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APPENDIX 1 HISTORIC & ARCHEOLOGICAL RESOURCES NATIONAL
REGISTER LISTINGS Adair County
Property Address City Adair Viaduct Business 80 over IAIS RR
Adair Adair County Courthouse Iowa Ave. and 1st Street Greenfield
Catalpa SE of Greenfield Greenfield Chicago Rock Island and Pacific
Railroad: Stuart Passenger Station
Front Street Stuart
Loucks Grove Church 7 mi. N of jct. of IA 25 and IA 92 then 3
mi. E and 1.5 mi. N on unnamed Co. Rd.
Stuart vicinity
Warren Opera House Block and Hetherington Block 156 Public
Square
Greenfield
Adams County
Property Address City County Jail 1000 Benton Ave. Corning
Corning Opera House 800 Davis Ave. Corning Odell, Noah, House
1245 240th St. Nodaway
vicinity Snider Bridge 220th Street over unnamed stream Corning
vicinity
Clarke County
Property Address City Banta J. V. House 222 McLane Street
Osceola Chicago, Burlington and Quincy Depot 215 N. Main St.
Osceola George H. and Alice (Spaulding) Cowles Residence
229 West Cass Street Osceola
Osceola Masonic Block 101-103 S Main St Osceola Temple Marcellus
Luther and Julia Protzman House
502 S. Main Street Osceola
Webster Dickinson House 609 W. Jefferson Street Osceola
Decatur County
Property Address City Decatur County Courthouse 9th Street Leon
Grand River Bridge County road over Grand River Leon vicinity
Liberty Hall Main Street Lamoni McClung J. J. House Jct. of Main
and Vine Sts. Garden Grove Missouri Iowa & Nebraska Railway Co.
Depot Weldon N. Main Street at Decatur County line Weldon Stearns
C. S. House Main Street Garden Grove Union Church Clark at Sycamore
Street Davis City
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Madison County
Property Address City Cunningham Bridge Upland Trail over North
River Bevington
vicinity Miller Bridge McBride Trail over unnamed stream
Winterset
vicinity Morgan Bridge Maple Lane over branch of Clanton Creek
Peru vicinity Allen James Stone Barn 2 1/2 mi. SE of Earlham
Earlham Armstrong George and Susan Guiberson House 2 1/2 mi. N of
Winterset on G4R Winterset Bevington C. D. and Eliza Heath Privy
805 S. Second Ave. Winterset Bevington C. D. House and Stone Barn
805 S. 2nd Ave. Winterset Church Seymour House US 169 Winterset
Cornell W. J. and Nettie J. House 602 W. Court Ave. Winterset
Craven J. D. Women's Relief Corps Hall South Street Macksburg
Cutler-Donahue Covered Bridge Winterset City Park Winterset Drake
John and Amanda Bigler House 11 mi. W of Winterset on IA 92
Winterset Duff Barn 1 1/2 mi. N of Winterset on US 169 Winterset
Duncan John M. House 1/2 mi. S of Winterset on P69 Winterset
Earlham Public School 809 Main Street Earlham Early John and
Elizabeth McMurn House 1 mi. S of G31 between P53 & P57 Earlham
Evans Henry and Elizabeth Adkinson House 1/2 mi. E of US 169 on CR
G50 Winterset Ford W. T. House 2 1/2 mi. S of Earlham on P57
Earlham Guiberson House 302 S. 4th Ave. Winterset Henderson Daniel
and Nancy Swaford House 8 mi. S of Earlham on P57 Earlham Hogback
Covered Bridge 4 mi. N of Winterset Winterset Holliwell Covered
Bridge 4 mi. SE of Winterset Winterset Holmes John S. and Elizabeth
Beem Barn CR G50 Saint Charles Hornback Emily House 605 N. First
Street Winterset Imes Covered Bridge IA 251 Saint Charles Macumber
John Andrew and Sara Ice House On G53 1 1/2 mi. E of jct. with P69
Winterset Madison County Courthouse City Square Winterset McDonald
House 3 1/2 mi. W of Winterset off IA 92 Winterset McQuie Peter and
Isabelle McCulloch Milkhouse SW of Earlham Earlham Nichols William
Anzi House 1 mi. E of Winterset on IA 92 Winterset North River
Stone Schoolhouse N of Winterset off U.S. 169 Winterset Ogburn
William House 1 1/2 mi. N of East Peru East Peru Queen Hogan and
Martha A. Runkle House 5 mi. W of Street Charles on CR G50 Saint
Charles Roseman Covered Bridge W of Winterset off IA 94 Winterset
Schnellbacher John and Fredericka Meyer House On G47 1 1/2 mi. E of
jct. with P53 Winterset Schoenenberger Nicholas House and Barn Off
IA 169 Winterset Seerley, William and Mary (Messersmith) Barn and
Milkhouse—Smokehouse
1840 137th La. Earlham vicinity
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Shriver William R. and Martha Foster House 616 E. Court Ave.
Winterset Smith Hiram C. House 6 mi. W of Winterset on IA 92
Winterset Smith Hiram C. Milking Shed 6 mi. W of Winterset on IA 92
Winterset Sprague Brown and Knowlton Store First and Court
Winterset St. Patrick's Church NW of Cumming Cumming Tidrick Miller
Richard and Mary Fisher House 122 S. Fourth Ave. Winterset Madison
Vawter J. G. and Elizabeth S. House 223 S. First Street Winterset
Madison Wallace Henry C. House 422 W. Jefferson Winterset Madison
White Munger and Company Store 102 W. Court Winterset Wilson Seth
and Elizabeth House 1 3/4 mi. E of P57 on G14 Earlham
Ringgold County
Property Address City Beaconsfield Supply Store 1621 Main St.
Beaconsfield Buck W. J. Polygonal Barn Off US 169 Diagonal
Middlefork Methodist Episcopal Church S of US 169 on E side of
Middle Fork Grand
River Redding
Ringgold County Courthouse Madison Street Mount Ayr Ringgold
County Jail 201 E. Monroe Street Mount Ayr Shay Lee Farmhouse Off
CR P27 Maloy
Taylor County
Property Address City Bedford Commercial Historic District
200-500 blks. Main St., 500-600 blks, Court,
500 blk. Central Bedford
Bedford House 306 Main Street Bedford Bedford Oil Company
Station 601 Madison Bedford Bedford Public Library Jefferson Street
Bedford Lenox Hotel 114 S. Main Street Lenox Lenox Round Barn 1001
Pollock Blvd. Bedford vicinity Taylor County Courthouse Court Ave.
Bedford
Union County
Property Address City Chicago Burlington and Quincy
Railroad-Creston Station
200 W. Adams Street Creston
Grand River Bridge 230th Street over Grand River Arispe vicinity
Iowana Hotel 203 W. Montgomery St. Creston Jefferson Elementary
School 501 North Cherry Creston U. S. Post Office Maple Street
Creston
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Native American Tribes There is a rich cultural heritage of
Native American Tribes throughout the SICOG region. Section 106 of
the National Historic Preservation Act (16 U.S.C.§470 et seq.)
provides definitions and procedures for consultation between
federal agencies and Native American tribes for federal
undertakings, as defined in 36 CFR §800.16(y). Consultation with
some or all of the following federally recognized Indian tribes may
be desired or even required, particularly when projects are
federally funded:
Ho-Chunk Nation of Wisconsin Iowa Tribe of Kansas and Nebraska
Iowa Tribe of Oklahoma Omaha Tribe of Nebraska Otoe-Missouria Tribe
of Indians, Oklahoma Sac & Fox Nation of Missouri in Kansas and
Nebraska Sac & Fox Nation, Oklahoma Sac & Fox Tribe of the
Mississippi in Iowa Santee Sioux Nation, Nebraska Winnebago Tribe
of Nebraska Otoe & Missouria Tribe of Indians Sac & Fox
Tribe of Indians of Oklahoma Sac & Fox Tribe of Missouri
Winnebago Tribe and Nation of Indians
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City Name _________________ Name of Person(s) Completing
Questionnaire____________________ Title: Phone:
E-Mail________________________ Please rank your top eight
priorities in order of importance. Rank these priorities from 1 to
8, with 1 being the most important. Please list each ranking only
one time – for example, list only one #1, one #2, etc. Below each
priority/ category are examples of projects that might fall under
that particular category. (If your City returned this information
to SICOG last year, the results are also attached. Reviewing last
year’s priorities may help in this year’s process.)
SICOG – 2018 CITY PRIORITIES QUESTIONNAIRE
____ Economic Development ____ Sewer Retail Expansion Industrial
New Collection Systems Job Creation and Retention Maintenance ____
Housing ____ Recreation New Development Parks/Campgrounds/Trails
Rehabilitation Playgrounds/Aquatic Centers Down Payment Programs
Site Development (Infrastructure) ____ Energy Conservation ____
Local Planning & Management New Sources Fiscal Grant Programs
for Projects ____ Solid Waste Development Groups Landfills Tax
Increment Financing (TIF) DNR Comprehensive Plans Urban Renewal
Plans (URP) Waste Management
Geographic Information Services (GIS) Recycling Collection ____
Water Resources New Sources ____ Social Services Rural Water
Network of Services Expansion of Community Utility Availability of
Services ____ Comprehensive Planning ____ Elderly Comprehensive
Plans Services Strategic and Capital Improvements Plans Assisted
Living Zoning & Subdivision Ordinances Congregate Meal Sites
Transit ____ Rural Health Facilities for Activities Recruitment New
Clinics ____ Youth Retain Current Medical Services Youth Programs
Drug/Alcohol Awareness Programs Program Funding Treatment Programs
Facilities for Activities ____ Community Services ____
Transportation Community Facilities Highways, Bridges and Roads
Community Protection Transit Funding Resources Trails or
Bike/Pedestrian facilities Historical Preservation Safety
improvements ____ Value-added Agriculture Raw-product Processing
Product Research & Development New Crops/Local Foods
Others:
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City Name: ____________________________
Short, Medium & Long-Range Projects 2019 Comprehensive
Economic Development Strategy (CEDS)
DIRECTIONS: This should not be a “wish list”. This is an
inventory of prioritized projects, programs, or policies that you
actually believe your city is likely to undertake and the timeframe
in which they will be implemented. Organize projects, programs, and
policies that your Council anticipates implementing over the next
ten years. Short-range -- Implemented during the next year.
Medium-range -- Implemented within two to five years Long-range
-- Implemented five or more years from now
Prioritize. Which short-term project is considered your number
one priority? Your number two priority? Your number three priority,
etc.? Determine the same for the medium and long-range projects.
