SDAT Grant Application 11 30 06THE CITY OF
DuB E
~,-~-~
MEMORANDUM
November 30, 2006
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Miiligen, City Manager
SUBJECT: SDAT Grant Application
Planning Services Manager Laura Carstens is transmitting the final grant application
submitted on November 29, 2006 to the American Institute of Architects for the
Sustainable Design Assessment Team Program. The City Council authorized
submission of this application on November 20, 2006.
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Vj,~,, ,
Michael C. Van Milligen
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Attachment
cc: Barry Lindahl, City Attorney
Cindy Steinhauser, Assistant City Manager
Laura Carstens, Planning Services Manager
THE CITY OF
Dus E
~-~~
MEMORANDUM
November 29, 2006
TO: Michael Van Milligen, City Manager
FROM: Laura Carstens, Planning Services Manager 1~~
SUBJECT: SDAT Grant Application
INTRODUCTION
This memorandum transmits the final grant application submitted on November 29,
2006 to the American Institute of Architects (AIA) for the Sustainable Design
Assessment Team (SDAT) Program.
On November 20, 2006, the City Council authorized submission of this application.
SELF-ASSESSMENT CHECKLIST
Changes to the Self-Assessment Checklist suggested at the City Council's November
20 work session and by Gordon Mills, CEO of Durrant Group, are summarized below.
Mission
The mission was expanded from the goals of the USEPA Green Communities program,
and to addressing four major critical issues: planned and managed growth versus urban
sprawl, bluff development versus preservation, storm water run-off versus management,
and traditional design versus sustainable design, to a fifth critical issue: neighborhood
disinvestment versus neighborhood revitalization. Working towards the City Council's
Five-Year Goals was added.
More information was incorporated on the community stakeholders as well.
Project Area
Discussion of the City's powers under state law was expanded.
Participant Outline
The discussion was expanded on the key individuals, organizations, institutions, and
government agencies that should participate in the SDAT process and their
relationships to the project mission. More information was provided on what issues or
SDAT Grant Application
Page 2
problems each participant group or individual may wish to address, and what outcome
would they like to see that would create a winning situation.
SWOT Analysis
The discussion of the community's notable strengths is basically the same, with more
information on partnerships.
Discussion of the weaknesses or internal factors that add to or detract from your
community's competitive advantage and environmental and social conditions compared
with other similar communities was revised to focus on adequate funding and timely
completion of major transportation projects, flooding, service delivery, human rights,
neighborhood development, water pollution control, and aging and expanding
infrastructure and utility systems.
Discussion of the community's opportunities now incorporates more information on the
City Council's 2006-2007 Goals and Priorities, the Top Ten Big Ideas of the Envision
2010 community vision process, and the 2006 Iowa Great Places application.
Discussion of the threats (such as external factors that can affect the community's
success, e.g., regulations, economic trends, demographic changes, or natural hazards
or disasters) to the process were drawn from State and federal legislative issues.
Community Commitment to the SDAT Process
No change.
GRANT APPLICATION
Changes to the SDAT Grant Application suggested at the City Council's November 20
work session and by Gordon Mills, CEO of Durrant Group, are summarized below.
Project Title
No change.
Contact Person(s)
No change.
Community Description
No change.
Problem Statement
We have updated the Problem Statement, which is a description of the issues to be
addressed by the SDAT. Discussion was added on the fifth critical issue: neighborhood
disinvestment versus neighborhood revitalization. This focuses on the Washington
Street Neighborhood Revitalization Strategy and the Warehouse District.
SDAT Grant Application
Page 3
Objective of SDAT Process
No change.
Budget and Funding Sources
Estimated in-kind support of $10,000-$15,000 was added.
Timetable for the Team Visit
No change.
Local Steering Committee
Letters of support have been received from these many of the participating groups.
Specific contact information is listed for persons identified for the steering committee.
Student Resources
We have provided the names of participating architecture, urban design, landscape
architecture, or environmental studies schools and faculty contacts. Many also provided
letters of support.
Media Plan
No change.
Implementation Plan
No change.
REQUESTED ACTION
The requested action is for the City Council to receive and file the SDAT Grant
Application.
Enclosure
Dubuque, Iowa
Masterpiece on the Mississippi
The American Institute of Architects
Center for Communities by Design
Sustainable Design Assessment Team (SDAT) Program Application
Submitted to:
SDAT Program Director, Center for Communities by Design
The American Institute of Architects
1735 New York Avenue NW
Washington, D.C. 20006-5292
November 29, 2006
[ l ( ) I 1 (- 1 I 1 I 1 I_--~ [' l f~ f`] ["-7 C`~~ f~ I ~l (- l I_ l f 1 f- -l L _~
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Office of the Mayor
City Hall
50 West 13"' Street
Dubuque,lowa 52001-4864
(563) 589-4120 office
(563) 589-4x890 fax
rdbuol@cityofdubuque.org
November 29, 2006
i~HF, CITY ()1-
DUB E
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SDAT Program Director, Center for Communities by Design
The American Institute of Architects
1735 New York Avenue NW
Washington, D.C. 20006-5292
RE: AIA Sustainable Design Assessment Team (SDAT) Grant Application
Dear Sir or Madam:
On behalf of the City of Dubuque, Iowa, I am please to submit our grant application to
the American Institute of Architects (AIA) for the Sustainable Design Assessment Team
(SDAT) Program.
Dubuque, Iowa is a city that has turned itself around in the last 20 years, and is enjoying
a renaissance of growth, development, culture, and quality of life. It is a city poised on
the edge of greatness. The next five years will define the next fifty for Dubuque.
The SDAT Program, with its interdisciplinary approach, is an exciting opportunity for our
community's decision-makers, stakeholders, and citizens to work collaboratively with
AIA design professionals to create a vision that is shared, inclusive, and sustainable.
We welcome the opportunity to participate in this process. I think you will find that
Dubuque offers a terrific opportunity for the SDAT program.
Sincerely,
,~ /.~~-~
Roy D. Buol, Mayor
' Enclosures
THE AMERICAN INSTITUTE OF ARCHITECTS
CENTER FOR COMMUNITIES BY DESIGN
SUSTAINABLE DESIGN ASSESSMENT TEAM (SDAT) PROGRAM APPLICATION
Project Title: Dubuque, Iowa: Masterpiece on the Mississippi
' SELF-ASSESSMENT CHECKLIST
' Mission
What is the specific mission you wish to achieve through the SDAT process?
' The city of Dubuque is a progressive city, with a strong balanced economy, connections to the
world, and a mindset to become the leading example of a Green City in the Midwest. We wish
to achieve the following through the SDAT process:
1) Achieve USEPA Green Communities Designation:
' a) to promote innovative tools that encourage successful community-based environmental
protection and sustainable community development in both the public and private sector.
b) to establish partnerships with other organizations and agencies to help build community
capacity and knowledge to create a more livable community.
2) Address five major critical land use and urban design issues:
a) urban sprawl versus planned and managed growth
b) bluff development versus preservation
c) storm water run-off versus storm water management
d) traditional design versus sustainable design
' e) neighborhood disinvestment versus neighborhood revitalization
3) W
' a)
b)
c)
d)
e)
ork towards the City of Dubuque's Five-Year Goals:
Improved Connectivity: Transportation and Communications
Diverse, Strong Economy
Planned and Managed Growth
Partnering for a Better Dubuque
Riverfront Development
Is the scope of the mission appropriate?
The scope of the mission is appropriate. It addresses the 2006-2007 City Council Priorities and
' long-range goals of the City's Comprehensive Plan.
The Dubuque City Council has established Green City Designation as a high priority for 2006-
2007. The USEPA Green Communities program provides measurable results that we hope the
SDAT process will help us to achieve. The Dubuque City Council has established the above list
of five-year goals as part of the 2006-2007 City Council Priorities.
' The 2002 Comprehensive Plan's Land Use and Urban Design Element opens with this Policy
Statement:
' Land Use and Urban Design Goals must address interrelated factors affecting the
physical development of a city, including the satisfaction of human needs, the vitality of
the local economy, the protection and enhancement of the natural and built environment
' 1
and the efficiency of public infrastructure and service provision. Urban design
establishes a context for development in response to the community's desired image.
While new development is encouraged, short term benefits must be weighed against
long term impacts to the community's quality of life. Land use and urban design
decisions will always affect the future in significant, and sometimes irreversible, ways. It
is incumbent that a land use plan balance the need for growth with the protection of
existing community assets.
Land Use and Urban Design Goal #9 is to promote principles of urban design as part of all
development. Specific objectives to reach this goal are:
• Enhance the aesthetics of new and existing development with special sensitivity to the
historic character and building materials found in the community.
• Avoid negative impacts on established development and street system.
• Encourage environmentally compatible and sensitive design that fits the development
site.
• Promote energy conservation efforts in building design, materials and orientation.
• Reflect land conservation practices in density and building patterns to encourage
compact urban form versus sprawl.
• Provide for flexible development requirements that avoid duplication in design.
• Adapt land use controls to fit the various historic development patterns and
neighborhoods that reflect urban, suburban and rural characteristics.
• Compliment the human scale and historic bulk and mass of existing structures when
designing new or redeveloped structures.
Does it address the critical issues and concerns facing your community in the context of
sustainability?
Yes. The City of Dubuque is finalizing updates of our 2002 Comprehensive Plan, our 1996
annexation study, and our 2002 Future Land Use Map in 2006. The SDAT process will address
five major critical issues that have been discussed during these 2006 updates:
1. urban sprawl versus planned and managed growth,
2. bluff development versus preservation,
3. storm water run-off versus storm water management,
4. traditional design versus sustainable design, and
5. neighborhood disinvestment versus neighborhood revitalization.
The City is also beginning the development of a Unified Development Code (UDC) that will
update and merge the City's zoning, subdivision, historic preservation, and sign regulations. The
SDAT process will provide direction for developing sustainable development regulations and
design guidelines for the new UDC.
In addition, in 2005, the community was engaged in a community visioning process. Envision
2010 is a local grassroots process run by volunteers that engaged tri-state area citizens in an
open, all-inclusive discussion to develop a variety of ideas for the future of greater Dubuque.
Over 2,000 ideas were generated through focus group and town meetings by hundreds of
participants. The final 10 ideas were unveiled on January 5, 2006. We defined our Top 10
criteria as: "Big ideas with broad acceptance that will have along-term, positive impact on the
growth and quality of life of the greater Dubuque community." The Top 10 ideas included:
1. America's River Phase II
2
2. Bilingual Education Curriculum
3. Community-wide Wireless
4. Community Health Center
5. Indoor/Outdoor Performing Arts Center
6. Integrated Walking/Biking/Hiking Trail System
' 7. Library Services Expansion
8. Mental Health And Substance Abuse Services
9. Passenger Train Service
' 10. Warehouse District Revitalization
Today there are over 140 volunteers actively involved on each of the ten Envision 2010
committees. We plan to link with these committees as part of the SDAT project.
' Based upon what you know about your community and the SDAT process, why do you believe
the SDAT process will help you achieve your mission?
The City of Dubuque is updating a 1996 annexation study and a 2002 future land use map for
the proposed study area; both should be completed by January 2007 in conjunction with the
' update of our 2002 Comprehensive Plan. The creation of a UDC for the City will allow for
incorporation of sustainable development regulations and design guidelines into the new UDC.
The SDAT process also will assist the community with the five-step planning approach of the
' U.S. Environmental Protection Agency (USEPA) Green Communities Program. In addtion, the
timing is right for Dubuque. Completing the SDAT now will enable us to fully integrate the
results into several other efforts that we've mentioned that are underway.
Undertaking sustainable design assessment is beyond the resources of the Dubuque
community. We need the expertise and experience that the AiA staff, AIA Center for
' Communities by Design, the AIA Committee on the Environment, and other SDAT members wil!
bring to the process.
Think about the overlapping realms of environmental, social, and economic issues and consider
how the following topics relate to one another and to the proiect mission.
The issues and concerns that we recommend including in the SDAT Problem Statement are:
' Environmental -Open spaces, Flooding, Transit and land use, Energy efficiency;
' Social -Housing/affordability, Public spaces, Sense of community/place,
Pedestrian/bicycle options, Access to jobs/housing, Managing growth; and
' Economic -Revitalization, Diversity, Traffic congestion, Transportation.
The overlapping realms of these environmental, social, and economic issues have relevancy for
' one or more of the five major critical issues that we hope the SDAT process will help address:
1. urban sprawl versus planned and managed growth
2. bluff development versus preservation
3. storm water run-off versus storm water management
4. traditional design versus sustainable design
5. neighborhood disinvestment versus neighborhood revitalization.
' 3
Proiect Area
How will you describe the set of issues you hope the SDAT will focus on as well as the size and
complexity of the aeographic area you want to address?
The proposed SDAT study area is the corporate limits of the City of Dubuque and surrounding
fringe area within the City's two-mile extraterritorial jurisdiction for subdivision review and
approval. Under Iowa Code, the City of Dubuque has sole jurisdiction for all rezonings, planned
unit developments, and subdivisions within the corporate limits. Under Iowa Code, the City of
Dubuque has extraterritorial jurisdiction for subdivision review and approval within two miles of
the corporate limits. The City has had a Comprehensive Plan and Future Land Use Map for the
proposed SDAT study area since 1995. The Dubuque City Council adopted a development
policy for this two-mile fringe area in 2004.
The City of Dubuque is updating the1996 annexation study and the 2002 Future Land Use Map
for the proposed SDAT study area; both should be completed. by early 2007 in conjunction with
the 2006 update of the 2002 Dubuque Comprehensive Plan.
The timing of the SDAT process with the creation of a Unified Development Code (UDC)
combining zoning, subdivision, historic preservation, and sign regulations will allow for
incorporation of sustainable development regulations and sustainable design guidelines that will
apply to the proposed SDAT study area.
The linking of the SDAT process with the five-step planning approach of the USEPA Green
Communities Program will enable the City of Dubuque to achieve the program goals and the
City Council's priority for designation as a Green Community.
Is the Proiect area one centralized place or is it several overlapping areas such as a core area
that reauires a specific area Plan, a municipality, or an even larger area such as a region?
The proposed SDAT study area is the corporate limits of the City of Dubuque and surrounding
fringe area within the City's two-mile extraterritorial jurisdiction for subdivision review and
approval. Dubuque has home rule powers for zoning, subdivision, building, sign, historic
preservation, housing, fire, and health codes within the city limits.
Participant Outline
Who will be affected by the Proiect outcome?
Those expected to be affected by the project outcome include:
• the City of Dubuque organization, which we expect will embrace the philosophy of
sustainable design as a green community;
• key stakeholders and community organizations, such as Dubuque Area Chamber of
Commerce, Greater Dubuque Development Corporation, Developers Roundtable,
Homebuilders Association, and Alliant Energy / E-Community Program;
• students and faculty involved in the process;
• local AIA membership; and
• the citizens of Dubuque.
4
Name the key individuals organizations institutions and government agencies that should
participate in the SDAT process and their relationships to the proiect mission.
The key individuals, organizations, institutions, and government agencies that should participate
in the SDAT process and their relationships to the project mission are described below.
' City of Dubuque Boards and Commissions: These boards and commissions are made up of
Dubuque residents appointed by the City Council to serve multi-year terms with specific duties
' and responsibilities established by the City Code of Ordinances.
• Environmental Stewardship Advisory Commission
' Park and Recreation Commission
• Housing Commission
• Historic Preservation Commission
• Long Range Planning Advisory Commission
' Transit Board
Envision 2010 Committees: These are two of the ten citizen committees that are working on the
' Envision 2010: Ten Community Projects by 2010. They will provide community perspectives on
their specific project areas.
• Integrated Walking/Biking/Hiking Trail System
• Warehouse District Revitalization
Government Agencies: The City of Dubuque has established partnerships with a number of
County, State, and Federal agencies for many of the services that the City provides. These
partnerships will provide perspectives from those working in various level of government.
• City of Dubuque
• Dubuque County
• Dubuque County Conservation Board
• Dubuque Metropolitan Area Solid Waste Agency
• Iowa Department of Cultural Affairs
• Iowa Department of Natural Resources
• Iowa Department of Transportation
• U.S. Environmental Protection Agency
• U.S. Fish and Wildlife
• U.S. Department of Housing and Urban Development
Educational Institutions: The City of Dubuque has established partnerships with the local
educational institutions, from the public school system to the local colleges. The SDAT project
will broaden these partnerships to Iowa State University in Ames, Iowa, offering students an
opportunity to augment the SDAT process and their education.
• Dubuque Community School District
• University of Dubuque
• Loras College
• Clarke College
• Northeast Iowa Community College
• Iowa State University
5
Community Organizations/Stakeholder Groups: The City of Dubuque is committed to
maintaining, renewing; and strengthening its partnerships with community organizations and
other key stakeholder groups through the SDAT process. These stakeholders offer opportunities
to broaden the process and make it more inclusive.
• Dubuque Area Chamber of Commerce
• Dubuque Main Street
• Neighborhood Coalition
• Dubuque County Historical Society
• Sierra Club -local chapter
• Audubon Society -local chapter
• Greater Dubuque Development Corporation
• Developers' Roundtable
• Homebuilders Association
• Alliant Energy / E-Community Program
Iowa A/A Chapter Membership: The City of Dubuque is excited by the opportunity to incorporate
the talents of the Iowa AIA Chapter membership into the SDAT project. These professionals will
offer unique insight into the assessment and applicability of sustainable design for Dubuque.
What are the issues or problems each participant group or individual wishes to address and
what outcome would thev like to see that would create a winnina situation
The issues, problems, and outcomes that each participant group will want to address will vary
with the group, their stake in the community, and their role in the process. Below is a sampling
of the issues, problems, and outcomes desired by anticipated participant groups.
City of Dubuque Boards and Commissions
The duties of the Environmental Stewardship Advisory Commission include proposing goals,
objectives and policies for the stewardship of the City's environment and its ecological systems.
This Commission sees sustainable design and sustainable development as important concepts
to be considered by community decision makers.
The Housing Commission monitors and evaluates city housing needs, and then makes
recommendations as to how those needs can be met. This Commission also researches and
recommends policies and programs facilitating the development of affordable housing.
The Historic Preservation Commission's duties include developing, adopting and applying
specific standards for review and design guidelines for historic districts and landmarks. This
Commission supports the sustainability of restoration, rehabilitation and adaptive reuse of
historic building stock.
The Long Range Planning Advisory Commission updates the City's comprehensive Plan and
Future Land Use Map. This Commission supports implementation of the Comprehensive Plan's
long range goals and objectives. This Commission is especially concerned with planned and
managed growth.
Envision 2010 Committees
The Integrated Walking/Biking/Hiking Trail System Committee, and its non-profit offshoot, Tri-
State Trail Vision, are evaluating environmental, social, and economic aspects for a bike and
pedestrian plan. They see the SDAT as a great resource for this effort.
6
' The Millworking District Committee is focused on revitalization of the historic warehouse
industrial district. This Committee views the SDAT as a valuable partner in their efforts.
' Government Agencies
The City of Dubuque is the principal partner with Iowa AIA in this application. The City Council
' views the SDAT process as an important step in becoming a great community.
The Dubuque County Conservation Board's mission includes preserving and educating the
' community about the area's natural resources. SDAT would assist in the Board's environmental
education programs and the preservation of wildlife habitat and other open spaces.
The Dubuque Metropolitan Area Solid Waste Agency, acity-county intergovernmental entity,
' owns and operates a sanitary landfill. The Agency also promotes sustainable waste reduction
and resource conservation alternatives to the landfill. The Agency is involved in a number of
programs that support community sustainability with respect to recycling, reuse, and reduction
' of waste materials, which would be the focus of their involvement in the SDAT process.
The Iowa Department of Cultural Affairs has selected Dubuque as one of Iowa's Great Places
this year. This state program brings together state agencies with cities and counties to improve
their communities through innovative and collaborative ways. The Dubuque Great Places
application focuses on implementing aspects of the Envision 2010 top ten ideas.
' Educational Institutions
The Dubuque Community School District has a 2006 enrollment of over 10,700 students in
grades K - 12. The Superintendent has identified a number of relevant issues related the SDAT
process, including "energy efficiency, affordable housing available throughout all parts of our
community, ethnic and racial issues relating to involvement of families with our schools,
demographic distribution by income levels, pedestrian and bicycle options, safe routes to
' schools, and transportation."
Loras College is a four-year, Catholic, coeducational, liberal arts college in Dubuque with an
enrollment of about 1,600 students. Loras has a future vision for sustainability, and has been
involved in such SDAT topics as affordable housing, transit and land use, bike trails, creating
jobs, and managing growth.
' Clarke College is a four-year, Catholic, coeducational, liberal arts college in Dubuque with an
enrollment of about 1,200 students. Clarke has been a community partner in such SDAT topics
as homelessness, affordable housing, and management of our environment.
Northeast Iowa Community College is a two-year community college with campuses in Peosta
' and Calmar, Iowa. NICC has a location in Downtown Dubuque that offers a wide variety of
credit courses and services for its students as well as a center for professional development.
The University of Dubuque is a four-year coeducational liberal arts college and a theological
seminary with an enrollment of more than 3,500 students. The UD's interdisciplinary
Environmental Science academic program is designed to provide a unique integration of
chemistry, geology, biology, and cultural and political influences on environmental policies.
' Students apply knowledge and technical skills in experiential learning with ahands-on
emphasis. A major theme is environmental stewardship.
Iowa State University has 8 colleges, over 100 majors, and about 26,000 students. The ISU
College of Design offers degree programs in architecture, community and regional planning,
7
graphic design, integrated studio arts, interior design and landscape architecture. Professors
from the Architecture and Landscape Architecture programs are interested in participating in the
SDAT process in Dubuque through studio classes.
Community Organizations/Stakeholdereroups
The mission of the Dubuque Area Chamber of Commerce is to be the primary advocate of the
Dubuque area business community in recognition of our responsibility to sustain the area as a
desirable place to live, work and play. The Chamber's strategic priorities for 2006-2009 are:
connectivity, regionalized tourism, riverfront development, small business programming, and
workforce development.
Dubuque Main Street is funded in part by the City of Dubuque to foster the development and
ongoing support of a vibrant downtown. The organization serves seven downtown districts:
Cable Car Square, Historic Old Main, Port of Dubuque, Town Clock District, Jackson Park,
Couler Valley, Warehouse District, and Upper Main/Farmers' Market. Working as a partnership
between the public and private sectors, Dubuque Main Street works to systematically bring
about business growth and a spirit of vitality to the city center.
Neighborhood Associations are in place in many older parts of town. They represent
populations that tend to be more ethnically and racially diverse than the city as a whole. They
also represent more socio-economically diverse households, with a larger percentage below
median income than the city as a whole. The associations are interested in resources to
revitalize and maintain vital sustainable neighborhoods with a sense of community.
The Dubuque Racing Association is anon-profit organization that operates the greyhound track
and land-based casino in Dubuque. The DRA has provided significant funding to the City,
Dubuque County, local schools and other non-profit groups in the tri-state region for quality of
fife projects. The DRA will seek to improve the community's quality of life while maintaining the
viability of its gaming establishments.
The Dubuque County Historical Society was organized in 1950 as a private, non-profit
organization with a focus on oral and archival history, and opened its first museum, the Mathias
Ham House, in 1964. Over the past 25 years, the museum has successfully raised $54 million
to establish and expand its Mississippi River Museum into the National Mississippi River
Museum & Aquarium as part of the America's River project. The Historical Society incorporated
sustainable and green building design in the River Museum expansion.
East Central Intergovernmental Association is a Council of Governments that serves five
counties in Northeast Iowa. ECIA assists cities and counties with economic development,
transportation planning, affordable housing, and community development. Other aspects of the
SDAT process that are important to ECIA include pedestrian and bicycle options, energy
efficiency, and demographic priorities.
Greater Dubuque Development Corporation, funded in part by the City, is the economic
development organization for the area, focusing historically on industrial retention and
recruitment, and more recently expanding those efforts to the retail sector. GDDC's mission is
focused on collaboration, retention, expansion, attraction, transformation, and empowerment.
Planning Services staff hosts and facilitates ad hoc meetings of the Developers' Roundtable as
a forum for open communication and coordination about the City's development review process.
Roundtable members include local developers, engineers, architects, and representatives of the
Chamber of Commerce, Dubuque Main Street, GDDC, Dubuque Board of Realtors, and City
Departments who participate in development review.
1
The Dubuque Homebuilders Association participates in government affairs and advances new
' technology and trends while supporting the local home building industry. The Homebuilders
promote the American dream of homeownership. The Association also seeks to ensure that
builders have the freedom to operate as entrepreneurs in an open and competitive environment.
' The White Pine Group, the local chapter of the Sierra Club, has been active in raising public
awareness of environmental issues, including urban sprawl, greenways, open spaces, and
' habitat conservation. The SDAT process reflects many of the Sierra Club's values.
Alliant Energy is the principal supplier of electricity in the Dubuque area. Through E-Community
partnerships, Alliant Energy provides incentives to select communities, including Dubuque, that
develop plans and accomplish goals based on energy efficiency and waste reduction efforts.
This pilot program promotes wise energy use on a community-wide basis. The comprehensive
goal for E-Community Dubuque is to stimulate awareness in energy efficiency, renewable
energy and environmenta( protection.
Which community decision-makers and leaders will help you to implement (or block) strategies
' for improving your community?
Community decision-makers and leaders who will help the City to implement strategies for
improving the community include the participant groups and individuals listed above. As well,
some of these same community decision-makers and leaders -- such as those representing all
or parts of the business and industrial sectors --will block strategies for improving the
community if these strategies are seen as unfair, inconsistent, restrictive, negatively impacting
business, and adding to costs of doing business.
SWOT Anatysis
What are your community's notable strengths that will be important assets as you undergo the
SDAT process and implement the recommendations?
The community's notable strengths that will assist with the success of the SDAT process and
the implementation of strategies are highlighted below and described in more detail in the
attached 2006 State of the City and Annual Report.
As the "Good to Great" theme of this document indicates, it is an exciting time in Dubuque as
we work together to continue our community's growth. Mayor Roy Buol states that "We must
respect our past and its lessons, and maintain our focus to continue sustainable growth,
maintain our community's character, and provide the services citizens expect and deserve."
' Creating a vision with corresponding goals and clear priorities and then carrying out those in
partnership with others is the basis of Dubuque's success today and into the future.
While significant progress has been made in the recent past, this community is poised for
greatness. 2006 has been one of the best years for economic development in the Dubuque
area with over 30 projects under review or construction to create new or expanded facilities
' throughout the community. Greater Dubuque's job growth rate has muscled the region into the
22"d highest spot in the United States just ahead of Dallas, Texas and Orlando, Florida. The
rankings reflect the actual job growth rates of 387 U.S. cities between 2005 and the present.
According to information from Economy.Com, a division of Moody's, Dubuque surged 181 spots
(from it's previous 2000-2005 ranking of 203rd) to lead the entire Midwest. In fact, with a list
dominated by high-growth areas like Las Vegas, Austin, and Phoenix, Dubuque is the only
Midwest city listed in the Top 25 rankings.
The keys to Dubuque's financial success are in a delicate balance, with all of them being used
to maintain the community's momentum without "breaking the bank". The keys include:
• 6% annual growth in assessed valuation
• Efficient operation - 12% reduction in City workforce since 1980s
• Increased use of Federal and State grants
• Diversified revenue streams
• Reduced property tax-supported debt
• Increased public/private partnerships
• Entrepreneurial City Council policy decisions
Neighborhood investment has been one of Dubuque's strong suits over the last 10 years.
Implementation of the Neighborhood .Reinvestment Strategy has meant community-oriented
policing, new parks and playgrounds, improved streets, rehabilitated homes, opportunities for
home ownership, and the formation of neighborhood associations.
Creating a vision with corresponding goals and clear priorities and then carrying those out in
partnership with others is the basis of Dubuque's success today and into the future. The Mayor
and City Council are key to this being accomplished. Establishing partnerships continues to play
a key role in moving forward with many of the City's long-range plans.
