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5 8 17 Work Session - Sustainable Dubuque Copyrighted May 8, 2017 City of Dubuque Work Session - Bottom # 1. ITEM TITLE: Sustainable Dubuque Quarterly Work Session SUMMARY: Sustainable Dubuque partners and City staff will conduct the quarterly Sustainable Dubuque Work Session. SUGGESTED DISPOSITION: ATTACHMENTS: Description Type Sustainable Dubuque Quarterly Work Session Agenda- C4 Manager Memo MVM Memo Work Session Agenda Staff Memo THE CITY OF DUUUCYUe had DUB E Ammeitacity if i Masterpiece on the Mississippi 2007.2012.2013 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligan, City Manager SUBJECT: Sustainable Dubuque Quarterly Work Session Agenda DATE: May 4, 2017 Sustainability Coordinator Cori Burbach is transmitting the agenda for the May 8 Sustainable Dubuque Quarterly Work Session. ibt/ha k /VZ,,h Mic ael C. Van Milligan MCVM:jh Attachment cc: Crenna Brumwell, City Attorney Cindy Steinhauser, Assistant City Manager Teri Goodmann, Assistant City Manager Cori Burbach, Sustainability Coordinator THE CITY OF Dubuque bierd DUtJE All-America City 11111 1 Masterpiece on the Mississippi 2007 TO: Michael Van Milligen, City Manager FROM: Cori Burbach, Sustainability Coordinator SUBJECT: Sustainable Dubuque Quarterly Work Session Agenda DATE: May 3, 2017 The purpose of this memo is to set the agenda for the quarterly Sustainable Dubuque Work Session scheduled for Monday, May 8 at 6:00 p.m. in the City Council Chambers. A presentation made by City staff and partners will address the following topics: 1. Workforce Solutions, including Laborshed Analysis, HR Action Update, College Outreach, Newcomer Services — Kristin Dietzel, Greater Dubuque Development Corporation 2. Central Avenue Corridor Project— Maurice Jones, Economic Development Thank you. Workforce Update 2017 Labor shed Analysis - Atmilabilay of Worker_ Chareaermecs d Warners - Commuting Patterns Sustainable Dubuque Quarterly Work Session May 8, 2017 WORKFORCE SOLUTIONS UPDATE Kristin Dietzel, Greater Dubuque Development Corporatio • Laborshed Analysis • HR Action Update • College Outreach Dubuque Works 5 -year Strategic Plan What's Next? May 18. 2017 Collegeto Career Lunch a Learn dammed Jo Casino 11 era - 1 p.m. May 23.2811 NIGC Business Summit Llnkxk the Power -of 7HufiiPia Generorii Hotel JUliell Dubuque a am, -9p.m. .nicc.edwb usirieussummi 2 Workforce Update 2017 Labor shed Analysis - Atmilabilay of Worker_ Chareaermecs d Warners - Commuting Patterns Sustainable Dubuque Quarterly Work Session May 8, 2017 WORKFORCE SOLUTIONS UPDATE Kristin Dietzel, Greater Dubuque Development Corporatio • Laborshed Analysis • HR Action Update • College Outreach Dubuque Works 5 -year Strategic Plan What's Next? May 18. 2017 Collegeto Career Lunch a Learn dammed Jo Casino 11 era - 1 p.m. May 23.2811 NIGC Business Summit Llnkxk the Power -of 7HufiiPia Generorii Hotel JUliell Dubuque a am, -9p.m. .nicc.edwb usirieussummi 2 Sustainable Dubuque Quarterly Work Session May 8, 2017 WORKFORCE SOLUTIONS UPDATE Kristin Dietzel, Greater Dubuque Development Corporation • Laborshed Analysis • HR Action Update • College Outreach • Dubuque Works 5 -year Strategic Plan Sustainable Dubuque Quarterly Work Session May 8, 2017 ORKFORCE SOLUTIONS UPDATE uunuque yuarreriy Work Session May 812017 WORKFORCE SOLUTIONS UPDATE Kristin Dietzel, Greater Dubuque Development Corporation • Laborshed Analysis - HR Action Update • College Outreach • Dubuque Works 5 -year Strategic Plan Air 2017 Laborshed Analysis • Availability of Workers • Characteristics of Workers • Commuting Patterns What is our Laborshed? Zip codes of existing workers + Census Population