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City Manager's Office Fiscal Year 2023 Budget Presentation Copyrighted March 2, 2022 City of Dubuque Public Hearings # 5. Special Meeting ITEM TITLE: City Manager's Office Fiscal Year2023 Budget Presentation SUMMARY: Includes the Sustainability Office. SUGGESTED DISPOSITION: ATTACHMENTS: Description Type City Manager's Office Policy Budget Book Supporting Documentation Presentation_Uploaded 3.2.22 Supporting Documentation City Manager 69 This page intentionally left blank. 70 CITY MANAGER'S OFFICE FY 2021 FY 2022 FY 2023 %Change From Budget Highlights Actual Budget Requested FY 2022 Budget Expenses Employee Expense 921,549 1,089,850 1,281,071 17.5 % Supplies and Services 301,259 464,599 447,264 -3.7 % Machinery and Equipment 507 2,200 8,200 272.7 % Total 1,223,314 1,556,649 1,736,535 11.6 % Resources Administrative Overhead Recharges 721,224 752,128 794,574 5.6 % Sustainability Conference 465 41,112 40,961 (0.4)% Misc. Reimbursements 22,293 11,107 21,606 94.5 % CDBG Charges 19,286 — — — % Total 782,273 804,347 857,141 6.6 % PropertyTaxSupport 441,041 752,302 879,394 127,092 Percent Increase (Decrease) 16.9 % Personnel -Authorized FTE 9.67 10.08 10.42 Improvement Package Summary 1 of 7 This improvement request is to create a full-time position to be housed in the Sustainability Office dedicated to implementing the 50% by 2030 Community Climate Action and Resiliency Plan (CAP). The Resilient Community Advisory Commission recommended this position based on the updated CAP and the goal to reduce the community's greenhouse gas emissions by 50% of our 2003 levels by 2030. The Commission concluded that the best use of resources would be to create a limited-term position to implement specific projects from the CAP as identified in the scope of work. Approximately three projects would be completed per year for three years leading to a significant reduction in greenhouse gas emissions as well as increased capacity for the Sustainability Office and improved community resiliency. This recommendation would create a new position responsible for implementation of the CAP, in partnership with other City departments, businesses and community organizations, and fulfill the City's mission to deliver excellent municipal services that support urban living; contribute to an equitable, sustainable city; plan for the community's future; and facilitate access to critical human services and address the City Council's Goal of Sustainable Environment: Preserving and Enhancing Natural Resources. The coordinator would work to establish climate-friendly policies (as outlined in the CAP), establish pilot programs, conduct studies, and build and maintain relationships with residents, businesses and community organizations who are actively involved in the implementation of the 50°/o by 2030 Community Climate Action and Resiliency Plan. Critical to this position would be additional funding, listed as other improvement level decisions, so the Climate Action Coordinator would have resources to implement the listed actions. Equity would be a top focus in the position and the coordinator would assess the impacts on communities of color and low-income residents and work in tandem to implement climate action in these frontline communities (those impacted first and worst by climate change). If all improvement packages related to this position were funded, the Sustainability Office would double in size and include the Sustainable Community Coordinator and the Climate Action Coordinator. The Climate Action Coordinator would be physically located in an existing City facility until the build out of the 18th & Central Engine house is complete. 71 Related Cost: $ 84,133 Tax Funds Recurring Recommend -Yes Related Cost: $ 3,300 Tax Funds Non-Recurring Related Revenue: $ 42,344 Administrative Overhead Recurring Related Revenue: $ 1,661 Administrative Overhead Non-Recurring Net Property Tax Cost: $ 43,428 Property Tax Impact: $ 0.0171 0.18% Activity: Sustainability 2 of 7 This improvement package provides for a recommended policy to offer a $42/month transportation benefit to all permanent full and part-time employees in City Hall, City Hall Annex, and the Ruby Sutton building. The funds could be used to pay for a parking space, monthly full transit pass, or a stipend to be used towards personal transportation expenses such as but not limited to bike repairs, shared transportation, etc. The current administrative policy indicates employees at level GE-31 and above will receive a City-paid parking spot as a benefit of their employment. The AP was reviewed and a new policy is recommended based on the following priorities: 1) Implementing mode-neutral transportation incentives for employees is a recommendation of the 50°/o by 2030 Community Climate Action & Resiliency Plan. 2) Using an equity lens to review human resources policies, there is an opportunity to re-evaluate a policy that provides an additional incentive for our higher-paid employees and leaves an additional financial burden on our lower-paid employees. 3)The policy was created when there were enough parking spaces in the City Hall parking lot to accommodate all the qualifying employees in these buildings. That is no longer the case. This request supports the City Council goal of Flnancially Responsible, High-Performance City Organization and Sustainable Environment. Related Cost: $33,768 Tax Funds Recurring Recommend -Yes Related Revenue: $16,995 Administrative Overhead Recurring Net Property Tax Cost: $16,773 Property Tax Impact: $0.0066 0.07% Activity: Sustainability 3of7 This improvement request is to begin to build more Complete Streets through policy updates, data collection and signage to fulfill the City's mission to deliver excellent municipal services that support urban living; contribute to an equitable, sustainable city; plan for the community's future; and facilitate access to critical human services. In conjunction with the Climate Action Coordinator position improvement level request, this funding would support the following the actions set forth in the 50% by 2030 Community Climate Action and Resiliency Plan (CAP). Implementation of this body of work would update, fund, and adopt a more comprehensive Complete Streets Policy including but not limited to: i. Inclusive Public Process to determine Dubuque's long-term objectives with complete streets. ii. Systematic Approach - upon regularly scheduled maintenance,ALL roadways would be considered for compliance with complete streets concepts and how that roadway fits into the overall transportation system. iii. Transparency/Accountability - public documentation of planned upgrades and exemptions to roadways as they come up for maintenance with enough time for public comment. 