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Economic Development Plan-Volume I Five Year Strategic Plan and Volume II-One Year Action Plan_Economic Development Steering Committee August 1984d. ARCHIVES IC EVELO LAN DUBUQUE, IOWA Economic Development r Vt, Steering Committee Volume One Five Year Strategic Plan Welton Becket Associates Peat, Marwick, Mitchell & Co. R 711 . 4 ECO Iowa Book=, v.1 & 2 Economic development plan, Dubuque, Iowa FIVE—YEAR PLAN FOR ECONOMIC DEVELOPMENT IN DUBUQUE, IOWA VOLUME I: FIVE—YEAR PLAN August 7, 1984 Five -Year Economic Development Plan Volume I: Five -Year Plan Updated 08/07/84 CONTENTS Page INTRODUCTION I- 1 Introduction to this Manual I- 2 Purpose of the Study I- 2 The Dubuque Area Economic Development Steering Committee I- 3 Economic Planning Concepts I- 3 GOALS, OBJECTIVES AND STRATEGIES II- 1 Introduction II- 2 Goals of the Five -Year Plan II- 4 IMPLEMENTATION ORGANIZATION III- 1 Organizational Strategy III- 2 Recommended Organization III- 3 Organization Structure III- 4 Organization Members III- 5 Selecting Individuals III- 6 Financing III- 6 Publicity III- 7 Five -Year Economic Development Plan Page I-1 Volume I: Five -Year Plan Updated 08/07/84 I - INTRODUCTION Five -Year Economic Develcpment Plan Page I-2 Volume I: Five -Year Plan Updated 08/07/84 I - INTRODUCTION This manual presents the five-year plan for economic development in Dubuque. The manual is the second volume in a three -volume series that documents this economic development plan. The other two volumes are the One -Year Action Plan in Volume II and the Reference Manual in Volume III. INTRODUCTION TO THIS MANUAL This manual presents the goals, objectives and strategies for economic development in Dubuque. In addition, it describes a proposed organizational structure to support plan implementation. The manual is presented in three sections, including this introduction. This manual is intended to have a number of important uses, as described below: The manual should provide a detailed decision -making framework for the first five years of economic development activities. The five-year plan presented in the manual provides the basis for selecting specific plans and actions in subsequent years of implementation. The manual should be a successful "working" document which represents the direction of all community economic development activities. It is envisioned that all sections of this manual will be periodically updated. PURPOSE OF THE STUDY The concept of "economic development" has evolved in the last ten years as the national economy has been dramatically affected by increased international competition, technological innovation and productivity improvements. The factors that contributed to the relative ease with which the national economy expanded after World War II are no longer present. Economic development has come to be viewed as a productive way in which local communities can strengthen their own economic base within the new economic realities at the national level. As the concept of economic development has grown, so has the competition. Economic development for local communities has become an intensely competitive arena of more than 5,000 organizations nationwide. In this environment, local governments are finding they cannot do it alone. Most city officials and community leaders agree that economic development requires public -private cooperation. Many communities are discovering that this cooperation is even Five -Year Economic Development Plan Page I-3 Volume I: Five -Year Plan Updated 08/07/84 more effective if approached as part practical, well -planned and based on community's economic prospects truly of a comprehensive strategy that is a realistic assessment of what the are. The basic purpose of the study was to determine the best overall strategy for economic development in Dubuque. In order to make this determination, the characteristics of the Dubuque area economy were evaluated to assess the factors that may support or hinder the development of new employment oppor- tunities. Based on such constraints, as well as perceived opportunities for new employment opportunities in Dubuque, a five-year plan for economic development was prepared. A one-year action plan for the first year of the program was then prepared based on the strategies described in the five-year plan. THE DUBUQUE AREA ECONOMIC DEVELOPMENT STEERING COMMITTEE This Welton Becket/Peat Marwick study was initiated by the Dubuque Area Economic Development Steering Committee (the DAEDSC) in recognition of the factors just discussed. The DAEDSC represents a unique coalition of the local Dubuque business community, government and organized labor. ECONOMIC PLANNING CONCEPTS The five-year economic development plan for Dubuque was prepared in the same manner that private business firms traditionally employ. Specific organiza- tional units for action are the basis of the plan, as detailed in Exhibit II-1 in the next section. A key element in preparing a five-year plan is the concept of "goals, objec- tives, strategies, plans and actions (GOSPA)." GOSPA is an orderly process for structuring the direction in which an organization wishes to proceed. The GOSPA process is based directly on analysis of opportunities and constraints facing an organization. The GOSPA process is briefly explained below. Goals - Goals express the end result that your efforts are intended to achieve. Goals indicate an overall direction for a plan but generally do not express a timetable or quantifiable desired result. Objectives - Objectives are based on overall goals and define the results expected within a specified period of time. Objec- tives include specific results that can be quantified that are to be achieved according to a specific timetable. a J Five -Year Economic Develcpment Plan Volume I: Five -Year Plan Page I-4 Updated 08/07/84 Strategies - Strategies are the key to a sound planning pro- cess. Strategies determine how resources will be used to achieve objectives that will result in goals being attained. Plans - Plans are of most interest to those implementing the overall plan, since they are a detailed program of actions that will accomplish the desired result. • ILWAUKEE ROCKFOR RINGFIELD KANSAS CITY cip ST. LOUI '(4 SPRINGFIELD 0,11 CHEY DENVER FARGO SOUTH OAKOTA MINNEAPOLIS AMERICAN 3 NTRAL AIRLIN SIOUX CIT WICHITA WISCONSIN ST. PAUL MADISON • oU —90 , • WATERLOO CEDAR RAPIDS OMAHA DES MOINES LINCOLN TULSA 1!,azom ECONOMIC DEVELOPMENT PLAN DUBUQUE, IOWA TOLED `rs 70 DIANA DETROIT C VELA r r; PITTSB 75 •• r0 COLUMBUS INCINNATI WELTON BECKET ASSOCIATE" PEAT, MARWICK, MITCHELL 8� WBA PROJECT NO. 130: APRIL 17'' FROELICH ELKADE STRAWBERR POINT MAROUETT McGREGOR GAiINAVILLO CLAYTON \ GUT EDGEWOO COLESBUR 3 MANCH STER DELA ARE —�r DELHI DELAW PKINTON Q- COMM19fn A CITY SASSO N 1. ues Rim am 1 CONOMIC DEVELOPMENT PLAN DUBUQUE, IOWA RAIRIE DU CHIEN PATCH GROVE OOMINGTON ILLVILLE UENA V UXEBURG ICHARDSVILLE GRANT POTOSI BALLTOW' 3 DU AN DUBUQU ASBURY DYERSVIL E CENTRALIA EPWRT=^— O FARLEY JONES 7 DUBUQUE CASADE BOSCOB LANCAS !MORE ODA MONTFORT LIVINGTON REWEY PLATTEVILLE TENNYSON DICKEYVI 'LE SHERILI,. SAE941_L KIE BERNARD JACKSON E. DUB •UE 'GALENA 52 ST. DONATUS ;LaMOTTE BELMONT 'J CUBA CI '� BELLEVUE ANDRE MAO = ETA ZEL GREEN 0 DAVIES SPRINGBRdOK MINERAL POINT ARLINGTON AYETTE SHULLSBUFIG LAMONT GRATIOT WISCONSIN j SCALES MOUND SAVANNA 30 MIN. AREA 60 MIN. AREA WELTON BECKET ASSOCIATES PEAT, MARWICK, MITCHELL & CO. WBA PROJECT NO. 1302 APRIL 17, 1984 1 KENNEDY MALL 645,245 SF es-ms) •Yi CENTURY PLAZA 21,600 SF d. WARREN PLAZA 159,200 SF - - , � DUBUQUEUE INN 156 ROOMS �►• LORAS COLLEGE - • _ �• FINLEY HOSPITAL ems- 880 LOCUST / ARCADE BLDG. 75,983 SF UNIVERSITY �jOfF DUBUQUE•`' ZAYRES oo SF REGAL 8 i� 5 �,\B=o- 100 ROOMS DUBUQUE BLDG. 302,000 SF vcro- - - y CABLE CAR SQUARE /�,,„ MERCY HOSPITAL :" HOLIDAY INN �A 200 ROOMS �n /':' - CORRAL MOTEL • PLAZA 20 — ' 18 ROOMS 144,000 SF >7 / — s v,, w . _ 1 _-, L 1MIDWAYOA $MOTOR LODGE I 85 ROOMS (ammum ECONOMIC DEVELOPMENT PLAN DUBUQUE, IOWA '1DODGE HOUSE / SECURITY BLDG. /. 