Smart Planning Constortium Update June_July 2011Masterpiece on the Mississippi
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Smart Planning Consortium Update
DATE: July 23, 2011
Dubuque
kifill
All- AmedcaCity
1 1 1 1 f
2007
Planning Services Manager Laura Carstens is transmitting an update on the June 22
and July 13, 2011 Smart Planning Consortium meetings on the Dubuque County
Regional Smart Plan. The City Council is asked to review and provide any feedback to
the Smart Planning Consortium.
Mic ael C. Van Milligen
MCVM:jh
Attachment
cc: Barry Lindahl, City Attorney
Cindy Steinhauser, Assistant City Manager
Laura Carstens, Planning Services Manager
Masterpiece on the Mississippi
TO: Michael Van Milligen, City Manager
FROM: Laura Carstens, Planning Services Manager
SUBJECT: Smart Planning Consortium Update
DATE: July 21, 2011
Dubuque
All- Amedcacity
2007
INTRODUCTION
This memo provides an update on the June 22 and July 13, 2011 Smart Planning
Consortium meetings on the Dubuque County Regional Smart Plan for the City
Council's consideration. Minutes of the June 22 Consortium meeting, and the
Communities Facilities and Watershed Management chapters reviewed and approved
at the July 13 Consortium meeting, are enclosed.
DISCUSSION
The Long Range Planning Advisory Commission reviewed the enclosed information at
their July 20, 2011 meeting. The Commission had one recommendation for the
Consortium to consider: amend Objective 7.3 on page 3 of the Watershed
Management chapter to include "establishing a maximum parking requirement" as an
additional tool for reducing overall impervious area on commercial sites, citing the City
of Dubuque's UDC maximum parking regulation for big box retail uses as an example.
The City Council is asked to review and comment on the Communities Facilities and
Watershed Management chapters of the Dubuque County Regional Smart Plan.
The next Smart Planning Consortium meeting will be from 10:00 a.m. - 12:00 p.m. on
August 10, 2011 at Swiss Valley Nature Center, and the topic of discussion will be the
Community Data chapter.
RECOMMENDATION
Staff recommends that the City Council review the enclosed information, and then
provide any feedback to the Smart Planning Consortium.
Enclosures
F: \USERS \LCARSTEN \WP \Smart Planning Grant \Smart Planning Consortium update to Council 072111.doc
Masterpiece on the Mississippi
TO: Long Range Planning Advisory Commission
FROM: David Johnson, Assistant Planner.
SUBJECT: Smart Planning Consortium
DATE: July 15, 2011
Dubuque
bita
All - America City
2007
Introduction
This memorandum provides an update on the June 22nd and July 13th Smart Planning
Consortium meetings. Minutes of the June 22nd meeting, the Community Facilities
chapter, and the Watershed Management chapter are enclosed. Drafts of the
Community Facilities chapter and the Watershed Management chapter were reviewed
and approved by the Smart Planning Consortium at their July 13th meeting.
Background
At the July 13th Smart Planning Consortium meeting, the Consortium discussed the
Long Range Planning Advisory Commission's (LRPAC) recommendations outlined in
the enclosed letter to:
1. Make Education a separate element in the Dubuque County Smart Plan.
2. Add an objective to the Transportation chapter that encourages major employers
in the Dubuque County area to offer employees incentives to carpool and use
other modes of transportation.
3. Amend the maps that are provided in the Transportation chapter to identify
problem areas for pedestrian and vehicle conflicts.
The Smart Planning Consortium expressed their gratitude for the Commissions time
and insight. The Consortium discussed the issues and agreed to correct typing errors
and also add an objective in the Transportation chapter that encourages major
employers in the Dubuque County area to offer employees incentives to carpool and
use other modes of transportation. The Consortium also discussed whether pedestrian
vehicle conflicts are a regional issue and appropriate for a regional plan. The
Consortium requested ECIA research and map the data for future discussion and
consideration.
The Consortium also discussed adding a separate Education chapter in the Dubuque
County Smart Plan. The Consortium agreed with the Commission on the importance of
education in the region, but felt that can be effectively conveyed in the Community
Facilities chapter and elsewhere in the document. The Smart Planning Consortium
noted a separate Education Chapter would also stray from the Smart Planning
Principles outlined in the Smart Planning Legislation which forms the foundation of the
regional plan.
Discussion
The Commission has reviewed and commented on the draft Community Facilities
Chapter at the May LRPAC meeting and therefore the final draft of the Community
Facilities chapter is being provided for the Commission's information. The LRPAC
reviewed the Watershed Management narrative only in its initial draft format at the June
LRPAC meeting. Since then, goals and objectives have been developed.
The next Consortium meeting will be from 10:00 a.m. - 12:00 p.m. on August 10th at the
Swiss Valley Nature Center.
Requested Action
The Commission is asked to review and comment on the enclosed final draft of the
Watershed Management Chapter. The recommendations of the Commission will be
forwarded to the Smart Planning Consortium for consideration.
Enclosures
cc: Laura Carstens, Planning Services Manager
2
SMART PLANNING
Meeting Minutes
June 22, 2011
10:00 a.m.
ECIA Large Conference Room
7600 Commerce Park, Dubuque
Consortium Members
® Anna O'Shea- Dubuque County
® Laura Carstens -City of Dubuque
❑ Beth Bonz -City of Asbury
® Randy Lansing -City of Cascade
❑ Mick Michel -City of Dyersville
Public Present
Jim Bodnar, Dubuque County
Staff Present
Chandra Ravada, Dan Fox, Paige Comer, Ben Milum
® Janet Berger -City of Epworth
® Bill Einwalter -City of Farley
® Karen Snyder -City of Peosta
❑ Eric Schmechel- Dubuque SWCD
® Chandra Ravada -ECIA
Call to Order
The meeting was called to order by Anna O'Shea at 10:00 a.m. The Smart Planning meeting for June 22,
2011 was held in the large conference room at ECIA. Introductions were made.
Approval of the Agenda
Two changes were made to the agenda.
• Item #2 Presentation and Discussion of the Smart Planning Website was added to the agenda.
• Item #6 Discussion on Smart Planning Timesheets was moved ahead in the agenda to item
number 5.
Motion by Carstens, second by Snyder to approve the June 22, 2011 Smart Planning Consortium
meeting agenda as amended. Motion passed unanimously.
Review and approve the minutes from the Wednesday, May 17, 2011 Smart Planning Consortium
Meeting
It was noted that the June 8, 2011 meeting was brought to order at 10:04 am. In the fourth paragraph
the City of Cascade is working on $4.3 million water improvements. It was noted that Dave Johnson
should be recognized as a proxy for Laura Carstens for the June 8, 2011 meeting. On page 3, in the
second to last paragraph, a correction to the last sentence includes removing the word "be" before
continually. On page 4, under HUD Grant, assistant should be changed to assistance.
Motion by Lansing, second by Berger to approve the minutes for the Wednesday, June 8, 2011 Smart
Planning Consortium meeting as amended. The motion passed with an abstention from Carstens.
Discussion on Smart Planning Timesheets
Ravada presented the Smart Planning Timesheets. It was noted that an error on the timesheet included
changing 1080 to 2080. He explained that each member needs a breakdown of their hourly rate and
their hours worked on the project. Their hours include time in meetings, training, and travel time.
Members will send completed time sheets via email to Ravada or Fox as an attachment, including both
name and city. Timesheets will be due on the first of each month.
Einwalter asked how to calculate an hourly rate for volunteer time. It was suggested that the State of
'Iowa may provide an hourly rate for volunteer time.
Discussion followed.
Discussion and presentation of Smart Planning website
Milum presented the Smart Planning website by describing the contents of each page. The consortium
members suggested several changes including following.
2
• Include place for survey respondents to provide their name or email. Contact information
gathered can be entered into a database or email list for future use.
• For simplification, change the heading "Enclosures" to "Agendas and Minutes ".
• Add a new heading entitled "Chapters ".
• If additional headings make the headings row too cluttered, add a second row of headings to
make all important information easy to find.
• Include all training materials, watershed planning, and other documents and presentations
under the "Publications and Presentations" heading.
• Change the page title from "Dubuque Smart Planning" to "Dubuque Regional Smart Planning."
Consortium members with items to post on the website should send those items to Ravada or Fox via
email. Consortium members should email or call Milum with any issues or suggestions regarding the
website.
As of now, the webpage does not have its own URL and is under the link: www.eciatrans.org /smartplan.
Discussion on Future Goals, and Objectives for the Watershed Planning Chapter
The draft Watershed Goals and Objectives was presented for review. The consortium reviewed each
goal and objective making numerous revisions. Fox will make the suggested revisions and email the
updated version to all members for further review. The final draft will be presented at the next meeting
for approval.
Review /Approve Draft Community Facilities Chapter
Upon reviewing the Community Facilities draft, the consortium reviewed each part making numerous
revisions. Fox will make the suggested revisions and email the updated version to all members for
further review. The final draft will be presented at the next meeting for approval.
Discussion on Community Data Chapter
Fox provided a draft community overview sheet. As part of the Community Data Chapter, each
community will receive a community overview sheet. The sheet will include basic demographic and
socioeconomic data including population, household income, housing value, and others. Fox asked
consortium members to review the sheet and provide comments at the next meeting.
Comments from public on at item that did not appear on the agenda
There were no written comments received.
Other Business
Ravada asked consortium to ask their policy leaders of any building code and ordinances in their areas.
Next meeting
The next Smart Planning meeting will be held at Dyersville City Hall on July 13, 2011 at 10:00 a.m.
Adjournment
The Smart Planning Consortium meeting adjourned at 12:00 a.m. Motioned by Snyder, seconded by
Einwalter.