72 iv. Heat Island Mitigation Integration - integrate the heat island mitigation strategies recommended in the City's citywide heat island impact study (see Buildings and Energy actions in CAP). Additionally, this work would utilize and implement feedback from existing Bike Friendly Community applications and achieve a minimum of Silver Bicycle Friendly Community certification by 2025, engage employers to secure a minimum of 10 Bike Friendly Business designations (goal of 25% of workforce impacted) and implement a comprehensive sidewalk network plan and policy and create a plan for public funding. Implementation will prioritize locations which improve equity of mobility. Complete Streets are planned, designed, operated and maintained to be safe and comfortable for everyone, regardless of age, ability, ethnicity, income or chosen travel mode. This work was identified by the Resilient Community Advisory Commission as a priority for implementation because of its greenhouse gas mitigation impact as well as its equity impacts (health, accessibility and socially). This improvement package will address the City Council's Goal of Sustainable Environment: Preserving and Enhancing Natural Resources Related Cost: $30,000 Tax Funds Non-Recurring Recommend - No Related Revenue: $15,099 Administrative Overhead Non-Recurring Net Property Tax Cost: $14,901 Property Tax Impact: $0.0059 0.06% Activity: Sustainability 4of7 This improvement request is to establish a pilot project exploring long-term program structure related to energy efficiency, specifically focused on commercial entities, and building partnership, capacity, and support for existing efficiency programming as outlined in the 50% by 2030 Community Climate Action and Resiliency Plan, and fulfill the City's mission to deliver excellent municipal services that support urban living; contribute to an equitable, sustainable city; plan for the community's future; and facilitate access to critical human services and address the City Council's Goal of Sustainable Environment: Preserving and Enhancing Natural Resources. This builds on the current work of the Green lowa AmeriCorps Energy and Community Team and offers economic savings to low-income residents, builds partnerships with commercial entities and reduces greenhouse gas emissions. The body of work includes partnering with local community organizations serving under-resourced households to promote energy efficiency audit and upgrade program for low-income residents - Target 150 households per year. Work with Alliant Energy, Black Hills Energy, and University of Northern lowa's Center for Energy and Environmental Education Green lowa AmeriCorps program to establish residential and multi-family energy efficiency audit and upgrade program; Target- 300 households per year and working with the same partners above to establish commercial energy efficiency audit and upgrade program; Target- 70 commercial businesses and 70 industrial businesses (potential for 10% electricity savings and 12% natural gas savings each). This work was identified by the Resilient Community Advisory Commission as a priority for implementation because of its greenhouse gas mitigation impact as well as its equity impacts for low-income residents and communities of color. Related Cost: $25,000 Tax Funds Non-Recurring Recommend -Yes Related Revenue: $12,583 Administrative Overhead Non-Recurring Net Property Tax Cost: $12,418 Property Tax Impact: $0.0049 0.05% Activity: Sustainability 5 of 7 This improvement request is for establishing a pilot project exploring long-term program structure related to commuter mode-neutral incentives. 73 As outlined in the 50% by 2030 Community Climate Action and Resiliency Plan, this implementation strategy would establish an incentive or subsidy and promote commuter mode-neutral incentives with the goal of 25% of private workforce receiving mode-neutral incentives or telecommute benefits. Note, commuter"mode-neutral" incentives equalize overall commuter incentivization and benefits of all commute choices, creating equity for non-auto commute choices. This work was identified by the Resilient Community Advisory Commission as a priority for implementation because of its greenhouse gas mitigation impact and its contribution to fulfill the City's mission to deliver excellent municipal services that support urban living; contribute to an equitable, sustainable city; plan for the community's future; and facilitate access to critical human services and address the City Council's Goal of Sustainable Environment: Preserving and Enhancing Natural Resources. Related Cost: $25,000 Tax Funds Non-Recurring Recommend - No Related Revenue: $12,583 Administrative Overhead Non-Recurring Net Property Tax Cost: $12,418 Property Tax Impact: $0.0049 0.05°/o Activity: Sustainability 6of7 This improvement request is for the Teen Resiliency Corps, a joint project of Sustainable Dubuque and the Multicultural Family Center. Grant funded in 2020 and 2021, the Teen Resiliency Corps (TRC) canvasses neighborhoods throughout Dubuque, checking in on Dubuque neighborhoods, shares information and services and collects data. In 2018, a Design and Resiliency Team made several recommendations for Dubuque. The