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Goal Setting Session 1 of 3Copyrighted A ugust 22, 2022 City of Dubuque Special Meeting Work Session - Bottom # 01. IT E M T I T L E:Goal Setting S ession 1 of 3 S UM M ARY:T he Dubuque City Council will conduct their annual Goal S etting Session 1 of 3. S UG G E S T E D D I S P O S I T I O N: AT TAC H ME N TS: Description Type Leader's Guide Working Document Supporting Documentation LEADER’S GUIDE 2022 WORKING DOCUMENT Mayor and City Council Dubuque, Iowa August 2022 Lyle Sumek Associates, Inc. Phone: (386) 246-6250 401 E Las Olas Blvd, Ste 130PMB591 E-mail: sumekassoc@gmail.com Fort Lauderdale, Florida 33301 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220601 Table of Contents Section 1 Dubuque a Championship Team Section 2 Strategic Planning Model for City of Dubuque Section 3 Dubuque Strategic Plan and Action Agenda 2021 – 2023 Section 4 Dubuque Performance Report 2021 – 2022 Section 5 Looking to Dubuque’s Future Section 6 Dubuque: Are You Ready for? Section 7 Strategic Discussion on Critical Issues Section 8 Plan 2022 – 2027 Section 9 Action Agenda 2022 – 2023 Section 10 Governance Refinements: Mayor-City Council and City Manager in Action 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 1 SECTION 1 DUBUQUE – A CHAMPIONSHIP TEAM Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 2 Dubuque: a True Champion A TRUE CHAMPION SUSTAINS WINNING OVER TIME. A WINNER: ● HAS A PLAN ● BUILDS A TEAM – DEFINED ROLES AND PROCESSES ● FOLLOWS THE STRATEGY AND PLAN ● RELIES ON CURRENT LEADERS ● PROVIDES CLEAR, CONSISTENT DIRECTION ● FOCUSES ON THE ANNUAL AGENDA ● COMPLETES TASKS AND PROJECTS ● PRODUCES RESULTS THAT ADD VALUE TO THE COMMUNITY ● LISTENS TO THE COMMUNITY ● BUILDS PARTNERSHIPS ● CELEBRATES WINS/SUCCESSES A CHAMPION: ● REFINES THE VISION AND GOALS ● REFINES AND ADJUSTS PLANS ● RENEWS THE TEAM ● DEVELOPS/EXPANDS ADDITIONAL PARTNERS ● CONTINUES TO TAKE CALCULATED RISKS ● STRIVES TO UNDERSTANDING THE CHANGING, DYNAMIC ENVIRONMENT ● LEARNS FROM SETBACKS ● USES THEIR BUILT UP “POLITICAL CAPITAL” ● DEVELOPS FUTURE LEADERS ● ENGAGES AND REACHES OUT TO THE COMMUNITY ● MARKETS SUCCESSES AND VALUE TO THE COMMUNITY ● TAKES ON NEW PROJECTS Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 3 PITFALLS FOR WINNERS: ● COMPLACENCY ● ARROGANCE – WE ARE BETTER THAN OTHER CITIES ● TAKING RELATIONSHIPS FOR GRANTED ● FOCUSING ON CURRENT CRISIS ● WRAP UP MENTALITY ● PERSONAL PROMINENCE ● FEELING ON TOP OF THE BIG ISSUES ● STANDING “PAT” ● TELLING THE COMMUNITY – WHAT IS “BEST” ● PLAN BECOMING “DATED” Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 4 Effective Teams Model Effective TEAMS Are: “Unifying Purpose and Goals” G oals • Goals – Outcomes • Work Programs – Game Plan • Strategy – Action Steps “Individual Contribution” R oles • Valuing Individuality • Responsibilities Defined • Practicing Teamwork “Produce Results through Actions” E xecute • Analyze Decide • Act Impact • Evaluate Adjust “Willingness to Work Together” A ttitude • Respect for Each Other • Cooperation and Openness • Celebrating Success: Momentum “Commitments Becomes Reality” T rust • Learning from Setbacks • Guidelines • Support Each Other Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 5 Winning Teams LOSER Conflict Turmoil No Hope for Future Internal Fighting Personal COMPETITIVE Okay Short Term Compete, but Do Not Win SUSTAINING WINNER Achieve a Goal Claim Success A Leader Game Plan Guided by Achievement CHAMPION Refocus Direction and Goals Share Successes Many Leaders Strategy Guided by Outcomes Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 6 Winners Versus True Champions Comparison Winners Champions Keep the Focus Refine Goals Share Responsibility as Leaders Look For and Develop Leaders Use a Game Plan Prepare for New Challenges Build Teams Develop Teams Listen to Citizens Reach Out to Citizens Have Agendas Take on a New Project Celebrate Successes Market Success Today many cities can be characterized as “Winners”. Few cities can be characterized as “True Champions”. This true model provides insights distinguishing “Winners” from “Champions” and laying a foundation for championship action. The message to Mayor and Council is to look at: Are we a winning team? What do we need to do to become a champion team? The responsibility is yours as City leaders. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 7 The Champion Now let’s turn to the “True Champion”. The “champion” not only wins for the season, it also wins over time. Champions do not rest on their laurels, but accept their victory as a foundation for building a better future. The champion sees a winning season as an opportunity to work harder for our next season in order to sustain excellence over time. “True Champions” have the following seven characteristics. 1. Refine Goals Champions take the goals from their winning season and refine them for the future. It means evaluating their benchmarks of success and refocusing on new opportunities for the future. For City government, Mayor and Council define more specific goals that have more focus of purpose. The benchmarks are monitored to evaluate the impact of the actions in achieving the defined goals. With an eye on the horizon, opportunities are anticipated. Champions are always looking at ways of refining their goals. 2. Look for and Develop Future Leaders Champions are always looking for fellow champions in their community. These are individuals who have the potential for effective contribution and leadership within the City. On championship teams the leaders look for future leaders. They identify these individuals and encourage them to participate in the process. They serve as a coach and mentor, expanding their knowledge and developing specific skills of leadership. Champions do not see future leaders as a threat, but partners in expanding the City's resources and accomplishments. Champions are always looking for future champions. 3. Prepared for Next Challenge Championship teams refine the process and continue to have an eye on the horizon. They avoid worrying that “what ifs” may happen. They focus on what they have an ability to control or influence. Champions continue to give. They spend less time worrying about their setbacks and more on improving the process for the future. In cities it means that the Mayor and City Council look to their process – how they govern the City; how they relate to the City staff. Champions believe that if the processes are in place, the next challenge can quickly become an opportunity. 4. Develop Teams Champions continue to learn and to grow. Champions see the importance of taking time for meaningful evaluation. They seek feedback on their performance and listen to others’ perspectives. They recognize that championship teams who are not developing, die. When that Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 8 happens, the team gets in a defensive posture focusing on surviving as a team rather than developing for the future. On championship teams, individuals grow and provide new contributions to the team based upon their own personal growth. A “champion” recognizes that individual growth will enhance team effectiveness for the future and continue pursuit of learning. In cities, Mayor and City Council look to developing their team and the City team that they lead. Champions avoid stereotyping individuals on their contributions to the team effort. 5. Reach Out to Citizens Champions recognize the need to continually go back to their roots – what has made them successful. Champions keep going back to the basics. They avoid the sense of arrogance and complacency by reaching out to their fans. For Mayor and Council it means reaching out to the community. They can identify a new group to go visit – a new part of the community to talk to, to look at, to get out of their cars and to walk and to look. Communities are dynamic and championship communities recognize the dynamic nature and respond accordingly. Champions recognize that you may not agree with the other person’s perspective, but for them the perspective is real. A champion builds new fans who can be partners in future success. Therefore, if we are going to continue to be champions we must have an ability to address their perceptions. Champions reach out beyond the political supporter and “safe” group to their emerging communities. 6. Search for a New Project Champions always need a new project. New projects bring on a sense of opportunity and a sense of excitement. It is an opportunity to recharge the batteries and renew the team spirit. A new project is one that provides a new challenge for the championship team as a whole and the individual members of the team. In cities, it is a challenge for Mayor and City Council to find a visible project that can have a timely impact on the community. On a championship team, everyone supports the new project. A word of caution: the new project should not take away from the completion of the old agenda. 7. Market Successes Championship teams share their successes with their fans. They recognize that “fans” are partners in the success. Championship cities share their successes with their partners who have helped them to achieve their goals, with the interest groups that support the City government, and the citizens to whom there is a sense of stewardship. Mayor and City Council have been entrusted with significant responsibilities with public resources. The marketing of the success and letting citizens and partners know of the accomplishments will lead stakeholders to feel that they have gotten their money’s worth and that the effort of the City was worthwhile. In today's world, the media coverage of government is predominately “negative”. The failure of government, the imperfection of politicians. Even champions lose games, but they do not let them detract from future success. The importance for marketing is paramount to successful championship cities. Marketing is sharing the good news, helping individuals understand the direction and accomplishments, and mobilizing the support for the team. Success builds a momentum for future “championships”. Champions continually work to be champions. They do not rest on their laurels, but seek ways of enhancing their performance. Champions get better over time. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 9 Pitfalls for Winners Arrogance – Feeling that We are Better than Others Attitude of Complacency Assuming Goals and Focus Taking Relationships for Granted On Top of Big Issues Worrying about the Crisis Wrap Up Mentality Personal Prominence Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 10 Pitfalls for Winners Sowing the Seeds of Failure After a team wins the Super Bowl, the World Series, the NBA Championship, there is always the potential to get wrapped up in the “winning season”. The winning season then provides significant challenges for leaders who want to be champions. The pitfalls for “winners” are: • Arrogance – A Feeling that We Are Better than Others In applying the concept of arrogance to cities, it means that Mayor and City Council lose their feeling for the true, total community. The focus becomes special interest groups that have shared in the success and who have a comfortable relationship with Council. They are predictable and supportive. Input becomes selective, relying on these few, rather than reaching out to others in the communities. The Council gets a feeling that “we know what is best” and begins to view citizen input through a “tinted lens”. Sometimes they retrench into their political shells. The assumption is the citizens will recognize our winning efforts for the community. • Attitude on Complacency The feeling “we are fine, we are now here” challenges winners. However, as you take the words “now here”, it can easily become “no where”. In cities, complacency occurs when the Council assumes the winning efforts will continue with minimal effort. Less time is spent on issues; less time is spent on process – how we govern our cities. It is assumed that certain issues will be handled in a quick and timely manner. Council members become impatient and minimize critical feedback. Councils worry more about getting out of the meeting in a quick and deliberate manner, rather than whether the issue has been thoroughly discussed and analyzed. • Assuming Goals and Focus Winners have goals. Winners accomplish goals. Winners get distracted from their goals. They may see no need for a goal-setting workshop and cancel it. The challenge for Mayor and City Council is to continually review and refine their goals from year to year. This becomes the focus of their energies – focusing on what is more important for the community. As events occur and times change, there is always a need in the City to refine the goals and redirect energies. This keeps the focus on the future rather than becoming consumed with today. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 11 • Taking Relationships for Granted Winners succeed because of the willingness to work together to get and sustain major votes. The working together is based upon the development of positive work relationships over time. It is an understanding and appreciation of individual contributions. It is an understanding of what roles each member plays. It is an understanding of how others will behave and react in different situations. However, as in any relationship, we assume that it will continue with minimal work on our parts. In marriages, this assumption many times leads to divorce. With Mayor and Council, it leads to a break down in the governance process and the election at the polls. Winners become challenged by focusing on petty irritants in the relationship. Teamwork gradually begins to disappear. As a result, over time, winners can find a relationship on a dysfunctional slide, which results in increased interpersonal conflict and tension. • On Top of Big Issues Winner’s success comes from getting on top of big issues. In cities, winning Mayor and City Council have defined future goals and developed an action plan to accomplish those goals. For winners the feeling of success on big issues leads to a feeling of freedom to pursue individual agendas. With Mayor and City Council the big issues have been addressed, so what is on the next agenda? The next agenda becomes filled with individual action items, most of which are not of major significance. As the individual items begin to consume more and more staff time, the City staff can become confused and question the true direction for the City and the individual motivations of Council Members. The City begins to lose its focus with resources being diverted to these individual agendas and issues. • Worrying about the Crisis After a winning season, winners begin to worry can we repeat. If the tension builds and concerns about winning become predominant, the goal is winning rather than addressing the issues and being successful. We lose the focus on what brought us the success of winning. We wonder what the next issue on the horizon is that will become our crisis, the next major political challenge for us as City leaders. Like with any team, when any individual players become tense the performance deteriorates. Winners find themselves losing the game and losing on issues. You start to look for crises and, in many cases, begin to generate the crisis. For Mayor and Council it is an easy issue that can be handled quickly that becomes a major crisis because of over-analysis and over-concern. • Wrap Up Mentality Winners become challenged by the mentality that all we need to do is sustain our effort for the next season. For cities, it means all we need to do is to complete our projects and wrap up our reports. The wrap up mentality shortens the horizons from focusing on the future to focusing on today. The focus of the goals becomes lost as we wrap up the issues. Life becomes boring because of no future challenges. We get impatient in our desire to wrap up issues in a timely manner. As a result, little problems can become major impediments to future success. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 12 • Personal Prominence With the success of being a winner, individuals gain prominence. Winners let the prominence, at times, go to their heads and forget the team effort that was needed to produce that winning season. Individuals get a glorified sense of their own importance. For Mayor and Council, it is the media focusing on individual contributions and accomplishments, rather than successes of the City. We forget that there is no “I” in “Team”. Our focus is on ourselves individually, rather than our City's future. For some Mayor and Council, personal prominence is perceived as being important for future political success. Individuals begin to claim credit for the policy or action and are less likely to share credit with the team. • Getting Away from the Game Plan Winners feel they have got a successful game plan. The game plan worked for the last season. We need to communicate less and spend less time talking with each other. We need to spend less time with the process because the process is embraced. There is no need to fine-tune our game plan. There is no need to understand each other. I already know where they are coming from. In cities, Mayor and Council take less time in work sessions and in their formal meetings. There is less discussion of individual ideas and perspective on issues. There is less discussion of future horizons. There is growing impatience with drawn out processes and at times with each other. Individuals may self-censor their comments, figuring that others are not interested or think they have heard that once before. These are the pitfalls that challenge winners and the response to these challenges distinguishes “Winners” from “True Champions”. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 13 12 Points of an Effective Mayor and City Council 1. Focus on and Use Vision, Goals and Priority • Define the City’s preferred future • Establish outcome-based goals • Think about value to the community • Use to allocate resources, to develop plans and policies, to invest in the future 2. Make Timely and Courageous Decisions • Use vision, goals and priorities to use decisions • Seek and use input from community and City staff • Evaluate options through committees and work sessions • Decide on what is “best for the City” 3 Provide Clear Direction and Expectations • Obtain clear closure • Define outcomes, measures of success and time frames • Delegate assignments to Boards and Councils, and to City staff • Make sure to summarize and test closure to make sure that everyone has the same understanding 4. Negotiate • Know your own bottom line • Look for common ground and areas of agreement first • Use work session and committees to negotiate • Win with grace, lose with grace 5. Treat Others with Respect • Be courteous, polite and trustworthy – avoid personal attacks • Deliver on your commitments • Act within your defined roles • Value the contributions of others 6. Have Open Communications • Communicate using direct, open messages • Keep everyone informed and avoid surprises or hidden agendas • Listen and understand before judging • Use simple and focused messages that people can remember Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 14 7. Monitor Performance • Obtain regular progress updates/status reports • Meet quarterly to review and refine direction • Evaluate the outcome and actions, and make modifications • Take responsibility for the actions and be accountable for the results. 8. Have a Community Presence • Be accessible to the citizens and community • Go into the community beyond your political supporters • Take time to develop effective working relationships with community partners • Be a positive advocate for the City 9. Act as a Board of Directors • Know your community – view it as the “market place” • Focus on providing policy direction • Delegate clear responsibility to the City Manager as the C.E.O. • Avoid micromanaging and the daily operations 10. Think Strategically • Institutionalize the goal setting process • Identify key partners who can bring resources to the table • Define alternative routes and steps to destination – the vision • Keep the “big” picture in mind 11. Align the City Organization • Appoint individuals to Boards and Councils who share your passion for the City and the vision for the future • Define the core values to guide “how the City should operate and be managed” • Employ the “right” City Manager for your City • Hold other accountable for their behaviors, actions and the results 12. Share Success and Celebrate • Communicate “Our City Success” in terms that the average citizen will understand • Use celebrations that create a positive memory – value that the City has added to people’s lives • Recognize others who have contributed to the City’s success • Remember people want to be associated with “winners” Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 1 SECTION 2 STRATEGIC PLANNING MODEL FOR THE CITY OF DUBUQUE Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 5 Sustainable Community Environmental Stewardship Personal Livability Economic Opportunity Community Building “Sustainable City” Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 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 community-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 © 2022: Lyle Sumek Associates, Inc. Project 220801 1 SECTION 3 DUBUQUE STRATEGIC PLAN AND ACTION AGENDA 2021 – 2022 Strategic Plan 2021 – 2026 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 Table of Contents Strategic Planning for the City of Dubuque 1 Dubuque Vision 2036 3 Dubuque a Sustainable City 10 Dubuque City Government: Our Mission 12 City of Dubuque Plan 2021 – 2026 19 City of Dubuque Action Agenda 2021 – 2023 52 This report and all related materials are copyrighted. This report may be duplicated for distribution to appropriate parties as needed. No unauthorized duplication is allowed, including for use in training within your organization or for consulting purposes outside your organization. All requests for duplication must be submitted in writing. Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 3 STRATEGIC PLANNING FOR THE CITY OF DUBUQUE Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 5 DUBUQUE VISION 2036 Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 10 PRINCIPLE G QUALITY LIVABLE NEIGHBORHOODS Means 1. Reimagining 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 12 DUBUQUE: A SUSTAINABLE CITY Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 14 DUBUQUE CITY GOVERNMENT: MISSION Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 21 CITY OF DUBUQUE PLAN 2021 – 2027 Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 22 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 Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 24 SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Quality, affordable childcare/elder care for all shift workers 2. Workforce shortage and skill gaps 3. Lack of quality, affordable rental housing [30%-80%] community-wide 4. Helping individuals in poverty to attain living wage jobs 5. Recruiting new and diverse businesses along Central Avenue and Kerper Boulevard, and North End 6. Supporting working from home with high speed, reliable and affordable broadband service LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Threat to state and federal economic development tools – TIF, Historic Tax Credits, grants and others 2. Including ex-offenders in the workforce or business opportunities 3. High unemployment among racial minority populations 4. Addressing the increase in poverty rate in the Dubuque community 5. Availability of local quality workforce and matching educational programs with needs of employers 6. Becoming a desirable community with amenities for all ages 7. Supporting a multi-cultural workforce 8. Helping community non-profit organizations to become self-sufficient 9. Uncertain global and national economy with inflationary trends and lack of availability of resources, workforce and materials 10. Increasing the household income for African- American/Black community Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 25 ACTIONS 2021 – 2023 1. Childcare Initiative: : Partners, Pilot Program Top Priority and Funding 2. Field of Dreams City Involvement/Support: City Participation and Funding MANAGEMENT IN PROGRESS 2021 – 2023 1. Façade Loan Program: Budget FY23 2. Business Development at the Airport: University of Dubuque 3. Opportunity Dubuque Job Training Program: Support 4. Future Industrial Park Development: Report with Options, Direction and Funding Mechanism 5. Dubuque Brewing & Malting Building: Next Steps 6. Airport Master Plan: Update 7. Air Service Expansion to Western Hub: Actions, Agreement and Funding MAJOR PROJECTS 2021 – 2023 1. Dubuque Riverfront Master Plan (US Army Corps of Engineers): Funding Options and Direction 2. Viking Cruise Destination Preparation: Implementation Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 26 ON THE HORIZON 2022 – 2027 1. South Port Redevelopment Area-Wide Concept Plan: Implementation 2. Multi-Cultural Workforce Basic Services/Amenities: Analysis and City Actions 3. Airport Security: Direction and Funding 4. Neighborhood Business Association: Development 5. Downtown Housing Creation Grant Program: CIP Funding, Dollar Allocation for Incentives (including HEART Program) 6. Northend Revitalization Action Plan: Outcomes, Direction and City Actions 7. JFK Corridor Revitalization/Redevelopment: Outcomes, Report with Options, Direction and Actions 8. Port of Dubuque Development: Update Report, Direction and Actions 9. Downtown Parking Issues: Direction, Funding Mechanism and City Actions (including Parking Ramps/Garages, Meters, etc.) • Electric Vehicle • Smart Parking 10. Kerper Boulevard Revitalization/Redevelopment: Direction, City Actions and Funding 11. Southwest Arterial Corridor Business Development: Outcomes, Direction, City Actions and Funding Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 28 SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Diversifying the police and fire workforces 2. Reducing the fear level of individuals who are different than me and the fear of harassment and different treatment 3. Addressing the institutional and structural interplay between race and poverty 4. Defining the City’s role with increasing demands for brain health 5. Retaining diverse cultures 6. Police working with community to create a safe community 7. Aging City facilities needing significant maintenance and major repairs LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Having a meaningful community dialog on racial bias and equity 2. Demands and capacity for animal control services 3. Funding for Pacific Islanders and special populations health services 4. Finding contractors for Lead and Bee Branch Healthy Homes 5. Understanding and addressing community health needs and defining the City’s role 6. Service reductions due to COVID-19 impacts Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 29 POLICY ACTIONS 2021 – 2023 1. Equitable Poverty Prevention Plan Top Priority Implementation: 3-5 Plan, Organization Development, Advisory Committee and PC’s for People 2. Equitable Fines and Fees Reform: Advocacy, Pilot Program, Policy Changes and Funding 3. Brain Health Strategy/Initiative: Next Steps MANAGEMENT IN PROGRESS 2021 – 2023 1. Traffic Camera System: Installation 2. Police Re-Accreditation: Direction and Funding 3. CAD Connection to City Cameras Network: Vendor to Complete Project 4. Fire Accreditation: Completion 5. Lead Grant Application: Submittal 6. Re-Imagining Police: Update Report and Next Steps Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 30 ON THE HORIZON 2022 – 2027 1. Maternal Health Services: Assessment, Report with Options, City Role, Direction and City Actions 2. Mine Shafts: Problem Analysis, Report, Direction and City Actions 3. Synthetic Drug Enforcement: Aggressive 4. Community Dialog on Racism: Outcomes, Action Plan, Implementation and City Actions 5. Bee Branch Healthy Homes: Funding and Next Steps 6. Crescent Community Health Center Expansion for Behavioral Health: Next Steps 7. Crescent Community Health Center Expansion of Population Health Program: Funding, Board Leadership and Other Actions 8. Community-Based Health Promotion: Capacity and Funding 9. Food Insecurity: Report with Findings and Options, Direction, City Actions and Funding (including Food Desert and Grocery Store Attraction) ON THE HORIZON 2022 – 2027 (continued) 10. Earn and Learn Program Development: Direction and Funding 11. Community Cameras Program: Outcomes, Best Practices, Report with Options, Direction, Funding and City Actions 12. Diversity Equity and Inclusion: Definition, Report, Direction and City Actions 13. Restorative Justice: Direction and City Actions 14. Healthy Homes Enforcement: Assessment, Direction and Next Steps 15. Homeless: Needs Assessment, Partners, Outcomes, Report with Options, Direction, City Actions and Funding 16. Police Citizen Community Conversation Implementation: Update Report (What Is Working, What Can Be Improved) Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 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, streetscapes/landscaping 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 32 SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Continuing momentum and delivering results in Downtown, Historic Millwork District, Bee Branch Watershed, Riverfront and Central Avenue and historic areas/corridor area 2. Retaining/retooling workforce with an aging community curtailing the outflow of workforce and families 3. Reducing slum and blight through effective enforcement and incentives 4. Dispersing and de-centralizing affordable and low-income housing while developing options for affordable housing throughout the community 5. Attracting workforce professionals and families in Dubuque 6. Preserving and rehabilitating affordable housing and building stock – oldest in Iowa LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Addressing community poverty especially the impacts of COVID-19 on vulnerable residents 2. Property owners who are not investing in the maintenance or upgrade of their homes or buildings 3. Lack of quality affordable housing units 4. Aging City infrastructure and facilities needing replacement or major repairs 5. Annexing and expanding the City boundaries with the capacity to fund City services and infrastructure 6. Advocacy for affordable housing programs and funding with State of Iowa and federal government Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 33 ACTIONS 2021 – 2023 1. Historic Building Rehabilitation/ Top Priority Preservation: Goals, Policies Review, Partners Update, Ordinance Revisions and Buildout Requirements/Guidelines 2. Imagine Dubuque Implementation: High Priority Community Information, Marketing and UDC Update 3. West Fire Station: Location Study, Fire High Priority Staffing and Funding MANAGEMENT IN PROGRESS 2021 – 2023 1. Downtown Commercial Buildings Project: Implementation 2. Port Housing Project: Implementation 3. Safe Housing Initiative: a. Vacant and/or Abandoned Building Ordinance b. Rent Abatement and Escrow Ordinance 4. Central Avenue Reinvestment Strategy: Incentive Program, Traffic Study and Partner with Dubuque Initiatives and Other Partners MAJOR PROJECTS 2021 – 2023 1. Hendrick’s Feed Site Parking Ramp: a. Design b. Construction 2. Lowell Street Retaining Wall Repair: Funding Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 34 ON THE HORIZON 2022 – 2027 1. Steeple Square Development: Next Steps and Funding 2. Cedar Cross Corridor Revitalization Plan/Vision 3. Bee Branch Healthily Homes Resiliency Program 4. Source of Income: Reporting Future Direction and Metrics 5. Annexation Policy: Review and Direction 6. Population Growth Strategy: Outcomes, Strategy Development, Direction and City Actions 7. Community Gardens: Review, Report with Options, Direction and Actions 8. Multi-Tiered Housing Inspection Program: Future 9. Youth Tree Planting Initiative: Outcomes, Best Practices, Report with Options, Direction and City Actions 10. Truck Route Ordinance: Direction and Adoption 11. Quality Affordable Housing Creation: Direction and City Actions ON THE HORIZON 2022 – 2027 (continued) 12. Northend Grocery Attraction: Actions 13. Mobile Homes: Key Issues/Problem Analysis, Goals/Outcomes, Direction and City Actions 14. Development Process Streamlining: Process Evaluation, Best Practices, Report with Findings and Recommendations, Direction and City Actions 15. Safe Housing – Housing Inspection Program Enhancements: Degree of Enforcement, Report with Recommendations, Direction and City Actions 16. 3000 Jackson: Update Report, Agreement Amendments and Next Steps 17. Northend Welcoming Signs: Design, Locations, Funding and Future Direction 18. Streetscape and Beautifications Action Plan – “Greening Dubuque”: Goals/Outcomes, Report with Options, Direction, Funding and City Actions Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 35 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 2015 Debt Reduction Plan 6. Secure City information and data using the “Best Practices” of the Dubuque community, including Off-site Back-up Center 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 36 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. Balancing City service delivery with available resources, City organizational capacity, the community’s expectations and new initiatives 4. Recruiting and retaining a diverse City workforce 5. Retirements and succession planning 6. Making data-driven decisions 7. Virtual City government and a “new normal” – governance, services and programs LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Climate of distrust in all governments, including City government 2. Responding to misinformation and disinformation on social media 3. Funding and time for managers and employees training and professional/personal development 4. Coordinating community resiliency preparation, response and recovery from a disaster or crisis 5. Tired and emotional drained City workforce with an uncertain future 6. Re-opening City services and programs after COVID-19 pandemic Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 37 ACTIONS 2021 – 2023 1. City Information and Network Security: Top Priority Risk Assessment and Remote Back-up Center for Redundancy 2. Federal Infrastructure Program Preparation: Top Priority Matching Dollars Funding and Shovel Ready Designs 3. City Racial Equity Toolkit Implementation: Net Steps MANAGEMENT IN PROGRESS 2021 – 2023 1. InVision Facility Management Software Implementation 2. City Legislative Lobbying/Advocacy Agenda 2021 3. Cartegraph OMS System Asset Management System Expansion a. Enterprise Licensing b. Engineering c. Storm Sewer MANAGEMENT IN PROGRESS 2021 – 2023 (continued) 4. ERP Software Implementation 5. Socrata Implementation: Next Steps a. Integration with Equity Key Performance Indicators b. Integration with Data-Driven Decision Making 6. ADA Compliance Transition Report a. Funding Phase 2 b. Software 7. Digital Signatures: Policy and Direction 8. Centralized Facility Maintenance and Manager: Implementation 9. Residents Satisfaction Survey: Direction and Funding 10. City Facilities/Work Space Analysis and Plan: Report and Funding 11. Citywide Compensation and Benefit Policy and Program: Direction and Funding MAJOR PROJECTS 2021 – 2023 1. Engine House Remodel Project Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 38 ON THE HORIZON 2022 – 2027 1. City Employee/Contractor Living Wage Policy: Development and Funding 2. 3-1-1 Center: Report on Staffing and “One Stop Call”, Direction and City Actions 3. City Budget FY23: Position Restored Direction and Funding 4. Proactive Communications with our Community: Current Communications Evaluation, Best Practices, Report with Options and Direction 5. College Intern Program: Goals/Outcomes, Best Practices, Options, Direction and Funding 6. City Government Transparency: Goals/Outcomes, Direction and Action Plan 7. 9-1-1 Center Accreditation: Completion 8. COVID-19 City Actions a. Plan for 2021 – Re-opening Dubuque b. After Action Report 9. Continuity of Operations Plan: Review 10. City Electric Fleet: Report with Option, Direction and Funding Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 39 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. Reduce the community’s carbon footprint (50% by 2030) Have access to healthy foods for all 3. Continue to provide safe, affordable and dependable drinking water for all residents 4. Have access to healthy foods for all 5. Reduce potential flooding through flood plain management, mitigation and protection 6. Create a network of electric charging stations through public-private partnerships 7. Have clean water – ground and surface 8. Maintain/enhance air quality 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 40 SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. 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 2. Protection of at-risk infrastructure and utilities 3. Incorporating equity into policy discussions on sustainability and resiliency 4. Protecting the Dubuque community from flooding through storm water management 5. Cleaning up and reuse of “Brownfields” sites 6. Incorporating smart resiliency/sustainability in City organization policies, processes and daily practices LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Climate changes: rain and flood events 2. Engaging, educating the community and tapping the resources of the Resiliency Community Advisory Commission, including community education 3. Taking advantage of existing data and collecting new data to continue to be a smart city 4. Integrating climate adaptation into City operations 5. Flood wall breach threats Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 41 ACTIONS 2021 – 2023 1. Sewer System Infrastructure Upgrade: Top Priority Direction, Projects and funding 2. Bee Branch Watershed Project: Next Steps High Priority 3. Community Electric Vehicle Preparation Regulations, City Fleet, Code Revisions, Charging Stations Development and Funding 4. Climate Action Plan Implementation: Staffing, Projects and Funding MANAGEMENT IN PROGRESS 2021 – 2023 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 3. Sewer Infrastructure Asset Management Plan: Consultant 4. Water and Resource Recovery Center: Nutrient Trading and Funding 5. Public Education on Bikeable/Walkable Dubuque: Budget Funding 6. Lead and Copper Rule Compliance Water Sampling and Testing (Annual) 7. Renew Dubuque Solar: Completion 8. Pollinator Celebration along the Bee Branch MAJOR PROJECTS 2021 – 2023 1. Pressure Reducing Valve Installation 2. Water Lines Extension – Southwest Arterial: Funding 3. SCADA Overhaul: Water Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 42 ON THE HORIZON 2022 – 2027 1. Community Solarization: Report and Direction 2. Pesticide Use Reduction 3. Water [Distribution and Treatment] System Master Plan: Funding and Development 4. Toxic Waste Site: Expansion 5. City Government Solarization: Report and Direction 6. Compost Collection: Community Awareness 7. Drainage Basin/Flood Control through Native Planting 8. BioCNG Municipal Service Center 9. Solid Waste Management Plan for 10 Years 10. Sanitary Sewer Master Plan – Funding 11. Water Plant and Distribution Systems Condition Assessment/Master Plan ON THE HORIZON 2022 – 2027 (continued) 12. Tree Forestation and Canopy Strategy: Direction and City Actions 13. South Flood Wall Buried: Funding 14. Green Alley Program: Update Report, Direction, Actions and Future Funding 15. Water Resource Recovery Center: Next Steps 16. Water Treatment Plant Upgrades: Direction and Funding 17. Solid Waste Ordinance Changes; Direction and Adoption 18. Electric Bus Implementation: Direction and Funding Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 43 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 44 SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Duplication of efforts and programs among community organizations 2. Developing diverse City and community leadership for the long term 3. Creating outcomes that are equitable for all 4. Determining how to serve vulnerable populations – people of color; elderly and families with children in poverty 5. Equity becoming ingrained in City workforce recruitment and replacement 6. Building a community in polarizing times LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Residents questioning the role of government affecting the City’s ability to engage, interact and deliver services 2. Conflicts between pro-government/more government anti- government/less government in developing and maintaining services 3. Small number of people solving multiple problems 4. Decline in funding for nonprofit community organizations – national trend and impacted by COVID-19 5. Marketing, outreach, lack of knowledge about other cultures and equity 6. Competition among community organizations for limited funds 7. Reviewing and revising Police policies and procedures with community engagement 8. Dynamic changing funding and partnerships among local, State of Iowa and federal governments Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 45 ACTIONS 2021 – 2023 1. Four Mounds/HEART Program: Funding 2. Dream Center Facilities and Programs: Self-Sufficiency and Funding Direction Plan for 3. Fountain of Youth: Plan for Self- Sufficiency and Funding Direction 4. Dubuque Community Foundation Partnership: Direction and Funding MANAGEMENT IN PROGRESS 2021 – 2023 1. Civic Action Plan and Civic Leaders Program: a. Training b. Three Projects 2. AmeriCorps Support of Grade Level Reading Initiative: Update Report, Direction and City Actions 3. GDDC 5-Year Funding Campaign: Direction and Funding ON THE HORIZON 2022 – 2027 1. Gaming Opportunities Program: Direction and City Funding 2. Dubuque County Food Policy Council: Funding 3. Bee Branch “Bee Keepers” Initiative: Funding 4. Boards/Commissions Recruitment Plan 5. Neighborhood Associations Investment: Report with Options, Direction, Funding and City Actions 6. STEAM Educational Program with Schools: Direction and City Partnership 7. MWBE Business Program: Support 8. Family Homeless Shelter Creation: Outcomes, Best Practices, Report with Options, City Role and Actions 9. Youth Summit/Conversation: Purposes, Direction and City Actions (including a Youth Commission) Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 46 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 47 SHORT-TERM CHALLENGES OPPORTUNITIES 1. Lack of indoor programming spaces and use agreements 2. Funding for the maintenance of aging parks, structures and facilities 3. Connecting trail system 4. Developing facility/venues for families, particularly with young children 5. Sustainable and additional funding for leisure services facilities and programs 6. Seasonal/part-time employees wage levels and scheduling 7. Increasing demand for new alternative sports and need for land and facilities LONG-TERM CHALLENGES OPPORTUNITIES 1. Funding and developing new parks in newer subdivisions 2. Having equitable partnerships with schools and other community organizations 3. How to equitably deliver City services and programming with less resources 4. Funding for ADA compliance 5. COVID-19 impacts on facilities, services and programs 6. Lack of pet friendly spaces and amenities. Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 48 ACTIONS 2021 – 2023 1. Chaplain Schmitt Island Master Plan Top Priority Implementation: Access Plan and Project Phasing/Funding Mechanism 2. Five Flags Direction Top Priority 3. Comprehensive Parks Master Plan – High Priority Imagine Your Parks: Assessment, Plan Development Kick-off and Funding MANAGEMENT IN PROGRESS 2021 – 2023 1. E. B. Lyons Center Partnership Development: Agreement 2. AmeriCorps: Potential Expansion Area – Partnership Development, Direction, Grant Writing and Funding 3. Mystique Ice Facility: Direction a. Settlement Remediation: Budget FY23 DECISION b. Facility Management DECISION and Budget FY23 DECISION MAJOR PROJECTS 2021 – 2023 1. Grand River Center: Upgrade Projects 2. Eagle Valley Subdivision Park: Funding, Planning and Construction 3. English Ridge Subdivision Park: Funding, Planning, Completion 4. Comiskey Park Project: Bid Award and Construction; Phase 2 Funding Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 49 ON THE HORIZON 2022 – 2027 1. Community Center Concept Master Plan: Direction 2. Dog Park: Options Review, Direction and Funding 3. FDR Park Development 4. Splash Pad: Location and Funding 5. Art on the Bee Branch: Outcomes, Report with Options and Direction 6. Translation Services: Assessment of Needs and Capacity, Report with Options, Direction and Funding 7. Blum Site: Direction 8. City Marina: Evaluation Report, Secondary Use, Direction and City Action 9. Dubuque Renaissance Black Arts Project: Update Report 10. RV/Camping Opportunities: Outcomes. Best Practices, Report with Options, Direction and City Actions 11. Events Complex on Chaplain Schmidt Island: Definition/Scope, Research, Report with Options and Partners, Direction, Funding and City Actions 12. Comiskey Park Improvement: Phase 2 Direction and Funding 13. Arts Operating Grants and Art on the River: Update Report, Funding, Direction and City Actions 14. Arts and Culture Master Plan Implementation/Expansion Strategy: Update Report, Direction and Actions ON THE HORIZON 2022– 2027 (continued) 15. Major Indoor Aquatic Center: Goals, Scope, Feasibility, Funding Mechanism and Direction 16. Pet-Friendly Community/Pets in Park: Direction and Next Steps (including Dogs/Pets in all Parks) 17. Arts Operating Grants and Art on the River: Update Report, Funding, Direction and City Actions 18. Arts and Culture Master Plan Implementation/Expansion Strategy: Update Report, Direction and Actions 19. Major Indoor Aquatic Center: Goals, Scope, Feasibility, Funding Mechanism and Direction 20. Pet-Friendly Community/Pets in Park: Direction and Next Steps (including Dogs/Pets in all Parks) 21. Museums Support: Goals/Outcomes, Needs Assessment, City Role, Report with Options, Direction and Funding 22. Recreation Programming Expansion: Report with Options, Direction, Funding and City Actions (particularly outdoor experiences and activities) 23. Indoor Recreation Center: Feasibility, Purposes, Best Practices, Report with Options, Direction, Funding Mechanism and City Actions 24. Roosevelt Park Upgrade: Direction, Funding and City Actions Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 50 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 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 51 SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Funding for increased maintenance of streets and sidewalks 2. Funding for connecting bike trails 3. Funding for “Complete Streets” implementation, including bike/hike ways throughout Dubuque 4. Equity in broadband affordability and availability 5. Competition for air service and limited number of carriers operating in the Midwest 6. Addressing parking concerns, perceptions and issues LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Having in the community reliable, affordable and fast broadband services 2. Replacement of gas tax funding 3. Transit service by choice and to area destination serving the needs of all residents through a partnership with RTA 4. Rehabilitating concrete streets 5. Increasing number of people walking, biking or using public transportation to go to and from places of employment 6. COVID-19 impacts on travel and mobility Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 52 ACTIONS 2021 – 2023 1. Community Broadband Expansion: Top Priority Direction and Next Steps 2. Complete Streets Concept Implementation: High Priority 16th Street/Elm Street/14th Street Railroad Overpass Project: Agreement, Design and Funding 3. Street Resurfacing Program: Service Level and Funding Level MANAGEMENT IN PROGRESS 2021 – 2023 1. Downtown Parking Ordinance: Major Revision 2. Wi-Fi in Fixed Routes: a. Exploration b. Funding 3. Comprehensive Pavement Preservation: a. Consultant b. Plan MANAGEMENT IN PROGRESS 2021 – 2023 (continued) 4. Corporate Hangar Repair 5. Transit Vehicle Replacement: Timing and Type of Funding 6. Airport Taxi Alpha: Design and Construction 7. Traffic Signal Synchronization/STREETS Program: Update Report, Direction MAJOR PROJECTS 2021 – 2023 1. Roundabouts: Funding a. University/Pennsylvania: Design b. University/Asbury: Design c. University/Loras: Design 2. JFK Sidewalks Project: Construction 3. Chavenelle Road Hike/Bike Trail: Construction 4. NW Arterial Upgrade (IDOT): Bid and Construction 5. Washington Street Improvements (7th to 9th): Completion, Funding 6. Dupaco/Roshek Building Parking Project Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 53 ON THE HORIZON 2022 – 2027 1. North Cascade Reconstruction (to Timber Hyrst Subdivision) Water Main Extension: Phase 2 2. Overnight/Residential Parking Evaluation and Study: Report and Direction 3. Pedestrian Safety Improvement Projects: Priority and Funding 4. 