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City Manager's Office Fiscal Year 2024 Budget Presentation Copyrighted February 21, 2023 City of Dubuque Public Hearings # 05. Special Meeting ITEM TITLE: City Manager's Office Fiscal Year2024 Budget Presentation SUMMARY: Includes the Sustainability Office. SUGGESTED DISPOSITION: ATTACHMENTS: Description Type Policy Budget Book_Uploaded 2.21.23 Supporting Documentation Presentation_Uploaded 2.21.23 Supporting Documentation City Manager 69 This page intentionally left blank. 70 CITY MANAGER'S OFFICE FY 2022 FY 2023 FY 2024 %Change From Budget Highlights Actual Budget Requested FY 2023 Budget Expenses Employee Expense 1,042,936 1,281,071 1,324,534 3.4 % Supplies and Services 399,487 447,264 588,480 31.6 % Machinery and Equipment 67,932 8,200 10,675 30.2 % Total 1,510,355 1,736,535 1,923,689 10.8 % Resources Administrative Overhead Recharges 752,128 794,574 1,191,446 49.9 % Sustainability Conference — 40,961 40,961 — % Misc. Reimbursements 116,328 21,606 13,946 (35.5)% Total 868,456 857,141 1,246,353 45.4 % PropertyTaxSupport 641,899 879,394 677,336 (202,058) Percent Increase (Decrease) (23.0)% Personnel -Authorized FTE 10.08 10.42 10.42 Improvement Package Summary 1 of 7 This improvement level decision package request would fund a High Performing Government (HPG) & Innovation initiative, an internal service delivery initiative collaborating with all City departments. While the specific structure of the division/department is not yet clear and would be developed based on best practices, the need for the work is clear. The City launched the HPG Ambassadors program in 2018, aimed at improving communication, cross-department collaboration, process improvement, and innovation. To date, a new employee orientation module and the development of the HPG Ambassadors group are increasing awareness of general innovation principles across the organization; however, it is clear that staff capacity and leadership are necessary to dig deeper into this work. The HPG & Innovation initiative would identify improvements in the efficiency and effectiveness of City services and business processes. This improvement package would fund one Director of Innovation (or similar title) tasked with leading organizational development around innovation and change and provide some funding for anticipated costs related to software, program pilots, and implementation. The primary duties of the Director would be to lead cross-departmental teams focused on process improvement, data analytics, and change management. The teams would be comprised of content experts from various departments (depending on work plan) and be trained in process improvement methodologies. The teams would serve as internal consultants to city departments and work closely with senior management to recommend strategies for improvement. The essential job functions of staff assigned to the HPG & Innovation initiative include: developing an annual innovation work plan focused on improving the delivery of municipal services; analysis of policies, practices, system, procedures, workload standards, and organizational structures; design of benchmark surveys and quantitative techniques to improve the productivity and quality of operations and build an effective workforce; recommendation of innovative management strategies and complex departmental turnaround plans; inspections of business processes and service delivery methods to help identify efficiencies and reduce cost; analytical research and recommendation of alternatives on various public administrative functions and service delivery activities; evaluation of staffing requests and recommendation of staffing levels to ensure the efficient and effective utilization of human resources; and organizational improvement recommendations. 71 This improvement package supports the City Council goal of Financially Responsible, High PerFormance City Organization: Sustainable, Equitable and Effective Service Delivery. Related Cost: $150,000 Tax Funds Recurring Recommend - No Related Revenue: $ 97,125 Administrative Overhead Recurring Net Property Tax Cost: $ 52,875 Property Tax Impact: $ 0.0208 0.21% Activity:Administration 2 of 7 This improvement level decision package request is for implementation of the 50% by 2030 Community Climate Action and Resiliency Plan, named a top priority by City Council. The funding would be used to research and develop energy benchmarking policies for all municipal facilities and draft community-wide benchmarking ordinance. Funding would also help with communication and education related to benchmarking ordinances and pay for consultant services. This improvement package supports the City Council goal of Financially Responsible, High Performance City Organization: Sustainable, Equitable and Effective Service Delivery. Related Cost: $25,000 Tax Funds Non-Recurring Recommend -Yes Related Revenue: $16,188 Administrative Overhead Non-Recurring Net Property Tax Cost: $ 8,812 Property Tax Impact: $0.0035 0.03°/o Activity: Sustainability 3 of 7 This improvement package request is for establishing city fleet policies, executing an EV Transition Study, and creating and executing an education and communication campaign.As identified in the 50% by 2030 Community Climate Action and Resiliency Plan, whose implementation was named a top priority by City Council, calls for updating the City vehicle purchasing policy to default to alternative fuels if EV is not available, while establishing minimum fuel efficiency requirements. The funding would support consultation of policy including future budget impacts as well as support the