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City Manager's Office Fiscal Year 2025 Budget Presentation Copyrighted March 26, 2024 City of Dubuque Public Hearings # 05. Special Meeting ITEM TITLE: City Manager's Office Fiscal Year 2025 Budget Presentation SUMMARY: SUGGESTED DISPOSITION: ATTACHMENTS: Description Type Policy Budget Book Supporting Documentation Presentation_Uploaded 3.26.24 Supporting Documentation HOW TO USE THIS POLICY BUDGET DOCUMENT PURPOSE The Policy Budget defines goals and objectives for all City departments and activities, relates them to cost and resource requirements and attempts to establish measures for evaluating accomplishment. Specific improvement packages are developed and included in the Policy Budget for alternative funding and service levels. The Policy Budget document shows the budget by line item for each Department and provides a basis for fiscal control once the budget is adopted. The Policy Budget emphasizes objectives, accomplishments, and alternative funding and service levels and is intended to keep the attention of the City Council and public on the major policy decisions involving what services the City government will provide, who will pay for them, and the implications of such decisions. FORMAT The Policy Budget is organized by Department/Division and provides detail for all activities that make up each Department/Division. Each Department/Division tab includes the following information: 1) Department/Division Financial Summary: The budget highlights portion of the Department Summary reflects total expenses for the maintenance level budget (cost to continue at the same level of service) and approved improvement packages for all activities within the Department by expenditure category (employee expense, supplies and services, machinery and equipment, and debt service), and the funding sources that pay those expenses. The property tax portion of the funding is reflected, noting the increase or decrease from the prior years adopted budget. For Departments which are self supporting (i.e. Water, Water Resources & Recovery Center, Refuse and Salt Operations (part of Public Works), Media Service, Transit, Parking, Stormwater (part of Engineering)), the net operating surplus/deficit is reflected, noting the increase or decrease in the fund from the prior years adopted budget. This summary displays all Improvement Packages submitted by Department/Division Managers, with a notation of whether they were recommended by the City Manager, and then approved by the City Council. Those noted with a `YES' were added to the maintenance level budget and are reflected in the Department Funding Summary and those noted with a `NO' were not approved. And finally, this summary explains significant line item detail by expenditure category, notable revenue changes, and miscellaneous information regarding the maintenance level budget. These are the review notes prior to adding any improvement packages. 2) Memo Addressing Budget Issue (optional): If there is an important budget issue that needs further explanation, a memo will be provided. 3) Department's Organizational Chart (optional): Shows how a Department is structured. Usually included for larger more complex Departments. -i- 4) Department/Division's Highlights of Prior Year's Accomplishments and Future Initiatives: This is a written narrative that highlights the Department's prior year accomplishments and what Departments plan on accomplishing in the near future. 5) Department/Division's Goals and Performance Measures by Activity: This is a written activity statement and a matrix for each activity which includes activity objectives, relationship to City Council Goals & Priorities, and key performance indicators (KPIs). Performance measures are included for each activity to evaluate activities and ensure that the approved levels of funding yield the expected results. Icons for each KPI visually indicate how well an objective is doing and represent the following: Goal Met Goal in Progress Goal Not Met The goal has not This goal has not This goal has been been met but is been met and is not met. showing signs of currently showing improvement. signs of progress. 6) Recommended Operating Revenue Budget by Department/Division: This report reflects line item revenue detail at the Department/Division level (combines all activities for each line by fund). Two years actual revenues, prior year adopted revenues and the recommended revenue for the new budget year are reflected. 7) Recommended Operating Expenditure Budget by Department/Division: This report reflects line item expenditure detail at the Department/Division level (combines all activities for each line by fund). Expenses are grouped by category (employee expense, supplies and services, machinery and equipment, debt service, and transfers) and displays two years actual expenses, prior year adopted expenses and the recommended expense for the new budget year. 8) Recommended Operating Expenditure Budget by Activity and Funding Source: This report reflects expenses grouped by category (employee expense, supplies and services, machinery and equipment, debt service, and transfers) for each activity within the Department/ Division, and displays two years actual expenses, prior year adopted expenses and the recommended expense for the new budget year. 9) Personnel Complement at Department/Division and Activity Level: These reports reflect positions budgeted at the Department/Division level and the Activity level, by funding source. Total Full Time Equivalents (FTE) and wages with longevity expense are shown for each position for two years prior year adopted FTE and expenses, and the recommended FTE and related expense for the new budget year. 10) Capital Improvement Projects by Department/Division: This report lists all Capital Improvement Project totals for two years actual expenses, prior year adopted expenses and the recommended expense for the new budget year. 11) Five Year Capital Improvement Program Summary by Department/Division: This report lists all Capital Improvement Projects budgeted in the new budget year and planned for the next four years. Reference: Key Terms for Understanding Dubuque's Budget, Budget Glossary Budget Overview and Budget and Fiscal Policy Guidelines located in Resident's Guide -ii- City Manager's Office 3 This page intentionally left blank. 