Loading...
Work Session - Sustainable Dubuque Quarterly Work Session Copyright 2014 City of Dubuque Work Session # 1. ITEM TITLE: 5:00 PM - Sustainable Dubuque Quarterly Work Session SUMMARY: SUGGESTED DISPOSITION: ATTACHMENTS: Description Type ❑ Sustainable Dubuque Work Session Agenda-MVM Memo City Manager Memo ❑ Staff Memo Staff Memo ❑ Background Papers-Sustainable Innovations Supporting Documentation THE CITY OF Dubuque UBE I erica .i Masterpiece on the Mississippi 2007-2012-2013 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Sustainable Dubuque Quarterly Work Session Agenda DATE: October 1, 2015 Sustainability Coordinator Cori Burbach is transmitting the agenda for the October 5 Quarterly Sustainable Dubuque Work Session. ZIA4 ' k�4 S4-'6�- Mic ael C. Van Milligen MCVM:jh Attachment cc: Barry Lindahl, City Attorney Cindy Steinhauser, Assistant City Manager Teri Goodmann, Assistant City Manager Cori Burbach, Sustainability Coordinator THE CITY OF Dubuque krftrl DUB3iE AII-America City 1 Masterpiece on the.Mississippi 2007 TO: Michael Van Milligen, City Manager FROM: Cori Burbach, Sustainability Coordinator SUBJECT: Sustainable Dubuque Quarterly Work Session Agenda DATE: September 28, 2015 The purpose of memo is to submit the agenda for the quarterly Sustainable Dubuque Work Session scheduled for Monday, October 5, 2015 at 5:00 p.m. in the City Council Chambers. Greater Dubuque Development Corporation Sustainable Innovation Consultant Dave Lyons will provide an update of his work with the new Sustainable Innovation committee. Thank you. To: Mayor Roy Buol Members of the Dubuque City Council ;1 From: Rick Dickinson, President-Greater Dubuque Development p David Lyons, Consultant—Greater Dubuque Development j I Date: 9/30/15 I Re: BACKGROUNDERS- StartUp Dubuque and Sustainable Innovations �! ,i it Dubuque has aggressive programs for community development,economic development and sustainability. Attached please find background papers on two new components of that work for our discussions at the Council Work Session and Council Meeting Monday, October 5t". I We look forward to our discussions. H I 'i i i h a I� SUSTAINABLE INNOVATIONS Mission.The mission of Sustainable Innovations is to create,foster and prioritize the integration of the j best opportunities to improve the sustainability and resiliency of Greater Dubuque with the best { opportunities for continued economic growth. It will build on the work of Greater Dubuque Development's private sector initiative (Sustainable Innovations Consortium), collaborate with the City of Dubuque's Sustainable Dubuque activities, expand the private and public sector expertise available to analyze and recommend action on the region's best opportunities and engage all sectors of the community to educate, advocate and innovate. j Organizational Structure. Several structural options were considered for this efforts and vetted against the following criteria: I - How effective the overall structure would be in allowing the mission and goals to be accomplished? - How quickly could the structure be in place and how low could costs/expenses be kept? i - How flexible could the structure be to enable it to respond to opportunities quickly? Based on analysis of those needs and available options the recommendation was to proceed with utilization of the existing5010 3 under GDD C oversight si h t (Riv er Valley Initiative Foundation). The Foundation, incorporated in 2002,was developed primarily tog ive local contributors to community/economic development the opportunity to do so in a tax preferred way and under the oversight of a non-profit Board of Directors. The existing Board is a mix of GDDC and community leaders.The existing Articles of Incorporation and By-Laws are focused on the charitable endowment/gifting activity of a Foundation, and the general purposes is to improve the quality of life of citizens in the region and to support the Greater Dubuque Development Organization. This structure y allows Sustainable Innovations to access existing administrative support and tax-deductible i contributions without distraction to its focus on key economic and environmental outcomes. i Strategic Design. It was felt allowing a flexible committee to work quickly and innovatively, and then passing their recommendations to a larger Board for implementation, was a good starting design. i 4 a River Valley 501C(3) "> Greater Dubuque Development j Board Duties -Sl representative -Review/approve -StartUp committee representative recommendations "I Lyons/Wickham Lyons i >i Start-Up Sustainable Dubuque Innovations 'I I i For Sustainable Innovations we began with review of the existing work of Sustainable Dubuque and the Sustainable Innovations Consortium and over-laid near-term opportunities and challenges. The initial duties and approaches for Sustainable Innovations were generally as outlined below,with the final 'i design awaiting group discussion, input and consensus. a