The URL can be used to link to this page

Resilient Community Advisory Commission Letter Copyrig hted February 15, 2021 City of Dubuque Action Items # 5. City Council Meeting ITEM TITLE: Resilient CommunityAdvisory Commission Letter SUMMARY: City Managertransmitting correspondence from the Resilient Community Advisory Commission regarding the Climate Action Plan. SUGGESTED Suggested Disposition: Receive and File DISPOSITION: ATTACHMENTS: Description Type Resilient Community Advisory Commission Letter-MVM City Manager Memo Memo RCAC Letter to Council Supporting Documentation Ordinance Creating Resilient Community Advisory Supporting Documentation Commission Dubuque THE CITY OF � ui-Aseria cih DuB E , . � . , � II � Maste iece on tj2e Mississi i zoo�•zoiz•zois YP pp zoi�*zoi9 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Resilient Community Advisory Commission Letter DATE: February 11, 2021 The Resilient Community Advisory Commission has sent you correspondence asking you the following related to the Climate Action Plan previously adopted by the City Council: "The plan contains many actions that can be taken by residents, businesses, non-profits, City staff and the City Council. In 2021, the Commission would like to focus on assisting the City Council with our stated purpose. To ensure we are being most effective, we ask that you review and provide direction on the plan's `Kick Start' actions where the Commission can be of assistance." The Mayor and City Council hold a goal setting process every August to establish goals and priorities for the next year. This has been a highly effective way to efficiently allocate City resources, including money and staff time. In the goal setting session in August 2020, the Mayor and City Council established several priorities related to the Climate Action Plan, and while the COVID-19 pandemic has slowed progress on these priorities, they are as follows: 50% by 2030 Community Climate Action & Resiliency Plan: Direction & Actions. Buildings & Energy 3. *Develop and adopt a rental housing energy efficiency policy requiring single family and multi-family rental housing properties to meet minimum energy efficiency level to qualify for rental licensing. Transportation and Land Use 1. *Update, adopt and fund a more comprehensive Complete Streets Policy including a Systems Approach, increased Transparency/Accountability, and an Inclusive Public Process. Food 2. *Revise zoning ordinances to allow urban agriculture and clarify acceptability to remove barriers to front yard and rooftop vegetable gardens, edible landscaping and foraging. Greenspace and Tree Canopy 1. Create a tree preservation ordinance with reasonable exceptions that support the CAP tree canopy coverage and heat island mitigation goals. Ordinance should reflect projected climate changes and impacts on tree species. While there are four specific items the Mayor and City Council established as related priorities, implementation of the Climate Action Plan in general is an important activity. As identified in the materials sent to the City Council establishing the commission, the responsibilities of the Resilient Community Advisory Commission include, "To educate and engage the public..." The community engagement process conducted prior to the Mayor and City Council adopting the ordinance creating the commission defined the need to include the following, "The Purpose of the commission is to, "...facilitate the ability to adapt to factors influencing the social/cultural, economic and environmental well-being of the community..." and there is a specific reference to, "citizen engagement" in the purpose statement. In the ordinance establishing the commission, it lists the powers of the commission, including, "To educate and engage the public..." These outward facing community engagement activities are extremely important. As was stated in the report on the community engagement process that was conducted before the City Council adopted the ordinance establishing the commission, "There was tension between citizens who thought the commission responsibilities should be focused on City government functions, and a preference for resiliency to be a systems approach across sectors." The Mayor and City Council made the conscious choice that this should not just be a commission that looked at city activities, but was an outward facing commission that engaged the community in the concepts of resiliency. There is much work to be done by the commission related to this City Council priority of implementing the Climate Action Plan by engaging the community in a dialogue about resiliency. I would encourage the commission to develop a community engagement strategy as one of their top priorities. I would discourage the City Council from conducting goal setting sessions outside of the August goal setting process. If the City Council stops using the annual August goal setting process to prioritize community needs in an effort to allocate limited resources like tax funds, employee time and other City resources, it will most likely lead to a situation where everything is a priority, meaning that actually nothing is a priority. It could also trigger increases in property taxes and the number of City employees in an attempt to try to fulfill all the priorities. It is a healthy exercise each August where all demands compete with each other to determine what will be a City Council priority garnering the resources of the City for the next year. You will soon have an Equitable Poverty Prevention Plan and you already have the Imagine Dubuque Comprehensive Plan, an Arts and Cultural Affairs Master Plan, a Neighborhood Reinvestment Strategy, 2 a RiverFront Development Plan, a Schmitt Island Master Plan, an Analysis of Fair Housing Impediments and a Climate Action Plan. In the August goal setting session, the needs of all of these individual plans are taken into consideration, along with the other City needs like public safety, street improvements and the principles of Diversity, Equity and Inclusion. I respectfully recommend Mayor and City Council not establish new priorities in the middle of the year and receive and file this request referring the questions to your August goal setting process and encourage the commission to engage the public in a dialog about the principles of resiliency. � Mic ael C. Van Milligen MCVM:jh Attachment cc: Crenna Brumwell, City Attorney Cori Burbach, Assistant City Manager Gina Bell, Sustainable Community Coordinator 3 Dubuque THE CITY OF � All-qmerisa Ciq� DUB E ti�.��.�� ,� � � MaSte iece on the Mississi Z zoo��zoiz•zais � pp zo1�*�oig February 8, 2021 Dear Mayor Buol and Members of the Dubuque City Council, Over the past 18 months, volunteers from the community and the Resilient Community Advisory Commission worked with the consultant, Pale Blue Dot, to draft the Climate Action Plan. We appreciate that you approved the plan and the members of the RCAC are ready to assist with implementation. The purpose of the Resilient Community Advisory Commission is to review research, data, policies and program recommendations and to provide comments in order to influence resilient outcomes for the community. The plan contains many actions that can be taken by residents, businesses, non-profits, City staff and the City Council. In 2021, the Commission would like to focus on assisting the City Council with our stated purpose. To ensure we are being most effective, we ask that you review and provide direction on the plan's "Kick Start" actions where the Commission can be of assistance. The Commission currently meets monthly and we would appreciate a list that identifies your top priorities for the Commission to review, prior to the April 1, 2021 meeting, so we can draft our agendas for the following months. The attached list contains Kick Start items from the 50% by 2030 Community Climate Action and Resiliency Plan that require City Council action with an asterisk noting those that overlap with actions from the Poverty Reduction Plan. Sincerely, � Candace Eudaley-Loebach, Chair Resilient Community Advisory Commission (RCAC) Dubuque Climate Action Plan: Kick Start Actions *notes those actions related to recommendations from the Poverty Reduction Plan. Buildings and Energy: 1. Establish a 20% energy use