3
Planning Services Department
City Hall
50 West 13th Street
Dubuque, IA 52001 -4864
(563) 589 -4210 phone
(563) 589 -4221 fax
(563) 690 -6678 TDD
planning @cityofdubuque.org
Anna O'Shea, Chairperson
Smart Planning Consortium
Dubuque County Zoning Office
13047 City View Drive
Dubuque IA 52002 -9687
RE: Feedback for the Smart Planning Consortium
Dear Anna,
THE CITY OF
Dui
Masterpiece on the Mississippi
Dubuque
'1111'
2007
June 27, 2011
At their meeting on June 15, 2011, the City of Dubuque's Long Range Planning
Advisory Commission discussed the draft Project Vision statement, final draft of the
Transportation chapter, and initial draft of the Watershed Planning chapter of the
regional plan.
The Commission feels education should be given greater importance and reiterated
their position that Education be a separate element in the Dubuque County Smart Plan.
The Commission believes education is a critical component to a community and
region's quality of life and economy. The Commission noted the critical role quality
education plays in attracting and retaining professionals and businesses to the
community.
The Commission noted a typing error on page 4 of the Transportation chapter. The
Commission explained the word, "house" should be replaced with the word, "hours"
underneath the Jule at the very bottom of the page.
The Commission also discussed the importance of including carpooling and park and
ride concepts into the Transportation chapter. The Commission recommends an
objective that would encourage major employers in the Dubuque County area to offer
employees incentives to carpool and use other modes of transportation.
The Commission discussed whether the Transportation chapter should elaborate more
on pedestrian and vehicle conflicts within Dubuque County. The Commission noted it is
important to gain an understanding of the conflicts and where problem areas may be.
The Commission recommends the maps that are provided in the Transportation chapter
be amended to identify problem areas for pedestrian and vehicle conflicts. The
Commission noted a pedestrian conflict would include a bicyclist.
Service
People
Integrity
Responsibility
Innovation
Teamwork
Feedback for the Smart Planning Consortium
Page 2
Thank you for considering our suggestions.
Respectfully submitted,
Jim Prochaska, Chairperson
Long Range Planning Advisory Commission
cc: Michael Van Milligen, City Manager
Laura Carstens, Planning Services Manager
Service
People
Integrity
Responsibility
Innovation
Teamwork
DUBUQUE COUNTY SMART PLAN
Community Facilities
Introduction
When choosing a community to live in, the community facilities that serve residents' basic needs are an
important factor. Education, safety, and health care are factors that potential residents and employers
look at when choosing where to live or locate a business. In many cases, the needs for community
facilities cross municipal boundaries, and as a result, regional intergovernmental coordination and
coordination between the public and private sector are fundamental to providing the best quality
community facilities. Improved coordination allows communities to combine resources to eliminate
duplication of services and achieve economies of scale.
Intergovernmental coordination is already occurring across the region. Local governments within the
region have mutual aid agreements for fire and police services and both public school districts serve
multiple communities. Coordination between the public and private sector facility providers is also
imperative. Private entities in Dubuque County provide education, emergency medical services, hospital
services, and childcare facilities. Local governments need to work with private facilities providers to
provide the highest level of service to their residents.
The goal of this chapter is to provide high quality community facilities to all residents of Dubuque
County by maintaining the existing intergovernmental and public - private facilities relationships, and
looking for areas to establish new relationships. This chapter will provide an inventory of the Dubuque
County's community facilities, as they exist today, and will then provide a list of goals and objectives
that will help the region provide the best quality community facilities to its residents. The region's
primary community facilities are included in Maps 1.1 through 1.7.
Education
There are two public school districts within Dubuque County: Dubuque Community School District and
Western Dubuque Community School District (WDCSD). The Dubuque Community School District
provides Pre K -12 education for children in the cities of Dubuque, Asbury, Durango, Graf Sageville,
Sherrill, and the eastern half (approximate) of Dubuque County. Dubuque Community School District
operates fourteen elementary schools, three middle schools, and two high schools.
The Western Dubuque Community School District provides Pre K -12 education for the western half of
Dubuque County including: Balltown, Rickardsville, Centralia, Peosta, Bankston, Holy Cross, Luxemburg,
New Vienna, Epworth, Farley, Dyersville, Worthington, Cascade, and Bernard. WDCSD operates six
elementary schools, two middle schools, and two high schools.
In addition to public schools, Dubuque County is home to several private schools. Holy Family Catholic
School (HFCS) provides pre -K through 12 education in the City of Dubuque. Holy Family currently
operates five elementary schools, one middle school, and one high school. A group of catholic schools
provides private education in the western half of Dubuque County. Private schools in western Dubuque
County include three K -6 schools, two K -8 schools, one K -3 school, one 4 -8 school, and one 7 -12 high
school. The table below contains enrollment information for all Dubuque County schools.
School Enrollment
Dubuque
Community
Western Dubuque
Community
Holy Family
Catholic Schools
Private Schools in
Western Dubuque
Elementary
4,675
1,174
818
890
Middle School
2,382
578
457
280
High School
3,298
1,036
586
340
Total
10,355
2,788
1,861
1,510
Data Source: Dubuque Community Schools, Western Dubuque Community Schools, Holy Family Catholic Schools, and the Arch
Diocese of Dubuque.
Future Needs
The Dubuque Community School District is in the process of developing a long range facilities plan. The
District expects to have the plan completed in 2011.
Western Dubuque Community School District contracted with Key Concepts, LLC., to produce a facilities
study in 2008. Information used in the study was based on the Districts 2007 -2008 school year, and was
provided by the US Census Bureau, the WDCSD, the Iowa Department of Management, the Iowa
Department of Education, and the Iowa Association of School Boards. Census data indicated population
growth in the district, with the fastest growth occurring in the City of Peosta. The study noted recent
enrollment increases at Peosta and Epworth schools, and declining enrollment at Cascade Jr. /Sr. High.
The report presented seven organizational concepts, along with analysis of the costs and benefits
associated with each. Since the publication of the facilities study, the district has taken on several
construction projects including Drexler Middle School in Farley, construction of a new elementary school
in Dyersville, and an expansion of Cascade Elementary School. WDCSD has also adopted a new school
attendance center boundary map. The map, also developed by Key Concepts, LLC., was adopted in
February of 2011.
Holy Family Catholic schools are in the process of creating a new facilities plan. In February 2011, the
district released a demographic analysis that was compiled by AltaVista Research, Inc. The report
included analysis of data from multiple sources including Iowa Vital Statistics, Woods and Poole (Trends
and Predictive Data), American Community Survey, Iowa Department of Education, Iowa Bureau of
Planning, Research and Evaluation, and Holy Family Catholic Schools Data. The report presented the
following conclusions from the analysis.
• While population in Iowa is growing in general, the greatest growth areas are Hispanic and other
non - Caucasian demographics, as well as geographic areas.
• Private schools' share of students in Iowa has trended down over the last 25 years.
• HFCS's share of students has also gone down, but may have stabilized somewhat recently.
• Most population growth in the area has been in communities near Dubuque but not in Dubuque
per se.
2
• Some surrounding towns frequently referred to as "bedroom communities," have seen
significant growth in the last 10 years. Two examples include Asbury and Peosta.
• External factors such as significant changes in state funding for pre -K programs, school
consolidation in public or parochial schools, and tuition rates in the Holy Family System could all
have major impacts to the local level that are difficult to predict and model.
• The current economy is working against private schools, including HFCS, from the standpoint of
making the cost of private education more challenging to keep affordable for lower and middle
income brackets.
Colleges and Universities
Loras College is a Catholic liberal arts college located in Dubuque that was established in 1839. Loras
College offers undergraduate degrees in over forty areas of study, and several graduate degrees. Total
enrollment at Loras College for the 2010 -2011 school year was 1,565.
Clarke University was founded in 1843 in Dubuque by Sister Mary Frances Clarke. Originally founded as
a liberal arts college for women, Clarke University has expanded and now offers over forty
undergraduate and five graduate programs to both men and women. Clarke University's official
enrollment for the 2009 -2010 school year was 1,202.
The University of Dubuque was originally established as a seminary in 1856. Over time, the curriculum
was expanded and a liberal arts college was established. The college officially became the University of
Dubuque in 1920. Today, the University of Dubuque offers twenty -four undergraduate majors and five
graduate majors. In 2008, the University of Dubuque had an official enrollment of 1,451.
Northeast Iowa Community College (NICC) is a two -year community college with locations across
Northeastern Iowa. NICC has three locations in Dubuque County: Dubuque Center for Education in
Dubuque, and Town Clock Center for Professional Development in Dubuque, and the Peosta Campus in
Peosta. NICC offers Associate's degrees, GED preparation, English literacy classes, and adult transition
services. The Town Clock Center is a full- service learning and conference center offering non - credit
personal and professional development opportunities for individuals as well as customized sessions
designed for businesses, organizations, or community groups.
Based in Epworth, Iowa, Divine Word College is a Roman Catholic seminary that educates men and
women for missionary service as priests, brothers, sisters, and laypersons. Divine word offers an
education that combines spiritual education, a liberal arts curriculum, and language learning.
Established in 1931, Divine Word College today offers three major areas of study and the Intensive
English Language Institute.
Emmaus Bible College, originally established in Toronto, Canada in 1938 moved to Dubuque in 1984. All
students who attend Emmaus earn a bible major. Students may also add a second major in Elementary
Education, Computer Information Systems, Intercultural Studies, or Youth Ministries. Currently, 250
students are enrolled at Emmaus Bible College.
Established in 1854, Wartburg Theological Seminary is an Evangelical Lutheran seminary that trains
students to become leaders in the Lutheran Church. The Seminary campus is located on the southwest
side of Dubuque, and has an enrollment of approximately 200 students.
Libraries
Dubuque County is served by four public libraries. The Carnegie -Stout Public Library in Dubuque is the
largest with a collection of over 270,000 volumes, 600 periodical and newspaper subscriptions, and a
wide variety of audio and video materials. Collections of special note are an obituary file dating to the
late 1850s and a newspaper index to the Telegraph Herald and other local newspapers. The Dubuque
County Library serves the communities of Dubuque County with branches located in Asbury, Epworth,
Farley, and Holy Cross. The County Library has agreements to provide library service to communities
that do not have their own library. The Peosta Community Library will be opening in July, 2011 at NICC,
this is a joint venture between NICC, the Dubuque County Library and the City of Peosta. The James
Kennedy Public Library is located on 1st Avenue East in Dyersville, and the Cascade Public Library is
located in downtown Cascade.
