Keep Iowa Beautiful Home Town Pride Program_Grant Wood LoopCopyrighted
July 5, 2017
City of Dubuque Consent Items # 14.
ITEM TITLE: Keep Iowa Beautiful Home Town Pride Program
Partnership Agreement
SUMMARY: City Manager recommending approval for the Mayor to
execute the Keep Iowa Beautiful Home Town Pride
Program Partnership Agreement.
RESOLUTION Supporting participating in the Grant Wood
Loop and Keep Iowa Beautiful Home Town Pride Program
Partnership Program
SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Adopt
Resolution(s)
ATTACHMENTS:
Description Type
Keep Iowa Beautiful Home Town Pride Agreement -MVM City Manager Memo
Memo
Staff Memo - KIB Hometown Pride 6-17 Staff Memo
Travel Dubuque Letter of Commitment Supporting Documentation
KIB Hometown Pride Resolution Resolutions
KIB Partnership Agreement Supporting Documentation
Grant Wood Loop Master Plan, pages 1-35 Supporting Documentation
Grant Wood Loop Master Plan - Appendices Supporting Documentation
Masterpiece on the Mississippi
Dubuque
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2007 • 2012 • 2013
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Keep Iowa Beautiful Home Town Pride Program Partnership Agreement
DATE: June 27, 2017
Leisure Services Manager Marie Ware recommends City Council approval for the
Mayor to execute the Keep Iowa Beautiful Home Town Pride Program Partnership
Agreement.
Parks to People is an initiative to create a long term sustainable strategy to revitalize
Iowa's parks in connection with surrounding counties and regions. In September
2014, the State selected the Grant Wood Mississippi River Region partnership of
Jackson, Jones, and Dubuque Counties as the pilot program.
The Grant Wood Mississippi River Region was awarded $1.9 million in State funds to
create public/private partnerships and leverage dollars for regional projects.
The Grant Wood Loop Master Plan adopted in 2016 outlined a 20 -year vision for the
Grant Wood Loop. This vision all relates to building connected outdoor recreation
pursuits throughout the three counties of Dubuque, Jones and Jackson. The Plan was
presented to the Council at a January 3, 2017 meeting.
As the Grant Wood Mississippi River Region Board has begun to look beyond the first
two years of projects funded in part by the grant from the state funds they discussed
how to make the collaborative partnerships that have been built continue. The
discussions were on sustainability of the initiative. They also had a desire to add
communities to the planning to continue to build upon the momentum for the outdoors
that has been building. The Board has researched many grant opportunities and was
presented with the possibility of a partnership with Keep Iowa Beautiful and their
Hometown Pride Partnership.
The Keep Iowa Beautiful Hometown Pride Partnership builds stronger communities,
works to improve appearance and pride in communities and focuses on both cultural
and economic projects. The partnership provides leadership training to participating
communities, youth service learning, educational components, solutions for community
development, staffing for community coaches and a five-year commitment to technical
assistance. Keep Iowa Beautiful has a goal to deliver a sense of stability and
empowerment so that communities can implement sustainable plans and goals.
Keep Iowa Beautiful commits $75,000 a year each year for five years. This is matched
locally by communities and counties. The following cities and counties have already
signed the Hometown Pride Partnership Agreement and committed to their portion of
funding: Anamosa, Asbury, Bellevue, Cascade, Dyersville, Farley, Maquoketa,
Monticello, Peosta, Preston, Sabula, Stone City, Dubuque County, Jackson County, and
Jones County. Travel Dubuque has agreed to commit to the payment for Dubuque of
$2,500 a year for five years.
Four projects have or will be using some of the granted funds. Those projects are the
Valentine Park Expansion, the Mines of Spain Pine Chapel roofing project, Miracle
League of Dubuque and the Dubuque skatepark project.
I concur with the recommendation and respectfully request Mayor and City Council
approval.
Mic ael C. Van Milligen'
MCVM:jh
Attachment
cc: Crenna Brumwell, City Attorney
Teri Goodmann, Assistant City Manager
Marie L. Ware, Leisure Services Manager
2
Masterpiece on the Mississippi
Dubuque
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AII-America City
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2007 • 2012 • 2013
TO: Michael C. Van Milligen, City Manager
FROM: Marie L. Ware, Leisure Services Manager
SUBJECT: Keep Iowa Beautiful Home Town Pride Program Partnership Agreement
DATE: June 26, 2017
INTRODUCTION
The purpose of this memo is to request adoption of the attached resolution and
signature on the agreement for the Keep Iowa Beautiful Home Town Pride Program
Partnership.
BACKGROUND
Parks to People is an initiative to create a long term sustainable strategy to revitalize
Iowa's parks in connection with surrounding counties and regions. In September
2014, the State selected the Grant Wood Mississippi River Region (GWMRR)
partnership of Jackson, Jones, and Dubuque Counties as the pilot program.
The Jackson County Economic Alliance has led the GWMRR partnership through a
regional 20 -year planning process and now the implementation of the two-year plan.
Jackson County Economic Alliance is the backbone organization along with the
assistance of ECIA in this collective impact project. Each of the three counties has four
representatives on the GWMRR Board along with representation from the Iowa
Department of Natural Resources. The City of Dubuque is a partner with diverse
stakeholders from the region's four State Parks, two Scenic Byway groups, three
County Conservation Boards, Community Foundations based in all three Counties,
ECIA, business and tourism organizations, and other local, county, regional
interests. All total there are over 100 stakeholder groups that are involved in the
initiative.
The GWMRR was awarded $1.9 million in State funds to create public/private
partnerships and leverage dollars for regional projects. These funds were assigned to
the Iowa Department of Natural Resources and granted to the Iowa Park Foundation for
management. The Iowa Park Foundation required a 5:1 match for the $1.9 million.
There is no funding required of the City of Dubuque.. GWMR partners have been
seeking grants, fundraising and leverage resources to accomplish the regional goals
described in the enclosed Master Plan.
The Grant Wood Mississippi River Region Board through the planning process
identified through a collaborative process the projects to be funded in the three -
county region Those projects were identified in four priority initiatives—Crossing the
Wapsi, Maquoketa River on the Move, Mississippi Circuit, and Prairie Creek
Connections Projects are moving forward as the deadline to have projects under
contract will be in June of 2018 Four projects have or will be using some of the
granted funds Those projects are the Valentine Park Expansion, the Mines of Spain
Pine Chapel roofing project, Miracle League of Dubuque and the Dubuque skatepark
project
The GWMRR Board worked
on branding the Region and GRANT
its efforts This collaborative 1 in
effort led to the branding of WOOD
the Grant Wood Loop This PIF drip
is now used throughout the
three counties and with all the projects of each county This has assisted the Board in
showcasing not only projects but also through the website htto //www awl000 com/ it
has allowed for the marketing of many our Dubuque and the regions outstanding
outdoor recreation pursuits in addition to the region's cultural and arts assets The
website allows the communities and counties to showcase unique parks, shopping,
restaurants, community events and more Users of the site can choose to build an
outdoor recreational loop of activities in their interest area as well as places to spend
their time after their recreation fun Check it out
2
DISCUSSION
The Grant Wood Loop Master Plan adopted in 2016 outlined a 20 -year vision for the
Grant Wood Loop. This plan (attached to this agenda item) includes the two-year
projects that were discussed above but also opportunity projects for the next 20 years.
This vision all relates to building connected outdoor recreation pursuits throughout the
three counties of Dubuque, Jones and Jackson. The Plan was presented to the Council
at a January 3, 2017 meeting.
As the GWMRR Board has begun to look beyond the first two years of projects funded
in part by the grant from the state funds they discussed how to make the collaborative
partnerships that have been built continue. The discussions were on sustainability of the
initiative. They also had a desire to add communities to the planning to continue to build
upon the momentum for the outdoors that has been building. The Board has researched
many grant opportunities and was presented with the possibility of a partnership with
Keep Iowa Beautiful and their Hometown Pride Partnership.
The Keep Iowa Beautiful (KIB) Hometown Pride
Partnership builds stronger communities, works to
improve appearance and pride in communities and Keep
focuses on both cultural and economic projects. The o
partnership provides leadership training to participating Beauti
communities, youth service learning, educational
components, solutions for community development,
staffing for community coaches and a five-year commitment to technical assistance.
KIB has a goal to deliver a sense of stability and empowerment so that communities can
implement sustainable plans and goals.
KIB commits $75,000 a year each year for five years. This is matched locally by
communities and counties. The following cities and counties have already signed the
Hometown Pride Partnership Agreement and committed to their portion of funding:
Anamosa, Asbury, Bellevue, Cascade, Dyersville, Farley, Maquoketa, Monticello,
Peosta, Preston, Sabula, Stone City, Dubuque County, Jackson County, and Jones
County. Travel Dubuque has agreed to commit to the payment for Dubuque of $2500 a
year for five years.
The coaching will be coordinated by Jackson County Economic Alliance and ECIA.
This approach allows the continuation of our first three years of success to continue with
partners familiar with all the great work going on in the Grant Wood Loop. It also allows
the original partners to be expanded to include new communities and continue to work
on opportunity projects of the Grant Wood Loop Master Plan adopted in 2016 as well as
empower new communities to adopt their own vision plan that fits the goals and mission
of the Grant Wood Loop's vision. The collaboration and partnership will work to
leverage new funding for priority projects.
3
One thing I said early in the GWMRR meetings was that all the work we put into
planning needed to be more than just to do projects for the two-year plan and the initial
state funding of $1.9 million. As we worked through and adopted the Master Plan we all
became very committed to seeing the full Master Plan in to reality. This Keep Iowa
Beautiful Hometown Pride Partnership Agreement does just that. It creates a
sustainability for the next five years to continue the work in the region and continue to
build upon the successes and implement even further the Grant Wood Loop Master
Plan.
The advantages for Dubuque include that this is a program that helps sustain regional
partnerships developed through our three-year journey. It covers the administrative
costs to keep momentum going for implementing a 20 -year plan. Dubuque County is
adding Cascade, Dyersville, Farley, Peosta and Asbury to the list of communities that
will be a part of the Grant Wood Loop work. This will aid smaller communities with
coaching services. It will enhance regional quality of life opportunities. A recent GDDC
Laborshed Study showed that 18,450 people from the region commute to Dubuque to
work with over 2000 from Jackson County and 500 from Jones County. This helps us to
recruit and retrain workforce and many Dubuque employers rely upon workforce from
the region. Lastly, many partnerships have been built in three years that have been
very beneficial to Dubuque. This agreement keep the focus on regional partnerships.
BUDGET IMPACT:
There is no budget impact as Travel Dubuque has graciously agreed to commit to the
payment for Dubuque of $2500 a year for five years.
ACTION REQUESTED
I respectfully request adoption of the attached resolution and signature on the
agreement for the Keep Iowa Beautiful Home Town Pride Program Partnership which
will allow the opportunity to continue building upon the partnerships that will set the
Grant Wood Loop as Iowa's premiere region for outdoor recreation, culture and arts.
Cc: Keith Rahe and Taylor Cummings, Travel Dubuque
Dave Heiar and Nic Hockenberry, Jackson County Economic Alliance
Kelly Deutmeyer, East Central Intergovernmental Association
4
JUNE 27, 2017
MAYOR ROY D. BUOL,
TRAVEL
vatique
WHERE
IOWA
STARTED
As you are aware, Travel Dubuque has been a partner in the Grant Wood Loop initiative from its
start as a Parks to People project. This initiative has created and will continue to create a
long-term plan for connecting regions, people, and places. As the destination marketing
organization for Dubuque, a region within Grant Wood Loop, we feel that this initiative builds
upon our mission of bringing visitors to our community.
To support the sustainability of the Grant Wood Loop project, Travel Dubuque is providing a
$12,500 investment divided equally over 5 years ($2,500 per year) as a match requirement of
the Keep Iowa Beautiful Home Town Pride Program. This match will allow Grant Wood Loop to
continue their work while also expanding to include new communities. It is our belief that with
these funds, our area will continue to build the infrastructure visitors look for when making travel
plans and it will grow our entire region into a unified destination for travel not only for Dubuque,
but also for the surrounding counties and communities.
We look forward to continuing this partnership between Travel Dubuque and Grant Wood Loop.
Sincerely,
KEITH RAHE
PRESIDENT & CEO
TRAVEL DUBUQUE
300 MAIN STREET, SUITE 120 1 DUBUQUE, IOWA 1 52001
563.845.7698 1 TRAVELDUBUQUE.COM
Preparer: Marie L. Ware
Address: 2200 Bunker Hill Rd Phone: (563) 589-4263
RESOLUTION NO. 236-17
RESOLUTION SUPPORTING PARTICIPATING IN THE GRANT WOOD LOOP AND
KEEP IOWA BEAUTIFUL HOME TOWN PRIDE PROGRAM PARTNERSHIP
PROGRAM
WHEREAS, Keep Iowa Beautiful (KIB) has agreed to provide grant funding to support
community coaching activities through the Home Town Pride Program (HTTP) to the
Grant Wood Loop partnership;
WHEREAS, the objective of the KIB HTTP program is to further the economic and
cultural vitality of the region, counties, and the communities by supporting, facilitating,
and furthering the implementation of area, county, and community plans in a coordinated
and partnership strategy;
WHEREAS, East Central Intergovernmental Association (ECIA) and Jackson County
Economic Alliance (JCEA) have entered into discussions and negotiations with KIB to
fund a community coach for the Grant Wood Loop partners in Dubuque, Jackson and
Jones Counties;
WHEREAS, the HTTP requires each participating community/county to sign a
Partnership Agreement which will be in effect for a period of five years with optional
renewal on an annual basis dependent on program funding and an annual evaluation by
the KIB program;
WHEREAS, the KIB program will provide $75,000 a year for five years for Home Town
Pride coaching activities with the participating communities/counties contributing the
required local match of $25,000 a year for five years split accordingly among the
communities;
WHEREAS, the City of Dubuque, has agreed to become a partner in the Keep Iowa
Beautiful Home Town Pride program with the Grant Wood Loop partners and Dubuque
Convention and Visitors Bureau has agreed to provide $2,500 per year for five years for
the local match for Dubuque.
NOW THEREFORE BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
DUBUQUE, IOWA:
The City of Dubuque supports and endorses the Grant Wood Loop program and
partnership with the Keep Iowa Beautiful Home Town Pride program and agrees to
execute the Home Town Pride Partnership Agreement and Dubuque Convention and
Visitors Bureau pledges the local match as outlined above.
Passed, approved and adopted this 5th day of July, 2017.
Attest:
KeviC S. Firnstahl, Ci(y Clerk
oy D. Buol, Mayor
East Central Intergovernmental Association
a regional response to !ocal needs
January 10, 2018
City of Dubuque
50 W. 13th Street
City Hall
Dubuque, IA 52001
ECIA
RE: Fiscal Year 2019 Budget Request — Keep Iowa Beautiful Hometown Pride Program
Dear City of Dubuque:
Thank you for your participation and partnership in the Keep Iowa Beautiful Hometown Pride Program this past year. We
are excited to continue the partnership into Fiscal Year 2019 as part of the five-year contract with Keep Iowa Beautiful.
As you are aware, this past year, East Central Intergovernmental Association (ECIA), Jackson County Economic Alliance
(JCEA), the Grant Wood Mississippi River Region (GWMRR), Jackson County, Dubuque County and Jones County
partnered to implement the Keep Iowa Beautiful (KIB) Hometown Pride Program. The City of Dubuque has been an
active participant in this initiative which began July 1, 2017. This is a five-year commitment from the partners and the
Keep Iowa Beautiful program. The KIB program funds the initiative with $75,000 a year for five years and the local
partners fund the required match. I am writing to request the second -year local match commitment of $2,500 from the
City of Dubuque. Please refer to the attached contract and budget on page 6 for the Hometown Pride Program. Your
Community Coach is Dave Heiar from Jackson County Economic Alliance.
The funds for the Keep Iowa Beautiful Hometown Pride program are used to advance the efforts of the Grant Wood
Mississippi River Region and to sustain its initiatives. The Hometown pride program also provides the partners with
community coaching; toolkit of resources; coordinated planning of projects and programs; and services as outlined in the
attached Partnership Agreement.
Thank you for your time, consideration and partnership in this very important initiative. Should you have any questions, I
can be reached at 563-690-5700.
Sincerely,
Kelley Deutmeyer
Executive Director
East Central Intergovernmental Association
Enclosure
cc: Dave Heiar, Jackson County Economic Alliance/Hometown Pride Coach
Dan Fox, ECIA Senior Planner/Hometown Pride Assistant Community Coach
Lisa Weinhold, ECIA Director of Finance and Human Resources
I Dubuque Metropolitan Area Transportation Study I Eastern Iowa Development Corporation 1
I Eastern Iowa Regional Utility Services System 1 Eastern Iowa Regional Housing Authority 1 ECIA Business Growth, Inc. 1
1 Region 1 Employment and Training 1 ECIA Regional Planning Affiliation 1 Region 8 Regional Transit Authority 1
1 7600 Commerce Park, Dubuque, IA 52002 I www.ecia.org 1 ecia@ecia.org
1 563.556.4166 I Iowa only: 800.942.4648 1 Relay Iowa 800.735.2943 f: 563.556.0348
Keep Iowa
Beauti
6/19/17
Hometown Pride Partnership Agreement
Date:
Partners: Keep Iowa Beautiful- Hometown Pride,
East Central Intergovernmental Association (ECIA), Grant Wood Mississippi
River Region, Jackson, Jones, and Dubuque Counties, and the
communities of: Anamosa
Asbury
Bellevue
Cascade
Dubuque
Dyersville
Farley
Maquoketa
Monticello
Peosta
Preston
Sabula
Terms of the Agreement: This agreement shall be in effect for a period of five years with
optional renewal on an annual basis and dependence on
funding for the program. An annual evaluation /
performance review will be conducted by Keep Iowa Beautiful
with the partners one month prior to the end of each year of
the agreement. Two-month notice will be provided on
potential termination of the agreement.
Objectives of the Agreement: To further the economic and cultural vitality of the region,
counties and the communities by supporting, facilitating and
furthering the implementation of area, county and community
plans in a coordinated and partnership strategy.
Service to be provided by Keep Iowa Beautiful and Community Coaches:
1
Service to be provided by Keep Iowa Beautiful and Community Coaches:
• Aid in the recruitment of a "coach/coaching staff' to serve the partners defined above.
