appendix 1 historic & archeological resources … · section 106 of the national historic...

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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

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:

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 ☐ ___________________________________________________________________________ ☐ ___________________________________________________________________________ ☐ ___________________________________________________________________________

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.*

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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.)

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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

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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


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

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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


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

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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


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

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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.







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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









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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.


26. List medium range project #2






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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









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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.


42. List long range project #2






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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









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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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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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beckyText Box APPENDIX 3

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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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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.

4

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

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.

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

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



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



Page 3 of 12


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



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)



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



Page 6 of 12


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



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



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



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



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)


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



Page 11 of 12


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)


12 Rural Health Decatur Decatur City Medical Helicopter Medium Range (2-5 Years)


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



Page 12 of 12


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%

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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


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)


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%


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%


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


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


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

appendix 1 historic & archeological resources … · section 106 of the national historic...

Documents