRAFFIC CONTROUFLOW
STREETS
HIGHWAYS
TRUCKING
ZONING/BUILDING
PUBLIC TRANSPORTATION
COMMUNITY PLANNING
HOUSING
PROPERTYTAXES
AIR PASSENGER SERVICE
1 2 3 4 5 6 7
615
5.71
5.65
5.36
1. Quality of Life / Amenities
2. Market Size / Location / Customer Loyalty
3. Employee Work Ethic / Loyalty
1. Workforce / Labor Pool
2. Population / Market Size / Capacity
3. Available Land / Land -locked for Development
1. Population / Market Size / Capacity
2. Workforce / Labor Pool
3. Housing Availability / Affordability
5.78
25
Business -Prioritized Efforts so 19
5.04
for Enhancing Company and
1b 17
4,»
Community Competitiveness
1 13 11 10
as identified through October
9 s
1116
1111111111110
4.85
-December 2025 InfoAction
5.03
interviews
_
5.20
JC O Q�
4.89
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4.51
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4.92
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4.09
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4.31
2.56
r
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A=Up from Oct -Dec 2024
=Down from Oct -Dec 2024
Page 22 of 1214
52% of businesses noted increasing sales levels,
up from 35% last year at this time, with 34% citing
stable levels and 14% noted decreasing sales.
Additionally, 51% of companies noted increasing
market share positions with 46% citing stable
levels and only 3% noting decreasing market
share.
39% percent of businesses have some plans
to expand and invest in new space, new
machinery and equipment, or technology and
modernization.
Air service remains a community challenge
and concern. It was cited by 43% of businesses
as one of the top 5 priorities for the community,
ranking #3 on the list.
Although trending upward from 2.58 during the
same period last year, air service registers the
lowest score on the Public Services Index (1 poor
/ 7 excellent) with a score of 3.66.
A majority of businesses (55%) noted plans
to offer new products, services, or enhanced
capabilities in the next two years.
Talent attraction initiatives was cited
by 29% of businesses interviewed as
one of the top 5 community priorities.
Workforce and available labor pool
continues to be identified as the #1
barrier to growth in this market.
Although, 60% of companies
interviewed this quarter in InfoActions
face workforce recruitment
challenges with specific positions or
skills, 50% anticipate adding net new
jobs in the coming year.
The region shows well as 81% of
companies interviewed reported
that the community is attractive for
recruiting and relocating employees
from outside of the area.
Housing was cited by 50% of
businesses as one of the top 5
priorities for the community, ranking
#1 on the list.
While the score for housing is
trending upward on the Public
Services Index (1 poor / 7 excellent),
it still ranks 3rd lowest on the Public
Services Index with a score of 4.10.
Businesses continue to cite
community strengths related to our
location, our business ecosystem,
quality of life and amenities, and
employee work ethic and loyalty.
The score for childcare is trending
upward on the Public Services Index
(1 poor / 7 excellent), scoring 4.98
versus 4.77 from the same period
last year.
YOU can be great here.
Greater
- .Dubuque
Df`ItI-h c"I"
Page 23 of 1214
Protecting Economic Development
Tools that Spur Economic Growth
• Tax Increment Financing (TIF)
• 260E
Above: Nic Hockenberry, Director of Workforce
Programming (bottom row, center) attends Grow Iowa Day
at the Iowa State Capitol, Des Moines, Iowa along with other
members of the Professional Developers of Iowa board.
Greater
YOU can be great here. - . Dubuque
Page 24 of 1214
Jason White
President &CEO
Thank You
Greater Dubuque
DEVELOPMENT CORP.