Selection of the Community Coach will be by the Grant Wood Mississippi River Region
Board of Directors. KIB will provide the job specifications with input from the GWMRR
Board and the Steering Committee will coordinate recruitment, selection for interview
and final selection if needed. Due to the scale of this project the HP Coach may need to
live in the area. When the selection is made, KIB will manage the HP Head Coach.
• Due to the scale and size of this region — it is important to keep the Head coach and the
Assistant Coaches focused on project implementation for the area, counties and
communities. The duties in this agreement may need to be adjusted periodically to
maximize the effectiveness of the coaching team.
• Assessment of community, county and regional plans along with an assessment of "tools"
that will help to support implementation of those plans.
• Develop and maintain relationships with local, state and regional economic development
and technical support partners.
• Assist in guiding the establishment and maintenance of comprehensive data files and
information.
• Maintain a working knowledge of programs and statistical data to support community,
county and regional plans.
• Maintain knowledge of and offer guidance on various funding programs and grants.
• Development, maintenance and provision of a "tool box" of programs, services,
fundraising and financial opportunities.
• Aid in implementing those tools for each partner.
• Assist in community audit evaluations where needed.
• Guide annual reporting and program evaluation.
• KIB commits to the financial support of $75,000 per year (based on at least $25,000 of
support committed by local entities).
Service to be provided by Jackson County Economic Alliance (JCEA):
• Serve as the KIB HP Head Coach.
• Maintain and manage an electronic newsletter containing project progress and news
along with similar case studies / research of value to the project.
• Develop, maintain and manage the contact data base system.
• Media / Marketing plan development / management.
• Develop and maintain a media contact list for the three counties and communities and the
region beyond those three counties.
• Control and coordinate media releases and marketing efforts.
2
• Provide the coordination with other economic development organizations, government
agencies, community foundations, conservation groups, tourism groups, utilities and
other partners to support a team approach to developing and implementing community,
county and regional plans.
• Communicate regularly with the GWNIRR Board and community working committees
and schedule meetings as needed to discuss and advance their plans.
• Work with other economic development, tourism, convention and visitors bureaus are
coordinated in marketing and maintenance of printed, online and social media presence.
• Provide data to aid in the evaluation process.
• Regularly attend community planning committee meetings.
• Assist to empower local citizens to become engaged in community projects.
• Involve youth through service learning.
• Increase effectiveness of local tool and programs.
• Furnish a toolkit of resources for communities.
• Aid in communications to regional residents.
• Serve as a program speaker at community and civic club meetings.
• Facilitate meetings and events as may be mutually agreed.
• Develop and maintain the files and records for the KIB/GWL project.
• Web page oversight, coordination, and management.
Service to be provided by ECIA:
• Serve as the contracting entity with KIB.
• Coordinate and collect KIB match payments for the counties, communities, and other
entities to ensure payments are made to KIB and make payment to KIB from Grant Wood
Mississippi River Region.
• Facilitate communications with the partners and attend Grant Wood Mississippi Region
Board meetings and serve on committees as needed.
• Assist communities without a plan in finding a consultant and developing a short-term
plan or work with ECIA staff to develop the short-term plan on a negotiated fee basis.
• Establish training / education sessions for community leaders / city council members /
County supervisors and Grant Wood Mississippi River Region Board members, as
needed.
• Research and identify grants, resources, and fundraising opportunities that will help to
implement community plans.
• Work with community members to apply for grants, seek matching funds, and
successfully complete grant applications on negotiated fee basis per grant.
3
• Facilitate development of a fundraising plan as requested by members on a negotiated fee
basis. Scope of services are designed based on each project.
• Provide bookkeeping and financial management support to the Grant Woods Mississippi
River Region.
• Regularly attend community planning committee meetings
Service to be provided by Assistant Community Coaches — ECIA and Jones County
Economic Development
• Communicate regularly with KIB HP Coach and community working committees and
schedule meetings as needed to discuss and advance their plans.
• Provide the coordination with other economic development organizations, government
agencies, community foundations, conservation groups, tourism groups, utilities and
other partners to support a team approach to developing and implementing community,
county and regional plans.
• Provide data to aid in the evaluation process.
• Regularly attend community planning committee meetings.
• Empower local citizens to become engaged in community projects.
• Involve youth through service learning.
• Increase effectiveness of local tools and programs.
• Furnish a toolkit of resources for communities.
• Aid in communications to residents.
• Serve as a program speaker at community and civic club meetings.
• Facilitate meetings and events as needed.
Service to be provided by Grant Wood Mississippi River Region
• Serve as the steering committee for the Hometown Pride program and contractual
organization.
• Help to establish and guide priorities for implementation efforts of the Hometown Pride
Coaches.
• Provide provision of temporary work space for the community coach to utilize when in
the area.
• Provide provision of space for periodic meetings.
• Implementation of a planning process for incorporating the provisions of 350.12 (County
Conservation Board Beautification Program including input from the County Engineer
and potential youth and / or youth group involvement efforts)
Service to be provided by each partner community/county:
4
• Have an approved community plan or commitment to establish such a plan that has been
or will be endorsed by the current city council and in the case of the county, a county
wide plan conforming to Iowa Code 350.12 as previously outlined.
• In the first year, each community and the county will appoint a working committee (in a
timely manner) with a city council member or city staff member to serve on that
Committee and be a liaison between the Working Committee and the City Council. An
existing committee can be utilized if it has the representation desired. This member
working committee will be expected to provide quarterly updates to the Mayor, City
Council or county supervisors and the general public.
• The working committee appointed in year one will continue for the future. In those
future years, the working committee will have the authority to take actions on behalf of
the city / county, based on a city council or county supervisors approving the plan of
action provided by that committee.
• Provision of temporary work space for the community coach when working in the
community.
• Provide meeting space that may be required.
• Payment to the program for their KIB match as follows:
• $1,500/year for communities in population of 5,000 or less
• $2,500/year for communities in population of more than 5,000
• $5,000/year for counties
• Assist in meeting / event sessions as may be needed.
• Communication with the community / county residents.
Financing and terms of the Program:
• Agreement to take effect on July 1, 2017.
• Keep Iowa Beautiful will provide $75,000 per year.
• County / Communities or other sources will provide at least $25,000 per year.
• This will provide for a full-time equivalency Hometown Pride Coach(s).
• Payment to KIB will be made prior to the end of July after receipt of community
payments.
• The initial contract period shall be from month, day & year to month, day & year.
5
• Revenue Sources:
• Expenses:
AMOUNT
Keep Iowa Beautiful $75,000.00
Dubuque County $5,000.00
Jackson County $5,000.00
Jones County $5,000.00
Anamosa $2,500.00
Asbury $2,500.00
Dubuque $2,500.00
Maquoketa $2,500.00
Bellevue $1,500.00
Cascade $1,500.00
Dyersville $1,500.00
Farley $1,500.00
Monticello $1,500.00
Peosta $1,500.00
Preston $1,500.00
Sabula $1,500.00
TOTAL REVENUE $112,000.00
EXPENSES AMOUNT
JCEA Head Coach Management $67,500.00
ECIA Assistant Coaching/Support Svs $33,500.00
Insurance $1,000.00
KIB Fee $10,000.00
TOTAL EXPENSES $112,000.00
Agreed To: k
2017
By:
By: Mayor of each community:
66C -,for ECIA
for JCEA
if -Itir.fir.apt Wood Mississippi River Region
Anarnosa
Asbury
Bellevue
Cascade
- 0)4
Dubuque
Dyersvil
Farley
Maquoketa
Monticello
Peosta 1 .,.�
Preston`
Sabulat"/17;
for Jackson County
ones County
for Du . uque County
1B
7
GRANT
WOOD
EXPERIENCE THE INSPIRATION.
Grant Wood Mississippi River Region
2016
Why don't they work together? Why don't they talk? Why don't they get along?
So often these are the questions the public and elected officials ask when it comes
to governmental agencies working together or private citizens working with
government or non -profits working with government.
Our story began with a challenge from the state. A Green Ribbon Commission
appointed by the Governor and their vision — Parks to People. Enter the Iowa Parks
Foundation, whose focus was to make this plan and vision a reality. The Iowa Parks
Foundation laid out the challenge: to work as a region of rural and urban counties.
Work across governmental lines. Work with private citizens. Work with non -profits.
Public-private partnerships at a scale that is broader and more encompassing. This
was a tall order.
Jackson and Jones County representatives came together and then asked Dubuque
County to join them. A connection between rural and urban began. The vision
document of the Green Ribbon Commission laid out the vision of great places and
experiences, connected parks, healthy parks and people, as well as community
and cultural vitality. Representatives of the three counties came together around a
common focus ---parks and people. They are sprinkled throughout the entire area—
four state parks, county parks and city parks large and small, in cities large and
small, some connected with trails.
What draws us together—a beautiful landscape depicted by Grant Wood and a
river that is mighty...the Mississippi River. The Grant Wood Mississippi Region was
born. The name is who we are and the landscapes we care so deeply about.
Could we work together? We started out as businesses associates, friends, non-
profits and governmental representatives from each county, knowing only those
from our own counties. We came together because we care deeply about our parks
and the outdoors. We came together because we had a huge heart and belief in
how important our parks are. As representatives of three counties, we shared that
passion and promise of collaboration and partnership across our region with the
Iowa Parks Foundation. We told them we could do it. We can work together! The
Foundation believed in us and chose us as the one region in the state to receive
$1.9 million to be matched 5 to 1.
We committed to each other the following guiding principles at the beginning of
this journey:
• Have fun!
• Together, we will make the Parks to People program come alive.
• We will consider locally, think and act regionally.
• We will create a shared vision of what is possible and then methodically
achieve it at the level appropriate, whether by city, county, state, private or
partnership.
• Have fun!
Now, one year later, we have done it. We have had fun from the beginning to
the present. We are common allies who have created a regional vision together.
We created short-term projects to be completed in a timeframe of two years. We
have adopted this plan that outlines our twenty-year vision. We considered locally
and yet thought and acted regionally and even beyond our region. Some of our
meetings have been filled with hard conversations and have gotten a little "loud,"
but the relationships we have built have allowed us to walk away at the end of
the meeting feeling good about the vision and where we are going. Those hard
conversations have made us stronger.
III
The conversations that happen are collaborative. They are about action. They are
about how we complete our projects. They are about making those projects bigger
and more connected than we had originally dreamed they could be. They are about
sharing expertise and resources. They are about how we did it. They are about
possibilities for the future. The discussions are collaborative with a region that does
not see boundaries, city or county lines. Conversations happen on a regular basis
between the Iowa Department of Natural Resources, local and district state parks,
county conservation board staff, city parks and recreation staff, tourism leaders,
the Iowa Parks Foundation, the Iowa Department of Transportation, Farm Bureau,
economic development organizations, local and regional planning agencies, local
community foundations and non -profits.
Our common vision has helped us to see beyond our city, county and state
governmental lines that so often constrain us. It has also moved from relying on
government to involving non -profits, private citizens and more to help make the
vision a reality. The relationships that have been created allow us to accomplish
things that we could not do alone. We celebrate each other's success as projects
are awarded grants and we celebrate together at each other's ribbon cuttings. The
energy that is in the room when we gather is contagious.
In answer to the first three questions: Why don't they work together? Why don't
they talk? Why don't they get along? We are doing just that here. Our work is
groundbreaking, erasing borders with city, county, state and federal collaboration.
We challenge others to do the same.
We have already completed projects in our first year, and over the next two years
we will complete many more. But we didn't step in to this for the short term. This
plan takes us beyond that. We committed to it for the long haul. We are the Grant
Wood Mississippi River Region. We are proud of where we are just a year later and
where we are going.
IV
GWMRR BOARD
Daryl Parker, Jackson County Conservation/ Grant Wood Scenic Byway Council
Dusty Embree, Jones County Economic Development
Brian Preston, Dubuque County Conservation
Keith Rahe, Dubuque Area Convention and Visitors Bureau
Teri Hawks Goodmann, City of Dubuque
Marie Ware, City of Dubuque
Scot Michelson, Iowa Dept. of Natural Resources
Kerry Schepers, Ohnward Bancshares
Tom Devine, Maquoketa Area Chamber of Commerce, Grant Wood Scenic Byway
Council
Brad Hatcher, Grant Wood Scenic Byway Council
Brad Mormann, Jones County Conservation
Kris Gobeli, Fidelity Bank/Jones County Economic Development Board
Mary Jo Gothard, Jackson County Community Foundation
GWMRR BOARD — EX OFFICIO MEMBERS
Wayne Buchholtz, Iowa Dept. of Natural Resources
Scott Dykstra, Iowa Dept. of Natural Resources
Matthew Bonar, Iowa Dept. of Natural Resources
Dennis Murphy, Iowa Dept. of Natural Resources
Nancy Van Milligen, Community Foundation of Greater Dubuque
Loras Herrig, City of Bellevue
Jenna Soyer, ECIA
Kelley Deutemeyer, ECIA
Amy Manternach, Community Foundation of Greater Dubuque
Mark Ackelson, Iowa Parks Foundation Coach
PLAN ADVISORS/CONSULTANTS
Iowa Parks Foundation
RDG Planning & Design
East Central Intergovernmental Association (ECIA)
Jackson County Economic Alliance
THANK YOU
to the countless organizations and individuals who volunteered their time, resources and energy to make this plan possible
JACKSON COUNTY ECONOMIC ALLIANCE: The GWMRR Board would like to extend a special thank you to the Jackson County Economic Alliance Board, Executive
Director Dave Heiar, and Assistant Executive Director Nicolas Hockenberry for their timeless work and dedication of resources to making this collaborative effort possible.
STAKEHOLDER GROUP: This list is only representative of the 100+ member stakeholder group. Many more citizens and entities participated in various aspects of the planning
process for this Master Plan. In addition, many participants represented more than one entity during the planning sessions.
Bellevue Chamber of Commerce
Bellevue State Bank
Bike Iowa
Camp Shalom
Casey's
Citizen State Bank
City ofAnamosa
City of Asbury
City of Bellevue
City of Dubuque
City of Dubuque — Planning Services
City of Dubuque — Leisure Services
City of Maquoketa
City of Monticello
Climb On
Community Foundation of Greater Dubuque
Community Foundation of Jackson County
Dubuque Area Chamber of Commerce
Dubuque Bike Coop
Dubuque Community Garden Coalition
Dubuque Convention & Visitors Bureau (CVB)
MASTER PLAN SPONSORS
Dubuque County Conservation
Dubuque County Conservation Society
Dubuque County Tourism
Dubuque Metropolitan Area Transportation
Area (DMATS)
Dubuque Land Pheasants Forever
East Central Intergovernmental Association
(ECIA)
Eastern Iowa Community College
Edible Dubuque
Fidelity Bank and Trust
Friends of Jackson County Conservation
Friends of Maquoketa Caves State Park
Friends of Mines of Spain
Grant Wood Scenic Byway
Iowa City/County Management Association
Iowa Climbers Coalition
Iowa Department of Cultural Affairs
Iowa Department of Transportation (IDOT)
Iowa Department of Natural Resources (IDNR)
Iowa Farm Bureau
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COMMUNITY FOUNDATION
of Greater Dubuque
Iowa Legislators
Iowa Natural Heritage Foundation (INHF)
Iowa Parks Foundation (IPF)
Iowa State University Extension
Iowa Tourism Council
Jackson County Counservation
Jackson County Economic Alliance (JCEA)
Jackson County Farm Bureau
Jackson County Supervisors
Jackson County Tourism
Jones County Community Foundation
Jones County Conservation
Jones County Economic Development
Jones County Farm Bureau
Jones County Supervisors
Jones County Tourism
Keep Iowa Beautiful
Limestone Bluffs RC&D
Maquoketa Art Experience
Maquoketa Chamber of Commerce
Maquoketa State Bank
Maquoketa YMCA
Monticello Chamber of Commerce
Mystique Casino
Northeast Iowa Action Trail -Riders Club
(NEAT)
Northeast Iowa RC &D
Ohnward Bancshares
Outdoor Dubuque
Potter's Mill/Flatted Fifth
Premier Bank
RDG Planning and Design
Regional Planning Affiliation 8 (RPA 8)
Sedgwick CMS
Trees Forever
Tri-State Trail Vision
Twin Rivers Pheasants Forever
U.S. Fish and Wildlife Service
Other community leaders
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TABLE OF CONTENTS
1 Ececutive Summary
5 Part One
The Planning Context and Process
9 Part Two
The Plan
29 Part'Ihree
Call to Action
33 Appendices
The Grant Wood Mississippi River Region (GWMRR) is a multi -jurisdictional, bi-
partisan, public-private partnership intended to create exceptional places and
experiences for Iowans and visitors alike. This collaboration, Iowa's first Parks
to People initiative, is working together to erase the boundaries and "enhance,
promote, sustain, and connect" the region's cultural, natural and park assets. The
region encompasses a three -county area now known as the Grant Wood Loop.
GRANT WOOD LOOP
The Grant Wood Loop encompasses Dubuque, Jackson, and Jones Counties and a
population of just under 140,000. Our natural resources and thriving arts communities
provide a perfect canvas for investing in our people, parks, and future. Town after town,
park after park, offer the kind of experience that give residents and visitors alike the
opportunity to connect with the outdoors, connect to friends and family, and create
forever memories.
At the convergence of the Paleozoic Plateau, the Iowa Surface, and the Southern
Iowa Drift Plain, the region is a rarity, boasting carved river valleys, majestic
limestone bluffs and rolling hills historically dominated by prairie and timber. This
diverse terrain has led directly to a region of rivers. The Mississippi, Maquoketa and
Wapsipinicon Rivers come first to mind, but waterways dominate the landscape.
Today, the ancient natural formations exist side by side with modern rural
agriculture and river towns. These idyllic landscapes were the inspiration for many
of Grant Wood's greatest works.
The region boasts a wealth of assets and opportunities for a collaborative effort
to connect parks to people and places: unique and ancient land formations; 4,390
miles of waterways; four state parks, 50+ county parks and scores of city parks
ranging in scale from regional to pocket parks; and innumerable cultural and arts
events and facilities. Throughout the plan, these assets are discussed in the context
of potential opportunities to expand and improve upon their existing qualities.
