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17_08_03 Sumek Executive Summary Strategic Plan 2017-2022-2032 STRATEGIC PLAN 2017 2022 2032 Mayor and City Commission Dubuque, Iowa August 2017 Lyle Sumek Associates, Inc. EXECUTIVE SUMMARY Lyle Sumek Associates, Inc. Phone: (386) 246-6250 9 Flagship Court Fax: (386) 246-6252 Palm Coast, FL 32137-3373 E-mail: sumekassoc@gmail.com Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 Table of Contents EXECUTIVE SUMMARY Strategic Planning for the City of Dubuque 1 Dubuque Vision 2032 2 Dubuque’s City Government: Mission 9 Plan 2017 – 2022 15 Action Agenda 2017 – 2019 32 This report and all related 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. Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 1 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 the City of Dubuque Should Operate” Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 2 Dubuque Vision 2032 DUBUQUE DUBUQUE 2032 is a SUSTAINABLE AND RESILIENT CITY (A), and an INCLUSIVE AND EQUITABLE COMMUNITY (B), DUBUQUE 2032 has preserved our MASTERPIECE ON THE MISSISSIPPI (C), has a STRONG DIVERSE ECONOMY (D) and EXPANDING CONNECTIVITY (E). DUBUQUE 2032 – 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). Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 3 Vision 2032 Guiding Principles 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 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 Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 4 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 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 Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 5 PRINCIPLE D STRONG DIVERSE 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 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 for tourism 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 Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 6 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 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 Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 7 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 Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 8 PRINCIPLE I ENGAGED COMMUNITY „ Means 1. Community implementing five (5) principles of “Every Child, Every Promise”, STAR Communities outcomes, 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 Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 9 Dubuque City Government Our Mission DUBUQUE CITY GOVERNMENT: MISSION DUBUQUE CITY GOVERNMENT is a PROGRESSIVE (A) and FINANCIALLY SOUND CITY (B) and with RESIDENTS RECEIVING VALUE FOR THEIR TAX DOLLARS (C) and ACHIEVING GOALS THROUGH PARTNERSHIPS (D) 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). Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 10 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 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. Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 11 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. Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 12 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 well-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. Participation in curbside recycling curbside Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 13 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. 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. Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 14 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 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. Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 15 City of Dubuque Goals 2022 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY VIBRANT COMMUNITY: HEALTHY AND SAFE LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE FINANCIALLY RESPONSIBLE, HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE DIVERSE ARTS, CULTURE, PARKS AND RECREATION EXPERIENCES AND ACTIVITIES CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 16 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY „ Outcomes 1. Create a resilient regional Dubuque economy 2. Have the infrastructure and amenities to support economic development and growth: industrial/business parks, streets and utilities, air service and housing 3. Retain, expand and grow local businesses, attract new businesses to provide a more diverse tax base and job opportunities 4. Have a diverse workforce prepared for 21st century jobs in the global marketplace 5. Embrace diverse populations that support a diverse multicultural workforce with equitable opportunities 6. 