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Planning for Historic Preservation and New Job Creation Articleolume 10 l Number er 11' Winter 2011 . From Lone Rangers to Collaborative Communities Finding the Cutting Edge in Economic Development Practice Fostering an Entrepreneurial Spirit Southwest Initiative Foundation Helps Keep Businesses Growing in Southwest Minnesota Planning for Historic Preservation & New Job Creation The Dubuque /IBM Project U.S.SourceLink Making the U.S. Entrepreneurial Ecosystem Visible Workforce Development that Supports Economic Development Building Skills for Job Growth Scorecard Financing Economic Development 0 INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL planning for historic PRESERVATION & NEW JOB CREATION By David Heiar 0 n January 15, 2009, Interna- tional Business Machines Corp. (IBM), a global force in the tech- nological world, announced it planned to locate a technology service delivery center in the historic Roshek Building in downtown Dubuque, Iowa, bringing 1,300 jobs with an average salary and benefits package of $45,000 per year to the area. The center would provide IT sup- port services to corporations and government agencies that have contracted with IBM. The Roshek Building redevelopment was a mammoth project on a swift time line — a project so ambi- tious that it would ultimately bring fundamental change to Dubuque with an economic impact beyond what anyone could imagine. But the IBM project didn't just happen. Rather, it was the culmination of years of planning and great ef- fort, strategic investment in the city's historic ur- ban core, a community-wide vision, partnerships across the public and private sectors, and old - fashioned commitment and determination. HISTORY Dubuque has a population of 58,000 and is located along the Mississippi River in the central part of Iowa. Back in the 1980s, Dubuque was a city experiencing difficult times. In January 1982, its unemployment rate was 23 percent due to ma- jor workforce reductions at John Deere and the Dubuque Packing Company. The city lost 7.8 per- cent of its population between 1980 and 1990, had THE DUBUQUE /IBM PROJECT In fall 2008, Dubuque, Iowa faced the impending reality of dealing with the largest 'white elephant" the com- munity had ever known. The owner of the former Roshek Brothers Department Store building was malting final preparations to abandon the nine -story, 250,000- sq. -ft. building and move their software operations to newer digs on the south side of the community — a real blow to downtown. Simultaneous IBM appr ached Dubuque, proposing to bring 1,300 new jobs to town if a suitable building and other conditions were available. Dubuque Initiatives purchased the historic Rosh Bui lding, enlisted support from innumerable partners, and set the stage for success. The Ras hek Bui lding redevelopment project won IEDCs 2010 Public - Private Partnership Award. Economic Development Journal / Winter 2011 1 Volume 10 1 Number 1 2 %0's Ro sheit DeparbnentStort at Christmas. The nine -story bui2aIng was the 2arges tdepartment store west of the Mississippi. no four -lane highway connections, had one anti- quated analog phone switch, and the city's property tax rate had reached $14.58 per thousand while the average value of a home fell nine percent. However, in 1990, community leaders from the private and public sectors came together in what was t o be the first of four visioning efforts over the next 20 years that helped change Dubuque. Local leaders focused on grassroots efforts to address downtown redevelopment and indus- trial expansion. In 1984, they created the Greater Dubuque Development Corporation (GDDC), a non -profit organization established to help lead the way to investment in industrial and technol- ogy parks. This ultimately provided for the expan- sion and recruitment of over 25 companies adding 22 David Heiar is economic development director for the city of Dubuque, Iowa. (d heiaecitynfdubuque. oral mare than 1, 700 jabs. The parks continue to Vow and add bus {es. In the 1990s, Dubuque begana rev visioningprocess calledVtsbn 2000. Over 3,444 areacinzens participated to the community planning puacess in 1991 and 1992. The prod er a shamed vistan statement far the trl -state area (Iowa, Ilt<mts, Wisconsin), served as a gu de to community decagon making and bng -tat planate The Qty of Dubuque a Comprehensive