Health Care
The Finley Hospital and Mercy Medical Center in the City of Dubuque provide a full range of health care
services to Dubuque County residents. The Finley Hospital has 126 staffed beds, 875 employees, and
376 volunteers. Mercy Medical Center is a non - profit catholic hospital that has 263 beds, and 1,200
staff including a medical staff of 230. In addition to their Dubuque location, Mercy Medical Center
operates a 25 -bed hospital in the City of Dyersville. Mercy - Dyersville serves 17 rural communities with
emergency, acute and skilled care, and offers extensive rehabilitation services, surgery, home care,
specialty clinics and more. A 40 -bed nursing home and physician practice are also on the campus.
In addition to the two larger hospitals, there are three main physician's groups in Dubuque County:
Medical Associates Clinic and Health Plans, Dubuque Internal Medicine, and The Tri -State Independent
Physician's Association. These groups provide a broad range of primary care and surgical specialties.
Dubuque County is also served by approximately 100 physicians in independent or group practices.
Crescent Community Health Center is a medical and dental clinic located in Dubuque that provides basic
(primary) medical and oral health care. Crescent Community Health Center serves individuals and
families who are uninsured, underinsured, and those with various types of insurance. The clinic
determines service costs for uninsured patients using a sliding fee scale that is based upon the
household income and size. Crescent Community Health Center welcomes patients from any area.
Future Needs
The Dubuque County Board of Health identified the needs that are the highest priority for the county in
the Community Health Needs Assessment. The Priority Needs identified for Dubuque County are:
• Promote Healthy Behaviors
• Prevent Injuries
4
• Protect Against Environmental Hazards
• Prevent Epidemics and the Spread of Disease
• Prepare for, Respond to, and Recover from Public Health Emergencies
• Strengthen Public Health Infrastructure
Child Care
Iowa law limits the number of children a center may provide child care for without a license or
registration as a child development home. A provider caring for six or more children must be registered,
and a provider caring for seven or more children must be licensed. According to Iowa Department of
Human Services, there are 40 licensed daycare centers and 120 registered child development homes in
Dubuque County. There are also numerous unregistered centers that care for five or fewer children.
Registered and licensed childcare centers in Dubuque County have the capacity to care for 4,372
children.
Law Enforcement
Dubuque County is served by seven municipal law enforcement agencies and the Dubuque County
Sheriff's department.
Dubuque County Sheriff's Department — The recognized societal obligations of the Dubuque County
Sheriff's Office are the preservation of the peace, the prevention of crime, the safe - guarding of civil
rights, and the maintenance of social order with justice, equity, and freedom for all. The department
provides law enforcement service primarily to the rural areas and smaller municipalities of Dubuque
County. The divisions of the department consist of patrol, jail, criminal investigation, courthouse
security, and civil process.
The Sheriffs Department has a staff of 106 employees. The department consists of seventy full time
sworn deputies, eleven part -time Correctional Officers, eight courthouse security officers, four full time
clerical positions, two part -time clerical positions, three full -time control room operators, five
maintenance persons, and three ancillary employees.
The Sheriff's Office has jurisdiction in all incorporated and unincorporated areas of Dubuque County and
has 28E Mutual Aid agreements with all local police departments in the county.
City of Dubuque Police Department - The Dubuque Police Department is responsible for providing
community service and protection, creating a safe and secure environment for the citizens of Dubuque.
It also provides for maintenance, materials, supplies, and repairs necessary for the operation of the
department at the Dubuque Law Enforcement Center and department vehicles; as well as completing all
requirements to maintain its status as an accredited law enforcement agency. Service is provided 24
hours a day, seven days a week.
The Police Department consists of the following sworn staff: one Chief of Police, one Assistant Chief, six
Captains, twelve Lieutenants, fifteen Corporals, seventy -four Officers; and civilian staff consisting of one
5
full -time Information Services Support staff, two full -time Confidential Account Clerks, two full -time
Records Clerks, two part -time records Clerks, one full -time Records Supervisor, and one part -time
Receptionist.
Asbury Police Department - The Asbury Police Department is located at 4985 Asbury Road. Calls for
service are handled by the Dubuque County Sheriff's Office through the Dubuque County
Communications Center. The Asbury Police Department provides a number of crime prevention
programs including neighborhood watch, operation identification, and vacation home checks.
Cascade Police Department - The Cascade Police Department serves the City of Cascade with
emergency and non - emergency services. The services include, but are not limited to police emergency,
crime prevention, and education for organizations, civic groups and private business. The Department is
involved in an unofficial School Resource Program and works closely with the schools within the school
district. The police department is based on community oriented police services.
Dyersville Police Department - The Dyersville Police Department is staffed by six full -time officers,
three part -time officers, and two bike officers (college interns) during the summer months. Police
responsibilities include: traffic enforcement, criminal investigations, dispute mediation, accident
investigation, crisis intervention, animal calls, school and youth programs, radar and security checks for
businesses, gun safety, and community event support.
Epworth Police Department - The Epworth Police Department has one police officer and occasional
part -time officers. The City has mutual aid partnerships with the City of Peosta, the City of Farley
and with Dubuque County.
Farley Police Department — The Farley Police Department provides law enforcement services to the city
of Farley. One full time officer and one part time officer staff the Department.
Peosta Police Department - Peosta currently has one full -time police chief, the City has also formed
mutual aid partnerships with the City of Epworth and Dubuque County. In FY 2012, the Department will
be adding a part time (24 hours per week) officer.
Future Needs
The City of Dubuque Police Department has projected that it will need to increase the number of patrol
areas from six to seven as the city expands and annexes more land. In 2007, Dubuque adopted a plan to
add an additional 14 police officers over a five year period. The last of these officers will be added to
the force in FY 2011.
Fire and Emergency Medical Services
Fire Departments
6
The fire departments that serve Dubuque County are responsible for the protection of life and property
from fire, the handling of emergencies involving hazardous materials, natural and manmade disasters,
as well as semi - emergency situations where time is a critical element in protecting the health and safety
of the citizens. The Departments also provide maintenance, materials, supplies and repairs necessary
for the operation of fire stations and Fire Department vehicles. In addition, some departments provide
emergency and non - emergency medical treatment and transport for citizens and visitors of the County.
The City of Dubuque Fire Department is the largest with six fire stations and 90 employees. The table
below contains a list of the fire departments that serve Dubuque County.
Asbury
Bernard
Cascade
Centralia - Peosta
Dyersville
Dubuque
Epworth
Farley
Holy Cross
Key West
New Vienna
Sherrill
Worthington
Ambulance
PS
Epworth
Future Needs
The City of Dubuque has looked into the possibility of adding a seventh fire station on the City's west
side. New residential and commercial development in the area has created higher demand for fire
services. According to the City's Capital Improvement Budget, a Fire and Emergency Response Study
was competed in Novermber 2006 by the Matrix Consulting Group. The report stated, "As development
occurs, the City should add one additional station and relocate one current station to accommodate the
increase in fire department workload. The scenario would consist of adding a station at or near
Chavenelle Road to provide service to the west side of the City." To act on this recommendation, the
city created a CIP budget item to provide funds to begin preparing the site, with design of the facility
anticipated in FY 2015. In fall 2007, the City Council approved a purchase agreement with Dubuque
Initiatives for 1.8 acres along the NW Arterial in the Dubuque Industrial Park to provide a site for the
new West End fire station.
Emergency Medical Services
In Dubuque County, emergency medical services are provided by several public and private agencies. A
list of the EMS providers currently operating in Dubuque County can be found below.
Name
Service Level
Service Type
City
Bi- County Ambulance Inc
Ambulance
PS
Dyersville
Dubuque Fire Department
Ambulance
PS
Dubuque
Epworth Community Vol. Firemen Inc.
Ambulance
PS
Epworth
Farley Emergency Medical Services, Inc.
Ambulance
EMT - Paramedic
Farley
Holy Cross Volunteer Fire Dept
Ambulance
EMT - Paramedic
Holy Cross
Asbury Community Fire Department
Ambulance
PS
Dubuque
Paramount EMS
Ambulance
PS
Dubuque
Bernard Rescue Unit, Inc.
Ambulance
PS
Bernard
Sherrill Fire Department
Ambulance
PS
Sherrill
7
Centralia /Peosta Emergency Services
Ambulance
EMT - Paramedic
Peosta
Key West Fire and EMS
Ambulance
PS
Dubuque
Advanced Medical Transport- Dubuque
Ambulance
PS
Dubuque
Cascade Emergency Medical Services
Ambulance
PS
Cascade
Worthington Community Fire Dept
Non - transport
First Responder
Worthington
New Vienna Luxemburg Fire Dept
Non - transport
EMT - Basic
New Vienna
Dubuque County Support Service
Non - transport
EMT - Basic
Dubuque
Dyersville Fire Department
Non- transport
First Responder
Dyersville
PS - Paramedic Specialist
Data Source: Iowa Department of Public Health, Bureau of Emergency Medical Services
The Dubuque Law Enforcement and County Communications Center
The Dubuque Law Enforcement Center (DLEC) is located at 770 Iowa St. in Dubuque. The DLEC was
completed in 1974 and houses the Dubuque Police Department, The Dubuque County Sheriff's Office,
The Dubuque Communications Center, and the Dubuque County Jail.
