CEDS 2011 Narrative

Comprehensive Economic Development Strategy Annual Report For period January 1, 2011 to December 31, 2011

ECIA A Regional Response to Local Needs

East Central Intergovernmental Association 7600 Commerce Park Dubuque IA 52002 563-556-4166 www.ecia.org

Prepared by the East Central Iowa Economic Development District under Economic Development Grant No. 05-83-0437503. The preparation of this report was financially aided (50% federal; 50% local) through a Federal grant from the Department of Commerce - Economic Development Adminstration authorized by the Public Works and Economic Development Act of 1965 as amended.

Contents Section 1 - Comprehensive Economic Development Strategy.....3 Section 2 - Adjustments Including Analysis....................................4 Adjustments Including Opportunities..................................10 Accomplishments Achieved, Quantifiable Deliverables,

Difficulties Encountered.........................................................13

Section 3 - Evaluation..................................................................... 30 Section 4 - Schedule........................................................................31 2012 Proposed Scope of Work..................................................... 53

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

Section 1 Comprehensive Economic Development Strategy Organization & Background In 1978, ECIA received designation as an Economic Development District. As such, ECIA prepares a Comprehensive Economic Development Strategy (CEDS) to coordinate economic development activities in the region. This makes cities/counties eligible to receive EDA grant/loan funds. Staff provides assistance to local governments, development corporations, chambers of commerce, businesses, and individuals in the ongoing implementation of the CEDS. The East Central Intergovernmental Association (ECIA) is a membership supported organization of local governmental bodies in Cedar, Clinton, Delaware, Dubuque, and Jackson Counties in eastern Iowa. ECIA provides services in the following categories: Community Development, Economic Development, Transportation Planning, Housing Assistance, Employment and Training and Rural Transit Services.

Community Development activities include grant writing, grant administration, comprehensive planning, technical advice related to city financial planning, codification of ordinances, building inspections, flood assistance, and the provision of census data and other information related to the operation of city/ county government.

E.C.I.A. Business Growth Inc., a non-profit corporation formed in 1982, provides low-interest loans to businesses for expansion that creates new or retains current jobs. The Small Business Administration is the primary funding source. E.C.I.A. Business Growth Inc. has extended loans in excess of $68,518,199.

E.C.I.A. Business Growth has either created or retained more than 4,615 jobs. Business Growth Inc. also assists local communities in the administration of Revolving Loan Funds. These funds are loaned to businesses and industries, and the proceeds are returned to the local governments for future loans.

To help meet the area's workforce and commercial transportation needs, ECIA provides planning and technical assistance to various transportation organizations.

Established in 1978, the Eastern Iowa Regional Housing Authority (EIRHA) operates as a division of ECIA, which provides staff and administrative support. EIRHA has a separate Board of Directors, elected

by EIRHA members. In the five-county area, EIRHA provides two programs of housing assistance benefiting low-income families and the elderly.

Since its inception in 1982, the Job Training Partnership Act, now known as the Workforce Investment Act (WIA), has been operating successfully to develop job training programs for qualified adults and youth. Under the administration of ECIA, the program provides job training services in Dubuque and Delaware Counties. ECIA staff works with educational institutions and employers to train people for ongoing full-time employment. Training is provided on the job and through technical training programs.

The training programs help people obtain skills that enable them to compete successfully in the job market.

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

SECTION 2 ADJUSTMENTS INCLUDING ANALYSIS OF ECONOMIC DEVELOPMENT

PROBLEMS AND OPPORTUNITIES East Central Intergovernmental Association (ECIA) is in the second year of its five year CEDS cycle (2010ÂŹ2014). The CEDS is being utilized in the region to monitor and evaluate our long term economic goals and strategies and to coordinate the economic development activities in the region. This report submitted is the annual update of the CEDS for the 2011 calendar year. The CEDS document and the process that has been implemented act as tools for developing goals and strategies that will guide the economic growth of the region.

Throughout this past year, input for the development of this annual report was received from local community leaders, economic developers, schools, private business, etc. through public meetings and in person and electronic communication, which have assisted in guiding our vision for the economic future of the region. The 2011 CEDS Annual Report builds on the five-year CEDS and updates the region's progress in the past year for the adopted short- and long- range goals.

This report includes the updated Implementation and Evaluation Report that reflects the goals, and the schedule for completing those goals, for the region. The CEDS Committee, with input from local representation, updated the tasks, performance measures, schedule, and evaluation indicators for the region. The Implementation and Evaluation Report has been adjusted to indicate projects that have been completed (BOLD type) and projects that have either been updated or added (RED type).

The report reflects a great deal of activity in the Improvement of Basic Public Works Goal with many projects either under construction or near completion.

In addition to the Implementation and Evaluation Report, the Results of the Plan have been updated as well and are included in this document. The Results of the Plan evaluates the overall activity in the job market, which is driven in part by the total economic development activity in the region. The jobs lost and gained in specific businesses for calendar year 2010 for the region have been listed.

Employment/Unemployment & Population The chart to the right shows total employment by sector in 2006, 2009 and 2010. Stability in some sectors is countered by employment reductions and expansions in others, with the greatest gains being made in professional and business services and education and health services. The greatest losses were seen in the manufacturing and information sectors.

Annual Private Employment by Industry Sector 2006, 2009 & 2010

25000

20000

15000

10000

2006 Employment 2009 Employment 2010 Employment

5000

In the past year, the region gained 735 total jobs, but we have not yet returned to the employment levels of 2006 (1).

0

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Economic activity for the region was weaker than in previous years, with high levels of job loss and above average unemployment rates. As can be seen in the maps below, between 2006, 2009, and 2010, unemployment levels rose dramatically across the country and the state of Iowa. Given poor economic conditions at the national level, the local economy has remained slightly above average. Unemployment rates for the State of Iowa have remained lower than the national average and unemployment rates for the region also came in below the national average during the reporting period.

Unemployment rates by county, 2006 annual averages

Unemployment rates by county, 2009 annual averages

Unemployment rates by county, September 2010 – August 2011 averages

(U S rate = 4 (U.S. 4.6 6 percent)

(U S rate = 9 (U.S. 9.3 3 percent)

(U S rate = 9 (U.S. 9.2 2 percent)

14 0% or over 14.0% 12.0% to 13.9%

14.0% or over

14.0% and over

10.0% to 11.9%

12.0% to 13.9%

12.0% to 13.9%

8.0% to 9.9%

10.0% to 11.9%

10.0% to 11.9%

6.0% to 7.9%

8.0% to 9.9%

4.0% to 5.9%

6.0% to 7.9%

Bureau of Labor Statistics Local Area Unemployment Statistics

8.0% to 9.9% 6.0% to 7.9%

4.0% to 5.9%

3.9% or below SOURCE:

SOURCE:

Not available

Bureau of Labor Statistics Local Area Unemployment Statistics

3.9% or below

4.0% to 5.9% SOURCE: Bureau of Labor Statistics Local Area Unemployment Statistics

3.9% or lower

The most recent 2011 weighted average regional unemployment rate is 5.3%, down from 5.7% in 2010 (8) . The State of Iowa rate is down to 6.1% from 6.8% as of August 2011 but remains substantially below the current U.S. national rate of 9.1% (8).

Iowa’s population continued to grow for the 22nd straight year, constituting its longest period of sustained growth since 1900, according to the U.S. Census Bureau (11). The State’s population has increased every year since 1988. Population growth has not been divided evenly across the state with most of the growth occurring in or near metropolitan counties.

Polk County, the state’s largest and home to the capital city of Des Moines, expanded by 15%. Linn County grew more than 10% despite a massive flood in 2008 that ruined thousands of homes and buildings. Johnson County, home to the University of Iowa, gained 18%. Much growth took place in the Des Moines suburbs, including West Des Moines, up 22%; Ankeny, up 68%; and Urbandale, up 36% (10).

“The losses in rural Iowa are driven by a movement from factories and other goods-producing industries to more retail businesses,” according to Iowa State University sociologist David Peters (11).

He also attributes some of the losses to the combination of older residents dying and younger Iowans leaving for the bigger cities. He predicts rural Iowa will continue a historic trend of merging school districts and other government services. “Fewer jobs will exist,” Peters says, and “small towns will slowly vanish”. “What we’re going to see by midcentury is a vastly depopulated Corn Belt and Great Plains,” Peters says. “You’re going to see ghost towns reappear” (11).

Regionalism Regionalism remained a priority this past year. ECIA continued the Prosperity Eastern Iowa initiative.

Prosperity Eastern Iowa is a regional economic development organization comprised of representatives from local governments, economic development organizations, colleges, utilities, and other interested parties in three of the five counties in the ECIA region as well as Jones County.

In 2008, Prosperity Eastern Iowa developed a long term marketing strategy and budget for the future of the organization. Through that process, the mission of Prosperity changed slightly, “The mission of

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

Prosperity Eastern Iowa is to successfully market and position the regional product as a competitive place to do business and generate new business investments that will grow the regional economy.”

Recent funding cuts at the state level will require this group to reevaluate their mission, goals, and funding strategy.

Prosperity Eastern Iowa has continued to expand the Buyer Supplier initiative. The goal of the program is to encourage companies to shift 5% of their out of region spending back into the region, making regional connections to suppliers. Interesting facts include: $8.7 billion is spent annually on goods and services from out-of-region suppliers. $6.5 billion of that goes to non-regional companies for which there is an existing industry of that kind in the region. $326 million annually could go directly back into the regional economy with just a 5% shift in spending habits. Those dollars `multiply’ and could increase the region- wide impact to $458 million and could result in over 3500 jobs annually. In the fourth year of the program, we have over 1300 companies registered online, up from 600 registered last year. Over the past year, we have partnered with Northeast Iowa Business Network to expand the geographical coverage of the program to include nine counties. We also partnered with the Dubuque Area Chamber of Commerce to import their membership database into the program. We continue to work with local foods groups to assist with making connections between local producers and their potential markets in the food service and hospitality industries.