TRC works to fulfill the City's mission to deliver excellent municipal services that support urban living; contribute to an equitable, sustainable city; plan for the community's future; and facilitate access to critical human services. The recommendations included taking a neighborhood-based approach to resiliency while focusing on prevention plans. In Dubuque, we know that low-income communities and communities of color are primarily concentrated in one area of the city. We know they face daily barriers to resiliency (access to health care, located food deserts, energy burden) that are exacerbated by climate change (specifically flooding and heat) and more recently, COVID-19. The TRC has begun to address resiliency issues at the neighborhood level through empowerment and interactions, while collecting data on the City's rental housing stock. This work helps to build neighborhood cohesion through conversation and activities while offering teens work experience and the opportunity to impact their neighborhood's resiliency. TRC members, after training, go door to door, and have conversations with community members, they will gather data related to energy efficiency while also encouraging residents to get to know their neighbors. As a pilot, the TRC addressed social isolation and linked neighbors to COVID-19 resources as well as collected energy efficiency data for the City. This project will help the city gain input on priorities within neighborhoods at the block level. Through this program we will also inform residents on specific sustainability/ resiliency resources (home energy audits, water reduction plans, and other actions) as related to actions identified in Dubuque's 50% by 2030 Climate Action & Resiliency Plan. This improvement package will address the City Council's Goal of Sustainable Environment: Preserving and Enhancing Natural Resources. Related Cost: $10,000 Tax Funds Recurring Recommend -Yes Related Revenue: $ 5,033 Administrative Overhead Recurring Net Property Tax Cost: $4,968 Property Tax Impact: $ 0.002 0.02°/o Activity: Sustainability 7of7 This improvement package request is to continue the temporary Grant Analyst position hired in September 2021 to respond to urgent staffing needs created with the passing of the American Rescue Plan Act. At that time the position was created for a temporary, one year time frame and paid for with 74 savings created when the ICMA Local Government Management Fellow ("Management Intern") position was not filled for 2021-22. Since the hire, it has become clear that staffing support related to grant research, writing, administration, and coordination will last far longer than one year. ARPA grants extend through 2025 with grant funds obligated and administered through 2027. Subsequent passage of the Infrastructure Investment & Jobs Act (IIJA) include provisions allowing for grant applications through 2027 with fund obligation and administration through 2029. Current staff in multiple departments are now regularly engaged in grant writing duties as unprecedented amounts of federal and state funding have become available through formula and competitive grants. Additional staff is needed to help research emerging grant opportunities, track grant applications, support grant writing, compile and analyze successful grant results, and curate critical data and measure community impacts and improvements as they specifically relate to City Council Goals and Priorities, and the city's Climate Action Plan, Equitable Poverty Prevention and Reduction Plan, Arts and Culture Master Plan, and the Imagine Dubuque Comprehensive Plan. With increased capacity created through this position, City staff and outside partners will be able to leverage local funds and compete for these new funding sources. This request is to fund the Grant Analyst position for five years in addition to the one year that is currently underway. The temporary, one-year position was awarded at an exempt salary of$45,000 outside of the General Employee pay scale. If the position had been created on the General Employee scale, this would be closes to a GE-27C assignment ($46,987.20) at the end of its first full year. Thus, this recommendation is based on a salary of GE-27C in FY23 and then a regular progression through the City's pay scale for the remaining four years. This request supports the City Council goal of Financially Responsible, High- Performance City Organization and Partnership for a Better Dubuque. Related Cost: $72,999 Tax Funds Recurring Recommend -Yes Related Cost: $ 150 Tax Funds Non-Recurring Related Revenue: $36,816 Administrative Overhead Recurring Net Property Tax Cost: $36,333 Property Tax Impact: $0.0143 0.14% Activity: Sustainability Significant Line Items Employee Expense 1. FY 2023 employee expense reflects a 3.25°/o wage package increase. 2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged from FY 2022 The employee contribution of 6.29°/o is unchanged from FY 2022. 3. The City portion of health insurance expense increased from $1,086 in FY 2022 to $1,119 in FY 2023 per month per contract which results in an annual cost increase of$15,574 annually or 3.04%. 4. Overtime expense is unchanged from $3,400 FY 2022 to $3,400 in FY 2023. FY 2021 Actual was $0. 5. 50% Sick Leave Payout increased from $2,966 in FY 2022 to $4,115 in FY 2023. FY 2021 Actual was $4,115. Effective July 1, 2019, employees over the sick leave cap can convert 50% of the sick leave over the cap to vacation or be paid out. 75 6. During FY 2022, the following personnel changes were approved: a. Data Analyst (GE-30A) was moved from the City Manager's Office to the Office of Shared Prosperity and Neighborhood Support (+$75,944). b. Part-Time Secretary (GE-25B) was moved from the City Manager's Office to the Office of Shared Prosperity and Neighborhood Support (+$32,207). Supplies & Services 7. Conferences is increased from $43,460 in FY 2022 to $44,960 in FY 2023 based on estimated cost. 8. Employee Recognition Luncheon expense is unchanged from $17,000 in FY 2022 to $17,000 in FY 2023. This line item represents both the employee recognition luncheon and SPIRIT awards. 