The Dubuque County Communications Center is located inside the Dubuque Law Enforcement Center
and serves all of Dubuque County. In July of 1985 the City of Dubuque and Dubuque County
consolidated all public safety communications within Dubuque County into a Joint Public Safety
Answering and Dispatch Point (PSAP). The Emergency Communications Center is the answering point
for all emergency and non emergency calls requesting Ambulances, Fire and Law Enforcement for the
residents of and visitors to City of Dubuque and Dubuque County. The Communications Center will
dispatch the proper units and provide appropriate care and information until responders have arrived at
the scene. The Emergency Communications Center is also the afterhours answering point for most city
services. The Communications Center is responsible for all the 911 phone and radio equipment used in
Dubuque County. Service is provided 24 hours a day, 7 days a week. The Emergency Communications
Department consists of the following staff: 1 Emergency Communications Manager, 3 Lead Dispatchers,
9 Public Safety Dispatchers, and 6 part -time Public Safety Dispatchers.
Multi Disciplinary Safety Team (MDST)
Dubuque is one of six communities in Iowa that supports a Multi Disciplinary Safety Team (MDST). The
Dubuque MDST is made up of engineers, planners, law enforcement, transit, emergency responders.
The primary focus of the Dubuque MDST is traffic safety. The Dubuque MDST uses multidisciplinary
approaches to help address local safety concerns as they arise. Their efforts include: traffic conditions,
transportation planning, event traffic, public emergencies, school traffic, business traffic, parking
patterns, traffic management, incident management, and construction planning.
Parks
Dubuque County - The Dubuque County Conservation Board manages approximately 2,300 acres in
eighteen sites throughout the County. The parks and nature preserves managed by the Conservation
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Board provide hunting, fishing, campgrounds, biking and hiking trails, nature preserves, picnic areas, and
boat ramps. The Swiss Valley Nature Center is the primary facility for the Conservation Board's
environmental education programs. Conservation staff provide hands on learning to over 13,000
students and public at Swiss Valley each year. The Conservation Board also maintains several
recreational trails including the Heritage Trail, a twenty -six mile trail that runs between Dubuque and
Dyersville.
City of Dubuque - The Park Division and Recreation Division of the Leisure Services Department manage
the City of Dubuque's Recreational Facilities. These divisions provide services to the entire community
through diverse recreational programs for all ages and an integrated, efficient, and safe system of parks,
trails, and recreational facilities. The department also plans, develops, and maintains the formal public
landscaping and natural areas in and around the City, demonstrating an appreciation for the
environment. Park Division staff grow 70,000 annual flowers in a greenhouse and plant them in the park
system and on city property. The Division also maintains,the landscaping on Highway 20, the Port of
Dubuque, gateways to the downtown area, and other locations within the City. The City of Dubuque
Recreation Division staff offers a variety of recreational programs for people of all ages. Program areas
include adult athletics, recreation classes, summer playground program, programs for low and moderate
income families, and aquatic programs. Recreation staff also operate the 18 -hole Bunker Hill golf course.
The City of Dubuque Park Division staff maintains:
• 47 parks with 878 acres
• 25 park shelters
• 19 tennis courts
• 18 restrooms
• Four accessible fishing piers
• Two skate parks
• 262 units of play equipment
•
•
•
•
•
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Disc golf course
In -line hockey rink
Eight softball fields, one baseball field
4600 street trees
18 miles of trails
1000 picnic tables
State of Iowa - The Mines of Spain Recreation Area and E.B. Lyons Interpretive Center are located on
1,380 acres of wooded and prairie land just south of the City of Dubuque. The area has been designated
as a National Historic Landmark and includes Julien Dubuque's Monument at a point just above where
Catfish Creek meets the Mississippi. One of Iowa's "Watchable Wildlife Areas," it features the E.B. Lyons
Interpretive Center which serves as the Visitor Center and the Park Office. Park attractions include the
Horseshoe Bluff Interpretive Trail, a 15 acre wetland, creeks, forest, prairies, cropland, meadows and
views of the Mississippi River. The Mines of Spain State Recreation Area was dedicated in 1981. It was
acquired with the assistance of the Iowa Natural Heritage Foundation. In 1993, the area was designated
as a National Historic Landmark.
City of Asbury - The City of Asbury maintains three parks and a pedestrian trail. Maple Hills Park is
located at the end of Burr Oak Drive and has a softball diamond, tot lot and picnic tables. Asbury Park is
located on Asbury Road by Springreen Drive. Asbury Park has a baseball diamond, basketball court, two
tennis courts, and two hard surface volleyball courts, all of which are lighted. Asbury Park also has
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swings, slides, tot toys, picnic tables, grills, restrooms, a sand volleyball court and shelters. Information
on reserving a shelter can be obtained by calling the city clerk's office at City Hall. Althaus Wetland and
Nature Preserve is located off Wintergreen Drive. The citywide trail system connects from Althaus
Wetland to Maple Hills Park. The City is developing a new park between Park Place and Summer Drive.
The City also operates the 18 -hole Meadows Golf Club.
City of Farley - The City of Farley maintains two city parks. Westside Park, a small park on the city's west
side includes a shelter, swings, slides, and monkeybars. Farley City Park is home to four ball diamonds,
several pavilions, swings, monkeybars, a merry-go- round, horseshoe pits, and tennis, volleyball and
basketball courts.
City of Dyersville - Dyersville offers a wonderful selection of recreational areas and programs, which
rivals park systems at communities many times its size. With 100 acres of land, the Park and Recreation
Department oversees the city's parks, shelters, skateboard park, baseball, softball and soccer fields,
basketball courts, sand volleyball courts, concession stand, the Aquatics Center and a variety of
recreational programs.
City of Peosta - Peosta has two parks. The Peosta City Park is located at 8579 Tennis Lane and is open
from 6 a.m. through 11 p.m. daily. Amenities include a pavilion, playground equipment and a tennis
court. The Peosta Community Centre located at 7896 Burds Road offers a variety of adult and children's
fitness and recreational activities including basketball, volleyball, racquetball and tennis courts, indoor
walking track, batting cage, cardio and weight training equipment, fitness classes, and other various
programs. There is also a banquet room that can seat up to 620 guests and meeting room space
available for smaller gatherings. A.J. Spiegel Park is located behind the Peosta Community Centre. The
baseball complex consists of a semi -pro baseball diamond and two little league /softball fields. The
baseball diamond is the home field for Clarke University of Dubuque, the Peosta Cubs Semi -Pro team,
and the Peosta Babe Ruth team.
City of Epworth - The City of Epworth operates two parks. Centennial Ballpark is a Softball and baseball
complex that offers league and tournament events. Tower Park, located near the center of town, offers
a playground and a picnic facility with pavilion and grills. The park also offers public tennis courts for
open play of tennis and basketball 8 am to 8 p.m. The City also maintains the Jacoby Walkway, a one -
mile walking trail along Jacoby Drive at the south city limits. The City plans to extend the trail to the
east and to the north to connect with the city sidewalk system.
City of Cascade - The City of Cascade has three community parks. The Community Park is the largest
park at just over 8 acres. it offers a large playground a baseball /softball diamond, concession stand,
two tennis courts, a basketball court, two sand volleyball courts, several pavilions, restrooms, and large
parking lot. The Swimming Pool Park contains the Cascade Municipal Swimming Pool. The pool offers a
concession stand, a small water slide, and diving boards. The park also has a small play area with
playground equipment. The Riverview Park offers a great view and access to the North Fork Maquoketa
River and the river falls. The park is a little over an acre in size and offers a pavilion, restrooms, small
child playground, and a river landing.
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Community Facilities Goals and Objectives
The following goals and objectives are intended to guide the communities of Dubuque County in providing high
quality community facilities to all residents of the County by maintaining the existing intergovernmental and
public - private facilities relationships, and looking for areas to establish new relationships. The goals and objectives
included in this section address the following facilities: parks and other recreational facilities, educational facilities,
health care facilities, childcare facilities, law enforcement, fire and EMS services, and libraries.
1. To encourage the majority of future development to locate within existing cities, or adjacent to existing
cities in urban fringe areas planned for annexation, where adequate public services are planned or can be
provided.
1.1. Initiate a County -led process with local governments to establish mutual fringe area planning and
development agreements that include the planning for and placement of Community Facilities, and
provide minimum development standards to reduce unplanned impacts on community services,
infrastructure, and neighborhoods.
1.2. Encourage Community Facilities to locate within existing cities and established urban fringe areas where
adequate public services are planned or can be provided.
1.3. Locate Community Facilities that provide public services that serve the local community in rural areas
only if compatible with adjacent uses, and located along a road that is adequate to support projected
traffic demand.
1.4. Allow new Community Facilities to be sited and existing facilities to be maintained, expanded and /or
redeveloped in unincorporated areas only when there is access to paved roads, adequate water and
wastewater facilities (including provision of water for fire suppression), and adequate buffering from
existing residential development.
1.5. Locate future community services outside of flood hazard areas where feasible, and discourage new
development within the floodplain; where development is allowed in the flood plain, require it to be
elevated, floodproofed and located outside the floodway.
1.6. Continue to improve cooperation and coordination between township and city fire departments, and
the County, to maintain adequate fire protection and water supplies for fire suppression.
1.7. Discourage non -farm uses from locating outside of urban areas, or limit such uses to areas that are
appropriate for the development and least disruptive of the natural character, and which are designed
to blend with the natural character as much as possible, in order to preserve the natural character of
the land or community.
1.8. Build Community Facilities to retain natural drainage patterns, and construct post construction best
management practices (BMPs) to help ensure development activity will not add substantially to the
flood problem.
1.9. Require new development in the unincorporated area of the County to reduce site runoff, both during
and after construction, through the use of storm water management, detention basins, and buffer strips
and other BMPs in order to protect the water quality of streams and rivers.
2. To consider the use of sustainable design principles in Community Facilities.
2.1. Consider the use of Universal Design principles to ensure accessibility of new and existing community
facilities.
2.2. Consider the use of Green Building Codes to reduce energy consumption and promote energy efficiency
in new and existing community facilities.
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3. To provide public facilities and services at levels which support a desirable "quality of life" for current and
future residents.
3.1. Provide facilities and services in locations compatible with planned uses, populations, and needs.
3.2. Encourage new development to over -size facilities to serve adjacent development when the adjacent
development is expected to require service.