Economic Activity In 2009, Governor Culver requested the Legislature create an Iowa Jobs (I-JOBS) state investment program, through the issuance of bonds rather than raising taxes. During the 2009 and 2010 sessions, the Legislature created an $875 million I-JOBS program, a state recovery package designed to create/retain jobs, rebuild communities impacted by the natural disasters of 2008 , invest in Iowa’s infrastructure, and promote long-term economic growth. Although this was a controversial program, 2,091 projects were funded statewide with 90 of those in the five-county ECIA region. The region-wide total I-JOBS funding was $6,758,751. Many of these projects have been under construction in 2010, 2011 and are just being completed. the funding had a lasting impact on the region during 2011.

Iowa Farmland Values 1900-2010 (average value/acre) Land values in the region and at the state level continued to increase. The average price of an acre is now $5,054. Land values have more than doubled since 2003 when the average farmland acre cost $2,200.

Economists in Iowa believe the bio-fuel economy is driving the land price increase.

As can be seen in the graph to the right, land prices remained relatively steady through the 1970s, rising quickly and then falling during the 1980’s with a steep increase during the 2000’s. Currently, the region is home to one ethanol and one biodiesel plant. This increase in local demand has led to increased crop prices and the ability to add value to crops within the region rather than shipping out raw commodities for manufacturing elsewhere.

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

The Greater Dubuque Development Corporation, serving the metro area in the ECIA region, is in the fourth year of a five-year campaign for economic growth. The campaign, known as “Destination for Opportunity”, has four main goals: 1. Create 5,500 net, new jobs to bring our workforce to a record of 61,800* by December of 2012 in the Dubuque County area (7). Job growth will be tracked by utilizing the Iowa Department of Workforce Development’s official, monthly statistics. Current Workforce: 57,200 (*Job numbers are periodically bench-marked by the Iowa Workforce Development and may change the base number.)

Annual progress is shown in the chart below.

DUBUQUE MSA LABOR FORCE | GOAL: 61,000 60,000 58,000 56,000 54,000 52,000 50,000 48,000 46,000 Jan

Feb

Mar

2007—Benchmark

Apr

May

2008—Year 1

June 2009—Year 2

July

Aug 2010—Year 3

Sept

Oct

Nov

2011—Year 4

Dec

2012—Year 5

2. Targeted wages for new jobs will be $16+ per hour or an average annual income of $33,280.

Dubuque County wage levels will be monitored using the official data released by the Iowa Department of Workforce Development and the Iowa Department of Economic Development. The current unadjusted wage rate is $17.57 (5). Annual progress is shown in the chart below.

DUBUQUE COUNTY WAGE LEVEL | GOAL: $16.00+ $18.00 $17.50 $17.00 $16.50 $16.00 $15.50 2007

2008

2009

2010

2011

Average Wage

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3. $300 million in new commercial construction projects in Dubuque County. We will track construction using the official information that is provided by the City of Dubuque’s Building and Permits Department and Dubuque County Assessor’s office. Current Commercial Construction: $287,229,966 (2003- 2011) (2).

4. Increase the Dubuque County projected population by 6 percent (5,357) from 89,143 in 2000 to 94,500 in 2012. The official population estimates from the U.S. Census Bureau and Claritas will be used to monitor Dubuque County’s population growth. The current Dubuque County population is 93,653 (11). Annual progress is shown in the chart on the following page.

DUBUQUE COUNTY POPULATION GROWTH | GOAL: 94,500 95,000

93,000

91,000

89,000

Population Total

In the Dubuque area, tourism remained steady, but fared slightly weaker than the state average of 8.5% (12). Tourism dollars in our region increased from $254 million to $275 million in the last year, an increase of 8.3% (3). Tourism managers in the region say that collaborative partnerships, strategic advertising and great natural amenities continue to lure visitors to the region and garner statewide attention for the quality of tourist venues in the area.

Challenges Iowa’s looming shortage of skilled workers threatens the State’s economy, business leaders and state department leaders told the State Legislature this past year. The State will have roughly 100,000 vacancies within the next five years according to Iowa Workforce Development. One major employer in the ECIA region, John Deere, told state lawmakers that more than 50% of some segments of their work forces are eligible for retirement within the next five years. It has also been indicated that college and high school educations are not keeping up with the demand in such areas as math and science careers.

Businesses were surveyed in 2011 and cited their need for qualified, technically skilled employees as their greatest need in planning expansion. Based on the survey, the majority of employers (87.5%) would hire an employee who has a high school equivalent with a specialized training certificate in their industry and 78% feel that experience can substitute for education. This workforce issue and shortage of employees is very real in the ECIA region. If the local labor pool dries up, it could create a perfect storm of collapsing factors, eroding the region’s economic success.

Iowa Workforce Development completed a Workforce Needs Assessment in October 2011. Employers in the region were asked to indicate the number of workers that will be eligible to retire within the

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

Estimate of Those Eli

years that follow. This number also includes an accumulation of employees who became eligible to retire prior to 2009 and are still employed.

According to the survey, an average of 1.1 percent of the region’s workforce becomes eligible for retirement each year (737 divided by total employment of about 66,250 workers). Future analysis of trend data will help us understand how many retirement eligible workers are remaining in the workforce and for how long.

684

646

600 400 200 0 2009

2010

2011

2012

Year Eligible to Retire The future year estimates in subsequent reports will reflect employees who did not retire in the year they actually were eligible as they may choose to continue their employment because of retention efforts by (6) employers.

2013

next seven years. Based on the responses, the number of retirees appears to be greatest in education (30.4%), healthcare (25.9%), and manufacturing (14%) . The assessment also looked at the methods employers are undertaking to retain retirement aged employees and their plans once retirees have Figure 25 shows the estimated percentage of potential worker loss dueschedules to retirement by industry.

In the next left the workforce including flexible work and increased wages (6). Retirement eligibility by five years, there will be a significant number of workers eligible for retirement from the educational services, (6) healthcare & and social services, manufacturing, andbe wholesale & retail trade industries. . industry occupation can seen in the following figures from the IWD report Figure 26 Retirement Eligibility within each Occupational Category

Figure 25 Retirement Eligibility by Industry Percent of Respondents

Industry Educational Services Healthcare & Social Services Manufacturing Wholesale & Retail Trade Agriculture & Mining Professional & Technical Services Finance, Insurance, & Real Estate Construction Public Administration Transportation & Warehousing Utilities Arts, Entertainment, & Recreation Accommodation & Food Services Personal Services Administrative & Waste Services Information Management * insufficient data repo rted

30.4% 25.9% 14.0% 6.5% 5.4% 4.5% 4.3% 3.2% 1.7% 1.5% 1.1% 0.7% 0.5% 0.1% 0.1% 0.1% *

Occupational Category

Percent Affected

by Retirements

Office & Administrative Support 43.1% Figure 26 shows Management 26.3% retirement within e Production 19.4% Office & administr Healthcare Practitioner & Technical 16.3% largest occupation Sales & Related 11.9% vacancies (16.8% Healthcare & Transportation & Material Moving 11.9% the largest occupa Social Services potentially affecte Business & Financial Operations 10.6% Table 1. Iowa Loses Jobs with High ESI Coverage Rates, Gains Jobs with Low ESI Coverage food preparation & Installation, Maintenance, & Repair 10.6% Loss of Employer-Sponsored Coverage, Thousands of Jobs occupations make Education, Training, & Library 9.4% Educational region’s current va Construction & Extraction 6.9% Manufacturing Services, All 2), they are not si Architecture 2009-11 & Engineering 2001-02 numbers numbers Loss of ESI 6.3% attributable to workers potentiall Food Preparation & Serving Related 5.6% occupational cate cov. Healthcare Support cov.

5.6% ESI ESI job less the most affected jobs Legal PA jobs 3.8% total support; managem & Grounds 2009 Cleaning & Jul-11 Maintenancelosses 3.1% Jun-01 2002 Jun-01Building Jul-11 coverage healthcare practiti Computer & Mathematical Science 2.5% Nat. Res. & Mining 2.2 78.4% 1.7 75.8% Sports, &1.5 -0.1 -0.2 Arts, Design, 2 Entertainment, Related -0.2 1.9% Construction 70.4 47.5% 33.4 63.7 28.0 -3.2 -2.2 -5.4 Community & Social44.0% Science 1.9% Farming,206.2 Fishing, & 69.6% Forestry 1.9% Manufacturing 244.5 72.7% 177.8 143.5 -27.8 -6.4 -34.2 Protective Service 1.3% Wholesale & Retail Trade 255.8 53.9% 137.9 241.6 50.5% 122.0 -7.7 -8.2 -15.9 Life, Physical, & Social Science 0.6% Transp. & Utilities 57.4 66.9% 38.4 62.0% 39.4 4.1 1.0 Personal 63.5 Care & Service *-3.1

measured in 2010, at $2.60/hour in Iowa and $2.97/hour nationally. However, this appears to be largely due to a decline in the earnings of men. * insufficient data repo rted

Information 37.8 73.0% 27.6 27.4 69.5% 19.0 -7.6 -1.0 -8.6 13 Financial Activities Wage Gap 93 (9) Risen, 65.8% 61.2 99.2 66.0% 65.5 4.1 0.2 4.3 Figure 11. While Women’s have the Gender Remains Gender Wage Gap Wages in Iowa Fig Prof. & Bus. Services 109.1 57.4%Another 62.6 123.9 55.1% issue 68.3in Iowa 8.5 and-2.8 5.6 workforce in theRetiree Retention Educ. & Health Services 182 59.4% 108.1 216.1 57.1% 123.4 20.3 -5.0 15.3 Over three-fifths (61.9%) of employers indicated region isengaged the gender wage gap. The Efforts Leisure & Hospitality 132.2 32.5%ECIA43.0 137.8 26.3% 36.2 1.8 -8.5 -6.7 to Keep/Attra that they are in retiree retention efforts.

27 details35.0% employer responses regarding work schedules Other Services 57.4 40.1%2011 23.0 55.2 19.3in Iowa” -0.9 report, -2.8 Flexible-3.7 “Figure State of Working the strategies used to retain retirees. Nearly half Private, nonfarm jobs 1241.8 1236.6 -8.6 a -39.9 Increase -48.5wages and/or bon (45.6%) of the employers are offering retirees Change in duties/responsib

compiled Iowa Policy Project indicated flexible by workthe schedule; followed by increased Additional Coverage rates from Elise Gould, EPI Briefing Paper #228 (Table 3).training wages and/or bonuses; a change duties/ Benefits to part-time employ that the wage disparity ininrepetitiveness Iowa is present, http://www.epi.org/publications/entry/bp283/ responsibilities to take away from in More recognition the workplace; additional trainingEmployment to upgrade their Job numbers from Economic Policy Institute analysis of Current Statistics survey data.work schedules skills; benefits to part-time employees; more but decreasing.