Plan built on Vi- non 2000 wuh pobetes goals, and objet ayes for physi- cal, ecoromtc, and social aspects d the c rmte_mlty. In 2444, the rralatse which struck many similar cities in the second Calf of the 20th century also managed to affect the corranuraty but forward - thinking community leaders found Via s to turn around the city. The most obvtrus success story was transforming the old indus- trial riverfront into a vtbrnt and exciting area for tour - ism and conventions. Beginning In the late 1990'x, the Amerleds River project torisforrired90 aces of bmowr field property ax the Port of Dubuque into a deSCiration that cap tunes tte Mississippi lavel"s taStaltcal, enV¢orerental educational, amid recreatiorg arse ts. The project goals were to reclaim riverfront property for mired -use devel- opment and create a place where residents and guests could reconnect with the river. Specifically the devel- opnnent features the Grand liver Center, Grind Harbor Hotel and Irdocr Wyatrpamk, the National Mississippi River Museur the Diamond Jo Ca tic and the River Walkway This $188 rrdbon fast pt lase transformed and rerewed the comrmanity and has inspired a$200 million second phase as well as clevebpment In the downtown and Historic Millwork District. In early 244 3, community leaders againast'ed "What text ?" As Mayor Ray Buol slated upon his election in 2005, "The next five years Will define the text 34 for Dubuque." But wtatdid the next foe years holoP Sers- trg tie reed to engage more yours dneue Troafistinals In ctVic life, It was time fora raw Vision — or in which the greater Dubuque community could embrace and take owremhip. The result was Ervisbn 2414, a commurilty visioning process to identify and create 10 projects by c (nimble d dx .25Wk Lobiy coat wid, hietovsk 244 ox t ficos ri.x o> std 7dashA Deixoirmeri sot. 2010 that would engage Miens and visitors alike. For most who participated in this process, it meant helping to create a place that has diveme cultural and economic vitality accessible to all In total, this process generated over 2000 ideas sub - mttbed by soanewtere between 14,000 and 13,444 peo- ple. One of the ideas that was born from this process was the Historic Millwork District, ahistoric district 'ce- de tnccleled aver the city successful down- town redevelopment stnteU which would setae in part as a warkfaoce vecrutitment strategy. During the 19204 Dubuque was the ttrrre of the largest miliworkirg oper.- rionin the United States, Most of these opera lora closed In the 19641: and 1910's. The Historic Millwork District has over are million square net of trtstoric warehouse space ideal for urban mead -use devebpment. The dLs- tract is perfectly suited to attract entrepoereus, d sign- er., resident, institutions, businsses The R shek redeveloprrent is the largest arid r cost formidable sustainable project ever to take place in Dubuque. From its inception the reck.veloprrient was fast paced and ch3llerrgin9, . with only five months se pa rat i rig the start of the project and IBMt initial occupation. IBM set this timeline to meet the needs of it customer base. Economic Development Journal / KinterO0 ?) / t & e to / Monier 23 RECRUITING The development of the district is one of many rea- sons IBM chose Dubuque in 2009. like other businesses that have relocated to or expanded in Dubuque recently, such as Hormel Foods and Sedgwick CMS, they did not happen upon this thriving river community by accident. Business development in Dubuque is a result of over 25 years of strategic planning, and the partnership between the community's leaders and the IBM project required a cohesive effort from players across the board. The ini- tial contact regarding the project came through GDDC, which shepherded the project throughout the process. The successful execution of this project, however, re- quired significant input and commitment from local, state, and federal leaders. Thirty-three organizations were involved in accom- plishing this project with the city of Dubuque, but the work of several organizations in particular made this a reality. The process began by responding to a blind lead from a site selector and took about six months. GDDC and the city were the lead organizations re- sponsible for recruiting IBM to Dubuque. GDDC was instrumental in submitting the initial proposal, coordinating the site selec- tion visits, and keeping open