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City Council Goal Setting August 2017 complete doc no sec 7 NO BOOKMARKSCopyright © 2017: Lyle Sumek Associates, Inc. Project 170801 Table of Contents Section 1 Leadership during Turbulent Times Section 2 Strategic Planning Model for City of Dubuque Section 3 Strategic Plan 2015 – 2020 – 2030 Section 4 Performance Report 2016 – 2017 for City of Dubuque Section 5 Looking to Dubuque’s Future Section 6 Plan 2017 – 2022 Section 7 Action Agenda 2017 – 2018 Section 8 Governance: Mayor-Council in Action This report and all materials are copyrighted. This report may be duplicated for distribution to appropriate parties as needed. No unauthorized duplication is allowed, including for use in training within your organization or for consulting purposes outside your organization. All requests for duplication must be submitted in writing. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 1 SECTION 1 LEADERSHIP DURING TURBULENT TIMES Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 2 A “Driving Guide” for Local Leaders: Observations from the “Road” Local governmental leaders are responsible for "driving their community into the future". Every generation of governmental leaders comment that their challenges during the "trip" are greater than the prior generations. In reality, the challenges today are just different. Successful leaders focus on the future by understanding and acting on today's REALITIES and anticipating and preparing for tomorrow's OPPORTUNITIES. These leaders focus on "driving their community into the future" by looking ahead through the windshield and not by focusing only on the rearview mirror. LEADERSHIP is working with the residents and families, as well as businesses and workers to define the "destination", to develop the "road map", to identify "key milestones", to establish an "itinerary", to define the "vehicle" and to find the "right fuel". Destination = a valued based description of the preferred future Road Map = a five-year plan with outcome-based goals Key Milestones = indicators of achievement/success Itinerary = one-year action plans with specific deliverables Vehicle = the service responsibilities of governments Right Fuel = having the "right" people sharing common core values REALITIES FOR CITIES IN 2017 1. POLITICS OVER GOVERNANCE – personal agendas and getting re-elected over collaborating to produce results that add value to the community. 2. ANTI-GOVERNMENT/ANTI TAX – small vocal group, which is against government, always negative and never satisfied by any decision or action. 3. SHIFT FROM A "REPUBLIC" TO "DIRECT DEMOCRACY" – turning responsibility for governing and managing over to the public through inappropriate community engagement, everyone is or can become an expert. 4. OVER EXPOSURE/"FLASHING" THROUGH FULL TRANSPARENCY – making "sausage" in public even as research is being done, show everyone everything now and show everyone else through social media 5. INSTANT NEWS SHARED WITH THE WORLD – social media is the No. 1 news sources for people today; give it to me quick and short without verification, confirm validity and factual accuracy, or in-depth debate/discussion then shared with the world. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 3 OPPORTUNITIES FOR 2017 1. PLAYING "MONEYBALL" FOR GOVERNMENTS – capture the "important and critical" outcome-based data and using the data to make recommendations and decisions. 2. EXPANDING RESOURCES THROUGH PARTNERSHIPS – reality that governments have limited/static/shrinking resource base and can expand resources through non- traditional public-public and public-private resources. 3. WINNING AS A TEAM – governmental units working as a team to achieve common goals, knowing and playing your role and deferring to team/community success. 4. CAPTURING TRENDS – times are a changing with emerging life styles and leisure activities, looking for and understanding societal trends, evaluating emerging trends and preparing your community to response and take action. 5. TAKING RESPONSIBILITY FOR YOUR COMMUNITY'S FUTURE – every decision, non-decision, indecision and re-decision impacts the community's future, leaders can intentionally and strategically make decisions or they can decide by reacting to each moment and in the end wondering "how did we end up here". 6. CREATING POSITIVE COMMUNITY MOMENTUM – taking time with the community to celebrate major successes and their value with residents and businesses, creating true profound memories that will help during the tough times and encourage others to contribute and participate. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 4 Leaders’ Dilemma by Lyle J. Sumek DILEMMA: How did we end up HERE? Leaders create HERE by their decisions, indecisions or non-decisions. Leaders are responsible for defining HERE, the vehicle to take you to HERE and the route to get to HERE. Leaders have a choice: to intentionally create HERE or to react to each situation that then defines HERE. Leaders intentionally shape HERE through a Strategic Plan, which defines HERE as a value- based future vision, defines the vehicle to take you to HERE as the government's mission and services and the route/map to HERE as a plan for five years with milestones. Leaders take the trip/journey to HERE through a Strategic Process, which is using the Strategic Plan to guide daily decisions and actions. Leaders demonstrate the courage to confront the true realities facing them, and to have candid discussions of options and differences as they define HERE. Leaders use their judgment and make difficult decisions to implement the Strategic Plan by setting the direction and policies, by defining expectations, by generating the revenue, by allocating resources to build the road to HERE. Leaders exercise their influence to mobilize community support even in light of personal agendas and strong opposition to HERE because it is the right HERE for the community. Leaders encounter the unforeseen during the trip to HERE – unanticipated events happen, unintended consequences occur, environments change, opportunities emerge. Leaders evaluate the unforeseen and make adjustments to get to HERE learning from setbacks and remaining nimble and resilient. Leaders end up HERE: either a great trip with successful outcomes or ask: how did we get HERE. REALITY: Leaders did it themselves and are responsible for HERE. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 5 GREAT CITIES = G – R – E – A – T Teams by Lyle J. Sumek Cities are comprised of many teams – teams that govern, teams that manage and teams that provide service. GREAT CITIES require G-R-E-A-T TEAMS. Goals: GREAT TEAMS have Goals that define a unifying purpose which brings people together, explains "winning" – criteria for measuring success, focuses resources needed for successes and establishes a common rallying "foundational cause". Roles: GREAT TEAMS establish Roles through a game plan, which defines individual responsibilities, outlines their individual contributions to the achievement of the goal, and establishes operating protocols to guide the interactions of team members. Execute: GREAT TEAMS Execute by playing the game which is: preparing for the game, making decisions, taking actions, evaluating the results, modifying the game plan, making adjustments, and celebrating milestones and final success. Attitude: GREAT TEAMS have an Attitude among team members which impacts how the game is played: personal relations based upon honesty and mutual respect, cooperation with others, willingness to sacrifice for team success and resolving differences through negotiations. Trust: GREAT TEAMS have Trust among team members which has been earned based upon individual words and deeds, individual follow through and actions that deliver on personal commitments and promises, and individuals acting in an ethical manner. BOTTOM-LINE: G-R-E-A-T Teams are necessary for Cities to be successful Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 6 Governance vs. Politics: A Simple View By Lyle J. Sumek Governance is serving the community; Politics is getting elected or re-elected. Governance is being guided by vision, goals and value to the community; Politics is being guided by ideology, a cause or philosophical principle. Governance is shaping the community's future for the long term; Politics is responding to the moment and current "crisis". Governance is taking responsibility; Politics is making promises. Governance is exercising an ability to influence others; Politics is the use of power. Governance is finding pragmatic solutions to problems through collaboration; Politics is starting with solutions in mind. Governance is being data driven; Politics is playing to people's emotions. Governance is negotiating by trading off to find a workable compromise; Politics is demanding and advocacy to win. Governance is educating and mobilizing support; Politics is rallying supporters and creating zealots. Governance is creating community benefits and value; Politics is taking personal credit and receiving personal recognition. TODAY'S CRISIS: Politics trumping Governance Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 7 EFFECTIVE GOVERNANCE IS WORK, BUT BORING Twenty Rules for Success by Lyle J. Sumek Effective Governance is developing and maintaining relationships based upon mutual trust and respect, not developing conditional relationships or relationships based upon convenience. Effective Governance is respecting personal responsibilities and their institutional role, not taking over the responsibilities of others nor telling others how to do their job. Effective Governance is working together and collaborating, not thinking about "I" over "We". Effective Governance is a willingness to sacrifice to the greater good, not focusing on personal gains or protection. Effective Governance is communicating in an open and timely manner, not providing partial information or surprising with last minute information. Effective Governance is addressing today's issues with the future in mind, not reacting to the moment with easy solutions or quick answers. Effective Governance is unbiased analysis reports, not starting with the outcome in mind. Effective Governance is speaking to the issue, not grandstanding or personal attacks. Effective Governance is having an open, candid conversation and discussion, not avoiding real and sensitive topics. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 8 Effective Governance is listening to understand, not prejudging based on the individual or jumping to conclusions. Effective Governance is negotiating with others, not demanding or withdrawing. Effective Governance is recognizing that it takes a majority to decide, not one individual or vocal minority. Effective Governance is making a timely closure, not recycling or delaying to gain advantage. Effective Governance is providing clear direction and decision, not leaving the room with different interpretations. Effective Governance is deciding based upon what you believe is "right" for the community, not deciding for personal or political gains. Effective Governance is consistency of process and direction over time, not making changes reacting to the current moment. Effective Governance is supporting and representing the decision to others, not acting in a manner to undercut the decision. Effective Governance is learning from setbacks and failures, not finding fault or someone to blame. Effective Governance is being nimble and willing to change when circumstance change, not being rigid or denying. Effective Governance is maintaining your sense of humor and perspective, not taking yourself too serious. BOTTOM-LINE: Effective Governance is work and pays off for the community, but is viewed by others as boring. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 9 "CRAZY" World 2017 Myths, Realities, Impacts by Lyle J. Sumek, PhD. 1. ONE INCIDENT FROM THE WORLD STAGE REALITY: Every City is one incident from becoming national and international news. When the incident occurs, it is shared immediately through electronic social/media and national television with vivid pictures, which in some situations are staged to sensationalize the incident. The accuracy may vary from event to event. However, the people involved are real and the impacts are real – it's my family, my friends, my business, but OUR community IMPACT: One incident can put every local community on the national and world stage. Local governments need to invest in the planning, the responding and the recovery from an incident including a "corporate communications" plan from traditional media to social media; from a tactical response to a community safety event – an act of violence, water/wastewater crisis, an act of terrorism or a natural disaster; and after the incident wrap up and recovery action plan. These incidents may come when the community least expects and impacts everyone in the community. No one will ever forget; many incidents will live forever. 2. PEOPLE ARE MEAN: SPIRITED AND ACTIONS REALITY: We are living in an increasingly violent, less tolerant and less civil world. Everyday another act of violence is experienced and seen worldwide. There are increased number of threats against persons and businesses. Leaders at all levels are acting mean – acting without respect or civility; are attacking and labeling the person, their opponents and their supporters; using intentional politically "incorrect" statements which people repeat; and are re- writing history for their political advantage. An individual's word and actions define them as a person. IMPACT: We have loss our sense of "grace” – winning with grace and losing with grace. Political campaigns and candidates are focusing on the negative and personal attacks, including intentionally presenting misinformation and misrepresenting of facts. Things are said without accountability of impacts or consequences. After the election, some want everything to be forgotten, but the hurt feelings run deep. Many "attackers" will state: "you do not have a thick skin." The trust may never be re-established. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 10 3. INSTANT: NOW MEANS NOW! REALITY: People want information now – become frustrated when the communication is not instant or the response is not instant. We live in real time. Amazon Prime is now 12 hours delivery in many metro areas. People cannot set down their cell phone for a minute without having withdrawal. Response times have gone from 72 hours to 48 hours to 24 hours to immediate – and that may be not quick enough. IMPACT: Residents desire an immediate response – 1 minute, 5 minutes, within an hour. They want to use social media/pictures to report a citizen service request or complaint. They expect the elected officials and local governments to have up-to-date and instant information on a project or a community event – current or upcoming; or a process for handling the instant request. 4. 24/7: LOSS OF PERSONAL TIME REALITY: Everyone is "on" 24/7 – your whole life and every daily activity can be recorded, recorded and edited to create a "new event". Everywhere we go there are cameras – surveillance cameras, cell phone cameras, etc. Every action, interaction, comment or behavior/gesture can and may be recorded and displayed to the world with editorial comments. There is no personal time, family time or holiday. IMPACT: Local government official has a full time plus job. City officials, their families, their business and their community activities are on display. Whether it is at the grocery store, having dinner with friends, at religious institutions or just walking down the street, the local elected official is always an elected official representing the governmental institution. 5. NEGATIVE 20% – GOVERNMENT CANNOT BE TRUSTED REALITY: There is growing sentiment against governments at all levels. The negative, anti- government 5 – 20% are against government from taxes to the mission of government. They have no vision of the community's future; have no solutions other than their slogans and rhetoric, and no decision or action will ever satisfy them. The truth is: They really "hate" government – see no meaningful role or no reason for its existence. IMPACT: The negative 5 – 20% are running for elected office and getting elected, attacking government and elected/appointed officials personally, spreading rumors and misinformation, and sharing their message on social media. There is no compromise or collaboration – reality: they "hate" government officials. Elected officials have to be careful not to empower these individuals while standing up for the vision, goals, mission, and actions. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 11 6. TRANSPARENCY – "KILLING THE PIG" REALITY: Today, people want information on everything, and are "wanting" transparency and openness. If I was eating a "brat", some individuals would want to know how the pig was killed, and more – type of mud or living environment, type of meals – what it ate, etc. The information request is not linked to any outcomes or actions. Some individuals desire that transparency only occur when the information supports their position or agenda. They feel that they have a right to know all. IMPACT: State laws require local government transparency through open record requests and open meetings requiring deliberation in the "sunshine". Local government must respond to and provide information to the residents, businesses and stakeholders. However, there are the questions – before the economic development "deal" has been drafted and during negotiations, before the draft report is prepared, the data before it is analyzed or before elected officials have discussed an issue. It may be premature to share all information. 7. PLAYING TO PEOPLE'S FEARS REALITY: The political campaigns are focusing more on the fears of people – a) their lack of personal safety; b) cultural differences that divide the community; c) "those people" who could be renters, individuals with different life styles; d) the economic future – their family and future generations are going to be worse off in the future; e) and, the feeling of being ignored and left behind. IMPACT: People are looking for hope and a realistic sense of optimism. They are looking for a vision of a better future; goals that will inspire the community and the residents, and a sense of direction and action. They will become meaningfully engaged if they have an opportunity to shape the community's policies and actions for the future. 8. SELF INTEREST, SELF PROMOTION, PERSONAL PROMINENCE REALITY: Many political and community leaders are focusing on their own personal agendas. They cannot pass up any opportunity to grandstand, to claim success for an achievement or accomplishment that benefits the community, for a "photo" or a social media posting that highlights them – making them more visible; or promoting their personal agenda. Personal prominence is the center of attention rather than the community. IMPACT: Many communities have lost "what is best for the community as a whole." The district or personal agenda is the focus of prime importance. Local governments need to celebrate more, to create positive memories for partners and stakeholders and to demonstrate the value added to the community and residents' lives. These celebrations focus on what WE achieved as a community and not who gets the credit. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 12 9. DIALOG WITHOUT DECISIONS OR ACTIONS REALITY: Many governments have spent hours of dialog without decision or action. People see paralysis in government and by governmental leaders from Congress to state legislatures and to local government. Nothing is getting done is the perception and in many cases the reality. As a result, there has been an ongoing distrust of government at all levels. The electorate response is to throw out incumbents and blame all government officials. IMPACT: Local governments need to make decisions, take timely actions and produce visible results for the community. For local leaders, it begins with community outcomes – a vision for the future; it is setting realistic outcome-based goals that address community issues and concerns, and focus government resources; it is establishing a one-year action plan with a detailed work program; and it means making timely decisions, evaluating the results and making adjustments – being nimble and resilient. 10 . PERSONAL INFORMATION VULNERABILITY REALITY: The world knows us, and all about us. Local governments have personal information about each resident, and every business. This information is subject everyday to a cyber attack – local or international. Local governments have had their information systems "shut down" and have paid ransoms to unlock and release the information. These attacks have shut down corporations and governments worldwide. The reality is that these cyber attacks cannot be prevented and local governments need to have a response plan. IMPACT: Many local governments need to invest in information technology upgrades or in cyber security. Every email from a local government provides an avenue for someone to access the "public information" which is private, be they crime reports, criminal information, HIPPA information, financial information including credit cards or bank accounts, etc. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 1 SECTION 2 STRATEGIC PLANNING MODEL FOR THE CITY OF DUBUQUE Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 2 Strategic Planning: Connecting the “Dots” Strategic planning is not a strategic plan. Strategic planning is developing and institutionalizing a process that connects the "Dots" linking a long term vision and mission of the City with goals for five years and performance expectations to a one year "to do" list for Mayor and City Council, management and the City. A simple way of conceptualizing this model is to think about taking your City to a trip to the future. One difference is that the City is going on a trip to the future, the question is – who will lead the journey? Will City leaders react to the situation/moment or lead with intention? Strategic planning is a tool for leading to the future. You begin with determining the destination, then selecting the best vehicle for the trip, then making a map to the designation, then fueling the vehicle and selecting the route. Let's begin the journey by defining the "Dots" CREATING THE "DOTS" STEP 1: DESTINATION The destination is the Mayor and City Council's vision for the City's future. Vision is a set of value- based principles that describe the desired future for the City. It is a combination of realism of today, current and untapped assets, and dreams for the future. Each principle is defined by descriptive statements paint a picture of tomorrow. A true vision is unique for that City, should evoke reactions and feelings, and inspire other community leaders. A City without a true vision is like taking a trip to nowhere. STEP 2: VEHICLE The vehicle for the trip to the destination is the City government's mission. The mission is defining the purposes of the City government – why the City should exit and its service responsibilities. Each City government has its own unique mission based upon the state legal framework, the needs of the community and the available resources. The right vehicle is needed if the trip is to be successful. STEP 3: MAP The map to the City's destination is a five-year plan. This plan begins by focusing the areas of importance, which become goals. Each goal consists of five-year outcome based objectives, criteria for measuring value to residents, understanding the short/long term challenges and opportunities to achieving the goal, and action ideas for 1-5 years. This plan is the guide to policy development, land use and development planning, master plans for infrastructure and facilities, budget: services and resource allocation, and decision-making. It guides the creation of the City's future. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 3 STEP 4: FUEL The fuel is the people - the City's managers and employees. The fuel is defined not in octane but in the performance expectations and standards for all City employees. The performance standards are based upon personal values and defined in observable behaviors and actions by managers and employees. Vehicles need the right fuel for a trip to be successful; counties need the right people if they are to be successful in carrying out the mission. The fuel makes the vehicle go, people turn direction and ideas into reality through actions. STEP 5: ROUTE TO DESTINATION A map has multiple routes to the destination; a City has many routes to the future. Leaders define the route for the City in the development of work plans for the year-an annual work program. The work plan consists of a policy agenda of the top ten priorities for the Mayor and City Council, a management agenda of the top ten priorities for City management, a management in progress that need full implementation, and major projects that need to complete construction. The selection of the route provides focus for resources and work activities. CONNECTING THE "DOTS" The next step is to take the trip to the future. The decisions and actions by City leaders, managers and employees create the City's future. The "Dots" need to be connected through an ongoing process in order to reach the destination-to realize the vision and to achieve the goals. Let's take the journey by connecting the "Dots". STEP 6: ITINERARY The itinerary outlines the daily activities using the map and following the designated route. The itinerary for the City is annual action outlines for each priority and project. The action outline contains: key issues for direction and action, activities, milestones, time frame for completion, key partners and responsible person. Leaders can use the action outlines to guide and monitor work activities and products. When taking a trip, there is always something unexpected. The action outlines need to be modified when anomalies occur. This allows the City to be flexible and resilient in its pursuit of the vision and goals. STEP 7: TOUR GUIDE During our trip, everyone has a copy of our Tour Guide. Everyone is expected to know and follow the guide. For the City, it begins with sharing and marketing the strategic plan with the community and with residents through a variety of methods – personal presentations, website, newsletters, etc. It is posting the strategic plan through the City as a daily reminder to all – in departments and in the Council Chambers. Repetition is good, people will remember and use the strategic plan to guide their actions. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 4 STEP 8: TAKING THE TRIP We take the trip following our map with the designated route and our itinerary. Taking the Trip for the City means using the strategic plan in daily operations, in policy development, and in decision- making. It is developing and refining organizational processes to maximize capacity by using the strategic plan as a guide. It is managers and employees using it to improve daily work activities. City leader receive regular performance reports on recent accomplishment, setbacks and obstacles, next steps and areas for adjustment or modification. Taking the trip is an ongoing process if the City is to be successful. STEP 9: ACHIEVING A MILESTONE AND CELEBRATING When we have achieved major milestones on our trip or successfully completed activities, we pause and take time to toast and celebrate our success. City leaders and managers need to make the time to recognize the contributions of others who have contributed to the success and to share with residents how the successes have added value to their lives – great convenience, enrichment of lives, protection of property values and neighborhoods. A celebration of the success is a memorable event focusing what we have achieved as a City and energizes us for the next step in our journey to the future. STEP 10: PREPARING FOR DAY TWO At the end of the day, we review the past day, look at our map and route, and prepare for the next day. For counties, an annual strategic planning workshop updates the strategic plan and develops a new work plans for the next year. It is time to prepare a performance report for residents and the community, to discuss individual ideas about the next five years and specifically ideas for actions during the next year, to refine the goals, to have strategic discussions about critical issues and opportunities, and to prepare the work plans for the next year. We continue to connect the "Dots". IMPORTANCE OF STRATEGIC PLANNING The importance in institutionalizing a strategic planning process for counties can be found in the following: 1. Clear direction and performance standards for managers and employees: they know where we are going and what is expected of them. 2. Financial institutions and bond rating agencies having confidence in the City leadership and decision-making: bond rating, willingness to loan money 3. Economic expansion and businesses having confidence in the City's future and as a reliable economic partner: willingness to invest in the City 4. Community organizations having confidence in the City's direction: opportunities to partner with the City: contributing to the community Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 5 5. Citizens having confidence in their City leaders and government's ability to deliver on their promises, respond to changing needs, add value in their daily lives KEYS TO A SUCCESSFUL TRIP/JOURNEY City leaders can take the City to the future by demonstrating the following: 1) DISCIPLINE to follow and use the strategic planning process in light of pressure to go a different direction 2) ADVOCACY to be a cheerleader for the vision and goals, project optimism about the future, get residents excited about the City's future 3) RESPONSIBLE CHOICES to make timely decision based upon the vision, goals, plan and the best available data 4) ACCOUNTABILITY to take responsibility for actions and results City leaders who connect the " Dots" create a better future guided by their vision and goals while others will be guided by political pressure and the moment. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 6 STRATEGIC FRAMEWORK VISION 2032 “Desired Destination for City of Dubuque” PLAN 2022 “Map to City of Dubuque’s Destination” EXECUTION “Route for Next Year” MISSION “Responsibilities of Dubuque’s City Government” BELIEFS “How Dubuque’s Government Should Operate” Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 7 STRATEGIC PLANNING MODEL Value-based principles that describe the preferred future in 15 years VISION Destination “You Have Arrived” Strategic goals that focus outcome-based objectives and potential actions for 5 years PLAN Map “The Right Route” Focus for one year – a work program: policy agenda for Mayor and City Council Annual Action Plan, management agenda for staff; major projects EXECUTION Itinerary “The Right Direction” Principles that define the responsibility of City government and frame the primary services – core service businesses MISSION Vehicle “The Right Bus” Personal values that define performance standards and expectations for employees CORE BELIEFS Fuel “The Right People” Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 8 Formulas for Strategic Planning P ≠ F Past Future ---------------------------- FOCUS ON THE FUTURE W 1 + W 2 = 0 Why What If Lead to Nothing ------------------------------------------------ FOCUS ON WHAT HOW S = R − E Satisfaction Reality Compared Expectation To ---------------------------------------------------------------- BUILD MOMENTUM THROUGH LITTLE SUCCESSES MR = R a 1 F 1 a 2 F 2 . . . Maximum Ready Aim Fire Result <evaluate> Aim Fire ---------------------------------------------------------------------------------- HAVE AN END IN MIND – TAKE DECISIVE ACTION Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 9 City: Service Responsibilities Roof Community “Add On’s” 3rd Floor Quality of Life 2nd Floor Core Business “Choice” 1st Floor Core Business “No Choice” Financial Resources Human Resources Infrastructure Facility Equipment Technology FOUNDATION Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 10 City Service Hierarchy House Model FOUNDATION "INVISIBLE" FROM VIEW, BUT NECESSARY FOR THE DELIVERY OF CITY SERVICES 1st FLOOR - NO CHOICE SERVICES REQUIRED BY STATE OR FEDERAL LAWS; IF NO COMPLIANCE, PEOPLE GO JAIL, FINES ARE LEVIED 2nd FLOOR - CHOICE FOR DAILY LIFE SERVICES NECESSARY FOR LIVING IS A MODERN COMMUNITY 3rd FLOOR - QUALITY OF LIVING SERVICES THAT MAKE THE COMMUNITY A DESIRABLE PLACE TO LIVE AND DISTINGUISH IT FROM OTHERS ROOF - COMMUNITY ADD ON SERVICES THAT ADD FURTHER VALUE TO THE RESIDENTS' LIVES Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 11 Sustainable Community Environmental Stewardship Personal Livability Economic Opportunity Community Building “Sustainable City” Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 12 A Sustainable Community is a Balance of Four Components Personal Livability Feeling safe Quality schools and educational programs for lifelong learning Quality medical services and personal wellness opportunities Neighborhoods with a ranges of housing opportunities Easy mobility within the City and to/from outside Reliable utility services: water, sewer, telecommunications Timely response to an emergency call for service Environmental Stewardship Preservation of the City's natural resources Conservation of water Effective stormwater management system Recycling for residents and businesses Reducing the City's and community's carbon footprint Use of alternative energy sources Economic Opportunities Creating a positive environment that supports private investments and entrepreneurism Retaining and growing current businesses Workforce trained for 21st century jobs Opportunities for higher education and job training Developing public-private relationships with a return on the investment Attracting businesses targeted for the community Community Building Partnering with community based organizations Strong community events with active participation that bring neighbors together Community gathering places where residents go to enjoy Residents positively engaged in the City's governance processes Proactive communications about the City and the community Residents volunteering and contributing to the community Celebrating the community's history and heritage Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 1 SECTION 3 STRATEGIC PLAN 2016 – 2021 – 2031 Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 2 STRATEGIC PLANNING FOR THE CITY OF DUBUQUE Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 3 Strategic Planning Model for the City of Dubuque Value-based principles that describe the preferred future in 15 years VISION Destination “You Have Arrived” Strategic goals that focus outcome-base objectives and potential actions for 5 years PLAN Map “The Right Route” Focus for one year – a work program: policy agenda for Mayor and Council, management agenda for staff; major projects EXECUTION Itinerary “The Right Direction” Principles that define the responsibility of city government and frame the primary services – core service businesses MISSION Vehicle “The Right Bus” Personal values that define performance standards and expectations for employees CORE BELIEFS Fuel “The Right People” Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 4 DUBUQUE VISION 2031 Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 5 Vision 2031 DUBUQUE DUBUQUE 2031 is a SUSTAINABLE AND RESILIENT CITY (A), and an INCLUSIVE AND EQUITABLE COMMUNITY (B), DUBUQUE 2031 has preserved our MASTERPIECE ON THE MISSISSIPPI (C), has a STRONG DIVERSE ECONOMY (D) and EXPANDING CONNECTIVITY (E). DUBUQUE 2031 – Our residents EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE (F), have a choice of QUALITY LIVABLE NEIGHBORHOODS (G) and have an ABUNDANCE OF FUN THINGS TO DO (H) and are ENGAGED IN THE COMMUNITY (I). Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 6 Dubuque Vision 2031 PRINCIPLE A SUSTAINABLE AND RESILIENT CITY  Means 1. Policies and practices that support Environmental/Ecological Integrity, Social/Cultural Vibrancy and Economic Prosperity to create a viable, livable and equitable community 2. Achieved 50% Goal in Greenhouse Gas Reduction Plan through energy conservation and active use of alternative energy solutions, including use of hydropower, waste to energy, use of methane gas and use of solar 3. Balance Vision and plans that incorporate twelve sustainability elements 4. Resilient city of choice to work, live, and play 5. New construction encouraged to be designed with "Green" principles and national certifications 6. Resilient housing and neighborhoods 7. Giving people information on what they need, what they want, what they need to do to save resources PRINCIPLE B INCLUSIVE AND EQUITABLE COMMUNITY  Means 1. Recognized as an inclusive and equitable community 2. Variety of strong cultural community events and festivals that are well attended by all residents 3. Celebrating our heritage and respecting our history, race, religion, and ethnicity 4. Community support and engaged actively for culture, arts and museums 5. Diverse employment opportunities 6. Increasingly diverse and welcoming 7. Equitable access to community assets and human services programs Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 7 PRINCIPLE C MASTERPIECE ON THE MISSISSIPPI  Means 1. Downtown and Riverfront – a destination and source of pride for residents and tourists 2. Revitalized, vibrant and preserved historic buildings and neighborhoods, including Historic Millwork District 3. Beautiful gateways, entrances and streetscapes 4. Buildings that are architectural statements and in tune with the built and natural environment 5. Natural resource preserved and the environment protected 6. Architectural designs that reflect the heritage of the community and create a sense of place 7. Redevelopment of Chaplain Schmitt Island following the currently adopted Master Plan, including the potential of docking facilities, kayaking opportunities, amphitheater/indoor facility with a variety of programs and activities, Boardwalk around the Island for walking and biking, restaurants, etc. 8. Redevelopment of South Port as an exciting community destination following the currently adopted Master Plan, including the potential of easy access, condos, restaurants and entertainment venues, dog park, docking facility (ies), opportunities to experience a "working port", etc. 9. Trail connectivity along the entire Riverfront, including a bridge over the flood wall gate PRINCIPLE D STRONG DIVERSIFIED ECONOMY  Means 1. Multiple “economic engines” – manufacturing, medical and healthcare, education, retail, technology related, financial, professional services, publishing, “green” industries, etc. 2. Retaining and growing current businesses and industries 3. Strategic recruitment of new businesses and industries 4. Venture capital available and business incubator opportunities 5. Workforce for 21st century jobs including skill development opportunities for the underemployed and unemployed 6. Land available for future industrial and commercial expansion 7. Entrepreneurial and job opportunities with competitive "living" wages 8. Appropriate land uses that reflect respect for the environment and potential economic opportunities Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 8 PRINCIPLE E EXPANDING CONNECTIVITY  Means 1. Quality air service with choices to major hubs for business and leisure 2. Active river port for moving commodities and for tourism, generating city revenues 3. Strategic Sister City relationships supported by the community, businesses and the City 4. Four-lane links to Interstate and major highway systems 5. State of the art, affordable and locally regulated telecommunication infrastructure and services throughout the city 6. Public-private investment in fiber network expansion 7. Completion of the four-laning of the Southwest Arterial with bike lanes, limited access, attractive streetscape including trees, mix of residential and commercial development 8. Expanded use of roundabouts to facilitate movement within the community PRINCIPLE F EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE  Means 1. People making Dubuque a community of choice and their home 2. Residents having access to opportunities for a healthy life style 3. Housing options for all stages of life, including green, sustainable homes 4. Quality and accessible health, dental and mental health services in Dubuque 5. Access to and availability of activities for active, healthy leisure time 6. Attraction and retention of young adults 7. Development and use of the Community Health Needs Assessment Improvement Plan with community partners – Focus Areas 8. Residents walking, biking and using public transportation to work 9. Having a culture of health in the community Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 9 PRINCIPLE G QUALITY LIVABLE NEIGHBORHOODS  Means 1. Residents and visitors safe throughout the community 2. Strong sense of neighborhood pride with homeowners, landlords, and tenants taking responsibility for appearance and safety 3. Public transportation accessible and efficient 4. "Complete Streets" concepts integrated into street design/redesign, neighborhood development/redevelopment, and accommodation of multiple modes of transportation 5. Quality streets and City infrastructure that are well designed, well maintained and ADA accessible 6. Housing opportunities that meet market demand and create balance of home ownership and rental properties 7. Expand affordable, quality housing options through infill and annexation 8. Expand access to recreation and entertainment options and venues for all that are responsive to community needs 9. Participation in curbside recycling program PRINCIPLE H ABUNDANCE OF FUN THINGS TO DO  Means 1. Multi use trails and pathways throughout the city 2. High quality parks, athletic, ball fields and other facilities for active and passive enjoyment 3. Variety of restaurants and food service options that meet market demands and emphasize local food products 4. Community events and festivals for all seasons 5. Variety of recreation programs, services and leisure choice for all 6. Regional center for museums, culture and arts activities that are supported by the community 7. A variety of entertainment and performing arts venues and programs 8. Major indoor aquatic facility 9. Expanded variety of recreational facilities and activities 10. Partner to develop a major recreation/community center(s) with meeting rooms, recreational programming spaces, link to other City departments and programs, wellness center, gym space to accommodate tournaments, programs for all family generations Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 10 PRINCIPLE I ENGAGED COMMUNITY  Means 1. Community implementing five (5) principles of “Every Child, Every Promise” Star Measurements, Inclusive Dubuque, etc. 2. Residents and businesses well informed on the City's Vision, plans, programs, employment opportunities and services and the value added to the community 3. Neighbors engaged actively in neighborhood governance and taking responsibility for resolving neighborhood conflicts or concerns 4. Active participation in City governance including serving on a City board, commission, committee or task force 5. Established and used protocols for early community engagement and involvement – residents, businesses and other stakeholders 6. Easy access to City information, programs and services 7. Each neighborhood engaged with City government 8. Greater understanding of residents' expectations of interactions with City government – elected officials and staff 9. Measuring the residents engagement with City government and using the data to make adjustments 10. Annually surveying the community and seeking feedback on City performance using this data to enhance productivity and performance Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 11 DUBUQUE: A SUSTAINABLE CITY Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 12 Dubuque’s Three Legged Stool Sustainability Model Sustainable Dubuque is a holistic approach to making our community sustainable. Our model involves a three-part approach that looks at: • Environmental and Ecological Integrity • Economic Prosperity • Social and Cultural Vibrancy Each of these pieces is important individually and helps contribute to a sustainable community. One simple way of picturing this model is to think of a stool with three legs, representing the environment, the economy and society. In order for the stool to be stable and well balanced, all three legs must be present, and approximately the same length. Similarly, a community that gives consideration to the environment, the economy and society is one that is creating a stable foundation for a viable, livable and equitable future. Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 13 DUBUQUE CITY GOVERNMENT: MISSION Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 14 Dubuque City Government Our Mission DUBUQUE CITY GOVERNMENT: MISSION DUBUQUE CITY GOVERNMENT is a PROGRESSIVE (A) and FINANCIALLY SOUND CITY (A) and with RESIDENTS RECEIVING VALUE FOR THEIR TAX DOLLARS (C) and ACHIEVING GOALS THROUGH PARTNERSHIPS (C) DUBUQUE CITY GOVERNMENT'S MISSION is to deliver EXCELLENT MUNICIPAL SERVICES (E) that SUPPORT URBAN LIVING (F), that CONTRIBUTE TO AN EQUITABLE, SUSTAINABLE CITY (G), that PLAN FOR THE COMMUNITY'S FUTURE (H) and that FACILITATE ACCESS TO CRITICAL HUMAN SERVICES (I). Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 15 Our Mission PRINCIPLE A PROGRESSIVE CITY GOVERNMENT  Means 1. Taking reasonable strategic risks to create a better future for Dubuque. 2. Planning and managing growth and development consistent with the adopted City Vision, Strategic Plan, Comprehensive Plan, Master Plans and other policy documents. 3. Identifying opportunities to create a more equitable city and taking timely actions. 4. Connecting people to opportunities. 5. Forward thinking and cutting edge actions. 6. Investing in Dubuque's future. 7. Supporting people faced with special circumstances and needs. 8. Monitoring, measuring and adjusting based upon community rating/performance measures. 9. Adapting and responsive to changing economic and community needs. PRINCIPLE B FINANCIALLY SOUND CITY GOVERNMENT  Means 1. Having a diverse and expanding tax base and revenues. 2. Investing in the maintenance and upgrade of City assets: infrastructure and facilities. 3. Having fiscally responsible reserves, debt, and investments. 4. Establishing and maintaining strong community partnerships for developing and improving City services. 5. Competitive tax rate and fees to provide the necessary resources to support the defined City services and levels of service. 6. Services delivered in the most effective manner by evaluating better ways to provide services. 7. Providing competitive compensation and professional development opportunities for City employees. 8. Leveraging City resources through grants, partnerships and other outside funding sources. Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 16 PRINCIPLE C RESIDENTS RECEIVING VALUE FOR THEIR TAX DOLLARS  Means 1. Having customer friendly employees, facilities and processes. 2. Providing excellent City services, top quality City products and facilities responsive to community needs. 3. Maintaining, enhancing level of customer satisfaction. 4. Having a well-trained City staff that proactively solves problems. 5. Effectively using technology to service the residents and stakeholders, to inform the community, to increase productivity and to promote transparency. 6. Informing residents and stakeholders on City services, programs and financial conditions. 7. Departments continually evaluating missions and services to be effective and efficient. 8. Providing equitable and culturally relevant City services. PRINCIPLE D ACHIEVING GOALS THROUGH PARTNERSHIPS  Means 1. Having residents, community organizations and businesses working with city for a more viable, livable and equitable Dubuque. 2. Seeking active learning opportunities to promote the development of innovative ideas and solutions. 3. Leverage community resources to achieve goals. 4. Having active participation of the business and education community and the positive role they play in Dubuque. 5. Supporting the inclusion of Not-for-Profits, recognizing the leadership and their service role. 6. Stimulating new partnerships to achieve community goals. 7. Actively involving the community in policy and plan development and implementation. Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 17 PRINCIPLE E EXCELLENT MUNICIPAL SERVICES  Means 1. Having high level of customer satisfaction for services and products. 2. Being responsive to residents’ needs and calls for City services 3. Having ell-designed, well-constructed and well-maintained city infrastructure, facilities and equipment. 4. Evaluating and adjusting City services to respond to community needs. 5. Having adequate staffing level to support defined service levels. 6. Having highly productive, well-trained workforce that takes pride in service and develops innovations. 7. Seeking information, listening and learning from the community PRINCIPLE F SUPPORT URBAN LIVING  Means 1. Safe community and sense of personal security. 2. Providing emergency response. 3. Having safe drinking water. 4. Disposing of wastewater. 5. Having leisure facilities, programs and services. 6. Preventing problems affecting community safety and health. 7. Facilitating safe, quality housing 8. Providing public transportation and walkable community 9. Collecting curbside Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 18 PRINCIPLE G CONTRIBUTE TO AN EQUITABLE, SUSTAINABLE CITY  Means 1. Taking a holistic approach to balancing: environmental/ecological integrity, economic prosperity and social/cultural vibrancy to create a viable, livable and equitable community. 2. Promoting partnering and facilitating a community dialogue and encouraging community actions to support equity and sustainability in Dubuque. 3. Informing and providing active learning opportunities for residents, businesses, community organizations and institutions on the importance of sustainability as a process and their opportunities. 4. Incorporating equity and sustainability into the City’s corporate culture, daily operations, service delivery, facilities and buildings. 5. Consider the use of sustainable, renewable resources and alternative energy sources in City facilities and operations. 6. Becoming a smarter City with information available for residents to make decisions of how they use precious resources. 7. Partnering to save businesses and individuals money, create jobs, contribute to local and national energy independence, create an international brand for the community, help recruit businesses and workforce, create a recruitment tool for the colleges, bolster Dubuque’s convention and tourism businesses and accelerate local business growth. PRINCIPLE G CONTRIBUTE TO A EQUITABLE, SUSTAINABLE CITY  Means (Continued) 8. Demonstrating the community benefits and return on investments from the City’s sustainable activities. 9. Serving as a leader on equity and sustainability – a model for other cities, other organizations and businesses. PRINCIPLE H PLAN FOR THE COMMUNITY’S FUTURE  Means 1. Planning for future and environmentally sustainable development. 2. Regulating building and development. 3. Regulating land uses. 4. Planning for redevelopment and revitalizations. 5. Promoting economic expansion. 6. Supporting a high quality of life. 7. Creating an environmentally sustainable and livable community for future generations Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 19 PRINCIPLE I FACILITATE ACCESS TO CRITICAL HUMAN SERVICES  Means 1. Having affordable housing –safe amenities and responsive to the residents’ needs. 2. Having transportation for community – accessible, affordable and going to community destinations. 3. Having healthcare and health services. 4. Attending to the needs of persons with disabilities. 5. Building the capacity of non-profit organizations to achieve their mission and goals. Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 20 CITY OF DUBUQUE PLAN 2016 – 2022 Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 21 City of Dubuque Community Goals and City Goals 2022 COMMUNITY GOALS FOR A SUSTAINABLE DUBUQUE Economic Prosperity Environmental/Ecological Integrity Social/Cultural Vibrancy CITY GOALS Planned and Managed Growth Partnering for a Better Dubuque Improved Connectivity: Transportation and Telecommunications ORGANIZATION GOAL Financially Responsible City Government And High Performance Organization Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 22 Community Goal 1 Economic Prosperity: Economy and Jobs OUTCOMES 1. Diversify the regional Dubuque economy 2. Retain, expand and grow local businesses, attract new businesses and to provide a more diverse tax base and job opportunities 3. Have the infrastructure and amenities to support economic development and growth: industrial/business parks, streets and utility services, air service and housing 4. Work with Government and not-for-profit partners: Greater Dubuque Development Corporation (NEXT), Dubuque Initiatives, Washington Neighborhood Development Corporation, Dubuque Main Street, Dubuque-Area Chamber of Commerce, ECIA, Community Foundation of Greater Dubuque, local colleges (100 mile radius) and others for economic prosperity 5. Have a workforce prepared for 21st century jobs in Global marketplace 6. Embrace diverse populations that support a multicultural workforce VALUE TO RESIDENTS 1. Young professionals want to live here. 2. Our children want to return to raise their families. 3. More retail, service and entertainment opportunities – keeping dollars in Dubuque. 4. Insulation from economic cycles through diverse businesses. 5. Variety of Job opportunities to citizens. 6. Variety of education opportunities and internships for those jobs. 7. Entrepreneurial opportunities to start and grow your business in community. Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 23 SHORT TERM CHALLENGES 1. Inclusion of diverse populations to support a multicultural workforce 2. Availability of local quality workforce and matching educational programs with needs of employers 3. Increase salary level in the regional economy 4. Quality of life amenities and services that respond to a multi-cultural workforce 5. Growing reputation and promotion as a resilient city and a place for sustainable businesses, industries and wealth creation 6. Access to quality broad band and internet connection 7. Developing job opportunities for all skill levels 8. Increasing poverty rate in the Dubuque community 9. Cost and paying for industrial lot development LONG TERM CHALLENGES 1. Becoming a community which is known as a “hot spot” for young professionals with appropriate amenities 2. Funding and other support for economic growth and development through City partnering with community organizations and projects 3. Opportunities for entrepreneurialism and innovation 4. Diversifying the regional economy – types of businesses and job opportunities 5. Growing local businesses with availability of venture capital and locations 6. Rehabilitation/reuse of older, existing commercial and industrial structures 7. Lack of workforce rental housing – affordable and quality 8. Complexity of public-private partnerships 9. Community support for industrial park development Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 24 POLICY ACTIONS 2016 – 2018 PRIORITY 1. Master Plan for Chaplain Schmitt Island Top Priority 2. River Cruises Docking Facility Top Priority 3. Public-Private Broadband Partnership 4. South Port Redevelopment MANAGEMENT ACTIONS 2016 – 2018 PRIORITY 1. Opportunity Dubuque Top Priority MANAGEMENT IN PROGRESS 2016 – 2018 1. America's River III: Fund Raising Launch 2. Riverfront Lease Gavilon Street (2): Marketing RFP, Lease 3. Old Air Terminal Facility (Re-use by University of Dubuque): Environmental Assessment 4. Art on the River Winter Edition: Feasibility Study (Council Report) • Location • Activities 5. Dubuque Initiatives: Next Steps a) New Market Tax Credit b) Strategic Plan MANAGEMENT IN PROGRESS 2016 – 2018 6. Economic Impact of Historic Preservation – Marketing Plan a) Partner for Historic Works b) M/CC Decision: Matching Dollars c) RFP for Consultant d) Consultant Selection 7. Phased Historic Architectural Survey Report, Actions a) Funding VII Survey b) Funding c) RFP Consultant d) Consultant Selection 8. Steeple Square Project: Update Report 9. Brownfield Area-wide Planning a) Application for Additional Grant – Clean Up b) Assessment Report 10. Eagle Point Park National Historic Recognition a) State Review/Approval b) National Park Service Approval 11. Downtown Housing Creation Grant Program: Development, Funding 12. Marina Signage from the River: Direction, Funding 13. Sale of Art on the River Sculptures: Marketing 14. Riverfront Leases: Marketing, Lease 15. Air Service Expansion: Contact Air Carriers, Incentives for Route – Funding 16. Charter Service Expansion: Reno Route 17. Marketing Dubuque Jet Center Fuel Sales 18. Entrepreneurs/Start Up Business Program: Expansion 19. Dubuque Industrial Center South: Marketing and Sale Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 25 MAJOR PROJECTS 2016 – 2018 1. New Terminal Complex Circulation Road 2. Corporate Hanger Repair ON THE HORIZON 2018 – 2022 1. City Economic Development Organization and Staffing 2. Multi Cultural Workforce Amenities: Report with Options 3. Retail Attraction Strategy 4. Industrial Park Development: Site Preparation 5. Creative Commons 6. Business Development at Airport 7. Kerper Boulevard Revitalization Report/Plan 8. Airport Master Plan: Update 9. New Corporate Hangar: Direction 10. Workforce Market-Rate Housing: Rent to Homeownership 11. Air Terminal Landscaping: Direction, Funding 12. Workforce Development: Evaluation Report, Direction, City Role, Partners, Actions 13. Steeple Square Development 14. City Business Incentives: Review, Best Practices, Report, Direction Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 26 Community Goal 2 Environmental/Ecological Integrity: Climate, Environment and Energy OUTCOMES 1. Reduce the community's carbon footprint (50% by 2030) 2. Reduce the potential flooding through floodplain management, mitigation and protection 3. Maintain air quality through EPA PM Advance 4. Become a smarter city using sustainable technology for water, energy, transportation, health and wellness, discard, community engagement – a model community for the world 5. Preserve and enhance Dubuque's natural resources 6. Reduce energy consumption and increase the use of alternative energy sources VALUE TO RESIDENTS 1. Protecting the natural resources and environment of Dubuque 2. City government using sustainable practice in daily operations 3. Healthy living environments: homes, neighborhoods and community 4. Clean water and air 5. Creating a more livable community 6. Opportunity for a healthy lifestyle including local food products Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 27 SHORT TERM CHALLENGES 1. Protecting the Dubuque community from flooding 2. Improving air quality: potential designation as an air quality “non attainment” zone 3. Taking advantage of existing data and collecting new data in order to make smarter decisions 4. Complying with federal and state government regulations and mandates affecting environmental/ecological integrity using sustainability best practices 5. Community understanding on solid waste and recycling including curbside collection program 6. Maintaining momentum, adequate staffing and funding for smart resilient initiatives 7. Funding for Complete Streets implementation 8. Investing in compliance with consent decree and the nutrient reduction strategy 9. Sale of water from the aquifer LONG TERM CHALLENGES 1. Educating residents and businesses to increasing their understanding and benefits of their habits (behaviors, decisions and practices) and their impacts on “sustainability” and recognizing the impact of their actions on community resiliency 2. Building community understanding and support for sustainability goals, priorities and actions using outcome based performance measures 3. Cleaning up and reuse of “Brownfield” sites 4. Iowa Utility Board regulations regarding alternative energy 5. Incorporating smart resiliency/sustainability into organization processes and practices 6. Have a shared definition of Environmental/Ecological Integrity/Resiliency in the community and the City 7. Funding for City infrastructure compliance with federal regulations, mandates and orders 8. Improving the storm and ground water quality Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 28 POLICY ACTIONS 2016 – 2018 PRIORITY 1. Ozone Action Plan 2. Water and Resource Recovery Center: Nutrient Trading 3. Community-wide Solar Strategy MANAGEMENT ACTIONS 2016 – 2018 PRIORITY 1. Flood Wall Modeling Study 2. Hydro Power Report MANAGEMENT IN PROGRESS 2016 – 2018 1. Path Forward (Air Quality) Plan: Update Report 2. Methane Gas Plan: Waste Water a) Feasibility Study – Proposal b) Feasibility Study c) Operation and Maintenance Plan 3. Recycling Program: Cart, Expansion Fund a) Cart b) Funding 4. Iowa Economic Development Authority Community Energy a) IEDA Agreement c) Municipal: Leisure and Fire MANAGEMENT IN PROGRESS 2016 – 2018 5. CNG Truck Purchase Evaluation a) CM Decision 6. Bee Branch Community Orchard a) Planting b) Community Outreach 7. Fats/Oils/Grease (FOG) Program: Inspections – Progress Report 8. Green Iowa AmeriCorps Office Relocation 9. Resilient Community Advisory Commission a) Recruitment: Membership b) Develop Strategic Plan c) Complete Vulnerability Assessment 10. Emerald Ash Borer Program: Implementation a) Ash Tree Removal Plan b) Funding c) M/CC Decision Policy on ROW d) Community Advisory Disposal Plan e) Tree Replacement Strategy (with Community) 11. Georgetown Energy Prize: Update Report 12. Community Climate Action and Resiliency Plan: a) Vulnerability Assessment b) Municipal Greenhouse Gas Inventory Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 29 MAJOR PROJECTS 2016 – 2018 1. Green Alley Projects (22) 2. Bee Branch Project (Garfield to Comiskey and under Railroad) 3. Municipal Separate Storm Sewer System (MS4) Permit Compliance Program/Projects 4. Bee Branch Gate Project 5. Energy Efficient Street Lights (by 2020) ON THE HORIZON 2018 – 2022 1. Environmental and Sustainability Management System: ISO 14000 Certification for Municipal Services Center; Implementation, Funding 2. Complete Streets: Direction, Funding 3. Greenhouse: Direction, Funding 4. Curbside Collection of Electronics 5. Local Food Systems Development – Urban Agricultural Tool Kit Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 30 Community Goal 3 Social/Cultural Vibrancy: Health and Safety; Arts, Culture and Community OUTCOMES 1. Increase the mutual understanding, knowledge, acceptance of others through community partners 2. Continue to become an inclusive community in which all feel welcome and included, and leaving no one behind 3. Increase resident interaction using vehicles like clean up campaigns, neighborhood picnics, new neighbor welcoming events, and other strategies developed by residents 4. Become a regional hub for arts and culture 5. Have an efficient public health system that focuses on prevention and wellness 6. Achieve obtained goals, desired outcomes and metrics from community engagement 7. Support community partners: Grade Level Reading, Reengagement Center, Opportunity Dubuque, Inclusive Dubuque, NEXT 8. Have citizens feeling they are part of the solution 9. Maintain transparency and increase trust in City government VALUE TO RESIDENTS 1. Everyone is welcome in the Dubuque community 2. Living life without fear or threats 3. Equal treatment for all by City staff 4. City services are available for all and delivered in an equitable and fair manner 5. City workforce reflecting the diverse community 6. Opportunities to experience arts and culture Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 31 SHORT TERM CHALLENGES 1. Community and City use of social media 2. Addressing the institutional and structural interplay between race and poverty 3. Providing services and products within Dubuque that meet the daily needs of residents from all cultures-creating a sense that this community values everyone 4. Leveraging programs and activities that foster community solidarity 5. Implementation HUD VCA 6. Consistent message from City on social media 7. Achieving greater equity through strategic actions 8. Recent national events with violence and potential impacts on the Dubuque community 9. Lack of young and diverse leadership and leadership opportunities LONG TERM CHALLENGES 1. Misinformation about the City 2. Reducing the fear level of individuals who are different than me and the fear of harassment and different treatment 3. Community providing services in a fair and equitable manner regardless of who is receiving the service 4. Retaining newcomers in Dubuque 5. Collaboration with School District and Colleges on Social/Cultural Vibrancy 6. Expanding community leaders and individuals taking responsibility and confronting situations and behaviors when intolerance occurs or misinformation 7. Increasing community trust in local government 8. Inequity in City and community services/systems 9. Personal resource priority to participate in social equity activities Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 32 POLICY ACTIONS 2016 – 2018 PRIORITY 1. Inclusive Dubuque: Action Plan Top Priority 2. 2015 Community Health Needs Assessment High Priority Plan: (including Mental Health) 3. 21st Century Policing: Action Plan High Priority 4. Drug Reduction Action Plan MANAGEMENT ACTIONS 2016 – 2018 PRIORITY 1. Community Security/Surveillance/Traffic Top Priority Cameras Expansion 2. Arts and Culture Master Plan Top Priority 3. Affirmatively Furthering Fair Housing Top Priority Action Plan MANAGEMENT IN PROGRESS 2016 – 2018 1. ROSE Housing Tax Credit Program: Amendments, Changing Rules for Rehabilitation 2. Source of Income Dialog Session: Development 3. Housing Code and Inspections Program: Implementation a) Enforcement: Training b) Update Report 4. Voluntary Compliance Agreement a) Training for Departments (year 3) b) Compliance Report (HUD) 5. Campaign Grade Level Reading Program: Re-Application (Americorps Grant) 6. Neighbor2Neighbor Initiative a) Pilot Study b) Evaluation and Direction 7. Hate/Bias Incident Response Plan: Update Report 8. Local Foods/Community Garden Initiative a) Water Access for Garden Proposal 9. All America City Award for 2017 – Grade Level Reading (Community Foundation) 10. Cultural Snapshots Series: Development – Community (2) 11. Affirmatively Furthering Fair Housing: Analysis of Impediments, Housing Policy Review 12. ADA Audit 13. Leadership Enrichment After School Program (LEAP): Funding Request, Re-Application for Grant – Hire Coordinator Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 33 MANAGEMENT IN PROGRESS 2016 – 2018 (Continued) 14. FDA Voluntary Retail Food Regulatory Standards: Implementation 15. Rental Housing License Program: Enforcement ON THE HORIZON 2018 – 2022 1. Communitywide Health and Wellness Coordinated Initiative: Direction, Funding 2. Intercultural Competency Program within City Government: Next Steps 3. Poverty Reduction Plan 4. Firefighter Internship Recruitment of Diverse Workforce 5. “Culture of Kindness”: Direction 6. Access to Education Opportunities Report 7. Gangs Action Plan 8. Equity Report: City Action 9. Community Engagement: Next Steps 10. Animal Ordinance: Update Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 34 City Goal 1 Planned and Managed Growth: Housing and Neighborhoods OUTCOMES 1. Complete the Dubuque Historic Millwork District as a thriving mixed use development with residential, retail/ office, entertainment – a model for developers and other cities 2. Have safe, healthy neighborhoods citywide 3. Have strong vibrant 24/7 residential/central business core (Dubuque Main Street Service Area Downtown and Dubuque Millwork District) – including residential opportunities, retail, and entertainment 4. Annex areas consistent with the annexation policy, including City services to annexed area 5. Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses 6. Develop Washington Neighborhood as a model for other neighborhoods 7. More residential developments and homes with a variety of housing options VALUE TO RESIDENTS 1. Stable property taxes for residents and businesses. 2. More job opportunities for all skill levels. 3. Choice of livable neighborhoods. 4. Opportunities for our children to stay in Dubuque. 5. Predictable future development. 6. Quality services to residents in annexed area. Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 35 SHORT TERM CHALLENGES 1. Continuing momentum and delivering results in: Downtown, Dubuque Historic Millwork District, Bee Branch Watershed and Riverfront, Central Avenue 2. Dispersing and de-centralizing affordable and low income housing while developing options for affordable housing throughout the community 3. Responding to Central Iowa Water Association (CIWA) and their actions 4. Aging City infrastructure needing replacement or major repairs 5. Leveraging Federal and State funding 6. Annexing and expanding the City boundary with the capacity to fund City services and infrastructure LONG TERM CHALLENGES 1. Attracting and keeping young professionals and families in Dubuque 2. City providing services to annexed areas 3. Less than responsible landlords and tenants 4. Preserving and rehabilitating housing and building stock – oldest in Iowa 5. Incorporating Smart Resilience/Sustainability concepts into projects, developments and redevelopments 6. Funding for major development and redevelopment projects 7. Staffing and funding for Washington Neighborhood Development Corporation Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 36 POLICY ACTIONS 2016 – 2018 PRIORITY 1. Central Iowa Water Association: Resolution Top Priority 2. Blighted Buildings Report 3. Comprehensive Plan: Development 4. Central Avenue Corridor Improvements 5. Annexation: Study Update MANAGEMENT ACTIONS 2016 – 2018 PRIORITY 1. C.H.A.N.G.E. Program Top Priority 2. Housing TIF Program Top Priority 3. Historic Millwork District Improvements 4. Morrison Building: Direction MANAGEMENT IN PROGRESS 2016 – 2018 1. Citywide Leak Detection Survey 2. Source of Income Work Group: Report 3. Accela Program: Inspection by Property 4. Flood Wall/Levee Breech Study 5. West Third Street Reservoir Study 6. 42" Force Main (Terminal Street Lift Station to W & RRC): Facility Plan and Funding Mechanism MAJOR PROJECTS 2016 – 2018 1. Washington Street 30" Force Main • Phase 1 • Phase 2 2. 20" Water Transmission Main (Millwork District to West 3rd Reservoir) 3. Roosevelt Pump Station: Installation 4. Water Main Extension Projects: a) JFK b) North Cascade Road 5. Back Up Generators (Loans) a) West Third b) Park Hill c) Mt. Carmel 6. Water Tank Inspections and Maintenance Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 37 ON THE HORIZON 2018 – 2022 1. Property Maintenance Code: Implementation Steps 2. Water and Sewer Service Extension to City Residents and Businesses 3. Alliant Energy Plant Site: Acquisition 4. Westside Fire Station: Direction, Funding 5. Downtown Housing Incentive: Future Funding 6. Washington Neighborhood Development Corporation: Direction, Staffing, Funding 7. Grocery Store in North Dubuque: Direction, City Actions 8. Downtown Loan Program: Direction, Funding 9. Dog Park: Re-Evaluate, Local Direction, Funding (FDR Park) 10. Community Plan for Poverty Reduction 11. Comiskey Park Renovation 12. City Donations/Donor Recognition 13. Outdoor Pool Assessment Report 14. Per Owners Access to City Parks 15. Library Program and Funding 16. Community Partnerships Return on Investment 17. Community Identity: Gateways, Bridges, Facilities Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 38 City Goal 2 Partnering for a Better Dubuque: People, Planning and Partnerships OUTCOMES 1. Lobbying and advocating with Federal Government and State of Iowa and advocating for Dubuque 2. Partner for economic and workforce development 3. Partner with education 4. Partner for culture and arts 5. Partner for support of families and children 6. Partner for housing opportunities 7. Partner for healthcare and wellness 8. Partner for historic preservation 9. Partner for delivery of human services – meeting the needs of the underserved 10. Partner for sustainability 11. Increase resident engagement in the City’s governance processes VALUE TO RESIDENTS 1. Bigger “bang” for tax dollars. 2. Enhanced economic development opportunities. 3. More ownership of end products – people involved in the process, and support outcomes. 4. Better access and use of facilities. 5. Protection of your interests. Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 39 SHORT TERM CHALLENGES 1. Providing public education materials before community engagement and soliciting input 2. Change in direction for the Chamber of Commerce: Dubuque Night in Des Moines, Washington Legislative Trip 3. Competition among community organizations for limited funds 4. Duplication of efforts and programs among community organizations 5. Establishing clear expectations for the City government and the partner 6. Sustaining partnerships beyond the initial project 7. Resource allocation, time for meetings/work and City staff administrative support 8. Reduced funding by other agencies for community based organizations 9. Marketing community engagement opportunities to the community – individual and partnering organizations LONG TERM CHALLENGES 1. Understanding the importance of community engagement 2. Developing diverse City and community leadership for the long-term 3. Lack of shared responsibility with partners 4. Small number of people solving multiple problems 5. Individual benefit vs. overall community benefit 6. Attitude: City should solve it 7. Funding for leisure services programs and facilities Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 40 POLICY ACTIONS 2016 – 2018 PRIORITY 1. Citywide Flower Planting Program High Priority 2. Five Flags Center Study High Priority 3. Project Concern Program Replacement 4. Project Hope MANAGEMENT ACTIONS 2016 – 2018 PRIORITY 1. Skate Park Development MANAGEMENT IN PROGRESS 2016 – 2018 1. Four Mounds Foundation/HEART Program: Report 2. Sister City Program: Recommendations (M/CC) 3. Jackson Park Pilot for Neighborhood Engagement a) Youth Group b) Funding for Improvement 4. Eagle Point Park Ecological Restoration and Management Plan: Completion 5. Purchase of Service: Data Collection, Training for Purchase of Service Providers, Reporting Mechanism MAJOR PROJECTS 2016 – 2018 1. Five Flag Theater and Ham House Building Improvements 2. Grand River Center Upgrades Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 41 ON THE HORIZON 2018 – 2022 1. Pet Owners and Access to City Parks: Review, Direction 2. Community Plan for Poverty Reduction: Development 3. Community Identity at Gateways, Bridges and City Infrastructure: Best Practices, Report with Options and Costs, Direction, Funding 4. Comiskey Park Renovation: Community Engagement, Direction, Funding 5. City Donations/Donor Recognition Policy/Program 6. Library Programs and Funding: Direction, Partners, Funding 7. Outdoor Pool: Assessment Report, Direction 8. Community Partnerships Return on Investments: Report, Direction, City Funding Level 9. Recreation/Community Center Feasibility Study 10. Indoor Aquatic Center Feasibility Study 11. Restrooms at Jackson Park: Funding 12. “Pet Friendly Community” Policy and Actions: Waste Stations, Licenses Requirements for Parks, Data Collection, Design 13. Youth Activities (18-25): Needs Assessment, Direction, City Role 14. Bunker Hill Golf Course Irrigation Improvements (1/2), Funding 15. Leisure Facilities Improvements: Funding 16. Comprehensive Recreation and Leisure Community Needs Assessment: Report, Direction Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 42 City Goal 3 Improved Connectivity: Transportation and Telecommunications OUTCOMES 1. Increase and sustain commercial air service 2. Have the ability to drive the Southwest Arterial (Highway 52) 3. Increase public transit ridership by choice 4. Improve traffic flow throughout the City (East-West Corridor, Roundabouts, Light Synchronization) 5. Implement “Complete Streets Concepts” 6. Increase availability, band width and redundancy VALUE TO RESIDENTS 1. Reduced traffic congestion and improved traffic flow. 2. Better conditions of streets, eliminated obstructions, and improved visibility. 3. Commuting through telecommunications. 4. Greater economic opportunities. 5. Air access to major hubs. Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 43 SHORT TERM CHALLENGES 1. Competition for air service and limited number of carriers operating in the Midwest 2. Increasing costs of street maintenance and snow removal 3. Funding for transportation and connectivity projects 4. Funding for “Complete Streets” including bike/hike ways throughout Dubuque 5. Rehabilitating concrete streets 6. Linking new fiber to City facilities 7. Expiration of Mediacom franchise (2020) LONG TERM CHALLENGES 1. Addressing parking concerns, perceptions and issues 2. Working with railroads 3. Transit service by choice and serving the needs of all residents 4. Increase the number of people walking, biking or using public transportation to go to/from place of employment or education 5. Shortage of telecommunications providers Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 44 POLICY ACTIONS 2016 – 2018 PRIORITY 1. East-West Corridor Study Implementation Top Priority 2. Street Maintenance Program High Priority 3. Traffic Signal Synchronization Citywide High Priority 4. Evening Transportation Service MANAGEMENT IN PROGRESS 2016 – 2018 1. Electronic Fare Cards/Payment: Implementation 2. PEG Digital Encoding 3. Historic Federal Building HD Upgrade 4. Smart Transportation Program: Update Report 5. Bus Routes: Update 6. Bus Storage Facility: Funding, Design, Construction MAJOR PROJECTS 2016 – 2018 1. Grandview-Delhi Roundabout 2. NW Arterial/Chavenelle Intersection Improvements • Design • Construction 3. NW Arterial Trail (Holiday Drive to Chavenelle Drive) 4. East-West Corridor Roundabouts: Preliminary Design a) University/Pennsylvania b) University/Asbury c) University/Loras 5. Traffic Signals Upgrade (2) 6. English Mill Road Reconstruction 7. Upper Bee Branch CP Railroad Crossing • Construction 8. North Cascade Reconstruction (to Timber Hyrst Subdivision) • Initiate • Bid • Construction 9. Senior High Road Project 10. Washington Street Improvement Project (7th to 9th) 11. Menards Frontage Road Project 12. Military Road Reconstruction 13. Chavenelle Road Rehabilitation: • Design • Construction 14. Chavenelle Road Hike/Bike Trail: Design, Construction 15. Radford/Pennsylvania Roundabout: ROW Acquisition 16. Southwest Arterial Project: Design, English Road Construction Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 45 ON THE HORIZON 2018 – 2022 1. Air Service Expansion: Strategy, City Actions 2. Historic Millwork District: Parking, Acquisition, City Funding 3. Complete Streets: Direction, Projects, Funding 4. Marketing Air Service to Business Community 5. Next Corporate Hanger: Direction, Funding 6. Public Access Channel: Report with Options, Direction 7. Cedar Cross Road: Preliminary Design 8. Four Laning of Highway 20 East: City Support and Actions 9. Comprehensive Telecommunications Strategy 10. Bike Mobility Plan Review 11. Community Information Technology Upgrade Plan Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 46 Organization Goal Financially Responsible City Government and High Performance Government OUTCOMES 1. Easy access to City information and services for all 2. Increased all reserve funds to 20% 3. Maintained/improved the City bond rating 4. Accurate data on City services and use in decision- making 5. Transparency of City government 6. Retained and hired a top quality City workforce 7. City providing services responsive to the community needs 8. Customer focused and friendly City services 9. Secure City information and data VALUE TO RESIDENTS 1. Financially sound and responsible City government 2. Easy, convenient access to City information and services 3. Service value for taxes and fees 4. Opportunities to become involved in City governance and planning 5. Secure City information, including personal information 6. Customer oriented City services Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 47 SHORT TERM CHALLENGES 1. Declining gaming revenues 2. Increasing healthcare costs 3. Retirements and succession planning 4. Hiring freeze and increasing demands for City services 5. Recruiting and retaining a highly qualified City workforce 6. Aging City facilities and equipment needing major repairs or replacement 7. Misperception and rumors about City government: finances, services and projects 8. Coordinating community resiliency preparation, response and recovery from a disaster or crisis LONG TERM CHALLENGES 1. Having a shared City vision, goals and core values 2. Preservation and securing City information and data 3. Balancing City service delivery with available resources, City organization capacity, the community's expectations and new initiatives 4. Funding for City managers and employees training and professional/personal development 5. Increasing and maintaining Health Insurance and Workers' Compensation reserves 6. Following up on the Equity Report with City actions and funding 7. Employee trust of City leadership 8. Consistency in telling the “City's Story” 9. Developing outcome-based, meaningful performance measures and the use of the data to enhance City performance Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 48 POLICY ACTIONS 2016 – 2018 PRIORITY 1. City “Corporate” Communications Plan 2. State Backfill of Commercial/Industrial Tax Revenues Plan “B” 3. Full Police Staffing 4. City Staffing Level 5. Gaming Revenues MANAGEMENT ACTIONS 2016 – 2018 PRIORITY 1. Debt Reduction Policy Plan 2. City Performance Measurements Process/Program MANAGEMENT IN PROGRESS 2016 – 2018 1. W desk: Implementation, Training 2. Direct Time Entry and Employee Access Center: Implementation 3. Accela Software: Implementation 4. E-mail and Operating System (to Microsoft) 5. Fire Accreditation: Completion • Risk Assessment • Standard of Cover 6. InVision Software for ADA Improvements: Implementation 7. Affordable Care Act: IRS Data Reporting MANAGEMENT IN PROGRESS 2016 – 2018 (Continued) 8. Banking Services Review 9. Electronic Submission of Permit Applications: Implementation 10. Management Philosophy: Workshops and Orientation 11. Financial System Upgrade: Implementation 12. SunGard Optimization for Budget Module and Project Module: Implementation 13. Auditing Services Contract 14. Concession Agreements: Revision 15. Emergency Response Plan for (Utility Failures): Development 16. Labor Contracts: Negotiation, Contract a) Fire Association b) Teamsters c) Transit and Operating Engineers 17. Iowa Paramedics Transition Plan: Implementation a) (8) b) (6) 18. Integrated Pest Management: Implementation M/CC Report 19. Medical Plan and Stop Loss Insurance Program; Third Party Contract 20. Investment Policy: Re-Certification 21. Radio System Upgrade to P25: Direction, Funding 22. Plan Review Refinements 23. Water Source and Distribution Master Plan; Completion 24. Non Emergency Mobile/Portable Units: Replacement 25. Police Officers Recruitment and Retention Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 49 MAJOR PROJECTS 2016 – 2018 1. Building Services Department Renovation Project 2. New Maintenance Shop Building at Landfill: Design, Construction ON THE HORIZON 2018 – 2022 1. 9-1-1 Communications Center: Direction 2. Social Media Policy and Guidelines 3. Minority Contractors: Evaluation, Direction, Action Plan 4. Alternative Revenue Sources 5. Residents Satisfaction Survey: Development, Funding 6. Records Management and Retention: Direction, Funding 7. Data Center Strategic Plan 8. Financial Report Card 9. Departmental Efficiency/Cost Reduction Report 10. Employee Salary and Benefit Control Plan 11. Spending Cap: Report 12. Term Limits Report 13. Long Term Plan for City Employees 14. City Employees Working Remotely Plan 15. Police Substation 16. Leisure Services Department Assessment Report Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 50 CITY OF DUBUQUE ACTION AGENDA 2016 – 2018 Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 51 City of Dubuque Policy Agenda 2016 – 2018 TOP PRIORITY Inclusive Dubuque: Action Plan Master Plan for Chaplain Schmitt Island Central Iowa Water Association: Resolution East-West Corridor Study Implementation River Cruises Docking Facility HIGH PRIORITY Citywide Flower Planting Program Street Maintenance Program Five Flags Center Study 2015 Community Health Needs Assessment Plan: (including Mental Health) 21st Century Policing: Action Plan Traffic Signal Synchronization Citywide Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 52 City of Dubuque Management Agenda 2016 – 2018 TOP PRIORITY Opportunity Dubuque Affirmatively Furthering Fair Housing Action Plan Community Security/Surveillance/Traffic Cameras Expansion C.H.A.N.G.E. Program Arts and Culture Master Plan Housing TIF Program Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 53 Management in Progress 2016 – 2018 America's River III: Fund Raising Launch Riverfront Lease Gavilon Street (2): Marketing RFP, Lease Old Air Terminal Facility (Re-use by University of Dubuque): Environmental Assessment Art on the River Winter Edition: Feasibility Study (Council Report) Dubuque Initiatives: Next Steps Economic Impact of Historic Preservation – Marketing Plan Phased Historic Architectural Survey Report, Actions Steeple Square Project: Update Report Brownfield Area-wide Planning Eagle Point Park National Historic Recognition Downtown Housing Creation Grant Program: Development, Funding Marina Signage from the River: Direction, Funding Sale of Art on the River Sculptures: Marketing Riverfront Leases: Marketing, Lease Air Service Expansion: Contact Air Carriers, Incentives for Route – Funding Charter Service Expansion Marketing Dubuque Jet Center Fuel Sales Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 54 Entrepreneurs/Start Up Business Program: Expansion Dubuque Industrial Center South: Marketing and Sale Path Forward (Air Quality) Plan: Update Report Methane Gas Plan: Waste Water Recycling Program: Cart, Expansion Fund Iowa Economic Development Authority Community Energy CNG Truck Purchase Evaluation Bee Branch Community Orchard Fats/Oils/Grease (FOG) Program: Inspections – Progress Report Green Iowa AmeriCorps Office Relocation Resilient Community Advisory Commission Emerald Ash Borer Program: Implementation Georgetown Energy Prize: Update Report Community Climate Action and Resiliency Plan ROSE Housing Tax Credit Program: Amendments, Changing Rules for Rehabilitation Source of Income Dialog Session: Development Housing Code and Inspections Program: Implementation Voluntary Compliance Agreement Campaign Grade Level Reading Program: Re-Application Neighbor2Neighbor Initiative Hate/Bias Incident Response Plan: Update Report Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 55 Local Foods/Community Garden Initiative All America City Award for 2017 – Grade Level Reading (Community Foundation) Cultural Snapshots Series: Development – Community (2) Affirmatively Affirming Fair Housing: Analysis of Impediments, Housing Policy Review ADA Audit Leadership Enrichment After School Program (LEAP): Funding Request, Re-Application for Grant – Hire Coordinator FDA Voluntary Retail Food Regulatory Standards: Implementation Rental Housing License Program: Enforcement City-wide Leak Detection Survey Source of Income Work Group: Report Accela Program: Inspection by Property Flood Wall/Levee Breech Study West Third Street Reservoir Study 42" Force Main (Terminal Street Lift Station to W & RRC): Facility Plan and Funding Mechanism Four Mounds Foundation/HEART Program: Report Sister City Program: Recommendations (M/CC) Jackson Park Pilot for Neighborhood Engagement Eagle Point Park Ecological Restoration and Management Plan: Completion Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 56 Purchase of Service: Data Collection, Training for Purchase of Service Providers, Reporting Mechanism Electronic Fare Cards/Payment: Implementation PEG Digital Encoding Historic Federal Building HD Upgrade Smart Transportation Program: Update Report Bus Routes: Update Bus Storage Facility: Funding, Design, Construction W desk: Implementation, Training Direct Time Entry and Employee Access Center: Implementation Accela Software: Implementation E-mail and Operating System (to Microsoft) Fire Accreditation: Completion InVision Software for ADA Improvements: Implementation Affordable Care Act: IRS Data Reporting Banking Services Review Electronic Submission of Permit Applications: Implementation Management Philosophy: Workshops and Orientation Financial System Upgrade: Implementation SunGard Optimization for Budget Module and Project Module: Implementation Auditing Services Contract Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 57 Concession Agreements: Revision Emergency Response Plan for (Utility Failures): Development Labor Contracts: Negotiation, Contract Iowa Paramedics Transition Plan: Implementation Integrated Pest Management: Implementation M/CC Report Medical Plan and Stop Loss Insurance Program; Third Party Contract Investment Policy: Re-Certification Radio System Upgrade to P25: Direction, Funding Plan Review Refinements Water Source and Distribution Master Plan; Completion Non Emergency Mobile/Portable Units: Replacement Police Officers Recruitment and Retention Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 58 Major Projects 2016 – 2018 New Terminal Complex Circulation Road Corporate Hanger Repair Green Alley Projects (22) Bee Branch Project (Garfield to Comiskey and under Railroad) Municipal Separate Storm Sewer System (MS4) Permit Compliance Program/Projects Bee Branch Gate Project Energy Efficient Street Lights (by 2020) Washington Street 30" Force Main 20" Water Transmission Main (Millwork District to West 3rd Reservoir) Roosevelt Pump Station: Installation Water Main Extension Projects: Back Up Generators (Loans) Water Tank Inspections and Maintenance Five Flag Theater and Ham House Building Improvements Grand River Center Upgrades Grandview -Delhi Roundabout Strategic Plan: 2016 – 2021 – 2031/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 59 NW Arterial/Chavenelle Intersection Improvements NW Arterial Trail (Holiday Drive to Chavenelle Drive) East-West Corridor Roundabouts: Preliminary Design Traffic Signals Upgrade (2) English Mill Road Reconstruction Upper Bee Branch CP Railroad Crossing North Cascade Reconstruction (to Timber Hyrst Subdivision) Senior High Road Project Washington Street Improvement Project (7th to 9th) Menards Frontage Road Project Military Road Reconstruction Chavenelle Road Rehabilitation Chavenelle Road Hike/Bike Trail: Design, Construction Radford/Pennsylvania Roundabout: ROW Acquisition Southwest Arterial Project: Design, English Road Construction Building Services Department Renovation Project New Maintenance Shop Building at Landfill: Design, Construction Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 60 City of Dubuque Action Outlines 2016 – 2018 Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 61 COMMUNITY GOAL 1 ECONOMIC PROSPERITY ACTION: MASTER PLAN FOR CHAPLAIN SCHMITT PRIORITY ISLAND Policy – Top Key Issues Activities/Milestones Time • Regulator y Requirements – Wetlands • Leisure Opportunities – Facilities • Economic/Business Investment • Overall Vision/Goals 1. Review Master Plan – Identify Implementation Actions 2. Prepare Report on Development Opportunities and Actions 3. M/CC Report: Presentation, Direction 12/16 12/16 12/16 Responsibility: Assistant City Manager/Economic Development ACTION: RIVER CRUISES DOCKING FACILITY PRIORITY Policy – Top Key Issues Activities/Milestones Time • Location • Permitting • Funding Source • Matching Fund • Contract with Viking Cruises • Mooring Conflict 1. Develop CIP proposal: location, design (short); construction (long) 2. M/CC Decision CIP FY 2018 Funding 3. Identify funding source/matching funds 4. Monitor Viking Lawsuit 12/16 3/17 Ongoing Ongoing Responsibility: Economic Development Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 62 ACTION: PUBLIC-PRIVATE BROADBAND PRIORITY PARTNERSHIP Policy Key Issues Activities/Milestones Time 1. Develop individual partners 2. Extend fiber optic conduit Ongoing Ongoing Responsibility: Information Services ACTION: SOUTH PORT REDEVELOPMENT PRIORITY Policy Key Issues Activities/Milestones Time • Plan Adoption • Vision/goals for South Port 1. Secure Brownfield Grant: EPA 2. Complete Master Plan 3. M/CC Decision: Plan Adoption 8/17 9/17 11/17 Responsibility: Economic Development ACTION: OPPORTUNITY DUBUQUE PRIORITY Mgmt – Top Key Issues Activities/Milestones Time • Partners • Strategic Plan 1. Develop Strategic Plan 2. M/CC Presentation: Strategic Plan 3/17 3/17 Responsibility: Economic Development Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 63  Management in Progress 2016 – 2018 PRIORITY 1. America's River III: Fund Raising Launch 9/16 2. Riverfront Lease Gavilon Street (2): Marketing RFP, Lease 10/16 3. Old Air Terminal Facility (Re-use by University of Dubuque): Environmental Assessment 10/16 4. Art on the River Winter Edition: Feasibility Study (Council Report) • Location • Activities 10/16 5. Dubuque Initiatives: Next Steps a) New Market Tax Credit b) Strategic Plan 10/16 12/16 6. Economic Impact of Historic Preservation – Marketing Plan a) Partner for Historic Works b) M/CC Decision: Matching Dollars c) RFP for Consultant d) Consultant Selection 10/16 3/17 3/17 7/17 7. Phased Historic Architectural Survey Report, Actions a) Funding VII Survey b) Funding c) RFP Consultant d) Consultant Selection 10/16 3/17 4/17 5/17 8. Steeple Square Project: Update Report 12/16 9. Brownfield Area-wide Planning a) Application for Additional Grant – Clean Up b) Assessment Report 12/16 9/17 10. Eagle Point Park National Historic Recognition a) State Review/Approval b) National Park Service Approval 2/17 6/17 11. Downtown Housing Creation Grant Program: Development, Funding 3/17 12. Marina Signage from the River: Direction, Funding 3/17 13. Sale of Art on the River Sculptures: Marketing 14. Riverfront Leases: Marketing, Lease Ongoing 15. Air Service Expansion: Contact Air Carriers, Incentives for Route – Funding Ongoing 16. Charter Service Expansion Ongoing 17. Marketing Dubuque Jet Center Fuel Sales Ongoing 18. Entrepreneurs/Start Up Business Program: Expansion Ongoing 19. Dubuque Industrial Center South: Marketing and Sale Ongoing Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 64  Major Projects 2016 – 2018 TIME 1. New Terminal Complex Circulation Road 6/17 2. Corporate Hanger Repair 2020 Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 65 COMMUNITY GOAL 2 ENVIRONMENTAL/ECOLOGICAL INTEGRITY ACTION: OZONE ACTION PLAN PRIORITY Policy Key Issues Activities/Milestones Time 1. M/CC Decision: Join IPA Ozone Advance Program 2. Develop Ozone Advance Plan 1/17 8/17 Responsibility: Health/Sustainability ACTION: WATER AND RESOURCE RECOVERY PRIORITY CENTER: NUTRIENT TRADING Policy Key Issues Activities/Milestones Time • Nutrient Trading • Capital Improvement Strategy • Federal Requirement • Reducing Financial Liability 1. M/CC: Update Report/Presentation 2. Complete Sponsor Project 3. DNR Response: Strategy for Nutrient Reduction ($13 – 15 million over 10 – 15 years) 10/16 12/17 6/17 Responsibility: Assistant City Manager/Water and Resource Recover Center Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 66 ACTION: COMMUNITY-WIDE SOLAR STRATEGY PRIORITY Policy Key Issues Activities/Milestones Time • Permitting • City Facility • Zoning: Text for Solar 1. M/CC Work Session 2. Zoning: Zoning – Solar Text Amendment 3. M/CC Decision: Zoning – Solar Text Amendment 4. M/CC Decision: City Facilities Direction/Funding 9/16 9/16 10/16 3/17 Responsibility: Sustainability ACTION: FLOOD WALL MODELING STUDY PRIORITY Mgmt Key Issues Activities/Milestones Time 1. Develop Enhanced Model – Completion 6/17 Responsibility: Engineering/Public Works ACTION: HYDRO POWER REPORT PRIORITY Mgmt Key Issues Activities/Milestones Time 1. M/CC: Update Report 2. Contact Permit Holder – Spain 12/16 Complete Responsibility: Assistant City Manager/Sustainability Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 67  Management in Progress 2016 – 2018 TIME 1. Path Forward (Air Quality) Plan: Update Report 9/16 2. Methane Gas Plan: Waste Water a) Feasibility Study – Proposal b) Feasibility Study c) Operation and Maintenance Plan 9/16 11/16 12/16 3. Recycling Program: Cart, Expansion Fund a) Cart b) Funding 9/16 3/17 4. Iowa Economic Development Authority Community Energy a) IEDA Agreement b) Municipal: Leisure and Fire 9/16 6/17 5. CNG Truck Purchase Evaluation a) CM Decision 6/17 6. Bee Branch Community Orchard: a) Planting b) Community Outreach Fall 2016/ Spring 2017 9/17 7. Fats/Oils/Grease (FOG) Program: Inspections – Progress Report 10/16 8. Green Iowa AmeriCorps Office Relocation 10/16 9. Resiliency Community Advisory Commission a) Recruitment: Membership b) Develop Strategic Plan c) Complete Vulnerability Assessment 10/16 1/17 5/17 10. Emerald Ash Borer Program: Implementation a) Ash Tree Removal Plan b) Funding c) M/CC Decision Policy on ROW d) Community Advisory Disposal Plan e) Tree Replacement Strategy (with Community) 2/17 3/17 4/17 6/17 6/17 11. Georgetown Energy Prize: Update Report 3/17 12. Community Climate Action and Resiliency Plan: a) Vulnerability Assessment b) Municipal Greenhouse Gas Inventory 5/17 7/17 Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 68  Major Projects 2016 – 2018 TIME 1. Green Alley Projects (22) 10/16 2. Bee Branch Project (Garfield to Comiskey and under Railroad) 6/17 3. Municipal Separate Storm Sewer System (MS4) Permit Compliance Program/Projects 6/17 4. Bee Branch Gate Project 6/17 5. Energy Efficient Street Lights (by 2020) 2020 Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 69 COMMUNITY GOAL 3 SOCIAL/CULTURAL VIBRANCY ACTION: INCLUSIVE DUBUQUE: ACTION PLAN PRIORITY Policy – Top Key Issues Activities/Milestones Time A. External 11/16 12/16 1/17 6/17 2017 1/17 2/17 5/17 12/17 1. M/CC Quarterly Reports 2. Sector Working: Tool Adoption 3. Implement Tool 4. Peer Learning Council: Develop Facilitator Skills 5. Peer Learning Council: Learning Opportunities for Network Partners and Community B. Internal 1. Develop Data on Equity – Workforce Services, Training, Commission 2. Review with City Departments (s) Covered by VCA 3. Develop Department Data on Equity 4. Peer Learning Council: Departmental Workshop Responsibility: Human Rights ACTION: 2015 COMMUNITY HEALTH NEEDS PRIORITY ASSESSMENT PLAN: (INCLUDING Policy – High MENTAL HEALTH) Key Issues Activities/Milestones Time • Legislative Agenda 1. M/CC Legislative Agenda: Mental Health Service 2. Complete Annual Report 3. M/CC Report 11/16 2/17 2/17 Responsibility: Health Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 70 ACTION: 21ST CENTURY POLICING: ACTION PLAN PRIORITY Policy – High Key Issues Activities/Milestones Time 1. Policy Review 2. Contract: Traffic Stop Study 3. Body Cameras: Implementation 4. Complete Traffic Stop Study 5. M/CC Presentation: Traffic Stop Study Completed 10/16 12/16 5/17 6/17 Responsibility: Police ACTION: DRUG REDUCTION ACTION PLAN PRIORITY Policy Key Issues Activities/Milestones Time 1. Develop Community Plan – Outline 6/17 Responsibility: Health ACTION: COMMUNITY PRIORITY SECURITY/SURVEILLANCE/TRAFFIC Mgmt – Top CAMERAS EXPANSION Key Issues Activities/Milestones Time • Staffing • Infrastructure • Fiber Expansion 1. Develop budget proposal 2. M/CC Division: Budget FY 2018 Funding – Camera, Infrastructure, Staffing 3/17 3/17 Responsibility: Engineering/Police Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 71 ACTION: ART AND CULTURE MASTER PLAN PRIORITY Mgmt – Top Key Issues Activities/Milestones Time • Actions • Funding 1. M/CC Decision: Direction, Funding 2. Develop Implementation Strategy 9/16 6/17 Responsibility: Economic Development ACTION: AFFIRMATIVELY FURTHERING FAIR PRIORITY HOUSING ACTION PLAN Mgmt – Top Key Issues Activities/Milestones Time Responsibility: City Attorney  Management in Progress 2016 – 2018 TIME 1. ROSE Housing Tax Credit Program: Amendments, Changing Rules for Rehabilitation 8/16 2. Source of Income Dialog Session: Development 9/16 3. Housing Code and Inspections Program: Implementation a) Enforcement: Training b) Update Report 10/16 6/17 4. Voluntary Compliance Agreement a) Training for Departments (year 3) b) Compliance Report (HUD) 10/16 1/17 5. Campaign Grade Level Reading Program: Re-Application (Americorps Grant) 11/16 6. Neighbor2Neighbor Initiative a) Pilot Study b) Evaluation and Direction 12/16 7. Hate/Bias Incident Response Plan: Update Report 1/17 8. Local Foods/Community Garden Initiative a) Water Access for Garden Proposal 2/17 Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 72  Management in Progress 2016 – 2018 (Continued) TIME 9. All America City Award for 2017 – Grade Level Reading (Community Foundation) 6/17 10. Cultural Snapshots Series: Development – Community (2) 6/17 11. Affirmatively Furthering Fair Housing: Analysis of Impediments, Housing Policy Review 12/17 12. ADA Audit 13. Leadership Enrichment After School Program (LEAP): Funding Request, Re-Application for Grant – Hire Coordinator Ongoing 14. FDA Voluntary Retail Food Regulatory Standards: Implementation Ongoing 15. Rental Housing License Program: Enforcement Ongoing Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 73 CITY GOAL 1 PLANNED AND MANAGED GROWTH ACTION: CENTRAL IOWA WATER ASSOCIATION: PRIORITY RESOLUTION Policy – Top Key Issues Activities/Milestones Time 1. Trial 2. M/CC Report 9/16 9/16 Responsibility: City Attorney ACTION: BLIGHTED BUILDINGS REPORT PRIORITY Policy Key Issues Activities/Milestones Time • Incentives • City Role • Funding 1. Inspection: Fire Escape 2. Develop incentives 3. M/CC Decision: Budget FY 2018 Funding 4. H & W Resolution 5. Obtain license/inspect (45 buildings) 12/16 12/16 3/17 10/16 6/17 Responsibility: Fire, Building Service/Economic Development ACTION: COMPREHENSIVE PLAN: DEVELOPMENT PRIORITY Policy Key Issues Activities/Milestones Time 1. Initiate Community Assessment 2. Initiate Community Engagement Process 3. M/CC Quarterly Update Report 4. Prepare final plan document 5. M/CC: Plan Adoption 7/16 8/16 11/16, 2/17, 4/17, 7/17 8/17 10/17 Responsibility: Planning Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 74 ACTION: CENTRAL AVENUE CORRIDOR PRIORITY IMPROVEMENTS Policy Key Issues Activities/Milestones Time 1. Complete Business Engagement Project: Owners, Exiting Businesses 2. Analyze Storefronts 6/17 12/17 Responsibility: Economic Development ACTION: ANNEXATION: STUDY UPDATE PRIORITY Policy Key Issues Activities/Milestones Time • Policy • Actions 1. Prepare Annexation study update – draft 2. Revise draft study – complete report 3. M/CC Decision: Study Presentation, Direction 8/16 10/16 12/16 Responsibility: Planning ACTION: C.H.A.N.G.E. PROGRAM PRIORITY Mgmt – Top Key Issues Activities/Milestones Time A. Strategic Plan: Completion B. CHANGE Brochure C. Healthily Homes Initiative 12/16 9/16 10/16 11/16 11/16 10/16 2021 6/17 7/17 1) Formalize Committee 2) Committee Decision: Direction D. Lead Program: Implementation (129 Housing Units) E. Resiliency Grant 1) Contract 2) Improvements – 320 Housing Units F. Housing Rehabilitation – 10 Housing Units G. Homeownership Program – Training Workshop (4) Responsibility: Housing Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 75 ACTION: HOUSING TIF PROGRAM PRIORITY Mgmt – Top Key Issues Activities/Milestones Time • Subdivision TIF 1. Identify potential subdivision (8) 2. M/CC Decision: TIF (by subdivision) Ongoing TBD Responsibility: Economic Development/Housing ACTION: HISTORIC MILLWORK DISTRICT PRIORITY IMPROVEMENTS Mgmt Key Issues Activities/Milestones Time A. Parking 12/16 TBD 3/17 3/17 1. 11th/Elm Parking Lot Proposal 2. M/CC Decision: Parking Lot Direction B. Incentive Package 1. Develop Budget Proposal 2. M/CC Decision: Budget FY 2018 Funding Responsibility: Economic Development ACTION: MORRISON BUILDING: DIRECTION PRIORITY Mgmt Key Issues Activities/Milestones Time • Overall Direction 1. M/CC Decision: Direction TBD Responsibility: City Manager’s Office Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 76  Management in Progress 2016 – 2018 TIME 1. Citywide Leak Detection Survey 11/16 2. Source of Income Work Group: Report 12/16 3. Accela Program: Inspection by Property 12/16 4. Flood Wall/Levee Breech Study 6/17 5. West Third Street Reservoir Study 6/17 6. 42" Force Main (Terminal Street Lift Station to W & RRC): Facility Plan and Funding Mechanism) 6/17  Major Projects 2016 – 2018 TIME 1. Washington Street 30" Force Main • Phase 1 • Phase 2 12/16 12/17 2. 