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1 7 13 Work Session Material_Dubuque Co. Regional Smart PlanDUBUQUE COUNTY REGIONAL SMART PLAN • __ . Cover Photos. Clnc1cwisa Prof Upper 1, Catfish Creek, Dubuque Cnunly, Pholo•Courlcsy of The Catfish Creek Watershed Management Authority, 2. Heritage 'flail, Dyersville. Pluto Courtesy of 'rite Dubuque Chamber of Conuucrcc. 3. Dubuque County Courthouse, Dubuque. Photo Courtesy of The Dubuque Chamber of Commtrcc. 4, Swiss Valley Park, Dubuque. County. Photo Courtesy ofTnc Swiss ValleyNature Center. S. Main Sired, Farley Photo Courtesy. of'I Ire. Gil y of Parley. 6. Rural Dubuque County. Photo Courtesy of The City of Dubuque. c. 2 Public Participation 5 Issues and Opportunities 8 Community Character 14 Community Facilities 38 Public Infrastructure and Utilities 56 Transportation 67 Economic Development 92 Housing 108 Agriculture and Natural Resources 119 Hazard Mitigation 133 Watershed Management 150 Land Use 166 Intergovernmental Collaboration 186 Implementation .4 ......... ..,...6666666...............194 4 cipMt�rr Chapter 1 One of the primary objectives of the Smart Platt is to develop goals, objectives, and policies that reflect attitudes and opinions of the region. To achieve this objective, the Consortium worked to develop a trans- parent and inclusive public participation process that could provide diverse interests with the opportun ity to develop a shared vision. Public participation was at ate heart of the Smart Plan, and the Consortium inwrpo- rated public feedback info every step of the planning process. This chapter will outline the public participa- tion process used in the Smart Plan, and will summa- rize some of the input collected through this process. Public Participation process The Consortium developed a Public Participation Plan (PPP) that outlined the groups strategy for engaging the pubic: and collecting their input The PPP was ad- opted in April of 2011 and was amended in July 2012. The PPP placed much of the responsibility for commu- nity engagement on the Smart Planning Consortium Representatives. Each community participating in the Smart .Planning process had one representative who was a familiar commit) ity figure such as a city staff member or erected official. The representatives helped huild public awareness of the project in their cotnmu- n ity by reporting Consortium activities to their council or board. Representatives also collected feedback from their communities and reported backto the Consor- tium. Consortium representatives worked with IiCIA staff to organize and facilitate public workshops. The community awareness created by the representatives' reports resulted in effective public participation at the corn mun ity workshops. Public Meetings and Forums The Consortium held meetings throughout the Smart Planning Process. The goal of these meetings was to provide opportunities for open discussion of the issues at hand. All Smart Planning meetings were open to the public and attendance was made part of the record. Consortium meetings were held twice each month for eighteen months to work on the fourteen planning ele • ments. Meeting locations rotated between the consor- tium members. This gave residents of each community the opportunity to attend a meetingin their own city, and allowed consorlium members to visit and learn more about the other communities within the region. in addition to regular Consortium meetings, the PPP called for a series of pub] is input meetings, which in- cluded: A Smart Plan "Kickoff Meeting' was held in February 2011.1 he purpose of this meeting was to provide back- ground on the lows Smart Planning Law and Smart Planning Process, and .to gel an idea of what public officials and community leaders were expecting from the plan, S Three rounds of local public input meetings were held in each city and in Dubuque County in November and December 2011, and in August and September 2012. The purpose of these meetings was to present the re- sults of inventories and analyses conducted hi support of the Smart Planning Process, and to obtain public input on draft chapters of the plan and related issues in each community. A Final Public input meeting was held in October 2012. The purpose of this meeting was to review the fmal draft of the Sniart Plan and to solicit input on future implementation for thc goals and objectives of the plan. The Consortium used several different public engage- ment methods in the public input meetings to gener- ate discussion. in the kickoff meeting and the final input meeting, the Consortium used small breakout: groups. In these meetings, participants were divided into several small groups to discuss a variety of top- ics. At the end of the discussion pexiod, the small groups reported their ideas buck to the larger groups. In the local meetings, the Consortium used a sticky note activity to guide the discussion. in this activity, participants wrote down one thing they liked about their community and three things that they would like to see changed in the future on sticky notes, Partici- pants shared their responses with the group and the sticky notes were collected, organized into groups, and .recorded. The responses from the sticky note activity were used to develop a priority ranking survey that was distributed at a later meeting. The Consortium used the public input survey to dctcrm ins the top priorities for each community. Engagement Efforts in addition to meetings, the Consortium employed several public engagement efforts throughout the plan- ning process. these ongoing public participation ef- forts provided Dubuque Count yciti.cnswith general education on the Sniart Planning process, information about upcoming participation sessions, and updates on plan progress. On -going public engagement efforts include the following: The Consortium created a project websile that includ- ed updates regarding plan progress, upcoming public participation sessions, Consortium mccting agendas and minutes, PowerPoint presentations from public meetings, and public notices. The site also included a web-based feedback form, where visitors could.post comments related lo the planning process, Public access to the Internet was available at public libraries th rough - out the county for residents without other Internet access. The websitc address is www.dubuquesmartplan. org. News releases and feature articles regarding the plan- ning process and updates on the phut were provided to local newspapers, radio and television stations, and local governments, and were posted on the project websile. Several media outlets:published stories on the Smart Plan during the process. 17ue Consortium actively solicited comments and sug- gestions at appropriate stages to the development of the Smart Plan from county residents, local business and civic organizations. Some of the organizations that provided input wcrc.conscrvancy and environmental organizations, state and federal agencies, school dis- tricts, utility companies, utility districts, community development authorities, boards and commissions, and local governments. Outcomes of the PublIc Participation Process The Consortium learned a great deal about the com- munities within Dubuque County through discussions with community members and public meetings. Many of these concerns and issues will be covered in depth in the chapters of the Smart Plan, but a couple of recur- ring themes will be highlighted here because they set the tone for the planning process, I'hotn Cowtery of Dubuque County 6 Rural Character - Dubuque County's communities are very proud of the rural character of the region. Throughout the planning process, Consortium mem- bers heard that natural beauty, productive agricultural Muds, and small town atmosphere are very important to the people living in the region. Many would like to see development happen in a balanced way that allows for new growth while protecting the rural character of the region. individual Character - The region is made up of a collection of distinctive communities. Maintaining each comxnunily's individual character is an important goal for many in the region. Some residents expressed that they did not want their community to look.like everywhere cisc. Many residents said that they would lilce to see the Consortium members work together as a region, by building on each cotmmmity''s unique char- acteristics, Volunteerism - Many community leaders told thc Con- sortium that they coukl not do what they do without help from volunteer groups. the consensus was that co)axnunities should continue to engage and work with volunteer groups on future projects. Recnntion - Dubuque County residents feel that recreational opportunities are very important for the future of the region. Residents listed several types of recreational facilities needed or wanted including parks, trails, swimming pools, and community centers. Most Public Participation residents said they would like to see their community expand on existing recreational oppnrtunitics, and they would like to see the consortium members work together on regional recreational projects such as the Heritage Trail, fobs • • Finding good qualify employment is a primary •concern for all Dubuque County residents. Residents want to see their community expand employment op- portunities by working to grow existing businesses and acid new businesses in the region, Retail Many residents desire to shop in their own co nrmmity. Many residents mentioned the need for a diverse selection of retail opportunities such as a lo- cal grocery score or clothing store- Many of the retail comments were focused around downtowns. In com- munities that have downtowns, the residents wan( to see improvements such as filling empty storefmnts. In communities that do not have a downtown, residents saw the positive impacts from downtowns in other communities and wanted to develop plans to create a downtown in their community. 'transport -ation - Residents want their community leaders to work to maintain the quality of the region's roads anti bridges and lo continue to expand oppor- tunities for walking, biking, and public (ransil. Traffic congestion and roadway safety were important issues for residents. • Photo Coude* al DUtutlput Copt 7 and Opportunities Chapter 2 'the Consortium held a series of 24 public input meet- ings to collect public input for Lhe Dubuque County Smart Plan. The Consortium hosted an initial plan- ning kickoff meeting in February 2011. Individual communities held workshops in November, 2011 De- cember 2011, .August 2012, and September 2012. The Consortium held a final wrap up meeting in October 2012. At the workshop, community members were asked to describe things they liked about their commu- nity and things they would like to see changed in the future. The Consortium used the information collect- ed through the public input process to create a list of strengths, issues, and opportunities for the community. The Consortium then refined the list of issues and op- portunities down into one unified vision for the region and created goals and objectives for each chapter based on that vision. Vision Dubuque County comprises a diverse group of comma - n itics, each deft ned by a unique heritage. The goal of the Dubuque County Smart Plan is to improve the quality of lit$ for all the region's residents by working together to identify each community's strengths, and employing those strengths to create a long -term plan for a more sustainable region. The communities of Dubuque County have united to form a consortium io create and maintain a regional plan for sustainable development. The Dubuque County Smart Plan will guide future sustainable devel- opment in the region by incorporating die Smart Plan- ning elements and principles that are listed in Figure 2.1. .Goals and Objectives Each chapter of the Smart Plan is based on one of the Smart Planning Elements. Each chapter provides a discussion of the element followed by a list of goals and objectives that apply to the element. The Smart Planning Consortium has prod uced a list of goals and objectives for each of the Smart Plan chapters based on input from the member communil ies and the public participation process. In the final chapter, implemen- tation, the Consortimn provides a list of policies and projects that once implemented, will help 1 he com- munities of Dubuque County achieve the goals and objectives set forth in this regional plan for sustainable development. 8 Figure 2,1 - Smart Planning Elements and Principles Elements Public Participation Issues and Opportunities Land Use Housing Public Infrastructure and Utilities Transportation Economic Development Agricultural and Natural Resources Community Facilities Community Character Hazards Intergovernmental Col- laboration implementation Watershed Planning Principles Collaboration Efficiency, 'fiansparency, and Consistency Clean, Renewable, and Efficient Energy Occupational Diversity Revitalization Housing Diversity Community Character .Natural Resources and Agricultural Protection Sustainable Design Transportation Diversity Community Character Strengths - Many residents who spoke at the public meetings listed the small town atmosphere and the closeness of the people in the community as one of the things they li Iced about their town. 'fhis was true even in (he Cit y of Dubuque where residents enjoy the small (own atmosphere despite living in a city with a population of almost 60,000. Residents described their fellow community members as friendly, caring, willing to lend a hand, and committed volunteers. Residents participating in the planning process placed a high value on downtown az-eas, historic buildings, and the County's agricultural roots. Issues - Some communities see new development as a threat to the character of their community. Develop- ment on agricultural land, forestland, and the Mis- sissippi River Huff lands can alter the landscapes that are enjoyed by many. Some communities saw their downtown as a strength while others felt their down- town could use some improvement. in general, many residents wanted to see an increase in activity in the Issues and Opportunities downtown area with more businesses, more people out on the street, and more activities. Opportunities - Communities feel that preserving and enhancing the character of their community should be a top priority in the future. New development in the commmmity should respect and preserve the existing community character. Many residents would like to see policies focused on enhancing downtown for local shopping, dining, and recreation. Many communities would also like to see policies that preserve the natural and rural agricultural character of line region. Community Facilities Strengths — Communities in Dubuque County have a long history of collaborating to provide high quality community facilities to their residents. Local govern- ments within the region have mutual aid agreements for fire and police services and both public school districts serve multiple communities. Coordination between the public and private sector facility provid- ers is also commonplace. Private entities in Dubuque County provide education, emergency medical ser- vices, Hospital services, and childcare facilities. Issues - Dubuque County school districts, law enforce- ment and fire protection agencies, and parks manag- ers provide bigh quality opportunities and services to their cormnunilics. As the regions population grows, maintaining adequate capacity will challenge provid- ers of local facilities. The communities of Dubuque County should promote quality community facilities by coordinating development decisions and providing adequate facility capacity. Opportunities —Smart Planning Consortium members have the opportunity to provide high quality coin mu- nity facilities by maintaining the existing intergovern- mental and public- private facilities relationships, and looking for areas to establish new relationships. Public Infrastructure and Utilities Strengths — Dubuque County conununflies have worked together with public and private partners to provide excellent water distribution, wastewater collec- tion and treatment, solid waste and recycling, telecom- munications, and electrical services to serve their ex- pandingpopulations. Many of those who participated in the community workshops for the Smart Plan stated that they were satisfied with their utility services. 9 Issues.- Growth over the past several ycars has caused some growing pains for the County's infrastruc- ture and utility providers. Between 1990 and 2010, Dubuque's population began to decentralize, relocating from the City of Dubuque to the smaller cities and the unincorporated rural areas of the county. The pace of the decentralization has accelerated within the last len years, and the new development tends to be lower den• sitythari development from previous years. The spatial population shift ol'the past 20 years has resulted in expansion of public and private infrastructure within previously undeveloped areas of the County and has left behind underutilized infrastructure in some his • torically developed areas. The low•clensily nature of new developrneut has increased the cost of provkling service to I hese newly developed areas. Opportunities • Effective land use and utility planning are especially important during uncertain economic limes. During hard economic times, communities need to "do more with less" In other words, the com- munity needs to get more out of the investments it makes, or improve its return on investment. Commu- nities invest in many things, but utility infrastructure is one of the largest and most important investments a community will make. Communities invest in the in- stallation and maintenance. of infrastructure to stimu- late private sector investment and development, which creates value in the local economy, The value created is taxed and the tax revenue is used .i n part to pay for the maintenance of the infrastructure. Dubuque (:aunty cornmunitics can implement infrastructure and land use policies such as controlling urban sprawl and encouraging growth in or near cities to help them provide services efficiently, create economic value, and maximize the return on the community's investment. Transportation Strengths - Most city residents were happy with the conditions of their local streets. Several stated that they felt their local governments do a good job of performing routine street maintenance and keep- ing streets passable during the winter months. In the smaller towns residents listed the ability to live in a small town and commute to Dubuque for work, shop- ping, and recreation as a primary benefit of living in their town. Meeting participants also listed the region's bicycle and pedestrian trails. as a major asset forthc region. Issues - Transportation is a very important issue for many Dubuque County residents. Changing devel- opment patterns in the County have resulted in in- creased vehicle traffic on the regions roads, as many local residents live in one community and commute to another for work Increasing traffic is projected to result in congestion and safety issues in the conning years. Safely issues were at the top of the list for future transportation projects. Safety on US 20 was a major concern. At-grade intersections along US 20 have seen several accidents and fatalities over the pas( several. years. The condition of rural roads and bridges was also a major concern for county residents. New de- velopment in rural areas has increased traffic on roads and bridges that were. designed for low traffic rural use. Clanging demographics also present a transportation issues for the residents of Dubuque County. With an aging population, those who are unable to drive are expected to make up a larger percentage of the popula tion in the future. The underlying challenge with all of these issues is funding. Dubuque County communi- ties will need to find ways to make necessary improve- ments using available finding. Opportunities - Dubuque County communities sec an opportunity to improve the transportation nctcvork to provide connectivity to more areas of the county, provide mobility to more county residents, and en- courage more economic development opportunities. Residents would like a multi -modal transportation system where they are able to walk, side (heir bike, or take public transit from their home to their destination without using a car. Communities along the Heritage Trail would like to expand on the trail's recreation and economic impact within the region. Communities can implement policies that maximize the return on transportation funds. Mixed use development and complete streets are two of the tools that comnnuiities can use to help get the most out of their limited trans- portation fimds. Economic Development Strengths -- Manufacturing is a strong industry in Dubuque County, employing 1696 of the workforce. The region is home. to several large manufactur- ers including John Deere. These companies employ thousands of workers and are 4111 important part of the regional economy. Business services is also a strong employment sector in the region.'ihe business and professional services sector provides needed services such as consulting, processing, legal, management 10 support, etc. to all of the other industries in the region, 'lburism has remained strong in the region and will continue to be a priority with the National Mississippi River Museum and Aquarium, the Grand River Center, the Field of Dreams, the National Farm Toy Museum• Sundown Mountain, and TTcritagc'1rail. Issues - Many residents see a shortage of high quality jobs in their communities. While the region's mane• factoring base is strong it has dcd i ned significantly over the last 50 years. The Dubuque County regional economy faces a future shortage of skilled workers be- cause of retirements. As the baby boomer generation begins to retire, employers in Dubuque County will be forced to replace and train thousands of skilled work- ers. Finding new employees with the required educa- tion and training will be a top priority for the region's employers. Natural disasters have also been a major issue for the region's businesses. Flooding in 2008, 2010, and 2011, and a severe drought in 2012 have negatively impacted businesses in the region, Opportunities - Dubuque County communities have the opportunity to implement programs and policies to attract a diverse set of new employers to the commu- nity. Local governments can invest in infrastructure, promote workforce education, and strengthen business development programs to sti mnlate expansion in all industrial sectors. The Dubuque County region has the opportunity to expand on a well established tour -. ism industry. 'the communities of Dubuque County can work together to promote regional tourism which cou Id bring more people and dollars into the area. Housing Strengths - Housing is an important asset for Dubuque County residents and local governments. The Dubuque County housing market, like many in the Midwest, has remained relatively stable during the recession. Dubuque County was largely left out of the housing price Room of the 2000's, but it. also did not experience a crash when prices adjusted during the recession. The area is also an affordable place to buy a home. The majority of homeowners in Dubuque County pay less than 30% of their income towards housing. 'The region has established programs to assist those who do not have affordable housing. The City of Dubuque Housi rig and Community Development Department and the Eastern Iowa Regional Housing Authority manage public housing, rental assistance, and other housing programs within the region. Issues and Opportunities Issues - Owner occupied housing in Dubuque County is relatively affordable when compared to the rest of the United States, but housing amiability is an is- sue for those who rent in the county. 48% of renters pay more than 3095 of their income towards housing. Combined transportation and lousing costs are also an issue in Dubuque County. Some people consider living in rural areas because of lower borne prices, but in these areas the distance between home, work, school and other daily needs is greater. Using a com- bined transportation and housing cost measure, 29% of county households meet the aflordabitity threshold, compared with 75% using the housing only measure. Opportunities - Dubuque County communities can work together to address housing issues in their community, Working together with the privalc sec- tor, nonprofit, and other government agencies com- munities in Dubuque County can ensure a diverse and affordable housing supply tbmttghout the region. Communities can update polices to allow for more affordable housing and reduce transportation costs. Communities can also introduce programs that en- courage improved relationships between tenants and landlords. Agriculture and Natural Resources Strengths - Dubuque's location in the Dri ftless A rea of the Mississippi River Basin provides a :beautiful region of diverse topography, soils, and ecosystems. Rugged terrain limits agriculture in the eastern half of the county; however, the western half of the county has flatter land and high quality agricultural soils. 'Through the public input process, many participants listed the natural beauty of the region as a primary reason for living in Dubuque County. Issues - Dubuque County is home to a variety of natu- ral features that make it unique in the State of Iowa. New development can put increased pressure on these valuable natural resources. In recent years, air quality has become a concern for Dubuque County commu- nities. The region currently meets the Federal clean air criteria, but the region's air quality is approaching non-attain ment levels. Water quality has also been a concern in Dubuque'County. Extensive moniloring in the Catfish Creek Watershed has shown elevated levels of bacteria, nitrates, and chloride. If the current trends in air and water quality arc not reversed, both could pose a serious threat to quality of life in the future. 11 Opportunities —The residents of the region have the opportunity to establish the policies that will insure that future generations will be able to enjoy the Coun- ty's valuable nattualfeatures. Communities should encourage the creation of a sustainable environment that balances agricultural and urban growth and devel- opment, with ecological constraints. Hazard Mitigation Strengths — in recent years Dubuque County has been impacted by several natural disasters. The region has used the lessons learned from our recent experiences to improve hazard mitigation and preparedness activi- ties, Communities in the county have worked together to rebuild, recover, and plan for the future. 'lhe Coun- ty has adopted a multi-jurisdictional mitigation plan that will guide future hazard mitigation activities in the coining years. Issues -. Over the past several years Dubuque County has sustained heavy damage from natural disasters. Flooding in 2008, 2010, and 2011 and a severe drought in 2012 disrupted everyday life and caused millions of dollars in damage to businesses, agricultural opera- tions, and local infrastructure. Opportunities — Communities in Dubuque County need to make use of the time bchvecn natural disasters to plan and make thci r communities more resilient to hazards- implementing building codes to prevent property-damage from winter storms and severe storms, slormwaler management practices to limit flooding, and improving buildings and infrastructure are examples of things communities can do to improve resiliency lo hazards. Watershed Planning Strengths - Dubuque County recently adopted ero • sion control and stormwater ordinances that aim to reduce flooding and protect water quality. The erosion ordinance requires developers to obtain a permit and install erosion control practices on a jobsite during construction. The slormwater ordinance requires de- velopers lo install slormwaler mitigation practices that will reduce the amount of runoff from the completed development. The idea behind the ordinance is to help reduce the impact of new development on flood- ing and water quality. Developers may choose from a variety of options to control storm water. In addition lo Dubuque County, several cities in the region have adopted or are considering similar ordinances. Issues — Flooding has been a major issue for Dubuque County Major flood events in 2008, 2010, and 2011 disrupted everyday life and caused millions of dollars in damage to businesses, agricultural operations, and local infrastructure. Many community readers and residents sought improvements to.stormw *atcr mitiga- tion, water quality, and flood control, Opportunities - Understanding the Importance of land use planning, the impacts of' infiltration based prac- tices, and developing site specific boundaries of non - point source pollution within a watershed will lead to impmvemcnts in our local watersheds- Communities can help improve local watersheds by implementing policies that identify and avoid sensitive areas, mini- mize impervious surfaces, and implement storrnwatcr best management practices. Communities need to work together to repair the damage done to in- sircarn habitat and reduce the rate and volume of slonnnva(er flow using infiltration based practices. Land Use Strengths —The period following the 1980s reces- sion was one of recovery and growth for the Dubuque County economy. Between 1990 and 2007, the Coun- ty saw a growing population, diversification ofindus- try, and increasing employment. Beginning in 2007, the global economic recession slowed growth, but the local economy has remained relatively stable through the recession. Economic growth and investments in transportation infrastructure during this period lead.to the physical expansion of the County's communities. Issues — The pattern in which new development has occurred has led to some issucsMr Dubuque County communities. For example, new commerciai devei- opmenl has, in some cases, come at the expense of established downtowns. Rural residential development has consumed valuable natural and agricultural land, increased .traflic on rural roads, and led to an increased number aseptic systems which come with the paten - Hal for contaminated water. Opportunities — Urban sprawl has been an issue that has been around since the first Dubuque County Land Use plan in 1969. 'lhe communities of Dubuque County will need to develop policies and ordinances to address these important land use issues while encour- aging needed economic development. Communities can use tools such as form - based codes, mixed use development, and conservation subdivisions to pro- vide adequate Iand for new development while control- 12 Issues and Opportunities ling sprawl, protecting the natural environment, and preserving the clutracter of the region. Intergovernmental Coordination Strengths - Historically, the communities in Dubuque County have a good working rdationship. Dubuque County communities are able to cooperate to complete projects of mutual interest. Communities also work together to share informalioit, resources, and are active in several regional organizations. The corunmtruliea of Dubuque County have demonstrated a strong commit- ment to intergovernmental coordination by participat- ing in the Smart Planning Consortium. Issues - Dubuque County communities work together to provide the best services possible to their citizens; however, conflicts between communities have arisen in the past. Conflicts over land development and an- nexations have occurred between cities and Dubuque County in various ways and intensities. While these conflicts do not occur very often, it is important for communities to work together to find an agreeable solution for all sides. Opportunities - Coordination between local govern- ments is an important issue that was identified through the planning process. Comnmunity leaders have found that they can achieve their goals by cooperating instead of coxnpeting with their neighbors. Economic level opment, agricultural and natural resource protection, and hazard mitigation are some of the areas where communities can work together to achieve common goals. 13 'N _kurs3 Nric, PrI r ER\yorr1i Chapter 3 Dubuque County is composed of a collection of com- munities that each have their own unique history and character. Community character is subjective. There is no exact formula for community character. Some of the components that make up community character include community culture and heritage, small town atmosphere, historic buildings, natural features, and the people who live in the committing y. Contuunily character is determined the characteristics, landmarks, and intangible elements that people identify with a specific community and that snake the community a great places to live. Community character is often the reason why people choose to live where they do. During the Smart Planning process, the Consortium asked local residents to write down the things that they liked most about their community: .Many of the comments focused on community specific topics, but there were a few common elements that came up in all communities. Small Town Feel - Despite the wide range in conunu- ni y sizes "small town feel" was cited as a positive clue• acteristic in every consortium member community. Agriculture — Many residents in all 1)uhuque County communities feel a close connection to agriculture. Agriculture is a very important part of the regional economy, and many rural and urban residents are em- ployed directly or indirectly in the industry. Historic Architecture — Dubuque County was one of the first areas settled in Iowa, and as a result is home to many historic buildings. Historic downtowns, homes, and churches can be found across the county. Natural Environment — Dubuque County's unique gc- ography and location on the Mississippi River provides a wonderful natural setting. 'Ihe county has an abun- dance of natural landscapes, scenic vistas, and diverse wildlife. Dubuque County communities have many things in common, but they also have distinct differences that make each community unique. It is important for communities to identify, protect, and expand on those unique things that make their community a great. plane. 'The Consortium members have provided a de- scription of the unique aspects of their community. Dubuque County 'the area that is now the State of Iowa was included as part of the Michigan Territory in 1834. When a portion of the Michigan Territory was admitted to the Union as a state in 1836 the rest was set aside as the Wisconsin'Icrritory, which included all of what is known as the State of Iowa. Iowa was originally two 14 counties, Dcrnoinc County and Dubuque County. In 1837, during the second session of the Wisconsin Ter- ritorial Legislature, Dubuque County was subdivided into 14 other counties: Benton, Buchanan, Cedar, Clayton, Clinton, Delaware, Fayette, Jackson, Johnson, Jones, Keokuk, Linn, Scott and Dubuque. Dubuque County contains land area of612 square miles which includes the City of Dubuque as the largest of 21 cities in the County and which serves as the county seal. The first official meeting of the Dubuque County Board of Supervisors was held on May 13, 1836. The first courthouse building was made of logs and was completed October 1, 1836. Il was intended lo be used us a courthouse; however, if was never used for that purpose but as a jail instead. The present courthouse was completed in 1893 and is still used as the main county office building today. In 1838, Dubuque County had 238] inhabitants; by 1856 hail had risen to 26,871, Dubuque County has experienced some hard economic times in which the population dropped from 93,745 in 1980 to 86,403 in [ 990, a drop of 7.8 %. The steep decline was due in part to the sale and ultimate closure of the Dubuque Puck • ing Co. and the farm crisis which caused the reduced demand for equipment at John Deere Dubuque Works, However with the expansion of tourism and gaming, and a more diversified industrial and business sector; we have seen growth in employment and population over the:last 20 years. Dubuque County has recovered and now has a population dose to that of the 1980's of 93,653. Dubuque County Comprehensive Plan and Vision Statement Dubuque•County's Comprehensive Plan was adopted on September 23., 2002 along with a Future land Use Development Map. This Plan is currently being amended and updated th rough the Dubuque County Smart Planning Consortium to meet the needs of our growing communities. The regional plan for the County will focus on preservation of farm land and rural character, 'managing growl h around and adjacent to the cities and. building a.mare sustainable region by incorporating the smart growth principles into our Comprehensive Plan and development codes. Dubuque County has a vision of what it aspires to be, which improves the success of long - range planning, Community Character 'this brief statement summarizes the County's collec- tive vision of an ideal future, a future that relics on cooperative ellorls to retain valued assets and enhance the quality of Iifc for all residents. Dubuque County Residents will work together to maintain a sound, sale environment with a prosperous t'ur'n sector and thriving communities which con- tribute to a diverse economic base where fiunilies and young adults will retain and earn a living wage while enjoying modern educational facilities, and a variety of cultural and recreational opportunities. Dubuque County will enjoy moderate, planned growth that preserves the rural life style and scenic character of the area while snpporting•renovation of older urban areas, affordable housing, and improved transportation systems. Dubuque County is managed by three elected repre- sentatives to the Board of Supervisors. 'lhe County has a budget of $62,000,000 for 2012 and more than 368 full time employees. The County provides valuable services to all the residents of Dubuque County from the following departments: City & County Assessor, County Auditor, County Conservation, County Attor- ney, County Library, Mental Health & Developmental Disabilities, Emergency Management & General Relief, County Health, personnel, County Recorder, Second- ary Roads, Sheriff, Sumnycrest Manor, County Supervi- sors, County'li-easurer, Veteran's Altai rs, and County Zoning Department. Asbury The City of Asbury once was called the "tiniest town in the state" with a population of 27 people. Asbury was incorporated on September 7, 1933 after the repeal of prohibition, in order to have legalized beer sales. 'T]he initial settling of the community was principally by Methodists who named the community after Bishop Francis Asbury, Ihe. first Methodist Bishop in America. The town's earliest roots are remembered as a village when farmers would travel to have their horses shoe], and visit the general store and local tavern. There were two churches, the Asbury Methodist Church and St Philarnena's Catholic Church, and a one room schoolhouse. The incorporated city 1 i rn its consisted of approximately cloven acres. The cornnninity now has grown to a population of 4,357, covers three square miles, and is the second 15 largest city in Dubuque County. The City remains true to its humble beginnings as a residential community. Asbury has the feel of being close to everything — schnol, work, recreation and church. In the last fifteen ran, the City has added ten residential developments, two commercial developments (Asbury Mall and Saratoga Plaza), expanded the park and recreational opportunities for residents (new park property, re- surface of .multipurpose courts, county library site, and purchase of Meadows Golf Club), and improved the utility services provided to residents (water tower, upgrades (o: wells and upgrade to wastewater treatment plant). Asbury Road continues to be Ilre backbone for transportation thmugh the community. Other major roads to service the com mun ity i ncludc Scippei Road, Radford Road, and Hales Mill Road. The City has sel its direction to maintain a high quality community where people live, learn, grow, work and play— the kind of place that people want to call home, Cascade The City of Cascade is located on the border of Dubuque and Jones Counties. Cascade was named for its location near a waterfall on the North Fork of the Maquoketa River, which runs through the City. US 151 urns along the northern part of the City, arid Towa Highway 136 runs north and south through the City. Cascade is approximately 25 miles from the City of Dubuque and 45 miles from the City of Cedar Rapids. The current slogan forthe City is "the place we call home;' which fits well with this quaint all American town that has so notch to offer with beautiful historic buildings, wonderful places to cat and many unique antique and gift shops. The two most significant economic realities in the con munity's past arc its location on a river with a falls, and on the Old Military Rd, The River was the site of the towns first industry — a mill. 'the Military Road was a major artery bringing settlers into the State of Iowa. With the advent of the automobile, the road became US 151, increasing residents' inability anclallowing farmers to come Cascade to purchase goods. The topography, is hilly, with wonderful vistas with the North. Fork of the Maquoketa River running through it, are the superb natural assets of the City of Cascade. Residents capitalize on Mc natural beauty by maintain- ing their homes,yards, and gardens with obvious pride. Dyersville The spring of 1846 saw a company of forty -two souls in ten families who had left their native Bavaria in 1845 make their way up the Mississippi River by boat from St. i.cntis, and land at Dubuque, Iowa. After transfer- ring their belongings to covered wagons drawn by oxen, the ten families moved westward. 'their good farming sense prompted diem to call the gentle valley they round a few miles soulh of the settlement. of New Vienna their new home. in 1847, at the age of twenty -six, James Dyer arrived in the area. His funnily and friends followed from Somer- sclshire, England. Dyer was a man of means and good judgment and under his leadership an intensive build- ing program was initiated. The town built by Dyer in the midst of the group of Bavarian farmers was known as Dyersville as early as February 13, 1849. The :panics and depression of 1857 and 1873 caused many of the English to leave for more promising places. As the migration of the English continued, they sold fauns, hones and stores to German settlers. in 1888, many farmers and merchants mortgaged their properties to build a new Catholic church large enough to hold one thousand people. Pope Pius X11 elevated .St. Francis Xavier Church to the rank of a Minor Basilica in 1956. The Basilica of St. Francis Xavier was recently restored al a cos( of over $1 million. It was recently featured on PWTN, a Catholic Television Network,. and remains the destination for thousands of visitors each year. With its twin spires topped by gold crosses, the Basilica remains the most predominant edifice in Dyersville. in 1945, Fred Ertl, Sr. began to make scale models of farm tractors using molds he created and fired in his basement furnace. This hobby led to a family business and eventually to the Ertl Company, which produced toy tractors and farm implements. The popularity of these toys over the years has supported two large toy shows, which are held every June and November. Dyersville is now known as the "Farm Toy Capital of the World" and is home to the National Fann Lby Museums. Tn 1982, screenwriter Phi] Robinson became inter- ested in the novel "Shoeless Joe." He recognized the potential for this heartwarming storyand looked for a 16 setting for the film. In the early months of 1988, Iiob. iuson came upon the Lansing farm near Dyersville and said, "That's i 11 That's my farm!" The tnovie produced was called "Field of Dreams," starring ICcvin Costner and James Earl Jones. Today the site is well maintained and visited by many baseball enthusiasts. Dubuque Iowa's oldest city, Dubuque was established in 1833 on the bluffs of the Mississippi River. Sealed in 1788 by French Canadian fur trader and early entrepreneur Julien Dubuque, this has been a vibrant river city since the early, 1800s. Historically known for button making, boat building and logging, today Dubuque is a thriv- ing city, known for its riverboat excursions, tourism, gambling and recreation. Dubuque serves as (he major retail, medical, education and employment. center for an estimated 250.000 people in the tri -state arca. The community has a stable and diversified manufactur- ing base, a growing service sector, and a significant increase in technology based companies. Dubuque also has key employment in publishing, health care, tour- ism and education. In the early 1900s, most of Dubuque was located below the bluffs in the historic floodplain of the Mississippi liiver. 'this development pattern did not substantially change until the 1950s and 1960s, when westward expansion far industry,comntercial and residential development continued until the 1980s. The com- munity Lhcn worked to expand and diversify its local economy with new transportation and communication connections. During the 1990s, local industries were relocated to new industrial parks and new residential developments began on the south and west ends. With construction of the Northwest Arterial (IIighway 32) the new commercial retail center shitted further west Dubuque's rivcrfro n t was dramatically transformed from industrial hrownfields to the 90 -acre campus of the Americas River Project. Dubuque annexed thou • sands of acres to provide opportunities for additional residential, commercial and industrial growth. 'There also has been a continuing trend of redevelopment in the downtown and surrounding commercial and resi- dential areas, such as the Washington and .North End Neighborhoods and the Historic Dubuque Millwork District. The Dubuque 2026 Vision Statement: The City of Community Character Dubuque is a progressive, sustainable city with a strong diversified economy and expanding global connections; the Dubuque community is an inclusive community celebrattng culture and heritage and has actively preserved our Masterpiece on the Mississippi; Dubuque ciliicns experience healthy livi ng and active rei:ircment through quality, livable neighborhoods and an abundance of fun things to do and they are engaged in the community, achieving goals through partner- ships; and Dubuque City government is financially sound and providing services with citizens getting value for their tax dollars. 'the City's mission statement is: to deliver excellent municipal services that support turban living, and contribute to a sustainable elly, The City plans for the community's future, and facilitates access to critical human services_ The result is a financially sound city government and citizens getting services and value for their tax dollar. Dubuque has a city manager form of government, with the City Manager reporting to the Mayor and City Council. The City's annual operating and capi- tal budget is over $181 million and funds a fiill range of municipal services.'lhe City has more than 680 rl'B employees. 'the City of Dubuque provides pub- lic safety, public works, health, engineering, cultural, recreation, community development, housing, plan- ning, zoning, inspection, community and economic development services to its citizens.'Ihe City provides water, sanitary sewer, storm sewer, solid waste collec- tion, parking, transit, civic center, convention center, golf course, parks, pools, (rails, cable TV program- ming, public library and airport operations. The City operates the sanitary landfill with Dubuque County. The City's web site is www.cityofdubuque.org. Epworth With a 2010 Census population of 1,860, Epworth is:located in the center of'Dubuque County about fourteen miles west of Dubuque and len miles cast of Dyersville on (IS 20. The first white settlement in the vicinity of Epworth cane around 1837, although little actual growth was experienced until the surveying of the railroad in 1855. The first local industry, a brick manufacturer, was established in 1851. Other shops and trade stores soon followed that were appropriate for the times. 17 After some rough limes early on and the pressures of the Civil War, P.pworth became an incorporated town of record in 1880. Prosperity and renewed gmwth emerged. Churches and schools were the focal point for the community. Community services and facilities followed including a telephone system and seminary additions. By 1900, the town's population had risen to 550. Fire plagued the town in the first two decades of the 20th century and most of the downtown had to be rebuilt after disasters in 1903 and 1911. This cre- ated considerable interest in the necessity for a com- munity wide water system and the organization of the volunteer fire department. Effects of national and international events over the next 30 years influenced Epworth similar to other communities. The popula- tion stabilized, economic and manufacturing activity survived or flourished and, over time, further com- munity services were added. Since mid- 1960's the construction of housing has provided growth for the community. Its regional proximity to Dyersville and Dubuque has made Epworth a supportive community to the industrial activity of those areas. With numerous small businesses and a new develop- ment area, Epworth is poised for additional growth. The Epworth Fire Department is prided on training and advanced equipment for fire suppression and the highest level nfpre- hospital care. The Epworth area enjoys a class 9 insurance rating which results in lower insurance rates. Volunteers and their remarkable ef- forts position the City as the place to live. Epworth offers.a variety of opportunities, where church, social and civic activities intermix to give residents a basic sense of belonging and working together for their common benefit. Our Gateway Center was built in year 2000 as a landmark to the spirit and pride of our community and its founders. It is a symbol of unity of people of all faiths and all ages, and we hope that it welcomes you to our community. 'the City of Epworth, its citizens, and its stakeholders envision a community that continues to build upon its strengths and leverage those strengths to brancli out. Our cornmunily coifinues to provide an atmosphere conducive to a wide variety people's living styles - from young individuals starting out, families, and retired. persons. This atmosphere includes attractive parks, walling and biking trails, abundant recreational and cultural opportunities, a strong school system, well- maintained streets and infrastructure, exceptional fire and police protection, and abundant, qualityhonsing. The business community in Epworth is growing, offers employment opportunities for the community, and serves to compliment the community's atmosphere. City govermnent is cognizant of the varying needs of residents and husi ncsscs alike, in addition to be- ing financially sound. Epworth is a community where people will seek to live, work, and operate a business because of its atmosphere and opportunities, Farley Parley is located in the western half of Dubuque County along US 20. Like many communities across the anmtry, Farley r,an trace its humble beginnings to the construction of a railroad line through the area. At the point where the Dubuque Southwestern Rail- road met the Dubuque and Pacific road,. a depot was built in the late 1850's. A town was platted, property purchased and businesses began to spring up. By the time the town became incorporated in 1879, 129 set- tlers called Farley their home. Today Parley is home to 1,550 residents. Transportation played an important.role.in the City's history and still does today. Many residents built homes and raised families in Farley, traveling to nearby Dubuque or Dyersville for employment orshopping. More recently, the city's industrial haaehas thrived, with manufacturers taking advantage of Farley's unique proximity to a four -lane highway and the CNN Railroad. Volunteers play a critical role in Parley's success —fan our park board, to the Parley Development Corpora- tion, fire and ambulance, to our Farley Garden Club whose members beautify .Farley with a multitude flower plantings every year: through the strong sense of community spirit and volunteer efforts by its chi- nas, as well as a proactive vision by community lead- ers, Farley has enjoyed smart, balanced growth and is poised for even greater prosperity in the future. A strong relationship between the Farley Development. Corporation, local entrepreneurs and the City, con- tributed to the steadygrowth of Parley's two industrial parks -- -with employment topping more than 300. Achievinga balance between commercial and residen- tial growth became a reality with the development of the Southlake subdivision in ale late 1990's, To date, more than 70 new homes have been built in South]akc. 18 Quality of l ifc and recreational opportunities have al- ways served as a source of pride in Farley. The city park includes 'bur ball fields, including the home fields for the Nrestern Dubuque Bobcat boys' and girls' baseball and softball teams, Ti also features two large shelters and four small ones, plenty of room for family reunions and gatherings. Lots of (rtes and playground equipment including tennis, basketball, volleyball and horseshoes are close by. Our Westside park boasts of playground equipment and picnic facilities. For the bicycle enthusi- ast, we have a new h mile bike lane on the road leading north out of town, connecting to the 26 -mile Heritage Trail. The Farley Memorial Hall was built in 1939 during the Great Depression using the New Deal's Work Projects Administration (WPA) funding.'J his two -story com- munity center features a dance floor and stage upstairs and a kitchen - reception area downstairs. it holds more than 500 people and has served as the center of fam- ily and organisational gal [wrings for generations, Also downtown, you can dine out at four different places. Tn the summer time, besides baseball and softball, one can hear the sounds of the stock cars at the Parley Speedway on Friday nights. This dirt track draws fans from all around eastern Iowa. The raceway grounds are also home to the Palace Ballroom, an additional venue to Rost fan ily celebrations or business events. Farley serves as the home for both the Sewn Catholic middle school, Western Dubuque Schools public preK -9 elementary and middle school. Drexler Middle School recently eornplcled a major remodeling, wh ich i ncludcd an addition of a new gymnasium, and the Dubuque County Library that serves the School, City and County. the coinmunity's connection to agriculture has always been strong and is the hotnc of an implement deafer, feed store, grain elevator, veterinary services and tire repair. Through 2011, the city invested more than $8 million in infrastructure projects over the previous ten years, including a new waste water treatment plant, a second water tower; reconstruction of First Avenue and First Street, plus the purchase and remodeling of city offices and maintenance shop. Peosta Peosla was the name of a Fox Indian chief who had a daughter named Petosa. In the late 1700's, Petosa became the wile (CI French col reprcncur named Julien Dubuque, Peosta (Ibnnerly known as Caledonia) in Vernon "Own- ship was laid out in 1853 by Simeon Clark and Elisha Brady on a tract of Ih illy acres along the rail mad line. Methodist, Presbyterian and Campbellite churches were started early. A hole! was built in 1857. Peosta was incorporated on July 14, 1933. 'Between 1933 and 1990, Peosta grew at a modest pace. In 1992, two developers purchased farmland and began developing Royal Oaks and ?costa Acres subdivisions. Since that time, both of these subdivisions have expand- ed. Gingerbread Ridge, Purkview Estates, Royal Oaks East and Kelly Oaks subdivisions are also being devel- oped, providing the potential for many more people to enjoy the benefits of a small community that has a lot to offer. According to the 2010 census, the city had a popula- tion of 1,377; Peosla is also home to a large industrial park boasiing 40 plus businesses employing about 2,000 employees. Northeast Iowa Community College has a minims in Peosla with approximately 2,300 students. 'the Peosta Community Centre (PC:C) openecl.ils doors in 2005; this 75,000 square foot facility was built by A.J. Spiegel and donated to the City. 'lhe PCC has state of the art fitness equipment including audio and weights and offers more than 30 fitness classes each week. 'lhere are also basketball, tennis and volleyball courts plus two racquetball courts that appeal to all age groups. The banquet room is used for many wedding receptions and other large events held throughout the year, City Hall is also housed within the facility. lvlr. Spiegel also donated land to the City to build a base - hall diamond that is used by the Peosta Cubs semi -pro team and also serves as Clarke University's home field. There are also two Little League diamonds that are used for many youth teams in the area. There are two elementary schools that call Peosta home: Peosta Elementary houses pre -K through 4th grade and Seton Catholic School has children from pre -J< through 5th grade attending their center. 19 Goals :and objectives 1. Invest in existing places such as downtowns, in- frastructure, neighborhoods, and places Thai the communityvatues. 1.1. Prioritize fiinding for repair and maintenance of existing in fraslruc.( ure before building new. 1.2. Encourage economic development in existing downtowns. 1,3, Rchabilitalc existing buildings in a way that preserves their historic significance while meeting modern needs such as office space, retail, or apartments. 1,4, Encourage private sector investment by pro- viding incentives for in no development. 2. Create great new places in areas that arc desig- nated for new development. 2.1, idcn(ify designated growth areas that the cum - munity secs as best suited for new develop- ment. 2.2. Consider design guidelines that preserve dis- tinctive local diameter in new development. 23. Consider polices that promote the develop.. ment of compact, walkable, mixed -use places. 2.4, plan for new parks and open spaces to serve new development. 2,5. Encourage developers to build great places by using smart growth and green building ap- proaches. 3. Preserve the agricultural natural character of the region. 3. Develop land and economic develop:nerd strategics that preserve working. farms, natural landscapes, and scenic vistas that represent a community's character. 32. Encourage land use politics and regulations that do not hamper family farm operations. 3.3. Promote rural products in urban areas through bu y local campaigns and farmers' markets. 4. Safeguard the cultural and historic resources of each counnunity as critical to the quality of lifc and the attractiveness of the region. 4.1. Pm m otc the preservation of historic buildings and architectural resources with emphasis in areas of greatest need. 4.2, Encourage educating the community about the benefits of historic preservation to quality oflife, economic development efforts, tourism, and tax base enhancement. Encourage exploration, preservation, and interpretation for present and future genera- tions, the history of the region's communities and the Mississippi River. 4.4. Promote increased appreciation, education, technical assistance, and funding to preserve historical, architectural, and archeological heritage. 4.5, Encourage the development of a marketing plan for the cultural and historic resources in the region. 4.6. Identify thelocation of existing historical and archeological in ureter to buffer nearby future development if necessary, to preservethe char- acter of a site. 4.7. Consider development regulations that will protect significant undiscovered archaeologi- cal site such as ancient burial mounds, from disruption, 20 Community Overview This chapter includes it summary of the current (Ietr1U- graph ic and economic conditions in each community, and future forecasts for total population and employ- ment. The data presented in this chapter will be used (0 assess the strengths and weaknesses of each commu- nity and the region as a whole. Consortium members will use this information to create goals and objectives that will build on community strengths and address any weaknesses. The majority of the data in this chapter comes from the US Census Bureau's American Commun ity Survey (ACS) 5 -year estimates. The ACS is based on a ques- tionnaire that is sent each month to a sample of about 250,000 addresses in the United States. Bach calendar year these data are pooled and estimates are produced for about 60 different social, economic, and hous- ing characteristics. Since the size of a geographic area Iargely determines the size of the sample, only larger ar- eas -those with 65,000 or more people— receive 1 -year estimates. For smaller places, estimates are created for multiyear periods: for areas with populations between 20,000 and 65,000, 3 years of data are needed; and for Community Character areas with fewer than 20,000 people, 5 years of data need to be collected in order to provide estimates. All survey and census estimates include some amount of error. Estimates generated from sample survey data have uncertainty associated with them because they are based on a sample of the population rather than the full population. 'this uncertainty, referred to as sampling error, means that the estimates derived from a sample survey will likely differ from the values that world have been obtained if the entire population had been includ- ed in the survey, as well as from values that would have been obtained had a different set of sample units been selected. 21 SL Community Overview Dubuque County, Iowa 2010 Dubuque CoWay Population 4,000 5,000 0 2,000 • Female population • Melep0pDktion >25 W to 89 75 1079 70 to 74 661069 601066 55 toS9 501054 45 10 49 40 to 44 3510 39 3010 34 25 to 19 20 to 24 151019 20 to 14 Sto9 c5 4,000 n*+[ur(■rw eW,uK4419 100/300 20000 60,000 40,000 20,0ou 140000 *30,001 loo u 10,000 60,000 40000 20,000 Dubuque County Historical Population F 0 0 0 o 0 0 0 0 0 0 0 0 m " in 8, m 'd' " 'B. s. es 1R 8 0 �{ N N ti ['1 ti 'I e'I e'{ e1 e1 e1 H Dubuque CountyPopulalion Foreest 110,521 —6741$1 12'1.143_ •653 1990 2009 1010 21220 200 1040 !taco an' Dubuque County Race o4..14,w. In n[«[ Iuw[t mm Dubuque County Hispanic or Latino I1isp,nic or 6/6nu 04 any rate2 1.901: cY[6[n[: KI[ uu4n,s ,N10 E•44 Education Population 25 Years and Over Doctorate degre Rufenkinals[Mwl degree QS% 1.6% Mmtf't degree 6.3% Bad,elor'sdemee 16.3% Associate'sdeeree 017.2% Somecdlege, 1 or more yean,no decree Some college, lessthan lyear Hl5h school graduate, GED, or altcmodve Lewtha• hi59School graduate Dote SaJne:01 fame &vmvAa gram Fni„wlK )AIWO09 12.5% 6 -t% 10.6% 76% 409f. 60% According to the 2010 Census, the population of Dubuque County is 93,653, For host of the last 150 years Dubuque County's population has grown steadily. During the film crisis of the 1980s the County lost popula.. tion. Since 1990 the County has experiencedpositive population growth. The pattern of positive growth is expected to continue over the next 30 years. According to population pmjcctions produced by the Consortium, Dubuque County's population will reach 122,000 by the year 2040. While Dubuque County's population con- tinues to become more diverse, racial and ethnic: minority groups make up a small percentage of the County's population, approximately 6%. According to the US Census Bureau, 389,5 of residents 25 and older have a high school diploma arid 33% have a college degree. Nationally, 2996 have graduated high school and 34% have a col- lege degree. 