electrification of city-owned fleet. This improvement package supports the City Council goal of Financially Responsible, High Performance City Organization: Sustainable, Equitable and Effective Service Delivery. Related Cost: $20,000 Tax Funds Non-Recurring Recommend -Yes Related Revenue: $12,950 Administrative Overhead Non-Recurring Net Property Tax Cost: $ 7,051 Property Tax Impact: $0.0028 0.03% Activity: Sustainability 4of7 This improvement level decision package request is for outreach, education, and empowerment activities related to the Climate Action Plan (CAP). The request is to fund capacity building and engagement, particularly in frontline communities while addressing our greenhouse gas emissions reduction goal. This funding will allow building engaging, dynamic, cross-cultural collaborations, and initiatives to address environmental, economic, and equity issues outlined in the CAP through creative engagement, education strategies and climate action. It will build trust and partnerships around climate action while engaging businesses, nonprofits, schools, faith communities, and community members as partners to begin implementation of the climate action plan at the community level. We cannot address the climate crisis 72 without leaders who are Black, Indigenous, and other People of Color. The update to the CAP was completed and adopted in August 2020. We need residents educated and engaged to move climate action work forward and we do not want to lose momentum. We, as a City, have committed to center equity in all our work, and we need to educate residents on what the body of work is, and we need to hear from residents how we can further this work through partnership. Our CAP work focuses on reducing disparities and increasing equity through climate action. This request supports several City Council Goals, and implementation of the CAP was named a high priority. This improvement package supports the City Council goal of Financially Responsible, High Performance City Organization: Sustainable, Equitable and Effective Service Delivery. Related Cost: $25,000 Tax Funds Non-Recurring Recommend -Yes Related Revenue: $16,188 Administrative Overhead Non-Recurring Net Property Tax Cost: $ 8,813 Property Tax Impact: $0.0035 0.03°/o Activity: Sustainability 5of7 This improvement level decision package request is for a travel and conference budget for the new Climate Action Coordinator. This package includes funding for the coordinator to participate in one national conference (likely the Urban Sustainability Director's Network annual meeting), one state-level conference and one local conference or workshop. This funding helps support employee retention through professional development and networking opportunities. This improvement package supports the City Council goal of Financially Responsible, High Performance City Organization: Sustainable, Equitable and Effective Service Delivery. Related Cost: $4,245 Tax Funds Recurring Recommend -Yes Related Revenue: $ 2,749 Administrative Overhead Recurring Net Property Tax Cost: $ 1,497 Property Tax Impact: $0.0006 0.01°/o Activity: Sustainability 6of7 This improvement level decision package request would fund professional development for the Grant Analyst approved in FY2023. The Analyst position was approved for a five-year period to respond to the unprecedented grant-writing workload associated with the ARPA and BIL program. If approved, this package would include one annual training for the Analyst for a program such as Dale Carnegie public speaking or the ICMA high perForming government academy, plus a small pool of funds to attend other grant-related webinars or trainings. This improvement package supports the City Council goal of Financially Responsible, High PerFormance City Organization: Sustainable, Equitable and Effective Service Delivery. Related Cost: $ 3,000 Tax Funds Recurring Recommend -Yes Related Revenue: $ 1,943 Administrative Overhead Recurring Net Property Tax Cost: $ 1,057 Property Tax Impact: $0.0004 —% Activity:Administration 73 7 of 7 This improvement package request is to provide and replace hybrid work equipment for the Executive Assistant and Administrative Assistant in the City Manager's Office to communicate and work efficiently in a hybrid environment while maintaining high-performing services to residents and city staff. In the City Manager's Office, a hybrid work environment is vital for staff efficiency, communication, and staff retention. Currently, the Executive Assistant has a city-issued recycled desktop computer for hybrid work and a desktop computer in City Hall which is set for replacement in FY2025. We have been informed the recycled computer equipment is no longer a viable option, so new equipment must be purchased. The Administrative Assistant currently does not have city-issued equipment; therefore, a new laptop for hybrid work must be purchased for work duties to be performed efficiently. If this improvement package is approved, the current Administrative Assistant desktop, which is only one year old, would be processed and moved into the City Manager's personal office at City Hall for his continued access for using GoToMyPC, and the recycled city-issued laptop currently used by the City Manager would be returned to Information Services. This request supports the City Council Goals & Priorities: Financially Responsible, High-Performance City Organization: Sustainable, Equitable, and Effective Service Delivery. Related Cost: $ 6,425 Tax Funds Non-Recurring Recommend -Yes Related Revenue: $4,160 Administrative Overhead Non-Recurring Net Property Tax Cost: $ 2,265 Property Tax Impact: $0.0009 0.01°/o Activity:Administration Significant Line Items Employee Expense 1. FY 2024 employee expense reflects a 5.00% wage package increase. 