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17_08_03 Sumek Strategic Plan 2017-2022-2032 STRATEGIC PLAN 2017 2022 2032 Dubuque, Iowa August 2017 Lyle Sumek Associates, Inc. Phone: (386) 246-6250 9 Flagship Court Fax: (386) 246-6252 Palm Coast, FL 32137 E-mail: sumekassoc@gmail.com Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 Table of Contents Strategic Planning for the City of Dubuque 1 Dubuque Vision 2032 3 Dubuque a Sustainable City 10 Dubuque City Government: Mission 12 City of Dubuque Plan 2017 – 2022 19 City of Dubuque Action Agenda 2017 – 2019 51 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. All requests for duplication must be submitted in writing. Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 1 STRATEGIC PLANNING FOR THE CITY OF DUBUQUE Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 2 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: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 3 DUBUQUE VISION 2032 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 4 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). Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 5 Dubuque Vision 2032 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 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: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 6 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: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 7 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: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 8 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: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 9 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 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 10 DUBUQUE: A SUSTAINABLE CITY Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 11 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: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 12 DUBUQUE CITY GOVERNMENT: MISSION Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 13 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). Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 14 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: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 15 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: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 16 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 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 17 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: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 18 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: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 19 CITY OF DUBUQUE PLAN 2017 – 2022 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 20 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 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 21 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 VALUE TO RESIDENTS 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 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 22 SHORT TERM CHALLENGES 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 multi-cultural 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 LONG TERM CHALLENGES 1. Growing reputation and promotion as a resilient city and a place for sustainable businesses, industries and wealth creation 2. Rehabilitation of older commercial and industrial structures 3. Increasing poverty rate in the Dubuque community 4. Recruiting businesses to Downtown with perception of “unsafe” 5. Embracing women and the unrepresented in leadership roles and diverse workplace 6. Increase salary levels in the regional economy 7. Funding and other support for economic growth and development through City partnering with community organizations and projects 8. Growing local businesses with availability of venture capital and locations 9. Lack of quality rental workforce housing and what does exist is in areas of poverty concentration 10. Complexity of public-private partnerships 11. Expanding recreational and entertainment options 12. Perception the City investments only going to specific areas: Downtown, Historic Millwork District, TIF Districts Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 23 POLICY ACTIONS 2017 – 2019 PRIORITY 1. Master Plan for Chaplain Schmitt Island Top Priority 2. South Port Redevelopment Master Plan Top Priority 3. Central Avenue Corridor Revitalization: Top Priority Streetscape and Business Development 4. Kerper Boulevard Revitalization Report High Priority 5. River Cruise Docking Facilities High Priority MANAGEMENT ACTIONS 2017 – 2019 PRIORITY 1. Parking Ramp Maintenance: Direction and High Priority Funding 2. Public-Private Broadband Partnership 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 MANAGEMENT IN PROGRESS 2017 – 2019 5. Industrial Park Development: Site Certification 6. Brownfield Area-wide Planning ($200,000 Grant for Blum Project) a. Agreement b. 