2nd/3rd Shift Employment/Area Destinations Transportation 5. Radford/Pennsylvania Roundabout 6. Central Avenue Alignment Two Way: Next Steps 7. City Transit Services – Additional Routes: Needs Assessment. Report with Options, Direction and Funding 8. Passenger Rail Link: Outcomes, Report with Options, Direction and City Actions 9. Middle Road Widening Project: Direction and Funding 10. Green Alley Program: Update Report, Direction and Funding 11. Bike Lanes/Paths Connectivity: Direction and City Actions 12. IDOT Study – Highway 20 Traffic Congestion Reduction Plan 13. Comprehensive Sidewalk Policy/Program and Plan: Review, City Role Report with Options, Direction and Funding Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 54 CITY OF DUBUQUE ACTION AGENDA 2021 – 2023 Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 55 City of Dubuque Action Agenda 2021 – 2023 TOP PRIORITY City Information and Network Security: Risk Assessment and Remote Back-Up Center for Redundancy Chaplain Schmitt Island Master Plan Implementation: Access Plan and Project Phasing/Funding Mechanism Federal Infrastructure Program Preparation: Matching Dollars Funding and Shovel Ready Designs Equitable Poverty Prevention Plan Implementation: 3-5 Plan, Organization Development, Advisory Committee and PC’s for People Historic Building Rehabilitation/Preservation: Goals, Policies Review, Partners Update, Ordinance Revisions and Buildout Requirements/Guidelines Sewer System Infrastructure Upgrade: Direction, Projects and Funding Five Flags Direction HIGH PRIORITY Bee Branch Watershed Project: Next Steps Community Broadband Expansion: Direction and Next Steps Childcare Initiative: Partners, Pilot Program and Funding Imagine Dubuque Implementation: Community Information, Marketing and UDC Update West Fire Station: Location Study, Fire Staffing and Funding Comprehensive Parks Master Plan: Assessment Plan Development Kick-off and Funding Complete Streets Concept Implementation: 16th Street/Elm Street/14th Street Railroad Overpass Project Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 56 City of Dubuque Management in Progress 2021 – 2023 Façade Loan Program: Budget DECISION Business Development at the Airport: Next Project Opportunity Dubuque Job Training Program: Financial Support DECISION Downtown Parking Issues: Report/RFP for Smart Parking/Amend Development Agreement; Recommendations and Budget FY23 DECISION RFP for Implementation Dubuque Brewing & Malting Building: Development Agreement and Engineering Report Completion Airport Master Plan: Update Traffic Camera System: Installation Police Re-Accreditation: Annual Assessment CAD Connection to City Cameras Network: Vendor to Complete Project Fire Accreditation: Completion Lead Grant Application: Submittal Re-Imagining Police: Update Report and Next Steps Downtown Commercial Buildings Project: Contact Private Owner Port Housing Project: Developer Agreement Closing Safe Housing Initiative: Vacant and/or Abandoned Building Ordinance Update: DECISION; Rent Abatement and Escrow Ordinance Update: DECISION Central Avenue Reinvestment Strategy: Incentive Program, Traffic Study and Partner with Dubuque Initiative In Vision Facility Management Software Implementation City Legislative Lobbying/Advocacy Agenda 2021 Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 57 Cartegraph OMS System Asset Management System Expansion Engineering; Storm Sewer ERP Software Implementation Finance/Budget/Human Resources; Utility Billing/Permitting Socrata Implementation: Next Steps – Integration with Equity Key Performance Indicators; Integration with Data-Driven Decision Making ADA Compliance Transition Report: DECISION: Budget FY23 Funding Phase 2 Digital Signatures: Policy and Direction Centralized Facility Maintenance and Manager: Implementation Residents Satisfaction Survey: Report City Facilities/Work Space Analysis and Plan: Report Citywide Compensation and Benefit Policy and Program: Direction Emerald Ash Borer Program: Implementation – Tree Policy Update DECISION; Tree Replacement; Tree Partnership Pollinator Habitat in Park System: Budget FY23 DECISION Sewer Infrastructure Asset Management: Design Phase 1 Water and Resource Recovery Center: Nutrient Trading and Funding Public Education on Bikeable/Walkable Dubuque: Budget Funding DECISION Lead and Copper Rule Compliance Water Sampling and Testing (Annual) Renew Dubuque Solar: Completion Pollinator Celebration along the Bee Branch E. B. Lyons Center Partnership Development: Agreement DECISION AmeriCorps: Potential Expansion Area – Partnership Development, Direction, Grant Writing and Budget FY23 Match Funding DECISION Mystique Ice Facility: Direction – Settlement Remediation: Budget FY23 DECISION; Facility Management DECISION and Budget FY23 DECISION Downtown Parking Ordinance: Major Revision Wi-Fi in Fixed Routes: Direction Budget FY23 DECISION Comprehensive Pavement Preservation: Consultant; Plan Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 58 Corporate Hangar Repair Transit Vehicle Replacement: Timing and Type of Funding Budget FY23 DECISION: Airport Taxi Alpha: Design and Construction Traffic Signal Synchronization/STREETS Program: Update Report, Direction Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 59 City of Dubuque Major Projects 2021 – 2023 Dubuque Riverfront Master Plan (US Army Corps of Engineers): Viking Cruise Destination Preparation: Implementation Hendrick’s Feed Site Parking Ramp: Design; Construction Lowell Street Retaining Wall Repair: Completion Engine House Remodel Project Pressure Reducing Valve Installation Water Lines Extension – Southwest Arterial: Funding DECISION SCADA Overhaul: Water Civic Action Plan and Civic Leaders Program: Training; Three Projects AmeriCorps Support of Grade Level Reading Initiative: Update Report, Direction and City Actions GDDC 5-Year Funding Campaign: Direction and Funding Grand River Center: Upgrade Projects Eagle Valley Subdivision Park: Funding, Planning and Construction English Ridge Subdivision Park: Funding, Planning, Completion Comiskey Park Project: Bid Award and Construction; Phase 2 Funding Roundabouts: Funding: University/Pennsylvania: Design: University/Asbury: Design; University/Loras: Design JFK Sidewalks Project: Assessment and Construction Chavenelle Road Hike/Bike Trail: Construction NW Arterial Upgrade (IDOT): Bid and Construction Strategic Plan 2021 – 2027 – 2036/Mayor and City Council/Dubuque, Iowa Copyright © 2021: Lyle Sumek Associates, Inc. Project 210802 60 Washington Street Improvements (7th to 9th): Direction Dupaco/Roshek Parking Project Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 61 SECTION 3 ACTION AGENDA 2021 – 2023 [Summary: 8/27/21] Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 62 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 63 Definitions of Terms POLICY – is an issue that needs direction or a policy decision by the Council; or needs a major funding decision by the Council; or an issue that needs Council leadership by the governing body in the community; or with other governmental bodies (City government, other City governments, state government, federal government) – questions of “WHAT: IS THE DIRECTION; IS THE GOAL; IS THE BUDGET OR RESOURCES; IS THE CITY'S POLICY OF REGULATION?” MANAGEMENT – a management action which the Council has set the overall direction and provided initial funding (e.g., phased project), may require further Council action on funding; or a major management project particularly multiple years (e.g. upgrade to the information system – questions of “HOW: DO WE ADDRESS THE ISSUE, MANAGE THE CITY; IMPLEMENT A DECISION OR PROGRAM; CAN WE IMPROVE THE MANAGEMENT OR ORGANIZATIONAL PROCESS?” MANAGEMENT IN PROGRESS – a management or organization action which Council has set the direction, needs staff work before going to Council for direction next year or beyond, no choice mandated by an outside governmental agency or institution, management process improvement budgeted or funded by the Council. MAJOR PROJECT – a capital project funded in the CIP or by Council action, which needs design, or to be constructed (e.g., Road project, City facility project, park project, etc.). ON THE HORIZON – an issue or project that will not be addressed during the year by management or the Council but should be addressed in the next five years; it could become an action item for this year if another party moves the issue or project forward – it depends on them. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 64 Dubuque Action Agenda 2021 – 2023 Targets for Action TOP PRIORITY City Information and Network Security: Risk Assessment and Remote Back-Up Center for Redundancy Chaplain Schmitt Island Master Plan Implementation: Access Plan and Project Phasing/Funding Mechanism Federal Infrastructure Program Preparation: Matching Dollars Funding and Shovel Ready Designs Equitable Poverty Prevention Plan Implementation: 3-5 Plan, Organization Development, Advisory Committee and PC’s for People Historic Building Rehabilitation/Preservation: Goals, Policies Review, Partners Update, Ordinance Revisions and Buildout Requirements/Guidelines Sewer System Infrastructure Upgrade: Direction, Projects and Funding Five Flags Direction Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 65 HIGH PRIORITY Bee Branch Watershed Project: Next Steps Community Broadband Expansion: Direction and Next Steps Childcare Initiative: Partners, Pilot Program and Funding Imagine Dubuque Implementation: Community Information, Marketing and UDC Update West Fire Station: Location Study, Fire Staffing and Funding Comprehensive Parks Master Plan – Imagine Your Parks: Assessment Plan Development Kick-Off and Funding Complete Streets Concept Implementation: 16th Street/Elm Street/14th Street Railroad Overpass Project Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 66 Dubuque Action Agenda 2021 – 2023  Policy Targets for Action PRIORITY PRIORITY TOP HIGH 4 1. City Information and Network Security: Direction and Funding (including Remote Back-Up Center for Redundancy) TOP 6 - 7 2. Chaplain Schmitt Island Master Plan Implementation: Access Plan and Project Phasing/Funding Mechanism TOP 6 - 4 3. Federal Infrastructure Program Preparation: Matching Dollars Funding and Shovel Ready Designs TOP 5 - 2 4. Equitable Poverty Prevention Plan Implementation: Outcomes, Report with Options, City Role, Direction and City Actions TOP 4 - 3 5. Historic Building Rehabilitation/Preservation: Direction, Developer Options and City Actions, Pathways for Investors/Local Developers TOP 4 - 5 6. Sewer System Infrastructure Upgrade: Direction, Projects and Funding TOP 4 - 7 7. 5-Flags Direction TOP 4 - 5 8. Bee Branch Watershed Project: Next Steps  Alley  Water Plant  Storm Sewer  Blum Site HIGH 3 6 *Number in far-left column relates to the Goal that the Action associated. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 67 Dubuque Action Agenda 2021 – 2023  Policy Targets for Action PRIORITY PRIORITY TOP HIGH 8 9. Community Broadband Expansion: Direction and Next Steps HIGH 3 6 1 10. Childcare Initiative: Outcomes, City Role, Partners, Direction and City Actions HIGH 1 5 3 11. Imagine Dubuque Implementation HIGH 2 4 3 12. West Fire Station: Update, Direction and Funding HIGH 1 4 7 13. Comprehensive Parks Master Plan: Scope, Cost, Funding and Kick-Off HIGH 0 4 8 14. Complete Streets Concept Implementation: 16th Street/ Elm Street/14th Street Railroad Overpass Project HIGH 0 4 6 15. Four Mounds/HEART Program: Funding 2 3 1 16. Field of Dreams City: Future Direction, City Actions, Participation and Funding 2 2 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 68 Dubuque Action Agenda 2021 – 2023  Policy Targets for Action PRIORITY PRIORITY TOP HIGH 8 17. Street Resurfacing Program: Service Level and Funding Level 2 2 5 18. Community Electric Vehicle Preparation and Regulations: Goals/Outcomes, Best Practices from other Communities, Report with Options and Direction (including Charging Network through Public-Private Partnerships) 1 3 4 19. City Racial Equity Toolkit: Implementation 1 2 5 20. Climate Action Plan Implementation: Next Steps 1 2 2 21. Equitable Fines and Fees Reform: Report, Direction and Actions 1 1 6 22. Dream Center Facilities and Programs: Plan for Self- Sufficiency and Funding Direction 1 1 2 23. Brain Health Strategy/Initiative: Next Steps 0 1 6 24. Fountain of Youth: Plan for Self-Sufficiency and Funding Direction 0 0 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 69 Dubuque Action Agenda 2021 – 2023  Policy Targets for Action PRIORITY PRIORITY TOP HIGH 6 25. Dubuque Community Fountain Partnership: Direction and Funding 0 0 26. 27. 28. 29. 30. 31. 32. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 70 Dubuque Action Outlines 2021 – 2023 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 71 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY ACTION: Childcare Initiative: Partners, Pilot Program and Funding PRIORITY HIGH Key Issues Activities/Milestones Time  Goals  City Position  Legislation Advocacy  County Program for In-Home Childcare  Pilot Program for Transportation Barrier 1. Meet with partners 2. Work with partners on legislative advocacy which support childcare providers and employers 3. Finalize legislative agenda for 2020 – federal and state 4. Develop a budget a proposal for support for County Program 5. DECISION: Budget FY23 6. Engage employers in the discussion 7. Develop pilot program to address transportation barriers 8. DECISION: Pilot Program Direction 9. QUARTERLY UPDATE Ongoing 10/21 10/21 11/21 3/22 3/22 3/22 3/22 Ongoing Responsibility: Economic Development Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 72 ACTION: Field of Dreams City Involvement/Support: PRIORITY City Participation and Funding Key Issues Activities/Milestones Time  City Role  MLB Control  Public Safety Support  Funding  Major Sporting Facility  Future Vision  Expansion of Facilities  Potential Buyers  Amenities for our Residents  Support for Partners  Partnership with Convention and Tourism Bureau  NEXT IDEA FOR TOURISM 1. Monitor the activities and direction 2. DECISION: City Role(s) and Funding/Participation Ongoing 11/21 Responsibility: City Manager’s Office Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 73  Management in Progress 2021 – 2023 TIME 1 1. Façade Loan Program: Budget DECISION 3/22 1 2. Business Development at the Airport: Next Project 1 3. Opportunity Dubuque Job Training Program: Financial Support DECISION 3/22 1 4. Downtown Parking Issues: a. Report/RFP for Smart Parking/Amend Development Agreement b. Recommendations and Budget FY23 DECISION c. RFP for Implementation 11/21 3/22 7/22 1 5. Dubuque Brewing & Malting Building: Development Agreement and Engineering Report Completion 12/21 1 6. Airport Master Plan: Update 1 7. Air Service Expansion to Western Hub: Agreement and Funding  Major Projects 2021 – 2023 TIME 1 1. Dubuque Riverfront Master Plan (US Army Corps of Engineers): 1 2. Viking Cruise Destination Preparation: Implementation 7/22 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 74 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE ACTION: Equitable Poverty Prevention Plan Implementation: PRIORITY 3-5 Plan, Organization Development, Advisory Committee TOP and PC’s for People Key Issues Activities/Milestones Time  Outcomes  Best Practices  Yearly Actions  City Role  Funding  Barrier to Access to technology 1. Hire Public Works LLC to develop a 3-5 year plan to reduce poverty and build back neighborhoods 2. Develop Plan 3. DECISION: Plan Approval 4. Develop team – hire staff 5. Develop advisory committee – purposes and charge 6. Meet with partners to streamline essential human services 7. Improve equitable access – grant notification 8. WORK SESSION: PC’s for People Presentation 9. Determine partner for digital community education 9/21 2/22 4/22 11/21 2/22 Ongoing 11/21 10/21 5/22 Responsibility: Director of Office of Sharing Prosperity and Neighborhood Support Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 75 ACTION: Equitable Fines and Fees Reform: Advocacy, Pilot Program, PRIORITY Policy Changes and Funding Key Issues Activities/Milestones Time  Legislative Changes  Policy Changes  State Charges on Fees and Fines  State Code  County Role  Judge Flexibility  Scope of Pilot Projects  Data Gathering  Community Impacts of Actions 1. Determine legislative priority – dollar amount – low minimum wage; limits for payment plan, ability to pay, etc. 2. Identify pilot project and policy change 3. Determine financial impact 4. DECISION: Budget FY23 – Community Engagement and Program Support 5. Implement Forces for Pilot that do not need funding 6. Evaluate pilot outcomes – race, income, census tract 7. REPORT: Project Upgrade, Progress Report, Learning Points 9/21 10/21 11/21 3/22 12/21 7/22 Responsibility: Human Rights Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 76 ACTION: Brain Health Strategy/Initiative: Next Steps PRIORITY Key Issues Activities/Milestones Time  Agency Support  Legislative Mandates  Services  City Role  Partner Role  Funding 1. Dubuque County – hire Crisis Intervention Team person 2. Monitor the impact of the person 3. Hillcrest Partner – Access Hub – Drop In (23 hour) 4. Dubuque County funding support for Hillcrest 5. Training above State mandate 6. Complete Training Firefighter – Critical Incident Response Team 7. Complete Dispatcher – Brain Health, De-Escalation 8. Prepare budget proposal – Crescent Health for Prescription Med, Peer Support and Additional Counseling: Caseworker/Manager 9. DECISION: Budget FY23 10. Complete survey – Yesterday (needs assessment) 11. Evaluate software: Access We Care” – information among partners 12/21 12/22 12/21 Ongoing 7/22 1/22 11/21 3/22 9/21 12/21 Responsibility: Police/Health Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 77  Management in Progress 2021 – 2023 TIME 2 1. Traffic Camera System: Installation Ongoing 2 2. Police Reaccreditation: Annual Assessment 7/22 2 3. CAD Connection to City Cameras Network: Vendor to Complete Project 2 4. Fire Accreditation: Completion 10/21 2 5. Lead Grant Application: Submittal 8/21 2 6. Reimagining Police: Update Report and Next Steps 8/22 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 78 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE ACTION: Historic Building Rehabilitation/Preservation: Goals, PRIORITY Policies Review, Partners Update, Ordinance Revisions TOP and Buildout Requirements/Guidelines Key Issues Activities/Milestones Time  Goals  Housing Proposal Not consistent with our Goals – Vacancy Length, et.  Partner – Current and Performance and Perceptions  Quality of Development  New Partner  $47+++++ million residential preservation – maintenance (20 minutes)  Staff Resources – Related to Safe Housing  Pathways for Local Investors and Local Developers 1. WORK SESSION: Define Goals and Outcomes; Review Current Policies, Processes and Activities 2. Identify potential partners – for profit and new partners 3. REPORT: Update on Partners 4. Review design and legal requirement for buildout – historic guidelines 5. Revise ordinances 6. REPORT: Ordinances or Administrative Directive 10/21 3/22 3/22 11/21 12/21 1/22 Responsibility: Housing/Planning Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 79 ACTION: Imagine Dubuque Implementation: Community PRIORITY Information, Marketing and UDC Update HIGH Key Issues Activities/Milestones Time  Timing  Community Education  Public Engagement  Funding  Five Project Priorities: Community Facility, Five Flags, Clean Air/Climate Action Plan, Chaplain Schmitt Master Plan  Community Champions for Project 1. Launch website for report 2. Implement initial community education and engagement 3. Develop budget for marketing 4. DECISION: Budget FY23 funding for marketing and United Development Ordinance Update 5. UPDATE REPORT 6. Issue RFP 7. DECISION: Award Contract for UDO Update 8. Complete UDO Update 9/21 11/21 3/22 8/22 7/22 9/22 3/24 Responsibility: Planning Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 80 ACTION: West Fire Station: Location Study, Fire Staffing and PRIORITY Funding HIGH Key Issues Activities/Milestones Time  Maintaining CIP Schedule – Project Schedule  Fire Staffing Need: 12 Positions for FY26  Short Term Staff  Funding  Location Study  Fire Accreditation Recommendations  Imaging Dubuque Recommendations  Increasing EMS Calls – 14% yearly 1. DECISION: CIP FY’23 for Location Study 2. DECISION: Budget FY23 for Fire Staffing 3/22 3/22 Responsibility: Fire Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 81  Management in Progress 2021 – 2023 TIME 3 1. Downtown Commercial Buildings Project: Contact Private Owner 12/21 3 2. Port Housing Project: Developer Agreement Closing 10/21 3 3. Safe Housing Initiative: a. Vacant and/or Abandoned Building Ordinance Update: DECISION b. Rent Abatement and Escrow Ordinance Update: DECISION 10/21 2/21 3 4. Central Avenue Reinvestment Strategy: Incentive Program, Traffic Study and Partner with Dubuque Initiative Ongoing  Major Projects 2021 – 2023 TIME 3 1. Hendrick’s Feed Site Parking Ramp: a. Design b. Construction 6/23 12/23 3 2. Lowell Street Retaining Wall Repair: Completion 12/22 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 82 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY ACTION: City Information and Network Security: Risk Assessment PRIORITY and Remote Back-Up Center for Redundancy TOP Key Issues Activities/Milestones Time  Ransom  Work for Home Security Threat  Public-Private Partnership  Managing the Data Center and Security – Staffing Need or Outsource  Funding A. Cyber Security 1. Install Ransomwave defense and network monitoring 2. Conduct ICAP risk assessment 3. Act on ICAP risk assessment B. Remote Back-Up Data Center for Redundancy 1. Determine location 2. DECISION: Location and Potential Partner/Budget Request 3. DECISION: Budget FY23 Funding for Data Center – City or PPP 4. Complete relocation to new Data Center 10/21 12/21 3/22 11/21 12/21 3/21 12/22 Responsibility: Information Services Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 83 ACTION: Federal Infrastructure Program Preparation: Matching PRIORITY Dollars Funding and Shovel Ready Designs TOP Key Issues Activities/Milestones Time  Four Shovel Ready $48.75 Million 1. DECISION: Budget FY23 for Grant Matching $$$$$ 2. DECISION: Budget FY23 for Design$$ 3. Prepare grant application 3/22 3/22 Ongoing Responsibility: City Manager’s Office Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 84 ACTION: City Racial Equity Toolkit Implementation: Next Steps PRIORITY Key Issues Activities/Milestones Time  Working with the Community  Data Gathering and Useful Analysis  Staff Resources A. School Resource Officer 1. Begin quantitative data analysis 2. Plan for focus groups 3. Conduct focus groups for quantitative data 4. Complete racial equity review of data 5. Develop recommendations including tracking metrics to track overtime 6. Submit recommendations to City Manager and Superintendent 7. Share with BLM partners 8. WORK SESSION: Update Report 9. Implement recommendations 10. Evaluate outcomes and make adjustment B. Municipal Career Pipeline 1. Identify awareness, exploration application activities for pilot 2. Develop toolkit with pre/post event lessons plan for pilot 3. Implement pilot program 4. Evaluate outcomes of pilot activities by race 5. WORK SESSION: Update Report 6. Determine strategy and actions for organization-wide plan (Continued on next page) 9/21 11/21 1/21 3/22 5/22 6/22 7/22 7/22 8/22 5/23 11/21 12/21 1/22 4/22 7/22 2023 Responsibility: Human Rights Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 85 ACTION: City Racial Equity Toolkit Implementation: Next Steps PRIORITY (Continued) Activities/Milestones Time C. DCPRC Review 1. Review pilot model with DCPRC 2. Develop consensus between NAACP and City – recommendations 3. Implement recommendations 4. Share with BLM 5. WORK SESSION: Update Report D. MBE – Tentative 1. Engage local MBEs to identify support needs and barriers to experienced 2. Develop plan to address barriers and data 3. Implement Plan 4. WORK SESSION: Update Report 5. Evaluate outcomes and make adjustments E. Racial Equity Index Creation 1. Meet with Office of Shared Prosperity and Community Foundations to develop plan for Racial Equity Index Creation 2. Identify funding 3. Prepare budget proposal 4. DECISION: Budget FY24 Funding 5. Implement project to create Racial Equity Index 9/21 3/22 6/22 7/22 7/22 12/21 1/22 5/22 7/22 3/23 1/22 10/22 11/22 3/21 7/23 Responsibility: Human Rights Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 86  Management in Progress 2021 – 2023 TIME 4 1. In Vision Facility Management Software Implementation 4 2. City Legislative Lobbying/Advocacy Agenda 2021 9/21 & 10/21 4 3. Cartegraph OMS System Asset Management System Expansion a. Engineering b. Storm Sewer 7/22 7/22 4 4. ERP Software Implementation a. Finance/Budget/Human Resources b. Utility Billing/Permitting 7/22 2023 4 5. Socrata Implementation: Next Steps a. Integration with Equity Key Performance Indicators b. Integration with Data-Driven Decision Making 7/23 Ongoing 4 6. ADA Compliance Transition Report: DECISION: Budget FY23 Funding Phase 2 3/22 4 7. Digital Signatures: Policy and Direction 4 8. Centralized Facility Maintenance and Manager: Implementation 10/21 4 9. Residents Satisfaction Survey: Report 8/22 4 10. City Facilities/Work Space Analysis and Plan: Report 6/22 4 11. Citywide Compensation and Benefit Policy and Program: Direction 6/22  Major Projects 2021 – 2023 TIME 4 1. Engine House Remodel Project 4/22 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 87 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES ACTION: Sewer System Infrastructure Upgrade: Projects PRIORITY and Funding TOP Key Issues Activities/Milestones Time  Project Identification  SCADA Connectivity  Link to Technology Projects  Land Acquisition  Timing  Funding  Land Owner Expectation  Environmental Issues  Outside Funding Sources  Access to Grant Funding A. Catfish Sanitary Sewer System 1. Complete design on lift station in Old Mill area 2. Negotiate with land owners 3. DECISION: Land Owner 4. Pursue funding SRF Funding 5. DECISION: Funding Direction 6. South Fork – Hire consultant to design sewer 7. DECISION: Award Bid 8. Complete design B. Sewer Projects 1. Identify projects 2. DECISION: Project Direction 3. DECISION: Project Funding 1/22 1/22 1/22 3/22 4/22 12/22 TBD TBD TBD Responsibility: Engineering Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 88 ACTION: Bee Branch Watershed Project: Next Steps PRIORITY HIGH Key Issues Activities/Milestones Time  Funding  Project A. Alley 1. Develop budget proposal 2. DECISION: Budget FY23 Funding for 160 Alleys B. Storm Sewer 1. Develop budget proposal 2. DECISION: Budget FY23 Funding for North End Stormwater Sewers (Sales Tax or Storm Utility) C. Blum Site 1. REPORT: Site Plan Presentation 2. DECISION: Direction 3. Prepare two EPA Brownfield Clean-Up Grants D. Stormwater Pumping Station 1. Review Site Plan 2. Review USACE and EPA 3. Sign contracts 4. Complete construction 11/21 3/22 11/21 3/22 6/22 7/22 2/22 9/21 10/21 12/21 11/23 Responsibility: Engineering Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 89 ACTION: Community Electric Vehicle Preparation: Regulations, City PRIORITY Fleet, Code Revisions, Charging Stations Development and Funding Key Issues Activities/Milestones Time  Goal: Transportation = >20% City Carbon Footprint  Feasibility Study in 2020 Needs Implementation  Air Quality  Best Practices  Charging Stations Network  Private-Public Partnerships  Code Revision  Electrification of City Fleet 1. WORK SESSION: Eastern Iowa Electric Vehicle Readiness 2. Install Charger in Port of Dubuque 3. Implement Vehicle Procurement Policy and Process 4. Develop code to incentivize charging infrastructure 5. DECISION: Code Revisions Adoption 6. DECISION: Budget FY23 for Implementing City Fleet Electrification 7. Research additional EV charging station 8. Design Municipal Service Center Charging Station 9. DECISION: BUDGET FY23 Construction Phase 10. Complete construction Phase 1 11/21 3/22 6/22 12/22 3/22 11/21 2/22 3/22 6/24 Responsibility: Sustainability Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 90 ACTION: Climate Action Plan Implementation: Staffing, Projects and PRIORITY Funding Key Issues Activities/Milestones Time  Staff  Project Implementation  Funding 1. Prepare budget proposal for staffing and project implementation ($170,000 over 3 years) 2. DECISION: Budget FY23 11/21 3/22 Responsibility: Sustainability Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 91  Management in Progress 2021 – 2023 TIME 5 1. Emerald Ash Borer Program: Implementation a. Tree Policy Update DECISION b. Tree Replacement c. Tree Partnership 11/22 Ongoing 3/22 5 2. Pollinator Habitat in Park System: Budget FY23 DECISION 3/22 5 3. Sewer Infrastructure Asset Management: Design Phasse 1 2/22 5 4. Water and Resource Recovery Center: Nutrient Trading and Funding 5 5. Public Education on Bikeable/Walkable Dubuque: Budget Funding DECISION 3/22 5 6. Lead and Copper Rule Compliance Water Sampling and Testing (Annual) Ongoing 5 7. Renew Dubuque Solar: Completion 8/22 5 8. Pollinator Celebration along the Bee Branch 6/22  Major Projects 2021 – 2023 TIME 5 1. Pressure Reducing Valve Installation 12/21 5 2. Water Lines Extension – Southwest Arterial: Funding DECISION 3/22 5 3. SCADA Overhaul: Water 12/23 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 92 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE ACTION: Four Mounds/HEART Program: Funding PRIORITY Key Issues Activities/Milestones Time  Funding  Work Space  Land Acquisition  Improvements 1. DECISION: Funding Request for 2nd Job Coach 2. Apply REAP Grant for Acquisition 3. Grant Notification 4. Apply for Land and water Grant Acquisition 12/21 8/21 3/22 3/22 Responsibility: Housing/Leisure Services Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 93 ACTION: Dream Center Facilities and Programs: Plan for PRIORITY Self-Sufficiency and Funding Key Issues Activities/Milestones Time  Funding  Self-Sufficient  Lack of Funding Sources  Structure Choice  Strategic Plan (5-year) 1. Request a draft Dream Center Budget, Strategic Plan and Self- Sufficient Plan 2. DECISION: Budget FY23 Funding 10/21 3/22 Responsibility: Housing Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 94 ACTION: Fountain of Youth: Plan for Self-Sufficiency and Funding PRIORITY Key Issues Activities/Milestones Time  Lack of Development Director  New Organization – Start Up  Great Programs  Community Needs 1. Request Strategic Plan and Self Sufficiency Plan 2. DECISION: Budget FY23 10/21 3/22 Responsibility: Economic Development Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 95 ACTION: Dubuque Community Fountain Partnership: Direction and PRIORITY Funding Key Issues Activities/Milestones Time  Project HOPE  Inclusive Dubuque  Other Partnerships 1. Review existing contract 2. Seek additional partners 3. Submit budget request 4. DECISION: Budget FY23 Funding 12/21 12/21 11/21 3/21 Responsibility: Economic Development Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 96  Management in Progress 2021 – 2023 TIME 6 1. Civic Action Plan and Civic Leaders Program: a. Training b. Three Projects 10/21 5/22 6 2. AmeriCorps Support of Grade Level Reading Initiative: Update Report, Direction and City Actions Ongoing 6 3. GDDC 5-Year Funding Campaign: Direction and Funding 3/22 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 97 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES ACTION: Chaplain Schmitt Island Master Plan Implementation: PRIORITY Access Plan and Project Phasing/Funding Mechanism TOP Key Issues Activities/Milestones Time  Connectivity  Projects  Project Prioritizes  Funding – City  Funding – Outside  Timing  Project Phasing 1. Complete trails from 16th Street Bridge to Veterans’ Memorial 2. Prepare budget proposal 3. DECISION: Budget FY24 for Trail Plan 4. Prepare project – shovel ready 5. Secure funding for projects and phasing 12/22 11/22 3/22 3/23 5/23 Responsibility: Leisure Services Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 98 ACTION: Five Flags Direction PRIORITY TOP Key Issues Activities/Milestones Time  Vision Option  Election  Financial Update  Plan  Election Date  Ballot Language  Community Information  Imagine Dubuque Project 1. WORK SESSION: Presentation of Studies and Actions for Five Flags 2. DECISION: Plan Direction 3. Complete updated financial information 4. DECISION: Direction, Set Election Dates, Ballot Language (Note: July Decision for September Election) 1/22 2/22 6/22 7/22 Responsibility: Leisure Services Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 99 ACTION: Comprehensive Parks Master Plan Imagine Your Parks: PRIORITY Assessment, Plan Development Kick-Off and Funding HIGH Key Issues Activities/Milestones Time  Scope  Cost  Funding  Current Park Needs  Community Expectations  Recreational Trends  Special Interest for Specific Areas 1. Complete condition assessment 2. REPORT: Presentation and Direction 3. Prepare budget proposal 4. DECISION: Budget FY23 5. Kick-Off planning process 6. Complete Plan 5/22 6/22 11/21 3/22 7/22 6/23 Responsibility: Leisure Services Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 100  Management in Progress 2021 – 2023 TIME 7 1. E. B. Lyons Center Partnership Development: Agreement DECISION 10/21 7 2. AmeriCorps: Potential Expansion Area – Partnership Development, Direction, Grant Writing and Budget FY23 Match Funding DECISION 3/22 7 3. Mystique Ice Facility: Direction a. Settlement Remediation: Budget FY23 DECISION b. Facility Management DECISION and Budget FY23 DECISION 3/22 9/21  Major Projects 2021 – 2023 TIME 7 1. Grand River Center: Upgrade Projects Ongoing 7 2. Eagle Valley Subdivision Park: Funding, Planning and Construction 11/22 7 3. English Ridge Subdivision Park: Funding, Planning, Completion 11/22 7 4. Comiskey Park Project: Bid Award and Construction; Phase 2 Funding Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 101 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY ACTION: Community Broadband Expansion: Direction and Next PRIORITY Steps TOP Key Issues Activities/Milestones Time  Goal: Fiber to Every Home and Business  Timing  Inequities in Service  City Role  City Funding  Staff Capacity 1. Complete Loops and Redundancy 2. Develop public information campaign 3. DECISION: Public-Private Partnership 7/22 3/22 TBD Responsibility: Information Services/Engineering Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 102 ACTION: Complete Streets Concept Implementation: 16th Street/Elm PRIORITY Street/14th Street Railroad Overpass Project: Agreement, HIGH Design and Funding Key Issues Activities/Milestones Time  Project Costs: $30+ Million  Funding  RISE Grant for Engineering  Project Timing 1. Apply Design Grant 2. Notification: Design Grant 3. Complete Funding Agreement IDOT 4. DECISION: Funding Agreement IDOT 5. Issue RFP for design 6. DECISION: Award Contract 7. Develop design and negotiate contract 8. Complete preliminary design 9. Complete final design Complete 9/21 2/22 3/22 6/22 8/22 10/22 12/22 2023 Responsibility: Engineering Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 103 ACTION: Street Resurfacing Program: Service Level and Funding PRIORITY Level Key Issues Activities/Milestones Time  Service Level  Asphalt Overlay  Funding  Concrete Maintenance  Asphalt Maintenance 1. Prepare comprehensive budget request 2. DECISION: Budget ’23 Funding 11/21 3/22 Responsibility: Engineering Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 104  Management in Progress 2021 – 2023 TIME 8 1. Downtown Parking Ordinance: Major Revision 6/22 8 2. Wi-Fi in Fixed Routes: Direction Budget FY23 DECISION 3/22 8 3. Comprehensive Pavement Preservation: a. Consultant b. Plan 8 4. Corporate Hangar Repair 8 5. Transit Vehicle Replacement: Timing and Type of Funding Budget FY23 DECISION: 3/22 8 6. Airport Taxi Alpha: Design and Construction 8 7. Traffic Signal Synchronization/STREETS Program: Update Report, Direction 2024  Major Projects 2021 – 2023 TIME 8 1. Roundabouts: Funding a. University/Pennsylvania: Design b. University/Asbury: Design c. University/Loras: Design 12/22 12/22 12/22 8 2. JFK Sidewalks Project: Assessment and Construction 7/22 8 3. Chavenelle Road Hike/Bike Trail: Construction 9/22 8 4. NW Arterial Upgrade (IDOT): Bid and Construction 12/22 8 5. Washington Street Improvements (7th to 9th): Direction TBD 8 6. Dupaco/Roshek Parking Project TBD Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 105 Policy Calendar 2021 – 2023 Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 106 MONTH October 2021 1. WORK SESSION: PC’s for People Presentation 2. WORK SESSION: Historic Building Rehabilitation/Preservation: Definition of Goals and Outcomes; Review Current Policies, Processes and Activities 3. DECISION: Vacant and/or Abandoned Building Ordinance Update 4. 5. 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 107 MONTH November 2021 1. DECISION: Field of Dreams City Role(s) and Funding/Participation 2. WORK SESSION: Eastern Iowa Electric Vehicle Readiness 3. DECISION: Tree Policy Update 4. 5. 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 108 MONTH December 2021 1. DECISION: Remote Back-Up Data Center for Redundancy Location and Potential Partner/Budget Request 2. DECISION: Four Mounds Funding Request for 2nd Job Coach 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 109 MONTH January 2022 1. REPORT: Historic Building Rehabilitation/Preservation Ordinances or Administrative Directive 2. DECISION: Catfish Sanitary Sewer System Land Owner 3. DECISION: Catfish Sanitary Sewer System Project Design Funding 4. WORK SESSION: Presentation of Studies and Actions for Five Flags 5. 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 110 MONTH February 2022 1. DECISION: Rent Abatement and Escrow Ordinance Update 2. DECISION: Five Flags Plan Direction 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 111 MONTH March 2022 1. DECISION: Budget FY23 Funding for: a. Childcare Initiative – Pilot Program b. Smart Parking c. Equitable Fines and Fees Reform Community Engagement and Program Support d. Brain Health e. UDC Update f. Fire Staffing g. Remote Back-Up Data Center h. Federal Infrastructure Program Preparation: Matching Dollars i. ADA Compliance Transition j. Climate Action Plan Staffing and Project k. Pollinator Habitat in Park System l. Public Education on Bikeable/Walkable Dubuque: m. Dream Center n. Fountain of Youth o. Community Foundation p. GDDC 5-Year Funding Campaign q. Comprehensive City Parks Master Plan r. AmeriCorps: Potential Expansion Area – Partnership Development s. Mystique Ice Facility Settlement Remediation and Facility Management t. Street Resurfacing Program u. Wi-Fi in Fixed Routes v. Transit Vehicle Replacement: Timing and Type of Funding 2. DECISION: Opportunity Dubuque Job Training Program Financial Support 3. REPORT: Historic Building Rehabilitation/Preservation Update on Partners Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 112 4. DECISION: CIP FY23 Funding for: a. Fire Station Location Study b. Federal Infrastructure Program Preparation Project Design c. Bee Branch Alleys d. North End Stormwater Sewer Project e. Municipal Service Center Charging Stations f. Water Lines Extension – Southwest Arterial g. Mystique Facility Upgrade 5. DECISION: Funding Agreement IDOT for 16th Street/Elm Street/14th Street Railroad Overpass Project 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 113 MONTH April 2022 1. DECISION: Property Reduction and Build Back Neighborhoods Plan (3-5 years) Approval 2. DECISION: Award Bid for Catfish Sanitary Sewer System Project Design 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 114 MONTH May 2022 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 115 MONTH June 2022 1. REPORT: Blum Site Plan Presentation 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2021: Lyle Sumek Associates, Inc. Project 210801 116 MONTH July 2022 1. REPORT: Equitable Fines and Reform Project Upgrade, Progress Report, Learning Points 2. WORK SESSION: School Resource Officer, Municipal Career Pipeline, DCORC MBE Update Report 3. DECISION: Blum Site Plan 4. DECISION: Five Flags Direction, Set Election Dates, Ballot Language 5. 6. 7. 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 1 SECTION 4 PERFORMANCE REPORT 2021 – 2022 FOR CITY OF DUBUQUE [Updated: 6/20/22] Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 2 Performance Rating for 2021 – 2022 A Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 3 Performance Rating for 2021 – 2022 Mayor and City Council __________ Rationale for Rating 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 4 Performance Report 2021 – 2022 B Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 6 Dubuque Vision 2036 DUBUQUE 2037 is a SUSTAINABLE AND RESILIENT CITY, an INCLUSIVE AND EQUITABLE COMMUNITY where all are welcome/people of color can succeed DUBUQUE 2036 has preserved our MASTERPIECE ON THE MISSISSIPPI; has a STRONG DIVERSE ECONOMY and EXPANDING CONNECTIVITY . DUBUQUE 2036 – Our residents EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE, have choice of QUALITY AFFORDABLE LIVABLE NEIGHBORHOODS, have an ABUNDANCE OF DIVERSE FUN THINGS TO DO and are SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 7 Dubuque City Government: Our Mission DUBUQUE CITY GOVERNMENT is a PROGRESSIVE and FINANCIALLY SOUND CITY with RESIDENTS RECEIVING GOOD VALUE FOR THEIR TAX DOLLAR while ACHIEVING GOALS THROUGH PARTNERSHIPS DUBUQUE CITY GOVERNMENT'S MISSION is 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 SERVICE. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 8 City of Dubuque Goals 2026 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 9 Action Agenda 2021 – 2023 Targets for Action City of Dubuque TOP PRIORITY City Information and Network Security: Risk Assessment and Remote Back-Up Center for Redundancy Chaplain Schmitt Island Master Plan Implementation: Access Plan and Project Phasing/Funding Mechanism Federal Infrastructure Program Preparation: Matching Dollars Funding and Shovel Ready Designs Equitable Poverty Prevention Plan Implementation: 3-5 Plan, Organization Development, Advisory Committee and PC’s for People Historic Building Rehabilitation/Preservation: Goals, Policies Review, Partners Update, Ordinance Revisions and Buildout Requirements/Guidelines Sewer System Infrastructure Upgrade: Direction, Projects and Funding Five Flags Direction Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 10 HIGH PRIORITY Bee Branch Watershed Project: Next Steps Community Broadband Expansion: Direction and Next Steps Childcare Initiative: Partners, Pilot Program and Funding Imagine Dubuque Implementation: Community Information, Marketing and UDC Update West Fire Station: Location Study, Fire Staffing and Funding Comprehensive Parks Master Plan: Assessment Plan Development Kick-off and Funding Complete Streets Concept Implementation: 16th Street/Elm Street/14th Street Railroad Overpass Project Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 11 City of Dubuque Management in Progress 2021 – 2022 1. Façade Loan Program: Budget DECISION 2. Business Development at the Airport: Next Project 3. Opportunity Dubuque Job Training Program: Financial Support DECISION 4. Downtown Parking Issues: Report/RFP for Smart Parking/Amend Development Agreement; Recommendations and Budget FY23 DECISION RFP for Implementation 5. Dubuque Brewing & Malting Building: Development Agreement and Engineering Report Completion 6. Airport Master Plan: Update 7. Traffic Camera System: Installation 8. Police Re-Accreditation: Annual Assessment 9. CAD Connection to City Cameras Network: Vendor to Complete Project 10. Fire Accreditation: Completion 11. Lead Grant Application: Submittal 12. Re-Imagining Police: Update Report and Next Steps 13. Downtown Commercial Buildings Project: Contact Private Owner 14. Port Housing Project: Developer Agreement Closing 15. Safe Housing Initiative: Vacant and/or Abandoned Building Ordinance Update: DECISION; Rent Abatement and Escrow Ordinance Update: DECISION 16. Central Avenue Reinvestment Strategy: Incentive Program, Traffic Study and Partner with Dubuque Initiative 17. In Vision Facility Management Software Implementation 18. City Legislative Lobbying/Advocacy Agenda 2021 19. Cartegraph OMS System Asset Management System Expansion Engineering; Storm Sewer 20. ERP Software Implementation Finance/Budget/Human Resources; Utility Billing/Permitting 21. Socrata Implementation: Next Steps – Integration with Equity Key Performance Indicators; Integration with Data-Driven Decision Making 22. ADA Compliance Transition Report: DECISION: Budget FY23 Funding Phase 2 23. Digital Signatures: Policy and Direction 24. Centralized Facility Maintenance and Manager: Implementation Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 12 25. Residents Satisfaction Survey: Report 26. City Facilities/Work Space Analysis and Plan: Report 27. Citywide Compensation and Benefit Policy and Program: Direction 28. Emerald Ash Borer Program: Implementation – Tree Policy Update DECISION; Tree Replacement; Tree Partnership 29. Pollinator Habitat in Park System: Budget FY23 DECISION 30. Sewer Infrastructure Asset Management: Design Phase 1 31. Water and Resource Recovery Center: Nutrient Trading and Funding 32. Public Education on Bikeable/Walkable Dubuque: Budget Funding DECISION 33. Lead and Copper Rule Compliance Water Sampling and Testing (Annual) 34. Renew Dubuque Solar: Completion 35. Pollinator Celebration along the Bee Branch 36. E. B. Lyons Center Partnership Development: Agreement DECISION 37. AmeriCorps: Potential Expansion Area – Partnership Development, Direction, Grant Writing and Budget FY23 Match Funding DECISION 38. Mystique Ice Facility: Direction – Settlement Remediation: Budget FY23 DECISION; Facility Management DECISION and Budget FY23 DECISION 39. Downtown Parking Ordinance: Major Revision 40. Wi-Fi in Fixed Routes: Direction Budget FY23 DECISION 41. Comprehensive Pavement Preservation: Consultant; Plan 42. Corporate Hangar Repair 43. Transit Vehicle Replacement: Timing and Type of Funding Budget FY23 DECISION: 44. Airport Taxi Alpha: Design and Construction 45. Traffic Signal Synchronization/STREETS Program: Update Report, Direction Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 13 City of Dubuque Major Projects 2021 – 2022 1. Dubuque Riverfront Master Plan (US Army Corps of Engineers): 2. Viking Cruise Destination Preparation: Implementation 3. Hendrick’s Feed Site Parking Ramp: Design; Construction 4. Lowell Street Retaining Wall Repair: Completion 5. Engine House Remodel Project 6. Pressure Reducing Valve Installation 7. Water Lines Extension – Southwest Arterial: Funding DECISION 8. SCADA Overhaul: Water 9. Civic Action Plan and Civic Leaders Program: Training; Three Projects 10. AmeriCorps Support of Grade Level Reading Initiative: Update Report, Direction and City Actions 11. GDDC 5-Year Funding Campaign: Direction and Funding 12. Grand River Center: Upgrade Projects 13. Eagle Valley Subdivision Park: Funding, Planning and Construction 14. English Ridge Subdivision Park: Funding, Planning, Completion 15. Comiskey Park Project: Bid Award and Construction; Phase 2 Funding 16. Roundabouts: Funding: University/Pennsylvania: Design: University/Asbury: Design; University/Loras: Design 17. JFK Sidewalks Project: Assessment and Construction 18. Chavenelle Road Hike/Bike Trail: Construction 19. NW Arterial Upgrade (IDOT): Bid and Construction 20. Washington Street Improvements (7th to 9th): Direction 21. Dupaco/Roshek Parking Project Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 14 Successes for 2021 – 2022 Mayor and City Council City of Dubuque 1. Field of Dreams: City Financial Contribution 2. DRA Lease and New Director 3. Low Property Tax Rate 4. Responsible Budget: Increased Staffing Positions 5. Equitable Poverty Prevention Program Implementation 6. Sewer System Upgrade 7. Viking and Other Cruise Lines 8. Weber Farms Land Acquisition for Industrial Park Expansion 9. Community Broadband Project: Fiber-to-Homes Upgrade 10. American Rescue Program Act/Federal Infrastructure Funding: Preparation and Projects 11. New Police Chief and New Fire Chief: Good Process and Selections 12. Human Resources Policy Modernization/Update 13. Litigation Resolution 14. Police Accreditation 15. Bee Branch Project: Tunnel under Train Tracks 16. Strong Mayor and City Council Teamwork and Leadership Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 15 17. COVID City Response 18. JFK Sidewalks Project: Grant Funded 19. Five Flags Referendum 20. Simmons Pet Food 21. Dubuque Business Expansion 22. Renewable Energy Gas Plant at Landfill: Open 23. Eagle Point and Four Mound Parks Expansion 24. 