2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged from FY 2023. The employee contribution of 6.29% is unchanged from FY 2023. 3. The City portion of health insurance expense is unchanged from $1,119 in FY 2023 to $1,119 in FY 2024 per month, per contract, which results in an annual cost unchanged of$— annually or -%. 4. Overtime expense is unchanged from $3,400 FY 2023 to $3,400 in FY 2024. FY 2022 Actual was $2,500. 5. 50% Sick Leave Payout unchanged from $4,115 in FY 2023 to $4,115 in FY 2024. FY 2022 Actual was $6,651. Effective July 1, 2019, employees over the sick leave cap can convert 50% of the sick leave over the cap to vacation or be paid out. Supplies & Services 6. Meetings & Conferences is increased from $59,300 in FY 2023 to $67,445 in FY 2024. This line item represents the travel costs for official city business, which includes Northeast lowa Regional Managers' meetings, Washington D.C. and Des Moines legislative trips, and various conferences 74 for the City Manager, Assistant City Manager, Executive Assistant, ICMA Fellow, Director of Strategic Partnerships and Sustainable Community Coordinator. 7. Employee Recognition expense is unchanged from $17,000 in FY 2023 to $17,000 in FY 2024. This line item represents both the employee recognition luncheon and SPIRIT awards costs. 8. Pay to Other Agency increased from $43,600 in FY 2023 to $55,000 in FY 2024. This line item includes the Sustainable Dubuque Collaborative Community Grants ($45,000) and the GreenCorps local match ($10,000). 9. Other Professional Services increased from $69,151 in FY 2023 to $186,744 in FY 2024. This line item includes the annual goal setting for City Council and department managers ($37,000), work session meals ($6,732), bi-annual community survey ($13,000), bi-annual City Council governance session ($37,012), and the municipal energy reinvestment fund ($27,500). 10. Speakers is increased from $34,530 in FY 2023 to $40,000 in FY 2024. This line item represents the expense for the Growing Sustainable Communities Conference and is offset by the registration fees received for the conference. Net revenue to the City is $961. 11. Association Dues increased from $28,392 in FY 2023 to $28,959 in FY 2024. FY 2022 Actual was $21,238. This increase adds expected cost increases for association dues in FY 2024. 12.Education Reimbursement increased from $86,750 in FY 2023 to $99,750 in FY 2024. FY 2022 Actual was $32,127. This item line represents various professional development activities for the Leadership Team, HPG Ambassadors and department managers. 13.IT Recharges increased from $0 in FY 2023 to $13,267 in FY 2024. Departments receive recharges for maintenance agreement costs on City-wide software based on the number of users in their department. Machinery & Equipment 14. Equipment replacement items include ($10,675): City Manager Machinery and Equipment Administration Smartphones (3) $ 1,050 Desk Chairs (9) $ 3,000 Wireless Headset (1) $ 200 Recommended Improvement Packages $ 6,425 Total Equipment $ 10,675 Revenue 15. Sustainability Program Fees unchanged from $40,961 in FY 2023 to $40,961 in FY 2024 based on FY 2023 budget. This line item represents the Growing Sustainable Communities Conference registration fees. 16. Revenue received from Enterprise Funds for administrative overhead charges has increased from $794,574 in FY 2023 to $1,191,446 in FY 2024. 75 CITY OF DUBUQUE ORGANIZATIONAL CHART Citi�en� of Duhuque � CityAttorney — CityCnuncil ! CityClerk Library ___ y __ I _ � __ +__ � Airport AdaocacylLegislatiwa Ci#y Manager Sustainabilii� Econnmic Emergencp Ue+�elopmant Cornmunications Engineering �Auiiy& 1lirnan Rights Flnanca& Fire Budget Ilousing & IlealthSeruices Communii� Geveloprnent Human Ir�orrnatinn Resources Ser�ices leisure Planning Seruices Serwices Pnlice Puhlic Ir�ormation Shared Prnsperiiy puhlicWarks &Naighhorhood Su ppo rt Transportation Water Seruices Watar& Resource Recover�Cerrter I�EY Elected hy the Appainted hy the Appainted hythc Appainted hythe ,4ppainted hy the Citi�ens of�uhuque City Council Lihrary Board of Airport Commission City Manager Trustees 76 CITY MANAGER'S OFFICE The City Manager's Office plans, organizes and manages all activities of the City organization so as to provide leadership so that all City Council priorities, policies, and programs are successfully implemented and effectively managed. This includes the City Council Policy Agenda and Management Agenda to assure quality public services are responsive to the citizens and that we operate as a High Performing Organization. City Manager's�ffice Managementf Administrative! 5ustainability Leg i sl ati ve L J L J SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS LEADING TO OUTCOMES PLAN�VING Work with all City Departments PEaPLE and Divisions to perform the duties and responsibilities • Establish a culture af quality ; specified in the City Charter to customer service and deliver � ��- ensure econamic prasperity, services that exceed citizen � Y environmentall�colagical integrity expectations. � � �� and sac�alfcu�tural vibran�y exist • Invest in staff de�elopment to , .. throughout the community and are improue �eaders�ip capaeity ± � ; , incorporat�d into daily activities. and inerease lead�rship � F��y.t, effectiWeness ' i � ■ Attract, engage and retain a �� ? I , � -,- ,- higY�quality, creati�e and �y��•� diUerse warkforce �T , �� ■ Prornote and invest in � _.