Women continue to be Seasonal Benefits to retirees recognition for work done; seasonal work In this tumultuous decade — spanning paid two recessions — benefits Iowa’s nonfarm jobsame base hasjobs, been essentially schedules; to retirees; and allowing less than men in the butAllow telecommuting/workin telecommuting/working from home. flat (losing about 2,500 jobs). Discounting a small growth in government employment, the privateOther in Iowa made gains than at nonfarm job base has lost about doublefemales that (5,200 jobs).

But, as Table 1greater underscores, the loss of good jobs has been much more pronounced. We lost just under 50,000 jobs28with health coverage — to Figure thehave national level.

However, this appears How Plan to Replace Those rates Who Retire some of this total attributable to simple job losses, butCompanies most attributable to declining of coverage in Figure 28 shows how to a the decline inthe the earnings men the jobs that remain. These numbers, inbe turn,due understate impact Due of decline in ESIPercent onof health Replacing Vacancies to Retirements vacant positions left b Of those who coverage — since each covered job provides health insurance tooutside the employee and family members. rather than an increase earnings ofretired.

Combination of hiring workersin andthe to use a combination 33.4% from within the company Accordingly, while the number of jobs offeringpromoting health coverage fell by 48,500, the number of Iowans along with promoting women.

Not currently planning to fill these positions 31.0% 31.0 percent do not c losing job-based Hire workers from outside of the company Table 2. Iowa Median Wages have Fallen from 29.1% 2000 6.5% Percentile Wages by State by Year (2010 dollars)**

coverage since 2001ofisCurrent Population Survey Source: EPI/IPP analysis data.

Promote employees from within the company th

positions, 29.1 percen from outside the comp

50 on only promoting fro double that — over Regardless ofwage gender, Iowa’s level wages overall fall 10wage gain from attaining 1980 1990 2000 2010 Another important indicator of is the worker’s of education.

The 96,000 as of 2009.

UNITED STATES $14.59 $14.65 $15.49 $16.00 rank in 2010 post-secondary has been on thenational rise in Iowaaverage for generations, with only a slight decline 88education cents behind the (median) regional14 national Wages following the 2001 recession.

In 2010, while a worker with a bachelor’s degree or higher was earning a (9) Minnesota $14.65 $15.09 $18.17 $17.54 1 11 has graduate lost ground since 2000, median wageof of $16.00 $21.42/hour,.aIowa high school was Although earning only (see Figure 12). That $15.15 Iowa$13.65/hour was Wisconsin $13.94 $15.49 $16.32 2 17 is a difference of $7.77/hour, or in other words, a college graduate a timeIllinois and a half the with the median wage falling $.04 cents toearning spared thewas worst ravages $16.36 $16.03 $16.51 $16.21 3 19 wages earned by a high-school graduate.

Missouri $13.84 $13.40 $15.77 $15.14 4 32 of the recession, its wage $15.02 in 2010 inflation-adjusted dollars Iowa $14.25 $13.35 $15.06 $15.02 5 33 profile heading into the (9) Pays Kansas $13.70 $13.41 $14.73 $14.97 6 34 . This ranks IowaFigure 33rd 12. in Education the nation while downturn was already Median hourly wage in Iowa by education, in 2011 dollars* Indiana $14.44 $13.42 $15.14 $14.91 7 38 weak.

At the median regionally, falling right in the middle, beating Nebraska $13.10 $12.36 $13.46 $14.81 8 40 wage (half of all workers South Dakota $11.66 $10.94 $13.71 $14.21 9 47 Kansas, Nebraska Indiana and South Dakota and earn more, half earn less), Source: EPI analysis of Current Population Survey data.

Iowa ranks fifth inand the lagging behind Missouri, Minnesota, Illinois ** Using CPI-U-RS. Note: wage levels down from 10 years earlier are shown in red. immediate region, and Wisconsin (9).

33rd nationally, with a median wage ($15.02) about a dollar less than the national median (Table 2).

Iowa was one of 10 states to see the real value of its median wage actually fall since 2000, with much of

Transportation/Air Quality 10

In July 2010, ECIA assumed management of the city of Dubuque’s transit system and has been busy

seeking funding to replace the entire fleet from diesel to clean fuel to address the potential air quality concerns. The City recognizes that a redesigned transit system is critical to the success of their

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Source: EPI/IPP analysis of Current Population Survey data. *There were not enough cases of less-than-high school educated workers for inclusion.

sustainability efforts. Therefore an operational analysis was completed in 2009 for the Keyline system which recommended a complete re alignment of the fixed routes as well as incorporating appropriatesized vehicles and clean fuels technology.

Within this project there are two strategies that, when integrated, will create a “forward-reaching” transit model for small urban systems across the United States and will reduce our overall emissions of Oxides of Nitrogen (NOX) by 23.08%, Particulate Matter (PM) by 89.62%, Hydrocarbons (HC) by 86.92% and Carbon Monoxide (CO) by 48.46% saving $15,276,042 (EPA: Diesel Emissions Quantifier) and improving health by saving $546,000 in medical expenses (EPA: Diesel Emissions Quantifier) over the duration (10 years) of the project and will assist us in maintaining the National Ambient Air Quality Standards for ozone and carbon monoxide. The subject of air quality directly impacts business expansion and production capabilities, and with the Dubuque Area being near the threshold for nonattainment, DMATS, Prosperity Eastern Iowa, multiple private businesses and other partners in the region have identified a rideshare carpooling option as one method for reducing vehicle miles traveled and corresponding carbon emissions.

Natural Disasters The ECIA region is still recovering and rebuilding from past flooding. Total damage in Iowa reached into the billions of dollars with over 25,000 properties damaged in Iowa and over 400 properties destroyed.

Communities in the ECIA region are still working with federal and state agencies in demolishing and rebuilding homes. All of the region was effected but Cedar and Delaware Counties were among the areas hit the hardest. ECIA is the lead Council of Governments in Iowa to administer the emergency grant funds.

While recovering from the devastating floods of 2008, another round of flooding struck the region in May of 2010 and July of 2011. The following disaster declarations have impacted the region in the past 5 years (4): 2007: Severe Winter Storm Disaster Declaration FEMA-1688-DR - Cedar, Clinton and Jackson Counties 2008: Severe Winter Storm Disaster Declaration FEMA-1737-DR - Cedar and Clinton Counties

Severe Tornados and Flooding FEMA-1763-DR - Cedar, Clinton, Delaware, Dubuque and Jackson

Counties 2010: Severe Storms, Flooding and Tornadoes FEMA-1930-DR - Delaware, Dubuque and Jackson

Counties 2011: Severe Storms and Flooding FEMA-4018-DR - Dubuque and Jackson Counties A. ADJUSTMENTS TO THE STRATEGY INCLUDING OPPORTUNITIES Northeast Iowa Community College (NICC) Economic Development Division completed a business survey in early 2011 which shed some light on the true educational attainment and occupational needs of businesses in the county. The breakdown of respondents by industry was: 18.6% manufacturing; 20.9% finance and insurance; and 16.3% healthcare and social services. 23.3% of survey respondents employ between 200-499 full-time positions. Some specific concerns expressed by businesses were relating to the looming baby boom generation retirements including the following: “As more of our

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

Construction & Extraction

Arts, Design, Entertainment

Production

Healthcare Support

Installation, Maintenance

Education, Training, & L

Food Preparation & Ser

Transportation & Mat

Office & Administr

1.17 1.17 1.11

Building & Groun

Personal Care

1.44

Sales & Relat

1.58

Protective Ser

Mana

1.61 1.58

Healthca

Archit

Busin

Farming, Fishi

Computer & Math

1.50

Life, Physic

Com

2.00

Legal

0.95 0.90 seasoned workforce begins to near retirement, our incoming employees lack even the basic skill 0.75 1.00 sets; we continue to upgrade the level of technology on our manufacturing floor, but without these 0.62 0.59 0.55 0.51 basic skill sets we cannot begin to train employees to replace the more technical positions have.�

0.42we 0.40 0.34 This is not surprising considering that surveyed businesses cited their need for qualified, technically 0.50 skilled employees as their greatest need in planning expansion. Based on the survey, the majority of * employers (87.5%) would hire an employee who has a high school equivalent with a specialized training 0.00 certificate in their industry and 78% feel that experience can substitute for education. * insufficient data repo rted

Iowa Workforce Development(IWD) a 2011 Regional Workforce Needs Assessment. This Education, Experience, and Skillcompleted Requirements tool provides employer information regarding both their current level of employment and their

Employers were asked about the education/training and experience requirements of prospective workers for and expected job vacancies. excellent forbelow the region regarding theircurrent reported job vacancies.

The resultsThe for survey currentprovides job vacancies are data shown in Figure 7 andthe Figure 8.

demand for, and the skills required of workers in the region. Some of the results are shown below; Figure 7 Education Required - Current Vacancies Education Required

Percent

No Educational Requirement High School Education/GED Vocational/Technical Training Associate Degree Undergraduate Degree Postgraduate/Professional Degree

24.7% 44.1% 7.7% 6.9% 13.0% 3.6%

Figure 8 Experience Required - Current Vacancies Experience Required No Experience Required Less than 1 Year 1-2 Years 3-5 Years More than 5 Years

Percent 52.4% 9.0% 27.0% 9.0% 2.6%

68.8% of available jobs require no more than a high school education and 52.4% of the jobs require no experience.

While the region has a large number of college graduates (18,000) due to the high number of four-year 5 educational institutions, many of the employers have expressed a willingness and desire to employ individuals with basic skills that do not require a four-year degree such as workplace computing, project management, analyzing data and information, communicating with supervisors or subordinates, developing and working in teams, and interacting with computers. There is a large demand from the business community for specialized training in a variety of areas and the niche for our regional efforts will lie in addressing these issues while reengaging the unemployed and underemployed residents in the community.

