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Leaders Guide 2021 Working DocumentLEADER’S GUIDE 2021 WORKING DOCUMENT Mayor and City Council Dubuque, Iowa August 2021 Lyle Sumek Associates, Inc. Phone: (386) 246-6250 9 Flagship Court Fax: (386) 246-6252 Palm Coast, FL 32137-3373 E-mail: sumekassoc@gmail.com Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 Table of Contents Section 1 Strategic Planning Model for City of Dubuque Section 2 Dubuque Strategic Plan and Action Agenda 2020-2021 Section 3 Performance Report 2020-2021 Section 4 Dubuque – Are You Ready for… Section 5 Looking to Dubuque’s Future Section 6 Plan 2021-2027 Section 7 Action Agenda 2021-2023 This report and all materials are copyrighted. This report may be duplicated for distribution to appropriate parties as needed. No unauthorized duplication is allowed, including for use in training within your organization or for consulting purposes outside your organization. All requests for duplication must be submitted in writing. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 1 SECTION 1 STRATEGIC PLANNING MODEL FOR THE CITY OF DUBUQUE Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 2 STRATEGIC PLANNING MODEL Value-based principles that describe the preferred future in 15 years VISION Destination “You Have Arrived” Strategic goals that focus outcome-based objectives and potential actions for 5 years PLAN Map “The Right Route” Focus for one year – a work program: policy agenda for Mayor and City Council Annual Action Plan, management agenda for staff; major projects EXECUTION Itinerary “The Right Direction” Principles that define the responsibility of City government and frame the primary services – core service businesses MISSION Vehicle “The Right Bus” Personal values that define performance standards and expectations for employees CORE BELIEFS Fuel “The Right People” Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 3 City: Service Responsibilities Roof Community “Add On’s” 3rd Floor Quality of Life 2nd Floor Core Business “Choice” 1st Floor Core Business “No Choice” Financial Resources Human Resources Infrastructure Facility Equipment Technology FOUNDATION Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 4 City Service Hierarchy House Model FOUNDATION "INVISIBLE" FROM VIEW, BUT NECESSARY FOR THE DELIVERY OF CITY SERVICES 1st FLOOR - NO CHOICE SERVICES REQUIRED BY STATE OR FEDERAL LAWS; IF NO COMPLIANCE, PEOPLE GO JAIL, FINES ARE LEVIED 2nd FLOOR - CHOICE FOR DAILY LIFE SERVICES NECESSARY FOR LIVING IS A MODERN COMMUNITY 3rd FLOOR - QUALITY OF LIVING SERVICES THAT MAKE THE COMMUNITY A DESIRABLE PLACE TO LIVE AND DISTINGUISH IT FROM OTHERS ROOF - COMMUNITY ADD ON SERVICES THAT ADD FURTHER VALUE TO THE RESIDENTS' LIVES Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 5 Sustainable Community Environmental Stewardship Personal Livability Economic Opportunity Community Building “Sustainable City” Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 6 A Sustainable Community is a Balance of Four Components Personal Livability Feeling safe Quality schools and educational programs for lifelong learning Quality medical services and personal wellness opportunities Neighborhoods with a ranges of housing opportunities Easy mobility within the City and to/from outside Reliable utility services: water, sewer, telecommunications Timely response to an emergency call for service Environmental Stewardship Preservation of the City's natural resources Conservation of water Effective stormwater management system Recycling for residents and businesses Reducing the City's and community's carbon footprint Use of alternative energy sources Economic Opportunities Creating a positive environment that supports private investments and entrepreneurism Retaining and growing current businesses Workforce trained for 21st century jobs Opportunities for higher education and job training Developing public-private relationships with a return on the investment Attracting businesses targeted for the community Community Building Partnering with communit- based organizations Strong community events with active participation that bring neighbors together Community gathering places where residents go to enjoy Residents positively engaged in the City's governance processes Proactive communications about the City and the community Residents volunteering and contributing to the community Celebrating the community's history and heritage Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 1 SECTION 2 STRATEGIC PLANNING DOCUMENTS 2020 – 2025 – 2036 ACTION AGENDA 2020 – 2021 Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 Table of Contents Strategic Planning for the City of Dubuque 3 Dubuque Vision 2036 5 Dubuque a Sustainable City 12 Dubuque City Government: Our Mission 14 City of Dubuque Plan 2020 – 2026 21 City of Dubuque Action Agenda 2020 – 2022 53 This report and all related materials are copyrighted. This report may be duplicated for distribution to appropriate parties as needed. No unauthorized duplication is allowed, including for use in training within your organization or for consulting purposes outside your organization. All re quests for duplication must be submitted in writing. Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 3 STRATEGIC PLANNING FOR THE CITY OF DUBUQUE Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 4 Strategic Planning Model for the City of Dubuque Value-based principles that describe the preferred future in 15 years VISION Destination “You Have Arrived” Strategic goals that focus outcome-based objectives and potential actions for 5 years PLAN Map “The Right Route” Focus for one year – a work program: policy agenda for Mayor and Council agenda for staff; major projects EXECUTION Itinerary “The Right Direction” Principles that define the responsibility of Authority government and frame the primary services – core service businesses MISSION Vehicle “The Right Bus” Personal values that define performance standards and expectations for employees CORE BELIEFS Fuel “The Right People” Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 5 DUBUQUE VISION 2036 Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 6 Dubuque Vision 2036 DUBUQUE 2036 is a SUSTAINABLE AND RESILIENT CITY (A), an INCLUSIVE AND EQUITABLE COMMUNITY(B) where ALL are welcome DUBUQUE 2036 has preserved our MASTERPIECE ON THE MISSISSIPPI (C), has a STRONG DIVERSE ECONOMY (D) And EXPANDING CONNECTIVITY (E). DUBUQUE 2036 – Our residents EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE (F), have choice of QUALITY AFFORDABLE LIVABLE NEIGHBORHOODS(G), have an ABUNDANCE OF DIVERSE FUN THINGS TO DO (H) and are SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY (I). Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 7 Dubuque Vision 2036 PRINCIPLE A SUSTAINABLE AND RESILIENT CITY  Means 1. Policies and practices that support Environmental/Ecological Integrity, Social/Cultural Vibrancy and Economic Prosperity to create a viable, livable and equitable community 2. Achieved 50% Goal in Greenhouse Gas Reduction through energy conservation and active use of alternative energy solutions, including use of hydropower, waste to energy, use of methane gas and use of solar 3. Resilient city of choice to work, live, and play 4. New construction encouraged to be designed with green principles and national certifications 5. Resilient housing and neighborhoods 6. Giving personal information on what they use, what they need, what they want, what they need to do to save resources 7. Having and using data and other tools to make data-driven decisions the support community sustainability and resiliency PRINCIPLE B INCLUSIVE AND EQUITABLE COMMUNITY  Means 1. Recognized as an inclusive and equitable community 2. Successfully overcoming racial biases and have become a truly equitable and welcoming community of choice 3. Human and civil rights as a cornerstone for actions in the Dubuque community 4. Community support and engaged actively for culture, arts and museums 5. Ongoing conversations with diverse groups of residents to understand needs and take active responses 6. Increasingly diverse and welcoming community 7. Equitable access to community assets and human services programs Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 8 PRINCIPLE C MASTERPIECE ON THE MISSISSIPPI  Means 1. Downtown and Riverfront – a destination and source of pride for residents and tourists 2. Redevelopment of Chaplain Schmitt Island following the currently adopted Master Plan, including the approved docking facilities, kayaking opportunities, amphitheater/indoor facility with a variety of programs and activities, boardwalk around the island for walking and biking, restaurants, etc. 3. Revitalized, vibrant and preserved historic buildings and neighborhoods, including Historic Millwork District 4. Trail connectivity along the entire Riverfront, including a bridge over the flood wall gate 5. Beautiful gateways, entrances and streetscapes, especially the north entrances 6. Natural resources preserved and the environment protected 7. Redevelopment of South Port as an exciting community destination following the currently adopted Master Plan, including the buried easy access, condos, restaurants and entertainment venues, dog park, flood wall, opportunities to experience a "working port", etc. 8. Recognized as a “designated port” including capacity for containers PRINCIPLE D STRONG DIVERSE ECONOMY  Means 1. Multiple “economic engines” – manufacturing, medical and healthcare, education, retail, technology related, financial, professional services, publishing, “green” industries, etc. 2. Retaining and growing current businesses and industries 3. Strong local colleges and universities retaining graduates to meet the employment needs of the Dubuque community 4. Close the income and unemployment gaps for black residents 5. Workforce for 21st century jobs including skill development opportunities for the underemployed and unemployed 6. Land available for future industrial and commercial expansion 7. Support local Black-owned businesses 8. Strong partnership with GDDC aligned with City vision and goals and economic recovery from COVID-19 pandemic job loss and business challenges Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 9 PRINCIPLE E EXPANDING CONNECTIVITY  Means 1. Quality air service with choices to major hubs for business and leisure 2. State-of-the-art public transportation system responsive to community needs, including on-demand and autonomous vehicles 3. Active river port for moving commodities and for tourism, generating city revenues 4. Completion of the four-laning of the Southwest Arterial with bike lanes, limited access, attractive streetscape including trees, mix of residential and commercial development 5. Four-lane links to Chicago 6. State of the art, affordable and locally regulated telecommunication infrastructure and services throughout the city 7. Public-private investment in fiber network expansion PRINCIPLE F EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE  Means 1. Quality, affordable and accessible health, dental, substance abuse and brain health services in Dubuque 2. Affordable, quality housing options for all stages of life, including green, sustainable homes 3. Residents walking, biking and using public transportation to work 4. Residents having access to and taking advantage of opportunities for a healthy life style 5. Attraction and retention of young adults 6. Equitable access to healthy, affordable foods – a community without food deserts 7. People making Dubuque a community of choice and their home Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 10 PRINCIPLE G QUALITY LIVABLE NEIGHBORHOODS  Means 1. Re-imagining City services and investments including Police policies resulting in reduced racial tension and reduced disparate treatment 2. "Complete Streets" concepts integrated into street design/redesign, neighborhood development/redevelopment, and accommodation of multiple modes of transportation 3. Reduced concentration of poverty by supporting in existing areas outside and market-rate in existing areas 4. Residents and visitors safe throughout the community, and actively taking steps to reduce crime and reporting results to increase comfort and confidence of residents 5. Quality streets and City infrastructure that are well-designed, well-maintained and ADA accessible 6. Strong sense of neighborhood pride with homeowners, landlords, and tenants taking responsibility for appearance and safety 7. Housing opportunities that meet market demand and create balance of home ownership and rental properties 8. Expanded affordable, quality housing options through infill and annexations PRINCIPLE H ABUNDANCE OF DIVERSE FUN THINGS TO DO  Means 1. Multi-use trails and pathways throughout the city 2. Implementation of Chaplain Schmitt Island Master Plan and Port Master Plan 3. Variety of restaurants and food service options that meet market demands and emphasize local food products 4. A variety of entertainment and performing arts venues and programs 5. Community events and festivals for all seasons and a wide range of cultural options 6. Regional center for museums, culture and arts activities that are supported by the community 7. Diverse cultural options to expose all residents to the beauty and benefits of diversity in our community Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 11 PRINCIPLE I SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY  Means 1. Promoted outreach to engage our diverse community 2. Residents and businesses well-informed on the City's Vision, plans, programs, employment opportunities and services and the value added to the community 3. Neighbors engaged actively in neighborhoods and taking responsibility for enhancing neighborhoods and resolving neighborhood conflicts or concerns 4. Community implementing five (5) principles of “Every Child, Every Promise”, STAR Communities outcomes, Inclusive Dubuque, Imagine Dubuque, etc. 5. Active participation in City governance including serving on a City board, commission, committee or task force by a diverse group of residents 6. Residents having confidence and trust in City government Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 12 DUBUQUE: A SUSTAINABLE CITY Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 13 Dubuque’s Three-Legged Stool Sustainability Model Sustainable Dubuque is a holistic approach to making our community sustainable. Our model involves a three-part approach that looks at: • Environmental and Ecological Integrity • Economic Prosperity • Social and Cultural Vibrancy Each of these pieces is important individually and helps contribute to a sustainable community. One simple way of picturing this model is to think of a stool with three legs, representing the environment, the economy and society. In order for the stool to be stable and well balanced, all three legs must be present, and approximately the same length. Similarly, a community that gives consideration to the environment, the economy and society is one that is creating a stable foundation for a viable, livable and equitable future. Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 14 DUBUQUE CITY GOVERNMENT: MISSION Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 15 Dubuque City Government Our Mission DUBUQUE CITY GOVERNMENT is a PROGRESSIVE (A) and FINANCIALLY SOUND CITY (B) And with RESIDENTS RECEIVING VALUE FOR THEIR TAX DOLLARS (C) and ACHIEVING GOALS THROUGH PARTNERSHIPS (D) DUBUQUE CITY GOVERNMENT'S MISSION is to deliver EXCELLENT MUNICIPAL SERVICES (E) that SUPPORT URBAN LIVING (F), that CONTRIBUTE TO AN EQUITABLE, SUSTAINABLE CITY (G), PLAN FOR THE COMMUNITY'S FUTURE (H) and FACILITATE ACCESS TO CRITICAL HUMAN SERVICES (I). Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 16 Dubuque City Government Our Mission Principles PRINCIPLE A PROGRESSIVE CITY GOVERNMENT  Means 1. Taking reasonable strategic risks to create a better future for Dubuque. 2. Planning and managing growth and development consistent with the adopted City Vision, Strategic Plan, Imagine Dubuque, Master Plans and other policy documents. 3. Adapting and responsive to changing economic and community needs. 4. Identifying opportunities to create more equitable city and taking timely actions. 5. Supporting people faced with special circumstances and needs. 6. Investing in Dubuque's future. PRINCIPLE B FINANCIALLY SOUND CITY GOVERNMENT  Means 1. Having a diverse and expanding tax base and revenues. 2. Investing in the maintenance and upgrade of City assets: infrastructure and facilities. 3. Having fiscally responsible reserves, debt, and investments. 4. Providing competitive compensation and professional development opportunities for City employees. 5. Leveraging City resources through grants, partnerships and other outside funding sources. 6. Having competitive tax rate and fees to provide the necessary resources to support the defined City services and levels of service. Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 17 PRINCIPLE C RESIDENTS RECEIVING VALUE FOR THEIR TAX DOLLARS  Means 1. Having customer-friendly employees, facilities and processes. 2. Providing excellent City services, top quality City products and facilities responsive to community needs. 3. Providing equitable and culturally relevant City services. 4. Having a well-trained City staff that proactively solves problems. 5. Effectively using technology to service the residents and stakeholders, to inform the community, to increase productivity and to promote transparency. 6. Departments continually evaluating missions and services to be effective and efficient. 7. Informing residents and stakeholders on City services, programs and financial conditions. PRINCIPLE D ACHIEVING GOALS THROUGH PARTNERSHIPS  Means 1. Having residents, community organizations and businesses working with city for a more viable, livable and equitable Dubuque. 2. Having active participation of the business and education community and the positive role they play in Dubuque. 3. Supporting the inclusion of Not-for-Profits, recognizing the leadership and their service role. 4. Stimulating new partnerships to achieve community goals. 5. Actively involving the community in policy and plan development and implementation. 6. Leverage community resources to achieve goals. Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 18 PRINCIPLE E EXCELLENT MUNICIPAL SERVICES  Means 1. Making the City of Dubuque an equitable employer of choice 2. Being responsive to residents’ needs and calls for City services in a timely manner 3. Having highly productive, well-trained workforce that takes pride in service and develops innovations. 4. Having adequate staffing level to support defined service levels. 5. Seeking information, listening and learning from the community 6. Developing and using data-metrics to enhance municipal services PRINCIPLE F SUPPORT URBAN LIVING  Means 1. Safe community and sense for personal security 2. Providing emergency response. 3. Having safe drinking water. 4. Disposing of wastewater in a safe manner 5. Facilitating safe, quality affordable housing 6. Preventing problems affecting community safety and health. Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 19 PRINCIPLE G CONTRIBUTE TO AN EQUITABLE, SUSTAINABLE CITY  Means 1. Taking a holistic approach to balancing: environmental/ecological integrity, economic prosperity and social/cultural vibrancy to create a viable, livable and equitable community. 2. Promoting partnering and facilitating a community dialogue and encouraging community actions to support equity and sustainability in Dubuque. 3. Incorporating equity and sustainability into the City’s corporate and community culture, daily operations, service delivery, facilities and buildings. 4. Partnering to save businesses and individuals money, create jobs, contribute to local and national energy independence, create an international brand for the community, help recruit businesses and workforce, create a recruitment tool for the colleges, bolster Dubuque’s convention and tourism businesses and accelerate local business growth. 5. Becoming a smarter city with information available for residents to make decisions of how they use precious resources. 6. Serving as a leader on equity and sustainability – a model for other cities, other organizations and businesses. PRINCIPLE H PLAN FOR THE COMMUNITY’S FUTURE  Means 1. Planning to create an environmentally sustainable and livable community for future generations. 2. Supporting strategic annexations and pre-annexations opportunities. 3. Planning for redevelopment and revitalizations. 4. Promoting economic expansion. 5. Supporting a high quality of life. 6. Regulating land uses. Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 20 PRINCIPLE I FACILITATE ACCESS TO CRITICAL HUMAN SERVICES  Means 1. Having affordable, quality housing –safe and responsive to the residents’ needs. 2. Having transportation for community – accessible, affordable and going to community destinations. 3. Having healthcare and health services, and partnering for brain health 4. Attending to the needs of persons with disabilities. 5. Building the capacity of non-profit organizations to achieve their mission and goals. 6. Accessing affordable, quality food and food choices Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 21 CITY OF DUBUQUE PLAN 2020 – 2026 Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 22 City of Dubuque Goals 2026 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY VIBRANT COMMUNITY: HEALTHY AND SAFE LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE FINANCIALLY RESPONSIBLE, HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 23 Goal 1 Robust Local Economy: Diverse Businesses and Jobs with Economic Prosperity OUTCOMES 1. Create a resilient, sustainable and diverse regional Dubuque economy 2. Have the infrastructure and amenities to support economic development and growth: industrial/business parks, streets and utilities, air service and housing, bandwidth redundancy 3. Reduce the income and unemployment gap for Black residents 4. Work with government and not-for-profit partners for equitable prosperity: Greater Dubuque Development Corporation, Dubuque Initiatives, Washington Neighborhood Development Corporation, Dubuque Main Street, Dubuque Area Chamber of Commerce, ECIA, True North, Fountain of Youth, Community Foundation of Greater Dubuque, local colleges (100 mile radius), neighborhood associations, Dubuque Community Schools District, Northeast Iowa Community College, Iowa Economic Development Authority, and others 5. Embrace diverse populations to support a diverse multi- cultural businesses and workforce with equitable job opportunities VALUE TO RESIDENTS 1. Young professionals want to live here and college graduates want to stay 2. Children and grandchildren want to stay or return to raise their families 3. More retail, services, recreational and entertainment opportunities – keeping sales tax and dollars in Dubuque 4. Insulation from economic cycles through diverse businesses 5. Living wages for residents 6. Variety of job opportunities for residents 7. Variety of educational opportunities and internships for jobs 8. Entrepreneurial opportunities to start and grow a business in Dubuque Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 24 SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Lack of quality, affordable rental housing [30%-80%] community-wide 2. Quality, affordable childcare/elder care for all shift workers 3. Increasing the household income for African- American/Black community 4. Workforce shortage and skill gaps 5. Responding to and helping small businesses impacted by COVID-19 6. Supporting working from home with high speed, reliable and affordable broadband service LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Addressing the increase in poverty rate in the Dubuque community 2. Availability of local quality workforce and matching educational programs with needs of employers 3. Inclusion of diverse populations to support a multi-cultural workforce 4. Threat to state and federal economic development tools – TIF, Historic Tax Credits, grants and others 5. Lack of representation in community leadership roles – embracing women and racial minorities 6. Helping individuals in poverty to attain living wage jobs 7. Recruiting new and diverse businesses along Central Avenue and Kerper Boulevard, and North End 8. Becoming a desirable community with amenities for all ages 9. Including ex-offenders in the workforce or business opportunities 10. Growing local businesses and entrepreneurs with availability of venture capital, gap financing and locations 11. High unemployment among racial minority populations 12. Complexity and fragility of public-private partnerships Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 25 POLICY ACTIONS 2020 – 2022 1. Fountain of Youth: Additional Funding Top Priority 2. Dream Center Facilities and Programs: Top Priority Additional Funding 3. Childcare Initiative: Outcomes, City Role, High Priority Partners, Direction and City Actions MANAGEMENT ACTIONS 2020 – 2022 1. Dubuque Riverfront Master Plan (US Army Top Priority Corps of Engineers) 2. Viking Cruise Destination Preparation: Top Priority Direction, Actions and Funding 3. Grand River Center Future Operations: High Priority RFP, Direction and Agreement MANAGEMENT IN PROGRESS 2020 – 2022 1. Brownfield Grants (4) a. Multi-Purpose – Consultant Contract b. Blum Site (3) 2. Façade Loan Program: Budget FY’ 22 Future Funding 3. Federal Opportunity Zones: Direction and Next Steps; Advocacy; Legislative Action – Extend Deadline; Marketing Brochure/Program Expansion, Riverfront Leases 4. Business Development at the Airport: University of Dubuque – Pending Funding 5. Opportunity Dubuque Job Training Program: Support Gaining Opportunity Program Linked 6. Industrial Park Development: Next Steps 7. Air Service Expansion: City Actions and Funding for Guarantee Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 26 ON THE HORIZON 2022 – 2026 1. GDDC “Big Life, Small Town”: Recommendations and City Actions 2. Workforce Development: City Actions 3. Older Buildings Rehabilitation and Business Development 4. Airport Master Plan: Update 5. South Port Redevelopment Area-Wide Concept Plan: Implementation 6. Multi-Cultural Workforce Basic Services/Amenities: Analysis and City Actions 7. FlexSteel Site Development: Direction 8. Airport Security: Direction and Funding 9. Neighborhood Business Association: Development 10. Baseball: Direction 11. Parking Ramp Maintenance: Funding 12. Central Avenue Corridor Revitalization:/Redevelopment Next Steps 13. Southwest Arterial Corridor Business Development: Outcomes, Direction, Actions and Funding 14. Downtown Housing Creation Grant Program: CIP Funding, Dollar Allocation for Incentives (including HEART Program) 15. Dubuque Brewing & Malting Building: Next Steps 16. Parking Ramp Maintenance: Funding 17. Central Avenue Corridor Revitalization:/Redevelopment Next Steps 18. Southwest Arterial Corridor Business Development: Outcomes, Direction, Actions and Funding ON THE HORIZON 2022 – 2026 (continued) 19. Downtown Housing Creation Grant Program: CIP Funding, Dollar Allocation for Incentives (including HEART Program) 20. Dubuque Brewing & Malting Building: Next Steps 21. Northend Revitalization Action Plan: Outcomes, Direction and City Actions 22. New Ways of Shopping: Regulation Review, Report with Options and Direction 23. Kerper Boulevard Revitalization/Redevelopment: Direction, City Actions and Partners 24. Non-Traditional Job Training: Report, Direction and City Actions 25. Work from Home: Report with Options, City Role/ Regulations, Direction and Actions (including Parking Needs and Commercial Buildings 26. Innovation and Entrepreneurial Strategy: Report, Direction and City Actions 27. JFK Corridor Revitalization/Redevelopment: Outcomes, Report with Options, Direction and Actions 28. Empty “Big Box” Stores Reuse Strategy: Outcomes, Report with Options, Direction and Actions 29. Port of Dubuque Development: Update Report, Direction and Actions 30. Old Commercial Buildings/Centers Re-design: Outcomes, Report with Options, Direction and Actions 31. Local Colleges Support: Monitoring, Report, Direction and City Actions Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 27 Goal 2 Vibrant Community: Healthy and Safe OUTCOMES 1. Become an inclusive and equitable community in which all feel welcome, included, and leave no one behind 2. Have an inclusive workplace culture 3. Expand access to healthcare, including mental/brain health and substance use disorders 4. Expand engagement opportunities so that residents feel part of the Dubuque community 5. Have a high level of trust between the community and emergency services VALUE TO RESIDENTS 1. Everyone is welcome in the Dubuque community 2. Living life without fear or threats 3. Equitable treatment for all 4. City services are available for all and delivered in an equitable and fair manner 5. City workforce reflecting the diverse community 6. Feeling safe and secure throughout the community Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 28 SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Police working with community to create a safe community 2. Having a meaningful community dialog on racial bias and equity 3. Retaining diverse cultures 4. Defining the City’s role with increasing demands for brain health 5. Reducing the fear level of individuals who are different than me and the fear of harassment and different treatment 6. Addressing the institutional and structural interplay between race and poverty LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Aging City facilities needing significant maintenance and major repairs 2. Understanding and addressing community health needs and defining the City’s role 3. Diversifying the police and fire workforces 4. Service reductions due to COVID-19 impacts 5. Finding contractors for Lead and Bee Branch Healthy Homes 6. Demands and capacity for animal control services 7. Funding for Pacific Islanders and special populations health services 8. Animal cruelty and neglect charges and enforcement Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 29 POLICY ACTIONS 2020 – 2022 1. Equitable Poverty Prevention Plan Top Priority . Implementation: Outcomes, Report with Options, City Role, Direction and City Actions 2. Equitable Fines and Fees Reform: Top Priority Report, Direction and Actions 3. Food Insecurity: Report with Findings and High Priority Options, Direction, City Actions and Funding (including Food Desert and Grocery Store Attraction) MANAGEMENT ACTIONS 2020 – 2022 1. Community Cameras Program: Outcomes, Top Priority Best Practices, Report with Options, Direction, Funding and City Actions 2. COVID-19 Response: Update Report Top Priority and Next Steps 3. School Resource Officers: Direction and High Priority Funding 4. Emergency Services Youth Camp: Next High Priority Steps MANAGEMENT IN PROGRESS 2020 – 2022 1. Traffic Camera System: Installation 2. Dispatcher Training Program: Additional 3. 4-Day Equity Training Program: Kick Off 4. 9-1-1 Staffing Changes 5. Police Re-Accreditation: Direction and Funding 6. P25 Radio System Building and Implementation 7. Water and Resource Recovery Center: Certification of Environmental Laboratory for Analysis of Nutrients 8. CAD Connection to City Cameras Network: Vendor to Complete Project 9. Humane Society Contract Renewal 10. Fire Station 6 Safety Concerns: Direction 11. Communication National Quality Assurance: FY ’21 Budget Funding 12. Equitable Community Actions Plan: Development 13. Fire Accreditation: Completion 14. Crescent Community Health Center: Expansion for Behavioral Health 15. Lead Grant Application: Submittal 16. Crime Prevention Program: Evaluation Report, Best Practices, Direction and City Action Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 30 MAJOR PROJECTS 2020 – 2022 1. Crescent Community Health Center: Clinic 2. Multi-Cultural Family Center: Construction and Equipping Complete 3. Fire Station HVAC and Lighting Improvements: RFP and Funding 4. Fire Headquarter and Stations ADA Compliance ON THE HORIZON 2022 – 2026 1. Cannabis: Policy Direction 2. Needle Exchange: Guidelines and Regulations 3. Downtown Safety Perception: Action Plan 4. “Culture of Kindness”: Direction 5. Mine Shafts: Problem Analysis, Report, Direction and City Actions 6. Synthetic Drug Enforcement: Aggressive 7. Homeless: Needs Assessment, Partners, Outcomes, Report with Options, Direction, City Actions and Funding 8. Brain Health Strategy: Update Report, City Role, Direction and Action Plan ON THE HORIZON 2022 – 2026 (continued) 9. Community Dialog on Racism: Outcomes, Action Plan, Implementation and City Actions 10. Bee Branch Healthy Homes: Funding and Next Steps 11. Grade Reading Strategy: Update Report, Direction and City Actions 12. Downtown Safety Strategy: Problem Analysis, Report with Findings and Options, Direction and Actions 13. City-Schools Partnership on Racism and Cultural Bias: Outcomes, Report with Options, Direction and City Actions 14. Healthy Homes Enforcement: Assessment, Direction and Next Steps 15. Crescent Community Health Center Expansion for Behavioral Health: Next Steps 16. Crescent Community Health Center Expansion of Population Health Program: Funding, Board Leadership and Other Actions 17. Community-Based Health Promotion: Capacity and Funding 18. Maternal Health Services: Assessment, Report with Options, City Role, Direction and City Actions 19. Fire Station 7 or Relocation of Existing Fire Station Planning Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 31 Goal 3 Livable Neighborhoods and Housing: Great Place to Live OUTCOMES 1. Have strong vibrant 24/7 residential/central business core (Dubuque Main Street Service Area Downtown, Central Avenue Corridor and Dubuque Millwork District, North End including residential opportunities, retail, jobs, recreation and entertainment 2. Expand quality affordable housing options for all 3. Have safe, healthy, inclusive and affordable neighborhoods citywide 4. Complete the Dubuque Historic Millwork District as a thriving mixed-use development with residential, retail/office, entertainment 5. Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses 6. Have the availability and connectivity of affordable housing throughout the city, not in concentrated areas of poverty and low-income housing VALUE TO RESIDENTS 1. Stable property taxes for residents and businesses 2. Choice of livable and inclusive neighborhoods 3. Opportunities for our children to stay in Dubuque 4. Predictable future development within the city 5. Quality services to residents in annexed areas 6. Affordable quality housing choices and opportunities outside of areas with concentration of poverty 7. Protection of home and property values 8. Preservation of Dubuque’s historic downtown 9. Opportunities to build wealth because we have affordable housing Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 32 SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Lack of quality affordable housing units 2. Attracting and keeping professionals and families in Dubuque 3. Continuing momentum and delivering results in Downtown, Historic Millwork District, Bee Branch Watershed, Riverfront and Central Avenue 4. Aging City infrastructure and facilities needing replacement or major repairs 5. Reducing slum and blight through effective enforcement and incentives 6. Addressing community poverty especially the impacts of COVID-19 on vulnerable residents 7. Annexing and expanding the City boundaries with the capacity to fund City services and infrastructure 8. Integrating diverse communities and cultures in homeownership LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Dispersing and de-centralizing affordable and low-income housing while developing options for affordable housing throughout the community 2. Property owners who are not investing in the maintenance or upgrade of their homes or buildings 3. Preserving and rehabilitating affordable housing and building stock – oldest in Iowa 4. Promoting mixed use developments: Downtown, JFK Corridor and SW Arterial 5. Attracting and retaining workforce with an aging community 6. Advocacy for affordable housing programs and funding with State of Iowa and federal government Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 33 POLICY ACTIONS 2020 – 2022 1. Quality Affordable Housing Creation: Top Priority Direction and City Actions MANAGEMENT ACTIONS 2020 – 2022 1. Departmental Equity Plans: Development MANAGEMENT IN PROGRESS 2020 – 2022 1. CHANGE Program: Implementation 2. Imagine Dubuque: Implementation 3. Code Enforcement Accela Program: FY ’22 Budget Funding 4. Downtown Commercial Buildings Project MAJOR PROJECTS 2020 – 2022 1. Historic Millwork District Parking Lot and Signage 2. Lowell Street Retaining Wall Repair: Funding ON THE HORIZON 2022 – 2026 1. Steeple Square Development: Next Steps and Funding 2. Cedar Cross Corridor Revitalization Plan/Vision 3. Bee Branch Healthily Homes Resiliency Program 4. Residential Development: City Direction and Actions 5. Neighborhood Approach to Community Development: Increasing Neighbor Input 6. Landlord Education Program: Direction and City Actions 7. Source of Income: Reporting Future Direction and Metrics 8. Annexation Policy: Review and Direction 9. Analysis of Impediments: Implementation Actions 10. Community Resources One-Stop Shop: Development 11. JFK Corridor Revitalization Plan and Vision 12. Population Growth Strategy: Outcomes, Strategy Development, Direction and City Actions 13. Youth Tree Planting Initiative: Outcomes, Best Practices, Report with Options, Direction and City Actions 14. Community Gardens: Review, Report with Options, Direction and Actions 15. Historic Buildings Renovation: Problem Analysis, Report with Findings and Options, Direction and City Actions 16. Citywide Housing Study: Parameters and Completion 17. Multi-Tiered Housing Inspection Program: Future 18. City Entrance North Beautification: Report and Direction Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 34 Goal 4 Financially Responsible, High Performance City Organization: Sustainable, Equitable and Effective Service Delivery OUTCOMES 1. Maintain/improve the City bond rating 2. Maintain and enhance transparent City government and decision making using available technology 3. Provide City services responsive to the community 4. Maintain enterprise/general fund reserve funds to 20% 5. Continue to follow Debt Reduction Plan 6. Secure City information and data using the “Best Practices” of the Dubuque community VALUE TO RESIDENTS 1. Financially sound and responsible City government 2. Easy, convenient access to City information and services 3. Service value for taxes and fees 4. Opportunities to become involved in City governance and planning 5. Secure City information, including personal information 6. Customer-focused City service delivery Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 35 SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Aging City facilities, infrastructure and equipment needing maintenance, major maintenance or replacement 2. State of Iowa legislative actions and administrative rules impacting City finances and services 3. Impact of COVID-19 on City revenues, services and programs 4. Climate of distrust in all governments, including City government 5. Potential state actions resulting in the loss of backfill in one year 6. Federal funding and policies threatening CDBG; NEA; NEH; IMLS; BUILD; EPA Brownfields; AmeriCorps 7. Balancing City service delivery with available resources, City organizational capacity, the community’s expectations and new initiatives 8. Responding to misinformation and disinformation on social media 9. Recruiting and retaining a diverse City workforce LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Healthcare costs and workers comp 2. Making data-driven decisions 3. Coordinating community resiliency preparation, response and recovery from a disaster or crisis 4. Tired and emotional drained City workforce with an uncertain future 5. Retirements and succession planning 6. Developing outcome-based, meaningful performance measures and the use of data to enhance City performance 7. Funding and time for managers and employees training and professional/personal development 8. State of Iowa legislative actions and administrative rule changes impacting City finances and services 9. Re-opening City services and programs after COVID-19 pandemic 10. Virtual City government and a “new normal” – governance, services and programs Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 36 POLICY ACTIONS 2020 – 2022 1. Code of Ethics/Social Media for Mayor High Priority and City Council: Development and Adoption MANAGEMENT ACTIONS 2020 – 2022 1. City Racial Equity Toolkit: Implementation Top Priority 2. Human Resource Policies and Handbook: High Priority Revision MANAGEMENT IN PROGRESS 2020 – 2022 1. InVision Facility Management Software Implementation 2. City Performance Measures: Implementation 3. City Work from Home: Direction and Actions 4. New City Clerk: Selection 5 City Legislative Lobbying/Advocacy Agenda 2021 6. Cartegraph OMS System Asset Management System Expansion a. Enterprise Licensing b. Engineering c. Storm Sewer 7. Internal Liquor License Approval Process: Finalization MANAGEMENT IN PROGRESS 2020 – 2022 (continued) 8. Certified Financial Report Software Conversion 9. Indirect Rate for Grants: FY ’21 Budget Request 10. Citywide Departmental Work Order System Implementation 11. Socrata Implementation: Next Steps a. Integration with Equity Key Performance Indicators b. Integration with Data-Driven Decision Making 12. Financial Management Software: Study and Draft RFP a. Financial ERP b. Cost Allocation Software c. Cloud-Based Collaborative Software 13. ADA Compliance Transition Report a. Funding Phase 2 b. Software 14. Digital Signatures: Policy and Direction 15. 911 Communications Center: Re-Negotiations with Dubuque County 16. Centralized Facility Maintenance and Management Department a. Report b. Decision MAJOR PROJECTS 2020 – 2022 1. City Hall Annex Windows Replacement: Funding FY’22 Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 37 ON THE HORIZON 2022 – 2026 1. Residents Satisfaction Survey: Direction and Funding 2. Citywide Compensation and Benefit Policy and Program: Direction and Funding 3. Fleet Conversion to Alternative Fuels Plan: Development and Next Steps 4. City Employee/Contractor Living Wage Policy: Development and Funding 5. Financial Policies: Review and Direction 6. New Maintenance Shop Building at Landfill 7. New Alternative Revenues Study 8. Equipment Replacement Schedule – Funding 9. Utility Worker Registered Apprenticeship Program: Expansion 10. Water System Distribution Model: Development 11. City Facilities/Work Space Analysis and Plan: Report and Funding ON THE HORIZON 2022 – 2026 (continued) 12. Non-Profit Community Organizations Increased City Funding: Evaluation, Report with Options, Direction, City Action and Funding Level 13. Debt Reduction Plan: Re-assessment, Review and Direction 14. Proactive Communications Enhancement: Evaluation Report with Options, Direction and Actions 15. Comprehensive City Services Priority and Delivery: Assessment, Report with Options, Direction and Actions 16. 