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 Authority, and others „ Short-Term Challenges and Opportunities 1. Availability of local quality workforce and matching educational programs with needs of employers 2. Developing job opportunities for all skill levels 3. Becoming a community with amenities which is known as a “hot spot” for young professionals 4. Diversifying the regional economy – businesses and jobs 5. Inclusion of diverse populations to support a multicultural workforce 6. Quality of life amenities and services that respond to a multicultural workforce 7. Opportunities for entrepreneurism and innovation 8. Workforce shortage and skill gaps 9. High unemployment among minority populations (19%) 10. Recruiting new and diverse businesses along Central Avenue and Kerper Boulevard 11. Include ex-offenders in the workforce Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 17 „ Actions 2017 – 2019 PRIORITY Action Agenda 1. Master Plan for Chaplain Schmitt Island Top Priority 2. South Port Redevelopment Master Plan Top Priority 3. Central Avenue Corridor Revitalization: Streetscape and Business Top Priority Development 4. Kerper Boulevard Revitalization Report High Priority Management Agenda 1. Parking Ramp Maintenance: Direction and Funding Top Priority Management in Progress 1. Steeple Square Campus 2. Transit Service Expansion 3. Riverfront Lease Gavilon Sites (2 4. Workforce Market-rate Housing 5. Industrial Park Development 6. Brownfield Area-wide Planning ($200,000 Grant for Blum Project) 7. Economic Impact of Historic Preservation – Marketing Plan 8. Phased Historic Architectural Survey 9. Marketing Dubuque Jet Center Services 10. Art on the River Winter Edition 11. City Magazine on Economic Development 12. Art on the River Exhibit 13. America’s River III 14. Sale of Art on the River Sculptures 15. Air Service Expansion 16. Dubuque Industrial Center South 17. Opportunity Dubuque Job Training Programs Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 18 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE „ Outcomes 1. Continue to become an inclusive and equitable community in which all feel welcome, included, and leaving no one behind 2. Expand access to healthcare (Crescent, ACA, etc.), including mental health 3. Have an efficient public health system that focuses on prevention and wellness 4. Have residents feeling safe in any neighborhood and throughout the community 5. Have residents feeling that they are part of the solution 6. Have a high level of trust between the community and the police 7. Continue to provide a timely response to emergency calls for service „ Short-Term Challenges and Opportunities 1. Addressing the institutional and structural interplay between race and poverty 2. Lack of young and diverse leadership and leadership opportunities 3. Expanded areas for police and fire services 4. Increasing community use of and reliance on social media which has significant misinformation 5. Police working with the community to create a safe community for all 6. Having access to and treatment for drugs and opioid use 7. Recruitment of police and fire staffing and upcoming retirements 8. City role and increasing demands for mental health services „ Actions 2017 – 2019 PRIORITY Action Agenda 1. Crime Prevention Program Expansion High Priority 2. Multicultural Family Center: Colt Building Direction and Funding High Priority Management Agenda 1. Crescent Community Health Center Development Agreement Top Priority Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 19 „ Actions 2017 – 2019 (Continued) PRIORITY Management in Progress 1. Leadership Enrichment After School Program (LEAP 2. Text to 9-1-1 3. Radio System Upgrade to P25 4. Neighbor2Neighbor Pilot Initiative 5. Fats-Oils-Grease (FOG) Program Inspections and Enforcement 6. Dispatcher Training 7. Communication National Quality Assurance 8. CAD Connection to City Camera Network 9. “Smart 9-1-1” Building Profiles 10. Ambulance Replacement 11. ADA Audit 12. Community Solutions Action Plan 13. Source of Income Implementation of Recommendations 14. Non-Emergency Mobile/Portable Units Replacement 15. Water and Resource Recovery Center 16. Fire Pumper Replacement 17. 2018 Community Health Needs Assessment/Health Improvement Plan 18. Automatic Fire Station Alerting Project 19. Fire Accreditation 20. Housing Grants for Homeowner Rehabilitation 21. HUD Voluntary Compliance Agreement 22. FDA Voluntary Retail Food Regulatory Standards: Implementation 23. Police Officer Recruitment and Retention 24. 21st Century Policing Action Plan 25. Healthcare Coverage for Residents from the Marshall Islands 26. Diverse Police Hiring 27. Equity Report Major Projects 1. Fire Headquarters and Stations ADA Compliance Upgrades 2. Fire Station HVAC and Lighting Improvement Projects Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 20 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE „ 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 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 3. Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses 4. Increase the availability of affordable housing throughout the city, not in concentrated areas of poverty and low income housing 5. Have safe, healthy, inclusive neighborhoods citywide 6. Annex areas consistent with the City Council direction 7. Have more equitable residential developments and homes with a variety of housing options and price points „ Short-Term Challenges and Opportunities 1. Continuing momentum and delivering results in Downtown, Historic Millwork District, Bee Branch Watershed, Riverfront and Central Avenue 2. Annexing and expanding the City boundaries with the capacity to fund City services and infrastructure 3. Attracting and keeping young professionals and families in Dubuque 4. Managing slum and blight through effective enforcement 5. Aging City infrastructure needing replacement or major repairs 6. Leveraging Federal and State of Iowa funding 7. Property owners who are not investing in the maintenance or upgrade of their homes or buildings 8. Transforming Downtown (10th to 32nd) 9. Addressing “hate” rhetoric in the community Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 21 „ Actions 2017 – 2019 PRIORITY Action Agenda 1. Comprehensive Plan: Adoption Top Priority 2. Dilapidated Buildings/Structures High Priority Management Agenda 1. Westside Water System: Implementation Top Priority 2. CHANGE Program: Implementation Top Priority 3. Residential Housing Upgrade/Flood Protection Program Top Priority 4. Affirmatively Furthering Fair Housing Plan: Development High Priority Management in Progress 1. Code Enforcement Accela Program 2. Flood Wall/Levee Breech Study and Action Plan M/CC Decision 3. Housing Department Equity Plan 4. Abandoned/Vacant Buildings Report Major Projects 1. 17th Street/West Locust Reconstructions Project [HUD Resiliency Project] 2. Thomas Place Retaining Wall Repair 3. Lowell Street Retaining Wall Repair 4. Cummins Court Wall Repair/Water Main Replacement 5. 22nd Street/Kaufman Avenue Reconstruction Project [HUD Resiliency Project] Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 22 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY „ Outcomes 1. Maintain/improve the City bond rating 2. Provide City services responsive to the community 3. Provide easy access to City information and services for all 4. Increase all/general fund reserve funds to 20% 5. Continue to follow statutory debt limit plan 6. Maintain and enhance transparent City government and decision making using available technology 7. Secure City information and data using best practices „ Short-Term Challenges and Opportunities 1. Declining gaming revenues 2. Federal funding and policies threatening CDBG; NEA; NEH; IMLS; TIGER; EPA Brownfields; etc. 3. Potential state action resulting in the loss of backfill: $1.1 million 4. Consistent message from the City on social media – telling the City’s story 5. Hiring freeze and increasing demands for City services 6. Aging City facilities and equipment needing major repairs or replacement 7. Preservation and securing City information and data 8. Developing outcome-based, meaningful performance measures and the use of data to enhance City performance 9. State of Iowa legislative actions impacting City finances and services Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 23 „ Actions 2017 – 2019 PRIORITY Management Agenda 1. Cartegraph Partnership Expansion High Priority 2. ICMA Fellowship Program High Priority 3. City Performance Measurements/Open Data Catalog/Data-Driven High Priority Governance Management in Progress 1. Plans for City Expo 2018 2. Direct Time Entry and Employee Access Center 3. DBQIQ Portal Software Implementation 4. InVision Software for ADA Improvements 5. Autolink of Finance Community Plus and Laserfishe 6. SRF 2017 Debt Issuances (Kerper Project) 7. Grant Management Software 8. Debt Reduction Plan Implementation 9. Mobile Asset Management Software 10. Labor Negotiations and Contract: Police 11. Water Source Initial Plan and Distribution Hydraulic Model Master Plan 12. I-Net Future: Strategy and Actions: Remove Site – Water Plant 13. City Website Audit 14. Code of Ordinances: Review Major Projects 1. HVAC Upgrades 2. Municipal Service Center Improvements Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 24 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES „ Outcomes 1. Reduce the community’s carbon footprint (50% by 2030) 2. Reduce the potential flooding through flood plain management, mitigation and protection 3. Maintain/improve air quality 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 5. Preserve and enhance Dubuque’s natural resources 6. Reduce energy consumption and increase the use of alternative energy sources in buildings and vehicles 7. Provide safe, dependable drinking water for all residents „ Short-Term Challenges and Opportunities 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. Funding for “Complete Streets” implementation 4. 