The purpose of this request is to develop a comprehensive inventory
of projects from throughout the region. When complete, this
information will provide an overview of projects planned throughout
the region and will assist SICOG in better serving your needs.
Briefly describe each project planned by your City. Identify the
Priority Category that you believe it best falls under. A list of
priority categories from which to choose is shown at the bottom of
this page. Use the option “I do not know” if uncertain under which
priority category a project best falls and we will categorize it
for you. If you submitted this information to SICOG last year, your
responses are enclosed to assist you. SHORT-RANGE PROJECTS (within
the next year) Priority Category 1. 1. 2. 2. 3. 3. 4. 4. 5. 5. 6.
6. 7. 7. 8. 8. MEDIUM-RANGE PROJECTS (two to five years from now)
Priority Category 1. 1. 2. 2. 3. 3. 4. 4. 5. 5. 6. 6. 7. 7. 8. 8.
LONG-RANGE PROJECTS (more than five years from now) Priority
Category 1. 1. 2. 2. 3. 3. 4. 4. 5. 5. 6. 6. 7. 7. 8. 8.
Priority Categories
Economic Development Recreation Housing Energy Local Planning
& Management Solid Waste Water Resources Social Services
Comprehensive Planning Elderly Rural Health Youth Community
Services Transportation Value Added Agriculture Other Sewer I do
not known
(Examples of projects that might fall under each Priority
Category may be found on the SICOG – 2019 City Priorities
Questionnaire.)
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CityName_____________________________________
2019 (Strengths, Weaknesses, Opportunities & Threats) SWOT
Analysis The SWOT analysis is an excellent tool for organizing
information, presenting solutions, identifying roadblocks and
emphasizing opportunities. SWOT is meant to be used during the
initial stages of strategic planning. It acts as a precursor to any
sort of action, which makes it appropriate for the following:
• Exploringavenuesfornewinitiatives•
Makingdecisionsaboutexecutionofnewstrategies•
Identifyingpossibleareasforchangeinaprogram•
Refiningandredirectingeffortsmid-plan
PleasereviewthefollowingSWOTcategoriesandchecktheboxforanystatementsthatyouSTRONGLYAGREEwith.FeelfreetoaddotherstatementsthatyouSTRONGLYAGREEwithalso.
#1STRENGTHS:
Thingsthatmakeyourcitybetterormorelivablethancommunitieslocatedelsewhereinthecountryorcharacteristicsofyourcity,itspeopleorbusinessesthatgiveitanadvantageoverothers.(Describethingsinternaltoyourcity–physical,financial,orhumanresourcesandexperiencereadilyavailable.)
What STRENGTHS best describe your city or our region? (Check
STRENGTHS that you STRONGLY AGREE with.)
☐ Diversity of jobs – not dependent on just one type of industry
☐ Quality of Life – small town friendliness (you know your
neighbors and they help each other) ☐ Natural resources attract
outsiders (lakes, hunting, camping, etc.) ☐ Quality educational
facilities ☐ Low housing costs ☐ Central US geographical location
(near I-80 and I-35); proximity to larger markets and access to
resource in Des Moines, Omaha & Kansas City
☐ Desirable wind energy location ☐ Agriculture related industry
jobs and resources ☐ Safe place to live ☐
___________________________________________________________________________
☐
___________________________________________________________________________
☐
___________________________________________________________________________
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#2 WEAKNESSES: Things that make your city weaker, less desirable
or less livable than communities located elsewhere in the country
or characteristics of your city, its people or businesses that
place the region or its businesses at a disadvantage relative to
others. (Describe things internal to your City – human, physical or
financial resources.) What WEAKNESSES best describe your city or
our region? (Check WEAKNESSES that you STRONGLY AGREE with.)
☐ Low wages do not retain young workers in the area; Brain drain
☐ Relative lack of skilled and “middle skills” workers ☐ Older,
poorly maintained housing stock; Lack of newer, quality, affordable
housing ☐ Lack of public administration capacity ☐ High rate of
poverty ☐ Limited entertainment and activities for young people ☐
Aging residents & population declining ☐ High property taxes ☐
High cost of water/sewer utilities ☐ Lack of funding to maintain
existing infrastructure or to build new infrastructure ☐ Resistance
to change and new decision-makers ☐ Aging professionals and
business owners resulting in business closures ☐ Lack of motivated
workers ☐
___________________________________________________________________________
☐
___________________________________________________________________________
☐
___________________________________________________________________________
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#3 OPPORTUNITIES:
Thisfocusesontheopportunitiesthatyourcityorourregionanditsbusinessescouldexploittotheiradvantageoropportunitiescreatedbyoutsideforcesthatmaybeseizedupon.(i.e.Economictrends,newtechnology,ordemographics.)
What OPPORTUNITIES might our region be able to develop to its
advantage? (Check OPPORTUNITIES that you STRONGLY AGREE with.)
☐ Business expansion in the healthcare or elder care services
industries due to aging population ☐ Work together with other
counties, cities or organizations – encourage regionalism/economy
of scale
☐ Expansion of “new agriculture” crop production and value–added
agricultural products ☐ Expand natural resource tourism (hunting,
fishing, camping, sightseeing, etc.) ☐ Expand or create cluster of
alternative/wind energy related manufacturing or services ☐ Attract
applicants for skilled, high-paying jobs that already exist here ☐
Promote mid level job training & vocational training
opportunities ☐ Develop agriculture related technical jobs that
utilize agriculture culture & knowledge ☐ Work with schools,
counselors, and parents on variety7 of student career paths that
will fill jobs in the future
☐ Take advantage of proximity to Des Moines, Omaha & Kansas
City ☐ Small businesses with aging proprietors create opportunities
for young entrepreneurs; Succession planning
☐
___________________________________________________________________________
☐
___________________________________________________________________________
☐
___________________________________________________________________________
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#4 THREATS: Negative events or situations over which your city
has little control. (i.e. political, demographic, or economic
factors.) What THREATS are your city or the region facing? (Check
THREATS that you STRONGLY AGREE with.)
☐ Geographical location (not on a coast with convenient access
to international shipping) ☐ Young workforce leaving for higher
paying jobs in cities (population loss & brain drain) ☐
Insufficient water resources ☐ Retail & entertainment centers
outside the region pull people and their dollars away ☐ Unfunded
mandates and changes in tax base and tax law that are detrimental
to local government ☐ Decline in grant resources that were once
more abundant ☐
___________________________________________________________________________
☐
___________________________________________________________________________
☐
___________________________________________________________________________
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Welcome to the 2019 Comprehensive Economic Development Strategy
(CEDS) Survey. This simplesurvey format will allow you to input
your City's strengths, weaknesses, opportunities and threatsas well
as list planned projects and priorities for the coming year.
Welcome
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City / County
1. Use the drop down menu below to select your City.*
2. Use the drop down menu below to select the County in which
your City is located.*
2
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Please rank the priorities listed below FOR YOUR CITY in order
of importance. Rank your top eightpriorities from 1 to 8, with one
being the most important and eight being the least important.
2019 CITY Priorities
1 2 3 4 5 6 7 8
Economic Development
Housing
Local Planning & Management
Water Resources
Comprehensive Planning
Rural Health
Community Services
Value-added Agriculture
Sewer
Recreation
Energy
Solid Waste
Social Services
Elderly
Youth
Transportation
Other
3. What are your City priorities for 2019? (You may need to
scroll down at the end of this page in order toclick on the NEXT
button.)
3
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This page focuses on STRENGTHS - the things that make your city
better or more livable thancommunities located elsewhere in the
country or characteristics of your city, its people orbusinesses
that give it an advantage over others. (Describe things internal to
your city – physical,financial, or human resources and experience
readily available.)
STRENGTHS
Others (please specify)
4. What STRENGTHS best describe your city? (Check STRENGTHS that
you STRONGLY AGREE with.)
Diversity of jobs - not dependent on just one type of
industry
Quality of Life - small town friendliness (you know your
neighbors and they help each other)
Natural resources attract outsiders (lakes, hunting, camping,
etc.)
Quality educational facilities
Low housing costs
Central US geographical location (near I-80 and I-35); Proximity
to larger markets & access to resources in Des Moines,
Omaha& Kansas City
Desirable wind energy location
Agriculture related industry, jobs, and resources
Safe place to live
4
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This page focuses on things that make your city weaker, less
desirable or less livable thancommunities located elsewhere in the
country or characteristics of your city, its people orbusinesses
that place the region or its businesses at a disadvantage relative
to others. (Describethings internal to your city – human, physical
or financial resources.)
WEAKNESSES
Others (please specify)
5. What WEAKNESSES best describe your city? (Check WEAKNESSES
that you STRONGLY AGREEwith.)
Low wages do not retain young workers in the area; Brain
drain
Relative lack of skilled and "middle skills" workforce
Older, poorly maintained housing stock; Lack of newer, quality
affordable housing
Lack of public administration capacity
High rate of poverty
Limited entertainment and activities for young people
Aging residents & declining population
High property taxes
High cost of water/sewer utilities
Lack of funding to maintain existing infrastructure or to build
new infrastructure
Resistance to change and new decision-makers
Aging professionals and business owners resulting in business
closures
Lack of motivated workers
5
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This page focuses on the opportunities that your city and its
businesses could exploit to theiradvantage or opportunities created
by outside forces that may be seized upon. (i.e. Economictrends,
new technology, or demographics)
OPPORTUNITIES
Others (please specify)
6. What OPPORTUNITIES might our region be able to develop to its
advantage? (Check OPPORTUNITIESthat you STRONGLY AGREE with.)
Business expansion in the healthcare or elder care services
industries due to aging population
Work together with other counties, cities or organizations -
encourage regionalism/economy of scale
Expansion of "new agriculture" crop production and value-added
agricultural products
Expand our natural resource tourism (hunting, fishing, camping,
sightseeing, etc.)
Expand or create cluster of alternative/wind energy related
manufacturing or services
Attract applicants for skilled, high-paying jobs that already
exist here
Promote mid level job training & vocational training
opportunities
Develop agriculture related technical jobs that utilize
agriculture culture & knowledge
Work with schools, counselors, and parents on variety of student
career paths that will fill jobs in the future
Take advantage of proximity to Des Moines, Omaha & Kansas
City
Small businesses with aging proprietors create opportunities for
young entrepreneurs; Succession planning
6
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This page focuses on negative events or situations over which
your city has little control. (i.e.Political, demographic, or
Economic factors.)
THREATS
Others (please specify)
7. What THREATS are your city or the region facing? (Check
threats that you STRONGLY AGREE with.)