3-1-1 Center: Report on Staffing and “One Stop Call”, Direction and City Actions 17. Comprehensive Review of City Fees and Rates: Evaluation Report and Direction 18. City Information and Network Security: Direction and Funding Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 38 Goal 5 Sustainable Environment: Preserving and Enhancing Natural Resources OUTCOMES 1. Become a resilient City using sustainable and affordable technology for water, energy, transportation, health and wellness, discard, community engagement – a model community for the world so that residents and businesses can make more informed choices with limited resources 2. Have access to healthy foods for all 3. Reduce the community’s carbon footprint (50% by 2030) 4. Reduce potential flooding through flood plain management, mitigation and protection 5. Provide safe, affordable and dependable drinking water for all residents 6. Have clean water – ground and surface VALUE TO RESIDENTS 1. Protecting the natural resources and environment of Dubuque 2. City government using sustainable practices in daily operations 3. Healthy living environment: homes, neighborhoods and community 4. Clean water and air 5. Creating a more livable, viable and equitable community 6. Opportunities for a healthy lifestyle including local food products Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 39 SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Protecting the Dubuque community from flooding through storm water management 2. Protection of at-risk infrastructure and utilities 3. Incorporating equity into policy discussions on sustainability and resiliency 4. Educating the residents and businesses to increase their understanding the benefits of their habits and their impacts on “sustainability” and recognizing the impact of their actions on community resiliency 5. Community understanding of solid waste and recycling, including curbside collection program LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Cleaning up and reuse of “Brownfields” sites 2. Climate changes: rain and flood events 3. Incorporating smart resiliency/sustainability in City organization policies processes and daily practices 4. Flood wall breach threats 5. Taking advantage of existing data and collecting new data to continue to be a smart city 6. Integrating climate adaptation into City operations 7. Improving the storm and groundwater quality and funding projects 8. Engaging the community and tapping the resources of the Resiliency Community Advisory Commission Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 40 MANAGEMENT ACTIONS 2020 – 2022 1. Bee Branch Creek Project: Next Steps Top Priority 2. Solid Waste Delivery Changes: Direction and Implementation MANAGEMENT IN PROGRESS 2020 – 2022 1. Emerald Ash Borer Program: Implementation a. Funding b. Updated Tree Policy c. Tree replacement presented 2. Pollinator Habitat in Park System: Research and Budget Funding FY’22 3. Sanitary Sewer System Condition Assessment: FY ’20 Budget 4. Sewer Infrastructure Asset Management Plan: Consultant 5. Growing Sustainable Communities Conference: Expansion 6. Water and Resource Recovery Center: Nutrient Trading and Funding 7. Public Education on Bikeable/Walkable Dubuque: Budget Funding FY ‘22 8. Lead and Copper Rule Compliance Water Sampling and Testing (Annual) 9. Flood Control System: Corps of Engineers Project Approval MANAGEMENT IN PROGRESS 2020 – 2022 (continued) 10. FOG Program: Actions a. WRRC Environmental Coordinator: Hired b. Program Revision: Align Enforcement and Ordinance c. Marketing Strategy 11. 50% by 2030 Community Climate Action and Resiliency Plan 12. Landfill/Methane Gas: Implementation MAJOR PROJECTS 2020 – 2022 1. 17th/West Locust HUD Resiliency Storm Sewer Improvement Project: a. Phase 1 Completion b. Phase 2 Funding FY ‘21 2. Fire Hydrants Installation [former Vernon Water System] 3. Pressure Reducing Valve Installation 4. Cell 9 Landfill Project – Phase 4 5. Sanitary Forcemain/Riverbank Stabilization Project (U. S. Corps of Engineers): Funding Request – Notification 6. Roosevelt Street Water Tower Project 7. Water Lines Extension – Southwest Arterial: Funding FY ‘21 8. SCADA Overhaul: Water 9. Annual Water Main Replacement Program: Direction and Funding Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 41 ON THE HORIZON 2022 – 2026 1. Community Solarization: Report and Direction 2. Pesticide Use Reduction 3. Alternative Fuel Fleet Strategy 4. Water [Distribution and Treatment] System Master Plan: Funding and Development 5. Toxic Waste Site: Expansion 6. City Government Solarization: Report and Direction 7. Compost Collection: Community Awareness 8. Drainage Basin/Flood Control through Native Planting 9. BioCNG Municipal Service Center 10. 42” Force Main (Terminal Street Lift Station to WRRC) – Funding 11. Sanitary Sewer Master Plan – Funding 12. Transit Garage CNG/Electric and Training 13. Solid Waste Management Plan for 10 Years ON THE HORIZON 2022 – 2026 (continued) 14. Plastic Bag Recycling: Direction of Curbside 15. Hydro Power: Report with Options and Policy Direction 16. Sanitary Sewer System Condition Assessment and Sewer Infrastructure Asset Management Plan – Phase 2: Funding and Direction 17. Source Water Protection Plan: Development, Report, Pilot Project, Direction and Actions 18. Low Income Solar Program: Development, Report with Options, Direction and Actions 19. South Flood Wall Buried: Funding 20. Green Alley Program: Update Report, Direction, Actions and Future Funding 21. Water Plant and Distribution Systems Condition Assessment/Master Plan 22. Tree Forestation and Canopy Strategy: Direction and City Actions Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 42 Goal 6 Partnership for a Better Dubuque: Building our Community that is Viable, Livable and Equitable OUTCOMES 1. Increase resident engagement in the City governance processes 2. Partner with community organizations to provide opportunities for residents for upward mobility and empowerment across all demographics 3. Become an inclusive and welcoming community for all 4. Be an advocate for the Dubuque community and City through lobbying at federal and state government levels 5. Engage contracted and purchased services partners in advancing Council goals and community betterment VALUE TO RESIDENTS 1. Leveraging community resources in order to accomplish more than tax revenues 2. Sense of community pride and commitment to the Dubuque community 3. More ownership of “end” products – residents involved in the process and support outcomes 4. Protection of residents’ interests 5. Access to wealth and social capacity – financial, spiritual, social, etc. 6. Better access and use of City facilities Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 43 SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Competition among community organizations for limited funds 2. Creating outcomes that are equitable 3. Duplication of efforts and programs among community organizations 4. Residents questioning the role of government affecting the City’s ability to engage, interact and deliver services 5. Determining how to serve vulnerable populations – people of color; elderly and families with children in poverty 6. Decline in funding for nonprofit community organizations – national trend and impacted by COVID-19 7. Conflicts between pro-government/more government anti- government/less government in developing and maintaining services LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Building a community in polarizing times 2. Reviewing and revising Police policies and procedures with community engagement 3. Tax policy reform at State of Iowa and Federal government impacting charitable giving and tax credit programs 4. Developing diverse City and community leadership for the long term 5. Small number of people solving multiple problems 6. Equity becoming ingrained in City workforce recruitment and replacement 7. Dynamic changing funding and partnerships among local, State of Iowa and federal governments 8. Marketing, outreach, lack of knowledge about other cultures and equity Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 44 POLICY ACTIONS 2020 – 2022 1. Four Mounds/HEART Program: Funding High Priority MANAGEMENT IN PROGRESS 2020 – 2022 1. My Brother’s Keeper: College Access Work Group 2. Race in the Heartland Support: Direction and Funding 3. Civic Action Plan and Civic Leaders Program: a. Training b. Three Projects 4. Welcoming and Connecting with New Residents Program: Implementation (GDDC) 5. AmeriCorps Support of Grade Level Reading Initiative: Update Report, Direction and City Actions ON THE HORIZON 2022 – 2026 1. Gaming Opportunities Program: Direction and City Funding 2. Dubuque County Food Policy Council: Funding 3. Bee Branch “Bee Keepers” Initiative: Funding 4. Community College in Downtown Neighborhood: Direction and City Actions 5. Bus Wrap Advertising Plan (Internal and Nonprofit Use): Review and Direction 6. Intentional Application of Equity Lens (All Departments) 7. Boards/Commissions Recruitment Plan 8. Neighborhood Associations Investment: Report with Options, Direction, Funding and City Actions 9. STEAM Educational Program with Schools: Direction and City Partnership 10. MWBE Business Program: Support 11. Family Homeless Shelter Creation: Outcomes, Best Practices, Report with Options, City Role and Actions Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 45 Goal 7 Diverse Arts, Culture, Parks and Recreation: Experiences and Activities OUTCOMES 1. Have a well-maintained and upgraded library providing services and programs responsive to community needs 2. Implement Chaplain Schmitt Island Master Plan and enhance the visual appeal 3. Expand arts and cultural opportunities with access for all 4. Have well-built, well-maintained and upgraded parks and park amenities 5. Have welcoming community events and festivals that bring the Dubuque community together – residents meeting residents VALUE TO RESIDENTS 1. Opportunities for all to experience diverse arts and cultures 2. Choice for residents’ leisure time 3. Family-oriented activities for all generations 4. Accessible, equitable and diverse recreational and enrichment programs, facilities and activities 5. Access to quality parks, facilities and park amenities for all 6. Enriches quality of life Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 46 SHORT-TERM CHALLENGES OPPORTUNITIES 1. Funding for the maintenance of aging parks, structures and facilities 2. Lack of indoor programming spaces and use agreements 3. Funding and developing new parks in newer subdivisions 4. Connecting trail system 5. Obtaining agreement with Dubuque Community School District for community use of indoor aquatic facility and financing implications 6. COVID-19 impacts on facilities, services and programs LONG-TERM CHALLENGES OPPORTUNITIES 1. Sustainable and additional funding for leisure services facilities and programs 2. Developing facility/venues for families, particularly with young children 3. Increasing demand for new alternative sports and need for land and facilities 4. Having equitable partnerships with schools and other community organizations 5. Funding for ADA compliance 6. How to equitably deliver City services and programming with less resources 7. Lack of pet friendly spaces and amenities. 8. Competition for athletic fields 9. Seasonal/part-time employees wage levels and scheduling Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 47 POLICY ACTIONS 2020 – 2022 1. Chaplain Schmitt Island Master Plan: Top Priority Implementation and Phasing 2. Arts Operating Grants and Art on the High Priority River: Update Report, Funding, Direction and City Actions 3. Arts and Culture Master Plan High Priority Implementation: Update Report, Direction and Actions MANAGEMENT IN PROGRESS 2020 – 2022 1. E. B. Lyons Center Partnership Development: Agreement 2. Library Marketing Campaign: a. Decision: Funding FY‘21 3. AmeriCorps: Potential Expansion Area – Partnership, Development, Direction, Grant Writing and Funding 4. Leisure Service Registration System: Purchase and Implementation 5. Changing Lives Through Literature Program MAJOR PROJECTS 2020 – 2022 1. Grand River Center: Upgrade Projects 2. Eagle Point Park Environmental Restoration Project: a. Phase 1 – Award Construction b. Phase 2 – Award Construction 3. Bunker Hill Golf Course Irrigation: a. Bid b. Construction 4. Eagle Valley Subdivision Park: Funding, Planning and Construction 5. Veterans Memorial Project Dedication 6. Comiskey Park Renovation 7. English Ridge Subdivision Park: Funding, Planning, Completion Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 48 ON THE HORIZON 2022 – 2026 1. Parks and Recreation Master Plan: Funding 2. Community Center Concept Master Plan: Direction 3. Dog Park: Options Review, Direction and Funding 4. Highway 20 Re-Landscaping Plan: Adoption and Funding 5. Library Programs Expansion: Funding 6. Library Services Survey Implementation: Funding 7. FDR Park Development 8. Library Facilities Oil Tank and Landscaping: Funding 9. Citywide Landscaping: Direction and Funding 10. Splash Pad: Location and Funding 11. Young Adult Activities: Sustainable Funding 12. Five Flags: Direction and Next Steps 13. Art on the Bee Branch: Outcomes, Report with Options and Direction 14. Leisure Services Facilities Deferred Maintenance: Assessment 15. Washington Tool Library Sustainability Plan: Direction ON THE HORIZON 2022 – 2026 (continued) 16. Existing Shared Spaces Investment: Report with Options, Direction and Funding (including covered shelter in Burden Park, etc.) 17. Translation Services: Assessment of Needs and Capacity, Report with Options, Direction and Funding 18. Blum Site: Direction 19. City Marina: Evaluation Report, Secondary Use, Direction and City Action 20. RV/Camping Opportunities: Outcomes. Best Practices, Report with Options, Direction and City Actions 21. Pools/Aquatic Facilities/Splash Pads: Outcomes, City Role, Best Practices, Report with Options. Direction, Funding and City Actions 22. Mobile Delivery Investments: Report with Options, Direction and Funding (including Trailer for Arts, etc.) 23. Leisure Services and Staffing: Review, Direction and Funding 24. Five Flags: Direction and Next Steps 25. Dubuque Renaissance Black Arts Project: Update Report Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 49 Goal 8 Connected Community: Equitable Transportation, Technology Infrastructure, and Mobility OUTCOMES 1. Increase and sustain commercial air service 2. Implement “Complete Streets” concept 3. Improve traffic flow throughout the city (East-West corridor, roundabouts, light synchronization) 4. Increase availability and affordable bandwidth and redundancy through public-private partnerships 5. Enhance public transportation service responsive to our community needs VALUE TO RESIDENTS 1. Reduced traffic congestion and improved traffic flow 2. Better conditions of streets and sidewalks with eliminated obstructions and improved visibility 3. Commuting through telecommunications 4. Greater economic opportunities 5. Air service access to major hub 6. Choice among alternative transportation modes Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 50 SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Funding for increased maintenance of streets and sidewalks 2. Funding for “Complete Streets” implementation, including bike/hike ways throughout Dubuque 3. Competition for air service and limited number of carriers operating in the Midwest 4. COVID-19 impacts on travel and mobility 5. Funding for connecting bike trails 6. Equity in broadband affordability and availability LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Rehabilitating concrete streets 2. Addressing parking concerns, perceptions and issues 3. Replacement of gas tax funding 4. Having in the community reliable, affordable and fast broadband services 5. Increasing number of people walking, biking or using public transportation to go to and from places of employment 6. Transit service by choice and to area destination serving the needs of all residents through a partnership with RTA 7. Growing trends for vehicular travel: Uber/Lyft; autonomous vehicles, scooters 8. Changing the image – “who rides the bus” Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 51 MANAGEMENT ACTIONS 2020 – 2022 1. Traffic Signal Synchronization/STREETS Top Priority Program: Update Report, Direction 2. Dupaco Parking Agreement: Next steps High Priority 3. Smart Mobility: Parking Structure High Priority Improvements, Technology Purchases and Other Actions MANAGEMENT IN PROGRESS 2020 – 2022 1. Wi-Fi in Intermodal and Intermodal Lobby: Implementation 2. Smart Tool for Integrated Parking Platform: a. Pilot Program b. Funding FY 22 3. Street Maintenance Program Increase Funding: Funding Budget FY’ 22 4. Downtown Parking Ordinance: Major Revision 5. Complete Streets Policy Implementation: Data Collection and Update Report 6. Wi-Fi in Fixed Routes: a. Exploration b. Funding FY‘21 7. Ramps Structural Analysis: a. Preliminary Analysis b. RFP MANAGEMENT IN PROGRESS 2020 – 2022 (continued) 8. Comprehensive Pavement Preservation: a. Consultant b. Plan 9. Transportation Customer App: Implementation 10. Community Broadband Services Enhancements: Implementation MAJOR PROJECTS 2020 – 2022 1. Highway 52 Repaving a. Phase 1: Central Avenue (21st to 32nd Pavement Rehab b. Phase 2: White Street (11th to 21st) Pavement Rehab c. Phase 3: White (9th to 11th), 11th(White to Elm) Pavement d. Phase 4: Central Avenue(9th to 21st) Pavement Rehab 2. Four Laning Southwest Arterial: Completion 3. North Cascade Reconstruction (to Timber Hyrst Subdivision) Water Main Extension: Phase 1 4. Roundabouts: Funding a. University/Pennsylvania: Design b. University/Asbury: Design c. University/Loras: Design 5. Chavenelle Road Rehabilitation 6. Chavenelle Road Hike/Bike Trail 7. NW Arterial Upgrade (IDOT) 8. Washington Street Improvements (7th to 9th): Completion, Funding FY ‘22 Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 52 ON THE HORIZON 2022 – 2026 1. Highway 20 Traffic Congestion Reduction Plan 2. Ramp Maintenance and Repair Plan: Funding and Development 3. Overnight/Residential Parking Evaluation and Study: Report and Direction 4. Pedestrian Safety Improvement Projects: Priority and Funding 5. Spring Valley to Northwest Arterial Trail Connector 6. 2nd/3rd Shift Employment/Area Destinations Transportation 7. JFK Road Sidewalks: Direction and Funding 8. Streetscapes and Medians Enhancements: Direction and Funding 9. Marketing Air Service to Businesses 10. Public Access Channel: Report and Direction 11. Radford/Pennsylvania Roundabout 12. Corporate Hangar Repair 13. Additional Corporate Hangars ON THE HORIZON 2022 – 2026 (continued) 14. Central Avenue Alignment Two Way: Next Steps 15. Transit Vehicle Replacement: Timing and Type of Funding 16. City Transit Services – Additional Routes: Needs Assessment. Report with Options, Direction and Funding 17. Passenger Rail Link: Outcomes, Report with Options, Direction and City Actions 18. Middle Road Widening Project: Direction and Funding 19. Airport Vehicle Wash Facility: Update Report, Direction and Funding 20. Green Alley Program: Update Report, Direction and Funding 21. Roadway and Utility Maintenance: Service Level Options, Report, Direction, Prioritization and Funding 22. Central Avenue Alignment Two Way: Next Steps 23. Major Street Improvement Plan: Project Priority and Funding 24. Bike Path Connectivity: Direction and Funding Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 53 CITY OF DUBUQUE ACTION AGENDA 2020 – 2022 Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 54 City of Dubuque Policy Agenda 2020 – 2022 TOP PRIORITY Fountain of Youth Additional Funding Dream Center Facilities and Programs: Self-Sufficiency and Additional Funding Equitable Poverty Prevention Plan: Implementation Chaplain Schmitt Island Master Plan: Implementation Equitable Fines and Fees Reform: Direction and Action Quality Affordable Housing Creation: Direction and Actions HIGH PRIORITY Childcare Initiative: Direction, Partners and Actions Food Insecurity: Direction and Actions Code of Ethics/Social Media Policy: Adoption Arts Operating Grants and Art on the River: Direction, Funding and Actions Arts and Culture Master Plan Implementation: Direction and Actions Four Mounds/HEART Program: Funding Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 55 City of Dubuque Management Agenda 2020 – 2022 TOP PRIORITY Community Cameras Program: Direction and Funding Dubuque Riverfront Master Plan: Development (U.S. Army Corps of Engineers) COVID-19 City Response: Reports and Actions City Racial Equity Toolkit: Implementation Bee Branch Creek Project: Next Steps Viking Cruise Destination Preparation: Direction and Actions Traffic Signal Synchronization/STREETS Program: Direction and Actions Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 56 HIGH PRIORITY Human Resources Policies and Handbook: Revision Completion Grand River Center Future Operations: Direction and Agreement School Resource Officers: Direction and Funding Emergency Services Youth Camps: Implementation Smart Mobility: Parking Structure Improvements, Technology Purchases and Other Actions Dupaco Parking Agreement: Completion Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 57 City of Dubuque Management in Progress 2020 – 2022 Brownfield Grants (4): Multi-Purpose – Consultant Contract; Blum Site (3) Façade Loan Program: Budget FY’ 22 Future Funding Federal Opportunity Zones: Direction and Next Steps; Advocacy; Legislative Action – Extend Deadline; Marketing Brochure/Program Expansion, Riverfront Leases Business Development at the Airport: University of Dubuque – Pending Funding Opportunity Dubuque Job Training Program: Support Gaining Opportunity Program Linked Industrial Park Development: Next Steps Air Service Expansion: City Actions and Funding for Guarantee Traffic Camera System: Installation Dispatcher Training Program: Additional 4-Day Equity Training Program: Kick Off 9-1-1 Staffing Changes Police Re-Accreditation: Direction and Funding P25 Radio System Building and Implementation Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 58 Water and Resource Recovery Center: Certification of Environmental Laboratory for Analysis of Nutrients CAD Connection to City Cameras Network: Vendor to Complete Project Humane Society Contract Renewal Fire Station 6 Safety Concerns: Direction Communication National Quality Assurance: FY ’21 Budget Funding Equitable Community Actions Plan: Development Fire Accreditation: Completion Crescent Community Health Center: Expansion for Behavioral Health Lead Grant Application: Submittal Crime Prevention Program: Evaluation Report, Best Practices, Direction and City Action CHANGE Program: Implementation Imagine Dubuque: Implementation Code Enforcement Accela Program: FY ’22 Budget Funding Downtown Commercial Buildings Project InVision Facility Management Software Implementation City Performance Measures: Implementation City Work from Home: Direction and Actions New City Clerk: Selection Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 59 City Legislative Lobbying/Advocacy Agenda 2021 Cartegraph OMS System Asset Management System Expansion : Enterprise Licensing; Engineering; Storm Sewer Internal Liquor License Approval Process: Finalization Certified Financial Report Software Conversion Indirect Rate for Grants: FY ’21 Budget Request Citywide Departmental Work Order System Implementation Socrata Implementation: Next Steps – Integration with Equity Key Performance Indicators; Integration with Data-Driven Decision Making Financial Management Software: Study and Draft RFP – Financial ERP; Cost Allocation Software; Cloud-Based Collaborative Software ADA Compliance Transition Report: Funding Phase 2; Software Digital Signatures: Policy and Direction 911 Communications Center: Re-Negotiations with Dubuque County Centralized Facility Maintenance and Management Department: Report; Decision Emerald Ash Borer Program: Implementation – Funding; Updated Tree Policy; Tree replacement presented Pollinator Habitat in Park System: Research and Budget Funding FY’22 Sanitary Sewer System Condition Assessment: FY ’20 Budget Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 60 Sewer Infrastructure Asset Management Plan: Consultant Growing Sustainable Communities Conference: Expansion Water and Resource Recovery Center: Nutrient Trading and Funding Public Education on Bikeable/Walkable Dubuque: Budget Funding FY ‘22 Lead and Copper Rule Compliance Water Sampling and Testing (Annual) Flood Control System: Corps of Engineers Project Approval FOG Program: Actions: WRRC Environmental Coordinator: Hired; Program Revision: Align Enforcement and Ordinance; Marketing Strategy 50% by 2030 Community Climate Action and Resiliency Plan Landfill/Methane Gas: Implementation E. B. Lyons Center Partnership Development: Agreement Library Marketing Campaign: Decision: Funding FY‘21 AmeriCorps: Potential Expansion Area – Partnership, Development, Direction, Grant Writing and Funding Leisure Service Registration System: Purchase and Implementation Changing Lives Through Literature Program WiFi in Intermodal and Intermodal Lobby: Implementation Smart Tool for Integrated Parking Platform: Pilot Program; Funding FY 22 Street Maintenance Program Increase Funding: Funding Budget FY’ 22 Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 61 Downtown Parking Ordinance: Major Revision Complete Streets Policy Implementation: Data Collection and Update Report WiFi in Fixed Routes: Exploration; Funding FY‘21 Ramps Structural Analysis: Preliminary Analysis; RFP Comprehensive Pavement Preservation: Consultant; Plan Transportation Customer App: Implementation Community Broadband Services Enhancements: Implementation Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 62 City of Dubuque Major Projects 2020 – 2022 Crescent Community Health Center: Clinic Multi-Cultural Family Center: Construction and Equipping Complete Fire Station HVAC and Lighting Improvements: RFP and Funding Fire Headquarter and Stations ADA Compliance Historic Millwork District Parking Lot and Signage Lowell Street Retaining Wall Repair: Funding City Hall Annex Windows Replacement: Funding Budget FY’22 17th/West Locust HUD Resiliency Storm Sewer Improvement Project: Phase 1 Completion; Phase 2 Funding FY ‘22 Fire Hydrants Installation [Former Vernon Water System] Grand River Center: Upgrade Projects Eagle Point Park Environmental Restoration Project: Phase 1 – Award Construction; Phase 2 – Award Construction Bunker Hill Golf Course Irrigation: Bid; Construction Eagle Valley Subdivision Park: Funding, Planning and Construction Veterans Memorial Project Dedication Strategic Plan 2020 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2020: Lyle Sumek Associates, Inc. Project 200802 63 Comiskey Park Renovation English Ridge Subdivision Park: Funding, Planning, Completion Highway 52 Repaving: Phase 1: Central Avenue (21st to 32nd Pavement Rehab; Phase 2: White Street (11th to 21st) Pavement Rehab; Phase 3: White (9th to 11th), 11th(White to Elm) Pavement; Phase 4: Central Avenue (9th to 21st) Pavement Rehab Four Laning Southwest Arterial: Completion North Cascade Reconstruction (to Timber Hyrst Subdivision) Water Main Extension: Phase 1 Roundabouts: Funding – University/Pennsylvania: Design; University/Asbury: Design; University/Loras: Design Chavenelle Road Rehabilitation Chavenelle Road Hike/Bike Trail NW Arterial Upgrade (IDOT) Washington Street Improvements (7th to 9th): Completion, Funding FY ‘22 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 1 SECTION 3 PERFORMANCE REPORT 2020 – 2022 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 2 A Performance Rating for 2020 – 2022 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 3 Performance Rating for 2020 – 2022 Mayor and City Council __________ Rationale for Rating 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 4 B Performance Report 2020 – 2022 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 5 Importance of the Performance Report BOTTOM LINE: Leaders being accountable for their decisions and actions 1. LEADERSHIP WITH INTENTIONS Acting with a sense of purpose and direction Defining a vision, setting goals, using them to guide decisions Establishing criteria to judge success Demonstrating an institutionalized strategic planning process Instilling confidence in financial institutions, customers 2. CONNECTION WITH CUSTOMER'S LIVES Providing services that add MEANS to the customers' lives Linking decisions and actions to improved services Linking decisions and actions to lower cost of service delivery Demonstrating the personal relevance of decisions and actions 3. CAPTURE OTHERS' ATTENTION Telling a story with a message Painting a picture Getting others to see it, to feel it Distinctive separating from the barrage of information 4. CELEBRATE - CREATE A MEMORY Developing a celebration that is unique-a standout experience Giving others a memento representing the success Saying "Thank You" to contributors to the success Demonstrating the significance of the achievement 5. PERSONAL CONTACT WITH A TAILORED MESSAGE Developing a message based upon the audience Making a few relevant points Reaching out to a variety of groups Delivering the message personally by you as a leader Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 6 Dubuque Vision 2036 DUBUQUE 2036 is a SUSTAINABLE AND RESILIENT CITY (A), an INCLUSIVE AND EQUITABLE COMMUNITY(B) where all are welcome/people of color can succeed DUBUQUE 2036 has preserved our MASTERPIECE ON THE MISSISSIPPI (C); has a STRONG DIVERSE ECONOMY (D) and EXPANDING CONNECTIVITY (E). DUBUQUE 2036 – Our residents EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE (F), have choice of QUALITY AFFORDABLE LIVABLE NEIGHBORHOODS(G), have an ABUNDANCE OF DIVERSE FUN THINGS TO DO (H) and are SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY (I). Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 7 Dubuque City Government: Our Mission DUBUQUE CITY GOVERNMENT is a PROGRESSIVE (A) and FINANCIALLY SOUND CITY (B) with RESIDENTS RECEIVING GOOD VALUE FOR THEIR TAX DOLLARS (C) while ACHIEVING GOALS THROUGH PARTNERSHIPS (D) DUBUQUE CITY GOVERNMENT'S MISSION is to deliver EXCELLENT MUNICIPAL SERVICES (E) that SUPPORT URBAN LIVING (F), CONTRIBUTE TO AN EQUITABLE, SUSTAINABLE CITY (G), PLAN FOR THE COMMUNITY'S FUTURE (H) and FACILITATE ACCESS TO CRITICAL HUMAN SERVICES (I). Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 8 City of Dubuque Goals 2026 Robust Local Economy: Diverse Businesses and Jobs with Economic Prosperity Vibrant Community: Healthy and Safe Livable Neighborhoods and Housing: Great Place to Live Financially Responsible, High Performance City Organization: Sustainable, Equitable and Effective Service Delivery Sustainable Environment: Preserving and Enhancing Natural Resources Partnership for a Better Dubuque: Building our Community That is Viable, Livable and Equitable Diverse Arts, Culture, Parks and Recreation: Experiences and Activities Connected Community: Equitable Transportation, Technology Infrastructure, and Mobility Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 9 Policy Agenda 2020 – 2022 City of Dubuque Targets for Action TOP PRIORITY Fountain of Youth Additional Funding Dream Center Facilities and Programs: Self-Sufficiency and Additional Funding Equitable Poverty Prevention Plan: Implementation Chaplain Schmitt Island Master Plan: Implementation Equitable Fines and Fees Reform: Direction and Action Quality Affordable Housing Creation: Direction and Actions HIGH PRIORITY Childcare Initiative: Direction, Partners and Actions Food Insecurity: Direction and Actions Code of Ethics/Social Media Policy: Adoption Arts Operating Grants and Art on the River: Direction, Funding and Actions Arts and Culture Master Plan Implementation: Direction and Actions Four Mounds/HEART Program: Funding Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 10 Management Agenda 2020 – 2022 City of Dubuque Targets for Action TOP PRIORITY Community Cameras Program: Direction and Funding Dubuque Riverfront Master Plan: Development (U.S. Army Corps of Engineers) COVID-19 City Response: Reports and Actions City Racial Equity Toolkit: Implementation Bee Branch Creek Project: Next Steps Viking Cruise Destination Preparation: Direction and Actions Traffic Signal Synchronization/STREETS Program: Direction and Actions Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 11 HIGH PRIORITY Human Resources Policies and Handbook: Revision Completion Grand River Center Future Operations: Direction and Agreement School Resource Officers: Direction and Funding Emergency Services Youth Camps: Implementation Smart Mobility: Parking Structure Improvements, Technology Purchases and Other Actions Dupaco Parking Agreement: Completion Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 12 Management in Progress 2020 – 2022 City of Dubuque  Management in Progress 2020 – 2022 1. Brownfield Grants (4) a. Multi-Purpose – Consultant Contract b. Blum Site (3) 3. Façade Loan Program: Budget FY’ 22 Future Funding 2. Federal Opportunity Zones: Direction and Next Steps; Advocacy; Legislative Action – Extend Deadline; Marketing Brochure/Program Expansion, Riverfront Leases 4. Business Development at the Airport: University of Dubuque – Pending Funding 5. Opportunity Dubuque Job Training Program: Support Gaining Opportunity Program Linked 6. Industrial Park Development: Next Steps 7. Air Service Expansion: City Actions and Funding for Guarantee 8. Traffic Camera System: Installation 9. Dispatcher Training Program: Additional 10. 4-Day Equity Training Program: Kick Off 11. 9-1-1 Staffing Changes 12. Police Re-Accreditation: Direction and Funding 13. P25 Radio System Building and Implementation 14. Water and Resource Recovery Center: Certification of Environmental Laboratory for Analysis of Nutrients 15. CAD Connection to City Cameras Network: Vendor to Complete Project 16. Humane Society Contract Renewal 17. Fire Station 6 Safety Concerns: Direction 18. Communication National Quality Assurance: FY ’21 Budget Funding 19. Equitable Community Actions Plan: Development 20. Fire Accreditation: Completion 21. Crescent Community Health Center: Expansion for Behavioral Health 22. Lead Grant Application: Submittal 23. Crime Prevention Program: Evaluation Report, Best Practices, Direction and City Action Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 13  Management in Progress 2020 – 2022 24. CHANGE Program: Implementation 25. Imagine Dubuque: Implementation 26. Code Enforcement Accela Program: FY ’22 Budget Funding 27. Downtown Commercial Buildings Project 28. InVision Facility Management Software Implementation 29. City Performance Measures: Implementation 30. City Work from Home: Direction and Actions 31. New City Clerk: Selection 32. City Legislative Lobbying/Advocacy Agenda 2021 33. Cartegraph OMS System Asset Management System Expansion a. Enterprise Licensing b. Engineering c. Storm Sewer 34. Internal Liquor License Approval Process: Finalization 35. Certified Financial Report Software Conversion 36. Indirect Rate for Grants: FY ’21 Budget Request 37. Citywide Departmental Work Order System Implementation 38. Socrata Implementation: Next Steps a. Integration with Equity Key Performance Indicators b. Integration with Data-Driven Decision Making 39. Financial Management Software: Study and Draft RFP a. Financial ERP b. Cost Allocation Software c. Cloud-Based Collaborative Software 40. ADA Compliance Transition Report a. Funding Phase 2 b. Software 41. Digital Signatures: Policy and Direction 42. 911 Communications Center: Re-Negotiations with Dubuque County 43. Centralized Facility Maintenance and Management Department a. Report b. Decision 44. Emerald Ash Borer Program: Implementation a. Funding b. Updated Tree Policy c. Tree replacement presented 45. Pollinator Habitat in Park System: Research and Budget Funding FY’22 46. Sanitary Sewer System Condition Assessment: FY ’20 Budget 47. Sewer Infrastructure Asset Management Plan: Consultant Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 14  Management in Progress 2020 – 2022 48. Growing Sustainable Communities Conference: Expansion 49. Water and Resource Recovery Center: Nutrient Trading and Funding 50. Public Education on Bikeable/Walkable Dubuque: Budget Funding FY ‘22 51. Lead and Copper Rule Compliance Water Sampling and Testing (Annual) 52. Flood Control System: Corps of Engineers Project Approval 53. FOG Program: Actions a. WRRC Environmental Coordinator: Hired b. Program Revision: Align Enforcement and Ordinance c. Marketing Strategy 54. 50% by 2030 Community Climate Action and Resiliency Plan 55. Landfill/Methane Gas: Implementation 56. My Brother’s Keeper: College Access Work Group 57. Race in the Heartland Support: Direction and Funding 58. Civic Action Plan and Civic Leaders Program: a. Training b. Three Projects 59. Welcoming and Connecting with New Residents Program: Implementation (GDDC) 60. AmeriCorps Support of Grade Level Reading Initiative: Update Report, Direction and City Actions 61. E. B. Lyons Center Partnership Development: Agreement 62. Library Marketing Campaign: a. Decision: Funding FY‘21 63. AmeriCorps: Potential Expansion Area – Partnership, Development, Direction, Grant Writing and Funding 64. Leisure Service Registration System: Purchase and Implementation 65. Changing Lives Through Literature Program 66. Wi-Fi in Intermodal and Intermodal Lobby: Implementation 67. Smart Tool for Integrated Parking Platform: a. Pilot Program b. Funding FY ‘22 68. Street Maintenance Program Increase Funding: Funding Budget FY’ 22 69. Downtown Parking Ordinance: Major Revision 70. Complete Streets Policy Implementation: Data Collection and Update Report 71. Wi-Fi in Fixed Routes: a. Exploration b. Funding FY ‘21 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 15  Management in Progress 2020 – 2022 72. Ramps Structural Analysis: a. Preliminary Analysis b. RFP 73. Comprehensive Pavement Preservation: a. Consultant b. Plan 74. Transportation Customer App: Implementation 75. Community Broadband Services Enhancements: Implementation Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 16 Major Projects 2020 – 2022 City of Dubuque  Major Projects 2020 – 2022 1. Crescent Community Health Center: Clinic 2. Multi-Cultural Family Center: Construction and Equipping Complete 3. Fire Station HVAC and Lighting Improvements: RFP and Funding 4. Fire Headquarter and Stations ADA Compliance 5. Historic Millwork District Parking Lot and Signage 6. Lowell Street Retaining Wall Repair: Funding 7. City Hall Annex Windows Replacement: Funding Budget FY ’22 8. 17th/West Locust HUD Resiliency Storm Sewer Improvement Project: a. Phase 1 Completion b. Phase 2 Funding FY ‘22 9. Fire Hydrants Installation [former Vernon Water System] 10. Grand River Center: Upgrade Projects 11. Eagle Point Park Environmental Restoration Project: a. Phase 1 – Award Construction b. Phase 2 – Award Construction 12. Bunker Hill Golf Course Irrigation: a. Bid b. Construction 13. Eagle Valley Subdivision Park: Funding, Planning and Construction 14. Veterans Memorial Project Dedication 15. Comiskey Park Renovation 16. English Ridge Subdivision Park: Funding, Planning, Completion 17. Highway 52 Repaving a. Phase 1: Central Avenue (21st to 32nd Pavement Rehab b. Phase 2: White Street (11th to 21st) Pavement Rehab c. Phase 3: White (9th to 11th), 11th(White to Elm) Pavement d. Phase 4: Central Avenue (9th to 21st) Pavement Rehab 18. Four Laning Southwest Arterial: Completion 19. North Cascade Reconstruction (to Timber Hyrst Subdivision) Water Main Extension: Phase 1 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 17  Major Projects 2020 – 2022 (Continued) 20. Roundabouts: Funding a. University/Pennsylvania: Design b. University/Asbury: Design c. University/Loras: Design 21. Chavenelle Road Rehabilitation 22. Chavenelle Road Hike/Bike Trail 23. NW Arterial Upgrade (IDOT) 24. Washington Street Improvements (7th to 9th): Completion, Funding FY ‘22 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 18 City Successes for 2020 – 2022 Mayor and City Commission Perspective City of Dubuque 1. COVID-19 City Response: Nimbleness, Provided Clarity in light of Mixed Messages and Guidelines, Common Sense Approach, Focused on the Health and Safety of our Residents and City Employees 2. SW Arterial: Completed and Open 3. Simmons Pet Food Business: Coming to Dubuque, Hiring Employees and Opening in July 2021 4. Viking Agreement and Future Cruises Coming to Dubuque 5. Dream Center Compromise 6. Multi-Cultural Family Center Building: Completed 7. Shared Prosperity Policy: Office Created; City Position 8. Social Justice: Police-Community Relations, March, Police Chief’s Compassion and Empathy 9. Debt Reduction Policy: Implementation 10. Pets in Parks (except for Eagle Point Park) 11. Budget and Tax Rate 12. Bee Branch Project: Completed, Prepared for a 500 Year Event 13. Fire Department Accreditation: Achieved 14. Brain Health: Shift in Focus 15. New City Clerk: Hired, Smooth Transition Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 19 16. Riverview Park: Open 17. Strategic Plan and Action Agenda: Significant Progress 18. Moody Bond Rating: Recognition of City of Dubuque’s Fiscal Health 19. Mayor and City Council Transition to Virtual Meetings 20. Riverfront Leases: Completed 21. Community Broadband Expansion 22. Housing Tiered-Inspection Program: Identifying Problem Landlords, Addressing Critical Issues and Upgrading Quality of Housing 23. Sustainability Initiative: Studying Electric Buses and Fleet 24. Addressing Food Insecurity 25. Central Avenue Re-Surfacing Project 26, DRA Grants Program 27. Code of Ethics: Development, Ready for Adoption 28. Roosevelt Water Tower: Completed; Improved Water Pressure for Residents and Businesses Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 20 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY ACHIEVEMENTS 2020 – 2022 1. OTHER SUCCESSES: • Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 21 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE ACHIEVEMENTS 2020 – 2022 1. OTHER SUCCESSES: • Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 22 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE ACHIEVEMENTS 2020 – 2022 1. OTHER SUCCESSES: • Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 23 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY ACHIEVEMENTS 2020 – 2022 1. OTHER SUCCESSES: • Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 24 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES ACHIEVEMENTS 2020 – 2022 1. OTHER SUCCESSES: • Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 25 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE ACHIEVEMENTS 2020 – 2022 1. OTHER SUCCESSES: • Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 26 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES ACHIEVEMENTS 2020 – 2022 1. OTHER SUCCESSES: • Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 27 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY ACHIEVEMENTS 2020 – 2022 1. OTHER SUCCESSES: • Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 28 C Board and Commission Successes 2020 – 2022 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 29 BOARD AND COMMISSION SUCCESSES 2020 – 2021 Dubuque, Iowa June 2021 BOARD/COMMISSION: Airport Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2020 – 2021. Success: Approved updated Airport Minimum Standards Impacts: Ensures fair and equitable treatment of Airport tenants Success: Four Corporate Hangar Leases Approved Impacts: Increased revenue for Airport Success: Federal Grant Funding for three relief funding grants Impacts: Revenue for Airport operating and maintenance expenses Success: Federal Grant Funding for three projects (Airfield Lighting, FAA Reimbursable Agreement, Pavement Maintenance Program) Impacts: Revenue for Airport capital projects Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 30 BOARD AND COMMISSION SUCCESSES 2020 – 2021 Dubuque, Iowa June 2021 BOARD/COMMISSION: Arts & Cultural Affairs Advisory Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2020 – 2021. Success: Weekly virtual check-ins with current and past Arts & Culture grantees initiated by Staff in April 2020 in response to COVID-19 impacts on the sector to offer support and networking. Impacts: Weekly check-ins continues based on continued interest of grantees, with access to check-in expanded to other stakeholders interested in the networking opportunity. Check-ins have created space for nonprofits to connect network, and foster new collaborations during a time of isolation due to the pandemic while offering a consistent meeting time that is now used for peer-to-peer learning on timely topics such as new funding opportunities, DEI best practices, introductions to other City departments and private sector entities. We feel that the relationships foster and regular resource sharing have been responsible for Dubuque’s nonprofit Arts & Culture organizations securing $1.5M in COVID-91 relief funding in the past year. All current grantee organizations shifted operations and programs in 2020/21 and we’re proud to say that all remain in existence at this time. Success: Significant updates and improvements to administration of current Arts & Culture grant programs by the Commissions’ Grants Subcommittee in collaboration with Staff including review and revisions to grant guidelines and securing FY21 funding increase for Operating Support program. The Commission also considers it a success that Staff worked with City Leadership to maintain grant programs and effectively manage COVID-19 budget impacts to continue support for Arts & Culture partners. Impacts: Increased clarification of purpose, guidelines, and application questions with both Operating Support and Special Projects programs as well as timely adjustments made to ensure programs accounted for COVID-19 impacts and increased DEI priorities. Overall efforts have improved efficiency and relevance of the programs to ensure organizations continue to have access to adequate levels of support to continue and expand their community impacts. Approved FY21 Improvement Package to increase funding for Operating Support program was first increase to program since FY13. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 31 Success: Identified unawarded FY21 grant program funds due to interruptions due to COVID-19 on funding cycle timeline. Instead of allowing the funds to go unutilized, Grants Subcommittee in collaborations with Staff drafted guidelines and application process for a nonrecurring Creative Resiliency Grant for Arts & Culture Nonprofit; awaiting program approval by City Manager as of 5/21/21. Impacts: If approved, program will distribute up to an additional $23,311 of “limited, flexible support to arts, humanities and cultural nonprofit organizations operating within Dubuque city limits to undertake activities that expand organizational capacity, increase financial stability, promote equity and inclusion, and enhance programmatic offerings in response to COVID-19 and inequity concerns exacerbated in 2020.“ Success: Public-facing DEI-related efforts through recommendation of and implementation support of Solidarity mural and issuing of ‘Commitment to Equity’ Statement. Impacts: Involvement in the Solidarity Mural fostered collaboration and partnerships across City departments and community groups such as the Fountain of Youth, Switching Places Foundation, Voices Productions, Creative Adventure Lab, Clarke University, and various private businesses and individual creatives with 75+ community members volunteering in mural creation. Mural has received regional and national attention. Issuance of Equity Statement results in increased community engagement and recognition of the role of arts and culture in fostering an equitable community of choice; several of the City’s Arts and Culture grantees followed suit in issuing statements and at least 3 are currently developing action plans to realize the goals of those statements. Success: Adoption of Operating Support Program, Art on the River, and continued Implementation of Master Plan as High Priority Agenda items for 2020-22 by City Council. Impacts: FY22 Improvement Package submitted but not recommended to address continued gap between funding requests and available budget for Operating Support grant program. Continued funding and support for Art on the River along with promoting ongoing conversations about public art programs in other areas of town. Increased volunteerism and community engagement in pushing multiple strategies of the Master Plan forward; increased communication with City leadership and City Council on Master Plan efforts. Renewed effort by broader arts and culture sector to advocate for itself and communicate importance of their work in the community. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 32 BOARD AND COMMISSION SUCCESSES 2020 – 2021 Dubuque, Iowa June 2021 BOARD/COMMISSION: Historic Preservation Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2020 – 2021. Success: Historic Preservation Investment: Investment in historic districts and downtown neighborhoods was over $3 million in FY20. Impacts: Livable Neighborhoods and Housing: Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses. Success: Conducted Virtual 2020 Preserve Iowa Summit in Dubuque on June 3-5, 2020. The annual statewide conference for professionals and volunteers involved in historic preservation in Iowa typically draws 350-400 preservation professionals, historic property owners, and community leaders from across Iowa and the Midwest. The HPC worked with community partners to plan and organize the event. The Summit was conducted virtually. Impacts: Partnership for a Better Dubuque: Partner for historic preservation. Success: Eagle Point Park (EPP): Continued Phase I Archaeology Survey Conducted Phase I Archaeology Survey at Eagle Point Park Impacts: Sustainable Environment: Preserving and Enhancing Natural Resources Success: Historic Preservation Month: Proclamation; Media release about events; present Ken Kringle Awards at City Council meeting Impacts: Partnership for a Better Dubuque: Partner for historic preservation. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 33 BOARD AND COMMISSION SUCCESSES 2020 – 2021 Dubuque, Iowa June 2021 BOARD/COMMISSION: Human Rights Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2020 – 2021. Success: Supported second annual Race in the Heartland Conference Impacts: Nearly 250 attendees despite virtual format; excellent positive feedback; opportunity for attendees to take what they learned back into their organizations and community for impact. Success: Engaged youth in the Race in the Heartland Conference and added a youth panel discussion Impacts: Youth voices included and heard as vital part of advancing racial equity. Success: Engaged with Dubuque Community School District Equity Coordinator to review data and examine ways that the Commission can support equity in education Impacts: Began to investigate opportunities, but vacancy in equity director position has stalled this effort. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 34 BOARD AND COMMISSION SUCCESSES 2020 – 2021 Dubuque, Iowa June 2021 BOARD/COMMISSION: Carnegie Stout Public Library Board of Trustees Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2020 – 2021. Success: The board identified a new Library Director. Impacts: The Library Director will ensure continuity of library operations and fulfill the library’s mission statement. Success: The library successfully navigated operation through the COVID-19 pandemic. Impacts: The library was able to continue service to Dubuque residents. Success: The library partnered with Kennedy Mall to open the ‘While You Wait’ program. This program provides books where residents are apt to have downtime and an opportunity to read. Impacts: This program expands library services, reaches people where they are, and serves a different segment of the public. Success: The library worked with our Marketing Coordinator to increase outreach across multiple platforms. Impacts: These marketing efforts have increased awareness of the library, expanded the library’s online presence, and facilitated use of the library’s online services and programs. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 35 BOARD AND COMMISSION SUCCESSES 2020 – 2021 Dubuque, Iowa June 2021 BOARD/COMMISSION: Park and Recreation Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2020 – 2021. Success: Leashed Pets in (Most) City Parks. Opened most parks to pet owners with leashed pets. Impacts: Parks and recreational amenities for all and choices for residents’ leisure time. Partnerships with non-profits to add recreational amenities. Success: Continuing care for Eagle Point Park including implementation of Ecological Restoration Plan, and infrastructure repairs. Impacts: Continued enjoyment of treasured places. Success: Chaplain Schmitt Committee for development of Chaplain Schmitt Island master plan. Impacts: Many commissioners provided insight for master plan and citizens provided input. Success: Valentine Park Community Garden Impacts: Will provide the community fresh fruits and vegetables. Success: Disc Golf Course Funding Impacts: Encouraged funding and brings awareness to the community. Enhanced future safety and enjoyability. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 36 BOARD AND COMMISSION SUCCESSES 2020 – 2021 Dubuque, Iowa June 2021 BOARD/COMMISSION: Resilient Community Advisory Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2020 – 2021. Success: Reviewed update of the 50% by 2030 Climate Action Plan, some members participated directly by serving on the Community Team responsible for the update. Reviewed & discussed CAP Implementation Plan and Strategies. Impacts: The climate action plan sets the course for Dubuque’s efforts to reduce GHG while increasing equity for the next 9 years. Success: Listened to various inputs and provided recommendations related to proposed change in garbage collection while offering potential solutions that meet the City’s needs (worker safety) and climate goals. Impacts: Implementation was changed to somewhat address Commission’s concern that the fee structure provided an incentive to put MORE waste in garbage rather than recycling. (Commission could have done more if involved earlier in process) Represented larger community input on issue and advised City Council. Success: Updated Sustainable Dubuque Grant guidelines and scoring rubric Impacts: Increased understanding of grant goals, impact, and ideas and made grant scoring more transparent and easier. Success: Awarded $25,000 in Sustainable Dubuque Grants to community members and groups. Impacts: Reviewed and awarded grants, projects address 12 principals of sustainability and engage or educate community. Increased community resiliency through variety of projects (gardens, trees, waste reductions/landfill diversion, etc.) Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 37 BOARD AND COMMISSION SUCCESSES 2020 – 2021 Dubuque, Iowa June 2021 BOARD/COMMISSION: Transit Advisory Board Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2020 – 2021. Success: Student Annual Pass (Aged 12-18) – Change from $15 a year to free. Impacts: This will provide free rides to students for all of their desired destinations throughout the entire year. Success: Veteran Annual Pass – Honorably discharged veterans. $20 a year for unlimited rides. Impacts: This will provide rides for $20.00 annually in place of our regular full ($1.50) and half ($.75) fare requirements per ride. Intended to show appreciation for sacrifices made by veterans for our country. Success: College Student Mobile App Pass – a $20 monthly-unlimited pass will be offered to students enrolled at Clarke, Loras, University of Dubuque, Emmaus, and Northwest Iowa Community College. Impacts: This will provide discounted fares and unlimited rides for the College students. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 38 BOARD AND COMMISSION SUCCESSES 2020 – 2021 Dubuque, Iowa June 2021 BOARD/COMMISSION: Zoning Advisory Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2020 – 2021. Success: The Zoning Advisory Commission reviewed 10 rezonings, 2 Site Plan Waivers, 4 plats, 6 text/plan amendments in Fiscal Year 2021. Impacts: Financially Responsible, High-Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Success: Approved text amendment to add definition of community gardens and add gardens as a permitted use. Impacts: Community gardens are considered an important part of the effort to create a sustainable community and increase the availability of fresh wholesome food to areas of the city where such food may not be readily available. They can beautify vacant often unsightly lots, create vibrant green spaces, increase property values, provide fresh food to people, lead to a healthier lifestyle, provide educational opportunities and build stronger communities. Success: Approved text amendment to allow licensed childcare center as a permitted use in commercial, office and industrial districts instead of a conditional use permit Impacts: Encourages the provision of accessible and affordable day care for children and will reduce cost and time that may create barriers to the development of childcare facilities. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 39 BOARD AND COMMISSION SUCCESSES 2020 – 2021 Dubuque, Iowa June 2021 BOARD/COMMISSION: Zoning Board of Adjustment Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2020 – 2021. Success: The Zoning Board of Adjustment held public hearing on 39 Special Exceptions, 6 variances and 7 conditional use permits for a total of 52 cases in Fiscal Year 2020. Impacts: Financially Responsible, High-Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Success: Able to conduct all Zoning Board of Adjustment meetings virtually during COVID-19. Impacts: Financially Responsible, High Performance City Organization: Provide City services responsive to the community. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 40 D Department Performance 2020 – 2022 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 41 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Airport Please list your department’s most important achievements that were completed during 202 0 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Surviving COVID Impacts: No furloughs, maintained services, open 24-7 Success: Air Service Forum Meeting Impacts: Chamber of Commerce hosted, and local community members attended Success: Julien Dubuque International Film Festival Sponsor Impacts: More inbound traffic and showcasing Dubuque with associated economic impact Success: Increased Aircraft Operations Impacts: Busiest airport in Iowa in 2020 Success: Federal Funding Received Impacts: 3 federal relief grants-$2.1 million received, 1 unknown Success: EAA Corporate Agreement Impacts: Stimulating general aviation through meetings, events Success: NICC Avionics Program Impacts: University of Dubuque, NICC and DBQ to start program to help stimulate pending aviation workforce shortage Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 42 Success: State of Iowa Aviation Air Service Funds Impacts: $48,000 state funds used to market and inform public of air service Success: Hired Replacement for FBO Supervisor Impacts: New Supervisor will start June, 2021 Success: Held Run the Runways Event-April, 2021 Impacts: Fund raiser for prevention of Human Trafficking-partnership with UD Success: Terminal Building Naming Impacts: Captain Robert L. Martin Success: Constructed Two Private Corporate Aircraft Hangars (100’ x 130’ and 100’ x 140’) Impacts: Additional land rent revenue Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 43 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: City Clerk’s Office Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Distributed free masks to local businesses that were provided by the Dubuque County Incident Management Team. Impacts: 3500 masks were distributed to 34 local businesses, providing a key resource for businesses to help their staff and customers remain safe during the COVID-19 pandemic. Success: Transition to Virtual City Council Meetings due to the COVID-19 pandemic Impacts: City Council, City staff, and the public have been able to engage in City Council meetings while adhering to Centers for Disease Control (CDC) guidelines for social distancing. Success: Transition to Virtual Customer Service due to the COVID-19 pandemic Impacts: Continue to provide effective customer service in a virtual capacity; ensuring customers are connected to the appropriate resources. Success: Streamline Special Event Permit Approval Process Impacts: Streamlined approval has led to faster processing of applications. Success: Boards and Commissions summary descriptions added to the City’s website. Partnered with Strategic Equity Coordinator to ensure inclusive language was utilized for descriptions Impacts: Provides the public with better understanding of the purpose of each board and commission, hopefully leading to increased interest in volunteering. Inclusive language may prevent intimidation or hesitancy from the public on whether they feel they can participate in a board or commission. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 44 Success: Successful transition of new City Clerk into role Impacts: No negative impacts to City Council meetings, document processing for City departments, and interactions with citizens from transition of new individual into the City Clerk role Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 45 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: City Manager’s Office Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Led organization’s COVID-19 response, organizing to ensure public health, employee safety, non-profit and business support, and continuity of internal and external communication Impacts: Ensure that all residents live in a Healthy & Safe Community with a Robust Local Economy, Livable Neighborhoods & Housing, and Diverse Arts, Culture Parks & Recreation opportunities, even in a pandemic. Success: In partnership with Mothership departments, continued “organization in transition” work, including development of supervisor training and rewrite of employee handbook. Impacts: Made progress towards our goals to become a more equitable, high-performing, resilient, innovative, data-driven and compassionate organization, an “organization of choice”. Success: Continued efforts to become a more equitable organization and community of choice, including hosting Black Lives Matter partner work session with City Council, developing CMO equity plan, integration of BLM partners’ priorities into legislative priorities, and supporting equitable fines & fees and equitable poverty prevention & reduction plan Impacts: Progress towards our goals to become a more inclusive and equitable community for ALL. Capacity building for our partners focused on equity work to improve outcomes in key areas of economic opportunity, health, education, and housing. Success: Secured upwards of $8 mil in COVID-19 funding and avoided the need to make service cuts, lay off employees, or increase taxes Impacts: Provide high-quality City services responsive to the community while remaining a financially sound and responsible City government. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 46 Success: Secured additional Bee Branch funding from state to complete infrastructure under the railroad. Impacts: Reduce potential flooding through flood plain management, mitigation and protection Success: Creation of Office of Shared Prosperity & Neighborhood Support Impacts: Partner with community organizations to provide opportunities for residents for upward mobility and empowerment across all demographics. Engage contracted and purchased services partners in advancing Council goals and community betterment Success: Finalize contract w/ Viking Cruise & secure CIP for dock construction Impacts: More retail, services, recreational and entertainment opportunities – keeping sales tax and dollars in Dubuque Success: Implement the Master Plan with the US Army Corps of Engineers on Dubuque riverfront with focus on recreational, environmental, flood control and dredging projects. Impacts: More retail, services, recreational and entertainment opportunities – keeping sales tax and dollars in Dubuque Success: America’s River 3 –hosted ground breaking for RR and recognition of naming donations. Impacts: Leveraging community resources in order to accomplish more than tax revenues Success: Funding & capacity building for City Council priority partners – Dream Center, FOY, Four Mounds HEART Impacts: Engage contracted and purchased services partners in advancing Council goals and community betterment Success: State legislative: Saved TIF, saved backfill in 2020, saved historic tax credits Impacts: Be an advocate for the Dubuque community and City through lobbying at federal and state government levels Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 47 Success: Secured federal grants, including for John Deere Rd in partnership with Dubuque County Impacts: Be an advocate for the Dubuque community and City through lobbying at federal and state government levels Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 48 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Economic Development Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were a s a result of each achievement. Success: Assistance to Low- to Moderate-Income-owned small businesses Impacts: 1 small non-profit business created and 9 assisted with $3,000 grant Success: Progress on Childcare issues Impacts: Local coalition has formed to focus on fitting roles (providers reps, education, private sector industry, government, community foundation) in order to increase the number of quality, affordable childcare openings Success: Partnering with Fountain of Youth Impacts: Provided additional funding, and partnered on programming to support FOY and City’s shared goals (reducing poverty, increasing small business creation) Success: COVID-19 response Impacts: Create and monitor loan program funded by Dubuque Initiatives to support local small businesses. Also partnered with Dubuque Main Street to facilitate more flexible permitting for small businesses in order to allow for more outdoor commerce. Success: Historic Millwork District – relaunch of monthly stakeholder meetings Impacts: City and private sector meet regularly to share project information and to work toward a master plan update. Success: Commitment of grant funds for creation of 71 new housing units Impacts: Helps alleviate housing shortage in Dubuque Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 49 Success: Downtown rehab grant agreements Impacts: Our department signed four agreements utilizing DRLP funding (façade, planning & design, and financial consultant) in FY21. These public investments of $99,000 resulted in $640,000 of private investment in the greater downtown. Success: Grant secured from GARE and Bloomberg Philanthropies for Arts & Culture Initiatives Impacts: $25,000 awarded to support new public art initiative in collaboration with Transit Dept and in support of Climate Action work (Art En Route Bus Shelter Sidewalk Mural Program, implementation Summer 2021); $18,500 awarded to support racial equity in the arts through increased representation and relationship-building (Dubuque Renaissance Project, fund expenditure through Dec. 31, 2021) Success: COVID-19 Arts Response through new Creative Cohort network Impacts: 40+ weekly, regularly scheduled virtual call with nonprofit arts and culture groups has strengthened relationships and resiliency across arts groups by creating a support network. Network also serves as a communication tool for sharing information and resources, bringing timely topics to a large group for education and discussion, and fostered breakout small group topical calls. Network will be used in 2021-2022 to facilitate peer-sourced DEI training opportunities regarding organizational development and best practices in arts and culture sector Success: All City grant-funded arts and culture nonprofits maintained presence and 501(c)3 status Impacts: Variety and diversity of arts and culture experiences available in the community continues. Despite mandated COVID-19 closures (doors shut March 17, 2020) results in at least a $3.9M decrease in revenue compared to 2019 across the sector, it is anticipated that all Operating Support grantees will return to robust operations and programming in 2021-2022. Success: Simmons! and Giese DA’s Impacts: These two agreements resulted in $76,000,000 of private investment in the industrial center and created 281 jobs. Success: Review and updates to existing Arts & Culture grant program guidelines and processes informed by COVID-19 impacts, equity priorities, and current City plans Impacts: Increased efficiencies, clarity of purpose and process, DEI explicit in narrative / scoring, considerations of COVID-19 impact on 2020 revenues incorporated in line with Iowa Arts Council shifts to their funding programs. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 50 Success: Partnering with Loras College’s Community Work Study (CWS) Program Impacts: In response to paid intern position frozen in FY21 due to COVID-19 thus decreasing departmental capacity, relationship built with Loras’ CWS to utilize their federally funded program to secure support for Arts & Cultural Affairs Coordinator. Student received mentorship and work experience, arts and culture efforts and efficiencies improved, department found a new resource that will be used on an ongoing basis. Success: Successfully adjusted to working remotely Impacts: Able to provide continued excellent customer service during the pandemic, increased public participation in Arts Commission meetings, quorum achieved for all Arts Commission meetings Success: Tangible progress on strategies of Arts & Culture master plan Impacts: Multiple strategies of the Arts & Culture master plan moving from planning stages into action through efforts of various working groups. Includes partnership with Dubuque County Fine Arts Society to create public-facing Creative Economy directory (currently available in beta mode), increased networking of Creative Economy via social media (244 member active in We Create DBQ group), engagement and relationship building with Black creatives through Dubuque Renaissance project efforts, Project Brief being drafted by various stakeholders to undertake umbrella communications campaign that collectively markets Dubuque’s arts and cultural assets. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 51 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Emergency Communications Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident wer e as a result of each achievement. Success: Radio System Replacement Impacts: New P25 Radio System for all responders in Dubuque City/County. Better radio coverage for all law, fire and EMS provides more safety for residents and visitors Success: Dual 911 Locations during Covid Impacts: 2 locations for Public safety dispatcher providing seamless service while staying socially distant Success: Panic Button in all City Buildings Impacts: Safety for all City employees Success: Rapid SOS Impacts: Better location service to locate 911 calls Success: Camera interface to CAD Impacts: Dispatchers can see events live from workstations. Provide better information for responder safety & response Success: New Storm paging/ Back up fire paging Impacts: Quicker outdoor warning paging and quicker notification for of storms for all responders. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 52 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Engineering Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Finished the SW Arterial Impacts: This project created a bypass for trucks from the south and to the west. This will reduce truck traffic on Hwy 20 and reduce traffic backups currently experienced by citizens. The Southwest Arterial also opens up a lot of development opportunity on the south end of Dubuque for future commercial development and housing. Success: Finished construction of North Cascade Road from Edval Lane to Catfish Creek Impacts: This project created a safer road for residents. Two sharp horizontal curves were straightened. Bike lanes were added and improved access to a subdivision improves transportation options and access for citizens. Success: Reconstruction of Kaufmann Avenue from Francis Street to North Main Street Impacts: A large box culvert was installed in the corridor along with new intakes to reduce flooding to the immediate area. This area has historically flooded from flash rain events. Residents benefit from increased resiliency from flooding. Success: Reconstruction of Jackson Street from 11th to 12th Streets Impacts: This project replaced deteriorated pavement and added improved sidewalks and lighting to the street. Success: Bee Branch Creek RR Culverts Project substantially complete Impacts: Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 53 Success: Constructed the Chavenelle Road Hike/Bike Trail – Seippel Road to Radford Road Impacts: A 10-foot-wide multi-use trail was constructed that allows citizens an ADA accessible route and additional transportation option in the corridor. Success: Resurfacing of Central Avenue on construction of ADA Ramps from 9th Street to 21st Street Impacts: This project extended the life to the pavement on Central Avenue and reconstructed all the ADA ramps from 9th to 21st street. This provides safe access to those with limited mobility. Success: Completion of the Chaplain Schmitt Veterans Memorial Impacts: This project created a new memorial for the veterans of multiple conflicts in the United States past. ADA provisions and displays and lighting were constructed. Success: Fiber Optic Conduit Collaboration Projects Impacts: These projects provide improved connectivity for the Dubuque community and add resilience to the internet in the community. The City was able to use a public/private partnership approach to add significantly more fiber infrastructure to the community given the budget constraints it had. This also allowed providers to construct improvements in the Dubuque area at a lower cost than normally would have been possible. This created backbone fiber in the community to improve redundancy and improve reliability. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 54 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Finance Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Department flexible hours implementation. Increased hours of service available to residents. Hours are now Monday – Thursday 7 a.m. – 5 p.m. and Friday 7 a.m. – 1 p.m. In addition, allows for department-wide flexible hours. Staff can select start time and length of lunch if 9 hours are worked Monday – Thursday and 4 hours are worked on Friday. Impacts: Provide City services responsive to the community/ Provide easy access to City information and services for all / Easy, convenient access to City information and services/ Customer-focused City service delivery Success: Selected Enterprise Resource Planning financial software vendor and began implementation. Enhanced reporting and a single source of truth, better access to customer information, faster response time, improved on-time delivery, improved accuracy, only carry as much inventory as needed, better invoicing and better collection tools, improved inventory planning, better procurement management, better customer service, improved vendor relationship management, dedicated security resources, data security and redundancy, automated manual or routine tasks, and smarter electronic workflows. Impacts: Provide easy access to City information and services for all/ Maintain and enhance transparent City government and decision making using available technology/ Secure City information and data using the “Best Practices”/ Easy, convenient access to City information and services/ Secure City information, including personal information/ Customer-focused City service delivery Success: Certificate of Achievement of Finance Reporting from GFOA for Comprehensive Annual Financial Report for 32 consecutive years Impacts: Financially sound and responsible City government Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 55 Success: Distinguished Budget Presentation Award from GFOA for the Fiscal Year 2021 budget documents. Award received fifteen consecutive years with special capital recognition in Fiscal Years 2018 and 2019. Impacts: Financially sound and responsible City government. Success: Unmodified audit opinion for the June 30, 2020 Comprehensive Annual Financial Report Impacts: Financially sound and responsible City government. Success: Maintained strong financial position during the pandemic. Fiscal Year General Fund Balance as a percentage of revenue was 31.24%. Effectively managed revenue losses by freezing vacant positions, freezing travel, and training, and freezing most equipment replacements and capital projects. Impacts: Increase enterprise/general fund reserve funds to 20% / Financially sound and responsible City government. Success: Provided all utility billing services while all staff was remote. Paperless processes were quickly created and alternative payment methods were widely marketed. Impacts: Provide City services responsive to the community / Provide easy access to City information and services for all/ Financially sound and responsible City government / Customer-focused City service delivery Success: Met the debt reduction plan to retire more debt than what is issued in a fiscal year. Reduced total debt at 6/30/20 by $12.4 million and the percent of statutory debt limit used decreased from 56.32% to 50.22%. Impacts: Continue to follow statutory debt limit plan / Financially sound and responsible City government Success: Outstanding Water Enterprise Revenue bonds credit rating was increased from A2 to A1 by Moody’s Investor Services in May 2021. Strong cash reserves, strong capital and operating planning and unlimited rate setting authority led to the upgrade. Impacts: Maintain/improve the City bond rating/ Financially sound and responsible City government Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 56 Success: Outstanding General Obligation Bond’s credit rating was affirmed at Aa3 by Moody’s Investor Services in May 2021. Moody’s cited: Growing economy bolstered by role as a regional economic center for northeastern Iowa; Revenue raising flexibility through multiple property tax levies and franchise fees; Full value of the city's tax base had grown at a compound annual rate of 4.1% from 2014 to 2019, but growth was muted in fiscal 2020, increasing just 1% to $4.9 billion; Permit activity slowed during the pandemic but new permits in the latter portion of fiscal 2021 (fiscal year end of June 30) indicate a recovery; While the coronavirus pandemic has led to the loss of over 2,000 jobs in Dubuque County between February 2020 and February 2021, the unemployment of 4.7% remains well below the national rate of 6.6%; Cash position is strong and has steadily improved and is expected to remain stable. At the close of fiscal 2020 net cash across city operating funds totaled $26.2 million, equivalent to 34% of operating revenue; Below average property wealth and resident income levels; Above average debt burden. Impacts: Maintain/improve the City bond rating/ Financially sound and responsible City government Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 57 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Fire Please list your department’s most important achievements that were compl eted during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Completion of Community Risk Assessment and Standard of Cover Impacts: Quantified data on response capabilities to meet the unique risk level of the city. Success: Increased Personnel Roster by Two Positions Impacts: Building staffing to address needed increases in response capability and reduces need for overtime costs. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 58 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Health Services Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Formed COVID-19 Dubuque County Incident Management Team Impacts: Broad based community response to the pandemic focusing not only on health guidance but securing and facilitating leadership for housing, food security, business/employer community, health care and long- term care, child care PK-12 schools, higher education, community based organizations and special/vulnerable populations, COVID testing, access to health care, hospital operations maintaining their ability to admit and care for patients, and informed community partners who were able to implement COVID-19 guidance and state and local emergency orders. Success: Updated and renewed contract with Iowa Department of Inspections and Appeals Impacts: Continue to inspect restaurants and food establishment to assure food safety Success: Implementing increased pet license fees. Impacts: Provide revenue for animal control activity and licensing costs to incentivize spay and neutering of pets. Success: New agreement with Dubuque Humane Society Impacts: Secured and assures adequate housing and care for stray animals/pets. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 59 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Housing & Community Development Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Kept resident facing programs moving forward during COVID – Resiliency, Rent Assistance, Section 8, etc. Impacts: Residents were able to meet basic needs through the pandemic, and landlords were able to get paid to sustain their business. Success: Solicited new Contractors to Complete residential work Impacts: Lower bids, more efficient and more work completed Success: Started Several New Program – Energy Savers Program, Windows Program, Landlord Incentives, Family Unification Program, VASH Vouchers Impacts: Residents and businesses had more access to direct assistance increasing the safety and affordability of housing. Success: Updated Section 8 Administrative Plan Impacts: Continue to improve access and program efficiencies to attract more landlords Success: Translated all main forms into Spanish and Marshallese Impacts: Increased access to assistance and education Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 60 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Human Resources Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: In partnership with Mothership departments, continued “organization in transition” work, including development of supervisor training, re-centralization of several human resources functions, and creation of an all-Employee Handbook Impacts: Progress toward a more equitable, high-performing organization of choice for employees Success: COVID-19 Response: Human capital related policy development, education and implementation (e.g,, FFCRA Emergency paid leaves, flexible work arrangement, CBA amendments, Safe Workplace Guidance), procedure development and implementation, communication methods (e.g. facilitated an All Employee daily, semi-weekly virtual meeting, all City User emails, materials for City of Dubuque Intranet (CODI) COVID information page for employees) Impacts: Structured response to federal and state legislation and administrative body guidance to provide reliable and credible safe workplace for city staff so that we may continue to provide essential and high-quality services to residents of Dubuque Success: Change to Fully-Insured Worker’s Compensation Insurance Provider (except for Fire/Police Chapter 411) Impacts: Cost-effective, employee-centered response to work-injuries creating an emphasis on safety in the workplace via centralized safety training initiatives and access to resources. Success: Talent Acquisition process completed all online and via a written process/procedure Impacts: Transition to an equitable and objective recruitment and selection process with outcomes of more diverse candidate pools. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 61 Success: Developed and implemented formal employee complaint process and procedure Impacts: High performing government with means by which employee issues may be addressed via a neutral, internal review process and resolution implemented early and before issues escalate. Success: Begun review of employee benefits, including best practice analysis Impacts: High performing government must offer human capital benefits consistent with recruitment and retention of a diverse, highly-quality, motivated, and highly-skilled employees. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 62 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Human Rights Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Significant numbers of staff participated in racial equity learning opportunities, including a fair housing session on the history of redlining in Dubuque Impacts: Increased awareness among staff of the importance of racial equity to serving all residents Success: Equity in Budgeting: web map, training, equity rankings (with Budget office) Impacts: Increased staff tools for evaluating potential equity impacts of budget cuts during COVID and for improvement packages during budget season; summary analysis available to City Manager Success: Peer Support Program, Dialogue Sessions, and Leading Through Crisis Toolkit: available to support staff with stressors from COVID, from the George Floyd homicide and ongoing racial strife, from the impact of breach of U.S. Capitol (with Sustainability, Housing, Public Works, AmeriCorps) Impacts: Staff support during extremely challenging times in our history Success: Establishing, staffing, and providing outreach to people living in congregate and multigenerational housing for COVID-19 shelter (with Housing, Health, Police, Fire) Impacts: Fewer deaths from COVID-19 due to positive or presumed positive individuals having this option to isolate from family members at increased risk of severe outcomes from contracting COVID-19 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 63 Success: Changing City policy of providing arrest records as part of background checks run for housing providers and limiting to convictions. Impacts: Decreased likelihood of disparate impact on communities of color in the use of background checks based on housing provider policies that may not be in alignment with HUD guidelines for equity. Success: Development of Marshallese Navigator position to support Marshallese community in responding to impacts of COVID-19 (with CFGD, VNA, and PIHP) Impacts: Improved access to resources for Marshallese community members to navigate cultural and language barriers. Success: Effective, collective advocacy for reinstatement of Medicaid benefits for Compact of Free Association migrants. Impacts: Improved access to healthcare for the Marshallese Success: Recommendations from NAACP Next Steps for Justice dialogue sessions, Black Lives Matter Work Session, Analysis of Impediments to Fair Housing and Equitable Poverty Reduction and Prevention Plan used to create City of Dubuque Equity Plan Impacts: Targeted, cross-departmental equity projects premised in community engagement with community members most impacted by inequities. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 64 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Information Services Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Continuity of operations was achieved for the City during the pandemic leveraging technology. IT was activity engaged in the response. Response was done quickly. Impacts: • Council and Commissions continued to meet virtually. • Departments continued to operate without loss of service to the community • Phone communications were reconfigured along with additional use of mobile technology (phones and ipads) for staff to take calls at home. • IT offered extended hours of support. • Risk of exposure to COVID-19 to City staff and residents was minimized. • Improved internet services were arranged for the Point of Distribution (POD) at the Kennedy Mall • Telephone system was leveraged to set up services for a vaccination call center • Vaccine scheduling software implemented. • Use of tools such as Microsoft Teams, GoToMeeting, GoToWebinar, GoToMyPC and remote assistance will continue to be applied going forward Success: Cybersecurity awareness was raised after network security testing and frequent communication. Impacts: • Risks were identified and addressed. • City Staff was frequently educated, made aware of risks and best practices of cybersecurity with a work session to the council in May 2021. • No significant cyber security breaches since the testing and training. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 65 Success: Projects completed or with substantial work done in 20-21 include: • Selection, configuration and completion of technology for MFC expansion – IS now fully supports the technology needs of the MFC • Installation, Implementation and Training of Mitel Updated Phone system • Completed replacement of 69 network switches (part of a multi-year replacement project) • Partnered in the specification, selection, recommendation and early implementation steps of ERP • Cartegraph Enterprise Licensing and continuing work with • Implementation of new technology in transit fleet including new on-board computers, new on-board cameras, fare box and route scheduling applications • Maintained a monthly network maintenance schedule for updates and patches across the network • Implementation of a “ticketing system” for IT related calls for services Impacts: Technology projects and operations continued to move forward despite many additional hours spent in response to COVID and working in challenging environments Success: Laserfiche document management, workflow and forms use, and application continues to expand for more effective, efficient and accurate forms handling and processing. In 20-21 work continued to offer forms which are now available for on-line use by the public Impacts: As more documents and forms are used in Laserfiche, the efficiency of handling, security and availability of documents are improved resulting in staff time saved and improved services to the customer Success: Broadband public private partnerships continue to expand permitting Impacts: Among the impacts realized include (1) Renovate, update and utilize a presently unutilized conduit and telecommunications facility assets in the community; (2) Alleviate the need for near term City investment in a new east/west arterial fiber connection to serve City needs; (3) Allow telecommunications providers to significantly accelerate its consideration of and investment in Dubuque; (4) Create a new, redundant broadband path into and out of Dubuque (5) Provide more cost effective, fast and scalable broadband resources for business and (6) Expand internet services, conduit and fiber optic capacity for the City organization (7) Provide opportunities for broadband equity leveraging funding and partnerships for serving under and non-served populations. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 66 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Leisure Services Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achieve ment. Success: Leisure Services worked to meet the ever-changing needs throughout this year. They provided free Multicultural Family Center and recreation summer teen programming and summer playground programming with no COVID cases being reported. Mobile recreation programming such as grab and go crafts and activity packs and recreation opportunities that moved to neighborhoods was instituted. The partnership with Boys and Girls Club for meals was expanded throughout the neighborhoods and served well over 100,000 meals. AmeriCorps became a vital resource for tutoring children during the pandemic. Recreation offered supervised study halls to assist children in their studies. Impacts: Accessible, equitable and diverse recreational and enrichment programs, facilities and activities. Success: Digital and social media connections were expanded as citizens turned to these sources for Leisure Services Department information, free programming such as virtual swim lessons, crafts and story telling and more. Impacts: Provide city services responsive to the community, customer focused city service delivery Success: With no temporary park staff, park patrol or other temporary positions and the assistance of public works the parks were available for our citizens and visitors. All park and trail areas saw very heavy usage. Parks were central gathering locations for numerous rallies around social injustices throughout the year. Impacts: Access to quality parks, facilities and park amenities for all Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 67 Success: With appropriate protocols in place the parks, campground, marina, and Miracle League Complex were available and heavily used. Impacts: Access to quality parks, facilities and park amenities for all Success: AmeriCorps program expansion happened with a new Volunteer Generation Fund grant as well as expansion of the Creating Opportunities grant to serve more teens in our community. Impacts: Leveraging community resources in order to accomplish more with tax revenues Success: Veterans Memorial construction project on Chaplain Schmitt Island (partnership with DRA), Multicultural Family Center renovation and Eagle Point Park environmental restoration project were all nearly completed during a challenging year. Miracle League Complex project was completed (partnership with Dubuque Miracle League) and opened to the public. Impacts: Well-built, well maintained and upgraded parks and park amenities Success: Emerald ash borer dying trees and stumps were removed at a fast pace by department staff and contractors. Partnership with Dubuque Trees Forever expanding related to growing the urban tree canopy after so many removals. Impacts: Protecting the natural resources and environment of Dubuque Success: Conservatively, fiscally managed all aspects of the Leisure Services Department through an ever-changing year, limited use of financial resources, and limited human capital needed to a bare, bare minimum helping the City to remain financially healthy through the pandemic. Impacts: Financially sound and responsible City government Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 68 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Library Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Maintaining library service throughout the pandemic. The library building was closed to the public for 11 weeks. It reopened on June 15, 2020 with strict procedures and protocols in place for safety. These proved successful and no case of COVID-19 was traced to the library. Impacts: The library’s mission to improve the quality of life for Dubuque residents by providing resources for individual enjoyment, enlightenment, knowledge, and which enhance the literacy of youth continued with protections in place to provide a safe environment. Success: The library pivoted to deliver new services to meet the informational, educational, and recreational needs of residents by providing virtual programs for all ages, blog posts and podcasts, and take and make crafting kits. Impacts: During the first three quarters of FY 21, 348 virtual programs were offered to the community, with attendance of nearly 2,200. Residents were able to rely on the library as a resource for their informational, educational, and recreational needs. Success: The library opened public internet computer access that met distance requirements to provide the safest environment for visitors. Impacts: Citizens that do not have internet access or a computer were able to stay connected using the library’s computers. Common uses were to search for jobs, sign up for COVID-19 testing, look for housing, income tax information, write resumes, homework help, and to stay in touch with family and friends via email and social media. During the first three quarters of FY 2021, 5,989 people used library computers for this purpose. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 69 Success: The Carnegie-Stout Public Library Foundation and the DRA awarded a grant to the library for the installation of a Story Book Walk located at the 22nd Street Bee Branch Greenway. Impacts: A StoryWalk consists of 16 aluminum pedestal posts with a framed, waterproof, display mounted at an angle. The display holds two pages of a children's picture book. Each post is installed approximately 30 feet apart. A StoryWalk promotes family connections, early childhood development, and enhances literacy. Children learn to talk, read, and write through social literary experiences with adults and older children. They gain significant knowledge of language, reading, and writing long before they enter school. The purpose of the StoryWalk is to provide an educational activity that places a children’s story along a popular walking route. Not only will the StoryWalk promote reading, but outdoor physical activity in a natural, yet social-distanced, environment. Installation begins on May 3, 2021 and a ribbon cutting is planned for May 15, 2021. Success: The Library launched a new web site: carnegiestout.org Impacts: Information is much easier to find. Library staff created the website resulting in a savings of over $6,500 annually in maintenance fees to an outside vendor. Success: The Giving Tree Impacts: The Giving Tree matches donors with youth who have frozen library accounts due to lost books. By the end of FY 2020, the accounts of 34 youth were forgiven totaling $1,576.99. Thirty-six new participants were identified for FY 2021 totaling $1,615.08. Removing outstanding fees on a child’s account opens all access to library materials. The child can check items out again without this barrier to access. Success: Discussions with the Dubuque Community School District to allow all students access to the library using their student ID cards. We hope this program in partnership with the DCSD will be ready to debut in time for the new school year. Impacts: There is great potential for this program. Allowing student IDs to serve as a library card breaks down barriers to library access. If a parent is unwilling or unable to make a trip to the library to sign for a library card for their child, the student can still have borrowing privileges with the student card. Students will gain remote access to all library online resources. Additionally, if a student’s regular library account is frozen due to lost materials the student ID card remains open and eligible for library service. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 70 Success: Grant received from the Iowa Department of Human Services for the Changing Lives Through Literature Program. Impacts: Changing Lives Through Literature is a diversion program for teens that have experienced charges. Teens read books, have book discussions, and keep a journal. The program was launched in 2017. The program was not held in calendar year 2020. This grant will make possible the expansion of the program, which has been successful. The recidivism rate of participants was 14%, which is quite good. The statewide recidivism rate in around 34%. Other diversion programs in Dubuque are around 18%. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 71 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Planning Services Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Historic Preservation Investment: Investment in historic districts and downtown neighborhoods was over $3 million in FY20. Impacts: Livable Neighborhoods and Housing: Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses. Success: Customer Service Survey: Planning Services Staff conducts an ongoing customer service survey of applicants to the Zoning Board of Adjustment, Zoning Advisory Commission, and Historic Preservation Commission. The survey asks customers about their experiences and the quality of services provided by staff. In FY2020, staff rated 100% in Expertise & Staff Friendliness and 95% Adequately Inform Applicants of Process. Impacts: Financially Responsible, High Performance City Organization: Provide City services responsive to the community. Success: Completed 2020 Census Complete Count Committee. The City Council approved $24,200 to retain a consultant to assist with the logistics, communication, marketing, outreach, advertising associated with a 2020 Census Complete Count Committee campaign, similar to our successful campaigns for the 2000 and 2010 Census counts. Impacts: Having a complete count is vital for many reasons, including Congressional representation, distribution of federal and state funds, and influencing business decisions. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 72 Success: Conducted Virtual 2020 Preserve Iowa Summit in Dubuque on June 3-5, 2020. The annual statewide conference for professionals and volunteers involved in historic preservation in Iowa typically draws 350-400 preservation professionals, historic property owners, and community leaders from across Iowa and the Midwest. The HPC and City Staff worked with community partners to plan and organize the event. HPC and City Staff adapted to switching the conference from in-person to virtual. Impacts: Partnership for a Better Dubuque: Partner for historic preservation. Success: Eagle Point Park (EPP): Continued Phase I Archaeology Survey Conducted Phase I Archaeology Survey at Eagle Point Park Impacts: Sustainable Environment: Preserving and Enhancing Natural Resources Success: Adoption of the Equitable Poverty Reduction & Prevention Plan. Impacts: Plan on how to take on poverty, providing the entire community with concrete action steps and strategies that prevent, address and rectify its impact, so that all Dubuquers may prosper. It’s an owner’s manual we all own based on the belief that none of us truly prospers when there are those among us who remain impoverished. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 73 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Police Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Maintaining Accredited Status Impacts: The department is an accredited law enforcement agency through the Commission for Accreditation of Law Enforcement Agencies (CALEA). Accreditation is a voluntary program and represents the department’s ongoing commitment to professional excellence. The department must comply with over 480 standards of best practices, which were created by the leading law enforcement associations. Because of Covid, the department had a virtual on-site inspection in early 2020, followed by a full hearing in the summer of 2020 to be re-accredited. It is now a four-year cycle, however off year reporting has become much more involved. The long time accreditation manager is also retiring in 2020, which will create a new challenge. Vibrant Community: Healthy & Safe • Have residents feeling safe in any neighborhood and throughout the community • Have residents feeling that they are part of the solution • Have a high level of trust between the community and the police • Continue to provide a timely response to emergency calls for service Livable Neighborhoods and Housing: Great Places to Live • Have safe, healthy, inclusive neighborhoods citywide Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 74 Success: Low Part I Crime Rates & High Clearance Rates Impacts: Calendar Year 2020 saw a small increase in Part 1 crime (net 3 additional crimes or .2% increase) after four consecutive years with decreases. Overall the department has recognized a 31.8% decrease in Part 1 crimes since the high year of CY2015. The clearance rate for Crimes Against Persons in CY2020 was 92%, versus the national average of 46%. Vibrant Community: Healthy & Safe • Have residents feeling safe in any neighborhood and throughout the community • Have residents feeling that they are part of the solution • Have a high level of trust between the community and the police • Continue to provide a timely response to emergency calls for service Livable Neighborhoods and Housing: Great Places to Live Have safe, healthy, inclusive neighborhoods citywide Success: Maintaining low levels of ‘Shots Fired’ Incidents Impacts: In CY2020 the Dubuque Police Department logged 17 confirmed shots fired incidents. This was an increase of one incident (6%) over CY2019, and a 49% decrease from the high year of 2015 where 33 incidents have occurred. Regionally Dubuque remains at one of the lowest levels with most other studied cities showing double digit increases in shots fired percentages. Vibrant Community: Healthy & Safe • Have residents feeling safe in any neighborhood and throughout the community • Have residents feeling that they are part of the solution • Have a high level of trust between the community and the police • Continue to provide a timely response to emergency calls for service Livable Neighborhoods and Housing: Great Places to Live • Have safe, healthy, inclusive neighborhoods citywide Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 75 Success: Police, Housing & Landlord Partnerships Impacts: A Police Corporal assigned to Housing as an investigator, to ensure those involved with city housing are giving appropriate and accurate information and obeying all housing rules, to include over several thousand investigations/backgrounds since the position was created. Nearly 26,000 letters have been sent to landlords since December 2009, notifying landlords of police calls for service at their properties so they can take appropriate action. Over 55,000 background checks done for landlords since the city began providing them in 2012. There have been approximately 30 sessions of Dubuque Successful Rental Property Management given to 2,000 attendees since the City made it mandatory in 2012. The Dubuque Police Department and other City departments meet with the Dubuque Area Landlords’ Association monthly to examine issues impacting both entities. Vibrant Community: Healthy & Safe • Have residents feeling safe in any neighborhood and throughout the community • Have a high level of trust between the community and the police • Continue to provide a timely response to emergency calls for service Livable Neighborhoods and Housing: Great Places to Live • Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses • Increase the availability of affordable housing throughout the city, not in concentrated areas of poverty and low-income housing • Have safe, healthy, inclusive neighborhoods citywide Have more equitable residential developments and homes with a variety of housing options and price points Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 76 Success: Community Resource Officers (CRO) & Law Enforcement Explorers Impacts: Community Resource Officers (CRO’s) are hired annually as paid interns. Goals of the CRO program is to give potential future officers real life experience while giving the department a chance to review their performance, and to actively recruit female and minority candidates as potential, future Dubuque Police Department officers. We have been successful in our CRO diversity efforts. 24 of the 38 CRO’s (63%) have gone on to become Dubuque Police Officers. The department is very open to the fact that we want women and minority candidates in our CRO program and have been able to have diversity each year, which has also had a positive impact on our recruitment and hiring. The department’s Law Enforcement Explorers program is geared towards students 14 to 20 yrs. of age who are interested in law enforcement. Through this program the PD hopes to establish future candidates for employment and hopes to attract a dynamic and diverse pool of candidates. We are now seeing graduates of the Explorer program enter the job market and test for employment with the Dubuque Police Department and have hired former Explorers. Both of these programs were suspended during Covid but will be in place in 2021. Vibrant Community: Healthy & Safe • Have residents feeling safe in any neighborhood and throughout the community • Have residents feeling that they are part of the solution • Have a high level of trust between the community and the police • Continue to provide a timely response to emergency calls for service Livable Neighborhoods and Housing: Great Places to Live • Have safe, healthy, inclusive neighborhoods citywide Partnership for a Better Dubuque: Building our Community that is Viable and Equitable • Partner for economic and workforce development • Partner with education • Partner for healthcare, mental health and wellness • Partner for delivery of human services – meeting the needs of the underserved Robust Local Economy: Diverse Businesses and Jobs with Economic Prosperity • Have a diverse workforce prepared for 21st century jobs in the global marketplace • Embrace diverse populations that support a diverse multicultural workforce with equitable opportunities Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 77 Success: Surveillance and Traffic Camera Systems Impacts: The City continues to expand both the traffic camera system and general surveillance camera program. The system is used daily to help officers in investigations. Two officer workstations are installed in the DLEC – one in CID and one in the Patrol work area, and the 911 Center monitors them as well. The cameras prove to be vital investigative tools on a daily basis. Especially when combined with dash-cameras and body-worn cameras. Vibrant Community: Healthy & Safe • Have residents feeling safe in any neighborhood and throughout the community • Continue to provide a timely response to emergency calls for service Livable Neighborhoods and Housing: Great Places to Live • Have safe, healthy, inclusive neighborhoods citywide Success: Body Worn Cameras Impacts: Body worn cameras (BWC) were obtained through City budget and a Department of Justice (DOJ) Justice Assistance Grant (JAG). We completed a major public input process as part of the grant requirements and received a lot of input into policy and use. The policy was finalized and approved by the DOJ in late 2016 and the cameras were received, distributed, and placed into service in January 2017. The initial cameras’ warranties expired and they were replaced in FY2020. Vibrant Community: Healthy & Safe • Have residents feeling safe in any neighborhood and throughout the community • Have residents feeling that they are part of the solution • Have a high level of trust between the community and the police • Continue to provide a timely response to emergency calls for service Livable Neighborhoods and Housing: Great Places to Live • Have safe, healthy, inclusive neighborhoods citywide Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 78 Success: Brain Health (Mental Health) Awareness, Emotional Intelligence Training, De- Escalation Training Impacts: The department and its partners developed and executed Crisis Intervention Team (CIT) training for officers. Additionally, the department is part of the Jail Diversion team, and a broader mental health initiative to keep brain/mental health clients out of the criminal justice system and get the help they need. The brain/mental health aspects would include substance abuse and homelessness. Besides enforcement actions, the department takes part in drug take-back events, a local opioid task force, and includes substance abuse in its mental health work. In 2009, the department developed a Self-Awareness & Communications course based on the City’s long-standing ICC Principles. This was initially given to all Field Training Officers and newly hired officers, and then eventually to all PD staff. Self-Awareness training developed into Personal Empowerment training in partnership with the University of Dubuque. This was also initially given to all Field Training Officers and newly hired officers, and then eventually to all staff in 2019. Since 2019, Assistant Chief of Police Jensen and Lieutenant Fullmer have partnered with 6 Seconds, an international organization specializing in emotional intelligence. In 2020, AC Jensen and Lt. Fullmer received training in Emotional Intelligence Brain Profiling and began an extensive Emotional Intelligence coaching program with other PD, and City department leaders, and which will have a successful culmination later in 2021. Other City initiatives have been developed with the City Manager and Human Resources Department to include training and certifying additional City staff in September 2020. Additionally, the Police Department is using emotional intelligence assessments in hiring and supervision, as well as conducting training and coaching with all new hires. EQ is the basis for de-escalation tactics. All new officers are taught de-escalation. Additionally, in 2021, the next evolution of EQ training, which will include de- escalation, will be taught to the entire department, the Fire Department, E911 Center, and at the Cedar Rapids Police Academy. Vibrant Community: Healthy & Safe Outcomes • Continue to become an inclusive and equitable community in which all feel welcome, included, and leaving no one behind • Have an efficient public health system that focuses on prevention and wellness • Have a high level of trust between the community and the police Value to Residents • Equitable treatment for all • City services are available for all and delivered in an equitable and fair manner Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 79 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Public Information Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Countywide COVID-19 Communications Impacts: The Public Information Officer served as PIO for the Dubuque County Public Health Incident Management Team and all PIO staff assisted in pandemic-related, countywide communications throughout the pandemic. Daily COVID-19 updates were issued and video updates shared. Special efforts were made to inform residents and businesses of pandemic-related financial assistance programs. All City communication channels were used to keep residents informed. Success: Continuity of PIO Services Impacts: All traditional City outreach/communications were maintained or expanded during the pandemic despite staff working remotely and operating with one less staff person due to a frozen position. The PIO also assisted in technical facilitation of the virtual City Council meetings and relaying public input received through Facebook Live streams of the meetings. Residents continued to receive timely information and had a new option for sharing input during council meetings. Success: Census Outreach Impacts: In coordination with the local Complete Count Committee and Planning Services staff, PIO staff coordinated Census-related marketing and outreach to promote participation in the 2020 Census to ensure an accurate count, resulting in accurate funding, representation, and more. Success: Special Video Projects Impacts: Special videos for the opening/completion of the Southwest Arterial (in place of an in- person ribbon-cutting), creation of the “Solidarity” mural at Five Flags Center, the availability of affordable housing programs, and the Winter Arts snow-sculpting event. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 80 Success: GIS: Aerial Photography and Geodetic Network Update Impacts: The City uses aerial photography as our base map for all GIS applications. It gives us an accurate view of what is where in the City and is an important part of economic development efforts. The Geodetic Network Update updated the monumentation used for setting construction projects in the community so that the units of measurement and projection more consistently meet today’s surveying standards. Success: GIS: Secure Dubuque – Personal Surveillance Systems Application Impacts: The Dubuque Police Department program of Secure Dubuque allows residents to enter their personal surveillance system into a database, potentially allowing the police department to use their camera footage in the investigation of a crime in that area. The database is a GIS application that allows the user to locate their home on the map and enter information about their surveillance system. Success: GIS: Food & Hygiene Resources Map – Community Foundation of Greater Dubuque Impacts: The GIS Office worked with the Community Foundation of Greater Dubuque to create a couple of mapping applications designed to capture and display food and hygiene resources in and around the City of Dubuque. The map will provide users quick and easy access to the locations and information related to food and hygiene resources in the community. Success: GIS: Landlord Incentive Program Application Impacts: The Landlord Incentive Program, implemented by the City’s Housing and Community Development Department, uses a mapping application that allows landlords and property owners to identify whether or not their property falls in the targeted areas of town and qualifies for program incentives. Success: GIS: Downtown Commercial Building Assessment Impacts: The Downtown Commercial Building Assessment used GIS as the tool for managing the information for the buildings inspected. All of the assessment information collected by the consultant was collected using a GIS application that was customized to include property information for each building. Reports were generated from the data using GIS, as well. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 81 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Public Works Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Received funding and ordered our first automated side loader for the collection of trash. Impacts: Automated collection will allow for the efficient collection of trash, which keeps solid waste rates from drastically increasing to support growing operations. Success: Increased funding to purchase trash carts. Impacts: Increased the voluntary use of carts for trash collection by 36% from FY 19 to FY 20. Success: Increased funding to purchase recycling carts. Impacts: Increased the voluntary use of 96-gallon recycling carts by 23% from FY19 to FY20 Success: Successfully recruited two vehicle maintenance technicians. Impacts: A fully staffed fleet maintenance area decreases reactive maintenance and increases proactive, or preventive maintenance across all departments in the organization. Success: Implementation of a city-wide equipment replacement evaluation program Impacts: Delayed unnecessary replacement costs on vehicles with lower utilization rates, to prioritize replacement of equipment with higher maintenance costs due to higher utilization rates. Success: Implementation of a landfill gas to renewable natural gas landfill project. Impacts: Reduces the release of methane gas into the air and creates a new source of renewable natural gas. This has been identified as a goal (SW3) in the Climate Action Plan 2020. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 82 Success: Completion of the cell 9 phase 4 landfill cell abutment project. Impacts: With the completion of the cell 9 phase 4 abutment project the landfill now has air space for an estimated 2.5 million tons of municipal solid waste, which expands the life of the current cell and estimated 16 additional years. Success: Implementation of a drop-off glass collection program in partnership with DMASWA Impacts: Demonstrates the City of Dubuque’s commitment to environmental integrity as outlined in the Imagine Dubuque Comprehensive Plan. Success: Provided for a safe workplace throughout the height of the pandemic. Impacts: Ensured uninterrupted service to the community during COVID-19. Success: Completed 9 drain tile projects. Impacts: Eliminated continual winter icing problems, which minimize salt usage and increases community safety. Success: Providing traffic control signs for various community outreach activities to include Labor Harvest, GRC Vaccine, and other food giveaways Impacts: Increase visibility, efficiency, and safety of traffic flow Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 83 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Sustainability Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Updated and adopted the 50% by 2030 Community Climate Action and Resiliency Plan including the Implementation Plan (Mgmt in Progress) Impacts: Re-committed to reducing community-wide greenhouse gases, added adaptive actions, and considered equity implications throughout the body of work. Sets City to meet pledges we have signed and will impact entire community in terms of economic prosperity, social and cultural vibrancy, and environmental and ecological integrity. Success: Special Projects – Teen Resiliency Corps & Community Conversations + awarded two National League of City grants focused on resiliency and civic engagement Impacts: Brought in $47,500 to local community to discuss sustainability, resiliency, and inclusivity, building healthy environments for our community and collecting data we can use to better serve our residents. Success: Fleet Electrification Feasibility Study & Partnership Building with Alliant Energy Impacts: Financially Responsible Organization and Sustainable Environment – understanding what options we have, and where improvements can be made for efficiency, commitment to reduction of Greenhouse Gases and saving money. Partnerships serve to strengthen our ability to meet our goals. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 84 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Transportation Services Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a resul t of each achievement. Success: Updating of aging bus fleet. Purchased four new heavy-duty fixed route buses and 7 new paratransit minibuses. Impacts: More reliable and comfortable rides for citizens attempting to get to their desired destinations. Success: New software system for our para-transit service. Ecolane. Impacts: Providing a more reliable and efficient ridership experience for our customers who require paratransit service due to age and/or disabilities. Better ride notification system for callbacks resulting in fewer misunderstandings and n-shows. Success: New fare charging equipment for our fixed route service. Genfare. Impacts: Provide more payment options including smart phone applications, counting money deposited, providing credits for overpayments, efficient and accurate transfers, additional reporting options. Success: New video Surveillance systems in the entire bus fleet. Impacts: High quality video surveillance with live-look-in capabilities, Wi-Fi downloading of video, cloud storage, additional camera views which now cover the exteriors of the buses as well as the interior and audio. Success: New hardware for paratransit and fixed route services. Impacts: More reliable equipment using the latest cellular networks available and driver friendly data entry. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 85 Success: Emergency Repairs to Iowa and Locust Street Ramps Impacts: Provide safe, affordable and convenient parking options to citizens and visitors in the downtown area. Success: Opening of new parking lot at 12th and Elm St. Impacts: Provide additional 71 affordable, convenient parking spaces in the Historic Millwork District Success: Partnership with GDDC and Alliant Energy to purchase electric minibuses and electric charging stations in the JOTC using awarded grant funds of $1,073,000. Impacts: Start process of going green in the transit department; reduce carbon emissions, lower operating and maintenance costs. Success: Dubuque was awarded a $1 million FHWA Accelerated Innovation Deployment Demonstration Grant to implement its Smart Traffic Routing with Efficient and Effective Traffic Signals. Impacts: Smart parking: Using camera/sensor technology and parking apps to direct users to available parking options, enabling Dubuque to improve the efficiency of existing parking structures, close poorly performing garages and lots, and avoid the costs of new parking construction. Flexible transit options: Launching a downtown rapid transit shuttle with park-and-ride commuting, as well as working with local businesses (particularly manufacturers on the West End) to match fixed-route schedules with workday start times. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 86 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Water Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achie vement. Success: Full Compliance with Public Water Supply Operations Permit Impacts: As a financially responsible, High Performance City Organization, the City of Dubuque operates and maintains a Department of Natural Resources (DNR) permitted Grade 4 lime softening water treatment plant. The DNR permit outlines several parameters with which the facility operates within, requiring ongoing routine and special sampling and daily testing up to 200 times per day to ensure compliance with its permit. During the past 12months, the Water Department worked closely with the DNR to ensure the City maintained full compliance with its permit, including changing sampling locations as necessary. Success: Lead and Copper Rule Compliance Impacts: Compliance with the Lead and Copper Rule program provides for the reduction of lead and copper metals leaching into the drinking water supply. The City protects our customers through the appropriate and measured application of corrosion control methods. The annual testing and analysis was successfully completed; and the Iowa DNR has reduced the sampling frequency for the Dubuque Water Works due to continued compliance and success of the Dubuque Water Works corrosion control methods. Testing frequency is reduced from Annual testing to every 3 years. Success: Roosevelt Street 1.25 million-gallon Elevated Water Tower Impacts: The Roosevelt Street Water Tower project was identified as a solution to low operating water pressures in Zone 2 of the distribution system. Zone 2 encompasses the area in and around Roosevelt Street and Peru Road including the Sky Blue Estates subdivision currently under development and the existing Alpine Park development and Eagle Valley Subdivision. The project directly benefits residents in the second pressure zone. The residents experience increased water pressure and improved water volumes to their homes and businesses including added fire protection. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 87 Success: Maintained Ongoing Operations and Emergency Response During Pandemic Impacts: On March 9th, the Water Department became aware of a trigger event, one of significant environmental change known as the COVID-19 Pandemic. The pandemic triggered necessary and vital protective measures for City water treatment and distribution staff to ensure critical and essential operations of the water treatment plant and the distribution system would be maintained during the event. The necessity to secure and provide protection to personnel associated with these critical facilities was paramount, and the Water Department took appropriate actions to ensure the City’s water supply was uninterrupted. In addition, during force majeure conditions, the department worked to secure vendor and supplier commitments. Success: America's Water Infrastructure Act: Risk Assessments and Emergency Response Plans Impacts: City of Dubuque USEPA Compliance initiative. On October 23, 2018, America's Water Infrastructure Act (AWIA) was signed into law. AWIA Section 2013 requires community (drinking) water systems serving more than 3,300 people to develop or update risk assessments and emergency response plans (ERPs). The Risk Assessment was completed in December 2020 and the Emergency Response Plan will be completed on or before May 28th. Success: Former CIWA/Vernon Water Tower Site Security Fence Installation Impacts: Improvement at the former CIWA/Vernon Water Tower site added to the security of the water tower, generator, and water supply with the installation of a chain link fence with barbs. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 88 DEPARTMENTAL SUCCESSES 2020 – 2021 Dubuque, IA August 2021 DEPARTMENT: Water & Resource Recovery Center Please list your department’s most important achievements that were completed during 2020 – 2021 under “Success”. Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Conversion of microturbines to operate on natural gas. Impacts: This achievement allows all biogas, produced at the W&RRC, to be upgraded to renewable natural gas, reducing the volume of flared biogas, and creating a revenue stream, offsetting rate increases for utility customers. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 1 SECTION 4 DUBUQUE – ARE YOU READY FOR… Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 2 A Are You Ready for Societal Changes?  