11 18 18 Legislative Dinner Documents• Mike Van Milligen, City Manager
• Carol Trueg, Chief Administrator, Holy Family Schools
• Iowa State Representative Chuck Isenhart
20TH ANNUAL LEGISLATIVE DINNER MEETING
NOVEMBER 28, 2018
GRAND RIVER CENTER, RIVER ROOM
1. Welcome/Introductions — Mayor Roy D. Buol 6:00 p.m.
2. Dinner Served
3. Overview of the City's Legislative Issues 6:15-6:30 p.m.
for the 2019 Legislative Session
4. Comments from Dubuque County 6:30-6:45 p.m.
• Dave Baker, Board of Supervisors
5. Comments from Dubuque Community 6:45-7:00 p.m.
School District
• Stan Rheingans, Superintendent
6. Comments from Holy Family Catholic School 7:00-7:15 p.m.
7. Comments from Legislative Delegation 7:15 p.m.
• Iowa State Senator Pam Jochum
• Iowa State Senator -Elect Carrie Koelker
• Iowa State Representative -Elect Lindsay James
8. Questions and Comments
THE CITY OF
Dui
Dubuque
AWiwirita City
SJ ('M;i}yyf
1111'
'
1
Masterpiece on the Mississippi 20132007.2020127
November 28, 2018
«CompleteOFFICIALNameAddress»
Dear «Title» «Last»,
City Manager's Office
City Hall
50 West 13th Street
Dubuque, IA 52001-4845
Office (563) 589-4110
Fax (563) 589-4149
TTY (563) 690-6678
ctymgr ncityofdubuque.org
www.cityofdubuque.org
The State of Iowa is an agricultural state and Dubuque supports ways that are devised to
support agriculture and rural communities. The things that I advocate for like education,
property tax backfill payments, Historic Tax Credits and Tax Increment Financing benefit all
cities, counties and school districts, large and small. This does not diminish the fact that the
economic engines in the State of Iowa are the population centers where most of the jobs are
created and most of the state tax revenues are generated.
Dubuque has the lowest property tax rate per capita of the 11 largest cities in Iowa (those
with a population larger than 50,000). In fact, Dubuque's property tax rate is 45% below the
average of the 10 other cities. By the end of the current 5 -year capital improvement program,
the City will be utilizing only 37% of the statutory debt limit and currently has general fund
reserves of 22%. Over the years, the City of Dubuque has reorganized and implemented
technology improvements and actually has 27 fewer full-time employees than in 1981, even
though the City now offers more services. Dubuque sets a very high standard when it comes
to fiscal responsibility.
When it comes to job creation and economic development, Dubuque is a leader in the
Midwest and in the State of Iowa.
"Would the last person to leave Dubuque please turn off the lights?" Residents used this
dark humor to help deal with Dubuque's dire unemployment rate which hit 23% in January
1982. High school and college graduates left for more prosperous cities and states, taking
their talent with them, with Dubuque losing almost 10% of its population in the 1980's.
Enter Tax Increment Financing. In 1985, the Iowa State Legislature amended urban renewal
law to allow cities to use Tax Increment Financing (TIF) for economic development purposes.
This tool simply directs the increase in property tax generated from property improvements to
the city, which can use this increment to clean slum and blight and as a financial incentive to
companies that invest and create jobs in the urban renewal area. This is how the City of
Dubuque built 1,468 acres of industrial parks, now home to 55 businesses, including 47 local
businesses that needed a place to expand.
«Title» «First» «Last»
November 28, 2018
Page 2
The City of Dubuque has committed $86 million in Tax Increment Financing incentives for
businesses since 1990 in the industrial parks and in downtown Dubuque. This has leveraged
$490 million in private investment by these businesses. With the use of TIF, businesses in
Dubuque have retained 3,988 existing jobs and created 6,428 new jobs. To date, 78 projects
have benefitted from the use of Tax Increment Financing.
Dubuque's responsible use of this only meaningful local economic incentive has created a
nationally -recognized transformation. The Dubuque metropolitan statistical area (MSA) total
employment for June 2018 was 60,500, a 61% increase since 1983 when total employment
was 37,600. In October 2018, the Dubuque MSA's unemployment rate was 1J%. Dubuque
County's Median Household Income (MHI) rose from $48,012 in 2009 to $56,154 in 2016, a
14% increase. In this same period, the national MHI increased by only 2.5%. Dubuque has
been ranked by Forbes, Kiplinger, the U.S. Conference of Mayors, the National Civic League,
and the Milken Institute as one of the best cities in the United States to live and work.
This has all been achieved through Planning, Partnerships and People, leading to
measurable outcomes. Dubuque believes in showing people we care, by our actions, so that
they can have hope to achieve their personal goals, whatever they might be.
Here in Dubuque we are worried about one of our key partners, the State of Iowa.
The State of Iowa is underperforming in critical areas. It is ironic and troubling that we
continue to hear about state legislation and rules that cut revenues available to local
governments. Recently state legislation was proposed that would eliminate the promise to
backfill past property tax reductions with state revenues, severely restrict the use of Tax
Increment Financing (the only viable economic tool used by local governments to support
growth in business investment and jobs) and eliminate or reduce Historic Tax Credits for
building rehabilitation. These all threaten the ability of local governments to respond to local
issues.
Information recently released by the State of Iowa Legislative Services Agency shows the
change in population in counties across Iowa (Attachment I). It is a frightening trend that
must serve as a wake-up call for all Iowans. If we want our children and grandchildren to be
able to stay in Iowa and be successful, we must all work to make Iowa a place of choice, not
only for businesses but also the workforce they will need to thrive. We should not be
considering the elimination of economic development and community rehabilitation tools, but
instead exploring how we can improve those tools to create more growth in jobs and
population and to make the incentives more competitive. We should not be pursuing ways to
starve cities, counties, and school districts of the funds they need. We should instead be
looking to diversify sources of revenues so local governments can invest in the future for the
benefit of the residents they serve, those here today and those we hope to be here in the
future.
Iowa Percent Change in Population by County 2010-2017
State of Iowa +3.2% (+99,356)
«Title» «First» «Last»
November 28, 2018
Page 3
There are 99 counties in the state of Iowa. Only 23 showed any growth at all over a 7 -year
period from 2010 to 2017. If you only consider counties that had at least 1% growth and
have cpopulation of 25,000 or more, only 1 1 of +1 -Ie nn counties met these criteria and four UI
them are in the Des Moines/Ames corridor. In fact, the Des Moines/Ames corridor accounted
for 81,808 (82%) of the 99,356 of the state-wide population growth.
Even some of the counties that include some of Iowa's larger cities showed very little growth
or an actual decline.
COUNTY % Population Change: 2010-2017
Woodbury (Sioux City) +0.1%
Muscatine (Muscatine) +0.3%
Pottawattamie (Council Bluffs) +0.0%
Jasper (Newton) +0.4%
Wapello (Ottumwa) -1.7%
Cerro Gordo (Mason City) -2.5%
Webster (Fort Dodge) -3.4%
Clinton (Clinton) -4.2%
Fortunately, Dubuque County showed a growth of 3.3%, achieving a population of
97,041.
The picture is just as discouraging when you look at the Estimated Population Migration from
2010 to 2016 (Attachment II). This measurement represents the number of people who have
moved to these counties vs. the number of people who have left. The State of Iowa
experienced a net inflow of only 24,643 people during this 6 -year period.
If you only consider counties that had a net positive change of at least 1,000 people, only 9
(9%) of the 99 counties met that criteria, with 4 of those in the Des Moines/Ames Corridor.
Fortunately, Dubuque County is one of those nine with a net migration increase of
1,389.
Last year, legislation was introduced in the Iowa Senate to eliminate over 3 years the
promised property tax backfill payments to cities, counties, and school districts. This would
have cost the City of Dubuque $344,233 in revenues in Fiscal Year 2019, $688,465 in Fiscal
2020, and $1,032,698 in Fiscal Year 2021 and each year beyond. This is on top of the loss
Dubuque experiences from the reduction of property taxes from apartment buildings that will
reach over $1.2 million per year by Fiscal Year 2024 and is not being backfilled by the State.
The legislation would have also reduced funding for the State of Iowa Historic Tax Credit
Program (HTCP). This is a significant source of financing for private developers across the
+4... u .+...; ..
JlQlc CIO LI icy 1 G IVVQLc VIU I.JUIIUIIIyJ aI IU l cpurpuoc LI IcI II, IIf\c UJJ ..'LJ III LI IG I IIJUJI II+
Millwork District that are creating commercial and retail space and hundreds of apartments
for workforce housing.
«Title» «First» «Last»
November 28, 2018
Page 4
Downtown historic redevelopment in Dubuque has added well over 2,100 permanent jobs in
buildings that had been underutilized or were deteriorating or vacant for decades. Dubuque
developers have completed 35 projects to date using the Iowa Historic Tax Credit Program.
Just over $42.5 .million in Iowa HTCP funding has leveraged over $143 million in private
investment. Dubuque currently has 19 more projects in the works, with an estimated $18.5
million in Iowa HTCP funding, which is expected to leverage approximately $56 million in
private investment.
Dubuque's responsible use of historic tax credits is nationally -recognized as noted in the Fall
2018 Preservation Magazine produced by the National Trust for Historic Preservation, in
Finding Dubuque: An Iowa City Rediscovers Its Sense of Place by Lisa Selin Davis:
"Never, in 15 years of writing about historic preservation, had I heard so many people
utter the words "historic tax credits" with such passion and reverence...The tour
helped me understand the unusually deep and detailed public-private partnerships that
are making Dubuque a model of economic development and community revitalization.
As impressive as these buildings are, just as impressive is the preservation fever that
has taken hold of the city. Preservation projects are creating ripple effects—bringing
in new blood, welcoming long -lost Dubuquers home, and encouraging people from all
over the city to participate in the salvation of historic Dubuque.
Anyone can restore a building. But Dubuque residents, together, are restoring a
community."
Information recently released by the State of Iowa Legislative Services Agency shows the
performance of Main Street Iowa communities from Fiscal Year 1987 – Fiscal Year 2018. Of
the Urban Main Street communities over 50,000 population, Dubuque has leveraged
$716,853,589 in private and public dollars invested in acquisition and rehabilitation. This
amount is the highest amount of any city and represents 37% of the $1,912,278,450 grand
total for the State of Iowa.
A 2018 report released by the Iowa Business Council, which represents many of the state's
largest employers, should be a great cause of concern for the State of Iowa. When
compared with how Iowa ranks among all 50 states in key metrics comparing the year 2000
with 2017, it is clear that Iowa needs to do more, not less, to support economic development,
job growth, and workforce development:
«Title» «First» «Last»
November 28, 2018
Page 5
Two bright spots in the analysis were:
2000 Ranking
2017 Ranking
Median Household Income
21
26
Gross State Product
29
30
8th Grade Reading Proficiency
11
17
8th Grade Math Proficiency
12
14
Education Attainment High School
9
11
Education Attainment Bachelor Degree
22
34
Gallup-Healthways Well -Being Index
7
19
Two bright spots in the analysis were:
We need healthy partners and partnerships to succeed. Locally we have that, and in the past
we have had that with the State of Iowa. The State has given Dubuque a Vision Iowa grant,
that led to over $400 million in investment in the Port of Dubuque. The State has given
Dubuque the Flood Mitigation State Sales Tax increment grant that has supported the $227
million Bee Branch Creek Watershed Flood Mitigation project. The State has allowed cities
and counties to use Tax Increment Financing, which has led to the retention and creation of
thousands of jobs in our industrial parks and the revitalization of downtown, the Port of
Dubuque and the Historic Millwork District. The State is now building the Southwest Arterial
with the support of the City and County of Dubuque.