reduction policy for all City buildings over the next 10 years and require all municipal buildings to be benchmarked using ENERGY STAR Portfolio Manager. (Strategy BE2-A-1, Strategy BE2-A-2) 2. Implement energy benchmarking (performance tracking and annual reporting) program for commercial buildings, required for all buildings equal to or greater than 50,000 square feet. (Strategy BE2-C-4) 3. *Develop and adopt a rental housing energy efficiency policy requiring single family and multi-family rental housing properties to meet minimum energy efficiency level to qualify for rental licensing. (Strategy BE2-D-2) 4. Adopt a voluntary green building stretch code (IgCC) including stretch energy efficiency requirements in-line with Architecture 2030 goals. Make (IgCC) code required for all City facility projects and all projects receiving $50,000 or more in City tax abatement, financing, or funding. (Strategy BE2-B-4) Transportation and Land Use 1. *Update, adopt and fund a more comprehensive Complete Streets Policy including a Systems Approach, increased Transparency/Accountability, and an Inclusive Public Process. A recommended policy was provided in the plan. (Strategy TL1-A-1) 2. Implement mode-neutral commuter incentives for City employees. Establish an incentive to encourage private-sector to achieve 25% of private workforce receiving mode-neutral incentives. (Strategy TL1-B-5) 3. *Fund neighborhood-based plans for all neighborhoods to encourage neighborhood identity, engagement, and development. Plan goals should be to increase housing density, options, affordability, and equity while furthering the goals of the Climate Action Plan. Focus future development on infill in existing neighborhoods based on these plans. Initial Focus areas include: Kerper Blvd, Loras Blvd, University Ave, Hill St. (TL1-C-3) (Strategy TL1-C-2) 4. Update City vehicle (including The Jule transit) purchasing policy/budget process to default to alternative fuel with traditional internal combustion engine (ICE) as optional requiring proof of need. (Strategy TL2-A-1) 5. *Consolidate residential zoning categories to allow density based on market demand and historical development patterns. Example: multi-family moderate density in midtown area, mixed-use along transportation corridors. If infeasible, increase allowable density along transportation corridors (example - walkable, mixed-use low-rise buildings along arterials). (TL1-C-4) Solid Waste and Recycling 1. Adopt an ordinance and construction permit changes supporting C&D recycling requirements to be implemented as sufficient C&D recycling capacity is developed. (Strategy SW1-A-8) 2. Establish a policy requiring compost be used as a soil amendment for public and private construction projects that disturb the soil cover over a baseline level. (Strategy SW1-C- 4) 3. Request DMASWA review food waste handling capacities and permitting limits and expand/update as needed to support food waste diversion and organics collection increases in line with CAP goals. (Strategy SW1-C-10) 4. Revise Land Use Code to require commercial indoor and outdoor space for recycling and diversion equal to or greater than the space provided for disposal. (Strategy SW1-D- 2) 5. Adopt a deconstruction/diversion ordinance to require the reuse or recycling of salvageable construction and demolition materials. (Strategy SW1-A-3) Water, Wastewater and Flooding 1. *Implement pricing preference for households installing water efficient fixtures (such as WaterSense certified fixtures) and water/energy efficient water heaters. Establish incentives/cost reduction programs for qualifying low-income residents to purchase WaterSense certified fixtures. (Strategy W1-A-2) 2. Implement a policy to require installation of rainwater collection systems and WaterSense water efficient fixtures and appliances at all City facility projects and all projects receiving $50,000 or more in City tax abatement, financing, or funding. (Strategy W2-B-3) 3. Establish incentives to prioritize the development of"green infrastructure" such as parks, wetlands, riparian and wildlife corridors, natural drainage-ways, and low-impact development. (Strategy W3-D-1) 4. Establish and implement a policy requiring a biochar or biosolids soil amendment for all building and earth working construction sites. (Strategy W3-D-8) Health and Safety 1. *Adopt policies to incentivize residential building owners (particularly rental and multi- family properties), to increase the resilience of existing and new buildings with resilience strategies such as minimal impact site design standards, resilient passive and active cooling systems, resilient electrical system design, elevated HVAC and electrical off basement floor, installation of backflow preventers, tree maintenance, permeable pavements, energy conservation and on-site renewable energy generation, and safe rooms. Incentives should focus on increasing community equity. (Strategy HS1-D-1) Food 1. Pass city policy to procure climate-friendly foods for events and other city-managed facilities. Foods should be locally sourced to the highest extent feasible. (Strategy F2-B- 3) 2. *Revise zoning ordinances to allow urban agriculture and clarify acceptability to remove barriers to front yard and rooftop vegetable gardens, edible landscaping and foraging. (Strategy F2-A-4) 3. Identify funding for, develop and promote a Shared Food Processing facility with commercial grade, code compliant equipment and space. (Strategy F2-A-3) Greenspace and Tree Canopy 1. Create a tree preservation ordinance with reasonable exceptions that support the CAP tree canopy coverage and heat island mitigation goals. Ordinance should reflect projected climate changes and impacts on tree species. (Strategy GS-1 B-6) 2. Develop a performance-based ordinance requiring tree planting within parking lots. Ordinance should establish a specific goal of percentage of pavement to be shaded by trees. (Strategy GS3-A-2) 3. Establish a policy and incentive to assist homeowners by covering some of the cost of converting traditional lawns by planting pollinator friendly food gardens, permaculture, wildflowers, clover or native grasses. (Strategy GS2-A-4) 4. Develop a policy that requires all housing and commercial development projects receiving City funding, PUD approval, and/or Conditional Use Permitting to implement commercial scale heat island mitigation strategies. (GS3-A-3) Climate Economy 1. Establish a policy that designates City Franchise Fee Income as funding source for Climate Initiatives. (Strategy CE1-A-1) 2. Support the establishment of a ReStore Facility for reusable furnishings and salvage including construction/demolition. (Strategy CE1-A-3) 3. Establish a policy to utilize TIF (Tax increment Financing) to incentivize Mitigation and Adaptation actions in line with the goals of the CAP. (Strategy CE1-A-4) 4. Create an ordinance to expand residual food scrap collection. (Strategy CE1-A-2) Climate Action Capacity 1. Establish a policy that requires city infrastructure projects and capital budgets incorporate climate risk and vulnerability analysis and adaptation plans to ensure that future spending contributes to resilience and achieving the City's CAP plan goals. (Strategy C2-A-4) 2. Explore the development of a "Carbon Impact Fee" Additional funds raised to be used for Climate Mitigation and Adaptation implementation. (Strategy C2-B-2) 3. Establish Rate Payer Advisory Commissions for review of rates, revenue, and uses for Resource Management and DMASWA. Explore revenue uses for opportunities to support actions in support of the City's Climate Action goals. (Strategy C2-A-2) Copyright 2014 City of Dubuque Action Items # 2. ITEM TITLE: Code of Ordinances Amendment- Title 2 Resilient Community Ad�isory Commission (2nd Reading} SUMMARY: City Manager is recommending the formation of a Resilient Community Ad�isory Commission as initiated during the August 2015 City Council goal-setting process. Consistent with the appro�ed recommendation, the words, "...to create a viable, li�able and equitable community" ha�e been added to the purpose statement. ORDINANCE Amending City of Dubuque Code of Ordinances Title 2 Boards and Commissions by Repealing Chapter 6 Environmental Stewardship Advisory Commission and Adopting a New Chapter 6 