Data = Estimates of workforce LABOR FORCE .11111 312 276 •*� Dods v�lle arit ■ Bagley .: _ y pro , , `-rnavi - gl.., R ! i r AN � - n Poi ►4.d �4-_ '� faster Zone 1 :, e : ' r lnt� i • yi"� r,,, J . , 42,772 j1 411 eCuba City Bentolz•^ ranHazel Gree ugue s n+ EpworthrafDubuque —61 : K. a len _ Mate ►' ',recede BernardZwi •le _ _ ""g Zone 2 33,295 ml hZone3 236,209 Plattev Potosi AVERAGE COMMUTE: 11 miles one-way Who is our Laborshed? eimune surveys Mollie and lamdlVN 24% 54,286 d employed us'Vety [.ague O r'$Wneadha4 Laicals, As change employment • 17! we wrllivIny jabs • I./VW Age!, 47 • 32%m]ultl 1lke IC 111/101.n GUR1ileIS • AEI% pmung or riani t4 pulsue edu.nralll109 IUIIiWVIilYIuIYVIIJ.illldl,u.0 16VIWdllVIIIYIVIIIIVLII,_hIIulutl: 10 wnnesna 014 CNA. eresassam 120B44.4 NGP mih.nyLe 1.7 lm alwheon ITA l5 k Gmvrlry 1.01 GM 4.1.3AgwilTF.pb(e as and d +vJiwrv'hNERIty 60.730 AVAILABLE 23.7% 600 phone surveys Mobile and landline 200 from each zone Employment Status of Survey Respondents (Estimated Total) 106% 1 ikrly Ft: C:ruFinpinymmnr STIA 6ri:YV2b111 SCA 32.6'% M 74.6%, /.3% (2132) 7.7% (29.251 ) Employed *Unemployed Homemakers Retlred 54,286 2,063 2,152 2,229 Available for Dubuque 1 1 Employment Status of Survey Respondents (Estimated Total) 100% 80% 60% 40% 20% 72.7% Percent Likely to Change/Accept Employment Employed *Unemployed 32.6% 7.7% (29,251) Homemakers 24.6% 9.7% (36,849) Retired 54,286 2,063 2,152 2,229 Available for Dubuque 24% 54,286 of employed are "Very Likely" or "Somewhat Likely" to change employment • 17% are working 2+ jobs • Average Age is 47 • 32% would like to start own business • 48% pursuing or want to pursue edu./training WAGE REQUIREMENTS: $15.50 - $17.00 Hourly $55,000 - $65,000 Salaried *To attract 66-75% of those likely to change employment Top Reasons NOT to change jobs: 52% Job Satisfaction 17% Near Retirement 15% Self-employed 10% Good relationship with Employer 9% Good benefits 8% Good wages 6% Good hours/flexibility Benefits Offered v. Desired Paid Sick Leave Life Ins. Vacation Retirement/401 K Health Ins. +� 20 40 60 80 100 • Benefit Offered Benefit Desired Employment Status of Survey Respondents (Estimated Total) 100% 80% 60% 40% 20% 72.7% Percent Likely to Change/Accept Employment Employed *Unemployed 32.6% 7.7% (29,251) Homemakers 24.6% 9.7% (36,849) Retired 54,286 2,063 2,152 2,229 Available for Dubuque $12-$i 5/h r. Wage Threshold 5096 Unemployed within last year Disability/Health (27%) Employer Layoff/Downsizing/Closing (27%) Family Reasons (20%) Construction Service Sales Employment Status of Survey Respondents (Estimated Total) 100% 80% 60% 40% 20% 72.7% Percent Likely to Change/Accept Employment Employed *Unemployed 32.6% 7.7% (29,251) Homemakers 24.6% 9.7% (36,849) Retired 54,286 2,063 2,152 2,229 Available for Dubuque Who is our Laborshed? eimune surveys Mollie and lamdlVN 24% 54,286 d employed us'Vety [.ague O r'$Wneadha4 Laicals, As change employment • 17! we wrllivIny jabs • I./VW Age!, 47 • 32%m]ultl 1lke IC 111/101.n GUR1ileIS • AEI% pmung or riani t4 pulsue edu.nralll109 IUIIiWVIilYIuIYVIIJ.illldl,u.0 16VIWdllVIIIYIVIIIIVLII,_hIIulutl: 10 wnnesna 014 CNA. eresassam 120B44.4 NGP mih.nyLe 1.7 lm alwheon ITA l5 k Gmvrlry 1.01 GM 4.1.3AgwilTF.pb(e as and d +vJiwrv'hNERIty 60.730 AVAILABLE t Where Job Seel. LNTERN 78.5 60,730 AVAILABLE Where Job Seekers Find Employment INTERNI i NEWSPAPER #1 AccessDubuqueJobs.com #1 Telegraph Herald So What? AccessDubuquej 1 out 4 would ace€ Job Satisfaction 0 Individuals with Di; Non-traditional em Training Matters So What? AccessDubuqueJobs.com 1 out 4 would accept new employment Job Satisfaction OVER compensation Individuals with