In addressing the workforce challenges, ECIA through its Prosperity Eastern Iowa initiative continues to receive grant funding to enhance its interactive web site targeting the 14-25 year old population, www. accessmyfuture.com. This website provides information on high demand careers in the region as well as resources for internships, job seeker tips, and entrepreneurship. In addition to these efforts, members of Prosperity Eastern Iowa are also collaborating with existing workforce initiatives in the region. Many local economic development groups have initiated their individual efforts for their communities and continue to address location-specific workforce issues. Local firms have partnered with the area colleges and community colleges in the region by connecting students to internship programs funded by the local companies. Companies in the region are also offering more flexible work schedules, telecommuniting, incentives, etc. to attract and retain employees.

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Through the DubuqueWorks project, recently funded by EDA technical assistance dollars, ECIA and other partner staff have begun researching workforce models and reengagement strategies throughout the United States. Most of these models have been developed for larger urban metro areas. This project addresses the need for additional research and planning to develop a workforce model for small metro and rural areas to be replicated through the larger ECIA region. The result of the project will be a completed business and staffing plan for outreach, training and scholarships for unemployed and underemployed to be enrolled in programs preparing them for high demand occupations.

Accolades In 2009, Dubuque was ranked number three for job creation by careerbuilder.com. In 2010, Forbes. com ranked Dubuque number one in projected job growth as well as best small city to raise a family.

In 2008, Forbes.com ranked the Dubuque area at number 18 on its Best Small Places for Business and Careers. In 2007 Dubuque finished 15th. The consecutive top 20 ranking though is very positive for the region. In 2008, Milken Institute and Greenstreet Partners ranked Dubuque 39th among 179 U.S. small cities for their Best Performing Cities index. Dubuque soared 37 spots from last year besting all small metropolitan areas.

References: (1) Bureau of Labor Statistics. Quarterly Census of Employment and Wages. 2006, 2009, 2010. Excel file.

(2) City of Dubuque’s Building and Permits Department and Dubuque County Assessor. Total Commercial Construction Value. 2011. Excel file.

(3) Dubuque Area Convention and Visitors Bureau. Dubuque Increases Tourism Impact to State of Iowa. 2011. PDF file.

(4) Federal Emergency Management Agency. Iowa Disaster History. 2011. Web. 31 Oct. 2011.

(5) Iowa Department of Economic Development. County Wage Thresholds July 2010. 2010. Excel file.

(6) Iowa Workforce Development, Labor Market and Workforce Information Division. Workforce Needs Assessment. 2011. PDF file.

(7) Iowa Workforce Development. Monthly Labor Force Summary. 2011. PDF file.

(8) Iowa Workforce Information Network. County Laborforce Data. 2010, 2011. Excel file.

(9) O’Connor, Noga, Colin Gordon, and Peter Fisher. The Iowa Policy Project: The State of Working in Iowa 2011. 2011. PDf file.

(10) Schulte, Grant. “Iowa Population Shifts from Rural to Urban”. USA Today. 17 Feb. 2011. Web. (11) US Census Bureau. Population Estimates. 2010. Excel file.

(12) US Travel Association Research Department. The Economic Impact of Travel on Iowa Counties. 2011. PDF file.

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--------------------------------------------------updating in progress-----------------------------------------------------

B. Accomplishments Achieved, Quantifiable Deliverables, Difficulties Encountered Based on approved scope of work for January 1, 2010 to December 31, 2010

A. LOCAL GOVERNMENT MEETINGS AND ECONOMIC DEVELOPMENT GROUP MEETINGS: ECIA staff regularly attends meetings of local governments and local economic development groups to provide information and facilitate program implementation.

1. ECIA participates and sits on the Board of the Greater Dubuque Development Corporation and regularly attends their meetings at least quarterly.

a. Accomplishments - GDDC has quarterly Board of Directors meetings and ECIA staff attended all four meetings this past year.

b. Quantifiable Deliverables - ECIA attended all GDDC Board meetings this past year and also participated in their appointed DubuqueWorks committee addressing the employment needs in the region.

Additionally, through participating in these board meetings, ECIA has been asked to participate in their workforce recruitment efforts and their sustainability programs.

c. Difficulties - There were no difficulties with attending and participating in the meetings.

2. ECIA staff regularly hosts and participates in City Clerk meetings in Delaware and Dubuque Counties and hosts two meetings a year of the regional city clerks.

a. Accomplishments - ECIA staff attended 8 City Clerk meetings this past year in Delaware County and 4 meetings of the Dubuque County City Clerks. ECIA prepared the agendas for the meetings.

ECIA hosted two region wide clerks meetings at our offices this past year and organized the speakers and the agendas.

b. Quantifiable Deliverables - At the monthly Delaware and Dubuque County Clerks meetings five to six clerks attend each month. Information sharing and problem solving has been their main focus and these lunches have been great networking opportunities to share their experiences. The regional clerks meetings held twice per year had overwhelming participation this past year with over 25 clerks from the region attending each meeting.

c. Difficulties - There were no difficulties with this activity this past year.

3. ECIA staff regularly attends and acts as the secretary for the Jackson County Mayors. Meetings are held monthly in Jackson County.

a. Accomplishments - ECIA attended all 7 of the meetings this past year for the Jackson County Mayors and acted as the secretary for these meetings. The meetings focus on information sharing and emergency management issues.

b. Quantifiable Deliverables - The Jackson County Mayors do not meet over the summer and have changed to bi-monthly meeting rather than month so only 7 meetings were held a this year and ECIA staff attended each meeting. On the average 6 to 8 mayors and staff show up to these meetings.

c. Difficulties - There were no difficulties with this activity this past year.

4. ECIA staff regularly participates in the RC&D meetings. Meetings are held monthly in Jackson County.

a. Accomplishments - ECIA attended 12 RC&D meetings this past year

b. Quantifiable Deliverables - ECIA is working collaboratively with the RC&D on a rural sewer project and continues to regularly attend the RC&D monthly meetings.

c. Difficulties - Last year the RC&D Executive Director retired after many years leaving a gap in the management of the RC&D with interim directors. This had made it more difficult to collaborate with the RC&D. They have now hired a new director and activities are running smoothly again.

5. ECIA staff participates in two regional partnerships, Riverlands Economic Development and the Tri-State Alliance. Both entities focus on furthering economic development and transportation related projects in the tri-state region of Wisconsin, Illinois and Iowa.

a. Accomplishments –Staff participates in bi-monthly phone conferences with Tri-State

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Alliance members and helped to coordinate website development and an annual meeting for the Riverlands Economic Development group.

b. Quantifiable Deliverables –Staff participates in bi-monthly phone conferences.

c. Difficulties – Riverlands became inactive in July 2010 due to retirements and staff cuts at Alliant Energy, the main backer of the project.

6. ECIA will be holding monthly Prosperity Eastern Iowa meetings with local economic developers.

a. Accomplishments –Staff facilitates Prosperity Eastern Iowa meetings and maintains their marketing materials and website.

b. Quantifiable Deliverables –Staff facilitated 7 Prosperity Eastern Iowa meetings. The group has decided to switch to bi-monthly meetings and have technology training on the months that meetings are not held.

c. Difficulties –There are no difficulties that exist with this activity.

7. Complete the annual CEDS report for 2010 and submit by 12/31/2010.

a. Accomplishments –Staff performed outreach to member communities for data gathering.

b. Quantifiable Deliverables –Staff completed the annual CEDS report for 2010.

c. Difficulties –Finding accurate demographic data was difficult given that the 2010 Census data is not available.

B. TRAINING AND CONFERENCE: Attend and participate in meetings of national, state, and local organizations affecting regional strategy policies and programs.

1. ECIA staff will continue to participate in the annual trip of the Clinton and the Dubuque communities to meet with federal officials concerning local needs. Trips are scheduled for February and May, 2010.

a. Accomplishments - ECIA staff attended trips with Clinton and Dubuque to Washington, D.C.

b. Quantifiable Deliverables - One staff member went with the City of Dubuque to Washington, D.C. in February, 2010 and participated in the trip by giving two presentations to the staff and legislators on employment and training needs as well as the transportation needs for the region. One staff person attended with the City of Clinton.

c. Difficulties - Other than the costs starting to creep up for participating in the events, there were no difficulties encountered.

2. ECIA staff will attend the Iowa League of Cities meeting.

a. Accomplishments - Staff attended the Iowa League of Cities Meeting

b. Quantifiable Deliverables - Staff attended one Iowa League meeting in September, 2010 and a budget workshop in November.

c. Difficulties - No difficulties were encountered. These are good meetings for staff to network with our member cities and to get updates on city related issues,

3. ECIA staff will attend Iowa DNR meetings in Des Moines.

a. Accomplishments - ECIA staff attended the quarterly IDNR meetings

b. Quantifiable Deliverables - ECIA staff attended four meetings of the IDNR this year.

c. Difficulties - The meetings are useful to attend but they are in Des Moines so it requires 3 hours of travel each way for staff. It is time consuming.

4. ECIA staff will attend regional meeting hosted by the EDA.

a. Accomplishments - Staff attended two meetings of the EDA this year.

b. Quantifiable Deliverables - Staff attended the EDA meeting in Denver this year and found the meeting very useful with valuable information.

c. Difficulties - No difficulties were encountered. These meetings are a great opportunity to network with EDA staff and other EDA recipients.

5. ECIA staff will attend two national meetings - either NADO, NARC, or the IEDC meetings.

a. Accomplishments - Two staff attended the NADO meeting this year and sent a Prosperity Eastern Iowa member to the IEDC meeting.

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b. Quantifiable Deliverables - Two staff people attended the NADO meeting in San Diego this past year and Prosperity Eastern Iowa member attended IEDC in Ohio. Both meetings were very valuable training tools and staff brought back valuable resources as well as an Innovation award from NADO and a website award from IEDC, both for two local economic development initiatives.

c. Difficulties - There were no difficulties encountered with this task. Due to cost, it is generally too expensive to send more than one staff to each meeting.

6. ECIA staff will attend training to become familiar with “green” and sustainable business practices that can be introduced to Buyer Supplier companies and member governments.

a. Accomplishments - Staff attended the national ICLEI Local Governments for Sustainability conference in Washington DC and presented on ECIA’s sustainability programs.

b. Quantifiable Deliverables - Two staff people attended the national ICLEI Local Governments for Sustainability conference.

c. Difficulties - There were no difficulties encountered with this task.