4. To foster cost - effective emergency services and facilities that enhance and protect the lives of County
residents
4.1. Promote coordination and cooperation among all law enforcement agencies.
4.2. Coordinate the design, location and construction of stand -pipes and fire hydrants with fire districts as
needed to protect new development in rural areas.
4.3. Investigate the best method to receive preliminary rezoning and subdivision review comments from the
County's Fire Districts to address concerns of adequate roadway design, water supply, and water
pressure.
4.4. Support the provision of responsive, high - quality emergency medical services.
5. To ensure the fair, equitable, and uniform enforcement of rules, regulations, and laws.
5.1. Provide comprehensive investigation of criminal offenses.
5.2. Continue to serve the public with compassion, competence, and open- mindedness.
6. To provide all law enforcement personnel with the training needed to deliver professional service.
6.1. Continue to maintain mandatory certifications as required by state law and accreditation standards.
7. To monitor public safety equipment, facilities, and procedures to ensure that adequate service is provided.
7.1. Review and update standard operating guidelines on a regular basis.
7.2. Continue to expand the use of state -of- the -art technologies.
7.3. Encourage public safety departments to consider sustainable design principles when renovating existing
and constructing new facilities.
8. To prevent and control criminal behavior.
8.1. Prevent and control conduct that has been recognized as threatening to life, property, or public order by
responding to reports of emergencies, identifying criminal activity or hazardous conditions, and taking
appropriate action.
8.2. Support comprehensive investigation of criminal offenses, apprehension of offenders, and recovery of
stolen property and deterrence of criminal activities.
9. To use community activities, partnerships, and outreach to foster a positive attitude, good citizenship, and
cooperation with public safety efforts.
9.1. Promote activities that foster positive relationships between youth and public safety personnel.
9.2. Maintain partnerships with schools and community based organizations.
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9.3. Use community oriented policing to address the causes of crime and encourage long -term, innovative
problem solving and improved law enforcement - community partnerships.
9.4. Implement special initiatives in neighborhoods with higher incidences of crime.
9.5. Support programs that promote safe behaviors. E.g. seatbelt enforcement, transportation safety
education.
10. To foster collaboration among municipal departments and the Dubuque County Sheriff's Department.
10.1. Review and update existing intergovernmental agreements.
10.2. Evaluate and promote new intergovernmental agreements.
10.3. Improve interdepartmental emergency communications through interoperable communications
technologies.
11. To protect life and property from fire.
11.1. Study fire department response times and deployment, to help determine future needs.
11.2. Continue to conduct inspections and enforce fire codes.
11.3. Provide emergency first responder and advanced life support medical care throughout the county.
12. To monitor fire and emergency medical service (EMS) equipment, facilities, and procedures to ensure that
adequate service is provided.
12.1. Review and update standard operating guidelines on a regular basis.
12.2. Continue to expand the use of state -of- the -art technology.
12.3. Encourage fire and EMS departments to consider sustainable design principles when renovating existing
and constructing new facilities.
13. To minimize the impacts of manmade and natural disasters.
13.1. Encourage collaboration of the Dubuque County Firefighters Association and Law Enforcement agencies
to review and update the County Incident Management Manual and the Dubuque County Disaster and
Hazard Mitigation Plan on a regular basis.
13.2. Continue to develop and maintain comprehensive emergency management planning for local
governments which include severe weather, major mass casualties, hazardous material incidents,
terrorism and weapons of mass destruction.
13.3. Support a high level of disaster preparedness, to meet or exceed state and federal requirements.
13.4. Develop mitigation programs and activities which will lessen possible catastrophic results from possible
disaster occurrences.
13.5. Promote appropriate disaster response training and equipment for public safety agencies.
14. To provide staff with current training and certifications.
14.1. Encourage collaboration of the Dubuque County Firefighters Association and Law Enforcement agencies
on the operation of the Regional Training Center.
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14.2. Encourage fire departments to work with local Emergency Management Office to develop and review
plans, exercises, and training.
15. To promote community education and outreach on fire safety.
15.1. Educate all members of the community on fire safety.
15.2. Educate homeowners on fire safety and proper smoke detector installation and use.
15.3. Continue to work with the community to ensure fire code compliance.
16. To maintain quality health care facilities and services.
16.1. Reduce and prevent the occurrence of disease, and disability in the community.
16.2. Promote the physical and mental health, safety, and wellness of the citizens of Dubuque through
educational and outreach efforts.
16.3. Promote access to adequate health services for all members of the community through a collaborative
effort of federal, state, local, private and charitable agencies.
16.4. Address the special health needs of pregnant women, children, and the elderly.
16.5. Create safe and sanitary work, play, and housing environments.
16.6. Strive to contain the rising costs of health care in an equitable, efficient, and collaborative manner
through community -wide planning.
16.7. Retain and recruit quality health and medical personnel for our community.
16.8. Continue to serve as a regional health care center providing a full -range of both general and specialty
health and medical services.
16.9. Work with the Dubuque County Board of Health to achieve the goals included in the County Health
Needs Assessment and Health Improvement Plan.
17. To promote healthy behaviors throughout the population.
17.1. Encourage programs that reduce obesity.
17.2. Promote reductions in "high risk behaviors" e.g. tobacco use, alcohol abuse, and drug use.
17.3. Promote access to medical, dental, and mental health care for all.
17.4. Promote prevention and screening for chronic diseases.
18. To prevent injuries
18.1. Reduce injuries resulting from alcohol and substance abuse related accidents.
18.2. Encourage violence reduction programs.
18.3. Create safe and sanitary work, play and housing environments.
18.4. Increase the number of employers and organizations offering safety, wellness promotion, substance
abuse and employee assistance programs.
19. To protect against environmental hazards.
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19.1. Develop programs to improve air and water quality.
19.2. Promote a safe and healthy environment by ensuring sanitary conditions and practices are in
accordance with public health, housing and environmental ordinances, codes, and regulations.
19.3. Promote safe and sanitary housing conditions through the reduction of radon, lead hazards, carbon
monoxide poisoning, and other environmental health concerns.
20. To prevent epidemics and the spread of disease.
20.1. Evaluate and improve communications between health care providers, facilities, and Dubuque County
Public Health.
20.2. Investigate the feasibility of a Dubuque County Laboratory that would increase the availability of testing.
20.3. Provide education on ways to reduce the spread of disease
21. To prepare for, respond to, and recover from public health emergencies.
21.1. Foster collaboration of local governments and health care providers to create emergency preparedness
plans and participate in emergency preparedness training.
22. To strengthen the public health infrastructure.
22.1. Improve transportation system to enable Dubuque County Residents to travel to health related
appointments.
22.2. Ensure all residents of Dubuque County have access to primary care physicians.
23. To support access to good quality, affordable dependent care.
1.1. Support increased supply and range of available, high quality, affordable childcare, especially for low
and moderate income households and those families with special needs children.
1.2. Support increased opportunities for the elderly to maintain an independent lifestyle.
1.3. Support the continuation and expansion of family services and foster care.
24. To maintain high quality school systems.
24.1. Coordinate with appropriate school districts to ensure that proposed developments can be adequately
served by existing schools and student transportation systems.
24.2. Encourage providers of education services to provide adequate educational facilities and improve
educational opportunities for all age groups.
24.3. Encourage public /private partnerships with local, regional, state, and federal agencies to improve
existing facilities and programs and to plan and promote future education facilities and program.
25. To support opportunities for life -long learning for residents of all ages.
25.1. Support efforts to increase adult literacy.
25.2. Promote access to all levels of education for all persons.
25.3. Support individuals of all ages in pursuit of a sustained program of learning independent of any
educational provider.
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25.4. Encourage public and private employers to offer continuing education incentives.
26. To provide access to timely, accurate, and useful information through reading, audio - visual, and electronic
materials and programming through public libraries.
26.1. Support coordination and sharing of resources to better serve the needs of the public.
26.2. Promote featuring current, high- demand, high interest materials in a variety of formats for persons of all
ages and abilities at public libraries throughout the region.
26.3. Promote use and awareness of the quality of the public libraries.
26.4. Support expansion and accessibility of library services throughout the community.
26.5. Foster a learning environment that utilizes state -of- the -art technologies.
27. To create and deliver a quality education that allows all students to reach their highest potential.
27.1. Promote a variety of assessment tools, methods, and strategies to evaluate and /or document student
progress, in accord with national and state standards.
27.2. Champion superior standards of academic excellence, in which values are integrated in the lives and
work of all members of the school community.
27.3. Support a comprehensive educational program that provides services to students ranging from severely
and profoundly disabled programs through gifted programs and advanced placement courses.
27.4. Strive to prepare students for careers, lifelong learning, and citizenship in contemporary international
society.
27.5. Encourage activities that promote lifelong physical fitness and health awareness.
27.6. Provide services that allow high school students to pursue either college or vocational education.
27.7. Promote high school completion and encourage postsecondary education or vocational training.
27.8. Provide adequate and nutritional food service before and during school.
28. To encourage school districts to consider smart planning and sustainable design principles when developing
school facilities plans.
28.1. Encourage school districts to consider sustainable design principles when renovating existing and
constructing new facilities.
28.2. Encourage school districts to consider neighborhood impacts when considering closures of existing
school facilities and locations for new school facilities.
28.3. Foster collaboration of school districts and transit providers to explore clean, safe, efficient, and cost
effective student transportation.
29. To provide opportunities for residents to enjoy outdoor recreational activities.
29.1. Provide an integrated system of public parks, trails, and related open space areas that will provide
County residents with adequate opportunity to participate in a wide range of outdoor recreational
activities.
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29.2. Support parks, green space, trails, and similar park/ open space uses easily accessible to residents at
neighborhood level.
29.3. Encourage and consider development of incentives for providing common open /green space, hike/ bike
trails, and landscaping in all new development wherever possible.
30. To provide a safe park and recreation system that continues to meet the community's needs for useable
and accessible parkland and open space.