Resilient Community Ad�isory Commission in Lieu Thereof Establishing the Resilient Community Ad�isory Commission and Pro�iding for the Powers, Operation, Membership, and Meetings SUGGESTED DISPOSITION: Suggested Disposition: Recei�e and File; Motion B; Motion A ATTACHMENTS: Description Type Resilient Community Advisory Commission Second City Manager Memo Readi ng-MVM Memo Resilient Community Advisory Commission-MVM Memo Supporting Documentation (612D116 Meeting) Staff Memo (612D116 Meeting) Staff Memo Master Report Supporting Documentation RCAC Ordinance Amendment Ordinance Suggested Motion Supporting Documentation THE CITY OF Dubuque � D V L L NI-Amedca Ciry � � � ► Masterpiece on the Mississippi Zoo,.2012.2013 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Second Reading of Ordinance Creating Resilient Community Advisory Commission DATE: June 27, 2016 Consistent with the approved recommendation, the words, "...to create a viable, livable and equitable community" have been added to the purpose statement. v Mic ael C. Van Milligen MCVM:jh Attachment cc: Barry Lindahl, City Attorney Cindy Steinhauser, Assistant City Manager Teri Goodmann, Assistant City Manager Cori Burbach, Sustainable Community Coordinator Mary Rose Corrigan, Public Health Specialist Nikola Pavelic, Community Engagement Coordinator Prepared by: Crenna M. Brumweli, Esq. 300 Main Street Sufte 330 Dubuque IA 52001 563 589-4381 ! ORDIMANCE NO. 32-16 AMENDING CITY OF DUBUQUE CODE OF ORDINANCES TITLE 2 BOARDS AND � COMMISSIONS BY REPEALING CHAPTER 6 ENVIRONMENTAL STEWARDSHIP ' ADVISORY COMMISSION AND ADOPTING A NEW CHAPTER 6 RESILIENT COMMUNITY ADVISORY COMMISSION IN LIEU THEREOF ESTABLISHING THE � RESILIENT COMMUNITY ADVISORY COMMISSION AND PROVIDING FOR THE ` POWERS, OPERATION, MEMBERSHIP, AND MEETINGS � , NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF � DUBUQUE, IOWA: � , Section 1. Title 2, Chapter 6 of the City of Dubuque Code of Ordinances is u hereby repealed and the following adopted in lieu thereof: �� , Chapter 6 RESILIENT COMMUNITY ADVISORY COMMISSION � � 2-6-1: CDMMISSION CREATED: � I , � There is hereby created the Resilient Community Advisory Commission. i 2-6-2: PURPOSE: The purpose of the commission is to advise on city policies and practices to assure resilient outcomes; facilitate the ability to adapt to factors influencing the social/cultural„ i economic and environmental wellbeing of the community; prevent, prepare for, and � recover from adverse vulnerabilities and change through coordination, data analysis, ! evaluation and citizen engagement; and to create a viable, livable and equitable � community. � � 2-6-3: INTERNAL ORGANIZATION AND RULES: The commission may adopt rules and regulations to govern its organizational procedures as may be necessary and which are not in conflict with this Code of Ordinances or the lowa Code. 2-6-4: PROCEDURES FOR OPERATION: All administrative, personnel, accounting, budgetary, and procurement policies of the city govern the commission in all its operations. � � � 2-6-5: MEMBERSHIP: A. The commission comprises nine (9) residents of the city, appointed by the city counciL � � B. Qualifications. Efforts should be taken to balance the composition of the commission as follows: � 1. Members must be able to think systemically and analyze data in order to � meet the stated purpose of the commission. '�� 2. Members' interest and�or ex ertise must re resent the three illars of the !; p p p Sustainable Dubuque model: economic prosperity, environmental integrity, and i social/cultural vibrancy. � � �i 3. Members should represent a wide range of sectors within the community, ;; including business, neighborhoods, non-profit, and educational institutions. '! '; 4. Three (3) or more members should also hold positions on one of the � following commissions: Arts & Culture Advisory Commission, Catfish Creek j Watershed Management Authority, Community Development Advisory I Commission, Historic Preservation Commission, Housing Commission, Human ' Rights Commission, Long Range Planning Advisory Commission, Parks & ! Recreation Advisory Commission, Transit Advisory Commission, and/or Zoning � �; Advisory Commission. �; ,i 5. Members should represent the socio-economic, geographic, and u demographic diversity of the community, including youth representation. �i ; 2-6-6: OATH: ' � Each person, upon appointment or reappointment to the commission, must execute an oath of office at the first rneeting of the commission following the appointment or ; reappointment or at the city clerk's office any time prior to the first meeting of the commission. � j i 2-6-7: TERMS: ' The term of office for commissioners is three (3) years or until such commissioner's � successor is appointed and qualified. 2-6-8: VACANCIES: Vacancies must be filled in the same manner as original appointments. � 2-6-9: OFFICERS/ORGANIZATION: ; The commissioners must choose annually a chairperson and vice-chairperson, each to � serve a term of one (1) year. The chairperson must appoint a secretary, who need not ; be a member of the commission. The commissioners must fill a vacancy among its ;, officers for the remainder of the officer's unexpired term. � ii 2-6-10: MEETINGS: �� A. Regular Meetings. The commission must meet monthly. B. Special Meetings. Special meetings may be called by the chairperson or at the written request of a majority of the commissioners. C. Open Meetings. All meetings must be called and held in conformance with the �i lowa Open Meetings Law. �.I i D. Attendance. � �� 'i 1. In the event a comrnissioner has been absent for three (3) or more ; consecutive rneetings of the commission, without being excused by the `' chairperson, such absence will be grounds for the commission to recommend to � the city council that the position be declared vacant and a replacement II appointed. ' '�i !i 2, Attendance must be entered upon the minutes of all meetings. i, �i E. Minutes. A copy of the minutes of all regular and special meetings of the �� commission must be filed with the city council within ten (10) working days after each ;i meeting, or by the next regularly scheduled city council meeting, whichever is later. i� � F. Quorum. Five (5) commi�sioners constitute a quorum for the transaction of � business. The affirmative vote of a majority of the commissioners present and voting is � necessary for the adoption of any motion or resolution. ' i i 2-6-11: COMPENSATION: Commissioners serve without compensation, provided that they may receive reimbursement for necessary travel and other expenses while on official commission business within the limits established in the city administrative`policies budget. 2-6-12: REMOVAL: Except as provided in 2-6-10(D)(1), the city council may remove any commissioner for good cause. � �, �; h � � y � a 5 � 2-6-13: POWERS: The commission has the foilowing powers, duties, and responsibilities: ' � A. To review research and data in order to provide input on re-identification, � prevention, and plans for potential economic, environmental, and social/cultural � � vulnerabilities. � � � � ,, B. To review plans for long-term prevention, preparedness, and recovery �I effo rts. � i I C. To review policy and program recommendations to the city council in order i to influence resilient outcomes for the community. j !� D. To provide comment to the city council on the allocation of budgeted city !� funding to achieve adopted resiliency goals. ;� 1 E. To educate and engage the public on commission priorities. ' i F. Ta provide input on and review strategies to address identified '� e vulnerabilities in collaboration with city staff, other city commissions and '`� ,; community partners. '�'i ;� ; ; G. To review and make recommendations regarding Sustainable Dubuque �? Community Grant allocations. � ; { H. To respect the policy making authority of the city council, the city i manager's responsibilities to implement the goals and priorities the council establishes (council manager form of government) and the responsibility of city u staff to report to the city manager. � �I. To ensure coordination and communication with other commissions. � a Section 3. This Ordinance takes effect upon publication. � k Passed, approved, and adopted the 5th day of July, 2016. , ,�� -� �� Roy D. Buol, Mayor Attest: � , � �_ � � , � r � ��,s� � � � ,�� ". ,s ..