Please do not listen to those that say the way to prosperity for the State of Iowa is to cut
revenues, programs and services, especially as they affect the least of our friends and
neighbors who might have fallen on hard times, or who might be dealing with the issues of
aging or who are disabled. Let's not look to states like Kansas and Oklahoma as models for
our future. Let's look at states like Minnesota, our colder and snowier neighbor to the north,
where agriculture is important as in Iowa and who thrives in spite of their weather challenges.
At the state level, please ask your legislative colleagues to stop pursuing billion dollar tax cuts
when the State struggles to pay its bills today. Please ask your colleagues to stop looking at
ways to restrict the use of Tax Increment Financing, one of the few viable economic
development tools local governments have to create jobs and revitalize blighted areas.
Please ask them to stop looking at eliminating the Historic Tax Credit program that creates
incentives for private developers to renovate historic buildings. Please ask them to stop
considering going back on their promise to provide backfill payments from when the State
reduced commercial and industrial property tax revenues to cities, counties and schools.
We need the State of Iowa to focus on how we can all work together to grow Iowa and to
make our communities a place of choice where our children and grandchildren want to stay
and new people want to come as we deal with the biggest problem identified by business and
industry and that is the availability of a skilled workforce. We need to focus on quality of life
2000 Ranking
2017 Ranking
State Public -Pension Funded Ratio
29
13
State Business Tax Climate
46
40
We need healthy partners and partnerships to succeed. Locally we have that, and in the past
we have had that with the State of Iowa. The State has given Dubuque a Vision Iowa grant,
that led to over $400 million in investment in the Port of Dubuque. The State has given
Dubuque the Flood Mitigation State Sales Tax increment grant that has supported the $227
million Bee Branch Creek Watershed Flood Mitigation project. The State has allowed cities
and counties to use Tax Increment Financing, which has led to the retention and creation of
thousands of jobs in our industrial parks and the revitalization of downtown, the Port of
Dubuque and the Historic Millwork District. The State is now building the Southwest Arterial
with the support of the City and County of Dubuque.
Please do not listen to those that say the way to prosperity for the State of Iowa is to cut
revenues, programs and services, especially as they affect the least of our friends and
neighbors who might have fallen on hard times, or who might be dealing with the issues of
aging or who are disabled. Let's not look to states like Kansas and Oklahoma as models for
our future. Let's look at states like Minnesota, our colder and snowier neighbor to the north,
where agriculture is important as in Iowa and who thrives in spite of their weather challenges.
At the state level, please ask your legislative colleagues to stop pursuing billion dollar tax cuts
when the State struggles to pay its bills today. Please ask your colleagues to stop looking at
ways to restrict the use of Tax Increment Financing, one of the few viable economic
development tools local governments have to create jobs and revitalize blighted areas.
Please ask them to stop looking at eliminating the Historic Tax Credit program that creates
incentives for private developers to renovate historic buildings. Please ask them to stop
considering going back on their promise to provide backfill payments from when the State
reduced commercial and industrial property tax revenues to cities, counties and schools.
We need the State of Iowa to focus on how we can all work together to grow Iowa and to
make our communities a place of choice where our children and grandchildren want to stay
and new people want to come as we deal with the biggest problem identified by business and
industry and that is the availability of a skilled workforce. We need to focus on quality of life
«Title» «First» «Last»
November 28, 2018
Page 6
issues, on job creation, on job training, on our children's education and on the future. To do
that we need tools at the local level and we need healthy, engaged and active partners. Let's
work together creating strategic initiatives around mental health, childcare, quality affordable
housing, job taruinninn workforce development, job creation and do wII this looking tuhnrounh an
equity lens. State of Iowa, you are our friend and we care about you. We want the State of
Iowa and the City of Dubuque to have hope to achieve our goals working together.
Sincerely,
,t,/1144
Michael C. Van Milligen
City Manager
MCVM:sv
Attachments
cc: Mayor Buol and City Council Members
Teri Goodmann, Assistant City
Population by County - 2016 Estimate
Total Population
, LYO'
f 11.754
CLIA
CSCEOLA CICKIN S{'iN EI.'L!ET
6,064 17243 9,658
CYBREN CLOY PAL 9 AL So
34,898 14,020 16.333 9,047
ROSSO HI
15,114
:(1HN IN ARCO ,';BETH MOUE_ L HU.;ARO YVO.NESH EK ALL -WAKES
10,631 7,572 10,763 9,332
HANCOCK GORLO.
10,835 43,070
R'O!OUIH 'CHEROKEE BUENA VISTA PDC 9H1:N'AS HUB e GI T C'R!GHT FRANKLIN
25,200 11,508 20,332 6,886
'..
()COEUR,"
SIDLI
city 102,77
8.898
C16 c .r; AUI(U•v
6.985 9.876 9.846
16.940
9,487
WEBSTER
36.76
12,779 10,170
FLOYO
15,873
BOIL EF
14,791
HALIETON HARDIN CR BNB),
15,076 17,226 12.313 132,904
20,561 13,884
CHICKASAW
12,023 "FA
11 CLAYTON
OREGER 20,054 17,590
24,798
AWi! NUCIIANAfi :E.". "-P.E ii;; HU(1
\Vater, 17.327
20,992 97,00
IPP. NO( URE ENE BOONE STORY. .
AR G:ALI.
20,437 9.011 26,532 Ames 40,312
97,090
HSINGS `H S, E"
14.149 11,800 5.678
I/ TIARA) ./
TERT. .TALI AS
10.625 84,516
PCLK
BEH'ON LPN (OLLS
17.319 25,699
.ASPER WCeFF 3:TIS
Ankeny
474,045 36.708
,".est Den Moines Des Moines
MAur;O;
18.533 16.311
I:•t.RUN rd4HASKA KECKIK
221,661 20,439
Rapt'',
3,1 NS!H, 18.454
146.547
fo.va rxtyFLUBGAINF
42,940
WASHINGTON
93,582 13,157 7.092 15,848 49,691 33,189 22,181 10,119 22,281
ounci B'tiffs
`ILLS ISONT1101'FR, ASAI:S
14,972 10.225 3.693
WASP
12.420
'.LARNE
9,309
LUCsS
8.647
BOOR OE =BELLO
7,870 34,982
JEFFERSON
18.090
FP:RUNT P.09_ TAW OR PA -..O.9 DECATUR 1hPYNE AGPANOCSE .A4 COR EF
6,950 15,391 6.216 5,068 8.141 6,452 12,462 8.860 7,271
Percent Change in Population - 2010-2016
IJIBA
11,142
HENRY
19.773 .1E',!.'9T;,u
39,739
LEI
34.615
;UTE (S,LIE DAR, (,"erH LIRCHEPO SHO (40 .'TNES !FN A_:AP.IAKEE
-2.2% -0.3% ,p_1 % -2.4%
3.5% -2.6%% -2.0% 3.0%
0.9
DIRS.14ES FAITHA'ASTA
-3.r! 0.4%
-4.5% -2.4%
NFL'0n1 RT ;IRr,Ht FG4PP. N
3.3°/, 3.4% -4.8%
-2.6%
RI".. -I. FP
-0.5%
CHI:KA;_,
3.3%
CRF" FG
2.2%
-2.4% 3.1"„
-„ETTE
-0.0%
-3.0 %
Sioux
Cay
OOD!URY
0.6%
C:LCOutl
-1.5% -4.6% ( 1.8 %
3.3%
-3.8% -1.055.
r,Fu,ms
-1.1%
EusHABFN ,,T'..::,TOH C',H900E
CC.
0.2% -2.5% 3.6`/0
-LL
-0.8% -2.5%
POTTAV/ATTAIPJE
0.5%
Council Bluffs
MILS:MONIGOMEI
-0.6% ''._= -4.8%
., .PAGE._...-.