4 CITY MANAGER'S OFFICE FY 2023 FY 2024 FY 2025 %Change From Budget Highlights Actual Budget Requested FY 2024 Budget Expenses Employee Expense 1,217,942 1,324,534 1,398,378 5.6 % Supplies and Services 551,141 588,480 599,449 1.9 % Machinery and Equipment 10,210 10,675 2,475 (76.8)% Total 1,779,294 1,923,689 2,000,302 4.0 % Resources Administrative Overhead Recharges 756,923 1,191,446 1,426,181 19.7 % Sustainability Conference 48,521 40,961 48,521 18.5 % Misc. Reimbursements 40,853 13,946 2,076 (85.1)% State Grants 81,754 0 0 — % Total 928,052 1,246,353 1,476,778 18.5 % PropertyTaxSupport 851,242 677,336 523,524 (153,812) Percent Increase (Decrease) (22.7)% Personnel -Authorized FTE 10.42 10.42 10.42 Improvement Package SummarX 1 of 10 This improvement package request funds the creation of a permanent Climate Action Coordinator position, which currently exists as a limited-term position. This Climate Action Coordinator position is currently a 3 year limited-term position (1.00 FTE, GE-31) that is set to expire at the conclusion of FY 2025 (June 30th, 2025). This improvement package request is to end the limited-term position one year early by eliminating the limited-term position and replacing it with a permanent Climate Action Coordinator position at the same pay range beginning in FY 2025 (1.00 FTE, GE-31). Since the limited term position was budgeted to run through FY 2025 and the new permanent position being requested for FY 2025 is at the same pay range and FTE status, this improvement package would have a net cost of$0 in FY 2025. The additional, recurring cost of funding this position beyond the original limited-term timeframe would not be present until FY 2026. It is not possible to know the exact recurring expenses and net cost that would be present beginning in the FY 2026, as FY 2026 personnel costs such as wages and benefits are unknown at this time. Using FY 2025 rates, the recurring cost of this positions for wages and benefits is $85,254. There is also a recurring revenue for administrative overhead of$55,202, resulting in a recurring net cost of$30,052 using FY 2025 rates. It is expected that that FY 2026 net cost of this position will be similar to FY 2025 rates, though the FY 2026 net cost will likely be slightly increased due to changes in wages and benefits that happen each year. This improvement package request only includes funding for wages and benefits, as technology such as a computer and a computer tablet already exist for this position on the maintenance level. The Climate Action Coordinator position is responsible for the implementation of the 50°/o by 2030 Community Climate Action and Resiliency Plan. The funding would be used to continue this position beyond the scope of the limited term. This position has greatly increased the capacity of the Office of 5 Sustainability to implement the climate action plan, engage with residents, advance equity, and support departments in moving forward the actions in the 50% by 2030 Plan. While having only been employed a short time, the Climate Action Coordinator has spearheaded the greenhouse gas inventory, began a municipal building inventory and subsequent data gathering related to energy use, planned and implemented a community-wide event and began a commercial building energy efficiency program. She has also completed various other projects and programs and supported the Sustainability Office in reaching more residents, advancing climate actions and attending to impacts of climate change. This request came directly from a recommendation from the Resilient Community Advisory Commission. This improvement package supports the City Council goal of Financially Responsible, High Performance City Organization: Sustainable, Equitable and Effective Service Delivery as well as Sustainable Environment: Preserving and Enhancing Natural Resources. Related Cost: $ 85,254 Tax Funds Recurring Recommend - No Related Savings: $(85,254) Tax Funds Non-Recurring Related Revenue: $ 55,202 Administrative Overhead Recurring Related Revenue: $(55,202) Administrative Overhead Non-Recurring Net Property Tax Cost: $ — Property Tax Impact: $ — —°/o Activity: Sustainability 2of10 This improvement package would fund the extension of the current ViDL Solutions department manager training to all City staff. In 2013, the City entered into a two-year contract to engage ViDL Solutions in organizational development, team building, and executive coaching services for the department manager group in order to become a more Equitable Organization of Choice. In 2024, that work will be extended to engage supervisors. This improvement package would fund in-person cohort training for all City employees over an 18-24 month period. This work advances the City Council's goal of a Fiscally Responsible, High Performing Organization. Related Cost: $93,000 Tax Funds Non-Recurring Recommend -Yes Related Revenue: $15,503 Administrative Overhead Non-Recurring Net Property Tax Cost: $77,497 Property Tax Impact: $0.0305 0.30% Activity:Administration 3of10 This improvement level decision package request is for funding to update the 2011 Urban Forest Evaluation.A portion of the evaluation will be paid for by the USDA Urban Forestry Grant (the exact dollar amount awarded to the City is not known at this time). To assess the remainder to the city, funding is requested to include a city-wide assessment. Funding will support an assessment of city-wide tree canopy, light impervious surFace, dark impervious surface, grassland, and water coverage by census tract. It will assess urban heat island impacts and establish specific goals of tree canopy coverage as well as identify implementation schedules and budgets, and potentially establish a Carbon Gardening/Turf Replacement implementation plan for municipal properties. The project is to include the development and execution of promotional education/communication campaign. This is an action from the 50% by 2030 Community Climate Action and Resiliency Plan. This improvement package supports the City Council 6 goal of a Sustainable Environment: Preserving and Enhancing Natural Resources as well as Livable Neighborhoods and Housing: A Great Place to Live. Related Cost: $37,500 Tax Funds Non-Recurring Recommend - No Related Revenue: $24,281 Administrative Overhead Non-Recurring Net Property Tax Cost: $13,219 Property Tax Impact: $0.0052 0.05% Activity: Sustainability 4of10 This improvement package request would fund professional development for the City Manager's Office Administrative Assistants (two positions). If approved, this package would allow each Administrative Assistant to travel to one annual training event such as the Office Dynamics Annual Conference, the Laserfiche Empower Conference, or the funding could be broken up for attendance to smaller local educational seminars. The improvement package supports the City Council goal of City Workforce Retention &Attraction, and also Financially Responsible, High Performance City Organization: Organizational Culture: Continuous Improvement. Related Cost: $ 6,000 Tax Funds Recurring Recommend - No Related Revenue: $ 3,885 Administrative Overhead Recurring Net Property Tax Cost: $ 2,116 Property Tax Impact: $0.0008 0.01°/o Activity:Administration 5of10 This improvement level decision package request is for outreach, education, and empowerment activities related to the Climate Action Plan (CAP), specifically focusing on energy equity in buildings and housing. 