Adopting the Fiscal Year 2020 Budget Recommendation as AmendedCopyrighted
March 7, 2019
City of Dubuque Public Hearings # 1.
ITEM TITLE: Adopting the Fiscal Year 2020 Budget Recommendation
as Amended
SUMMARY: Proof of publication on notice of public hearing to consider
approval of the City of Dubuque Fiscal Year 2020 Annual
Budget and Five -Year Capital Improvement Program as
amended, and the City Manager recommending approval.
SUGGESTED DISPOSITION:
Long -Range Planning Advisory Commission submitting
documentation regarding the recommended budget
relationship to the 2020-2024 Capital Improvement
Program and Imagine Dubuque Comprehensive Plan.
Cable TV Division providing additional information on
captioning/inclusivity of video programming.
Travel Dubuque submitting correspondence requesting
additional Sister City Program funding.
Iowa Department of Natural Resources submitting
correspondence in support of EB Lyons 1 Mines of Spain
Recreation Area funding (Added)
RESOLUTION Adopting the City of Dubuque Fiscal Year
2020 Annual Budget
RESOLUTION Adopting the City of Dubuque Five -Year
Capital Improvement Program
Suggested Disposition: Receive and File; Adopt
Resolution(s)
ATTACHMENTS:
Description Type
FY20 Revised Budget Recommendation -MVM Memo City Manager Memo
Staff Memo Staff Memo
Staff Memo Attachments 1-2 Supporting Documentation
Staff Attachments 3 Supporting Documentation
Staff Attachment 4 Supporting Documentation
Staff Attachments 5-6 Supporting Documentation
Staff Attachments 7
Long -Range Planning Advisory Commission
Correspondence
LRPAC Imagine Dubuque Chapter 10
Recommendations
LRPAC Imagine Dubuque CIP Comparison
Cable TV Additional Information on Captioning -
Inclusivity of Video Programming
Travel Dubuque Sister City Funding Request
Supporting
Supporting
Supporting
Supporting
Supporting
Supporting
ADDED - EB Lyons / Mines of Spain Letter of Support Supporting
Proof of Publication Supporting
Documentation
Documentation
Documentation
Documentation
Documentation
Documentation
Documentation
Documentation
Prepared by City Manager's Office; Address: City Hall, 50 W. 13th Street; Telephone: 589-4110
RESOLUTION NO. 88-19
ADOPTING THE CITY OF DUBUQUE FISCAL YEAR 2020 ANNUAL BUDGET
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
DUBUQUE, IOWA:
Section 1. That the annual budget for the fiscal year ending June 30, 2020, as set forth
in the Adoption of Budget and Certification of Taxes and supporting state budget forms
showing the revenue estimates and appropriation expenditures and allocations to
programs and activities for said fiscal year, is adopted as amended.
Section 2. The City Clerk is directed to make the filings required by law.
Passed, approved and adopted this 7th day of March 2019.
Attest:
Kevin S. Firnstahl, City Clerk
Roy D. Buol, Mayor
Prepared by City Manager's Office; Address: City Hall, 50 W. 131" Street; Telephone: 589-4110
RESOLUTION NO. 89-19
ADOPTING THE CITY OF DUBUQUE FIVE YEAR CAPITAL IMPROVEMENT
PROGRAM
WHEREAS, a recommended five-year Capital Improvement Program for the period
beginning July 1, 2019, and ending June 30, 2024, for the City of Dubuque has been
prepared and submitted to the City Council; and
WHEREAS, the five-year Capital Improvement Program describes specific capital
improvement projects, provides estimated costs for those projects, proposes sources of
funds for each of them, and schedules the year during which each project will be
undertaken; and
WHEREAS, the capital improvement projects for the first year are included in the Fiscal
Year 2020 budget for the City of Dubuque; and
WHEREAS, the five-year Capital Improvement Program will be reconsidered annually
by the City Council and appropriately revised; and
WHEREAS, the adoption of the five-year Capital Improvement Program is a prudent
measure to provide continuity of programs and is in the best interest of the City of
Dubuque.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
DUBUQUE, IOWA:
Section 1. That the five-year Capital Improvement Program for the period beginning
July 1, 2019, set out in the Fiscal Year 2020-2024 Recommended Capital Improvement
Budget, is hereby approved and adopted as the proposed allocation of City resources for
capital improvements as scheduled in the years shown, subject to annual review and
revision.
Passed, approved and adopted this 7t" day of March, 2019.
Attest:
Kev' S. Firnsta I, City Clerk
oy D. Buol, Mayor
THE CITY OF
Dus
Masterpiece on the Mississippi
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Amended Fiscal Year 2020 Budget Recommendation
DATE: March 4, 2019
Dubuque
ui•Ameda City
111'
2007 2012
2013.2017
The Fiscal Year 2019 budget process began in the Spring of 2018, and by state law the
Mayor and City Council must adopt the budget no later than March 15, 2019, for the
fiscal year that begins July 1, 2019.
There have been several changes that have resulted in an Amended Fiscal Year 2020
Budget Recommendation.
Diamond Jo Casino Lease revenues have provided an additional $62,303 in resources.
Lead Based Paint Hazard Reduction and Healthy Homes Grant staffing modifications
have reduced general fund costs by $36,777.
Dubuque Racing Association gaming revenues have provided a one-time increase in
revenue of $95,215.
The total reduction in costs and increases in revenue from the original budget
recommendation is $194,295.
The following are the issues the Mayor and City Council have voted to hold out for
further review at this March 7 public hearing and other issues identified by City staff:
Add a Rental Housing Full -Time Inspector Position: The impact of the Amended Fiscal
Year 2020 budget recommendation is an increase in cost of $109,628 and an increase
in revenue of $85,041 with a net property tax impact of $24,587 to fund this additional
inspector position.
Increase the City Clerk Sister City Program Strategic Marketing Funds: The impact of
the Amended Fiscal Year 2020 budget recommendation is an increase in cost of
$3,500.
Provide Information Services Microsoft Office 365 Training for City Employees: The
impact of the Amended Fiscal Year 2020 budget recommendation is an increase in cost
of $57,500.
Reinstate Police Department Alcohol Compliance Checks: The impact of the Amended
Fiscal Year 2020 budget recommendation is an increase in cost of $17,109.
Provide Five Flags Metal Detectors and Wands as a Capital Improvement Project: The
impact of the Amended Fiscal Year 2020 budget recommendation is an increase in cost
of $65,048.
Change the start date for City Manager's Office Management Intern (ICMA Fellow):
Recommended funding to upgrade the Management Intern/Fellow position from part-
time (0.60 FTE) to full-time (1.00 FTE) effective July 1, 2019 instead of January 1, 2020.
The impact of the Amended Fiscal Year 2020 budget recommendation is a net increase
in property tax cost of $26,497.
The total increase in property tax related costs is $194,241. The net property tax impact
of this amended budget recommendation is an increase of $54 in revenue over the
impact of costs.
I am pleased to inform you that if you approve this amended Fiscal Year 2020 budget
recommendation with a property tax rate of $10.33, the following would occur:
The City Council adopted a guideline of no property tax increase for the average
residential property owner. This recommendation would provide no increase.
This recommendation would provide a 1.48% decrease for the average commercial
property.
This recommendation would provide a decrease of 1.79% for the average industrial
property.
This recommendation would provide a decrease of 7.07% for the average multi -
residential property.
In addition, in August 2015 the Mayor and City Council adopted as a priority a debt
reduction plan.
The City would be retiring more debt each year going forward than is being issued. In
Fiscal Year 2016 the City was at 87% of the statutory debt limit. Previously in Fiscal
Year 2024, the end of the current five-year capital improvement plan, the City was
projected to be at 66% of the statutory debt limit. Should the City Council accept this
new recommended plan, the City would be at 43% of the statutory debt limit in Fiscal
Year 2024, the end of the recommended five-year capital improvement plan. By Fiscal
Year 2029 the City would be at 28% of the statutory debt limit.
2
100
90%
80%
70%
60%
50%
40%
30%
20%
10%
Statutory Debt Limit Used
(as of June 30th)
90% R7"6
90% 82%
79%
79%
$267.4
86%
74%
70%
72%
69%
$268.6 $266.1
66%
66%
$[55
$260
63%
56%
$2114
62%
51%
So%
47%
46%
$24 .5
43%
43%
41%
37%
32%
28%
$226.2
FY 15 FY 16 FY 17 FY 18 FY 19
FY 20
FY 21 FY 22 FY 23
FY 24
FY 25 FY 26 FY 27 FY 28 FY 29
tFY20 Recommended —.1.—FY16 Adopted
In Fiscal Year 2019 the City is at $266.1 million in debt. Previously, in Fiscal Year 2024,
the end of the current five-year capital improvement plan, the City was projected to have
$241.4 million in debt. Should the City Council accept this new recommended plan, the
City would have $242.2 million in debt in Fiscal Year 2024, the end of the recommended
five-year capital improvement plan. By Fiscal Year 2029 the City would have debt of
$160.7 million.
o $310
$3(19 3
g
$290 $2904
Total Debt
(In Millions)
$270
$250
$230
$210
$190
$170
$150
$130
—.eV •1
$261.3 '265.6
$267.4
$268.6 $266.1
1266.9 6266.5
$[55
$260
9
244.3
$2114
$24 .5
$242.
$241.4
$226.2
$291R
$M1R
$1R1 9
6160.7
FY 15 FY 16 FY 17 FY 18 FY 19
FY 20
FY 21
FY 22
FY 23
FY 24
FY 25
FY 26
FY 27
FY28
FY29
--FY20 Recommended —4—FY16 Adopted
The City maintains a general fund reserve, or working balance, to allow for unforeseen
expenses that may occur. Moody's Investor Service recommends a 20% General Fund
Operating Reserve for "AA" rated cities.
3
After all planned expenditures plus an additional $1,700,000 added to the fund balance
in FY 2019, the City of Dubuque will have a general fund reserve of 22.02 percent of
general fund revenues as computed by the methodology used by Moody's Investors
Service. The general fund reserve cash balance is projected to be $11,384,325 on June
30, 2019.
The intent is to increase the General Fund working balance or operating reserve by
$1,000,000 in Fiscal Year 2020. In Fiscal Year 2017, the City had projected
reaching this consistent and sustainable 20% reserve level in Fiscal Year 2022.
This 20% level was reached in Fiscal Year 2017, five years ahead of schedule.
25
° 20
c
a 15
10
Fund Reserve as a Percent of General Fund Revenue
23.81%
22.02%
20.09%
17.52%
14.87%
22.93% 22.92%
23.46%
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Fiscal Year
I respectfully recommend Mayor and City Council approval of the amended Fiscal Year
2020 budget recommendation with a property tax rate of $10.33, a 2.43% decrease
4
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
Contribution
$1,050,000
$1,700,000
$1,000,000
$100,000
$100,000
$100,000
$100,000
City's Spendable
General Fund
Cash Reserve
Fund Balance
$16,460,491
$15,485,326
$16,185,326
$16,285,326
$16,385,326
$16,485,326
$16,585,326
% of Projected
Revenue (Moody's)
23.81%
22.02%
22.86%
22.93%
23.46%
22.92%
22.25%
25
° 20
c
a 15
10
Fund Reserve as a Percent of General Fund Revenue
23.81%
22.02%
20.09%
17.52%
14.87%
22.93% 22.92%
23.46%
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Fiscal Year
I respectfully recommend Mayor and City Council approval of the amended Fiscal Year
2020 budget recommendation with a property tax rate of $10.33, a 2.43% decrease
4
from Fiscal Year 2019. This would have the following impact on average on the different
classes of property:
Residential $ 0.00 0%
Commercial $ (48.53) -1.48%
Industrial $ (87.16) -1.79%
Multiresidential $ (133.29) -7.07%
.�1C1��'�*'1 �rY►t
Mic ael C. Van Milligen
MCVM:jh
Attachment
cc: Crenna Brumwell, City Attorney
Teri Goodmann, Assistant City Manager
Cori Burbach, Assistant City Manager
Jennifer Larson, Budget Director
5
THE CITY OF
Dui
Masterpiece on the Mississippi
TO: Michael C. Van Milligen, City Manager
FROM: Jennifer Larson, Budget Director
SUBJECT: Amended Fiscal Year 2020 Budget Recommendation
DATE: March 5, 2019
Dubuque
Seal
All -America City
2007. 201E • 2013. 2017
The Fiscal Year 2019 budget process began in the Spring of 2018, and by state law the
Mayor and City Council must adopt the budget no later than March 15, 2019, for the
fiscal year that begins July 1, 2019.
The milestones of this budget process include:
June 4-5 Professional facilitator Lyle Sumek met with Department
and Managers to discuss what had been accomplished over the
August 15, 2018 last year and what might be considered by the Mayor and
City Council going forward.
August 13-15, 2018 Professional facilitator Lyle Sumek met with the Mayor and
City Council in the annual three-day strategic planning
session to establish the City Vision and Mission Statement,
determine the 5 -year goals, and the current priorities around
which the Fiscal Year 2020 budget recommendation would
be developed.
Summer 2018 The results of the Mayor and City Council annual strategic
planning session was shared with City staff and City Boards
and Commissions as Department Managers developed
budget requests to be submitted to the City Manager in the
Fall of 2018.
September 18, 2018 City of Dubuque launched a new interactive budget
simulation tool called Balancing Act at City Expo. The online
simulation invites community members to submit their own
version of a balanced budget under the same constraints
faced by City Council, respond to high-priority budget input
questions, and leave comments. The Budget Office
conducted community outreach with the new tool via print
November 14, 2018
Fall 2018
December 17, 2018
February 4, 2019
February 7, 2019
February 11, 2019
February 13, 2019
February 21, 2019
February 25, 2019
February 27, 2019
February 25, 2019
March 7, 2019
and digital marketing and presentations. A total of 345
community members attended the budget presentations.
City Manager holds public input session showing the results
of the Mayor and City Council Strategic Planning Session
and seeking resident input on what should be in the City
Manager's Fiscal Year 2020 budget recommendation to the
Mayor and City Council.
The City Manager, Budget Director Jennifer Larson and
Senor Budget Analyst Rachel Kilburg meet with each
Department Manager to review their budget requests for the
operating and capital budgets, including any improvement
packages.