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: Marketing Funding 10. Art on the River Winter Edition: Feasibility Study – Council Report 11. City Magazine on Economic Development 12. Art on the River Exhibit: Budget FY ‘19 13. America’s River III: Fund Raising 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 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 24 ON THE HORIZON 2019 – 2023 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 9. Downtown Housing Creation Grant Program: Development and Funding 10. Washington Neighborhood Development Corporation: Re-establishment (GDDC) 11. Workforce Development City Action Plan: Direction and Development 12. City Small Business/Micro Business Program: Development and Funding 13. Art on the River: Direction and Future Funding 14. Neighborhood Business Association Development: Program and Funding 15. Façade Loan Program: Funding 16. City Contracts for Services Equity: Direction and Funding 17. Southwest Arterial Corridor Business Development 18. New Business Attraction Strategy: Direction, Actions and Funding Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 25 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 VALUE TO RESIDENTS 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 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 26 SHORT TERM CHALLENGES 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 LONG TERM CHALLENGES 1. Recent national events with violence and potential impacts on the Dubuque community 2. Increasing community trust in City government 3. Reducing the fear level of individuals who are different than me and the fear of harassment and different treatment 4. Retaining newcomers to Dubuque 5. Diversifying the police and fire workforces 6. Understanding community health needs and defining the City’s role 7. Providing services and products within Dubuque that meet the daily needs of residents from all cultures 8. Leveraging programs and activities that foster community solidarity 9. Achieving greater equity through strategic actions 10. Building trust with residents 11. Using technology to create a safe community for all 12. Demands for animal control 13. EMS being used for general health issues and services Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 27 POLICY ACTIONS 2017 – 2019 PRIORITY 1. Crime Prevention Program Expansion High Priority 2. Multicultural Family Center: Colt Building High Priority Direction and Funding 3. Community Security/Surveillance System Master Plan and Expansion 4. Mental Health Plan 5. Police Staffing Long Term Plan MANAGEMENT ACTIONS 2017 – 2019 PRIORITY 1. Crescent Community Health Center Top Priority Development Agreement 2. Community Engagement: Next Steps MANAGEMENT IN PROGRESS 2017 – 2019 1. Leadership Enrichment After School Program (LEAP): Direction and Funding 2. Text to 9-1-1 3. Radio System Upgrade to P25: • Design • Construction MANAGEMENT IN PROGRESS 2017 – 2019 4. Neighbor2Neighbor Pilot Initiative: Direction, Expansion 5. Fats-Oils-Grease (FOG) Program Inspections and Enforcement: Progress Report 6. Dispatcher Training: Direction and Funding 7. Communication National Quality Assurance: Funding 8. CAD Connection to City Camera Network: Funding 9. “Smart 9-1-1” Building Profiles: Funding 10. Ambulance Replacement 11. ADA Audit: • Phase 1 • Phase 2: Study • Phase 1: Implementation 12. Community Solutions Action Plan: Grade Level Reading 13. Source of Income Implementation of Recommendations: Rebranding Voucher Program 14. Non-Emergency Mobile/Portable Units Replacement 15. Water & Resource Recovery Center: Certification of Environmental Laboratory – Expansion of Service 16. Fire Pumper Replacement 17. 2018 Community Health Needs Assessment/Health Improvement Plan: Direction and Funding 18. Automatic Fire Station Alerting Project: Phase 3 Completion 19. Fire Accreditation: Completion 20. Housing Grants for Homeowner Rehabilitation Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 28 MANAGEMENT IN PROGRESS 2017 – 2019 21. HUD Voluntary Compliance Agreement: Report and Training 22. FDA Voluntary Retail Food Regulatory Standards: Implementation 23. Police Officer Recruitment and Retention 24. 21st Century Policing: Action Plan: Implementation 25. Healthcare Coverage for Residents from the Marshall Islands: Advocacy 26. Diverse Police Hiring: Actions, Results 27. Equity Report: City Actions MAJOR PROJECTS 2017 – 2019 1. Fire Headquarters and Stations ADA Compliance Upgrades 2. Fire Station HVAC and Lighting Improvement Projects ON THE HORIZON 2019 – 2023 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 9. Police Accreditation (2020) 10. Communications Staffing: Direction and Funding 11. Homeless Support Services: Direction and Funding (including Families with Young Men 13+) 12. After CDBG: Report with Options, Direction, City Actions and Funding 13. Leisure Services Equity Plan 14. Communications Center Relocation: Direction and Funding 15. City Healthcare: Direction, City Role and Funding 16. Drug Reduction Action Plan: Problem Analysis, Plan, Development, Direction