20" Water Transmission Main (Millwork District to West 3rd Reservoir) 6/17 3. Roosevelt Pump Station: Installation 6/17 4. Water Main Extension Projects: a) JFK b) North Cascade Road 6/17 9/17 5. Back Up Generators (Loans) a) West Third b) Park Hill c) Mt. Carmel 6/17 6/17 6/19 6. Water Tank Inspections and Maintenance Ongoing Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 77 CITY GOAL 2 PARTNERING FOR A BETTER DUBUQUE ACTION: CITYWIDE FLOWER PLANTING PROGRAM PRIORITY Policy – High Key Issues Activities/Milestones Time • Maintenance Level • Funding • Partners • City Role 1. Highway 20 – Rose Evaluation 2. M/CC Decision: Horticulturalist (2) – Budget FY2018 Funding 3. M/CC Decision: Roses Replacement – Budget FY2018 Funding 4. M/CC Decision: Grandview Median/Lawn Maintenance – Budget FY2018 Funding 12/16 3/17 3/17 3/17 Responsibility: Leisure ACTION: FIVE FLAGS CENTER STUDY PRIORITY Policy – High Key Issues Activities/Milestones Time 1. City Role 2. Five Flags: Purposes/Uses 3. Direction 1. Complete RFP 2. M/CC Decision: Issue RFP 3. M/CC Decision: Award Contract 4. Complete Study 5. M/CC Presentation: Direction 10/16 11/16 1/17 5/17 6/17 Responsibility: Leisure Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 78 ACTION: PROJECT CONCERN PROGRAM PRIORITY REPLACEMENT Policy Key Issues Activities/Milestones Time • Funding 1. Select Agency – Shelter Care Program 2. Take over Responsibility – Shelter Care Program 8/16 9/16 Responsibility: Housing ACTION: PROJECT HOPE PRIORITY Policy Key Issues Activities/Milestones Time Funding 1. Develop budget proposal 2. M/CC Decision: Budget FY2018 Funding 3/17 3/17 Responsibility: Economic Development ACTION: SKATE PARK DEVELOPMENT PRIORITY Mgmt Key Issues Activities/Milestones Time 1. Identify location, define concept 2. Secure private funding 3. Prepare final design 10/16 6/17 9/17 Responsibility: Leisure Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 79  Management in Progress 2016 – 2018 TIME 1. Four Mounds Foundation/HEART Program: Report 10/16 2. Sister City Program: Recommendations (M/CC) 10/16 3. Jackson Park Pilot for Neighborhood Engagement a) Youth Group b) Funding for Improvement 10/16 3/17 4. Eagle Point Park Ecological Restoration and Management Plan: Completion 12/17 5. Purchase of Service: Data Collection, Training for Purchase of Service Providers, Reporting Mechanism  Major Projects 2016 – 2018 TIME 1. Five Flag Theater and Ham House Building Improvements 6/17 2. Grand River Center Upgrades 6/17 Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 80 CITY GOAL 3 IMPROVED CONNECTIVITY: TRANSPORTATION AND TELECOMMUNICATIONS ACTION: EAST-WEST CORRIDOR STUDY PRIORITY IMPLEMENTATION Policy – Top Key Issues Activities/Milestones Time 1. Complete Environmental Report 2018 Responsibility: Engineering ACTION: STREET MAINTENANCE PROGRAM PRIORITY Policy – High Key Issues Activities/Milestones Time • Service Level • Funding 1. Prepare Annual Street Program 2. M/CC Decision: Budget FY2018 Funding 3/17 3/17 Responsibility: Public Works ACTION: TRAFFIC SIGNAL SYNCHRONIZATION PRIORITY CITYWIDE Policy – High Key Issues Activities/Milestones Time • 1. IDOT: Notification 2. Apply Grant for System – Design 12/16 Ongoing Responsibility: Engineering Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 81 ACTION: EVENING TRANSPORTATION SERVICE PRIORITY Policy Key Issues Activities/Milestones Time • Service Level • Funding 1. Secure grant 2. Develop budget proposal 3. M/CC Decision: Budget FY2018 Match Funding 4. Develop new roles 1/17 3/17 3/17 4/17 Responsibility: Transit  Management in Progress 2016 – 2018 TIME 1. Electronic Fare Cards/Payment: Implementation 8/16 2. PEG Digital Encoding 11/16 3. Historic Federal Building HD Upgrade 12/16 4. Smart Transportation Program: Update Report 2/17 5. Bus Routes: Update 5/17 6. Bus Storage Facility: Funding, Design, Construction 9/17  Major Projects 2016 TIME 1. Grandview-Delhi Roundabout 8/16 2. NW Arterial/Chavenelle Intersection Improvements • Design • Construction 9/16 6/17 3. NW Arterial Trail (Holiday Drive to Chavenelle Drive) 10/16 – 4/17 4. East-West Corridor Roundabouts: Preliminary Design a) University/Pennsylvania b) University/Asbury c) University/Loras 10/16 10/17 5. Traffic Signals Upgrade (2) 12/16 6. English Mill Road Reconstruction 12/16 – 4/17 7. Upper Bee Branch CP Railroad Crossing • Construction 2/17 6/17 Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 82  Major Projects 2016 (Continued) TIME 8. North Cascade Reconstruction (to Timber Hurst Subdivision) • Initiate • Bid • Construction 4/17 6/17 12/17 9. Senior High Road Project 6/17 10. Washington Street Improvement Project (7th to 9th) 9/17 11. Menards Frontage Road Project 9/17 12. Military Road Reconstruction 12/17 13. Chavenelle Road Rehabilitation: • Design • Construction 12/17 2018 14. Chavenelle Road Hike/Bike Trail: Design, Construction 11/18 – 8/18 15. Radford/Pennsylvania Roundabout: ROW Acquisition 2018 16. Southwest Arterial Project: Design, English Road Construction 2019 Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 83 ORGANIZATION GOAL FINANCIALLY RESPONSIBLE CITY GOVERNMENT AND HIGH PERFORMANCE ORGANIZATION ACTION: CITY “CORPORATE” COMMUNICATIONS PRIORITY PLAN Policy Key Issues Activities/Milestones Time 1. Gather data – Best Practices 2. Review existing approaches and effectiveness 3. Develop a plan – report with options 4. M/CC Work Session: Presentation, Direction 5. M/CC Decision: Budget FY2018 Funding 10/16 10/16 12/16 1/17 3/17 Responsibility: Public Information ACTION: STATE BACKFILL OF PRIORITY COMMERCIAL/INDUSTRIAL TAX Policy REVENUES PLAN “B” Key Issues Activities/Milestones Time • Revenue Direction 1. Develop Plan “b” 2. M/CC Report with Options, Direction 3/17 3/17 Responsibility: Budget Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 84 ACTION: FULL POLICE STAFFING PRIORITY Policy Key Issues Activities/Milestones Time 1. Report on Police Staffing – Full Staff – Number (Authorized) 2. Advocacy: Changes in Police Academy 10/16 Ongoing Responsibility: Police ACTION: CITY STAFFING LEVEL PRIORITY Policy Key Issues Activities/Milestones Time • City Services • Staffing Level • Funding 1. Develop proposal 2. M/CC Decision: Budget FY2018 Funding 3/17 3/17 Responsibility: Budget ACTION: GAMING REVENUES PRIORITY Policy Key Issues Activities/Milestones Time 1. Monitor revenues and trends Ongoing Responsibility: City Manager’s Office Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 85 ACTION: DEBT REDUCTION POLICY PLAN PRIORITY Mgmt Key Issues Activities/Milestones Time 1. Identify potential opportunities consistent with council goals – use of debt 2. Continue adopted plan/policies Ongoing Ongoing Responsibility: Budget ACTION: CITY PERFORMANCE MEASUREMENTS PRIORITY PROCESS/PROGRAM Mgmt Key Issues Activities/Milestones Time 1. Complete Socarta – Online Tool 4/17 Responsibility: Budget/Information Service  Management in Progress 2016 – 2018 TIME 1. W desk: Implementation, Training 9/16 2. Direct Time Entry and Employee Access Center: Implementation 9/16 – 2/17 3. Accela Software: Implementation 11/16 4. E-mail and Operating System (to Microsoft) 11/16 5. Fire Accreditation: Completion • Risk Assessment • Standard of Cover 11/16 4/17 6. InVision Software for ADA Improvements: Implementation 12/16 7. Affordable Care Act: IRS Data Reporting 1/17 8. Banking Services Review 1/17 9. Electronic Submission of Permit Applications: Implementation 2/17 10. Management Philosophy: Workshops and Orientation 2/17 11. Financial System Upgrade: Implementation 2/17 12. SunGard Optimization for Budget Module and Project Module: Implementation 3/17 13. Auditing Services Contract 3/17 Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 86  Management in Progress 2016 – 2018 (Continued) TIME 14. Concession Agreements: Revision 4/17 15. Emergency Response Plan for (Utility Failures): Development 4/17 16. Labor Contracts: Negotiation, Contract a) Fire Association b) Teamsters c) Transit and Operating Engineers 6/17 6/17 6/17 17. Iowa Paramedics Transition Plan: Implementation a) (8) b) (6) 6/17 6/18 18. Integrated Pest Management: Implementation M/CC Report 7/17 19. Medical Plan and Stop Loss Insurance Program; Third Party Contract 7/17 20. Investment Policy: Re-Certification 9/17 21. Radio System Upgrade to P25: Direction, Funding 7/18 22. Plan Review Refinements 23. Water Source and Distribution Master Plan; Completion 24. Non Emergency Mobile/Portable Units: Replacement Ongoing 25. Police Officers Recruitment and Retention Ongoing  Major Projects 2016 – 2018 TIME 1. Building Services Department Renovation Project 2/17 2. New Maintenance Shop Building at Landfill: Design, Construction 4/18 Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 87 Action Calendar City of Dubuque 2016 – 2017 Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 88 MONTH September 2016 1. Mayor/City Council Decision: IEDA Agreement on Community Energy 2. Mayor/City Council Decision: Arts and Culture Master Plan – Direction, Funding 3. Mayor/City Council Update Report: Path Forward (Air Quality) Plan 4. Mayor/City Council Report: Wastewater Methane Gas Plan 5. Mayor/City Council Report: Central Iowa Water Association Resolution 6. Mayor/City Council Work Session: Community-wide solar strategy Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 89 MONTH October 2016 1. Mayor/City Council Decision: Zoning Solar Text Amendment 2. Mayor/City Council Report: Art on the River Winter Edition 3. Mayor/City Council Update Report/Presentation: Nutrient Trading at Water and Resource Recovery Center 4. Mayor/City Council Report: Four Mounds Foundation/HEART Program 5. Mayor/City Council Report: Sister City Program 6. Mayor/City Council Report: Police Staffing Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 90 MONTH November 2016 1. Mayor/City Council Decision: Legislative Agenda – Mental Health Services 2. Mayor/City Council Decision: Five Flags Center Study – Issue RFP 3. Mayor/City Council Update Report: Comprehensive Plan 4. Mayor/City Council Quarterly Report: Inclusive Dubuque Action Plan Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 91 MONTH December 2016 1. Mayor/City Council Decision: Annexation Direction 2. Mayor/City Council Presentation, Direction: Champlain Schmitt Island Master Plan 3. Mayor/City Council Update Report: Steeple Square Project 4. Mayor/City Council Update Report on Hydro Power 5. Mayor/City Council Report: Source of Income Work Group Study Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 92 MONTH January 2017 1. Mayor/City Council Decision: Join EPA Ozone Advance Program 2. Mayor/City Council Decision: Five Flags Center Study Award Contract 3. Mayor/City Council Decision: Banking Services 4. Mayor/City Council Update Report: Hate/Bias Incident Response Plan 5. Mayor/City Council Work Session: City Corporate Communication Plan Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 93 MONTH February 2017 1. Mayor/City Council Report: 2015 Community Health Needs Assessment Plan 2. Mayor/City Council Update Report: Comprehensive Plan 3. Mayor/City Council Update Report: Smart Transportation Program Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 94 MONTH March 2017 1. Mayor/City Council Decision: Economic Impact of Historic Presentation Study Budget FY2018 Funding for Matching Dollars 2. Mayor/City Council Decision: Historic Architecture Survey Budget FY2018 Funding 3. Mayor/City Council Decision: Downtown Housing Creation Grant Program – Budget FY2018 Funding 4. Mayor/City Council Decision: Marina Signage from River Budget FY2018 Funding 5. Mayor/City Council Decision: Solar at City Facilities Direction, Budget FY2018 Funding 6. Mayor/City Council Decision: Ash Tree Removal Program Budget FY2018 Funding 7. Mayor/City Council Decision: Community Security/Surveillance/Traffic Cameras Budget FY2018 Funding for Cameras, Infrastructure, Staffing 8. Mayor/City Council Decision: blighted Building Program Budget FY2018 Funding 9. Mayor/City Council Decision: Historic Millwork District Incentive Package Budget FY2018 Funding 10. Mayor/City Council Decision: Horticulturalist (2) Budget FY2018 Funding Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 95 March 2017 (Continued) 11. Mayor/City Council Decision: Roses Replacement Budget FY2018 Funding 12. Mayor/City Council Decision: Grandview Median/Lawn Maintenance Budget FY2018 Funding 13. Mayor/City Council Decision: Project Hope Budget FY2018 Funding 14. Mayor/City Council Decision: Jackson Park Improvements Budget FY2018 Funding 15. Mayor/City Council Decision: Street Maintenance Program Budget FY2018 Funding 16. Mayor/City Council Decision: Evening Transportation Services Budget FY2018 Funding 17. Mayor/City Council Decision: City Services and Staffing Budget FY2018 Funding 18. Mayor/City Council Decision: City Corporate Communication Plan Budget FY2018 Funding 19. Mayor/City Council Decision: River Cruises Docking Facility CIP FY2018 Funding 20. Mayor/City Council Decision: Auditing Services Contract Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 96 March 2017 (Continued) 21. Mayor/City Council Report/Presentation: Opportunity Dubuque 22. Mayor/City Council Update Report: Georgetown Energy Prize 23. Mayor/City Council Report: State Backfill Commercial/Industrial Tax Revenues – Plan “B” Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 97 MONTH April 2017 1. Mayor/City Council Decision: Policy on Tree in ROW 2. Mayor/City Council Update Report: Comprehensive Plan Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 98 MONTH May 2017 1. Mayor/City Council Decision: Award Contract for Historic Architecture Survey (if funded) Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 99 MONTH June 2017 1. Mayor/City Council Decision: 42” Force Main Funding Mechanism 2. Mayor/City Council Report/Presentation: Traffic Stop Study 3. Mayor/City Council Update Report: Housing Code and Inspection Program 4. Mayor/City Council Report: Flood Wall/Levee Breech Study 5. Mayor/City Council Report: West Third Street Reservoir Study 6. Mayor/City Council Report/Presentation: five Flag Center Study Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 100 MONTH July 2017 1. Mayor/City Council: Award Contract for Economic Impact of Historic Preservation (if funded) 2. Mayor/City Council Decision; Medical Plan and Stop Loss Insurance Program – Third Party Contract 3. Mayor/City Council Update Report: Comprehensive Plan Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 101 MONTH October 2017 1. Mayor/City Council Decision: Comprehensive Plan Adoption Leader’s Guide 2016 – 2017/Mayor and City Council/Dubuque, Iowa Copyright © 2016: Lyle Sumek Associates, Inc. Project 160801 102 MONTH November 2017 1. Mayor/City Council Decision: South Port Master Plan Adoption Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 1 SECTION 4 PERFORMANCE REPORT 2016 – 2017 FOR CITY OF DUBUQUE Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 2 Importance of the Performance Report BOTTOM-LINE: Leaders being accountable for their decisions and actions 1. LEADERSHIP WITH INTENTIONS Acting with a sense of purpose and direction Defining a vision, setting goals, using them to guide decisions Establishing criteria to judge success Demonstrating an institutionalized strategic planning process Instilling confidence in financial institutions, customers 2. CONNECTION WITH CUSTOMER'S LIVES Providing services that add MEANS to the customers' lives Linking decisions and actions to improved services Linking decisions and actions to lower cost of service delivery Demonstrating the personal relevance of decisions and actions 3. CAPTURE OTHERS' ATTENTION Telling a story with a message Painting a picture Getting others to see it, to feel it Distinctive separating from the barrage of information 4. CELEBRATE - CREATE A MEMORY Developing a celebration that is unique-a standout experience Giving others a memento representing the success Saying "Thank You" to contributors to the success Demonstrating the significance of the achievement 5. PERSONAL CONTACT WITH A TAILORED MESSAGE Developing a message based upon the audience Making a few relevant points Reaching out to a variety of groups Delivering the message personally by you as a leader Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 3 Dubuque Vision 2031 DUBUQUE DUBUQUE 2031 is a SUSTAINABLE AND RESILIENT CITY, and an INCLUSIVE AND EQUITABLE COMMUNITY. DUBUQUE 2031 has preserved our MASTERPIECE ON THE MISSISSIPPI, has a STRONG DIVERSE ECONOMY and EXPANDING CONNECTIVITY. DUBUQUE 2031 – Our residents EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE, have a choice of QUALITY LIVABLE NEIGHBORHOODS and have an ABUNDANCE OF FUN THINGS TO DO and are ENGAGED IN THE COMMUNITY. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 4 Dubuque City Government Our Mission DUBUQUE CITY GOVERNMENT: MISSION DUBUQUE CITY GOVERNMENT is a PROGRESSIVE and FINANCIALLY SOUND CITY and with RESIDENTS RECEIVING VALUE FOR THEIR TAX DOLLARS and ACHIEVING GOALS THROUGH PARTNERSHIPS. DUBUQUE CITY GOVERNMENT'S MISSION is to deliver EXCELLENT MUNICIPAL SERVICES that SUPPORT URBAN LIVING, that CONTRIBUTE TO AN EQUITABLE, SUSTAINABLE CITY, that PLAN FOR THE COMMUNITY'S FUTURE and that FACILITATE ACCESS TO CRITICAL HUMAN SERVICES. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 5 City of Dubuque Community – City – Organization Goals 2022 COMMUNITY GOALS FOR A SUSTAINABLE DUBUQUE Economic Prosperity Environmental/Ecological Integrity Social/Cultural Vibrancy CITY GOALS Planned and Managed Growth Partnering for a Better Dubuque Improved Connectivity: Transportation and Telecommunications ORGANIZATION GOAL Financially Responsible City Government And High Performance Organization Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 6 City of Dubuque 2016 – 2018 Policy Agenda TOP PRIORITY √→ Inclusive Dubuque: Action Plan ★→ Master Plan for Chaplain Schmitt Island ★Central Iowa Water Association: Resolution √→ East-West Corridor Study Implementation √→ River Cruises Docking Facility HIGH PRIORITY √→ Citywide Flower Planting Program ★→ Street Maintenance Program √→ Five Flags Center Study √→ 2015 Community Health Needs Assessment Plan: (including Mental Health) √→ 21st Century Policing: Action Plan → Traffic Signal Synchronization Citywide ★= Completed/Achieved Milestone √ = Progress Made → = Carry over to 2017 – 2019 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 7 City of Dubuque 2016 – 2018 Management Agenda TOP PRIORITY ★Opportunity Dubuque √→ Affirmatively Furthering Fair Housing Action Plan ★→ Community Security/Surveillance/Traffic Cameras Expansion √ C.H.A.N.G.E. Program ★Arts and Culture Master Plan ★= Completed/Achieved Milestone √ = Progress Made → = Carry over to 2017 – 2019 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 8 City of Dubuque Management in Progress 2016 – 2018  Management in Progress 2016 – 2018 √→ 1. America's River III: Fund Raising Launch → 2. Riverfront Lease Gavilon Street (2): Marketing RFP, Lease ★ 3. Old Air Terminal Facility Environmental Assessment → 4. Art on the River Winter Edition: Feasibility Study (Council Report) 5. Dubuque Initiatives: Next Steps → 6. Economic Impact of Historic Preservation – Marketing Plan: Funding → 7. Phased Historic Architectural Survey Report, Actions: Funding → 8. Steeple Square Campus Project: Update Report, Affordable Housing Open Event Center: Open/Events → 9. Brownfield Area-wide Planning ($200,000 Grant for Blum Project) → 10. Eagle Point Park National Historic Recognition (9/17) → 11. Downtown Housing Creation Grant Program: Development, Funding ★ 12. Marina Signage from the River: Direction, Funding → 13. Sale of Art on the River Sculptures: Marketing → 14. Riverfront Leases: Marketing, Lease → 15. Air Service Expansion: Contact Air Carriers, Incentives for Route – Funding → 16. Air Charter Service Expansion → 17. Marketing Dubuque Jet Center Service → 18. Entrepreneurs/Start Up Business Program: Expansion (Central Avenue Corridor – State $150,000 Micro Loan Program → 19. Dubuque Industrial Center South: Marketing and Sale ★→ 20. Path Forward (Air Quality) Plan: Update Report → 21. Methane Gas Plan: Waste Water → 22. Recycling Program: Cart, Expansion Fund ★ 23. Iowa Economic Development Authority Community Energy →★ 24. CNG Truck Purchase Evaluation (3) ★ 25. Bee Branch Community Orchard (7/17) → 26. Fats/Oils/Grease (FOG) Program: Inspections – Progress Report ★= Completed/Achieved Milestone √ = Progress Made → = Carry over to 2017 – 2019 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 9  Management in Progress 2016 – 2018 (Continued) ★ 27. Green Iowa AmeriCorps Office Relocation ★ 28. Resiliency Community Advisory Commission → 29. Emerald Ash Borer Program: Implementation, Funding ★ 30. Georgetown Energy Prize: Update Report → 31. Community Climate Action and Resiliency Plan: Mitigation ★, Grants for Homeowner Rehabilitation √→ 32. Housing Tax Credit Program: Amendments, Changing Rules for Rehabilitation ★→ 33. Source of Income Dialog Session: Development: Implementation Recommendations ★ 34. Housing Code and Inspections Program: Implementation → 35. Voluntary Compliance Agreement ★Training 36. Campaign Grade Level Reading Program: Re-Application Community Solution Action Plan → 37. Neighbor2Neighbor Pilot Initiative: Direction, Expansion ★ 38. Hate/Bias Incident Response Plan: Update Report → 39. Local Foods/Community Garden Initiative ★→ 40. All America City Award for 2017 – Grade Level Reading (Community Foundation) 41. Cultural Snapshots Series: Development – Community (1) → 42. Affirmatively Affirming Fair Housing: Analysis of Impediments, Housing Policy Review ★ 43. ADA Audit Phase 1 Some Parks/Building ★ 44. Body Cameras: Policy Review, Guidelines, Storage, Funding ★ 45. Leadership Enrichment After School Program (LEAP): Funding Request, Re-Application for Grant – Hire Coordinator → 46. FDA Voluntary Retail Food Regulatory Standards: Implementation ★→ 47. Rental Housing License Program: Enforcement ★ 48. City-wide Leak Detection Survey ★ 49. Accela Program: Inspection by Property → 50. Flood Wall/Levee Breech Study Report (8/17) → 51. West Third Street Reservoir Analysis Study → 52. 42" Force Main (Terminal Street Lift Station to W & RRC): Facility Plan and Funding Mechanism → 53. Four Mounds Foundation/HEART Program: Report → 54. Sister City Program: Recommendations (M/CC) → 55. Jackson Park Pilot for Neighborhood Engagement ★= Completed/Achieved Milestone √ = Progress Made → = Carry over to 2017 – 2019 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 10  Management in Progress 2016 – 2018 (Continued) ★→ 56. Eagle Point Park Ecological Restoration and Management Plan: Completion Phase 1 ★ 57. Purchase of Service: Data Collection ★ 58. Electronic Fare Cards/Payment: Implementation ★ 59. PEG Digital Encoding ★ 60. Historic Federal Building HD Upgrade → 61. Smart Transportation Program: Update Report (ECIA) ★→ 62. Bus Routes: Update ★ 63. Bus Storage Facility: Funding, Design, Construction Project (11/17) ★ 64. W desk: Implementation, Training ★→ 65. Direct Time Entry and Employee Access Center: Implementation ★ 66. Accela Software: Implementation ★ 67. E-mail and Operating System (to Microsoft) → 68. Fire Accreditation: Completion (2017) → 69. InVision Software for ADA Improvements: Implementation, Purchase ★ 70. Affordable Care Act: IRS Data Reporting → 71. Banking Services Review ★ 72. Electronic Submission of Permit Applications: Implementation ★ 73. Management Philosophy: Workshops and Orientation ★ 74. Financial System Upgrade: Implementation ★ 75. SunGard Optimization for Budget Module and Project Module: Implementation ★ 76. Auditing Services Contract ★ 77. Concession Agreements: Revision → 78. Emergency Response Plan for (Utility Failures): Development ★ 79. Labor Contracts: Negotiation, Contract → 80. Iowa Paramedics Transition Plan: Implementation (3/18) ★ 81. Integrated Pest Management: Implementation M/CC Report ★ 82. Medical Plan and Stop Loss Insurance Program: Third Party Contract ★ 83. Investment Policy: Re-Certification → 84. Radio System Upgrade to P25: Direction, Funding ★ 85. Plan Review Refinements → 86. Water Source and Distribution Master Plan; Completion ★ 87. Non Emergency Mobile/Portable Units: Replacement → 88. Police Officers Recruitment and Retention ★= Completed/Achieved Milestone √ = Progress Made → = Carry over to 2017 – 2019 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 11 Major Projects 2016 – 2018 ★ 1. New Terminal Complex Circulation Road → 2. Corporate Hanger Repair ★ 3. Green Alley Projects: Completed → 4. Bee Branch Project (Garfield to Comiskey and under Railroad) → 5. Municipal Separate Storm Sewer System (MS4) Permit Compliance Program/Projects → 6. Bee Branch Gate Project: Design √→ 7. Energy Efficient Street Lights → 8. Washington Street 30" Force Main → 9. 20" Water Transmission Main (Millwork District to West 3rd Reservoir) → 10. Back Up Generators (Loans) ★ 11. Water Tank Inspections and Maintenance → 12. Five Flag Theater and Ham House Building Improvements → 13. Grand River Center Upgrades: Carpet, Painting, Air Walls ★ 14. Grandview-Delhi Roundabout ★ 15. NW Arterial/Chavenelle Intersection Improvements ★ 16. NW Arterial Trail (Holiday Drive to Chavenelle Drive) → 17. East-West Corridor Roundabouts: Preliminary Design → 18. Traffic Signals Upgrade (1) Grandview/Loras ★ 19. English Mill Road Reconstruction → 20. Upper Bee Branch CP Railroad Crossing → 21. North Cascade Reconstruction (to Timber Hyrst Subdivision) (FY 2018) → 22. Senior High Road Project (FY 2018) → 23. Washington Street Improvement Project (7th to 9th) (FY 2018) → 24. Menards Frontage Road Project → 25. Military Road Reconstruction 26. Chavenelle Road Rehabilitation (FY 2018) → 27. Chavenelle Road Hike/Bike Trail: Design, Construction (FY 2018) → 28. Radford/Pennsylvania Roundabout: ROW Acquisition → 29. Southwest Arterial Project: Design, English Road Construction (FY 2018) ★ 30. Building Services Department Renovation Project Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 12 ★= Completed/Achieved Milestone √ = Progress Made → = Carry over to 2017 – 2019 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 13 COMMUNITY GOAL 1 ECONOMIC PROSPERITY ACHIEVEMENTS 2016 – 2017 MEANS TO RESIDENTS COMPLETED 1. Chaplain Schmitt Mast Plan ** 2. Airport Terminal: Open ** 3. Expanded Tourism ** 4. Old Air Terminal Facility: Environmental Assessment 5. Marina Signage from Mississippi River 6. FLEXSTEEL** 7. CIWA and Water and Sewer to Airport 8. Industrial Park Acquisition 9. Intermodal Center: Completed and Open 10. Arts and Culture Master Plan 11. Post Office Parking Lot; S&K Acquisitions 12. Combined/Co-located Parking and Transit Department PROGRESS 1. Housing TIFs, Derby Grange, Rustic Point, Timber Ridge, South Pointe 2. Brownfields Assessment Grant 3. EPA Area Wide Planning Grant + Job retention + Increase in commercial and residential property value + Enhanced utilities for residents and developers + Diverse work force + Increased neighborhood safety and historic preservation + Improved transportation for multi economic levels + Cost saving to citizens + Future job growth Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 14 ACHIEVEMENTS 2016 – 2017 MEANS TO RESIDENTS PROGRESS (continued) 4. CHY/Inclusive Dubuque/GDDC Equity Efforts and Opportunity Dubuque 5. H&W/3000 Jackson Street 6. Central Avenue Voluntary Annexations in Rustic Point, Graf Farm and Other Smaller Scale Annexations 7. Small Business Owned Program 8. Bus Storage Facility 9. New Retail/Restaurants i.e., Smoke Stack, Barrel House, Back Packet Brewery, Gymkhana Blue, Etc., Café Fraiche, Grow Own ** 10. Kerper Blvd. Sanitary Sewer Repair/Maintenance Project 11. Minority Unemployment in Dubuque County Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 15 COMMUNITY GOAL 2 ENVIRONMENTAL/ECOLOGICAL ACHIEVEMENTS 2016 – 2017 MEANS TO RESIDENTS COMPLETED 1. CIWA Purchase 2. Fire Station Solar Installs 3. Recollect Waste App 4. Resilient Community Advisory Commission ** 5. Integrated Pest Management Program 6. Water Main Break Policy 7. Water Leak Survey 8. Path Forward (Air Quality) Plan: Report 9. Iowa Economic Development Authority Community Energy 10. Green Iowa Ameri Corps Office Relocation 11. Georgetown Energy Prize PROGRESS 1. WRRC Methane Gas Project ** 2. Alliant 4MW Solar Array ** 3. Bee Branch – NDRC Kickoff, Community Orchard ** 4. Green Alley Projects ** + Cleaner air + Sustained drinking water source, viable water supply, fire suppression opportunities + Resources serve future development + Diversified energy + Decreased GHG emissions + Choice of pesticide – free, healthy parks + Less water loss in our system Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 16 ACHIEVEMENTS 2016 – 2017 MEANS TO RESIDENTS PROGRESS (continued) 5. Community Climate Action and Resiliency Plan Mitigation 6. Decrease in Energy Use in Largest City Facilities • Michaels Audit @Water 7. CIWA/City Water Connection 8. Roosevelt Street Water Tower 9. Bio CNG Fleet Development/Alternate Fuel 10. Lead and Copper Private Services Replacement Policy 11. Climate Adaption Strategy • UNL Tech Assistance • DART Tech Assistance 12. GSC Conference 13. Water Work Order System Development + Cleaner air + Sustained drinking water source, viable water supply, fire suppression opportunities + Resources serve future development + Diversified energy + Decreased GHG emissions + Choice of pesticide – free, healthy parks + Less water loss in our system Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 17 COMMUNITY GOAL 3 SOCIAL/CULTURAL VIBRANCY ACHIEVEMENTS 2016 – 2017 MEANS TO RESIDENTS COMPLETED 1. Inclusive Dubuque: Action Plan ** 2. Crime Control through Community Policing and Cameras ** 3. Arts and Culture Expansion: Film Festival ** 4. Adoption of IPMC/VAB Licensing 5. CHI – 21 Homes 6. NDRG Award 31M 5 years 7. L&HH Award 3M 3 years 8. Accela 9. Housing TIF’s, Derby Grange, Tymberhurst 10. Bee Branch Greenway Opening 11. SOI Committee Recommendations 12. 5 National Registered Historic Districts PROGRESS 1. Source of Income Committee ** 2. Housing Code and Inspection Program ** 3. All America City Award (4th) + Safe housing; more housing choices and quality + Neighborhood safety and stability + Economic stability + Partnering across interest groups (avoid polarization) + Equity + Resilient neighborhoods + Residents connected to resources Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 18 ACHIEVEMENTS 2016 – 2017 PROGRESS (continued) 4. NDRG 5. AFFH 6. L&HH 7. CHANGE Acquisition of VAB; 58 Rebrand 8. Support for Affordable Housing Development – Private and Public 9. St. Marys 10. Dream Center 11. 12. More Useable Data 13. LITC 14. Reduce Density and Increasing Quality/Affordability Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 19 CITY GOAL 1 PLANNED AND MANAGED GROWTH ACHIEVEMENTS 2016 – 2017 MEANS TO RESIDENTS COMPLETED 1. Central Iowa Water Resolution** 2. Voluntary Annexations ** 3. Residential TIF Program ** 4. Derby Grange Housing ** 5. International Building Code: Adoption ** 6. Third Party Fire Inspection Compliance, Private Hydrant Maintenance 7. Police Body Cameras 8. Dispatchers All Medical/Police/Fire Certified – IPMC 9. City/Police Relations Committee (Expanded to all Departments not just Police) 10. Update Bias Incident Response Plan (City Update Plan and Inclusive DBQ now has a Plan) 11. Double-up Food Bucks 12. Winter Farmers Market 13. Incident Command Certification 14. Mission Lifeline Gold Award 15. Resilient Advisory Comm – Accreditation + Faster response/better response options/communication cap. + Surveillance camera = problem resolution + Residential communication = recover from adverse events (also EOC, Inc. Comm. Haz Mit) + Fewer lead poisoned kids, more lead safe housing + Better fire protection + Reduce crime + Less shots fires + Accreditation = high standards + Eliminate chronic nuisances + Body cameras = evidence and accountability + Safer food Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 20 ACHIEVEMENTS 2016 – 2017 PROGRESS 1. Comprehensive Plan: “Imagine Dubuque” ** 2. Blighted Building: H&W (3000 Jackson) ** 3. Healthy Homes 4. New Public Safety Radio System 5. Children Lead Poisoning Prevention 6. Chiefs Forum 7. Levee Breach Planning 8. Water Quality: Better Tracking and Notifications 9. Fire Station Alerting 10. Text to 911 11. EOC Training 12. HazMat Plan Update 13. Bee Branch Project 14. Additional K9 15. Nuisance Enforcement 16. FDA Inspection Standards Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 21 CITY GOAL 2 PARTNERSHIP FOR A BETTER DUBUQUE ACHIEVEMENTS 2016 – 2017 MEANS TO RESIDENTS COMPLETED 1. Miracle League Project ** 2. Eagle Point Park Ecological Restoration and Management Plan ** 3. OC Adopted PUD for Chaplain Schmitt Island Master Plan with Design Guidelines 4. City Partnered with Techron to Showcase Start-ups in Dubuque and Across Iowa 5. Marshallese Community Snapshot with Medical Community 6. DC Trip with Chamber and Partners 7. Naming MCFC Building as “Rudy Sutton Building” 8. Community Engagement Process for CC Goal Setting 9. Created Residency Advisory Commission 10. Arts and Culture Master Plan 11. Source of Income Committee Report: Expanded Affordable Housing and Rebrand Section 8 12. GDDC and United Way Completed Community Mental Health Assessment and Day Care Survey + Cultural vibrancy + No flooding + Workforce availability + Improved transportation links + Leveraged funding + Increased/improved community engagement + Improved neighborhoods + Higher quality customer service Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 22 ACHIEVEMENTS 2016 – 2017 COMPLETED (continued) 13. Protected State Backfill for Property Tax 14. SW Arterial Jurisdiction Transfer from City to IDOT 15. CC Proclamation that Dubuque is a Welcoming Community 16. GDDC Completed Labor Shed Workforce Assessment and Gap Assessment with City 17. Inclusive Dubuque Developed Equity Profile 18. Chamber and City Partners Created Air Service Task Force to Expand Commercial Air Service 19. ICC Celebrated 10 Year Anniversary 20. Infrastructure Plan Submitted to White House 21. Execution of HUD Resiliency Grant Agreement 22. GDDC Cultural Snapshot with Millennials 23. 10th Annual GSC 24. Grade Level Reading All-American City 2017 Application 25. Winter Farmers’ Market Partnership with 4 Mounds and MCFC PROGRESS: 1. Imagine Dubuque Community Engagement for New Comp Plan Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 23 ACHIEVEMENTS 2016 – 2017 PROGRESS (continued) 2. Construction and Funding of Upper Bee Branch Project 3. Hispanic Community Cultural Snapshot 4. Peer Hearing Council and ISU Reconstructing ICC Training to Partners 5. Imagine Dubuque Community Engagement for New Comp Plan 6. Construction and Funding of Upper Bee Branch Project 7. Hispanic Community Cultural Snapshot 8. Peer Hearing Council and ISU Reconstructing ICC Training to Partners 9. Central Avenue Corridor Initiative with ISU and GDDC 10. CFGD and City Received Grant for Community Engagement in Washington Neighborhood 11. City PSA/Cash Out Grant Agreement include Equity 12. Alliant Energy Solar Arrays 13. Methane Capture at WRRC and Landfill 14. Americas River III Committee Formed, Meetings Schedules Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 24 CITY GOAL 3 IMPROVED CONNECTIVITY ACHIEVEMENTS 2016 – 2017 MEANS TO RESIDENTS COMPLETED 1. The Jule: Ridership, Hours and Routes ** 2. Bandwidth Sharing ** 3. Historic Federal Building HD Upgrade ** 4. Grandview-Delhi Roundabout ** 5. NW Arterial/Chavenelle Intersection Improvements ** 6. NW Arterial Trail (Holiday Drive to Chavenelle Drive) ** 7. English Mill Road Reconstruction ** 8. New Airport Terminal ** 9. Asphalt Overlay 10. Intermodal Center 11. Parking Ramp 12. New Corporate Hangars 13. NW Arterial Bike Trail Improvements 14. East-West Corridor Study PROGRESS 1. Southwest Arterial ** 2. Electronic Fare Cards/Payments + Increased accessibility + Retaining passenger traffic (improved) + Improved quality of life + Increase neighborhood value + Walkable/bikeable community + Improved traffic flow + Increased service hours Jewell transit ridership up 13% Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 25 ACHIEVEMENTS 2016 – 2017 PROGRESS (continued) 3. PEG Digital Encoding 4. Bus Storage Facility 5. Asphalt Overlay 6. Bee Branch Greenway 7. Bus Stop Improvements 8. ADA Improvements 9. Green Alleys 10. Pennsylvania/Arterial Turn Lanes 11. Uber/Lyft Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 26 ORGANIZATION GOAL FINANCIALLY RESPONSIBLE CITY GOVERNMENT AND HIGH PERFORMANCE ORGANIZATION ACHIEVEMENTS 2016 – 2017 MEANS TO RESIDENTS COMPLETED 1. Debt Reduction Plan ** 2. Budget without Tax Rate Increase ** 3. Department Head Retirements and Hires – Young, Creative Professional Presentation ** 4. W Desk: Implementation 5. Direct Time Entry and Employee Access Center 6. Accela Software: Implementation 7. E-mail and Operating System (to Microsoft) 8. Affordable Care Act: IRS Data Reporting 9. Electronic Submission of Permit Applications: Implementation 10. Management Philosophy Workshops and Orientation 11. Financial System Upgrade: Implementation 12. SunGard Optimization for Budget Module and Project Module Implementation 13. Auditing Services Contract + Confidence in City staff and leadership + Best return on taxes (investments) • Lowe tax rates • Affordability + Staff pride in work and accomplishments + Grant dollars leveraged + Responsive communications + Leadership and collaboration • CIWA • Bee Branch • Intermodal • Change Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 27 ACHIEVEMENTS 2016 – 2017 COMPLETED 14. Concession Agreement Revision 15. Labor Contract 16. Integrated Pest Management: Report 17. Medical Plan and Stop Loss Insurance Program: Third Party Contract 18. Investment Policy: Re-Certification 19. Plan Review: Refinements 20. Non-Emergency Mobile/Portable Units: Replacement 21. Building Services Department Renovation Project 22. Personnel Department Renovation Project 23. Open Data Budget/Expense 24. P2C Police to Citizen 25. Public Private Fiber Optic Partnership 26. GFOA Excellence Award for Budget and Financial Report 27. Engagement Tool Kit PROGRESS 1. Web QA 2. Accela new Permitting System Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 28 OTHER CITY SUCCESSES ACHIEVEMENTS 2016 – 2017 MEANS TO RESIDENTS COMPLETED 1. IPM 2. Parks in all Neighborhoods 3. Pool Assessment 4. Continued Annual Programs and Participation Increased 5. 175 years of TH Digitized for Online Access 6. Mission of Mercy Dental Clinic 7. Library Opened Marker Space 8. 181 Programs to Day Care Centers 9. Approved FT Arts and Culture Coordinator 10. Launch of Food Pantry (MFC) 11. Taste of the World 12. Arts Master Plan Adopted 13. Purchase Colts Building to Expand MFC 14. Valentine Park Expansion 15. JD Film Festival PROGRESS 1. City/County Library Collaboration + Greater convenience for books and other library materials + Learning of different people, places and cultures + Healthier living + Abundance of fun and free things to do + CP leveraged funding + Greater access to participate = more options + Easier for strollers and grandparents to get around + More resources for all Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 29 ACHIEVEMENTS 2016 – 2017 PROGRESS (continued) 2. Eagle Point Park – MRHP Nomination 3. Trailer Program 4. Equity Plan (LS) 5. Five Flags Study 6. GLR 7. ADA Transition Plan 8. Skate Park Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 30 Departmental Successes City of Dubuque 2016 – 2017 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 31 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Airport Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the City and to a resident were as a result of each achievement. Success: New Airline Passenger Terminal Building completed and operational Impacts: 6 months ahead of schedule and approx. $2-3 mil under budget Success: Increase in number of business jets based at the airport Impacts: Higher cash flow, and more activity at the airport Success: Airport Open House Conducted Impacts: 2,500-3,000 attended free event Success: Experimental Aircraft Association and University of Dubuque Fly In Breakfasts Impacts: Supported breakfasts with equipment, furnishings, and staff Success: North American Trainer’s Association Formation Clinic Impacts: Fuel Sales of nearly 10,700 gallons and est. $200,000 local Economic Impact of event Success: Jet Center now performs ground handling services for Sun Country Charter flights Impacts: Additional revenue Success: Increase in passenger enplanements over 2015 Impacts: Increased passenger loads, continued trends, more attractive for expansion Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 32 Success: 14% Increase in Diesel fuel sales Impacts: Exceeded FY 2015, more revenue Success: 7.5% Increase in 100LL UD Fuel uplift Impacts: Exceeded FY 2015 Success: 19.6% Increase in amount of Aviation Oil sold Impacts: Exceeded FY 2015 Success: 10% increase in overall Jet A fuel sales Impacts: Exceeded FY 2015, more revenue Success: Julien Dubuque International Film Festival sponsor Impacts: More inbound traffic and showcasing Dubuque Success: Iowa Public Airports Association conference host & sponsor in Dubuque Impacts: Showcased Dubuque to industry Success: Completed Triennial Disaster exercise as required by FAA Part 139 regulations Impacts: Maintains partnerships with adjacent law, paramedic, and firefighting communities Success: Sponsor of the July 3 Airshow Impacts: Positive community event Success: Multiple student interns from local universities Impacts: Greater exposure of City and airport in a positive learning event Success: Hosted Commemorative Air Force B29 Impacts: Airport and historical awareness Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 33 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Budget Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Completed the FY 2018 Operating and Capital Budget. Recommended a budget that had no property tax increase to the average homeowner and recommended utility rates that will allow the City to meet revenue bond covenant requirements. Impacts: Benefits the City and citizens by providing a fiscally responsible spending plan for the upcoming year, which maintains the valuable services to the citizens and infrastructure enhancements within the City. Success: Revised the FY 2018 budget documents to conform to GFOA’s standards and increased mandatory budget reporting. Submitted budget for GFOA Distinguished Budget Presentation award. Impacts: Benefits the City and citizens by enhancing the budget document to GFOA standards that is effective as a policy document, operation guide, financial plan, and communication device. The GFOA standards provide citizens with a document that is clear, understandable, and gives complete information on all funds subject to appropriation. The City has received the GFOA Distinguished Budget Presentation award eleven consecutive years. Success: Compiled and submitted the County TIF report. Impacts: Adds a level of transparency to citizens on the expenditures of TIF funds. All information reported to the State of Iowa is available on the Iowa Department of Management’s website. Success: Implemented Wdesk – a cloud based platform that links to data sources Impacts: Benefits the City and citizens by providing an efficient way to compile the budget documents with accurate information in one place that is directly linked to the City’s general ledger system. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 34 Success: Implemented Iterations and Uploading to the Budget Module Impacts: Benefits the City and citizens by increasing accuracy by automating the entry of department budgets into the system which eliminates as much manual entry as possible and reduces the amount of human error. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 35 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Building Services Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: All staff continues to earn continuing education credits to maintain their current certifications. Additionally, staff members have earned five new certifications this past year adding more depth and knowledge to our Permitting and Inspection Department. During our FY18 budget process we have gotten additional funding approved so or permit clerk can participate in a two-day seminar and take an exam upon completion to earn the Permit Technical certification through the International Code Council. Our Staff has started to perform combination inspections saving time for the general public in the field for inspections, this also allowed us to cut-back on staffing over the past fiscal year. Impacts: This benefits the community by means of a higher level of service we deliver based on our training, saves money and is fiscally responsible by utilizing free training, new certifications allow for cross-training and support the demand for inspections by the public. Training opportunities allows our staff to provide education and outreach by sharing the information obtained at the training events. Positive outcome of making sure all work is done in compliance and meets the minimum code requirements producing quality, safe, and healthy structures for our citizens. Success: Accela software will replace Permits Plus effective June 1st, 2017, our Department and other Departments have been working hard to test the software and customize it to fit our Departments needs as well as the demands from the public users. Our new permit software will now place all Engineering, Housing, and Building records under one umbrella in the new software, and enhances our workflow process with many other Departments during the Plan Review and approval process. Impacts: The new technology will benefit the citizens financially by eliminating trips to City Hall to apply and pay for permits. The citizens will be able to create a user account with Accela and electronically submit applications and payments, save their personal information to expedite the permitting process saving them time and money. All citizens will have access to all information in regards to permits issued on all projects and all inspection records as well. The citizens will be directly connected and have access to view all information throughout the entire permitting process from Plan Review to Final Completion. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 36 Success: Rustic Pointe and South Point residential subdivisions have been approved under TIF agreements. South Point grading and site plan development got underway in May of 2017. Currently the Water Department has a proposal out for bid to get water mains out to the Rustic Pointe subdivision. Rustic Pointe subdivision will also start grading and site development at some point in the summer of 2017. Together these two subdivisions will provide over 200 new residential lots for our citizens and developers to build on, with a variety of single-family lots and town home lots. Impacts: Supporting the demand for additional residential lots enabling new construction of single-family and two-family dwellings to take place within the City of Dubuque to support growth and expansion of our population. Collaboration of multiple City Departments, Developers, and Designers throughout the planning phase will produce quality well-planned safe new neighborhoods with solid infrastructure and well- designed new parks for our citizens to enjoy. These Developments will feed and support many different sectors of our local economy creating jobs, revenue, product sales, and new tax revenue as well. Citizens Successes Success: Vacant Abandon Building Licenses and enforcement procedure improvements have been implemented into this process to improve data tracking and regulation of vacant properties. This has been a collaborative effort between multiple Departments to improve the efficiency and effectiveness of this area of enforcement. The Building Services Department issued over 26 VAB licenses in 2016 compared to only 3 licenses the previous year, these properties have been inspected and in some cases currently under enforcement action as well. Additionally, properties that have not complied with license requirements have come under enforcement and are being held accountable for the condition of their properties and currently we have 15 properties with court dates set. Impacts: Improves the overall quality of all neighborhoods and creates a safe environment for our citizens and youth who may be attracted to enter these types of structures that are left abandon. These enforcement procedures will also help eliminate declining property values, increase the ability to sell or attract new residents to certain areas affected by vacant structures. Improves the overall appearance of the entire neighborhood and community by making sure the structure and yard are properly maintained. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 37 Success: Design Review Team participation and enhanced Plan Review procedures within the Building Services Department. This has been a strong tool and has increased public satisfaction with the Code Enforcement process. Our staff has started to engage earlier on in projects, and using or experience and knowledge to point out any possible issues we see well before the project hits the ground. This participation allows consultants to make necessary changes to building plans long before the bidding process even starts or before plan submittal to our Department. Impacts: Through active participation in preliminary planning stages of developments and projects we are supporting the Designers, Architects, Engineers, and Citizens by providing important information to move their project from paper to construction. Plan Review process improvements help avoid costly mistakes, change orders, and project delays during the construction phase. This process avoids conflicts, arguments, and misunderstanding between are permit applicants and Inspection staff as well. Proper planning ensures structures are being built to meet minimum code requirements and all life safety issues as well. Citizens Successes Success: Outreach and Education on the newly adopted 2015 International I-Codes has been done throughout this past year to our local residents, contractors and consultants. Our staff has done an excellent job explaining some of the major changes through the adoption process and worked very effectively with the public on all the new projects that have been permitted under the new codes. Impacts: The adoption of the new I-Codes and the additional training on utilizing the IPMC for enforcement purposes on problem properties increases our ability to enforce effectively leading to safer structures and neighborhoods for our community. The adoption of the new I-codes puts our community in alignment with many other municipalities with the state of Iowa making is easier for our consultants and contractors to bid and perform work in our community as they would in others. Providing safe, clean, and healthy living conditions is a key ingredient to the success of an individual both young and old. Success: Performing Plan Reviews that support the preservation of our older structures by retaining and protecting the original character through the utilization of the Existing Building Code section in combination with our Historical Building Ordinance. Our Department assists consultants and property owners in filling out the compliance performance measurements that are used to protect the Historical Integrity of the property while still maintaining and ensuring public safety on the finished product as well. Impacts: The outcome is the retention of our Historic structures by allowing Architects and Developers to meet minimum code requirements while still preserving the historical integrity of the structure. Supporting and offering creative design solutions that incorporate both old and new methods of construction to soften the overall expense endured during these projects. Support community efforts to revitalize the inner core of our community supporting development within the Urban Renewal District. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 38 Success: Facility Management improvements to City Hall, Annex, Historic Federal Building, and the Multi-Family Cultural Center, 5th Street Restrooms, and the Colts Building at 1101 Central Avenue. Our staff has taken a more proactive approach to Facility Management by implementing a new process to annual inspections and cleaning of our HVAC equipment. This process helps up manage and better care for our equipment, providing us with feedback on the condition and overall life span. We are beginning to build a database on each facility projecting both short and long terms expensed to prepare accurate budgets for facility management. Developed a new custodial schedule to help share responsibilities at each facility utilizing our strengths to better care for each building. Our ADA consultant finished the transition reports this past year and we are currently working through the reports to plan for future improvements at each facility. Accomplishments include renovations in IT Department, Health Department, Building Department, Personnel Department, Mothers Room at the Annex, and HVAC improvements at the Annex, City Hall, and the Federal Building. Impacts: Our community members will benefit by having better and improved accessibility when using our City facilities, parks, and public sidewalks through the efforts of our consultants work on the transition reports along with improvement projects in the future. Our facilities are kept clean, safe, and well-constructed and functional for our staff and the public to enjoy. Our HVAC systems are maintained and checked on annual basis to provide efficient heating and cooling to our facilities. New renovations allow for better public use of our offices, and provide optimal use for our staff. City Hall again provides a clean and well-kept environment to host the summer farmers market, and City Staff also provided the winters farmers’ market access to the building located at 1101 Central avenue as well. Success: The Building Services Department continued to offer the Neighborhood Enhancement Lighting Program and extended this program Citywide this past year. The Building Department also still provides ADA assistance to our local business while they make improvements to access for parking, entrance, or interior accommodations making them proudly assessable for our citizens. Citizens Successes Impacts: Our Lighting program enhances safe neighborhoods and provides an added layer of security around the entire perimeter of the yard citywide. Our ADA financial assistance program has helped new and existing businesses make the necessary improvements creating a welcoming environment for all to enjoy. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 39 Success: F.O.G “Fats Oils and Grease” program improvements have been made in regards to the Plan Review process prior to the issuance of a Plumbing Permit for the work to be done. The Building Services Department requires the Plan Review Checklist to be submitted along with the brochure and model number on the Grease Interceptor to be installed. We perform a mandatory Plan Review of the proposed work and equipment to be installed prior to permit issuance to ensure the proper sized unit is installed and plumbing work is done in accordance to meet minimum code requirements. We offer assistance throughout this process specifically in existing older structures to help remove barriers that exist or hinder the re-development into a new food establishment. Impacts: Through teamwork and collaboration with multiple Departments our City staff is helping eliminate FOG from entering both private and public sanitary lines avoiding costly clean-outs and clogs in lines. Establishing a FOG program through education and outreach first, followed up with enforcement second offering support to our community so as a whole we are all in compliance with our Consent Decree to remove and keep FOG out of our sanitary system. Success: The Building Services Department has improved efficiency of our Permitting and Inspection services that have greatly benefitted the public and allowed us to cut one part-time position, and freeze another full-time position in the FY18 Budget process. Changes have been made and our staff is working effectively as a team to provide additional support to each other allowing us to make these cuts yet still provide an outstanding service to the public and our permit applicants. Staff has taken on additional responsibilities and earned additional certifications, allowing us to perform combination inspections in the field saving travel time, vehicle expense, and inspection time as well. Impacts: Creating a more self-sustainable department while still providing outstanding service to the public. Benefits for the public include less meetings with inspectors now that we can perform multiple inspections during one visit, improved communication by dealing with one inspector versus two or three. Vehicle expense and equipment expense has been reduced due to these changes. The utilization of technology and new software has also created work efficiency, providing the public with instant access to inspection results the minute the inspection has been completed. With improved efficiencies allows us to keep our permit fees stable with no increases which benefits our entire community during their construction projects. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 40 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Cable TV Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: HD Online Streaming Impacts: The benefits of streaming online in HD are: 1) Crisp, high quality video; 2) PowerPoints that are now readable (a tremendous benefit during budget hearings); and 3) a modern 21st century look that is more desirable for our residents, especially younger people. Success: PEG Digital Encoding Impacts: Nothing we have done in terms of equipment replacement and upgrades in the history of PEG in Dubuque has improved the audio & video quality for local cable viewers as much as switching to the digital encoding of our on-air signals. While our five PEG channels remain standard definition (SD), the video is sharper, more saturated, and overall just more viewable, and at the same time the audio is now stereo. The City of Dubuque’s two channels look and sound as good as the SD signals of all the other channels available on the cable system. This means that more residents are likely to watch and be exposed to the vast amount of information we make available. Success: Video Feed to the Intermodal Transportation Facility Impacts: We now send a direct HD video feed from the City Hall Annex control room to the Intermodal Transportation Facility where CityChannel Graphics (our bulletin-board only cable channel) displays on a monitor in the indoor waiting area for people waiting for transportation. This feed exposes our channel to additional people and hopefully increases community knowledge by making more residents aware of City activity. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 41 Success: Historic Federal Building HD Upgrade Impacts: Nearly 100% of the video infrastructure was updated in this project significantly improved the production quality of our telecasts emanating from the Council Chambers. Two additional cameras allow for additional camera angles and enable us to provide better meeting coverage. It is now easier for the telecast producer to cover a meeting. Videos play much easier and the overall production quality is far greater. Additional speakers in the Council Chambers make it easier for people in the room to hear what’s being said. Post-production processing of the meeting recording has been significantly reduced because we no longer have to re-insert HD recordings of the presentations. Success: Monthly Construction Updates Impacts: In 2016 we continued our monthly construction updates for the Bee Branch project and began doing them for the Southwest Arterial project. These short videos, shared via social media as well as airing on CityChannel Dubuque, are very well received as they keep residents informed of the progress of these two major projects. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 42 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: City Clerk’s Office Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Continued Organization of Archived Council records Impacts: Allows for expedient searching and recovery of previously inaccessible documents to aid with issues from departments working with citizens and businesses. Success: Special Events Permit Booklet Updates Impacts: Clearer language regarding fireworks and allowing for aluminum cans creates safer, sustainable special events. Success: Established membership with the French Heritage Cities Network and webpage presence. (Francophile/Francophone Cities Network) Impacts: Supports Dubuque’s connectivity to other North American cities with French Heritage; and promotes history, tourism and community. Success: Boards and Commissions Notify Me subscriber service Impacts: Allows residents to subscribe to automatic notifications for current and upcoming vacancies on the City’s boards & commissions, which promotes membership, continuity of service, and citizen engagement. Success: 167 safe and community-focused special events permitted Impacts: Events engage residents, provided for a livable community and enhance social/cultural vibrancy Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 43 Success: Detailed online FAQ information page established for usage of the amphitheater in conjunction with the Leisure Services Department Impacts: Provides residents with easy access to information related to the usage of a city facility. Success: Paperless liquor license approval process established in conjunction with the Iowa Alcoholic Beverages Division Impacts: Provides businesses with an efficient, expeditious and sustainable license renewal process Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 44 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: City Manager’s Office - Administration Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: WebQA Impacts: Increased usage has helped us improve monitoring and response of citizen issues Increased employee training and understanding of WebQA. The average time for the CMO to resolve a citizen issue in FY16 was 13.81 days; FY 15 it was 15.72 days; in FY14 it was 22 days and over 79% of citizen’s issues were resolved in 10 days or less (improvement from 50% in FY14.) Success: Developed Guide to Policy Agenda Booklet Impacts: Develop a user guide for city staff on the City Council Policy Agenda. The guide includes information on the detail under the vision and mission statements, the city, community and organizational goals, the priorities, management agenda, management in progress and major projects. The booklet provides guidance on items include key issues for each priority as well as City Council approved language under outcomes and value to residents. Success: Quarterly Goals & Priority Report Impacts: Regular reporting process to City Council on over 50 Management in Progress items. Report allows city staff to provide updates to the city council to keep them informed on project progress. Success: Policy Agenda Report Impacts: Provide a simpler, easier to read report that focuses exclusively on the Top and High Priorities, their impact and the schedule. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 45 Success: Interim Management of Building Services Department Impacts: Provided for ongoing management of the department despite retirement. Interim management effort identifies process improvement opportunities through an assessment of current department practices, policies and fee structures. Success: ICMA International Fellow Host Community Impacts: Dubuque seen as strong partner with ICMA and has been selected by ICMA to serve as host community every year since pilot program began. Dubuque has hosted Fellows from eleven different countries including: China (2xs), Australia, New Zealand, Indonesia, Timor-Leste, Malaysia, Laos, Thailand, Vietnam, Cambodia and Philippines. Success: Growing Sustainable Communities Conference Impacts: High quality keynote speakers, record attendance – over 20 states represented. Dubuque recognition as a leader in sustainability. Great local, regional and national recognition. Success: ICMA International Committee and Sustainability committee Impacts: Dubuque is represented on the ICMA International committee and is the only city to have two representatives to serve on the Sustainability committee, including ACM Steinhauser serving as Chair of the Sustainability committee. Dubuque seen as a key leader in sustainability effort. Also seen as a leader is supporting the Fellowship Exchange program and as a result is sought after to host Fellows and write letters of support for future grants. Success: Special Event permit process Impacts: Key partnership with City Clerk Office. Successful implementation of WebQA online form, Courtesy Permit and Waiver Policy to respond to citizen requests. The online form and WebQA system has improved the review and approval process as well as noting any issues once an event is over. Special events create welcoming and inclusive communities while providing fun and entertaining venues that enhance quality of life. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 46 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: City Manager’s Office – Intergovernmental Affairs and Strategic Partnerships Please list your department’s most important achievements that were completed during 2016 under “Success.” Under “Impacts”, please explain what the benefits to the City and to a resident were as a result of each achievement. Success: Federal, state and private grants achieved for the City and partners include: HUD National Disaster Resiliency Competition award of $31.5 million for creating greater resiliency in the flood prone neighborhoods and homes of the Bee Branch and to fund critical connecting storm water infrastructure on East 22nd/Kaufmann to Kane Street and West 17th/Locust Street. SW Arterial final transfer of jurisdiction agreement accomplished with IDOT, USDA Catfish Creek Watershed Management Authority nutrient trading grant secured through Iowa League of Cities, final Airport Terminal grants/FAA funds secured for legal challenge. AmeriCorps grants, amended IFA ROSE housing program Impacts: Grants support, construct and/or implement priority projects, programs and policy of the City of Dubuque Success: Staff Kelly Larson and Anderson Sainci along with Fountain of Youth Partner Caprice Jones to the final My Brother’s Keeper meeting at the White House fall 2016. Planned and partnered with the Dubuque Area Chamber of Commerce, Greater Dubuque Development Corporation, Community Foundation of Greater Dubuque, East Central Intergovernmental Agency and Dubuque County for the 2016 Annual Congressional Staff Visit in August. Hosted three-day tour of Dubuque highlighting programs, policies and projects for key staff. Impacts: Communicated Dubuque’s challenges and explored opportunities in the area of economic development, alternative revenue streams, disaster mitigation, job creation, workforce and resilience. Cultivation for grant applications. Maintained awareness and expanded public outreach for Dubuque brand. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 47 Success: Met with Pentagon officials to advance the Chaplain Schmitt Pearl Harbor WWII medal correction to Congressional Medal of Honor. Senator Joni Ernst, member of the Senate Armed Services Committee, has agreed to be our lead advocate as the process advances to the Pentagon medal correction commission. Currently awaiting Trump Administration appointment of Sec of Navy to proceed. Chaplain Schmitt’s remains were recovered and identified at the Punch Bowl on Oahu and returned in solemn ceremony, interred at Loras College Christ the King Chapel after memorial services were held the night before in St. Lucas, Iowa. Impacts: Working with local veterans and family members to secure appropriate recognition for Chaplain Aloysius Herman Schmitt’s acts of bravery and ultimate sacrifice at Pearl Harbor. Celebrated closure with the family and community of Chaplain Schmitt. Success: Successfully planned and executed spring 2017 DC trip. Traveled with partners from the Chamber, GDDC, ECIA to make WH and Hill visits. Secured meetings and presentations with White House staff and Trump Administration leadership including Douglas Hoelscher and William Kirkland, Office of Intergovernmental Relations. Presentations were made by City staff to officials at the Department of Energy on CNG and hydroelectric potential at Lock and Dam 11, to DOT staff on the STREETS program and advocated for Tiger and Fastlane grants, discussions were held with EPA on lead service line replacement funds, and with WH and Congressional staff on the negative impacts of the President’s proposed budget that would eliminate programs essential to cities. These programs include AmeriCorps, Federal Historic Tax Credits, CDBG, EPA brownfields grants, Tiger grants, the Economic Development Administration and others. Staff also presented on the Inclusive Dubuque program. Met and discussed City Council and partner priorities and projects with Senators Grassley and Ernst and Representative Blum and staff. Impacts: Communicated, advocated, educated and cultivated support for the City and partners. Kept Dubuque’s priorities in front of leading policy and appropriations decision-makers. Success: Maintained relationship with executives at American Airlines through merger with US Air. Created a new business advocacy team for commercial air service to secure additional hubs and/or additional flights with American or alternate air service. Impacts: Protect current air service and promote expansion with key leadership at AA and other airlines. Success: Successfully amended the ROSE program to include existing homes for restoration in the state program at Iowa Finance Authority. Impacts: Expands source of funds for partner developers in Dubuque as they tackle priority restoration of neighborhood residences on North End, Washington Neighborhood and Point District. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 48 Success: Mayor Buol invited to represent the Mayors of the Mississippi River Cities and Towns Initiative in Washington DC and Natchez. Mayor Buol advocated successfully for expansion of the FEMA pre-flood mitigation funds program with other Mayors of the Mississippi River. The MRCTI created the Mississippi River and Tributaries Congressional Caucus and coordinates policy priorities in Washington DC that impact Dubuque. Impacts: Demonstrated leadership of the City of Dubuque, direct input and impact on river related policy that supports city and partners. Success: IBM Watson Research Center Smart Travel program and the ECIA-City STREETS program continue to advance with federal research fund support. STREETS program will receive the innovation award in Denver CO in June 2017. Impacts: Creation of a national model for public transportation in cities under 200,000 population and deepening of City of Dubuque’s relationship with USDOT and IDOT staff. Success: Attended IDOT Commission meetings and advocated for City interests related to transportation infrastructure. Work was completed with all federal earmarks funds held by the City and the next phase through completion will be funded by IDOT. Impacts: Continued to cultivate support for City transportation priorities and implement the plan for the SW Arterial/Hwy 52. Success: Continued to advocate for City’s priorities with the Iowa legislature including protection of TIF, protection of the backfill, fought for local control unsuccessfully, advocated for emergency radio funding, defended the Iowa State Historic Tax Credits. Worked in partnership with the Smart Growth Developers, Metropolitan Coalition and the Iowa League of Cities. Impacts: Continue to advocate for Dubuque’s legislative agenda – preserving and protecting funding, policies and programs that serve Dubuque and the citizens of Iowa. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 49 Success: Arranged meetings for Dubuque citizens with the Governor. Met with Lt. Governor Kim Reynolds on multiple occasions preparing for her succession to the position of Governor as Governor Branstad is appointed Ambassador to China. Met privately with State administrative leadership to advance Dubuque agenda including Iowa Economic Development Authority Director Debi Durham, Department of Cultural Affairs director Mary Cownie, Iowa Department of Revenue director Courtney Kay Decker, Department of Homeland Security Emergency Management director Mark Schouten and staff project POC Carol Tomb, IFA Housing director Carolann Jensen, IEDA HUD coordinators Tim Waddell, University of Iowa Flood Center director Dr. Larry Webber, DNR Staff to discuss CIWA purchase and SRF funding and others Impacts: Maintained and expanded relationships with the Governor, Lt. Governor and state officials Success: Continued to assist with the implementation of the Iowa Flood Mitigation fund support of $98.5 million for Bee Branch Impacts: Bee Branch Watershed Flood Mitigation project will be implemented completely providing flood protection and amenities for Dubuque’s oldest neighborhoods which have endured six presidential disaster declarations in the past decade as a result of flash flooding. Success: Continue to work in partnership to strengthen My Brother’s Keeper initiative in Dubuque in partnership with Black Men Coalition, Boys Girls Club, Dream Center, Multicultural Center, St Marks Youth Enrichment Center and many others Impacts: Continue to promote inclusion in Dubuque and support other community initiatives Success: Mayor invited by the US State Dept. to represent Dubuque and participate in discussions with Mayors of China at US – China Carbon Emission Summit in Beijing Impacts: Promoting Dubuque brand of sustainability and demonstrated leadership on reduction of carbon emissions with global leaders specifically state dept. officials and Chinese Mayors. Success: Speak with the leadership team of People for the Steeple at the former St Mary’s to support the capitol campaign to restore the church and campus in partnership with Opening Doors, YWCA, Four Mounds and Heritage Works Impacts: Restoring places and people in Dubuque’s most at risk neighborhoods. Building resiliency into Dubuque’s North End. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 50 Success: Dubuque was recognized as a leader in EPA Brownfields grant program and implementation. Lead a national webinar on brownfields and leveraged economic impacts of the program with Economic Development Director Maurice Jones. Impacts: Continue positive relationships with EPA staff in Kansas City Regional offices and in DC headquarters Success: Was invited to serve on the National Local Government Advisory Committee for the EPA. Regular meeting via conference call and one trip annually to DC funded by the EPA. Impacts: Opportunity to advise EPA Administrator on policy impacting local governments. Success: Met with the US Army Corps of Engineers staff Rock Island District to identify funding opportunities for flood wall related projects including interior drainage study, replacement of flood wall gates and pumps, burying of the I Wall in South Port, construction of a large boat docking area for excursions boats. Also, created the opportunity to study environmental and recreational enhancements master plan for Dubuque with Corps RI staff. Impacts: Identified funding partners for city priorities. Success: Forged new partnerships with Alliant Energy and IDOT to enable construction of Iowa’s largest solar arrays in Dubuque. Impacts: Support the Sustainability Initiative and create opportunities for public education on resiliency in Dubuque. Success: Working with Smart Growth Developers, commissioning of an economic impact study for State Historic Tax Credit programs through Walker Tilly WI. Working with National Trust for Historic Preservation successfully defended federal Historic Preservation Tax Credits in DC. Impacts: Support partner developers in reclaiming urban core. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 51 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Economic Development Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Brownfields Area Wide Planning Impacts: Re-development of the South Port Success: Flexsteel – New facility, Dubuque South Impacts: Retained 200+ jobs & $25+ Million investment Success: New Micro-lending program: CDBG Iowa Micro Loan Impacts: Access to capital for diverse entrepreneurs Success: Sacred Heart Redevelopment [Marquette Hall] Impacts: Redevelopment of/for school into affordable housing units Success: Wave Reaction Impacts: $2.2 Million investment in downtown Dubuque Success: Industrial Park Site Certification final stage Impacts: A Certified shovel ready site for development Success: Co-Location Parking with Transit in the Intermodal Impacts: Cost savings and efficiencies Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 52 Success: New Part-time PEO/Parking Impacts: Increased Customer Service Success: Parking operation re-organization Impacts: Improved Service Success: Extended Transit weekday evening service to begin August 14, 2017 Impacts: Extended service will allow residents to work a variety of shifts, complete shopping trips after work, and attend community events in the evenings. Success: Transit - Construction of the new Jule Operations and Training Center underway – expected to be completed by November, 2017 Impacts: Reduces deadhead miles to fueling location, on-site CDL training course and training conference room, replaces facility that is too small for fleet and outdated for proper vehicle maintenance. Success: Transit - Rhomberg Bus Stop Improvement Project will be completed by July 1, 2017 – all stops on Rhomberg Ave. will be ADA accessible. Impacts: Easier accessibility for Jule customers. Success: Arts and Culture – Successful completion of Arts and Cultural Master Planning process Impacts: Staff and residents now have a guiding document to aid in the growth and development of the arts and cultural sector Success: Arts and Culture – 1st annual Arts and Business Luncheon Impacts: 90 participants across two major local sectors, arts and business, took initial steps toward greater communication and equitable collaboration Success: Arts and Culture – Updated grants to include diversity, equity and inclusion components Impacts: The City of Dubuque’s expectations of equitable and inclusive access to activities funded by the city, has been built into the structure of the arts grants. Organizations applying for city dollars are aware of the city’s commitment to diversity equity and inclusion. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 53 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Emergency Communications Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Fire Department Electronic Dispatching Impacts: Calls are dispatched quicker for better service to citizens of Dubuque Success: Continued expansion of “911 in the Schools” program to 27 schools and over 1200 students in the Dubuque Community Impacts: 1245 First Grade students taught the proper use of and how to dial 911. Success: Continued validation of over 3000 warrants and several hundred no contact orders Impacts: Verifying information entered into the national database to make sure accurate information is entered to help prevent false arrest Success: All Dispatchers Emergency Medical/Fire/Police Dispatch Certified Impacts: All dispatchers trained on how to answer calls same way and get more efficient response for calls Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 54 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Engineering Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Southwest Arterial Project - Groundbreaking Ceremony Impacts: With the significant development and advancement towards the completion of the Southwest Arterial with multiple construction projects underway and the 4-lane grading started on the project, to commemorate the milestone achievement, a Groundbreaking Ceremony was held Oct. 11, 2016 Success: Southwest Arterial Project - Property Acquisition Impacts: The City is substantially complete with all the right-of-way property acquisition for the 56 impacted properties along the Southwest Arterial Corridor. In total, there were 93 owners, leasehold or rental tenants affected which required separate good faith negotiations to secure purchase agreements or interest release settlements. Of the 93 owner, leasehold or tenant interests, the City was successful in securing 82 purchase agreements, however 11 property owners elected to proceed with eminent domain proceedings. The condemnation hearings were held and judgment settlements were issued, however 9 property owners elected to exercise their legal right to appeal the condemnation commissioner’s compensation award judgment. Success: Southwest Arterial Project - Construction Impacts: There is currently $47 Million in construction projects that are either completed or are currently under construction for the continued advancement towards completion of the Southwest Arterial. Success: Completion of the Grandview-Delhi-Grace Roundabout Impacts: This project relieved congestion at this intersection and provided for safety benefits to pedestrians, bicyclists and vehicles. The roundabout reduces travel time to the public and reduces air emissions. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 55 Success: Completion of 20 green alleys as part of the Bee Branch Creek Flood Mitigation Project. Total green alleys to date completed is 79. Impacts: The green alleys help reduce storm runoff from rain events as well as filter out pollutants. The alleys will filter out 80% of total suspended solids and reduce nitrate and phosphate levels by 67%. The alleys also have been transformational to neighborhoods in improving the look of the area. Success: Upper Bee Branch Creek Project – Construction on schedule Impacts: Construction on the Upper Bee Branch Creek started in June of 2015. The project’s two general contractors Portzen Construction and Tricon Construction met the project milestone of having the project ready to convey flood flows by December 1, 2016. The project will completed and open to the public in July of 2017. Success: Award of EPA cleanup grant for East Blum junkyard site. Impacts: Funding allows building deconstruction and site remediation to proceed in 2017. Success: JOTC design and bidding phase completed. Impacts: Successful negotiations with EPA and Superfund site owner, Mid-American Energy allows the project to move forward with construction phase in 2017. This project removes a major source of blight in a high visibility area. Success: 16th Street Detention Basin Lower Trail funding Impacts: Supporting multimodal transportation, the project provides a safe interconnection between key areas of town connecting the Historic Millwork District, Schmitt Island, Upper Bee Branch & North End neighborhoods. Success: Hodge Transit Lease Agreement Impacts: This newly signed lease agreement will provide $345,000 in annual revenue starting in November 2018. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 56 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Finance Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Certificate of Achievement of Financial Reporting from GFOA for Comprehensive Annual Financial Report for 28 consecutive years. Impacts: Additional disclosures positively affect bond ratings and community confidence in government. Success: Unmodified audit opinion for the June 30, 2016 Comprehensive Annual Financial Report (CAFR). Impacts: Reflects positively on management of City finances. Success: Investments Complied with City investment policy. Impacts: Positively affects community confidence in government. Emphasis on security of investments. Success: Investment Policy was recertified with the Association of Public Treasurer’s United States & Canada. Impacts: Positively affects community confidence in government. Emphasis on security of investments. Success: Expanded paperless utility billing participation from 7.4% to 8% of utility customers. Impacts: Sustainability initiative. Improves customer service and communication. Success: Expanded employee electronic payroll remittances from 56% to 60%. Impacts: Sustainability initiative. Convenience for employees. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 57 Success: No findings in IPERS audit Impacts: Financially Responsible City Government and High Performance Organization. Employee confidence in City management of payroll withholdings. Success: Server Failure Recovery Impacts: Developed a written disaster preparedness procedure within the department. Success: Received $11,699 cash rebate for City’s purchase card program Impacts: Generates revenue for the City and improves efficiency and control over small and routine purchases. Success: Evaluated and Implemented GASB 72-Fair Value Measurement & GASB 73- Application and Accounting & Financial Reporting for Pensions and Related Assets Not Within the Scope of GASB 68. Impacts: Provides financial users additional information of City’s financial position. Success: Completed review of all lease agreement to ensure proper insurance documentation was on file. Impacts: Protection of City assets. Success: Successful incorporation of Key West & Twin Ridge water utility customers into our current Utility Billing system. Impacts: The seamless billing implementation builds customer confidence in the City’s billing system and accurate collection of water and sewer revenues due. Success: Filed FY’16 Annual Urban Renewal Report (TIF). Impacts: Separation of duties between Budget and Finance. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 58 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Fire Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Completion of first “Standards of Cover” document Impacts: Document outlining the department response capabilities. This will provide data to make decisions on future resource use and deployment and also provide better information to the public. Success: Incident command certification (Blue Card) for command personnel. Impacts: Advanced training for our incident commanders with nationally recognized certification. This provides industry best practices to our response and better organization and use of resources. Success: Solar arrays installed on five or six fire stations with power purchase agreement. Impacts: Electrical energy savings over the 20-year life span of the agreement. Success: Third-party fire protection system compliance program in place. Impacts: Improved tracking and faster resolution of fire protection systems in buildings. This leads to reduced occurrence of catastrophic fire loss through system compliance. Success: Private Fire Hydrant Inspection & Maintenance Impacts: Year 1 of 2-year project results in 80% compliance. Privately owned hydrants protecting many big-box and high potential life/property loss buildings have documented confirmation that these essential fire protection systems will work. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 59 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Health Services Please list your department’s most important achievements that were completed during 2016 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Implementation of Path Forward Plan (EPA Advance Program) for maintaining and improving Dubuque’s air quality, including partnering with the University of Iowa for CLEAR4- Clean Air in the River Valley, a collaboration to provide air quality education to the Dubuque Community. Impacts: Compliance with Clean Air Act. Proactively addressing on air quality. Citizens are learning about air quality through multiple avenues. Success: In compliance with FDA National voluntary retail food protection standards Impacts: Competent food regulatory staff. Provides for consistency in code enforcement and understanding by food industry. Success: New Environmental Sanitarian hired and completed several educational trainings. Impacts: Comprehensive environmental health services in an efficient manner. Success: Childhood Lead Poisoning Prevention Program and Lead Paint Program. Impacts: Fewer lead poisoned children and improved housing. Success: Establishment of Resilient Community Advisory Commission through a community engagement process and City Council approval. Impacts: Dissolution of Environmental Stewardship Advisory Commission (ESAC). New commission will focus on broader resiliency issues and city-related outcomes. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 60 Success: Emergency Operations Center (EOC) and disaster response planning and exercises (April 6, 2017). Impacts: City staff understanding of EOC procedures and emergency response. Success: Improved food service licensing process for new and change of owner establishments. Impacts: Food licenses are issued through a coordinated effort with staff. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 61 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Housing & Community Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Increasing opportunities for renters to move into homeownership; participation in HOME Workshop Impacts: Sense of pride, ownership, community involvement, and neighborhood stability. 22 of the 46 HOME Workshop participants became homeowners in 2016 Success: Homeownership in the Washington Neighborhood Impacts: Increase of ownership in the Neighborhood, pride and increase in value of properties Success: Developed the Officer At Home (OATH) Program to entice sworn officials to move into the Urban Renewal neighborhoods Impacts: Giving a sense of security to the neighborhood, supporting blended-income neighborhoods Success: Continued partnership with Community Housing Initiatives (CHI) Impacts: The assessed value of thirteen (13) properties that were acquired, rehabbed and sold increased by almost $550,000; supporting blended-income neighborhoods Success: Assisted nine (9) new First Time Homebuyers with CDBG funds throughout the City Impacts: Supporting young professionals to become homeowners; encourage community involvement. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 62 Success: Neighborhood Stabilization Program (NSP) Award grant received in 2008 in the amount of $444,328. State gave additional $58,218 to complete rehab and close out program Impacts: Acquired twelve (12) properties to date. Ten (10) have been rehabbed and sold to income qualifying households. One (1) property was deconstructed and will remain green space. One (1) property was acquired with CDBG funds and will be rehabbed with NSP funds. Success: IFA State Housing Trust Fund grant received in the amount of $141,283. Impacts: Provides additional funds to promote homeownership and rehabilitation in the Washington Neighborhood and allow households below 30% income to purchase anywhere within the City limits - Success: Continued partnership with Four Mounds (HEART) Program Impacts: Teaching high-school aged children renovation skills on City-owned properties, as well as partnering them with CHI properties. Success: Maintained partnership with Loras College Impacts: Teaching incoming freshman the value of volunteering their time to make a difference in the community. They did major clean up of exterior of City-owned property and ripped up carpet throughout property. Success: Reduction of Vacant & Abandoned Buildings; Selling Petitioned Properties to responsible owners Impacts: Safe & healthy neighborhoods citywide; increase property values, homeownership, green space and property values. Reduce crime, environmental nuisances, and density of neighborhoods. Reduction of Vacant & Abandoned Buildings; Selling Petitioned Properties to responsible owners Success: Increase enforcement of environmental complaints (grass/weeds/garbage/debris/snow ice); Greater participation through Web QA Impacts: Increasing quality of life through health, appearance, and perception. Success: Code Enforcement of deteriorated residential properties through pro-active exterior inspections Impacts: Code Enforcement: Retention of property values. Decrease in health or safety hazards. Increasing quality of life through appearance and perception. Robust sales of homes Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 63 Success: Timely response to rental complaints and violations Impacts: Increase quality of rental properties leads to better health outcomes and fewer accidents for residents. Success: In FY 2016, $3.9 million was paid to housing providers in rental subsidies US Department of Housing & Urban Development for housing assistance payments. Impacts: The above amount was invested back into the community to pay housing assistance payments to area property owners for rentals and for homeowners who qualify for the Housing Choice Voucher assistance. Success: The Family Self Sufficiency program assisted 142 families in FY 2016 Impacts: All of the families were provided case management with the goal of obtaining employment that leads to self-sufficiency. The program participants were provided referrals/access to childcare, transportation, education, job development, financial training and offered homeownership options. Nine families successfully completed the FSS program becoming economically self-sufficient and earning federal escrows averaging $4,009 while remaining free from welfare benefits. Success: Assisted Housing: In FY 2016, five Housing Choice Voucher Participants became first time homeowners. Impacts: Twenty-eight families have purchased homes under the Housing Choice Voucher Program since the City began offering the program beginning in CY2002. Prior to that time, an additional six families received Homeownership assistance utilizing excess administrative fees. These homeownership participants maintain their properties and contribute to property taxes. Success: Assisted Housing: In FY 2016, the Continuum of Care Special Needs Assisted Program utilized federal funds in the amount of $76,531 to provide rental assistance for homeless individuals/families with disabilities Impacts: The program provided rental assistance and case management for 17 households consisting of 25 persons including children. Clients also received supportive services totaling $79,948 that included case management, life skills, substance abuse counseling, and mental health services. Individuals/Families served are no longer homeless and now have safe housing. The program provides permanent, supportive housing. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 64 Success: Assisted Housing: In FY 2016, $70,032 was received from US Department of Housing and Urban Development (HUD) to provide rental assistance to families residing in the Moderate Rehabilitation Program units. Impacts: The Moderate Rehabilitation Program provides project-based rental assistance for low- income households that reside in specific units. Assistance is provided to property owners that remain under contract for the units leased to eligible families. The tenant’s share of rent is 30% of the household’s adjusted income. Success: Source of Income Dialogues Impacts: Recommendations to increase housing provider participation in Housing Choice Voucher program through education, outreach, and recruitment Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 65 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Human Rights Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Inclusive Dubuque developed equity tools; offered series of learning opportunities for network partners; hosted series of community dialogues; completed incident response plan; reported quarterly to Council on network partner efforts Impacts: Beginning to increase mutual understanding and knowledge related to advancing equity and inclusion Success: Equity Core Team has identified four goal areas, identified potential performance measures, developed questions to assess services and equity in delivery, began disaggregating data more intentionally, and worked with six pilot departments to begin to develop data so that an equity lens can be applied to service delivery Impacts: Department services responsive to community needs and easy access to services for all segments of the community Success: Pilot departments are sharing their successes around equity and inclusion and learning from one another Impacts: A workforce that possesses the understanding and skills to advance equity and inclusion Success: City’s Hate/Bias Incident Response Plan updated; Inclusive Dubuque network partners engaged in identifying types of incidents and proposed responses. Impacts: Dialogue about types of incidents and responses helps to increase mutual understanding; plan assist staff in being ready to respond if/when incidents occur in order to minimize escalation Success: Source of Income Dialogue sessions designed and implemented; work group completed work and recommendations to Council Impacts: Accurate data on City services used in decision making; increase in mutual understanding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 66 Success: Developed and implemented four-day workshop entitled Advancing Equity using an Intercultural Approach; several organizations sent teams who will now serve as intercultural teams in those organizations. Impacts: Mutual understanding, knowledge being applied with partner organizations so that we can collaborate effectively in advancing equity and inclusion throughout the community Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 67 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Information Services Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Successful transition to Office365 from Groupwise E-Mail and standalone OEM Microsoft Licensing. Completed January 2017. Over 600 e-mail accounts and 500 users were moved to the Office365 platform. Close to 300 staff attended training sessions on the new email and calendar applications. Although there were a few “hiccups” with the migration, by in large the transition from Groupwise went very well and completed with minimal downtime. Impacts: The move to Office 365 created: • A more standard and supported environment – this gives the City more options when there is need to integrate calendars and e-mail with other technologies – along with on-line training resources • Access to collaboration tools such as SharePoint and OneNote • E-Mail is now stored and managed in the cloud and no longer an asset that staff is responsible for on premise “care and feeding” • A more “user friendly” web access interface • Reduction of $400 in licensing costs going forward per PC • Training for all staff along with some one on one assistance provided an increase in staff knowledge • Easy access to City information and services for all • This is part of 2016 – 2018 Management in Progress FINANCIALLY RESPONSIBLE CITY GOVERNMENT AND HIGH PERFORMANCE ORGANIZATION: (E-mail and Operating System to Microsoft) . Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 68 Success: Move to “pure” Microsoft environment away from Novell. In concert with the move to Office365 was also the removal of the Novell Operating System, Client and filesystems. This created a standard Microsoft operating environment throughout the city. Impacts: The move to a Microsoft environment and away from a blended Novell/Microsoft created a more standard and supported client and server design. Many support resources are available vs the few (diminishing) that Novell offers. We continue to see an increased number of tools and software that easily integrate with a Microsoft environment. A better model for Server licensing has been deployed by combining hosts that was not available in a heterogeneous environment. This is part of 2016 – 2018 Management in Progress FINANCIALLY RESPONSIBLE CITY GOVERNMENT AND HIGH PERFORMANCE ORGANIZATION: (E-mail and Operating System to Microsoft). Success: Use of transparency applications for City expenditure, revenue and budget with work close to completion for open performance applications. Impacts: Use of the Open Budget and Open Expense tools has provided a way for both internal (city staff) and external (residents, businesses, stakeholders and partners) to find quick answers to expense, revenue and budget questions. Vendors regularly reference status of payments using the open expense tool. Open performance will offer an ability for both a data driven view of performance metrics and a place to “tell the story” of a project or initiative. Departments have had numerous training opportunities on what it means to be a “data driven organization.” Much work has been done to outline the goal areas, outcomes and key performance indicators. It is a journey from “how much” to “are we making a difference” and “is the needle moving toward desired outcomes.” The Open Performance application supports the Council’s work on defining a Progressive City Government as: Monitoring, measuring and adjusting based upon community rating/performance measures. Some additional areas of impact that the transparency and open data initiatives address include: • Adapting and responding to changes in the community’s needs and economic condition by using readily available and standard data sources • Residents, stakeholders and staff can directly access information to see they are getting value for their tax dollars using technology that inform the community, assists staff in increasing productivity and to promote transparency • Become a smarter resilient city using sustainable technology across a variety of silos creating a replicable model community for the world • Maintain transparency and increasing trust in City government • Staff has access to a common data source providing accurate data on City services and use in decision-making Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 69 Success: In collaboration with GDDC Sustainable Innovations much work was completed on both process and product around broadband expansion. Commuting through telecommunications, “feeding” a creative economy has been driving factors of this work. In 2016 two public private partnership agreements were completed using almost 16 miles of available fiber optic conduit space and equipment rack space at an abandoned telecommunication building for co-location of network switching equipment with more projects on the way. Successful agreements for small cell implementation has been completed. These projects and more potential initiatives are in support of the 2016 – 2018 Management Agenda Community Security/Surveillance/Traffic Cameras key issue Fiber Expansion. The fiber optic project partners were Wisconsin Independent Network Internet Services (WIN) and CS Technologies. The small cell provider is Mobilitie. Impacts: Establishing and maintaining strong community partnerships for developing and improving city services is a key impact. The public private telecommunications partnerships offer the city expanded and reduced cost internet services and additional runs of network connectivity leveraging city resources as part of that solution. As we move toward an environment for City services that embraces the “Internet of Things” where there is much need for remote sensing of data, partnering provides necessary investment in the maintenance and upgrade of City assets for both infrastructure and facilities. Expanded private sector investment made more affordable by city partnerships provide for more options and lower costs for businesses looking to locate or expand in Dubuque. Telecommuting options are part of work force decisions on whether to locate in a community. Much work has been done on creating Master Services Agreements, Memorandums of Understanding and Project Statements that preserve the right away, leverage unused city fiber optic assets and align with partners’ needs to move through business plans and align their budgets/work plans. There has been much emphasis on active participation of the business, education and telecommunications community on defining what is needed to increase telecommunications choices, availability, band width and redundancy. This initiative supports the Council’s definition of “Expanding Connectivity” meaning “State of the art, affordable and locally regulated telecommunication infrastructure and services throughout the city.” Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 70 Success: Major updates to application software has been done or is substantially complete for: • An Automated Maintenance Process shortening the downtime for Maintenance nights - Ongoing • Accela Permitting and Licensing Software – Expected Completion 6/17 • Sungard Public Safety – On-Going • Financial System Upgrade Completed May 2017 Impacts: Continuous software enhancement and improvement provide for a value for tax dollar investments by effectively using technology to serve the residents and stakeholders, to inform the community, to increase productivity and to promote transparency. Updated software also Secure City information and data resulting in a financially sound and responsible City government, Citizens and staff can be sure that information, including personal information is secure. Success: Upgraded Computer, Server and Network hardware and connectivity. Specifically: • Implementation of a 10G Backbone • Expansion of telephone service and support to DLEC and GDDC • 200M Internet upgrade was installed as part of a public/private partnership agreement with Wisconsin Independent Network (WIN). • Hardware updates as part of on-going equipment replacement: 109 personal computers ; 5 ESXi Host Boxes; 1 Internet Proxy Appliance; 5 Virtual Servers upgraded and new redundant firewalls • Non-Emergency Mobile/Portable Units: Replacement part of on-going replacement • EMC Stoarge Area Network installed at City Hall Annex and DLEC serving the needs of not only City and DLEC users but also traffic and CATV Impacts: • Secure City information and data • Financially sound and responsible City government • Easy, convenient access to City information and services • Secure City information, including personal information • Scalable, resilient and fast storage resources Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 71 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Leisure Services Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: 89% of students tutored by AmeriCorps improved reading from fall 2015 to spring 2016. Impacts: Students in our community are reading at grade level by 3rd grade. Students who read at grade level are more likely to be successful academically, socially, and emotionally. Students who read at grade level by 3rd grade are more likely to graduate high school. Success: The outdoor pool assessment was completed. Impacts: Pool infrastructure and facilities will be efficiently maintained to increase the operability, safety, and longevity of the facilities. Success: 94% of students tutored by AmeriCorps attended school 90% of the time. Impacts: Students in our community are attending school because they receive one on one attention from AmeriCorps members. AmeriCorps members are another safe, caring adult in students’ lives. Success: Continued an annual increase in participation in Leisure Services programs. Impacts: Kids, adults and families in our community have quality recreational programs and park facilities to utilize as outlets for life enriching activities. Success: Continued collective impact model with community partners focused on the Campaign for Grade Level Reading. Impacts: Students and families are receiving more efficient and effective services to ensure students read at grade level and are ultimately successful. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 72 Success: Completion of Phase 2 of Bunker Hill Irrigation Project Impacts: Playability of the Golf Course with the irrigation improvements is important to golfers and irrigation is necessary for that. Success: Successful transition to City operated outdoor pool concessions Impacts: The additional revenue stream for the pools will help to offset more of the subsidy to operate these facilities annually. Patrons are also receiving the Departments standard for customer service and lower product prices making the pool experience even more affordable. Success: Creation and implementation of IPM (Integrated Pest Management) plan for Leisure Services. Impacts: Citizens enjoyed 9 pesticide free parks and a reduction in use of pesticides, in addition to a pesticide application notification system. All of these parts of the IPM allowed the public to educate themselves about pesticides, the parks system, and possible alternative methods for use at home. Success: MFC Record breaking attendance for events and programs Impacts: Increased attendance on programs that highlight diversity, empower residence of Dubuque, and creates cultural awareness. These programs, that had record breaking attendance included: Oprah’s Favorite Guest Speaks: Dr. Terari Trent, Road to Success for Teens, Hispanic Heritage Month Celebration, India Independence Day, Flavors of Africa and Future Talk Teen Empowerment Program Applicants. Success: Purchase of Colts Building Impacts: The building will provide additional space for programs due to the rapid growth of many MFC programs and events. Many community members who attend MFC events expressed the need for more space to better enjoy events. Success: Ruby Sutton building dedication Impacts: The community engaged in the naming of the building after a person in the community that is reflective of the mission of the MFC. Success: Valentine Park expansion Impacts: The acquisition of 8 acres of property adjacent to Valentine Park created a nearly 20- acre park. This addition will allow for expansion of the park. The space will become an educational space as well as a place for the public to enjoy the park. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 73 Success: Skate Park concept design and location Impacts: A concept design has been created for the skate park that is to be located in Flora Park. This concept design and location was determined by numerous public input and citizen engagement meetings to determine not only the location but the overall size and design of the park. This created community buy-in. The design and location allows for the community skate group to begin their fundraising campaign. Success: MFC Assistant goes full-time due to partnership with MFC Board Impacts: The move from part-time to full-time has better served the needs of the Dubuque community. The assistant director position being extended has allowed for more effective programing and relationship building with various marginalized and cultural community groups. A partnership with the MFC Board makes this possible. Success: Pollinator beds planted at AY McDonald, Eagle Point Park and Pyatigorsk Impacts: Pollinator beds provide habitat for butterflies, bees, and other species. These pollinators have been declining in recent years and pollinator beds provide the habitat needed for these species to survive. They also provide an attractive landscape for the community to view not only the plants but the butterflies, bees and other species as well. Success: Implementation of new pool pass ID system Impacts: The Department is now able to attain more accurate data on pool usage and membership. This data can be used to better inform staff of trends, usership, etc. which can then help to improve services not only for aquatics but all forms of programming. Success: Increase in department wide initiatives Impacts: Both Divisions (Park and Rec) are continually working together to improve the services of this Department. In 2016 the Department held its first all-seasonal staff training which helped to drive the Departments mission and vision down into the front line of staff working directly with the community. This team effort will improve the Departments efficiencies and processes and will continue to provide the citizens with high quality programs and services. Success: Mission of Mercy Dental Clinic Impacts: 970 Volunteers from dentists to hygienists to techs from across Iowa served 919 patients during this free dental clinic. The Clinic provided $865,264 of free oral care to these patients through 5,384 procedures. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 74 Success: Launch of MFC Food Pantry Impacts: The MFC has been able to provide food for up to 40 families (up to a family of 8). In December, the MFC was able to give each of the 40 families $100 cash in addition to their groceries. The community appreciates this program as it is serving a critical need. Success: The Park Division City wide flower planting and hanging basket program returned in Spring of 2016 Impacts: The numerous flowers and hanging baskets displayed throughout the City provide an attractive and welcoming community and are a source of pride for community members. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 75 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Library Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Library was accredited in FY 2016. Impacts: Citizens have access to materials, programs, and services that meet the highest standards of excellence. Success: Planning and fundraising for a Makerspace in the Library began in FY 2016. Impacts: Citizens will have access to a wide variety of equipment, software, and hobby/craft items to learn and create. Success: The Library’s non-print collection grew in FY 2016 to meet the demand for digital format. Impacts: Streaming video use grew 32% and the use of e-Books and e-Audio increased 25% compared to the previous fiscal year. Success: The Library worked to foster a personal connection between Dubuque citizens and government. Impacts: Social media connections grew to an average of 3,000 interactions a day in FY 2016. Success: Off-site book clubs expanded to include a new one at Dubuque Senior High School. Impacts: Youth have an opportunity to meet and discuss books at the most convenient place for them. Book clubs encourage reading, which is a crucial to long-term academic and life success. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 76 Success: Worked to convert over 175 years of the Telegraph Herald archives to a searchable digital database that can be accessed by citizens from the Library’s website. Impacts: The ability to search archives and have them so accessible saves an incredible amount of time for a researcher as well as provide much greater content. Success: The Library provided 24 on-site programs to students of Jefferson, Washington, and Eleanor Roosevelt Middle Schools during FY 2016 in partnership with the Dubuque Community School District’s LEAP program. Impacts: Students connect with the library and its resources as well as meet staff members during these programs. Success: The Library offered 181 programs to area day care establishments in FY 2016. Impacts: The Library has focused on early literacy as an active partner in the Campaign for Grade-Level Reading and works to introduce children to books and reading at a very early age. This will help young children enter school ready to read and learn. Success: The Library offered 34 book discussions for ages 7 – 11 at the Boys & Girls Club and at the Multicultural Family Center. Impacts: Youth have an opportunity to meet and discuss books at the most convenient place for them. Book clubs encourage reading, which is a crucial to long-term academic and life success. Success: The Library launched the 1,000 Books Before Kindergarten initiative and over 300 children signed up during the first year, FY 2016. Families pledge to read 1,000 books before children begin kindergarten. Impacts: This program supports the Grade-Level Reading Campaign and introduces books and reading to children at a critical age. Children enter school ready to read and learn and have a springboard into long-term academic and life success as a result. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 77 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Neighborhood Development Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Concentrated Community Housing Initiatives investment in purchasing and rehabilitating homes in the Washington Neighborhood has resulted in additional owner occupied properties. Impacts: Improved housing conditions and additional homeowners will help stabilize the neighborhood and increased property values making it a more attractive neighborhood where people want to live and invest. Success: Bee Branch Greenway will open in 2017 Impacts: Improved safety and reduced risk of flooding, increased property values, increases desirability of neighborhood, provides significant green space and recreational opportunities for neighborhood residents. Success: Neighbor2Neighbor pilot is continuing throughout the Dubuque community Impacts: N2N empowers people to get to know their neighbors and build better relationships and safer communities. Success: GDDC has added a pillar of “downtown transformation,” an initiative focusing on the revitalization of Dubuque’s North End. Impacts: A significant new partner to the City’s revitalization efforts will reenergize the existing community development corporation to boost business and investment in the north end. Success: Socrata work group has made significant progress in developing goals and key performance measures for city’s work. Impacts: Transparent use of data and reporting will improve decision making in city organization> Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 78 Success: Washington Neighborhood residents group is gaining traction and momentum. Impacts: Leveraging interests of new homeowners and other residents and stakeholders will create the critical local governance and buy-in to support and sustain the continued improvements in the neighborhood. Success: HUD Resiliency Grant Impacts: Will have transformational impact on flood proofing homes in the bee branch watershed encouraging further investment in these neighborhoods. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 79 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Personnel Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: The Health Care Committee implemented two additional clinical drug prescription programs in 2012. They are step therapy and prior authorization. Impacts: The savings related to these programs from June 1, 2012 to February 28, 2017 is $256,362. Success: On August 3, 2015, the City entered into an agreement with our pharmacy benefit manager that will provide additional savings through higher formulary rebates and drug discounts. Impacts: The annual savings over the next three years is $756,465. Success: Mercy and Finley Hospitals have agreed to convert from a percent of billed charges to a flat rate or per admission rate for certain in-patient and out-patient services. Impacts: The new pricing arrangement with Mercy and Finley Hospitals will provide an annual estimated savings of $100,000. Success: Negotiated five year agreements with the Firefighters Association and the Teamsters, Transit and Operating Engineers Unions. Impacts: Reduces the amount of time devoted to the collective bargaining process. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 80 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Planning Services Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Community Engagement for New Comprehensive Plan: The City Council selected a consultant to undertake the new Comprehensive Plan and conduct a substantial and inclusive Community Engagement process, “Imagine Dubuque”, to create a community document representing perspectives from diverse community members. Impacts: Community Value in Equity -- Equity is a centerpiece of the Imagine Dubuque campaign for the new Comprehensive Plan. Realizing a “one size fits all” approach toward community engagement is no longer effective, we are meeting people “where they are” through comfortable and personalized engagement using varied, inclusive, and tailored community engagement strategies. Result is over 5,200 ideas to make our city more viable, livable and equitable. Resident Value in Equity -- Demographic response data is showing the engagement strategies are reflective of the Dubuque community which will result in more ownership of the end products – people have been involved in the process, and will therefore tend to support the outcomes. Success: Development Review & Approval: Planning Services staff facilitated review and approval of office, commercial, institutional, and industrial developments while meeting community goals for sustainable development through an open, transparent process. Impacts: Community Value in Economic Prosperity – Business and job expansion: promote a sound, safe, healthy, and sustainable community; protect existing property values and uses; foster and build partnerships. Community Value in Environmental Integrity – Long-term view: consider long-term economic, environmental, social and cultural needs of the city; provide for future generations; facilitate planned and managed growth using sustainable development tools and best management practices. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 81 Success: Customer Service Survey: Planning Services staff continued to receive high customer satisfaction ratings for being informative, knowledgeable, prompt, efficient, friendly. Impacts: Community & Resident Value in Financially Responsible and High Performance Government – Business and job expansion: user-friendly; ‘people-oriented’; encourage good development and support the conscientious developer. Success: Zoning Enforcement: Planning Services staff continued to work with property owners and tenants on timely voluntary compliance for zoning violations, and maintained accountability through web-based customer support center (Web QA). Impacts: Community & Resident Value in Social/Cultural Vibrancy: improves quality of life; efficient and effective response; builds partnerships; avoids legal costs and court delays; creates a more livable community. Success: Historic Preservation: Planning Services staff and the Historic Preservation Commission worked with key City departments to facilitate historic and architectural design review of exterior improvements to residential and commercial properties in the downtown and surrounding neighborhoods. Impacts: Community Value in Economic Prosperity: Enable commercial property owners to access financial incentives for historic rehabilitation; protect existing commercial property values and uses with rehabilitated facades. Community & Resident Value in Social/Cultural Vibrancy: protect, promote and enhance the historic, cultural and aesthetic resources that make Dubuque a unique, identifiable and vital community; protect existing residential property values and uses with rehabilitated dwellings. Success: Planning Services Department Equity Plan: completed in December 2016. Impacts: Community & Resident Value in Equity -- Commitment to provide all residents with efficient, professional, and personalized service serves as a guiding principle for the Department’s approach to equitable service and improving residents’ quality of life. Staff strives to make our mission relatable, the complex - understandable, and the difficult – manageable. Each resident is a customer, and each customer is unique. Success: Annexation Study Update: Planning Services staff worked with key City departments to complete the 2017 Annexation Study. Impacts: Community Value in Planned & Managed Growth – serves as a tool for scenario analysis of the relative costs and benefits associated with annexation of potential growth areas, based on geographic information system (GIS) analysis and financial data. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 82 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Police Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Accreditation Impacts: The department is an accredited law enforcement agency through the Commission for Accreditation of Law Enforcement Agencies (CALEA). Accreditation is a voluntary program and represents the department’s ongoing commitment to professional excellence. In April 2016, the department underwent a local, on-site review, and a formal panel review followed by reaccreditation at the annual conference in Baltimore, MD in July 2016. As part of this process every policy received management review over the year. This was Dubuque Police Department’s seventh reaccreditation and the department is Iowa’s longest accredited agency. Accreditation will now switch from a three-year review period to a four-year review period, however each annual reporting process will be a more involved process. Success: Housing & Landlord Partnerships Impacts: The Community Policing Unit continues its partnership with City Housing by assigning a Police Corporal to Housing as an investigator, to ensure those involved with city housing are giving appropriate and accurate information and obeying all housing rules. Since April 2008, the department has had an officer conducting background investigations and investigations into housing violations and has conducted over 5600 investigations/backgrounds through June 2016. Since Dec. 2009, the Police Department has been sending notification letters to licensed rental property owners/managers notifying them of police calls dispatched to their properties related to multiple police service call natures. This allows owners/managers to be kept aware of activities involving the police department at their properties and take appropriate intervention actions as they see fit. Through January 2017, over 20,000 letters have been sent to landlords Since July 1, 2011 the City has required that landlords do background checks on prospective tenants, and the City offers this service free to Dubuque landlords. In FY16 for landlords. The program has been well received by area landlords and is endorsed by the Dubuque Area Landlords’ Association (DALA). Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 83 Impacts: (continued0 The Dubuque Police Department is one of several City departments that put on a quarterly landlord/property training. After 20 years, the Crime-Free Multi-Housing was rebranded in late 2014 to Dubuque Successful Rental Property Management to more properly reflect the nature of the training. By City Ordinance, all landlords are required to attend this program. Since becoming an ordinance, 19 sessions have been held for 1,578 attendees. This is also well received by area landlords and endorsed by the DALA. The Dubuque Police Department and other City departments meet with the DALA on a monthly basis to examine issues impacting both entities. Success: Nuisance Ordinance Enforcement Impacts: Beginning in August 2014, police and other impacted departments have been tracking and enforcing on nuisance calls. Nuisance calls would be three or more calls within a 30-day window on specific call natures. From its inception through November 2016, over 33,000 police calls and other City calls tracked in WebQA have been reviewed. 1,126 have met the general guidelines for review. After more in depth review to eliminate unfounded calls and legitimate calls for City services and as crime victims, 138 properties were found to be in violation. These 138 received corrective action ranging from meetings with police up to municipal infractions. Success: Citizen Police Academy Impacts: The Citizen Police Academy is offered annually to citizens to increase awareness of police services. The 22st session was held February through May 2017, and the program has had nearly 525 graduates since its inception. Besides community awareness, the program develops advocates in the community and has resulted in several participants becoming members of the Dubuque Police Department or its Auxiliary Police unit. Success: School Resource Officers (SRO’s) Impacts: The police department continues its strong partnership with Dubuque Community Schools, dedicating four full time officers to work daily with the school district to promote and assist with the creation of a safe and secure environment to promote learning. Besides prevention efforts within the schools, the SRO’s conduct hundreds of investigations in the schools each year, thereby freeing Patrol for other duties. Between the 2011-12 and 2015-16 school years, the SRO’s average 699 investigations and 829 hours of supervision per year. The 1st Judicial District Juvenile Court Services noted approximately 50% decreases in the number of juveniles referred, delinquency complaints, and delinquency petitions filed, and noted the SRO program was an important tool in this decrease. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 84 Success: Community Resource Officers (CRO) Impacts: With Justice Assistance Grant (JAG) funds through the Department of Justice, the police department has hired part-time college age students as Community Resource Officers/interns. The first two interns were hired in the spring of 2011 and assigned to the Community Policing Division and worked through the end of the year. The CRO’s work on bicycles in the downtown areas and on special projects with officers. A goal of the CRO program is to give potential future officers real life experience while giving the department a chance to review their performance. Another goal of the CRO program is to actively recruit female and minority candidates as potential, future Dubuque Police Department officers. Since its inception, the program has had 23 CRO’s and 14 have gone on to become Dubuque Police Officers. We have selected five CRO’s for 2017 and they will start in late May. Success: Law Enforcement Explorers Impacts: In 2016-2017, the Dubuque Police Department held its seventh class of law Enforcement Explorers. This program is geared towards students 14 to 20 yrs. of age who are interested in law enforcement. Through this program the PD hopes to establish future candidates for employment and hopes to attract a dynamic and diverse pool of candidates. We are now starting to see some of the students from the first years of the program enter the job market and test for employment with the Dubuque Police Department, and we hired the first Explorer graduate as a Dubuque Police Department officer in early 2017. Success: Neighborhood Response Team Impacts: In 2012 the Patrol Division assigned two officers as Patrol Investigators. These investigators did follow-up investigations on behalf of the Patrol division on cases that didn’t elevate to levels for reassignment to CID, yet required time consuming work that would otherwise take officers off the street. In 2015 two more officers were reassigned from Patrol and the group was renamed Neighborhood Response Team (NRT). Two of the NRT officers have a more street level focus and concentrate their efforts on target neighborhoods and specific individuals who are causing issues. The street based officers combine their efforts with the investigative NRT officers and have conducted several quality investigations for long term solutions. Success: Body Worn Cameras Impacts: The department requested budget funding to implement a body worn camera (BWC) in the department. We were also able to secure a Department of Justice (DOJ) Justice Assistance Grant (JAG) of an amount equal to the budget funds, so we were able to assign a BWC to each officer. We completed a major public input process as park of the grant requirements and received a lot of input into policy and use. The policy was finalized and approved by the DOJ in late 2016 and the cameras were received, distributed, and placed into service in January 2017. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 85 Success: Surveillance Camera System Impacts: The City has expanded both the traffic camera system and general surveillance camera program. The systems are used multiple times a week, if not daily, to help officers in investigations. In 2016, two workstations were installed in the DLEC – one in CID and one in the Patrol work area. The cameras prove to be vital investigative tools on a daily basis. Success: Chief’s Forum Impacts: In January 2016, Chief Dalsing convened a multicultural panel of community members to discuss police and community relations. Dalsing attempted to identify every race, ethnicity, religion, sexual orientation and identity, in the community and have representation within the forum. After the initial January meeting where base goals were established, the forum met monthly or as often as possible to get to know one another and understand each other’s backgrounds and perspectives. The final sessions of 2016 and going into 2017 were focused on specific police use of force topics, and January featured forum members going through a live scenario based shoot/don’t shoot training session. The positive outcomes of the training prompted a similar session for members of the local media. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 86 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Public Information Office Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Education/Outreach Campaign for First Modern Roundabout Impacts: By providing instructional information, focusing on project benefits, delivering frequent project updates, and addressing roundabout myths, this campaign supported a smooth introduction of traffic roundabouts to the community and laid the foundation for successful roundabout projects in other locations in the future. Success: HUD National Disaster Resiliency Grant Launch/Marketing Impacts: Following a project kick-off event, a marketing campaign targeting residents and stakeholders in the grant eligibility areas made residents aware of the programs available to assist in making their properties more flood resilient. The initial marketing resulted in over 300 applications/inquiries to date toward the goal of improving 320 properties over five years. Success: CHANGE Program Launch/Marketing Impacts: A new, comprehensive web presence, brochure distributed with utility bills, and initial social media campaign introduced this new “umbrella” program to Dubuque residents and stakeholders and increased awareness of the City’s planned investment of $19 million to improve 739 housing units through a variety of programs. A marketing campaign targeting prospective contractors was held in March and drew over 100 attendees who were informed of future business opportunities related to the CHANGE Program (including Bee Branch Healthy Homes, resiliency program, lead hazard control program, and housing rehabilitation program). Success: Southwest Arterial (US 52) Project Kick-off & Updates Impacts: Creation and distribution of a new project summary publication, a ground-breaking ceremony, monthly construction update videos, and social media updates have created and are increasing awareness of the project benefits, components, and schedule. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 87 Success: Bee Branch Project Outreach/Communication Impacts: Outreach efforts during the height of construction activities kept project corridor residents and businesses informed of traffic disruptions and project progress, increasing public safety and minimizing inconveniences and impacts to residents and businesses. Stormwater safety and construction zone safety education efforts targeting children and parents contributed to the near completion of a major, multi-year construction project with no major accidents or injuries in a mostly residential neighborhood. Success: Launch of Bee Branch Beekeepers Initiative Impacts: Through school-based outreach including presentations, videos, and activity books and City- and partner-sponsored educational and recreational activities held at the Bee Branch Creek, residents will become better watershed residents/stewards and take more “ownership” of the project and its amenities. Success: Launch of ReThink Waste Tool/App Impacts: PIO staff created a local brand and implemented a marketing campaign to promote a new, free online tool and mobile app that will increase understanding of recycling and assist customers in properly disposing of trash, recyclables, and organics as well as reducing missed curbside collections. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 88 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Public Works Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: The department was successful in negotiating a new City-County Gas Fueling Agreement Impacts: Saves money for citizens of Dubuque and Dubuque County Success: The department was successful in negotiating an agreement with Black Hills Energy for CNG Vehicle Funding which included a reduced CNG pump discount for three years. Impacts: Provides additional funds which allows the City to promote and further the goal for implementing a clean energy fleet. Success: The department was able complete various types of street maintenance projects. These projects include 7+ miles of asphalt overlays, concrete section repairs, curb installations, and water excavation repairs. Impacts: A strong street maintenance program provides for good streets, improved neighborhoods aesthetics and lowers long-term transportation costs. Success: Replaced five heavy duty street maintenance/snow and ice control trucks Impacts: A quality fleet is a key component in maintaining the quality of service that is provided to our citizens. This replacement allows Public Works Department to remain on course with its life cycle replacement of equipment. The overall success is good service and the reduction of maintenance which results in saving money Success: The department is successful with the on-going effort to offer citizens options to manage their recycling set out more efficiently through the use of carts. Impacts: Healthy living environments: homes, neighborhoods, and community. Providing excellent city services responsive to citizens’ needs. Having department continually evaluating services to be effective and efficient. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 89 Success: Progress was made in simplifying the collection fee structure. 95-gal cart fees of $33 in FY16 were reduced to $29 in FY17, and 65-gal cart fees of $22 in FY16 were reduced to $20.65 in FY17. Impacts: Working to make fees simpler and convenient for our citizens and the Public Works staff that serve them Success: The department was successful in eliminating the rarely-subscribed winter-time only food scarp fees. By eliminating the fees the number of customers using the service year-round increased. Impacts: Service to citizens was not impacted by the elimination of the fees. Success: The department successfully negotiated a recycling material processing and marketing agreement Impacts: The agreement provides cost effective ways to manage recycling materials. Success: Successful implementation of the ReThink Waste Dubuque campaign and mobile APP Impacts: Simplify waste pick up and recycling information for the citizens through the use of technology. Success: Increased waste delivery contracts to the Agency by approximately 20,000 tons Impacts: Increased revenue to support future projects and sustain programs (keep the City tipping fee low) Success: Secured financing for the Cell 9 Phase III Landfill Expansion Project Impacts: Allowed for the Agency to start the landfill expansion project to add 3 more years of airspace. Success: Resolved several outstanding compliance issues Impacts: Managing the landfill in an environmentally sound manner – allowed the Cell 9 Phase III project to move forward Success: Recruited a heavy equipment mechanic for the Landfill Impacts: A reduction maintenance and repair costs, this reduction will be passed along to the users of the landfill services. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 90 Success: Landfill Permit renewal documents submitted and Title V Air Permit renewed Impacts: Compliant with Iowa Department of Natural Resources (IDNR) regulations Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 91 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: CMO – Sustainability Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Launch & recruitment of new Resilient Community Advisory Commission Impacts: 16 residents applied for 9 commission positions, demonstrating an increase in resident interest in engaging with local government. Now residents have the opportunity to be part of the planning and solutions that will create a more resilient community. Success: 15 Sustainable Dubuque Community Grants issued. Impacts: 50+ community organizations, neighborhood associations, and businesses engaged in leadership of the Sustainable Dubuque vision. Education and outreach expands sustainability actions beyond one-time events to long-term capacity building practices. Success: City secured Design & Resiliency Team (DART) technical assistance and is a participant in University of Nebraska Lincoln’s Climate Adaptation & Municipal Planning technical assistance grant. Impacts: City gains access to technical experts and data that will assist us in integrating climate adaptation into our planning and policy processes; staff are empowered to make more data-driven decisions. Success: City & CFGD received $50,000 Partners for Places Equity grant to build capacity of city departments and Washington Neighborhood non-profits in relation to equity and authentic community engagement. Impacts: Staff are provided support in order to ensure that City services are available for all and delivered in an equitable and fair manner. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 92 Success: Community-wide solar strategy includes installation of rooftop arrays on five fire stations, announcement of 4 MW solar installation by Alliant, and improvement to permitting and zoning practices to reduce the soft costs of solar installations on residential and commercial structures. Impacts: Increasing the opportunities for alternative energy for residents and businesses reduces the community’s carbon footprint and reduces the City’s operational costs committed to energy. Success: Implementation of Integrated Pest Management program results in 10 Pesticide Free Parks, increased transparency to public regarding chemical use, and training for all City departments. Program is highlighted in launch of statewide Good Neighbor Iowa program. Impacts: Reduced chemical use results in a variety of opportunities for all residents to enjoy healthy public park spaces and reduces our negative impacts on water, soil, and air quality. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 93 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Water Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Backflow Prevention Program Impacts: The City of Dubuque Water Department is committed to protecting your drinking water. As part of that effort, we are continuously updating and enhancing our Cross Connection / Backflow Prevention Program. A cross connection is a point in a plumbing system where the potable water supply is connected directly or can be connected directly to a non-potable source. Without an approved protection device backflow may occur due to "back-siphonage" or "backpressure". Backflow prevention devices are mandatory in industrial and commercial facilities such as factories, hospitals, restaurants, car washes, dental offices and beauty salons and residential homes with high hazard plumbing fixtures. Irrigation systems must also have approved backflow prevention assemblies. Backflow prevention devices must be inspected and tested once a year by a “Certified Backflow Technician” and those results forwarded to the Water Distribution Division. Staff anticipates 60 to 65 new customers per year. Currently there are 2,624 backflow devices generating approximately $63,958 in administration fees per year. Success: Water Distribution System O&M Impacts: The following data is for calendar 2016 New valves installed -5 Valves replaced- 11 Hydrants replaced- 20 Hydrants Installed- 1 Main Breaks- 59 New Service Taps-241 Water Distribution staff members share time in a schedule to provide on-call 24/7 year round in the event of a water main break and service emergencies. Responding times are kept to a minimal which helps minimize public and private property damage. A typical water main break is usually repaired/restored within (6) six hours from call with City public works department following up with any street patch repair/replacement. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 94 Success: Well Maintenance Program Impacts: Well maintenance was performed on Well 8 located adjacent to the Eagle Point Water Plant. The motor has failed. The City worked with Peerless Well and Pump to pull the pump and the motor. Peerless completed the repairs for just under $50,000 and the well was brought back online. The Twin Ridge wells were abandoned, preventing possible contamination of the acquirer. Unsealed or improperly sealed wells may be a threat public health and safety, and the quality of the groundwater resources. Success: Acquisition of the Vernon and Barrington Lakes Water Systems (Westside Water System) Impacts: There are many benefits to both the residents within the City of Dubuque limits and to the residents in the Vernon and Barrington Lakes areas to the City acquiring the former CIWA assets. Specifically, the City will establish a direct water main connection to the Systems located on the westside of Dubuque providing the necessary back up water supply required to make a water system viable. The new connection will provide for continuous fire and domestic water service to our new customers in Vernon and Barrington Lakes and provide for possible future customers located in the neighboring areas. In addition, as part of the purchase, the City acquired a 300,000 gallon elevated water storage tower located in the Vernon system provided needed storage west of Dubuque. Engineering reports have stated the need for a water tower in or near one of the City’s industrial parks located on the westside of the city. The newly acquired tower has reduced the urgency of City to act and build a new tower on the westside for a fraction of cost <$150,000.00 compared to $3,000,000.00 for a new tower. Success: Equipment Purchase Impacts: The water department purchased a new excavator. The John Deere 60G mini excavator was purchased to assist the water distribution crew in making water main repairs, hydrant removal and replacements and valve removal and replacements more efficient. Due to the smaller size of the equipment and increased visibility and turning radius crew members are able to operate in smaller areas while safely reducing lane closures and increasing safety with increased visibility over the boom due to the larger cab windows. Success: Full Compliance with Public Water Supply Operations Permit Impacts: The City of Dubuque operates and maintains a Department of Natural Resources (DNR) permitted Grade 4 lime softening water treatment plant. The DNR permit outlines several parameters with which the facility operates within, requiring ongoing routine and special sampling and daily testing up to 200 times per day to ensure compliance with its permit. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 95 DEPARTMENTAL SUCCESSES 2016 Dubuque, Iowa June 2017 DEPARTMENT: Water & Resource Recovery Center Please list your department’s most important achievements that were completed during under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Continued operation of co-generation system (combined heat and power). Impacts: Operation of the system reduces consumption of electricity and natural gas from the utility grid. Rates paid by users are lower due to on-site heat and power production. Success: Continued administration of the Fats, Oils, and Grease (FOG) Program. Impacts: Prevented over 500,000 gallons of FOG from entering the sanitary sewer collection system since the inception of the program. Reduced FOG equates to reduced cleaning in the collection system (reduced maintenance costs), and fewer sanitary sewer overflows (a public health concern). Success: Acceptance of high-strength waste Impacts: The W&RRC received 5,863,250 gallons of high-strength waste in Fiscal Year 2016. Acceptance of this material generated $223,732.00 in fees, which helps support plant operations. Local industries benefit from a local discharge point, and the W&RRC benefits from revenue and methane gas produced in the plant’s anaerobic digesters. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 1 SECTION 5 LOOKING TO DUBUQUE’S FUTURE Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 2 City of Dubuque Success in 2022 means… Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 3 City of Dubuque Actions for 2017 – 2018 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 4 City of Dubuque Strengths – Weaknesses Threats - Opportunities  Strengths 1. National and international reputation and image 2. Leadership and teamwork among the Mayor and City Council 3. City Manager and the Management Team 4. 3.9% unemployment 5. Exceptional City services responsive to the community 6. Public safety camera program 7. Safe community - living without fear 8. City producing results 9. Strong community partnerships 10. Expanded City boundary 11. Land for residential subdivision development 12. Value: sustainable development and community 13. Creative approach to solving community problems 14. Responsible financial stewardship by the Mayor and City Council Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 5 15. Financial condition of City government 16. People care about people 17. Inclusive Dubuque program and community commitment 18. Quality of life 19. Recreational and leisure opportunities 20. Diverse local economy 21. Colleges and universities and their partnerships 22. “Vetting” issues in the community Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 6  Areas for Improvement 1. Potential for partisan involvement in non-partisan elections 2. Future pension liabilities and costs 3. Privatization of Medicaid (proposed by new Governor) 4. Fragmentation of the Dubuque community 5. Keeping up with and responding to social media - challenges to facts and truth 6. “Greening” the City and the community 7. Outreach to residents and community, especially renters through Snapchat and Twitter 8. Maintaining a “Safe Community” 9. Transition to new City Council 10. Relationship with Dubuque County government 11. Underlying racism 12. Participation in professional associations 13. Fiber throughout the city Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 7  Threats to Dubuque’s Future 1. Loss of Vision and direction 2. Costs of City employees: salaries, benefits and pensions 3. Actions by the State of Iowa: TIF, Taxes, Healthcare, etc. 4. Misinformation on social media 5. Personal agendas over community agenda and benefits 6. Distrust of government in general 7. Actions and mandates by the federal government 8. Complacency by the community Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 8  Opportunities for the Future 1. Making Dubuque a “Cool Place” to live 2. Inclusive Dubuque 3. Schmidt Island for community use 4. Growth in Northwest Dubuque 5. River Cruises Expansion 6. Southwest Arterial corridor development 7. Diversifying the workforce Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 9 City of Dubuque Actions Ideas for 2017 – 2018 Mayor and City Council 1. Fire Protection - West Plan: Station and Staffing, Funding Mechanism 2. Annexation Plan: Direction, Short Term Actions 3. 4-Laning Southwest Arterial: Direction [IDOT] 4. Health Insurance: Direction 5. Southwest Arterial Corridor Development 6. Residential TIF: Next Steps 7. Five Flags: Report, Direction, Next Steps 8. Diverse Police Hiring: Actions, Results 9. Management Succession Planning and Program: Direction, Next Steps 10. Traffic Management System: Refinements 11. Bee Branch Project 12. Residential Housing Upgrade/Flood Protection Program: Next Steps 13. Minimum Wage Policy: Direction 14. Plastic Bags Ordinance: Development, Adoption Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 10 15. Workforce Development City Action Plan: Direction Development 16. Crime Prevention Program: Expansion 17. After CDBG: Direction, Policy Framework, City Actions 18. Senior Housing: Needs Assessment, Direction, City Actions 19. Childcare: Direction, City Actions 20. Schmitt Island: Direction, City Actions a. Pond b. Elevated Boardwalk c. Amphitheater 21. Splash Pad; Direction, City Actions 22. South Port Development: Direction, City Actions 23. Historic Millwork District: Next Steps, Replacement for Food Co-op, Signage, Proactive Marketing 24. Debt Reduction Policy and Plan: Review, Refinement 25. Re-paving Highway 52 26. Aquatic Center: Direction, Partnership, City Actions 27. Entrance/Gateways Beautification Plan: Direction, Actions, Funding 28. New Business Attraction Strategy: Direction, Partners, City Actions 29. Central Avenue Corridor Revitalization 30. H & W Building: Next Steps 31. 1st Time Homebuyers Program: Direction Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 11 32. Comprehensive Plan - “Imagine Dubuque”: Completion 33. Budget FY 2019: Direction, Guidelines 34. Dock for River Cruises: Direction, Funding 35. City Communications and Social Media: Direction, Plan, City Actions 36. East-West Corridor Roundabout 37. City Services and Staffing Levels: Re-evaluation Report with Options, Direction, Funding 38. Inclusive Dubuque: Direction, City Actions 39. Open Data: Direction, City Actions 40. City Healthcare: Direction 41. Code of Ordinances: Review, Update 42. Bus Service Expansion: Direction, Funding 43. Northend Point Neighborhood Community Development 44. Mental Health Plan: Program and Needs Assessment, City Role, Direction, City Actions 45. Police Staffing: Review, Direction, Funding 46. Kerper Boulevard Revitalization: Direction, City Actions 47. Port of Dubuque Marina: Direction 48. JFK Corridor Revitalization: Direction, City Actions 49. Next Roundabout: Direction Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 12 50. Term Limits: Evaluation, Direction 51. University and Grandview Project 52. Ashbury and University Project 53. Bond Rating Upgrade: City Actions 54. Scholarship Program for Dubuque Residents: Report with Options, Direction, Funding Mechanism 55. Property Tax Rate: Policy, Direction 56. Tourism Development Strategy: Goals/Desired Outcomes, Direction, City Actions 57. Arts Master Plan: Implementations 58. Landfill: Direction 59. Water Line Extension: Southwest Arterial 60. Water Line Extension: Northwest 61. North Cascade Road Project 62. Parking in Historic Millwork District: Direction 63. BioCNG Project Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 13 Top “10” Priorities for 2017 – 2018 EXECUTIVE PERSPECTIVE 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 14 Looking to Dubuque’s Future Departmental View Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 15 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Airport From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Expanding air service in a system that contracted 12% in last 10 years.  Commercial airline fleet changing from 50 to 76 seat regional aircraft  Congressionally mandated 1,500 hour first officer rule creating pilot shortage  Cost of flying forcing older pilots to stop or reduce flying  Aging pilot population  Increased operating costs for Airlines & General Aviation  Increased marketing pressure from competing airports and FBOs  Limited heated hangar or large aircraft space available  Ongoing federal funding of FAA Air Traffic Control Towers  FAA Reauthorization legislation delayed in Congress (again)  Airlines tankering more fuel from their hubs  Confusing new FAA rule on Unmanned Aerial Vehicles (UAV)  Larger aircraft with long fuel range minimizing need for cross country fuel stops.  Upgrading ground handling equipment to handle larger aircraft. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 16 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Airport Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Airline service expansion solicitation 2 Install Auto Gas Fueling Station at Terminal for Rental Cars 3 Removal of Sanitary Lagoon 4 Install Fuel Storage Tank Monitoring System 5 Prepare for hosting North American Trainers Assoc event 6 July 3rd Air Show arrangements 7 Improve and increase destination/seasonal charter service 8 UD Campus Design and Construction 9 Additional Large Corporate Hangar Construction 10 Website Revamp 11 Rewards Program Revamp 12 Corporate hangar repairs to extend life of facilities 13 PCI Study 14 Landscape at new terminal 15 Signage at new terminal Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 17 INITIATIVES 2017 -2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Airport Please list issues or projects that you would like for the city to address this next year 2016. 1 Increased Jet Center heated corporate jet hangar requirements 2 Corporate hangar repair funding 3 Airline Marketing support (budget cut in FY 15 & FY 16) 4 Continue lobbying Congress for an increase in PFC level & FAA Reauthorization 5 Continue marketing airline service to business & leisure community 6 Airport Master Plan Update 7 Upgrade Terminal Security Program 8 Leisure air service expansion 9 Continue efforts to keep air traffic control tower services operational 10 Terminal Landscaping funding 11 Marketing Dubuque Jet Center to continue to improve fuel sales Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 18 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Budget From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Budgeting for the impacts of the Property Tax Reform passed in the 2013 legislative session which rolls back values of commercial and industrial property to 90%, creates a multi-residential property class that is taxed at the residential rollback and limits taxable value growth to 3% instead of 4%. The Backfill paid by the State of Iowa on Commercial and Industrial property tax will most likely go away in the next 2 years.  Increasing and maintaining Health Insurance and Worker’s Compensation Reserves at an acceptable level by third party actuary without the need of transfers from the General Fund. Moody’s Investor Service has indicated that the City must budget the proper amount of contributions from employees and departments to the Health Insurance and Worker’s Compensation Reserves without the need of transfers from the General Fund. The City will be at risk for a bond rating downgrade if transfers into the Health Insurance and Worker’s Compensation Reserves are required.  