Disabilities Non-traditional employment arrangements Training Matters WHY PARTIc1FATE? Maxlarrre*. Iocall6er6 deva te56r1 mryfa 1:158166[8* Inhrms mmmunity 661165866 56,u00,15 cnn8denlial fnlemievr EMPLOYEE CHALLENGES 18'%4 average Immo, rate (361 Personal. Barriers Nos, report daycare is an csue for their workforce 6&% turnover is stable 2196 turnover is increasing 14% tirnover is decreasing 17% report transpaaa1ar Is an issue far [belt lsakfarce RLL1ei4e Ait.nian. Hiring Practices 576% Capaa11159 Te5alg 55% Praha agcal Tesli6g 8766 8acklrnund CllatkS 57% CsugTestng 62566656 an Intern p'Nr.m pwlny. 6 6I al 7 1n1 irtems l:nryear 2451 phnnngillrrelann Marna T 232 2017 HR Action Update 11GVisits 10,758 Employees WHY PARTICIPATE? Most current, localized data Opportunity for 1:1 assistance Informs community workforce solutions Confidential Interview 232 1:1 Assistance Provided since July por Current Workforce 1(.1° CEO i HR Comparison 7 •}111 047(1 4 1,795 HIRED! • 1% Executives - 5% Management - 13% Salaried • 79% Hourly • 2% Temp 1 71 . 11 1111 , 5 0 Mu Dahill), Quality Stability Produrthrity Employee Engagement 45 40 35 30 25 20 15 10 5 s Parking ME ramilyleave Sink leave - paid am Retirement match mo HeacaMM V acatlori -lthpaidre Em Volunteer time Healthand wellness program Flex -time schedule Bonus program Parttime [Less than Fr) Employee referral incentive Career dev- opportunity Tuition reimbursement EO 1 HR Comparison 1,795 HIRED! • 1% Executives • 5% Management • 13% Salaried • 79% Hourly • 2% Temp a% CEO / HR Comparison ■ HR ■ CEO 3.67336 Availability Quality Stability Productivity 7 6 5 4 3 2 1 0 ■ H R CEO 5.865,77 5.32 5.5 3.673.56 4.2, Availability Quality Stability Productivity HR Comparison 5.32 5 5 4.2 4 5.865.77 or 11 11 quay Employee Engagement St a hi lity P roductivity Employee Benefits Volunteer time 34.78% Health and wellness program Flex -time schedule Bonus program Parttime (Less than FT) Employee referral incentive Career dev. opportunity Tuition reimbursement Parking Family leave 80.43% Sick leave - paid 84.78% Retirement match 86.96% Healthcare 91.3% Vacation - paid 95.65% 47.83% 47.8.3% 47.83% ■ 50% 52.17% 56.52% 58.7% 71.74% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% EMPLOYEE CHALLENGES Personal Barriers 26% report daycare is an issue for their workforce 17% report transportation is an issue for their workforce Turnover 19% average turnover rate (36) up 6 points over fast year 65% turnover is stable 21% turnover is increasing 14% turnover is decreasing TOP SKILLS GAPS PROBLEM SOLVING SKILLS INITIATIVE/SELF DIRECTED COMMUNICATION SKILLS WORK ETHIC 2939% ' 34.04% 44.68% 1.06% ECR 57% Capabi 15% Pyscho 83% Backgr, r -in r ES Turnover 19% average turnover rate (36) up 6 points over last year 65% turnover is stable 21% turnover is increasing 14% turnover is decreasing Personal Barriers 26% report daycare is an issue for their workforce 17% report transportation is an issue for their workforce TOP S' :dui L u cu ispui i i5 ie for their workforce TOP SKILLS GAPS PROBLEM SOLVING SKILLS INITIATIVE/SELF DIRECTED COMMUNICATION SKILLS WORK ETHIC 29.79% 34.04% 44.68% 11.06% RECRUITMENT Top Recruitment Tactics #J AccessbubuqueJobs.corn #s.. Employee Referral Incentive Hiring Practices 57% Capabilities Testing 15% Pyschological Testing 83% Background Checks 57% Drug Testing Outside Attraction Attracting candidates: 3.85/7 tmproveca 1 point Retaining candidates: 4.62/7 it -r) ukarcu .L put ii Internships 82% have an intern program i,fi eci3eti i4 iuIlrl Quality: 6 out of 7 101 interns last year 24% planning to increase interns Outside Attraction Attracting candidates: 3.85/7 Improved 1 point Retaining