3.4%
VIASNNGTO
2.7%
-0.2%
MUSCATINE
0.5%
LOUISA
AN
-0.9
CLARKE LUCAS "'WONROE
0.2% -2.8% -1.3%
WAPHPLO
-1.8%
TAYLOR L HMGGOLD
-1.6% -1.2%
CEGATUR
3.7%
0.8%
APPAN00SE
3.3%
VHS
1.2%
VAN BUREN
3.9/
i-8% (TES ATONES
-1.5%
101
3.5%
Dubuque
172,47
3.7%
SCGTT
4.4%
en ort
Top Five Actual
Change by City:
1. Ankeny: 13,045
2. Des Moines:
12,039
3. West Des Moines:
7,951
4. Ames: 7,226
5. Iowa City: 6,536
Attachment I
3,134,693
Iowa Population
Estimated Population
3,693 - 10,000
10,001 - 12,500
112,501 - 17,500
17 501 - 35,000
- 35,001 - 474,045
6. Major Cities
Top Five Counties:
1. Polk: 474,045
2. Linn: 221,661
3. Scott: 172,170
4. Johnson: 146,547
5. Black Hawk: 132,904
Top Five Cities:
1. Des Moines: 215,472
2. Cedar Rapids: 131,127
3. Davenport: 102,612
4. Sioux City: 82,872
5. Iowa City: 74,398
Statewide:
+2.9%
Percent Change
+88,338
Population Change
Percent Change
1111. -8.3%--5.0%
-4.9%--1.0%
-0.9% - 1.0%
1.1%-5.0%
-5.1%-27.8%
43 Major Cities
Top Five Actual
Change by County:
1. Polk: 43,405
2. Dallas: 18,381
3. Johnson: 15,665
4. Linn: 10,435
5. Scott: 7,250
Bottom Five
Actual Change by County:
99. Clinton: -1,807
98. Lee: -1,247
97. Webster: -1,244
96. Cerro Gordo: -1,081
95. Fayette: -826
Sources: U.S. Census Bureau, 2016 Population Estimate; LSA calculations
LSA Staff Contact: Adam Broich (515.281.8223) adam.broich(5Iegis.iowa.gov
LS
LEGISLATIVE
SFRVTCP.S AGENCY
Servilke 91,: Iowa LcgitLu u'e
Estimated Population Migration - April 1, 2010 to July 1, 2016
Dom: -168 OSCEOLA
Int: 14 Dont -439
Net: '1- Int: 27
'r Net. -412
SIOUX ( 013111E11
Dont -796 j: Dont -336
Int: 381 Int: 61
Net: -415 Net: -275
1
ka PLYMOUTH
Dom: -144
Int: 121
Net: -23
I CHEROKEE
1 Dont: 2
t -378
InNet: -376
tICKr15oN
Donn 747
Int: 37
Net: 784
CLAY
Dont -363
Int: 16
Net: -347
Bl1ENAVISTA
Dorn: -1.169
Int: 445
Net: -724
DA SAC
Dom: -39 Dont -273
Int: 4 Int:0
Net: -35 Net: -273
M01G ILA CRAWFWD
Donn 3 Dom -763
Int: 15 Int: 189
Net: 18 Net: -574
IWdASON
Dom: -617
Net: -617
EAMIET KOSSUTH
Dom: -654
Int: 73
Net -581
Dont -282
mom(' Int: 24
Dom: -306
Net: -268
Int: 75
Net: -231
P00041011585 wht vl 110
Dom: -315 Int 4
IM: 14 i Net: -242
Net: -301
W1181113/00
Dom: -193
Int: 0
Net: -193
HANCa131
Dom: -390
Int: 17
Net: -373
WO ROI
Dont 29
Int: 4
Net: 33
CERRO GORD0
Dom -1.162
Int 233
Net -929
PIRIGHT IRANCON
Dom: -391
Int: 46
Net: -345
Dont -551
Int: 8
Net: -543
WEBSTER
CALHOUIHAMILTON HARDII
Dont -109 atn: -1401
IM: 9 rn' i Dom: -738 Dont -137
Net: -100 :-1,11 52 -691
-47Net:76
Net: -61
CARROLL GREBE 8009E STORY
Dont-511 Dom: -217 Dorn 223 Dom: 22
IM: 21 Int: 14 IM: 0 Int: 4,836
Net: -490 Net: -203 Net: 223 Net: 4.858
SHELBY 11108/608 't GUTHRIE
Dom -327 Dom: -182
Dom -346 Int: 5 [ IM: 24
Int: 122 ;Net: -322' Net: -158
Net: -224
Dont -15
telt:^21t4
Net: -1,300
CAS5
Dom: -522
Int: 9
Net: -513
MITCHELL
Dom: -14
Int: 39
Net: 25
FLOYD
Dorn -403
Int: -5
Net: -408
BARER
Dont 8
Int: 58
Net: 66
G PERM
Dorn: -166
Int: 6
Net: -160
TAMA
HOWARD WNIESHEK ;ALLA3A1EE
Dant -433 Dorn: -618
Int: 20 Int: 97
Net: -413 Net: -521
Dom: -316
Int: 20
Net: -296
17LICHASAV
Dom -354
Int: -1
Net: -355
BYftIF&82
Int: 154
Net: 236
BLACK HPEOK
Dont -2.996
Int 1,594
NO: -1,306
MARSHALL Dont -567
Dorn -1.598 Int 28
Int 867 Net: -539
Net -731
DALLAS POLK JASPER
Dont 11,526. Dont 13,223
Int: 1,579 Int: 7,852
Net: 13,105 Net: 21,075
1084R MADISON
Dam -357 Dont 14
Int: 0 Int: 35
Net: -357 Net: 49
Dom -406
Int: 43
Net: -363
FAYERE CLAYTON
Dont -683
Int: 110
573
BUCHM AN
Dom: -490
Int: 31
Net: -459
BE111011 ural
Dom: -792
IM: 47
Net: -745
10IVESHEK IOPIA
. Dom -376
Int: 267
I Net: -109
Dom -119
Int: -6
Net: -125
KEOKUK
Dont -482
Int: 6
Net: -476
Dont -547
Int: 38
Net -51x1
Attachment II
OELA11811E DU8UOUE
Dont -665 Dom: 780
Int: 15 Int: 609
Net: -650 Net: 1.389
Dom: 1,714
IM: 2,b62
Net: 3,776
40U15011
Dom 2,818
Int: 5,663
Net: 8,481
WASIVEGTON
Dom: 150
Int: 40
Net: 190
...FADS MONIGOlERY. ADAMS UNION CLAPKE LUCAS MOIROE WAPELLO JEFFERSONi Dom: -194 Dam -321 ` Dont -2E Dorn: -82 Dont -109 Dom: -262 Dont -29 Dom -1.182 004TC -338
Int: 3 IM: 11 Int: 0 Int: 54 Int: 6 Int: 43 1M: 13 Int 436 IM: 1,661
Net: -191 Net: -310 Net: -289 Net: -28 Net. -103 Net: -219 Net: -16 Net -746 Net: 1,323
FREM ONIT PAGE TAYLOR RINGGOLD OECAIUR WAYNE APPA1100SE DAVE 411 SIREN
Dom: -368 Dom -375 Dont -175 Dom: 76 Dom -363 '. Dont 24 Dont -264 Dom: -244 Dont -297
Int: 11 Int: 64 Int: 47 Int: 10 Int: 48 Int: 6 Int: 14 Int: 0 Int 1
Net: -357 Net: -311 Net: -128 Net: 86 Net: -315 Net: 30 Net: -250 Net: -244 Net: -296
Note: Top figure represents the annual inflow of domestic population; middle figure represents the annual
international inflow; and bottom figure represents the sum of the domestic and international inflow and outflow,
estimated between April 1, 2010 and July 1, 2016.
Statewide Estimated
Five -Year Change - 2010-2016:
Domestic Change: -10,683
International Change: +35,326
Net Migration Change: +24,643
Statewide Estimated
One -Year Change - 2015-2016:
Domestic Change: -3,392
International Change: +6,336
Net Migration Change: +2,944
Top States for Iowa Movers - 2015-2016
Illinois
Nebraska
Missouri
Texas
Florida
949
710
-3,163
-4,881
5,407
Figures at the end aline bar
indicate netpopulation change
Moving from Iowa
Moving to Iowa
5,000 10,000 15,000 20,000
JONES
Dom: -249
Int: 47
Net: -202
CEDAR
Dom: -92
Int: 35
Net: -57
MUSCAIDE
DOILY -1 174
Int 339
Net: -795
LOUTA
Dont -636
Int: 192
WW1 Net: -444
Dam: -520 DES MORES y
IM: 48
Dom -759
Net: -477 2 Int. 153
Net: -606
Dom: -1 169
Int: 106
Net: 1;063
IACKSON
Dom: -256
Int: 12
Net: -244
GUNrOII
Donn -2.171
Uri: 178
Net: 1.993
SCO1T
Dont 12.38
Int: 1.244
Net: 2,482
Net Migration
Population
Change
-2,975 - -1,000
-999--500
-499 - 0
1 - 500
501- 1,000
1,001 - 21,075
Highest Domestic Net Migration Gain - 2015-2016
Illinois
Minnesota
North Carolina
Nebraska
New Jersey
7
rgwer ac cne end o(rhe Oar
Micoce net Popubuur charge
Moving from Iowa
Moving to Iowa
4 5,000 10,00D 15,000 20,00D
Highest Domestic Net Migration Loss - 2015-2016
Flonoa
Texas
South Dakota
California
Georgia
-1,446
-1,257
5,000
-4,891
-3,163
Figgres al the end of Ueba,.
iid<ew ne t papa tan change
Moving from Iowa
Moving to Iowa
10,000 15,000 20,000
Sources: U.S. Census Bureau, Estimates of the Components of Resident Population Change, LSA calculations
LSA Staff Contact: Adam Broich (515.281.8223) adam.broich@a leois.iowa.ctov
LEGISLATIVE
SERVICES AGENCY
Stnwins the loan L.ceTi1(a411rt
The Honorable Pam Jochum
Senate Chamber
Iowa Capitol Building
Des Moines, IA 50319
The Honorable Chuck Isenhart
House Chamber
Iowa Capitol Building
Des Moines, IA 50319
The Honorable Carrie Koelker
Senate Chamber
Iowa Capitol Building
Des Moines, IA 50319
The Honorable Andy McKean
House Chamber
Iowa Capitol Building
Des Moines, IA 50319
The Honorable Lindsay James
House Chamber
Iowa Capitol Building
Des Moines, IA 50319
The Honorable Shannon Lundgren
House Chamber
Iowa Capital Building
Des Moines, IA 50319
Dave Baker
dave.baker@dubuquecounty.us
Daryl Klein
daryl.klein@dubuquecountyus
Jay Wickham
jay.wickham@dubuquecounty.us
ubttgtte Cottnf,
L?oarcl o/_ CuerviiorJ
COURTHOUSE - 720 CENTRAL AVENUE
DUBUQUE, IOWA 52001-7079
www.dubuquecounty.org
Dubuque County Board of Supervisors
2019 Legislative Priorities
Phone: 563-589-4441
Fax: 563-587-3836
Commercial Property Tax Backfill - Counties consistently try to find efficiencies in how they spend
taxpayer resources. From 2013 to 2016 the county budgets in our Urban County Coalition have increased
about 1.6%, while the state's budget during the same period has increased by 18%. The state made a
commitment to backfill the revenue loss that was a result of the reduction in the commercial and
industrial property tax rates. In addition, the changes in the multi residential rates took effect in FY17
(and is not backfilled) which will have an additional adverse effect on local revenues. We expect the State
to make sure it continues to follow through on its promise to backfill the property tax loss.
Mental Health Funding- -We appreciate that the legislature followed through on the recommendation of
SF 504 and appointed an interim study committee to address the issues of mental health funding. These
issues are simply too important to wait until we have another funding crisis. While regions work through
the process of complying with the directives of SF 504 and HF 2456, the legislature should keep its
promise and discuss permanent funding solutions. In addition, we still strongly oppose any transfer of
additional responsibilities from the state to regions without the commitment to provide additional
resources. Without this commitment, the state would be placing an additional burden on local property
taxes.
We also continue to oppose the ending balance caps that that were implemented in SF 504. We propose
the elimination of these year-end caps of the MHDS funds.
Children's Mental Health Programs- Regions understand that is does make sense to have one entity
coordinating the spectrum of mental health care for Iowans, but we strongly oppose any additional
responsibilities for local governments without providing additional funding. Simply raising the current
mental health levy cap puts an unjustifiable burden on local property tax payers. The state must be a
reliable partner in funding any additional responsibilities placed on regions.
Unfunded and Underfunded Mandates - We encourage the Legislature to act to reduce the instances of
cost shifting identified and eliminate the burdens these place on property tax payers. The two areas that
have the largest impact on local property taxes are colocation of state offices (DHS) and courthouse
maintenance and security, but there are many others.
• Housing State Offices at Local Taxpayer Expense — Currently some counties are forced to house a
variety of state agencies (DHS and the Courts, for example) and receive little or no reimbursement
from the State. In addition, counties are forced to pay for expenses such as postage and office supplies
at local taxpayer's expense. We request that the State no longer require that counties subsidize the
local office expenses of state agencies. We would encourage the legislature to pay particular attention
to the document storage requirements of the Department of Human Services,
• Courthouse Security and expenses- Like the housing of state agencies, local taxpayers are bearing the
entire burden of upgrading, modifying, or even replacing aging courthouses. There is a court expense
added to virtually every criminal or civil action but none of this money goes to pay actual courthouse
expenses. We would request that the state allocate a portion of these funds to counties for courthouse
maintenance and security. This is also an area where the state imposes costs on local governments by
not moving the agencies to a paperless document storage program like it has other state agencies.
• Paper Document Storage — Publishing Costs — Reduce publishing costs to local governments to
publish meetings and legal notices on-line and require only a summary to be published in local print
outlets Additionally Ilow-counties-to-publish-irronly one newspaper e -would -also -encourage -the
legislature to provide a more clear definition of proceedings.
EMS Services - We encourage the state to work with counties and municipalities to help find ways to
expand emergency medical services and to expand it to essential service designation. Rural Iowans deserve
the same access to emergency services that those in more urban areas enjoy. In many areas of our state it
simply takes too long to respond to a medical emergency. Additionally, when emergency services are
available, those responding often lack the necessary training to provide advanced lifesaving aid. Where you
live in Iowa should not determine if your chances to live.
Iowa Public Employees Retirement System: Iowa has the most solvent and well funded public
retirement systems in the United States. It has maintained that status with conservative investment
policies and conservative growth projection. IPERS is an important and effective recruiting tool to help
government agencies attract talented workers. We would encourage the legislature to carefully consider
the long-term implications to that viability before any changes are made to the current system.
