City Focus Magazine Fall 2017 Copyrighted
December 18, 2017
City of Dubuque Consent Items # 5.
ITEM TITLE: City Focus
SUMMARY: City Manager transmitting the Fall 2017 City Focus public
information brochure.
SUGGESTED DISPOSITION: Suggested Disposition: Receive and File
ATTACHMENTS:
Description Type
City Focus-Fall 2017 Supporting Documentation
. 1
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C ITY MANAG ER 'S M ESSAG E � � -� �J'
Economic Develo ment Throu h the E uit Lens ���
p g q Y
""Michael C. Van Milligen ""
Now is not the time to be satisfied with the progress made.As and their over 50 network partners to ensure all Dubuque residents
the business author and former Stanford University professor lim can experience success. Initiatives like Inclusive Dubuque,the
Collins says, "Good is the enemy of great." Yes, we have gone Campaign for Grade-Level Reading, Opportunity Dubuque, Dubuque
from 37,700 jobs in Dubuque County in the 1980s (with 24 percent Works, and others are critical to making our community a viable,
unemployment)to over 60,000 jobs today(with 21 percent livable, and equitable place where residents feel they can stay,
unemployment), but if we are not vigilant, history could repeat succeed, and lead meaningful lives.
itself. The 1960s were economic good times in Dubuque but with
the lack of planning (until a new plan was adopted in 1995, the Greater Dubuque 2022
most recent comprehensive plan was dated 1936), being left off Greater Dubuque Development Corporation launched its Greater
the interstate highway system, the 1965 Mississippi River flood, Dubuque 2022 campaign in luly and has already raised $11 million
and structural changes in the U.S. economy, the 1980s were the from public and private investors to support the five-year campaign's
depth of despair with Dubuque losing almost 10 percent of our goals:
population. The future of Dubuque is in your hands! • Dubuque County total non-farm employment of 64,000;
• $800 million in residential/commercial construction;
As detailed on the facing page of this publication, Dubuque's • median household income of$60,000; and
Mayor and City Council identified eight five-year goals to support • a Dubuque County population of 100,000.
the City's mission to contribute to an equitable and sustainable pns & Culture Master Plan
community; plan for the city's future; and facilitate access to
critical human services. This issue of City Focus reviews efforts With an estimated $47 million impact to the local economy,the arts
related to the first goal: contribute significantty to our economic vitality. In 2016,the Mayor
and City Council acknowledged this impact when they adopted the
Robust Local Economy: Diverse Businesses and Arts and Culture Master Plan, a 10-year plan for arts and culture in
Dubuque developed after an extensive public engagement process. To
Jobs with Economic Prosperity get involved,visit www.cityofdubuque.org/artsandculture.
• Business retention and expansion efforts focus on supporting
our local businesses to continue to succeed and grow. Planning for Sustainability and Resiliency
• Tax-increment financing and historic tax credits are critical in Economic prosperity, along with environmental integrity and social/
these efforts. cultural vibrancy, is a key element of the Sustainable Dubuque model.
• Downtown transformation is an ongoing priority to ensure Likewise,economic prosperity is one of the seven focus areas of
Dubuque's urban core is a vibrant area and home to a variety Dubuque's new comprehensive plan, lmagine Dubuque 203L ACaIlto
of businesses and employers. Action. More specifically,the plan focuses on:
• Workforce challenges are identified and programs supported • Workforce retention/recruitment and skills challenges to maintain
to make sure our employers have the employees they need to strong employment growth and occupational diversity
succeed, a special challenge with 21 percent unemployment. • Attracting young professionals and promoting entrepreneurship
We must make sure Dubuque is a community of choice to • Providing quality, affordable housing choices
retain and attract a diverse, skilled workforce. • Supporting both industrial and commercial business growth
• Public/private partnerships to develop altemate energy • Promoting opportunities forwalkable, mixed-use development
sources.
• Improved connectivity, through both improved broadband It is the responsibility of all residents and stakeholders to develop
capacity and transportation systems, must be supported to Imagine Dubuque 2037 action steps, create the strategies for
maintain a healthy local economy. success, be inclusive in our efforts, and make our community
sustainable and resilient.
These topics are explored in detail throughout this publication Earlierthis year, Dubuquewas named an All-America City bythe
but additional projects and programs are important to Dubuque's National Civic League, an unprecedented fourth time in just 10 years!
economic development efforts. This award recognizes communities whose citizens work together
to identify and tackle community-wide challenges and achieve
EqUlty uncommonresults. Wemustcontinuetoworktogethertofostera
An equitable community is welcoming, fair, and just with the robust local economy to build a bright future for our children and
opportunity for people to have the realistic hope of achieving their grandchildren and the many newcomers we will be welcoming to
goals. The City of Dubuque is partnering with Inclusive Dubuque become Dubuquers.
Sincerety,
. . . /�.� �'�,��
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ROY D.BUOL RIC W.IONES DAVID T. RESNICK KEVIN l. LYNCH LUIS DEL TORO lOYCE E. CONNORS 1AKE A. RIOS
MAYOR AT-LARGE AT-LARGE 1ST WARD 2ND WARD 3RD WARD 4TH WARD
2006-20ll 2002-20ll
CITY COUNCIL � � . �,T �
7 ■ w A � � � �� r �i :-. 'i ,
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BRETT M.SHAW KATE M. LARSON
1STWARD 3RD WARD
Each year, the Dubuque City Council goes through a goal-setting process. Over the course of three evening sessions, City Council members
reaffirmed the 15-yearvision statement and mission statement and identified eight five-year goals for the city. They also identified top and
high priorities for a 2017-2019 policy agenda as well as a management agenda for projects and initiatives planned for 20ll-2019.
.IT
Dubuque 2032 is a sustainable and resilient city and an indusive and Dubuque city govemment is progressive and financially sound
equitable community. Dubuque 2032 has preserved our Masterpiece with residents receiving value fortheirtax dollars and achieving
on the Mississippi and has a strong, diverse economy and expanding goals through partnerships. Dubuque city govemmenYs mission is
connectivity.Our residents experience healthy living and active lifestyles; to deliver excellent municipal services that support urban living;
have choices of quality, livable neighborhoods; have an abundance of fun contribute to an equitable, sustainable city; plan forthe community's
things to do;and are engaged in the community. future; and facilitate access to critical human services.