Identifying funding to increase general fund reserves to approximately 20% of operating expenditures.  Declining gaming revenues due to the legalization of video gaming terminals in Illinois and additional construction of land based casinos in our market.  Potential TIF legislative changes that would limit the use of TIF.  Technology Park and Dubuque Industrial Center West Subarea B TIF districts expire June 30, 2018.  Improving the City’s bond rating (Aa3).  Identifying plan for positions that are frozen in FY 2017 & 2018.  Water and Sanitary Sewer Fund to meet revenue bond covenants, build fund reserves and meet infrastructure needs.  Further automate financial reporting, provide an employee time entry system, make financial dashboards available to departments, and better track FTEs including vacancies.  Minimization of new debt issued and reduction of existing debt. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 19 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Budget Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Modifying the budget process to create efficiencies throughout the process. 2 Implementation of Socrata performance measures. 3 Investigation of new financial software – cost/needs 4 Housing TIF Management Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 20 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Budget Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Monitor Fund Reserves. 2 Strategize with City Manager to reduce outstanding debt. 3 Analyze other funding sources (i.e. SRF Loans) for all utilities for various capital improvement projects. 4 Complete the budget amendments for FY18 budget year and the annual County TIF report. Review the State TIF report prepared by Finance. 5 Continue to enhance the budget documents used internally and by Citizens to GFOA standards based on comments from GFOA on FY18 budget documents. 6 Continue implementing Performance Measures that gauge efficiencies of departments. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 21 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Building Services From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Provide excellent outreach and education to the public on how to utilize our new Accela permitting software. Offer training opportunities and make visits to our larger companies that utilize our permit software on a regular basis.  Provide outreach and education to the public on how to make online payments through Accela and PayPal or choosing to use our telecheck services.  Continue to make sure existing City facilities, parks, sidewalks and all other public land is brought into compliance with ADA requirements through proper planning and budgeting to make this happen. Work closely with our consultant through the review process of our transition reports, then set short and long term goals to accomplish all work while preparing accurate budgets for all future work.  Continue to build a strong working relationship with the Housing and Planning Department to support new developments for affordable housing units, homeownership opportunities for all income levels and neighborhood revitalization efforts.  Promote Green Building concepts through outreach and education and staff training to offer our community ideas and solutions during their construction projects. Specifically supporting solar energy concepts to our community and making them aware of our designated solar permitting process that is easy and cost effective to help promote the installation.  Explore options for smaller home designs or more practical and simple methods of construction to lower the rising cost of new construction on single family homes.  Staff will continue to earn combination certifications enabling them to perform multiple inspections for the public to enhance efficiency and effectiveness in how we deliver code enforcement. Utilize continuing education opportunities for all staff to stay up to date on code changes, new methods of construction and products being used and installed. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 22  Continue to be a strong supporter of our Design Review Team weekly meetings and assist private sector developers and businesses in making their plans on paper become reality creating new structures, creating job opportunities and new tax base.  Continue to distribute important information through our web page, notify me, public engagement opportunities and other social media outlets so our citizen are informed of our changes as well as the positive outcome of our changes.  Continue to create a Facility Management database that will enhance a proactive approach to facility maintenance and provide accurate and comprehensive short and long term budgeting for our facilities.  Continue to work with our developers and contractors to engage in new residential development for the future, making sure we have both low, moderate, and high income housing stock available while utilizing new development sites that coordinate with the southwest arterial corridor.  Continue to work with all commercial developers to provide them with support and guidance during the planning phases of their project, helping make Dubuque a community they want to build upon or expand within. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 23 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Building Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Implementation of InVision software to utilize for the ADA improvements to capture data and track improvements on City facilities, parks, and right of way. The second goal of utilizing this software will be to capture and store facility management data which can be used to track and predict both short and long term expenses related to facility management offering accurate and detailed expense budgets, expected replacement dates, and routine maintenance schedules. 2 Accela Permitting software implementation and outreach and education process to the public and our permit applicants through the summer of 2017 getting them set-up and comfortable with our new software. 3 Reviewing the ADA Consultants transition reports then working with all City Departments to help create a master plan on how City Facilities, playgrounds, parks, and right of way improvements will be made. Utilizing the transition reports to compose accurate budget projections and timelines to make the necessary improvements. 4 Continue to encourage electronic submission of permit applications and payments to save the public and staff time and create a more efficient workflow process with permitting. 5 Community outreach and education on code development providing our citizens with information to any questions or concerns they have during the planning phase of their projects or while under construction. Making outreach and education the foundation of our code enforcement process. 6 Continue to motivate and encourage all staff to seek training opportunities and additional certifications to support their professional growth and expand their knowledge. While constantly working together as a team encouraging input and ideas from all that will help enhance or customer service level and skills. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 24 7 Continue to cross-train staff members to many different aspects of the Building Services Department responsibilities. This cross-training will lead to better overall customer service by making sure all staff members can assist our clients with their needs in a timely and professional manner. 8 Constantly looking to improve how we utilize our new equipment and technology into the service we deliver, to not just improve our service but even more important the efficiency on the delivery of our service. 9 Continue to support outside private organizations, associations, non-for-profits, and engage in volunteerism supporting our community in many different ways to help provide safe, sound, well-built structures and neighborhoods supporting our City Council Goals and Priorities. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 25 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Building Services Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Keep working on educating citizens and permit applicants on the importance of calling for inspections and having a final inspection done on all projects. Internally we keep working hard by searching at the end of the month for all permits that have not had final inspections, and then perform these inspections on exterior projects. This is a critical final step of each permit, as well as getting value out of what you paid for by means of the permit. Outreach to the owners will help as well making sure they know the importance of having a code compliant project upon completion which we will certify by means of a permanent record. 2 Complete the renovation project of the Personnel Department by the July 1st, 2017. 3 Complete the FY17 HVAC upgrades to City Hall and the Historic Federal Building by August 1st, 2017. 4 Continue to improve and work effectively on code enforcement process for all vacant abandon or dilapidated structures to ensure owners are held accountable for the condition of their property. 5 Continue to work effectively with Dubuque Main Street on all events but specifically the Farmers Market and supply them with clean facilities and grounds to host their event for the citizens to come and enjoy their experience at the Farmers Market. 6 Continue to create a seamless workflow process internally between all City Departments during the Plan Review phase to ensure all applicable City Codes are being met or explained prior to the project starting. This process eliminates issues during the project by catching them on the front end avoiding time delays or unforeseen expenses. 7 Continue to make improvements on the FOG program working closely with all other Departments to monitor our successes and improve any weaknesses supporting each other while we continue to make forward progress in eliminating FOG in our sanitary lines. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 26 8 Continue to promote code enforcement through outstanding service and excellent communication skills to the public offering support, education, and outreach on how to be within compliance beginning with the planning phase, through inspections and construction, and leading up to final inspection and issuance of the certificate of occupancy. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 27 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Cable TV From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Declining cable franchise fee revenue  The end of capital support for PEG programming  The sunset of cable access television programming in favor of Internet-distributed video  The day-to-day operation of the public access channel  The future of the I-Net when Mediacom is no longer required to support it. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 28 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Cable TV Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Drone certification & operation 2 Replacement of both editing workstations 3 Program production Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 29 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Cable TV Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 2 3 4 5 6 7 8 9 10 11 12 13 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 30 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: City Clerk’s Office From your department’s perspective, what are the major challenges facing the city over the next 5 years?                 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 31 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: City Clerk’s Office Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Sister City Commission transition to non-profit organization 2 Conversion of archived Council records from microfilm to laserfiche 3 Mobile Vendor/Concession applications combined and streamlined 4 Boards and Commission tracking of demographic information 5 Review and standardization of nuisance and special assessments process in conjunction with the City Attorney’s Office 6 Creation and installation of public signage promoting Dubuque’s Sister Cities in conjunction with the Planning Services Department Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 32 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: City Clerk’s Office Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 2 3 4 5 6 7 8 9 10 11 12 13 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 33 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: City Manager’s Office - Administration From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Funding – resources available vs. demand  Hiring freeze and loss of 1 FT secretary is really more like the loss of 2 FT secretaries for staff in our office.  Improving transparency and engaging citizens in local government to help them better understand Govt processes, operations, policies  Maintaining service delivery to citizen that balances resources and meeting their expectations  Retirement of employees and loss of institutional knowledge  Providing standard city services while taking on new initiatives Funding – resources available vs. demand  Meeting needs and adapting to a changing cultural environment.  Understanding difference and importance of Engagement, Empowerment & Equity and institutionalizing them in the organization Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 34 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: City Manager’s Office - Administration Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Improving the Management Agenda reporting process and format to align with Socrata 2 WebQA on going monitoring of citizens issues & increase department usage of this tool to respond to issues in a timely matter. 3 Employee workshops on Guiding Principles of the Management Philosophy 4 New Employee Orientation on the Guiding Principles of the Management Philosophy 5 Leadership Team meetings speakers and tours 6 Socrata 7 Community Engagement on City Council Priorities 8 Performance measures that align with Socrata efforts Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 35 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: City Manager’s Office - Administrative Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Socrata 2 ICMA Fellowship 3 State of City 4 Employee Training on Management Philosophy 5 WebQA monitoring 6 AAC award for 2017 – Third Grade Reading Other Award nominations: US Conference of Mayors, Waterfront, Iowa Great Places Re-designation Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 36 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: City Manager’s Office – Intergovernmental Affairs and Strategic Partnerships From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Securing additional funding for the Bee Branch Flood Mitigation Project and green alley completion  Inclusion of the four-lane paving of SW Arterial in the next two IDOT five year plans  Working in partnership with Dubuque County to expand availability of mental health services  Workforce enhancement and economic development  Completion of the build out of the HMD and business/retail development  Completion of the Change program and Bee Branch National Disaster Resiliency Competition award program of work including improvements to hundreds of homes and building infrastructure projects with deadline of 2021  Establishment of a construction certificate program in partnership with NICC and other community partners  Securing funding to develop South Port (specifically funding for Viking and large excursion boat docks)  Launch of the Schmitt Island redevelopment and funding effort  Redevelopment of the Central Avenue Corridor  Creation of additional entrepreneurial tech start up space Protecting the backfill, TIF and State Historic Tax Credits in Iowa legislature Defending program grants at the federal level including Brownfields, CDBG, AmeriCorps, AIP, Tiger, and others Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 37 MANAGEMENT IN PROGRESS 2017-2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: City Manager’s Office – Intergovernmental Affairs and Strategic Partnerships Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Development of additional workforce housing, business and retail shops in the Historic Millwork District 2 Bee Branch – implementation of the America’s River III campaign 3 Legislative advocacy and defense of programs supporting Council priorities 4 Seek full funding for the four lane SW Arterial 5 Congressional Staff Visits and DC Trips, identify 2018 fed and state legislative priorities 6 Metro Coalition 2018 priorities retreat 7 Apply for additional brownfields grants 8 Apply for additional TIGER and Fast Lane transportation grants 9 Submit and follow up calls for grants in areas of workforce development, apprenticeship, watershed conservation, and community health initiative. 10 Expand commercial air service at DBQ Regional Airport 11 Follow up on Chaplain Schmitt pentagon meetings Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 38 INITIATIVES 2017-2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: City Manager’s Office – Intergovernmental Affairs and Strategic Partnerships Please list issues or projects that you would like for the city to address this next year 2017-2018. 1 Engage with USACE to strengthen flood resiliency at riverfront and emergency preparedness planning 2 Identify partners including NICC and create an urban rehab and preservation certificate and jobs program in Bee Branch neighborhoods. 3 Expand recreational opportunities on North End and in Washington Street neighborhoods 4 Integrate performance measures into regular reporting at council, city activities and reports 5 Seek ways to expand mental health services in Dubuque 6 Continue redevelopment of HMD, support development of South Port and Schmitt Island Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 39 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Emergency Communications From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Increasing workload causing decreasing morale.  Increasing public demand for City Services with the same level of employees. 5 yr goal  Retaining properly trained diverse employees in each department. Policy Agenda Item  Keeping up to date on training issues that are changing every day. Policy Agenda Item  Mobile and fixed radio replacement. End of life for the EDACs radio system and having to replace all equipment with a P25 system.  Next generation 911 Issues. Rapidly approaching changes with limited or no funding for the upgrades. Text to 911. Expectations from the public but reality of the cost!  Staying ahead or keeping pace with the everyday changing technology issues Mission Statement area  Needing new or relocated Communications Center and lack of funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 40 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Emergency Communications Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Increase Number of Full time positions to better staff the Center around the clock 2 Upgrading radio system to be P25 Compliant (Federal Mandate). Continue to replace equipment with little funding 3 Alarm Monitoring of City/County Buildings 4 Continue working on developing Standard Operating Guidelines 5 Increase Dispatcher Training hours 6 New or relocation of Center to allow more positions to handle increased call volume. 7 Departmental Quality Assurance Program National Quality Assurance 8 Text to 911 9 IOWA/NCIC vendor change to allow more users through building Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 41 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Emergency Communications Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Additional Employees to help with increased serviced requested and decreasing morale 2 Relocation of, or new Communications Center to add positions to handle call volume 3 Radio System Implementation 4 More training for all employees 5 “Smart 911” Building Profiles 6 New Quality Assurance Program for Department 7 Connecting CAD to City Camera network Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 42 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Engineering From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Over the past several years budget reductions and reduced staffing though the elimination and freezing of positions within the Engineering Department are now having tangible impacts. Staff have already leveraged technology and modified work practices to increase operational efficiencies. At this current point in time, responsiveness to customer service requests (both commercial and residential) and schedules for accelerated capital project delivery are unsustainable. Direction is needed so front line staff knows where to prioritize efforts. Everything cannot be a number one priority, but there is no clear process as to how conflicting city wide high priorities are handled when adequate resources are not available in either staff time or funds to contract out work. Lack of clarity in this area leads to reduced work quality in order to get everything done on time, if that is the desired outcome than that should be also stated.  A measureable percentage of the current city staff will retire within the next 5 years. There will be a strong need for workforce development. The current city employee recruitment process is not set up to meet that need. Recent overall reductions in city staffing levels drive the need for top performers at all positions to maximize work productivity. Millennials are currently the largest generation employed in the workforce. The City’s current recruiting and application process strongly favor baby boomer personality traits, which is counter productive to finding the best and more diversified applicants. The currently vacant workforce development recruiter position should be set as a high priority to fund. The Engineering Department has experience a measure decrease in quality applicants after this position was vacated. The improving economy is only adding additional negative pressure to finding high level applicants. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 43  Better clarity if needed so that all staff understands what the City’s core values & culture are. Reductions to the City’s budget, staffing level and employee benefits over the recent years are having an accumulating impact on the health of our organization. The perception of many employees is that we have devolved from being a Masterpiece on the Mississippi, a national leader in sustainability, and an All-American City or more closely get done what you can with what you have. Is this the new direction? If so it should be stated that efficiency and budget performance are the new goals so employees understand in which direction their thinking and decision making should gravitate towards. Currently mixed messages are perceived to be being sent. An organization’s culture is the shared values, attitudes, standards and beliefs that categorize it. The City’s values need to be re-clarified to employees so they understand why they are coming to work each day.  Update to the City’s Strategic Planning Process – The decentralized form of government leads to silos being created between departments. Increasingly city initiatives involve several departments. There is room to make operational improvements and savings if multiple departments were provided a better opportunity to collaborate and develop meaning changes. Because of the overall day-to-day workload and staffing shortages that all departments face, there is not enough time or resources to create special projects that require 3-4 months of work and involve multiple departments. Thus many times no one steps back to see the forest from the trees. The City could benefit from applying Lean principles to multi department work processes which would maximize customer value and create savings while minimizing waste. Another challenge is that only department managers and assistant managers are involved in the City’s formal strategic planning process. Other leadership team members and front line employees who better understand the consequences of new policy implementation have no voice in the process. There is added value that is not being leveraged. Jim Collins says the best organizations equally focus on what not to do and what to stop doing. This concept should be added to the strategic planning process.  A next generation integrated and comprehensive pavement management program would increase the return on investment for funds currently being spent. Modern advancements in pavement restoration methods are available compared to what is currently being used in Dubuque. If additional resources were allocated to this effort pavement life cycles could be extended beyond what is currently being obtained in Dubuque. Public Works and Engineering staff to not currently have the time available to research leveraging emerging technology to better avoid accelerated pavement deterioration related to utility repairs, determine improved ROI by increasing crack sealing operations creating a compressive, data driven asset management program that prioritizes paving work. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 44  OSHA Compliance & Construction Safety Program – Current safety practices related to city workers and protection of public at construction sites do not meet industry best practice standards. Since the city does not record near misses, there is a lack of understanding regarding the day-to-day hazards that employees and the public are exposed to on a regular basis. An FY18 improvement request has been approved to support improvements in this area. However it was a one-time allocation. More resources on an annual basis need to be allocated to maintain the current headway being made on this effort.  Alliant Energy power plant decommissioning – the potential for this property to be redeveloped could have significant impact on the long-term future of the connection between the Historic Millwork District and the Port of Dubuque. The Gavilon lease at the Shot Tower expires in 2021. If the power plant site and the Gavilon site converted to mixed use development, the potential for using 7th Street as a connection between the HMD and North Port becomes viable. Direction should be provided regarding if the site should remain industrial or convert to mixed use development..  Sanitary Sewer Utility funding – City staff from the W&RRC, Engineering, Public Works and Budget Departments have been meeting on a regular basis to develop a coordinated work and funding plan for the needs of this utility. This group forecasts that the current funding structure is inadequate address deferred maintenance work for the utility to remain resilient. A master plan is needed to establish adequate staffing levels, funding for deferred maintenance work, and ensure there is capacity in the pipe network to address project growth related to the SW Arterial completion.  Vacant Water Resources Engineer – This position was eliminated as part of the FY18 budget along with one full time I&I Inspector and the other I&I Inspector position was reduced to 30 hours. This has resulted in significant deficits related to managing the City’s sanitary sewer gravity system. The result of the loss of these FTE’s will result in more deferred maintenance for the gravity system because there are not enough department staffing or funding resources available to keep pace with the system needs.  Need for Low Voltage Technician – Computer systems, security systems, video systems and SCADA systems are all kept installed and maintained by low voltage technicians. These systems have been growing exponentially in the past years and will continue to grow at the same rate in the near future. Because these services are outsourced through contracted work by numerous decentralized departments, it is not easy to calculate the total annual expenditure on these services. It is likely that more than $500,000 is spent annually on this work. Due to department staffing shortages, there are no resources available to work will all the departments to calculate this cost. The work would be a 60-90 day project for an individual. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 45  Loss time to perform traditional traffic engineering roles and responsibilities due to the shift and emphasis on the city’s growing surveillance camera system. Traffic Engineering staff is spending a considerable amount of time on surveillance camera system, new installs, operations, and maintenance. Less and less time for Traffic Engineering responsibilities. We are currently hiring consultants to perform Traffic Engineering functions at a considerable higher cost.  Broadband expansion, right of way purchasing, development and lease agreements are just of few examples of many data driven initiatives are expediting the need for better city-wide asset management tools to track and document infrastructure and right of way based agreements that are happening throughout the city. Significant time is wasted in many departments trying to locate these pieces of information. Due to departments currently being understaffed, there is no time available to dedicate to solving this problem.  There is a need for a citywide surveillance camera master plan. The infrastructure and staffing needs related to the care and feeding of this system grows literally on a monthly basis as new cameras continually being added. The current scale of the camera system has outgrown the initial management structure that established to keep the cameras running. A master plan would be able to assess the benefit of managing the camera system following a utility model. The City’s decentralized form of government creates significant inefficacies by spreading the responsibilities of running the system across many departments. The master plan could also calculate the cost/benefit value of potentially needing dedicated full time staff to manage the program, cost of outsourcing new installs, consolidated budgeting and more efficient operations and maintenance procedures. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 46 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Engineering Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Upper Bee Branch Creek Project – Part of the Bee Branch Flood Mitigation Project 2 17th Street/West Locust Reconstruction Project – HUD Resiliency Project – Select consultant and begin preliminary engineering phase. A lot of paperwork. 3 22nd Street/Kaufmann Avenue Reconstruction Project – HUD Resiliency Project – Select consultant and begin preliminary engineering phase. A lot of paperwork. 4 Southwest Arterial Project – Finish design and bidding of phases. $47 M in projects either completed or under construction 2017 December letting - $47 M in bridges and structures will be bid 2018 December letting - highway paving projects will be bid 5 Lowell Street Retaining Wall Repair – Select a consultant for structural design. Get repair completed. 6 Cummins Court Wall Replacement Project – Select a structural engineering consultant. Get wall replaced. 7 Thomas Place Retaining Wall Repair - Select a structural engineering consultant. Get wall replaced. 8 East-West Corridor Study – Preliminary Engineering – Submit an RFP, establish a committee. Select a consultant and begin preliminary engineering. 9 Loras Blvd. and Grandview Avenue Intersection Improvements – Put plans out to bid. Select a contractor and get improvements completed by start of school in fall of 2017. 10 Grandview-Delhi Roundabout – Construction is complete. Waiting on punch list items so project can be closed out with IDOT. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 47 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Engineering Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 We need to have all city assets documented in GIS. 2 We need to implement Cartegraph for Water, Storm, and Sanitary for tracking maintenance costs and repairs. Also need to look at implementing for fiber optic, traffic signals and other assets. 3 Staffing issues – Engineering has lost 5 FTE’s yet we still have a significant workload to deal with. 4 Sanitary Sewer Operating Fund – We are severely limited on sanitary funding availability due to bond covenants and borrowing. Very little funding for emergency issues. 5 Storm Sewer Operating Fund – We are severely limited on storm funding availability due to bond covenants and borrowing. Very little funding for emergency issues. 6 Upgrade Finance Software 7 Ability to recharge department staff time to another department’s operating budget. 8 Fill Andre’s position – City’s most important resource is its people – no time for departments to take on this work 9 Fund Sanitary sewer master plan Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 48 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Finance From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Implementation of GASB 74-Accounting and Financial Reporting for Postemployment Benefits Other Than Pensions, and GASB 77-Tax Abatement Disclosures.  Education, promotion, and expansion of utility customer utilization of City’s online tools to receive and pay utility bills, view billing and payment history, and monitor water usage.  Replacement software for DBQIQ Portal (online viewing of water usage).  Purchasing and Accounts Payable automated workflow process  Barrington and Vernon water utility projects.  Evaluation of property insurance cost allocation to departments.  Implementation of remote entry Employee Timesheet (ETS).  Creation of Popular Annual Financial Report (PAFR)  Integrate budget preparation and CAFR preparation software.  Implement approval process for classification of sole source purchases.  Evaluation and implementation of Grant Management Software.  RFP and selection of Auditor for the next five years. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 49 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Finance Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Standardizing overtime computation for non-exempt employee travel 2 Reimbursing meal expense for same day travel through payroll. 3 Grant Management Software RFP. 4 Implementation of Financial and Utility Billing system upgrades. 5 Appraisal property for adequate insurance recovery cost. 6 Inventory and tagging of computer and communication equipment for internal controls. 7 Implementing inventory tracking at WRRC. 8 Paperless workflow for service workers. 9 Development of standard overhead rate. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 50 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Finance Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Remote Employee Timesheet Implementation 2 RFP for Grant Management Software 3 SRF 2017 Debt Issuances (Kerper & Westside Water Project) 4 Autolink of Finance/Community Plus and Laserfiche Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 51 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Fire From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Creating a plan for the expanding coverage area and increasing volume of calls for service.  Increasing workforce diversity.  Preparing for loss of institutional knowledge as senior personnel retire. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 52 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Fire Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Transition to new EMS reporting software with mobile application 2 Complete automatic station alerting project (through FY2019) 3 ADA compliance upgrades at stations 2 (FY2017) and Headquarters (FY2018) 4 Accredit with the Center for Fire Accreditation International status (FY2019) 5 Implement HVAC and Lighting improvements within CIP process as recommended in recent study. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 53 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Fire Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Ambulance replacement (FY2017) 2 Fire Pumper replacement (FY2018) 3 Recruit and hold test for entrance exam in fall of 2017 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 54 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Health Services From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Part-time Animal Control Officers with a maximum 29 hours/week each, with increased demand for service and coverage area, including more need for Police accompanying Animal Control in calls.  Reviewing FDA Voluntary Retail Food Regulatory Standards as required by the IDIA contract and ongoing implementation.  Staff capacity for Grant writing.  Bedbugs: In housing, rental housing, and hotels.  Orientation and education of new Environmental Sanitarian.  Nuisance enforcement on difficult cases/personal item disposal.  National Disaster Resiliency Competition and Bee Branch Healthy Homes Program start-up.  FOG Program procedures and enforcement processes.  Process for boil order and water main break. • Reaching the public, business, and targeted population in an emergency. • EOC and incident command for responding to emergencies.  Lead (water) service line replacements.  Animal cruelty and neglect charges and enforcement with Police Department and County Attorney.  Certified contractor recruitment for Lead and Health Homes Program.  Mental health care access and case management.  Opioid abuse and mortality. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 55 MANAGEMENT IN PROGRESS 2017 - 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Health Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Ongoing funding for Lead Hazard Control, Healthy Homes, and Green and Healthy Homes Programs (GHHI). 2 Dubuque County Wellness Coalition 3 EPA PM Advance Program- Air Quality Task Force. Implementation of Path Forward. 4 Obtain and report new air quality data. 5 Crescent Community Health Center Facility planning, space expansion, and changes in Affordable Care Act. 6 Completing FDA Standards. 7 FOG Program standard operating procedures. 8 Animal Control Ordinance Update. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 56 INITIATIVES 2017 - 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Health Services Please list issues or projects that you would like for the city to address this next year 2017-2018. 1 Animal Ordinance updates. 2 Emergency Preparedness drills, exercises, and education for staff & leadership team. 3 Wellness Coalition engagement with STAR health indicators. 4 HHLPPS (Lead database) staff training and use. 5 Pets in parks enforcement tracking. 6 Participation in community Opioid Response Team. 7 Listeria assessment and follow-up project for food establishments. 8 FDA training classes for new sanitarian. 9 Iowa Department of Inspections and Appeals Contract Audit. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 57 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Housing & Community Development From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Reduced funding from all federal programs (CDBG, IFA, and reduced City (General Fund) assistance  Staff training budget reduced (staff has training hours needed in order to keep their certificates valid and new staff training needed). Now IPMC training and certifications needed as well  Changing citizens’ perception of downtown/Washington area and their perception of the clients that go with it  Trying to get more partners involved and increase funding options to go along with the partners  Having funds available to market programs  Having other funds available to pay staff in order to serve citizens that are over CDBG income guidelines  Making citizens aware of HOME Workshop and all that it offers  Establishing a tenant base association that is an active association that looks to solve problems facing individual renters between owners, business’s and local/state and federal government that also encourages an active participation in the community.  Increase loan funding for established rentals that are rented by low-income people (Rentals that have been damaged by tenants or from lack of proper maintenance). Currently substantial monies have been invested in new rentals that don’t reach all of the vulnerable population, who reside in marginal units.  Changing the views and perception of city staff on how we do “business” for people who rent. View the complications of being a renter and how the city could conduct business to meet the needs of renters Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 58  Creation of an inclusive Dubuque that appreciates the mobile lifestyles of next generation work force that values time off and choose to rent instead of home ownership.  Lack of staffing/increased workload/staffing levels do not allow for efficiency, accuracy and better customer service  Pro-Rated Administrative Fees paid by the US Department of Housing & Urban Development Department based upon the number of units leased is not sufficient to pay total administrative costs.  Need more affordable housing in areas of low-poverty (de-concentration of high poverty areas).  Increasing housing provider participation in the Housing Choice Voucher Program  Need increased participation from property owners for the Assisted Housing programs to increase available units.  Voluntary Compliance Agreement reporting and requirements require more staff time taking away time available to assist applicants, participants and property owners.  Increasing homeownership opportunities, especially among minority populations.  Evaluation of effectiveness of programs and shifting of resources to better meet the needs of minority populations.  Support Services for the homeless and near homeless especially those with special needs.  Support services for special populations (elderly, extremely low income, minorities, people living with disabilities).  Section 8/Assisted Housing Rebrand  Increasing housing choice, Assessment of Fair Housing  Maintaining enough quality, affordable rental housing  Effective and efficient community engagement Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 59 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Housing and Community Development Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 CHANGE, CIP/TIF Projects 2 Affirmatively Furthering Fair Housing 3 Rental Housing Licensing Program – Identifying unlicensed rental units 4 Outreach for HOME Workshop to make citizens more aware of possible resources 5 Receiving properties through petition of the Court to possible rehab and/or deconstruct when necessary 6 Allocation of emergency funding tenant issues – utilities service shut-off, infestation, and hording, etc.… 7 WebQA and inspection complaints by citizens and tenants. 8 Reduction of Problem Properties and finding resources to change the property into an asset to the community. Keeping properties from becoming vacant and abandoned 9 Installation of web-based software that allows HCV applicants to apply for rental assistance online thus reducing staff time to process paper applications. 10 Housing Department Equity Plan 11 Inclusive Dubuque Housing & Neighborhoods Work/ Network Impact Council representation 12 Supporting quality Low Income Housing Tax Projects 13 Bee Branch Healthy Homes Resiliency Program Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 60 14 Designation of Urban Revitalization Districts to promote quality, affordable housing 15 NAACP and Friends of Fair Housing partnerships, collaboration, and strategies to improve housing conditions for non-majority populations 16 Cross-departmental coordination of City funded grant programs to better capture collective impact of funding and who is benefiting from the programming 17 Increased training on equity and reporting for Purchase of Services Grant recipients 18 Implementing process for Disparate Impact Assessments and using the Equity Tool in policy making 19 Developing funding programs to support construction of new, affordable, owner- occupied and rental housing Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 61 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Housing & Community Development Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Partnering with financial institutions to development a property maintenance program for properties in foreclosure. 2 Diversify funding sources to secure grant-funded positions and allow housing assistance and support regardless of household income 3 Rental education for tenants (orientation); partnering with housing providers, tenants, and Inclusive Dubuque to help this happen. 4 Increased permanent staff positions for the Housing Choice Voucher program to increase efficiency, accuracy of work performed and better customer service. 5 Developing equity teams, understanding of equity for all staff, and the role equity plays in shaping policy 6 Coordination with Budget Department for outcome based programs 7 Socrata implementation, data collection, assessment, and evaluation 8 Increased efficiency and effectiveness for citizen engagement, communication, and complaint resolution 9 Increased awareness and understanding of the need for Housing Choice Voucher and other affordable housing programs Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 62 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Human Rights From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Developing shared understanding and purpose amongst and between the Inclusive Dubuque sector groups when individuals are in widely different places in terms of understanding and skills related to equity  Working through the political polarization impacting the country and community  Inclusive Dubuque must rely heavily on volunteers to carry out efforts in the community (as opposed to within institutions with paid staff) and there is lack of clarity on priorities in terms of community based education and engagement efforts  Equity and inclusion require long term efforts yet there is public demand for short term fixes.  State and federal policy and budget changes may impact ability to meet local community needs.  “Normalizing” of hateful rhetoric and overgeneralizations regarding immigrants and refugees may lead to increased instances of hate crimes, implicit bias, and discrimination that will require reactive stance from staff and interfere with ability to be proactive.  Increasing the number of departments engaged in equity teams and engaged with traditionally marginalized groups  Complexity of issues and fear of loss of funding are fueling competition, distrust, and blame, making it challenging to bring people together in common cause Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 63 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Human Rights Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Department Equity Plans: working with six pilot departments one-on-one to identify the data that will be used to examine workforce recruitment and retention, services, community engagement, and grants/contracts through an equity lens 2 Beginning to weave members from additional departments into the equity teams 3 Continuing to expand number of departments developing equity plans 4 Offering continued development for intercultural facilitators and working with them to refine and deliver workshops focused on equity through an intercultural lens 5 Continuing to offer annual fair housing training under the voluntary compliance agreement 6 Developing Cultural Snapshot for Latinx community in Dubuque 7 Compiling results of civic engagement survey regarding areas of interest for workshops around rights, responsibilities, and ways to be an active resident. 8 Working on department equity plan and improving our data collection methods 9 Serving on Inclusive Dubuque Network Impact Council and Peer Learning Council 10 Convening and facilitating the My Brother’s Keeper Network; integrating new VISTA member to support this work 11 Developing process for supporting and collecting data from contracted/purchased services partners around equity and inclusion 12 Working to infuse equity measures and disaggregated data into Socrata dashboard Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 64 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Human Rights Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Continue to support Human Rights Department in facilitating the equity team infrastructure we have developed within the organization 2 Continue to strengthen data-informed decision-making (both qualitative and quantitative) using an equity lens 3 Limited healthcare coverage for community members from the Marshall Islands – needs legislative action 4 Cultural Snapshot for a third cultural community in Dubuque – LGBTQ 5 Support for implementation of Source of Income work group recommendations with Housing Department serving as backbone for the efforts 6 Implementation of workshops resulting from civic engagement survey 7 Support for staff taking time on data collection and publication to strengthen data informed decision making 8 Reinstate the Training and Workforce Development Coordinator position and the Community Engagement Coordinator position – consistency and institutionalization of these efforts suffering without dedicated staff to coordinate the work Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 65 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Information Services From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Increasing “Cyber” threats pushing a need for policy direction from the Council and City Manager to form a strategy for external intrusions/threats along with internal practices, policies, knowledge, threats and user activity  Best practices, management and planning for technology management and leadership  Tracking Broadband Public/Private partnerships and contracts  Policy direction from Council and City Manager/City Clerk/Legal on expanded needs for records retention need beyond the current file store to mobile communications, social media activity  Business Continuity Needs  Performance Measures and Open data  Staffing to keep moving forward vs. keeping your head above water - Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 66 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Information Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Socrata Open Performance Dashboard – completion and publishing 2 Broadband partnerships – workflow, updated templates for licensing, marketing to strategic geographical locations and to areas with greatest needs for students and low income 3 Data Center for Co-Location of City IT and Traffic (camera) key assets – who? where? 4 Storage Area Network implementation 5 Asset Inventory/Cyber Liability Assessment and Insurance 6 Accela Permitting and Inspections (includes Building, Mechanical, Electrical, Plumbing, Signs, Rental Licensing and Right Of Way.) There is a connection and integration to International Codes – go live June 2017 7 DBQIQ water portal replacement and paperless billing. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 67 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Information Services Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Broadband Expansion with emphasis on Fiber Expansion, use of available assets, • Targeting corridors of strategic opportunity where business has identified a shortcoming in terms of services or cost and communicating this to potential vendors • Management of existing contracts – determine who is best to have this role • Communication of major city financed fiber/conduit projects in enough advance time for coordination with partners • “Tell the story” of successful projects completed/Market the assets the city has to offer • Education of city staff on process and opportunities Looking for opportunities for low/no cost wireless services for marginalized/low 2 Funding for a Data Center with co-location facilities for city of Dubuque IT and Traffic equipment. Possibly consider 3rd street water tower ICN building as an option in the short term. 3 Use of SharePoint Collaboration to better collaborate and manage city projects 4 Expanded Partnership with Cartegraph • Water • Public Works • Camera inventory, work order and analytics • High performance Organization Training 5 Traffic/Surveillance Cameras • IT Management of servers and telecommunications • Analytics • Partnering with schools, DOT and other agencies for sharing of camera streams 6 Cyber threat, risk, liability assessment and strategy. There is a need for baseline assessment of internal threats and external intrusion/threats followed by a strategy for prevention, mitigation and response to external intrusions/threats along with internal practices, policies, knowledge, threats and user activity Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 68 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Leisure Services From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Equity a. Services i. Accessibility 1. Office Hours – same as when most work 2. Admin Location (bus stops, physical location, no real address 3. Lack of translation services/availability a. Brochure b. Website 4. Registration requirements (walk-in, cost, etc.) ii. In formation 1. Updated website 2. Translation 3. Social media 4. Channel 8 2. Lack of demographic (what info can and cannot ask for) iii. Customer service 1. Proper staff level training 2. Consistent message and style (across all departments) 3. Equitable programming vs traditional (location, race, gender, modern family, cultural consideration, etc.) b. ADA i. Funding needed ii. Comprehensive review (only partial and facilities…not programming and website? c. Employment i. Process of applying (online only, driver’s license) ii. Hiring (civil service, timeline for seasonal hiring) iii. Wage review – make sure competitive and appropriate to job iv. Lack of racial diversity in department v. Leadership positions (managers/supervisors – fulltime/year round) d. Federal Funding Challenges i. CDBG ii. AmeriCorps (Corporation for National and Community Service) iii. 21st Century Grant (LEAP) Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 69  Staffing a. Expertise/expectations vs. reality i. Special license needed ii. Certifications iii. Time available iv. Overload high performers b. Shortage causing higher levels covering open lower level jobs/responsibilities c. Lower level to take on higher level jobs/responsibilities for low pay d. As new projects, priorities are planned and/or approved, staffing levels are not considered/budgeted for  Community Facilities and Amenities – “an abundance of fun things to do” a. Citizen expectations are higher (especially those relocating from more populated areas) b. Not keeping up with what younger residents do/will want (Imagine Dubuque: attracting and retaining young professionals) c. Aging Infrastructure throughout department d. Pet policy continues to be issue for newcomers, tourists and half of Dubuque population e. Hike/Bike trails – desires for more f. Community Center(s) concept used in many cities g. Indoor Aquatics h. New park development in newer sub-divisions (currently 6 sites) i. Health activity options ii. Cross generational amenities ii. Funding  Perception of areas in Dubuque as not being safe for certain groups a. Less people on trails b. Not using outside amenities and parks c. Low attendance at events/programs d. Lack of diversity  Perception of events not being inclusive a. Lack of cultural presence b. Intentional separation based on i. Disdain for department and City ii. Past interactions or experiences iii. Changes of leadership iv. Feelings of not being invited (not being invited to party) Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 70 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Leisure Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 What is next for outdoor pool(s) infrastructure? a. Capital project implementation for mid-term extension of pool life b. Future allocation or planning for renovate vs. replacement 2 Partnerships a. to better provide sustainable services for low-income teen (next generations leaders) age group i. LEAP ii. Evening Playground iii. Future TalkTrade education b. Grade Level Reading i. Continued federal funding for AmeriCorps ii. Sustainable model if funding changes 3 Emerald Ash Borer a. Funding b. Policy c. Strategy 4 Five Flags Study Outcomes Implementation 5 City Wide Flower Planting – address it and additional areas given to care a. Funding b. Staffing c. Contractual 6 MFC Renovation a. Renovation concept plans completed b. Funding i. Colts Building and Ruby Sutton Building Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 71 7 Continued complete streets and trail connectivity/maintenance a. Hike/bike b. Safe routes to parks 8 Measurements (Socrata +) a. Better data tracking of demographics b. Outcomes c. Equity 9 Continued departmental efforts in sustainability 10 ADA review continuation of Leisure Services areas not done yet, completion and implementation Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 72 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Leisure Services Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Lift the hiring freeze to effectively address flowers, Bee Branch and additional landscaping of areas assigned to department 2 Begin Master Planning process and development – Comiskey Park 3 Plan and development of Creek Wood Park 4 Eagle Point Park Environmental Restoration Management Plan Implementation 5 Skate Park a. Engineering docs b. Fundraising c. Construction 6 Miracle Field Partnership development 7 Department Assessment and comparison with competing cities for work force a. Amenities (Facilities, Parks, Playgrounds, Offices, etc.) b. Marketing review i. branding ii. social media iii. distribution c. Programming d. Staffing (levels, structure, etc.) e. Equipment 8 Grade Level Reading a. CSAP redevelopment b. Data sharing/gathering c. Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 73 9 Teen, Young Professional and Senior Programming a. Planning (health/active centric) Funding 10 Department Equity Plan development and implementation Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 74 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Library From your department’s perspective, what are the major challenges facing the city over the next 5 years?  The major challenge that Dubuque will face will come from decisions made by legislators at the state and federal level as budget continue to be scrutinized for reduction or elimination. At the State of Iowa level, challenges will trickle out as the legislature deals with property taxes and paying back the “rainy day fund.” Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 75 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Library Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 2 3 4 5 6 7 8 9 10 11 12 13 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 76 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Library Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 2 3 4 5 6 7 8 9 10 11 12 13 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 77 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Neighborhood Development From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Increasing rates of poverty in Dubuque and what is the plan to reduce it?  Increase affordable housing throughout the community. De-concentrate poverty/more mixed income neighborhoods.  Lack of understanding in the community at large of the importance of affordable housing.  Creating an environment and culture in our community of welcoming and inclusiveness.  Increased resident involvement and volunteer programs. Reluctance of people to get involved and take responsibility.  Continual challenge to truly get residents engaged, empowered to take responsibility for improving the quality of life in their neighborhood and the broader community, rather than relying on city government. There’s heightened expectations that city officials will be able to solve every issue with increased enforcement, i.e. litter enforcement.  In spite of significant improvements, challenge of overcoming continuing negative perceptions of Downtown/Washington/North End/Hill area neighborhoods creating challenges to encouraging investments in these neighborhoods.  Make sure Dubuque’s prosperity and economic development opportunities are more accessible and inclusive to all.  NIMBY  Irresponsible rental property owners who do not properly maintain properties, screen tenants, and create havoc in these residential neighborhoods. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 78 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Neighborhood Development Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Socrata Work Group 2 Community Engagement Work Group 3 Inclusive Dubuque/Safe Neighborhoods Work Group 4 Continue to work with Housing and CD, CHI, Planning Department, and GDDC to implement the Washington Neighborhood Strategic Plan 5 Administration of Neighborhood Grant Program 6 Neighbor2Neighbor Initiative –Assessment and future direction 7 Supporting development of Washington Neighbors group 8 Re-energize Fenelon-Hill and Hilltop Ivy League Neighborhood groups Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 79 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Neighborhood Development Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Diversity of city’s workforce 2 Increasing Poverty Rates in Community – How do we address this? 3 Central Avenue redevelopment 4 Frozen city positions create stress throughout the organization Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 80 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Personnel From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Implementing the appropriate changes to the Health and Prescription Drug Plan in order to contain the ever-increasing cost of providing health and prescription drug coverage. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 81 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Personnel Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Analyze the responses to the request for proposals for third party administration of the City’s medical plan and stop loss insurance coverage. 2 Analyze the responses to the request for proposals for health benefit consulting and actuarial services. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 82 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Personnel Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Negotiate new contracts with the Police Association. 2 Continue to implement the findings and recommendations related to the City’s compliance with applicable OSHA regulations. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 83 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Planning Services From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Community Plan to Reduce Poverty: need engaged business leaders, philanthropists, government and school leaders, non-profit and faith leaders, and community members who have lived with the stresses of poverty to develop and commit to a community plan to reduce poverty in Dubuque (see 2015 Central Iowa Opportunity Community Plan).  Housing Affordability, Mix & Location: expand quality affordable housing inventory and mixed-use development across the community to attract and retain diverse workforce; inventory should be affordable to low / moderate income households and include owner-occupied and rental properties. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 84 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Planning Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 11. Economic Impact of Historic Preservation-Marketing Plan: Planning Services staff established partnership with Heritage Works in October 2016. Historic Preservation Commission submitted CIP request to City Manager’s Office in October 2016. City Council decision in March 2017 was no CIP funding; encouraged Commission to seek matching funds. Project on hold pending sufficient funding. 2 12. Eagle Point Park National Historic Recognition: Planning Services staff assumed revision of the Eagle Point Park nomination from consultant, which pushed back review/approval process. Completed nomination to the National Register of Historic Places (NRHP). Expect State approval in June 2017 and Federal approval by October 2017. Provides national recognition and potential funding opportunities. 3 13. Phased Historic/Architectural Survey Report: No funding for Phase VII Survey until FY2019 CIP. Project on hold pending sufficient funding. 4 71. Plan Review Refinements: Planning Services staff submitted draft flow charts for plan review refinements to Development Review Team in December 2016 for initial review and comment. Final versions were approved in March 2017. Moving Engineering to initial step of pre-application conference and clarifying which Department handles construction phase will avoid unnecessary delays and conflicts. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 85 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Planning Services Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 None Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 86 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Police From your department’s perspective, what are the major challenges facing the city over the next 5 years?  The ongoing process of recruitment & hiring. The hiring and training of new officers is a never-ending process through the year. Each time we get closer to authorized strength, we experience unexpected losses of staff. Training continues to impact current officers as they must not only assist the new recruit through the 20-week training process, but must also shoulder the burden of being understaffed. Recruitment of quality candidates for police positions has also become a larger challenge than in the past. This is a challenge seen not only in Dubuque, but by law enforcement agencies across the country.  Workforce Recruitment & Retention: Recruit and retain a quality workforce while focusing on citywide intercultural competent initiatives. As tied in with the above, overall recruitment numbers are down, so the diversity of the pool decreases as well.  Continue to strengthen landlord cooperation in maintaining positive tenants and properties, while also finding effective methods of addressing noncompliant landlords and marginal properties.  As the city continues to evaluate annexation possibilities, the balance between today’s resources and future needs will continue to be challenging.  Continue to strengthen our diversity efforts as our community continues to experience new people to our community that have different cultural and value systems.  Developing training schedules to allow for adequate in-house training instruction while maintaining an adequate street presence of officers, including the possibility of alternate work schedules.  The Dubuque Police Department will see the next “wave” of retirements of the supervisory staff in the next three to seven years, at which time the majority of the senior management team will be eligible to retire. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 87  Current trends in the national public sentiment toward the criminal justice system, particularly police, creates potential for further friction as well as negatively impacting officer morale, response to calls, and recruitment. 2016 saw a rise in public protest nationwide, with many of them turning violent. While Dubuque was spared violent protests, the trend needs to be watched closely.  After successfully implementing the body-worn camera (BWC) system, we must continue to monitor the successes and failures and adapt the program as necessary, especially as public demand for video increases and must be balanced by privacy issues.  Increased level of shots fired and related violent crime. Fortunately, 2016 saw a decrease in the number of shots fired calls, so we must strive to continue to reduce the incidents. Officers generally find little to no cooperation in these investigations. Besides the immediate threat, these calls greatly diminish the quality of life in specific neighborhoods as well as raise alarm throughout the community. We will need to monitor the effects of changes to Iowa’s gun laws and how they impact the community as well.  Dubuque has seen waves of drug related issues the past few years. Opioid addiction has garnered much necessary attention, but methamphetamine has seen a resurgence, as had manufactured marijuana oils. Marijuana oil and methamphetamine both have hazardous production methods and are a major challenge themselves. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 88 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Police Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1) Crime Strategy – Continue ongoing efforts with Territory Accountability Design, crime analysis and special projects focusing on the goal of community safety and security; Focusing resources at high impact areas while maintaining adequate service to the rest of the community; Full utilization of NRT capabilities. 2) Partnerships with City departments, Library, City Housing, Leisure Services, Dubuque Community School District, Neighborhood Associations, and the Multi-Cultural Center among other partners - Continue to create more visibility and officer presence with our partners, while balancing the need for street officers. 3) Officer Recruitment and Retention – Provide annual recruit testing and continue to explore other testing options. With retirements and career changes, the ongoing effort to fill police vacancies with a diverse and dynamic workforce continues to be a challenge. 4) Accreditation – Continue efforts to maintain national accreditation standards through the partnership with the Commission on Accreditation for Law Enforcement Agencies, Inc. 5) Continue to work with state and federal legislators regarding federal funding for joint city/county drug enforcement efforts coupled with funding for other law enforcement initiatives towards crime prevention, intervention and enforcement efforts; Cooperation with State of Iowa on any potential Crime Study. 6) Continue to work with landlords to solicit suggestions, ideas and cooperation to combat concerns with rental properties, through implementation IPMC, potential code changes and policy changes. 7) Traffic Unit: Continue to promote traffic safety by expanding the activity of this unit to include targeting areas based on Territory Accountability Design data, accident statistics and citizen requests for extra attention. The unit is at two officers when it is authorized three. As staffing levels increase we hope to fill the vacancies. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 89 8) Conducting traffic stop/demographics study through 2016-17 with St. Ambrose University. 9) Work closely with the Dubuque County Sheriff’s Office a new sheriff took office in January 2017. 10) Work closely with community partners on anti-heroin initiatives, including Narcan deployment in squad cars. 11) Continued aggressive response to shots fired incidents Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 90 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Police Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1) Continue to work with City staff and the 911 Public Safety Committee on the 911 center expansion/relocation and radio transition to P25 compliance; review of plans, proposals and review of potential funding sources, and the PD’s role in the entire process. 2) Continue to strengthen landlord cooperation in maintaining positive tenants and properties, and determine best methods for dealing with less cooperative landlords and properties 3) Continue efforts with neighborhood associations whether formal or informal. 4) Continue role in development of Millwork District, Washington Neighborhood, riverfront development, and along the Bee Branch project. 5) Continue to focus traffic safety throughout the City. 6) Continue to focus on citywide diversity recruitment and retention of a quality workforce. 7) Continue to work on the department’s ICC based recruitment and retention 8) Continued identification, review and potential implementation of best practices as identified by other agencies, the DOJ and the President’s Task Force on 21st Century Policing 9) Development of a shooting range in partnership with the Dubuque County Sheriff’s Office Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 91 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Public Information Office From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Reduced federal and state funding and support  Reduced gaming revenue  City s taffing levels & succession planning  City Council change & vision/leadership consistency  Central Avenue Corridor Revitalization  Workforce Retention & Recruitment  Maintaining momentum in Millwork District and Port of Dubuque  Chaplain Schmitt Island Planning, Funding, & Implementation  Funding for CIPs & Infrastructure  Funding for Southwest Arterial Four-Lane (second two-lane section)  Future of I-Net after State Cable Franchise Expiration  Market-Appropriate Housing & Annexation Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 92 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Public Information Office Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Bee Branch Creek Project Ribbon-Cutting & Related Events 2 Parking Division Workflow Management Development & WebQA Integration 3 Development of New Social Media Policy & Citywide Standards 4 City Focus Magazine on Economic Development 5 Marketing CHANGE Program 6 Plans for City Expo 2017 (Sept. 14) 7 New CivicSend Module to replace Notify Me in CivicPlus 8 HUD Resiliency Grant-Related Outreach for Bee Branch Healthy Homes 9 Materials and digital content for new Art on the River exhibit 10 Water Department Materials for New Boil Advisories/Orders Policy 11 Water Department Mailing for Barrington Lakes & CIWA Customers 12 Management of Bee Branch Creek Message Monitors 13 America’s River III Campaign Communications 14 Internal Audit of City Website Content 15 Review of City Brand and Communications Strategy 16 Discussion of Marketing Assistance for Leisure Services Department Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 93 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Public Information Office Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Review of Frozen Positions & Prioritization Strategy 2 Employee Recruitment & Retention 3 Community Engagement Strategy 4 Socrata Launch & Long-Term Management Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 94 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Public Works From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Funding – identifying new funding sources to make improvements needed to maintain the infrastructure operations (streets, water, sewer, solid waste, recycling, etc.)  Recruiting and Retaining a diverse and skilled workforce.  Right Size Staffing – Public Works is challenged in its effort to keep up with maintaining aging assets due to limitations imposed by limited staffing numbers.  New federal and state level unfunded mandates and funding cuts.  Succession planning for division and departmental management.  Total overhaul of the Solid Waste Customer Fee Structure (leveling and equalizing the fees charged to citizens without losing revenue).  Automating the collection process (funding, seamless implementation, will this increase efficiency, etc.)  Financial stability to support future projects and sustain programs at the DMASWA Landfill site. Specifically funding the long-term improvement projects and the impacts of the SW Arterial and Swiss Valley Road projects on Agency projects  Securing additional funding for infrastructure improvements to support operations and programs at the DMASWA Landfill site. (Short-term improvement project)  Contracting an additional tonnage to meet the 150,000 ton per year goal for landfill operations by 2019  Identifying and establishing alternative sustainable revenue sources to support diversion programs so as not to rely on the landfill tipping fee to subsidize efforts  Maintain the current waste delivery contracts with a competitive fee to prevent the shift to a transfer station as a management option Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 95  The sustainability of the drop-off recycling sites and identification of participants to determine if the program is a benefit to the population that does not have access to curbside recycling.  Identify the role of alternative fuel for use in the City Fleet and how to fund this initiative (i.e., CNG fuel, Electric Vehicles (“EV”), etc.)  Recruitment of landfill methane customers.  Identify funding for the continuation of the Green Alley Program – extend this program to all areas of the City. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 96 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Public Works Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Complete the LED Lighting Replacement Project at the Municipal Service Center 2 Complete the expanded 7.5 centerline mile 2017-2018 Asphalt Overlay Program 3 The construction of a new Salt Storage Building (Fabric) 4 The completion of the Municipal Service Center Security Camera Upgrade Project 5 The completion of all ADA curb ramp projects related to the 2017 Asphalt Paving Program 6 The completion of the Pipeline Inspection Equipment Upgrade Project. 7 The completion of the Liquid Deicer Blending System Upgrade Project. 8 The development of a plan to implement curbside collection of electronics. 9 The anticipated Fall 2017 completion of the Cell 9 Phase III Landfill Expansion Projection. 10 Increased the number of qualified business participation in the Hazardous Waste Management Program to reduce environmental and human safety risks and to increase the revenue generated to offset program costs for the residential program 11 Develop a Landfill Gas Beneficial Usage Project at the landfill to displace fossil fuel usage by other entities and to create a revenue center for the Agency (Ongoing). 12 Increase the presence of the DMASWA Education program in Planning Area (Dubuque, Delaware and Clayton counties.) Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 97 13 Evaluate and conduct feasibility studies of several potential diversion programs such as glass drop-off diversion, mattress diversion, fix-it clinics and architectural reuse programs. 14 Internal recruitment to identify a candidate for the newly created promotional opportunity of Landfill Foreman. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 98 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Public Works Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Conduct a review of all current solid waste collection programs and develop a municipal waste management plan for the next 10 years. 2 The restoration of the City’s street reconstruction and rehab program with a focus on concrete pavements. Iowa law precludes the Public Works Department from installing thick pavement overlays on the City’s concrete streets so the work will need to be completed by paving contactors. 3 Ensuring that the garage facility modifications related to CNG are compliant with the Federal regulations and requirements related to CNG vehicle maintenance. 4 Identifying CNG training programs for mechanics’ and drivers. 5 Continuing the in-house equipment training program. 6 Increased training on mobile asset management software. 7 Expanding the department safety program through ongoing monthly programs that will include additional classroom trainings, safety talks, and hands on training and visual demonstrations. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 99 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: CMO - Sustainability From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Taking advantage of existing data (which includes improving existing management systems) and collecting new data in order to make smarter decisions about priorities, funding, etc. as a City organization and communicating that data with residents and partners in order to engage and empower.  Continuing to build community support of sustainability and resiliency priorities. Includes proving the ROI for businesses.  National, regional and local data regarding climate adaptation shows future impacts to emergency preparedness, public health, infrastructure planning and other key responsibilities is available to help us update community plans in a more proactive way. We need to share the information and build capacity of staff to incorporate this data into planning efforts.  Decentralized management of City facilities and fleet make development of programs to conserve resources and develop infrastructure for alternative energy sources complex. Development of coordinated strategies is underway, but will require buy-in and education of all departments. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 100 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: CMO - Sustainability Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Resilient Community Advisory Commission development, strategic planning, and implementation 2 Socrata Open Data development Bee Branch Community Orchard 5 Integrated Pest management program 6 HUD Resiliency Grant implementation 7 Community-wide solar strategy 8 Local food development: food deserts, community garden capacity building, urban ag policy 9 Energy efficiency & renewable energy improvements in municipal facilities Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 101 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: CMO - Sustainability Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Alternative Fuel Fleet Development Strategy (infrastructure & fleet) 2 Development of climate adaptation and resiliency strategies in emergency preparedness, public health, and other planning 3 Investment in infrastructure and partnership with non-profits re: public education to improve the bikability/walkability or Dubuque Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 102 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Water From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Maintain all process and systems in compliance with EPA and IDNR Water Quality Rules and Regulations  Maintaining and operating new developments along the City’s most outer reaches of the water utility network  Monitoring and evaluating the chlorine residuals within the Water Distribution’s pressure zones to ensure compliance with state and federal standards, specifically compliance with Disinfectant Byproduct Rule and water quality aging issues.  Maintaining and improving the Water Distribution Infrastructure  Maintaining and improving process and equipment at the Eagle Point Water Plant  Maintenance of the GIS database, ensuring all assets are up to date and entered into GIS  Upcoming changes to the Lead and Copper Rule and compliance with the current rule and EPA guidance Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 103 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Water Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Creation and publication of the Consumer Confidence Report for 2016 2 Increased monitoring of Well No. 10 to verify whether it is or is not under the influence of the Mississippi River. 3 Operation and maintenance of the Vernon and Barrington Lakes water systems as separate and independent systems. 4 Performing well maintenance on wells 6 and 4 5 Performing inspections on new development infrastructure to ensure it is installed incompliance with City standards and specifications 6 Installation of water system improvements to the Vernon and Barrington Lakes water systems which includes a new pumping station, an estimated 15,000 linear feet of water main, and negotiating with property owners for easement purchases. 7 Resolving low pressures in Zone 2 in and around the Roosevelt Street area. 8 Creation and implementation of a water main break standard operating procedure which includes a communication plan. 9 Water meter replacement project for residents in the Vernon and Barrington Lakes water systems. 10 Development of a new policy to assist residents with connection fees specifically addressing establishment of payment plans. 11 Increasing employee engagement and the work ‘happiness’ factor Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 104 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Water Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Identify and map 60 site locations for Lead and Copper sampling, in compliance with the City’s operations permit 2 Replace the online turbidity analyzers for the filters at the water treatment plant. 3 Consult with engineers on the processes at the water plant paying specific attention to the lime slakers, sludge handling facility, and the filters. 4 Initiate a contract to finalize design to resolve the water pressure concerns in Zone 2. 5 Implement a work order system throughout the department; reduce the use of excel spreadsheets and local databases for tracking work required, performed and completed 6 Evaluate all technology used within the department, replacing or implementing new technology including equipment and systems to increase efficiencies and duplication. 7 Implement policy and procedure to centralize all data collected within the department to reduce duplicate locations where data may be found or stored on paper with an individual 8 Identify one or two people to champion the department’s website and provide training for those individuals. 9 Establish an employee centric regulation success path starting with an education and training program for each staff member focused on the employee’s career goals and the needs of the department. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 105 MAJOR CHALLENGES Dubuque, Iowa June 2017 DEPARTMENT: Water & Resource Recovery Center From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Nutrient Reduction  Frequency of major wet weather events  Increasing operation and maintenance costs  Maintenance and development of collection system infrastructure Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 106 MANAGEMENT IN PROGRESS 2017 – 2018 PROJECTS AND ISSUES Dubuque, Iowa June 2017 DEPARTMENT: Water & Resource Recovery Center Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Methane Gas Plan 2 FOG Program 3 Continued Certification of environmental laboratory and adding to capabilities for testing analytes in house Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 107 INITIATIVES 2017 – 2018: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2017 DEPARTMENT: Water & Resource Recovery Center Please list issues or projects that you would like for the city to address this next year 2017 – 2018. 1 Improve access to and protection of 42” force main from Terminal Street lift station to the W&RRC. This could be accomplished by constructing a combination walking/biking/maintenance trail over or near the force main, that also connects the south trail to the Mines of Spain Recreation Area. 2 Continue to support cycling in and around Dubuque. Construct more bike racks, bike lanes, sharrows, etc. 3 Create more urban natural areas, increasing animal habitat, improving stormwater retention/detention, and decreasing routine maintenance (mowing, weeding, etc.). Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 108 City of Dubuque Major Challenges and Trends Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 109 GOAL 1 ROBUST LOCAL ECONOMY  Short Term Challenges 1. State, local and Federal funding 2. Skills gap in workforce 3. Online shopping replacing bricks and mortar retail 4. Unique, fun recreation and entertainment options 5. Population growth (lack of), particularly young people for workforce and schools 6. Keep up/increase community access to internet and technology 7. Increasing poverty and minority unemployment  Long Term Challenges 1. Funding again 2. Better recruiting and retaining skilled, diverse workforce 3. Embracing millennial workforce w/engagement and flexibility 4. Online shopping again 5. New and diverse business recruitment – along Central Kerper, etc. 6. More authentic, unique non-chain businesses, foods, stores, salons, etc. 7. Increased poverty and minority unemployment 8. Low wages 9. Perception that energy and assistance only goes to certain areas (for example: Millwork and TIF Districts) 10. Diverse options for entertainment 11. Change perception of Downtown as unsafe 12. College students, baby boomers, tech opp. (those people) Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 110  Trends 1. Workforce shortage/skills gap – can’t recruit businesses 2. Walkable, bikeable, vibrant areas, including Downtown with increased public transit – draws younger health focused residents and workers 3. Embracing women in leadership roes – diverse workforce 4. GDDC millennial survey – change to recruit, retain and engage millennials instead of fearing their impact in workplace and society 5. Organizations prioritizing equating – creating a more welcoming community 6. Repurposing older areas like 3000 Jackson Street, Millwork District and Steeple Square – increased vibrancy, tourism, and historic preservation 7. Unsafe Downtown perception – recruit business and resident s to Downtown Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 111 GOAL 2 SUSTAINABLE ENVIRONMENT  Short Term Challenges 1. IUB regulations and uncertain future of tax credits hamper alternative energy development 2. Federal and state political climate • Grant • Existence of EPA • Impact on local political climate (transparency, trust, etc.) • Uncertainty 3. Chicken/egg: alternative fuel vehicles and infrastructure 4. Public/private partnerships (e.g., WRRC) 5. Staffing: recruitment and training/support of existing  Long Term Challenges 1. Integrating climate adaptations into municipal operations 2. Lead and copper rule changes 3. Markets for recyclable materials 4. Revenue sources to maintain (staff and capital) expanded infrastructure 5. Protection of at-risk infrastructure and utilities 6. Flood wall breach threat 10. Staffing: recruitment and training/support of existing Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 112  Trends 1. Cancellation of science-based programs 2. Difference of belief re: role of government 3. Desire to decrease red tape 4. Grassroots citizen action 5. Public/private partnerships 6. More with less expectations 7. Nutrient reduction strategy 8. Innovative use of “waste” • Land use application of bio solids • Bio CNG • Struvite as resource 9. Use of technology, real-time monitoring, data in everyday operations 10. Climate: flooding and rain events 11. Utility/enterprise rev. impact from climate changes and conservation education 12. Environmental justice – who’s impacted first? 15. Staffing: recruitment and training/support of existing Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 113 GOAL 3 VIBRANT COMMUNITY  Short Term Challenges 1. Immediate recruiting needs (low numbers, weak candidates) 2. Keeping P.T. staff 3. Water main breaks S.O.P on public notifications 4. Mental health care access and treatment/drug abuse (opioids) 5. Constant training requirements and turnover 6. Radio system implementation of RFS Grant 7. A.C.A. changes/access  Long Term Challenges 1. Fire (command) P.D. retirements 2. P.D. and Fire expanded territories 3. Animal control limited hours 4. Lead service line replacement dispatch space limitations 5. Resiliency grant changes in Washington neighborhood and Northend  Trends 1. Recruiting challenges, especially and diverse pool 2. Animal control coverage (more calls/yr.) 3. Mental health issues state and nationwide 4. All technology issues i.e. CAD, smart 911, cameras 5. EMS being use for general health issues 6. Landlord/tenant and city partnership 7. Antigovernment attitudes 8. Violent/reckless crime trends or public perception of such 9. Resiliency grant evaluation 10. Community health needs assessment and implementation 11. Housing trends (own vs. rent) Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 114 GOAL 4 LIVABLE NEIGHBORHOOD AND HOUSING  Short Term Challenges 1. Loss of federal funding 2. State/federal approval delays for NDRG 3. Affordable housing creation • Hard and soft costs 4. Increasing poverty 5. Perception of Downtown/Northend 6. Planning “with” under represented groups – not “for” 7. Quality rental units 8. Variety of housing to meet population needs in same neighborhoods 9. Using data to inform, identify and evaluate planning 10. Keeping neighborhood pride/stability with increasing rentals 11. Effective code enforcement 12. Defining neighborhoods  Long Term Challenges 1. Increasing poverty 2. Housing affordability and lack of understanding of importance 3. Downtown “transformation” – GDDC 10th – 32nd 4. Dubuque Malt & Brewing Complex 5. Managing slum/blight through good enforcement and creating affordable units 6. Talk about “those people” who are renters 7. Decline of “anchor” institutions like churches • What to do with these vacated buildings 8. Faith – based institutions support the community 9. Zoning for commercial and residential that allows “definition” of neighborhoods Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 115  Trends 1. Disappearing middle class 2. Increasing “hate” rhetoric 3. Increase in rental vs. owner occupied homes 4. Demographic changes – supporting diverse communities and culture 5. NIMBY 6. Credit history factor in approval for housing 7. Declining membership in faith organizations 8. People have significant student loans and cannot afford to buy Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 116 GOAL 5 PARTNERSHIP FOR A BETTER DUBUQUE  Short Term Challenges 1. Workforce: 2.7% unemployment rate, #1 challenge to expand – ASID by employers 2. EQUITY marketing, outreach, lack of knowledge abut other cultures, employee orientation, retention 3. Backfill loss of $1.1 million potentially (TIF, SHTC) 4. Federal funding/policies threatened: CDBG, NEA, NEH, IMLS, TIGER, EPA Brownfield, etc., etc., etc. 5. Maintaining partnerships in turbulent times 6. Fear of government – undocumented residents/immigrants/refugees  Long Term Challenges 1. Workforce: skills gap analysis show shortage 2. EQUITY: widely accepted, part of “doing business” ingrained in workforce recruitment/retention 3. Completing the Millwork District (if lose FHTC/SHTC, e.g.) 4. Battle between pro-government/more government and anti-government/less government in developing and maintaining services 5. Understanding Dubuque 2.7% unemployment rate and other citywide demographics do not reflect what are circumstances for minorities (e.g. 10% unemployment rate for African Americans in Dubuque)  Trends 1. Public questioning role of government • Affects our ability to engage, interact and delivery services • Affects our partnerships 2. Dynamic changing among local, state, and federal government – affects funding and partnerships 3. Tax policy reform at state and federal levels • Impacts charitable tax donation, tax credit programs 4. Gen X and millennials taking leadership roles in local government in Dubuque 5. Expands perspectives Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 117 GOAL 6 DIVERSE ARTS, CULTURE, PARKS AND LEISURE  Short Term Challenges 1. Budget – state and federal, dipping into rainy day fund – pay back examples • EDBG • AmeriCorps • 21st Century Grant • IMLS • Humanihis 2. Maintenance – personnel services and infrastructure 3. Additions to services w/o staff support (budget challenges) 4. Equity work – time investment, learning curve  Long Term Challenges 1. Infrastructure is aging, pools, roofs, HVAC 2. Lack of space to support programs 3. How to equitably deliver services w/less resources 4. Many priorities – focus  Trends 1. Intense feelings about government (negative) 2. More protests, freedom to voice negativity in harsh or inappropriate ways 3. Jump the chain of command – lack of trust 4. People outdoors w/greater frequency and w/families 5. Art as tool Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 118 GOAL 7 CONNECTED COMMUNITY  Short Term Challenges 1. Funding – maintenance/repairs 2. Staff – retirements 3. Pilot shortage 4. Bus replacements 5. Training staff 6. Resident education 7. Cruise ship accommodations  Long Term Challenges 1. Funding – projects/maintenance 2. Staff – recruitment succession planning 3. Pilot shortage 4. Bus replacements 5. Clean energy funding • Fleet • Buildings 6. Training staff 7. Resident education 8. Traffic congestion 9. Infrastructure maintenance 10. Gas/other funds tax funding replacement 11. Port development 12. Driverless technology needs/affects 13. Fiver optics 4th utility and street project Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 119  Trends 1. Plowing trails year round 2. Changing weather trend affect street maintenance operations 3. Aging population • Workforce • Residents 4. Green infrastructure 5. Infrastructure maintenance focus • No funding P3 funding 6. Use of technology • Staff skills needed are changing 7. Impact of Uber/Lyft/drivers vehicles on public transportation 8. Driverless vehicles • City fleet 9. Connected vehicle technology uses 10. Winter biking (protected bike lanes in winter) 11. Connected bike trails 12. River cruises Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 120 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION  Short Term Challenges 1. Council elections 2. Labor force – new hire – competition – training – hiring freeze 3. Limited financial resources (state and federal legislative uncertainty) 4. Triage of: • Social media • Misinformation • Fake news  Long Term Challenges 1. Cyber security assessment and policy funding 2. Privacy (red flag) protection 3. Infrastructure maintenance and new construction 4. ACA replace repeal implementation 5. Unknown impact of new/pending legislation  Trends 1. Deregulation, privatization 2. Less federal funding 3. Hacking 4. Public sector career low interest (mid to upper management) 5. More unstructured data storage 6. Resistance to new or higher taxes 7. Web/Mobile vs. face to face contact • Skill set • Customer service • Infrastructure or doing business Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 1 SECTION 6 PLAN 2017 – 2022 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 2 City of Dubuque Goals 2022 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE FOR ALL PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE FOR ALL DIVERSE ARTS, CULTURE, PARKS AND LEISURE: EXPERIENCES AND ACTIVITIES FOR ALL CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 3 City of Dubuque Goals 2022 Worksheet IMPORTANCE Personal Team 1. ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL 2. SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL 3. VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL 4. LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE FOR ALL 5. PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE FOR A 6. DIVERSE ARTS, CULTURE, PARKS AND LEISURE: EXPERIENCES AND ACTIVITIES FOR ALL 7. CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL 8. HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL 9. 10. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 4 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL  Objectives PRIORITY Objective 1 Create a resilient regional Dubuque economy Objective 2 Retain, expand and grow local businesses, attract new businesses to provide a more diverse tax base and job opportunities Objective 3 Have the infrastructure and amenities to support economic development and growth: industrial/business parks, streets and utilities, air service and housing Objective 4 Work with government and not-for-profit partners for equitable prosperity: Greater Dubuque Development Corporation, Dubuque Initiatives, Washington Neighborhood Development Corporation, Dubuque Main Street, Dubuque Area Chamber of Commerce, ECIA, Community Foundation of Greater Dubuque, local colleges (100 mile radius), neighborhood associations, Dubuque Community Schools District, Northeast Iowa Community College, Iowa Economic Development Corporation, and others Objective 5 Have a diverse workforce prepared for 21st century jobs in the global marketplace Objective 6 Embrace diverse populations that support a diverse multicultural workforce with equitable opportunities Objective 7 Have new funding streams for economic development Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 5 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL  Objectives PRIORITY Objective 8 Have diverse job opportunities with living wages Objective 9 Develop future sites for business attraction and expansion Objective 10 Objective 11 Objective 12 Objective 13 Objective 14 Objective 15 Objective 16 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 6 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL  Value to Residents PRIORITY 1. Young professionals want to live here 2. Our children want to stay or return to raise their families 3. More retail, services and entertainment opportunities – keeping sales tax and dollars in Dubuque 4. Insulation from economic cycles through diverse businesses 5. Variety of job opportunities for residents 6. Variety of educational opportunities and internships for jobs 7. Entrepreneurial opportunities to start and grow a business in Dubuque 8. 9. 10. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 7 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL  Challenges and Opportunities PRIORITY 1. Inclusion of diverse populations to support a multicultural workforce 2. Availability of local quality workforce and matching educational programs with needs of employers 3. Increase salary levels in the regional economy 4. Quality of life amenities and services that respond to a multi-cultural workforce 5. Growing reputation and promotion as a resilient city and a place for sustainable businesses, industries and wealth creation 6. Access to quality broadband and internet connectivity 7. Developing job opportunities for all skill levels 8. Increasing poverty rate in the Dubuque community 9. Cost and paying for industrial lot development 10. Becoming a community with amenities which is known as a “hot spot” for young professionals Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 8 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL  Challenges and Opportunities PRIORITY 11. Funding and other support for economic growth and development through City partnering with community organizations and projects 12. Opportunities for entrepreneurism and innovation 13. Diversifying the regional economy – businesses and jobs 14. Growing local businesses with availability of venture capital and locations 15. Rehabilitation of older commercial and industrial structures 16. Lack of quality rental workforce housing and what does exist is in areas of poverty concentration 17. Complexity of public-private partnerships 18. Community support for industrial park development 19. Workforce shortage and skill gaps 20. Recruiting businesses to Downtown with perception of “unsafe” Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 9 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL  Challenges and Opportunities PRIORITY 21. Recruiting, retaining and engaging millennials instead of fearing their impacts in the workplace and society 22. Embracing women and the unrepresented in leadership roles and diverse workplace 23. Increasing online shopping replacing walk in commercial buildings 24. Expanding recreational and entertainment options 25. Perception the City investments only going to specific areas: Downtown, Historic Millwork District, TIF Districts 26. High unemployment among minority populations (19%) 27. Increasing authentic, unique and non-chain businesses 28. Recruiting new and diverse businesses along Central Avenue and Kerper Boulevard 29. Revitalizing the JFK corridor 30. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 10 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL  Actions 2017 – 2019 PRIORITY 1. Master Plan for Chaplain Schmitt Island 2. River Cruise Docking Facilities 3. Public-Private Broadband Partnership 4. South Port Redevelopment 5. Small Business/Micro Business Program: Development and Funding 6. Façade Loan Program: Funding 7. Transit Service Expansion: Direction and Funding 8. Parking Ramp Maintenance: Direction and Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 11 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL  Actions 2017 – 2019 PRIORITY 9. Central Avenue Corridor Streetscape Plan: Development and Funding 10. Purchase of Services Equity: Direction and Funding 11. Opportunity Dubuque Job Training Programs 12. Industrial Park Development: Site Certification 13. Art on the River: Direction and Funding 14. Neighborhood Business Association Development: Program and Funding 15. Southwest Arterial Corridor Business Development 16. Workforce Development City Action Plan: Direction and Development Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 12 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL  Actions 2017 – 2019 PRIORITY 17. New Business Attraction Strategy: Direction, Actions and Funding 18. Tourism Development Strategy: Goals, Direction and City Actions 19. Kerper Boulevard Revitalization Report/Plan: Development and Direction 20. Washington Neighborhood Development Corporation: Re- establishment 21. Business Start Up Opportunities [GDDC]: Enhancement 22. 23. 24. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 13 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL  Management in Progress 2017 – 2019 TIME 1. America’s River III: Fund Raising Launch 2. Riverfront Lease Gavilon Sites (2): Marketing, RFP and Lease 3. Art on the River Winter Edition: Feasibility Study – Council Report 4. Economic Impact of Historic Preservation – Marketing Plan: Funding 5. Phased Historic Architectural Survey: Report, Actions and Funding 6. Steeple Square Campus: Affordable Housing Open, Event Center Open 7. Brownfield Area-wide Planning ($200,000 Grant for Blum Project) 8. Downtown Housing Creation Grant Program: Development and Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 14 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL  Management in Progress 2017 – 2019 TIME 9. Sale of Art on the River Sculptures: Marketing 10. Further Riverfront Leases: Marketing and Leases 11. Air Service Expansion: Contact Air Carriers, Incentives for Routes – Direction and Funding 12. Air Charter Service Expansion 13. Marketing Dubuque Jet Center Services 14. Central Avenue Corridor Entrepreneurs/Start Up Business Program 15. Dubuque Industrial Center South: Marketing and Sales 16. City Magazine on Economic Development Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 15 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL  Management in Progress 2017 – 2019 TIME 17. Art on the River Exhibit 18. Workforce Market-rate Housing: Rent to Homeownership 19. 20. 21. 22. 23. 24. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 16 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL  Major Projects 2017 – 2019 TIME 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 17 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ENHANCED ECONOMIC PROSPERITY FOR ALL  On the Horizon 2019 – 2023 TIME 1. City Economic Development Organization: Staffing and Funding 2. Multicultural Workforce Amenities: Report 3. Retail Attraction Strategy 4. Business Development at the Airport 5. Airport Master Plan: Update 6. Workforce Market-rate Housing: Rent to Homeownership 7. Air Terminal Landscaping: Direction and Funding 8. Business Incentives: Review, Direction and Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 18 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  Objectives PRIORITY Objective 1 Reduce the community’s carbon footprint (50% by 2030) Objective 2 Reduce the potential flooding through flood plain management, mitigation and protection Objective 3 Maintain/improve air quality Objective 4 Become a resilient city using sustainable and affordable technology for water, energy, transportation, health and wellness, discard, community engagement – a model community for the world Objective 5 Preserve and enhance Dubuque’s natural resources Objective 6 Reduce energy consumption and increase the use of alternative energy sources in buildings and vehicles Objective 7 Provide safe, dependable drinking water for all residents Objective 8 Objective 9 Objective 10 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 19 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  Value to Residents PRIORITY 1. Protecting the natural resources and environment of Dubuque 2. City government using sustainable practices in daily operations 3. Healthy living environment: homes, neighborhoods and community 4. Clean water and air 5. Creating a more livable, viable and equitable community 6. Opportunities for a healthy lifestyle including local food products 7. 8. 9. 10. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 20 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  Challenges and Opportunities PRIORITY 1. Protecting the Dubuque community from flooding through storm water management 2. Taking advantage of existing data and collecting new data to continue to be a smart city 3. Complying with changing Federal and state government regulations and mandates affecting environment/ecological integrity using sustainable best practices 4. Community understanding of solid waste and recycling, including curbside collection program 5. Funding for “Complete Streets” implementation 6. Investing in compliance with consent decree and the nutrient reduction strategy 7. Maintaining the momentum, adequate staffing and funding for smart resilient initiatives 8. Educating the residents and business to increasing their understanding the benefits of their habits and their impacts on “sustainability” and recognizing the impact of their actions on community resiliency 9. Building community understanding and support for “sustainability” goals, priorities, actions using outcome-based performance measures 10. Cleaning up and reuse of “Brownfields” sites Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 21 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  Challenges and Opportunities PRIORITY 11. Iowa Utility Board regulations regarding alternative energy sources 12. Incorporating smart resiliency/sustainability in City organization processes and daily practices 13. Improving the storm and groundwater quality 14. Integrating climate adaptation into City operations 15. Lead and copper rule changes 16. Evolving markets for recyclable materials 17. Protection of at risk infrastructure and utilities 18. Flood wall breach threats 19. Cancellation of science-based policies and programs 20. Climate changes: rain and flood events Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 22 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  Challenges and Opportunities PRIORITY 21. Environmental justice: who is impacted first? 22. Community education on climate changes and environmental sustainability 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 23 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  Actions 2017 – 2019 PRIORITY 1. Ozone Action Plan: Policy Direction 2. Water and Resource Recovery Center: Nutrient Trading 3. Community-wide Solar Strategy: City Facilities and Incentives Direction and Funding 4. Flood Wall Modeling Study: Final Report 5. Hydro Power Report: FERC Petition for Permit 6. Roosevelt Street Water Tower: Scope, Direction and Funding 7. Solid Waste Collection Study: Completion and Direction 8. SCADA System Overhaul: Direction and Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 24 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  Actions 2017 – 2019 PRIORITY 9. Community Gardens Policy and Guidelines: Direction 10. Curbside Collection of Electronics: Direction and Funding 11. Water Main Extensions Projects a. JFK b. North Cascade 12. Back Up Generator: West 3rd 13. Cedar Crest Subdivision: Direction and Funding 14. Sanitary Sewer Master Plan: Direction and Funding 15. Lead (water) Service Line Replacement: Direction and Funding 16. Solid Waste Management Plan for 10 Years: Review and Direction Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 25 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  Actions 2017 – 2019 PRIORITY 17. Transit Garage CNG and Training: Direction and Funding 18. Alternative Fuel Fleet Strategy: Direction, Actions and Funding 19. Plastic Bags Ordinance [State Action] 20. Landfill: Direction 21. BioCNG Project 22. Water Line Extension: Southwest Arterial 23. Water Line Extension: Northwest 24. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 26 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  Management in Progress 2017 – 2019 TIME 1. Path Forward (Air Quality) Plan: Update Report 2. Methane Gas Plan: Water and Resource Recovery Center and Dubuque Metropolitan Area Solid Waste Authority 3. Recycling Program: Cart Expansion Direction and Funding 4. Iowa Economic Development Authority Community Energy: Installation of Improvements, Approval of Municipal Facilities Revolving Fund 5. CNG Truck Purchase (3): Direction and Funding 6. Bee Branch Community Orchards 7. Emerald Ash Borer Program Implementation: Direction and Funding 8. Community Climate Action and Resiliency Plan: Adoption Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 27 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  Management in Progress 2017 – 2019 TIME 9. New Boil Advisories/Order Policy 10. Water Department Mailings for Barrington Lakes and CIWA Customers 11. DMASWA Education Program: Expansion 12. Water Consumer Confidence Report 13. Water Main Break Standard Operating Procedures: Update and Implementation 14. Municipal Service Center: CNG Plan 15. 16. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 28 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  Major Projects 2017 – 2019 TIME 1. Bee Branch Project (Garfield to Comiskey and Under Railroad) 2. Municipal Separate Storm Sewer System (MS4) Permit Compliance Program/Projects 3. Bee Branch Gate Project: Design 4. Energy Efficient Street Lights 5. Washington Street 30” Force Main: Phase 1 and Phase 2 6. West 3rd Street Reservoir Back Up Generator: Purchase 7. Water Tank Inspection and Maintenance: Schedule 8. 42” Force Main (Terminal Street Lift Station to W & RRC Facility): Plan and Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 29 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  Major Projects 2017 – 2019 TIME 9. 3rd Street Reservoir Study 10. Solar Projects (2) 11. Pipelines Inspection Equipment Upgrade Project 12. Liquid Deicer Blending System Upgrade Project 13. Cell Phase III Landfill Expansion 14. Hazardous Waste Management Program Expansion 15. Landfill Gas Beneficial Usage Project 16. Well Maintenance: Well 6 and Well 4 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 30 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  Major Projects 2017 – 2019 TIME 17. Water System Improvements a. Vernon b. Barrington Lakes 18. Zone 2 Water Pressure Improvements 19. Water Plant Upgrades a. Lime Slakers b. Sludge Handling Facility c. Filters 20. Water Meter Replacement Program a. Vernon b. Barrington Lakes 21. 22. 23. 24. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 31 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  On the Horizon 2019 – 2023 TIME 1. Greenhouse: Direction and Funding 2. Local Food Systems Development-Urban Agricultural Tool Kit 3. STAR Re-certification 4. SCADA Overhaul: Direction and Funding 5. Municipal Service Center: CNG Plan 6. North Cascade Water Main Extension 7. Tamarak Water Main Extension 8. Green Alley Program: Direction and Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 32 GOAL 2 SUSTAINABLE ENVIRONMENT: CLIMATE ADAPTATION, RENEWABLE ENERGY AND ENHANCED NATURAL RESOURCES FOR ALL  On the Horizon 2019 – 2023 TIME 9. 20” Water Transmission Main (Millwork District to West 3rd Reservoir) 10. 11. 12. 13. 14. 15. 16. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 33 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  Objectives PRIORITY Objective 1 Continue to become an inclusive and equitable community in which all feel welcome, included, and leaving no one behind Objective 2 Increase the mutual understanding, knowledge, acceptance of others through community partners Objective 3 Have an efficient public health system that focuses on prevention and wellness Objective 4 Have residents feeling safe in any neighborhood and throughout the community Objective 5 Improve the overall quality of life for all Objective 6 Have residents feeling that they are part of the solution Objective 7 Have a high level of trust between the community and the police Objective 8 Continue to provide a timely response to emergency calls for service Objective 9 Have safe, healthy and inclusive neighborhoods citywide Objective 10 Improve quality of life by providing resources, facilities and programs for individual enjoyment, enlightenment, wellness, social interaction and education Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 34 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  Objectives PRIORITY Objective 11 Expand access to healthcare (Crescent, ACA, etc.) Objective 12 Provide reliable wastewater services that meet or exceed regulatory compliance Objective 13 Objective 14 Objective 15 Objective 16 Objective 17 Objective 18 Objective 19 Objective 20 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 35 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  Value to Residents PRIORITY 1. Everyone is welcome in the Dubuque community 2. Living life without fear or threats 3. Equal treatment for all 4. City services are available for all and delivered in an equitable and fair manner 5. City workforce reflecting the diverse community 6. Feeling safe anywhere in the community 7. 8. 9. 10. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 36 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  Challenges and Opportunities PRIORITY 1. Increasing community use of and reliance on social media which has significant misinformation 2. Addressing the institutional and structural interplay between race and poverty 3. Providing services and products within Dubuque that meet the daily needs of residents from all cultures 4. Leveraging programs and activities that foster community solidarity 5. Achieving greater equity through strategic actions 6. Recent national events with violence and potential impacts on the Dubuque community 7. Lack of young and diverse leadership and leadership opportunities 8. Police working with the community to create a safe community for all 9. Building trust with residents 10. Reducing the fear level of individuals who are different than me and the fear of harassment and different treatment Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 37 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  Challenges and Opportunities PRIORITY 11. Retaining newcomers to Dubuque 12. Community providing services in a fair and equitable manner regardless of who is receiving the service 13. Using technology to create a safe community for all 14. Increasing community trust in City government 15. Having access to and treatment for drugs and opioid use 16. Recruitment of police and fire staffing and upcoming retirements 17. Expanded areas for police and fire services 18. Diversifying the police and fire workforces 19. Demands for animal control 20. City role and increasing demands for mental health services Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 38 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  Challenges and Opportunities PRIORITY 21. EMS being used for general health issues and services 22. Understanding community health needs and defining the City’s role 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 39 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  Actions 2017 – 2018 PRIORITY 1. Inclusive Dubuque: Action Plan 2. 2018 Community Health Needs Assessment/Health Improvement Plan 3. 21st Century Policing: Action Plan 4. Drug Reduction Action Plan 5. Community Security/Surveillance/Traffic Cameras Expansion 6. Multi-cultural Family Center: Colt Building and Funding 7. Leisure Services Equity Plan 8. Community Engagement: Next Steps and Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 40 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  Actions 2017 – 2018 PRIORITY 9. My Brother’s Keeper 10. Alarm Monitoring of City/County Buildings: Direction and Funding 11. Communications Center Relocation: Direction and Funding 12. Communications Staffing: Direction and Funding 13. Surveillance System Master Plan and Expansion: Direction, Staffing and Funding 14. Crescent Community Health Center Facility Space and Service Expansion: Direction and CDBG Funding 15. Homeless Support Services: Direction and Funding 16. Healthcare Coverage for Residents from the Marshall Islands: Advocacy Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 41 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  Actions 2017 – 2018 PRIORITY 17. Diverse Police Hiring: Actions, Results 18. Crime Prevention Program Expansion: Direction and Funding 19. After CDBG: Report with Options, Direction, City Actions and Funding 20. Childcare: Direction and City Actions 21. City Healthcare: Direction, City Role and Funding 22. Mental Health Plan: Program and Needs Assessment, City Role, Direction, City Actions, Funding 23. Police Staffing: Evaluation Report, Direction and Funding 24. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 42 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  Management in Progress 2017 – 2018 TIME 1. Housing Grants for Homeowner Rehabilitation 2. Source of Income Implementation of Recommendations 3. HUD Voluntary Compliance Agreement 4. Community Solutions Action Plan 5. Housing Code and Inspection Program: Training on Software 6. Neighbor2Neighbor Pilot Initiative: Direction, Expansion 7. Campaign Grade Level Reading Program: Re-Application 8. Hate/Bias Incident Response Plan: Update Report Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 43 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  Management in Progress 2017 – 2018 TIME 9. Local Foods/Community Garden Initiative 10. All America City Award for 2018 11. ADA Audit: Phase 2 and Phase 3 12. Leadership Enrichment After School Program (LEAP): Direction and Funding 13. FDA Voluntary Retail Food Regulatory Standards: Implementation 14. Fire Accreditation: Completion 15. Radio System Upgrade to P25 16. Non-Emergency Mobile/Portable Units Replacement Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 44 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  Management in Progress 2017 – 2018 TIME 17. Police Officer Recruitment and Retention 18. Text to 9-1-1 19. Dispatcher Training: Direction and Funding 20. Communication National Quality Assurance 21. CAD Connection to City Camera Network 22. “Smart 9-1-1” Building Profiles 23. EMS Reporting Software 24. Automatic Fire Station Alerting Project; Completion Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 45 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  Management in Progress 2017 – 2018 TIME 25. Fire Pumper Replacement 26. Ambulance Replacement 27. Police Accreditation 28. Traffic Stop Demographic Study: Completion 29. Water and Resource Recovery Center: Certification of Environmental Laboratory 30. Fats-Oils-Grease (FOG) Program Inspections and Enforcement: Progress Report 31. Equity Report: City Actions 32. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 46 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  Major Projects 2017 – 2018 TIME 1. Fire Headquarters and Stations ADA Compliance Upgrades 2. Fire Station HVAC and Lighting Improvement Projects 3. 4. 5. 6. 7. 8. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 47 GOAL 3 VIBRANT COMMUNITY: HEALTHY AND SAFE FOR ALL  On the Horizon 2019 – 2023 TIME 1. Communitywide Health and Wellness Coordinated Initiative: Direction and Funding 2. Firefighter Internship Program – Recruitment of Diverse Workforce 3. “Culture of Kindness”: Direction 4. Equity Report: City Action 5. Animal Ordinance: Update 6. Fire Protection – West Plan: Station and Staffing Direction and Funding 7. Police Substation: Direction 8. 9-1-1 Center Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 48 GOAL 4 LIVABLE NEIGHBORHOOD AND HOUSING: GREAT PLACE TO LIVE FOR ALL  Objectives PRIORITY Objective 1 Complete the Dubuque Historic Millwork District as a thriving mixed-use development with residential, retail/office, entertainment – a model for developers and other cities Objective 2 Have strong vibrant 24/7 residential/central business core (Dubuque Main Street Service Area Downtown, Central Avenue Corridor and Dubuque Millwork District, including residential opportunities, retail and entertainment Objective 3 Annex areas consistent with the City Council direction Objective 4 Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses Objective 5 Develop the Washington Neighborhood as a model of community resiliency for other neighborhoods Objective 6 Have more equitable residential developments and homes with a variety of housing options and price points Objective 7 Increase the availability of affordable housing throughout the city, not in concentrated areas of poverty and low income housing Objective 8 Have safe, healthy, inclusive neighborhoods citywide Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 49 GOAL 4 LIVABLE NEIGHBORHOOD AND HOUSING: GREAT PLACE TO LIVE FOR ALL  Objectives PRIORITY Objective 9 Objective 10 Objective 11 Objective 12 Objective 13 Objective 14 Objective 15 Objective 16 Objective 17 Objective 18 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 50 GOAL 4 LIVABLE NEIGHBORHOOD AND HOUSING: GREAT PLACE TO LIVE FOR ALL  Value to Residents PRIORITY 1. Stable property taxes for residents and businesses 2. Choice of livable neighborhoods 3. Opportunities for our children to stay in Dubuque 4. Predictable future development within the city 5. Quality services to residents in annexed areas 6. Affordable quality housing choices and opportunities outside of areas with concentration of poverty 7. Protection of home and property values 8. Preservation of Dubuque’s historic downtown 9. 10. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 51 GOAL 4 LIVABLE NEIGHBORHOOD AND HOUSING: GREAT PLACE TO LIVE FOR ALL  Challenges and Opportunities PRIORITY 1. Implementing HUD Voluntary Compliance Agreement 2. Continuing momentum and delivering results in Downtown, Historic Millwork District, Bee Branch Watershed, Riverfront and Central Avenues 3. Dispersing and de-centralizing affordable and low-income housing while developing options for affordable housing throughout the community 4. Aging City infrastructure needing replacement or major repairs 5. Leveraging Federal and State of Iowa funding 6. Annexing and expanding the City boundaries with the capacity to fund City services and infrastructure 7. Attracting and keeping young professionals and families in Dubuque 8. Irresponsible property owners who are not investing in the maintenance or upgrade of their homes or buildings 9. Preserving and rehabilitating housing and building stock – oldest in Iowa 10. Funding for major development and redevelopment projects Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 52 GOAL 4 LIVABLE NEIGHBORHOOD AND HOUSING: GREAT PLACE TO LIVE FOR ALL  Challenges and Opportunities PRIORITY 11. Staffing and funding for the Washington Neighborhood Development Corporation 12. Incorporating Smart Resiliency/Sustainability concepts into projects, developments and redevelopments 13. Potential elimination of Federal programs: CDBG, housing programs 14. Planning with under-represented groups 15. Lack of quality rental units 16. Having a variety of housing to meet population needs in same neighborhood 17. Increasing community poverty 18. Transforming Downtown (10th to 32nd) 19. Managing slum and blight through effective enforcement 20. Increasing “hate” rhetoric in the community Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 53 GOAL 4 LIVABLE NEIGHBORHOOD AND HOUSING: GREAT PLACE TO LIVE FOR ALL  Challenges and Opportunities PRIORITY 21. Changing demographics and supporting diverse communities and cultures 22. Credit history factor in approval for housing 23. Significant student loan debt and difficulty to buy a home 24. Zoning for neighborhood commercial businesses 25. 26. 27. 28. 29. 30. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 54 GOAL 4 LIVABLE NEIGHBORHOOD AND HOUSING: GREAT PLACE TO LIVE FOR ALL  Actions 2017 – 2018 PRIORITY 1. Comprehensive Plan: Completion and Adoption 2. Central Avenue Corridor Improvements: Report and Direction 3. C.H.A.N.G.E. Program 4. Housing TIF: Next Steps 5. Historic Millwork District: Next Steps, Parking 6. Affirmatively Furthering Fair Housing Action Plan 7. Source of Income Implementation of Recommendations (including expanded affordable housing and rebranding of Housing Choice Voucher Program): Direction and Funding 8. Westside Water System: Implementation Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 55 GOAL 4 LIVABLE NEIGHBORHOOD AND HOUSING: GREAT PLACE TO LIVE FOR ALL  Actions 2017 – 2018 PRIORITY 9. Low-Income Housing Tax Credit Projects 10. Housing Choice Voucher Program: Staffing and Funding 11. Neighbor2Neighbor Initiative: Assessment Report and Direction 12. Historic/Architectural Survey Report: Direction and Funding 13. Annexation Study Update: Direction 14. Economic Impact of Historic Preservation Marketing Plan: Direction and Funding 15. Residential Housing Upgrade/Flood Protection Program: Next Steps 16. Senior Housing: Needs Assessment, Direction and City Actions Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 56 GOAL 4 LIVABLE NEIGHBORHOOD AND HOUSING: GREAT PLACE TO LIVE FOR ALL  Actions 2017 – 2018 PRIORITY 17. Entrances/Gateways Beautification Plan: Direction, Actions and Funding 18. Central Avenue Corridor Revitalization Action Plan 19. 1st Time Homebuyer Program: Direction 20. Northend Neighborhood Community Development 21. JFK Corridor Revitalization Plan: Direction, City Actions and Funding 22. Public Safety in Downtown: Actions for Improving Public Perception 23. Dilapidated Buildings/Structures in Downtown Redevelopment 24. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 57 GOAL 4 LIVABLE NEIGHBORHOOD AND HOUSING: GREAT PLACE TO LIVE FOR ALL  Management in Progress 2017 – 2018 TIME 1. Blighted Buildings: Report and City Actions 2. Code Enforcement Accela Program 3. Flood Wall/Levee Breech Study 4. Abandoned/Vacant Buildings Report 5. Bee Branch Healthy Homes Resiliency Program 6. Housing Department Equity Plan 7. Urban Revitalization Districts Designation 8. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 58 GOAL 4 LIVABLE NEIGHBORHOOD AND HOUSING: GREAT PLACE TO LIVE FOR ALL  Major Projects 2017 – 2018 TIME 1. 17th Street/West Locust Reconstructions Project [HUD Resiliency Project] 2. 22nd Street/Kaufman Avenue Reconstruction Project [HUD Resiliency Project] 3. Lowell Street Retaining Wall Repair 4. Cummins Court Wall Repair 5. Thomas Place Retaining Wall Repair 6. 7. 8. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 59 GOAL 4 LIVABLE NEIGHBORHOOD AND HOUSING: GREAT PLACE TO LIVE FOR ALL  On the Horizon 2019 – 2023 TIME 1. Downtown Housing Incentives; Future Funding 2. Grocery Store in North Dubuque: Direction and City Actions 3. Downtown Loan Program: Direction and Funding 4. Community Plan for Poverty Reduction 5. 6. 7. 8. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 60 GOAL 5 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE AND EQUITABLE FOR ALL  Objectives PRIORITY Objective 1 Partner for economic and workforce development Objective 2 Partner for culture and arts Objective 3 Partner with education Objective 4 Partner for support for families and children Objective 5 Partner for housing opportunities Objective 6 Partner for equity Objective 7 Partner for healthcare, mental health and wellness Objective 8 Partner for historic preservation Objective 9 Partner for sustainability and resiliency Objective 10 Partner for delivery of human services – meeting the needs of the underserved Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 61 GOAL 5 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE AND EQUITABLE FOR ALL  Objectives PRIORITY Objective 11 Lobby and advocate with the Federal government and State of Iowa for Dubuque Objective 12 Increase resident engagement in the City governance processes Objective 13 Objective 14 Objective 15 Objective 16 Objective 17 Objective 18 Objective 19 Objective 20 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 62 GOAL 5 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE AND EQUITABLE FOR ALL  Value to Residents PRIORITY 1. Leveraging community resources – bigger “bang” for tax dollars 2. Enhanced economic development opportunities 3. More ownership of “end” products – residents involved in the process and support outcomes 4. Protection of residents’ interests 5. Equity among all residents 6. Better access and use of City facilities 7. 8. 9. 10. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 63 GOAL 5 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE AND EQUITABLE FOR ALL  Challenges and Opportunities PRIORITY 1. Making outcomes that are equitable 2. Providing public education materials before community engagement and soliciting input 3. Competition among community organizations for limited funds 4. Duplication of efforts and programs among community organizations 5. Establishing clear expectations for City government 6. Sustaining partnerships beyond the initial project 7. Resource allocation, time for meetings/work projects and City administrative support 8. Reduced funding by other agencies for community-based organizations 9. Marketing community engagement opportunities to the community – individuals and partnering organizations 10. Understanding the importance of community engagement Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 64 GOAL 5 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE AND EQUITABLE FOR ALL  Challenges and Opportunities PRIORITY 11. Developing diverse City and community leadership for the long term 12. Shared responsibility among partners 13. Small number of people solving multiple problems 14. Balancing individual benefits vs. overall community benefits 15. Attitude: the City should solve it 16. Completing the Historic Millwork District with potential loss of FHTC and SHTC 17. Conflicts between pro-government/more government and anti- government/less government in developing and maintaining services 18. Equity becoming ingrained in City workforce recruitment and replacement 19. Marketing, outreach, lack of knowledge about other cultures and equity 20. Fear of government by undocumented residents Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 65 GOAL 5 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE AND EQUITABLE FOR ALL  Challenges and Opportunities PRIORITY 21. Maintaining partnerships in turbulent times 22. Residents questioning the role of government affecting the City’s ability to engage, interact and deliver services 23. Dynamic changing funding and partnerships among local, State of Iowa and federal government 24. Tax policy reform at State of Iowa and Federal government impacting charitable giving and tax credit programs 25. Gen X and millennials taking leadership roles in local government and their expanding perspectives 26. 27. 28. 29. 30. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 66 GOAL 5 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE AND EQUITABLE FOR ALL  Actions 2017 – 2019 PRIORITY 1. Project Hope: Coordinator, Evaluation, Next Steps 2. Inclusive Dubuque Action Plan 3. Community Mental Health Assessment 4. GDDC Downtown Transformation 5. Population Expansion 6. Sister Cities Program: Direction and Next Steps 7. Community Engagement Strategy: Direction and Actions 8. City Donations and Donors Recognition Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 67 GOAL 5 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE AND EQUITABLE FOR ALL  Actions 2017 – 2019 PRIORITY 9. Scholarship Program for Dubuque: Report with Options, Direction, Funding Mechanism 10. 11. 12. 13. 14. 15. 16. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 68 GOAL 5 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE AND EQUITABLE FOR ALL  Actions 2017 – 2019 PRIORITY 17. 18. 19. 20. 21. 22. 23. 24. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 69 GOAL 5 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE AND EQUITABLE FOR ALL  Management in Progress 2017 – 2019 TIME 1. Four Mounds Foundation/HEART Program: Report 2. Purchase of Service; Data Collection, Training for Purchase of Service Providers, Reporting Mechanism 3. 4. 5. 6. 7. 8. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 70 GOAL 5 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE AND EQUITABLE FOR ALL  Major Projects 2017 – 2019 TIME 1. Southwest Arterial Project [IDOT] 2. Bee Branch Project 3. Historic Millwork District Public Projects 4. H & W Building Project 5. Flexsteel Project 6. 7. 8. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 71 GOAL 5 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE AND EQUITABLE FOR ALL  On the Horizon 2019 – 2023 TIME 1. Community Plan for Poverty Reduction 2. Community Partnerships Return on Investment: Report, Direction, City Role/Expectations and Funding 3. 4. 5. 6. 7. 8. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 72 GOAL 6 DIVERSE ARTS, CULTURE, PARKS AND LEISURE: EXPERIENCES AND ACTIVITIES FOR ALL  Objectives PRIORITY Objective 1 Have well-maintained and upgraded parks and park amenities Objective 2 Have recreational programs and activities for all Objective 3 Expand arts and cultural opportunities with access for all Objective 4 Have family-oriented programs and activities Objective 5 Have community events and festivals that bring the Dubuque community together – residents meeting residents Objective 6 Have more attractive parks and public spaces that are aesthetic pleasing and personally inviting Objective 7 Have parks with amenities for special needs population Objective 8 Expand year-round recreation and leisure opportunities Objective 9 Objective 10 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 73 GOAL 6 DIVERSE ARTS, CULTURE, PARKS AND LEISURE: EXPERIENCES AND ACTIVITIES FOR ALL  Value to Residents PRIORITY 1. Opportunities for all to experience diverse arts and culture 2. Choice for residents’ leisure time 3. Family oriented activities for all generations 4. Accessible, equitable and diverse recreational programs and activities 5. Access to quality parks and park amenities for all 6. 7. 8. 9. 10. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 74 GOAL 6 DIVERSE ARTS, CULTURE, PARKS AND LEISURE: EXPERIENCES AND ACTIVITIES FOR ALL  Challenges and Opportunities PRIORITY 1. Funding for leisure services facilities and programs 2. Land for parks: difficult topography, availability, “right” locations 3. Changing leisure and recreation trends (dog park, skate park, etc.) 4. Increasing demand for new alternative sports 5. Funding for the maintenance of parks and facilities 6. Partnering with schools and other community organizations 7. Funding for ADA compliance 8. Providing equitable leisure programs and services 9. Staffing for leisure services, including frozen positions 10. Aging parks and park amenities needing upgrade Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 75 GOAL 6 DIVERSE ARTS, CULTURE, PARKS AND LEISURE: EXPERIENCES AND ACTIVITIES FOR ALL  Challenges and Opportunities PRIORITY 11. Developing new parks in newer subdivisions 12. Residents expectations of community/recreation center 13. Lacking of indoor aquatics 14. Perception that some areas are not safe in Dubuque 15. Perception that community events are not inclusive 16. How to equitably deliver City services with less resources 17. Greater frequency of use of outdoors for family activities 18. 19. 20. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 76 GOAL 6 DIVERSE ARTS, CULTURE, PARKS AND LEISURE: EXPERIENCES AND ACTIVITIES FOR ALL  Actions 2017 – 2019 PRIORITY 1. Citywide Flower Planting Program: Direction and Funding 2. Five Flags Center Study: Direction and Implementation 3. Skate Park Development: Fund Raising and Final Plan 4. Jackson Park Pilot for Neighborhood Engagement a. Youth Group b. Funding for Improvements 5. Eagle Point Park Ecological Restoration and Management Plan 6. Outdoor Pool: Assessment Report, Direction, Funding 7. Bunker Hill Golf Course Irrigation Project – Phase 2: Direction and Funding 8. Dog Park: Direction Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 77 GOAL 6 DIVERSE ARTS, CULTURE, PARKS AND LEISURE: EXPERIENCES AND ACTIVITIES FOR ALL  Actions 2017 – 2019 PRIORITY 9. Leisure Service Department Assessment 10. LEAP: Direction 11. Evening Playground: Direction and Funding 12. Future Talk: Direction 13. Emerald Ash Borer: Policy and Funding 14. Multi-culture Family Center Facilities Expansion: Direction and Funding 15. Splash Pad: Direction, Location and Funding 16. Indoor Aquatic Center: Study, Partners, Direction and Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 78 GOAL 6 DIVERSE ARTS, CULTURE, PARKS AND LEISURE: EXPERIENCES AND ACTIVITIES FOR ALL  Actions 2017 – 2019 PRIORITY 17. Port of Dubuque Marina: Direction 18. Arts and Culture Master Plan Implementation: Direction, City Actions and Funding 19. Chaplain Schmitt Island Development: City Direction and Funding a. Existing Pond b. Elevated Boardwalk c. Amphitheater 20. Leisure Services Staffing and Frozen Positions: Direction and Funding 21. 22. 23. 24. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 79 GOAL 6 DIVERSE ARTS, CULTURE, PARKS AND LEISURE: EXPERIENCES AND ACTIVITIES FOR ALL  Management in Progress 2017 – 2019 TIME 1. Leisure Services Equity Plan: Development and Measures 2. 3. 4. 5. 6. 7. 8. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 80 GOAL 6 DIVERSE ARTS, CULTURE, PARKS AND LEISURE: EXPERIENCES AND ACTIVITIES FOR ALL  Major Projects 2017 – 2019 TIME 1. Five Flag Theater and Ham House Building Improvements 2. Grand River Center: Upgrade Projects 3. Creekwood Park: Open 4. 5. 6. 7. 8. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 81 GOAL 6 DIVERSE ARTS, CULTURE, PARKS AND LEISURE: EXPERIENCES AND ACTIVITIES FOR ALL  On the Horizon 2019 – 2023 TIME 1. Pet Owners and Access to City Parks: Direction 2. Comiskey Park Renovation: Community Engagement, Direction and Funding 3. Library Programs and Funding: Direction 4. Community/Recreation Center Feasibility Study 5. “Pet Friendly” Community: Policy Direction, [Waste Stations, License Requirements for Parks, etc.] 6. 7. 8. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 82 GOAL 7 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL  Objectives PRIORITY Objective 1 Increase and sustain commercial air service Objective 2 Have the ability to drive on the Southwest Arterial [Highway 52] Objective 3 Increase public transit ridership by choice Objective 4 Improve traffic flow throughout the city (East-West corridor, roundabouts, light synchronization) Objective 5 Implement “ Complete Streets” concept Objective 6 Increase availability, bandwidth and redundancy Objective 7 Increase access and affordable equitable service for all populations Objective 8 Become a more pedestrian and bike friendly city Objective 9 Expand and accommodating the use of alternative fuel vehicles Objective 10 Implement “Complete Streets” in neighborhoods Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 83 GOAL 7 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL  Objectives PRIORITY Objective 11 Objective 12 Objective 13 Objective 14 Objective 15 Objective 16 Objective 17 Objective 18 Objective 19 Objective 20 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 84 GOAL 7 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL  Value to Residents PRIORITY 1. Reduced traffic congestion and improved traffic flow 2. Better conditions of streets and sidewalk with eliminated obstructions and improved visibility 3. Commuting through telecommunications 4. Greater economic opportunities 5. Air service access to major hub 6. Choice among alternative transportation modes 7. 8. 9. 10. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 85 GOAL 7 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL  Challenges and Opportunities PRIORITY 1. Competition for air service and limited number of carriers operating in the Midwest 2. Increasing costs of street maintenance and snow removal 3. Funding for transportation and connectivity projects 4. Funding for “Complete Streets” implementation, including bike/hike ways throughout Dubuque 5. Rehabilitating concrete streets 6. Linking new fiber to City facilities 7. Expiration of Mediacom Franchise (2020) 8. Addressing parking concerns, perceptions and issues 9. Working with railroads 10. Transit service by choice and serving the needs of all residents Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 86 GOAL 7 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL  Challenges and Opportunities PRIORITY 11. Increasing number of people walking, biking or using public transportation to go to and from places of employment 12. Shortage of telecommunications providers 13. Growing number of residents who would prefer to telecommute to work from home 14. Emerging treads for vehicular travel: Uber/Lyft; autonomous vehicles 15. Shortage of pilots 16. Funding and using clean energy for fleet 17. Increasing traffic congestion 18. Replacement of gas tax funding 19. Growing demand for winter biking and protected bike lanes 20. Funding for connecting bike trails Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 87 GOAL 7 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL  Challenges and Opportunities PRIORITY 21. Decreasing Federal regulations on telecommunications 22. 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 88 GOAL 7 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL  Actions 2017 – 2019 PRIORITY 1. East-West Corridor Study Implementation 2. Street Maintenance Program: Service Level and Funding 3. Traffic Signal Synchronization Citywide 4. Community Information Technology Upgrade Plan 5. CNG Projects: Direction and Funding a. Bus Barn/Transit Garage b. Municipal Services Center Landfill 6. University of Dubuque Aviation Campus Plan 7. Airline Service Expansion Solicitation 8. Airport Sanitary Lagoon Removal: Direction and Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 89 GOAL 7 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL  Actions 2017 – 2019 PRIORITY 9. New Terminal Landscaping: Direction and Funding 10. New Terminal Signage: Direction and Funding 11. Corporate Hangar Repair: Direction and Funding 12. Airline Marketing: Funding 13. 4 Laning Southwest Arterial: Direction and Funding 14. Traffic Management System Refinement 15. Re-Paving Highway 52 [IDOT] - (Central from 11th to 21st) 16. Next Roundabout: Direction and Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 90 GOAL 7 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL  Actions 2017 – 2019 PRIORITY 17. University and Grandview Project 18. Asbury and University Project 19. Kerper Boulevard Improvements: Direction and Funding 20. Telecommunications Public-Private Partnership Projects [10]: Direction and Decision 21. Communications Licenses for Carriers in ROW: Approval 22. 23. 24. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 91 GOAL 7 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL  Management in Progress 2017 – 2019 TIME 1. Evening Service Implementation 2. Smart Transportation Program: Update Report 3. Bus Routes: Update 4. 5. 6. 7. 8. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 92 GOAL 7 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL  Major Projects 2017 – 2019 TIME 1. Bus Storage Facility Project 2. East-West Roundabouts a. Grandview/University b. University/Pennsylvania c. University/Asbury d. University/Loras 3. Traffic Signal Upgrade (1) 4. Upper Bee Branch CP Railroad Crossing 5. North Cascade Reconstruction Project (to Timber Hyrst Subdivision) 6. Washington Street Improvement Project (7th to 9th) 7. Menards Frontage Road Project 8. Military Road Reconstruction Project Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 93 GOAL 7 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL  Major Projects 2017 – 2019 TIME 9. Chavenelle Road Rehabilitation Project 10. Chavenelle Road Hike/Bike Trail Project 11. Southwest Arterial Project: English Mill Road 12. ADA Curb Ramp Projects 13. 14. 15. 16. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 94 GOAL 7 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY FOR ALL  On the Horizon 2019 – 2023 TIME 1. Air Service Expansion Strategy 2. Marketing Air Service to the Business Community 3. Public Access Channel: Report with Options, Direction and Funding 4. Cedar Cross Road: Design 5. Four Laning Highway 20 East: City Advocacy 6. Comprehensive Telecommunications Strategy 7. Bike Mobility Plan: Review 8. Radford/Pennsylvania Roundabout Project Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 95 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Objectives PRIORITY Objective 1 Provide easy access to City information and services for all Objective 2 Increase all/general fund reserve funds to 20% Objective 3 Maintain/improve the City bond rating Objective 4 Create accurate data on City services and use in decision making Objective 5 Have transparent City government and decision making Objective 6 Retain and hire a top quality, diverse City workforce Objective 7 Provide City services responsive to the community Objective 8 Provide customer-focused and friendly City services Objective 9 Secure City information and data using the “Best Practices” Objective 10 Reduce use of statutory debt limit Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 96 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Objectives PRIORITY Objective 11 Objective 12 Objective 13 Objective 14 Objective 15 Objective 16 Objective 17 Objective 18 Objective 19 Objective 20 Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 97 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Value to Residents PRIORITY 1. Financially sound and responsible City government 2. Easy, convenient access to City information and services 3. Service value for taxes and fees 4. Opportunities to become involved in City governance and planning 5. Secure City information, including personal information 6. Customer-focused City service delivery 7. 8. 9. 10. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 98 GOAL 4 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Challenges and Opportunities PRIORITY 1. Consistent message from the City on social media – telling the City’s story 2. Declining gaming revenues 3. Increasing healthcare costs and workers comp 4. Retirements and succession planning 5. Hiring freeze and increasing demands for City services 6. Aging City facilities and equipment needing major repairs or replacement 7. Misperception and rumors about City government: finances, services and projects 8. Coordinating community resiliency preparation, response and recovery from a disaster or crisis 9. Preservation and securing City information and data 10. Making data driven decisions Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 99 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Challenges and Opportunities PRIORITY 11. Balancing City service delivery with available resources, City organizational capacity, the community’s expectations and new initiatives 12. Funding for managers and employees training and professional/personal development 13. Following up on the Equity Report with City actions and funding 14. Developing outcome-based, meaningful performance measures and the use of data to enhance City performance 15. Climate of distrust in all governments, including City government 16. Triage or social media: misinformation and “fake” news 17. ACA repeal or replacement and the impact on the City government 18. State of Iowa legislative actions impacting City finances and services 19. Low interest in public services careers 20. Resistance to new or higher taxes or fees Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 100 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Challenges and Opportunities PRIORITY 21. Shift from face-to-face to web-based contact with City government: impacting skillsets, technology and facilities 22. Potential state action resulting in the loss of backfill: $1.1 million 23. Federal funding and policies threatening CDBG; NEA; NEH; IMLS; TIGER; EPA Brownfields; etc. 24. 25. 26. 27. 28. 29. 30. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 101 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Actions 2017 – 2019 PRIORITY 1. City Corporate Communications Plan: Direction, Development and Funding 2. State Backfill of Commercial/Industrial Tax Revenues: Plan “B” 3. City Services and Staffing: Frozen Positions Direction and Funding 4. Declining Gaming Revenues Plan: Development and Direction 5. City Performance Measurements: Process and Program [Socrata] 6. Minority/Disadvantaged Business Enterprise: Inventory, Outreach Plan 7. City Social Media Policy: Direction 8. Residents Satisfaction Survey: Direction and Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 102 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Actions 2017 – 2019 PRIORITY 9. Data Governance: Policy and Implementation 10. City Facilities and Buildings Comprehensive Condition Assessment and Long Term Plan: Scope, Funding and Development 11. City Workforce Development Coordinator: Direction and Funding 12. Central Source of Data: Creation 13. City Information Security: Best Practices, Plan and Funding 14. General Fund Reserve Policy [20%]: Direction and Funding 15. New Financial Software: Report with Recommendations, Direction and Funding 16. ADA Consultants Transition Report: Direction, City Actions and Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 103 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Actions 2017 – 2019 PRIORITY 17. Mobile Vendor Concession Tracking: Direction and Funding 18. Boards and Commissions Tracking for Demographic Information: Direction and Funding 19. Nuisance and Special Assessment Process Review and Standardization: Direction 20. Public Signage Promoting Sister Cities Program 21. ICMA Fellowship Program: Direction 22. Employee Training Philosophy: Direction, Programs and Funding 23. WebQA: Direction 24. City Assets Management Tools: Direction and Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 104 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Actions 2017 – 2019 PRIORITY 25. Autolink of Finance Community Plus and Laserfishe 26. Data Center Facility: Direction and Funding 27. Cartegraph Partnership Expansion: Direction 28. Solid Waste Fee Structure: Overhaul and Direction 29. New Salt Storage Building: Direction and Funding 30. Health Insurance: Direction 31. Management Succession Plan and Program: Direction and Next Steps 32. Debt Reduction Action Plan: Revision Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 105 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Actions 2017 – 2019 PRIORITY 33. Budget Direction FY 19 34. Open Data: Direction 35. Code of Ordinances: Review and Update 36. Property Tax Reduction Plan: Direction and Development 37. Term Limits: Evaluation Report and Direction 38. Bond Rating Upgrade Action Plan: Direction 39. 40. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 106 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Management in Progress 2017 – 2019 TIME 1. Debt Reduction Plan Implementation: Report 2. Financial Report Card [Socrata] 3. Direct Time Entry and Employee Access Center: Implementation 4. InVision Software for ADA Improvements: Implementation 5. Banking Services: Review 6. Emergency Response Plan for Utilities Failures: Development 7. Labor Negotiations and Contract: Police 8. Water Source and Distribution Master Plan: Development Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 107 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Management in Progress 2017 – 2019 TIME 9. Accela Permitting Software Implementation 10. I-Net Future: Strategy and Actions 11. Grant Management Software: Contract and Implementation 12. DBQIQ Portal Software Implementation 13. SRF 2017 Debt Issuances (Kerper and Westside Water Project) 14. Health and Prescription Drug Plan Modifications: Implementation 15. Plans for City Expo 2017 16. New CivicSend Module Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 108 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Management in Progress 2017 – 2019 TIME 17. City Website Audit 18. City Brand and Communications Strategy: Review and Update 19. Mobile Asset Management Software 20. 21. 22. 23. 24. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 109 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  Major Projects 2017 – 2019 TIME 1. HVAC Upgrades a. City Hall b. Historic Federal Building 2. Municipal Service Center Improvements a. LED Lighting Replacement Security Cameras b. Security Cameras 3. 4. 5. 6. 7. 8. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 110 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  On the Horizon 2019 – 2023 TIME 1. New Maintenance Shop Building at Landfill: Direction and Funding 2. New Alternative Revenues Study 3. Records Management and Retention: Direction and Funding 4. Data Center Strategic Plan 5. Departmental: Efficiency/Cost Reduction Plan 6. Spending Cap: Direction 7. Long Term Plan for City Employees: Direction and Funding 8. City Employees Working Remotely/Flex-hours Plan: Direction and Funding Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 111 GOAL 8 HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY TO ALL  On the Horizon 2019 – 2023 TIME 9. Citywide Departmental Work Order System: Direction and Funding 10. 11. 12. 13. 14. 15. 16. Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 1 SECTION 8 GOVERNANCE: MAYOR – CITY COUNCIL IN ACTION Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 2 City of Dubuque Mayor and City Council Governance Topics 1. Council Compensation 2. Respect for the City as an Institution and Colleagues - personal attacks 3. Teamwork among Mayor and City Council 4. “Politics” over Governance 5. Participation in Nation League of Cities