At a regularly -scheduled City Council meeting, the Mayor and
City Council adopt the Fiscal Year 2019 Budget Guidelines
as recommended by Budget Director Jennifer Larson through
the City Manager.
The City Manager submits the Fiscal Year 2019 budget
recommendation to the Mayor and City Council for
consideration.
The Mayor and City Council meet with the Department
Managers in public meetings to discuss the City Manager's
budget recommendation and to decide if the
recommendation meets the Goals and Priorities established
by the Mayor and City Council in August 2018. At each of
these six sessions, the public is also invited to present
information for City Council consideration.
The Long Range Planning Advisory Commission reviews the
City Capital Improvement Program budget and offers an
opinion if they believe it is consistent with the City
Comprehensive Plan and that information is provided to the
Mayor and City Council.
The Mayor and City Council hold a public hearing on the
Fiscal Year 2019 budget recommendation, including an
opportunity for additional citizen input and a discussion of
individual items the Mayor and City Council have held out
during the process for further review. The City Manager may
or may not submit an amended budget recommendation at
this point and, this year, there is this amended budget
recommendation.
2
There have been several changes that have resulted in an Amended Fiscal Year 2020
Budget Recommendation.
Diamond Jo Casino Parking Lease
A review of the Peninsula Gaming LLC and City of Dubuque, Iowa lease agreement and
the monthly payments has found that Diamond Jo has inadvertently not included the
annual cost of living (COL) adjustment as required. Beginning in July 1, 2010, monthly
payments were to be adjusted based on the Consumer Price Index — All Urban
Consumers — US City Average, as published by the US Department of Labor, Bureau of
Statistics. The annual COL adjustment was not done.
Diamond Jo unintentionally underpaid the lease agreement by $350,596.04. Five
percent (5%) interest has been added each year to the unpaid balance and amounts to
$62,303.14.
The Diamond Jo paid the outstanding balance of the lease agreement and the
outstanding interest.
A portion ($350,596) of this one-time unbudgeted lease revenue has been committed to
various projects in Fiscal Year 2019 subject to budget amendment approval by City
Council in April 2019. However, $62,303 of the one-time unbudgeted lease revenue is
available to fund additional requests in the Fiscal Year 2020 budget.
The impact to the Fiscal Year 2020 budget recommendation is an increase in one-
time revenue of $62,303.
Lead Based Paint Hazard Reduction and Healthy Homes Grant
During Fiscal Year 2019, the City of Dubuque was awarded $2,999,968 in Lead Based
Paint Hazard Reduction grant program funding and $581,000 in Healthy Homes
Supplemental funding. The City of Dubuque will address lead hazards in 120 housing
units providing safer homes for low and very low-income families with children. The City
will also perform healthy homes assessments.
The City staffing for the Lead Based Paint Hazard Reduction and Healthy Homes grant
will utilize a portion of three existing staff members as well as recruiting two Lead
Inspectors and a Housing Financial Specialist for the program. The existing HUD
Resiliency Coordinator will be allocated 75% to the Lead Program as Grants Project
Manager. In addition, an existing General Housing Specialist will be allocated 20% to
the Lead Program as a Co -Director of the grant and an existing Grant Accountant for
the HUD Resiliency grant will be allocated 20% to the Lead Program as Grant
Administrator. The use of the three existing staff members for administration of the Lead
Program will create $36,777 in general fund savings.
The impact to the Fiscal Year 2020 budget recommendation is a reduction in
general fund costs of $36,777.
3
Gaming Revenue
In Calendar Year 2018, gross gaming revenues at the Q Casino was up 4.3% as
compared to Calendar Year 2018 budget. Q Casino's increase is due to the hotel
renovation, new restaurant (Farmhouse), and new gaming product and entertainment
mix. The DRA has projected a 1% increase in gross gaming revenue for Calendar
Year 2019.
Based on the revised projections from the Dubuque Racing Association (DRA), the City
of Dubuque will receive approximately $95,215 in additional rent revenue in Fiscal Year
2019.
The impact to the Fiscal Year 2020 budget recommendation is a one-time
increase in revenue of $95,215.
Total Reduction in Costs and Increases in Revenue
The total reduction in costs and increases in revenue from the original budget
recommendation is $194,295.
The following are the issues the Mayor and City Council have voted to hold out
for further review at this March 7 public hearing and other issues identified by
City staff:
Housing and Community Development Full -Time Inspector I Position —Modified
Recommended funding to add an additional full-time Inspector I position for General
Inspections. The original improvement package request for the Housing and Community
Development full-time Inspector I position did not include a dwelling/rooming unit
licensing fee increase or creation of a new reinspection fee (Attachment 1). This request
has been revised to include the dwelling/rooming unit licensing fee increase of $5,
change in initial inspections to be free (previously $50), and creation of a new
reinspection fee for the first reinspection of $85 which will fund a portion of the recurring
cost of the full-time General Housing Inspector ($44,685), with the remainder of
recurring cost funded by increased inspections, court costs, and fine revenue ($40,356)
resulting from an additional inspector. The dwelling/rooming unit licensing fee increase,
and creation of the new reinspection fee will also reduce the amount of Community
Development Block Grant funds used to subsidize rental inspections in FY 2020
($56,880). The fiscal year allocation for CDBG funding has not been received by the
city, and therefore the CDBG budget is only a projection of resources available.
Implementing the above fee changes allows the code enforcement division to be closer
to 91% self-sustaining and will free up CDBG resources to be used in other community
development activities if the allocation of funds is not reduced from the current budget
projections. The non-recurring cost of the position ($24,587), which includes a mid-sized
car, computer, tablet and smartphone, will be funded by additional resources in the
general fund. A memo from Housing Director Alexis Steger is attached explaining the
dwelling/rooming unit licensing fee increase and the reinspection fee (Attachment 2).
4
The impact of the Fiscal Year 2020 budget recommendation is an increase in cost
of $109,628 and an increase in revenue of $85,041 with a net property tax impact
of $24,587.
City Clerk Sister City Program Strategic Marketing Funds
Recommended funding to increase allocation to the Sister City Program by $3,500.
Historically, this budget has been for $5,000 plus the cost of membership dues to Sister
Cities International. Per the annual agreement with Travel Dubuque, the City retains
$1,000 plus the dues expense with the balance being paid to Travel Dubuque to cover
program costs. The Travel Dubuque staff and Committee members are putting forth a
strategic marketing effort that will allow for growth with community and corporate
partners to provide a better understanding of the Sister City Committee and the benefits
of having Sister Cities. By allocating additional funds to this marketing strategy, more
dollars can be leveraged to help grow the overall mission and vision of the Committee
and implement identified strategies (Attachment 3).
The impact of the Fiscal Year 2020 budget recommendation is an increase in cost
of $3,500.
Information Services Microsoft Office 365 Training for City Employees - Modified
Recommended funding for customized Microsoft Office 365 training for City employees.
The improvement package originally submitted only covered Microsoft Excel
(attachment 4); however, based on additional needs of overall Microsoft Office 365
training for City employees, this funding request has been expanded to include the
entire Microsoft Office 365 application suite (SharePoint, Outlook, Excel, Word,
OneDrive, PowerPoint, OneNote, and Teams).
The impact of the Fiscal Year 2020 budget recommendation is an increase in cost
of $57,500.
Police Department Alcohol Compliance Checks
Recommended funding for alcohol compliance checks in the City. The Dubuque Police
Department has actively done alcohol compliance checks since the 1990's under
various grants. The most recent funding was supplied by Enforcing Underage Drinking
Laws (EUDL) through Helping Services of Northeast Iowa as the grant recipient.
However, that funding source expired approximately five years ago and is no longer
available. The department continued to do alcohol compliance checks at the same
time as tobacco compliance checks, which are funded by the Iowa Alcoholic Beverages
Division, until approximately a year ago when it was determined that the tobacco grants
prohibited combined checks. Compliance checks are done utilizing plain clothed
officers and youth compliance workers who act as patrons. Officers observe the
interaction between the youth monitor and employees as they attempt to purchase
alcohol. The youth monitors present their real identification cards if asked, and no
attempts are made to conceal their real age. If a violation occurs, the officer cites the
person who sold the alcohol. The business is informed of the violation and receives a
notice of its civil penalty in subsequent weeks. Funding requested includes hourly
payroll for part time youth compliance workers, overtime for police officers, and
investigative funds used for purchasing alcohol and/or other secondary products, such
5
as small food items appropriate for purchase with alcohol. While crimes such as
Operating While Intoxicated (OWI) and Public Intoxication are the obvious result of
alcohol use, other crimes ranging from simple criminal mischief up to serious assaults
can also be the result of alcohol use. Underage drinking continues to be a problem
nationwide, and compliance checks are one method to identify businesses that sell to
minors. Alcohol compliance supports the prevention of accidents, injuries and other
crimes, but requires additional efforts beyond scheduled hours and responsibilities.
(Attachment 5).
The impact of the Fiscal Year 2020 budget recommendation is an increase in cost
of $17,109.
Five Flags Metal Detectors and Wands Capital Improvement Project
Recommended funding for 12 metal detecting wands with cases and 8 walk-through
metal detectors. During the Department of Homeland Security survey of the facility,
metal detectors were high on the priority list for helping ensure Five Flags' patrons'
safety. Metal detectors are the best way to ensure weapons aren't brought in to the
facility and walk-through units will help to reduce security screening times during high
volume ingress. Certain entertainers are now requiring metal detectors in their contracts
to play at the Arena. These multi -zone units would be able to be used at other city
facilities or community events with a need for increased security measures. SMG has
special pricing incentives through their preferred vendor system for these types of
detecting units. (Attachment 6).
The impact of the Fiscal Year 2020 budget recommendation is an increase in cost
of $65,048.
City Manager's Office Management Intern (ICMA Fellow) - Modified
Recommended funding to upgrade the Management Intern/Fellow position from part-
time (0.60 FTE) to full-time (1.00 FTE) effective July 1, 2019 instead of January 1, 2020
(Attachment 7). This change is requested to coincide with the hiring cycle of the ICMA
Local Government Management Fellow program. Fellows are hired following the
completion of their Master's in Public Administration (MPA) degree, and typically start
their fellowship around June 1. Delaying the hire to January 1, 2020, as initially
recommended, would in effect delay the hire until June 1, 2020. In order to coincide
with the 2019 graduation and hiring cycle, a budget amendment to allocate additional
funding in Fiscal Year 2019 will be recommended to City Council in April 2019, which
would allow the fellow to start June 1, 2020.
The impact of the Fiscal Year 2020 budget recommendation is a net increase in
property tax cost of $26,497.
6
Recommendation
The total increase in property tax related costs is $194,241. The net property tax impact
of this amended budget recommendation is an increase of $54 in revenue over the
impact of costs.
The City cannot exceed the amount published for the estimated total tax levy rate per
$1,000 valuation on regular property and the City cannot exceed the amount published
for planned expenditures in each of the nine program areas in the final adopted budget.
The nine program areas defined by the State for reporting purposes include: Public
Safety, Public Works, Health and Social Services, Culture and Recreation, Community
and Economic Development, General Government, Debt Service, Capital Projects and
Business -Type Activities. The City must assign their various cost centers to one of
these programs based on reporting guidelines prepared by the Iowa Department of
Management.
When the expenses for the estimated budget was prepared for the notice of public
hearing for the Fiscal Year 2020 budget, there was $100,000 added in expenses to the
Public Safety state program, $100,000 added in expenses to the Public Works state
program, $100,000 added to the Health and Social Services state program, $100,000
added to the Culture and Recreation state program, $100,000 added to the Community
and Economic Development state program, $100,000 added to the General
Government state program, and $100,000 to Business -Type Activities state program to
add flexibility if additional expenses were to be added prior to the budget being adopted
for Fiscal Year 2020. The total amount of additional expense requested to be added for
the Housing and Community Development Department is $109,628, which exceeds the
total published for the Community and Economic Development program area by $9,628.
Only $100,000 of the additional cost for the Housing and Community Development
Department could be included in the Fiscal Year 2020 adopted budget, the remaining
$9,628 would need to be included in the first amendment to the Fiscal Year 2020
budget. In addition, the Five Flags Metal Detectors and Wands Capital Improvement
Project would need to be included in the first amendment to the Fiscal Year 2020
budget.
I am pleased to inform you that if you approve this amended Fiscal Year 2020 budget
recommendation with a property tax rate of $10.33, which is more than the property tax
rate decrease of 0.97% approved as part of the Budget Guidelines by the City Council
on December 17, 2018. The Budget Guidelines reported a residential rollback of
56.1324% but the actual residential rollback is 56.9180%. This increase in rollback
increases the taxable value for residential. This required a lower property tax rate to
keep the average residential property at no property tax increase.
The City Council adopted a guideline of no property tax increase for the average
residential property owner. This recommendation would provide no increase.
The City Council adopted a guideline of a property tax decrease for the average
commercial property of 0.59%. This recommendation would provide a 1.48% decrease.
7
The City Council adopted a guideline of a property tax decrease for the average
industrial property of 0.72%. This recommendation would provide a decrease of 1.79%.
The City Council adopted a guideline of a property tax decrease for the average multi -
residential property of 5.69%. This recommendation would provide a decrease of
7.07%.
In addition, in August 2015 the Mayor and City Council adopted as a priority a debt
reduction plan.
The City would be retiring more debt each year going forward than is being issued. In
Fiscal Year 2016 the City was at 87% of the statutory debt limit. Previously in Fiscal
Year 2024, the end of the current five-year capital improvement plan, the City was
projected to be at 66% of the statutory debt limit. Should the City Council accept this
new recommended plan, the City would be at 43% of the statutory debt limit in Fiscal
Year 2024, the end of the recommended five-year capital improvement plan. By Fiscal
Year 2029 the City would be at 28% of the statutory debt limit.