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. Building on trust and partnerships created through past CAP outreach, we will focus efforts to serve under-resourced households to promote local and federal energy efficiency programs as outlined in the CAP. The funding will support agencies working with energy burdened populations on information sharing and guidance to improve energy equity. Funding will also support community meetings related to energy equity, connecting residents to qualified contractors and assist with rebates and other potential incentives. Additionally, the funding will support development of webpages to be added on the Sustainable Dubuque website with resources about home energy options for residents, including available energy programs and where to purchase ENERGY STAR appliances. We, as a city, have committed to center equity in all our work, and we need to educate residents on how climate action intertwines with their daily experiences and how we can work together to support common goals. Our CAP work focuses on reducing disparities and increasing equity through climate action. This improvement package supports several City Council Goals including Livable Neighborhoods and Housing: Great Place to Live and Sustainable Environment: Preserving and Enhancing Natural Resources. Related Cost: $18,750 Tax Funds Non-Recurring Recommend -Yes Related Revenue: $ 3,126 Administrative Overhead Non-Recurring Net Property Tax Cost: $15,624 Property Tax Impact: $0.0061 0.06% Activity: Sustainability 7 6of10 This improvement level decision package request is for establishing bike infrastructure policies, executing a cross-departmental implementation agenda, and creating and executing an alternative transportation education and communication campaign.As identified in the 50% by 2030 Community Climate Action and Resiliency Plan, long a priority by the City Council, calls for updating the City's plans to consider bike infrastructure as a means to increase ridership and reduce pollution. This funding request will specifically focus on bike racks — location, space assessments and inventory (setting up geolocation report form to map existing bike racks and infrastructure), internal policies for requests and installations, size and specifications for racks; potential use of parking spaces for bike parking, and how it will be incorporated with future bike share options and locations. The funding would support consultation of policy including future budget and impact on city operations. This improvement package supports the City Council goal of Financially Responsible, High Performance City Organization: Sustainable, Equitable and Effective Service Delivery, Connected Community: Equitable Transportation, Mobility, as well as Sustainable Environment: Preserving and Enhancing Natural Resources. Related Cost: $26,450 Tax Funds Non-Recurring Recommend - No Related Revenue: $17,126 Administrative Overhead Non-Recurring Net Property Tax Cost: $ 9,324 Property Tax Impact: $0.0037 0.04°/o Activity: Sustainability 7of10 This improvement package request is for additional hours for the Part-Time Office Assistant position in the City Manager's Office. This position is currently budgeted for 10 hours per week (0.25 FTE, NA-38). In an effort to reduce the work load of the current administrative staff in the City Manager's Office, an additional 5 hours per week is requested for this position to help support the daily tasks in the City Manager's Office (increasing the position to 0.375 FTE, remaining at NA-38). This improvement package supports the City Council Top Priority of City Workforce Retention &Attraction and Financially- Responsible, High-Performance City Organization-Organizational Culture: Continuous Improvement. Related Cost: $4,834 Tax Funds Recurring Recommend - No Related Revenue: $ 806 Administrative Overhead Recurring Net Property Tax Cost: $4,028 Property Tax Impact: $0.0016 0.02% Activity:Administration 8of10 This improvement level decision package request is for ongoing implementation of the 50% by 2030 Community Climate Action and Resiliency Plan. The funding would be used to partner with the local realty board to bring in a trainer to provide Green Designation training for local realtors. Sustainability staff would work with the local board of realtors to localize the information and talk about the resources available. This body of work helps to properly value the efficiency and renewable energy in homes for sale. It places value on features which reduce greenhouse gas emissions (GHG) in residential buildings and empowers realtors, who frequently discuss homes, to share information about GHG reduction and energy efficiency. This funding would help to offset the cost for instructor fees, royalty fees, travel, lodging, and expenses of the trainer. Participants may also pay a small fee to attend the two-day course and receive continuing education credit. Funding would also help with communication and outreach related to the effort. This improvement package supports the City Council goal of Partnership for a Better Dubuque: Building Our Community That Is Viable, Livable, and Equitable as well as Sustainable Environment: Preserving and Enhancing Natural Resources. 8 Related Cost: $ 6,958 Tax Funds Non-Recurring Recommend - No Related Revenue: $4,505 Administrative Overhead Non-Recurring Net Property Tax Cost: $ 2,453 Property Tax Impact: $ 0.001 0.01°/o Activity: Sustainability 9of10 This improvement level decision package request is establishing an annual tree voucher program. This funding would be used to pay for the vouchers used to pay for trees at local nurseries as well as space rental for annual learning sessions. For the past two years, the Office of Sustainability, in partnership with Dubuque Trees Forever, has educated and empowered residents to learn about trees—selection, planting, care and how they impact climate change through a tree voucher program. This program has used climate action plan outreach funding to do so and with this package we intend to make the program an ongoing effort to increase the city's tree canopy, decrease urban heat island effect and capture carbon emissions. This improvement package supports the City Council goal of a Sustainable Environment: Preserving and Enhancing Natural Resources. Related Cost: $10,000 Tax Funds Recurring Recommend - No Related Revenue: $ 6,475 Administrative Overhead Recurring Net Property Tax Cost: $ 3,525 Property Tax Impact: $0.0014 0.01% Activity: Sustainability 10 of 10 This improvement package requests funding to host a "City Academy", a full day of professional development for all City staff. The event would build off of the existing City employee luncheon held annually