25. 26. 27. 28. 29. 30.. 31.. 32.. 33.. 34.. 35. 27. 28. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 16 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY SUCCESSES FOR 2021-2022 1. Grant Program for Entrepreneurs 2. Simmons Businesses Expansion 3. Childcare Services Monthly Meetings and Gap Analysis 4. DRA Restructured Agreement 5. Field of Dreams: $1million Investment by City of Dubuque 6. Viking Cruise: Coming in August 7. Flexsteel Site: In Progress 8. Klauer Business Expansion 9. Median Income Increased, Poverty Decreased 10. The Stacks Project: In Progress 11. Crossroads Industrial Park: Progress 12. Business Collective Meetings: Monthly 13. 14. 15. 16. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 17 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE SUCCESSES FOR 2021-2022 1. Fire Department Accreditation: 1st Time 2. Police Re-Accreditation (since 1993) 3. Radio Upgrade: Completed 4. 3rd Ambulance: Added 5. Fire Cardiac Expansion 6. Public Safety Full Staffing: Achieved 7. Contract with Humane Society: Completed 8. Police Department De-escalation Training: Completed 9. Police Taser: Purchased and Training (first time) 10. City’s Response for COVID Pandemic: Continuity of City Services and Collaboration with Community Organizations 11. 12. 13. 14. 15. 16. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 18 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE SUCCESSES FOR 2021-2022 1. Housing TIF Incentive Program 2. 5-year Rental Inspection 3. Neighborhood Associations: Reactivating 4. Building Inspections Combined with Housing & Community Development 5. Rustic Point Development of Single-Family Homes: Approved 6. Vintage Estates of Dubuque Project: Approved 7. Silver Oaks Estate Project: Approved 8. Kretscher Rehabilitation Project for Market Rate Apartments 9. Updated Unified Development Code: Accessory Dwelling Units and Childcare Permitting Flexibility 10. Full Staffing for Related Departments 11. Black Heritage Survey: Initiated 12. HUD Landlord Education Program: initiated 13. 14. 15. 16. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 19 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY SUCCESSES FOR 2021-2022 1. New Employee Handbook, including updated Procedures and Training 2. ERP Process Improvements and Training 3. ARPA Funding: Project Direction 4. City Employee Onboarding 5. Hiring Significant New City Staff 6. IT Upgrades: Firewall, Cyber Incident Response Team, Insurance, “Fishing Test”, Training 7. Public Information Office: Re-structure 8. Working with Cartegraph – Work Order System 9. Broadband Services 10. Intelligence Coaching Program 11. Digital Equity 12. Communications during COVID Pandemic 13. 14. 15. 16. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 20 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES SUCCESSES FOR 2021-2022 1. Landfill Methane Gas Project 2. Fast Chargers at Port of Dubuque 3. Orchard Drive Water Main Replacement – Aging City Infrastructure 4. Well #6 Deep Well Rehabilitation 5. Solar Program for Homes 6. Flood Control – South Levee 7. Climate Action Plan Implementation 8. Bee Branch Culvert 9. Bee Branch Creek Restoration: Final 10. Wildflower Ridge Water Main Replacement 11. Pollinator Week: 2nd Annual Celebration 12. Ultra-Violet Unit Upgraded 13. CO2 Reduction at Landfill 14. Nutrient Reduction Study: Completed 15. LED Street Lights in Downtown Dubuque: Replacement (100+) 16. Lead Line Replacement Program Grant Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 21 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE SUCCESSES FOR 2021-2022 1. Advocacy at Federal Government and State of Iowa: Success for Dubuque, including Earmark Funding for City Projects 2. Working Remotely 3. Mayor’s Participation: U. S. Conference of Mayors, National League of Cities 4. Community Engagement Expansion: Civic Leaders Program, High Schools (3), Boards/Commissions, Neighborhood Associations 5. Dream Center Funding and Facility Expansion 6. GDDC: New Generation of Leadership 7. AmeriCorps Program 8. Four Mounds and Land Purchases 9. MSA Definition 10. Increased Volunteerism 11. 12. 13. 14. 15. 16. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 22 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES SUCCESSES FOR 2021-2022 1. Ice Center: Open 2. DRA and Partnership for the Implementation of the Chaplain Schmitt Island, including a new DRA Agreement 3. NEA Grant - $500,000 Pilot Program for Artists 4. Community Branding for Arts and Culture (Travel Dubuque) 5. Online Catalog 6. Story Walks 7. Library Literature Program 8. Library Staff Hired 9. Five Flags: Re-group 10. DRA Agreement 11. Pool Opening for Summer 22 12. 13. 14. 15. 16. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 23 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY SUCCESSES FOR 2021-2022 1. Public-Private Partnership for Community Broadband: 9 Agreements, Increased Fiber to Homes 2. Trail Expansion: West Chavenelle Road 3. Bee Branch Trail Phase 1: In Progress 4. $600,000 Earmark for Chaplain Schmitt Island Trails 5. NW Arterial Upgrade Project: In Progress 6. EV Infrastructure: Design 7. Traffic and Security Cameras Installation 8. STREETS Traffic Management Program: In Progress 9. JFK Sidewalks: Approved and In Progress 10. 10 Miles of Street Overlay 11. PC Pilot Program 12. Airport: Busiest in Iowa (88,000) 13. The Jule Electric Buses: Ordered 14. The Jule Online Pass for Students 15. The Jule New Fare Collection and Mobile App 16. Smart Parking Study: In Progress Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 24 Performance Report 2021 – 2022 C Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 25 Successes for 2021 – 2022 Boards and Commissions City of Dubuque Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 26 BOARD AND COMMISSION SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 BOARD/COMMISSION: Airport Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2021 – 2022. Success: Approval of Airfield Pavement Management Program Study Impacts: Updates airfield pavement condition for future grant submission projects Success: Completion of Airfield runway lighting replacement and construction of airfield electrical vault project Impacts: Maintain and update Airport infrastructure Success: Installation of additional 100LL fuel tank Impacts: Supply fuel for Airport tenants and transient customers Success: Approval of Airport Master Plan Impacts: Provide direction for long-term development and anticipated land use for Airport Staff and Commission Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 27 BOARD AND COMMISSION SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 BOARD/COMMISSION: Arts & Cultural Affairs Advisory Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2021 – 2022. Success: Participated in professionally facilitated strategic planning. Impacts: Developed and adopted a new strategic plan to provide direction for Commission activities for 2022-2026 with high-level priorities, objectives, actionable steps, and accountability identified and placed in chronological order. Success: Supported and advised on shift to Slideroom as online portal to be used for grant programs and calls for artists. New portal implemented by Staff. Impacts: Increased staff efficiency, better / more accessible user experience for applicants and reviewers. Success: In collaboration with Staff, developed, approved, and released guidelines, scoring rubric, and application questions for regranting of funds received from the Government Alliance on Race and Equity. Impacts: Offers a new, non-recurring grant program that explicitly aims to increase representation and engagement of BIPOC creatives and culture bearers in the delivery of and access to public-facing arts and culture programs. Additional impacts to be reported following application deadline and fund disbursement in Summer 2022. Success: Supported Staff in securing $500,000 grant from National Endowment for the Arts for regranting to local arts and culture organizations for operating support and to local creatives for community-based, career-advancing projects. Impacts: Secured increased funding to support recovery of arts and culture sector that simultaneously elevates the value or / role of arts and culture as economic driver and community betterment tools. National / state spotlight on Dubuque as arts and culture hub. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 28 BOARD AND COMMISSION SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 BOARD/COMMISSION: Cable Tv Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2021 – 2022. Success: Recommended city council approval of a $30,200 PEG equipment grant to the City of Dubuque. Impacts: Enabled the City to purchase equipment needed for CityChannel Dubuque to continue its growth of high-quality programming at an increased quantity. Success: Recommended city council approval of a $16,153 PEG equipment grant to the Dubuque County Historical Society. Impacts: Enabled the Dubuque County Historical Society to purchase equipment to produce high- quality videos and educational programming from one stationary location or via a mobile cart anywhere on the National Mississippi River Museum & Aquarium campus. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 29 BOARD AND COMMISSION SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 BOARD/COMMISSION: Civic Center Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2021 – 2022. Success: Five Flags Civic Center beat the benchmark in FY 21 and is on pace to do the same again in FY 22. This is an amazing comeback after COVID closures. Impacts: Beating the benchmark reduces the impact to taxpayers. Success: The Civic Center has hosted a full calendar of events that have been extremely well attended. The event schedule is continuing into the summer creating a year-round entertainment venue. Impacts: The full calendar created a variety of events across a variety of genres and for a variety of ages…something for everyone. Success: The ASM Global staff team continues to build in quality and expertise. They have retained the best and recruited new talent in full time and other areas. They also have creatively use volunteers to fill the gaps. Impacts: This excellent staff is effective and efficient when hosting the quality events. This staff also works extremely well with promoters and artists, so they want to come back and have created a reputation that Five Flags is a good venue to route to. Our market after closure did not see a decline in attendance but rather increases. These relationships attract high level talent. Success: Five Flags Civic Center received two SBA Shuttered Venue grants and an Iowa Arts and Culture marketing grant coming out of COVID. Impacts: These grants assisted in the recovery of Five Flags and lessened the burden to our taxpayers. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 30 BOARD AND COMMISSION SUCCESSES 2022 – 2023 Dubuque, Iowa June 2021 BOARD/COMMISSION: Community Development Advisory Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2020 – 2021. Success: Implemented a Short-Term Rental/Mortgage and Utility Assistance program to assist low-moderate income households. Impacts: Assisted 40 households to prevent homelessness. Success: Provided isolation shelter for homeless individuals during COVID-19. Impacts: Helping stop the spread of COVID-19 by safely isolating homeless persons and keeping them out of communal living shelters to prevent the infection of others. Success: Provided and funded a diversity of programs that benefit low/moderate-income populations. Impacts: CDBG-funded projects impacted the local workforce through microenterprise assistance, children and families through working with community partners, as well as providing safe and healthy housing through rehab programs and Lead/HH Match funding. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 31 BOARD AND COMMISSION SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 BOARD/COMMISSION: Equity & Human Rights Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2021 – 2022. Success: Worked with the Fountain of Youth to understand barriers to employment and housing faced by ex-offenders Impacts: 9 - Monthly meetings attended where 15 – 26 individuals were engaged. Success: Established membership on the Dubuque School Resource Officer Work Group Impacts: 10 monthly meetings attended – full attendance by representative. Success: Established a monthly Iowa Legislature Civil Rights Related Bills and RulesWatch report Impacts: Commissioners queried state and local representatives in more informed ways and provided input to City Manager’s Office on Dubuque Legislative Priorities. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 32 BOARD AND COMMISSION SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 BOARD/COMMISSION: Historic Preservation Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2021 – 2022. Success: Historic Preservation Investment: Investment in historic districts and downtown neighborhoods was over $3 million in FY21. This number is estimated from projects where the Commission or staff provide review for cases that go before the Commission or are signed off by staff, Section 106 projects, and City funded grant programs. Impacts: Livable Neighborhoods and Housing: Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses. 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. Success: Black Heritage Survey – Secured funding and prepared for 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. Impacts: Partnership for a better Dubuque: Partnership across City Departments, Loras College and University of Dubuque, and with a diverse talent Consultant Team to engage community during process. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 33 BOARD AND COMMISSION SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 BOARD/COMMISSION: Housing Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2021 – 2022. Success: Housing Department now has seven housing inspectors. Impacts: Able to get inspections done quicker to all HCV voucher holders to move in quicker. Success: Voted & passed the VASH Program and the higher voucher payment standard. Impacts: Provide safe and affordable housing for Veterans. Success: New software was approved and implemented for the Housing Choice Voucher Program management. Impacts: The new software will enhance usability features for case workers, ensure waiting list compliance, allow access to additional data and ability to create customizable reporting. Overall, the new software will increase productivity for the HCV program and streamline processes across the division. Success: Even with COVID-19 challenges the Housing Commission was able to hold all meetings with quorum, including an emergency meeting. We lost some members throughout the year, but we are now fully staffed as a Commission. Impacts: We are, and were consistently, able to conduct business as needed. Success: Housing Commission Members have voiced their desire for additional data collection to begin in order to pursue a potential for instituting a local preference in reference to HCV waiting list management. Impacts: More vouchers available for City of Dubuque residents and less money leaving the community in the form of port out payments. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 34 BOARD AND COMMISSION SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 BOARD/COMMISSION: Library Board of Trustees Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2021 – 2022. Success: Approval of Dubuque Community School District School ID Library Card Program Impacts: Increases access to library materials and resources to 5000+ Dubuque middle and high school students. Success: Began implementation of pre-pandemic approved Strategic Plan initiative Impacts: Provide direction for future initiatives, policy review, programming, and partnerships. Success: Continuation of curbside pickup, homebound delivery, and digital and virtual programming to promote library services and activities safely during the Pandemic Impacts: Continued library service to residents, in safe and efficient methods Success: Partnered with the Dubuque Museum of Art for to present a Live Q&A with Author Tim O’Brien and Filmmaker Aaron Matthews discussing the film The War and Peace of Tim O’Brien in conjunction with the Museum of Art Vietnam War exhibit Impacts: This collaboration brought together two wonderful Dubuque institutions to celebrate literature and art and broaden library outreach and services to new audiences. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 35 BOARD AND COMMISSION SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 BOARD/COMMISSION: Long Range Planning Advisory Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2021 – 2022. Success: Implementation of the 2017 Imagine Dubuque Comprehensive Plan through a collective impact model. Long Range Planning Advisory Commission and Planning Staff following the collective impact model with community stakeholders, businesses, organizations, City staff, and residents. Impacts: Financially Responsible, High-Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Success: Use of Technology at commission meetings to present PowerPoints, GIS maps, Pictometry and Google Maps & Street view. Impacts: Financially Responsible, High-Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 36 BOARD AND COMMISSION SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 BOARD/COMMISSION: Parks and Recreation Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2021 – 2022. Success: Re-certification of Dubuque as a Tree City USA Impacts: Trees bring shade to our homes and beauty to our neighborhoods, along with numerous economic, social, and environmental benefits. Everyone benefits when elected officials, volunteers and committed citizens in communities like Dubuque make smart investments in urban forests. Success: Eleven (11) acre donated addition to Eagle Point Park Impacts: Continued enjoyment of treasured places. Success: 28e Agreement between City of Dubuque, County, Iowa Department of Natural Resources, and Friends of Mines of Spain Partnerships – Hillcrest Family Services, Boy Scouts, City of Asbury, Holy Family, Loras, Clarke, University of Dubuque, Be AWARE, Miracle League of Dubuque, Boys and Girls Club, St. Marks, Dubuque Trees Forever, AmeriCorps, Multicultural Family Center, River Museum, and so many more. Impacts: Continued partnerships and enjoyment of treasured places. Success: Valentine Park Community Garden Impacts: Provided the community fresh fruits and vegetables. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 37 BOARD AND COMMISSION SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 BOARD/COMMISSION: Resilient Community Advisory Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2021 – 2022. Success: Awarded $25,000 in Sustainable Dubuque Grants to community members and groups. Impacts: Reviewed and awarded grants, assured projects address 12 principles of sustainability and engage or educate community. Increased community resiliency through variety of projects (gardens, trees, waste reductions/landfill diversion, etc.) Fulfillment of 21-22 Initiative #3 Success: Increase staff capacity – advised City Council on additional staff and climate action funding. Impacts: The climate action plan sets the course for Dubuque’s efforts to reduce GHG while increasing equity. CAP coordinator was approved in FY23 budget, will start in July, doubling the capacity of sustainability office. The position also includes funding for buildings and energy section of CAP related to implementation. Fulfillment of 21- 22 Initiative #1 Success: Listened to various inputs and provided recommendations related to city departmental work as it relates to climate goals. Followed up on various climate actions being taken throughout city departments. Impacts: Represented larger community input on issues and advised City Council. Fulfillment of 21-22 Initiative #2 Success: Researched LEED for Cities Impacts: Determined staff lacked capacity to take on but found the survey to be worth the investment of time and effort. Conversation will continue. Fulfillment of 21-22 Initiative #4 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 38 BOARD AND COMMISSION SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 BOARD/COMMISSION: Zoning Advisory Commission Please list your Board/Commission’s 3 – 4 most significant accomplishments during the last year 2021 – 2022. Success: The Zoning Advisory Commission reviewed 8 rezonings, 6 Site Plan Waivers, 1 Site Plan Review, 15 plats, 4 text/plan amendments in Fiscal Year 2021. Impacts: Financially Responsible, High-Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Success: Use of Technology in the City Council Chambers to present PowerPoints, GIS maps, Pictometry and Google Maps & Street view. Impacts: Financially Responsible, High-Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 39 Successes for 2021 – 2022 Departments City of Dubuque Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 40 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Airport Please list your department’s most important achievements that were completed during 2021 – 2022 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 Airport Master Plan Update Project Impacts: Guide of projected needs of the Airport for the next 20 years including, future development, improvements, commercial air service Success: Completion of Airfield Pavement Management Grant Project Impacts: FAA requirement to remain eligible for Federal Airport Improvement grant funds Success: Completion of Runway Lighting and New Airfield Lighting Vault Project Impacts: Updated airfield lighting from incandescent to LED Success: Increased Aircraft Operations Impacts: Busiest airport in Iowa second year in a row in 2021 Success: Landside Paving Project Completed Impacts: Parking areas provided for Dubuque Jet Center and corporate hangar customers Success: Air Service Forum held in January 2022 with Air Service Consultant and Dubuque Chamber members Impacts: Informed local business leaders of air service challenges and updates Success: NICC Avionics Program scheduled to begin fall of 2022 Impacts: University of Dubuque, NICC and DBQ to start program to help stimulate pending aviation workforce shortage Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 41 Success: State of Iowa Aviation Air Service Funds Impacts: State funds used to market and inform public of air service Success: Meetings held with “Airport Top 10” companies in Dubuque Impacts: Informed employees and leaders of current air service trends and challenges Success: Held Run the Runways Event April 2022 Impacts: Fundraiser for prevention of Human Trafficking-partnership with UD Success: Triennial live fire drill was held April 2022 with area emergency partners Impacts: FAA requirement and good practice for disaster planning Success: Received additional state grant for Iowa Commercial Aviation Infrastructure Funds (ICAIF) to be used for corporate hangar construction Impacts: Additional corporate hangar rent revenue Success: Honor Flights Planned for May 23rd and 24th Impacts: Transport area veterans to Washington DC for day of recognition Success: Completion of terminal naming project and monument installation with ribbon cutting event planned for July 19th Impacts: Captain Robert L. Martin Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 42 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: City Clerk’s Office Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Adoption of a liquor license ordinance amendment granting the City Clerk’s Office provisional approval for new and renewal liquor licenses, allowing the City Clerk’s Office to approve licenses when approval may not coincide with a City Council meeting. Impacts: Reduces procedural delays in the liquor license application process, thus minimizing negative impacts for businesses and special event operations. Success: Recognized Board and Commission volunteers via a proclamation and Dubuque-themed thank-you gift. Our office typically hosts an in-person gathering to recognize volunteers, but the COVID-19 pandemic required a different recognition approach. Impacts: Demonstrated appreciation for our volunteers in a meaningful way. Success: Contributed to the success of the Dubuque Sister City Committee Photo Exhibit Event from October 14-16, 2021. Impacts: Promoted Dubuque’s Sister City Relationships to community and strengthened the city’s partnership with Travel Dubuque through successful collaboration on the event. This event highlighted the community’s commitment to be an equitable community of choice that celebrates diverse cultures. Success: Updated City Council agenda descriptions and proclamations to replace the word “citizen” with “resident” to be more inclusive. Impacts: Using inclusive language in City Council agendas contributes to the City’s goal of being an equitable community of choice. Success: The City Council Meetings Public Input Brochure was created through collaboration with the Public Information Office and is included with copies of the City Council Agenda. Impacts: Educates residents on the process for providing public input so that residents have confidence in the process. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 43 Success: Implemented an automated greeting/auto attendant for the City of Dubuque primary phone number so that residents are efficiently routed to the departments with frequent engagement. Impacts: Resident calls are more effectively routed to the appropriate department, saving residents time. Additionally, the city clerk’s office staff has experienced a decrease in call volume, leading to time savings for staff to dedicate toward other duties. Success: Worked with City Assessor to clarify and streamline the process for Board of Review applicants. Impacts: Ensures the public is aware of the appropriate point of contact for the Board of Review and eliminate confusion about the correct process and point of contact. Success: Updated online document repositories on the city’s website for agendas and ordinances. Impacts: Increased efficiency in the process of searching for ordinances and agendas by residents and departments. Success: Boards and Commissions vacancies promoted through utility billing mailer. Impacts: Increased community awareness of board and commission opportunities and increased applicant submissions for boards and commissions. At least four applicants have specified that they learned about boards and commissions through the utility mailer. Success: Implemented a Boards and Commissions exit survey for volunteers who resign from their board or commission. Impacts: Provides an important opportunity to understand the perspectives of our volunteers and areas of potential improvement. Success: Documented proclamation guidelines for the city’s website. Impacts: Community members can be educated about the city’s process for reviewing and issuing proclamations. This also demonstrates uniformity of the process, which contributes to equity. Success: Permit Clerk certified to self-score Civil Service Exams. Impacts: Increases efficiency in the civil service hiring process, which is crucial in a competitive job market. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 44 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: City Manager’s Office Please list your department’s most important achievements that were completed during 2021 – 2022 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 ongoing 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: Completed annual employee survey, focus groups, and issued a 12-18 month’s action plan to advance work to become a more equitable organization of choice based on employee feedback. 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: Developed and implemented two new components of the organization-wide new employee orientation, Strengths-Based Leadership and Introduction to High Performing Organization, plus individualized follow-up and pilot projects in these areas with requesting departments. 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: Secured $27 million in ARPA funding to address lost income, tourism, and support individuals in need of assistance with basic human needs, non-profit revenue mitigation. Impacts: Provide high-quality City services responsive to the community while remaining a financially sound and responsible City government. Success: Secured $54 million (to date) in grants for the community. Impacts: Continued economic recovery from COVID pandemic Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 45 Success: Hosted four community sessions to share information and collaborate with community partners regarding securing ARPA and BIL funding for Dubuque. Impacts: Continued economic recovery from COVID pandemic Success: Hosted Congressional Staff Visit Impacts: Enhanced community relationships with Congressional staff members Success: Secured $650,000 in community project funding for Veterans Memorial Trail on Schmitt Island Impacts: Advanced community’s goals to implement the Chaplain Schmitt Island Master Plan. Provide high-quality City services responsive to the community while remaining a financially sound and responsible City government. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 46 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Economic Development/Arts & Culture Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Small business grant program – Assisted 10 LMI businesses with $3,000 grants. 9 were minority-owned, 8 were women-owned. Impacts: Fulfills one aspect of the goal of developing a comprehensive entrepreneurial eco-system Success: Provided façade grants to 8 downtown projects Impacts: Improves downtown aesthetics, leading to livable neighborhoods and retail space near transit Success: Holding monthly childcare coalition meetings – working with local, regional, and state partners to identify solutions to the lack of access to quality, affordable childcare Impacts: Addresses a challenge identified by employers, making it possible for more parents to stay in the workforce Success: Purchased Industrial Center Crossroads property (156 acres) Impacts: Allows for appropriate expansion of existing industrial parks as identified on the Future Land Use Map, creating space to welcome new and expanding employers – growing the job base, ideally by 5% over current levels Success: Used grant programs and/or TIF to support the addition of 140 housing units Impacts: Partially addresses the current lack of available housing in the community Success: Engaged consultant to study and make recommendations on smart parking and transportation Impacts: Will modernize our parking system to maximize the use of current facilities and identify any future parking infrastructure needed – this supports the redevelopment of downtown buildings for a mix of uses (residential, commercial, retail, entertainment) Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 47 Success: Engaged consultant to study and make recommendations for continued development in the Historic Millwork District Impacts: Supports current investment in a district that offers housing, commercial, and retail space in a walkable neighborhood, and identifies ways to continue the success of the district Success: Relaunched engagement and design work on the 1800 block of Central Avenue to solidify plans to construct a plaza area, with adjacent improvements to public infrastructure (green alley) Impacts: Begins to implement a portion of the Central Avenue Corridor Streetscape Master Plan which will create a livable neighborhood for building owners and tenants Success: Relaunched design meetings on Merge/Stacks housing development project in Port of Dubuque Impacts: Advances a project that adds 187 housing units to the Port, which was planned as a mixed- use area, and partially addresses the lack of housing options in the community Success: Secured $500,000 grant award from the National Endowment for the Arts ARPA Local Arts Agency Regranting program. Impacts: Supports the recovery of local arts and culture nonprofit organizations through opportunity to request additional operating support funding in CY2023, pilots a micro-grant program to support individual creative workers to plan and implement community-facing programs, and creates a short-term, part-time staff position to support administration and reporting related to NEA funding distribution. Success: Secured $25,000 in grant awards from the Iowa Department of Cultural Affairs Arts & Culture Marketing program and Iowa Tourism Marketing program to engage professional services in development of arts and culture-focused branding and communications campaign. Impacts: Supports the creation of a communications campaign to collectively market the breadth and uniqueness of Dubuque’s network of arts and culture non-profits, entertainment venues, and creative workers to maximize the sectors impact on tourism, workforce attraction and retention, and deepen awareness with residents of the diverse and accessible programs and activities available throughout the community. This project realizes a significant strategy identified in the Arts & Culture Master Plan and is the result of efforts directed by the Plan’s Branding & Communications Working Group. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 48 Success: Launched quarterly events to convene diverse representation from across Dubuque’s ecosystem of creative workers, culture bearers, arts-based businesses, and arts and cultural nonprofits. The events, which are referred to as Creatives Cafes, are funded by a grant received in 2020 from the Government Alliance on Race and Equity. Impacts: Supports networking, relationship building, and skills sharing to strengthen connections, promote co-creation of inclusive activities, and diversify representation across various facets of Dubuque’s creative economy. Success: Developed and released application materials for new, non-recurring grant program utilizing regrantable funding received from the Government Alliance on Race & Equity that aims to cultivate the co-creation of BIPOC-centered arts and culture in local arts and culture programming. Impacts: Supports equity work and relationship-building with BIPOC creatives, culture bearers, and community members in the arts and culture sector with funding that can be applied to planning, presentation, and community engagement. Success: Implemented new online application platform utilizing Slideroom Impacts: Improves processes used for administration of arts and culture grant programs and calls for arts with increased efficiencies for staff and streamlined / more user-friendly experience for applicants and review panels. Success: Development and adopted of 5-year strategic plan for Arts & Cultural Affairs Advisory Commission Impacts: Establishes roadmap for Arts & Culture Affairs Advisory Commission through 2026 of actionable steps and timeline. Having this roadmap provides long-range direction and accountable for their work, maximizing the potential impact and improving the civic engagement experience for these volunteers. Success: Relaunched Art on the River rotating public art program after 1-year pause due to COVID-19 Impacts: Drew 54 applications from local / regional / national artists, offered 11 paying contracts to individual creatives, and engaged 250+ community members in opening reception while returning to hosting a beloved annual public art program that serves as a tourism attraction, informal arts education tool, and source of civic pride. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 49 Success: Continuation of Friday calls, transitioned from discussions about COVID-19 barriers and struggles to recovery best practices and funding opportunities, equity through arts and culture, and cross-sector collaborations and partnerships Impacts: Strengthens networks and working relationships amongst funded arts and culture partners and between public / private sector while providing informal learning related to equity and general professional development related to arts and culture Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 50 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Emergency Communications Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Phone System Replacement Impacts: New up to date 911/admin phone system using State 911 platform. Better phone system to provide more safety for residents and visitors Success: Updated City Outdoor Warning Computer and software. Impacts: Computer based system provides easier use for staff and quicker notifications for citizens of Dubuque Success: Continued Camera Upgrades Impacts: More Cameras in City that dispatcher can use to view events in progress or that have just occurred to provide better information for Responder safety and response. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 51 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Engineering Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Chavenelle Road Reconstruction Project Impacts: Project involved the complete recnstruction of the roadway that was badly deteriorated from Radford Road to the NW Arterial. The watermain was also replaced with the project. The project includes new sidewalk along the south side of the corridor. This new road greatly improves the transportation connection into the Dubuque Industrial Center West. This new infrastructure greatly improves the resiliency of the water supply in the industrial park. Success: Chavenelle Hike/Bike Trail Phase 2 Construction Impacts: Project involved construction of 4400 LF of 10-foot-wide PCC trail that connects the NW Arterial to the Phase 1 of the Chavenelle Trail. Trail is complete along entire Chavenelle Road corridor from the NW Arterial to Seippel Road. Project provides an alternative transportation route for citizens working in the Dubuque Industrial Center West. Success: Bee Branch RR Culverts Project Impacts: Flood conveyance capacity has increased from being able to handle a once in 75-year event to a once in 500-year event. Completion of the pedestrian/bike tunnels now connect the lower bee branch trail to Heritage Trial and Dyersville via a separated grade crossing underneath the Canadian Pacific railroad yard. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 52 Success: NW Arterial State of Good Repair Project Impacts: Bids were received on the project by the Iowa DOT and Pirc-Tobin Construction, Inc., submitted the low bid in the amount of $14,416,742.87 for the overall project which includes the City Northwest Arterial Project and the County John Deere Build Grant projects. The City portion of the overall project, the NW Arterial project accounts for $8,541,861.54 of the overall $14,416,742.87 bid. The contract specified completion date is August 18, 2023. The project work limits for the Northwest Arterial - State of Good Repair will be from US20 to John F. Kennedy Road, and will include pavement rehabilitation of the southbound lanes, reconstruction of the northbound lanes, and the reconstruction of both the Pennsylvania Ave. and Asbury Rd. intersections. The NW Arterial State of Good Repair Project will be administered by the City and will require a significant amount of staff time and resources to manage the project. Success: US20 – Swiss Valley Interchange Project Cottingham - N Cascade Water Main Relocation Impacts: The new US Highway 20 Swiss Valley interchange recently completed by the Iowa Department of Transportation impacted City water main. For the past two construction season the Engineering and Water Department have collaborated with the Iowa DOT to reroute and construct new water main along both Cottingham Road and North Cascade Road. The new relocated main is now fully operational and provides the City with a more resilient and sustainable water distribution system. The City’s cost share for the watermain related work is approximately $753,000. Success: Southwest Arterial / US52 Project Impacts: Although the Southwest Arterial project was completed and opened to traffic in August 2020, over the past year staff has been working closely with the Iowa DOT staff to finalize and close out multiple construction contracts. All the contract administrative work was completed by the end March 2022. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 53 Success: Southwest Arterial / US52 ITS Corridor Development Project Impacts: staff is currently working on is the development and implementation of an Intelligent Transportation System or ITS network along the Southwest Arterial Corridor. The City entered into a Cooperative Funding Agreement with the Iowa Department of Transportation to install a fiber optic communications and ITS network consisting of cameras, sensors, dynamic message boards, and other related technology to support transportation and public safety applications. In return for the City designing, constructing, operating, and maintaining the fiber optic communications and ITS system, including providing fiber optic cable reserved to be used by the Iowa DOT, the State of Iowa is contributing $1.9 Million to the project. Success: East-West Corridor Capacity Improvements Impacts: In December 2021, the City Council approved the Professional Consultant Services Contract with HDR, Inc., to complete the preliminary engineering design and environmental clearance phase to advance the development of East-West Corridor Capacity Improvements along University Avenue at the intersections at Loras Boulevard, Asbury Road, and Pennsylvania Avenue. The preliminary design and environmental phase is anticipated to take 12-14 months to complete. Once the preliminary engineering and environmental study are completed, corridor impacts will be identified, and property acquisition could begin which is anticipated to take approximately 2 years to complete. Once property acquisition is completed within the Overlap Section, construction to convert the three intersections along University Avenue to roundabouts could take approximately 2-3 years to complete. Success: Tiffany Court - Lead Mine Sinkhole Remediation Project Impacts: In September 2018, a large sinkhole developed on private property (2792 Tiffany Court) which we believe rests on or very near an historically large sub-terranean crevice (Stewart's Crevice) related to abandoned lead / zinc mining operations of the 1800's. In February 2021, the Governor Reynolds authorized the use of funds from Iowa's coal regulatory account, to mitigate the lead mine subsidence located at 2784 and 2792 Tiffany Court. Following this announcement, the State approached the City to inquire if the City would be agreeable to acting as the Local Public Agency and Contracting Authority for the lead mine sinkhole remediation and mitigation project. The City agreed and signed a 28E Agreement with the State. The sinkhole remediation project was substantially completed in December 2021. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 54 Success: USEPA Emerging Mobility Building Blocks Technical Assistance Next Steps Action Plan Impacts: The Building Blocks Next Steps Action Plan brought together diverse stakeholders by facilitating discussions on specific emerging mobility needs. The process identified key priorities, strategies, and actions so that Dubuque can develop its transportation networks and equitably grow as a community and was a great precursor to the Smart Parking and Mobility Management Plan. Success: Start-up of the Facilities Management Office Impacts: The facilities manager passed their 6-month milestone with the city in late April. Over the past nine months our department has been able to thoroughly assess each assigned building, prepare and submit updated capital and operating budgets for all buildings, better engage our valued custodian team members, and begin to implement preventive maintenance improvements along with beginning to get caught up on deferred maintenance items. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 55 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Equity and Human Rights Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Four Covid-19 Medical expert and Community Virtual Panels addressing the Marshallese, African American, and Latino Communities of Dubuque were held to answer questions and address vaccine hesitancy amongst the public. Impacts: Over 1,500 views on Facebook and YouTube. Over 40 questions posted on the livestream Success: 13 City Departments completed Foundations of Data Equity Training to learn how to address bias in data projects Impacts: Methods are being incorporated into updated department equity plans. Success: The School Resource Officer Work Group Impacts: Racial inequities were identified, Teacher/SRO onboarding has been updated, Student Survey has been created. Success: Criminal Justice and Housing Equity Dashboard created Impacts: Introduction of a quantitative measure of racial equity indicators Success: Moving the office to the Ruby Sutton Building Impacts: Increase accessibility and visibility has prompted an audit of promotional and educational materials Success: Created a GIS story map of no cost food resources, locations, schedules, and details. Impacts: Improved communication and coordination amongst the Dubuque Food Provider Network Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 56 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Finance Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Finance Staff completed a new department mission/vision/values statement. Impacts: Communicates the department’s reason for being, and how it aims to serve its key stakeholders, includes a summation of the staff’s values in which they are emotionally invested and is a step towards changing department culture. Success: Indirect Cost Rate of 40.07% Approved by U.S. Housing and Urban Development Impacts: Grants may allow the full percentage to be claimed going forward, a reduced percentage, or a dollar amount cap. This will allow the City to be able to claim additional funds that may have previously gone unclaimed. The indirect cost rate may also be able to be used as an in-kind match on some future grants. / Financially sound and responsible City government. Success: Enterprise Resource System: Finance and Budget Implementation Go live with system 7/1/22 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 service delivery Success: Government Finance Officers Association Certificate of Achievement for the Fiscal Year 2020 Annual Comprehensive Financial Report – 33 Consecutive Years Impacts: Financially sound and responsible City government Success: Department Wide Dale Carnegie Change Management Training – 8 weeks Impacts: Significant step towards changing culture in the department Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 57 Success: Water disconnects for nonpayment reinstated August 2021, Late Fees reinstated January 2022, tax liens for unpaid owner accounts resumed March 2022, unpaid tenant final accounts to collections resumed March 2022 Impacts: Provide City services responsive to the community/ Customer-focused City service delivery Success: Utility Billing staff worked with various agencies to provide financial assistance to customers behind on their utility bills 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: Government Finance Officers Association’s Distinguished Budget Presentation Award for the Fiscal Year 2022 Budget – 16th Consecutive Year Impacts: Financially sound and responsible City government Success: Unmodified audit opinion for the June 30, 2021 Annual Comprehensive Financial Report Impacts: Financially sounds and responsible City government Success: Maintained strong financial position during the pandemic. Fiscal Year 2021 General Fund Balance as a percentage of revenue was 40.72%. Impacts: Increase enterprise/general fund reserve funds to 20% / Financially sound and responsible City government Success: Met the debt reduction plan to retire more debt than what is issued in a fiscal year. Reduced total debt at 6/30/21 by $3.1 million and the percent of statutory debt limit used decreased from 50% to 46%. Impacts: Continue to follow statutory debt limit plan / Financially sound and responsible City government Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 58 Success: Outstanding General Obligation Bond credit rating was affirmed at Aa3 by Moody’s Investor Services in May 2022. Moody’s cited: credit profile is benefitting from a steadily growing tax base. Reserves are very healthy and will remain so supported by strong revenue trends. The city received a large infusion of federal aid that it is using primarily for capital, which is causing some variability in yearend reserves. While full value per capita and full value are growing they remain well below medians of higher rated entities as does resident income. The city's leverage is somewhat elevated and will likely remain so given outstanding capital needs Impacts: Maintain/improve the City bond rating / Financially sound and responsible City government Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 59 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Fire Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Accreditation from Center for Public Safety Excellence Impacts: Defined and improved programs. Improved data collection. Improved response times. Success: Improved STEMI (ST Elevation Myocardial Infarction) care. Impacts: Improved crew performance early hospital notification resulting in improved patient outcomes. Success: Improved Stroke care. Impacts: Early recognition and Stroke Team activation resulting in improved patient outcomes. Success: Improved EMS Delivery Impacts: Third ambulance pilot providing better response to West End and better resiliency for all hazards. Success: Seven new positions to be added in FY23. Impacts: Allows department to staff third ambulance and reduce overtime. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 60 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Health Services Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: COVID-19 Public Health Response Impacts: Informed public and community partners, provided access to testing and vaccination along with ongoing education and information for changing guidance and preventative measures Success: Continued all Health Services Department functions Impacts: Ongoing services for citizens Success: FDA Standardization of both Environmental Sanitarians Impacts: Accurate inspections for food establishments Success: Department of Inspections and Appeals (DIA) 3-year contract Impacts: Ongoing local food inspection services, maximum contract awarded by DIA Success: 21% Increase in Animal License revenue from FY20 to FY21 Impacts: $49,559 revenue increase and 879 more licenses purchased Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 61 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Housing & Community Development Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Completed software change over for assisted housing. Impacts: Can collect and report more data to support outcome-based service. Success: Implemented Landlord Incentives for accepting Housing Choice Vouchers Impacts: Found out they did not have an impact in the number of units available to Voucher holders and removed the incentives. Success: Received two new Federal Grants; One for $2,000,000 and one for $1,000,000 Impacts: Will make it easier for residents to age in place and make homes healthier to live in. Success: Made progress on an efficient vacant/abandoned building process Impacts: More efficient and effective enforcement has led to removal of several slum/blight causing properties in neighborhoods and turned them back into affordable housing. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 62 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Human Resources Please list your department’s most important achievements that were completed during 2021 – 2022 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 Core Team departments, continued “organization in transition” work, including creation and roll out of an all Employee Handbook and related guidance documents for supervisors & managers along with educational sessions for staff; filling of Training & Development Coordinator position, Payroll and Benefits Specialist position and Benefits and Compensation Manager position; return to Employee Appreciation luncheon and SPIRIT Awards; development of HR newsletter items and continuation of all employee calls to improve communication; improvement in Police and Fire hiring processes; creation of recognition leave for employees; establishment of monthly one-on- one meetings between City Manager and Department Managers; return to new employee orientation on hold since late 2019; budgeted for pay and classification study and for facilitator to lead managers through organizational and leadership development process. 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 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 63 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Information Services Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Leading Organizational Cybersecurity Awareness and Intrusion Prevention. This included: • Ransomware Defender from Superna • Sophos Intercept X Endpoint Detection • Sophos Firewall • Network Switch Replacement • Regular Patching of Servers • Training • Phishing exercise and test using KnowB4 software • ICAP Audit for Cyber Insurance • Regular backup and replication • Monthly server maintenance with regular patching • Creation of a Cyber-Incident Response plan No significant cyber security breaches since the testing and training. Impacts: - Maintained public confidence in keeping the data safe - Maintained business and operational continuity for all users - ROI is a cost saving per breach of approximately 100K – 200K - End-users receiving a regular education of cyber-security risk are much less likely to respond to a phish and/or give up credentials. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 64 Success: Maintained technology operational and application support in the 2nd year of the pandemic. Projects completed or with substantial work done in 21-22 include: • Laserfiche • ERP System Implementation and training (2.4 FTE’s) • Office365 • Work From Home, Hybrid Meeting Support • Replacement Cycle of Technology moved forward (phones, mobile devices and computers) Support Ticketing and Issue Tracking reducing the number of open tickets in Sept 2021 400+ to 80 in May 2022 with 25% new equipment installs Impacts: • Continuity of business was maintained despite the continuing challenges of the pandemic • Help Desk positions improved service level response and the efficiency of operations • The use of Laserfiche provides 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. This is a partnership with GDDC, Engineering, IS and Legal. To date these partnerships have resulted in: • Over 50 Agreements with 17 Providers and Partners • A leverageable network investment of over $10 Million • Brought two providers (ImOn and Comelec) to plan Fiber to the Home (FTTH) initiatives over the next 3 years starting in 2022 Leveraging partnerships for data center and co-location sites Impacts: A leverageable network investment of over $10 Million and FTTH attracts new residents and business, adds to ability of the community build and partner with network partners faster and at a more reasonable cost. Specifically: • Allow telecommunications providers to significantly accelerate its consideration of and investment in Dubuque. • Create a new, redundant broadband path into and out of Dubuque • Provide more cost effective, fast and scalable broadband resources for business • Provide a more affordable data center and co-location site • Expand internet services, conduit and fiber optic capacity for the City organization • Provide opportunities for broadband equity leveraging funding and partnerships for serving under and non-served populations. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 65 Success: Digital Equity Initiative addresses the pillars of (1) Availability, (2) Affordability, (3) Accessibility to high speed, reliable broadband communications for residents. This initiative was recommended as part of the City’s Equitable Poverty Reduction & Prevention Plan. The initiatives taken in the last year include: • Application for the NTIA Broadband Availability Grant – although unsuccessful the grant research and application process have provided additional data needed for future grant requests. The maps also provided a basis for challenging state of Iowa broadband availability • Afordable Communications Program (ACP) website (The city has partnered with CGM, LLC to provide, promote and engage with an easy to navigate website for application for low/no-cost internet services. 341 households have signed up • Broadband Resident Survey where over almost 300 residents responded to a survey collecting data about resident services, needs and location. Pilot program to offer low/no cost refurbished PC’s to low-income residents. - in partnership with GreenIowa Americorps PC’s from Alliant have been made available to refurbish and districute to residents Impacts: Opportunities for broadband equity leveraging funding and partnerships for serving under and non-served populations and address a “digital divide” that exists with Census Tracts 1 and 5. Specifically in the areas of • Economic Security • Early Childhood Learning & Child Care • Healthcare Success: Cartegraph Partnership – IS serves as a liaison City staff and Cartegraph staff on expanding use of the application to include sanitary and storm sewer, water and parks. Departments involved are Engineering, Water and Public Works. IS role is facilitator and moving the project forward concentrating on a centralized Work Order Management program and better Asset Management and Tracking. In 21-22 a group of stakeholders has met. An Asset Management Summit was held in early 2022 to focus on priorities for the partnership Impacts: Leveraging the investment in Cartegraph to track work orders and assets to get a better understanding of the costs for providing services,location of work, and further data analysis of maintaining assets and infrastructure Success: Implementation of Team Building using Emotional Intelligence. During 21022 the departments has met to discuss how we leverage our skills, resources and unique ways of problem solving in an often times stressful environment. Impacts: Improved communication, “name it to tame it” and support of each other has led to performance and productivity gains. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 66 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Leisure Services Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: AmeriCorps Volunteer Generation Fund Project- Volunteer DBQ was officially launched to reinforce Dubuque’s Volunteer Infrastructure. In partnership with the Engineering department, we created the DBQ Shovel Crew, to address the needs of sidewalk snow removal for community members whose financial limitations intersected with their physical limitations, to prevent them from clearing their sidewalks and possibly being issued a fine. We can ascertain the financial value of the volunteer service as well as the potential cost to Dubuque citizens if this volunteer program hadn't existed. There was an approximate $11,000 potential savings to homeowners due to this volunteer program and a volunteer time impact of $4,116.25 for this program. Impacts: Leveraging community resources in order to accomplish more with tax revenues Success: AmeriCorps Program’s Partners in Learning Project safely re-entered the Dubuque Community School District’s Elementary Schools to implement Literacy tutoring for K-5th grade struggling readers. Impacts: Partner with community organizations to provide opportunities for residents for upward mobility and empowerment across all demographics Success: Revisioning of current AmeriCorps Director position to lead new division working on direct service of the Equitable Poverty Prevention and Reduction Plan through fine and fee reform and pre/post-arrest diversion. Impacts: Partner with community organizations to provide opportunities for residents for upward mobility and empowerment across all demographics Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 67 Success: Implementation of the AmeriCorps Academic Advocate at the Multicultural Family Center to build relationships between the Multicultural Family Center (MFC) and Dubuque Community School District (DCSD) and expand future-ready services to students served by the MFC. Relationships to support future-readiness are being developed with DCSD, Engineering Department, Arts & Culture division of Economic Development, and the Mississippi River Museum. Impacts: Partner with community organizations to provide opportunities for residents for upward mobility and empowerment across all demographics Success: Increased access to program registration and services through process improvements. Development of new operating system (for recreation registration, facility rentals, concessions, and pro shop sales, etc.) and implementation which also integrates into Finance Department’s new ERP. Increase awareness to programs and services through community wide mailings, online brochure (linking), etc. Impacts: Over 20,000 Dubuque homes are now directly receiving information connecting them to programs and services through a network of integrated systems vs just sending the brochure home with elementary students. These digital marketing and operating system connections are making it equitably easier for all members of the community to access programs and services. Success: Began review and wage re-structuring for temporary (seasonal) employees throughout the Department, starting with front line temporary staff and direct impact providers with a focus on equity. Impacts: Offer competitive wages to not only attract a talented/vested seasonal workforce but increase retention for future seasons to reduce “new” employee recruitment each year. Success: Leisure Services customer service desk moved to the Multicultural Family Center. Impacts: Improved accessibility for residents provides for easier access to register for programs and services as well as stronger public engagement/interaction. Success: Completed the Updated Analysis of Capital and Operating Costs for an Expanded/Improved Five Flags Civic Center related to Hybrid 4 scenario and presented to Civic Center Commission and City Council for their consideration and direction. Impacts: Information for citizens and Council to make informed decisions. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 68 Success: Five Flags Civic Center led by the ASM Global management team at FY 21 fiscal year end beat the benchmark by $66,496 the all-time high since 2005 when operations changed from City to private management. The City and ASM Global share 50/50 this savings. Impacts: Financially sound and responsible city government. Success: E.B. Lyons/Mines of Spain partnership approved by the City, Dubuque County, Friends of Mines of Spain and the State of Iowa Department of Natural Resources. E.B. Lyons Interpretive Center reopened under day-to-day management of Dubuque County Conservation. Programming has been reinstated, successful and well attended. Impacts: Three levels of government and a non-profit worked together to do what each does best in the partnership. Financially sound and responsible city government. Success: Addition of a project manager position for the Leisure Services Department. Impacts: Selected projects and initiatives as well as time sensitive grants, bond-funded and ARPA projects will be able to move in a timely fashion, so funding is not lost. Success: Emerald Ash Borer tree removal is nearly complete. Over 1100 ash trees have been removed from City property. The Engineering Department combined the sidewalk repair/replacement and ash tree stump removal process which created efficiencies for both Departments and lowered overall costs and resulted in 360 stumps removed in 2022. The partnership with Dubuque Trees Forever continues to grow with 229 trees were planted in 2022. The spring of 2023 has already seen over 100 additional trees planted in downtown impacted neighborhoods with their support. Impacts: Protecting the natural resources and environment of Dubuque. Success: Multiple minor project completions across Park Division for necessary maintenance. Maintenance Supervisors were reassigned responsibilities to create efficiencies and better workflows within the Division. This allowed for time to get small crucial maintenance projects completed before the winter season. Impacts: Providing well maintained parks, facilities and amenities. Success: Grand opening of Miracle League Complex, new programming for special populations through continued partnership with Miracle League of Dubuque and over $100,000 in additional funding of projects by MLOD. Impacts: Accessible, equitable and diverse recreational and enrichment programs, facilities and activities. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 69 Success: Parks, campground, marina, golf course and Miracle League Complex were all available and heavily used. This has been a continued increase in use trend since the beginning of the pandemic. Impacts: Choice for resident’ leisure time. Increased community awareness of services as well as positive revenue generation for Department. Success: MFC teen program numbers building back to pre-COVID programming including Teen Hangouts, Teen Nights, Tween Time, Summer Programming. MFC cultural programming returned which great events including India Independence Day, Dubuque Latinx Festival, Indigenous People Day, Black History Month events, Celebrate Africa and the Diaspora, Keychella, Juneteenth, Marshallese Independence Day and more. Impacts: Enriches quality of life. Provides for education of cultures, opportunities to meet persons from other cultures and increased sense of community and belonging. Success: The Four Mounds Ecological Restoration project completion included enhancing and restoring woodlands, savannah, native prairies and bluff lands, and soil quality. The project also included a paved accessible parking area, ADA accessible sidewalks, permeable overflow parking, landscaping, and interpretive signage. Impacts: Protecting the natural resources and environment of Dubuque. Access to quality parks, facilities and park amenities for all. Success: Transitioned Mystique Community Ice Center from a non-profit to a city operation in one month in September 2021, then transitioned to an interim management agreement with the DRA in January 2022 with ongoing conversations of the long-term management. Determined a plan for settlement remediation, finances to complete remediation and bid project for work to begin June – October 2022. This allowed indoor ice skating to continue with no interruption in service during any one of the transitions for the Dubuque Fighting Saints as well as the high school and collegiate teams, figure skating, and youth hockey through senior hockey. Impacts: Family oriented activities for all generations. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 70 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Library Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Continued access to library resources through the resurgence of COVID-19 during the fall and winter Impacts: The mandatory mask requirement for all city buildings helped provide a safe environment for community members to visit while still maintaining access to library resources. Success: Opened StoryWalk at Bee Branch Creek Greenway and Dubuque Arboretum and Botanical Gardens Impacts: Promote educational programming and partnerships that enable children to experience nature Success: Aspen Catalog Launch – New patron catalog interface creating ease of access and finding aide for library materials. Impacts: Library patrons have an easier time locating materials they are looking for across multiple formats, easier to manage hold lists, etc. Success: Built new partnership with Dubuque Arboretum for library’s summer reading programming Impacts: Incorporate and support recommendations from the 2017 update of the Community Solutions Action Plan into the implementation program for Imagine Dubuque. Success: Launch of School ID Library Card Program Impacts: Incorporate and support recommendations from the 2017 update of the Community Solutions Action Plan into the implementation program for Imagine Dubuque. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 71 Success: Programs to People Grant provided by DRA Impacts: Library staff will be able to take library programming items purchased with this grant out to the community to places like the Farmer’s Market, Success: Changing Lives Through Literature Program Impacts: This collaboration with the Dubuque County Juvenile Court Services helps reduce recidivism in young residents by proving a literature-based alternative to more traditional sentencing for youth engaged by the Juvenile Court Services. Success: Giving Tree Program – Donations provided to library to clear lost materials fines for children Impacts: This program promotes inclusion through the clearing of fines and fees from lost or damaged library items charged to the library cards of minors. Success: Renewed teen library programming with addition of Teen Librarian position Impacts: Through partnerships with the Multicultural Family Center, senior citizen organizations/providers, the city’s educational system, and local universities, explore ways to expand how residents think about “culture” and “arts” to include new and emerging forms and expressions Success: Renewed library outreach programming at Dubuque Community School District Schools through addition of Youth/Outreach Library Aide and Teen Librarian Impacts: Through partnerships with the Multicultural Family Center, senior citizen organizations/providers, the city’s educational system, and local universities, explore ways to expand how residents think about “culture” and “arts” to include new and emerging forms and expressions Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 72 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Planning Services Please list your department’s most important achievements that were completed during 2021 – 2022 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 FY21 Impacts: Livable Neighborhoods and Housing: Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses. 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. Success: Black Heritage Survey – Secured funding and prepared for 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. Impacts: Partnership for a better Dubuque: Partnership across City Departments, Loras College and University of Dubuque, and with a diverse talent Consultant Team to engage community during process. In addition, it helps move forward goals in the Imagine Dubuque Comp Plan and the Equitable Poverty Reduction and Prevention Plan. Success: Hired/Filled Associate Planner Position Impacts: Financially Responsible, High Performance City Organization: Provide City services responsive to the community. Success: Hired/Filled Planning Technician Position Impacts: Financially Responsible, High Performance City Organization: Provide City services responsive to the community. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 73 Success: Hired/Filled Planning Intern Position Impacts: Financially Responsible, High Performance City Organization: Provide City services responsive to the community. 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 FY2021, staff rated 100% in Expertise & Staff Friendliness and Adequately Inform Applicants of Process. Impacts: Financially Responsible, High Performance City Organization: Provide City services responsive to the community. Success: Completed updated to the Flood Hazard Overlay District Regulations Impacts: Vibrant Community: Healthy and Safe Success: Text amendments to the Unified Development Code for Childcare, Community Gardens & Greenhouses. Impacts: Financially Responsible, High Performance City Organization: Provide City services responsive to the community while furthering goals and recommendations of Imagine Dubuque. Success: Imagine Dubuque Comprehensive Plan: Tracking Website Launched Impacts: Impacts all City Council Goals and Priorities Success: Provides staff support to the Zoning Advisory Commission, Zoning Board of Adjustment, Historic Preservation Commission and Long-Range Planning Advisory Commission Impacts: Financially Responsible, High-Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Success: Use of Technology at Board & Commission meetings to present PowerPoints, GIS maps, Pictometry and Google Maps & Street view. Impacts: Financially Responsible, High-Performance City Organization: Sustainable, Equitable, and Effective Service Delivery. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 74 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Police Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Police Accreditation (July 2021) Impacts: An accredited agency allows for consistent and reviewed policies and procedures. It gives all members of the police department a guide to providing the best police service. It also provides for transparency. Success: COVID Response Impacts: Police response to calls did not diminish. We maintained a high level of response to all calls for service. Success: School Resource Officer Data Walk (Driven by the Human Rights Department) Impacts: Transparency to the public, plus obtaining real data as to how the School Resource Officers are being used. Success: Kids Camp Impacts: 160 kids were served through the July 2021 camps. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 75 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Public Information Office Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: GIS – Redistricting of Precincts and Wards Impacts: Precincts and wards are redrawn every 10 years based on census population data. Changing boundaries can affect residents in who represents them in local and state government, as well as their voting location. Success: GIS - Black Heritage Survey Document Management Impacts: Survey123 application was used to collect, map, and organize historical documents related to black heritage and residency in the City of Dubuque. Success: GIS – Web Applications for City Departments Impacts: Makes GIS data more accessible to city staff who don’t use desktop GIS regularly. These applications provide users with an ability to look information up based on geography, as well as manage projects and activities through dashboards. Success: GIS - Software Training Impacts: With a new GIS desktop application being deployed, 45 different training sessions were held to give GIS users an opportunity to acclimate themselves. Success: PIO – COVID-19 Vaccination Promotion Campaign Impacts: Dubuque residents were informed of the benefits of getting vaccinated and opportunities to get vaccinated. For several months, Dubuque County had the second highest vaccination rate in Iowa. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 76 Success: PIO - City Focus Magazine on Imagine Dubuque Comprehensive Plan Impacts: All Dubuque addresses received a 24-page publication updating them on implementation of aspects of the Imagine Dubuque plan and opportunities for them to be engaged in implementation. Success: PIO – Bee Branch Culverts Project Updates & Completion Impacts: Frequent construction updates were shared as progress was made and a special event was held in Fall 2021 to acknowledge the project becoming operational. Success: PIO - City Council Chambers Upgrades for Virtual Meetings Impacts: Ease and quality participation of the public, staff, and city council members in virtual meetings was improved and production quality of virtual meetings was also improved. Success: PIO – Redesign of City News utility bill newsletter and City Services Guide Impacts: New, full-color design of City News gives utility customers an easy to ready, appealing source of important updates 6 times per year. New simplified design of City Services Guide gives residents (new and existing) an easy-to-understand guide to accessing City services and programs. Success: PIO – Communications Support of Human Resources Department Impacts: Complete redesign and new layout of the City’s Employee Handbook presents important policies in an easy-to-understand format and New Employee Onboarding Toolkit presents information for hiring managers to successfully onboard new employees in a welcoming way and to increase retention. Success: PIO - CityChannel Dubuque Management Improvements Impacts: New management system reduces weekly staff time needed to schedule programming on the channel from over 24 hours to approximately 2 hours. Success: PIO - Inaugural Celebration of Pollinator Week at Bee Branch Creek Greenway – June 2021 Impacts: Through a weeklong series of events and activities presented in partnership with other agencies and organizations, residents learned about the valuable ecosystem services provided by bees, birds, butterflies, bats, and beetles. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 77 Success: PIO - Redesign and Enhanced Promotion of Leisure Services Activities Guides Impacts: Increased awareness of programming offered by Leisure Services, Multicultural Family Center, and Library. Success: Reorganization of Public Information Office Staffing Impacts: Integration of CableTV/Media Services into PIO and hiring of Multimedia Specialist to replace Cable TV Coordinator has resulted in increased collaboration, better coordination of multimedia projects and needs, improved coordination of messaging across platforms, and overall improvement in City communications. Success: PIO – Promotion of Organizational Culture to Support Recruitment & Retention Efforts Impacts: Improved design, consistency/messaging, and targeting of recruitment announcements/ads and deliberate campaigns/messaging to “humanize” City staff to the public and increase employee pride and morale. Success: Expansion of City Content Posts to More Platforms Impacts: Expanded the City’s reach through social media channels with significant reach/engagement increases on LinkedIn and Instagram. Success: Launch & Promotion of VolunteerDBQ and DBQ Shovel Crew Impacts: Both programs connect community volunteers with residents and organization in need of volunteer assistance. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 78 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Public Works Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Completing 10.01 miles of asphalt overlays including the upgrading of ADA curb ramps along the paving corridor. Impacts: The 2021 program impacted a total of 10,065 residents living within ¼ mile of the project areas, of which 14.1% are low income and 13.9 % are minority. Success: Completed the landfill gas collection, well field expansion project and landfill gas to renewable natural gas project. Impacts: The Agency’s reported CO2e emissions were 39,424 tons in 2016. With the RNG plant coming online in 2021, emissions were reduced to 13,709 tons, a 65% reduction from the 2016 base year. Success: Successful implementation of the pilot program using an automated side loader for the collection of trash. Impacts: Implementing automated collection, along with city wide mandatory carts, will improve employee safety, improve collection efficiencies, improve neighborhood aesthetics, and provide for future collection growth without adding employees and/or equipment. Success: Completion of the DMASWA website redesign. Impacts: The new site provides for a uniform design like Dubuque County and City of Dubuque websites. Site visitors are spending less time searching pages and have less questions after visiting the site. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 79 Success: Implementation of new Automated Vehicle Location system for snow and ice control equipment. Impacts: The new AVL equipment provided for better reporting of material (salt) application rates which allows for better material management. This is one of many improvements to the snow and ice control activity which as lowered our overall salt usage per event over the past 20 years by 33.8 % while we continuing to add lane miles to the city. Success: We have identified and implemented a new streamlined department hiring process. Impacts: Any type of process procedure improvement makes the department more efficient, which effects the service the department can provide our residents. Success: Using current software available, staff has been able to automate recurring tasks. Impacts: Another internal improvement which allows the department to be more effective. Success: Successfully filling the Resource Management Supervisor position. Impacts: This position will provide staff supervision for solid waste collection staff and lead community efforts to improve recycling efforts in the community. Success: Provided a successful large item collection program targeted at low to to medium income residents using CDBG funding. Impacts: 1,038 residents were able to clean out their basements, yards, and attics through this program provided at no additional cost. Success: Realignment of position responsibilities Impacts: The realignment of positions provides for backup to other positions making the department more resilient. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 80 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Office of Shared Prosperity and Neighborhood Support Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Hired Public Works LLC to help developed a 3–5-year plan to reduce poverty and build back neighborhood associations Impacts: Developed a one-pager with our mission, vision, focus, approach to work and desired outcome. Success: Hired a part-time administrative assistant to help with day-to-day operation Impacts: Improved workflow Success: Partnered with existing neighborhood associations to build vibrant, safe and inclusive neighborhoods. Impacts: Neighbors engaged actively in neighborhoods and taking responsibility for enhancing their neighborhoods Success: Increase community involvement with City Life, a free program designed to better engage residents to their local government. Impacts: Residents more engaged in the City governance processes Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 81 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Sustainability Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Fleet Electrification Work – in 50% by 2030 Community Climate Action and Resiliency Plan Impacts: Grant from State for $119,058 for installation of electric vehicle supply equipment (EVSE) including the city’s first fast charger. Solidified partnership with Alliant Energy. Regional EVSE plan developed. Policy updates for city vehicle purchases moving towards carbon reduction in the fleet. Meets City goals of Financially Responsible Organization and Sustainable Environment. Success: Renew DBQ – low-to-moderate income (LMI) household solar project Impacts: Pilot program with initial city investment of $40,000, leveraged $25000 grant and additional in-kind support from local installers and solar supply companies. Poised to place solar panels on 10 (ten) Dubuque homes in the downtown urban renewal district, reducing energy burden for these households while also reducing greenhouse gas emissions for the city and creating a replicable model for LMI solar projects in the state. Meets City goals of Livable Neighborhoods and Housing and Sustainable Environment. Management in Progress Success: Planning for Growing Sustainable Communities Conference Impacts: While the conference did not take place due to health and safety concerns, much of the groundwork was laid for a successful 2022 conference which will help to ease burden of hosting an event of this scale with limited staff capacity. Meets City goal of Sustainable Environment. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 82 Success: Teen Resiliency Corps Expansion and Replicable Model Impacts: Awarded $10,000 from National League of Cities Leadership in Community Resilience Grant, focused work on energy efficiency, completed 2000 surveys, empowered teens, presented findings and model at state and national conferences. Provided data collection, response to social isolation, building teen and neighborhood resiliency, capacity for being widely used on variety of issues. Meets City goals of Partnership for a Better Dubuque, Diverse Arts, Culture, Parks and Recreation Experiences and Activities and Sustainable Environment. Success: Civic Leaders Program Creation Impacts: Awarded $19,350 National League of Cities Census and Democracy Grant to bring Civic Leaders to Dubuque. Trained 17 community leaders to be more civically engaged, build partnerships, and discussed sustainability, resiliency and inclusivity, focused on building healthy environments for our community and collecting data to better serve our residents while simultaneously encouraging and supporting their civic involvement. 6 participants went on to run for elected office and/or join a board or commission. Meets City goals of Partnership for a Better Dubuque. Management in Progress. Success: Pollinator Week Celebration @ Bee Branch Impacts: Inter-departmental team crafted a weeklong celebration of the Bee Branch and pollinators, culminating with the Sustainability Fair. Activated Bee Branch greenway, brought neighbors and residents from other parts of the city to learn, celebrate and enjoy the area. Management in Progress Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 83 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Transportation Services Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Smart Parking/Mobility study has begun. Impacts: Currently hiring a consultant to review and advise on potential changes to our current parking system and technology. The end goal is to produce a parking system that is easy to navigate for end users and is cost effective for the city. Success: Continual operations during Covid-19 Impacts: The FTA lifted the mandate early May. The Jule was able to function and help people live their lives during the pandemic. Success: Online applications for student bus passes. Impacts: Students and schools can apply for bus passes for students online. Students K-12 ride for free with a valid school bus pass. We have seen an increase from 385 active cards to 525 active cards. Success: The Jule implemented a new fare collection system. Impacts: The Genfare system is up and running. This allows for riders to use bus passes, cash or an app on the rider’s smart phone to ride the bus. FTA data collection is much easier to collect per route for FTA reporting. Success: The Jule purchased 5 new Gillig buses. Impacts: These new buses will replace old International buses that were equipped with the side lifts. The new Gillig buses have a ramp for rider independence when loading the bus. The Jule’s bus maintenance cost should be reduced with the new buses and selling the old units. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 84 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Water Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: 100% 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. The Water Department works closely with the DNR to ensure the City maintains full compliance with its permit. 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: Economic Growth and Development – Kennedy Road Water Main Extension and North Cascade - Cottingham Rd Water Main Relocation Impacts: The Kennedy Rd Water Main Extension to Wildflower Ridge Subdivision Project included the installation of 3,800 linear feet of 12-inch diameter water main from Forest Glen Ct to Daisy Trail. The project added 38 new customers. The new US Highway 20 & Swiss Valley interchange project, recently completed by the Iowa Department of Transportation, impacted the City’s water distribution system. The project included rerouting and construct of new water main along both Cottingham Road and North Cascade Road. The newly relocated water main is fully operational and provides the City with a more resilient and sustainable water distribution system. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 85 Success: Improved Water Service Reliability – Orchard Drive Water Main Replacements and Southgate Drive Impacts: The Water Department and Public Works department collaborated on the Orchard Drive Water System Improvements project. This project replaced 1,350 linear feet of water main that had suffered 13 water main breaks. Public Works greatly assisted with the project and completed the first lift of hot mix asphalt, or HMA, saving both time and money on the project. In addition, 680’ of new curb and gutter were installed with 360’ of sidewalk and new ADA ramps. The Southgate to Simpson Water Main Connection project eliminated two dead end water mains with a high history of main failures. With the help of City Engineering, an easement was acquired and the two dead-end mains were connected, creating a loop in the distribution system. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 86 DEPARTMENTAL SUCCESSES 2021 – 2022 Dubuque, Iowa June 2022 DEPARTMENT: Water & Resource Recovery Center Please list your department’s most important achievements that were completed during 2021 – 2022 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Hired a full-time Laboratory Supervisor. Impacts: Improved coordination and workflow within laboratory. Improved quality control/quality assurance required of state certification. Success: Upgrade of Ultraviolet Disinfection system electronic components. Impacts: Greatly improved reliability of disinfection process required by discharge permit. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 1 SECTION 5 LOOKING TO DUBUQUE’S FUTURE [Updated: 8/12/22] Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 2 Dubuque Success in 2027 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 3 My Actions Ideas for 2022 – 2024 City of Dubuque Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 4 Messages from Our Community City of Dubuque 1. Concern about political polarization 2. Desire for entertainment, leisure and recreational amenities 3. Struggling with affordable housing and food 4. Need for quality childcare 5. Small businesses struggling to survive 6. Lack of workforce for businesses – no “good” employees 7. Concern about climate and environmental sustainability 8. Residents forgotten and ignored by City government 9. Concern about pool closing - Sutton Pool 10. Desire for access and enhancement of Champlain Schmitt Island 11. Difficulty in finding a “good” job – lack of opportunities 12. Lack of adult indoor activities – pickle ball indoor 13. Over-priced food and lack of access to quality foods 14. Desperate need for affordable senior housing 15. What about the Comiskey Park Project – is it going to be done? 16. Why is there no progress on Central Avenue – continued building deterioration 17. Why are long term Dubuque businesses leaving Dubuque – Heartland Financial and Crescent Electric Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 5 18. Families cannot have both parent working 19. Families are struggling – transportation and childcare 20. Why are we investing in tourism? 21. What is the future direction – parking ramps? 