� �t�_ employ�e health and safety _� r PARTMERSHIP5 I � f ■ ❑eve�op and foster aver 5D Local, State, I Regional, Federal and Natianal partnarships ta imp�ement the City Coun�il's community vision. ■ Incr�ase citizen engagement in local gov�rnance f� �7fDCB55@5 • f ■ ❑�veiap team-prooesses that lead to innavatiWe ' sa�utions for community chall�ng�s and apportuniti�s 77 CITY MANAGER'S OFFICE FY 2022 FY 2023 FY 2024 Full-Time Equivalent 10.08 10.42 10.42 Resources and Property Tax Support $900,000 $800,000 - $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 Administrative Sustainability Misc. CDBG Charges Property Tax OH Recharges Reimbursements Support � FY 2022 FY 2023 FY 2024 The City Manager's Office is supported by 10.42 full-time equivalent employees, which accounts for 68.85% of the department expense as seen below. Overall, the departments' expenses are expected to increase by 10.78% in FY 2024 compared to FY 2023. Expenditures by Category by Fiscal Year 36 Employee Expense $1,281,071 $1,324,534 $399,487 Supplies and Services $447,264 $588,480 $67,932 Machinery and Equipment $8,200 $10,675 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000$1,200,000 � FY 2022 FY 2023 FY 2024 78 CITY MANAGER'S OFFICE Mission & Services The City Manager is employed by the City Council to serve as the chief administrative officer of the City. In that capacity the City Manager is responsible by virtue of the Code of lowa for all personnel functions, enforcement of all laws, advising the City Council, delivery of City services, supervision of all construction contracts and development agreements, financial management and conducting the general business affairs of the City. Management promotes the City's interests in legislative affairs, grant opportunities and active engagement in city activities for employees and the citizens of Dubuque. Management/Administrative/Legislative Funding Summary FY 2022 Actual FY 2023 Budget FY 2024 Requested Expenditures $1,244,597 $1,335,851 $1,435,596 Resources $759,264 $672,719 $919,758 Management/Administrative/Legislative Position Summary FY 2024 City Manager 1.00 Assistant City Manager 1.00 Office Manager 1.00 Grant Analyst 1.00 Secretary 1.00 Director of Strategic Partnerships 0.75 Management Intern 1.00 I ntern 0.25 Total Full-Time Equivalent Employee's 7.00 Performance Measures City Council Goal: Financially Responsible, High-Performance City Organization 1 Dept. Objective: Maintain a competitive tax rate that minimizes the tax burden of citizens Performance Measure(KPI) Target FY22 FY 23 FY 24 Performance Actual Actual Estimated Indicator Rank of Dubuque tax rate per capita compared to 11 largest cities in lowa. N/A 2 2 N/A (1 =lowest rate, 11 =highest rate) 2 Dept. Objective: provide fiscal diversity and hold in check the property tax burden % budgeted revenue from property taxes N/A 15% 13% N/A 3 Dept. Objective: Maintain an efficient citizen response rate. % of citizen issues resolved in 10 days or 75% 76% 69.7% 75% � less (All departments) Average#days to resolve citizen issue < 7 6.2 3.9 7 � (CMO) 4 Dept. Objective: Hire & retain a highly-skilled City workforce reflective of the Dubuque community. 50.7% 44.32% 33.3% Leadership Team demographics fo male fe o, fe o, 50%fem, CL� 9.7/o non-w 4.2 /0 7.4/0 9/o non-w I ('21 Census) non-w non-w 79 CITY MANAGER'S OFFICE Sustainability Mission & Services The Sustainability Office provides education, outreach, and coordination on sustainability issues and activities both within the City organization as well as to the various stakeholders, business and citizen groups that comprise the Dubuque community. The Sustainable Community Coordinator works directly with City �DUBUQUE departments to ensure capital projects and operating programs meet the sustainability vision identified by the City Council and v`�"'� `;�'��'� ��",'°`'`` builds partnerships between the City of Dubuque and national, state and local entities to further sustainability initiatives and to strengthen local leadership. The Sustainable Community Coordinator manages the Green lowa AmeriCorps program, providing energy audits, installation of efficiency products, and education to the community. Sustainability Funding Summary FY 2024 FY 2022 Actual FY 2023 Budget Requested Expenditures $265,726 $400,684 $488,061 Resources $109,193 $184,422 $326,595 Sustainability Position Summary FY 2024 Sustainable Community Coordinator 1.00 Climate Action Coordinator 1.00 Sustainable Dubuque Intern 0.42 Total Full-Time Equivalent Employee's 2.42 Performance Measures City Council Goal: Partnerships for a Better Dubuque � Activity Objective: Increase community opportunity through the Sustainable Dubuque Community Grants Program. Performance Measure(KPI) Target FY20 FY21 FY22 Performance Actual Actual Actual Indicator % of grants awarded of total applications N/A 45% 52% 90% N/A received City Council Goal: Financially Responsible, High-Performance Organization 2 Activity Objective: Increase the number of City services/activities adopting a sustainable approach. #of Pesticide-Free Parks 43 15 15 15 C � City Council Goal: Sustainable Environment 3 Activity Objective: Reduce the community's carbon footprint by 50% below 2003 levels by 2030 % reduction in GHG emissions in Dubuque 50% 27% 27% 27% C�� 80 Recommended Operating Revenue Budget - Department Total 72-CITY MANAGER'S OFFICE FY21 Actual FY22 Actual FY23 Adoptcd FY24 Recomm'd Fund/Account/Account Title Revenue Revenue Budget Budget 100-General 4A-Charges for Services 45455-Program Fee (465) 0 (40,961) (40,961) 45500-Miscellaneous Chg for Svcs 0 (102,358) 0 0 47100-Rcimbursemcnts (2,255) (12,946) (21,606) (12,946) 47150-Rcfunds (688) 0 0 0 47450-Sa1e of