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Goal Setting Session 3 of 3
City of Dubuque Special Meeting - No Broadcast Info Copyrighted August 26, 2024 Work Session - Bottom # 01. ITEM TITLE: Goal Setting Session 3 of 3 SUMMARY: The Dubuque City Council will conduct their annual Goal Setting Session 3of3. SUGGESTED DISPOSITION: ATTACHMENTS: Description Type Leader's Guide Supporting Documentation Updated Section 7_Uploaded 8.20.24 Supporting Documentation Public Input_Updated 8.23.24 Supporting Documentation LEADER'S GUIDE 2024 i WORKING DOCUMENT Mayor and City Council Dubuque tard All -America City NATIONAL CIVIC LEAGUE I' 2007*2012*2013 2017*2019 Dubuque, Iowa August 2024 co Lyle Sumek Associates, Inc. 411 N New River Drive, E502 Fort Lauderdale, Florida 33301 Phone: (386) 246-6250 E-mail• sumekassoc@gmail.com Table of Contents Section 1 Shared Leadership — a Major Ingredient to Effective Governance Section 2 Strategic Planning Model for City of Dubuque Section 3 Dubuque Strategic Plan 2023 — 2024 Section 4 Dubuque Performance Report 2023 — 2024 Section 5 Looking to Dubuque's Future Section 6 Strategic Priorities: Discussion and Direction Section 7 Plan 2024 — 2029 Section 8 Action Agenda 2024 — 2025 Section 9 Governance: Mayor -City Council and City Management in Actions Section 10 Strategic Plan 2024 — 2029 — 2039 Draft This report and all materials are copyrighted. This report may be duplicated for distribution to appropriate parties as needed. No unauthorized duplication is allowed, including for use in training within your organization or for consulting purposes outside your organization. All requests for duplication must be submitted in writing. Copyright 2024: Lyle Sumek Associates, Inc. Project 240801 SECTION 1 SHARED LEADERSHIP - A MAJOR INGREDIENT TO EFFECTIVE GOVERNANCE Copyright 2024: Lyle Sumek Associates, Inc. Project 240801 1 SHARED LEADERSHIP - A MAJOR INGREDIENT TO EFFECTIVE GOVERNANCE, TO ENHANCED CITY PERFORMANCE AND TO BUILDING THEIR COMMUNITIES FOR THE FUTURE Over the years I have come to the realization that shared leadership between the Mayor & City Council and City Manager & Management Team is critical for long-term success, for creating a sustainable organization culture and for delivering results that benefit the community. For cities, 2024 is looking as a year of great turbulence for cities and a time for effective shared leadership. When the governance process and the management process are effective and working, there is an overlap requiring a partnership between the processes. The Mayor is the governance leader; the City Manager is the management leader. Shared leadership has Mayor & City Council and the City Manager & Management Team all acting as leaders based upon their defined roles and responsibilities. A. TURBULENT FORCES CHALLENGING LEADERS AND COMMUNITIES For shared leadership of the Mayor & City Council and City Manager & Management Team to work in today's complex and turbulent world, it is important for them to understand, to discuss and to develop realistic approaches to address these forces that are affecting every city and community. 1. POLITICAL PARTIES AND PARTISANISM A basic underlining pillar of the "good government" movement that lead to create the council- manager form of government was nonpartisan elections removing political parties from the electoral process. During the late 1800's and early 1900's, many local governments operated under the political party. They experienced political graft and corruption, hiring based upon party affiliation not competency or merit, and focused on political agendas over community benefits. In nonpartisan elections, residents were running to serve the community, to be stewards of community resources and to guide the community to the future. Today, both political parties are applying pressure on state legislatures to abandon nonpartisan elections by requiring candidates to identify a party affiliation on the ballot or have full-blown partisan elections with party primaries. Both political parties are also pressuring local candidates to accept their endorsement and donations, to focus on national and societal issues over serving the community and to endorse political party position on issues. When unsuccessful, the political parties seek out candidates to support their agendas. An unintended consequence is that the costs of elections and running for office have increased significantly. In addition, state-wide PACs are investing money in local elections and attempting to link national issues to local elections. Another facet of these partisan efforts is the abandonment of the council-manager form of government to the strong mayor -weak council form. 2. EXPANDING VOCAL NEGATIVE 20% - NEVER SATISFIED In every community we can divide the residents into four groups: 20% positive, engaged and supportive of the city government; 20% negative who are against everything and will be never satisfied, 20% that can lean either to the positive or negative; and 40% who are satisfied with city services and programs, have other priorities in life than to become engaged in city government or Copyright 2024: Lyle Sumek Associates, Inc. Project 240801 2 civic affairs. Within the negative 20%, there are a hard core 5% who are extremely vocal, are anti -government, who use social media to intentionally share disinformation, who make personal attacks and accusation about the city leaders, managers, employees and their families/relatives; who have no vision, no goals, and do not accept the mission of city government; and who will never be satisfied with city services, projects, programs or performance. The negative 20% are craving and enjoying their attention and personal recognition. Their presence is magnified through social media. Many local leaders are fearful that if they confront or stand up to these individuals there will be negative personal consequences. 3. SOCIETAL LOSS OF CONFIDENCE IN GOVERNMENT AND DEMOCRARY Today, residents see chaos in the federal government with an inability of Congress to govern, to make decisions and to work together across party lines. In a recent Gallup Poll, 83% did not believe that the current Congress had the ability to govern. Increasing attention focuses on the upcoming Presidential Election in that our democracy is under attack and that the future of the country is in doubt. The nightly news gives us daily examples of the undermining the confidence in democratic institutions. Surveys indicate a growing loss of confidence of all level of governments — the leaders, the officials, the institutions; 60% desire to seek compromise during governance. This perspective is creeping down to local governments. Residents are making the choice to become less engaged and are reluctant to run for elected office. Mayors and Council Members are questioned by family members and friends: "why are you running, why are you involved, and are you crazy." However, when community surveys are taken, the result reinforce the belief that local government can be trusted and a high satisfaction level with city services. 4. RESIDENT'S LACK OF CIVIC EDUCATION AND UNDERSTANDING Since the 1970's, local school systems have greatly reduced or no longer offer basic civic education nor teach responsibilities of citizenship in a democratic society. As a result, a generation of residents have no idea that we live in a republic in which we elect representatives to represent us in a legislative body which has the responsibility to define the direction, to enact legislation, to set tax rates and determine the allocation of resources. Residents do not understand county and city governments, the relationship to city -county governments, the tax structure and fees and who provide what services. They do not understand the council-manager form of city government — the underlying principles, how it operates, the roles and responsibilities of Mayor - City Council and City Manager. They pressure cities to address school issues and problems, to provide services that are the responsibility of other governments and to resolve societal issues. In fact, it is not uncommon for a city manager to be asked by residents, when are you going to run for mayor and get a salary increase. When they run and get elected, they have no experience serving on a board of directors and have a tendency to micro -manage the city operations. Increasingly, cities are seeing the need to becoming proactive civic educators through citizen academies, greater involvement in schools, work study programs. Unfortunately, they are only able to reach a small number of residents. 5. SOCIAL MEDIA AND OUR WORLD OF DISINFORMATION Today, we live in a world dominated by social media. The world attention lives here since that is where many residents, particularly younger ones, get their information. Many residents assume if Copyright 2024: Lyle Sumek Associates, Inc. Project 240801 3 the information is on social media the information is true. Our attention span has shortened with information shared in an easy to understand and brief snippets with no background, little supporting evidence and no in-depth analysis. There are few venues for public dialog or debate, or presentation of complex reports for review and refinement. On NEXT DOOR and similar social media forums, one finds residents have opportunities to complain about the city, to share misinformation based upon falsehoods, to generate momentum and mobilize support and to have "public dialog" on community issues based on myths while excluding local government presence. Misinformation and disinformation is quickly spread throughout the community and the world on social media. Today, there is minimal local media coverage of the city. City governments have been slow in taking responsibility to share information on local projects and issues, and in defining their role and actions in this social media realm. In the past, local government have not valued or funded proactive strategic communications and made the choice not to correct or respond to misinformation/disinformation. 6. DESIRE FOR LOWEST TAXES AND FEES/NO DEBT OVER FISCAL RESPONSIBILITY Residents in most communities want lower taxes and fees while having the expectation of superb municipal services, outstanding facilities and great customer service. They do not think about how services are paid for and the relationship between taxes and services. Many local leaders have a "goal" of having the lowest taxes in their area and take pride in saying "we are the lowest." In addition, residents saying that the local government should have no debt or reduce the current debt level — minimal borrowing for current and future capital needs. Today cities struggle with increasing costs of projects, increasing cost of equipment, increasing costs of service delivery and increasing employee compensation and benefits. Cheap, no debt government is not effective government or leaders acting in a fiscally responsible manner Fiscally responsible leaders may increase taxes supporting defined services and service levels, use debt to fund major capital projects that respond to the communities needs today and prepare the community for the future. A reality is that if residents believe that they are receiving valued services from the local government they will support a tax increase and vote for major bond issues. 7. FINDING THE NEXT GENERATION: LEADERS, MANAGERS AND EMPLOYEES A major question today is where are the next generation of public servants — where are leaders, managers and employees going to come from. In today's governmental turbulence, it is hard to find a person to run for elected office, to serve on a city board, commission or task force, to manage a city or department or to work in local government. Schools are not educating their students about career opportunities in government. Cities are struggling to retain and hire employees. The City's workforce is getting older. For example, many cities have utility plant operators who are in their 60's, retiring or ready to retire and are struggling to find replacements. Cities find it difficult to find a police officer, firefighter, engineer, IT staff in very competitive markets. Some cities are now offering bonuses, relocation allowances and other incentives to attract quality candidates, which is resulting in significant salary compression. Cities are developing succession programs and plans to address this issue. The question remains: where are leaders, managers and employee going to come from and how we develop them. Copyright 2024: Lyle Sumek Associates, Inc. Project 240801 4 8. "FLAME THROWERS" — ELECTED OFFICIALS WHO'S GOAL IS TO BRING CHAOS TO GOVERNANCE In the past, there has been a tradition that residents running for office have learned about the local government and the governance process by serving on a board or commission. Many share the local government's vision, understand the government mission and have a desire to serve the community. They have taken pride in serving the city, served as cheerleaders for the city and the community, valued governance based on civility and adopted protocols, and have seen the importance of teamwork and collaboration. Here is an emerging group of elected officials who are running from a different mindset based upon bringing chaos to the local government and to the governance process. They will not agree to or follow a code of conduct -based civility or protocols which provide a framework for how the council-manager government should operate, or the defined roles and responsibilities under the council-manager form of government. They react to or create short-term issues and reject ongoing strategic planning and master planning Their behaviors are disruptive, they personally attack their colleagues, staff and family members, they question and reject data -driven reports presented by staffs and consultants and intentionally spread disinformation about the government and local officials. Their behaviors and actions drive people away from becoming involved or becoming a positive force in the community. In reality, the "flame thrower" will not change — you can only minimize the damage. The support of a unified voice to the community to support major projects, significant actions on issues and ballot measures for community consideration. 