Short-Term Trends and Reality – Long-Term Future for Your Community 1. How We Live… a. Decline in homeownership b. Less value in owning a home – more mobile population c. Myth of “Tiny Homes” – development and abandoned, just “too small” to live in d. Grandparents moving to live near grandchildren e. No desire for home or landscape maintenance f. Increasing demand for smaller, high-quality homes – less square footage g. Declining market from larger, expensive homes h. Expanding need for workforce housing i. Expanding need for quality affordable housing j. Stigma of “MF” and “those people” – neighborhood resistance to multi- family housing k. Aging “baby boomers” needing senior housing: independent living, assisted living, memory care and end of life 2. How We Move… a. Exploding use of shared ride – Uber, Lyft, and others – they are here b. Personal or shared ride, rental electric scooters supplied Bird, Lime, Bolt, Razor, Skip, Spin (Ford Motor Company) – they are here c. Electric vehicles – they are here and needing public charging stations d. Autonomous vehicles – they are coming e. Desire for more walkable communities – walk to parks and shopping f. No desire for commute – increase opportunities to work from home g. Subscription cars – they are here at some auto dealers h. Uncertain direction and funding for public transportation Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 3 3. How We Shop… a. Death of the Mall – vacant buildings, reuse of space, demolition and new development b. Shopping from the “Couch” or anywhere and anytime – convenient and easy delivery and return c. Need for distribution buildings strategically located in a region d. Daily deliveries in neighborhoods e. Deliver by Uber and drones – delivery without a person f. Shopping for everything – luxury to daily necessities g. Need for small, specialty retail shops h. Fast – next day delivery with PRIME 4. How We Eat… a. More families and individuals going out to eat – our lives are too busy with activities b. Increasing opportunities to do online grocery shopping – pick up or delivery c. Daily shopping for fresh produce and meats d. Expanding opportunities for farm to table – Farmers’ Markets to restaurants e. Houses without kitchens f. Increasing demand for “upscale” fast foods – Panera, Chipotle, etc. g. Greater demand for prepared foods, especially from Whole Foods and Trader Joe’s h. Growing free or reduced school lunches – many times hidden in the community 5. How We Recreate… a. Increasing demand for specialty parks – dog/pet parks, skate park, etc. b. Playground for all abilities c. Greater demand for programs, services and facilities to support a healthy lifestyle and personal wellness d. Pools being replaced by splash pads e. Emerging sports – pickleball, lacrosse f. Rise of “professional” amateur youth sports and competition for athletic spaces – fields and indoor g. Desire/demand for “turf” fields over grass h. Expanding demand for adult/senior sports i. Increasing competition for game and practice fields j. Increasing desire for community events and festivals and competition for both indoor and outdoor spaces Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 4 6. How We Respond to Climate Change… a. Sea level rise b. Beach renourishment direction and funding – do we let islands and low lands disappear c. Increasing number of major storm events d. Global warming impacts on tourism and agriculture e. Increasing use of alternative and renewable energy sources – for City operations and for the community f. Modifications of building and development regulations to incorporate sustainability/resiliency concepts g. Impacts on City infrastructure design and maintenance (e.g. more funding for street maintenance and repairs) h. Accommodations for electric vehicles and City fleets 7. How We Address Brain Health – Mental Illness… a. Reluctance to discuss mental illness issues b. Embarrassment to family to admit mental health issues c. Lack of service professional providers – reliance on volunteers d. Police and Fire are the first responders for mental health issues e. Lack of follow through after first response f. Criminal Justice System is overcrowded with individuals with mental illness g. Reluctance to have a community dialog on this problem h. Homelessness is linked to mental illness i. Lack of/or no funding for mental health and related social services j. Defining the City’s role in addressing brain health and associated issues k. Brain disease is mental health/illness l. Reality treatment has a high-rate of success Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 5 8. How We Adapt to Current Crisis and Life after COVID-19 a. Uncertain revenues for the today and future – City and State b. Alternative delivery of City service – greater use of online services c. Increasing demands for some City services: Fire/EMS, Police, Solid Waste, etc. d. Community outreach and involvement through online mechanisms and processes e. Governance through online mechanisms and processes f. City employees tele-commuting in the future and the stresses from working at home g. Adjustment of deadlines in development agreements h. Projects and programs delayed – next step? i. Re-prioritizing City services j. Creative thinking and experimenting with innovations – communications and service delivery services k. Manager and employee exhaustion and stress l. Demands for immediate decisions m. “Curve balls” coming from federal and state government, and Mayor and City Council n. Need for collaboration and partnerships – current and new o. Speed of recovery – development projects and housing developments permitting and construction p. Increasing regulations and mandates from federal and state government q. Slow economic recovery, including a potential severe recession or depression r. Preparation for the next crisis s. Elimination of travel and conferences t. Reality: Declaration of an Emergency – Mayor is incharge, limited roles for City Council Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 6 9. How We Create an Equitable Community a. Growing wealth disparity – property rates increasing in many communities b. Difficult issue to define and the role of local governments c. Difficulty in identifying the root causes d. Increasing visible and practiced racism e. Growing community diversity – many different cultures, languages and traditions f. Access to and increasing costs of education and vocational training g. Changing personal attitudes and stereotypes h. Increasing political bifurcation – nationally and within a community i. Less funding sources and donation level to community non-profit organizations FUNDAMENTAL QUESTION: DO WE HAVE THE ● COURAGE TO HAVE A COMMUNITY DIALOG… ● COURAGE TO EMPOWER THE COMMUNITY… ● COURAGE TO MAKE DIFFICULT DECISIONS THAT BENEFIT AND ADD VALUE TO THE COMMUNITY… ● COURAGE TO MAKE CHANGES… Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 7 B COVID-19 Learning Points and Opportunities Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 8  Learning Points Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 9  Opportunities Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 10 COVID-19 AFTERMATH: INSIGHTS FROM OTHER CITIES by Lyle J. Sumek 1. Uncertain revenues for the today and future – City and State 2. Alternative delivery of City service – greater use of online services 3. Increasing demands for some City services: Fire/EMS, Police, Solid Waste, etc. 4. Community outreach and involvement through online mechanisms and processes 5. Governance through online mechanisms and processes 6. City employees tele-commuting in the future and the stresses from working at home 7. Adjustment of deadlines in development agreements 8. Projects and programs delayed – next step? 9. Re-prioritizing City services 10. Creative thinking and experimenting with innovations – communications and service delivery services 11. Manager and employee exhaustion and stress 12. Demands for immediate decisions 13. “Curve balls” coming from federal and state government, and Mayor and City Council 14. Need for collaboration and partnerships – current and new 15. Speed of recovery – development projects and housing developments permitting and construction 16. Increasing regulations and mandates from federal and state government 17. Slow economic recovery, including a potential severe recession or depression Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 11 18. Preparation for the next crisis 19. Elimination of travel and conferences 20. Reality: Declaration of an Emergency – Mayor is incharge, limited roles for City Council Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 12 EIGHTEEN POINTS OF CRISIS LEADERSHIP: learning lessons and insights from true historic crisis leaders by Lyle J. Sumek CRISIS – Real Definition 1. Time of instability – uncertain and unpredictable events and consequences 2. Time of danger – personal threats to life and daily living 3. Time of emotionally significant events – emotional upheaval or radical change in our personal, family and community professional manner lives 4. Time of a turning point – sequence of events which will impact all future events 5. Time of confusion –lack of clarity or certainty and sense of bewilderment 6. Time of hostility –hostile elements tensely opposing each other - in a story or drama 7. Time of suffering – personal hardships for families and individuals 8. Time of sacrifice – giving up something of value and taking personal responsibility for community benefits 9. Time of fear – personal anxiety and dreaded feeling of impending doom, danger or personal threat 10. Time of decisive moment – issues arise on an hourly basis, needing immediate decisions, many of these decisions lead to significant changes; every decision is watched and “second guessed” Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 13 LEADERSHIP – Time for leaders to step up and to: 1. Reinforce your and your organization’s core values – let them guide your decisions and actions 2. Use the strategic plan and process rather than abandon the plan and process – avoid actions based upon the moment 3. Focus and adjust priorities and resources, use the strategic plan and process to re-calibrate services and redirect priorities when necessary 4. Develop tactical plans guided by vision and outcomes and have flexibility with contingency options – adjusting routinely [Note: there will likely be surprises and the unexpected; and no miracle “cure”] 5. Keep the momentum on other major projects and initiatives 6. Recognize that your decisions and actions can shape/influence the future – however, you are not in control 7. Collect, use data and expert advice to guide your decisions and actions 8. Provide ongoing, regular communications using every possible method 9. Provide messages that are personal messages [me to you], honest/truthful messages, timely messages, authentic messages, shareable messages, responsive messages and message of asking for help and participation 10. Look for new methods and processes for connecting with the community especially using technology; you have the community’s attention – it may be easier to connect with the community now 11. Reach out to and expand community partners – working together to address the crisis 12. Keep other community leaders informed and asking for help in communicating with all segments of the community 13. Evaluate and refine organizational services, processes and service delivery – improvements that may endure in the future 14. Look at every moment as a learning and personal development opportunity Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 14 15. Instill a sense of reality, a sense of calm and a sense of hope/optimism for the future 16. Let the community and employees know that they have “someone on their side” or “in their corner” – someone who really cares about them, be visible 17. Take a fresh look at your leadership team v engage them in decision making, seek their support and buy in which is critical for implementation, ask: “are they ‘ok’” and what support do they need 18. Do not forget about yourself to maintain your effectiveness (diet, exercise, rest and personal outlet) – you cannot lead if you are not healthy or exhausted; demonstrate vulnerability and ask for help Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 15 C COVID-19 Impacts Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 16 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Airport Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • B. Decreased Demand • Revenues were significantly impacted (fewer fuel sales, PFC’s, CFS’s) • Maintained operations/services with decreased hours and funds 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) • Equipment acquisition and CIP budgets were “frozen” • Maintenance projects were placed “on hold” due to the uncertainty of funds 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED • Rental car wash facility was put on hold indefinitely 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION • Increased demand for cargo could provide opportunity for construction of a cargo/MRO location at the Airport • Increased demand for RV’s, campers, etc. could provide an opportunity to construct a secure storage lot for year-round storage. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 17 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: City Clerk’s Office Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • B. Decreased Demand • 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Online payment options for all licenses offered by the City Clerk’s Office. Office redesign of the City Clerk’s Office that includes a secure barrier from the public as both a public health and safety measure. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 18 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: City Manager’s Office Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • B. Decreased Demand • 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 19 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Economic Development Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • Funding to support downtown redevelopment projects, as well as housing creation projects city-wide due to increased cost of materials • Support for arts and culture nonprofits – both funding and networking • Support for individual creatives / creative businesses – networking • Increased participation in learning, committees, etc. related to addressing and mitigating COVID-19 impacts and to foster community recovery B. Decreased Demand • None for Economic Development or Arts & Culture 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) None for Economic Development or Arts & Culture 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED None for Arts & Culture, although capacity to facilitate all Working Groups of Master Plan is limited 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION -Funding to support initiatives that assist Targeted Small Businesses -Broader consideration of role arts and culture practices can play across sectors in economic recovery and social resiliency -Improved marketing and communications related to arts and culture experience to support recovery of tourism / hospitality industry Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 20 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Emergency Communications Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • Split center for over a year Decreased staffing due to Covid-19 B. Decreased Demand • Decreased staffing due to Covid-19 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) Medical Director Search 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Larger Communications center to socially distant staff Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 21 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Engineering Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • B. Decreased Demand • 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 22 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Finance Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • B. Decreased Demand • 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 23 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Fire Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • Some increase in calls for ambulance. However, the main impact has been to provide additional services such as shelter work, and vaccinations. B. Decreased Demand • 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) Several vehicle replacements were delayed. Small vehicles moved to later fiscal years. CIP-level vehicles moving forward but delayed over one year due to frozen funds. 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 24 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Health Services Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • Animal services and licensing • Electronic payments • New fees B. Decreased Demand • 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED CHNA -HIP 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 25 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Housing & Community Development Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • Landlord Incentives • Rent/Utility Assistance • Income Changes for Housing Choice Voucher Participants with COVID impacts • Need to Immediately go Paperless and Virtual with Programs • COVID positive residents and how to serve them • COVID Shelter B. Decreased Demand • Walk-in Service • Long-term planning with participants 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) FSS Programming – Short-term delay as focus is basic needs 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED Getting Ahead in the Workplace – Not effective Virtually, and programming should be updated 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Rapid Re-Housing Housing Assistance for kiddos identified as homeless in the School System Employment Assistance Access (Resume, application assistance, job search support) Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 26 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Human Resources Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • Teleworking • Virtual meetings • Virtual forms • COVID-19 policies • Safe Workplace requirements • Limited resources • Staff time and attention for COVID-19 related matters versus regular tasks • Meetings • Technology - hardware, applications, software, Internet, wi-fi, security B. Decreased Demand • Travel time to in-person meetings 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Meeting culture review and hybrid work arrangements Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 27 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Human Rights Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • Translation services for COVID related materials • Public health outreach to underserved populations • Addressing technology barriers (access to online options, wi-fi, etc.) • On-the-ground, direct service efforts (yet we lack funded direct service positions, particularly paid cultural brokers) B. Decreased Demand • In person development workshops 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) • We have already delayed intercultural and equity workshops • Independent assessment of Human Rights Commission effectiveness as recommended in the Analysis of Impediments to Fair Housing – no funding • Support for contract partners in operationalizing equity in their work – insufficient resources 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED We were unable to pursue focused development of a cultural brokers program 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Equity projects funded through ARPA Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 28 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Information Services Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • IT support – Additional calls and additional needs for remote, hybrid and “at work,” remote meetings • Additional Equipment for Work from Home • Additional Mobile Users • Demand for Subject Matter expertise in design of vaccine Points of Distribution, Software Support required Implementation of Vaccine Software Scheduling and support required. • Cybersecurity monitoring and response • Training for staff using collaborative tools • Subject Matter expertise for use of all software especially phone system. Mobile technologies, SharePoint. Teams, Remote Meetings B. Decreased Demand • None 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) Smart Parking Socrata Updates 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Additional Staffing for IT Physical Security for City Hall Annex Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 29 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Leisure Services Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • Public expects response time to inquiries and requests very quickly. Assess need for additional marketing, customer service related to social media and all avenues people are communicating with especially for departments that are customer facing. Expectations are immediate-especially on nights and weekends when no one is available currently. • Increased need for scholarships to Leisure Services programs and activities from more families and individuals in need and/or free programs • Non-profits have lost or need to build capacity coming out of pandemic. Requests and need for AmeriCorps members is up however financially they cannot afford even the cost of AmeriCorps member(s) and the city has maxed out any matching opportunities available currently without additional funding commitment. Normally the non-profit would then turn to volunteers however their volunteer base has shrunk or volunteers do not have the hours and/or the skills needed by the non-profit. • Current AmeriCorps program is at max capacity for grant funding and match with the current human and financial resources allotted by the city and matched by our partners. Needs of the community as identified in the Poverty Prevention Plan, Climate Action Plan, and Imagine Dubuque could be met with further expansion of the AmeriCorps program. • Parks, campgrounds, marinas and outdoor activity locations have seen exponential increased usage since the spring/summer of 2019. This has resulted in additional litter, graffiti, damage and wear and tear to park amenities. • Lack of seasonal (temporary) employees in the Park Division in 2019 increased the amount of deferred maintenance and staff is working to recover but will take years as was already behind due to freezes from other years. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 30 B. Decreased Demand • Hard to know until programs/services are back to near normal 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) • Expansion of youth AmeriCorps program beyond what it is today can be considered for delay unless human and financial resources are allocated to it 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION • Research with school district and partners during year 2 of 3 of the reading grant what is the focus for the upcoming next three year grant application potentially focusing on needs of children and families in poverty and poverty reduction. Also could involve effort more community wide including elderly and other disadvantaged and/or specific minority groups. • Many upgrades, updates and renovations needed in the parks, facilities and trails system due to the high usage and delayed maintenance Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 31 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Library Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • For hotspots. Need not met as library lacks funding to support the monthly fees for hotspots. • Digital materials. Need met. • Curbside service. Need met. B. Decreased Demand • In -library visits. Self-regulation regarding COVID kept many people from visiting the library in person. • In -person library programs – discontinued in March 2020 and still in place. 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) • Unsure as to when in-library programs can resume. All Summer Reading Program activities for 2021 are planned for virtual delivery. It will be the fall before discussion on this will be resumed. • The strategic planning process has been postponed. It was originally planned to begin in March 2020. 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 32 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Planning Services Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • Implementation of Imagine Dubuque Comprehensive Plan – Departments were focused on reducing budgets and addressing impacts of COVID on the community. B. Decreased Demand • None 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) None 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED None 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION None Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 33 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Police Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • B. Decreased Demand • 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 34 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Public Information Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • Extreme increase in need for pandemic-related outreach and communications with PIO reporting to county incident management team. • Communication challenges exacerbated by misinformation and politicization of COVID • Constant need to monitor City social media channels for posts/comments spreading misinformation and responding to individual questions/comments B. Decreased Demand • No in-person events or special events like ribbon-cuttings, groundbreakings, and City Expo. 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) City Focus magazine may need to be delayed depending upon need to continue promoting vaccinations. 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED Need to consider future and logistics of City Expo event. 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Consider continued and expanded use/integration of virtual events for outreach with consideration to residents who may not have access. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 35 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Public Works Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • Phone calls received • Tipper cart usage • Tonnage in municipal solid waste collection B. Decreased Demand • Space rental on River Walk 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 36 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Sustainability Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • Energy efficiency services/home energy audits to address energy burden • Equitable COVID response B. Decreased Demand • 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) N/A 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED N/A 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Ongoing development/funding of Teen Resiliency Corps – filled an important gap and provided a rapid and effective response to social isolation, sharing of resources and well checks while building neighborhood resiliency during COVID. Could be used in a variety of capacities moving forward. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 37 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Transportation Services Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • Potential ridership uptick for subjects who have lost employment and personal transportation and ability to pay for resumption of fares. • Increased ridership with resumption of full route hours of operation. B. Decreased Demand • Public transit ridership due to ongoing business closures and hours of service reductions. • Parking lots, ramps, and meter district has reduced need due to ongoing Covid concerns and many businesses allowing “work-from-’home” scenarios. 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) Park and Ride bus shuttle currently suspended due to lack of ridership and demand. We will continue to monitor and adjust as necessary. 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED New parking structure location choice and construction delayed one year. 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Considerations of ongoing expense relating to sanitation, mask and social distancing requirements. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 38 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Water Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • Customer payment assistance. Delinquent utility bill accounts increased as turn-offs for non-pay were suspended during the height of the pandemic. B. Decreased Demand • NA 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) NA 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED NA 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Improved cross training within the department. New staff to cross train per their job description so time is granted at a specified frequency to train and learn how to operate the treatment plant in an emergency. Ensure staffing levels are maintained and are not able to drop below current FTE allowance for any prolonged period, kept to less than 6-months. Current staffing FTE of 26 is the minimum to ensure reduced amount of overtime and staffing burnout. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 39 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, IA August 2021 DEPARTMENT: Water & Resource Recovery Center Every department is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your department. 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increased Demand • NA B. Decreased Demand • NA 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) None 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS – TO BE PUT ON HOLD OR DROPPED None 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Low-income utility assistance program – consider expanding Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 1 SECTION 5 LOOKING TO DUBUQUE’S FUTURE [Updated: 8/17/21] Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 2 Dubuque Success in 2026 means… 1. 2. 3. 4. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 3 My Top Three Priorities for 2021 – 2022 1. 2. 3. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 4 Messages from Our Community City of Dubuque 1. Mask vs. No Mask – our Dubuque community is VERY polarized 2. Reduce or eliminate truck traffic through neighborhoods 3. Resident complain about COVID fatigue – when will “normal” life return 4. No City tax increase is needed 5. Lower cost housing is poor quality – unfit for humans 6. Residents need for childcare in order to return to work 7. Many residents have basic food insecurity 8. Dubuque needs to retain young adults (25-350 in Dubuque 9. Outdoor venues and activities are important 10. Dubuque needs more and connected trails 11. City employees receive positive feedback for their performance and caring 12. Resident complain about other neighbors and what the City to do something about it 13. Residents are quiet 14. What is the City going to do with the American Rescue Dollar? 15. 16. 17. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 5 Actions for 2021 – 2023 Mayor and City Council Interviews City of Dubuque 1. 5-Flags Direction 2. Brain Health Strategy/Initiative: Next Steps 3. Equitable Poverty Reduction Policy/Program Implementation: Shared Prosperity Office/Program Development and Next Steps 4. SW Arterial Business Development 5. Imagine Dubuque Implementation 6. Viking Cruise Preparation 7. Dream Center Self-Sufficiency Plan and City Funding: Direction 8. Fountain of Youth Self-Sufficiency Plan and City Funding: Direction 9. Central Avenue Revitalization: Direction and Next Steps 10. Bee Branch Next Steps 11. Comiskey Park Improvement: Next Steps 12. Historic Building Rehabilitation: Direction, Developer Options and City Actions 13. Proactive Communications with our Community: Current Communications Evaluation, best Practices, Report with Options and Direction 14. Air Service West: Agreement and Implementation 15. Major Indoor Aquatic Center: Goals, Scope, Feasibility, Funding Mechanism and Direction 16. Pet-Friendly Community/Pets in Park: Direction and Next Steps 17. NW Arterial Improvement Project: Next Steps Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 6 18. Historic Millwork District: Next Steps 19. Downtown Parking Issues: Direction, Funding Mechanism and City Actions (including parking ramps/garages, meters, etc.) 20. Port Housing Project: Next Steps 21. Field of Dreams City Preparation: Direction and City Actions 22. Street Resurfacing Program: Service Level, Funding Level and Project Completion 23. Arts and Culture Expansion Strategy/Actions: Goals/Outcomes, Report with Options and City Actions 24. City Budget FY ’23: Position Restored Direction and Funding 25. Equity and Poverty: Problem Definition, Research, Best Practices, Direction and City Actions 26. North Harbor Business Development and Infrastructure: Direction and City Actions (accommodating barges) 27. Air Service West: Agreement and Service Initiated (with Sky West) 28. JFK Sidewalks: Direction and Funding 29. Kerper Boulevard Business Development: Direction and Next Steps 30. 9-1-1 Center Accreditation: Completion 31. City Government Transparency: Goals/Outcomes, Direction and Action Plan 32. Dog/Pets in Eagle Point Park: Direction 33. Mobile Homes: Key Issues/Problem Analysis, Goals/Outcomes, Direction and City Actions 34. Chaplain Schmidt Island Plan Implementation: Plan Review, Direction and Next Steps (including Bridge and Trail Connectivity) 35. Museums Support: Goals/Outcomes, Needs Assessment, City Role, Report with Options, Direction and Funding 36. Main Street Revival: Direction and City Actions Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 7 37. College Intern Program: Goals/Outcomes, Best Practices, Options, Direction and Funding 38. West Fire Station: Update, Direction and Funding 39. Historic Building Restoration: Current Contractor Evaluation, Selection Process Evaluation, Report with Options, Direction and City Follow-up Actions 40. Northend Grocery Attraction: Actions 41. Electric Buses: Report with Options, Direction and Funding 42. City Electric Fleet: Report with Option, Direction and Funding 43. Community Electric Vehicle Preparation and Regulations: Goals/Outcomes, Best Practices from other Communities, Report with Options and Direction 44. Sustainable Dubuque: Next Steps 45. Water Resource Recovery Center: Next Steps 46. Sewer System Infrastructure Upgrade: Direction, Projects and funding 47. Diversity Equity and Inclusion: Definition, Report, Direction and City Actions 48. Greater Dubuque Development Corporation (GDDC): Update Report and Next Steps 49. Tourism Development Strategy/Action Plan: Goals, City Role, Partners, Report, Direction and City Actions/Funding 50. Streetscape and Beautifications Action Plan – “Greening Dubuque”: Goals/Outcomes, Report with Options, Direction, Funding and City Actions 51. COVID-19 City Actions a. Plan for 2021 – Re-opening Dubuque b. After Action Report 52. Housing Inspection Program Enhancement: Review and Refinements 53. Council Ethics and Protocols: Adoption 54. Community Broadband Expansion: Direction and Next Steps 55. Police Reform: Report, Direction and City Actions 56. 3rd Grade Reading: Next Steps Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 8 57. Broadband Inequities: Assessment, Report with Options and Direction 58. Continuity of Operations Plan: Review 59. Childcare: Needs Assessment, Cost Analysis, Report with Findings and Options, City Role, Direction, Funding 60. Climate Action Plan Implementation: Next Steps 61. Food Security Strategy: Problem Analysis; Potential Partners, Report with Findings and Options, Direction, Funding and City Actions 62. Re-Imagining Police: Update Report and Next Steps 63. Development Process Streamlining: Process Evaluation, Best Practices, Report with Findings and Recommendations, Direction and City Actions 64. Restorative Justice: Direction and City Actions (re-entry back into our community) 65. Youth Summit/Conversation: Purposes, Direction and City Actions 66. City Fines and Fees: Review, Equity Lens View and Direction 67. Recreation Programming Expansion: Report with Options, Direction and City Actions (particularly outdoor experiences and activities) 68. Complete Streets Concept Implementation: Update Report, Direction and City Actions 69. Safe Housing – Housing Inspection Program Enhancements: Degree of Enforcement, Report with Recommendations, Direction and City Actions 70. Roosevelt Park Upgrade: Direction, Funding and City Actions 71. Indoor Recreation Center: Feasibility, Purposes, Best Practices, Report with Options, Direction, Funding Mechanism and City Actions 72. H & W Building: Update Report, Agreement Amendments and Next Steps 73. Northend Welcoming Signs: Design, Locations, Direction and Future Direction 74. Central/18th Remodel: Update 75. Truck Route Ordinance: Direction 76. Housing Study: Update Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 9 77. ERP Software Implementation: Update Report (Is It Working?) 78. Murals Program: Expansion 79. Events Complex on Chaplain Schmidt Island: Definition/Scope, Research, Report with Options and Partners, Direction, Funding and City Actions 80. Bike Lanes: Direction and City Actions 81. Debt Reduction Policy Implementation; Update Report and Direction 82. Police Citizen Community Conversation Implementation: Update Report (What Is Working, What Can Be Improved) 83. School Resources Officer: Update Report and Direction Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 10 City of Dubuque Strengths – Weaknesses Threats – Opportunities  Strengths 1. History and heritage 2. Natural beauty 3. City services responsive to our Dubuque community 4. Mayor and City Council leadership, vision and teamwork 5. City government – management and employees dedication to serving our community 6. Non-profit organizations providing community and human services, working to create a better community for all 7. Masterpiece on the Mississippi 8. Historic buildings and homes 9. Business investments in Dubuque 10. Riverfront: Port of Dubuque and Chaplain Schmidt Island 11. Financial condition of City Government 12. Strategic planning and Action Agenda – producing results and adding value to the lives of our Dubuque residents 13. Disaster planning and emergency management 14. Public art – our beautiful murals 15. Great place to live and work Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 11  Strengths (continued) 16. Family-friendly community for all generations 17. Generosity and caring people – a kind community 18. Low cost of living 19. Fighting Saints 20. Greater Dubuque Development Corporation 21. Imagine Dubuque – a guide for Dubuque’s future 22. Work ethic of our residents 23. Topography and bluffs 24. Strong community partnerships working for the betterment of all 25. Community welcoming all 26. Colleges and universities 27. Community resiliency 28. University of Dubuque Performing Arts Center 29. 30. 31. 32. 33. 34. 35. 36. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 12  Areas for Improvement (continued) 1. Growing community “political” polarization 2. Addressing brain health issues and challenges 3. Future parking in Dubuque Downtown 4. Limited land for industrial/business development or expansion 5. Social justice and racism issues 6. Becoming a more “welcoming “ community 7. Disinformation on social media – now believed to be true by community leaders and positive residents 8. Growing distrust in City government 9. Building “bridges” in our Dubuque community – State of Iowa, Dubuque County, Schools, University and Colleges 10. Residential growth in the County – need more new housing choices in the City 11. JFK sidewalks and neighborhood sidewalk – making Dubuque a more walkable community 12. High poverty rate in the Dubuque community 13. Inadequate and affordable childcare 14. Racial disparities 15. Retaining youth and college graduates 16. Expanding trail system and trail connectivity 17. Aging City infrastructure needing upgrade or replacement and funding for improvements 18. Expanding the City’s outreach to our community and residents 19. Expanding efforts to showcase our Dubuque community and the achievements of City government and the value to our community 20. Building our Dubuque community – neighbor knowing and helping neighbors Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 13  Areas for Improvement 21. Expanding entertainment options in Dubuque 22. Increasing the transparency of City government 23. Expanding developers involved in historic preservation – beyond the “favorites” 24. Creating pathway to self-sufficiency for non-profit community organizations 25. Improving City streets – expanding the funding for street improvements 26. Protecting home rule and threats from the State of Iowa 27. Source of income 28. Upgrading sewer system and Water Resource Recovery Center 29. Expanding mural program and public art throughout our community 30. Expanding Multi-Cultural Family Center and Dream Center 31. Overcoming the past – our history and major events 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 14  Threats to Dubuque’s Future 1. Actions by State of Iowa: attacks on home rule, economic development, City revenues and service 2. Distrust in governmental institutions 3. Community Polarization – Losing sight of the Dubuque community and our future 4. Emotion-based and political decisions over data-driven decision making 5. Lack of City transparency 6. Healthcare mandates and funding impacts 7. Source of income 8. Disinformation becoming reality for our residents 9. Aging City infrastructure 10. Next pandemic or community crisis 11. Residents who refuse to receive a vaccination 12. Climate change – having the weather of St. Louis 13. Aging housing stock – increasing number of home unfit for humans 14. Community demographic – old and aging residents 15. 16. 17. 18. 19. 20. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 15  Opportunities for Dubuque’s Future 1. Tourist Destination Expansion: Viking Cruise and Major League Baseball 2. SW Arterial Development – Commercial/Business Development 3. Port Development a. Main Port b. North Port 4. Pet-Friendly Community 5. Brain Health Initiative 6. Prosperity – Reducing Poverty 7. Diversity, Equity and Inclusion 8. Central Avenue and North Development/Revitalization 9. Business Park Development 10. Chaplain Schmidt Island 11. Higher Paying Jobs for our Residents 12. Youth/College Graduates Retention and Attraction 13. Promotion: A Great. Affordable Community for All! 14. Self-Sufficient Non-Profit Community Organizations 15. American Rescue Dollars for the Benefit of All 16. Quality Affordable Housing Options for Residents 17. Walkable and Bikeable Community with Connected Trails 18. City Government Transparency 19. Power of Youth Summit – Tapping Dubuque’s Youth 20. Creative Solutions for Downtown Parking Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 16  Opportunities for Dubuque’s Future (continued) 21. Restorative Justice: Re-Entry back into Our Community 22. Preserving Dubuque’s History 23. Expanding Community Broadband 24. Promotion: A Great Community to Live and Tele-Work 25. West Fire Station 26. Grocery Store for Northend 27. Public Art and Murals Expansion 28. 5-Flags Center – Major Entertainment Venue 29. City Fleet Accreditation 30. Management and Employee Succession Planning and Transition 31. Arts and Culture Opportunities Expansion 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 17 Top “10” Priorities for 2021 – 2022 EXECUTIVE PERSPECTIVE 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 18 Looking to Dubuque’s Future Boards and Commissions Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 19 BOARD AND COMMISSION INITIATIVES 2021 – 2022 Dubuque, Iowa June 2021 BOARD/COMMISSION: Airport Commission Please list issues or projects that your Board/Commission plan to address during the next year 2021 – 2022. 1 Fly Dubuque Campaign Application-Naming Terminal Building after Robert L. Martin 2 Pavement Maintenance Program FAA Grant Project 3 Additional 20,000-gallon Avgas Fuel Tank Installation 4 Relocate Existing Airfield Emergency Generator Project 5 Final submission and approval of Airport Master Plan 6 Approval of ACIP, CSVI and IDOT Air Service Development grants 7 5-year Engineering Retainer process 8 5-year Engineering Retainer process Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 20 BOARD AND COMMISSION INITIATIVES 2021 – 2022 Dubuque, Iowa June 2021 BOARD/COMMISSION: Arts & Cultural Affairs Advisory Commission Please list issues or projects that your Board/Commission plan to address during the next year 2021 – 2022. 1 Professionally facilitated strategic planning (anticipated August or September 2021) for Commission ● Includes consideration of diversity in Commission roster and programs, number of members, staggering of terms, direct strategies to increase youth engagement and input ● Explore 501c3 umbrella group to maximize and diversify private investment for Commission priorities and work of Office of Arts & Cultural Affairs ● Review relevance and vision for current programs especially Arts Mean Business ● Prepare for Americans for the Arts’ Arts & Economic Prosperity 6 study in partnership with Iowa Arts Council ● General long-term goal setting 2 Review and recommendations related to Public Art Policy including consideration of 1% for Arts funding mechanism 3 Grow staffing support and capacity for continued implementation of Arts and Culture Master Plan and increased integration of arts and cultural practices across City departments 4 Maximize impact of American Rescue Plan Act to resiliency of the sector, continuing efforts that cultivate accessible and diversity of programs and representation 5 Opportunities for additional training related to skills development and current issues in the field for Commissioners Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 21 6 Identify, recommend and switch to a different online application portal to address inefficiencies created by reliance on CivicPlus Form Center. Seeking to implement an economic solution that reduces frustrations with grant and call for artist submission, offers streamlined evaluation and scoring for outside reviewers, and decreases time Staff must currently dedicate to organizing information and administering programs. Form Center is not the right tool for the job for the City’s current arts and culture programs. 7 Cultivate replacement for now sunsetted MediaCom Foundation’s Arts & Culture Funding program, continue to explore additional private/public partnerships to advance Master Plan priorities 8 Identify tools and methods to build upon and extend network of connections and relationships that have developed through Staff’s weekly Arts & Culture check-ins 9 Address lack of funding opportunities for individual artists and the for-profit creative economy 10 Address funding gap in Operating Support program requests versus line-item budget 11 Support cross-sector, cross-departmental integration and implementation of arts and cultural practices to address community challenges and opportunities Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 22 BOARD AND COMMISSION INITIATIVES 2021 – 2022 Dubuque, Iowa June 2021 BOARD/COMMISSION: Historic Preservation Commission Please list issues or projects that your Board/Commission plan to address during the next year 2021 – 2022. 