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
Statutory Debt Limit Used
(as of June 30th)
90% A]/
90% 82%
79%
79%
86%
74%
70%
72%
69%
66%
66%
63%
56%
62%
51%50%
47%
46%
43%
43%
41%
37%
32%
28%
FY 15 FY 16 FY 17 FY 18 FY 19
FY 20
FY 21 FY 22 FY 23
FY 24
FY 25 FY 26 FY 27 FY 28 FY 29
FY20 Recommended —AtFY16 Adopted
In Fiscal Year 2019 the City is at $266.1 million in debt. Previously, in Fiscal Year 2024,
the end of the current five-year capital improvement plan, the City was projected to have
$241.4 million in debt. Should the City Council accept this new recommended plan, the
City would have $242.2 million in debt in Fiscal Year 2024, the end of the recommended
five-year capital improvement plan. By Fiscal Year 2029 the City would have debt of
$160.7 million.
8
$310
3
$290
$270
$250
$230
$210
$190
$170
$150
$130
309.1
Total Debt
(In Millions)
$290.1
FY201S
FY2019
FY2020
FY2021
FY2022
FY2023
$233.8 32,5.9 y: .0
$281.3 265.6$267.4
$2(9.3
$1,050,000
$1,700,000
$1,000,000
$100,000
$100,000
$100,000
$100,000
City's Spendable
General Fund
Cash Reserve
Fund Balance
$268.6 $266.1
1266.9 $266.6
$16,185,326
$jb5.9
$290 244.3
$2114
$16,485,326
$16,585,326
%of Projected
Revenue (Moody's)
23,81%
22.02%
22.86%
22.93%
23.46%
22.92%
$24
$242.
211.4
$226.2
$771 9
$201 8
$1111 3
$160.7
FY29
FY 15 FY 16 FY 17 FY 18 FY 19
FY 20
FY 21
FY 22
FY 23
FY 24
FY 25
FY 26
FY 27
FY28
• —FY20 Recommended —9—FY16 Adopted
The City maintains a general fund reserve, or working balance, to allow for unforeseen
expenses that may occur. Moody's Investor Service recommends a 20% General Fund
Operating Reserve for "AA" rated cities.
After all planned expenditures plus an additional $1,700,000 added to the fund balance
in FY 2019, the City of Dubuque will have a general fund reserve of 19.76 percent of
general fund expenses as computed by the methodology adopted in the City's general
fund reserve policy or 22.02 percent of general fund revenues as computed by the
methodology used by Moody's Investors Service. The general fund reserve cash
balance is projected to be $11,384,325 on June 30, 2019.
The intent is to increase the General Fund working balance or operating reserve by
$1,000,000 in Fiscal Year 2020. In subsequent years, the City will add to the operating
reserve until 20% is maintained consistently. In Fiscal Year 2017, the City had
projected reaching this consistent and sustainable 20% reserve level in Fiscal
Year 2022. This 20% level was reached in Fiscal Year 2017, five years ahead of
schedule.
The reserve will increase by $2,800,000 (20.3%) from Fiscal Year 2019 - Fiscal Year
2024.
9
FY201S
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
Contribution
$1,050,000
$1,700,000
$1,000,000
$100,000
$100,000
$100,000
$100,000
City's Spendable
General Fund
Cash Reserve
Fund Balance
$16460,491
$15,485,326
$16,185,326
$16,285,326
$16.385,326
$16,485,326
$16,585,326
%of Projected
Revenue (Moody's)
23,81%
22.02%
22.86%
22.93%
23.46%
22.92%
22.25%
9
25
10
Fund Reserve as a Percent of General Fund Revenue
23.81%
22.02%
20.09%
17.52%
4.87%
22.93% 22.92%
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Fiscal Year
I respectfully recommend Mayor and City Council approval of the amended Fiscal Year
2020 budget recommendation with a property tax rate of $10.33, a 243% decrease
from Fiscal Year 2019. This would have the following impact on average on the different
classes of property:
Attachments
Residential $ 0.00 0%
Commercial $ (48.53) -1.48%
Industrial $ (87.16) -1.79%
Multiresidential $ (133.29) -7.07%
10
Attachment 1
Improvement Package Summary
1 of 8
This improvement package would fund the purchase of one new mid-sized car for shared use by the Rental
Licensing & Inspections Supervisor and Seasonal Code Enforcement Inspector. The seasonal position was
approved in FY19 along with another Inspector 1 position. There were no additional vehicles budgeted.
The additional vehicle will ensure that the inspection staff can be responsive to inspection needs without
delays caused by sharing vehicles. Timely and efficient code enforcement services support livable
neighborhoods and housing and contributes to a vibrant community.
Related Revenue: $ 20,910 Tax Funds
Property Tax Impact: $ 0.0082 0.08%
Activity: General Housing Inspection
Non -Recurring Recommend - Yes
2 of 8
This improvement package would provide funding for an additional full-time Inspector I position (+1.0 FTE).
The additional Inspector I position would allow for continued improvement of effective code enforcement
services. Recent escalations in enforcement, including the tiered inspections policy and the first designation
of a priority category property owner/agent, have had a meaningful impact on the effectiveness of code
enforcement. The enforcement on challenged properties in an effort to achieve goals of the enhanced code
has caused the routine rental inspection cycle to be extended. Non-recurring cost includes a mid-size car,
computer, tablet and smartphone. Revenue is based on 2.7 inspections per day. Effective and meaningful
code enforcement and routine rental inspections contribute to Council's goals of a vibrant community with
livable neighborhoods and housing.
Related Cost:
Related Cost:
Related Revenue:
Net Cost:
Property Tax Impact:
$ 85,041 Tax Funds Recurring
$ 24,587 Tax Funds Non -Recurring
$ 40,356 Inspection Fees/Fines Recurring
$ 69,272
$ 0.0273 0.26%
Activity: General Housing Inspection
Recommend - No
3 of 8
This improvement package would provide funding for a full-time Assistant Housing & Community
Development Director (GE -36). The Housing & Community Development Department consists of three
major activities: Code Enforcement, Assisted Housing and Community Development with many programs
under each activity, accounting for the management of $20,000,000 of the city-wide annual budget.
Additionally, the department is currently administering the National Disaster Resiliency Grant for $8.5 million
and an additional $3.5 million Lead and Healthy Homes grant. These programs require extensive oversite to
ensure all federal regulations and requirements are followed, and are administered at $5,000 to $50,000 per
project. Therefore the department is overseeing hundreds of individual projects per year all across the city.
The Housing & Community Development Director spends an average of 25 hours away from the office to
attend meetings during the standard work week. Additionally, the Director is responsible for attending all
Boards & Commission meetings that occur outside of the standard work week. The daily work required to
efficiently maintain current programming requires at least 60 hours of oversight in a work week. This daily
work includes approving loans for all programs, approving purchases for the department, reviewing and
drafting programs for Community Development Block Grants, overseeing Purchase of Service Agreements
and quarterly reports, monthly staff and supervisor meetings, review of files for compliance with regulations
for two federal programs and two federal grants, approval of bids and recommendation for award, home site
visits throughout the community, determination on appeals, NDRC committee review of applications, project
closeouts, and general employee supervision. Currently, the community development piece of the
department needs additional oversight to help build the new Gaining Opportunities platform. This program
-7-
THE CITY OF
DtJbUE
Masterpiece on the Mississippi
TO: Michael C. Van Milligen, City Manager
FROM: Alexis M. Steger, Housing & Community Development Director
DATE: March 4, 2019
Attachment 2
Dubuque
kit
All -America City
2007 • 2012 • 2013
RE: Fiscal Year 2020 Request for New Inspector Position & Rental License
and Inspection Fee Increases
Background
The Housing & Community Development Department requested an additional inspector
position (1.0 FTE) in the Fiscal Year 2020 budget. This memorandum provides
additional information supporting the need for this request, and a means for funding the
position through rental license and inspection fee increases.
Discussion
The tiered inspection program was adopted July 1, 2018 as a way for the City to focus
inspection time and effort on properties that are in poor condition with property owners
who are not working on improving those conditions. With the Fiscal Year 2019 budget,
an additional inspector position was created to support the new tiered system and start
working towards a 5 -year inspection schedule for all rental property in Dubuque.
Although the lack of inspectors available for general rental housing inspections has
slowed the progression of the 5 -year inspection cycle, a much more important piece of
data has been shown to make a significant impact on the inspection divisions ability to
maintain a 5 -year cycle.
Calendar year 2018 regular cycle inspection information was run in January 2019, and it
showed a first inspection fail rate of 95% per structure in calendar year 2018. Data
provided to the City Council in March 2018, showed a 5 -year cycle might be possible
with the addition of one inspector position. However, this data did not take into account
this high of a fail rate, the use of priority category designation of owners/agents, and the
high number of complaint inspections/condemnations experienced.
The efficiency of inspections has been evaluated through observations, time tests and
process mapping. The following table shows the average time typical inspections take
an inspector. A multi -family unit may take less time, while a single-family structure may
take significantly more time, therefore an average must be used. This time includes
scheduling, mailing notices, travel time, time inspecting the unit, time inspecting
common space/exterior, report writing and follow-up with owner/agent.
Initial Inspection
1 -Hour
Complaint Inspection
1 -Hour
First Re -Inspection
1 -Hour
Second & Subsequent Re -Inspections
4 -Hours — 2 Days
Second and subsequent re -inspections involve citations, court appearances, additional
notifications and certified mailings, condemnations, relocations, and many other
administrative tasks that consume at a minimum 4 -hours. However, these tasks can
take as long as two days' worth of work. In 2018. Just over 55% of units required a
second re -inspection.
Experience has shown that many owners/agents are in the unit being inspected for the
very first time when the inspector shows up on-site. No pre -inspection check was
completed by the owner. To incentivize owners/agents to complete the maintenance
required and check a unit prior to city inspectors showing up on-site, a change to the
inspection fee structure is being proposed.
Budget
Currently, the initial inspection fee is $50 and the first re -inspection is free. The
proposed change will make the initial inspection free and all re -inspections would be
$85. To strengthen the effort to have units pass initial inspection, the Housing &
Community Development Department will provide additional information to landlords on
how to pre -check the most commonly failed items on an inspection. This information will
be accessible on the Cities website and will be mailed with each inspection notice.
Additionally, the Code Enforcement Division of the Housing & Community Development
Department is to maintain a 91% self-sufficiency rate. In the proposed Fiscal Year 2019
budget, a Community Development Block Grant subsidy of just over $109,000 is
required to meet the 91% rate, making the actual self-sufficiency rate 73%. In an effort
to meet the 91% self-sufficiency rate, an increase to the Dwelling/Rooming Unit
Licensing Fees of $5.00 is also proposed. The chart below shows the FY 2019 rental
license and inspection fee schedule and the proposed fee schedule.
2
Fee Schedule FY 2019 FY 2020
Initial Inspection
$ 50.00 $
1st Re -Inspection $
$ 85.00
2nd and Subsequent Re -Inspection $
70.00 $ 85.00
Structure License
$ 30.00 $ 30.00
Dwelling Unit License
$ 20.00 $ 25.00
Rooming unit License
$ 10.00 $ 15.00
To add an additional inspector in Fiscal Year 2020:
Recurring Costs $85,041
Non -Recurring Costs $24,587
Recurring Revenue $40,356
Total Net Cost $69,272
The non-recurring costs for the additional inspector include a mid-sized car ($20,910),
computer ($2,275), smartphone ($350) and a tablet ($1,052). The non-recurring
equipment purchases are being recommended to be paid from other general fund
revenue sources identified in the revised budget recommendation memo from the City
Manager.
Additional Revenue from Rental Inspection Fee Changes: $45,135
Additional Revenue from Rental License Dwelling/Rooming Unit Increase: $56,430
Total Additional Revenue from Fee and License Increase $101,565
The additional revenue will cover the recurring cost of the additional inspector ($44,685)
and reduce the amount of Community Development Block Grant funds used for rental
inspections ($56,880).
Community Development Block Grant (CDBG) funds subsidize rental inspections. The
fiscal year allocation for CDBG funding has not been received by the city, and therefore
the CDBG budget is only a projection of resources available. Implementing the above
fee changes allows the code enforcement division to be closer to 91 % self-sustaining
and will free up CDBG resources to be used in other community development activities
if the allocation of funds is not reduced from the current budget projections.
Fiscal Year 2019 adopted budget had a recommended fee increase to the rental license
structure fee of $5.00. This increase was adopted by the City Council in the final Fiscal
Year 2019 budget; however, was not adopted by a City Council resolution. The
resolution attached adopts the Fiscal Year 2019 Budget approved increase to the rental
license structure fee.
3
The following table shows General Housing Inspections percent self-supporting prior to
the additional full-time inspector and fee and license increases and then the revised
FY20 Budget Recommendation with the additional full-time inspector and fee and
license increases:
Recommendation
This memo provides information for the Fiscal Year 2020 Budget Hearing on March 7th,
2019. I respectfully request the adoption of the attached resolution increasing the rental
licensing and inspection fees and approval to add an additional inspector position to the
Housing & Community Development Department.
Cc: Jennifer Larson, Budget Director
4
FY 20
Recommended
FY20
New Inspector
Fee/License
Incr.
FY 20
Revised
General Housing Inspections
Expense:
Employee Expense
$497,928
$ 85,041
$ 582,969
Supplies and Services
$ 85,958
$-
$ 85,958
Machinery and Equipment
$ 20,910
$ 24,587
$ 45,497
Total Expense
$604,796
$109,628
$ 714,424
Revenue:
Rental Licenses
$334,325
$ 56,430
$ 390,755
Inspections
$ 82,000
$ 74,835
$ 156,835
Fines/Miscellaneous
$ 36,323
$ 10,656
$ 46,979
Total Revenue
$452,648
$141,921
$ 594,569
Community Development Block Grant
$109,536
$-
$ 52,656
Net Cost Without CDBG
$152,148
$ 119,855
Net Cost With CDBG
$ 42,612
$ 67,199
Percent Self -Supporting Without
CDBG
74.84%
83.22%
Percent Self -Supporting With CDBG
92.95%
90.59%
Recommendation
This memo provides information for the Fiscal Year 2020 Budget Hearing on March 7th,
2019. I respectfully request the adoption of the attached resolution increasing the rental
licensing and inspection fees and approval to add an additional inspector position to the
Housing & Community Development Department.