Geographical location (not on a coast with convenient access to
international shipping)
Young workforce leaving for higher paying jobs in cities
(population loss & brain drain)
Insufficient water resources
Retail & entertainment centers outside the region pull
people and their dollars away
Unfunded mandates & changes in tax base and tax laws that
are detrimental to local government
Decline in grant resources that were once more abundant
7
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List up to eight priority projects, programs, or policies that
YOUR CITY desires to undertake orimplement during 2019. Please list
in order of priority, with #1 being your highest priority. (Use
thetab key to advance to the next question.)
City Short-Range Projects (to be accomplished within the next
year)
8. List short range project #1
9. Under which of the following categories does project #1 best
fit? If you are unsure, select the "I do not know" option.
10. List short range project #2
11. Under which of the following categories does project #2 best
fit? If you are unsure, select the "I do not know" option.
12. List short range project #3
13. Under which of the following categories does project #3 best
fit? If you are unsure, select the "I do not know" option.
14. List short range project #4
15. Under which of the following categories does project #4 best
fit? If you are unsure, select the "I do not know" option.
8
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Continue listing the prioritized projects, programs, or policies
that YOUR CITY desires to undertakeor implement during 2019. (Use
the tab key to advance to the next question.)
City Short-Range Projects Continued
16. List short range project #5
17. Under which of the following categories does project #5 best
fit? If you are unsure, select the "I do not know" option.
18. List short range project #6
19. Under which of the following categories does project #6 best
fit? If you are unsure, select the "I do not know" option.
20. List short range project #7
21. Under which of the following categories does project #7 best
fit? If you are unsure, select the "I do not know" option.
22. List short range project #8
23. Under which of the following categories does project #8 best
fit? If you are unsure, select the "I do not know" option.
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List up to eight projects, programs, or policies that YOUR CITY
desires to undertake or implementduring the NEXT TWO TO FIVE YEARS.
Please list in order of priority, with #1 being your
highestpriority. (Use the tab key to advance to the next
question.)
City Medium-Range Priority Projects (2-5 years)
24. List medium range project # 1.
25. Under which of the following categories does project #1 best
fit? If you are unsure, select the "I do not know" option.
26. List medium range project #2
27. Under which of the following categories does project #2 best
fit? If you are unsure, select the "I do not know" option.
28. List medium range project #3
29. Under which of the following categories does project #3 best
fit? If you are unsure, select the "I do not know" option.
30. List medium range project #4
31. Under which of the following categories does project #4 best
fit? If you are unsure, select the "I do not know" option.
10
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Continue listing any projects, programs, or policies that YOUR
CITY desires to undertake orimplement during the NEXT TWO TO FIVE
YEARS. (Use the tab key to advance to the nextquestion.)
City Medium-Range Projects Continued
32. List medium range project #5
33. Under which of the following categories does project #5 best
fit? If you are unsure, select the "I do not know" option.
34. List medium range project #6
35. Under which of the following categories does project #6 best
fit? If you are unsure, select the "I do not know" option.
36. List medium range project #7
37. Under which of the following categories does project #7 best
fit? If you are unsure, select the "I do not know" option.
38. List medium range project #8
39. Under which of the following categories does project #8 best
fit? If you are unsure, select the "I do not know" option.
11
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List up to eight projects, programs, or policies that YOUR CITY
desires to undertake or implementFIVE YEARS FROM NOW AND BEYOND.
Please list in order of priority, with #1 being your
highestpriority. (Use the tab key to advance to the next
question.)
City Long-Range Projects
40. List long range project #1.
41. Under which of the following categories does project #1 best
fit? If you are unsure, select the "I do not know" option.
42. List long range project #2
43. Under which of the following categories does project #2 best
fit? If you are unsure, select the "I do not know" option.
44. List long range project #3
45. Under which of the following categories does project #3 best
fit? If you are unsure, select the "I do not know" option.
46. List long range project #4
47. Under which of the following categories does project #4 best
fit? If you are unsure, select the "I do not know" option.
12
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Continue listing any projects, programs, or policies that YOUR
CITY desires to undertake orimplement in FIVE YEARS AND BEYOND.
(Use the tab key to advance to the next question.)
City Long-Range Projects Continued
48. List long range project #5
49. Under which of the following categories does project #5 best
fit? If you are unsure, select the "I do not know" option.
50. List long range project #6
51. Under which of the following categories does project #6 best
fit? If you are unsure, select the "I do not know" option.
52. List long range project #7
53. Under which of the following categories does project #7 best
fit? If you are unsure, select the "I do not know" option.
54. List long range project #8
55. Under which of the following categories does project #8 best
fit? If you are unsure, select the "I do not know" option.
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Thank you!
Name:
Title:
Email Address:
Phone Number:
56. Please provide contact information:
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THANK YOU for participating. If you have any questions about
this survey or wish to discuss aproject, please contact SICOG:
Marcus AmmanSouthern Iowa Council of Governments101 E.
Montgomery Street Creston, IA [email protected]
Conclusion of Survey
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Use the drop down menu below to select the County in which your
City is located. What are your City priorities for 2016? (You may
need to scroll down at the end of this page in order to click on
the NEXT button.)Response Economic DevelopmentHousing Local
Planning & ManagementWater ResourcesComprehensive PlanningRural
Health Community ServicesValue-added AgricultureSewer Recreation
Energy Solid Waste Social ServicesElderly Youth
TransportationOtherArispe 5 2 6 1 7 4 8 3 36 1Earlham 5 8 3 2 7 4 1
6 36 1Lamoni 1 2 5 6 3 8 7 4 36 1Lorimor 3 2 1 4 5 8 6 7 36
1Clearfield 2 1 5 3 8 6 4 7 36 1Creston 4 1 5 3 6 7 8 34 1Creston 4
1 5 3 6 7 8 2 36 1Creston 4 1 5 3 6 7 8 2 36 1Creston 4 1 5 3 6 7 8
2 36 1Creston 4 1 5 3 6 7 8 2 36 1Creston 4 1 5 6 3 8 7 2 36
1Cromwell 4 3 2 1 10 1East Peru 2 8 6 4 7 3 5 1 36 1Benton 8 2 7 6
5 3 4 1 36 1Greenfield 1 4 5 2 7 8 6 3 36 1Orient 1 2 8 3 7 4 5 6
36 1Lenox 1 2 5 3 4 7 8 6 36 1Diagonal 5 1 2 4 8 3 7 6 36 1Diagonal
0 1Shannon City 3 1 6 8 7 5 4 2 36 1Afton 1 2 4 3 8 6 7 5 36
1Corning 3 5 7 6 4 1 8 2 36 1Bridgewater 1 6 7 8 2 3 4 5 36
1Ellston 2 1 3 4 5 15 1Kellerton 7 2 4 6 5 3 8 1 36 1Fontanelle 3 4
2 8 5 1 6 7 36 1Macksburg 1 8 6 3 2 5 4 29 1Beaconsfield 7 4 2 6 3
8 5 1 36 1Adair 2 3 1 5 4 15 1Diagonal 0 1Decatur City 2 5 3 7 4 1
6 8 36 1Osceola 4 5 2 7 8 1 6 3 36 1Osceola 0 1Decatur City 0
1Davis City 5 3 2 1 6 4 7 8 36 1Earlham 0 1Bevington 2 3 4 5 6 1 7
8 36 1Maloy 4 1 2 5 3Adair 1Adair 5 1 8 4 6 7 3 2 36 1Union 2 3 5 6
7 4 8 1 36 1Madison 2 4 3 6 5 7 1 28 1Adair 0 1Creston Chamber of
Commerce 2 3 1 4 7 6 8 5 36 1Greenfield Chamber/Main Street 1 2 3 6
4 8 7 5 36 1Greenfield Chamber/Main Street 1 2 6 8 3 4 5 7 36
1Greenfield Chamber/Main Street 1 3 8 4 2 5 7 6 36 1Greenfield
Chamber/Main Street 2 5 3 4 1 6 7 8 36 1Greenfield Chamber/Main
Street 1 2 6 8 4 7 3 5 36 1Greenfield Chamber/Main Street 0
1Decatur County Development Corporation2 1 8 5 6 3 4 7 36 1Adams
Community Economic Development Corporation1 2 8 7 3 6 4 5 36
1Union County Project Board 2 3 5 6 7 4 8 1 36 1Adams County
Project Board 3 5 7 6 4 1 8 2 36 1Clarke County Project Board 1 3
5 7 8 6 4 2 36 1Taylor County Project Board 1 2 3 8 7 6 4 5 36
1Madison County Project Board 1 2 4 8 6 5 7 3 36 1Decatur County
Project Board 0 1Adams County Project Board 5 1 6 3 7 4 8 2 36
1Ringgold County Project Board 8 3 2 4 5 7 6 1 36 1Adair County
Project Board 7 1 2 6 8 3 4 5 36 1Marvin McCann 1 2 4 5 7 6 8 3 36
1William "Bill" Trickey 1 2 4 5 3 6 7 8 36 1Tom Lesan 1 2 6 8 7 4 5
3 36 1Beth Waddle 2 3 6 1 7 4 8 5 36 1Doug Davidson 3 1 2 5 4 6 7 8
36 1Aaron Price 0 1Karen Zabel 2 4 3 1 8 5 6 7 36 1
0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 0
Sum of Responses 124 123 162 95 134 75 154 35 105 214 57 65 53
201 161 142 11 1967 64Number of Responses 47 48 39 20 26 15 32 6 25
40 10 14 9 33 26 40 3Percent of Respondents 73% 75% 61% 31% 41% 23%
50% 9% 39% 63% 16% 22% 14% 52% 41% 63% 5%
Average 2.6 2.6 4.2 4.8 5.2 5.0 4.8 5.8 4.2 5.4 5.7 4.6 5.9 6.1
6.2 3.6 3.7Overall Score 3.6 3.4 6.8 15.2 12.7 21.3 9.6 62.2 10.8
8.6 36.5 21.2 41.9 11.8 15.2 5.7 78.2Ranking 2 1 4 10 9 13 6 16 7 5
14 12 15 8 11 3 17
Rank Priorities Rank Priorities2 Economic Development 1 Housing1
Housing 2 Economic Development4 Local Planning & Management3
Transportation10 Water Resources 4 Local Planning & Management9
Comprehensive Planning 5 Recreation13 Rural Health 6 Community
Services6 Community Services 7 Sewer16 Value-added Agriculture 8
Elderly7 Sewer 9 Comprehensive Planning5 Recreation 10 Water
Resources14 Energy 11 Youth12 Solid Waste 12 Solid Waste15 Social
Services 13 Rural Health8 Elderly 14 Energy11 Youth 15 Social
Services3 Transportation 16 Value-added Agriculture17 17
OtherOther
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1
SICOG Disaster Recovery Implementation Plan
Introduction The Southern Iowa Council of Governments’ request
for a Disaster Recovery Coordinator was made in order to provide
dedicated technical assistance to the needs of communities in our
eight county region– particularly those that stemmed from the
Floods and Ice Storm of 2008 (FEMA 1763 and 1737 respectively). The
capacity of the communities in our rural region is limited and many
of the Federal assistance programs have provisions that are
difficult to surmount. Few rural communities have the financial
capacity to hire the dedicated staff necessary to manage and
administer these kinds of programs. SICOG and the Disaster Recovery
Coordinator have provided the necessary information and services to
our communities in order to recover from the damage of these
disasters and to mitigate the impacts of future events.