Executive Summary 1
PURPOSE OF THE PLAN
The Grant Wood Loop Master Plan (GWLMP) is not a land use, operating, or capital
improvement plan for any individual entity or facility. It is a roadmap and living
document for collaboration toward a shared vision within the region to enact over
the next 20 years. The Master Plan is both a guide for the sustaining stakeholders
and a resource for residents and visitors. The Master Plan's purpose is to establish and
implement an ambitious vision of connecting people to their communities and to each
other through parks, trails, quality -of -life assets, and healthy living programming. We
consider not just natural resources, but also the built environment; not just economics,
but also public health; not just social gathering spaces, but also cultural events and assets.
This document reflects these values through established strategic directions and identified
priority initiatives.
RESULTS OF THE PLANNING PROCESS
Development of this plan has resulted in several major priorities and recommendations
that the Leadership Team will focus on implementing in the coming months, years and
beyond. These include:
• Establish & Support a Formal Regional Collaborative. Development
of a GWMRR organizational structure and sustainable funding for project
implementation and coordination. Enhance partnerships among existing entities and
increased awareness of the strategic directions.
• Priority Initiative: Maquoketa River on the Move. A complete water trail, with
community accesses and amenities, along the Maquoketa River through Jones and
Jackson Counties.
• Priority Initiative: Prairie Creek Connections. New connecting trails from Prairie
Creek Recreation Area, through the city of Maquoketa, to Hurstville Interpretive
Center and on to Maquoketa Caves State Park. Includes enhanced amenities at
Prairie Creek, Hurstville Interpretive Center and along the route.
• Priority Initiative: The Mississippi Circuit. New connecting trails from City of
Dubuque, to Mines of Spain, through the City of St. Donatus, to Spruce Creek
Park, through the city of Bellevue and Felderman Park, landing in Bellevue State
Park. Circuit completed through enhanced accesses and signage along Mississippi
River water trail. Includes amenities along route.
• Priority Initiative: Crossing the Wapsi/Bridging History. Connector trail from
the historic Hale Bridge area to city ofAnamosa. Includes Hale Bridge area upgrades
and other enhancements.
• Priority Initiative: Experience the Inspiration. A collaborative brand and
marketing of the region that culminates in creating user -driven destination
experiences, supported by technological applications and coordination with tourism,
natural resources, and cultural entities.
2 Executive Summary
• Build a Lasting Legacy. Advocacy and stewardship efforts to develop sustainable
funding and ongoing support for the maintenance and enhancement of our natural,
recreational and cultural assets.
How TO READ THIS PLAN
The Master Plan is broken down into several sections that discuss the process, overarching
strategic framework, priority initiatives, specific projects and implementation of the
GWMRR Parks to People program.
Part One: The Planning Context and Process
The opening sections detail how the Parks to People process began, as well as the
formation and work of the steering group to date. The public engagement process and
how input has been incorporated throughout the Master Plan is discussed. Part One
concludes with a discussion of the Strategic Framework, detailing the mission, vision and
strategic directions. These strategic directions will be referenced throughout the Master
Plan.
Part Two: The Plan
Part Two encompasses the real substance of the plan. This section details the identification
and work plans for the five identified priority initiatives, discusses the commitment to the
legacy of the region's state parks, and builds on progress and momentum by identifying
longer-term initiatives.
Part Three: Call to Action
The final sections of this plan summarize the implementation timelines, identify key
partners, and discuss the necessary work that is needed to sustain the GWMRR Parks to
People program for future generations.
IMPORTANCE OF INVESTMENT
ECONOMIC BENEFITS
Investing in our recreational, natural and cultural assets is critical. Our state, county,
and city parks, trails, waterways, and cultural assets are an important economic engine,
supporting community well-being and vitality. Recent studies have shown that there are
impressive economic impacts associated with recreation and tourism.
A recent report commissioned by The Nature Conservancy and produced by Iowa State
University found that outdoor recreation spending is a big business in Iowa. The study
looked at spending and secondary impacts at state parks, county parks, lakes, rivers and
streams, and multi -use trails across the state, and concluded that "Expenditures [in 2014]
on travel to recreation sites and participation in recreation activities has resulted in more
than $3 billion in spending, which in turn helps support approximately 31,000 jobs and
$717 million of income in the state." The below table shows a summary of the report's
findings.
Approximate Economic Impacts of State & County Parks & Trails in 2011 (1)
r
Direct
Expenditures
(millions)
Value Added
(millions)
Personal
Income
(millions)
Supported
Jobs
State Parks
County Parks
Trails
Lakes
Rivers
Total (less
duplicates)
The Grant Wood Loop is fortunate to be home to four of these state parks and more than
50 county parks. The below table shows the estimated visits and spending in regional
county parks in 2011, and shows that $30.5 million of the $609 million spent statewide, is
spent in the GWL region.
$786
$609
$22
$1,210
$824
$3,074
$376
$292
$9
$395
$269
$1,160
$216
$168
$5
$302
$130
$717
7,472
5,789
169
14,766
6,351
30,964
Estimated Visits and Spending in County Parks in 2011 (1)
Estimated Expenditures
County Estimated visits (millions)
Dubuque
Jackson
Jones
806,841
195,860
199,552
$20.5
$5.0
$5.0
Total
1,202,253
$30.5
In addition to outdoor recreational opportunities, the region is host to an extensive list of
cultural and historical assets. All of these natural, recreational and cultural assets are not
only important to the quality of life of residents, but also bring in visitors that contribute
to the economic vitality of the region's communities.
Executive Summary
3
The below table shows the economic impact of tourism travel in the three counties in
2014. It demonstrates the value of building on Dubuque County's success for the whole
of the region.
Domestic Travel Impact in 2014 (2)
County
Expenditures
(millions)
Payroll Employment
(millions) (thousands)
State Tax
Receipts
(millions)
Local Tax
Receipts
(millions)
Dubuque
Jackson
Jones
$329.0
$31.1
$21.5
$50.6
$4.0
$2.0
2.8
0.2
0.1
$4.3
$0.6
$0.1
Total $381.6
_ $56.6
3.1 $17.7 $5.0
OTHER RETURNS ON INVESTMENT
Needless to say, outdoor recreation and cultural assets are an important economic sector
for the region. But there are other important benefits derived from investment in our
natural and cultural resources.
• Business Development Most economic developers, businesses, and entrepreneurs
have recognized that quality of life is a major factor in attracting and retaining
employees. Millennials, unlike previous generations, choose where to live and then
find a job. An investment in amenities and outdoor recreation is an investment in
workforce and business.
• Public Health It has also been well established that increased access to outdoor
parks and recreation contributes to wellness and physical activities. A study by
East Carolina University suggests that in Iowa, physical inactivity costs the state
approximately $4.6 billion annually in lost worker productivity, $866 million in
higher health care costs, and $10.6 million in higher workers compensation costs.
• Conservation Benefits Our region is blessed with a diverse array of natural and
cultural resources, making land conservation a critical tool to enhance economic
prosperity, public and environmental health and quality of life. Land conservation
sustains long-time industries such as forestry and agriculture while bringing new
economic opportunity through tourism and outdoor recreation. Natural landscapes
and working lands mitigate flooding and improve water quality; clean our air;
provide fresh, healthy food; and help attract and retain businesses, workers and
visitors.
Our region's beautiful landscape will continue to draw new businesses and new
residents if we consciously balance growth with conservation of the natural
environment through coordinated planning. Some areas are more appropriate
for development, while others are important for providing biodiversity and
4 Executive Summary
wildlife habitat, working farms and forests, water quality or outdoor recreation
opportunities.
This plan envisions a framework of natural areas and other open spaces that conserves
natural ecosystems and helps people connect with natural and cultural resources.
Collectively, the projects in this master plan will improve the quality of life for all
with better soil and water quality; add outdoor recreation opportunities; sustain
economic development; enhance knowledge and understanding of our ecological and
environmental assets, and preserve our cultural and historic treasures.
LASTING LEGACY
Investing in our parks, trails, waterways and cultural assets is good for Iowans,
our important natural systems, existing and potential businesses, and visitors
to our state. It is truly a win-win situation with rippling positive impacts. But it
is even more important to secure sustainable investment in order to maintain
the resources put in for the initial investment. A new nature center only attracts
visitors if it is maintained and staffed. A trail can only produce economic and health
benefits if the surface is maintained and adequate amenities exist along the route.
Our state, county and city park legacy can only truly be celebrated if the built
capital is provided and maintained in accordance with public expectations.
Our lasting legacy will be built on the continued stewardship and advocacy efforts
of all Iowans. As such, an important aspect of this Master Plan and of the ongoing
efforts of the Leadership Team and its partners, is to build the capacity of local
champions, foster increased public support, advocate for sustainable parks funding,
and incorporate the shared vision in all that we do as a region.
1 EconomicValue of Outdoor Recreation Activities in Iowa, Otto, Daniel, et al, 2012
2 The Economic Impact of Travel on Iowa Counties -2014,
Iowa Economic Development Authority Iowa Tourism Office, August 2014
The Planning Context and Process
WHAT (AND WHO) IS PARKS TO PEOPLE?
In 2014, a group consisting of Governor Branstad's Green Ribbon Commission, the
Iowa Department of Natural Resources, and the Iowa Parks Foundation released the
Parks to People Plan. The plan looks ahead to the year 2020—the 100th anniversary of
the state park system—and emphasizes connectivity and sustainable funding sources to
create a premier park system. In preparation for release of the plan and the start of its
implementation, Governor Branstad and the Legislature set aside $2.0 million for a pilot
project.
In late summer 2014, the Parks to People selection committee toured potential
pilot regions. In September of 2014, the Governor announced that the Grant Wood
Mississippi River Region (consisting of Jones, Jackson and Dubuque Counties) had
been selected as the first Parks to People region. After being selected as the pilot region,
stakeholders involved in the initial application and tour formed the Leadership Team.
With guidance from the Iowa Parks Foundation and RDG Planning and Design, the
Leadership Team laid out a process to create a Grant Wood Loop Master Plan (GWLMP)
and to establish mechanisms for implementing the plan with the allocated $1.9 million
and 5:1 local match. Development of the plan included many partners and stakeholders,
and implementation will require many more.
Part One: Planning Context and Process
5
Peo
Vision: Parks to People Plan
developed by Green Ribbon
Commission, Iowa DNR and
Iowa Parks Foundation
PARKS TO PEOPLE PROCESS
ir
$2.0 million appropriated by
Governor and Legislature for
Parks to People pilot project
Pilot project selection
committee tours potential
Parks to People regions
ROLES & RESPONSIBILITIES
Entii
d Re
Governor and Iowa
Legislature
• Funds Iowa Parks Foundation Parks to People planning effort
with $2.4 million
Iowa Parks Foundation
• Helped develop the statewide Vision: Parks to People plan
• Administers the $1.9 million allocation to GWMRR
• Serves as an advisor to the planning process
Iowa DNR (State Office) •
•
•
Helped develop the state-wide Vision: Parks to People plan
Budgets $1.9 million allocation
Serves as a partner in the implementation process
GWMRR Board
• Coordinates all planning and implementation activities
• Develops final plan
• Advocates for sustainable funding
• Makes collective decisions on priority projects, fundraising, and
program administration
• Works on development of organizational structure
Loop Stakeholder Group • Compiles existing plans/programs, public input information
and entity -specific priorities to develop strategic framework, list
of potential projects, and prioritization criteria
Grant Wood Mississippi River
Region (Dubuque, Jackson &
Jones counties) selected as
pilot project
rlll rIr rr. ; -:
Loop Marketing &
Community Outreach
Committee
Loop Projects Committee
Loop Fundraising
Committee
Coordinates public input sessions and media releases
Develops social media content
Collaborates with external partners on marketing content and
implementation
• Works to develop project work plans and budgets
Collaborates with external partners on grant writing and
fundraising activities
Donors/Stewards
• Helps fund asset mapping, planning process and development
of this plan
• Yet -to -be identified donors will help fund project
implementation and sustainability of overall GWLMP
initiatives
RDG Planning & Design • Consultant to Iowa Parks Foundation and Grant Wood
Mississippi River Region for plan facilitation and development
SO WHAT DO WE MEAN WHEN WE SAY:
"GRANT WOOD MISSISSIPPI RIVER REGION"?
The term Grant Wood Mississippi River Region is the official name of the
collaborative partners in this area who put this plan together, and the
organization that will coordinate implementation.
"GRANT WOOD LOOP"?
The term Grant Wood Loop means the geography of the three -county area and
is the official brand of the initiative.
6 Part One: Planning Context and Process
THE PLANNING PROCESS
OVERVIEW
The GWL Master Plan planning process began with a regional collaboration in 2014
to showcase the region's parks in an effort to become Iowa's first Parks to People region.
Since this successful endeavor, planning in the region has been guided by the Leadership
Team and Stakeholder Group with assistance from the Iowa Parks Foundation and RDG
Planning and Design, based on the model developed by the Green Ribbon Commission
(see Green Ribbon Commission Road Map, Appendix A). Over the span of a year, the
Stakeholder Group has:
• identified partners for a non-profit organization;
• assessed current strengths, weaknesses, opportunities and threats;
• inventoried current assets and needs;
• engaged the public for input;
• came to consensus on regional priority initiatives;
• established criteria and a shared vision to guide investment of resources; and
• identified several projects for implementation.
The planning process has pulled together a diverse group of stakeholders all working
collaboratively on different issues. To expedite development and implementation of the
plan, the Stakeholder Group was informed and guided by the Leadership Team made up
AD MAP
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of key partners involved in the initiation of the program, as well as Community Outreach
& Marketing, Projects, and Fundraising Subcommittees. These committees met as needed
throughout the planning process, and will continue to meet during implementation.
PUBLIC ENGAGEMENT
The Master Plan is heavily influenced by both the input provided at the Stakeholder
Group meetings as well as public input gathered through open houses and social
media. Seven open houses were held in January 2015 throughout the region.
The GWMRR representatives provided a brief overview of the program and then
participants were invited to share ideas and comments on poster boards describing
the five strategic directions and project ideas. GWMRR representatives were
stationed around the venues to talk to participants about specific project ideas
and what the Parks to People program is all about. Between 10 and 50 participants
attended each session. Comments collected can be found in Appendix D.
The GWMRR team has also sought multiple avenues to keep the public and local
officials informed and engaged, including establishing a Facebook page, issuing
press releases, and presenting updated information to city councils, county boards
and other regional groups. Meetings have been held with not only the Iowa
Department of Natural Resources but also the Iowa Department of Cultural Affairs
and Iowa Department of Transportation.
tiny Parks, Healthy People
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WHAT'S YOUR BIG IDEA?
During the January 2015 open
houses, the public was invited to
share their ideas and comments
on the vision for enhanced park,
recreation and cultural assets in
the region (see Appendix D).
Part One: Planning Context and Process
7
PRIORITIZATION CRITERIA
The planning process also brought forth criteria by which projects would take priority for
available resources, both financial and human capital. With 70+ stakeholders routinely
engaged, and input regularly sought from the public, the list of projects and ideas
submitted for plan inclusion is long. The process of creating the criteria helped us identify
priorities from a number of perspectives:
• Chronological Priorities — Some projects or processes need to be developed early in the
plan because other plan elements rely on their completion.
• Low Hanging Fruit — Some initiatives have light impact but are simple to execute.
Sometimes this occurs due to low -to -no cost, current political will, available resources,
available match and/or technological ease of execution.
• Big Impact — Some efforts may take a long time to accomplish, either due to their cost
or other challenges, but they will likely have a significant impact.
• Personal Passion/Evident Leadership — Some projects have dedicated champions whose
leadership and commitment will likely provide sufficient follow-through to achieve the
desired result for the region.
These criteria were developed through two facilitated work sessions with the Stakeholder
Group and refined and applied to potential projects by the Leadership Team to identify
the Priority Initiatives to be included in this plan. No point system has been assigned to
the criteria. The Leadership Team has worked on the basis of consensus to answer the
questions posed below, and reach a collective understanding of the opportunities and
challenges inherent in the proposed projects.
REGIONAL IMPACT: How well does this effort/project add value to
the whole region? We hope to achieve positive social, economic and
environmental impacts across the region. Although projects will almost
always be location -specific, the criteria is meant to determine if the project
has the ability to serve as a catalyst, as an example to others in the region, or
to be replicated throughout the region.
ADDRESSES STRATEGIC DIRECTIONS: How does the effort/project meet
the strategic directions, particularly Lasting Legacy? Is there a funding strategy
and likely support? In which Strategic Direction is this project strong? Where is
it weak? What needs to happen to address the full range of Strategic Directions?
ENHANCES CURRENT FACILITIES AND PROGRAMS: How well does this
effort/project build from/maintain/restore existing facilities and programs? We
believe that we cannot sacrifice existing systems to build or create new ones.
CREATES AND MAINTAINS LONG-TERM, DIVERSE STEWARDS AND
PARTNERS: What is the potential for long-lasting, robust partnerships? Who is
8 Part One: Planning Context and Process
currently involved and who should be engaged? Is there a champion?
SHOVEL -READY WITH PUBLIC SUPPORT: Can this effort/project qualify as an
"early win"? Does the project already have funding? What's required to secure additional
funding? Does this effort/project have energy and/or support in the community?
DISTINCTIVE CHARACTER: ATTRACTIVE, UNIQUE, ICONIC: Will this effort/
project lead to a significant attraction or draw that adds to the compelling story of our
region? This draw might stem from a specific effort or the package/layering of a variety of
efforts. How marketable is this initiative and to whom?
PROMOTES EDUCATION AND AWARENESS: How well does this effort/project
build awareness and share critical information regarding the region's cultural and natural
heritage?
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STRATEGIC FRAMEWORK
As part of the planning process, the Stakeholder Group held several sessions to develop
a strategic direction for GWMRR as an organization as well as for implementation of
Grant Wood Loop projects. Mission, vision and strategic directions were developed that
encompass where the region wants to be in 20+ years. These strategic directions included
potential early wins and indicators of success. Every project and initiative identified in
this plan ties back to these strategic directions.
MISSION: To enhance, promote, sustain, and connect our region's cultural, natural and
park and other recreation assets.
VISION: Our vision for the Grant Wood Loop is that the residents of the region and
the visiting public will... Engage. Reflect. Return. Whether you paddle, pedal, stride, ride
or rest, our region has developed a national model of public-private partnership, inviting
all to find their personal meaning and lasting memories with connections to:
• Dramatic, timeless landscapes
• Inspiring parks and pathways
• Rivers, creeks and lakes
• Arts, culture and history
• Historic communities and places
• Local food and agriculture
• Interpretive, educational and recreational programs for all ages
STRATEGIC DIRECTIONS
Great Spaces, Great Experiences: We want to enhance, maintain and protect our natural
assets. We want to allow high-volume, low -impact public use. We want a menu of regional
assets so users can select the specific experiences they most value from their connections
to this region.