75,000 SF TOWN CLOCK PLA 218,091 SF FIRST MALL BLDG. 1I 19,000 SF \\I' / '11t JULIEN MOTOR IN 150 ROOMS WELTON BECKET ASSOCIATES _ PEAT, MARWICK, MITCHELL '' 116 WBA PROJECT NO. 130: APRIL 17, 1984 Five -Year Economic Develcpment Plan Volume I: Five -Year Plan Page II-1 Updated 08/07/84 II - GOALS, OBJECTIVES AND STRATEGIES Five -Year Economic Development Plan Volume I: Five -Year Plan Page II-2 Updated 08/07/84 II - GOALS, OBJECTIVES AND STRATEGIES This section of the manual presents the overall five-year plan for economic development in Dubuque. The presentation of the plan is based on the goals, objectives and strategies format introduced in Section I. INTRODUCTION The five-year plan for economic development in Dubuque has been prepared in a format similar to that of a business firm contemplating its corporate future. To facilitate activities and responsibilities over the coming five years, separate organizational units have been used. These organizational units are based on the major SIC categories used by the Bureau of Labor Statistics and are detailed in Exhibit II-1. These organizational units are important, since they are intended as discrete areas of responsibility that can be acted upon and monitored independently. By such organization, a broad -based, multi- faceted economic development strategy will be possible. The one-year action plan presented in Volume II is based on the five-year plan described in this section. The reader will note that only a select number of strategies presented in this section are meant to be included in any one-year period of action plans. i 1 Five -Year Economic Develcpment Plan Volume I: Five -Year Plan Exhibit II-1 ORGANIZATIONAL UNITS Overall Manufacturing Tourism Retailing Health Care Higher/Vocational Education Business Support Services Transportation Page II-3 Updated 08/07/84 Five -Year Economic Develcpment Plan Page II-4 Volume I: Five -Year Plan Updated 08/07/84 GOALS OF THE FIVE-YEAR PLAN All activities to be conducted as part of the five-year plan are based on a series of economic development goals. 0ne overall goal has been identified for each of the eight economic planning units in the five-year plan. In the balance of this section, these goals are related to measurable objectives and a series of specific strategies. The strategies that are recommended have been selected so that the identified objectives of the five-year plan will be met. The goals of the five-year plan are presented below: Build a broad community consensus regarding the direction of economic development efforts Retain existing manufacturing firms and facilitate the expan- sion of these existing firms; assist in the formation of new manufacturing firms; and attract relocating and/or expanding manufacturing firms from outside the Dubuque area Establish the Dubuque area as a recognized tourist destination within the North Central Region of the United States Maintain and strengthen Dubuque's position as the center of retailing in the trade area Maintain and expand the local health care industry's share of the regional market Maintain and support Dubuque's reputation as a center of pri- vate college, high -quality, liberal arts education; make the Tri-Colleges an integral component of the overall economic rdevelnnment nlan: maintain anrd .sunnnrt the role of the North- east Iowa Technical Institute in job training for local businesses Expand the base of service industry employment; maintain exist- ing firms and facilitate their expansion Support the improvement of transportation facilities serving the Dubu.que area, including highway, air, railroad and river systems. Five -Year Economic Development Plan Page II-5 Volume I: Five -Year Plan Updated 08/07/84 GOAL: Build a broad community consensus regarding the direction of economic development. OBJECTIVE: Involve as many individuals and community groups as possible at some level of plan implementation. STRATEGY 1: Conduct an education -oriented internal marketing program. Efforts should begin with dissemination of this study. STRATEGY 2: Work with local colleges on career nights and work-study programs. STRATEGY 3: Encourage community leaders' training program that is already in place. STRATEGY 4: Reorganize and expand participation in the DAEDSC to establish it as a permanent, policy -oriented entity. Five -Year Economic Development Plan Page II-6 Volume I: Five -Year Plan Updated 08/07/84 GOAL: Retain existing manufacturing firms and facilitate the expansion of these existing firms; assist in the formation of new manufac- turing firms; and attract relocating and/or expanding manufacturing firms from outside the Dubuque area. OBJECTIVE: Retain at a minimum the 125 firms listed in the 1983-1984 Dubuque Area Industrial Directory through 1989. STRATEGY 5: Conduct an ongoing manufacturing firm outreach pro- gram comprised of the following elements: education forums on available local, state and national resources; media relations program with regular press releases on local firms; ongoing contact program with all firms initiated by survey (use tickler system). OBJECTIVE: Facilitate the formation of 3 manufacturing firms by 1989. STRATEGY 6: Establish a local public/private venture capital firm to provide funds to existing local, newly formed and relocating businesses. STRATEGY 7: Work with the Small Business Development Center to identify and support entrepreneurship activities. One example is the potential relocation or start-up of John Deere suppliers in the Dubuque area. Another example would be to actively seek spin-off divisions of major industrial firms. Finally, start-up ventures may be possible that would provide basic components and supplies to major industrial firms in the region. STRATEGY 8: Work with the Small Business Development Center to identify start-up opportunities. OBJECTIVE: Capture all plant expansions of existing Dubuque -based manufacturing firms through 1989. STRATEGY 9: Identify plans for plant expansions early. STRATEGY 10: Encourage local governments to review their permit/planning process to eliminate time delays. One example for facilitating the permitting process is a permit directory listing all local government responsibiliies and requirements for construction. STRATEGY 11: Integrate information needs of expanding firms with Strategy 1. Five -Year Economic Development Plan Page II-7 Volume I: Five -Year Plan Updated 08/07/84 OBJECTIVE: Attract one relocating manufacturing firm from outside the Dubuque area by 1989. STRATEGY 12: Initiate a targeted but limited out-of-town market- ing program to attract relocating firms and limit out-of-town marketing. STRATEGY 13: Support a stronger Iowa Development Commission, especially in its marketing efforts, and develop local capacity to work in effective collaboration. STRATEGY 14: Work with the Convention and Visitors Bureau to market to trade shows that are staged in Dubuque. OBJECTIVE: Make maximum use of existing resources. STRATEGY 15: Support consolidation of functions of Dubuque Area Industrial Development Corporation and Dubuque-in- Futuro. STRATEGY 16: Review existing industrial marketing materials to insure consistency with overall economic strategy. Five -Year