�:�''� � Kevir�S. Firnstahl;Ci�y�Clerk d � � e � � � � � � Prepared by: Crenna M. Brumwell, Esq. 300 Main Street Suite 330 Dubuque IA 52001 563 589-4381 ORDINANCE NO. -16 AMENDING CITY OF DUBUQUE CODE OF ORDINANCES TITLE 2 BDARDS AND COMMISSIONS BY REPEALING CHAPTER 6 ENVIRONMENTAL STEWARDSHIP ADVISORY COMMISSION AND ADOPTING A NEW CHAPTER G RESILIENT COMMUNITY ADVISORY COMMISSION IN LIEU THEREOF ESTABLISHING THE RESILIENT COMMUNITY ADVISORY COMMISSION AND PROVIDING FOR THE POWERS, OPERATION, MEMBERSHIP, AND MEETINGS NOW, THEREFORE, BE IT ORDAINED BY THE CITY CDUNCIL OF THE CITY OF DUBUQUE, IOWA: Section 1 . Title 2, Chapter 6 of the City of Dubuque Code of Ordinances is hereby repealed and the following adopted in lieu thereof: Chapter 6 RESILIENT COMMUNITY ADVISORY COMMISSION 2-6-1 : COMMISSION CREATED: There is hereby created the Resilient Community Advisory Commission. 2-6-2: PURPOSE: The purpose of the commission is to advise on city policies and practices to assure resilient outcomes; facilitate the ability to adapt to factors influencing the social/cultural, economic and environmental wellbeing of the community; prevent, prepare for, and recover from adverse vulnerabilities and change through coordination, data analysis, Ievaluation and citizen engagement; and to create a viable, livable and equitable communitv. 2-6-3: INTERNAL ORGANIZATI�N AND RULES: The commission may adopt rules and regulations to govern its organizational procedures as may be necessary and which are not in conflict with this Code of Ordinances or the lowa Code. 2-6-4: PROCEDURES FOR OPERATION: All administrative, personnel, accounting, budgetary, and procurement policies of the city govern the commission in all its operations. 2-6-5: MEMBERSHIP: A. The commission comprises nine {9} residents of the city, appointed by the city council. B. Qualifications. Efforts should be taken to balance the composition of the commission as follows: 1 . Members must be able to think systemically and analyze data in order to meet the stated purpose of the commission. 2. Members' interest and/or expertise must represent the three pillars of the Sustainable Dubuque model: economic prosperity, environmental integrity, and sociallcultural vibrancy. 3. Members should represent a wide range of sectors within the community, including business, neighborhoods, non-profit, and educational institutions. 4. Three {3) or more members should also hold positions on one of the following commissions: Arts & Culture Advisory Commission, Catfish Creek Watershed Management Authority, Community Development Advisory Commission, Historic Preservation Commission, Housing Commission, Human Rights Commission, Long Range Planning Advisory Commission, Parks & Recreation Advisory Commission, Transit Advisory Commission, andlor Zoning Advisory Commission. 5. Members should represent the socio-economic, geographic, and demographic diversity of the community, including youth representation. 2-6-6: OATH: Each person, upon appointment or reappointment to the commission, must execute an oath of office at the first meeting of the commission following the appointment or reappointment or at the city clerk's office any time prior to the first meeting of the commission. 2-6-7: TERMS: The term of office for commissioners is three {3) years or until such commissioner's successor is appointed and qualified. 2-6-8: VACANCIES: Vacancies must be filled in the same manner as original appointments. 2-6-9: OFFICERSIORGANIZATION: The commissioners must choose annually a chairperson and vice-chairperson, each to serve a term of one {1) year. The chairperson must appoint a secretary, who need not be a member of the commission. The commissioners must fill a vacancy among its officers for the remainder of the officer's unexpired term. 2-6-10: MEETINGS: A. Regular Meetings. The commission must meet monthly. B. Special Meetings. Special meetings may be called by the chairperson or at the written request of a majority of the commissioners. C. Open Meetings. All meetings must be called and held in conformance with the lowa �pen Meetings Law. D. Attendance. 1 . In the event a commissioner has been absent for three (3} or more consecutive meetings of the commission, without being excused by the chairperson, such absence will be grounds for the commission to recommend to the city council that the position be declared vacant and a replacement appointed. 2. Attendance must be entered upon the minutes of all meetings. E. Minutes. A copy of the minutes of all regular and special meetings of the commission must be filed with the city council within ten {10) working days after each meeting, or by the next regularly scheduled city council meeting, whichever is later. F. Quorum. Five {5} commissioners constitute a quorum for the transaction of business. The affirmative vote of a majority of the commissioners present and voting is necessary for the adoption of any motion or resolution. 2-6-11 : COMPENSATION: Commissioners serve without compensation, provided that they may receive reimbursement for necessary travel and other expenses while on official commission business within the limits established in the city administrative policies budget. 2-6-12: REMOVAL: Except as provided in 2-6-10(D}(1}, the city council may remove any commissioner for good cause. 2-6-13: POWERS: The commission has the following powers, duties, and responsibilities: A. To review research and data in order to provide input on re-identification, prevention, and plans for potential economic, environmental, and social/cultural vulnerabilities. B. To review plans for long-term prevention, preparedness, and recovery effo rts. C. To review policy and program recommendations to the city council in order to influence resilient outcomes for the community. D. To provide comment to the city council on the allocation of budgeted city funding to achieve adopted resiliency goals. E. To educate and engage the public on commission priorities. F. To provide input on and review strategies to address identified vulnerabilities in collaboration with city staff, other city commissions and community partners. G. To review and make recommendations regarding Sustainable Dubuque Community Grant allocations. H. To respect the policy making authority of the city council, the city manager's responsibilities to implement the goals and priorities the council establishes (council manager form of government) and the responsibility of city staff to report to the city manager. I. To ensure coordination and communication with other commissions. Section 3. This �rdinance takes effect July 1 , 2016. Passed, approved, and adopted the day of , 2016. Roy D. Buol, Mayor Attest: Kevin S. Firnstahl, City Clerk THE CITY OF Dubuque � D V L L NI•AmedcaCiN � � � ► Masterpiece on the Mississippi Zoo,.Za1Z.2o13 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Recommendation to Form Resilient Community Advisory Commission Engagement Process DATE: June 13, 2016 Sustainable Community Coordinator Cori Burbach is recommending the formation of a Resilient Community Advisory Commission, as initiated during the August 2015 City Council goal-setting process. During the annual goal-setting process, the City Council added the creation of a Community Resilience Advisory Commission to their Top Priorities list. Since then, Public Health Specialist Mary Rose Corrigan, who is the staff person for the existing Environmental Stewardship Advisory Commission, Community Engagement Coordinator Nikola Pavelic, and Sustainable Community Coordinator Cori Burbach researched best practices in resiliency and citizen commissions from communities across the country. From March to May, staff facilitated over twenty community engagement sessions. This included reaching out to targeted stakeholders, an online survey, and hosting a community dialogue to gather feedback regarding a draft recommendation. Key issues that were addressed in the development of the Resilient Community Advisory Commission include the following: purpose and role of the commission, size and diverse representation on the commission, determination of staff support and funding needed to assist the commission in fulfilling their purpose, and relationship of the commission