Furthermore, this investment and the CEDS Planning Program are both
part of a larger strategy to drive coordination and cooperation
between local economic development service delivery agencies. This
holistic strategy is a catalyst through which future job creation
can be facilitated and private investments can be leveraged. The
communities and counties in our region were greatly impacted by the
disaster events in 2008. A major winter storm paralyzed many of our
communities in January when large quantities of ice made roads
inaccessible and damaged key infrastructure, including power
distribution lines, roads, and public buildings. This storm was
quite significant in its impact, and its effects were being
remedied when the second disaster occurred. In June the region
experienced severe thunderstorms and historic flooding that
devastated portions of the SICOG area, with up to ten (10) inches
of rain falling in some communities. In Creston and Corning, areas
of the communities’ commercial district were submerged and/or
experienced structural damage to their physical structures.
Furthermore, vital infrastructure was inundated by water and most
communities experienced sewerage backup due to the large influx of
storm water into the system. In Creston alone more than one-third
of residences and businesses were affected by the heavy rainfall
and related issues. In response to both the Ice Storms and Floods
of 2008, the SICOG Disaster Recovery Coordinator sought to
effectively organize the resources and provide leadership for the
recovery effort throughout the region. Furthermore, the EDA
investment brought private and public sector representatives
together through regional partnerships to discuss identify, and
address local and regional needs related to both economic
development and disaster recovery. These efforts were instrumental
in realizing the long-term economic development goals of the region
and have identified key assets and investments in our communities
that are essential to the economic vitality of the region. The
Southern Iowa EDD staff provides numerous resources related to
economic development, technical assistance, strategic planning, and
the means through which funding can be secured. These resources
directly increased the number and diversity of business start-ups
and expansions throughout the region. The EDA Recovery Coordinator
support and other public and private expenditures were essential to
the long-
APPENDIX 3
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2
term economic health of the region as a whole. Recovery from the
Disasters of 2008 and the tornado disasters of 2012 in both Taylor
County and Union County, and mitigation of future impacts are
essential to both the private and public sectors as the SICOG
region moves forward.
Regional Implementation Strategy The strategy detailed below is
a product of the local recovery efforts in the Southern Iowa COG
region, and the needs expressed by local community leaders. The
Regional Implementation Strategy is intended to serve as a
framework for ongoing recovery and mitigation activities. Goal 1:
Hazard Mitigation Objective 1: Reduce Losses to Property and Human
Life from Severe Weather Hazards Action Steps: 1. Develop and
maintain hazard mitigation plans in all jurisdictions using HMGP
funds:
Coordinate between local governments to eliminate all
Single-Jurisdiction Hazard Mitigation plans in the SICOG region.
Ensure that plans are updated regularly, and that mitigation
actions are being implemented. Integrate additional walk-through
audits of communities with City and County officials.
2. Local NOAA Weather Radio Programs: Assist local Emergency
Management officials and local governments with the creation of
local weather radio programs. Funds from local governments, local
interest groups, community foundations, and Emergency Management
funding sources could be utilized.
3. Tornado Safe Rooms Projects: Encourage local governments and
schools to seek funding for tornado safe rooms at critical
facilities, public buildings, recreational fields, and
campgrounds.
4. Promote Storm Siren Projects in Rural Communities and at
County Facilities: Support the development of storm siren projects
that seek to protect rural residents and users of rural public
facilities. Funds from USDA or the HMGP could be utilized.
Objective 2: Improve the integrity and resiliency of
infrastructure within the region Action Steps: 1. Implement
Identified Infrastructure Projects: Apply for funding for
previously
identified recovery and mitigation projects. These projects
include road repairs, the enhancement of back-up generators, storm
and sanitary sewer systems, wastewater treatment facilities, power
transmission, among others. Potential funding sources include USDA,
HMGP, CDBG, I-JOBS, FEMA, and other funding sources as
appropriate.
2. Infrastructure Needs Assessment: Conduct study of
infrastructure needs and vulnerability throughout the SICOG region.
Funding could be requested from the State of Iowa or from EDA.
Study would identify priority projects, time frames, and compliance
with other schedules like DNR Consent Orders. Additionally, this
Needs Assessment would provide a basis and framework for
programming infrastructure investments, and could be revisited
regularly to include additionally projects or make necessary
changes.
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3
Goal 2: Housing Recovery Objective 1: Replace Housing Stock
Damaged by 2008 Floods & Severe Storms Action Steps: 1.
Single-Family New Production, Replacement Housing Program: SICOG
will be
accepting applications from potential homeowners in the coming
months for the third round of this program. No units have been
built from previous rounds of funding, but SICOG intends to create
a proposal for the construction of at least five units throughout
the region. The Iowa Economic Development Authority provides funds
for this program.
Objective 2: Promote & Expand Affordable Housing
Opportunities Action Steps: 1. Regional Housing Needs Assessment:
SICOG completed its latest Regional Housing
Needs Assessment in 2005. This assessment was developed to
identify and communities with specific housing-related needs and
projects. Support identified projects with funds from the regional
Housing Trust Fund, CDBG, and HOME funds.
Goal 3: Business Recovery Objective 1: Improve the resiliency of
the private sector to disaster situations Action Steps: 1. Promote
Business Continuity Planning: Maintain resources and example plans
for
interested businesses. Promote Business Continuity Planning
through local Chambers of Commerce and Development
Corporations.
2. Promote Business Continuity and Continuity of Operations
planning to critical assets and major employers identified in the
Hazard Mitigation Planning process.
3. Recapitalize Revolving Loan Fund: Support business expansions
and improvements to existing buildings. Funds could be sought from
the Iowa finance Authority and Economic Development Administration.
RLF investments support the general economic health of the region
and its resiliency during and after disaster events.
Goal 4: Coordination and Capacity Building Objective 1: Enhance
the capacity of and coordination between recovery partners Action
Steps: 1. Coordinate a Regional Meeting of Emergency Management
Officials 2. Utilize the expertise and institutional knowledge of
emergency management officials
with disaster response and recovery issues. Build a regional
network through which disaster related information can be shared
efficiently and effectively.
Regional Recovery Strategy The purpose of the Regional Recovery
Strategy is to provide a framework in which the Southern Iowa
Council of Governments and its partner communities can respond to
the immediate demands of recovery efforts and mitigate the impacts
of future disaster events. This Recovery Strategy establishes
responsibilities for communities and recovery partners during the
immediate and intermediate stages of recovery.
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This framework was born of the Southern Iowa COG’s experience
with the recovery efforts that followed the multiple disaster
events of 2008. It addresses many of the obstacles that SICOG and
other regional partners faced in 2008, and builds on the successes
of those recovery efforts as well. This strategy is intended to be
a “living document”– one in which the included action steps and
enumerated responsibilities are reconsidered on a regular basis.
Additional input from regional recovery partners and local leaders
will be incorporated into this strategy as it is reconsidered and
evolves. A regular review schedule for this strategy and the
associated documents will allow information about new programs to
be incorporated into the strategy, and address any salient issues
that arise. The following strategy is outlined at two levels: an
overarching regional strategy and strategies for individual
communities. The recovery strategy is constructed with
municipalities and counties in mind, providing guidance for the
community as a whole. However, in the event of a disaster,
individual residents and businesses also require guidance as well.
These issues are addressed by specific action items in the Recovery
Strategy and by additional resources to be developed over time. The
final two sections of the current Recovery Strategy serve as a
brief guide to addressing the immediate needs of homeowners and
businesses, and provide guidance to help ensure that these
individuals and businesses are positioned to make the most of
disaster funding. Regional Strategy Immediate Recovery Efforts
& Coordination Establish a Regional Recovery Committee with
representatives from local organizations, and communities. This
group will coordinate information to ensure that channels of
communication between communities and recovery organizations are
open. E-mail distribution lists and regular meetings should be held
to promote coordination between groups. Responsible Entities: Local
governments, Emergency Management, non-profits, SICOG, volunteers
Identify a “point of contact” for regional recovery efforts. This
staff member would ensure that appropriate and timely information
is provided to disaster-affected individuals, businesses, and
communities. Individual communities should contact the SICOG to
ensure that questions directed to city or county staff people are
forwarded to the appropriate recovery partners. Responsible Entity:
Regional Recovery Committee Develop a Communications Plan for
recovery efforts. Coordinate press releases between recovery
partners, and work with local newspapers and radio stations to
ensure that complete, up-to-date information is provided to
residents of the region. Media outlets should be provided with
information on all available programs to avoid a patchwork of
articles or broadcasts regarding related programs or initiatives.
Responsible Entity: Regional Recovery Committee
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5
Collect and manage disaster-related data. Create a data
management system to identify needs and measure progress of the
recovery effort. Data should be collected on housing needs,
infrastructure failures, and damage to public property. This
information is critical for future planning efforts and mitigation
projects. Responsible Entities: Local governments, Emergency
Management Officials, non-profits, SICOG Incorporate disaster
recovery and mitigation into planning activities. Identify disaster
recovery and mitigation projects in long-term, regional strategies
such as the Comprehensive Economic Development strategy and any
broad infrastructure study that is completed in the future.
Responsible Entities: SICOG, local governments, development
corporations, Chambers of Commerce Business & Industry Provide
affected businesses with list of available recovery resources.