candidates: 4.62/7 Improved 1 point Top Recruitment Tactics #1 A ccessDubuqueJobs.com #2 Employee Referral Incentive Hiring Practices 57% Capabilities Testing 15% Pyschological Testing 83% Background Checks 57°/o Drug Testing 82°/c 1 S ing sting cks Internships 82% have an intern program Increased 14 points Quality: 6 out of 7 101 interns last year 24% planning to increase interns TRAINING & DEVELOPMENT So What? Greater emphasis on College treach 2% Training Budget Increase + 14 points over last year Opportunity to assist employers recruit special populations and connect th•., e populations to available resources Personal barriers such as transportati and child care are affecting workforce can inform other community activity #1 Training Resource: Northeast Iowa Community College 65% offer tuition reimbursement Need for Leadership Training at all levels, including soft skills 2% Training Budget Increase + 14 points over last year /hat? ?mphasis on College Outreach city to assist employers recruit opulations and connect t' .e ins to available resources barriers such as transportati 1 care are affecting workforce a m other community activity #1 Training Resource: Northeast Iowa Community College 65% offer tuition reimbursement Leadership Training at all levels, soft skills So What? !II, Greater emphasis on College Outreach Opportunity to assist employers recruit special populations and connect those populations to available resources Personal barriers such as transportation and child care are affecting workforce and can inform other community activity Need for Leadership Training at all levels, including soft skills College Engagement 886 College Students Reached 934))) 90 703 students students students Career & Class Leaders Job Fairs Presentations Luncheons lbw k Summer College Roadshow Continues O 93 students Career & � Job Fairs Pres dents °NIS% )) r90 udents Class Presentations nts 703 students Leaders Luncheons 1 Upon graduation... 67°/ 24% 51°A of students feels there will be job opportunities for them within the Greater Dubuque area of students said they are likely to remain in the Greater Dubuque area of students are not sure if they will remain in the Greater Dubuque area 51°/ of students are not sure if they will remain in the Greater Dubuque area We have a huge opportunity to connect with these students to help them understand the opportunities they have if they stay College Engagement 886 College Students Reached 93 90 tudents students Career & Job Fairs • Class Presentations 703 students Leaders Luncheons Summer College Roadshow ContinuesOwtic) 0 major Takeaways from the Summer Roadshow • Internship and work experience requirements are increasing Finders of Keepers Newsletter 01 Internship Best Practices Event (4 College Connection Manual •• E n E N ■ ■ ■ Dubuque Works Update •� MO ES NE E ■ ■ ■ ■ • •• f ■ ■ ■ 11 III No iii 111 111 1 • �1 HUMAN CAPITAL RECRUITMENT & RETENTION TRAINING AND EDUCATION COLLABORATION AND EVALUATION Workforce Partners CITY OF DUBUQUE COMMUNITY FOUNDATION OF GREATER DUBUQUE D UBUQUE AREA CHAMBER OF COMMERCE D UBUQUE AREA LABOR MANAGEMENT COUNCIL D UBUQUE COMMUNITY SCHOOLS EAST CENTRAL INTERGOVERNMENTAL ASSOCIATION G REATER DUBUQUE DEVELOPMENT CORPORATION HOLY FAMILY CATHOLIC SCHOOLS *IOWA VOCATIONAL REHABILITATION SERVICES IOWAWORKS *MULTICULTURAL FAMILY CENTER N ORTHEAST IOWA COMMUNITY COLLEGE TELEGRAPH HERALD THE JULE *UNITED WAY SERVICES, INC. WESTERN DUBUQUE COMMUNITY SCHOOL DISTRICT Dubuque Works Update 1 ■■ ■I ■. ■■ E■ W■ 1 ■ ■ ■ ■ ■ ■ ii ii ■■ 111 111 [HE rE1 111 111 111 1 MN NM dubuqueworks a workforce initiative Dubuque Works Agenda 2017- 2022 1. Support strategic investments and