Establishing partnerships continues to play a key role in moving forward with many of the City's
long-range plans. The best example of this -the America's River project at the Port of
Dubuque -has been an amazing success. This $188 million educational, entertainment and
historic riverfront development project is the result of a partnership that includes the City of
Dubuque, Dubuque Area Chamber of Commerce, Dubuque County, Dubuque County Historical
Society, State of Iowa Vision Iowa Fund, and Platinum Hospitality Group. The pairing of public
and private investment dollars has changed the face of Dubuque's riverfront. Through millions
in private investment, Vision Iowa dollars, and local, state and federal dollars, the America's
River project has moved from dream to reality.
Launched in December of 2002, this unique project along the Mississippi River continues to set
state tourism attendance records. Celebrating its 4th anniversary this summer, America's River
at the Port of Dubuque has been labeled as one of Iowa's finest tourism attractions. In only its
second year of operation, America's River attendance provided the impetus for an $18 million
increase in Iowa tourism spending, generating a 6.3% increase, twice the national average of
2002. The project captured the Iowa State Tourism award as the pacesetter for a record year in
Iowa tourism revenue. America's River is the only place along the 2,400-mile stretch of the
Mississippi River that celebrates the historical, environmental, educational and recreational
majesty of the Mississippi.
Partnerships and City investments also have been key in the revitalization of Downtown.
Dubuque is along-standing, award-winning Main Street Community working in partnership with
the Iowa Main Street Office and Dubuque Main Street. In March 2002, the City Council adopted
the Port of Dubuque Master Plan - an implementation strategy for the downtown riverfront at
the Port of Dubuque. In February 2004, the City Council adopted the Downtown Dubuque
Master Plan, a strategic plan for the central business district and contiguous residential
neighborhoods and industrial districts. The Iowa Department of Economic Development helped
fund the Downtown Dubuque Master Plan to serve as a model for other cities in Iowa.
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' The City of Dubuque will continue to forge partnerships with other community leaders during the
SDAT process to implement strategies for improving this community.
What are the weaknesses or internal factors that add to or detract from your community's
competitive advantage and environmental and social conditions compared with other similar
' communities?
The City of Dubuque faces major challenges and issues that can add to or detract from the
' community's competitive advantage and environmental and social conditions with respect to
adequate funding and timely completion of major transportation projects, flooding, service
delivery, human rights, neighborhood development, water pollution control, and aging and
expanding infrastructure and utility systems.
' Iowa Highway 32 (Southwest Arterial)
The Dubuque City Council, the Dubuque County Board of Supervisors, and Dubuque
' Metropolitan Area Transportation Study (DMATS) have identified the completion of the Iowa
Highway 32 (Southwest Arterial) project as the No. 1 surface transportation priority in the
Dubuque area. The proposed Iowa Highway 32 project will be a 6.1-mile four-lane divided
' freeway with priority 1-access control as an alternative route for traffic through southwestern
Dubuque and will connect the new Dubuque Technology Park on U.S. Hwy 61/151 with the new
Dubuque Industrial Center West, and the existing Dubuque Industrial Center near U.S. Hwy 20.
In the last five years, five companies have made expansion decisions at the Dubuque Industrial
Center West, based upon assurances that proposed Iowa Highway 32 was in the engineering
design phase and that the project would be in the Iowa Department of Transportation (IDOT)
five-year plan.
Due to project funding constraints, it was decided that the project would need to be developed in
' phases. The project will be designed as a four-lane freeway, with acquisition of all right-of-way
required for the ultimate build-out of the full four-lane project. The project will be constructed as
a interim two-lane highway with at-grade intersections. The interchanges would be constructed
with the future development of the ultimate four-lane freeway. The interim two-lane highway
would function until additional funding is available to construct the ultimate lanes and
interchanges and should provide a reasonable level of traffic service through the year 2015.
' Current Status:
IDOT has not included funding for the Iowa Highway 32 project in their five-year transportation
plan. This project continues to be a top priority; therefore, other strategies are being evaluated
to insure that this project moves forward.
' Capacity Improvements - U.S. Highwav 20 /Mississippi River Bridge Project
The U.S. Hwy 20/Julien Dubuque Bridge spans the Mississippi River and provides one
eastbound and one westbound lane of traffic. On either side of the river, the highway
immediately expands to four or more lanes. The result is a bottleneck in traffic on both sides of
' the bridge. This link is important for an east-west connection between Dubuque and other
communities. To the west: Galena, III.; Rockford, III.; and Chicago. To the east: Waterloo, Iowa
and the I-35 interchange. The U.S. Hwy 20 Mississippi River Bridge Project is a very high
' priority with the City Council and the metropolitan planning organization, DMATS.
Current Status:
IDOT has not included funding for the U.S. Hwy 20 /Mississippi River Bridge Project in their
five-year transportation plan. Based on a total project cost of $165 million (2004 dollars), a
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$104.5 million deficit exists to complete construction. In addition, the City is in need of $3 million
in federal funds to relocate municipal utilities for this project.
Transit
Transit issues and challenges facing the community include:
• Future coordination between Keyline Transit, the Regional Transit Authority (RTA), and
other service providers within the City of Dubuque.
• Evaluate Keyline's Fixed Route schedules, time points and bus stops.
• Securing funding sources for existing and future services.
• Develop potential Keyline Transit route deviation options intended to reduce fixed route
times and costs for both Keyline.
• Research website scheduling and route information systems to aid users of Keyline and
RTA services.
• Research and develop an integrated on demand response service incorporating RTA,
Keyline Transit and local cab transportation services.
Bee Branch Watershed Flood Mitigation Project
The purpose of this project is to limit flooding in low/moderate income neighborhoods in the Bee
Branch watershed. Once a creek, the Bee Branch has been replaced by storm sewers and
stormwater detention basins. The Bee Branch Creek Restoration Improvements involve
property acquisition and relocation, and other neighborhood impacts.
In 1999, an unusually intense spring storm deluged Dubuque with rainfall. The storm produced
in excess of four feet of stormwater in city streets and five feet of stormwater in basements, and
resulted in a Presidential Disaster Declaration for Dubuque County. Flood damage devastated
hundreds of homes in the city of Dubuque. At the time of the flood, the City was in the process
of adopting a stormwater Management Plan. The plan was adopted in
Dubuque's solution for solving the Bee Branch stormwater problems consists of three projects -
two detention basins and a mile long open waterway. The $31,700,000 open waterway has
been controversial; many residents prefer the construction of a $49,300,000 underground
system. However, the detention basins are not controversial, and will assist greatly in mitigating
the problems facing hundreds of residents in the Bee Branch watershed. The $1,100,000 Carter
Road Detention Basin was completed in the spring of 2002. The $4,000,000 32nd Street
detention basin improvements will double the size of the existing detention basin.
When completed, the peak runoff flows through the Bee Branch from the 100-year rainstorm will
be reduced by 69%. This significant reduction will lesson the threat of flood damage to the
neighborhood, and assist greatly in solving the problems in the Bee Branch.
Service Delivery
Service delivery to new and existing areas of the city faces major challenges of continued
expansion of City services and programs without staff increases or property tax increases, and
recommending budgets that maintain low tax and utility rates, while maintaining service levels,
dealing with aging infrastructures, and addressing increased service needs.
The challenge is increased when faced with rising costs, reduced federal and state funding, and
possible reduction of existing revenue sources (i.e. gaming and utility franchise fees). As well,
the City must address sudden reduced funding from the federal level; i.e., Community
Development Block Grant (CDBG) and Section 8 Programs. These federal funds provide
valuable services within the City that would be greatly reduced, eliminated, or some possibly
subsidized.
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Human Rights
' The City of Dubuque's Human Rights Department has identified several major challenges and
issues for the community. These include:
• Achieving successful integration of new residents into the community and finding
effective ways to make sure the needs of an increasingly diverse public are met.
• Developing our public transportation system to insure that it meets the needs of the
people who are reliant on that system, particularly people with disabilities and those with
limited incomes.
• Meeting the public's needs for housing assistance and affordable housing in light of
federal funding costs and increasing housing costs.
' Ensuring that new and existing construction meets minimum accessibility requirements
and encouraging progressive use of universal design to provide the most usable space
for the largest number of people.
' Neighborhood Development
Major challenges for the City's neighborhood development program include: responding quickly
and appropriately to an ever increasing number of neighborhood association concerns, issues,
' and expectations; the threat of severely reduced CDBG funding-how to continue services and
programs in our low/moderate income neighborhoods; and continuing concerns about
neighborhood safety, particularly in downtown neighborhoods.
' Water Pollution Control
Aging infrastructure at the Water Pollution Control Plant (WPCP) presents a major challenge -
' Incinerators used for sludge disposal are at or reaching the end of their useful life requiring
increased maintenance and a lack of reliability. The construction of new sludge disposal
facilities will be very capital intensive.
U.S. Environmental Protection Agency (USEPA) and Iowa Department of Natural Resources
(IDNR) regulations are another major challenge. USEPA and IDNR are starting to put much
more emphasis on the elimination of permit violations related to wet weather flow. This will
' require a multiple department effort to build and maintain tighter sanitary sewers, possible
construction of flow equalization and more aggressive operation of the WPCP.
' Increased costs for all forms of energy is an issue as well. The WPCP is energy intensive and
increased costs for electrical, natural gas and fuel oil will have a significant impact on the WPCP
operating budget. Electrical costs will also increase further by the including a demand charge in
' the billing process.
Growth of the area that the City of Dubuque serves requires construction of more sanitary
' sewers which need pumping stations to successfully operate. The operation, monitoring and
maintenance of these stations will place additional time constraints on WPCP staff which will
need to be addressed through staffing or technological changes.
' Aging and Expanding Infrastructure/Utility Systems
The City faces the challenge of administering infrastructure improvement projects to maintain
and improve aging traffic signals throughout the city, and to maintain and improve an aging
' sanitary sewer collection system. The City faces the challenge as well to make ongoing repairs
to an aging water treatment and storage system, maintain and update the water distribution
infrastructure, and make ongoing upgrades and repairs to the City's fire protection system (fire
' hydrants) while complying with all EPA and IDNR Water Quality rules and regulations and with
Homeland Security regulations.
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The challenge continues with mitigating traffic congestion with traffic control projects and major
street construction projects currently under design or under construction, and reducing
infiltration and inflow with major sanitary sewer projects currently under design or under
construction. Major storm water management projects and activities are currently under
design/development or under construction for compliance with the City's storm water National
Pollution Discharge Elimination System (NPDES) permit.
As Dubuque continues to add new developments along the most outer reaches of our utility
systems, City staff also faces the challenge of adequate inspection of City projects and private
developments that involve the construction of public improvements; timely review of site plans
and subdivision plats; and operating in a proactive versus reactive mode.
What are your community's opportunities (such as impending legislation or recent advocacy
efforts) that might affect the success of the SDAT?
Our community's opportunities are found in the City Council's 2006-2007 Goals and Priorities,
the Top Ten Big Ideas of the Envision 2010 community vision process -Ten Community
Projects by 2010. The City of Dubuque's 2006 Iowa Great Places application, which provides
more insight into these opportunities, is summarized below. The application is attached.
City Council's 2006-2007 Vision, Goals and Priorities
The Dubuque City Council completed its annual goal-setting sessions in August of 2006. During
the two-day event, Council members developed a 2020 vision statement, a 2006-2007 policy
agenda, along with a management agenda.
The Dubuque 2020 Vision Statement was approved to include:
Dubuque is a progressive, sustainable city with a strong balanced economy and connections to
the world. The Dubuque community takes pride in our history and heritage and has actively
preserved our picturesque river and community. Dubuque citizens have choices of quality
livable neighborhoods and fun things to do, and are engaged in the community. Dubuque city
government is financially sound and providing services with citizens getting value for their tax
dollars.
The City Council also adopted a 2006-2007 Policy Agenda and developed priority issues:
CONTINUING PRIORITIES
• Southwest Arterial
• Unified Development Code / Bluffland Ordinance
• Annexation Study
• Bee Branch Project /Drainage Basin Master Plan Projects
TOP PRIORITY
• Street Program: Continuation and Funding
• Workforce Development Strategy
• Green City Designation
• Americans with Disabilities Act (ADA) Compliance
• Library Renovation
HIGH PRIORITY
• Airport Master Plan
• East /West Corridor Study
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• Rail Spur /Dubuque Industrial Center West
• Water Pollution Control Plant Facility Plan
' The 2006-2007 Management Agenda was also established. These issues represent short-term
projects for the City Manager and City of Dubuque staff. Included in the Management Agenda
' are items that are considered major projects that involve significant city resources and may
span more than one year for completion:
' TOP PRIORITY
• Community Health Center
• Pandemic Influenza Plan
• Grand River Center Maintenance
• Fire Department Mobile Data Terminals (MDT) /Wireless Networks
• Police Department Territorial Accountability Design
HIGH PRIORITY
• Dubuque Technology Park
• Port of Dubuque Development
• Intermodal Transportation Facility
• Utility Infrastructure Update
• Mediacom Franchise Implementation
MAJOR PROJECTS
• Pedestrian Wayfinding Signs
• Federal Building Project
• Shot Tower Renovation
• Regional Public Safety Responder Training Center
• Westbrook Park
• Welu Park
• Eagle Valley Park
• Riley Park
• Town Clock Renovation
• Highway 20 Landscaping
• Ice Harbor Boat Dock
Envision 2010: Ten Community Projects by 2010
Envision 2010 is a community visioning process that identified Ten community projects to be
completed by 2010. From a list of over 2,000 suggestions, the Envision Selection Committee
announced the final 10 ideas in January, 2006. Listed below, these 10 projects were chosen as:
"Big ideas with broad acceptance that will have along-term, positive impact on the growth and
quality of life of the greater Dubuque community."
America's River Phase II
Expand the Mississippi River Museum campus with Rivers of America Museum, large screen
theater, children's museum, science center, eco-tours, water taxis and river research center.
Restore the Shot Tower, utilize the Brewery, introduce canals and boardwalks with restaurants,
shops and recreational activities.
BilinQUal Education Curriculum
Partner with local teachers, parents and university faculty to develop, establish and integrate an
education curriculum of foreign language from early childhood through high school. Encourage
every child in Dubuque to speak two languages upon high school graduation. Better prepare our
future workforce and attract businesses to the area.
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Community-wide Wireless
Make Dubuque a "wireless" city by creating community-wide wireless accessibility to the
Internet, available to residents, businesses, law enforcement, governments and visitors.
Encourage economic growth, attract businesses and retain young people, provide technology
tools to fire and police for greater safety.
Community Health Center
Build a Community Health Center that would provide high quality affordable medical, dental and
preventive care for all, regardless of ability to pay, for those who are uninsured and
underinsured. The Center would provide laboratory and x-ray services, patient case
management, pharmacy services, translation and transportation assistance.
Indoor/Outdoor Performing Arts Center
Build astate-of-the-art indoor and outdoor performing arts center to present the finest in music,
opera, theater, dance and educational presentations. The facility could be constructed at The
Port of Dubuque with true concert hall acoustics designed to serve local organizations, plus
major touring artists and theater attractions.
Intearated Walking/Biking/Hiking Trail System
Create an integrated trail system throughout the Dubuque and Asbury communities to
encourage recreation and wellness. Connect all of the trail systems to the Port of Dubuque
Riverwalk, Heritage Trail, E.B. Lyons and Mines of Spain. Develop safe, paved trails, with a
corresponding website and maps, plus restrooms, benches and bike racks.
Library Services Expansion
Expand city library services by renovating the historic portion of Carnegie Stout Library and
establishing a new west-end location. Create space to expand the existing collection, increase
computer/Internet resources and offer naturally lit reading areas and a coffee bar. Deepen the
community's commitment to literacy for people of all ages.
Mental Health and Substance Abuse Services
Enhance and strengthen in- and out-patient mental health and substance abuse services,
including children with ADHD and autism. Advocate for an improved system of funding for
mental health and substance abuse services for all in need. Expand support services for
children with ADHD and autism to become ayear-round continuum of care.
Passenger Train Service
Develop a passenger train service for business and pleasure travel to out-of-town
accommodations, meetings/convention, attractions or cultural events. Explore trains with fine
dining and entertainment options to areas such as Chicago. Make it easier for tourists to visit
our community via rail.
Warehouse District Revitalization
Identify a Warehouse District by converting buildings into multi-use structures containing
businesses, restaurants, shops and residences. Develop a registry defining buildings in the
district, and include information regarding ownership, past usage, present status and structural
integrity. Encourage investment by potential developers.
Iowa Great Places
Iowa Great Places is a program created by Gov. Tom Vilsack that calls on state agencies to
partner with Iowans in a new way by combining state resources with local assets to make Iowa's
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communities, neighborhoods, districts and regions great places where people want to live, work
and raise a family. Dubuque was selected in October 2006 as one of Iowa's Great Places.
Dubuque's proposal calls for building a tri-state community health center, expanding the
Mississippi River Museum campus with Rivers of America Museum, renovating the historic
portion of Carnegie Stout Library to expand city library services, building astate-of-the-art
indoor and outdoor performing arts center, partnering with local education professionals to
create bi-lingual curriculum, developing an integrated walking/biking/hiking trail system,
developing passenger train service, identifying a warehouse district by converting buildings into
multi-use structures, creating the recovery center to offer mental health substance abuse
services, and implementing a plan to offer community-wide wireless service.
What threats (such as external factors that can affect the communites success, e.g..
regulations, economic trends, demographic changes, or natural hazards or disasters) to the
process exist?
State Budget /State Mandates
Cities are often faced with implementing mandates from the state and federal governments
without receiving the necessary funds for implementation. In response to a revenue shortfall
during the 2003 and 2004 session the State of Iowa implemented across-the-board cuts in
expenses. Some of these cuts reduced revenues to cities, with no relief to cities for state-
mandated programs. Concerns remain over the impact of the reduced revenue to cities and
that similar action will be taken in the 2007 session. Reduced state revenues negatively impact
property taxes.
Economic Development
The role of city government in economic development is crucial. Economic activity requires
roads, streets, airports, water and sanitation. New jobs necessitate more and better housing.
Growing businesses seek quality of life amenities for employees and families, such as parks,
recreation and libraries. Protection and safety of property and life must be assured. This can
only be accomplished with the strong support of an effective city government. Successful quality
of life programs need continued funding, such as Vision Iowa, Iowa Great Places, the Iowa Main
Street program, and tax credits for historic preservation.
' State Historic Tax Credits
The Iowa Historic Preservation Tax Credit was passed in May 2000 to promote investment in
historic resources. Rehabilitation of these resources contributes to the economic viability as well
' as the strength of our communities. The secondary impacts of this tax credit on our communities
are countless. The program provides a tax credit of 25% of the qualified rehabilitation expenses
for qualified projects. Thus, each credit represents an investment in our community of at least
' four Times the amount of the credit. Additional revenues are generated through increased
property taxes, income taxes, and sales taxes.
The cap for the program is currently set at $2.4 million per year, with projects waiting in line for
' tax credits to become available in future years. Over the last few years, the historic preservation
tax credits have been reserved out to 2016, representing over $140 million in investment in
Iowa's resources and communities.
' Dubuque has benefited from six state historic tax credit projects, which have added far more to
our financial system than a simple single storefront project as listed above. These six projects
' have added over 211 permanent jobs to Dubuque's economy, not including the construction
jobs to complete the large projects, and perhaps as important is the multiple smaller projects
that have been initiated as a direct result of these buildings revitalizations.
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Civil Rights Enforcement
Civil rights agencies are the law enforcement tools for civil rights laws. The Iowa Commission
works in partnership with the Dubuque Human Rights Commission and other local commissions
to successfully leverage resources to enforce civil rights laws across Iowa. The Iowa
Commission also is responsible for enforcement of civil rights in Dubuque County. The state
and local agencies are leaders in efforts to educate business and industry on civil rights laws,
on diversity, and preventing discrimination. The Iowa Civil Rights Commission has faced severe
budget reductions and is currently operating at the lowest staffing levels in twenty years.
Reduced support for the Iowa Civil Rights Commission impedes its ability to protect the public,
and sends the wrong message regarding the value we place on diversity and inclusivity, at a
time when we are struggling as a state to attract economic development and build our
workforce. Civil rights protection provides the mechanism to address and prevent problems in
the workplace that could hamper new Iowans from locating and remaining in our state.
Municipal Communication Utilities
Communities across the state are considering creating municipal communication utilities to
provide a vehicle for companies to offer state-of-the-art services to citizens and business. The
option to form a municipal communications utility has been a critical negotiation tool for cities to
use when trying to negotiate more affordable cable and Internet service for citizens.
Cities maintain and provide data on the location of public utilities; however, no information is
available from telecommunication companies on the location of fiber optic and other
telecommunication lines. This information is critical for negotiating development agreements for
businesses desiring to expand or locate in a community.
Passenger Train Service
Included in Envision 2010: 10 community projects by 2010 is Passenger Train Service from
Chicago to Dubuque. The Illinois Legislature has indicated support for this project; however,
they have not approved the estimated $5 million in subsidy that will be required for this service
to run from Chicago to East Dubuque, Illinois. City representatives from East Dubuque, Illinois
and Dubuque, Iowa are working with Illinois legislators to request this funding. Amtrak has also
indicated support for this project and has agreed to complete a feasibility study for the service to
run from Chicago to Dubuque, Iowa. The Iowa Department of Transportation will be an
important partner in providing funding and technical support for the last leg of the service into
Dubuque.
Intermodal Facility
The City of Dubuque wishes to study the needs and justification for a Downtown Transportation
Center Intermodal Facility for the Port of Dubuque. The type of study will include a parking and
transit component and will be used to determine the location and composition of a facility,
establish a parking and transit plan, and operating revenue.
The Downtown and Port of Dubuque area has supported tremendous commercial growth over
the last decade including grand tourist attractions and festivals in the revitalized Port area; new
local, regional, and national businesses in downtown; and the restoration and revitalization of
previously dormant historic buildings. The net result is the generation of an active multifaceted
district for working, living and playing. The area has evolved from the traditional nine-to-five
central business district into a vibrant and lively activity center. This rapid evolution has created
public concerns about transportation and parking capacity. Construction of an Intermodal facility
would be a strategic use of the limited acreage available at the Port of Dubuque that would
incorporate smart growth principles to limit the number of parking surfaces at the Port and
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' preserve as much land as possible for strategic urban development consistent with the rest of
the downtown area.
' The project will include a parking and transit component and would integrate a concrete parking
structure containing approximately 750 parking stalls with the bus terminal housed integrally
' within the structure at ground level and will be located adjacent to a rail spur in the Port of
Dubuque that may serve as a connecting tourist commuter train line along the Mississippi River.
The River's Edge Plaza in the Port of Dubuque serves as a docking station for the Delta Queen,
' Mississippi Queen and other local and regional riverboat cruise services who rely on private and
public bus service during their stay in Dubuque. The parking facility will accommodate park-and-
ride and general parking users through hourly, daily and monthly revenues. The bus operation
provides pick-up and drop-off of public and private bus service including a recently deployed
' trolley shuttle service between the downtown and the Port of Dubuque fixed route service,
interstate charters and local taxi cab and tour operators.
' The Port of Dubuque Master Plan includes construction of a transit station and the project is
part of the DMATS long-range transportation plan. The project is part of the Iowa Public Transit
Association's legislative priorities agenda.
Expand Cities' Extraterritorial Jurisdiction
Cities have extraterritorial jurisdiction (ETJ) for up to two miles from their corporate limits for
' subdivision review and approval only if the County has zoning for the rural areas. Extending the
cities' ETJ to include review and approval of zoning changes would facilitate planned and
managed growth. Legislation should provide incentives for governments to voluntarily plan
' together, and identify recommended land use impact to be considered during the planning
process. The League supports legislation that expands land management practices such as
ETJ of cities to include review and approval of zoning changes.
Community Commitment to the SDAT Process
Do you need to gain the approval for the SDAT process from your governmental body the
community. or a specific neighborhood
' On August 21, 2006, the City Council authorized submission of this grant application. The City
Council's approval was reaffirmed on November 20, 2006. The program requires that the
application be submitted by the State AIA Chapter. Kevin Eipperie of the Durrant Group,
' Dubuque, Iowa is currently President of the Iowa AIA Chapter. He has assisted with
coordination and preparation of this SDAT grant application.
' Have you identified the resource individuals, organizations or entities that will help to develop
information for and participate in the SDAT process?
We have identified the following resources to help develop information for and participate in the
SDAT process:
• City of Dubuque's Management Team, which is comprised of Department Managers,
Division Managers, Shift Supervisors, and Program Supervisors
' East Central Intergovernmental Association, which staffs our Council of Governments
and metropolitan planning organization
• Dubuque Area Chamber of Commerce
' Greater Dubuque Development Corporation.
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Is your schedule (to prepare, conduct. and follow uq on the SDAT process) reafistic~ Can you
commit to the time reauired to produce a successful SDAT process and product
We believe that we have a realistic schedule and can commit the time required to the SDAT
project.
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' THE AMERICAN INSTITUTE OF ARCHITECTS
CENTER FOR COMMUNITIES BY DESIGN
SUSTAINABLE DESIGN ASSESSMENT TEAM (SDAT) PROGRAM APPLICATION
Project Title: Dubuque, Iowa: Masterpiece on the Mississippi
Contact Person(s)
' Chair of the steering committee (primary contact)
Name Roy D. Buol, Mayor, City of Dubuque, Iowa
Address City Hall -- 50 West 13`h Street, Dubuque, IA 52001
Phone number City Clerk's Office: 563-589-4120 Home: 563-588-4265
' Fax number City Clerk's Office: 563-589-0890
E-mail address rdbuol@cityofdubuque.org
' Co-chair of the steering committee
Name Gordon E. Mills, FAIA, Chairman and CEO, Durrant Group
Address 700 Locust Street, Suite 942, Dubuque, IA 52001
Phone number 563-583-9131
Fax number 563-557-9078
E-mail address gmills@durrant.com
Community Description
' The City of Dubuque is located on the Mississippi River in northeastern Iowa, adjacent to Illinois
and Wisconsin. The City is approximately 30 square miles in area, with a current population of
approximately 60,000 persons. The City's annual operating and capital budget is nearly $100
' million and funds a full range of services.
Dubuque, Iowa's oldest city, was established in 1833 on the bluffs of the Mississippi River.
' Historically known for lead mining, fur trading, button making, boat building, and logging, this
has been a vibrant river city since the early 1800s. As the 7th largest city in the state of Iowa,
residents enjoy a contemporary city with both vc6orian charm and the conveniences of an
urban setting. Situated in a beautiful, natural location along the Mississippi River, Dubuque is
distinctive because of its steep hills and river bluffs -geographic features that many people
don't expect to find in Iowa.
' The community has along-standing manufacturing sector and a growing service sector.
Dubuque is the major retail, medical, education and employment center for the tri-state area.
' Tourism continues to be a major economic force in the community.
The City of Dubuque has a city manager form of government, with the City Manager reporting to
the Mayor and six-member City Council. Four Council members represent the wards in which
they live. Two Council members serve at-large.
Economic Information
' Situated at the intersection of Iowa, Illinois, and Wisconsin, Dubuque is a metropolitan service
area for seven surrounding counties. Employers in Dubuque draw from the labor force in the
Iowa counties of Dubuque, Clayton, Delaware, Jones, and Jackson Counties, as well as Grant
' County in Wisconsin and Jo Daviess County in Illinois.
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The City of Dubuque has a stable and diversified manufacturing employment base and is the
major tri-state retail center. While there are still several larger manufacturers here, there has
been a significant increase in technology based companies. Dubuque is also known for its job
opportunities in publishing, health care, tourism and education (K-12 as well as higher
education). Employment was strong throughout 2005. Dubuque ended fiscal year 2005 with an
unemployment rate of approximately 4.8 percent. Dubuque ranked second in Iowa among major
cities for job growth between July 2002 and July 2005. Even though Dubuque County holds only
3% of Iowa's population, it accounted for 9.6% of the new private sector jobs created in the
entire state from July 2002 to July 2005.