to other existing commissions and key partners. Approximately 200 individuals provided input to create the following definition of resiliency: The ability of individuals and systems to prevent, prepare for, and recover from adverse vulnerabilities while adapting to long-term changes. The majority of individuals supported the development of a Resilient Community Advisory Commission. Many individuals recommended reviewing existing commission responsibilities to make sure that any recommendation for a new commission was not duplicative. The Environmental Stewardship Advisory Commission was created in 1991 to review the environmental impact of City programs and projects. In reviewing their current work, staff is recommending that the Environmental Stewardship Advisory Commission be dissolved, and its responsibilities rolled into a new Resilient Community Advisory Commission which considers all three pillars of the Sustainable Dubuque model, Economic Prosperity, EnvironmentallEcological Integrity and SociallCultural Vibrancy. The purpose of the new Resilient Community Advisory Commission would be: To advise on City policies and practices to assure resilient outcomes; facilitate the ability to adapt to factors influencing the social/cultural, economic and environmental wellbeing of the community; prevent, prepare for, and recover from adverse vulnerabilities and change through coordination, data analysis, evaluation and citizen engagement. I would respectfully recommend the City Council consider adding to the purpose statement, "...to create a viable, livable and equitable community." The responsibilities of the Resilient Community Advisory Commission would include: A. To review research and data in order to provide input on identification, prevention, and plans for potential economic, environmental, and sociallcultural vulnerabilities. B. To review plans for long-term prevention, preparedness, and recovery efforts. C. To review policy and program recommendations to the City Council in order to influence resilient outcomes for the community. D. To provide comment to the City Council on the allocation of budgeted City funding to achieve adopted resiliency goals. E. To educate and engage the public on commission priorities. F. To provide input on and review strategies to address identified vulnerabilities in collaboration with City staff, other City commissions and community partners. G. To review and make recommendations regarding Sustainable Dubuque Community Grant allocations. H. To respect the policy making authority of the City Council , the City Manager's responsibilities to implement the goals and priorities the Council establishes (councillmanager form of government) and the responsibility of City staff to report to the City Manager. I. To ensure coordination and communication with other commissions. The commission comprises nine residents of the city, appointed by the City Council. Efforts should be taken to balance the composition of the commission: A. Members must be able to think systemically and analyze data in order to meet the stated purpose of the commission. B. Members' interest andlor expertise should represent the three pillars of the Sustainable Dubuque model: economic prosperity, environmental integrity, and sociallcultural vibrancy. 2 C. Members should represent a wide range of sectors within the community, such as business, neighborhoods, non-profit, and educational institutions. D. Three or more members should also hold positions on one of the following commissions: Arts & Culture Advisory Commission, Catfish Creek Watershed Management Authority, Community Development Advisory Commission, Historic Preservation Commission, Housing Commission, Human Rights Commission, Long Range Planning Advisory Commission, Parks & Recreation Advisory Commission, Transit Advisory Commission, andlor Zoning Advisory Commission. Provided the City Council adopts the recommended ordinance, the anticipated first meeting of the Resilient Community Advisory Commission is Fall 2016. City Clerk Kevin Firnstahl will advertise for the open positions as he typically does for all commission opportunities, and staff will assist in strategic recruitment if it is the will of the Council. The primary staff support for the Commission, as assigned by the City Manager, would be the Sustainable Community Coordinator. It is anticipated that providing support will require 25% of the Coordinator's time, in addition to secretarial support not currently available due to the hiring freeze. In addition, during their goal setting, the Commission will identify specific areas of focus on an annual basis. It is highly likely that it would be beneficial for other key City staff to work with the Commission on an ongoing basis. The responsibilities of the Commission will also likely require coordination from other City staff to provide data and information regarding programs and policies in order for them to make informed decisions and coordinate with other commissions, at the discretion of the City Manager. There are no funds budgeted in FY2017 to support the Commission. The primary impact would be staff time necessary to support the Commission. Any funding request for items such as community engagement and outreach, educational trainings on resiliency for commissioners, andlor creation and printing of outreach materials would appear in future budget requests. Once commissioners are appointed, they would hold a strategic planning session to identify priorities for the coming year, and that this practice be replicated annually. Potential sources of information that would be considered during that session include the input received during the community engagement process, various available data including the STAR Communities certification, and a potential future vulnerability assessment. I respectfully recommend Mayor and City Council approval, with the additional words to the purpose statement of, "... to create a viable, livable and equitable community." 3 Staff will now give a brief presentation. � Mic ael C. Van Milligen MCVM:jh Attachment cc: Barry Lindahl, City Attorney Cindy Steinhauser, Assistant City Manager Teri Goodmann, Assistant City Manager Cori Burbach, Sustainable Community Coordinator 4 Dubuque THE CITY OF � D�L L ;I-AmericaC'i I I� Masterpiece on the Mississippi zoo,.Zo12.2013 TO: Michael Van Milligen, City Manager FROM: Cori Burbach, Sustainable Community Coordinator SUBJECT: Recommendation to Form Resilient Community Advisory Commission Engagement Process DATE: May 30, 2016 INTRODUCTION The purpose of this memo is to provide a recommendation regarding the formation of a Resilient Community Advisory Commission, based on a community engagement process initiated during the 2016 City Council goal-setting process. BACKGROUND During their Fiscal Year 2016 annual goal-setting process, the City Council added the creation of a Community Resilience Advisory Commission to their Top Priorities list. Since then, Public Health Specialist Mary Rose Corrigan, who is the staff person for the existing Environmental Stewardship Advisory Commission (ESAC), Community Engagement Coordinator Nikola Pavelic, and I developed a work plan to complete the two actions identified for completion in 2015-2017: • City Council approval of process to transition to new commission format. • Comprehensive community engagement effort to define purpose and role of commission and to recruit candidates. Staff researched best practices in resiliency and citizen commissions from communities across the country. From March to May, staff facilitated over twenty community engagement sessions to gather the following information: 1. During community engagement, stakeholders will define "resilience" for the ordinance. 