during Public Service Recognition Week. Through a day of workshops and keynote speakers, all employees would be invited to explore the City Council's goals, SPIRIT statement values, universal competencies, and wellness topics. Funding requested would cover speaker and venue fees, food and other costs related to program development. Overtime costs may be covered so that some City staff could attend, while other City services would not be available on this day of professional development. This cost estimate is based off of other municipalities who currently offer a City Academy. This package relates to the City Council's goal of a Fiscally Responsible, High PerForming Organization. Related Cost: $75,000 Tax Funds Recurring Recommend - No Related Revenue: $48,563 Administrative Overhead Recurring Net Property Tax Cost: $26,437 Property Tax Impact: $0.0104 0.10°/o Activity:Administration Significant Line Items Employee Expense 1. FY 2025 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 2024. The employee contribution of 6.29% is unchanged from FY 2024. 9 3. The City portion of health insurance expense is unchanged from $1,119 in FY 2024 to $1,119 in FY 2025 per month, per contract, which results in an annual cost unchanged of$— annually or 0.00%. 4. Overtime expense is unchanged from $3,400 FY 2024 to $3,400 in FY 2025. The FY 2023 Actual was $0. 5. 50% Sick Leave Payout increased from $4,115 in FY 2024 to $6,177 in FY 2025. The FY 2023 Actual was $5,883. 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. Other Professional Services increased from $186,744 in FY 2024 to $241,104 in FY 2025. This line item includes the annual goal setting for City Council and department managers ($38,110), Council work session meals ($8,994), and consulting for grant writing services ($81,000). This line item also includes $20,000 that is being transferred from the Economic Development Department's operating budget to the City Manager's Office operating budget for additional grant writing services. The FY 2024 budget included a portion of a non-recurring improvement package ($20,000) related to conducting an electric vehicle transition study and establishing electric vehicle policies for the City fleet. FY 2024 also included both the Community Survey ($13,000) and Governance Session ($35,012), which are done on a bi-annual basis and are not included in FY 2025. 7. Education Reimbursement decreased from $99,750 in FY 2024 to $89,935 in FY 2025. The FY 2023 Actual was $31,046. This item line represents various professional development activities for the Leadership Team, HPG Ambassadors, Grant Analyst, Sustainability staff, and Department Managers. Expenses for attending professional development opportunities (such as registration) tend to increase each year. The FY 2024 budget included a portion of a non-recurring improvement package ($5,000 in this line item) related to developing energy benchmarking policies for all city facilities. The FY 2024 budget also included a portion of a non-recurring improvement package ($5,000 in this line item) related to the electric vehicle (EV) advancement project to conduct an EV fleet study and establish EV policies. These improvement packages from FY 2024 were non-recurring, thus the FY 2025 budget reflects a decrease. 8. Meetings & Conferences increased from $67,445 in FY 2024 to $67,727 in FY 2025. 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 for the City Manager, Assistant City Manager, Executive Assistant, ICMA Fellow, Director of Strategic Partnerships and Sustainable Community Coordinator. 9. Speakers is unchanged from $40,000 in FY 2024 to $40,000 in FY 2025. 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 $8,521. 10. Pay to Other Agency decreased from $55,000 in FY 2024 to $41,250 in FY 2025. This line item includes the Sustainable Dubuque Collaborative Community Grants ($31,250) and the GreenCorps local match ($10,000). This decrease is due to FY 2024 including a portion of a non- recurring improvement package for Climate Action Plan energy benchmarking ($20,000 in this line item). 10 11. Association Dues increased from $28,959 in FY 2024 to $29,428 in FY 2025. The FY 2023 Actual was $30,663. This increase adds expected cost increases for association dues in FY 2025. This line item includes a wide variety of inemberships and dues, such as the National League of Cities membership, International City/County Management Association memberships, Women's Leadership Network membership, and Mississippi Rivers and Town initiatives, to name a few. 12. Employee Recognition expense is unchanged from $17,000 in FY 2024 to $17,000 in FY 2025. This line item represents the employee recognition luncheon and SPIRIT awards costs. 13.IT Recharges remains increased from $15,024 in FY 2024 to $16,006 in FY 2025. 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 ($2,475): City Manager Machinery and Equipment Administration Smart Phone and Case (3) � $ 1,050 Coffee Machine $ 125 Desktop Cameras (4) $ 200 Wireless Headset (1) $ 200 Chair Mats $ 200 Sustainabilitv Smart Phone and Case (2) $ 700 Total Equipment $ 2,475 Revenue 15. Sustainability Program Fees is increased from $40,961 in FY 2024 to $48,521 in FY 2025 based on FY 2023 Actual of$48,521. This line item represents the Growing Sustainable Communities Conference registration fees. 16. Revenue received from Enterprise Funds for administrative overhead charges has increased from $1,191,446 in FY 2024 to $1,426,181 in FY 2025. 11 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 12 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 13 CITY MANAGER'S OFFICE FY 2023 FY 2024 FY 2025 Full-Time Equivalent 10.42 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 2023 FY 2024 FY 2025 The City Manager's Office is supported by 10.42 full-time equivalent employees, which accounts for 69.91% of the department expense as seen below. Overall, the departments' expenses are expected to increase by 3.98% in FY 2025 compared to FY 2024. Expenditures by Category by Fiscal Year Employee Expense $1,324,534 $1,398,378 $551,141 Supplies and Services $588,480 $599,449 $10,210 Machinery and Equipment $10,675 $2,475 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000$1,200,000 � FY 2023 FY 2024 FY 2025 14 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 2023 Actual FY 2024 Budget FY 2025 Requested Expenditures $1,471,320 $1,435,596 $1,633,720 Resources $853,895 $919,758 $1,202,892 Management/Administrative/Legislative Position Summary FY 2025 City Manager 1.00 Assistant City Manager 1.00 Executive Assistant 1.00 Administrative Assistant 2.00 Grant Analyst 1.00 Director of Strategic Partnerships 0.75 Management Intern 1.00 Office Assistant 0.25 Total Full-Time Equivalent Employee's 10.00 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 FY23 FY 24 FY 25 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 11.85% 11.21% N/A 3 Dept. Objective: Maintain an efficient citizen response rate. % of citizen issues resolved in 10 days or 75% 69.7% 66% 75% Goal Met less (All departments) Average#days to resolve citizen issue < 7 3.9 4.7 7 Goal Not Met (CMO) 4 Dept. Objective: Hire 8� retain a highly-skilled City workforce reflective of the Dubuque community. 