22 Community Character Area: 2010 Population: Population Density: 616.64sq mi 93,653 152 persons persq mi Employment Fall • g 54) a s 50A 6 439 0 4302 35A 3DA • 1990 bubuqueCounty Historical Employment 1999 2000 Yeur 200 2030 80.000 %%RFA 60,1700 50000 4u.coo 36.000 20.000 10.c00 3(1.0 n.0 . V 7.0 E 6.0 ' 4.0 3.0 Dubuqueeounty Employmont Emmett 69.653 72.1'!19 61�11s3 56,500 20119 203.5 2020 2025 2030 2015 2040 year 911.5.100r.1.0l0 Annual Unemployment Rate 7 0 • . • r.- 1190 1995 2009 2W5 2010 �Dulwque County SbkoI hIsfa .•Vniled Stiles I IA %: ee 11111y1 0 1I, 9t$17/nHIS Housing Total Oaupled Housing Units: Ovwneroccupied Units: Renter - Occupied Units: Median Year Structure Bunt :t Median Value of Owner- Occupied Units* W b i00re:05 census Byrn%210 in shun:us(Alma lmta%MSS glum E.0matc, 200%2009 Value of Owner -Occupied housing 5000 4500 4Dro -I e 3500 3006 2 SSW 82000 , 1500 • 3000 — ._. ..- 1 value frhousands of Dollars] Ice= IAS Awn tummyAeSSaw. F.,IUIUd'.NAAJDID 36,B15 26,969 9,846 1% 5131,400 L Income Median Household Income: 548.0121 oo9 nollars) 5000 4500 4000 3500 1 Dubuque County Household Income - 3000 2590 I. MD 1500 1000 _ --- - ... -.._ — _ _ ' ' 1 I 1 1 111 S o a o a 0 in a� o o In " `q .r .r n n a, of a a a to r. 8 Thourads ot0otars .Y.r w Ma sours: OSCOmoshas Yo resawolt20052009 m y '�i ix According to the US Bureau of Labor Statistics (BLS , Dubuque County's seasonally adjusted employment total for August 2011 was 57,400. Employment growth is expected 10 continue over the next 30 years. Employment is expected to reach 72,000 by 2040, based on a forecast developed for Dubuque County by Regional Economic Model, Inc. Since 2000 Dubuque County's unemployment rate has mirrored the State of lowa's rate. Based on the BLS data, both Dubuque (county and the State of lowa have fared well in the recession. Current unemploy- ment rates are approximately 3 percentage points lower than the national average. The price of owner occu- pied housing tends to be less than the national average. The median home price for Dubuque Count y is about $48,000 less than the national median of $179,900. Dubuque County's median household income is $48,012; just under the national median household income of $51,425. 23 Community Overview City of Asbury, Iowa Papu stun) 2010 Asbury Population ass 6oto 84 75 to 79 701074 65 to 69 60 to 64 551459 5014 54 45 to 49 40 to44 351033 30to34 25 to 29 204024 154019 104014 510 9 <5 3DD 20D 100 0 100 200 300 • Female population • Male populellon "4eY""`� 5,000 4,000 • 3,01)0 2,0uu 1.000 Qty of Asbury Historical Population 1930 1940 1950 1960 1970 1930 1990 2000 2010 pmi Lavew[maw.. arn • 10,000 3,610. 6,000 4,000 2,000 City of Asbury Population Forecast 5,470 21113 7,490 4,170 6,93 6V356 1990 2000 201b 2020 2020 2040 Race an • thatch Asbury Race Atl,Nita.I,l41.1 aanluW 14alvo,D.00% Su ee00nr tent, 03.4 new: 1.% twoudMtv.2010 Asbury Hispanic or Latino Inpenlear Latino (0t21y 1.l. 14114 ;JCS on Education Population 25 Years and Over Posturer,deeree proTo, on.,tschool cages M.uter'sdegres Sathelor4de6roe Associate's degree Some rollel;e, 1 or more years, no darn. Some college, less than 1year I11e. srh oor graduate, G gn, o. alternative ins than high School g.adrute . 2.6% Mew sons.. fKh,vu.0wwxdf5 >xnrrsewat a6r fa6e 0% 10% 74% 12.3% 14.10 24.7% 25. 20% 30% Asbury residents tend to be younger than the rest of the County. Median age is 35.6 compared to 3R.6 for the county. The 2010 population pyramid shows large numbers in the 30 -44 and the 5 -19 age groups. This indicates the presence of many young, families. Asbury has experienced rapid population growth over the hist 60 years. Starting at just 27 residents in 1940, the City has grown to 4,170 residents. Asbury's rapid expansion is expected lo continue over the next 30 years. According to projections, the City's population will top 9,000 by 2040. Whites make up about 97% ofAsbury''s population. Countywide, whites make up about 9496. Education levels in As- bury are higher than in the rest of the County. 50% of residents have a college degree. 24 Community Character Area: 2010 Population: Population Density: 3.12 sq mi 4,170 1,337 persons per sq mi Emp OYment 2009• 2000 1990 Employment Status of Asbury Residents - • S I I 1 . : 1 : 1- 11 1 .' 80% SS% 90% 95% 100% to Employed ■ Unemployed LYE,SOUNC: USCtnas WRaa1730.2WU • MU 9wlre: US Census WWII, ACS 5 year sa0mat ,2006 2009 nuelm,Ilun,a Onnisgaa ,,,......m.,, aMYal i L.......xx.nxnv. wnWWW V.Jrn Frerro ...A. noon. &einem ~ uu:mW m *„W.Y w.a- .1..1. Ya„Wm.R Gawmn H4I.na W.u.x....,, I,aRy. Asbury MA = Employment by Industry sal 3. 40J 410 UV/ MN ISO Na 2'l 0 Se LO ONa &uraeUSC,man Rama', ASS SlowRalnlate, 20as 206* Occupation of AshuryResidents 15 and WO/ tdana5emee4 plafesxulrl, and M=1011 kJ occupation - Sett=JC uttUi liwl1 -Sales end utdae uOfopaVutls Tai anti$ (shine, and forestry oecIIpanon5 - CMVUWA lo OII, extraction, an - bnince,andropaioccopndon, _rrrndnrnnn, tlnnglnnndn.i, and l mnr4ll Irywine mupDamns Data swmcus census DUea6AC 51vw rainwr,'lroe.xm3 Housing Total Occupied Housing UnIIS: Owner - Occupied Units: Renter- Occupied Units: Median Year Structure Runt:" Median Value of Owner -Occupied Units* non storm: us CCMII: Wit Q. OIO •Me%K m I I (n,mn finnan Ats S. nM ri;...I MOSJ600 1,463 1,262 171 1995 $1111,700 300 2S0 c • 202 e 150 100 50 0 It. Ix Un, Value orowner- Ottopled Housing cri 1V N- ^7 � e 'rte 3,st e T• 1(019* 11hourond:of folios U1 CVO*. Mma.•.Ale Fr•.� i•f.... o, hin.010' Median Household Inane: $75,000 (2009 Dollars) 250 209 a 150 a x a • 100 S0 0 Asbury Household Income a ° .'^. °n ey °m m * A s i r o ldn Idr, s1 Thousands of Volbrs Data Mum: C3CCOrasMS5 TAN tM *00t20O5202t Une:nploytnenl has decreased from around 5% in 1990 to 1.5% in 2009. 7196 of Asbury residents work in man- agement, pmfessionai, sales, and office occupations. Asbury home prices tend to be higher than the rest of the county. The Asbury median home price is $30,300 higher than the County median. Median household income is $27,000 higher than the rest of the Cotmty. 25 Community Overview City of Cascade, Iowa Populanon 2010 Cascada population I00 75 50 25 0 25 50 75 200 a Female population a Maltpopub6on >ss 801024 751n 79 7010 74 6503 69 6010 64 SS to 59 5010 5.4 4.5 to 49 4010 44 3.5 to 29 3010 34 25 to 29 20 TO 24 1, to 19 10 to L4 . ID 5 mr. nt n,w( aevv42010 _••• 2500 2.003 1,500 1,000 00 City of Cascade Historical Population sssssssss et. Inn Lam In ,.,an x$ na in, 3.000 1,500 7,030. ],500 3,000 500 fityof Cascade Population Forecast ..... 7,139 1958 7 a7a zsoa _1,612 '2717 1990 1000 2010 7003 21110 0340 i•Race and thnlclt Cascade Race Af eraebdlnan1 '1- IOWA QOM md oth II,n5nd uav4C7M Ithnbnd.✓4 n.rna.iw IKgAv.KIP.A..iaro Cascade Hispanic Or Latina EIucation rduadtiun population 25 Years and Over Boctorste depot professional vchote degree Moamr'x degree Bachelor's degree Associate's degree Sense milese• 10r moreyar% no detrea 5o rot mtegt, less Ihbl Iyar I sigh cdeoel graduate. CIO or attematlye Less elan high 5m4dgnlduale 0.0% 4334 30 - 30.1794 41.7 Oata Scarce: 11517~. em m,/!.i }nor Lamely 72tm7“49 0% 10% 20% 3096 40% 5076 the median age in Cascade is 38/ compared to 38.6 for the County. The 2010 population pyramid is about as wide on top as it is on the bottom. This indicates that Cascade is an older, established city. Cascade has.experi•• enced steady population growth over the last 100 years. Population declined in the 1980s, but has since returned to a positive growth pattern. Cascade's steady growl h is expected to continue Over the next 30 years. According to projections, the City:: population will top 2,700 by 2040. Whites make up about 9696 of Cascade's population. County wide, whites make up about 9496—Education levels in Cascade are similar to the rest of the County. 29% of residents have a college degree. 28 Community Character Area: 2010 Population: Population Density: 1.29 sq mi 2,159 1,142 persons per sq mi Emp OVment 2009` 20 On 1990 —I—r— 1 1t. t 8076 8516 9054 95% • Employed • unemployed 100% 0' fmn cane.. I1$Cenen ymx:n, aC 55<wn, Lrn :•b,>MSJnm MgnrIlW,nn SIB w.•ane,. al,N.n .afmfn:426ry wet Iasi e.J.. n ntem.90 sac. a Cascade Employment by Industry IMs,inr,tr: tllttt� m,:q W:nwar$S onsets, =IP Wm, tam shot,. Y„aaq, mr• rAnMNf M1vin6„ Employment Status Of Cascade Residents huh& stay a W • ,w 19, lW to Aa naraSW iota souse: US Ceres Uureau,Aes 5g9r Iaimae, 101012009 3n au au occupation of Cascade Residents 16 andOWer Management orofesslonal,and lllll� rented occupMml< ■ EffSoivice a4Patinnt (♦ fairs and office occupations Farming, 1iiehing, and forestry nMlpadnns -Construction, ntracliul,mair leaanue, and repair uccbpaliu:e Plodudluh, lleusIurtanUls, aid mletlsl luuli116 uccuyeauIs ruinSnm:r IIS C.a.namnxn, ACS S year tatmote,1U10S 2.121a Unemployment has decreased from 3.696 in 1990 to 1.196 in 2009. 49% of Casaide rcisitlents work' iu manage- ment, professional, sales, and office occupations. 29% work in :production, lydnsporlation. and material moving occupations. Cascade home prices tend lo be lower Iban the nest elIhe County: The fined an home price in Cas- cade is $13,600 lower Than the County median. Median household. Income is about $3,000 higher than the rest of the County Housing Total Occupied 1 lousing Units: Owner• Occupied Units: Realer- Occupied Units: Median Year Structure Built:' Median Value of Owner - Occupied Units' IWa scum: US C t0.1: UucNU,2U10 • Data Source: LIS [nese Dacou, A6 S wor [Ornate, ?03S 2003 140- 120- 11 100 - eo - c 60 $ 40 - 20 - 0- Value of Owner- Occupied Housing 220 630 250 1974 5117,300 gg SSpJ I5 ppm 59d I1111 �drp�16��IRm7:�33 �.3R�ad d bd^„ 1hM,c lihousandxor Dolarn) a.:L: Snow,: nS Cxn.:mAwmn:, ACS Sam FQaxulm 7149.5d00.9 IMMMO (; Median Household Income: $51,193 (2009 Dollars) a 0 s 120 160 140 110 • w0 ea 60 40 20 0 Cascade Hooseheld Income oV V it re el' 04 a a ihouv,ndx of Dolton cots some: ustaxNaas rot Waft 2o;Sao 27 Community Overview r City of Dubuque, Iowa 20900 70.000 69000. 50,000 411,04 z0. 0 20,010 ]upul. .7.010 Dubuque Population 75.504 a0S 80 1084 7510 79 rtt 70to 74 57,530 57,686 57,637 651089 ..... 601064 ................. SS to S9 SOLO S4 O1to 49 Qo 64 F 3S 35to 39 1920 30t0 34 2010 21120 2S to 22 20 to 24 15t019 10 to 14 6to9 05 3,000 2,000 1,000 0 1,000 2,000 3,000 1 rrcanale population • Male population 9W:W Cm. Mner IMI 70600 City of Dubuque Historical Population 60,000 — 50,1100 40,000 30.000 20,000 10,000 o o 0 0 0 0 0 0 0 p 0 N 0 0 0 o G 20900 70.000 69000. 50,000 411,04 z0. 0 20,010 ]upul. illy of Dubuque Population Forecast 75.504 rtt �, 57,530 57,686 57,637 ..... .. ................. --- -- 1920 2000 2010 21120 1010 2040 R.ace and Ethnicity Dubuque.Race Some Other am 0.64,4 bmrllnxehn nN ' *her Palk Otine•frnrcK Amvbn India. tall Aki0. LU,xuti# nn•x..ctao.wa..,oaw, t s.. Dubuque Hispanic Or Latino •Nanusavcw,l0Y E ucation Education Population 25 Years and Over Doctorate degree Professional school degree Mestel's degree Bachelor's deuce Assodate's degree Some college, 1 or more ream, no degree Some college, !ma than Iyerw II school graduate. GED. or ateinative Less Than high sdloolgraduate Oat, Source: USre,hiaurcou AC'S free Faimnn NIDSMM 6% 107E 20% 30% 4014 1299 ■ 5 11.6% The median age in Dubuque is 38.7 compared to 38.6 for the County. The 2010 population pyramt'cl shows Iarge numbers in the 20 -24 age group, indicating the city's college population, and the 45 -59 age group, indicating a large "baby boomer" population nearing retirement age Dubuque has experienced steady population growth over the last 150 years. Population declined in the 1980s, but has since leveled off to a slow growth pattern. With new economic development activities, Dubuque's growth rate is expected to increase over the next 30 years. Ac- cording to projections, the City's population will top 75,000: by 2040. Whites make up about 92% of Dubuque's population. County wide, whites make up .about 9496. Education levels in Dubuqueare similar to the rest of the County. 33% of residents have a college degree. 28 Community Character Area: 2010 Population: Population Density: 31.35 sq mi 57,637 1,539 persons per sq mi Employment 2009' 2000 5990 Employment Status of Dubuque Residents 1 1 1 I 8054 85% 9096 9S% • Employed • Unemployed Data Source: US Census our:µ lief 2040 MIA Bmnm.IIS fr R.n.un, AC%glow F•nnAp)RI%.Mm n erandu eb. WJRrin.bn N .• .n...im. n..... enlooled YHw mncAb/.wm4a W.leam bV li TwµnKM WnA.wi.Awa wn.s, nnul•er mMmbbN, YrruWiu " )nWhnernounman'mkt Dubuque Employment by Industry ME -r 100% BIN caws nhavaDtt non Smnr. IIS!wont. Rnvnj MS 54.., F Moab, )AAS >aks Occupation of Dubuque Residents 16 and Older Man..Scnent, pmfessinnal, and telatedo¢upations meSerene occupatonx =Sal= and °Ikeou.dpaliuh f4n,Ior, 1hlRI@, 2lbr turntl y -uvvURSlluI,t � Consbucnon,.xuacnon,matn- ullance,and repairoccupatlons t'wducton, transportation, awl Imterul mosnOoccupations Mta Sem= US Cale/ UMW, ACS S wn, Gunnle,21X5 -10.e0 Housing Total Occupied Housing Units: Owner - Occupied Units: Renter- Occupied Units: Median Year Structure Built:" Median Value of Owner - Occupied Units• MIA Som.:115 (wed. Rnn...u, 2210 'Ma Source: UStWoa MnathAC) !,ear C,4m*e, b)4 -0.0 I 3500 3000 n 2500 e V2000 1500 2 loco R • • w JR 2 2222222222 4. .9285 228 reV is 6J666" yy '' b2 6e Vakca phouwandsof bollaes) i. RmulqArson? 23,506 15,44G 2,060 1r15E $717,900 Value of Owner- Ooeupied Housing Median Household Income: $41,27912009 Dollars 3000 2500 2000 a 0 ]500 z 1000 50u 0 Dubuque Household Income -. es ..t "sa 7 7 M T 4 9 Msa s thousendsofDolen U)Qa.,aAcS Yrw rnmulr, 2GU5dlfl0 • cti Is g 0 M Unemployuienl remained around 5% between 1990 arid 2009. 57% of Dubuque residents. work in manage- ment, professional, sales, and office occupations. 1596 work in production, transportation and material moving occupations. Dubuque home prices tend to be lower than the rest of the County. 'lhe median home price in Dubuque is $13,500 lower than the County median. Median household income is about $6,000 lower than the rest of the county. 29 Community Overview City of Dyersville, Iowa Po , ulation 2010 Dyersville Population XIS 20 to e4 75t079 70 to 74 65to 69 60 to E4 S5 to 59 50 to 54 461049 401044 2Sto 39 3010 34 2610 25 201074 161015 101014 Sto9 9s 200 150 100 50 D 50 100 150 2DD WYISLsur remstepepulanon • Mak popu1360n Munn/ow 5,000 4,000 3.000 2,000 2,000 Cityof byersvllle Historical Population till et 1St tete Inn&awe Ine..n.eMne...we 5,500 5,000 4.590 41.01.1 3,300 3.000 2.300 1.000 Divot Dyersville population Forecast —cw 4.900 4;035. " 4.058 11136 1990 2000 2010 2020 2030 2040 Dyersville Rate anw.ul.. e.eb OAt% 'LI a,x Otht. nuII Mµlla bhndx,aaex naalon -: re: awe..n w. son Dyersville Hispanic or Latino YpdcYr Ieyno 131% eablunne Lu Oxw L4vYl9A E ucation Education Population 25 Years and Over bocta. a dwe° 7.7% 9refe;i0naI school degree ?Axle?: degree 096hela'1 degree nssodrte's degree 50necOtel:e, 1 o moreyears, no degree Some colkee,tessthan iyear High school fr.dµflo, GEC., or Blteniadve lehs dein high School vaduate 0.696 2.7% 15. MI 9.694 ' 11.354 B.7% 263% 33.B 0 tu tu0rk:e4Cw.nw B,ann.ACS »W Lamm. zuunooY O% IDYL 20% 30% 40% The median age in Dyersville is 40.0 compared to 38.6 for the county. The 2010 population pyramid is about as wide on lop as 11 is on the bottom. This indicates that Dyersville is an older, established city. Dyersville has expe- rienced steady population growth over the last 100 years. Population declined in the 1980s, but has since leveled off to a slow gmwth pattern, With new economic development: activities, Dycrsvilla growth rale is expected to increase overthe next 30 years. According to projections, the City's population will near 5,000 by 2040. Whites make up about 9896 of Dyersville's population. County wide ,whites make up about 94%. Education levels in Dyersville are similar to the rest of the County. 3396 of residents have a college degree. 30 Community Charactt: Area: 2010 Population: Population Density: 5.93sgmi 4,058 684 persons per sq mi Employment 20139' 200D 1990 Employment Status of Dyersville Residents 80% 85'16 ft Employed ---/--F----'1-I- S0%: 9596 is Unemployed 100% U. Son:, . 1 IS Cwna Rnl.an, 1690, )Ion Onto Source: US C'enan Unman, MS 5-war LAimate. 0ae: -alOS m4uw.emmn mar %Ma: Me.::.. & Il.^d C.• M.m.1 a cote.. Dyersville Employment by Industry Ml mn WLI.:L:.J. t� MY ...... I.ulyxwlabl r l ]M ao 430 240 aw IN a:mlm.n n.eLnnrx: In non.. Wong AFS Sp.: RPnulr, 'OX. ) Occupafioncif Dyersville Rcsldalllsl6 and Older Housing Total Occupied Housing Units: Owner -Occupied Units: Renter- Occupied Units: Median Year Structure Built:* Median Value of Owner -Occupied Units" 13.1.. S:nu.•: 16tr::a:. Wn.a:y)DlD •Uob Sou :N Cenws uurew. CS Slear r,dnae, )/✓Ir.)O'll 200 • g 1so 0 t00 0 z 50 • ■■ .. 0 • .o> I V LItI M. °yS .,a g4rnga.rOxx5.xRE,fifsR °s r, me 666 and 3 d d ��g..s;$>3ABe • Value (t ousandsof Dollars) 1,700 1,377 323 1961 $120,600 Value of Owner - Occupied Housing V >lMws Fur ew;NAS -n.n r0IMnur. XMSJXM Income Median Household Income: $55,176 {2009 Dollars 300 250 20D 0 Management, professional, a nd 150 ■1113 led occupations i SCreooun e:oAeccesunl 200 uIrue tpliwn ateuySUultl LLr,and rom50y SV teI nce,and repalromrpafl0Il 0 e yy 1n^ il I:rdduciwn. t.anspomaol, and 3 material romne 9tcopatons ea Dyersville Household Income a V 0. O 01 O 01 01 g. a V 5 m o ^ M M T T y ^ Thousands of Dollars DOA Sauce: IKCennls eneau, A6 Steal GUlmte,Dxs -2069 COIN Sumer VA C'cn MUNA 52ffir O60:44 educHna ............... ......... .... .... ....... ....... Unemployment decreased: from 4.2% in 1990 to 1.2% in 2009. 52% of Dyersville residents work in management, professional. sales, and office occupations. 23% work in production, transportation and material moving occu- pations. Dyersville Home prices tend to be lower than the rest of the County. '!he median home price in Dyers- Ole is $10,800 lower than the county median. Median household income is about $7,500 higher than the rest of the County. 31 r'..., Community Overview ± City of Epworth, Iowa Popu ration 150 100 2010 Epworth Population 50 0 50 a female popubtion • Ddale population 100 :4s5 eo to94 75 t075 701o74 65 tD 69 CO to 64 55 t0 59 SO to 54 45 to 44 401044 35t039 301044 25 tD 29 20 to 24 150019 ID to 19 Sto9 <3 150 WW:1nt.•mw Baran µ AUo toms 14500 1.000 500 City of Eeworth Historical Population t—r . X9 �°+ �9'9 .9 .9 .9 ' 9 Hx. w.n...ww..e..x..... nn:. 9,000 2,500 x/000 • 1,500 1,400 500 City of Epwonh population Korean 1,:InO 1,428 2.133 1,10,11 2,4554 1990 2020 2010 2010 2000 2040 Epworth Race Black otMetal km -ilery 0.29% remoaaerkare. 0315: NoorMore R2ua,Al2Z 0n. mw rea as B...4 x,o Epworth Hispanic or Latino 100:400wrl410o jai owl, oral, OAr% Uih,SW V:IOG.,dgl. v{MU Education Education Population 25 Years and Civet Doctorate dame nofessiottal school degree 14Mtee6dS069 Bachelors: eftw e A2neiate•i degree 0.094 I.976 4.5 % 1 10 Some tt4Ic e, Lur rnurayears, no III l2uyu am axlv t nm: o ek n ra.ma.Q,. 4lV'Y 1 QeaCC 1 2 Some college, less than Ivor le 5.1% Nllhuhool graduate, OED, or Nlernellve tessthan Mali School eraalate 11 '. #C 92.1% • D% 20% 4095 60% The median age in Epworth is 331 compared to 38.6 for the County, The 2010 papulalion pyramid much ntu'- rower at the top than it is on the bottom. 'this indicates that Iipworth is an younger city that is growing thmugh tin migration. Epworlh has experienced rapid population growth over the last 50 years. population declined in the 1980s, but has since relurncd 10 a positive growth pattern. Epwortlis positive growth rate is expected to con - tinue over the next 30 years. According to projections, the City's population will reach 2.800 by 2040. Whiles make up about 94% ofEpwortWs population, which is the same as the countywide percentage, Education levels in Epworth are slightly lower than the rest of the County. 28% of residents have a college degree. 32 Community Character Area: 2010 Population: Population Density: 1.58sgmi 1,860 1,177 persons per sq mi Employment 2009' 2000 1990 Employment Status.of Epworth•Residents xsx ■ Employed r-1 9046 9996 i Unemployed 10045 US, km= US Camas Iavu,1990,1000 On.e S,wsn.IISrrn,.nR,..... AGgvwi Adnuh wins. ne, ne. nl.. ,.n_ralwlElD d...d...I.. !- efuenMa ISM Con s.xe.l..as...a. Paw. MoraVa In.n,y,xNt W, I0xnn..e VVrh .x.le.i Neral.mrhr krona= Rmerm.anxramrrd. Imnrirafelit Epworth Employment by Industry r lit 150 Lnd,n,n Data Source: US Census wrtau, ACS Syear Istimak, 2D0Y6mf Occupation of Epmnh Residents 16 and elder tM )J Maeaeement, professional, dM ill• rolattdrrrrlpalinM Servo ncrypadnna SAW and 'MG a lralpaanm fishing, and ratciry nctupoliora _Conul adbn, cabdelimn. matu- lenarxr,andrepaYaasupaliuna _pmJDedWI, traldpulhnul4 old Matrlpl 000bIll. ohUpanuIn Dru OnwIKlwnm Rnnngali S year lsmntEG,SW 2009 Housing Total Occupied Housing Units: Owner- Occupied Units: Renter Dccupled Units: Median Year Structure Built:' Median Value of Owner- Occupied Units' UBa Source: US 0[117117 Dean% 20111 • uan Source: USCCrws eoraeu, RCSSa1vr Lelmme,2001-2Dw 140 120 • r 100 5 90 a 60 i 00 20 ' -- a r--- 9.5, a.J, d %amA6ei66 dL r'ES.s.$ TE R SP:IP°, iti'- nnmmvmee :i SI a„4a Value illmnandsof Dollars) 6.43 544 99 7975 5121.200 Value of Owner -Oceupled Housing t +an,ovrt.a rn Meii an Household Income: $55,737 (2009 Dollars) ZOO 180 160 140 u0 5 too 80 60 40 Epworth Household Income Cl e M a m a m e n a e a a a. m oa 3. ti Thouaanda of Sunset Da* Notre: USfrvwnAairivrC,mnott 2W) -2W0 Unemployment decreased from 6.396 in 1990 to 2.2% in 2009. 46% of Epworth residents work in management, professional, sales, and office occupations. 21% work in production, I ramped allot, and material moving occu- pations. Epworth home prices tend to be lower Ihan the rest of the County. The median home price in Epworth is $10,200 lower than the County median. Median household income is about $7,700 higher than the rest of the County. 33 Community Overview City of Farley, Iowa potua on 100 75 2010 Farley Population 50 25 D ZS SD >t Fcma0epopublion 1 Male population 75 100 'SS 5010 04 750074 701u 74 55 to 69 6010 64 55to 59 501054 431049 40 to 44 35to39 3D to 34 25to 29 200024 15 to 19 ID to 14 Sto9 <5 rxu: uaframe' ans.W]DJO 2,000 E500 1,000 500 thy of Farley Historical Population a... e.. m.. M ............ n.. Y TY • e • e e '-, 2,500 3.000 1,suu 1.000 500 City Of Palley Population Forecast 1,996 loan 1A 2.537 1,341 1134 1390 2 000 min 2020 7030 2000 iirrley Race $OyfldUrfe p, Tx, or atom klroi3O.33i' MMta.Ankn Anadrory0.023. ono. ..e.:usu....tee.<rvw '7,411161.irdi 110 Farley Hispanic or Latino Ililmnicor Latino (a any raoel, rolMnonn'IKlw.uenww00T1 duration. Education Population 25Years and Over Oottoratodezeea PTafessInnaruhool dos'ee Mastersdegree Da<helor's degree Aaaueate'x degree Some 0:4140,1 01 more years, no Attlee Some college, less than Ivear dtgh sch00121eduete1Gf.0, or alternative Lott limn hIsh School et:Ovate rn. Sa.0 t..IK rnnm mn ma AC< Sr.r FaOmIy,00i41d0 Dr. 2D% 4010 60 The median age in Farley is 318 compared to 38.6 for the County. The 2010 population pyramid is much nar- rower at the top than it is on the bottom. This indicates that parley is a younger city that is gmwi ng thmugb im- m igration. Farley has experienced steady population growth over the last 100 years. Population declined in the 1980s, but has since rclurned lo a positive growth pattern. Farleyas positive growth rate is expected to continue over the next 30 years. According to projections, the Citys population will near 2,000 by 2040. Whites make up about 99% of Farley 's population. County wide, whites make up about 91 %. Education levels in Parley are slightly lower than the rest of the County. 25% of residents have a college degree. 34 Community Charactthr Area: 2010 Population: Population Density: 1.61 sg mi 1,537 955 persons persq mi Enip o ment Employment Status of Farley Residents 1009" _■ 2000 _■ 1990 80% 85% ■ Employed I I 9046 9596 10096 ■ Unomploycd naa Soma: lIs mu ns faaryl, Int AID) OFa kaae;0 >1.a111.9Il,a ,,, M4Sy 3r Fa{,...:. XIIS21105 14l. tan ,n„ BBB ewrNeb. Bttttt� ns ru....sn nwa.., .I,w,..kn,u,SUv I,eGW,iS,N„[ {MSyl,uw,A eplMrs a.trnrW Tvcw Wn. x>nauaW.m 1.01.1.4 nt[I,YMn..N v.,,MT rwea SW. b,y ,. fl lW new Farley Employment by Industry w Wa 1m lus melplas DA., Sham: In bunt nlaan,ArS Sde arFaDwhi,200sJ)e, Occupationof Fa.ley Reticle/ft 16 and Okdet Manatwnent praf tk.,al, and II related ooapaeun: - Service occupnliwn Sales end ulliceoutupatrom oclati inud11na,dndf0lESey occupations �teiwn.and extraction i ten5rxe,anA repair occupations?. Production, none nrndsln, and m.trd,ll Dwane nrn,palinn5 Dab Santa US census Ou. Cu, AO Sim mine:, lflX 1005 Unemployment declined froze 4.4% in 1990 to 4,2% in 2009 professional, sales, and office occupations. 25% work in pro cupations. Farley home prices tend to be lower than the rest $16,700 lower than the County median. Median household County. Housing Total Occupied Housing Units: Owner - Occupied units: Renter- Occupied Units: Median YearSt,uclure Ruilt:a Median Value of Owner -Occupied Units *' Ma 4wrrn DS census BMW, 2010 • OvIa>an,r' 114 [w,o.an,rnn� CIS S>h,r ran,ulq 200sJMD 120 200 x o 60 z 40 20 0 Value of Owner - Occupied Housing 575 479 96 1968 $11,1,'/00 2222 eQ :A3 g,3 is$ &d,s�ld$�l, Value (Thousands of Dollars) Data San: IS census &ream AO b twlslfnlete, tlUP -2WY Income Mediar, Household Incvme: 200 150 150 100 2 120 0 .°A 10D eo 6n 40 20 0 $51,425 (2009 Clollm.) Farley Household income ,c IKC „w.Aa.S.wnl•.limvn, 241415.?A - 47% of Farley residents work in management, duction, transportation and material moving oc.. of the County. The median home price in Farley is income is about $3,400 higher Than the rest of the 35 Community Overview City of Peosta, Iowa Population 2010 Peosta Population 100 '75 50 25 0 25 50 75 ■ Female population It Male population 100 125 >2s tOto 00 7S to 79 701074 051e, 0S 601064 5510 SS 5010 54 454049 40 tote 35to39 3010 34 2Sto29 201024 IS4019 101014 54.0 c5 15t:,:46A.:,a. away ann 1,600 1,400 2,200 • 1,0170 200 600 40D 204 City of Peasta Historical Population se s 4 vie 49 ,e 49 ,9 ilaceatldH r1 Peasta Race MrkorA6ean Amarkan253% 0.ik►0615% Tun PI Moro aatlk D.7rA rata currmr n:ney mu Peasta Hispanic or Latino Haeakar tame (army race), PB'1, Y,Y : Wl1n:anema,ZUM Education Education Population 25 Years and Over DoneMedesree P,olessio,,al school degree Matters dwee 6acllek?sdeeree Associates degree Sorts 101102), f or mornycora, no d42ree Somemlkge,kre than 1 year 1067: velum' graduate, a1D,ur alternative Left then hill. Scboolcteduale Dab soum: USmuui BwcovACS 5 5110falAKOk 200520» ORA rot.. . 4.2% I amt. 0'4 1076 1'1.1'% 74!. 10% 20% 40''4 ilie median age in Peosta is 30.2 compared to 38.6 for the County. The 2010 population pyramid is much nar- rower at Lhe lop than it is on the bottom. This indicates (ha( Peosla is a cily with many young families Thal is growing rapidly through imrnigratiort, Peosta has experienced rapid population growth over the fast 20.years. Between 1990 and 201:0 the City's population expanded by 920 %. Peosta's positive growth rate is expected to continue over the next 30 years. Accordingto projections, the City's population will near 3,750 by 2040. Whites rnalce up about 97% of Peosta's population. County wide, whites make up about 94 %. Education levels in Peosta arch igher than the rest of the County. 57% of residents have a college degree. 36 City of Peosta Population Forecast 4,000 i, F4l 3,500 3,000. 1007 __- 2,SM 7:035 2000 • 1,077 1,500 net 1,000 500 �.- ' 1990 2u0U 1010 2070 2430 2040 ilaceatldH r1 Peasta Race MrkorA6ean Amarkan253% 0.ik►0615% Tun PI Moro aatlk D.7rA rata currmr n:ney mu Peasta Hispanic or Latino Haeakar tame (army race), PB'1, Y,Y : Wl1n:anema,ZUM Education Education Population 25 Years and Over DoneMedesree P,olessio,,al school degree Matters dwee 6acllek?sdeeree Associates degree Sorts 101102), f or mornycora, no d42ree Somemlkge,kre than 1 year 1067: velum' graduate, a1D,ur alternative Left then hill. Scboolcteduale Dab soum: USmuui BwcovACS 5 5110falAKOk 200520» ORA rot.. . 4.2% I amt. 0'4 1076 1'1.1'% 74!. 10% 20% 40''4 ilie median age in Peosta is 30.2 compared to 38.6 for the County. The 2010 population pyramid is much nar- rower at Lhe lop than it is on the bottom. This indicates (ha( Peosla is a cily with many young families Thal is growing rapidly through imrnigratiort, Peosta has experienced rapid population growth over the fast 20.years. Between 1990 and 201:0 the City's population expanded by 920 %. Peosta's positive growth rate is expected to continue over the next 30 years. Accordingto projections, the City's population will near 3,750 by 2040. Whites rnalce up about 97% of Peosta's population. County wide, whites make up about 94 %. Education levels in Peosta arch igher than the rest of the County. 57% of residents have a college degree. 36 Community Character Area: 2010 Population: Population Density: 107 sq mi 1,377 665 persons per sq rni Employment 7009* 2000 1990 Employment Status of Peosta Residents 9 1. 1 -1 - -1 1 1 1 1 I I 1 1 --1-1 a 80% 85% 90% 9S% 100% ■ Employed ■ Unemployed Nta S,ncce: N ltnw9 Wlman, ]9.9c1, 2000 mu soon:a us mmlls nnmaa,ACS.Wee, raa,wr, TIM -Tn n nenurvI, M. llllllll� en.u1....aTa,..namv. - rnnenslannn neanumnes Ane.lwaMna.A,uo. Tu,eF.e.IW wl '1 Pe N.N.1m CHI d 4aa....,Me.ITI0Y.1 • I 1n.a Peosta Employment by Industry o a tau sx Imrr„(.,a n.IA SOmn: US hmus Wrenn, AU Year Isdmat . n1 a 2009 am 1s Occupation of Peosta Residents 16 and Older Manauement. pmreaional, and teldled unupoliuns sel4ceoacw4alluht In sates and Ate tannin, fishme, and ttrttay imm apalpation, rdmbulninn, etVacnoly 111410- _ tonnes, and repair ota aliont - Ptodurdnn,tmnsplrtannn, and Inamrial mnvirp nncnpaannt ce: Oda Source: b , McNiff' 1S SitaS 94U Cenne Unemployment remained around 3% from 199010 2009. 69% of Peosta residents work in management, profes- sional, sales, and once occupations. 13% work in production, transporlalion and material moving occupations. Peosla home prices lend to be higher than the rest of the County The median home price . ti Peosta is $157,700 higher than the County median. Median household income is about $31,761 higher than the rest. of the County, Housing Total Occupied Housing :Units: Owner -Occupied Units: Renter- Occupied Units: Median Year Structure Qulit:w Median Value. of Owner-Occupied Units* !ma Ssnln: VS (emus eumaa, Alta • VabSaume: US(enws BWreal,ACSS year Ellmab, 2005 2003 c 0 Value of Owner-Occupied Housing 438 371 67 1998 $189,100 m ww M T 10199 9 Y• 790 p ^a' M °n Value taholaandsof Dollars) 09aSwrv_ Y:Gwa< emn,v. C'S.Ynw Fawn4r,MRS0b/15 Income Median Household Income: $79,773 (2009 Dollars} 200 160 160 140 o = F 120- to 10D- z 80 40 Peosta Househod Income -- 10 0 VQa.a,71;2 .NT U W faurn: LW c' FAR Sm43th' N N' Pin en e N Ida 1. 6 al 6 A lhousandsof Onllara ACSS Yon . Pm o • fOCr2009 37 Chapter 4 When choosing a community to live in, the community fadlities that serve residents' basic needs are an impor -• tent flrctor. Education, safety. and health care are factors that potential residents and employers look at when choosing where lo live or locate a business. in many cases, the needs for community facil ities cross municipal boundaries, and as a result, regional intergovernmental coordination and coordination between the public and private sectors is fundamental to providing the best quality community lilcililies. Improved coordination allows communities to combine resources to clianinatc duplication of services and achieve economies of scale. intergovernmental coordination is already occurring across the region. Local governments within (be region have mutual aid agreements for fire and police services and both public school districts serve multipltcon- munities. Coordination between the public and pri- vate sector facility providers is also imperative. Private entities in Dubuque County provide education, emer- gency medical services, hospital services, and childcare fac i I ities. T.ocal governments need to work with private facil ity providers to provide the highest level ofseavice to their residents. The goal of this chapter is to guide communities in pro- viding high quality community facilities to all residents of Dubuque County by maintaining the existing inter- goverrunental and public-private frcil ties relationships, and looking for areas to establish new relationships. This chapter will provide an inventory of the Dubuque County's community facilities, as they exist today; and will then provide a list of goals and objectives that will help the region provide the best quality community fa- cilities to its residents. The region's primary community facilities are included in Maps 4.1 through 9.7 at the end of the chapter. Education There arc two publ ic school districts within Dubuque County: Dubuque Community School District (DCSD) and Western Dubuque Community School District (WDCSL)). The Dubuque Comanunily School District provides Pre -•K through 12 education for children in the cities of Dubuque, Asbury, Durango, Graf Sageville, Sherrill, and the eastern half (approximate) of Dubuque County. Dubuque Connnunity School District operates fourteen elementary schools, three middle schools, and two High schools. The Western Dubuque Community School District pro- vides pre -K through 12 education for the western half of Dubuque County including: Balllown, Rickardsville, Centralia, Peosta, Bankston, Holy Cross, Luxemburg, New Vienna, Epworth, Farley, Dyersville, Worthington, Cascade, and Bernard. WDCSD operates six elemen- tary schools, two middle schools, and two high schools. 38 Community Facilities Figure 4.1- Dubuque County School Enrollment 2011 School Enrolhnenl Dubuque Corn mu- nity Western Dubuque Community Holy Family Catho- lic Schools Private Schools in Western Dubuque Elementary 4,675 1,174 818 .890 Middle School 2,382 , 578 457 280 High School 3,298 1,036 586 340 Tolal 10,355 2,788 1,861 1,510 Source: Dubuque Community Schools, Western Dubuque Community Schools, Holy Fundy cutholic .Schook and the Arch Diocese of Dubuque. In addition to public schools, Dubuque County is home to several private schools. TToly Family Catholic Schools (FMCS) provides pre -K through 12 education in the City of Dubuque. Holy Family currently oper- ates five elementary =schools, one middle school, and one high school A group of catholic schools provides private education in the western half of Dubuque County. Private schools in western Dubuque County include. three K -6 schools, two K -8 schools, one K -3 school, one 1-8 school, and one 7 -12 high school. Figure 4.1 contains enrollment information for:all Dubuque County schools for 2011. Future Needs The Dubuque. Conununity School District completed its Long Range Facilities Planning Document for 2012 -2025 in December of20 it The goal of the plan is to provide a comprehensive facilities plan that will ensure district facilities are safe, secure, accessible, and functional and can meet the educational needs for all learners in a 21st century learning environment. The plan outlines improvements for every building and site in the district. Improvement projects were prioritized based on several parameters including enrolment and demographic information, financials, feedback from the community, educational needs, and individual building plans. The plan will be reviewed annually and will be revised us conditions change. Western Dubuque Community School District con- tracted with Key Concepts, LLC., to produce a facili- ties study in 2008. Information used in the duchy was based on the Districts 2007 -2008 school year, and was provided by the US Census Bureau, the WDCSD, the Iowa Department of Management, the Iowa Depart- ment of Education, and the Iowa Association of School Boards. Census data indicated population growth in the district, with the fastest growth occurring in the City of Pcosta. The study noted recent enrollment increases at Pcosta and Epworth schools, and decl n• i ng enrollment at Cascade Jt: /Sr. High. The report presented seven organizational concepts, along with analysis of the costs and benefits associated with each Since the publication of the facilities study, the district has taken on several construction projects including Drexler Middle School in Farley, construction of a new elementary school in Dyersville, and an expansion of Cascade Elementary School. WDCSD has also adopt- ed a new school attendance center boundary map. in February 201 I, Holy Family Catholic Schools released a demographic analysis that was compiled by AltaVista Research, inc. 'lhe report included analysis of data from multiple sources including Iowa Vital Sta- tistics, Woods and Poole (Trends and Predictive Data), American. Cam munity Survey, Iowa Department of Education, Iowa Bureau of Planning, Research and Evaluation, and Holy Fancily Catholic Schools .Data. The report presented the following conclusions from the analysis. • WA1 ile population i :n'Iowa is growing in general, the greatest. growth areas are Hispanic and other non- Caucasian demographics, as well as geographic areas. • Private schools' share or students in Iowa has trended down over the last 25 years. • HFCS's share of students has also gone down, but may have stabilized somewhat recently. • Most population growth in the arca has been in communities near Dubuque but not in Dubuque perse. • Some surrounding (owns frequently referred to as "bedroom communities,' have seen significant 39 growth in the last 10 years. Two examples include Asbury and Peosta. . External factors such as significant changes in state funding for pre -K programs, school consolidation in public or parochial schools, and tuition rates in the Holy Family System coukl all have major impacts to the local level that are difficult lo predict and model. • 'the current economy isworking against private schools, including HPCS, from the standpoint of making the cost of private education more chal- lenging to keep affordable for lower and middle income brackets. Colleges and Universities Loras College is a Catholic liberal arts college located in Dubuque that was established in 1839. Loras Col- lege offers undergraduate degrees in over forty areas of study, and several graduate degrees. 'total enrollment at Loras College for the 2010 -2011 school year was 1,565. Clarke University was founded in 1843 in Dubuque by Sister Mary Trances Clarke. Originally founded as a liberal.arts college for women, Clarke University has expanded and now offers over forty undergraduate and five. graduate programs to both men and women. Clarke Universily's official enrollment for llie 2009- 2010 school year was 1,202. '1 he University of Dubuque was originally established as a seminary in 1856. Over time, the curriculum was expanded and a liberal arts college was estab- lished, The college officially became the University of Dubuque in 1920. Today, the University ofDubuque offers twenty -four undergraduate majors and five graduate majors. In 2008, the University of Dubuque had an official enrollment of 1,451. Northeast Iowa Community .College (NEC) is a two - year community college with locations across North- eastern Iowa. N1CC has three locations in Dubuque County: Dubuque Center for Education in Dubuque, Town Clock Center for Professional Development in Dubuque, and the ?costa Campus in Peosta. NTCC offers Associate's degrees, GED preparation, English literacy classes, and adult transition services. 'the 'lion Clock Center is a full- service learning and conference center offering nonr•crediepersonal and professional development opportunities for individuals as well as customized sessions designed for businesses, organizations, and community groups. Based in Epworllr. Iowa, Divine Word College is a Ro- man•Catholic seminary that educates men and women for missionary service as priests, brothers, sisters, and laypersons. Divine Word offers an education that com- bines spiritual education, a liberal arts curriculum, and language learning. Established in 1931, Divine Word College today offers three major areas of study and the intensive English Language Institute. Emmaus Bible College, originally established in To- ronto, Canada in 1938, moved to Dubuque in 1984. All students who attend Emmaus earn a Bible major. Students may also add a second major in Elementary Education, Computer information Systems, Inter- cultural Studies, or Youth Ministries, Currently, 250 students are enrolled at Enunaus Bible College, Established in 1854, Wartburg 1 hcological Seminary is an Evangelical Lutheran seminary that trains stu- dents to become leaders in the Lutheran Church. The Seminary campus is located on the southwest side of Dubuque, and has an enrollment. of approximately 200 students. Libraries Dubuque County is served by four public libraries. '1 he Carnegie -Stout Public Library in Dubuque is the largest with a collection of over 270,000 volumes, 600 periodical and newspaper subscriptions, and a wide variety of audio and video materials. Collections of special note are an obituary file dating to the late 1850s and a newspaper index to the Telegraph Herald and other local newspapers.'lhe Dubuque County Library serves the communities of Dubuque County with branches located in Asbury, Epworth, Farley, and Holy Cross. The County Library has agreements to provide library service to communities that do not have their own library. 'the Peosta Community Library opened in 2011 at N1CC, as a joint venture between NICC, the Dubuque County Library and the City of Peosta. The James TCen nedy Public i.ibrary is located on 1st Avenue East in Dyersville, anodic Cascade Public Library is. located in downtown Cascade. Health Care 40 'the Finley Hospital and Mercy Medical Cenlerin the City of Dubuque provide a full range of health cart services to Dubuque Courtly residents. The Finley Hospital has 126 staffed beds, 875 employees, and 376 volunteers. Mercy Medical Center is a non -profit Catholic hospital that has 263 beds, and 1,200 staff including a medical staff of 230. In addition to their Dubuque location, Mercy Medical Center operates a 25 -bed hospital in the City of Dyersville. Mcrcy - Dy- ersville serves 17 rural communities with emergency, acute and skilled care, .and offers extensive rehabilita- tion services, surgery, home care, specially clinics and more. A 40 -bed nursing home and physician practice are also on the campus. In addition to the two larger hospitals, there are three main physicians' groups in Dubuque County: Medical Associates Clinic and IIealth Plans, Dubuque Internal Medicine, and.Tri -Stale Independent Physician's Asso- ciation, These group provide a broad range of primary cart and surgical specialties. Dubuque County is also served by approximately 100 physicians in indepen- dent or group practices. Crescent Community Health Center is a medical and dental clinic located in Dubuque that provides basic (primary) medical and oral health care. kC escent Community Health Center serves individuals and families who are uninsured, underinsured, and those with various types of insurance.lhe clinic:determines service costs for uninsured palienls using a sliding fee scale I hal is based upon the household income and size. Crescent Community Health Center welcomes patients from any area. Future Needs The Dubuque County Board of Health identified the needs that are the highest priority for the county in the Community Health Needs Assessment. The Priority Needs idenlified for Dubuque County are: • Promote Healthy Behaviors • Prevenl Injuries • Protect Against Environmental Hazards • Prevent Epidemics and the Spread of Disease • Prepare for, Respond to, and Recover from Public Health Emergencies Community Facilities • Strengthen Public Health Infrastructure Child Care .According to Iowa Department of Human Services, there are 40 licensed daycare centers and 120 registered child development homes in Dubuque County- There are also numerous unregistered centers that care for five or fewer children. Registered and licensed child- care centers in Dubuque County have the capacity to care for 4,372 children. Iowa law thrills the number of children a childcare center may provide child care for without a license or registration as a child development home. A provider caring for six or more children must be registered, and a provider caring for seven or more children lnust be licensed. Law Enforcement Dubuque County is served by seven municipal law en- forcement agencies and the Dubuque County Sheriff's Department Dubuque County Sheriff's Department — The rec- ognized societal obligations of the Dubuque County Sheriff's Office are the preservation of the peace, the prevention of crime, the safe - guarding of civil rights, and the maintenance of social order with justice, eq- uity, and freedom for all. The department provides law enforcement service primarily (0 the rural areas and snuffler municipalities of Dubuque County. The divi- sions of the department consist of patrol, jail, criminal investigation, courthouse security, and civil process. The Sheriff's Department has a staffer ] 06 employees. '!he department consists of seventy full time sworn deputies, eleven part -time correctional officers, eight courthouse security officers, four hull time clerical po- sitions, two part-time clerical positions, three full -thee control room operators, five maintenance persons, and three ancillary employees. The Sheriff's Office has jurisdiction in all incorporated and unincorporated areas of Dubuque County and has 28]i Mutual Aid agreements with all local police .departments in the county. City. of Dubuque Police Department - The Dubuque Police Department is responsible for providing com- munity service and protection, creating a safe and 41 secure environment for the citizens of Dubuque. It also provides for maintenance, materials, supplies, and repairs necessary for the operation of the department at the Dubuque i.aw Tinforccmcn( Center and depart meet vehicles; as well as completing all requirements to maintain its status as an accredited law enforcement agency. Service is provided 24 hours a day, seven clays a week. 'lhe Police Department consists of the following sworn staff: one Chief of Police, one Assistant Chia, six Cap- tains, twelve Lieutenants, fifteen Corporals, seventy - four Officers; and civilian sta f ['consisting of one full - time Information Services Support staff, two full -time Confidential Account Clerks, two full -time Records Clerks, two part -time Records Clerks, one full-time Records Supervisor, and one part -time Receptionist. Asbury Police Department - The Asbury Police . Department is located at 4985 Asbury Road. Galls for service are. handled by the Dubuque County Sheriff's Office through the Dubuque County Communica- tions Center, The Asbury Police Department provides a number of crime prevention programs including neighborhood watch, operation identification, and vacation home checks. Cascade Police Department - The Cascade. Police De partment serves the City of Cascade with emergency and non - emergency services- The services include, but are not Iimited to police emergency, crime preven- tion, and education for organizations, civic groups and private business. The Department is involved in an unofficial School Resource Program and works closely with area schools. The police department is based on community oriented police services. Dyersville Police 1Deprrtntent - 'the Dyersville Police Department is shafted by six full Lime officers, three part-time officers, and two bike officers (college in- terns) during the summer months- Police responsibili- ties include: traffic enforcement, criminal investiga- tions, dispute mediation, accident investigation, crisis intervention, animal. calls, school and youth programs, radar and security checks for businesses, gun safely, and community event support. Epworth Police Department -'Lhe Epworth Police Department has one police officer and occasional part - time officers. The City has mutual aid partnerships with the City of Pcosta, the City of Farley and with Dubuque County. Farley Police Department — The Farley Police Depart- ment provides law enforcement services to the City of Farley One full tirne officer and one part time officer staff the Department. Peosla Police Department - Peosla currently has one full -time police chief, The City has also formed mu- tual aid partnerships with the City of Epworth and Dubuque County: in FY 2012, the Department added a part time (24 hours per week) officer. Future Needs The City of Dubuque Police Department has projected that it will need to increase the number of patrol areas from six to sewn as the city expands and annexes more land. In 2007, Dubuque adopted a plan to add an ad ditional 14 police officers over a five year period. The Iasi of these officers were to the force in FY 2011, Fire and Emergency Medical Services Fire Departments 'the fire departments that serve Dubuque County are responsible for the protection of life and properly from fire, the handling of emergencies involving hazardous materials, and responding to natural and manmade disasters as well as semi - emergency situations where time is a critical element in protecting the health and safety of the citizens. The departments also provide. maintenance, materials, supplies and repairs neccs- Figure 4.2 - Dubuque County Fire Departments Asbury Bernard Cascade Centralia- Pcosta Dyersville Dubuque Epworth Parley Holy Cross Key West New Vienna Sheri11 Vlrorl.h i ngton 42 nary for the operation of fire stations and department vehicles. In addition, some departments provide emergency and non - emergency medical treatment: and transport far citizens and visitors to the County The City of Dubuque Fire Department is the largest with six fire stations and 90 employees. Figure 4.2 lists the fire departments that serve Dubuque County. Future Needs The City of Dubuque has looked into the possibil- ity of adding a seventh fire station on the City's west side. New residential and commercial development in the area has created higher demand for fire services. According to the City's Capital Improvement Budget, a Fi re and Emergency Response Study was competed in Novermbcr 2006 by the .Matrix Consulting Group. The report stated, As development occurs, the City should acid one additional station and relocate one current station to accommodate the increase in fire department workload. The scenario would consist of adding a station at or near Chavenellc Road to provide Commur F.- service to the west side of the City." To act O11 this recommendation, the city created a CTP budget item to provide funds I:o begin preparing the site, with design of the facility anticipated in PY 2015. In fall 2007, the City Council approved a purchase agreement with Dubuque initiatives for 1.8 acres along the NW Arte- rial in the Dubuque Industrial.Park to provide a site for the new West End fire station. Emergency Medical Services In Dubuque County, emergency medical services are provided by several public and private agencies. Fig- ure 4.31islslhe EMS providers currently operating in Dubuque '(:ounty. The Dubuque Law Enforcement and County Emergency Communications Center "Ilu Dubuque Law Enforcement Center (DLEC:) is located at 770 Iowa St. in Dubuque. 'Ihe DLEC was completed in 1974 and houses the Dubuque Police Department, the Dubuque County Sheriff's Office, The Figure 4,3 - Dubuque•County Emergency Medical Service Providers Name Service Level Scrvicc Type _ City Bi- County Ambulance Inc Ambulance 4 PS Dyersville Dubuque Fire Department Ambulance PS Dubuque EYworth Community Vol. Firemen Inc. Ambulance .PS Epworth Farley Emergency Medical Services, Inc. Ambulance r EMT - Paramedic Farley Holy Cross Volunteer Fire Dept Ambulance EMT - Paramedic Holy Cross Asbury Corrununity Fire Department Ambulance PS Asbury Paramount EMS Ambulance PS Dubuque — Bernard Rescue Unit, Inc. Ambulance PS Bernard Sherrill Fire Department Amhulancc PS Sherrill Ccntralia/Pcosta Emergency Services Ambulance IiM1' - Paramedic Pcosta Key West Fire and EMS Ambulance PS Dubuque Advanced Medical transport- Dubuque Ambulance PS Dubuque Cascade Emergency Medical Services Ambulance Cascade Worthington Community Fire Dept Non transport _PS First Responder Worthington New Vienna Luxemburg Fire Dept Non- transport EMT - Bask New Vienna Dubuque County Support Scrvicc Nan- transport EMT - Basic Dubuque Dyersville Fire Department Non- transport First Responder Dyersville PS - Paramedic Specialist Data Sourre: Iowa Department of Public Health, Bureau of Emergency Medical Services 43 Dubuque Emergency Communications Center, and the Dubuque County Jail. The Dubuque. Emergency County Communications Center serves all of Dubuque County. In July of 1985 the City of Dubuque and Dubuque County consolidat- ed all public safety communications within Dubuque County into a Joint .Public Safety Answering and Dispai eh Point (I'SAP). The Emergency Communica- tions Center is the answering point for all emergency and 11011 emergency calls requesting ambulances, fire and law enforcement for the residents of and visitors to City of Dubuque and Dubuque County 'lhe Com- munications Center will dispatch the proper units and provide appropriate care and information until responders have arrived at the scene. The Emergency Communications Center is also the afterhours answer- ing point for most city services. The Communications Center is responsible for all the 911 phone and radio equipment used in Dubuque County. Service is pro vided 29 hours a day, 7 days a week. The Emergency Communications Department consists of the following staff: 1 Emergency Communications Manager, 3 Lead Dispatchers, 9 Public Safety Dispatchers, and 6 part- time Public Safely Dispatchers. Multi Disciplinary Safety Team (MDST) Dubuque is one of six cornmunitics in Iowa that sup- ports a Multi Discipl i nary Safety Team (MDST). The Dubuque MDST is made up of engineers, planners, law enforcement, transit, emergency responders. The primary locus of the Dubuque MDS'I' is tragic. safety. The Dubuque MDST uses multidisciplinary ap- proaches to help address local safety concerns as they arise. Their efforts include: traffic conditions, trans- portation planning, event traffic, public emergencies, school traffic, business traffic, parking patterns, traffic management, incident management, anti construction planning. Parks Dubuque County - The Dubuque County Conser- vation Board manages approximately 2,300 acres in eighteen sites throughout the County. 'lhe parks and nature preserves managed by the Conservation Board provide hunting, fishing, campgrounds, biking and hiking trails, nature preserves, picnic areas, and boat ramps. 'the Swiss Valley Nature Center is the primary facility for the Conservation Board's environmental education programs. Conservation staff provide hands on learningto over 13,000 students and members of the public at Swiss Valley each year. The Conservation Board also maintains several recreational trails includ- ing the Iieritage Trail, a twenty six mile trail that runs between Dubuque and Dyersville. City of Dubuque - 'lhe Park Division and Recreation Division of the Leisure Services Department manage the City of Dubuque's recreational facilities. These divisions provide services to the entire community through diverse recreational programs for all ages and an integrated, efficient, and safe system of parks, trails, and recreational facilities. The department also plans, develops, and maintains the formal public landscaping and natural areas in and around the City, demonstrat- ing an appreciation for the environment. Park Divi- sion staff grow 70,000 annual flowers in a greenhouse and plant them in the park system and on city proper - ty. The Division also maintains the landscaping on CTS 20, and at the Port of Dubuque, gateways to the down- town area, and other locations within the City. The liecreation Division staff offers a variety of recreational programs far people of all ages. Program areas include adult athletics, recreation classes, summer playground program, programs for low and moderate income families, and aquatic programs. Recreation staff also operate the 18 -hole Bunker Hill golf course and two public swimming pools: Flora Pool and Sutton Pool. The City of Dubuque Park Division staff maintains: • 47 parks with 878 acres • 25 park shelters • 19 tennis courts • l8 restmorns • Four accessible fishing piers • Two skate parks • 262 units of play equipment Disc golf course In -line hockey rink Eight softball fields, one baseball field 1600 street trees 18 miles of trails 1000 picnic tables State of Iowa - The Mines of Spain State Recreation Area and KB, iyons Interpretive Center are located on 1,380 acres of wooded and prairie land just south of the City of Dubuque. The area has been designated 44 as a National Historic Landmark and includes Julien Dubuque's Monument at a point just above where Cat- fish Creek meets the Mississippi. One of Iowa's "Watch - able Wildlife Areas; 11 fealures the T.,B. iyans interpre- tive Center which serves as dm visitor center and the park office. Park attractions include the Horseshoe Bluff Interpretive Trail, a 15 acre wetland, creeks, forest, prairies, cropland, meadows and views of the Mississippi River. The Mines of Spain State Recreation Area was dedicated in 1981. it was acquired with the assistance oftbc lowa Natural Heritage Foundation. City of Asbury • The City of Asbury maintains three parks and a pcdcslrian trail, Maple iTills Park is lo- cated at the end of Burr Oak Drive and has a softball diamond, tot lot and picnic tables. Asbury Park is located on .Asbury Road by Springreen Drive. Asbury Park has a baseball diamond, basketball cowl, Iwo tennis courts, and two hard surf' ce volleyball courts, all of which are lighted. Asbury Park also has swings, slides, tot toys, picnic tables, grills, restrooms, a sand volleyball court and shelters. Information on reserving a shelter can be obtained by calling the city clerk's of- fice at City Hall. Althaus Wetland and Nature Preserve is located off Wintergreen Drive. The citywide trail system connects from Allhaus Wetland to Maple Tiills Park, The City is developing a new park between Park Place and Surnrncr Drive. The City also operates the 18 -hole Meadows Golf Club. City of Farley - The City of Farley maintains two city parks. Westside Park, a small park on the city's west side includes a shelter, swings, slides, and monkcybars. Parley City Park is home to four ball diamonds, several pavilions, swings, monkcybars, a merry -go- round, horseshoe pits, and tennis, volleyball and basketball courts. City of Dyersville - Dyersville offers a wonderful selection of recreational areas and programs, which rivals park systems at communities many times its size. With 100 acres of land, the Park and Recreation De- partment oversees the city's parks, shelters, skalcboard park, baseball, softball and soccer fields, basketball courts, sand vol leybal I courts, concession stand, the Aquatics Center and a variety of recreational pro- grams. City of Peosta • Peosla has two parks. The Peosta City Park is located at 8579 Tennis i.ane and is open Community Facilities from 6 a.m. through 11 p.m. daily. Amenities include a pavilion, playground equipment and a tennis court. The Peosta Cornrnunity Centre. located at 7896 Bards Road offeix a variety of adult and children's fitness and recreational activities including basketball, volleyball, racquetball and tennis courts, indoor walking track, batting arge., cardio and weight training equipment, fitness classes, and other various programs. There is also a banquet room that can seat up to 620 guests and meeting room space available for smaller gatherings. A.J. Spiegel Park is located behind the Peosla Com- munity Centre. The baseball complex consists of a semi -pro baseball diamond and two i.ittle League/soft- ball fields. The baseball diamond is the home field for Clarke University of Dubuque, the Peosta Cubs Semi- Pro team, and fhe Peosta Babe Ruth team. City of Bpworth - The City of Rpwnrth operates two parks, Centennial Ballpark is a softball and baseball complex that offers league and tournament events. 'Power Park, located near the center of town, offers a playground and a picnic facility with pavilion and grills. The park also offers public tennis courts for open play of tennis and basketball 8 a.m. to 8 p.m. The Cif y also maintains the Jacoby Walkway, a one -mile walking trail along Jacoby Drive at the south city lim- its. The City plans to extend the trail to the east and to the north to connect with the city sidewalk system. Cily of Cascade - The City of Cascade has three com- munity parks. The Community Park is the largest park at just. over 8 acres. Tt offers a large playground a base- ball/softball diamond, concession stand, two tennis courts, a basketball court, two sand' volleybtilhcouris,. several pavilions, restrooms, and large parking lot. The Swimming Pool Park contains the Cascade Municipal Swimrning Pool, The pool offers a concession. stand, a small water slide, and diving boards. The park also has a small play area with playground. equipment. The Riverview Park offers a great view and access to the North Fork Maquoketa Inver and the river falls. The park is a little over an acre in si9.e and offers a pavilion, restrooms, small child playgmund, and a river landing. 45 Goals and Objectives The following goals and objectives are intended to guide the commnmities of Dubuque County in provid- ing high quality community facilities to all residents of the County by maintaining the existing intergovern- mental and public - private facilities relationships, and looking for areas to establish new relationships. The goals and objectives included in this section address the following facilities: parks and other recreational facilities, educational facilities, health care facilities, childcare facilities, law enforcement, fire and .EMS services, and libraries. 1. To encourage the majority of future development to locate within existing cities, or adjacent to existing cities in urban fringe areas planned for an nexation, where adequate public services are planned or can be provided. 1.1. Initiate a County -led process with local governments to establish mutual fringe area planning and development agreements that include the planning for and placement of community facilities, and provide minimum development standards to reduce unplanned impacts on community services, infrastruc. ture, and neighborhoods. 1.2. Encourage community facilities to locate within existing cities and established urban fringe areas where adequate public services arc planned or can he pmvided. 