2. During community engagement, staff will gather stakeholder perspectives on the purpose, reasons and structure of the commission. DISCUSSION As outlined in a February recommendation (Attachment A), staff completed a community engagement process that included reaching out to targeted stakeholders, an online survey, and hosting a community dialogue to gather feedback regarding a draft 1 recommendation. Key issues that were addressed in the development of the Resilient Community Advisory Commission (RCAC} include the following: purpose and role of the commission, size and diverse representation on the commission, determination of staff support and funding needed to assist the commission in fulfilling their purpose, and relationship of the commission to other existing commissions and key partners. A summary of the engagement process is attached (Attachment B}. Notably, staff were able to analyze data collected during the community input sessions, and from the online survey, to draft the recommendation. Approximately 200 individuals provided input to create the following definition of resiliency: The ability of individuals and systems to prevent, prepare for, and recover from adverse vulnerabilities while adapting to long-term changes. The majority of individuals supported the development of a Resilient Community Advisory Commission. Many individuals recommended reviewing existing commission responsibilities to make sure that any recommendation for a new commission was not duplicative. The Environmental Stewardship Advisory Commission {ESAC} was created in 1991 to review the environmental impact of City programs and projects. In reviewing their current work, we are recommending that the ESAC be dissolved, and its responsibilities rolled into a new RCAC which considers all three pillars of the Sustainable Dubuque model. Although ESAC did not formally vote on approving the RCAD ordinance being recommended {due to lack of quorum for their last meeting,) members provided input and concurred with the recommendation. Current ESAC members also support the recommendation of dissolving the existing commission and are aware they are welcome to apply for positions on the new RCAC. The purpose of the new RCAC, as defined through the community engagement process, would be: To advise on city policies and practices to assure resilient outcomes; facilitate the ability to adapt to factors influencing the sociallcultural, economic and environmental wellbeing of the community; prevent, prepare for, and recover from adverse vulnerabilities and change through coordination, data analysis, evaluation and citizen engagement. The responsibilities of the RCAC would include: A. To review research and data in order to provide input on identification, prevention, and plans for potential economic, environmental, and sociallcultural vulnerabilities. B. To review plans for long-term prevention, preparedness, and recovery efforts. C. To review policy and program recommendations to the City Council in order to influence resilient outcomes for the community D. To provide comment to the city council on the allocation of budgeted city funding to achieve adopted resiliency goals E. To educate and engage the public on commission priorities F. To provide input on and review strategies to address identified vulnerabilities in collaboration with city staff, other city commissions and community partners. 2 G. To review and make recommendations regarding Sustainable Dubuque Community Grant allocations. H. To respect the policy making authority of the City Council , the City Manger's responsibilities to implement the goals and priorities the Council establishes {council manager form of government) and the responsibility of City staff to report to the City Manager. I. To ensure coordination and communication with other commissions. The commission comprises nine (9} residents of the city, appointed by the city council. Efforts should be taken to balance the composition of the commission: A. Members must be able to think systemically and analyze data in order to meet the stated purpose of the commission. B. Members' interest andlor expertise should represent the three pillars of the Sustainable Dubuque model: economic prosperity, environmental integrity, and sociallcultural vibrancy. C. Members should represent a wide range of sectors within the community, such as business, neighborhoods, non-profit, and educational institutions. D. Three {3) or more members should also hold positions on one of the following commissions: Arts & Culture Advisory Commission, Catfish Creek Watershed Management Authority, Community Development Advisory Commission, Historic Preservation Commission, Housing Commission, Human Rights Commission, Long Range Planning Advisory Commission, Parks & Recreation Advisory Commission, Transit Advisory Commission, and/or Zoning Advisory Commission. A number of individuals expressed interest during the community engagement process in becoming commissioners on the RCAC. Provided the Council adopts the recommended ordinance, the ordinance will take place July 1 , with an anticipated first meeting of the RCAC in fall 2016. City Clerk Kevin Firnstahl will advertise for the open positions as he typically does for all commission opportunities, and staff will assist in strategic recruitment if it is the will of the Council. Staf�rng & Support We recommend that the primary staff support for the RCAC be the Sustainable Community Coordinator. It is anticipated that providing support will require 25% of the Coordinator's time, in addition to secretarial support not currently available due to the hiring freeze. In addition, during their goal setting, the Commission will identify specific areas of focus on an annual basis. It is highly likely that it would be beneficial for other key City staff to work with the Commission on an ongoing basis. This is currently the case with the ESAC, as the Public Works Director, Water & Resource Recovery Center Manager, and Sustainable Community Coordinator regularly attend ESAC meetings, in addition to the Public Health Specialist, who is the designated staff support. The responsibilities of the Commission, as outlined above, will also likely require coordination from other City staff to provide data and information regarding programs and policies in order for them to make informed decisions and coordinate with other commissions, at the discretion of the City Manager. 3 BUDGETIMPACT There are no funds budgeted in FY2017 to support the RCAC. The primary impact would be on staff time necessary to support the Commission. Any funding request for items such as community engagement and outreach, educational trainings on resiliency for commissioners, andlor creation and printing of outreach materials would appear in a future budget request. Operations & Focus of Work in First Year We recommend that once commissioners are appointed, they hold a strategic planning session to identify priorities for the coming year, and that this practice be replicated annually. Potential sources of information that would be considered during that session include the input received during our community engagement process, various available data including the STAR Communities, and a potential future vulnerability assessment. REQUESTED ACTION I respectfully recommend City Council approval of the attached ordinance to develop a Resilient Community Advisory Commission, approval of the associated recommendations regarding operations of the Commission included in this memo, and approval to dissolve the Environmental Stewardship Advisory Commission. Cc: Mary Rose Corrigan, Public Health Specialist Nikola Pavelic, Community Engagement Coordinator � 4 CITY OF DUBUQUE C ommunit En a ement Re ort Y gg p r� ardin : Resilient � ommunit g g Y Advisor � ommission Report contributors: Cori Burbach (Sustainability Coordinator) and Mary-Rose Corrigan (Health Services Director) Report author: Nikola Pa�elic 5/12/2016 This report pro�ides details on the planning, implementation, and results of the community engagement efFort. 0 � C� age Contents Background.................................................................................................................................................................................................................... 2 Timeline.......................................................................................................................................................................................................................... 2 Community Engagement planning team:...................................................................................................................................................................... 