50.7% 33.3% o Leadership Team demographics female fe m, 345 3o�m, 00%fem Goal Met 9.7/o non-w 7.4/o non-w 9�� non-w ('21 Census) non-w 15 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 Sustainability Director and staff work directly with City departments �DUBUQUE to ensure capital projects and operating programs meet the sustainability vision identified by the City Council and build v`�"'� `;�'��'� ��",'aefc partnerships between the City of Dubuque and national, state and local entities to further sustainability initiatives and to strengthen local leadership. The Sustainability Office manages the Green lowa AmeriCorps program, providing energy audits, installation of efficiency products, and education to the community. Sustainability Funding Summary FY 2025 FY 2023 Actual FY 2024 Budget Requested Expenditures $306,929 $488,061 $366,582 Resources $74,156 $326,595 $273,886 Sustainability Position Summary FY 2025 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 FY22 FY23 FY24 Performance Actual Actual Actual Indicator % of grants awarded of total applications N/A 90% 85% 80% 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 Goal Not Met 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% 34% 34% Goal In Progress 16 Recommended Operating Revenue Budget - Department Total 72-CITY MANAGER'S OFFICE FY22 Actual FY23 Actual FY24 Adoptcd FY25 Recomm'd Fund/Account/Account Title Revenue Revenue Budget Budget 100-General 4A-Charges for Services 45455-Program Fee 0 (48,521) (40,961) (48,521) 45500-Miscellaneous Chg for Svcs (102,358) 0 0 0 47100-Rcimbursemcnts � (12,946) (40,853) (12,946) (2,076) 47150-Rcfunds 0 0 0 0 47450-Sa1e of Salvage (25) 0 0 0 4A-Charges for Services Total (ll5,328) (89,374) (53,907) (50,597) 4B-Grants/Contrib 44400-State Grants 0 (81,754) 0 0 47050-Contrib-Private Sources (1,000) 0 (1,000) 0 4B-Grants/Contrib Total (1,000) (81,754) (1,000) 0 4N-Transfers 49600-Transfcr in Watcr Op (39,849) (42,098) (206,101) � (296,659) 49610-Transfer In Sanitary Op (249,050) (263,113) (306,868) (323,047) 49620-Transfer in Storm Op (74,7 L 5) (78,905) (173,9 L 1) (292,797) 49650-Transfer in Parking Op (32,376) (34,204) (44,265) (58,847) 49670-TransCer in Ret'use Op (231,616) (207,045) (306,868) (302,622) 49950-Transfer in DMASWA Cen (124,522) (131,558) (153,433) (152,209) 4N-Transfers Total (752,128) (756,923) (1,191,44� (1,426,181) CITY MANAGER'S OFFICE-Total = (868,456) (928,052) (1,246,353) (1,476,778) 17 Recommended Operating Expenditure Budget - Department Total 72-CITY MANAGER'S OFFICE FY22 Actual FY23 Actual FY24 Adopted FY 25 Recomm'd Fund/Account/AccountTitle Expense Expense Budget Budget 6A-Salaries&Wages 100-General 60100-Salaries-Regular Full Time 685,172 808,674 880,050 934,129 60200-Salaries-Regular Part Time 105,342 110,]03 118,987 125,438 60300-Hourly Wagcs-Tcmp/Scasonal 8,116 8,433 16,305 17,187 60400-Ovcrtimc 2,500 0 3,400 3,400 60630-Special Pay Sick Lv Payout Ret 2,428 6,555 7,580 6,307 60635-Special Pay Sick Lv Payout 50% 6,651 5,883 4,115 6,177 60640-Special Pay-Vacation Payout 9,368 0 0 0 60710-Special Pay-Parental Leave 5,100 6,458 0 0 60720-Spec Pay-Meals No Overnight 0 29 0 0 60730-Spec Pay-Safety F,quipment 0 0 0 0 60760-Spcc Pay-Moving Allowancc 0 3,799 0 0 6A-Salaries&Wages Total 824,677 949,933 1,030,437 1,092,638 6B-Employee Benefits 100-General 61100-FICA-City Conh-ibution 51,571 61,193 72,398 77,720 61300-IPERS-City Contribution 71,552 83,111 96,317 101,973 61510-Health Insurance 84,708 113,314 114,096 ll4,096 61540-Life lnsurance 318 416 414 414 61600-Workers'Compensation 1,597 1,519 1,828 2,041 61820-Vchicic Allowancc 8,512 8,457 9,044 9,496 61992-Physicals 0 0 0 0 6B-Employee Benefits Total 218,258 268,009 294,097 305,740 6C-Staff Development 100-General 62100-Association Dues � � 21,238 30,663 28,959 29,428 62200-Subscriptions 1,028 726 1,266 1,262 62325-Milcagc 375 1,499 904 944 62400-Mcctings&Confcrcnccs 25,046 56,119 67,445 67,727 62500-Education Reimbursement 32,127 31,046 99,750 89,935 6C-Staff Development Total 79,814 120,054 198,324 189,296 6D-Repair/MainUUtil 100-General 63312-Vehide Ops-Gasoline 415 53 605 605 63400-6quipment MainURepair 592 1,227 634 642 63730-Tciccommunications 4,185 5,400 5,071 6,129 6D-Repair/MainUUtil Total 5,192 6,681 6,310 7,376 6E-Contractual Svcs 100-General 64020-Advertising 765 � 7,951 � 26 � 26 64081 -Insurance-Liability 5,128 7,059 6,682 9,666 64110-Legal 17,010 33,853 0 0 64115-Special Events 3,965 12,675 20,000 12,500 64130-Payments to Other Agencies 147,882 161,854 55,000 41,250 64135-Grants 0 0 7,500 7,500 18 Recommended Operating Expenditure Budget - Department Total 72-CITY MANAGER'S OFFICE FY22 Actual FY23 Actual FY24 Adopted FY 25 Recomm'd Fund/AccounUAccount Title Expense Expense Budget Budget 64140-Printing 2,065 3,382 6,978 3,383 64145-Copying 2,903 3,980 3,610 3,980 64160-Rental-Land/Bldgs/Parking 2,241 2,310 4,047 2,535 64190-Technology Services 1,834 3,553 2,148 2,147 64191-IT Rcchargcs 0 13,267 15,024 16,006 64860-Spcakcrs 29,935 36,776 40,000 40,000 64900-Other Professional Service 67,200 114,051 186,744 241,104 64980-Technology Equip Maint Cont 14,094 0 0 0 6E-Contractual Svcs Total 295,022 400,712 347,759 380,097 6F-Commodities 100-General 65025-Program Materials 514 296 15,988 988 65030-Mcrchandise for Rcsalc 0 0 0 0 65045-Technology Equipment 11,625 7,712 7,675 2,150 65060-Office Supplies 2,511 2,756 2,511 1,777 65070-Operating Supplies 18 L 144 18 L 144 65080-Postage/Shipping 388 2,639 407 2,771 65100-Safety Supplies 0 0 0 0 65925-Uniform Purchase 0 0 0 0 65930-Flags 0 0 0 0 65935-Employee Recognition 15,866 � 17,017 17,000 17,000 65940-Gift Cards 0 843 0 0 6F-Commodities Total 31,084 31,407 43,762 24,830 6G-Capital Outlay 100-General 67210-Furniture/Fixtures � 0 _ 2,499 _ 3,000 _ 325 67250-Office Equipment 0 0 0 0 67270-Other Capital Equipment 56,307 0 0 0 6G-Capital Outlay Total 56,307 2,499 3,000 325 CITY MANAGER'S OFFICE-Total 1,510,355 1,779,294 1,923,689 2,000,302 19 Recommended Expenditure Budget Report by Activity & Funding Source 72-CITY MANAGER'S OFFICE FY25 Recamm'd Fund/Activity FY23 Actual Expense FY24 Adopted Budget Budget 7201- Administration � 100-General 6A-Salaries&Wages 815,010 873,941 920,199 6B-Employee Benefits 220,146 240,139 249,018 6C-Staff Development 107,283 160,044 161,020 6D-Repair/Maint/Util 4,957 5,083 5,737 6E-Contractual Svcs 295,496 125,914 273,661 6F-Commodities 25,929 27,475 23,760 6G-Capital Outlay 2,499 3,000 325 7201- Administration Total 1,471,320 1,435,596 