lines of com- munication with the other partners critical to the project's success. Seven local and re- gional educational institutions played a piv- otal role in showing the breadth and depth of the region's talent pool for IBM. The city was responsible for committing and securing the neces- sary financing and incentives from the city and the state of Iowa to encourage IBM to select Dubuque. The Iowa Workforce Development Office also shared its expertise in helping to recruit the workforce needed to fill 1,300 IT jobs. The state's Department of Economic Development and Iowa Governor Chet Culver put together an attrac- tive incentive package, clearly demonstrating that they wanted IBM in their corporate population. The financial incentives package included job training funds, grants, and tax credits. Department staff traveled to Dubuque for each meeting with IBM representatives, and Gover- nor Culver attended the dinner during one of the delega- tion's trips to Dubuque so he could personally deliver the state's warm welcome. The result: a positive understand- ing of the state's commitment to this project. Another key organization in this endeavor was Dubuque Initiatives (DI), a local not - for -profit economic development organization that purchased the Roshek FUNDING FOR HISTORIC ROSHEK BUILDING Federal Historic Tax Credits State Historic Tax Credits New Market Tax Credits Conventional Financing Total $ 9,797,991 $ 10,651,054 $ 5,294,384 $ 17,256,571 $ 43,000,000 INCENTIVES TO IBM Jobs Training State of Iowa City (includes TIF) Miscellaneous Total $ 8,500,000 $ 13,988,600 $ 5,594,447 $ 52,500 $ 28,135,547 Building and was responsible for its complete $43 mil- lion sustainable redevelopment. The conventional and bridge financing for the project was so significant that all 10 local financial institutions formed a consortium to provide the necessary funds to start and complete the project. DI, along with Gronen Restoration, Inc. as the project manager, utilized State and Federal Historic Tax Credits, as well as a $30,250,000 allocation of New Mar- kets Tax Credits from three community development en- tities (National Community Foundation, US Bank, and Iowa Community Development). When GDDC realized that IBM was considering a location in Dubuque, the organization immediately researched the company's corporate culture. A complex layering of funds was necessary. Major hurdles had to be cleared, including a change in state law to allow timely and sufficient State Historic Tax Credits. Through the New Markets Tax Credit funding, the Com- munity Foundation of Greater Dubuque, a tax- exempt public charity, established a Sustainability Fund which will be used to promote sustainable improvements with- in the downtown area. Partnerships among economic development organizations, financial institutions, gov- ernment organizations, non - profits, and educational in- stitutions made this monumental project possible. When GDDC realized that IBM was considering a location in Dubuque, the organization immediately re- searched the company's corporate culture. Two initiatives immediately came to attention: IBM's commitment to green, sustainable practices and its corporate philoso- phy of "aggressive innovation." Considering the fact that Dubuque's leadership was committed to sustainability and its experience with "aggressive innovation" to create change meant that the city was well- equipped to sustain IBM's corporate culture and that both initiatives would have strong impacts on the project's success. Further- more, the delivery of a product in the redevelopment of the Roshek Building, a historic former department store built during the Great Depression in the heart of down- town, would speak directly to the company's vision for a sustainable project both for its employees and its facility. Since May 2006, the city has identified being a sus- tainable city as one of its top priorities. Dubuque's model goes beyond the traditional approach of tackling envi- Economic Development Journal / Winter 2011 / Volume 10 / Number 1 24 ronmental integrity, challenging the community to also balance this with economic prosperity and social/cul- tural vibrancy. Balancing these three priorities produces a model that creates a viable, livable, and equitable com- munity, whether that "community" is a business park or downtown urban core, a residential neighborhood, a park