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Economic Deve!opment
Steering Committee
Volume Three
Background information
Welton Becket Associates
Peat, Marwick, Mitchell & Co.
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Economic development pla
Dubuque, Iowa
FIVE—YEAR PLAN FOR ECONOMIC DEVELOPMENT
IN DUBUQUE, IOWA
VOLUME III: REFERENCE MANUAL
August 7, 1984
Five -Year Economic Development Plan
Volume III: Reference Manual
Page i
Updated 08/07/84
INTRODUCTION
TABLE OF CONTENTS
Page
I -1
Introduction to this Manual I -2
Purpose of the Study I -2
The Dubuque Area Economic
Development Steering Committee I -3
ECONOMIC DEVELOPMENT AND
BUSINESS LOCATIONS II -1
What is Local Economic
Development Planning? II -2
Economic Development Planning Today II -2
The Basis for Business Locations II -3
EXISTING ECONOMIC CONDITIONS III -1
Factors Shaping the Economy III -2
Recent Industry Trends III -3
Future Industry Trends III -8
Overview of U.S. North Central
Region Economy III-10
Overview of the Dubuque Area Economy III-13
Services III-19
Wholesale and Retail Trade III-28
Transportation and Public Utilities III-30
Construction III-31
Public Administration III-33
EXISTING PHYSICAL CONDITIONS IV -1
Manufacturing IV -2
Commercial Office IV -3
Retailing IV -3
Lodging IV -4
Tourism IV -5
Infrastructure IV -7
EXISTING ORGANIZATIONS AND RESOURCES V -1
Organization V -2
Financial Programs and Resources V -4
I 1
Five -Year Economic Development Plan
Volume III: Reference Manual
Page ii 1
Updated 08/07/84
TABLE OF CONTENTS, CONTINUED
Page
OPPORTUNITIES AND CONSTRAINTS VI -1
Dubuque's Image VI -2
Physical Attributes of Dubuque VI -3
Dubuque Institutions VI -4
Dubuque Economic Sectors VI -4
Manufacturing VI -5
Construction VI -5
Retailing VI -6
Services and the Finance, Insurance
and Real Estate Sector VI -6
Tourism VI -7
SOURCES OF INFORMATION VII -1
Published Information Sources VII -2
Persons Interviewed VII -5
Survey of Dubuque Businesses VII -9
GLOSSARY OF TERMS VIII -1
EXHIBITS
Exhibit III-1 III-11
Exhibit III-2 III-16
Exhibit III-3 III-17
Exhibit III-4 III-18
Exhibit III-7 I11-22
Exhibit III-9 III-26
Exhibit III-5 III-29
Exhibit III-6 III-32
Exhibit IX-1 VII-14
Exhibit IX-2 VII-15
Five -Year Economic Development Plan
Volume III: Reference Manual
TABLE OF CONTENTS, CONTINUED
APPENDICES
Port of Dubuque
CBD Proposals
Marketing Prospects in the North Central Region
Page iii
Updated 08/07/84
Page
A
B
C
Five -Year Economic Develcpment Plan Page I-1
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I - INTRODUCTION
Am,
f
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Five -Year Economic Development Plan Page I-2
Volume III: Reference Manual Updated 08/07/84
I - INTRODUCTION
This manual is Volume III of the five-year plan for economic development in
Dubuque. The materials presented in this manual represent the analysis which
formed the basis for the five-year plan. Volumes I and II present the speci-
fic recommended strategies and actions for the five-year plan.
INTRODUCTION TO THIS MANUAL
This volume is a reference manual which presents the analysis conc'.ucted to
support the five-year plan for economic development. The manual is presented
in eleven sections, including this introduction. This manual is intended to
have a number of important uses, as described below:
The manual should assist those future participants in Dubuque
economic development activities who may be unfamiliar with the
economic development process.
The manual should provide the reader with an understanding of
the type of analysis which forms the basis of the five-year
economic development plan.
The manual should be a successful "working" document which is
the repository of all continuing research ,and analysis that is
prepared in connection with economic development activities.
It is envisioned that all sections of this reference manual
will be periodically updated.
PURPOSE OF THE STUDY
The concept of "economic development" has evolved rapidly in the last ten
years as the national economy has been dramatically affected by increased
international competition, technological innovation and productivity improve-
ments. 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 communi-
ties 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
more effective if approached as part of a comprehensive strategy that is
Five -Year Economic Development Plan
Volume III: Reference Manual
Page I-3
Updated 08/07/84
practical, well -planned and based on a realistic assessment of what the
community's economic prospects truly 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 opportu-
nities. 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.
Five -Year Economic Development Plan
Volume III: Reference Manual
Page II-1
Updated 08/07/84
II - ECONOMIC DEVELOPMENT AND BUSINESS LOCATIONS
Five -Year Economic Development Plan Page II-2
Volume III: Reference Manual Updated 08/07/84
II - ECONOMIC DEVELOPMENT AND BUSINESS LOCATIONS
This section of the reference manual provides a conceptual framework to guide
the implementation of the five-year economic development plan for Dubuque.
WHAT IS LOCAL ECONOMIC DEVELOPMENT PLANNING?
Economic development planning is the process by which resources are allocated
in accordance with an overall strategy to maintain, stabilize and/or expand
the economic base of a community. Within this broad definition, individual
terms can be defined.
Process - Economic development planning is a continuous,
ongoing activity. Such planning must become a process because
of the dynamic nature of local, regional and national economies.
Resources - Resources represent the combined human, financial
and institutional resources of a community. Resources also
relates to the roles and relationship between the private and
public sectors of the economy. If viewed as a continuum, the
economic development process represents a variety of alterna-
tive choices regarding resources and the nature of the
partnership between the private and public sectors.
Overall Strategy - An overall strategy guides the allocation
of resources. The strategy is based upon a thorough and
objective assessment of the community's opportunities and
constraints. This means a thorough understanding and differen-
tiation between what is desirable, what is possible and what is
realistic.
The opportunities and constraints, and therefore the economic development
strategies of communities, will vary according to each community's unique set
of circumstances.
ECONOMIC DEVELOPMENT PLANNING TODAY
Planning for economic development has evolved into a complex and sophisticated
professional discipline. The days of hiring an "economic developer" whose
charge was to facilitate industrial relocations are largely gone. This
approach was fine for the expanding U.S. economy during the 1945-1965 period.
The robust nature of the economy of that period, caused in part by relatively
ineffective international competition, is not likely to occur again.
Five -Year Economic Development Plan
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Page II-3
Updated 08/07/84
es
As the national economic situationtbegan
ies ntod stamake
esits
dranmatic chaus geirduring
the late 1960s and early 1970s,
attention on economic development. oComfunities embarkedancentivesto industrial park
construction and offered a a yte tax
industry. Similar efforts
ereThemade
severalthe
thousandelocaloandesdtateaeconomic
laws to attract new business
development organizations that
2t are
n existence today are a direct result of
these efforts over the last years.
During this same period, a number of business research centers began to
examine the effectiveness of various economic development approaches. The
Joint Center at Harvard -MIT, the Urb
nInstituffect of te a dinothers conductebu.sdesspiri-
cal studies on such subjects as the
relocation, the nature of business formation and the origin of economic
growth.omic
hard
nvTheseesteconomic
developmendwith t efforts, have causedsalmajordby shift in eco-
nomic in economic P
development strategy.
THE BASIS FOR BUSINESS LOCATIONS
The conclusions gained from the experience and studies of the last 20 years
are interesting in that they contradict many popularly held beliefs. For
example, many recent studies have
bt onwn that
thetax
businesstlocation debisionssubsi-
dies have had relatively little affe
private firms. While tax incentives under theright
cogditionsycannot influence
he
some elements of the decision -making process, they
primary focus of the corporate decision.
There appear to be seven major factors that provide the primary input into the
business location decision. These
factors are ssplained indns
thisiollowing dis-
cussion, in order of their importance
Market Demand - Market demand for the product or service being
offered is usually the most important consideration in the
location decision. On the opposite side of demand is supply
(i.e., is there enough room in the marketplace
isn termseof
t
existing and potential competition.)• y
on -investment (including stockholders equity) which is
competitive with other alternatives.
Access to Suppliers - Local access to raw
and wmterials, energy
resources and suppliers of necessary goods
es is
another key component of the the business location decision.
If the cost or time to acquire any one of the critical raw
materials, energy resources or other necessary goods and
services required to operate a business enterprise is excessive
in relation to alternative locations, it is likely that an
alternative location will in fact be chosen.
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Updated 08/07/84
Availability of Capital - Availability of both debt and equity
capital at a reasonable cost is also an important factor.
Small businesses are most directly affected by this factor,
since such businesses are typically undercapitalized in their
formation.
Access to Adequate Labor Force - A qualified labor force at a
competitive cost is important to all types of businesses and is
a factor carefully considered in the majority of business
location decisions. Increasingly, U.S. firms are finding them-
selves competing against much cheaper foreign labor. Many
companies have shifted all or some of their production facili-
ties overseas in order to compete effectively.
Access to Land, Buildings and Required Infrastructure and
Services - This factor is typically a concern of a company
planning a major plant or an existing company planning a plant
expansion. In addition to the issue of land availability
itself, other important issues are parking and access, water
and drainage and sewage treatment.
Reasonable Tax and Regulatory Environment - The existence of a
reasonable governmental tax and regulatory environment in the
state and local community is of obvious importance to busines-
ses. However, while this factor has been the traditional focus
of state and local economic development efforts, it typically
becomes of critical importance only when all preceding factors
have been satisfied.
Quality of Life - Quality of Life relates to a number of life-
style elements available in the local community, including the
quality of schools, local crime rates, cultural activities and
recreational facilities. This factor is the last of the major
factors in business locations, which should remind those
embarking on economic development strategies to look to the
business -related factors first. However, there is some
evidence that in this new age of "information processing," that
quality of life is becoming increasingly important. Since such
firms do not necessarily rely on the traditional means of
serving markets, it is not unreasonable that they might place
more emphasis on work environment for their employees.
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III - EXISTING ECONOMIC CONDITIONS
Five -Year Economic Development Plan Page III-2
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III - EXISTING ECONOMIC CONDITIONS
This section presents a review of the economic base of the Dubuque area. Each
of the major sectors of economic activity in the Dubuque economy is included.
FACTORS SHAPING THE ECONOMY
Late 1983 saw the initial stages of recovery from one of this country's worst
economic recessions. The industrialized Midwest was particularly hard hit by
extensive unemployment caused by lay-offs and business failures. This most
recent recession both reflected and accelerated several fundamental and long-
term changes taking place in the national economy. Some of these changes have
been taking place gradually since the end of World War II, while others are of
most recent origin. Among these changes are:
International competition
Technological innovation
Changing demographics
Shift from manufacturing to service economy.
These major changes and others will continue to effect the economy for the
foreseeable future.
International competition has become an increasingly important factor for
American industry. Europe, Japan and emerging Third -World countries have made
significant in -roads into the American consumer market as well as inter-
national markets. American industries that have experienced the brunt of
foreign competition include auto, steel, textiles, machine tools and construc-
tion equipment. Many of these are the so-called "smokestack" industries
concentrated in the Midwest.
Perhaps more than any other factor, technological innovation is shaping the
role and direction of the American economy. Through technological innovation,
many new products and processes have been introduced. Initially, these were
focused in the aerospace and defense industries. The next stage entailed
broad commercial application. The final stage, and the stage that may have
the greatest impact, involves the distribution of technological innovations at
the consumer level.
The introduction of new technology is not only transforming existing indus-
tries but has spawned a new industry itself, i.e., "high-tech." These include
such industries as semiconductors, microelectronics, telecommunications, bio-
genetics and robotics. The major impact of new technology on existing
industry has been in the area of productivity improvements. This has resulted
Five -Year Economic Development Plan Page III-3
Volume III: Reference Manual Updated 08/07/84
in significant cost -savings and greater efficiency in production processes.
At the same time, new technology has resulted in economic dislocation of many
manufacturing employees. Job retraining has become a pressing need for many
displaced factory workers around the country.
The demographic characteristics of the population have changed dramatically
since the end of World War II. The 1970s and 1980s saw the Post War "baby
boomers" entering the work force. The characteristics of this group included
more college -educated persons, more women, more minorities and much greater
geographic mobility.
The availability of FHA and VA mortgage insurance programs, coupled with an
expanded highway system, accelerated the decline of our major U.S. cities and
the creation of suburbia. Mass production processes required large parcels of
land which could only be found outside of the highly urbanized areas. People
and jobs began to move.
Intraregion mobility gave way to interregion mobility. This was the begin-
ning of the "Frost -belt to Sunbelt" migration that continues today. The
Northeast and Midwest continue to lose population and jobs to the South and
West. Those industries that were once the backbone of the American economy,
the so-called "smokestack" industries, were concentrated in the Northeast and
Midwest. It is these same industries that have had the greatest difficulty
with foreign competition, maintaining technological superiority, and increas-
ing their productivity. Finally, these industries have experienced the
negative effects of the long-term transition from a manufacturing -based
economy to a service -based economy.
In 1974, manufacturing employment stood at 20.1 million and accounted for 25.7
percent of all employment. Service employed 13.4 million persons and
accounted for 17.1 percent of all employment. By 1982, manufacturing's share
of total employment had declined to 21.1 percent while services' employment
share had increased to 21.3 percent. Between 1974 and 1982, the output of
all private industries grew at an annual rate of 2.4 percent. The service
industries, including communications, business services, health services and
several high technology manufacturing industries, grew the fastest. In con-
trast, heavy basic manufacturing industries, transportation and construction
either declined or showed only minor gains.
RECENT INDUSTRY TRENDS
Goods and services are the two major components of the nongovernmental sector
of the economy. As stated above, a fundamental and long-term shift has been
taking place in the American economy. This section reviews recent trends in
these two sectors.
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Goods -Producing
Excluding agriculture, the goods -producing sector of the economy is composed
of three major segments: mining, construction and manufacturing. The U.S.
Industrial Outlook 1984 contains an extensive analysis of the 194 industries'
recent economic performance. The measure of analysis is the value of ship-
ments projected for 1984 in relation to the 1971-1982 peak year of shipments
by industry.
Out of the 194 industries surveyed, 60 are projected to exceed their peak
ship- ments during the period 1972-1981 in 1984. The remaining 108 industries
are projected to fall short of their 1972-1981 peaks. The top 20 industries
projected to surpass their 1972-1981 peak year shipments are indicated in the
table on the following page.
Five -Year Economic Develcpment Plan
Volume III: Reference Manual
Top Twenty Industries
That Are Projected to Surpass
1972-1981 Peak Year Shipments
Semiconductors and related devices
Electronic computing equipment
Electronic components, nec
Natural and processed cheese
Radio and television communication equipment
Surgical appliances and supplies
Poultry and egg processing
Lithograph platemaking services
X-ray apparatus and tubes
Greeting card publishing
Biological products
Medicinals and botanicals
Surgical and medical instruments
Instruments to measure electricity
Dolls
Page III-5
Updated 08/07/84
Confectionery products
Surface active agents
Electronic connectors
Sanitary paper products
Newspapers
As can be seen from the list above, many of these industries are in the
category of "high-tech." Many of the high-tech industries maintained a
positive growth rate during the 1982 recession.
A sample of those industries whose shipments for 1984 are projected to exceed
those for the recession year of 1982 is presented below. The 1984 projected
shipments will still remain below the 1972-1981 peak year for these indus-
tries. These industries include:
Industries Whose 1984 Shipments
Are Projected To Exceed Those for
the Recession Year of 1982
Brick and structural clay tile
Vitreous plumbing fixtures
Metal sanitary work, sheet metal work
Plumbing fixtures and brass goods
Hardwood dimension and flooring, particle board
Five -Year Economic Development Plan
Volume III: Reference Manual
Mill work, softwood veneer and plywood
Logging camps and log contractors
Motor vehicles and car bodies
Truck and bus bodies, truck trailers
Motor vehicle parts and accessories
Concrete block and brick
Ready -mixed concrete, gypsum products
Flat glass
Hydraulic cemented log contractors
Page III-6
Updated 08/07/84
It is important to note that many of the above industries are auto or con-
struction -related. These industries are cyclical in nature and were hard hit
during the recession.
Twenty-four industries are projected to experience further declines in ship-
ments in 1984. These industries are listed on the table below.
Ship building and repairing
Cigars
Aircraft equipment, nec
Footwear, except rubber, nec
Leather gloves and mittens
Primary copper
Fine earthenware food utensils
Cigarettes
Leather and sheep -lined
Personal leather goods,
clothing
nec
Leather tanning and finishing
Blowers and fans
Paper industries machinery
Fabricated structural metal
In addition to being adversely affected by the 1982 recession, these indus-
tries as a group have been experiencing long-term economic decline. More than
one-half of these industries had their peak year in shipments prior to 1975.
This would indicate that other factors, such as foreign competition, changing
markets and productivity losses, have harmed these groups.
Service-Producing1
The service -producing sector of the economy is composed of five major segments:
Transportation, communication and utilities
Wholesale trade
Five -Year Economic Develcpment Plan
Volume III: Reference Manual
Retail trade
Finance, insurance and real estate
Services.
Page III-7
Updated 08/07/84
Because of the nature and diversity of the service -producing sector, it is
difficult to measure growth. As a result, the most commonly used measure is
employment.