1,633,720 7202- Sustainability 100-General 6A-Salaries&Wages 134,923 156,496 172,439 6C-Staff Dcvclopment 12,716 37,930 27,926 6D-Repair/Maint/Util 1,670 622 1,034 6E-Contractual Svcs 105,216 211,845 96,436 6F-Commodities 3,551 15,762 582 6G-Capital Outlay 7202- Sustainability Total 305,939 476,613 355,139 7203- GreenCorps 100-General 6C-Staff Dcvclopment 55 350 350 6D-Repair/Maint/Uti] 53 605 605 6E-Contractual Svcs 10,000 10,000 7203- GreenCorps Total 990 11,448 ll,443 7299- Pcard Clearing 100-General 6F-Commodities 1,045 32 7299- Pcard Clearing Total 1,045 32 - � � CITY MANAGER'S OFFICE TOTAL 1,779,294 1,923,689 2,000,302 2� CITY OF DUBUQUE , IOWA DEPARTMENT DETAIL-PERSONNEL COMPLEMENT 72 CITY MANAGER'S OFFICE FY 2023 FY 2024 FY 2025 FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET 61010 Full Time Employee Expense 100 9900 Contract CITY MANAGER 1.00 $ 295,212 1.00 $ 309,780 1.00 $ 311,831 100 9375 GE-44 ASSISTANT CITY MANAGER 1.00 $ 144,973 1.00 $ 151,638 1.00 $ 159,825 SUSTAINABLE COMMUNITY 100 4670 GE-33 COORD. 1.00 $ 78,864 1.00 $ 82,490 1.00 $ 87,601 100 GE-27 GRANTANALYST 1.00 $ 48,692 1.00 $ 53,125 1.00 $ 62,313 100 GE-31 COORDINATOR � 1.00 $ 55,671 1.00 $ 57,701 1.00 $ 67,651 100 3465 NA-41 MANAGEMENT INTERN 1.00 $ 45,173 1.00 $ 53,726 1.00 $ 55,144 100 8825 GE-32 EXECUTIVEASSISTANT 1.00 $ 72,950 1.00 $ 72,976 1.00 $ 81,536 100 225 GE-25 SECRETARY 2.00 $ 103,244 2.00 $ 53,726 - $ - ADMINISTRATIVEASSISTANT - $ - - $ - 2.00 $ 106,716 TOTAL FULL TIME EMPLOYEES 9.00 $ 844,779 9.00 $ 880,050 9.00 $ 932,617 61020 Part Time Employee Expense DIR. OF STRATEGIC 100 GE-44 PARTNERSHIPS 0.75 $ 106,598 0.75 $ 111,499 0.75 $ 117,518 SUSTAINABLE DUBUQUE 100 NA-38 INTERN 0.42 $ 12,217 0.42 $ 16,305 0.42 $ 17,187 TOTAL PART TIME EMPLOYEES 1.17 $ 118,815 1.17 $ 127,804 1.17 $ 134,705 61030 Seasonal Employee Expense 100 NA-38 OFFICE SPECIALIST 0.25 $ 7,159 0.25 $ 7,488 0.25 $ 7,920 TOTAL SEASONAL EMPLOYEES 0.25 $ 7,159 0.25 $ 7,488 0.25 $ 7,920 TOTAL CITY MANAGER'S OFFICE 10.42 $ 970,753 10.42 $1,015,342 10.42 $1,075,242 21 CITY OF DUBUQUE, IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2023 FY 2024 FY 2025 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 $ 295,212 1.00 $ 309,780 1.00 $ 311,831 ASSISTANT CITY 10072100 61010 100 9250 GE-44 MANAGER 1.00 $ 144,973 1.00 $ 151,638 1.00 $ 159,825 10072100 61010 100 GE-27 GRANTANALYST 1.00 $ 48,692 1.00 $ 53,125 1.00 $ 62,313 10072100 61010 100 3465 NA-41 INTERN 1.00 $ 45,173 1.00 $ 53,726 1.00 $ 55,144 ADMINISTRATIVE 10072100 61010 100 225 GE-25 ASSISTANT 2.00 $ 103,244 1.00 $ 53,726 2.00 $ 106,716 EXECUTIVE 10072100 61010 100 8825 GE-31 ASSISTANT 1.00 $ 72,950 1.00 $ 72,976 1.00 $ 81,536 Total 7.00 $ 710,244 7.00 $ 739,859 7.00 $ 777,365 Sustainable Community-General Fund CLIMATE ACTION 10072200 61010 100 GE-31 COORDINATOR 1.00 $ 55,671 1.00 $ 57,701 1.00 $ 67,651 SUSTAINABLE 10072200 61010 100 4670 GE-33 COMM. COORD. 1.00 $ 78,864 1.00 $ 82,490 1.00 $ 87,601 Total 2.00 $ 134,535 2.00 $ 140,191 2.00 $ 155,252 Sustainable Community-PT General Fund 10072200 61020 100 NA-38 DUBUQUE INTERN 0.42 $ 12,217 0.42 $ 16,305 0.42 $ 17,187 Total 0.42 $ 12,217 0.42 $ 16,305 0.42 $ 17,187 City Manager-PT General Fund 10072100 61020 100 GE-44 PARTNERSHIPS 0.75 $ 106,598 0.75 $ 111,499 0.75 $ 117,518 Total 0.75 $ 106,598 0.75 $ 111,499 0.75 $ 117,518 City Manager-Seasonal General Fund OFFICE 10072100 61030 100 NA-38 SPECIALIST 0.25 $ 7,159 0.25 $ 7,488 0.25 $ 7,920 Total 0.25 $ 7,159 0.25 $ 7,488 0.25 $ 7,920 TOTAL CITY MANAGER'S OFFICE 10.42 $ 970,753 10.42 $1,015,342 10.42 $1,075,242 22 PROGRAM/ PROJECT DEPT DESCRIPTION FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 TOTAL PAGE CITY MANAGER'S OFFICE General Government Downtown Urban Renewal Area Non-Profit Weatherization Improvements Assistance $ 100,000 $ 50,000 $ — $ — $ — $ 150,000 290 TOTAL $ 100,000 $ 50,000 $ — $ — $ — $ 150,000 Capital improvement Projects by Department/Division CITY MANAGER'S OFFICE Project FY 25 Recomm'd Number Capital improvement Project Title Department Fund Account Budget 7253000001 DT NFP Weatherization impry Housing 305 67990 100,000 CITY MANAGER'S OFFICE TOTAL 100,000 23 This page intentionally left blank. 24 1 1 � �- � •�� i � � � � � - �-- � - ;a i I�.�e ,.E;''� _ - - � �� - � � �j. _ --` r�� rl�� r�� '�� R�n � _ � i.� _ F�'�p�� Il�i� - ��, � �3 � . i i • � �'� �� •• �� -�� _ • i tir r � �� . � i� �� u ,�� -'� A _ Dubuque 2036 VISION STATEMENT "Dubuque 2036 is a sustainable and resilient city and an inclusive and equitable community where ALL are welcome. Dubuque 2036 has preserved our Masterpiece on the Mississippi, has a strong, diverse economy and expanding connectivity. Our residents experience healthy living and active lifestyles; have choices of quality, livable neighborhoods; have an abundance of fun things to do; and are engaged in the community. " CITY MANAGER' S OFFICE MISSION The City Manager's Office plans, organizes and manages all activities of the City organization so as to provide leadership so that all City Council priorities, policies and programs are successfully implemented and effectively managed. City Manager's Office (11 .42 Full -Time Equivalents) . . . _ , , _ Assistant City Director of Strategic Executive Director of Manager Partnerships Assistant Sustainability Cori Burbach (part-time) Stephanie Teri Goodmann Valentine Gina Bell � ICMA Secretary Administrative Office Climate Sustainable Fellow Grant Analyst Assistant �uauque Justin Thilt en Anne Assistant Action vacant g Schreyer Mia Burbach �part-time) Coordinator art time Vickie Owns (p ) (pending offer) Molly Urbain � I�igh-P�rfarrr�a�n�� rg�ni�a�tion ��nd �amrnunit�� v�i#h C REATI N G AN En��d Er�plo�� and ��id�nts th�t i� ��t�-D�ri�r�n �nd �ut��rn�-�o�u��d b��l� ar� tl�� fi�� pill�r� �f� EQUITABLE COMMUNITY - � - - - � OF CHOICE � � � � � � - � * ' � � + � ■ ■ �� . �. . L _ � � � !k K�� - ' $�.' t. - _ _ _ .� - _ ' }�.. — . - ti �- +.. +�-r �' i. _ �M�. '�5•r „� _ � ..�i � �` . �.� *• !-.+' _ {, F s � � ' e , ' _ .— . � 1 L 1 1 ' 1 ' . - . _ . . . �. i . _ .� ._ . _ r z i • k.