Cc: Jennifer Larson, Budget Director
4
Attachment 3
Related Cost: $ 5,000 Tax Funds Non -Recurring Recommend - Yes
Related Revenue: $ 2,521 Administrative Overhead Non -Recurring
Net Property Tax Cost: $ 2,479
Property Tax Impact: $ 0.001 0.01 %
Activity: City Clerk
5of6
This improvement package request is for a tablet for the City Clerk's Office. As staff work on
professional development and certifications related to succession planning; and as most meetings and
conferences are going paperless, the use of a shared tablet would help staff connect to the information
before, during and after attending the professional development event. It would also be used for internal
work with other departments using the same technology as well as allowing for off-site connection to
online city resources, thereby keeping our department up on current information for inquiries. This
request relates to City Council goal of "Sustainable Environment: Preserving and Enhancing Natural
Resources" by going paperless in accordance with the stated outcome of "City government using
sustainable practices in daily operations." It also relates to City Council goal of "Financially
Responsible, High Performance City Organization: Sustainable, Equitable, and Effective Service
Delivery" by allowing City Clerk staff to adhere to best practices in the industry and operate more
privately than paper documents.
Related Cost: $ 950
Related Revenue: $ 479
Related Cost: $ 120
Related Revenue: $ 61
Net Property Tax Cost: $ 530
Property Tax Impact: $ 0.0002
Activity: City Clerk
Tax Funds
Administrative Overhead
Tax Funds
Administrative Overhead
-%
Non -Recurring Recommend - Yes
Non -Recurring
Recurring
Recurring
6of6
The improvement level decision package request is for additional $3,500 for the Sister City Committee
and program under the City Clerk's Office and facilitated by Travel Dubuque / Dubuque Area
Convention and Visitors Bureau. Historically, this budget has been for $5,000 plus the cost of
membership dues to Sister Cities International. Per the annual agreement with Travel Dubuque, the
City retains $1,000 plus the dues expense with the balance being paid to Travel Dubuque to cover
program costs. The Travel Dubuque staff and Committee members are putting forth a strategic
marketing effort that will allow for growth with community and corporate partners to provide a better
understanding of the Sister City Committee and the benefits of having Sister Cities. By allocating
additional funds to this marketing strategy, more dollars can be leveraged to help grow the overall
mission and vision of the Committee and implement identified strategies.
Related Cost: $ 3,500 Tax Funds Recurring Recommend - No
Net Property Tax Cost: $ 3,500
Property Tax Impact: $ 0.0014 0.01%
Activity: City Clerk
-51-
Attachment 4
5 of 8
This improvement level decision package request is for a Network Transmission Testing Kit. This kit would
provide advanced cable troubleshooting and inspection and power measurements. The test kit will provide
the city with the rugged, high quality tools that meet the needs presented by the expanding amount of fiber
optic cable used not only between buildings but within building wiring closets. Field data collected is
automatically cloud synchronized with testing results This kit would provide improved tools to make more
efficient and effective for the city's first line network support staff. This item was requested as an
improvement in FY2018 and not recommended for funding. Staff continues to have need for this equipment.
This request supports the council goal of a Financially Responsible City Government and High Performance
Organization.
Related Cost: $ 2,080 Tax Funds Non -Recurring
Property Tax Impact: $ 0.0008 0.01%
Activity: Information Services
Recommend - No
6 of 8
This improvement level decision package request is for Customized training in Microsoft Excel. Based on
employee needs, three levels of training will be offered. Total instruction time is twelve days or 84 hours of
instruction. Required classroom materials will be available through Northeast Iowa Community College
including computer lab, textbooks and handouts. The maximum number of seats per session is 15 seats.
The estimate is based on the need to instruct approximately 105 employees. Level 1 & 2 accommodates up
to 75 employees; Level 3 accommodates up to 30 employees. Pricing includes customized development
and instructional delivery of training and hands-on lab environment for the training and textbooks. The
majority of data extraction and presentation is done using spreadsheets. The impact on City operations of
this improvement item would be providing training for essential skills needed to "move the needle" within
departments for effective and efficient "data -driven" operation. This proposal provides for centrally managed
training with a consistent skill set, taught to all participants focusing on "real world" examples and needs of
the organization. This improvement item supports the Council Goal of Financially Responsible, High -
Performance City Organization.
Related Cost: $ 22,500 Tax Funds Non -Recurring
Property Tax Impact: $ 0.0089 0.09%
Activity: Information Services
Recommend - No
7 of 8
The improvement level decision package request is for a change in Cartegraph software licensing that
would modify the city's current licensing model which is a "per license/per domain" model to an enterprise
licensing platform doubling the licenses from 50 to 100 and opening access to all of Cartegraph's asset
"domain" applications. Currently the city utilizes Cartegraph software for transportation/pavement, flood
protection and sewer application domains. This package expands the city's access to the additional domain
software for Parks and Recreation, Storm Sewer, Signal Networks, Water, Walkability, Facilities
Management and Fleet management. The impact on city operations addresses a need for more consistency
in asset and work order tracking allowing for better data driven decision making around the use and support
of city infrastructure.
Related Cost: $ 15,780 Tax Funds Recurring
Property Tax Impact: $ 0.0062 0.06%
Activity: Information Services
-5-
Recommend - Yes
Attachment 5
5of5
This improvement package would provide funding for alcohol compliance checks in the City. The
Dubuque Police Department has actively done alcohol compliance checks since the 1990's under
various grants. The most recent funding was supplied by Enforcing Underage Drinking Laws (EUDL)
through Helping Services of Northeast Iowa as the grant recipient. However, that funding source
expired approximately five years ago and is no longer available. The department continued to do
alcohol compliance checks at the same time as tobacco compliance checks, which are funded by the
Iowa Alcoholic Beverages Division, until approximately a year ago when it was determined that the
tobacco grants prohibited combined checks. Compliance checks are done utilizing plain clothed
officers and youth compliance workers who act as patrons. Officers observe the interaction between
the youth monitor and employees as they attempt to purchase alcohol. The youth monitors present
their real identification cards if asked, and no attempts are made to conceal their real age. If a violation
occurs, the officer cites the person who sold the alcohol. The business is informed of the violation and
receives a notice of its civil penalty in subsequent weeks. Funding requested includes hourly payroll for
part time youth compliance workers, overtime for police officers, and investigative funds used for
purchasing alcohol and/or other secondary products, such as small food items appropriate for purchase
with alcohol. While crimes such as Operating While Intoxicated (OWI) and Public Intoxication are the
obvious result of alcohol use, other crimes ranging from simple criminal mischief up to serious assaults
can also be the result of alcohol use. Underage drinking continues to be a problem nationwide, and
compliance checks are one method to identify businesses that sell to minors. Alcohol compliance
supports the prevention of accidents, injuries and other crimes, but requires additional efforts beyond
scheduled hours and responsibilities.
Related Cost: $ 17,109 Tax Funds Recurring
Property Tax Impact: $ 0.0067 0.06%
Activity: Police Patrol
Recommend - No
Significant Line Items
Employee Expense
1. FY 2020 employee expense reflects a 1.5% wage package increase.
2. The Iowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2019 The employee contribution of 6.29% is unchanged from FY 2019.
3. Fire and Police Retirement rates in FY 2020 decreased from 26.02% to 24.41 % or a decrease
of 6.19%; a savings of $60,065. The history of the change in rates is as follows:
Previous
Fiscal Year Rate New Rate % Change $ Change
2010 18.75% 17.00% -9.33% $ -55,216
2011 17.00% 19.90% +17.06% $ 197,987
2012 19.90% 24.76% +24.42% $ 337,609
2013 24.76% 26.12% +5.49% $ 99,325
2014 26.12% 30.12% +15.31% $ 299,175
2015 30.12% 30.41% +0.96% $ 180,505
-47-
Attachment 6
DEPARTMENT:
32 - Leisure Services / Civic
Center Division
STATE PROGRAM:
4C - Culture & Recreation
PROJECT TITLE:
Operations - Metal Detectors and Wands
YEAR FIRST FY 2019
SUBMITTED:
ACTIVITY NO: 102
TOTAL
PROJECT
COST
$ 65,048
2018
2019
EXPENSE
BUDGET
PROJECT BUDGET
2020
2021
2022
2023
2024
2025
A. EXPENDITURE ITEMS
Equipment
$
—
$ —
$ 65,048
$
—
$
—
$ —
$ —
$
—
TOTAL
$
—
$ —
$ 65,048
$
—
$
—
$ —
B. PROJECT FINANCING
Sales Tax 20%
$
—
$ —
$ 65,048
$
—
$
—
$ —
$ —
$
—
TOTAL
$
—
$ —
$ 65,048
$
—
$
—
$ —
PROJECT DESCRIPTION/JUSTIFICATION
This project provides for 12 metal detecting wands with cases and 8 walk-through metal detectors. During the Department of Homeland Security survey of the
facility, metal detectors were high on the priority list for helping ensure Five Flags' patrons safety. Metal detectors are the best way to ensure weapons aren't
brought in to the facility and walk-through units will help to reduce security screening times during high volume ingress. Certain entertainers are now requiring
metal detectors in their contracts to play at the Arena. These multi -zone units would be able to be used at other city facilities or community events with a need for
increased security measures. SMG has special pricing incentives through their preferred vendor system for these type of detecting units.
RELATIONSHIP TO OTHER PROJECTS
This project is not related to other capital projects.
OUTCOME
Financially Responsible, High Performance City Organization: Service value for taxes and fees.
FUNDING RESTRICTIONS
This project is restricted to Sales Tax Fund (20%), Greater Downtown TIF, and DRA funding.
1
Attachment 7
2 of 6
The improvement level decision package request is for purchasing two shirts for all employees on
Leadership Team and City Council members to wear during the Iowa League of Cities conference which
will be held in Dubuque in September 2019. During the conference, City of Dubuque staff and elected
officials will act as representatives of the community. The visibility created by matching shirts will improve
guests' ability to identify and approach City representatives These shirts would also be available to wear
to work and to future events.
Related Cost: $ 5,200 Tax Funds Non -Recurring Recommend -Yes
Related Revenue: $ 2,623 Administrative Overhead Non -Recurring
Net Property Tax Cost: $ 2,577
Property Tax Impact: $ 0.001 0.01 %
Activity: City Manager's Office
3 of 6
This improvement level decision package request is for conversion of the part-time Communication
Assistant's workstation to an adjustable standing desk. In Fiscal Year 2018, the three full-time secretaries
workstations were converted to adjustable standing desks. This workstation conversion has provided an
ergonomic working environment. This improvement package relates to Financially Responsible, High
Performance City Organization: Sustainable, Equitable and Effective Service Delivery.
Related Cost: $ 2,000 Tax Funds Non -Recurring Recommend - Yes
Related Revenue: $ 1,008 Administrative Overhead Non -Recurring
Net Property Tax Cost: $ 992
Property Tax Impact: $ 0.0004 —%
Activity: City Manager's Office
4 of 6
This improvement level decision package request is to upgrade the Management Intern/Fellow position
from part-time (0.60 FTE) to full-time (1.00 FTE). The Management Fellow position was created in 2007,
and a Fellow was shared with the City of Lancaster, WI through the International City/County Managers
Association Local Government Management Fellows program. The position was frozen during the
citywide hiring freeze and will be unfrozen in 2019. Hosting a full-time fellow will allow the individual to
work with the City Managers Office and other departments to implement more complex projects and
complete a greater body of work in a one-year time period. Hiring a fellow creates an opportunity for a
recent MPA/MPPto contribute meaningful analytical, management and leadership skills to the City, while
the program also serves as an apprenticeship program of sorts to recruit bright young professionals to
the city management field. The fellow will assist city management staff in implementing practices of a
High Performing Government and also assist in implementation of City Council priorities and special
projects. This position would become full-time effective January 1, 2020.
Related Cost: $ (5,372) Tax Funds Recurring Recommend -Yes
Net Property Tax Cost: $ (5,372) January 1, 2020
Property Tax Impact: $ (0.0021) (0.02)%
Activity: City Manager's Office
-94-
THE CITY OF
DUB rE
Masterpiece on the Mississippi
The Honorable Mayor and City Council
City of Dubuque
50 W.131h Street
Dubuque, IA 52001
Dubuque
wrrr,ret
''II
2007-2012
2013-2017
RE: FY2020 - FY2024 Recommended Capital Improvement Program
Dear Mayor and City Council Members:
Planning Services Department
City Hall - 50 West 13th Street
Dubuque, IA 52001-4845
(563) 589-4210 phone
(563) 589-4221 fax
(563) 690-6678 TDD
planning@cityofdubuque.org
February 28, 2019
Introduction
On February 25, 2019, the Long Range Planning Advisory Commission reviewed the Fiscal Year
2020 — Fiscal Year 2024 recommended Capital Improvement Program.
Discussion
One of the duties of the Commission is to provide input on the recommended Capital
Improvement Program (CIP) as to its consistency with the Comprehensive Plan. In prior years,
each CIP project narrative included a reference to the Comprehensive Plan goals and objectives
that related to that project. This relationship is not noted in the CIP this year. To assist
Commissioners with their role of determining consistency with the 2017 Imagine Dubuque
Comprehensive Plan, Planning Services staff provided two enclosed reference documents.
• Excerpt from Imagine Dubuque — Chapter 10 A Call to Action that provides the plan
recommendations arranged by seven major topics and sub -topics.
• Comparison of the plan recommendations, arranged by the seven major topics, in
relationship to the relevant FY 2020 — FY2024 CIP projects, with corresponding City
Departments and CIP page numbers identified.
The Commission reviewed the recommended CIP and the related Imagine Dubuque reference
documents, and then discussed the CIP.
Recommendation
By a vote of4-0, the Long Range Planning Advisory Commission finds the FY2020 - FY2024
Recommended Capital Improvement Program is in general conformance with the 2017 Imagine
Dubuque Comprehensive Plan.
Respectfully submitted,
John Pregler, Chairperson
Long Range Planning Advisory Commission
cc: Michael C. Van Milligen, City Manager
Service People Integrity Responsibility Innovation Teamwork
Recommendations: Economic Prosperity
A strong economy is key to Dubuque's present and future
success: While the City of Dubuque certainly has a role in
promoting economic prosperity, partners like the Greater
Dubuque Development Corporation, Dubuque Main Street, and
the Dubuque Area Chamber of Commerce are key drivers in this
area, all dependent on businesses creating jobs.