3 CommunityEngagement goals...................................................................................................................................................................................... 3 Methodsof engagement............................................................................................................................................................................................... 3 Budget............................................................................................................................................................................................................................4 Marketing.......................................................................................................................................................................................................................4 Reach.............................................................................................................................................................................................................................. 5 Demographics........................................................................................................................................................................................................ 6 Keyfindings.................................................................................................................................................................................................................... 7 Staffrecommendations................................................................................................................................................................................................. 5 Limitations ..................................................................................................................................................................................................................... 5 1 � f� age Background The City Council added a Community Resilience Ad�isory Commission to their FY 16 Goals and Priorities. Key issues for this goal include purpose and role of the commission, size and diverse representation of the community, and stafF support and funding. City staff de�eloped a community engagement process to draft an ordinance for the Resiliency Ad�isory Commission, addressing the key issues for a recommendation to city council. Timeline � � � � i I I I _� December January February 1st: March April May June-July August/ Staff plan Staff plan Council • Staff ineets • Finish Council Design September appro�es with all stakeholder adopts recruitment Recruit& plan stakeholders groups ordinance process orient • Staffcreates . Hold 1 commissioner Schedule marketin lan � P public input public input � Design public meetin � Schedule input sta keholders 2 � f� age Community Engagement planning team: The team consisted of Cori Burbach and Mary Rose Corrigan as the project leads. Nikola Pa�elic pro�ided technical assistance in putting the community engagement plan together and project management during the plan implementation. The plan was created in about 7 hrs o�er a course of about 6 meetings. Community Engagement goals 1. During community engagement, stakeholders will define "resilience"for the ordinance. 2. Community engagement will in�ol�e representati�es from all 3 sustainability pillars �economic prosperity; en�ironmental and ecological integrity; social and cultural vibrancy� with a variety of demographics. 3. During community engagement, staff will gather stakeholder perspecti�es on the purpose, reasons and structure of the commission. Methods of engagement StafFfacilitated one-on-one conversations with the following 19 groups: 1. Arts & Culture Affairs Ad�isory Commission 13. Purchase of Ser�ice recipients 2. Community Foundation of Greater Dubuque 14. Transit Advisory Commission 3. Dubuque Area Chamber of Commerce 15. Tri-state College Sustainability group 4. Community De�elopment Ad�isory Commission 16. Wellness Coalition 5. Dubuque Initiatives 17. Zoning Advisory Commission 6. En�ironmental Stewardship Ad�isory Commission 18. Downtown, North End, and Point Neighborhood 7. Greater Dubuque Development Corporation Associations 8. Green Dubuque 19. Inclusive Dubuque Network 9. Housing Commission 10. Human Rights Commission In addition to hosting the one-on-one sessions, city staff 11. Long Range Planning Ad�isory Commission provided an online survey from April 3-10, 2016. Lastly, staff 12. Parks and Recreation Ad�isory Commission held a final community dialogue, open to the general public on April 19t", 2016 at Inspire Cafe. 3 � C� age Budget • $0 budgeted • $30 spent Marketing • Direct emails to the 19 stakeholder groups outlined above, announcing one-on-one conversations and April 19th public meeting • Additional personal e-mails, announcing online sur�ey and April 19 meeting, were sent to ten additional partner organizations or groups. • Press releases were sent via Sustainable Dubuque and City website, and the information shared via social media channels. 4 � G� age Reach The total number of community members who participated in the engagement process was around 200. Of those estimated 2Q0 community members reached • 107 participated in on- on-one sessions • 87 responded to the online sur�ey, and • 6 attended the April 19th public meeting The 20Q community members reached represent following demographics: • A nearly balanced split between genders • Broad geographical reach, with the West End, Hill, Downtown and South End neighborhoods well represented • Generally, a diverse age representation from 22 years old and up, but low representation of 18-22 years old. • Overwhelming representation of community members with college degrees • O�erwhelming representation of white community members S � C� age Demographics Geography Gender ■ Female ■ Male EduCatIOI1 Point Area 120 Outsid 4 106 e af Dawntawn 20�0 100 � � DBQ 22 � 18 13��0 Narth End 80 11% 14 �� West End � 9% � .'. - ��' 40 2g — 31 6% _ , Sauth End 20 - — . 1 4 25 � Hill/callege 15% Na HS HS Callege Graduate Other /hospital diplama graduate graduate Degree area 39 qge . 1s-zz ya 24% 4 2% p 1 ■Black/AA � � _ 5 4 4' ■White 22-30 ya 25 � �:x. 15% Asian :';...__.� .:...,. ,;; ,...w....: �-�:., ■American Indian/Alaskan ■ e� . 31-40 ya Native 38 {::r,Native Hawaiian/Other � 23% Pacific Islander � , �., Hispanic/Latino � 151 ='� Multi-racial 6 � P a g e Key findings 1. The following words came up the most between the online and one-on-one engagement: 100 90 90 . ., 8� - 74 70 6� 58 6� — 5� 50 - 41 40 - 35 32 = 30 30 3� �� 20 - 20 — — 10 — — 0 ��e�a`� Pa��'` �'eGo,�i P��\� Qi�,e�� Q`at` �Q�G�� Sa�'�e�`G aa�Ja�\o� °�\`c� a�e�� a,�� 00� t�, `o°+L� �.�� P �� ti�� 2. Preference does not exist for a new commission; rather update existing ESAC and incorporate Resiliency into the work of other commissions 3. Preference for how to go about making policy recommendations to City Council consists of: quantitative and qualitative data driven recommendations around City programs, goals, policy and process. The data should be derived from existing sources and input from the public. 4. Public education regarding resiliency, broadly, and specific topics may be needed before meaningful input can be solicited. 5. Preference for a di�erse commission where di�ersity equal between demographics; expertise/skill; and sectors represented 6. There is a preference for the commission to have access to necessary material and time to do data analysis on their own and/or at least to have the time to provide input on data analysis staff are doing 7 � f� age 7. There was tension between citizens who thought the commission's responsibilities should be focused on city go�ernment functions, and a preference for resiliency to be a systems approach across sectors. Staff recommendations • Proposed ordinance, dissolving the Environmental Stewardship Advisory Commission and creating the Resilient Community Ad�isory Commission • Logistics and Operations Recommendations, including staff support, process, recruitment, and data/information needs. Limitations of the Community Engagement Process • Could not tell if person who attended the one-on-one session also filled out an online sur�ey • Number of participants is not more than 5,90Q which would be around 10%of Dubuque's population; thus, results are not statistically significant. • The City Council identified de�elopment of a new commission as a priority which needed public education before meaningful community engagement was possible. Some participants had a difFicult time participating in the process without more context for the con�ersation. S � G� age . 