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2011-2019 POLICY AGENDA 2011-2019 MANAGEMENT AGENDA
TOP PRIORITIES (in alphabetical order) TOP PRIORITIES (in alphabetical order)
• CentralAvenueRevitalization:StreetscapeandBusinessDevelopment • CHANGEProgram:lmplementation
• CitywideFlowerPlantingPmgram • CitywideTrafficSignalSynchmnization
• CommunitywideSolarStrategy • ComiskeyParkEepansionandRenovation
• ComprehensivePlan:Adoption • CrescentCommunityHeatthCenter:DevelopmentAgreement
• East-WestCorridorStudylmplementation • GreaterDubuqueDevelopmenYsFindingDubuque'sTmeNodh
• MasterPlan forChaplain Schmitt Island • Residential Housing Upgrade/Flood Pmtection Pmgram
• SouthPortRedevelopmentMasterPlan • WestsideWaterSystem:lmplementation
• Splash Pad
HIGH PRIORITIES (in alphabetical order)
HIGHPRIORITIES (inalphabeticalorder) • AffirmativelyPodheringFairHousingPlan:Development
• Crime Prevention Pmgram Eepansion • Cadegraph Padnership:High-Performance Govemment
• Dilapidated Buildings/Stmctures • City Performance Measures/Open Data Catalog/Data-0riven Govemance
• FiveFlagsCenterStudy • IntemationalCity/CounTyManagementAssociation(ICMA)
• Inclusive Dubuque Fellowship Intemational Eechange
• KerperBoulevardRevitalizationRepod • LeisureServicesDepadmentAssessment
• Multicultural Family Center:Colts Building Direction and Funding • Parking Ramp Maintenance: Direction/Funding
• RiverCmiseDockingFacilities • Teen/YoungPmfessionals/Seniors:lacksonParkPilotPmgram
• Roosevelt Road Water Tower • Water&Resource Recovery Center Nutrient Trading
: � i : � ► i
FLEXSTEEL PROJECT
HIGHLIGHTS COMMITMENT
TO EXISTING BUSINESSES
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FLEXSTEEL'S CURRENT JACKSON STREET LOCATION
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Flexsteel has called Dubuque home since
� ,' �j�������1, 1936. In September 2016, representatives of
�� 4 �' Flexsteel Industries, Inc. announced their intent
� ':, �ri�g'S�i�gt��g��QEtq��4t to close their facility at 3400 Jackson Street
'� � , I in Dubuque, much of which was built in 1897, �
•',- because it was inefficient and costly to maintain.
� =�,.
� �. :� At that time, Flexsteel expressed a desire to stay
CONSTRUCTION OF NEW PRODUCTION FACILITY in Dubuque, where they built their corporate
_ headquarters in the Port of Dubuque in 2012. ���
_ .�, ' ��< '.
� _ � Over the course of the subsequent nine months, ��
- -- � , � ��' �'� i �� _—�-' the City of Dubuque, Dubuque County, Dubuque id
� 1�� __ =�.�.. -�"�` ---_ Initiatives, Northeast lowa Community College, ��
�� � r "� - "�� lowa Economic Develo ment Authorit and ==�
� �:; f� "._ p Y� �
- �'� - _�..� � Greater Dubuque Development Corporation --
� -��- - --=- -s-—1 � -�.o�� �� worked with Flexsteel to develop a financing
'- - .__ -�� - �� ,� package that would allow the company to operate ��
"`- - �� - ;_=�-- ?: competitively and build a new production =�
� �- -_-- — _ ,��.� �� � " �:.t--�
� �ti�� - � -�_ ���� -- facility in Dubuque Industrial Center South on A�
� _-. __��_� '�,�, �. _.����—���� Seippel Road -- and to achieve the eventual ��
KtiVDERING OF NEW PRODUCTION FACILITv redevelopment of the company's existing site at
_� 3400 Jackson Street. A plan to achieve those
goals was finalized and approved by all the
parties involved in May 2017. A major reason
� this was possible was the successful collective
� _ bargaining agreement involving Flexsteel and
- -� the company's three unions, including United
� - � � Steelworkers Local 1861, Teamsters Local 120,
p�p p � � � - - and Operating Engineers Local 234. �
II 0 i i i i i i � i i � i �i �i�i��
i il �i � � � � � i � , �
On May 15, 2017, the Mayor and City Council approved a Development Agreement
. between the City of Dubuque and Flexsteel and a Redevelopment Project Agreement
I��hni��n ���xsteel, the City c' n, ihi irvi i� ni ihi irvi i� �ni+in+i�i�� nn� ni ihi irvi i� (`r�i in+�i
In those agreements, Flexsteel�S commitments • Applying for federal and state grants to assist
include: with the funding of environmental remediation.
• Retaining a minimum of 200 positions. • Marketing the site for light industrial
• Purchasing from Dubuque County 22 usable acres redevelopment, with the net proceeds from
in Dubuque Industrial Center South. any sale going 50 percent to Dubuque County,
Constructing a facility of not less than 250,000 17 percent to the City of Dubuque, and the
• sq. ft. at an estimated cost of $25 million. remainder to Dubuque Initiatives.
• Donating the former company facility and the Dubuque County�S commitments include:
approximate 43 acres at 3400 Jackson Street . Purchasing two parcels from the City of Dubuque:
to Dubuque Initiatives for demolition and then 22 usable acres in Dubuque Industrial Center
redevelopment. South and 3.8 usable acres in Dubuque Industrial
• Funding an escrow account of $2,660,000 which Center West for $3,320,000.
will be used by Dubuque Initiatives for demolition . The 22-acre parcel will subsequently be sold to
and environmental remediation costs related to the Flexsteel as the location for the new facility.
structures at the Jackson Street site.
• The 3.8-acre parcel will be retained by Dubuque
• Agreeing to hold harmless and indemnify Dubuque County for use as a site for future Dubuque County
Initiatives and the City of Dubuque from any facilities or as an economic development parcel.
environmental remediation costs, such as soil and
water.
Dubuque Initiatives' commitments inciude: This investment and the efforts of all involved to
• nccePting ownersniP ot tne 4s-acre site at s400 keep Flexsteel Industries, Inc.'s manufacturing
Jackson Street.
operation in Dubuque and to save these 200 jobs
• Demolishing all structures and conducting any
necessary remediation of the site structures as is a great example of the Dubuque community'S
soon as Possibie atter tne transter ot titie to tne commitment to retaining existing employers.
property.
ti
oo� KEY
\ USHWY57/SOUiHWESiAAiEAIAL
y �ry (UNUEA CONSiAUCiION)
ROASTING SOLUTIONS/
YERENASTREETCOFFEE J� CUAAENiAOAUWAYS
�+ INiEACHANGE AAMPS,
x � FAONiAGE AOAUS
ge W SEIPPE�0.0 (UNUEACONSiAUCiION)
Za' INiEACHANGEAAMP
. ��" � AOUNUABOUi.NNUEA CONSiAUCiION)
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pUALITY
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BUSINESS RETENTION & EXPANSION
FLEXSTEEL PROIECT/CONTIN
Tne lowa Economic Development Authority B U S I N E S S
is providing a $1 million forgivable loan for the
demolition and environmental remediation of
3400 Jackson Street, providing an Investment Tax
Credit estimated at $293,200, and providing a a Dubuque County family-owned business, recently
Sales, Services and Use Tax Refund estimated at invested approximately $7 million to construct a
$750,000. new 34,000 square-foot national headquarters
location and manufacturing facility in the Dubuque
N01'the8st IOW�_ committed Industrial Center South on the north side of
to Workforce Training and Economic Development Seippel Road. The new facility is four times larger
funding (estimated at $100,000) for training than the company's previous location on U.S. 52.
existing Flexsteel employees. A grand opening was held in November 2016.