Duties Approaches , Analyze infrastructure needs Research and make recommendations on: ➢ Physical I i ➢ Financial I� ➢ Human u 1 i ➢ Technological ➢ Governmental Recommend focus/prioritization ROI and cost/benefit analysis Avoid unintended consequences Conduct community outreach/engagement i Conduct Policy Development Collaboration with city, county, state and federal partners 1 i I n i I To date there are a number of areas that have been requested or appear appropriate for early Sustainable Innovations consideration and research, including but not limited to: - Alternative/distributed energy such as Community Solar projects - Energy efficiency/Energy conservation - Broadband connectivity, cost and availability - BioCNG development ! - Zero Waste/discards opportunities - Regional Air/water quality challenges - Local food systems i i Members. The effort is lead by talented and diverse group of business leaders and individuals with experience in one or more of the intended focus issues: Raki Giannakouros(Blue Sky Solar/ Dittmer Recycling) { Amy Manternach (Community Foundation of Greater Dubuque) Dan Splinter (Crescent Electrical Supply Company) Kim McDermott(Eagle Point Solar/Brazen) Mike Jansen (IIW P.C.) i Rodney Brown (HealthNet Connect/UnityPoint Health) Chuck Isenhart(Common Good Services/State Representative) *It is anticipated that the eventual membership will number approximately 12 9 'I a 6 R SUSTAINABLE DUBUQUE Quarterly Work Session October 4, 2015 CREATE EQUITABLY SHARED PROSPERITY AND ACCESS TO QUALITY JOBS 57.4% BUSINESS RETENTION & DEVELOPMENT GREEN MARKET DEVELOPMENT LOCAL ECONOMY QUALITY JOBS & LIVING WAGES TARGETED INDUSTRY DEVELOPMENT WORKFORCE READINESS 17.6/20 11/15 10.1/15 11.5/15 100% POINTS 2.9/15 4.3/20 Sustainable Dubuque Collaboration Sustainable Innovations Resiliency Commission (proposed) Sustainable Dubuque Vision & Principles •Who: “worker bees” •Backbone org: City (Sustainability Coordinator) •Collective impact model •Community-supported network •Strategic vision: 1. Share information and collaborate on projects 2. Community education and partnerships 3. Develop and track data, identify progress and gaps •Who: Board made up of local business representatives •Staff support: GDDC (Dave Lyons) •Will identify opportunities for business development around the 12 Sustainable Dubuque principles •Who: citizens •Staff support: Sustainability Coordinator + core City staff •Roles TBD, but may include reviewing City policies & procedures at the request of City Council and with input from citizens TWO NEW COMPONENTS TO DUBUQUE STRATEGY: STARTUP DUBUQUE SUSTAINABLE INNOVATIONS Mission. The mission of StartUp Dubuque is to create and foster an entrepreneurial environment within the Greater Dubuque area by providing services to encourage, cultivate and promote growth and success of start-ups and early stage companies. The “locus” for StartUp Dubuque will be in the Schmid Innovation Center where it can take advantage of the co-located support from Greater Dubuque Development, Northeast Iowa Community College/ Small Business Development Center and numerous other providers of service to small and start-up ventures. STARTUP DUBUQUE Mission. The mission of Sustainable Innovations is to create, foster and prioritize the integration of the best opportunities to improve the sustainability and resiliency of Greater Dubuque with the best opportunities for continued economic growth. It will build on the work of Greater Dubuque Development’s private sector initiative (Sustainable Innovations Consortium), collaborate with the City of Dubuque’s Sustainable Dubuque activities, expand the private and public sector expertise available to analyze and recommend action on the region’s best opportunities and engage all sectors of the community to educate, advocate and innovate. SUSTAINABLE INNOVATIONS River Valley 501C(3) --> Greater Dubuque Development Board - - -SI representative -StartUp representative Duties - - -Review/approve committee recommendations Start -Up Dubuque - - - - Sustainable Innovations - - - - Lyons/Wickham Lyons SUSTAINABLE INNOVATIONS Duties Approaches •Analyze infrastructure needs Research and make recommendations: - Physical - Financial - Human - Technological - Governmental •Recommend focus/prioritization ROI and cost/benefit analysis •Avoid unintended consequences Conduct community outreach/engagement •Conduct Policy Development Collaboration with city, county, state and federal partners SUSTAINABLE INNOVATIONS • Alternative/distributed energy such as Community Solar projects • Energy efficiency/Energy conservation • Broadband connectivity, cost and availability • BioCNG development • Zero Waste/discards opportunities • Regional Air/water quality challenges • Local food systems SUSTAINABLE INNOVATIONS The effort is lead by talented and diverse group of business leaders and individuals with experience in one or more of the intended focus issues: •Raki Giannakouros (Blue Sky