Utilize contacts made through the distribution of surveys and
referrals from communities, chambers of commerce, development
corporations, and other recovery partners. Responsible Entities:
SICOG, Chambers of Commerce, Development Corporations, local
governments Recapitalize RLF to support economic growth in the
regional economy. Support projects throughout the region that
foster job growth and enhance the economic health following
disaster events. Revolving Loans Fund programs should be considered
to provide assistance to disaster affected businesses and
non-profits. Responsible Entities: SICOG, local financial
institutions, Chambers of Commerce, local development corporations,
EDA, IFA Homeowners Provide Recovery Checklists and recovery
resources to affected homeowners. Disseminate checklists for
disaster recovery through community canvassing or with utility
bills. Checklists should provide information on potential financial
assistance available, and documentation for homeowners to retain in
order to ensure their eligibility for recovery programs.
Responsible Entities: SICOG, non-profits, local governments, ISU
Extension, volunteers Local Strategies Infrastructure & Public
Property Apply for Infrastructure Assistance. Local governments
should track and report disaster damage to FEMA and IDOT following
disaster events. City officials should coordinate with County
Emergency Management Coordinators to submit applications for FEMA
Public Assistance to repair damage from disaster events.
Responsible Entities: Local governments, FEMA, IDOT Assess
opportunities for mitigation and recovery projects.
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6
Local infrastructure projects related to mitigation and recovery
should be identified and incorporated into existing capital
improvements programming. Responsible Entities: Local governments
Business & Industry Survey local businesses to measure impact
of the disaster event. Coordinate with local Chambers of Commerce
and development corporations to survey local businesses about the
effects of a disaster event. Surveys should solicit information
regarding the types of impacts experienced, and the estimated costs
of those impacts. When completed this Business Survey will be
incorporated into this report. Responsible Entities: Chambers of
Commerce, local development corporations, local governments, SICOG
Identify projects to enhance the resiliency of the regional economy
to disaster events. Strengthening local businesses enhances the
capacity of a community to recover from disaster events. Promote
and develop economic development initiatives, infrastructure
projects, job creation activities, and business continuity planning
to local businesses. Responsible Entities: Local governments, local
development corporations, local governments, SICOG, SICOG-RLF
Housing Stabilize existing housing stock. Address health and safety
concerns in local housing, and work to bring housing back to
pre-disaster condition. Coordinate with recovery partners to match
the needs of affected homeowners with available local, state, and
federal funding. Responsible Entities: Local governments,
non-profits, IEDA, IFA, Federal Home Loan Bank (FHLB), SICOG
Housing Trust Fund Participate in replacement housing programs.
Work with cities, local development corporations and builders to
utilize state funding for replacement housing programs. Regional
allocations of funding provided to SICOG should be utilized to
maximize housing opportunities for residents of the SICOG region.
Responsible Entities: SICOG, SICOG Housing Trust Fund, IDED, IFA,
Development Corporations
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APPENDIX 42018 PRIORITY PROJECTS, STRATEGIES PROGRAMS
(BY PRIORITY CATEGORY)
Page 1 of 12
Priority # Priority Category County City Project Description
Timeframe1 Housing Clarke Osceola Rental Code Adoption Medium Range
(2-5 Years)1 Housing Clarke Osceola Upperstory Housing Rehab Medium
Range (2-5 Years) 1 Housing Clarke Osceola New Housing Developments
Long Range (5+ Years) 1 Housing Decatur Decatur City Property
Cleanup Short Range (Within next Year) 1 Housing Decatur Decatur
City Low Rent Housing Short Range (Within next Year)1 Housing Adair
Adair Housing growth in subdivision Short Range (Within next Year)1
Housing Ringgold Beaconsfield Abandoned properties removed Short
Range (Within next Year)1 Housing Adair Bridgewater Offer lots for
housing Medium Range (2-5 Years)1 Housing Adams Corning clean up
nuisance properties/ abandoned properties Short Range (Within next
Year)1 Housing Adams Corning Assisted Living Facility / abandoned
properties Medium Range (2-5 Years)1 Housing Adams Corning develop
Binder/Reservoir housing sites Long Range (5+ Years)1 Housing Union
Afton Beautification Grant Projects Short Range (Within next Year)1
Housing Taylor Lenox CREATE AFFORDABLE HOUSING Medium Range (2-5
Years)1 Housing Taylor Lenox CREATE AFFORDABLE HOUSING Long Range
(5+ Years)1 Housing Adair Orient new housing Medium Range (2-5
Years)1 Housing Adair Greenfield development of vacant city lots
Medium Range (2-5 Years)1 Housing union Creston Housing Short Range
(Within next Year)1 Housing union Creston Housing Short Range
(Within next Year)1 Housing union Creston Housing Medium Range (2-5
Years)1 Housing union Creston Housing Long Range (5+ Years)1
Housing Taylor Clearfield property clean up - abatements Short
Range (Within next Year)1 Housing Union Lorimor Housing Short Range
(Within next Year)1 Housing Union Lorimor Housing Medium Range (2-5
Years)1 Housing Union Lorimor Housing Long Range (5+ Years)1
Housing Decatur Lamoni Housing rehab program Long Range (5+ Years)1
Housing Decatur Lamoni Downtown revitalizations including second
story housingLong Range (5+ Years)1 Housing Union Housing projects
Medium Range (2-5 Years)
Priority #1 HOUSINGNew Development, Rehabilitation, Down Payment
Programs and Site Development
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APPENDIX 42018 PRIORITY PROJECTS, STRATEGIES PROGRAMS
(BY PRIORITY CATEGORY)
Page 2 of 12
Priority # Priority Category County Entity Project Timeline
2 Economic Development Clarke Osceola Business Park Expansion
Short Range (Within next Year)2 Economic Development Clarke Osceola
Historic Downtown District Dev Short Range (Within next Year)2
Economic Development Clarke Osceola Highway 34 Corridor Improvement
Long Range (5+ Years)2 Economic Development Decatur Decatur City
Job Creation Short Range (Within next Year)2 Economic Development
Decatur Decatur City Attach Businesses ALong Range (5+ Years) I-35
Medium Range (2-5 Years)2 Economic Development Decatur Decatur City
High Speed Internet Medium Range (2-5 Years)2 Economic Development
Decatur Decatur City Library Medium Range (2-5 Years)2 Economic
Development Decatur Decatur City Health Care Medium Range (2-5
Years)2 Economic Development Decatur Decatur City Restaurants Long
Range (5+ Years)2 Economic Development Adair Adair Hotel
development Medium Range (2-5 Years)2 Economic Development Adair
Adair Interstate area development Medium Range (2-5 Years)2
Economic Development Ringgold Kellerton bring in more revenue Short
Range (Within next Year)2 Economic Development Ringgold Kellerton
bing in more revenue Medium Range (2-5 Years)2 Economic Development
Ringgold Kellerton bring in more revenue Long Range (5+ Years)2
Economic Development Adair Bridgewater Survival Long Range (5+
Years)2 Economic Development Taylor Lenox CREATE BUSINESS ON MAIN
STREET Medium Range (2-5 Years)2 Economic Development Taylor Lenox
CREATE A THRIVING MAIN STREET Long Range (5+ Years)2 Economic
Development Adair Orient jobs/factory Medium Range (2-5 Years)2
Economic Development Adair Orient new restaruant Medium Range (2-5
Years)2 Economic Development Adair Greenfield Catalyst Program for
businesses Medium Range (2-5 Years)2 Economic Development Taylor
Clearfield Vacant & derelict buildings in business district
Medium Range (2-5 Years)2 Economic Development Union Lorimor
Economical Development Short Range (Within next Year)2 Economic
Development Union Lorimor Economic Development Medium Range (2-5
Years)2 Economic Development Union Lorimor Community
Development/services Long Range (5+ Years)2 Economic Development
Decatur Lamoni Expand Retail near the interstate Short Range
(Within next Year)2 Economic Development Decatur Lamoni Restaurant
open 7 days a week Short Range (Within next Year)2 Economic
Development Decatur Lamoni Develop more retail downtown Medium
Range (2-5 Years)2 Economic Development Decatur Lamoni Develop area
East of the Interstate Long Range (5+ Years)2 Economic Development
Decatur Lamoni Start Development south toward 2nd exit Long Range
(5+ Years)2 Economic Development Madison Bevington Bigger sewer
system Short Range (Within next Year)2 Economic Development Union
Follow through with devising 5 year economic development planShort
Range (Within next Year)2 Economic Development Union Helping to get
business established in Lorimor Short Range (Within next Year)2
Economic Development Madison wind turbine ordinance Short Range
(Within next Year)2 Economic Development Union Develop new business
opportunities Medium Range (2-5 Years)2 Economic Development Union
Always look for new business opportunities Long Range (5+
Years)
Retail and Industrial Growth, Job Creation and Retention,
Enterpreneurship, Retail and Business ServicesPriority #2 ECONOMIC
DEVELOPMENT
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APPENDIX 42018 PRIORITY PROJECTS, STRATEGIES PROGRAMS
(BY PRIORITY CATEGORY)
Page 3 of 12
Priority # Priority Category County Entity Project Timeline
3 Transportation Clarke Osceola Dowtown Corridor Short Range
(Within next Year)3 Transportation Clarke Osceola Airport Expansion
Medium Range (2-5 Years)3 Transportation Clarke Osceola Arbor
Valley infrastructure connection Long Range (5+ Years)3
Transportation Clarke Osceola Idaho St/SW Blvd Industrial Park