Led by the fourth generation of the Gantz family,
The City of Dubuque�S commitments include: Eric and Michael Gantz, the company's coffee
• Selling the two parcels of property totaling 25.8 brands are sold in more than 700 grocery stores.
acres to Dubuque County for a total purchase The project enabled the company to quadruple
price of $3,320,000, paid by Dubuque County its roasting capacity and will create at least 10
from the proceeds of a subsequent sale of 22 new jobs. The City of Dubuque entered into a
acres to Flexsteel, with the balance due paid development agreement with Roasting Solutions,
over seven years. Verena Street's parent company, that included
• Providing Flexsteel 10 years of tax-increment a $721,800 acquisition grant covering half the
financing (TIF) rebates for property taxes paid on purchase price of the industrial park property. The
the new facilities in Dubuque Industrial Center agreement also provided the company with a 100
South, with an estimated value of $4.1 million percent rebate (minus debt service, the School
in rebates. District Physical Plant and Equipment Levy and
• While the City will retain $660,000 (50 percent
the Instructional Support Levy) on the incremental
of the value of the land) of the $3,320,000
increase of the new property tax for the next 10
years.
industrial park land sale price, $660,000 will
be provided to assist with demolition of the
buildings at the current Flexsteel site, 3400 � Butler, headquartered in Dubuque
Jackson Street. The additional $2,000,000 of and the nation's 30th largest insurance broker,
the sale price will be paid by Dubuque County
announced in October 2017 its plans to make
to the City over a seven-year period and provided an estimated capital investment of $2.3 million
and add 20 employees to its Dubuque staff over
to Dubuque Initiatives to assist with estimated the next three years. In August 2016, the firm
$5.4 million demolition of buildings at 3400
announced its plan to invest $1.2 million and add
Jackson Street.
90 new employees by April 2019 to its leased
The total value of the local and state incentives space at the Roshek Building. This follows their
package for Flexsteel is $10,223,200. This 2015 decision to invest $1.2 million and add
investment and the efforts of all involved to keep 90 employees to their offices at 1000 and 1030
Flexsteel Industries, Inc.'s manufacturing operation Main Street by March 2018. Each of these three
in Dubuque and to save these 200 jobs is a great expansions is supported by the lowa Economic
example of the Dubuque community's commitment Development Authority's High Quality Jobs Program
to retaining existing employers. through training fund reimbursement and direct
financial assistance.
EXPANSIONS �� �
� �
manufactures doors, seals and shelters, � r - n ��
__ � � :� �:
barrier systems, and other aftermarket products at = : : �
its Dubuque production facility at 4343 Chavenelle � — " ' �-
Drive in the Dubuque Industrial Center. The company � ,� -£_. _ _ . ... ,_
is in the midst of a $8.9 million expansion project at �� � � -- •-.- _ �, �
its Dubuque location to add 138,000 square feet of � .;m.. , . . ,.„.,,. ��, „;,„�,
manufacturing space and 24 new employees. v�RENA sTREET�coFFEE
is a multi-bank �
holding company with community banks in lowa,
Illinois, Wisconsin, New Mexico, Arizona, Montana,
Colorado, Minnesota, Kansas, and California,
with a total of 121 banking locations serving 88 HjTE
communities. Heartland Financial is headquartered �-
at 1398 Central Avenue and currently employs �� �
350 individuals in Dubuque. In 2012, the � = ' '
. � �5��
company expanded employment and leased a floor t. ' �,. `�'
in the Roshek Building. Thanks to growth and � " y�t a�`' ' ^ ��"� �'�_`��
��. � � �` � �
acquisitions, Heartland is expanding again and will r�- , a..,. ,,�;�
lease an additional floor of the Roshek Building to
facilitate that growth. The company plans to spend
approximately $1.2 million for remodeling and *�
i �
$860,000 in equipment, software, and furnishings � �
to accommodate at least 31 new employees. In ���
September 2017, the lowa Economic Development �
Authority board approved an $80,000 forgivable loan �� �;� �� �� �A� ��� ��I� ���
and more than $120,000 in tax credits to Heartland *� rr A,� �; v01 ��� 3� i�H 3B ���
through the State's High Quality Jobs Program to ',,, m� �� �� pll ���1 �A � 33i ���
support this expansion. Under the terms of the state � #H aA �A �y� qA0 ,��� �g �{ � �➢�
incentives, 20 of the new workers must be paid at � �� �� �� �� �^�� �.��_ � � r� � ' _ ,i;
least $2237 per hour. A $150,000 loan from the ;�:_,�� # � h.�r :�;.`�°"�
I '&i 'I1 �a �� 1�"� ��, t�ri5��.
East Central Intergovernmental Association serves , ,� �, m ;;�
�� '�� �� � A'� ���.,,�- 4 � ,!`� �'.- �
as the local match and $1.8 million in financing by � � �;c.,'
� $�i ��� �`d o � " �� «.
Heartland will complete the funding of the project. > > '� ���,�y
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LEVERAGING JOBS -�"'''�''!;`:�_�,�,,,,��;
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�`�"`�i!i'i•':'�i'� � �`�'�;����� ' �����
THROUGH TAX- INCREMENT ��;�;�,�,!,,;! , .� :.,, �,��-�;%f� � � .;, �
♦ .II IiI I) I.�1. I . ��� �� , ;
FINANCING (TIF) �.. �� � � ��, -
Tyvek Tyvek Tyvek �`
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fyvek T� — � �� � � �� .��.� y{
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When a TIF district is created, a "base" valuation =�'"�--
�,,. -,._,..,.�_
of the property value is established. The base '
valuation accounts for assessed values prior to the
TIF designation. The tax revenue from this base
value remains with all taxing authorities. Increases
in the assessed value over time over and above the Housin TI Fs
base are called the "increment." The TIF authority g
(in this case, the City of Dubuque) may access the Housing TIF Districts support reinvestment and
tax revenue generated by the increment, to fulfill the redevelopment activities in the urban renewal area
designated purpose of the district. and support revitalization throughout the community
for low- and moderate-income families. Cities can
TIF is typically used by cities to fund public establish Housing TIF Districts within their corporate
improvement projects or private project-based limits and within two miles of their corporate
financial assistance, in conjunction with developing boundaries with the consent of the County Board of
or redeveloping different parts of a city. This may Supervisors.
include upgrading areas of the city suffering from
slum and blight, helping residential development Using Housing TIF enables Dubuque to implement
efforts, and enhancing economic development projects to support workforce retention and
activities. Depending on the size of the project, cities development, increase the local tax base, and
may use the annual increment to provide project address the city and school districYs stagnant
funding or may need to incur debt to finance an population growth.
improvement, such as installing infrastructure.
Cities can use tax-increment financing to pay the
cost of streets, water, sanitary and storm sewers,
parks, trails, and related public improvements for
new housing development by creating Housing TIF
Districts.