Economic Develcpment Plan Page II-8 Volume I: Five -Year Plan Updated 08/07/84 GOAL: Establish the Dubuque area as a recognized tourist destination within the North Central Region of the United States. OBJECTIVE: Increase, the total travel -generated employment in Dubuque County by 500 workers in 1989. As a point of reference, the 1984 Statis- tical Profile of Iowa estimated that total travel -generated employment in Dubuque County was 1,746 in 1981. STRATEGY 17: Encourage the efforts of the Convention and Visitors Bureau in organizing the community's economic devel- opment strategy for tourism. Continuing efforts should be made to broaden cooperative marketing efforts to include representatives of area marketing organizations, retailing groups, educational insti- tutions and tourist activities. STRATEGY 18: Offer an ongoing and diverse set of activities and events in key activity centers. A tcurist activity center typically offers a primary attraction and related retail and services in close proximity. Key activity centers in Dubuque include the Port of Dubuque/4th St. Peninsula, Town Clock Plaza, Fenelon Place Elevator, Five Flags/Orpheum Theatre and the Kennedy Mall. The Tri-Colleges are also considered as potential key activity centers. Exhibit II-2 presents specific plans that are recommended as part of this strategy. STRATEGY 19: Improve and build upon the physical assets of Dubuque and integrate them with an overall tourism destination experience. Specific plans should include consideration of overall community image, integration of west -side, a clear identity and func- tion for CBD and further development of historic districts. A tourism linkage study should also be prepared to evaluate the transportation system, graphics identification and application of urban design guidelines. Exhibit II-3 presents specific plans that are recommended as part of this strategy. Five -Year Economic Development Plan Volume I: Five -Year Plan Page II-9 Updated 08/07/84 OBJECTIVE: Increase the average length of stay to 2.0 days by 1987. A recent study completed by the Iowa Development Commission and the Dubuque Area Chamber of Commerce indicated that the current average length of stay was 1.5 days. STRATEGY 20: Construct a new hotel facility as an integral compo- nent of the tourism/business center in the CBD, if justified by a formal feasibility study. This hotel would be best located adjacent to the existing Five Flags Center. Work closely in the identification of a developer and management company to link the hotel with overall economic development concept. STRATEGY 21: Initiate study for a new tourist -oriented hotel as an integral part of the Ice Harbor project in 1989. The facility could potentially be located adjacent to the Public Dock area. OBJECTIVE: Increase annual visitations to Dubuque by 50% by 1989. STRATEGY 22: Market the "Dubuque Experience" as a whole by integrating and focusing all existing marketing pro- grams. Specific plans recommended for this strategy are included as Exhibit II-4. STRATEGY 23: Work with management of the Julien Motor Inn to make a final determination of the ultimate use of the Julien Hotel as it relates to overall CBD/Riverfront activities and implement a solution. STRATEGY 24: Construct Ice Harbor tourist complex. Plans will include land assembly, solicitation of a master developer and finalization of a development agree- ment. Also consider a program to save materials and artifacts from highway right-of-way demolitions for use in Ice Harbor. Details of the project concept are contained in Appendix A. Five -Year Economic Development Plan Page II-10 Volume I: Five -Year Plan Updated 08/07/84 Exhibit II-2 PLANS FOR STRATEGY 18 Create a weekend adult education program Encourage riverboat experience Move Farmers Market activities to Ice Harbor when completed Create pedestrian and drive community tour programs Create multimedia presentation of the Dubuque Story to be staged at the Dubuque Five Flags Theater Package several stage productions for tourists using college students and children Create a variety of two- to three-day minivacation packages. Five -Year Economic Development Plan Page II-11 Volume I: Five -Year Plan Updated 08/07/84 Exhibit II-3 PLANS FOR STRATEGY 19 Build a tourist complex at Ice Harbor Create a tourism focal point on the Fourth Street peninsula Implement an urban design program in the central business district Designate an historic district in the CBD Create a uniform signage program Develop dog track and integrate with Fourth Street facilities • Explore options for using the Four Mounds Property as a conference/small group meeting center Develop pedestrian linkage between CBD and Ice Harbor Establish tourist shuttle to link various attractions and activity centers. Five -Year Economic Development Plan Page II-12 Volume I: Five -Year Plan Updated 08/07/84 Exhibit II-4 PLANS FOR STRATEGY 22 Create a four -season image of Dubuque tourism: Use area attractions to promote season image, such as ski resort for the winter season Encourage the staging of major two- to three-day events in each season, such as DubuqueFest in May, Riverfest in September and Winter Wonderland in the winter season • Implement a hospitality training program • Work with the local Ad council to coordinate media advertising • Work with the Convention and Visitors Bureau to coordinate group meeting marketing Establish joint marketing program under the direction cf the Tourism Task Force Create a community logo to be incorporated into all community marketing/ advertising Encourage employers to distribute tourism marketing package to visitors Have Tourism Task Force review and expand the tourism package in light of the economic strategy for tourism Expand the tour bus market Market CBD/Fourth Street Peninsula/Ice Harbor as focal point of Dubuque tourist experience Promote visitation to the 2,000-acre Mines of Spain Nature Preserve. -FUTURE PEDESTRIAN BRIDGE ESTIVAL AR BLIC PARKING - WILLIAM S. BLACK MUSEUM - DUBUOUE PAVILION -- HARBORVIEW PARK OVERFLOW PARKING SS �'-� ' J ; PUBLI P,ARKING, -� Q, f O i ] ~,I ,BUS " ; -. . r'' DROP-OFF •' i 'r' f P `1 j /,_. / PICK-UP "Zv `' XISTING, DING `OH u cf.O HARBOR BOARDWALK KEHL"S LANDING ICE HARBOR EXISTING COMMERCIAL ACTIVITY 0 lO VONT OLD 00 0 000E 'ONOM IC DEVELOPMENT PLAN DUBUQUE, IOWA -PUBLIC BOAT DOCK — 4th STREET PENINSULA IVE' LOO •UT RIVERFRONT RESTAURANT - DELTA OUEEN MISSISSIPPI RIVER WELTON BECKET ASSOCIATE PEAT MARWICK, MITCHELL & CO. 0 EO •50 WBA PROJECT NO. MAY 18, a 7 • 1L • I ij ''.fit •' s rr \i - 1C 00 0000E CONOMIC DEVELOPMENT PLAN DUBUQUE, IOWA WELTON BECKET ASSOCIATES PEAT, MARWICK, MITCHELL & CC WBA PROJECT NO. 130: MAY 18, 198• t Five -Year Economic Development Plan Page II-15 Volume I: Five -Year Plan Updated 08/07/84 GOAL: Maintain and strengthen Dubuque's position as the center of retailing in its trade area; strengthen and differentiate existing retail centers in Dubuque; integrate retail marketing with overall tourism promotion and marketing. OBJECTIVE: Increase Dubuque County total retail sales by 25% (in constant dollars) by 1989. STRATEGY 25: Establish a task force to coordinate marketing efforts and identify linkages between and west -side and downtown retailing. Linkages could include such things as a community trolley system. The task force would be composed of the Kennedy Mali Mer- chants Association/West End Retailers, the Downtown Association and the Chamber of Commerce Business Development Committee. OBJECTIVE: Establish a discount retailing center in Town Clock Plaza using 20,000 square feet of existing vacant retailing space. STRATEGY 26: Identify and