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 5. Cleaning up and reuse of “Brownfields” sites 6. Investing in compliance with consent decree and the nutrient reduction strategy 7. Incorporating smart resiliency/sustainability in City organization processes and daily practices 8. Protection of at risk infrastructure and utilities Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 25 „ Actions 2017 – 2019 PRIORITY Action Agenda 1. Communitywide Solar Strategy Top Priority 2. Roosevelt Road Water Tower High Priority Management Agenda 1. Water & Resource Recovery Center: Nutrient Trading High Priority Management in Progress 1. Water Department Mailings for Barrington Lakes and CIWA Customers 2. Emerald Ash Borer Program Implementation 3. CNG Truck Purchase (3) 4. Bee Branch Community Orchard 5. Community Climate Action and Resiliency Plan 6. Iowa Economic Development Authority Community Energy Management Program 7. Path Forward (Air Quality) Plan 8. Recycling Program Major Projects 1. Water Main Extension Projects 2. West 3rd Street Reservoir Back Up Generator 3. Solar Projects (2) 4. Liquid Deicer Blending System Upgrade Project 5. Cell Phase III Landfill Expansion 6. Washington Street 30” Force Main 7. Pipelines Inspection Equipment Upgrade Project 8. Well Maintenance 9. Bee Branch Project (Garfield to Comiskey and Under Railroad) 10. Municipal Separate Storm Sewer System (MS4) Permit Compliance Program/Projects 11. Energy Efficient Street Lights 12. Water Tank Inspection and Maintenance Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 26 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE AND EQUITABLE „ Outcomes 1. Partner for economic and workforce development 2. Partner for culture and arts 3. Partner with education 4. Partner for support for families and children 5. Partner for housing opportunities 6. Partner for equity 7. Partner for healthcare, mental health and wellness 8. Partner for historic preservation 9. Partner for sustainability and resiliency 10. Partner for delivery of human services – meeting the needs of the underserved 11. Lobby and advocate with the Federal government and State of Iowa for Dubuque 12. Increase resident engagement in the City governance processes „ Short-Term Challenges and Opportunities 1. Sustaining partnerships beyond the initial project 2. Competition among community organizations for limited funds 3. Making outcomes that are equitable 4. Reduced funding by other agencies for community-based organizations 5. Dynamic changing funding and partnerships among local, State of Iowa and federal governments 6. Providing public education materials before community engagement and soliciting input 7. Duplication of efforts and programs among community organizations 8. Conflicts between pro-government/more government anti-government/less government in developing and maintaining services 9. Maintaining partnerships in turbulent times Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 27 „ Actions 2017 – 2019 PRIORITY Action Agenda 1. Inclusive Dubuque: Continue Support and Participation High Priority Management Agenda 1. GDDC Downtown Transformation Top Priority Management in Progress 1. Four Mounds Foundation/HEART Program 2. Sister Cities Program 3. My Brother’s Keeper 4. Purchase of Service Major Projects 1. H & W Building Project 2. Flexsteel Project 3. Southwest Arterial Project [IDOT] 4. Historic Millwork District Public Projects Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 28 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION EXPERIENCES AND ACTIVITIES „ Outcomes 1. Have well-maintained and upgraded parks and park amenities 2. Develop a crowd funded dog park 3. Have community events and festivals that bring the Dubuque community together – residents meeting residents 4. Have family-oriented programs and activities 5. Have parks with amenities for special needs population 6. Have recreational programs and activities for all 7. Expand arts and cultural opportunities with access for all „ Short-Term Challenges and Opportunities 1. Funding for leisure services facilities and programs 2. Lacking of indoor aquatics 3. Staffing for leisure services, including frozen positions 4. Changing leisure and recreation trends (dog park, skate park, etc.) 5. Funding for the maintenance of parks and facilities 6. Aging parks and park amenities needing upgrade 7. Perception that some areas are not safe in Dubuque Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 29 „ Actions 2017 – 2019 PRIORITY Action Agenda 1. Citywide Flower Planting Program Top Priority 2. Splash Pad Top Priority 3. Five Flags Center Study High Priority Management Agenda 1. Comiskey Park Renovation Top Priority 2. Teen, Young Professionals and Senior Programming: Jackson Park Pilot High Priority Program 3. Leisure Services Department Assessment High Priority Major Projects 1. Five Flag Theater and Ham House Building Improvements 2. Grand River Center 3. Creekwood Park Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 30 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY „ Outcomes 1. Increase and sustain commercial air service 2. Have the ability to drive on the Southwest Arterial – Funding [Highway 52] 3. Increase public transit ridership by choice 4. Improve traffic flow throughout the city (East-West corridor, roundabouts, light synchronization) 5. Increase