C. INFORMATION DISSEMINATION: Disseminate census, economic, statistical and program information by telephone, e-mail, letter, newsletter, personal contact, and training programs. Maintain a database for use in program development and implementation.

1. ECIA staff prepares two full newsletters each year and two “news alerts” which are disseminated to over 800 individuals and/or entities in the region.

a. Accomplishments - ECIA distributed newsletters quarterly this year.

b. Quantifiable Deliverables - Two ECIA newsalerts were distributed which is a shorter version of the full newsletter. Two full newsletters were also distributed. Our mailing list is over 800 people and businesses.

c. Difficulties - To be more “green” we tried an ECIA email alert but people indicated they receive too many emails and appreciate a printed copy. So to save costs, ECIA is using recycled paper now and also using only two color for the ink.

2. ECIA staff maintains the websites for ECIA, Prosperity Eastern Iowa, the Regional Transit Authority, and the Eastern Iowa Regional Housing Authority/Corporation and the Eastern Iowa Regional Utility Service Systems, Buyers Supplier Connection and Accessmyfuture.com.

a. Accomplishments – Staff updated the ECIA website and completed development of an intranet as a method of improved sharing of department and staff news internally. The design and programming of the AccessMyFuture.com website was completed and updated information continues to be posted on this and all agency websites.

b. Quantifiable Deliverables - We began tracking hits to all agency websites using google analytics which allows us to see where the hits are generated as well as monitor times of high and low traffic. The ECIA website currently receives an average of 500 hits per month.

c. Difficulties - The web sites are not as up to date as they should be because staff continue to be kept busy with day to day tasks.

3. ECIA staff will research and begin utilizing social media tools such as Facebook and Twitter to integrate into the web sites we maintain as another resource to disseminate information in the region.

a. Accomplishments – Staff attended multiple presentations on social media held by local ad firms. Staff also met with city of Dubuque staff to discuss possible social media options for the public sector.

b. Quantifiable Deliverables - Staff attended four presentations on social media held by local ad firms. Staff also met with city of Dubuque staff twice to discuss possible social media options for the public sector.

c. Difficulties – Due to staff constraints and concerns about privacy and information security, we have decided not to pursue social media at this time.

4. ECIA staff responds to approximately 150-200 requests for information each year pertaining to grant applications, TIF districts, enterprise zone, etc.

a. Accomplishments - Staff worked with one City on a TIF district. Staff provided general information and answered general technical assistance questions from various communities in the region.

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ECIA staff is a member of the Dubuque Enterprise Zone Commission and participated in meetings, as needed, regarding new projects this year.

b. Quantifiable Deliverables - Staff provided technical assistance to one City regarding a TIF District for housing. Staff responded to 200+ technical assistance/general information questions from communities in the region with topics varying from code enforcement, budgeting, zoning, land use, transportation, etc. Four projects were approved through the Dubuque Enterprise Zone Commission in which ECIA staff is a member.

c. Difficulties -Completing the TIF District was difficult because it was difficult to obtain accurate information from the housing developer and guidance from the City.

D. GRANT/LOAN APPLICATIONS: Assist local governments in the preparation of grant/loan applications for funding of projects of local and regional concern.

1. ECIA staff regularly prepare grant applications and loan applications for CDBG projects such as water, sewer, child care centers, etc.

a. Accomplishments - ECIA worked with six communities to submit CDBG applications. ECIA submitted nine CDBG housing applications for down payment assistance and homeowner rehab. Staff submitted three I-JOBS applications of which one was funded.

b. Quantifiable Deliverables - ECIA prepared six CDBG applications and three were funded to local communities. ECIA has signed contracts to administer the CDBG grants on behalf of the communities.

Two housing program applications were funded by IDED and ECIA has contracted for the administration of these programs. ECIA submitted nine CDBG housing applications for down payment assistance and homeowner rehab. Staff submitted three I-JOBS applications of which one was funded.

c. Difficulties - There were no unusual difficulties encountered. As usual with the CDBG program for housing, community facility and public works, funding is always limited compared to the number of applications.

2. ECIA staff regularly prepare applications for Enterprise Zone and other State economic development programs.

a. Accomplishments - Enterprise zone is covered in “C” above. Staff worked with the City of Clinton on their Lincoinway Railport project.

b. Quantifiable Deliverables - None

c. Difficulties - None

3. ECIA staff prepare Community Attraction and Tourism grant applications for communities.

We anticipate 2 applications per year for this funding.

a. Accomplishments - ECIA staff provided general information about the CAT program to member communities.

b. Quantifiable Deliverables – ECIA staff met with one member community about the CAT program.

c. Difficulties – The poor economy is hindering the number of viable CAT applications due to the local match requirement.

4. ECIA staff prepare grant and loan applications for the flood recovery efforts in the region. ECIA will continue this work through 2010.

a. Accomplishments – ECIA still receiving Jumpstart Funding Assistance applications. Hazard Mitigation Grant Program applications and Community Development Block Grants for Acquisitions have been applied for and awarded. Residential properties were demolished through the FEMA Public Assistance Demolition Program. A single family new construction grant was received.

b. Quantifiable Deliverables - ECIA has received over 60 Jumpstart Funding Assistance applications from individual flood victims and applications are still being received. Three Hazard Mitigation Grant Program applications and two Community Development Block Grants for Acquisitions have been applied for and awarded including 62 residential properties, three commercial properties and one governmental property. Eighteen residential properties were demolished through the FEMA Public Assistance Demolition Program. A single family new construction grant was received which provides 30%

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down payment assistance to 16 new residential structures within the City of Dyersville.

c. Difficulties –Floods of 2010; red tape and paperwork related to federal and state funding sources.

5. ECIA staff will prepare grant applications for the city of Dubuque. (Although this was not included in the original approved scope of work, this is a very important activity, worthy of being reported.)

a. Accomplishments - Completed five Federal grant applications including transit, smart planning , intermodal facility, and transportation. Two Federal grants were funded to replace the entire Keyline fleet. Total funding was $3.8 million for both grants.

b. Quantifiable Deliverables - Five grant applications were approved and $3.8 million in funding brought into the region.

c. Very tedious grant applications and highly competitive.

E. DATA CENTER: Collect data and program information on economic development trends and conditions including finance, labor, business development, industrial development, and the agricultural economy.

1. ECIA maintains data for grants and reports which is used in applications.

a. Accomplishments - ECIA regularly collects data in its transportation department for its mapping and model and that information is readily available for staff to utilize in grant and loan related applications. Data is collected as needed utilizing the internet as a resource.

b. Quantifiable Deliverables - The grant and loan applications prepared for IDED, and CDBG all utilize statistical data which ECIA maintains.

c. Difficulties - There were no difficulties experienced. The process for maintaining the data for the Data Center is much different now as it was in the past as the internet is the quickest and most reliable resource. The internet make the process much more streamlined and available.

2. ECIA maintains the Location One Information System for the region to track the available sites and buildings through the Prosperity Eastern Iowa web site. This is updated on an ongoing basis.

a. Accomplishments – Prosperity Eastern Iowa members are responsible for updating their community’s buildings and sites, with ECIA staff have providing technical assistance and updating of region wide statistics and data.

b. Quantifiable Deliverables –All communities in the Prosperity Eastern Iowa region have accurate transportation and demographic data in their profiles. ECIA staff have also assisted communities with developing site video tours to be linked to the LOIS website.

c. Difficulties – The LOIS database has undergone changes which make it less user-friendly.

Staff have passed along member community concerns to the entity managing the website.

F. DEVELOPMENT STUDIES: Assist local governments and economic development entities in preparing Community Builder Plans and strategic plans in the region.

1. ECIA staff will prepare strategic plans for development groups, chambers or cities in the upcoming year.

a. Accomplishments - ECIA participated in the preparation of one Strategic Planning/Goal Setting project.

b. Quantifiable Deliverables - ECIA participated in the preparation of one Strategic Planning/ Goal Setting project for an economic development organization.

c. Difficulties - No difficulties were encountered.

G. EASTERN IOWA RURAL UTILITIES, INC.: Provide technical assistance to local governments and coordinate with the U.S. Department of Agriculture (USDA) and the Iowa Department of Economic Development (IDED) in the efforts to administer the 28E organization that provides water and sewer services to cities and rural residents.

1. ECIA will continue to work with counties in the region in the design and application phase for funding for unsewered communities in the region.

a. Accomplishments - 1) Received funding commitment from USDA RD for one community, project design is complete awaiting bids, 2) submitted USDA RD applications for two additional

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communities, preliminary design and cost estimates are complete, 3) received city council approval to proceed with wastewater system development in one additional city.

b. Quantifiable Deliverables – 1) Received funding commitment from USDA RD for one community, 2) submitted USDA RD applications for two additional communities

c. Difficulties - 1) project is on hold until SHPO issues are resolved, 2) projects on hold as applications await available funding from USDA.

2. ECIA expects two projects to receive funding to move forward with final design and engineering in 2010.

a. Accomplishments – 1) one project received funding with final design and engineering complete, 2) another project has design 95% complete and awaits USDA funding

b. Quantifiable Deliverables – 1) one project received funding with final design and engineering complete, 2) project plans are 95% complete

c. Difficulties - 1) SHPO issues delay the placing of project out to bid, 2) System design is near completion – project awaits land acquisition resolution H. ECONOMIC DEVELOPMENT TECHNICAL ASSISTANCE: Provide technical assistance to local governments, development corporations, chambers of commerce, businesses, and individuals, in the ongoing implementation of the Comprehensive Economic Development Strategy. ECIA has traditionally provided technical assistance to local governments via a Manager of Government Relations and has extended this to economic technical assistance. The association provides technical expertise in financing and deal packaging.

1. ECIA will assist with Tax Increment Financing in the region.

a. Accomplishments - One City assisted with TIF financing in the region.

b. Quantifiable Deliverables - One City (Clarence) was able to utilize TIF financing for a housing projects in the region.

c. Difficulties - No difficulties were encountered.