solicit national and/or regional discount retailers. STRATEGY 27: Explore feasibility of enclosing Town Clock Plaza. Begin with mall development study (see Appendix B). OBJECTIVE: Establish a minimum of three specialty retailing nodes in the CBD area/Riverfront area, including Fenelon Place, Town Clock Plaza and Ice Harbor. STRATEGY 28: Adopt urban design guidelines for each of the identified specialty retailing nodes in order to unify an image for each area (see Appendix B). STRATEGY 29: Investigate feasibility of relocating City Hall function into CBD area to strengthen retailing and other activities. Five -Year Economic Develcpment Plan Page II-16 Volume I: Five -Year Plan Updated 08/07/84 GOAL: Maintain and expand the local health care industry's share of the regional market. OBJECTIVE: Achieve 100% functional utilization of existing health care plants, including the Xavier Park complex. STRATEGY 30: Encourage and support joint marketing program for Dubuque health care industry, including hospitals, health maintenance organizations and private practice physicians. STRATEGY 31: Investigate feasibility of placing outpatient care facilities at various locations throughcut the region. Five -Year Economic Develcpment Plan Page II-17 Volume I: Five -Year Plan Updated 08/07/84 GOALS: Maintain and support Dubuque's reputation as a center of private college, high -quality, liberal arts education; make the Tri- Colleges an integral component of the overall economic development plan; maintain and support the role of the Northeast Iowa Techni- cal Institute in job training for local businesses. OBJECTIVE: Increase Tri-College enrollments each year through 1989. STRATEGY 32: Integrate educational institutions into overall economic development marketing program and place representatives of the institutions on selected economic development plan task forces. OBJECTIVE: Create activities on the college campuses that will reinforce the overall economic development efforts of the community. STRATEGY 33: Create a business research center within the local college/university environment that would specialize in local economic development studies. OBJECTIVE: Increase the percentage of graduates that are placed in Dubuque area businesses each year through 1989. STRATEGY 34: Expand work-study programs. Five -Year Economic Development Plan Page II-18 Volume I: Five -Year Plan Updated 08/07/84 GOAL: Expand the base of service industry employment (nontourism, since tourism is treated separately); maintain existing firms and facilitate their expansion. OBJECTIVES: Increase total services employment by 500 by 1989; Attract two firms from outside the Dubuque area by 1989. STRATEGY 35: Monitor and consult with CyCare in connection with its existing corporate headquarters operation and future expansions in Dubuque. STRATEGY 36: Establish a services industry recruiting task force. STRATEGY 37: Operate a recruitment program toward target industry groups that have a high number of administrative/ support personnel. Target industry groups would include: computer and data processing; holding and other investment offices; accounting and bookkeeping services; property casualty and life insurance companies; and financial services. In addition, orient marketing directly'to "back -office" administrative functions. STRATEGY 38: Operate a recruitment program toward high -growth firms located in the North Central Region. Monitor these firms and periodically do target mailings. Volume 3, Appendix C contains a list of marketing prospects in the North Central Region. STRATEGY 39: Create a marketing program that supports recruitment program activities and emphasizes quality of life in Dubuque. Include in this program a survey of Dubuque residents to determine likely second wage earner participation of women. OBJECTIVE: Encourage new service firms in the CBD. STRATEGY 40: Encourage use of vacant office space in the CBD as the location of incubator service industry firms. STRATEGY 41: Offer, where necesssary, financial incentives and/or subsidies to encourage use of vacant space. STRATEGY 42: Do urban design work in the CBD, see Strategy 14. Five -Year Economic Development Plan Volume I: Five -Year Plan Page II-19 Updated 08/07/84 GOAL: Support the improvement of transportation facilities serving the Dubuque area, including highway, air, railroad and river systems. OBJECTIVE: Support completion of downtown U.S. 61 project by 1989: STRATEGY 43: Maintain formal and regular contacts with IDOT and state and federal legislators. OBJECTIVE: Support completion of U.S. 20 four -lane highway in Iowa by 1989. STRATEGY 44: Maintain formal and regular contacts with IDOT and state and federal legislators. OBJECTIVE: Obtain a state and federal commitment to a four -lane highway interstate connection by 1987. STRATEGY 45: Conduct local public education program to better inform residents of the need and importance of interstate connection. STRATEGY 46: Formulate and implement a lobbying campaign at state and federal levels. OBJECTIVE: Maintain two -carrier rail service in Dubuque. STRATEGY 47: Initiate formal and regular contacts with rail carriers in order to identify and respond to their needs and problems, where possible. OBJECTIVE: Explore feasibility of increasing number of air passenger flights and the reintroduction of commercial jet service. STRATEGY 48: Initiate discussions with existing carriers and others to determine conditions necessary to expand and upgrade service levels. OBJECTIVE: Explore feasibility of developing a commercial harbor with barge -rail facilities. STRATEGY 49: Initiate preliminary discussions with rail carriers, commercial barge operators and the U.S. Army Corps of Engineers to identify potential interest and problems/issues related to development and operation. STRATEGY 50: Prepare formal market and financial feasibility study. Five -Year Economic Development Plan Volume I: Five -Year Plan III - IMPLEMENTATION ORGANIZATION Page III-1 Updated 08/07/84 Five -Year Economic Develcpment Plan Page III-2 Volume I: Five -Year Plan Updated 08/07/84 III - IMPLEMENTATION ORGANIZATION This section of the manual recommends the formation of an organization that will implement the five-year plan. The recommendations presented in this section are based on the review of community organizations presented in Volume III. ORGANIZATIONAL STRATEGY An overall organizational strategy is required to effectively implement the economic development plan. Such a strategy needs to reflect the unique character and needs of Dubuque. While there is no single way to organize for economic development, there are basic guidelines that should be used. The major objective of the organizational strategy is to encourage the existing elements of the community to work together in a true public -private partnership. Effective local leadership is needed to bring together these diverse elements. Such leadership, people who care about their communities and are willing to and able to take actions, is the impetus for public -private cooperation that can be the vehicle for overcoming otherwise compelling forces for deterioration. An interesting series of economic development case studies was completed by the Committee for Economic Development (CED). The CED studied seven U.S. cities to determine the factors that contributed to sustained, successful community economic development efforts. Its overall conclusion was that all such successful effort was based on the presence of a sound "civic foundation." The civic foundation consists of: A positive civic culture that encourages citizen participation rooted in a practical concern