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
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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
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DUB3iE AII-America City
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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
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From: Rick Dickinson, President-Greater Dubuque Development p
David Lyons, Consultant—Greater Dubuque Development j
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Date: 9/30/15
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Re: BACKGROUNDERS- StartUp Dubuque and Sustainable Innovations �!
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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".
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We look forward to our discussions.
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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
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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:
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- 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?
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- 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
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contributions without distraction to its focus on key economic and environmental outcomes.
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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.
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River Valley 501C(3) "> Greater Dubuque
Development
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Board Duties
-Sl representative -Review/approve
-StartUp committee
representative recommendations "I
Lyons/Wickham Lyons
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Start-Up Sustainable
Dubuque Innovations
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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
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design awaiting group discussion, input and consensus.
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Duties Approaches ,
Analyze infrastructure needs Research and make recommendations on:
➢ Physical
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➢ Financial
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➢ Human
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➢ Technological
➢ Governmental
Recommend focus/prioritization ROI and cost/benefit analysis
Avoid unintended consequences Conduct community outreach/engagement
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Conduct Policy Development Collaboration with city, county, state and federal partners 1
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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
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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.)
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Rodney Brown (HealthNet Connect/UnityPoint Health)
Chuck Isenhart(Common Good Services/State Representative)
*It is anticipated that the eventual membership will number approximately 12
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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.