2017 marked the conclusion of the Greater Dubuque Development Corpora-
tion Next Campaign, a very successful effort to promote economic growth
focused on job creation, increased wages, construction investment, and
population growth. Targets established by the Greater Dubuque Develop-
ment Corporation in each of these categories in 2012 were exceeded by the
end of the campaign in 2017. Greater Dubuque Development Corporation
recently launched their new Greater Dubuque 2022 campaign to continue
that success over the next five-year period.
Goals for this new campaign include:
❑ 64,000 jobs, an increase of over 5% from current levels
❑ $800 million dollars in new residential and commercial construction
❑ $60,000 median household income ($47,450 in 2015)
❑ 100,000 population of the Greater Dubuque Area (97,000 in 2017)
Page 10-8 I Imagine Dubuque I Chapter 10 - Implementation
Y
Robust Local Economy
r Dubuque Goals
Robust Local Economy: Diverse Businesses and Jobs
with Economic Prosperity
Key recommendations, partners, and actions to promote
a robust local economy and achieve many of the ide-
as identified by residents in the engagement process
are outlined in the table on the following page.
Recommendations
Partners
Employment
• Continue ongoing efforts to diversify Dubuque's economy, including all sectors and all employment types
and categories.
• Convene Local employers attracting talent from elsewhere and from the region, identify successes and
challenges based upon local employer experiences, and develop a comprehensive `hyper -local' approach
to overall diverse talent attraction and development, including a Local talent pipeline.
• Continue to strengthen existing start-up business and entrepreneurial programming to develop a com-
prehensive entrepreneurial eco-system.This system should include programs and resources, including
funding, for entrepreneurs through Stage 2 growth. (Stage 1 and 2 entrepreneurs are described on page
10 in the Economic Development Analysis Report in the Appendix.)
• Continue the current work of Inclusive Dubuque, also formulating strategies to enhance economic resil-
iency and mitigate the impact of economic disruptions locally.
• Greater Dubuque Development
Corporation, Startup Dubuque,
Project HOPE, Access Dubuque
Jobs, Dubuque Area Chamber of
Commerce, Northeast Iowa
Community College, University
of Dubuque, Clarke University,
Loras College, Dubuque
Community School District, Holy
Family Schools, Inclusive
Dubuque network, Dubuque
Main Street, Dubuque Area
Labor Management Council,
Dubuque Initiatives, Washington
Neighborhood Development
Corporation, Dubuque Racing
Association, Economic
Housing
• Work with local residential realtors to understand whyfamilies choose or do not choose Dubuque when
purchasing a new home.Once understood, use this data to identify suitable development sites for new homes.
• Foster the development of new and additional housing products in suitable locations throughout the City.
• Continue the current work of Inclusive Dubuque, also formulating strategies to enhance economic resil-
iency and mitigate the impact of economic disruptions locally.
Developmen
• East Central Iowa Association of
Realtors, Dubuque Home Builders
and Associates, Inclusive
Dubuque network, Economic
Development, Housing &
Community Development
Business
• Work with the city's broadband providers to ensure the city's technological future, given its implications
for the city's business growth and employment growth.
• Collaborate with Kennedy Mall ownership and surrounding major centers to support regional retail.
• City Departments & Divisions
• Greater Dubuque Development
Corporation, Wisconsin
Independent Network, Mediacom,
CenturyLink, and other local
providers of Internet services,
Kennedy Mall Ownership/
Surrounding Major Retail Centers,
Economic Deveropment,
Information Services
Chapter 10 -Implementation I Imagine Dubuque I Page 10-9
Dubuque Arboretum
Recommendations: Sustainable Environment
i
Through Sustainable Dubuque and other efforts, the community
has become a national leader in efforts to responsibly grow
while protecting the environment. This is clearly a topic that
residents are passionate about given many excellent comments
and ideas generated during the Imagine Dubuque process.
Promoting dean water, healthy air, and native plants and animals are all
important Sustainable Dubuque concepts. The city's location within the
Driftless Region (untouched by glaciers) and along the Mississippi River
emphasizes the importance of integrating development into the natural
environment.
Sustainable Environment
■ Dubuque Goals
Sustainable Environment: Preserving and Enhancing
Natural Resources
Key recommendations, partners, and actions to promote
a sustainable environment and achieve many of the
ideas identified by residents are outlined in the table
on the following page.
Page 10-10 I Imagine Dubuque I Chapter 10 - Implementation
Recommendations
Partners
Clean Water
• Continue the efforts of the Bee Branch Watershed Flood Mitigation Project to mitigate health and envi-
ronmental hazards in Washington, Point, and North End neighborhoods.
• Continue to implement the Catfish Creek Watershed Management Plan to protect creeks, sensitive
ecological habitats, and promote conservation -minded development.
• Neighborhood Associations,
Catfish Creek Watershed
Management Authority, Dubuque
Soil and Water Conservation
District, Iowa Department of
Natural Resources, State Flood
Mitigation Board, Engineering
Clean Air + Energy
• Continue to implement the 50% by 2030 Climate Action Resiliency Plan by focusing on waste reduction,
transportation improvements, and energy efficiency of homes and businesses to achieve climate goals
and renewables.
• Support mobile air quality monitoring to increase citizen awareness and identify and target toxic hot spots.
• Dubuque Metropolitan Area
Solid Waste Agency, Iowa
Department of Transportation,
Green Dubuque,Alliant Energy,
Black Hills Energy, Health
Services
Healthy Neighborhoods
• Continue Healthy Homes strategy as part of the CHANGE and Bee Branch revitalization efforts.
• Continue to implement the Emerald Ash Borer Readiness Plan to maintain safe and healthy neighbor-
hoods.
• Seek partnership opportunities to increase localized native plant, pollinator habitat, and edible land-
scaping in public spaces.
• Green and Healthy Homes
Initiative, Dubuque Trees
Forever, Green Dubuque, Iowa
State University Extension and
Outreach, Health Services,
Leisure Services, Housing
& Community Developmt
Land Conservation
• Conserve areas near water trails and canoe launches, serene places to escape the city, and viewpoints to
watch migratory birds, shown on the Environmental Factors Map.
• Catfish Creek Watershed
Management Authority, Dubuque
County Conservation Board,
Private Property Owners,
Dubuque Soil and Water
Conservation District, Parks
Eco -Education + Participatory Conservation
• Promote educational programming and partnerships that enable children to experience nature.
• Explore incentives for backyard and curbside composting that reduce the proportion of landfilled food
waste.
• Explore a community -wide Zero Waste PoLicythat creates a closed-circuit economy of low -impact or
reduced consumption lifestyle and marketplace for post -consumer products.
• City Departments & Divisions
and rngineenng
• Dubuque Metropolitan Area Solid
Waste Agency, Green Dubuque,
Green Iowa AmeriCorps, National
Mississippi River Museum and
Aquarium, the Friends of the
Mines of Spain, Loras College,
Dubuque County Conservation
Board, Dubuque County School
Distriet;CLE41KilatrAirtrrt{'e
River Valley), Leisure Services,
Public Works
Chapter 10 - Implementation I Imagine Dubuque I Page 10-11
Diverse Arts, Culture, Parks,
and Recreation
Taste of Dubuque I Source: Photo contributed by Bob Felderman of General Bob Photography, Dubuque, Iowa
Recommendations: Social + Cultural Vibrancy
i
Culture and the arts are one of the areas that sets Dubuque apart
from other similar sized communities, and a keyfactorin attracting
and retaining a strong workforce. Based on extensive comments
during the Imagine Dubuque planning process residents had many
suggestions to further social and cultural vibrancy in Dubuque.
Community knowledge, green buildings, healthy local foods, and com-
munity health and safety are key social and cultural vibrancy components
within the Sustainable Dubuque model. Community recommendations will
help to further Dubuque as a viable, livable, and equitable community.
Page 10-12 I Imagine Dubuque I Chapter 10 - Implementation
Dubuque Goals
Vibrant Community
Diverse Arts, Culture, Parks, and Recreation:
Experiences and Activities
Vibrant Community: Healthy and Safe
Key recommendations, partners, and actions to promote
social and cultural vibrancy and achieve many of the
ideas identified by residents are outlined in the table
on the following page.
Recommendations
Partners
Food
• Colleges, institutions - consider purchasing from more than one contracted vendor to increase local
purchasing.
• Support food production spaces & establishment of Community Supported Agriculture; make City Land
available for food production
• Communicate with other"food cities"to share ideas as this develops in Dubuque.
• Recreation programming can have cooking classes addressing social (food insecurity/cost), educational
(enhanced learning) and cultural (inclusion, communication) needs.
• Consider food access as an objective of the City's transit systems.
• Evaluate whether Local solid waste can begin to incorporate a compost component, similar to Des
Moines, that would provide a source of compost for local gardens & production.
• Consider an active policy supporting front yard food gardening.
• Dubuque Metropolitan Area Solid
Waste Agency, Dubuque
Community School District, Holy
Fam i Ly Schools, University of
Dubuque, Clarke University, Loras
College, Convivium, Dubuque
Rescue Mission, Dubuque Soil and
Water Conservation District,
Community Foundation of Greater
Dubuque, Dubuque Main Street,
AmeriCorps, Master Gardeners,
Sustainability Coordinator,
Health, Leisure Services,
Public Works, Transportation
Education + Empowerment
• Incorporate and support recommendations from the 2017 update of the Community Solutions Action
Plan into the implementation program for Imagine Dubuque.
• Support and further community learning about best practices in equity and inclusion.
• Work with community providers including non -profits, faith communities, and Dubuque -area colleges and
universities to expand child care options and resources, whether through on-site programs, clearinghous-
es for providers, or other means.
Arts + Culture
• Work with the City's Leisure Services Department to consider where and how recreation programming
and use of public parks can bring cultural and arts events to neighborhoods that are isolated or distant
from downtown.
• Evaluate public transit and municipal parking policies relative to their success or gaps in providing
weekend and evening access to key arts and culture facilities, particularly in Downtown Dubuque and
around emerging areas and venues.
• Promote partnerships to co -market events at the University of Dubuque's Heritage Center and the Arts @
Clarke series as part of the City's overall offerings.
• Through partnerships with the Multicultural Family Center, senior citizen organizations/providers, the
city's educational system, and Local universities, explore ways to expand how residents think about
"culture" and "arts"to include new and emerging forms and expressions.
• Hills and Dales, Northeastern
Iowa Community College, Iowa
Childcare Resources and Referral,
Community Foundation of Greater
Dubuque, Inclusive Dubuque,
Dubuque Area Congregations
United, Dubuque County Early
Childhood, United Way, Human
Right�.HQU�ing.
Community Development
• University of Dubuque, Clarke
University, Multicultural Family
Center, Dubuque Community
School District, Holy Family
Schools, Dubuque Area
Convention and Visitors Bureau,
Dubuque Main Street, Private
event spaces like the Smokestack,
Steeple Square, etc., Leisure
Services, Transportation,
Economic Development,
Multicultural Family Center
Green Buildings + Historic Preservation
• Recognizing the importance of historic preservation and adaptive reuse, promote waste recovery, and
consider recruiting a Habitat for Humanity ReStore or other building reuse retailer.
• Illustrate the tangible economic and sustainability benefits—direct, indirect, and induced—to Dubuque's
economy and communityfrom the work done by the City's historic preservation programming and the
City's private and public sector partners. Communicate these benefits consistentlyto all of Dubuque's
many constituencies.
• Work with Dubuque's regional development community to identify and access new and emerging funding
options, including crowd funding, to support the ongoing rehabilitation of the City's historic properties.
• Expand existing programs, such as HEART, to train additional Local workers in preservation -related
building trades.
• City Departments & Divisions
• Habitat for Humanity, Green
Dubuque, Heritage Works,
Greater Dubuque Development
Corporation, Community
Foundation of Greater Dubuque,
The Petal Project, Four Mounds
Foundation, Planning
Services, Public Works,
Housing & Community
Development
Chapter 10 - Implementation I Imagine Dubuque I Page 10-13
Recommendations
Partners
Community Safety
• Assess options for improving trash collection in Downtown Dubuque.
• Review sidewalk implementation and repair plans, particularly for JFK Road and portions of Dodge Street,
to identify places where better sidewalks would contribute to greater safety.
• Assess areas of sub -standard lighting and investigate the cost and feasibiLityof installing additional
lighting, particularly solar or LED lights; focus on Downtown Dubuque and other areas with cuLtural, arts,
and community facilities that attract or could attract people from throughout the city.
• Continue to support the Police Department's policies and initiatives around diversity, community and
understanding, including the Community Liaison role.
• Explore the potential to provide training and financial resources for the Police Department and commu-
nity organizations around managing mental health issues in the context of public safety.
• Foster continued partnerships between the Dubuque Police and neighborhood associations to address
safety and operations, especiaLLyas new or enhanced neighborhood recreation facilities are identified
and designed.
• Neighborhood Associations,
Dubuque Coalition for Non -
Violence, Sisters of Saint
Francis, Public Works,
Engineering, Building
Services, Police,
Sustainability Coordinator
Health
• Actively promote partnerships and policies that address mental health and addiction, focusing on pre-
vention and building community resilience rather than reactions.
• Evaluate community-based options for supporting mental health, such as support groups for people
experiencing depression, caregivers, and affected families.
• Explore the potential for Dubuque area health providers to"prescribe"fruits and vegetables as part of a
strategy to combat obesity.
• Promote in -school healthy food actions including school gardens, wellness, and exercise.
• Dubuque Community School
District, Holy Family Schools,
Crescent Community Health
Center, Hillcrest Family Services,
Medical Associates Clinic,
Dubuque CommunityYMCA/YWCA,
Tri-State Independent Physicians
Association, Mercy Medical Center,
UnityPoint Health - Finley
Hospital, Health Services
Recreation
• Re-evaluate the Parks and Recreation Plan, potentiallythrough a strategic update or addendum, to
identify opportunities to provide flexible, programmable space; improve active recreation connectivity in
neighborhoods; and enhance Dubuque's "dog -friendliness:
• Initiate a feasibility evaluation for a Community Center, potentially including indoor recreation and in-
door/outdoor aquatic facilities, with an eye towards creating a multi -generational and central community
gathering place that supports health, wellness, and social interaction among residents.