Service industries have been the major source of employment growth in the
United States for several decades. According to the Bureau of Labor
Statistics (BLS), between 1950 and 1980, total nonagricultural employment
doubled in size, going from 45.2 million to 90.4 million. The service sector
accounted for approximately 60 percent of this growth or 28 million jobs. In
contrast, manufacturing employment grew by only 5 million during the same
period. Manufacturing's proportion of total employment went from 33 percent
in 1950 to 22 percent in 1980. Likewise, the goods -producing sector (includ-
ing agriculture) fell from approximately 40 percent to 28 percent of total
employment.
Between 1974 and 1982 employment in the service industries grew at
annual rate of 3.1 percent. During this same period, employees on
agricultural payrolls grew at a rate of 1.7 percent annually. The
growing service industries during the period 1974 to 1982 were:
Fifteen Fastest Growing Service Industries
during the Period 1974 to 1982
Computer and data processing
Personnel supply services
Savings and loan associations
Legal and services
Dentist offices
Holding and other investment offices
Transportation services
Real estate agents
Accounting, auditing, bookkeeping
Mailing, reproduction, steno
a compound
non-
15 fastest
Physician offices
Nursing and personal care facilities
Eating and drinking places
Miscellaneous shopping goods stores
Radio and television broadcasting
Unlike the goods -producing sector, only a small percentage of industries
within the service -,-producing sector declined during the period 1974-1982.
These industries are indicated on the table on the following page.
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Five -Year Economic Development Plan
Volume III: Reference Manual
Page III-8
Updated 08/07/84
Services Industries That Experienced
Declines during the 1974-1982 Period
Taxicabs
Combined real estate, insurance, etc.
Railroads, Class I
Variety stores
Miscellaneous general merchandise stores
Household appliance stores
Intercity highway transportation
Laundry, cleaning garment service
Men's and boys' apparel stores
Motion picture theatres
New and used car dealers
Gasoline service stations
Credit reporting
Subdividers and developers
FUTURE INDUSTRY TRENDS
The BLS has developed long-range projections of industry employment. The BLS
projections cover the years 1985 and 1990. Three scenarios, each based on
differing assumptions, are presented for each projection period. The
scenarios are defined as follows:
Low -trend - Continuing high inflation, low productivity growth
and moderate expansion in real production
High -trend I - Marked improvements in both inflation and
productivity, greater labor force growth, higher real produc-
tion levels
High trend II - Labor force growth consistent with low trend,
but greater productivity gains and less inflation than in
high -trend I.
Based on these projections, the BLS has prepared forecasts for each sector of
the economy. These forecasts are summarized in the following:
Services - The fastest growing sector of the economy is
projected to be services. This is keeping with the recent
historical trend. It is projected that by 1990, services will
account for the majority of jobs in the economy. Within the
service industry, the fastest growing segment is projected to
be health care. This includes employment in doctors' and den-
tists' offices, hospitals, nursing homes, medical laboratories,
therapists' offices, and nurses' services.
Five -Year Economic Development Plan
Volume III: Reference Manual
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Trade - The trade category includes both wholesale and retail
trade, as well as eating and drinking places. The greatest
increase in employment opportunities is projected to be in the
trade sector. While trade will not grow as fast as services,
due to its larger absolute employment base, a smaller growth
factor still yields more jobs. While this sector is projected
to continue to grow, it will be at rates less than its
historical rate. This will be primarily due to productivity
improvements.
Manufacturing - Employment within manufacturing is projected to
increase between 0.8 and 1.6 percent annually for the period
1979-1990. This range represents an increase over the actual
rate of .5 percent achieved during the period 1969-1979. By
1990, manufacturing should account for 19.2 to 19.5 percent of
all jobs. Durable goods are projected to have the highest
growth rate of employment within manufacturing. Specific
industries within this group include:
Typewriters
- Computers
and other office equipment
Electrical lighting and wiring equipment
Medical and dental instruments.
Nondurable goods employment is expected to increase, but at a
lower rate than the all -industry average. By 1990, nondurable
goods employment as a percentage of all employment is projected
to be 7.3 percent compared to 8.1 percent in 1979. Five of the
ten industries with the greatest rate of job loss are in
nondurable goods as indicated below:
Dairy and poultry products
- Alcoholic beverages
- Leather tanning and industrial leather
- Dairy products (processed)
- Bakery products.
These declines are attributed to overall reduction in demand combined with
productivity improvements.
Finance, Insurance and Real Estate - This group's share of
total employment is projected to increase as a whole through
1990. While demand for credit and banking services is
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Five -Year Economic Development Plan
Volume III: Reference Manual
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Updated 08/07/84
projected to increase, demand for real estate services is
projected to be uneven during the period.
Construction - Between 1.0 and 1.6 million jobs are projected
to be added for the period 1979-1990. Due to a decrease in
housing demand projected to begin in 1985, the employment
growth rate is projected to slow between 1985 and 1990.
Mining - The major employers within this category are coal
mining and crude petroleum and natural gas extraction. While
there are many uncertainties in the long-range energy situa-
tion in the United States, BLS projects that coal mining will
be one of the fastest growing industries over the next decade.
Annual growth of 4.1 percent to 5.4 percent is projected
through 1990. Employment within the crude petroleum and
natural gas drilling industries is also projected to increase,
but at a lesser rate compared to mining.
OVERVIEW OF U.S. NORTH CENTRAL REGION ECONOMY
Dubuque is located within the North Central Region of the United States, an
area that includes the States of North Dakota, South Dakota, Nebraska, Kansas,
Minnesota, Iowa, Missouri, Wisconsin, Illinois, Michigan, Indiana and Ohio.
Within the region, Dubuque is located within a day's drive of major metropol-
itan areas such as Chicago, Minneapolis/St. Paul, Milwaukee, Kansas City, St.
Louis, Omaha and Indianapolis.
The eastern area of the North Central Region is the home of the "smokestack"
industries that have long characterized the U.S. economy. It has only been in
the last ten years of increased international competition that the dominating
strength of this area of the country has been challenged.
Within the United States and the region, Iowa has typically ranked relatively
high in terms of average hourly earnings of production workers on manufactur-
ing payrolls. During the 1978 to 1982 period, Iowa was consistently among the
top ten states in this area, as detailed in Exhibit III-1 on the following
page.
Iowa compares favorably with other states in the region in terms of quality of
life, according to a recent study by the Iowa Development Commission (IDC).
Based on readily available published sources, the IDC prepared a quality of
life index. The index indicated that as of April 1984, Iowa had an index
ranking of 116.6, the highest in the region. The table on the following page
summarizes the results of this study.
Five -Year Economic Development Plan
Volume III: Reference Manual
Exhibit III-1
TOP TEN STATES WITH THE
HIGHEST AVERAGE HOURLY EARNINGS OF PRODUCTION
WORKERS ON MANUFACTURING PAYROLLS
1978
1. Alaska
2. Michigan
3. Montana
4. Washington
5. Ohio
6. Oregon
7. Indiana
8. Iowa
9.
10.
1979
Alaska
Michigan
Montana
Washington
Oregon
Ohio
Indiana
Iowa
1978 - 1982
1980
Alaska
Michigan
Washington
Montana
Iowa
Oregon
Indiana
Montana
1981
Alaska
Michigan
Washington
Iowa
Ohio
Iowa
Montana
Indiana
Illinois
Washington,
D.C.
Page III-11
Updated 08/07/84
1982
Alaska
Washington
Michigan
Ohio
Oregon
Iowa
Montana
Indiana
W. Virginia
Louisiana
Source: Handbook of Labor Statistics, U.S. Department of Labor,
Bureau of Labor Statistics, December 1983.
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COLUMBUS
INCINNATI
WN
WELTON BECKET ASSOCIATES
PEAT, MARWICK, MITCHELL & C(
WBA PROJECT NO. 130
APRIL 17,198
Five -Year Economic Development Plan
Volume III: Reference Manual
Quality of Life Index
by States in U.S. North Central Region
Ranking State
1 Iowa
2 Minnesota
3 Nebraska
4 Kansas
5 Wisconsin
6 South Dakota
7 Indiana
8 Missouri
9 Ohio
10 Illinois
U.S. average
Index
116.6
115.5
115.4
113.3
111.6
110.1
107.5
104.8
104.4
101.0
100.0
Source: Quality of Life Index,
Iowa Development Commission,
Research and Development Dept.,
April 1984.
OVERVIEW OF THE DUBUQUE AREA ECONOMY
The City of Dubuque (the "City") is
region of the United States and the
Dubuque economy is largely based on
-production.
Page III-13
Updated 08/07/84
a mid -size community in the upper midwest
oldest city in the State of Iowa. The
the manufactured equipment and large-scale
The City and surrounding urbanized area are the focus of a subregional economy
that includes northeast Iowa, northwest Illinois and southwestern Wisconsin.
The Dubuque urbanized area consists of the City, Dubuque Township, portions of
Table Mound, Mosalem and Peru Townships in Dubuque County, Dunleith Township
in Jo Davies County Illinois and Jamestown Township in Grant County,
Wisconsin. The map on the following page details this subregional area.
ELKADE
MAROUETT
McGREGOR
FROELICH
GARNAVILLO
CLAYTON
COLE B R
MANCH. STER
•
EDGEWOO
DELHI
DELAW
PKINTON
®- COMMUTER CITY
COMWLIWNG WORKER SURVEY- 1982
D 0REG�ll
JECONOMIC DEVELOPMENT PLAN
DUBUQUE, IOWA
PRAIRIE DU
CHIEN
ILLVILLE
RIDGEPORT
PATCH
GROVE
OOMINGTON
CASSV
ICHARDSVILLE
DYERSVI _E
EPV 1RTH
FARLEY
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JONES
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HOPE
GRANT
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18
LANCAS
DICKEYVI LE
SHERI4\-
SAGEVILL KIEL\ER
DURAN" \\
DUBUQU
ASBURY
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DUBUQUE
CASADE
BERNARD
JACKSON
E. DUB UE
SALENA
:52
ST. DONATUS
aMOTTE
ODA
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IVINGTON
REWEY
/ BELMONT
MINERAL POINT
ARLINGTON
�
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BELLEVUE
ANDRE
ENTON
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0 DAVIES
SPRINGBR. OK
SCALES MOUND
WOODBINBT
SAVANNA
30 MIN. AREA
60 MIN. AREA
LAMON
GRATIOT
WELTON BECKET ASSOCIATES
PEAT, MARWICK, MITCHELL & CO.
iemmimmmmmmommmilmmmms
WBA PROJECT NO. 1302
APRIL 17, 1984
Five -Year Economic Development Plan
Volume III: Reference Manual
Page III-15
Updated 08/07/84
Employment in the Dubuque Standard Metropolitan
rinStatistical
Areas(SMSA)
leading
P
totalled 39,000 ass ofe November
followed closely by services and trade. Exhibit
111-3ecor of tthe elmployment
mentoby�sector in the Dubuque SMSA.
details employ
In the following discussion, major sectors of the Dubuque economy are high-
lighted, including:
Manufacturing
Services
Wholesale and retail trade
Transportation and public utilities
Finance, insurance and real estate
Construction
Public administration.
Manufacturing
Dubuque's manufacturing sector is the largest segment of the local economy.
As of November 1983, manufacturing employment in Dubuque totalled
n11,9
according to the U.S. Department of Labor.
whoMuch
4,fOthis
emplos entst
attributable to John Deere Dubuque Works, 01 employees
make it the in
largest employer in the Dubuque area. Other majorand Flexsteel Industries,
Dubuque include FDL Foods, Inc., the ERTL Company
Inc., all of whom are among the top ten employers in the Dubuque area (see
Exhibit 1I1-2).
affected by the national
Dubuque's manufacturing sector has been dramatically much of this impact has
downward trends in durable goods production. Againmpa
been attributable to the area's John Deere plant, which has experienced
dramatic cutbacks in employment in recent years. While it is not likely that
provide the number of jobs that it had at its peak, the
John Deere will ever employees which by plant is now in the midst of a callback of 350otom40telymp,oy0.
year-
end will bring employment at the plant to apt
T
1
1
.J
41
Lttj
a r
ono
Five -Year Economic Development Plan
Volume III: Reference Manual
Exhibit III-2
THE TEN LARGEST EMPLOYERS IN THE DUBUQUE AREA
Employer
John Deere Dubuque Works
FDL Foods, Inc.
Mercy Health Center
The ERTL Company
Flexsteel Industries, Inc.
Finley Hospital
City of Dubuque
County of Dubuque
William C. Brown Companies
Interstate Power Co.
Total employees
4,650
1,400
1,377
850
684
676
533
441
403
310
11,324
Source: 1983-84 Dubuque Area Industrial
Directory.
Page III-16
Updated 08/07/84
Five -Year Economic Development Plan
Volume III: Reference Manual
Exhibit I11-3
EMPLOYMENT BY INDUSTRY TYPE
IN THE DUBUQUE, IOWA S.M.S.A.
Industr
Construction and Construction Services
Manufacturing
Transportation
Wholesale and Retail Trade
Services
Finance, Insurance and Real Estate
Public Administration
Total
Page III-17
Updated 08/07/84
Total employees
1,100
11,900
1,600
8,800
10,600
1,300
3,700
39 000
Source: Nonagricultural Employment by Major Industry
Division, U.S. Department of Labor, Bureau of Labor
Statistics, November 1983.
r
NJ
Five -Year Economic Development Plan
Volume III: Reference Manual
Exhibit III-4
NUMBER OF EMPLOYEES BY TYPE OF EMPLOYER
Employees Manufacturing
1-4 17
5-9 25
10-14 19
15-24 22
25-49 27
50-99 4
100-499 13
500-999 2
1,000+ 2
Source:
131
Ancillary
services
8
10
5
3
3
9
1
44
Warehousing/
distribution
8
11
9
5
9
1
0
0
43
1983-84 Dubuque Area Industrial Directory.
Page III-18
Updated 08/07/84
Transportation Total
3
6
5
3
3
2
0
0
24
36
52
36
35
41
11
24
4
3
242
L
Five -Year Economic Development Plan
Volume III: Reference Manual
Page III-19
Updated 08/07/84
Troubles in Dubuque's manufacturing sector are not
tnu iqueait n Iowa. toAcutmberk
r
of Iowa manufacturing firms have initiated plans
or close out activities at their plants, as the following examples indicate:
In the heavy machinery area, representatives of Caterpillar
• Tractor Co.'s Burlington, Iowa plant announced earlier nthis
year that Caterpillar would close its 110-employee p
la
permanently. The closing was explained as a need to restruc-
ture manufacturing operations to reduce manufacturing space and
capacity.
Another example is Maytag's decision to close its Hampton, Iowa
•
plant. Maytag Co. plans to phase out its Hampton plant in two
years and move it to Jefferson City, Missouri, eliminating 114
jobs. A spokesman for Maytag cited uncompettitiveswage ratestes as
a reason for the move and a reason why Maytag
to locate future plants in Iowa.
SERVICES
The services sector of the Dubuque economy incldesfirms thatiat primariland
provide services to individuals, businesses, government
other organizations.
A particularly interesting element of the Dubuque services industry is CyCare
irm
Systems, Inc. (CyCare). CyCare, founded in 1968,
is a rapidly grthat reached $25.5 million ineTivnue lsoftware andCyCare
systemsnforfinedicalagroup
providers of data processing Svces,
practices, health plans and medical schools. CyCare maintains
itsfs coorporinate2
headquarters in Dubuque with regional sales and support
locations throughout the United States and Canada.
rvices
or
e
h
Other major elements
ingand educationalgue institutions. Thesensubsectorstareadiscussed
tourism, lodging a
in the following section.
Health Care
The Dubuque health care industry is now in a marked period of transition.
Historically, Dubuque residents have enjoyed a level of sophisticated hospital
services greater representation in physician specialties than is typical
for a community
and a g
for of the
the1followDnguentitiesThe
Dubuque health care industry is
currently made up of .
Mercy Health Center - Mercy Health Center is a three -unit
division consisting of St. Joseph's Unit, Xavier Unit and St.
Mary's Unit in Dyersville. A 525-bed general acute care
hospital. Mercy captures about 71 percent of the acutets care
ial
market and operates at an estimated 65 percent
average daily census.
r j
.11
yri
Five -Year Economic Development Plan
Volume III: Reference Manual
Page III-20
Updated 08/07/84
Finley Hospital - A 200-bed general acute care hospital in
operation since 1890. Finley maintains a market share of about
29 percent of the acute care market. Its current utilization
is about 55 percent. Finley has joined the Voluntary Hospitals
of Iowa, a group of independent hospitals, to obtain the
advantages of VHI's group buying discounts on medical equipment
purchases.
Independent Physicians - The traditional basic delivery system
for health care services has been the independent physician in
private practice.
Medical Associates HMO - Medical Associates HMO is a relatively
new part of the Dubuque health care industry, but has grown to
be one of the largest providers of health care services in the
region. With a wide variety of general -practice physicians and
specialists under one roof, Medical Associates operates in
direct competition with the independent private practice
physicians in the region. Medical Associates currently has a
staff of 55 doctors and more than 12,600 members.
Visiting Nurses Association - Provides in -home nursing care
with a current staff of 15 nurses.
Dubuque's health care industry is currently in a marked period of evolution.
This evolution has been caused by a number of factors that are causing local
health care providers to rethink their role in the industry, as shown below:
Federal Reimbursement Practices - Changes in medical practices
and Medicare payment policies have contributed to uncertainty
related to delivery of health care services. In addition, the
changed reimbursement practices appear to have also contributed
to a decreased use of hospital facilities.