1.3, locate community facilities that provide pub- lic services that serve the local community in rural areas only if compatible with adjacent uses, and located along a road that is adequate to support projected traffic demand. 1.4. Allow new community facilities to be sited and existing facilities to be maintained, expanded and/or redeveloped in unincor- porated areas only when there is access to paved roads, adequate water and wastewater facilities (including provision of water for fire suppression), and adequate buffering from existing residential development. 13. Locate future community services outside of flood hazard areas where feasible, and dis- courage new development within the flood- plain; where development is allowed in the flood plain, require it to be elevated, flood - proofed and located outside the floodway. 1.6. Continue to improve cooperation and coordi- nation between township and city fire depart- ments, and the County, to maintain adequate lire protection and water supplies for fire suppression, 13. Discourage non farm uses from locating out- side of urban areas, or limit such uses to areas that are appropriate for the development and least disruptive of the natural character, and which are designed to blend witty the natural character as much as possible, in order to preserve the natural character of the land or community. L8. Build community facilities to retain natural drainage patterns, and construct post con- struction best management practices (BMPs) to help ensure development activity will not add substantially to the flood problem. 1.9. Require new development in the unincor- porated area of the County to reduce site runoff; both during and after construction, through the use of storm water management, del till ion basins, and bufix strips and other BMPs in order to protect the water quality of streams and rivers. 2. To consider the use of sustainable design prin- ciples in community facilities. 2,1, Consider the use of Universal Design princi- ples to ensure accessibility of new and existing community facilities. 2,2. Consider the use of Green Building Codes to reduce energy consumption and promote energy efficiency in new and existing commu- nity facilities. 3. To provide public facilities and services at levels which support a desirable "quality of life" for current and future residents. 3.1. Provide facilities and services in locations compatible with planned uses, populations, and needs. 46 3.2. Encourage new development to over• size facilities to serve adjacent development when the adjacent development is expected to re- quire service. 4. To foster cost- efleclve emergency services and facilities that enhance and pmtcct the lives of County residents. 4,1, Promote coordination and cooperation among all law enforcement agencies. 4.2. Coordinate the design, location and construc- tion of stand -pipes and fire hydrants with fire districts as needed to protect new develop- ment in rural: areas. 4.3. Investigate the best method to receive pre - liminary rezoning and subdivision review continents from the County's Fire T)islricts to address concerns of adequate roadway design, waler supply, and water pressure. 4.4. Support the provision of responsive, high - quality emergency medical services. 5. To ensure the fair, equitable, and uniform en- forcement of rules, regulations, and laws. 5.1. Provide comprehensive investigation of criminal offenses. 52. Continue to ser=e the public with compas- sion, competence, and open- mindedness. 6. To provide all law enforcement personnel with the tra' . g needed to deliver professional ser- vice. 6.1. Continue to maintain mandatory certifica- tions as required by state law and accredita- tion standards. 7. To monitor public safety equipment, facilities, and procedures to ensure that adequate service is provided. 7.1. Review and update standard operating guide- lines on a regular basis. 72. Continue to expand the use of state -of- the -art technologies. 7.3. Encourage public safety departments to consider sustainable design principles when renovating existing and constructing new facilities. 8. To prevent and control criminal behavior. 8.1. Prevent and control conduct that has been recognized as threatening to life, property, or public order by responding to reporls of emergencies, identifying criminal activity or hazardous condilions, and taking appropriate action. 8.2. Support comprehensive investigation of criminal offenses, apprehension of offenders, recovery of stolen pmperty, and deterrence of criminal activities. 9. To use community activities, partnerships, and outreach to foster a positive attitude, good citizenship, and cooperation with public safety efforts. 9.1. Promote activities that foster positive rela- tionships between youth and public safety personnel. 9.2. Maintain partnerships with schools and com- munity based organizations. 9.3. Use community oriented policing to address the causes of crime and encourage long -term, innovative problem solving and improved law enforcement - community partnerships. 9.4. implement special initiatives in neighbor- hoods with higher incidences of crime. 9.5. Support programs that promote safe behav- iors, e.g. seatbelt enforcement, transportation safety education. 1.0. To foster collaboration among municipal depart- ments and the Dubuque County Sheriff's De- partment. 10.1. Review and update existing intergovernmen- tal agreements. 47 10.2. S 10.3. Evaluate and promote new intergovernmental agreements. 10.4. Improve interdepartmental emergency com- munications through inteaoperable commu- nications technologies. 11. To protect life and property from fire. 11.1. Study fire department response times and deployment, to help determine future needs. 11.2. Continue to conduct inspections and enforce lire codes. 11.3. Provide emergency first responder and ad- vanced life support medical care throughout the county. 12. To monitor lire and emergency medical service (EMS) equipment, facilities, and procedures to ensure that adequate service is provided. 12.1. Review and update standard operating guide. Tines on a regular basis. 12.2. Continue to expand the use of state -of- the -art technology, 12.3. Encourage fire and EMS departments to consider sustainable design principles when renovating existing and constructing new facilities, 13. To minimize the impacts of manmade and natu- ral disasters. 13.1. Encourage collaboration of the Dubuque County Firelighters Association and Law En- forcement agencies to review and update the County Incident Management Manual and the Dubuque County Disaster and Hazard Mitigation Plan on a regular basis. 13.2. Continue to develop and maintain compre- hensive emergency management planning for local governments which include severe weather, major mass casualties, havardous material incidents, terrorism and weapons of mass destruction. 13 -3, Support a high level of disaster preparedness, to meet or exceed stale and federal require - menis. 13.4. Develop mitigation programs and activities which will lessen possible catastrophic results from possible disaster occurrences. 13.5. Promote appropriate disaster response train- ing and equipment for public safety agencies. 14. To provide staff with current training and certifi- cations. ].4.1. Encourage collaboration of the Dubuque County Firefighters Association and Law Enforcement agencies on the operation of the Regional '!'raining Center. 14/. Encourage fire departments to work with the local Emergency Management Office. to level op and review plans, exercises, and training. 15. To promote community education and outreach on fire safety. 15.1. Educate all members of the community on fire safety. 15.2. Educate homeowners on fire safety and proper smoke detector installation and use. 153. Continue to work with the community to ensure fire code compliance. 16. To maintain quality (health cart facilities and services. 16.1. Reduce and prevent the occurrence ofdis- case, and disability in the community. 16.2. Promote the physical and mental health, safety, and wellness of thc citizens of Dubuque through educational and outreach efforts. 163. Promote access to adequate health services for all members of the community through a collaborative effort of federal, state, local, private and charitable agencies. 16.4. Address the special health needs of pregnant women, children, and the elderly. 16.5. Create safe and sanitary work, play, and housing environments. 16.6. Strive to contain the rising costs of health care in an equitable, efficient, and collab- orative manner through community -wide planning. 16.7. .Retain and recruit quality health and medi- cal personnel for our community 16S. Continue to serve as a regional health cart center providing a. full -range of both general and specialty health and medical services. 16.9. Work with (he Dubuque County Board ofDealth to achicvcthe goals included in the County Health Needs Assessment and Health Improvement Plan. 17. To promote healthy behaviors throughout the population. 17.1. Encourage programs that reduce obesity. 17.2. Promote reductions in "high risk behaviors; e.g. tobacco use, alcohol abuse, and drug use. 17.3. Promote access to medical, dental, and men- tal health care for all. 17.4. Promote prevention and screening for chronic diseases. 18. To prevent injuries. 18.1, Reduce injuries resulting from alcohol and substance abuse related accidents. 18.2, Encourage violence reduction programs. 18.3. Create safe and sanitary work, play and hous- ing environments. 18.4. Increase the number of employers and orga- nizations offering safety, wellness pmmotion, substance abuse and employee assistance programs. 19. To protect against environmental hazards. 19.1. Develop programs to improve air and water quality. 19.2. Promote a safe and healthy environment by ensuring sanitary conditions and practices are in accordance with public health, housing and Community Facilities environmental ordinances, codes, and regula- tions, 19.3. Promote safe and sanitary housing conditions Iltrough the reduction of radon, lead hazards, carbon monoxide poisoning, and other envi- ronnentai health concerns. 20,. To prevent epidemics and the spread of disease. 20.1. Evaluate and improve communications between health care providers, facilities, and Dubuque County Public Trealtlr. 20.2. Tnvestigatc the feasibility of a Dubuque County Laboratory that would increase the availability attesting. 203. Provide education on ways to reduce the spread of disease. 21. To prepare for, respond to, and recover from public health emergencies. 21,1. Poster collaboration of local govermnentts and health care providers to create emergency preparedness plans and participate in emer- gency preparedness training. 22. To strengthen the public heallh infrastructure. 22.1.. Improve transportation system to enable Dubuque County residents to travel to health related appointments. 22,2. Ensure all residents of Dubuque County have access to primary care physicians. 23. To support access to good quality, affordable dependent care. 23.1 Support increased supply and range of avail- able, high quality, affordable childcare, espe- cially for low and moderate income house- holds and those families with special needs children. 24. 23.2 Support increased opportunities for the el- derly to maintain an independent lifestyle. 23,3 Support the continuation and expansion of family services and foster care. To mai ntain high quality school systems. 49 24. L Coordinate with appropriate school districts to ensure that proposed developments can be adequately served by existing schools and student transportation systems. 24.2. Encourage providers of education services to provide adequate educational facilities and improve educational opportunities for all age groups. 24.3. Encourage public/privale partnerships with local, regional, state, and federal agencies to improve existing facilities and pmgrams and to plan and promote future education facili- ties and program. 25. To support opportunities for life -long learning for residents of all ages. 25.1. Support efforts to increase adult literacy. 25.2. Promote access to all levels of education for all persons. 25.3. Support individuals of all ages in pursuit ofa sustained program of learning independent of any educational provider. 25.4. Encourage public and private employers to offer continuing education incentives. 26. To provide acccss to timely, accurate, and useful information through reading, audio - visual, and electronic materials and programming through public libraries. 26.1. Support coordination and sharing of resourc- es to better serve the needs of the public. 26.2. Promote featuring current, high - demand, high interest materials in a variety of formats for persons of all ages and abilities at public libraries throughout the region. 26.3. Promote use and awareness of the quality of the public libraries. 26.4. Support expansion and accessibility of library services throughout the community. 26.5. Foster a.learning environment that utilizes state• of- the -art technologies. 27. To create and deliver a quality education that al- lows all students to reach their highest potential. 27.1. Promote a variety of assessment tools, meth- ods, and strategies to evaluate and /or docu- ment student progress, in accord with nation- al and state standards, 27,2, Champion superior standards of academic ex- cellencc, in which values are integrated in the lives and work of all members of the school community. 27.3. Support a comprehensive educational pro- gram that provides services to students ranging from severely and profoundly dis- abled programs through gifted prngratns and advanced placement courses. 27.4. Strive to prepare students for careers, lifelong learning, and citizenship in contemporary international society 27.5. Encourage activities that promote lifelong physical fitness and health awareness. 27.6. Provide services that allow high school stu- dents to pursue either college or vocational education. 27.7. Promote high school completion and encour- age postsecondary education or vocational training. 27.8. Provide adequate and nutritional food service before and during school. 28. To encourage school districts to consider smart planning and sustainable design principles when developing school facilities plans. 28.1. Encourage school districts to consider sus- tainable design principles when renovating existing and constructing new facilities. 28.2. Encourage school districts to consider neigh- borhood impacts when considering dosures of existing school facilities and locations for new school facilities. 28.3. Foster collaboration of school districts and transit providers to explore dean, safe, ef- ficient, and cost efleclive student transporta- tion, 50 29. To provide opportunities For residents to enjoy outdoor recreational activities. 29.1. Provkle an integrated system of public parks, trails, and related open space areas that will provide County residents with adequate op- portunity to participate in a wide range of outdoor recreational. aclivi(ieS. 29.2. Support parks, green space, trails, and simi- lar park /open space uses easily accessible to residents al neighborhood level. 29.3. Encourage and consider clevelopmenl of incentives for providing corn mon open/green space, hike /bike trails, and landscaping in all new development wherever possible. 30. To provide a safe park and rccrcation system that continues to meet the region's needs for useable and accessible parkland and open space. 30.1. Encourage coordination between the County and communities to improve the existing high quality, safe, park and recreation system. 30.2. Encourage coordination between the County and communities to identify the type of parks, park facilities, and hike /bike trails lack- ing in the commnunity. 303. Continue to identify potential park and recreation sites and hike/bike trails to meet the needs identified in the Dubuque County Comprehensive Plun. 30:4. Continue to identify fimding sources and partnerships for land acquisition and devel- opment of interconnected recreational open space and parkland. 31. To provide a variety of affordable turd accessible recreation classes and activities for people of all ages. 31.1. Continue to identify the needs arod interests of people of a l l ages and the types of programs they desire /need. 31.2. Support maintenance of an inventory of organizations and groups identifying what programs they are offering in the region. Community Facilities 31.3. Support a varied public program offering activities and programs not being provided by other organizations and groups. 31.A. Assess the facility needs of the region so as to meet the recreational needs of the region. 32. To enhance the visual attractiveness of the com- munity and park system. 32.1. Support maintaining and enhancing all park areas in a manner that fosters pride in the park system. 32.2. Consider providing flowers and;other land- scaping accents to enhance the beauty of all park areas and County-owned property, including use of indigenous plants, where possible. 32.3. Support continuing impmvement programs for park equipment, pavilions, and rest moms. 32.4. Encourage property owners to plant more trees. 32.5. Encourage local residents to participate in community beatification through community clean -up events, gardening dubs, and other volunteer opportunities. 33. To provide interconnected rccrcation facilities for residents throughout the region. 33.1. Continue to promote and maintain existing parks and public open spaces. 33.2.Itnpleanenl the Tri -State Tnlegralcd Biking, Hiking, and Walking Plan, including recom- mendations for a regional trail system con- necting arca parks, community facilities, and other locales to the Dubuque County Heri- tage Trail and the Mississippi River Trail. 51 Map .1 - City of Asbury Community Facilities DUBUQUE COUNTY SMART PLAN Community Facilities 6 cases. Nay a City of Asbury Community Facilities m CNirown (i Uxmry 1 Cb IMI Map 4.2 - City of Cascade Community Facilities rim DtprMnwd P6 eDepoemem Map N IINa:,NIJtS ECI ,812 WpC.mld8y ECIg2N2 n cci <elfya1.411 DUBUQUE COUNTY SMART PLAN City al Cascade Community Facilities Community Facilities 0 Chid cape Fao&ly e rue DepelhnMl tit Cambay Ff Haeoeueparonent m LltW%y O F.AI$ ffi CRyNall L Pack t Nish 5011001 ElemeNary School Pf1:VubIPCCoa14.N12 Bp CrcY dByLCIA201x ,1 N o 4 n1041p c 52 Map 4.3 - City of Dubuque Community Facilities Community Facilities DUBUQUE COUNTY SMART PLAN A Caroolnry Al CailogoMnWanlly City of Dubuque it Elcmcntsy School 0 Child Care Facility City USSR. School a Unary Community Facilities j 114111130001 a my Hal 6 IlorpiW 4 rank Z NoneOmwtlwusa is POliCo • no ti CI Sh.riN r" s peu:D.I.:y..O...b toff;Nap Qc,kdByECAm12 Map 4.4 - City of Dyersville Community Facilities DUBUQUE COUNTY SMART PLAN • mm FNCilltle5 O nhltl Coq Featly t FlreDepartloent IliahSehool City of Dyersville rl CO MON m rota n.porImant i Elomontory RMleol Community Facilities 0 Mealy • City MI EloWtMediaal Center DAypa:ry:. e.Mpeole Park ISpCNotanny moon', um u s r N 53 Map 43 - City of Epworth Community Facilities City of Epwotlh DUBUQUE COUNTY SMART PLAN Community Fadlitles aty of Epworth IA Cwnelviy b$1 Fief/en/Mont j Nigh School Community Facilities >mf oty Nall Y Nice DslMnmenl j EIenlenlnry Bnllml la 1 Mr% A Park ® cciigeuniveray Map 4.6 - City of Farley (:omrnunity Facilities 02a: Odom Oc uIy.%121t May CnvkJ By ECM, 2012 na A xa dml :ya DUBUQUE COUNTY SMART PLAN qty of Earley Community Facilities Community Facilities f Cemetery I$: Fire Department L piddle School R Div Na ® Police RgfMlent t aomonzorysohool Park : rlJaivaW:nlya•17 I.p Gun/MayVOA MIS N O Nr kW) !AO 54 Map 4.7 - City of Pcosta Community Facilities Community Facilities i DUBUQUE COUNTY SNAKY PLAN City of Peosta Community Facilities Community Facilities ft Ibmdnry W FIIeDeparbnWR 1$ Co&epdUnlver.Ity A City KM 0 FORGO Deponn ort j EklllaHvySArool ti Palk •Ona:O1t0171CO0110.2D12 ru tMpCNkflyIX443H2 o SO lam OM 55 Chapter5 Public infrastructure and utilities are a key component of quality of life within the Dubuque County Region. Access to infrastructure and utilities also has a pro- found impact on land development. Land that has access to municipal utilities has greater development potential and has a higher value than land that does not have access. In rural areas where no municipal utilities are available, residents rely on private wells and septic systems. These systems are effective, but require large lots to avoid groundwater contamination. This chapter will provide an introduction to the County's publicinfrastructure and utilities and explore Iiow these necessary items impact land use, environmental quality, and economic development. Water Supply and Distribution System A typical waler.supply and distribution system will contain four basic components: a Water Source, Filtra• lion and Treatment, Water Pressure and Storage Tank, and Local Distribution Pipes. Figure 5.1 shows a basic water supply and distribution system. Water filtration eliminates any undesirable biological contaminants and provides wafer with a desirable chemical bal- ance. The lrealed water is pumped from the treatment source to a water storage tank. 'Ihe pmpose. of the tank, which is usually in the form of an elevated walcr Figure 5.1- Schematic Diagram of a Typical Water Distribution System WATER SOURCE WATER PRESSURE AND STORAGE TANK RIVER. WELL RESERVOIR. ETC. FILTRATION AND TREATMENT MAIN TRUNK act HOUSE BRANCHES STREET MAIN Source: Anderson, l.arz T. Planning eke Built Enviroruneru, 2000 56 tower or reservoir, is to provide pressure to push water throughout the system. After water leaves the storage tank, a system of underground pipes delivers the water lo homes and businesses. In low density rural areas private wells are used to supply water. Community Water Distribution Systems Asbury - The Ashnry municipal water supply currently has three active public water wells open in the Cambri- an Ordovician aquifer. The approximate discharge for all wells is 11,552,000 gallons per day (gpd). The Co- lonial Estates well is capable of producing 425 gallons per minute (gpm), the Woodmoor well is capable of producing 180 gpm, and the Wedgewood Estates well is capable of producing 225 gpm. Municipal water is delivered via a network of 165,000 linear feet of piping ranging from four to twelve inches in diameter. Cascade - Cascades water supply comes from two wells: one well drilled to a depth of 244' in a Silu- rian aquifer formation; the other is drilled to a depth of950' deep in a sandstone formation. The City of Cascade bas approximately 1,025 water system cus- tomers. Average daily demand is 196,300 gallons. Current elevated water capacity is 140,000 gallons. Cascade's two wells have combined pumping czpacity of 785 gallons per minute. Cascades water distribution system has some 19 miles of underground water main, approximately 45% of which is 4" diameter, 15% is 6" diameter, 40% is 8" in diameter, with the remaining 5% being 10" diameter or greater. Cascade serves 1,025 customers with its water system. the City is preparing to upgrade the system in 2012 -13 with a new well, ad- ditional mains looping the system, and a new 400,000 gallon composite elevated storage lank. Dubuque - Water is pumped from five shallow and four deep wells. Deep wells yield high quality water, but the shallow wells are used as the primary source since they are more energy efficient. Well depths vary from 127' to 200'. Individual well capacities range from 1.55 to 3.30 million gallons per. day (MGD) and the theoretical cornbi ned capacity of all five wells at 14.15 MGD. Water pumiped from the wells is aerated, treated with lime, and filtered. Following filtration, the water is disinfected with chlorine and fluoride and phosphate is added. Alter the wafer is healed, it is pumped into the distribution system. Dubuque must maintain five separate distribution systems because Public infrastructure and Utilities of its hills and elevation variations. '1he distribution system includes five tanks and two reservoirs with a total storage capacity of 18,050,000 gallons. Water is then forced through 318 miles of piping ranging in size from four inches up to twenty -four inches in diameter. Dyersville - The City of Dyersville is served by two water wells at which the groundwater is drawn from the Cambrian Ionian Sandstone aquifer. The first water well, along with its booster stations, is located in the northwest portion of the City and it is near a 750,000 gallon reservoir. The second water well is located in the southeast portion of the City and it is located near. a 500,000 gallon water lower. Epworth - Epworth has three wells that produce a to- tal of 907,200 gallons per day. Well number three has a nitrate removal system. 'lhe city has one water tower with a 300,000 gallon capacity. Parley - Farley operates tli ree wells. Well one has the capacity to pump 150 gallons per minute and wells two and three can pump 300 gallons per minute. Once water is pumped from the ground, the water is treated phosphates and chlorine gas. The city has two water towers with a combined storage capacity of 450,000 gallons. Peosta - Peosta has two wells, both with 280 gallon per minute capacity. Peosta treats water by adding chlorine and polyphosphate. The community has two water lowers wish a combined capacity of 350,000 gal- lons. The existing facility has been designed to serve the projected 2032 population of 2,536 persons. Possi- ble future expansion plans include extension of service to Centralia and new subdivision development. Wastewater Collection and Treatment Systems There are two basic methods used for treating waste - waler. The preferred method for urban and residential areas is to co]]ect wastewater through a network of pipes and let it flow by gravity to a treatment plant. The treatment plant separates solids (sludge) and liquids (effluent). The sludge is disposed of in a way that is economical and sale for the environment, and the effluent is usually discharged into a flowing stream or rivers. Figure 5,2 shows a schematic diagram of a waste water collection and treatment system and water treatment plant. 57 Figure 5.2 - Schematic Diagram of a S4stewafer Collection and Treatment System Source: Anderson, l.arz T PImming the Built Environment, 2000 In rural areas, septic tanks are used to treat sewage. Wastewater flows by gravity from an individual source into a septic tank where it is biologically digested by a natural pmcess. The system allows the effluent to flow through a leaching field into the nearby soil. '!he sludge is removed from the tank every two or three years. Septic tanks are used primarily in low densil y rural areas. Separation between :the well and septic tank arc required lo prevent drinking water contami- nation. Community Wastewater Systems Asbury —'The existing wastewater collection system is in good condition. Gravity collection lines ranging in diameter from 4. inch to 16 -inch and force mains ranging from 4 inches to 10 inches serve the City. In addition to gravity collection lines and force main, the City is also served by eight lift stations (Hales Mill, Radford ltoad, Wedgewuod, Arrowhead, Northwest, Brook Haven, Asbury Court Place, Carver). The mechanical wastewater facility opened in 2007 and includes a headworks building that houses grit removal, screenings removal, laboratory, and con trol room. The process uses an oxidation ditch, final clarifiers, RASIWAS pumping systems, sludge storage, flow equalization basins, and a UV disin- fection system to achieve compliance with the City's National pollutant Discharge Elimination System (NPDES) permit re- quiremenls. The existing facility has been designed to serve the projected 2023 popu- lation of 6,121 persons. Asbury's wastewa- ter collection consists of 151,000 linear feet of piping ranging from two to fifteen inches in diameter. Cascade - Cascade's wastewater treatment system plant currently treats an average of 168,000 gallons of diluent per clay for 1,010 customers. The plan) has capacity to treat 250,000 gallons of sewage per day. Dubuque — Dubuque's wastewater treat went plant has the capacity to serve a population of204,000, This capacity should meet. the city's projected population needs for approximately thirty years. 'the city operates fourteen purnping stations, all with standby capability. Dyersville - The City of Dyersville constructed a wastewater treatment facility in 2001 to carry water, other liquids and waterborne refuse carried by sanitary sewer distribution systems. In 2009, a second phase of the wastewater treatment facility was constructed consisting of aerobic digester aeration system replace- ment, sludge processing building, abandoned lagoon cell conversion to long -term sludge storage, instal- lation of an effluent recycle lift station and pressure system, and installation of variable frequency drives on the oxidation ditch mechanical aerators along with an automatic level control system. Fpworih — E.pworth'.s wastewater trcatmcnt system consists of a 3 -cell aerated lagoon with three lift sta- tions. A new wastewater aero -mod mechanical plant is in the design phase. Farley— Farley's wastewater treatment system consists of an activated sludge mechanical plant and two lift stations. Feosta — Peosta's wastewater treatment system consists of aerated lagoons and 7 lift stationa- 58 Public Infrastructure and Utilities Figure 5.3 - Residential Garbage and Recycling Collection Service Providers City Garbage Collection Recycling Collection Asbury Dinner Recycling Dittmer Recycling Cascade City of Cascade Allied Waste Dubuque City of Dubuque City ofDubuque Dyersville Bi- County Disposal iii- County Disposal Epwoxth Ruling Sanitation Ruling Sanitation .Farley Di ll mer Recycling Dittmer Recycling Neste Iii - County Disposal Inc. Bi- County Disposal Inc, Solid Waste Disposal and Recycling The Dubuque Metropolitan .Area Solid Waste Agency (DMASWA) is an intergovernmental entity formed in 1973 under Chapter 28E of the Code of Iowa. Although originally formed primarily for the pur- pose of owning and operating a sanitary landfill, the DMASVITA has since broadened its mission. Members of the DMASWA include the City of Dubuque, with two Beard representatives, and Dubuque County, with one representative. All remaining municipalities in Dubuque and Delaware Counties have signed "Non - Member Service Agreements': The Agency's municipal solid waste (MSW) landfill is located on Dubuque's west side along U.S. Highway 20. its service area is Dubuque and Delaware counties. The .Agency owns 460 acres of property, of which 80 are permitted for landfill use. Garbage and recycling collection in Dubuque County is provided by a variety of municipal and private service providers. Other small citesbusinesses and contract for these services. Waste collection and dis- posal are regulated by state and local laws. Figure 5.3 lists Dubuque County garbage and recycling service providers. Recycling in Dubuque County is strongly encouraged. Telecommunications Telecommunications infrastructure is becoming an in- creasingly important issue for economic development and quality of life in the region. I Tigh-speed Internet and mobile phone service have become a necessity for most residents and many businesses. Internet access has become so imporl:ant that the United Nations declared it a basic human right in 2003. Expansion of internet use has increased demand for interne( bandwidth and has required expansion of telecom- munications infrastructure. Many people now rely on the Internet for shopping, banking, entertainment, job applications, applying for government services, and much more. Figure 5.4 provides a list of telecom- munications service providers currently operating in Dubuque County. Map 5.1 shows maximum advertised broadband speed for Dubuque County and the State of Iowa. According to the maps, higher download speeds are available in Figure 5.4 - Dubuque County Telecommunications Service Providers Wireline Providers Wireless Providers Alpine Long Distance AT &T Mobility Bernard Telephone Bernard Telephone Cascade. Communica- tions Company Dish Network Corpora- tion Cc ntu ryl i nk Hughes Network Systems I.amotte Telephone Coni- pany Speed Conned Mediacom Sprint Windstream Vcriznn 'ATirelcss ViaSat U. S. Cellular You Squared Swarm Conned Iowa 59 the urban areas where wireline broadband is available. Broadband internet is available in the rural areas of the county through wireless providers, but download speeds arc slower with wireless service. Data transfer rates are measured in mega bits per second (mbps). Download spccds in Dubuque Counly are similar to those seen across the state. in the urban areas in Dubuque County, download speeds of between 25 -50 mbps are available. 'this is comparable to most urban areas across the stale, but in some areas. download spccds greater than 100 mops are available. in most instances, the maximum advcrtizcd speeds are much higher than an average internet user would require. According to Connect Iowa, the average residential download speed in Iowa is 5.2 mbps and the average business download speed is 7.2 mbps. Ilighcr speeds Map 5.1 - Maximum Advertised Download Speed Dubuque County Wireiine Download Speed i Ily .,.____� t are important for businesses and institutions (hal need to send large quantities of data quickly. The data presented in Map 5.1 indicates that broad- band is available almost everywhere in the county, but availability does not equal accessibility. According to Connect Towa survey data, 34% of Towa residents do not have broadband access. When asked why they slid not subscribe to broadband the top three responses were: no content worth viewing, 26%; Broadband fees too expensive. 23%; and c:ornpulcr too expensive, 7%. Power Plants and Transmission Lines Interstate Power and Light Company (Alliant Ener- gy). Alliant Energy provides electricity to 1.4 million customers in Iowa, Illinois, and Wisconsin. Alliant Dubuque.County Wireless Download Speed I - kAtir Semite Hot Available , _ 13 mbps to 6 mbps VIII■ S mbps to SO mbps leas than 1.5 mbps 6mlps to IV mbps_ SO mbps 10 1OO Only VIII■ I. miss to 3 mbps 10 mhln 25 mbps I- &solar than 100 mtgn Iowa Wireline Download Speed Iowa Wireless Download Speed Source: Connect Iowa 2012 *Data transfer rates are measured in megabits per second (mbps), 60 Energy's corporate offices arc located in Madison, Wis- consin. The company also has general offices in Cedar Rapids and Dubuque. Alliant Energy primarily serves the urban areas of the county, but it does serve some rural areas as well. Maquoketa Valley Electric Cooperative (MVEC) is a private, non -profit electric utility that was established in 1935. MVEC is member owned and provides electric service to primarily rural areas of Delaware, Dubuque, Jackson, and Jones Cotmties. MVEC serves 1,1,000 members across 3,100 miles of line. Cascade Municipal Utilities is a city- owned provider of electricil y (and natural gas) service to 1,098 cus- tomers (2011) within its corporate limits. Cascade lvtunicipal Utilities supplies electricity to its customers primarily from long -terns wholesale energy contracts with other providers, but also has stand -alone genera- Map 5.2 - lowa Utilities Board Electrical Service Areas MN !Jtilities tion that can supply all power during service outages or during peak -load periods. ITC Midwest, a subsidiary of 1'L'C Holdings Corp, operates the electrical transmission lines that run through Dubuque County. TIC Midwest operates more than 6,800 circuit miles of transmission lines in Towa, Minnesota, ill inois and Missouri'Ihe company is headquartered in Cedar Rapids, Iowa, and maintains operating locations at Dubuque, Iowa City and Perry, Iowa; and Albert Lea and Lakeflcld, Minnesota. Map 52 shows the service areas for the three electrical service providers that operate within Dubuque County. Infrastructure and Development Public expenditures for infrastructure can shape a community's hind use patterns, and in turn, the com- munity's land use patterns will determine the costs and cr YMvd 1, , YIM MMM,U I VY, lm, MC Snow, M1/44111 Ohm F.JM,y Own* Ic , ,, ,ne.a4M Mtn.* roma ,M lghl Cwn„n, en.) Mu4„KVan Favat 1,1CFI nFC Mum FMr.I' Swim &mon Una Ctlitellea 400 Scot tl Map i11 —"'• M,prw Wit Mayci,M • Van 4 My Valley a vah7 a ■ Source: Iowa Utilities Board Boundalln follow Melton, hall section. quartet sec lion, or natural berries except Al dimofLlellel. For updates mW *Hall *taps Nth: .., www4lato .lo.uaraovHmnoIIuConVutlI' *Mgrylnd *Y,Mml. 0 1 2 3 4 Mlles ® 61 efficiency of utility service delivery. Communities can use smart planning principles such as higher density and in fill development to keep utility rates low and improve delivery system efficiency. Adding new devel- opments to the existing network spreads the systems' capital costs over a larger customer base lowering the costs of service per customer. However, if new infra- structure is built for new customers, the opportunity to improve the efficiency of the existing system is lost, leading to higher costs per customer. For example, large lot low density residential develop- ment pa(tcrns can lead to increases in water demand and cost. T.argc lots increase.lhe length and thus the cost of the pipes serving households and commercial buildings. Buildings on smaller lots are typically closer lo the water main running under the street and require a shorter branch pipe to gel the wader from the main to the building. Higher density neighborhoods also have more houses per block of mai n, so the cost of the main will be less per house than in neighborhoods with larger lots. Large lots can. also increase demand for water because of larger yards. Low density systems can lead to increased wafer loss because of leaks, as longer pipes require more pressure to push the water through the system. displays new building starts between 2000 -2010. The map shows large amounts of new construction in the smaller cities and in the urban fringe arca on the west side of Dubuque and the surrounding unincorporated areas. The spatial population shift of the past 20 years has resulted in expansion of public and private infrastruc- ture within the county. This growth pattern conflicts with the smart planning principles listed above and conflicts with previously adopted goals and objectives. 'this conflict was identified in the 1969 County land use Plan and was noted in the 2002 Dubuque County Comprehensive Land Use Development Plan. The fol. lowing is an excerpt from a sec(ion of the 2002 County Plan entitled "Review of Conflicting T :ancl Use Goals and Objectives ?' 'Dubuque County's 1969 Land Use Plan addresses, under Principal Objectives pages 24 and 25, how important the existing community centers are as a focus for urban growth, the importance of the services they provide, and the organized community structure which provides a means for the development of load plaits and policies to control the nature and pattern of new development," Rural Development Map 5.3 - Building Starts 2000 -2010 Since the 1990 census, the population of Dubuque County has been steadily expanding. As of the 2010 census, the County had regained nearly all of the 7,342 people it had lost between 1980 and 1990. However, the population did not return to the same areas of the County. Be- tween 1990 and 2010,. the County's population began to decentralize, relocating from the City of Dubuque to the smaller cities and the unincorporated rural areas of the county The pace of the decentraliza- tion has accelerated within the last ten years. Map 5.3 (11 New Dwellings Per Square Milo 6 , a 0 I 11.15 10 70 ir• 30 31.40 11 •:4 61,f-0 01.07: tit 411 itillb A Souire; Dubuque County Assessor and Cily of Dubuque Assessor 62 The 2002Plan then goes in a different direction and addresses the Greater Dubuque Arca Unincorporated Fringe, and the projected major population growth that is expected to occur in this fringe area and how new (unincorporated) communities will develop here and (hopefully) be able to (financially) support basic community services, or else connect wi lb the City of Dubuque's utilities by major trunk lines. It goes on to say that in more remote locations, individual sewage treatment and water plants maybe required. The Plan does say that these (unincorporated) coin mun itics may be formed as a result ofintelligent planning and by cooperative action of county and city government, if they are not an ex tension of an existing urban cen• Ler. This idea appears to open the door to a potentially great deal of unincorporated.developrnenl without providing much direction or detail on Iiow the "coop- erative action between county and city" should occur, or when. 'this idea appears to be the only significant policy conflict in the County's L969 Land Use Plan, and it flies in the face of orderly incorporated commu- nity growth,' The 2002 County Land Use Plan attempted to address these conflicting goals. Controll i ng urban sprawl, encouraging growth in or near cities, and preserving rural faun character were all.listed as key issues in the 2002 Plan, but as noted in Map 53, rural development has conti nued to expand since the plan was adopted. Return on Investment Effective land use and utility planning arc especially important during uncertain economic times. During hard economic times, communities need to "do more with less:' In other words, the community needs to get more out of the investments it makes, or improve its return on investment. Communities invest in many things, but utility infrastructure is one of the largest and most important investments a community will make. Communities invest in the installation and maintenance of infrastructure to stimulate private sec- tor investment and development, which creates value in the local economy. 'the value created is taxed and the tax revenue is used in part to pay for the mainte- nance of the infrastructure. Ira community wants to get more value ott of its infrastructure, it should con- sider investing in the most productive types of devel- I Dubuque County, Iowa Comprehensive {.and the Development flan. 2002. p. 49. Public Infrastructure and Utilities opment. How an a Comm unity measure the produc- tivity of its infrastructure investments? 'the City and County A.sscsaor's place a value on all properly in the county for tax purposes. The assessors' lax records will provide an consistent measure of value for all proper- ties in the county. The liillowing is a productivity comparison of two Dubuque County properties based on assessor's tax records. Figure 5.5 shows the two properties. Both are commercial properties located in the city of Dubuque and both pay the same property tax rate. Properly 1 is a three -story commercial building located in an urban area with retail on the bottom floor and apartments on the top two floors. Properly 2 is a large factory located in an industrial area. Figure 5.5 also includes the annual properly 2011 pmperty tax owed on each properly. Figure 5.5 Total Annual Properly Tax Property 1 Property 2 Property 'Mx $3,369 $622,4.91 Source: I)ubzique Qty Assessor, w wwbeacon.coml dubuquecounty Based on total properly lax., Property 2 is clearly the more valuable properly. However, total property tax is not the best way to measure the property's productiv- ity and the return on the cormmnumitys infrastructure investment. Figure 5 6 uses an example to explain why total tax is not a good measure of productivity. A com- munity's return on investment is somewhat analogous to a family shopping for a car, Fuel consumption is the most important feature for the family and they have narrowed I heir choices down to a car and an SIN If we used the same approach as above, the family would want to look at the miles per tank. l- Iowever, miles per tank would be an inaccurate measure of productivity because we know that the two vehicles have different fuel tank sites. The best way to compare fuel pro- 63 ductivily is to look at the fuel economy of the vehicle. Using the fuel economy measure, we find that the car provides more miles of travel per gallon of gas. Figure 5.6 - Dud Economy SUV Gar Miles Per Tank 474 374 'lank Size 31 gal 16 gal Miles Per Gal- lon 17 26 Source: www, fuelrc rnurnygov We can apply the same logic to the two properties, Properly 2 produces much more tax revenue, hut it takes up more land and requires more infrastructure than Property 1. As a result, tax per acre would he a more accurate measure for' the productivity of these two buildings, as it accounts for differences in each property's size, just as the MPG calculation does for the family buying the car. 'the results'from this exam - plc are displayed in Figure 5.7. Figure 5.7 Property Tax Pcr Acre .Property 1 Property 2 G1a' pi 111, 1/41 Property Tax $3,369 $622,494 Acres 0.05 27.08 Tax Per Acre $67,380 $22,987 Source: Dubuque Gily Assessor,, www, ieacon.con:l dubuquecounty Using the tax per acre measurement, we find that property 1 is almost 3 times more productive than Property 2. This example is not intended to dimin- ish the factory's contributions to the local economy. Large industrial land uses contribute to the regional economy and employ thousands ofDubuque County residents. The example is intended to show that high density urban development can provide a high return 011 infrastructure investment. Investing in land uses that use infrastructure most etlicienlly by adopting smart planning principles can help communities keep property taxes and utility rates low. Marry communi- ties would spend great amounts of time and effort to all racI one large factory to their town, but updating existing infrastructurc and attracting several new busi- nesses to their downtown may be a more practical and financially productive solution for economic develop- ment. 64 Goals and Objectives L To provide, 'maintain, and improve safe, cost - effective, ftuictionai, and self- supporting public utility systems including water, sanitary sewer, storm sewer, communications, and solid waste disposal, with a focus on sustainable materials management where applicable. 1.1. Support timely, cost effective delivery of services. 1.2. perform routine maintenance and testing to ensure optimum utility provision, 1.3. Budget for short and long term system im- provements. 1.4. Support ongoing improvements lo facilities, 1.5. Support ongoing improvements to distribu- tion sys(ems. 1,6. Support ongoing improvements to landfill diversion efforts. 1.7. Comply with slate, federal, and focal cnvi- romnental regulations. 1.8. Support the adoption of new technolo- gies that reduce costs, improve delivery of service, and reduce impacts on the environ- ment. 2. To plan for; build, and improve infrastnrcture systems to meet anticipated growth and develop- ment needs. 2. L Encourage development and redevelopment in areas where infrastructure is existing or underutilized in the cities. 2.2. Support building future infrastructure at a higher capacity for future identified growth areas in cities. 2.3, Support municipal utility rate structures that are both adequate to meet current obliga- tions and future needs and are equitable for services received by residential, commercial, and industrial users. 2.4. Investigate and i m p] eme nt technological advances to optimize service deliver» 23, Plan for orderly replacement and upgrade of public and private communication infra- structure with attention to features, capacity, compatibility, and future growth. Public Infrastructure and Utilities 2.6. Consider opportunities for buried public and private communication infrastructure during planning for street, water, and sewer construction projects. 2.7. Support providing sanitary sewer and water main extensions within cities in a timely manner, when economically feasible. 2.8. Evaluate periodically the water system slur age and hydraulics of cities to ensure ability to serve future growth demands. 2.9. Support a `looped" water distribution sys- tem, where practical, 2.10, Continue to encourage and enhance down- town development by striving to meet cur- rent parking needs and providing expansion programs that are cost - effective and innova- tive. 2,11, Monitor and. coordinate appropriate imple- mentation of communication, gas and elec- tric delivery systems. 2.12. Encourage public investments in infrastruc- lure that will result iii private-sector invest- ments that can financially sustain the main- tenance of that infrastructure. 2.13.. valuate and ensure the design and location of stormwaler inlets and outlets are strategi- cally located, managing runoff as dose to its source as possible, and minimizing the vol- ume of stormwater runoff to avoid causing problems for downstream neighbors. 3. To encourage the use of low iinpact:development and centralized water or sewer systems to pre- serve open space and prevent degradation of the air and water quality throughout the region. 3,1. Encourage the use of Low Impact Develop- ment (LU.)) principles in new development throughout the region. 3,2, Encourage development to locale within existing cities and establish urban fringe areas where adequate public utilities are planned or can be provkled. 3.3. Encourage existing developments that have expanded beyond the original subdivision, to install centralized water and septic systems in the new development and the original devel- 65 opmenl, if there lots been a history of contami• nation problems in or adjacent lo the original subdivision. 3.4. Require new developments in the unincor- porated area of the County to provide for the privalc Iong -term maintenance and operation of internal infrastructure. 3.5. Require new developments in the unincor- porated area of the county to be designed for future connection of municipal services, 4. To provide public facilities and services at levels which supporl a desirable "quality of life" for current and future residents. 41. Require new development to fund public wa- ter and wastewater systems required to meet the needs of the proposed development. 4,2. Establish a system, for planning purposes, which will evaluate the costs and benefits of necessary rural services when provided to new rural growth. 4.3. Provide facilities and servicesin locations compatible with planned uses, populations, and needs. 4.4. Establish a system to continuously moni- tor individual well and septic systems for detection of potential off -site environmental conlaminalion before it occurs. 43. Evaluate the creation of rural water districts in developed areas experiencing water quality problems, and encourage non -farm residents to join rural water districts as soon as pos- sible after district creation. 4.6. Evaluate the creation of rural sanitary sewer districts' in developed areas experiencing septic system problems, with the boundaries ofsudi districts based, whenever possible, on existing watershed areas. 4.7. Provide financial assistance for new develop- ment to over -size facilities to serve adjacent development when the adjacent development is expected to require service. 4.8. Facilitate the incorporation of new septic system technologies into the t :otmty's health regulations. 4.9. Continue to implement the States solid waste disposal hierarchy while developing new methods to minimize waste and divert resources to beneficial use through com- prehensive deconstruction, reuse, recycling, composting ,anaerobic digestion, methane captureintilization, hazardous materials man- agement, enforcement on illegal dumping and littering, and public education programs. 4.10. Establish a system to continuously monitor the performance of slorrnwaler best manage- ment practices (BMPs), and ensure proper maintenance is being performed as needed with each practice. 66 Chapter 6 Dubuque County's transportation system is vital to everyday iifc within the region, Locally, the transpor- tation system facilitates the movement of people and goods within the region. 'the system allows residents to gel from their hones to employment, education, medical care, and shopping. The transportation system also allows people and goods to move in and out of the region. Businesses import products and raw materials from outside the region, and export goods and commodities to other regions. Connections to regional transportation networks allow businesses to conduct these transactions quickly and efficiently, and allow the region to cotnpele in the global market place. Along with the benefits from transportation, come unintended negative impacts. if left unchecked, pollu- tion, noise, congestion, safety, and high maintenance costs can diminish quality of life for local residents. 111 addition, some segments of the populal.ion such the disabled, the elderly, and lose - incomepopulations are not able to access the transportation system. Through the Smart Plan, the Consortixun will strive to provide efficient and affordable transportation to residents and businesses while striving to minimize the negative impacts. The Consortium will work to provide diverse and interconnected modes of transportation, accessi- bility, safety, and improved environmental quality. Transportation Planning Smart Planning Consortium members coordinate With two regional transportation planning agen- cies, the.Dubugue Metropolitan Area Transportation Study (DMATS) and Itegoonal Planning Affiliation 8(Rl'A 8). DIvTATS is a lri -stale Metropolitan Plan- ning Organization (MPO) that includes the cities of Dubuque, Asbury, Pcosta, a portion of unincorporated Dubuque County, and portions of Jo Daviess County, Illinois, and (ant County, Wisconsin. '!he Regional Planning Affiliation (RPA 8) is a four -county region including the counties of Clinton, Delaware, Dubuque, and Jackson, Both agencies are responsible for approv- ing goals and plans for the development of a seamless transportation system for the safe and efficient.move- xnent of people and goods within and arnong)nodes of transportation (roads; bicycle and pedestrian facilities, transit, rail, waler and air) in .the area. DMATS and RPA 8 encourage cooperation among local, regional, state, and federal agencies on transportation issues and plans. 67 The Dubuque County Smart Plan provides an over- view of the County's transportation system. More detailed transportation information can be found in the DMA'1'S and RYA long range transportation plans (LRTP). A long range transportation plan focuses on transportation related issues in a specific area over a 20 -year period. Federal Jaw requires that MPOs update their LR fPs every five years. The J.RTP provides a view of the current transportation trends in the area, as well as an aid in projecting potential changes for the area into the funure. Both plans are available for download at www.cciatrans.org. Roadways The predominant transportation system in Dubuque County is a network of streets and highways that are used by automobiles and trucks. 'these roadways serve the circulation needs of local residents, employers, and people traveling from outside the area. The following describes the roadway system in the County in terms of its functional classification, existing capacity, con- gestion, and safety. Functional classification describes a roadway based on the type of service that it provides. Roadways provide two basic types of service: land access and mobility. The degree to which a roadway provides access and /or mobility determines its functional classification. The key to planning an efficient roadway system is finding the appropriate balance between mobility and acces- sibility.lhe following defines the functional classifica- tions found in Dubuque County. Principal Arterial roadways primarily serve a mobil ity function with minimal land access. The primary purpose of principal arterials is the rapid movement of people and goods for extended distances. Principal arterials are high capacity, high -speed roadways with restricted access. US 20 west of Swiss Valley Road in Dubuque County is an example of a principal arterial. Minor Arterials interconnect with and augment prin- cipal arterials. Minor arterials within urban areas serve inter-community trips of moderate length. Although the primary purpose of the natter arterial is mobility, this functional class provides more access points and more land access than a principal arterial. John E Ken- nedy Road in the City of Dubuque is a local example of a minor arterial. Major Collector streets channel trips between the local street system and the arterials. Major wiles•. tors serve a balance between mobility and land ac- cess. Parking and direct driveway access to the street are typically allowed on major collectors. Collectors are usually wider; have higher capacity, and permit somewhin higher speeds than the local street network. Chancy Road in the City of Dubuque is designated as a collector street. Minor Collectors & Local Streets primarily provide local land access and oflnr the lowest level of mobility. Characteristics of local streets include uncontrolled intersections, posted speed limits of 25 miles per hour or less, and few restrictions on parking. Local streets include all streets not classified as interstate, principal arterial, minor arterial, or collector. Figure 6.1 lists the miles of roadway in Dubuque County in terms offunctienal classification. Maps 61 through 6.8 display the location of the primary roads in Dubuque County by Functional Classification. Figure 6.1- Miles of Roadway by Functional, Classification. Functional Classification Total Roadway Miles Principal Arterial Minor Arterial 71 Major Collector 174 Minor Collector 157 Local Streets 792 laa Sal Source: ECIA 68 Level of Service Level of Service (LOS) is a qualitative measure describ- ing conditions within a traffic: stream, based on speed, travel time, freedom to maneuver, traffic interruptions, comfort, and convenience. LOS is determined by cal- culating the Volume to Capacity (VC) ratio, where the traffic volume, observed or forecasted, is divided by the estimated capacity of the roadway. LOS "A" represents complete free flow of traffic, allowing trarlic to maneu•• ver unimpeded. LOS "F" represents a complete break- down in traffic flow, resulting in stop and go travel, VC: ratios were calculated using 2009 Iowa DOT traffic counts. See Map 6.1 fox the current level of service in Dubuque County. Map 6.1 - Dubuque County Level ofScrvicc 2010 Transportation Future Needs Map 6.2 shows the future: level of service for roads in Dubuque County for the year 2040, Again, level of service was determined based on the ratio of volume to capacity of the road segment. Future trafficvolurnes were estimated using data from the DMA'FS travel demand model and the Iowa Department of Transpor• tation's statewide travel demand forecast model, The map presents a scenario of what would happen if traffic volumes continued to increase while the road network remained the same. Based on the Iowa DOT's forecast, i f no changes are made to the transportation network, by the year 2040 DUBUQUE COUNTY SMART PLAN Level of Service Dubuque County Level of Service 2010 A D — 13 --- E - c — F o z 4 Mies Lcui I0? P,at Ie e#nlmm.l N/ ebididg the observed bamc on road segment I j . agn(jI,. Wbpouro"LNRIanrd lawn rnr It Source: DMATS, 2012; Iowa DO'I; 2012 69 several of Dubuque County's main thoroughfares, in- cluding Asbury Rd, NW Arterial, and US T Twy 20 will be severely congested. Congestion of this magnitude will negatively affect quality of life and the regional economy. To prevent this from happening, local gov- ernments will need to tither increase the capacity of the road network, or reduce the number of vehicles on the road. In the past, adding capacity has been the standard remedy to roadway congestion. Adding additional lanes to roads is an effective way to reduce congestion, however this can be very costly, and it may only be a short time before the newly expanded road is once again congested. Tn recent years, cities have tuned to Map 6.2 - Dubuque County Level of Service 2040 strategies that attempt lo reduce the number of cars on the road. Encouraging a multi -modal transportation system that includes walking, biking, and mass transit is a method for removing vehides from the road and reducing congestion. Many cities have also imple- mented new technologies that reduce congestion by improving the efficiency of the transportation system. the Smart Planning Consortium will work with the regional transportation planning agencies to develop a strategy for limiting congestion. Transportation Safety Safety is an important consideration when planning for the future of the transportation system. Outdated DUBUQUE COUNTY SMART PLAN Dubuque County Level of Service 2040 Level of Service — A 0 _D —[ - C — F 0 2 4 Mios I ova nfRiMnn Is oYcII nISby ahfd,ng the obarrredlrafli, al a road 70,11tla br ilx oevackt Data Smarr: MATS and laws DOT Source: DMATS, 2012; Iowa D07; 2012 70 or deteriorating infrastructure, high traffic volumes, or unsafe driver behavior are all potential causes of safety issues that can lead to serious injury or death. trans - portation planners use crash data to identify areas on the road network where the number of crashes is higher than expected Once identified the local gov- ernment can take action to correct the problem. Iowa Department of Transportation provides crash data for all counties in the stale. Using data from the last nine years, (2001 -2009) of crash data staff created maps to illustrate the distribution of fatal crashes, and crashes causing major or minor injuries. The maps are used identify locations experiencing more crashes than would normally be expected. See Maps 6.14. 6.21 at the end of the chapter for Iowa DOT crash dala. Map 6.3 -'the Jule trausit Routes Transportation Transit Dubuque County is served by two fulltimc transit systems and one volunteer transit program. The Jule (formerly known as Kcyline Transit) serves the City of Dubuque, Region 8 Regional Transit Authority (RTA) serves Dubuque County. and DuRide is a nonprofit pmgram that serves residents older than sixty -five. The Jule provides public transportation for citizens to and from their destinations on fixed routes and door to door services. The Jule currently opentles seven fixed route lines within the city limits of Dubuque. Map 63 displays The Jule's routes. Fixed mute service provides Dubuque citizens with access to services, shopping, DUBUQUE COUNTY SMART PLAN The Jule - City of Dubuque Transit Routes 1U pdate with new route informatio a • Legend — Trolley Route Green line — ••— • Limited Auass Green Une — Gday Line — - -- UmIterlAccAs Orange Line —• LimitedAccess Gray Line ^ Red Line Orange Line �a• 1 imiledAuxns Rai Liric .. 0 0.5 1 Wes Source: City of Dubuque, 2011 71 entertainment, community functions, and employment opportunities within the City. The Jule operates a fleet of (14) 30 -35' fixed route buses all equipped with.ADA accessible 1 ifts. Fixed mute hours of service are from 6:00 a.m. to .6:20 p.m.,: Monday through Friday and from 8:00 a.m. to 5:30 p.m. Saturday. The Jule's minibus provides seniors and persons with disabilities with demand response transportation and passenger assistance anywhere within Dubuque city limits. Passengers request minibus services by calling the transit operator, who dispatches avehicle to pick up and transport the passenger to their destination. 