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By state law, when TIF is used for housing development, approximately 38 percent of Dubuque's future tax
increment revenues from the project must be used to provide housing assistance anywhere in the city to low-
and moderate-income families whose incomes are no greater than 80 percent of the median income. This is
starter housing for Dubuque's current and future workforce, and our most vulnerable residents, the elderly and
disabled.
Initial plans call for much of the affordable
housing assistance to be provided in downtown
neighborhoods through the City's CHANGE ��
(Comprehensive Housing Activities for C H A N G E
Neighborhood Growth & Enrichment) Program.
From 2016-2022, Dubuque's four Housing TIF
districts are projected to generate $3.9 mill ion for nprehensive Housing Activities for Neighborhood Growth & Enrichment
affordable housing over 10 years.
By utilizing Housing TIF, the City of Dubuque plans to increase the average number of new
single-family homes built per year in Dubuque from 100 to at least 150. The City has created
four Housing TIF Districts, all with the consent of the Dubuque CountyBoard of Supervisors.
» NORTH CASCADE ROAD HOUSING TIF DISTRICT » SOUTH POINTE HOUSING TIF DISTRICT
• Pormed in 2014 to promote residential options in Timber Hyrst • Intended to generate funds for improved roads
subdivision, leading to the development of 203 homes. and utilities in the designated area, leading to the
• Assisted with funding for 2018 road and utility improvements reconstruction of some of North Cascade Road.
along North Cascade Road,which will facilitate safertravel • Build a new city park and extend fiber optic conduit.
by straightening some curves.
• Allowed Cityto install needed water, sanitary, and storm » DERBY GRANGE HOUSING TIF DISTRICT
sewer infrastmcture. • Intended to generate funds for installation of sewer and
• Build a new city park and extend fiber optic conduit. water utilities related to housing/residential development
along lohn E Kennedy Road and Derby Grange Road.
> ENGLISH RIDGE HOUSING TIF DISTRICT • Buildanewcityparkandextendfiberopticconduit.
• Formed in 2015 to promote creation of additional Each of these Housing TI F Districts has an Urban Renewal
residential options in Dubuque, leadingtothe Plan that describes the specific use of tax increment funds,
development of 222 homes. such as providing tax rebates, installing public infrastructure,
• Providefundingforwatermain installation. or other planned expenditures. These Housing TIF Districts,
consistent with state law, currently set aside approximately
• Build a new city parkand extend fiberoptic conduit. 38 percent of project cost increment, thus providing funding
for the benefit of low- and moderate-income family housing
opportunities anywhere in the city of Dubuque. ♦
isi
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CENTRAL AVENUE CORRIDOR INITIATIVE
1��,��'�� � ,. . ��
The scheduled completion of the Southwest Arterial The goal of this initiative is the economic
in 2019 and subsequent removal of the majority of revitalization of the Central Avenue Corridor (CAC)
truck traffic from the Central Avenue/White Street through community engagement, educational
corridor, combined with the improved resilience of outreach, and CAC community-informed storefront
the neighborhood thanks to the Bee Branch Creek and streetscape design. Central Avenue Corridor
Watershed Rood Mitigation Project, will create a stakeholders indude business owners, employees,
prime environment for the renaissance of Central patrons, residents, landlords, social service agencies,
Avenue. An initiative is under way to engage communiTy leaders, the CiTy of Dubuque, and partner
stakeholders in the processto prepare for and guide agencies.
this renaissance.
The City entered into a collaborative relationship
The initiative's efforts are focused on the Central with lowa State UniversiTy Extension and Outreach
Avenue Corridor from 14th Street to 22nd Street. pSUEO) to assist with this initiative. Specifically,
This corridor connects Dubuque's central downtown ISUEO is assisting with outreach and community
and Historic Millwork District to the city's North End. engagement efforts, asset mapping of buildings
tt features a wide varieTy of historic buildings offering and businesses in the corridor, and identification of
commercial and retail opportunities on the ground additional partnership opportunities.
floor and residential spaces on upper floors.
Design Studio Microlending
ISUEO brought students and faculty in the ISU Community Development Block Grant (CDBG)
College of Design's "Seeing, Making, Doing — The funds will be used to offer low- or no-interest loans
Art and Design of Social Capital" course to Dubuque to "microenterprise businesses" in the corridor.
to operate a design studio in the corridor during Microenterprise businesses have five or fewer
the spring 2017 semester. This course explored employees. To qualify, the business owner(s) must
strategies and methods for using art and design to be low-to-moderate income. Additionally, the City is
increase social capital in communities. Students entering into a Memorandum of Understanding with
from a variety of disciplines, such as studio art, IowaMicroLoan to operate a microlending program.
architecture, interior design, landscape architecture,
anthropology, and community and regional planning, To learn more about the Central Avenue Corridor
worked collaboratively throughout the semester to Initiative, contact the City of Dubuque Economic
learn effective ways to engage communities, facilitate Development Department at 563-589-4393 or
meaningful community discussions, and use art and econdev@cityofdubuque.org. Additional information
culture to build goodwill and understanding among is also available at www.cityofdubuque.org/cac.
diverse populations.
Average Assessed Value of Buildings
with EmptyStorefronts
Current Central Avenue Corridor $�60,000
Building Inventory $140000 $'40,339
(E. 14th Street to Kaufmann Avenue) $izo,000 $i i z,5as
$ioo,000
• 89 storefronts in 72 buildings in 8 blocks
28 storefronts (30%) are vacant or inactive $80,000
• Majority of existing building stock built priorto $60,000 $52,455
satellites, cable, electrical lines, and in some $40,000
cases, telephone lines $20,000
$0
Mixed-Use Commercial All Buildings
Buildings Buildings with Storefronts
PARTNERS FOR PLACES
In the summer of 2017, the City of Dubuque and Community Foundation of Greater Dubuque received a
Partners for Places Equity Grant from The Funders Network and the Urban Sustainability Directors Network.
The purpose of the grant is to build the skills, knowledge, and capacity of City departments and non profit
organizations located in the Washington Neighborhood so they can better engage with traditionally unengaged
and underrepresented populations in our community. In November 2017, a learning cohort of City and non
profit staff and residents of the neighborhood kicked off this work by attending a workshop to define a shared
set of community engagement principles. Next steps for the group will include development and completion
of projects and events that will build connections in the neighborhood, additional trainings for staff regarding
outreach and facilitation strategies to better connect with unengaged and underrepresented populations, and
development of City department plans to improve equitable delivery of services.
nii
DOWNTOWN TRANSFORMATION �
,
1812 CENTRAL AVENUE . ���e�■ ��� � �� �: -Y
This $390,000 building renovation project by CA Rich Properties received - .t � : � . , '�
a $12,133 fa�ade grant from the City (part of Main Street Challenge Grant � �'� � �y� �, '_ � � ��
program) and $40,000 through the City's Downtown Housing Incentive Program `
for the rehabilitation/creation of four housing units. �f .I �
� � �� � KEY CITY CREATIVE CENTER, 1781 WHITE STREET
Key City Creative Center is a non-profit organization offering a collaborative workspace
where members have 24/7 access to a wide variety of tools and equipment. The center also
features private studio space and plans to offer classes on woodworking, welding, metal
� �' � working machines, ceramics/pottery, laser engraving, 3-D printing, and sewing. The City is
supporting this ongoing building renovation project through a $10,000 fa�ade grant and a
$5,000 planning/design grant.