Health Maintenance Organizations - The rapid rise of Dubuques
major health maintenance organization (HMO) and the potential
for new HMOs has added a competitive vigor to the health
community that is unprecedented.
Economic Downturn - The general downturn in the national
economy as it affects Dubuque has also contributed to the
troubles in the health care industry. Many of those that lost
their jobs during the recession no longer have their company
health care benefits and therefore can no longer afford the
level of health care they previously enjoyed.
Five -Year Economic Development Plan
Volume III: Reference Manual
Page III-21
Updated 08/07/84
Changing Service Delivery Systems - Because of the above
• factors and the general changes occurring in health care in the
United States, the traditional means of delivering health care
services are changing. Increased emphassisonow
wpplaced
in
preventive and holistic medicine as opposed
nt
treatment in a hospital setting.
Regional Competition - Management of both localhospitals
. report that long-standing competition with hospitals
loss of
Madison, Rockford and Cedar Rapids is increasing. T4isn
potential patients is an indication that the geographic trade
area for Dubuque health care services is diminishing.
Dubuque's two hospitals, Mercy Health Center and Finley Hospital, are
currently experiencing dramatiitalschanare nowin toperatingy owithf eantaverage dailydue to ese
health care trends. Both hosp
census that is less than 65 percent of their potential utilization.
are
Both hospitals are well aware of the n businesslemMercyiHealthiCentersinypardticular
acting aggressively to remain
ihas moved to curb its downward slide in the health care industry.
Mercyhas plans to sell wheelchairs and other medical equipment in direct
c
commpepe tition with medical supplies businesses. Mercy is also selling services
to smaller health care institutions, maintaining 35 contracts with other
lly, Mercy
hospitals for recreational, nutritionalCommuniy inDyersville, a
ter services. F93sacre develops
involved with Westridge Retirement
ment adjacent to its St. Mary's Unit. Westridge will be a 300-unhousing
development for middle income and upper income people over 50 years
of age.
The condominium -ownership townhouse units will be priced in the $62,000 to
e. A for -profit corporation and subsidiary of the Sisters
$82,000 price range. of Mercy Health Corporation, which owns Mercy Health Center, would be
the owner.
Lodtrg Industry
The Dubuque area lodging industry operates with approximately 1,200 guest
rooms in 19 motel properties. Two-thirds of these rooms are located in six
larger motel properties. Of these six properties, the Midway Motor Lodge and
f
the Best Western Dubuque Inn offer
couldtop
alsoend
beoconsoderedsasooneaoflthe to
Dubuque. The Dubuque Holiday
top -end facilities in the community. In the area of budget accommodations,
the Regal 8 Inn is Dubuque's best facility for travelers.
The lodging industry's areawsdeonocWiPhnlocallevel
propertyestimated
managerst about
Howeve0r, the
percent, according to discus in the 60 to 70 percent range
top -end properties maintain an average occupancy
r
i
C]
7
(-]
Five -Year Economic Develcpment Plan
Volume III: Reference Manual
Exhibit III-7
SUMMARY OF DUBUQUE LODGING FACILITIES
Julien Motor Inn
Dodge House Motel
Dubuque Inn - Best Western
Holiday Inn of Dubuque
Regal 8 Inn
Midway Motor Lodge
Chestnut Mountain Resort
Eagle Ridge Inn & Resort
Motels
200 Main St.
701 Dodge St.
3434 Dodge St.
1111 Dodge St.
2670 Dodge St.
3100 Dodge St.
Resorts
8700 W. Chestnut Rd.
Post Office Box 777
Other Properties
Chateau Motel Supper Club
Dodge House Motel
Glenview Motel
3750 Central
701 Dodge St.
1050 Rockdale Rd.
Page III-22
Updated 08/07/84
150
85
156
198
100
151
840
150
166
1,156
25
85
24
1,290
Five -Year Economic Development Plan
Volume III: Reference Manual
Page III-23
Updated 08/07/84
Tourism Industry
Dubuque's tourism industry is the third major industry group present in the
local services sector. Tourism is a typically a difficult industry group to
monitor since tourist activities are found in all areas of the economy,
including retailing outlets, restaurants, automobile service stations and
museums.
A profile of Dubuque tourism is available from a recent study done by the Iowa
Development Commission and the Dubuque Area Chamber of Commerce (the Tourism
Study). The Tourism Study was conducted in 1983 based on visitors to the
Dubuque Tourist Information Center. According to the survey:
About two-thirds of tourists visiting the Dubuque area are from
Illinois or Iowa
Approximately 70% of tourists were visiting Dubuque as their
destination
The visitors' trip logistics included an average vacation
mileage of 738 miles. Of particular interest, these travelers
averaged 5.1 days on their vacations, but only 1.5 days in
Dubuque.
The riverboat rides and the Mississippi River are among the popular activities
for visitors to Dubuque. Other tourist attractions that are the source of
visitor activity are:
Mathias Hamm House Museum - A refurbished 23-room mansion which
recreates the elegance of pre -Civil War Dubuque. It is now
operated as a tourist attraction and as a staging area for
events such as the Fourth of July Old -Fashioned Ice Cream
Social and the Victorian Christmas celebration in December.
Fred W. Woodward Riverboat Museum/William M. Black - The
Riverboat Museum is a new museum intended to highlight more
than 300 years of river history. The museum also underscores a
unique period of Dubuque history. For over 100 years, Dubuque
was the largest boat builder on the Upper Mississippi River.
During 1983, more than 30,000 visitors visited the Riverboat
Museum. The 277-foot William M. Black is one of the last
steam -powered sidewheelers and is now docked in Dubuques's Ice
Harbor, adjacent to the Riverboat Museum.
Farmer's Market - Dubuque's Farmer's Market is the oldest
• continuous outdoor market in the Midwest. Vendors have been
selling farm products on Saturday mornings since 1857. The
Market has now grown to include an eight -block area with handi-
crafts and other nonproduce items for sale.
r
I
Five -Year Economic Development Plan
Volume III: Reference Manual
Page III-24
Updated 08/07/84
Eagle Point Park - A scenic park in Dubuque offering an
excellent view of the Mississippi River and Zebulon Pike Lock
and Dam #11. Sunken gardens and rock pavilions are also on the
grounds.
Fenelon Place Elevator - A scenic elevator that operates on the
bluff overlooking downtown Dubuque and the Mississippi River.
The elevator was built in 1882 and is said to be the world's
steepest, shortest Scenic Railway. The elevator is on the
National Register of Historic Places and Sites.
Old Shot Tower - Constructed in 1856, the Old Shot Tower was
used in producing shot in the early munitions industry. A
major renovation of the structure was completed in 1960. The
tower is located along East 4th Street next to the Mississippi
River.
Julien Dubuque Monument - A dedication to the founder of
Dubuque, located on the southeast edge of the City in a 12-acre
Iowa State Park.
Downhill Skiing - During the winter season, downhill skiing is
offered at Sundown Ski Area and Chestnut Mountain Resort.
Other winter sports include ice skating, tobogganning, snow-
mobiling and cross-country skiing.
Semi-professional Hockey - The Fighting Saints of the North
American Hockey League are located in Dubuque.
Riverboat Excursions - One of the more popular tourist
activities in Dubuque are the riverboat excursions on the
Mississippi River. Robert's River Rides offers a number of
excursion packages, from 1-1/2 hour short tours to all -day
packages with a prime rib dinner. The riverboat tours depart
from Dubuque on either the 377-passenger Spirit of Dubuque or
the new 600-passenger Mississippi Belle.
Dog -Racing - A proposed new tourist attraction that is now in
the process of seeking state licensing and a sound financial
structure. The Dubuque Racing Association, a nonprofit group,
is the entity seeking approval to build and operate a dog -
racing track on Chaplin Schmitt Memorial Island in Dubuque.
Voter approval for a bond issue to finance the construction of
the facility was received on March 19, 1984 in a Citywide
referendum.
Mines of Spain - A newly acquired historic area that is
currently in the planning stage. It is located south of the
City and is an Iowa State Park.
Five -Year Economic Development Plan
Volume III: Reference Manual
Page III-25
Updated 08/07/84
Iowa State Parks - Besides Julien Dubuque Monument and the
Mines of Spain, there are 16 state park and recreation areas
within surrounding counties in northeast Iowa.
Dubuque Star Brewery - Iowa's only operating distillery is
located in Dubuque on the Fourth Street peninsula. A few years
ago, the brewery was used in the movie F.I.S.T as a location
for several scenes.
Annual Events - Dubuque plays host to a number of annual
events, including the Dubuque County Fair, and several weekend
seasonal festivals.
Other Attractions - Other local tourist -oriented facilities
il
• includeal, than Lakeouse Cave�,eHouseaon,thedRock, thelCountyld Courty
Hall, Crystal
House and the Trapist Monastery.
Five -Year Economic Development Plan
Volume III: Reference Manual
Page III-26
Updated 08/07/84
Exhibit III-9
MAJOR SKI RESORTS IN THE
NORTH CENTRAL REGION OF THE U.S.
Resort
Terry Peak
Lutsen Mountains
Indianhead Mountain
Big Powderhorn Mountain
Porcupine Mountains Ski Area
Sugar Loaf Mountain Resort
Rib Mountain
Cliffs Ridge Ski Area
Boyne Highlands
Ski Starlite
Ski Brule
Devils Head
Sundown
Chestnut Mountain Resort
Blackjack
Thunder Mountain
Boyne Mountain Lodge
Ski Homestead
Nubs Nob
Whitecap Mountains
Sugar Hills Ski Resort
Schuss Mountain
Timerlee Recreation Area
Telemark Lodge
Welch Village Ski Area
Clear Fork Ski Area
Caberfae Ski Resort
Tyrol Ski Basin
Paoli Peaks
Mont Bleu Ski Ara
Hilton Shanty Creek
Buck Hill
Snow Trails
Birch Park/Snowcrest Ski Area
Alpine Village Resort
Bull Valley
Wilmot Mountain
Buena Vista Ski Area
State
South Dakota
Minnesota
Michigan
Michigan
Michigan
Michigan
Wisconsin
Michigan
Michigan
Indiana
Michigan
Wisconsin
Iowa
Illinois
Michigan
Michigan
Michigan
Michigan
Michigan
Wisconsin
Minnesota
Michigan
Michigan
Wisconsin
Minnesota
Ohio
Michigan
Wisconsin
Indiana
Kansas
Michigan
Minnesota
Ohio
Minnesota
Wisconsin
Wisconsin
Wisconsin
Minnesota
Vertical
drop
1,200
700
638
600
600
600
600
600
520
500
500
495
475
465
465
460
450
440
425
400
400
400
385
375
350
325
325
320
300
300
300
300
300
290
288
235
230
200
Longest
run
8,000
1-1/2 mile
5,280
5,280
6,200
5,280
3,830
1-1/4 mile
5,280
5,280
5,280
5,000
2,640
3,200
5,280
3,000
5,280
5,280
3/4 mile
5,000
3,000
4,800
4,500
2,640
4,000
3,500
3/4 mile
3,600
3,300
2,000
2,700
2,000
2,000
3,800
3,000
3,600
2,500
1,800
Source: Midwestern Resort Guide - Peat Marwick.
Five -Year Economic Development Plan
Volume III: Reference Manual
Page III-27
Updated 08/07/84
Convention and Meetings
Dubuque's convention and meetings business is closely
yrelatein
d tdistinctFive
d
from general tourism activity. Activities are primarily
Flags Center in Dubuque's central business district.
major components, the Theater and the
The Five Flags Center consists of two facilities. These facilities
Arena, in addition to a full range of support
are summarized below:
Arena - A 27,000 square foot facility that can seat 4,3
00 for
basketball and 2,650 for ice hockey. The arena is divisible
into two spaces with a soundproof folding wall. The
eFighting
Saints of the North American Hockey League play their
gamhere.
Theater - An historic structure that can seat 720. The theater
• is used for staging local college plays, professional theater,
dinner shows, the Dubuque Symphony Orchestra and other enter-
tainment.
▪ Conference Rooms - Breakout rooms that can be used in conjunc-
tion with arena or theater events. All are located on the
second floor of the public promenade and have seating capaci-
ties ranging from 90 to 182 people.
Pre -Function Space - A three -level glass -enclosed area that
houses the box office, administrative offices and conference
rooms.
Educational Institutions
The last major area of Dubuque's services sector is the area of higher
educational institutions.
With
hasthree
anmajor
unusuallycolleges
largeand
educationities and a
industry for
large technical school, DubuqueLoras
a community its size. The University of Dubuque, Clarke College,
College and the Northeast Iowa Technical Institute employ a total of 724
faculty and administrative people:
University of Dubuque - The University of Dubuque offers35
major programs in the liberal arts and career preparation
areas. Founded in 1852, the University of Dubuque
snrrelated
to the United Presbyterian Church, U.S.A. major
w
development at the University of Dubuque is the MBA program.
The program was started in Fall 1983 with a $140,000 donation
from the Dubuque business community. An interesting concept
under development is the University's River Studies Center,
which would be similar to the Scripps Institute in California
and Woodshole in Massachusetts. The center would
eer asiin
analysis of river ecosystems usingthe Mississippi
lag •41
Five -Year Economic Development Plan
Volume III: Reference Manual
Page III-28
Updated 08/07/84
laboratory. Also in the planning stages is a potential career
program in museum management. A course syllabus is currently
being developed.
Clarke College - Founded in 1843, Clarke College is a Catholic,
coeducational institution. Clark offers a variety of programs
in liberal arts, sciences and professional areas.
Loras College - Loras College was founded in 1839, and is also
a Catholic, coeducational institution. Undergraduate instruc-
tion is offered in liberal arts, sciences and preprofessional
curricula. The Graduate Division provides programs in elemen-
tary and secondary administration, guidance and counseling,
English, history and applied psychology.
Northeast Iowa Technical Institute - A vocational/technical
institute serving an eight -county area of Northeast Iowa. The
South Center is in Peosta, just west of Dubuque. Enrollment
includes 2,400 full-time equivalent students and an adult
continuing education enrollment of 44,000. Full-time students
receive an Associate of Applied Sciences degree upon gradua-
tion. NITI is committed to working with local businesses in
the training of entry-level employees. New programs include
training for specialists in business data processing, electron-
ics technology, swine and cattle herd management, food service
and word processing.
WHOLESALE AND RETAIL TRADE
The wholesale and retail trade sector employs about 8,800, according to a
November 1983 estimate prepared by the U.S. Department of Labor. Retail trade
employment includes those Dubuque businesses that sell merchandise for per-
sonal or household consumption, or render services incidental to such sales.
Dubuque retailing activity generally occurs in two areas: in the downtown
area and on the West Side in and around Kennedy Mall. Dubuque retailers
compete with other major regional retailing centers in Cedar Rapids, Davenport
and Madison, Wisconsin.
Kennedy Mall is a 68-store regional shopping center with more than 600,000
square feet of retail floor space. The center is anchored by Armstrongs,
J. C. Penney and Younkers. The opening of Kennedy Mall in 1969 caused a major
shift in resident shopping habits that contributed to the decline of retailing
activity in the central business district.
Five -Year Economic Development Plan
Volume III: Reference Manual
Dubuque
Percent
change over
previous year
Iowa
Exhibit I11-5
TAXABLE RETAIL SALES IN
DUBU UE AND THE STATE OF IOWA
(In thousands)
1978
320,311
$ 10,599,259
1979
389,423
21.67
11,937,333
Percent
change over 12.670
previous year -
Retail Sales and Use Tax Annual Re ort, State of
Source:
Revenue.
1980
422,979
8.6%
13,092,630
Page 1I1-29
Updated 08/07/84
1981
424,539
0.3%
13,112,407
9.67
0.2%
Iowa,
1982
425,435
0.27
13,410,647
2.2%
Department of
Five -Year Economic Development Plan Page III-30
Volume III: Reference Manual
Updated 08/07/84
TRANSPORTATION AND PUBLIC UTILITIES
The transportation and public utilities sector is another element of the
Dubuque economy. Total transportation sector employment was estimated at
1,600 as of November 1983, according to the U.S. Department of Labor.
Transportation employment includes organizations that provide passenger and
freight transportation, communication services and other public utilities to
businesses and the general public.
Dubuque Municipal Airport is the center of air transportation activity in
Dubuque. American Central Airlines and Mississippi Valley Airlines currently
provide commuter service from Dubuque to major regional airport.
Air Passenger Enplanements and Deplanements
Dubuque Municipal Airport
Year Mississippi Valley American Central
1979
1980
1981
1982
1983
32,566
28,515*
20,372
20,445
24,125
6,811
13,746
19,034
* Airline deregulation was begun in 1980.
Airline traffic decreased as air
carriers eliminated many unprofitable
routes.
Source: Dubuque Area Chamber of Commerce.
Major public utility employers include Interstate Power Corporation and
Peoples Natural Gas with 310 and 56 employees, respectively. In the communi-
cations area, major employers include Teleconnect, KDTH/KFMD, WDBQ/WLYV and
KDUB-TV.
The most interesting recent activity in this sector is American Central
Airlines intent to consolidate its headquarters operation in Dubuque. Total
employment is estimated at 150, compared to their 50 employees already working
in Dubuque. American Central will occupy a new hangar and several other
buildings at the Dubuque Municipal Airport. The City of Dubuque will provide
$750,000 to finance the construction work. The monies will provided by a
general obligation bond of the City. American Central will sign a 14-year
lease with annual rental payments to pay off the cost of the facilities.