Water Quality - We support the funding of the Iowa Water and Land Legacy fund established by
constitutional amendment. We would also ask the legislature to look closely at local partnerships that
have been established and are having an effect. These efforts, including watershed management
authorities, should be given the resources they need to make sure the work they are doing can continue.
We believe that any additional solution that is considered should include a shared financial burden
between both urban and rural partners.
Opioid Epidemic - We recognize the spread of opioid -related abuse and deaths, including abuse and
deaths related to the use of heroin and abuse of prescription drugs, and the effects this abuse has on
communities. We encourage the General Assembly to seek additional measures that mitigate and curb the
abuse of opioids and other injection -drugs. We appreciate the action the legislature took to enhance the
Iowa Prescription Management, a key part of any strategy employed to reduce the use of the abuse of
prescription drugs. We thank the Legislature for beginning to address the opioid crisis during the 2018
session. Though opioid -related deaths in Iowa are down, opioid abuse causes other impacts on Iowa
families including:
An increase in accessing and using the family courts or DHS services as children are removed from
homes where opioid abuse is present;
An increase in accessing mental health services and trauma -informed care for children in families
or homes where opioid abuse has been present;
We continue to encourage the Legislature to adequately fund the drug courts.
Tax Credits: Tax credits play a major role in rebuilding communities. While we understand that these
programs should be used judiciously, we believe that the current tax credit programs work (such as
Historic Tax Credit, the Endow Iowa Tax Credit, and the renewable energy tax credits). Any policy that
proposes to change the way these credits currently work should be carefully balanced against the
economic/tourist value if implemented.
Tax Increment Financing: We understand that this is an important tool (and one of the few left) to local
governments to encourage economic development. Should changes be considered, we ask that the
legislature make counties more active partners in the use of TIFs.
Medicaid reimbursement to County owned facilities: Counties that still have county hospitals are not
receiving the state set rate for RCF services. MCO's are paying the lower negotiated rate (80%). The
counties in our Urban County Coalition that are providing these services did not negotiate this rate and in
the -absence -of a -negotiated rate-the-MCO's should be -required -to pay -the -state rate. The current -system of
managed care has failed and the Legislature must address the issue by returning to the previous system or
finding other sustainable options.
Restore Full funding for De -categorization: Funding for the Decat Boards is appropriated via 1.)
Legislative Allocation 2.) Transfer of Child Welfare funds from the DHS Service Area Manager 3.)
Transfer of funds from the Chief Juvenile Court Officer. In FY16 the Decat Boards did not receive the
roughly $5 million Transfer of DHS Child Welfare funds. This resulted in a nearly 80% decrease in
funding for some Decat Boards and the elimination of many critical programs that help prevent children
and family involvement in the child welfare and juvenile justice systems. The Urban County Coalition
urges the Legislature to shift the primary funding for Decategorization away from Child Welfare
Transfers to a comparable increase in annual legislative allocation to allow for improved fiscal planning.
REAP - We encourage the Legislature and the Governor to fully fund the program at the $20 million
level.
Trail Funding - We believe that these funds should be focused on identifying and addressing the issues
of trail connectivity across our state.
County Bonding - We believe that in matters of public finance, counties should be treated in the same
manner as cities. We support allowing counties the same flexibility in bonding for certain projects that the
cities currently enjoy. We also ask that the limit be raised to a consistent level with cities, currently five
million dollars. In addition, the definitions of essential county purpose have not been updated to address
new challenges faced by counties. We ask that the following categories be added to essential county
purposes: disaster recovery, disaster mitigation, water quality initiatives, and courthouse improvements
and upgrades.
Emergency Management Agency Funding — The current funding formula does not adequately address
the needs of the urban counties in Iowa. Eliminate the funding cap on urban counties. We also encourage
the State to pass through 80% of the federal funding it receives to counties.
Dig Once Policy - We support the adoption of a Dig Once Policy, which would require any construction
project and/or road construction project by any government entity to include funding for engineering and
materials to install conduit that it can then be sold or leased to private sector companies and/or used by
other government entities. The spirit of the Dig Once Policy is not to be a revenue/profit driver for the
entity that installs the conduit, but rather to encourage and stimulate the future deployment of
telecommunications technologies.
Other benefits of a Dig Once Policy are: protecting newly and recently paved roads and sidewalks;
enhancing the uniformity of construction; ensuring efficient, non -duplicative placement of infrastructure
in the PROW; reducing overall costs of all underground work in the PROW, both utility- and
telecommunications -related for public and private parties; and facilitating private communications
network deployment by reducing construction costs.
OY ••�
sem, Dubuque
COMMUNITY SCHOOLS
2019
LEGISLATIVE
PRIORITIES
••
k..,,,*Dubuque
COMMUNITY SCHOOLS
2300 Chaney Road 1 Dubuque, Iowa 52001-3059 1 563/552-3000 1 www.dbqschools.org
FINANCIAL LITERACY
Dubuque was a leader in the movement to require financial literacy for all
students and we believe it is essential for students in today's world to master
financial literacy. However, implementation of the 2018 mandate places a
significant burden on urban students and schools. WE SUPPORT a phase-in of
the requirements which would first apply to incoming freshman July 1, 2019,
include local flexibility in content delivery, and remove the explicit standards from
Iowa Code as they would be better set by the Iowa State Board of Education.
1ofDISTRICT AUTHORITY
WE SUPPORT the continued belief that School Boards are responsible to make
decisions on behalf of their students, staff and communities to meet the goals
their district.
EXTEND STATE PENNY SALES TAX
The statewide One -Cent Sales Tax has helped schools address the age-old
problem of equity and adequacy for school facilities. In Dubuque, it has helped
maintain vibrant educational facilities, address population growth and infuse
the local economy.
WE SUPPORT eliminating the sunset permanently, allowing districts to
maintain facilities and technology without needlessly increasing property
taxes. Future state penny revenues should remain dedicated to schools and
property tax equity/relief.
WE SUPPORT eliminating the $170 difference in the district cost per pupil
in the school foundation formula and close the expenditure gap in school
transportation costs.
TEACHER and ADMINISTRATOR SHORTAGE
Iowa, the Dubuque area included, has an educator shortage. Adequate funding is
essential for public schools to compete with the private sector for employees. WE
SUPPORT flexibility in certification requirements, elimination of licensure barriers,
acceptance of alternate evidence to demonstrate mastery, loan -forgiveness and
creation of a public-service track within Iowa's CTE plan, all of which will help
schools meet the challenge of attracting and retaining tomorrow's educators.
STUDENT MENTAL HEALTH SERVICES
Students with mental health challenges need Iowa to fund services,
barriers, and clarify funding sources and responsibilities, which m
critical partners and wrap-around services. Medicaid and private
pay for telehealth counseling provided virtually to students while
Students with mental health challenges need Iowa to fund services, eliminate
barriers, and clarify funding sources and responsibilities, which must include
critical partners and wrap-around services. Medicaid and private insurance must
pay for telehealth counseling provided virtually to students while at school.
SCHOOL SAFETY
Dubuque has made great strides in school safety in recent years and student/
staff safety remains a top priority. Dubuque, and urban schools like us, would
benefit from additional resources, training and support of school safety
including resources for technology and facilities through extension of the state
penny, and state funding for security personnel and training to protect against
active shooter and other emergency situations presenting harm.
mommasi
INVEST IN IOWA'S FUTURE
Public schools are the answer to Iowa's workforce challenge, as we educate a
diverse workforce with the skills necessary to fuel our future.
Adequate funding is required to:
» fulfill the goal of restoring Iowa's first -in -the -nation education status,
» deliver world-class learning results for all students,
» develop a world-class workforce to secure Iowa's economic future, and
» recruit, retain and reward Iowa's excellent educators of today and the future.
The cost per pupil must be sufficient to fuel school districts and AEAs, but
adequacy is not enough. Equity requires our formula to meet student need
as poverty in Iowa has nearly doubled in the last two decades. Iowa's school
formula must recognize the needs of students from low-income or non-English
speaking families, or at -risk of dropping out, to fund programs for student
success. Early investment increases access to quality preschool programs which
prevent higher costs later.
A strong school finance system requires commitment to the principles of primacy.
adequacy, equity, and flexibility. Iowa's investment in public education should
mirror economic growth and make up for shortfalls when the economy is robust.
New state resources must supplement, not supplant existing resources. Iowa's
future depends on stable and balanced tax policy that generates enough money
to fund Iowa's priorities, including the education of Iowa's children.
THE PROMISE
OF IOWA
Dubuque students, and public school students across the state, are the Promise of Iowa.
We believe that public schools are vital to the success of our young people, our
communities, our economy and our state. We agree that strengthening investments in
Iowa public schools must be a priority for our state.
Learn more about the Promise of Iowa at: www.promiseofiowa.org
TOGETHER.
WE inspire.
WE teach.
WE engage.
WE learn.
WE challenge.
WE empower.
WE live.
WE rise.
WE succeed.
Toge+her, we shape q future of suGGess.
FOR ALL.
Stay connected with the Dubuque Community School District!
2300 Chaney Road, Dubuque, Iowa 52001-3059 563/552-3000 www dbgschools.org
Learn more about the strategic plan at: www.dbeyschoois.org/strategicpL
OUR MISSION
TO DEVELOP world-class leaders
AND citizens of character
IN A safe and inclusive
LEARNING COMMUNITY
t-.
O
O
O
r
r
r
11111111
OUR VALUES
The Board of Education values: -
OUR VISION
Unfolding the potential of every
student by empowering the teacher/
student relationship through:
promoting the roles and
responsibilities we all have in the
21st -century learning process;
removing barriers;
• creating an environment where
character and citizenship count;
• leveraging content knowledge
to become critical thinkers and
problem solvers; and
• providing multiple pathways to
unlocking student potential.
• Essential skills of digital -age
literacy, inventive thinking,
effective communication, and
high productivity
• Innovative programming options
• Extra -curricular activities and
character development
• Building leadership capacity for
all employees
• Community engagement and
multiple ways of communication
• Being transparent, ethical, equitable
and using resources wisely
et t•
R R R
E
key,; Dubuque COMMUNITY SCHOOLS
STRATEGIC
PLAN
))»» 2018-2023
°so
SUCCESS FOR ALL.
Student Achievement
and Development
Empower all students with the education and skills
necessary to live healthy, rewarding lives as confident,
successful individuals.
Community Engagement
Broaden meaningful, active engagement among students,
parents and community/business partners to enhance
diverse learning opportunities for all students.
Effective Resource
Management
Maintain fiscal stability, maximize efficiency of
district operations and align resources to support
dynamic teaching and learning.
Employee Excellence
Expect staff to meet the needs of students effectively and
in a caring way, and to demonstrate behaviors and attitudes
that are consistent with the belief that all students can learn.
)ACTION STEPS
for Creating an Optimal Learning Environment
Strengthen instructional delivery in district and
partner preschools.
Enhance instruction to more deeply engage
students in their learning.
Empower students to take an active role in
fostering a safe learning environment.
Individualize learning to meet the needs of each
student.
Provide students with greater choice in their
educational experience.
Challenge present practices as related to equity
and inclusion to close the achievement gap.
Motivate non -participant students to engage in
extracurricular activities.
Educate and engage parents/guardians and
community members in preparing children for
entering school.
Immerse students in learning through community
internships and career -focused opportunities.