The region is building on countless strengths. The many natural, dramatic
landscapes include rivers, prairies, bluffs, and woodlands. Interpretive, educational,
and recreational programs and facilities connect people to cultural, historic, and
natural features. We want to expand our system of hiking, biking, and water trails
and scenic byways to connect people to great spaces and great experiences.
We want to be a model for the state. One goal is to coordinate marketing and increase
resources for operations and maintenance of current and future facilities. Another goal is
integrating technology to enhance the user's experience.
Connected Parks, People and Pathways: The region enjoys shared history and physical
connections. The region's increasing capacity to expand traditional partnerships is a key
strength.
We want to continue to invest in developing collaboration and expanding physical connections.
We need public and private investment to make this happen.
We have established an ongoing regional Projects Committee. We want this committee to
identify gaps, prioritize projects, and push for completion project by project in support of
our region as a whole, and for each community.
Part Two: The Plan 9
Healthy Parks, Healthy People: The value in accessing natural areas directly depends
on the quality of those areas. The more restored the landscape, the more restorative the
outdoor experience.
We want to promote high-quality land stewardship from farm fields to communities to
backyards. We want landscape enhancement and protection to positively impact the
health of our parks and communities.
At the same time, we want greater access to these areas in ways that build
awareness of natural resources, share the responsibility for land and water
protection, and promote investments in personal and public health.
Community and Cultural Vitality: With the Mississippi River and artist Grant
Wood's history as foundations, the region's cultural strengths match its exceptional
beauty. Natural and agricultural landscapes wrap our scenic byways with vistas, changing
colors, and activities for users to enjoy. When coupled with communities of true character
throughout, this region distinguishes Iowa and the Midwest as a national treasure.
We want to find ways to effectively tell our story, connect all the dots, and keep our region's
heritage thriving.
Lasting Legacy: Without adequate advocacy and resources, our vision cannot endure.
We want strategies to locate and sustain resources as the regional structure begins to take shape.
We must begin by acknowledging our parks and trails systems in Iowa, and in this region,
historically struggle for adequate resources. We want new ways of thinking to maintain,
expand and sustain current and future resources.
10 Part Two: The Plan
ESTABLISHING & SUPPORTING A FORMAL
REGIONAL COLLABORATIVE
Successful Implementation of this plan, and continued collaboration within the
region, will take purposeful effort by all parties involved, particularly those of the
Leadership Team. Up to this point, responsibility for coordination of stakeholders,
development of this plan, and activities undertaken to begin implementation have
been assumed largely on a volunteer basis.
This has most certainly shown the dedication of all of those involved, but the
enormity of the projects laid out in this plan cannot be met by volunteer efforts
alone. With over $17 million in capital projects, dedicated resources are needed
to see the implementation through. The region feels strongly that staff and
sustainable funding should be secured to coordinate the various puzzle pieces.
Inevitably grant administration, outreach and marketing, and stakeholder
coordination will reach a point that requires fully supported resources.
The Leadership Team is developing an organizational and programmatic structure
in a way that is sustainable, appropriate to the initiative, and fairly distributes
human and financial resources based on strategic directions and prioritization
criteria. Realization of this major recommendation is required as a precursor to
implementing the Priority Initiatives identified in the next section.
PRIORITY INITIATIVES
The following priority initiatives were selected as the kick-off to implementation of the
Master Plan because of the close match to strategic directions and criteria. Each of the
initiatives in this section was developed as a regional effort consisting of existing and
planned local projects, connectors, upgrades to current facilities and assets, and major
projects needed to meet the region's overarching goals.
VISUAL SUMMARY OF THE PLAN's PRIORITY INITIATIVES
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Crossing the Wapsi:
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Hurstville Interpretive Center
Prairie Creek Connections
Maquoketa Prairie Creek Park
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Part Two: The Plan 11
Maquoketa River on the Move
Estimated Initiative Investment: $2.5 million (2016 dollars)
The Maquoketa River is a major river system connecting all three counties in our region,
forming an extensive water trail. Because water trails are growing rapidly in popularity
across the state, the Grant Wood Loop Master Plan has chosen to focus priority efforts
on enhancing this important resource. Two major capital aspects will be addressed in this
initiative: increasing accessibility and removing barriers.
In recent years river accesses along the Maquoketa River have been greatly improved to
allow recreational users to move to and from the water, while ensuring the scenic beauty
and flood plain integrity remain intact. As the recreational use of rivers continues to grow,
it will be important to increase the number of high-quality accesses, allowing users to
experience new river adventures and spread the use over many miles. Removing barriers
is another major step in improving recreational use of the Maquoketa River. In particular,
within the main stem of the river exist two large dams that impede recreational paddle
craft and boat use and disconnect ecological aspects of the river. Engineering is underway
for removing one of these barriers, the Mon-Maq dam, located in northern Jones County.
The work that falls under this initiative also requires additional wayfinding,
enhancements at destinations along the way, and connection to the heart
of Monticello. The connections will create a water trail that stretches from
Manchester's new White Water Park (in Delaware County), through Monticello and
Maquoketa, eventually emptying into the Upper Mississippi River Wildlife and Fish
Refuge, and will connect the Maquoketa River to the downtowns of each of these
cities. These projects will create healthier natural resources and healthier people
while allowing for great experiences within a connected, growing region.
CRITERIA MET:
✓ Regional Impact
✓ Addresses Strategic Directions
✓ Enhances Current Facilities & Programs
✓ Creates and Maintains Long -Term Diverse, Stewards and Partners
✓ Shovel -Ready with Public Support
✓ Distinctive Character: Attractive, Unique, Iconic
✓ Promotes Education and Awareness
12 Part Two: The Plan
Key Elements—Maquoketa River on the Move
Project
Champion
Maquoketa River - Eby's Mill river and wildlife area access,
acquisition and improvements
Maquoketa River - Interpretive signage and trail signage
improvements
Maquoketa River Mon/Maq Access - Dam removal, shoreline
and river habitat restoration, fishing access, boat/paddlecraft
ramp, acces trail, entry and parking improvements
Maquoketa River - 92 acre land acquisition and floodplain
stabilization
Monticello Pocket Park
Central Park - Watershed restoration (pond, wetland,
interpretive signage and parking)
Jones Co. Conservation
Jones Co. Conservation
Jones Co. Conservation
Jones Co. Conservation
City of Monticello
Jones Co. Conservation
Opportunity Projects—Maquoketa River on the Move
Cham f
Central Park - Lake renovation including dredging, shoreline
stabilization and fish habitat
Central Park — ADA fishing, docks, boat ramp, walkway, and
parking improvements
Central Park — Historic bridge restoration
Central Park — Campground improvements inducting
electrical upgrades, larger sites, and replacement of two
restrooms
Central Park — Pavillion, shelter and restroom replacement
Monticello Trail Phase II - Maquoketa River to Main Street
Jones Co. Conservation
Jones Co. Conservation
Jones Co. Conservation
Jones Co. Conservation
Jones Co. Conservation
City of Monticello
Key Element Project - Mon-Maq Dam Removal/Modification
Engineering is underway to remove or modify the dam to eliminate the safety hazard,
improve recreational passage, and restore ecological qualities of the river. This project
will have far-reaching benefits well beyond the dam site itself. Recreational users will
have more naturally flowing water on which to safely enjoy a family outing. There
will no longer be a need to watch for warning signs of the impeding dam or portage
equipment and craft around the dam site. Both recreational users and wild river
inhabitants will have unobstructed use of a much larger section of the river. This will
open up the recolonization of many fish and other aquatic species that have been lost
above the dam. This will improve fish diversity throughout the river system and provide
anglers with more quality fishing opportunities.
Key Element Project - Central ParkWatershed Restoration
Central Park is the premier county park in Jones County. The park is located in the
Maquoketa River watershed and hosts thousands of visitors each year that come to walk
trails, fish in its 23 acre lake, or camp while enjoying adventures on the Maquoketa
River Water Trail. In the past few years planning and implementation have begun in
restoring the park's lake and watershed. This was spurred by the lake's state designation
as an impaired water body. The planning effort for its restoration developed in to
several phases. The first two phases are complete including the development of the
lake and watershed management plan, watershed land acquisition, and wastewater
infrastructure improvements. Phase three is currently in progress with the construction
of a major watershed pond and wetland, and their requisite interpretative signage
and parking areas. Phase four is entering the engineering stages including dredging
the lake, shoreline stabilization, and aquatic habitat improvements. These major
resource improvements will simultaneously lead into additional park infrastructure
improvements to create a quality experience for all that visit.
Part Two: The Plan 13
Prairie Creek Connections
Estimated Initiative Investment: $3.3 million (2016 dollars)
The Prairie Creek Connections Initiative would create an activity hub in the heart
of the region by linking Prairie Creek Recreation Area, the city of Maquoketa,
Hurstville Interpretive Center, Camp Shalom and Maquoketa Caves State Park.
Existing and new amenities along the pedestrian/bike route may include but are
not limited to walking trails, picnic shelters, equestrian facilities, bike racks and
wayfinding, as well as access to the Ohnward Fine Arts Center, Maquoketa Art
Experience, Maquoketa YMCA, downtown Maquoketa businesses, and the baseball
diamonds and tennis courts. This area will truly become a popular family getaway
destination.
The work includes approximately seven miles of paved connecting trails (including
on -road markings and a proposed 10' dedicated trail), a pedestrian/bike bridge over the
Maquoketa River, parking lot and stormwater management construction at Hurstville,
improved access for persons with disabilities, completion of Hurstville's East Walkway,
and addition of amenities along the route.
• On -street trail (markings and signage) from Prairie Creek Recreation Area
looped through downtown (possible off-street along Summit if sidewalk by
Goodenow field is upgraded)
• Ped/bike bridge crossing the river by baseball fields
• 10' off-road trail on west side of Business 61 to 63rd Street
• Widened shoulder up 63rd Street to Hurstville Interpretive Center
• Utilization of concrete drainage tunnels to cross US 61 to Hurstville Pond Public
Area (west side of 63rd Street)
• Widened shoulders up 63rd Street up to Caves Road
• Continued widened shoulder up to Maquoketa Caves State Park.
CRITERIA MET:
✓ Regional Impact
✓ Addresses Strategic Directions
✓ Enhances Current Facilities & Programs
✓ Creates and Maintains Long -Term Diverse, Stewards and Partners
✓ Shovel -Ready with Public Support
✓ Distinctive Character: Attractive, Unique, Iconic
✓ Promotes Education and Awareness
14 Part Two: The Plan
Key Elements—Prairie Creek Connections
Project
Champion
Prairie Creek - Shelter
Prairie Creek - Entrance road and utility services
construction
Bike and Pedestrian Bridge crossing the Maquoketa River in
Maquoketa
Hurstville Trail - 1.1 -mile, 10' -wide dedicated trail on west
side of Bus. 61 /Hurstville Road
Maquoketa Trail - Amenities within Maquoketa
including bike lane markings, bike racks, wayfinding and
informational kiosks
Hurstville Interpretive Center- East walkway and parking lot
Maquoketa Caves - Fifteen fire rings
Maquoketa Caves - Interpretive signs at Stone Shelter
at Maquoketa Caves
Prairie Creek - Land acquisition
Prairie Creek - Foot bridge
Friends of Jackson Co.
Conservation
Jackson Co. Conservation
City of Maquoketa
Jackson Co. Conservation
Maquoketa Betterment Corp.
City of Maquoketa
Jackson Co.Conservation
Iowa DNR/ Friends of the Caves
Iowa DNR/ Friends of the Caves
Jackson Co. Conservation
Jackson Co. Conservation
Opportunity Projects—Prairie Creek Connections
Maquoketa Caves - Renovate existing restroom in picnic area
Maquoketa Caves - Convert 23 campsites to 50 -amp electric service and
6 to full hook-up
Maquoketa Caves - Restore picnic circle and 2 hexagonal log shelters
Maquoketa Caves - Replace picnic shelter and playground
Maquoketa Caves - Add additional heated bay at park shop
Maquoketa Caves - New equipment storage building
Maquoketa Caves - Three small shelters
Maquoketa Trail - 5.5 -mile widened shoulder from Hurstville Interpretive
Center to Maquoketa Caves
Prairie Creek — Campground and cabin construction
Iowa DNR
Iowa DNR
Iowa DNR
Iowa DNR
Iowa DNR
Iowa DNR
Iowa DNR
Jackson Co.
Jackson Co.
Conservation
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Key Element Project - Prairie Creek Recreation Area
The Grant Wood Mississippi River Region (GWMRR) and Jackson County
Conservation aim to develop the Prairie Creek area as a premier outdoor recreation
facility. With its close proximity to the City of Maquoketa and connection via
a developing trail network, Prairie Creek Recreation Area has great potential.
The development plan will include a diverse trail system for hiking and biking,
construction of an all-weather shelter and outdoor classroom area.
Future developments include a modern campground with shower/restroom facilities
including 60 camping sites for RV use. This development has been identified to meet
demand for additional camping in the region. Additionally, the plan includes the
construction of cabin facilities at Prairie Creek. Currently there are only two public
rental cabins in the Grant Wood Loop and no public cabin facilities in Jackson
County.
The development work planned for the Prairie Creek Connections portion of
the region will enhance the visitor experience in the Maquoketa area. Trail
connections are planned as part of the overall project, with the connections
from Prairie Creek area to the City of Maquoketa to Hurstville Interpretive
Center and the Maquoketa Caves State Park providing key linkages locally and
for the region as a whole.
Key Element Project - Trail to Hurstville
Jackson County Conservation, the City of Maquoketa, and GWMRR are working
to develop a trail system that connects Prairie Creek Recreation Area to
Hurstville Interpretive Center, and eventualy to Maquoketa Caves State Park.
This project includes developing a pedestrian/bicycle trail over the Maquoketa
River that will connect to a new 10' wide dedicated trail along Hurstville Road
to the Interpretive Center. The trail will also connect to the existing Maquoketa
Trail, downtown Maquoketa and the YMCA. The Interpretive Center will
serve as a trailhead, offering restrooms and bicycle parking, and access to
existing environmental education and outdoor resources., as well as tourism
information.
Part Two: The Plan 15
Mississippi Circuit
Estimated Initiative Investment: $9.4 million (2016 dollars)
A seamless circuit over land and water from Dubuque to Bellevue involves city,
county, state parks and trails filling in critical gaps and shaping one -of -a -kind
memorable visitor experiences. On land, we link regional assets via the 10 -state
Mississippi River Trail and Iowa's portion of the scenic Great River Road through
shoulder widening along US -52. The result: visitors can move among the City of
Dubuque to Mines of Spain State Park, St. Donatus, Spruce Creek Park, City of
Bellevue, Felderman Park, over the planned Mill Creek Pedestrian Bridge and finally
landing in Bellevue State Park. In addition, key upgrades to amenities along the trail
will create destination experiences.
This project will bring in visitors to the expanded trail system and amenities along the
route. A new welcome center and outdoor classroom at Bellevue State Park to replace the
current dilapidated facility is needed. This will provide interpretive activities as well as a
multi -use space for programming and community use. Connecting the City of Bellevue's
Felderman Park to Bellevue State Park with the construction of a pedestrian bridge across
Mil Creek will enhance the park experience and provide a great trail connection and
loop system for the residents and visitors in the area. With the enhancement of these
current assets, there is an opportunity for a private outfitter in the vicinity of Potter's Mill
for water recreation along Mill Creek. This would provide extended connections to the
Big Mill Creek Wildlife Area and the Little Mil Wildlife Area. "Opportunity Projects"
include additional upgrades at the Mines of Spain and Bellevue State Parks.
CRITERIA MET:
✓ Regional Impact
✓ Addresses Strategic Directions
✓ Enhances Current Facilities & Programs
✓ Creates and Maintains Long -Term Diverse, Stewards and Partners
✓ Shovel -Ready with Public Support
✓ Distinctive Character: Attractive, Unique, Iconic
✓ Promotes Education and Awareness
16 Part Two: The Plan
Key Elements—Mississippi Circuit
Project
Champion
US -52 shoulder widening from north of Bellevue (MP 26.10) RPA 8, Jackson Co., Iowa DOT
to the south end of St. Donatus (MP 35.87), and St. Donatus
to Dubuque County line
Bellevue South Phase I- Pedestrian bridge development over
Mill Creek including land acquisition and trail connectors
City of Bellevue
Bellevue South Phase II - Felderman Park land acquisition
and amenities
City of Bellevue
Bellevue North Phase I - Extend Rivervue Trail to Spruce
Creek
Bellevue State Park - Picnic shelter, parking lot at Nelson Unit
Bellevue State Park - Interpretive Kiosk and interpretive
panels
City of Bellevue, Jackson Co.
Conservation
Iowa DNR
Iowa DNR
Spruce Creek - EIRUSS water extension; extend water to
park; new septic system
EIRUSS/ Jackson Co.
Conservation
Mines of Spain - Interpretive Kiosk at south park entrance
Iowa DNR
Catfish Creek Canoe Access Enhancements — Year-round
restroom, open-air picnic shelter, kayak/canoe launch and
dock, ADA -accessible fishing trail; kiosk
Iowa DNR/ Friends of Mines
of Spain
Bellevue baseball diamonds - Cole & Ensign Parks
Eagle Point Park habitat restoration
Bellevue Freedom Rock
Bellevue Rivervue Trail Phase II (complete)
Mines of Spain Improvements (complete)
City of Bellevue
City of Dubuque
City of Bellevue
Jackson Co. Conservation
Iowa DNR/ Friends of Mines
of Spain
US 52 shoulder widening from Mines of Spain to Dubuque/
Jackson County line (complete)
Iowa DOT
US 52 shoulder widening within St. Donatus (complete)
Opportunity Projects—Mississippi Circuit
Iowa DOT
Spruce Creek - Replace existing restroom and shower building
and construct additional building
Bellevue North Phase II - Extend Rivervue Trail to golf course
Jackson Co. Conservation
Jackson Co.