Five -Year Economic Development Plan
Volume III: Reference Manual
Page III-31
Updated 08/07/84
CONSTRUCTION at a minimum
y presently operating
the last several years. New construction
The Dubuque area construction industry is
level, after a steady decline during
buildings. Some amount of rehabilita-
tion have been limited to custom -designed homes in the residential sector
s le -user industrial and rand renal sing is also in evidence. One sign
gnof
tern and renovation of existing properties of developers to more prosper-
ous the low operating level in the reported flight
markets in the Sunbelt and lower Plains states. is at a
Commercial construction, as evidenced by building permit valuations,
0 ortunities for office, hotel andretailconstruction aotentialsalesf red
with the stagnant economic growth as low ebb. PP well as leakage of p
opportunities. The opening of Kennedy
shoppingo
habits, resulting
other markets has clausedd retailing oPP The habits,
oppresulting
inll inmarked also cainecentralobusiness ldistrict nshopping.
been limited by lack of any
s
a dicdine services ac sector
for office building construction have similarly occupied by
economic expansion. Office space is generally
to ees and employees in the area of Finance, Insurance and Real Estate
emp y
(FIRE).
state economic
Lod
climate.
ate facilitiescahaveis lowocompareddtolth the nationwideaaverages and weekly fill
climate. Occupancy The ability to generate increases
patterns departing from typical operations.
ocal tourism will positively affect the local hoteliers as wellmaas locar
l
rn 1
s f
retailers. Rooms demand cannot increase without sl
rooms. Improvement in RdSaffectstheemployment as well as new tourism to
local hoteliers.
the Dubuque area will positively
nificantly by the national
Industrial construction has been limitedsig
erienced any major corporate
economic recession. Dubuque has not expe
rienced
to the area. The construction of U.S. 61 will cause the disp
of a number of downtown businesses which
illdin turn
rcreate construction
men
opportunities
opportunities for local industrial and commercial
s.
residential market for newly constructed thomes tconsists of custere om-built
hoe the omngre-
homes in the more expensive subdivision tracts as indicated by
evidence of a potential market for eldeysatgXavier Park.
gate housing facility for the elderly proposed
l
1
3
Five -Year Economic Development Plan
Volume III: Reference Manual
New construction
Residential:
Single family
Multifamily
Commercial
Rehabilitation
New Construction:
Residential:
Single family
Multi family
Commercial
Rehabilitation
Exhibit III-6
BUILDING PERMIT ACTIVITY
CITY OF DUBUQUE
Number
Dollar Amount
$ 668,335
298,890
99,917
14,460,174
1981
15
0
3
1,075
1982
7
1
4
1,231
347,826
153,216
895,349
14,567,227
Source: Dubuque Area Chamber of Commerce.
Page III-32
Updated 08/07/84
1983
13
0
6
1,314
1,192,399
0
6,588,704
18,088,915
Five -Year Economic Development Plan
Volume III: Reference Manual
Page III-33
Updated 08/07/84
PUBLIC ADMINISTRATION to ent. The
t.ate
emp
The p estimated total public administration employment
public administration sector is a major area of Dubuque the legisla-
U.S. Department ofb labor es
Employment in includesthis actiV°tiesof all levels of
tie,3,700 as of November 1983.regulatory tive, judicial, administrative and
government.
largest employers in this sector,
Th
of Dubuque are the two sct
with City and County of respectively. This level of employment
ma
work force 533 and 441, largest employers in the Dubuque
makes local government the seventh and eight
area, as detailed in Exhibit II-1.
-1
J.•
Five -Year Economic Development Plan
Volume III: Reference Manual
IV - EXISTING PHYSICAL CONDITIONS
Page IV-1
Updated 08/07/84
l
Five -Year Economic Development Plan
Volume III: Reference Manual
Page IV-2
Updated 08/07/84
IV - EXISTING PHYSICAL CONDITIONS
This section of the reference manual presents an evaluation of Dubuque's
existing physical conditions, both natural and man-made.
MANUFACTURING
There are enough industrial/manufacturing sites in the Dubuque area to
accommodate potential expansion, relocation or new business needs for the
foreseeable future. Existing industrial/manufacturing land within the Dubuque
area is generally in four regions:
Original riverfront property from railroad to 16th Street con-
taining largely old buildings, many in poor condition, but with
high occupancy:
- The area provides large land resource with good rail and
water access.
- There is nominal truck access to the area.
- Majority of the existing buildings are not suited to new
industries.
Industrial park built along Kerper Boulevard up to Peosta
Channel:
- Facilities in this area are relatively new and efficient.
- Facilities are well maintained and fully occupied, and
have good access and good quality industrial/warehousing
space.
Dubuque Industrial Center four miles west on Route 20:
- The newest of the manufacturing centers currently occupied
by Frommelt Industries and A. Y. McDonald Manufacturing
Company
- Future plans for a regional terminal for Consolidated
Freightways.
Major manufacturing land located outside of the City is in
Peosta, located west of Dubuque on Highway 20. This site is
remote and has the limitation of no central sewage system.
1
Five -Year Economic Development Plan Page IV-3
Volume III: Reference Manual
Updated 08/07/84
COMMERCIAL OFFICE
The current supply of general-purpose office space in the Dubuque area is
adequate for existing needs:
The largest concentration of office space is in Dubuque's
central business district.
• There is currently about 85,000 square feet of vacant office
space in five major properties.
CyCare is the major office space tenant in the Dubuque area,
occupying several floors of the Dubuque Building in the central
business district.
RETAILING
As noted in Section III, Dubuque retailing activity occurs in two distinct
areas of the community: the West Side area and in the central business
district.
The central City area extends from the stand-alone Sears store
on Locust south of Dodge through the central business district
north on Central Avenue to approximately 22nd Street. This
area covers a distance of almost two miles:
- Central City retail has formed into four areas: Sears on
Locust, South Main Street, Town Clock Mall and Upper Main
Street, and Central Avenue. These distinct areas are
separated by open land, commmercial or industrial uses.
- The Central area retail node is without a focal point due
to fragmented retailing activity.
- The Town Clock Plaza is largely underutilized.
- No definable retail area is within the central business
district.
- Current specialty retail activity is concentrated in Cable
Car Square, isolated from Ice Harbor/Riverboat/Museum
activities.
Five -Year Economic Development Plan
Volume III: Reference Manual
LODGING
Page IV-4
Updated 08/07/84
The West Side area extends from the Target Center at Dodge and
Wacker north along Kennedy Road to Asbury, with secondary
activity on Century behind the Kennedy Mall and east on
University to Cedar Cross Road at Dodge Street. This covers a
distance of approximately 1-1/2 miles:
- West Side retail activity is concentrated around the Dodge
Street/Wacker Drive intersections; Kennedy Mall, Zayres
and the Target Store are located in this area.
Remainder of the West Side area is comprised of stand-
alone service/retail, financial, restaurants, .and small
strip retail -commercial uses.
- Westside retail is auto -oriented.
- Westside lacks identity as a regional retail center.
- Westside Center is spread out, 1.5 miles north to south
along Kennedy Road and 1.5 miles east to west along Dodge
Street.
- Existing stock of available land and empty space appears
to be adequate to satisfy retail needs within the foresee-
able future.
Section III of this manual presented an overview of the Dubuque area lodging
industry. As described in that section, there are 19 motels serving the
Dubuque area. The six largest properties range in size from 18 to 200 guest
rooms:
• Five of the properties are located on Dodge Street (U.S. 20
West) between Bluff Street and Wacker Drive:
- These properties are the Holiday Inn (200 rooms), the
Dubuque Inn (156 rooms), the Midway Motor Lodge (151
rooms), Dodge House (85 rooms) and the Corral Motel (18
rooms).
- The Dubuque Inn and the Midway Motor Lodge are currently
ttte two best facilities in the area.
- The Midway Motor Lodge has a stepped -floor conference room.
The Julien Motor Inn, one of the six larger properties, is
located in Dubuque's central business district:
The facility contains 150 guest rooms of generally poor
quality.
Five -Year Economic Development Plan
Volume III: Reference Manual
- The property is a
major renovation.
- The motel's public spaces are of adequate size but of
generally poor quality.
Page IV-5
Updated 08/07/84
prime candidate for adaptive reuse c-
TOURISM
As noted in Section III, tourism activity in Dubuque is growing and has the
the local economy. In
potential to become an impoatnaturalcontributor
arochitectural features are the
following discussion, Dubuque's
evaluated as they relate to the tourism industry.
Natural Features
Dubuque's location along the area
Mississippi
es the
th
sanimpo
lver ptantdnaturalcelementyoflthea
unique setting. The Ice Harbor
downtown area. The riverboat excursions
that are offered have become one of
the major tourist generators in
the The area's varied terrain provides a setting for numerous outdoor recreational
and entertainment activities. Downhill skiing is provided by two nearby
resorts, as well as several good golf courses. The aautdafttvegetatidnrarnd
varied terrain also promote a great interest on the p
g
fall leaf -turning season.
Architectural Features
Dubuque has designated nine histoo��o�dintthetcentralwithin
businessCity
district Four
of these districts are located d
area. These areas are Lower Main, Lower Bluff, Bluff/Locust and Jackson Park,
and are discussed below:
Lower Main - Situated along both sides of Main Street from 1st
Street to 4th Street:
- This area has the advantage of being very compact, walk-
)
d is
able districtbeeen1t000feet he centralabusinessndistrictaand1Portyof
located be
Dubuque areas.
- There is currently very little tourist -oriented retailing
activity in this district.
The district has few renovated or restored structures, but
has many good candidates for additional renovation work.
7
Five -Year Economic Development Plan
Volume III: Reference Manual
Page IV-6
Updated 08/07/84
- The Orpheum Theater/Five Flags Center is located in this
district. This complex anchors the north end of the Lower
Main Historical District and is close to the Town Clock
Plaza. The location is an important link in potential
development of an east -west 4th Street axis and situated
adjacent to the site of a potential hotel project. The
theater has the same seating capacity as Kehl riverboats,
but is too small for most touring shows.
The Julien Motor Inn is also in the Lower Main Historical
District. The motel is in a very good location within the
district and could play a critical role in the success of
a Main Street connection with the Port of Dubuque. The
property has major frontage on both Main and 2nd Streets
and is a major activity generator in the south central
City area.
Lower Bluff - Situated along both sides of the Bluff from north
of Dodge Street to 7th Street:
- This is the largest of the four downtown historical
districts, running about 2,800 feet in length. This size
contributes to the separation of interest points.
- The area has two major focal points; one at Cathedral
Square and the other at Cable Car Square.
- There are many renovated historical structures in the
area, including Cathedral Square, Cable Car Square, 4th
Street Elevator and Redstone.
- There is now a significant tourist -oriented retail node in
the area.
The Washington Square restoration area is 1,300 feet from
Cathedral Square.
Bluff/Locust - Situated on both sides of Bluff and Locust
Streets from 9th Street to 14th Street:
There are several significant structures, including the W.
Ryan House Restaurant, Carnegie -Stout Library and the
residence of the Archbishop of the Dubuque Archdiocese.
There is no focus within the district except for Ryan
House or the library.
Five -Year Economic Development Plan
Volume III: Reference Manual
Page IV-7
Updated 08/07/84
Jackson Park - Situated between Locust Street and Iowa Street
from 14th Street to 17th Street:
- A good walkable size of about 1,000 feet maximum
- Has a major collection of historically
residential structures
significant
- Current primary focal point is Jackson Park with a
secondary focal point being the Bluff/Locust triangle.
Other Area of Interest - There are additional tourist -oriented
buildings and attractions in the central business district and
4th Street Peninsula areas, including:
- Ice Harbor - Currently the location of the largest tourist
generators, with the point -of -departure for riverboat
excursions, the Riverboat Museum and the William M. Black
Museum. Because of significant commercial activity
present on the south side of Ice Harbor, new development
would likely be limited to the north side. Ice Harbor
benefits from close proximity and good visibility from the
central business district. While this area could serve as
an important focal point for tourism activity, there is
currently poor vehicular and pedestrian access, few
tourist -compatible land uses and limited public access to
the river edge.
- Shot Tower & Star Brewery - Both located on the Fourth
Street Peninsula, although in an isolated location an in a
poor environment for tourist activity. Existing railroad
lines separate both structures making continuity of use
difficult.
INFRASTRUCTURE
Dubuque's infrastructure to support existing and potential economic activity
appears to be adequate. The following discussion summarizes the status of
community's utilities, streets and highways, and transportation systems.
Utilities
The capacity of the utility system is adequate to accommodate growth and/or
development in the City:
FDL Foods is the largest contributor to the City's sewage
system:
- This situation is quite expensive for FDL Foods and
creates a serious capacity problem for the City.
Five -Year Economic Development Plan
Volume III: Reference Manual
Page IV-8
Updated 08/07/84
- FDL is considering the installation of an anarobic
digestor system. The system would be located on four
acres of land, just east of their current facility.
Streets and Highways
Two major traffic problems exist in the community:
•
Congestion of the Dodge Street/Locust Street intersection
▪ Truck and bypass traffic passing through the south end of the
central business district
Both of these situations will be mitigated, if not eliminated,
by the construction of the U.S. 61 bypass/relocation along the
railroad right-of-way east of the central business district.
Many surface streets are in bad repair. Much of this is due to and aggravated
by heavy truck traffic. As described above, this situation will likely be
eased by the U.S. 61 bypass.
A perimeter highway connecting U.S. 52 on the south with Kennedy Road and U.S.
52 on the north is planned. This will further reduce through traffic on the
central business district street system.
Transportation
The quality and availability of transportation systems and services vary in
Dubuque:
The local bus system appears to serve the community well. It
is probably adaptable to route changes .as required and could be
used in conjunction with tourist -related activities.
Commercial air service is provided by Mississippi Valley and
American Central Airlines. At this time, air service is
minimal in terms of frequency of flights and convenience to
final destinations.
Freight movement by truck and train is adequate. The quality
of this service will fluctuate in relation to the physical
condition of the road system and the financial condition of the
railroads.
The single major transportation -related problem facing the
community is the absence of a four -lane highway connection to
Interstate 80. This factor acts as a disincentive for business
dependent on easy access to highways and the Interstate System.
H g/
4T - E--�
0 �8 00
O
— ,00
0
aU LIWA LI
ECONOMIC DEVELOPMENT PLAN
DUBUQUE, IOWA
4T11 WHITS AM04T11 STREET UNCEAF'ASSES
AWTTHE
CRµ. W646 A DISTINCT NO 45 6ET
PSNINSAA CAN 66 C646.0P60 IN THIS MEN,
P SN.e...6 POE 540W VEE 416 STREET
CONNEC.TICN FFOH G80 lb T!6 PEN I NSULA MOO
IC6 MAFDe1k PANVN6. COJFLICT w11H NCRTN
6a1NO HOHWAy !ol CFF ANAP N406MOS
CP0561N6 CF 8K4911N6 PNt.fGYOTMGKS WILL
Hq'618 56 Pb8a 16O. TFAfPIC PGTUPNIN6
113 TIKCto cr. H16MW1W 41 SOUTH=HO
CA.Iq LIES (0TR STREET WITH Ca*JE ToN6
TO WHITS M OC6NTAN-,
ICE tl'.Ff�CR, FACNTA66 NAPO
NEW FAcHTN86 PQO MAY P& PE b.MQ O
CCNSTNWCTON AT WF6T ENO CF MNAtoR, WHICH
MAy 86 A C661A66.6IMPFWSHENT UNSI`+TFNT
w ITH °THEN coPETRWTION PEJ•TIN a VETH T11E
IMPPOJ6MENT CF THE NORTH SIDE lu TF6 MCA
CF THE museum MID NVF.fL6OAT %%cow 6.
/ - LAMER MAIN HISTONC 1- DISTNCT
HI6HWAy EY4TEN5ION tiny CONF4GT WITH
EOLITH ENO OF WWEf., MMN ST NISTONCA..
DISTINCT CAFE MUST CE TAKEN 10 6tFFER.
EulL IN65 FROM 11I6HWAy IF AILO,N
MUST 66 PE14YED THEY COltON WO
RELOCATED WITHIN THE 016T1NCT at TO
THE Ice lis*beMis MWEA.
Cccc 6T TO 3RD 6TFEST
THIS SECTION CF HI6HWAy 15 CNTICN. FRGM AN
UFOMJ O56I6N STANOPOI NT 66CAUSE R IS
ON CMADS. IS PFL6UMATE TO T16 HISTONC
0ISTNCTS NC ICE HMPAR, AND SSPAMTES
TPEC5NTRAL MEN FFCM THE NVERFPONT
AT ICE HALCl, THIS SECTION SHO L° 66.
DES16NED A6 NI URCAN MH711WAy`/ WITH 6F5CIN.
ATTENTION TO LAN06CAPI N6, LIEHTIN6,
SW:NMITJ. AND AUE.NHENT..