City government works in collaboration with the private sector to promote economic
development. The job creation and unemployment numbers show that Dubuque is holding
steady in a very volatile economic climate. Dubuque's construction numbers reveal an even
more encouraging picture.
Demographics
The Dubuque metropolitan area covers a tri-state region of Iowa, Illinois, and Wisconsin. It
includes the cities of Asbury, Dubuque and Sageville and a portion of Dubuque County in Iowa,
the city of East Dubuque and a portion of Jo Davies County in Illinois, and a portion of Grant
County in Wisconsin. Dubuque is the largest city in the metro area, which experienced 9.76%
growth from 64,346 in 1990 to 77,018 in 2000. The metro area population is expected to
increase regionally by a total of 41,921 persons between 2000 and 2031.
The metro area elder population of 70+ years is expected to have a significant jump from 7,689
in 2000 to 21,725 in 2031 (a total of 14,036). Growth is expected with the gradual aging of the
"Baby Boomers" generation and improved life longevity.
There were 1,950 persons in the combined non-white population groups in 2000, showing an
increase in these groups of 122.9% between 1990 and 2000. In 2000, the largest single racial
ethnicity group was African-Americans with 805 or 2.5% of the population. Asians and Pacific
Islanders were the second largest group with 457 individuals in 2000.
Between 1990 and 2000, the metro area made gains in the income levels of some residents.
There were fewer people in the $5,000 and less bracket in 2000 than in 1990. There were
relatively steady increases through the $20,000 to $34,999 levels with much greater increases
to levels $35,000 through $150,000 or more. The bracket that grew the most is income from
$50,000 to $74,999. Median income in 1990 and 2000 rested at the $25,000 to $34,999 bracket.
A study by Economy.com showed Dubuque's personal income rate for 2004 grew at the fastest
rate in nearly a decade, up 35% from 2003.
Education
For K-12 education, the Dubuque Community School District offers public school education
through 11 elementary schools, 3 middle schools, and 3 high schools. The Holy Family Schools
system provides private, Catholic education through its 5 pre-K through sixth grade schools, one
middle school, and one high. school.
For both traditional and non-traditional students, there are 4 colleges offering four-year degrees,
one two-year community college, and numerous technical schools and seminaries --- either in
Dubuque or within 20 miles of the city.
Transportation
Dubuque is served by US 20 that stretches from central Iowa to central Illinois. Much of it is
four-lane. US 52 is a scenic two-lane that hugs the river's banks and stretches into northeast
22
' Iowa, southwest Wisconsin and northwestern Illinois. US 61/151 is two and four-lane, and
carries travelers south to the Quad Cities and further south, west to Iowa City and onto
' Interstate 80, and north into Wisconsin and onto Madison. Dubuque is connected to Interstate
80 by 4-lane US 61, Interstate 35 by 4-lane US 20. US 151 is 4-lane to Cedar Rapids (I-380)
and Madison (I-39/1-94). The Avenue of the Saints provides a 4-lane connection from St. Louis
to St. Paul.
The Dubuque Regional Airport serves both business and leisure travelers with flights to and
from Chicago's O'Hare International Airport. Private and corporate jets also make use of the
great central location of the airport for travelers as well.
Description of the Issue(s) to be addressed by the SDAT-Problem Statement
The proposed study area is the corporate limits of the City of Dubuque and surrounding fringe
area within the City's two-mile extraterritorial jurisdiction for subdivision review and approval. A
map of the proposed study area is attached.
Be as specific as possible about the nature and scope of the issues you wish to address.
Describe why the~are critical to your communi~r. Describe how these issues relate to
development concerns at the regional municipal, and neighborhood scales.
Our community takes great pride in our slogan, "Masterpiece on the Mississippi" but such was
not always the case for Dubuque. In the 1980s Dubuque was a city experiencing difficult times.
' We were a community with double-digit unemployment, there was an exodus of residents from
our community and the State, struggling downtown businesses, disconnected neighborhoods
and most of all little hope from our citizens that we could create change. In January 1982
Dubuque's unemployment was 23%. Between 1980 and 1990, the city lost 7.8% of its
population, property tax rates increased, and the average home value fell 9%. A billboard in the
1980s proclaimed: "Would the last person to leave Dubuque, please turn off the lights.°
However, community leaders from the private and public sectors came together in four
' grassroots visioning efforts over the past 20 years that helped change Dubuque.
In 2005, the citizens of Dubuque began to ask "What's next?" As Roy Buol stated upon his
' election as Mayor in 2005, "The next five years will define the next 50 for Dubuque." Following
the Mayor's leadership, the City Council established Designation as a Green Community and
Sustainable Design Assessment as priorities. The City of Dubuque seeks to build on our long-
' standing commitments to planned and managed growth, downtown and neighborhood
revitalization, riverfront redevelopment, economic growth and diversity to become a sustainable,
green community.
' The issues and concerns that we recommend including in the SDAT Problem Statement are:
• Environmental -Open spaces, Flooding, Transit and land use, Energy efficiency;
• Social -Housing/affordability, Public spaces, Sense of community/place,
Pedestrian/bicycle options, Access to jobs/housing, Managing growth; and
' Economic -Revitalization, Diversity, Traffic congestion, Transportation.
' Identify the barriers (physical social economic political) that have limited the community's
ability to address its concerns or agree on solutions. Include an assessment of your
' 23
community's most significant needs (e q water supply concerns or public health issues) Tell us
about any past attempts that have failed to resolve community issues
The barriers we have identified are: urban sprawl versus planned and managed growth, bluff
development versus preservation, storm water run-off versus storm water management,
traditional design versus sustainable design, and neighborhood disinvestment versus
neighborhood revitalization.
Urban Sprawl versus Planned and Managed Growth
The City of Dubuque has employed smart growth principles in planning and managing the
community's growth and development for years before smart growth became a national
buzzword. Since 1995, the Dubuque Comprehensive Plan has included goals and objectives
that incorporate "smart growth" principles, such as encouraging City-County cooperation, and
developing policies that enhance development of fringe areas and avoid unregulated sprawl.
The City's Comprehensive Plan goals include: maintaining compact and contiguous
development; accommodating projected residential, commercial and industrial expansion; and
facilitating planned and managed growth on the City's fringe.
Dubuque's development pattern varies within the corporate limits. The historic downtown
neighborhoods include some two- and three-story residential buildings that are still fully
residential. Other older neighborhoods include small lots in an urban street/afley grid pattern
with a mix of commercial and industrial uses along with neighborhood churches, parks and
schools. Newer neighborhoods reflect larger single-family lots in suburban-style subdivisions
with curvilinear streets and cul-de-sacs, largely separated from non-residential uses. In addition
to large brick warehouses in the industrial area adjacent to Downtown, Dubuque has large-scale
industrial parks along its riverfront and on the south and west ends of the community. Riverfront
redevelopment is underway, with a concentration of commercial and recreational attractions.
Neighborhood commercial areas are found along minor arterials throughout much of the city.
Big box retailers are located in planned unit developments along major arterials on the city's
west side. Campuses for colleges and hospitals generally are centrally located in the city.
Since 1997, the City has spent approximately $13 million for land acquisition, water and sewer
main extensions, construction of City streets, and site development costs for the Dubuque
Industrial Center West These investments on the west side have opened up potentially
thousands of acres of land to meet development needs, with the capacity to serve those needs.
In addition to extending City service for new industrial parks and planning for development of
the urban fringe, the City of Dubuque has continued and strengthened its commitment to
funding and partnerships for downtown revitalization, neighborhood revitalization, and historic
preservation.
The city is restricted from expansion on its east side due to the Mississippi River, and is
challenged by rugged terrain and limited roadway systems on the north and south. Most vacant
developable land lies on the City's urban fringe. There is very little vacant developable land in
the core of the city. The City recently annexed 700 acres on the west side to add to this vacant
land inventory where City services and utilities can be readily extended. An adjacent
municipality appealed this voluntary annexation to the Iowa Supreme Court. The City of
Dubuque prevailed.
Development of residential subdivisions outside the corporate limits is outpacing the
development of these subdivisions within the city. This urban sprawl is most prevalent west and
south of the city. The City of Dubuque and Dubuque County worked together through a sub-
committee of the City's Long Range Planning Advisory Commission to develop an
24
' intergovernmental agreement for regulating subdivision development in the City's two-mile
extraten-itorial jurisdiction. The City adopted the agreement, but the County did not.
Bluff Development versus Preservation
Much of Dubuque's unique identity is found in the picturesque limestone bluffs that predominate
the city's six-mile riverfront. From wooded parkland to historic architecture, the physical beauty
of the blufflands creates a distinctive sense of place for the community. There have been
controversies over the several years with proposals for private redevelopment of bluffland sites.
One case resulted in a lawsuit and an injunction filed against the City Council. The City
prevailed, but legal action does not promote our community's long range goals.
' Council members have received a lot of input from stakeholders on all sides of the issue of bluff
development versus preservation. There was no strong community consensus for either
position. The City Council has struggled with the inadequacy of existing zoning and historic
preservation regulations and the lack of community design guidelines to deal with this often
volatile issue.
Facilitation of an inclusive process involving the general community and stakeholders on all
' sides of the issue of bluffland development versus preservation is needed to complete a
comprehensive bluffs plan. This effort is incorporated in the preparation of a Unified
Development Code (UDC) that will combine updated zoning, subdivision, sign, and historic
preservation regulations.
Storm Water Run-Off versus Storm Water Management
' The City of Dubuque's stormwater drainage system is large and complex. Steep slopes, tightly
packed homes, and soils that retard the infiltration of rain make stormwater management a
challenging endeavor in the City of Dubuque. Every year the City actively reconstructs
' deteriorating, faulty storm sewer systems and extends others to improve the drainage of City
owned right-of-way.
Historically, the City has not collected tax dollars for the purpose of providing drainage facilities
' on private property; however, many people are under the misconception that the City ensures
the adequate drainage throughout the city (e.g., the City is responsible for providing adequate
drainage on private property). In fact, it is each property owner's responsibility to promote the
' drainage of his/her property.
Many drainage problems are of a localized nature, involving the drainage of only a few
residences. However, due to a growing number of citizen complaints the City Council
authorized the development of a Drainage Basin Master Plan for two of the major watersheds -
the North Fork Catfish Creek and Bee Branch drainage basins.
' Extensive flooding was experienced in the North End and Washington Street neighborhoods in
1999 and in 2002, primarily due to stormwater exceeding the capacity of the Bee Branch storm
sewer that serves the area.
In August 2003, the City Council formed the Bee Branch Citizen Advisory Committee to work
with engineering consultants to determine the location and preliminary design of a means to
' channel water out of the North End and Washington Street neighborhoods. Committee
members evaluated the potential benefits of an open channel, more detention basins, a bigger
storm sewer, runoff reduction controls, stormwater pumping, and various improvements to the
existing sewers. Committee members, neighborhood residents, and City Council members
were not in consensus as to the preferred solution prior to, during, and after completion of the
engineering study.
25
The City Council endorsed the Bee Branch Creek Restoration Study and a Capital Improvement
Budget that includes funding for the $31.8 million project. With property acquisitions beginning
in 2005, construction would begin in the summer of 2008 and be completed sometime in 2012.
The implementation of the Bee Branch Creek Restoration Project is the key to saving over
1,100 homes from flooding during severe rainstorms.
Traditional Development versus Sustainable Design
Concerns with the Zoning and Subdivision Ordinances have emerged over time from City staff,
City officials, customers, and community stakeholders. The Zoning and Subdivision Ordinances
do not always adequately address land use, historic preservation, and urban design objectives
of the Comprehensive Plan such as encouraging a more urban streetscape, mixed use,
downtown housing, flexible site development, alternative transportation, and smart growth.
There are related issues in other sections of the City Codes, in City Engineering Standards, and
in City plans and policies which necessitate updating the Zoning and Subdivision Ordinances,
including: access management, parking, accessory uses, grading, excavation, erosion control,
storm water runoff, signs, traffic, landscaping, street trees, outdoor storage, screening, lighting,
dust, and noise.
The City of Dubuque, Iowa has retained consultants to prepare a Unified Development Code
(UDC) for the community. The UDC will combine updated zoning, subdivision, sign, and historic
preservation regulations. Our intent is to provide auser-friendly ordinance format that
implements the goals and objectives of the Comprehensive Plan, recognizes the diverse
physical characteristics of Dubuque's neighborhoods, and encourages planned and managed
growth. The City Council desires a UDC that results in quality development, that provides for
flexibility in development design, and that streamlines the development review process. At the
same time, the City Council wants the city of Dubuque to remain competitive for growth and
expansion of local and regional residential, office, retail, commercial, and industrial markets.
Neighborhood Disinvestment versus Neighborhood Revitalization
The City Council has long recognized the importance of our neighborhoods. The City Council
established a Neighborhood Development Specialist position, community oriented policing, and
a variety of programs to counteract disinvestment and revitalize neighborhoods. Alf existing
parks were remodeled and 13 new parks were created. The City has more than tripled the
commitment to the street program to an annual average of $7.2 million, reconstructing or
resurfacing 70% of the streets between 1990 and 2009. Approximately 30 abandoned
properties were purchased and rehabilitated. In addition to these and other CDBG programs for
low /moderate income target areas, the City is focused on two neighborhoods: the Washington
Street Neighborhood and the Warehouse District. A map showing these two areas is attached.
Washington Street Neighborhood Revitalization Strateay
The City's Housing and Community Development Department is leading a program of
concentrated activities to encourage more owner investment and housing rehabilitation in the
Washington Street Neighborhood.
The Washington Street Neighborhood is a 55 square block area bounded by 11th and 22nd
Streets on the south and north; and by White and Elm Streets on the west and east. At its
eastern and western boundaries, uses tend to be more commercial, with the residential core
located along Washington and Jackson Streets. Housing uses begin to intensify north of 14th
Street; and become increasingly more concentrated toward the north end of the area. Scattered
small businesses and institutional structures are located throughout the neighborhood.
26
There is a concern that this neighborhood is showing indications of a decline in appearance and
maintenance. This is substantiated by depressed property assessed valuations and high
1 vacancy rates.
Information provided by the City Assessor's Office indicates that this area contains 312 single
family residences and 147 duplex structures. Many of these duplexes have been converted from
single family houses. Single family homes average $42,000 in assessed valuation; duplexes
average $49,000. By comparison, the City-wide average for these types of housing is $111,000.
' The 2004 Assessor's Office data shows a vacancy rate of about 8% for single family units;
Census data indicates an average 13% vacancy for all housing units in the area.
The 2000 Census shows that in this general area, fully 68% of the population reports income
less than 80% of area median, considered as "moderate-income" or lower according to HUD
standards. Income disparities between owner and renter households are significant.
Income disparities between owner and renter households are significant.
Renters comprise 95% of all households earning less than $10,000 and 84% of all households
' earning less than $20,000. Conversely, only 5% and 16% of owner households, respectively,
report lowest incomes.
' Renter households predominate, with 70% of all units tenant-occupied. Of all households, about
47% are occupied by "families," meaning by related persons. Of these, roughly 19% are female-
headed households. This is about double the rate of this population, city-wide. The housing in
' the area is among the oldest in the City, with more than 86% of all units built before 1939.
The neighborhood has a number of assets.
The neighborhood is directly served by a number of churches, including St. John's Lutheran, St.
Mary's, St. Matthew Lutheran, St. Paul Lutheran and Immanuel Congregational. The Maria
House transitional housing facility and adjacent lantern Center are located on the St Mary's
' campus. The Washington Tool Library and Dubuque Food Pantry have assisted neighborhood
residents for many years.
St Mary's, Audubon, and Prescott elementary schools serve the K-6 population in the area. A
planned replacement school at Prescott, budgeted at $9.3 million, will approximately triple the
existing school size and is scheduled to be open for the 2006-07 school year.
' Small businesses are scattered throughout the neighborhood. The primary retail center is
located at the Five Points, anchored by Eagle Country Market. Several banks and credit unions
operate within the area. Fast food and convenience stores are situated at the north (20th -22nd
Streets) corners of the neighborhood, at Elm and White Streets.
' The housing, while among the oldest in the City, has retained much of its historic character.
Homes are generally quite small, built on narrow (25-50 foot) frontage lots. Rear alleys and
garages provide some off-street parking on most blocks. There is a genuine pedestrian-friendly
"feel" in the core residential area of the Washington Street Neighborhood.
' The City Council adopted the Washington Street Neighborhood Revitalization Strategy in 2005.
Elements of the neighborhood revitalization strategy are in varying stages of implementation. A
' long-term effort is needed to accomplish the neighborhood revitalization strategy. This effort has
begun with a citizen participation process, ensuring adequate representation of differing
interests and ownership of public actions taken to achieve neighborhood improvement goals. A
27
shorter-term initiative also has begun with a program of intensified marketing and financial
incentives designed to encourage private housing investment. Over time, additional financial
resources can be identified and additional partners recruited as part of the implementation
effort.
Warehouse District
In the City's Downtown Master Plan, the warehouse area is identified as an "area of influence"
adjacent to the central business district. The Downtown Master Plan notes that the character of
this warehouse district reflects an industrial-to-loft transition. The Warehouse District identified is
a downtown sub-district served by Dubuque Main Street. The District is characterized by large
red brick industrial buildings associated historically with the millworking industry in Dubuque.
The Warehouse District is adjacent to Downtown, north of the Port of Dubuque, and south of the
Washington Street Neighborhood.
The Envision 2010 Community Visioning Process selected revitalization of the Warehouse
District as one of the top 10 ideas to be implemented by 2010. The project scope is to:
• Identify a Warehouse District by converting buildings into multi-use structures containing
businesses, restaurants, shops, and residences.
• Develop a registry defining buildings in the district, and include information regarding
ownership, past usage, present status, and structural integrity.
• Encourage investment by potential developers
A committee has been meeting monthly to understand the resources, opportunities, and
challenges to implementing this Envision 2010 goal. The Millworking District Committee has
identified the historic millworking industries of the warehouse district as a major theme for
revitalization of the area.
The Committee has developed a vision statement for the historic millworking district:
Create a vibrant Millworking Historic District that provides a diverse, user-friendly environment
for residents, businesses, workers and visitors. The district will enhance the quality of life in the
Dubuque area and create an active, spirited neighborhood and cultural destination for the city,
its residents, and visitors.
Dubuque's historic millwork industries will be the major theme for revitalization of the district.
The properties in the proposed Millworking Historic District are architecturally and historically
significant, and therefore eligible for listing on the National Register of Historic Places. Listing of
the Millworking District on the National Register will help protect the tax base and the
opportunities that the large red brick warehouses offer for retention of existing businesses as
well as recruitment and expansion of new businesses.
The University of Iowa Graduate Program in Urban and Regional Planning has a field problems
component to their program which substitutes as the students' master's thesis. Four second
year students have chosen our project of creating a Master Plan for the Warehouse/Millworking
district. This plan should resemble the Port of Dubuque Master Plan and define the public
infrastructure (public areas), parking, entrances to the district, valuations of finished product, a
proposed improvement schedule, and the proposed uses of the buildings.
The developmental plan will include uses and objectives that have a good chance of attracting
funding from public programs, as well as encouraging private investment in the district. The
Committee envisions the Historic Millworking District with a wide range of uses to create a
28
diverse and active neighborhood. The existing industrial uses in the Warehouse District and the
growing adaptive reuse of these large warehouses into office, commercial, entertainment, and
even residential uses, provide an exciting and challenging opportunity for neighborhood
revitalization and sustainable development.
Objective of SDAT Process (approximately 300 words)
_S_tate what measurable results you hope the SDAT process will help you achieve and how this
process fits within other community planning and development efforts. Try to avoid repeating the
problem statement.
i The Dubuque City Council has established Green City Designation as a high priority for 2006-
2007. The USEPA Green Communities program provides measurable results that we hope the
SDAT process will help us to achieve. The Green Communities program is organized around a
five-step planning approach. Each planning step results in a tangible outcome.
Step 7: Where are we now? This step helps communities design a community assessment
' leading to an overall profile of existing community environmental, economic and social
conditions.
Step 2: Where are we going? This step encourages communities to look into the future to
determine how changes in population, for example, may alter the face and character of their
community in the absence of intervention. A trends analysis provides a baseline for
' communities to create a future vision that is compatible with community goals.
Step 3: Where do we want to be? Creating a community future vision encourages
' communities to plan and act in longer time frames. A community vision statement articulates
how a community sees itself in 10, 20, 50 years - a sustainable, Green Community.
Step 4: How do we get there? Action Plans are the key to achieving a community's future
vision. Action plans describe the necessary activities and tasks to develop new programs,
policies or projects that will support the community's vision.
Step 5: Let's Go! At this stage, the community has several key action plans that need to be
implemented. This step and the information within, provides an array of tools for implementation
- technical, non-technical, policy and programs.
The City of Dubuque's objective for the SDAT process is reflective of the goals of the USEPA
Green Communities Program:
' to promote innovative tools that encourage successful community-based environmental
protection and sustainable community development.
• to establish partnerships with other organizations and agencies to help build community
capacity and knowledge to create a more livable community.
Budget and Funding Sources
The $5,000 cash match is available from City of Dubuque General Fund. We anticipate the City,
' with the commitment of the local steering committee and the local technical committee would be
able to contribute between $10,000 and $15,000 in in-kind services to the SDAT process.
29
Timetable for the Team Visit(sl
This program schedule is developed to work with academic and city calendars. The desire is for
a spring timeline to maximize involvement from our stakeholder groups. Target dates for the
preliminary visit, the team visit, and the follow-up are as follows.
Desired schedule
Award of SDAT grant
Steering committee assembles information
and planning for preliminary visit.
Local SDAT steering committee planning meetings
Preliminary visit by SDAT core team
Prepare for SDAT visit.
AIA forms national team, local committees assemble
additional technical information to provide to the SDAT,
public meetings, participation and media plan are
developed and implemented.
SDAT visit
The timing for this can be flexible. Weekdays are
preferred for student involvement but not required.
Report submitted to the steering committee
Presentations given to City Council, School board,
local partners and AIA chapter.
Follow-up conference call
One year assessment
Presentations and Reports to City Council,
School Boards, local colleges, Iowa AIA
Chapter spring meeting and other opportunities.
List of Steerinst Committee Members
January 5, 2007
January -February 2007
March 1 - 2, 2007
March 2007
Late March -Early April 2007
June 2007
November -December 2007
April 2008
Provide addresses for all steering committee members. Also. show how you will organize into
subcommittees to plan and implement the SDAT.
We plan to organize into subcommittees representing the three realms: environmental, social,
and economic issues. The community stakeholders that will be invited to participate in the SDAT
process include but are not limited to the following:
30
1
1
• City of Dubuque Boards and Commissions that deal with environmental stewardship,
park and recreation, housing, historic preservation, transit, and long range planning;
• Envision 2010 Committees working on an integrated walking/biking/hiking trail system
and warehouse district revitalization;
• Government Agencies such as City of Dubuque, Dubuque County, Dubuque County
Conservation Board, Dubuque Metropolitan Area Solid Waste Agency, Iowa Department
of Cultural Affairs, Iowa Department of Natural Resources, Iowa Department of
Transportation, U.S. Environmental Protection Agency, U.S. Fish and Wildlife, and U.S.
Department of Housing and Urban Development;
• Educational Institutions including Dubuque Community School District, University of
Dubuque, Loras College, Clarke College, Northeast Iowa Community College, and Iowa
State University;
• Community Organizations/Stakeholder Groups such as Dubuque Area Chamber of
Commerce, Dubuque Main Street, Dubuque Racing Association, Neighborhood
Associations, Dubuque County Historical Society, East Central Intergovernmental
Association, Greater Dubuque Development Corporation, Developers Roundtable,
Homebuilders Association, Sierra Club -local chapter, Audubon Society -local chapter,
and Alliant Energy / E-Community Program; and
• Iowa AIA Chapter Membership.
While we have identified these key community stakeholders that we would like to have
represented on the steering committee, specific representatives have not yet been identified for
all stakeholders. The steering committee members we have at the time of application are:
Steering Committee Co-Chairs
Roy D. Buol, Mayor
City Hall
50 West 13"' Street
Dubuque, IA 52001
Office Phone: (563) 589-4120
Fax: (563) 589-0890
Home Phone: (563) 588-4265
E-mail: rdbuol(a~cityofdubugue.org
Gordon E. Mills, FAIA
Chairman and CEO
Dumant Group
700 Locust Street, Suite 942
Dubuque, IA 52001
Office Phone: (563) 583-9131
Fax: (563) 557-9078
E-mail: mills _durrant.com
Steering Committee Members
Charles Winterwood, Chairperson
Long Range Planning Advisory Commission
1555 Montrose Terrace
Dubuque IA 52001
Home Phone: (563) 588-2783
Email: cwinterwoodCc~vahoo.com
Mary Lynn Neumeister
Long Range Planning Advisory Commission
31
Neumeister Animal Hospital
3675 Crescent Ridge
Dubuque IA 52003
Office Phone: (563) 582-8417
Fax: (563) 582-3013
Home Phone: (563) 556-2783
E-mail: neumeisterCilyousQ.net
David Stuart, Vice Chairperson
Historic Preservation Commission
1470 Locust Street
Dubuque IA 52001
Home: (563) 557-1002
Email: dave pntherichardshouse.com
David J. Kapler, Chairperson
Housing Commission
Vice President, General Counsel and Assistant Corporate Secretary
Heartland Financial USA, Inc.
1398 Central Avenue, P.O. Box 778
Dubuque IA 52004-0778
Office Phone: (888) 739-2100
Email: dkaglert~htlf.com
Carl Reimer
Homeownership /Housing Development Specialist
East Central Intergovernmental Association
3999 Pennsylvania Ave., Suite 200
Dubuque, Iowa 52001
Office Phone: (563) 556-4166
Fax: (563) 556-0348
Email: creimertp7.ecia.orq
Robert Hartig, AIA (Iowa AIA membership representative)
Medical Associates Clinic
1500 Associates Drive
Dubuque IA 52002-2260
Office Phone: (563) 584-3191
Email: bhartigta'~mahealthcare.com
Daniel Call
Environmental Science Faculty
315 Goldthorp Hall
University of Dubuque
2000 University Avenue
Dubuque IA 52001
Office Phone: (563) 589-3598
Fax: (563) 589-3688
Email: dcallCa~dbq.edu
In addition, we have identfied co-chairs for the local technical committee to assemble
background information for the SDAT visits.
32
'
Local Technical Committee - Co Chairs
Kevin J. Eipperle, AIA, NCARB
Managing Principal
Durrant Group
700 Locust Street, Suite 942
' Dubuque IA 52001
Office Phone: (563) 583-9131 -ext. 24028
Fax: (563) 557-9078
' Mobile: (563) 590-9869
Email: keipperleCc~durrant.com
Student Resources
Laura Carstens
Planning Services Manager
City Hall
50 West 13~' Street
Dubuque, IA 52001
Office Phone: (563) 589-4211
Fax: (563) 589-4221
Mobile: (563) 564-5036
E-mail: Icarsten(a~cityofdubuaue.org
' Provide the name(s) of participating architecture urban design landscape architecture or
environmental studies schools and faculty contacts.