advocacy for the following workforce development initiatives: a. Dubuque Works b. Iowa PACE c. Iowa Adult Literacy and Education d. Iowa GAP tuition assistance e. Iowa Workforce Training and Economic Development Fund f. Workforce Innovation Opportunity Act uvIJuLIucwvrKS a workforce initiative Dubuque Works Agenda 2017- 2022 lh 1. Support strategic investments and advocacy for the following workforce development initiatives: a. Dubuque Works b. Iowa PACE c. Iowa Adult Literacy and Education d. Iowa GAP tuition assistance e. Iowa Workforce Training and Economic Development Fund f. Workforce Innovation opportunity Act I ■ 2. 35.M133 W53355,35315,31 wamurm ae3x3331553,.af 013531 mlky-e w3dearev 3 Lwow mr.e.reo wkW .3,3 eu555u1414:n .2W bmRfgv .3313...55333535d.3313...5533.3313...55333535xerdrao - x 1N My f of 5.3133e a3tl Pee.. 35,..334,33.335: 3"33.3yrr5 ,.W SVA xiN pgl,Tra,aIvwetik fn S 153133,3 afudeik expo rm. Ng, de5u.daM.53'3:333IX 3[333M3m rA5.50b.W.3534.555,3 1..543:3 ree61.na 0.'WJf�+a3,13g flwSgK+ M errpUlvex ed. !r Al 1..5.3533.435hAaMlemniner333551 xW alyml.tw paft3,3% pvnrtram 355135531d1Yrt555.555A5me 1133315 NV345 endN45,e Wed edrR4X +N am gunk v5A3113‘ 543yw5d153333333.5n5 0.34ragram dak. 55m1¢43.5e 3,31.5a.H Fryub l5w3.5333131*5.* 1x`g3f.,n Sud tic .3YmI+arNYetrmrlm (11,11.11.1.6p/1filarr 3.35,33 35f3.356331.1.353 A SuyyaR m333331.3.33rx, 3333553me.au•Fx1rp Fare.. 33133 ,15503.55O.,,2Ik mote. 5.335re335,593 ers^ 3=.53553 iira mm45ya, tl,elaxro f�W"e"ea 2. Increase retention of local college graduates and recruitment of regional college graduates. 3. Increase access to local public transportation for college students and 2nd and 3rd shift workers in the City of Dubuque and Peosta. 4. Support pathways to employment for individuals with significant barriers to employment. 5. Increase student exposure to high - demand and high -wage occupations through support of preK-12 workforce readiness programming 6. Expand pathways for opportunity youth and adults to re-engage in employment and training. 7. Support integrated partnerships with City and non- profit service providers in Housing, Education, Workforce, Health, and Arts and Culture to reduce duplication of services and enhance client success to achieve economic stability. 8. Support disaggregation of all program data, workforce data, and population data to identify inequities and bias, support equity education opportunities and utilize an equity lens to inform decisions. 9. Support community development and marketing strategy that attracts millennials, including social media campaign and other joint marketing of the Greater Dubuque area What's Next? May 18, 2017 College to Career Lunch & Learn Diamond Jo Casino 11 a.m - 1 p.m. May 23, 2017 NICC Business Summit Unlock the Power of Multiple Generations Hotel Julien Dubuque 8 a.m. - 4 p.m. www. nice. edulbusinesssu mm itl 1 Central Avenue Corridor Dubuque, Iowa Maurice Jones Economic Development Director 1 Dubuque, Iowa Population: 58,253 Within 100 miles: ~ 3 million Within 500 miles: ~ 70 million 2 Economic Prosperity •Community Design •Smart Energy Use •Resource Management •Regional Economy 12 Sustainability Principles Social/Cultural Vibrancy •Green Buildings •Community Knowledge •Healthy Local Food •Community Health & Safety Environmental Integrity •Reasonable Mobility •Healthy Air •Clean Water •Native Plants & Animals 3 Historic Millwork District Port of Dubuque Washington Neighborhood Bluff top Downtown CBD Freeway and Railroad Mississippi River Central Avenue Corridor Lower Bee Branch Creek Chaplain Schmitt Island Dubuque’s Case Study: Central Avenue Corridor shown in context with the Mississippi Riverfront