Solar / Dittmer Recycling) •Amy Manternach (Community Foundation of Greater Dubuque) •Dan Splinter (Crescent Electrical Supply Company) •Kim McDermott (Eagle Point Solar / Brazen) •Mike Jansen (IIW P.C.) •Rodney Brown (HealthNet Connect / UnityPoint Health) •Chuck Isenhart (Common Good Services / State Representative) *It is anticipated that the eventual membership will number approximately 12 PARTNERS •Analyze infrastructure needs Research and make recommendations: - Physical - Financial - Human - Technological - Governmental EXAMPLE FUNCTION Challenge: - Too “big” for small community approach (i.e. municipal system) - Too “small” for big community approach (i.e., rely upon density of population) Opportunity: - Fashion a “middle path” - Use public/private collaboration to leap-frog EXAMPLE – DUBUQUE BROADBAND INITIATIVE •Outreach to all major internet/communication providers. •Positive responses, with focus on accelerating/expanding planned investments •“Shared Services” would be mechanism BROADBAND ACCESS •Analysis of existing assets versus direction of economy •Early identification of “data trade imbalance” •Collaboration on discussions regarding data center capacity •Info Action now providing input on technology •Augment with special industry dinner/discussion on Wednesday BROADBAND SERVICES •Using early pilots as example, how far can collaboration get us? •In addition to data center capacity, what other services are we lacking? •Can regulation/administration processes be more efficient/effective? •Can we further innovate by increasing use of prospective RFIs, joint planning or mixed financing? •How do we measure progress on equity? FUTURE SUSTAINABLE INNOVATIONS DISCUSSIONS Recommend focus /prioritization ROI and cost/ benefit analysis EXAMPLE FUNCTION •Vast majority of energy now imported (and continues to be primarily coal based) •Focus on continuing progress on efficiency and conservation. •Research and identification of significant opportunities: - Hydro - Wind - Solar - Biogas ENERGY •Does it support Sustainable Dubuque strategy? •How significant in size/impact? •What would be cost to pursue? •How achievable is it within relevant timeframes? •How well do the community’s assets (public and private) align to pursue? •How well does it leverage other value criteria (such as creation of jobs, support of local industry, engagement of citizens, etc) PRIORITIZATION OF OPPORTUNITIES •DMASWA, WRRC and other private sector sources. •Strong alignment with Sustainable Dubuque •Significant size of resource •Achievable in phases, some in near-term •Decent alignment with existing assets (but gaps will need to be filled) •Strong opportunity to leverage other value criteria. EXAMPLE = BioCNG ECONOMY PROJECT •Near Term: Defined projects that make financial and environmental sense, and which support Sustainable Dubuque goals. •Mid-term: Public/private collaboration on development of local inputs and local utilization. •Long-term: Creation of “innovation zone” systems focused on new BioCNG infrastructures. MULTIPLE POLICY ISSUES FOR RESEARCH AND DISCUSSION PROBABLE PHASES FOR DISCUSSION Mission. The mission of Sustainable Innovations is to create, foster and prioritize the integration of the best opportunities to improve the sustainability and resiliency of Greater Dubuque with the best opportunities for continued economic growth. It will build on the work of Greater Dubuque Development’s private sector initiative (Sustainable Innovations Consortium), collaborate with the City of Dubuque’s Sustainable Dubuque activities, expand the private and public sector expertise available to analyze and recommend action on the region’s best opportunities and engage all sectors of the community to educate, advocate and innovate. SUSTAINABLE INNOVATIONS EDUCATIONAL OPPORTUNITY & ATTAINMENT 100% POINTS EMPOWER VIBRANT, EDUCATED, CONNECTED, AND DIVERSE COMMUNITIES 5.6/20 WORKFORCE READINESS 11.5/15 Mission: to increase access to opportunity for all community members. •Support provider networks for change •Increase pathways to education and employment •Help families build financial security Re-Engage Dubuque Connects youth who did not complete high school to alternative education and post-secondary education Re-Engage Dubuque Opportunity Dubuque Connects workers to training and employers with skilled workers. •Since 2012 •359 students accepted •330 students graduated or currently in training •96% of contacted graduates have retained employment or are continuing their education Network Map Identifies providers and supports a collaborative approach to meeting the needs of youth and adults in the community. •How providers are using the network map •Strengthening existing networks by including network building and evaluation in their strategic plan. •Exploring new opportunities for partnerships with other organizations to meet the needs of their clients. •Evaluating community needs during their strategic planning processes.