or natural ecosystem, or the entire city of Dubuque. At the heart of the model is the idea that we must look at our built environment as part of the solution and that sustainability and historic preservation are not two, mutually exclusive approaches but rather that his- toric preservation is sustainability. The most sustainable building is one that is already built and our commitment to preserving a sense of place is exhibited in the poli- cies created by the city's leaders. Today, Dubuque boasts some of the oldest historic, urban districts in the state of Iowa that have been adapted to meet the needs of a 21st century employer. Dubuque's sustainability model is synergistic with IBM, which includes the impact on people, planet, and profit in its project evaluations. IBM embraced Dubuque's sustainable community initiative and selected the historic Roshek Building as the site of its first IBM service center to be located in the United States this decade. In doing so, the company passed up many other opportunities, including a new, move -in ready building along the East coast, an indicator that the private and public sectors to- gether see the value in preserving historic beginnings as we look towards a new, technology -based future. ROSHEK BUILDING In order to look toward the future with IBM, Dubuque needed to face the past. The former Roshek Brothers Department Store Building would be the largest white elephant the community had ever known. In 2008, the owner of the building was making final preparations to abandon the nine - story, 250,000- sq. -ft. structure and move its 350- person medical software operations to a newer facility on the suburban south side of the com- munity, a major impact to the downtown. With various small businesses scattered throughout former physicians' offices and department store sales floors, the owner had determined that moving made more financial sense than a complete building overhaul. The Roshek Building was originally built to house the Roshek Brothers Department Store, which was the larg- est retailer west of the Mississippi at the time. Many local residents still remember lingering in front of the elabo- rate holiday window displays or having an ice cream in the Packet Room restaurant (located on the lower level). Constructed in two halves between 1929 and 1931, the building served as the premier shopping destination in Dubuque for decades. Elevators with white - gloved at- tendants moved customers among six floors of retail. Special "Roshek trains" brought shoppers from sur- rounding communities at holiday time, while moving figures of Santa and his reindeer grabbed children's at- tention. Roshek's was particularly known for its award - winning window displays, some gaining international Greater Dubuque Development Corporation The Greater Dubuque Development Corporation (GDDC) is a non- profit organization established in 1984 to help shape the city's future, focusing on community an economic development GDDC has a 32- member Board of Direct rs, which includes representatives from local businesses as well as educa ion and community leaders. The organization is funded with private and ublic dollars GDDC's primary goals a business retention and expansion, workforce development: retention an recruitment, and new business recruitment. With local employers as th source of over 85 percent of the area's job growth, the GDDC created is InfoAction program to provide ongoing, systematic communication ith these businesses As part of this program, it conducts over 250 on -sit visits a year with CEOs/top managers to gain insights on opportunities a d challenges faced by these companies and to provide solutions and services Dubuque Initiatives Dubuque Initiatives (DI) s a sustainable non - profit organization work- ing as a community partner to undertake challenging projects involving job creation and community revitalization that improve the quality of life for the citizens of Dubuqu . The organization was formed in the late 70's and received EDA funding acquire industrial land Since that time, DI has used the proceeds fro these land sales to reinvest in other commu- nity projects. DI contracts with the cit economic development sta ? finance department handle governing board includes t executive director of GDD ing its "green" standards of efficiency while retainin anchor on the downtown s renown. During "urban