Provide ongoing opportunities to further engage
parents/guardians and community members in
student learning.
Enhance security measures to maintain a safe
physical environment.
Align financial resources to support student
success while ensuring fiscal stability.
Further embed technology tools to enhance
teaching and learning.
Prioritize renovation and construction projects to
support student learning.
Ensure an environment in which we expect and rely
on staff to make quality decisions.
Reinforce and support a staff culture of high
expectations and engagement for all students.
Enhance leadership development of administrators.
>>> OUTCOMES
�l-
® °lx;
a
} Kindergarten Readiness
...._....__......._............................................................_............................_..........._.........._........
Increase proficiency on the FAST reading assessment:
» Fall 2017: 46% meet/exceed benchmark
* 2023 Goal: 65% meet/exceed benchmark
Third -Grade Proficiency
Increase proficiency on the FAST reading assessment:
» Fall 2017: 60% meet/exceed benchmark
* 2023 Goal: 85% meet/exceed benchmark
Increase reading proficiency on the Iowa Testing Program
Fall 2017: 71% proficient
3 2023 Goal: 76% proficient
Increase math proficiency on the Iowa Testing Program
» Fall 2017: 69% proficient
* 2023 Goal: 74% proficient
Eighth -Grade Proficiency
Increase reading proficiency on the Iowa Testing Program
» Fall 2017: 70% proficient
* 2023 Goal: 75% proficient
Increase math proficiency on the Iowa Testing Program
» Fall 2017: 74% proficient
* 2023 Goal: 79% proficient
11th -Grade Proficiency
Increase reading proficiency on the Iowa Testing Program
>> Fall 2017: 73% proficient
* 2023 Goal: 78% proficient
Increase math proficiency on the Iowa Testing Program
» Fall 2017: 81% proficient
* 2023 Goal: 86% proficient
College / Career Readiness
Increase the number of students having a college/career
experience (AP, PSEO, Concurrent, PICC, Internships, etc.)
» Current: not available
2023 Goal: 100% of graduates
Increase the number of students taking a post -secondary
qualifying exam (ACT/AccuPlacer/ALEKS/SAT/ASVAB)
» Current: not available
* 2023 Goal: 95% of graduates
Graduation Rate
Increase the four-year graduation rate
>> Class of 2016 four-year rate: 89.76%
2023 Goal: 92.00%
Increase the five-year graduation rate
» Class of 2015 five-year rate: 93.15%
* 2023 Goal: 95.00%
Creating an international model for Sustainability
Dubuque, Iowa
Sustainable Dubuque
Sustainability in Dubuque
Table of Contents
Building on Partnerships
The Beginning
Building a Replicable Model for Sustainable Communities
Dubuque is a 4 -STAR Certified Community
Our Vision - Dubuque's 12 Sustainability Principles
A Resilient and Equitable Community of Choice
An Integrated Model
Economic Prosperity
Environmental Integrity
Social/Cultural Vibrancy
Building a Smarter City
Partners In Sustainability
5
6
6
7
8
10
12
14
16
18
20
22
First Historic First Urban Curbside Environmental Downtown Mayor Roy
Farmers Preservation Main Street recycling Stewardship Master Plan Buol signs US
Market in Commission Program launched Advisory developed Conference of
Iowa formed in U.S. Commission 1 Mayors' support
Vision 2000 established Multicultural of Kyoto Protocol
Family Center
opens
ta
City Council sets
Sustainability
as Top Priority
First Green
Vision School
award
First curbside food
scrap collection
program in Iowa
Sustainable
Dubuque Task
Force formed
1st Annual
Growing
Sustainable
Communities
Conference
Dubuque
participates in
AIA Sustainable
Design Assessment
Team process
Mayor Buol
founding member
of Climate
Communities
Named
All -America City
Every Child I Every
Promise created
City hires first
Sustainability
Coordinator in
Iowa
Project HOPE
launched
Historic
Millwork
District
Master Plan
IBM & Dubuque
partner to create
the first Smarter
City in North
America
Sustainability
Innovation
Consortium
launched
Dubuque 2.0
facilitates
community
dialogue around
sustainability
City hires Smarter
Sustainable
Dubuque
Coordinator
Unified
Development
Code provides
standards for
sustainable
development
Petal Project
launched
Northeast Iowa
Community
College
launches Green
Jobs Training
Program
Mayor Buol
recognized as a
Top 10 Innovator
by Connected
World magazine
Council adopts
50% by 2030
GHG reduction
target
Green & Healthy
Homes Initiative
launched
Dubuque County
Smart Planning
Consortium
formed
University of Iowa
Iowa Initiative
for Sustainable
Communities
partnership
launched
Catfish Creek
Watershed
Management
Authority created
Named
All -America City
City hires first
Community
Engagement
Coordinator
in Iowa
Schmid
Innovation
Center building
rehabilitation in
Millwork District
completed
Greater Dubuque
Development
hires Director
of Sustainable
Innovation
Named
All -America City
Community
Health &
Safety added
to Sustainable
Dubuque
framework
City Council
adopts
community goal
of 50% reduction
in greenhouse
gas by 2030
Inclusive Dubuque
launched
Grants to Green
supports energy
efficiency in
non -profits
Bee Branch
Watershed
Project receives
Iowa Flood
Mitigation
Board funding
Named
White House
Climate Action
Champion
STAR
Communities
4 -STAR Rating
Community
Equity Profile
released
Mayor Buol leads
a delegation of
mayors from
Mississippi River
communities at
the Paris Climate
Conference
Resilient
Community
Advisory
Commission
established
HUD National
Disaster Resiliency
Competition
awards $31.5
million to
Bee Branch
Watershed Flood
Mitigation Project
Linseed Oil Building and
Novelty Iron Works building
rehabilitation projects in
Millwork District completed
Alliant Energy
installs 6 MW
of utility solar
Named
All -America City
Adopted
Imagine
Dubuque 20 year
Comprehensive
Plan based on
Sustainability
principles
Dubuque
County Energy
District
launched
Dubuque
County Food
Policy Council
formed
Water &
Resource
Recovery Center
generates fuel
from excess
methane
3
BUILDING ON
PARTNERSHIPS
ooholoolim rof.k1 *A Rm ;Irit fr. . 1"4".6neOc•
'' "4" " - ; i, n . b11 UP !s P ieving !ts sustainability vision.
DUBUQUE, IA is one of the oldest cities on the Mississippi River and the oldest community
in Iowa. The people of the Midwest are descendents of individuals who valued rich farmland and
abundant water, and who left a legacy of sustainability for us to build upon.
STREET MURAL PAINTED BY COMMUNITY MEMBERS
IN THE WASHINGTON NEIGHBORHOOD
DUBUQUE'S SUSTAINABILITY VISION is grassroots and community -driven. Beginning in the 1980s, when Dubuque led the
country in unemployment and had lost its connection to the Mississippi River, residents and business owners found a way to change Dubuque,
making it a new kind of national leader for the 21st century.
SUSTAINABLE DUBUQUE IS THE CITY'S BRAND
Dubuque has established itself as a regional and national leader in its ability to collaboratively partner to achieve community goals. What Dubuque
is achieving collectively today through its Sustainable Dubuque model is the direct result of the knowledge and understanding that sustainability is
a balanced approach to long-term life quality. It is a rare approach to life quality where no one in the community is excluded... everyone who wants
to do so can participate and contribute. It is about providing citizens and businesses with information so they can save money, save resources,
and reduce their carbon footprint. That is what is unique in Dubuque's ability to continue to innovate and transform. The City of Dubuque and
its partners are working to create a replicable model of sustainability for cities under 200,000, where over 40 percent of the US population lives.
Sustainable Dubuque is who and what we are; it is our brand; it is our recognizable logo; and it is our future.
Ccd
'USTA1NABLE
DUBUQUE
viable • livable • equitable
[more Susta4lahlg
ithu;fr, e II
ROY D. BUOL
Mayor of Dubuque
today's Qeneration and tomorrow's.
TOM WAGNER MIKE DONAHUE
Chairperson of the Board, Dubuque Chairperson, Greater Dubuque
Area Chamber of Commerce Development Corporation
CHAD CHANDLEE
Chairperson, Board of Directors,
Community Foundation of
Greater Dubuque
KELLEY DEUTMEYER
Executive Director, East Central
Intergovernmental Association
DUBUQUE IS PROUD TO HAVE BEEN NAMED AN ALL -AMERICA CITY FOUR TIMES IN JUST 10 YEARS!
The All -America City Award is considered the Nobel Prize of local government. The projects and initiatives that
Dubuque was recognized for, including the Campaign for Grade -Level Reading, America's River Project, Historic
Millwork District revitalization, workforce development programs, and Crescent Community Health Center, are all
shining examples of public and private partners collaborating to create a more Sustainable Dubuque.
Dubuque
AII-America City
NATIONALQVC I EQ.1E
1 I I® r
2007.2012
2013.2017
"We're developing processes where people can make
good decisions that will save them money and that
will be sustainable beyond this generation. We call
it making sustainability sustainable."
—Roy D. Buol, Mayor of Dubuque
Engaging citizens as partners.
After serving 10 years on the City Council, Roy D. Buol ran for the office of Mayor in 2005. His platform
was based upon "engaging citizens as partners," and what he heard from thousands of citizens was
a consistent theme surrounding water quality, recycling, green space, public transit, cultural vitality,
accessibility and downtown revitalization. During the 2006 City Council goal -setting process, Mayor Buol
proposed and received full support from his council colleagues to focus on sustainability as a City top
priority, stating "cities that get out in front on sustainability will have competitive economic advantages
in the future." What soon became known as Sustainable Dubuque is a City Council adopted, community -
created, and a citizen -led initiative whose story officially began in 2006. A City Council priority each year
since, we are continually working to expand awareness, create partnerships, and encourage initiatives
involving all sectors of our community. Dubuque became an early leader on the sustainability front.
In 2006, Mayor Roy D. Buol signed on to the U.S. Conference of Mayors'
Climate Protection Agreement in support of the Kyoto Protocol.
Since then, Dubuque has strived to create a replicable sustainability model for all communities, particularly those with
populations under 200,000 where over 40% of the United States lives. Ours is a model that includes building on existing
assets, community visioning, setting aggressive targets, strong partnerships, and performance management.
TODAY, we are creating that model with citizen and business leadership and in collaboration
with regional partners. Setting Dubuque apart from many other communities, ours is a model that
is embraced by the business community as we use sustainability as a tool to retain and support
existing employers, attract new opportunities, and support workforce development. It is a model
that is based on data collection so that we can track our progress as a community and set informed
targets using those indicators. And finally, it is a model that includes our regional partners, as we
realize that so many of the issues that are part of our sustainability model, like water quality and
strong transportation systems, are not issues that stop at political boundaries.
4 -STAR
CERTIFIED COMMUNITY!
Dubuque has achieved a 4 -STAR rating under the STAR
Community Rating System (STAR), a national certification
measuring a community's environmental, economic, and
social efforts to achieve sustainability.
How did Dubuque become a 4 -STAR Community?
In 2014, over 30 Sustainable Dubuque partners collected data to measure our progress towards national
sustainability standards. Dubuque earned 468 of 120 points, a significant achievement.
The STAR framework is comprehensive, including everything from how safe our residents feel, how successful
our schools are, and how fast our emergency response times are, to things like workforce readiness, housing
affordability, and civic engagement.