' John L. Burgart
Superintendent of Schools
Dubuque Community School District
2300 Chaney Road
Dubuque, IA 52001
Office Phone: (563) 552-3012
Fax: (563) 552-3014
Email: iburgart .dubuQUe.k12.ia.us
' Daniel Call
Environmental Science Faculty
315 Goldthorp Hall
University of Dubuque
2000 University Avenue
Dubuque IA 52001
Office Phone: (563) 589-3598
Fax: (563) 589-3688
Email: dcall jdba.edu
Stephen Schmall
Vice President, Finance /Administrative Services
Loras College
' Keane Hall, Room 153
1450 Alta Vista, P.O. Box 178
Dubuque, IA 52004-0178
Office Phone: (563) 588-7109
Email: stephen.schmall(a~loras.edu
Melba Rodriguez
Vice President for Institutional Advancement
266 Admissions
Clarke College
' 1550 Clarke Drive
Dubuque, IA 52001-3198
Office Phone: (563) 588-8147
33
Email: melba.rodriauezr'a~clarke.edu
Cindy O'Bryon
Peosta Campus Provost
Northeast Iowa Community College
10250 Sundown Road
Peosta, Iowa 52068-9703
Office Phone: (563) 556-5110 or (800) 728-7367 -ext. 201
Fax: (563) 556-5058
Email: obrvontc7i.portal.nicc.edu
Bruce Bassler
Associate Professor, Architecture
Iowa State University
Architecture Department
156 College of Design
Ames, IA, 50011
Phone: (515) 294-8256
Email: babbyCc~iastate.edu
Office: 584 Design
Michael Martin
Associate Professor/Associate Chair, Landscape Architecture
Iowa State University
Landscape Architecture Department
146 College of Design
Ames, IA, 50011
Phone: (515) 294-8974
Email: mdmartin(r~iastate.edu
Office: 579 Design
Media Plan
Include an outline of vour media plan with a list of local media outlets and contacts.
The purpose of the Media Plan is to ensure public knowledge of the SDAT project throughout its
development phases, acknowledge .partnerships involved in its completion, and encourage
continued use of the principles of sustainability the project will offer.
Communication Tools
As part of its long-term commitment to public involvement, the City of Dubuque will work
diligently to connect with Dubuque residents, businesses, and other stakeholders. The City of
Dubuque will use a variety of communication tools to keep Dubuque citizens informed of the
SDAT project.
The "City News" newsletter is published bi-monthly by the City's Public Information Office and
inserted into utility bills. This publication is distributed to more than 21,000 households. The
SDAT project will be featured in the newsletter.
Additionally, City Channel 8, the City's public access television channel, broadcasts to the City's
cable customers (with a penetration rate of more than 80% of households). Information about
the SDAT project will be broadcast.
34
The City's website, www.citvofdubuoue.org, is a fast, efficient way to highlight new projects and
update ongoing plans. Free public access to the Internet is available at the Carnegie-Stout
Public Library, ensuring that citizens have access to the website. Information about the SDAT
project will be placed on the website.
Media releases will be used for major phases of the development of the SDAT project: grant
award, kick-off, significant milestones, and completion.
' Recognition Events
The City of Dubuque will recognize major steps in the SDAT process at a media conference
' hosted by the local steering committee co-chairs, Mayor Roy Buol and Gordon Mills of the
Durrant Group. Invited to these events will be the public, local steering committee, local AIA
membership, partnership agencies and the media. In addition to showcasing the SDAT process
step, a project program will be distributed to participants providing background information. The
SDAT visit and SDAT Report will be the most likely recognition events.
Public Exhibits
' The City of Dubuque has utilized exhibits as a way to solicit public input for and inform the
general public of City plans and projects. These exhibits -which include site plans,
architectural drawings, photographs and text -are placed around the city in public gathering
1 places such as the Carnegie-Stout Public Library. These exhibits have included staff on site to
record input, self-directed surveys and comment cards, or other response mechanisms. This
format will be utilized as appropriate for the SDAT process.
' The list of local and area media contacts is attached.
j Implementation Plan
Include an outline of how you plan to implement the recommendations put forth as a result of
the SDAT process.
The City of Dubuque will implement the results of the SDAT process in several ways.
The timing of the SDAT process with the creation of a Unified Development Code (UDC) for the
City will allow for incorporation of sustainable development regulations and sustainable design
' guidelines into the new UDC.
The linking of the SDAT process with the five-step planning approach of the USEPA Green
1 Communities Program will enable the City of Dubuque to achieve the Green Communities
Program goals and designation as a Green Community.
' Attachments
Attachments include maps, community statistics, 2006 State of the City and Annual Report,
' 2006 Great Places Application, letters of support, and media list.
35
ST JOSEPyS m
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DUB E
1 ~
' THE DUBUQUE COMMUNITY -MISCELLANEOUS STATISTICS
The city of Dubuque was founded by Julien Dubuque in 1785 and is the oldest city in Iowa. The City of
' Dubuque has a stable and diversified manufacturing base and is the major tri-state retail center. Employment
growth was strong throughout the year and Dubuque ended the 2005 fiscal year with an unemployment rate of
approximately 4.8 percent.
Form of
Government: Council -City Manager
SCHOOL ENROLLMENT
1980 - 1981 11, 701
1990 - 1991 9,612
2000 - 2001 9,696
2005 - 2006 10,547
Expansion Magazine ranked Dubuque Community Schools #7 out
of 2,200 school districts nationwide.
Fiscal Year: July 1 -June 30
Land Area: 29.46 square miles
Rivertront shoreline: 8.8 miles
Census: 57,686 Population
Four lane Highway Connections:
Hwy 61 to Davenport
Hwy 151 to Madison
Hwy 20 to Ames
Hwy 151 to Cedar Rapids (I-380)
Hwy 218 to Minneapolis
Hwy 20 to Chicago
Institutions of Higher learning: 6
Median Age of Population: 36.5
Household Average Income: $39,582
Average Winter Temperature: 19.6°
Average Summer Temperature: 70°
Average Annual Rainfall: 32.9"
Average Annual Snowfall: 43 "
UTILITIES CUSTOMERS
Water 22,086
Wastewater 21,996
Storm Sewer 22,299
Refuse 19,645
RECOGNITION
A study by Economy.com showed Dubuque's personal income rate for 2004 grew at its fastest rate in Hearty a
decade, up 35% from 2003.
A 2004 Study by the Milken Institute showed aone-year wage growth in Dubuque outpaced 75% of all U.S. smaller
metros.
The Metro Business Retention Index for November 2001 ranked the Greater Dubuque area as 2"° in the nation for
business retention.
Forbes Magazine ranked Dubuque 13`" out of 168 cities for the cost of doing business.
Dubuque ranked 2"d in the State among major cities for job growth between July 2002 -July 2.005.
From Juty 2002 -July 2005 Dubuque County accounted for 9.6% of new private sector jobs created in the entire state
despite only holding 3% of Iowa's population.
The Milken Institute ranked Dubuque 34"' out of 118 cities in 2004 in the Best Performing Cities Index among small
U.S. metropolitan areas and ranked the Greater Dubuque area as 1 S' in High Tech Output Growth from 1998-2003
In May 2004 Expansion Magazine surveyed 331 metropolitan areas and ranked Dubuque:
#7 for Quality of Life
#11 for Peace of Mind -Safety
#1 for Housing Affordability
.~ ~ ~
~,.{.,
G O O D
TABLE OF
CONTENTS
' 3 City Council Vision,
Goals, and Priorities
' 3 National Recognition
4 City Manager's Message
6 Dubuque: Good to Great
' 9 Maintaining Fiscal
Responsibility
12 How the Money is Spent
I
cover and center spend pargrama
phoro, °DUerque, u: Pear a the
Yississippf.° contrilwAM or w. ADdW
I K. Sinno. xvw.drslnno.com.
La~'wl aM DeslQn: lYno Dames Desk
EdNor: Randy GeM. Cky a pubugre
PuDlk IriPOgruNon O~cer
(5631589-4151
I PuDIlsAed August 2006
IHE CITY OF
~~/~.
' so,~t t3t~ s,~.t
DvOuQUa, IA 5200!
avm. c i tyofd r Deus. arQ
Dear Resydents of Dutwyue,
On behalf of the city Council, l ant pleased to present the 2(A)6 Slntr o/ thr City ~ned Aunrra! Kr Evert.
As the'Guai ro Great" theme of this document indicates, it is an exciting time in Ihrbuyue as we work
togetlxr to covteure our tromnuutiry's growth.
bt ltis book, "Gran! d, Grrrtt: t}'!ry tiouu• CrnrrVanirs ,11~rkr 1!u• !,~°ay ... rind C)tGr•rs 1)uu't, "' author Jivt
Colleu says, "No ni<uter how mirth you have achieved, you will always be merely good relative to what
you can lxconte. Gre:ness is art itilterently dynuttic pra ess, not an end point.l1te utouteut you thetk
of yourself as great, your slide toward mediocrity will have already begun."
The July 12, 21k16, Trlr~r•.g~/r ]lerrr/r! front page featured Qte headlete, "City shines since dour dais of
T-shirt; followed Lry a subhead which slated, "Community rallies to recover from economic dowmuru
after 9ast one to ]rave Dubuque' Blurts 25 years ago.' The article included statistics that illustratc~i the
challenges Dulxrque facc~ti ht 198E t }xrsonally recall the im}utct on the comnumity,uxi for hundreds
mid 'SU.. ;fly younger brotlter:u dtltis yourtgifanvly jtoeted tltose~ount rss 1 untireds it ~tprtootutg~thetiatfauulies fromrtl~e tovly place
they ever lutew as have to relocate for worst elsewhere around the courury.
The article went on to chronicle how the ct>,nnnvuty res}vended to those challenges and, gradually, was trartsfornted ituo the city we
are now, the "Master}>iece on the diississi}t}ri." We are, however, not tvitltout clt:tllertges. We are at a moment of opportunity et our city's
evolutiou :utd, as }said last Gill as I cantp:ttgtted to lx ~rour utayor, t believe that the next five ye:us will define dte next 5n For Dubuyue.
We must respetK our past :utci its lessons, and maintain our focus to conthure sustainable growth, utaeuain our community's character,
utd prmide the services citizrns ex}x-a and deservr.
Author Jun Collets wrote, "Greatness is not a function of cintunstattce. Greautess, it tuna out, is largely a maser of conscious choice,
uxi disciplute." We, as a catmuuury, have made the conscious decision, e.g., dtoice, to do what is necessary [o stake Dubuyue a great
place to live, work raise GvniBes, :utd enjoy life.
As the author goes on to explain, when you cornbine a culture of disciplete Hith an ethic of eture}treneurslup, you achieve a
transformation leatiutg to great results. Now is our opportunity to achieve greautess.
Sincerely,
,J
~~~ ,~
Roy D. Buo(, Mayor
' OlIiI2CLZ <=~~iiz~
Arm Mit4t,ilski, Al Ltrge
Ric Jones, At large
City Manager Michael V:ut biiIligen
2 I State of the City and Annual Report
Kevin Lynch, First Ward
Cor}oration Counsel Barry litxialil
Karla Braig, Second W,~rd
City Clerk Jearute Scluteider
• _
Iocre Connol~,'Chnd }Ward Yarricia Cline, Fourth ~b'ard
a~2;t
i~
i~
i~
The city of Dubuyue is a growing city with a strong, balanced ecottonry atul comtec-
tio»s to the world.
The Dubuyue cotmnwrity takes pride in our history and heritage attd has actively
Preserved our }xicturesyue river .urd catmuutity.
Dulxtyur citizens have choices of quality, livable neighborhoods acrd fuu tluttgs to
rio; and are et~tgcvi itt the cotuuuu»ty.
• Improved Connectivity: Transportation and Conuuuttications
• Diverse, Strong Dubuyue Economy
• Platuteci ,uui Managed Growth
• Partnering for a Better Dubuyrte
• Riverfrotn Develo}>tnem
`1/~rol~iea
• Iava32/SOUthwes[Arterial
• htterntodal Transit Facility it the Port of Ihthuyue
• Downtown Master Platt Implementation
• Bee Branch Stonuwater ImPrwentent Project
• Erosion Caurol Policy
~i `~ira2r~re~~
• ~iutridpal Communication Utility Referendum
• Airport Master Plan Implementation
• Police Departtneut Staffirg .utd Deploymern
• Neighborltooti Crime Reduction Strategy
• Library Renovation
NATIONAL RFC®GNITICN
• Dubuyue was named a 2006 Five-Star Quality of Life Metro by
lry~u+sron hlrtna~cnr+cnf magazine atni ranked #4 of 362 metros
for the "Easiest Contnru[e to Work."
• The Port of Dubuque was awarded the 2005 Phoenix Awazd
for Excellenceut Browtilleld Redevelopment for EPA Region 7,
which includes Iowa, Kansas, Missouri, and Nebraska.
• Dubuyue was preserved [he Urban PioneerAwazd in June 2006
i» celebration of its 20th atutiversary for establishing one of the
first pilot urban Main Street }ttograrns in the comury
• The Greater DubuqueArea was ranked iki ltv the Milken
hrstitute for High-Tech Output Growth, 1998-2003.
• The Metro Busntess Retention Index for November 2WI ranked
the Greater Dubuque area second in the nation for business
retention.
• I~i,r(u•~ utagazitte ranked Dubuyue 13th of lb8 rides for the Cost
of Doing Business.
• The Milken Institute's 2004 Best Perfonnitrg Cities Index ranked
Dubuyue 34th out of 118 sutall US. metropolitan areas.
' Anrrri~xnr C'ity+ute(C+narh~nragazire selected Dubuyue as one
of oily six "Crown Coumnutti[ies" in 2003.
• A December 2002 I tec ,11uir+et+ KeGraereditorial, entitled,
"Dubuyue shows how," began, "Few Iowa cities were hit harder
in the'80s. Few have a betteroutlook now."TFte editorial ended
saving, •The Dubuyue story nriglu otier lessons for every Iowa
171y."
• In May 2003, C'SA 1Vrekeu~(magazine selected the Upper
Mississippi River valley as the Tltird Mos[ BeautiFul Place in
America.
Dubuque received the Merit Award (or Economic Development
for the America's River Project in 2004 froru the Interttatiotral
Downtown Association.
• The National Trust for Historic Preservatio», the country's
largest private, nonprofit preservation organization, named
Dubuyue to its 2005 list ofAnterica's Dozen Distinctive
Destiutions, art atuutal list of unique arid lovingly preserved
cotmnuttities itt the United States.
• A 2W4 study by the Milken htstitute showed one-yearwage
growth in Dubuyue outpaced 75Mo of all U.S. smaller metros.
Ir++'. nragtzitte ranked Dubuyue b l21 out oF233 sutall metros
measured on its list of "The Best Cities for Doirg Business" for
2006. Over.311, Dubuque was ranked #200 out of 393 large acrd
small metropolitan azets. ht 2005, Dubuque was fisted #59
among 276 metros for "Fastest, Most Sustaired Growth," 24th
among 119 small metros and 62nd overall for "Rest Cities fur
Doing Business:'
Dubuque 2006 ~ 3
University Avenue Ribtwn-Cutting Ceremony -May 31, 2006
;:/
As bfayor Roy Bud poitued out its his message,nt Jint Collins' book "Grwrt to Grerrt
Whp Snnrr Cunryrnrir~ ,19rrkc tla• Lary ... card Utlu•rs hox';"the author says, "No
waiter how mach you have achieved, you will always be merely guar relative to what
you c:ut become. Greatness is an ittheremly dyttautic process, trot alt end }wins. The
manes[ you think of yourself as great, your slide toward mediocrity will have already
ltegUlL"
As we rellect on Fiscal Year (FY) 2006 Uuly 1, 2W5 - Jwte 30, 2006) attd begin FY
2W7, it's clear that Dubuque is n a cntcial pouts its its history. Havutg recently
finished Cdluts' book at how goal companies becaue sustaittirtg great companies,
1 see marry parallels to Dubuyue. While sigttificaztt progress has beets made in the
recelu past, this catmmltiry is poised for greatness. We are all entrusted with rite
task of making this a great place to live, work ]earn attd play. Tltis State of the City
atxl Annual Report was developed to provide art overview of Dubuque's pursuit of
greautess.
How is Dubuque Doing?
I Relieve 2006 will lte one of the hest years for ecottontic developmetu ut the
Dubuyue area since the arrival of Jdut Deere. TI»s is highliglued by the over 30
projects that are currently under consideration [o create new or expanded facilities its
Dubuyue Industrial Center West, Dubuyue hxtus-rial Center, the Port of Dubuyue,
Dubuque Teclutology Park, Kerper Boulevard hndustrial Area, its the Downtown, anti
its the County; attd the utatty local expatLSiott projects with no Ciry itrvolventelu aztd
no new facilities at places like John Deere, Dubuque Stanyt, Medical Associates, .aril
others that are located outside t}te Cary limits.
The samplutg of headlines you see on page five are from the Tele{raylr llrnrlJ
sittce]anuary 1, 2006. They demonstrate the momentum Dubuque's economic
growth is building, thanks to the efforts of m:uty individuals and orgattizatiats
ut the canmuttity. tt is easy to contrast these with the 1983 copy of the 1 hrbayra•
Coxnrctiun, pttblishcxi by the Dubuque Area Ch.uuber of Commerce, which said,
"Dubuque's plight is becoming desperate. It suffered more severely- during the recent
recessiat, and has fur the past three years had the highest unanploymrnt rate of
Iowa's ShtSA's (largest ctities). That uttfortuttate fact is tto surprise to Dubuquers. It
Itas been losing both uuiustry star retail busntess catsistently for the past decade.
Dubuyue is bsittg its people. Recent estimates show 10°io of the housing stock
vacate or available for sale." It can additionally be contrasted with the cetera
Trk~GrnyG t terrrld article on the 25th attttiversary of the commmniry qu:utdaty,
'Would the Ltst person to leave Dubuque please turn out the lights'"'
Leadership & Vision
Creating a vision with correspondutg goals and clear priorities and then carryutg
those ouIvt partnersk»p w7th odters is rite basis of Dubuque's success taiay attd
ituo the future. The Mayor and City Council are the key to Otis lteittg accomplished.
ht Gunn to Gnu; Collins says, 'ht the sa ial sectors the question is not how mach
money do we make per dollar of ittcested capital, but how effectively do we deliver on
our ntissiat and stake a distiuctive impact, relative to our resources."71te Mayor and
City Council decide on priorities :aril }wlic7es, determining how the time, talent and
futandal resources of the City will be allocated.
Keys to Dubuque's Financial Success
The keys to the City of Dubuque's futaucial success are ut a delicate balance,
with all of them beatg users to maintain the comntuttity's momentum
widtout "breaking the battle." The keys include:
• 6~uAmutal Growth inAssessed Valuation
• Efficient Operation - 12ruu reduction (71.77 FT entplayees) ut City
workforce since the 1980s
• Increased use of FerleraUState Grants
• Diversified Revenue Streatus (Lcical Optian Sales Tax, S[arrtnvater Fee,
Guttutg, Hotel/Motel Tax, and Utility Franchise Fee)
• PropertyTax-Supported Debt Reduied
• Increased Public/Private Parutersltips
• Entrepreneurial City CouncB Policy Decisions
• Caring Citizens, Conuttitted Elected Officials, Hard-Working Not-for-
Profits, Businesses anti Lenders brvestittg Capital, ami Talented City
Etttplovees
Remeutlxr, it's all alwut people. As Col6tts wrote nt Gourf to Gard, "Great
Visiat without Great People is inelevatu'
4 ~ State of the City and Annual Report
lob Growth
^tfontktcion received front the Greater Dubuque Developutent Corporatist at July
25, 2006, shows some astat»shittg figures. Dubuque rattles ~ t for job aeation among
Iowa's major ute[ropolitatt areas. ht fact, Dubuyue rattles ~ 1 for both one-year job
gravth Uune 2005-2006) .aril three-year jilt growth Umte 2W3-,h+tte 2006). As of
June 2006 there are 56,900 people workntg its Dulxtyue County, shattering the old
record of 56,3W people workutg in Dulxtyue County reported by the Iowa Workforce
Det•elo}nueut in May 2006.
Dubuyue has added
2,7W jilts during the
past year and 4,9W
;obs wet rite }•ast three
GUIDING PRINCIPLE S
years. Conlparittg]une
20o6wttlt,utte2W5,
OF THE MANAGEMENT
Dubuyue County once
d
t
e
oh PHILOSOPHY
te
5tat
0~?'oof
f
jilt growth, with only
3010 of the population. L Platt Your Work and Work Your Plan
Tire 9.4010 job growth
rate aver the last three 2. Input-Oriented
years is t I ut the
State, beating al] other 3. Problem Solvers
metro}wlitatt areas.
Dubuque's three- 4. Develop Partnerships
year job growth rate
is more than Sioux 5. Act With a Sense of Urgency
City, Wa[edoo, flutes
alxi Cedar Rapids
- COMBINED. The
Greater Dulwyue
Detrloptnent Corporation's River Valley h»tiative Itas been a resoundilt~ success,
acltievirtg their ambitious job creation mxi capital investment goals its tour years
instead of five. I stir excited about their launching of River Valley Initiative II ut
January 2W7.
Other Signs of Growth
Financial convniuuems from the City, County attd Dubuyue Area Chamber
of Conunerce are in place to offer a revenue guaratuee to get a secaui hub for
commercial air service to the Dubuyue Regional Air}wrt. In March, May atxi June
2W6, American Eagle exceeded 4,000 ettplanements ut one mash in Dubuyue for
the first time eves Compacvtg the first quarter of 2W6 (14,805 enplattemetus) with
the first quarter of 2W5 (12,4W enplanements), enplanemems are up 19A Mo (2,R05).
Lt real estate, 2W5 was the fourth consecutiveyeu of record real estate sales in
Dubuyue with f 182,817,878 ut residemial a»d canmercial. Tlus is a 16% ittaease
wet 2004 (f15R,077,603) anti a 904'o nurease wet 20W (f96,395,902).
Five new reslaurams are conuttg to Dubuyue ut 2006, this fonows l2 new restauratus
in 2W5.
Progress is About More Than Money and lobs
Neigltiwrhoai Reitrvestntent has lteert ate of Dubuytle's strong suits wet thr
last 10 years. mtpletnentation of rite Neig}tborhood Reuwestntent Stratepv has
meant community-oriented }wlicutg, new parks, hundreds of miles o[new streets,
rehabilitated Itolltes, o}gwrtmtiry far home ownership, a Drainage Basin Master Platt,
a plan for Downtown, the formalist of Neighlwrhood Associations, and the addition
of a Neighborhoai Developtuent Specialist position with the City.
TlteWashittgton Street Neighborhoai Reutvestment PLut cont}wnent is mwittg
slottg with a }tarutership with Dubuyue Battle and Trust to spur homeownership
and -~uildntg rertwation. Completion of thewasltittgton Catrt Aparuuents
project (focuser Dubuyue Casket Contpalrv building) will }trwide an anchor For
the neigltborltood, with fire Community Health Center providutg needed medical
seratices to the mtderittsureri attrl uttuLSUreri. Tltis project is rite greatest exunple
of how orgat»zations working together, like Gronert Properties, the Community
Foundation of Greater Dubuyue, the tneriical commwnity, warren's religious orders,
the City of Dubuyue, the Dubuyue RacutgAssociatiott, mtci philunhropic-r»inded
citizens cart positively itttpact a major problem for low- utcl moderate-income
residents.
Community-orientrd poHcir>,g is being
stre[tgthened with the creation of a captain
position to lead the effort and the additio[t of
another officer tit the unit.
And There is More
Misty citize[ts are working on implemeruation
of E[tvisist - l0 projects by 20I0.17te East
Central Lttergovermnental Association is
prsuotirtg regio[talisnt with Prosperity Eastern
Iowa. Northeast Iowa ConmtuNty College is
develoying a Busutess Accelerator Program,
irtcludutg establishment of a Venture Capitil
Fund in partnership with cite Greater Dubuque
Development Corporatist.
Retail ex}wutsist effocrs csuinue in parutership
with the Greater Dtrlxryue Development
Corporatist and Dubuque Initiatives. The
Dubuyue Axes Chamber of Conutterce csttirutes
ut~tlementatiou of the Workforce Develop[neru
Program. The City is in discussions with the
Cltatnbtr and GDDC st csumuniry ntarketi[tg.
The City will soon begot the process to apply for
a[tAJI-America CiryAwani.
M mutexatist plan process was initiated.
Prelirttutary design on the Southwest Arterial
is being csnpletei. The acquisition of cite
Federal Building was closed st July 1, 2006.
The Dubuyue Industrial Ceruer West Phase
II expansion was conmte[tced just in tune fs
nwnerous companies to cstsider expansist in
Dubuyue.
The Next Level
For Iktbuyue to couti[we its progression from
good to great, we camtot become canplacent
with str recent growth :utd successes. We
roust ruairuavt our momentum aztd csnirute to
irutovatively address thr chanertges we face. 1
know the Mayor artd City Council are prepared
for doing this in partnership with the mury
caring oxgartizatiorts artd individuals in this
comnuu»ty.
~~~~
4ticttael C. Van Milligat,
City Manager
HEADLINES FROM THE TELEGRAPH HERALD
SINCE JANUARY 1, 2006
Manufacturing springs back Data: Work force grows
July 22, 2006
Dubuque is enjoying what econotr~ic devebpment officials April 3, 2006
Dubuque County adds 300 jobs in February aceording to
consider an enviable recovery in the manufacturing sector the nrost recent state figures
City shines skrce dour days of T-shirts McGraw~IJlll tabs port site
July 12, 2006
Community rallies to recover from economic downturn April 1, 2006
Growing firm looks to build a $32 million office. adding
after last one to leave Dubuque' shirts 25 years ago 44 jobs
Area unemployment rate plunges Local officials tout job growth
June 26 2006 March 12, 2006
Dubuque t<ounty tmemployment is at its lowest level m 6 Rate for Dubuque metropolitan area is described as
years unprecedented
4 development agreements approved Job creatk-n surges In Dubuque
lone 20, 2006 March 10, 2006
Projects are expected to retain 461 jobs and create 74 Carnry outpaces other Iowa metropolitan areas
new ones
16th birthday sweet for Prudential
June 10, 2006
Financial sernces operation is coedited with helping
revitalize downtown Dubuque
Sedgwkk Claims launches search for
employees
February 26, 2006
Financial services company posts 100 Dubuque job
openings on its Web site
Local jobs engine still humming along
May 24, 2006
New work force members show Dubuque county has
added hundredsotjobs
Cky making tech leap
IM~a r 22, 2006
iacom is setting up I-Net. a fiber-0ptic network
expected to save Dubuque money
Community health center takes shape
May 7, 2006
A Dubuque clinic opens its doors this tall to the uninsured
sick child and the middle-aged woman who hasn't seen a
dentist in years.
TheLgen's plans expansion
Apri129, 2006
Dubuque retailer plans a $5 million combined facility a[
Indttstnal Center West
Dubuque home sales twntlnue to boom
April 28, 2006
Cat's real estate market growth outpaces national
averages. latest statistics say
County's job growth continues
April 26, 2006
The most recent numbers indicate Dubuque County's
economic engine continued to hum last month
asjob creatiat hit another new high-water mark.
artpacing most of Iowa's biggest cities.
Insurance firm plans Dubuque move
Apr1114, 2006
City blazing an economic development trail
April 5, 2006
McGraw-Hill is an example of tutw city officials keep job
growth flowing
City of financial service
February 21, 2006
A Tennessee firm chooses to expand in Dubtpue
What price Is lower now than 20 years ago?
January 23, 2006
Property taxes in Dubuque in fecal 1987 were 46 percent
higher than the proposed rate for next year
Downtown Dubuque Revival
January 22, 2006
Irwestor. parbters bring rew lice to city's old buildings
Brewery revived?
January 14, 2006
local developer hopes to open long-awaited Port
destination by fall
Museum plotting expansion
January 13, 2006
Officials seek a lease on former Adams property to begin
an $8 million upgrade
Deere expects to add workers
January 13, 2006
Booming construction demand and unit rekxation will
add up to 50 jobs at Dubuque plant
Building a better Dubuque
January 6, 2006
CommRtee announces top 10 ideas
Housing starts soar in area for 2005
January 4, 2006
Residential catsuuctionjumps 179'0
Dubuque 2006 ~ 5
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Civic Ceder
• Completed rertovatiat of the Five
Flags Cener including replacement
of all bleachers, new concessirnt
stands with expanded menu, new
ticket office, remodeled ntairt office,
new entruue on Locust Street, new
carpet and rile in both the upper acrd
lower pranenade areas, acrd heating
acrd cooling system replacement.