renewal" in the early 1970s, the department store moved to location which was then on the outskirts of town, and r ny of the historic architec- tural features of the buildin s interior and exterior were covered or removed. "Aggressive innovation" tant to the project than in' the work that was needed tc suitable location for the pro did not want to own a but plate. As a non -profit grout Dubuque economy and bus willing to take on projects reject. DI agreed to purcha loan pool from local financ would become more impor- :ially realized. In identifying make the Roshek Building a ect, while knowing that IBM ding, DI stepped up to the dedicated to advancing the esses, the organization was hat the private sector might the building. Backed by a al institutions, the organiza- tion set the ball in motion by agreeing to: buy the build- ing and hire a developer v'ho had managed successful historic restoration projects and renovate the building in a sustainable fashion to meet the needs of IBM, achiev- The project involved acquiring the largest commercial building in the downtown rom McKesson Corporation (which was relocating its o erations to another location in the community), securing the $43 million financ- ing required to complete tl a renovation of the Roshek Building, redeveloping the istoric building to its origi- of Dubuque for staff time. The city's provide administration assistance and the the bookkeeping for DI. The nine - member e mayor, city manager, two council members, and four other community members at- large. trough an Energy Star level the historic character of this yline. Economic Development Journal / Winter2011 / Volume 10 / Number 1 25 1st ftor lobby !,e 1970 nal grandeur and eminence, committing to making the project sustaanabh through LEED Cold certification and restoring the building as a retail cornerstone in the dourntowsn. The Rr.,shekredevelopmentis the larg and most formidable sustainable project ever to take place in Dubuque. From its ire ep non the redevelopment was fast paced and challen ig, with only five months separating the start of the project and DIM initial oc- cupation. IB,M set this timeline to meet the needs of its customer base. Interestingly during the renovator the deconstruc - ton manager found a January 25, 1972 edition of the Telegrc iii Hcrcad (Dubuqu6 local newspaper) behind some d r y w a l l w i t h an article, reprinted fromTfll1E maga- rine, entit.)`d "Recycled Centers." I t cites the wisdom of reusing existing building stools, as opposed to razing to make way for new constr c' ce ca]hng demaliton "a tremendous expenditure of moray tore and public i n- oanvenience." In the spirit of sustinability over 73 per- cent of the waste generated from the Roshek project was. diverted front landfills through recycling and salvaging. This goal was achieved by the following methods: • RecycledIvlaterials: scrap metal, wood concrete, ceramic plumbing fixtur cei ing tubs cardboard, light bulbs and ballasts, and carpet • Reused On -Site: lumbe; elec tri,cal conduit, furniture, doors, railings, trim, molding, wirdaws, and hard- wood flooring. • Salvaged for Reuse: cabinets carpet fluorescent hght fixture s , lumber shelving, furniture, plumbing for trues, ceiling tile, doors, glass panels drinking fountains, wallpaper, bkrds, store, fiberglass irsula- tior and cubicles. • Historic archimc trial elements have been salvaged (and repaired where nece and reused through- out the building. • Over 100 doors were donated to the Cedar 1 4.1ky Habitat for Humanity Restore. The Re serves the C`pdar Rapids area which suffered acre than $2 4 billion in fbcd damage in 2008. 1st ftor lobby Vie 2010 mioucredRcsleh &Oft nigh recia Mounts • Over 50 doorswere donated to Trappist Cskets, a means of financial support for the New Molly Ab- bey to be rode into workbenches. • Several tons of building materials were diverted thanks to a. relationship built with an Amish commu- nity in Jisaonsin. It is difficult to convey tie magnitude and urgency of the dncailtng s created by the projects accelerated pace, while needing to maintain "busine as usual" for remain - ing (and newly arriving) teronts. Tie following concur - rent juxtaposed project requirements were solved with a combination of steadfast community support and ef- ficientprojectmanage neat • Relocating multapk tenants vs. nee tang construe ton deadlines. Saurian: offering other