'lhe minibus is available to anyone over the age of 65 or anyone over 18 with a documented disability. Mini bus hours of operation are Monday through Friday be- tween 6:20 am. and 6 :00 p,m. and Saturdays between Map 6.4 - MIA Transit Routes 7:50 a.m. and 5:30 p.m. The Jule currently operates 10 ADA accessible Tight duty buses. 'lhe Region 8 Regional Transit Authority (IiTA) pro- vides ADA accessible transportation to the cities and rural areas of the Regional Planning Area 8 which includes Delaware, Dubuque, and Jackson Counties. KM provides many cities with daily inter and inlra- city service, while other communities have service seventl limes per week, The RTA also serves rural residents through its demand response service. 'the Region 8 RTA operates a fleet of 27 lift equipped light duty buses, 2 ramp accessible minivans, and 2 non- ADA standard vans. Map 6.4 shows RTA's transit routes within Dubuque County. DuRide is a volunteer operated nonprofit transports.. • tion program. Volunteers use their own vehicles to Legend • Cities with In-Evn Servke - Counties Scsvcd by RTA Manchester to Dubuque Peosla to Dubuque Cascade to Dubuque Dubuque to Iowa Clly Cleavage to Dubuque Maquoketa to Dubuque Bellevue to Dubuque Epworth; ,eosta •. •' • Imo_ _,y Cascade DUBUQUE COUNTY SMART PLAN RTA- Dubuque County Transit Routes 0 2 4 6 e 10 Mika I I I I I I I I I I I Source: City of Dubuque, 2011 72 provide at. -cost rides lo Dubuque, Asbury, and East Dubuque residents age 65 and older. DuRide charges a $40 annual fee and a small pick up fee of three to five dollars for each trip. Dultide uses an account system so riders do not have to pay during their ride. Con- sumers are encouraged to donate their vehicles they no longer use, in exchange for credit towards their ride account. Future Needs As part of the DMATS and RPA 8 2011 -2015 Pas- senger Transportation Plan (I'TI'), staff conducted a public input process. The goal of this process was to identify steps transit providers could take lo improve the system. Figure 6.2 were the top five improvements identified for' the Jule and the RTA through the public meetings and surveys. Figure 6.2 - Future Needs DMATS & RPA Transportation tCIA Stock Photo RTA 1. Expand hours and days of service 2. Maintain a constant schedule 3. Expand services within Dubuque 4. Expand scrvicc to die West End 5. Add an extra Iowa City route 'the Jule 1. Expand house and days of service 2. Provide greater accessibility to services 3. Expand services within comma nit y 4. Cover a greater geographic area (Key West & West .End) 5. Market employer incentives for mass transit Source: Passenger 7Yansportation PIan DMATS and RPA 8 EY2011 -2015. '!he Jule and the RTA hope to improve transit service and increase ridership by implementing the improvements listed above. Figure 6.3 shows the annual ridership for the Jule and the RTA for the past five years. Figure 6.3 - DMATS Sc RPA Annual Ridership 400 c 350 300 a 750 200 - 150 100 RTA & The Jule Annual Ridership 2006 Source RTA, 2011; Jule, 2011 2007 s MA 2008 2009 2020 ■ The Jule 73 Bicycle and Pedestrian Non - motorized transportation is a key component of a multi-modal transportation system. Good walking and biking facilities can improve quality of life by reduc- ing the number of vehicles on the road, promoting an active lifestyle, attracting visitors to the area, and providing a low cost mode of transportation. Map 6.5 displays the existing bike and pedestrian facilities in Dubuque County. In recent years, Dubuque County has worked to integrate bilce and pedestrian facilities into its transportation network However, according to the 2000 census only four percent of the population walked to work, and less than one percent rode a bike, The Smart planning Consortium will support pro- grams that make walking and biking safer and more convenient, This element of the Smart Plan will focus on the development of the bi kc and pedestrian seg- ment of the regional transportation system. Map 6.5 - Bike and Pedestrian Facilities Dubuque County's bike and pedestrian facilities fall into two categories, separated and on- street facili- ties. A separated facility is a bikeway /walkway physi- cally separated from motorized traffic by open space or barriereither in the highway right -of -way or in an independent right -of -way. Separated facilities are suitable for all pedestrians and bicyclists. Examples of separated facilities in Dubuque County include the Heritage 'frail and the NW Arterial Trail. When using on- street routes, bicyclists share space with motorized vehicles. On- street routes can lake several forms in- cluding bike lanes or shared roadways, in some cases, a portion of the roadway is designated for the prefer- ential or exclusive use of bicyclists by striping, signing, and pavement markings. In other cases, an on- street route is designated by signage that indicates that the route is safe for bicyclists. The eagle Point On- Road Route in the City ofDubuque is an example of a signed DUBUQUE COUNTY SMART PLAN Dubuque county Bike and Pedestrian Facilities Some: fits of Dubuque. 2017 74 On Street Route Separated Iratl LJ U.S- Flighway SI State Highway ® County Road H 0 1 2 Rees w -yLt`y, on- street route, and Radford Road in the City of As- bury is an example ofa bikc.lane. When planning a bicyding, hiking, and walking system, local governments should design a system that will accommodate as many users as possible.'lhe system should take into consideration the differing abilities of the potential riders using the system. The Federal Highway Administration (FHWA) uses the following categories of bicycle users to assist in deter- mining the impact that different facilities and roadway conditions will have on the bicyclist. Group A riders have the most experience, and are comfortable riding on most city streets. Group B bicyclists are less expe- rienced and prefer riding on separated trails or low speed low traffic volume streets. Group C bicyclists.are children. Children often use bicycles to get to school or recreation, but require well defined separation from motor vehicles. The Bicycle Federation of America estimates that out of nearly 100 million people in the United States that own bicycles, roughly 5 percent: qualify as Croup A bi- Transportation cyclists, with the remaining 95 percent as Group 13 and C bicyclists. See .Figure 6.4 for the bike and pedestrian facilities in Dubuque County. Future Needs Safety — improving bicycle and pedestrian safety will be a primary concern for the Dubuque County Region, According to data compiled by the group Transporta- tion for America, when compared to other metro areas in Tows, Dubuque County has the highest percentage of traffic deaths that were pedestrians (9.076), and is tied for the second highest per capita pedestrian fatal- ity rate (OS). See Figure 6.4. Distance • Apart from the City of Dubuque, Dubuque County is a low- density rural region, The County's rural character means that walki rig or bicycling to a destination can he difficult because of the long distanc- es involved. Local govenmients can help reduce travel distances by encouraging compact development that reduces sprawl and promotes land use patterns that create more walkable neighborhoods. Examples of this Figure 6.4 - Pedestrian Fatal ity Data (2000 -2009) Metro area 'Total pedestrian fatalities Percent ol'all trait fie deaths that were pedestrians Fatality rate per 100,000 persons 2009 population Dubuque 7 9.056 0.8 93,072 Ames 6 8.096 0.7 87,214 Omaha - Council Bluffs 64 8,0% 0.8 849,517 Sioux City . 14 8.0% 1 144,360 Davenport- Moline- Rock Island 25 6,896 0,7 379,066 Des Moines -West Des Moines 34 6.8% 0.6 562,906 Waterloo -Cedar Falls 12 6.7% 0.7 164,913 Cedar Rapids 13 5.7% 0.5 256,324 Iowa City 6 3.8% 0.4 152,263 Data Source: Danger us by Design 2011, hansporiation for America. http://t4america.org/resourcestdangerousby- design20I1 /states/ ?scare -iu 75 include conservation subdivisions, mixed use develop- ment, and infili development. Infrastructure — Incomplete infrastructure is prevents many Dubuque County residents from walking and biking. Map 65 shows that there are many gaps in the regional trail and on- street bicycle mute network, and many towns in the County have incomplete or inad- equale sidewalk networks. Local govermnents can fill the gaps in the bicycle and pedestrian network work ing to obtain finding for trails and other facilities, and by exploring new sidewalk or Complete Streets pnl ices. Complete Streets are designed to allow pedestrians, bicyclists, and Iransit to travel safely alongside automo- biles. freight The efficient movement of goods is one of the keys to effective competition in the world market system. As a result, policy inalcers, industry specialists, and trans- portation planners have recognized that an efficient fright system is fundalncntal for economic develop ment in Dubuque County, This section focuses on the three freight modes which are most active in the Dubuque County: water- borne, truck, and rail. Each of the freight modes are described separately, but the different modes are often used in combination, which is referred to as i ntermodal freight transport. The Mississippi River serves as a valuable asset to Dubuque County, providing direct connectivity to 10 states and numerous cities. The river is currently being used for incoming and outgoing freight. The County is also located on US i twy 20, US I iwy 611151. and US Hwy 52. These highways provide a ground connec- tion to the rest of Iowa, Illinois, and Wisconsin and the nation. The rail system that passes through the region is another valuable resource. Two rail lines pass through Dubuque County. The Canadian National Railroad runs east and west across the county, and the Canadian Pacific runs north and south through the county along the Mississippi River, Air transport. ac- counts for a small portion of the freight moving in and out of Dubuque County. Cedar Rapids, IA and Rock- ford, IL are located within reasonable driving distance and both serve as major air freight hubs for the sur- rounding area. This element of the Dubuque County Smart Plan plan will focus on the current and predicted freight move- ment patterns as well as existing barge, and rail facili- ties in the region. Freight data used was compiled for the Iowa DOT by Reebie Associates in 2000 and is displayed in Figure 6.5. Freight moving out of Dubuque County to the State of Iowa consists mainly of products in the following categories: ordnance or accessories, food or kindred products. and chemicals or allied products. Freight originating in Dubuque County was expected to increase by 66.9% between 2001 and 2011. Freight moving into Dubuque County from in state, consists mainly of products fn the following categories: Food or kindred products, primary metal products, machin- ery, and lumber or wood products. Freight terminating Dubuque County was expected to increase by 69.5% between 2001 and 2011, Freight moving out of Dubuque County and the state of Iowa consists mainly of products in the following categories: chemicals or allied products, food or kin• dred products, and transporlation equipment Freight originating in Dubuque County was expected to increase to all surrounding states and national regions with exception of the North Prairie region. Freight moving into the Dubuque County, not including that from in slate, consists mainly of products in the follow ing categories: chemicals or allied products, fabricated metal products and primary metal products. Freight 76 Figure 6,5 - Freight Movement Originating Tons: 4.53 Million Originating Value: $4.82 Billion I.ac, illionT'� - 52.68 (iillion t- Transportation Total Freight Movement TerminatingTons: 642 Million Terminating Value: $6,32 Billion 1,7 ..0;) Source Reebie Associates, 2000 terminating in Dubuque County was also expected to increase from all states and national regions with the exception of North Dakota. For more information on Dubuque County Freight. Transportation, please refer to the RYA and DMATS Long Range Transportation Plans. wwwceciatrans.org. Airport 'the Dubuque Regional Airport is located approxi- mately seven miles south of downtown Dubuque on US Hwy 61. The airport occupies 1,057 acres and has a field elevation of 1,076 feet. The airport opened at the present location in 1948. The airport has two runways and five taxiways to support air operations. Runway 18 -36 is a north -south oriented runway that serves as the airport's primary runway. The runway is 6.325 feet long and 150 feet wide. Rummy 13 -31 is a northwest- southeast oriented runway and serves. astlic airpor6 secondary runway. The runway is 6,498 feet long and 100 feet wide. Taxiways provide access to both of the runways arid consist of parallel, connecting, access and entrance /exit taxiways. American Eagle Airlines offers four daily flights from the Dubuque Regional Airport to Chicago O'Hare international: Airport. The Dubuque Regional Airport's groundside facilities serve passengers, freight, airport administration, and general aviation needs. The original terminal building was constructed in 1998, and a new terminal was con • slructed next to the existing one in 1-969. in 1989, the Iwo buildings were remodeled and combined to form the 11,656 square foot terminal that exists today. Other airport buildings include six. T. hangers and six conven- tional/executive hangar buildings. The airport has 440 parking spaces in five parking lots that are available for use by airport patrons, employees, and other airport users, The Dubuque Regional Airport Master Plan guides City of Dubuque in the overall: development of the air- 77 port. Coliinan Associates, Incorporated of Lees Sum - in it, Missouri, updated the plan in 2001. According to the Airport Master Plan, Based aircraft at the airport totaled 79 aircraft in 2003. There were an estimated 55,009 total annual operations conducted in 2003. Of that total, general aviation had 48,447 operations, commercial carriers had 6,489 operations, and the military had 73 operations. In recent years the num- ber of aircraft operations and revenue enplanements has decreased. The FederalA.vialion Administration (FA A) produces annual Terminal Area Forecasts (TM) for active airports in the National Plan of Integrated Airport systems. TAN reports include forecasts of en- planements, aircraft operations, and number of based aircraft. The charts below show the observed opera- tions and enplanements from 2000 to 2009 and the TAP forecasts to 2030. The events of 9111, the loss of Figure 6.6 - Total Operations 60,000 50,000 40,000 30,000 - - - - - -- 20,000 10,000 Total Operations 2000 2005 2010 21)15 2021) — Porcr.M1r4 — ohanrrt 2025 Data Source: FAA Terminal Area Forecasts 2011 Figure 6.7 - Total Enplanetncnts 1000a 60,000 50,000 40,000 30,000. 20,000 10,000 • Total Enplanements 2000 2005 2010 2015 2020 — Forecasted — observed 2025 2030 Data Source.: FAA Terminal Area Forecasts 2011 an air carrier, and the recent economic recession have negatively impacted airport activityover the past de- cade. The TAP forecasts expect a reversal of this trend, with a period of steady growth in both operations and enplanements over the next twenty years. Figures 6.6 and6.7 display data from the 2011 TAT Special Transportation Initiatives Consortium members are currently partnering with private businesses, non - profit organiralions, and individuals lo implement several special initiatives within the region. This section will present three of these initiatives: Safe Routes to School, Sustainabilii y, and Intelligent Transportation System improvements. These initiatives are aimed al improving the quality of life in Dubuque County by making the region more sustainable, improving the transportation system, and improving safety and security. The goal of the Safe Itoutes to School (SRTS) program is to enable community leaders, schools and parents across the United States to improve safety and en- courage more children to walk and bicycle to school safely. The Dubuque Safe Routes plan seeks to achieve this goal through two objectives. The first objective is to involve a variety of local entities in the planning process. Involving city, county, and school officials in the planning process will ensure that parents, local governments, and the schools are communicating and working together on walking and biking projects. The second objective of the plan is to provide a list of pmj- ec(s for each school ibal, when implemcnted,will pro- vide students with safer opportunities to walk and bike to school and encourage students to take advantage of these opportunities. 'the pmject list can be used to guide future investments in walking and biking. Fol- lowing success of the SRTS planning process within the City of Dubuque, DMATS received grant funding lo ilnplclnent the SRTS plan ning pmccss in the West- ern Dubuque School District. Planning funds were awarded in January of 2009, and the planning process is currently underway. For inure safe routes informa- tion please visit help : / /www.eastiowasafcroutcs.org /. The City of Dubuque has committed to continuing to ming Intelligent Transportation Systems (ITS) to improve safety and traffic flow within (he City. Ac- cording to the Cily of Dubuque's ITS System plan, l'f :S technology "is used to coordinate signals and improve traffic progression, reduce incident clearance times, 78 Transportation improve real -time traveler information, and enhance special event management." Technologies used include message hoards, traffic sensors, traffic cameras, fiber optic communications, and wireless communications. The City of Dubuque has begun construction of a fiber optic backbone along the Iowa Highway 32 (Northwest Arterial) arid {brough other parts of the downtown area. A long -term signal communications 'loop would minimize the impact of losing signal commumications. For more ITS information, please refer to the City of Dubuque's ITS System Plan. http://www.cityofdubuque.org/index.aspdhITD=1265 DMATS has undertaken an initiative to align the transportation system with the principals of sustain ability. A sustainable transportation system is one that panicles transportation in a way that pmmotes Environmental /Ecological Integrity, Economic Pro s- perity, and Soci lfCultural Vibrancy. One way the city .is implementing this initiative is through a Complete Streets policy. In April of 2011, the City of Dubuque adopted a complete streets policy. According lo the .policy, complete streets are those "streets that. sup- port and invite multiple uses, including safe, active, and ample space for pedestrians, bicycles, and public transportation, are more conducive to the public life and efficient movement of people than streets designed primarily to move automobiles and truck&' The policy requires that the Dubuque (:ity council consider com- plete streets when building or rebuilding a street. 79 Goals and Objectives The following goals and objectives are intended to guide the communities of ]Dubuque County in providing high quality transportation to all residents of Dubuque County by maintaining the existing intergovernmental and public- private facilities relationships, and looking for areas to establish new relationships. 1. To maintain a system of highways, roads, and streets that provide safe and efficient movement of goods and people. 1.1. To establish and improve a more efficient traf- fic circulation system, which recognizes major community facilities, future planned develop- ment areas, and employment centers. 1.2. Maintain current road design and construc- tion standards based on the Federal Func- tional Classification map, which should be reviewed as needed to reflect changing traffic conditions. 1.3. Design and construct all existing and pro- posed roads hi accordance with the current Design Characterislics for the Federal Func- tional Classification System, the policies of this Plan, and adopted impmvcmcnt standards. 1.4. Maintain a system of highways, roads, and streets that minimizelong -term capital and operations costs, while providing safe and convenient land access. 1.5. Require new developments in the unincor- porated area of the County to provide for the long -term maintenance of internal sired sys- tems, including driveways and frontage roads, 1.6. Investigate methods and standards to limit the number of new direct driveway accesses to County roads generated by residential and commcrcia l development, including shared driveways and private frontage roads with properly designed .drainage. 1.7, Support the ongoing street construction program. providing for timely maintenance, repair and reconstruction of[the street system. L8. Encourage implementation of sound safety en- gineering principles and practfcesin the area of street lighting, street layout, speed limits, street signage, street pavement striping, and traffic signals. 1.9. Provide adequate street lighting which mini- mizes light pollution, maximizes energy effi- ciency, and ensures compatibility with neigh- borhoods. 1.10. incorporate the Complete Streets De- sign Concept for construction and construe. (ion of all main transportation routes for all modes of transportation involving pedestrians, cyclists, and. vehicles in accordance with the DMAL'S Complete Streets Policy. 2. To secure adequate right -of -way and facility im- provements to serve development and maintain acceptable levels of service. 2.1. Ensure that safe and adequate roadway fa- cilities are provided concurrently with new development, 2.2. Require roadway improvements to be con - structed to current County or City standards as defined for each street classification. 3. To plan long -range for botlt local and regional street and highway systems to ensure safe, ef- ficient access into and through the region; to support urban growth in an appropriate4e- velopment pattern; and to facilitate improved four -lane access for surface transportation from Dubuque to major cities in the region. 3.1. Continue to promote and support the comple- tion of the modern four -lane highway sys- tem in the County, which includes the Julien Dubuque Bridge, the Southwest Arterial, and the completion of Highway 52 North as. a Super Two lane. 3.2. Work with regional tnumsportation agencies to maintain and update a long -range transporta- tion plan and coordinate highway planning. and construction in the development of an improved highway system to serve the region. 3.3. Improve the existing sired network lo reduce traffic capacity restraints and improve safety. 3.4. Encourage the involvement of the public in the transportation planning process. 15. Plan for aesthetically appealing streets and 'highways, with particular focus on gateway opportunities and street tree plantings. 80 3,6, Promote signage to identify historic neigh- borhoods and gateways, and actual physical entrances to other neighborhoods to pmvide identity of neighborhoods and districts. 3.7. Encourage public /private partnerships with lo- cal, regional, slate, and federal agencies to plan and promote future transportation Facilities. 3.8. Support a street and highway system that meets current and future traffic needs. 4. Formalize policies for property acquisition nec- essary for fiiture transportation Rights of Way (ROW). 4,1, Publicize plans for possible future properly acquisition early in the planning phase. 4.2. Involve the affected property owners in mean- ingful plan development meetings. 5. To encourage efficienl, affordable, and accessible transit systems in the region for the transit-de- pendent population and as an alternative means of transportation. 5,1. Promote meeting the changing needs of the transit dependent. 52. Support the needs of both existing and new housing developments, as well as service to medical centers and care centers, as demand arises. 5,3, Explore and use capital and operalingas- sistance grants from state, federal, and other agencies to the maximum extent possible, 5.4. Promote a safe, dean, energy efficient, timely, affordable, and comfortablemode of public transportation. 5.5. Promote the best possible transit. system in the most cost - efficient manner. 5.6. Promote use of appropriately sized vehides for needs of community to meet demand. 5.7. Consider extending and expanding public transportation to ensure service is available for transit- dependent people to get to and from work on all shills and to meet demands of business hours, 5.8. Encourage youth and recreation opportuni- ties with public transportation. Tin-" nort1tloil 5.9. Encourage mass transit thrnu9h partnership with businesses. 5.10. Consider creating a loop system that comes to specific transfer points to encourage shorter routes, to improve routes for ellicien- cy and cost effectiveness, and to make sure transportation goes to neighborhoods whore the need is. 5.11. Consider providing bike racks on buses to encourage multitnodal transportation in the region, 5.12. Maintain aiid expand para - transit systems to serve special needs citizens, the elderly, and the disabled. 6. To maintain safe and efficient utilization of the Mississippi Riverfront for both land and water based commercial, industrial, and recreational traffic. 61 Cooperate in the implementation of the four planning components of the Riverfront Plan with other public and private organizations. 6.2. Promote adequate harbor, channel, and dock depths. 6,3. Encourage development and maintenance of rivcrfmnt facilities. 6.4. Promote compatibility of riverf ont redevel- opment with historically existing businesses located .at the river because of transportation needs (i,e, barge). 7. To provide safe and efficient airport services to the commmrity and the region, in coordination with the Airport Master plan. 7.1. Promote the Dubuque Regional Airport as the center of airline passenger activity for north- east Iowa, northwest Illinois, and southwest Wisconsin. 7.2. Consider expanding the air cargo, commercial air, affordable jet .airline, and general aviation services provided at the Dubuque Regional Airport. 7.3. Consider developing portions of the Dubuque Regional Airport for industrial uses, both avia- tion and non - aviation related. 7.4. promote airport planning, regulations, and 81 standards to control conflicts in and around airport facilities. 73. Implement the Airport Master Plan, through various finding resources, as available. 7.6. Cooperate wil h private businesses to pro- mote transportation between the city and the airport. 7.7. Cooperate with regional business partners to expand the "Fly Dubuque" program. 7.8. Work with county authorities to promote a shared -ride system and develop a list of volun- teers for a transportation escort service. 8. To support rail opportunities for hoth commer- cial/ industrial and passenger service. 8.1. Explore cooperatively rail, river, and trucking appropriate multi -modal access, which will promote an efficient system throughout the region. 8.2. Cooperate with railroads and other private concerns to develop mutually acceptable arrangements for the locations of terminal facilities. 8.3. Encourage reduction of train conflicts with other modes of transportation. 8.4, Support the rcinlreduction of passenger rail service into the region. 83. Consider- alternate routes for truck freight into commercial and industrial areas not affected by train traffic. 9. To establish i mproved pedestrian and hike mutts in the region to encourage alternative modes of transportation. 9.1. Continue to develop a comprehensive region- al system of bikeways and /or multi- purpose trails which minimize conflicts hchveerl mo- tor vehicles, bicycles, and pedestrians. 9.2. Continue to develop a bike and pedestrian sys - tem that links residential areas, parks, schools, and other local attractions, while providing the opportunity for recreational activity 9.3. Promote a more bicycle- and pedestrian- friendly transportation network 9 -4, Consider mlcvantbicycle and pedestrian elements in all new transportation projects in accordance with the DMAI'S Complete Streets Policy. 9.5. Encourage development pal (erns more c:ompa(ible with non - motorized travel. (i.e. complete streets, transit oriented develop- ment, mixed use development.) 9.6. Promote bike Irails along arterials and as part of new subdivision development wherever possible. 9.7. Promote bicycles as a viable alternative mode of transportation, using signs, striped lanes, and safe crossings, 9.8. Promote hike and pedestrian network con -. tinuity within the region and support con- nections to regional bike and pedestrian networks. 9.9. Establish trail linkages to the Mississippi River 'frail to increase recreational tourism. 9.10. Coordinate with other jurisdictions and authorities, including the Iowa Department of Natural Resources, to determine access points to, and extensions of, existing.Sacilities. 10.'1b encourage the use sustainable design concepts to reduce the transportation system's impact on the natural environment 10.1. Encourage the use of permeable pavement and other best management.practices (BMPs) that allow for storm water infllralion. 10.2. Encourage the use of BMPs that prevent soil erosion during project construction. 10.3. Reduce vehide emissions and vehicle miles traveled to protect air quality. 10.4. Protect agricultural 'land and open space by encouraging mere infill development in ex- isting urban areas, and by encouraging more compact development near existing urban ar- eas. 11. To improve coordination. between land use and transportation planning. 11.1. Encourage development where land use sup- ports multinlodal transportation; e.g. transit oriented development or mixed use neighbor- hoods, 82 Transportation 11.2. Establish general Iocations for future collec- tor street right -of -ways well in advance of expected need for future street construction primarily at developer expense. 11.3. Locate affordable liowsi ng in areas where mul- tiple transportation modes are available, 11,4.. Direct development to areas already connect- ed to the transportation network 11.5. 'Limit future commercial development along the freeways and other major thoroughfares to uses directly related to transient traffic and to commercial activities not compatible with the downtown Central Business District cores off.comrnunities in the region. 83 Map 6.6 - Ihibuq ue County Federal Fwictional Classification DUBUQUE COUNTY SMART PIAN Dubuque County Federal Functional Classification PrenwlArterials ter - RaI1M 6 �•Ih .)ar AAOAaI tj3.u.s.nlpwxay ^- •Mayor O9lator 6,49law]liuhmv MYwrenllxtn cc DukM ORgsInra Y^•. C°unly Road Nonni Dap: Chtiple Gollq.Nll:lcw POT, 2r I I rMpCm:A4Br V2^2012 I )C- Map 6.7 - City of Asbury Federal Functional Classification 7 -- -.ate Wit W, City of Dubuque uWw04 DUBUQUE COUNTY .SMART PLAN —P41rc1:0IMaM1Y: Kale's: tity Of AMIppy IA$ArNkrbl 0u.°.ISy1rcn Federal Functional Classification - r " °P`�a C . my AIMa a. IAtnr CRMOr I,,� — Lam ace,: L Qot*l• RWd MUD /Am Wb 2014r0n17O[2012 II:OC[Ct<Fy EC 2012 A b AK 84 Tf an,sportatiort Map 6.8 - City of Cascade Federal Functional Classification DUBUQUE COUNTY SMART PLAN City of Cascade Federal Functional Classification ■ Plia jaAnx:ix . --x Reloads � Nxju A:Ix:id a U£. Higlun.y DTa:D.Wy;OLHI.N12 :cooCIdL2a$Z 1) - Mica (LM:k. `• H *CDT.212 Pie 0:16:6 p h:6 " Mt: HlQMauy limn::nuAq 1 na.:MY N — I:::aa N:xxlx 1401 Ontirt4Raad tlA 1000 15A Map 6.9 - City of Dubuque Federal Functional Classification IDUBLICtUF COUNTY SMART PLAN RbdpSMnbt —1--k Haltom,: City of Dubuque — Maa'^Rmal . U&.HiglydaY — ktTorCalttbl lei RIald HlglvxAy Federal Functional Classification Maar CalxuM — Local ffibs Ed C.lualy Road Ovo:DIWppx1[OOIItj.D112 kwCOT4)12 L -0Dwkdt/EQA2N2 11 w 0 w 1s ",a. 85 Map 6.10 - City of Dyersville Federal Functional Classification IIUBUQUE COUNTY SMART PLAN - NnaoalNktol: City of Dyersville "—'• kxtarmtalul ••••••• Mar UOloaar Federal Functional Classification Moor Condor — IAIaal:a100% �r Ralroatb i(�•ei US. Hwy." €i Mein HIgIYmy 'aOl I niirty RaAfl Bd .L4kq..Ruq.4012.fokwnOu.q.a0:2. k•cfa01R VerCto wfalAl r]ATII] u 'Aft. 2W3%tW' Map 6.11 - City of Epworth Federal Functional Classification • 86 DUBUQUE COUNTY SMART PLAN City of'Epwarth Federal Functional Classification �'Pa .IAIIAOak - 1AA)HNIfW - Map fklbMOr IAlwnr Mamie - I m•I Simla rrF laalraaa: tt11.B. HbbwAY P.h:11.WaMC:aun204InwDOTID112 ryemeam ECIg2112 Ej SYale Highway Canty RaaI an 1.....o a Map 6.12 - City of Parley Federal Functional Classification 1 Tram DUBUQUE COUNTY SMART PLAN City of Farley Federal Functional Classification — MOW Alto= — Mo}xMec 4 — Mo)y WIkPn LIMrQVtMC. — Lent RLxxlx IM. Mimeo. c:wq, x10$ IUn lxa, :AM 11. ■ Y.n llxtlxl 1 M 1 oA'Anx ClIt▪ ek Map 6.13 - City of Peosta Federal Functional Classification DUBUQUE COUNTY SMART P'tAN City of Pasta Federal Functional Classification riwpslWMbM - nine Arx4411 - MYVI CVIVVLI - ♦Sre1 Catoctin -1-•n Ioshoads Ga6,'l us. 1 idwsay �..y' as 1-1011wey COuAIy ROM Dam Wtgl.l C.wq.aa:4Lew IKA.aRIx M.VCxYd P.EMA'All9 rl o "0 87 Map 6.14 - Dubuque County Severe Roadway Crashes DUBUQUE COUNTY SMART PLAN Dubuque County Severe Roadway Crashes Cfflhcs (2DD) - 2009) Pools •.nrily • Ffl4hv • MIN 1ST • moorIn)Al Docr•Ww.cw,1, 2012. pwll•u.l•• 1)0T,2o12 u ,p[a.pn ly rFln.:4211? li n 1 3 14 Map 6.15 - City of Asbury Severe Roadway Crashes DUBUQUE COUNTY SMART PLAN aty of Asbury Severe Roadway Crashes Cily of Dubuque D ,L"•I17I•eO3uq',2014: D a21DID:IwnDOF, 2D12 VnpCtmAJ Ey FOR 4032 aft — — o .>A IDXI•i 88 Transportation Map 6J 6 - City of Cascade Severe Roadway Crashes DUDUQU( COUNTY SMART PLAN Severe Roadway Crashes City of Cascade Cr(Ahea (2001 - 2009) Crash Sneak; • PaidOrs O !Mahurry • lAhahUY �.u.>✓w ..v�i� OtttO121VIeC21hy,201; .UrccOtary,2O2 CluaDJ::Iwia MID CDD 2AD/Da ; a 91I2 rya Map 6.17 - City of Dubuque Severe Roadway Crashes liUaUQUE COUNTY SMART PLAN Mot Dubuque Severe Roadway Crashes Crashes (2001 -2009} CrvzIl Sera ay • FJxils. c M•jrini.4 • Lihnrl•ay Da,:OJWaaO>ub, 2112: Cash DA): lun r, 2312 I:wen:DUE,ECA2D12 w.> o D> \ L> 89 Map 6.18 - City of Dyersville Severe livadway Crashes UUCURUE CUUNT Y SMART PLAN City of Dyersville Severe Roadway Crashes Crl :hcaf2001 -2009) Crab Sevefiry • INNI� e tMy Lit.2 • MfeeINOy t b Ohuyv a IA201$ QIW.vId. hM•, 9112 Colt lhh ICy 3 1.2111% MMIN:��eM0 Cr 11)/\21112 fM O IAA 2101 M[o Map 6.19 - City of Epworth Severe livadway Crashes OUOOO.UE COUNTY SMART PLA Chy of Epworth Severe Roadway Crashes CroSrte 2001 -20071 Crl:hSeveIty • rxrx • MybuINI% • Ma. him WY.ptlkyaCWIIA9IIZ /J O./thane k.r00T 9112 Lk C.x.xll It I 0.A.i012 0 PA isCCO nAA. 90 Map 6,20 - City of Farley Severe Roadway Crashes r DUBUQUE COUNTY SMART PLAN r4ickcl AIWA: City of Farley — lbj::Ak.W lbj:: C,:Ib*a Federal Functional Classification Minx COmo. ...._Load Shook �E Haulms: .U.s. Hit wen IS. Stale HV Way B COX* Rae:l Map 621 - City of Feasts Severe Roadway Crashes OM: O:Imx caf l(DI IY lawn C OT,, 2012 11 N `.two 1-NJ.y' DUBUQUE COUNTY SMART PLAN Severe Roadway trashes City of Peosta Crashes i2001.2009) Crash 3evelily Waal. O MgrInpry • Min ej11r pox onomCoor4.2012; C.WI OH: Iwo ea, 2012 M1DEto1ks0y EZ 2012 a xa I:[o l,.' 91 Chapter 7 A diverse vibrant regional economy is a critical com- ponent of the foundation of a sustainable community. Good jobs that pay a living wage and access to goods and services are important factors in measuring a community's quality of life. This chapter describes the data, policies, and organizations that address issues of employment, industry, and commerce in a sustainable way. Figure 9.1 - Dubuque County Historical Employment Data Analysis As Dubuque County strives to build a more vibrant economy through more effective local policies, lo- cal governments need to have informative data and maps that illustrate the economic forces at work. 'the. US Census Bureau, Bureau of Economic Analy- sis (BEA), and 1 he Bureau of Labor Statistics (BLS) provide a wide variety of economic data through the Decennial Census and the American Community Survey (ACS). ' l he following charts and tables are selections from the Census that depict the most important aspects of the Dubuque County economy. Employment Over the last 20 years, Dubuque County has experienced posi- live growth in total employment. The total number of jobs has increased from 44,800 in 1990 to 56,500 in August. 2010. Figure 7.1 i l lustrates the overall posi- tive growth in employxneiol since 1990. Source: US Bureau of Labor Statistics 92 Economic Development Since 2000, Dubuque County's unemployment rate has mirrored the State of Iowa's rate. Based on the BLS data presented in the Figure 7.2, bath Dubuque County and the State of Iowa have fared well in the recession. Cur- rent unemployment rates are approximately 3 percentage points lower than the national average. Figure 7.2 shows the Annual Unemployment. Rale for Dubuque Courtly, the Stale of Iowa, and the United States. Figure 7.2 - Annual Unemployment Rate 10.0 9.0 as R 8.0 cc c 7.0 ti 6.0 0 E 5.0 4.0 3.0 2A 1990 199S arewor 2000 2005 Dubuque County —State of Iowa — United States 2010 Source: US Bureau of Lubor Slalislics Employment growth is expected to continue over the next 30 years. According to projections made by Regional Economic Mode] Inc (REMi), total employment in Dubuque County will reach 72,000 by the year 2040. Figure 7.3 depicts the RE:MI 30 -year employment projection. Figure 7.3 - Dubuque County Employment Forecast 0 O 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 €2,506 64.729 60,329 67,023 69,663 , ^• "` 2010 2015 2020 2025 2030 2035 2040 Year Souris: REMI Inc. 2010 Information on employment by industrial sector is available through the US Census Bureau's County Business Patterns (CBP) clalasel. The CBP is an annual series of data that provides county economic data by industry. County Busincss Pattern data excludes ;Host government employees, railroad employees, and self-employed per- sons. Figure 7.4 contains the most recent CBP data from 2009. According to the CBP data, the Manufacturing, Health Care, and Retail Trade industries are the largest employers in the region. These three industries account for almost 50% of the employment in Dubuque County. 93 Figure 7.4 - 2009 County Business Patterns' Indust,∎ Total for all sectors Paid Employees Percentage of Total Employees - Annual payroll ($1,1)00) $ 1,721,358 lbtal Establishments 52,354 2,745 Manufacturing 8,499 16.2% $ 363,589 155 Health care and social assistance 7,666 14,6% $ 302,535 255 Retail trade 7,280 13.996 $ 143440 441 Accommodation and food ser- vices 4,399 8.4% $ 42,820 249 Finance and insurance 2,793 5.396 $ 125,054 207 Education& services 2,656 5.196 $ 52,368 40 Wholesale trade 2,613 5.0% $ 102,417 166 Other services (except public administration) 2,284 4.496 $ 46,867 251 Transportation and warehousing 2,210 4.2% $ 80,099 120 Construction 2,078 4.096 $ 91,706 304 information 1,985 3.8% $ 87,706 54 Arts, entertainment, and recre- ation 1,912 3.7% $ 35,788 57 Professional, scientific, and tech- nical services 1,851 :3396 $ 67,785 170 Administrative and Support and Waste Mgmt. and lteinediation Srvs 1,723 3.3% $ 40,327 123 • Management of companies and enterprises 1,468 2.896 $ 100,481 22 Real estate and rental and leasing 441 0.8% $ 12,426 105 Utilities 346 0.7% * 7. Forestry, fishing. hunting, and Agriculture Support 112 0.296 $ 2,266 16 Mining, quarrying, and oil and gas extraction 19 p. {).° 1 Industries not classified 19 0.096 t 2 US Census Bureau, 2009 * Data withheld to avoid disclosing data for individual companies 94 Figure 7.5 shows the total employment for each city within Dubuque County. The chart shows that the majority of the jobs within the county are concentrated in the City of Dubuque, Figure 7.5 - Total Pr ry Jobs by City 2009 Cities in more than one county, jobs totals include portions of city outside of Dubuque County. + Public and Private sectorjobs,mtejnb per worker. A primary job is the highest paying job for an individual worker. Economic Development Maps To better understand the distribution of employ4nenl across Dubuque County, employment data has been mapped using the US Census Bureau On the Map ser- vice. On the Map uses data derived from Unemploy- ment Insurance Wage Records reported by employers and maintained by each slate for Ihepurpose of ad• ministering its unemployment insurance system. Map 7.2 (at the end of the chapter) was created using On the Map. The map shows the density of employ- ment across the county. According to the snap, the highest density of employment in the county is located in and around Dubuque's downtown. Employment density is also high in Dubuque's west end commercial arca. Other areas of moderate employment density occur at locations across the County with the larger densities mainly within the larger cities, Map 7.1 shows the employment inflow and outflow for Dubuque County. Inflow and Outflow maps for individual cities can be found at the end of the chapter in Maps 7.3 -7.9. This series of snaps shows the flow ofworkers in and out of each community. The arrows Map 7.1- Dubuque County Ilstnpfnymcnt & Outflow 2009 Back IIavkCount IA Work in Dubuque A, it live and work in County Live Outside Dubuque Calmly U.S. Census Nureua. 20? J rin7hi Nitip Appiicutian. Longitudinal - Employer Household Dynamics Program. http : / /lehd- map.did.census.gov/ Work In Una County, JA .tit'1( Cnanly, IA Jo 1 );wh Cuunl y, IL lohnnon Omni ,IA Polk Count t IA alackHawk Couniy, IA I )dowser County; IA Clinical Count , IA limes Coma •, IA All One= 1.961 1,551 838 830 403 373 35Y 4,036 aLive in Uubuquc Cumily Wurk Outside 95 'Ibtal Dubuque Count% Primary Jobs i Ashur 404 Cascade* 970 Dubuque 38,582 Dyersville'. 2,343 258 Earle 810 Peosta 1,338 Dubuc ue Count r 49,331 US Census Bureau, 2009 Cities in more than one county, jobs totals include portions of city outside of Dubuque County. + Public and Private sectorjobs,mtejnb per worker. A primary job is the highest paying job for an individual worker. Economic Development Maps To better understand the distribution of employ4nenl across Dubuque County, employment data has been mapped using the US Census Bureau On the Map ser- vice. On the Map uses data derived from Unemploy- ment Insurance Wage Records reported by employers and maintained by each slate for Ihepurpose of ad• ministering its unemployment insurance system. Map 7.2 (at the end of the chapter) was created using On the Map. The map shows the density of employ- ment across the county. According to the snap, the highest density of employment in the county is located in and around Dubuque's downtown. Employment density is also high in Dubuque's west end commercial arca. Other areas of moderate employment density occur at locations across the County with the larger densities mainly within the larger cities, Map 7.1 shows the employment inflow and outflow for Dubuque County. Inflow and Outflow maps for individual cities can be found at the end of the chapter in Maps 7.3 -7.9. This series of snaps shows the flow ofworkers in and out of each community. The arrows Map 7.1- Dubuque County Ilstnpfnymcnt & Outflow 2009 Back IIavkCount IA Work in Dubuque A, it live and work in County Live Outside Dubuque Calmly U.S. Census Nureua. 20? J rin7hi Nitip Appiicutian. Longitudinal - Employer Household Dynamics Program. http : / /lehd- map.did.census.gov/ Work In Una County, JA .tit'1( Cnanly, IA Jo 1 );wh Cuunl y, IL lohnnon Omni ,IA Polk Count t IA alackHawk Couniy, IA I )dowser County; IA Clinical Count , IA limes Coma •, IA All One= 1.961 1,551 838 830 403 373 35Y 4,036 aLive in Uubuquc Cumily Wurk Outside 95 show the numbers of workers that commute to the city to work, the number of workers that live and work in the city, and the number of workers dial live in the city but work elsewhere, The tables below the arrows show were workers who commute to the city come from, and where the workerswho leave for work go. 'these maps are important for understanding the complex intent°. tions among communities within Dubuque County. Economic Development Agencies Several public and private organizations are working within Dubuque County to help improve the local economy, These organizations provide aid to small businesses, administer state programs, and help create and implement effective local polices to foster eco- nomic growth and pmsperity. Community Economic Development Cities in Dubuque County are working to encourage business growth in (heirconmmnities. When busi- nesses expand or rclocale, they usually are pushing the financial limits and they need financial support packages from communities they are considering for expansion or relocation. Commnumities provide access to several programs which can be tapped to encourage business development. Some of the tools used by com- munities include: • 'lax Increment Financing (T1F) - An incentive program which captures the increased property taxes a business pays from improving their prop- erty. This incentive am be used to help pay for needed infrastructure improvements or to provide grants /rebates to the business. Businesses must commit to job creation in the community or must have an extraordinary positive impact for the community to oiler this incentive. • Low Interest Loans - Loans for building improve- ments are available if a qualified project locates within certain areas of the community. • Land Discount - Communities provide a ]and discount if the business commits to significant job creation in the community. • State of Towa Programs - Programs like the Com- munity Economic Betterment Account (CEBA), Enterprise Zone Benefits, Revitalize Iowa's Sound Economy (RISE), and the Iowa Values Fund are available from the State of Iowa for .qualifying projects. • Jobs Training — The State of Iowa's 260E and 26011 programs provide employee training through the Iowa's 15 commnunity colleges. 260E provides training to businesses that are. expanding their Towa workforces, arid 260P provides training to existing Iowa businesses. Northeast Iowa Com- munity College administers these prograuns in Dubuque County. East Central Intergovernmental Association (ECIA) ECIA manages a number of economic development programs. ECIA Business Growth Inc., a non -prolil corporation formed in 1982, provides low - interest loans to businesses for expansion that creates new or retains current jobs. The Small Business Admin- istration is the primary funding source. ECIA Busi- ness Growth Inc. has extended loans in excess of $68,518,199 and has created or retained more than 1,615 jobs. E(: TA Business Growth Inc. also assists local communities in the administration of Revolving Loan Funds. 'these funds are loaned to businesses and industries, and the proceeds are returned to the local governments for future loans. Other econom is devel- opment initiatives managed by BCTA include: • Prosperity Eastern Iowa is a four - county economic development region including Delaware, Dubuque. Jackson, and Jones Counties and the ci t ics of DeWitt and Marion. • Buyer Supplier is an organization dedicated to connecting buyers and suppliers of all types of prod- ucts and services in Eastern Iowa. • The Petal Project is a green business certifica- tion program that provides organizations with a frame- work for reducing their energy, water, and natural resource use to benefit the environment and their boltom line. • AcccssMylruturc.corn is an interactive web - site that explores careers in the region and provides links to a variety of job search sites within the region, including: acccssdubuqucjobs.com, DeWitt Delivers Careers, Delaware County job listings, Iowa Workforce Development and a host of others. This project is a col- laboration between a number of organizations in the 96 region with the main focus of increasing the number of skilled trade professionals. Chambers of Commerce Chambers of commerce play an important role in eco- nomic development in Dubuque County. Chambers are organizations of businesses that work to further the needs of other businesses and promote tourism activi- ties. Chambers work on the local level to bring busi- nesses together and develop strong social networks. Chambers also work with local governments to help create pro - business initiatives. In Dubuque County, the Dubuque Area Chamber of Corntnerce, the Dy- ersville Area Chamber of (:ornmerce, the Cascade Chamber of Commerce and the West Side Business Association ofDubuque work to promote and protect local businesses and work to make their communities better places to live. Economic Development Corporations Economic Development Corporations are not -for- profit organizations that work closely with govern- ment, business, and other partner organizations to pro- mote economic development through recruitment and retention of industry, tourism promotion, workforce development, and employee recruitment and reten- tion, There are several active economic development corporations in Dubuque County including: Asbury Area Development Corporation, Cascade Economic Development Corporation, Greater Dubuque Devel- opment Corporation, Dyersville Economic Develop- ment Corporation, Epworth Econotic Development Corporation, Earley Development Corporation, and Dubuque Main Street. Economic Challenges, Strengths, and Opportuni- ties T:CIA produces a Comprehensive Economic Develop- ment Strategy (CEDS) every five years to monitor and evaluate long -term economic goals and strategics and to coordinate the development activities in a five -coun- ty region that includes Dubuque County. In its most recent edition, completed in January 2010, the GEDS outlines the most important economic development challenges and opportunities that are facing the region. 1 he following list contains the challenges, strengths, and opportunities that were listed in the 2010 -2014 CEDS and the 2011 CEDS Annual Update. Economic Development Challenges Future Shortage of Skilled Workers The Dubuque County regional economyfaccs a future shorlage of skilled workers because of retirements. in October 2011, Iowa Workforce Development (1 W D) released the Iowa Workforce Needs Assessment for the region that includes Dubuque, Delaware, Jackson, and Jones Counties. 'the Needs Assessment found that as the baby boomer generation begins to retire, employ- ers in Dubuque County will be forced to replace and train thousands of skilled workers. According to the IWD, several industries in Dubuque County will have large percentages of their workforce eligible to retire in the next five years. The industries with the high- est retirement eligibility include Educational Services (30.4%), Health Care and Social Services (25.996), Manufacfuring (14.095), and WArholcsalc and Retail Trade (6.5%).1 'the report detailed what ctnployers are doing to replace workers who retire. Of the employ- crs who replied to IWD's survey, 33.4 % plan to use a combination of outside workers and promoting within the company, 31.0 95 do not currently plan on filling these positions, 29.1 % plan only to hire workers from outside the company, and 63 % plan only to promote from within the company. Gender Wage Gap Wage inequality between men and women is another issue that is fiicing Dubuque County. According lo the Iowa Policy Project's 2011 report the State of Working Iowa, "the gap between womeris and men's carni ngs has narrowed with (ime, nationally as well as in Iowa. The lowest gap of $2.601hour was measured in 2010. Fig ire 7.6 - Gender Wage Gap sso 19 sro 114 ' sK II* ss n it 17 1' 11111111'11111 11111111/1k11111Illii Source: Iowa Policy Prnjeci 1 bllp:l/www.iowaworkforce.orgl]miAabsur/vacancylpros- perityeaster n i nwawo rk forconccdsa sscssrncnt2011.pdf 97 However, this appears to be largely due to a decline in the earnings of uren71 Figure 7.6 shows a chart depict- ing the results from the Iowa Policy Project's analysis. Natural Disasters in recent years, the region has been bit hard by natural disasters. in the past live years, tornados and floods have caused billions of dollars in damage across the State of Iowa. Many communities in Dubuque County are still working with federal and state agencies to rebuild damaged homes and businesses. Since 2008, Dubuque County has been included in three federal disaster declarations. These disasters include: 2008: Severe Tornadoes and Flooding FEMA••1763. DR - Cedar, Clinton, Delaware, Dubuque, and Jackson Counties. 2010: Severe Storms, Flooding, and Tornadoes FF.MA- 1930 -DR - Delaware, Dubuque and Jackson Counties. 2011: Severe Stones and Flooding FEMA- 4018 -DR - Dubuque and Jackson Counties. See the Hazard Mitigation Chapter for more in farrna- tion on natural disasters. Adequate 7ransportatfon Infrastructure Adequate transportation infrastructure funding is a challenge for the region and the State of Iowa. Trans- portation challenges that impact Iowa and Dubuque County include: increased traffic demands and freight movements, changing demographics, increased bio- fuels production, increased construction and 'mink. nance costs, flattened revenues, and aging infrastruc- ture. According to the Iowa DOT 2011 Road Use Tax Fund Study, the transportation system will need a minimum of $215 million per year in additional fimd- ing to meet the 'most critical stewardship needs on existing infrastructure. "' State legislators have debated a state gas tax increase to cover the funding gap, but the region also must work to stretch its limited. trans- portation budget by investing its funds wisely. See the Transportation Chapter for more information on the County's transportation infrastructure. 2 linp://www.inwapolicypmjectorg/2011does/110902- SW12011.0f 3 htlp: llwww. iuwadot. gov /pdCitlesJRUTFSuuly2011.pcif Lack of Quality Rental Housing Quality rental housing has become an issue for the region with the addition of IBM and their 1,300 new employees in downtown Dubuque. Rental units in the region ate sparse, )11@ average year of canslrucliOn for rental units in the region is 1951, which means that many of the units are close to 60 years in age. Of the total housing units hi the region, less than 30% are rental units. The TAM workforce population in search of housing is looking for rental housing. The •demographic forthis population is between the ages of 25 -30, recent college graduates, one to two years of work experience, making $30,000 to $35,000 per year. The vacancy rental rate for the region is 1.196, and in the Dubuque area, it is less than .05%. in the near future, the region mast address the shortage of work- force rental housing. See th Housing Chapter for more information on Dubuque County arousing issues. innovation The wildcard for the region is innovation and entre- preneurship. The Slate New Economy Index. ranked Iowa45th in the nation when it comes to economic dynamism and its ability to rejuvenate itself through the formation of new innovative companies. 1 he study focused on several indicators including the number of entrepreneurs starting businesses and the number of patents issued. The study found that the region lacks a significant institutional source for innovation such as :a tier one research university or major prtvatc research and development facility. Leaders in the region agree that the region's economic future will be founded on a strong seedbed of entrepreneurs and a steady stream of talented individuals who are willing to take on the risk associated with starting new businesses. The region must find ways to integrate entrcprencursh rp.i nto the K -12 curriculum to encourage it at a young age and provide a way to change the culture. over time. The region must find new mechanisms to harness some of the indigenous wealth in the region and recycle it into new businesses. The region needs to pursue equity capital to fund new business start -ups. Finally, the region needs to improve delivery of support services for entrepreneurs. 98 Strengths Manufacturing Dubuque County's deep industrial and manufacturing roots snake it attractive to employers. According to the US Census Bureaus 2009 County Busi ncss Pat- terns data, 16.29% of workers in Dubuque County arc employed in the manufacturing sector. Many of the firms are locally owned. A 2009 study for the region completed by Rural Policy Research Institute (RPRI) indicates that manufacturing employment. is 21 -30% of the employment base in Dubuque Comity."'The surrounding counties of Delaware, Jacicson, Cedar; and Clinton have only a 0 6% manufiacturing base. Accord- ing to RPRI, Manufacturing in areas such as trusses, motor vehicle seating and trim, residential electric lighting fixtures, and cut stone products, will all expe- rience a 60 %+ growth in the 2007 to 2017 time frame. This growth presents employment opportunities for residents in the region and provides a basis for educa- tional programs to fit the needs and the demands in the region looking out to 2017. Business Services Business services remains a strong employment sector in the region. 'The business and professional services sector provides services such as consulting, process- ing, legal, management support, etc. to all of the other industries in the region. This sector has grown rapidly over the last several years and remains one of the fast - cst growing sectors nationally. Leaders in the region realize that more emphasis on growing service com- panies within the region will be crucial to sustaining future growth in the business services sector. Nearly 27% of the residents in the region are employed in the business services sector. Tourism Tourism has remained strong in the region and will continue to be a priority with the National Mississippi River Museum and Aquarium, the Grand River Center, the Field of Dreams, the National Farm Toy Museum, Stmdown Mountain, Heritage Trail, and the syner- gies that have been created between the counties in the region and the communities across state lines into Wisconsin and lllinois. Wineries have begun to crop 4 Drabcnstott, Mark "Strategic Opportunities for the RivcrLands' Rural Policy Research Institute. Spring 2009. Economic Deveiot: nient up throughout the region as well as opportunities for cco and agri - tourism. Local tourism experts in the tri- state region indicate that high gas prices, recent credit crunch, and the nation's plunge into the recession actu- ally might boost small town tourism and fewer miles traveled can equal more fun. According to the CL'DS, "Overall tourism dollars in our region increased by L98% from 2007 to 20087 Although the national aver- age was 3.299% (www.poweroflravel.org), rural counties outpaced the national average, This is likely due to less than ideal economic conditions that cause people to stay in their own areas for entertainment rather than travelling longer distances. For example, Cedar, Clin- ton and Jackson Counties had over a 5,00% change' in I ravel impact dollars from 2007 to 2008 (www.trav- eliowa•com). Opportunities Workforce Workforce remains a double -edged sword for the region. The region is known for its highly skilled and educated workforce, but as noted in the challenges section, retaining and recruiting younger workers to replace retiring experienced workers remains a chal- lenge. Local economic development groups and employers have initiated efforts to address workforce issues for their communities. One such initiative is the recruitment wchsitc Accessmyfuturc,com, Acccssmy- future.corn is an interactive wchsitc targeting the 14-25 year old population exploring careers in the region and providing links to a variety of job search sites. Local firms have partnered with the area colleges and com- munity coheres by connecting students to internship programs funded by the local companies. Companies in the region are also offering more flexible work schedules, telecommuniting, incentives, etc. to attract and retain employees. Local communities in the region need to continue build off these initiatives to create op- portunities to attract and retain a skilled workforce. Passenger Rail The proposed return of Amtrak passenger rail service from Chicago to Dubuque is a transportation related opportunity that has excited the region and has the support of both Iowa and Illinois. Anorak completed a feasibility study in 2006. The study estimated an an- nual ridership of over 75,000 passengers on one round- 99 trip per day. According to the study, the project will require. $32 million in track improvements and a $$3 million annual operating subsidy. The Iowa and Illinois Departments of Transportation have applied for grant funding to assist with the initial track improvement vests. Public support for the project is widespread. Over 8,000 Iowa residents and over 15,000 lllinois resi- dents have signed a petition in support of the Amtrak service. Anticipated implementation of the new Am- trak line is 2014. Sustainability Sustainable development initiatives have created new business opportunities in Dubuque County. 1BM was initially attracted to the Dubuque area in part because the arca was already engaged in sus(ainabilily efforts. IBM created a new opportunity for the region when it announced plans to make Dubuque the first American city to participate in its Smarter Planet initiative. the Smarter Sustainable Dubuque. effort involves improv- ing sustainability on a variety of city systems. IBM will use its technological resources to improve the efficien- cy of water, energy, and transportation. Smarter Sus- tainable Dubuque is a national model for more than 1,000 other cities. Other businesses in the area have also used sustainability to grow their business. A.Y. McDonald, a Dubuque based manufacturer of water works brass and valves, produced new sustainable wa- termeters for the City of Dubuque. The Unmeasured - F1ow Reducer meter measures and accounts for small leaks throughout the home, making the homeowner more aware of unintended water usage.. The recent focus on sustainability in the region has increased investment in the manufacturing and busi- ness service sectors. According to the CEDS, "Partner- ships from across the region were crucial to attracting IBM and will remain critical in the future. Fart of the attraction to the region was the concentration of the educational institutions in the region that provide a ready supply of high - quality workers. Additionally, the workforce development arena remains aligned con sistentlywith the region's employment needs and its strategic opportunities:' 100 Goals and Objectives 1. 'to reduce unemployment, achieve economic stability, and increase the standard of living for all citizens. L 1. Maintain a broad cotnmunil y consensus regarding the direction of economic develop- ment efforts. 1.2. Promote diversification of the commercial/ industrial base. 1.3. Encourage access to economic incentives for quality job creation and /or tax base enhance- ment. 1.1. Continue to use a unified economic level • opmcnt team, with public/private sector involvement, to tackle the regions economic development goals. 1.5. Reduce barriers (o economic growth, while recognizing regulatory function. 1.6. Identify additional resources to aid in eco- nomic development. 1,7. Maintain a community socio- demographic database as an inforrnalion clearinghouse for economic development, 2. To build a highly skilled, flexible workforce. 2.1. Cooperate with local educational institutions to coordinate training /skill requirements to meet the needs of local employers. 22. Reduce barriers to obtaining necessary or upgraded job skills. 23. Utilize the talents and experience or mature. workers who bring special skills and knowl- edge to the work force. 