Salvage 0 (25) 0 0 4A-Charges for Services Total (3,408) (ll5,328) (62,567) (53,907) 4B-Grants/Contrib 44400-State Grants (114,249) 0 0 0 47050-Contrib-Private Sources (19,350) (1,000) 0 (1,000) 4B-Grants/Contrib Total (133,599) (1,000) 0 (1,000) 4N-Transfers 49600-Transfcr in Watcr Op (38,288) (39,849) (42,098) � (206,101) 49610-Transfer In Sanitary Op (238,813) (249,050) (263,113) (306,868) 49620-Transferin Storm Op (71,6L3) (74,7L5) (78,905) (173,911) 49650-Transfer in Parking Op (31,048) (32,376) (34,204) (44,265) 49670-TransCer in Ret'use Op (222,059) (231,616) (244,696) (306,868) 49950-Transfer in DMASWA Cen (119,403) (124,522) (131,558) (153,433) 4N-Transfers Total (721,224) (752,128) (794,574) (1,191,44� CITY MANAGER'S OFF10E-Total = (858,231) (868,456) (857,141) (1,246,353) 81 Recommended Operating Expenditure Budget - Department Total 72-CITY MANAGER'S OFFICE FY21 Actual FY22 Actual FY23 Adopted FY 24 Recomm'd Fund/Account/AccountTitle Expense Expense Budget Budget 6A-Salaries&Wages 100-General 60100-Salaries-Regular Full Time 667,175 685,172 844,779 880,050 60200-Salaries-Regular Part Time 34,806 105,342 113,757 ]18,987 60300-Hourly Wagcs-Tcmp/Scasonal 0 8,116 12,217 16,305 60400-Ovcrtimc 0 2,500 3,400 3,400 60630-Special Pay Sick Lv Payout Ret 0 2,428 7,580 7,580 60635-Special Pay Sick Lv Payout 50% 4,115 6,651 4,115 4,115 60640-Special Pay-Vacation Payout 3,503 9,368 0 0 60710-Special Pay-Parental Leave 0 5,100 0 0 60730-Spec Pay-Safety Equipment 1,185 0 0 0 60760-Spec Pay-Moving Allowance 0 0 0 0 6A-Salarics&Wages Total ' 710,784 824,677 985,848 1,030,437 6B-Employee Benefits 100-General 61 100-FICA-City Contribution 43,865 51,57 L 78,093 72,398 61300-IPERS-City Contribution 62,679 71,552 93,272 96,317 61510-Health Insurance 93,384 84,708 113,314 114,096 61540-Life Insurance 388 318 432 414 61600-Workers'Compensation 2,195 1,597 1,519 1,828 61820-Vehicic Allowancc 8,254 � 8,512 � 8,593 � 9,044 61992-Physicals 0 0 0 0 6B-Employee Benefits Total 210,765 218,258 295,223 294,097 6C-Staff Development 100-General 62100-Association Dues 22,405 21,238 28,392 28,959 62200-Subscriptions 632 1,028 1,166 1,266 62325-Mileage 14 375 913 904 62400-Mccrings&Confcrences � 1,213 25,046 59,300 67,445 62500-Education Rcimburscmcnt 18,867 32,127 86,750 99,750 6C-Staff Development Total 43,132 79,814 176,521 198,324 6D-Repari/MainUUtil 100-General 63312-Vehicle Ops-Gasoline 230 415 605 605 63400-Equipment MainURepair � 449 592 421 634 63730-Telecommunications 4,338 4,185 4,918 5,071 6D-Repari/Maint/Util Total 5,017 5,192 5,944 6,310 6E-Contractual Svcs 100-General 64020-Advertising 0 765 0 26 64081-Insurance-Liability 4,172 5,128 6,151 6,682 64110-Legal 0 17,010 0 0 64115-Special Events 595 3,965 10,000 20,000 64130-Payments to Other Agencies 157,554 147,882 43,600 55,000 64135-Grants 0 0 7,500 7,500 64140-Printing 500 2,065 6,978 6,978 $2 Recommended Operating Expenditure Budget - Department Total 72-CITY MANAGER'S OFFICE FY21 Actual FY22 Actual FY23 Adopted FY 24 Recomm'd Fund/AccounUAccount Title Expense Expense Budget Budget 64145-Copying 970 2,903 3,610 3,610 64160-Rental-Land/Bldgs/Parking 2,226 2,241 35,994 4,047 64190-Technology Services 1,861 1,834 2,485 2,148 64191 -IT Recharges 0 0 0 15,024 64860-Speakers 0 29,935 34,530 40,000 64900-Othcr Profcssional Scrvice 36,891 67,200 69,151 186,744 64980-Technology Equip Maint Cont 14,094 14,094 12,808 0 6E-Contractual Svcs Total 218,863 295,022 232,807 347,759 6F-Commodities 100-General � 65025-Program Materials 4,328 Sl4 ll,828 15,988 65030-Merchandise for Resale 0 0 0 0 65045-Tcchnology Equipmcnt 507 11,625 4,150 7,675 65060-Office Supplies 1,012 2,Sll 2,958 2,511 65070-Operating Supplies 63 181 63 181 65080-Postage/Shipping 128 388 143 407 65100-Safery Supplies 0 0 0 0 65925-Uniform Purchase 0 0 0 0 65930-Flags 0 0 0 0 65935-6mployee Recognition 9,431 15,866 17,000 17,000 65940-Gift Cards 0 0 � 0 � 0 6F-Commodities Total 15,468 31,084 36,142 43,762 6G-Capital Outlay 100-General 67210-Furniture/Fixtures 0 0 4,050 3,000 67250-Of(ice Equipment 0 0 0 0 67270-Other Capital Equipment 0 56,307 0 0 6G-Capital Outlay Total 0 56,307 4,050 3,000 CITY MANAGER'S OFF10E-Total 1,204,028 1,510,355 1,736,535 1,923,689 83 Recommended Expenditure Budget Report by Activity & Funding Source 72-CITY MANAGER'S OFFICE FY24 Recamm'd Fund/Activity FY22 Actual Expense FY23 Adopted Budget Budget 7201- Administration � 100-General 6A-Salaries&Wages 740,177 839,096 873,941 6B-Employee Benefits 192,246 242,925 240,139 6C-Staff Development 68,078 154,654 160,044 6D-Repari/Maint/Util 4,156 4,206 5,083 6E-Contractual Svcs 209,659 69,668 125,914 6F-Commodities 30,281 21,252 27,475 6G-Capital Outlay 4,050 3,000 7201- Administration Total 1,244,597 1,335,851 1,435,596 7202- Sustainability 100-General 6A-Salaries&Wages 84,500 146,752 156,496 6C-Staff Dcvclopment 11,646 21,505 37,930 6D-Repari/Maint/Util 622 1,133 622 6E-Contractual Svcs 77,363 153,139 2ll,845 6F-Commodities 279 10,602 15,762 6G-Capital Outlay 56,307 7202- Sustainability Total 256,729 385,429 476,613 7203- GreenCorps 100-General 6C-Staff Dcvclopment 89 362 350 6D-Repari/Maint/Uti] 415 605 605 6E-Contractual Svcs 8,000 10,000 10,000 7203- GreenCorps Total 8,997 15,255 ll,448 7299- Pcard Clearing 100-General � 6F-Commodities 32 32 7299- Pcard Clearing Total 32 - 32 � � CITY MANAGER'S OFFICE TOTAL 866,821 1,050,094 1,197,166 84 CITY OF DUBUQUE , IOWA DEPARTMENT DETAIL-PERSONNEL COMPLEMENT 72 CITY MANAGER'S OFFICE FY 2022 FY 2023 FY 2024 FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET 61010 Full Time Employee Expense 100 9900 Contract CITY MANAGER 1.00 $ 284,891 1.00 $ 295,212 1.00 $ 309,780 100 9375 GE-44 ASSISTANT CITY MANAGER 1.00 $ 140,415 1.00 $ 144,973 1.00 $ 151,638 100 - GE-30 DATAANALYST 1.00 $ 49,757 - $ - - $ - SUSTAINABLE COMMUNITY 100 4670 GE-33 COORD. 