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: July 8, 2016, and for which the charge is $77.39. , � Subscribed to before m a Notary Public in and for Dubuque County, Iowa, this��day o , 20,�� otary Public in and for Dubuque County, Iowa. �1PRIA(�fi iViPYR 7 1��V f�iYif"li..i�Ij =`�:;�� Commisslon Number�;�}aa� �``._ h9y Comr�. Exa, fEa. ?,2017 1p�;h �e+sec�ax� . — commission .1,In the eVent a com- � i OFFICIAL Z• Members',interest missioner has been ab- siliency goals. i sent for three (3) or E.To.educate and en-I PUBLICATION and/or expertise must more consecutiye l( gage the -pubUc on ORDINANCE N0.32-16 represent the three pil- meetings of the com- commisslon priorities. AMENDING CITY AF lars of#he Susfailiable mission, without being F.'To'provitle input on DUBU UE CODE bF Dubuque model: eco- 4 excu5ed by'the chair- and reVlew"strategies ORDINANCES 71TLE 2 nomic prosperity,envi- Y �eFson, such absence • to address identified "`BOdRDS A{VD COM- ronmental integrity, Will be grounds for the � vulnerabjlities in col- P MISSIO S BY ; RE- and social/cultural vi- �l commission to recom- laboration with city , PEAUNG'��IAP��t�„6', brancy. mend to the city coun- st�ff, other City com- ENVIRONMENTAL 3`-Members should cil that the position be missiops antl commun�� `STEyVARDSHIP'ADVI- represent a wide range declared v,'acant and a ity partners.• SORY :COMMIS510N. of sectors"withirr the. ceplacement appqint- G. To revfew and' f AND ADOP7ING A community including ed . ; make recommenda, l ' NEW CHAPTER 6`RE- busmess; neighbor- Z,pttendapce must�be t�ons �r8garding' Sus- SILI�NT"COMMUNITY hoods, 'non profit, and entered 'upon the mi I , tainable Dubuque Com-a ADVISORY COMMIS=, educational institu- nutes of all meetings. munity` Grant,alloca,- � SION 1N•LIEU THERE= tions. `E.Minutes.A copy of� tions. ' ' ; OP ESTABLISHING 4•Three (3)-or more, the minutes of all regu I H.To Yespect the poli-:N THE RESILIENT COM- � mem6erS should also lar and special meet=I 'cy making authority'of ; MUNITY'' ADV150RY I hold ,positions on'orie ings of the corrimission, the city council, the � � COMMISSION AND' � of the following`com- �jjust be.filed with tbe i city manager's respon- ; ' PROVIDING FOR'TH� missions> Arts &, CuL- city council within ten sibilities to implement POWERS, OPERA- � ture;Advisory Commis- (10)work(ng days after tlie"goals and prioriYies 710N, MEMBERSHIP, ; sion,CatFish Creek Wa- each meeting,,or by tlie council establishes AND MEETINGS tershed Management I ffie �• nexf regularly (council manager form NOW, THEREFORE, Authority, Community scheduled-city council oY..government) and � BE'}IT ORDAINED' BY j Development;A'dvisory meeting, whichever is � the responsibility of . THE CITY COUNCIL CommisSion, Historic later.,,, `< city staff to report to :OP THE CITY OP DU- Preservatioh Commis- the city manager. < ! Q sion„Housin. Commis- F Quorum..Five (5) � BU UE,IOWA: sion, Human Ri commissioners consti- I.To ensure coordina- i Sectio�.1. Title 2, ghts Eute a quorum for:the I'tion and communica- �.Chapteri6 of the City of Commission, � L"ortg ' Eransaction` of busi , tion with other com- � Dubuque Code of.Ordi- Range Planning Advi- ness. The affirmative missions. � nances is hereby re- sory Commission, �vote of-a majority:,of I• Section,3.�This Ordi- pealed and the follow- ' Parks&Recreation G4d-.� the commissioners � �nance� takes, effect ' � ing adopted in` lieU visory Commission,� resent and voting is, upon publication. . ` ` thereoft Transit Advisory Com-; p ! mission,and/or-Zonin necessary;; for ' tre � ` Pas'sed;.approved, , Chapter 6 9' adoption'of any motion � and adopted�the 5th.� ! RESILIENT Advisory Commission. or resolution. ' � day of July,2016. , , ,; �; COMMUNITY" 5. Members`should� ` 2-6-11: COMPENSA- � 7s/Roy D:Buol,Mayor , ADVISORY represent the ,sgcio- TION: �.: Attest:/s/Kevin S. ' - ', �` COMMISSION economic, geographic,� Commissioners serve Firnstahl,City Clerk ; i 2-6-1: COMMISSION and demographic di- , � i without compensation, Published`officially in � � CREATED: � versity of the commun- the Tele ra h Herald I ; providedtfiattheymay, 9 p There.is hereby creat- ity, ',inclutling youth, receive teimburseri�ent newspaper.on the 8th i ed the.Resilient Com- � -representation. , for" necessarY travel ; day of July,2016. , � " � 2 6-6:OATH: � ' munity Advisory Com- and otheF expenses ' /s/Kevin S.Firnstahl, i;mission.. I Each pe`rson,.upon ap- While ontofficial com- I � City Clerk 2-6-2PURPOSE: : pointmelit or reap- mission,business with,- lt7/8 The purpose`of the Pointment to the com-' in the Iqiiits establish= � j commission is Yo ad- i mission, must execute , ed in the city adminis- � f vise on' city policies I� an oath of office at the trativ�policies.budget. � - ;.and practices to assure I first meeting of;the Z 6- 2:REMOVAL:. � ; resilient`:outcomes; fa= commission followmg. Excepf as provided in � cilitate :the ability to the appointment or re s, Z_6-10(D)�1),_the city �adapt to factors influ- appointment or at the council `cimay Yemove' �encing the social/cul- city clerk's off.ice any any commissioner for i �tural, economic and : time prior�to the first good caUse. environmental well- meeting;of the com- �' bein bf the communi;. mission. r 2-6-13:POWERS: : ' 9 The.commission has ty; pre4ent, prepare 2-6-7:TERMS ` the following powers, j j for, and recover,from The term of office for duties,and responsibil- � adverse vulnerabilities commissioners,isthree •ities: ' " and change through ' (3)years`or until such q,To.review research coordination,, data commissioner's • suc-, � and data in order ta, �nalysis, evaluation cessor :is appointed ,1 C 1, provide:input on'`re-l. !�and citizen en a e- ` and qualified. ; ; 9 9 identification, preven-, ment and.to create a ' ' 2-6-8:VACANCIES: I tion,and plans for po-,'� I i viable, -liyable 'and I Vacancies must be fil-, � tential economic,envi- I� equitable community. � led in the same manner ronmental, 'and so-I � 2-6-3: INTERNAL OR- as original . appoint- ' cial/cultural vulnera-V f:GANIZAiION AND;� ments. � �-:biliti.es. ��` � � �I ��`RULES: .,,, 2-6-9:'OFFIGERS/OR- I . g,To review plans for:{ The commission may GANIZATION: + long-term prevention,j adopt rules and regula- The commissioners i preparedness, and r.e- i tions to govem its or- must choose annually ' covery,e,fforts. ' �i �:ganizational proce- a chairper,son and-vice- j C. T,o.:review policy� duresas may be neces- � chairperson each':; to�� and program,recom- � sar antl'which are no{ serve a ferm of one.(1) € in conflict with this,i ' Year. The chairperson � mendations to tlie city' � Code of,Ordinances or must a oint a SeCre- counal in order to in-, Pp:• fluence resilient ,out-!, � � the lowa Code, ,' tary,who need not�be a i comes foP the ;com+l 2-6-4s PROCEDURES � member .of the�_com- m�ni�y:"'.,,' '<FOR OPERATION: ` mission.'The commis- D. To:provide com- iAll administrative,_ sioners must fill a va- ment to the city coun-: personnel,,accounting,'i ' caney among ifsroffi- cil on tlie Allocation of' i'budgetary, and 'pro- cers for the remaintler butlgeted city funding I ` curement ,policies of, of the officer'S to�chieve,adopted r.e-i the :city govern the, unexpired term.. � commission in all its ', 2-6-lOrMEETINGS: � ` ope'rations. � A. Regular Meetings. � 2-6-5:MEMBERSHIP: The commission:must � A. The commission; meet monthly. � comprises nine(9)res-� • B• Special Meetings.,, <idents of the�'ciEy; ap-i I'Special;meetings may; poinEed: by 'the city; 'be called by the cliair-; council. j person'or at the writ-� B. Qualifications. Ef-'i ten request of a majori- forfs should:be taken ', ty of the�Go7nmission-.j to balance tlie compo- I �r� . "`�� • sition of the'commis-:; C Open`Meetirigs.All sion as follows: meetings musY be 1. Membe�s must be '. called and held'in con-:' able to think systemi- I, formance'with the lo-; cally'and analyze data � wa Open : Meetings � in order to meet the ' Law, ` stated purpose of the �� D.Attendance. ,