GREATER DUBUQUE DEVELOPMENT CORPORATION - Revision history

Randylyon at 20:44, 22 January 2019

2019-01-22T20:44:18Z

← Older revision		Revision as of 20:44, 22 January 2019
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	A second goal was to establish Dubuque as a recognized tourist destination. To reach this goal, the Corporation sponsored feasibility studies and recruited tourist-oriented downtown hotel developers, facilitated the acquisition of railroad property for parking in the [[ICE HARBOR]], carried out a master planning process for the Harbor development area, organized plans for improved roadway access to the 4th Street Peninsula area, and assisted in the development of state support for the local Welcome Center.		A second goal was to establish Dubuque as a recognized tourist destination. To reach this goal, the Corporation sponsored feasibility studies and recruited tourist-oriented downtown hotel developers, facilitated the acquisition of railroad property for parking in the [[ICE HARBOR]], carried out a master planning process for the Harbor development area, organized plans for improved roadway access to the 4th Street Peninsula area, and assisted in the development of state support for the local Welcome Center.

	The third goal was to maintain and expand Dubuque's traditional economic base. Steps toward the achievement of this goal included financing and constructing necessary improvements in the [[INDUSTRIAL PARKS]], organizing market studies for service to support local metal-working firms, providing development information to a wide range of existing and prospective industrial employers, organizing resources for industrial land improvement, and organizing resources for plant relocation or expansion for such industries as ~~Swiss Valley Farms~~, [[FROMMELT INDUSTRIES INC.]], and Theisen Distributing Company, and recruiting Captive Plastics, Inc.		The third goal was to maintain and expand Dubuque's traditional economic base. Steps toward the achievement of this goal included financing and constructing necessary improvements in the [[INDUSTRIAL PARKS]], organizing market studies for service to support local metal-working firms, providing development information to a wide range of existing and prospective industrial employers, organizing resources for industrial land improvement, and organizing resources for plant relocation or expansion for such industries as [[SWISS VALLEY FARMS]], [[FROMMELT INDUSTRIES INC.]], and Theisen Distributing Company, and recruiting Captive Plastics, Inc.

	To maintain and expand the health care industry, the Corporation involved representatives of the health care community in the planning process. The health care strengths of Dubuque were included in the city's marketing program.		To maintain and expand the health care industry, the Corporation involved representatives of the health care community in the planning process. The health care strengths of Dubuque were included in the city's marketing program.

Randylyon at 20:43, 22 January 2019

2019-01-22T20:43:07Z

← Older revision		Revision as of 20:43, 22 January 2019
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	The Dubuque business community in 1984 financed an analysis of community economic development opportunities and organizational needs. This $150,000 study prepared by the Dubuque Economic Steering Committee was carried out by Welton Becket Associates and Peat, Marwick and Mitchell. [[MERIWETHER, J. Bruce\|J. Bruce MERIWETHER]], steering committee chairman, suggested at the end of the study that achieving these goals would be best served by reshaping the steering committee into a non-profit development corporation to coordinate development activities throughout the city. The new group would be called the Dubuque Area Economic Development Corporation. The twenty-five to thirty members of its board would come from government, business, labor and other groups. (1) The renamed Greater Dubuque Development Corporation was formed to provide guidance for the implementation of the plan. Key segments of the community are represented on the board of directors. These community representatives came from:		The Dubuque business community in 1984 financed an analysis of community economic development opportunities and organizational needs. This $150,000 study prepared by the Dubuque Economic Steering Committee was carried out by Welton Becket Associates and Peat, Marwick and Mitchell. [[MERIWETHER, J. Bruce\|J. Bruce MERIWETHER]], steering committee chairman, suggested at the end of the study that achieving these goals would be best served by reshaping the steering committee into a non-profit development corporation to coordinate development activities throughout the city. The new group would be called the Dubuque Area Economic Development Corporation. The twenty-five to thirty members of its board would come from government, business, labor and other groups. (1) The renamed Greater Dubuque Development Corporation was formed to provide guidance for the implementation of the plan. Key segments of the community are represented on the board of directors. These community representatives came from:







	Area Representatives		Area Representatives

Randylyon at 20:42, 22 January 2019

2019-01-22T20:42:45Z

← Older revision		Revision as of 20:42, 22 January 2019
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	[[Image:logogd.jpg\|right\|thumb\|200px\|]]GREATER DUBUQUE DEVELOPMENT CORPORATION. The Greater Dubuque Development Corporation advertised itself as a clearinghouse for cooperative activity involved with implementing a comprehensive growth and development program for Dubuque.		[[Image:logogd.jpg\|right\|thumb\|200px\|]]GREATER DUBUQUE DEVELOPMENT CORPORATION. The Greater Dubuque Development Corporation advertised itself as a clearinghouse for cooperative activity involved with implementing a comprehensive growth and development program for Dubuque.

	The Dubuque business community in 1984 financed an analysis of community economic development opportunities and organizational needs. ~~Carried~~ out by Welton Becket Associates and Peat, Marwick and Mitchell, the study ~~resulted in~~ the Dubuque ~~Plan that recognized that no single activity or program could address either the community's needs or opportunities~~. The Greater Dubuque Development Corporation was formed to provide guidance for the implementation of the plan. Key segments of the community are represented on the board of directors. These community representatives came from:		The Dubuque business community in 1984 financed an analysis of community economic development opportunities and organizational needs. This $150,000 study prepared by the Dubuque Economic Steering Committee was carried out by Welton Becket Associates and Peat, Marwick and Mitchell. [[MERIWETHER, J. Bruce\|J. Bruce MERIWETHER]], steering committee chairman, suggested at the end of the study that achieving these goals would be best served by reshaping the steering committee into a non-profit development corporation to coordinate development activities throughout the city. The new group would be called the Dubuque Area Economic Development Corporation. The twenty-five to thirty members of its board would come from government, business, labor and other groups. (1) The renamed Greater Dubuque Development Corporation was formed to provide guidance for the implementation of the plan. Key segments of the community are represented on the board of directors. These community representatives came from:


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	Tri-Colleges…………………. 1		Tri-Colleges…………………. 1

	The Plan envisioned cooperative action in ~~eight~~ goal areas. To achieve the goal of building and sustaining community consensus, the Corporation organized a coalition linking all-important segments of the community in the economic development process.		The Plan envisioned cooperative action in seven goal areas. To achieve the goal of building and sustaining community consensus, the Corporation organized a coalition linking all-important segments of the community in the economic development process.

	A second goal was to establish Dubuque as a recognized tourist destination. To reach this goal, the Corporation sponsored feasibility studies and recruited tourist-oriented downtown hotel developers, facilitated the acquisition of railroad property for parking in the [[ICE HARBOR]], carried out a master planning process for the Harbor development area, organized plans for improved roadway access to the 4th Street Peninsula area, and assisted in the development of state support for the local Welcome Center.		A second goal was to establish Dubuque as a recognized tourist destination. To reach this goal, the Corporation sponsored feasibility studies and recruited tourist-oriented downtown hotel developers, facilitated the acquisition of railroad property for parking in the [[ICE HARBOR]], carried out a master planning process for the Harbor development area, organized plans for improved roadway access to the 4th Street Peninsula area, and assisted in the development of state support for the local Welcome Center.
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	Grow the Dubuque County projected population by 6%, from 89,143 in 2000 to 94,500 by 2012. Population estimates that are provided by the U.S. Census Bureau are used to monitor Dubuque County's population growth.		Grow the Dubuque County projected population by 6%, from 89,143 in 2000 to 94,500 by 2012. Population estimates that are provided by the U.S. Census Bureau are used to monitor Dubuque County's population growth.