Paving Long Range (5+ Years)3 Transportation Clarke Osceola Overlay
program Long Range (5+ Years)3 Transportation Decatur Decatur City
Street Repair Short Range (Within next Year)3 Transportation
Decatur Decatur City Airport Medium Range (2-5 Years)3
Transportation Adair Adair Streets & Storm water projects
Medium Range (2-5 Years)3 Transportation Ringgold Beaconsfield Road
Maintainence and Repair Short Range (Within next Year)3
Transportation Ringgold Kellerton work on streets Short Range
(Within next Year)3 Transportation Ringgold Kellerton possibly
asphalt streets Long Range (5+ Years)3 Transportation Adair
Bridgewater Street repair Medium Range (2-5 Years)3 Transportation
Adams Corning paint cross walks/ signage/street repairs/ sidewalks
& curbsShort Range (Within next Year)3 Transportation Adams
Corning Hull street bridge / sidewalk to FB field Medium Range (2-5
Years)3 Transportation Adams Corning 148 sidewalks/ main street
lights / infrastructure/pave dirt streetsLong Range (5+ Years)3
Transportation Union Afton Streets Short Range (Within next Year)3
Transportation Union Afton Sidewalks Short Range (Within next
Year)3 Transportation Taylor Lenox STREET REPAIRS Medium Range (2-5
Years)3 Transportation Taylor Lenox MAJOR STREET REPAIR Long Range
(5+ Years)3 Transportation Adair Greenfield street projects Short
Range (Within next Year)3 Transportation Adair Greenfield airport
vault construction Short Range (Within next Year)3 Transportation
Adair Greenfield Phase II street improvements Medium Range (2-5
Years)3 Transportation Adair Greenfield rehab runways - seal joints
Medium Range (2-5 Years)3 Transportation Adair Greenfield airport
hanger Medium Range (2-5 Years)3 Transportation Adair Greenfield
Phase III streets Long Range (5+ Years)3 Transportation Adair
Greenfield airport rehab Long Range (5+ Years)3 Transportation
Ringgold Benton more roads fixed Short Range (Within next Year)3
Transportation Madison East Peru Street Repairs Short Range (Within
next Year)3 Transportation Madison East Peru Road Work Medium Range
(2-5 Years)3 Transportation Adams Cromwell maintain city streets
Short Range (Within next Year)3 Transportation union Creston Finish
street projects Short Range (Within next Year)3 Transportation
union Creston Finish street projects Short Range (Within next
Year)3 Transportation union Creston Finish street projects Medium
Range (2-5 Years)3 Transportation union Creston Finish street
projects Long Range (5+ Years)3 Transportation Union Lorimor
Streets Short Range (Within next Year)3 Transportation Union
Lorimor Streets Long Range (5+ Years)3 Transportation Decatur
Lamoni N Linden Sidewalk Medium Range (2-5 Years)3 Transportation
Decatur Lamoni Street repair & resurface Medium Range (2-5
Years)
TransportationATURA, Transit, Highways and Roads, and Trails
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APPENDIX 42018 PRIORITY PROJECTS, STRATEGIES PROGRAMS
(BY PRIORITY CATEGORY)
Page 4 of 12
3 Transportation Decatur Lamoni Bridge/Culvert replacement Long
Range (5+ Years)3 Transportation Decatur Lamoni Airport
improvements Long Range (5+ Years)3 Transportation Madison Earlham
road resurface Short Range (Within next Year)3 Transportation Union
Continue to improve and maintain quality roads Short Range (Within
next Year)3 Transportation Madison replace 4 bridges Short Range
(Within next Year)3 Transportation Madison Plan to address
reshaping of gravel roads Short Range (Within next Year)3
Transportation Madison repair 10 bridges Short Range (Within next
Year)3 Transportation Union Maintain quality roads, increase gravel
tonnage for roads, and continue to replace and maintain hard
surfacesMedium Range (2-5 Years)3 Transportation Madison replace 6
bridges Medium Range (2-5 Years)3 Transportation Madison repair 20
bridges Medium Range (2-5 Years)3 Transportation Madison start
addressing gravel roads crown / ditches Medium Range (2-5 Years)3
Transportation Madison develop paved road replacement plan using
urban renewalMedium Range (2-5 Years)3 Transportation Union
Transportation - roads and bridges Long Range (5+ Years)3
Transportation Madison continue bridge replacement using urban
renewal Long Range (5+ Years)3 Transportation Madison continue
gravel roads crown / ditches Long Range (5+ Years)3 Transportation
Madison start paved road replacement using urban renewal Long Range
(5+ Years)
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APPENDIX 42018 PRIORITY PROJECTS, STRATEGIES PROGRAMS
(BY PRIORITY CATEGORY)
Page 5 of 12
Fiscal, Grant Programs for Projects, Development Groups, TIFS
and URPs, Government OperationsPriority # Priority Category County
Entity Project Timeline
4 Local Planning & ManagementDecatur Davis City Remove
dilapidated buildings Short Range (Within next Year)4 Local
Planning & ManagementDecatur Davis City Update policies Short
Range (Within next Year)4 Local Planning & ManagementDecatur
Davis City Derelict building removal Medium Range (2-5 Years)4
Local Planning & ManagementAdams Corning ID grant programs for
projects/ 729 Davis (urban renewal)Short Range (Within next Year)4
Local Planning & ManagementAdams Corning ID grants for
Visioning projects Medium Range (2-5 Years)4 Local Planning &
ManagementAdams Corning Grants for Visioning projects Long Range
(5+ Years)4 Local Planning & ManagementTaylor Lenox UPDATE
ZONING REGULATIONS Short Range (Within next Year)4 Local Planning
& ManagementTaylor Lenox WEBSITE REDESIGN Short Range (Within
next Year)4 Local Planning & ManagementTaylor Lenox MUSIC ON
MAIN STREET Short Range (Within next Year)4 Local Planning &
ManagementTaylor Lenox MAIN STREET REVAMP Short Range (Within next
Year)4 Local Planning & ManagementAdair Greenfield develop
capital improvement replacement schedule Short Range (Within next
Year)4 Local Planning & ManagementUnion Lorimor Sewer Short
Range (Within next Year)4 Local Planning & ManagementUnion
Lorimor Gas System update Medium Range (2-5 Years)4 Local Planning
& ManagementUnion Lorimor Local Development Medium Range (2-5
Years)4 Local Planning & ManagementMadison Earlham storm sewer
funds Short Range (Within next Year)4 Local Planning and Management
Union TIF existing facilities Short Range (Within next Year)
Priority #4 LOCAL PLANNING
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APPENDIX 42018 PRIORITY PROJECTS, STRATEGIES PROGRAMS
(BY PRIORITY CATEGORY)
Page 6 of 12
Priority # Priority Category County Entity Project Timeline
5 Recreation Decatur Davis City Park improvements Medium Range
(2-5 Years)5 Recreation Clarke Osceola Q Pond- Clarke High School
Trail Short Range (Within next Year)5 Recreation Clarke Osceola
Clay Street Park Project Medium Range (2-5 Years)5 Recreation
Clarke Osceola Dog Park Development Medium Range (2-5 Years)5
Recreation Clarke Osceola Municipal Golf Course Medium Range (2-5
Years)5 Recreation Clarke Osceola Rec Center Long Range (5+ Years)5
Recreation Clarke Osceola Ball Field/Aquatic Center Parking Lot
Rehab Long Range (5+ Years)5 Recreation Decatur Decatur City City
Park Updates Short Range (Within next Year)5 Recreation Decatur
Decatur City Entertainment Short Range (Within next Year)5
Recreation Decatur Decatur City Walking Trail Medium Range (2-5
Years)5 Recreation Adair Adair Downtown streetscape Long Range (5+
Years)5 Recreation Ringgold Kellerton update parks and recreation
areas Medium Range (2-5 Years)5 Recreation Ringgold Ellston Local
planning grant for city park tree removal Short Range (Within next
Year)5 Recreation Ringgold Ellston Recreation park / playground
Short Range (Within next Year)5 Recreation Adams Corning expand
camp sites/skate park change/ restore Binder trailShort Range
(Within next Year)5 Recreation Adams Corning continue to improve
Binder/ Rivers Landing/ dog parkMedium Range (2-5 Years)5
Recreation Adams Corning cabins Lake Binder/trail head Spring Lake
Long Range (5+ Years)5 Recreation Union Afton Lake Shelter House
Medium Range (2-5 Years)5 Recreation Union Afton Trails Medium
Range (2-5 Years)5 Recreation Union Afton Trails Long Range (5+
Years)5 Recreation Taylor Lenox BUILD A NEW WATERPARK Long Range
(5+ Years)5 Recreation Adair Orient splash pad Short Range (Within
next Year)5 Recreation Adair Orient walking trail Medium Range (2-5
Years)5 Recreation Adair Greenfield update park equipment / rec
Medium Range (2-5 Years)5 Recreation Madison East Peru Parks Long
Range (5+ Years)5 Recreation Adams Cromwell maintain city park
Short Range (Within next Year)5 Recreation Taylor Clearfield Park
updates - new bathrooms Short Range (Within next Year)5 Recreation
Union Lorimor update and improve city park Long Range (5+ Years)5
Recreation Decatur Lamoni Sidewalk Planning Medium Range (2-5
Years)5 Recreation Decatur Lamoni Campground facilities Medium
Range (2-5 Years)5 Recreation Union Lorimor Recreational Short
Range (Within next Year)5 Recreation Union Support aquatic center
Short Range (Within next Year)5 Recreation Madison urban renewal
project for conservation nature center Medium Range (2-5 Years)5
Recreation Madison county trails Medium Range (2-5 Years)5
Recreation Madison complete conservation nature center Long Range
(5+ Years)5 Recreation Madison county trails Long Range (5+
Years)
RECREATIONParks and Trails Development, Regional Recreation
Plans and Issues
Priority #5
-
APPENDIX 42018 PRIORITY PROJECTS, STRATEGIES PROGRAMS
(BY PRIORITY CATEGORY)
Page 7 of 12
Priority # Priority Category County Entity Project Timeline6
Community Services Clarke Osceola Historic Downtown District Zoning
Ordinance Medium Range (2-5 Years)6 Community Services Clarke
Osceola New/Expanded City Hall Medium Range (2-5 Years)6 Community
Services Decatur Decatur City Community Center Roof Short Range
(Within next Year)6 Community Services Decatur Decatur City Own
Police Department Long Range (5+ Years)6 Community Services Decatur
Decatur City Own Fire Department Long Range (5+ Years)6 Community