1.00 $ 76,379 1.00 $ 78,864 1.00 $ 82,490 100 GE-27 GRANTANALYST - $ - 1.00 $ 48,692 1.00 $ 53,125 CLIMATE ACTION 100 GE-31 COORDINATOR - $ - 1.00 $ 55,671 1.00 $ 57,701 100 3465 NA-41 MANAGEMENT INTERN 1.00 $ 42,045 1.00 $ 45,173 1.00 $ 53,726 100 8825 GE-32 EXECUTIVE ASSISTANT 1.00 $ 70,649 1.00 $72,950 1.00 $ 72,976 100 225 GE-25 CLERICALASSISTANT - $ - - $- 1.00 $ 44,888 100 225 GE-25 SECRETARY 2.00 $ 100,012 2.00 $103,244 1.00 $ 53,726 TOTAL FULL TIME EMPLOYEES 8.00 $ 764,148 9.00 $ 844,779 9.00 $ 880,050 61020 Part Time Employee Expense DIR. OF STRATEGIC 100 GE-44 PARTNERSHIPS 0.75 $ 103,246 0.75 $ 106,598 0.75 $ 111,499 100 225 GE-25 SECRETARY 0.66 $ 25,109 - - SUSTAINABLE DUBUQUE 100 INTERN 0.42 $ 11,835 0.42 $12,217 0.42 $ 16,305 TOTAL PART TIME EMPLOYEES 1.83 $ 140,190 1.17 $ 118,815 1.17 $ 127,804 61030 Seasonal Employee Expense 100 NA-38 OFFICE SPECIALIST 0.25 $ 6,936 0.25 $ 7,159 0.25 $ 7,488 TOTAL SEASONAL EMPLOYEES 0.25 $ 6,936 0.25 $ 7,159 0.25 $ 7,488 TOTAL CITY MANAGER'S OFFICE 10.08 $ 911,274 10.42 $ 970,753 10.42 $1,015,342 85 CITY OF DUBUQUE, IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2022 FY 2023 FY 2024 ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET Management-General Fund 10072100 61010 100 9900 CONT CITY MANAGER 1.00 $284,891 1.00 $ 295,212 1.00 $ 309,780 ASSISTANT CITY 10072100 61010 100 9250 GE-44 MANAGER 1.00 $140,415 1.00 $ 144,973 1.00 $ 151,638 10072800 61010 100 - GE-30 DATAANALYST 1.00 $ 49,757 - $ - - $ - 10072100 61010 100 GE-27 GRANTANALYST - $ - 1.00 $ 48,692 1.00 $ 53,125 10072100 61010 100 3465 NA-41 INTERN 1.00 $ 42,045 1.00 $ 45,173 1.00 $ 53,726 10072100 61010 100 225 GE-25 SECRETARY 2.00 $100,012 2.00 $ 103,244 1.00 $ 53,726 10072100 61010 100 225 GE-25 CLERICALASSISTANT - $ - - $ - 1.00 $ 44,888 EXECUTIVE 10072100 61010 100 8825 GE-31 ASSISTANT 1.00 $ 70,649 1.00 $ 72,950 1.00 $ 72,976 Total 7.00 $687,769 7.00 $ 710,244 7.00 $ 739,859 Sustainable Community-General Fund CLIMATE ACTION 10072200 61010 100 GE-31 COORDINATOR - $ - 1.00 $ 55,671 1.00 $ 57,701 SUSTAINABLE COMM. 10072200 61010 100 4670 GE-33 COORD. 1.00 $ 76,379 1.00 $ 78,864 1.00 $ 82,490 Total 1.00 $ 76,379 2.00 $ 134,535 2.00 $ 140,191 Management-PT General Fund 10072800 61020 100 - GE-25 SECRETARY 0.66 $ 25,109 - $ - - $ - Total 0.66 $ 25,109 - $ - - $ - Sustainable Community-PT General Fund 10072200 61020 100 NA-38 DUBUQUE INTERN 0.42 $ 11,835 0.42 $ 12,217 0.42 $ 16,305 Total 0.42 $ 11,835 0.42 $ 12,217 0.42 $ 16,305 City Manager-PT General Fund 10072100 61020 100 GE-44 PARTNERSHIPS 0.75 $103,246 0.75 $ 106,598 0.75 $ 111,499 Total 0.75 $103,246 0.75 $ 106,598 0.75 $ 111,499 City Manager-Seasonal General Fund 10072100 61030 100 NA-38 OFFICE SPECIALIST 0.25 $ 6,936 0.25 $ 7,159 0.25 $ 7,488 Total 0.25 $ 6,936 0.25 $ 7,159 0.25 $ 7,488 TOTAL CITY MANAGER'S OFFICE 8 $911,274 10.42 $ 970,753 10.42 $1,015,342 86 1 1 � I �- � •�� i � � � � � - �-- � - ;a i I�.�e ,.E;''� _ - - � �� - � � �j. _ --` r�� rl�� r�� '�� R�n � _ � i.� _ F�'�p�� Il�i� - ��, � �3 � . i i • � �'� �� •• �� -�� _ • i tir r � �� . � i� �� u ,�� -'� A _ Dubuque 2036 VISION STATEMENT "Dubuque 2036 is a sustainable and resilient city and an inclusive and equitable community where ALL are welcome. Dubuque 2036 has preserved our Masterpiece on the Mississippi, has a strong, diverse economy and expanding connectivity. Our residents experience healthy living and active lifestyles; have choices of quality, livable neighborhoods; have an abundance of fun things to do; and are engaged in the community. " CITY MANAGER' S OFFICE MISSION The City Manager's Office plans, organizes and manages all activities of the City organization so as to provide leadership so that all City Council priorities, policies and programs are successfully implemented and effectively managed. New Faces � ,� �� 1 � 1I �� ` ��'�'� � �;. � . , � , �,► . �y��'� w.?-. � C. r � �` � �S` �- ._-�I 1 �• !i � � � 'R _ �. h _ ,t«• � � �s. ! , �,�•.. r ; ` ..� . ' � � c ` ,.- �� .,, � . _ � � � '' �w+-1 �r� , �� /�'� '�, I , `4. _ �� 1 � � _ � �'� ` , .,, .�1;i � '� +� �� ''�. �� ►, �P �� ' �� . � �.;: �: a.r`.`1� ��".�,� *�`, .` . � �. �f� ,�� Amanda Lewis, Abhishek Rai, Mia Burbach, Climate Action ICMA Local Government Administrative Assistant Coordinator Management Fellow City Manager's Office (11 .42 Full -Time Equivalents) . . . _ , , _ Assistant City Director of Strategic Executive Sustainable Community Manager Partnerships Assistant Coordinator Cori Burbach (part-time) Stephanie Teri Goodmann Valentine Gina Bell � ICMA Cllmate Sustainable Fellow Grant Anal st Secretary Administrative Office Dubuque A hi h k y Anne Assistant Assistant Action Intern b s e Justin Thiltgen (part-t�me) Coordinator Rai Schreyer Mia Burbach vacant (part-time) Amanda Lewis vacant C REATI N G AN � ��—�� EQUITABLE ��#�a-�r�v�r� �r�� -F�� uil� ��r �h� ��ur �ill�r� ��: COMMUNITY - OF CHOICE � . _ � � s . � . . � . ■ ■ � *, , � � . _ ��.._ � ': - � ,� � HIGHLIGHTS : CORE TEAM MAY 2022 ANNUAL EMPLOYEE SURVEY RESULTS Strengths of the organization: • Trust & support of coworkers • Accountability to public & each other • Connection to organization's mission, vision & values CORE GROUP • Diversity, Equity & Inclusion 1. Align org with • Reliable support systems for employees Mission, Vision & Values 2. Monitor & develop Core Team focuses for 2023-24: org's health & staff • Hiring org change consultant development needs • Supporting employee brain health • Compensation & classification study • Implementation of 2021 workplan focused on HPG Tenets • � 1 • Annual Employee Survey: Action Plan • Organization Culture Change Consultant • Administrative Policy Review • Employee Recognition Committee Efforts N�H �N�H� RECRUITMENT, RETENTION, DEVELOPMENT & SUPPORT 1 , 1 • • Achievelt performance measurement + reporting platform implementation • High Performing Government Ambassador Program • Crisis Management and Response • Emergency Preparedness Committee =�� - - ----� � - ' __ -- - - _ %� . . . . - � -;--- • Resident Brain Health Issues & Concerning Behavior __ - - - - - - -J�-� �.