9. POLITICS OVER GOVERNANCE Politics focuses on getting elected; governance is the responsibility of determining the direction of the government. More and more today, politics is dominating the governance process. We have done a poor job preparing elected officials to govern. Newly elected officials today arrive with little orientation and training or experiences of participating in the governance process. Many newly elected officials think that their job is a few hours per week — regular formal meetings each month, may be a work session. They are caught off guard when they come to realize that the job is 24/7 with responsibilities to represent the local government to regional/state bodies, to have a community presence and attend events, to listen and handle residents' complaints any day and any time of day, to prepare and study for meetings including regular meetings and special meetings, individual meetings with the city manager and the list can go on. For the politically inclined, they focus more on personal agenda, personal power and making decisions that support them to run for another political office. They are not driven by what is best for community. Their desire is to please others to gain their political support or survive the moment, and not to serve the community. 10. LOSS OF FOCUS ON THE CITY GOVERNMENT'S PRIMARY MISSION The charters and state law outline the general mission of city governments. The mission of county governments is more clearly defined as agents of state government. On the other hand, cities have much looser defined responsibilities based on the community that they serve. For each city government, the mission responsibilities should be conceptualized as a house. The first floor are services that are required by law (you go to jail if not provided); the second floor are core basic services for necessary for daily life (public safety, utilities); the third floor are services that define the quality of life in the community (land use planning, park & recreation, library) Copyright 2024: Lyle Sumek Associates, Inc. Project 240801 5 and the roof are community add-ons that enrich the lives in the community (community events). The foundation of the house are basic elements needed to provide the services (facilities, infrastructure, human resources, financial resources and information technology). If the roof gets too large the city will collapse; if the foundation crumbles, the house collapses. Elected leaders have the responsibility to continually evaluate and redefine the mission, especially through a balanced budget and policy deliberation. Today, local governments are facing significant pressure to address societal issues (acceptable books, gender issues, world peace and global issues) which they have no ability to influence, expand community events and festivals going beyond the direct benefit to the community, and to add community services that go beyond the true mission. Mayor and City Councils have the ultimate responsibility to define the city's mission. 11. STATE GOVERNMENTS FORCING CITIES TO "FEND" FOR THEMSELVES During the past several years, state governors and legislatures have had a full-blown attack on home rule and the ability of city governments to determine their direction and destiny. They have enacted laws that have reduced revenue options and imposed restrictions on taxes and fees, reduced the local government's ability to regulate for community benefit, reduced funding for major projects, imposed additional regulations and mandates without providing funding options and have proposed legislation that threatens the future of the council-manager form of local government. The bottom -line reality is that city governments are on their own. City governments have hired lobbyists as frontline defenders with the purposes to monitor proposed legislation, to propose alternative legislative proposals, to be an advocate on issues to protect the interests of the community and city government. Mayor and Council Members have been asked to build relations with their state representative, to develop and adopt a legislative agenda, to maintain ongoing communications with other governmental leaders, to educate other elected officials about local issues, challenges and responsibilities. While the legislature is in session, there is a significant time requirement. This hyper -attentiveness dilutes the city's focus on strategic initiatives and the delivery of core services. 12. CRUMBLING CITY FACILITIES AND INFRASTRUCTURE Cities are faced with aging city facilities and infrastructure needing upgrades or replacement. Many city facilities are beyond their life cycle and are still being used by residents. Many cities have been slow to invest in upgrading their facilities and infrastructure. An example is aging municipal pools requiring significant annual investment and maintenance while a new aquatic complex is cost prohibitive. An option is the creation of multiple splash pad which provide interactive aquatic experience. In addition, cities have underground pipes from the 1990's that are at the end of their life years before the advertised life cycle and have deteriorated more rapidly than older infrastructure. Cities are also struggling with securing future water supply. For cities that are faced with growth, the challenge is balancing by taking care of and maintaining the current city facilities and infrastructure while building new city facilities and infrastructure to support growth and development. In addition, cities are having difficulty in hiring certified plant operators. Mayors and City Councils have the responsibility to determine the balance by determining project priorities and to determine funding mechanisms. BOTTOM LINE: SHARED LEADERSHIP REQUIRES TO EFFECTIVELY RESPOND TO THESE FORCES OF TURBULENCE AND TO CREATE THE BEST POSSIBLE FUTURE FOR THE RESIDENTS, THE COMMUNITY AND THE CITY. Copyright 2024: Lyle Sumek Associates, Inc. Project 240801 6 B. KEYS TO SHARED LEADERSHIP SUCCESS Effective shared leadership requires all leaders to understand, to practice and live by these ten keys of leadership success. 1. CHARACTER COUNTS — City leaders demonstrate their true character by: • Being truthful and honest • Consistency of words and actions • Acting in an ethical manner — above question or beyond reproach • Defining and knowing your personal core values • Practicing their core values every day • Having high moral standards without hypocrisy • Keeping/delivering on their commitments/promises • Acting with integrity • Acting in an equitable manner • Having open minds • Communicating in an honest manner • Acting in trustworthy manner • Leading by example • Relying on data and fact — avoid creating a reality based upon misinformation, disinformation or fabricated reality — "be careful of believing in your own `bs"' • Acting with a sense of purpose • Being personally vulnerable and "real" in the appropriate circumstances 2. PUTTING COMMUNITY FIRST — City leaders place the community and public service above self by: • Acting with a public purpose in mind • Demonstrating a genuine love for the community — a true passion for the community • Caring about the community • Knowing and understanding our community — our history and traditions, our community demographics, our strengths and areas for improvement, our challenges and opportunities, what makes our community special • Having a community presence — visible to our residents • Being a community "cheerleader" • Making decisions that benefit the entire community • Focusing on adding value to the lives of your residents • Listening to and striving to understand the whole community — "not just the vocal" • Knowing and partnering with businesses, community institutions and organizations • Participating and enhancing community events — big and little that bring our residents together • Giving to the community • Guiding the community to a better future • Responding to community needs • Helping the community to define the future • Working with other governments to benefit the community Copyright 2024: Lyle Sumek Associates, Inc. Project 240801 7 3. PLAYING MUSIC AS AN "ORCHESTRA" — City leaders build the capacity of the Mayor and City Council to perform as a highly effective Governing Team by: • Mutually defining the roles and responsibilities under Council -Manager form of government and the City Charter • Developing the musical score with the City Council to establish the framework for effective governance by defining success and effectiveness for the Mayor -City Council, by establishing house rules — a code of conduct and establishing operating protocols for daily activities • Knowing and facilitating the "musical scores • Helping the City Council to learn how to work together, to negotiate and resolve conflicts and communicate in an open manner • Recognizing the importance of practice —the practice of working together • Maximizing the skillset and potential of each orchestra member/City Council • Putting others where they will succeed • Letting the orchestra play the music • Coaching and advising other team members • Understanding the roles and contributions of others • Inspiring others to achieve more • Keeping open lines of communication with others • Changing the tempo when necessary • Determining who needs to be on the Stage — in the Workshop • Calling on the right people at the right time • Awakening and expanding the best in others • Inspiring others to positive outcomes for the community and for future generations • Being a motivator • Developing the next generation of community leaders — the next Mayor, the next Council members and the next City manager — leadership succession preparation • Determining how the council will spend its time and process to govern... different council have different operating styles • Structured meeting focusing on attention on short term actions...leaving little time for strategic discussions and responsible decision making 4. PERSONAL CONNECTION WITH OTHERS — City leaders establish effective personal and working relationships by: • Reaching out on a personal level with City Council members • Getting to know others — their goals, their values, their issues, their opportunities, their concerns, their personal agendas, their operating styles and the issues, their priorities or actions that "set them off' • Finding a personal connection — common interest, common issues, common values • Taking time for others • Listening to and striving to truly understand others • Listening to the entire community • Building and working to sustain an effective work relationship • Seeking input from others • Respecting diverse opinions and ideas Copyright 2024: Lyle Sumek Associates, Inc. Project 240801 8 • Acting with civility • Reaching out to partners, community organizations • Finding something in common with other persons • Responding to requests for help or assistance • Helping Council members with their issues in context of the City mission and work program • Being a "therapist" for Council Members or each other • Providing advice when asked • Recognizing that at times it is necessary to agree to disagree respectfully • Reaching out to diverse elements of the community 5. STRATEGIC THINKING AND TACTICAL ACTIONS THAT PRODUCE A BETTER COMMUNITY — City leaders develop and facilitate strategic process that transform ideas and dreams into actions by: • Understanding the governmental institution responsibilities and processes • Making things happen that might not otherwise happen, and preventing things from happening that ordinarily might happen. • Establishing and institutionalizing a well-defined and ongoing strategic planning processes with regular updates • Recognizing the importance/valuing an ongoing and consistent strategic planning process • Defining the vision — the preferred future for our community • Defining the City government's mission — the responsibilities for city government • Defining the City government's core values — the performance expectations and standards for every City employee • Establishing outcome -based five-year goals • Linking strategic plan to budget and capital planning • Eliminating unnecessary services, programs, projects and processes • Having a fiscally responsible tax rate driven by services and service levels • Investing in the community's future • Having an ongoing capital planning and funding process — facilities and infrastructure • Focusing on defined services — core for daily life and quality of life • Developing an annual action agenda with defined priorities — a work program for policy and management • Developing tactical and action plans — who is responsible; what is going to be done — activities and milestones, when will things be completed • Monitoring and reporting on action progress • Focusing on future outcomes for the community • Developing tactical plans and responses to emerging issues and challenges • Being nimble and agile and adapting to an ever -changing operating context/environment • Taking time to evaluate results and outcomes • Seeking feedback from the community — service