2.4. Maintain an informational clearinghouse thal coordinates job training, placement, and skills development. 2.5. Develop and deliver educational program- ming over the widest array of media. 2,6. Provide information on work skills develop- ment and available employment opporluni• tics through print, electronic, and telecom- munications media. 3. To concentrate on retaining and expanding exist- Economic Development ing local businesses. 3.1. Cooperate with bus incss,educational institu- tions, community organizations, and govern- ment to provide information to local busi- nesses. 12. Assist local firms in finding appropriate de- velopment sites for expansion. 3;1 Encourage existing neighborhood employ- ers to grow "in place;' kepi ng jobs close lo where people live. 3.4. Retain existing nutnufacturing fumsand facilitate their expansion. 3.5. Maintaining and strengthen the region's posi- tion as a retail center in the trade area. 3.6. Maintain and expand the local health care industry's silo re of the regional market. 3.7. Retain and expand the base of service i ndus- try employment. 3.8, Encourage downtown revitalization and neighborhood business development. 3.9. Encourage diversified retail shopping. 3.10. Retain and expand river - dependent uses, while recognizing environmental constraints. 4. To incrcasc thenumber ol'small firms within the region by fostering local entrepreneurship, 4.1. Cooperate with other agencies and institu- tions to- identify programs and services to assist in the creation of new small businesses. 1.2. Promote start -up businesses with both finan- cial and technical assistance, 4.3. Remove barriers to allowing in -home busi- nesses to be successful. '1.4, Strengthen programs which provide business development, information, and technical as- sistance. 5. To recruit businesses that are suited to the re- gion, require a highly skit led work force or are willing to train an entry -level work force and arc experiencing growth. 5.1. Assist businesses and industries that produce exports or import substitutes and that pro- vide high quality jobs. 101 52. Promote opportunities in the region to tar- geted husi ncsses and industries, 5.3. Continue a collaborative recruitment strategy among business, non- profits, and govern - mein 5.4. Recruit businesses with new technology and renewable resources. 5.5. Recruit businesses (ha( are in line with IItc States economic development goals. 5,6. Recruit businesses that utilize the by -prod- ucts ofo(her businesses. 5.7. Recruit a variety of restaurants and retail establishments, including franchises that are not currently in the region, but that are totaled within the regional malls that attract shoppers from the region, 6. 'lb identify the economic needs of the chronically unemployed and underemployed in the region, and encourage programming including educa- tion and retraining to meet those needs, 61. Develop awareness of the impediments to employment for this sector of the population. 6.2, Collaborate with unemployed and underem- ployed persons and potential employers to find creative ways to overcome barriers. 6.3. 'Target unemployed young adults (ages 18 -24) for job /skills training, providing supportive services as needed. 6.4. Promote access to resources and tools for education, training, and supportive services through a variety of means and media. 6.5. Encourage business, labor, education, and government partnerships to solve work force development problems. 7. To maintain and strengthen region's position as a tourist destination. 7.1. Promote existing attractions. 7.2. Promotes variety of additional year -round tourist attractions. 7.3. loocus resources on future tourism initiatives, including those identified in the community visioning process. 7.4. Foster enhanced recreational access to lo- cal attractions as an economic development strategy. 8. lb promote and encourage preservation of the region's historic assets. 8.1, Explore ways to I ncrease state and federal finding for historic preservation. 8.2. Explore ways to remove barriers to preserva- (ion. 8.3. Educate the public on the economic benefits of historic preservation. 9. To strengthen the local tax base. 9.1. Encourage expansion and diversification of the tax base. 9.2, Attract and retain capital intensive industries for increased property values. 9.3. Encourage property improvements and revi- talization throughout the region. 9,4, Consider annexing additional land, as nec- essary and as possible according to smart growth principles, to accommodate future expansion in cities. 9.5. Discourage rural commercial and industrial development. to businesses other than those businesses serving local retail, service and agricultural needs of rural communities. 10. TO establish and maintain housing and trans- portation, communical ion, and utility systems which support and foster quality development. 10.1. Coordinate the provision of supportive infrastructure in concurrence with new development. 10,2, Evaluale new development impacts on exist- ing infrastructure and services to ensure adequate capacity and compensation. 103. Encourage ellbrls to link the region with major transportation networks. 10.4. Work closely with public agencies, such as ETA, Jule Transit, and the private sector to deliver aneflicient and effective transporta- tion system. 10.5. Improve transit connections between resi- dential connnunities and work sites. 10.6. Coordinate infrastructure investment straw. 102 gies of government, business, and local institutions. 10.7. Pursue special opportunities for alternative modes of transportation to serve as at-trac- tors themselves, such as car and bicycle sharing and bicycle/pedestrian Facilities and amenities. 10.8. Limit rural cam nicrcialdevelopment ori- ented to the general traveling public to loca• lions along highways or paved County roads adequate to support traffic demand. 11. To strengthen, maintain, and continually up- grade technology infrastructure and systems, and provide adequate access and capacityfor current and anticipated needs. 111. Foster communication with end users re- garding current and future needs. 11,2. Explore feasibility of community wide wire- less computer networks, or Wi -Fi (Wireless Fidelity). 113. Promote opportunities of the information superhighway for economic development. 31.4. Maintain a computerized Geographic infor- mation System (GIS) to support economic development in the region. 12. To provide an adequate supply of vacant, devel- opment -ready land for commercial and indus- trial use. 12.1. Promote redevelopment of existing vacant, underutilized, and brownfield properties. 12.2. Promote utilization of development -ready sites. 12.3. Evaluate potential wmmercial and indus- trial development sites, based on the Future Land Use Maps. 12,4. Protect development potential of commer- cial and industrial sites. 12.5. .Promote aeronautical and industrial park development at the Dubuque Regional Air- port. 12.6. Consider annexing growth areas, as neces- sary and as possible, lo ensure adequate supply of developable land and to control development in the fringe areas of cities. Economic Devi• °Apron 12.7. Direct commercial development serving re- gional needs to cities able to provide needed infrastructure. 12.8. Provide adequate customer parking when creating or expanding commercial develop- ment. 12.9. Utilize Techniques Ihat help with traffic safety and address drai nage problems. 12.10. Protect extractive mineral and aggregate areas, whether developed or undeveloped in urban and rural areas, and reserve such areas for extractive purposes, 13. To encourage development that is environmrar- tallysensitive. 13.1. Target environmentally s ensit ive business and industry hi recruitment efforts. 13.2. Promote development of businesses and industries that are committed to enhancing local environmental quality. 13.3. Promote and encourage sound environ- ment practices with existing businesses and industries. 13.4. Promote and encourage the use of alter- native and/or renewable fuel and energy sources for vehicle elects, building opera tions, and manufacturing processors. 13.5. Encourage LEER (Leadership in Energy and J?nvironxnental Design) Green. Building Rat- ing System or similar concepts in building design for new and existing facilities. 103 Map 7.2 - Dubuque County Employment Density OOP114141e COUNTY SMART TLAN Dubuque County Employment Density Map 1 1 Lan Run A M Mkt MO -ZOMMobsaq NIA 2.050 • &MO &Iraq 11e. RAM .apnO Gamma PGA arwraun ROM SISq bw ausmdwni g arenisst • 0 2 4 ra ■— Miles U.S. Census Bureau. 2011. Cn heMap Appheatton. Longeaudenal- hmployer Household Aynumics Program, hllp: / /ldulmajuite ceruusguv/ Map 7.3 - City of Asbury P.mployment & Outflow 2009 M_ Live In Dubuque, IA Waterloo, LL Cascade, Ll All Other 195 12 R 5 4 4 4 164 Work in Dubuque, IA Work in Asbury Live Outside Live and Work in Asbury Live in Asbury Work Outside U.S. Census Bureau. 2011. QTTe,Map Applie atinn. LongiaudinuYltmplu$r Household Dynamics Program. hop: / /lelui nap.did censusg�av/ 104 Map 7.4 - City of Cascade Employment & Outflow 2009 Live In Economic Development Work 1 n Dubuque, IA Monticello, IA Manchester, TA 57 48 16 15 1S 12 Worthington, IA Farley, IA All Others 12 11 645 is Work in Cascade i Live Outside Dubuque, TA 'Cedar Rapids, IA Monticello, IA Dyersville, IA IMEMIll Anamose,.LA ErEM All Others 175 61 a5 54 32 24 22 15 306 Live and Work ��\\ Live in Cascade in Cascade `7 Work Outside U.S. Census bureau. 2011. Ott'iheMap Application, lungiLrulinal- Employer 1 hntsehold Dynamics program. hllp:I/lehri nup.dir1 censusgov/ Map 7.5 - City of Dubuque Employment & Outflow 2009 Live In Asbut ; IA Cedar Ra icls, IA yersvii11e, TA 810 Work In Cedar Rapids, IA Datcalpurl, IA Peosta, IA Iowa City, 1A Waterloo, J A East Dubuque, IT. Des Moines, TA Clinton, IA Coralville, IA All Others Live and Work Lave in Dubt que in Dubuque Work Outside F.aar.T)ubuqu ea. TL Davenport, TA Farley, IA ]ipworth, IA Bellevue, IA Des Moines, IA All Others 504 467 354 324 312 287 172 271 15,602 Work inDubuque Live Outside 1,067 897 392 7.77 264. 233 221) 212 209 .5,972 US. Census bureau. 2011. (bt'ihtMap Application. langilulinal- lirnployer 1InuseholdDynamics Pnrgram. hrfp://khchnup.dielcenSuS.gov/ 105 Map 7.6 - City of Dyersville Employment C Outflow 2009 Live In Dubuque, JA 133 Manchester, TA 73 c.aacade,.IA 54 Earlville, IA 53' Colcsburg, LA. 38 Parley, let 33 lips ortb.1A 27 Cedar Rapids, TA 23 Worthington, TA 22 All Others 1,197 Work In Dubuque, IA Manchester, IA Cedar Ra ids, IA I ;ule • IA feesta, IA I Mven . orL IA Cascade, M Watcrloo.IA All Others 'Mirk in Dyersville T.ive.and Work T.ive in Dyersville Live Outside in Dyersville Work Outside US. Census Bureau. 2011.OnTheMap Application. Longitudinal- Employer Household Dynamics Program. htip:/ /feludmap.did.census.guv/ Map 7.7 - City of Farley Employment Sr Outflow 2009 Five in Dubuque, TA Dyersville, IA. Epworth, IA Cascade, IA Pcosla, IA Ashury, ] A Italy Cross: TA Manchester, TA Des Tvloines,TA All Others 165 68 41 24 .17 15 9 9 417 Work in Dubuque, TA Peast , IA »yersvilie, IA Cedar Rapids, IA Damn ode IA Cascade, 1A 312 63 33 21 19 1}c$ Moines, )A Manchester, TA F.pworth, TA 11 9 6 Ail 'Others 156 Work in Farley T.ive and Work ..16. Live in Barley Live Outside in Farley -1r. Work Outside U.S. Census Bureau. 2011. OiTheMap Application. Longitudinal - Employer Household Dynamics Program, http: //lehdmap did.ceruusgov/ 106 Econom ic Development Map 7.8 - oily of Epworlli Employment K Outflow 2009 Live In r Dubuque, IA 5.1 Cascade, IA 12 Dyersville, IA 16 T3avenport,TA 6 Parley, TA 6 Feast TA 6 a Asbury, TA _ 5 Clinton, IA 4 Des Moines,TA 3 All Others 139 Work in Epworth T.ive Outside Work In Peosta, IA Parley, IA I>versville, IA :edar Ra,Ids, ir\ Raven sort, IA Cascade, IA WVatcrloo, IA Manchester, TA MI Others T.ive and Work Live in Einvorth in Einvorth Work Outside US. Ceiuus Bureau. 2011. OnTheMap Application. Longitudinal- Employer Household Dynamics Program. hfp:Illehdhnap.did ensus.guvl Map 7.9 - City of Peostn Employment & Outflow 2009 Work In Dubuque, TA Dyersville; IA Cascade, TA Asbury, IA Des Moines, IA New Vienna, IA All Others Work in Peosta T.ive Outside Live and Work in Peosta Cascade, IA Davenport, TA Epworth, IA Des Moines, TA All Others Live in Peosta Work Outside !l.S. Census Bureau, 2011. OnlheMup Applir:uliwr, 1. ungiludinat- 1+ 3np )oyerIlonsEhaId Dynamics Program. http:I /lehdmap.did.census.govl 107 Chapter 8 Housing is a basic need for all human beings, and is an important factor i n. cnm munity planning efforts. Housing is many homeowners' largest source ofper- sonal wealth and is usually their largest expenditure. According to the US Bureau of Labor: Statistics. in 2010 housing accounted for more than 35% of consumer spending,' TTousing also affects personal behavior. Where people live affects who their friends arc, where their children go to school, job opportunities, and many other aspects of daily life. Housing has a large impact on individual quality oflife within the region. Housing is one of local government's most'important issues. In urban areas, housing can account for 5096 of land uses, and residential property tax revenues make up a large portion of local.govemment budgets. Be- cause ails high level of importance, housing affects all other planning elements listed in this plan. Public services people require, how much those services cost, and who should pay for them all depend on where, how, and at what densities people live. Of the services provided by local governments, transportation is one of the most impacted by housing. individual travel behavior is greatly affected by where pcop]e ] ive, and as 1 " Consumer Expenditures 2010" BLS. goy. 27 Sept. 2011. U.S.Bercau of LaborSlatisiles. 1 Dec. 2011.jittn: //www.bk rov/ pey , tplease /cesa n. n r0. htln a result, housing and transportation planning nmstbe closely coordinated. Housing serves an important role in the regional economy, as it affects employers' ability to attract and retain good quality employers, and also creates jobs. If combined housing and transportation costs are too high, employers may lose employees to other regions. The housing sector also employs many workers within the region. Builclers.lendexs, construction workers, and real estate brokers are an important part of the regional economy, Residential development can greatly affect the natu- ral environment. A sustainable community needs lo balance needs for new housing with environmental protections. Low impact development, conservation subdivisions, and other great building techniques can help mitigate the impact of residential development on the natural environment. The objective of this chapter is to encourage a diverse housing stock that serves people at all income levels and at all stages of life. Good-quality housing is the foundation of a stable sustainable community. To be effective, community planning efforts, including sustainability efforts, must be integrated into a com- munity's housing policies. 108 Inventory of ExistingHousing Figure 8.1 - Dubuque County housing Tenure 'the US Census Bureau provides a wide vaiiety of.data on housing through lhe.decennial census and the American Community Survey Dubuque County (ACS). 'The follow :ing charts.are selections from the Census that depict the most important aspects Iowa of the Dubuque County housing market, Dubuque County's vacancy rate is lower than state and national rates. Tn general, the Dubuque County housing market has weathered the housing crisis better than many markets in the country where large numbers offoredosm-es have driven vacancy rates up. US Housinc 1 I I 096 20% 40% 60% 80% 100% • Owner - occupied le Renterbecupied Soule: 2010 American f:nmmunilySurvey 1 -Year Iistirnates Dubuque County residents are more likely to own their home. According to the housing tenure data shown in Figure 8.1, renters account. for 25% of the Counnty's occupied housing units. Nationally renters make up about 35 %. Dubuque County Housing Market When compared with the rest of the US, the Dubuque County housing market has remained relatively stable through the recent economic downturn. According to research published by the mortgage insurance firm PMI, Dubuque County was among the leas( risky places in the country to buy a home. PMli's Housing Apprecia- tion Risk index (TTART) measures the probability that house prices will be lower in two years. According to the HARI, Dubuque County homes had a 7.6% chance of falling in the next Iwo years. Dubuque's score is well below the national average of43.396 and the riskiest regions in Nevada, .Arizona, Florida, and California whith have HARI scores between 80% and 90%. According to PMI, "In general, the states with the lowest scores arc in the Great Plains — es- pedally North Dakota, lowa, and Nebraska. 'these states did not experience large housing booms, have low unemploy- ment and foreclosure rates, and are very affordab]c'°' Figure 8.2 shows the geographic distribu- tion of Housing Appreciation Price Risk for metropolitan areas. Figure 8.2 - Housing Appreciation Price Risk index - Scurot: 1',b11 Mortgage. insurance Go. Berson, David W eta]. "Economic and Real Hstate Trends" pMI Mortgage Insurance Co, 2011, htto: //www.nml- us.com /PDF/ a', 11Dmi eret.html 109 Housing Affordability Figure 8.3 - Monthly Owner Costs as a percent of HH Income Housing costs as a percent of household income is a generally used measure 60% of housing affordability. As a rule of sox thumb, spending less than 30% of in- • us come on !lousing is generally considered to be affordable. Households spending more than 30% are considered to be cost burdened and may have difficulty afford- ing other necessities such as food, cloth- ing, transportation, and medical cure. Figures 8.3 and 8.4 show that Dubuque <20% 20%- 25 %25%- 30% 30%- 35% >35% Unit 40% 30% 20% 10% 0% County is a relatively affordable region for homeowners compared to the rest of the country and the slate of Iowa. Accordingto 2010 ACS data, 75% of Dubuque County residents with a mortgage and 89% ofresidents without soy, • a mortgage are paying less than 30% of their annual income towards housing. 9, 40°.5 Percent of HH Inwme r Iowa • Dubuque County Figure 8.4- Monthly Owners Costs as a percent of HH Income While owner occupied housing maybe relatively affordable in Dubuque County, the same cannot be saki about renter oc- cupied housing. Figure 8.5 shows gross rents of as percent of household income. The chart shows that housing affordabil- ity rates are similar to state and national rates: 4896 of Dubuque County house- holds pay 30% or more of their income towards housing. 3 (.truss RrnI. 'I he auwunl orlhcwn- tract rent plus the estimated average monthly cost of utilities (ciccttiefly, gas, and water and sewer) and fuels (oil, coal, kerosene. wood, etc.) if these are paid for by the renter (or paid for the renter by someone. else). Percent Units Without NI or 30% 20 °% 10% 0% • us • Iowa • Dubuque ihr County •, `r`•, 10 %- 1534- 20%- 25 %- 30%- >35% 15% 20% 25% 30% 35% Percent of HH Income Figure 8.5 - Gmss Rent as a Percent of HH Income Percent Renter Occupied Units NN 25% N% 30% L5% 10 %... -_ — 15% IA% • 0% -s < 15% 15 % -19% 20 %- 24 %25 %- 29 %30% -34% >35% Percent of HH Income Geography • US ■ Iowa e Dubuque Caunty Source Fig. 3 -5; 2010 American Community Survey 1 -Year Estimates 110 Combined Housing andTransportatlon Costs Over the past fifty years many people have chosen to leave urban areas for rural and suburban communities as a way to reduce housing costs. For the inost part, home prices are lowerin suburban areas when com- pared to urban areas. However, on the suburban and rural areas the distance is greater between work, school, and other daily needs. The increased distance results in residents spending increased time and money on transportation. According to a report entitled Penny Wise, Pound Fuelish produced by the Center for Neigh- borhood Technology (CNT), the increased transpor- tation costs associated with living in the suburbs can outweigh the savings on home costs and residents of these communities are more vulnerable to fluctuations in gas prices.' CNT has developed Housing and Trans • porlation cost index (Ha '1' Index) that allows users to compare the traditional view ofaffordabilitywith the 4 "Peony Wise, Yound Foolish' The Centerfor Neighbor- hood Technology. March 2010, httna /wwwrnt nralrnnarcitorv� pwoLod( Housing new view including transportation costs. .According to the Index in all cities, many distant suburbs are less af- fnrable than they appear. The H+T Index takes the tra- ditional 3045 of household income measure for housing and adds an additional 15% for transportation resulting in a combined affordability measure of 45 %. Index results for Dubuque Count y are displayed in Figure 8.6. The traditional 30% affordability measure is displayed on the left and the 45% H +T threshold is displayed on the right. According to the traditional measure, 75% of Dubuque County residents are liv- ing in affordahlc housing. 1Jowever, according to the Hi'f measure, 70% of residents pay more than 45% in housing and transportation casts and only 304f1 are pay- ing less than 45 %. The maps in Figure 8.6 display the geographic distribution of the housing cost index and the TT +T index by census Nock. According to the H +'f' index, affordable areas of the county arc urban areas that are dose to work, school, and services and have ac- cess 10 public transit. Figure 8.6 - Dubuque County Combined Housing Costs Region: Dubuque IA I - "s.-1 lyptt+111mg . holtu,pc41 titan mcs-t shin Ur )A MnpM CAarbdn 1.t Woo cost •%Mean* to tt+, -e i IIaa. Gelb %Mayne, C,i1.M. No 0,1. A.sa le Los man •!0Y . ,0%.vfMH- WpTOM PoOpr• 110.90 22A01 tun brow J Np abnl 011 y4% ants t08% wGpwrtR•dOInHOWp f -x•••I Mousing awl Transportation Costs.% Intorno le °. ms I Hoorn M Irtmpstslmn Cells Y Imam QM1lle Rlpnbpm 11, On.Aalrzte Lsnlam411 NI 45% one *maw MspTWI t0.11= it' ry..•wrp.y•w a% 20.1% 2011 100\ •tt%vCltbsll7Canso t9 l.Ipt.'atfMrvry 2E5 WI...0Am Clap IL Ian- T.1 MT! MIT*• Ta One r asQ •Yjtn-I pea3231Ye1 „In a.....i 1 +C +Nt• vs Ilia ll.. MI, hates, Source: Center fits Neighborhood Technology, 2012. i 5'. 041 uI 111 Federal Housing Programs The federal government has created several programs to help those individuals who are cost burdened by housing. Many ofthese programs operate under the US Department of. Housing and Urban. Development (HUD). HUD is. the primary resource for housing related issues Mlle federal level. TTUD's mission is "to create strong, sustainable, inclusive communities and quality affordable homes for all. HUD is working to strengthen the housing market to bolster the economy and protect constuners; tried the need for quality af- fordable rental homes: utilize housing as a platform for impravi ng quality of lift; build inclusive and sustain- able communities free from discrimination; and trans- form the way HUD does business.'' Section 8 Housing Choice Voucher '!he housing choice voucher program is the federal govemment's major program for assisting very low - income faciities, the elderly, and persons with disabili- ties to afford decent, safe, and sanitary housing in the private market. Since housing assistance is provided on behalf of the family or individual, participants are able to find their own housing, including single-family homes, townhouses and apartments. The participant is free to choose any housing that meets (he requirements of the program and is not limited to units located in subsidized housing projects. Housing choice vouchers are administered locally by Public Housing a\Agencies (PT.IAs). The PT TAs receive federal funds from I he TTUD to administer the voucher pmgrarn. A family that is issued a housing voucher is responsible for finding a suitable housing unit of the family's choice where the owner agrees to rent under the program. This unit may include the family's present residence. Rental units must meet minimum standards of health and safety, as dote r m i ncd by the PT TA. A housing subsidy is paid to the landlord directly by the PHA on behalf of the participating family. 'lhe fam- ily then pays the difference between the actual rent charged by the landlord and the amount subsidized by the program. Under certain circumstances, if autho- rized by the PHA, a family may use its voucher to purchase a modest home. 5 "Mission° 1-1 UU.go¢ Department of Housing and Urban Developnment.1 Dec. 2011 httn :llnortal.hud.rtov/hudoortal/ H U D7src =la bo utlmissloq. Public Housing Public housing was established to provide decent and safe rental housing for eligible low income Jinni I des, the elderly, and persons with disabilities. Public housing comes in all sires and types, from scattered single fam- ily houses to high -rise apartments. 'there are appr-oxi. mutely 1.2 million households living in public housing units, managed by some 3300 local Ilousing Agencies (TTAs) nation wide. TTUD administers federal aid to 1-tAs that manage the housing for low - income residents at rents they can afford. HUD furnishes technical and professional assistance in planning, developing and managing these developments. Dubuque County Housing Agencies TTUD works with local housing agencies to implement many of their programs. The City of Dubuque Hous- ing and Community Development Department and the Eastern lows Regional Housing Authority work with HUD and the State of Iowa to assist Dubuque County residents with their housing needs. City of Dubuque Housing and Community Devel- opment Department The City of Dubuque TTousing and Community Devel- opment (i MD) Department coordinates the efforts of a number of program areas to ensure residents in the C:ityof Dubuque receive safe and affordable housing and to provide a more livable conununily. The IICT) department is responsible for administer- ing and coordinating activities relating to the use of Community Development Block Grant (CDBG) funds. Each year the City of Dubuque receives approximately 51.2 million in federal CDBG funds from TTUD. The funds are used for eligible activities in the areas of housing, economic development, neighborhood and public services, public facilities, and planning /admin- istration. The City ofDubuque's 7.600 rental units are periodi- cally inspected by the HCD department for compli- ance with the housing code and to ensure that the units provide decent and safe rental housing. Each rental unit must be annually licensed and an annual fee is charged. All owners are required to comply with these requirements. The T-TCD department maintains an inventory of all.licensed.rental units, issues license 112 applications, and receives all fees. The Lead TTavard Reduclion Program provides for (he administration of a HUD funded forgivable loan for lead hazard reduction by providing financial assistance to low- and moderate - income homeowners and rental property owners to reduce or eliminate lead -based paint hazards in their properties.' the program is spe- cifically targeted to assist families with children under the age of six, The Rental Assistance, or.Scction 8, Program receives federal funding to provide Housing Choice Vouchers to assist 900 households with rent payment assistance in the City of Dubuque- Individuals and families wish- ing to participate fill out a rental application, submit to a background check, and after approval, are issued a Housing Choice Voucher they may use at a rental unit of their choosing, If the landlord of the rental unit agrees to lease to the household under the Hous- ing Choice Voucher Program and the unit is approved by the T-TC:D department, then the TTous'rig Author- ity will make monthly rental assistance payments to the landlord Generally, participating households pay about 3096 of their monthly adjusted income towards their rent. While receiving rental assistance, Section 8 participants have the oppertunity'to engage in services and program m ing to develop their skills and become self- sufficient. The Shelter Plus Care. (S+C) Program provides rental assistance for homeless persons with disabilities in connection with supportive services funded from sources throughout the community through other agencies and programs. The C:ityof Dubuque has re- ceived a five -year grant from 1iUD to operatic a Spon- sor based Rental Assistance (SRA) Program through the SIC program. 'the City has entered into a sub- contract with a nonprofit local organization, Project Concern, to provide rental assistance, screen prospec- tive participants, and perform assessments of client's needs. Project Concern leases the units to he occupied by the participants. The Homelessness Prevention and Rapid Re -I lousing Program (HPRP) is to assist persons and families who are currently housed,'but who are at risk of becoming hornelcss and may need temporary rent or utility assis- lance; and persons and households who are currently homeless and need temporary assistance in order to find housing and stabilize their living situation, Housing Eastern Iowa Regional Housing Authority (EIRHA) E11LHA was established in 1978 to meet the hous- ing needs of low and moderate income families and (he elderly. EIIIRA serves Cedar, Clinton, Delaware, Dubuque, Jackson, and Jones Counties in Eastern Iowa excluding the cities of Clinton and Dubuque. EIRHA has a contract with HUD to serve as many families as possible using (heir calendar year budget for Hous- ing Assistance Payments (HAP) through the Section 8 program. EIRHA has an annual contributions contract to assist up to 883 households, within its budget authority, with rental assistance in the region through Housing Choice Vouchers (HCV). The participating family chooses a decent, safe, and sanitary rental unit in which to reside. 'If the landlord agrees to lease the unit to the house- hold under the Section 8 HCV Program, and EIRHA approves the rental unit, EIRTIA will make monthly rental payments to the landlord to help the household pay their rent each month..Participating households pay a minimum of 3096 of their adjusted income for rent and utilities or $50, whichever is greater, EIRHA owns and manages 164 rental units in Dubuque, Jackson, Delaware, and Clinton Counties. These Public Housing units consist of apartments, du- plexes, and single family homes that provide housing for low - income families, seniors, and persons with dis- abilities. Participants in the pmgram pay a minimum of 3096 of their adjusted income toward rent and utili- ties or $50, whichever is greater. Payments are made directly to EMRHA on the first of each month. The Eastern Iowa Regional Housing Corporation (EIRI -IC) is a subsidiary of EIRHA and WAS estab- lished in 1990. It is organized as a not -for -profit under the provisions of Chapter 504A of the Iowa Code and serves six counties: Cedar, Clinton, Delaware, Dubuque, Jackson, and Jones Counties in Eastern Iowa. The purpose of1t1RHC is to promote the general social welfare of eligible occupants of rental housing as determined by the 135 Department of Agriculture (USDA), Iowa Finance Authority (1FA), and Iowa Economic Development Authority (IEDA) regulations, without regard lo race, color, religion, creed or national origin; to acquire, construct, improve, and operate any real or personal property or interest or rights. ETRHC owns and manages 10 elderly and /or disabled 1 bed- room rental units: six in Grand Mound, Iowa, and four 113 in Worthington, Iowa. Rental assistance is financed by USDA for these units. The Eastern Iowa Development Corporation (EIDC) is a for - profit entity and a wholly owned subsidiary of TTRT iC. The EIDC was formed to serve. as the gen- eral partner in all Low Income Housing Tax Credit (LIH'f'C) projects. 'I. he Peosta Evergreen Meadows (32 units) and Asbury Meadows (24 units) properties resulted from this (urination Sustainable Design To encourage a more sustainable region, the Dubuque Smart Plan encourages green building strategies for residential development including: public health, energy efficiency water conservation, smart locations, operational savings, and sustainable building practices. These strategies enhance affordable housing, com- munity facilities, town centers, and communities as a whole, in addition lo increasing resource efficiency and reducing environmental impacts, green building strategics can yield cost. savi ngs through long -term reduction in operating expenses. The benefits include improved energy performance and comfort, a healthier indoor environment, increased durability of building compon'ent's, and simplified maintenance requirements 1 haI can lead to financial efficiencies for property managers and owners. Green building practices i m- pmvc the economics of managing affordable housing, community facilities, and Main Street businesses while enhancing quality of life for residents, visitors and employees. 41Thcn green building practices guide the location of our buildings — placing homes, community facilities and businesses near community amenities such as public transportation to create walkable, livable neighborhoods — the benefits for citizens and commu- nities expand to include fewer sprawl- related transpor- tation impacts. Housing built using the green building strategics must be cost effective: to build, and durable and practical to maintain. In addition, the principles work together to help produce green buildings that result in a high- quality, healthy 1 iving and working en- vimnment; lower utility costs; enhance connections to nature; protect the environment by conserving energy, water, materials.and other resources; and advance the health of local and regional ecosystems. The City of Dubuque's Green and Healthy Ilomes Initiative (GHHI) is designed to address home -based environmental health hazards and energy efficiency issues with integrated !health, safely, lead hazards reduction, energy efficiency and weatherization inter- ventions in low -to- moderate income homes. 'Ihe City of Dubuque is currently seeking funding to implement the CT TI within the city, and planning is underway to expand the initiative to other communities within Dubuque County Future Needs Senior Housing - Over the next 30 years the popu- lation of Dubuque County will continue age. communities of Dubuque County should plan for increased dentinal for extended care and assisted living facilities. Communities should also look into strate- gies, such as universal design and mixed -use transit- oriented development patterns that give elderly resi- dents access to daily needs, allow them to stay in their own home, and maintain an independent Iifestyle. Low and Extremely Low Income Housing — The economic downturn has created more demand for low income housing services. Communities should con- tinue to work with HUD and other agencies to expand homeownership opportunities, preserve existing af- fordable housing, and prevent homelessness. Workforce Hosing •- Many households of moderate income can have difficulty getting into good quality housing. Communities should implement programs to help working families find housing that is affordable. Rental Housing -- Examination of census data has shown that while owner - occupied housing units in Dubuque County are relatively affordable when com- pared with the rest of the Country, the same cannot be said about rental housing. Many renters are paying upwards of 35% of their income for housing. Commu- nities should conduct further analysis to determine the thctors behind the high cost of rental housing and look into methods to improve rental housing affordability. Housing •1' Transportation Costs — Data from the Housing +Transportation index shows that 70% of Dubuque County residents spend more than 45% of their income on housing and transportation. The data also reveals that the most affordable areas are located within urban areas. Communities should look into methods to direct more housing towards urban areas and to help reduce transportation costs. 114 Goals and Objectives 1. To promote the preservation, rehabilitation, and investment in our regional housing stock and neighborhoods. 1.1. Ensure all rental housing exceeds ad- opted minimum housing quality standards through syslcmalic code cnforccmcnl. 1.2. Encourage a range of affordable, accessible, and decent rental housing options through- out the community. 1.3. Consider expanding the use of housing preservation programs whenever appropri- ate and possible. 1,4. Encourage participation in and use of low• interest rehabilitation and home purchase loan funds. 1.5. Promote adaptive reuse of existing vacant or under- utilized structures, such as con- vents, schools, and industrial buildings, into housing with an affordable and/or workforce component, where appropriate. 1.6. Encourage the expansion of the capacity of neighborhood associations. 1.7. Pmmote residential cducalional workshops regarding restoration, rehabilitation, and maintenance. 1.8. Encourage relocation of existing housing as opposed to demolition whenever possible; when removal is necessary, require decon- struction and landfill diversion as much as possible. 1.9. Support the integration of new neighbor- hood residents into the neighborhood association's, local schools, and community activities, 1.10. Continue to reduce vacant and abandoned housing in neighborhoods through code compliance, purchase, rehabilitation, and deconstruction if necessary. 1.11. Promote historic preservation as the cor- nerstone of housing and neighborhood revitalization programs, to promote eco. rnomic development and alhracl younger residents. Hen r,-.'� -, 2. To pronotc programs, education, and training that support and encourage appropriate rental housing oversight. 2.1. Promote programs, education, and train- ing that support and encourage appropriate landlord accountability. 2.2. Promote programs, education, and train- ing thal support and encourage appropriate tenant accountability: 2.3. Support Community Oriented Policing and participation of neighborhood residents in crime reduction strategies. 3. '1'b promote the creation and maintenance of an adequate supply of sound, affordable housing integrated throughout the region. 3.1. Promote partnerships with private sector, nonprofit, other government agencies and neighborhood groups to access available public funding and attract private capital for affordable housing development. 3.2. Promote mixed - income, mixed - rental housing developments. 3.3. Support the Section 8 Housing Choice Voucher Program to benefit Iower income families seeking affordable rental housing, 32. Encourage focal lenders to work with all homeowners to rehabilitate, remodel, or repair existing homes. 3.5. Develop programs and incentives that en- courage property owners to maintain and improve the appearance of their property 3.6. Maintain the existing sound housing Emits and upgrade or replace all substandard housing units. :3,7. Support. the Green and TTcalthyITomes initiative, providing empowerment services to households in combination with efficient rehabilitation and preservation of afford- able and workforce housing. 4. To expand the opportunities for homeownership, especially for low to moderate income house- holds. 4.1. Encourage the use of flexible development regulations in order to assist affordable and 115 workforce housing production and de- crease housing costs. 4.2. Encourage local lenders to participate in programs designed to assist first -tine home buyers. 4.3. Promote infill housing development ep- porluni(ies, in the regions olden- neighbor- hoods, through a combination of public subsidy, affordable housing incentives and owner sweat equity. 4.4. Promote compact and contiguous develop. mcnt with a variety of higher density hous- ing options that utilize available infrastruc- ture within the existing built environment. 4.5. Provide housing opportunities and incen- tives for low and moderate income families. 4.6. Provide financial planning for homeowner- ship to ensure that low /moderate income households have the wherewithal to be successful, 5. '10 promote fair housing opportunity for resi- dents in all neighborhoods. 51 Provide for effective implementation of existi ng fair housing programs. 5.2. Encourage involvement of neighborhood residents to the fullest extent possible when planning affordable housing developments. 5.3. Monitor, evaluate, and work to minimize federal, state and Iocal codes arid regula- tions that are possible barriers to develop - ment of housing, particularly for persons with disabilities or low income. 6. To assist Iocal service agencies in providing shel- ter and semi-independent living for persons in need of supportive services. 6.1. Monitor and evaluate homeless and other special needs populations in order to docu- ment needs and design assistance pro- grams. 6.2, Provide technical assistance to agencies in preparation of applications for program funding. 6.3. Encourage partnerships with area agencies in sponsorship of housing initiatives for special needs populations. 6.4. Encourage development of special housing for the elderly and persons with disabilities wherever suitable sites can be made avail- able. 7. To pmmotc the understanding that the availabil- ity and affordability of workforce housing is an important key to successfiil economic develop- ment. 7.1. Promote corporate participation in em- ployer' assisted housing, for home purchase assistance for employees. 7.2. Encourage local institutions, Le., hospitals, colleges, to establish replacement hous- ing. programs for housing lost to corporate expansions. 7.3. Encourage corporate participation in the Federal Low Income Tax Credit Program, for purposes of investment in affordable housing development. 7.4, Promote an adequate housing supply lo support workforce development efforts. 8. To promote the public's awareness of housing needs and issues through informational: and edu- cational efforts. 8.1. Consider cstabilishing a clearinghouse of information for housing issues and infor- mation, to indude providing educational programs for tenants and landlords. 8.2. Monilor housing market conditions and availability of housing. 8.3. Become more aggressive in attracting new residents to live in the cities. 8,4, Promote workshops for area housing indus- try members (contractors, lenders, realtors) regarding changing regulatory mandates, i.e., lead..based paint, asbestos removal. R.S. Combat the "Not in My Back Yard;' or N1MBY, syndrome by dispelling stereotypes associated with affordable housing. 8.6. Continue to promote collaboration with housing industry groups (Board of Re- altors, Mortgage Lenders Association, Dubuque Arca Landlords Association) to 116 promote cooperation and consensus- build- ing regarding housing issues. 9. To provide housing resources for aging residents. 9.1. Encourage the development ofbigh -end, market -rate, and subsidized housing. 9,2, Encourage the development of appropriate levels and styles of housing. 9.3. Identify appropriate sites for housing devel- opment, including the style of the develop- ment and amenities to be included. 9.4. Encourage development of affordable apartments and condominiums for retirees. 10. To continue to provide appropriate infrastruc- ture and scrviccs to neighborhoods, 10.1. Continue incremental improvements in water, waste, and stormwater facilities. 10,2, Continue appropriate levels of service to maintain public parks and open spaces. 10.3. Continue to enforce parkland dedication requirements, and other developer -paid infrastructure development costs to ensure stability and equity throughout the region. 10.9. Work with public and private utilities to en- sure that broadband internet is accessible. 11. To provide a variety of housing types, costs and locations in cities. 11.1. Promote the planning, design, and con- struction of a wider range of housing unit types in adequate supply for all income levels and age groups. 11.2. Encourage and promote energy efficiency in new and existing housing, 11.3. Ensure that aII new housing development is protected from potential flood hazard. 17.4. Support the continuation of'single. family development in appropriate municipal locations at similar density levels as experi- enced on a community wide basis. 11.5. Iliscourage scattered residential develop- ment in the unincorporated portion of the County by guiding new development into a compact and compatible growth pattern within or adjacent to the incorporated area Housing and within easily serviceablewatersheds. 11.6. Continue to encourage a wider range of housing types in the residential areas of the cities, including single- family and multi- fain Hy structures, in response to changing housing market demands. 11.7. Continue to provide developers with appro- priate levels of inforrnation and service. 11.8. Consider developing mininnmi standards (height and bulk) for houses. 11.9. Explore design guidelines for residential development. 12. To provide a variety of housing opportunities within the unincorporated areas in appropriate locations. 12.1. Ensure that the Future Land Use Develop- ment Map provides adequate development potential for a variety of housing types to meet the housing needs of present and future residents, encouraging housing to locate within incorporated communities, 12.2. Initiate a Housing Needs .Assessment Study of the County to determine current housing condition and need, and to estimate future lousing requirements. 12.3. Locate residential development in platted subdivisions with adequate public services. 12.4. Encourage residential development to locate within existing cities and establish urban Binge development areas where adequate public scrviccs are planned or can he provided, 12.5. Allow for the creation of urban density resi- dential districts within established urban fringe development areas that follow the planned development pmcess, and where urban services can he provided. 12.6. Limit proposed aeon -farm residential development on lots smaller than one acre to cluster developments or conservation. subdivisions that follow the planned devel- opment process, provide centralized water and wastewater system, and have limited access. 12.7. Investigate establishment or simplified de- 117 velopment regulations to allow the division of "old" farmsteads fmm current agricul- tural operations, which does not create non - conformities, based upon the potential number of such divisions. 13. Increase resource efficiency, improve public health, and reduce environmental impacts by using green residential building strategies. 13.1. Encourage water conservation strategics including but not limited to water efficient appliances and plumbing fixtures, low -wa- terlandscaping, and rain walcr catchment. 112. Encourage energy conservation strate- gies including energy efficient appliances, lighting, and heating and cooling systems 13.3. Promote programs to improve energy efficiency and enlist the participation of utility companies in promotional efforts. 13.4. Encourage the use of renewable energy sources. 133. Promote the use of recycicdbuilding ma- terials. 13.6. Promote the use of building materials that do not cause negative health impacts for residents or workers. 133. Encourage radon testing and abatement in residential properties. 13.8. Encourage low impact development prat lices Ihat increase slorrnwaler inlil(ralion rates, prevent erosion, control sediment, use land more efficiently, and require less infrastructure. 118 Agriculture and Chapter 9 Dubuque County is located in a unique region of the Upper Mississippi River Basin known as the Driftless Area The Drift less A rca covers over 16,060 square miles in the states of Iowa, Illinois, Minnesota, and Wisconsin. 'the name "Driftless Area" refers to the lack of glacial drift, the silt, clay, sand, gravel, and boul- ders left behind by continental glaciers. The lack of glacial drift followed by thousands of years of weather- ing and erosion have resulted in a region of diverse to- pography soils, and ecosystems. The steep and rugged landscape is referred to as karst topography. Map 91 displays the boundaries of the Driftless Area. The topography of Dubuque County ranges from gently undulating in the southwest, to hilly and steep in the north and east. Along the Mississippi River and its tributaries, the topography is wry steep and rugged, with high limestone bluffs and outcrops. Much of the area containing the sleep terrain is heavily wooded. Map 92 illustrates the varying terrain across the Coun- ty. Map 9.1 -'Ihe Driftless Area Source: the Dryness Area Initiative 119 Map 9.2 - Dubuque County Topography Sautee: US c ;enlogicnl Survey Lancf Cover 'the steep landscape that exists throughout much of northeast Iowa has restricted development and farm- ing activities. Row coop production is limited in the eastern half of the county by the region's steep topogra- phy. Farmland in the more hilly areas of the county is more likely to be used as pasture or woodland. Ac- cording to the 2007 Census of Agriculture, 76% of the farmland in Dubuque County was used as cropland, while across the state, 86% of the land in farms was used as cropland. Map 9.3 shows the differences in land cover across Dubuque County Agriculture Soil quality varies greatly across Dubuque County due to the uneven topography and prehistoric sail ero • sion. Corn Suitability Rating (CSR) is used to provide a relative ranking of soils based on their potential for row crop production. Solis with no limitations for row crop production will rate 100, while soils with severe limitations will rate 0. Map 9A displays the CS1t for Dubuque County soils. 120 Map 9.3 - Dubuque County Land Cover Agriculture and Natural Resources Source: US Geological Survey National Land Cover Database, 2006 Map 9.4 - Dubuque County Corn Suitability Rating - Open Water riiii Developed. Dpea space n Developed. tow Intensity - Developed. Rledltxn Intensity Developed. kWh lnten tly semen Land (Rocl vSandttayl Deciduous Fotest Ev.ryf.en Faint Orasslend&Merbaeews I� PestureMay - Curveted crops r= Wetlands 0u0011uf ( °M1/11 $MARI PlAN. Dubuque County Corn Suitability Rating CIA •I.100 MN 20.40 INC -uu =e to 44.40 Source: US. Department ofA,4riculture, Natural Resources Conservati0n Service 0 05 2414. 121 Pi re 9 Average Corn & Soybean Prices tru 00 ,000 r Dal 00 ,000 00 r , 00 00 OD —r— • . . r Y 2000 2002 2004 2006 2008 Corn — Soybeans Source: Iowa Stale University Extension Figure 9.2 - Historic Dubuque County Land Values 2010 2012 ,VIRI ' ,000 ,000 ,000 r Dal ,000 ,00a SO ! r , 1965 1970 1975 1980 1905 1990 1995 2000 2005 2010 — Actual Dollars —2011 Dollars Sotrrre: Iowa Stale University Extension Agricultural Economy Agriculture is an important part of Dubuque County's regional economy. The agricultural sector in Dubuque Courtly employs thousands of workers and produces millions in commodity sales. Many non -farm indus- tries such as chemical production, machinery produc- tion, and food processing ]ink directly to the agricul- tural sector. Other industries with indirect links to agriculture include freight transportation and ware- housing, wholesalers, and finance, insurance., and real estate services. A 2002 study concluded by Iowa State University found that every dollar's worth of output in Iowa's agricultural sector results in $.63 in additional sales in the rest of the Iowa economy.' Over the past several years the agricultural sector has fared well de- spite the downturn in the overall economy. Accord- ing to a 2012 Food and Agricultural Policy Research Inslitutc report, U.S. farmers earned a record net income of $98hillion in 2011? The primary reason for the success of the agriculture sector has been high commodity prices that have resulted from increased exports and increased ethanol lonsump[ion. Figure 9.1 shows the rise in.corn and.soybcan prices since 2000, high commodity prices have led to an increase in land values. Figure 9.2 displays the dramatic rise in land use prices in the past five years. 1 http:lhwrwecon- instate- edu lsitesldefaultlfilesllrublica- 2 bttp:llwww.Caprtmissotriedufoutreachlpublica- tionslpaperslp7185- 2002- 12- 01.pdf,17. tions/2012 /FAFRI MU Report .01_12.pdr, 62. 122 Agriculture and Natural Resources Agricultural Issues Soil Erosion Soil erosion is an important issue for agricultural producers in Dubuque County because it removes topsoil, reduces levels of organic 'nailer, and contributes to the breakdown of soil structure. Soil erosion creates a less favorable environment for plant growth, Nutricnis Thal are removed by erosion can no longer supporl plant growth, but can accumulate in water and cause problems such as algal blooms, Soils that are lost to erosion cannot be replaced, so erosion prevention is key to maintaining high agricultural soil quality: Many farmers use conservation practices to prevent erosion and maintain the quality of their land. Some of the most popular practices include: Contour Farming — Uses crop row ridges, built by till- ing and planting an the contour to create hundreds of small dams that slaw water flow, increase infiltration, and reduce erosion. Grassed Waterways — Creates a natural drainage way that is graded to form a smooth bowl- shaped channel and is seeded to sod- forming grasses. Runoff llows across the grass rather than tearing away soil and forming a gully. Terracing — Breaks up long slopes and usually i'ol lows the cntour. As water makes its way down a hill, ter- races serve as small dams to intercept water and guide h to an outlet. Photos Courtesy or the DulluqueSoli rind writorConservation Olslrkl 123 Land Development The loss of agricultural land to non agricultural urban and suburban development is an issue facing Dubuque County farmers. Ncw non - agricultural buildings were most prevalent in the areas surrounding the com- munities of Dubuque, Asbury, and Peosta. Map 9.5 shows new the xu.w non - agricultural building starts for Dubuque County between 2000 and 2010. The new buildings are predominantly single- family homes that are scattered across agricultural areas. 'this type of residential development is a concern for the agricul- tural industry because it can Icad to the loss ofproduc- tive agricultural land, increased potential for conflict between agricultural and non - agricultural land uses, and increased traffic on rural roads. Air Quality Because of its rural selling, Dubuque County tends to have better air quality than heavily populated urban areas. However, this is not a reason to ignore this issue. Poor air quality is unhealthy for everyone., especially chilclren, the elderly, and people with respiratory conditions like asthma. Cleaner air requires local and regional efforts. Consortium members will need to work together and with the Iowa Department of Natural Resources (DNR) and the US Ttwironmcntal Proleclion Agency (TWA) to create workable solutions for air qual ity issues. The Federal Clean Air Act regulates six common pollutants: Coarse Particles (PM 10), Fine Particles (PM2.5), Ozone (03), Lead (Pb), Carbon Monoxide (CO), Nitrogen Ilioxide (NO2), and Suffer Dioxide Map 9.5 - Ncw Non Agricultural Building Starts 2000 -2010 A !ew Non - Agricultural Building Starts 000 -2010 New BultdItg Stotts City Limits a r r�1.Y / • 61 err Mile:, 0 1 2 3 4 5 Data Source: Dubuque County Am:cm2012 & City of Dubuque 6Yse,M1V1. 2012 Source. Dubuque County Assessor, 2012 & City of Dubuque Assessor, 20)2. 124 (S02). The poll u Lan is listed above are called "criteria" air pollutants because the EPA uses human health - based and environmentally -based criteria for setting limits on the amount of these pollutants that arc per- missible in the ambient air. Of the six criteria polka-. ants, particle pollution and ozone represent Lhe most widespread health threats, The EPA designates.areas that meet the criteria as "attainment areas" and areas that exceed the criteria as "non- attainment areas" in addition to environmental and human health con- cerns, a non- alainment designation can bring many negative consequences including: increased complexity and cost of environmental permitting for public and private projects and negative perception of business considering the area for expansion. Although Dubuque County is currently a clean air attainment area, the regions air quality is approaching EPA non- attainment levels. Currently, fine particles (PM 2.5) represent the greatest concern for the region. The EPA. has set Dubuque County's I'M 2.5 standard at 35 micrograms per cubic meter of air (trgltn3). The nearest PM 25 monitor is located 13 milts north of Dubuque in Potosi, Wisconsin. Figure 93 shows that between 2005 and 2008 measurements at the Potosi monitor were just under the acceptable standard. in response Lo the air quality data, the City of Dubuque, Dubuque Metropolitan Area Transportation Study (DMATS), the Metropolitan Planning Organization for Agriculture and Natural Resources the region, formed a dean air task force. The Risk force is working closely with local industry, public and pri- vate school systems, andthc regional transit systems to improve the overall air quality of the region and keep PM 2.5 measurements below the threshold level. Water Quality Healthy water is important lo human health, but is also necessary for a great number of other reasons such as aquatic life, recreational use, wildlife habitat, economic value, and aesthetic value. Water quality is measured by various standards, but primarily involves studies concerned with excessive sediment and nutrient de- posits or bacteria levels, Clean and clear waters ulti- mately limit aerobic bacteria, which consume dissolved oxygen. Higher dissolved oxygen levels within aquatic habitats allow for a more diverse range of aquatic life and a healthier atmosphere for the land animals (in- cluding humans) who frequent these environments, Throughout Dubuque County, water quality changes with each watershed in the region. Fortunately, largely due to high levels of public interest in water - related recreational activities, several watersheds in the region play critical roles in protecting water quality, These efforts focus on both smaller, tributary streams and the Mississippi River itself. It is important to gather water quality data on both small tributaries and larger Figure 9.3 - Observed PM 2.5 Potosi, Wi 24 hour PM 2.5 Observations Averaged Over 3 Years Micrograms per cubic liter (ug/m3) 40 2000 - 2001- 2002- 2002 2003 2004 2003- 2004- 2005- 2006- 2007- 2005 2006 2007 2008 2009 EPA 2008- 2009- 2010 2011 Dale: lotvo DNR and Wisconsin UNIT Standard streams throughout Dubuque County. Every water- shed in the region flows into the Mississippi River, a river that is classified as an impaired waterbody through much of its course towards the Gulf of Mex- ico. 'lhe Mississippi River is the main source cause of the "dead zone" or hypuxic area in the Gulf of Mexico. The dead ,,one is caused by nutrient deposits from the runoff upstream into the Mississippi River, particularly the nutrients of nitrogen and phosphorous. In order to diagnose water quality issues and devise solutions, scientific monitoring must he conducted. Monitoring water quality in the region has been done primarily through the Iowa DNR, the City of Dubuque, the Dubuque Soil and Water Conserva- tion ]district (SWCD), and a volunteer citizen -based program called IOWATAT1IR- To learn more about IOW/VIER, view water quality data, and seek relevant information on how anyone can be involved in this community effort, visit www.iowaternet. IOWAI'BR monitors the physical aspects of water quality and the riparian area, as well as the chemical parameters in water. 'these would include nitrates, nitrites, phospho- rus, chloride, temperature, dissolved oxygen, ph, and bacteria. The Catfish Creek Watershed, which flows Through Dubuque County and the cities of Dubuque, Pcosta, Asbury, and Centralia, has had extensive water quality monitoring done throughout the watershed. Bacte- ria limits are far above the "safe" or approved 1DNli standard. Nitrates and chloride are also considered to be pollutants ofconcern in Catfish Creek, Additional monitoring is being performed throughout the water- shed, and in 2012, a Watershed Management .Authority Board was formed to serve as an advisory committee Co help further educate and inform community leaders and residents within the Catfish Creek Watershed. The majority of Dubuque County residents get thei r drinking water from underground sources by public or private well. Therefore, protecting groundwater quality is an important environmental health issue for Dubuque County communities- Groundwater qttal- ity is especially important in the County's rural areas and small communities, as they do not have the water testing and treatment resources of larger municipal systems. lows officials are unsure of how many pri- vate wells deliver unsafe water. I iowcvcr, of the nearly 10,000 private water supply samples submitted to the State annually, approximately 4096 show unsafe bade - rial content and 15% to 20% exceed The maximum recommended level for nitrate in drinking water.' There are a large number ofpotential ground water contaminants, but colifbnn bacteria, and nitrates are commonly used as general indicators of water qualify. Private well owners interested in testing their water quality or improving lire safety of their well should contact the Dubuque County Health Department for more information. Conservation Areas Dubuque County maintains 16 conservation areas for public use_ These properties are very diverse in both land and wildlife. The uses in these areas range from fishing, hunting, hiking, wildlife observation, educa- tional pursuits, golfing , boating , bicycling, camping, picnicking, and much more. Along with all the activi- ties conservation areas provide, Dubuque County takes pride in noting the special flora and fauna found in the Driftless Area. Dubuque County is located in the Paleozoic plateau which exhibits deep valleys, high bluffs, caves, crevices, and sinkholes- The stream valleys are deep, narrow and v-shaped, exposing underlying sediment bedrock. ' these exposed rock formations include fossil rich Or- dovician formations at the base of the hills, and Silu- rian formations near the lops of tire. hills. t he landscape of Dubuque County is one of diversity and beauty: 'there are canyons, deep valleys, algific slopes, remnant prairies, sprawling oaks, bogs, and much more yet to be discovered. Dubuque Count y hosts residents and visitors of all ages to the area to discover the greatness Dubuque County offers. Plants and Wildlife Dubuque County boasts several rare and threatened plant and animal species. Sumrners are a great litre to see the beauty of the tropics in the Midwest, Ceru- lean Warblers, Scarlet Tanagers, Wood Thrush, Oven- birds, Bobolinks, Henslow Sparrows, Indigo Buntings, Rufous -Sided 'towhees all nest here in the summer and provides a glimpse into the magic of birds. Bob- cats and River Otters have been observed al White - water Canyon and along the Heritage Trail, Pohlman 1 Glanville, Tont "Good Wells for Safe Water" Iowa State University Extension. March 3, 1993. http:llww%exten ion. iastalc.txlutPubli ationsIPM840.pcIf 126 Prairie is a place to enjoy a plethora of ram butterfly species along with a beautiful remnant hilltop prai ric. Along with discovering unusual plants and animals, the streams are fantastic for fishing. Dubuque boasts several cold water trout streams (some with natural re- production), as well as small mouth bass fishing, river access at. three County parks, and at Heritage Pond, which is a great.farnily fishing location. Dubuque County has no shortage of rare and threat- ened plants: Saxifrage, Muskroot, Sullivantia, Shrubby cinquefoil, Canada yew, Monkshood, and more. There are also rare and threatened animals that live in the Dubuque area, such as, thc'indiana Bat, Pleistocene Snail, and Spotted Skunk. Additionally, animals of concern include the Red - Shouldered Hawk, North- ern Harrier, Flying Squirrel, and Bull Snakes. Inva- sive plant species are also a concern across Dubuque County. I he most predominant invasive species are: garlic mustard, buckthorn, honeysuckle, and wild parsnip. '!he Dubuque CountyConservation Board and several other conservation groups in the area are working towards mitigating invasive species presence in Dubuque County. Description of Government Conservation Pro- grams The federal government, the State of Iowa, and Dubuque County have several different conservation programs in which landowners and/or cities can par- ticipate. These programs often provide financial assis- tance for conservation practices, and are listed below. For more information on a specific program, contact the Dubuque Soil and Water Conservation District (SWCD)otfice, located in Epworth, .IA. State Programs • Conservation Cost- Sharing. • State Revolving Fund (Sly) • Water Quality Projects • Slorinwater Best Management Practices Loan • Resource Enhancement & Protection (ItEA1) Agriculture and Natural Resources Federal Programs • Conservation Reserve program (CRP) • Wetlands Reserve Program (WRP) • Environmental Quality Incentives Program (EQIP) • Mississippi River Basin initiative (MRET) • Wildlife Habitat Incentive Program (WHIP) State Programs Conservation Cost- Sharing — Ikmd allocations are made to Soil and 'Water Conservation Districts, where Commissioners set priorities for their use and field of- fice staf assure the technical quality of those practices that are approved and built. These practices are subject to long term maintenance agreements. State Revolving Fund (SRF) - The State Revolving Loan Fund is a source of low -cost financing available to landowners, This opportunity is available specifical- ly to assist and encourage landowners to address and explain source pollution of Iowa streams and lakes. Applications are accepted at any time during the year, and require no cash up front. Interest rates on a re- volving loan are well below other financing sources. Water Quality Projects - Water quality protection projects protect the state's surface and groundwater re- sources from point and non - point sources of contami- nation. Authorirzd under Iowa Code Chapter L61C, projects are developed through a locally led process and arc initiated by Soil and' Water Conservation Drs. tricts. SWals arc responsible for coordinating the resources and programs of a variety of organizations to achieve local objectives. Project applications con- sider the importance of the resource to be protected, the nature and extent of the water quality concern, proposed solutions, landowner interest, and the overall cost effectiveness of the pmject Water qualityprotec.