DUBUQUE INN
156 ROOMS
f -
MIDWAY MOTOR LODGE
151 ROOMS
REGAL 8
100 ROOMS
--
LEGEND
L
WELTON BECKET ASSOCIATES
PEAT, MARWICK, MITCHELL
WBA PROJECT NO. 130
APRIL 17, 198'
CITY HALL
2. COURT HOUSE & ART MUSEUM
3. ORPHEUM THEATER
4. MUSEUM
5. ICE HARBOR
6. STAR BREWERY f"' (
7. OLD SHOT TOWER
B. DUBUOUE BREWING & MALTING
9. ST. FRANCIS CONVENT &
IMMACULATE CONCEPTION SCHOOL
10. HAMM HOUSE
1 11. EAGLE POINT PARK & PAVILION
LI ''''
12. JULIEN DUBUOUE MONUMENT
& MINES OF SPAIN J
BROADWAY / TRAUT
v
WEST 11th
•
LOWER BLUFF
PROSPECT
. , w1
THIRD / ALPINE-
�-� FENELON
5).-1
1� r/
ECONOMIC DEVELOPMENT PLAN
DUBUQUE, IOWA
CORRAL MOTEL
18 ROOMS
HOLIDAY IN
200 ROOMS
DODGE HOUSE \
"' 85 ROOMS
AIRPORT -
CRYSTAL LAKE CAVE - 2 3/4 MI.
WELTON BECKET ASSOCIATES
PEAT, MARWICK, MITCHELL & CO.
WBA PROJECT NO. 1302
APRIL 17, 1984
-11
1 -•,1 .`- AGC ,r^
ASBURY SQUARE"
79,350 SF
1
CENTURY PLAZA
21,600 SF
WARREN PLAZA
159,200 SF -
DUBUQUE INN
156 ROOMS
'1645 KENNEDY ROAD iZ-
2,134 SF
.4 CLARKE COLLEGE 1,'
LORAS COLLEGE .
FINLEY HOSPITAL'',f 880 LOCUST / ARCADE BLDG.
y 75,963 SF
•I UNIVERSITY OF DUBUQUE 1
,- �� \ u
' 1 ,.� u , s_
ZAYRES 1 - a
66,300 SF REGAL 8
,•\ ,_ 100 ROOMS
,(, DUBUQUE BLDG.
'. 302,000 SF
CABLE CAR SQUARE
4-. MERCY HOSPITAL
HD ROOMSINN
CORRAL MOTEL
`-_ PLAZA 20 15 ROOMS
�- "- 144,000 SF
MIDWAY MOTOR LODGE
151 ROOMS S
LONANUNII=V
ECONOMIC DEVELOPMENT PLAN
DUBUQUE, IOWA
t DODGE HOUSE
85 ROOMS
SECURITY BLDG.
i�
75,000 SF
TOWN CLOCK PLA[
218,091 SF
„,e
FIRST MALL BLDG.
19,000 SF
\\\)V / 1 d
JULIEN MOTOR IN
150 ROOMS
WELTON BECKET ASSOCIATES
PEAT, MARWICK, MITCHELL 8 O
00
WBA PROJECT NO. 1302
APRIL 17, 198'
• CcaC6NTRATION CF Wa4'Hl5 IND VI51111RS
AM ISOLATE° PROM CEO.
• Po16NTIAt. Po6lTIeb IMPACT ON c6NT14a-
u1 % Is LOFT.
• ItesCo 1CB ¢ LAEc6u/ UTANE6D f6TNL. AN°
J ccMNEfc At, SPAcs.
. uG 0 880 NIAt.I..
Tl'A Nor
C • PMN146 ewlec6 4J Iowa 6TREDT 15
\
i 6Ff6CTlv6 WAL4. 66TMb6'N COUNTY EM 01N0
AND S • Log,: ON MD VE6lF OPEN SCES WM, NOT
111 \ \\•
CAN426 THS CONOMON .
\• IMw NIEA 4.cK5 CNT1cAt, MA55 To
, ENEA6IZ6 PBOESTNAN PLOW NO UE6. SHWA)
i\ E6 TIED MCP15 Eff6C.TU8W To O(Hgl use
PoPULATIDN CONCENTPATIO S.
o \ V
1
Oo 90 .G
• 1' 0 6116E WI** CNPL8D 66CM6 A MAJOR
ACTIVITY C647E1. IN TH6 c63 MLA.
• L0YAT90 AT MIDPOINT OF T96 ToLei CtoGC
!! PLAZA MAN &MET 1ISTC IC DISTRICT A%IS
1' ' O'WH6UM THEATE0. COAO 66 14TECatAT60 INTO
., ToJFIEM PFOCPAM WttH WSTORIC-MUSICAL
PRE166NTATONS T160 To 1NE e4 c7 Ppcst 9S
AoesseML.ToJAJSM K.TIVITy
Io0'
o e�'Ow • \ \ o•
s A� OQ • A)"
• _
JNL.M1R8UM 'cRPHFAM nee-e&•'/ er F.L6VATOR
ROSEN IS IMPC RTIWT CA4TLML. ASSET MC &IOLMO
' 66 PPOME I110. Cal t6O WITH COURT 10.5E IT
P&Pf656NT6 AN IMPCIRTfNT Rb1KT CP IN1Ei1S6T.
. JOINED WITH O•PIEIM THEATRE PND 4'9 ` IKET
EL6Vf'CM Ps CAdb CAR 62LYV161T [EC AM
186y 6ITT 0 AN IMPCRTPKT ELSHENT Bra 1aINSM
PI106t6M 16 PMTVAL- I1aAMX+ FMM CERT61l
OF ACT APO CGNC61.47MTO40 HIETONC
JULIEN HOTEL.
• IMPORTANT LOCATION WRH MEFEGT TO swiss
P$OJ6c.T6o TatiSm sew A61IEl.t. AS
ANCHORING KEY INTEREECTON WITHIN MAIN
STREET H151DI8C p6TNCT.
P&VITiWZATON C0U0140445 A HAWK
Cc1.7TNW ION TO TH19 Swot, Aso catto
STIMUAT61MPfo.6MENT OF ZNP STREET.
• CO,.1.0 ANCHOR H181N.IAy P6c661NAN
O641 CROEBIN6.
tI
- CO[ I lE ITA 7
ECONOMIC DEVELOPMENT PLAN
DUBUQUE, IOWA
MAIN 81 bT HISTLNO DISTRICT
• WeswAY EK18NEION I7*P/CT5 CH 6 JTH ENO
• cF oli>TMcT. Fact
c�H 16AQ HI 6HCV.0 66668'TRDIEO
TO Pf0A06 CCNPATA61L4Ty WITH BoTcPIC
DIS'IFL0T.
• CG4610SPI."014&N 6 J8VA110• IMAb6 FOR
H16MWAN IN hits MBA •
m
TS] O'er
O
4T1 5TreeT PENINSULA
moss L/1. f68CL1L6. WNT/WtAn0N NVD
004440PMENT CF N.T6RNA16 1166S IN This
AREA Wu, HELP FEGO44 SOT TN6 4TY TO TH&
FaVSh. 1,4.06 LAND MBA THAT WCLAO IbWA&
MANY 'Imes TO Stet.° curLJNL51l/,Ny f?06MM6
I.NL6E6 NAJOI LAND USER, 51C11 N tY1b
TRACK, Cato 66 ux.1W Hess . ccNN6CTOV
TO 060 MO IC6 Weal . D64644:444•NT 16 A
(R111CA. FAOTOA,
U
�o
I
ICE Himtre .- PQIT CIF OUeuQue•
• NMCP 0 16M 4GVEM6 VIAf5NI%5
• CC LO FUNUT1cN AS A emseeY To UTY.
06V6tCPMENT TN.06 N10RM wee. iON FOR INNER *Weak'TYPE
• 50VI11 &es taw TO TCVKI6M. TANK FARM
MU67 66 WW1-NN50.
INNER H/VIGc4R' ICON vnu. PEQUIR6 ratt7-ATDN
eF EN5114.0 WATE , K64A1810 61YSINE,S66s
ACLAI.6NT 411- STREET P8MN54A44 AREA
Ca1.0 66 V660 Fg'•ICVR d,s PARKIN%
AND 6TE000.
560OND 511166T • CATF601541. SWAM AX15
• R7111NBAL-Vl64»u. 1ANK Eb1N56N PIMER1f0N7
AND sr MPIIEN%5 CATH604N..
• R7i6NT4N- FeceefTvw CL5L.01066INb cF
K6HWAy EAT6N51C4.
&TAW ENVIK14WN1•T Is Raft N+0 NOT
UNDU&Vb TO VJALKIN3 Weer AT CA71IIPIIM,
E74Af6.
WELTON BECKET ASSOCIATES
PEAT, MARWICK, MITCHELL & CO
o• SOO
WBA PROJECT NO. 1302
APRIL 17, 1984
Five -Year Economic Develcpment Plan Page V-1
Volume III: Reference Manual Updated 08/07/84
V - EXISTING ORGANIZATIONS AND RESOURCES
C
i
Five -Year Economic Development Plan
Volume III: Reference Manual
V - EXISTING ORGANIZATIONS AND RESOURCES
Page V-2
Updated 08/07/84
This section of the reference manual includes summary descriptions of the
current organizations and resources that are now available to assist local
economic development efforts in Dubuque.
ORGANIZATION
Organizational resources can be broadly classified as either public -sector or
private -sector entities. Public -sector organizations in Dubuque are predomi-
nately those of the local municipal government:
Dubuque County Board of Supervisors - The Board of Supervisors
is the administrative body of Dubuque County, with three mem-
bers who are elected to four-year terms.
Dubuque County Zoning Administration - This Dubuque County
agency issues building and zoning permits, subdivision rules
and regulations, and reviews plats for the unincorporated areas
of the County.
Mayor, City of Dubuque - A four-year position. The Mayor of
the City of Dubuque is also a City Council member.
City Council, City of Dubuque - The City's primary policy -
making body, the City Council, is composed of four members
elected by ward and two members elected at -large to four-year
terms.
City Manager, City of Dubuque - The top executive managing City
business, the City Manager, is appointed and employed by the
Dubuque City Council.
Community Development Department, City of Dubuque - Administers
the Community Development Block Grant Program for the City and
oversees the operations of City planning, community develop-
ment, physical development, housing services, health services
and building services.
Public Works Department, City of Dubuque - Responsible for
planning, organizing and managing all construction activities
for the City. It oversees the management of engineering,
watery wastewater treatment, dock, parking and street divisions.
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Airport Department, City of Dubuque - The Airport Department
develops, operates, maintains and leases facilities necessary
for commercial and general aviation at Dubuque's Class IV
municipal airport. Policy is recommended by the Airport
Commission, a five -member body appointed by the City Council to
six -year terms. The Airport Zoning Commission recommends
appropriate regulations and restrictions to restrain airport
hazards.
Dubuque County Historical Society - A private nonprofit
educational organization supported by membership, donations and
admissions. The properties of the Historical Society include
the Riverboat Museum, the sidewheeler, William M. Black, and
the Mathias Ham House.
Iowa Development Commission (IDC) - Services provided by IDC
include showing prospects Iowa communities having transporta-
tion, utilities and other facilities that meet a prospect's
needs. Services also include training programs and industrial
revenue bond financing.
Dubuque-In-Futuro, Inc. - A nonprofit corporation which serves
as a quasi -public arm of the City of Dubuque.
Dubuque Ad Council - An association of local area businessmen
involved in advertising and marketing occupations.
Downtown Association - A retailers association composed of
participating merchants located in the Dubuque central business
district.
Kennedy Mall Merchants Association - A retailers association
composed of participating stores in the 68-store Kennedy Mall.
United Labor Participation Committee (ULPC) - The ULPC includes
the leaders of 17 Dubuque unions, including Local 94 of the
United Auto Workers, Local 421 of the General Drivers and Local
150A of the United Food and Commercial workers.
Dubuque Area Chamber of Commerce (DACC) - The DACC is the major
private sector organization in the Dubuque area. The DACC has
a staff of ten employees, including the three associated with
the Economic Development Steering Committee. Broad -based
support of DACC activities is indicated by the diversity of
members involved as directors on the Board, as officers, as
executive committee members and as participants on various
operating councils and committees. The DACC is organized into
six councils: Organizational Affairs; Economic Development;
Community Development; Legislative Affairs; Convention and
Visitors; and Transportation.
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Other Organizations - The Small Business Development Center,
the East Central Intergovernmental Association, the Dubuque
Area Industrial Development Corporation, and the State Office
for Planning and Programming.
FINANCIAL PROGRAMS AND RESOURCES
Financial resources, like organizational resources, can be broadly defined as
either public sector or private sector in origin. In the following dis-
cussion, a number of state and local financial programs and resources are
briefly described:
Iowa Business Development Credit Corporation (IBDCC) - Located
in Des Moines, the IBDCC's objective is to stimulate the
economy of the State of Iowa by making loans to new or
established businesses, operating in Iowa, that will have a
direct or indirect result in providing more jobs in Iowa,
higher revenue from a more modern or expanded plant, or provide
some needed service facility. The IBDCC may targets loans in
the $100,000 to $150,000 range, but may go to a maximum of
$300,000. All IBDCC loans have a five-year maturity with an
amortization period of no more than ten years. Interest rates
on these loans are set at a rate comparable to the "going rate"
for this type of credit.
Industrial Revenue Bonds (IRB) - The State of Iowa allows city
councils to authorize industrial revenue bonds to finance the
purchase of land, buildings and equipment. Such authorization
does not require a community -wide referendum. Industrial
revenue bonds in the amount of $5 million or less are exempt
from federal and state taxes. IRB volume in Dubuque has ranged
from $1.8 million in 1979 to as high as $30 million in 1981, as
indicated below:
1979
1980
1981
1982
1983
$ 1.8 million
8.0 million
30.0 million
11.0 million
8.5 million
Property Tax Abatement - The actual value added to industrial
real estate by new construction, and the acquisition of or
improvement to machinery and equipment that is assessed as real
estate can be exempted from property taxes, according to
Codified Chapter 470 of the Iowa Code. Such exemption may be
obtained by ordinance of a city council or by resolution of a
county board of supervisors.
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Community Development Loan Program, Iowa Office of Planning and
Programming - A new $5 million program to provide individual
loans up to $250,000 that commenced in July 1983. Eligible
activities include most public works related to economic
development. The program targets 25 percent of the money to
communities with populations over 50,000. The loans are
non -interest bearing and repayable in equal annual installments
over a five-year period.
Small Business Administration 503 Program - Under this program
of the Small Business Administration, a certified local
development corporation may package loans for plant and equip-
ment for businesses in the Dubuque area.
Local Financial Institutions - Financing sources also include
the community's traditional financial institutions, such as
American Trust and Savings Bank, Clinton Federal Savings and
Loan, Dubuque Bank and Trust, Dubuque Savings and Loan, East
Dubuque Savings Bank, First National Bank, Key City Bank and
Trust and Tri-State Bank of East Dubuque.
Community Development Block Grants (CDBG) - Dubuque is a CDBG
entitlement community.
Single Factor Corporate Income Tax - Iowa is the only U.S.
state with a single factor corporate income. tax, meaning only
products sold for delivery in the state are taxed. Taxes are
6% on the first $25,000 of net taxable income, 8% on the next
$75,000 and 10% on all amounts over $100,D00. In Iowa, a
business can also deduct 50% of its federal income tax from net
income to determine Iowa taxable income.
Iowa Jobs Training - Iowa's jobs training program subsidizes
employee training for new and expanding industries, to a
maximum of one-half the salaries for trainees. Training
programs may include skill assessment, orientation,
pre -employment training and on-the-job training. Retail,
health and professional services firms do not qualify under
this program, nor do industries relocating from within the
state.
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VI - OPPORTUNITIES AND CONSTRAINTS
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Five -Year Economic Development Plan Page VI-2
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VI - OPPORTUNITIES AND CONSTRAINTS
This section of the reference manual presents the identification of opportuni-
ties and constraints of the Dubuque area economy, based on the preceding
analysis of existing conditions. The opportunities and constraints identified
in this section form the basis of the five-year plan for economic development
in Dubuque.
DUBUQUE'S IMAGE
Dubuque's image will be one of the major factors influencing community
economic development. A community's image can be considered in both an
internal and external manner. From an external standpoint, image relates to
the perceptions of an outsider concerning the Dubuque area. From in internal
view, image is the feeling that residents have of themselves, their neighbors
and their community. Opportunities and constraints related to Dubuque's image
are described below.
OPPORTUNITIES
CONSTRAINTS
Dubuque residents enjoy an overall high quality of life, as
evidenced by a very low crime rate, ample educational opportun-
ities and a diversity of recreational activities.
Dubuque's setting in the Mississippi Valley and bluffs is an
attractive environment that can be used to differentiate
Dubuque from the rest of the Midwest, which is commonly
perceived to have flat and uninteresting terrain. One example
of a marketing concept could involve Sundown Ski Area. Many
people in the United States would be surprised to find that the
Sundown slopes have one of the highest vertical drops among ski
resorts in the U.S. North Central region.
Area employers report a strong work ethic among Dubuque
residents.
Dubuque can take advantage of the national perception of the
Midwest region as family -oriented and steeped in the work ethic.
Iowa and its cities are primarily perceived as agricultural.
Dubuque currently lacks a defined image in both the North
Central Region and the United States.
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There appears to be little knowledge on the part of outsiders
as to Dubuque's geographic location.
PHYSICAL ATTRIBUTES OF DUBUQUE
Opportunities and constraints related to Dubuque's physical attributes include
natural features, man-made structures and locational factors.
OPPORTUNITIES
•
•
CONSTRAINTS
Dubuque is located in a scenic area of the subregion.
Certain urban areas within the City of Dubuque are attractive.
The Dubuque area has an identifiable historical ,and architec-
tural heritage.
The Mississippi River and related Ice Harbor area are important
physical amenities that give identity to Dubuque.