satisfaction and adding value • Preparing data -based reports, evaluating community options and outlining policy options • Avoiding pressure to let short-term issues derail the long-term strategic process or projects 6. COLLABORATION FOR RESULTS: City leaders frame issues and facilitate the negotiating process by: • Recognizing that no closure — decision or plan is perfect — it may be adjusted or modified over time Copyright 2024: Lyle Sumek Associates, Inc. Project 240801 9 • Determining the appropriate/best time to address the issues • Identifying what will happen if no action is taken • Defining the sources and types of conflicts • Preparing for negotiation • Negotiating with others who have differing opinions or ideas • Listening to and striving to understand each individual Council Member — their goals, their views on critical issues, their legacy, their views on the community, their operating style • Facilitating the negotiating process • Striving for win -win resolutions owned by all • Looking for compromises — acceptable middle grounds • Representing the interests of the community • Evaluating, learning and making timing adjustments • Working with community partners • Bringing up difficult issues • Avoiding hyperbole and "strawman" arguments • Testing the resolution • Avoid denying or giving in to order to avoid addressing the issue • Supporting creative thinking • Supporting innovative actions and taking calculated risks • Willing to take time for the process, but must get to a result • Encouraging winning with grace and losing with grace 7. COURAGE TO DECIDE — City leaders have the backbone to make difficult decisions for the City government and community by: • Knowing when the time is right to address the issue and make the decision • Having the courage and supporting City Council to address issues no matter how controversial in the community • Focusing on critical issues and what is important • Taking time upfront to define the underlying issue(s) or problem(s) and to establish parameters to guide research and investigation • Using data and input from others to make decisions • Understanding the risk and potential consequences • Finding a personal balance among City staff input, community input and personal beliefs and preference • Knowing the initial position of each Council member • Linking decisions to strategic framework, community outcomes and benefit • Involving others, particularly critical partners and managers/staff, who have responsibility for implementation • Going into the field to experience this issue or problem first hand • Recognizing that there are no perfect decisions — best decision based upon currently available data and research • Allowing each Council member an opportunity to speak, to ask questions and to state opinions • Understanding best practices used by others to address similar issue/problems and evaluate the potential application to your government • Using Workshops for detailed discussions and negotiations • Suggesting alternatives — that may lead to a consensus or viable compromise Copyright 2024: Lyle Sumek Associates, Inc. Project 240801 10 • Seeking timely closure on issues • Recognizing that every — decision, re -decision and non -decision is a decision and a building block for the community's future • Making the tough call • Before the final decision is made, summarizing and testing decisions • Addressing value -based issues once —avoiding the recycling of issues • Standing up to the negative forces in the community • Rallying the community and City Council behind the decisions • Representing the decisions to others • Use pilots to test decisions before full implementation when possible • Allow staff to take calculated risks • Council majority decides • Supporting the decision of the majority 8. CLARITY OF DIRECTION AND OUTCOMES — City leaders strive to have everyone on the "same page" — a common understanding that empowers staff to implement by: • Understanding the expectations of others • Working with others to define the community's future — desired outcomes • Working with others to establishing goals — five years • Having a clear vision —long-term community outcomes • Having everyone with the same understanding • Summarizing and testing City Council directions and expectations • Rallying the community behind the goals, actions and direction • Seeking community partners to work on the goals • Monitoring and reporting on progress • Ongoing report to and marketing to the community — we are taking actions and are producing results that add value to residents and our community • Communicating in a succinct, clear and creative manner with the community • Building momentum through small and incremental successes • Translating dreams into realistic outcome -based goals • Having goals that inspire others • Looking for partners to achieve goals • Keeping the focus on outcomes for the community • Mobilizing the resources to achieve goals • Integrating goals into budget, CIP • Evaluating the results of the actions — are we achieving or moving closer to outcomes • Having a "can do" attitude • Building and sustaining momentum • Achieving community's potential • Providing the necessary resources to provide defined services and service levels and to complete a capital project • Avoiding micro -managing service delivery and project management • Trusting staff to provide the defined service • Respecting roles and responsibilities Copyright 2024: Lyle Sumek Associates, Inc. Project 240801 11 9. CULTIVATING OPTIMISTISM — City leaders project a positive, can do attitude by: • Having a positive outlook • Having a sense of positive realism • Encouraging others • Supporting others • Helping others to achieve their goals • Celebrating community successes • Building positive momentum through early successes • Recognizing the importance of realistic positive mindsets even in light of crisis — the power of positive thinking • Sending the positive message: "things are working in the city" • Providing hope for a better future • Providing support during difficult times • Looking for ways to get to "yes" • Recognizing realities of the situation • Conquering setback, obstacles and difficulties • Exploring options • Having patience • Avoid focusing on blaming who is responsible for setbacks • Keeping a cool head • Avoiding defensiveness • Encouraging the City Manager to bring "bad news" to the City Council • Encouraging the City Manager to bring "new ideas" to the City Council 10. CREATIVE THINKING AND INNOVATIVE ACTIONS — City leaders encourage out - of -the -box thinking by: • Develop processes for creative thinking — expect it and institutionalize it • Analyzing the difficulty, setback and obstacles • Learning from others — what worked and what was tried and did not work • Learning from the situation and apply to similar situations • Addressing the difficulty long term • Supporting creative thinking • Supporting innovative actions and taking calculated risks • Encouraging and supporting others • Learning from setbacks • Applying best practices to your city when appropriate • Creating an organizational culture that supports creativity • Identifying and evaluating options These Ten Keys to Leadership are the foundation to developing and sustaining an effective governance process and to developing and sustaining a city that delivers value to the community today and creates a better for all in the future. In addition, these Ten Keys to Leadership can also help Mayors & City Councils and City Managers & Management Team lead and guide their cities in the today's turbulent world. Copyright 2024: Lyle Sumek Associates, Inc. Project 240801 12 Effective shared leadership has delivered results. Their cities were guided by a long-term vision — a preferred future for the community; followed their city's defined mission; developed and implemented 5-year outcome -based strategies, developed and regularly monitored an annual action agenda (a work program with policy actions for Mayor -City Council and management actions for the City Manager and Management Team); were nimble and agile with the ability to take advantage of opportunities and respond to challenges and setbacks, made courageous decisions; acted as financial stewards and made fiscally responsible decisions; invested consistently in the community's future; developed and institutionalized an ongoing strategic planning process; and developed the capacity of the entire city team to produce results. The community, both residents and businesses, were able to see and experience the benefits from this shared leadership. In conclusion, Shared Leadership makes a difference in re -imagining the communities that results in adding value to the lives of residents and guests. Copyright 2024: Lyle Sumek Associates, Inc. Project 240801 13 SECTION 2 STRATEGIC PLANNING MODEL FOR THE CITY OF DUBUQUE Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 1 STRATEGIC PLANNING MODEL Value -based principles that describe the preferred future in 15 years Strategic goals that focus outcome -based objectives and potential actions for 5 years Focus for one year — a work program: policy agenda for Mayor and City Council Annual Action Plan, management agenda for staff; major projects Principles that define the responsibility of City government and frame the primary services — core service businesses Personal values that define performance standards and expectations for employees VISION PLAN EXECUTION MISSION CORE BELIEFS Destination "You Have Arrived" Map "The Right Route" Itinerary "The Right Direction" Vehicle "The Right Bus" Fuel "The Right People" Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 2 City: Service Responsibilities Community "Add On's" Roof 3' Floor Quality of Life 2"d Floor Core Business "Choice" 1st Floor Core Business "No Choice" Financial Resources Human Resources Infrastructure Facility Equipment Technology FOUNDATION Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 3 City Service Hierarchy House Model FOUNDATION "INVISIBLE" FROM VIEW, BUT NECESSARY FOR THE DELIVERY OF CITY SERVICES 1st FLOOR - NO CHOICE SERVICES REQUIRED BY STATE OR FEDERAL LAWS; IF NO COMPLIANCE, PEOPLE GO JAIL, FINES ARE LEVIED 2nd FLOOR - CHOICE FOR DAILY LIFE SERVICES NECESSARY FOR LIVING IS A MODERN COMMUNITY 3rd FLOOR - QUALITY OF LIVING SERVICES THAT MAKE THE COMMUNITY A DESIRABLE PLACE TO LIVE AND DISTINGUISH IT FROM OTHERS ROOF - COMMUNITY ADD ON SERVICES THAT ADD FURTHER VALUE TO THE RESIDENTS' LIVES Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 4 Sustainable Community Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 5 A Sustainable Community is a Balance of Four Components Personal Livability Feeling safe Quality schools and educational programs for lifelong learning Quality medical services and personal wellness opportunities Neighborhoods with a ranges of housing opportunities Easy mobility within the City and to/from outside Reliable utility services: water, sewer, telecommunications Timely response to an emergency call for service Environmental Stewardship Preservation of the City's natural resources Conservation of water Effective stormwater management system Recycling for residents and businesses Reducing the City's and community's carbon footprint Use of alternative energy sources Economic Opportunities Creating a positive environment that supports private investments and entrepreneurism Retaining and growing current businesses Workforce trained for 21st century jobs Opportunities for higher education and job training Developing public -private relationships with a return on the investment Attracting businesses targeted for the community Community Building Partnering with community -based organizations Strong community events with active participation that bring neighbors together Community gathering places where residents go to enjoy Residents positively engaged in the City's governance processes Proactive communications about the City and the community Residents volunteering and contributing to the community Celebrating the community's history and heritage Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 6 SECTION 3 DUBUQUE STRATEGIC PLAN 2024 - 2029 - 2039 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 1 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Table of Contents Strategic Planning for the City of Dubuque 1 Dubuque Vision 2038 3 Dubuque a Sustainable City 10 Dubuque City Government: Our Mission 12 City of Dubuque Plan 2023 — 2028 19 City of Dubuque Action Agenda 2023 — 2024 51 This report and all related materials are copyrighted. This report may be duplicated for distribution to appropriate parties as needed. No unauthorized duplication is allowed, including for use in training within your organization or for consulting purposes outside your organization. All requests for duplication must be submitted in writing. Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa STRATEGIC PLANNING FOR THE CITY OF DUBUQUE Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 1 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Value -based principles that describe the preferred future in 15 years Strategic goals that focus outcome -based objectives and potential actions for 5 years Focus for one year — a work program: policy agenda for Mayor and Council agenda for staff; major projects Principles that define the responsibility of Authority government and frame the primary services — core service businesses Personal values that define performance standards and expectations for employees Strategic Planning Model for the City of Dubuque VISION PLAN EXECUTION MISSION CORE BELIEFS Destination "You Have Arrived" Map "The Right Route" Itinerary "The Right Direction" Vehicle "The Right Bus" Fuel "The Right People" Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 2 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa DUBUQUE VISION 2038 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 3 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Dubuque Vision 2038 DUBUQUE 2038 is a SUSTAINABLE AND RESILIENT CITY (A), an INCLUSIVE AND EQUITABLE COMMUNITY(B) where ALL are welcome. DUBUQUE 2038 has preserved our MASTERPIECE ON THE MISSISSIPPI (C), has a STRONG DIVERSE ECONOMY (D) and EXPANDING CONNECTIVITY(E). DUBUQUE 2038 — Our residents EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE (F), have choice of QUALITY AFFORDABLE LIVABLE NEIGHBORHOODS(G), have an ABUNDANCE OF DIVERSE FUN THINGS TO DO (H) and are SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY ('). Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 4 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Dubuque Vision 2038 PRINCIPLE A SUSTAINABLE AND RESILIENT CITY ► Means 1. Policies and practices that support Environmental/Ecological Integrity, Social/Cultural Vibrancy and Economic Prosperity to create a viable, livable and equitable community 2. Achieved 50% Goal in Greenhouse Gas Reduction through energy conservation and active use of alternative energy solutions, including use of hydropower, waste to energy, use of methane gas and use of solar 3. Resilient city of choice to work, live, and play 4. New construction encouraged to be designed with green principles and national certifications 5. Resilient housing and neighborhoods 6. Giving personal information on what they use, what they need, what they want, what they need to do to save resources 7. Having and using data and other tools to make data -driven decisions the support community sustainability and resiliency PRINCIPLE B INCLUSIVE AND EQUITABLE COMMUNITY ► Means 1. Recognized as an inclusive and equitable community 2. Successfully overcoming racial biases and have become a truly equitable and welcoming community of choice 3. Human and civil rights as a cornerstone for actions in the Dubuque community 4. Community support and engaged actively for culture, arts and museums 5. Ongoing conversations with diverse groups of residents to understand needs and take active responses 6. Increasingly diverse and welcoming community 7. Equitable access to community assets and human services programs Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 5 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa PRINCIPLE C MASTERPIECE ON THE MISSISSIPPI ► Means 1. Downtown and Riverfront — a destination and source of pride for residents and tourists 2. Redevelopment of Chaplain Schmitt Island following the currently adopted Master Plan, including the approved docking facilities, kayaking opportunities, amphitheater/indoor facility with a variety of programs and activities, boardwalk around the island for walking and biking, restaurants, etc. 3. Revitalized, vibrant and preserved historic buildings and neighborhoods, including Historic Millwork District 4. Trail connectivity along the entire Riverfront, including a bridge over the flood wall gate 5. Beautiful gateways, entrances and streetscapes, especially the north entrances 6. Natural resources preserved and the environment protected 7. Redevelopment of South Port as an exciting community destination following the currently adopted Master Plan, including the buried easy access, condos, restaurants and entertainment venues, dog park, flood wall, opportunities to experience a "working port", etc. 8. Recognized as a "designated port" including capacity for containers PRINCIPLE D STRONG DIVERSE ECONOMY ► Means 1. Multiple "economic engines" — manufacturing, medical and healthcare, education, retail, technology related, financial, professional services, publishing, "green" industries, etc. 2. Retaining and growing current businesses and industries 3. Strong local colleges and universities retaining graduates to meet the employment needs of the Dubuque community 4. Close the income and unemployment gaps for black residents 5. Workforce for 21st century jobs including skill development opportunities for the underemployed and unemployed 6. Land available for future industrial and commercial expansion 7. Support local Black -owned businesses 8. Strong partnership with GDDC aligned with City vision and goals and economic recovery from COVID-19 pandemic job loss and business challenges Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 6 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa PRINCIPLE E EXPANDING CONNECTIVITY ► Means 1. Quality air service with choices to major hubs for business and leisure 2. State-of-the-art public transportation system responsive to community needs, including on -demand and autonomous vehicles 3. Active river port for moving commodities and for tourism, generating city revenues 4. Completion of the four-laning of the Southwest Arterial with bike lanes, limited access, attractive streetscape including trees, mix of residential and commercial development 5. Four -lane links to Chicago 6. State of the art, affordable and locally regulated telecommunication infrastructure and services throughout the city 7. Public -private investment in fiber network expansion PRINCIPLE F EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE ► Means 1. Quality, affordable and accessible health, dental, substance abuse and brain health services in Dubuque 2. Affordable, quality housing options for all stages of life, including green, sustainable homes 3. Residents walking, biking and using public transportation to work 4. Residents having access to and taking advantage of opportunities for a healthy life style 5. Attraction and retention of young adults 6. Equitable access to healthy, affordable foods — a community without food deserts 7. People making Dubuque a community of choice and their home Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 7 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa PRINCIPLE G QUALITY LIVABLE NEIGHBORHOODS ► Means 1. Reimagining City services and investments including Police policies resulting in reduced racial tension and reduced disparate treatment 2. "Complete Streets" concepts integrated into street design/redesign, neighborhood development/redevelopment, and accommodation of multiple modes of transportation 3. Reduced concentration of poverty by supporting in existing areas outside and market -rate in existing areas 4. Residents and visitors safe throughout the community, and actively taking steps to reduce crime and reporting results to increase comfort and confidence of residents 5. Quality streets and City infrastructure that are well -designed, well -maintained and ADA accessible 6. Strong sense of neighborhood pride with homeowners, landlords, and tenants taking responsibility for appearance and safety 7. Housing opportunities that meet market demand and create balance of home ownership and rental properties 8. Expanded affordable, quality housing options through infill and annexations PRINCIPLE H ABUNDANCE OF DIVERSE FUN THINGS TO DO ► Means 1. Multi -use trails and pathways throughout the city 2. Implementation of Chaplain Schmitt Island Master Plan and Port Master Plan 3. Variety of restaurants and food service options that meet market demands and emphasize local food products 4. A variety of entertainment and performing arts venues and programs 5. Community events and festivals for all seasons and a wide range of cultural options 6. Regional center for museums, culture and arts activities that are supported by the community 7. Diverse cultural options to expose all residents to the beauty and benefits of diversity in our community Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 8 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa PRINCIPLE I SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY ► Means 1. Promoted outreach to engage our diverse community 2. Residents and businesses well-informed on the City's Vision, plans, programs, employment opportunities and services and the value added to the community 3. Neighbors engaged actively in neighborhoods and taking responsibility for enhancing neighborhoods and resolving neighborhood conflicts or concerns 4. Community implementing five (5) principles of "Every Child, Every Promise", STAR Communities outcomes, Inclusive Dubuque, Imagine Dubuque, etc. 5. Active participation in City governance including serving on a City board, commission, committee or task force by a diverse group of residents 6. Residents having confidence and trust in City government Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 9 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa DUBUQUE: A SUSTAINABLE CITY Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 10 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Dubuque's Three -Legged Stool Sustainability Model Sustainable Dubuque is a holistic approach to making our community sustainable. Our model involves a three-part approach that looks at: • Environmental and Ecological Integrity • Economic Prosperity • Social and Cultural Vibrancy Each of these pieces is important individually and helps contribute to a sustainable community. One simple way of picturing this model is to think of a stool with three legs, representing the environment, the economy and society. In order for the stool to be stable and well balanced, all three legs must be present, and approximately the same length. Similarly, a community that gives consideration to the environment, the economy and society is one that is creating a stable foundation for a viable, livable and equitable future. Environmental/ Ecological Integrity Viable Luvable Economic Social/Cultural Prosperity Equitable Vibrancy Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 11 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa DUBUQUE CITY GOVERNMENT: MISSION Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 12 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Dubuque City Government Our Mission DUBUQUE CITY GOVERNMENT is a PROGRESSIVE (A) and FINANCIALLY SOUND CITY (B) with RESIDENTS RECEIVING VALUE FOR THEIR TAX DOLLARS (C) and ACHIEVING GOALS THROUGH PARTNERSHIPS (D) DUBUQUE CITY GOVERNMENT'S MISSION is to deliver EXCELLENT MUNICIPAL SERVICES (E) that SUPPORT URBAN LIVING (F), that CONTRIBUTE TO AN EQUITABLE, SUSTAINABLE CITY (G), PLAN FOR THE COMMUNITY'S FUTURE (H) and FACILITATE ACCESS TO CRITICAL HUMAN SERVICES (I>. Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 13 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Dubuque City Government Our Mission Principles PRINCIPLE A PROGRESSIVE CITY GOVERNMENT ► Means 1. Taking reasonable strategic risks to create a better future for Dubuque. 2. Planning and managing growth and development consistent with the adopted City Vision, Strategic Plan, Imagine Dubuque, Master Plans and other policy documents. 3. Adapting and responsive to changing economic and community needs. 4. Identifying opportunities to create more equitable city and taking timely actions. 5. Supporting people faced with special circumstances and needs. 6. Investing in Dubuque's future. PRINCIPLE B FINANCIALLY SOUND CITY GOVERNMENT ► Means 1. Having a diverse and expanding tax base and revenues. 2. Investing in the maintenance and upgrade of City assets: infrastructure and facilities. 3. Having fiscally responsible reserves, debt, and investments. 4. Providing competitive compensation and professional development opportunities for City employees. 5. Leveraging City resources through grants, partnerships and other outside funding sources. 6. Having competitive tax rate and fees to provide the necessary resources to support the defined City services and levels of service. Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 14 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa PRINCIPLE C RESIDENTS RECEIVING VALUE FOR THEIR TAX DOLLARS ► Means 1. Having customer -friendly employees, facilities and processes. 2. Providing excellent City services, top quality City products and facilities responsive to community needs. 3. Providing equitable and culturally relevant City services. 4. Having a well -trained City staff that proactively solves problems. 5. Effectively using technology to service the residents and stakeholders, to inform the community, to increase productivity and to promote transparency. 6. Departments continually evaluating missions and services to be effective and efficient. 7. Informing residents and stakeholders on City services, programs and financial conditions. PRINCIPLE D ACHIEVING GOALS THROUGH PARTNERSHIPS ► Means 1. Having residents, community organizations and businesses working with city for a more viable, livable and equitable Dubuque. 2. Having active participation of the business and education community and the positive role they play in Dubuque. 3. Supporting the inclusion of Not -for -Profits, recognizing the leadership and their service role. 4. Stimulating new partnerships to achieve community goals. 5. Actively involving the community in policy and plan development and implementation. 6. Leverage community resources to achieve goals. Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 15 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa PRINCIPLE E EXCELLENT MUNICIPAL SERVICES ► Means 1. Making the City of Dubuque an equitable employer of choice 2. Being responsive to residents' needs and calls for City services in a timely manner 3. Having highly productive, well -trained workforce that takes pride in service and develops innovations. 4. Having adequate staffing level to support defined service levels. 