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Economic Development Plan-Volume III Background Information_Economic Development Steering Committee August 7 19846.t . '. .,,,;..:,..: [iii if, i g„, is tz. 42 FuilLit) ARCHIVES t., 11 fiv, tvde 1. DUBUQUE/ lOWA Economic Deve!opment Steering Committee Volume Three Background information Welton Becket Associates Peat, Marwick, Mitchell & Co. R 711 . 4 ECO Iowa Book::; v.3 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 Volume III: Reference Manual Updated 08/07/84 I - INTRODUCTION Am, f r� i 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 Volume III: Reference Manual 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. r� Five -Year Economic Development Plan Volume III: Reference Manual Page II-4 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. i 1 Five -Year Economic Development Plan Page III-1 Volume III: Reference Manual Updated 08/07/84 III - EXISTING ECONOMIC CONDITIONS Five -Year Economic Development Plan Page III-2 Volume III: Reference Manual Updated 08/07/84 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. T. i T T 1 Five -Year Economic Development Plan Volume III: Reference Manual Page III-4 Updated 08/07/84 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. r, 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 • Page III-9 Updated 08/07/84 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 r 1 Five -Year Economic Development Plan Volume III: Reference Manual Page III-10 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. CHEY DENVER FARGO OR ONSCI MINNEAPOLIS C MTRAL AIRL SIoux c1T WICHITA OMAHA LINCOLN TOPEKA TULSA WISCONSIN ST. PAUL MADISON • QU • WATERLOO CEDAR RAPIDS DES MOINES ILWAUKEE ROCKFOR♦• RINGFIELD • 55I MISSISSIPPI V•LLEV AI r01 KANSAS CITY SSOLIRI ST. LOUI SPRINGFIELD L��.J_OLJ V ECONOMIC DEVELOPMENT PLAN - DUBUQUE, IOWA 050, 57 TOLEDO ro DIANA DETROIT CLEVELA n.PITTSB ,•� 70 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 MON CELLO JONES MOUNT HOPE GRANT BOSCOB 1 'IMORE 18 LANCAS DICKEYVI LE SHERI4\- SAGEVILL KIEL\ER DURAN" \\ DUBUQU ASBURY CENTRALIA DUBUQUE CASADE BERNARD JACKSON E. DUB UE SALENA :52 ST. DONATUS aMOTTE ODA MONTFORT IVINGTON REWEY / BELMONT MINERAL POINT ARLINGTON � D� r , L AYETTE BELLEVUE ANDRE ENTON ZEL GREEN 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. Five -Year Economic Development Plan Volume III: Reference Manual Page V-3 Updated 08/07/84 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. r t� L Five -Year Economic Development Plan Volume III: Reference Manual Page V-4 Updated 08/07/84 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. l Five -Year Economic Development Plan Page V-5 Volume III: Reference Manual Updated 08/07/84 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. Five -Year Economic Development Plan Volume III: Reference Manual VI - OPPORTUNITIES AND CONSTRAINTS Page VI-1 Updated 08/07/84 Five -Year Economic Development Plan Page VI-2 Volume III: Reference Manual Updated 08/07/84 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. Five -Year Economic Development Plan Volume III: Reference Manual Page VI-3 Updated 08/07/84 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. IA A Five -Year Economic Development Plan Page VI-4 Volume III: Reference Manual Updated 08/07/84 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. Five -Year Economic Development Plan Page VI-5 Volume III: Reference Manual Updated 08/07/84 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 L i Five -Year Economic Development Plan Page VI-6 Volume III: Reference Manual Updated 08/07/84 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. Five -Year Economic Develcpment Plan Volume III: Reference Manual Page VI-7 Updated 08/07/84 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. Li Five -Year Economic Development Plan Page VI-8 Volume III: Reference Manual Updated 08/07/84 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 Five -Year Economic Development Plan Volume III: Reference Manual Page VII-1 Updated 08/07/84 VII - SOURCES OF INFORMATION T 1 VII - SOURCES OF INFORMATION Five -Year Economic Development Plan Page VII-2 Volume III: Reference Manual 1 i Updated 08/07/84 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 Volume III: Reference Manual 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 Five -Year Economic Development Plan Volume III: Reference Manual Page VII-6 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 Five -Year Economic Development Plan Page VII-7 Volume III: Reference Manual Updated 08/07/84 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 r t i t L L 1 Five -Year Economic Development Plan Page VII-8 Volume III: Reference Manual Updated 08/07/84 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 Five -Year Economic Development Plan Volume III: Reference Manual SURVEY OF DUBUQUE BUSINESSES Page VII-9 Updated 08/07/84 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 Volume III: Reference Manual 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 L I 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 I r--1 \ 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 r.t APPENDIX C TI( i i i i i 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 1 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. 1 i