STEEPLE SQUARE CAMPUS �
,,,,� Steeple Square is a nonprofit organization working to revitalize the former
..:. `yryLLr6tlitl
�°`� St. Mary's Church campus into a collaborative, inclusive center, providing
_�,���u� � an attractive hub for social life and community support while preserving
7 M � / its historic fabric and features. The estimated $15 million project began
" in 2016. Dynamic partners will provide programming on the campus. The
,�i � � � former school was converted into market-rate and affordable apartments,
,�; �� with more than half serving as permanent supportive housing for Opening
3
%J Doors graduates. The former rectory will include a childcare center, and
, `^� / �, !, ' the surrounding area will be transformed into a green space serving
' �� partner nonprofits and the community.
, �. � % /
,; �� • Former school at 1501 Jackson Street: The City of Dubuque
� '' �; supported this phase of the project through $35,000 in grants
� ;'� � % / through the City's Fa�ade Grant Program, Planning and Design
�� � � J� � � Program Grant, and Financial Consultant Grant Program. It also
�;% -I ;,� provided $120,000 for 12 housing units through the City's Downtown
, J���f '� �� � Housing Incentive Program and 10 years of tax-increment financing
�� � � (TIF) rebates forthe renovation of the building.
� V� � � ' • Former church and rectory buildings at 101 E. 15th Street: The City
/ � � � . of Dubuque also supported this phase of the project through $35,000
� � �ll in grants through the City's Fa�ade Grant Program, Planning and
��^��.� �
� � � � � Design Program Grant, and Financial Consultant Grant Program. The
, " ,� project was also awarded 10 years of tax-increment financing (TIF)
_�_ i� � - /
— � �� rebates.
� /
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�� -�: � �� , �^� ' 7 HILLS BREWING COMPANY, 1085 WASHINGTON STREET
7 ,�p The brewpub project by 7 Hills Brewing Company at 1085 Washington Street
� I �lo � I � � � `� in the Millwork District was completed in late August 2017. This 10,000
� w i. square-foot renovation project has an estimated total cost of $25 million and
y�' F� � ° created more than 25 jobs. The City of Dubuque supported the project through
,.�=,�t'�! �r'--rl �r
�,,.�� � _-a� $35,000 in grants through the City's Fa�ade Grant Program, Planning and
�� `i.
,�� " " a Design Program Grant, and Financial Consultant Grant Program. The building
[ �
�,� was previously used for parking, Spahn & Rose storage, Eagle Window and Door
�r production, and for storage by Farley/Loetscher.
j,`:. - rp:;J=.-- .. .
NEW MARRIOTT HOTEL, 1151 WASHINGTON STREET -
A ground-breaking ceremony was held in late July 2017 for a TownePlace r
�,. . �
Suites Marriott in the Historic Millwork District on the former Spahn & �"— '� _-�=:_ .
;,; I
. . �-,•w�;iii�
Rose Lumber property. The four-story, 84-room, extended stay hotel
is being developed by Metx, LLC, and will be managed by Kinseth `rt _ � " ,
<, ����,I
Hospitalityof North Liberty, lowa. The $11.5 million project is expected � ������ - ;�� ,��. :
— � _, • ,�
to be completed in spring 2018.
f
�___ __ _ . .
�
�� 1065 JACKSON STREET � ��"
This nearly $375,000 project by SR Jackson Real Estate LLC I
is converting the former Spahn & Rose Lumber property into ,� �
more than 20,000 square feet of commercial space. The City �. y "_,� ' - �
of Dubuque is supporting the project through $35,000 in grants �
through the City's Fa�ade Grant Program, Planning and Design �,
Program Grant, and Financial Consultant Grant Program. - ---=:�
1690 ELM STREET
The building at 1690 Elm Street (the former Lamar Advertising and Frank Hardie Advertising building) has been underutilized
for several years, with only a portion of one floor currently occupied. Metx, LLC, a local developer, purchased the building and
several adjacent parcels in recent years to develop the properties as one project. A $9 million redevelopment of the property
is planned to create a medical campus, including the Crescent Community Health Center. The building will provide the space
necessary for the health center's expansion and the City sold land to the developer to be used for parking. The project is being
supported by the City through $35,000 in Fa�ade, Design, and Planning and Financial Consultant grants, as well as 10 years
of tax-increment finance (TIF) rebates. The project is expected to be completed by June 2019.
DOWNTOWN TRANSFORMATION
SOUTH PORT CONCEPTS TAKE SHAPE
Plans are being developed to continue Dubuque's riverfront
development through the adaptive reuse of a brownfield.
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Brownfields are real property, the expansion, redevelopment, or reuse of which may be
complicated by the presence or potential presence of a hazardous substance, pollutant, or
contaminant. In 2015, the City of Dubuque was awarded an EPA Brownfields Area-Wide
Planning Grant to partner with the property owners and focus on the South Port area, more
than 30 acres of industrial and vacant land east of Dubuque's downtown and south of the
Ice Harbor. The South Port is bordered by the Mississippi River to the east, and the Julien
Dubuque Bridge runs through the middle of the site.
Hi ri T x r i
sto c a C ed ts
NOVELTY IRON WORKS BUILDING
46 00o sQ NT commERc�a�sPacE NT�A�uN�Ts Dubuque's greater downtown is being transformed through
4� projects that have utilized the lowa Historic Preservation Tax
,� �'' 1 ' } Credits (HPTC) and Federal Historic Tax Credits. Combined with
`-� '� � � � others, these programs have revitalized Dubuque's Main Street,
,�_ �� � � �� �', 1
�!�,� ,R,�� ��� Millwork District, Port of Dubuque, and other adjacent areas.
r • '
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— � it� �� well over 2,000 permanent �obs in buildings that had been
_ � ��l���i���� underutilized or were deteriorating or vacant for decades.
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0
In July 2017, the City Council received an update from consultants hired
to identify development opportunities for the South Port. The conceptual
plan was designed to build on the success of the Port of Dubuque and was No action has yet been taken on
developed based on feedback from Dubuque residents, South Port property the plan, which is just a concept,
owners, and a local real estate firm. The conceptual plan includes: but provides a starting point for
additional planning and discussions
• a 120-room waterfront hotel, with a rooftop terrace, connected to a
restaurant with outdoor dining;
and private investment for the future
• a boardwalk and waterfront plaza with a "spray pad," garden, pavilion redevelopment of the South Port.
and playground; Citystaffsubmitted the conceptto
• a four- or five-story building offering a mix of condos and retail and the EPA for review this fall.
office space connected to a three- or four-story parking garage; and
• a series of three- or four-story residential buildings offering a mix of
apartments or condos with parking on the lower level.
Driving Transformation
Additionally, critical workforce housing needs in the City of Dubuque make state historic tax credits and
other financial incentives a top priority as the City works to promote redevelopment and reinvestment in
our urban core.