and Funding 17. Alarm Monitoring of City/County Buildings: Direction and Funding 18. Childcare: Direction and City Actions Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 29 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 VALUE TO RESIDENTS 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 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 30 SHORT TERM CHALLENGES 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 LONG TERM CHALLENGES 1. Addressing community poverty 2. Changing demographics and supporting diverse communities and cultures 3. Implementing HUD Voluntary Compliance Agreement 4. Dispersing and de-centralizing affordable and low-income housing while developing options for affordable housing throughout the community 5. Preserving and rehabilitating housing and building stock – oldest in Iowa 6. Incorporating Smart Resiliency/Sustainability concepts into projects, developments and redevelopments 7. Lack of quality rental units 8. Significant student loan debt and difficulty to buy a home 9. Funding for major development and redevelopment projects 10. Potential elimination of Federal programs: CDBG, housing programs 11. Having a variety of housing to meet population needs in same neighborhood Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 31 POLICY ACTIONS 2017 – 2019 PRIORITY 1. Comprehensive Plan: Adoption Top Priority 2. Dilapidated Buildings/Structures High Priority 3. Annexation Study Update MANAGEMENT ACTIONS 2017 – 2019 PRIORITY 1. Westside Water System: Implementation Top Priority 2. CHANGE. Program: Implementation Top Priority 3. Residential Housing Upgrade/Flood Top Priority Protection Program 4. Affirmatively Furthering Fair Housing: High Priority Development 5. Historic Millwork District: Parking Lot/Signage MANAGEMENT IN PROGRESS 2017 – 2019 1. Code Enforcement Accela Program: • Budget FY ’19 Funding • Implementation 2. Flood Wall/Levee Breech Study and Action Plan M/CC Decision 3. Housing Department Equity Plan: M/CC Presentation 4. Abandoned/Vacant Buildings Report MAJOR PROJECTS 2017 – 2019 1. 17th Street/West Locust Reconstructions Project [HUD Resiliency Project]: Phase 1 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]: Plan and Bid Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 32 ON THE HORIZON 2019 – 2023 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. Residential Housing Upgrade/Flood Protection Program: Next Steps 6. Housing TIF: Additional District 7. Public Safety in Downtown: Actions for Improving Public Awareness/Public Perception 8. Senior Housing: Needs Assessment, Direction and City Actions 9. Entrances/Gateways Beautification Plan: Direction, Actions and Funding 10. JFK Corridor Revitalization Plan: Direction, City Actions and Funding • Infrastructure Improvements/Roads • Business Development • Bike Friendly Area 11. Housing Choice Voucher Program: Staffing and Funding 12. Economic Impact of Historic Preservation Marketing Plan: Direction and Funding 13. Source of Income Implementation of Recommendations (including expanded affordable housing and rebranding of Housing Choice Voucher Program): Direction and Funding 14. Low-Income Housing Tax Credit Projects 15. Neighbor2Neighbor Initiative: Assessment Report and Direction 16. Historic/Architectural Survey Report: Direction and Funding 17. 1st Time Homebuyer Program: Direction Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 33 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 the “Best Practices” 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-focused City service delivery Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 34 SHORT TERM CHALLENGES 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 LONG TERM CHALLENGES 1. Retirements and succession planning 2. Balancing City service delivery with available resources, City organizational capacity, the community’s expectations and new initiatives 3. Climate of distrust in all governments, including City government 4. Increasing healthcare costs and workers comp 5. Making data driven decisions 6. Funding for managers and employees training and professional/personal development 7. Triage of social media: misinformation and “fake” news 8. ACA repeal or replacement and the impact on the City government 9. Misperception and rumors about City government: finances, services and projects 10. Coordinating community resiliency preparation, response and recovery from a disaster or crisis 11. Following up on the Equity Report with City actions and funding 12. Resistance to new or higher taxes or fees 13. Shift from face-to-face to web-based contact with City government: impacting skillsets, technology and facilities Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 35 POLICY ACTIONS 2017 – 2019 PRIORITY 1. City Information Security 2. City Services and Staffing 3. City Facilities and Buildings Comprehensive Condition Assessment and Long Term Plan 4. General Fund Reserve Policy 5. Declining Gaming Revenues: Projections 6. City Corporate Communications Plan 7. Data Center