5. Seeking information, listening and learning from the community 6. Developing and using data -metrics to enhance municipal services PRINCIPLE F SUPPORT URBAN LIVING ► Means 1. Safe community and sense for personal security 2. Providing emergency response. 3. Having safe drinking water. 4. Disposing of wastewater in a safe manner 5. Facilitating safe, quality affordable housing 6. Preventing problems affecting community safety and health. Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 16 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa PRINCIPLE G CONTRIBUTE TO AN EQUITABLE, SUSTAINABLE CITY ► Means 1. Taking a holistic approach to balancing: environmental/ecological integrity, economic prosperity and social/cultural vibrancy to create a viable, livable and equitable community. 2. Promoting partnering and facilitating a community dialogue and encouraging community actions to support equity and sustainability in Dubuque. 3. Incorporating equity and sustainability into the City's corporate and community culture, daily operations, service delivery, facilities and buildings. 4. Partnering to save businesses and individuals money, create jobs, contribute to local and national energy independence, create an international brand for the community, help recruit businesses and workforce, create a recruitment tool for the colleges, bolster Dubuque's convention and tourism businesses and accelerate local business growth. 5. Becoming a smarter city with information available for residents to make decisions of how they use precious resources. 6. Serving as a leader on equity and sustainability — a model for other cities, other organizations and businesses. PRINCIPLE H PLAN FOR THE COMMUNITY'S FUTURE ► Means 1. Planning to create an environmentally sustainable and livable community for future generations. 2. Supporting strategic annexations and pre -annexations opportunities. 3. Planning for redevelopment and revitalizations. 4. Promoting economic expansion. 5. Supporting a high quality of life. 6. Regulating land uses. Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 17 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa PRINCIPLE I FACILITATE ACCESS TO CRITICAL HUMAN SERVICES ► Means 1. Having affordable, quality housing —safe and responsive to the residents' needs. 2. Having transportation for community — accessible, affordable and going to community destinations. 3. Having healthcare and health services, and partnering for brain health 4. Attending to the needs of persons with disabilities. 5. Building the capacity of non-profit organizations to achieve their mission and goals. 6. Accessing affordable, quality food and food choices Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 18 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa CITY OF DUBUQUE PLAN 2023 - 2028 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 19 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa City of Dubuque Goals 2028 VIBRANT COMMUNITY: HEALTHY AND SAFE FINANCIALLY RESPONSIBLE, HIGH-PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 20 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Goal 1 Vibrant Community: Healthy and Safe OUTCOMES 1. Become an inclusive and equitable community in which all feel welcome and included 2. Have a safe urban environment by providing high -quality emergency services that are accredited and use best practices 3. Have equitable access to healthcare, including mental/brain health and substance use disorder services 4. Have Police working with community to create a safe community with residents sharing responsibility 5. Have Police Department and Fire Department at full staffing VALUE TO RESIDENTS 1. Everyone is welcome in the Dubuque community 2. Living life without fear or threats 3. Equitable treatment for all 4. City services are available for all and delivered in an equitable and fair manner 5. City workforce reflecting the diverse community 6. Feeling safe and secure throughout the community Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 21 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Increasing issues and concerns regarding unhoused populations, including living in the lobby of City facilities 2. Recruitment and retention of Police, Fire and Dispatchers 3. Having and funding a Fire Vehicle, Equipment and Facilities Replacement Plan, including buildings over 100 years old, including changing prices and increasing costs of vehicles 4. Federal government and State of Iowa politics and polarization 5. Aging City Public Safety facilities needing significant maintenance and major repairs, and addressing issues with leased space 6. Transitioning dispatch/communications to Dubuque County 7. Antiquated Civil Service hiring process and the impediments to timely hiring 8. Police facility inadequate for current and future staffing in a County -owned facility LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Defining "brain health" and the City's role and aligning brain health providers 2. Shortage of healthcare workers in the region 3. Understanding and addressing community health needs and defining the City's role 4. New emerging workforce that their expectations: work, overtime, time -off, etc. 5. Changing state laws and regulations impacting community safety restrictions 6. Exploding mental health issues — people have forgotten how to relate to each other 7. Inefficient use of City buildings and office spaces Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 22 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa POLICY ACTIONS 2023 — 2024 1. Police Department Full Staffing: Next Steps and Funding Action Plan: Report with Options, Direction, City Actions — Short Term and Funding 2. Comprehensive Fire Stations Locations and Staffing: Study Completion, Presentation, Direction on Implementation and Funding 3. Unhoused Residents Strategy: Needs/Issues Assessment, Partners, Outcomes, Report with Options, Policy Direction, City Actions and Funding Top Priority Top Priority MANAGEMENT IN PROGRESS 2023 — 2024 1. Equitable Fines and Fees Reform: REPORT to Mayor and City Council 2. Fire/Police Culture Action Plan: Development and Implementation — Education and Corrective Measures UPDATE REPORT 3. Comprehensive Police Transparency Annual Report: Completion and PRESENTATION 4. Emergency Communications Accreditation: Completion 5. Emergency Communication Center a. Reassess City/County Funding, Split b. Relocation to 2900 Chavanelle 6. Traffic and Security Cameras Deployment: Implementation and Upgrade, Fiber Project (APRA Funding) 7. Diversity Equity and Inclusion City Action Plan: Departmental Action Plans: Summary 8. Food Insecurity: Report with Findings and Options, Direction, City Actions and Funding (including Food Desert and Grocery Store Attraction) 9. Federal Building — CIT, SRO and COP: Relocation 10. License Plate Reader Cameras: Installation Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 23 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2024 — 2028 1. Mine Shafts: Problem Analysis, Report, Direction and City Actions 2. Community -Based Health Promotion: Capacity and Funding 3. Restorative Justice: Direction and City Actions 4. Crescent Community Health Center Expansion of Population Health Program: Funding, Board Leadership and Other Actions 5. 911 Center Relocation, Staffing and Accreditation: Direction and Funding 6. Cyber Security Action Plan: Problem Analysis, Best Practices, Report with Findings and Options, Direction, Funding and City Actions 7. Maternal Health Services: Assessment, Report with Options, City Role, Direction and City Actions 8. Community Dialog on Racism: Outcomes, Action Plan, Implementation and City Actions 9. Community Cameras Program: Outcomes, Best Practices, Report with Options, Direction, Funding and City Actions (including Traffic and Community) 10. Food Insecurity/Food Desert Action Plan: Needs Assessment, Report with Findings and Options, Direction and City Actions 11. Fire Succession Planning. Development and Implementation 12. Artificial Intelligence Policy and Action Plan: Definition, Best Practices, Report with Options, Direction, Funding and City Actions Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 24 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Goal 2 Financially Responsible, High -Performance City Organization: Sustainable, Equitable and Effective Service Delivery OUTCOMES 1. Recruit, hire, develop, and retain a diverse, top-quality City workforce dedicated to City goals and mission 2. Maintain/improve the City bond rating 3. Provide responsive City services in a financially responsible manner to the Dubuque community 4. Maintain enterprise/general fund reserve funds to 25% 5. Secure City information and data using the "Best Practices" for the Dubuque community 6. Increase community understanding of Dubuque City government — policies, processes, services, programs and activities, facilities and delivery mechanisms 7. Provide a timely response to a service request VALUE TO RESIDENTS 1. Financially sound and responsible City government 2. Easy, convenient access to City information and services 3. Service value for taxes and fees 4. Opportunities to become involved in City governance and planning 5. Secure City information, including personal information 6. Customer -focused City service delivery Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 25 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Aging City facilities, infrastructure and equipment needing maintenance, major maintenance or replacement 2. Extremely competitive employment marketplace 3. State of Iowa legislative actions and administrative rules impacting City finances and services 4. Concern about low taxes over investing in the future 5. Outdated classification system and compensation system 6. Tired and emotional drained City workforce with an uncertain future 7. Retirements and succession planning 8. Community disinformation and misinformation about City government — policies, processes, services and finances 9. Balancing City service delivery with available resources, City organizational capacity, the community's expectations and new initiatives LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Recruiting and retaining a diverse City workforce 2. Climate of distrust in all governments, including City government 3. Providing a secure workplace balanced with customer service 4. Antiquated Civil Service System with discriminatory practices 5. Funding for ADA compliance 6. Need to tap City resources of subject matter experts 7. Developing a City organizational cultures that values creative thinking and innovative actions 8. Lack of debt reduction plan Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 26 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa POLICY ACTIONS 2023 — 2024 1. City Workforce Retention and Attraction: Report, Direction and Phase 1 Funding 2. Leveraging Federal Infrastructure and State Programs: Direction a. Budget Dollars — Shovel Ready Designs b. Debt Dollars — Major Projects 3. Rightsizing Departments — Services and Staffing: Services/Activities Identification and Prioritization, Staffing Needs Linked to Services/Activities, Report, Direction and Funding Top Priority High Priority MANAGEMENT IN PROGRESS 2023 — 2024 1. Organizational Culture Continuous Improvement a. Performance Reviews: Rollout b. Exit Interviews: Rollout 2. Downtown City Facilities/Work Space Analysis and Plan: Recommendations for Phase 1 Design and Funding Direction BUDGET DECISION FY 25 3. Human Resources Modernization: One Position 4. Federal and State Legislative Advocacy Agenda and Priorities for 2024 • Civil Service Reform • TIF Policies • LOST • Tax Credits Brownfields • Tax Credits for Housing 5. Enterprise Asset Management System: Direction and Funding (including ADA) 6. ERP Software Implementation a. Payroll and ExecuTime b. Financial Asset Management c. Employee Reimbursement 7. HRIS/Payroll: RFP and Implementation MAJOR PROJECTS 2023 — 2024 1. Engine House Remodel Project 2. Data Center Relocation: Completion Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 27 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2024 — 2028 1. City Employee/Contractor Living Wage Policy: Development and Funding 2. City Volunteerism Program Expansion: Current Program Review/Evaluation, Report with Options, Direction, Funding and City Actions 3. City Information and Network Security: Risk Assessment and Remote Backup Center for Redundancy 4. Debt Reduction Policy Revisit: Report with Options, Direction and City Actions 5. City Facilities Security Short -Term Action Plan — Access Codes: Funding and Implementation BUDGET FY 25 6. Proactive Communication Strategy/Action Plan for Disinformation: Outcomes, Best Practices, Report, Direction and City Actions 7. 