historic downtown locations, facilitating sometim daily tenant mee rings, and constantly adjusting contractors' work schedul • Mitering to the secretary of Interior's rehabilitaton standards for crucial histar'r tax credits vs. rree the customer call center's design standards Solution: weekly design team coordination. • Managing ng tie projects large quantity of construction materials vs. lack of staging area due to the dense downtown &ve1onent site. Sduiton: srca]4 fre- q uent material deliveri and city permission to cbse adjwernt scree t • Ensuring no disrup torn of service far law = -r -level tenanti operator NIA-Lich rreart monopolizing the freight elevator vs. moving voluminous materials in and out of the building Soon: instilling g a tempo- rary nrterica construction-designated elevator. • Replacing existing mecharucal+electricabplambing and fire sprinkler systems vs. the fire marshal permit- ting shutdown of specific system components for a two -week maximum Solution: daily coomd • Providing 24 -hour access for 660+ tenants vs. reno- vating public lobby to its farrier grandeur. Sd eicot: construe trig a temporary corridor for safe, clean access to eleva.tors. Eco nomic Cleve bprrent burro f W irger2UT7 1 ttkrrre 70 I Number T 26 • Maintaining electrical service to all floor levels vs. replacing building's electrical "backbone." Solution.' installing a temporary transformer in the alley. The goal was to always make challenges become opportunities: • Working around tenants' freight elevator schedules forced the deconstruction team to work more efficiently. • Envisioning the plain, white temporary corridor prompted project members to organize a call for public art, resulting in 10 permanent art pieces for the building. The successes were significant: • Peeling off wood laminate to uncover beautiful, ornate millwork, cast -iron railings, and other devices felt more like a triumphant treasure hunt than a construction project. • Architectural features were restored or replicated to striking effect: historic entrances (including cast - iron canopies and lanterns), storefront windows, stairwells, plaster and wood cornice moldings and column capitals, and badly damaged wood and terrazzo floors. • Landfill diversion rates hit unprecedented levels by donating materials to disaster recovery efforts and non - profits or selling to other local projects. IBM TIMELINE • Energy - efficient mechanical systems, reflective roof- ing, low -flow fixtures, daylighting techniques, and other eco- friendly feature have created a "green" historic building on its way to LEED Gold. Area residents feel an ownership in the rehabilita- tion as the design team collects their artifacts and fond childhood memories and incorporates them into the project. Great attention to historic preservation occurred throughout the project. In October 2010, the Roshek re- development project received the Timmy Award from the National Housing and Rehabilitation Association. This award is named after preservation advocate J. Timothy Anderson, who pioneered the adaptive reuse of historic buildings. This national award was given for "Best His- toric Rehab Utilizing New Market Tax Credits." WORKFORCE AND EDUCATION The "aggressive innovation" did not end with rede- velopment of the Roshek Building, which was only one piece in a very large puzzle. How did we successfully communicate to IBM that Dubuque would be a great fit for the organization? We stressed the availability of a quality workforce and educational opportunities. Workforce is a key issue in any project. Proving we had the human capital to provide a quality workforce of 1,300 to IBM was of utmost importance in this project. With Iowa Workforce Development's dedicated assis- tance, the city was able to showcase nearly 24,000 per- 07/01/08 Greater Dubuque Development Corporation (GDDC) receives a request for proposal (blind lead) from site selector 10/03/08 Phone Conference with IBM, GDDC, and Iowa Department of Economic Development 10/14/08 First IBM site visit to Dubuque - two days 10/21/08 Second IBM site visit - two days with new team 11/06/08 Meeting with bank representatives to discuss New Market Tax Credit (NMTC) funding 12/04/08 Third and final two -day IBM site visit to Dubuque, prior to making final selection choice among six competing cities 12/15/08 Phone call from IBM with a verbal commitment to come to Dubuque, pending