Facility MANAGEMENT ACTIONS 2017 – 2019 PRIORITY 1. Cartegraph Partnership Expansion High Priority 2. ICMA Fellowship Program High Priority 3. City Performance Measurements/Open Data High Priority Catalog/Data-Driven Governance 4. State Backfill: Plan “B” 5. Public Signage Promoting Sister Cities Program 6. Employee Training Philosophy MANAGEMENT IN PROGRESS 2017 – 2019 1. Plans for City Expo 2018 2. Direct Time Entry and Employee Access Center: Implementation 3. DBQIQ Portal Software Implementation 4. InVision Software for ADA Improvements: Implementation 5. Autolink of Finance Community Plus and Laserfishe 6. SRF 2017 Debt Issuances (Kerper Project) 7. Grant Management Software: Contract and Implementation • RFP • Onboard 8. Debt Reduction Plan Implementation: Report 9. Mobile Asset Management Software: Budget FY ’19 Funding 10. Labor Negotiations and Contract: Police 11. Water Source Initial Plan and Distribution Hydraulic Model Master Plan: Development 12. I-Net Future: Strategy and Actions: Remove Site – Water Plant 13. City Website Audit 14. Code of Ordinances: Review and Update Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 36 MAJOR PROJECTS 2017 – 2019 1. HVAC Upgrades a. City Hall b. Historic Federal Building 2. Municipal Service Center Improvements a. Security Cameras ON THE HORIZON 2019 – 2023 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 ON THE HORIZON 2019 – 2023 9. Citywide Departmental Work Order System: Direction and Funding 10. Emergency Response Plan for City Utilities Failures: Development 11. New Financial Software: Report with Recommendations, Direction and Funding 12. Nuisance and Special Assessment Process Review and Standardization: Direction 13. Minority/Disadvantaged Business Enterprise: Inventory, Outreach Plan 14. Residents Satisfaction Survey: Direction and Funding 15. Mobile Vendor Concession Tracking: Direction and Funding 16. City Assets Management Tools: Direction and Funding 17. Debt Reduction Action Plan: Revision 18. Term Limits: Evaluation Report and Direction 19. ADA Consultants Transition Report: Direction, City Actions and Funding 20. Boards and Commissions Tracking for Demographic Information: Direction and Funding 21. Property Tax Reduction Plan: Direction and Development Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 37 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 VALUE TO RESIDENTS 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 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 38 SHORT TERM CHALLENGES 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 LONG TERM CHALLENGES 1. Maintaining the momentum, adequate staffing and funding for smart resilient initiatives 2. Integrating climate adaptation into City operations 3. Evolving markets for recyclable materials 4. Flood wall breach threats 5. Climate changes: rain and flood events 6. Environmental justice: who is impacted first? 7. Complying with changing Federal and state government regulations and mandates affecting environment/ecological integrity using sustainable best practices 8. Community understanding of solid waste and recycling, including curbside collection program 9. Building community understanding and support for “sustainability” goals, priorities, actions using outcome- based performance measures 10. Improving the storm and groundwater quality 11. Cancellation of science-based policies and programs 12. Community education on climate changes and environmental sustainability Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 39 POLICY ACTIONS 2017 – 2019 PRIORITY 1. Communitywide Solar Strategy Top Priority 2. Roosevelt Road Water Tower High Priority 3. Alternative Fuel Fleet Strategy 4. Lead Service Line Replacement 5. BioCNG Project MANAGEMENT ACTIONS 2017 – 2019 PRIORITY 1. Water & Resource Recovery Center: High Priority Nutrient Trading 2. Flood Wall Modeling Study 3. Hydro Power Report: FERC Petition for Permit 4. Cedar Crest Subdivision: Funding MANAGEMENT IN PROGRESS 2017 – 2019 1. Water Department Mailings for Barrington Lakes and CIWA Customers 2. Emerald Ash Borer Program Implementation: Direction and Funding a. Strategy b. Policy c. Funding 3. CNG Truck Purchase (3): Direction and Funding 4. Bee Branch Community Orchard 5. Community Climate Action and Resiliency Plan: Adoption 6. Iowa Economic Development Authority Community Energy Management Program: Approval of Municipal Facilities Revolving Fund, Installation of Improvements 7. Path Forward (Air Quality) Plan: Update Report 8. Recycling Program: Cart Expansion Direction and Funding: FY ‘19 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 40 MAJOR PROJECTS 2017 – 2019 1. Water Main Extension Projects a. JFK b. North Cascade 2. West 3rd Street Reservoir Back Up Generator: Purchase 3. Solar Projects (2) 4. Liquid Deicer Blending System Upgrade Project 5. Cell Phase III Landfill Expansion 6. Washington Street 30” Force Main: Phase 1 and Phase 2 7. Pipelines Inspection Equipment Upgrade Project 8. Well Maintenance: Well 6 and Well 4 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: Schedule ON THE HORIZON 2019 – 2023 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 ON THE HORIZON 2019 – 2023 6. North Cascade Water Main Extension 7. Tamarak Water Main Extension 8. Green Alley Program: Direction and Funding 9. 