- tion projects conunonly use the watershed approach to address water quality problems. This approach involves the assessment: of all possible sources that may have an effect on water quality in the project area It provides the most comprehensive, efficient and effective way to achieve soil and water quality protection objectives; 127 Successful projects usually have a high level of com- munity support and include. strong public information and education programs- They also feature partner- ships with federal, state and local agencies and organi- zations. These projects have effectively improved water quality in watersheds above publicly owned lakes, trout streams, high use recreation areas, drinking water sources, urban developments and aquifer recharge areas. Practices commonly utilized for those projects include permanent soil and water conservation prac- tices (terraces, hasins, etc.), temporary management practices (no -till, nutrient management, etc.) as well as urban erosion and storm water management practices (silt fences, bio- swales, etc.) Stormwatcr Bast Management Practices (BMP) Loans -'the Stormwater BMP T.oans are a source of fow -cast financing for long term 1 voluntary practices that manage storm water quality. this loan opportunity is available specifically to assist and encourage devel- opers and cities to address non. point source pollu- lion.of Iowa streams and lakes through implementing slorimvater quality BMA that are included in the Towa Stormwatcr Management Manual at www ctrc.iastatc, edu /pubslstorrnwaler /utt]ex.cfm. Resource Enhancement and Protection Program (REAP) - REAP is a state program that invests in, as its name implies, the enhancement and protection of the state's natural and cultural resources. Iowa is blessed with a diverse array of natural and cultural resources and REAP is likewise diverse and far reaching. De- pending on the individual programs, RIIAP provides gooney for projects through state agency budgets or in the form of grants. Several aspects of REAP also encourage private contributions that help accomplish program objectives. Based on a submitted proposal and allotment, REAP funds may be available for soil conservation practices through Soil and Water Con -. servalion Districts. For more information regarding RP.AP visit :. llllp:l /www.iowareap.com/ Federal Programs Conservation Reserve Program (CRP) .. The Farm Service Agency (FSA) and Natural Resources Conser- vation Service (MRCS) administer the CRP- lb is pro- gram has two ways to enroll. The pmgrarn cost - shares tree planting and grass establishment on highly erod- ible land and pays landowners an annual rental pay- ment for up to 15 years. Although the date of the next 128 general CRP sign -up is uncertain, there is a continuous sign -up for highly sensitive cnvi mn mental areas such as riparian areas adjacent to streams and creeks, bot- Wmland areas, and living snowfences. 'through the continuous sign -up program, landowners can find out if land is eligible, what payment they will receive, and may sign up at anytime. El igibl e l an d is automatically accepted into the continuous CRY program. Undcr the general CRP sign .up, landowners can receive around $100 per acre land rental rale and 50%cost-share re imbursenent for installation of the CRP practice- For more information on CRP visit: http:llwwsdisa.uusda. govt. Wetlands Reserve Program (WRP) - Towa landown- ens are interested in the WRP for both environmental and economic reasons. The primary reason for par - licipalionis economic. Continuing to farm wet or frequently flooded marginal soils gives less financial return than does a wetland casement in a U.S. Depart.. lncnt of Agriculture (USDA) program, Also important to the farmers entering the programs are the benefits welhmds give to wildlife and water quality. Iowa's wetland restoration goal is to reestablish wetland ecosystems- Restoration activities typically include tile breaks, ditch plugs, shallow excavations, water control structures, and seedings of native grasses and forhs. Under WRP, administered by the NRCS, landowners can restore wetlands through permanent easements, a 30 -year easement, or by restoring the land under a res- toration cost share agreement. For more information on WRP visit: http://www.nrcs.usda.gov/programs/ wrplstateslia.html. Environmental. Quality Incentives Program (EQIP) - EQIP is a voluntary conservation program of the United States. Department of Agriculture (USDA) Natural Resources Conservation Service (NR(:S) that promotes agricultural production and environmental quality. This program is available to farmers and offers financial and technical assistance to install or imple- ment structural and management practices on eligible agricultural land. Applicationsfor I:QIP can he made at local NAGS offices. `Ilse EQTP application is based on decisions reached with producers during the conservation planning process. EQIP applications are prioritized forfundi ng using a state or locally developed ranking worksheet that generally considers cost - effectiveness, resources to be treated, meeting national EQIP priorities. compli- ance with federal, state or tribal environmental regula- tions or reducing the need for future regulations and, to a degree, the location of the contract. Funded EQlp applications result in a contract which lists the prac- tices to be applied along with an application schedule and federal funds committed. Conservation practices applied with EQIP funds are to be maintained for the service life of the practice, which may be longer than the term of tbe r.QTP contract, The rrainirnurn contract length is one year after the implementation of the last scheduled practice with a maximum length of ten years. The implemented practices are subject to NRCS technical standards. Farmers may elect to use NRCS or a'technical Service Provider for PQTP technical. as- sistance. For more information on EQTP, visit: http: /l www.ia.nrcs.usda.gov/programs/stateeqip.html Mississippi River Basin Initiative (IVIRBI) - To im- prove the health of the Mississippi River Basin, includ- ing water quality and wildlife habitat, the NRCS is developing the Mississippi River Basin Healthy Water- sheds Initiative.'Ihrough.this new Initiative, NRCS and its partners will help producers in selected watersheds in the Mississippi River Basin voluntarily implement conservation practices that avoid, control, and Trap nutrient runoff, improve wildlife habitat, and maintain agricultural productivity. Thew: improvements will' be accomplished through a conservation systems approach to manage and opti- mize nitrogen and phosphorous within fields to mini- mize runoff and reduce downstream nutrient loading. NRCS will provide producers assistance with a system of practices that will control soil erosion, improve soil quality, and provide wildlife habitat while managing runoff and drainage water for improved water quality. The Initiative will build on the past efforts of produc- ers, NRCS, partners, and other State and Federal agen- cies in the 12 -State Initiative area to address nutrient loading in the Mississippi River Basin. .Nutrient load- ing contributes to both local water quality problems and the hyporic zone in the Gulf of Mexico. The 12 participating States are Arkansas, Kentucky, Illinois, Indiana, Iowa, Louisiana, Minnesota, Mississippi, Mis- souri, Ohio, Tennessee, and Wisconsin. NRCS will offer this Initiative in Fiscal Year 2010 through 2013, dedicating atleast $80 million in each year: 'this is in addition to the agency's regular pro- gram funding in the 12 Initiative States and funding Agriculture and Natural Resources by other Federal agencies, Stales and partners and the contributions of producers. For more information on M12B1 please visit: http://www.ia.nrcs.usdagov/pro- grams/M11131.html. Wildlife Habitat Incentive Program (WHIP) - WTIIP provides cost -shah reimbursement for wildlife habitat practices. A portion of Iowa's WHIP allocation will be set askle for woodland wildlife habitat improvement. WTIIP will also cost -share on wildlife practices that improve grasslands, riparian corridors, shelterbelts, windbreaks, native prairie restoration, and aquatic habitat. For more information en WHIP visit: http: // www.b.nrcs.usda.gov/prograins/whip.html. Summary Dubuque County has a diversified landscape, consist- ing of rolling hills and impressive bluffs, as well as high quality agricultural land composed of row crops and pasture ground. Both air quality and water qual- ity vary across the region and are continually being monitored to improve conditions. Several different conservation programs are available through the Natu- ral Resource Conservation Service and the Dubuque Sail and Water Conservation District to assist both cities and landowners installing conservation practices on the ground. Wildlife opportunities are abundant in Dubuque County and offer a diverse set of flora and fauna opportunities that thrive in our landscape. Preserving and restoring Dubuque. County's landscape., air quality, water quality, and wildlife, while protecting our agricultural ]and, is an integral part of our region's natural resources. 129 Goals and Objectives 1. To encourage the creation of a sustainable envi- ronment that successfully balances urban g rowth and development with ecological constraints. 1,1, .P.ncourage expansion and recruitment of environmentally conscious businesses. 1.2. Encourage existing businesses to incorporate suslainability efforts into their operations. 1.3. Maintain and plan for biodiverse green space as development and public improvements occur. 1.4. Identify, preserve, and promote linkages or connections of open/green spaces. 1.5, Promote programs and enforce ordinances I.IIaI zninirn ire soil erosion, 1.6. Promote outdoor lighting practices that minimize light pollution. 1.7. .Encourage existing businesses and residential subdivisions to add retention basins and /or on -site infiltration systems to further control flooding and runoff. 1.8. Promote appropria(e lifestyles and infrastruc- ture changesto reduce causes and impacts of global and local climate change. 1.9. identify and plan for future locations for active and passive park and recreation meas that protect natural places that are unique to Dubuque County. 1.10. Develop more recreational trails around natural and wetland areas to preserve and utilize these .areas. 1.11, Encourage active, physical mobility (hike, walk, mass transit) to areas of daily living. 1.12. Create and maintain urban forest inventories and plan for planting of diverse native species of trees throughout the county. 2. To promote the protection, preservation, and enhancement of the region's bluffs, prairies, wetlands, waterways, scenic views, vegetation, wildlife, and all natural areas. 2.1. Prevent the degradation of environmentally sensitive natural resources such as stream hanks, flood plains, steep slopes, slide pmnc areas, natural forests, wildlife habitat, areas containing shallow soils, karst areas, and en- dangered plants and animals. 2.2. Promote identification, restoration, and pro- tection of rare, native, and sensitive habitat (including prairies and woodlands), and areas that contribute to the natural character of the region with concern to the evolving under- standing of expertise in current management techniques. 2.3. 'Encourage protection and restoration of sensi- tive areas as development and redevelopment occurs, including along the riverfront bluffs, 2.4. Encourage environmentally appropriate public use of, and access to, the region's hies, wet• lands, and waterways. 2.5. Partner with community groups to demon- strate and educate the community on best management practices for sustainable design. 2.6. Encourage reduction of non - native, invasive plant and animalspecies and maintain an ap- propriate balance of native species. 2.7. Promote preservation of private and public lands whichcontribute to the area's natural character, through connecting green' bells, wildlife refuges, or passive recreational areas. 2.8. Encourage owners of land which contains environmentally sensitive natural resources or contributes to the natural character of the region, to preserve these areas by conserva- tion easement, lease, deed restriction, or other formal method. 2.9. Obtain conservation easeinenls for the pres- ervation of agricultural land near the Missis- sippi River, such as the Farmland Protection Program available through the U.S. Dept, of Agriculture. 3. lib recognize agricultural land outside the urban fringe areas as an important natural resource. of the region, and to preserve agriculturalsoils that have Historically exhibited high crop yields and arc considered most suitable for agricultural production. 3.1. Discourage development &productive ag- ricultural soils by nonfarm uses in the non- fri nge areas. 3.2. Research the possibility of using the J,and Evaluation and Site Assessment (LESA) system and a Corn Suitability Rating of 45 to be ap- plied by the County for the preservation .of ag- 130 ricultural land areas designated on the Future Land Use Development Map on sites proposed for non -farm development. 3.3. Consider other factors besides Corn Suit - abi I i ty Rating to determine whether agricul- tural land preservation is appropriate; such as physical characteristics and topography of the properly, location of the property and the compatibility of surrounding land uses, Land Capability Classification, and historic yields per acre of the property. 3.4. Support economic development efforts to diversity the faun. economy through "value added" products, organic farming, and alter- native crops and livestock. 4. Encourage farming techniques and soil conser- vation practices that will protect and conserve top soil and prevent degradation of water re- SOnreeS. 4.1. Encourage landowners to work with the Natu- ral Resource Conservation Service (NRCS) and the Dubuque Soil and Water Conserva- I ion District (SWCD) to install conservation practices that protect soil loss and water qual- ity. 4.2. Educate and Inform landowners oI'bolh federal and state cost -share programs, which provide incentives for landowners to enroll in conservation programs and implement con- servation practices. 4.3. Support the Dubuque Soil and Water Conser- vation District Commissioners by partnering on watershed projects and /or conservation practices throughout the cam man ity. 4.4. promote the protection &wetlands, and/or sensitive areas, which play a crucial role in our local and global ecosystem. 43. Encourage landowners to leave adequate buf- fers between agricultural land and waterways. 4.6. Encourage landowners to not fragment land, but rather leave fencerows, timber arras, and riparian areas for wildlife and waterway pro- tection. 3. To minimize the conflicts between agriculture and non -farm rural development. 5.1. Discourage non -farm uses from locating out- side of urban areas, or /unit such uses to areas dial are appropriate for the development, arc Agriculture and Natural Resources ]cast disruptive to the area's natural character, and are designed to blend with the area's natu- ral character as much as possible. 5.2. Provide appropriate environmentally sensitive transition areas between agrarian or natural areas and developing areas. 5.3. Discourage non -Farm development in agricul- tural areas.that may hinder efficient farming practices, agricultural operations, and the abil- ity of the agricultural community to maintain and expand agriculture activity. 5.4. Permit agricultural scrvices,'businesses, and industries that serve the local agricultural community in rural areas if compatible with adjacent uses, and.located along a road that is adequate to support projected traffic demand. 6. To promote conservation practices that result in responsible use of non- renewable natural re- sources. 6.1. Consider the potential for open space in any actions relative to ]and use. 6.2. Promote awareness and use of alternate, re• ncwable resources. 6.3. Remove barriers IV, explore incentives for, and encourage green building and landscaping principles. 6.4. Promote programs to improve energy effi- ciency. 63. Promote planting and preserving trees to reduce energy use. 6.6. Promote walking, mass transit use, and cycling through infrastructure development to reduce energy consumption and to improve citizen and community health. 6.7. Encourage public organizations lo lead by example by purchasing and using energy and fuel efficient vehicles. 7. To educate.citizens about environmental issues affecting their lives and their community. 7.1. Partner with educational institutions and me- dia to report status of environmental indica- tors trends to the community. 7.2. Encourage ongoing environmental educa- tion programs for people of all ages, including but not limited to the human health effects of cnvimnmcntal issues and problems. 131 7.3. Encourage coordination of community or gunizations concerned with environmental issues and local ecosystems. 8. TO protect and preserve existing water and air quality and ensure that fiture water and air qual- ity is safeguarded - 8.1. Identify and develop potential controlling measures to safeguard existing and future water and air quality. 8.2. Ensure that all new development meets the applicable standards for water and air qual- itycontrols arid investigate improvements to standardswhen necessary, 8.3. Protect, control, and maiinlain water distribu- tion systems to preserve. water quality and meet or exceed stale and federal mandates. 8.4. Promote ground water protection and ad- equate water quality and quantity of our streams and rivers by.expanded infiltration. 9. To assure appropriate control, collection, dis- posal, and per capita reduction of stormwatcr, wastewater, solid wastes, and household hazard- ous wastes. 9.1. Promote reduction and proper disposal of business and household hazardous waste, including purchasing alternatives. 9.2. Promote reduction, proper collection, and disposal of solid wastes in accordance with environmental and aesthetic standards. 9.3, Prevent toxic waste discharge into the waste- water treatment system andlor the environ- ment through education, monitoring, and .enforcement. 9:4. Support the Dubuque Metropolitan Area Solid Waste Agency's various materials diversion programs. 9.5. Promote a safe and sanitary environment along streets, alleys, and other properties. 9.6. Pmmote implementation of best management practices in the collection and disposal of stormwater and wastewater. 9.7. Encourage natural infiltration from rainfall and snow melt to replenish groundwater and recharge springs and aquifers. l0. To promote residential and business programs that reduce, reuse, recycle, and safely dispose of the community's discard stream. 10.1. Expand recycling efforts through increased participation and new materials, e.g. elec- tronics. 102. Promote use of recycled content products, e.g. compost and enviroiunentally preferable purchasing. 10.3. Expand food scrap and backyard composting options and awareness. 10.4. Educate the community concerning recycling and other materials management and solid waste m in im ization methods. 10.5. Promote reuse of csisling buildings, decon- struction and alternative uses rather than dis- posal for cons l ru ct i onlde m of i l ion materials. 11. To promote community dean -up and beautitiaa Lion efforts through public and private partner - ships. 1 1. I. Educate thepublic on litter prevention and illegal dumping and enforce existing laws. 1].2. Encourage clean -up, beautification, and land- scaping for the public, private, andbusiness sectors, i.c. parkland, roadway, and shoreline adoption programs. 11.3. Encourage plantings of native species con- ducive to urban native wildlife, i.e. birds and butterflies. 11.4. Encourage community and neighborhood clean up and beautification efforts. 11.5. Encourage balancing the advertising and identification needs of businesses, industries, institutions, and organizations with on- premise and off'• premise sign regulal ions Ihal protect scenic vistas, minimize sign clu1ler, and. are consistent with local, stale, and fed- eral sign regulations. 12. lb meet or exceed all federal, state, and local regulations for environmental quality. 12.1. Crain knowledge of and promote compliance with regulations. 12.2. Support federal and state calilics in their monitoring and enforcement of their regula- tions. 12.3. .Enforce laws on illegal dumping and littering. 132 +4 y1 - qB6 SEII am Water Conservation Oistrkt - 4 Chapter10 Mitigation is defined as taking sustained actions to reduce or eliminate the long-term risks to people and property from hazards. An effective hazard mitigation strategy must permeate all aspects of a community. The goal of this chapter is to help communities exceed federal hazard mitigation planning requirements by integrating hazard mitigation into all aspects of load government operations including: • '[vision and goal setting. • Zoning, subdivision, and building codes. • Reviewing and preparing development agree- ments, redevelopment plans, and site review. • Capital budgeting. 'lb achieve this goal, commun i t ics will need to ensure that all public and private stakeholders, including those outside of the public safety field, arc actively engaged in the hazard mitigation process. Emergency manag- ers, elected officials, city managers, planning commis- sion members, public works employees, transportation planners and engineers, (;TS managers, environmental professionals, parks and recreation officials, and eco- nomic development directors should all be educated on hazard mitigation issues and be actively engaged in. the planning process. 'lhe challenge for those de- veloping hazard mitigation plans is to synthesize the information from these groups, put it into a plan, and outline a pall) to implementation. FEMA As part of the US Department of 1- Tnmeland Security, the Eederal.Emergcncy Management Agency (iFEMA) oversees and coordinates the response to disasters that go beyond the capacity of state and local governments. FEMA's mission is to support our citizens and first responders to ensure that as a nation we work together to build, sustain, and improve our capability Co pre- pare for, protect against, respond to, recover fmm, and mitigate all hazards. Iowa HomelandSecurity and Emergency Man- agement Division 'Ike Iowa Homeland Security and Emergency Manage- ment Division (HSI•MI)) coordinates hazard miti- gation and preparedness activities on the state level. TISEMT) was created in 1965 as the Slate Civil Defense Agency, hollowing the September 17th terrorist: at- tacks, the HSEMD's mission was expanded to include 1owas homeland security efforts. HtSBMD provides technical assistance, training, exercise facilitation, communications and other support necessary for es- 133 tablishing and maintaining local capabilil ies. I-ISEMD ensures consistency and compliance with various fed- eral and state requirements and regulations. Dubuque County Emergency Management Agency Local emergency management in Iowa is structured as a commission forna of government established in chapter 29 C of Iowa Code. County emergency man.. agement commissions are composed of a member of the board of supervisors or its appointed representa- tive, the sheriff or the sheriff's representative, and the mayor or the mayor's representative from each city within the county The emergency management. com. mission establishes the agency and hires an emergency management coordinator who is responsible for the development of the countywide emergency operations plan, coordination of emergency planning activities, and. prmsiding technical assistance to connnunities throughout the county The emergency management coordinator is also responsible for establishing local mutual aid arrangements, and coordinates with Iowa Tiomeland Security and Emergency Management to ensure the emergency management and response agen- cies have adequately planned and are well equipped, trained, and exercised. Emergency management commissions are responsible for 11 specific: responsibilities. They are: • Hazard analysis and risk assessment • Resource management • Planning • Direction, control and coordination • Damage assessment • Communication and warning • Operations and procedures • Training • Exercises • Public education and information • Agency administration. County emergency management agencies are respon- sible for developing countywide emergency operations plans. The plans include three parts: an operations plan, a mitigation plan, and d recovery plan. the op- erations plan assigns responsibilities to organizations and individuals for carrying out specific.aclions at pro- jected times or places during an emergency or disaster. The mitigation plan establishes interim and long -term strategies to eliminate hazards or reduce their impact. The recovery plan identifies the short -term and long- term strategic priorities, processes, vital resources, and acceplablctimc frames and procedures for restoration, Emergency Management Plans The Dubuque County Emergency Management Agen- cy (EMA) is the primary emergency planning entity in the County, but state and federal law requires that other agencies also prepare for emergency situations. Police departments, fire departments, airports, and Figure 10.1- Emergency Management Plans and.Res unable Agencies Plan Agency Dubuque Severe Weather Plan Dubu ue Count EMA Dubuque County Emergency Operations Center Plan Dubuque County EMA Dubuque County Comprehensive Emergency Man - a 'eanent Plan Dubuquc.County EMA Dubuque County Mass Casualty / Mass Fatality Plan Dubuque County EMA Sr DubuqucCounty Medical Examiner's Office Dubuque County Public Health Preparedness Plan Dubuque County Public Health City of Dubuque Evacuation Plan City of Dubuque Police Department Traffic Incident Management Plan Dubuque CountyMulti- DisciplinarySafcly Team Dubuque Police Department Dubuque County Winter Storm Plan Dubuque CountyEngineer. 134 1 Hazard Mitigation Figure 1041- EmergencyMauagernent Plans and Responsible Agencies Plan Agency Multiple Fatality Plan Medical Examiner's Office Dubuque County Multi Jurisdictional Hazard Ivlitiga- tion Plan Dubuque County EMA Biological /Chemical'lhreat Agent (EC1'A) Protocol Dubuque Fire Departtnenl Hamm Team Iowa Emergency Alert System Plan Tema Homeland Security & National Weal her Service Dubuque Regional Airport Emergency Plan Airport Operations Source: Dubuque County Rrn ergency Management Agency publiclzcalth officials produce emergency plans. Fig- ure Uhl includes a list of the emergency management plans that are currently active in Dubuque County and the agencies responsible for producing the plans. Cycle of Emergency Management Mitigation is one of four phases in the cycle of emer- gency management, The four phases are interdepen- dent, with each phase contributing to better perfor- mance in the next one. "Understanding of the cyclical pattern of disasters can help shape community aware- ness that hazards are always present, that the next di- saster is a natter of time, and that mitigation planned and implemented during the lull between events can Figure 10.2 - The Cycle of Emergency Management r Preparedness Source; FEMA Response Mitigation Recovery pay serious dividends in reducing future death and destructions' Figure 10.2 illustrates the cycle ofemer- gcncy management, Mitigation. This phase includes any activities that pre- vent an emergency and reduce the likelihood of occur- rence, or reduce the damaging eilects of unavoklable hazards. Tvtitig'ation activities should be considered long before an emergency. Preparedness. This phase includes preparations made to save lives and to help response and rescue opera. tions. Evacuation plans, stocking food and water, and holding disaster drills are examples of preparedness. Preparedness activities take place before an emergency occurs. Response. This phase includes actions taken to save lives and prevent further property damage in an erner- gencysituation, Maing, the response phase, prepared- ness plans are put into action- 'The response phase includes the mobilization of necessary emergency services and first responders to the disaster area..Rc- sponse activities take place during an emergency. Recovery. This phase includes actions Taken to return to a normal or an CVean safer situation follow' rig an emergency. Recovery efforts are primarily concerned with actions that involve rebuilding destroyed prop- erty, re-employment, and the repair of other essential infrastructure. Recovery activities lake place after an emergency. 1 Schwab, James C. 1 I Ia'raa rd M it igal ton: ! nlegml ing liest Practices inte Planning' American Planning Association- May 2010. 135 Dubuque County Multi - Jurisdictional Hazard Mitigation Plan Ile Dubuque County Multi. Jurisdictional Hazard Mitigation Plan (MJTJMP) provides the basic ITazard Mitigation strategy for all municipalities in Dubuque County. In the past, each incorporated city and county in Iowa was required to complete their own hazard mitigation plan, but regulations were recently changed requiring that all municipalities within a•county be included in a multi-jurisdictional plan. The Disaster Mitigation Act of 2000 requires all local governments to assess their risks to natural hazards and identify actions that can be taken in advance to reduce future losses. The law requires all local govern- ments and districts to have an approved Multi- Hazard Mitigation Plan to be eligible for federal disaster assis• tancc and hazard mitigation funding programs. To assist Dubuque County in the preparation of the mitigation plan, HSEMD awarded a contract to Dubuque County who in turn contracted with East Central Intergovernmental Association (ECM). RCTA's role was to assist Dubuque County with the comple- tion of a FEM A- approved multt- jurisdictional lo- cal hazard mitigation plan. The Dubuque County MJHMY was last updated in 2012. Analysis Hazards and Risks The primary purpose of the MJIIMP is to identity hazards, analyze the risk associated with each hazard, and estimate the community's vulnerability to each hazard. Hazards are ranked using the Hazard Risk Analysis Banking system. 'lhe system awards a score of 1 -4 for each of the following categories: Histori- cal Occurrence., Probability, Vulnerability, Maximum Geographic Extent, Severity, and Speed of Onset. The scores are summed and hazards are ranked based on their total score, which can range between 6 and 24. Hazard rankings are done in two groups, countywide hazards and community specific hazards. Figure 10.3 shows the results of the countywide ranking. Figure 10.3 - Hazard Analysis Risk Assessment Results For Countywide Hazards Hazard Total Score Rank Severe Winter :Storm 21 1 Windstorm 18 2 Thunderstorm .& Lightning 17 3 Extreme Heat 15 4 Tornado 15 5 Hailstorm 15 6 Drought 14 7 Grass or Wild Land fires 9 8 Once each of the eight identified cut ntywidc hazards have been assessed, scored, and ranked, the eight hazards are prioritized into one of three categories to provide guidance in the establishment of goals, ob- jectives,. Timetables and mitigation alternatives. The Priority Group 1 T Tazards am candidates for immediate focus in the emergency plan because of their high risk. .Priority Group 2 hazards are those that have a known risk, but their focus in the plan will have mitigation activities in the next 1. 3 years. Those noted in Priority Group 3 have an acceptable level of risk and will not be addressed further- No action items were formulated to address Group 3 hazards. Countywide Hazard Priori- ties are listed in Figure 10.4. Figure 10.4- Hazard Priority Lists for Countywide Hazards Priority Group 1 Priority Group 2 Priority Group 3 Severe Winter Storm Hailstone Drought Windstorm Grass or Wild Land Fire - - Thunderstorm & Lightning Extreme Heat Tornado 136 Hazard Mitigaf t Figure 10.5 - Hazard Analysis Risk Assessments Results for Community Specific Hazards City Dam Failure Flash Flood Landslide Levee Failure River Flood Sinkholes Uninc. Co. UNL 19 10 UNi. 13 9 Asbury UNi. 9 UNL UNL UNI. UNi. Balltowii UN[. UNI, UNL UNL UNL UNI, Bankston UNL 12 UNI. UNL UNL 10 Bernard UNL 15 UN[. UNT. UNL UNL Cascade UNL 13 UNI. 19 ] 0 UNI. Centralia UNL 10 UNL UNI. [TN[. UNT. Dubuque 9 17 11 15 16 9 Durango UNI. 24 UNL UNL 24 UNL Dyersville UNL 20 UN[. UNL 18 UNL Epworth UNL 17 UNi. UNI, UNL 12 Farley UNL 16 UN[. UN[. UNL UNL Graf UNL 16 UNI. UN[. UN[. UNL Holy Cross UNL, UNL UNL UNL UN[. UNi. Luxemburg [TN[. 15 UNL UNL UNI. UNi. New Vienna UNT. 14 UNL UNL 6 UNi. l'eosta UN[. 19 UNL UNL UNL UNL Rickardsville UNL 13 UNT. UNL UNL UNL Sageville UNL 24 UNi. UN[. 24 UNL Sherrill UNL 14 UNL UNT. UNT. UNL Worthington UNL 13 UNL UNT. 20 UNL Zwingle UNL UNL UNL UNI. LINT. UNL UM.- Unlikely to Occur Each participating jurisdiction independently ranked the six hazards that are considered lo vary from city to city. 'the six community specific hazards are: clam failure, flash flood, landslide, levee failure, river flood and sinkholes. In Figure 10.5, the six hazards are iden- tified with 1 heir risk analysis score on a scale of 6 - 24, or with a [TN[. for unlikely to occur. Sonrecities found that their risk is only to county -wide hazards and not to the six hazards considered to he site- specific. The hazards were ranked as either "unlikely to occur" (LINT,) or given numerical scores using the Hazard Risk Analysis Ranking system. Hazard Descriptions The following section contains a brief description of severe winter storms, flooding, and severe storms. 'these three hazards were ranked high in the county- wide and community specific Hazard Analysis Risk Assessment. The Dubuque County MJHMP contains a more detailed description of each hazard. Severe Winter Storm Overall vulnerability to severe winter storms relative to other hazards is considered high, with significant potential impact to the general population and /or built environment and signific-ant exposure of assets. Win- ter storms typically involve snow and ice, occasionally accompanied by b igb winds, which can cause downed trees and power lines, power outages, accidents, and road closures. Transportation networks, communica- tions, and utilities infrastructure are the most vulner- able physical assets in the planning area and affect the jurisdiction equally. The most significant damage dur- ing winter storm events occurs when freezing rain and drizzle accumulates on utility poles and power lines, causing widespread power outages. During heavy snow and ice events, the threat to public safety is typically the gmatest concern. Lower income and elderly populations are more at risk In cases of 137 power outages during severe wi ntcr storms. these storms also impact the local economy by disrupting •(ransportation, school and commercial activities. 'l' av- elcrs on roadways and highways in Dubuque County, particulariy along remote stretches of road, can be- come stranded, requiring search and rescue assistance and shelter provisions. Agriculture and livestock are also vulnerable lo extreme cold temperatures. and heavy snow, Buildings that have tree limbs hanging over them are more vulnerable to darnage by falling limbs, Utility power poles and Iinesare the critical facilities that are most vulnerable. Potential losses to the electric linc in- frastructure are difficult to quantify. Roads and bridges covered with ice make travel treacherous and slow emergency vehicles. Businesses experience losses as a result of closure during power outages. Schools also often must close. Winter Storm Mitigation and Preparedness .Although future residential or commercial buildings built to code should be able to withstand snow and ice loads from severe winter storms, the increased num- her of developments will place additional demands for utility infrastructure on l:he current systems. The MJHMP recommends investment in utility infrastruc- ture, including burial of electric utilities and the addi- tion of poles in areas prone to ice accumulation. Sonic communities in Dubuque County are now deploying GPS technology as part of their snow and ice removal strategy. GPS locators are placed in snow plow trucks and can be linked to the city's GIS system. The GPS improves efficiency of snow removal service, and helps keep employees safe by monitoring their location. These actions should decrease future losses. Flash and River Flooding Floods arc among tbe most frequent and costly natural disasters in terns of human hardship and economic loss. Eastern Iowa has experienced numerous flood events and loss of millions ordains in properly and crop damage over the past 25 years, there are several different types of potential flood events in Dubuque County including river and flash flooding. Flash flooding can best be characterized as an event occurring with little or no warning lime where water levels rise at. an extremely Iilst rate, Plash flood- ing results from intense rainfall over a brief period, sometimes combined with rapid snowmen, ice join release, frozen ground, saturated soil, or impermeable surfaces. Flooding caused by rivers, creeks and other tributar- ies overtopping their banks due to large amounts of precipitation, was also identified as being a risk to several' of the Dubuque County jurisdictions. Sum- mer floods result from above normal precipitation over an extended period of time and/or extremely heavy rainfall. Spring floods Typically result from the rapidly molting of snow and rain, River floods are typically forecast. well in advance, but in some cases, residents may have as little as 24 hours warning. Damages from river floods may include any properly as heavy rains of this magnitude create heavy ground saturation and commonly flood basements, Depending on the month and maturity of cops, they may cause significant crop damages as well. Historically, the Mississippi River has flooded the City of Dubuque's low -lying rivcrfront properties many times over the last 150 years. Since 1973, a 6.4 mile long earthen and concrete floodwall system has protected Dubuque from numerous Mississippi Rivet- flood events. 'those flood events include lour of the ten highest lood crests ever measured, includ- i ng Dubuque's second highest ever crest of 25.40 feet in 2001. On]y Dubuque's Chaplain Schmitt Island and Catfish Creek valley lie outside the protection of Dubuque's floodwall. See Maps 10.1 - 10.8 at the end of the chapter for flood risk maps for Dubuque County and individual cities. in July 2010, Dubuque County experienced severe flooding. 'lhe City of Durango reported heavy dowvn- pours, thunder and lightning. Water cane over U.S. 52 and the worst conic from the north, from the area of the City of Sherrill and "raged" down U.S, 52, As water came over the highway, it poured into doors and into homes. 'twelve homes in Durango were impacted, and several are considering FEMA buyouts. The City of Dyersville has a long history of dealing with flash and river flood events. In 2009, the City of Dyersville was awarded $3,336,800 through the Haz- ard Mitigation Grant Program which has provided the City with the funding to acquire 27 properties that have severe flood damage. To date, 11 of the properties 138 have been acquired and the process continues. in 2009 the City was also awarded a Community Develop- ment Black Grant in the amount of $1,100,000 for the acquisition of an addilianal 10 properties. That process also continues and is expected to be cornpleled by Fall 2012. Flooding Mitigation and Preparedness Communities can help reduce flooding by implement- ing Low impact Development (I.ID) techniques. LID techniques focus on maintaining prcdeveloprnenl hy- drologic conditions by managing runoff at the source using uniformly distributed stommater management facilities. instead of conveying and treatingstormwa- ter in large facilities located at the bottom of drainage areas, LID addressesstormwal+er through small, cost effective landscape features located at the lot level, Ex- amples of LID techniques 'include limiting impervious surfaces and avoiding sensitive areas. For more infor- mation on LTD sec the Watershed Planning chapter. Communities can also help mitigate flood damage by limiting development in the floodplain. The risk of flooding to future development in Dubuque County should be minimized by the floodplain management programs in the region. Many Dubuque County com- munities have chosen to participate in the National Flood Insurance Program (NFTP), Communities across the United States participate in the NFiP by adopting and enforcing floodplain management ordi- nances to reduce future flood damage..[n exchange, the NPIP makes federally backed flood insurance available to homeowners, renters, and business owners in these communities. Flood risk can he further reduced by strengthening floodpiain ordinances beyond minimum NFIP requirements. Other mitigation actions include elevation ofstruc- tures in the hazard path; acquisition of structures in the hazard path; raising, grading, or resurfacing roads, reinforcing culverts to counteract washouts; and adding life stations. Some communities in Dubuque County have portable Hescobarriers that are filled with sandand can be deployed to protect property and vital infrastructure during a flood. Severe Storms Thunderstorms, lightning, tornado, hailstorms, and windstorms are relativelycommon in Iowa, including Hazard Mitigation Dubuque County, particularly in the spring and sum- mer. All areas of Dubuque County are vulnerable to severe storms. Most severe stones cause little damage, but some can he life threatening and cause extensive damage to buildings, trees, utilities, and crops. Tor- nadoes are relatively common in Iowa, including Dubuque County, particularly in spring and summer. The potential for tornadoes to occur is county -wide. Iowa has higher rate of tornadoes per square mile than any olher state. Lightning can cause damage to electronic equipment located inside buildings. Com- munications equipment and. warni ng transmitters and receivers could be knocked out by lightning strikes. Hail can cause significant damage to buildings, utili- ties, and Crops. Severe Storm Mitigation and Preparedness Severe storms affect the entire planning region, includ- ing all above ground structures and utilities. Future development projects should consider severe storm hazards at the planning, engineering and architectural design stage with the goal of reducing vulnerability. Many Dubuque County communities already have development and building codes that address severe storm mitigation. Storm warning systems are effective method to prepare for severe storms. Warning systems can be as simple as encouraging citizens to purchase NOAA weather radios, but can also include television audio and video overrides as well as outdoor warning sirens. Any warning system should have a plan for how and when it is used and how it is maintained and tested. Man -made Disasters Man -made disasters result from hazards that have an element of human intent, negligence, or error; or involve the failure of a man -made system. Examples of man -made hazards include technological hazards such as structural collapse, industrial hazards, hazardous material spill, and power outage. Man -made hazards can also be caused by societal problems that result in war, Terrorism, and rioting. Transportation is also a source of man -made bawds. Aviation, rail, and road disasters can result in loss of life, properly damage, and long term impacts on mobility within a region. In Dubuque County transportation represents a po- tential man -made hazard. US highways 20, 52, 61, and 151 and the CN and CP railways are important region 139 al commerce mutes that can also pose some risk for accidents that produce chemical spills, fire, and explo- sions. 'Ihe highways also represent important evacua- tion routes that need to remain open during an emer- gency, The region also has many bridges. The heavily traveled US 61/151 bridge and the Julien Dubuque. Bridge need to be inspected and maintained regu- larly. Other potential nran.intule hazards in Dubuque County include levee failure, industrial accidents, and 6 res. Man -made Disaster Mitigation and Preparedness Mitigation and preparedness activities or man -made disasters can /Tiller based on the type of disaster. Many roan -made disasters, such as the 2007 I -35W bridge collapse in Minneapolis, are the result of flaws in design, maintenance, and construction without any assistance front the natural environment. The best strategy to prevent these types of disasters is to make infrastructure inspection and maintenance a top com- munity priority. Communities can do this by includ- ing projects recommended in hazard mitigation plans in their capital improvement plans. if the infrastruc- ture is not under the community's direct control, the community will need to work with other government agencies, such as the Iowa DOT, or private companies, such as gas pipeline operators, to ensure that proper inspection and maintenance are completed. In other cases, structures in normally good condition are pushed beyond their limits by unusual events, such as the railroad bridge collapse in Cedar Rapids during the flood of 2008. Regular inspection and mainte- nance can limit weaknesses and make structures more resilient to these events, but it is impossible to design a structure that will withstand every possible event. In these cases, it is important for communities to develop contingency plans so that the community can continue to function during a disaster. The Dubuque County Multi-Disdplinary Safety Team with local law enforce- ment and the City of Dubuque maintain local evacua- lion and incident managerrren( plans. 71re eVacualien plan lists primary evacuation mutes and secondary routes that are to be used if a primary route becomes impassible. The incident management manual outlines a program designed to aid agencies in rerouting traffic in the event of a road closure. Both plans should he reviewed and updated to keep the region prepared for a disaster. Information technology and communications systems are an important consideration for disaster prepared- ness. if a municipal building is destroyed or power is lost thousands of important documents and other data can be lost. Communities in Dubuque County can protect their information by locating facilities outside of the flood plain, installing battery backup systems and emergency generators, and using offsite storage. Good communications are important to emergency response especially during a disaster. Dispatch sys- (ems should be protected and redundant so service can remain on lint during a disaster. Communities should also work with nearby municipalities to ensure that their communications systems are compatible so communications can be Iaintained during emcrp,ency response. Implementation The goals, actions, and timelines will be discussed with di rections given by the Board of Supervisors, City Councils, Mayors, and School District Superintendents for inclusion of these mitigation measures into their budgets for implementation. The region will continue to include mitigation projects in capital improve- ments plans and comprehensive land use plans for implementation on a planned basis whenever feasible. Land use decisions will incorporate the findings of the MIHM Plan. Figure 10.6 includes a list of the top three hazard mitigation priorities for each community. A complete 1 ist of projects can he found in the Dubuque County MJHMR 140 Ha ?ard Mitigation Figure 10.6 - Top Hazard Mitigation Priorities Rank Mitigation Action Estimated Cost Completion Date Participating Jurisdictions 1 Continue to add needed infra- stntcturc to mitigate flood dam- age. Unknown Ongoing ALL 2 Train personnel as weather spot- tors. Staff Time :Ongoing ALL 3 I Maintain or consider NH? mem- be shi. as re • uircd. Develop Emergency Alert No- lilica[ion Systems for vulner- able unincorporaled areas of Dubuque County (le, text alert, email, voice recording, ctc.) to notify residents of pending/pos- sible disasters. Unknown Unknotsm Ongoing Long Term ALT. A UC /EMC, C:SO 2 Continue to enforce the Flood- plain Ordinances and monitor all construction activities that are located in or near a floodplain. $5,000 Ongoing UCfZoning 3 Maintain an evacuation plan as referenced out of the Compre- hensive Emergency Management Plan (CEMP). $1,000 .Ongoing UCIC:SO, EMC Continue to use CityNall as a ,torn shelter and to consider the building of a safe room in conjunction with any new city building projects for the safety ofcurrent and future Asbury citizens. \T!`. Ongoing Asbury /City Council 2 Continue to make the Fire Sta- Hon available as a shelter space to persons.in need on a temporary basis during periods of extreme heal. NA Ongoing Asbury /Piro Dept 3 Continue to keep all.scven backup generators in good repair and available. $J2,600 /yr Ongoing Asbury /Public Works 141 Figure 10,6 - Top Hazard Mitigation Priorities Rank 1. Mitigation Action install electrical distribution lines underground. Estimated Cost $0 Completion Date Ongoing Participating Jurisdictions Cascade /Public Works Director 2 Secure and place two new out.- door weather warning sirens to be strategically placed in the community. $38,000 Ongoing Casco de/Cily Adrninis- trator 3 Continue lo maintain and op -. crate current outdoor weather warnin • . . tem. $2.500 Ongoing Cascade/Public Works Director Dnl:nr 1 — $1,000, Anually Ongoing Dubuque/ EMA/ Public Works ] i:untinue to maintain and update City's severe weather plan and winter weather plan on an annual basis. 2 Continue to remove now and Ice from City streets, airport parking and City •owned parking lots. per the snow and ice control plans. $125 million annually Ongoing Dubuque/ Public Works/ Airport 3 1 Continue main tenon ce•rcview and enforcement of snow re- mrnal regulations and updating the ordinance regarding on- street parking following a snow event. $2,000/ Annu- ally Ongoing Dubuque/ Public Works/ Police/ Parking Projcct.Ran king Incomplete 2 3 1 Oversee completion of 2 storm water studies to examine con - cems in the northwest and south• west quadrants ofthc city. $30 -$40K Short Term Epworth/ i14ayor Lk (;ity- Clerk 2 implement mitigation actions recommended as result of storm water studies. Unknown 'Long Term P.pworth/ Mayor & City Council 3 Evaluate generator needs for mo• bility to service lift station. $9,000 :Short Term • Epworth/ Public Works 142 Hazard Mitigation Pigiu'e 10.6 - Top Hazard litigation Priorities Rank t NI itigation Action Upgrade city Morin sewer sys tem to prevent future residential, business and city infrastructure flood damage:. Estimated Cost $500,000 Completion Date Long Term Participating Jurisdictions Parley /Public Works 2 Protect WWraste Water Treatment Center from Flooding by devel- oping a retention /detention arca to the SW of the W W TP. Create a retention /detention area to the SE of the WWTP with a bypass storm water pipe. $100,000 Long Term Farley /public Works 3 Purchase and install a tornado warning siren in northeast sec- tion of city near school and ark $7,500 Short Term Farley /Mayor & CC $50,000 Sept. 2012 Peosta/PWICity Council i Provide storm drainage between Tennis Lane and Kapp Drive. 2 Continue to participate in the 28E Agreement with tire City of Peosta and Ccntralia/Pcosta Fire Department for fire protection. $U Ongoing Peosla /City Council /Fire Department 3 Install Knox .Boxes for all indns- trial and commercial buildings including schools. $5,000 Ongoing Peosta/City Council /lire Dept. 143 Goals and Objectives 1. Increase capabilities within Dubuque County entities to mitigate the effects of hazards by en- hancing existing or designing and adopting new policies that will reduce the damaging effects of hazards. 1,1. Reduce repetitive properly losses due to flood, wildfire, winter storms, and other hazards. 1.2. Protect critical facilities, infrastructure, and utility systems. 13. Encourage the incorporation of mitigation measures into repairs, redevelopment, and capital Improvement projects for governments, businesses, education institutions, and the public. L4. identify funding opportunities for future miti- gation measures. 2. Protect the most vulnerable populations, build- ings, and critical facilities within Dubuque Corutty through the implementation of cost ef- fective and teclmically feasible mitigation proj- ects. 2. L Educate property and business owners on affordable mitigation and preparedness mea- sures that can be taken to reduce property loss. 2.2.. Assure that vulnerable buildings and critical facilities within Dubuque County are iden- tified and cataloged, and that vulnerability assessments are completed for each identified facility. 2.3. .Assure that vulnerable populations such as the elderly, homeless, low income or those with limited English pmficicncy are included in educational programs regarding preparedness or mitigation. 2.4. Enhance the capabilities to collect, analyze, update, and exchange data and information to support risk assessment and mitigation needs. 3. Improve the level of responder, govenunent, business, and citizen awareness and prepared- ness for disaster. 3.1. Identify and develop needed training and exercises for targeted responder, government and citizen audiences. 3.2. Strengthen outreach and partnerships with the private sector, nonprofit organizations and the public. 3.3. Improve public understanding of hazards and risk by providing public awareness, prepared- ness, and mitigation information through vari.. ous channels of communication. 4. Develop programs to assure that response agen- cies, governments, educational institutions, and local businesses are able to operate during limes of disaster. 4.1. Promote the development of emergency response plans, including continuity of opera- tions plans, among local response agencies, governments, educational institutions and local businesses. 4.2. Provide education, training, and exercise op- portunities for local entilies to prepare for and test their ability to operate during times of disaster. 5. Coordinate a multi- jurisdictional approach to integrate hazard mitigation and land use plan- ning. 5.1. Create maps to identify hazardous areas. 5.2. Incorporate hazard mitigation into zoning, subdivision, and building codes where appli- cable. 5.3. Develop policies and ordinances to steer de- velopmenl away from hazardous areas. 5.4. Review land for potential hazards before sub- division approval. 53, Consider providing incentives for building in non - hazardous areas. 5.6. Preserve and enhance pmtectivc features of the natural environment including wetlands, vegetation on steep slopes, and other natural areas that promote ground water infiltration. 5.7. Retrofit buildings and facilities at risk in rede- veloping areas. 6. Coordinate future transportation plans with appropriate hazard mitigation plans including the Regional Evacuation Plan and the Incident Management Manual. 144 Hazard Mitigation 6.1. Prioritize which roads and bridges that shall remain passable during an emergency or evacuation. 6.2. Identify alternative routes ifprioritized roads and bridges become impassible. 63. Train all personnel in emergency response pmcedu res and protocols, and conduct annual refresher training. 64. Establish ongoing means of redundant com- munication with fire, sheriff, and police departments and the County Emergency Management Agency to ensure sharing of crime and security information arnongall concerned. 63. Work with public safety agencies including law enforcement, fire, emergency medical services, and emergency management regarding secu- rity and emergency preparedness plans. 6.6. Defi nc transit system's role in non - transit emergencies. 61. Review evacuation plans in the region, fbcus- ingon transit security plans. 145 Map 10.1- Dubuque County Flood Risk 109 (nu 11141411 • W M1* s0. M 1Rwar,. µ4,0..e ref awaits PY1•60Ltte'.. 14.110 0.0 ue IMAl to Ye gamma I DUBUQUE COUNTY SMART PLAN Dubuque County Flood Risk OM: OYwge Ray, 1012 FbaJ 1.Y0 Da, BI10.0FRY Mop 2113 AMVP.Y nd 1.11.10.001/ Flood Risk Highway Deslgnsdon f.111 %Amusl Chance ofIbodUO 243U.s.rI n,f 0A%Aynnl CMnrr. of Fk,Ylliou 010 Rbla HlaDCUy rloieded b/ Levee ® Calmly Roed Map 10.2 - City of Asbur Hood Riskk bUBUQUE COUNTY SMART PLAN City of Asbury Flood Risk Odn0ub naQUeAV»3 R:M MM nvvRM \IwM Vm {[Mli 11003.1•11N U.02 L Cay of Dubwoo 11m my %nal , IlluaIbr.Tan•n.� Winner lu,nn,uww. II* kin IJIM 1110A mil ItlY 1st 111.1 eryNrug/F i = Flood Risk RJghway DesIgc don mMnwsch tte cifloodsU Lf3 uz. I liak\rey ImJ a2 %Alnv.VI among Ruudiy 63)' RIlIA N19MM5P 11 Ibafly ROM N 1n tau %ems 1 146 10.3 - City of Cascade Flood Risk Hazard Mitigation 1. DUBUQUE COUNTY SMART PLAN aty of Cascade Flood Risk IIUU I>A n. cnny.oO ?..J.mACcoOs• 2012 I bMu.VIAI'rrnAnnaIt3 42012 tan.a..wdnrrCa airy Flood Risk MI MAMMA Char= 0? Flnndbg Illiie O25'MeuaCIAMFe of Nuud'wry 11.1nah.nowhew:ahu.....1 ..GULeaWA«flBMb uc Carnmdb. Highway Des gnatlon Siri a Highway F: Slate highway E Canty Road 11 n an aol )« Map 10.4 - Cily of Dubuque Flood Risk J. .nN V. t, .... n.0 F n Y In M AM41aF.\Yn• re That ) As 1,07.4.7% 1/040• N iw 1) *ARM AN, BM ft( tle tlnnNlA DUBUQUE COUNTY SMART PLAN Chy of Dubuque Flood Rlsk IInJ Mt a nJrryn, )nl W Mrn1Ar•ary20)r dm Masai 111: 1WAAIW Nw'Ya Uoper.“ ll. reran.) Flood Risk -F 1%Mnual Channa rA FI00111Ag ^1' 0.2%MnualCNnm of Mondial? P.Aknled Oylent Highway Des gnatlon �[ 3aV.£. tlghway Y,y' PUN Hah'ea/ IS Comb, Redd t N 005 g 2 O Mlle, 147 Map 10.5 -City of D ersvillc Flood Risk WM 111 DUBUQUE COUNTY SMART PLAN Flood Risk City T Dyersville Existing Land Use rIn warn, mam MP.wls.cewnD 1A'e IhN lolmisrWATI. n \ryAli MO rmvnlltVI& m•< -IAAMIAIIRI Mow ofnars ig Mt 0 2% Mnld Chance of flooding 1W rapid ndk,"1ndn. YHIYIUR i* Fu111nIl111111 fl* GLW RN MTnn1 <v«Ilnn{afM nnRy. 1 Higlnvay Des gnatlon .[al U.& Highway \ "Y RIDlc HgMVny Goodly Road Map 10.6 -City of Epworth Flood Risk r 1 a la. wog. nx Io be wN fx I RADUDN IHIco tF ndAne Pngq Foam a. mh. FRS. nlemlx Au �xnmdA' DUBUQUE COUNTY SMART PLAN Gty of Epwai Flood Risk wo: damn Onni mle I1,OyLhDmn:1nmatiI YnR MI> Rio 0.60 vicon an) Flood Risk - TA Annual planed IX Flooding 02 %Annual Chancedricodig Highway Designation U.& Hiutxl y Aft @4 FIRM HIOMMy Manly RORd o WM •Jee I.▪ S▪ W 148 Map 10.7 - City of Farley Flood Risk Hazard Mitigation 1\ DUBUQUE COUNTY SMART PLAN Cityof Farley Flood Risk P Al. wbw: tw:M nns M ulfAp nnf:MAARIM V.{[ MI) IN pt:ISOnutma P100d Risk _ laF Arn3I Chance of Hocdhg iW! 02 %AAnwl CIIeln80r FlwuinD Inn 1 Mall MI Nk,I..I1Rl IxIlvl mg ow Highway Designation 1 `L2`213 US. IIi,hnas YIV� slaw HIDhM) av COaaly Road a so on /boa Map 10.8 - City of Pcosta Flood Risk IMImfa Smltob•1NbnIwxa(a 02P3w. Fcc mune la MI: wi•.,4w< Mil b VA MAI CONBM llo mmuMll bUBUQUE COUNTY SMART PLAN City of Peosta Existing Land Use nl..on /a•mnNmu 1WSIAy wInMMIIlM R:i \91t MI•O/IINi /IRItM) Flood Risk Hpighway Do41g11atioo 1 %Annual Clancy W£luudnu taf3 108. Inptnwy D2N)AMmu$I Chowsorfnu111a 5� SIS nipimy y...1 County Need 11 149 Chapter 11 Dubuque County Watersheds are in a state of constant change. Land use changes, Agricultural fiirnri ng prac- tices, and urban development bas produced habitat alteration and a drastic increase in the rate and volume of stormwater inputs. Understanding the importance of land use plann ing, the impacts of infiltration based practices, and developing site specific boundaries of non -point source pollution within a watershed will lead to improvements in our local watersheds. Maps 11.1 11.8 al the end of the chapter show the Regions watershed boundaries. One of the goals of this plan is to work towards repairing the damage donete in- stream habitat and reduce the rate and volume of stormwater flow using infiltration based practices. The Hydrologic Cycle The hydrologic cycle, illustrated in Figure 11,1, is the movement of water from the atmosphere to the earth's surface. Water moves through one or more components of the cycle including evaporation, transpiration, runoff, precipitation, infiltration, percolation and its eventual return to the atmosphere. In an undeveloped arca, with natural ground cover such as fomst or meadow, a signifi- cant portion of precipitation infiltrates into the soil. 