9. Pay to Other Agency decreased from $67,900 in FY 2022 to $43,600 in FY 2023. This line item includes the Sustainable Dubuque Collaborative Community Grants $33,600 and the GreenCorps Local Match $10,000. 10. Consultant Services decreased from $100,012 in FY 2022 to $64,366 in FY 2023 due to the removal of the bi-annual community survey ($-13,000) and the bi-annual governance session ($-37,012). This line item also includes the annual goal setting for City Council and department managers ($36,866) and the municipal energy reinvestment fund ($27,500). 11. City Business Travel is unchanged from $14,340 in FY 2022 to $14,340 in FY 2023. This line item represents the travel cost for official City business which includes Northeast lowa Regional Managers meetings, Washington D.C. and Des Moines legislative trips, and the cost of travel liability insurance of all department and division managers. 12. Speakers/Programs is unchanged from $34,530 in FY 2022 to $34,530 in FY 2023. This line item represents the expense for the Growing Sustainable Communities Conference and is offset by the registration fees received for the conference. Net revenue to the City is $6,431. 13. Dues and Memberships increased from $26,228 in FY 2022 to $28,392 in FY 2023. FY 2021 Actual was $22,405. This increase adds expected cost increases for dues and memberships in FY 2023 and includes the addition of International Council for Local Environmental Initiatives and US Green Building Council. 14. Education and Training increased from $82,950 in FY 2022 to $86,750 in FY 2023. FY 2021 Actual was $18,867.This item line represents annual training for the City Manager and Assistant City Manager, attendance at the Race in the Heartland and Growing Sustainable Communities conferences for CMO staff, and annual performance reviews and professional development funds for 50% of department managers each year. 15. Equipment Maintenance Contracts decreased from $14,094 in FY 2022 to $12,808 in FY 2023 based on actual cost. 16. Services from Planning decreased from $7,710 in FY 2022 to $0 in FY 2023 due to this line item moving to the Office of Shared Prosperity and Neighborhood Support budget in FY 2023. 76 Machinery 8� Equipment 17. Equipment replacement items include ($8,200): Administration i Smartphones (3) $ 1,350 Desk Chairs (9) $ 4,050 Recommended Improvement Packages $ 2,800 Total Equipment $ 8,200 Revenue 18. Various Program Fees decreased from $41,112 in FY 2022 to $40,961 in FY 2023 based on FY 2019 actual. This line item represents the Growing Sustainable Conference registration fees. 19. Revenue received from Enterprise Funds for administrative overhead charges has increased from $752,128 in FY 2022 to $794,574 in FY 2023. 77 CITY OF DUBUQUE ORGANIZATIONAL CHART Citi�en� of Duhuque � CityAttorney — CityCnuncil ! CityClerk Library ___ y __ I _ � __ +__ � Airport ManagemerrtlLegislative CI#y Manager Sustainabilii� Econnmic Emergencp � Ue+�elopmant Cornmunications Arts&Cultural �ffa i rs � Engineering �Auiiy& 1lirnan Rights Facilities Management Flnanca& Fire Budget Amhulance Emergency 5ervices �anagement Ilousing & IlealthSeruices Communii� � Geveloprnent Coae Enfarcement Human Ir�orrnatinn Resources Ser�ices leisure Planning Seruices Serwices Reoreation Parks Civie Center Grand River PuhIIC Center Pnlice Ir�ormation � Geographic Multieultural Infarmatiun Family Center 5y$t�� Shared Prnsperiiy puhlicWarks &Neighbarhood 5u ppo rt Transportation Water Seruices Parking Transit Watar& Resource Recover�Cerrter I�EY Elected hy the Appainted hy the Appainted hythc Appainted hythe ,4ppainted hy the Citi�ens of�uhuque City Council Lihrary Board of Airport Commission City Manager Trustees cMoo¢„o,x, 78 CITY MANAGER'S OFFICE The City Manager's Office plans, organizes and manages all activities of the City organization so as to provide leadership so that all City Council priorities, policies, and programs are successfully implemented and effectively managed. This includes the City Council Policy Agenda and Management Agenda to assure quality public services are responsive to the citizens and that we operate as a High Performing Organization. City Manager's�ffice Managementf Administrative! 5ustainability Leg i sl ati ve L J L J SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS LEADING TO OUTCOMES PLAN�VING Work with all City Departments PEaPLE and Divisions to perform the duties and responsibilities • Establish a culture af quality ; specified in the City Charter to customer service and deliver � ��- ensure econamic prasperity, services that exceed citizen � Y environmentall�colagical integrity expectations. � � �� and sac�alfcu�tural vibran�y exist • Invest in staff de�elopment to , .. throughout the community and are improue �eaders�ip capaeity ± � ; , incorporat�d into daily activities. and inerease lead�rship � F��y.t, effectiWeness ' i � ■ Attract, engage and retain a �� ? I , � -,- ,- higY�quality, creati�e and �y��•� diUerse warkforce �T , �� ■ Prornote and invest in � _.