• Evaluate and revise, as appropriate, the dog -related policies for all of Dubuque's park and recreation
facilities.
• Dubuque Community School
District, Holy Family Schools,
Dubuque CommunityYMCA/
YWCA, Dubuque Dream Center,
Multicultural Family Center,
Leisure Services, Health
Services
• City Departments & Divisions
Page 10-14 I Imagine Dubuque I Chapter 10 - Implementation
Washington Court Apartments
Recommendations: Livable Neighborhoods + Housing
IDubuque is home to both wonderful historic neighborhoods,
typically in and around downtown, and newer subdivisions in the
West End and other areas around the community's periphery.
Affordability, housing choice, and ensuring healthy homes are all impor-
tant components of quality housing in Dubuque. Recommendations such as
enhancements to transportation systems, parks, and public safety are also
important to creating livable neighborhoods, and are addressed in other
areas of this action plan.
Livable Neighborhoods
and Housing
■ Dubuque Goals
Livable Neighborhoods and Housing:
Great Place to Live
Key recommendations, partners, and actions to promote
livable neighborhoods and achieve many of the ideas
identified by residents are outlined in the table on the
following page.
Chapter 10- Implementation I Imagine Dubuque I Page 10-15
Recommendations
Partners
Livable Neighborhoods
• Continue to review the City's codes and incentives to ensure what is working continues,
and that any other barriers are a priority to address and remove.
• Recognizing the importance of historic preservation and adaptive reuse, promote waste
recovery and consider recruiting a Habitat for Humanity ReStore or other building reuse
retailer.
• Illustrate the tangible economic and sustainability benefits—direct, indirect, and in-
duced—to Dubuque's economy and communityfrom the work done by the City's historic
preservation program and the City's private and public sector partners. Communicate
these benefits consistently to all local, state and federal constituencies.
• Identify and collaborate with new partners in other fields, such as health and wel-
fare, environmental, education, and the cultural arts to strengthen the links between
Dubuque's neighborhoods and their evolving story.
• Promote mixed-use development both downtown, within the John F. Kennedy Road Cor-
ridor, and key intersections along the Southwest Arterial. These mixed-use areas should
provide a variety of residential choices, access to goods and services, and neighborhood
amenities like parks and schools within a walkable environment.
• Habitat for Humanity, Neighborhood Associations,
Dubuque Home Builders Association, East Central
I ntergovernmental Association, Hillcrest Family
Services, Inclusive Dubuque, Catholic Charities,
Heritage Works, Dubuque Initiatives, Washington
Neighborhood Development Corporation,
Planning Services, Building Services,
Housing & Community Development,
Economic Development
Housing
• Support the City's inspection programs as well as the Green and Healthy Homes Initiative.
• Monitor affordability and housing stress, an important health indicator, annually.
• Look to increase wages and self-sufficiency opportunities in the community to make
housing more attainable.
• Adopt and implement a mix of educational/outreach programs to increase housing
provider participation in Housing Choice Voucher program.
• Adopt and implement a mix of financial incentives/policies for creation of Housing
Choice Voucher units throughout community.
• Habitat for Humanity, Neighborhood Associations,
Dubuque Home Builders Association, East Central
Intergovernmental Association, Hillcrest Family
Services, Inclusive Dubuque, Catholic Charities,
Dubuque Area Landlord Association, Planning
Services, Building Services, Housing &
Community Development, Economic
Development, Health Services
• City Departments & Divisions
Page 10-16 I Imagine Dubuque I Chapter 10 - Implementation
Native plants surrounding the Bee Branch.
Recommendations: Community Facilities
i
To support a viable, livable, and equitable community, Dubuque
needs a sound infrastructure system to provide residents and
businesses with water, sewer, public safety, leisure, and other
services.
Aging facilities, evolving technology, and changing demands can all place
stress on systems designed to provide residents with their basic needs.
Dubuque has been proactive in updating many of its facilities. However,
being the oldest community in Iowa also means having some older facilities
that are in need of updating.
Financially Responsible, High
Performance City Organization
• Dubuque Goals
Financially Responsible, High -Performance City
Organization: Sustainable, Equitable, and Effective
Service Delivery
Key recommendations, partners, and actions to promote
and strengthen infrastructure and achieve many of the
ideas identified by residents are outlined in the table
on the following page.
Chapter 10 - Implementation I Imagine Dubuque I Page 10-17
Recommendations
Partners
Infrastructure
• Continue to expand the sanitary sewer collection system to meet growth needs, particu-
larly in proximity to the Southwest Arterial, the West End, and the South Port.
• Utilize the results of the water system dynamic model (currently under development) to
identify current needs, as well as plan for future growth of the community.
• Continue the integration of the former Vernon Township and Barrington Lakes water
systems into the overall City of Dubuque system.
• Update the city-wide stormwater management ordinance to guide future growth and
development and to address onsite infiltration and sustainable development practices.
• Continued expansion of fiber optic access throughout the community.
• Partner with Green Dubuque and other similar organizations to define metrics to moni-
tor progress on environmental goals as outlined in the 50% by 2030 Climate Action and
Resiliency Plan.
• Catfish Creek Watershed Management Authority,
Fiber Optic/Internet Service Providers, Green
Dubuque, Iowa Economic Development Authority,
Iowa Finance Authority, Engineering, Water,
Public Works, Information Services,
Sustainability Coordinator
Public Safety
• Ensure budget and staffing needs for all City Departments as Dubuque's population
grows.
• Identify and document deficiencies of existing 911 Communications Center, and explore
facility expansion.
• Continue to explore the possibility of adding a police substation to further community
policing efforts and adequate geographic coverage.
• Explore potential future sites for an additional or relocated fire station with access to
the Southwest Arte riaL
• Iowa Department of Homeland Security and
Management, Iowa Department of Public
Safety, Budget & Finance, Police, Fire,
Water, Emergency Communications,
Emergency Management
Municipal
• Explore the potential for a small library branch within the West End.
• Monitor market conditions and strategically implement the Chaplain Schmitt Island
Master Plan and other emerging plans.
• Repurpose the Five Flags Center according to outreach studies to better showcase and
utilize the storied downtown venue.
• Friends of the Library, Dubuque Racing
Association, Library, Economic
Development, Leisure Services
• City Departments & Divisions
Page 10-18 I Imagine Dubuque I Chapter 10 - Implementation
Dubuque Intermodal Transportation Center
Recommendations: Transportation + Mobility
I
Rivers, roads, trails, planes, buses - they all help residents and
visitors navigate Dubuque. To support a viable, livable, and
equitable community, Dubuque must focus on efficiently con-
necting the community while providing transportation choices.
The many components of Dubuque's transportation system work to en-
hance mobility - the ability of residents and visitors to access and navi-
gate the community and individual homes, businesses, and educational
and cultural facilities. Mobility affects the daily life of residents, and
was clearly a topic residents were passionate about during the Imagine
Dubuque process.
Utilization of transportation corridors for multiple modes of travel
(Complete Streets), public transportation, connectivity to other parts
of the region, and enhancements to automobile travel were all topics
of interest to residents, and raised some good discussion during the
planning process.
Connected Community
• Dubuque Goals
Connected Community: Equitable Transportation,
Technology, Infrastructure, and MobiLilty
Key recommendations, partners, and actions to promote
a well connected, transit efficient city and achieve
many of the ideas identified by residents are outlined
in the table on the following page.
Chapter 10- Implementation I Imagine Dubuque I Page 10-19
Recommendations
Partners
Complete Streets
• In the JFK corridor, identify short-term and Long-term opportunities to facilitate a more
complete pedestrian network.
• For all Dubuque corridors, assess opportunities to plan and design for complete street
elements during each stage of maintenance and project development cycle.
• Work from the City's comprehensive network plan for Complete Streets, including the
Tri-State Biking/Walking Plan and the Dubuque Metropolitan Area Transportation Study
2045 Long Range Transportation Plan (Long Range Transportation Plan),when making
investment decisions in individual corridors.
• When properties redevelop, as appropriate, work to re -orient development to the street
level, rather than separated from the street by parking lots and pursue opportunities to
acquire right-of-waywhere beneficiaL
• Iowa Department of Transportation, Dubuque
Metropolitan Area Transportation Study, Tri-State
Trail Vision, Local businesses within corridors
targeted for Complete Streets improvements,
Green Dubuque, Engineering, Public Works,
Transportation, Planning Services
Public Transportation
• Continue making improvements to the fixed -route bus service that provides efficient
travel options, focusing on high -performing transit corridors.
• Continue to extend bus service hours where it is most effective and provides valued
accessibility improvements to the community. Look for opportunities to provide more
efficient and direct routes to connect residents to resources and amenities.
• Circles Initiative, Inclusive Dubuque,
DuRide, Transportation
Air Transportation
• Given the current competitive nature of the airline industry, advocate for airline service
expansion at the Dubuque Regional Airport. This includes continuing to leverage local
incentive funding to target expansion of airline service.
• Target new development around the airport to more compatible uses such as light in-
dustrial, warehousing, and agriculture. Uses such as residential are particularly sensitive
to airplane operations noise.
• Dubuque Area Chamber of Commerce, Federal
Aviation Agency, American Airlines and other
potential carriers, Airport, Economic
Development
Connections to Other Regions
• Understanding the critical importance surrounding communities play in staffing jobs in
Dubuque, continue to collaborate with surround state Departments of Transportation to
promote safe, efficient regional roadway connections through Dubuque.
• Through political and funding channels, continue to advocate for passenger rail service
and a complete four -lane highway connection to Chicago.
• Amtrak, Iowa Department of Transportation, Illinois
Department of Transportation, Dubuq ue Metropolitan
Area Transportation Study, Ride the Rail, Planning
Services, Engineering, Transportation, City
Manager's Office
Automobile Travel
• Identify the required project development steps and funding to implement the City of
Dubuque roadway projects prioritized in the Dubuque Metropolitan Area Transportation
Study 2045 Long Range Transportation Plan.
• Continue being a national leader in leveraging technology and other Intelligent Trans-
portation System solutions to improve vehicular mobility and safety on the Dubuque
street network.
• Iowa D r_ i:°::e:1_ U I. i. ortation,Dubuque
Metropolitan Area Transportation Study,
Planning Services, Engineering,
Transportation, City Manager's Office
• City Departments & Divisions
Page 10-20 I Imagine Dubuque I Chapter 10 - Implementation
Imagine Dubuque Future Land Use Map
Recommendations: Land Use
i
Land is a valuable resource that should be managed wisely for
both the individual property owner and the community. The
Comprehensive Plan focuses on encouraging appropriate devel-
opment that is both sensitive to the environment and support-
able by the market.
Once land is improved with buildings and infrastructure, that develop-
ment is likely to be in place for many years — and will likely be expen-
sive to redevelop to another use. Careful consideration of the environ-
ment, access, and the economy all play into determining an appropriate
pattern of land use. Creation of an integrated and equitable land use
pattern will promote implementation of all of Dubuque's goals.
• City of Dubuque Goals 2022
1. Robust Local Economy: Diverse Businesses and
Jobs with Economic Prosperity
2. Vibrant Community: Healthy and Safe
3. Livable Neighborhoods and Housing: Great Place
to Live
4. Financially Responsible, High -Performance City
Organization: Sustainable, Equitable, and Effec-
tive Service Delivery
5. Sustainable Environment: Preserving and En-
hancing Natural Resources
6. Partnership for a Better Dubuque: Building Our
Community that is Viable, Livable, and Equitable
7. Diverse Arts, Culture, Parks, and Recreation:
Experiences and Activities
8. Connected Community: Equitable Transportation,
Technology, Infrastructure, and Mobililty
Key recommendations, partners, and actions to promote
a successful, thoughtfully planned city, and achieve
many of the ideas identified by residents are outlined
in the table on the following page.
Chapter 10 - Implementation I Imagine Dubuque I Page 10-21
Recommendations
Partners
Single -Family
• Serve neighborhood needs such as education, housing, and recreation equitably while maintaining a viable,
livable atmosphere and reducing environmental impacts.
• Integrate future neighborhoods into Dubuque via access to trails, open space, and other recreational and
educational amenities and connections to needed goods and services.
• Integrate new development into the natural environment by protecting significant woodland, prairie, and
wetland areas and avoiding steep slopes.
• Dubuque Home Builders
Association, individual
residential developers,
Planning Services,
Housing & Community
Development, Leisure
Services
Multi -Family
• Encourage a mix of housing affordable for all segments of Dubuque's population throughout the community,
including options for those who might be saving for their first home.
• Encourage new multi -family development in proximity to jobs to minimize transportation costs.
• Integrate multi -family development within mixed-use areas identified on the Future Land Use Map for
increased access to goods and services in a walkable environment.
• Dubuque Home Builders
Association, individual
residential developers,
Mixed -Use
• Create a vibrant environment where residents can live, work, and play within walking and biking distance of
their home and opportunity sites throughout the community.
• Evaluate potential modifications to the existing C 2A Mixed -Use Neighborhood Zoning District, or creation of
a new zoning classification, to accommodate larger mixed-use areas that may include ground floor residential
space.
• Work with property owners and developers to encourage and create walkable, mixed-use developments in
locations identified on the Future Land Use Map.
• Integrate a variety of residential product types in mixed-use areas, including multi -family products such as
townhomes and apartments, but also incorporating some single-family housing.
• Dubuque Home Builders
Association, Greater Dubuque
Development Corporation,
individual developers,
Planning Services,
Economic Development,
Housing & Community
Development
Institutional
• Support essential public facilities and services for future growth and ensure that everyone in the community
has equitable access to these services.
• Explore a new school site to serve future growth areas, particularly within the Southwest Arterial corridor.
• Integrate new institutional uses such as churches or non -profits in proximity to residents they serve. Such
uses may be particularlyappropriate in future mixed-use areas.
• Dubuque Community School
District, other Local
institutions, Planning
Services, Housing &
Community Development
Commercial
• Be responsive to market demands and the needs of residents by providing key retail and employment centers.