• The number of events offered was
irureased as more concerts arxi
family shows were }terfornted for
record numlters oFusers.
Library
• Experienced a 2596 irx-rease in
17VD circulation between FY 2005
and FY 2(106.
• Sirue 1986, [Ire library materials
utventory has uureased 40"ia arxi
circulation has increased 3Wlo.
• From FY W90 to FY 2003, in-house
library use Prot utcludutg public
Interne[ access) has utcreased 297ok
utd library tisits have increased 61°.'0.
It is no longer unusual to see wen
1,000 people a day enter the library.
huentet access ltas increased 841%
since its uttroductiat 10 years ago.
• Recently launched a fwtdraisirtg
carnpaigrt, "Buildutg Our Future,
Restorvtg Our Past"fora 55.3 million
renovation ro the facility.
Parking
• hnpleutented Pre•P:ild Cash t_ards
for parkutg ureter usage.
• Coupleted majority of Sl.l utilllwt
Stntcntral Evaluation arxi Restoratbtt
of the Iowa and Locust Street Rautps.
Personnel
• Negotiated cwuraas, within the City
Council Wage Guide4nes, with the
City's five collective bargaining units.
• hnplemented new requirement of
City eutployees to pay IOMo of the
premium forlteahhand prescription
drug 6tsurauce.
• The City experietueri a l2•'~o reduction
in ktealth acrd }trescription drug claims
in FY 2006 Ihrougit the efforts of the
City's Health Care Conuttiuee.
• Conducted the recruitmerus for 23
full-time }tositions.
Planning Services
• Adopted ut 1995, the Dubuyue
Cmnprehensive Plant was upciateci
in 2001?-2002 arui is wtdergoittg its
second update in 2006.
• Amtexed 4,268 aces since 1995 for
planned acrd nta»aged growth.
• hutiated [Ire Developers'
Roundtable in 1992 as a forum
for open cannuntieation and
coordination about the City's
development review process.
' PUTTING THE `PARK'
IN INDUSTRIAL PARK
The Dubuyue Ittdustcial Center West (DICW), a 530 milliat, 750-acre
' industrial park located on Dubuque's west end, is art exuuple of the City's
comntimtent to smart grownh and ttalartch>,g economic development wiilt
quality of life.
Tlus industrial park is home to the JohnG. Bergfeld ltecreatiarArea,
' a new, 30-acre City park named after)ohrt Bergfeld, a Dubuque county
fanner utd one of Dubuque's first heart trmtsplant patients who previously
avned the land the DICW currently occupies. The park cotuairts pLty
equipment; a pavilion whit Iiglttirtg, electricity, and fire}dace; restroonts;
acrd a 14-acre pond surrounded b5' an .8-mile paved walklttg trail. The
' pond, which provides stomt water detention for the irtciustrial park, is
stocked and features two accessible fishing piers.
~, ~ ~'
' 8 State of the City and Annual Report
Cxeateci ntarty "leadutg edge" historic
preservation iruentives by ertactutg
IleW [eguld[IOl1S, 1eVtIdgi[tg fwxis,
and fonuutg puutersltips, which
serve as models for }treservation
conuuissiwts across the country, attd
are especia0y relevant for small to
medium-sized cities.
Leveraged neariy 52.6 rttillion ut
federal vxi state grants to }clan,
design, and construct over 21 nines
of on-street and off-road trails alatg
the riverfront and through the City's
north end sirue 1995.
Police
• Allocated foods for eyuiputenl and
traittutg for a Certified Forensics
Computer Exarturter to expand
irnestigative abilities to forensically
recover digital etidence iu computer
databases buikiute strotttzer or more
related offenses.
• htiliatecl a three-year ht-CarVideo
Project to equip all 19 u><trked police
vehicles with au itxarvideo system
to record trilf`ic stops, field iruerviews
of witnesses acrd suspects, higlt-
risk encoutuers, vehicle pursuits,
and surveillance atni oUservation
activities. Four of these units were
purchased acrd activated iu FY 2006.
• Expanded the joint Police/Slterif£
Records Ctittision in FY 2006 tluougft
the addition of a Records Supervisor
acrd }tart-time records clerk :utd
expuxied use of document iutagutg
capabilities. All offense and arrest
retorts are electrorticallycopiell by
the Reconls Division utakirtg those
re}torts corttpurer retrievable for
citizens :utd department personnel
utsread of ]tavutg to search through
utauual files.
• 71te schooUpolice }tarutership
tluatgh the activity of the School
Resource Officer program cauutues
to show stratg promise. Experienced
a 6.3?~o increase in school
imesti~ttiorts from the previous year
with rite deplcryment of three Scholl
Resource Officers serving the public
schools. Additionally, studem contacts
lty 4te School Resource Officers
increased by 5.S% from the previous
year. AlthouieJt criminal complaitus
uureased, assaults within the schools
dropped 15.6wo with ille~tl substarue
abuse cases decreasing 4179b.
Public Works
• Paved over 10 miles of streets ut FY
2006, brirtgirtg the total to over 107
u»les of streets since 1993.
• Beettt }»lotittg Iowa's first food scrap
curbside collection and recycling
program ut April.
• Instilled l t4 hartgirtg flower planers
ut May alatg the Port of DubuyuCs
Riverwalk attd Ice liaritor.
• Dubuque's households'recyclutg rate
otlicially surpassed 40°~ in FY 2006.
• Occupied the new 128,000 sy. ft.
Municipal Services Center in October
2005.
Transit
• Begano(i'ern SeasortalTrolleyService
for the Port of Chtbuyue and Flistoric:il
Dowmown ut Jwte 2004.
• Extended the Green Line to offer
service to the NewAslxtry Plaza at
the Northwest Arterial :utd began
offering a uew school tripper service
to Roosevelt htiddle School.
• The Ciry of 1"htlxtyue ertrered a
contract with First Transit itt April
2006 to sup}t}y ntauageutent service
for Keylnte Transit.
Water & Water Distribution
• Installed 250 new water service lutes
on the system in FY 2006 in sup}tort
of conuttuuity growth. Additional
infrastructure irnprwemertts made
last year irulude:
• htstalled/repLued 42 fire ]tydratus
• Installedlreplaced 96 water
control valves
• Installed/replaced 15,7761utear
feet of water mains
• Completed Northwest Arteri:il water
rnaitt exte»sion (18,550 linearfeet of
16-arch pi}te) attd JFKW.uerTower
(1.25 urillion g:illons) to soy}tort
growth for residential, corrunercial
and irxiustrial needs on dte west :uxi
north sides of the city.
• Implementation, coutpliartce and
acceptance with the United States
Ettviromnental Protection Agencies
the City Water Departments
VuhterabilityAssessnteru and
Emergency Res}tottse Pl:ut.
• Occupied the 128,000 sy. Ft.
Municipal Sertices Center in October
2005.
Water Pollution Control
• Began reconstruction of the Cedar
Street acrd Greyhotuxl Park puruputg
stations. The Cedar Street Station
prcnidrs service for a significant
portion of Dubuque's industrial
couunutrity along with residential
:utd commercial service.
• Replaced fatal c4nil'ier drives at the
Water Pollution Coturol Pl:au, a
cotttimtatiort ofa nudtiple-year }xoject
to refurbish criticalvtfrastntctcue.
• Overhauled key mechanical
components at the Water Pollution
Caurol Plant to ensure at least lOl7t'o
backup of all systems.
Iowa Benchmarks
The City o(Dubuyue's rattkittgs unong comparable Iowa cities
in important financial categories, based on Fiscal Year 21m7
(July 1, 2006 -June 30, 2W7), are as follows:
Ranking Among Iowa's Largest Cities
Issue Rank
Lowest City Property Tax Race ........... ............#1 of 10
Lowest Sutitaty Sewer Rate ................. ............#2 of ]0
L,iwest Water Rate ................................... ............ #2 of 7
Lowest Solid Waste Rate..._ .................. ............#t of 10
Lowest Stormwater Rate ....................... ._.........#8 0[ 18
Best Bond Ratutg _ .............._.................. ............ #3 of 4
Inwest Dertt Margut.........._..._ ............. ._.........#2 of 10
Property Tax Rate Comparison for Iowa's Ten Largest Cities
Property Tax
• The Ciry portion of Dubuque's }troperty tax rate for the
Fiscal Year (FY) 2()07 is $9.9803 per thousand dollars of
assessed value, a slight htcrease From the FY 2000 tax rate
of 59.6991.
• This represents a dc~7ease in property taxes For the atrrage
homeowner of $18.83 (3.73 percem) and a decrease from
the cost to the average haneowner of $504.62 ut FY 2006,
down to $485.79 for FY 2W7.
• Of the 10 largest citiesut the state, Dubuyue ltas the
lowest city property tax ratr. The highest-rucked city
(Waterloo - f 18.85) is 89 percent higher than Dubuque's
rate, and [he average of the other nute cities ($15.69) is 57
percent higher than Dubuque's rate.
• 'This additional year of uo city pro}terry tax increase to the
average hrnneowner brings Hutt record to twelve consecutive
yeah withotn a property tax iturease initiated by the Ciry for
the average ltorneowner, with six of thoseyears sttowittg a
decrease.
• lweury years ago, Dubuque's property tax rate ($14.58) was
46.1 percent higher than the FY 2007 rate.
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Savings to Average Homeowners
Looking at the property tax and fee cotuparison against outer Iowa large cities demonstrates the savings the
average Dubuyue houeowner is seeing over cite other conuuuttities. 1f Dubuyue was at the average of these
other large cities or at the ltigltest rate, the average homeowner in Dubuyue would be paying the following
amoral costs:
Current Annual
Dubuque Cost If Equal to the
Average of Other Large
Iowa Cities
If Equal to the
Highest large Iowa City
Property Tax 5486 5764 (+1278) 5918 (+$432)
Water Fee $173 $232 (+559) 5346 (+5173)
S:utitary Sewer Fee $189 $249 (+560) 5382 (+ 5193)
Stonnwater Fee f27 529 (+$2) $73 (+ $46)
Refuse Fee $114 5156(+$42) 5252(+5138)
Total Aaatsal Cost 5989 51,430 (+5441) S 1,971(+5982)
Savieg the average homeosraer almost $ },000
per year ig annual costs for CNy seniors probably
has allowed some pro}tie, especially the elderly,
to keep a home they might otherwise have had
to sell, and allowed some moderate-Luome uety
homeowners (mostlyyowtgery to be able to afford
to buy a home.
There are approximately 20,01)0 residential
properties and 2,500 conwtercial }troperties
(which save over 53,000 itt property taxes by being
itt Dubuque) attd utdustrial properties (which
save rn~er $5,000 itt property canes by being in
Dubuyue). These stvittgs allow people with
disposable Luome to purchase goods utd sen=ices
with the nlolle}' they' are not s}tending at City of
Dubuyue services -- patting almost 529 mifttlor
araaiatly back itsto tlse local economy.
Dubuque 2006 ~ 9
WatetNe B ~ i Sioax CRY Iowa Ciry lb is ~~Rapt~As Whi Nte~ ~ e
i~
i~
Sanitary Sewer Rate
• For Fiscal Year 2007, Lhtbuque's sewer fee rose to f 15.78 -
per month per 800 ntMc feet, a nine perceru htcrease from ~
f 14.431ast yeaz. ~
• htcreascxl operating costs account for five percent of this .~
htcrezse and debt payment for capital needs aceoonts for -
tltree percent. A water pollutiat control facility plan will
be corxiucted this year, which will culminate in a major $
renovation plan that will reyuire long-term delis, so ate g
perceru of this utcrease and future year uxreases are to ~
provide capacity for that debt. m
• The City of Dubuyue has the second-lowest sar»tary sewer
' su
rate of Iowa
s LO largest cities.llte highest-ranked city Q
powa City - (31.82) is 102 perceru higher than Dttliuyue's ~
rate attd the average (520.73) of the other nine cities is 3t ~
perceru higher than Dubuyue.
' ~
• From FY 1993 through FY 2007, Dubuque
s sarutary sewer ~
Fee ltas increased art average of 1.8 percent arutualty, with Z
nine of iltose years s-towittg tto htcrease. ~
Water Rate
• The FY 2007 fee for Dulx~yue's award-winning municipal
water rose to (14.40 per SW cubic feet (resideruial average) 1;
from 513.84 in FY 2000., afour-perceru increase.
• The City o(Dubuque has thesecond-lowest water rate of 9
comparable Iowa cities. The highest-ranked city (Iowa City
- 528.80) is l00 percent higher than Dubuque's rate atxl
g
the average of the other sties (f 19.00) is 30 percent higher Y
titan Dubuque's.
• From FY 1983 through FY 2007, Dubuque's water rate
increased art average of 1.9 perceru per year, with six of ,.
those years showing uo increase. ~
4
J
~'•'
Z
Refuse Rate
• For FY 2007, the refuse collection fee is f9.46 per moult, an
8.74 percent increase from FY 2006's rate of f8.70.
• Dubuque still has the lowest rate of the 10largest cities
in the state. The I»gltest-ranked city (Arises - (21.00) is
122 perceru higher thus Dubuque's rate and the average
of those trine cities (512.99) is 37 percent higher than
Dubuque's rate.
• From FY 1994 to FY 2007, Dutxtque's amoral increase for
refuse collection is 0.5 percent, with five of those years
showing a decrease and three yens having no increase.
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10 ~ State of the City and Annual Report
Sewer Rate Comparison for Iowa's Ten Largest Cities
Water Rate Comparison for Largest Iowa CRies with Water Softening
Refuse Rate Comparison for Iowa's Ten largest Cities
hwa CNy Ak ss Woos Woo Awes ~ M Sioox CNy Ra~N1s DttMgro Davenport
lonra CNy Wsst 9ss Awes CotweN DNlls Dos MOIMS Ce1ar RapiAs
Moinos
Aetos ~ Sion CNy Iowa CNy Wanrloe CM ~D~ Drwenport W~hKS DuDugro
Stormwater Fee
• The implententurou of rite Bee
Brandt Creek Restoration Project is
the key to saving over l,tt>0 Dubuque
homes from flooding during severe
raittstontts. Quickertutg the pace
at the yart of the project From
the 16th Street Detention Basin
[luough the dutuuutg affect of
the railroad tracks will avow for a
quicker redeveloputent of the former
Dulxtque Pack site attd more timely
tktorl relief for North End residents.
• To accomplish this, the stonnwater
fee nxxeased to 52.25 for FY 2007
from S t.79 last yetr.
• Of 14 comparable Iowa dries,
Dulxtyue has the eigluh lowest
storntwater fee. The highest-ranket9
city's rate (Des hioines - 16.12) is 172
}rercetu higher than Dttbuyue's rue
attd the average (52.39) is six }tercent
higher than Dubuque's rate.
• Future plots call forut accelerated
rate of increase of the stonnwater fee
wluch will cap out at 15.00 in Fiscal
Year 2012.
Storrwater Utility Rate Comparison for Cities in Iowa
s~.0o
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f5.00
54.00
f3.o0
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f1.00
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f t.50 f 1.50
d
Moody's Bond Ratings
Bond Rating
The City of Dubuque's Moa1y's Bond Ratutg was uygraded
toAa2 Lt 2003. Dubuque's hoed ratutg is the third-highest of
Moody's 19-rating scale utd it is the third-highest of Iowa's
10 largest cities. The purpose of these ratutgs is to }xovide
itrvestors with a simple system of gradation bywhich the
relative itrvesuuent qualities of Lwttds can be measured.
Q'~ ~ 4tt1 4r1 ~rP sc8-° try
Ranking City Rating
1 Antes Aaa
Cedar Rapids Aaa
Iowa City Aaa
2 West Des Mouses Aal
3 Dubuque Aa2
Des Mouses Aa2
Daverywrt Aa2
Siou.~t City Aa2
4 Council Bluffs A 1
Waterloo A 1
legal Debt Margin Comparison for Iowa's Ten Largest Cities
Legal Debt Margin
Of the ]0 largest d~iesvt Iowa, the City of Ihtbuque has the
second-lowest percentage of legal debt margin projected to
lte utilized for Fiscal Year 2007, at 33°'0. The ]tigltest-corked
dry, Des Mouses (800io), is 1411<3o higher [hart Dubuque artcl
the average of the other mute dries (55~Si~ is 65N0 higher than
Dulxtque.
,~
ttox
70%
.^ li0%
a 50%
40%
S
IaJ 30%
i•~ 20%
Z
W
10%
W
a ox
Itnas Ouingrr bwaC7ry Watetfa mil Davap~tt 501o~t Yw MN~nas
Dubuque 2006 ~~
~~~f~ ~~ ~ ~rm~~ td ~J j~%n,~
FY 2007 BUDGET ~ "Ylk Satery
police, Emergency Communication Ceruer, Fire, Disaster Services, Heahh Services
-Animal Corrrol, public Works-Flood Cotxrol, Ruiiding Services - Inspec[iorrs
FY 2007 Total Budget
PrtYre ~
i 10%
hNb Yrnkt
/ 2~l6
lwtwrel ~
f ~ ~ ~ Cdrw ani Iltarh uM SetY
1l1% ~~ Stnloes
Total Budget;108,888,920
Operating Budget
The Operating Budget represents the various recurrir>,g adlvities and services
normally associated with City govertnnent (e.g. police, tire, street maintenance,
reaeation). Expenditures in the Operating Budget are for such categories as
Employee Expense, Supplies and Services, Equipment Purchases, artd Debt Ser
vice. Funding of the Operating Budget includes property taxes, shared state and
federal revenues, fees, fines, licenses, permits, user ctrazges, and cash balances.
Capital Budget
The Capital get represems major "permanent" capital improvement projects
reyuiring the nonrecurring expenditures of public funds for the acquisition of
property or easement, construction, renovation, or replacernetu of a physical
asset of the City, and any studies, engbteering, or surveys which aze an httegral
part thereof. The Capital Budget is uwlti-year in scope, is updated amwally, and
includes project Funding information. The first yeaz of the Capital Budget (or
Capital Improvemem Program) is included with the Operating Budget for the
sameyeaz to arrive at a total or gross budget amount. Capital Budget financLtg
comes primarily from bond proceeds, state and federal grants, Road Use Tess
funds, and utility depreciation funds.
~ PoYIk Werks
Airport, Public works, Engineering
Healllt i Secisl Servkss
Human Rights, Health Services, Purchase of Services
"'~ CrHwe & Recreation
Parks, Civic Center, Conference Cemer, Recreation, Library, City Manager -
Arts 8 CulturalAffairs
Cotntrunlty L Econank Devek~plnent
Economic Development, Hougng& Community Development, Platuring Services,
Purchase of Services, City Manager- Neighbofioad Development
Geeeral tiovernneet
Ruik1vtg Services -City HalUAnnex Mairuettance, Ciry Cowxil, City Manager,
City Berk, Finance, Cable TV, legal, Information Services
Brsinsss rye
Water, Weser Pollution Convol, Parking Division, Traruit, Public Works -
Landfill and City Garage, Engineering - Sewer/Stormwater, Finance - Utility Meter
Reads/Stores Service
DeYt Service
Principal and interest payments for public imprwemetu projects
FY 2007 Operating Budget
FY 2007 Capital Budget
Total Capital Budget;33,214,582
' 12 State of the City and Annual Report
Masterpiece on the Mississippi
City of Dubuque, Iowa
Application for
IOWA GREAT PLACES
' In 2005, the citizens of Dubuque began to ask "What's next?" As Mayor Roy Buol stated upon his
election as Mayor in 2005, "The next five years will define the next 50 for Dubuque." This application is
about the "What's next" for Dubuque and the State of Iowa. Included in the application is a request for
' financial and partnership assistance from the State of Iowa to implement the Envision 2010 projects
identified by Dubuque's citizenry. Envision 2010 is:
"Big ideas with broad acceptance that will have along-term, positive impact on the growth and quality of
life of the greater Dubuque community. "
Dubuque Envision 2010 Steering Committee
' The Envision 2010 projects that make up our puzzle pieces in our Iowa Great Places application. The
puzzle pieces include:
' • Tri-State Community Health Center
• America's River Phase II
• Library Renovation
• Performing Arts Center
• Bi-lingual curriculum and hike/bike signage
' • Passenger Rail Service
• Warehouse District redevelopment
• Mental Health Substance Abuse Services
' Community-wide Wireless
The following pages describe how each of these puzzle pieces contribute to the seven dimensions of our
Great Place called Dubuque, Iowa. Thank you for the opportunity to apply for this funding and for your
commitment in reviewing this application.
~ '
Part 1-Introduction
"I saw the angel in the marble and I carved until 1 set him free. "
Michelangelo
Dubuque is a Masterpiece. Nestled among the bluffs of the mighty Mississippi River, this riverfown is
truly unique. As Iowa's oldest city, Dubuque is a community well known for its natural beauty and, in
particular, the historic architecture that makes up much of the downtown and surrounding neighborhoods.
This historic city features unique architecture, breath-taking views and entertainment options that lure
millions of visitors each year. Dubuque is the seventh largest city in the state and residents enjoy a
contemporary city with both Victorian charm and the conveniences of an urban setting.
From pre-archeological mounds to historic vistas along the riverfront bluffs, the area is a profile of classic
demographic elements so typical, yet unique, in this exceptional region. The written history begins with
Dubuque's namesake, French-Canadian Julien Du Buque, and his friendship with the Mesquakies in the
late 1700s. Today, churches offer Cornish suppers, a tradition of lead miner of the early 1800s. The Swiss
emigrants of the 1850's gave their name to Swiss Valley just outside Dubuque. Wave after wave of
European emigrants crossed the Mississippi by ferry and rail. A few decades ago, Dubuque was a
community of many backgrounds, especially the Irish in the south part of town, the German-speaking
emigrants in the north and the first settlers, the English, in the middle. Today Dubuque is a thriving city
with a population of nearly 62,000 people and a county population of nearly 90,000. The school system
has special classes for numerous languages of emigrants from around the world. One church gives
services in Spanish. From Bosnian refugees, to Marshall Islander American citizens, to all manner of
Hispanic peoples, Dubuquers have welcomed all to participate in community life.
Historically known for leadmining, boat building, and logging, Dubuque is now known for its riverboat
excursions, tourism, gambling, and recreation. More than one million tourists visit Dubuque annually to
ride the riverboats, learn the history, and see the sights. An exhilarating explosion of cultural events and
activities has been nurtured by an active and progressive artistic and cultural community in the Dubuque
Tri-State area. Visitors are awed by the incredible architecture of the past complemented by the most
recent developments, including the riverfront development and the restored downtown districts. The home
to three liberal arts colleges, three seminaries, a monastery, and a number of motherhouses for women
religious are a mere beginning. The delightful sounds of spring, summer, fall and winter festivals ring
throughout the community. Anationally-ranked drum and bugle corps and a private music school only
give a taste of the diverse and talented music groups from the professional symphony to professional
blues, country and rock groups who can be heard nearly every week at a club or festival.
Dubuque also offers career and business opportunities in pace with today's technology-driven economy,
yet it features a small town's warmth, friendliness and freedom from hassles. Dubuque stands out as
growing its employment numbers, while other parts of the Midwest are slowing down. Large multi-
national corporations have been in Dubuque for decades and continue to invest here in the people and
their work ethic. For example, a major publishing company recently announced amulti-million dollar
project near the waterfront. Long-time family-owned businesses are also growing, supported by a
community which values family and personal relationships. Dubuque is an exceptional worker's paradise,
with unions working hand-in-hand with corporations. Dubuque ranked second in Iowa among major cities
for job growth between July 2002 and July 2005. Even though Dubuque County holds only 3% of Iowa's
population it accounted for 9 6% of the new private sector jobs created in the entire state from July 2002
to July 2005.
Our community takes great pride in our slogan, "Masterpiece on the Mississippi" but such was not always
the case for Dubuque. This is a story of how we took our stone and carved out a vision for our
community -- a vision that has created a city of beauty, culture, economy, diversity and a collective hope
for the future knowing that we can make even more happen.
2
It besan in the 1980s, as most visions do, with a need for Change.
' In the 1980s Dubuque was a city experiencing difficult times. We were a community with double-digit
unemployment, there was an exodus of residents from our community and the State, struggling downtown
businesses, disconnected neighborhoods and most of all little hope from our citizens that we could create
change. In January 1982 Dubuque's unemployment was 23%. The city had lost 7.8% of its population
' between 1980 and 1990, had no four-lane connections, had one antiquated analog phone switch, property
tax rate had reached $14.58 per thousand and the average value of a home fell 9%. However, community
leaders from the private and public sectors came together in what was the first of four visioning efforts
over the past 20 years that helped change Dubuque. These leaders focused on grassroots efforts to
address downtown redevelopment and industrial expansion. Out of this was born Dubuque Infuturo (now
Dubuque Initiatives), Greater Dubuque Development Corporation (Greater Dubuque) and Dubuque Main
' Street (DMS). Dubuque Infuturo and Greater Dubuque focused on industrial development and paved the
way for the creation of Dubuque's first industrial park on the West end. Despite controversy, this group
worked with the City to create Dubuque Industrial Center (DIC), a 142-acre industrial park that ultimately
' provided for the expansion and recruitment of 17 companies that provide 1,308 jobs. The much
newer DIC West now has 104 acres purchased and 576,000 square feet under-roof. The DIC West is
already home to 400 employees at 8 businesses and the park continues to grow and add businesses. These
' current expansions mean that the DIC West will be the new home for at least 150 additional employees.
In 2006 alone 12 new development agreements have been negotiated by the city, Greater Dubuque and
private industry for expansion into our industrial and technology parks.
' Dubuque Main Street became one of the first of six pilot Urban Main Street programs in the country. The
mission of this grassroots organization was to aid in the redevelopment of downtown. At the time it was
created, downtown Dubuque was experiencing a first floor vacancy rate of over 55%. Today, the story of
our revitalization is truly outstanding. New construction in downtown was $119 million by June 2006,
building rehabilitations were over $77 million, facade renovations were nearing $6 million, public
improvements were over $35 million, real estate sales neared $92 million, first floor vacancy rate is 10%
and there has been a net gain of 1,923 jobs. Dubuque Main Street is the longest-running Urban Main
Street program in the country and our success continues to be a model for other communities.
It began in the 1990s, as visions sometimes do, with an Opportunity.
In 1990s the Dubuque began a new visioning process, called Vision 2000. Over 5,000 area citizens
participated in the community planning process in 1991 and 1992. The product, a shared vision statement
' for the tri-state area, served as a guide to community decision making and long-range planning. The City
of Dubuque Comprehensive Plan built on Vision 2000 with policies, goals and objectives for physical,
economic and social aspects of the community. The Comprehensive Plan was adopted by the City
Council in two phases in 1994 and 1995. Dubuque became the first recipient of the Great American Main
' Street Award given by the National Main Street Center in 1995. State Legislation allowing riverboat
gambling and authorized CATD and Vision Iowa funds. Dubuque, along with Davenport, was the first
city in the nation to offer riverboat gaming. At the same time, the city invested over $6 million in
' infrastructure improvements and the Dubuque County Historical Society invested over $3 million in
expansion of its River Museum.
' It began in 2000, as good visions do, with Partnerships.
Dubuque has always been a special place with a vital creative spirit. The malaise which struck many
similar cities in the second half of the 20th Century also managed to seep into the inevitable cracks
affecting this community, but forward-thinking community leaders found many ways to turn the city
around. The most obvious success story was transforming the old industrial riverfront into a vibrant and
exciting area for tourism and conventions. This transformation has inspired further development in the
' near downtown area, first with the gentrification of major retail areas downtown, and next to bring more
shops, cottage industries, and housing alternatives to the century-old stone and brick buildings.
By the end of the 1990's, the River Museum was dreaming of a huge expansion, one that would forever
change the riverfront of Dubuque. City leaders envisioned a totally renewed riverfront. The America's
River project was born, with a goal of $25 million. But the Vision Iowa legislation allocated $200
million for bold ideas across the state. The $25 Million America's River project, with the help of a $40
million Vision Iowa grant, became a $188 million revitalization, one of the most successful in the state.