Bellevue State Park (Dyas Unit) — Add two year round restrooms Iowa DNR
and replace wastewater gravity line
Opportunity Projects—Mississippi Circuit
Bellevue State Park (Dyas Unit) — Renovate existing shelters and
upgrade playground
Bellevue State Park (Dyas Unit) — Upgrade 15 full hook-up camp
pads and 10 non -electric camp pads
Bellevue State Park (Dyas Unit) — Add lift station in campground
Bellevue State Park (Dyas Unit) — Replace sewage lagoon
Bellevue State Park — South park entrance intersection and road
paving
Bellevue State Park (Nelson Unit) — Remodel lodge and add
accessible parking
Bellevue State Park (Nelson Unit) — Pave Butterfly Garden trail
Bellevue State Park (Nelson Unit) — Restore historic shelter
Bellevue State Park (Nelson Unit) — Add electricity to shelters and
Butterfly Garden
hampio
Iowa DNR
Iowa DNR
Iowa DNR
Iowa DNR
Iowa DNR
Iowa DNR
Iowa DNR
Iowa DNR
Iowa DNR
Key Element Project - U.S. 52 Trail Project
Many of today's economic development and city planning efforts focus on quality of
life issues such as health and environment. Recreation is a key component of quality
of life because it promotes health and wellness and a clean environment. The Great
River Road and MRT have been great sources of recreation for many years. Bicyclists
currently share the road, but this arrangement is not ideal, as some riders avoid the
route because of safety concerns. A paved shoulder would greatly expand the number
of bicyclists taking advantage of the Great River Road and Mississippi River Trail by
bicycle and will connect those bicyclists to other recreational opportunities in the
region.
At its northern end the trail will connect to the City of Dubuque trail system that
includes 27.8 miles of signed on -street routes and 25.5 miles of off-road, paved,
multi -use trails. Through the city of Dubuque, riders would also be able to connect
to the Heritage Trail, a 26 -mile multi -use trail that connects the cities of Dubuque
and Dyersville. At the southern end, the project will directly connect to the City of
Bellevue's river front trail. In between, the trail will connect to many lower -volume
county roads that are great for bike riding.
Opportunity Projects—Mississippi Circuit
Project
Bellevue State Park - Welcome Center/Outdoor classroom at
Butterfly Garden
Bellevue North Phase II - Extend Rivervue Trail to golf course
Mines of Spain — Add shelter to south park entrance
Mines of Spain — Upgrade Horseshoe Bluff area to include
new year-round restroom, wildlife observation blind, upgrade
march walk, renovate geology trail for ASA access, install city
water
Mines of Spain — Add shelter and year round restroom to
Farmstead picnic area
Mines of Spain — Add multi-level viewing platforms at Julien
Dubuque Monument
Mines of Spain —Acquire property adjacent to recreation area
Champion
Iowa DNR
Iowa DNR
Iowa DNR
Iowa DNR
Iowa DNR
State Parks
State Parks
Part Two: The Plan 17
Crossing the Wapsi: Bridging History
Estimated Initiative Investment: $1.5 million (2016 dollars)
The proposed Hale Bridge area improvements would help to complete the picture
of the area as a more complete destination for visitors and residents alike. The
addition of approximately two miles of trail from the Hale Bridge back to the park
entrance is essential for connecting the park to the residents ofAnamosa. The Hale
Bridge area is frequently used by visitors to the park, and the addition of an open
air shelter and bathroom at the Hale Bridge and improvements to the Wapsipinicon
campground will increase the visitation and usage of the park. The improvements
will give people a way to immerse themselves in nature and connect to the history
of the community.
The Hale Bridge is a historic landmark in Jones County. Constructed in 1879 over the
Wapsipinicon River to connect the Northern and Southern halves of Hale Township,
the Hale Bridge was listed on the National Register of Historic Places in 1998. Once
no longer deemed worthy of vehicular traffic, the Jones County Historic Preservation
Commission took the lead in its preservation and relocation to its current location within
the Wapsipinicon State Park. In March of 2006, the bridge was moved by Iowa National
Guard Chinook helicopters. The relocation event was featured on the History Channel's
Mega Movers program. It now provides an eastern connection from the Wapsipinicon
State Park to Shaw Road just east of Anamosa. Relocating the bridge was not inexpensive;
many dollars were raised through fundraising and volunteer efforts. In addition,
$445,000 was secured through grants from the Iowa Economic Development Authority,
East Central Iowa Council of Government, REAP, RACI and Silos and Smokestacks.
CRITERIA MET:
✓ Regional Impact
✓ Addresses Strategic Directions
✓ Enhances Current Facilities & Programs
✓ Creates and Maintains Long Term Diverse, Stewards and Partners
✓ Shovel -Ready with Public Support
✓ Distinctive Character: Attractive, Unique, Iconic
✓ Promotes Education and Awareness
18 Part Two: The Plan
Key Elements—Crossing the Wapsi/Bridging History
Project
Champion
Wapsipinicon State Park - Interpretive kiosks
Wapsipinicon Trail connecting Hale Bridge to Anamosa
Hale Bridge lift and connector to Shaw Rd
Iowa DNR
Jones Co. Economic
Development
Iowa DNR
Opportunity Projects—Crossing the Wapsi/Bridging History
Wapsipinicon State Park - Replace shower building at campground Iowa DNR
Wapsipinicon State Park - Shelter and restroom construction at
Hale Bridge area
Wapsipinicon State Park - Redesign campground layout
Iowa DNR
Iowa DNR
Wapsipinicon State Park - Upgrade and enlarge 20 sites and add full hookups Iowa DNR
to 1/3 sites
Wapsipinicon State Park - Create kayaking course on Wapsi River Iowa DNR
Wapsipinicon State Park - Restore historic entrance sign, portal and two stone Iowa DNR
bridges
Wapsipinicon State Park - Remove wooden restroom in the campground Iowa DNR
Wapsipinicon State Park - Relocate and repurpose Boy Scout Lodge Iowa DNR
Wapsipinicon State Park - Replace and relocate equipment storage building, Iowa DNR
park office, and shop
Wapsipinicon State Park — Add parking at picnic area Iowa DNR
Wapsipinicon State Park - Parking at west end of Hale Bridge Iowa DNR
Wapsipinicon State Park - Add permanent rental tent pad, stone seating, and Iowa DNR
fire pit at Rotary Lodge
Key Element Project - Wapsipinicon Trail
The Wapsipinicon Trail projects builds on past investments to save the historic
Hale Bridge and make cultural and recreational assets more accessible to
residents and visitors. In 2006, the Hale Bridge (the oldest bowstring arch
bridge in Iowa) was relocated to connect the Wapsipinison State Park with
Shaw Road. The project included a three-year bridge restoration effort and
relocation with assistance from the Iowa National Guard and a Chinook
Helicopter.
The Wapsipinicon Trail project will further improve pedestrian and bicycle
access to this historically important bridge and the State Park by connecting
the city of Anamosa to the park via a 5k trail loop. The trail will run parallel
to Shaw Road and will cross into the park on the historic Hale Bridge. The
project is a joint effort between Jones County, the City of Anamosa, and the
Iowa DNR. The larger project includes accessibility improvements to the
bridge itself, connection to city bike routes and the downtown, and improved
amenities on the park side of the bridge, in addition to further long-term
connections to the Grant Wood Trail that extends from Linn County into
Jones County.
Part Two: The Plan 19
A Region of Innovators—
Experience the Inspiration
Estimated Initiative Investment: $750,000 (2015 dollars)
We will break new ground nationally with this initiative to help visitors design
their own highly personalized experiences (Canadian National Parks are among
the first to use these technologies). Dubbed "user -guided experiences," we will
establish an affordable, tech -based method to integrate park, trail, cultural, event
and other tourism information into a database shaped by a particular visitor's
motivations and unique interests. This integrated approach to promoting the
region's offerings will result in "itineraries" that give visitors and residents must -
have experiences and lasting memories. Interpretive/educational kiosks that
reinforce this integrated information are included in the initiative. In addition to
technology-based tools, this initiative includes expanding a brand for the region,
expanding tourism and events, providing support for collaborative marketing,
developing GWL-specific cultural maps and events, and enhancing capacity
GWMRR has worked with Gigantic Design to develop the Grant Wood Loop
brand (see next page). This brand walkout gives us a jumping off point for
a whole host of exciting new opportunities. GWMRR will continue to build
this brand and look to innovative ways to inform and engage the public
about the what the region has to offer.
CRITERIA MET:
✓ Regional Impact
✓ Addresses Strategic Directions
✓ Enhances Current Facilities & Programs
✓ Creates and Maintains Long Term Diverse, Stewards and Partners
✓ Public Support
✓ Distinctive Character: Attractive, Unique, Iconic
✓ Promotes Education and Awareness
20 Part Two: The Plan
ADVENTURERS
WHILE AT THE PARK I WANT TO...
go on anareladventure COurseortrae climbing.
REFLECTION SEEKERS
WHILE AT THE PARK I WANT TO...
FAMILY CONNECTORS
WHILE AT THE PARK I WANT 10...
pirnical a shalterwilti my friendsand family.
AFTER THE PARK I WANT 10.,.
fry a white water caurse and a new hdian restaurant.
AFTER THE PARK I WANT TO,..
WHAT ARE "USER -GUIDED EXPERIENCES"?
How do they work?
AFTER THE PARK I WANT TO...
rent a bonbon, watch IN kids swim and grill out.
The traditional model for understanding the park user springs from a demographic profile including gender, age, marital status, race,
profession, or from a key park use - for instance, fishing, boating, swimming, tent -camping, etc.
The new model, underway in Canada and under study by the National Park Service, focuses less on the "who" or "what," and more on
that park user's "why" - his or her motivations. So instead of thinking of a park user as a white -water rafter, we understand they seek
adventure. When we capture that knowledge, we can help lead them to fulfilling, meaningful park experiences - and their experiences
beyond the park boundaries. This work will not be done by the park system in isolation, but rather by a public private partnership
involving IPF, the park systems in play and tourism agencies.
Go to htto://en-corporate canada,travel/resources-industry/exo over-otwtient to see how Canada has developed a quick, on-line
questionnaire to help identify the "profile" of their park user. With those profiles, they now package full experiences allowing for a
much deeper connection to the park user, a highly sophisticated marketing system, and ultimately, a park system whose facilities and
programs connect directly to users today and users of the future.
THE BRAND
rr
EXPERIENCE THE INSPIRATION.
GRANT
WOOD
THINKING ABOUT --
TAKING A HIKE?
GRANT
W000
EXPERIENCE THE INSPIRATION.
Part Two: The Plan 21
BUILDING A LASTING LEGACY
Just as efforts to establish and support a formal regional collaborative are a necessary
precursor to successful implementation of the priority initiatives, so too is it imperative
to maintain the assets built and developed through these initiatives. Sustainable and
predictable funding sources are necessary for the long-term survival of our natural,
cultural and recreational resources.
The region is particularly concerned about the ever-increasing reduction in funding
for necessary facilities maintenance, operation and support of the State Parks
system. As laid out in the Green Ribbon Commission's Vision: Parks to People Plan,
the number one "to-do" is to grow agency support and build a strong parks system
on a base of dependable funding for basic park infrastructure and operations.
In honoring that vision, the region challenges our stakeholders, partners, private
entities, and the people of Iowa to demand resources to restore our parks to meet
visitor expectations. Only then can we work as a state to enhance our exceptional
places and experiences. The region proposes to do this through the following
activities:
• Support Iowa's Water and Land Legacy
(TWILL) by advocating for full funding
for the Natural Resources and Outdoor
Recreation Trust Fund
• Develop the regional organization into
a sustainable entity advocating for parks
funding
• Include operating and maintenance
support in all project budgets
• Develop working relationships with
state parks staff, decision -makers and
legislators
• Celebrate successes and build public
support for parks, natural resources, and
culture
• Identify funding opportunities for
key projects, necessary upgrades, and
operating support
22 Part Two: The Plan
ESTABLISHING A REGIONAL COLLABORATIVE
Successful implementation of this plan, and continued collaboration
within the region, will require purposeful effort by all parties involved,
particularly those of the Leadership Team. Up to this point, responsibility
for coordination of stakeholders, development of this plan, and activities
undertaken to begin implementation, have been assumed largely on a
volunteer basis. This has
most certainly shown the
dedication of all of those
involved. But the enormity
of the projects laid out in
this plan cannot be met
by volunteer efforts alone.
With almost $17 million in
capital projects identified
to date, dedicated resources
are needed to see the
implementation through.
The region feels strongly
that staff and sustainable
funding should be secured
to coordinate the various
puzzle pieces. Inevitably,
grant administration,
outreach and marketing, and
stakeholder coordination will
reach a point that requires
fully supported resources.
The Leadership Team is
committed to developing
an organizational and
programmatic structure in
a way that is sustainable,
appropriate to the
initiative, and fairly distributes human and financial resources based on
strategic directions and prioritization criteria. Realization of this major
recommendation is required as a precursor to implementing the Priority
Initiatives.
LONGER-TERM INITIATIVES
INTRODUCTION
One of the core missions of the GWMRR is to create long-term collaboration
and support for all regional parks, recreation and cultural projects. To this end,
the region's work does not stop with the successful implementation of the Priority
Projects. This chapter briefly describes longer-term initiatives that fit the strategic
directions and that the region is committed to working on. While each section
contains examples of stakeholder -suggested projects, this is in no way all-inclusive
or meant to be limiting to what the region may choose to undertake. The broad
description of the longer-term initiatives is specifically meant to allow flexibility to
changing needs, resources and opportunities. To illustrate the types of projects that
may be included under these longer-term initiatives, Stakeholder Group suggestions
can be found in Appendix B. Projects that were a part of stakeholder input sessions
might get championed and momentum to become a longer-term initiative that
could be adopted.
CITY AND COUNTY PARK IMPROVEMENTS
While this plan focuses on a few key priority properties and their connections, the
region places a high value on all of our parkland and green spaces. This is why we
have chosen to highlight "City and County Park Improvements" as a longer-term
initiative. Throughout the planning process, it was clear that there is more demand
than current resources can support. Several large regional projects are considered by
the region to be important and include, but are not limited to:
Strategic Direction
• Central Park (Jones County)
• Whitewater Canyon (at the tri -county intersection)
• Expanded regional camping
• Eagle Point Park and Swiss Valley Park (Dubuque County)
CONNECTED TRAILS
Connecting people, places and parks is critical to the successful implementation of the
GWLMP. This requires a significant and concerted effort to upgrade our existing trails,
develop connectors, coordinate signage and markings, and provide necessary amenities for
users. We are committed to developing a complete system of trails, including bicycling,
hiking, water, ATV and equestrian.
In addition to water trail development within the region, there are a significant
portion of water trails in place that need outfitter support and linkages to multimodal
transportation. By addressing these needs, the region can become known for trail circuit
loops and unique approaches to experiencing natural and cultural amenities by river and
stream.
Longer -Term Initiative
Great Spaces,
Great Experiences
Connected Parks,
People & Pathways
Strategic Direction
Healthy Parks, healthy Community & Cultural
People Vitality Lasting Legacy
City & County Park Improvements
37
37
✓
37
Connected Trails
✓
37
New Adventures
✓
Culture, Arts & Events
✓
Nature Immersion & Stewardship Education ✓
Conservation & Habitat Restoration ✓
Wellness
Part Two: The Plan 23
NEW ADVENTURES
Increasingly, people want to strike out on their own adventure, where they are tasked with
adapting to the landscape. The region has boundless potential for these new adventure
seekers. One of these exciting opportunities is already in the works. Whitewater
Canyon Wildlife Area is 419 acres bridging Dubuque, Jackson and Jones Counties.
There is a potential to include river access points, orienteering, and wildlife engagement
opportunities without the need for extensive physical infrastructure at this developing
resource.
The region would like to increase recreating throughout all seasons. This would
mean focusing on increasing the availability of facilities and programming all four
seasons. Specifically, current facilities need to be groomed, supplied and opened
for winter recreating with increased promotion.
In addition, the region is lacking in a variety of camping opportunities that would
increase extended stay recreation throughout the year. Currently, the region has 550
campsites and 14 publicly available cabins. Based on anticipated growth, the region will
need an additional 65-125 campsites in the next 20 years, at a minimum. New overnight
stay accommodations should include cabins, full hook-up sites, electric -only sites, and
primitive camp sites. While the State Parks focus on upgrading their systems, the region
as a whole would like to work on adding publicly available cabins and primitive camping
opportunities. (See Appendix for analyses of overnight stay recommendations.)
WELLNESS
The region believes in
connecting parks, recreation and cultural priorities to the wellness of our citizens and
visitors. The Priority Initiatives contain a certain level of wellness programming, but
achieving ongoing, robust program and facility options for all seasons remains a focus
for the region. Wellness projects can be as simple as outfitting equipment or providing
instruction, or can include development of physical infrastructure. Wellness will focus
on physical, social and mental well-being and may include activities related to exercise in
the outdoors, healthy eating and local foods and connecting with nature as a restorative
experience.
24 Part Two: The Plan
CULTURE, ARTS & EVENTS
As part of the Grant Wood Loop Master Plan, GWMRR will work with several local
cultural groups, including Limestone Bluffs RC&D, the Regional Cultural Council,
Maquoketa Art Experience, and the Dubuque's Arts and Cultural Affairs Commission
to name just a few, to capitalize on the good work already being completed to achieve
our strategic directions of "Great Places, Great Experiences" and "Community and
Cultural Vitality". For example, Limestone Bluffs RC&D (a GWMRR partner covering
Cedar, Clinton, Delaware, Dubuque, Jackson and Jones Counties) has received a grant
to convene a Regional Cultural Council and develop an inventory of cultural amenities
throughout the region. And the Dubuque Arts and Cultural Affairs Commission is
working with an internationally known consultant to develop a Culture and Arts Master
Plan for the city. Likewise, the Maquoketa Art Experience and Old City Hall Gallery
continue to develop and host community art workshops and exhibits year after year.
As part of the "Region of Innovators" prioritiy initiative, GWMRR has already been
working with design and planning consultants to develop a solid base for a rich and
diverse culture and arts program, and will continue to work to secure implementaton
funding. A survey of the region shows a wealth of existing cultural and arts amenities
and events. However, the region believes there is tremendous value in taking fragmented,
scattered events in various jurisdictions and coordinating them to achieve significant,
program -based regional attractions. Autonomy of local events and programs would
remain, but with added value of coordinated branding, promotion and shared resources.