The planned highway extension will improve access to the
central business district from the surrounding subregion.
The City of Dubuque is the "hub" of its subregion.
Dubuque has direct access to barge traffic and related activity
along the Mississippi River.
The capacity of community infrastructure and public services
can accommodate economic development.
Traffic patterns in the central business district strengthen
existing areas of activity.
Residential neighborhoods are well -maintained.
Many of the major health care and higher educational institu-
tions of the community are located in close physical proximity.
There are historical districts and community groups to support
them.
There is available vacant land downtown for new development.
Dubuque is isolated from the U.S. Interstate Highway System.
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Air service to Dubuque operates at a relatively minimal level
in terms of frequency of service and convenience to major
destinations. Rail service to the community operates at an
adequate level.
The concentration of industrial uses along the Mississippi
River limits the potential for other land uses.
The planned highway extension may separate the central business
district from potential Ice Harbor/River activities.
The central business district lacks a general focus or focal
point.
DUBUQUE INSTITUTIONS
Opportunities and constraints related to Dubuque area institutions relate to
the community's hospitals, religious and educational facilities.
OPPORTUNITIES
CONSTRAINTS
The Dubuque area has a relatively large concentration of higher
education institutions for a community its size, including two
colleges, a university and a vocational/technical institute.
There is a strong health care delivery system in Dubuque,
including two hospitals and a strong health maintenance
organization (HMO).
There is an active, vital religious community in Dubuque,
including two seminaries.
The local public and parochial school systems offer an
excellent education to the children of area residents.
Existing higher educational resources and curricula generally
are not oriented to high-technology industries.
Cooperative marketing of local health care industry within the
subregion is likely to be inhibited by strong competition.
DUBUQUE ECONOMIC SECTORS
The evaluation of opportunities and constraints related to Dubuque's economy
is based on a review of individual economic sectors. These sectors include
tourism, retailing, manufacturing, services and construction.
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MANUFACTURING
Opportunities and constraints related to the manufacturing sector include the
following:
Opportunities
Constraints
•
•
•
CONSTRUCTION
The existence of the West Side Industrial Park provides
immediate site availability for some types of relocating
industries.
.The Dubuque labor force is to some extent underemployed, due to
layoffs at John Deere and other local manufacturers.
The work ethic of the local labor force is an attractive
element of the Dubuque area.
There is a stock of manufacturing/warehousing facilities in the
Dubuque area available for occupancy.
The Dubuque area has limited transportation access to markets
and suppliers.
The Dubuque area labor force is largely unionized, a factor
that will not be attractive to many relocating industries.
The present manufacturing base in Dubuque is not well -
diversified.
Dubuque has little potential advantage to many expanding or
relocating manufacturers.
The U.S. economy is
force requirements;
heavy manufacturing
undergoing a fundamental shift in labor
there is a decreasing demand for "old-line"
skills.
The UCFW labor union is working against relocation of food
processing facilities.
Infrastructure costs for food processing may be prohibitive.
Opportunities and constraints for future economic development in the construc-
tion sector are indicated below.
Opportunities
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Constraints
•
Construction activity depends upon economic development. Newly
formed businesses require space; expanding firms require
remodeling, building additions and new facilities; and reloca-
ting firms require major new facilities. Without such business
activity, there is little demand for construction services.
The over -supply of office and industrial space in the Dubuque
area will artificially limit construction activity as economic
development occurs. This limit will not be removed until the
oversupply of space is resolved.
RETAILING
Opportunities and constraints in the retailing sector are indicated below.
Opportunities
Constraints
The Kennedy Mall/West Side retailers serve as the major
retailing center of the subregion.
The vacant retail space in the central business district offers
a potential for low-cost, rehabilitation projects if economi-
cally viable land uses can be identified.
The concept of off -price retailing in outlet malls is growing
in popularity throughout the United States. The Dubuque area
could potentially support an outlet mall that would serve the
subregion.
The central business district has declined as a regional
retailing center.
The physical size of the Dubuque area and the relative ease of
mobility throughout the community limits the ability of the
central business district to compete with the Kennedy Mall.
The vitality and strength of the Kennedy Mall/West Side
retailing core limits the options for the central business
district.
SERVICES AND THE FINANCE,
INSURANCE AND REAL ESTATE SECTOR
Opportunities and constraints in the services and finance, insurance and real
estate sectors are summarized below.
The extension of U.S. 61 will create a demand for new indus-
trial sites and space for industries relocating within the
Dubuque area.
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Opportunities
• The services sector is expected to be the major growth segment
of the U.S. economy in the next ten years.
• Companies in the services industry have flexible location
requirements due to telecommunications technology.
The Dubuque central business district may offer relocating
firms a welcome opportunity for corporate identity, which is
generally unavailable in larger cities.
CyCare Systems located in downtown Dubuque offers cutsiders an
opportunity to observe a successful "leading edge" services
firm in operation in Dubuque.
Constraints
Dubuque lacks a reputation as a center for service industries.
Dubque's small population base limits the demand for many
locally supported service industries.
TOURISM
Tourism is actually a sub -category within the Services sector of the economy,
but is evaluated separately because of its special significance to Dubuque.
Opportunities and constraints related to tourism development in Dubuque are
summarized below.
Opportunities
•
Dubuque is central to the subregional tourist economy.
Dubuque is central to regional tourism.
Ice Harbor/Mississippi River/Boat Rides
Bluffs and area terrain
Labor -intensiveness of tourism industry may mitigate
unemployment.
• Existence of Orpheum Theater/W. Black Museum
Presence of numerous historic buildings in the Dubuque area,
with a number of historic preservation districts are already in
operation.
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Constraints
Dubuque is isolated from the U.S. Interstate Highway System.
Dubuque is not on main air or rail passenger routes.
The Ice Harbor area is underutilized from a land use standpoint
and is constrained by existing industrial uses.
There are relatively few establishments in operation to capture
potential tourist dollars.
Tourism is generally not perceived or treated as an industry by
Dubuquers.
The 0rpheum Theatre Facility is small.
The community's historic structures are widely dispersed.
The proposed dog racing track
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VII - SOURCES OF INFORMATION
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1 VII - SOURCES OF INFORMATION
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This section of the reference manual summarizes the information that was used
to prepare the five-year economic development plan for Dubuque.
Information sources generally included the following:
Information available from published sources
• Interviews with representatives with local Dubuque area
businesses, institutions and public agencies
Results of a survey of Dubuque businesses conducted as part of
this study.
PUBLISHED INFORMATION SOURCES
• A Place to Grow: Revitalizing Iowa's Economy, News Printing
Company, Newton, Iowa, 1983, David B. Hinton
Assistance for Economic Development in Iowa, State of Iowa,
Iowa Office for Planning and Programming, December 7, 1983
Choosing a Future: Steps to Revitalize the Mid -American
Economy over the Next Decade, AmeriTrust Corporation/SRI
International, 1983
• Community Quick Reference, Dubuque, Iowa, Iowa Development
Commission, February 1983
Directory of Incentives for Business Investment and Development
in the United States, The Urban Institute Press, 1983
Doing Business in Iowa, Iowa Development Commission, September
1983
"Dubuque County Crawls out of Economic Mine," Dubuque Telegraph
Herald, February 26, 1984
Dubuque Area Retail Trade Survey, Dubuque Area Chamber of
Commerce, Iowa State University Extension Service, August 1983
Dubuque County Wage Survey, Job Service of Iowa, September 1983
Dubuque Five Flags Center, Dubuque Five Flags Center
Dubuque Group Tour Manual, Dubuque Convention & Visitors Bureau
Five -Year Economic Development Plan
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Page VII-3
Updated 08/07/84
Dubuque Tourist Guide, Roberts River Rides
Dubuque Tourist Information Center Survey, Iowa Development
Commission, Dubuque Area Chamber of Commerce, May 19 -
October 2, 1983
Economic
of Labor
Projections to 1990, U.S. Department of Labor, Bureau
Statistics, March 1982
'82-'83 Annual Report; '82-'84 Program of Action; Business
Directory, Dubuque Area Chamber of Commerce
Environmental Impact/Section 4(f) Statement Supplement and
Location Study Report, U.S. Department of Transportation,
Planning and Research Division, April 17, 1980
Feasibility of a Greyhound Racing Facility in Dubuque, Iowa,
Killingsworth Associates, Inc., November 1983
Five Year Capital Improvement Program, FY 1985-,4989, City of
Dubuque, Iowa
Handbook of Labor Statistics, U.S. Department of Labor, Bureau
of Labor Statistics, December 1983
"Hospitals Seek Survival Strategies," Dubuque Telegraph Herald,
March 16, 1984
"Hospitals Show Sign of Times," Telegraph Herald, March 11, 1984
Industrial Location Appraisal of the Dubuque Area, Dubuque Area
Chamber of Commerce, Economic Development Office, September 23,
1981
Industrial Parks - East Central Iowa, East Central Inter-
governmental Association, Economic Development District
Industrial Real Estate Market Survey, Society of Industrial
Realtors, Spring 1982
Informational Brochure, Iowa Business Development Credit
Corporation
Iowa Economic and Plan Location Data, A presentation to Iowa
Chamber of Commerce Executives, Iowa Development Commission,
November 10, 1983
Iowa Film Facilities Catalog, Iowa Development Commission,
Public Information and Resource/Support Divisions
Five -Year Economic Development Plan
Volume III: Reference Manual
Page VII-4
Updated 08/07/84
"Iowa Gets Ready to Start $5 Million Economic Development Loan
Program," The Bureau of National Affairs, Housing and Develop-
ment Reporter, May 21, 1984, p. 1,140
Iowa Hotel & Motel Travel Directory, 1983-1984, Iowa Hotel &
Motel Association
Iowa 1984 Statistical Profile, Iowa Development Commission
Iowa's Quality of Life as Compared to the Nation and Other
Midwestern States, Iowa Development Commission, Research and
Development Group
Know Dubuque, The League of Women Voters of Dubuque
Market Overview of the Dubuque, Iowa Hotel Market, March 1984,
Laventhol & Horwath
1980 Census of Population, Detailed Occupation of the
Experienced Civilian Labor Force by Sex for the United States
and Regions: 1980 and 1970. U.S. Department of Commerce,
Bureau of the Census
1983-1984 Dubuque Area Industrial Directory, Dubuque Area
Chamber of Commerce, July 1983
1983-1984 Program of Work, Dubuque Area Chamber of Commerce,
Convention and Visitors Department, March 16, 1983
Northeast Iowa Technical Institute Graduate Follow-up Report of
1981-1982 Students and Employer Follow-up of 1981 Students,
Northeast Iowa Technical Institute, Student Services, Fall 1983
Pride of Iowa, Iowa Development Commission
Productivity and the Economy: A Chartbook, U.S. Department of
Labor, Bureau of Labor Statistics, June 1983
Public -Private Partnership in American Cities, Seven Case
Studies, R. Scott Fosler and Renee A. Berger, Lexington Books,
1982
"Rampaging Health Costs," U.S. News & World Report, March 26,
1984, p. 84
Save Money by Financing with Industrial Revenue Bonds, Iowa
Development Commission
"State Funds Venturing into New Investment," Pensions and
Investment Age, May 16, 1983
Five -Year Economic Development Plan
Volume III: Reference Manual
Page VII-5
Updated 08/07/84
Strategic Plan: Iowa Development Commission, Iowa Development
Commission
Training for Local Business and Industry, Northeast Iowa
Technical Institute
Travel Guide - Central USA, Exxon Travel Club, Inc., 1983
"True Grit in the Heartland," Forbes, March 28, 1983, pp.
130-137
1984 Statistical Profile of Iowa, Iowa Development Commission
U.S. Industrial Outlook 1984
Urban Development Action Grant Market Analysis for Downtown
Dubuque, Real Estate Research Corporation, November 1980
Who's Who in Dubuque Clubs and Organizations, Dubuque Area
Chamber of Commerce, September 1983.
PERSONS INTERVIEWED
Armstrong's Department Store, Kennedy Mall, Dubuque, Iowa 52001:
- Mr. J. B. White, Manager
William C. Brown Publishers, 2460 Kerper Boulevard, Dubuque,
Iowa 52001:
- Ms. Linda Judge, Director of Personnel
Clarke College, Dubuque, Iowa 52001:
Sr. Catherine Dunn BVM, President
CyCare Systems, Dubuque, Iowa 52001:
Mr. Dick Burgmeier, Executive Vice President
- Mr. James Houtz, President
Dubuque Ad Council
Dubuque Building, Dubuque, Iowa 52001:
Mr. Edward H. Sheppley III, President
- Mr. Frank R. Robinson
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Updated 08/07/84
City of Dubuque, City Hall, Dubuque, Iowa 52001:
Mr.
Mr.
Mr.
Mr.
Mr.
Mr.
Ms.
Ms.
Mr.
James E. Brady, Mayor
James D. Burke, AICP, Director of Community
Kenneth Gearhart, City Manager
Bob Drury, Manager, Five Flags Center
Frank Murray, Public Works Director
Thomas Beurskens, City Council, at Large
Barbara Manning, City Council, at Large
Rhonda Kronfeldt, City Council, 4th Ward
William Hammel, City Council, 1st Ward
County of Dubuque, Dubuque, Iowa 52001:
Development
Ms. Donna Smith, County Supervisor
Mr. Elden Digman, County Representative to Dubuque
Economic Development Steering Committee
John Deere Dubuque Works, Post Office Box 538, Dubuque, Iowa
52001:
- Mr. John Lawson, General Manager
Mr. Larry Collins, Plant Manager
- Mr. Jim Judge, Personnel Manager
Dubuque Area Chamber of Commerce, Dubuque, Iowa 52001:
Mr. Rob Apel, Executive Vice President
- Mr. Daniel K. Dittemore, Vice President/Economic
Development
- Ms. Melissa Nebelsick, Research Manager
Mr. Thomas E. Filer, Convention and Visitors Manager
Dubuque County Historical Society, Post Office Box 305,-
Dubuque, Iowa 52001:
- Mr. Jerome A. Enzler, Director of Museums
Dubuque Five Flags Center, Post Office Box 628, Dubuque, Iowa
52001:
Mr. Robert N. Drury, Director
The Dubuque Inn, 3434 Dodge Street, Dubuque, Iowa 52001:
- Mr. John R. Van Duyn
Dubuque Savings & Loan, Dubuque, Iowa 52001:
- Mr. Sam Deaver
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FDL Foods, Dubuque, Iowa 52001:
- Mr. R.H. Wahlert, President
Finley Hospital, 350 N. Grandview Ave., Dubuque, Iowa 52001:
- Mr. Melvin M. Graves, Jr., Executive Director
Mr. Ronald A. Jaeger, Assistant Director
Hartig Drug Stores Corp., 700 Town Clock Plaza, Dubuque, Iowa
52001:
- Mr. Richard Hartig
Hoffman House Restaurant, 3100 Dodge Street, Dubuque, Iowa
52001:
- Ms. Carole Woodka, Sales Manager
Iowa Development Commission, 600 East Court Avenue, Des Moines,
Iowa:
- Mr. Doug Getter, Director of Research
Kielty Management Services, Inc., 711 Dubuque Building,
Dubuque, Iowa 52001:
- Mr. Michael J. Kielty
▪ Loras College, 1450 Alta Vista, Dubuque, Iowa 52001:
- Dr. Pasquale DiPasquale, Jr., President
- Mr. George A. Freund, Vice President, College Affairs
A. Y. McDonald Manufacturing Co., Dubuque, Iowa 52001:
- Mr. Arthur H. Hansen, Chairman and Chief Executive Officer
- Mr. L. J. (Roy) Sherman, Vice President, Corporate Finance
• The Medical Associates Clinic, P.C., 1000 Langworthy, Dubuque,
Iowa 52001:
- Mr. Robert L. Downs, Administrator
Mr. Robert T. Melgaard, M.D., President and Executive
Director
• Mercy Hospital, Dubuque, Iowa 52001:
- Mr. Frank Richardson
Mr. Kurt Balzuweit
- Ms. Donna Gordon
- Mr. Pat Fleming
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Midway Motor Lodge, 3100 Dodge Street, Dubuque, Iowa 52001:
- Mr. Fritz Klein, Assistant Lodge Manager
- Ms. 'Linda Hoefer, Sales Manager
Model Wallpaper & Paint Co., 950 Main Street, Dubuque, Iowa
52001:
- Mr. Bob Sullivan
Northeast Iowa Technical Institute, South Campus, RR1, Peosta,
Iowa 52068:
- Mr. Donald L. Roby, Assistant Superintendent
Pottery Development Company, Box 1124, Winona, Minnesota 55987:
- Mr. Robert 0. Durfey, P.E.
Mr. John Nankivil
Roberts River Rides, Inc., 62 Locust St., Dubuque, Iowa 52001:
Mr. Robert J. Kehl, President
Shive-Hattery Engineers, 30 Main Street, Dubuque, Iowa 52001:
- Mr. Richard D. Kratoska, P.E. & L.S.
- Mr. Kenneth L. Buesing, P.E.