for the community as a whole A realistic and commonly accepted vision of the community, which takes into account strengths and weaknesses, in identifying what the community can and should become Effective building-block civic organizations that blend the self-interest of their members with the broader interest of the community and translate that dual interest into effective action A network among the key groups that encourages communication among leaders of every important segment and facilitates the mediation of differences among competing interests The inclination to nurture civic entrepreneurs, that is, leaders whose knowledge, imagination and energy are directed toward enterprises that will benefit the community, whether in the public sector, the private sector, or both Five -Year Economic Development Plan Page III-3 Volume I: Five -Year Plan Updated 08/07/84 Continuity in policy, including the ability to adapt to chang- ing circumstances, which minimizes uncertainty and fosters confidence in individual and group enterprises. Economic development can only proceed where strong leadership can make these elements of the civic foundation function together, or build those elements that do not presently exist. RECOMMENDED ORGANIZATION The focal point of the economic development effort is recommended as a local Dubuque Area Economic Development Corporation (DAEDC). This recommendation is considered the best means for implementing the economic development program in an efficient and economic manner. The authority of the DAEDC to act on behalf of the community can be enhanced by official resolution of the Dubuque City Council and the Dubuque County Board of Supervisors. The DAEDC is intended to be a permanent body with a long-term mission in the community. As such, it is important that the terms of board members be struc- tured in such a way to insure continuity of policies and programs. Terms of office should be for more than one year and staggered. Other areas considered for focusing were the city government, other governmen- tal agencies, departments or commissions, an independent local development corporation, an ad hoc group or committee, or various business or service associations. The reasons for this recommendation are described on the following page. Legal - A private sector organizational form will be Less affected by restrictions in available legal authority. While certain types of organizations, such as commissions, depart- ments and advisory boards, can be established within a governmental setting, there are restrictions on governments that preclude them from entering into certain types of transactions and organizational arrangements. Economic - The economic environment of Dubuque plays a major role in determining the Eorm of the organization. The economic environment affects the availability and allocation of finan- cial resources to finance economic development activities. Allocation can include such areas as retention, new business formation, relocation, commercial revitalization and small business development. Five -Year Economic Development Plan Page III-4 Volume I: Five -Year Plan Updated 08/07/84 Physical - Physical factors include the location of the organization, its service area and clientele, and the other organizations it will interact with in the community. Political - Coalitions must be fostered among various interest groups in Dubuque, since economic development issues will inevitably foster potentially divisive coalitions. Issues could include retention versus relocation, big business versus small business, westside versus downtown, and government subsidies versus no government subsidies. ORGANIZATION STRUCTURE The proposed DAEDC would consist of 30-member advisory board of directors and a three-perscn professional staff. Elements of this organizational structure that need to be considered include its organizational activities, its adminis- trative component, the policies and procedures and controls necessary to operate, and its identity and relationship with the Dubuque Area Chamber of Commerce. Organizational Activities - The DAEDC will be the organization primarily responsible for implementing the five-year economic development plan. Activities of the DAEDC will at a minimum include those outlined in the plan, which are primarily directed at job creation. Administrative Component - The administrative component consists of two areas: personnel policies and business practices. With respect to personnel policies, the following guidelines should be considered: - Job descriptions and specifications need to be prepared. - Employment should be based on training and experience. - Investment should be made in staff training and develop- ment programs. - Compensation should be tied to performance. - Performance should be reviewed at a minimum on an annual basis. With respect to business policies, the following guidelines should be considered: - The DAEDC should be administered as a private -sector organization. Five -Year Economic Development Plan Page III-5 Volume I: Five -Year Plan Updated 08/07/84 - Office space, should convey an image of productivity and efficiency. communications, meetings and correspondence - Finances should be handled in a responsible manner, including adoption of an annual operating budget and development of monthly financial statements. Policies, Procedures and Controls Identify and Separate Relationship with the DACC - In general, the DAEDSC should conduct its affairs separately from those of the DACC and other sponsoring organizations. ORGANIZATION MEMBERS As indicated earlier in this section, leadership is the key to successful economic development programs. The economic development organization requires leaders at both the policy and administrative levels. Credible leaders with the authority to lead will be needed from a number of areas of the community, including big and small business, organized labor, local government, educa- tional institutions and civic organizations. Care should be exercised in the selection of individuals and groups to participate in the economic development process. Candidates include members from government, civic and private sector. Public Sector Participants • State - Legislators Local Government - City of Dubuque, County of Dubuque, East Central Intergovernmental Association Civic Groups - Dubuque Chamber of Commerce, Convention and Visitors Bureau, Kiwanis, Jaycees, Lions Club Health Care Institutions - Mercy Health Center, Finley Hospital, physician associations, dental society, and the like. Private Sector Participants Financial Institutions Educational Institutions - University of Dubuque, Clarke College, Loras College and the Northeast Iowa Technical Institute. • Public Utility Companies Communication Firms Five -Year Economic Development Plan Page III-6 Volume I: Five -Year Plan Updated 08/07/84 • Labor Unions - United Labor Participation Committee Industrial Firms - John Deere, A.Y. McDonald, FDL Foods, etc. Real Estate Developers. SELECTING INDIVIDUALS After the target groups have been determined, a list of individual candidates should be prepared. To the extent possible, an attempt should be representa- tive of the various constituencies within the community. Membership on the Board should be balanced so that no single group can exert excessive influence. This can be accomplished on a recruitment or volunteer basis. If volunteers are solicited, it is important that individuals meet some minimum qualifications. The following volunteer screening procedures should be considered: - Develop criteria for screening volunteers. Identify such factors as current