20” Water Transmission Main (Millwork District to West 3rd Reservoir) 10. Water Line Extension: Southwest Arterial 11. Bee Branch Gate Project: Design 12. 42” Force Main (Terminal Street Lift Station to W & RRC Facility): Plan and Funding 13. 3rd Street Reservoir Study 14. Water Plant Upgrades a. Lime Slakers b. Sludge Handling Facility c. Filters 15. Sanitary Sewer Master Plan: Direction and Funding 16. SCADA System Overhaul: Direction and Funding (Remote Monitoring) 17. Transit Garage CNG and Training: Direction and Funding 18. Solid Waste Collection Study: Completion and Direction 19. Community Gardens Policy and Guidelines: Direction 20. Curbside Collection of Electronics: Direction and Funding 21. Back Up Generator: West 3rd 22. Solid Waste Management Plan for 10 Years: Review and Direction Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 41 Goal 6 Partnership for a Better Dubuque: Building our Community that is Viable, Livable 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 VALUE TO RESIDENTS 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 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 42 SHORT TERM CHALLENGES 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 LONG TERM CHALLENGES 1. Shared responsibility among partners 2. Equity becoming ingrained in City workforce recruitment and replacement 3. Tax policy reform at State of Iowa and Federal government impacting charitable giving and tax credit programs 4. Developing diverse City and community leadership for the long term 5. Attitude: the City should solve it 6. Residents questioning the role of government affecting the City’s ability to engage, interact and deliver services 7. Establishing clear expectations for City government 8. Marketing community engagement opportunities to the community – individuals and partnering organizations 9. Understanding the importance of community engagement 10. Small number of people solving multiple problems 11. Completing the Historic Millwork District with potential loss of FHTC and SHTC 12. Marketing, outreach, lack of knowledge about other cultures and equity Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 43 POLICY ACTIONS 2017 – 2019 PRIORITY 1. Inclusive Dubuque: Continue Support and High Priority Participation 2. Project Hope MANAGEMENT ACTIONS 2017 – 2019 PRIORITY 1. GDDC Downtown Transformation Top Priority MANAGEMENT IN PROGRESS 2017 – 2019 1. Four Mounds Foundation/HEART Program: Report; M/CC MOU Agreement 2. Sister Cities Program: Direction and Next Steps 3. 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 4. Purchase of Service: Data Collection, Incorporation of Equity for Purchase of Service Providers, Reporting Mechanism MAJOR PROJECTS 2017 – 2019 1. H & W Building Project: Development Agreement 2. Flexsteel Project 3. Southwest Arterial Project [IDOT] 4. Historic Millwork District Public Projects ON THE HORIZON 2019 – 2023 1. Community Plan for Poverty Reduction 2. Community Partnerships Return on Investment: Report, Direction, City Role/Expectations and Funding 3. Population Expansion 4. Scholarship Program for Dubuque: Report with Options, Direction, Funding Mechanism Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 44 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 VALUE TO RESIDENTS 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 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 45 SHORT TERM CHALLENGES 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 LONG TERM CHALLENGES 1. Providing equitable leisure programs and services 2. How to equitably deliver City services with less resources 3. Increasing demand for new alternative sports 4. Funding for ADA compliance 5. Developing new parks in newer subdivisions 6. Land for parks: difficult topography, availability, “right” locations 7. Partnering with schools and other community organizations 8. Residents expectations of community/recreation center Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 46 POLICY ACTIONS 2017 – 2019 PRIORITY 1. Citywide Flower Planting Program Top Priority 2. Splash Pad Top Priority 3. Five Flags Center Study High Priority 4. Arts and Culture Master Plan Implementation 5. Skate Park Development MANAGEMENT ACTIONS 2017 – 2019 PRIORITY 1. Comiskey Park Renovation Top Priority 2. Teen, Young Professionals and Senior High Priority Programming: Jackson Park Pilot Program 3. Leisure Services Department Assessment High Priority 4. Eagle Point Park Ecological Restoration and Management Plan MAJOR PROJECTS 2017 – 2019 1. Five Flag Theater and Ham House Building Improvements 2. Grand River Center: Upgrade Projects 3. Creekwood Park: Open ON THE HORIZON 2019 – 2023 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. Dog Park: Direction, Crowd Funded 