Services Decatur Decatur City School Long Range (5+ Years)6
Community Services Adair Adair Dilapidated housing/nuisance
properties Short Range (Within next Year)6 Community Services
Ringgold Beaconsfield Fixing city buildings Short Range (Within
next Year)6 Community Services Union Afton Wi-Fi Center Short Range
(Within next Year)6 Community Services Union Shannon City Update
city hall/community center Short Range (Within next Year)6
Community Services Taylor Lenox REPAIR CITY BUILDINGS Short Range
(Within next Year)6 Community Services Taylor Lenox REPAIR CITY
OWNED BUILDINGS Medium Range (2-5 Years)6 Community Services Taylor
Lenox UPDATE EQUIPMENT INVENTORY Medium Range (2-5 Years)6
Community Services Taylor Lenox REPAIR CITY OWNED BUILDINGS Long
Range (5+ Years)6 Community Services Madison East Peru Ditch work
Short Range (Within next Year)6 Community Services Adams Cromwell
maintain city buildings Short Range (Within next Year)6 Community
Services Union Lorimor Community Services Short Range (Within next
Year)6 Community Services Union Lorimor Law Enforcement Medium
Range (2-5 Years)6 Community Services Union Lorimor law Enforcement
Medium Range (2-5 Years)6 Community Services Decatur Lamoni Address
downtown(and other) nuisance properties Short Range (Within next
Year)6 Community Services Decatur Lamoni Trail Connection at Home
Pond Short Range (Within next Year)6 Community Services Decatur
Lamoni Corridor Beautification Short Range (Within next Year)6
Community Services Decatur Lamoni YMCA type facility Long Range (5+
Years)6 Community Services Madison Earlham new fire station Medium
Range (2-5 Years)6 Community Services Taylor Clearfield Work with
fire department for controlled burning of 2 housesShort Range
(Within next Year)6 Community Services Decatur Lamoni Fleet Vehicle
Replacement Short Range (Within next Year)6 Community Services
Union Emergency communications Short Range (Within next Year)6
Community Services Madison urban renewal to replace ambulance
garage Short Range (Within next Year)6 Community Services Madison
start court house exterior renovation Short Range (Within next
Year)6 Community Services Madison urban renewal project for
courthouse exterior renovationMedium Range (2-5 Years)6 Community
Services Madison expansion of county jail Long Range (5+ Years)
COMMUNITY SERVICESCommunity Facilities Community Protection,
Funding Resources & Historical Protection
Priority #6
-
APPENDIX 42018 PRIORITY PROJECTS, STRATEGIES PROGRAMS
(BY PRIORITY CATEGORY)
Page 8 of 12
Priority # Priority Category County Entity Project Timeline7
Sewer union Creston Sewer Short Range (Within next Year)7 Sewer
union Creston Sewer Short Range (Within next Year)7 Sewer union
Creston Sewer Medium Range (2-5 Years)7 Sewer union Creston Sewer
Long Range (5+ Years)7 Sewer Decatur Davis City Lagoon improvements
Medium Range (2-5 Years)7 Sewer Clarke Osceola New WWTP Short Range
(Within next Year)7 Sewer Adair Adair Water Plant project Short
Range (Within next Year)7 Sewer Ringgold Kellerton update lagoon
valves Medium Range (2-5 Years)7 Sewer Adams Corning televise
lines/ routine repairs Short Range (Within next Year)7 Sewer Adams
Corning upgrade infrastructure/ sewer plant road Medium Range (2-5
Years)7 Sewer Adams Corning train grade III operator/
infrastructure Long Range (5+ Years)7 Sewer Union Afton Sewer
Lining Medium Range (2-5 Years)7 Sewer Union Afton Sewer Lining
Long Range (5+ Years)7 Sewer Adair Greenfield completion of new
WWTF Short Range (Within next Year)7 Sewer Adair Greenfield
demolition of old WWTF Short Range (Within next Year)7 Sewer Adair
Greenfield Phase II sewer improvements Medium Range (2-5 Years)7
Sewer Adair Greenfield Phase III sewer Long Range (5+ Years)7 Sewer
Union Lorimor Sewers Long Range (5+ Years)7 Sewer Madison Earlham
sewer lining Short Range (Within next Year)7 Sewer Madison Earlham
lagoon update Medium Range (2-5 Years)7 Sewer Madison Earlham storm
sewer project Medium Range (2-5 Years)
Expansion, New Collection Systems and
MaintenanceSEWER/WASTEWATER TREATMENT SYSTEMSPriority #7
-
APPENDIX 42018 PRIORITY PROJECTS, STRATEGIES PROGRAMS
(BY PRIORITY CATEGORY)
Page 9 of 12
Provide for the housing, transportation, community needs and
health care of elderly persons and groups in southern IowaPriority
# Priority Category County Entity Project Timeline
8 Elderly Decatur Decatur City Elderly Transportation Medium
Range (2-5 Years)8 Elderly Adams Corning congregate meal site
location/ improve sidewalks Short Range (Within next Year)8 Elderly
Adams Corning upgrade sidewalks/ ASLF Medium Range (2-5 Years)8
Elderly Adams Corning ASLF Long Range (5+ Years)8 Elderly Union
Shannon City Assistance for our aging population Short Range
(Within next Year)8 Elderly Madison East Peru Eldery Services
Medium Range (2-5 Years)8 Elderly Decatur Lamoni Adult day care
facility Long Range (5+ Years)8 Elderly Union Lorimor Eldery Short
Range (Within next Year)8 Elderly Union Lorimor Eldery Medium Range
(2-5 Years)8 elderly Union Lorimor Eldery Long Range (5+ Years)8
Elderly Madison Elderly meal site / community center Medium Range
(2-5 Years)
ELDERLYPriority #8
-
APPENDIX 42018 PRIORITY PROJECTS, STRATEGIES PROGRAMS
(BY PRIORITY CATEGORY)
Page 10 of 12
Comprehensive Plans, Strategic Plans, Capital Improvement Plans,
and Zoning & Subdivision OrdinancesPriority # Priority Category
County Entity Project Timeline
9 Comprehensive Planning Decatur Davis City Codification Short
Range (Within next Year)9 Comprehensive Planning Clarke Osceola
Blighted Building Demolition Short Range (Within next Year)9
Comprehensive Planning Clarke Osceola I-35 Corridor Plan Short
Range (Within next Year)9 Comprehensive Planning Clarke Osceola New
Comprehensive Plan Long Range (5+ Years)9 Comprehensive Planning
Ringgold Ellston Rehab / storage building issues - have building
permit ordinanceShort Range (Within next Year)9 Comprehensive
Planning Adair Bridgewater building repair Short Range (Within next
Year)9 Comprehensive Planning Adams Corning consider annexing land
2019 ballot/ prioritize visioning projectsShort Range (Within next
Year)9 Comprehensive Planning Adams Corning expand city limits/
2019 -2021 ballot Medium Range (2-5 Years)9 Comprehensive Planning
Adams Corning Main Street infrastructure/lighting/sewer/sidewalks
Long Range (5+ Years)9 Comprehensive Planning Taylor Lenox COMPLETE
COMPREHENSIVE PLAN Short Range (Within next Year)9 Comprehensive
Planning Adair Orient new street lights Short Range (Within next
Year)9 Comprehensive Planning Adair Orient street repairs Short
Range (Within next Year)9 Comprehensive Planning Adair Orient clean
up old buildings Short Range (Within next Year)9 Comprehensive
Planning Adair Greenfield develop comprehensive plan Short Range
(Within next Year)9 Comprehensive Planning Madison East Peru
Capital Improvements Short Range (Within next Year)9 Comprehensive
Planning Madison Update comprehensive plan Short Range (Within next
Year)9 Comprehensive Planning Madison update comp plan Long Range
(5+ Years)
Priority # Priority Category County Entity Project Timeline
10 Youth Decatur Decatur City Youth Activities Short Range
(Within next Year)10 Youth Union Lorimor Youth Short Range (Within
next Year)10 Youth Union Lorimor Youth Medium Range (2-5 Years)10
Youth Union Lorimor Youth Long Range (5+ Years)
Youth Programs, Program Funding, Facilities for Activities and
DARE
Priority #9 COMPREHENSIVE PLANNING
Priority #10 YOUTH
-
APPENDIX 42018 PRIORITY PROJECTS, STRATEGIES PROGRAMS
(BY PRIORITY CATEGORY)
Page 11 of 12
Priority # Priority Category County Entity Project Timeline
11 Water Resources Clarke Osceola New Reservior Short Range
(Within next Year)11 Water Resources Decatur Lamoni Water Tower
Medium Range (2-5 Years)11 Water Resources Madison Earlham water
tower Short Range (Within next Year)
Priority # Priority Category County Entity Project Timeline
12 Rural Health Decatur Decatur City Medical Helicopter Medium
Range (2-5 Years)
Priority # Priority Category County Entity Project Timeline
13 Solid Waste Adams Corning prepare new burn site/ sell house
Short Range (Within next Year)13 Solid Waste Adams Corning annual
tree removal / ash & dead trees Medium Range (2-5 Years)13
Solid Waste Adams Corning continue to remove dead trees / replace
Long Range (5+ Years)
Priority #13
Improve access to and quality of primary health services
SOLID WASTELandfills, Waste Management, Recycling and
Collection
WATER RESOURCESNew Sources, Rural Water and Expansion of
Community Utility
RURAL HEALTH
Priority #11
Priority #12
-
APPENDIX 42018 PRIORITY PROJECTS, STRATEGIES PROGRAMS
(BY PRIORITY CATEGORY)
Page 12 of 12
Priority # Priority Category County Entity Project Timeline
14 Energy Union Wind farms Short Range (Within next Year)14
Energy Union Continue to develop more wind energy projects Medium
Range (2-5 Years)14 Energy Union Renewable energy Long Range (5+
Years)
Priority #14Conservation and New Sources
ENERGY
-
State of Iowa
Iowa WORKFORCE DEVELOPMENT
www.iowalmi.gov
IWD Region #14
REGION #14 2017 Annual Profile
Executive Summary
Ten Major Private Industry Employers Listed alphabetically
As of 2016, Iowa Workforce Development’s (IWD) Region 14’s
largest private
industry was Manufacturing, representing 18.6 percent (4,589) of
the region’s total
covered employment of 24,707. The region’s total employment
increased by 0.3
percent since 2015, while the average annual wage increased by
2.4 percent to
$35,817 for all industries. The Transportation & Utilities
industry posted the
largest employment percentage increase of 4.9 percent during
2016.
IWD’s Region 14 average weekly wage for all industries was $689
for 2016. This
was an increase of 2.3 percent since 2015. The highest average
weekly wage for a
private sector was in Finance, Insurance, Real Estate, averaging
$931. Between
2015 and 2016, the Other Services sector reported the largest
percentage increase in
average weekly wage of 12.4 percent.