EDUCATION,ARIS
-EQUITY & m -HEALTH &
0 r "a
-NATURAL,
7
Eagle Point
ART ON THE RIVER I MISSISSIPPI RIVERWALK
Community Design
The built environment of the
past, present and future which
contributes to its identity,
heritage and sense of place.
Smart Energy Use
Energy conservation and expanded
use of renewable energy as a
means to save money and protect
the environment.
Resource Management
The benefits of reducing, reusing
and recycling resources.
Regional Economy
A diversified regional economy with
opportunities for new and green
markets, jobs, products and services.
Green Buildings
A productive and healthy
built environment.
Community Knowledge
Education, empowerment
and engagement to achieve
economic prosperity,
environmental integrity and
social/cultural vibrancy.
Healthy Local Foods
The benefits of wholesome
food from local producers,
distributors, farms, gardens
and hunters.
Community Health and Safety
Systems, policies and engagement to
ensure that all residents have access
to healthy and safe lifestyle choices.
After identifying sustainability as a top priority, the Dubuque City Council moved
immediately to create a city-wide citizen task force, supported by City Staff, to
develop a comprehensive definition of what sustainability meant to our community.
Aptly named the "Sustainable Dubuque Task Force," the representation included
individuals who brought diverse backgrounds and interests to the process,
including local government, schools, utility companies, religious organizations,
neighborhood associations, youth organizations, non -profits, environmental
organizations and business stakeholders. The group met over the next two years,
collecting community -wide input through meetings and surveys to develop a vision.
The results of these efforts were used to develop the Sustainable Dubuque vision
and model which focuses on a balanced approach to life quality and includes
"economic prosperity, environmental integrity, and social/cultural vibrancy."
Viable Livable
ECONOMIC
PROSPERITY Equitable
SOCIAL /
CULTURAL
VIBRANCY
Reasonable Mobility
Safe, reasonable and
equitable choices to
access live, work and play
opportunities.
Healthy Air
Fresh, clean air, reduced
greenhouse gas emissions
and minimized health risks.
Clean Water
Water as the source of life,
seeks to preserve and manage
it in all forms.
Native Plants & Animals
Biodiversity through the
preservation, restoration and
connection of nature and people.
"Dubuque is a viable, livable and equitable community. We embrace
economic prosperity, environmental integrity, and social/cultural
vibrancy to create a sustainable legacy for generations to come."
COMMUNIT OF CHOIC
Community Engagement is Occurring Across a Broad Spectrum
When the Sustainable Dubuque Task Force brought its final recommendation to the City Council in 2008, it came with
the support of the private, non-profit, and public sectors. The Sustainable Dubuque framework has become the prism
through which city operations are developed and analyzed. Much of Dubuque's story can be attributed to a motto of
People, Planning & Partnerships. And when it comes to partnerships, individuals and organizations prescribe to the
concept of collective impact, the idea that broad-based, cross -sector collaboration is imperative to affect community
change, rather than the siloed efforts of individual organizations. In current initiatives like efforts to create a more
welcoming community or the 3rd grade reading initiative, the City and its partners are creating relevant entrance points
in order to engage residents in transparent, meaningful ways.
50% by 2030
The 50% by 2030 Community Climate Action and
Resiliency Plan is a grassroots -created target to
achieve community -wide greenhouse gas reduction 50%
below 2003 levels by the year 2030, adopted by the City
Council in 2011. The target was brought to them by the
Dubuque Community Greenhouse Gas Reduction Task
Force, a partnership of local environmental nonprofits,
faith based organizations, private sector green business,
and individual activists, with strong input from local
business partners.
Inclusive Dubuque
Inclusive Dubuque is a local network of leaders from faith,
labor, education, business, nonprofit and government dedicated
to advancing justice and social equity in the local community.
Its mission is to advance equity and inclusion to meet the
economic and cultural needs of a diverse community. Over
60 network partners gather monthly to support and learn from
each other regarding diversity, equity and inclusion. Inclusive
Dubuque acts as a hub for data and communication, facilitator
of connections and partnerships, and accelerator of learning
and progress. In 2015, Inclusive Dubuque collected data
and host community dialogues to produce Dubuque's first
Community Equity Profile, which will use quantitative data
and community feedback to measure how diverse groups are
affected by various systems such as economic wellbeing, safe
neighborhoods, education, health and more.
prepare
Resilient Community Advisory Commission
The Resilient Community Advisory Commission was created in 2016. Through
a robust community engagement process, residents provided input to define
resiliency as "the ability of individuals and systems to prevent, prepare
for, and recover from adverse vulnerabilities while adapting to long-term
changes." The Commission reviews research and data, engages the public,
and provides recommendations to the City Council in order to create a more
resilient community that is able to prevent, prepare for, and recover from
potential economic, environmental, and social/cultural vulnerabilities.
Vision Education
The Green Vision Education program, organized by the Dubuque Metropolitan Area Solid Waste Agency,
recognizes and encourages area schools for their sustainability efforts. Staff, students and parents assess
Energy Efficiency, Resource Management, Pollution Prevention, Sustainable Purchasing, and Eco -Literacy in
their built environment and collaborate to incorporate these areas into their curriculum. Community partners
meet regularly with school green teams to identify opportunities for sustainability improvements. Pre-
kindergarten through high school students compost the food scraps from their lunches, create walking school
buses, enforce no -idling policies, plant school gardens during their school day, learn about the culture of their
communities, and serve as educators for the larger Dubuque community.
Opportunity Dubuque
Opportunity Dubuque is a collaborative job -training effort developed
in response to local employers' identification of the greatest barrier to
future growth: a skilled workforce. Through this initiative, individuals
are able to complete a short-term certification program to upgrade
their skills with 100% of their costs paid. This program creates
non-credit to credit career pathways and ultimately fills employers'
demand for talent in high -wage, high -demand careers. This program
eliminates financial barriers to participants, including the unemployed
and underemployed, high school students, those interested in hands-
on learning, and dislocated workers, by providing scholarships. Local
employers are engaged in designing the training/curriculum and
support orientation, training, and interview.
Progress:
• 655 students have been accepted
and placed into the program
• 527 have graduated in advanced
manufacturing, information
technology, healthcare, construction,
transportation, and others, and 23 in
training or scheduled for training.
446 of the graduates (96%) are
employed or continuing education 6
months after completion
30+ employers participating
As sustainability is a holistic approach to creating a better quality of life
for all, Dubuque is working with local, state and federal partners to break
down administrative and funding "silos" in order to create a replicable,
integrated model for resiliency.
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i' rirrf-s
HOME ADVOCATE
The City's Bee Branch Healthy Homes (BBHH) and Lead Hazard Control programs utilize an
innovative home advocacy approach to improve housing conditions. In the homes where structural
work is being completed, advocates meet with the families to assess their general needs. The
advocate then helps the family develop a personal resilience plan and works one-on-one with
residents to improve their ability to overcome challenges. Successful outcomes are measured by
determining, through follow up visits with each family, a better comprehension or utilization of
available resources or a better circumstance from the initial assessment.
The home advocates have built a strategic network of partners that meet quarterly to identify
resource gaps in our community and build holistic programmatic solutions. As a result, they are able
to connect families with the health, economic, education, social, and built environment resources
they need to create a more resilient neighborhood and community. This multi -faceted approach
creates a stronger link between the resident's health and the home environment where they reside.
FOSTERING INNOVATION
For a more resilient and equitable community
RESILIENCY is the ability of individuals and
systems to prevent, prepare for, and recover from adverse ---
vulnerabilities while adapting to long-term changes.
AN EQUITABLE COMMUNITYiswelcoming,
L--- fair, and just with the opportunity for people to have the realistic
hope of achieving their goals.
BEE BRANCH WATERESHED FLOOD MITIGATION PROJECT
The Bee Branch Watershed, where more than 50 percent of Dubuque's
residents either live or work, is the area hit hardest during rain events.
Six Presidential Disaster Declarations were issued between 1999 and
2011 because of flash flooding that resulted in an estimated $70
million in damages. The Bee Branch Watershed Flood Mitigation Project
is a multi -faceted approach to addressing the severe and frequent
flash flooding experienced in the watershed.
The Bee Branch Creek Restoration is the key component of this multi -
phased project. It involved replacing almost one -mile of storm sewer
with a creek and floodplain that resembles the one that traversed
the area more than 100 years ago. Now called the Bee Branch Creek
Greenway, the restored creek carries large volumes of stormwater
downstream to the Mississippi without flooding adjacent properties.
It also serves as a linear park with a multi -use trail, scenic overlooks,
playground, amphitheater, educational areas, benches, lighting, and
more than 4,000 plantings. To reduce the amount of stormwater runoff,
approximately 240 alleys in the watershed will be converted to permeable
green alleys. Green alleys allow water to pass through the surface and
filter into the soil below. They reduce runoff, replenish ground water,
and improve water quality. To date, 82 alleys have been converted. In
addition, storm sewers in flood prone areas are being expanded up to
ten times their current capacity. This will help prevent localized street
flooding and basement flooding as witnessed in the past.
The Bee Branch Healthy Homes Resiliency Program assists low- to
moderate -income residents make repairs and implement on site
stormwater management principles to decrease environmental health
and safety issues from flooding. Over five years, approximately 270
single -unit and multi -family housing units will be made more resilient.
The $226 million flood mitigation project will protect nearly 1,400 homes
and businesses that are prone to flooding and prevent an estimated $582
million in damages over its 100 -year design life.
RE-ENGAGE DUBUQUE
Re-engage Dubuque is a partnership
to connect young people age 16 to 21
who did not complete high school to
alternative education options and post-
secondary education/training.
Re-engagement coaches work with
these young people to develop
personalized plans for completing a
high school diploma or a High School
Equivalency Diploma (HSED) and
exploring options for further study.
Since August 2012, the initiative's
coaches have connected with over 430
dropouts and enrolling them in online
courses, alternative and traditional high
schools and adult education programs.
As of Fall 2016, 126 individuals have
completed the program.
Maker spaces and innovation labs at the Key City Creative Center, Creative Adventure Lab, Carnegie -
Stout Public Library, and National Mississippi River Museum & Aquarium are creating unique spaces
to welcome young entrepreneurs and creative individuals to Dubuque. These engaging spaces
strengthen our community's capacity for innovation, attract and develop young entrepreneurs,
build the skillsets necessary for tomorrow's workforce, and intentionally create interactions that are
helping us solve our community's most challenging problems.
IMAGINE DUBUQUE
The comprehensive plan serves as a guide for the community's physical, social, and economic
development. Through a robust community engagement process, the 2017 Imagine Dubuque
comprehensive plan, a Call to Action, was created. A year of community outreach produced over
12,500 ideas from all sectors of Dubuque, and an intentional focus on equity and inclusion ensured
that the demographics of participants reflected the demographics of the community. The Plan's ten
chapters closely mirror the three pillars of the Sustainable Dubuque model, and define a roadmap
for the community to follow for the next twenty years. The STAR Community rating system provides
the backbone for measuring progress towards the comprehensive plan goals.
DUBUQUE'S TRUE NORTH
Greater Dubuque Development Corporation focuses on six pillars of its mission: business
retention and expansion, workforce solutions, national marketing, sustainable innovations,
StartUp Dubuque, and Dubuque's True North. Announced in July 2017 as part of the Greater
Dubuque 2022 Campaign Goals, Finding Dubuque's True North was added by Greater Dubuque
to bring transformative change, in partnership with the Dubuque's True North Corporation, to
Dubuque's vibrant, historic neighborhoods on 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,
redevelopment of Central Avenue, and brownfields redevelopment for new businesses.