availability, bandwidth and redundancy 6. Implement “ Complete Streets” concept „ Short-Term Challenges and Opportunities 1. Competition for air service and limited number of carriers operating in the Midwest 2. Increasing costs of street maintenance and snow removal 3. Working with railroads 4. Funding for transportation and connectivity projects 5. Rehabilitating concrete streets 6. Emerging trends for vehicular travel: Uber/Lyft; autonomous vehicles 7. Increasing traffic congestion 8. Replacement of gas tax funding Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 31 „ Actions 2017 – 2019 PRIORITY Action Agenda 1. East-West Corridor Study: Implementation Top Priority Management Agenda 1. Traffic Signal Synchronization Citywide Top Priority Management in Progress 1. Airport Sanitary Lagoon Removal 2. Evening Service Implementation 3. Smart Transportation Program Major Projects 1. Bus Storage Facility Project 2. East-West Roundabouts 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 9. Chavenelle Road Rehabilitation Project 10. Chavenelle Road Hike/Bike Trail Project 11. Southwest Arterial Project 12. ADA Curb Ramp Projects 13. University and Grandview Project Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 32 City of Dubuque 2017 – 2019 Policy Agenda TOP PRIORITY Master Plan for Chaplain Schmitt Island South Port Redevelopment Master Plan Central Avenue Corridor Revitalization: Streetscape and Business Development Comprehensive Plan: Adoption Communitywide Solar Strategy Citywide Flower Planting Program Splash Pad East-West Corridor Study: Implementation HIGH PRIORITY Kerper Boulevard Revitalization Inclusive Dubuque Action Plan Crime Prevention Program Dilapidated Buildings/Structures Five Flags Center Study Multicultural Family Center: Colt Building River Cruise Docking Facilities Roosevelt Street Water Tower Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 33 City of Dubuque 2017 – 2019 Management Agenda TOP PRIORITY GDDC Downtown Transformation Traffic Signal Synchronization Citywide Westside Water System: Implementation Crescent Community Health Center Development Agreement CHANGE Program: Implementation Residential Housing Upgrade/Flood Protection Program Comiskey Park Rehabilitation HIGH PRIORITY Cartegraph Partnership Expansion Parking Ramp Maintenance: Direction and Funding Affirmatively Furthering Fair Housing Action Plan: Development ICMA Fellowship Program Teen, Young Professionals and Senior Programming: Jackson Park Pilot Program Leisure Services Department Assessment Water & Resource Recovery Center: Nutrient Trading City Performance Measurements/Open Data Catalog/Data-Driven Governance Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 34 City of Dubuque Management in Progress 2017 – 2019 „ Management in Progress 2017 – 2019 1. Steeple Square Campus: Affordable Housing Open, Event Center Open 2. Transit Service Expansion: Night Service 3. Riverfront Lease Gavilon Sites (2): Marketing, RFP and Lease, Real Estate Firm Contract 4. Workforce Market-rate Housing: Rent to Homeownership: Plan Development 5. Industrial Park Development: Site Certification 6. Brownfield Area-wide Planning ($200,000 Grant for Blum Project) • Agreement • Clean Up 7. Economic Impact of Historic Preservation – Marketing Plan: Budget ’19 Funding 8. Phased Historic Architectural Survey: Report, Actions and Budget ’19 Funding 9. Marketing Dubuque Jet Center Services: Funding 10. Art on the River Winter Edition: Feasibility Study 11. City Magazine on Economic Development 12. Art on the River Exhibit: Budget FY ‘19 13. America’s River III: Fundraising Launch 14. Sale of Art on the River Sculptures: Marketing 15. Air Service Expansion: Contact Air Carriers, Incentives for Routes – Funding 16. Dubuque Industrial Center South: Marketing and Sales 17. Opportunity Dubuque Job Training Programs 18. Leadership Enrichment After School Program (LEAP): Direction and Funding 19. Text to 9-1-1 20. Radio System Upgrade to P25: • Design • Construction 21. Neighbor2Neighbor Pilot Initiative: Direction, Expansion 22. Fats-Oils-Grease (FOG) Program Inspections and Enforcement: Progress Report 23. Dispatcher Training: Direction and Funding 24. Communication National Quality Assurance: Funding 25. CAD Connection to City Camera Network: Funding Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 35 „ Management in Progress 2017 – 2018 26. “Smart 9-1-1” Building Profiles: Funding 27. Ambulance Replacement 28. ADA Audit: • Phase 1 • Phase 2: Study • Phase 1: Implementation 29. Community Solutions Action Plan: Grade Level Reading 30. Source of Income Implementation of Recommendations: Rebranding Voucher Program 31. Non-Emergency Mobile/Portable Units Replacement 32. Water and Resource Recovery Center: Certification of Environmental Laboratory – Expansion of Service 33. Fire Pumper Replacement 34. 