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