13
UNIFIED THERAPY SERVICES GREEN RIBBON -CUTTING CEREMONY
DUBUQUE INDUSTRIAL CENTER WEST
ECONOMIC PROSPERITY
Creating green jobs. Expanding markets. Saving money.
MULTI -GENERATIONAL BUSINESSES and start-ups
are creating cutting-edge technology participating in the Sustainable
Innovation committee. Supported by Greater Dubuque Development
Corporation, they meet on a regular basis to explore opportunities to
collaborate in sustainable economic development and opportunities for
product expansion, financial incentives and job creation.
The Petal Project is a green business certification program created by the
East Central Intergovernmental Association that provides a framework for
businesses and organizations dedicated to reducing their natural resource
use to benefit the environment and their bottom line. The program helps
businesses achieve sustainability in five categories: waste reduction,
energy conservation, pollution prevention, staff education and water
conservation.
DubuqueWorks is a regional partnership bringing employers, funding
partners, workforce experts and educators together to meet the workforce
needs of local employers. Under the umbrella, partners focus on three
goals: 1) Human capital, 2) Skill development, and 3) Collaboration &
evaluation. While each focusing on their respective strengths, partners
work together to identify and address recruitment, retention, and relocation
needs, build workforce capacity through a variety of employer -defined
training programs, and utilize best practices and analytics to ensure they
are improving outcomes for local employers.
In 2015, the Downtown Farmers' Market partnered with various
non -profits to increase access to healthy local foods for all residents.
Customers use SNAP benefits to pay for produce through EBT
transactions, receive free rides on The Jule public transit when traveling
to and from market, and can participate in market tours and cooking
demonstrations to learn about healthy lifestyle choices. In 2016, partners
launched Double Up Food Bucks, an initiative to provide a dollar for
dollar match for EBT/SNAP recipients.
Project HOPE (Helping Our People Excel) is an employment initiative
created in partnership by the Community Foundation of Greater Dubuque
and DubuqueWorks designed to dissolve barriers and help service
providers, education and training providers, employers and job seekers
build bridges to establish equitable, long-term employment opportunities
for all, including the unemployed and under employed.
Dubuque was ranked one of the ten best American cities to work in
technology by SmartAsset.com (August 2014.) Ranking based on pay for
tech workers, percentage of tech workers in the workforce (representing
high levels of opportunity in the field), and low cost of living indices. Tech
workers in Dubuque make 1.86 times more than the city average, the
highest ratio on this top 10 list.
1
8
1
s
5
4
3
2
0
6.5% of all ne new p Nate sector
jobs in Iowa (2009-2015)
Source: Iowa Workforce Development
3% OF
IOWA'S
POPULATION
prismiropm
IMPROVEMENT 1985 - DEC. 2017 % SINCE 2000
New Construction
$246 million
92%
Building Rehabilitation
$379 million
90%
Real Estate Sales
$171 million
14%
Public Improvements
$128 million
94%
Net New Jobs
+ 4,222
69%
Total Improvements
$754 million
92%
Total Improvements
Since 1985:
$754 million
Net New Jobs
Since 1985:
+ 4,222
MEDIAN HOUSEVAip INCOME
THE ARTS MEAN BUSINESS!
IMPACT OF LOCAL ARTS AND CULTURE
$36
$47 million
annual economic activity!
7 million in
• household
income to local
residents
r1
ANNUAL INCOME
60000
50000
40000
30000
20000
10000
N
00
M
Ln
co
Lr)
2000 2015 2017 GOAL
IN 2000, DUBUQUE
COUNTY'S MEDIAN
HOUSEHOLD INCOME (MHI)
WAS 5.7% BELOW THE
NATIONAL MHI. IN 2015,
DUBUQUE'S MHI WAS 1.3%
ABOVE THE NATIONAL MHI.
Dubuque MHI
INCREASE IN DUBUQUE
COUNTY EMPLOYMENT
FROM 1983-2018
15
ENVIRONMENTAL
INTEGRITY
Reducing emissions. Clean air and water. Healthy living.
OVER ONE MILLION SQUARE FEET of historic
warehouse space is being redeveloped in the Historic Millwork District.
While private building owners are committed to renovating the warehouses
using sustainable best practices, the public sector is creating complete
streets that are accessible for all. The $200 million mixed-use, livable
neighborhood will be home to diverse housing options, entrepreneurial
businesses, a thriving arts and culture scene, open spaces, and the
marriage of historic preservation and energy-efficient technologies.
Dubuque's Water & Resource Recovery Center, the City's wastewater
treatment plant, underwent a nearly $70 million facility upgrade in 2013.
The facility uses anaerobic digestion to convert wastewater sludge to 12.5
tons of fertilizer per day. During the digestion process, methane gas is
produced, which is captured, cleaned and burned to power turbines that
generate electricity for the facility. Through operational efficiencies and the
conversion of waste to electricity and heat, the plant saved $606,000 in
operating costs in its first full year of operations.
The plant also contributes significant environmental benefits, removing 10
tons of oxygen demand per day, which previously went into the Mississippi
River, and using 400 kilowatts less per year, which results in 4,715 metric
tons of carbon dioxide equivalent not going into our atmosphere. It also
processes high-strength waste from local businesses, saving companies
like Hormel 60% on their disposal costs, and generating revenue for the
City. In 2016, the City Council approved a partnership with BioResource
Development and Black Hills Energy to inject excess biogas into the natural
gas pipeline, creating additional environmental benefits and an income
source for the City.
The Catfish Creek Watershed Management Authority was created in
partnership with Dubuque County and neighboring communities in 2012
to educate watershed residents about the resource and the impact their
actions have on that resource, specifically reduction of nutrient loading
and runoff, and to complete projects that improve the quality of the diverse
57 square -mile watershed.
The Jule public transit system has undergone a complete transformation
of routes and vehicles. While right -sizing the fleet, the Jule expanded
programs and services to reach new audiences. The Rack & Ride program
allows passengers to use bicycle racks free of charge with the purchase
of a regular bus fare ticket. Project Concern, The Jule and Project Concern
collaborated to address the issue of transportation for low-income and
homeless individuals through creation of Project Pass, which provides
transit passes to empower them to become more self-sufficient. Project
Pass provided over 5,800 to help residents seek employment, get to work,
and reach medical appointments.
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ni
DUBUQUE'S WATER AND RESOURCE RECOVERY CENTER
OUTCOMES
how are we doing?
97189% of Dubuqe residents
live within 1/2 -mile walk of
a public space or park
National threshold is 85%
foil Fir/A1,\ t l ,"r!
4
GREEN ALLEYS
ARE EXPECTED TO
REDUCE AMOUNT OF
STORMWATER RUNOFF BY
'16%1
INCREASE IN PUBLIC
RIDERSHIP
.TRANSIT
OVER THE LAST •
5 YEARS.
Elevated Blood Level %
6
5
2
1
Since 1997, Dubuque's Childhood Lead Poisoning Prevention Program has addressed lead poisoning as a
result of old housing stock through lead remediation, education, and engagement of health care providers.
CDC level of concernl0 ug/dl
2000 2001 2002 2003 2004 2005 2006 2007 2008
CDC level of
concern revised
5 ug/dI
in 2012
2009 2010 2011 2012 2013 2014 2015 2016 2017
* 2015-2016 data inconclusive
COMMUNITY GOAL:
50% REDUCTION IN
GREEPNOUSE GAS BY 2030
• IS
1,266,234 mt CO2e (metric tons of CO2 equivalent)
1,109,916 - a 10.6% reduction
2030 goal: 633,117
= a 50% reduction
17
SOCIAL/CULTURAL
VIBRANCY
Preserving people. Livable neighborhoods.
In October 2014, Mayor Buol accepted the White House My Brother's
Keeper Community Challenge. The Challenge encourages communities
across the nation to connect within their communities, identify local
disparities, look to research based practices, and leverage existing assets
in order to address six education, safety, employment, and physical,
mental and social health milestones in the lives of young people in their
community. National and local statistics indicate that low income youth
and youth of color often fall behind in many areas. In Dubuque, the My
Brother's Keeper network consists of partners across sectors who are
focused on identifying and acting to remove gaps faced by boys and
young men of color from cradle to college to career, in order to insure that
Dubuque continues to deliver on upward mobility for all of our children.
Community gardens are growing throughout the City. The Dubuque Rescue
Mission, Dr. John Viner and Washington Neighborhood gardens offer healthy
produce to homeless and at -risk populations. The St. Luke's wading pool
garden program creates small urban gardens on properties with little or no
green space, and a partnership with St. Stephen's Food Bank delivers excess
produce to those in need.
The Four Mounds Foundation HEART program has provided over 6,300 youth
with meaningful education through service learning, skill building for green
jobs, and connections to post -secondary education and employment while
rehabilitating dilapidated, existing properties, helping to reuse embodied
energy of existing buildings and revitalize traditional, urban, walkable
neighborhoods that have suffered disinvestment and blight.
Established in 2004 through a partnership of the Dubuque Community
School District and City, the Multicultural Family Center empowers all
families and community members to reach their potential and build
unity out of diversity. The Center offers over 30 programs per month and
partners with over 75 organizations to welcome new residents to Dubuque
and connect people of many cultures.
Through a strategic alliance with the Community Foundation of Greater
Dubuque, Every Child I Every Promise engages our community to promote
collaboration among youth -serving agencies, eliminate duplication of
services, gather effective data, and create a more efficient system to
deliver the Five Promises to youth: Caring Adults, Safe Places, A Healthy
Start, An Effective Education, and Opportunities to Serve. Most recently,
partners have been working together to implement their All -America City
award-winning Third Grade Reading plan.
The CHANGE (Comprehensive Housing Activities for Neighborhood Growth
and Enrichment) Initiative is a campaign of neighborhood revitalization
and an extension of sustainability to specifically address marginal
properties, affordable housing and home ownership. Targeted outcomes
of the program include increased flood protection, increased home
ownership, reduction of households in poverty, greater landlord and tenant
responsibility, and stabilization and increase of property values. From
2016-2022, $22.1 million will leverage tens of millions of dollars in private
investments to improve 725 housing units.
Photo by Digital Dub
ADULT ART CLASSES AT MATTER
TASTE OF THE WORLD, MULTICULTURAL
FAMILY CENTER
ART ON THE RIVER DRAWS THOUSANDS
OF VISITORS EACH YEAR
1
1
OUTCOMES
how are we doing?
/CRIME CLEARANCE RATES
CRIMES AGAINST
PERSONS
Dubuque PE.:
88.8%*
National:
45.6%**
*Calendar Year 2011 **Calendar Yea_
CARDIAC ARREST
SURVIVAL RATE
15.56% DUBUQUE
10.6%
NATIONAL
Based on 2015 data from the American Heart Association
Upward Mobility
In Dubuque, children born to parents in the
nation's lowest income category* had a 17.9
percent chance of being in the highest
income category before reaching age 30. The
national average is 10.6 percent.
*category = quintile or 20%
Source: The Equality Opportunity Project, 2013
PRIOR TO 2000, NO RESIDENTS LIVED WITHIN A MILE OF A BIKE/HIKE
TRAIL NETWORK. AS OF 2015, 81 PERCENT OF DUBUQUE RESIDENTS
LIVES WITHIN A MILE OF A BIKE/HIKE TRAIL.