- Mr. Harley L. Thornton, Senior Industrial Manager
• Sundown Ski Area, 9000 Asbury Road, Dubuque, Iowa 52001:
Mr. Joe Wachtel, Manager
• Thermolyne Corp., Dubuque, Iowa 52001:
- Mr. Kenneth R. Townsend, President
• WDBQ, 1170 Iowa St., Dubuque, Iowa 52001
• Mr. Phil Wulfekuhle
- Local realtor
• University of Dubuque, Dubuque, Iowa 52001:
- Dr. Walter Peterson, President
- Mr. Wayne A. Norman, Planning and Development Officer
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SURVEY OF DUBUQUE BUSINESSES
Page VII-9
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Survey Methodology
A survey of local businesses was conducted as part of the study. The purpose
of the survey was to collect primary information and attitudes from a broad
cross-section of Dubuque area businesses. With this information, the consult-
ing team was better able to understand the nature of the local economy and the
perceptions and needs of local businesses. This information was considered
vital to the preparation of the Five -Year Plan.
To conduct this survey, a questionnaire was mailed on March 3, 1984 to
approximately 400 local Dubuque firms. By the cutoff date for returning the
questionnaire on March 26, 1984, 120 were returned, a response rate of about
30%. In most cases, the questionnaire was prepared by the owner, proprietor,
president or on -site operations manager of the organization.
In the following discussion, the results of this survey are summarized. Most
of the survey results are described on an aggregate basis to preserve the
confidentiality of the remarks. In all cases, survey results are discussed
only with respect to those who responded to a particular question.
Survey Results
Question 8 - Date Business Formed - Those surveyed were asked
to state that year that their organization was established at
the current address. The answers to this question are detailed
below:
Date business formed Number Percent
Before 1960
1960 to 1969
1970 to 1979
1980 to present
37 31.1%
18 15.1
40 33.6
24 20.2
119 100.0%
Question 10.b. - Location of Corporate Headquarters - Results
indicate a number of Dubuque businesses with corporate head-
quarters outside of the State of Iowa. However, a number of
these firms are part of franchised or chain -operated corpora-
tions like Holiday Inns Incorporated and Mr. Steak. Exhibit
IX-1 details the responses to this question.
Question 19 - Government Assistance - This question asked
whether any type of government assistance had been sought
during the last three years. More than 88% of those who
answered the question indicated that their organizations had
l
Five -Year Economic Develcpment Plan
Volume III: Reference Manual
Page VII-10
Updated 08/07/84
not sought such assistance. Those organizations that had
received government assistance included some of the large
private firms in Dubuque as well as educational institutions.
Government assistance to educational institutions is to be
expected since grants are a normal operating procedure. Those
private firms that received assistance mentioned the use of
Urban Development Action Grants and tax-exempt industrial
development bonds. Responses are indicated below:
Response choice Number Percent
Yes 14 11.8%
No 105 88.2
119 100.0%
Question 20 - Adequacy of Employee Skill Levels - Those
surveyed were asked to indicate whether the existing skill
levels of their employees met their current organizational
needs. More than 94% of the responses were yes, that the skill
levels of their employees were adequate.
Response choice Number Percent
Yes 112 94.1%
No 7 5.9
119 100.0%
Question 21 - Changing Skill Level Requirements - This question
asked whether the organization's skill level requirements would
change in the next three years. The majority of those surveyed
indicated that such requirements would not change in the next
three years. Responses are detailed below:
Responses choice Number Percent
Yes 42 36.2%
No 74 63.8
116 100.0%
1
Five -Year Economic Develcpment Plan
Volume III: Reference Manual Updated 08/07/84
Page VII-11
Questicn 23 - Productivity Ranking of Dubuque Labor Force
Survey Respondents were given a choice of five possible
responses, from excellent to below normal. The largest
response was given to ranking 3 or good. The following table
details the results of this question.
Response choice Number Percent
Excellent 9 7.8%
Very high 31 27.0
Good 40 34.8
Average 30 26.1
Below normal 5 4.2
115 100.0%
Question 24 - Quality Ranking of Labor/Management Relations in
Dubuque - Respondents were given a choice of five responses
ranging from excellent to below normal. Most of the responses
fell in the good to below normal range. The following table
details the results of this question.
Response choice Number Percent
Excellent 1 0.9%
Very high 6 5.3
Good 33 28.9
Average 42 36.8
Below normal 32 28.1
114 100.0%
Question 25 - Assessment of Change in Labor Productivity over
Last Five Years - Those surveyed were asked to assess whether
labor productivity in Dubuque had improved, remained the same
or decreased in the last five years. Approximately 88% of
those who answered the questioned thought that productivity had
either improved or remained the same. Slightly less than 12%
believed that labor productivity had decreased over the same
period.
Response choice Number Percent
Improved
Remained the same
Decreased
45 41.3%
51 46.8
13 11.9
100.0%
r.
1
1
1
Five -Year Economic Development Plan Page VII-12
Volume III: Reference Manual Updated 08/07/84
Questicn 26 - Quality Ranking of Labor/Management Relations
Over Last Five Years - The firms were asked to rank the
quality of labor/management relations in Dubuque of the last
five years, based on three possible answers. The response most
often chosen was "deteriorated," followed by "remained the
same." The following table details the results of this
question.
Response choice Number Percent
Improved
Remained the same
Deteriorated
16 15.4%
39 37.5
49 47.1
104 100.0%
Question 30 - Ranking of Dubuque Perception by Outside Business
People - In this question, the firms were asked to rank the
perceptions of non -Dubuque business people about Dubuque. A
scale of 1 through 5 was offered for making the ranking, with 1
indicating a "poor" perception and a "5" indicating an
excellent perception. The following table details the results
of this question.
Response choice Number Percent
1 "Poor"
1.5
2
2.5
3
3.5
4
5 "Excellent"
3 3.0%
1 1.0
30 29.7
2 2.0
46 45.5
3 3.0
13 12.8
3 3.0
101 100.0%
Question 31 - Identification of Major Obstacles to Job -Creation
in Dubuque - This question was designed to elicit responses
from thcse surveyed without bias in the question. Since most
respondents identifed more than one factor in their answer,
responses were tallied as to the number of times a specific
factor was mentioned. The following table details the results
of this question.
Five -Year Economic Develcpment Plan
Volume III: Reference Manual
Factor identified
Transportation and transpor-
tation -related
General Dubuque business
climate
Union environment or union -related
Local attitudes
High wage rates
City government
Local/national economy
Labor/management relations
Dubuque image
Other
Page VII-13
Updated 08/07/84
Number
58
29
29
25
18
17
11
9
9
205
Five -Year Economic Development Plan
Volume III: Reference Manual
Page VII-14
Updated 08/07/84
IOWA
Exhibit IX-1
QUESTION 10.B.
LOCATION OF CORPORATE HEADQUARTERS
City
Des Moines
Bettendorf
Waterloo
Davenport
NORTH CENTRAL REGION Rochester
Vernon Hills
Moline
Mount Joy
Minneapolis
Janesville
Farmington Hills
Columbus
Wichita
St. Louis
REST OF U.S.
Memphis
Boston
Houston
Fort Worth
Dallas
New York
Jericho
White Plains
Klamonth Falls
San Francisco
State
Iowa
Iowa
Iowa
Iowa
Illinois
Illinois
Illinois
Illinois
Minnesota
Wisconsin
Michigan
Ohio
Kansas
Missouri
Tennessee
Massachusetts
Texas
Texas
Texas
New York
New York
New York
Oregon
California
Total firms
1
1
1
2
1
1
1
1
3
1
1
1
1
1
1
1
1
1
1
5
1
1
1
1
Five -Year Economic Development Plan
Volume III: Reference Manual
Exhibit IX-2
ORGANIZATIONS THAT RETURNED QUESTIONNAIRES
A.Y. McDonald Industries, Inc.
AAA Travel Agency
Abeln Abstract Co.
Anderson Weber Inc.
Arenz Shoe Co.
Armstrongs of Dubuque Inc.
Behr Farm & City Distribution Co.
BFI Waste Systems
Bisping Realty
Blum Company
Capital -Myers -Cox Co.
Capri Cosmetology College
Christensen's Inc.
Conlon Construction Co.
CyCare Systems, Inc.
Dairy Lab Services Inc.
Douglas Spyrison
Dubuque Bank and Trust Co.
Dubuque Custom Firescreen & Solar Co.
Dubuque Data Services
Dubuque Glass Co.
Dubuque Mattress Co.
Dubuque Screw Products, Inc.
Dubuque Stamping & Manufacturing, Inc.
Dubuque Supply Company
Dubugi-.eland Drywall, Inc.
DuMed Uniforms and Hospital Equipment
Energetics
Equitable Life of Iowa
Executone East Iowa Inc.
F. H. Uelner Precision Tools & Dies Inc.
Fanfare Shoes
FDL Foods, Inc.
Finn Sieg Drib Company
Flexsteel Industries, Inc.
Page VII-15
Updated 08/07/84
Five -Year Economic Development Plan Page VII-16
Volume III: Reference Manual Updated 08/07/84
Exhibit IX-2-2
ORGANIZATIONS THAT RETURNED QUESTIONNAIRES, CONTINUED
Friedman Insurance, Inc.
Frito-Lay Inc.
Future Employment Service
G. R. Strohmeyer, D.D.S.
Gierke-Robinson Co.
Giese Sheet Metal Co.
Gorsuch-Otten-Bowers Printers
Graham's Style Store for Men, Inc.
Hartig Drug Stores Corp.
Higley -Meyer Electric Co.
Hodge Material Handling
Holiday Inns, Inc.
Hruska-Klay Photographers
Illinois Central Gulf Railroad
Industrial Development Center, Inc.
Interstate Power Co.
Iowa Bearing Co. Inc.
JC Penney
Jeld-Wen Fiber Products of Iowa
John Deere Dubquque Works
Katuin Brothers Trucking, Inc.
KDUB-TV
Key City Decorative Class Works
Key City Plating Co.
Koch Asphalt Terminals
Krieg Box Ice
Life Investors/G. R. Fowler & Associates
Loras College
Medical Services Laboratory
Mercy Health Center
Mercy Radiologists of Dubuque, P.C.
Merri-Mac Sales Corp.
Model Wallpaper & Paint Co.
Molo 0i1 Co.
Moracco Supper Club
a
Five -Year Economic Develcpment Plan Page VII-17
Volume III: Reference Manual
Updated 08/07/84
Exhibit IX-2-3
ORGANIZATIONS THAT RETURNED QUESTIONNAIRES, CONTINUED
Mr. Steak
Mulgrew Oil
Newkirk Sales Co.
Oral Arts, Inc.
Pacific Molasses Inc.
Parco, Ltd., dba Wendy's
Paul Hoffman, D.D.S.
R. S. Bacon Veneer Co.
Racquet String Co. of Dubuque, AMF Head Division
Ready Mix Concrete Co. of Dubuque
Regency Thermographers, Inc.
Reynolds, Kenline, Brietbach, MacCarthy, McKay & Nigg
Riggs Biochemical Co./Metri Co.
Rock Island Millwork
Ruegnitz Drug
Sauers Stores Ltd./Dave's True Value
Shearson/American Express
Sibbings Jewelry Inc.
Signgraphics, Inc.
Spatz Malone/Dubuque Mining Co.
St. Regis Corporation
Steamatic
Sundown
Swiss Valley Farms, Dubuque Division
Target
The Adams Company
The Eska Company
The Fabricius Co.
The Finley Hospital
The Medical Associates Clinic, P.C.
The Pillsbury Co.
Theisen's Retail Store
Theisen Distributing Co.
Thermolyne/Sygroh
The Town Clock Inn
r
L
Five -Year Economic Development Plan Page VII-18
Volume III: Reference Manual Updated 08/07/84
Exhibit IX-2-4
ORGANIZATIONS THAT RETURNED QUESTIONNAIRES, CONTINUED
Tschiggtrie Excavating & Stone
Union-Hoermann Press
University of Dubuque
U.S. Industrial Chemicals, Inc.
Vasco Drug
Walkers Shoes
Walser Movers, Inc.
Wickes Lumber
William C. Kuttler
Windsor External Medicine Offices
Witness Publishing Co./Composition Specialists, Inc.
Woodward Communications Inc.
Yager Auto Body
Younkers
Zephyr Aluminum Products, Inc.
Note: One questionnaire was returned without company identification.
Five -Year Economic Develcpment Plan Page VIII-1
Volume III: Reference Manual
Updated 08/07/84
VIII - GLOSSARY OF TERMS
.1L
i
Five -Year Economic Develcpment Plan Page VIII-2
Volume III: Reference Manual Updated 08/07/84
Agriculture (SIC)
VIII - GLOSSARY OF TERMS
Employment category used by the U.S. Office of Manage-
ment and Budget to standardize various available
economic statistics. Agriculture employment includes
establishments primarily engaged in agricultural
production, forestry, commercial fishing, hunting and
trapping, and related services.
Construction (SIC) Employment category used by the U.S. Office of Manage-
ment and Budget to standardize various available
economic statistics. Construction employment includes
establishments primarily engaged in construction
(defined as new work, additions, alterations and
repairs).
Finance, Insurance
and Real Estate (SIC)
Manufacturing (SIC)
Mining (SIC)
Outlet Malls
Employment category used the U.S. Office Manage-
ment and Budget to standardize various available
economic statistics. Finance, insurance and real
estate employment comprises establishments operating
primarily in the fields of finance, insurance and real
estate.
Employment category used by the U.S. Office of Manage-
ment and Budget to standardize various available
economic statistics. Manufacturing employment
includes establishments engaged in the mechanical or
chemical transformation of materials or substances
into new products.
Employment category used by the U.S. Office of Manage-
ment and Budget to standardize various available
economic statistics. Mining employment includes all
establishments primarily engaged in the extraction of
naturally occurring minerals.
Outlet malls are generally of two broad categories.
The first is the true outlet mall, operated or
tenanted by manufacturers selling their own products,
rather than by retail merchants. Second is the hybrid
where sales are actually handled by retailers who
purchase stock from manufacturers and sell at dis-
counted prices. Outlet malls are typically designed
in a "no -frills" manner.
Five -Year Economic Development Plan Updated e8 Page VIII-3
III-3
Volume III: Reference Manual
Public Administration
(SIC)
Retail Trade (SIC)
Services (SIC)
Specialty
Shopping Center
Transportation,
Communications,
Electric, Gas and
Sanitary Services
(SIC)
Employment category used by the U.S. Office of Manage-
ment and Budget to standardize various available
economic statistics. Public administration employment
includes the legislative, judicial, administrative and
regulatory activities of federal, state, local and
international governments.
Employment category used by the U.S. Office of Manage-
ment and Budget to standardize various available
economic statistics. Retail trade employment includes
establishments engaged in selling merchandise for
personal or household consumption, and rendering
services incidental to the sale of goods.
Employment category used by the U.S. Office of Manage-
ment and Budget to standardize various available
economic statistics. Services employment includes
establishments primarily engaged in providing a wide
variety of services for individuals, business and
government establishments, and other organizations.
Hotels and other lodging places; personal, business,
repair and amusement services; health, legal,
engineering and other professional services; and
educational institutions are included.
Specialty shopping centers differ from tradiational
shopping complexes in terms of three essential charac-
teristics: (1) a unifying theme is employed in
architectural design and is used in each retail shop,
(2) the center appeals equally to sightseers, tourists
and local residents, and (3) the center retails
unusual merchandise. Such specialty centers are
further enhanced when shops carry merchandise related
to the overall thematic design.
Employment category used by the U.S. Office of Manage-
ment and Budget to standardize various available
economic statistics. Transportation employment
includes establishments providing to the general
public or to other business enterprises passenger and
freight transportation, communication services,
electricity, gas, steam, water or sanitary services
and the U.S. Postal Service.
L
l
Five -Year Economic Develcpment Plan
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Page VIII-4
Updated 08/07/84
Wholesale Trade
(SIC)
Employment category used by the U.S. Office of Manage-
ment and Budget to standardize various available
economic statistics. Wholesale includes establish-
ments or places of business primarily engaged in
selling merchandise to retailers; to industrial,
commercial, institutional, farm, or professional
business users; or to other wholesalers; or acting as
agents or brokers in buying for or selling merchandise
to such persons or companies.
APPENDIX A
1
Five -Year Economic Develcpment Plan Appendix A-1
Volume III: Reference Manual Updated 08/07/84
PORT OF DUBUQUE
The proposed development of the Port of Dubuque is intended to take advantage
of and build upon the several existing but underutilized physical, cultural
and economic resources in Dubuque. These are:
1. Ice Harbor and the Mississippi River
2. Piverboat Museum
3. William S. Black Museum
4. Kehl's River Boats
5. Dubuque's historic landmarks.
The plan envisions a port area where the mix of commercial and tourist -related
uses are encouraged to continue in a manner that retains the activity which
the commercial barge and other river -related businesses can contribute to the
life and character of the area. The north shore of Ice Harbor will be given
over to the new Port of Dubuque development. The site area between the River-
boat Museum and the riverfront is approximately 1,500 feet in length. This
length, without interruption, is too long to function as a pedestrian system.
1. At the west end is Museum Square. Utilizing the Riverboat
Museum, relocated William S. Black Museum, new specialty retail
and the Port of Dubuque theme tower as physical elements,
Museum Square is intended to provide a major public space that
focuses on the heritage of the river and establishes a link
between the central business district functions and the Port.
2. To the east is Dubuque Pavillion located in an area which is
multifunctional and deliberately intended to be without
specifically defined uses. The Plaza in which the Pavillion is
located will be the river connection for festive events which
use the multiuse space adjacent to the museum. Concerts and
other outdoor activities will be staged in this area. The
Pavillion will function as the information center for the Port.
3. The third node is Kehl's Landing, the site of the relocated
riverboat activity currently involving Robert Kehl's two river
boats. This area is located at the midpoint of the two main
parking areas which back up the Port development and is also
the location for tour bus activity.