22. Five Flags – we do not need it or spending too much on a venue that adds limited value to residents 23. Main Street needs a re-fresh Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 6 Strengths – Weaknesses Threats – Opportunities City of Dubuque Strengths 1. Mayor and City Council teamwork and leadership 2. Open and transparent City government 3. City Manager and Department Directors 4. Financial condition of City Government, including financial reserves 5. Low property tax rate – one of the lowest for large cities in Iowa 6. Natural beauty and resources 7. Tourism 8. Chaplain Schmitt Island 9. Dubuque readiness for investment 10. Colleges and university 11. Concern for sustainability 12. Our goal and commitment: equitable community for all 13. Sustainable debt level 14. Response City government 15. Strategic planning institutionalized process that produces results Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 7 Strengths (continued) 16. City teamwork and trust: Mayor-City Council, management and employees 17. City workforce dedication to serving our Dubuque community 18. Strong community partnership and community non-profit organizations 19. Green community and trees 20. Community health and medical services 21. Historic buildings and community 22. Flexible and resilient City government 23. Businesses desire to come to Dubuque 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 8 Areas for Improvement 1. Lack of childcare 2. Dubuque businesses leaving Dubuque 3. Negative and anti-government residents 4. Level of poverty in our Dubuque community 5. Racial disparity 6. Retaining younger populations 7. Lack of quality-of-life amenities park venues, pet-friendly parks, indoor facilities, pools/aquatic complexes, bike trails 8. Weak neighborhood identity without schools 9. Becoming more bike-friendly 10. Lack of workforce – businesses and City government 11. Government employees unappreciated by Dubuque residents 12. “Nasty” lawsuits: Police and Fire 13. Unattractive entrances and Grandview 14. Lack of population growth 15. Lack of quality, affordable housing 16. Lack of new residential developments within the City limits 17. Diversity, equity and inclusion 18. Upgrading City infrastructure 19. Collaboration with Dubuque Schools 20 Need for top-quality hotel Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 9 Threats to Dubuque’s Future 1. Actions by the State of Iowa impacting home rule and local control, city revenues and finances, economic development/TIF financing, city services and programs 2. Lack of trust in government – anti-government sentiment 3. Disinformation about City government 4. Climate change and the impacts on Dubuque – City government and community 5. Aging City infrastructure 6. Potential natural disaster 7. Population loss 8. Survivability of Loras College and Clarke College 9. Economic uncertainty and instability 10. Loss of commercial air service – small market impacts 11. Dubuque business moving to other communities 12. Lack of workforce – City government and businesses 13. City managers and employees retention 14. Losing of residents and businesses to suburbs 15. Failure of Five Flags referendum 16. Lack of teamwork and collaboration among Dubuque’s non-profit community organizations 17. Upgrade mobile home parks 18. Lack of societal civility 19. Lack of amenities for younger population and families 20. Loss of air service Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 10 Opportunities for Dubuque’s Future 1. Tourism – River and Sports 2. Equitable Community 3. Poverty Prevention 4. Chaplain Schmitt Island Access and Amenities 5. Changing Workplace - teleworking 6. Non-profit Community Organizations Collaboration 7. Southwest Aerial Development 8. Port Area Development 9. Central Avenue Corridor Revitalization 10. Community Beautification 11. Community Diversification 12. Scheduled Air Travel Retention 13. Community/Public Art 14. Dubuque Business Expansion 15. Five Flags – a Community Asset 16. Healthy Community – bikeable, walkable and connected trails 17. Sound Fiscal Management 18. Fiber-to-Homes 19. Climate Change and Environmental Sustainability/Resiliency 20 Museums Expansion/Enhancement Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 11 Actions for 2022 – 2024 Mayor and City Council Interviews City of Dubuque 1. Five Flags: Referendum and Next Steps 2. Childcare Strategy/Action Plan: Outcomes, City Role, Partners and City Action (including 2nd Shift) 3. Community Broadband Project – Fiber-to-the-Home: Next Steps and Completion 4. Cyber Security: Next Steps and Funding 5. Westend Fire Stations: Direction and Funding 6. Parks Master Plan: Development 7. ARPA Projects 8. Federal Infrastructure: Preparation and Project Priorities 9. Poverty Prevention Program: Implementation 10. Affordable Housing Creation: City Role, Direction and City Actions 11. Field of Dreams Project: Monitoring and Next Steps 12. Port New Hotel Development: Monitoring and City Actions 13. Central Avenue Corridor Revitalization Action Plan: Direction and Specific City Actions 14. Pools: Direction 15. Industrial Park Development: Next Steps 16. Commercial Air Strategy/Action Plan: Outcomes, Direction and City Actions (including Travel Dubuque Campaign) Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 12 17. Climate Action Plan Implementation: Next Steps 18. EV Fleet: Funding and City Action 19. EV Community Strategy and City Action Plan: Direction, City Role and City Actions 20. Bike Trail Connectivity Southwest Arterial: Direction 21. Fire Culture Action Plan: Development and Implementation 22. Chaplain Schmitt Island Development: Next Steps 23. True North: Update and Next Steps 24. Proactive Communication Strategy/Action Plan for Disinformation: Outcomes, Best Practices, Report, Direction and City Actions 25. Dubuque Community Building Campaign/Program: Outcomes, Best Practices, report, Direction and City Actions 26. JFK Sidewalk Project: Completion 27. Dogs in Parks Policy: Review and Direction 28. DRA: Update Report 29. Mural Program: Review and Next Steps 30. Jackson Park Restrooms: Completion 31. Grand Harbor Hotel: Update and Direction 32. Water to Four Mounds: Direction and Funding 33. Community/Recreation Center: Report with Options, Direction and Funding 34. Comprehensive Sports Tourism Strategy: Development 35. Comprehensive Tourism Strategy: Development 36. Cruise Expansion Plan: Direction and City Actions 37. Sunday Bus Service: Report, Direction and Funding Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 13 38. Comiskey Park Project: Completion 39. Bee Branch Project: Next Steps 40. Historic Preservation Policy/Program: Review and Revision 41. Truck Speed Limits: Review and Direction 42. Parks and Recreation Service/Staffing Level: Review, Direction and Funding 43. Sutton Park Pool Opening: Direction and Funding 44. Northend Food Access: Evaluation, Report, Direction and City Actions 45. Rent Increases: Outcomes, Best Practices, Report with Options and Direction 46. Mobile Home Parks: Condition Assessment/Problem Analysis, Outcomes, Legal Framework, Report, Direction and City Actions 47. Recycling Program/Carts: Review and Direction 48. Affordable Senior Housing: Outcomes, Best Practices, Report Direction and City Actions 49. Pickle Ball Courts: Needs Assessment, Report, Direction, Funding and City Actions 50. South Southwest Arterial Signage Enhancement: Direction, Funding and City Actions 51. Alley Clean-up/Trash Removal: Direction and City Actions 52. Blum Property: Next Steps 53. Parking Ramps: Review, Direction and City Actions 54. Diversity Equity and Inclusion City Action Plan: Policy Direction and City Actions 55. Aquatic Facility/Pool: Comprehensive Assessment, Report, Direction and Funding Mechanism 56. City Employee Retention Action Plan: Direction and City Actions 57. Senior Programming and Services: Assessment, Report, Partners, Direction and City Actions 58. City Internship Program: Development, Funding and Implementation Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 14 59. Adopt-a-Park/Pollinator: Outcomes, Report with Option and Direction 60. 1st Floor City Hall Remodel: Project Scope, Report, Direction, Funding and City Actions 61. City Volunteerism Program Expansion: Current Program Review/Evaluation, report with Options, Direction, Funding and City Actions 62. AmeriCorps Program Expansion: Direction 63. Adult Recreational Program: Current Programs/Offerings, Needs Assessment, Report, Direction and Funding 64. Fire Code Update: Adoption 65. Traffic Control Management: Review/Evaluation, Report, Direction and Funding 66. Air Quality: Update Report 67. Emergency Communication: Update Report 68. Code Violators/”Frequent Flyers”: Analysis, Report with Findings and Recommendations, Direction and City Actions 69. Brain Health: Update Report and Next Steps 70. Additional Public Safety Staffing: Next Steps and Funding 71. Business Departures: Analysis, Report with Findings and Recommendations, Direction and City Actions 72. Business Expansion Strategy/Action Plan: GDDC Update Report and City Actions 73. Main Street Re-Fresh: Outcomes, Report, Direction and Funding 74. Community Beautification Strategy/Action Plan: Update, Direction, Funding and City Actions 75. Human Resources Modernization: Update and Next Steps 76. Cable Car Area Clean-Up Action Plan: Direction and City Actions 77. Butterfield Neighborhood Improvements: Direction and City Actions 78. Odor Reduction Action Plan: Direction and City Actions Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 15 79. Jule New Vehicles: Direction and Funding 80. Tax Policy: Review and Direction 81. Non-Profit Community Organizations Self-Sufficiency Action Plan: Update Report and Direction a. Dream Center b. Four Mounds c. Others 82. Port of Dubuque Re-Fresh: Direction and City Actions 83. Earn and Learn Program Development/Expansion: Direction and City Actions 84. Purchase of Services Policy: Review and Direction 85. City Facility Ownership: Property/Facilities Inventory/Review, Report and Direction 86. Citizen Engagement Strategy/Action Plan: Review and Direction 87. Workplace Culture Evaluation: Survey and Report 88. Dubuque Brewing and Malting Building: Update, Direction and City Actions 89. Homeless Action Plan: Update Report, Direction and City Actions 90. Tree Planting Program: Review, Direction and Funding 91. YMCA Collaboration on Facility (below the hill): Direction and City Actions 92. West 32nd Street Upgrade: Direction and Funding 93. Job Fair for Dubuque Development: Direction and City Actions 94. Catfish Sewer Upgrade Project: Next Steps 95. Dubuque Initiatives: Update and Next Steps 96. Historic Millworks District: Update and Next Steps 97. Northwest Arterial Project: Completion (8/23) 98. Pay Study: Completion, Direction and Funding Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 16 99. Bike-Friendly Community Designation/Recognition: Outcomes, Assessment, Direction and City Actions 100. Bike Rack at Public and Business Location: Direction and City Actions 101. Complete Streets Policy and Project: Review and Direction 102. Emerald Ash Borer: Update Report and Direction 103. Arts and Culture Master Plan Implementation: Update Report and Direction 104. 105. 106. 107. 108. 109. 110. 111. 112. 113. 114. 115. 116. 117. 118. 119. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 17 Top “10” Policy Actions Priorities for 2022 – 2023 EXECUTIVE PERSPECTIVE 1. Housing 2. Workforce – City and Community 3. Catfish Creek Sanitary Sewer 4. Industrial Park Development 5. Parking to Support Historic Millwork District 6. Chaplain Schmitt Island Master Plan Implementation 7. Public Safety/First Responders: Fire Recruitment and Hiring; Fire Station Location; Police Recruitment and Hiring; 21st Century Policing; Public Safety Equipment Review; Public Safety Training Review; Expanding Community and Interdepartmental Partnerships; 911 Emergency Communications Facilities; Management Structure Changes for 911 Emergency Communications; 911 Emergency Communications Recruitment and Hiring; Data Analytics Enhancements; Traffic and Security Cameras Continued Deployment 8. Poverty Prevention and Reduction Plan 9. Central Avenue Corridor 10. Street Program 11. Air Service Future Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 18 Top “12” Management Actions Priorities for 2022 – 2023 EXECUTIVE PERSPECTIVE 1. Imagine Dubuque Comprehensive Plan Implementation 2. Arts and Culture Master Plan Implementation 3. Organizational Culture Continuous Improvements: Pay and Classification Study; Performance Review; Exit Interviews; Consultation Services and Support; Staffing Needs Review 4. Comiskey Park: Phase 1 and Phase 2 5. Parks Maser Plan Development 6. Equitable Fines and Fees and Criminal Diversion 7. Fiber Optics – Community Broadband Service 8. Climate Action Plan Implementation 9. Childcare – Infant Care, Flexible Scheduling Care, Drop-off Care 10. Field of Dreams Project 11. River Cruises Infrastructure and Support 12. Smart Parking and Mobility Study Completion Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 19 Looking to Dubuque’s Future Boards and Commissions View Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 20 BOARD AND COMMISSION INITIATIVES 2022 – 2023 Dubuque, Iowa June 2022 BOARD/COMMISSION: Airport Commission Please list issues or projects that your Board/Commission plan to address during the next year 2022 – 2023. 1 Completion of Fly Dubuque Campaign Application-Naming of Terminal Building after Captain Robert L. Martin and sign installation 2 Completion of five-year Airport engineering retainer process 3 Approval of Airport Capital Improvement Program (ACIP), Commercial Service Vertical Infrastructure (CSVI), Iowa Commercial Aviation Infrastructure Funds (ICAIF) and IDOT Air Service Development grants 4 Relocate Taxiway Alpha project – phase one 5 Federal and State Aviation Legislative Priorities 6 New hangar construction Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 21 BOARD AND COMMISSION INITIATIVES 2022 – 2023 Dubuque, Iowa June 2022 BOARD/COMMISSION: Arts & Cultural Affairs Advisory Commission Please list issues or projects that your Board/Commission plan to address during the next year 2022 – 2023. 1 Implementation and accountability of 2022-23 action steps in Commission’s 2022-2026 Strategic Plan including: • Update Commission ordinance to ensure workflow, composition, term limits, etc. are structured to maximize community impact and be truly reflective of community demographics and priorities. • Update Community Engagement Strategy and communications processes related to Arts & Culture Master Plan to maximize community engagement / awareness and continued plan implementation. • Provide recommendation to City leadership on staffing and budgetary gaps informed by local work, community needs, and best practices. • Robust review of Arts & Culture grant programs informed by current opportunities, GARE regranting, and NEA regranting 2 Present Public Art Policy to City Council for adoption including consideration of 1% for Arts funding mechanism 3 Advocate to address funding gap in Operating Support program requests versus line- item allocation in City budget 4 Participate in City’s ARPA & BIL planning and project development to support cross- sector, cross-departmental integration and implementation of arts and cultural practices to address community challenges and opportunities 5 Advocate for and assist in securing support for priority projects proposed by Working Groups of the Arts & Culture Master Plan 6 Actively participate in general awareness about Arts & Culture impacts and accessibility including assisting staff in stewarding Arts & Economic Prosperity Study Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 22 BOARD AND COMMISSION INITIATIVES 2022 – 2023 Dubuque, Iowa June 2022 BOARD/COMMISSION: Cable Tv Commission Please list issues or projects that your Board/Commission plan to address during the next year 2022 – 2023. 1 Continue support of local PEG programming through PEG equipment grants. 2 Review requirements/restrictions of use of PEG equipment grant funds. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 23 BOARD AND COMMISSION INITIATIVES 2022 – 2023 Dubuque, Iowa June 2022 BOARD/COMMISSION: Civic Center Commission Please list issues or projects that your Board/Commission plan to address during the next year 2022 – 2023. 1 Continued request to City Council to move forward a vote regarding Five Flags Civic Center. 2 Continue to complete capital improvements to Five Flags regardless of vote schedule to have facility maintained and operating well for the attendees of events and activities. 3 Private fundraising that can offset construction cost prior to a vote including consideration of naming rights. 4 Contract renewal with ASM Global for management services. 5 Continue work that helps us to beat the benchmark again in FY 23. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 24 BOARD AND COMMISSION INITIATIVES 2021 – 2022 Dubuque, Iowa June 2021 BOARD/COMMISSION: Community Development Advisory Commission Please list issues or projects that your Board/Commission plan to address during the next year 2021 – 2022. 1 Develop marketing and branding; increase outreach to benefit more eligible community members. 2 Track the effectiveness of marketing and outreach efforts. 3 Be more visible and involved in the community as a Commission. 4 Assess the equity of CDBG programs/investments by calculating the benefit per person per dollar disaggregated by race. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 25 BOARD AND COMMISSION INITIATIVES 2022 – 2023 Dubuque, Iowa June 2022 BOARD/COMMISSION: Equity & Human Rights Commission Please list issues or projects that your Board/Commission plan to address during the next year 2022 – 2023. 1 Increase the commissions competency on human rights intakes and the complaint process 2 Audit of the accessibility and use of E.H.R. promotional & educational materials. Taking steps to identify high impact locations that provide residents in shelters, those visiting meal sites, etc. information on and assistance accessing resources. 3 Housing: Gather experiences from the community on barriers to finding affordable housing and work jointly with the housing commission to address those concerns. 4 Criminal Justice: Continued support the work of the Dubuque School Resource Officer Work Group and the Dubuque Community Police Relations Committee through appointees to those groups. Support Restorative Strategies for middle and high school youth. 5 Collaborate with the Fountain of Youth to address barriers to employment and housing faced by ex-offenders. Establish an annual expungement clinic with Iowa Legal Aid. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 26 BOARD AND COMMISSION INITIATIVES 2022 – 2023 Dubuque, Iowa June 2022 BOARD/COMMISSION: Historic Preservation Commission Please list issues or projects that your Board/Commission plan to address during the next year 2022 – 2023. 1 Black Heritage Survey – Continue partnerships with University of Dubuque and Loras College to engage a diverse and young audience in the work and supplement our City and consultant work in 2022. Engage diverse Iowa talent in the Consultant Team to take on the Survey in 2022, concluding Spring 2023. 2 Historic Preservation Month - Proclamation; Media release about events; free day at Eagle Point Park; present Ken Kringle Awards and announcement at City Council meeting. 3 Deereville Neighborhood National Register Nomination – Preliminary survey complete; funded needed for potential National Register Nomination. Exemplification of national issues on local level, with a post-World War II neighborhood outside of downtown, following trends and characteristics of housing practices nationwide. 4 Rockdale Flood Memorial – Explore potential for 150th Anniversary remembrance on July 4, 2026, partnering with local historians. 5 Under-represented people: Indigenous Peoples. Follow up with local partners of summit to engage around Four Mounds, Eagle Point Park and other sites. 6 Voelker Highlands Neighborhood Survey– Preliminary survey complete and potential district identified; a more in-depth survey of the neighborhood or National Register nomination is warranted for this non-downtown/Hill area of early 20th Century development. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 27 BOARD AND COMMISSION INITIATIVES 2022 – 2023 Dubuque, Iowa June 2022 BOARD/COMMISSION: Housing Commission Please list issues or projects that your Board/Commission plan to address during the next year 2022 – 2023. 1 HCV Voucher participants – provide renter training and continue to pursue renter education opportunities. 2 Continue with landlord education; including the release of the Landlord Education video. 3 Attend at least one of the Neighborhood Association meetings each year and one of the Resident Advisory Board quarterly meetings. 4 Attend Housing Commission regularly scheduled quarterly meetings, aim for 100% attendance at least 90% of the time. 5 Conduct regular public hearing for citizen input and assure that all parties are invited. 6 Increase public awareness to de-stigmatize public housing assistance by promoting public forum, personally inviting citizens to attend commission meetings, and using other personal contacts to encourage communication & understanding. 7 More safe, affordable housing for low income and extremely low-income tenants, minorities and all under-served populations. 8 Increase community awareness in regard to Housing Choice Voucher – using housing by the numbers approach. 9 Continue to address community development needs, particularly for those extremely low to moderately low-income community members. 10 Continue to monitor and evaluate housing program activities. Continue to promote public information efforts to educate citizens. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 28 BOARD AND COMMISSION INITIATIVES 2022 – 2023 Dubuque, Iowa June 2022 BOARD/COMMISSION: Library Board of Trustees Please list issues or projects that your Board/Commission plan to address during the next year 2022 – 2023. 1 Complete and implement new strategic plan, including goal setting retreat 2 Approve State accreditation with the State Library of Iowa 3 Review, revise, and approve many library policies in accordance with new strategic goals and State Library of Iowa specifications 4 On-board two new Library Board of Trustees members 5 Identify and recommend potential capital improvement needs for Carnegie-Stout Public Library Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 29 BOARD AND COMMISSION INITIATIVES 2022 – 2023 Dubuque, Iowa June 2022 BOARD/COMMISSION: Long Range Planning Advisory Commission Please list issues or projects that your Board/Commission plan to address during the next year 2022 – 2023. 1 Implementation of the 2017 Imagine Dubuque Comprehensive Plan • Continued implementation using a collective impact model • Implementation of the Plan within the City organization is underway • Direct and participate in the Imagine Dubuque Implementation’s Call to Action events and inclusive community engagement efforts. • Continual development of website to track progress in implementation of the 2017 Imagine Dubuque Comprehensive Plan Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 30 BOARD AND COMMISSION INITIATIVES 2022 – 2023 Dubuque, Iowa June 2022 BOARD/COMMISSION: Parks and Recreation Commission Please list issues or projects that your Board/Commission plan to address during the next year 2022 – 2023. 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 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. 3 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. 4 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. 5 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 underserved 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. 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 facilitate public input. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 31 BOARD AND COMMISSION INITIATIVES 2022 – 2023 Dubuque, Iowa June 2022 BOARD/COMMISSION: Resilient Community Advisory Commission Please list issues or projects that your Board/Commission plan to address during the next year 2022 – 2023. 1 Advocate for and support additional resources to implement CAP. Continue to advocate for permanency of Climate Action Coordinator position and funding to support the climate action plan. 2 Review policies, city codes and ordinances; make suggestions to city council to update relevant policies, codes and ordinances to support CAP goals (complete streets, community gardens, waste management, buildings, and energy, etc.) 3 Use Sustainable Dubuque grant awards to build community relations and help with implementation related to CAP (Buildings/Energy, Greenspace and Tree Canopy, Transportation and Land Use, and Food, etc.) and the 12 principles of sustainability. 4 Review GHG inventory and help to tell the story of City’s emissions, why it matters and what we need to do. 5 Continue to explore using LEED for Cities model to determine what makes Dubuque a sustainable city and identify gaps. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 32 BOARD AND COMMISSION INITIATIVES 2022 – 2023 Dubuque, Iowa June 2022 BOARD/COMMISSION: Zoning Advisory Commission Please list issues or projects that your Board/Commission plan to address during the next year 2022 – 2023. 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. In Spring 2022, the City Council approved the budget allowing for an update to the Unified Development Code in the 2023-2024 fiscal year. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 33 BOARD AND COMMISSION INITIATIVES 2022 – 2023 Dubuque, Iowa June 2022 BOARD/COMMISSION: Zoning Board of Adjustment Please list issues or projects that your Board/Commission plan to address during the next year 2022 – 2023. 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. In Spring 2022, the City Council approved the budget allowing for an update to the Unified Development Code in the 2023-2024 fiscal year. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 34 Looking to Dubuque’s Future Departmental View Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 35 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Airport From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Retaining/increasing commercial air service ➢ Effectively competing with Cedar Rapids, Moline, O’Hare, and Madison for our airline customers ➢ Nationwide aviation workforce shortage (pilots, ground handling, dispatchers, flight crew, mechanics, air traffic controllers) ➢ Pilot shortage adversely impacting airlines’ ability to expand and retain commercial service ➢ Rising fuel costs ➢ Very limited hangar space to accommodate growth of privately-owned aircraft ➢ Regional jet aircraft retirement in near future ➢ Rental car availability Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 36 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Airport Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Meetings with commercial airlines to retain commercial air service 2. Ongoing in-person educational meetings with local businesses and organizations about the FlyDBQ1st campaign 3. Additional air charter leisure destination 4. Develop solar field for Airport building usage. Bipartisan Infrastructure Law (BIL) grant application has been submitted. Waiting for approval and receipt of grant funds. 5. Staff transitions and retirements, succession planning 6. Relocation of Taxiway Alpha design and construction project 7. Construction of Dubuque County Roads Department building 8. Acquire westbound air service to Denver (SCASD grant) 9. Air cargo facility (MRO) constructed at the Airport 10. Aqueous Film Forming Foam (AFF) input-based testing equipment grant project 11. FAA projects five-year engineering retainer process Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 37 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Airport Please list issues or projects that you would like for the city to address this 2022 – 2023 1. University of Dubuque Hangars-FAA forms submitted, design/construction estimate are complete; waiting on funding to begin construction 2. Continue lobbying Congress for an increase in PFC level & AIP funds, pilot shortage challenges 3. Upgrade Airport Security Program 4. Continue marketing commercial airline service to business & leisure community Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 38 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: City Clerk’s Office From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Potential loss in revenue from changes to the state’s liquor license process and revenue collection for commercial liquor licenses (LE licenses) ➢ Advertising Boards and Commissions vacancies to achieve a diverse applicant pool ➢ Supply chain issues, inflation, and other economic issues may lead to closures in local businesses and a reduction in special events. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 39 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: City Clerk’s Office Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Boards and Commissions Annual Picnic to be held in September 2022. 2. Reviewing the Mobile Vendor Permit for updates to requirements and fees. 3. Updating and digitizing the Boards and Commissions guidebook for new board and commission volunteers. 4. Implementing a review process of financial standing for new and renewal liquor license applicants. 5. Providing staff training on board and commission meeting facilitation. 6. Restructuring Board and Commission advertising and appointment process. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 40 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: City Clerk’s Office Please list issues or projects that you would like for the city to address this 2022 – 2023 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 41 MAJOR CHALLENGES Dubuque, Iowa June 2022 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. ➢ Organizational capacity ($ for match, planning & design, and staff for implementation and management) for seven years of state and federal ARPA and BIL grants. ➢ High performing government and internal city initiatives will need increased resources from current human capital (e.g., 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. ➢ Partnering with Metro Coalition and Iowa League of Cities to continue to defend TIF, and the value of 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 42 ➢ The State legislature’s attacks on local control and decisions impacting local revenue sources ➢ Ongoing impacts of COVID-19 and related systems: community economic recovery, supply chains and increased costs for City projects, continued staffing issues when sickness is in departments, etc. ➢ Increased brain health issues across the community and related issues (e.g. increase in unhoused population, hoarding issues): City’s role in providing community access to resources and services; need for de-escalation and other skill development for City staff working with these populations, etc. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 43 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: City Manager’s Office Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Community Resident Survey & Actions (frozen from 19-21 priority) 2. Ongoing integration of data analysis and outcome-based performance management across the organization, including software platform implementation and buildout 3. Downtown City Facilities Capacity Study Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 44 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: City Manager’s Office Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Securing ARPA & BIL grants through 2029 (obligation of funds) 2. Field of Dreams 3. Schmitt Island development 4. Adapting to Canadian Pacific – Kansas City Southern RR merger 5. Write Destination Iowa grant application for Five Flags 6. Seeking funding for water quality for upstream sources, partnering with IDNR and Dubuque County 7. DC Fly-in & Congressional Staff Visit 8. Creation of affordable housing choice options for all residents, residential growth within city limits 9. Economic development and workforce solutions, including development of Industrial Center Crossroads Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 45 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Economic Development/Arts & Culture From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Equity and inclusion ➢ Workforce attraction & retention ➢ Housing inventory ➢ Affordable childcare ➢ Public transportation options and city connectivity ➢ Increase in cost-of-living outpacing increases in wages and household income ➢ Impacts of climate change on everything from water quality, severe weather events, costs / availability of goods, general health and well-being of our community ➢ Brain health ➢ Continued presence of COVID-19, maintaining recovery momentum ➢ Workforce development and upskilling to meet current and anticipated hiring demand ➢ Perceptions of / mistrust in government programs, impacts of misinformation / current political climate Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 46 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Economic Development/Arts & Culture Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Small Business Assistance 2. Childcare Solutions 3. Housing Inventory Solutions 4. Millwork District ongoing success 5. Central Avenue streetscape 6. Industrial Center Crossroads development 7. Port of Dubuque development 8. Creative Economy networking and support 9. Conducting Arts & Economic Prosperity Study VI 10. Development of National Endowment for the Arts Regranting Program guidelines 11. Arts & Culture Master Plan ongoing implementation and reporting 12. Incentivizing downtown rehabilitation including housing creation and commercial/retail storefront redevelopment and preservation 13. Continued administration and delivery of established arts & culture programs: Operating Support grants, Special Projects grants, Art on the River 14. Development of Arts & Culture Communications Campaign in collaboration with Branding & Communications Work Group of A&C Master Plan Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 47 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Economic Development/Arts & Culture Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Central Avenue Streetscape 2. Port of Dubuque development (North & South) 3. Match dollars availability in the budget to be eligible for state and federal grants 4. Workforce development and upskilling to fill immediate hiring needs 5. Public relations, specifically improving processes and expanded capacity ensure ALL departments and divisions have the support and tools to communicate impacts and tell the story of our work Citywide 6. Public Art Policy 7. Examine / provide better direction, more efficient processes, and access to technology related to internships at the City Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 48 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Emergency Communications From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Adequate staffing ➢ Recruitment and Retention Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 49 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Emergency Communications Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Staffing Review 2. Additional Training for Staff 3. Scheduling Changes Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 50 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Emergency Communications Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Staffing and Retention 2. New Communications Center 3. Becoming County Controlled Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 51 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Engineering From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Staffing shortage, staff workload is at capacity. On a citywide basis unplanned, priority projects happen on an about every other week basis. These immediate priorities get placed on top of a department staff that is running at or over maximum capacity. There is no formal communication or project management process to clarify what priorities should slow down so time can be created to work on new high priority work. The current structure results in high stress for continuously overloaded workers and individual workers setting their own priorities on what to work on first. These individual decisions often lack the understanding of the broader organizational strategy in regards to setting priorities. The city should consider adopting a dashboard similar to the one that Alan Mullally established at Ford Motor Company. A simple, low effort green-yellow-red indicator for reporting out on each project or major activity. ➢ Staff salaries, our department’s engineers and technicians are currently paid at the bottom of pay scale compared to other similar cities in Iowa and in the private sector. This puts the City at a competitive disadvantage when trying to attract and keep high performing, high caliber engineering staff. One example is that the City has been trying to fill the Civil Engineer II position for over a year. For the past 15+ years the Engineering Department has consistently delivered state and regional award-winning infrastructure projects and always produced a high volume of work. This performance level is only obtainable because of the high quality of talent within our department. If the same level of quality and quantity production is desired in the future than we need to be able to compete for high level talent when filling positions. ➢ Central Avenue and White Street corridor city ordinance regulating commercial motor vehicles amended to Dec 31, 2023. This time extension will allow work on the Northwest Arterial project to be completed and allowing additional time for the City, GDDC, and local impacted businesses to work together and collaborate on alternate solutions for commercial motor vehicles travel through and around the City. ➢ Completing the Central Avenue and White Street corridor 1-way to 2-way conversion study will impacted by the alternate solutions or designated routes for commercial motor vehicles travel through and around the City. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 52 ➢ Implementing the Central Avenue and White Street corridor 1-way to 2-way conversion will be dependent on completing the conversion study and the determinations made for alternate solutions or designated routes for commercial motor vehicles travel through and around the City. ➢ Lack of funding for projects/deferred maintenance. We have underground infrastructure that is beyond its lifespan and inadequate funding to address. We need additional funding for deferred maintenance. We continue to fund extensions of utilities, but existing corridors need to be addressed. Examples are Asbury Road, John F. Kennedy Road, Kaufmann Avenue, W. locust Street, etc. ➢ Lack of staff and funding for maintaining Bee Branch Creek Greenway. During the development and construction phases of this project it was discussed over multiple years with both neighborhood residents and with the city council that the greenway would be a project with equivalent quality as the Port of Dubuque and thus was a project that furthered Dubuque’s equity and inclusion initiatives. Today the greenway looks noticeably different in a negative way than the Port of Dubuque and this year for the first time since the Upper Bee Branch was completed in 2017 it is receiving derogatory comments from residents on social media due to its poor condition. The root cause of the poor condition results from multiple years of the Parks Division not being able to hire anyone at $13.40/hour to do the needed parks maintenance. Local contractors and landscapers are paying labor $18 to $22 per hour with no experience required. With local box stores and coffee shops paying $15-$18 per hour it is quite clear why the Parks Division is getting no applicants. To compensate for not being able to insource parks maintenance work operating maintenance budgets in both Engineering and Parks would need to be tripled to provide an equivalent standard of care as that in the Port of Dubuque. The best solution would be to fund a full-time maintenance position dedicated to the greenway along with enough funding to reestablish more grass growth than weed growth and replace the many trees that have died off. ➢ Increased pricing on projects and materials ➢ Construction material shortages and delays in shipping. ➢ Vehicle replacements are a year out. ➢ Fiber to the home - FTTH continues 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. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 53 ➢ There is funding for the development of a sanitary sewer asset master plan that will result in a prioritized listing of improvements to the City’s aging sanitary sewer collection system. Improvements will likely be driven by both the condition of existing sewer segments and also the capacity. It will be challenging to arrive at a funding plan to rehab/replace system elements to prevent sanitary sewer failures and sewer overflows. For FY23 close to $90 million in improvements were requested in the 5-year CIP plan but only $44 million could be afforded. After the master plan is completed and W&RRC capacity issues are accounted for over the next 15 years it is not inconceivable that $200 million may be needed over a 20-year period to fully address a growing service area and all deferred maintenance. ➢ The City currently has approx. $1 Million dollars in our street rehabilitation and resurfacing budget. Although substantial, this current funding does not allow the City to address the many street maintenance needs. It is a balancing act, we do not have the funds right now to address the identified street improvement needs, but we are attempting to rehabilitate, resurface or reconstruct street segments with the current available funding. ➢ The potential for train traffic to double through town by 2027 will result in the need for additional separated grade crossings in order to avoid significant impacts to emergency services, commerce, and quality of life. Along with the crossing delays train noise will also double accelerating the need for implementing a Quite Zone. The cost to implement a quite zone could be as much as $5-$7 million. ➢ Balancing support for private development in the South Port, North Port, and Chaplain Schmitt Island. Multiple departments including Engineering and Economic Development are currently working with very credible local and national developers who are expressing interest in spending tens of millions of dollars in all three of these areas. The City should either be ready to support developers in all three areas or more clearly define what it’s priority focus is so staff can set reasonable expectations when working with these developers. ➢ Blum Site Redevelopment Plan scope and schedule. All available funds are currently exhausted. The large building next to the railroad tracks is at risk of having the roof collapse which contains asbestos. If it collapses the cost of demolition will be significantly more expensive. Additionally, if there is a desire to keep the smaller building on Elm Street steps should be taken in the near term to make it weather tight to avoid it incurring additional damage that will drive up renovation costs. The current plan is to include the evaluation of this site in the Parks Master Plan. It appears that plan will not be completed in time for the FY24 budget this results in no deconstruction or renovation funds being budgeted for this site until FY25 which is over 24 months away. ➢ City Sidewalk condition and assessments – We have been mostly reactive to sidewalk condition and addressing complaints as received. We need to be more pro-active. This has been a direct result of inadequate staffing. 5 years ago we had to shift to constructing ADA ramps with every Public Works resurfacing plan for 5 to 10 miles. This amounted to $500,000 in ADA ramps being addressed a year. We had engineering technicians design, bid and inspect these ADA ramp projects. Previously they were actively walking and inspecting 10 miles of sidewalks a year. We need to get back to doing the proactive inspection. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 54 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Engineering Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. NW Arterial State of Good Repair Project 2. Mystique Ice Center Settlement Remediation 3. Port of Dubuque - Riverfront Dock Expansion 4. East-West Corridor Capacity Improvements 5. Southwest Arterial / US52 ITS Corridor Project 6. JFK Kennedy Road Sidewalks Project 7. Bee Branch Trail – Phase 1 Project 8. Green Alley Projects – 12th street to Loras Blvd. Between Iowa and Main Streets 9. Green Alley Project – 17th Street to 18th Street between Central Avenue and White Street 10. Maus Lake Culvert 11. 42-inch diameter sanitary sewer force main stabilization project 12. Bee Branch Gate & Pump Replacement Project (Phase 5 of the Bee Branch Watershed Flood Mitigation Project). Also known as the Bee Branch Stormwater Pumping Station Project. 13. Center Place Sanitary Sewer 14. Old Mill Road List Station and Force Main Project 15. Althauser and Eagle Street Watermain and Sanitary Sewer Project Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 55 16. Auburn and Custer Watermain and Sanitary Sewer Project 17. PW ADA Ramps projects – 4 projects 18. Stumps and Sidewalk Project 19. North Grandview from Loras to Auburn - Major Pavement Rehabilitation 20. North Grandview between Kane and 32nd Street - Major Pavement Rehabilitation 21. Embassy West and Sunnyslope subdivision, select streets, Major Pavement Rehabilitation 22. Coordinating with multiple internet providers for Fiber to the Home. Approximately 2000 properties a year are getting fiber to the home each year over the next 3 to 4 years. That is one provider. 23. Landfill Water Main Extension, Phase 2 24. Royal Wood subdivision - N Cascade Rd Crossing Water Main Loop 25. US20 Truck Stop Water Service Extension 26. Catherine Street Storm Sewer Improvements 27. SW Arterial / US52 Project Corridor Right-of-Way Replat Survey 28. USEPA Multipurpose Grant 29. Chaplain Schmitt Federal Community Project Trail Grant Project 30. 32nd Street Multi-modal Corridor Access Improvements 31. Railroad Quite Zone Study 32. Smart Parking and Mobility Management Plan 33. Sanitary Sewer Asset Management Plan Completion 34. Citywide Fiber Cable Backbone Master Plan 35. Fiber Backbone Project. 36. City Facility Reorganization Study Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 56 37. Federal Building HVAC system condition assessment and long-term replacement plan 38. Port of Dubuque Electric Vehicle Charging Station 39. Parking Ramp Condition Assessment & Maintenance Plan 40. Port of Dubuque Major Maintenance – 1st floor crack sealing 41. South Port Redevelopment Plan 42. Bee Branch Sanitary Sewer Interceptor Project. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 57 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Engineering Please list issues or projects that you would like for the city to address this 2022 – 2023 1. While the Old Mill Road Lift Station and Force Main Project was fully funded in the FY23-27 CIP Budget, the funding is spread out over a four-year period. Design of both the lift station improvements and the force main between the lift station and the W&RRC will be complete by the end of 2022. No benefits will be realized until all of the improvements are in place. It would be more cost-effective for the schedule to be condensed so that it is fully funded by FY25. 2. Filling vacant Civil Engineer position. An additional Civil Engineer II position was approved with the FY21 budget. Frozen initially, the City is has tried filling the position. The initial goal was to have someone hired in early 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.). As of May 2022, the City has been unable to fill the position. 3. Filling Utility Locator position. Utility locates have increased ___% and now with the fiber to the home deployment, which continues to grow, it will be challenging for staff to keep up. 4. There is some uncertainty on how federal infrastructure funding will affect projects. Will projects get shifted to chase the grant funding? What is eligible? 5. Port of Dubuque - Riverfront Dock Expansion A pre-permit coordination meeting was held March 22, 2022 with all the necessary regulatory agency partners, including the Corps of Engineers, the US Fish and Wildlife Service, and the Iowa DNR. Following this meeting, the Corp informed the City that we will be required to do a mussel survey, do hydraulic modeling, and place buoys in the main channel to replicate the location of the docked riverboats and solicit input from the barge fleet industry. City will work with Viking USA, Netsco, and Edison Chouest Offshore (Viking boat owner) to ensure that that they will be able to dock and utilize River’s Edge Plaza when the Viking vessel ports in Dubuque this summer. (continued next page) Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 58 5. (continued) Staff will work with Leisure Services, Public Works, Travel Dubuque and other riverboat excursion companies to coordinate docking in Dubuque when Viking is moored at River’s Edge Plaza and the Riverfront Dockage Expansion project is still under construction. 6. City is waiting on the results of a competitive grant application to the U.S. Department of Transportation (DOT) Rebuilding America’s Infrastructure with Sustainability and Equity (RAISE) planning funds to complete preliminary design and environmental clearance for the construction of a railroad overpass, Complete Street enhancements, and new shared-use paths supporting the economically-distressed North End, Point, and Washington neighborhoods. Should the City be successful in securing the RAISE planning grant, it will take significant staff time and resources to manage and administer this multi-year project. 