DUBUQUE PACIFIC ISLANDER HEALTH PROJECT
Assisting and supporting the Pacific Islander people
in obtaining appropriate healthcare services.
Pacific Islanders
in Dubuque
192
Pacific Islander
patients
qPacific Isln ofander
' populatio
Ifocus working
with a case manager.
Q
19% of focus has diabetes
33% ofthose patients diabetes
is considered to be poorly controlled.
93% of focus has hypertension
14% of those patients hypertension
is considered to be controlled.
28% of qualifying population has (, 33% of qualifying population has
participated in cervical cancer screening
participated in colorectal screening
Pacific Islander patients are actively contacting Crescent
community Health Center when they encounter barriers to
community resources because they are engaged and have
a more trusting relationship with Crescent staff.
19
BUILDING A
SMARTER SUSTAINABLE DUBUQUE
Giving people what they need (reliable information specific to them) so they can do what they want
(save money and resources, improve the environment and local economy, improve health.)
Smarter Sustainable Dubuque is the research function of the Sustainable Dubuque initiative, a unique public/private partnership
between the City of Dubuque, IBM Watson Research Center's Global "Smarter Planet" Initiative and other key partners . The project was
initiated in September 2009 when the City of Dubuque and IBM announced their intentions to make Dubuque one of the first "smarter"
sustainable cities in the U.S. The first $30,000 in "seed" money was provided by the Greater Dubuque Development Corporation. It has
grown into a collaboration that includes over two dozen industries and eight state and federal agencies.
It is the development of new "smarter" technologies coupled with community outreach and implementation strategies to create a
replicable, international model of sustainability for communities of 200,000 and under, where over 40 percent of the U.S. population
resides. The model will integrate community engagement and education, more energy-efficient ways of operating municipal services and
buildings, decreased carbon emissions, new job creation, increased financial savings, resource conservation and a higher quality of life
for the entire community. It will also document the competitive opportunities that come through "smarter" resource utilization.
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SMARTER
TRAVEL
SMARTER SMARTER
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SMARTER SMARTER
HEALTH & DISCARDS
WELLNESS
SMARTER CITY.
How is Dubuque Getting Smarter?
With the support of public and private partners, Dubuque is exploring and
using new "smarter" technologies and strategies to deliver or better utilize
vital services such as water, energy, and transportation to its citizens while
reducing the community's impact on the environment. These new technologies
digitize and connect city systems, sense, analyze and integrate data, and
allow Dubuque to respond intelligently to the needs of citizens. It also provides
consumers and businesses the information specific to their households or
businesses that they need to make informed decisions about how they can
reduce consumption and improve their economic bottom lines. Collecting and
analyzing this information is giving consumers and city policymakers new
insights on how to conserve Dubuque's resources, become more sustainable,
and improve their opportunities in an increasingly competitive world economy.
Pilot results show consumers can
generally be divided into three groups:
200/ High engagement interest:
Want more data and less direction
6 o' Medium engagement interest:
Want more direction and Tess data
20%
Low interest:
Want better defaults, based on
data exceptions and anomalies
Smarter Water
Dubuque's Smarter Water Pilot Study was conducted during the City's
community -wide water meter replacement project. More than 300 Dubuque
households participated in this 12 -month pilot study and had access to a
dashboard that provided near real-time, personalized information about
their consumption habits. The dashboard displayed water usage in gallons,
cost, or by carbon footprint. The portal also provided leak detection and
notification, and comparative data.
The Pilot Results:
• 6.6% decrease in water utilization
• 8 -fold increase in leak detection and response
• 61% of participants made a change in the way they used water
Smarter Electricity >
Dubuque's private electrical utility provider, Alliant Energy, partnered to
installed nearly 1,000 Advanced Metering Infrastructure (AMI) meters in
volunteer homes. The user dashboard allowed participants to compare their
use to their own history or other households most "like them," set goals for
use reduction, and compete in community challenges.
The Results:
• IBM Research determined that roughly 26% of average household use
in Dubuque is "phantom power" (electricity which is being consumed by
appliances when not in use.)
• Usage reduction among pilot study participants ranged from 3% to 11%.
• 45% said they found specific ways to reduce based on their individual use.
Smarter Travel
By recruiting 1,000 Dubuque volunteers to install a Smarter Travel app
on their smartphones and another 500 public transit users to carry radio
frequency identification (RFID) tags, this study collected anonymous data on
how, when, and where volunteer participants traveled within the community
and identified opportunities to reduce vehicle miles traveled.
In addition to helping volunteers make smarter decisions about how they
travel, the aggregate data collected is used by the City and its partners to
implement policies, build infrastructure, and shape public transit routes
that incorporate lower -impact options sought by citizens.
Smarter Health & Wellness
This study was designed to explore how a combination of new technology and
community engagement assists participants in achieving wellness goals
as well as exploring the link between conserving resources, reducing one's
carbon footprint, improving the individual and local economy, and health.
Two smartphone applications sensed activity and movement while providing
data on goals and comparative "how am I doing" feedback. This research
will be used to integrate health and wellness outcomes into implementation
of additional pilot programs.
Smarter Discards >
More than 300 households volunteered in this project by allowing their
weekly trash, recycling, and food scraps/yard debris setout weights to be
collected in anonymized form. A personalized portal provided diversion
tips for beneficial use, household goal challenges, insights into household
discard patterns, and analytics that compare discard generation with other
households with similar profiles. Volunteers increased diversion by 5%
and reported changed consumption habits. Results will drive future public
education efforts and program design.
Smarter Data >
The newest undertaking. Creating an ecosystem of solutions, services,
data/application marketplaces and collaborative environments, which
would allow public authorities, organizations, and citizens to interact and
work together in an "open data landscape" and accelerate the creation
of economic value. The vision is the "democratization of data" through
integrated systems of engagement (SoE), systems of insight (Sol) 21
and systems of record (SoR).
Local & National Partners
Dubuque is poised to build upon strong
partnerships to advance sustainability goals
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REALIZING THE IMPACT OF LOCAL ACTIONS
on the global climate, Dubuque is engaged in state, regional, and national organizations and initiatives in order to
create a more sustainable future. These collaborations offer Dubuque and other communities the chance to share
best practices, learn from each other, and support regional and national initiatives and programs.
Dubuque leadership is actively engaged in the following national organizations:
• Climate Communities (www.climatecommunities.us)
• ICLEI — Local Governments for Sustainability (www.icleiusa.org)
• Urban Sustainability Directors Network (www.usdn.org)
• The Funders Network for Smart Growth and Livable Communities (www.fundersnetwork.org)
• International City/County Management Association Sustainability Committee (www.icma.org)
• Mississippi River Network — 1 Mississippi (www.lmississippi.org)
• America's Great Watershed Initiative (www.agwi.org)
• Mississippi River Cities & Towns Initiative (www.nemw.org)
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Alliant Energy (www.alliantenergy.com)
Black Hills Energy (www.blackhillsenergy.com)
Catfish Creek Watershed Management Authority
(www.catfishcreekwatershed.org)
City of Dubuque (www.cityofdubuque.org)
Clarke University (www.clarke.edu)
Climate Communities (www.climatecommunities.us)
Community Foundation of Greater Dubuque (www.dbqfoundation.org)
Creative Adventure Lab (www.creativeadventurelab.org)
Dubuque Area Chamber of Commerce (www.dubuquechamber.com)
Dubuque Community School District (www.dbqschools.org)
Dubuque County (www.dubuquecounty.org)
Dubuque Initiatives (www.cityofdubuque.org/dubuqueinitiatives)
Dubuque Main Street (www.dubuquemainstreet.org)
Dubuque Metropolitan Area Solid Waste Agency (www.dmaswa.org)
East Central Intergovernmental Association (www.ecia.org)
Four Mounds, HEART Program (www.fourmounds.org)
Green Dubuque (www.greendubuque.org)
Greater Dubuque Development Corporation (www.greaterdubuque.org)
Holy Family Schools (www.holyfamilydbq.org)
ICLEI (Local Governments for Sustainability) (www.icleiusa.org)
Iowa Economic Development Authority (www.iowaeconomicdevelopment.com)
Greater Dubuque
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Iowa Department of Transportation (www.iowadot.gov)
Iowa Department of Natural Resources (www.iowadnr.gov)
Iowa Department of Cultural Affairs (www.iowaculture.gov)
Iowa Environmental Council (www.iaenvironment.org)
IBM (www.ibm.com)
Inclusive Dubuque (www.inclusivedbq.org)
Iowa State University Extension (www.extension.iastate.edu)
Loras College (www.loras.edu)
Multicultural Family Center (www.mfcdbq.com)
National Endowment for the Arts (www.nea.gov)
National Trust for Historic Preservation (www.preservationnation.org)
National Mississippi River Museum & Aquarium (www.rivermuseum.com)
Northeast Iowa Community College (www.nicc.edu)
Operation New View (www.operationnewview.org)
Petal Project (www.petal-project.com)
University of Dubuque (www.dbq.edu)
U.S. Economic Development Administration (www.eda.gov)
U.S. Environmental Protection Agency (www.epa.gov)
U.S. Department of Energy (www.energy,gov)
U.S. Department of Transportation (www.dot.gov)
U.S. Department of Housing & Urban Development (www.hud.gov)
...and the participating individuals, businesses and
organizations that make up these coalitions.
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AWARDS & RECOGNITIONS:
Among other distinctions, public-private partnerships have earned Dubuque the following recognitions:
▪ 2006, 2017, 2018 Iowa Great Place
- 2007, 2008, 2010, 2011, 2012 100 Best Communities for Young People, America's Promise Alliance
2007, 2012, 2013, 2011 National Civic League AII-America City
2008 Most Livable Small City in the United States, U.S. Conference of Mayors
> 2008, 2010 Natural Resources Defense Council Smarter City
2009 EDA Excellence in Economic Development Award for Excellence in Historic Preservation -led Strategies
▪ 2009 Best Business Retention & Expansion Program Award
> 2010 Governor's Award for Environmental Excellence
> 2010 Connected World Magazine Top 20 Most Connected Locale in the US
> 2010 Forbes Best Small City to Raise a Family
> 2010 Fast Company 10 Smartest Cities on Planet
> 2010, 2011 Iowa League of Cities All-Star Community Sustainability Award
2011 3rd Place, International Livable Community Awards
2012 International Economic Development Council Excellence in Economic Development Award
2012 Iowa Rivers Revival River City of the Year Award
2013 ifiplinger Personal Finance's list of 10 Great Places to Live
2013 Forbes 14th Best Small Place for Business and Careers
2013 27th fastest-growing economy in the nation, US Bureau of Economic Analysis
2013 EPA National Award for Smart Growth Achievement
2014 One of the 10 Best American Cities to Work in Technology, SmartAsset
> 2014 White House Climate Action Champion
> 2015 4 -STAR Community Rating
> 2015 World's "Smart 21 Communities" Intelligent Community Forum
> 2016 National League of Cities City Cultural Diversity Award
> 2017 U.S. Conference of Mayors Outstanding Achievement Award
> 2018 U.S. Department of Education Green Ribbon School - St. Columbkille's Elementary
More information? Please contact:1111
ina ° c e us a' na r e omm m oor r ma or
City of Dubuque
50 West 13th Street
Dubuque, Iowa 52001
gbell@cityofdubuque.org www.sustainabledubuque.org
563-589-4110 www.cityofdubuque.org/sustainabilit
Revised 09/2018