1 Black Heritage Survey – conduct a deep dive into Dubuque’s Black Heritage through the discovery of places, people and stories that both exist and have been lost over time. 2 Historic Preservation Month: Proclamation; Eagle Point Park entry; Media release about events; present Ken Kringle Awards at City Council meeting 3 Conducting Hybrid Meetings to allow the Public and Commission Members to attend virtually and in-person. 4 Explore hosting of 2023 Preserve Iowa Summit 5 Under-represented people: Indigenous Peoples. Follow up of summit to engage around Four Mounds, Eagle Point Park and other sites. 6 City Council support of state and federal historic tax credits. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 23 BOARD AND COMMISSION INITIATIVES 2021 – 2022 Dubuque, Iowa June 2021 BOARD/COMMISSION: Human Rights Commission Please list issues or projects that your Board/Commission plan to address during the next year 2021 – 2022. 1 Civil Rights: Engage in outreach and advocacy efforts on how to reach the Commission, how to file claims, and how to address pending State legislation that is harmful to Human rights 2 Housing: Engage in outreach and education, including through homeless shelters and meal sites, to provide resources and assistance in accessing food and housing assistance, filing housing complaints, and understanding housing rights and responsibilities 3 Criminal Justice: Support the work of the School Resource Officer Work Group and the Dubuque Community Police Relations Committee through appointees to those groups. Work with Fountain of Youth to address barriers to employment and housing faced by ex-offenders. Support Restorative Strategies for middle and high school youth. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 24 BOARD AND COMMISSION INITIATIVES 2021 – 2022 Dubuque, Iowa June 2021 BOARD/COMMISSION: Carnegie Stout Public Library Board of Trustees Please list issues or projects that your Board/Commission plan to address during the next year 2021 – 2022. 1 Update the library’s Strategic Plan. 2 Onboard the new Library Director for a seamless transition. 3 Implement the self-guided audio art tour to highlight the library’s art collection. 4 Complete an Art Audit of the library’s art collection. 5 Complete installation and promotion for the Storybook Walk along the Bee Branch Greenway. 6 Partner with the Dubuque Community School District on student library cards, to further the mission of youth literacy. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 25 BOARD AND COMMISSION INITIATIVES 2021 – 2022 Dubuque, Iowa June 2021 BOARD/COMMISSION: Park and Recreation Commission Please list issues or projects that your Board/Commission plan to address during the next year 2021 – 2022. 1 Fully Fund Staff Positions in the Park Division. Increase staff by one Full-Time Equivalent staff person per year for the next three years. The Park Division is being asked to care for and develop equitable amenities including trails, new parks, the marina, and even landscaping for new roundabouts. The City would benefit from developing and retaining experience and expertise in the Park Division. 2 Infrastructure Updates. Aging structures within the Leisure Services Department purview should be considered for upgrades or renovations before their condition makes them unfit for public use. The Commission supports updating structures in parks, including pavilions and restrooms, as well as offices, greenhouses, and other physical assets used by the Department. 3 Connecting Bikes and Trails. Continue to promote mobility by the construction and maintenance of interconnected trails and bike paths, including with neighboring areas. Increase public awareness of available trails. 4 Recreation Division Marketing. In order to promote the equitable provision of recreational services throughout Dubuque, the recreation division needs to both maintain successful programming and provide new programs. Engaging with under served families will require hiring additional supervisors to provide attractive programming. Promotion and use of those programs will have direct impact on public health and community building within Dubuque. 5 Swimming Pools. Develop and promote plans for updating or replacing City pools. Address public desire for additional amenities, including Splash Pads and an Aquatics Center. Encourage lifeguard-training incentives. 6 Chaplain Schmitt Island. Support of ADA accessible restrooms. Encourage closer relationships with Chaplain Schmitt Island Committee/DRA on planning and implementation of Chaplain Schmitt Island master plan. Including updates/input sessions with commission and facilitating public input. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 26 BOARD AND COMMISSION INITIATIVES 2021 – 2022 Dubuque, Iowa June 2021 BOARD/COMMISSION: Resilient Community Advisory Commission Please list issues or projects that your Board/Commission plan to address during the next year 2021 – 2022. 1 Community Engagement related to 50% by 2030 Plan – additional capacity to help implement the plan and engage the community (City Manager’s recommendation) 2 City Staff/Commissioner Connections and relationship development for CAP Implementation - Communicate that we are willing and excited to help staff implement action items from the CAP. Be seen as a resource and have staff come early and often to get support. Set the stage for future work. 3 Build community relations to help with implementation related to CAP (Buildings/Energy, Greenspace and Tree Canopy, Transportation and Land Use, and Food) 4 (from 2020) Research LEED for Cities and possible alternatives while determining what information is critical to have and how it will be used and if time invested is worth effort. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 27 BOARD AND COMMISSION INITIATIVES 2021 – 2022 Dubuque, Iowa June 2021 BOARD/COMMISSION: Transit Advisory Board Please list issues or projects that your Board/Commission plan to address during the next year 2021 – 2022. 1 The board will be working on ideas to rejuvenate ridership coming out of the COVID 19 pandemic era. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 28 BOARD AND COMMISSION INITIATIVES 2021 – 2022 Dubuque, Iowa June 2021 BOARD/COMMISSION: Zoning Advisory Commission Please list issues or projects that your Board/Commission plan to address during the next year 2021 – 2022. 1 Evaluation and update of the Unified Development Code. The Imagine Dubuque Comprehensive Plan includes specific recommendations for zoning and land use. Iowa Code requires City zoning regulations be consistent with the Comprehensive Plan. Consultant evaluation and update of the 2009 Unified Development Code is needed. Challenge is no funding. 2 Conducting Hybrid Meetings to allow the Public and Commission Members to attend virtually and in-person. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 29 BOARD AND COMMISSION INITIATIVES 2021 – 2022 Dubuque, Iowa June 2021 BOARD/COMMISSION: Zoning Board of Adjustment Please list issues or projects that your Board/Commission plan to address during the next year 2021 – 2022. 1 Evaluation and update of the Unified Development Code. The Imagine Dubuque Comprehensive Plan includes specific recommendations for zoning and land use. Iowa Code requires City zoning regulations be consistent with the Comprehensive Plan. Consultant evaluation and update of the 2009 Unified Development Code is needed. Challenge is no funding. 2 Conducting Hybrid Meetings to allow the Public and Commission Members to attend virtually and in-person. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 30 Looking to Dubuque’s Future Departmental View Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 31 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Airport From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ COVID ➢ Fuel sales volume ➢ Retaining/increasing commercial air service ➢ Increasing corporate aviation traffic ➢ Effectively competing with Cedar Rapids, Moline, O’Hare, and Madison for our airline customers with a shrinking marketing budget. ➢ Upgrading airport security program to meet larger aircraft standards. ➢ Nationwide aviation workforce shortage (pilots, ground handling, dispatchers, flight crew, mechanics, air traffic controllers) ➢ Worldwide shortage adversely impacting airlines’ ability to expand and retain service ➢ Rental car shortage ➢ Terminal restaurant ➢ Airport tenants’ challenges (corporate flight departments, buses, airline, TSA) ➢ Funding future large equipment purchases ➢ Rising fuel costs ➢ Very limited hangar space to accommodate growth ➢ Recruiting, hiring, and retaining staff. ➢ Snow Removal Equipment acquisition/maintenance of equipment Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 32 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Airport Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Airport Master Plan-final public input meeting in June; send to FAA for approval in August 2 Airfield Lighting Project-completion Fall, 2021 3 Airfield Emergency Generator Relocation Project-completion Fall, 2021 4 Additional 20,000-gallon Avgas Tank Installation-completion Fall, 2021 5 General Aviation Initiative-stimulate general aviation at Airport 6 Additional Air Charter leisure destination 7 Staff transitions and retirements, succession planning 8 Extend Aircraft Tower hours 9 Pavement Maintenance Program (PMP) project 10 Air cargo facility (MRO) constructed at the Airport 11 Leisure travel airline startup (Breeze Airways) 12 Construct secure outside gated storage facility (RV’s, boats, etc.) Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 33 13 Acquire westbound air service to Denver (SCASD grant) 14 Develop solar field at Airport for Airport building usage 15 Airport equity plan development 16 Pursuing art displays at the commercial terminal building 17 Retain and expand commercial air service 18 Major league baseball event at the Field of Dreams Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 34 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Airport Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 University of Dubuque Hangars-FAA forms submitted, design/construction estimate are complete; waiting on private funding to begin construction 2 Construction of additional 100’ x 130’ corporate hangar after deconstruction of old maintenance facility 3 Continue lobbying Congress for an increase in PFC level & AIP funds 4 Upgrade Airport Security Program 5 Continue marketing airline service to business & leisure community 6 Replacement of the rental car wash facility Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 35 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: City Clerk’s Office From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Lack of diverse representation on Boards and Commissions ➢ Lack of turnout in City Council elections ➢ Lack of engagement of the public in City Council meetings and city issues ➢ Complexity of open records requests ➢ Lack of understanding from the public on city services versus county services Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 36 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: City Clerk’s Office Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Online boards and commissions meeting agendas in the same format as City Council agendas 2 Online payment options for special event permits, business licenses, and bicycle licenses 3 Recruitment and retention of diverse boards and commission members Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 37 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: City Clerk’s Office Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 2 3 4 5 6 7 8 9 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 38 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: City Manager’s Office From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Capacity of an already lean organization: Maintenance of service delivery to all citizens that meets community expectations and balances available resources, while also taking on new initiatives. Many priorities were delayed or didn’t get done at all during the pandemic. While there is much work to be done, we need to truly prioritize for the coming year in order to make actual progress or priorities with finite human and financial capital. ➢ High performing government and internal city initiatives will need increased resources from current human capital (new ERP system affecting almost all areas of operations, working on process improvements for the system and looking at how we do business internally, internal safety initiatives and training, increased training of supervisory employees, department equity plan work) limiting time or competing for time available for external initiatives or additional or new priorities. America Rescue Plan Act projects and initiatives will also affect time resources of our human capital. ➢ Partnering with Metro Coalition and Iowa League of Cities to continue to defend TIF, Backfill and State Historic Tax Credits along with other beneficial tax credits. ➢ Maintenance of existing built infrastructure while also developing new facilities and projects ➢ State legislative attacks on “home rule” and cities ability to manage affairs independently. ➢ Continuing to find tangible ways to implement our equity vision (e.g., policy change, financial investments in minority/women-owned businesses and led non- profits, equitable fines & fees implementation) and build internal capacity to measure outcomes of work (not input our output), leading to actual change. ➢ Evolution of organization in change: continuing to increase employee satisfaction in work (measured via employee survey) leading to positive recruitment and retention outcomes; diversifying our applicant and employee demographics to better reflect the community; increasing trust, appetite for innovation and flexibility to create a more high performing organization Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 39 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: City Manager’s Office Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Expand federal Opportunity Zones administrative rules 2 America’s River 3 3 Creation and operationalization of Office of Shared Prosperity & Neighborhood Support (implementation of Equitable Poverty Prevention Plan) 4 Creation and operationalization of Facilities Management activity Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 40 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: City Manager’s Office Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 American Rescue Plan & infrastructure bill: secure funding 2 Congressional Staff Visit 3 Community Resident Survey & Actions (frozen from 19-21 priority) 4 Entrepreneurial & Innovative Downtown City Facilities Study (FY22 CIP) Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 41 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Economic Development From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Attracting & retaining a diverse workforce ➢ Meeting our climate goals in partnership with the private sector ➢ Housing quality and availability, affordability ➢ Political polarization, polarizing discourse as it hinders community building and trust ➢ Aging workforce and volunteer base, increasing need for youth and young adults to be more active in leading the way and shaping community ➢ Economy recovery and resiliency across all sectors and for all our residents following impacts of COVID-19 which also exacerbated inequities experienced by minority, vulnerable populations ➢ Private sector engagement in solution to childcare shortage ➢ Funding and partnerships to adequately support under-resourced small businesses (i.e., racial and ethnic minorities) Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 42 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Economic Development Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Childcare 2 Industrial Center land development 3 Downtown redevelopment 4 Opportunity Dubuque job training 5 Continued implementation of Arts & Culture Master Plan to maximize impact of Creative Economy, advancing equity through involvement in and representation of diverse voices and stories through arts and cultural practices, and expand communication strategies of arts and culture sector to bolster economic impact and community betterment 6 Expanded collaboration and integration of arts / culture across departments to infuse creative, engaging, and transformative approaches to essential services, planned maintenance/CIP projects, CIP projects, community engagement, etc. 7 Public Art Policy 8 Also see Arts & Cultural Affairs Commission Worksheet Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 43 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Economic Development Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Expand Arts & Culture staffing capacity to effectively counter impacts of COVID-19 on arts / culture / creative economy sector to broaden the sector’s role in community development, work force attraction and retention, and civic engagement 2 Opportunity for Arts and Economic Prosperity study by Americans for the Arts in collaboration with the Iowa Arts Council 3 Address gap between what is available in Arts and Culture Operating Support grant program and what is requested based on program guidelines and funding requests 4 Provide flexible resources to support new community-driven initiatives prioritized through Arts & Culture Master Plan engagement strategy 5 Continue to prioritize arts and cultural practices as tools that can inspire community engagement, foster belonging and connections for residents, and nurture resiliency across departments / sectors 6 Establish partnership between Arts Commission and established or new 501(c)3 to better leverage private investment, grant opportunities Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 44 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Emergency Communications From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Recruitment & retention Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 45 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Emergency Communications Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 New Phone System for Communications Center 2 Departmental Review of Staffing 3 Additional training for Staff Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 46 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Emergency Communications Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 New Communications Center 2 Staffing and Retention Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 47 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Engineering From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Maintaining Traffic Operations with current staffing levels. There is a push for advanced traffic management program (Citywide traffic coordination, STREETS, etc.). These are labor intensive projects that require dedicated time that is currently not available. Currently the two staff members in the TOC are split between traffic, city surveillance, lighting and broadband expansion. In order to cover these projects each staff member had taken on specific duties and is no longer cross-trained to cover each other’s duties efficiently. ➢ Maintenance and expansion of City Surveillance System. This is a growing system that originated with video detection cameras on the traffic signals. This has now grown to over 1200 camera views and requires constant attention and maintenance. This is a growing system in both equipment and types of usage. Dubuque has a video surveillance unique to the county and its capabilities are just being realized. With the field of video analytics, the usefulness of this system will multiply. Staffing levels to maintain the system have remained level since its inception yet the system has grown exponentially. Staffing levels will need to grow with the system to fully utilize and maintain it. The city should also start investigating the use of video analytics to make better use of our investment. ➢ Broadband Expansion. ROW and communication infrastructure management. Fiber duct availability has double in Dubuque in the last few years due to broadband group focusing on public/private partnerships and ROW management. Keeping track of the ROW usage and underground communications duct with the thousands of fiber strands is a challenging task. This program is a great resource for the city but requires extensive staff time and seed money to keep it operating. This expansion would accelerate if more fiber funding was available. Many proposed construction projects originally include fiber conduit in their estimates, but this is often taking out of the project prior to construction due to funding constraints. We are currently seeking additional fiber funds and staffing to manage this utility. This program is also critical to managing ROW preservation. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 48 ➢ Fiber to the home – FTTH started last summer and is continuing to grow, more than staff can keep up. This expansion allows a competitive market but it is crowding the right of way. Also, the installation of small cells has kept staff busy reviewing plans, issuing permits, monitoring the right of way and fielding questions from the public. There is also a struggle to get all of this new information mapped. ➢ One calls – The city has seen an over 50% increase in the number of Iowa One Calls. Our staffing is stretched to the limits. A PT Utility Locator position was approved as part of the FY21 budget to support the full time Utility Locator. Engineering is also cross-training staff to help but that takes them away from their essential duties. It is anticipated that one calls will continue to increase due to fiber to the home development in the coming years. ➢ Right of way preservation – Many cities are finding that their available ROW is diminishing, managing this expansion through projects such and utility corridors allows for maximum efficiency of ROW. With all of the development of fiber to the home, small cells and other communication related infrastructure, the right of way corridors are getting crowded. There needs to be more collaboration and strategic planning of the use of the right of way. ➢ US 20 and NW Arterial Capacity – This intersection has seen tremendous growth in traffic and is becoming very congested at peak travel times. When the SW Arterial opens up there will be heavy PM peak traffic making the eastbound US 20 to northbound NW Arterial left turn movement. There is a need for dual left turn lanes with additional storage capacity to accommodate the traffic. ➢ Asbury and JFK Capacity – This intersection has seen an increase in volume of vehicles with the development of housing in Asbury and the surrounding area. Westbound vehicles will back up to Woodlawn Street (2000 feet from the intersection) during the PM peak hour waiting to go through the traffic signal. The East/West Corridor study’s proposed improvements do not suggest any major improvements for this intersection. As the east/west corridors are improved this location will be the primary bottleneck. Funding needs to made available to study this intersection. ➢ US 20 and Locust Street Capacity – This is the busiest intersection in the city and currently struggles with capacity issues. SW Arterial may help with sumi ➢ Asbury Road Capacity and utilities ➢ Maquoketa Drive and US 151/61 Capacity. This intersection is split phase on the mainline and the side streets do not function efficiently. Additional traffic from the SW Arterial may cause increased delays. This location has been studied in the past (TEAP study in early 2000’s) but there were no easy answers to improve the efficiency. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 49 ➢ Alley pavement condition – The current policy is to just patch potholes in alleys. If a resident wants the alley reconstructed, they have to get all of the abutting property owners to agree to pay 100% of the costs to re-surface the alley. Most property owners don’t have the financial means to make this happen. Additionally, 100% of the residents have to agree to share in the costs and that rarely happens. The City needs to have a steady stream of funding to reconstruct a number of alleys a year and assess the residents a portion of the costs. If we approach it like a street assessment, I believe that would be doable. Green alleys would be constructed to help fulfill the sustainable Dubuque goals and reduce flooding. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 50 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Engineering Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 STREETS Program 2 Brownfield grant - 3 Traffic Camera Systems - Installations 4 Comprehensive Pavement Preservation Plan 5 Street Maintenance Program – Increase Funding 6 Lowell Street Retaining Wall: Funding 7 Chavenelle Hike/Bike Trail 8 Chavenelle Road Rehabilitation 9 NW Arterial Upgrade (IDOT) 10 Roundabouts – University and Pennsylvania 11 Roundabouts – University and Asbury 12 Roundabouts – University and Loras 13 Washington Street Improvements (7th to 9th) Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 51 14 Community Cameras Program: Outcomes, Best Practices, Report with Options, Direction, Funding and City Actions – Installation and Replacement of cameras 15 Viking Cruise Destination Preparation: Direction, Actions, Funding 16 Public Education on Bikeable/Walkable Dubuque: Funding 17 Catfish Creek Sanitary Sewer Pump Station & Force Main improvements: Facility Plan development. 18 Sanitary Sewer Asset Master Plan Development: Hire Consultant Public engagement Condition Assessment Hydraulic capacity – future needs 19 Bee Branch Creek Railroad Culverts Project & Bee Branch Railroad Culvert Trail Project: complete construction 20 Bee Branch Gate and Pump Replacement Project: Design Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 52 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Engineering Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 City Surveillance System. Research and implement additional uses for existing surveillance system. Dubuque’s system has many capabilities beyond surveillance and could be used to supplement existing programs in Dubuque. Camera analytics is a growing field. Using analytics on our existing cameras could allow for improvements in parking management, traffic vehicle detection and improved traffic signal coordination just to name a few. Upcoming proposed projects under this category include: - Traffic signal vehicle detection improvements. This project would upgrade the existing traffic signal vehicle detection. This will be a mix of microwave and advanced detection and may include the addition of video analytics to existing camera infrastructure. This program is a critical part of the goal to improve connectivity and traffic coordination throughout the city and is also needed for STREETS. - Continued expansion and maintenance of city surveillance system – This system has become critical infrastructure for public safety and traffic management. It needs the staffing support to keep in operating effectively. 2 Complete the implementation of an asset data management and enterprise work order software. We need to implement Cartegraph or similar software for Water, Storm, Sanitary, Pavement, Traffic and all other infrastructure in order to fully track maintenance & repair costs and to efficiently schedule repair work. Frequently multiple city departments’ work on the same piece of infrastructure. Staff is currently involved in the Tyler implementation and hopefully we’ll be able to make our lives easier in managing the City’s assets. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 53 3 Authorize the creation of a City-Wide Sidewalk Installation Policy. In April 2011 the Dubuque City Council adopted Resolution 124-11, the City's Complete Streets Policy. The resolution states the goal of the policy is to "Develop as many street projects as possible in an affordable, balanced, responsible, and equitable way that accommodates and encourages travel by motorists, bicyclists, public transit vehicles and their passengers, and pedestrians of all ages and abilities.” Adding new sidewalks to existing city streets and roadways fits within the goals of the Complete Street Policy by accommodating and encouraging travel by bicyclists, transit passengers (bus stop accessibility) and pedestrians of all ages and abilities. 4 Right of Way Management. Staff wants the ability to track utilities, excavations, small cells, fiber to the home, etc. more efficiently. The right of way is getting crowded. We need to manage the limited space better and this can be done through policy changes, review of fees, and software management. We are grateful for the filling of the ROW Management Technician position. This task is still challenging. 5 Bee Branch Gate and Pump Replacement Project: While the FY21 budget included funding for the $17 million project (a combination of a $2.5 M EDA grant, a $2.7 M SRF loan, and State Sales Tax Increment), material shortages and contractor availability could drive up the project cost. Per the EDA Grant Agreement, the project is to be under construction by September of 2021 and fully complete by September of 2023. 6 Filling vacant Civil Engineer position. An additional Civil Engineer position was approved with the FY21 budget. Frozen initially, the City is now looking to fill the position with the goal of having someone start early in FY22 to help ensure compliance with the Consent Decree and the development of other sanitary sewer projects and initiatives (i.e., sanitary sewer asset master plan, Catfish Creek Sanitary Sewer Pump Station & Force Main project, etc.). Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 54 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Finance From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Budgeting for Equity. The allocation of public resources through the budgeting process is key to advance racial equity. Departments need to apply an equity lens to each program and service delivery. The equity review needs to look at every service with a fresh perspective considering what might be done differently to advance equity. Every program can be transformed, reimagined, and evolved to increase equity. The City needs to increase the number/percent of equity projects funded and track the outcomes of the projects funded. ➢ Equitable vendors and procurement team lead by Tony Breitbach. This team will identify racial equity issues regarding vendors and procurement; review data on outcomes by race; develop a plan with community engagement to work with legal on minority impact analysis sheet and contract requirements and work on service contract bid requirement (housing) that discourage small contractors. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 55 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Finance Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Enterprise Resource Planning Financial System Implementation. • Core Financials and Budget is underway now with a go live date of 7/1/2022. • Human Resources begins 10/2022 with a go live date of 1/1/2023. • Utility Billing begins 1/2022 with a go live date of March 2023. • Community Development begins 2/2022 with a go live date of 4/2023. • Asset Management begins 7/2022 with a go live date of 4/2023. 2 Debt Reduction Strategy • Fiscal Year 2022 Adopted budget meets the debt reduction strategy. Retired debt exceeds the amount of new debt. • Ongoing 3 Indirect Cost Rate • Indirect cost rate and allocation plan was submitted to HUD in February 2021. Review takes approximately 6 months. • Annual updates to the cost allocation plan are required. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 56 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Finance Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 GASB Statement No. 87, Leases. The objective of this statement is to better meet information needs of financial statement users by improving accounting and financial reporting for leases by government. GASB Statement No. 87 must be implemented for the Fiscal Year 2022 Certified Annual Financial Report. All leases will need to be tracked in one software. 2 Provide support to other departments as needed to help meeting the recommendations in chapter 10 of the Imagine Dubuque Comprehensive Plan, STAR recommended actions, and other issues/projected identified. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 57 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Fire From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Response time and availability of ambulances ➢ Reliance on overtime due to increased leave for personnel. ➢ Low recruitment numbers, especially for females and minorities. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 58 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Fire Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Replacement of key apparatus such as Hazardous Materials Truck and Aerial Ladder Truck. 2 International Accreditation. Process is nearing completion. 3 Equity focus added to the Community Risk Reduction program 4 Increased training and education for supervising Company Officers. 5 Structural repairs to fire station six (Rhomberg Ave). Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 59 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Fire Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Oversite of city buildings (repair, maintenance, and management) Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 60 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Health Services From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ COVID-19 ➢ Policy makers and COVID-19 and other public health issues ➢ Small staff ➢ New staff hired 3/2020 ➢ Educating policy makers and city/county leaders on ICS and NIMS ➢ Pet licensing system – in house or contracted? ➢ Lack of emergency preparedness and limited public health emergency preparedness and response. ➢ Health care and public health worker shortage ➢ Health equity and health disparities ➢ Obesity ➢ Chronic disease ➢ Equitable fines and fees ➢ Office space/location/public accessibility/ staff security Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 61 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Health Services Department Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Evaluating new finance system for pet licensing capabilities 2 CHNA HIP 3 Brain health 4 Lead service line replacement and policy 5 Department equity plan 6 Lead and Healthy Homes Program Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 62 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Health Services Department Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Doing everything non-COVID we have not done since 2/2020 2 IT training – learning Microsoft features & uses 3 Animal licensing/enforcement process improvement Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 63 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Housing & Community Development From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Overcoming perceptions of safety issues in neighborhood ➢ Finding qualified contractors ➢ No Funding in City Council Goal Areas – Such as Fair Housing and Affordable Housing ➢ Employee Morale with COVID and recovering from the pandemic ➢ Long-term goal setting during COVID ➢ Lack of opportunities to be “banked” with stimulus checks ➢ Neighborhood connections are difficult for new comers ➢ Recreation Programs are inaccessible to working families, leaving kiddos without rec options (timing doesn’t work) ➢ Family sheltering options are limited ➢ Cost of materials for construction ➢ Federal Rules and Guidance on new Funding is slow and often happening after spending requirements Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 64 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Housing & Community Development Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Rehabilitation of dilapidated Structures: Too Many to Keep up at this time, lacking qualified contractors 2 Promoting homeownership through HOME workshop: Attracting minority residents is difficult 3 Direct Assistance to Residents such as Section 8, Family Self-Sufficiency, Rent Assistance, COVID fund: Not enough employees to support all of this. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 65 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Housing & Community Development Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Skill-up for Employment outside of Entry Level Jobs - Education 2 Landlord Liaison for connection to mediation/resources 3 Neighborhood/resident engagement where they are including resources and networking opportunities 4 Additional partnering with agencies assisting kiddos to provide additional support mechanisms 5 2nd / 3rd Shift Daycare (Especially with Simmons opening) 6 Transportation to school from daycares Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 66 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Human Resources From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Re-centralization of human capital functions necessary for a non-arbitrary, non-siloed, growth and development promoting, employer of choice organization will require 1) continued review of Human Resources department structure, positions, and skill sets needed, 2) re-education of end-users regarding policy, process and access, and 3) benefits and compensation formal review processes. ➢ Access to and increased use of technology by staff at all levels in order to assure information flow and understanding and provide for more efficient and productive use of employee’s time, data-centered decision making and outcome measures, and best practices. ➢ Continued prioritization of human capital equity and inclusion for and toward a more diverse workforce that is more consistently representative of the residents of Dubuque. ➢ Digitization of a highly paper intensive record system. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 67 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Human Resources Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Benefit RFP’s 2 Classification of positions 3 ERP that includes Human Resources processes for recruitment, employee records, payroll, employee self-service, performance review, and training record applications 4 RFP for 3rd Party Exit Interviews 5 HR Team Interest and Skills Inventory Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 68 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Human Resources Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Email for all City employees 2 Full implementation of ERP system 3 Compensation Review 4 Collective Bargaining x2 contracts Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 69 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Human Rights From your department’s perspective, what are the major challenges facing the city over the next 5 years? Affordable Housing – increasing the number of housing providers accepting housing choice vouchers; evictions from COVID-19 and potentially increasing homelessness Loss of population – people moving because can’t find affordable housing, impacts on community college and DCSD numbers and funding; impacts on workforce, including in the service industry (ability to fill positions) Sufficient numbers of jobs paying a living wage, particularly in the service industry Continued loss of younger, more diverse workforce, particularly if unable to demonstrate progress on equity and inclusion efforts Being willing to include and be influenced by the younger generations’ engagement in grass roots advocacy for change Lack of concrete action and consistent, intentional financial investment in minority owned businesses - reinforces distrust and increases likelihood of businesses who are successful leaving the community. Increasing the number of community wide events that appeal to a broader and more racially and ethnically diverse community Lack of access to healthy, locally grown food; access to land for production for underserved communities to grow culturally appropriate foods; zoning; certification processes and recognizing new human patterns (i.e., take out/delivery and the cost for platforms to small business owners often 20%+); pantries for special dietary needs/culturally appropriate food; access to personal/feminine hygiene products through pantries; infrastructure; centralized delivery organization and mobile kitchen for food support. Lack of a specific, targeted effort to address health disparities in the African-American community. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 70 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Human Rights Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 School Resource Officer Work Group 2 Development of City Life 2.0 3 Revising Intercultural and Equity workshops for on-line delivery and compliance with HF802 4 Continuing to assist departments in developing, and providing feedback on, department level equity plans 5 Equitable Fine and Fee Reform 6 COVID-19 Vaccine outreach activities 7 Dubuque Community Police Relations Committee Best Practices Review and Recommendations 8 Language Access Plan – internal to City organization (also need a community wide approach as noted in short term projects below) 9 GIS Story Mapping for use with equity analyses 10 Department structural changes given creation of Office of Shared Prosperity and Neighborhood Support 11 Development of pilot program as part of Municipal Career Track with Dubuque Community School District Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 71 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Human Rights Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Allocate time, policies, and funding to support MBE procurement and development in ways that local MBEs can actually access – i.e., remove requirements that are outside of our local MBEs’ abilities to meet. 2 Fund actions to implement equitable fine and fee reform based on data gathering done this year. 3 Strengthen the community interpretation and translation network and services so they are available throughout the community 4 Require broader cross-departmental and cross- organizational support and involvement in youth engagement programs and opportunities 5 Develop an African-American health project similar to the Pacific Islander Health Project model, with a dedicated community health worker and social worker 6 Expand the Brain Health initiative to explicitly address the impacts of racial injustice, particularly on young people Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 72 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Information Services From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Creation and Sustaining a Resilient Technology Environment – As the city continues to expand reliance on technology adequate data centers need to be maintained. Neither the Annex nor the DLEC meet the needs for full redundancy, physical security and scalability. ➢ Staffing – additional staffing is needed to adequately meet the demands of IT support. In addition - hiring will need to occur to cover anticipated retirements within the department. ➢ Addressing support for flex-hours, work from home, hybrid meetings and expanded collaborative technologies such as Teams – All of these changes require additional support from Information Services as staff has an expectation that support will “meet them where and when” they are working. Over 100 staff do not have city e-mails. Many of these employees spending much of their time in the field or part-time that will need to be trained and equipped to access e-mails and use any other Microsoft365 tools. ➢ Addressing on-going cybersecurity threats. This includes ransomware, unauthorized access, protection of critical infrastructure assets, and end user accounts. ➢ Staffing sufficient for Microsoft365 Administration and Integration within the organization (Training) ➢ Broadband and Network Operations Management – with the growth of the city’s broadband assets and partnerships there are very limited resources to respond to issues, contract/lease/agreement management ➢ Cartegraph Project and System Administration – the leadership for Cartegraph overall project leadership Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 73 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Information Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 ERP System Implementation – Information Services is a key partner for this project Key Issues: • Sufficient Human Capital for Administration & Project management and Project Implementation 2021-2022 Actions: • Project Implementation and Training • Staffing needs identified and addressed 2 Broadband Partnerships – Information Services partners with GDDC, Legal and Engineering to move forward new and updated partners and agreements. Key Issues: • Sufficient Human Capital for Administration & Project management and Project Implementation • Funding 2021-2022 Actions: • Implementation of new and updated partnerships • Inventory and mapping of fiber, conduit and related telecommunications assets contract implemented Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 74 3 Broadband Equity - Information Services partners with GDDC, Legal and Engineering to move forward new and updated partners and agreements for equity projects Key Issues: • Sufficient Human Capital for Administration & Project management and Project Implementation • Funding • Scope • Measuring impact 2021-2022 Actions: • Roll out Lifeline program with CGM Call Center • Engagement with residents, partners • Define scope and project plan for next 2 -3 years • Define measurables and maps • Define sustainable funding sources 4 Cartegraph Partnership Expansion Key Issues: • Scope • Funding • Administration & Project management 2021-2022 Actions: 1. Utilize and Leverage Enterprise Licensing 2. Determine Next Steps for Project Plan Implementation 3. Implement Project Plan 4. Continue training/implementation of High-Performance Government 5. Determine of Cartegraph will be the vendor for a city-wide work order system or will this be part of the ERP 5 I-Net Future: Strategy & Actions Department(s): Engineering, Information Services • A Master agreement with Mediacom went to Council May 2019 to extend I-Net support at the remaining sites (city and schools) for 3 years with an option to add • In exchange a value agreement for rent on Mediacom’s telecommunication hut at 3rd street will fund - contract needs to be signed by Mediacom • Leisure Services, WRRC and Grand View FS, Kennedy FS need to be addressed in in FY 21 – 22 • Questionable status of schools plans for future broadband Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 75 6 Smart Parking Key Issues: • Sufficient Human Capital for Administration & Project management and Project Implementation 2021-2022 Actions: • Project RFP issued • Technology Platform Selected • Project Implementation and Training • Staffing needs identified and addressed. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 76 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Information Services Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Data Center Implementation - Investment in software and solutions that provide a “High Availability” technology environment that is “always on, readily available with fail-overs and redundancy to meet those failovers.” • Fully Funding a scalable data center at a remote site with redundant hardware, storage and network with needed security and protections • Adequate physical security for the City Hall Annex Data Center including secure entry areas using fobs/cards, additional security cameras in the data center and within the annex 2 Information Staffing and Service Levels • “FTE’s required to support/maintain” evaluation completed to determine targeted staff needs and department restructure • Additional staffing needs identified for o Additional Senior Network Infrastructure Admin o Additional Help Desk o Additional Interns • IT Recharging system reviewed. 3 Network Security. • Continued investment in threat management and monitoring • Continued investment in staff training and education Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 77 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Leisure Services From your department’s perspective, what are the major challenges facing the city over the next 5 years? Too many priorities challenge not just Leisure Services but all areas of the City to deliver focused work on selected priority goals and outcome areas. Too many priorities mean work does not get the priority focus needed and financial and human resources are limited and stretched. Hard to move the needle on specific priority goals and outcome areas when focus is divided. Work shared by multiple departments is slowed as one is moving projects that are priorities on their list so cannot work on cross collaborative projects with another department in a timely manner delaying another department’s priority. Consideration should be given, discussed and decided as to what is in the City’s purview or control and what is or should be the work of partners outside the City understanding even collaboration with partners takes a lot of human capital. Hiring temporary employees for the over 200 temporary positions throughout the year. High performing government and internal city initiatives will need increased resources from current human capital (new ERP system affecting almost all areas of operations, working on process improvements for the system and looking at how we do business internally, internal safety initiatives and training, increased training of supervisory employees, department equity plan work) limiting time or competing for time available for external initiatives or additional or new priorities. America Rescue Plan Act projects and initiatives will also affect time resources of our human capital. The pandemic widened the gap between the “haves” and the “have nots”. The impacts of increased poverty and other social challenges coming out of the pandemic will require more services and assistance from Leisure Services in areas of increased scholarships and additional services. Work with the school district needs to continue and likely increase due to absenteeism, trying to catch up children who lost a year to two years of learning, teens with increased responsibilities in families of them supporting their family vs. being allowed to grow as a teen exploring opportunities for their future. Specific minority populations have been the most negatively impacted. Lack of facilities in neighborhoods where programming is most needed. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 78 The City has always operated with a lean side on human capital. The hiring freezes from 2014 that lasted until 2019, the pandemic and the freezes as well as limiting additions to staffing as additional parks and areas of responsibility have been added and increased internal and external city initiatives have made for numerous staff positions over capacity as well as deferred maintenance of the physical assets of the department increased especially in 2020. The Department has been and will continue to be challenged without changes in the coming years. Citizens are seeing this impact in our parks, facilities and areas. Assessments of appropriate staffing and/or contracting levels related to levels of services, infrastructure and more are needed. Financially sustaining as well as growing (if appropriate) AmeriCorps program will need additional investments for the administration and member living allowance as well as provide AmeriCorps member resources for our partner organizations if they don’t have match for member placement where the member resource would address a City Council goal or priority. Federal and state grant programs require matching funds and the current capital budgets do not have matching money available thus not able to apply for grants for numerous projects including trails, park development and acquisition, program expansion and more. The past 2-3 years have not been able to even apply for grants as do not have match money as required by the grant. The city does not have a grant writer now so money needs to be budgeted for contracted grant writing services or look to hire a grant writer. State and federal legislation contradicting with City and Council priorities and initiatives. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 79 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Leisure Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Chaplain Schmitt Master Plan -- Funding, phasing and implementation of projects identified 2 Grand River Center Future Operations -- Operations review, RFP, direction and agreement 3 Leisure Services Department equity plan advancement, equity training continuing for all levels of city staff and analysis of experiences of persons in poverty with the Department. Focus the plan with specific goals and in a language that all levels of staff understand their role in equity work of the department and city. -- Implementation 4 Complete planning and community input on Bee Branch Blum property, lower Bee Branch and connecting park and trails with work of Chaplain Schmitt Island. -- Implementation and funding 5 Future Ready, civically engaged approach plus teen programming to lessen the current opportunity gap and prepare teens for career ready life into adulthood. Research tiered level of STEP program addressing poverty issues at the youngest stages and affecting positive life changes as well as AmeriCorps Opportunity Youth program as expansion related to teens. -- Research, report, funding, implementation 6 Parks development and re-development projects – Comiskey, Eagle Valley, Jackson, Westbrook, and English Ridge. -- Construction 7 AmeriCorps Volunteer Generation Fund – continuing partnership building, capacity building, and exploring other possibilities for matching funding. -- Partner building, funding 8 Select and implement new program and facilities registration system for the Department -- Implementation Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 80 9 Manage natural landscapes expanding use of pollinators in parks, forests, trails and open spaces, assess invasive species in these areas, and create plan for addressing. -- Plan and funding. 10 EB Lyons Partnership—Agreement reviewed and approved by all partners; partnership instituted -- Implementation 11 Continue progress on removal of EAB trees and stumps related to loss of tree and begin to focus on reforesting the urban canopy especially in low-income census tracts. -- Implementation 12 Research community wide learn to swim initiative for youth -- report 13 CDBG funded park improvements to underserved local park areas allowing for more equitable program expansion and service delivery -- Implementation Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 81 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Leisure Services Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Five Flags Civic Center -- Council direction and/or decision 2 Prioritization of outdoor pools (Flora and Sutton)—Increased funding for repairs; update of 2017 report -- Council direction and/or decision on full renovations or new pool(s) 3 Expand mobile recreation capabilities to increase active recreation opportunities within neighborhoods expanding programming and community connection /engagement-- Funding 4 Analysis of appropriate staffing levels for responsibilities, programs and initiatives of the Department and City. -- Study and funding 5 Update 2011 Urban Forest Study and connect with Climate Action Plan and equity efforts, expanding to include invasive species affecting forest and landscape. -- Funding 6 Update the 2010 Tri-State Trail Vision Plan, identify phasing, funding mechanisms, establish priorities and connect this work to complete streets. -- Funding 7 Identification of projects and funding to prepare to be shovel ready or grant application ready. -- Funding 8 Increase temporary employee wage scale to become more competitive for recruitment as well as creating livable, just wages. Adjustments may need to include turning temporary positions into part-time or full-time reducing retraining and increasing retention. Increasing living allowance of AmeriCorps members. -- Funding 9 Explore new partnership relationships related to Mystique Community Ice Center and soccer complex currently owned by Dubuque Community School District. -- Study, potential funding Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 82 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Library From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Broadband internet – greater connectivity in the community ➢ Increased revenue to support goals ➢ Loss of institutional memory as retirements take place among the Baby Boomers Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 83 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Library (Diverse Arts, Culture, Parks, and Recreation Experiences and Activities Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Changing Lives Through Literature – Update. Recidivism was determined to be 14%. A grant was awarded for the program that will allow expansion. An additional facilitator was identified to assist in the expansion of this program, which will be done through Hillcrest Family Services. No classes were held in calendar year 2020, but are planned for calendar year 2021. 2 Library Marketing Campaign – A request for funding the position of a part-time Marketing Coordinator was not made due to the revenue shortage faced by the city in FY 20 and 21. A return on investment calculation was completed to determine the positive impact that this position, currently funded by a gift trust, has made. Fifteen online resources that were promoted in the past two years were evaluated. Twelve realized significant decreases in the cost per hit. The smallest decrease was 16%; the largest was one at 89% and two at 90%. The marketing campaign has been very successful in introducing resources to citizens that can be used for their informational, educational, or recreational needs. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 84 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Library Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Budget – allocation to free up funding for CIPs and equipment replacement 2 Other short-term projects are identified in current goals and priorities – maintain this focus. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 85 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Planning Services From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Promote mixed-use development both downtown, within the John F. Kennedy Road Corridor, 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. • Imagine Dubuque: livable neighborhoods • STAR Built Environment – BE-3: Compact and complete communities. Equity Indicator: Housing plus Transportation cost burden ➢ Illustrate the tangible economic and sustainability benefits – direct, indirect, and induced – to Dubuque’s economy and community from 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. • Imagine Dubuque: Livable Neighborhoods. • STAR Education, Arts and Community: EAC-4: Historic Preservation Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 86 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Planning Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Implementation of Imagine Dubuque Comprehensive Plan. The Imagine Dubuque Comprehensive Plan serves as a guide for the community's physical, social and economic development. It is an ongoing project that the desired outcome will be a more viable, livable and equitable community. 2 FY2020- FY2022 CITY COUNCIL TOP PRIORITY: Equitable Poverty Prevention Plan Implementation. The Equitable Poverty Prevention plan will provide a manual to help address poverty in Dubuque. The Equitable Poverty Prevention Plan will impact the lives of those who are experiencing poverty and help prevent individuals from falling into poverty. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 87 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Planning Services Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Conducting Hybrid Meetings to allow the Public and Board/Commission Members to attend virtually and in-person. 2 Continued Implementation of Imagine Dubuque Comprehensive Plan. The Imagine Dubuque Comprehensive Plan serves as a guide for the community's physical, social and economic development. It is an ongoing project that the desired outcome will be a more viable, livable and equitable community. 3 Equitable Poverty Prevention Plan Implementation – Development of the Office of Shared Prosperity and Neighborhood Support – Help assist the City Manager’s Office in the development of the Office of Shared Prosperity and Neighborhood Support. The Equitable Poverty Prevention plan will provide a manual to help address poverty in Dubuque. The Equitable Poverty Prevention Plan will impact the lives of those who are experiencing poverty and help prevent individuals from falling into poverty. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 88 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Police From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ The ongoing process of recruitment & hiring. The hiring and training of new officers is a never-ending process through the year. At our current high point, we are down 13 officers, which is believed to be an all-time high, and this would not include officers in training or off shift for various leaves. Training continues to impact current officers as they must not only assist new officers through the 20-week training process, but must also shoulder the burden of being understaffed. Recruitment of quality candidates for police positions has also become a larger challenge than in the past. This is a challenge seen not only in Dubuque, but by law enforcement agencies across the country. For the current testing cycle that began with a February 2020 written test, we ended up with another low year of candidates and could only certify a list of 12 candidates – far less than the 40 we are allowed to do under Civil Service law. We will be testing again in the fall of 2020. We have never had to test twice in the same calendar year. Workforce Recruitment & Retention: Recruit and retain a quality workforce while focusing on citywide interculturally competent initiatives. As tied in with the above, overall recruitment numbers are down, so the diversity of the applicant pool often decreases as well. The Dubuque Police Department is in the midst of a major “wave” of retirements, which includes a number of supervisory staff, and will continue for the next few years, at which time the majority of the senior management will have retired or be eligible to retire. ➢ As the city continues to evaluate annexation possibilities, including the opening of the SW Arterial, the balance between today’s resources and future needs will continue to be challenging. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 89 ➢ Increased level of shots fired and related violent crime, or at the very least the perception of crime. Although there has been a general upward trend in crime and shots fired over the past decade, we have actually seen regular decreases. Shots fired calls are especially challenging as officers generally find little to no cooperation in these investigations. Besides the immediate threat, these calls greatly diminish the quality of life in specific neighborhoods as well as raise alarm throughout the community. We will need to monitor the effects of changes to Iowa’s gun laws and how they impact the community as well. ➢ Dubuque has seen waves of drug related issues the past few years. Opioid addiction has garnered much necessary attention, but methamphetamine has seen a resurgence, as had manufactured marijuana oils. Marijuana oil and methamphetamine both have hazardous production methods and are a major challenge themselves. As the State of Iowa explores the legalization beyond CBD, to include medicinal marijuana or even recreational use of marijuana, the department will have to adjust at each step along the way. We will also have to monitor the impact of decriminalization and legalized sales in Illinois. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 90 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Police Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Officer Recruitment, Retention & Training – Provide annual recruit testing and continue to explore other testing options including moving up the annual testing. With retirements and career changes, the ongoing effort to fill police vacancies with a diverse and dynamic workforce continues to be a challenge. We are in a constant process of reviewing and revamping our Field Training program as needed. 2 Continue to work with landlords, tenants, and neighbors to solicit suggestions, ideas and cooperation to combat concerns with poorly maintained and/or managed rental properties, through implementation of the IPMC, potential code changes and policy changes. 3 Partnerships: With City departments and external agencies to include, Library, City Housing, Leisure Services, Dubuque Community School District, Neighborhood Associations, and the Multi-Cultural Center among other partners - Continue to create more visibility and officer presence with our partners, while balancing the need for street officers. 4 As part of the FY 2020 budget, the City Council approved the addition of 3 new School Resource Officers (SRO) over three fiscal years. The addition of the new SRO’s will result in the eventual reorganization of the COP division in regard to school assignments and overall supervision. One position was hired and a supervisor was placed in charge of the unit but a Covid induced hiring freeze froze the expansion plan. The SRO program is under a formal review by DPD, DCSD, and community leaders to identify and formalize the role of officers in schools. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 91 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Police Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Continue to work with City staff and the rest of the 911 Public Safety Committee on the radio transition to P25 compliance and possible expansion or creation of a 911 Center; Continued review of plans, proposals and review of potential funding sources, and the PD’s role in the entire process. 2 Continue to strengthen landlord cooperation in maintaining positive tenants and properties, and determine best methods for dealing with less cooperative landlords and properties through the Nuisance Enforcement process and other corrective measures. 3 Continue to focus on citywide diversity recruitment and retention of a quality workforce, and continue to work on the department’s ICC based recruitment and retention. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 92 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Public Information From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Misinformation and Distrust of All Levels of Government ➢ Societal Divisions ➢ Workforce Retention & Recruitment ➢ Quality, Affordable Housing ➢ Income Equality, Equity, and Racial Justice ➢ Broadband Access and Affordability ➢ City Council Turnover and Voter Apathy ➢ Communication Barriers and Expectation of 24/7 Two-Way Communication Expectations ➢ Transportation Challenges (Traffic congestion, parking, etc.) ➢ Aging Infrastructure ➢ Vacant Commercial Properties ➢ GIS: Software Training ➢ GIS: Application Implementation Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 93 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Public Information Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 COVID Vaccination Promotion 2 Multimedia Specialist Search and Restructuring Media Services 3 City Focus magazine on Equitable Poverty Reduction & Prevention Plan 4 Redesign of City News newsletter 5 Jule Transit App Development 6 Video Streaming CityChannel Dubuque and Preparing for Future of Public Access 7 Outreach & Support for new Office of Shared Prosperity & Neighborhood Support 8 GIS: GeoEvent Server Implementation 9 GIS: Cartegraph/GIS Integration Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 94 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Public Information Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Organizational Analysis of Office Locations & Workspaces 2 Pro-Rated Benefits for Part-Time Employees 3 Departmental Succession Planning 4 Continued Improvement of Recruitment & Retention Processes 5 Improved Safety Education 6 Better Coordination and Communication Related to Internal Committees & Groups Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 95 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Public Works From your department’s perspective, what are the major challenges facing the city over the next 5 years? 1 Correctly sizing staffing levels to meet the increased workload including cross training. 2 Identify new equipment and technology that makes staff more efficient to meet the growing need for expanded service. 3 Employee recruiting and the retention of existing staff 4 Repair or replace failing infrastructure including capacity of the sanitary and storm sewer systems. 5 Maintenance and repair of concrete streets. 6 Changing weather patterns and its impact on operations 7 Increase in phone calls/concerns without an increase in customer service representatives 8 Data capturing techniques 9 GIS Coordinator for daily operations to mirror and respond appropriately to citizen concerns. 10 Centralized 311 centers for all concerns in the city – a one-stop-shop for citizens to pay, inquire, or voice concerns. 11 Mobile 311 center (311 center truck that schedules visit to various stops throughout town). 12 Centralized Inventory – Enterprise then allocate costs as utilized (similar to paper) 13 Departmental restructuring to meet future needs. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 96 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Public Works Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Landfill gas to renewable gas project. 2 10-mile Public Works asphalt overlay project 3 Bringing >150 ADA ramps up to code 4 Water excavation repair projects due to water main breaks and water main replacement projects 5 Additional sanitary sewer pipe maintenance and inspection 6 Implementing hiring matrix to ensure we are hiring most qualified candidates while minimizing personal bias in the hiring process 7 Flood control repair projects 8 Bee Branch pumping station replacement project 9 Vehicle electrification station study 10 Revamping Public Works Apprenticeship program 11 Revitalizing manuals for increased visibility to operations and training 12 Data analysis of injury reports to increase safety in future operations 13 Increase maintenance of sanitary sewer system Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 97 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Public Works Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Improving employee recruitment and hiring process 2 Finish final design, receive Corps approval, and bid flood control system pumping station (Bee Branch Pumping Station) project. 3 Recruit apprentice 4 Maintain Concrete Streets 5 Funding approval for building maintenance 6 Implement Agile project management styles throughout the organization to assist in breaking down silos 7 Identifying projects for the American Recue Plan Act 8 Develop “First Chance” jobs within the organization and community Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 98 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Sustainability From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Funding – The 50% by 2030 Plan has been updated and approved and now needs significant funding to meet our goals. Without funding the Plan, we will not meet our goals and if we continue to treat the climate crisis like it will go away, we will find ourselves reacting instead of proactively addressing the impacts, much to the detriment of our resident and environment. ➢ Staffing Capacity – current staff of 1 to implement the 50% by 2030 Plan, manage Green Iowa AmeriCorps team, coordinate the Resilient Community Advisory Commission, plan and execute the Growing Sustainable Communities conference, and manage the Sustainable Dubuque grants allows for little time and capacity to initiate new programs, maintain existing infrastructure, and coordinate with other City Departments and external partners. Shortages will be felt in their ability to implement the Climate Action Plan to meet GHG reduction goals and increase adaptive capacity and resiliency of Dubuque. ➢ National, regional, and local data regarding climate adaptation shows future impacts to emergency preparedness, public health, infrastructure planning and other key responsibilities is available to help us update community plans in a more proactive way. We need to share the information and build capacity of staff to incorporate this data into planning and budgeting efforts. ➢ Growing Sustainable Communities Conference Expansion (mgmt. in progress) – 2021 will be a recovery year after 2020 conference was canceled and losing long time Presenting Sponsor, Crescent Electric. Delivery of a well-attended, informative conference, in person will be the focus for the year, not expansion. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 99 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Sustainability Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Implementation of Community Climate Action Plan, which will address communitywide energy, needs, adaptation, resiliency, and mitigation efforts. CAP outreach efforts and plans for engagement and building support of CAP implementation. 2 City Council direction on Food Insecurity priority - see report and findings – need Council’s input on City’s role and action. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 100 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Sustainability Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Renew DBQ – solar energy on low- to moderate-income homes 2 Community outreach planning and engagement related to the 50% by 2030 CAP 3 Civic Leadership and Resiliency in Community – NLC grant work Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 101 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Transportation Services From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Recruiting, training, and retention of reliable employees. ➢ Continuation of updating the aging bus fleet with electric-powered buses. ➢ Reintegration of ridership numbers to pre-Covid ➢ Provide affordable, accessible, and convenient parking options in the Historic Millwork District in conjunction with Dupaco Parking Agreement ➢ Smart mobility: Parking structure improvements, on-street parking solutions, surface lot improvements, technology purchases, all designed to create a more viable, convenient parking experience in the Downtown, Meter and Historic Millwork Districts. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 102 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Transportation Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Smart parking technologies in attempt to create an integrated parking platform that will connect all downtown parking options. 2 Electrification of bus fleet. 3 Exploring sites for additional parking structure in the Historic Millwork District area. 4 Parking ramp structures ongoing improvements. 5 Continuing data driven research to ensure providing the best possible services to the disparaged portion of the community that is in most need of our services. 6 Emphasize and continued implementation of equitable hiring practices. 7 Returning to pre-Covid hours of operation. 8 Re-implementation of fare charging for bus ridership. 9 Restriping parking lots. 10 Continued partnership with various stakeholders in the Downtown and Historic Millwork Districts to satisfy parking needs. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 103 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Transportation Services Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Evaluate and restructure reserved parking hours in the surface lots and parking ramps. 2 Upgrade of facilities at the mid-town transfer location. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 104 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Water From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Maintain all process and systems in compliance with EPA and IDNR Water Quality Rules and Regulations ➢ Maintaining and operating the water distribution system to new developments along the City’s most outer reaches of the water utility network. Response times are increasing and water aging (quality) is likely to become an issue. ➢ Monitoring and evaluating the disinfectant residuals within the Water Distribution’s pressure zones to ensure compliance with state and federal standards, specifically compliance with Disinfectant Byproduct Rule and water quality aging issues. ➢ Maintaining and improving the Water Treatment, Storage, Pumping and Distribution Infrastructure. ➢ Employee training, career opportunities, advancement, and retention. ➢ Maintenance of the GIS database, ensuring all assets are up to date and entered into GIS ➢ Upcoming changes to the Lead and Copper Rule and compliance with the current rule and EPA guidance ➢ NEW REGULATION: Per- and polyfluoroalkyl substances (PFAS) are a group of man-made chemicals that includes PFOA, PFOS, GenX, and many other chemicals. Known commonly as PFAS, the USEPA is examining rule forming for Water Utilities. EPA has proposed to collect new PFAS data under the fifth Unregulated Contaminant Monitoring Rule (UCMR 5). The new data will be used to better understand occurrence and prevalence of 29 PFAS in the nation’s drinking water. The UCMR 5 proposal includes monitoring for six PFAS that were part of UCMR 3, now using new analytical methods that support lower reporting levels. EPA also proposes that an additional 23 PFAS be monitored using methods developed by EPA. In addition to PFAS, UCMR 5 proposes monitoring for lithium in drinking water. The proposal would require pre-sampling preparations in 2022, sample collection from 2023-2025, and reporting of final results through 2026. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 105 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Water Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Creation and publication of the Consumer Confidence Report 2021 2 Water Department Manager Transition 3 Well Rehabilitation for Wells 3, 6, and 8 4 Water Main Extension along Kennedy Road to Wildflower Ridge – Design Engineering Phase 5 Table Mound 2 & Kerrigan Heights Water Transition 6 Implementation of HachWIMS Operations Software 7 Use of Unspent Bond Proceeds for Orchard Hills Water Main Replacement 8 Requesting Consulting Engineering Services for Water Treatment Plant Condition Assessment and Master Planning. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 106 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Water Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Work with Cartegraph or other software in the development of a work order system, CMMS (Computerized Maintenance Management System) to efficiently manage & report on daily operations and plan for future requirements using real data. Including generation of Work Orders, Preventative and Corrective Maintenance orders, Inventory management, Job Costing, Procurement management (quotation and requisition processes), Scheduling and Service Requests. This is somewhat in process, but will require increased active engagement in December 2021. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 107 MAJOR CHALLENGES Dubuque, IA August 2021 DEPARTMENT: Water & Resource Recovery Center From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Aging sewer infrastructure ➢ Increasing frequency of wet weather events ➢ Maintaining affordable sewer rates while expanding service area ➢ Planning for compliance with nutrient reduction requirements Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 108 MANAGEMENT IN PROGRESS 2021 – 2022: PROJECTS AND ISSUES Dubuque, IA August 2021 DEPARTMENT: Water & Resource Recovery Center Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Nutrient Reduction Study 2 Energy use, production and demand management 3 Biosolids handling Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 109 INITIATIVES 2021 – 2022: SHORT-TERM ISSUES AND PROJECTS Dubuque, IA August 2021 DEPARTMENT: Water & Resource Recovery Center Please list issues or projects that you would like for the city to address this next year 2021 – 2022. 1 Sewer Asset Management/Master Plan 2 Expand funding for public and private stormwater retention infrastructure Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 1 SECTION 6 CITY OF DUBUQUE PLAN 2021 – 2027 [Updated: 8/17/21] Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 2 City of Dubuque Goals 2027 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY VIBRANT COMMUNITY: HEALTHY AND SAFE LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE FINANCIALLY RESPONSIBLE, HIGH-PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 3 City of Dubuque Goals 2027 Worksheet IMPORTANCE Personal Team 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 EFFECTIVE SERVICE DELIVERY 5. SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING 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 MOBILITY 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 4 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY  Objectives PRIORITY Objective 1 Create a resilient, sustainable and diverse regional Dubuque economy Objective 2 Have the infrastructure and amenities to support economic development and growth: industrial/business parks, streets and utilities, air service and housing, bandwidth redundancy Objective 3 Reduce the income and unemployment gap for Black residents Objective 4 Work with government and not-for-profit partners for equitable prosperity: Greater Dubuque Development Corporation, Dubuque Initiatives, Washington Neighborhood Development Corporation, Dubuque Main Street, Dubuque Area Chamber of Commerce, ECIA, True North, Fountain of Youth, Community Foundation of Greater Dubuque, local colleges (100- mile radius), neighborhood associations, Dubuque Community Schools District, Northeast Iowa Community College, Iowa Economic Development Authority, and others Objective 5 Embrace diverse populations to support a diverse multi- cultural businesses and workforce with equitable job opportunities Objective 6 Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 5 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY  Value to Residents PRIORITY 1. Young professionals want to live here and college graduates want to stay 2. Children and grandchildren want to stay or return to raise their families 3. More retail, services, recreational and entertainment opportunities – keeping sales tax and dollars in Dubuque 4. Insulation from economic cycles through diverse businesses 5. Living wages for residents 6. Variety of job opportunities for residents 7. Variety of educational opportunities and internships for jobs 8. Entrepreneurial opportunities to start and grow a business in Dubuque 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 6 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY  Challenges and Opportunities PRIORITY 1. Lack of quality, affordable rental housing [30%-80%] community-wide 2. Quality, affordable childcare/elder care for all shift workers 3. Increasing the household income for African-American/Black community 4. Workforce shortage and skill gaps 5. Responding to and helping small businesses impacted by COVID-19 6. Supporting working from home with high speed, reliable and affordable broadband service 7. Addressing the increase in poverty rate in the Dubuque community 8. Availability of local quality workforce and matching educational programs with needs of employers 9. Supporting a multi-cultural workforce 10. Threat to state and federal economic development tools –TIF, Historic Tax Credits, grants and others Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 7 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY  Challenges and Opportunities PRIORITY 11. Lack of representation in community leadership roles – embracing women and racial minorities 12. Helping individuals in poverty to attain living wage jobs 13. Recruiting new and diverse businesses along Central Avenue and Kerper Boulevard, and North End 14. Becoming a desirable community with amenities for all ages 15. Including ex-offenders in the workforce or business opportunities 16. Growing local businesses and entrepreneurs with availability of capital, gap financing and locations 17. High unemployment among racial minority populations 18. Helping community non-profit organizations to become self-sufficient 19. Refining the City’s role in economic development 20. Uncertain global and national economy with inflationary trends and lack of availability of resources, workforce and materials Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 8 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY  Challenges and Opportunities PRIORITY 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 9 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY  Actions 2021 – 2023 PRIORITY 1. Fountain of Youth: Plan for Self-Sufficiency and Future Funding 2021 M/CC 2. Dream Center Facilities and Programs: Plan for Self-Sufficiency and Future Funding 2021 M/CC 3. Childcare Initiative: Outcomes, City Role, Partners, Direction and City Actions 2021 M/CC Mgmt 4. Dubuque Riverfront Master Plan (US Army Corps of Engineers): Funding Options and Direction 2021 M/CC MGMT 5. Viking Cruise Destination Preparation: Direction, Actions and Funding 2021 M/CC Mgmt MGMT 6. Grand River Center Future Operations: 2021 7. Air Service Expansion to Western Hub: Actions, Agreement and Funding MIP M/CC Mgmt 8. Industrial Park Development: Sanitary Sewer MIP M/CC Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 10 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY  Actions 2021 – 2023 PRIORITY 9. Airport Master Plan: Update OTH Mgmt 10. Central Avenue Corridor Revitalization/Redevelopment OTH M/CC 11. Southwest Arterial Corridor Business Development: Outcomes, Direction, City Actions and Funding OTH M/CC 12. Dubuque Brewing & Malting Building: Next Steps OTH M/CC 13. Kerper Boulevard Revitalization/Redevelopment: Direction, City Actions and Funding OTH M/CC 14. Sports Tourism Development: Goals/Outcomes, Report with Options, City Role, Direction, Funding and City Actions M/CC 15. Field of Dreams City: Future Direction, City Actions, Participation and Funding M/CC Mgmt 16. North Harbor Business Development and Infrastructure: Direction and City Actions (accommodating barges) M/CC Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 11 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY  Actions 2021 – 2023 PRIORITY 17. Greater Dubuque Development Corporation (GDDC): Update Report and Next Steps M/CC 18. Tourism Development Strategy/Action Plan: Goals, City Role, Partners, Report, Direction and City Actions/Funding M/CC 19. Downtown Parking Issues: Direction, Funding Mechanism and City Actions (including parking ramps/garages, meters, etc.) M/CC 20. 21. 22. 23. 24. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 12 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY  Management in Progress 2021 – 2023 TIME 1. Façade Loan Program: Budget FY ‘23 2. Business Development at the Airport: University of Dubuque 3. Opportunity Dubuque Job Training Program: Support 4. 