Ensure that such development does not impact the quality of Life in adjacent residential neighborhoods.
• Explore additional opportunities for Limited commercial development within neighborhoods to provide
enhanced Local access to day-to-daygoods and services like convenience goods, dry cleaning, etc. Such uses
are typically best located at major intersections.
• Continue to concentrate commercial uses with a regional draw along major transportation corridor, including
downtown.
• Commercial developers,
Greater Dubuque Development
Corporation, Planning
Services, Economic
Development
Industrial
• Attract Large employment centers with access to infrastructure facilities. Ensure that such development does
not disproportionately impact residential areas.
• Allow for appropriate expansion of existing industrial parks as identified on the Future Land Use Map.
• Explore additional industrial development opportunities near the Dubuque Regional Airport, particularly in
the U.S. Highway 61 corridor.
• Industrial developers, Greater
Dubuque Development
Corporation, Planning
Services, Economic
Development, Engineering
• City Departments & Divisions
Page 10-22 I Imagine Dubuque I Chapter 10 - Implementation
C
High Performance
Community
Ol/
Partnerships
...
Outcomes
1'1
C
Recommendations
Partners
Park and Open Space
• Preserve key environmental features and provide recreational opportunities for all
segments of the population through a variety of demanded active and passive options.
• Continue to work closely with the School District to locate and, where appropriate, share
facilities to serve existing and future neighborhoods.
• Link existing and future development with open space and trail corridors.
• Continue to explore additional recreational opportunities along the riverfront.
• Work with residents and local groups to explore creation of a mountain biking facility in
Dubuque.
• City Departments & Divisions
• Dubuque Community School District, Dubuque
County Conservation Board, Catfish Creek Watershed
Management Authority, Tri-State Mountain Bikers,
Tri-State Trail Vision, Grant Wood Loop, Planning
Services, Leisure Services, Engineering
Priorities and Measuring Success
It is hoped that you will heed this Call to Action. It is your responsibility
to develop the action steps, create the strategies for success, be
inclusive in your efforts and make your community sustainable and
resilient. These are your ideas and you have the responsibility to
participate in moving them forward.
Through the Mayor and City Council annual goal setting process, which
creates the annual budget priorities, the City will move initiatives
forward as this Plan helps inform that process.
Measuring Success
Goals, programs, and vision are all directed to achieving a desired outcome. In the
case of the desired outcome for the Imagine Dubuque Comprehensive Plan, the
desired outcome is to create a more viable, livable, and equitable community. The
question is, how can that be measured and compared to other high -performing
communities across the country?
High performance organizations focus on outcomes (results). Dubuque city gov-
ernment is committed to operating effectively, efficiently, and productively to-
ward common goals for the benefit of its residents and stakeholders. The Mayor
and City Council annually set goals and priorities, and it is important Dubuque
measure and openly share progress to build on successes and inform areas of
need. These metrics help Dubuque measure performance and inform data -driven
decisions that create efficient and value- driven initiatives.
Dubuque participates in the STAR Community rating system, and currently has a
4 -star rating. STAR stands for Sustainability Took for Assessing and Rating Com-
munities and serves as a tool for measuring performance. Progress in plan imple-
mentation will be tracked. The STAR Community Rating System is an important
tool for measuring the progress. Dubuque was honored to become just the third
Iowa community and the 25th in the nation to achieve certification. STAR's rating
criteria is designed to assess a communities' sustainability efforts in a dear and
data -driven way. Dubuque's 2015 4 -STAR rating reflects the qualities that make
the community a better place to live, work and play.
Chapter 10 - Implementation I Imagine Dubuque I Page 10-23
IMAGINE DUBUQUE COMPREHENSIVE PLAN: FY 2020-2024 CIP COMPARISON
ECONOMIC PROSPERITY
Employment
Continue ongoing efforts to diversify Dubuque's economy, including all sectors and all
employment types and categories.
Supported by the following Economic Development CIP:
• Workforce Development, p. 267
Housing
Foster the development of new and additional housing products in suitable locations
throughout the City.
Supported by the following citywide Housing & Community Development CI Ps:
• Homeowner Rehab Program, p. 297
• Purchase/Rehab/Resale, p. 299
• First Time Home Buyer Program, p. 302
• Rental Dwelling Rehabilitation Programs, p. 303
Business
Work with the city's broadband providers to ensure the city's technological future, given
its implications for the city's business growth and employment growth.
Supported by the following Engineering CIPs:
• INET Fiber Replacement Build Out, p. 253
• Fiber Optic Conduit — Miscellaneous, p. 257
• Fiber Infrastructure Management System, p. 258
SUSTAINABLE ENVIRONMENT
Clean Water
Continue the efforts of the Bee Branch Watershed Flood Mitigation Project to mitigate
health and environmental hazards in Washington, Point, and North End neighborhoods.
Supported by the following Engineering CIPs:
• Bee Branch Creek RR Culverts, p. 180
• 22nd Street Storm Sewer Improvements, p. 182
• 17th Street Storm Sewer Improvements, p. 183
• Flood Control Maintenance Facility, p.184
Healthy Neighborhoods
Continue Healthy Homes strategy as part of the CHANGE and Bee Branch revitalization
efforts.
Supported by the following Housing & Community Development CIP:
• Bee Branch Healthy Homes Resiliency Grant, p. 305
1
IMAGINE DUBUQUE COMPREHENSIVE PLAN: FY 2020-2024 CIP COMPARISON
SOCIAL + CULTURAL VIBRANCY
Community Safety
Assess areas of sub -standard lighting and investigate the cost and feasibility of
installing additional lighting, particularly solar or LED lights; focus on Downtown
Dubuque and other areas with cultural, arts, and community facilities that attract or
could attract people from throughout the city.
Supported by the following Engineering CIPs:
• Street Light Replacement and New Installation, p. 236
• LED Re -Lamp Schedule, p. 244
• Grandview Street Light Replacement, p. 252
LIVABLE NEIGHBORHOODS + HOUSING
Housing
Support the City's inspection programs as well as the Green and Healthy Homes
Initiative.
Supported by the following Housing & Community Development CIP:
• Bee Branch Healthy Homes Resiliency Grant, p. 305
COMMUNITY FACILITIES
Infrastructure
Continue to expand the sanitary sewer collection system to meet growth needs,
particularly in proximity to the Southwest Arterial, the West End, and the South Port.
Supported by the following Engineering CIPs:
• Sanitary Sewer Extensions to New Developments, p. 144
• Sanitary Sewer Extensions - Existing Development, Pre -annexation and Annexation
Agreements. p. 147
Utilize the results of the water system dynamic model (currently under development) to
identify current needs, as well as plan for future growth of the community.
Supported by the following Water CIPs:
• Water Source & Hydraulic Model: Master Plan, p. 89
• North Cascade Road Water Main Extension, p. 81
• Water Line Extensions to New Developments, p. 86
• Old Davenport Road Water Main Extension, p. 91
• Tamarak Park Frontage Road Water Main, p. 92
• West End Annexation Phase II, p. 93
• West End Annexation Phase I, p. 94
2
IMAGINE DUBUQUE COMPREHENSIVE PLAN: FY 2020-2024 CIP COMPARISON
Continue the integration of the former Vernon Township and Barrington Lakes water
systems into the overall City of Dubuque system.
Supported by the following Water CIPs:
• Cottingham Road Water Main, p. 76
• Southwest Arterial Water Main Extension, p. 77
• Chesterfield Drive Water Main, p. 88
Continued expansion of fiber optic access throughout the community.
Supported by the following Engineering CIPs:
• Traffic Signal Fiber Optics, p. 249
• INET Replacement Build Out, p. 253
• Fiber Optic Conduit — Miscellaneous, p. 257
• Fiber Infrastructure Management System, p. 258
Public Safety
Explore potential future sites for an additional or relocated fire station with access to
the Southwest Arterial.
Supported by the following Fire CIP:
• Fire Station Expansion/Relocation, p. 4
Municipal
Re purpose the Five Flags Center according to outreach studies to better showcase and
utilize the storied downtown venue.
Supported by the following Leisure Services CIP:
• Five Flags Building Improvements, p. 47
TRANSPORTATION + MOBILITY
Complete Streets
Work from the City's comprehensive network plan for Complete Streets, including the
Tri-State Biking/Walking Plan and the Dubuque Metropolitan Area Transportation Study
2045 Long Range Transportation Plan (Long Range Transportation Plan), when making
investment decisions in individual corridors.
Supported by the following Engineering CIPs:
• East - West Corridor Capacity Improvements, p. 198
• Chavenelle Road Reconstruction, p. 200
• North Cascade Road Reconstruction, p. 210
• Pennsylvania Avenue and Radford Road Roundabout, p. 213
• Cedar Cross Road Reconstruction, p. 214
• Seippel Road Reconstruction, p. 215
3
IMAGINE DUBUQUE COMPREHENSIVE PLAN: FY 2020-2024 CIP COMPARISON
• Sidewalk Inspection Program — Assessable, p. 216
• Sidewalk Program - City Owned Property, p. 217
• ADA Curb Ramp Construction Project, p. 218
• Crosswalk Warning Devices, p. 220
• Complete Street Elements - Trails, Sidewalks and Signs, p. 226
Public Transportation
Continue making improvements to the fixed -route bus service that provides efficient
travel options, focusing on high -performing transit corridors.
Supported by the following Transportation Services CIPs:
• Vehicle Replacement, p. 278
• JFK Circle Phase 2, p. 280
• Bus Stop Improvements, p. 281
Automobile Travel
Identify the required project development steps and funding to implement the City of
Dubuque roadway projects prioritized in the Dubuque Metropolitan Area Transportation
Study 2045 Long Range Transportation Plan.
Supported by the following Engineering CIPs:
• East - West Corridor Capacity Improvements, p. 198
• Chavenelle Road Reconstruction, p. 200
• Southwest Arterial Project, p. 203
• North Cascade Road Reconstruction, p. 210
• Pennsylvania Avenue and Radford Road Roundabout, p. 213
• Cedar Cross Road Reconstruction, p. 214
• Seippel Road Reconstruction, p. 215
Continue being a national leader in leveraging technology and other Intelligent
Transportation System solutions to improve vehicular mobility and safety on the
Dubuque street network.
Supported by the following Engineering CIPs:
• Traffic Signal Interconnect Conduit Replacement, p. 249
• Traffic Signal Controller Replacement, p. 241
• STREETS Traffic Control Project, p. 248
• Traffic Signal Fiber Optic Network Program, p. 249
• ITS Traffic Control Equipment, p. 250
• Traffic Signal Vehicle Detection Conversion, p. 251
4
IMAGINE DUBUQUE COMPREHENSIVE PLAN: FY 2020-2024 CIP COMPARISON
LAND USE
Multi -Family
Encourage a mix of housing affordable for all segments of Dubuque's population
throughout the community, including options for those who might be saving for their first
home.
Supported by the following citywide Housing & Community Development CIPs:
• Homeowner Rehab Program, p. 297
• Purchase/Rehab/Resale, p. 299
• First Time Home Buyer Program, p. 302
• Rental Dwelling Rehabilitation Programs, p. 303
Industrial
Allow for appropriate expansion of existing industrial parks as identified on the Future
Land Use Map.
Supported by the following Economic Development CIP:
• Development of McFadden Properties, p. 271
Park and Open Space
Link existing and future development with open space and trail corridors.
Supported by the following Planning Services CIP:
• Trail Planning, p. 307
5
Masterpiece on the
sissippi
Dubuque
*****
AU -America City
,
2007 • 2012 •2013
TO: Michael C. Van Milligen, City Manager
FROM: Craig Nowack, Cable TV Coordinator �.
DATE: February 27, 2019
RE: Additional Information on Captioning/Inclusivity of Video Programming
INTRODUCTION
The purpose of this memorandum is to provide additional information on the Cable TV
improvement package being recommended for Fiscal Year 2020 to increase the inclusivity of
our video programming by adding closed captions.
DISCUSSION
When Video Producer Erich Moeller and I first researched the possibility of making our video
programs more accessible a number of years ago, one of the options we considered was
utilizing an American Sign Language (ASL) interpreter to translate our programs so the hearing
impaired could understand them. During City Council meetings, for example, an interpreter
could stand in front of a camera in the Media Room and be inserted into the telecast via
picture -in -picture.
To further research this possibility, yesterday I tried calling the ASL interpreters on the list of
interpreters/translators I received from the Human Rights Department. I was only able to speak
to one of the six on the list (several of the interpreters' phone numbers were disconnected or
assigned to someone else). Furthermore, the Iowa State Registry of Interpreters for the Deaf
(new. iowastaterid.org) lists no interpreters within 50 miles of Dubuque. The closest live in the
Cedar Rapids, Davenport, and Iowa City areas.
The interpreter with whom I spoke told me bluntly that deaf people prefer closed captions. It
was also her opinion that captioning was cheaper. Unlike closed captioning, where the
captioner attempts to transcribe the audio verbatim, an ASL interpreter must translate English
into a different language on the fly. She posed an example like the difference in the word
"running" in "Sarah is running a fever this morning" and "Tomorrow morning I'm running a
marathon." Because of the physical nature of the translation, an ASL interpreter typically works
no longer than an hour before needing a break. Because of this, we would have to schedule
two interpreters for every City Council meeting. At a cost of $30 to $40 per hour for each
translator, the costs for signing can add up.
But there are other factors to consider when comparing ASL interpretation with closed
captioning:
• Not everyone knows American Sign Language. Logic dictates that more people know
English than know ASL, and it's likely that most people who know ASL also know
English.
• More people will use closed captioning than need it. People with slight hearing
impairment often use it, as do people in noisy rooms.
• Sign language is always on the screen. There's no way to opt out of it. People can
choose whether or not to turn on captioning.
• Based on the limited availability of ASL interpreters in our area, scheduling them could
be time consuming, especially when two are needed for live meetings. The captioning
services we would use are web based and always available.
• ASL is distinct language and we would be unable to verify the accuracy of the
translation.
Closed captioning has other positives:
• Captioning companies provide multiple caption files in a wide variety of formats. For the
same price we get caption formats for CityChannel Dubuque on the cable system,
Granicus, YouTube, DVDs, and Blu-rays. A plain transcript of the audio is also provided.