2. ECIA will assist in writing ordinances and in developing zoning plans.

a. Accomplishments - ECIA has one community that we are working a zoning plan. The project involves zoning, GIS mapping and land use planning.

b. Quantifiable Deliverables - To date the contract was signed for this project but we have not moved it forward because the community is not ready yet. We were able to start some of the GIS mapping for the project.

c. Difficulties - Waiting on the okay from the community to move forward.

3. ECIA will assist with RISE applications for roadways in to business parks.

a. Accomplishments – Two applications were approved by the DOT.

b. Quantifiable Deliverables - Dyersville Highway 20 West Industrial Park, and Dubuque Industrial Center West, streets are built and open. Dyersville has sold one lot and has a business and building on the site.

c. Difficulties – No unusual difficulties occurred.

4. ECIA will assist communities in preparing Urban Revitalization plans and Urban Renewal Plans.

a. Accomplishments - ECIA prepared Urban Revitalization Plan for the Cities of New Vienna and Ryan. One related to downtown revitalization/housing and the other to housing alone.

b. Quantifiable Deliverables - Both plans were adopted by the cities. In New Vienna a downtown building was demolished and housing built to replace it.

c. Difficulties - No unusual difficulties occurred.

5. ECIA will assist with EPA, IDNR and IDED Brownfield grant applications.

a. Accomplishments – Staff prepared and submitted grant applications to EPA, IDNR and IDED. Cleanup project complete.

b. Quantifiable Deliverables - Staff prepared and submitted grant applications to EPA, IDNR and IDED. Cleanup project complete.

c. Difficulties - No unusual difficulties occurred.

6. ECIA staff will continue to assist small communities under 500 population with utility billing and

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accounting services.

a. Accomplishments – There are currently 13 communities using the service.

b. Quantifiable Deliverables – To date, 13 communities are using the service.

c. Difficulties - No unusual difficulties occurred.

7. ECIA staff through the Prosperity Eastern Iowa entity will continue to provide expertise in web page design and developing and submitting responses to leads and inquiries in the region.

a. Accomplishments - Staff worked with Prosperity Eastern Iowa members to prepare maps, demographic information, and/or complete project proposals for ten leads.

b. Quantifiable Deliverables - Staff prepared components or complete project proposals for ten leads.

c. Difficulties - Some of the smaller communities do not have high quality maps of their industrial parks and other available sites and buildings which makes them less competitive. Staff have been working with individual communities to improve the quality of their materials, but it is very time consuming.

I. PROSPERITY EASTERN IOWA COLLABORATIVE MARKETING: Administer and conduct the activities identified by the Prosperity Eastern Iowa Economic Development Partnership to further business retention and expansion in ECIA’s three of ECIA’s Counties, Dubuque, Delaware, Jackson and then Jones County. Key projects and activities that will be conducted include:

1. ECIA implemented the local industry business retention and expansion program known as InfoAction.

a. Accomplishments - Each economic developer is responsible for their own retention program and calling on local businesses. As a group, the economic developers decided that ECIA staff should focus on marketing the regional entity and not be concerned about the business retention program. Each economic developer will continue their retention efforts locally and will use PEI as a networking vehicle to discuss their successes, issues or obstacles in making those important business retention calls.

b. Quantifiable Deliverables - Each economic developer in the region is making annual calls on their businesses and using the State sponsored Sychronist software. This is no longer a focus or priority for ECIA staff as part of the PEI ongoing activities.

c. Difficulties - No difficulties have been encountered. It was a mutual decision that this is no longer a priority for ECIA staff but remains a very important priority and task for the economic developers individually in the region.

2. Continual update of the regional website, Accessmyfuture.com and Buyer Supplier Connection web sites.

a. Accomplishments - The regional marketing website is in the process of being updated with new branding and demographic data. AccessMyFuture.com continues to be updated by staff and partner organizations. The Buyer Supplier website recently received a facelift and improvements to usability, data gathering, and RFP posting have been made.

b. Quantifiable Deliverables – three websites have been maintained by staff, with updating completed as needed.

c. Difficulties - None at this time.

3. Continue to seek partners and raise funds for the Prosperity efforts.

a. Accomplishments - Staff continues to research funding sources for Prosperity Eastern Iowa efforts and have been successful at receiving funds from the Iowa Department of Economic development as well as recruiting new partners for the Buyer Supplier program which increases membership income.

b. Quantifiable Deliverables - Staff received grant funds from the Iowa Department of Economic Development and membership fees from the Northeast Iowa Business Network for inclusion in the Buyer Supplier program.

c. Difficulties - Budgets are tight for local economic development groups and at the state level which makes the grant process more competitive and maintaining membership a concern.

4. Continue development of the interactive web site focusing on workforce and workforce recruitment in the region known as Accessmyfuture.com

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a. Accomplishments - Staff continue to partner with the Dubuque Area Labor Management Council to update and market the AccessMyFuture.com website.

b. Quantifiable Deliverables - The Dubuque Area Labor Management Council has produced and posted 2 additional publications on the website; one focused on healthcare careers and the other on IT opportunities. An interactive entrepreneurship component has been developed by ECIA staff and was recently added.

c. Difficulties - Workforce needs are constantly changing and our teenage audience is fickle, so keeping the site up to date and interesting can be challenging.

5. Promote the “ECO-EI” program for Prosperity Eastern Iowa promoting and providing information to our member governments on green and sustainable practices that can be incorporated into their daily business practices.

a. Accomplishments - The Petal Project received recognition as an Innovative Sustainability program from the National Association of Development Organizations and has assisted ten businesses in the community with improving and “greening” their daily business practices.

b. Quantifiable Deliverables - Ten businesses in the community are either in the process of or have completed the Petal project green business certification.

c. Difficulties - No issues at this time.

6. Promote the sustainability plan for the region, Petal Project, focusing on the Buyer Supplier companies in finding green strategies for companies to incorporate into their business practices.

a. Accomplishments - The Petal Project has assisted ten businesses in the community with improving and “greening” their daily business practices. The program is working to partner with local chambers of commerce to offer lunch & learn sessions with businesses that have completed the program.

b. Quantifiable Deliverables - Ten businesses in the community are either in the process of or have completed the Petal project green business certification.

c. Difficulties - No issues at this time.

C. Community and Private Sector Participation and ECIA Governing Board Community input is critical to the CEDS planning process. An outline of the process follows:

• A survey is conducted with member cities and counties within ECIA's five-county region to determine their priorities and economic development plans for the upcoming year. Responses are then compiled and prioritized by the CEDS Planning Committee.

• ECIA staff meets with the region's Economic Development leaders to receive their input.

ED Roundtable discussions through Prosperity Eastern Iowa occur every other month with Executive Committee meetings monthly. The group meets every other month and discusses projects, strategies, and shares resources. They also review and discuss the CEDS priorities as well as progress in meeting the priorities.

• ECIA publishes notices in the five-county region in the official county newspapers regarding the CEDS planning process indicating a comment period to receive comments from the public. The planning committee then meets to receive and discuss the community input.

• Comments are received from the ECIA Council.

• The CEDS document is approved by the CEDS Committee, the Executive Committee, and the ECIA Council.

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• The CEDS document is reviewed by the Committee on an annual basis and information is provided to the EDA in the form of an annual report.

The prioritized goals and objectives are a reflection of the efforts of the CEDS Committee as well as input received from the citizens of the region identifying the economic goals for the next five years.

The committee recommended and the ECIA Council concurred that the four goals identified are all of highest priority, therefore are all ranked at the same level. These goals are linked to improving the limitations within the region as well as building and expanding upon our opportunities.

The CEDS Planning Committee is comprised of representatives from various segments of the region.

The committee represents all major interest groups providing viewpoints that give a well-balanced perspective for the region. The trends, opportunities, and limitations affecting the economic growth of the region have been identified and related to the trends of the national and global market. The mission/ vision and goals of ECIA have been adopted and used as the vision for the CEDS process. The mission/ vision is used as the foundation to build upon when developing goals and strategies for the region.

The committee composition, the community input, and the process for the analysis and formulation of this document have remained the same and can be found on the following pages.

CEDS Planning Committee Work Program Work Item/Task Establish Goals

Responsible Party CEDS Planning Committee ECIA Council

Timetable Annually, by June 30

Establish Priorities

CEDS Planning Committee ECIA Council

Annually, by June 30

Collect Data ECIA Staff

Ongoing, annually complete by October 30

Receive Community Input ECIA Staff

Ongoing, annually receive comments by October 15

Analyze Information/Comments

ECIA Staff

Annually, by November 30

Identify Strategies

CEDS Planning Committee

Annually, by December 15

Prepare Implementation Plans

ECIA Staff

Annually, by December 15

Identify Opportunities and Limitations CEDS Planning Committee

Annually, by December 15

Report Progress

Annually, by December 15

ECIA Staff

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Prepare Annual Report

ECIA Staff

Annually, by December 15

Prepare Five-Year CEDS

ECIA Staff, in cooperation with CEDS Planning Committee and ECIA Council

The ECIA Council is the jurisdiction giving the official approval of the CEDS document. The ECIA Executive Director is ultimately responsible for reporting on the progress of the program and its results. *As adopted by the ECIA Council, July 2003 Updated October 2008

Section 3 Evaluation

As indicated in the attached implementation charts, the activities in the region supporting the goals and objectives have been numerous. The job growth for the region has been positive, surpassing other areas in the State of Iowa. A key to the success of the region and to the progress of these many activities is partnerships. Private and public partnerships have been developed to implement many of the projects, especially the larger scale projects. Without these partnerships, the region would not experience such success. ECIA has acted as a liaison in these public/private partnerships and has worked behind the scenes on grant applications, general technical assistance, and in many cases, provided financing through our loan programs. The charts attached depict the success of the region and the effectiveness of implementing the CEDS goals and objectives.

Section 4 Schedule Including Implementation/Plan of Action See Spreadsheets Based on the analysis and the goals/objectives established, an implementation schedule of activities was developed as well as an evaluation tool for each activity. The implementation schedule is evaluated annually through the CEDS annual reporting process. The activities on the following pages are categorized within each of the goals and are listed by county within the region, and resources are identified. The CEDS committee annually reviews the CEDS process to determine the effectiveness of the implementation plan, reporting process, and the evaluation plan. In the following Implementation and Evaluation Report, notice that the projects in BOLD type have been completed over the past year, and projects that have either been added or adjusted are noted in RED type.