'this water is filtered and cooled as it travels unuiergroumd. Sonic infiltrated water is subsequently discharged into rivers and streams as baseilow. Baseflow provides Pli■ day' 11e r.:n a steady contribution of high quality water to lakes, streams and rivers. Other infiltrated water descends deeper underground to the water table and recharges aquifers. C ;rotmdwater recharge replenishes the supply of underground water that can be estt ratted for domestic use and irrigation. Another portion of precipitation is returned to the alnnosphere through a combination of evaporation and plant transpiration called evapotranspi- ration, Where there is natural ground cover, all of these processes together serve to minimize the percentage of precipitation that becomes runult, I he water that flows over that land surface into streams and other surface water bodies. Figure 11.1 -The hydrologic Cycle 2 "iur cwornaMn f f l li /S9IMPJI Svap.raa.n trim transphMl.e riven. f Nis, l Presqultallon Sill MiNWuit ' / Oteundwatar Adapted from: The Physical Environment; An Introduction to Physical Geography 150 Urbanization dramatically affects the hydrologic cycle by altering the relative percentage of precipitation that contributes to groundwater, evapotranspiration, and runoff relative to the natural ground rover, Specifi- cally, urbanization increases runof by decreasing the amount of water that infiltrates into the ground and is taken up and lranspirecl by plants. This is because water cannot infiltrate into, and plants cannot grow on. impervious surfaces such as pavement and rooftops, Figure 11.2 illustrates how watershed imperviousness affects the magnitude of each of the hydrologic cycle components. Increased stormwaker runoff not only decreases baseflow and groundwater recharge, but also increases the amount of water that runs off the surface, picking up and carrying pollutants to lakes, streams, rivers and wetlands. The increased surface runoff increases flooding frequency and seventy while the increased input of pollutants degrades water quality and aquatic habitat, Establishing countywide standards for the quantity and quality of water that runs off land under construction in urban and rural areas, including farms will play a crucial role in protecting our watersheds in Dubuque County. Providing flexibility in meeting those stan- dards, and recognizing the tmique characteristics of each project site, will be equal as important. Construction site erosion acid uncon- trolled stormwater runoff from land disturbing and land development activities have significant adverse ef- fects upon regional water resources including the health, safety, property and general welfare of the community, diminishing the public enjoyment and use of natural resources. Effective erosion control, sediment and storm - water management depends on proper planning, design, timely installation and continued maintenance of erosion contmi and stormwater management practices. Specifically, soil erosion and stormwater runoff can: • Carry sediment, nutrients, pathogens, organic matter, heavy metals, toxins and other pollutant: to regional lakes, streams and wetlands; Watershed Management • Diminish the capacity of water resources to support recreational and water supply uses and a natural diversity of plant and animal life; • Clog existing storm drainage systems, increas- ing maintenance problems and costs; • Cause bank and channel erosion; • Increase downstream flooding; • Reduce groundwater recharge, which may di- minish stream base flows and lower water levels in regional lakes, ponds and wetlands; • Contaminate drinking water supplies; • Increase risk of property damage and personal injury, and; • Cause damage to agricultural fields and crops Good storiwater management does not begin with site disturbance and construction. Decisions about lot layout, building density, location of public rights - of -way, protection of sensitive areas, and preservation of open space all have an impact on the quality and quantity of stormwater runoff. Figure 112 - hnpact of hnpervious Area on the Hydrologic Cycle !luxes 40% Evapo. taniwxlon 10ffi Runoff 25% Shalhw 29% OEwp InIRralbn NIRnRion NATURAL GROUND COVER fl EvnppoO. ta% ewpo innepkollon .20%rmr oil 21 %&hollow In010.11on 215: Dear. ltVIIYAYvB lO.20%1MPERVIOUS SURFACE SO% Erwo- Yalg)uwton 20%Runor, 55% Runoff 20% snxow ISV. now 10V. Shaken .5 %Deep Ililllraapn INilrauoa In1a(al1un klnkallal 39.60% IMPERVIOUS SURFACE 79-t00% IMPERVIOUS SURFACE Adapted, from Prince Georges County Department r f Rnvimnmentarnesaurces Programs and PIanning I)ivision, 1999, Low- impact Drveiopment Design Sfrat egies: An Integrated Design Approach. Department of Environmental .Resources, Prince Georges Couney, Maryland. 151 When using site - planning techniques to control stormwater, designers should keep Iocal zoning, land division and building codes in mind. Many communi- ties have adopted site design or land division criteria to serve a variety of landuse goals that may or may not directly relate to storrnwater runoff. Examples include: • Preserving neighborhood or rural character • Protecting specific natural or scenic resources • Promoting smooth traffic flow • Allowing for future land division • Ensuring adequate pedestrian, bicycle or emer- gency vehicle access Usually, such goals complement or reinforce good design for stormwater control. I iowever, in some cases, such as choosing between grid - pattern or cul -de -sac street layouts, the designer may need to strike a bal- ance between competing land use goals. For example, in a community seeking to promote traditional neigh- borhood design, engineered storrnwater basins may be preferable to a curvilinear street layout Many Techniques can be employed during the site planning and design stage of development to reduce the volume of runoff, thus reducing the need for struc- tural practices to store and treat storrnwater. Design and location of stable outlets for site runoff is also important to consider at this time, to avoid causing problems for downstream neighbors. Consider imple- menting the following techniques (which are listed in order of priority) and manage runoff as close to the source .as possible to minimize the volume of stormwa- Eer runoff. A. Identify and Avoid Sensitive Areas Local variations in topography, soil types, vegetation and hydrology cum have a significant influence on the nature and amountofstormwater runoff: The first step in site planning for stormwater management should be identification and mapping of areas that: • Contain features that could be adversely im- pacted by storrnwater runoff (such as wetlands. floodplains, lakes, streams, and shallow fractured bedrock); • in their natural stale, contribute to infiltration, soil and water retention, groundwater recharge or temperature control (such as highly pervi- ous soils, native grasslands, woodlands or hydric soils); . Provide natural drainage ways for surface water runoff (such as intermittent or perennial streams, natural or artificial drainage ways); or • Could be a source of sedimentation, channelized flow or erosion if disturbed (such as steep slopes or easily eroded soils). • Contain cultural resources, which are protected by-federal law. Cultural resources can be found at: http: / /www.ia.nres.usda.goc• /technical /cultur- alresources.html Ievelopment should be designed and construction operations plan ncd to avoid disturbi ng these areas wherever possible. Federal, state or local regulations protect some natural features, such as wetlands or navigable waterways, Changes in volume and direc- tion of storrnwater flow resulting from development or other storrnwater practices-shouId be carefully designed and controlled to avoid secondary impacts to natural areas. For example, increased runoff volume can erode.slreambeds and banks or damage natural wetlands without careful considerations rly in the planning process. Working around sensitive areas should be incorpo- rated as part of the preliminary design, which not only avoids these areas but also highlights them as natural amenities that add value to the development. These sensitive areas complement the functions and values provided by the countywide network of open space corridors. B. Minimize Impervious Surfaces Impervious surfaces are the primary source of runoff in both small and large storm events. IIence, the single most effective means of reducing runoffvolume is by minimizing the site's impervious surface area. 1. Preserve and Reproduce Pre - Development Hydrologic Conditions . Utilize natural drainage flow paths. Dubuque County strongly recommends the use of grass water- 152 ways, vegetated drainage channels and /or water quality swales along street right -ol -ways or back lots to chan- nel runoff without abrupt changes in the direction of Row. • Restore soil permeability Use practices such as deep tilling, chisel plowing and incorporating organic matter into the upper soil layer to restore soil inldtra- tion capacity on heavily disturbed sites. When soil is compacted, its capacity to infiltrate water is greatly diminished. On heavily disturbed sites where practices are used I:o restore soil permeability, the county may waive the requirement to lower the soil permeability class rating in hydrologic calcuiations. • Minimize directly connected impervious area. Any impervious surface that drains into a catch basin, area drain, or other conveyance struchu-e is a "directly con- nected impervious area (DCIA) °' impervious surfaces also increase the runoff'rate (reducing the runoff time of concentration) and runoff volume, which may cause higher peak flows downstream, and increase Flood and erosion potential. To minimize directly connected impervious areas, downspouts and driveways should be directed to pervious areas, where feasible. `this promotes infiltration and reduces the velocity of runoff water. Other strategies for'minimizing connected impervious area include directing sheet flow through vegetated areas and locating impervious areas so they drain to vegetated bulrersor other pervious areas. • Use biorelentioa and other practices to increase infiltration. Bioretcotion basins are engineered prac- tices that use natural processes, including microbial soil processes, infiltration, and evapotranspiration to improve stormwater quality. Rain gardens, often very attractive, are one .type of practice commonly designed for residential lots to soak up rainwater from roofs, driveways, and lawns. • Include green infrastructures. Developed areas may provide self - treatment orrunoff via the use of green infrastructures if properly designed and drained. Green infrastructures may consist of conserved natural spaces, large landscaped areas (including parks and lawns), grass /vegetated swales, and turf block paving areas. The infiltration and bio- treatment inherent to such areas maypmvidc the treatment control neces- sary- These areas therefore act as their own BMP, and no additional BMks to treat runoff should be required. Watershed Management 2. Site and Lot Vegetation • Predevelopment vegetation. Maintain as much prcdcvelopment vegetation as possible. Vegetation pre - venls erosion and absorbs wader and, therefore, reduces runoff volume. • Swales. Use shallow grassed roadside swales, bou- levards and sunken parking lot islands with check dams instead of curb and gutter storm drain systems Co handle runoff, wherever possible. • Natural buffers and drainage ways. Maintain natural buffers between development sites and water bodies. Butlers slow runoff, remove sediment and enhance infiltration. Natural depressions and channels should be maintained to slow, store, and infiltrate water. 3. Streets and Roads • Road length. Minimize subdivision roadway length by using a roadway layout with the least pavement length suitable for the site's topography and other plan- ing goals. • Road width. Work within local zoning require- ments and planned unit development provisions to minimize road width by narrowing road sections and/ or reducing on- street parking. On- street parking may be restrictedto one side of the street or eliminated altogether. Pavement and right of -way width must still meet minimum standards described in local land divi- sion and zoning ordinances, and should allow for safe vehicular travel and emergency vehicle access. • Design road patterns to match landforms. In roll- ing terrain, for example, local streets should branch from collector streets and end in short loops or cut -de- sacs, where consistent with other local ordinances and land use goals. Some local ordinances and plans seek to create traditional grid patterns or limit the use of cul -de -sacs to address traffic, neighborhood character or other design objectives. 4. Lot Layout • Rooftops. Reduce the impervious rooftop area by minimizing the building footprint of houses or utiliz- ing green roof technology. Use vertical space rather than horizontal house layouts. Sod or vegetative "green roofs" rather than conventional roofing materi- als. Driveways. Where permitted under local driveway. 153 zoning or land division ordinances, reduce impervi- ous driveway area by using shared driveways, limiting driveway width, using pervious pavement, and using reduced building setbacks. • Parkin; lots. For conunercial sites, reduce over. all impervious area by providing compact car spaces, eliminating excessive or unnecessary spaces, utilizing shared parking, minimizing stall dimensions, incor- poraling efficient parking lands, and using pervious materials in spillover parking areas. C. Low-Impact Development (LID) and Conserva- tion Subdivision Design Many or the practices and techniques discussed above are commonly referred to as low-impact design" or "conservation subdivision design': Both ]ow impact designs and conservation subdivisions have common goals: however, they have. different strategies in obtain ing that goal, Low Impact Development is a site design strategy with a goal of maintaining predevelopment hydrologic conditions by managing runoff at the source using uniformly distributed stormwater management facili- ties, instead of conveying and treating stormwater in large facilities located at the bottom of drainage areas, LID addresses stormwater thmugb small, cost - effective landscape features located at the lot level. '!he low - impact analysis and design approach focuses on the following hydrologic analysis and design components: E. Runoff curve number (RCN): Minimizing change in post - development hydrology by reducing impervi- ous areas and preserving more trees and meadows to reduce the storage requirements to maintain the pre. development runoff volume. if. Time of concentration (Tc): Maintaining the pre- development Tc in.order to minimize the increase of the peak runoff rate alter development by lengthening flow paths and reducing the length of the runoff con- veyance systems. iii. infiltration: Manage water quality volume through infiltration, iv. Retention: Providing permanent pool storage for volume and peak control, as well n wafer quality control, to maintain the same storage volume as the pre - development condition. v. Detention: Providing additional storage above per- manent pool levels, il'required, to maintain the same peak runoff rate and /or prevent flora rig for storm recurrence intervals? 5 -10 years. Conservation subdivision designs are characterised by cornmeal open space and clustered compact lots. Tine purpose of a conservation subdivision is to protect sensitive and valuable open space, habitat and other environmental resources while allowing for the maxi- mum number of residences under current community zoning and subdivision regulations. Figures 11.3, 11.4, and 11,5 compare a conventional subdivision layout with a subdivision incorporating conservation design practices. 154 Figure 11.3 - Conservation Design Subdivision Layout OM before development.) tall 00%s on tenon knn11 stone Wne /hemlock grove "'rosy gore (Identifying secondary conservation areas,) Watershed Management '1 Nclittc red• oatrans sSh Prep Identifying primary conservation areas. Identifying potential development areas. 155 Figure 1 t,4 - Conservation Design Subdivision Layout Continued ( Site with conservation design. Source: htfy: / /www. mass. gov/ envlr/ smaart4rowth _toulkit /pageshaod- did.htrI Figure 11.5 - Comparing Conventional and Conservalion Subdivisions. e , . Caa,ei& l ttIStn CAMEWAAISIISILIthiblal Source: Ordinance for a Conservation Subdivision, If WEX, Brian Ohm. During plan review, LID and conservation subdivision design and other practices may need to be evaluated lo ensure that the land division meets or exceeds subdivi- sion ordinance requirements or planned -unit develop- ment (PUD) approval procedures. Cost Considerations — Incorporating LID. Mien times. critics of conservation design and LTD practices raise concern over the high costs of incorpo- rating LID into subdivisions. What may seem Iike a simple question,. cat often be very difficult to analyze and has-several dimensions, making if. more of com- plex topic. it. is important to analyze the word "costs" by several dimensions: planning, design, capital costs, short -term vs. long -term maintenance, laud values, transportation surfaces, and environmental impacts. Figure 1 L6 is offered to help planners, engineers, reg- ulators, and developers compare the costs and benefits of LID with a more conventional land development approach. 156 -F till/r .; - .1r. 11,11.- sfl"i",flit?IIY Figure 11.6 - Qualitative Cost Comparison - How LID Practices Comp are with Convectional Practices LID Practice Design Costs Construction Costs Long -Term : Maintenance Costs Increased Land Values Decreased Environmental Impact Better Site Design 0 Cio 0 (; Better Local Roads * (y tp tt Bioretention /Itain Gardens (yam e © Infiltration /PermeablePavemcnts 110 •(1) O(1) 0 0 Stormwater planters iito if 401 Q 0 Vegetated Swaies 0 0 40 Vegetated Buffers 0 0 0 l 0 Cisterns /Rain Barrels ly7' ii 0 (i) a (Q Green Roofs • •(1) @ e co Key: Key: 0- LTD practice compares favorably with conventional approach (e.g., costs less) 0- LTD practice compares unfavorably with conventional approach (e.g., costs more) 0- Too close to determine, site conditions or other factors may affect cost (1) - Costs may be too close to call, or even favorable when all costs such as heating, cooling, roof replacement, irrigation, or additional downstream detention are considered. Source: Massachusetts State, Smart Growth /Smart Energy lbai'kit D. Watershed -Wide Planning for Stormwater Management The Dubuque County Manual, while focusing on plans and practices to meet the erosion control and storm- water needs of particular sites, encourages watershed- wide p]anning. ideally, stormwater management should be conducted as part of a watershed plan, in watershed -wide planning, communities can work together across municipal boundaries to identify potential locations for regional storrnwater treatmend facilities, and coordinate on -site basins and outlets to reduce the effect of combined peak discharges after storm events. they can also collectively identify areas where s(ormwuter treatment facilities should not be located, e.g, in hydric or alluvial soils, and target areas where they are preferred, e.g, deep sandy soi I, Such a collaborative approach may result in significant cost savings from economies of scale and shared responsi- bility. E. Regional Stormwater Management Using individual, onsite structural stormwater man- agement facilities fur each development is the typical approach for downstream nowt control. The devel- oper finances the design and construction of these management facilities, and is initially responsible for all operation and maintenance. A potential alternative approach is for a cornrnunity to install strategically-lo- cated regional.sdormwatermanagement facilities in a sub - watershed rather than require onside management facilities. Regional stormwater management facili- ties are designed to manage stormwater runoff from multiple projects and/or properties through a local jurisdiction- sponsored program, where the individual properties may assist in the financing of the facility, and the requirement for onsite management facilities is either eliminated or reduced. Figure 11.71ists some advantages and disadvantages of regional facilities as compared to individual on -site facilities. 157 Figure 11.7 - Advantages and Disadvantages of Re- gional Stormwaler Management Facilities Advantages Reduced construction costs Reduced operation and maintenance costs Ability to serve as a recreational and aesthetic ame- nity for a community Ability to maximize the intent of the pmposcd proj- ect. ('the area set aside for stormwater management !bellies is miniinized) Nigher assurance of maintenance Mitigates existing developments with insufficient stormwater management facilities while also provid- ing for future development Disadvantages Detcrm in i ng an effective location can be difficult Initial capital costs can be high Substantial planning, financing and permitting arc required. The local government may need to establish a storm- Ureter utility or alternative program to fund and implement stormwater control, if a community decides to implement a regional storm- water control, i( must ensure that the conveyances between the individual upstream developments and the regional facility can handle the design peak flows and volumes without causing adverse impact or prop- erty damage. Hull build -out conditions in the regional facility drainage area should be used in the analysis. in addilion, unless the sys(ent consists of completely man -made conveyances (i.e. storm drains, pipes, concrete channels, etc.); onsite structural management facilities for water quality and downstream channel protection will be required for all developments within the facilily's drainage area. Federal water quality pmvisions do not allow the degradation of water bodies from untreated stormwa- ter discharges, and it is U.S. EPA policy to not allow regional stormwater management facilities that would degrade stream quality between (he upstream develop- ment and the regional facility. Without onsitc water quality and channel protection, regional management facilities do not protect smaller streams upstream from: the facility from degradation and stream bank erosion. Upstream inundation from a regional facil- ity impoundment can eliminate floodplains, wetlands, and other habitat. further, without adequate channel protection, aquatic habitats and water quality in the channel network upstream of a regional facility may be degraded by stream bank erosion if they arc not pro- tected from bank -full flows and high velocities. Based on these concerns, both the EPA and the U.S. Army Corps of Engineers have expressed opposition to in- stream regional stormwater control facililies. in- stream facilities should be avoided if possible, and will likely be permitted on a case -by -case basis only. F. Dubuque County Erosion Control and Storm - water ordinance In March of 2010, the Dubuque County Board of Su- pervisors passed a County wide Erosion Control and Storinwater Management Ordinance. In addition to the Ordinance, Dubuque County worked with a local engineering firm to complete a S(onmwater Manage- ment Manual. This manual can be found online at http: / /www. dubuquecounty.org/Zoning/Forms/tabid/156/Defitult. spx or by visiting the Dubuque County engineer. ing or zoning office. The manual does an excellent of detailing applicability, performance standards, and management practices that �n be used in both pre - construction and post- construction practices. 158 Watershed Goals and Objectives 'the following goals and objectives are intended to guide the communities of Dubuque County in provid- ing relevant information to all residents of Dubuque County regarding watersheds. the fallowing goals encompass and highlight how existing and future development impact our county watersheds, and what objectives can be taken to mitigate and prevent water- shed degradation. 1. To prevent erosion by establishing preconstruc- tion sediment control measures before, during, and after any land disturbing activities take place to improve the health of our local watersheds. 1.1. Plan for and design effective erosion and sediment control structures before any land disturbing development occurs. 1,2. Install and maintain erosion and sediment contra] structures and monitor for continued effectiveness throughout until development is complete and full build out. occurs. 1.3. identify and avoid developing in environmen- tally sensitive areas including stream banks, flood plains and low lying areas; steep slopes, bbllflands and slide prone areas; areas con- taining shallow soils or fractured limestone; karst areas and areas with low water tables that can have a significant influence on erosion. 2. To prevent erosion and control sediment during construction. 2.1. Address areas that are prone to and/or have erosion problems with stabilization control Best Management Practices (BMPs) includ- ing grass channels, dust control, mulching, seeding and fertilizing, si It fence, sod, surface roughening, vegetative filter strip, compost blankets, compost filter tubes, rolled erosion control products (RECPs), wattles, flocculants, and turf reinforcement mats (TRMs) when working in existing built environments. 2.2. Build and maintain structural erosion and sediment control Best Management Practices (BMPs) including benches, compost filter berms, check dams, temporary slope drains, energy dissipaters, flotation silt curtains, rock Watershed Management chutes and flumes, gabions, inlet protection, jetties, level spreaders, rock outlet protection, retaining walls, stabilized construction en- trances, rip -rap, sediment barriers, sediment basins, streambank protection, stream channel enhancement, subsurface drainage, and diver- sion structures as any land disturbing activities lake place. 3. To reduce the rate and volume of stonnwater runoff on post construction development, while at the same time promoting better water quality using infiltration based practices and controls. 3.1. Utilize Low - Impact Development (IAD) prin- ciples and Conservation Subdivision Design to proanole good stormwater management through smaller building lots, higher density standards, reduction of public right-of -way and protection of sensitive areas through pres- ervation of open space. 3.2. Use slormwater management BMP's during the site planning and design stage of develop - ment to reduce the volume of runoff, thus re- ducing the need for large retention and deten- tion structures to stoic and treat stormwater, 3.3. Design and strategica]]y locate drainage outlets for site runoff that limits negative impacts to downstream neighbors. 3,4. Minimize impervious surfaces in development which are the primary source of runoff for both seal] and large storm events to reduce runoff volume. 4. To preserve and reproduce pre-development hy- drologic conditions whenever possible to maxi- mize runoff infiltration and reduce flooding and to promote healthy water supplies. 4.1. Utilize natural drainage flow paths using grass waterways, vegetated drainage channels and /or water quality wwtles along street right -of -ways or theback of lots to channel runoff without .abrupt changes in the direction of flow. 4.2. Restore soil permeability using practices such as. deep tilling, chisel plowing and incorporat- ing organic matter into the upper soil layer to restore soil infiltration capacity on heavily 159 disturbed sites to maximize water infiltration, 4.3. Minimize directly connected impervious areas or any impervious surface that drains into a catch basin, area drain, or other convey- ance structure by outictttirig downspouts onto grassy areas and directi rig runoff from drive - ways to pervious areas to promote infiltration and reduce the velocity of runoff water. 4.4. Use hiorctcntion and other similar practices such as rain gardens to soak up rainwater from roofs, driveways, and lawns which will increase natural infiltration, microbial soil processes and evapotranspiration and will improve stormwater quality and quantity. 4.5. lndude green infrastructure measures such as conservation of natural habitat and green space consisting of large landscaped areas (including parks and lawns), grass/vegetated swalcs, and turf block paving areas to treat and infiltrate runoff. 5. To protect and establish site and lot vegetation to prevent erosion and infiltrate runoff. 5.1. Maintain as much predevelopment vegeta- tion as possible to prevent erosion and absorb water reducing runoff volume. 5.2. Use shallow grassed roadside swales, bou- levards and sunken parking lot islands with check dams instead of curb and gutter storm drain systems to handle runoff, wherever pos- sible. 53. Maintain natural butlers, depressions and channels between development sites and water bodies to slow runoff, remove sediment and enhance infiltration. 6. To design transportation surfaces that account for and minimize stormwater runoff. 6.1, Minimize subdivision roadway length by us- ing a roadway layout with the leas/ pavement length suitable for the site's topography and other planning goals. 6.2. Minimize road width by narrowing road sec- tions and/or reducing on- streci parking to one side of the street or slim inati rig it altogether, 7. To design buildings and lots that account for and minimize stormwater runoff. 7.1. Reduce the impervious rooftop area by mini - mizing the building foolprini of buildings by using vertical space rather than horizontal layouts or utilizing grecn roof technology by using sod/ or vegetative "green roofs" rather I ban convey lional roofing materials. 7.2. Reduce impervious surfaces by using shared driveways, li miti ng driveway width, using pervious pavement, and reducing building setbacks. 7.3. Reduce overall impervious area on commer- cial sites.by providing compact tar spaces, eliminating excessive or unnecessary spaces, utilizing shared parking, minimizing stall dimensions, incorporating efficient park- ing layouts, establish maximum parking area requirements, and using pervious materials in spillover parking areas. 8. To establish standards and/or guidelines for the quantity and quality of water runoff that are flex- ible and thatrecoguize the unique characteristics of each project site, to obtain maximum protec- tion of the watersheds in the region. 8.1. Encourage' local governments to adopt and/or create erosion control and stormwater ordi- nances or pollees.. 8.2..Encourage agricultural producers and land- owners to implement conservation practices on their properly that provide both erosion and sediment control and manage slornrwater runoff. 83. Encourage landowners to utilize federal, state, and local resources to help with design, assess- ment, and cost -share opportunities for land - owners to install conservation practices. 9. To reduce flood damages by promoting basin wide programs stressing non - structural mea- sures, such as floodplain regulations, floodproof- 160 Watershed Management ing, flood forecasting, and watershed treatment, in conjunction with other structural measures, where necessary, to protect the lives and property of residents. 9.1. Locale fu lure development outside of flood hazard areas where feasible, and where devel- opment is allowed in the floodplain, require it to be elevated, floodproofed and located outside the. flo.odway. 9.2. Entire that local flood management programs meet or exceed regulalory requirements of the Federal Emergency Managernent. Agency, and applicable state regulations. 9.3. Design local flood management programs to allow public and private options, while pro - teclinglife and properly from storm water runoff generated by one-hundred year storm events. 9.4. Stress retention of natural drainage patterns and construction of detention systems to help ensure development activity will not add sub- stantially to the flood problem. 161 Map 11.1 - Dubuque County Watersheds /Drainage Basins 701070�l dT. 00: er•Onm Mat Ind Ma Nmnlen MI 0 m"" wggr °"'N wuvwgimnwpnaM W SUe obi lllYnl ( -!!! JbYUNw{ rte' ., ii C —,_• l J`5( LpplyesNMumsNWnt r \ pop unwl l PMdellysi r. :nr r:enlAi..t uw r. caul »LL.1J' ^) \at • CamMLiak 1f! IlryP CI 6 • wl r� �MUn[rydt 1 C • >i,�r ; rdii.al..u`tJ �ji' `� awlw.wn.aak. �,r it ?LyP1c :.[I l dre f <7 at {III.GN11f np DUBUQUE COUNTY SMART PLAT[ bubuque County Watersheds /Drainage Basins Legend 1 1 Dubuq{eCbut2y Cmpou4a l ln00. I= Waterbeds 0 5 10 Milos DJSIc'MIXIP•dml MIeac:LdINECIA2m2 w-1V N' t Map 11.2 - City of Asbury Watersheds/Drainage Basins _.:City of bury (lois Or 'Myth ..t. li Mi &1I:.iFSii Fnil�sh Ei 4' City of Dubuque DUBUQUE COUNTY SMART PLAN City of Asbury Watersheds/Dralnage Basins Legend Mr. Mom andseeatns 0 ,••••••r Draine=d (Isaias 0.45 0.0 Wes Onet"' e MIIIgIaI Iw1 Pxn.Me1, Ant y ef[ISxfan1J011 Ana 162 livA,74. he ,1 Management Map 113 - City of Cascade Watersheds / Drainage Basins INI HOnnlfnrk Nnggnlie IS!':t ;ILW,,ILryllif'O(i k. / J 1 1 ct Znscedo r f.5rut¢i'eN -t0i OUBUQUB COUNTY SMART PLAN City of Cascade Watersheds /Drainage Basins Legend ^ra•— Ri enaud Simms CnrI rate anuncwy • we,ers,eds 0 0.45 o.e Mks D)k:lpnrCta 2011 litOCmwkdefE I ,2012 w I Map 11.4 - City of Dabagac WatcrshcdslDrainagc Basins t fa*Palni8tm 2. Alit Both 3. bosenitHosIn 5. asJNe3lnet Bnei 5. PIA 3R011 Boa. 6. Men ulendetein 7. la IN4ot 40n DUBUQUE COUNTY $,MART PLAN My of Dubuque Watersheds /Drainage Basins CatiJMitre B Dotl Legend L., L.,....i Nohow< Basins --- pwrsald Stmanx D aL J INles uWuqugWbuquC Mpcpp:aea7C12A2012 163 Map 11.5 - City of Dyersville Watersheds/Drainage Basins :Ie'no. bi�cF NOGiIi 1.602 kg" uPrillic-a,claluil,c,011,1w,f1114.0 e.:6',/, b 101] 0 a.•t:tiih II. )i:;L.tn, "!r DUBUQUE COUNTY $MART PLAN City of Dyersville Watersheds / Dralnage Basins Legend r�\� DMrrI alfl Slra,t,s l 1 Couoratc boundary E Vhla,lled, o D.T DS:Inna2011 tyorgoatl Ey ECKZ12 1.4AUa x c Map 11.6 - City of Fpwortlt WatcrshcdsMrainagc Ras]». f � : U pL !rl!i1tlLlld'nilmII'uli \d\ri CI - / .I. i 'City of Eptjorth r—`, ;f�i}(r IS DUBUQUE COLI PITY SIdAR1 GLA11 qty of Epworth Watersheds /Drainage Basins Legend .w.� Mum and Shams 0 0.75 0.9 Mars t E watorgboek 1 1 1 1 1 1 1 1 1 1 1 CCoporrteooundary Iwx.u.k,Ira.etIA M�peSnxtry IYaAa06 164 Watershed Management Map 11.7 - City of Farley Watersheds /Drainage Basins alt-. Hewitt (tea IU(i(i9rd 411i�,iN.11(jiuiN'ii llu 9l'io.!: City of Farley Eli m IL IMMIWPPARRIIME DUBUQUE COUNTY SMART PLAN Legend aty of Farley Reins and Realms Watersheds/Drainage Basins rataaal.Baunaa„ WaeRlAlYlt Map 11.8 - City of ',costa Watersheds /Drainage Basins B 02 0.6 MIBB 1 1 1 1 1 1 1 1 1 1 1 Mb: law DSR 2011 IgaClo,Rd By ECK 2012 4 dl!Ut:vl'.is ^Vci:ILAUkr Z.( nrf!r41i ihht 1 ?ic e k. DUBUQUE COUNTY SMART PLANT aty of Peosta Watersheds /Drainage Basins Legend ..1••••• Biwa end 5lrta ms DMOlshds prolyxace Boundary 0 0:5 l WW Ian 111a1. 411 nuyymorily L <e1412 0.9 MISS 165 Chapter 12 Land use planning is one of the most important and complex tasks for local governments. Transportation, economic development, housing, wrmnunity facilities, and utilities are all related to land use. In planning for ]and use, communities must implement policies that may not produce benefits for many years. Com- munities must also resist projects and polices that may provide benefits today, but may cause problems in the figure. The goal of this chapter is to help communi- ties plan fora sustainable future by producing land use polices and ordinances that promote economic devel- opment, good quality of life, and allow government to provide services in the most efficient manner possible over the long term. Land Use Trends Changes in land use patterns are the result of a com- plex mix of market forces, regulations, public and private investments, and global economic conditions. While it is difficult to quantify the impact of anyone factor cm land use, a general understanding of the un- derlying causes of these trends can help conununilies understand their past and plan for their future. Population Growth -After declining during the farm crisis of the 1980s, Dubuque Countys popula- tion rebounded in the 1990s. .Figure 12.1 shows the historical population trend for the City of Dubuque and Dubuque County. In the two decades since the 1990 census, the County added 7,250 new residents to Figare 12.1- City of Duhuquc and Duhuquc County Historical Population. 1 00,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 1850 1870 L■asuace:YSCanue BBlwxl2010 9E0 1930 1951 ■ Dubuque County • City of Dubuque 1970 1990 2010 166 reach a 2010 census popuiation of 93,653, Dubuque is the most populous city in the County with a 2010 census population of 57,637, but the City of Dubuque's population growth has not kept pace with the rest of the County since ].990. Of the new population growth that has occurred since 1990, 9896 has been located in the county's smaller cities and unincorporated areas. New population growth in the unincorporated areas and smaller towns is part of a larger residential trend that began over 50 years ago. Tn the 1960 census, 7196 of Dubuque County residents lived i n the City of Dubuque, but by the 2010 Census only 62% of County residents lived in Dubuque. Employment - While the population has become more dispersed throughout the County, employment has remained more centralized. The Map 12.1 shows the residential population is spread across the county, while Map 12.2 tows that employment is more con- centrated in the City of Dubuque. Tn 2010, more Than 7596 of jobs within Dubuque County were located in the City of Dubuque.' Annexations :In addition to countywide shifts in population and employment, change has also occurred within cities. Over the past 20 years, Dubuque County cities have grown in size, Map 12.3 illustrates the expansion oflhtbtiquc County's urban areas during this time. Since 2000, cities have annexed a total of 5,213 acres of land in Dubuque County. Consortium cities have also annexed land in neighboring Counties. Dyersville has annexed 684 acres in Delaware County, and Cascade has annexed 31 acres in Jones County.' 'the overall development trend in recent Dubuque County history has been outward growth and expan- sion of developed areas. In general, the development in Dubuque County has become inure spread out. The County's development trend is in line with national post World War 11 development trends that is referred to as sprawl or suburbanization. following the war, people began to leave central cities in favor of low den- sity suburban neighborhoods and rural communities. Existing Land. Use -'the Smart Planning Consortium created maps that illustrate the existing land uses in Dubuque County. Maps 12.5 -12.12 are located at the end of this chapter. Map 12,1 - Population Per Square Mite 1 U.S. Census Bureau. 2012. OnTheMap Application. Longitudinal•Employer Household Dymarks program. httpV /onthemap.ces.o nsus.gov/ 2 Dubuque County: Delaware County; hoes County; 2012. y% 0 0 .• tie: • 4 mss' a` 14 X15 Pop.INlon•.r Square Mlle ^, u m .0 .r. - mi. tan an tall i.ozo - n....... tic. • •. . Ar • • !• • • • -e• o HM. Data: US Census Bureau Center fix Economic Studies, 2012 Map 12.2 - Jobs Per Square Mile • 0. • . • •• • I. alp Jobs per squaw Milo R. wlnn -tl'nC° -ame WO - em4 14WO0 - G. moms loom tr • c ^ -7 -mamba Data: US Census Bureau Center for Economic Studies, 2012 Map 113 - Dubuque County Annexations r� 1. o " L6 �.l c're k Dubuque County Mnuation: Sinre2000 _ lw w is0,m x00 Orr trop. � em Data: Dubuque County and Iowa DOE 167 Causes of land Use Trends Identifying trends is a good first step for land use planning. 'lhe next step is understanding the driving factors behind the trends, The (rend oflow density development in Dubuque County was part of a na- tional trend driven by post warprosperity and the rise of the automobile as the dominant mode of transporta- tion. These changes in the economy and technology were combined with changes to development patterns, transportation, and zoning codes to alter how cities in the United States were built. Development Patterns — The methods by wli ich municipalities grow have changed. Prior to World War 11, areas mapped for development included each of the essential town-making elements • streets, parks, housing, commercial and civic buildings. Crowlh was mixed -use, compact', and building design varied- Prior to World War Ii, new buildings were often occupied by their builder. 'This resulted in an increase in the variety of building forms, often representing regional Euro- pean origins. within neighborhoods. Since World War II the prevalence of entire neighborhoods developed by single builders has become the norm. 'Ib control costs and decrease construction timelines, developers have chosen to use repetitive residential building blue- prints within a community. In addition, the expansion of commercial chains has resulted in the repetition of commercial building blueprints from one community to the next. 'transportation Investments - Traffic engineering and public works manuals routinely prescribc wide thoroughfares designed for a single transportation mode, the automobile- Solutions to traffic congestion often revolve around building additional vehicle lanes, promoting faster speeds, and pushing land develop- ment further from urban cores until congestion in- creased and the process was repeated Transportation manuals also prescribe a hierarchical road network that forces drivers along a limited number of arterial roads, limiting connectivity, dispersion, and fiexibilily of route choice. Connective grids, on the other hand, are designed to calm traffic, slowing vehicle speeds and making streets narrower and hence more walkable. They also provide a choice of alternate driving routes when one is blocked. In addition, the proliferation of Complete Street policies by municipalities has led transportation planners and engineers to routinely dc- sign and operate the entire right of way to enable safe access for all users, regardless of age, ability, or mode of transportation. toning Codes - the first zoning ordinance in the United States was adopted in 3 93 6 by the City of New York, NY to combat public health issues from poor liv- ing and working conditions, industrial pollution, and to protect access to sunlight. In the 1920s the 'Hoover Administration advocated for states to adopt the Standard State Zoning Enabling Act (SZEA), which au- thorized the adoption of zoning ordinances to regulate and restrict the erection, construction, reconstruction, alteration, repair, or the use of buildings, structures, or land to promote the health, safety, morals, and general welfare of the community. A city's authority to enact zoning regulations was first upheld by the US Supreme Court in 1926 under Euclid vs. Amber, thus giving rise to term "Euclidean Zoning'; the traditional form of zoning adopted and still in use by most communities in the United States. Euclidean Zoning is also referred to as Traditional Zoning or Use -Based Zoning. 'lhe main feature of'1'raditional Use-Based Zoningis the segregation of land uses into three main categories: residential, commercial, and industrial. Traditional zoning ordinances have brought order to our development patterns, but have drawn criticism for creating sprawl by segregating laud uses and promot- ing large lot sizes. This separation has made our devel- opment patterns inefficient, forcing residents to drive longer distances to get to their jobs, schools, shops,. and services which increases congestion, air pollution, and greenhouse gas emissions. Recommendations The final step of good land use planning is to identify issues orated by the current trend and implement changes to after the trend and correct the issues. Traditional Development Pattern - Many of the Con- sortium's recommendations for correcting the. region's land use pmh]ems are not new ideas. In fact, mixed- use development, grid street patterns, complete streets, and higher density are based the design of pre. World War II development, Many co m r un iti es can look at the traditional development pattern used in older parts of their cities to improve the sustainability of their town. The traditional development patterns of the pre WWII era are used as an example for good land use planning 168 because they have stood the test of time. During the early part of the 20'1' Century most buildings were con- structed by immigrants who used traditional European styles. These clevelopmentpattcrns had been created over thousands of years of experimentation, and have been used and sustained themselves over time. Build- ers at this time needed to be masters of efficiency. They needed to extract the most vaiuc possible out of the land available, and they did so without many of the advantages we have today. Dubuque County commu- nities can use design ideas from their downtowns and traditional neighborhoods to improve the sustairiabil- ity of their community. Mixed Uses — Standard zoning codes are based on separating property uses. The community is divided into areas for residential, commercial, and industrial. Euclidian zoning codes were first created in the.1920's to prevent negative impacts by separating incompat- ible land uses. Zoning codes were intended to sepa- rate factories that emitted heavy pollution and noise from residential areas. While these industrial uses still exist today, many commercial and uses can coexist with residential uses without negative impact. Mixed use areas also provide many benefits. Residents of mixed use neighborhoods have more opportunities to walk because thci r job, shopping, entertainment, and schools are located nearby. increased walking will result in reduced traffic congestion and vehicle emis.. lions, and improved public health. Environmental - Traditional zoning codes were not intended to create sprawl or obstruct traditional vil- lages, towns, or urban neighborhoods, Their primary concern was to protect the public health and safety Figure 12.2 - llubuquc County Model Transect Land Use by separating dangerous or noxious industrial opera- tions from residential areas, and controlling density fur health purposes. But in hindsight, at least since the na- ture of industry haw changed in the 20m Century (due in part to both federal regulations and self- policing resulting from the Environmental Movement), tradi- tional use -based zoning has actually had a negative impact on the public health overall, In our present de- velopment pattern, we niust drive from place to place, enduring the stresses of congested traffic and wasted tint, while polluti ng our air and depleting natural re- sources. Meanwhile, we walk much less than we would if our daily needs and desti nations were close. by. The health benefits of walking have been thoroughlydacu- mentcd. Form Based Codes Forni Based Codes are a type of land development regulatory tool (i.e. zoning code) that places greater emphasis on the physical form of the built environ- ment with the end goal of producing a specific type of place. Form -based codes can help a community support mixed uses, diverse housing options, and open space while also paying attention to design details such as streetscapes and facades. Because they are simpler to envision than conventional codes, form -based codes provide a community with a certain level of predict- ability about the public realm, whether applied to new or existing development. Form -based codes can be a helpful tool for communities looking to revitalize downtowns and preservi ng small -town chancier. Form based codes use the transect concept to arrange zoning districts based on a geographical cross section of a region. Such a crass- section can be used to Men- Mat IIAVLE1 ION "' ION " ZOAE Source: Dubuque County Rural Model Smart Code 169 tify a set of zones that vary by their level and inten- sify of development and character, a continuum that ranges front natural -to- rural -to- urban. In the Summer of2012, the Consortium participated in a planning process to develop a Rural Model Smart Code for the region. Figure 122 is a model transect that was devel- oped for the Rural Model Smart Code, Code Coordination - C:ommunities in Dubuque County must work together fur any updated zoning and subdivision codes to have the greatest affect. Un- der Iowa Code, communities are given extraterritorial subdivision review. 'ITtis gives communities the ability to review subdivisions applications within two miles of their city boundary. This extraterritorial review can help cities by allowing (hem (0 require new rural subdivisions within two miles to meet their develop- ment standards. Extraterritorial review also can have a negative impact. New subdivisions may choose to locate outside of the two mile review zone to avoid building to city standards. This leap -frog development can drive addilional sprawl in the rural areas of the county Combating ]cap -frog development will require coordination of development polices with the County. Complete Streets - Spread out auto. dependant de- velopment patterns can place a heavy burden on non- drivers. Medical issues, age restrictions (under 16), and financial limitations can prevent people from driving, but low density single use development re- quires a car to get to daily needs such as work, school, or shopping. In addition to long distances, safely can also be an issue for pedestrians and cyclists. Roadways are designed to move a large number of vehicles as fast as possible. The roads have become somewhat safer, but pedestrian fatalities have fallen at only half the rate of motorist fatalities, dropping by just over 14 percent between 2000 and 2009, compared to 27 percent for motor vehicle fatalities.' Neighborhoods that have a grid -like street network equipped with sidewalks and bike lanes encourage residents to walk or bicycle to their destination by re- ducing travel dis(ances and improving safety, Compact and in ixed -use developments are also important com- ponents of walkability, ensuring that essential destina- tions are centrally located and accessible. Walking and bicydingbeneft public health, reduce pollution, and 3 htto: / /t4america.ore /resources /dantterousbv- desien2011/ create more livable neighborhoods. Prom economic, environmental, cfmmunily, and public healllt'perspcc- lives, the development pattern of communities should allow for safe and convenient walking and bicycling opportunities. Distances between rural communities certainly make walking and bicycling more challeng- ing. A good trail sysiem that links neighborhoods with rural routes and downtown destinations in nearby corn munities can serve .as a recreational or tourism resource as well as a commuter route that is protected from higher -speed roads. Trail systems, such as the Heritage Trail, also provide economic and social ben- efits to adjoining areas. Maximize Return on Investment - One of the big- gest problems with low density development is the Wain it can place on a city's budget. This strain may not be noticeable during good economic times, but it can comeback to hurt communities during a down- turn. The current economic climate has forced several communities across the United States into bankruptcy. Since 2010, seven municipalities including I Tarrisburg, PA, San Bernardino, CA, and Stockton, CA have filed for bankruptcy. '!here are numerous reasons behind these cities' financial problems including rising pen- sion costs, but low density development can also play a role in a city's financial problems. Cities spend more providing services such as water, sewer, and roads to a spread out subdivision built far away from existing infrastructure than they do when providing the same services to a less spread out neighborhood. .New devel- opment can be an initial sign of prosperity, but inert-. ciencies rnulliplied over several new subdivisions over a few decades can hurt a corn munity in the long run. Communities can help improve their fiscal situation by investing in development patterns that maximize return on investment. Communities invest in the in- sl:allation and maintenance of infrastructure to stimu- late private sector investment and development, which creates value in the local economy. The value created is taxed and the tax revenue is used in part to pay for the maintenance of the infrastructure. A community tha( wants to get more value out. of its investment should consider investing in the most productive types ofdc- velopment. 'lax revenue per acre is the most accurate measure of a building's productivity because it pro- vides a direct comparison between different properties and accounts for differences in a property's sire. See the Public infrastructure and Utilities chapter for an 170 extended discussion of tax revenue. infrastructure, and return on investment. Figure 12.3 shows a compari• son of 14 properties in the City of Dubuque. Several properties including the Kennedy Mall and Wal -Mart pay 'large amounts of property tax, but take up large amounts of space. Other buildings in thedowntown area pay small total amounts of tax but are compact multistory buildings that pay more tax per acre than the larger buildings. Figures 123 and 12.4 show that the high density turban development provides a high return on infrastructure investment. Investing in land uses that use infra- structure most efficiently by adopting smart planning principles can help communities keep property taxes and utility rates low, Many communities would spend great amounts of time and effort to attract one large factory to their town, but updating existing infrastruc- ture and attracting several new businesses to their downtown may be a more practical and financially productive solution for economic development. Low Impact Development — Due to recent flooding .in the area, water quality and stormwatcr management are important issues for Dubuque County. Change in Figure 12.3 -'Tax Revenue Per Acre Land Use land use, especially urbanization, dramatically affects the hydrologic cycle by altering the relative percent- age of precipitation that contributes to groundwater; evapotranspiration, and runoff relative to the natural ground cover, Specifically, urbauiration increases runoff hy decreasing the amount of water that infil- trates into the ground and is taken up and transpired by plants. This is because. water cannot infiltrate into, and plants cannot grow on impervious surfaces such as pavement and rooftops, Decisions about lot lay- out, building density, location of public rights -of -way, protection of sensitive areas, and preservation of open Space all have an impact on the quality and quantity of stormwater runoff, Communities can help improve water quality and pre- vent flooding by incorporating Low - Impact Develop- ment (LID) and Conservation Subdivision Design into their local. ordinances, Low Impact Development is a sitedesign strategy with a goal of maintaining prede velopmcnt hydrologic conditions by managing runoff at the source using uniformly distributed stormwater management facilities. Instead of conveying and treat- ing stormwater in large facilities located at the bottom of drainage areas, LTD addresses stormwater through Property Total Tax Total Acres Tax Revenue Per Acre Downtown Single Family $ 838 0.09 $ 9,311 Urban Single Family $ 2,106 0.45 $ 4,680 Rural Single Family $ 3,852 1.3 $ 2,963 378 Main $ 8,044 0.05 $ 160,880 342 Main $ 13,476 0.08 0.06 $ 168,450 756 Main $ 14,440 $ 240,667 Burger King . $ .24,006 0.92 $ 26,093 Walgreens $ 38,40.8 1.15 $ 33,398 _ American Trust Building $ 78,362 0.14 $ 559,729 Target $ 159,536 8.17 $ 19,527 Hotel Julien $ 297,722 1.83 $ 162,690 Roshek Building $ 318,530 0,67 $ 475,418 Walmart $ 385,682 33.7 $ 11,445 Kennedy Mall $ 1,094,672 46.55 $ 23,516 Source: Dubuque County and City of Dubuque Assessor 171 Figure 12.4- Tax Revenue Per Acre 5E00,000 $Se O,C oo $406.000 0. • $300,000 cc cc 4 $200 .000 $106 .000 S J 6° ,b`° 9`f� i• o d.° O° ��# mac • • #M *6" M1 4. pe Prnpertylype A Commercial • Iles denval IN Mixed Use Source: Dubuque County Assessor and City of Dubuque Assessor small, cost - effective landscape features located at the lot level. Conservation subdivision designs are charac- terizedby conunon open space and clustered compact lots. The purpose of a conselvalion subdivision is to protect sensitive and valuable open space, habitat and other envimnrnental resources while allowing for the maximum number of residences under current com- munity zoning and subdivision regulations. Invest In Existing Downtowns and Traditional Neighborhoods - Infrastruclurc can he a barrier to redevelopment of an older neighborhood. In some cases, communities have diverted maintenance find- ing away from existing neighborhoods in favor of constructing new infrastructure for new development. Communities sin help attract private sector invest - ment in an existing neighborhood by maintaining and updating existing infrastructure. Communities can employ a °six -it- first" approach to infraslruclure spending in order to help existing places thrive, A fix -it -first approach means that,communi- ties will prioritize public funding to repair, restore, and conduct preventive maintenance on existing infra- structure, including buildings, roads, and water and sewer lines, before building new infrastructure. This approach can encourage and attract development in areasdhat are already served by existing infrastructure, making existing communities more vibrant and saving on future maintenance costs. !Buildings can also he an issue for existing neighbor- hoods. Many older neighborhoods have unoccupied buildings that were built for a specific purpose that is no longer economically viable. These vacant spaces can bean excellent opportunity for adaptive reuse. Communities can invest in adapting these older build- ings for a new modern use while preserving a histori- cal asses for the community. Communities can revitalize olden; traditional business districts by encouraging historic preservation. Well preserved private hones, examples of rural traditions such as barns, or important downtown structures en- able both residents and visitors to feel a sense of place. Federal and state tax credit programs facilitate diverse preservation efforts. The Main Street Four -Paint Ap- proach of the National Trust for Tlistoric Preservation provides a useful framework for redevelopment efforts, specifically in older downtowns. This approach focuses on strategically combining historic preservation efforts with marketing the businesses in historic downtown 172 areas as a way to generate additional economic invest- ment. The strategy embraces distinctive architecture, fosters a pedestrian - friendly environment, promotes local business ownership, and creates a sense of com- munity. Protect Open Space and Working Lands - Rural communities are integrally linked with their surround- ing landscapes. Growth in rural areas requires that communities preserve the landscapes that commu- nity members say they value.' These include farmland. forests, and natural areas —the dements that are part of the sense of place for rural communities. These uniquely rural resources are best protected when there is a supportive economic climate that values working ]ands and a development climate that promotes the conservation of the natural landscape. land develop- ment and population growth are signs of economic progress in many communities, but these indicators are open at odds with the working farms, natural land- scapes, and scenic vistas that characterize rural areas and define their sense of place. When the agricultural, forest, and amenity- driven economics are encouraged to prosper, there is less pressure to convert land to developed uses in a haphazard manner. With strategic and early planning, a community can prioritize which land is most important to conserve and which land can accommodate the projected need for future growth. Identify Appropriate Areas for New Growth - New growth is necessary for the continued economic development of a community. However, as we have explored in this chapter, location and type of growth arc very important to future quality of life and eco- nomic success ofa community, The Smart Planning Consortium has developed a Land Suitability Analysis and .Future Land Use Maps to help conununities plan for new growth. The Land Suitability Analysis (LSA) is a technical tool that uses existing data to estimate the most appropriate areas for new development. The Future Land Use Maps use information from the i.SA and input from community members to create a plan for the future development of their community. Land Use Land Suitability Analysis - 'Lb aid in the future land use planning process, the Consortium conducted a Land Suitability Analysis. The objective of the ISA was to use a Geographic Information Systems (GiS) overlay analysis to identify appropriate areas for new development based on several factors. The overlay analysis uses mathematical processes to apply a com- mon set of values to diverse and dissimilar inputs to create an integrated analysis. Factors used in the analysis were: ▪ Avoid Steep Slopes • Avoid High Value Agricultural Land • Build Near Existing I- Iighways • Build Within Existing City Limits • Avoid 100 Year Flood Plain • Avoid Parks and Conservation Areas 'the results of the overlay analysis displayed in Map 12.4. Based on the factors included in the analysis, areas shaded green are considered more appropriate. for new development than area shaded in red. 'llu i.SA was used as a reference tool during the creation of future land use maps. Future Land Use Maps '!he Dubuque Smart Planning Consortium developed future land use maps for the member cites and the full county. The purpose of the maps is to help guide fu- ture development within the region, initial public in- put on the maps was taken during a series of meetings held in November and December of 2012. Following the initial public meeting the consortium created draft maps. Draft maps were presented to the cities for revi- sions, and the final maps were approved by each city council and the County Board of Supervisors. Maps 123 - 12A2 represent the existing land use conditions. Maps 1213 -12.20 represent the future land use maps created through the public input process. 173 Map 7 2.4 - Land Suitability Analysis DUBUQUE COUNTY SMART PLAN Dubuque County Land Suitability Analysis No Build' 1 1 7 3 5 4 - a 5 ID 1 6 liscluder FhW.rry, Packs, and Cemdaries U.S. Highway 3 Slam HIgtarey a 1 2 3 4 5 Mites Data: Zosva ONR, Dubuque Couuf lava UOT 174 Goals and Objectives 1. 'lb keep the Land Use Plan and Future Land Use Map current with changing growth conditions in the region. 1.1. Review the Land Use Plan and Future Land Use Map at five year intervals to ensure these planning documents remain useful guides for growth and development. 12 Consider prompt review and possible amend- mentof the Land Use Plan and Future Land Use Map between five year intervals should development conditions significantly change. 1.3. Integrate pertinent development data into Geographic Informal ion Systems to expand and keep current on-going dcvclolanent trend analysis for planning purposes. 