• We will have the ability to make corrections/changes to the caption files and position
them on the screen.
• Non -urgent programs can be captioned at lower rates.
• We believe we might be able to generate some caption files at no cost through the
software we're purchasing to insert captions into our on -air program files.
For all of the above reasons, I believe closed captioning remains the better option for increasing
the inclusivity of our video programming.
RECOMMENDED ACTION
This memorandum is for informational purposes only.
cc: Randy Gehl, Public Information Officer
Kelly Larson, Human Rights Director
2
RAVEL
Vabgiggi4
November 8, 2018
Mike Van Milligen
City of Dubuque, City Manager
50 W. 13th Street
Dubuque, IA 52001
Dear Mike,
As a recipient of the purchase of service agreement from the City of Dubuque for the Sister City initiative, I
am writing to request a budget increase for FY2020.
Travel Dubuque would like to request a funding increase from $5,795 to $9,295; where the city will
continue to retain $1,000 plus $795 for Sister City International Dues. Currently in FY2019, Travel
Dubuque has expended over $6,500 on hosting our sister city from Handan China, 2 ICMA Fellows visits
and sending one of our Sister City committee members to Handan China with Sister City State.
The Sister City Committee along with Travel Dubuque believes that putting forth a strategic marketing effort
will allow for growth with community and corporate partners as well as provide a better understanding of
the Sister City committee and the benefits of having Sister Cities. By allocating additional funds to this
marketing strategy, we believe we will leverage more dollars to help grow the overall mission and vision of
the committee. Some of the strategies we've identified include:
• Creating collateral to secure community and corporate partnerships that translate into funding
opportunities.
• Identify community engagement opportunities such as special events and educational opportunities.
• Develop an overall marketing plan that leverages existing opportunities within Travel Dubuque and
the community to further the mission of the Sister Cities committee.
Thank you for your consideration. If you have any questions, please let me know.
Keith Rahe
President + CEO
TRAVELDUBUQUE.COM
300 Main Street, Suite 120 I Dubuque, Iowa 152001
WHERE
STARTED
March 7, 2019
IOWA DEPARTMENT OF NATURAL RESOURCES
GOVERNOR KIM REYNOLDS
LT. GOVERNOR ADAM GREGG
Mike Van Milligen, City Manager
City of Dubuque
50 West 13th St.
Second Floor
Dubuque, Iowa 52001
RE: E.B. Lyons Interpretive Center, Mines of Spain State Recreation Area
Dear Mr. Van Milligen,
ACTING DIRECTOR BRUCE TRAUTMAN
The Iowa Department of Natural Resources (IDNR) provides this communication as a letter of support for your
recommendation to provide financial support to the operations of the E. B. Lyons Interpretive Center, a focal
point of the Mines of Spain State Recreation Area.
This new partnership model between the City of Dubuque, the Friends of the Mines of Spain and the IDNR will
allow each party to focus on their respective strengths for the conservation and enhancement of the resource.
The City of Dubuque's contribution will focus on keeping the E.B. Lyons Interpretive Center open more hours,
the Friends of the Mines of Spain will focus their efforts on programming and fundraising, while the IDNR
continues to manage the natural resources.
Though this is an early step toward developing a new model through shared collaboration, the IDNR is
committed to continuing the conversation with the City of Dubuque and the Friends of the Mines of Spain as we
move forward together at the Mines of Spain State Recreation Area.
Thank you for making the E. B. Lyons Interpretive Center and Mines of Spain State Recreation Area a priority for
your community.
Respectfully,
0547(g-C#C11-
Todd A. Coffelt, Chief
State Parks Bureau
Iowa Department of Natural Resources
www.iowadnr.gov
Phone: 515-725-8200
WALLACE BUILDING, 502 E 9TH ST, DES MOINES IA 50319
www.lowaDNR.gov Fax: 515-725-8201
STATE OF IOWA {SS:
DUBUQUE COUNTY
CERTIFICATION OF PUBLICATION
I, Suzanne Pike, a Billing Clerk for Woodward
Communications, Inc., an Iowa corporation, publisher
of the Telegraph Herald, a newspaper of general
circulation published in the City of Dubuque, County
of Dubuque and State of Iowa; hereby certify that the
attached notice was published in said newspaper on the
following dates:
February 22, 2019,
and for which the charge is $153.59
Subscribed to before me, a Notary Public in and for
Dubuque County, Iowa,
this f -o/' day of , 20 l9.
Notary Pfifblic in and for Dubuque County, Iowa.
MARY K WESTERMEYER
r'omrnission Number 154885
My Commission Exp. Feb. 1, 2020
Form
FISCAL YEAR
Department of Management
NOTICE OF PUBLIC HEARING
BUDGET ESTIMATE
BEGINNING JULYs1, 2019 - ENDING JUNE 30,-2020
y of
'
The City Council will conduct apublic hearing on the proposed Budget at
on 3/7/2019
Dubuque
(Date)'y/xx/?or
The Budget Estimate Summary of proposed receipts and expenditures is shown below.
Copies:of the the detailed proposed Budget may be obtained or viewed at the offices of the Mayor,
City Clerk, and at the Library.
The estimated Total tax levy rate per $1000 yaluation on regular property
The estimated tax levy rate per $1000 valuation on Agricultural land is
Atthe public hearing, any resident or taxpayer may present objections to, or arguments in favor
of ‘the proposed budget.
Historic Federal Building, 350 W. 6th
6:00 p.m.
(hour),
3.00375
563-589-4322
phone number
Jennifer M. Larson
City Clerk/Finance Officer's NAME
Re -estimated FY
(a),':
(b
Actual. FY
2018
4C)
Revenues &Other FinancinmSourcesi
Taxes Levied on Property`
Less: Uncollected Property Taxes -Levy Year
Net Current Property Taxes
Delinquent Property Taxes
TIF Revenues
Other City Taxes
Licenses & Permits;,
Use of Money and Property
Intergovernmental
Charges for Fees & Service
5peciar Assessments
Miscellaneous'
Other Financing; Sources,.
Transferh In
Total Revenue's and Other Sources
Expenditures & Other Financing Uses
Public Safety
Public Works
Health and Social Services
Culture and Recreation
Community and Economic Development,
General Government
Deb) Service
Capital Projects
Total Government Activities Expenditures
Business Type / Enterprises '
Total ALL Expenditures
Transfers Out
Total ALL ExpendituresITransfers Out
Excess Revenues & Other Sources Over
(Under) ExpendituresiTransfers Out
Beginning Fund Balance July 1
Ending Fund Balance June 30
42/22....
3..
4
6.
7
26,158;994
0
26,158,994
0
10,738,108
18,184,532
1,752,994
14,388,998
48,385,414.
44,184,398
-'30,000
7,960,668
2;989,828
0;478;835.
15 '215252,269
17
18
19
20
21
22
23
•-24
25
26
27
.28
30,183,289
13,122;573
1,296,081
12,950,660
14,373,472
10,221,265
10,779,398
37,057,261
12'9,983,999
62,288,644
192,272,643
30,478,335
222,750,978
'25,766,328 ' '' °25,062,297
p + 1,687,186
25,766,328
10,182,997
23,375,111
1,709
12,026'651
.18,093,848 +. 13,218.248
1,653,906 ,_ 6,624,629
13,410,645
4'.327,892
75,408,479 40;020,813
43,574,250
30 00b
8089,06
15 029,213
38 170 410
249,459,141'
38;695,,869
169,950
8,883,684
1,5 128
8{736,27`7
200,995,961'
30,311,660
14,489,265
1,074,101
13,838,991
16,190,995
9,870;388
16,602;563
78,098,096
174,476,059
74,859,942
249,336,001
38,170,410
287,506,411
25,573,783
11;650,313
854,144
11,836,364
14,753,939
9,124,758
12,775,123
2
7`93
118,318,217
7,498,709
-38 047,270
51,139,963
169,458,180
28,736,277
198,194,457
,11410,14,-
2,801,594
144
2,801,504
29
30' 37,295,098 75342368
37,295,098 75,342,368
72 540,864
3`1
29,796;389
03/06/2019
David Keillor
26208 County Road W
Benton, WI. 53803
Dubuque City Council
50 W. 13th St.
Dubuque, IA 52001
Ph: 563-589-4100
Dear Council Members, this letter is in response to recent rental inspections on our properties located in
Dubuque. I am concerned about the qualifications and abilities of the inspector Alex Rogan and I am also
concerned as to how the city proceeds with complaints brought by problematic tenants.
Both of our properties in Dubuque have been inspected within the last three months and according to
Alex Rogan we were pushed to the top of the list due to complaints by tenants.
I will start by saying that our policy for rentals is simply that if we would not live in it ourselves, we
would not rent it. My wife has been in the trades for over 45 years and I have extensive experience in
the building and construction industries as well. I am also a certified mediator and licensed teacher who
holds licenses in three states. We have rental properties in other states and rarely have issues with any
of them. Dubuque has been the only real problematic aspect of our rental business.
With respect to the inspection at 2920-2930 Central which resulted in multiple citations not related to
health and safety issues at all. We did comply with all requests but in the future, we are going to look
closer at the actual codes and statutes related to rental housing.
The inspection was brought on due to complaints filed by tenants who had been problematic for some
time and were recently evicted due to nonpayment of rent and other health and safety issues. Their
main complaint was a refrigerator that was not working properly and mold in the bathroom. The mold in
the bathroom was written up as the tenant’s responsibility for not cleaning properly yet Alex Rogan told
us that if the unit was not cleaned prior to the reinspection that we as landlords would be held
responsible. How is it that we should have to go and clean up after people who choose to live like pigs?
The refrigerator was not properly taken care of and the ice tray in the freezer was broken and not
replaced so ice was filling up the freezer and when the tenants overloaded GFI outlet it kept tripping and
the fridge would stop working because the outlet for the fridge was run in tandem with GFI outlet.
When this happened, the ice would melt and run down the back of the fridge and eventually onto the
floor which the tenants did not clean up and therefore caused the flooring the come loose and fail.
During the actual inspection the tenants turned off the GFI to make it appear that the fridge was not
working.
We told the tenants numerous times to stop overloading the outlets and to clean the fridge and make
sure the doors would close completely. They never did what was asked of them and would not help to
resolve the issue. We were never informed of any problems before the city got involved. These tenants
were also informed numerous times about cleaning up their unit and not using the common areas of the
building as storage or a playground for their children. Children which were never mentioned to us upon
them signing the lease. All of a sudden there were four or five kids and other adults living with them in a
unit that was way too small but nothing was ever done by the city or housing about this.
It is our understanding that the landlord needs to be notified in writing and should be given seven days
to address any issue and complete any repairs if needed. That never happened in either complaint
leading up to inspections.
The tenants are now out of unit number 2 at 2920 and we have once again rehabbed the unit at a
significant cost. The fridge by the way is working perfectly now that it has been cleaned, sanitized and
operated as it should. The tenants by the way caused significant criminal damage to property before
leaving but again nothing has been done. This might be why some landlords refuse to cooperate with
the city.
Moving on to the inspection at our property at 822-824 Rhomberg the main complaint which again we
were never notified of was a broken window or a window that was not working properly. The tenant’s
other complaint was that the furnace was not keeping her unit warm enough.
Upon notice from the tenant via a phone call I went to inspect the furnace to see if it was still working.
Upon arriving I noticed her kitchen window was half way open and the storm window was removed. I
also noticed her bedroom window was open as well and the window in the front living area was broken.
The thermostat was located less than 8 feet from the open window and the cold air was blowing directly
across the thermostat causing the furnace to run nonstop. None of these items were brought to our
attention prior to her calling the city. The first thing a city official should ask in a case like this is if the
tenant contacted the landlord properly and gave them time to fix the issue.
In this case during the inspection Alex Rogan nearly broke my index finger because he would not listen
to me when I tried to explain how the kitchen window operated. I was holding the lever/safety catch on
the side of the window that keeps it open and he forced the window down onto my hand causing my
finger to be ripped open and bleed significantly. To this day I still have trouble using it and I am
considering a lawsuit. He never even offered an apology and then proceeded to tell me a window should
not be so complicated to operate. The window in question is working as designed and we have
explained to the tenant numerous times how it works.
The tenant had broken the window in the living area and never informed us nor did she call to get it
repaired at her expense. Too many tenants simply feel that it is the landlord’s responsibility to repair
anything even if the tenants do not care for it properly or fail to use it properly. We have had tenants
who believe we should supply light bulbs and batteries and also come in and change them when
needed. Most do not know what a furnace filter is or how to change it and we do supply those. Maybe
the city should have a program which helps tenants better understand the world they live in.
Once again things in the report for 822-824 Rhomberg were written up and have nothing to do with
health and safety. A serious issue that the city should address which would save time on inspections and
create a clear list for landlords to follow in preparing for them.
This letter is being shared with media as well just in case you decide to ignore it and file it away. Not just
local media either. I think people need to know how the city created the mess in the housing market
with the section 8 and diversity programs. The city then blames the landlords for all the issues that came
along with these programs.
I wrote a thesis on diversity while getting my MBA at Clark University back in 2005. I warned people
extensively about the negative aspects that come with it if not properly managed. The City of Dubuque
is a shining example of what can and will go wrong. Crime is up, schools are failing, property values are
down, landlords are leaving units empty rather than rent to problematic tenants who have little respect
for anything up to and including themselves.
The rental housing market is a business and when policy and programs add costs and put limitations on
the people in that business causing them to lose money and or control over business decisions everyone
suffers, especially those people looking for safe and affordable housing.
More emphasis should be put on the behavior of tenants and less stress should be put on landlords who
are forced by city policy to accommodate the poor life choices of tenants in some cases. We have
suffered significant losses in the city in the past due to tenants destroying property either intentionally
or simply by lifestyle choices that are unclean and unhealthy. The city and the courts do nothing but
enable this bad behavior and make it more and more difficult for landlords to remove problematic
tenants.
I look forward to meeting with you and your team to talk about this in more detail if you like.
Thank you,
David L. Keillor MBA MAT
26208 County Road W
Benton, WI. 53803
608-482-0699