7. Outdoor Pool: Assessment Report, Direction, Funding 8. Indoor Aquatic Center: Study, Partners, Direction and Funding 9. Bunker Hill Golf Course Irrigation Project – Phase 2: Direction and Funding 10. LEAP: Direction (Middle School After School Program) 11. Future Talk: Direction 12. Evening Playground Program: Direction and Funding 13. Emerald Ash Borer: Funding 14. Port of Dubuque Marina: Direction 15. Leisure Services/Parks and Recreation Staffing and Frozen Positions: Direction and Funding 16. FDR Park Development (Possibly with Dubuque County) Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 47 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 VALUE TO RESIDENTS 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 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 48 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. 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 LONG TERM CHALLENGES 1. Increasing number of people walking, biking or using public transportation to go to and from places of employment 2. Funding for connecting bike trails 3. Funding for “Complete Streets” implementation, including bike/hike ways throughout Dubuque 4. Expiration of Mediacom Franchise (2020) 5. Shortage of pilots 6. Funding and using clean energy for fleet 7. Insufficient linking new fiber to City facilities 8. Addressing parking concerns, perceptions and issues 9. Transit service by choice and serving the needs of all residents 10. Shortage of telecommunications providers 11. Growing number of residents who would prefer to telecommute to work from home Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 49 POLICY ACTIONS 2017 – 2019 PRIORITY 1. East-West Corridor Study: Implementation Top Priority 2. Street Maintenance Program 3. New Airport Terminal Landscaping 4. New Airport Terminal Signage MANAGEMENT ACTIONS 2017 – 2019 PRIORITY 1. Traffic Signal Synchronization Citywide Top Priority 2. Telecommunications Public-Private Partnership Projects MANAGEMENT IN PROGRESS 2017 – 2019 1. Airport Sanitary Lagoon Removal: Direction and Funding 2. Evening Service Implementation 3. Smart Transportation Program: Update Bus Routes MAJOR PROJECTS 2017 – 2019 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 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. University and Grandview Project Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 50 ON THE HORIZON 2019 – 2023 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 9. Re-Paving Highway 52 (Central from 11th to 21st) 10. Airline Service Expansion Solicitation 11. Communications Licenses for Carriers in ROW: Approval 12. Community Information Technology Upgrade Plan 13. Airport Marketing: Funding 14. Corporate Hangar Repair: Direction and Funding 15. 4 Laning Southwest Arterial: Direction and IDOT Funding Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 51 CITY OF DUBUQUE ACTION AGENDA 2017 – 2019 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 52 City of Dubuque Policy Agenda 2017 – 2019 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 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 53 HIGH PRIORITY Kerper Boulevard Revitalization Report Inclusive Dubuque: Continue Support and Participation Crime Prevention Program Expansion Dilapidated Buildings/Structures Five Flags Center Study Multicultural Family Center: Colt Building Direction and Funding River Cruise Docking Facilities Roosevelt Road Water Tower Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 54 City of Dubuque Management Agenda 2017 – 2019 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 Renovation Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 55 HIGH PRIORITY Cartegraph Partnership Expansion Parking Ramp Maintenance: Direction and Funding Affirmatively Furthering Fair Housing 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 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 56 Management in Progress 2017 – 2019 Steeple Square Campus: Affordable Housing Open, Event Center Open Transit Service Expansion: Night Service Riverfront Lease Gavilon Sites (2): Marketing, RFP and Lease, Real Estate Firm Contract Workforce Market-rate Housing: Rent to Homeownership: Plan Development Industrial Park Development: Site Certification Brownfield Area-wide Planning Economic Impact of Historic Preservation – Marketing Plan: Budget ’19 Funding Phased Historic Architectural Survey: Report, Actions and Budget ’19 Funding Marketing Dubuque Jet Center Services: Funding Art on the River Winter Edition: Feasibility Study City Magazine on Economic Development Art on the River Exhibit: Budget FY ‘19 America’s River III: Fund Raising Launch Sale of Art on the River Sculptures: Marketing Air Service Expansion: Contact Air Carriers, Incentives for Routes – Funding Dubuque Industrial Center South: Marketing and Sales Opportunity Dubuque Job Training Programs Leadership Enrichment After School Program (LEAP): Direction and Funding Text to 9-1-1 Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 57 Radio System Upgrade