� �t�_ employ�e health and safety _� r PARTMERSHIP5 I � f ■ ❑eve�op and foster aver 5D Local, State, I Regional, Federal and Natianal partnarships ta imp�ement the City Coun�il's community vision. ■ Incr�ase citizen engagement in local gov�rnance f� �7fDCB55@5 • f ■ ❑�veiap team-prooesses that lead to innavatiWe ' sa�utions for community chall�ng�s and apportuniti�s 79 CITY MANAGER'S OFFICE FY 2021 FY 2022 FY 2023 Full-Time Equivalent 9.67 10.08 10.42 Resources and Property Tax Support $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 Administrative Sustainability Misc. CDBG Charges Property Tax OH Recharges Reimbursements Support � FY 2021 FY 2022 FY 2023 The City Manager's Office is supported by 10.42 full-time equivalent employees, which accounts for 73.77% of the department expense as seen below. Overall, the departments' expenses are expected to increase by 11.56% in FY 2023 compared to FY 2022. Expenditures by Category by Fiscal Year $921,549 Employee Expense $1,089,850 $301,259 Supplies and Services $464,599 $447,264 $507 Machinery and Equipment $2,200 $8,200 $0 $200,000 $400,000 $600,000 $800,000$1,00O,OOC�1,200,000 FY 2021 FY 2022 � FY 2023 80 CITY MANAGER'S OFFICE Mission & Services The City Manager is employed by the City Council to serve as the chief administrative officer of the City. In that capacity the City Manager is responsible by virtue of the Code of lowa for all personnel functions, enforcement of all laws, advising the City Council, delivery of City services, supervision of all construction contracts and development agreements, financial management and conducting the general business affairs of the City. Management promotes the City's interests in legislative affairs, grant opportunities and active engagement in city activities for employees and the citizens of Dubuque. Management/Administrative/Legislative Funding Summary FY 2021 Actual FY 2022 Budget FY 2023 Requested Expenditures $1,038,766 $1,305,756 $1,335,851 Resources $737,146 $667,096 $672,719 Management/Administrative/Legislative Position Summary FY 2023 City Manager 1.00 Assistant City Manager 1.00 Executive Assistant 1.00 Grant Analyst 1.00 Secretary 2.00 Director of Strategic Partnerships 0.75 Management Intern 1.00 I ntern 0.25 Total Full-Time Equivalent Employee's 8.00 Performance Measures City Council Goal: Financially Responsible, High-Performance City Organization 1 Dept. Objective: Maintain a competitive tax rate that minimizes the tax burden of citizens Performance Measure KPI Tar et FY21 FY 22 FY 23 Performance � � g Actual Actual Estimated Indicator Rank of Dubuque tax rate per capita compared to 11 largest cities in lowa. N/A 1 2 2 N/A (1 =lowest rate, 11 =highest rate) 2 Dept. Objective: provide fiscal diversity and hold in check the property tax burden % budgeted revenue from property taxes N/A 14% 15% 13% N/A 3 Dept. Objective: Maintain an efficient citizen response rate. % of citizen issues resolved in 10 days or 75°/o 76.1% 76% 75% � less (All departments) #days to resolve citizen issue (CMO) < 7 5.1 6.2 7 � � 4 Dept. Objective: Hire & retain a highly-skilled City workforce reflective of the Dubuque community. o � female 44°/o fem, 35%fem, 50%fem, ' Leadership Team demographics g.7% non-w 6.4% 4.2% g% non-w ('21 Census) non-w non-w 81 CITY MANAGER'S OFFICE Sustainability Mission & Services The Sustainability Office provides education, outreach, and coordination on sustainability issues and activities both within the City organization as well as to the various stakeholders, business and citizen groups that comprise the Dubuque community. The Sustainable Community Coordinator works directly with City �DUBUQUE departments to ensure capital projects and operating programs meet the sustainability vision identified by the City Council and v`�"'� `;�'��'� ��",'°`'`` builds partnerships between the City of Dubuque and national, state and local entities to further sustainability initiatives and to strengthen local leadership. The Sustainable Community Coordinator manages the Green lowa AmeriCorps program, providing energy audits, installation of efficiency products, and education to the community. Sustainability Funding Summary FY 2023 FY 2021 Actual FY 2022 Budget Requested Expenditures $165,263 $243,183 $400,684 Resources $121,085 $137,251 $184,422 Sustainability Position Summary FY 2023 Sustainable Community Coordinator 1.00 Climate Action Coordinator 1.00 Sustainable Dubuque Intern 0.42 Total Full-Time Equivalent Employee's 2.42 Performance Measures City Council Goal: Partnerships for a Better Dubuque � Activity Objective: Increase community opportunity through the Sustainable Dubuque Community Grants Program. Performance Measure(KPI) Target FY19 FY20 FY21 Performance Actual Actual Actual Indicator % of grants awarded of total applications N/A 71% 43% 52% N/A received City Council Goal: Financially Responsible, High-Performance Organization 2 Activity Objective: Increase the number of City services/activities adopting a sustainable approach. #of Pesticide-Free Parks 43 10 15 15 � City Council Goal: Sustainable Environment 3 Activity Objective: Reduce the community's carbon footprint by 50% below 2003 levels by 2030 % reduction in GHG emissions in Dubuque 50% 27% 27% 29% � � 82 Recommended Operating Revenue Budget - Department Total 72 - CITY MANAGER'S OFFICE FY 2022 Adopted FY 2023 Recomm'd Fund Account Account Title FY 2020 Actual FY 2021 Actual Budget Budget 100 45701 STATE GRANTS 114,249 45 STATE GRANTS -Total - 114,249 - - 100 51950 VARIOUS PROGRAM FGCS 41,112 465 41,112 40,961 51 CHARGES FOR SERVICES -Total � 41,112 465 41,112 � 40,961 100 53102 PRNATE PARTICIPANT 5,101 19,350 250 - 100 53201 REFiTNDS 9,945 688 9,945 - 100 53605 MISCELLANEOUS REVENUE 6,988 564 100 53620 REIMBURSEMENTS-GENERAL 348 2,255 34A 21,606 53 MISCELLANEOUS -Total 22,381 22,293 ]1,107 21,606 100 59610 FR WPC OPERATTNG 226,389 238,813 249,050 263,113 100 59620 FR STORMWATCR OPGRATING 62,597 71,613 74,715 78,905 100 59630 FR PARKING OPERATING 29,ll4 31,048 32,376 34,204 100 59640 FR WATER UTILITY 49,059 38,288 39,849 42,098 100 59670 FR REFUSE COLLECTION 204,315 222,059 231,616 244,696 100 59940 FR DMASWA 113,194 1 L9,403 L24,522 L31,558 59 TRANSFER IN AND INTERNAL -Total � 684,668 721,224 752,128 � 794,574 CITY MANAGER'S OFFiCE -Total 748,761 858,231 804,347 857,141 83 Recommended Operating Expenditure Budget - Department Total 72-CITY MANAGER'S OFFICE FY 2022 Adopted FY 2023 Recomm'd Fund Account Account TiHe FY 2020 Actual FY 2021 Actual Budget Budget 100 61010 FULL-TIME EMPLOYEES 781,099 667,175 817,637 844,779 100 61020 PART-TiME EMPLOYEES 8,514 34,806 6,936 113,757 100 61030 SEASONAL EMPLOYEES 4,715 0 11,835 12,217 100 61050 OVERTIME PAY 7,643 0 3,400 3,400 100 61081 COV1D19 SCHOOL/DAYCARE CL 787 0 0 0 100 61091 SICK LEAVE PAYOFF 0 0 0 7,580 100 61092 VACATION PAYOFF 1,379 3,503 0 0 100 61095 PARENTAL