3-1-1 Service Model: Report on Staffing and "One Stop Ca11", Direction and City Actions 8. City Management Succession Planning and Program: Direction and Funding 9. Resident Engagement Program: Goals/Outcomes, Best Practices, Report with Options, Direction and City Actions 10. Data Governance: Direction and Funding Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 28 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Goal 3 Robust Local Economy: Diverse Businesses and Jobs with Economic Prosperity OUTCOMES 1. Have affordable and quality housing options for Dubuque workforce both for homeownership and rental 2. Support diverse multi -cultural businesses and workforce with equitable job opportunities 3. Attract a commercial airline(s) connecting to multiple major hubs 4. Retain and grow Dubuque higher education institutions 5. Expand sports tourism in Dubuque 6. Maintain effective partnership with GGDC to grow the regional Dubuque economy 7. Have the infrastructure and amenities to support economic development and growth VALUE TO RESIDENTS 1. Young professionals want to live here and college graduates want to stay 2. Children and grandchildren want to stay or return to raise their families 3. More retail, services, recreational and entertainment opportunities — keeping sales tax and dollars in Dubuque 4. Insulation from economic cycles through diverse businesses 5. Living wages for residents 6. Variety of job opportunities for residents 7. Variety of educational opportunities and internships for jobs 8. Entrepreneurial opportunities to start and grow a business in Dubuque Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 29 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Lack of quality, affordable rental housing [30% — 80%] community -wide 2. Actions by the State of Iowa that impact the local economy and economic development policies, processes and programs —TIF, Historic Tax Credits, grants and others 3. Addressing lack of air service 4. Retaining college graduates from Dubuque local colleges and universities 5. Having quality, affordable childcare/elder care 6. Tapping the potential for tourism especially sports tourism 7. Recruiting new and diverse businesses along Central Avenue, Kerper Boulevard and North End 8. Addressing the recent actions and the messages from some developers and businesses and the perception of the City government as "business -unfriendly" LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Workforce desiring diverse quality of life amenities 2. Availability of local quality workforce and matching educational programs with needs of employers 3. Supporting working from home with high speed, reliable and affordable broadband service and lack of technical support 4. Economic forces beyond the City's control: inflation, recession, supply chain issues and interest rate increases 5. Challenging future of local colleges 6. Workforce skill gaps and shortages and the retaining/retooling workforce with an aging community curtailing the outflow of workforce and families 7. Lacking of understanding of City and regional economic development goals, roles and responsibilities, processes and procedures and projects by the Dubuque community 8. Supporting a multi -cultural workforce 9. Tapping the tourism potential of river cruises and Field of Dreams expansion Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 30 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa POLICY ACTIONS 2023 — 2024 1. Air Service: Future Strategy and Action Plan — Direction and Community Plan for Funding a. Low -Cost Expansion b. Major Airline Hub Connection 2. Industrial Park Infrastructure: Direction and Funding ($100 Million): BUDGET DECISION FY 25 FOR CITY INFRASTRUCTURE (INTERNAL) a. West McFadden b. Graf c. Crossroads 3. Dubuque Brewing & Malting Building: Report with Options, Direction and City Actions Top Priority MANAGEMENT IN PROGRESS 2023 — 2024 1. Childcare Initiative Strategy and City Actions: Quarterly Update Report 2. Field of Dreams: Next Steps for City a. Hotel Development Agreement(s) b. Support Travel Dubuque — Activities/Experiences and Marketing Dubuque as a Great Place to Live and Visit Annual Report c. Field of Dreams Development: Update Report Work Session 3. Low/Moderate Small Businesses: Award Grants 4. MWBE Procurement Policy, Process Revision and Recruitment: Completion and Report (PRESENTATION) 5. Job Fair for Dubuque: Implementation and Report on the Event 6. Developers Round Table: Purposes, Process and Implementation Update Report 7. Poverty Prevention and Reduction Plan Implementation: Tracking Progress Automation, Healthcare Equity, Hire Data Analyst, Annual Report 8. River Cruise Infrastructure: Environmental Studies/Permitting 9. City Economic Development and Incentives Policies, Processes and Practices: Annual Review 10. Development Process Streamlining: Process Evaluation, Best Practices, Report with Findings and Recommendations Work Session 11. Sport Tourism Development: Response to Opportunities Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 31 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2024 — 2028 1. JFK Corridor Revitalization/Redevelopment: Outcomes, Report with Options, Direction and Actions 2. Grand Harbor Hotel: Update and Direction 3. Main Street Refresh: Outcomes, Report, Direction and Funding 4. Port of Dubuque Refresh: Direction and City Actions 5. Downtown Commercial Business Building Assessment Implementation: Policy Direction and Funding 6. Housing for Community Workforce: City Role, Potential Actions, Direction, Notification of Available Rentals and Zoning Modifications 7. South Port Redevelopment Area -Wide Concept Plan: Implementation, Direction and Funding 8. Northend Revitalization Action Plan: Outcomes, Direction, Plan Development, Funding and City Actions ON THE HORIZON 2024 — 2028 (continued) 9. Port New Hotel Development: Monitoring and City Actions 10. Kerper Boulevard Revitalization/Redevelopment: Direction, City Actions and Funding 11. Southwest Arterial Corridor Business Development: Outcomes, Direction, City Actions and Funding 12. Comprehensive Sports Tourism Strategy: Development 13. Business Departures: Analysis, Report with Findings and Recommendations, Direction and City Actions 14. Flexi-Steel Site for Redevelopment: Next Steps 15. Retail Attraction Strategy/Action Plan: Report with Opportunities, Direction and Action (with GDDC) 16. Targeted Small Business Grants Program: Additional Funding 17. Business Support for Minority -Owned Businesses: Enhancements 18. New Dubuque Brand and Marketing Program: Concept, Brand Definition, Direction and Marketing Program Development Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 32 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Goal 4 Livable Neighborhoods and Housing: Great Place to Live OUTCOMES 1. Revitalize the Central Avenue corridor 2. Have a vibrant Dubuque Downtown with an increase in housing opportunities 3. Have well -designed and well -maintained public infrastructure and facilities 4. Complete the Dubuque Historic Millwork District as a thriving mixed -use development with residential, retail/office, entertainment 5. Have access to neighborhood parks with amenities 6. Increase the visual appeal and beauty of the city with attractive gateways, corridors, streetscapes/landscaping neighborhoods, homes and businesses VALUE TO RESIDENTS 1. Stable property taxes for residents and businesses 2. Choice of livable and inclusive neighborhoods 3. Opportunities for our children to stay in Dubuque 4. Predictable future development within the city 5. Quality services to residents in annexed areas 6. Affordable quality housing choices and opportunities outside of areas with concentration of poverty 7. Protection of home and property values 8. Preservation of Dubuque's historic downtown 9. Opportunities to build wealth because we have affordable housing Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 33 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Continuing momentum and delivering results in Downtown, Historic Millwork District, Bee Branch Watershed, Riverfront and Central Avenue and historic areas/corridor area 2. Increasing number of unhoused residents and limited shelter opportunities and other tools 3. Addressing problems and issues with housing voucher programs 4. Expanding housing opportunities to support economic growth and increases in community population 5. Old neighborhood parks needing upgrade and enhanced maintenance with the City developing new parks in new neighborhoods 6. State of Iowa laws regulating housing and the City's role, including short-term rentals, mobile homes, etc. 7. Dispersing and de -centralizing affordable and low-income housing while developing options for affordable housing throughout the community to address the lack of quality, affordable housing units 8. Preserving and rehabilitating affordable housing and building stock — oldest in Iowa LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Affordable access to quality, healthy foods in north Dubuque 2. Aging City neighborhood infrastructure and facilities needing replacement or major repairs 3. Reducing slum and blight through effective enforcement and incentives 4. Annexing and expanding the City boundaries with the capacity to fund City services and infrastructure 5. Lack of Police staffing for community policing and traffic unit 6. Address hoarding problems throughout our Dubuque community 7. Expanding residential opportunities in Downtown, including the use of the second floors 8. Expanding residential opportunities in Downtown, including the use of the second floors Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 34 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa POLICY ACTIONS 2023 — 2024 MANAGEMENT IN PROGRESS 2023 — 2024 1. Central Avenue Revitalization Plan: Adoption, Direction and City Actions High Priority 1. Neighborhood Associations Development: Implementation 2. Unified Development Code Update: Recommendations and Award Contract DECISION 3. Multicultural Family Center Youth Programs Expansion: REPORT 4. Imagine Dubuque: Annual Update Report 5. Multi -Tiered Housing Inspection Program: Ordinance Review and Process Mapping 6. Safe Housing —Housing Inspection Program Enhancements, Software ON THE HORIZON 2024 — 2028 1. Cedar Cross Corridor Revitalization Plan/Vision 2. Annexation Policy: Review and Direction 3. Cable Car Area Beautification Action Plan: Direction and City Actions 4. Hendrick's Feed Site Parking Ramp: a. Design b. Construction 5. Downtown Housing Action Plan: Goals/Outcomes, Opportunities, Best Practices, Report with Options and Recommendations, Direction and City Actions Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 35 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Goal 5 Sustainable Environment: Preserving and Enhancing Natural Resources OUTCOMES 1. Have healthy urban tree canopy and preserve current trees 2. Continue to provide safe, affordable and dependable drinking water for all residents through a high performing water treatment plant 3. Reduce the community's carbon footprint (50% by 2030) 4. Reduce potential flooding through flood plain management, mitigation and protection through a well -maintained, operational stormwater system 5. Reduce energy consumption and increase the use of renewable energy sources by City government 6. Reduce waste and increase diversion, recycling and composting opportunities 7. Clean-up and reuse brownfield sites in Dubuque VALUE TO RESIDENTS 1. Protecting the natural resources and environment of Dubuque 2. City government using sustainable practices in daily operations 3. Healthy living environment: homes, neighborhoods and community 4. Clean water and air 5. Creating a more livable, viable and equitable community 6. Opportunities for a healthy lifestyle including local food products Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 36 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Addressing food waste disposal issues 2. Reducing odor at the Water Resource Recovery Plant 3. Climate changes: heat events, rain, wind events and flood events and the impact on energy demands 4. Enhancing the flood wall 5. Need to address Bee Branch Pumping Station 6. Protection of at -risk infrastructure and utilities, especially sanitary sewer system 7. Cleaning up and reuse of "Brownfields" sites 8. Funding of match dollars for grants LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Protecting the Dubuque community from flooding through storm water management 2. Defining the City's role, defining private responsibilities and funding City action in preparation for the emerging electric vehicles (EV) 3. State of Iowa decisions and regulations limiting City of Dubuque actions 4. Educating our City employees, our residents and our businesses to increase their understanding the benefits of their habits and their impacts on "sustainability" and recognizing the impact of their actions on community resiliency 5. Integrating climate adaptation into City operations 6. Limited funding for water infrastructure and treatment plant upgrades/replacement 7. Looking beyond electric vehicles — the next generation (e.g. hydrogen power vehicles) Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 37 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa POLICY ACTIONS 2023 — 2024 1. Bee Branch Basin Pump Replacement: Re - Design and Funding BUDGET FY 25 2. Catfish Creek Sanitary Sewer Improvements: Debt Policy Direction, Phasing and Funding; Phase 1 New Lift Station Construction 3. Water Distribution System Master Plan and Treatment Plant Condition Assessment: Development 4. Tree Planting Strategy: Direction, Funding and City Actions BUDGET FY 25 High Priority High Priority MANAGEMENT IN PROGRESS 2023 — 2024 1. Sewer System Infrastructure Asset Master Plan: Development and Adoption 2. Pollinator Habitat in Park System: Complete Natural Resources Plan and Funding BUDGET FY 25 3. Electric Bus Implementation: Acquisition (1) 4. Emerald Ash Borer: a. Quarterly Update Report b. Funding for Planting, Stump Removal/Sidewalk Replacement BUDGET DECISION FY 25 5. Electric Fuel Excise Rate Ordinance Adoption 6. Odor Reduction Analysis and Report: Direction and BUDGET FY 25 MAJOR PROJECTS 2023 — 2024 1. Water Lines Extension — Southwest Arterial: Update Report 2. SCADA Overhaul: Water Design and Bid 3. Lead Water Line Replacement: Recommendations and Decision on Direction Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 38 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2024 — 2028 1. City Government Solarization: Report and Direction 2. Drainage Basin/Flood Control