7. City is waiting on the determination of the Corps of Engineers for potential Section 205 funding to assist with study, design and potential construction for burying the concrete floodwall in the Southport. Should the City be successful in securing the COE Section 205 funds, it will take significant staff time and resources to manage and administer this multi-year project. 8. Funding and prioritization of a more holistic ADA sidewalk inspection program. In recent years the City’s goal to have the Public Works Department included 10 miles per year in the paving overlay program along with the City Attorney’s Office directing that all ADA ramps within the pavement overlay project limits must be brought up to current standards in order for the City to remain in compliance with Federal law has left no resources to proactively inspect sidewalks around the city. Department technical staff have a general observation that the overall condition of city sidewalks is slowly deteriorating except within recent paving overlay project limits. Deteriorating public sidewalks have a negative impact on overall mobility and public safety within the city. 9. New policy needs to be established and funding support is needed for the maintenance of multi-use paths and bike trails. As of now who is responsible for these activities are unclear. A recent spot check of trails segments by the Engineering Department between the NW Arterial, 32nd Street south to Chaplain Schmitt Island identified several safety and maintenance issues of concern including no longer visible trail paint markings, unreadable or missing stop signs at roadway crossings, branches hanging over the trails at head height for bicycle riders, potholes, settled trail pavement of over 1” at a manhole & both Peosta Channel bridge approaches that creates a trip hazard, a fire hydrant marker pole and loose tarp on the greyhound park fence intruding into or immediately adjacent to the trail travel way creating safety issues, missing ADA tactile warning strips at trail segment crossings of streets. Additionally, some of the older sections of trail are in need of immediate crack sealing, if not the pavement will deteriorate over the next 1-3 years where completely repaving the trail will (continued next page) Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 59 9. (continued) be the only option to restore these trail segments. Since the Engineering Department is responsible for roadway transportation safety, design of trails, and complete street implementation it seems natural that if trails are seen as mobility assets the new policy would have the Engineering Department be responsible for trail safety. Trail pavement maintenance could either be insourced to Public Works or outsourced by Engineering if we are provided maintenance funds or are allowed to use roadway funds on the trails. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 60 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Equity and Human Rights From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Lack of access to healthy, locally grown food; access to land for under resourced communities to grow culturally appropriate foods. Zoning, certification process and recognizing new food access patterns (i.e., delivery and the cost for maintaining platforms to small business owners is often 20%+ ); access to personal/feminine hygiene products through pantries; mobile kitchens for food support. ➢ Lack of a specific, targeted effort to health disparities in the African American Community. Developing an African American Health project much like the Pacific Islander Health project. ➢ Affordable Housing – increasing the number of housing providers accepting housing choice vouchers; pandemic related and source of income evictions potentially increasing homelessness ➢ Increased Diversion options for Juvenile Offenders; Inequitable Juvenile Arrests (Black juveniles in the City of Dubuque make up 33% of the total amount of juvenile arrests, while only representing 4.2% of the juvenile population.) ➢ Increased Diversion options for Adult Offenders; Stark Inequities in our Adult Arrests ( Black Adults make up 6% of the population but 33% of arrests in Dubuque. ➢ Loss of population – people moving because they 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) ➢ Continued loss of younger, more diverse workforces, particularly if unable to demonstrate progress on equity and inclusion efforts. ➢ Enough jobs paying a living wage, particularly in the service industry ➢ 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 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 61 ➢ Increasing the number of community wide events that appeal to a broader and more racially and ethnically diverse community ➢ Displaying measurable advances in racial equity Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 62 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Equity and Human Rights Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Continued assistance to departments in developing and providing feedback on Department Level Equity Plans 2. Expansion of the Racial Equity Report card 3. Equitable Municipal Career Pathways – Development of a pilot program in partnership with the Dubuque Community School District. 4. Youth Writer – Mentor – Scholar Initiative (R.E.A.L.) in partnership with MFC, University of Dubuque and Dubuque Area Writers Guild (Improvement Package #2) 5. Equitable Fine and Fee reform 6. Equity 101, 102 and Bias interruption trainings and compliance with HF802 7. Onboarding of new Chief Equity Officer. 8. Department Website and Media Update 9. School Resource Officer Work Group 10. Language Access Plan – internal to City organization 11. Hiring of on intern on an annual basis to assist with populating and updating equity indicators and supporting indicators in SOCRATA (Improvement Package #1) 12. Grant Funding a racial equity community education initiative (Improvement Package #3) Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 63 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Equity and Human Rights Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Creation of a GIS Equity Indicator Dashboard for use with equity analyses 2. Elevation of the Equitable Municipal Career Pathway Program to be a Council High Priority item 3. Require broader cross-departmental and cross organizational support and involvement in youth engagement programs and opportunities 4. Develop an African American health project similar to the Pacific Islander Health Project model, with a dedicated community health worker and social worker 5. Allocate time, funding, and policies to support MBE procurement and development in ways that local MBE’s can actually access – i.e., remove requirements that are outside of our local MBE’s abilities to meet. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 64 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Finance From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Hiring/Retaining qualified staff. Low number of applicants and often the most qualified accept positions elsewhere by the time an offer is made. ➢ Citywide staff acceptance and training for new Enterprise Resource Planning System Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 65 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Finance Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Utility Billing Tyler ERP Implementation – August 2023 Go Live 2. Human Capital Management ERP Implementation – July 2022 implementation re-start and June 2023 Go Live 3. Finance and Budget Tyler ERP Implementation – July 1, 2022 Go Live. Ongoing end user support and training. 4. Audit Firm Selection – proposals received and interviews will be held to determine auditor for the City for the next five years 5. Outsourced printing of utility bills and other documents – continuing to work with vendor and monitor Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 66 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Finance Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Statement No. 96, Subscription-Based Information Technology Arrangements, will be effective for the fiscal year ended June 30, 2023. This statement provides guidance on the accounting and financial reporting for subscription-based information technology arrangements for government end users. 2. Asset Management and Inventory ERP Implementation – January 2023 implementation start and September 2023 Go Live 3. Monitoring policy changes related to ERP implementation and monitoring ongoing training and support for end users 4. Fiscal Year 2023 Year-End in Tyler ERP System 5. Calendar Year-End in Tyler ERP System – producing 1099’s 6. Utility Billing paperless workorder system Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 67 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Fire From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ New Fire Station ➢ Recruitment ➢ DEI efforts. ➢ Competitive job market. ➢ Employee wellness. ➢ Labor/Management relations. ➢ Fleet replacement schedule. ➢ Recruit Training. ➢ Training for Special Teams. ➢ Hiring process. ➢ Promotional process. ➢ Increasing ISO rating. ➢ Appropriate Fire Department Administrative organization and staffing level. ➢ Staffing third ambulance. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 68 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Fire Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Accreditation. 2. EMS Compliance program. 3. Job performance requirements for special teams. 4. Annual employee performance evaluations. 5. Community Risk Reduction – Falls, Cooking Fires, Cardiac Arrest Survival. 6. Moving from Code Red to Alert Iowa. 7. Additional Fire Station. 8. Evaluate equipment and service needs. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 69 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Fire Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Recruitment. 2. HQ HVAC. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 70 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Health Services From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Community services for mental/brain health – i.e., “partnerships and polices that address mental health and addiction….” And “Evaluate community- based options for supporting mental health such as support groups.”(Imagine Dubuque) ➢ Nuisance and Animal control enforcement for those with brain health issues and substance use disorders, along with those living in poverty. ➢ Equipping City staff with knowledge and tools to work with citizens experiencing brain health issues –i.e., Police, Fire, Health, Housing, Planning, Legal and Emergency Communications. ➢ Dubuque County Wellness Coalition leadership, mission and vision ➢ COVID-19 ➢ Educating policy makers and city/county leaders on ICS and NIMS ➢ Pet licensing system – in house or contracted? Waiting to assess Tyler system. ➢ Public Health emergency preparedness and response capacity ➢ 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 ➢ Vaccine Confidence Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 71 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Health Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. CHNA HIP new cycle (Past due, due to pandemic) Lead by County Health Department. 2. Brain health 3. Lead service line replacement and policy 4. Department equity plan 5. Lead and Health Homes Program 6. Animal Control ordinance update Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 72 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Health Services Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Explore the potential for Dubuque area health providers to “preserve” fruits and vegetables as part of a strategy to combat obesity (Imagine Dubuque). 2. Complete COVID-19 pandemic After Action Report (AAR). 3. Update/revise Dubuque County Public Health Emergency Response Plan. 4. Equitable fine and fee Animal Control Pet Licensing Pilot. 5. New IDPH swimming pool inspection 28E agreement. 6. Expansion of services at Crescent Community Health Center. 7. Catching up on non-COVID activities we have not done since 2/2020. 8. IT training- learning Microsoft features & uses, new Tyler software. 9. Animal licensing/enforcements process improvement. 10. Exploring and learning how to conduct health impact assessments. 11. Hiring and onboarding new “Preparedness Planning” focused Environmental Sanitarian. 12. Evaluate capabilities of Tyler system for animal/pet licensing system and determine in-house vs contracted animal licensing services. 13. Ongoing updates to assure compliance with FDA Food Protection Standards as required by DIA contract. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 73 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Housing & Community Development From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ It is difficult navigating the many partners that provide services to resident’s in the City of Dubuque, and getting people connected correctly for their circumstances. Maintaining partnerships with so many organizations doing amazing things in the community is difficult and time consuming due to the sheer number of them. ➢ Lack of capacity in the Court System to hear all citation cases for enforcement efforts, and the lack of effective court orders. ➢ Need a consistent/guided approach to historic buildings that are dilapidated and not being maintained ➢ Continued use of affordable housing for the rental market instead of homeownership options. ➢ Software for permitting is not user friendly for residents/contractors ➢ Need to maintain our building – several days of work have been lost by the Housing Department when boilers failed this winter and then the failure of a chiller in the summer. Still battling a leaking roof, broken windows and other maintenance issues without a sufficient budget to address them. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 74 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Housing & Community Development Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Revamping Processes for all Community Development Block Grant Programs 2. Evaluation of what data to track with the new assisted housing software and how it will be shared and utilized by the public or other departments. 3. Developing processes for the New Older Adult Home Modification Program 4. Developing processes for the New Healthy Homes Production Grant 5. Exploring new software options for Permitting/Rental Licensing 6. Implementing EV initiative, and exploring EV options for inspectors Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 75 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Housing & Community Development Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Maintenance of the Federal Building – Focus on leasing empty space to support it. 2. Successful ERP changeover and significant focus on how to set up Federal Grants/contracts in the new system. 3. Initiatives to keep affordable housing in homeownership 4. Process improvement in Community Development Block Grant Programs and more robust data collection. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 76 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Human Resources From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Continued work towards re-centralization of human capital functions necessary for a non- arbitrary, non-siloed, growth and development promoting, employer of choice organization will require 1) Filling remaining identified positions for a fully staffed Human Resources department, 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 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, including the implementation of the human capital modules in the new ERP system. ➢ Confidential and safe workplace location and security measures for Human Resources staff. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 77 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Human Resources Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Development of Performance Planning and Appraisal system 2. Compensation and Classification study RFP 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. Implementation of a learning management system, Neogov Learn, for assigning and tracking employee training and development 6. Work with a consultant from Neogov Insight to make improvements to our applicant tracking system 7. Onboarding of Benefits and Compensation Manager and recruitment for Employee and Labor Relations Manager Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 78 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Human Resources Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Complete implementation of email for all City employees 2. Full implementation of ERP system 3. Classification and Compensation Study Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 79 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Information Services From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Addressing on-going cybersecurity threats. This includes ransomware, unauthorized access, protection of critical infrastructure assets, and end user accounts. The scope of the threat has expanded to every connection including vendor partners, remote support technicians and consultants. The challenge is monitoring, managing and responding to threats presented. ➢ Broadband and Network Operations Management and Network Design –with the growth of the city’s broadband assets and partnerships there are very limited resources to respond to issues, contract/lease/agreement management. We need multi-year funding and support resources to leverage conduit and fiber resources and manage assets. ➢ Cartegraph Project, System Administration and Implementation –the leadership for Cartegraph is by in large silo-ed. Citywide work orders has been identified by staff and council as a priority. It is a challenge to get departments on the same page for this initiative with some lacking directions, other lacking time and some unwilling to change. ➢ Hiring the needed staff. Information Services has been approved for 3.0 additional FTE’s (Chief Security Officer, User Support Specialist and Help Desk.) It is a possible challenge finding candidates interested in those positions ➢ An organizational approach to innovation and technology. As an organization, we take a “scattershot” approach to innovation partly due to lack of time/funding and I think partly due to a fear of failure. Employee surveys consistently show the results for innovation lagging behind other elements necessary for a high-performance government. Technology leaders are called late to the process, We eek software versus solutions that engage subject matter experts and stakeholders. ➢ Supply Chain Issues for purchasing computers, switches, fiber optics Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 80 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 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 Work in Progress: • 2.4 FTE’s from IS are dedicated to implementation, conversion, troubleshooting and configuration • Management of a training room in Conference Room 2 at the Annex Key Issues: • ERP implementation is a “marathon and not a sprint.” In the long run this is a needed approach to an enterprise versus siloed approach to the financial, billing and many more applications that it covers. Getting there has taken and will continue to take significant investment of time and resources over the next 2 years. • Tyler has had some “bumps” in the implementation – none have been insurmountable but all taking staff time and resources to troubleshoot and fix • Training new staff (Help Desk and User Technology Specialist) for Administration & Project management and Project Implementation 2022-2023 Actions: • Project Implementation and Training Hiring Staff 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 2022-2023 and beyond through ARPA • Management of over 65 miles of conduit/fiber Resident engagement and communication to keep the public aware of citywide (fiber-to-the- home (FTTH) that will be occurring by 2 vendors (ImOn and Comelec) over the next 3 years (continued next page) Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 81 2. (continued) • Building the connection to approximately 200 additional locations in need of a high- speed reliable connection to the network backbone. This includes but is not limited to: o Additional camera locations in all parks o SCADA connections for Water and Wastewater o Sites currently on I-Net o Sites that are on contracts with ISP’s • Completing physical segments and logical redundant fiber loops with failover technology covering the following network sections as currently identified: o Schmidt Island o Southeast Corridor o East-West Corridor o Asbury Corridor o NW Arterial o Kerper/Eagle Point o SW Arterial o Grandview Actions: • Implementation of new and updated partnerships • Inventory and mapping of fiber, conduit and related telecommunications assets contract implemented; Network Design, Network management and Multi-Year implementation of the backbone fiber, redundant loops and connection to 200 additional sites over the next 5 years 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 • Identification of Partners • On-going Resident Support • How to Measure impact 2022-2023 Actions: • Complete pilot program of computers donated by Alliant with GreenIowa • Continued support for ACP/Lifeline program with CGM Call Center • On-going Engagement with residents, partners • •Define goals, scope and project plan for next 2 -3 years • •Define measurable outcomes – how will we know we are making a difference • Define partners/programs/grants with sustainable funding sources Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 82 4. Cartegraph Partnership Expansion. It is the consensus of departments that work with infrastructure assets that Cartegraph will be the vendor for a citywide work order system Key Issues: • •Buy-in of the use of Cartegraph and understanding it’s benefit • •Funding for implementation assistance • •Administration & Project management 2022-2023 Actions: • Utilize and Leverage Enterprise Licensing • Act on Next Steps for Project Implementation of citywide work order system for infrastructure assets • Continue training/implementation of High-Performance Government 5. Cybersecurity • Implementation of Zero Trust Security Policy • Department training • Cybersecurity Review by ICAP 6. Microsoft 365 • E-Mail for all • Azure Premium • E-Mail Boxes for all staff • Training 7. Department Re-location 8. Data Center and Co-Location Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 83 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Information Services Please list issues or projects that you would like for the city to address this 2022 – 2023 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.” • Finding a location • Contracting • Preparing and Planning for the move • Fully Funding the on-going maintenance for operation of a data center 2. Network Security. • Continued investment in threat management and monitoring • Continued investment in staff training and education • ON-going creatin and update of cybersecurity policy and practice 3. Hiring Staff and on-boarding new staff • Help Desk 1.0 FTE (GE-27) • User Technology Specialist 1.0 FTE (GE-29) • Chief Security Officer 1.0 FTE (Ge-39) 4. Implementation of Proposed Department Reorganization 5. Co-Location Site implementation. This site is a scalable data center at a remote site located outside of the City with redundant hardware, storage and network with needed security and protections. Typically, these sites are used in times of disaster as well as times of major upgrades where the main data center can be upgraded and 6. Adequate physical security for the City Hall Annex offices including secure entry areas using fobs/cards, additional security cameras within the annex. Alternatively relocating staff to another location with employee safety and security in mind, Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 84 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Leisure Services From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ The last 2 ½ years has widened the gap between the “haves” and the “have nots”. The impacts of increased poverty, increases in pricing 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. There is a lack of facilities in neighborhoods where programming is most needed. ➢ Federal and state grant programs require matching funds (cash and in-kind) 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 3-4 years have not been able to apply for grants as do not have match money as required by the grant. The city does not have a grant writer any longer thus money needs to be budgeted for contracted grant writing services or hiring a grant writer. The Leisure Services Department along with other departments could benefit from a staff grant writer. ➢ Federal and state grant programs require matching funds (cash and in-kind) 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 3-4 years have not been able to apply for grants as do not have match money as required by the grant. The city does not have a grant writer any longer thus money needs to be budgeted for contracted grant writing services or hiring a grant writer. The Leisure Services Department along with other departments could benefit from a staff grant writer. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 85 ➢ Leisure Department is continuing to operate very lean. The City has always operated with a lean side related to human capital. New positions have not been allocated to front-line positions to provide necessary level of support. As a department we have utilized temp staffing vs. adding part-time and full time as we have added assets parks, facilities, and programming. Evaluating the need for additional full-time staff versus temporary staff is important. 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. High performing government and internal city initiatives will need increased resources from current human capital (new ERP system affecting all areas of operations, working on process improvements for the system and looking at how we do business internally, safety initiatives and training, increased training of supervisory employees, department equity plan work). This limits the time or competing for time available for external initiatives or additional or new priorities. For example, at all levels (FT, PT and Temp) they are/were at or over 100% capacity to do their specific job and responsibilities. Adding safety training, more onboarding training related to safety and time for changing processes to incorporate safety takes additional hours for every position. To be clear, the safety initiative is critical for all levels of employees, and we want to and need to do it better and well, so we send every staff member home safe every day. Infrastructure aging rate versus the ability to address the level of maintenance needed to upkeep. Many projects were completed in the 1990’s and early 2000’s for parks and recreation. These structures and landscapes have reached their peak and need to either be replaced or repaired. The Parks and Recreation Divisions do not have the staffing capacity to internally fix all these issues. Historic structures also continue to deteriorate and will require major repair if not addressed soon. 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. With the addition of a new division in Leisure Services we will more than max out the physical space available. Offices are old, no meal areas, collaboration or break space exists. Parks and other office areas are substandard and in need of updating. Our updating of the MFC has shown us how changing the work environment allows for better collaboration as well as work environment for employees and citizens. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 86 ➢ Infrastructure funding coming to the City and across departments will necessitate the need to ensure level of capacity of staffing for grant applications, construction process and care and maintenance of infrastructure after it is built. ➢ If a vote is set and does not pass for Five Flags, a significant investment will still be needed to keep the building viable for use in the future. Additional funding due to cost increases for capital projects will need to be budgeted. ➢ Community partnership and collaboration across different areas of the community continues to be difficult. Dubuque is a resource rich community, but many organizations choose not to participate in community collaborations to address key needs. This could be due to goals and priorities misalignment with what is being provided versus what the community needs. ➢ Recreation program resiliency in lower income neighborhood. For example: having adequate resources such as rest rooms, water sources, and/or pavilion/shade/rain coverage for programs to run during hot/inclement weather. As the climate continues to change, we will need to adapt infrastructure resources to still be able to run key programming in our low-income census tract parks. ➢ State and federal legislation contradicting with City and Council priorities and initiatives. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 87 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 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 --Phasing and implementation of projects identified with DRA 2. 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 3. 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 and future-ready program addressing poverty issues at the youngest stages and affecting positive life changes. – Research, report, funding, implementation 4. Recreation Division Visioning including recreation/enrichment programming and recreation facilities needs assessment – Direction, Development, Training, Staffing, Funding 5. Community Impact Division – Development, work plan, hiring 6. Parks Master Plan & Trails Plan – Complete plan and implementation strategy 7. Comiskey- Phase 2 – Funding 8. AmeriCorps Program – Partners in Learning Project – 3-year grant application for 2023-2026 incorporating Creating Opportunities Program into the 3-year grant creating a Dubuque Community Corps. Research options that allow for larger-scale interventions across lifespan and addressing community needs. – Research, development, funding 9. Tree planting- Continued partnership with Dubuque Trees Forever 10. Mystique Community Ice Center – Management agreement approved Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 88 11. Onboarding and training of new employees – Partnering with HR on varying processes for future FT/PT and temporary 12. Expand use of pollinators in parks as well as management of forests, trails and open spaces, assess invasive species in these areas. -- Plan completion and implementation funding. 13. Pool Study – Immediate: Safety Assessments (water slide structure, Sutton zero-depth separation, etc.) / Planning/Funding: Future of outdoor aquatics facilities 14. Raising “pay to play” rates to adjust for increasing and/or additional operating costs balanced with minimizing impacts on underserved populations and income qualifying residents through scholarships and/or revised fee policies. 15. Assessment and update of current non-assigned (NA) Leisure Services wage plan. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 89 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Leisure Services Please list issues or projects that you would like for the city to address this 2022 – 2023 1. 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) 2. Institution of Full Safety Program – Development of Program, Funding 3. Capacity around needed level of training for part-time and temporary positions. The heavy reliance on part-time and temporary positions across the department leads to administrative staff spending much of their time around training. The lack of retention for temporary and part-time positions also leads to a significant amount of re-training happening consistently over the course of the year. With changes to the training, administrative and leadership staff will spend most of their time training these transient positions. 4. Continued work on equitable temporary staff wages (AmeriCorps, Rec Staff, Park Staff) – NA scale to increase temporary employee wage scale to become more competitive for recruitment as well as creating livable, just wages. Evaluate adjustments to include turning certain temporary positions into part-time or full-time reducing retraining increasing retention. Increase living allowance of AmeriCorps members. -- Study, Proposal, Funding 5. Community Recreation Needs Assessment as Parks Master Plan does not include Recreation 6. Program evaluation and participant engagement focused on underserved populations and high impact programming/services. -- Process development 7. Equity & Intercultural Cultural Competency (ICC) is work not individualized enough to move forward. Need time, resources, and individualized implementation. Many leaders in the City are not well-versed or comfortable enough in these areas to educate and empower others. Employees exist on a spectrum of understanding and acceptance around Equity and ICC work. Many employees on the beginning of the spectrum need guided engagement and support to gain understanding and acceptance of these topics. Others further along the spectrum still need support as they process their own individual impacts before they feel comfortable being able to move the work forward in a group setting. -- Time, Funding, Training Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 90 8. Empathy and interpersonal communication have taken a significant nose-dive since the pandemic. Employees across the City are struggling to communicate with each other even those who have worked together for years as well as citizens struggle to communicate with employees. Employees are feeling significant compassion fatigue across all levels of the organization. -- Time, Training 9. Goal setting, establish work plan and performance appraisal with employees as well as more training and coaching to assist employees to be the best they can be. -- Time, Training 10. Goal setting, establish work plan and performance appraisal with employees as well as more training and coaching to assist employees to be the best they can be. -- Time, Training 11. Work towards completion of current CIP project backlog. 12. Public expectation of communication especially in social media avenues but also phone calls and other inquiry methods. 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. -- Assessment and Funding 13. Parks development of donated park areas – North Fork, Pebble Cove, South Point, Rustic Point – Funding and Planning Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 91 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Library From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Seeing a lot of movement in staff due to great resignation, opportunities for full time employment, or higher paying positions. ➢ Funding needed to address marketing efforts toward getting message out to community members and getting librarians out to where community is. – Increasing Marketing and Outreach staff ➢ Brain health issues of community and improving services for residents dealing with brain health in the library ➢ Parking for downtown visitors, library visitors and staff Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 92 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Library Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Changing Lives Through Literature 2. State Library of Iowa Accreditation Application 3. New Strategic plan for library Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 93 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Library Please list issues or projects that you would like for the city to address this 2022 – 2023 1. CIP projects continuation – old oil tank, partial roof replacement, landscaping & plaza redesign 2. Automated materials handler for more efficient check in and reshelving of library materials 3. Space needs study for internal operations, increasing space for small group and individual study rooms to meet demand of increase in virtual meetings and access to library materials Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 94 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Planning Services From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Creating housing units to meet the housing demand in the community ➢ Creating affordable housing units ➢ Infrastructure capacity (current maintenance and future expansion) to meet housing/economic growth ➢ Affordable daycare ➢ Wages and income not keeping up with cost of living ➢ Development Review Team Staff capacity to efficiently review and approve development review projects in a timely manner ➢ Competitive salaries to hire/retain current workforce Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 95 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 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. Unified Development Code Update. This project successfully received city council approval and funding starting FY2023. The Unified Development Code was adopted on October 19, 2009. The Imagine Dubuque Comprehensive Plan (ID) was adopted on September 18, 2017. The Equitable Poverty Reduction & Prevention Plan (EPRPP) was adopted on March 1, 2021. The Community Climate Action & Resiliency Plan (CCARP) was adopted in 2013 and updated in 2020. The Arts and Culture Master Plan (ACMP) was adopted in 2016. The ID, EPRPP, CAPRP and ACMP were all adopted after the Unified Development Code. The update of the UDC will allow the regulatory document to be reviewed with an equity lens while also implementing portions of the before mentioned plans where applicable. It will also allow the UDC to be updated with changes in technology, land use, etc. This request supports the City Council goals of Robust Local Economy: Diverse Business and Jobs with Economic Prosperity, Vibrant Community: Healthy and Safe, Livable Neighborhoods and Housing; Great Place to Live, Sustainable Environment: Preserving and Enhancing Natural Resources, Diverse Arts, Culture, Parks and Recreation Experience and Activities and Connected Community: Equitable Transportation, Technology Infrastructure and Mobility. It also addresses the following City Council Top Priorities: Equitable Poverty Prevention & Reeducation Plan Implementation, Historic Building Rehabilitation/Preservation. It also addresses the following City Council High Priorities: Childcare Initiative and Imagine Dubuque Implementation. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 96 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Planning Services Please list issues or projects that you would like for the city to address this 2022 – 2023 1. 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. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 97 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Police From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Police Recruitment and Retention ➢ Keeping up with technological changes (technological advances being ahead of the funding) ➢ Succession Planning – turn over at the top ranks ➢ Sustainable Brain Health Programming/Response ➢ Re-imagining Policing as a fluid concept Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 98 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Police Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Recruitment and Hiring 2. Taser Implementation 3. Use of Force Instruction and Instructor Certification 4. Field Training Program – flexible training 5. Body Camera and In-car Camera replacement 6. Police Review Board 7. Supervisor Training 8. Robust evaluation system Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 99 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Police Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Wage study 2. Executive Command Level Training Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 100 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Public Information Office From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Hiring Challenges and Workforce Recruitment & Retention ➢ Aging Infrastructure & Deferred Maintenance of Public Facilities ➢ Quality, Affordable Housing ➢ Income Equality, Equity, and Racial Justice ➢ Broadband Access and Affordability ➢ Communication Barriers and Expectation of 24/7 Two-Way Communication Expectations ➢ Transportation Challenges and Changes (Traffic congestion, EVs, changing parking needs) ➢ Misinformation and Distrust of All Levels of Government ➢ Vacant Commercial Properties Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 101 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Public Information Office Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. GIS - Tipper Cart Asset Management 2. GIS – Community Mapping 3. GIS – Capital Improvement Project Mapping Application 4. GIS – Lead Service Line Solution 5. PIO – Tipper Cart Public Education Campaign 6. PIO – Five Flags Referendum 7. PIO – Development of City Brand Guidelines 8. PIO – Mayor's “Delivering Dubuque” Video Series 9. PIO – Selection of New Citizen Response Management System (WebQA Replacement) 10. PIO – Summer Issue of City Focus Magazine 11. PIO – Google Analytics Review of Website Traffic 12. PIO – Exploring Better Video Streaming Services 13. PIO – Marketing Internships, Job Shadowing, and Municipal Career Pathways Programs 14. PIO – Developing Additional Recruitment Tools for Individual Departments 15. PIO – More Intentional and Strategic Cross-Utilization of Multi-Use Videos Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 102 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Public Information Office Please list issues or projects that you would like for the city to address this 2022 – 2023 1. GIS – Can GIS do this? Seeking input on projects and applications from IS and GIS staff prior to contracting new software applications or consultants. We’re trying to retrofit data into GIS and other legacy systems that could have started there. 2. GIS – Implementing and enforcing asset management standards – improve data quality and consistency, provide ease of data access to those needing it. 3. GIS – Storytelling – inclusion of StoryMap application into city projects. Project managers thinking ahead to include pictures and narratives to talk about our project successes. 4. PIO – City Office and Workspace Analysis and Funding to Implement Improvements 5. PIO – Analysis of Employee Safety/Security Issues in City Facilities 6. PIO – Policy on Position Reclassifications and Regular Position Wage Reviews 7. PIO – Better Promotion/Communication of Major City Projects 8. PIO - Develop a collection of videos that feature a diverse range of departments, projects, and services. 9. PIO - The creation and distribution of a general recruitment video for the City of Dubuque. 10. PIO - Continue gathering a range of photography that captures the diverse reach of City services. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 103 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Public Works From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Employee turnover due to retirements. Recruiting new employees to fill these openings. ➢ Scheduling and capacity to schedule staff training for all employees working different shifts and days. ➢ Providing an increased number of maintenance technicians to service the increased number of city fleet units. (example: additional fire equipment needed to support a new fire house) ➢ Construct infrastructure to support electrification of the city fleet and private vehicles to include necessary training for technicians to maintain the infrastructure. ➢ Identify funding for the purchase and future replacement of electrification of the city fleet. ➢ Identify funding streams (federal) to purchase recycling carts and implement automated collection of recycling and yard waste carts. ➢ Lacking virtual training infrastructure for field staff. ➢ Inventory Management infrastructure/capacity. ➢ Routing software to assist in employee training, turnover and safety during winter months and onboarding. ➢ Technology in the Field – both training and technological infrastructure Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 104 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Public Works Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Department APWA Accreditation 2. Implementation of the new ERP system 3. Develop a new annual inspection program for the flood control system due to changes in the Corps of Engineers annual inspection program 4. Implementing technology in solid waste vehicles to improve large item collection and other solid waste services. 5. Managing on-going increases in call volume at Public Works 6. Implementing a litter clean-up program - on-going focus 7. Completion of the funded 10-mile Public Works overlay program. 8. Filling employee vacancies due to employee retirements 9. Record management – paper to digital 10. Construction of EV infrastructure to support electrification of the city fleet 11. Aging sewer infrastructure and maintenance required to meet consent decree 12. Replacement of equipment and vehicles – lead times and product shortages 13. Implementing technology to capture street ratings and supplement Iowa Department of Transportation’s decrease in frequency of their ratings. 14. Implementing citywide automated collection for Solid Waste Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 105 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Public Works Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Identify issues related to a city EV fleet including lead time on vehicles, infrastructure, additional purchase costs, and training for maintenance staff. 2. Automated curbside recycling and yard waste conveyance systems Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 106 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Office of Shared Prosperity and Neighborhood Support From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Stagnate population growth ➢ Internal and external employers are having issues finding people to work ➢ Relationships within the organization and community our fragile ➢ Wages are not meeting the needs of people’s basics needs like affordable, healthcare, childcare housing, transportation and education, especially for racial minorities. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 107 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Office of Shared Prosperity and Neighborhood Support Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Hiring a Data Analyst 2. Determining how the city will measure progress with the Equitable Poverty Reduction & Prevention Plan • Working with the community Foundation of Greater Dubuque, United Way and Greater Dubuque on what is considered a living wage in the City of Dubuque by using the asset limited, income constrained employed (ALICE) methodology. • Facilitating discussion between the City, Greater Dubuque Development and local banks to improve access to resources to increase homeownership Facilitating discussion with Crescent Community Health Center and MercyOne on ways to improve access to healthcare 3. Expanding City Life for youth year around 4. Co-create City Life in all Spanish 5. Establishing guidelines on how you can create a neighborhood association 6. Supporting existing neighborhood association with neighborhood projects Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 108 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Office of Shared Prosperity and Neighborhood Support Please list issues or projects that you would like for the city to address this 2022 – 2023 1. How we collect, share and use data 2. Recruiting and retaining diverse leaders 3. Improving connectivity to people and amenities Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 109 MAJOR CHALLENGES Dubuque, Iowa June 2022 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. ➢ 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 all city staff and departments to incorporate this data into planning and budgeting efforts. ➢ Capacity – staff will increase in FY23 but the work of the office, 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, remains a heavy lift. Shortages will be felt in the ability to implement the Climate Action Plan to meet GHG reduction goals and increase adaptive capacity and resiliency of Dubuque in a timely fashion. ➢ Growing Sustainable Communities Conference Expansion (mgmt. in progress) – 2022 will be a recovery year after 2 canceled conferences (2020 and 2021). Delivery of a well-attended, informative conference, in person will be the focus for the year, not expansion. ➢ Recruitment of Green Iowa AmeriCorps members in current job market. The 5-member team that makes up Dubuque’s Energy and Community Green Iowa AmeriCorps team is critical to the success of the department and meeting the 50% by 2030 plan while also alleviating energy burden among vulnerable residents. Due to low unemployment and increasing wages, it is difficult to attract high quality, dedicated members to work for a small stipend and education award. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 110 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 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 (generally, specifics listed below). 2. Renew DBQ LMI Solar Program – Expand program to 20 homes or more, seek additional funding to recoup lost state solar tax credit, improve program model and support replication in other jurisdictions. 3. Teen Resiliency Corps – focus on emergency preparedness or other climate action on block level; build adult mentor network, work with other jurisdictions to implement TRC. 4. Civic Leaders Project – after a successful pilot, focused on increasing civic leadership and engagement among residents of color, the body of work needs to continue. Determination of where the program lives and how it is funded needs to be addressed. We will continue offering course, add 7th week to focus specifically on the needs of BIPOC residents interacting in primarily White spaces and train past cohort members to take on bulk of facilitation. 5. Fleet Electrification Work – continue to support charging infrastructure throughout city and advance electrification of fleet vehicles, including transit. 6. Buildings and Energy work (to be completed by new Climate Action Coordinator) - 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. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 111 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Sustainability Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Community outreach planning and engagement related to the 50% by 2030 CAP 2. Greenhouse Gas Inventory Update 3. Carbon Disclosure Project reporting Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 112 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Transportation Services From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Driver retention, the addition of 4 new full-time drivers in FY23 will greatly help. We see constant turnover due to part time drivers leaving for full time positions with benefits. ➢ Short Term: Parking ramp technology. Replacement parts are becoming harder and harder to find for our older systems. Some of the systems do not have any replacement parts due to the manufactures being out of business. The Smart Parking/Mobility study should address this with new technology for the future. ➢ Increased equipment costs and maintenance costs. Current new electric buses have costs averaging around $950K-$1 million per bus. This does not include the charging system costs of $75-$150 K per bus. The FTA is pushing more electric buses with the new infrastructure bill. During the 3-day Gillig mechanical and technical training, Dubuque mechanics were trained on new electric components that run throughout the buses. The new technology and safety requirements pose potion future repair costs. We have seen a 15-30% increase in costs due to covid-19 issues. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 113 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Transportation Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Smart Parking/Mobility consultant review and analysis. 2. Increased service for the Flora Pool shuttle. With Sutton pool not opening a shuttle has been outlined and will run during the summer to get residence to Flora pool. 3. Jule Electrification-Bus and charger selection stage. Currently reaching out to Alliant for clarification on infrastructure needs to power the chargers and finalizing specs for the electric bus. 4. Supporting economic development with the Historic Millwork District study. Currently in consultant selection stage. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 114 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Transportation Services Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Smart Parking/Mobility technology upgrades. This is pending we have funding for the upgrades. 2. The Jule electrification. The Jule has a grant for funding one electric bus along with a charging station. The charging infrastructure needs to be established to supply the correct amount of energy for the Jule current state and future state if more electric buses are added. 3. Bus Stop ADA improvements, adding technology to improve visually impaired capability to navigate the Jules routes. Bus stop shelters to be added to higher volume locations. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 115 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Water From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Maintain all water treatment processes, pumping, storage and distribution systems in compliance with EPA and IDNR Water Quality Rules and Regulations ➢ Maintenance and operation of the water distribution system to support 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, therefore a staffing levels should be evaluated to meet customer expectation and ensure DNR compliance. ➢ Monitoring and evaluating 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. Specifically, ensuring improvements are following a engineered Master Plan for greatest efficiency, project coordination with others, and maintaining fiduciary responsibility to our customers. ➢ Employee training, career opportunities, advancement, and retention. ➢ Maintenance of the GIS database, ensuring all assets are up to date and entered into GIS as the department moves toward being fully digitized per its records retention policy. ➢ REVISED REGULATION: Upcoming changes to the Lead and Copper Rule and compliance with the current rule and EPA guidance. The first milestone in compliance is October 16, 2024, when municipalities will be required to submit Lead Service Inventories to the USEPA, map lead service line, and make the map publicly available. Additional requirements not yet finalized will also be coming by the end of 2022. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 116 ➢ 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 requires pre-sampling preparations in 2022, sample collection from 2023-2025, and reporting of final results through 2026. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 117 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 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 2022 2. Well Rehabilitation of Well 7 3. Implementation of HachWIMS Operations Software 4. Consulting Engineering Services for Water Treatment Plant Condition Assessment and Master Planning 5. Replacement of the existing Supervisory Control and Data Acquisition (SCADA) hardware and software Water Treatment Plant. The existing SCADA & radio communication programming and operating system RSLogix 500 is outdated and the hardware is no longer supported by the manufacturer/vendor and will need to be replaced for continued remote operations from and at the water treatment plant. 6. The extension of fiber optic communications will be coordinated with City Engineering fiber optic installation. The Citywide Fiber project will encompass the installation of fiber optic connections in place of the current radio communication to the Water Departments pump stations, tanks, and towers. 7. Citywide Distribution System and Storage Improvements. construction of five key improvements to the City’s Pressure Zone 3 to address deficiencies in its water distribution system. The five key improvement areas are identified as follows: Central Avenue Booster Station, Central Avenue and Olympic Heights Water Main Extensions, Rockdale Road Water Main Extension, Southwest Arterial Water Tower (2-Million Gallon), North Cascade Road and Southwest Arterial Water Main Extension. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 118 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Water Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Work with Cartegraph for 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 from city staff. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 119 MAJOR CHALLENGES Dubuque, Iowa June 2022 DEPARTMENT: Water & Resource Recovery Center From your department’s perspective, what are the major challenges facing the city over the next 5 years? ➢ Increasing frequency of wet weather events. ➢ Competition with private sector for employees (e.g., salaries, benefits, flexible work arrangements, etc.). ➢ Balancing capital improvements with service affordability. ➢ Funding of utility extensions. ➢ Availability and cost of replacement parts/equipment/vehicles. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 120 MANAGEMENT/WORK IN PROGRESS Dubuque, Iowa June 2022 DEPARTMENT: Water & Resource Recovery Center Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Operations Staffing Transition (one shift operations). 2. FOG Program evaluation and improvements Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 121 INITIATIVES 2022 – 2023: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2022 DEPARTMENT: Water & Resource Recovery Center Please list issues or projects that you would like for the city to address this 2022 – 2023 1. Provide funding, for water quality improvement projects in watershed, in support of City’s Nutrient Reduction Plan. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 1 SECTION 6 DUBUQUE – ARE YOU READY… Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 2 Are You Ready for Societal Changes? A 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 – increased opportunities to work from home g. Subscription cars – they are here at some auto dealers h. Uncertain direction and funding for public transportation Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 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 the Judge and City Commission 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 – Judge and City Commission is incharge, limited roles for the Judge and City Commission 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 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 6 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 7 COVID-19 Learning Points and Opportunities B Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 8 4Learning Points 4Opportunities Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 9 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 10 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 11 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 12 COVID-19 Impacts C Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 13 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Airport Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand • N/A B. Decreased Demand • Revenues were significantly impacted (fewer fuel sales, PFC’s, CFS’s) initially but are returning to pre-COVID amounts • Commercial air service was at 3 daily flights pre-COVID and is currently at 2 daily flights 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) • Funding is no longer “frozen” • Unable to attain airfield mowing equipment from John Deere until 2023 production 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS –TO BE PUT ON HOLD OR DROPPED • None 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION • West side of airfield development: increased demand for cargo could provide opportunity for construction of a cargo/MRO location • Replacement or modernization of FAA aircraft contract tower Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 14 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: City Clerk’s Office Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand Questions and requests for assistance from license and permit applicants throughout the application process for the City Clerk’s Office various licenses and permits B. Decreased Demand In-person services have decreased but are still high enough in volume to require in- person city staff support, as residents continue to seek in-person guidance. 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 15 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: City Manager’s Office Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 16 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Economic Development/Arts & Culture Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand -Staff time spent on small business assistance increased, as we instituted a grant program and held/attended meetings with community partners to identify and address small businesses’ needs. -Staff time spent on supporting local arts & culture organizations increased dramatically to assist them with keeping operations going during mandated shutdowns as well as during slow uptake in attendance during ongoing waves of infection in the community. -Staff time spent to support increased activity in the arts and culture sector as new events, programs, individuals, and organizations are forming in response to COVID-19 isolation and new funding opportunities B. Decreased Demand 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) -Several housing development projects have been delayed due to supply chain issues and cost of materials, as well as financial institutions’ willingness to underwrite commercial projects. 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS –TO BE PUT ON HOLD OR DROPPED Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 17 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION -Additional staff needed for arts & culture efforts. State and federal grants have been identified to support our work assisting arts organizations, which need administrative staff, as well as marketing staff. Also, arts & culture is being infused into all facets of our economic development work in order to create a livable, vibrant community that attracts and retains a workforce (which has suffered during the pandemic). - Future funding to continue pilot programs in arts & culture currently being funded through outside grant sources: BIPOC-centered engagement funded through GARE, grants to individual creatives funded through NEA, communications campaign funded through IAC and Travel Iowa Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 18 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Emergency Communications Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand • Increased calls for service. • Increase in mental health related calls 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 More staff Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 19 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Engineering Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 20 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Equity and Human Rights Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Moving the office to the Ruby Sutton Building has Increase accessibility and visibility of the Equity and Human Rights Office and its services. This has prompted an audit of promotional and educational materials. Additionally virtual meeting capabilities have increased community awareness of our commission activities. B. Decreased Demand 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) None at this time. 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS –TO BE PUT ON HOLD OR DROPPED None at this time 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION None at this time Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 21 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Finance Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand – Utility Billing Assistance from other agencies and the City funded assistance through ARPA 95 Active Payment Plans and 126 payment plans have been paid in full Iowa Finance Authority Rent and Utilities Assistance program assisted 169 accounts HACAP/LIHWAP Program has assisted 427 accounts ARPA Utility Bill Assistance has assisted 119 accounts Reduced fees for income qualified: Stormwater: 571 accounts enrolled Refuse: 567 accounts enrolled Water: 513 accounts enrolled Sanitary Sewer; 515 accounts B. Decreased Demand Walk-in Customer traffic volume has decreased significantly 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 22 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Fire Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand – Increased EMS responses. Supply chain issues concerning protective equipment. B. Decreased Demand – time spent with hands on training in bigger groups. 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) All vehicle purchases take considerably longer. 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS –TO BE PUT ON HOLD OR DROPPED None. 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Replacement of Rope Truck and Brush Truck. Funds for these vehicles were used to purchase a used ambulance. The used ambulance was purchased because of the long wait for two new ambulances to be built. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 23 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Health Services Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand Animal Control, Mobile and Temporary Food Vendors B. Decreased Demand Refuse Hauling Permits 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) Community Health Needs Assessment and Health Improvement Plan (CHNA-HIP) 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS –TO BE PUT ON HOLD OR DROPPED 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Collaboration with Fire Department on health promotion and disease prevention activities. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 24 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Housing & Community Development Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand – Continue to allocate significant labor resources to CARES Act funding initiatives/programs to assist residents. Many other programs have been placed “on hold” to support that spending on time. Additional homeless camps and individuals that need to be served. B. Decreased Demand 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 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 25 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Human Resources Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand ● 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 26 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Information Services Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand • Addressing on-call 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. • ERP support B. Decreased Demand • Printing, mailing and forms processing done by a centralized print center staffed by IS. This task has been moved to Departments 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS –TO BE PUT ON HOLD OR DROPPED Socrata Performance Management Drop 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION 311 Center AchieveIT Goals, Plans and Integration Management (this will replace Socrata Open Performance) Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 27 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Leisure Services Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand • Increased demand in daily golf usage (non-season pass holders). Increase seen at Marina for recreational boaters and fuel sale. • Parks, campgrounds, marinas, and outdoor activity locations have seen exponential increased usage since the pandemic. This has resulted in additional litter, graffiti, damage and wear and tear to park amenities. A campground manager was difficult to hire in 2021(not hired until mid-July) and currently one has not been hired for 2022. Limited marina staffing last year and so far this year. This creates additional work for administrative staff as well as park full time and temporary staff. • Public expects response time to inquiries and requests very quickly. • Public is eager to return to “normal” which we are seeing in a recovery/increase in program registrations and service requests. Staffing challenges are slowing the process to bring programs and services back up to the “normal” level, creating increased tension between the public and organization. • 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. (continued on next page) Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 28 (continued) • 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. Lack of seasonal (temporary) employees in the Park Division in 2020 and limited in 2021 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. • Time spent on COVID related work in the first 1 ½ - 2 years of COVID has delay ALOT of work on projects, initiatives and overall department operations work added in the new items like ERP (which will be very good when implemented), infrastructure bill research and projects) and we are just behind and underwater. • People want to swim and have 2 pools open but not possible without staff • Lots of pent-up demand for just about anything related to quality of life and Leisure Service areas served 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 • Staffing Shortages impacting several programs/services across department. These include but are not limited to the closing of the Marina Store, reduction in program sites/offerings, prioritization of maintained landscape areas (including golf course), seasonal closing of a pool facility. Expansion of youth AmeriCorps program beyond what it is today must be put on hold unless significant human and financial resources are allocated to it. The changes in the division bring the program up to support the current capacity of the program, not future growth. Expansion will require additional human and financial resources to support high-needs youth programming. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 29 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION • Research with school district and partners during year 3 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 • Continue to initiate conversations with the DCSD around the incorporation of water safety and lifeguard certification into school curriculum and with local colleges allowing students to accrue credits through summer employment. • The need to develop and hire a FT position dedicated to the Department on engaging the community, equitably marketing programs and services and informing the potential workforce on opportunities. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 30 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Library Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand Homebound and curbside pick-up saw increase and continued success Increase in need and demand for meeting space for virtual meetings. B. Decreased Demand COVID-19 has been a boost to streaming services and streaming sites for media. As a result, a decreased demand and decreased access to physical materials for items such as audio books, movies, and television series on physical media has been a result. 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) Moratorium on in-person programming during high-risk community spread. 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS –TO BE PUT ON HOLD OR DROPPED 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION More access to digital materials and consideration for more-small group or individual meeting space to accommodate for increase requests enclosed spaces for virtual meetings. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 31 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Planning Services Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand • None 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 32 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Police Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand The demand remained fairly neutral. Types of calls for service changed, for example not as much traffic, but brain health calls increased. The increase on demand was due to staffing around COVID with mandatory quarantine. B. Decreased Demand 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 Recruitment and Retention Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 33 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Public Information Office Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 34 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Public Works Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 35 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Office of Shared Prosperity and Neighborhood Support Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Saw a decrease in active neighborhood association with neighborhoods project 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 36 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Sustainability Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand Home energy audits and weatherization to address energy burden 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 37 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Transportation Services Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand B. Decreased Demand: The Jule saw a decrease from 488k riders in 2019 to 319k riders in 2021. Parking saw a decrease and the Smart Parking/Mobility study is looking at the new hybrid workforce. 2. CURRENT PROJECTS OR PROGRAMS – CONSIDERATION FOR DELAY (short term) The FTA has lifted the Covid-19 mask ban. Buses are still cleaned per Covid-19 processes. 3. CURRENT OR UPCOMING PROJECTS OR PROGRAMS –TO BE PUT ON HOLD OR DROPPED Nothing to report. 4. NEW INITIATIVES OR OPPORTUNITIES – NEEDING CONSIDERATION Nothing to report. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 38 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Water Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Increase Demand Customer payment assistance. Delinquent utility bill accounts increased as turn-offs for non-pay were suspended during the height of the pandemic. The reduced utility fee program was extended in fiscal year 2021 to include residents who applied for and were approved to receive a discount of up to 50 percent of the minimum water charge. In fiscal year 2022, 2%, or just under 500 water utility customers were able to take advantage of the program. 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 39 COVID-19 IMPACTS: PROJECTS AND SERVICE DELIVERY Dubuque, Iowa June 2022 DEPARTMENT: Water & Resource Recovery Center Every office is being impacted by the COVID-19 crisis from daily operations to major projects. Please reflect on the impacts on your office 1. DIRECT IMPACTS ON SERVICES AND PROGRAMS A. Affordability of utility fees for low-income residents (the City’s income-based utility fee reduction program has helped with this). 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 A. Consider additional opportunities to assist low-income residents. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 1 SECTION 7 STRATEGIC DISCUSSION ON CRITICAL ISSUES [Updated: 8/12/22] Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 2 Strategic Topics for Discussion City of Dubuque 1. Affordable Housing 2. Childcare 3. Tourism Development 4. Community Re-fresh/Beautification 5. Community Civility 6. Air Service Future 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 1 SECTION 8 PLAN 2022 – 2027 [Updated: 8/12/22] Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 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 Goal 8 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 4 Definitions of Actions POLICY – is an issue that needs direction or a policy decision by the Council; or needs a major funding decision by the Council; or an issue that needs Council leadership by the governing body in the community; or with other governmental bodies (City government, other City governments, state government, federal government) – questions of “WHAT: IS THE DIRECTION; IS THE GOAL; IS THE BUDGET OR RESOURCES; IS THE CITY'S POLICY OF REGULATION?” MANAGEMENT – a management action which the Council has set the overall direction and provided initial funding (e.g., phased project), may require further Council action on funding; or a major management project particularly multiple years (e.g. upgrade to the information system) – questions of “HOW: DO WE ADDRESS THE ISSUE, MANAGE THE CITY; IMPLEMENT A DECISION OR PROGRAM; CAN WE IMPROVE THE MANAGEMENT OR ORGANIZATIONAL PROCESS?” MANAGEMENT IN PROGRESS – a management or organization action which Council has set the direction, needs staff work before going to Council for direction next year or beyond, no choice mandated by an outside governmental agency or institution, management process improvement budgeted or funded by the Council. MAJOR PROJECT – a capital project funded in the CIP or by Council action which needs design or to be constructed (e.g., Road project, City facility project, park project, etc.). ON THE HORIZON – an issue or project that will not be addressed during the year by management or the Council but should be addressed in the next five years; it could become an action item for this year if another party moves the issue or project forward – it depends on them. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 5 Definitions of Terms 2022 – Action identified in last year’s five-year plan for Mayor and City Council or Management MIP Management in Progress identified in last year’s five-year plan MP – Major project identified in last year’s five-year plan M/CC– Topic was brought up during Mayor and Council Member interviews. Mgmt – Topic was brought up by Department Managers during the Goal discussion during the Strategic Planning Session or in their Departmental Worksheets OTH – Topic was brought up last year and was placed “On the Horizon” – action beyond the next two years BOLD ITALIZED PRINT WITH **** City Manager recommended Priorities for 2022 – 2023 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 6 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 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 7 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 8 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY Challenges and Opportunities PRIORITY 1. Quality, affordable childcare/elder care for all shift workers 2. Workforce shortage and skill gaps 3. Lack of quality, affordable rental housing [30% – 80%] community- wide 4. Helping individuals in poverty to attain living wage jobs 5. Recruiting new and diverse businesses along Central Avenue, Kerper Boulevard and North End 6. Supporting working from home with high speed, reliable and affordable broadband service 7. Threat to state and federal economic development tools –TIF, Historic Tax Credits, grants and others 8. Including ex-offenders in the workforce or business opportunities 9. High unemployment among racial minority populations 10. Addressing the increase in poverty rate in the Dubuque community Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 9 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY Challenges and Opportunities PRIORITY 11. Availability of local quality workforce and matching educational programs with needs of employers 12. Becoming a desirable community with amenities for all ages 13. Supporting a multi-cultural workforce 14. Partnering with others for business recruitment 15. Uncertain global and national economy with inflationary trends and lack of availability of resources, workforce and materials 16. Increasing the household income for African-American/Black community 17. Economic forces beyond the City’s control: inflation, recession, supply chain issues and interest rate increases 18. Workforce desiring quality of life amenities 19. Recent actions and the message to developers and businesses 20. Attracting working remotely employees to Dubuque Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 10 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY Challenges and Opportunities PRIORITY 21. Timely site plan reviews and turnaround time 22. Lack of hotel and hotel rooms 23. Tapping the potential for tourism especially sports tourism 24. Uncertain future of local colleges 25. Refreshing Cable Car and North Main Street areas 26. Future development of South Port area 27. Future of the Grand Hotel 28. Retaining/retooling workforce with an aging community curtailing the outflow of workforce and families 29. Addressing lack of air service 30. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 11 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY Policy Actions 2022 – 2023 PRIORITY 1. Community Workforce: Direction, Notification of Available Rentals and Zoning Modifications**** 2022 M/CC Mgmt 2. Industrial Park Development**** a. West McFadden/Graft Infrastructure: Direction and Funding b. Crossroads Infrastructure: Direction and Funding 2022 M/CC Mgmt 3. Poverty Prevention and Reduction Plan Implementation: Living Wage Definition, Data Measures and Tracking Progress and Healthcare Equity **** 2022 M/CC Mgmt 4. Dubuque Brewing & Malting Building: Decision MIP M/CC Mgmt 5. Downtown Commercial Business Building Assessment Implementation: Policy Direction and Funding Mgmt 6. Dubuque Initiatives: Update and Next Steps M/CC 7. Port New Hotel Development: Monitoring and City Actions M/CC 8. Grand Harbor Hotel: Update and Direction M/CC Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 12 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY Policy Actions 2022 – 2023 PRIORITY 9. Comprehensive Sports Tourism Strategy: Development M/CC 10. Comprehensive Tourism Strategy: Development M/CC 11. Cruise Expansion Plan: Direction and City Actions M/CC 12. Business Departures: Analysis, Report with Findings and Recommendations, Direction and City Actions M/CC 13. Business Expansion Strategy/Action Plan: GDDC Update Report and City Actions M/CC 14. Main Street Re-Fresh: Outcomes, Report, Direction and Funding M/CC 15. Port of Dubuque Re-Fresh: Direction and City Actions M/CC 16. Job Fair for Dubuque Development: Direction and City Actions M/CC Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 13 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY Policy Actions 2022 – 2023 PRIORITY 17. Air Service Future: Options, Direction and City Actions**** Mgmt 18. 19. 20. 21. 22. 23. 24. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 14 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY Management Actions 2022 – 2023 PRIORITY 1. River Cruise Infrastructure and Initial Cruise**** 2022 M/CC Mgmt 2. Field of Dreams: Next Steps for City**** 2022 M/CC Mgmt 3. Childcare Initiative: Next Steps**** Childcare Strategy/Action Plan: Outcomes, City Role, Partners and City Action (including 2nd Shift) 2022 M/CC Mgmt 4. 5. 6. 7. 8. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 15 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY Management in Progress 2022 – 2023 TIME 1. Black/Brown Business: Complete Data Collection and Report Mgmt 2. MWBE Procurement Policy and Process Revision: Completion Mgmt 3. DRA: Update Report M/CC 4. 5. 6. 7. 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 16 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY Major Projects 2022 – 2023 TIME 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 17 GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY On the Horizon 2023 – 2027 1. South Port Redevelopment Area-Wide Concept Plan: Implementation OTH 2. Northend Revitalization Action Plan: Outcomes, Direction and City Actions OTH 3. JFK Corridor Revitalization/Redevelopment: Outcomes, Report with Options, Direction and Actions OTH 4. Port of Dubuque Development: Update Report, Direction and Actions OTH 5. Kerper Boulevard Revitalization/Redevelopment: Direction, City Actions and Funding OTH 6. Southwest Arterial Corridor Business Development: Outcomes, Direction, City Actions and Funding OTH 7. Commercial Air Strategy/Action Plan: Outcomes, Direction and City Actions (including Travel Dubuque Campaign) 2022 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 18 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 Have the Police working with community to create a safe community Objective 7 Objective 8 Objective 9 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 19 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE Value to Community 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 20 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE Challenges and Opportunities PRIORITY 1. Diversifying the public safety departments workforces 2. Reducing the fear level of individuals who are different than me and the fear of harassment and different treatment 3. Addressing the institutional and structural interplay between race and poverty 4. Defining the City’s role with increasing demands for brain health 5. Retaining diverse cultures in public safety departments 6. Developing a Animal Service enforcement through sworn officers 7. Aging City facilities needing significant maintenance and major repairs 8. Having a meaningful community dialog on racial bias and equity 9. Demands and capacity for animal control services 10. Funding for Pacific Islanders and special populations health services Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 21 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE Challenges and Opportunities PRIORITY 11. Finding contractors for population grant programs 12. Understanding and addressing community health needs and defining the City’s role 13. Increasing issues and concerns regarding homeless populations, including living in the lobby of City facilities 14. Transitioning dispatch/communications to Dubuque County 15. Recruiting and retaining dispatchers 16. Having and funding a Fire Vehicle, Equipment and Facilities Replacement Plan, including buildings over 100 years old 17. Defining “brain health” and the City’s role and aligning brain health providers 18. Shortage of healthcare workers in the region 19. New emerging workforce that their expectations: work, overtime, time- off, etc. 20. Antiquated Civil Service hiring process and the impediments to timely hiring Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 22 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE Challenges and Opportunities PRIORITY 21. Keeping up with NIMS requirements and training 22. Police facility inadequate for current and future staffing in a County- owned facility 23. Changing state laws and regulations impacting public safety 24. 25. 26. 27. 28. 29. 30. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 23 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE Policy Actions 2022 – 2023 PRIORITY 1. Public Safety/First Responders: Direction and Funding**** a. Fire Station Location b. 21st Century Policing Report c. 911 Communications Facilities and Management Structure Changes Mgmt 2. Brain Health Strategy/Initiative: Definition, City Role, Policy Direction and City Actions 2022 M/CC Mgmt 3. Homeless: Needs/Issues Assessment, Partners, Outcomes, Report with Options, Policy Direction, City Actions and Funding OTH Mgmt M/CC 4. Additional Public Safety Staffing: Next Steps and Funding M/CC 5. Westend Fire Stations: Direction and Funding M/CC 6. Diversity Equity and Inclusion City Action Plan: Policy Direction and City Actions M/CC 7. Fire Code Update: Adoption M/CC 8. Emergency Communication Transfer to Dubuque County: Policy Direction and City Actions M/CC Mgmt Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 24 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE Policy Actions 2022 – 2023 PRIORITY 9. 10. 11. 12. 13. 14. 15. 16. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 25 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE Management Actions 2022 – 2023 PRIORITY 1. Equitable Fines and Fees Reform: Advocacy, Pilot Program, Policy Changes and Funding**** 2022 M/CC Mgmt 2. Fire Culture Action Plan: Development and Implementation M/CC 3. NIMS Development and Training: Implementation Mgmt 4. 5. 6. 7. 8. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 26 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE Management in Progress 2022 – 2023 TIME 1. Comprehensive Police Transparency Annual Report: Completion and Presentation Mgmt 2. Crescent Community Health Center Expansion of Population Health Program: Funding, Board Leadership and Other Actions OTH Mgmt 3. Healthy Homes Enforcement: Implementation OTH Mgmt 4. 9-1-1 Center Accreditation: Completion OTH Mgmt 5. Fire Recruitment and Staffing Mgmt 6. Police Recruitment and Staffing Mgmt 7. Public Safety Equipment Review Mgmt 8. Public Safety Training Review Mgmt 9. Community and Interdepartmental Partnership Expansion Mgmt 10. Public Safety Data Analytics Enhancement Mgmt Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 27 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE Management in Progress 2022 – 2023 TIME 11. Traffic and Security Cameras Deployment Mgmt 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 28 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE Major Projects 2022 – 2023 TIME 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 29 GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE On the Horizon 2023 – 2027 1. Maternal Health Services: Assessment, Report with Options, City Role, Direction and City Actions 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. Community-Based Health Promotion: Capacity and Funding OTH 7. Food Insecurity: Report with Findings and Options, Direction, City Actions and Funding (including Food Desert and Grocery Store Attraction) OTH 8. Restorative Justice: Direction and City Actions OTH 9. Community Cameras Program: Outcomes, Best Practices, Report with Options, Direction, Funding and City Actions OTH 10. OTH Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 30 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, streetscapes/landscaping 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 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 31 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE Value to Residents 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 32 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE Challenges and Opportunities PRIORITY 1. Continuing momentum and delivering results in Downtown, Historic Millwork District, Bee Branch Watershed, Riverfront and Central Avenue and historic areas/corridor area 2. Limited land for residential development within the City of Dubuque 3. Reducing slum and blight through effective enforcement and incentives 4. Dispersing and de-centralizing affordable and low-income housing while developing options for affordable housing throughout the community 5. Attracting workforce professionals and families to live in Dubuque 6. Preserving and rehabilitating affordable housing and building stock – oldest in Iowa 7. Addressing community poverty especially the impacts on vulnerable residents 8. Property owners who are not investing in the maintenance or upgrade of their homes or buildings 9. Lack of quality affordable housing units 10. Aging City infrastructure and facilities needing replacement or major repairs Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 33 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE Challenges and Opportunities PRIORITY 11. Annexing and expanding the City boundaries with the capacity to fund City services and infrastructure 12. Advocacy for affordable housing programs and funding with State of Iowa and federal government 13. State laws regulating housing and the City’s role, including AirBNB 14. Increasing juvenile gun violence in neighborhoods 15. Lacking of positive experiences for youth – nothing for youth to do 16. Building a sense of neighborhood community identity 17. Increasing homeless populations 18. Lack of Police staffing for community policing and traffic unit 19. Lack of grocery stores in the northend Dubuque 20. Dubuque topography making development more expensive Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 34 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE Challenges and Opportunities PRIORITY 21. Old neighborhood parks needing upgrade and enhanced maintenance with the City developing new parks in new neighborhoods 22. Problems in mobile home parks with the State of Iowa limiting City actions 23. Perceptions that high income residents are treated differently than lower income neighborhoods and residents 24. 25. 26. 27. 28. 29. 30. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 35 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE Policy Actions 2022 – 2023 PRIORITY 1. Housing Expanded Opportunities: Policy Direction and Funding**** a. Housing Incentive Policy: Review and Direction b. Westside Annexations: Direction and Implementation c. Development Project M/CC Mgmt 2. Central Avenue Revitalization Plan: Adoption, Direction and City Actions**** MIP M/CC Mgmt 3. Historic Millwork District Parking – Funding to Build Ramp: Direction**** Mgmt 4. Truck Route Ordinance: Direction and Adoption M/CC Mgmt 5. Northend Food Access: Evaluation, Report, Direction and City Actions OTH M/CC 6. All Neighborhoods Beautification Plan: Outcomes, City Role, Development, Policy Direction and Funding (including Grandview Corridor) Community Beautification Strategy/Action Plan: Update, Direction, Funding and City Actions OTH M/CC 7. Affordable Housing Creation: City Role, Direction and City Actions M/CC 8. Rent Increases: Outcomes, Best Practices, Report with Options and Direction M/CC Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 36 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE Policy Actions 2022 – 2023 PRIORITY 9. Mobile Home Parks: Condition Assessment/Problem Analysis, Outcomes, Legal Framework, Report, Direction and City Actions M/CC 10. Affordable Senior Housing: Outcomes, Best Practices, Report Direction and City Actions M/CC 11. Code Violators/”Frequent Flyers”: Analysis, Report with Findings and Recommendations, Direction and City Actions M/CC 12. Butterfield Neighborhood Improvements: Direction and City Actions M/CC 13. Tree Planting Program: Review, Direction and Funding M/CC 14. Historic Millworks District: Update and Next Steps M/CC 15. Cable Car Area Clean-Up Action Plan: Direction and City Actions M/CC 16. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 37 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE Management Actions 2022 – 2023 PRIORITY 1. Imagine Dubuque Comprehensive Plan Implementation: Reporting Mechanism**** 2022 Mgmt 2. Historic Building Rehabilitation/ Preservation: Goals, Policies Review, Partners Update, Ordinance Revisions and Buildout Requirements/Guidelines 2022 Mgmt 3. Emerald Ash Borer: Update Report and Direction M/CC 4. UDC Update: Recommendations and Decisions 5. Building Code Update: Recommendations and Decisions 6. Future Land Use Map Update: Funding and Adoption 7. Police Staffing for Community Policing and Traffic Unit: Report, Direction and Funding 8. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 38 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE Management in Progress 2022 – 2023 TIME 1. Port Housing Project: Implementation MIP 2. Neighborhood Associations Guidelines: Development Mgmt 3. Multi-Cultural Family Center Youth Programs: expansion Mgmt 4. Weed Reduction Program: Implementation Mgmt 5. 