30.1. Work with the County and neighboring communities to improve the existing high quality, safe, park and
recreation system.
30.2. Work with the County and neighboring communities to identify the type of parks, park facilities, and
hike /bike trails lacking in the community.
30.3. Continue to identify potential park and recreation sites and hike /bike trails to meet the needs identified
in the Dubuque County Comprehensive Plan.
30.4. Continue to identify funding sources and partnerships for land acquisition and development of
interconnected recreational open space and parkland.
31. To provide a variety of affordable and accessible recreation classes and activities for people of all ages.
31.1. Continue to identify the needs and interests of people of all ages and the types of programs they
desire /need.
31.2. Support maintenance of an inventory of organizations and groups identifying what programs they are
offering in the community.
31.3. Support a varied public program offering activities and programs not being provided by other
organizations and groups.
31.4. Assess the facility needs of the region so as to meet the recreational needs of the region.
32. To enhance the visual attractiveness of the community and park system.
32.1. Support maintaining and enhancing all park areas in a manner that fosters community pride in the park
system.
32.2. Consider providing flowers and other landscaping accents to enhance the beauty of all park areas and
County -owned property, including use of indigenous plants, where possible.
32.3. Support continuing improvement programs for park equipment, pavilions, and rest rooms.
32.4. Encourage property owners to plant more trees.
32.5. Encourage local residents to participate in community beatification through community clean -up
events, gardening clubs, and other volunteer opportunities.
33. To provide interconnected recreation facilities for residents throughout the region.
33.1. Continue to promote and maintain existing parks and public open spaces.
33.2. Implement the Tri -State Integrated Biking, Hiking, and Walking Plan, including recommendations for a
regional trail system connecting area parks, community facilities, and other locales to the Dubuque
County Heritage Trail and the Mississippi River Trail.
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DUBUQUE COUNTY SMART PLAN
Watershed Management
Introduction
Dubuque County Watersheds are in a state of constant change. Land use changes, Agricultural farming
practices, and urban development has produced habitat alteration and a drastic increase in the rate and
volume of stormwater inputs. Understanding the importance of land use planning, the impacts of
infiltration based practices, and developing site specific boundaries of non -point source pollution within
a watershed will lead to improvements in our local watersheds. One of the goals of this plan is to work
towards repairing the damage done to in- stream habitat and reduce the rate and volume of stormwater
flow using infiltration based practices.
Understanding Stormwater
The Hydrologic Cycle
The hydrologic cycle, illustrated in Figure 3 -1, is the movement of water from the atmosphere to the
earth's surface. Water moves through one or more components of the cycle including evaporation,
transpiration, runoff, precipitation, infiltration, percolation and its eventual return to the atmosphere. In
an undeveloped area, with natural ground cover such as forest or meadow, a significant portion of
precipitation infiltrates into the soil. This water is filtered and cooled as it travels underground. Some
infiltrated water is subsequently discharged into rivers and streams as baseflow. Baseflow provides a
steady contribution of high quality water to lakes, streams and rivers. Other infiltrated water descends
deeper underground to the water table and recharges aquifers. Groundwater recharge replenishes the
supply of underground water that can be extracted for domestic use and irrigation. Another portion of
precipitation is returned to the atmosphere through a combination of evaporation and plant
transpiration called evapotranspiration. Where there is natural ground cover, all of these processes
together serve to minimize the percentage of precipitation that becomes runoff, the water that flows
over that land surface into streams and other surface water bodies.
Figure 3 -1: The Hydrologic Cycle
r'—Condensation Condensation r •Z- -)
• Moist Air ( .
GYM •— i /.'�.J,�r %11 �:
/4,4:,,..:////. " Evaporation from Transpiration ,.,r,i v.l y
, +I,�
ii,it/. ' �l rivers. soils, lakes ; �.: r ;i
Precipitation
.r ,1.j
Precipitation
/Evaporation
/f from i
Lake
f�
nfiltratian!
Soil Moisture��r/
*ter �,
Throughflow /
SeePage4111111 Groundwater
Adapted from: The Physical Environment: An Introduction to Physical Geography
Urbanization dramatically affects the hydrologic cycle by altering the relative percentage of
precipitation that contributes to groundwater, evapotranspiration, and runoff relative to the natural
1
DUBUQUE COUNTY SMART PLAN
Watershed Management
ground cover. Specifically, urbanization increases runoff by decreasing the amount of water that
infiltrates into the ground and is taken up and transpired by plants. This is because water cannot
infiltrate into, and plants cannot grow on, impervious surfaces such as pavement and rooftops.
Figure 3 -2 illustrates how watershed imperviousness affects the magnitude of each of the hydrologic
cycle components. Increased stormwater runoff not only decreases baseflow and groundwater
recharge, but also increases the amount of water that runs off the surface, picking up and carrying
pollutants to lakes, streams, rivers and wetlands. The increased surface runoff increases flooding
frequency and severity while the increased input of pollutants degrades water quality and aquatic
habitat.
Figure 3 -2: Impact of Impervious Area on the Hydrologic Cycle Fluxes
00% Evapo-
transpiration
10% Runoff
25t4 Shalkw 2F46 Doop
Infiltration Infiltration
NATURAL GROUND COVER
.5% Evapo-
transpiration
SO% Runoff
20% Shallow 1 e% Dagp
Infiltration Infiltration
35.509 IMPERVIOUS 'SU R FAC E
9£t% Evapo-
transpiration
203 Runoff
21% Shallow 219: Deep
Infiltration Infiltration
10-20% IMPERVIOUS SURFACE
20% Evapo-
transpiration
55% Runoff
10% Shallow
Infiltration
5% Deep
Infiltration
75 -100% IMPERVIOUS SURFACE
Adapted from: Prince Georges County Department of Environmental Resources Programs and Manning
Division, 1999. Low - impact Development Design Strategies: An Integrated Design Approach.
Department of Environmental Resources, Prince Georges County, Maryland.
Establishing countywide standards for the quantity and quality of water that runs off land under
construction in urban and rural areas, including farms will play a crucial role in protecting our
watersheds in Dubuque County. Providing flexibility in meeting those standards, and recognizing the
unique characteristics of each project site, will be equal as important.
2
DUBUQUE COUNTY SMART PLAN
Watershed Management
Construction site erosion and uncontrolled stormwater runoff from land disturbing and land
development activities have significant adverse effects upon regional water resources including the
health, safety, property and general welfare of the community, diminishing the public enjoyment and
use of natural resources. Effective erosion control, sediment and stormwater management depends on
proper planning, design, timely installation and continued maintenance of erosion control and
stormwater management practices. Specifically, soil erosion and stormwater runoff can:
• Carry sediment, nutrients, pathogens, organic matter, heavy metals, toxins and other pollutants to
regional lakes, streams and wetlands;
• Diminish the capacity of water resources to support recreational and water supply uses and a
natural diversity of plant and animal life;
• Clog existing storm drainage systems, increasing maintenance problems and costs;
• Cause bank and channel erosion;
• Increase downstream flooding;
• Reduce groundwater recharge, which may diminish stream base flows and lower water levels in
regional lakes, ponds and wetlands;
• Contaminate drinking water supplies;
• Increase risk of property damage and personal injury, and;
• Cause damage to agricultural fields and crops
Good stormwater management does not begin with site disturbance and construction. Decisions about
lot layout, building density, location of public rights -of -way, protection of sensitive areas, and
preservation of open space all have an impact on the quality and quantity of stormwater runoff.
When using site - planning techniques to control stormwater, designers should keep local zoning, land
division and building codes in mind. Many communities have adopted site design or land division criteria
to serve a variety of land use goals that may or may not directly relate to stormwater runoff.
Examples include:
• Preserving neighborhood or rural character
• Protecting specific natural or scenic resources
• Promoting smooth traffic flow
• Allowing for future and division
• Ensuring adequate pedestrian, bicycle or emergency vehicle access
Usually, such goals complement or reinforce good design for stormwater control. However, in some
cases, such as choosing between grid - pattern or cul -de -sac street layouts, the designer may need to
strike a balance between competing land use goals. For example, in a community seeking to promote
traditional neighborhood design, engineered stormwater basins may be preferable to a curvilinear
street layout.
Many techniques can be employed during the site planning and design stage of development to reduce
the volume of runoff, thus reducing the need for structural practices to store and treat stormwater.
Design and location of stable outlets for site runoff is also important to consider at this time, to avoid
causing problems for downstream neighbors. Consider implementing the following techniques (which
3
DUBUQUE COUNTY SMART PLAN
Watershed Management
are listed in order of priority) and manage runoff as close to the source as possible to minimize the
volume of stormwater runoff.
A. Identify and Avoid Sensitive Areas
Local variations in topography, soil types, vegetation and hydrology can have a significant influence
on the nature and amount of stormwater runoff. The first step in site planning for stormwater
management should be identification and mapping of areas that:
• Contain features that could be adversely impacted by stormwater runoff (such as wetlands,
floodplains, lakes, streams, and shallow fractured bedrock);
• In their natural state, contribute to infiltration, soil and water retention, groundwater recharge
or temperature control (such as highly pervious soils, native grasslands, woodlands or hydric
soils);
• Provide natural drainage ways for surface water runoff (such as intermittent or perennial
streams, natural or artificial drainage ways); or
• Could be a source of sedimentation, channelized flow or erosion if disturbed (such as steep
slopes or easily eroded soils).
• Contain cultural resources, which are protected by federal law. Cultural resources can be found
at: http: / /www.ia.nres. usda. gov / technical /culturalresources.html
Development should be designed and construction operations planned to avoid disturbing these
areas wherever possible. Federal, state or local regulations protect some natural features, such as
wetlands or navigable waterways. Changes in volume and direction of stormwater flow resulting
from development or other stormwater practices should be carefully designed and controlled to
avoid secondary impacts to natural areas. For example, increased runoff volume can erode
streambeds and banks or damage natural wetlands without careful consideration early in the
planning process.