	In March, 2017 GDDC had received contributions totaling over $8.1 million toward of goal of $10 million for a new five-year campaign called Greater Dubuque 2022. The project would include working with city officials on converting rental properties in the North End of Dubuque into single-family residences. A former downtown renovation had included new signage, facade improvements, and streetscape improvements along the Central Avenue corridor. The Greater Dubuque 2022 campaign also focused on plans for 64,000 jobs in Dubuque County, $800 million in residential and commercial construction, a population of 100,000 and median household income of $60,000. (1)		In March, 2017 GDDC had received contributions totaling over $8.1 million toward of goal of $10 million for a new five-year campaign called Greater Dubuque 2022. The project would include working with city officials on converting rental properties in the North End of Dubuque into single-family residences. A former downtown renovation had included new signage, facade improvements, and streetscape improvements along the Central Avenue corridor. The Greater Dubuque 2022 campaign also focused on plans for 64,000 jobs in Dubuque County, $800 million in residential and commercial construction, a population of 100,000 and median household income of $60,000. (2)

	The 1987 ''Dubuque City Directory'' listed 790 Main.		The 1987 '''Dubuque City Directory''' listed 790 Main.

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	Source:		Source:

	1. "GDDC Raises $8 Million for New Campaign," ''Telegraph Herald'', March 24, 2017, p. 3A		1. Hendricks, Mike,"Five-Year Action Plan for Dubuque Lists 7 Goals," ''Telegraph Herald'', June 26, 1984, p. 13

			2. "GDDC Raises $8 Million for New Campaign," ''Telegraph Herald'', March 24, 2017, p. 3A

	[[Category: Organizations]]		[[Category: Organizations]]
	[[Category: Advertising]]		[[Category: Advertising]]
	[[Category: Business Organizations]]		[[Category: Business Organizations]]

Randylyon at 16:26, 25 March 2017

2017-03-25T16:26:12Z

← Older revision		Revision as of 16:26, 25 March 2017
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	The Dubuque business community in 1984 financed an analysis of community economic development opportunities and organizational needs. Carried out by Welton Becket Associates and Peat, Marwick and Mitchell, the study resulted in the Dubuque Plan that recognized that no single activity or program could address either the community's needs or opportunities. The Greater Dubuque Development Corporation was formed to provide guidance for the implementation of the plan. Key segments of the community are represented on the board of directors. These community representatives came from:		The Dubuque business community in 1984 financed an analysis of community economic development opportunities and organizational needs. Carried out by Welton Becket Associates and Peat, Marwick and Mitchell, the study resulted in the Dubuque Plan that recognized that no single activity or program could address either the community's needs or opportunities. The Greater Dubuque Development Corporation was formed to provide guidance for the implementation of the plan. Key segments of the community are represented on the board of directors. These community representatives came from:

Randylyon at 16:25, 25 March 2017

2017-03-25T16:25:35Z

← Older revision		Revision as of 16:25, 25 March 2017
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	Grow the Dubuque County projected population by 6%, from 89,143 in 2000 to 94,500 by 2012. Population estimates that are provided by the U.S. Census Bureau are used to monitor Dubuque County's population growth.		Grow the Dubuque County projected population by 6%, from 89,143 in 2000 to 94,500 by 2012. Population estimates that are provided by the U.S. Census Bureau are used to monitor Dubuque County's population growth.

			In March, 2017 GDDC had received contributions totaling over $8.1 million toward of goal of $10 million for a new five-year campaign called Greater Dubuque 2022. The project would include working with city officials on converting rental properties in the North End of Dubuque into single-family residences. A former downtown renovation had included new signage, facade improvements, and streetscape improvements along the Central Avenue corridor. The Greater Dubuque 2022 campaign also focused on plans for 64,000 jobs in Dubuque County, $800 million in residential and commercial construction, a population of 100,000 and median household income of $60,000. (1)

	The 1987 ''Dubuque City Directory'' listed 790 Main.		The 1987 ''Dubuque City Directory'' listed 790 Main.