• Dubuque nas compietea .�4 pro�ects to aate using tne iowa r,� � � �,����a���.
• Just over $42 million in lowa HPTC funding has leveraged over $142 million in private investment.
• Dubuque currently has 20 more projects in the works, with an estimated $19 million in lowa HPTC
funding, which is expected to leverage approximately $57 million in private investment. ♦
��s�
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.
DUBUQUE'SWORKFORCE CHALLENGES
Companies around the world share a common challenge —the need to recruit and retain qualified talent. In
the Dubuque area, which currently has 2.1 percent unemployment, workforce advocates are attacking this
challenge by identifying significant skills gaps in the local workforce and developing solutions to fill those gaps.
A 2016 Skills Gap Analysis report conducted by Greater
Dubuque Development highlighted the top 60 occupations
with the highest projected skills gaps over the next 10 years Dubuque County
for occupations paying $16 per hour or more. The top
20 occupational gaps include a mix of careers requiring Workforce Indicators
training from industry recognized certificates to advanced OCTOBER 2017 UNEMPLOYMENT: 2.1%
degrees. Most of the identified needs centered around (IOWA = 3.0%, U.S. =4.1%)
°middle skill" careers that do not require a four year
education, but do require training beyond high school. OCTOBER 2017 TOTAL NON-AGRICULTURAL
EMPLOYMENT= 60,300
Additionally, five out of the top 10 skills gap occupations *60% INCREASE SINCE 1983
could not be filled by entry level graduates, but are higher
level positions that represent opportunities for employers to 2016 AVERAGE HOURLY WAGE _ $22.58
°up skill" their existing workforce to advance up the ladder.
i i i i . , � � � � . As finding a skilled workforce becomes more challenging due to
� . � � . � i � � . national and international shortages, iYs imperative that Dubuque
is prepared. Greater Dubuque Development is leading a group
of public and private sector partners to invest the time, talent, and financial resources to provide Dubuque area
businesses with innovative workforce solutions through its Dubuque Works collaborative. To learn more about
Workforce Solutions, contact Kristin Dietzel at kristind@greaterdubuque.org or 563.557.9049.
nsi
Since 2008, the Community Foundation of Greater Dubuque and
P R OJ E CT H 0 P E the City of Dubuque have partnered to support Project HOPE.
This initiative is dedicated to increasing access to opportunity
HELPING OUR PEOPLE EXCEL forallcommunitymembersbysupportingprovidernetworksfor
change, expanding pathways to education and employment, and
helping families and individuals build financial security.
WHAT HAS BEEN ACCOMPLISHED WHAT WE ARE WORKING ON
Through the leadership of the Community Foundation • Continuing the collective work of the LCAN to
of Greater Dubuque, Project HOPE has successfully increase postsecondary educational attainment
built a network of partners addressing barriers for underrepresented groups.
to economic opportunity in Dubuque. Some key . Advancing frameworks for increasing community
accomplishments include: member's financial strength by focusing on best
Re• ae �u�� established in 2012, has practices and innovative strategies.
connected over 400 opportunity youth who did
not complete high school to alternative education ' Convening early childhood stakeholders to spur
options and post-secondary education. Over 160 community solutions to increase childcare
have received their high school diploma or high capacity, overcome barriers to childcare access
school equivalency diploma. Since Re-engage faced by lower income families, and expand
Dubuque started, the dropout rate has decreased professional development opportunities and
by nearly 50 percent and continues to improve. resources for providers.
a training/employment
partnership created in 2012, has accepted
554 students, and 434 have graduated or are
currently in training. Ninety-eight percent of
contact graduates have retained employment or » PROIECT HOPE NETWORK MEMBERS
arecontinuingtheireducation. • CommunityPoundationofGreaterDubuque
• Created a network map in 2015 highlighting • Cityof Dubuque
over 750 relationships between more than 150 • DubuqueCommunitySchool District
nonprofit and government agencies. • DubuqueWorks
• East Central Intergovemmental Agency
• Conducted needs assessments focused on • GreaterDubuqueDevelopmentCorporation
mental health and child care services to serve • IowaWorks
as resources to influence current and future • Northeast lowa CommunityCollege
equity, workforce, public health and economic • Operation: NewView
development programming and advocacy. • TheCircleslnitiative
• Convened a multi-sector Local College Access • UnitedWayofDubuqueAreaTri-States
Network (LCAM to increase college attainment.
� � • � � � • � • i •
• Charted Dubuque's financial capacity pathways � �� � �• � � � ' � • � '
and participated in a best practice cohort to ' ��
inform strategies to increase the financial
strength and literacy of community members.
WORKFORCE SOLUTIONS
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INCLUSIVE ;� _ �S ��� �-�
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DUBUQUE �r � � , ,a u �� ,�. -� � �
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Inclusive Dubuque is a peer-learning ti • . :�. -. #i � �'�
network of partners committed to � " ��
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creatin an informed, e uitable, and
inclusive community where all people � '�-"�, � ��<
are respected, valued, and engaged. The #i� 1 , ` � �' f
network is comprised of more than 50 �A�� �� � ` .�
organizations across sectors including _ � ` �
faith, government, nonprofit, business, e , �
education, and more.
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The network formed in 2012 after
business leaders began to take notice of challenges • The network's peer-learning council launched "Best
related to diversity, equity, and inclusion in the Practices in Diversity, Equity, and Inclusion." Over
community. Businesses were reporting difficulty 60 community members across multiple sectors are
attracting and retaining a diverse workforce. The attending this nine-month workshop series to learn
Inclusive Dubuque Network works collaboratively to best-practice strategies to implement in their own
eliminate bias in our community by providing and organizations.
supporting equity learning opportunities, equity tools • Published Facing Diversity: Marshallese Stories in
and resources, and baseline data to inform decisions and partnership with the national storytelling initiative, The
measure progress. Some key accomplishments include: Facing Project. The book highlighted the stories of 12
Marshallese community members.
• Conducted a Community Equity Profile in 2015 to
learn about the lived experiences of diverse groups
and discover what disparities exist. The profile WHAT WE ARE WORKING ON
engaged 584 participants through dialogues and • Continuing "Best Practices in Diversity, Equity, and
1,995 online surveys were completed. Inclusion." The workshops started in October and will
run through June 2018.
• Sector groups have formed around arts and culture,
education, economic wellbeing, and neighborhoods • Convening business leaders to provide peer-learning
to address new challenges and bring the racial/social opportunities around embedding equity and inclusion at
equity lens to existing programs and efforts. the organizational level.
• Hosted four equity learning opportunities in 2016 and • Continuing the "I'm a Dubuquer" campaign through
2017 engaging more than 500 people. storytelling and targeted community displays and events.
• Hosted four community conversations from November • Convening the arts and culture, education and
2016-May 2017 engaging more than 200 community neighborhoods sector groups.
members. • The economic wellbeing sector group is now supported
• Launched the "I'm a Dubuquer" campaign in an by the Project HOPE network and is working on gathering
effort to expand the definition of what "Dubuquer" data to inform their work moving fonvard.
means and to broaden the understanding of who our • Producing Facing Diversity: lmmigrants and Refugees.
neighbors are.