�� Response �-�-- � - � - �� , �; e.�� ve.=.a. e.._ �,� • Resident Request: , � , �� ` �� •� ; p e �_�II _ �� °eeea e `aao° e Response & Support � � ° °R°P & �°�� ;� �� COZ YALLWARE ��'" � � - e �•; - � ';'+� � - _ t! f�� .�.� ' ° r � � i � � �� _ � - '^'— �,� � �` �� `� � � � ,�' �� '�" �' �� `�H ' � I �,,� � r.,.� �. -r` � _ ��i.!_�� .. �' ,. ��.� . � ,i : ' i _ ,.,'_. ��r ��'��`�IIP_ al ,_ �J ._- ,l ,. / : . ,,, � � ��+,] _ , _, �... � _ . r �' _� . �, . ' • � . ' • . � � • • . � � � � � --, . - _-=�� . " People, Planning and Partnership" : _- _�_,_.��,,�.:�_.� - � - . , • Businesses f� . _ _ �� ., � _ ,� � - , � �� • Nonprofit organizations _ � �.� ��.r i� � :;f', if�rtiF� �� , -� � �� • County Government , f � �'� �--� Am�ri�o s • State Government �� f ._�� • Federal Government � f, - � � • . � � . � . � � � � . x.�� Unprecedented Opportunity to secure Grant Fundin� . � � �F� � �' � ,T �.t� {�� '�y{SrF .��y_ � � �� , . � American Rescue Plan Act (ARPA) March 2021 �F j �''x''t;' �•�� -•a ; � � ,� �. � �,'�- � � . {. '�S �A�� r F�f� * � � • � � w�' '�. �'�} � �� ,i ,�~� .� Bipartisan Infrastructure Bill (BIL) November 2021 ;�. �� .�y � �� '� , - Inflation Reduction Act IRA Ma 2022 �- � . � � � ) Y . �. �. �� :� . Y � � � � � ...}# � � THREE COMMUNITY WIDE MEETINGS 2022-2023 � -- � �� - � MORE THAN $145 MILLION IN FEDERAL AND ,� � STATE GRANT FUNDS FOR COMMUNITY SINCE 2022 . � ' � . � • . . • � • • . � �- STAT E A DVO CACY ,� � - ' ' � ' • Meetings with State Legislators L ; , �' • Visits to the Capitol � � � � • Annual State Legislative Dinner � - � � � • Meetings with: � � _ • lowa Finance Authority . � lowa Economic Development Authority . - • Homeland Security Emergency Management ' f. • Department of Cultural Affairs - • Office of Workforce Development • Department of Natural Resources • Department of Agriculture and Land Stewardship . � � � . � / . . � � � � . � �� — '�- -._ .—_. .— _. a � � ' - F E D E RA L A DVO CACY ��i �� r -� _ - II . ' '••- F• -_ ' I ''rf+ ' i .' r I I A - I I � � J_;h,� I � � I ' •� � � �� I I � � �� .4 ,, � �� '� • Virtual Meetings with Members of Congress � � , � � � - • Meeting with Federal Agencies and Departments _ , � - • Congressional Staff Visit - August �, __ . � - - . �� • DC Fly-In with Chamber of Commerce - Spring ,� � �� ,�. FUTURE • Core Team : 2-Year Department Head I N ITIATIVES . . . . . Organizational Development Initiative ■ ■ . . . • Data-Dr�ven Outcome-Focused Dec�s�on M a ki n g : Progress on Community Outcomes and KPI Data • High Performing Government Ambassadors : Departmental Improvements & Innovation Work • Emergency Operations Planning & Drills • Infrastructure Bill + ARPA State + Inflation Reduction Act & Federal Legislative Advocacy City Manager's Office FY2024 REQUESTED OPERATING BUDGET SUMMARY 647 844 9 . 57 ' . Average homeowner's* Net Operating . property tax cost for the C�ty Property Tax , . Manager s Office Support *Av . home value of 159 503 ( 9► � � ) 1 ' ADMINISTRATION ' • � � 1 . Professional Development Opportunities for � � � Technical Grant Analyst/Assistant include attending . � one annual training and other grant-related webinars. Recurring � $3,000 Net Property Tax Cost � $1 ,490 2. Hybrid office equipment for 2 City Managers Office staff Non-Recurring � $6,425 Net Property Tax Cost � $2,265 � ity ivianager�s �rrice PERFORMANCE MEASURES Goal : Financially Responsible, High-Performance City Organization Proposed FY24 Property Tax Rate Comparison for the 11 Largest Cities 11 V�a4erloo F1'�� 18.�7 1� �oun�il Bluffs FY�� 17_8� � De� f�+l�ine� F*�� 1�_�6 8 D��n �rt F1'�'� ��_78 7 ��d�r R� id� F1'2'� �1�_�� lo�+� �it Fl(�'� �15_6� � �i�ux �it F1'�3 �15_4� 4 V�1est Des h+l�ines Fl�� 1�_79 � Ame� FY�4 �9_�6 � Dubu ue F�'�4 ��.�'� 1 Anken F�r'�� $�_�b �411Ef�A�E w�a �ubu ue �14_�� City Manager's Office PERFORMANCE MEASURES Outcome: Maintain an efficient citizen response rate # of Days to Resolve Resident Issue (CMO) % of Resident Complaints Resolved Within 10 Days 10 s.� 78.0% 9 76.0% 76.1% 8 76.0% 75. . °0 75.0% 75.0% 7 7 7 7 7 74.0% 6 5 3.9 72.0% q 9.7°/ 3 70.0% 2 68.0% 1 0 66.0% FY21 FY22 FY23 FY24 est FY21 FY22 FY23 FY24 est All Depts Target � CMO —Target City Manager's Office PERFORMANCE MEASURES Outcome: Hire & retain a highly-skilled City workforce reflective of the Dubuque community. Leadership Team Demographics 60% 51% 51% 50% 44% 40% 33% 30% 20% 9% 0 9% 10% 7% 0% ■ _ ■ Female Non-White ■Target ■FY22 ■FY23 ■FY24 i � � � - � � � 1 � ' I • � . • � � . � '�� `� , � � � � � � .� FISCAL YEAR 2023 }_= �-} x�� ____ __ _ _ _ -� _ � _ __ _. _ _ HIGHLIGHTS � - � - --- - � � ,- � ��_� �� - � � - - � � _"`' _ � �. .', . . . . _ , ; � . • Hired Climate Action Coordinator ��,, � �� - �� ,��,�_� � � �� . - .�'��.�.' - 4 _ ��i.�: � � �-. � � ` �' � J � l _- ��- , T.� '�� _ � � {�� -.0. �� _.. �{ f� ��i�� ■ ■ � _ '�tqr4� l� O � � _ ...—_ -_ — — » • 50 /o b 2030 Communit Climate -� � Y��,�._ Y� . ��;��,,� y y �� .�.,�,�.