LEAVE 546 0 0 0 100 61096 50%SICK LEAVE PAYOUT 2,966 4,115 2,966 4,115 100 61310 IPERS 82,818 62,679 80,063 93,272 100 61320 SOCIAL SECURITY 56,682 43,865 58,380 78,093 100 61410 HEALTH INSURANCE 91,109 93,384 97,740 113,314 100 61415 WORKMENS'COMPENSATION 2,010 2,195 1,729 1,519 100 61416 LIFE INSURANCE 565 388 421 432 100 61640 SAFETY EQUIPMENT 0 1,185 0 0 100 61655 CAR ALLOWANCE 8,282 8,254 8,342 8,593 100 61660 EMPLOYEE PHYSICALS 401 0 401 0 61-WAGES AND BENEFITS 1,049,516 921,549 1,089,850 1,281,071 100 62010 OFFICE SUPPLIES 2,887 1,012 2,887 2,958 100 620ll iJNIFORM PURCHASES 3,680 0 0 0 100 62030 POSTAGE AND SHIPPING 109 128 204 143 100 62031 PROCESSING MATERIALS 176 63 176 63 100 62050 OFFICE EQUIPMENT MAINT 664 449 677 421 100 62061 DP EQUIP.MAINT CONTRACTS 11,573 14,094 14,094 12,808 100 62090 PRINTING&BINDING 2,714 500 6,263 6,978 100 62110 COPYING/REPRODUCTION 3,534 970 3,534 3,610 100 62130 LEGAL NOTICES&ADS 0 0 299 0 100 62140 PROMOTION ll3 0 0 0 100 62170 SUBSCRIPTIONS-BOOKS-MAPS 1,166 632 1,189 1,166 100 62190 DUES&MEMBERSHIPS 19,970 22,405 26,228 28,392 100 62208 GENERAL LIABILITY INSURAN 3,954 4,172 4,423 6,151 100 62310 TRAVEL-CONFERENCES 30,106 0 43,460 44,960 100 62320 TRAVEL-CITY BUSINESS 13,745 1,213 14,340 14,340 100 62340 MILEAGE/LOCAL TRANSP 1,053 14 289 913 100 62360 EDUCATION&TRAINING 28,652 18,867 82,950 86,750 100 62421 TELEPHONE 3,894 3,479 3,894 4,253 100 62424 RAD10/PAGER FEE 947 859 1,004 665 100 62436 RENTAL OF SPACE 1,890 2,226 1,890 35,994 100 625ll FUEL,MOTOR VEHICLE 23 230 550 605 100 62645 SPECIAL EVENTS 1,082 595 20,020 10,000 100 62663 SOFTWARE LICENSE EXP 1,006 353 1,006 353 100 62667 DATA SERVICES 1,829 1,508 1,332 2,132 100 62668 PROGRAM EQUIP/SUPPLIES 962 4,328 962 ll,828 100 62716 CONSULTANT SERVICES 85,012 36,866 100,012 64,366 100 62734 SPEAKERS/PROGRAMS 30,998 0 34,530 34,530 100 62736 CATERING SERVICES 4,785 25 5,776 4,785 84 Recommended Operating Expenditure Budget - Department Total 72-CITY MANAGER'S OFFICE FY 2022 Adopted FY 2023 Recomm'd Fund Account Account Title FY 2020 Actual FY 2021 Actual Budget Budget 100 62756 EMPLOYEE RECOGNITION 3,595 9,431 17,000 17,000 100 62761 PAY TO OTHER AGENCY 22,418 157,554 67,900 43,600 260 62761 PAY TO OTHER AGENCY 15,680 896 0 0 100 62765 GRANTS 0 0 0 7,500 260 62765 GRANTS 9,981 9,680 0 0 260 62834 SERVICES FROM PLANNING 0 8,710 7,710 0 62-SUPPLIES AND SERVICES 308,197 301,259 464,599 447,264 100 71110 MISC.OFFICE EQUIPMENT 0 0 100 0 100 71120 PERIPHERALS,COMPUTER 752 75 0 0 100 71123 SOFTWARE 188 0 0 0 100 71124 COMPUTER 0 40 0 2,800 100 712ll DESKS/CHAIRS 1,508 0 1,050 4,050 100 72418 TELEPHONE RELATED 128 190 1,050 1,350 100 72421 HEADSETS 358 201 0 0 71-EQUIPMENT 2,934 507 2,200 8,200 72-CTTY MANAGER'S OFFICE TOTAL 1,360,647 1,223,314 1,556,649 1,736,535 85 Recommended Expenditure Budget Report by Activity & Funding Source 72-CITY MANAGER'S OFFICE MANAGEMENT -72100 FUNDING SOURCE:GENERAL Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget EQUIPMENT 487 2,200 5,250 SUPPLIES AND SERVICES 213,437 330,390 248,580 WAGES AND BENEFITS 824,842 973,166 1,082,021 MANAGEMENT 1,038,766 1,305,756 1,335,851 SUSTAINABLE COMM COORD -72200 FUNDING SOURCE:GENERAL Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget EQUIPMENT 20 2,950 SUPPLIES AND SERVICES 43,018 114,625 183,429 WAGES AND BENEFITS 96,707 116,684 199,050 SUSTAINABLE COMM COORD 139,745 231,309 385,429 GREENCORPS -72600 FUNDING SOURCE:GENERAL Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget SUPPLIES AND SERVICES 25,518 11,874 15,255 GREENCORPS 25,518 11,874 15,255 WASHINGTON TOOL LIBR. -79220 FUNDING SOURCE:COMMUNITY DEVELOPMENT Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget SUPPLIES AND SERVICES 896 WASHINGTON TOOL LIBR. 896 CITY MANAGER'S OFFICE TOTAL $1,223,314 $1,556,649 $1,736,535 86 CITY OF DUBUQUE , IOWA DEPARTMENT DETAIL-PERSONNEL COMPLEMENT 72 CITY MANAGER'S OFFICE FY 2021 FY 2022 FY 2023 FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET 61010 Full Time Employee Expense 100 9900 Contract CITY MANAGER 1.00 $ 280,024 1.00 $ 284,891 1.00 $ 295,212 100 9375 GE-44 ASSISTANT CITY MANAGER 2.00 $ 268,906 1.00 $ 140,415 1.00 $ 144,973 NEIGHBORHOOD DEVELOP 260 5100 GE-35 SPEC. 0.51 $ 43,950 - $ - - $ - NEIGHBORHOOD DEVELOP 100 5100 GE-35 SPEC. 0.49 $ 42,226 - $ - - $ - 100 - GE-30 DATAANALYST - $ - 1.00 $ 49,757 - $ - SUSTAINABLE COMMUNITY 100 4670 GE-33 COORD. 1.00 $ 74,253 1.00 $ 76,379 1.00 $ 78,864 100 GE-27 GRANT ANALYST - $ - - $ - 1.00 $ 48,692 CLIMATE ACTION 100 GE-31 COORDINATOR - $ - - $ - 1.00 $ 55,671 100 3465 NA-41 MANAGEMENT INTERN 1.00 $ 41,431 1.00 $ 42,045 1.00 $ 45,173 100 8825 GE-31 OFFICE MANAGER 1.00 $ 69,617 1.00 $70,649 1.00 $ 72,950 100 225 GE-25 SECRETARY 2.00 $ 98,584 2.00 $100,012 2.00 $ 103,244 TOTAL FULL TIME EMPLOYEES 9.00 $ 918,991 8.00 $ 764,148 9.00 $ 844,779 61020 Part Time Employee Expense DIR. OF STRATEGIC 100 GE-44 PARTNERSHIPS - $ - 0.75 $ 103,246 0.75 $ 106,598 100 225 GE-25 SECRETARY - $ - 0.66 $ 25,109 - SUSTAINABLE DUBUQUE 100 INTERN 0.42 $ 11,658 0.42 $11,835 0.42 $ 12,217 TOTAL PART TIME EMPLOYEES 0.42 $ 11,658 1.83 $ 140,190 1.17 $ 118,815 61030 Seasonal Employee Expense 100 NA-38 INTERN 0.25 $ 6,832 0.25 $ 6,936 0.25 $ 7,159 TOTAL SEASONAL EMPLOYEES 0.25 $ 6,832 0.25 $ 6,936 0.25 $ 7,159 TOTAL CITY MANAGER'S OFFICE 9.67 $ 937,481 10.08 $ 911,274 10.42 $ 970,753 87 CITY OF DUBUQUE, IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2021 FY 2022 FY 2023 ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET Management-General Fund 10072100 61010 100 9900 CONT CITY MANAGER 1.00 $280,024 1.00 $ 284,891 1.00 $ 295,212 ASSISTANT CITY 10072100 61010 100 9250 GE-44 MANAGER 2.00 $268,906 1.00 $ 140,415 1.00 $ 144,973 10072800 61010 100 - GE-30 DATAANALYST - $ - 1.00 $ 49,757 - $ - NEIGHBORHOOD 10072800 61010 100 5100 GE-35 DEVELOP SPEC. 0.49 $ 42,226 - $ - - $ - 10072100 61010 100 GE-27 GRANT ANALYST - $ - - $ - 1.00 $ 48,692 10072100 61010 100 3465 NA-41 INTERN 1.00 $ 41,431 1.00 $ 42,045 1.00 $ 45,173 10072100 61010 100 225 GE-25 SECRETARY 2.00 $ 98,584 2.00 $ 100,012 2.00 $ 103,244 10072100 61010 100 8825 GE-31 OFFICE MANAGER 1.00 $ 69,617 1.00 $ 70,649 1.00 $ 72,950 Total 7.49 $800,788 7.00 $ 687,769 7.00 $ 710,244 Sustainable Community-General Fund CLIMATE ACTION 10072200 61010 100 GE-31 COORDINATOR - $ - - $ - 1.00 $ 55,671 SUSTAINABLE COMM. 10072200 61010 100 4670 GE-33 COORD. 