position, past experience, past accom- plishments, demonstrated abilities and relevant education or training - Announce the need for volunteers - Screen the responses - Appoint the Board. If a recruitment process is followed, the methodology for selection would be similar, except that candidates would be actively recruited. The DEDC Board will only be as good as the individuals who are its members. In general, an attempt should be made to recruit the highest level person within a certain organization or group. Such a person is likely to be credible and command the respect, if not authority, of all segments of the community. FINANCING Initially, the DAEDC will need to be capitalized. Subsequently, it will require access to sustaining financing. Start-up financing can come from the following sources: Proceeds from the DAEDSC Fund I 1 Five -Year Economic Development Plan Page III-7 Volume I: Five -Year Plan Updated 08/07/84 Gifts or grants Fund-raising events Local government support Memberships. Sustaining financing typically is raised from among the following sources: Membership dues Service income Repayment of prior loans Income from land sales or rental Governmental grants or appropriations. PUBLICITY Publicity is the primary vehicle for generating community support and aware- ness of the activities of the organization. In some cases, representatives of the various news media, primarily at the ownership level, will actively sup- port and become involved formally in the organization. In other cases, members of the media prefer not to assume a formal role in the organization but will report activities and news events that relate to economic development. JC DUBUQUE, IOWA Economic Development Steering Committee Volume Two One Year Action Plan Welton Becket Associates Peat, Marwick, Mitchell & Co. FIVE—YEAR PLAN FOR ECONOMIC DEVELOPMENT IN DUBUQUE, IOWA VOLUME II: ONE—YEAR ACTION PLAN August 7, 1984 Five -Year Economic Development Plan Volume II: One -Year Action Plan CONTENTS Updated 08/07/84 Page INTRODUCTION I- 1 Introduction to this Manual I- 2 SUMMARY OF THE FIVE-YEAR PLAN II- 1 ONE-YEAR ACTION PLAN III- 1 Plan 1 III- 3 Plan 2 III- 4 Plan 3 III- 5 Plan 4 III- 6 Plan 5 III-11 Plan 6 III-12 Plan 7 III-13 Plan 8 III-14 Plan 9 III-15 Plan 10 III-16 SCHEDULE OF ACTIONS IV- 1 PLAN MANAGEMENT V- 1 Five -Year Economic Development Plan Page I-1 Volume II: One -Year Action Plan Updated 08/07/84 I - INTRODUCTION I Five -Year Economic Development Plan Page I-2 Volume II: One -Year Action Plan Updated 08/07/84 I - INTRODUCTION This manual presents the one-year action plan for the five-year economic development strategy in Dubuque. The manual is the second volume in a three -volume series of three manuals that documents the economic development plan. The other two volumes are the Five -Year Plan in Volume I and the Reference Manual in Volume III. INTRODUCTION TO THIS MANUAL This manual is an operations -oriented document that is intended primarily for the staff of the implementing organization. The manual details the specific plans and actions to be conducted in the one-year action period. The plans and actions detailed in this volume are based on the goals, objectives and strategies for economic development in Dubuque presented in Volume I. i 1 1 1 Five -Year Economic Develcpment Plan Page II-1 Volume II: One -Year Action Plan Updated 08/07/84 II - SUMMARY OF FIVE-YEAR PLAN Five -Year Economic Development Plan Volume II: One -Year Action Plan Page II-2 Updated 08/07/84 II - SUMMARY OF FIVE-YEAR PLAN This section of the manual presents an overview of the five-year plan for economic development in Dubuque. A complete presentation of the five-year plan is detailed in Volume I, Section III. The five year plan recommends the creation of a "Dubuque Area Economic Development Corporation (DAEDC)." The mission of the DAEDC is as follows: • Promote the retention, expansion and creation of employment opportunities • Serve as a technical and financial resource to the community in the area of economic development • Coordinate all public and private economic development planning activities • Provide a forum in which all elements of the community can effectively participate in shaping Dubuque's economic future. The major goals of the five-year plan are: Build a broad community concensus regarding the direction of economic development efforts Retain existing manufacturing firms and facilitate the expansion of these firms; assist in the formation of new manufacturing firms; and attract relocating and/or expanding manufacturing firms from outside the Dubuque area Establish the Dubuque area as a recognized tourist destination within the North Central Region of the United States Maintain and strengthen Dubuque's position as the center of retailing within the trade area Maintain and expand the local health care industry's share of the regional market Five -Year Economic Development Plan Volume II: One -Year Action Plan Page II-3 Updated 08/07/84 Maintain and support Dubuque's reputation as a center of high - quality, private, liberal arts education; make the Tri-Colleges an integral component of the overall economic development plan; maintain and support the role of the Northeast Iowa Technical Institute in job training for local businesses Expand the base of service industry employment; maintain existing firms and facilitate their expansion Support improvement of transportation facilities serving the Dubuque area, including highway, air, railroad and river systems. Five -Year Economic Development Plan Volume II: One -Year Action Plan III - ONE-YEAR ACTION PLAN Page III-1 Updated 08/07/84 Five -Year Economic Development Plan Page III-2 Volume II: One -Year Action Plan Updated 08/07/84 III - ONE-YEAR ACTION PLAN This section presents the plans and activities for the current year, based on the overall five-year plan. The implementation plan has been designed as a day-to-day working tool for the staff and board of the economic development organization. In comparison to the Five -Year Plan, the implementation plan contains more specificity with respect to plans, actions, responsible parties and schedules. The implementation plan also serves as the primary tool for monitoring and evaluating the effectiveness of the economic development organization. The implementation plan is a one-year plan. As such, it must be revised and updated on an annual basis. The framework for updating the implementation plan is the Five -Year Plan, which contains the overall goals, objectives and strategies for economic development. Five -Year Economic Development Plan Volume II: One -Year Action Plan Page III-3 Updated 08/07/84 PLAN 1: DISSEMINATE RESULTS OF WELTON BECKET/PEAT MARWICK STUDY Purpose: Successful implementation of the economic development plan is depen- dent upon the participation and support of the various interest groups within the community. Dissemination of the study results is the first step in building the necessary community consensus to move forward. It is also important that the results of the study be dis- tributed on a selected basis on a regional and national level. Action: .1. Hold press conference announcing results of study. 2. Obtain interviews with representatives of the print., tele- vision and radio media. 3. Prepare audio-visual materials that highlight major findings and recommendations contained in study. 4. Prepare study excerpts/summaries for mailing to civic, business, labor and other organizations. 5. Sponsor series of public forums for presenting results of the study. 6. Solicit speaking engagements from various community organiza- tions. 