The America's River project transformed 90 acres of Brownfield property at the Port of Dubuque into a
destination that captures the historical, environmental, educational and recreational majesty of the
Mississippi River. Reclaiming riverfront property for mixed-use development and creating a place where
residents and guests could reconnect with the river were the goals of the America's River project. It has
five anchor components: The Mississippi Riverwalk, the National Mississippi River Museum &
Aquarium, the Grand River Center, the Grand Harbor Resort, and the historic Star Brewery complex. The
National Mississippi River Museum & Aquarium, a Smithsonian affiliate, showcases river life in five
large aquariums, interactive exhibits, a Discovery Wetlands, and a historic steamboat that also is a "boat
and breakfast." The museum provides a wide variety of educational experiences for children and adults.
The 200-room Grand Harbor Resort is Iowa's first indoor water park. The resort offers stunning views of
Dubuque and the Mississippi River.
This renaissance achievement has not gone unnoticed. The city has been the recipient of numerous
national awards and recognition including: The Phoenix Award for Brownfield Redevelopment,
America's Crown Communities Award, All-Star Community Award, International Downtown
Association Economic Development Award, Urban Pioneer Award and recognition of two National
Historic Landmarks. Dubuque was also one of the first 8 communities across the United States and the
first one in Iowa to be recognized by the White House as a Preserve America community. Dubuque was
also recognized by the National Trust for Historic Preservation as one of its Dozen Distinctive
Destinations, and by USA Today as one of "10 Great Places to Discover Midwest Charm". Money
Magazine recently named Dubuque as having the shortest commute in the U.S., highlighting the livability
of this charming river town.
It began in 2005, as Great Visions do, with Community.
In 2005, under the leadership of the Community Foundation of Greater Dubuque, discussion again turned
to, "What's next?" As Mayor Roy Buol stated upon his election as Mayor in 2005, "The next five years
will define the next 50 for Dubuque." But what did the next five years hold? Sensing the need to engage
more young, diverse professionals in civic life it was time for a new vision -one in which the greater
Dubuque community could embrace and take ownership. With this in mind, the Community Foundation
and the Chamber of Commerce embarked upon our greatest vision effort yet. Over the next nine months,
a steering committee met every week to discuss how to engage the community. This committee realized
that the public must embrace change for it to be achievable. The Dubuque Racing Association (DRA)
realized this as well and agreed to commit funding to make this visioning process happen by helping to
fund the Envision 2010 website, printing of the community visioning tool kits and a marketing campaign
to reach out to all sectors of the community to engage their input and ideas. The DRA also saw the value
that this Envision process would have in creating a roadmap for Dubuque's future and how easily funders
could make decisions based upon a plan that was embraced by the community.
The steering committee kicked off the Envision 2010 (Envision: Ten Community Projects by 2010)
process with a free community breakfast that was attended by over 480 people from all walks of life.
Participants were shown how to run a visioning process and given Visioning Tool Kits that also could be
downloaded from the Web site. Community groups worked on their own over the summer and early fall
months to submit their 10 best ideas for making Dubuque a special place. For the next several months,
citizens came together in a variety of ways from civic groups, to neighborhood associations, to coffee
clubs, to discuss their great place. For some, the discussion was about a place that would engage citizens
and visitors alike, others a place that would have well-designed infrastructure, still others discussed a
place that was unique. But for most it meant a place that has diverse, cultural and economic vitality
accessible to all. In total, this process generated over 3,000 ideas submitted by somewhere between
4
10,000 and 20,000 people.
The Steering Committee had deep trust in the process, which was open and inclusive: It sought
applications from the community to serve on a Selection Committee that would take the list of 3,000
ideas and refine it down to 100 ideas. There was an open, anonymous application process to create the
Selection Committee. Although Dubuque is relatively homogeneous, every effort was made to achieve
diversity on the Selection Committee by age, gender, race, ability, and disability. After the Selection
Committee chose 100 ideas, the community came together again to participate in a Town Meeting where
300 volunteers helped others used hand-held voting devices to record their preferred choices and narrow
the list to 30 ideas. The Selection Committee then narrowed the list to 10 high-impact ideas for greater
Dubuque. In January 2006 the 10 final ideas from Envision 2010 were revealed in a public celebration
that drew hundreds of citizens from the Greater Dubuque area!
We defined our Top 10 criteria as: "Big ideas with broad acceptance that will have along-term, positive
impact on the growth and quality o~ife o the reater Dubuque community. "
' The ideas included expanding the America's River development with four new cultural destinations,
bilingual education, community-wide wireless, a community health center, an indoor/outdoor performing
arts center, an integrated walking/biking/hikingtrafl system, library services expansion, mental health and
' substance abuse services, passenger train service, and warehouse district revitalization. There was good
coverage in the local media and in particular in the Dubuque Telegraph Herald, which featured each of
the top 10 Envision 2010 ideas in a weekly Sunday series.
' Even before the final 10 ideas were chosen, participants wanted to start working on projects. The Steering
Committee took advantage of the frequent calls from citizens who wanted to be involved in the
implementation of the 10 ideas by connecting them to organizations that would be logical partners for the
' 10 ideas. These were also organizations that needed board members or volunteers. Today there are over
140 volunteers actively involved on each of the Envision 2010 committees. This was the biggest success
of Envision 2010. The Steering Committee has been thrilled because they wanted the process to be one in
' which citizen felt they could have a voice. It also helped people realize that there are many ways they
could be involved in the community using their strengths.
' The committees that have formed have begun to develop action plans for each of the 10 ideas and have
begun to identify partnerships and resources to make these projects a reality. To date there are nearly 150
residents actively participating on each of the 10 Envision committees. For example, the Community
' Foundation has helped secure a $1 million gift and a $700,000 gift for the community health center. It
worked with the Rotary Club on a commitment to volunteer three years to fundraising for the community
health center. The passenger train service from Dubuque to Chicago had seemed the most formidable
challenge of the 10 ideas, but events have propelled it forward too. The State of Illinois passed legislation
increasing funding for Amtrak and made a train to Galena the number one priority. The America's River
Phase II Project has made an $8 million commitment to the City of Dubuque to build its Great Rivers
Interpretive and Research Center, has recently received a large grant from DRA and is ready to move into
' the second half of its capital campaign.
Envision 2010 has been a successful visioning process because the community was ready to decide what
' will happen in the next five years that will define the next 50 for Dubuque. The community welcomed
the open and inclusive process and the 10,000 - 20,000 citizens who participated in this process knew
they were part of something big.
' "Few Iowa cities were hit harder in the SOs, few have a better outlook now... The Dubuque story might
offer lessons for every Iowa city. "
' Des Moines Register Editorial, December 2002
~ '
Part 2 -Our Vision, Our Great Places
"Vision without action is merely a dream. Action without vision just passes the time. Vision with action
can change the world! "
Joel Arthur Barker
TRI-STATE COMMUNITY HEALTH CENTER (The Health Center) - Build a Community Health
Center that would provide high quality affordable medical, dental and preventive care for all, regardless
of ability to pay, for those who are uninsured and underinsured. The Center would provide laboratory
and X-ray services, patient case management, pharmacy services, translation and transportation
assistance.
Current Successes -The initial board has now transitioned to a permanent board consisting of 51%
consumers of The Health Center. Site selection has been completed and construction for the first phase is
nearing completion. The Health Center staff has been hired including an Executive Director, Office
Manager and a Physician. The board is currently recruiting another physician and dentists. The Health
Center has also for a partnership with the Iowa Nebraska Primary Care Association.
Unique Sense of Place -The Health Center is located in a designated Medically Underserved Area. The
area where The Health Center is located is known as the Washington Street Neighborhood and is part of
the Washington Neighborhood Revitalization Strategy. This area of the city has the lowest per-capita
income in Dubuque County and has been targeted for revitalization by the City of Dubuque. The Health
Center will be located in a vacated, historic factory building formerly known as Dubuque Casket
Company. The building, now known as the Washington Court building, is being redeveloped and
restored. In addition to housing The Health Center, Project Concern, a social agency, will occupy the
approximate 14,000 sq/ft of the first floor, providing a continuity of services for clients. The remaining
floors (2-4) will include 36 affordable housing units. A major portion of the remodeling will restore the
historic interior and exterior including exposing brick walls, refinishing maple flooring, and exposed
ceilings.
Engaging Experiences -The Health Center will provide access to affordable health care for many low-
income individuals in the Dubuque Region. Many minority individuals in the community face language
barriers in accessing care. Hispanics and individuals from the Marshall Islands make up at least 40% of
the minority population of Dubuque County. Providing primary care to these individuals will make them
productive, healthy individuals; thereby reducing health disparities within the community.
Rich, Diverse Social Fabric -Over 50 community organizations were involved in the development of
TSCHC. This includes major corporations (i.e. McKesson), city and county departments (City of
Dubuque and Dubuque County), social agencies (WIC, Visiting Nurses Association), service
organizations (Rotary), neighborhood association (Washington Street), hospitals (Mercy Medical Center
and Finley Hospital), colleges (Clarke College), and physician and dentist groups (Medical Associates
and the Independent Physician Association). The Health Center board of directors is comprised of 51%
consumers of The Health Center services. This includes minorities and low-income individuals.
Religious (Sisters of Charity) and social agencies (Dubuque Rescue Mission) are also represented on the
board of directors.
Vital, Creative Economy -The Health Center will start off with 16 employees. This includes an
executive director, finance director, administrative assistants, a physician, nurse practitioners, nurses,
medical assistants, a dentist, dental hygienist, and dental assistants. Values sought in each employee
include a mission centered value to help others and to provide dignified and culturally sensitive care.
Pleasing Environment -New and old will be represented in the Washington Court building. Renovations
are in keeping with historic preservation standards. Tuck-pointing of the exterior brick, interior exposed
ceilings beams and brick walls, and restored natural maple flooring will be featured in the building.
6
' Modern features include geothermal heating ventilation systems and ADA compliant building entry
systems. The entire city block in which the building is located will be completely redeveloped including
parking, lighting, and landscaping. The City, in partnership with the Washington Neighborhood
' Association, is designing and building a neighborhood park and community center adjacent to
Washington Court.
Strong Foundation -The Health Center will be located on a city bus service route and is located in the
' heart of a residential neighborhood, the Washington Street neighborhood. Individuals living in the 36
apartment units in the building will have direct access within the building to the health center. The 36
apartment units will house single parents and elderly. Easy access to health services will be an important
' aspect to the building complex. The Washington Neighborhood has been a target for recent
redevelopment efforts by the city. The Washington Neighborhood Strategy is over a year old and there
has been noticeable improvement in the investment in owner-occupied and renovated housing, several
neighborhood clean-up programs have helped to maintain the clean appearance of the neighborhood and
the neighborhood association grassroots efforts have helped to engage as many as 80 neighbors in
neighborhood activities.
' Creative Culture -After three failed attempts to acquire federal funding for the center, The Health Center
embarked on a local fund-raising plan to develop the center. The Health Center was able to secure a two-
' year $1.3 million grant from the State of Iowa to develop a community health center in Dubuque and an
additional $1 million in local private donations and grants. The Health Center is currently working on
several major donors and small grants for additional support. In addition, The Health Center has lobbied
with Iowa congressional leaders to appropriate funds for The Health Center. Congressman Nussle has
' appropriated $300,000 and Senator Harkin appropriated $3.8 million to the Iowa Nebraska Primary Care
Association of which The Health Center will receive a portion in 2007. Both appropriations are pending
congressional approval. Most of the work in securing funds for The Health Center has been completed by
' members of The Health Center Board of Directors. Fund-raising support has been developed through the
Community Foundation of Greater Dubuque and the lobbying of congressional leaders has been done
through the City of Dubuque. Board members have met with the hospitals, community organizations,
' physician groups and service organizations to seek funding and support of The Health Center.
The executive director and the board of directors continue to develop collaborative initiatives with
' community organizations to better serve uninsured and low-income individuals. This includes
collaboration with the Visiting Nurses Association to provide case management and referrals to
community resources; Mercy Pharmacy to provide affordable medications and access to drug company
' subsidy programs; area emergency rooms to provide a medical home for individuals who do not have
one; and women's shelters to provide referral services for those in need of medical and dental care.
' AMERICA'S RIVER PHASE II -Expand the Mississippi River Museum campus with Rivers of
America Museum, large screen theater, children's museum, science center, eco-tours, water taxis and
river research center. Restore the Shot Tower, utilize the Brewery, introduce canals and boardwalks with
' restaurants, shops and recreational activities
Current Successes -The city of Dubuque and the Dubuque County Historical Society (DCHS) have
' entered into a 45-year lease agreement for city owned property at the Port of Dubuque. The lease
includes a commitment from DCHS to build and $8 million facility. A $6.5 million development
agreement has been signed between the City and a private developer for restoration of the Star Brewery.
' The Developer has a signed lease for 12,000 square feet of the space for expansion of a local winery and
tasting room. The city has begun restoration of the historic Shot Tower, including tuckpointing,
restoration of the interior stairs and an observation tower at the top.
' Unique Sense of Place -The National Mississippi River Museum & Aquarium is building a RiverMax
Theater and Great Rivers Interpretive and Research Center. This new exhibit facility will be a new
t 7
educational venue for Iowa, attracting as many as 216,000 new guests each year. The 3-D digital
Rivermax Theater will present a giant screen presentation similar to an IMAX, but specifically created for
the Mississippi River and the Rivers of America. The Great Rivers Interpretive and Research Center
exhibits will tell the story of the importance of water in our lives and in the future of our planet. It will
tell the story of rivers along the Mississippi River and throughout the country and show their impact on or
lives, both past and present, and their impact of the future of our ocean. There is no center such as this
dedicated to the study of the Mississippi River and the rivers of America. This unique facility will draw
upon the expertise of the National Mississippi River Museum & Aquarium to educate and instill river
stewardship in the public. While 95% of people believe it is important to preserve our rivers, 65% say
they do not know where to start or how to begin. The Great Rivers Interpretive and Research Center and
RiverMax Theater can answer those questions.
The Great Rivers Interpretive and Research Center will take historical and scientific research and translate
it for public consumption, utilizing history and culture to provide a well-rounded educational
presentation. Both attractions will create a sense of awe about our rivers and their importance in our
history, our present, and our future.
Engaging Experience -The Museum and Aquarium is already an engaging experience, with 230,000
visitors annually from all fifty states and 70 countries. It was Iowa Tourism Attraction of the Year for
2004. This new RiverMax Theater and Great Rivers Interpretive and Research Center will double the
size, scope and impact of the Museum and Aquarium. The 3D theater will have special 4-D effects such
as holographic figures and life like environments. It will be a moving portrait of our nation as told
through our rivers. The film and the accompanying exhibits will describe the immense watershed of the
Mississippi River, as it drinks the waters from 31 states. Exhibits and films will create a rich and moving
tapestry of the history of the people of our rivers, the story of our rivers today and their role in our
country.
Rich, Diverse Social Fabric -The National Mississippi River Museum and Aquarium is a place to gather,
to convene and to engage in family interaction. The new RiverMax Theater and Rivers to the Sea Center
will be a place for all of that and more - a place for social interaction and cultural connection. The Center
will bring scientists and students from around the nation to study the Mississippi River. Visitation from
heritage and culture tourists is currently happening with events such as Native American Days and
Trapper and Trader Days, and will increase, bringing targeted populations to the banks of the Mississippi
River.
The Dubuque County Historical Society is governed by a Board of Directors comprised of local leaders.
Input from the public is sought from partners across the state and from national partners such as the
Smithsonian. Visitors to the Dubuque County Historical Society properties are predominately female,
with most age groups evenly represented. Educational background of visitors surveyed show that most
visitors have at least a high school diploma, with the majority having some college or a college degree.
Vital, Creative Economy -The Dubuque County Historical Society offers many different types of
employment opportunities which will be expanded with the addition of the RiverMax and Great Rivers
Interpretive and Research Center. Research scientists will be affiliated with the center from universities
throughout the nation. Similar to our existing affiliates with the University of Dubuque and Iowa State
University Extension, interns will be recruited from major universities. The special large format film
about the Mississippi River and its journey to the sea will bring more of the creative class to Dubuque.
The hard work of the Dubuque County Historical Society staff brings in over 230,000 visitors each year, a
number that will increase by 200,000 more visitors with the addition of the Great Rivers Interpretive and
Research Center and the RiverMax Theater. The Society's offerings cater to families, creating a
welcoming and exciting venue to bring their children for entertainment as well as learning opportunities.
The new additions will create opportunities for new festivals and family nights such as special showings
of popular films like March of the Penguins.
8
Pleasing Environment -The National Mississippi River Museum & Aquarium opened in 2003 as a result
of a $188 million waterfront reclamation project that involved the entire City of Dubuque in its efforts-
the Museum & Aquarium is referred to as the Crown Jewel of the America's River Project. The
RiverMax and Great Rivers Interpretive and Research Center will shine as the next jewel in the crown,
continuing to bring the Mississippi River to the attention of local and out of town visitors as a national
treasure to be restored and protected as well as performing vital research. Pelicans stop in the harbor to
rest during their crossing of the country during spring and fall migrations. Bald eagles perch in the
ancient cottonwood overlooking the wetlands while turkey vultures circle overhead. The Museum &
Aquarium is involved in preserving two endangered species: the Wyoming Toad and the Higgins Eye
Mussel work which will be extended to the Great Rivers Interpretive and Research Center. Over 10,000
glochidia, the mussel's larval stage, were released by the Museum & Aquarium in order to bolster the
wild populations of this important freshwater species. Efforts to raise awareness of the quality of
Mississippi River water include a storm drain stenciling project that labels storm sewers, "Drains to
Creek-Drains to River-Drains to Gulfl', highlighting the interconnectedness with the waters that run
through Dubuque to the Gulf of Mexico.
Strong Foundation -The Museum & Aquarium is located next to a major highway and is ADA compliant,
as will be the new expansion. The expansion will be served by the Trolleys of Dubuque during the
Memorial Day-Labor Day season and served by the City of Dubuque Trolley transit system year round.
The planning of the Great Rivers Interpretive and Research Center and the RiverMax Theater is informed
by input from the public. The City is dedicating $298,000 of EDA funds for the roof and this Great Places
award will match that. The City of Dubuque has leased an adjacent property to the Society to house the
new Center. The former Adams Company building is in need of repair, including its roof. A large format
theater will be built as part of this expansion, allowing the residents and visitors of Dubuque to view
educational films such as National Geographies Forces of Nature in an exciting venue. The expansion
will be built on the strong foundation provided by the Museum & Aquarium which has educated over
780,000 people since it opened in 2003.
Creative Culture -Educators need to be creative in order to engage our targeted populations. How do you
get a middle school student excited about science? Why is it important to know about the Mississippi
River and how its health is important? These questions are addressed every day at the Museum &
Aquarium. Staff is enthused about their work and offer suggestions on refining existing programs or
passing on ideas for new projects. Research performed in the Center will be used to create new exhibits
and educational programming. The film Rivers to the Sea will be a creative force that motivates people to
action.
LIBRARY RENOVATION -Expand city library services by renovating the historic portion of
Carnegie Stout Library and establishing a new west-end location. Create space to expand the existing
collection, increase computer/Internet resources and offer naturally lit reading areas and a coffee bar.
Deepen the community's commitment to literacy for people of all ages.
Current Successes -During the last year, the Library held 419 programs attended by 15,594 people.
Programs range from the intellectual including book and film discussion groups, to educational through
participation in weekly computer classes and speakers with expertise on particular topics. Recreational
programs are of particular interest with children and there has always been a strong link in the library
between fun and reading. Designs for the restoration of the historic Carnegie-Stout Public Library are
complete. City Council identified Library renovation as their top priority two years in a row and has
dedicated $1.5 million to date for renovation. The feasibility analysis for the fund drive is completed and
showed there was community support of $2.3 million for the renovation.
A Unique Sense of Place -The Library provides a service to the community; but the Library, as a facility,
provides a public space open to all without charge. Residents own the Library and it is also a destination
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for recreational, informational and educational use. The Library is also known as a neutral territory where
the exchange of information and all points of view are presented and celebrated. A recent survey of
citizens reported that 100% of users were either satisfied or very satisfied with the Library. Up to 1,800
people come into the Library every day, including tourists who stop in to see the building which is listed
on the National Register of Historic Places. The uniqueness of the library will be celebrated in a book to
be published by Berkshire Publishing in the fall of 2006 titled "Heart of the Community: Libraries We
Love."
Over the past 25 yeazs circulation has increased 30%, visits to the library have increased 61%, use of
materials in the library (not checked out and/or computer use) has increased 297% and inventory has
increased 40%. The Library schedules over 900 meetings a year for people to meet, exchange ideas and
disseminate information. Such growth has inspired a renovation of the library to create more space for
use by the public while at the same time restoring the interior of the library to its original. design and
magnificence.
The Library is also home to several significant pieces of artwork including one by Iowa Native Grant
Wood entitled "The Appraisal". This piece just returned from being on loan to the Smithsonian in
Washington, DC.
Enga~ing_Experience -The Library is a destination in downtown Dubuque. Close to a quarter of a
million visits are made to the Library each year. Library use includes those using the computer, listening
or viewing audio-visual material, attending programs, research, and reading. Patrons of the Library also
check out approximately 550,000 items annually. The Library provides room space for the City of
Dubuque's City Council meetings and work sessions as well as meetings of City Boards and
Commissions. The Library plays a strong role in contributing to an informed and engaged community.
Rich, Diverse Social Fabric - Aseven-member Board of Trustees who are appointed by the Mayor and
approved by the City Council governs the Carnegie-Stout Public Library. The Library Board appointed a
13-member long-range planning committee from the community at large, who in turn recommended the
roles that the Library should focus on over the next five years.
The Library exists for the entire community and is accessible to all regardless of gender, race, religion,
ethnicity, sexual gender orientation, or socio-economic status. It is the great equalizer as information is
available to all at no charge. The Library's long-range community planning committee identified the need
for greater cultural awareness. The Library has embraced this and a goal was made to raise cultural
awareness by offering diversity in programming throughout the Library and in our day-to-day service.
The public library is often the first place that newcomers to the community will visit and our registered
borrowers number near 40,000 for Dubuque County.
Vital. Creative Economy -The Carnegie-Stout Public Library is an active partner in the Arts and Culture
Community of Dubuque and is an involved member of the Dubuque Cultural Alliance. The celebration
of the arts is a strong component in many programs at the Library. One example of this is the L. and M.
O. P. (Lollipops and Music for Our Preschoolers) concerts that have been held on Saturday mornings for
the past three years. This program introduces music and instruments to pre-school children in a variety of
presentations. The Library also has an active Art Sub-Committee consisting of six members who are
leaders and artists in the community. They plan arts and culture events which take place in the Library.
The next event will take place in October of 2006 which is designated the month of Arts and Culture.
This committee will host an arts symposium featuring artists of various mediums in art as well as
exhibits.
Pleasing Environment -The Library building is 54,000 square feet, half of which was built in 1901 and
the other half in 1981. Presently, 8,000 square feet of the space located in the historical building is not
used for public service. The renovation plan for the Library will return this area to public space and the
greatest change will take place in the historic side of the library. Of particular interest to our patrons is
10
the unique glass floor mezzanine and skylight that is planned for renovation. This area is currently not
accessible to the public.
1
The Library has always provided a welcoming environment and space for all people in the community.
This includes a reading room, study carrels, and work space. The Library is fully accessible to disabled
users and will continue to be accessible in the renovated facility. This includes ample parking for
disabled patrons visiting the Library.
Strong Foundation -Ninety-eight percent of responding citizens to a recent survey (+/- five percent
confidence level) agreed that it was very important, or important "to have the Carnegie-Stout Library in
[the] community." A majority of citizens (63 percent) responding to a recent library survey believed the
renovation project was "important [to the] Library's ability to continue offering its current level of
services as well as improving its service to the citizens of Dubuque." For two years, the Dubuque City
Council has made Library Renovation one of their top nine priorities.
Creative Culture -The Library has a rich history of creativity and innovation. Services are continually
evolving to meet the needs of the community. In just the past two years library users have seen the
introduction of wireless Internet access, circulating lap top computers, new information databases such as
alive homework help service online, pricing for antiques, and a search system with the ability to search
the Library's entire catalog as well as several databases, outreach to preschools and daycare providers as
more families have working parents, and downloadable audio. Library programs are not repeated, but are
creatively planned for audience appeal and all programs are offered on a no-charge basis to all in the
community.
PERFORMING ARTS CENTER - "Build astate-of--the-art indoor and outdoor performing arts center
to present the finest in music, opera, theater, dance, and educational presentations. The facility could be
constructed at the Port of Dubuque with true concert hall acoustics designed to serve local organizations,
plus major touring artists and theater attractions. "
Current Successes -The Performing Arts Center (PAC) committee has been active in gathering
information on the type of Performing Arts Center most suited to Dubuque. The committee has prepared a
vision paper outlining the order of action needed to build a PAC and are sharing the outline with local arts
organizations and the Dubuque Cultural Alliance.
The City Council made Arts and Culture a priority in 2003 and a task force was established to guide the
city. The task force made four key recommendations including 1) apply for State designation as a
Cultural Corridor (completed) 2) establish an Arts Commission (completed) 3) create an annual special
project grant program for arts organizations (completed) and 4) create an annual operating grant program
for arts organizations (completed). These efforts have brought new art forms to Dubuque including recent
sold out performances of Cabaret and a new public art program at the Port of Dubuque.
Unique Sense of Place -The Dubuque Community has many cultural venues that have been well-
' preserved and are considered to be community treasures. Among these are the Five Flags Theater and
Five Flags Arena and Grand Opera House. The Five Flags Theater, listed on the National Register of
Historic Places, and the Grand Opera House, a Save America's Treasures recipient, were built at or before
' the turn of the 20"' century, and were created for vaudeville touring companies and performers. Both have
undergone recent and significant restoration to return them to their grandeur. Dubuque Museum of Art
(DMA) located into a new facility in 2001 and now houses the largest permanent collection of Grant
' Wood paintings. DMA has reached out to collaborate with Dubuque Cultural Alliance and the
Warehouse District to host art venues includes Voices from the Warehouse District, a social justice art
exhibit that has been attended by thousands.
' Engag_in~ Experiences -The Dubuque area provides tremendous opportunities to participate in the
creative arts. There is the Dubuque Museum of Art and several smaller arts galleries, the Heartland Ballet,
' 11
several theatre companies, the Dubuque Chorale and other choral groups, the Dubuque Symphony
Orchestra as well as the Dubuque Youth Symphony Orchestra and the Dubuque Youth String Ensemble,
the Northeast Iowa School of Music (NISOM), a community band and a community string orchestra, the
internationally acclaimed Colts Drum and Bugle Corps and youth chorale, and numerous public and
private school opportunities.
Rich, Diverse Social Fabric -The PAC committee is made up of long-time residents committed to arts,
educators, bankers, entrepreneurs new to the community and representatives from all major cultural
attractions in Dubuque. All are excited and committed to increase the cultural offerings in the Dubuque
region.
Vital, Creative Economy -Dubuque continues to recruit and retain world-class "knowledge workers" and
those who are drawn to the amenities of larger urban areas to build our businesses and local economy. As
we look to the future, it is important that our city be able to offer satisfying arts and cultural opportunities.
A new Performing Arts Center will assure that this goal is realized.
Pleasing Environment -Dubuque has the schools, colleges, and strong -medical facilities needed to be
considered one of the best places to live in America. Dubuque was also one of the first 8 communities in
Iowa to be selected as a Cultural Corridor by the State of Iowa. Afirst-class performing arts center, a
signature building in the community, is the missing piece of the puzzle.