through Native Planting 3. City Fleet Utilization Study: Direction and Funding 4. Solar Energy Storage: Report and Direction 5. South Flood Wall Buried: Funding 6. Recycling Automated Collection: Direction and Funding Mechanism 7. City Energy Policy — Buildings and Equipment: Report, Direction and City Actions 8. Community Electric Vehicle Preparation Regulations, City Fleet, Code Revisions, Charging Stations Development and Funding, State Payment 9. Water and Resource Recovery Center Odor Reduction Action Plan: Direction, Funding, and City Actions 10. City Government eVehicle Policies/Programs: Update Report, Direction, Funding, and City Actions City Government ON THE HORIZON 2024 — 2028 (continued) 11. Water Wells: Condition Assessment, Needs, Report with Options and Direction 12. Bikeable/Walkable Dubuque: Definition of Concept, City Role, Direction, Funding and City Actions 13. Energy Efficiency Program: Climate Action Plan, Direction and Funding 14. Bee Branch Operations and Maintenance: BUDGET FY 25 DECISION FOR STAFFING AND PLANT REPLACEMENT 15. Green Alley Program: Project Direction and Future Funding BUDGET FY 25 16. Solar Policies/Program: Goals/Outcomes, Best Practices, Report with Options, Direction and City Actions a. City Government b. Community Low Income 17. Grassland Preservation in Technology Park: City Role, Direction and Funding Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 39 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Goal 6 Connected Community: Equitable Transportation, Technology Infrastructure, and Mobility OUTCOMES 1. Increase and sustain commercial air service 2. Have well -designed, well -maintained streets and sidewalks throughout our Dubuque community 3. Have safe, healthy, accessible, well -maintained, and connected trails for mobility and recreation 4. Improve traffic flow throughout the city (East-West corridor, roundabouts, light synchronization 5. Increase availability, accessible and affordable broadband and redundancy through public -private partnerships 6. Have safe, available and accessible daily travel through multiple mobility mode for all Dubuque residents 7. Have well -maintained alleys throughout Dubuque providing safe access to private properties for solid waste services, effective drainage and private services/delivery VALUE TO RESIDENTS 1. Reduced traffic congestion and improved traffic flow 2. Better conditions of streets and sidewalks with eliminated obstructions and improved visibility 3. Commuting through telecommunications 4. Greater economic opportunities 5. Air service access to major hub 6. Choice among alternative transportation modes Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 40 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Overcoming the challenge: Dubuque is a small market airport 2. Recurring funding for adequate street maintenance 3. Funding for "Complete Streets" implementation 4. Equity in broadband affordability, availability and accessible 5. Poor condition of alleys and the underground utilities and lack of funding 6. Aging and deteriorating underground infrastructure 7. Rehabilitating concrete streets 8. Funding for local match for grants (e.g. airport grant $30 million needs $3 million match from the City of Dubuque) LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Addressing parking and parking ramps concerns, perceptions and issues and funding for maintenance 2. Falling behind in the development and maintenance of public mobility infrastructure and facilities 3. Replacement of gas tax funding controlled by the State of Iowa 4. Transit service by choice and to area destination serving the needs of all residents, including shift workers 5. Funding for connecting and maintaining bike trails 6. Funding mechanism/source for public/private broadband infrastructure — the City's 4th utility 7. Funding for ROW design, maintenance and upgrades 8. Upcoming retirements in departments related to this goal of "Connected Community" 9. Lack of funding for Green Alley program 10. Funding for increased maintenance of streets and sidewalks 11. Increasing demands/volume for utility locates impacting staff productivity Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 41 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa POLICY ACTIONS 2023 — 2024 1. Street Maintenance and Rehabilitation Program: Direction and Funding 2. RAISE Grant and Matching Funds for Construction: Direction and Funding Top Priority High Priority MANAGEMENT IN PROGRESS 2023 — 2024 1. Community Broadband Project a. Fiber -to -the -Home: Phase 2 Funding Sources b. Equitable Access — Affordable Broadband c. Maintenance of Fiber and New Build: BUDGET FY 25 2. Traffic Signal Synchronization/STREETS Program: Pilot Project Deployment 3. Central Avenue Traffic Corridor Study: RFP and Completion 4. Roundabout Policy: Direction and Funding 5. Neighborhood Speeding: Direction and Enforcement a. Focused Patrol:1 Territory Project/Month b. Non -Enforcement Speed Shields c. Speed Camera: Policy Direction 6. Smart Parking and Mobility Study: Implementation a. Parking Implementation b. Mobility Implementation MAJOR PROJECTS 2023 — 2024 1. East-West University Corridor Roundabouts: Environmental Clearance a. University/Pennsylvania: Design b. University/Asbury: Design c. University/Loras: Design 2. SW Arterial ITS Project: Construction Completion 3. Connection to Data Center Project 4. Kerper Boulevard Roundabout Project 5. Chaplain Schmitt Connector Trail Project 6. RAISE Planning Grant for Design a. Elm and 16' Street Project b. Overpass on 14th Street Project 7. Building Fiber Connection to Additional City Locations Project Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 42 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2024 — 2028 1. North Cascade Reconstruction (to Timber Hyrst Subdivision) Water Main Extension Project: Phase 2 2. Radford/Pennsylvania Roundabout Project: Direction and Funding 3. Passenger Rail Link: Outcomes, Report with Options, Direction and City Actions 4. Downtown Parking Ordinance: Major Revision 5. Expanded Bus Service: Report, Direction and Funding 6. Comprehensive Sidewalk Policy/Program and Plan: Review, City Role Report with Options, Direction and Funding 7. Bike Racks at Public and Business Location: Direction and City Actions 8. The Jule New Electric Vehicles: Direction and Funding 9. Bike Trail Connectivity Southwest Arterial: Direction 10. IDOT Study — Highway 20 Traffic Congestion Reduction Plan (NW Intersection) 11. City Transit Services — Additional Routes: Needs Assessment. Report with Options, Direction and Funding 12. 2nd/3rd Shift Employment/Area Destinations Transportation 13. Micro -Mobility Options: Goals/Outcomes, Best Practices, Report with Options and Direction ON THE HORIZON 2024 — 2028 (continued) 14. Complete Streets Concept Implementation — Signage and Bike Routes Agreement: Design and Funding 15. West 32nd Street Walkability Plan/Project: Goals/Outcomes, Report with Options, Direction and Funding 16. Roundabout Policy/Projects: Review, Report with Options, Projects, Funding Mechanism, Direction and Next Steps 17. Neighborhood Speeding: Problem Assessment, Best Practices, Report with Options/Potential Tools, Direction, Funding and City Actions 18. Traffic on Central Avenue/White Short -Term Action: Report with Options, Direction and Implementation 19. Railroad Strategy Action Plan: Crossing Elimination and Quiet Zone Study, Direction and City Action 20. Bike Lanes: Best Practices, Report with Options, Direction, Funding and City Actions 21. Parking System and Parking Ramps Preventative Maintenance: Service Level, Direction and Funding 22. Alley Maintenance/Rehabilitation: Needs, Direction and Funding 23 STREETS Program: Next Steps Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 43 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Goal 7 Diverse Arts, Culture, Parks and Recreation: Experiences and Activities OUTCOMES 1. Implement Chaplain Schmitt Island Master Plan and enhance the visual appeal and use for community benefit 2. Have adequate staffing and resources to support defined recreational and park services and levels of services 3. Provide recreational programs/activities and parks amenities that are responsive to the emerging workforce expectations 4. Have a well -maintained and upgraded library providing services and programs responsive to community needs 5. Expand arts and cultural opportunities with access for all 6. Have well-built, well -maintained and upgraded parks, park amenities and recreational/park facilities VALUE TO RESIDENTS 1. Opportunities for all to experience diverse arts and cultures 2. Choice for residents' leisure time 3. Family -oriented activities for all generations 4. Accessible, equitable and diverse recreational and enrichment programs, facilities and activities 5. Access to quality parks, facilities and park amenities for all 6. Enriches quality of life Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 44 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Funding for the maintenance/upgrades/renovations of aging parks, structures and facilities, and recreational facilities 2. Completing Five Flags Project within budget 3. Understanding, responding and funding to respond to workforce expectations of quality of life/leisure/arts and cultural facilities and experiences 4. Developing and enhancing accessibility for facility/venues for families, particularly with young children 5. Attracting seasonal/part-time employees and adjusting wage levels and scheduling 6. Lack of pet -friendly spaces and amenities 7. Increasing demand for expanding current sports programs and activities 8. Lack of indoor programming spaces and use agreements for leisure and arts opportunities LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Incorporating art in public spaces in quality of life projects 2. Engaging and marketing to the Dubuque community opportunities for arts, culture, park, recreation and library 3. Lack of parking at the Library 4. Funding and developing new parks in newer subdivisions 5. Responding to and funding projects to meet the high demand for dog park(s) 6. Sustainable and additional funding for leisure services facilities and programs 7. Funding for projects to achieve ADA compliance 8. Community expectations and understanding of the limited scope of the current Five Flags Project Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 45 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa POLICY ACTIONS 2023 — 2024 1. Chaplain Schmitt Island Amphitheater Development: Plan Development 2. Parks and Recreation Service/Staffing Level: Review, Direction and Funding MANAGEMENT IN PROGRESS 2023 — 2024 1. Arts and Culture Master Plan: Revised Community Engagement Strategy Adoption; Work Session Update Report 2. Comprehensive Parks Master Plan: Kick -Off and Completion 3. Arts Operating Grants Review and Funding BUDGET FY 25 4. Comisky Park Upgrades — Phase 2 Parking and Restrooms; Grant and Match Funding BUDGET FY 25 MAJOR PROJECTS 2023 — 2024 1. Five Flags Short -Term Improvements — Roof and HVAC Stabilization 2. Eagle Valley Subdivision Park: Construction 3. English Ridge Subdivision Park: Construction 4. Westbrook Park: Construction 5. Jackson Park Restrooms: Construction Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 46 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2024 — 2028 1. Library Westend Services: Location, Staffing, Partnership with Asbury and Funding 2. Recreation Programming Expansion: Needs Assessment, Report with Options, Direction, Funding and City Actions (particularly outdoor experiences and activities) 3. Indoor Community/Recreation Center/Space: Feasibility, Purposes, Best Practices, Report with Options, Direction, Funding Mechanism and City Actions 4. Senior Programming and Services: Assessment, Report, Partners, Direction and City Actions 5. Dogs in Parks Policy: Review and Direction 6. Adult Recreational Program: Current Programs/Offerings, Needs Assessment, Report, Direction and Funding 7. Dog Park: Options Review, Direction and Funding 8. Additional Splash Pad: Location and Funding 9. Art in Public Spaces: Outcomes, Report with Options and Direction 10. Chaplain Schmitt Island RV/Camping Opportunities 11. Quality of Life Bond Package: Concept, Scope, Report with Options and Direction 12. Long -Term Plan for Pools — Facilities, Staffing, Operational Needs: Plan Development Funding BUDGET FY 25 13. Comisky Park Upgrades — Phase 2 Parking and Restrooms; Direction and Funding 14. Historic Millwork District Recreational Space: Direction and Funding ON THE HORIZON 2024 — 2028 (continued) 15. Pickle Ball Courts: Needs Assessment, Report, Direction, Funding and City Actions 16. FDR Park Development: Direction and Funding 17. Family Restrooms at Pools: Report with Options, Direction and Funding 18. Eagle Point Park Enhancements/Reinvestment: Identification of Upgrade Opportunities; Report, Direction and Funding 19. Public Art Northend: Definition and Direction 20. Quality of Life Amenities for Young Professional: Best Practices, Expectations, Report with Options, Direction and City Actions 21. Park Beautification/Upgrade Program: Needs/Opportunities, Report with Options and Recommendations, Direction, Project Priorities and Funding Mechanism 22. Life Guard Program: Best Practices, Report with Options, Direction and Funding 23. Flag Set for Eagle Point Park Entrance: Direction and Funding 24. Library Space Needs: Assessment Study, Report with Findings and Options, Direction and Funding Mechanism 25. Public Arts Policy: Research, Best Practices, Report with Options, Direction and Funding 26 Cultural Arts Corridor Development: Goals/Outcomes, Best