This collaboration may attract more visitors and encourage them to stay longer and
explore more of the region's assets. Most of these events are already being held, making
this a no- to low-cost project, and may even save funds in the long run.
In addition to year-round events, the region plans to develop a significant 2020
Celebration to correspond with the State Parks System's 100th Anniversary. This
celebration would bring together the natural resource, cultural and heritage assets of the
region. The region expects to create a GWL Arts and Culture Plan that will pull together
the extensive existing resources.
NATURE IMMERSION & STEWARDSHIP EDUCATION
Connecting parks to people is about more than the development of physical
infrastructure. A relationship with the landscapes and a sense of ownership for the
responsible stewardship of resources is necessary to creating lasting legacies and
experiences. The region will continue to emphasize programming and facilities that foster
learning and discovery at all levels and provide opportunities to be immersed in nature.
This long-term initiative could include environmental education, nature play facilities,
and expanded interpretive and observation centers.
ACQUISITION OF SPECIAL PLACES
As opportunities present themselves, acquisitions of special outdoor places and spaces will
be considered and pursued.
Part Two: The Plan 25
CONSERVATION AND HABITAT RESTORATION
Conservation and habitat restoration is essential for meeting the Strategic
Directions, and the region intends to incorporate the protection and enhancement
of natural resources in all projects implemented under this plan. The region will
partner with Watershed Management Authorities, conservation districts, U.S. Fish
and Wildlife Services and other key stakeholders in conservation to protect our
natural assets.
The region holds no shortage of landscape restoration opportunities – in existing
parks at all levels, along stream corridors and in lands not yet identified for their
potential. As we map soils, slopes, wetlands, and species richness, we begin to see
additional focal points within the region for restorations potential. We, as a region,
through implementing this plan, intend to support individual organizations'
restoration projects and identify projects for which the region can lead the charge.
As a region of rivers, the potential for protecting floodways and wetlands—while
at the same time increasing wildlife viewing opportunities—is especially great,
most obviously near the Mississippi. However, other potential opportunities have
been identified through floodway mapping. Another high-value area surfacing
through flood maps links northern sections of the Green Island Wildlife Area
and Spragueville, along the Maquoketa River in Jackson County. Jackson County
Conservation has already established a significant recreational trail in this stretch.
A Region of Rivers
Water Body
Length/Area
Rivers
295 miles
Streams/Creeks
Unnamed tributaries
To tal Waterway Length
To tal Wetland Area
26 Part Two: The Plan
734 miles
3,360 miles
4,390 total miles
22,500 acres
.s
1 NLAWAPE
J0kzS
500 -Year Flood
100 -Year Flood
Floodway
FLOODPLAIN MAP
•
1110f. soN `
Wetland Type
Count: Wetland Type Sum: Acres
Freshwater Emergent Wetland
Freshwater Forested/Shrub Wetland
Freshwater Pond
Lake
Other
Riverine
1,123
1,266
3,655
36
2
148
4,090
12,140
2,500
1,680
Less than 1
2,090
An important consideration of conservation is connecting habitat restoration to
responsible species management. An analysis of bird species map data shows a potential
corridor for birding that links directly to the Mississippi Flyway and the Green Island
Wildlife Area. Because of the distance from an existing Bird Conservation Area (BCA),
the region would need to work on a plan that incorporates BCA principles with
recreation in such a way as to develop sufficient footpaths and viewing blinds sited to
minimize conflicts with hunting.
In addition, public hunting lands are scattered throughout the region, with Green Island
Wildlife Area boasting the largest continuous tracts. The region has more than 13,000
acres of public hunting land. These lands can be expanded through the Iowa DNR's
Iowa Habitat and Access Program (IHAP) that allows for support of private landowners
to open their lands to hunting. There are currently two IHAP tracts in Jackson County
totaling 343 acres. The DNR has received an additional $3 million from the USDA to
enhance over 20,000 additional acres, which could potentially be tapped to enhance
public access in the region.
OXON
MARK
GIANT LYAhTir
NATURAL RESOURCES "HEAT MAP"
Emphasizing Bird Species Richness
Part Two: The Plan 27
The Master Plan, although developed by a Stakeholder Group, is a plan for the
whole region. Many of the identified initiatives and projects will be undertaken by
the GWMRR group and partner organizations. But in a larger way, the Master Plan is
meant to highlight the region's assets, identify our opportunities as a community, and
advocate for and support the effort of all groups in the region who are working on
connecting people to each other and to great spaces and great experiences.
The Plan is a collection of ideas gathered through extensive stakeholder and
community engagement, but it is not the mechanism for making those ideas a reality.
The region must work together across jurisdictions to implement the shared vision and
bring a new vitality to our communities.
THE WORK BEGINS
The identified Priority Initiatives will kick off implementation of the Master Plan. These
initiatives are complex projects with many partners and will be a true testament to the
strength of the region's shared vision and the dedication of those involved.
In the midst of the priority projects moving forward, the region will also be working
on lasting legacy efforts. This includes advocating for sustainable and reliable funding
for parks, recreation, and natural and cultural resources. It is especially imperative
that those passionate about the vision demand resources to bring our current
infrastructure up to standards, and for its continued maintenance. The group will also
focus on developing a brand, marketing the region, connecting assets and events to a
regional identity and developing coordinated cultural arts programming.
"Part Thret
Ell' to Action
Part Three: Call to Action 29
INDICATORS OF SUCCESS
Strategic
Directions
Indicators of Success
Potential Early Wins
Great Spaces,
Great Experiences
• Establishment of Iowa's first user -driven experience apps for regional parks/culture/ tourism, working to develop visitor
profiles and creating tools to "package" experiences based on visitor motivations, not demographics
• Development of a collaborative and coordinated marketing effort for the region
• Engagement with the schools to integrate environment into curriculum, developing a culture of stewardship and natural
resources awareness throughout the region
• Development of coordinated programming and events
• A regional collaborative multi -day event built from existing
county/local events
• Regional marketing tools (enhanced, expanded, new)
• Regional cultural/amenities tour (e.g., arts, vineyards, etc.)
• Prior to establishment of fully launched user -driven experience
applications, reach out to self-selecting coalitions (e.g.,
members of the birding or biking community) vs. exclusively
emphasizing demographic trends
Connected
Parks, People &
Pathways
• Creation of regional loops for land and water trails, connected through coordinated naming, signage and wayfinding
• Completion of all aspects concerning physical, experiential and technological connections within the priority initiatives
• Development of the Leadership Team as a regional organization to connect regional projects and drive implementation of
the Master Plan
• Increased connection to community and cultural assets through GWLMP user -driven experience apps
• Continued identification of ways to share resources for efficient and long-term sustainability
• Establishment of recreation and cultural opportunities for every season
• Strengthening of the GWMRR organization through staff
resources, partnerships and creation of sustainable funding
• Development of cycling tourism marketing opportunities
• Identification and enhancement of winter trail experience
opportunities
• Development of branding and marketing materials for region
Healthy Parks,
Healthy people
• Establishment of working relationships with watershed -scale organizations, restoration activitists and local food groups
and producers
• Creation of an open dialogue with land owners whose properties most affect park and habitat health
• Identification of priority restoration areas
• Development of recreation opportunities based on human adaptability to the landscape (vs. landscape accommodation of
recreation)
• Promotion of learning and physical activity through hosting of volunteer stewardship opportunities
• Promotion of parks as "outdoor fitness centers" and development of park -based outdoor health events
• Development of a regional physical challenge event incorporating existing assets
• Identification and enhancement of local food producers, amenities and programming
• Regional outdoor health event held
• Multi -county restoration/protection plan for Whitewater
Canyon
• Partnerships with watershed and local food groups
• Coordinated stewardship events
Community &
Cultural Vitality
• 2020 Regional Parks Celebration
• Coordination and promotion of large, regional signature events
• Development of expanded and unique lodging opportunities, linking culture and heritage to natural resources
• Incorporation of wellness, meditative arts and "green arts" and local food and agriculture into GWLMP experiences
• Development of projects and programs that celebrate regional Native American heritage and protection of sacred and
significant Native American assets in all project development
• Establishment of cultural tours and connection of community events to regional parks
• A 2020 regional parks celebration plan
• Expansion of overnight stay opportunities in parks
• Partnership with regional Native American communities
Lasting Legacy
• Completion of a successful fundraising campaign to meet needed match for priority project implementation
• Growth of public support for parks and cultural assets
• Established benchmarks and indicators for measuring growth of regional tourism and positive impact on local economies
• Established advocacy efforts, in partnership with friends groups and local governments, for Iowa's Water and Land Legacy,
REAP and State Park funding
• Established sustaining private funding relationship
• Established endowments for projects and/or regional efforts
30 Part Three: Call to Action
• Fundraising plan developed and executed
• Ongoing advocacy efforts at the state level
• Continued engagement of regional public and private funders
• Brand developed
LETS MAKE IT LAST
The Grant Wood Mississippi River Region has laid out an aggressive plan to begin
implementing the shared vision; but this is only a rough roadmap to get us started.
This plan is a living, breathing document set at one place in time.
While the vision remains the same, the plan—and the region—will continue to evolve.
The tremendous work that will come out of this plan will not have been possible
without the dedication and input of the partners, Stakeholder Group, Leadership
Team, and the citizens of the region. As a collaborative region, honest evaluation of
our successes, failures and opportunities will allow us to adjust the plan as needed to
productively meet our Strategic Directions and to fulfill our shared vision.
The region will continue to advocate for baseline sustainable funding for our parks
system, stewardship of our natural and cultural resources, and inclusion of healthy
parks and healthy people in infrastructure development.
Part Three: Call to Action 31
Appendix A: green Ribbon Commission Road Map
Appendix B: Stakeholder Sucgestions for Loncer-Term Initiative Projects
Appendix C: Planning Maps
Appendix II; Public Engagement Reports
Appendix E: State Park Recreational Plans
Appendices 33
Appendix A:
Green Ribbon Commission Road
ROAD MGP
OREEN
LIGHTS
A 21st Century Iowa Pafks
and Trails System requires
a new era of cooperation
and coordination among
many players (public and
prtvate). At the Iowa Parks
Foundation (IPFI, we bring
the partners together to
Identify their region's park
needs, make joint plans
(the road map), and support
priority projects (the
greenlights). This document
describes that process.
WHAT ISA GREEN
RIBBON PARK?
Successful communities,
counties and states are
often known for their great
parks. An Iowa Green Ribbon
Park System/Green Ribbon
Park will provide a measure
of greatness by providing
recreation. open space. and
natural beauty. These systems
of parks build civic, county
and state pride and have
an economic impact on
their communities as wel
as conuibute to the overall
health and quality of fife.
34 Appendices
DISCOVER
v
a
p
Our first step in the regional jour ney - understand all the past planning
work - though studies, maps, interviews and small group discussions.
SSES
CHARACTERIZE
Understand each park's
role within the regional
system and that system's
potential for the future.
uaas
PAN TRAIL
TORS
Oefbumi Cavreraats
I re Orris .
S
MIK
il.
nu,
VISION)
1 MISSION
COALS
BRAND
STRATEGY
using the questions below and others,
the buckets to the lett are filled giving
direction to the regional plan.
i
GREAT SPACES.
GREAT EXPERIENCES
HEALTHY
IEALALTHY
PEOPLE
This Characterization evolves Into
a strategic framework as we look
at what we know through the
lenses of the Iowa Parks
Foundation's strategic plan.
dp e1P3n4n0aotl'W ing?
s the condition, use and
potential of historic majof r
4111,
COMECTEDPARKS
Po?' ::.�� t^.� parks be
cpnmunity?
conpecle tut rite ?
Are there missing oad pieces
Pow do we restore and pre tawerve
the aims rat teawms of this regiono
Whet taouties and programs win rig
put* health needs for this area,
IN en 11010 do parks, trails. outs. commur+rties and t0er innbens? AND
vrork rogerhet to create rept desl
�6ACy ,v do we enrich 0/000269
f1nanbat support and revenue
43 emi 00 to create and
r~i� ainta+n p of tasting vartrP?
-- _ After gaining input hom the pepPle r^1p
N).0
use Lha parks, the steering committee
and miler sfakehWdersgather
COMMUNITY
CULTURAL VITALITY
POP LHC
HOUSE
STATE
•
cou r"
4
REGIONAL MAP
The steering committee identifies
priority projects and programs for the
rregion and how these parks will connect `,
vto each other artd the community.
STRATEGIC MY AGENDA
► Current System
► Petvec Desees
► Potential
► Cap Anarysis
► Mat to do
Rr
Rpg..
ROJECT
GREENLIGHT
Priority projects get a green
light for site selection.
design, and a strategy fir
project funding.
con
VA/ TT•
w Y C 1ivl
ttpley
Appendix 8:
Stakeholder Suggestions for Longer -Term Initiative Projects
NEW ADVENTURES
IT'S WINTER. GET OUTDOORS!
The region should promote recreating in winter through a series of events and classes
including: cross-country skiing, twilight snowshoeing, winter camping boot camp, and
ice fishing lessons.
PRIMITIVE CAMP SITES
One amenity that would benefit the region would be a stronger presence of primitive
camp sites. There is a large, diverse community that wants access to put up a tent and
spend a night in the outdoors. Strategically placed campsites along river corridors or
near relevant natural features would enhance the experiences of residents and visitors.
Established sites would also serve to minimize the impact of campers by concentrating
use on approved sites. The primitive sites could be available for users to reserve online or
via a permit system implemented to allow for use without preplanned locations, with fees
going toward annual maintenance of the sites.
THEMED CABINS
In order to help offset the cost of construction and maintenance of a cabin, and to
connect outdoor recreation with local culture and heritage, the region could construct
"themed" cabins. Businesses or entities would design, develop, construct and outfit their
"theme" cabin at a state or county park (subject to state design guidelines). Engineering,
materials, construction and volunteer time would count as a match for the cost of
maintenance, with reservation revenues replenishing the funding source in subsequent
years.
OPEN TRAIL SYSTEM APPS
The app would help you find a custom trail, from distance with start and finish locations,
to terrain and other programmable characteristics. State and county parks would all be
included in the system.
TRAIL OPTIONS
Look to increase opportunities for expanded trail services such as equestrian trails and
ATV facilities.
CULTURE, ARTS & EVENTS
CULTURE AND ARTS THROUGH RC&D
The region can partner with Limestone Bluffs RC&D, who have launched a new project,
"Building Capacity for Art, History and Culture in Iowa," aimed at building capacity
to improve communities and stimulate economic development related to art, history
and culture by providing specialized assistance to local cultural organizations within the
RC&D region, and expanding the ability and function to serve as regional leaders for
art, history and cultural projects. The region could also take advantage of the RC&D's
partnership with the University of Iowa's Office of Outreach & Engagement to develop
projects specific to the region's needs.
PARKS REIMAGINED
A coordinated and jointly advertised schedule of activities and events around the region
could be developed to integrate arts and culture into the parks. This could include
outdoor summer movies, concerts, arts and crafts fairs, and cultural shows. In the future
it can pair with the user -driven experience app.
REGIONAL FESTIVAL
In line with coordinating events, the region should host a two-week festival incorporating
arts, culture and recreation. A festival beginning the third week in September and
running through the first weekend in October would include the existing events of the
Grant Wood Art Festival (Stone City), Pumpkin Fest (Anamosa), Hillbilly Hotfoot
(Maquoketa), Voices of the Warehouse District (Dubuque), and potentially a GEAR ride
from Stone City to Bellevue. The possibilities of other events throughout the region are
endless and could include classes and exhibits at other art galleries in conjunction with
Voices, and walking tours, educational sessions and cultural activities at the State and
County parks.
NATURE IMMERSION & STEWARDSHIP EDUCATION
GRANT WOOD LOOP OUTDOORS! PROGRAMMING
The region could organize coordinating outdoor education programming across all
State and County parks. Grant Wood Loop Outdoors! could include:
Appendices 35
• Field Trip Field Guide —A guide with "pre-packaged" field trips in State and
County parks for dissemination to teachers. From this guide, the teachers can order/
reserve field trips without having to worry about programming, logistics, etc. The
guide could include self -guided field trips where parks staff' only have to help secure
space for lunch, etc.
• GWL Explorers — A kids explorer program with free activity book, scavenger hunts,
places to go, crafts, animal and plant identification, etc. Kids would earn collectible
badges for completing activities/visiting parks.
• GWL Outdoors! Continuing Education Series — In cooperation with ISU
Extension and additional adjunct instructors as needed, a schedule of outdoor adult
educational opportunities could be developed. This could incorporate existing
outdoor education like Dubuque County Conservation's "Becoming an Outdoor
Woman" program.
• Living Labs/Lecture Halls — In cooperation with regional and state colleges and
universities, the region could actively pursue opportunities to utilize parks and
cultural/historical sites for post -secondary education. This could include classes
on botany, wildlife management, horticulture, architectural history, archaeology,
geology, etc. A guide could be created for college instructors on what the region has
to offer for living labs/lecture halls.
NATURE PLAY
State and County parks could develop Nature Play areas where kids can be in a contained
environment with minimal adult supervision to get dirty and be creative through
painting, building, playing, and exploring.
WELLNESS
SELF-DIRECTED OUTDOOR FITNESS
The region should advocate for self-directed outdoor fitness with Ideas and Tips for
taking your workout outside. Classes could be provided to get people started. Trail/fitness
stations could be placed in all of the parks and outfitting equipment (canoes/kayaks,
snowshoes, cross-country skis, hiking sticks, etc.) needs to be well supplied.
WELLNESS PROGRAM SPONSORED CLASSES
A coordinated effort with the regional health care entities and local employees could offer
employer-sponsored wellness classes in state and county parks.
REGIONAL 5K RUNNING SERIES
A coordinated and cross -promoted series of 5k runs/walks in various locations throughout
the region.
36 Appendices
Appendix C: Planning Maps
NATURAL RESOURCES: THREE LAND FORMS
CONVERGE
According to Jean Prior's seminal work Landform oflowa, three significant
land forms converge here:
• The Paleozoic Plateau (or Silurian Escarpment) along the Mississippi
River in Dubuque County and the NE sections of Jackson County
• The Iowa Surface, with fingers in primarily Dubuque and Jones counties
• The Southern Iowa Drift Plain — found in all three counties, but
dominating the landscape of Jackson County.