1.00 $ 74,253 1.00 $ 76,379 1.00 $ 78,864 Total 1.00 $ 74,253 1.00 $ 76,379 2.00 $ 134,535 Management -FT CDBG Fund NEIGHBORHOOD 26072800 61010 260 5100 GE-35 DEVELOP SPEC. 0.51 $ 43,950 - $ - - $ - Total 0.51 $ 43,950 - $ - - $ - Management-PT General Fund 10072800 61020 100 - GE-25 SECRETARY - $ - 0.66 $ 25,109 - $ - Total - $ - 0.66 $ 25,109 - $ - Sustainable Community-PT General Fund 10072200 61020 100 NA-38 DUBUQUE INTERN 0.42 $ 11,658 0.42 $ 11,835 0.42 $ 12,217 Total 0.42 $ 11,658 0.42 $ 11,835 0.42 $ 12,217 City Manager-PT General Fund 10072100 61020 100 GE-44 PARTNERSHIPS - $ - 0.75 $ 103,246 0.75 $ 106,598 Total - $ - 0.75 $ 103,246 0.75 $ 106,598 City Manager-Seasonal General Fund 10072100 61030 100 NA-38 INTERN 0.25 $ 6,832 0.25 $ 6,936 0.25 $ 7,159 Total 0.25 $ 6,832 0.25 $ 6,936 0.25 $ 7,159 TOTAL CITY MANAGER'S OFFICE 9.67 $937,481 10.08 $ 911,274 10.42 $ 970,753 88 Capital Improvement Projects by Department/Division CITY MANAGER'S OFFICE CIP FY 2022 Adopted FY 2023 Recomm'd Number Capital Improvement Project Title FY 2020 Actual FY 2021 Actual Budget Budget 1012682 GREEN HOUSE GAS INVENTORY 36,501 59,207 1012932 INNOVATIVE SERVICE STUDY — — 75,000 — 1022317 ALL-AMERICA CITY AWARD 10,581 20,000 1022682 GREEN HOUSE GAS iNVENTORY 50,000 2602177 LOW INCOME SOLAR PROJ 80,000 3502681 ENRGY EFFICI REVOL FUND 16,747 3502682 GREEN HOUSE GAS 1NVENTORY 2,500 3602807 DT NON-PROFIT WEATHERIZAT 100,000 ]00,000 CITY MANAGER'S OFFICE TOTAL 49,582 75,954 175,000 250,000 89 PRGRM/ DEPT PROJECT DESCRIPTION FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 TOTAL PAGE CITY MANAGERS OFFICE General Government Municipal Green House Gas Inventory $ 50,000 $ — $ — $ 50,000 $ — $ 100,000 400 Renew DBQ: Low-income solar pilot project $ 80,000 $ — $ — $ — $ — $ 80,000 401 Downtown Urban Renewal Area Non-Profit Weatherization Improvements Assistance $100,000 $100,000 $100,000 $ 50,000 $ — $ 350,000 402 All America City Application $ 20,000 $ — $ — $ — $ — $ 20,000 403 TOTAL $250,000 $100,000 $100,000 $100,000 $— $550,000 90 1 1 � �- � •�� i � � � � � - �-- � - ;a i I�.�e ,.E;''� _ - - � �� - � � �j. _ --` r�� rl�� r�� '�� R�n � _ � i.� _ F�'�p�� Il�i� - ��, � �3 � . i i • � �'� �� •• �� -�� _ • i tir r � �� . � i� �� u ,�� -'� A _ Dubuque 2036 VISION STATEMENT "Dubuque 2036 is a sustainable and resilient city and an inclusive and equitable community where ALL are welcome. Dubuque 2036 has preserved our Masterpiece on the Mississippi, has a strong, diverse economy and expanding connectivity. Our residents experience healthy living and active lifestyles; have choices of quality, livable neighborhoods; have an abundance of fun things to do; and are engaged in the community. " CITY MANAGER' S OFFICE MISSION The City Manager's Office plans, organizes and manages all activities of the City organization so as to provide leadership so that all City Council priorities, policies and programs are successfully implemented and effectively managed. Farewells + New Faces � *�* � 0 � Farewell ! Welcome! Congratulations! Thank you to Juanita Justin Thiltgen Stephanie Hilkin for 21 years of Melody Burnett Valentine service to the City. City Manager's Office (10.42 Full -Time Equivalents) . . . _ , , _ Assistant City Director of Strategic Executive Sustainable Community Manager Partnerships Assistant (part-time) Stephanie Coordinator Cori Burbach Teri Goodmann Valentine Gina Bell � Office Sustainable ICMA Grant Analyst Secretary Secretary Specialist Dubu ue Fellow Justin Thilt en vacant Anne (part-time) a vacant g Schreyer Melody Intern Burnett (part-time) vacant City Manager's Office (11 .42 Full -Time Equivalents) . . . _ , , _ Assistant City Director of Strategic Executive Sustainable Community Manager Partnerships Assistant (part-time) Stephanie Coordinator Cori Burbach Teri Goodmann Valentine Gina Bell � Office Sustainable Climate ICMA Grant Analyst Secretary Secretary Specialist Action �uauque Fellow Justin Thilt en vacant Anne (part-time) Coordinator Intern vacant g Schreyer Melody (part-time) Burnett FY23 request vacant C REATI N G AN � ��—�� EQUITABLE ��#�a-�r�v�r� �r�� -F�� uil� ��r �h� ��ur �ill�r� ��: COMMUNITY - OF CHOICE � . _ � � s . � . . � . ■ ■ � *, , � � . _ ��.._ � ': - � ,� � 1 , 1 • • COVID-19 Response � Employee Support � � . . _, , - - .= • Organizational Development -� � Core Team Action Plan in response to � �--�� Employee Survey = . � �f . �-� - � ;�. ; �._4 �:, � : . . . � i �-� � � � � � Supervisor Training & New Employee � , ,� s�� -� :��,.� , � �� ,��_�� Orientation � � -- ■■'� �••� �`� � �� ,■■�-._. �..• :::�'� �■�r �'�' . . . . . � ��m�� r- f: ��,. ' .�� . �+�� q��.a ,�.�� , � �� ■ � Administrative Policies Update __ ��,.■ ��,..•• � ��:;�� ;�;;;� �=�� . . ..�-.-. � r� �_ ... �� -- ._ • Support of Departmental � �- �_� � � � _ -_- _ _ �=- _�.. - �- - _ - Reorganizations, Hiring & Innovation � _ - - • High Performing Government �- _ _ - _ _ = _ -,� _-� -= .. _� _ _ . , . m _ . :, � _�� - � __ .�._... _ __ _:_. _��_. a. _ - =-- • Citizen Response & Support � � � � � � � � � � � $261,487 FEMA federal direct support ;�,�� _-_ -- -� $13 million ARPA funding support for eligible uses �.„_ � � . �7� $1,220,052 Airport received federal direct support from FAA _ F' , + , .i + $1,352,830 Transit received federal direct support from FTA , . $1,486,724 Housing/CDBG - no direct disaster support but federal (HUD) and state (IEDA) grant entitlement support ,� , 3 �� :t� ��r ,i� � ��; � � � � � � 1 $2 million HUD Healthy Homes supplement $4,275,680 HUD Lead & Healthy Homes � ��i� _ �. � � . �� $1 million HUD Older Adult Home Modification �.. � . � � ' �' �'i.f , $100,000 EPA Technical Assistant grants ��' �'`�� ' �,�: � �.