- J+ .h. HIGHLIGHTS : ORGANIZATIONAL HEALTH Core Team Members: Gisella Aitken-Shadle, Chief of Equity & Human Rights Crenna Brumwell, City Attorney CORE GROUP Cori Burbach, Assistant City Manager 1. Align org with Kelly Larson, Devt & Learning Manager Mission, vision & Anderson Sainci, Director of OSP&NS Values Shelley Stickfort, Chief HR Officer 2. Monitor & develop org's health & staff Shante Weston, Civil Rights Specialist development needs Mike Van Milligen, City Manager Achieving Council's: GOAL of a Fiscally Responsible, High Performing Organization, and TOP PRIORITY of City Workforce Retention & Attraction • � 1 1 • 1 1 � . . . � . . - � I have at least one coworker that I trust and like to work with 90 79 90 I trust my organization's professional leaders to do what's in the 40 27 47 best interests of employees ' � • • • My organization is committed to diversity,equity and inclusion 72 58 80 � � - � . . � ; My organization values individuals from all races/backgrounds 71 62 74 ' . • • ' " • ' ' • • • My organization uses equitable practices to recruit employees 63 55 70 • • � • � � • � • - I understand how my actions at work help to advance or get in the 66 72 79 � way of equity and inclusion � . , � . . . - . . - � � � - � . , � - - - - My organization promotes and encourages career advancement 47 38 53 � � _ � . opportunities for all employees � My organization's culture allows me to be my authentic self 52 31 59 My organization has reliable support system for employees 57 41 64 My organization values employee feedback and follows up with 40 21 48 employee ideas and Suggestions My organization welcomes discussion and dissent 41 38 45 My organization values my input in decision-making 46 31 54 HIGHLIGHTS : ORGANIZATIONAL HEALTH - - - Core Team Highlights: �� r ,�� • ViDL Department Managers Work: creating + � _ , communities of practice � �•�� ! ' • Organizational culture 4• •/ • Communication � • Trust & psychological safety � , _ � i • Accountability • Energy & workload management ��•• � � � - • Diversity, equity, inclusion & belonging �•� �� ' '`'''`' • Te a m b u i I d i n g • DEIB book club 1 � � • � 1 1 • 1 1 � � � � , � r� �. � �. � -. - �-'' . � �~�� _ � �� --- � � � �.ti;.. � �� t, � � . . . i r G� � � " _ ' _ . .' '� h �i �F , , / � � � � � �� . .- .., ` i r i�. � � ' � � � � . - - �_ � ',�� , � � � � / � • � � � / � •�� 'a 5 �'i.' � i �k..- � � _ _ � � a � � � � � � � � � � � � � 1 � � / � � � � � � � -' � � / � � x ■ � � � / � � � � � �.' � . ' � - � . 'fr-' . ��''k.�vy"`:. �� : . _ � .�: f :�f :.."� ' t k4' .. e: • `' ' t ' � k . x��' / � �. yr�.{��f. 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' . �. :.iH�, n l��'.I;��i '{�.i'1+.��+]f�11�ea�'7. .. . ' • � . ' • . � � • • . , ��, People, Plannin�, and Partnerships — Equitable and Resilient Dubuque `1� - _�.�,?_ .r: , ;.- -�:"'G; '� '_� - --�;, � � �;:. ., Foster open, consistent, and transparent relationships with Countv, State, and Federal . .� . � � �` � � �overnments to achieve Council goals. � -:�. �r � - �' Support local nonprofit or�anizations, creating opportunities for collaboration on ��,�, �r , • - r" - ''� shared priorities to enhance the quality of life for all residents. "'��._ �.' � �y � � 'r � � �.. �,�:`�M��'f �,�.� � Work with local businesses to promote and maintain a vibrant local economy. � � � � �;.r., �,l C, .3�,1 F ��al, �,�(�•. f - �}� 't ��,, � _ �1 .1 � �i,�.s�.:='�,��i�, - �'+Ft• �� s�z . �4�r � .J ''. •��.1� � �,�`''��fi+r�r- � ��,1�'�'�� !� `�11.-�y � 1 +� t. •� _ - , � tt��,�,:� . �� ''� �l�j ��'� s ' s�a �! r.�` � SM ,•'��S� 7� , , ._ �' �;��y' ��_ ��; � �, . .,� � �� R �� ;� 1 �� , � 1 � ` "'� � - _ . �• �� ' ' r.,'�► +. �.- �:�"�,.�.�+ '.�` _Y. . ' � t . ,, ";r { , > �F ,',,�r�y �, - � `,�.i},�t�' -• �t 4 e �ir:- �� :� .�1. '1►� ��.r q��w � � - � � ,r�� '+�' � ,1 ,,.P. . ', ' � '' .�'' / 1 .' ' �+►'} -'S'�'`� t *� 4 r� � � � - ' ° '�� .o � � � {4,1 ,�frj / � � ' ti ;� � � � �� - � �' � _ I — � - -' l� J � � • . � � . � . � � � � . - -- ....,r�r � - , - � ,_,....... ,, , -: _. ��y__ - _ • -L - --s :r_ -_ � J ��T�� - = Unprecedented opportunity to secure �rant fundin� , _ _ , � � ��- _ � �;�', , � � � - h�- � ; � �' American Rescue Plan Act ARPA : March 2021 ;. �d.�, . � � ( ) . , - � _ - , ; �_ ��; , .�_, � -� ; �- � . . . r ,��r� ��: � � i F :�'- , k � � � � - �,,� �- ��: � Bipartisan Infrastructure Bill (BIL): November 2021 - _ , } . � � °r': ,�� -- :� <� _ ` � � ,- � - _� T- �� _� � �� Inflation Reduction Act (IRA): May 2022 � ,� �, ,-- _. _ ' � � T `��s�' . ,� _ _ �� • THREE COMMUNITY WIDE MEETINGS 2022-2023 and ongoing monthly � �% .;� � � ' � �j �� .1� -- meetings with City staff and non-profit leaders � � -� , , �.. � �� _ �� i -. - �� • More than $140 MILLION in federal and state grants for the community ; ��,�_ , since 2022 r.y � �. t I � �+ _ 9'+� .�..._. _ _ �� _-_ _-...._ � _ � 1 <t:, � - ---�--�-`- .. . �. � ; - , � � � � � � � . � � . � � � . � � � � � � � BUILDING BRIDGES TO EMPLOYMENT AND EQUITY . 16th st. Gates and Pum s EDA FEMA � ��`-�";��:�—t„ • � ' . , . -��-� �+- - ` - . p � � � �:�,.��i � ` ` �� -�'=-==�e � 6 ,��: �` � ��-= ��" � • Chaplain Schmitt Amphitheater (DI) .� � r :s�l� ;" a �� 1� ��:e,+ µ �- �, p x... .- ' _ �. , �:��,,��'��}` �g � ��► �, � - � V • EV Buses, Char in Stations, Solar . � *` :� � � ,o ��' � • ��,,��-�'" �_. _ g g .�`� �O� �. ��,-- A� �,:s � _�� i n a. .. y.� �'![ �, �` ,��'��'� �� ,��-�: �- _- ^ _ __`�- � Panels � _-�� '� '��` � � _ .,}� :§ . . <��►�" __ ,�` �-��. � , RAISE Planning Grant (DOT) -- -..�� .�� : . 1-. ..� _ � ` � � ��;� ��`--�� _ '�'�� - ; � �� -TM • Communit Forestr Grant USDA -.� - � � �� Y Y � ) .w �.a� = � : F� � ,,, �� ,s,�. `� �; �� -� ' _ �.� ''�_' �-�4.}T �r '� � �r'� � r' _ - ` • Granger Creek Lift Station (FEMA) � „� Y��,, 4 � ,�� s{; ,, �,�� --•� - 1 �� • �� { � Chaplain Schmitt Veterans Trail (CP) �� , � � = �:� � � �� .�- -:��r " y� �., �::� .- „ y �� -� .�- .;�'' - � . �� <-_ -� �:.� �,� � - - � �� `� :; r�-' -.� �, �° --'�' - -� �� • Solar Panels General Aviation Terminal c� ..'' ��,a► - ` . �+z� .� �r .�� a � .. , ��; -� �:� �-�� M�� , - - _ x. {; , '�4 ,�. `� A � �� ~� • Safe Streets For AII (DOT) �' � ��. � '�3�.Y �� . t� - .�� '�' '�` ,.� 7 y �. �vY t �°t� '3 ��.� `��y �� ;�; � � `� . � �-:_��'��` •• '� �, ;�� r • Jule Service/Route Optimization (DOT) °,..�_ _ � , .� +�.�.:.. r 4 i �,: �„ ""`'�.�� 8 - ';�, f � � � , �._ `�,� � �' �. =�:�� "� .�� :;�� ,� �-- ,,��'��y ,� �,�= • Dubuque Black Heritage Survey (IDCA) .r. � '��g.: ,6;.;�; _ ; _ �� r_�;;-. . � r . b— � •,r � '� -j�ea � .�G�� :� 1.t- . i 4'�'", '.r. . � ,,, : �. �" �,�,�yd�; , �" � � � �� .� • Arts Regrant Program (NEA) � n,� �" r¢ -1�. y�y xi+ $ � 9� �;..:h�y C�_`s'�� .0�+/ �. 5 �� r . pZ��~ ��7 ��.�� ...�r.36. .��. � , . � -r�d�pR' _ - '3�i�:".. �� i�rs� s� 4'�4.,. �7►. _ 'Ai�.,. LEGEf�C3 l.Bee Branch Bicyde&Pedestrfan Trafl 6.Connectivity to Chapla�n Schmftt Island&Kerper Bou€evard 9.To the Intermodal Transportatfon Center 2.Future Redevelopment 7.Washington Street Nefghborhood Revitalfzatfon 10,Roundabouts 3.Bee Branch Creek Dubuque's 2 lowest income census tracts 11.CPKC Railroad 4.lfith Street Camplete Street 8.Elm Street Complete Street 5.14th Street CPKC Rai[road Overpass Connectmg to Intermada!Transportafion Center • � • • - ' � :�i . � ' � . � • . . • � • • . � l � STAT E A DVO CACY � �� '� ' • Meetings with State Legislators .� �_ �. --� .a � �, � , , rf. -� �� --_ �~ � �R • Visits to the Capitol �� . _� � a ; �� • Annual State Legislative Dinner �� - � ; ; IF_... � a i� � � � • Meetings with: s� � � • lowa Finance Authority � } � ;� _...