2018 Community Health Needs Assessment/Health Improvement Plan: Direction and Funding 35. Automatic Fire Station Alerting Project: Phase 3 Completion 36. Fire Accreditation: Completion 37. Housing Grants for Homeowner Rehabilitation 38. HUD Voluntary Compliance Agreement: Report and Training 39. FDA Voluntary Retail Food Regulatory Standards: Implementation 40. Police Officer Recruitment and Retention 41. 21st Century Policing: Action Plan: Implementation 42. Healthcare Coverage for Residents from the Marshall Islands: Advocacy 43. Diverse Police Hiring: Actions, Results 44. Equity Report: City Actions 45. Code Enforcement Accela Program: Budget FY ’19 Funding, Implementation 46. Flood Wall/Levee Breech Study and Action Plan M/CC Decision 47. Housing Department Equity Plan: M/CC Presentation 48. Abandoned/Vacant Buildings Report 49. Plans for City Expo 2018 50. Direct Time Entry and Employee Access Center: Implementation 51. DBQIQ Portal Software Implementation 52. InVision Software for ADA Improvements: Implementation 53. Autolink of Finance Community Plus and Laserfiche 54. SRF 2017 Debt Issuances (Kerper Project) 55. Grant Management Software: Contract and Implementation • RFP • Onboard Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 36 „ Management in Progress 2017 – 2019 56. Debt Reduction Plan Implementation: Report 57. Mobile Asset Management Software: Budget FY ’19 Funding 58. Labor Negotiations and Contract: Police 59. Water Source Initial Plan and Distribution Hydraulic Model Master Plan: Development 60. I-Net Future: Strategy and Actions: Remove Site – Water Plant 61. City Website Audit 62. Code of Ordinances: Review and Update 63. Water Department Mailings for Barrington Lakes and CIWA Customers 64. Emerald Ash Borer Program Implementation: Direction and Funding a. Strategy b. Policy c. Funding 65. CNG Truck Purchase (3): Direction and Funding 66. Bee Branch Community Orchard 67. Community Climate Action and Resiliency Plan: Adoption 68. Iowa Economic Development Authority Community Energy Management Program: Installation of Improvements, Approval of Municipal Facilities Revolving Fund 69. Path Forward (Air Quality) Plan: Update Report 69. Recycling Program: Cart Expansion Direction and Funding: FY ‘19 71. Four Mounds Foundation/HEART Program: Report; M/CC MOU Agreement 72. Sister Cities Program: Direction and Next Steps 73. My Brother’s Keeper • Develop Action Steps in Pipeline • Apply Equity Lens to Data • Develop Support and Resource Sharing Among Partners • Improve Outcomes for Academic Performance and Engagement 74. Purchase of Service: Data Collection, Incorporation of Equity for Purchase of Service Providers, Reporting Mechanism 75. Airport Sanitary Lagoon Removal: Direction and Funding 76. Evening Service Implementation 77. Smart Transportation Program: Update Bus Routes Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 37 City of Dubuque Major Projects 2017 – 2019 „ Major Projects 2017 – 2019 1. Fire Headquarters and Stations ADA Compliance Upgrades 2. Fire Station HVAC and Lighting Improvement Projects 3. 17th Street/West Locust Reconstructions Project [HUD Resiliency Project]: Phase 1 4. Thomas Place Retaining Wall Repair 5. Lowell Street Retaining Wall Repair 6. Cummins Court Wall Repair/Water Main Replacement 7. 22nd Street/Kaufman Avenue Reconstruction Project [HUD Resiliency Project]: Plan and Bid 8. HVAC Upgrades a. City Hall b. Historic Federal Building 9. Municipal Services Center Improvements a. Security Cameras 10. Water Main Extension Projects a. JFK b. North Cascade Rd 11. West 3rd Street Reservoir Back Up Generator: Purchase 12. Alliant Solar Projects (2) 13. Liquid Deicer Blending System Upgrade Project 14. Cell Phase III Landfill Expansion 15. Washington Street 30” Force Main: Phase 1 and Phase 2 16. Pipelines Inspection Equipment Upgrade Project 17. Well Maintenance: Well 6 and Well 4 18. Bee Branch Project (Garfield to Comiskey and Under Railroad) 19. Municipal Separate Storm Sewer System (MS4) Permit Compliance Program/Projects 20. Energy Efficient Street Lights 21. Water Tank Inspection and Maintenance: Schedule 22. H & W Building Project: Development Agreement 23. Flexsteel Project 24. Southwest Arterial Project [IDOT] Executive Summary: Strategic Plan 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 38 „ Major Projects 2017 – 2019 25. Historic Millwork District Public Projects 26. Five Flag Theater and Ham House Building Improvements 27. Grand River Center: Upgrade Projects 28. Creekwood Park: Open 29. Bus Storage Facility Project 30. East-West Roundabouts a. Grandview/University b. University/Pennsylvania c. University/Asbury d. University/Loras 31. Traffic Signal Upgrade (1) 32. Upper Bee Branch CP Railroad Crossing 33. North Cascade Reconstruction Project (to Timber Hyrst Subdivision) 34. Washington Street Improvement Project (7th to 9th) 35. Menards Frontage Road Project 36. Military Road Reconstruction Project 37. Chavenelle Road Rehabilitation Project 38. Chavenelle Road Hike/Bike Trail Project 39. Southwest Arterial Project: English Mill Road 40. ADA Curb Ramp Projects 41. University and Grandview Project