Strong Foundation -The 2002 Dubuque Comprehensive Plan states that: "CULTURAL ARTS GOALS
must address the arts as an important aspect of our community's basic quality of life. The cultural arts not
only enrich our experiences but educate us about the world we live in. The diversity of the world as
represented through the cultural arts is one way to share the culture and knowledge of different peoples
and places. The freedom and opportunity to create and explore the cultural arts should not be understated
or ignored".
Creative Culture -Artistic venues in Dubuque have increased exponentially. The Dubuque Museum of
Art is branching out with off-site events entitled Art after Hours to engage young professionals. The
Dubuque Symphony has expanded their repertoire to include an opera as part of their seasonal
programming. The Symphony also collaborates with Dubuque Ballet and the Youth Orchestra for annual
performances. Five Flags and Grand Opera House have partnered to provide rehearsal and performance
stage during each others renovation and now collaborate on community theater venues. All these art
venues collaborated with downtown businesses and the Convention and Visitors Bureau to create a
Winter Arts Festival.
BI-LINGUAL CURRICULUM & INTERGRATED WALKING/BIKING/HIKING TRAIL
SYSTEM
Bilingual Education Curriculum: Parrner with local teachers, parents and university faculty to develop,
establish and integrate an education curriculum of foreign language from early childhood through high
school. Encourage every child in Dubuque to speak two languages upon high school graduation. Better
prepare our future workforce and attract businesses to the area.
Integrated WalkingBiking/Hiking Trail System: Create an integrated trail system throughout the
Dubuque and Asbury communities to encourage recreation and wellness. Connect all of the trail systems
to the Port of Dubuque Riverwalk, Heritage Trail, E.B. Lyons and Mines of Spain. Develop safe, paved
trails, with a corresponding website and maps, plus restrooms, benches and bike racks.
This Great Place will partner with the local education system and institutions of higher learning to create
a multi-lingual curriculum for visitors to the Welcome Center, the National Mississippi River Museum
and Aquarium, the Dubuque Museum of Art, the Grand River Center and the Five Flags Center. The
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second piece to this Great Place is the creation of bi-lingual interpretive signs along the 26-mile hike/bike
trail system throughout the city of Dubuque.
Current Successes -The National Mississippi River Museum and Aquarium has an audio wand system
available for visitor use. The next step will be to expand this system to include other languages. The city
of Dubuque has a 26-mile trail system. Directional and Interpretive signs in English are currently in place
along the trail system. These signs will be expanded to include Spanish.
' Unique Sense of Place -Iowa is the most ecologically altered State in the United States having lost most
of its prairie and wetlands to agriculture and other uses. However, this diversity remains in Dubuque.
' Our 26-mile trail system weaves through open fields, along restored wetlands, over pre-archeological
mounds, in urban corridors and next to the mighty Mississippi, the 3`d largest river in the world. All along
the trail signs provide key point of interest from information about a working harbor to the famous floods
' that have ravaged our city. Our trails tell a story.
Eng_a~ing Experiences -Dubuque has several paved, off-road trails along its riverfront that are ideal for
families with children. The City has two outdoor swimming pools with zero-depth and toddler areas,
diving boards, slides, and water playgrounds. Dubuque has accessible fishing areas, a skate park, an
outdoor rink for in-line skating and hockey, and an indoor ice rmk -- m addition to numerous parks with
' playgrounds and sports facilities for children of all ages. In Downtown Dubuque, one can enjoy rides on
trolleys, horse-drawn carriages, and the shortest, steepest cable car in the world. Sightseeing riverboat
rides are offered daily. Dubuque is a city of festivals, from arts and crafts to catfish and bald eagles to
dragon boat races.
' Rich, Diverse Social Fabric -The city works closely with many partners including Dubuque County, EB
Lyons Preserve, Friends of the Mines of Space, the IDNR, Dubuque County Historical Society,
' neighborhood associations and scouts. All who have helped design, located and fund the 26-mile and
growing trail system.
' Vital, Creative Economy -The City Council has proactively invested in Dubuque's future through
neighborhood reinvestment, downtown redevelopment, riverfront development, creation of industrial
parks, community beautification, and utility modernization and extensions. Each new industrial park
' development includes a park and/or trail component. Examples include the Bergfeld Recreation area, a
park, fishing pond and trail located in Dubuque Industrial Center West, a hiking trail at Technology Park
and the Jaycees trail along the river at Kerper Boulevard Industrial Park.
' Pleasing Environment -Situated in a beautiful, natural location along the Mississippi River, Dubuque is
distinctive because of its steep hills and river bluffs -geographic features that many people don't expect
to find in Iowa. Scenic beauty and recreational opportunities are abundant in the Dubuque area. A thriving
' economy peacefully co-exists with a clean environment and short commutes between home and office.
Strong Foundation -The 2002 Dubuque Comprehensive Plan states that "Transportation goals must
' address a safe, efficient and aesthetically appealing transportation system, which is essential to tie the
community together and to link the community to the region." One transportation goal related to hike/bike
trails is to establish improved hike and bike routes in the city to encourage alternative modes of
transportation. The City has leverage nearly $2.6 million in federal and state grants to plan, design, and
construct over 21 miles of on-street and off-road trails along the riverfront and through the City since
1995. These trails connect to Dubuque County's 26-mile long Heritage Trail.
' Creative Culture -The Iowa 32 Bike/ Hike Trail project provides construction of approximately 4.7 miles
of a physically separated bike and pedestrian trail along Iowa 32, from U.S. 20 to U.S. 52 and the planned
extension of the Dubuque Heritage Trail. The Iowa 32 Bike/ Hike Trail project will provide numerous
opportunities for recreational uses, including hiking, biking, jogging, picnicking, fishing, and overall
fitness for trail users. The trail also provides access to other recreational facilities at City parks and
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recreational facilities. Direct access will be provided to Marshall Park and the Dubuque Arboretum and
Botanical Gardens. Here trail users can enjoy play equipment, picnic areas, a band shell for outdoor
concerts, rest rooms, a visitor's center, drinking fountains, benches, gazebos, and walking trails leading to
water, herb, and shade gardens. Trail users also will be able to reach the Dubuque Soccer Complex, where
rest rooms, drinking fountains, play equipment, concessions and, of course, soccer fields, are provided.
PASSENGER RAIL SERVICE - Develop a passenger train service for business and pleasure travel to
out-of--town accommodations, meeting/convention, attractions or cultural events. Explore trains with fine
dining and entertainment options to areas such as Chicago. Make it easier for tourists to visit our
community via rail.
Current Successes -The Illinois Legislature has made rail service to Galena their # 1 priority. Amtrak is
committed to a feasibility study for the Chicago-Galena-Dubuque route and consultants have performed a
site visit to Dubuque. Anticipated cost is $10,000 as Amtrak will do much of the work in-house.
Unique Sense of Place -The missing link between Dubuque's fascinating pas, and promising future could
very well be the renewal of passenger train service. Dubuque was one of the major rail crossings of the
Mississippi River for over a century. Since the last passenger train stopped running in 1981, there has
been a growing need for train service, particularly in the past few years when a major tourist and
convention development has blossomed on the riverfront. Part of that development was the remodeling of
the passenger train depot at the nationally-recognized National Mississippi River Museum & Aquarium,
readying it for the eventual return of the train.
Enga~ing_ Experiences -The National Mississippi River Museum & Aquarium restored the historic
Burlington Northern train depot as part of America's River Phase I. In 2003 thousands of residents and
tourists came through the depot as part of the Regional Grand Excursion Celebration - a re-creation of
passenger rail service along the Avenue of the Saints. Visitors to the Museum & Aquarium watch the
trains with delight as the engines chug past the depot. The depot is also popular with train spotters who
take photos of the trains, depot and the Dubuque Junction sign.
Rich. Diverse Social Fabric -Trains helped to build our nation. The tracks stitched together developing
communities, allowing culture, goods and people to move easily from place to place. Service between
Dubuque, Galena and Chicago will ease the flow of culture and bring new visitors and ideas to the area.
Vital, Creative Economy -Rail service from Dubuque to Chicago will boost the economy. Heritage
tourists love the excitement and history behind train travel. Four in ten historic/culture trips are taken by
Baby Boomer households (age 35-54), with one third of these households having an annual income of
$75,000 or more. People who live in or visit Chicago but may not have a car will have the option of
visiting Dubuque and patronizing local venues, restaurants and hotels.
Pleasing Environment - A rail passenger depot dovetails perfectly with the overall riverfront and
downtown environment, as it is located in the center of all major activity. A passenger train is an
exceptionally non-polluting alternative to automobile traffic and allows for a relaxing trip with
spectacular views. In addition to the standard environmental efforts to keep and improve the area,
Dubuque's National Mississippi River Museum & Aquarium is an attraction and living classroom for
riverine protection for the whole Mississippi River watershed. One of the local colleges, the University of
Dubuque, has an exemplary department of Environmental Science that collaborates with the National
Mississippi River Museum & Aquarium.
Strong_Foundation -Visitors coming to Dubuque by train have immediate access to bike/hike trails which
have been recently built or upgraded to provide a handy and environmentally-friendly means to get about
the community. Other easy access modes of transportation include privately-operated motorized trolleys;
private cab, bus and limo services; and public municipal buses as one would expect in a modern
Midwestern city. Passenger train patrons coming to Dubuque by rail may choose to return to Chicago by
14
scheduled airline. Highway 20 west of Dubuque has been four-lanes for many years, and during the past
decade, highways to Madison, Milwaukee, St. PauUMinneapolis, Davenport and Cedar Rapids have been
expanded to four-lanes, making access to Dubuque's train depot even more reasonable for people in all of
Eastern Iowa and Southwestern Wisconsin.
Creative Culture -Preservation of our past in one of the key elements of a creative culture. The Museum
has already invested $13 million in restoring the depot. It is filled every day with eager museum visitors.
With rail service, this depot can be filled with curious creative travelers, arriving at this riverfront city by
train as their ancestors did 150 years ago. Passenger rail service can be an important part of transforming
the old industrial riverfront into a vibrant and exciting area for tourism and conventions. The train would
also allow the creative class who live in Dubuque to have easy access to the lifestyle and entertainment
choices available in Chicago, aiding in retention of this sought after pool of employees.
WAREHOUSE DISTRICT - Identify a warehouse district by converting buildings into multi-use
structures containing businesses, restaurants, shops and residences. Develop a registry of defining
buildings in the district and include information regarding ownership, past usage, present status and
structural integrity. Encourage investment by potential developers.
Current Successes -The Warehouse District has several successes under its belt including the popular
Voices from the Warehouse District which also hosts an Art after Hours. Several "models" of mixed use
office renovations have been completed. Architectural renderings have been completed for some
buildings for one floor of the warehouse space. Consultants are being interviewed for a pilot project in
partnership with the City. The consultants will look at feasibility of historic building codes and challenges
to redevelopment to assist the City in removing these barriers. EDA is working with city staff on a grant
request to do perform urban planning for the District. The University of Iowa Master's program is looking
to collaborate with the City on identifying the public infrastructure needed to support Warehouse District
development and the associated costs of these improvements.
Unique Sense of Place -The Warehouse District or "Millworking District" is downtown Dubuque's latest
endeavor in establishing a number of great places. Dubuque was once the largest producer of millwork in
the country, and it is time to preserve these unique, but challenging structures. This 28-building industrial
complex comprises the core buildings of two giant Dubuque millwork companies, Carr-Adams-Rider and
Farley-Loetscher. The district also comprises the only intact cluster of major industrial buildings in
Dubuque. The massive buildings are without doubt the largest Iowa examples of their era in Iowa and
their structural design is a worthy subject of extensive investigation and documentation, as noted in an
Iowa Site Inventory Form. Brick streets and still-functioning railroad spurs add key distinctive features to
the district. The buildings along the railroad spurs have massive metal-covered awnings and elevated
loading docks. Catwalks connect many of the buildings and the remnants of catwalks are to be found on
the Farley-Loetscher Company buildings.
It is time to expand on the cool space started in selected structures for more appropriate 21S` century uses.
The preservation and restoration of these large structures provides many opportunities downtown,
particularly owner-occupied residential space. The warehouse district provides open floor plans for
major/large space development, which can be difficult to find in more traditional downtown buildings.
' Engaain~ Experiences -Many interested citizens, property owners, and investors are meeting monthly
and see the potential for this area as a "clearinghouse hub" for a myriad of cultural activities and "places."
Right now the vibrantly successful Voice of the Warehouse District art show, a Peace Day multicultural
' celebration, a Karl Marx theater production, and more events have drawn and engaged people to this area
in an ad-hoc type style. The buildings in this area are not only architecturally significant, but tell the story
of industrial and historical Dubuque. New York City has its SoHo; this is our "SoHo".
' Rich, Diverse Social Fabric - As the Warehouse District continues to develop and reinvent itself, the
additional pedestrian traffic will result from the development of these warehouses as they are transformed
' IS
into cool, upper-story apartments and loft condos. The conception of the entertainment "quad" at the key
corner of the former Caradco four-warehouse complex is being designed to maximize reuse of this space
across a diverse segment of interests and tastes.
Vital, Creative Economy -Included in the Warehouse District is Jeld-Wen Wood Fiber manufacturing;
Dubuque Sash & Door, a custom restoration producer; Hometiques on 9`h, an interior design service and
retail outlet; Phoenix Fitness; Mission Creative ad agency; a music school; Rettenmeier Flooring, and
several more dynamic businesses. The businesses represent quite a diversity of interests. Results from
the Millworking District committee meetings stressed a desire to include large core business, as well as
retail specialty shops, restaurants and nightspots.
Pleasing Environment -Perhaps the most unique environmental enhancement is at the warehouse
earmarked for the major residential element is a major third-floor, roof common green space of over
50,000 square feet with views of the bluffs and Dubuque itself, as well as Illinois & Wisconsin ...all in
an urban setting. Once again, unlike so many downtown rehab projects that present costly ADA
challenges, these wide open warehouse spaces can easily be developed to maximize accessibility. From
dilapidated buildings to our start of the most unique district in Dubuque, the process of making the
Warehouse District all-citizen friendly is off to a great start.
Strong Foundation - We have large paved streets, railroad tracks through the middle of one main street
and large, historic warehouses with exceptional city and river views. Large brick structures, the
opportunity for a continuation of the bike trail, and flexibility galore are assets already in place as we
begin redevelopment of this space/place. A wide variety of representatives across interest lines are
meeting regularly to make this a reality, and this group includes city representatives, who will play a key
role in the important and needed updates in the infrastructure/utilities in this emerging area.
Creative Culture -The task force overseeing the emergence of the Millwork district would argue there
may not be a more representative "place" directed at the Creative Culture. This district is getting its start
with very edgy arts projects, as listed previously. It is not only "supported by creative entrepreneurs,"
they are the driving force behind the project along with support from the community. Ten years ago there
were those who would see this concept as too creative for Dubuque, Iowa; but today the community sees
the Millwork district as the best opportunity to set our community apart as the coolest little city in the
Midwest.
MENTAL HEALTH SUBSTANCE ABUSE SERVICES -Enhance and strengthen in- and out patient
mental health and substance abuse services, including children with ADHD and autism. Advocate for an
improved system of funding for mental health and substance abuse services for all in need. Expand
support service for children with ADHD to become ayear-round continuum of care.
Current Successes - A local community mental health organization ceased to provide outpatient and
community support services for persons with chronic mental illness on March 3, 2006. Fortunately for the
Dubuque community, Hillcrest Family Services was able to step in and provide a seamless transition for
the majority of services previously provided by the Gannon Center. This transition occurred in less than a
two week period from the date that the Gannon Center announced they were going to close.
Unique Sense of Place - Hillcrest Family Services had been working closely with the United Way
Services of Dubuque to try to secure a location for a new center that would provide outpatient and
community support services but would have even more active recovery services aimed at providing
practical social skills, improving interpersonal relationship skills and employment related skills for
persons with chronic mental illness. T'he location selected is at the United Way facility and is idea
because it is in the center of the downtown district and is within a few blocks of important social services,
workforce development services, the community college, governmental services, and is easily accessible
by public transportation. It is a quality facility that does not enhance the stigma of mental illness.
16
' Eng_a~ina Experiences -What is vitally important about this new Recovery Center is that it will be a
service that the consumers will have a major role in developing the programs content, policies,
procedures, daily operations and in the design of the center. This Center is being actively requested by
' consumers in order for them to be able to learn, socialize and support each other. The center will have a
full program of rehabilitative courses that will focus on communication skills, conflict resolution,
problem solving, social skills, interpersonal relationships and employment related skills. It will provide
them an opportunity to expand their knowledge within a center that is integrated into the business
' community. This will allow the consumers to not only be feel as active members of the community but to
perceived that way by the general public.
' Rich, Diverse Social Fabric -One of the main ingredients of this Recovery Center will be social
interaction. Regular social interaction is a key component of the recovery and rehabilitation of persons
with chronic mental illness. The consumers have been clamoring since the closing of the Horizon Center
' for a location for them to be able to socialize with friends and to interact with caring professionals. The
model that most consumers have identified as idea is Will Bill's Coffee Shop at the University of Iowa.
Since it will be run by consumers it will be more inviting to them and give them a sense of ownership.
' The Center, like Wild Bill's, will open its doors to the general community in the form of a coffee shop
Twenty-five people per day will use the center for its services and it will be open for the public for a
coffee house. _Mental illness affects 5% of our population and it knows no economic, racial, social,
religious, or ethnic boundaries. The consumers of this service will be representative of the diversity
present in the Dubuque community.
' Vital. Creative Economy -The Recovery Center will focus on proving a social meeting location for
clients with Mental Illness. It will be the start of opportunities for learning new communication skills,
conflict resolution, problem-solving skills, interpersonal relationships and the beginning of employment
related skills. The Recovery Center will help users regain membership in society. In addition, work plays
a vital role in the recovery model and the planned Coffee Shop will provide a model of work success that
can be duplicated. Clients and parents will serve on an over-site board to provide direction to the
' Recovery Center. This empowers the clients and the family to take charge of their own recovery. This
enterprise is another start in helping to end discrimination for people with the disability of mental illness.
' Pleasing, Environment- The United Way Services building located on Main Street in downtown Dubuque
is the proposed location for the Recovery Center. United Way has leased approximately 12,000 square
feet of the building to Hillcrest Family Services since January 2002. Hillcrest Family Services uses the
' building for its Women's Health Clinic, WIC Program, Maternal Health Program, Tobacco Cessation
Program, Abstinence Program, Homeless Outreach Program, and the Hillcrest Supported Living Program.
This location has brought a first class feel to these services and it will do the same for the Recovery
Center. Consumers already use the services of Hillcrest Family Services and thus it will be easy for them
' to accept the Recovery Center in the same location.
Strong Foundation -The remodeling costs for this project were $70,000 with the inclusion of a fully
' functional commercial training kitchen, but since training alternatives for food service are available
elsewhere in the community, the remodeling can be completed for $50,000. Operating funds for this
recovery center will come through a variety of sources options including: Dubuque County Mental Health
' funds„ Title XIX funds; in-kind support from Hillcrest Family Services, NAMI, and the Dubuque Mental
Health Association.
' The Recovery Center is a desire of consumers and advocates like the Dubuque Mental Health Association
and the National Alliance for the Mentally 111 chapter in Dubuque. The staff of Hillcrest Family Services
has been echoing the desire of the consumers for this service. The board of United Way Services has
' supported the request of the United Way Director to facilitate this planning project. All parties have come
together to craft this project. This is a major priority of the National Alliance for the Mentally Ill and they
17
plan to be an active participant upon completion of the remodeling to insure that this center is consumer
driven.
Creative Culture -The United Way space is a former restaurant that is in a one story brick building on the
renovated Main Street district in Dubuque. This location is adjacent to the area where many public
celebrations and events are held throughout the Spring, Summer, and Fall. It is a truly engaging location
that will encourage consumers more consumers to participate,
COMMUNITY-WIDE WIItELESS -Make Dubuque a "wireless city by creating community-wide
wireless accessibility to in the Internet, available to residents, businesses, law enforcement, governments
and visitors. Encourage economic growth, attract businesses and retain young people, provide
technology tools to fire and police for greater safety.
Part 3 -Timeline for Implementation and State Partnerships
"What is now proved was once only imagined "
William Blake
Tri-State Community Health Center -Iowa Great Places funding will be dedicated to the completion
of the common area (pre-admission space), expansion of the dental area and the creation of parking for
patrons.
Timeline for completion: March 2007
State agencies that would be potential partners include: Iowa Department of Public Health, Iowa
Department of Economic Development, Human Rights, Cultural Affairs, Iowa Department of Public
Health.
America's River Phase II -This project involves the construction of the Great Rivers Interpretive and
Research Center.
Timeline for completion: September 2009
State agencies that would be potential partners in this project include: Iowa Department of Cultural
Affairs, Iowa Department of Economic Development, Vision Iowa, CAT, Iowa Department of Tourism, ,
Iowa Department of Transportation, Iowa Film Office, Iowa Arts Council, Iowa Department of Public
Health, Department of Natural Resources, Soil Conservation Division, State Historic Preservation Office,
Iowa Public Television, State Library of Iowa, Veterans Affairs, Development Disabilities Council, Elder
Affairs.
Library Renovation -Iowa Great Places funding will be used for restoration of the glass floor mezzanine
and skylight.
Timeline for completion: September 2008
State agencies that would be potential partners in this project include: State Library of Iowa, State
Historical Society of Iowa, Iowa Department of Cultural Affairs, Iowa Department of Education.
Performing Arts Center -Iowa Great Places funding will be used for an economic feasibility study to
determine the "right-size" of such a facility for Dubuque.
Timeline for completion of feasibility study: June 2007
Timeline for completion: 2010* *subject to feasibility study
1g
State agencies that would be potential partners in this project include: Iowa Department of Cultural
Affairs, Iowa Department of Economic Development, Iowa Department of Tourism, and Iowa Arts
Council.
' Bi-lingual curriculum and Integrated walking/biking/hiking trail system -Iowa Great Places funding
will be used for the development, design and production of the bi-lingual curriculum and signage.
Timeline for completion: May 2008
State agencies that would be potential partners in this project include: Iowa Department of Natural
Resources, Iowa Department of Economic Development, Iowa Department of Transportation, Iowa
Department of Education, Iowa Department of Cultural Affairs, and Iowa Department of Tourism.
Passenger Rail Service -This project involves the creation of Passenger Rail Service from Dubuque,
through Galena, Illinois to Chicago. Iowa Great Places funding will be used for the creation of
Architectural Renderings to design the Railroad depot that will be located in Dubuque.
Timeline for completion of renderings: May 2007
Timeline for completion: 2009* *subject to feasibility study
State agencies that would be potential partners in this project include: Iowa Department of Transportation,
Iowa Department of Economic Development, Iowa Department of Natural Resources, State Historic
Preservation Office.
Warehouse District -Iowa Great Places funding will be used for funding will be used for an economic
feasibility study to determine the right mixed-used development configuration, the public improvements
needed to support the district and the cost for full build-out.
Timeline for completion of feasibility study: May 2007
Timeline for completion: 2010* *subject to feasibility study
State agencies that would be potential partners in this project include: Iowa Department of Economic
Development, Iowa Department of Transportation, Iowa Department of Cultural Affairs, State Historic
Preservation Office, Development Disabilities Council, Iowa Arts Council, Iowa Finance Authority.
Mental Health Substance Abuse Services -Iowa Great Places Funding will be used to create the
Recovery Center. A center for those struggling with Mental Health who need outpatient and community
support services for recovery.
Timeline for completion: June 2007
State agencies that would be potential partners in this project include: Iowa Department of Public Health,
Development Disabilities Council, Iowa Human Rights.
Community-wide Wireless -While this project does involve physical infrastructure, the city is working
with local partners to implement this vision and begun to commit funding for this infrastructure.
However, State agencies that would be potential partners in this project include: Iowa Department of
Economic Development, Iowa Department of Transportation, Municipal Utilities of Iowa and Iowa
Department of Tourism.
"Change is inevitable, transformation is optional. "
Juan C. Moreno
19
Part 5 - Budget
Description State Funds Local Match
Community Health Center $200,000 $ 890,000*
Library Renovation $250 000 $ 1,514
899*
America's River II ,
$250000 $ 7,750
000*
Performing Arts Center ,
$ 25000
Bi-lingual Curriculum &
Hike/bike trails $ 50,000 $ 34,000*
Passenger Rail $ 25 000 $ 10,000*
Warehouse District $ 50,000 $ 150,000**
Mental Health $ 50,000
Wireless $ 0 $ 1 025 000*
Total $ 900,000 $11,373,899
*Local match is assured through
** resolution, previous budget commitment or by development agreement
Includes local match and anticipated federal grant
Part 6 -Partners
The following organizations have submitted a resolution or letter of support for the City of Dubuque Iowa
Great Application for funding for the Envision 2010 Projects:
City of Dubuque
Dubuque County
Dubuque Metropolitan Area Transit System (DMATS)
Dubuque Racing Association (DRA)
Dubuque Area Chamber of Commerce
Dubuque Convention and Visitors Bureau
Dubuque Main Street (DMA)
Dubuque County Historical Society (DCHS)
Dubuque Community School District (DCSD)
East Central Intergovernmental Association (ECIA)
Community Health Center
Library Board of Directors
Greater Dubuque Development Corporation (GDDC)
20
t AIA I owa
A Chapter of The American
Institute of Architects
' Promoting Design Excellence in Iowa since 1904
1
~: ~_~ November 28, 2006
1 David Downey, AIA
Director, Center for Communities by Design
' The American Institute of Architects
1735 New York Avenue NW
' Washington, D.C. 20006-5292
Dear David:
We are writing on behalf of AIA Iowa in support of the 2007 SDAT application from the
City of Dubuque. In the 1980's Dubuque was a neglected city. However, community
leaders from the private and pubic sectors have come together in visioning efforts over the
' last 20 years and now Dubuque is a city that is in the midst of an exciting revitalization.
This has been spurred by some significant investment and development along the
Mississippi River, including a Smithsonian Institute National River Museum. The question
t
' o
is "What's next?" The City Council seeks to build on their long-standing commitments
planned and managed growth, downtown and neighborhood revitalization, riverfront
' redevelopment, economic growth and diversity to become a sustainable, green
community.
Because of its neighbors of river to the east and Iowa farm land and rolling hills
' surrounding the other sides, Dubuque is in a strong position to participate in a project that
would achieve a "sustainable relationship among humans, the natural environment and
' the place."
The many partners that will be involved in this project are committed to laying out a plan of
action that defines the roles of the various stakeholders and increases sustainability,
' locally and regionally. Dubuque is a city that is pulling itself "back from the brink" and AIA
Iowa is certain that the resources are present to make the SDAT successful there.
' AIA to
r
W
l SDAT
f
ge
e u
.
u
Dubuque would make an excellent venue for a success
carefully consider its application for support.
'
Sincerely,
Kevin Eipperle, AIA Suzanne Schwengels
' President Executive Vice President
1000 Walnut Street, Suite 101
Des Moines, IA 50309
515/244-7502 FAX: 515/244-5347
org
Email: info@aiaiowa
.
Web address: www.aiaiowa.org
~, j ~ Dubuque,
~-Community
Schools
I,earning• Leading•Living
October 30, 2006
SDAT Program Director, Center for Communities by Design
The American Institute of Architects
1735 New York Avenue NW
Washington, D.C. 20006-5292
John L. Burgart
Superintendent of Schools
Dubuque Community School District
2300 Chaney Road
Dubuque, IA 52001
(563)552-3012
(563) 552-3014 fax
jbwgart@dubuque.kl2.ia.us
To Whom It May Concern:
On behalf of the staff and Board of Education of the Dubuque Community School District and the
' over 10,700 students we serve, I would like to express my support for the City of Dubuque's
efforts to have our community selected as a 2007 SDAT project site.
' Having reviewed website information regarding the SDAT program, I am confident that Dubuque
would benefit greatly from the assistance that this team would bring to our community. In turn, I
am equally confident that Dubuque would bring to the protect an already existing and visible
commitment to strengthening the cultural, environmental, and economic systems essential to
' ensuring a vital and sustainable community.