and key planning areas 4 Chaplain Schmitt Island 5 Bee Branch Creek Restoration 6 Washington Neighborhood 7 8 Port of Dubuque 9 Downtown CBD 10 Map 1: Special Planning Areas CASE STUDY: Central Avenue Corridor Chaplain Schmitt Island Bee Branch Project Area Washington Neighborhood Historic Millwork District Port of Dubuque Downtown Master Plan 11 Case Study Area CASE STUDY: Central Avenue Corridor Washington Neighborhood Bee Branch Project Area 12 Map 2: Historic Resources CASE STUDY: Central Avenue Corridor LOCAL Historic Districts Conservation Districts Conservation Planning Areas NATIONAL REGISTER Eligible Districts Listed Districts Individually Listed Properties 13 Map 3: Topography and Floodplain CASE STUDY: Central Avenue Corridor 100-year Floodplain 500-year Floodplain Zone X (protected by floodwall/levee) Topography --Bluffs 14 Map 4: Parks and Open Space Network CASE STUDY: Central Avenue Corridor Park Public Open Space Off-Road Bike/Hike Trail On-Street Bike Route Water Trail 15 Map 5: Building Land Use CASE STUDY: Central Avenue Corridor 16 Map 6: Zoning CASE STUDY: Central Avenue Corridor 17 CASE STUDY: Central Avenue Corridor Parking Structure Public Surface Lot Parking Meter District Other Off-Street Parking Transit Route Map 7: Parking and Transit 18 Map 8: Road Functional Classification CASE STUDY: Central Avenue Corridor Principal Arterial Minor Arterial Collector Local Street 19 2013 Market Analysis Washington Trade Area: Total retail surplus grew from $2.5 M to $67 M 2.5 Mile Trade Area: Total gap over $200 M Strategically located for retail and to serve large employment base Downtown and in the central area of Dubuque Support may be needed to provide quality space for retailers •Population rebounding, providing more support for retail •Education attainment levels have risen sharply •Median household income has been climbing •Homeownership has been improving •Quality rental housing is in demand 20 2015 Business Outreach Challenges and Issues (different from larger business community) •Truly "small businesses"--owners handle many/all aspects of business. •Just 23% have plans to expand vs. 44% of larger business community. •May be harder to attract workers due to perception of neighborhood. •Less likely to own their property. •Many who shop and/or work in the neighborhood, also live there. 21 Case Study Issues Design Redevelopment and Infrastructure to: •Encourage retail and commerce for the neighborhood •Support mix of residential, retail and commercial uses 22 Case Study Issues Develop guidelines to: •Link complementary uses •Improve green space and walkability •Reduce congestion and truck traffic 23 Case Study Issues Design Redevelopment to: •Improve aesthetics •Preserve history and identity of the neighborhood •Support sustainability 24 Case Study Issues Improve connections to: •Washington Neighborhood •Downtown 25 Case Study Issues Develop guidelines for: •Future improvements •Redevelopment of public infrastructure Re-thinking the Curve on Central 26 28 Approaches/Goals •Strengthen Central Avenues Image •Streetscape Master Plan •Façade Grant Programs •Community Engagement •Clarify changing Market and commercial base assets •Commercial /residential data through Iowa State University Partnership •Establish a Business Assistance Program •Small/ Micro Business loans through CDBG and ISU Iowa Micro Finance •Educational and technical assistance though SCORE and SBDC •Establish a business recruitment and redevelopment program with the asstance of Dubuque Main Street. 29 Case Study Issues Create leverage to: •expand public/private partnerships •encourage investors •encourage people to live/work/shop 30 31 31