Working around sensitive areas should be incorporated as part of the preliminary design, which not
only avoids these areas but also highlights them as natural amenities that add value to the
development. These sensitive areas complement the functions and values provided by the
countywide network of open space corridors.
B. Minimize Impervious Surfaces
Impervious surfaces are the primary source of runoff in both small and large storm events. Hence,
the single most effective means of reducing runoff volume is by minimizing the site's impervious
surface area.
1. Preserve and Reproduce Pre - Development Hydrologic Conditions
• Utilize natural drainage flow paths. Dubuque County strongly recommends the use of grass
waterways, vegetated drainage channels and /or water quality swales along street right -of-
ways or back Tots to channel runoff without abrupt changes in the direction of flow.
• Restore soil permeability. Use practices such as deep tilling, chisel plowing and incorporating
organic matter into the upper soil layer to restore soil infiltration capacity on heavily
disturbed sites. When soil is compacted, its capacity to infiltrate water is greatly diminished.
On heavily disturbed sites where practices are used to restore soil permeability, the county
may waive the requirement to lower the soil permeability class rating in hydrologic
calculations (see 3.2.B, Chapter 3, below).
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DUBUQUE COUNTY SMART PLAN
Watershed Management
• Minimize directly connected impervious area. Any impervious surface that drains into a
catch basin, area drain, or other conveyance structure is a "directly connected impervious
area (DCIA)." Impervious surfaces also increase the runoff rate (reducing the runoff time of
concentration) and runoff volume, which may cause higher peak flows downstream, and
increase flood and erosion potential. To minimize directly connected impervious areas,
downspouts and driveways should be directed to pervious areas, where feasible. This
promotes infiltration and reduces the velocity of runoff water. Other strategies for
minimizing connected impervious area include directing sheet flow through vegetated areas
and locating impervious areas so they drain to vegetated buffers or other pervious areas.
• Use bioretention and other practices to increase infiltration. Bioretention basins are
engineered practices that use natural processes, including microbial soil processes,
infiltration, and evapotranspiration to improve stormwater quality. Rain gardens, often very
attractive, are one type of practice commonly designed for residential lots to soak up
rainwater from roofs, driveways, and lawns.
• Include green infrastructures. Developed areas may provide self- treatment of runoff via the
use of green infrastructures if properly designed and drained. Green infrastructures may
consist of conserved natural spaces, large landscaped areas (including parks and lawns),
grass /vegetated swales, and turf block paving areas. The infiltration and bio- treatment
inherent to such areas may provide the treatment control necessary. These areas therefore
act as their own BMP, and no additional BMPs to treat runoff should be required.
2. Site and Lot Vegetation
• Predevelopment vegetation. Maintain as much predevelopment vegetation as possible.
Vegetation prevents erosion and absorbs water and, therefore, reduces runoff volume.
• Swales. Use shallow grassed roadside swales, boulevards and sunken parking lot islands with
check dams instead of curb and gutter storm drain systems to handle runoff, wherever
possible.
• Natural buffers and drainage ways. Maintain natural buffers between development sites
and water bodies. Buffers slow runoff, remove sediment and enhance infiltration. Natural
depressions and channels should be maintained to slow, store, and infiltrate water.
3. Streets and Roads
• Road length. Minimize subdivision roadway length by using a roadway layout with the least
pavement length suitable for the site's topography and other planning goals.
• Road width. Work within local zoning requirements and planned unit development
provisions to minimize road width by narrowing road sections and /or reducing on- street
parking. On- street parking may be restricted to one side of the street or eliminated
altogether. Pavement and right of -way width must still meet minimum standards described
in local land division and zoning ordinances, and should allow for safe vehicular travel and
emergency vehicle access.
• Design road patterns to match landforms. In rolling terrain, for example, local streets should
branch from collector streets and end in short loops or cul -de -sacs, where consistent with
other local ordinances and land use goals. Some local ordinances and plans seek to create
traditional grid patterns or limit the use of cul -de -sacs to address traffic, neighborhood
character or other design objectives.
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DUBUQUE COUNTY SMART PLAN
Watershed Management
4. Lot Layout
• Rooftops. Reduce the impervious rooftop area by minimizing the building footprint of
houses or utilizing green roof technology. Use vertical space rather than horizontal house
layouts. Sod or vegetative "green roofs" rather than conventional roofing materials.
• Driveways. Where permitted under local driveway, zoning or land division ordinances,
reduce impervious driveway area by using shared driveways, limiting driveway width, using
pervious pavement, and using reduced building setbacks.
• Parking lots. For commercial sites, reduce overall impervious area by providing compact car
spaces, eliminating excessive or unnecessary spaces, utilizing shared parking, minimizing
stall dimensions, incorporating efficient parking lands, and using pervious materials in
spillover parking areas.
C. Low - Impact Development (LID) and Conservation Subdivision Design
Many of the practices and techniques discussed above are commonly referred to as "low- impact
design" or "conservation subdivision design ". Both low impact designs and conservation
subdivisions have common goals; however, they have different strategies in obtaining that goal.
Low Impact Development is a site design strategy with a goal of maintaining predevelopment
hydrologic conditions by managing runoff at the source using uniformly distributed stormwater
management facilities. Instead of conveying and treating stormwater in large facilities located at
the bottom of drainage areas, LID addresses stormwater through small, cost - effective landscape
features located at the lot level. The low- impact analysis and design approach focuses on the
following hydrologic analysis and design components:
i. Runoff curve number (RCN): Minimizing change in post - development hydrology by
reducing impervious areas and preserving more trees and meadows to reduce the
storage requirements to maintain the pre - development runoff volume.
ii. Time of concentration (Tc): Maintaining the pre - development Tc in order to minimize
the increase of the peak runoff rate after development by lengthening flow paths and
reducing the length of the runoff conveyance systems.
iii. Infiltration: Manage water quality volume through infiltration.
iv. Retention: Providing permanent pool storage for volume and peak control, as well as
water quality control, to maintain the same storage volume as the pre- development
condition.
v. Detention: Providing additional storage above permanent pool levels, if required, to
maintain the same peak runoff rate and /or prevent flooding for storm recurrence
intervals >_ 5 -10 years.
Conservation subdivision designs are characterized by common open space and clustered compact
lots. The purpose of a conservation subdivision is to protect sensitive and valuable open space,
habitat and other environmental resources while allowing for the maximum number of residences
under current community zoning and subdivision regulations. Figure 1 -1 and 1 -2 compares a
conventional subdivision layout with a subdivision incorporating conservation design practices.
6
(Identifying potential development areas.
DUBUQUE COUNTY SMART PLAN
Watershed Management
Figure 1 -1: Conservation Design Subdivision Layout
(Site before development.')
views
from
reed
farmhouse .. •
born `.
tall oaks an
- small knoll
.iat,
Ire
•fl field
�y'►` �±, 1 _ ^ncmlock grove
field
-store wall
1 woodlands
• grassy glade
(^Identifying secondary conservation areas ,')
7
Identifying primary conservation areas.
f
• potential
--y development
censervallon
arm
•
DUBUQUE COUNTY SMART PLAN
Watershed Management
( Site with conservation design. A)
Source: http: / /www.mass.gov /envir /smart growth toolkit /pages /mod- Iid.html
Figure 1 -2: Comparing Conventional and Conservation Subdivisions.
1.
er
4
CorwentIcnalSurdhlstn
Cons €i allm ^SutdA31Gf1
Source: Ordinance for a Conservation Subdivision, UWEX, Brian Ohm.
During plan review, LID and conservation subdivision design and other practices may need to be
evaluated to ensure that the land division meets or exceeds subdivision ordinance requirements or
planned -unit development (PUD) approval procedures.
8
DUBUQUE COUNTY SMART PLAN
Watershed Management
Cost Considerations — Incorporating LID.
Often times, critics of conservation design and LID practices raise concern over the high costs of
incorporating LID into subdivisions. What may seem like a simple question, can often be very difficult to
analyze and has several dimensions, making it more of a complex topic. It is important to analyze the
word "costs" by several dimensions: planning, design, capital costs, short -term vs. Tong -term
maintenance, land values, transportation surfaces, and environmental impacts.
Table 1 -3 (below) is offered to help planners, engineers, regulators, and developers compare the costs
and benefits of LID with a more conventional land development approach.
Qualitative Cost Comparison — How LID Practices Compare with Conventional Practices
LID Practice
Better Site Design
Better Local Roads
Bioretention /Rain Gardens
Infiltration /Permeable Pavements • 1 OM
Stormwater Planters
Vegetated Swales 01
Vegetated Buffers '
Cisterns /Rain Barrels 0I
'Green Roofs I O(1)
Key :
Design Construction
Costs Costs
Long -Term Increased Land Decreased
Maintenance Values Environmental
Costs i Impact
o
(1)
- LID practice compares favorably with conventional approach (e.g., costs 410- LID practice compares unfavorably with conventional approach (e.g., costs more)
e- Too close to determine, site conditions or other factors may affect cost
(1) - Costs may be too close to call, or even favorable when all costs such as heating, cooling, roof
replacement, irrigation, or additional downstream detention are considered.
Source: Massachusetts State, Smart Growth /Smart Energy Toolkit
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DUBUQUE COUNTY SMART PLAN
Watershed Management
D. Watershed -Wide Planning for Stormwater Management
The Dubuque County Manual, while focusing on plans and practices to meet the erosion control and
stormwater needs of particular sites, encourages watershed -wide planning. Ideally, stormwater
management should be conducted as part of a watershed plan.
In watershed -wide planning, communities can work together across municipal boundaries to
identify potential locations for regional stormwater treatment facilities, and coordinate on -site
basins and outlets to reduce the effect of combined peak discharges after storm events. They can
also collectively identify areas where stormwater treatment facilities should not be located, e.g. in
hydric or alluvial soils, and target areas where they are preferred, e.g. deep sandy soil. Such a
collaborative approach may result in significant cost savings from economies of scale and shared
responsibility.