>\� For more information on Inclusive Du6uque,
visit www.inclusivetl6q.org or call 563.588.2100.
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SOLAR PANELS INSTALLED AT DUBUQUE FIRE STATIONS
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In 2016, as part of its efforts to implement the citizen-created Sustainable Dubuque vision, the City of Dubuque
began assessing which of its buildings were best suited to utilize solar power. Dubuque's fire stations were
excellent candidates given their 24/7 operations and access to sunlight at most of the facilities. In early 2017, the
Dubuque City Council unanimously approved agreements with Dubuque-based Eagle Point Solar for the installation
of rooftop solar arrays at five of the City's six fire stations.
Environmental and Economic Impact
The impact of this project is significant, both environmentally and economically. Combined, the stations will avoid
emitting approximately 3,740 tons of carbon dioxide over the life of the panels, or the equivalent of the annual
electric use of 425 homes.
Power Purchase Agreements (PPAs), where a third party installs and owns the solar panels and the City purchases
electricity from them, permanently reduce the cost to the City of each kWh of electricity used by more than 30
percent. The only upfront funding required for this project from the City was $2,500 for equipment upgrades to
allow internet connectivity for the solar arrays.
Alliant Energy Solar Gardens
Earlier this fall, Alliant Energy funded and completed Energy, the 15,600 solar arrays installed at this site
construction of "solar gardens" at two sites in Dubuque are capable of producing 5 megawatts of energy in
to form the largest solar development in the state of ideal conditions, or enough to power more than 725
lowa. This project was conducted in collaboration with homes.
the City of Dubuque and Greater Dubuque Development
Corporation (GDDC). Over 3,500 solar panels were also installed on six
acres owned by A.Y. McDonald Mfg. Co. along U.S.
Most of the solar panels were installed on 21.14 61/151, near the 16th Street detention basin.
acres of City-owned property north of Humke Road in This site is capable of collectively generating L2
Dubuque Industrial Center West. According to Alliant megawatts�nough to power more than 126 homes.
SUSTAINABLE INNOVATIONS
ALLIANT ENERGY SOLAR GARDENS
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Background
The City of Dubuque and Greater Dubuque Development Corporation partnered to develop the Sustainable Innovations initiative
to create, foster, and prioritize the integration of the best opportunities to improve the sustainability and resiliency of Greater
Dubuque with the best opportunities for continued economic growth and improved quality of life.
An extensive effort is undenvay to create a comprehensive City can achieve its 50 percent by 2030 greenhouse
strategy for pursuing solar energy development in gas reduction goals without paying a premium over
Dubuque. The initial goals outlined for the solar strategy market.
include, but are not limited to: • Keep Dubuque in its national leadership position on
• Increased economic activity for Dubuque from local sustainability and "boost the brand" for retention and
energy production. recruitment of industry and workforce.
• Support from Alliant Energy for solar innovation and
investment in Dubuque. Pursuant to these goals, GDDC and the City engaged
• Reduction of barriers and soft costs for local solar with Alliant Energy to bring their significant expertise,
developers. infrastructure, and financial capacity to the developing
Dubuque solar effort.
• Creation of green power that is priced so that the
CITY ADDS BIOGAS PRODUCTION TO REVENUE STREAM
The City's new wastewater treatment facility, the Water & Resource Recovery Center (WRRC), became operational
in 2013 and began producing biogas through the anaerobic digestion of waste. A new collaboration between
the City of Dubuque and private sector partners involves converting biogas from waste to create economic and
environmental benefits for the community.
^ " " � ` " �"` ` ` the electricity produced is used to power the facility.
The WRRC has been converting waste into electricity Currently, the facility produces enough electricity to
and heat since the facility upgrade in 2013. The meet 70 percent of the facility's needs. Thanks to this
anaerobic digestion process produces methane gas which capability and other operational efficiencies, the facility's
is captured, cleaned, and burned to power turbines electricity demand has dropped by 70-75 percent since
that generate electricity. The heat produced through the facility upgrade for an annual savings of $237,000.
this process is used to heat the WRRC complex and Before the facility upgrade, the biosolids produced at the
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CITY ADDS BIOGAS PRODUCTION TO REVENUE STREAM ��I � ,
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plant were incinerated at an annual cost of approximately — ��—�4� !
$300,000 for fuel oil. Not only does this new anaerobic �' � �
digestion process produce savings, it also reduces : �� . �. �
greenhouse gas emissions and improves air quality. ,' � ��� - �?'� _
With the implementation of anaerobic digestion and � i ��� �-�
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elimination of incineration, the City was able to turn an --
energy loss into an energy gain. �
More Methane Means More Savings
The WRRC produces more methane than can be used at
E The Cit will also receive an annual o eratin fee
� the facility. The City and Greater Dubuque Development • Y P g
Corporation researched options for the beneficial use of $10,000 and five percent of gross revenues that
of this excess methane to: create additional positive BioResource Development generates from the sale of
environmental outcomes, generate revenue or reduce any products related to the biogas.
costs, create opportunity for additional economic • Lastly, BioResource Development will pay a monthly
development and growth, and not require additional rent to the City calculated to cover all costs, which
direct investment or risk from the City.
will be reexamined annually to assure coverage of all
incurred costs.
David Lyons, sustainable innovation consultant with the
Greater Dubuque Development Corporation, coordinated This project, which continues Dubuque on the path
discussions with project partners which identified biofuel towards greater use of alternative energy sources and
utilization as a potential opportunity. Discussions among advances the efforts to meet the Greenhouse Gas
a group led by Omaha-based BioResource Development Reduction Goal of 50 percent by 2030, is expected to be
LLC, with local partners including Black Hills Energy completed and fully operational by early 2018.
(Dubuque's local natural gas utility) and Unison Solutions
(a local manufacturer of biogas processing equipment),
led to plans for a collaborative and unique biofuels
project.
Nian impiementatiu�� In order to reduce dependence on fossil fuels, reduce utility
• BioResource Development will co-locate equipment at bills, and reach the community's commitment to reduce
the WRRC and further process all biogas produced. It
will deliver that gas to the Black Hills Energy pipeline, greenhouse gases 50 percent below 2003 levels by 2030,
which will qualify for gas revenues and for RIN the City has made it a priority to first focus on energy
(Renewable Inventory Number) payments due to its efficiency measures in its own facilities, and then explore
use as an advanced biofuel.
BioResource Development will replace the WRRC's opportunities for renewable energy generation. The City
• biogas with an equal amount of natural gas, which the continues to work closely with partners to identify ways to
WRRC will use to off-set up to all its electricity needs, reduce energy use in its own facilities and consider the
off-set up to all of its natural gas needs, and create best opportunities to shift to alternative energy sources.
additional revenue through the use or sale of excess
electricity generated.
For more information on Dubuque's sustainability priorities
and practices, visit www.sustainabledubuque.org.