formal announcement 01/15/09 Formal announcement by IBM Special Council meeting to set public hearing on $25 million loan guarantee 01/16/09 Dubuque Initiatives (DI) closes on purchase of Roshek Building 01/30/09 Special DI meeting to award deconstruction contract and discuss tenant relocation plans Approve contract for integrated project manager 02/02/09 Start of construction project 02/19/09 Iowa Department of Economic Development approves financial assistance package for IBM and DI 03/07/09 IBM begins interview process 06/22/09 IBM's initial occupancy of floors 8 & 9 07/01/09 First 350 IBM employees begin work in Dubuque 09/01/09 Next 350 IBM employees begin work in Dubuque 07/01/11 Final 600 IBM employees, for a total of 1,300 employees, begin work in Dubuque, occupying five stories of the nine -story Roshek Building Economic Development Journal / Winter 2011 / Volume 10 / Number 1 27 sots currently employed in IT fields In a 90 -mile radius of Dubuque. Labor market Irrformarion was provided imluchrg wage and berefit Information Through tte resources of wwwaccssdabuguejobs.com (an affitote prcrgrtan Initatd by GDDC In 1991 to enhance kcal workforce development) and wwwiowajabs.ot , tte IBM humor resources staff had over 644 r tires on their fist tic t- fmdirig visit to Dubuque. Educarion Is extremely rinportint b tte IBM corpo- rate philr ophy. O tier carrdramuies teirg considered for this project housed. rrogor urutuersItte Ion closest slat untvers ty Is 90 roles from Dubuque. How could this srro14 Midi +est river town tare so many otters acre tte country demorstiate that although It vgs trot torte to a large slate urdverstt} It had ample, qualuy educsnon 1 oppottunittes? Who better to ±'wrist ate and discuss tte capabllltles of tte areas hlgter- education institutes than those who krow them test - their president and charrellots. On three unprecedented, separate omaAars, tte presldent and charuelbrs from the area (Lams College, Clarke UrammIy Northeast Iowa Comrromuy College Uramisay of Dubuqu Southwest Marital College, University of -F alttevIlk, ard nrkwood Gam- mnmuy Colle) came togetter to host &mos for tte vIsutrg teams from 1BM, where they could showcase ttetr Irsminors arud corraratrrent to the IT fields. In fact, each vtsirirg IBM representattue had access to one or more of the pre lckntslcharcellats on multlle a Z*- Mons so they could communicate or - on -oroe. The result was the formation of relationships that are already lead- ing toward pastnersh ps among the schools and IBM and expanded opportumiti for growth In the near fume. PARTNERSHIPS Public-prove partnerships were tte only way this monumental projec t could be accomplished under tte le i tip of tte GDDC. A paatnetshIp wuh 33 differ- ent organizations was farad to make thus jab- creation praje c t a temoaLble success during a rextoral race ion T1 strong coordinated leademhip was ore of tte key reasons IBM trolly chose Dubuque as its rewest titre. Economic Development Journal f ktinterifN I ka5kme ?O 1 theater? WhenJoe Dzalu1 Vice president ofglcbalIr astructure and re source marorrent for IBM Gbbal Mchavobg r E rvi es, announced that IBM hod selected Dubuque, tomentioned &fining factors of the decision, lrclud nog tte followIng + Strong relattonstiips among tustresses, gam mrrenx, and other; + The city's irony rankings, awards, and aocolad,e shoWrng that the rest of tte world has acknowledged our hard work and successes; + Pnabemsional atritudes and partnership of involved parries representrig all sectors of tte cot rcuraty; and • The tritpr sstve Midwestern work ethic and can-do attitude and skills of our workforce and leader. Thew are the very same facoats that have helped Dubuque creole charge tree and tare NOIR whsle 50y- /rig true to Its toots. 