to P25 Neighbor2Neighbor Pilot Initiative: Direction, Expansion Fats-Oils-Grease (FOG) Program Inspections and Enforcement: Progress Report Dispatcher Training: Direction and Funding Communication National Quality Assurance: Funding CAD Connection to City Camera Network: Funding “Smart 9-1-1” Building Profiles: Funding Ambulance Replacement ADA Audit Community Solutions Action Plan: Grade Level Reading Source of Income Implementation of Recommendations: Rebranding Voucher Program Non-Emergency Mobile/Portable Units Replacement Water & Resource Recovery Center: Certification of Environmental Laboratory – Expansion of Service Fire Pumper Replacement 2018 Community Health Needs Assessment/Health Improvement Plan: Direction and Funding Automatic Fire Station Alerting Project: Phase 3 Completion Fire Accreditation: Completion Housing Grants for Homeowner Rehabilitation HUD Voluntary Compliance Agreement: Report and Training FDA Voluntary Retail Food Regulatory Standards: Implementation Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 58 Police Officer Recruitment and Retention 21st Century Policing: Action Plan: Implementation Healthcare Coverage for Residents from the Marshall Islands: Advocacy Diverse Police Hiring: Actions, Results Equity Report: City Actions Code Enforcement Accela Program: Budget FY ’19 Funding, Implementation Flood Wall/Levee Breech Study and Action Plan M/CC Decision Housing Department Equity Plan: M/CC Presentation Abandoned/Vacant Buildings Report Plans for City Expo 2018 Direct Time Entry and Employee Access Center: Implementation DBQIQ Portal Software Implementation InVision Software for ADA Improvements: Implementation Autolink of Finance Community Plus and Laserfishe SRF 2017 Debt Issuances (Kerper Project) Grant Management Software: Contract and Implementation Debt Reduction Plan Implementation: Report Mobile Asset Management Software: Budget FY ’19 Funding Labor Negotiations and Contract: Police Water Source Initial Plan and Distribution Hydraulic Model Master Plan: Development I-Net Future: Strategy and Actions: Remove Site – Water Plant City Website Audit Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 59 Code of Ordinances: Review and Update Water Department Mailings for Barrington Lakes and CIWA Customers Emerald Ash Borer Program Implementation: Direction and Funding CNG Truck Purchase (3): Direction and Funding Bee Branch Community Orchards Community Climate Action and Resiliency Plan: Adoption Iowa Economic Development Authority Community Energy Management Program: Installation of Improvements, Approval of Municipal Facilities Revolving Fund Path Forward (Air Quality) Plan: Update Report Recycling Program: Cart Expansion Direction and Funding: FY ‘19 Four Mounds Foundation/HEART Program: Report; M/CC MOU Agreement Sister Cities Program: Direction and Next Steps My Brother’s Keeper Purchase of Service: Data Collection, Training for Purchase of Service Providers, Reporting Mechanism Airport Sanitary Lagoon Removal: Direction and Funding Evening Service Implementation Smart Transportation Program: Update Bus Routes Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 60 Major Projects 2017 – 2019 Fire Headquarters and Stations ADA Compliance Upgrades Fire Station HVAC and Lighting Improvement Projects 17th Street/West Locust Reconstructions Project [HUD Resiliency Project]: Phase 1 Thomas Place Retaining Wall Repair Lowell Street Retaining Wall Repair Cummins Court Wall Repair/Water Main Replacement 22nd Street/Kaufman Avenue Reconstruction Project [HUD Resiliency Project]: Plan and Bid HVAC Upgrades Municipal Service Center Improvements Water Main Extension Projects West 3rd Street Reservoir Back Up Generator: Purchase Solar Projects (2) Liquid Deicer Blending System Upgrade Project Cell Phase III Landfill Expansion Washington Street 30” Force Main: Phase 1 and Phase 2 Pipelines Inspection Equipment Upgrade Project Well Maintenance: Well 6 and Well 4 Bee Branch Project (Garfield to Comiskey and Under Railroad) Municipal Separate Storm Sewer System (MS4) Permit Compliance Program/Projects Energy Efficient Street Lights Strategic Plan: 2017 – 2022 – 2032/Mayor and City Council/Dubuque, Iowa Copyright © 2017: Lyle Sumek Associates, Inc. Project 170801 61 Water Tank Inspection and Maintenance: Schedule H & W Building Project: Development Agreement Flexsteel Project Southwest Arterial Project [IDOT] Historic Millwork District Public Projects Five Flag Theater and Ham House Building Improvements Grand River Center: Upgrade Projects Creekwood Park: Open Bus Storage Facility Project East-West Roundabouts Traffic Signal Upgrade (1) Upper Bee Branch CP Railroad Crossing North Cascade Reconstruction Project (to Timber Hyrst Subdivision) Washington Street Improvement Project (7th to 9th) Menards Frontage Road Project Military Road Reconstruction Project Chavenelle Road Rehabilitation Project Chavenelle Road Hike/Bike Trail Project Southwest Arterial Project: English Mill Road ADA Curb Ramp Projects University and Grandview Project