7. Make presentation of study results to Congressional delegation, state representatives and state agency representatives (particularly the Iowa Development Commission). 8. Issue press releases and other relevant material to appropriate national organizations, including the National Council for Urban Economic Development, the American Planning Association, the International City Managers Association, the National Association of Real Estate Executives and the Travel and Tourism Research Association Assigned to: DAEDSC Strategy Reference: See Strategy 1 (Volume I, Page II-5). Five -Year Economic Development Plan Volume II: One -Year Action Plan Page III-4 Updated 08/07/84 PLAN 2: Purpose: ESTABLISH A DUBUQUE AREA ECONOMIC DEVELOPMENT CORPORATION TO IMPLEMENT THE FIVE-YEAR PLAN A newly created organization is required to integrate and focus the community's economic development activities. In the past, economic development planning and implementation have been carried out by a variety of entities from both the public and private sectors. There has been no comprehensive planning framework to guide the efforts of those individuals and organizations involved in economic develop- ment. Finally, there has been no single organizational entity that has formally involved all major elements of the community. Action: 1. Recruit candidates to serve on board. 2. Prepare organizational by-laws and incorporate as private, not -for -profit development corporation. 3. Recruit an executive director, assistant executive director and a secretary/administrative assistant. 4. Adopt first -year operating budget. 5. Prepare a fund-raising program and raise first -year budget. 6. Obtain necessary office space, supplies and equipment. Assigned to: DAEDSC Strategy Reference: See Strategy 4 (Volume I, Page II-5). Five -Year Economic Development Plan Page III-5 Volume II: One -Year Action Plan Updated 08/07/84 PLAN 3: APPOINT A TASK FORCE TO DEVELOP STRATEGIES FOR JOINT LABOR-MANAGEMENT PARTICIPATION IN ECONOMIC DEVELOPMENT PLANNING Purpose: The role of organized labor and the relationship between labor and management in economic development need to be clarified. Recent labor-management problems have resulted in the perception (real or imagined) that Dubuque has a "labor-management problem." This is a perception that is held by a number of business people surveyed in this study. Given the realities of the decline of manufacturing employment in the Midwest, it is important that steps be taken to improve Dubuque's competitive position. There is a need to estab- lish a formal forum outside of the context of the bargaining table where management and labor can identify problems and opportunities that affect their mutual self -interests. Action: 1. Recruit leaders from business, academic and labor to become members of task force. 2. Recruit one both groups to serve as an unbiased facilitator(s). or more individuals who are mutually acceptable to 3. Conduct research on innovative joint labor-management forums involved in economic development in other areas of the country. 4. Prepare a "white paper" documenting results of task force work and specific recommendations. 5. Convert task force to a permanent standing committee of the DAEDC. Assigned to: DAEDC Strategy Reference: See Strategy 11 (Volume I, page II-6). Five -Year Economic Development Plan Page III-6 Volume II: One -Year Action Plan Updated 08/07/84 PLAN 4: INITIATE A MASTER DEVELOPMENT PLANNING PROCESS FOR A TOURIST COMPLEX AT ICE HARBOR Purpose: The Ice Harbor represents the major immediate economic development opportunity available to the community. This underused resource offers the greatest potential for creating an intensive focal point for tourism development. A tourist complex at Ice Harbor would provide a specific tourist activity center and would also create an interesting image for the community that would assist other areas of the economic development effort. Due to the size, location and importance of this area to the future economic vitality of the City, a master development plan is required to facilitate and guide the future development of the Ice Harbor and surrounding area. A master development plan would provide the necessary framework for critical public investment. Likewise, the plan would serve as a vehicle to stimulate private investment. Action: The DAEDC should undertake the following actions: 1. Adopt and support preliminary development concept prepared during this study. 2. Explore strategies for identifying potential local investors. 3. Take active role in facilitating planning process, identifying potential developers and investors, and exploring opportunities for DAEDC to take an equity position in development. The City should undertake the following actions: 1. Designate Ice Harbor as a special planning district with possibility of declaring the area as a redevelopment zone/tax increment district. 2. Prepare development guidelines and standards for area. 3. Continue to monitor and coordinate with the state on the planning and construction of new highway extension. 4. Identify any parcels of land that must be acquired for develop- ment. 5. Prepare financing strategy to fund land acquisition, necessary site clearance and infrastructure. 6. Solicit proposals for a master developer of the site. Five -Year Economic Develcpment Plan Volume II: One -Year Action Plan Assigned to: Strategy Reference: City of Dubuque, Planning See Strategy 24 (Volume I Page III-7 Updated 08/07/84 Department DAEDC , page II-9) and Appendix A. gliq°03* ,1; • oo • n \e PORT OF DUBUQUE (DRM O[ Mo MMC JECONOMIC DEVELOPMENT PLAN DUBUQUE, IOWA r •P 7 4.31991PoI RIVER ,0117T Pf4[W MITTI 1.1 WELTON BECKET ASSOCIATES PEAT, MARWICK, MITCHELL & CO. WBA PROJECT NO. 1302 MAY 18, 1984 OVERFLOW PARKING -PUBLIC BOAT DOCK -MUSEUM SQUARE -THEME TOWER FUTURE PEDESTRIAN BRIDGE STIVAL AR BLIC PARKING - WILLIAM S. BLACK MUSEUM - HARBORVIEW PARK CAA ERBOAT MUSEUM - DUBUQUE PAVILION HARBOR BOARDWALK KEHL'S LANDING ICE HARBOR EXISTING COMMERCIAL ACTIVITY 0 CONOMIC DEVELOPMENT PLAN DUBUQUE, IOWA 4th STREET PENINSULA -RIVERFRONT �ESTAURAN1 IVE' LOO •UT MISSISSIPPI RIVER t C WELTON BECKET ASSOCIATFL PEAT, MARWICK, MITCHELL & CO 60 fl 0 WBA PROJECT NO. MAY 18,1 ...- F DU o ,JQUC JCONOM IC DEVELOPMENT PLAN DUBUQUE, IOWA L ] WELTON BECKET ASSOCIATES PEAT, MARWICK, MITCHELL & CC WBA PROJECT NO. 1302 MAY 18, 1984 Five -Year Economic Development Plan Page III-11 Volume II: One -Year Action Plan Updated 08/07/84 PLAN 5: INITIATE MANUFACTURING OUTREACH PROGRAM Purpose: Manufacturing is and will continue to be for the foreseeable future the base of the Dubuque economy. The manufacturing sector of the economy continues to undergo significant, long-term changes due to competition, technology innovation and other factors. The Dubuque area and the Midwest have significant competitive disadvantages for most manufacturing in relation to other regions of the country. As a result of these factors, it is critical that Dubuque focus its attention on the problems and needs of its existing base of manufac- turing firms. In order to do this, a system needs to be in place whereby information can be exchanged on a timely basis among indus- try, government and the DAEDC. This will help to insure that existing firms will remain and grow in Dubuque. Action: 1. Establish ad hoc manufacturing task force composed of a representative cross-section of manufacturing firms. 2. Work with task force to identify major areas of concern for manufacturers. 3. Develop a "contact management program" that will enable DAEDC to meet with manufacturers on a regular basis. 