			---

			Source:

			1. "GDDC Raises $8 Million for New Campaign," ''Telegraph Herald'', March 24, 2017, p. 3A

	[[Category: Organizations]]		[[Category: Organizations]]
	[[Category: Advertising]]		[[Category: Advertising]]
	[[Category: Business Organizations]]		[[Category: Business Organizations]]

Randylyon at 21:08, 29 November 2015

2015-11-29T21:08:12Z

← Older revision		Revision as of 21:08, 29 November 2015
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	A second goal was to establish Dubuque as a recognized tourist destination. To reach this goal, the Corporation sponsored feasibility studies and recruited tourist-oriented downtown hotel developers, facilitated the acquisition of railroad property for parking in the [[ICE HARBOR]], carried out a master planning process for the Harbor development area, organized plans for improved roadway access to the 4th Street Peninsula area, and assisted in the development of state support for the local Welcome Center.		A second goal was to establish Dubuque as a recognized tourist destination. To reach this goal, the Corporation sponsored feasibility studies and recruited tourist-oriented downtown hotel developers, facilitated the acquisition of railroad property for parking in the [[ICE HARBOR]], carried out a master planning process for the Harbor development area, organized plans for improved roadway access to the 4th Street Peninsula area, and assisted in the development of state support for the local Welcome Center.

	The third goal was to maintain and expand Dubuque's traditional economic base. Steps toward the achievement of this goal included financing and constructing necessary improvements in the ~~West~~ [[~~DUBUQUE~~ INDUSTRIAL PARKS]], organizing market studies for service to support local metal-working firms, providing development information to a wide range of existing and prospective industrial employers, organizing resources for industrial land improvement, and organizing resources for plant relocation or expansion for such industries as Swiss Valley Farms, [[FROMMELT INDUSTRIES INC.]], and Theisen Distributing Company, and recruiting Captive Plastics, Inc.		The third goal was to maintain and expand Dubuque's traditional economic base. Steps toward the achievement of this goal included financing and constructing necessary improvements in the [[INDUSTRIAL PARKS]], organizing market studies for service to support local metal-working firms, providing development information to a wide range of existing and prospective industrial employers, organizing resources for industrial land improvement, and organizing resources for plant relocation or expansion for such industries as Swiss Valley Farms, [[FROMMELT INDUSTRIES INC.]], and Theisen Distributing Company, and recruiting Captive Plastics, Inc.

	To maintain and expand the health care industry, the Corporation involved representatives of the health care community in the planning process. The health care strengths of Dubuque were included in the city's marketing program.		To maintain and expand the health care industry, the Corporation involved representatives of the health care community in the planning process. The health care strengths of Dubuque were included in the city's marketing program.

Randylyon at 21:07, 29 November 2015

2015-11-29T21:07:07Z

← Older revision		Revision as of 21:07, 29 November 2015
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	[[Image:dickinson.jpg\|left\|thumb\|250px\|Executive Director, Rick Dickinson]]		[[Image:dickinson.jpg\|left\|thumb\|250px\|Executive Director, Rick Dickinson]]
	[[Image:logogd.jpg\|right\|thumb\|200px\|]]GREATER DUBUQUE DEVELOPMENT CORPORATION. A clearinghouse for cooperative activity involved with implementing a comprehensive growth and development program for Dubuque. The Dubuque business community in 1984 financed an analysis of community economic development opportunities and organizational needs. Carried out by Welton Becket Associates and Peat, Marwick and Mitchell, the study resulted in the Dubuque Plan that recognized that no single activity or program could address either the community's needs or opportunities. The Greater Dubuque Development Corporation was formed to provide guidance for the implementation of the plan. Key segments of the community are represented on the board of directors. These community representatives came from:		[[Image:logogd.jpg\|right\|thumb\|200px\|]]GREATER DUBUQUE DEVELOPMENT CORPORATION. The Greater Dubuque Development Corporation advertised itself as a clearinghouse for cooperative activity involved with implementing a comprehensive growth and development program for Dubuque.