6. 7. 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 39 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE Major Projects 2022 – 2023 TIME 1. Hendrick’s Feed Site Parking Ramp: Design and Construction MP Mgmt 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 40 GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE On the Horizon 2023 – 2027 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. Multi-Tiered Housing Inspection Program: Future OTH 8. Youth Tree Planting Initiative: Outcomes, Best Practices, Report with Options, Direction and City Actions OTH 9. Development Process Streamlining: Process Evaluation, Best Practices, Report with Findings and Recommendations, Direction and City Actions OTH 10. Safe Housing – Housing Inspection Program Enhancements: Degree of Enforcement, Report with Recommendations, Direction and City Actions OTH Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 41 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 2015 Debt Reduction Plan Objective 6 Secure City information and data using the “Best Practices” of the Dubuque community, including Off-Site Back-Up Center Objective 7 Objective 8 Objective 9 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 42 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 43 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. Balancing City service delivery with available resources, City organizational capacity, the community’s expectations and new initiatives 4. Recruiting and retaining a diverse City workforce 5. Retirements and succession planning 6. Developing tools for making better data-driven decisions 7. Virtual City government and a “new normal” – governance, services and programs 8. Climate of distrust in all governments, including City government 9. Responding to misinformation and disinformation on social media 10. Funding and time for managers and employees training and professional/personal development Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 44 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY Challenges and Opportunities PRIORITY 11. Coordinating community resiliency preparation, response and recovery from a disaster or crisis 12. Tired and emotional drained City workforce with an uncertain future 13. Aligning the City Organization with Core Values 14. Determining the future of tele-working 15. Developing a meaningful total rewards program for all City employees 16. Diversifying the City workforce 17. Continuing the modernization of the human resources policies and processes 18. Antiquated Civil Service System 19. Implementing the ERP system and changing organizational processes 20. Extremely competitive employment marketplace Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 45 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY Challenges and Opportunities PRIORITY 21. Providing a secure workplace balanced with customer service 22. 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 46 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY Policy Actions 2022 – 2023 PRIORITY 1. City Workforce: Direction and Funding**** a. Pay and Classification Study b. Part-Time to Full-Time c. Additional Staffing Levels Mgmt 2. City Information and Network Security: Risk Assessment and Remote Back-Up Center for Redundancy 2022 M/CC Mgmt 3. Federal Infrastructure Program Preparation Matching Dollars Funding and Shovel Ready Designs 2022 M/CC Mgmt 4. ARPA Projects M/CC 5. Proactive Communication Strategy/Action Plan for Disinformation: Outcomes, Best Practices, Report, Direction and City Actions M/CC 6. City Employee Retention Action Plan: Direction and City Actions M/CC 7. 1st Floor City Hall Remodel: Project Scope, Report, Direction, Funding and City Actions M/CC 8. City Volunteerism Program Expansion: Current Program Review/Evaluation, report with Options, Direction, Funding and City Actions M/CC Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 47 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY Policy Actions 2022 – 2023 PRIORITY 9. AmeriCorps Program Expansion: Direction M/CC 10. Tax Policy: Review and Direction M/CC 11. Earn and Learn Program Development/Expansion: Direction and City Actions M/CC 12. City Facility Ownership: Property/Facilities Inventory/Review, Report and Direction M/CC 13. Citizen Engagement Strategy/Action Plan: Review and Direction M/CC 14. Workplace Culture Evaluation: Survey and Report M/CC 15. 16. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 48 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY Management Actions 2022 – 2023 PRIORITY 1. Organizational Culture Continuous Improvement**** a. Performance Reviews b. Exit Interviews c. Consultation Services and Support Mgmt 2. Pay and Classification Study: Completion, Direction and Funding**** Mgmt 3. Downtown City Facilities/Work Space Analysis and Plan: Report and Funding Mgmt 4. 3-1-1 Service Model: Report on Staffing and “One Stop Call”, Direction and City Actions OTH Mgmt 5. Human Resources Modernization: Update and Next Steps M/CC 6. 7. 8. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 49 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY Management in Progress 2022 – 2023 TIME 1. City Legislative Lobbying/Advocacy Agenda 2021 MIP 2. Cartegraph OMS System Asset Management System Expansion a. Enterprise Licensing b. Engineering c. Storm Sewer MIP 3. ERP Software Implementation MIP 4. City Plan and Performance Tracking Software and Reporting Tool: Implementation MIP 5. ADA Compliance Transition Report a. Funding Phase 2 b. Software MIP 6. Digital Signatures: Policy and Direction MIP 7. College Intern Program: Goals/Outcomes, Best Practices, Options, Direction and Funding OTH Mgmt 8. Employee Pipeline Action Plan: Implementation Mgmt 9. Chief Security Officer: Hiring Mgmt 10. Security Short Term Action Plan – Access Codes: Funding and Implementation Mgmt Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 50 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY Management in Progress 2022 – 2023 TIME 11. Longevity Pay for Permanent Part-Time City Employees: Funding and Implementation Mgmt 12. HRIS/Payroll and ExecuTime Implementation Mgmt 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 51 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY Major Projects 2022 – 2023 TIME 1. Engine House Remodel Project MP 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 52 GOAL 4 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY On the Horizon 2023 – 2027 1. City Employee/Contractor Living Wage Policy: Development and Funding 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 53 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 Reduce the community’s carbon footprint (50% by 2030) Have access to healthy foods for all Objective 3 Continue to provide safe, affordable and dependable drinking water for all residents Objective 4 Have access to healthy foods for all Objective 5 Reduce potential flooding through flood plain management, mitigation and protection Objective 6 Create a network of electric charging stations through public- private partnerships Objective 7 Have clean water – ground and surface Objective 8 Maintain/enhance air quality Objective 9 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 54 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 55 GOAL 5 SUSTAINABLE ENVIRONMENT:PRESERVING AND ENHANCING NATURAL RESOURCES Challenges and Opportunities PRIORITY 1. Educating our City employees, our residents and our 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 2. Protection of at-risk infrastructure and utilities, especially sanitary sewer system 3. Incorporating equity into policy discussions on sustainability and resiliency 4. Protecting the Dubuque community from flooding through storm water management 5. Cleaning up and reuse of “Brownfields” sites 6. Incorporating smart resiliency/sustainability in City organization policies, processes and daily practices 7. Climate changes: heat events, rain, wind events and flood events and the impact on energy demands 8. Engaging, educating the community and tapping the resources of the Resiliency Community Advisory Commission, including community education 9. Taking advantage of existing data and collecting new data to continue to be a smart city 10. Integrating climate adaptation into City operations Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 56 GOAL 5 SUSTAINABLE ENVIRONMENT:PRESERVING AND ENHANCING NATURAL RESOURCES Challenges and Opportunities PRIORITY 11. Flood wall breach threats 12. Learning from “best practices” and applying to the City of Dubuque 13. Preparing for the emerging electric vehicles (EV) 14. Shortage of solar panels 15. State of Iowa decisions and regulations limiting City of Dubuque actions 16. Need to address Kerper Pumping Station 17. Who pays – costs passed on to residents or businesses or cut level of City services 18. Determining the direction on and funding for infrastructure fixes – temporary or solving the underlining issues 19. Supply chain issues and the increasing costs of labor and materials 20. Staffing for automated recycling Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 57 GOAL 5 SUSTAINABLE ENVIRONMENT:PRESERVING AND ENHANCING NATURAL RESOURCES Challenges and Opportunities PRIORITY 21. Defining the City’s role in sustainability and the relationship to potential partners 22. 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 58 GOAL 5 SUSTAINABLE ENVIRONMENT:PRESERVING AND ENHANCING NATURAL RESOURCES Policy Actions 2022 – 2023 PRIORITY 1. Catfish Creek Sanitary Sewer Project: Debt Policy Direction, Phasing and Funding**** 2022 M/CC Mgmt 2. Bikeable/Walkable Dubuque: Definition of Concept, City Role, Direction, Funding and City Actions Bike-Friendly Community Designation/Recognition: Outcomes, Assessment, Direction and City Actions MIP M/CC Mgmt 3. Green Alley Program: Update Report, Direction, Actions and Future Funding OTH Mgmt 4. Recycling Automated Collection: Direction and Funding Mechanism Recycling Program/Carts: Review and Direction M/CC Mgmt 5. Bee Branch Basin: Re-Design, Re-Bid and Funding Mgmt 6. City Energy Policy – Buildings and Equipment: Report, Direction and City Actions Mgmt 7. Water to Four Mounds: Direction and Funding M/CC 8. Adopt-a-Park/Pollinator: Outcomes, Report with Option and Direction M/CC Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 59 GOAL 5 SUSTAINABLE ENVIRONMENT:PRESERVING AND ENHANCING NATURAL RESOURCES Policy Actions 2022 – 2023 PRIORITY 9. Air Quality: Update Report M/CC 10. Odor Reduction Action Plan: Direction and City Actions M/CC 11. 12. 13. 14. 15. 16. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 60 GOAL 5 SUSTAINABLE ENVIRONMENT:PRESERVING AND ENHANCING NATURAL RESOURCES Management Actions 2022 – 2023 PRIORITY 1. Climate Action Plan Implementation**** a. Low Income Solar b. City Fleet Electrification c. Energy Efficiency Program d. Building Energy Benchmarking 2022 M/CC Mgmt 2. Sewer System Infrastructure Asset Master Plan: Development and Adoption 2022 Mgmt 3. Lead and Copper Rule Compliance Water Sampling and Testing (Annual) MIP Mgmt 4. Renew Dubuque Solar: Completion MIP Mgmt 5. 6. 7. 8. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 61 GOAL 5 SUSTAINABLE ENVIRONMENT:PRESERVING AND ENHANCING NATURAL RESOURCES Management in Progress 2022 – 2023 PRIORITY 1. Emerald Ash Borer Program: Implementation a. Updated Tree Policy b. Tree Replacement MIP 2. Pollinator Habitat in Park System: Research and Budget Funding MIP 3. Water and Resource Recovery Center: Nutrient Trading MIP 4. Water Plant and Distribution Systems Condition Assessment/Master Plan OTH Mgmt 5. Yard/Food Waste Collection Mgmt 6. Electric Bus Implementation: City Actions OTH Mgmt 7. Bee Branch Operations and Maintenance: Evaluation and Learning Mgmt 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 62 GOAL 5 SUSTAINABLE ENVIRONMENT:PRESERVING AND ENHANCING NATURAL RESOURCES Major Projects 2022 – 2023 PRIORITY 1. Pressure Reducing Valve Installation MP 2. Water Lines Extension – Southwest Arterial: Funding MP 3. SCADA Overhaul: Water MP 4. Electrification Near Housing Department Parking Lot Mgmt 5. 6. 7. 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 63 GOAL 5 SUSTAINABLE ENVIRONMENT:PRESERVING AND ENHANCING NATURAL RESOURCES On the Horizon 2023 – 2027 PRIORITY 1. Community Electric Vehicle Preparation Regulations, City Fleet, Code Revisions, Charging Stations Development and Funding OTH M/CC 2. Community Solarization: Report and Direction OTH 3. Pesticide Use Reduction OTH 4. Water [Distribution and Treatment] System Master Plan: Funding and Development OTH 5. City Government Solarization: Report and Direction OTH 6. Drainage Basin/Flood Control through Native Planting OTH 7. Solid Waste Management Plan for 10 Years OTH 8. Tree Forestation and Canopy Strategy: Direction and City Actions OTH 9. South Flood Wall Buried: Funding OTH 10. Water Treatment Plant Upgrades: Direction and Funding OTH Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 64 GOAL 5 SUSTAINABLE ENVIRONMENT:PRESERVING AND ENHANCING NATURAL RESOURCES On the Horizon 2023 – 2027 PRIORITY 11. City Fleet Utilization Study: Direction and Funding Mgmt 12. Solar Energy Storage: Report and Direction Mgmt 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 65 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR 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 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 66 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 67 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE Challenges and Opportunities PRIORITY 1. Duplication of efforts and programs among community organizations 2. Recruiting and developing diverse City and community leadership for the long term 3. Creating outcomes that are equitable for all 4. Determining how to serve vulnerable populations – people of color; elderly and families with children in poverty 5. Equity becoming ingrained in City workforce recruitment and retention 6. Building a community in polarizing times 7. Residents questioning the role of government affecting the City’s ability to engage, interact and deliver services 8. Conflicts between pro-government/more government anti- government/less government in developing and maintaining services 9. Small number of people solving multiple problems 10. Decline in funding for nonprofit community organizations – national trend and impacted by COVID-19 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 68 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE Challenges and Opportunities PRIORITY 11. Marketing, outreach, lack of knowledge about other cultures and equity 12. Competition among community organizations for limited funds 13. Changing funding and partnerships among local, State of Iowa and federal governments 14. Defining “self-sufficiency” 15. Equitable distribution of City dollars to partners 16. Defining the City role and level of funding 17. Succession planning in Dubuque community leadership 18. Recognizing that some community partners will never be able to achieve self-sufficiency 19. Continuing to expand community engagement 20. Tapping the potential of the Multi-Cultural Family Center Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 69 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE Challenges and Opportunities PRIORITY 21. Expanding volunteerism in our Dubuque community 22. 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 70 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE Policy Actions 2022 – 2023 PRIORITY 1. Equitable Distribution of City Resources to Partners: Evaluation, Framework, Policy Direction, Revised Process and Funding Mgmt 2. True North: Update and Next Steps M/CC 3. Dubuque Community Building Campaign/Program: Outcomes, Best Practices, report, Direction and City Actions M/CC 4. Non-Profit Community Organizations Self-Sufficiency Action Plan: Update Report and Direction a. Dream Center b. Four Mounds c. Others M/CC 5. Purchase of Services Policy: Review and Direction M/CC 6. Forward Dubuque: City Role and City Actions Mgmt 7. 8. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 71 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE Management Actions 2022 – 2023 PRIORITY 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 72 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE Management in Progress 2022 – 2023 PRIORITY 1. Four Mounds/HEART Program: Funding 2022 2. Dream Center Facilities and Programs: Self-Sufficiency and Funding Direction Plan for 2022 3. Fountain of Youth: Plan for Self-Sufficiency and Funding Direction 2022 4. Dubuque Community Foundation Partnership Equity Profile 2022 5. City Life in Spanish Mgmt 6. Crescent Community Health Community Health Position Mgmt 7. AmeriCorps Support of Grade Level Reading Initiative: Update Report, Direction and City Actions MIP 8. GDDC 5-Year Funding Campaign: Direction and Funding MIP 9. Neighborhood Associations Investment: Project Implementation OTH Mgmt 10. Men with Children Homeless Shelter Creation: Outcomes, Best Practices, Report with Options, City Role and Funding OTH Mgmt Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 73 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE Management in Progress 2022 – 2023 PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 74 GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE On the Horizon 2023 – 2027 PRIORITY 1. Boards/Commissions Recruitment Plan OTH 2. Youth Summit/Conversation: Purposes, Direction and City Actions (including a Youth Commission) OTH 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 75 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 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 76 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 77 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES Challenges and Opportunities PRIORITY 1. Lack of indoor programming spaces and use agreements for leisure and arts opportunities 2. Funding for the maintenance of aging parks, structures and facilities 3. Connecting trail system 4. Developing facility/venues for families, particularly with young children 5. Sustainable and additional funding for leisure services facilities and programs 6. Adjusting seasonal/part-time employees wage levels and scheduling 7. Increasing demand for new alternative sports and need for land and facilities 8. Funding and developing new parks in newer subdivisions 9. Having equitable partnerships with schools and other community organizations 10. How to equitably deliver City services and programming Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 78 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES Challenges and Opportunities PRIORITY 11. Funding for ADA compliance 12. Lack of pet-friendly spaces and amenities 13. Inadequate dog park with high demand 14. Addressing issues and the future of Five Flags 15. Five Flags community perceptions and the operating/needs realities – “banner year” at Five Flags 16. Uncertain future of soccer fields 17. Emerging sports with increasing demands for facilities – lacrosse, pickleball, etc. 18. Having matching funds available for grant opportunities before submitting an application 19. Limited organizational capacity for the demands for arts and culture 20. Exploding mental health issues – people have forgotten how to relate to each other Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 79 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES Challenges and Opportunities PRIORITY 21. Workforce expectations of quality of life/leisure/arts and cultural facilities and experiences 22. Increasing demands for low-cost or free experiences 23. Attitude – “there is nothing to do in Dubuque” and how to inform the community 24. 25. 26. 27. 28. 29. 30. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 80 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES Policy Actions 2022 – 2023 PRIORITY 1. Chaplain Schmitt Island Master Plan: Implementation**** a. Overpass 14th Street Funding b. 16th Street Rebuild Funding c. Sports Fields d. Amphitheater Development 2022 M/CC Mgmt 2. Five Flags: Options, Funding Mechanism, Direction and Next Steps 2022 M/CC Mgmt 3. Blum Property: Direction M/CC 4. Recreation Programming Expansion: Needs Assessment, Report with Options, Direction, Funding and City Actions (particularly outdoor experiences and activities) OTH Mgmt 5. Indoor Community/Recreation Center: Feasibility, Purposes, Best Practices, Report with Options, Direction, Funding Mechanism and City Actions OTH M/CC Mgmt 6. Senior Programming and Services: Assessment, Report, Partners, Direction and City Actions M/CC 7. Dogs in Parks Policy: Review and Direction M/CC 8. Mural Program: Review and Next Steps M/CC Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 81 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES Policy Actions 2022 – 2023 PRIORITY 9. Jackson Park Restrooms: Completion M/CC 10. Parks and Recreation Service/Staffing Level: Review, Direction and Funding M/CC 11. Pickle Ball Courts: Needs Assessment, Report, Direction, Funding and City Actions M/CC 12. Aquatic Facility/Pool: Comprehensive Assessment, Report, Direction and Funding Mechanism M/CC 13. Pools: Direction Sutton Park Pool Opening: Direction and Funding M/CC 14. Adult Recreational Program: Current Programs/Offerings, Needs Assessment, Report, Direction and Funding M/CC 15. 16. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 82 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES Management Actions 2022 – 2023 PRIORITY 1. Arts and Culture Master Plan: Implementation**** 2022 M/CC Mgmt 2. Comiskey Park Upgrade Project**** a. Phase 1 Construction b. Phase 2 Funding 2022 M/CC Mgmt 3. Comprehensive Parks Master Plan Imagine Your Parks: Assessment, Plan Development, Direction and Funding**** 2022 M/CC Mgmt 4. Mystique Ice Facility: Direction a. Settlement Remediation: Budget FY24 DECISION b. Facility Management DECISION and Budget FY24 DECISION 2022 Mgmt 5. Grand River Center Management Agreement: Direction Mgmt 6. 7. 8. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 83 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES Management in Progress 2022 – 2023 PRIORITY 1. Dubuque Renaissance Black Arts Project: Update Report OTH Mgmt 2. Arts Operating Grants Update Report, Funding, Direction and City Actions 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 84 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES Major Projects 2022 – 2023 PRIORITY 1. Five Flags Short Term Improvements – Roof and HVAC Stabilization Mgmt 2. Eagle Valley Subdivision Park: Construction MP 3. English Ridge Subdivision Park: Construction MP 4. 5. 6. 7. 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 85 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES On the Horizon 2023 – 2027 PRIORITY 1. Dog Park: Options Review, Direction and Funding OTH M/CC 2. FDR Park Development OTH 3. Splash Pad: Location and Funding OTH 4. Art in Public Spaces: Outcomes, Report with Options and Direction OTH 5. RV/Camping Opportunities: Outcomes. Best Practices, Report with Options, Direction and City Actions OTH 6. Library Westend Services: Location, Staffing, Partnership with Asbury and Funding Mgmt 7. 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 86 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 Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 87 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 © 2022: Lyle Sumek Associates, Inc. Project 220801 88 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 connecting bike trails 3. Funding for “Complete Streets” implementation, including bike/hike ways throughout Dubuque 4. Equity in broadband affordability and availability 5. Competition for air service and limited number of carriers operating in the Midwest 6. Addressing parking concerns, perceptions and issues 7. Increasing number of people walking, biking or using public transportation to go to and from places of employment 8. Replacement of gas tax funding 9. Transit service by choice and to area destination serving the needs of all residents 10. Rehabilitating concrete streets Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 89 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Challenges and Opportunities PRIORITY 11. Lack of City staff and the need to streamline the hiring process 12. Learning the rules and regulations with Federal Infrastructure Program funding opportunities 13. Determining full-time position or hiring consultants 14. Poor condition of alleys and the underground utilities and lack of funding 15. Lack of funding for Green Alley program 16. Aging and deteriorating underground infrastructure – beneath the streets 17. Airline reducing routes and services due to fuel prices and pilot shortages – uncertain future 18. Accommodating and funding the interesting demand for bike trails and facilities 19. Parking and parking ramps – public perception and community needs 20. Aging and deteriorating sidewalks Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 90 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Challenges and Opportunities PRIORITY 21. Gas prices uncertain impacts on gas tax revenues and future road funding 22. Retaining and adding commercial air service and public, private charters. 23. Future general aviation development. Limited space for hangar construction on east side of airfield, expansion to west side of airfield has infrastructure challenges such as taxiway’s, aprons, water, sanitary storm, utilities, site work, etc 24. 25. 26. 27. 28. 29. 30. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 91 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Policy Actions 2022 – 2023 PRIORITY 1. Streets Program: Direction and Funding**** 2022 M/CC Mgmt 2. Complete Streets Concept Implementation: Agreement, Design and Funding 2022 M/CC Mgmt 3. Comprehensive Sidewalk Policy/Program and Plan: Review, City Role Report with Options, Direction and Funding OTH Mgmt 4. Truck Routing in Downtown/Central: Review and Direction M/CC Mgmt 5. Bike Rack at Public and Business Location: Direction and City Actions M/CC 6. West 32nd Street Upgrade: Direction and Funding M/CC 7. The Jule New Vehicles: Direction and Funding M/CC 8. Parking Ramps: Review, Direction and City Actions M/CC Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 92 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Policy Actions 2022 – 2023 PRIORITY 9. South Southwest Arterial Signage Enhancement: Direction, Funding and City Actions M/CC 10. Alley Clean-Up/Trash Removal: Direction and City Actions M/CC 11. Sunday Bus Service: Report, Direction and Funding M/CC 12. Bike Trail Connectivity Southwest Arterial: Direction M/CC 13. 14. 15. 16. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 93 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Management Actions 2022 – 2023 PRIORITY 1. Community Broadband Project – Fiber-to-the-Home: Next Steps and Completion**** 2022 M/CC Mgmt 2. Smart Parking and Mobility Study: Completion and Direction**** 2022 Mgmt 3. Downtown Parking Ordinance: Major Revision 2022 Mgmt 4. 5. 6. 7. 8. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 94 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Management in Progress 2022 – 2023 PRIORITY 1. Traffic Signal Synchronization/STREETS Program: Update Report, Direction Traffic Control Management: Review/Evaluation, Report, Direction and Funding MIP M/CC Mgmt 2. New Buses: Implementation Mgmt 3. IDOT Study – Highway 20 Traffic Congestion Reduction Plan OTH Mgmt 4. Air Service Monitoring and Marketing Mgmt 5. IMON Fiber to the Home Project Mgmt 6. Comelec Fiber to the Home Project Mgmt 7. UPN Collaboration a. Clarke College b. JFK from Penn South to US 20 c. Chesterfield Drive Mgmt 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 95 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Major Projects 2022 – 2023 PRIORITY 1. JFK Sidewalks Project: Construction MP M/CC Mgmt 2. Roundabouts: Funding a. University/Pennsylvania: Design b. University/Asbury: Design c. University/Loras: Design MP Mgmt 3. NW Arterial Upgrade (IDOT) Phases 2: Construction MP Mgmt 4. US 151/Wisconsin Bridge Duct and Fiber Mgmt 5. Julien Dubuque Bridge Fiber Duct Mgmt 6. SW Arterial ITS Project Mgmt 7. 8. 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220801 96 GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY On the Horizon 2023 – 2027 PRIORITY 1. North Cascade Reconstruction (to Timber Hyrst Subdivision) Water Main Extension: Phase 2 OTH 2. 2nd/3rd Shift Employment/Area Destinations Transportation OTH 3. Radford/Pennsylvania Roundabout OTH 4. Central Avenue Alignment Two Way: Next Steps OTH 5. City Transit Services – Additional Routes: Needs Assessment. Report with Options, Direction and Funding OTH 6. Passenger Rail Link: Outcomes, Report with Options, Direction and City Actions OTH 7. Bike Lanes/Paths Connectivity: Direction and City Actions OTH 8. Train Traffic Impacts: Direction and City Actions Mgmt 9. 10. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 1 SECTION 10 GOVERNANCE REFINEMENTS: MAYOR – CITY COUNCIL AND CITY MANAGER IN ACTION Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 2 Governance Topics City of Dubuque Mayor and City Council 1. Earlier information to Mayor and City Council allow for collection of feedback from the Dubuque community – agendas and reports 2. Level of Involvement a. State b. Federal/National 3. Making Motion Process: Three Readings 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 3 12 Points of an Effective Mayor and City Council 1. Focus on and Use Vision, Goals and Priority • Define the city’s preferred future • Establish outcome-based goals • Think about value to the community • Use to allocate resources, to develop plans and policies, to invest in the future 2. Make Timely and Courageous Decisions • Use vision, goals and priorities to use decisions • Seek and use input from community and city staff • Evaluate options through committees and work sessions • Decide on what is “best for the city” 3 Provide Clear Direction and Expectations • Obtain clear closure • Define outcomes, measures of success and time frames • Delegate assignments to Boards and Councils, and to city staff • Make sure to summarize and test closure to make sure that everyone has the same understanding 4. Negotiate • Know your own bottom line • Look for common ground and areas of agreement first • Use work session and committees to negotiate • Win with grace, lose with grace 5. Treat Others with Respect • Be courteous, polite and trustworthy – avoid personal attacks • Deliver on your commitments • Act within your defined roles • Value the contributions of others 6. Have Open Communications • Communicate using direct, open messages • Keep everyone informed and avoid surprises or hidden agendas • Listen and understand before judging • Use simple and focused messages that people can remember Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 4 7. Monitor Performance • Obtain regular progress updates/status reports • Meet quarterly to review and refine direction • Evaluate the outcome and actions, and make modifications • Take responsibility for the actions and be accountable for the results. 8. Have a Community Presence • Be accessible to the citizens and community • Go into the community beyond your political supporters • Take time to develop effective working relationships with community partners • Be a positive advocate for the city 9. Act as a Board of Directors • Know your community – view it as the “market place” • Focus on providing policy direction • Delegate clear responsibility to the city manager as the C.E.O. • Avoid micromanaging and the daily operations 10. Think Strategically • Institutionalize the goal setting process • Identify key partners who can bring resources to the table • Define alternative routes and steps to destination – the vision • Keep the “big” picture in mind 11. Align the City Organization • Appoint individuals to Boards and Councils who share your passion for the city and the vision for the future • Define the core values to guide “how the city should operate and be managed” • Employ the “right” city manager for your city • Hold other accountable for their behaviors, actions and the results 12. Share Success and Celebrate • Communicate “Our City Success” in terms that the average citizen will understand • Use celebrations that create a positive memory – value that the city has added to people’s lives • Recognize others who have contributed to the city’s success • Remember people want to be associated with “winners” Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 5 Mayor and City Council Success and Image Mayor and City Council Success means . . . 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.  Mayor and City Council Image means . . . 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 6 House Rules Our Code of Conduct and Civility 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 7 Mayor and City Council Protocol Operating Guidelines Protocol 1 Simple Information 1. 2. 3. 4. Protocol 2 Research on a Topic 1. 2. 3. 4. Protocol 3 Citizen Service Request 1. 2. 3. 4. Protocol 4 Agenda A. Placing an item 1. 2. B. Question on item 1. 2. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 8 Protocol 5 Urgent Information 1. 2. 3. 4. Protocol 6 Communications: Council and Staff 1. 2. 3. 4. Protocol 7 Employee Contact A. Placing an item 1. 2. B. Question on item 1. 2. Protocol 8 Email 1. 2. 3. 4. Protocol 9 Representative/Liaison 1. 2. 3. 4. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 9 Protocol 10 Work/Study Sessions 1. 2. 3. 4. Protocol 11 1. 2. 3. 4. Protocol 12 1. 2. 3. 4. Protocol 13 1. 2. 3. 4. Protocol 14 1. 2. 3. 4. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 10 Protocol 15 1. 2. 3. 4. Protocol 16 1. 2. 3. 4. Protocol 17 1. 2. 3. 4. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 11 Expectations and Actions Mayor Expectations 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.  Actions 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 12 Expectations and Actions City Council Expectations 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.  Actions 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 13 Expectations and Actions City Manager Expectations 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.  Actions 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 14 Conflict A Process to be Managed Consider These Assumptions: • Conflict is an inevitable and important human process. • Conflicts are likely to increase in times of change. • Conflicts can lead to creative or destructive results. • Those who understand the processes and dynamics of conflict are better able to manage this important process, increasing the chances of creative outcomes and minimizing destructive results. In recent years, these considerations have led a growing number of managers and scholars, leaders, and social scientists to study conflict more carefully. The cost of un-managed conflict can be high but the gains from using differences effectively can also be great. The purpose of this "basic idea" essay is to help you think about conflict in a systematic way to – unpack this important process so its component parts can be better understood. A Definition "Conflict" is one of those words that can be used in different ways. We have found the following definition helpful: Conflict occurs when two or more parties believe that what each wants is incompatible with what the other wants. The "parties" can be individuals, groups, organizations, or nations. Their wants may range from having an idea accepted to gaining control of a limited resource. The definition specifies that conflict is a condition that exists when these seemingly incompatible concerns or drives exist. It may be very temporary or of long duration. It may be a condition that results in vigorous activity or an internal ferment that reveals itself only indirectly. Fighting is only one way of dealing with conflict. There are often more productive ways. (Material in this essay is copyrighted by Xicom, Incorporated, 1974 and 1977. All rights reserved by Xicom, Incorporated) Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 15 The Positive and Negative Potential of Conflict Like any other important human process, conflict can produce both desirable and undesirable results. When we asked groups of managers and leaders of organizations to reflect on recent conflicts they had observed and to identify the results, the following common themes emerged: A Partial List of Positive Results of Conflict: • People were forced to search for new approaches • Long-standing problems surfaced and were dealt with • People were forced to clarify points of view • The tension of conflict stimulated interest and activity • People had a chance to test their capabilities • Better ideas were produced Properly managed, conflict can help to maintain an organization of vigorous, resilient, and creative people. A Partial List of Negative Results of Conflict: • Some people may feel defeated, demeaned • The distance between people may be increased • A climate of distrust, anxiety and suspicion may develop • Turbulence may cause some good people to leave their jobs • People or departments that ought to cooperate may become concerned only with their narrow interests • Various kinds of active or passive resistance may develop where teamwork is needed The goal of understanding and managing conflict is to reduce the likelihood that such negatives will occur or become excessive. Unpacking the Conflict Process Obviously, the positive or negative consequences of a conflict depend upon how well the conflict is managed. In turn, the ability to manage a conflict requires that one understand what goes on during a conflict. Conflict occurs in episodes. Within any episode there tends to be a common sequence of events, as diagramed on the following page: Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 16 Frustration Conceptual- ization Behavior Outcomes Frustration Other’s Response Conflict Episode #1 Conflict Episode #2 Looking at these events: Frustration: Occurs when a person or group feels blocked from satisfying a goal-directed activity or concern. The concern may be clear or only vaguely defined; it may be of casual or critical importance. However, there is a clear feeling that someone or some group is getting in the way of movement toward a desired objective. Examples: • You may frustrate me when you do not agree with my ideas • You may frustrate me when you prevent me from getting the information, the money or the time I need to accomplish something I want to do • You may frustrate me when you undermine my power or influence with someone else Conceptualize: Involves answering the questions, “What’s going on here?” – “Is it good or bad?” – “What’s the problem?” – What issues are at stake?” – “What are the causes?” This conceptualization may be almost instantaneous, or it may develop from considerable thought; it may be very sharp and clear, or fairly fuzzy. Regardless of its accuracy or clarity, however, the conceptualization forms the basis of one’s reaction to frustration. • You may conceptualize a disagreement with another person as being the result of “ignorance” (on his part, of course) or “willful deceit” or you can stereotype: “that kind of person always takes that stand.” Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 17 • A labor dispute with management can be conceptualized as “deciding who is really going to run this plant” or “showing workers who can do the most for them” or simply “determining what a fair share of profits is for the workers.” • A dispute between a marketing department and a production department can be conceptualized as determining whether “customers are more important than a production schedule,” or whether “sales people should be expected to adhere to realistic company policies.” Obviously, the way the parties define the problem has a great deal of influence over the chances for a constructive outcome and the kinds of feelings that will be mobilized during the confrontation. Behaviors: Behaviors and intentions flow out of conceptualization and strategizing and set in motion a pattern of interaction between the parties involved. During this process of action-reaction- reaction, the way each party conceptualizes the conflict may change or may become further entrenched. The longer the pattern continues, of course, the actions of the participants themselves may create new frustrations, reasons for hostility, and continued resistance. Outcome: Outcome is defined as the state of affairs that exists at the end of the episode, including decisions or actions taken and the feelings of the parties involved. Residual frustration from conflict episodes can start new conflict episodes. Some people have found it helpful to assess the outcome of a conflict episode along three dimensions: 1. The quality of decision or action that results. (How creative, realistic and practical?) 2. The condition of the conflicting parties at the end of the conflict. (How psychologically and physically healthy; how good do the parties feel about themselves?) 3. The quality of the relationship between the conflicting parties. (How much mutual respect, understanding, willingness to work together versus hostility, determination to hurt, etc.?) Some Guidelines for Diagnosing a Conflict The manner in which a conflict is conceptualized is often the key to a group’s ability to manage conflict constructively, i.e., to arrive at positive outcomes. The parties are not likely to reach an outcome which truly resolves the conflict and leaves them satisfied unless they have a cle ar understanding of the differences between the concerns of the two parties and the sources of those differences. Thus, before responding to a frustrating situation, it is useful to pause and ask two questions: 1. What is the nature of the differences between us? 2. What might be the reasons for our differences? Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 18 The Nature of the Differences People may differ on the following four aspects of an issue: • We may differ over FACTS (the present situation, the present problem, etc.) • We may differ over GOALS (how things ought to be, future conditions we want) • We may differ over METHODS to reach goals (the best, the easiest, the most economical, and the most ethical route to follow) • We may differ over VALUES (the long-range beliefs about the priorities which should be observed in choosing goals and methods) Differences over facts are usually easier to manage than differences over values, which are the most difficult. The latter come much closer to the fundamental beliefs of the parties and are thus much more threatening. Disagreements that begin over facts sometimes persist until they appear to be conflicts over goals or values and become almost impossible to reconcile. The implication is that it pays to identify the area of disagreement as quickly as possible. The chances for managing conflict effectively increase if you can say something like: “We seem to agree on what the problem is and what we’d like to achieve, but we disagree over the best way to reach that goals.” The Reasons for the Differences As part of the conceptualizing process, it is useful not only to identify the nature of the difference, but to seek the reasons for it as well. Among the most common reasons are these: Informational – The two parties have been exposed to different information – and thus have arrived at a different understanding of what the problem or issue is and what course of action makes the most sense. Perceptual – Sometimes people have been exposed to the same data but their past experience causes them to interpret in different ways. Two witnesses may view the same event, but experience it in two different ways, since the past of each causes them to attend to different aspects of the same situation or to arrive at different meaning. Role – Sometimes the different roles (e.g., boss, mother, volunteer) of people cause them to take different positions. The representatives of labor are expected to look at things differently, advocating different positions and priorities than the representatives of management. The roles of each cause them to attend to different data and to perceive it differently, as well as to advocate different goals and values. Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 19 Practical Values of This Analysis What is the practical value of going through this kind of diagnostic process? Like solving any problem, the conflict problem-solver is likely to do a more effective job if he knows the parameters of the situation with which he is dealing. A key process in conflict is that of influence – the effort of each party to get the other to understand, appreciate, and accept the validity of its own particular points of view or sets of objectives. If parties want to influence each other, obviously it helps if they have a clear picture of where they stand and how they got there. • If the two parties realize that they have probably been exposed to different data, they may view the job to be done as one of mutual education, rather than conflict. The task is to increase the pool of information to which both are privy. • If the parties determine that their informational base is very similar but they have just perceived it differently because of differing past experiences, these perceptions need to be reexamined. Then the question becomes: “Why is it that we view the same information in such different ways?” • If the parties suspect that the principle reason for different views grows out of their different roles, they can often take a less personalized view of the conflict. If each can say, “If I were in his place, I would probably be advocating the same point of view,” they will deal with the other party in a somewhat different and more understanding way. The task then takes on an added dimension, e.g., “How can I help a person in that role better understand and appreciate my concern and what does he need from me?” By recognizing the constraints within which the other party must operate, you can be more realistic in knowing what to expect and what posture makes the most sense. As soon as you are finished, reflect on the key issues, which seem important to you and be prepared to discuss them with the group Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 20 Policy Discussion Guide THINK ABOUT . . . ➢ Is it Consistent with OUR VISION? ➢ Does it Contribute to Achieving OUR GOAL? ➢ Is it a RESPONSIBILITY OF THE CITY? ➢ Does it ADD VALUE TO CITIZEN’S LIVES? ➢ Is it BEST FOR OUR CITY? (AVOID STARTING WITH SOLUTIONS/ACTIONS) FOCUS ON . . . 1. Problem(s) 2. Issues/Concerns 3. Outcomes 4. Parameters/Guidelines for Policy Development 5. Expectations Copyright © 2022: Lyle Sumek Associates, Inc. Project 220302 21 Work Session – Typology WORK SESSION TYPE I PRE-REPORT WORK SESSION TYPE II DRAFT REPORTS WORK SESSION TYPE III BRIEFING Provide direction and guidance on major issues before staff analysis and report preparation Refine proposed reports and recommendations prior to formal presentation and action Brief Mayor and City Council on major issues, upcoming opportunities and operational matters TOPICS: TOPICS: TOPICS: 1. Define the Problems 1. Present Background Information 1. Present Background 2. Identify Issues 2. Review and Highlights of Analysis and Options 2. Discuss Topics 3. Establish Parameters and Guidelines 4. Review and Refine Recommendations 3. Explore City’s Role or Need for Action 5. Focus on Possible Outcomes 6. Finalize Desired Goals and Outcomes 4. Focus on Overall Policy Direction and Guidelines 7. Outline Process and Possible Next Steps 8. Outline Next Steps 9. Decide Whether or Not Worth Pursuing