In addition to issues directly related to education, our district has been a partner with community
' agencies in discussing broader issues, such as energy efficiency, affordable housing available
throughout all parts of our community, ethnic and racial issues relating to involvement of families
with our schools, demographic distribufion by ncomo levels, pedestrian and bicycle options, safe
' routes to schools, and transportation. These are among issues for which the additional sets of
eyes brought into our community by an SDAT team would be of great value.
' 1 encourage you to give strong consideration to Dubuque's application for participation in the
SDAT program.
' Yours truly,
~~~\7`-`'' ~`
John L. Burgart
' Superintendent of Schools
Peosta Campus
NORTHEASTIOWA 10250 Sundown Road •Peosta, IA 52068-9703
COMMUNITYCOLLEGE 563.556.5110.800.728.7367 • Fax 563.556.5058 • www.nicc.edu
.- • • -.
} ~',
' R~C~.l~l~~
' November 14, 2006 ~;,-~„<;,,,f~~,~~ `~
~,
SDAT Program Director, Center for Communities by Design
The American Institute of Architects
' 1735 New York Avenue NW
Washington, D.C., 20006-5292
' To Whom It May Concern:
On behalf of Northeast Iowa Community College, I would like to express our support for
' the City of Dubuque's application for our community to be selected as a 2007 SDAT
project site.
' Over 80 percent of our graduates stay in our local community and are employed in a
variety of careers and professions that are impacted by the systems within the community
that your program evaluates. Many of these alumni, as well as staff and faculty of the
college community, aze very active in partnerships with the City of Dubuque, other
educational institutions and businesses that relate to education, diversity, human services,
early childhood, healthcare, transportation and the environment. I am confident this
commitment and interest in working towards a sustainable community will carry forward
to participation in your program if we are given the opportunity. It will be of great value
to all current and future Dubuque area residents.
' na a ou to 've consideration to Dubuqu.e's application.
I stro._aly encourag y gi
' Sincerely; ..
/ ~
~~~~~~
1 ~-~-~~-
Penelope H. it s, Ph.D.
' President
' Calmar Campus •Peosta Campus
NICC Centers: Chickasaw County • Cresco Delaware County Dubuque Oelwein Town Clock
Tri-State Trail Vision
Suite 200
3999 Pennsylvania Avenue
Dubuque IA 52002
' November 22, 2006
SDAT Program Director, Center for Communities by Design
' The American Institute of Architects
1735 New York Avenue NW
Washington, D.C. 20006-5292
' RE: City of Dubuque AIA SDAT Grant Application
' To Whom It May Concern:
On behalf of the Board of Directors of Tri-State Trail Vision, we are pleased to offer our support
' for a grant application by the City of Dubuque to the American Institute of Architects (AIA) for
the Sustainable Design Assessment Team (SDAT) Program.
Tri-State Trail Vision is anon-profit group formed by the Envision 2010 Integrated
Walking/Biking/Hiking Trail System Committee. As one of the Top 10 Big Ideas from the
Envision 2010 community visioning process, the committee's charge is to:
' - Create an integrated trail system throughout the Dubuque and Asbury communities to
encourage recreation and wellness.
' - Connect all trail systems to the Port of Dubuque Riverwalk, Heritage Trail, E.B. Lyons
and the Mines of Spain.
- Develop safe, paved trails, with a corresponding website and maps, plus restrooms,
' benches and bike racks.
Like the Sustainable Design Assessment process, Tri-State Trail Vision embraces a holistic
' approach that incorporates environmental, social, and economic aspects for planning, designing,
constructing, and maintaining integrated bicycle and pedestrian facilities in our Tri-State
Metropolitan area. We see the SDAT Program as a tremendous advantage for our non-profit
' group to utilize the expertise and resources of AIA to implement sustainable bike and pedestrian
options in our metro area. We would welcome the opportunity to have a representative on the
local steering committee if the City of Dubuque is selected for the SDAT Program.
Sincerely,
' Brian Walsh, President
Tri-State Trail Vision
rra~o~
rarer
DUBUQUE COUNTY CONSERVATION BOARD Brian Preston, Dir.
13606 Swiss Valley Rd. Board Members:
Peosta, IA 52068 Dr. Thomas White
563-556-6745 Nita Wiederaenders
563-589-7813 fax Roger La Barge
www.dubuguecounty.com Pat Rea
Yvonne Nauman
t November 22 2006
' SDAT Program Director, Center for Communities by Design
The American Institute of Architects
' 1735 New York Avenue NW
Washington, D.C. 2006-5292
To Whom It May Concern:
The Dubuque County Conservation Board (DCCB) enthusiastically supports
' the City of Dubuque's efforts to have our community selected as a 2007
SDAT project site.
' Our conservation mission is to, in part, promote, preserve and educate our
community about the natural resources present. We feel very strongly about
sustainable futures in Dubuque County. We reach over 9,000 people each
' year with environmental education. This is a testament to how engaged and
passionate our public is about their future and environment. SDAT would
be a responsible step in the continuation of our mission.
DCCB partners with the school district, community groups, and public
agencies on sustainable issues, environmental education, and preservation of
' wild places. SDAT would make partnerships and progression in
conservation an easy and attainable goal.
We believe you should seriously consider Dubuque's application in the
SDAT program.
Sincerely,
' Brian Preston, Director
Dubuque County Conservation Board
t
I
pUBYQUE RACING A550001TION
' November 22, 2006
SDAT Program Director,
' Center for Communities by Design
The American Institute of Architects
1735 New York Avenue NW
' Washington, D.C. 2006-5929
R..F: Cit<; ,~ fDuh;:Kue AT=! SDtiT ~r~ant' A~p11l:s~1G:t
To Whom It May Concern:
On behalf of the Board of Directors of the Dubuque Racing Association, we are pleased
to offer our support for a grant application by the City of Dubuque to the American
' Institute of Architects for the Sustainable Design Assessment Team Program.
The Dubuque Racing Association is anot-for-profit corporation that operates the City-
, owned Dubuque Greyhound Park & Casino, a tourism destination that attracts 1.5 million
guests through its doors each year and employs over 500 people.
' The Dubuque Racing Association's~Mission Statement is:
Dubuque Racing Association through its racing, gaming and entertainment
' facilities provides for social, economic and community betterment and lessens
the burden of Dubuque City and area Government, while contributing to the
growth and viability ojDubuque area tourism and Iowa's Greyhound Industry.
t l
ast
The DRA's strong relationships with the City have resulted in common goals for the
«, ~ 1 ~ ~„+ ~~ r:~' ` ~i f'ould 'll")l'r u2f: ~:%t~_1C'LSi:lt;:i Ul'tJv~.Vn uS
21 - year. J1' G Uefl.'~~ +'t I.i~.t ta117 ~Trua.4 ~+'13r iIf+ali j~T`i.i,r u i
' and others to continue to grow and prosper. We ask that you strongly consider
Dubuque's application for participation in this most-worthy endeavor.
' Sincerely,
wl~ v
Bruce Wentworth, General Manager
' Dubuque.Racing Association
' P.O. Box 3190 DuauQUE, IA 52004-3190 PHONE 563.582.3647 • F,ax 563.582.9074
' i 0 W` F±
1 G l~ ~.~7
' November 22, 2006
' SDAT Program Director, Center for Communities by Design
The American Institute of Architects
1735 New York Avenue NW
' Washington, D.C. 20006-5292
RE: City of Dubuque AIA SDAT Grant Application
' To Whom It May Concern:
On behalf of the Iowa Department of Cultural Affairs, we are pleased to offer our support for a grant
' application by the City of Dubuque to the American Institute of Architects (AIA) for the Sustainable
Design Assessment Team (SDAT) Program.
Iowa Great Places is a program created by Governor Tom Vilsack that calls on state agencies to partner
' with Iowans in a new way by combining state resources with local assets to make Iowa's communities,
neighborhoods, districts and regions great places where people want to live, work and raise a family.
Great Places is designed to promote bold thought, innovation and entrepreneurship to cultivate the unique
' and authentic qualities that make places in Iowa so special. The Great Places goal is to work in
collaboration with local leaders, combining resources for high impact and deliver results.
' The City of Dubuque was selected in October 2006 as one of Iowa's Great Places. As an Iowa Great
Places participant:
• A team will come together for Dubuque, from a whole span of state agencies, to work and think
' together with the community about how the state can partner to help Dubuque achieve its vision.
• State agencies come to Dubuque with the help they can offer, rather than Dubuque having to seek
out each possible type of assistance.
' • Dubuque will have cone-stop shop for state programs-we will help the City find the state
services that fit its vision, and walk the City through the process to access them.
' Like the SDAT Program, what makes Iowa Great Places so successful is that it frees individuals and
organizations from traditional mindsets so they can collaborate in new and meaningful ways. When we
have the freedom to be creative, we can be better and more efficient in meeting the needs and desires of
our communities. We are truly changing the landscape in Iowa -not in just a few cities and towns, but in
' communities throughout the state.
i ~ y,
~~`
~ ~~
Johanna aska
Great Pl es Coordinator
EAST CENTRAL INTERGOVERNMENTAL ASSOCIATION
November 22, 2006
SDAT Program Director, Center for Communities by Design
The American Institute of Architects
1735 New York Avenue NW
Washington, D.C. 20006-5292
To Whom It May Concern:
' On behalf of East Central Intergovernmental Association (ECIA), I am expressing our support for
the City of Dubuque's efforts to have our community selected as a 2007 SDAT project site.
' After learning more about the SDAT program, I am confident that Dubuque would benefit greatly
from the assistance that this team would bring to our community. In turn, I am equally confident
that Dubuque would bring to the project an already existing and visible commitment to
' strengthening the cultural, environmental, and economic systems essential to ensuring a vital and
sustainable community.
As a Council of Governments, our agency has been a partner with and has assisted community
t agencies in discussing broader issues, such as economic development and vitality, energy
efficiency, affordable housing, social and demographic related priorities, pedestrian and bicycle
options, safe routes to schools, and transportation. These are among the issues for which the
' SDAT team would be of great value to our community in providing additional assessment and
input into the future of potential projects in Dubuque.
I encourage you to give strong consideration to Dubuque's application for participation in the
SDAT program. Thank you for your consideration.
Sincerely,
Kelley Hutton Deutmeyer
' Executive Director
~;~_
P!-iORE (563) 556-4166 it;V~lA ~'~~1LY (800) 942-4648 FAX (563) 556-0348 '~-tU~.P:iL eciaQecia.org Vi'EB f ~ www.ecia.org
' b Dubuque Metropolitan Area Transportation Study ~ Eastern Iowa Regional Housing Authority ° Region I Employment and Training -°
ECIA Regional Planning Affiliation ° EC(A Business Growth, Inc.
Suite 200
3999 Pennsylvania Avenue
Dubuque, IA 52002
' THE CITY OF
DUB E
' H&CD ~ ••
Housing and Community Development Department ~~ - 0 G/
' 1805 Central Avenue
Dubuque, Iowa 52001-3656
(563) 589-4239 office
(563) 589-4244 fax
' November 29, 2006
The Honorable Mayor and City Council Members
City of Dubuque
City Hall - 50 W. 13th Street
Dubuque, IA 52001
RE: AIA SDAT Grant Application
' Dear Mayor and City Council Members:
The Housing Commission has reviewed the information regarding a grant application to
the American Institute of Architects (AIA) for the Sustainable Design Assessment Team
' (SDAT) Program.
The Housing Commission works with our community partners to foster sustainable
development that promotes:
^ the preservation, rehabilitation, and investment in our city housing stock;
^ the creation and maintenance of an adequate supply of sound, affordable
housing integrated throughout the community; and
^ the opportunities for homeownership, especially for low to moderate income
households.
The Housing Commission supports the City of Dubuque's grant application for the AIA
' SDAT Program because it is complimentary to the City of Dubuque's housing goals and
objectives related to housing availability, affordability, and accessibility for all members
' of the community.
The Housing Commission is interested in having a representative on the local steering
' committee for the SDAT program.
Sincerely,
~l
~~ ~ ,,.
~y~
' David K pier, Chairperson
Housing Commission
' Service People Integrity Responsibility Innovation Teamwork
Historic Bluffs Neighborhood Association
1090 Grove Terrace
Dubuque, IA 52001
' November 24, 2006
SDAT Program Director, Center for Communities by Design
' The American Institute of Architects
1735 New York Avenue NW
Washington, D.C. 20006-5292
' RE: City of Dubuque AIA SDAT Grant Application
PILI4NBORL~OOD
ASSO~IATIONI
To Whom It May Concern:
On behalf of the Historic Bluffs Neighborhood Association, I am pleased to offer
' the support of our non-profit organization for the grant application to be
submitted by the City of Dubuque to the American Institute of Architects (AIA)
for the Sustainable Design Assessment Team (SDAT) Program.
As Dubuque continues to move ahead with development, it is critical that we
' look at preserving what makes Dubuque great and moving toward sustainable
development and design. I believe this project will help us develop a guide
toward these goals. The most sustainable design and development is to
' preserve and restore existing, established neighborhoods like ours.
The Historic Bluffs Neighborhood Association is in support of this process that
' would allow our community to attract the AIA to help us toward this ideal. As
well, I believe that with the caliber of local architects and historic preservation
advocates that will participating on the local steering committee, we are set to
' ensure that this process is uniquely crafted toward Dubuque and focuses on
sustainable design and development in our historic neighborhoods.
' Thank you for the opportunity to partner with the AIA SDAT Team.
' Sincerely,
~~~°Yi
' Chris Olson, President
Historic Bluffs Neighborhood Association
Long Range Planning Advisory Commission , r~F crr'' ~'~
'
City Half
~" DUB E
Street
50 West 13
Dubuque, Iowa 52001-4864
(563) 589-4210 office
~~
~~'
(563) 589-4221 fax U
'
{562) 690678 TDD
planning@cityofdubuque.org
' November 27, 2006
' The Honorable Mayor and City Council Members
City of Dubuque
' City Hall -- 50 W. 13th Street
Dubuque, IA 52001
RE: AIA Sustainable Design Assessment Team (SDAT) Grant Application
Dear Mayor and City Council Members:
' The Long Range Planning Advisory Commission has reviewed the information
regarding a grant application to the American Institute of Architects (AIA) for the
' Sustainable Design Assessment Team (SDAT) Program.
The SDAT program is complimentary to the goals and objectives related to smart
' growth and sustainability found in the City of Dubuque's Comprehensive Plan, which the
Commission is updating for City Council review and approval in 2007.
' The SDAT program is further complimentary to the preparation of a Unified
Development Code, which will be an important mechanism to implement the
Comprehensive Plan and to encourage sustainable design in our community.
' B a vote of 7 to 0, the Long Range Planning Advisory Commission lends its support to
Y
the AIA Sustainable Design Assessment Team (SDAT) Grant Application.
' Both I and Commission Member Dr. Mary Lynn Neumeister are interested in serving on
the local steering committee for the SDAT program.
I
Sincere y,
' Dr. Charles Winterwood, Chairperson
Long Range Planning Advisory Commission
' Historic Preservation Commission rr~r cirv °~
City Hall DUB E
50 West 13'h Street
Dubuque, Iowa 52001-4864 ~~' c
(563) 589-4210 office ~~ U ~Ob~
' (563) 589-4221 fax
(562) 690-6678 TDD
planning@cityofdubuq ue. org
November 27, 2006
' The Honorable Mayor and City Council Members
City of Dubuque
City Hall -- 50 W. 13th Street
' Dubuque, IA 52001
RE: AIA Sustainable Design Assessment Team (SDAT) Grant Application
' Dear Mayor and City Council Members:
' The Historic Preservation Commission has reviewed the information regarding a grant
application to the American Institute of Architects (AIA) for the Sustainable Design
Assessment Team (SDAT) Program.
' The SDAT program is complimentary to the City of Dubuque's historic preservation
goals and objectives related to adaptive reuse, revitalization, and sustainability found in
the Comprehensive Plan. The historic, architectural, and cultural resources of
Dubuque's historic landmarks, sites, districts, downtown and neighborhoods are a key
to Dubuque's economic prosperity and quality of life. These resources, like the
Mississippi River, help form Dubuque's unique identity. By providing incentives for
people to own, renovate, maintain and invest m our histonc structures, the City retains
' and upgrades its existing housing and building stocks, helps revitalize downtown and
surrounding neighborhoods, and improves the quality of life in Dubuque.
' By a vote of 6 to 0, the Historic Preservation Commission gives its support to the AIA
Sustainable Design Assessment Team (SDAT) Grant Application.
' Commission Member Dave Stuart is interested in serving on the local steering
committee for the SDAT program.
' Sincerely,
~~
l~~-
Christine Happ Olson, Chairperson
Historic Preservation Commission
White Pine Group Sierra Club
1555 Montrose Terrace
Dubuque, IA 52001
November 23, 2006
SDAT Program Director
Center for Communities by Design
The American Institute of Architects
1735 New York Avenue NW
Washington, D.C. 20006-5292
To Whom It May Concern:
I am writing on behalf of the White Pine Group of the Sierra Club. The Sierra Club is a national
environmental organization with almost 800,000 members nationwide. The White Pine Group is
the Northeast Iowa affiliate.
I am specifically writing then to voice our strong support of the City of Dubuque's grant
application to the American Institute of Architects (AIA) for the Sustainable Design Assessment
Team (SDAT) Program. The Sierra Club has a "cool cities" program which encourages cities to
sign and implement the mayors' conference on climate control to adopt Kyoto standards locally.
The City of Dubuque led by Mayor Roy Buol is proposing to do this. We also have a livable
communities committee which promotes development that decreases our dependence on motor
vehicles by reusing older sections of town, smart development elsewhere and promoting
greenways.
We think that the Sustainable Design Assessment would help accomplish all of the above goals.
~ Sincerely,
t '~
~~~~~ ~4~
' Charles Winterwood
Chair
White Pine Group Sierra Club
1
Friends of the
' dines of Spain
1
'
November 21, 2006
FRIENDS of the MINES of SPAIN
8991 Bellevue Hts.
Dubuque, IA 52003-9214
(563) 556-0620
www minesofspain.org
SDAT Program Director, Center for Communities by Design
To whom it may concern:
I am writing on behalf of the Friends of the Mines of Spain Board of Directors. The Friends group is a not-
' for-profit organization that supports the Mines of Spain Recreation Area and E.B. Lyons Interpretive
Nature Center. Both are located just south of Dubuque and serve the entire community and surrounding
area with a variety of nature and recreational programs and activities. We have worked very closely with
' the City of Dubuque in the past, have seen many of its great successes and know that its leadership is very
strong.
' I am specifically writing then to voice our strong support of the City of Dubuque's grant application to the
American Institute of Architects (AIA) for the Sustainable Design Assessment Team (SDAT) Program.
' I have read through the information about the grant and I think it would be a great fit for this community.
We have seen some tremendous growth over the past two decades. Great things have been achieved.
' Many other great new ideas are now emerging. At times however, one does wonder whether there
shouldn't be some "third party" oversight that would help best coordinate and direct all of this energy so
that the best results can be achieved in the end. This grant seems to provide that and the City of Dubuque
' would be in an excellent position to benefit and learn from the grant process as described.
The American Institute of Architects
' 1735 New York Avenue NW
Washington, D.C. 20006-5292
' We think that it would be funds and energy very well spent.
Sincerely,
~~~
Douglas G. Olk, M.D.
' President, Board of Directors
Friends of the Mines of Spain
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Mlllworkin District Committee ~ 1069 Main Street ~ Dubuque, IA 52001 ~ 563.588.4400
SDAT Program Director, Center for Communities by Design
The American Institute of Architects
1735 New York Avenue NW
Washington, D.C. 20006-5292
SDAT Evaluaters:
On behalf of the property owners, entrepreneurs, azchitects, preservationists, and interested citizens that
comprise the Millworking District Committee, I would like to enthusiastically express our full support of the
City of Dubuque's application as a 2007 participant in the SDAT program.
The importance of developing a vibrant community through strong design, forward-thinking policies, and
viable solutions has been along-standing priority for the community of Dubuque. The Millworking District
Committee, which is led by Dubuque Main Street, emerged from the highly successful Envisl0n 2010
initiative. This initiative was acitizen-driven process which identified 10 top ideas from a list of over 2,200
ideas. The revitalization of the Millworking District has already begun and was selected because the district
is one of the lazgest and most relatively intact millworking azeas in the United States. The 28-building
industrial complex has been in operation since before the 1880s. The Committee has over 50 citizens
dedicated to the vision, research, and advocacy for the district's historic preservation and unlimited potential.
Strengthening partnerships for this process can only enhance and generate additional momentum for this
important project. The Committee strongly believes that Dubuque's historic millwork industries can be a
driving theme for the revitalization of a major section of the downtown area. The district's most significant
buildings will be preserved and reused to create multi-use structures containing businesses, restaurants,
shops, and residences, as well as recreation and "green" azeas. The Millworking District is located near the
Mississippi riverfront, which has recently undergone its own $200 million revitalization and greatly
enhanced the community. We believe development of the district can only complement the successful
development of the riverfront project.
I am confident the SDAT program would be an extremely valuable asset to the continuing growth of our
community. The program would provide the needed momentum to make Dubuque's Millworking District an
active, spirited neighborhood and cultural destination for our residents and many visitors. This Committee
will provide much assistance with the assessment and development of this high potential project. We strongly
support and urge your consideration of Dubuque's application in the SDAT program.
Sincerely,
Katie Bahl
Millworking District Committee Chair
__
Clarke Collepre Institutional Advancement Office
b (888) 225-2753
' 1550 Clarke Drive, Dubuque, Iowa 5 2001-3 1 98 www.clarke.edu
November 10, 2006
SDAT Program Director, Center for Communities by Design
The American Institute of Architects
1735 New ~t"ark Avenue NW
Washington, DC 20006-5292
To Whom It May Concern:
On behalf of students, faculty, staff and alumni of Clarke College, I want to share that we
' fully support the City of Dubuque's efforts to have our community selected as a 2007
SDAT project site.
' We agree that the City of Dubuque would greatly benefit from this opportunity. Also, we
believe that the City would add to the project and achieve the goals set forth by the AIA.
Our City continues to manage its growth with a view towards the future and with an
' understanding that it must be fully cognizant of its strengths and challenges.
As a Dubuque institution for the last 164 years, Clarke College remains an active
' participant in the growth of our city. We work to educate the citizenry that lives and
works in our community. In addition, we partner with a great many local organizations to
address issues of homelessness, affordable housing, management of our environment, and
~ many other areas that an SDAT team could provide us with new, alternative methods.
I ask that you strongly consider Dubuque's application for panicipation.
Sincerely,
el Rodriguez
' Vice President for Institutional Advancement
November 15, 2006
Honorable Mayor Roy Buol and
City Council Members
' City Hall
50 W. 13th Street
Dubuque, IA 52001
'
Dear Mr. Mayor and Council Members:
' On November 7, 2006, Laura Carstens presented information to our Commission
regarding a grant application to the American Institute of Architects for the Sustainable
Design Assessment Team (SDAT) Program. It is our understanding that on August 21,
2006, the City Council authorized submission of this grant application from the Iowa
State Chapter of the American Institute of Architects. Ms. Carstens provided our
Commission with background on this program. This Commission feels that sustainable
' design and sustainable development are important concepts that should be considered
by community decision-makers. Therefore, the Environmental Stewardship
Commission affirmatively supports the grant application for the Sustainable Design
' Assessment Team Program. If you have any questions, please advise. Thank you.
Sincerely, ~
__ _~
~~~
' Michael Buelow, Chair
Environmental Stewardship Advisory Commission
' JTN/bjs
' cc: Environmental Stewardship Advisory Commission Members
Mary Rose Corrigan, RN, Public Health Specialist
Laura Carstens, Planning Services Manager
' Downtown Neighborhood Council
1492 Locust Street
Dubuque, Iowa 52001-4714
' 27 November 2006
SDAT Program Director, Center for Communities by Design
' The American Institute of Architects
1735 New York Avenue NW
Washington, D.C. 20006-5292
To Whom It May Concern:
' The Downtown Neighborhood Council, the neighborhood association serving the north
end of Dubuque's "downtown", most strongly endorses and supports the City of
Dubuque's application as a 2007 participant in the SDAT program.
We need a disciplined process to evaluate and protect the elements that contribute to
downtown Dubuque. That will enable us to continue the process of growing a downtown
' that will recognize the heritage of Dubuque while encouraging development that
contributes the quality of life of its residents. These are of vital importance to us.
' We feel that Dubuque's commitment to our issues serves as a strong starting point and
demonstrates our City's willingness to take actions necessary to achieve all of our
objectives.
'
Sincerely,
`~% l
' Dave Stuart
President
Downtown Neighborhood Council
LORAS COLLEGE
1450 Alta Vista P.O. Box 178 Dubuque, IA 52004-0178 (563) 588-7100
Office of the President
November 27, 2006
SDAT Program Director, Center for Communities by Design
The American Institute of Architects
1735 New York Avenue NW
Washington, D.C. 20006-5292
Dear Director:
It is with pleasure that I share with you the support of Loras College for the City of
Dubuque application to become a 2007 SDAT project site. Loras College has been a
proud partner with the city on numerous initiatives since our founding in 1839. We have
truly "grown up" together, and through the process, realize how very important
collaboration is to the success of the entire community.
This community has been moving forward in very positive ways in the last 20 years. The
bulk of the success coming from multidisciplinary, grass roots efforts. A key goal in our
current vision for the future is sustainability. We have an abundance of natural resources
in this area, along with controllable growth which makes this community ideal for
developing an integrated, holistic plan for sustainable living. We also have a proven
track record in developing solutions as a community for such areas as affordable housing,
transit and land use, developing wildlife habitats and bike trails, creating jobs and
managing growth. The assistance the SDAT would provide is not only timed dwell, but
could take this community to the next level.
We look forward to bringing our resources to bear, in any way needed, to assist the city
with this project.
Sincerely,
(~~,~, -
J es E. Collins (' 84)
esident
925 Kerper Court
Dubuque Metropolitan Area Solid Waste Agency Dubuque, IA 52001-2405
5,~~ Phone: 563-589-4250
' providing environmentally sound .solid waste solutions FBX: 563-589-4252
~.
' November 27, 2006
SDAT Program Director
' Center for Communities by Design
The American Institute of Architects
1735 New York Avenue NW
' Washington, D.C. 20006-5292
RE: Sustainable Design Assessment Team Program
To Whom It Ma Concern:
Y
' On behalf of the Board of Directors of the Dubuque Metropolitan Area Solid Waste
Agency, I am pleased to offer the support of our not-for-profit organization for the grant
application to be submitted by the City of Dubuque to the American Institute of
Architects for the Sustainable Design Assessment Team program.
The Dubuque Metropolitan Area Solid Waste Agency is an intergovernmental
partnership of the City and County of Dubuque. It was formed in 1973 under Chapter
28E of the Code of Iowa. It was onglnally formed for the purposes of siting, building,
' and operating a sanitary solid waste landfill serving all residents, businesses,
institutions, and industries in Dubuque county.
However, over the years, the Agency's mission has broadened due to environmental
concerns and legislative mandates. While still operating the area's sole sanitary solid
waste landfill, the Agency is equally committed to providing environmentally sound,
' financially stable, fiscally responsible, community-recognized solid waste management
services that focus on waste reduction, resource conservation, and material reuse. As
a result, the Agency sponsors a number of programs that support community
' sustainability, including efforts to:
*Reduce waste being landfilled;
*Reduce customers' waste management costs;
' *Increase recycling; and,
*Protect the environment.
' The Dubuque Metropolitan Area Solid Waste Agency therefore supports the City of
Dubuque's application for the Sustainable Design Assessment Team Program.
' Sijn~cerely, ~
Ann E. Michalski
DMASWA Chairperson
Media Contact List
/lndntvd Anril 7/Jnli
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Dubuque, IA 52004
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Cell: (563)599-5656
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