access
dubuque
jobs.com
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pro
INFOACTIONDASHBOARD OV
Greater
Results of interviews with CEOs, business owners, and DEC Dubuque
top managers in the Greater Dubuque region 2025
Government Relations Index Scale of 1 to 7: 1 is Low, 7 is High
OCT-DEC 2025 OCT-DEC 2024
CITY GOVERNMENT 5.28
(EASE OFDOING BUSINESS)
COUNTY GOVERNMENT
(EASE OFDOING BUSINESS)
STATE GOVERNMENT
(EASEOFDOING BUSINESS)
FEDERAL GOVERNMENT
(EASEOFDOING BUSINESS)
5.29
5.08
4.04
1 2 3 4 5 6 7
Public Services Index Scale of 1 to 7: 1 is Low, 7 is High
OCT-DEC 2025 OCT-DEC 2024
FIRE
6.29
POLICE
6.19
AMBULANCE
6.15
SCHOOLS (K-12)
5.71
COLLEGES & UNIVERSITIES
5.85
HEALTH CARE
5.38
COMMUNITY COLLEGE -
5.78
ELDER CARE
5.04
CHILDCARE
4.77
TRAFFIC CONTROL/FLOW
4.85
STREETS
5.03
HIGHWAYS
5.31
TRUCKING
5.20
ZONING/BUILDING
4.89
PUBLIC TRANSPORTATION
4.51
COMMUNITY PLANNING
4.93
HOUSING
4.09
(AMOUNT/AFFORDABILITY)
PROPERTYTAXES
4.31
AIR PASSENGER SERVICE
2.58
1 2 3 4 5
=Up from Oct -Dec 2024
=Down from Oct -Dec 2024
6 7
YOU can be great here. • Greater Dubuque Development Quarterly Dashboard • Q4 (October - age/ )Oi01'1I
OCT
INFOACTIONDASHBOARD NOV
Results of interviews with CEOs, business owners, and DEC
top managers in the Greater Dubuque region 2025
1. Quality of Life / Amenities
Greater
Dubuque
2. Market Size / Location / Customer Loyalty
3. Employee Work Ethic / Loyalty
1. Workforce / Labor Pool
2. Population / Market Size / Capacity
3. Available Land / Land -locked for Development
1. Population / Market Size / Capacity
2. Workforce / Labor Pool
3. Housing Availability / Affordability
Business -Prioritized Efforts
for Enhancing Company and
Community Competitiveness
as identified through October
- December 2025 InfoAction
interviews :
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YOU can be great here. • Greater Dubuque Development Quarterly Dashboard • Q4 (October-�ec ehrbi U251
52% of businesses noted increasing sales levels,
up from 35% last year at this time, with 34% citing
stable levels and 14% noted decreasing sales.
Additionally, 51% of companies noted increasing
market share positions with 46% citing stable
levels and only 3% noting decreasing market
share.
39% percent of businesses have some plans
to expand and invest in new space, new
machinery and equipment, or technology and
modernization.
Air service remains a community challenge
and concern. It was cited by 43% of businesses
as one of the top 5 priorities for the community,
ranking #3 on the list.
Although trending upward from 2.58 during the
same period last year, air service registers the
lowest score on the Public Services Index (1 poor
/ 7 excellent) with a score of 3.66.
A majority of businesses (55%) noted plans
to offer new products, services, or enhanced
capabilities in the next two years.
WORKFORCE • •
Talent attraction initiatives was cited
by 29% of businesses interviewed as
one of the top 5 community priorities.
Workforce and available labor pool
continues to be identified as the
barrier to growth in this market.
Although, 60% of companies
interviewed this quarter in InfoActions
face workforce recruitment
challenges with specific positions or
skills, 50% anticipate adding net new
jobs in the coming year.
The region shows well as 81% of
companies interviewed reported
that the community is attractive for
recruiting and relocating employees
from outside of the area.
Housing was cited by 50% of
businesses as one of the top 5
priorities for the community, ranking
#1 on the list.
While the score for housing is
trending upward on the Public
Services Index (1 poor / 7 excellent),
it still ranks 3rd lowest on the Public
Services Index with a score of 4.10.
Businesses continue to cite
community strengths related to our
location, our business ecosystem,
quality of life and amenities, and
employee work ethic and loyalty.
The score for childcare is trending
upward on the Public Services Index
(1 poor / 7 excellent), scoring 4.98
versus 4.77 from the same period
last year.
YOU can be great here. • Greater Dubuque Development Quarterly Dashh�oa�rdd OOioI��