			The Dubuque business community in 1984 financed an analysis of community economic development opportunities and organizational needs. Carried out by Welton Becket Associates and Peat, Marwick and Mitchell, the study resulted in the Dubuque Plan that recognized that no single activity or program could address either the community's needs or opportunities. The Greater Dubuque Development Corporation was formed to provide guidance for the implementation of the plan. Key segments of the community are represented on the board of directors. These community representatives came from:

Randylyon at 01:57, 25 January 2014

2014-01-25T01:57:32Z

← Older revision		Revision as of 01:57, 25 January 2014
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	A second goal was to establish Dubuque as a recognized tourist destination. To reach this goal, the Corporation sponsored feasibility studies and recruited tourist-oriented downtown hotel developers, facilitated the acquisition of railroad property for parking in the [[ICE HARBOR]], carried out a master planning process for the Harbor development area, organized plans for improved roadway access to the 4th Street Peninsula area, and assisted in the development of state support for the local Welcome Center.		A second goal was to establish Dubuque as a recognized tourist destination. To reach this goal, the Corporation sponsored feasibility studies and recruited tourist-oriented downtown hotel developers, facilitated the acquisition of railroad property for parking in the [[ICE HARBOR]], carried out a master planning process for the Harbor development area, organized plans for improved roadway access to the 4th Street Peninsula area, and assisted in the development of state support for the local Welcome Center.

	The third goal was to maintain and expand Dubuque's traditional economic base. Steps toward the achievement of this goal included financing and constructing necessary improvements in the West [[DUBUQUE INDUSTRIAL PARKS]], organizing market studies for service to support local metal-working firms, providing development information to a wide range of existing and prospective industrial employers, organizing resources for industrial land improvement, and organizing resources for plant relocation or expansion for such industries as Swiss Valley Farms, [[FROMMELT INDUSTRIES]], and Theisen Distributing Company, and recruiting Captive Plastics, Inc.		The third goal was to maintain and expand Dubuque's traditional economic base. Steps toward the achievement of this goal included financing and constructing necessary improvements in the West [[DUBUQUE INDUSTRIAL PARKS]], organizing market studies for service to support local metal-working firms, providing development information to a wide range of existing and prospective industrial employers, organizing resources for industrial land improvement, and organizing resources for plant relocation or expansion for such industries as Swiss Valley Farms, [[FROMMELT INDUSTRIES INC.]], and Theisen Distributing Company, and recruiting Captive Plastics, Inc.

	To maintain and expand the health care industry, the Corporation involved representatives of the health care community in the planning process. The health care strengths of Dubuque were included in the city's marketing program.		To maintain and expand the health care industry, the Corporation involved representatives of the health care community in the planning process. The health care strengths of Dubuque were included in the city's marketing program.

Randylyon at 18:28, 19 December 2013

2013-12-19T18:28:46Z

← Older revision		Revision as of 18:28, 19 December 2013
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	Grow the Dubuque County projected population by 6%, from 89,143 in 2000 to 94,500 by 2012. Population estimates that are provided by the U.S. Census Bureau are used to monitor Dubuque County's population growth.		Grow the Dubuque County projected population by 6%, from 89,143 in 2000 to 94,500 by 2012. Population estimates that are provided by the U.S. Census Bureau are used to monitor Dubuque County's population growth.

			The 1987 ''Dubuque City Directory'' listed 790 Main.

			[[Category: Organizations]]
	[[Category: Advertising]]		[[Category: Advertising]]
	[[Category: Business Organizations]]		[[Category: Business Organizations]]

Randylyon at 19:26, 12 June 2011

2011-06-12T19:26:14Z

← Older revision		Revision as of 19:26, 12 June 2011
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	Grow the Dubuque County projected population by 6%, from 89,143 in 2000 to 94,500 by 2012. Population estimates that are provided by the U.S. Census Bureau are used to monitor Dubuque County's population growth.		Grow the Dubuque County projected population by 6%, from 89,143 in 2000 to 94,500 by 2012. Population estimates that are provided by the U.S. Census Bureau are used to monitor Dubuque County's population growth.

	[[Category: ~~Business~~ Advertising]]		[[Category: Advertising]]
	[[Category: Business Organizations]]		[[Category: Business Organizations]]