1.4. Adopt or amend zoning, subdivision, flood plain, and health regulations necessary to fully implement the.goals, objectives, and policies of the adopted Dubuque County Regional Smart Plan. 2. 'lb plan for the future and orderly development within a regional context. 2.1. Consider the regional setting and economy when assessing the opportunities and con- straints for land development. 2.1 Encourage intergovernmental partnerships to minimize the negative impact of cilylcounly urban fringe development on regional water- sheds, ecosystems, and rural infrastructure through compact and contiguous development with storm water management. 2.3. Encourage intergovernmental cooperation to develop policies for developmentof fringe areas, to enhance development, and avoid un- regulated sprawl. 2.4. Promote corridors of green along natural and roadway corridors. 2.5. Encourage cooperative regional planning with all levels of government, to develop a strate- gic plan for fringe area development that may include annexation, 2.6. Encourage local governments to establish Land Use mutual agreements to plan, facilitate, coordi- nate, and resolve possible conflicts of proposed development within municipal fringe arms. 2.7. initiate a pmccas with local governments to establish mutual fringe area planning and de- velopment agreements. 2.8. Recognize that transportation and land use are directly related, and encourage appropriate land use and transportation planning. 3. To protect and enhance the viability; livability, and affordability of residential neighborhoods, while integrating .unultifamilydevclopment throughout the region. 3.1. Promote i ncl us ive and economically integrated neighborhoods that allcnva diverse prix of residentsand housing types. 3.2. Promote providing a range of housing options throughout the region. 33. Encourage connecting and interrelating neigh- borhoods with greenbeltsor other pathways, commercial nodes, or public facilities 3.4. Encourage preservation of historic and aes- lhelic.clraracier and !'unction of established neighborhoods. 3.5. Encourage protection of existing residential areas from encroachmenl.by incompatible development and land uses. 3.6. Support providing neighborhood amenities throughout the region in an equitab]'cnmanner. 3.7. Encourage neighborhood identity, planning, and pride of place. 3.8. Support preservation of the environmental duality ofresidential areas and buffer from noxious or nuisance impacts. 3.9. Support protection ofhistoric neighborhoods from inappropriate development, inconsistent with. existing historic development. 3:10. Continue to pmmotc affordable housing for those who wouldlike to purchase a home, but do not qualifyfor assistance. 4. Ensure that.opportunitics for convenient and con- centrated commercial development are provided 175 to support both thelucal and regional market. 4.1. Support protection of downtown com mcrcial districts and encourage continued reinvest- ment and redevelopment. 4.2. Encourage expansion of commercial op- . portunilies in existing coinrnercial corridors or nodes where infrastructure can support growth. 4.3. Promote opportunities for neighborhood corn - nrercial centers that assure compatibility with residential property. 4.4. Support preservation of historic and aesthetic character and function of established commer- cial districts. 4.5. Encourage mixed use development in the downtown area and un i ncorporated villages. 5. Provide sufficient opportunities for industrial development sites within the community. 5.1, Promole the retention and expansion of exist- ing, and attraction of new, industrial develop- ment opportunities in suitable locations. 5.2. Support protecting existing i ndustrial devel- opment from encroachment by incompatible development 5.3. Support annexation of land suitable for indus- trial development if necessary: 5.4. Lessen negative impacts to ieisidcntial areas which are located near industrial areas. 6. 'lb balance open space and cirvironmcntal preser- vation with the commrmity's development needs. 6.1. Encourage protecting and preserving existing open space and park land to meet the region's needs. 6.2. Encourage expansion of urban green spaces in suitable locations to encourage livability and enhance aesthetics. 6.3. Encourage parks, green space, trails, and sinii- larpark /open space uses easily accessible to residents at neighborhood level. 6.4. Provide common open /green space and land - scaping into all new development wherever possible. 6.5. Support management of development along blufflines and protect scenic vistas. 6.6. Support protection of undeveloped and under- developed remaining land along bluff- I4nes. 6.7. Support protection and enhancement of riv- erfronl, wel lands. waterway corridors, flood - plains, and other sensitive land areas. 7. Ensure that the physical character and form of the region reflects its historic setting and that the built environment is compatible with the natural envi- ronment. 7.1. Consider defining and enhancing gateways and focal points to creole a sense of place. 7.2. Promote protection and preservatiorrof his- toric buildings, urban pattern, and natural eiwimnment- 7.3. Promote quality in the design and construction of new public and private development. 7.4• Preserve naturaloreas and wildlife corridors that contribute to the character of the area. • 8. Encourage the concept of mixed -use development to create diverse and set f- sufRcicnt neighborhoods. 8.1 • Promote a compatible mix of land uses that create a diversified urban environment that mixes.shopping; employment, recreation, and residential opportunities where appropriate. 8.2. P m mote buffering and p mtect i ng of incompat- ible uses from each other. 8.3. Consider limiting sprawl and aggregate travel Mite through use of mixed -use developments. promote incentives to bring mixed -use to downtown and amunerciai districts. 8.5. Encourage a mix of residential, commercial anti retail uses for new developments that does not demarcate boundaries between residential and those commcrciallretai 1 uses that pmvidc less Intense, basic services for the neighbor- hood. 8.6. Encourage design review to address how mixed -use developments are treated and to require quality development, so they become more acceptable to developers and business 176 owners and more sensitive to neighborhood. concerns/impacts. 8.7. Encourage developers to create mixed -usede- vclopmenls and .mixed use regulations,.indud- ing architectural designs for new commercial uses (buildings, signs, parking) that do not allow franchises to dictate architecture, signs, and parking lot designs. 9. To encourage redevelopment opportunities within the region in an ell`ort to revitalize unused or mtclernsed.property while promoting the preserva- tion.of viable and affordable housing stock, 9.1. .Encourage redevelopment or adaptive reuse of vacant or underutilized buildi ngs and sites. 9.2. Pmmotc in-fi II development, where appropri. ate, to encourage more compact urban form and avoid needless and costly sprawl while providing appropriate parking levels. 9.3. Promote development and redevelopment that maximizes existing infrastructure. 9.4. Strive to eliminate slum and blight 9.5. Promote affordable commercial space for small start -up, new or growing businesses. 9.6. Encourage reinvestment in our existing neigh- borhoods (i.e., smart growth), 10. 'lb pmvide physical accessibility throughout the region. 10.1. Encourage and facilitate accessibility by walk- ing, cycling, and/or paid ic transit 10.2. Encourage new development concepts that. by design, enable people to walk to work, school, day care, shopping, and recreation, 10.3. Facilitate, where possible, enhanced accessibil- ity within existing development. 10.4. .Encourage the development of pathways that link the region together in a cohesive manner. 10.5. Assure the provision of access to persons with disabilities. 'lb promote principles of good urban design as part of all development. 11.1. Create a balanced pattern of related urban Land Use land uses. 11,2, Ensure that adjacent land uses are compatible with regard to suck factors as smoke, noise, odor, traffic, activity, and appearance. 11.3. Develop land that will he compatible with state lands.and institutions. 11.4. Provide adequate amounts of land in a variety of sites suitable for each type of urban use, and allow for anticipated change and growth based on economic forecasts. 11.5. Utilize land that is adequately drained, rela- tively Erse of shallow bedrock, and reasonably level for urban purposes, 11,6, Provide adequate wafer supply and sanitary waste disposal to developed areas. 11,7. Build on soils that have adequate bearing ca- pacity and are suitable for excavation and site preparation as much as possible. 11.8. Support enhancement of the aesthei ics of new and cxisting.dcvclopmcnt -- design, I'andscap- ing, parking, signage -- with special sensitivity to the historic character andbuilding materi- als found in the conununity. 11.9. Encourage environmentallycompatible and sensitive design that fits the development site. 11.10. Promote energy conservation efforts in build- ing design, materials, and orientation. 11.11. Promote land conservation practices in density and building patterns to encourage compact urban form versus sprawl. 11.12. Encourage flexible development that pro- motes commercial development to meet com- mun ity design standards instead of developers dictating design. 11.13, Promote land use controls to fit the various historic development patterns and neighbor- hoods that.reflect urban, suburban, and rural characteristics. 11.14. Strive to create and redevelop buildings which compliment the size and style of surrounding buildings. 177 Map 12.5 - Dubuque County Existing Land Use • -r • - p r I, fit a A. • IL 1 rWr • • 0 d DUBUQUE COUNTY SMART PLAN Dubuque County Existing Land Use [Ma: CRIo1C000q/e. CR/ n1 tai). CM/ mOnnnye.OyotOyefdtn, My al EPM`IMt Chat Faty.OtydPea2.. Clutum nO'wny2012 Land Use a Off= - Insultiom9 fl ArniIMln4 Co Single Fsnitynea$defNal - I'ark - Industrial -UdIG ramlly Residential CJ Open Spate as Commerodl - E.jx:d Usn a 1 2 s 4 5 110a Mile= Map 12.6 - City of Asbury Existing Land Use 4 i _ it .. DUBUQUE COUNTY SMART PLAN City of Asbury City Limits LandU e ? OGO• Existing Land Use CAW" Rakuhual i 1 Single Fans/ Ite:tOenlIal Oola City atXb y.Gy01 nlAllqur. OOinnyin - Inlubbi91 iii— UIIMFamtyKeaanaal 1 'f open space e" Uuwale Uouny.21192 Cummrmiel - 'Mixed Use indurpooti 11. Pak 178 Map 12.7 - City of Cascade Existing Land Use -- 1 Land Use DUBUQUE COUNTY SMART PLAN City of Cascade Lena use ones 'eseiosa Existing Land Use i- -.J Astiot re' r - 1 Single Famll /Ne:geMal 111111 Pack I I mamma f 1 MA 'amey Rt:i:Si,' ( 1 Open Spar Cortenensal IAUN Use Mkt City nl Ca0naM „11n0uciiis Ullg 2512 Jone:Caunly, 2012 N 0 so .ou .� Map 12.8 - City of Dubuque Existing Land Use QUSUQUC COUNTY SMART PLAN City of tkibuque Existing Land Use DM: Cat onhbJ0oo, ctv aA00m 1:01 al Peoaa, Uloyx Comb 2012 Land Use CI Oaoc III Insaebna —I Agiodit nl U Sirule Femlly Readendel `perk - Industrial =Mull' family ReslabllisI p open grove in MI Cslnlaett-Jai I= Mixod Ueo D 0.5a 5 122AL -x 179 Map 12.9 - City of Dyersville Existing Land Usc T Ins, DUBUQUE COUNTY SMART FLAN Cky of Dyersville Existing Land Use DmmCily W Drelslh. Delaware Ceua/ Thelatelut1COonly. 2012 Map 12.10 - City of Epworth lixisti ng'Land Use H • 1— Land Use IB umcc AMR BnlWiknal 1 Aynonral 1--.1 Moyle Femitairatlumkl f Pak — Indrakl fifes IaM+FamibRMIleasd OPml Sas ta Canllllmcd =MI Nlxnd lra o 1.eX.3R4r13:0 11 f DUBUQUE COUNT SMART PLAN City of Epworth Land use - Coma f� MBIMllnnnl Existing land Use i 1 ASIOAMSl r• - -d aadk FM10/RC:JYMW ii- Pam Matti ® Mulll Iamly HcIdvdal 1r — .1 Open Spat INS o ex, 10o lSI/ deccymw.vgon.wo.ma »m nammcnfal Sliced lke YN(NVld ele.eum 180 f_ n Use Map 1231 - City of Farley Existing Land Use �1�s1 s3� �aj 1111110 3i �y�Y 'Ppop��t!M}��'ssurgi�iIu one, uarar,;d19III, {%i111"Ali.or,m. DUSU'QUE COIIN'TY SMART PLAN City of Farley Land Existing Land Use Use _ means mu: CPJMrAiISJ. Pllemyll ComN;, 2012 EMIMI °onm ed Oaks i arpk Fa nh)/ S:6 mnl L1e16 Vasty Ile:dmeial 1. I9 Upen Spaec M Mad Use lati$ieral Park tr _ oral • ..MI � lieu eau Map 12.12 - City of Yeast* Existing Land Usc DUBUQUE COUNTY SMART PLAN City of Peosto Land Use Existing Land Use Oats: CO of Pee . Dawes County, 2012 1 rgneuMmol Ineu :ITtl Commercial ® CDw ss, rasa/ Raadandal Nevi rslty Residential NiuA Use In:uutenal Park Open Space M Me sftc“, 181 Map 12.13 - Dubuque County Future Land Use DUBUQUE COUNTY SMART PLAN Dubuque County Future Land Use Me:OlyM Ulbinuo. Ob ofnamry.Oty at Uasfle. UlyadL, Mb, OIybl LyewIILUly at 13,10.Uy al Yecct■ Wblgm Court. 2012 Land USG ® ORtc l lf4ulinnal R[ahudlu,N n Sinolc Family RYsidcnGal MN Pak Indunial Ing Multi Hamby Iteeldentlal Open p G 1 2 3 4 5 M CommilUel - 'fixed tl� mMik‘ N Map 12.14- City ofAsbury Future Land Use DUBUQUE COUNTY SMART PLAN City of Asbury Chlr Limits Lana use C <sa. 011:: nan..ul Future Land Use Agimulkiim 1 Illdl• Family BtlY ♦tlIIGYI •-• IbduIdal Multi rtldlyptlidtnetll OUea4jc CmmnMbl MIN DYIw CiyufMimic City dl OWuaue. D II* a Cabty. 2012 Nuwl Ut .a n Kell • 182 l_?nd Use Map 12.15 - City of Cascade Future Land Use DU8UQUE COUNTY SMART PLAN Land Use ®Oaxw — InMUdorV 1 IydmMuIJ 0 tingly ramiy Resident Pack - Indvinal AWN NIIIiy Reeilmfus M Caen SPIN City of Cascade Future Land Use n e m ; ray or Qq , DubiqueCOw,Iz, donesCawdy, 901) tr N - Cwmwrtiei - Kited Use OW, o »f Tao as Map 12.16 - City of Dubuque Future Land Use DUBUQUE COUNTY SMART PLAN City of Dubuque Future Land Use LVM:ay NOnnuyla.no rtMf uy, Ony nareas.% nwon^oen,,, y 9nP, Land Use El oz.. Inskaionai 1_ .1 Apk I%sI £fl npk: Family Residential MI Perk kaln trial La NMI Family ResldeWl =Open Space COmme{Nel MN Mixed Use o IS 4 xn. 283 Map 12.17 - City of Dyersville Future Land Use DUBUQUE COUNTY SMART PLAN aty of Dyersville Future Land Use Dala: lily a Upysvele, UelxvmC w.Iy Dame County, 2012 Map 12.18 - City of ripcord) Future Land Usc Land Use 1_1 Odesfi Agoiovyul! E 1more Fnmly nen:coe l eduubirl C 1 Mm FamIJRe :kamml - ComIneI *I taxed Use fiaifu6aul Yak OpenSpace I"e Pen 0 R040 UUBUOUE COUNTY SMART Pt AN CItyof Epworth Lsnd Use ®CMio MUM 1,10eAb n Future Land Use I 1 A9emltlorc1 t I af& fiTy RtlYWtlnSil IIIIIIIIIIIIIIIIIIII, Ilnk fi Inmeadq fl• Muir Frni& RwidvnUrl t ,i qNn Bdern ry Uab:l:ly of kywarf . UuBlgx l:eonlJ,I012 Commercial MIA UN o so Imoiaa I 184 Map 12.19 - City of Parley Future Land Use Tru n u wn n ui�a_lwiPtI _ 11117111 EPA 11 Ir W;- ri 4' tr 11'�IJiI-J IIUII.i Ilrw ♦♦ yG' : : .�an�lfi111ic'ilN9t3l= DUBUQUE COUNTY SMART PLAN Lend Use Lity of Farley Future Land Use (*rho: City of rade% Dubuplr CUUUy, 2012 tMME1 ince ltll— Inclubona ngncuHura 1 -mi. F miff Rrryhnerl Pak ■111••0 � dab Fe•lib ReikI$nIAI 1 —1 LIMA Byre p CAmnerciol 1 Ixa• lB o ZOO lad � t Map 12.20 - City of Peosta Future Land Use f TYIfE .__ ■�a . ®, ■ r7 :u77q/ ... • 1 II I ........... Niill I:ita ji. - 'Re-9 ■ Psr.mti� gglrtiF�a . °� L ) �:,. ra it �r 111 Ft 1111 . _ _._. L DUBUQUE COUNTY SMART PLAN aty of Peosta Land Use t mice IlWiblgeyal 1 1 Atckohum' 1 = 1 Eibgb Fenib ReridelNN NA. Future Land Use Indu t1 r= I FPrrib R,a1,n ,I: Open QM. 0.9b: Cityor Pbeele, DakgUBCanly, 2012 CunonmiaI. tti_ raxne Ilan • .m �ppyl� 185 Chapter 13 'the success of the Smart Plan will rely on the ability of individual communities to come together as a region to achieve a common goal. Historically, the com- munities in Dubuque County have a good working relationship, Dubuque County communities are able to cooperate to complete projects of mutual interest. Communities also work together to share information, resources, and are active in several regional organiza- tions. However, communities could also be taking advantage of many opportunities for collaboration in economic development, environmental and agricul- tural protection, and resource sharing. This chapter will outline current collaboration efforts within the county and profile several regional organizations that facilitate collaboration. The chapter will also discuss past ConIlicts between Dubuque County municipalities and identify opportunities for collaboration. Recom- mendations included in this chapter will allow com- munities to prevent and resolve conflicts and help all Dubuque County communities continue to work together to achieve their goals for the future. Benefits of Collaboration Dubuque County communities have taken advantage of the many benefits of strong regional partnerships and intergovernmental collaboration. Some of the benefits of intergovernmental collaboration include: Cost Savings - Cooperation can save money by in- creasing efficiency and avoiding unnecessary duplica- tion. Cooperation can enable some communities to provide their residents with services that would oth- erwise be too costly. Examples include shared library services, police and fire protection, recycling of house- hold hazardous waste, and shared government build- ings (such as shared community center). Address Regional Issues - By communicating and coordinating their actions, and working with regional and state agencies, local communities are able to ad- dress and resolve issues which are regional in nature. Examples include the construction and maintenance of highways, provision of transit service, and planning and construction of facilities for stormwater manage- ment and water supply. Early Identification of Issues • Cooperation enables ju- risdictions to identify and resolve potential conflicts at an early stage, before affected interests have established rigid positions, before substantial funds have been expended, before the political stakes have been raised, and before issues have become conflicts or crises. Reduced Litigation - Communities that cooperate may be able to resolve issues before they become mired in 186 litigation. Reducing the possibility of costly litigation can save a community money, as well as the disap- pointment and frustration of unwanted outcomes. Consistency - Cooperation can lead to consistency of the goals, objectives, plans, policies, and actions of neighboring communities and other jurisdictions. Predictability - Jurisdictions that cooperate provide greater predictability to residents, developers, busi- nesses, and others. Lack of predictability can result in lost time, money, and opportunity. Understanding - As jurisdictions coin nninicatc and collaborate on issues of mutual interest, they become more aware of one anthers needs and priorities. They can better anticipate problems and work to avoid them. Trust - Cooperation can load to positive experiences and results that build trustand good working relation- ships between jurisdictions. History of Success - Whert jurisdictions cooperate suc- cessfully in one area, the success creates positive feel- ings and an expectation that other intergovernmental issues can be resolved as well. Service to Citizens - The biggest beneficiaries of in tergovcrnmcntal cooperation are citizens for whom government was created in the first place, They may not understand, or even care about, the intricacies of a particukr intergovernmental issue, but all residents can appreciate their benefits, such as cost savings, pro- vision of needed services, and a strong economy. Current Collaboration Local governments in Dubuque County are constantly working together and with regional, state, and federal government agencies to provide the highest level of service to their citizens. intergovernmental Agreements Dubuque County communities work together using a:comhination of formal and informal agreements to provide services to their citizens. Formal municipal agreements are generally referred to as 28E agreements as they are permitted under chapter 28E of the Iowa Code. The chapter permits "state and local govern- ments in Towa to make efficient use of (heir powers by enabling them to provide joint services and facilities Intergovernmental Collaboration with other agencies and to co- operate in other ways of mutual advantage."' Examples of 28E agreements in Dubuque County include: Catfish Creek Watershed Management Authority — 'lhe CC:WMA's mission is to improve water quality, reduce water quantity, promote groundwater recharge, and to protect, promote, and preserve ground water resources within the watershed. CCWMA members include Dubuque County; and the cities of Dubuque, Asbury, and Centralia; and the Dubuque Sail and Water Conservation District. Mutual Aid Agreements — Mutual aid agreements provide the procedures for shari ng of resources be- tween communities. Communities in Dubuque County have entered into agreements for sharing fire response, arnhukun:e services, law enforcement, and criminal investigations. The Dubuque County Emer- gency Management Agency is responsible for estab- lishing local mutual aid arrangements, and coordi- nates with Iowa Homeland Security and .Emergency Management to ensure emergency management and response for communities is adequately planned and is weil- equipped, trained, and exercised. Comnmities in Dubuque County also have mutual aid agreements for maintaining transportation and other public works facilities. 'lhese 28E agreements define responsibilities for road maintenance, public transportation, landfill operation and maintenance, and building and facilities maintenance, among others. 'the above list represents a small selection of the ac- tive 28E agreements in Dubuque County. The Iowa Secretary of Stale maintains an online database of 28E agreements, The database can be used to find informa- tion on 28E agreements between local govcrnmcnts in Dubuque County. '!he database is located at: http: // sos.inwa.gov/28E/Controllexaspx?cm&SOSS'earch. Informal Collaboration Tn addition to formal 28E agreements, communities in Dubuque County also work together through a variety of informal agreements and corn mum ity organizations, The Greater Dubuque Development Corporation (GDDC) has made a commitment to working with all cotnlnunilies in Dubuque County. GDDC has been especially helpful in working with smaller communi- 1 Iowa Code Chapter 28E.1. 187 ties to attract prospective employers, coordinate infra- structure improvements, and finance projects through programs such as Tax Increment Financing. Many communities also participate in inter- community recreation activities. For example, Dyersville has youth baseball, softball, and soccer leagues that includes play- ers from the western half of the County. Communi- ties also meet to cooperate and share ideas. Dubuque County city clerks meet quarterly to discuss city issues and learn about new programs. Communication between city clerks leads to sharing and trust between communities involved. Regional Organizations ECIA The .East Central Intergovermnental Association is a membership sponsored organization of local govern- ments in Cedar, 0iMon, Delaware, Dubuque, and Jackson counties. Cooperative effort, through ECM membership, provides greater resources to local gov- ernments than they would be able to afford individual- ly- The sharing of resources and discussion of common concerns vastly improves the quality and consistency of solutions to local and regional pmhlems. Costs arc held at a level that allows all Iocal governments in the region to participate. P.CLA provides numerous planning, technical, and management resources to assist local governments in reaching and implementing decisions. Services pro- vided by ECIA cover six broad categories: Community Development, Economic Development, Transportation Planning, 1 Jousing Assistance, Employment and Train -. ing, and Rural Transit Services. Transportation The Dubuque Metmpolitan A rca Transportation Study (DMAf:S) and Regional Planning Affiliation 8 (RPA 8) are regional agencies that plan for the future of the regional transportation network. Both agencies are ]eadhy policy boards that are made up of representa- tives from local governments. Policy board members work together to allocate funding to projects that will help maintain and improve the regional transportation system. Smart Planning Consortium The Smart Planning Consortium is a regional organi- zation in Dubuque County that was created to develop this plan. After the completion of the Smart Plan, the Smart Planning Consortium' will continue to exist and will remain active in the Count. The primary objec- tives of the Consortium will be to ensure the imple- mentation of the Smart Plan and see that the members review and revise the plan as necessary. The Consor- tium will also serve as a facilitator for collaboration between communities. Communities will meet to dis- cuss issues. and identify potential areas forcollabora- tion on regional and local projects. For example, plan- ning improvements for Heritage Trail is a large. scale Project Ihat would benefit many [:omrnunilies across the region and iconic' require regional coordination. A Main Street program is a local pmjcet, but many com- munities may have similar progrmis and could share resources and provide advice on how to improve their downtowns. Corn munitics could also participate in regional efforts to promote local tourist attractions in a regional context. Conflicts Dubuque County communities work together to pro- vide the best services possible to their citizens; how• ever, conflicts between communities have arisen in the past, Land use and land development issues can be the cause of conflicts. between municipalities. Land is an essential commodity for community growth and is in limited supply. The result can be a competitive atmo sphere that am result in conflict. For the most part, Dubuque County communities take a cooperative ap- proach to new development, but land use development conflicts have occurred between cities and Dubuque County in various ways and intensities. 'this section discusses some of the con llictsthat have occurred and provides methods for improving conflict resolution within the County. City - County Conflicts Conflicts between cities and the County can stem from rural developments outside of communities in the un- incorporated arca of the county. When developments are approved just outside of incorporated cities, com- munities can miss out on opportunities to use their excess utility capacity and expand their tax base. New residents may also increase demand on public facilities such as city streets, parks, and pools without contribub. ing lo the full expenses of these facilities. Greater trait 188 fic volumes on city streets will hasten roadway deterioration and require (tie addition of.traffic control devices, all of which increases the communities' expense with little return through mu- nicipal property (axes or fees. There are also rural development situ- ations adjacent to a city boundary, when the County assumes that the city would automatically annex the area following development Such annexa- tions do occur occasionally; but just as often, they do not because the city does not have any extrt.utility capacity or cannot afford to extend utility lines, or the development dots not meet city standards. Iowa Code gives cities that have ad- opted subdivision ordinances the option to review subdivision plats: that are within two miles of their cil y's boundaries. Fifteen cities in' Dubuque County have adopted a subdivision review ordinance for this two -mile exiralertilorial jurisdiction (ETJ). The County notifies these fifteen cities about subdivision applications within their ETJ area. The County does not notify cities that have not adopted ETJ about sub • division plats and new developments. City— City Conflicts IrlterI-I`°°^,-_rntt) " >llabaration Map 13.1 - Extraterritorial Subdivision Review Boundaries Erxxtraatarrito,ial Jurisdiction ( I ca) Col xunin Units (] Cilr Fx1alrl&xi:0 Junsfciion - Orerbplinp I-rJs 0 5 Jm Mlles It Source.: Dubuque County subdivision rcvicw boundaries. Development conflicts between cities can arise in these overlap areas. Cities with overlapping subdivision review boundaries can establish mutual subdivision regulations through a 28E intergovernmental agreement with each other and /or the County. If no agreement is in place, then the cdly that is closest to the boundary of the subdivision shall have authority to review the subdivision. Currently, no cities in Dubuque County have Et) subdivision review agreements in place. Map 13.1 highlights the overlap- ping ETJ mile subdivision review boundaries within Dubuque County. Annexation is an issue that has created conflicts be- tween cities all over the United States. Cities annex land to provide space for new development. As a city grows it may find itselfin competition with another city over a parcel of land 7n Dubuque County, the boundaries Asbury, Dubuque, and Sagcvillc are direct- ly adjacent, and several other cities arc separated by Tess than two miles. Annexation conflicts in Dubuque County have not risen to the extreme levels seen in other communities, but as cities continue to expand there is an added potential for conflict. Development conflicts between cities can also occur in unincorporated areas (hat are under a city's extrater- ritorial. subdivision review jurisdiction (ETJ). Several communities within the county have overlapping ETJ Resolving Conflicts If conflicts do occur, communities may use a dispute resolution process that provides a low cost flexible approach to resolving conflicts. The process works to resolve actual aed potential conflicts between govern- mental entities through open dialog and cooperative initiatives. The principal benefits of government enti- ties utilizing an alternative dispute resolution process to resolve conflicts include: 189 • Saving time and legal expenses. • Having greater control over the dispute resolution process. • Resolving conflicts in a more creative way than might be possible if left to a decision by a judge or jury, • Greater privacy in resolving disputes than is af- forded in a courtroom. • Responding to conflict in a rational and courte- ous manner can increase communication, foster positive intergovernmental relationships, provide an opportunity for learning, and broaden per - spectives and solutions. Figure 13.1 shows an example of a dispute resolution process. the intent of the process is to resolve as many conflicts as possible at the.Iowest steps on the ladder. If the dispute is not resolved at the lower stages, the dispute moves up the ladder. II is in the best inter- est of off parties involved. la resolve the dispute. at the lower stages on the ladder, as both the cost and.dura- tion of the process increase at the higher stages and the involved parties have less control over the outcome. Figure 13.1- Disputeltesolution Ladder A tXuatsonorO sputeReroknion • Swore: Washington County, WTComprehensive Plan: 20.35 Preventing Conflicts in most cases, coin mun ities can avoid conflicts by establishing agreements and developing consistency in their local polices. Working closely with other com- munities will help all parties involved identify and resolve potential conflicts at an early stage, before af- fected interests have established rigid positions, before the political stakes have been raised, and before issues have become conflicts or crises. Municipal Agreements Currently land development conflict's are resolved as they arise, but this process can be highly contentious and does not always produce the most efficient results. Communities can avoid these issues by entering into agreements that will improve the land development process and provide the best opportunil y for orderly planning, development and the provision of municipal services. Communities can prevent many annexation conflicts by establishing'an annexation agreement before prob- lems arise. Under the .agreement, both sides delineate future annexation areas for each conummity and agree to annex only the land within their area. The agree- ment can alsolay out easement agreements for future utility extensions. Communities crm also use 28E agreements to eliminate extraterritorial subdivision review conflicts by creat- ing an.agreed upon .gel.. of subdivision regulations to be used in the PTJ overlap zone. Communities can also establish a boundary that delineates areas where each community has subdivision review authority. A'sub. division review agreement can.be done as part of an annexation agreement or as a standalone agreement. .Annexation and subdivision review agreements can avoid conflicts and can help expedite the subdivision approval process by eliminating the need for ad hoc negotiations between cities. Agreements between cit- ies will also make the subdivision review process easier for the county. Subdividers will know which city's regulations they will need to meet based on a map with clearly defined annexation and subdivision areas_ Overall, the agreements can provide added darity and predictability to the land development process. 190 Intergovernmental Collaboration Development Codes Zoning, subdivision, and building codes, or develop- ment codes, are important tools that provide com- munities with the opportunity to establish land use .patterns that are logical, orderly, attractive, and conve- nient. Carefully plan ncd and thoughtfully developed communities are instantly recognizable, as private investment is encouraged and protected in such envi- ronments. Similarly, public resources can be expanded more efficiently as a result of sound planning enforced by effective development codes. Development codes will be a key pact of the implementation of the Smart Plan, Implementation through development codes is vital because as a comprehensive plan, the Smart plan on its own bas no legal authority. Currently zoning, subdivision, and building codes and the process required to comply with these codes vary greatly across municipalities within Dubuque County. Differences in These development codes can be very confusing for builders and developers, and can also promote urban sprawl by allowing developers to leap- frog into unincorporated areas with less restrictions on development. Regional i mplemenlalion of development codes can address some of these issues. While the codes and pro- cesses are different, the intent behind most of them is very similar. if the cities and the County adopt similar development codes, local governments will be nn an equal playing field, which will limit instances of devel- opment jumping into rural areas to avoid regulation. Regional code implementation will also encourage new economic development by reducing the complexity of subdividing and building in Dubuque County by establishing similar codes across the county. Develop- ment codes can benefit smaller communities that do not have the means lo administer and enforce a code. Smaller communities with similar codes could pool their resources to share the burden of code compli- ance. 191 Goals and Objectives 1. Improve relationships among local govern m en is within the region by strengthening corn m u n ica- lion and identifying opportunities for sharing information. 1.1. Promote better understanding among all levels of government on the roles and responsibilities of each. 1.2. Formally invite groups, agencies, or entities to public meetings where the topics discussed are oficnown importance to the invitee. 1.3. Encourage communities to become. /remain active on regional committees and boards. 1.4. Encourage communities to communicate development proposal details to surrounding jurisdictions on a timely basis. 2. Reduce land use conflicts between neighboring jurisdictions including issues concerning an- nexations, urban and rural development, code compliance, and fringe arca development. 2,1, Establish fringe area development agreements to resolve conflicts between cities and the county. 2.2. Establish Binge area development agreements to resolve conflicts between adjacent cities, 2.3. Encourage local govermnenls to adopt a rural model snout code that will promote consis- tency of development. 2.4. .Encourage cooperative land use polices that protect agricultural land and open space and allow for cost effective service delivery by encouraging new development to blade within existing cities and established urban fringe areas. 3. Encourage Dubuque County communities to coordinate economic development efforts. 3.1. Coordinate regional promotion of local tourist attractions. 3,2, Coordinate local business recruitment and retention activities on a regional scale. 3.3. Cooperate with local educational institutions to coordinate training/skill requirements to meet the needs of local employers. 3.4. Plan for new and maintain housing, transpor- tation, communication, and utility systems to foster walkable cities and promote economic development. 3.5. Develop regional strategy to provide adequate supply of vacant, development -ready land for residential, commercial, and industrial use in each community. 3.6. Cooperate with businesses, educational in- stitutions, community organizations, and governments to provide information to local businesses. 3.7. Plan and promote rnulti- jurisdictional eco- nomic development projects that foster coop- eration instead of competition, 4. .Encourage Dubuque County communities to coordinate the planning, programming, and use of personnel, equipment, services, facilities, and infrastructure. 4.1. Cooperate with businesses, educational in- stitutions, community organizations, and governments to identify and pursue federal, state, and private funding to help accomplish region -wide goals. 4,2. Encourage development to locate within existing cities and establish urban fringe areas where adequate public utilities are planned or can be provided. 4.3. Promote the integration of sound, affordable housing throughout the region. 4.4. Encourage local government participation in school district site select ion and faci] ities plan- ning cubits. 4.5. Continue to work with DMATS, RPM, and Iowa DOT to plan for transportation infra- structure expansion and maintenance. 4.6. Encourage intergovernmental coordination when selecting sites for couununity facilities, such as police stations, fire stations, admin- istration buildings, libraries, hospitals, and schools. 192 Intergovernmental Collaboration 5. Coordinate regional agriculture and natural resource protection efforts.. 5.1. Cooperate on regionalstormwatcr manage - ment planning, education, and enforcement of stormwater and erosion control ordinances. 5.2. Coordinate regional efforts to improve air quality by reducing emissions from both point and nonpoint sources. 5.3. Promote the protection, preservation, and enhancement of the region's bluff's, prairies, wetlands, waterways, scenic views, vegclalion, wildlife, and all natural areas. 5.4• Promote watershed planning (o improve water quality and mitigate flooding. 5.5. Preserve prime agricultural land using in5li d'evelop'ment, brownlield redevelopment, and sensible agriculture preservation policies 6, Continue the dialog on comprehensive planning, land use regulation, and boundary issues be- tween local governments in Dubuque Comity. 6.1. Work cooperatively with local municipali- ties to make revisions to zoning, subdivision, building, and other municipal codes to imple- ment the recommendations of the Smart Plan. 6.2. Continue regular meetings of the Dubuque Smart Planning Consortium allerihe comple- tion of the Smart. Plan, 6.3. Review Smar( Plan bi• annually and update the plan in a timely manner. 193 Chapter 14 Many of the pmblems facing Dubuque County are not new. Issues including urban sprawl, farmlandpreserva- tion, and affordable housing were identified in the region's first comprehensive plans that were published in the 1960's. The fact that many of the same issues persist today demonstrates the complexity of these problems, but it also indicates that while many of these issues have been included in plans, they have not filtered into community budgets, capital improvement plans, and zoning and building codes. The intent ofa comprehensive plan is to CAM a wide net and couch on all topics relevant.to the future development of the community. On its own, aumm- prchcnsivc plan has no legal authority, it is merely an agreed upon road map for the future of the comnnmity. '1b achieve its goals, a community must actively work to incorporate the recommendations of the unnprehensive plan into its budgets, policies, and ordinances. '!he Smart Planning Consortium has identified seventeen projects that will put the goals and objectives of the Smart Plan into practice. The recommended projects are listed on the. following pages. Tisch pmject hasa table that identifies the pmject name, the party responsible for completing the project, and a general timeline. Project timelines have been classified as short -term (less than one year), medium -term one to five years), and long -term (more than five years). Projects with an ongoing timeline are those projects without a specific end dale. Follow- ing the table a brief description of the projectis:included. Projects are not ranked or listed in anyspecific order. 194 Irrlplemerltar ri Responsible Parties Cities County Elements Hazard Mitigation Intergovernmental Coordination Watershed Public Participation Time Project Description The Dubuque CeuntyMulti- Jurisdictional Hazard Mitigation Plan (1v1JHMP) provides the basic Hazard Mitiga- tion strategy for all municipalities in Dubuque County. Through the MJHMI; communities identify hazards, analyze the risk associated with each hazard, and estimate the COMM unity's vulnerability to each hazard. Corn• munities then develop a list of projects that will mitigate the risk from hazards and prepare the community to take action in i he event ohm emergency. 'the Communities should continue to update Dubuque County MJHMP and implement: mitigation projects through their land use plans and capital improvement budgets. rt Plan Responsible Parties Cities County Smart Planni Elements intergovernmental Coordination Issues and Opportunities Consortium Public Participation Time Ongoing Pmject Description The Smart Plan. is a comprehensive plan that is intended to guide regional development over the next 20 to 30 years. Tor the plan to remain relevant, it must be reviewed and updated periodically to reflect the changing conditions in the region. The Consortium should develop a process to evaluate and update the information pro- vided in the plan. The Consortium should also provide status reports to the region. Responsible Parties Cities County Smart Planning Consortium Elements lntergovermnental Collaboration Implementation Time Ongoing Project Description Regional collaboration is vital to the economic success of the region. in Dubuque County, regional economic de- velopment is guided by the Comprehensive Economic Development Strategy (CMS). 'The CEDS is produced by The East. Central IntergovernmentalAssociation (ECIA) and indudes Cedar, Clinton, Delaware, Dubuque, and Jackson counties. The goal of the CEDS is to coordinate economic development activities in the region. ECTA provides assistance to local governments, development corporations, chambers of conunerce, businesses, and in- dividuals in the ongoing implementation of the CEDS. Communities should actively participate lathe .develop- men( the CEDS, and work to implement the goals and objectives of the CTIDS on both local and regional levels. 195 Responsible Parties Cities County DMA'fS RPA8 Elements Transportation Economic Development lntergovermnental Coordination Public Participation Time Ongoing Project .Description Along-range transportation plan (LR'1'p) focuses on transportation related issues in a specific area over a 20. year period. The DMA'I'S plan covers the Dubuque metropolitan area inducting the cities of Dubuque, Asbury, and Peosla. The RPA 8 plan includes rural areas and incorporated cities in Clinton, Delaware, Dubuque, and Jackson counties. The primary objective of the i.RTPs is to set the long -term transportation priorities for the region. The plans provide a view of the current transportation trends in the region and aid in projecting potential changes for the area into the future. As members of DMAI'S and RPA 8, communities should work together to connect the goals and objectives of the Smart plan and the both LieI'Ps. L ttlish Creek Watershed Management, Responsible Parties Elements Time Cities Watershed Medium County Hazard Mitigation Dubuque SWCD Agriculture and Natural Resources CCWMA Land Use Project Description The Catfish Creek Watershed Management Authority ( CCWMA) was established in the summer of 2012 to tackle concerns with water quality and flooding on a watershed level, The CC1ATMA seeks to promote working together across jurisdictional boundaries to solve pmblcros within the watershed. the (:C:WMA has been tasked with creating a Watershed Management Plan (WMP) for the Catfish Creek Watershed. A WMP ues a long -term, comprehensive approach to identify water quality problems, propose solutions, and create a strategy for putting these solutions into action. Responsible Parties Cities County Elements IATatershcd Tiazard Mitigation Agriculture and Natural Resources Catfish Creek WMA Time Short Tcrm Project Description Preventing life and properly from flood hazards is an important issue for the communities in Dubuque County. Communities can use a floodplain management ordinance rninimize losses due to flooding by limiting develop- ment in the floodplain, require structures in the floodplain to be protected from flooding, and to protect people from buying land which is unsuitable for development because of flooding. An adopted floodplain ordinance is required to be eligible for the National Flood Insurance Program and for certain types of Stale post disaster as- sistance. Many communities in the County have adopted and are enforcing floodplain management ordinances. The Consortium will encourage all communities in the region to adopt and enforce a floodplain management ordinance. 196 Responsible Parties Cities County Smart .Planning Consortium Elements Community .Character Public Participation Housing Land Use Economic Development Hazard Mitigation Watershed Time Medium -Term Project Description Zoning ordinances are a primary tool for implementing a comprehensive plan. The adoption of the Regional Smart Plan and subsequent local comprehensive plan updates may necessitate changes to local zoning ordinanc- es. For example, (he Smart Plan recommends the use of mixed -use development to promote walkable, economi- cally vibrant communities, hut. mixed -uses maybe limited by traditional Euclidian zoning that separates different land uses. Communities can encourage mixed -uses by updating their zoning code using a form -based zoning approach that places more emphasis on design and density of new development rather than the traditional .Eu- clidian zoning approach with its primary emphasis on separation of uses. During summer 2012, the Consortium participated in the creation oldie Dubuque County Rural Model Smart Code. The purpose of this project was to provide training in the use and establishment of a hybrid form -based code within the three pilot communities of Bankston, Durango, and Sagevi]]e, which can he replicated elsewhere within Dubuque County. Dubuque County communities can use the Dubuque County Rural Model Smart Code as a guide to implement changes to their own zoning codes. lity Indics Responsible Parties Cities County University of Iowa Smart Planning Consortium Elements Implementalion Public Participation intergovernmental Collaboration Land Usc Time Short -Term Project Description The Consortium has established a partnership with the University of Iowa School of Urban and Regional Plan- ning to create a set of regional suslainabilily indicators that will allow the Consortium to track the Impiemen- tation.of theSmart Plan- As part of the University's "Iowa initiative for Sustainable Communities, graduate students will work to define the most important performance metrics for the region's Smart Planning Principles. 'the project:will identify available data at the county -wide level, as well as local level data for smaller towns. Spe- cifically the project will seek to identify models for projecting land development needs in relation to population changes and job projections. Once complete, this project will provide the consortium with a model for collecting data, measuring progress, and reporting that progress to the regional community. 197 Responsible Parties Cities County Elements Land Use Intergovernmental Coordination Issues and Opportunilles Public Participation Time Medium -Term Project Description The Dubuque County Smart Han will establish a long -term vision for the region; however, the region is a collection of unique communities, and it is important for individual communities to establish their own vision for the future. During the local comprehensive planning process, community leaders will work with residents to describe com- munity characteristics, establish goals and objectives,. and explore alternative plans for the laluFC, The community's legislative body will then adopt the comprehensive plan as a policy guide for future development. As part of the Smart Planning Process, Consortium members have agreed to consider the goals and objectives of the Smart Plan during their next comprehensive plan update. Responsible Parties Cities County County Conservation Smart Planning Consortium I?Icments Transportation .Community Character Agriculture and Natural Resources Public Participation Intergovernmental Coordination Economic Development Time Short- Term Project Description During thesummer and Fall of 2012, the Consorlium began work on a plan for the Ilcrilagc Trail with assistance from a Community Planning Assistance 'team (CPA'1') from the American Planning Association. The CI'AT will offer the Consortium recommendations on. how to make the trail more accessible and user friendly, how to promote the suStainability of Me Trail, and .how to expand the recreational and economic development opportu- nities of the entire region. To achieve the regional goals for the Trail, conununities will need to work together lo 'implement the plan's recommendations. The Consortium should also use the Heritage 'frail project as a model for allure region wide efforts in the County. Responsible Parties County Elements Agriculture and.Natural Resources Land Use Time Short - 'Perm Project Description Iowa Code Chapter 335.2 exempts farmland, farm houses, farm barns, farm outbuildings, or other buildings or structures which are primarily adapted for use. for agricultural purposes from county Zoning Ordinances. This exemption is i mplemcnted. individually by each county since the legislature has not defined a farm for zoning purposes and has not given counties any specific rules to follow. Dubuque Countp agricultural exemption process does not do an adequate job ofpreserving the availability of agricultural land for farming purposes. The Dubuque County Zoning Office is working on establishing new rules and procedures to determine if an applica- tion'for a structure or building meets the agricultural exemption and if not, that the new development adequately 198 Implementation protects the availability of agricultural land for farming purposes. Responsible Parties Cities County Elements Public Infrastructure and Utilities Economic Development CommunityFacifides Transportation Public Participation Time Medium-Term Project Description Capital.impmvemcnt Programs (CIP) are short range plans, usually 5 to 10 years, that identify capital projects and equipment purchases, provide a planning schedule, and identify financing options, The CIP is very impor- tant for implementation because it essentially provides a 1 i nk between the goals and objectives of a comprehen- sive plan and the municipality's budget. 'Lb successfully implement the goals and objectives of the Smart Plan, communities should consider (he recommendations of the plan during their Clp process. 13: Maim Responsible Parties Cities Elements Economic Developmeal Community Character Time Medium -Term Project Description Sustaining local economies will be a challenge for Smart Planning consortium members in the future. Tire Region's Main Streets present an opportunity for new economic growth. 'the Main Street Pour -Point Approach an economic development tool used to revitalize downtown districts by leveraging local assets. The approach fo- cuses on existing community assets such as architectural heritage, local enterprises, and community pride. The four points are organization, promotion, design, and economic restructuring. The City of Dubuque has had suc- cess using the Pour -Point approach to revitalize its downtown area, Main Street concepts could be implemented in other cornrnunities to help sustain vibrant local economies. i ormwater Management Ordinances Responsible Parties Cities County Dubuque SWCD Elements 'Watershed Hazard Mitigation Lund Use Intergovernmental Collaboration issues and Opportunities Agriculture and Natural Resources Time Medimn Term Project Description Preventing flooding and protecting water quality is an important challenge facing the Dubuque County Region. Some communities within the county have established new ordinances to protect their important water resourc- es. Erosion control ordinances prevent erosion and sedimentation during construction or other land disturbing activities. Stormwater ordinances limit flooding post-development by requiring the installation of infiltration based stormwater control. As of faIl 2012, Dubuque County, the City of Dubuque, the City of Asbury, and the City of Epworth have adopted both Erosion Control and Stormwater Ordinances. Region-wide implementation 199 of these ordinances is key to their success, as flooding and water quality issues do not slop at municipal boundar- ies. Responsible Parties Cities County Elements Land Use Intergovernmental Collaboration issues and Opportunities Time Medium- -'term Project Description .Fringe .Area Agreements are formal agreements between municipalities that address land development issues in unincorporated areas that are near city boundaries. Communitties can use Fringe Area Agreements to eslablish an orderly transition from urban to rural land uses, to protect environmental resources by di recting.dcvclopment to targeted growth areas, and to accomplish successfid intergovernmental coordination. lrringe.Area Agree- ments can improve the lurid development process and provide the best opportunity for orderly planning, devel- opment and the provision of municipal services. Responsible Parties NRCS Dubuque SWCD County Elements Watershed Agriculture and Natural Resources Hazards Intergovernmental Collaboration Time Long -Term Project Description The goal of the Mississippi River Basin Initiative (MRBT) is ro reduce nutrient loading in the Mississippi Rivet Basin, which contributes to both local water quality problems and the hypoxic one in the Gulf of Mexico. Fann- ers in three subwatersheds covering sections of Dubuque, Delaware and Clayton Counties within the Maquoketa River Watershed have the opportunity to receive higher payment rates on conservation practices and systems that avoid, control and trap nutrient runoff: improve wildlife habitat: and maintain agricultural productivity. MRB1 will he offered now through fiscal year 2013. To enroll, applicants must meet the minimum eligibility requirements of the Environmental Quality incentives Program (EQTP). Eligible practices and payment rates arc listed on the back page. Responsible Parties Cities County Elements Housing Community Character intergovernmental Collaboration Time long -'term Project Description A building code is a set of rules that specify the minimum acceptable level of safety for constructed objects such as buildings. Building codes provide minimum standards to insure the public safety, health and welfare and to secure safety to life and property from all hazards related to buildings. Building codes can also be a way for com- munities to incorporate green building techniques in their community. Building code administration is an op- portunity for regional coordination to share the costs of implementation and enforcement, to pmtcct health and safety of residents, and to protect property values. 200 List of Figures Figure 2.1- Smart Planning Elements and Principles 9 Figure 4.1- Dubuque County School Eurolltnent 2011 39 Figure 4.2 - Dubuque County Fire Departments 42 Figure 4.3 - Dubuque County Emergency Medical Service Providers 43 Figure 5.1- Schematic Diagram of a Typical Water Distribution System 56 Figure 5.2 - Schematic Diagram of a Wastewater Collectiun and Treatment System 58 Figure 5.3.- Residential Garbage and Recycling Collection Service Providers 59 Figure 5.4 - .Dubuque County Telecommunications Service Providers 59 Figure 5.5.- 'kola' Annual Property Tag 63 Figure 5.6 -Fuel 'Economy 64 Figure 5.7- Property Tag Per Acre 64 Figure 6.1 - Miles of Roadway by Functional Classification 68 Figure 6.2 - Future Needs DMATS & RPA 73 Figure 6.3 - DMATS & RPA Annual Ridership 73 Figure 6.4 - Pedestrian Fatality Data (2000 -2009) 75 Figure 6.5 - Freight Movement 77 Figure 6.6 - Total Operations 78 Figure 6.7 - Total Enplanements 78 Figure 7.1 - Dubuque County Historical Employment 92 Figure 7.2 - Annual Unemployment Rate 93 Figure 7.3 - Dubuque County Employment Forecast 93 Figure 7.4 - 2009 County Business Patterns* 94 Figure 7.5 - Total Primary Jobs by City 2009 95 Figure 7.6 - Gender Wage Gap 97 Figure 8.2 - Housing Appreciation Price Risk Index 109 Figure 8.1 - Dubuque County Housing Tenure 109 Figure 8.3 - Monthly Owner Costs as a Percent of H1-I Income 110 Figure 8.4 - Monthly Owners Costs as a percent of HH Income 110 201 Figure 8.5 - F.igure 8.6 - Figure 9.1 - Figure 9.2 - Figure 9.3 - Figure 10.1 Figure 10.2 Figure 10.3 Figure 10.4 Figure 10.5 Figure 10.6 Figure 11.1 Figure 11.2 Figure 11.3 Figure 11.4 Figure 11.5 Figure 11.6 tices Figure 11.7 Figure 12.1 Figure 12.2 Figure 12.3 Figure 12.4 Figure 13.1 Gross Rent as a Percent of Hli Income 110 Dubuque County C.snnhined Housing Costs 111 Average Corn Sr Soybean Prices I'22 Historic Dubuque County Land Values 122 Observed PM 2.5 125 - Emergency Management Plans and Responsible Agencies 134 - 'll►e Cycle of Emergency Management 135 - Hazard Analysis Risk Assessment Results For Countywide Hazards 136 - Hazard Priority Lists for Countywide Hazards 136 - Hazzard Analysis Risk Assessments Results for Community Specific Hazards 137 - Top Hazard Mitigation Priorities 141 - The Hydrologic Cycle 150 - Impact of Impervious Area on the Hydrologic Cycle Fluxes 151 - Conservation Design Subdivision Layout 155 - Conservation Design Subdivision Layout Continued 156 - Comparing Conventional and Conservation Subdivisions 156 - Qualitative Cost Comparison - How LID Practices Compare-with Conventional Prac- 157 - Advantages and Disadvantages of. Regional Stormwater Management Facilities 158 - City of Dubuque and Dubuque County Historical Population 166 - Dubuque County Model Transect 169 - Tax Revenue Per Acre 171 - Tax Revenue Per Acre 172 - Dispute Resolution Ladder 190 202 List of Maps Map 4.1- City of Asbury Community Facilities 52 Map 4.2 - City of Cascade Community Facilities. 52 Map 4.3 - City of Dubuque Community Facilities 53 Map 4.4 - City of Dyersville Community Facilities 53 Map 4.5 - City of Epworth Community Facilities 54 Map 4.6 - City of Farley Community Facilities 54 Map 4.7 - City of Peosta Community Facilities 55 Map 5.1 - Maximum Advertised Download Speed 60 Map 5.2 - Iowa Utilities Board Electrical Service Areas 61 Map 5.3 - Building Starts 2000 -2010 62 Map 6.1- Dubuque County Level of Service 2010 69 Map 6.2 - Dubuque County Level of Service 2040 70 Map 6.3 - The Jule Transit Routes 71 Map 6.4 - RTA Transit Routes 72 Map 6.5 -Bike and Pedestrian Facilities 74 Map 6.6 - Dubuque Cottnty Federal Functional Classification 84 Map 6.7 - City of Asbury Federal Functional Classification...,,. 84 Map 6.8 - City of Cascade Federal Functional Classification 85 Map 6.9 - City of Dubuque Federal Functional Classification : 85 Map 6.10 - City of Dyersville Federal Functional Classification 86 Map 6.11- City of Epworth Federal Fuenctional. Classification 86 Map 6.12 - City of Farley Federal Functional Classification 87 Map 6.13 - City of Peosta Federal Functional Classification 87 Map 6.14 - Dubuque County Severe Roadway Crashes 88 Map 6.15 - City of Asbury Severe Roadway Crashes 88 Map 6.16 - City of Cascade Severe Roadway Crashes 89 Map 6.17 - City of Dubuque Severe Roadway Crashes 89 Map 6.18 - City of Dyersville Severe Roadway Crashes 90 203 Map 6.19 - City of Epworth Severe Roadway Crashes 99 Map 6.20 - City of Farley Severe Roadway Crashes 91 Map 6.21 - City of Peosta Severe Roadway Crashes 91 Map 7.1 - Dubuque County Employment & Outflow 2009 95 Map 7.2 - Dubuque CountyEmployinent Density 104 Map 7.3 - City of Asbury Employment & Outflow 2009. 104 Map 7.4 - Cityof Cascade Employment &Outflow 2009 105 Map 7.5 - City of Dubuque Employment & Outflow 2009 105 Map 7.6 - Cityof Dyersville Employment & Outflow 2009 106 Map 7.7 - City of Farley Employment.& Outflow 2009 106 Map 7.8 - City of Epworth Employment &Outflow 2009 107 Map 7.9 - City of Peosta Employment & Outflow 2009 107 Map 9.1 -'I he T)riftless Arca 119 Map 9.2 - Dubuque County Topography 120 Map 9.3 - Dubuque County Land Cover 121 Map 9.4 - Dubuque County Corn Suitability Rating 121 Map 9.5 - New Non Agricultural Building Starts 2000 -2010 124 Map 10.1 - Dubuque County Flood Risk 146 Map 1.0.2 City of Asbury Flood Risk 146 Map 10.3 - City of Cascade Flood Risk 147 Map 1.0.4 -City of Dubuque Flood Risk 147 Map 10.5 - City of Dyersville Flood Risk 148 Map 10.6 - City of Epworth Flood Risk 148 Map 10.7 - City of Farley Flood Risk 149 Map 10.8 - City of Peosta F1ond Risk 149 Map 11.1 - Dubuque County WatershedslDrainage Basins 162 Map 11.2 - City of Asbury Watersheds/Drainage Basins 162 Map 11.3 - City of Cascade Watersheds /Drainage Basics 163 Map 11.4 - City of Dubuque Watersheds /Drainage Basins 163 204 Map 11.5 - Map 11.6 - Map 11.7 - Map 11.8 - Map I2.I - Map 12.2 - Map 12.3 - Map 12.4 - Map 12.5 - Map 12.6 - Map 12.7 - Map 12.8 - Map 12.9 - Map 12.10 Map 12.11 Map 12.12 Map 12.13 Map 12.14 Map 12.15 Map 72.16 Map 12.17 Map 12.18 Map 12.19 Map 12.20 - City of Peosta Future Land Use Map 13.1 - City of Dyersville Watersheds/Drainage Basins 164 City of Epwortlx Watersheds /Drainage Basins 164 City of Farley Watersheds /Drainage Basins 165 City of Peosta Watersheds /Drainage Basins 165 Population Per Square Mile 167 Jobs Per Square Mile 167 Dubuque County Annexations 167 Land Suitability Analysis 174 Dubuque County Existing Land Use 178 City of Asbury Existing Lund Use 178 City of Cascade Existing Land Use 179 City of Dubuque Existing Land Use 179 City of Dyersville Existing Land Use 180 - City of Epworth Existing Land Use 180 - City of Farley Existing Land Use 181 - City of Peosta Existing Land Use 181 - Dubuque County Future Land Use 182 - City of Asbury Future Land Use 182 - City of Cascade future Land Use 183 - City of Dubuque Future Land Use 183 - City of Dyersville Future Land Use 184 - City of Epworth Future Land Use 184 - City of Farley Future Land Use 185 185 Extraterritorial Subdivision Review Boundaries 189 205