This convergence makes the GWMRR a rarity, and builds the case for
ever-expanding tourism and economic development potential based on
the natural resources alone. This is, after all, the terrain that inspired some
of Grant Wood's greatest works. Historic vegetation of the region was,
not surprisingly, dominated by prairie or a prairie/tree mix, but timber
historically dominated the bottom half of Jackson County.
LAND FORMS
HISTORIC VEGETATION
LEGEND
■ Timber
IMPart Timber, Part Prairie,
Scattered Trees or Openings
■ Prairie
■ Aquatic
LEGEND
■ East-Central Iowa Drift Plain
■ Iowan Surface
■ Mississippi River Alluvial Plain
■ Paleozoic Plateau
BEDROCK
LEGEND
■ Augusta Group
■ Cedar Valley Group
Dakota, Windrow
■ Galena Group and Platteville Formation
■ Gower Formation
11111 Hopkinton, Blanding, Tete des Morts,
Mosalem
■ LaPorte City Formation
Maquoketa Formation
■ Scotch Grove Formation
■
St. Peter Sandstone &
Prairie du Chien Group
. Wapsipinicon Group
■ lower Cherokee Group
Appendices 37
RESTORATION OPPORTUNITIES
The region holds no shortage of landscape restoration opportunities — in existing
parks at all levels, along stream corridors, and in lands not yet identified for their
potential. As we map soils, slopes, wetlands and species richness, we begin to see
additional focal points within the region for restoration initiatives.
Whitewater Canyon, with its relatively untouched history, affords an example
of Iowa's landscape potential while at the same time providing a multi -county
restoration opportunity where the benefits are obvious.
This map reflects a heat map, essentially, of these various habitat layers
intersecting. The more intense the color the greater the potential for habitat
restoration.
38 Appendices
HABITAT RESTORATION "HEAT MAP"
CORN SUITABILITY RATING (CSR)
Recognizing the need to balance agriculture, development, recreation and
conservation/restoration strategies, the restoration opportunities heed the Corn
Suitability Ratios of the region's lands. A particularly intense swath of land suitable
for corn can be found in the north central and northwest parcels of Jones County,
as well as the county's southern edge. A smaller area of intensity is just west of
Dyersville, and the reasonably high rated CSR lands are scattered throughout the
region. At the same time, very low suitability dominates the region's entire eastern
boundary and not surprisingly, our riverways throughout the region also hold low
corn suitability potential.
LEGEND
■74-95
■54 -73
X37-53
• 16 - 36
■0-15
CORN SUITABILITY RATING
GAP ANALYSIS
The Iowa GAP analysis is part of a national effort to better understand species richness and suitable
habitats. The following paragraphs are from the Iowa GAP Analysis website:
Gap analysis is a scientific method for identifying the degree to which native animal species and natural
communities are represented in our present-day mix of conservation lands. Those species and communities
not adequately represented in the existing network of conservation lands constitute conservation 'gaps:"
Thepurpose of the Gap Analysis Program (GAP) is to provide broad geographic information on the status
of ordinary species (those not threatened with extinction or naturally rare) and their habitats in order to
provide land managers, planners, scientists, and policy makers with the information they need to make
better -informed decisions.
The Gap Analysis Program is sponsored and coordinated by the Biological Resources Division of the U.S.
Geological Survey. Additional support at the national level has been provided by the Department of
Defense and the Environmental Protection Agency. The program has a close working relationship with
the National Mapping Division of the U.S. Geological Survey and with The Nature Conservancy.
Not surprisingly, the species richness maps derived from the Gap Analysis Program show relative intensity
of species potential along the stream corridors and within/among preserved lands, with potential for species
richness declining in urban areas and on predominately agricultural lands.
LEGEND
PI
Many Species
Few Species
Appendices 39
Appendix D:
Public Engagement Reports
Using the enclosed Public Engagement Toolkit, members of the Grant Wood Mississippi River Region Stakeholder group
took excellent information about the Parks to People initiative and the GWMRR to the public -at -large through a series
of five interactive sessions throughout the region. The following pages demonstrate the methodology used and the highly
useful feedback we received from the public which informed the plan you have just reviewed.
Grant Wood Mississippi River Regioek'',�
Public Meeting "Toolkit"
FORMAT
00 minutes to 2
hour open house. at
a popular location.
beginning at or near
the end 01 the work
day. Invitation/publicity
should include a lime for a 'bnef presentation
Typically, we look at a 5-6:30 p.m. open house
time frame with a brief presentation at 5:45. The
presentation Is usually no more than 10 minutes
long and outlines the history of the effort and Invites
the public to look around at the materials and share
their ideas - and guides them in how to do that.
See talking points on Insert.
OPEN HOUSE BOARDS
We will provide design of the following boards for you to
print and clip to foam care:
1. Introduction/A Little about Parks to People Initiative
2. Vision and Mission
3. Strategic/Goal Highlights
4. Criteria for Priority Projects and Programs
5. Idea Highlights Thus Far (This will include some
of the pre -identified projects you have spoken
10 - broad based promotion, coordinated regional
events, Whitewater Canyon - we should discuss to
confirm 3-5 projects that show some range and
would spark other thoughts/ideas: pictures or other
graphics you might have existing would be helpful
here)
6. A Map - showing the region and perhaps some
other highlights (we will have to see where we are
in map development by the second week of January
- but we will have something)
INTRODUCTION
015100 AND
MISSION
STRATEGIC
GOALS ANO
HIGHLIGHTS
CRITERIA FOR
PRIORITY
PROJECTS AND
PROGRAMS
IDEA
HIGHLIGHTS
THUS FAR
MAP
40 Appendices
SETTING UP THE OPEN HOUSE
Overall Materials: Name tags and sign -in sheet that includes email column, 6-8
decent easels, 3-4 longish tables and 1-4 smaller trays/tables or clips (so that
sticky notes and markers can be handy to all of the boards), boards printed and
clipped to foam core for display on easels, two targe post -it pads (or flip charts), a
clearly labeled suggestion box with 3x5 cards, numerous `little sticky note" pads,
clipboards and note paper/pens for people running the boards, brown/long paper,
many markers/pens/stickers, chairs and refreshments. It is also advisable to have
those who are part of the Open House Committee (particularly those present and
prepared to receive input) wear something distinctive - either a particular color or
name badge. This can also be another way to introduce some fun into the evening.
I would also have several copies of the Road Map and Greenlights Document and/
or the Parks to People Strategic plan at the welcome table for people to use as
reference. I would print enough copies of the GWMRR strategic document (clearly
marked DRAFT!) for people to take with them. They might well want to mark up a
copy of that document and leave it behind. ]If you anticipate that kind of detailed
interest, I suggest setting up a round table with six chairs, copies of the document
and a sign that indicates they can do that. As with social media, do not bother with this it you don't anticipate that interest
surfacing].
MEETINGSIGN- IN
Notes for set-up below.
Input Materials Setup: Set up a welcome table with sign -in, name tags, and possibly suggestion box. Put boards
on easels and set up as an arc around the room. You can also put up two large post -it boards with markers attached
scattered among the other six boards. Write on top of each: "Comments? Questions? Please share." This is not essential
as there will be other options for input, but it's one way that works for some people.
• First long table gets long paper prepared tor idea input with the question:
- What's Your Big idea for the Grant Wood MS River Region?
•I eitv
-1 -1tf1
! sir P
2
t
• Best if this question is hand drawn on the paper, and made to look cartoon-ish. Use one of the tables for this input
option - and be sure to leave many colorful markers - even stickers - around on the paper. Good to plant 1-2 people
to start writing their ideas on it as the crowd starts to form - makes it easy for people to "get the idea." I would also
emphasize the word REGION in the question - through caps, underlining, color - if you have a little glitter, all the
better. The idea here is to make this fun.
• If not on one end of the welcome table. make sure you have the suggestion box, 3x5 cards, markers/pens, and sticky
pads potentially set up on a center table. (this can be the ideal set-up, depends on the room and access to tables -
you just don't want the suggestion box "lost." People need to see it and have easy access to it).
• 1-4 trays/tables scattered among the easels that have additional sticky notes and markers handy. Fr the sticky notes
and markers can be hung from the boards/easels instead, that's just fine and perhaps preferred. Just make It easy to
grab the stickies and make a note.
Chairs setup: Scatter the seating, but you can put a small group of chairs together clustered for the "presentation -
part of the program. It's best to have access to chairs to set up if needed. You don't want the reception to look empty by
having lots of chairs set up. Better to "add" as the crowd swells.
Food setup: Set up on the second long table (sometimes this takes a third table but usually not necessary). Free
refreshments are needed. but do not go overboard. Running out of food is not the end of the world. I've actually never
really seen that happen. When I organize this myself, if I'm expecting 50, I order food for 25. Keep it healthy and simple. A
typical good order would be: two vegetable trays, one cheese and crackers tray, 2-3 dozen cookies, water pitchers, and
decal coffee. You don't need more than that. I also usually have a bowl of those little oranges or apples or both. People
like that.
3
GETTING INPUT -
This is the hard part. People will start talking with each
other and forget about their role. We'II prompt with some
questions and "instructions" on the boards. but the folks
running the open house need to make this happen. We
will ask them to visit with you on the introductory board.
It would be ideal to have at least 2-3 people at the open
house "running" the boards (more would be fine) - that
means they stand in the vicinity of the boards and prompt
for input (see callout box).
Seeding. In addition to prompts from the folks running
the open house, one of the best ways to get input is to
have everything "seeded." We already mentioned having
ideas and people interacting with the brown paper, but do
the same for everything else ... have a few comments
written on the large post -Its. have some stickies on each
of the boards, plant some (they can be blank) cards in the
suggestion box.
Social media. You can also encourage social media. You
can set up a white board or any number of interactive
options for people to have their picture taken and send it
out over social media. You could have a # pre -determined.
I would employ this if you think it might be popular,
otherwise you will waste time messing with it. I've done
this before pretty simply and just stationed someone by
the brown paper and when they've drawn something on
it, taken a picture of them with their phone and they send
it out. If you do this, the # should be posted around the
room.
likt
1
- tr, -
4
Opportunities for Input
• Thank you for coming I can give you a little
introduction to these boards .
• What questions. comments. or ideas do you
have for me?
• We're looking for ideas - I can take thein
down here (referring to clip board), or we can
put them on stickies and put them on the
boards. we also have a suggestion box - and
don't forget to share your ideas on the brown
paper 1
• At the Vision/Mission Board .. what
resonates for you with these vision and missloe
statements? What do you like about them?
Anything here that leaves you scratching your
head?
• Similar questions work at the strategy/goals
boards, too.
• At the Idea Highlights so Far Board . these
are some ideas that have come up in the
conversations thus far .. We're interested 111
your Ideas. What is here that makes sense to
you? What else should be considered? Why do
you think so?
• Map Board- we will have to see where we are
in the napping exercise at this point, but the
map might actually end up as an "exercise."
What would you like to see in the region and
roughly where? A great opportunity for them to
use stickies and/or large whde dots and stick
them on the board. (This might be the one board
you would need to print out more than once)
• No substitute throughout the open house for
asking the question "Why"? It's also fair to
ask , . what concerns you about working as a
region? What do you see as the benefits? That
would be great general input to have and would
best be asked by someone assigned to the
Vision/Mission board.
Appendices 41
Grant Wood Mississippi River Region
t4
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ype
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Grant Wood Mississippi River Region
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42 Appendices
Grant Wood Mississippi River Region
0
IM . • •
-•
•. •, •
••• • • o ,•: .•
• •
•'
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Grant Wood Mississippi River Region
•
•
•
Y7 S k i
qtr^
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R.n.ane.u....l..1 Pram .r a OSse,.•
lin. R.., a a...••.• a I•••frors a a..r.r
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Ggsolla*. . IYa.Omer_ Yr_ Y I...
• sr.w.! jti 3 re..
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-• ,.. .�..a. kw oo.etre.......r..RR..
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4.0 -..wo-.ro...o-r..
Appendices 43
Grant Wood Mississippi River Region
a q$
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Raw*. Oormallea—n Pomo. . —' _ - : ._.. 4444404• 44 101400
44 Appendices
Great cnargs, Groat Experiences
t tr a built en ind technologies that enhance
, _ter al assets, re public to engage with those
damage. We want those experiences developed in
users so they can derive the specific experiences
st value Huiil their connections to this region.
ion is building here on countless strengths — ranging from the
,atural, dramatic river—prairie—and woodland features throughout
ion to current education programs and cultural attractions.
-growing system of hiking/biking trails and
ins) underpins access to all of the above.
nings include lack of coordinated marketing, sources
for operationq —3intenance of the standard built environment — not
tion r and innovations — and the need to catalogu
(cur rway).
tray
Marano
peer Iowa's user—driven experiences applic °iriyo king to
3Iop visitor profiles and creating tools to "package experiences
on visitor—motivations, not demographics. [See Parks to
document, page 8] �,�1
ch tools as foundational to collaborative, ongoing coc egono. I,
ting efforts for the region Con1mun;i
Until user—driven experience sys ms ye r j stablished "1
fine—tuned, reach out to sc — ;ties (e.g., members of
the birding community or young profes .... viuups), vs. exclusively
emphasizing demographic trends (e.g., reaching out to a broad—
sweep of adults under 35) p ,-v
Engage schools to integrate enviror otsEX
a culture of stewardship and natura AgeS
throughout the region
;urriculum, developing
awareness
`�'� iIthy Parks, Healthy People
Cmrmed- lrfo 9K . S " I �". ie qualityof those
�,rmee' a �: J r +
tsk �, b'k�a,..�• :.K:oma y : cAn&&'a ve the outdoor
mal nip �'°"`'^�',...cape enhancement
su,`v.Ye* 4'"I Pe 0'44 h o these areas in
"CAli .u`ws .l_......... G... w, vvc yun� y�• u ci a,la
m imylcme�
pµ oMC
*hoof
meter.
WMP.."bk.
U06litar 4 r'kch p-.......
L r
Yp
adAar{YTS prwv)4""- Users, ,Cavw#we..ir
over a ten year timeline
Lund Ma'S
OU -44°7- ' I '"P Parks OW- e
piKSS r 1T F Pne Cenie� i
eel* r LW r s ,L max, ea r��►
opportunities in suppul t ul nauirar restoration
I,,.^
D
IO 3
Or nr
EueA
are rki
r land
ealth.
p
lark—based
y, etc.) into other
Je nuns events?) a
regional physi^^' ^h.rlonge event (a "mini Olympics" or RAGBRAI—like
weekend)
4.
nE tunities to local food producers, CSA's and/or
w city gardens and/or edible landscapes in key park
Healthy Parks j par.
1. Pr cipation by GA in watershed—scale organizations and
II :tivities (essential for water trails, park beaches, and lake
v i) >r -i ve.+ Lite. -
-L%fe �:ed: 2. Bunu 'alit, ,. vi .a•,i j .on is F orone to Rx l'"' "/Ira'
.crud. rico oriand ow 6,-,4_,,,,
resources d Decors -ib
3. Identify priority Qeu�ar ICaUUII, Ies[ora..,,.. cIiLPi La for the Pres`''8e
use asset inventories and maps)
4. Expand Whitewater Canyon and craft a plan for its ongoing protection and
appropriate use--'0.d1,r
5. Develop recreat nities based on human adaptability to the
landscape (vs. l,'e;„ ccommodation of recreation)
Connected Parks
kion enjoys connections via shared history, burgeoning
ships — and physical connections by water, paved trails, and
The region's increasing capacity to work well together is a key
h. Investment has been made — and continues — to keep building
the physical network of connectivity. Still, stakeholders see room for new
energy and using collaboration to identify priority projects pushing for
completion project by project in support of the region as a whole.
Measure: Increase the number of diverse trails by X % over Y years;
complete a regional trails plan
People ...
1. Develop the GWMBA as a recommending body for regional priority
projects
2. Identify potential to share for efficiency and long—term sustainability
of the collaborative effort
Pathways...
1. Cull priority network/connecting projects from ongoing asset
mapping and existing Mississippi River Trail, regional water trail, and
other trail plans for the region
2. Identify and/or create distinctive trail segments or loops, identifying
trails through connecting heritage sites, natural landmarks, or
cultural icons
Develop cycling tourism marketing opportunities
Identify seasonal (winter) trail experience opportunities
Appendices 45
Como Cultural Vitality
With Grant Wood's history as foundation, the region's cultural strengths
is exceptional beauty. When coupled with communities of true
.9r throughout, this region distinguishes Iowa and the Midwest
ional — if not international — treasure. We need to find ways to
eriectively tell that story, connect all the dots, and keep the Grant Wood
legacy thriving.
re:
:vent launch (2015?)
evelc, y_ onal, signature event (see Great
)ove) heeding the potential in existing events an(
mnecting Grant Wood and Mississippi River; coordinate anrr
'omote
levelop unique lodging opportunities, linking to cultural a
cological history
JSERT STONE CITY SPECIFIC STRATEGY
s
4. Create iur—experience GWMRA App (See Great Places.
Great LAvti Fences)
5. Introduce mPrl'•-tive ccrosj ?n arts" components to th
experi,1,44 'nalinprwtofiol Connect— labyrinths, et
��n�^� �velo, °"ote a j experience component
he G icon rim herein•' i 1.4'„o
°fi°'and IestG�
ct hcn °c o(5)/nrCA4 he tectedcl' Lu ensure sacred s
8. Celebrate 'Iu cultural ch park
9. Establish cultural tour(s) ; �,c�.ble c events
each park (annually?) on --_5.0:1-010.-ac1 bas
cn�cs
Sw,dRy4rii5
46 Appendices
Nnw
man
lasting Legacy
Without adequate advocacy and resources, the vision cannot endure.
With a regional structure beginning to take shape, we focus here
on the strategies to locate and sustain resources. We must begin by
acknowledging that the parks and trails systems in Iowa, and in this
region, have struggled for adequate resources to maintain what we have
— and that ongoing maintenance of the existing system is a top priority
for the GWMRA.
Measure: Establishment of and X°1° a^n��a� nrnwth in a regional parks/
�.�;�s/ccs.Ourianin$4,0 pc .,_ h grants and initiate
zona p►�niti made run( n.