Based on the progress of the activities, assumptions can be made for the economic future of the region. This 2010 Annual Report reflects a great deal of activity in the Improvement of Basic Public Works goal with many projects completed, under construction, or near completion during calendar year 2010. This report also illustrates the positive job growth in the region with an overall net gain of 1,043 jobs in 2010. Locally the economy has remained strong.

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

REPORT ON 2010 GRANT ACTIVITIES Prioritized Goals and Objectives* as reported in the 2009-2014 CEDS Increase/Expand the Economic Segments in the Region

Prepare and plan for the expansion and creation of industrial parks

Encourage the location and expansion of manufacturing industries

Encourage the expansion of the tourism/recreation and service industries

Encourage the location and expansion of technology related industries

Encourage the location of wind, solar, and alternative fuel industries

Encourage the creation and expansion of industries that promote the use of agricultural products

Encourage small and minority owned business startups

Encourage entrepreneurship

Encourage the retention and expansion of existing employers

Encourage the location and expansion of current telephony technology and broadband technology

systems

Promote the improvement of highway, rail, airport, and river transportation

Improve infrastructure and maximize existing resources

Promote and encourage companies in the region to buy and supply regionally

Encourage partnerships and marketing as a region, not individually Create a Skilled, Highly Educated, Permanent, Full-Time Workforce for Business and Industry

Maintain and create new partnerships in the region

Connect business and industry with employment and training programs

Collaborate regionally to address employers’ workforce needs

Promote programs to encourage high school and college age students to explore career paths in the

region

such as utilizing the career readiness program and/or the career based website, accessmyfuture.com

Encourage employers to utilize local and regional websites for posting open positions within their

company such as accessdubuquejobs.com

Encourage the creation of “green” jobs in the region Facilitate the Improvement and Maintenance of the Housing Stock and Housing Supply in the Region

Encourage the construction of affordable housing development

Encourage the reuse and redevelopment of vacant existing properties in the region converting to

housing stock

Encourage homeownership opportunities

Encourage regional rental collaboration for multiple housing unit listings Promote Improvement of Basic Public Works Facilities and Community Services which Improve the Public’s Health, Safety, and Living Conditions

Disseminate information on available funding resources

Encourage partnerships in the region

Encourage the use of EIRUSS for small communities and unincorporated areas in the region

Encourage the use of sustainable and green concepts in the development of water, sewer, housing and

community facility projects Promote and encourage sustainability throughout the region

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

Collaborate regionally to create ECO-EI building on the Sustainable Dubuque program Create a regional economy with opportunities for new green markets, jobs, products, and services Encourage energy conservation Encourage recycling Encourage community design and reuse which contributes to identity, heritage and sense of place Encourage environmental integrity through healthy air, reduced greenhouse gas emissions and minimizing health risks

Schedule - 2011 Proposed Scope of Work EDA Planning funds will support the implementation of an Economic Planning program designed to create and retain jobs throughout the region. A five-year Economic Development Strategy was adopted in 2009 for the region and runs through 2014. This is the second year of our five-year CEDS for 20102014. We will begin working with the CEDS Strategy Committee on the initial steps to prepare the CEDS for 2011. In addition to that we will be performing the following activities: A. LOCAL GOVERNMENT MEETINGS AND ECONOMIC DEVELOPMENT GROUP MEETINGS: ECIA staff regularly attends meetings of local governments and local economic development groups to provide information and facilitate program implementation.

1. ECIA participates and sits on the Board of the Greater Dubuque Development Corporation and regularly attends their meetings at least quarterly.

2. ECIA staff regularly hosts and participates in City Clerk meetings in Delaware and Dubuque Counties and hosts two meetings a year of the regional city clerks.

3. ECIA staff regularly attends and acts as the secretary for the Jackson County Mayors.

Meetings are held monthly in Jackson County.

4. ECIA staff regularly participates in the RC&D meetings. Meetings are held monthly in Jackson County.

5. ECIA staff participates in the Tri-State Alliance regional partnership. The entity focuses on furthering economic development and transportation in the tri-state region of Iowa, Illinois and Wisconsin.

6. ECIA will be holding monthly Prosperity Eastern Iowa meetings with local economic developers.

7. ECIA staff participates and sits on the Enterprise Zone Committee for the City of Dubuque.

The committee meets as needed to review and approve economic development related proposals seeking enterprise zone benefits in the City of Dubuque.

8. ECIA staff participates and sits on the Green Jobs Training program oversight Committee and ECIA Business Growth, Inc. was the lead applicant for the grant program. This is a partnership with Northeast Iowa Community College, Iowa Workforce Development, Four Mounds, and the City of

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

Dubuque to provide green job training and opportunities to job seekers in the region.

9. Complete the annual CEDS report for 2011 and submit by 12/31/2011.

B. TRAINING AND CONFERENCE: Attend and participate in meetings of national, state, and local organizations affecting regional strategy policies and programs.

1. ECIA staff will continue to participate in the annual trip of the Clinton and the Dubuque communities to meet with federal officials concerning local needs. Trips are scheduled for February and May, 2011.

2. ECIA staff will attend the Iowa League of Cities meeting.

3. ECIA staff will attend Iowa DNR meetings in Des Moines.

4. ECIA staff will attend regional meeting hosted by the EDA.

5. ECIA staff will attend two national meetings - either NADO, NARC, or the IEDC meetings.

6. ECIA staff will attend training to become familiar with “green” and sustainable business practices that can be introduced to Buyer Supplier companies and member governments.

C. INFORMATION DISSEMINATION: Disseminate census, economic, statistical and program information by telephone, e-mail, letter, newsletter, personal contact, and training programs. Maintain a database for use in program development and implementation.

1. ECIA staff prepares two full newsletters each year and two “news alerts” which are disseminated to over 800 individuals and/or entities in the region.

2. ECIA staff maintains the websites for ECIA, Prosperity Eastern Iowa, the Regional Transit Authority, and the Eastern Iowa Regional Housing Authority/Corporation and the Eastern Iowa Regional Utility Service Systems, Buyers Supplier Connection, Petal Project, Dubuque Metropolitan Transportation Study, and Accessmyfuture.com. The Petal Project is a new web site that staff developed and will continue to develop and maintain as part of our regional economic development activities.

3. ECIA staff responds to approximately 150-200 requests for information each year pertaining to grant applications, TIF districts, enterprise zone, etc.

D. GRANT/LOAN APPLICATIONS: Assist local governments in the preparation of grant/loan applications for funding of projects of local and regional concern.

1. ECIA staff regularly prepare grant applications and loan applications for CDBG projects such as water, sewer, child care centers, etc.

2. ECIA staff regularly prepare applications for Enterprise Zone and other State economic development programs.

3. ECIA staff prepare Community Attraction and Tourism grant applications for communities.

We anticipate 2 applications per year for this funding.

4. ECIA staff will prepare grant and loan applications for flood recovery programs in the region.

ECIA will continue this work through 2011.

E. DATA CENTER: Collect data and program information on economic development trends and conditions including finance, labor, business development, industrial development, and the agricultural economy.

1. ECIA maintains data for grants and reports which is used in applications.

2. ECIA maintains the Location One Information System for the region to track the available sites and buildings through the Prosperity Eastern Iowa web site. This is updated on an ongoing basis.

F. DEVELOPMENT STUDIES: Assist local governments and economic development entities in preparing Community Builder Plans.

1. ECIA staff will prepare strategic plans for development groups, chambers or cities in the

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

upcoming year.

G. EASTERN IOWA RURAL UTILITIES, INC.: Provide technical assistance to local governments and coordinate with the U.S. Department of Agriculture (USDA) and the Iowa Department of Economic Development (IDED) in the efforts to administer the 28E organization that provides water and sewer services to cities and rural residents.

1. ECIA will continue work with counties in the region in the design and application plans for funding for unsewered communities in the region.

H. ECONOMIC DEVELOPMENT TECHNICAL ASSISTANCE: Provide technical assistance to local governments, development corporations, chambers of commerce, businesses, and individuals, in the ongoing implementation of the Comprehensive Economic Development Strategy. ECIA has traditionally provided technical assistance to local governments via a Manager of Government Relations and has extended this to economic development technical assistance. The association will provide technical expertise in financing and deal packaging.

1. ECIA will assist with Tax Increment Financing in the region.

2. ECIA will assist in writing ordinances and in developing zoning plans.

3. ECIA will assist with RISE applications for roadways in to business parks.

4. ECIA will assist communities in preparing Urban Revitalization plans and Urban Renewal Plans.

5. ECIA will assist with EPA, IDNR and IDED Brownfield grant applications.

6. ECIA staff will continue to assist small communities under 500 population with utility billing and accounting services.

7. ECIA staff through the Prosperity Eastern Iowa entity will continue to provide expertise in web page design and optimization and developing and submitting proposals to leads and inquiries in the region.

I. PROSPERITY EASTERN IOWA COLLABORATIVE MARKETING: Administer and conduct the activities identified by the Prosperity Eastern Iowa Economic Development Partnership to further business retention and expansion in ECIA’s three of ECIA’s Counties, Dubuque, Delaware, Jackson and then Jones County. Key projects and activities that will be conducted include:

1. ECIA implemented the local industry business retention and expansion program known as InfoAction.

2. Continue updating the regional websites: Buyers Supplier; Prosperity Eastern Iowa; Accessmyfuture.com; and Petal-project.com.

3. Continue to seek partners and raise funds for the Prosperity efforts.

4. Continue to promote and seek businesses to participate in the Petal Project sustainability program and green business program that can be incorporated into their daily business practices.

5. Continue to develop and implement a Prosperity Eastern Iowa direct mail campaign top recruit new business to the region.

6. Continue to focus on recruitment and retention of the younger workforce in the region.

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

ECIA STRATEGY & PLANNING COMMITTEE (CEDS) ROSTER JANUARY, 2010

1. PRIVATE SECTOR REPRESENTATIVES (At least 51%) Any senior management official or executive holding a key decision-making position, with respect to any for-profit enterprise.