5. 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 13 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY  On the Horizon 2022 – 2027 TIME 1. South Port Redevelopment Area-Wide Concept Plan: Implementation OTH 2. Multi-Cultural Workforce Basic Services/Amenities: Analysis and City Actions OTH 3. Airport Security: Direction and Funding OTH 4. Neighborhood Business Association: Development OTH 5. Downtown Housing Creation Grant Program: CIP Funding, Dollar Allocation for Incentives (including HEART Program) OTH 6. Northend Revitalization Action Plan: Outcomes, Direction and City Actions OTH 7. JFK Corridor Revitalization/Redevelopment: Outcomes, Report with Options, Direction and Actions OTH 8. Port of Dubuque Development: Update Report, Direction and Actions OTH 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 14 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE  Objectives PRIORITY Objective 1 Become an inclusive and equitable community in which all feel welcome, included, and leave no one behind Objective 2 Have an inclusive workplace culture Objective 3 Expand access to healthcare, including mental/brain health and substance use disorders Objective 4 Expand engagement opportunities so that residents feel part of the Dubuque community Objective 5 Have a high level of trust between the community and emergency services Objective 6 Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 15 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE  Value to Residents PRIORITY 1. Everyone is welcome in the Dubuque community 2. Living life without fear or threats 3. Equitable treatment for all 4. City services are available for all and delivered in an equitable and fair manner 5. City workforce reflecting the diverse community 6. Feeling safe and secure throughout the community 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 16 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE  Challenges and Opportunities PRIORITY 1. Police working with community to create a safe community 2. Having a meaningful community dialog on racial bias and equity 3. Retaining diverse cultures 4. Defining the City’s role with increasing demands for brain health 5. Reducing the fear level of individuals who are different than me and the fear of harassment and different treatment 6. Addressing the institutional and structural interplay between race and poverty 7. Aging City facilities needing significant maintenance and major repairs 8. Understanding and addressing community health needs and defining the City’s role 9. Diversifying the police and fire workforces 10. Service reductions due to COVID-19 impacts Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 17 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE  Challenges and Opportunities PRIORITY 11. Finding contractors for Lead and Bee Branch Healthy Homes 12. Demands and capacity for animal control services 13. Funding for Pacific Islanders and special populations health services 14. Animal cruelty and neglect charges and enforcement 15. 16. 17. 18. 19. 20. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 18 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE  Actions 2021 – 2023 PRIORITY 1. Equitable Poverty Prevention Plan Implementation: Outcomes, Report with Options, City Role, Direction and City Actions 2021 M/CC 2. Equitable Fines and Fees Reform: Report, Direction and Actions 2021 3. Food Insecurity: Report with Findings and Options, Direction, City Actions and Funding (including Food Desert and Grocery Store Attraction) 2021 M/CC 4. Community Cameras Program: Outcomes, Best Practices, Report with Options, Direction, Funding and City Actions 2021 M/CC 5. COVID-19 Response: Update Report and Next Steps 2021 6. School Resource Officers: Direction and Funding 2021 M/CC 7. Emergency Services Youth Camp: Next Steps 2021 8. Brain Health Strategy/Initiative: Next Steps M/CC Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 19 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE  Actions 2021 – 2023 PRIORITY 9. Equity and Poverty: Problem Definition, Research, Best Practices, Direction and City Actions M/CC 10. Diversity Equity and Inclusion: Definition, Report, Direction and City Actions M/CC 11. Police Reform: Report, Direction and City Actions M/CC 12. 3rd Grade Reading: Next Steps M/CC 13. Re-Imagining Police: Update Report and Next Steps M/CC 14. Restorative Justice: Direction and City Actions (re-entry back into our community) M/CC 15. Police Citizen Community Conversation Implementation: Update Report (What Is Working, What Can Be Improved) M/CC 16. Broadband Inequities: Assessment, Report with Options and Direction M/CC Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 20 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE  Actions 2021 – 2023 PRIORITY 17. Homeless: Needs Assessment, Partners, Outcomes, Report with Options, Direction, City Actions and Funding M/CC 18. City-Schools Partnership on Racism and Cultural Bias: Outcomes, Report with Options, Direction and City Actions M/CC 19. Healthy Homes Enforcement: Assessment, Direction and Next Steps M/CC 20. 21. 22. 23. 24. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 21 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE  Management in Progress 2021 – 2023 TIME 1. Traffic Camera System: Installation MIP 2. Dispatcher Training Program: Additional MIP 3. 4-Day Equity Training Program: Kick Off MIP 4. 9-1-1 Staffing Changes MIP 5. Police Re-Accreditation: Direction and Funding MIP 6. P25 Radio System Building and Implementation MIP 7. Water and Resource Recovery Center: Certification of Environmental Laboratory for Analysis of Nutrients MIP 8. CAD Connection to City Cameras Network: Vendor to Complete Project MIP 9. Humane Society Contract Renewal MIP 10. Fire Station 6 Safety Concerns: Direction MIP Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 22 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE  Management in Progress 2021 – 2023 TIME 11. Communication National Quality Assurance: FY ’21 Budget Funding MIP 12. Equitable Community Actions Plan: Development MIP 13. Fire Accreditation: Completion MIP 14. Crescent Community Health Center: Expansion for Behavioral Health MIP 15. Lead Grant Application: Submittal MIP 16. Crime Prevention Program: Evaluation Report, Best Practices, Direction and City Action MIP 17. 18. 19. 20. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 23 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE  Major Projects 2021 – 2023 TIME 1. Crescent Community Health Center: Clinic MP 2. Multi-Cultural Family Center: Construction and Equipping Complete MP 3. Fire Station HVAC and Lighting Improvements: RFP and Funding MP 4. Fire Headquarter and Stations ADA Compliance MP 5. 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 24 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE  On the Horizon 2022 – 2027 TIME 1. “Culture of Kindness”: Direction OTH 2. Mine Shafts: Problem Analysis, Report, Direction and City Actions OTH 3. Synthetic Drug Enforcement: Aggressive OTH 4. Community Dialog on Racism: Outcomes, Action Plan, Implementation and City Actions OTH 5. Bee Branch Healthy Homes: Funding and Next Steps OTH 6. Crescent Community Health Center Expansion for Behavioral Health: Next Steps OTH 7. Crescent Community Health Center Expansion of Population Health Program: Funding, Board Leadership and Other Actions OTH 8. Community-Based Health Promotion: Capacity and Funding OTH 9. Maternal Health Services: Assessment, Report with Options, City Role, Direction and City Actions OTH 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 25 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE  Objectives PRIORITY Objective 1 Have strong vibrant 24/7 residential/central business core (Dubuque Main Street Service Area Downtown, Central Avenue Corridor and Dubuque Millwork District, North End including residential opportunities, retail, jobs, recreation and entertainment Objective 2 Expand quality affordable housing options for all Objective 3 Have safe, healthy, inclusive and affordable neighborhoods citywide Objective 4 Complete the Dubuque Historic Millwork District as a thriving mixed-use development with residential, retail/office, entertainment Objective 5 Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses Objective 6 Have the availability and connectivity of affordable housing throughout the city, not in concentrated areas of poverty and low-income housing Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 26 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE  Value to Neighbors and Community PRIORITY 1. Stable property taxes for residents and businesses 2. Choice of livable and inclusive neighborhoods 3. Opportunities for our children to stay in Dubuque 4. Predictable future development within the city 5. Quality services to residents in annexed areas 6. Affordable quality housing choices and opportunities outside of areas with concentration of poverty 7. Protection of home and property values 8. Preservation of Dubuque’s historic downtown 9. Opportunities to build wealth because we have affordable housing 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 27 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE  Challenges and Opportunities PRIORITY 1. Lack of quality affordable housing units 2. Attracting and keeping professionals and families in Dubuque 3. Continuing momentum and delivering results in Downtown, Historic Millwork District, Bee Branch Watershed, Riverfront and Central Avenue 4. Aging City infrastructure and facilities needing replacement or major repairs 5. Reducing slum and blight through effective enforcement and incentives 6. Addressing community poverty especially the impacts of COVID-19 on vulnerable residents 7. Annexing and expanding the City boundaries with the capacity to fund City services and infrastructure 8. Integrating diverse communities and cultures in homeownership 9. Dispersing and de-centralizing affordable and low-income housing while developing options for affordable housing throughout the community 10. Property owners who are not investing in the maintenance or upgrade of their homes or buildings Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 28 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE  Challenges and Opportunities PRIORITY 11. Preserving and rehabilitating affordable housing and building stock – oldest in Iowa 12. Promoting mixed use developments: Downtown, JFK Corridor and SW Arterial 13. Attracting and retaining workforce with an aging community 14. Advocacy for affordable housing programs and funding with State of Iowa and federal government 15. 16. 17. 18. 19. 20. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 29 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE  Actions 2021 – 2023 PRIORITY 1. Quality Affordable Housing Creation: Direction and City Actions 2021 2. Departmental Equity Plans: Development 2021 MGMT 3. Imagine Dubuque Implementation M/CC 4. Historic Building Rehabilitation: Direction, Developer Options and City Actions M/CC 5. Port Housing Project: Next Steps M/CC 6. Mobile Homes: Key Issues/Problem Analysis, Goals/Outcomes, Direction and City Actions M/CC 7. Main Street Revival: Direction and City Actions M/CC 8. Historic Building Restoration: Current Contractor Evaluation, Selection Process Evaluation, Report with Options, Direction and City Follow-up Actions M/CC Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 30 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE  Actions 2021 – 2023 PRIORITY 9. Northend Grocery Attraction: Actions M/CC 10. Housing Inspection Program Enhancement: Review and Refinements M/CC 11. Development Process Streamlining: Process Evaluation, Best Practices, Report with Findings and Recommendations, Direction and City Actions M/CC 12. Safe Housing – Housing Inspection Program Enhancements: Degree of Enforcement, Report with Recommendations, Direction and City Actions M/CC 13. Truck Route Ordinance: Direction M/CC 14. Housing Study: Update M/CC 15. H & W Building: Update Report, Agreement Amendments and Next Steps M/CC 16. Northend Welcoming Signs: Design, Locations, Direction and Future Direction M/CC Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 31 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE  Actions 2021 – 2023 PRIORITY 17. Streetscape and Beautifications Action Plan – “Greening Dubuque”: Goals/Outcomes, Report with Options, Direction, Funding and City Actions M/CC 18. Historic Millwork District: Next Steps M/CC 19. West Fire Station: Update, Direction and Funding M/CC 20. 21. 22. 23. 24. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 32 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE  Management in Progress 2021 – 2023 TIME 1. CHANGE Program: Implementation MIP 2. Imagine Dubuque: Implementation MIP 3. Code Enforcement Accela Program: FY ’22 Budget Funding MIP 4. Downtown Commercial Buildings Project MIP 5. 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 33 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE  Major Projects 2021 – 2023 TIME 1. Historic Millwork District Parking Lot and Signage MP 2. Lowell Street Retaining Wall Repair: Funding MP 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 34 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE  On the Horizon 2022 – 2027 TIME 1. Steeple Square Development: Next Steps and Funding OTH 2. Cedar Cross Corridor Revitalization Plan/Vision OTH 3. Bee Branch Healthily Homes Resiliency Program OTH 4. Source of Income: Reporting Future Direction and Metrics OTH 5. Annexation Policy: Review and Direction OTH 6. Population Growth Strategy: Outcomes, Strategy Development, Direction and City Actions OTH 7. Community Gardens: Review, Report with Options, Direction and Actions OTH 8. Multi-Tiered Housing Inspection Program: Future OTH 9. Youth Tree Planting Initiative: Outcomes, Best Practices, Report with Options, Direction and City Actions OTH 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 35 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY  Objectives PRIORITY Objective 1 Maintain/improve the City bond rating Objective 2 Maintain and enhance transparent City government and decision making using available technology Objective 3 Provide City services responsive to the community Objective 4 Maintain enterprise/general fund reserve funds to 20% Objective 5 Continue to follow Debt Reduction Plan Objective 6 Secure City information and data using the “Best Practices” of the Dubuque community Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 36 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY  Value to Residents PRIORITY 1. Financially sound and responsible City government 2. Easy, convenient access to City information and services 3. Service value for taxes and fees 4. Opportunities to become involved in City governance and planning 5. Secure City information, including personal information 6. Customer-focused City service delivery 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 37 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY  Challenges and Opportunities PRIORITY 1. Aging City facilities, infrastructure and equipment needing maintenance, major maintenance or replacement 2. State of Iowa legislative actions and administrative rules impacting City finances and services 3. Impact of COVID-19 on City revenues, services and programs 4. Climate of distrust in all governments, including City government 5. Potential state actions resulting in the loss of backfill in one year 6. Federal funding and policies threatening CDBG; NEA; NEH; IMLS; BUILD; EPA Brownfields; AmeriCorps 7. Balancing City service delivery with available resources, City organizational capacity, the community’s expectations and new initiatives 8. Responding to misinformation and disinformation on social media 9. Recruiting and retaining a diverse City workforce 10. Healthcare costs and workers comp Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 38 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY  Challenges and Opportunities PRIORITY 11. Making data-driven decisions 12. Coordinating community resiliency preparation, response and recovery from a disaster or crisis 13. Tired and emotional drained City workforce with an uncertain future 14. Retirements and succession planning 15. Developing outcome-based, meaningful performance measures and the use of data to enhance City performance 16. Funding and time for managers and employees training and professional/personal development 17. State of Iowa legislative actions and administrative rule changes impacting City finances and services 18. Re-opening City services and programs after COVID-19 pandemic 19. Virtual City government and a “new normal” – governance, services and programs 20. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 39 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY  Actions 2021 – 2023 PRIORITY 1. Council Ethics and Protocols: Adoption 2021 M/CC 2. City Racial Equity Toolkit: Implementation 2021 M/CC MGMT 3. Human Resource Policies and Handbook: Revision 2021 M/CC MGMT 4. Proactive Communications with our Community: Current Communications Evaluation, best Practices, Report with Options and Direction M/CC 5. City Budget FY ’23: Position Restored Direction and Funding M/CC 6. 9-1-1 Center Accreditation: Completion M/CC 7. City Government Transparency: Goals/Outcomes, Direction and Action Plan M/CC 8. College Intern Program: Goals/Outcomes, Best Practices, Options, Direction and Funding M/CC Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 40 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY  Actions 2021 – 2023 PRIORITY 9. COVID-19 City Actions a. Plan for 2021 – Re-opening Dubuque b. After Action Report M/CC 10. Continuity of Operations Plan: Review M/CC 11. City Fines and Fees: Review, Equity Lens View and Direction M/CC 12. ERP Software Implementation: Update Report (Is It Working?) M/CC 13. Debt Reduction Policy Implementation; Update Report and Direction M/CC 14. City Electric Fleet: Report with Option, Direction and Funding M/CC 15. City Information and Network Security: Direction and Funding M/CC 16. Central/18th Remodel: Update M/CC Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 41 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY  Actions 2021 – 2023 PRIORITY 17. 18. 19. 20. 21. 22. 23. 24. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 42 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY  Management in Progress 2021 – 2023 TIME 1. InVision Facility Management Software Implementation MIP 2. City Performance Measures: Implementation MIP 3. City Work from Home: Direction and Actions MIP 4. New City Clerk: Selection MIP 5. City Legislative Lobbying/Advocacy Agenda 2021 MIP 6. Cartegraph OMS System Asset Management System Expansion a. Enterprise Licensing b. Engineering c. Storm Sewer MIP 7. Internal Liquor License Approval Process: Finalization MIP 8. Certified Financial Report Software Conversion MIP 9. Indirect Rate for Grants: FY ’21 Budget Request MIP 10. Citywide Departmental Work Order System Implementation MIP Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 43 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY  Management in Progress 2021 – 2023 TIME 11. Socrata Implementation: Next Steps a. Integration with Equity Key Performance Indicators b. Integration with Data-Driven Decision Making MIP 12. Financial Management Software: Study and Draft RFP a. Financial ERP b. Cost Allocation Software c. Cloud-Based Collaborative Software MIP 13. ADA Compliance Transition Report a. Funding Phase 2 b. Software MIP 14. Digital Signatures: Policy and Direction MIP 15. 911 Communications Center: Re-Negotiations with Dubuque County MIP 16. Centralized Facility Maintenance and Management Department a. Report b. Decision MIP 17. 18. 19. 20. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 44 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY  Major Projects 2021 – 2023 TIME 1. City Hall Annex Windows Replacement: Funding FY’22 MP 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 45 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY  On the Horizon 2022 – 2027 TIME 1. Residents Satisfaction Survey: Direction and Funding OTH 2. Citywide Compensation and Benefit Policy and Program: Direction and Funding OTH 3. City Employee/Contractor Living Wage Policy: Development and Funding OTH 4. City Facilities/Work Space Analysis and Plan: Report and Funding OTH 5. 3-1-1 Center: Report on Staffing and “One Stop Call”, Direction and City Actions OTH 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 46 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES  Objectives PRIORITY Objective 1 Become a resilient City using sustainable and affordable technology for water, energy, transportation, health and wellness, discard, community engagement – a model community for the world so that residents and businesses can make more informed choices with limited resources Objective 2 Have access to healthy foods for all Objective 3 Reduce the community’s carbon footprint (50% by 2030) Objective 4 Reduce potential flooding through flood plain management, mitigation and protection Objective 5 Provide safe, affordable and dependable drinking water for all residents Objective 6 Have clean water – ground and surface Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 47 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES  Value to Residents PRIORITY 1. Protecting the natural resources and environment of Dubuque 2. City government using sustainable practices in daily operations 3. Healthy living environment: homes, neighborhoods and community 4. Clean water and air 5. Creating a more livable, viable and equitable community 6. Opportunities for a healthy lifestyle including local food products 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 48 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES  Challenges and Opportunities PRIORITY 1. Protecting the Dubuque community from flooding through storm water management 2. Protection of at-risk infrastructure and utilities 3. Incorporating equity into policy discussions on sustainability and resiliency 4. Educating the residents and businesses to increase their understanding the benefits of their habits and their impacts on “sustainability” and recognizing the impact of their actions on community resiliency 5. Community understanding of solid waste and recycling, including curbside collection program 6. Cleaning up and reuse of “Brownfields” sites 7. Climate changes: rain and flood events 8. Incorporating smart resiliency/sustainability in City organization policies processes and daily practices 9. Flood wall breach threats 10. Taking advantage of existing data and collecting new data to continue to be a smart city Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 49 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES  Challenges and Opportunities PRIORITY 11. Integrating climate adaptation into City operations 12. Improving the storm and groundwater quality and funding projects 13. Engaging the community and tapping the resources of the Resiliency Community Advisory Commission 14. 15. 16. 17. 18. 19. 20. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 50 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES  Actions 2021 – 2023 PRIORITY 1. Bee Branch Creek Project: Next Steps 2021 M/CC Mgmt MGMT 2. Solid Waste Delivery Changes: Direction and Implementation 2021 MGMT 3. Electric Buses: Report with Options, Direction and Funding M/CC 4. Community Electric Vehicle Preparation and Regulations: Goals/Outcomes, Best Practices from other Communities, Report with Options and Direction M/CC 5. Sustainable Dubuque: Next Steps M/CC 6. Water Resource Recovery Center: Next Steps M/CC 7. Sewer System Infrastructure Upgrade: Direction, Projects and funding M/CC 8. Climate Action Plan Implementation: Next Steps M/CC Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 51 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES  Actions 2021 – 2023 PRIORITY 9. 10. 11. 12. 13. 14. 15. 16. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 52 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES  Management in Progress 2021 – 2023 TIME 1. Emerald Ash Borer Program: Implementation a. Funding b. Updated Tree Policy c. Tree replacement presented MIP 2. Pollinator Habitat in Park System: Research and Budget Funding FY’22 MIP 3. Sanitary Sewer System Condition Assessment: FY ’20 Budget MIP 4. Sewer Infrastructure Asset Management Plan: Consultant MIP 5. Growing Sustainable Communities Conference: Expansion MIP 6. Water and Resource Recovery Center: Nutrient Trading and Funding MIP 7. Public Education on Bikeable/Walkable Dubuque: Budget Funding FY ‘22 MIP 8. Lead and Copper Rule Compliance Water Sampling and Testing (Annual) MIP 9. Flood Control System: Corps of Engineers Project Approval MIP 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 53 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES  Major Projects 2021 – 2023 TIME 1. 17th/West Locust HUD Resiliency Storm Sewer Improvement Project: a. Phase 1 Completion b. Phase 2 Funding FY ‘22 MP 2. Fire Hydrants Installation [former Vernon Water System] MP 3. Pressure Reducing Valve Installation MP 4. Cell 9 Landfill Project – Phase 4 MP 5. Sanitary Forcemain/Riverbank Stabilization Project (U. S. Corps of Engineers): Funding Request – Notification MP 6. Roosevelt Street Water Tower Project MP 7. Water Lines Extension – Southwest Arterial: Funding FY ‘21 MP 8. SCADA Overhaul: Water MP 9. Annual Water Main Replacement Program: Direction and Funding MP 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 54 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES  On the Horizon 2022 – 2027 TIME 1. Community Solarization: Report and Direction OTH 2. Pesticide Use Reduction OTH 3. Alternative Fuel Fleet Strategy OTH 4. Water [Distribution and Treatment] System Master Plan: Funding and Development OTH 5. Toxic Waste Site: Expansion OTH 6. City Government Solarization: Report and Direction OTH 7. Compost Collection: Community Awareness OTH 8. Drainage Basin/Flood Control through Native Planting OTH 9. BioCNG Municipal Service Center OTH 10. Community Solarization: Report and Direction OTH Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 55 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES  On the Horizon 2022 – 2027 TIME 11. Solid Waste Management Plan for 10 Years OTH 12. Sanitary Sewer Master Plan – Funding OTH 13. Water Plant and Distribution Systems Condition Assessment/Master Plan OTH 14. Tree Forestation and Canopy Strategy: Direction and City Actions OTH 15. Low Income Solar Program: Development, Report with Options, Direction and Actions OTH 16. South Flood Wall Buried: Funding OTH 17. Green Alley Program: Update Report, Direction, Actions and Future Funding OTH 18. 19. 20. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 56 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDINGOUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE  Objectives PRIORITY Objective 1 Increase resident engagement in the City governance processes Objective 2 Partner with community organizations to provide opportunities for residents for upward mobility and empowerment across all demographics Objective 3 Become an inclusive and welcoming community for all Objective 4 Be an advocate for the Dubuque community and City through lobbying at federal and state government levels Objective 5 Engage contracted and purchased services partners in advancing Council goals and community betterment Objective 6 Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 57 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDINGOUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE  Value to Residents PRIORITY 1. Leveraging community resources in order to accomplish more than tax revenues 2. Sense of community pride and commitment to the Dubuque community 3. More ownership of “end” products – residents involved in the process and support outcomes 4. Protection of residents’ interests 5. Access to wealth and social capacity – financial, spiritual, social, etc. 6. Better access and use of City facilities 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 58 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDINGOUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE  Challenges and Opportunities PRIORITY 1. Competition among community organizations for limited funds 2. Creating outcomes that are equitable 3. Duplication of efforts and programs among community organizations 4. Residents questioning the role of government affecting the City’s ability to engage, interact and deliver services 5. Determining how to serve vulnerable populations – people of color; elderly and families with children in poverty 6. Decline in funding for nonprofit community organizations – national trend and impacted by COVID-19 7. Conflicts between pro-government/more government anti- government/less government in developing and maintaining services 8. Building a community in polarizing times 9. Reviewing and revising Police policies and procedures with community engagement 10. Tax policy reform at State of Iowa and Federal government impacting charitable giving and tax credit programs Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 59 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDINGOUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE  Challenges and Opportunities PRIORITY 11. Developing diverse City and community leadership for the long term 12. Small number of people solving multiple problems 13. Equity becoming ingrained in City workforce recruitment and replacement 14. Dynamic changing funding and partnerships among local, State of Iowa and federal governments 15. Marketing, outreach, lack of knowledge about other cultures and equity 16. 17. 18. 19. 20. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 60 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDINGOUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE  Actions 2021 – 2023 PRIORITY 1. Four Mounds/HEART Program: Funding 2021 2. Youth Summit/Conversation: Purposes, Direction and City Actions M/CC 3. 4. 5. 6. 7. 8. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 61 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDINGOUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE  Actions 2021 – 2023 PRIORITY 9. 10. 11. 12. 13. 14. 15. 16. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 62 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDINGOUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE  Management in Progress 2021 – 2023 TIME 1. My Brother’s Keeper: College Access Work Group MIP 2. Race in the Heartland Support: Direction and Funding MIP 3. Civic Action Plan and Civic Leaders Program: a. Training b. Three Projects MIP 4. Welcoming and Connecting with New Residents Program: Implementation (GDDC) MIP 5. AmeriCorps Support of Grade Level Reading Initiative: Update Report, Direction and City Actions MIP 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 63 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDINGOUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE  On the Horizon 2022 – 2027 TIME 1. Gaming Opportunities Program: Direction and City Funding OTH 2. Dubuque County Food Policy Council: Funding OTH 3. Bee Branch “Bee Keepers” Initiative: Funding OTH 4. Boards/Commissions Recruitment Plan OTH 5. Neighborhood Associations Investment: Report with Options, Direction, Funding and City Actions OTH 6. STEAM Educational Program with Schools: Direction and City Partnership OTH 7. MWBE Business Program: Support OTH 8. Family Homeless Shelter Creation: Outcomes, Best Practices, Report with Options, City Role and Actions OTH 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 64 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES  Objectives PRIORITY Objective 1 Have a well-maintained and upgraded library providing services and programs responsive to community needs Objective 2 Implement Chaplain Schmitt Island Master Plan and enhance the visual appeal Objective 3 Expand arts and cultural opportunities with access for all Objective 4 Have well-built, well-maintained and upgraded parks and park amenities Objective 5 Have welcoming community events and festivals that bring the Dubuque community together – residents meeting residents Objective 6 Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 65 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES  Value to Residents PRIORITY 1. Opportunities for all to experience diverse arts and cultures 2. Choice for residents’ leisure time 3. Family-oriented activities for all generations 4. Accessible, equitable and diverse recreational and enrichment programs, facilities and activities 5. Access to quality parks, facilities and park amenities for all 6. Enriches quality of life 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 66 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES  Challenges and Opportunities PRIORITY 1. Funding for the maintenance of aging parks, structures and facilities 2. Lack of indoor programming spaces and use agreements 3. Funding and developing new parks in newer subdivisions 4. Connecting trail system 5. Obtaining agreement with Dubuque Community School District for community use of indoor aquatic facility and financing implications 6. COVID-19 impacts on facilities, services and programs 7. Sustainable and additional funding for leisure services facilities and programs 8. Developing facility/venues for families, particularly with young children 9. Increasing demand for new alternative sports and need for land and facilities 10. Having equitable partnerships with schools and other community organizations Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 67 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES  Challenges and Opportunities PRIORITY 11. Funding for ADA compliance 12. How to equitably deliver City services and programming with less resources 13. Lack of pet friendly spaces and amenities. 14. Competition for athletic fields 15. Seasonal/part-time employees wage levels and scheduling 16. 17. 18. 19. 20. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 68 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES  Actions 2021 – 2023 PRIORITY 1. Chaplain Schmitt Island Master Plan: Implementation and Phasing 2021 M/CC 2. Arts Operating Grants and Art on the River: Update Report, Funding, Direction and City Actions 2021 3. Arts and Culture Master Plan Implementation: Update Report, Direction and Actions 2021 4. 5-Flags Direction M/CC 5. Comiskey Park Improvement: Next Steps M/CC 6. Major Indoor Aquatic Center: Goals, Scope, Feasibility, Funding Mechanism and Direction M/CC 7. Pet-Friendly Community/Pets in Park: Direction and Next Steps M/CC 8. Arts and Culture Expansion Strategy/Actions: Goals/Outcomes, Report with Options and City Actions M/CC Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 69 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES  Actions 2021 – 2023 PRIORITY 9. Dog/Pets in Eagle Point Park: Direction M/CC 10. Museums Support: Goals/Outcomes, Needs Assessment, City Role, Report with Options, Direction and Funding M/CC 11. Recreation Programming Expansion: Report with Options, Direction and City Actions (particularly outdoor experiences and activities) M/CC 12. Roosevelt Park Upgrade: Direction, Funding and City Actions M/CC 13. Indoor Recreation Center: Feasibility, Purposes, Best Practices, Report with Options, Direction, Funding Mechanism and City Actions M/CC 14. Murals Program: Expansion M/CC 15. Events Complex on Chaplain Schmidt Island: Definition/Scope, Research, Report with Options and Partners, Direction, Funding and City Actions M?CC 16. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 70 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES  Actions 2021 – 2023 PRIORITY 17. 18. 19. 20. 21. 22. 23. 24. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 71 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES  Management in Progress 2021 – 2023 TIME 1. E. B. Lyons Center Partnership Development: Agreement 2. Library Marketing Campaign: Decision: Funding FY‘22 3. AmeriCorps: Potential Expansion Area – Partnership, Development, Direction, Grant Writing and Funding 4. Leisure Service Registration System: Purchase and Implementation 5. Changing Lives Through Literature Program 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 72 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES  Major Projects 2021 – 2023 TIME 1. Grand River Center: Upgrade Projects 2. Eagle Point Park Environmental Restoration Project: a. Phase 1 – Award Construction b. Phase 2 – Award Construction 3. Bunker Hill Golf Course Irrigation: a. Bid b. Construction 4. Eagle Valley Subdivision Park: Funding, Planning and Construction 5. Veterans Memorial Project Dedication 6. Comiskey Park Renovation 7. English Ridge Subdivision Park: Funding, Planning, Completion 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 73 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES  On the Horizon 2022 – 2027 TIME 1. Parks and Recreation Master Plan: Funding OTH 2. Community Center Concept Master Plan: Direction OTH 3. Dog Park: Options Review, Direction and Funding OTH 4. FDR Park Development OTH 5. Splash Pad: Location and Funding OTH 6. Art on the Bee Branch: Outcomes, Report with Options and Direction OTH 7. Leisure Services Facilities Deferred Maintenance: Assessment OTH 8. Translation Services: Assessment of Needs and Capacity, Report with Options, Direction and Funding OTH 9. Blum Site: Direction OT 10. City Marina: Evaluation Report, Secondary Use, Direction and City Action OTH Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 74 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES  On the Horizon 2022 – 2027 TIME 11. Dubuque Renaissance Black Arts Project: Update Report OTH 12. Leisure Services and Staffing: Review, Direction and Funding OTH 13. RV/Camping Opportunities: Outcomes. Best Practices, Report with Options, Direction and City Actions OTH 14. 15. 16. 17. 18. 19. 20. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 75 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY  Objectives PRIORITY Objective 1 Increase and sustain commercial air service Objective 2 Implement “Complete Streets” concept Objective 3 Improve traffic flow throughout the city (East-West corridor, roundabouts, light synchronization) Objective 4 Increase availability and affordable bandwidth and redundancy through public-private partnerships Objective 5 Enhance public transportation service responsive to our community needs Objective 6 Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 76 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY  Value to Residents PRIORITY 1. Reduced traffic congestion and improved traffic flow 2. Better conditions of streets and sidewalks with eliminated obstructions and improved visibility 3. Commuting through telecommunications 4. Greater economic opportunities 5. Air service access to major hub 6. Choice among alternative transportation modes 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 77 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY  Challenges and Opportunities PRIORITY 1. Funding for increased maintenance of streets and sidewalks 2. Funding for “Complete Streets” implementation, including bike/hike ways throughout Dubuque 3. Competition for air service and limited number of carriers operating in the Midwest 4. COVID-19 impacts on travel and mobility 5. Funding for connecting bike trails 6. Equity in broadband affordability and availability 7. Rehabilitating concrete streets 8. Addressing parking concerns, perceptions and issues 9. Replacement of gas tax funding 10. Having in the community reliable, affordable and fast broadband services Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 78 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY  Challenges and Opportunities PRIORITY 11. Increasing number of people walking, biking or using public transportation to go to and from places of employment 12. Transit service by choice and to area destination serving the needs of all residents through a partnership with RTA 13. Growing trends for vehicular travel: Uber/Lyft; autonomous vehicles, scooters 14. Changing the image – “who rides the bus” 15. 16. 17. 18. 19. 20. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 79 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY  Actions 2021 – 2023 PRIORITY 1. Traffic Signal Synchronization/STREETS Program: Update Report, Direction 2021 Mgmt MGMT 2. Dupaco Parking Agreement: Next Steps 2021 Mgmt MGMT 3. Smart Mobility: Parking Structure Improvements, Technology Purchases and Other Actions 2021 Mgmt MGMT 4. NW Arterial Improvement Project: Next Steps M/CC 5. Street Resurfacing Program: Service Level, Funding Level and M/CC 6. JFK Sidewalks: Direction and Funding M/CC 7. Community Broadband Expansion: Direction and Next Steps M/CC 8. Bike Lanes: Direction and City Actions Bike Path Connectivity: Direction and Funding M/CC Mgmt Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 80 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY  Actions 2021 – 2023 PRIORITY 9. Complete Streets Concept Implementation: Update Report, Direction and City Actions M/CC 10. IDOT Study - Highway 20 Traffic Congestion Reduction Plan OTH Mgmt 11. Public Access Channel: Report and Direction OTH Mgmt 12. 13. 14. 15. 16. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 81 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY  Management in Progress 2021 – 2023 TIME 1. Smart Tool for Integrated Parking Platform: a. Pilot Program b. Funding FY 23 MIP 2. Street Maintenance Program Increase Funding: Funding Budget FY’ 23 MIP 3. Downtown Parking Ordinance: Major Revision MIP 4. Complete Streets Policy Implementation: Data Collection and Update Report MIP 5. Wi-Fi in Fixed Routes: a. Exploration b. Funding FY‘3 MIP 6. Ramps Structural Analysis: RFP MIP 7. Comprehensive Pavement Preservation: a. Consultant b. Plan MIP 8. Transportation Customer App: Implementation MIP 9. Community Broadband Services Enhancements: Implementation MIP 10. Marketing Air Service to Businesses Mgmt Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 82 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY  Management in Progress 2021 – 2023 TIME 11. Corporate Hangar Repair Mgmt 12. Additional Corporate Hangars Mgmt 13. Transit Vehicle Replacement: Timing and Type of Funding Mgmt 14. Taxi Alpha: Design and Construction Mgmt 15. 16. 17. 18. 19. 20. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 83 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY  Major Projects 2021 – 2023 TIME 1. Roundabouts: Funding a. University/Pennsylvania: Design b. University/Asbury: Design c. University/Loras: Design MP 2. Chavenelle Road Rehabilitation MP 3. Chavenelle Road Hike/Bike Trail MP 4. NW Arterial Upgrade (IDOT) MP 5. Washington Street Improvements (7th to 9th): Completion, Funding FY ‘22 MP 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 84 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY  On the Horizon 2022 – 2027 TIME 1. North Cascade Reconstruction (to Timber Hyrst Subdivision) Water Main Extension: Phase 2 MP 2. Overnight/Residential Parking Evaluation and Study: Report and Direction OTH 3. Pedestrian Safety Improvement Projects: Priority and Funding OTH 4. 2nd/3rd Shift Employment/Area Destinations Transportation OTH 5. Radford/Pennsylvania Roundabout OTH 6. Central Avenue Alignment Two Way: Next Steps OTH 7. City Transit Services – Additional Routes: Needs Assessment. Report with Options, Direction and Funding OTH 8. Passenger Rail Link: Outcomes, Report with Options, Direction and City Actions OTH 9. Middle Road Widening Project: Direction and Funding OTH 10. Green Alley Program: Update Report, Direction and Funding OTH Section 7 - Action Agenda 2021-2023 (pages will be given to you at a later time)