P►ade , EnciAloO itt:
Gru [£d Ur c) oase—line support to ensure systems have ongoing
maintenance and repair dollars
• Advocate on behalf of Iowa's Water and Land Legacy and the
Iowa Parks Foundation
• Work at the local level to advocate for secure and adequate
budgets in support of park systems at all levels
Establish ongoing, private funding strategies using the IPF Grant
Match requirement as the means for initiating and/or enhancing
critical relationships
Build collaboration and common advocacy goals among friends
groups in partnership with the GWMRA and IPF
Grow tourism, identify economic growth resulting from this regional
planning effort, monitor/measure success, and use results as an
advocacy tool
Continue to enhance/improve the level of sophistication of parks/
trails budgeting, revenue generation, and maintenance scheduling
with technical assistance from IPF and others
erez e
idea* iy
ekciut piar5
Gp�lc bait(
Planning
cofrupos
sivitrte.
cost rv..
!ft
A_ imrii
4du
6.
5.
Eandm,k
5 ,
nud�be Si os$
nfti+�=9t�da+Fs. _&
Appendices 47
Cr)
48 Appendices
PUBLIC INPUT SESSIONS: POPULAR PROJECT FOCUS
N.
m
m
0
M
rn
N
M
N
PUBLIC INPUT SESSIONS: POPULAR PROJECTS
CO
n
CD CD CD CD
LO v1 v1 Lfl LO L Lfl
a a a a a a a a
M M m M M m M M m re) re) r',7 re) rM m rM r»
c,,'` \ ' ''' p .j. ° # C-' p -1 A" k, Gi 'a ♦' k,`• 1 v 4'' `O' �..+0 ,'. y<" ,cS \\.`Q+ ky mak%
PARK OFFICE
• 1 Park Office Bldg. & Shop (Existing)
0 Expand Heated Shop (Proposed)
Appendix E:
State Park Recreational Maps
In addition to a high-value county conservation system in
each of the region's three counties, four state parks help
highlight this region's intrinsic values. We include the four
state park plans in this report to emphasize the ongoing
need — on behalf of parks at all levels (state, county and
municipal) — for ongoing support to maintain vibrant, vital
facilities. While we recommend some level of park land
expansion for the region and specific park facilities growth
(in particular overnight stay), our primary purpose in
including these plans is to help identify the ongoing need of
park facilities in general.
50 Appendices
MAQUOKETA CAVES STATE PARK: RECREATION USE PLAN
PICNIC AREA
• 2 Shelters (Existing)
o Replace (Proposed)
• 1 Playground (Existing)
o Replace (Proposed)
• 1 Restroom - Seasonal (Existing)
o Renovate Roof (Proposed)
EQUIPMENT STORAGE BUILDING
• 3 Bay Garage with Electricity (Proposed)
1
HISTORIC RESTORATION
• Restore existing historical
hexagonal log shelters
(Proposed)
STONE SHELTER AREA
• 1 Stone Shelter (Existing)
• 1 Restroom - Seasonal (Existing)
• Interpretive Program
o Storage Addition (Proposed)
• Restore Historic Stone Picnic Circle
(Proposed)
/
--•--
,11
CAMPGROUND AREA
• 29 Campsites (Existing)
• Upgrade 23 Sites to 50 AMP
Electric Services (Proposed)
• Convert 5 Campsites to Full
Hook-up (Proposed)
I
WALK - IN CAMPGROUND
• 6 Hike - In Campsites -
Non -Electric (Existing)
-11
• •
VISITOR CENTER / MUSEUM (Existing)
• Restroom - Seasonal
(Being Constructed 2015)
• Concrete ADA Walkway
(Being Constructed 2015)
YOUTH GROUP CAMPGROUND
• 3 Youth Group Campsites (Existing)
• 3 Restrooms - Year-round (Being
Constructed 2014)
• 3 Shelters with Electricity (Proposed)
z,
DNR
LEGEND
-•--- Park Boundary
• -• Trails (Existing)
- Roads
- Water
330 ft.
O mi. 1/8 mi.
r.") - -
HISTORIC ENTRANCE PORTAL
• Replace Entrance Sign
(Proposed)
• Restore lower Historic Portal
(Proposed)
CAMPGROUI ID
• Relocate and Repurpose Boy Scout Lodge (Proposed)
• Redesign Campground Layout (Proposed)
• Upgrade 20 Campsites to 50 AMP Electric and add
full hook-up to 10 sites (Proposed)
• Replace Shower Building (Planned 2018)
• Remove Wooden Restroom - Year-round (Proposed)
•
ke
F'IlW1C AREA
'• Playground (Existing)
• Restroom - Seasonal (Existing)
• Add 1 Drinking Fountain (Proposed)
▪ Add 1 Interpretive Kiosk -
4 -sided (Proposed)
▪ Add Additional Parking (Proposed)
VI
s
I
HALE ERIDGE
• Add Shelter (Proposed)
• Add Restroom - Year-round
(Proposed)
• Add 4 -sided Interpretive
Kiosk (Proposed)
• Add Additional Parking
(Proposed)
GOLF COURSE
PARK OFFICE/SHOP
• Replace Park Office and Shop
(Proposed)
• Add New Equipment Storage
Building (Proposed)
DUTCH CREEK PICNIC AREA
• Remove Existing Shelter
(Proposed)
• Remove Restroom - Year-round
(Proposed)
HISTORIC STONE BRIDGES
• Restore 2 Historic Stone Bridges
(Proposed)
HORSE THIEF CAVE AREA
• New Restroom - Year-round
(Proposed)
i
L.
t r
%or
—.
i
ROTARY LODGE
• Add Permanent Rental
Tent Pad (Proposed)
• Add Stone Seating and Fire pit
(Proposed)
l
r
/
•
•
LEGEND
–•—•– Park Boundary
•----• Trails (Existing)
Roads
Water
660 ft.
�i
O mi. 1/4 mi.
WAPSIPINICON STATE PARK:
RECREATION USE PLAN
Appendices 51
52
BELLEVUE STATE PARK:
RECREATION USE PLAN
Appendices
r
PARK SHOP
• Replace Existing Shop (Proposed)
NELSON UNIT
PICNIC AREA (A)
• 1 Overlook Shelter - Historic (Existing)
o Renovate (Proposed)
• Walkway to Overlook - Paved (Proposed)
'015' Pye
INTERPRETIVE AREA
• 1 Butterfly Garden (Existing)
• Nature Center/Park Office (Existing)
o Replace (Proposed)
• 1 InterpretiveTrail (Existing)
o Pave Trail (Proposed)
LEGEND
---•— Park Boundary
------ Trails (Existing)
Roads
Water
tea
200D
L
PICNIC AREA (B)
• 1 Restroom - Year-round (Existing)
o Replace (Proposed)
MISSISSIPPI RIVER ACCESS
• 1 Boat Ramp (Existing)
• 1 Restroom - Seasonal (Existing)
o Replace (In Process)
PARK RESIDENCE
DAY - USE LODGE
• 1 Day -Use Lodge (Existing)
PICNIC AREA (C)
• 1 Brick Shelter (Existing)
o Replace (Proposed)
• Replace Year-round Restroom with Seasonal
(Flush) Restroom (Proposed)
DYAS UNIT
RIVERVIEW CAMPGROUND
• Renovate Shelter (Existing)
• 1 Restroom - Year-round (Proposed(
• Full Hook-up Campsites (Proposed)
• Trail - Unpaved (Proposed)
o Remove dead end/cul-de-sac
road with unpaved trail
• 1 Overlook ROI Proposed)
PICNIC AREA (D)
• Renovate Shelter (Existing)
• 1 Playground (Existing)
o Replace (Proposed)
1
1
CAMPGROUND
• 31 Campsites - Electric (Existing)
• 15 Campsites - Non -Electric (Existing)
o Reduce Non -Electric Campsites (Proposed)
• 1 Shower Building - Seasonal (Existing)
o Replace Shower Building (Proposed)
• Add 10 Full Hook -Up Campsites (Proposed)
•1 Small Playground - Play Rock (Proposed)
CATFISH CREEK CANOE ACCESS
• Canoe Access (Existing)
• Parking Lot - 20 Spaces (Existing)
• Restroom - Year-round (Proposed)
• Handicapped Accessible Fishing
Trail (Proposed)
• Open Air Classroom / Picnic Shelter
(Proposed)
JULIEN DUBUQUE MONUMENT
• Picnic Area (Existing)
• Parking Lot - 20 Spaces (Existing)
• Multi-level Overlooks (Proposed)
E.B. LYONS ADDITION
• Woodland Walk (Existing)
• ADA Overlook Trail (Existing)
• Shelter (Existing)
• Restroom - Seasonal (Existing)
ri
y(• f
r
QUARRY OVERLOOK
•
HORSE SHOE BLUFF
• Wetland Complex (Existing)
• Wildlife Observation Blind (Existing)
• Marsh Walk (Existing)
• Parking Lot (Existing)
• Geologic Interpretive Trail (Proposed)
• Replace Restroom - Year-round
(Proposed)
UPLAND ACCESS
• Extensive Trails (Existing)
E.B. LYONS INTERPRETIVE CENTER
• Replace Restroom - Year-round
(Proposed)
LEGEND
–•—•– Park Boundary
------ Trails (Existing)
Roads •
Water 1i
PICNIC AREA
• Interpretive Trails (Existing)
• Parking Lot - 42 Spaces (Existing)
• Shelter (Proposed)
• Restroom - Year-round (Proposed)
• Add 4 -Sided Interpretive Kiosk
(Proposed)
r
.1
UPLAND ACCESS
CATTESSE HOLLOW ACCESS
• Parking Lot - 24 Spaces (Existing)
TRAILHEAD STAGING AREA
• Shelter (Proposed)
• Restroom - Year-round (Proposed)
• Add 4 -Sided Interpretive Kiosk
(Proposed)
MINES OF SPAIN
STATE RECREATION AREA:
RECREATION USE PLAN
Appendices 53
GRANT
I WOOD
EXPERIENCE THE INSPIRATION.
gurloop.com
Keep Iowa
Beauti
6/19/17
Hometown Pride Partnership Agreement
Date:
Partners: Keep Iowa Beautiful- Hometown Pride,
East Central Intergovernmental Association (ECIA), Grant Wood Mississippi
River Region, Jackson, Jones, and Dubuque Counties, and the
communities of: Anamosa
Asbury
Bellevue
Cascade
Dubuque
Dyersville
Farley
Maquoketa
Monticello
Peosta
Preston
Sabula
Terms of the Agreement: This agreement shall be in effect for a period of five years with
optional renewal on an annual basis and dependence on
funding for the program. An annual evaluation /
performance review will be conducted by Keep Iowa Beautiful
with the partners one month prior to the end of each year of
the agreement. Two-month notice will be provided on
potential termination of the agreement.
Objectives of the Agreement: To further the economic and cultural vitality of the region,
counties and the communities by supporting, facilitating and
furthering the implementation of area, county and community
plans in a coordinated and partnership strategy.
Service to be provided by Keep Iowa Beautiful and Community Coaches:
1
Service to be provided by Keep Iowa Beautiful and Community Coaches:
• Aid in the recruitment of a "coach/coaching staff' to serve the partners defined above.
Selection of the Community Coach will be by the Grant Wood Mississippi River Region
Board of Directors. KIB will provide the job specifications with input from the GWMRR
Board and the Steering Committee will coordinate recruitment, selection for interview
and final selection if needed. Due to the scale of this project the HP Coach may need to
live in the area. When the selection is made, KIB will manage the HP Head Coach.
• Due to the scale and size of this region — it is important to keep the Head coach and the
Assistant Coaches focused on project implementation for the area, counties and
communities. The duties in this agreement may need to be adjusted periodically to
maximize the effectiveness of the coaching team.
• Assessment of community, county and regional plans along with an assessment of "tools"
that will help to support implementation of those plans.
• Develop and maintain relationships with local, state and regional economic development
and technical support partners.
• Assist in guiding the establishment and maintenance of comprehensive data files and
information.
• Maintain a working knowledge of programs and statistical data to support community,
county and regional plans.
• Maintain knowledge of and offer guidance on various funding programs and grants.
• Development, maintenance and provision of a "tool box" of programs, services,
fundraising and financial opportunities.
• Aid in implementing those tools for each partner.
• Assist in community audit evaluations where needed.
• Guide annual reporting and program evaluation.
• KIB commits to the financial support of $75,000 per year (based on at least $25,000 of
support committed by local entities).
Service to be provided by Jackson County Economic Alliance (JCEA):
• Serve as the KIB HP Head Coach.
• Maintain and manage an electronic newsletter containing project progress and news
along with similar case studies / research of value to the project.
• Develop, maintain and manage the contact data base system.
• Media / Marketing plan development / management.
• Develop and maintain a media contact list for the three counties and communities and the
region beyond those three counties.
• Control and coordinate media releases and marketing efforts.
2
• Provide the coordination with other economic development organizations, government
agencies, community foundations, conservation groups, tourism groups, utilities and
other partners to support a team approach to developing and implementing community,
county and regional plans.
• Communicate regularly with the GWNIRR Board and community working committees
and schedule meetings as needed to discuss and advance their plans.
• Work with other economic development, tourism, convention and visitors bureaus are
coordinated in marketing and maintenance of printed, online and social media presence.
• Provide data to aid in the evaluation process.
• Regularly attend community planning committee meetings.
• Assist to empower local citizens to become engaged in community projects.
• Involve youth through service learning.
• Increase effectiveness of local tool and programs.
• Furnish a toolkit of resources for communities.
• Aid in communications to regional residents.
• Serve as a program speaker at community and civic club meetings.
• Facilitate meetings and events as may be mutually agreed.
• Develop and maintain the files and records for the KIB/GWL project.
• Web page oversight, coordination, and management.
Service to be provided by ECIA:
• Serve as the contracting entity with KIB.
• Coordinate and collect KIB match payments for the counties, communities, and other
entities to ensure payments are made to KIB and make payment to KIB from Grant Wood
Mississippi River Region.
• Facilitate communications with the partners and attend Grant Wood Mississippi Region
Board meetings and serve on committees as needed.
• Assist communities without a plan in finding a consultant and developing a short-term
plan or work with ECIA staff to develop the short-term plan on a negotiated fee basis.
• Establish training / education sessions for community leaders / city council members /
County supervisors and Grant Wood Mississippi River Region Board members, as
needed.
• Research and identify grants, resources, and fundraising opportunities that will help to
implement community plans.
• Work with community members to apply for grants, seek matching funds, and
successfully complete grant applications on negotiated fee basis per grant.
3
• Facilitate development of a fundraising plan as requested by members on a negotiated fee
basis. Scope of services are designed based on each project.
• Provide bookkeeping and financial management support to the Grant Woods Mississippi
River Region.
• Regularly attend community planning committee meetings
Service to be provided by Assistant Community Coaches — ECIA and Jones County
Economic Development
• Communicate regularly with KIB HP Coach and community working committees and
schedule meetings as needed to discuss and advance their plans.
• Provide the coordination with other economic development organizations, government
agencies, community foundations, conservation groups, tourism groups, utilities and
other partners to support a team approach to developing and implementing community,
county and regional plans.
• Provide data to aid in the evaluation process.
• Regularly attend community planning committee meetings.
• Empower local citizens to become engaged in community projects.
• Involve youth through service learning.
• Increase effectiveness of local tools and programs.
• Furnish a toolkit of resources for communities.
• Aid in communications to residents.
• Serve as a program speaker at community and civic club meetings.
• Facilitate meetings and events as needed.
Service to be provided by Grant Wood Mississippi River Region
• Serve as the steering committee for the Hometown Pride program and contractual
organization.
• Help to establish and guide priorities for implementation efforts of the Hometown Pride
Coaches.
• Provide provision of temporary work space for the community coach to utilize when in
the area.
• Provide provision of space for periodic meetings.
• Implementation of a planning process for incorporating the provisions of 350.12 (County
Conservation Board Beautification Program including input from the County Engineer
and potential youth and / or youth group involvement efforts)
Service to be provided by each partner community/county:
4
• Have an approved community plan or commitment to establish such a plan that has been
or will be endorsed by the current city council and in the case of the county, a county
wide plan conforming to Iowa Code 350.12 as previously outlined.
• In the first year, each community and the county will appoint a working committee (in a
timely manner) with a city council member or city staff member to serve on that
Committee and be a liaison between the Working Committee and the City Council. An
existing committee can be utilized if it has the representation desired. This member
working committee will be expected to provide quarterly updates to the Mayor, City
Council or county supervisors and the general public.
• The working committee appointed in year one will continue for the future. In those
future years, the working committee will have the authority to take actions on behalf of
the city / county, based on a city council or county supervisors approving the plan of
action provided by that committee.
• Provision of temporary work space for the community coach when working in the
community.
• Provide meeting space that may be required.
• Payment to the program for their KIB match as follows:
• $1,500/year for communities in population of 5,000 or less
• $2,500/year for communities in population of more than 5,000
• $5,000/year for counties
• Assist in meeting / event sessions as may be needed.
• Communication with the community / county residents.
Financing and terms of the Program:
• Agreement to take effect on July 1, 2017.
• Keep Iowa Beautiful will provide $75,000 per year.
• County / Communities or other sources will provide at least $25,000 per year.
• This will provide for a full-time equivalency Hometown Pride Coach(s).
• Payment to KIB will be made prior to the end of July after receipt of community
payments.
• The initial contract period shall be from month, day & year to month, day & year.
5
• Revenue Sources:
• Expenses:
AMOUNT
Keep Iowa Beautiful $75,000.00
Dubuque County $5,000.00
Jackson County $5,000.00
Jones County $5,000.00
Anamosa $2,500.00
Asbury $2,500.00
Dubuque $2,500.00
Maquoketa $2,500.00
Bellevue $1,500.00
Cascade $1,500.00
Dyersville $1,500.00
Farley $1,500.00
Monticello $1,500.00
Peosta $1,500.00
Preston $1,500.00
Sabula $1,500.00
TOTAL REVENUE $112,000.00
EXPENSES AMOUNT
JCEA Head Coach Management $67,500.00
ECIA Assistant Coaching/Support Svs $33,500.00
Insurance $1,000.00
KIB Fee $10,000.00
TOTAL EXPENSES $112,000.00
Agreed To: k
2017
By:
By: Mayor of each community:
66C -,for ECIA
for JCEA
if -Itir.fir.apt Wood Mississippi River Region
Anarnosa
Asbury
Bellevue
Cascade
- 0)4
Dubuque
Dyersvil
Farley
Maquoketa
Monticello
Peosta 1 .,.�
Preston`
Sabulat"/17;
for Jackson County
ones County
for Du . uque County
1B
7