Name Roger Stewart Rod Tokheim Donna Boss Eric Newton Steve Hoeger Dave Gaylor Tori Richter Lou Egging Scott Frost

Company Maquoketa State Bank Mercy Medical Center Private Farm, Agriculture Community State Bank Henderson Manufacturing Dubuque Bank & Trust American Trust & Savings The Egging Company American Trust & Savings

Position Executive V.P./Credit Review Vice-President President & Owner President President & Owner Vice-President Vice-President President Vice-President

2. REPRESENTATIVES OF OTHER ECONOMIC INTERESTS (No more than 49%) Persons who provide additional representation of the main economic interests of the region.

These may include, but are not limited to: public officials, community leaders, representatives of workforce development boards, institutions of higher education, minority and labor groups, and private individuals.

Name Donna Sweeney Rick Dickinson Don Thiltgen Milt Kramer Merrill Smock Dave Leary Jim Vermazen Stacy Driscoll

Area of Interest Local Government, Women Econ Development, Business Local Government Local Government Low-Income, Minority, Senior Citizen IA Workforce Dev. & NICC Workforce Development Economic Development, Business

CALCULATIONS Private Sector Representatives (at least 51%) Representatives of Other Economic Interests (no more than 49%) Total Committee Membership

Position City Clerk, Holy Cross Executive Director & COO Mayor, DeWitt Mayor, Manchester Chairperson EIRHA/EIRHC Regional Manager RWIB Board Member Executive Director-E.D. & Chamber Number 9 8 17

Percent 53% 47% 100%

APPLICABLE REGULATIONS: 13 CFR Part 303.6(a): The Planning Organization must appoint a Strategy Committee. The Strategy Committee must represent the main economic interests of the Region and must include Private Sector Representatives [as defined above] as a majority of its membership. In addition, the Planning Organization should ensure that the Strategy Committee includes public officials, community leaders, representatives of workforce development boards, institutions of higher education, minority and labor groups, and private individuals.

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

3. AT-LARGE REPRESENTATIVES (0-14%) Other individuals who represent the principal economic interests of the region. (No minimum required) Name Doug Boldt Mike Reynolds Brian Wagner

Area of Interest City of Tipton City of Clinton City of Maquoketa

Background City Manager Community Development Director City Manager

Alternates

Dennis Weih, Supervisor, Cedar County Board of Supervisors Steve Lindner, City Administrator, City of DeWitt Timothy Vick, City Manager, City of Manchester Dave Heiar, Economic Development Director, City of Dubuque Judy Carr, Deputy City Clerk, City of Maquoketa Steven Flynn, Owner, Flynn Construction and Supervisor, Jackson County Board of Supervisors Mike Hein, President, Liberty Bank

CALCULATIONS 1. Government Representatives (at least 51-65%) 2. Non-Government Representatives (35-49%) A. Private Sector Representatives (at least 1) B. Stakeholder Organization Representatives (at least 1) 3. At-Large Representatives (0-14%) Total Board Membership

Number 17 12 7 5 3

Percent 53.1% 37.5%

32

100%

9.4%

APPLICABLE REGULATIONS: 13 CFR Part 304.2(c): The District Organization must demonstrate that its governing body is broadly representative of the principal economic interest of the Region, and, unless otherwise prohibited by applicable State or local law, must include at least one (1) Private Sector Representative and one (1) or more of the following: Executive Directors of Chambers of Commerce, or representatives of institutions of post- secondary education, workforce development groups or labor groups, all of which must comprise in the aggregate a minimum of thirty-five (35) percent of the District Organization’s governing body. The governing body shall also have at least a simple majority of its membership who are elected officials and/or employees of a general purpose unit of State, local or Indian tribal government who have been appointed to represent the government. Upon the District Organization’s showing of its inability to locate a Private Sector Representative to serve on its governing body following extensive due diligence, the Assistant Secretary may waive the Private Sector Representative requirement. The Assistant Secretary shall not delegate the authority to grant a waiver under this paragraph.

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

ECIA EDD BOARD MEMBERSHIP ROSTER 1. GOVERNMENT REPRESENTATIVES (51-65%) Elected officials and/or employees of a general purpose unit of state, local or Indian tribal government who have been appointed to represent the government.

Name Government Position Shirley Kepford City of Tipton Mayor Wayne Deerberg Cedar Co. Bd of Supervisors Supervisor Rodger Holm City of Clinton Mayor John Staszewski Clinton Co Bd of Supervisors Supervisor Don Thiltgen City of DeWitt Mayor Milt Kramer City of Manchester Mayor Linda Gaul City of Earlville City Clerk Shirley Helmrichs Delaware Co Bd Supervisors Supervisor Jeff Madlom Delaware Co Bd Supervisors Supervisor Donna Smith Dubuque Co Bd Supervisors Supervisor Ray Stephan City of Peosta City Council Donna Sweeney City of Holy Cross City Clerk Mike Van Milligen City of Dubuque City Manager Larry Koos Jackson Co Bd Supervisors Supervisor Paul Konrardy City of LaMotte Mayor Neil Morehead City of Maquoketa City Council Peggy Kedley City of Lowden City Clerk 2. NON-GOVERNMENT REPRESENTATIVES (35-49%) A. Private Sector Representatives: Any senior management official or executive holding a key decision-making position, with respect to any for-profit enterprise. (At least one required) Name Company / Enterprise Position Eric Newton Community State Bank President Scott Frost American Trust & Savings Vice President Norlan Hinke Clinton National Bank Vice President Dave Gaylor Dubuque Bank & Trust Vice President Roger Stewart Maquoketa State Bank Vice President Merrill (Bud) Smock Eastern Iowa Developmnt Co President Rod Tokheim Mercy Medical Center Vice President B. Stakeholder Organization Representatives: Executive directors of chambers of commerce, or representatives of institutions of post-secondary education, workforce development groups or labor groups. (At least one required) Name Organization Position Donna Boss Delaware County Chamber Board Chair Roy Buol University of Dubuque Director Facilities Mgmt (Executive) Jim Vermazen Reg. Workforce Development Board Member (Executive) Board, Region 1 Elise Bergan Edgewood Chamber Director Stacy Driscoll Maquoketa Chamber Director

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

3. AT-LARGE REPRESENTATIVES (0-14%) Other individuals who represent the principal economic interests of the region. (No minimum required) Name Doug Boldt Mike Reynolds Brian Wagner

Area of Interest City of Tipton City of Clinton City of Maquoketa

Background City Manager Community Development Director City Manager

Alternates

Dennis Weih, Supervisor, Cedar County Board of Supervisors Steve Lindner, City Administrator, City of DeWitt Timothy Vick, City Manager, City of Manchester Dave Heiar, Economic Development Director, City of Dubuque Judy Carr, Deputy City Clerk, City of Maquoketa Steven Flynn, Owner, Flynn Construction and Supervisor, Jackson County Board of Supervisors Mike Hein, President, Liberty Bank

CALCULATIONS 1. Government Representatives (51-65%)

Number 17

Percent 53.1%

2. Non- Government Representatives (35-49%)

12

37.5%

3

9.4%

A. Private Sector Representatives (at least 1)

7

B. Stakeholder Organization Representatives (at least 1)

5

3. At-Large Representatives (0-14%) Total Board Membership

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100%

APPLICABLE REGULATIONS 13 CFR Part 304.2(c): The District Organization must demonstrate that its governing body is broadly representative of the principal economic interest of the Region, and, unless otherwise prohibited by applicable State or local law, must include at least one (1) Private Sector Representative and one (1) or more of the following: Executive Directors of Chambers of Commerce, or representatives of institutions of post- secondary education, workforce development groups or labor groups, all of which must comprise in the aggregate a minimum of thirty-five (35) percent of the District Organization’s governing body. The governing body shall also have at least a simple majority of its membership who are elected officials and/or employees of a general purpose unit of State, local or Indian tribal government who have been appointed to represent the government. Upon the District Organization’s showing of its inability to locate a Private Sector Representative to serve on its governing body following extensive due diligence, the Assistant Secretary may waive the Private Sector Representative requirement. The Assistant Secretary shall not delegate the authority to grant a waiver under this paragraph.

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Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy

ECIA Governing Board Appt. Date

Affiliation

Public Private Minority Female (original)

CEDAR COUNTY Shirley Kepford Eric Newton Bob Cummins Wayne Deerberg Alt‐Dennis Weih

Doug Boldt Alt‐Mike Hein

Peggy Kedley

Mayor

X

Business

X

X

Business

X

Supervisor Supervisor Tipton City Manager Business City Clerk, Women

2008 2007 2010

X X X

X X

X

2009 2009 2006 2007 2010

CLINTON COUNTY Rod Tokheim Rodger Holm* John Staszewski Don Thiltgen* Alt‐Steve Lindner

Mike Reynolds Angela Vosler

Business

X

2009

Clinton City Council

X

2007

Clinton Co. Supervisor

X

2009

DeWitt Mayor DeWitt City Admin.

Clinton City Admin.

X X X

Business, Women

X

2000 2002 2009

X

2010

X

1998 2005 2004

DELAWARE COUNTY Milt Kramer*

Manchester Mayor

Alt‐Tim Vick

Manchester City Mgr

Donna Boss Linda Gaul Shirley Helmrichs Jeff Madlom Elise Bergan

Delaware Co. ED

X X X

Earlville City Clerk

X

X

2005

Delaware Co. Sup.

X

X

1999

Delaware Co. Sup.

X

Edgewood Chamber

2009 X

X

2009

DUBUQUE COUNTY David Gaylor Donna Smith Merrill Smock* Ray Stephan Donna Sweeney* Mike Van Milligen k ll Alt‐Dave Heiar

Business/Commerce

X

Dubuque Co. Sup.

X

Housing

2003

X

1986

X

Peosta City Council

X

Holy Cross City Clerk

X

Dubuque City Mgr City of Dub‐ED

X X

2007 1988 X

1994 1994 1986

JACKSON COUNTY Roger Stewart Larry Koos* Alt‐Steve Flynn

Stacy Driscoll Paul Konrardy Brian Wagner Neil Morehead Alt‐Judy Carr

Bus/Commerce/Senate

Jackson Co. Sup. Jackson Co. Sup. Maquoketa Chamber

X X

Mayor

X

2008

Maquoketa City Mgr

X

1997

Zwingle City Clerk

X X

Maquoketa Deputy City Clerk

31

X

2006

X

2005 2007 2009

X

X

2007 2007

Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy Comprehensive Economic Development Strategy