E. Regional Stormwater Management
Using individual, onsite structural stormwater management facilities for each development is the
typical approach for downstream flood control. The developer finances the design and construction
of these management facilities, and is initially responsible for all operation and maintenance. A
potential alternative approach is for a community to install strategically - located regional stormwater
management facilities in a sub - watershed rather than require onsite management facilities.
Regional stormwater management facilities are designed to manage stormwater runoff from
multiple projects and /or properties through a local jurisdiction- sponsored program, where the
individual properties may assist in the financing of the facility, and the requirement for onsite
management facilities is either eliminated or reduced. Table 1 -3 lists some advantages and
disadvantages of regional facilities as compared to individual on -site facilities.
Table 1 -3: Advantages and Disadvantages of Regional Stormwater Management Facilities
Advantages
Disadvantages
Reduced construction costs
Determining an effective location can be
difficult
Reduced operation and maintenance
costs
Initial capital costs can be high
Ability to serve as a recreational and
aesthetic amenity for a community
Substantial planning, financing and
permitting are required.
Ability to maximize the intent of the
proposed project. (The area set aside for
stormwater management facilities is
minimized)
The local government may need to establish
a stormwater utility or alternative program
to fund and implement stormwater control.
Higher assurance of maintenance
Mitigates existing developments with
insufficient stormwater management
facilities while also providing for future
development
If a community decides to implement a regional stormwater control, it must ensure that the
conveyances between the individual upstream developments and the regional facility can handle the
10
DUBUQUE COUNTY SMART PLAN
Watershed Management
design peak flows and volumes without causing adverse impact or property damage. Full build -out
conditions in the regional facility drainage area should be used in the analysis. In addition, unless the
system consists of completely man -made conveyances (i.e. storm drains, pipes, concrete channels, etc.);
onsite structural management facilities for water quality and downstream channel protection will be
required for all developments within the facility's drainage area.
Federal water quality provisions do not allow the degradation of water bodies from untreated
stormwater discharges, and it is U.S. EPA policy to not allow regional stormwater management facilities
that would degrade stream quality between the upstream development and the regional facility.
Without onsite water quality and channel protection, regional management facilities do not protect
smaller streams upstream from the facility from degradation and stream bank erosion. Upstream
inundation from a regional facility impoundment can eliminate floodplains, wetlands, and other habitat.
Further, without adequate channel protection, aquatic habitats and water quality in the channel
network upstream of a regional facility may be degraded by stream bank erosion if they are not
protected from bank -full flows and high velocities. Based on these concerns, both the EPA and the U.S.
Army Corps of Engineers have expressed opposition to in- stream regional stormwater control facilities.
In- stream facilities should be avoided if possible, and will likely be permitted on a case -by -case basis
only.
F. Dubuque County Erosion Control and Stormwater Ordinance
In March of 2010, the Dubuque County Board of Supervisors passed a County wide Erosion Control and
Stormwater Management Ordinance. In addition to the Ordinance, Dubuque County worked with a
local engineering firm to complete a Stormwater Management Manual.
This manual can be found online at
http:// www .dubuciuecounty.org/Zoning/Forms /tabid /156 /Default.aspx or by visiting the Dubuque
County engineering or zoning office. The manual does an excellent of detailing applicability,
performance standards, and management practices that can be used in both pre - construction and post -
construction practices.
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DUBUQUE COUNTY SMART PLAN
Watershed Management
Watershed Goals and Objectives
The following goals and objectives are intended to guide the communities of Dubuque County in
providing relevant information to all residents of Dubuque County regarding watersheds. The following
goals encompass and highlight how existing and future development impact our county watersheds, and
what objectives can be taken to mitigate and prevent watershed degradation.
1. To prevent erosion by establishing preconstruction sediment control measures before, during, and
after any land disturbing activities take place to improve the health of our local watersheds.
1.1. Plan for and design effective erosion and sediment control structures before any land
disturbing development occurs.
1.2. Install and maintain erosion and sediment control structures and monitor for continued
effectiveness throughout until development is complete and full build out occurs.
1.3. Identify and avoid developing in environmentally sensitive areas including stream banks, flood
plains and low lying areas; steep slopes, bluff lands and slide prone areas; areas containing
shallow soils or fractured limestone; karst areas and areas with low water tables that can have
a significant influence on erosion.
2. To prevent erosion and control sediment during construction.
2.1. Address areas that are prone to and /or have erosion problems with stabilization control Best
Management Practices (BMPs) including grass channels, dust control, mulching, seeding and
fertilizing, silt fence, sod, surface roughening, vegetative filter strip, compost blankets, compost
filter tubes, rolled erosion control products (RECPs), wattles, flocculants, and turf
reinforcement mats (TRMs) when working in existing built environments.
2.2. Build and maintain structural erosion and sediment control Best Management Practices (BMPs)
including benches, compost filter berms, check dams, temporary slope drains, energy
dissipaters, flotation silt curtains, rock chutes and flumes, gabions, inlet protection, jetties, level
spreaders, rock outlet protection, retaining walls, stabilized construction entrances, rip -rap,
sediment barriers, sediment basins, streambank protection, stream channel enhancement,
subsurface drainage, and diversion structures as any land disturbing activities take place.
3. To reduce the rate and volume of stormwater runoff on post construction development, while at
the same time promoting better water quality using infiltration based practices and controls.
3.1. Utilize Low- Impact Development (LID) principles and Conservation Subdivision Design to
promote good stormwater management through smaller building lots, higher density
standards, reduction of public right -of -way and protection of sensitive areas through
preservation of open space.
3.2. Use stormwater management BMP's during the site planning and design stage of development
to reduce the volume of runoff, thus reducing the need for large retention and detention
structures to store and treat stormwater.
3.3. Design and strategically locate drainage outlets for site runoff that limits negative impacts to
downstream neighbors.
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DUBUQUE COUNTY SMART PLAN
Watershed Management
3.4. Minimize impervious surfaces in development which are the primary source of runoff for both
small and large storm events to reduce runoff volume.
4. To preserve and reproduce pre- development hydrologic conditions whenever possible to
maximize runoff infiltration and reduce flooding and to promote healthy water supplies.
4.1. Utilize natural drainage flow paths using grass waterways, vegetated drainage channels and /or
water quality swales along street right -of -ways or the back of lots to channel runoff without
abrupt changes in the direction of flow.
4.2. Restore soil permeability using practices such as deep tilling, chisel plowing and incorporating
organic matter into the upper soil layer to restore soil infiltration capacity on heavily disturbed
sites to maximize water infiltration.
4.3. Minimize directly connected impervious areas or any impervious surface that drains into a
catch basin, area drain, or other conveyance structure by outletting downspouts onto grassy
areas and directing runoff from driveways to pervious areas to promote infiltration and reduce
the velocity of runoff water.
4.4. Use bioretention and other similar practices such as rain gardens to soak up rainwater from
roofs, driveways, and lawns which will increase natural infiltration, microbial soil processes and
evapotranspiration and will improve stormwater quality and quantity.
4.5. Include green infrastructure measures such as conservation of natural habitat and green space
consisting of large landscaped areas (including parks and lawns), grass /vegetated swales, and
turf block paving areas to treat and infiltrate runoff.
5. To protect and establish site and lot vegetation to prevent erosion and infiltrate runoff.
5.1. Maintain as much predevelopment vegetation as possible to prevent erosion and absorb water
reducing runoff volume.
5.2. Use shallow grassed roadside swales, boulevards and sunken parking lot islands with check
dams instead of curb and gutter storm drain systems to handle runoff, wherever possible.
5.3. Maintain natural buffers, depressions and channels between development sites and water
bodies to slow runoff, remove sediment and enhance infiltration.
6. To design transportation surfaces that account for and minimize stormwater runoff.
6.1. Minimize subdivision roadway length by using a roadway layout with the least pavement length
suitable for the site's topography and other planning goals.
6.2. Minimize road width by narrowing road sections and /or reducing on- street parking to one side
of the street or eliminating it altogether.
7. To design buildings and lots that account for and minimize stormwater runoff.
7.1. Reduce the impervious rooftop area by minimizing the building footprint of buildings by using
vertical space rather than horizontal layouts or utilizing green roof technology by using sod or
vegetative "green roofs" rather than conventional roofing materials.
Page 2 of 3
DUBUQUE COUNTY SMART PLAN
Watershed Management
7.2. Reduce impervious surfaces by using shared driveways, limiting driveway width, using pervious
pavement, and reducing building setbacks.
7.3. Reduce overall impervious area on commercial sites by providing compact car spaces,
eliminating excessive or unnecessary spaces, utilizing shared parking, minimizing stall
dimensions, incorporating efficient parking layouts, and using pervious materials in spillover
parking areas.
8. To establish standards and /or guidelines for the quantity and quality of water runoff that are
flexible and that recognize the unique characteristics of each project site, to obtain maximum
protection of the watersheds in the region.
8.1. Encourage local governments to adopt and /or create erosion control and stormwater
ordinances or polices.
8.2. Encourage agricultural producers and landowners to implement conservation practices on their
property that provide both erosion and sediment control and manage stormwater runoff.
8.3. Encourage landowners to utilize federal, state, and local resources to help with design,
assessment, and cost -share opportunities for landowners to install conservation practices.
9. To reduce flood damages by promoting basin wide programs stressing non - structural measures,
such as floodplain regulations, floodproofing, flood forecasting, and watershed treatment, in
conjunction with other structural measures, where necessary, to protect the lives and property of
residents.
9.1. Locate future development outside of flood hazard areas where feasible, and where
development is allowed in the floodplain, require it to be elevated, floodproofed and located
outside the floodway.
9.2. Ensure that local flood management programs meet or exceed regulatory requirements of the
Federal Emergency Management Agency, and applicable state regulations.
9.3. Design local flood management programs to allow public and private options, while protecting
life and property from storm water runoff generated by one - hundred year storm events.
9.4. Stress retention of natural drainage patterns and construction of detention systems to help
ensure development activity will not add substantially to the flood problem.
Page 3 of 3