4. Establish an "early warning program" whereby manufacturing firms notify DAEDC of plans to relocate outside of Dubuque or go out of business. 5. Develop program local firms. Assigned to: DAEDC Strategy Reference: to publicize contributions and achievements of See Strategy 4 (Volume I, Page II-5). Five -Year Economic Development Plan Page III-12 Volume II: One -Year Action Plan Updated 08/07/84 PLAN 6: Purpose: ENCOURAGE ACTIVITIES OF CONVENTION AND VISITORS BUREAU IN ORGANIZING THE COMMUNITY FOR TOURISM PROMOTION Tourism represents the industry with the greatest short-term growth potential for Dubuque. Based on the survey of businesses conducted during this study, this potential is also perceived by many in the community. The Convention and Visitors Bureau has been active in organizing the various local organizations that conduct tourism, marketing and related activities. Coordinating these resources is critical in heightening Dubuque's tourism potential. Action: 1. Prepare comprehensive tourism development plan addressing such areas as the inventory of tourism resources, physical develop- ment opportunities, events programming, marketing theme and image, marketing and promotion strategy and hospitality train- ing. 2. Develop internal marketing program to raise community awareness of the role and importance of tourism in economic development. Assigned to: Dubuque Convention and Visitors Bureau Strategy Reference: See Strategy 17 (Volume I, Page II-8). Five -Year Economic Development Plan Page III-13 Volume II: One -Year Action Plan Updated 08/07/84 PLAN 7: Purpose: SUPPORT AND COORDINATE WITH THE SMALL BUSINESS DEVELOPMENT CENTER The concept of the Small Business Development Center recognizes the role and importance of small businesses in the local economy. National studies have shown that the majority of existing and future business formations are among firms that employ less than 100 persons. This is the case in Dubuque where the great majority of existing firms can be classified as small businesses. The tourism industry, including retail and service -oriented firms, is dominated by small businesses. Small businesses are often on the "cutting edge" of market and technological innovations. At the same time, small businesses experience the highest rate of failure. Failure is due to such causes as lack of business experience and expertise, inadequate capitalization and major economic downturns. Working in conjunction with the Small Business Development Center, the DAEDC should take steps to foster an environment that nurtures and supports existing small businesses and fosters the formation of new firms. Action: 1. Establish formal relationship with the Small Business Develop- ment Center and provide financial and staff support for its operations. 2. Actively recruit prospects (primarily from the Dubuque area) who are interested in starting their own business. 3. Investigate feasibility of establishing a local venture capital firm that would be a subsidiary of or affiliated with the DAEDC. 4. Establish formal relationship and coordinate with the SBA 503 Certified Development Corporation. Assigned to: DAEDC Small Business Development Center Strategy Reference: See Strategy 7 (Volume I, Page II-6). Five -Year Economic Development Plan Page III-14 Volume II: One -Year Action Plan Updated 08/07/84 PLAN 8: CONDUCT SURVEY OF POPULATION TO DETERMINE CHARACTERISTICS OF THE LABOR FORCE IN RELATION TO SERVICE INDUSTRY REQUIREMENTS Purpose: Service industries is the fastest growing sector of the national economy. Local service firms, such as CyCare, large financial services companies, insurance, telecommunications and computer services firms, have significant flexibility in their location decisions in comparison to large manufacturing firms. These types of firms employ many clerical and administrative personnel. As a result, such firms must have access to a labor force with these types of skills. An important marketing tool for communities trying to attract major service firms is a thorough analysis of the local labor force. A survey of the Dubuque area labor force is needed to establish the current characteristics of the labor force in terms of age, sex, job experience and skills. This information can then be used in conjunc- tion with an overall strategy to attract service firms. Action: 1. Conduct a targeted informal survey among major local and regional service firms to determine the labor force profile such firms seek. 2. Develop and conduct a mail survey with the assistance of local colleges and NITI. 3. Review results of survey with local colleges and NITI to deter- mine appropriate educational/vocational strategies to pursue. 4. Prepare materials suitable for distribution to service firms that highlight relevant labor force characteristics and the availability of training/vocational resources. Assigned to: DAEDC, local colleges, NITI Strategy Reference: See Strategy 39 (Volume I, Page II-18). Five -Year Economic Develcpment Plan Page III-15 Volume II: One -Year Action Plan Updated 08/07/84 PLAN 9: CONDUCT ANNUAL SURVEY OF DUBUQUE AREA BUSINESSES AND INSTITUTIONS Purpose: An annual survey would serve two major purposes. First, it would provide important quantitative and qualitative information on the "state of the local economy." Secondly, a survey is an effective means for establishing and maintaining visibility in the community. Action: 1. Review survey questionnaire used in this study and revise where necessary or appropriate. 2. Conduct survey during the first quarter of the year following the year to be reviewed. 3. Mount annual publicity campaign through the media and the Chamber of Commerce to encourage high rate of response. 4. Summarize results of survey and distribute to media. 5. Incorporate quantitative information into computerized data base which can be used to monitor trends and to evaluate effectiveness of the economic development strategy. Assigned to: Strategy Reference: DAEDC See Strategy 4 (Volume I, Page II-5). [ I Five -Year Economic Develcpment Plan Page III-16 Volume II: One -Year Action Plan Updated 08/07/84 PLAN 10: CONDUCT ANNUAL SURVEY OF RETAIL ESTABLISHMENTS AND RETAIL SHOPPING CHARACTERISTICS Purpose: This annual survey, like the other surveys recommended in this plan, will provide useful information on the major aspects of retail trade in the area. Such a survey was conducted by the Chamber of Commerce in 1983. However, if the resulting survey data is going to remain useful on a continuing basis (rather than providing a "snapshot in time"), it needs to be conducted on a regular basis. In this way changing patterns and emerging trends can be identified. Economic develcpment strategies can then be formulated in response, to these changing conditions. Action: 1. Review and modify where necessary or appropriate the 1983 survey instrument. 2. Work with representatives of the Retail Committee of the Chamber of Commerce to solicit support. 3. Identify locations and times (i.e.,day/night, weekdays/weekend, holidays) to conduct surveys. 4. Incorporate results into data base and use as a resource in ongoing planning efforts. Assigned to: DAEDC Chamber of Commerce, Retail Committee, Strategy Reference: See Strategy 25 (Volume I, Page II-15). Five -Year Economic Development Plan Page IV-1 Volume II: One -Year Action Plan Updated 08/07/84 IV - SCHEDULE OF ACTIONS Five -Year Economic Development Plan Page IV-2 Volume II: One -Year Action Plan Updated 08/07/84 Action number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Exhibit IV-1 "SAMPLE" PLAN IMPLEMENTATION SCHEDULE BY TARGET COMPLETION DATE Description Action Target date Actual date assigned to of completion of completion