� � • lowa Economic Development Authority ,�ti • Office of Management and Budget • Homeland Security Emergency Management • Department of Cultural Affairs ` • Office of Workforce Development ��. "` • Department of Natural Resources � . � � �� • Department of Agriculture and land Stewardship -� � J �`��.�� _: HIGHLIGHTS : Council Leadership on State & National Committees CUnHedNatians I ` �Op�Q1l�C ClimateChange f OIJfiL f � I ,.: . _ +�,= fi � , � �� E �/ , \�{ � � ' _ r �� ` � 5 � '` �,. ' �� ; '�, �, ' , r�,,,; �� t.\j;i? ; -- - ��- � � � r1 �}��+ k ie�'� +� p�� • u � � � i _ , �y � � � � � ,. ,� �� /s11 f� //�//S1� � � /I1�S�1/ �. �/f��!//��I i �� • �y s�/� `�' �� `as�� ad 1 , d► � � \ � A , ` ,• • � 1 � � � � • � � � � � � � � � • � � i � � � � � � � i � � � . . _ -�. � ,�Nat ioa�� ' .��..- �,e � -� ��planning �� - `►Commission �-; ______ , , . s � �� I _ ti i,, ----�—-- � � —- "r �� - - Cori Burbach �_._. �`+t� �' A , ' • � �; -� IaCMA Board (president-elect) � ICMA Assistant Chief Administrative �� ' � . - � Officers Committee � � � �- ICMA Local Government Management � Teri Goodmann �� '�. Fellows Advisory Committee National Capital Planning Commission ¢� ■ � �. =`��' �r. � Alliance for Innovation Vision Council � � �� _ (chair) - � � � National Waterways Foundation � �� " .A'� � � , America's Watershed Initiative ,�,�`^"�,� t :,, , , "�-- � FUTURE I N ITIATIVES ADMINISTRATION : � � • ViDL work ex ansion to Leadershi Team p p • Compensation & classification study implementation strategy • ERG development � Resident survey • Improved resident response: WebQA replacement • City Hall, City Hall Annex construction STRATEGIC PARTNERSHIP, GRANTS & ADVOCACY • Leveraging Fedl & State Infrastructure Grant Programs • Budget Dollars — Shovel Ready • Debt Dollars — Major Projects • Advocacy • Partnerships City Manager's Office FY2025 REQUESTED OPERATING BUDGET SUMMARY 523 524 7 . 77 ' . Average homeowner's* Net Operating . property tax cost for the C�ty Property Tax , . Manager s Office Support *Av . home value of 196 508 ( 9► � � ) 1 ADMINISTRATION � � � � 1 . ViDL Solutions training for all City staff Non-recurring � $93,000 ' ' • . � L �ty ivianager�s t�tt�ce PERFORMANCE MEASURES Goal : Financially Responsible, High-Performance City Organization $22.42 Proposed FY25 Property Tax Rate Comparison for the 11 Largest Cities $15.63 $15.71 � 16.47 $16.61 �17.56 $� 7•85 $18.16 $9.93 $ 10.09 $10.53 �11 .76 tit�` tit�` `��`, ti�`, `�c�` d,J,� ti�'1 �h� �p�� t�1 �t�1 �c�� .�� \ ,�.�` �� .�� `p �,y` o�� 5` s��y` ��.�� oo� `p`�'� Q''� ,�`��' o�� ' �� a'�� Q�� -�- '�.�'�` � Q- e�` � � Q- �� ` � o� �a Q Q,y �� Jdj �D.'� � �5 ,�G �� '�° P �ea � ° �°� �� City Manager's Office PERFORMANCE MEASURES Outcome: Maintain an efficient citizen response rate % of Resident Complaints Resolved within 10 # of Days to Resolve Resident Issue (CMO) Days 80 �.o �.o �.o �.o 78.0% 76.1% 76.0% 75% 75% 75% 7S51�8% 7.0 6. 74.0% 6.0 4.7 0 72.0/u 69.7% � 3.9 70.0% 4.0 68.0% 66.0% 3.0 66.0% 64.0% 2.0 62.0% 1.0 60.0% 0.0 FY22 FY23 FY24 FY25 est FY22 FY23 FY24 FY25 est All Depts Target CMO Target City Manager's Office PERFORMANCE MEASURES Outcome: Hire & retain a highly-skilled City workforce reflective of the Dubuque community. Leadership Team Demographics 60.0% 50.7% 50.7% 50.0% o � 40.0/ 33.3% 34.0% 30.0% 20.0% 9.0% 0 9.0% 10.0% 7.4/0 5.3% 0.0% . ■ ■ � - Female Non-White ■Target ■FY23 ■FY24 ■FY25 i � � � - � � � 1 � ' • � . • � � . � '�� `� , � � � � � � .� � - - --- - -�1 � � �` FISCAL YEAR 2024 � � � � � T � � �•� � , HIGHLIGHTS =� F � RWAF � � � ' CIl1DAD � . � � \ • GHG Inventory - 34% reduction �,/ ; Commercial Buildin s EE Pilot ► M �V � � . g - • Cities Forward Initiative 1� . . . ; �� • Electric Vehicle Su I E ui ment EVSE l pp Y q p c � � � - CID Ec �� - �. � ;::.,� , ;, , ,� �., � t �.� ,� ��„` ` .�. _ � :; � � �� R . . . . � E ... �. � >' � � ,/r.• � � ..':,. , � 1Rrt�' IPPU �;��-- t � 'l.k �. � , / � `�, "� � . �OfO � - ., 1 _ .....""._..._ _.............. . �951{�$I7xIQl a i p _ ,�� .., Buildings _ `� - f'� `• a,�'� r r . ti '��, ��°�e . - . � _ � . 2:�i'r , a� �d$�6�� - :i��, °iiiES::� -! � �; wastewater "_�`:"��" _ _ - _ ��. 3� 2/O � ' . � � , /-0 � � � . � � , ^ - U'�• � � i _ ,,r � _ � Figure ES l. 2�22 Emissions kay sectar. '' � -��,: � .,, � , �; `�.. � _�_, _ �f:�1.�:�;.�.I_'�4�-w:- FISCAL YEAR 2024 HIGHLIGHTS • Hosting Secretary of Transportation, Pete Buttigieg • lowa Initiative for Sustainable Communities • USDA USFS Tree Grant $1.5 Million • Present at USDN Annual Meeting in New Orleans �. ; : _ , . , �� , _ � '"`� ,� _ - 'w.-� _ �s �= `., �� .,.�- - ^ ; ' ' __ "' r� .,! `` � � ?� - , - �• � ,,i J1•' � ;, � � � •� � �► � ` } � :' � � ' � . •� + '� - , !� �� ~ � -_� ` ) , .� - ;��. �`` . { _ �:� ` � �,� �f � _ � ` ,- � � � � ��. �� - r _ � � .� � . � , -�� . - _ FISCAL YEAR 2024 HIGHLIGHTS � - _, ; _- , �� . ;_ � � �_� , '�� `� � ; , �-- . 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J I` v� ,. � � , 1 � , � ' � �� , ■ � ` � 1 ,- � , � ; � \�° � �- 's 'r � � , � i i , � �_ � � ;_�.E � l �� 1�� ` • � / � — -- l� _� � w / � � � ' � l r , -� � �4 ,3 � • �. � � � � �� 7� 1 � 1� � �� i �- s.� �ti-� _��_��.�� . _ � � CAP Im lementation �`'"""� p - - • Branching Out Dubuque - _��T� -� - -- � • Ener Efficienc in a-�- � �-~� � � �� Y:�� gy y , � � .�.�.� Housing & Buildings '��,.��s_�s��' �� °��o- o = - - �� ;� � 9- �, -- I� �, �. --- , -_� • Youth En a ement =�� - =�� . � - - J J �� - ��,� l • Com lete Streets �_�� . � _ ' � �� _ '�`� ' � p �� ; _` , i; �--�_ a�...�-. _ - �� -- r .m�� J�°�� "�� ..;-<,.,r . :�� NI � �� 1 � ■ ■ ��,�P��. `�, � - _ IRA Opportunities & �� - � �� - � �- - � Education ��-�r � � � u� � .. � ;�'-A= �..� -� � � �'� ,-�i� �r `_ �� `�� ;, �'a �< .j� �{� ��-�`� EECBG Formula Funding �� } -� � � �� ,� , ? c-�,.�:� � �..: � � �.�..- � - �4 ---k ..._�:� � � �..�� . .. . �,:.: � ..a _",�,�.r+,. �$ . . , - � .."�.� . . . _� _ - , �;,�, Resilient Community Advisory Commission • 6 men, 3 women currently serve as com m iss i oners; 3 cross _ --� .�:�----.�!- Y. representatives -_ � -_ - • Focus on Climate Action Plan ' �� Implementation and supporting � _ �-} - �� _ _ � __ � _. � � . Cit de artments' actions ��' �- �� ---� � .�"� 4 � � Y p . �-. �. - - ROW plant height =_ _ - � � . . . - - � _ . • Urban Agriculture Guide - - - - �. __ ,, -.� �.�a �-�� _ - ' ` v_---. ,:;; . • Bike Signage � � -�� _ �-�� - - � ��:. � � ; • Paired recycling - � _- - :�:� ° `ti _ �. � �: 3 - - � �� . _ _ � �� t�� _ � k �.� ��' � � � • Score and recommend � :. � �� :�,F,, ,�i, .,� �. �:; Sustainable Dubuque Grants Sustainable Dubuque Grants -�� S�ephen Hempste�d Hi�h �ch��I 15t�]oor, �awer I_�veJ _ __ - �,� � ___-. c',��.-� - � � .,� • 169 grants given to date :-��itlf� , ��- . ��A� - � - . i:#�]_--��ti2;�.�� ,� �1� n ,r_�_�*.�t;.� - _ � �-�t1� ��! . 1` �fl `,� � � :d�=�=,-�- , ;.,.._. . 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