�� . . . � �.. �,- �� ,,� t� ��. A i n n i l i n P I n _ � �:� � , �., 6! ' ct o a d Re s e cy a - ��-�-�� 11�116 , � \ ,. , � j s-� � �� Outreach Efforts � ' �� r�� ''�-`� � ' �� . � �- �� E�:n, � !;��:�a� �;�� :�- - ,- �- -7,� � � ��, - _ - . . �� .�� - • Teen Resil �ency Corps :_ ; _ .: �. _ ... -�- _ - .= - , �_ � ` - tiu �. � - M _ �� 4�" - _ ' ■ 't:c:, - `R�. «�: � - ��„ • Renew DBQ Solar Installation � • Climate Action Plan Implementation � • Renew DBQ: Low Income Solar Project • Fleet Electrification • Building Efficiency • GHG Inventory � �_ .: . � � � • Inflation Reduction Act + ��4� � �� ''� � - � � - - - � EECBG _ , . .__ .. . {5s: .;tsn� _ . .: i ti�.i�� 11f3� - ��1J..�'.�� -�' L' .? _'�i ti'v. - �, 9� i ,.,:}, :.�; �:.r. � � 4. Resilient Community Advisory Commission —� � �—:.�!. Y� • 7 men, 2 women currently serve - -_ _ �� as commissioners; 2 cross -- _ - -- . representatives ------------ , �� . . � � �} � - • Focus on Climate Action Plan ��::;� , F� � __�� , --�,,��-�4 - : - - r ,�� -..� � Im lementation and su ortin �`� �`�� _ _ _ p p p J _ `� ;� City departments' actions - ' - - _ _ �, _ __ _ _ �.� �.�rt �`��..��'_ - < <d �:� -v�-. a;; � _ - 3-�..a: _ . . _ ..� .�Y'�:,. . _. � . . ?11�, .'' :. • Score and recommend � ,.3 � - :.:�. E . `ti Sustainable Dubu ue Grants � + � �� _ � �� q _ - _ .�� _ � k � � i.:. � � .��F _ ; . . � . .. � . _.�� _ �#C' r . - - . . . . . ; ,. l ,�:'r,t .,,`" `� . . Sustainable Dubuque Grants _ _ �� --�,�� .�� - _ - - _ _ - '�'- � r�� t�lA y�- - • 154 rants iven to date � - �- � � - �! � i� J� 1 g g �� , � � �� '� } �'�¢ � � '�I ' �� I y� � k Il� ��i�� { � � � � fl� f � �r �f��= V l � ��t ' �° � � � y 1� �I,�� I � �I ��#� ' , � i ;� .�� ! �.� �1 � ` �� ,� ��,,�, ��I �1}. ' ' I ��f��i; i �� ,r,d ��' � � » t� �� .�1�� , ; � :� �� _�� . , � � �� ' � �� a .�� . � ��:�� ,. � � . _ i • $226,215 granted since program � �; i °.,-�� A _- ,.- =- � - ._� �- _ . � �: -��. -,--�--=��_ - , � :� be an in 2013 ::� � ��= �� ' _�.., J - � .� _ � ``� '�, : _ n� � • �� -3"- - I a°e. - u ' � ._ - .. - �tY; -:-. ':'. .-�, _ . ... . .. ,; � ' .,. " � . � . ��. � � . . s , • �, . �r.r � � � �� 5 � �' � vF �� '�-� L r �.y � .4} �T � '" I � ,sre:� ��.�. • Each project includes community � ��= Y `�' ��- � � � � � � , � �� ; �, _� � ; �,y-- _: � � � .� � { S �J.� " .,�'tW ., -y�.�.. I .. d � __ x` � ■ ■ � e ��.2. � 3.L ?�`c. 4'.� a! 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V � , s..��;� ��O� � f � _o,` ��Q� !n � ��, ` g� Climate Action Outreach �3� �. �� i, ' '�� ;� ~, _ � _�— I° � 4S1�� { , ', , � .- �,E Fij �3l'.-. k/�/�„� � I� � �-�� ' I� ' r� .� 1 • '� ��.� ��. A / s�,n�. �! . —. . . _. _ _ No Green lowa Team �,.�, ,� ,� �� - . . _ � . , ,�. f • Com lete Streets Bike Ride � � r � � ��' �� '�� ` � � . � �� p � ; ��i� �� , � � � � �. - ��_. � � ►� �- � • �� fi �� • C�rcles Book Club �� - -. - � - g �� - � �� -�� _ � � � .� �� . . . � � , � _ � � �-_ �j � s�=� _ • 3 e r �� I�_ ,� ��`' ��. - � �, ,1 �� I� '�; � Low Carbon Diet Com etition � �� . :F. _ _ .�'.-- '�.�� . — - -- —.. '�. , - _ p � � � ��. � . � - _ '�a �?�- , � ,.�- - _ �-�= - ::� d _ (''J � -� • Tree Voucher Pro ram ' � �� = --'�"= - � � � �` 7 �` `' — —� ��; �,. '� _- i'° ��._. � � �� - v ��,s. - ^ g� ww:'= ��y�F"-F� Y -. -� - i1k � `''1 q�r �" :l �.��. � �� ._. . '�.i -i a '�° °��' ,'� .�_-� ..'�� -A - `��5�. r ` ' M e' �" / _.��'�r��' _ _ . I Y... _ : i .�? l � ,. 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"9�.�•:��, �. .'�1�' ' _ . . . n. . ... . � . . .�i i Sustainability Office PERFORMANCE MEASURES Pe�ti�id� Fre� P�rl�� Sustainak�le Dubuque Grants �� 154 I 2S5 �� ■ # of pe5titide free parks ■# of parksrrr ith pota7tial of beir�g pestitide free ■ Grants received ta date ■ Grants given to date � 1 � OFFICE OF SUSTAINABILITY ' • � � 1 .Climate Action Implementation - . . � Energy Benchmarking Research & Policy Non-Recurring � $25,000 � � Net Property Tax Cost � $8,812 2. Climate Action Implementation - Fleet Electrification Transition & Infrastructure Plan Non-Recurring � $20,000 Net Property Tax Cost � $7,051 3. Climate Action Plan - Outreach & Coalition Building Non-Recurring � $25,000 Net Property Tax Cost � $8,813 4. Travel Budget for Climate Action Coordinator Recurring � $4,245 Net Property Tax Cost � $1 ,497 www.cityofdubuque.org/CityManager City Council, City of Dubuque 50 W. 13th Street Dubuque, IA 5201 February 14, 2023 Members of City Council, The Resilient Community Advisory Commission (RCAC) recommends the City Council adopt the following FY24 Budget Decision (Improvement) Packages for the City Manager’s Office. • 50% by 2030 Community Climate Action and Resiliency Plan. Research and develop energy benchmarking policies for all municipal facilities and draft community -wide benchmarking ordinance. Funding would also help with communication and education related to benchmarking ordinances and pay for consultant services. ($25,000) • Establishing city fleet policies, executing an EV Transition Study, and creating and executing an education and communication campaign. The funding would support consultation of policy including future budget impacts as well as support the electrification of city-owned fleet. ($20,000) • For outreach, education, and empowerment activities related to the Climate Action Plan (CAP). The request is to fund capacity building and engagement, particularly in frontline communities while addressing our greenhouse gas emissions reduction goal. ($25,000) At the February 2023 meeting, the RCAC reviewed and discussed the above items. The RCAC unanimously recommends the City Council adopt the above FY24 Budget Decision (Improvement) Packages. Sincerely, Jacob Kohlhaas Resilient Community Advisory Commission, Chair