IWD Region 14 Population (2016)
62,164
Census Statistics
Quick Facts
2016 Covered Employment (QCEW)
%
Total Employment 24,707 1.61
Average Weekly Wage
$689 79.72
Largest Private Sector: Manufacturing
4,589 9.23
¹ Percent is based on statewide covered employment of
1,539,355
² Percent is based on statewide average weekly wage of $864
³ Percent is based on statewide covered employment in specified
sector
Counties Included in Iowa Workforce Development’s
Region #
Adair Montgomery
Adams Union
Clarke Taylor
Ringgold Decatur
2016 Industry Breakout by Employment
*Includes public education and health institutions, **FIRE–
Finance, Insurance, and Real Estate Source: Quarterly Census of
Employment and Wages
Source: InfoGroup®
Ag/Natural Resources & Mining 1,144
Construction 764
Manufacturing 4,589
Trade 4,064
Transportation & Utilities 1,203
Information 358Professional &
Business Services 739
Finance, Insurance, and Real Estate 933
Education & Health Services
3,265
Leisure & Hospitality 1,886
Other Services 534
Government 5,228
**
*
Name of Company Industry
American Hydraulics Manufacturing
Bunn-O-Matic Corp Manufacturing
Cardinal IG Co Manufacturing
Fansteel Wellman Dynamics Corp Manufacturing
Ferrara Candy Co Manufacturing
Graceland University Educational Services
Greater Regional Medical Ctr Health Services
Lakeside Hotel & Casino Arts & Entertainment
Lions Club Other Services
Osceola Food LLC Manufacturing
beckyText BoxAPPENDIX 5
-
2017 Quarterly Census OF Employment and Wages Profile
www.iowalmi.gov
Trade 375
Government 274
Education & Health Services
231
IWD Region 14’s Greatest Number of
Worksites
2015 - 2016 Covered Employment and Reporting Units by
Industry
Num
ber
of W
ork
sites
Reporting Units by Industry in 2016
Quick Facts
*Trade includes wholesale & retail trade
2015 2016 % Change 2015 2016 % Change
2,143 2,129 -0.65% Total All Industries 24,636 24,707 0.29%
1,866 1,855 -0.59% Private Business 19,449 19,479 0.15%
137 138 0.73% Ag/Natural Resources & Mining 1,121 1,144
2.05%
198 199 0.51% Construction 763 764 0.13%
78 73 -6.41% Manufacturing 4,535 4,589 1.19%
382 375 -1.83% Trade 4,043 4,064 0.52%
138 137 -0.72% Wholesale Trade 1,145 1,112 -2.88%
244 239 -2.05% Retail Trade 2,898 2,952 1.86%
86 88 2.33% Transportation & Utilities 1,147 1,203 4.88%
36 40 11.11% Information 342 358 4.68%
181 179 -1.10% Finance, Insurance, and Real Estate 732 739
0.96%
197 208 5.58% Professional & Business Services 963 933
-3.12%
225 231 2.67% Education & Health Services 3,300 3,265
-1.06%
156 150 -3.85% Leisure & Hospitality 1,850 1,886 1.95%
190 176 -7.37% Other Services 651 534 -17.97%
277 274 -1.08% Government 5,187 5,228 0.79%
65 64 -1.54% State 279 272 -2.51%
148 146 -1.35% Local 4,618 4,663 0.97%
65 64 -1.54% Federal 291 294 1.03%
Reporting Units Employment
Tra
de
375
Go
vern
men
t27
4
Ed
uca
tio
n &
Hea
lth
Ser
vice
s23
1
Pro
fess
ion
al &
Bu
sin
ess
Ser
vice
s20
8
Co
nst
ruct
ion
199
Fin
ance
, In
sura
nce
, an
d R
eal E
stat
e17
9
Oth
er S
ervi
ces
176
Lei
sure
& H
osp
ital
ity
150
Ag
/Nat
ura
l R
eso
urc
es &
Min
ing
138
Tra
nsp
ort
atio
n &
Uti
litie
s88
Man
ufa
ctu
rin
g73
Info
rmat
ion
40
0
50
100
150
200
250
300
350
400
450
-
2017 Quarterly Census OF Employment and Wages Profile
www.iowalmi.gov
IWD Region 14
$689
Rank Among All 15 IWD Regions
#15
Statewide $864
Average Weekly Wage Comparisons
2015 - 2016 Average Annual and Weekly Wage by Industry
Average Weekly Wage for All Industries by County Annual 2016
Quick Facts
Source: Quarterly Census of Employment and Wages (QCEW)
2015 2016 % Change 2015 2016 % Change
34,976$ 35,817$ 2.40% Total All Industries 673$ 689$ 2.38%
34,073$ 34,893$ 2.41% Private Business 655$ 671$ 2.44%
34,418$ 36,515$ 6.09% Ag/Natural Resources & Mining 662$
702$ 6.04%
41,550$ 44,954$ 8.19% Construction 799$ 864$ 8.14%
46,278$ 46,721$ 0.96% Manufacturing 890$ 898$ 0.90%
28,658$ 28,833$ 0.61% Trade 551$ 554$ 0.54%
46,533$ 47,237$ 1.51% Wholesale Trade 895$ 908$ 1.45%
21,596$ 21,900$ 1.41% Retail Trade 415$ 421$ 1.45%
43,034$ 43,047$ 0.03% Transportation & Utilities 828$ 828$
0.00%
38,762$ 39,409$ 1.67% Information 745$ 758$ 1.74%
47,425$ 48,422$ 2.10% Finance, Insurance, Real Estate 912$ 931$
2.08%
33,456$ 35,132$ 5.01% Professional & Business Services 643$
676$ 5.13%
28,844$ 29,162$ 1.10% Education & Health Services 555$ 561$
1.08%
13,667$ 14,295$ 4.60% Leisure & Hospitality 263$ 275$
4.56%
25,561$ 28,748$ 12.47% Other Services 492$ 553$ 12.40%
38,363$ 39,261$ 2.34% Government 738$ 755$ 2.30%
53,231$ 55,188$ 3.68% State 1,024$ 1,061$ 3.61%
37,069$ 38,100$ 2.78% Local 713$ 733$ 2.81%
44,519$ 42,811$ -3.84% Federal 856$ 823$ -3.86%
Average Annual Wage Average Weekly Wage
-
2017 Quarterly Census OF Employment and Wages Profile
www.iowalmi.gov
Source: Local Employment Dynamics,
http://lehd.did.census.gov/datatools/qwi-online.html. For
definitions of the Quarterly Workforce Indicators, visit
http://lehd.did.census.gov/doc/QWI_101.pdf.
Total Employment Number of workers
who are employed by the same employer in both the current
and
previous quarter
New Hires Total number of
accessions that were also not employed by that employer
during
the previous four quarters
For additional definitions see source information below the LED
tables
Quarterly Workforce Indicators Definitions
11 firms in Region 14 employ
250 or more workers, totaling 4,247
employees, which accounts for
17.1 percent of total employment in the
region.
Firms that employ less than 50 workers
represent 95.6 percent of all
establishments region-wide.
Size of Firm
2016 Local Employment Dynamics (LED) - Quarterly Workforce
Indicators Comparison of 1st Quarter 2015 to 1st Quarter 2016
Size of Firm Based on Employment December 2016
Num
ber
of
Em
plo
ye
es
Number of Employers
Quick Facts
Quick Facts
Total Employment 22,747 23,075
New Hires 2,340 2,407
Separations 1,994 2,348
Turnover Rate % 8.6% -
Average Monthly Earnings $2,873 $2,854
Average New Hire Earnings $1,773 $1,898
Total Employment 1,480,668 1,488,265
New Hires 164,056 167,515
Separations 135,706 137,100
Turnover Rate % 8.9% -
Average Monthly Earnings $3,750 $3,727
Average New Hire Earnings $2,047 $2,100
Quarterly Workforce Indicators Region 14 (2015) Region 14
(2016)
Quarterly Workforce Indicators Iowa (2015) Iowa (2016)
-
2017 Quarterly Census OF Employment and Wages Profile
www.iowalmi.gov
For an online tour of the application, please follow this link:
http://lehd.ces.census.gov/led/datatools/onthemap.php?name=WhatisOnTheMap
Inflow/Outflow Job Analysis of Region 14 2014 Characteristics of
workers who commute in, out, and within Region 14.
ON THE MAP Statistics — Region 14 Distribution of Worker’s Age,
Monthly Earnings, and Educational Attainment—Primary Jobs
Source: Local Employment Dynamics, On the Map:
https://onthemap.ces.census.gov/. For definitions and instruction
on this mapping application, visit
http://lehd.ces.census.gov/led/datatools/onthemap.php?name=GettingStarted
As of 2014, there
were 22,546 primary jobs in this region.
46.7 percent (13,010) of the 27,876 workers
living in Region 14 work elsewhere.
34.1 percent (7,680) of
the region’s workers commute from other
regions.
‘On the Map’ Interactive Mapping
Application
One of the reports generated from
‘On the Map’ displays total primary
jobs of 22,546 in Region 14 and the
distribution of age and monthly earnings of the
workers.
43.3 percent of Region 14 workers earn from $1,251 to $3,333
per
month.
27.5 percent of the region’s workers are
age 55 and older.
‘On the Map’ Reports
Quick Facts
Quick Facts
Count Change Count Change Count Change
22,546 1.7% 22,168 4.9% 21,126 -
Count Share Count Share Count Share
5,005 22.2% 4,940 22.3% 4,713 22.3%
11,340 50.3% 11,421 51.5% 11,297 53.5%
6,201 27.5% 5,807 26.2% 5,116 24.2%
Count Share Count Share Count Share
5,284 23.4% 5,489 24.8% 5,134 24.3%
9,763 43.3% 10,318 46.5% 10,264 48.6%
7,499 33.3% 6,361 28.7% 5,728 27.1%
Count Share Count Share Count Share
1,719 7.6% 1,564 7.1% 1,563 7.4%
6,102 27.1% 5,947 26.8% 5,606 26.5%
6,043 26.8% 6,063 27.4% 5,712 27.0%
3,677 16.3% 3,654 16.5% 3,532 16.7%
5,005 22.2% 4,940 22.3% 4,713 22.3%
Total Primary Jobs2014 2012 2010
Jobs By Worker Age2014 2012 2010
Age 29 or younger
Age 30 to 54
Age 55 or older
Jobs by Earnings2014
2014 2012 2010
Less than high school
2012 2010
$1,250 per month or less
$1,251 to $3,333 per month
More than $3,333 per month
High school or equivalent, no college
Some college or Associate degree
Bachelor's degree or advanced degree
Edu. attainment n/a (workers aged 29 or younger)
Jobs by Worker Educational Attainment
-
2017 Quarterly Census OF Employment and Wages Profile
www.iowalmi.gov
Top 20 Growing Industries by Employment 2014 - 2024
Occupations were selected based on the annual growth rate from
2014 - 2024 occupational projections.
https://www.iowaworkforcedevelopment.gov/career-exploration-resources
“Hot Jobs” in Region 14 2014 - 2024
Source: Long-Term Industry Projections
https://www.iowaworkforcedevelopment.gov/industry-projections
-
2017 Quarterly Census OF Employment and Wages Profile
www.iowalmi.gov
Employment and Unemployment Statistics Annual 2016
Unemployment averaged 3.4 percent in Region 14 for 2016. The
region’s jobless rate translated into 1,140 unemployed
persons.
The 2016 unemployment rate for Region 14 was
lower than the statewide average of
3.7 percent.
Labor Force 2016
County Unemployment
Rates
Lee County reported the highest jobless rate in the state in