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Efforts Under Way to Improve Wisconsin Independent Network (WIN) has brought
Local Broadband Capacity a new broadband internet connection across the
river on the Julien Dubuque Bridge (Hwy 20),
As a smaller metropolitan area, Dubuque faces improving access to southwestern Wisconsin and new
some significant challenges to continue to grow its redundant ("always on") connections for Dubuque.
economy and community. "Connectivity" often plays CS Technologies, a regional telecommunications
a key role when families and companies are deciding service provider, has created over five miles of
where to locate. In this new "work from anywhere, new broadband capacity, including new service to
connect from everywhere" society, they want to the City's western industrial parks. Dubuque also
locate where there is globally competitive broadband shared costs with Unite Private Networks, a national
and telephony services. Broadband has become company, to bring new service to the Cedar Cross
the "fourth utility." Just as it is no surprise that area and will repeat that process to increase services
companies and families will not locate where there on Kerper Boulevard. Collaborations and new services
is no access to electricity, gas, or water, the same is have been brought to the community by CenturyLink
now true for broadband fiber and mobile telephony. and Mediacom.
In 2015, the City of Dubuque partnered with Greater Dubuque is also pioneering the use of "Master
Dubuque Development Corporation on a broadband Licensing Agreements" and "Master Shared Service
acceleration initiative. The input gathered through Agreements," allowing the public and private sectors
the initiative from citizens and industry is that to move faster to keep up with the pace of change
Dubuque must improve its connectivity if it wants to and growing demand for connectivity. It recently
be competitive with leading communities across the completed the first of what will be a series of
region and world. That work has already begun as agreements to improve mobile services in Dubuque
part of Dubuque's broadband acceleration initiative through the use of "small cell" telephony. Dubuque's
which has, at its core, a very simple but important geographic challenges, combined with the rapid
focus: to reduce the cost and time needed for new growth of internet devices and smart phones, has
technology and broadband investment in Dubuque. created areas of "weak signal" within the community.
More specifically, the initiative is: Small cells will be located within neighborhoods,
high-use corridors, and difficult-to-reach areas. They
• Working with the private and public sectors to will act like a "hub and spoke," bringing signals back
communicate where "last mile" fiber optic and to a central antenna and communication facility.
conduit capacity are currently available in our
community; Part of Dubuque's comprehensive approach included
• Identifying additional expansion, services, and a review and revision of all City communication
competition under consideration for the Dubuque regulations. The goal was to not only update local
area and supporting those efforts; and regulations to recognize changing technologies, but
• Creating a collaborative process between public to assure that only those regulations that were still
and private sectors to identify regulatory process needed were kept and that they would form the
improvements and infrastructure assets that basis for a reasonable, flexible, timely, and easy-to-
could enhance access or reduce costs. use process for industry partners and consumers.
The revised regulations were adopted by the City
Working primarily through public/private Council in August 2017 and are expected to generate
collaborations, the initiative has achieved solid increased revenue and cost-sharing opportunities for
progress over the last two years. the City.
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An efficient public transportation system convenient to users . �� +
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is critical to attracting, developing, and retaining the diverse _ , „
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workforce needed to compete in today's world. The Jule, S� ��
the City of Dubuque's public transit system, has worked to _� � ; ' ��
increase its annual ridership nearly 40 percent since 2011 �'
— giving 553,387 rides in 2016 — and continues to adapt to ' �
Dubuque's evolving public transportation needs. �� li
In August 2017, the Jule extended its weeknight evening bus service to 9:00 p.m. to allow residents to work
a variety of shifts, complete shopping trips after work, and attend community events. The changes went into
effect on Monday, Aug. 14, and were made in conjunction with changes to The Jule's daytime and Saturday
service levels.
The additional evening hours are funded, in part, through reduced Saturday fixed-route service and adjusted
daytime routes to better serve high-ridership areas. The extended service hours apply to both fixed-route and
Minibus service and The Jule's Nightrider service will continue to operate until 2:40 a.m. on Fridays and
Saturdays during the college school year.
The Jule has nearly 280 bus stops throughout the city and offers a "MyRide" tool to determine the closest
stops and routes for mapping your ride and tracking buses. For additional information on The Jule's routes
and schedules, visit www.JuleTransit.org or call 563.589.4196.
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DOAAXGO 61
Major progress continues to be made on the ' '� '"
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Southwest Arterial (U.S. 52) project and it remains — �
on schedule to be open to traffic in late 2019. � `°'�'°°"""�'
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The completed arterial will be a 6.1 mile, four- � �� f us�Cem��p��
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lane, divided freeway connecting U.S. 20 and U.S. "
sseum UUBUQUE
61/151. This project includes three interchanges:
U.S. 20, North Cascade Road, and U.S. 61/151. �� �m���
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These interchanges will be on- and off-ramps with °°�"°^"e'�
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no traffic signals or stop signs. i e
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This highway will improve safety, reduce congestion =E�TM^��^ y �,y�� �
on multiple Dubuque roadways, and positively ,o S��TNyy �'"ao
impact Dubuque's economy. More specifically, the fSTAR�R/A\ s, „ P°'"
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Southwest Arterial will: "°�`° � "' —
• Create a designated freight corridor through the ro��o�`�g
region
• Connect Dubuque's Industrial Park (Industrial
Center and Industrial Center West) and
Technology Park, currently home to 48 businesses and 3,500 jobs
• Take hundreds of trucks a day off of Highway 20, Central Avenue, and White Street.
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I M AG I N E Dubuque has a new comprehensive plan !
• D U B U Q U E �ust as the Imagine Dubuque Comprehensive Plan was built on community
� participation, partnerships and collaboration will be the keyto implementing
• • VIABLE•LIVABLE•EQUITABLE the plan recommendations. Measuring successful plan implementation must
��' Q �Q�� T�Q���N focus on outcomes to make Dubuque a moreviable, livable, and equitable
community. The areas of focus are:
• Robust Local Economy • Livable Neighborhoods and Housing
,, • Sustainable Enuironment • Community Facilities
Y
"i�. ,, , • VibrantCommunity • Transportation +Mobility
' - y� -�' �: • DiverseArts, Culture, Parks, and • Land Use
�k � �" Recreation
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FINDING DUBUQUE'S TRUE NORTH
Greater Dubuque Development Corporation focuses on six pillars of its mission:
i/ / business retention and expansion, workforce solutions, national marketing,
�� sustainable innovations, StartUp Dubuque, and Dubuque's True North. Just
" \\ announced in July as part of the Greater Dubuque 2022 Campaign Goals,
D U B U Q U E ' S � Finding Dubuque's True North was added by Greater Dubuque to bring
transformative change to Dubuque's vibrant, historic neighborhoods on
'y the city's North End. It will be a collaborative partnership of public and
�`��� Private entities that will continue to bring new energy to the area. The
program goals include removal of slum and blight, fostering of single-family
home ownership, and brownfields redevelopment for new businesses.
For more information on this initiative, visit www.greaterdubuque.org or call 563.557.9049.
� � • • • • • � • • • • - • • . :• � •