Five -Year Economic Development Plan
Volume III: Reference Manual
4. At the east
riverfront restaurant
mooring point for the
final node and Kehl's
Privately owned boats
overnight tie-up.
PORT OF DUBUQUE, CONTINUED
or riverfront end
Appendix A-2
Updated 08/07/84
of the development is a proposed
, a public access river overlook, and a
Delta Queen. The connection between this
Landing is formed by a public dock.
can use this dock for short-term and
Approximately 40,000 square feet of new rentable area is proposed. The ground
floor will be occupied by specialty retail and food and beverage operations.
Where second floor uses are proposed, it is anticipated that these would be
occupied by professional offices. Both the food and beverage operations and
the professional offices would give the Port a 12-month life, providing
activity during the slow tourist periods.
Several connections are proposed between the Port and the community:
1. A shuttle system that would operate during the spring, summer
and fall will integrate the Port and the many tourist -related
activities in the Central City Area. Additionally, the plan
suggests an improvement in the area around the Star Brewery and
the Shot Tower and the inclusion of these elements on the
shuttle routing. The riverfront area between the Shot Tower
and new riverfront restaurant would also be improved for public
access.
2. A pedestrian bridge is shown constructed between Main Street
and the Port. This connection can be accomplished due to the
elevation change from Main Street down to the harbor. Such a
connection, although important, should be phased at the time
that improvements in the Lower Main historic district are
advanced far enough to establish a major people generator in
that area to complement the Port.
3. A river shuttle is proposed that would connect the Port with
the new dog track on City Island. This activity could benefit
both functions and provide the opportunity for packaging of the
dog track and Port of Dubuque activities.
Vehicular access to the Port is shown by way of a modification to the existing
street system that connects the Port with the Central City Area and provides
access to and from the extension of Highway 61.
APPENDIX B
Five -Year Economic Development Plan
Volume III: Reference Manual
CBD PROPOSALS
Appendix B-1
Updated 08/07/84
The central section of Dubuque that is generally identified as the Central
Business District (CBD) is actually comprised of several sections, each with
its distinctive character, function, problems and opportunities. These are
located within an area bounded by Dodge Street, 17th Street, the riverfront
and the bluffs. A primary division of this area will occur along a line
formed by the extension of Highway 61 which will separate the riverfront
industrial and Ice Harbor areas from the commercial and residential districts
below the bluffs.
For the purpose of these recommendations, the area east of the extensions of
Highway 61 and north from Ice Harbor, known generally as the Fourth Street
Peninsula, has been divided into eight parcels:
1. The Port of Dubuque and riverfront area north to the Star
Brewery and Shot Tower are shown as two parcels, R1 and R2.
Proposed for these areas is the Port of Dubuque (described
elsewhere); improvement and rerouting of Third Street;
improvement of Tower Street; and the development of parking,
pedestrian areas and riverfront improvements around the Star
Brewery and Shot Tower. Connecting these elements is the
proposed tourist shuttle bus.
2. The six remaining parcels, R3 through R8, .are formed by the
existing street rights -of -way and the river's edge. A portion
of one (R3) is planned to overflow parking as required for the
Port of Dubuque. All represent a land resource located in a
potentially important and valuable area that should, over time,
be encouraged away from industrial use ,and banked for other
future uses.
Street improvements in this area could relate initially to
those required as part of the Port of Dubuque development.
Subsequent improvements would be accomplished in conjunction
with other site preparation activities and could be included in
private sector development budgets.
Recommendations regarding the area between Highway 61 and the bluffs are
generally limited to fcur historic districts; the area between Locust,
Central, 4th and 9th Streets; and the highway and street improvement work
south of 4th Street.
The four historic districts involved are Lower Main, Lower Bluff, Bluff/Locust
and Jackson Park. In addition to the continuing renovations and/or adaptive
reuse of historically significant buildings in these districts, there are
Five -Year Economic Development Plan
Volume III: Reference Manual
Appendix B-2
Updated 08/07/84
several areas of work that could be undertaken over a period of time that
would achieve several objectives:
1. As a part of the heritage of Dubuque and in their function as
an integral part of the tourism activity, these districts need
definition
2. There needs to be visual continuity from one district to
another.
3. There needs to be an identification with the history of the
community and the business of tourism.
The plan indicates diagrammatically the several proposals associated with
these four areas:
1. Each district would have its limits established by identifying
signage located at the major points of entry to each district.
2. The major streets within the districts would be improved over
time to a consistent standard of urban design. These
improvements would include:
a. Street lighting to an historic prototype
b. Landscaping, including street trees
c. Furniture, including benches, trash receptacles, kiosks
all to an historic prototype
d. Sidewalk and crosswalk paving
e. Signage
f. Design standards for new construction.
These improvements would be implemented to varying degrees depending on the
street location and the type of traffic and exposure anticipated:
1. Bluff Street from 1st to
to 4th would be the most
location with respect to
5th Streets and Main Street from 1st
intensely improved because of their
the Port of Dubuque and the fact that
they both contain existing tourist activities and extensive
renovation. These would include lighting, landscaping,
furniture, paving and signage.
2. Other designated streets within these districts, as well as
Bluff/Locust and Jackson Park, would be improved to another
•
k 1
t I
E t
Five -Year Economic Development Plan Appendix B-3
Volume III: Reference Manual Updated 08/07/84
Three detailed
standard. This would include lighting, furniture and signage.
Landscaping would also be included, where needed, in areas
without appropriate street trees.
proposals are indicated for Lower Main:
1. Provisions for a pedestrian bridge connection between this area
and the Port of Dubuque. As mentioned elsewhere, this bridge
will be phased in when sufficient demand between Lower Main and
the Port exists and would be funded as part of the Port
development.
2. Closing of one-half block segments of 2nd and 3rd Streets
between Main and the alleys to the east and west. These areas
could provide needed amenity space in this district. Closing
them would strengthen the Main Street axis and eliminate cross
traffic, thereby encouraging pedestrian movement.
3. The Julien Hotel is strategically located with respect to this
district and the Port. Every effort should be made to
encourage the historic renovation of the exterior as well as
modernization of the interior. There is the potential for this
property to act as the western terminus for the pedestrian
bridge to the Port of Dubuque, thereby integrating both more
completely into the activity within this area.
The area from 4th to 9th and Locust to Central contains Town Clock Plaza,
adjacent one-half block development on Locust and Central, the vacant renewal
parcels at the south end of the plaza and Five Flags Center.
Several proposals are suggested for this area:
1. Reopen 6th Street from Central to Locust. 6th will underpass
the new Highway 61 and become an important link with the 4th
Street Peninsula. Town Clock Plaza is too long and needs to be
shortened, and this change will consolidate the Plaza into a
three -block length. The two unequal vacant land areas between
5th and 6th at the south end of the Plaza could be combined
into one site. Opening 6th will encourage this combination.
2. The new combined parcel between 5th and 6th will offer a
greater opportunity for a building or buildings that can act as
an anchor to the south end of the Plaza and create an effective
bridge between the Plaza and Five Flags Center.
3. Main Street between 4th and 5th should be closed to general
traffic and established as a motor court entrance for Five
Flags Center, the Orpheim Theater and the proposed Five Flags
141
Five -Year Economic Development Plan Appendix B-4
Volume III: Reference Manual
Updated 08/07/84
Hotel. This will provide a quality, controlled entrance to
these buildings and facilitate pedestrian movement south to
Lower Main and north to the Plaza office site.
4. Considerations should be given to studying major alternatives
with respect to the physical arrangement of Town Clock Plaza:
a. Reducing the width of the mall in certain areas to improve
the relationship between east and west side rental areas,
and to eliminate the wide "bowling alley" character that
exists
b. Covering and/or enclosing all or a portion of the mall
from 6th to 9th Streets
c. Establishing stronger visual and physical connections to
Locust at 7th and 8th and Iowa Street at 8th. Vehicular •
traffic moving north and south on these streets has little
to indicate the presence of the Plaza. It is important
that its existence be apparent to everyone moving on its
perimeter.
d. Improved pedestrian circulation between the two parking
structures and the Plaza is important. This will benefit
not only the specialty retail tenants but office occupants
in existing and new buildings.
It is important that the existing Plaza, potential new office buildings, Five
Flags Center and proposed hotel be considered as a mixed -use development with
all of the positive attributes such a facility can contain. This area will be
the commercial heart of Dubuque working in counterpoint to the Historic
Districts and Port of Dubuque.
HIGHWAY EXTENSION
This project of the Iowa Department of Transportation has been viewed as being
of mixed blessings. While it provides a necessary bypass for truck traffic
now moving through the CBD, it has been thought of as creating a wall between
the CBD and the riverfront area. Current plans indicate that the latter is
not necessarily true, depending on the manner in which the highway is designed
and built. This is particularly true in the area between Dodge and 4th
Streets.
In this area, the new highway will be constructed on grade with the northern
segment ramping up to clear 4th Street. Paralleling this new roadway will be
the remaining rail line along the west end of Ice Harbor. The Lower Main
Historic District is adjacent to the western edge of the new highway. The
C
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0
.,„,
of c
Il .
1
t> > PROPOSALS
SA
ECONOMIC DEVELOPMENT PLAN
DUBUQUE, IOWA
n
0
PaSei.1111.,RIVEN
LEGEND
SIGNIFICANT STREETS
AI WITHIN HISTORICAL DISTRICT
SIGNAGE / INFORMATION POINTS
WELTON BECKET ASSOCIATES
PEAT, MARWICK, MITCHELL & CO,
t.
WOA PROJECT NO. 1302
JUNE 26, 1984
B-5
Five -Year Economic Develcpment Plan UpdatedAppendix ndi7-4
Volume III: Reference Manual
plan shows the initial relationship of these elements and views the area
between Dodge Street, 4th Street, Ice Harbor, Locust and Lower Main Historic
District as a special project area.
Within this area, the plan envisions several interrelated developments:
1. All construction associated with the IDOT project should be
viewed as more than just a road building and street improvement
project. The opportunities here are great and go beyond the
apparent limits of improved traffic flow. Traffic from the
south, west and east represent most of the movement entering
the Central City Area for regional and local traffic.
Consequently, the area affected by the new highway must be seen
as the southern gateway to Dubuque.
The on -grade portions of Highway 61 as well as related street
modifications should be treated as a boulevard with special
care given to landscaping, lighting and signage.
2. The land area between Highway 61 and the industrial uses south
of Ice Harbor and Ice Harbor will continue to be occupied by
the railroad. A relatively simple program of cleanup, grading
and landscaping will make it possible for this area to be
improved consistent with the standards that should be
established for the highway and street improvements.
3. The third element in this group is Harbor View Park. This area
will be improved both as a result of the Port of Dubuque
development and the highway extension. The park will provide
public access to the water as an alternative to the commercial
development of the Port. The park area is also envisioned as
part of a general cleanup and improvement of the western end of
Ice Harbor from the Port to the south shore industrial area.
�n
PORT OF DUBUQUE
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ECONOMICIOWA DEVELOPMENT PLAN
1
BERM 6
BUFFER TO TO CBD
HIGHWAY 61
SECTION AT HIGHWAY
BERM &
LANDSCAPED'
BUFFER TO HIGHWAY
SECTION AT RAILROAD
TRACKS
RAILROAD TRACKS
RM 8
LANDSCAPBEED BUFFER
SECTION AT HARBOR EDGE
BERM 8
--~LANDSCAPED
BUFFER TO TRACKS
BERM &
LANDSCAPED
BUFFER TO HARBOR
lU ah �� -NEW BULKHEAD
K ,HARBOR
WELTON BECKET ASSOCIATES
PEAT, MARWICK, MITCHELL & CO.
WBA PROJECT NO. 1302
JUNE 26, 1984
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APPENDIX C
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Five -Year Economic Develcpment Plan Appendix C-1
Volume III: Reference Manual Updated 08/07/84
MARKETING PROSPECTS IN THE NORTH CENTRAL REGION
Firm City, state
. American Agrisurance Council Bluffs, Iowa
Crop insurance sales
. Frontier Cooperative Herbs Norway, Iowa
Wholesale distributor of spices and herbs
. Church Insurance Consultants West Des Moines, Iowa
Insurance sales to churches
Heritage Communications Des Moines, Iowa
Operates cable TV systems and display
communications
Movie Systems Des Moines, Iowa
Operate cable TV systems
. Kirke -Van Orsdel Des Moines, Iowa
Insurance broker/administrator
. IMMUNO Nuclear Stillwater, Minnesota
Manufacturer of medical diagnostic kits
. CPT Minneapolis, Minnesota
Manufacturer of word processing systems
. St. Jude Medical St. Paul, Minnesota
Manufacturer of prosthetic heart valves and
medical devices
. Nugget Oil Bloomington, Minnesota
Oil and gas exploration and contract drilling
Five -Year Economic Development Plan Appendix C-2
Volume III: Reference Manual Updated 08/07/84
MARKETING PROSPECTS IN THE NORTH CENTRAL REGION, CONTINUED
Firm City, state
. Medical Graphics St. Paul, Minnesota
Manufacturer of computerized medical systems
. Consul Eden Prairie, Minnesota
Franchise mexican restaurants
. Outlook Graphics Neenah, Wisconsin
Printing, publishing and bulk mailing
. TSR Lake Geneva, Wisconsin
Publishing
. Effective Management Systems Milwaukee, Wisconsin
Software Development and computer systems
. Heurikon Madison, Wisconsin
Manufacturer of microcomputer products and
systems
. B.W. Levy Security Consultants Chicago, Illinois
Security consulting and services
. Comark Elmhurst, Illinois
Distributor of computer supplies and
accessories
. Xonics Des Plaines, Illinois
Manufacturer of medical imaging products
. Tek Aid Industries
Microcomputer products distributor
Arlington Heights, Illinois
Five -Year Economic Development Plan Appendix C-3
Volume III: Reference Manual Updated 08/07/84
MARKETING PROSPECTS IN THE NORTH CENTRAL REGION, CONTINUED
Firm City, state
Indecon, Inc.
Software design, system consulting and
programming services
. Brougher International
Insurance underwriting and consulting
Diversified Systems
Electronics engineering service
Crime Control
Manufacturer electronic security systems
Endless Vacation International
Vacation exchange and travel services
Fifth Season Travel
Travel planning
. Chemical Investors
Manufacturer of industrial tape and custom
chemicals
. Dryden
Manufacturer of medical devices
. Process Technology
Manufacturer of electrical immersion heaters
. Shopsmith
Manufacturer of woodworking equipment
Chicago, Illinois
Greenwood, Indiana
Indianapolis, Indiana
Indianapolis, Indiana
Indianapolis, Indiana
Indianapolis, Indiana
Indianapolis, Indiana
Indianapolis, Indiana
Mentor, Ohio
Vandalia, Ohio
Five -Year Economic Development Plan Appendix C-4
Volume III: Reference Manual Updated 08/07/84
MARKETING PROSPECTS IN THE NORTH CENTRAL REGION, CONTINUED
Firm City, state
. Lomak Petroleum
Contract drilling of oil and gas wells
. PVM Office Products
Office Products Distributer
. Con-Sery
Home Energy Products
. Pied Piper Industries
Electronic bug killers and car security systems
. Commercial Property Service
Building maintenance and security
. Megas Manufacturing
Manufacturer of health and beauty aids
. Meistergram
Manufacturer of industrial embroidering
machines
. Energy Conversion Devices
Photovoltaics and semiconductors
. Computer Methods
Computer Software Services
. Inacomp Computer Centers
Computer Retailer
Hartville, Ohio
Cleveland, Ohio
Cincinnati, Ohio
Cleveland, Ohio
Cleveland, Ohio
Cleveland, Ohio
Cleveland, Ohio
Troy, Michigan
Livonia, Michigan
Troy, Michigan
Five -Year Economic Development Plan Appendix C-5
Volume III: Reference Manual Updated 08/07/84
MARKETING PROSPECTS IN THE NORTH CENTRAL REGION, CONTINUED
Firm
. Northern Wire and Cable
Distributor of wire and cable
. Webco Press
Commercial printing
. Perfusion Services
Medical services
Amigo Sale
Manufacturer and sales of wheelchairs
Midcom
Information storage services
. Domino's Pizza
Fast food franchising
. Burdick's Computer Stores
Retail Computer Sales
. Godfather's Pizza
Operate pizza restaurants
. Rustman Bus
Schoolbus contractor and sales
JBM Electronics
Microprocessor -based communication equipment
City, state
Troy, Michigan
Lapeer, Michigan
Brighton, Michigan
Bridgeport, Michigan
Southfield, Michigan
Ann Arbor, Michigan
Overland Park, Kansas
Omaha, Nebraska
St. Louis, Missouri
St. Louis, Missouri
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Five -Year Economic Development Plan Appendix C-6
Volume III: Reference Manual Updated 08/07/84
MARKETING PROSPECTS IN THE NORTH CENTRAL REGION, CONTINUED
Firm
. Marketing Communications
Direct mail advertising
. Graphic Technology
Manufacturer of bar-coded labels
City, state
Lenexa, Kansas
Olathe, Kansas
Sources: Survey of 100 Fastest Growing Privately Held Companies, Inc.
Magazine, 1983.
Survey of 500 Fastest Growing Publicly Held Companies, Inc.
Magazine, December 1983.
Million Dollar Directory, Dunn and Bradstreet, 1983.
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