�i3� „��,�-��, �,�� .; �� F�� ,� � . � $495,000 National Endowment for the Arts ,� �� " �;-_ �. �� $20,232 US De t of Justice � , � - �� r� - p � ��.� � t _ ��Lr � �� . '� � � ` ; $493,159 Corporation for National & Community Service -Americorps ��; �� _ . � _ : $30,000 lowa Dept of Cultural Affairs HRDP - Dubuque Black Heritage Survey � 1 � � � ' 1 1 1 � � • US Army Corps of Engineers — Planning Assistance to States — Riverfront Masterplan • US EPA — Office of Brownfields — EPA Brownfield grants • US EPA Brownfields Revolving Loan Fund - ECIA and City of Dubuque • US Department of Transportation — RAISE grant • National Endowment for Arts • lowa Finance Authority _ • • lowa Dept of Homeland Security/Emergency Management _ _� � -� • HUD - Bee Branch National Disaster Mitigation Award • lowa Dept of Cultural Affairs • lowa DNR/Sand County Foundation • Offices of US Senators Grassley and Ernst and Congresswoman Hinson � � � � � 1 , � 1 � � � � • US Army Corps of Engineers & Congresswoman Hinson - Section 205 �- �� -, - - - ��'- �� • Black Lives Matter partnerships � . � ,_,�Y�:�� • My Brothers Keeper Network _ '� �� .. F�-�r � f • Four Mounds HEART , . • lowa Homeland Security � - • Field of Dreams & City of Dyersville , • Dubuque County Brain Health �r ' k�;:;,.;��, l�!Fs�±� ::�! ��. • GDDC Broadband Initiative • Dubuque Area Chamber of Commerce lowa Placemaking HISTORIC & UNPRECEDENTED B I PARTISAN I N F RASTRU CTU RE LAW FUTURE INITIATIVES • Resident survey � � • Core Team : Action Plan Im lementation p • Data-Driven Decision Making : Decision & Progress on Disaggregated Community KPIs • High Performing Government Ambassadors : Pilots & New Employee Orientation • Emergency Operations Planning & Drills • Infrastructure Bill + ARPA State & Federal Legislative Advocacy City Manager's Office FY2023 REQUESTED OPERATING BUDGET SUMMARY 879 394 13 . 04 ' . Average homeowner's* Net Operating . property tax cost for the C�ty Property Tax , . Manager s Office Support *Av . home value of 159 503 ( 9► � � ) � - • � � ADMINISTRATION � � • . � Downtown City Employee Transportation Benefit Recurring � $33,768 Net Property Tax Cost � $16,773 Grant Analyst (5 year funding) Recurring � $72,999 Net Property Tax Cost � $36,333 � OFFICE OF SUSTAINABILITY � • � � 1 . Climate Action Plan Coordinator � � � Recurring � $84,133 . � Non-Recurring � $3,300 Net Property Tax Cost � $41 ,789 , � � 2. Climate Action Funding - � �� ` Residential + Commercial Energy Efficiency ,�, �, � _ '�:� �i� 3�� yl`c � Non Recurrin $25,000 � �. � ' gl >' �-�^'�.-. � ' ``- - g��: � �� . a � �� , �� Net Property Tax Cost � $12,417 � � �� ; �€ � �� ^ �� . � � � „�^�,, ' . ��';, _��_ <";S {J#�21��'4 v) ■ ■ � :�� 3. Teen Resiliency Corps Recurring � $10,000 � R�� l� � �� Net Property Tax Cost � $4,967 {�. � . � � : � � : , � � � . City Manager's Office FY 23 CAPITAL IMPROVEMENT PROJECTS FY 23 Total Cost � Pro'ect Cost J Community GHG Inventory & Climate � 50 000 $ 100 000 Action Plann�ng � � Renew DBQ: Low-Income Solar Pilot � g0 000 $ 80 000 Project ' ' Downtown Urban Renewal Non-Profit � 100 000 $ 350 000 Weatherization Assistance ' ' All America City Application $ 20 000 $ 20 000 � , City Manager's Office PERFORMANCE MEASURES Goal : Financially Responsible, High-Performance City Organization �- �C`Li.�� ..1�� '?"��Z��r � �� '�� ..QI�1��1�15�17 20 31�,24 sr�.s� sr�_z� x�b r� #l�.i� St5_e! 15 sz�_4s s�o_s5 si�.rr 10 9.8T f9.99 59.35 i 5 � � i i � i � i. � � � � ��,� � �' c,� ° ' �, �' i � � �� .T�'� e� o� ,�'� ��'�� '�`� �� a3� �,�'`' ��' �+�0 � � �' `��`' �, ity iviar�ac��r 5 vrric� PERFORMANCE MEASURES Goal : Financially Responsible, High-Performance City Organization Fiscal l��ear �� Pr�p�rt�r Ta�c�s p�r �apita ��mparis�on f�r Elerr�n Largest I��va �iti�s R�r�l� �it�r T��c�� P�r �apita '11 V�l��t D�� 1oin�� ,1 ��.�� 1D �oun�il Bluffs �9��.8� 9 I��v� �it �919.�8 8 ��c�ar J�� id� �909.�9 � �a��n or`t ��.�� f�lloin�� 9.1 � � V�lat�rla� $7�0.�� 4nk�n �707.�8 � ��ou�c �it ��5�.�� Dubu u� $5'I�.�� 1 �rr�� $��11 .�7 �411EF�A�E v4rlo Du buq u� �8�� .�� City Manager's Office PERFORMANCE MEASURES Outcome: Maintain an efficient citizen response rate �� R��ident ��ue� R��a��r�d in 1� ��r� or L�� #� ��r�ta Re�alv� Re�ider�t I��ue 1 aa.a;� sa s.� g5.a� g � � � � ��.o� � 85.•0'� � �.1 5 sa.a� ?�:�� :�� {�:� g 75.a?� * * � 7�.0;� 1 Fi'�S F1'�� F1'�3 ytd a Fl"�1 Fl"�� F1'�3 ytd �Target �A11 aepts �C�ty Ar1 an�gers Offire �Target City Manager's Office PERFORMANCE MEASURES Outcome: Hire & retain a highly-skilled City workforce reflective of the Dubuque community. Leadership Team Demographics 0.6 50.7% 0.5 44.0% 40.0% 0.4 35.0% 0.3 0.2 9.0% 0.1 5.5% 6.0% 4.2% 0 - ■Target:Community('21 Census) FY20 FY21 ■FY22 i � � � - � � � 1 � ' • � . • � � . � '�� `� , � � � � � � .� FISCAL YEAR 2022 `�� , -�� --�',--��=�,--z��-!� �� HIGHLIGHTS �� \ 4 �- _ _ � r ►, �. ` !�r - . / -1- � :>><- � :>�=�: r11i ��r� • 50% b 2030 Communit Climate ' ' - � y y . _. Action and Resilienc Plan �� _ a�� -- - g �- y �� s _ ^ � ,, r �. '" '� , �i„ �li� ,� Outreach Efforts � µ ��: �� - '�� f . � �. • Teen Resiliency Corps 4; - � � � _ � f � � � -- �� • Civic Leaders � =� y �-�, , -,� __ . . . � �- - - - _ • Fleet Electr�ficat�on -fs-�-- -=� - - - - -- _� • Renew DBQ Solar Pilot • Carbon Disclosure Project - - - - . • Climate Action Plan Implementation . • Renew DBQ: Low Income Solar Project • Fleet Electrification & Building Efficiency .�,�' `� ! � ` . r � il ` � � r � `� � t�� • t � � �i � �� , � � e � �,� �\ �� j I —. 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N�.�v�..�re* �. �l� ,�y�G� '=�:_ f,; : \ryw � - f� y �� :��``� �( {n� � '1 � r �� .�. � �� y,:. �� *:�� _.�, �_ �� _ � �� . � � �� Sustainability Office PERFORMANCE MEASURES Pe�ti�id� Fre� P�rl�� 5ustainable Dubuque �rants �� - �� 1�5.5 27� �� ■ # of pe5titide free parks ■# of parksrrr ith pota7tial of beir�g pestitide free ■ Grants received ta date ■ Grants given ta date � www.cityofdubuque.org/CityManager