'They are the factors that hale re- nevaed rte community and have erode believer of It Camera. PROJECT IM PACTS The recruitment of IBM ltas ch affected tte city and It citizens. Ore carrot oveoemphanze haw the positlue economic irdlueruce, erariroroneritll guardoinship, and cultural Igrafc rice of redevebping tte Rostek Buildtrrg have erergired tte Dubuque comrramuy The prajec t has meant tetahting over 100 jobs with eirtstirg tenant and adding 1,344 high -tech jobs by July 1, 2411, which in loclaA ecorcmrac environment is erorrrous. Its tte dtfkrenee between Dubuque te- ing a typical small city to this receion suffering from high uatiernployrrent and Dubuque being ranked number ore by Fool ZirlicripzOit for projected job growth among raid -sired cities in 2010. These rew IBM jobs boast a total payroll of $60 nvllion per }easy which Will be spent Wtthtn the local economy and create additional jobs. In a par trethip among DT the Community Fourdanon of Greater Dubuque, andIBM, over $644,040 was commit- ted to a Susialnabiluy Fund b advance sus inability iris- tbxtves the community Alt x axe ositiZockirg ist floor Zap gc 3 zs This job expansion and subseguerut housing needs have drastrally improved Dubugvet ability to promote rte rrpo t nt Immortic and env/runner issue of wi- lting entire buildings. Km than 20 upper -story i s - denitlal projects have aartareruced downtown since this pvgjec trception DI, Graneru Restoration. IBM, and the ciiy haw raised the bar for quality sustainable mha- btb axton projects and taw called national at tuition. to Dubw a suslairabillty efurts from news agrctes, In- dustry leaders, and even rte White House . This project also significantly added to tte divesity of employment opportunities In Dubuque and served as a major step In tte corcarLurst /s ongoing transition from a rraroxfacturing -based community to a rte diveistfied, regional employment censer Tte Rostek Building refeveloprrent is breakaxg row grourudwtentt cams to economic developrrent, historic preservation, sustarLablltty and technology These Ini- tiatives often confact With each other. but the city views ttemas being comp atibh The lessors learned Will make similar projec is easier to accomplish ri other cartatairiltle.. Dubuque has al- ready begxm to stare its experienos through this prods. For hue past three year, the city has hosted the Grow- ing Sustainable Cc ranounitles conference, where keynote speakers and concurrent sessions present projects and lessons learned about Dubugue's quest tow r& sus Min- ability Local cortpanu s, corrirroaraty ors nirattorrs, and IBM have addressed true challen. s With irtplerrenting HIRING? Seek a Certified Economic Develo er (CEcD). As an employer, you can be assured that the Certified Economic c Developers you hire will be w+ell- coa ted arid'. 11- informed of innovaAve strategies and industry ueruds. Select your rext employee from among the bestcandi tes — add "CEcD preferred' to your relit job posting! ,corking on staff development? Encourage your staff to become Certified Eoarortac Developers. 'You have ta]ented empbyees that you xErlt to re ban. By supporting your staff in obtaining the Certified Economic Developer desgnalbn. you provide an opportunity for them to achieve recognition for their pmofickncy in economic development For rmre in£orma ion contact Robe Enwemnua at kenwertm edconline.arg or (242) 942 -9963 or visit our Rebsite wrv.rw.iedconline.org Econom ic DevelopmentJournaI i ktibter,20 ?? / l4Nrxe ?0 f likrmder ? sustalrablllty and discussed haw Dubuque is working to solve the issues. Dubuque is committed to teaching other communities what It bas tarred through its work in blending economic developrrent, historic pr trorS sustairability, and tectn7ology. Duce to the projects success, IBM selected Dubuque to be its first "&cart ay. model, demonstrating that cit- les can crake better decisions about erergyr across all sec- tors (water} electricity, transportation, retinal Os, etc.). This model can be replica.tad in otter coniato_ acre Dubuque and IBM have op re the tools. Projects such as IB1rrs raw technology service delivery center do not happen overnight. Though the search ard negotiaxrors tack place over a period of several months, the groundwork for making a corm the right choice requires Irtspitiational leadenhlp With a unified vision, enuged andoDrtanitted par tici a nts, and an open and in vitirg corrroxnuy —all of which is developed over a period of years. Slice 200 5 when Mayor Buol mid that the runt five years Will define the rent 54 years for our contarunity Dubuque has received some significant recognition, like the d signaXian as an AIL-Ar et ea Qty by the National Civic League, one of the 100 Best Co rr t51riittes for Young People by the Arnettcas Promise Alibrce, and the Most Livable Small City in America by the US. C,onfererce of Mayors. Howeve5 one of the Mast forms of recogni- tion carte when a corpotatton such as IBM decided to most its tar - earned capital In our community. ,a) 29