Practices, Report with Options, Direction, Funding and City Actions Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 47 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Goal 8 Partnership for a Better Dubuque: Building Our Community that is Viable, Livable and Equitable OUTCOMES 1. Partner with public/private community organizations to provide opportunities for residents for upward mobility and empowerment across all demographics 2. Be an advocate for the Dubuque community and City of Dubuque at federal and state government levels 3. Secure grants and other funding sources for City projects to achieve City goals 4. Become an inclusive and welcoming community for all 5. Listen to community input and feedback and use incorporating the information to policy development and decision making 6. Have high level of community satisfaction with City services and service delivery VALUE TO RESIDENTS 1. Leveraging community resources in order to accomplish more than tax revenues 2. Sense of community pride and commitment to the Dubuque community 3. More ownership of "end" products — residents involved in the process and support outcomes 4. Protection of residents' interests 5. Access to wealth and social capacity — financial, spiritual, social, etc. 6. Better access and use of City facilities Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 48 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Tapping the potential of the Multicultural Family Center 2. Recruiting and developing diverse City and community leadership for the long term 3. Actions and opportunities provided by the State of Iowa impacting community partnerships 4. Competition among community organizations for limited funds 5. Succession planning in Dubuque civic and community leadership 6. Residents questioning the role of government affecting the City's ability to engage, interact and deliver services 7. Defining "self-sufficiency" for partners 8. Defining the City role and level of funding for community partners 9. Funding for matching dollars requirement by grants LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Creating outcomes that are equitable for all 2. Equity becoming ingrained in City workforce recruitment and retention 3. Changing funding and partnerships among local, State of Iowa and federal governments 4. Duplication of efforts and programs among community organizations 5. Determining how to serve vulnerable populations — people of color; elderly and families with children in poverty 6. Marketing, outreach, lack of knowledge about other cultures and equity 7. Supporting racial minority and women owned businesses 8. Community attitude: City solve the problem and do not raise taxes Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 49 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa POLICY ACTIONS 2023 — 2024 1. Dream Center: Relationship Definition, City Role, Direction, Options, and Funding 2. Four Mounds/HEART Program: Self - Sufficiency and Funding MANAGEMENT IN PROGRESS 2023 — 2024 1. City Life in Spanish: Implementation ON THE HORIZON 2024 — 2028 1. Youth Summit/Conversation: Purposes, Direction and City Actions (including a Youth Commission) 2. Equitable Distribution of City Resources to Partners: Evaluation, Framework, Policy Direction, Revised Process and Funding 3. Dubuque Forward: City Role and City Actions 4. Arboretum and Botanical Gardens Expansion: City Role, Direction and Funding for Infrastructure/Parking 5. Multicultural Family Center Performance Review/ Management/Staff Review, Relationship with City of Dubuque, Programs Review, Direction and Funding Mechanism/Level 6. Mines of Spain Land Preservation: City Role, Grant Writing, Direction and Funding for Purchase 7. YMCA Relocation City Support: Report with Recommendations, Options, Direction and Incentives 8. Migratory Bird Habitat Preservation: City Role, Direction, Vacant City Prairie Land, and Funding Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 50 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa CITY OF DUBUQUE ACTION AGENDA 2023 - 2024 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 51 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa City of Dubuque Action Agenda 2023 — 2024 TOP PRIORITY City Workforce Retention and Attraction: Report, Direction and Phase 1 Funding Police Department Full Staffing: Next Steps and Funding Action Plan: Report with Options, Direction, City Actions — Short Term and Funding Street Maintenance and Rehabilitation Program: Direction and Funding Comprehensive Fire Stations Locations and Staffing: Study Completion, Presentation, Direction on Implementation and Funding Air Service: Future Strategy and Action Plan — Direction and Community Plan for Funding — Low -Cost Expansion; Major Airline Hub Connection Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 52 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa HIGH PRIORITY Leveraging Federal Infrastructure and State Programs: Direction — Budget Dollars — Shovel Ready Design; Debt Dollars — Major Projects RAISE Grant and Matching Funds for Construction: Direction and Funding Bee Branch Basin Pump Replacement: Re -Design and Funding BUDGET FY 25 Central Avenue Revitalization Plan: Adoption, Direction and City Actions Catfish Creek Sanitary Sewer Improvements: Debt Policy Direction, Phasing and Funding; Phase 1 New Lift Station Construction Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 53 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa City of Dubuque Management in Progress 2023 - 2024 Equitable Fines and Fees Reform: REPORT to Mayor and City Council Fire/Police Culture Action Plan: Development and Implementation — Education and Corrective Measures and UPDATE REPORT Comprehensive Police Transparency Annual Report: Completion and PRESENTATION Emergency Communications Accreditation: Completion Emergency Communication Center: Reassess City/County Funding, Split; Relocation to 2900 Chavanelle Traffic and Security Cameras Deployment: Implementation and Upgrade, Fiber Project (APRA Funding) Diversity Equity and Inclusion City Action Plan: Departmental Action Plans: Summary Food Insecurity: Report with Findings and Options, Direction, City Actions and Funding (including Food Desert and Grocery Store Attraction) Federal Building — CIT, SRO and COP: Relocation License Plate Reader Cameras: Installation Organizational Culture Continuous Improvement: Performance Reviews: Rollout; Exit Interviews: Rollout Downtown City Facilities/Work Space Analysis and Plan: Recommendations for Phase 1 Design and Funding Direction BUDGET DECISION FY 25 Human Resources Modernization: One Positions Federal and State Legislative Advocacy Agenda and Priorities for 2024: Civil Service Reform; TIF Policies; LOST; Tax Credits Brownfields; Tax Credits for Housing Enterprise Asset Management System: Direction and Funding (including ADA) ERP Software Implementation: Payroll and ExecuTime; Financial Asset Management; Employee Reimbursement Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 54 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa HRIS/Payroll: RFP and Implementation Childcare Initiative Strategy and City Actions: Quarterly Update Report Field of Dreams: Next Steps for City — Hotel Development Agreement(s); Support Travel Dubuque — Activities/Experiences and Marketing Dubuque as a Great Place to Live and Visit Annual Report; Field of Dreams Development: Update Report Work Session Low/Moderate Small Businesses: Award Grants MWBE Procurement Policy, Process Revision and Recruitment: Completion and Report (PRESENTATION) Job Fair for Dubuque: Implementation and Report on the Event Developers Round Table: Purposes, Process and Implementation Update Report Poverty Prevention and Reduction Plan Implementation: Tracking Progress Automation, Healthcare Equity, Hire Data Analyst, Annual Report River Cruise Infrastructure: Environmental Studies/Permitting City Economic Development and Incentives Policies, Processes and Practices: Annual Review Development Process Streamlining. Process Evaluation, Best Practices, Report with Findings and Recommendations Work Session Sport Tourism Development: Response to Opportunities Neighborhood Associations ToolKit: Community Outreach Unified Development Code Update: Recommendations and Award Contract DECISION Multicultural Family Center Youth Programs Expansion: REPORT Imagine Dubuque: Annual Update Report Truck Route Ordinance: Direction and Adoption Multi -Tiered Housing Inspection Program: Ordinance Review and Process Mapping Safe Housing —Housing Inspection Program Enhancements, Software Sewer System Infrastructure Asset Master Plan: Development and Adoption Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 55 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa Pollinator Habitat in Park System: Complete Natural Resources Plan and Funding BUDGET FY 25 Electric Bus Implementation: Acquisition (1) Emerald Ash Borer: Quarterly Update Report; Funding for Planting, Stump Removal/Sidewalk Replacement BUDGET DECISION FY 25 Electric Fuel Excise Rate Ordinance Adoption Odor Reduction Analysis and Report: Direction and BUDGET FY 25 Community Broadband Project: Fiber -to -the -Home: Phase 2 Funding Sources; Equitable Access — Affordable Broadband; Maintenance of Fiber and New Build: BUDGET FY 25 Traffic Signal Synchronization/STREETS Program: Pilot Project Deployment Central Avenue Traffic Corridor Study: RFP and Completion Roundabout Policy: Direction and Funding Neighborhood Speeding: Implementation and Direction — Focused Patrol: 1 Territory Project/Month; Non -Enforcement Speed Shields; Speed Camera: Policy Direction Smart Parking and Mobility Study: Implementation — Parking Implementation; Mobility Implementation Arts and Culture Master Plan: Revised Community Engagement Strategy Adoption; Work Session Update Report Comprehensive Parks Master Plan: Kick -Off and Completion Arts Operating Grants Review and Funding BUDGET FY 25 Comisky Park Upgrades — Phase 2 Parking and Restrooms; Grant and Match Funding BUDGET FY 25 City Life in Spanish: Implementation Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 56 Strategic Plan 2023 — 2028 — 2038/Mayor and City Council/Dubuque, Iowa City of Dubuque Major Projects 2023 — 2024 Engine House Remodel Project Data Center Relocation: Completion Water Lines Extension — Southwest Arterial: Update Report SCADA Overhaul: Water Design and Bid Lead Water Line Replacement: Recommendations and Decision on Direction East-West University Corridor Roundabouts: Environmental Clearance — University/Pennsylvania: Design; University/Asbury: Design; University/Loras: Design SW Arterial ITS Project: Construction Completion Connection to Data Center Project: Completion Kerper Boulevard Roundabout Project Chaplain Schmitt Connector Trail Project RAISE Planning Grant for Design: Elm and 16th Street Project; Overpass on 14" Street Project Building Fiber Connection to Additional City Locations Project Five Flags Short -Term Improvements — Roof and HVAC Stabilization Eagle Valley Subdivision Park: Construction English Ridge Subdivision Park: Construction Westbrook Park: Construction Jackson Park Restrooms: Construction Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 57 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA Dubuque Action Outlines 2023 — 2024 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 68 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 69 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Police Department Full Staffing: Next Steps and Funding Action Plan: Report with Options, Direction, City Actions — Short Term and Funding Key Issues • Academy Timing • Competitive Compensation • Retirements • Small Recruitment Pool • Less Quality Applicant Pool • Young Applicants — Police No Longer a Career • Time Before Ready • Three Years to Full Staffing Responsibility: Police Activities/Milestones 1. Complete Exit Interview and Retention 9/23 Survey 2. REPORT: Exit Interview and 9/23 Retention Survey 3. Explore alternatives to ILEA Academy 9/23 4. Prepare salary recommendations — Phase 1 Classification and Compensation Study 5. BUDGET WORKSHOP: Budget FY 25 Discussion and Direction 2/24 6. BUDGET DECISION: Budget FY 25 Adoption and Funding 3/24 PRIORITY Top Priority Time 12/23 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 70 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Comprehensive Fire Stations Locations and Staffing: Study Completion, Presentation, Direction on Implementation and Funding Key Issues • Fire Station Number • Fire Station Locations • Deployment and Staffing Needs • Response Time • Technical Issue with Dispatching and Turnout Times • Response Plan Responsibility: Fire Activities/Milestones 1. Complete data collection on Fire Station with Location and Deployment 2. Implement Fire response time improvements 3. Complete Fire Station with Location and Deployment Study 4. WORK SESSION: Fire Station with Location and Deployment Study with Station Number, Station Locations and Staffing Needs Discussion and Direction 5. Identify properties 6. Procure properties 7. Complete engineering and design 8. Construction PRIORITY Top Priority Time 11/23 12/23 4/24 5/24 2025 2025 2025 2026 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 71 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Unhoused Residents Strategy: Needs/Issues Assessment, Partners, Outcomes, Report with Options, Policy Direction, City Actions and Funding Key Issues • City Role • Community Needs • Housing Options • Business Owners' Concerns • Resident Owner's Concerns • Community Engagement Responsibility: CMO Activities/Milestones A. Secondary Responder Development and Brain Health 1. Prepare data report 2. REPORT: Data Tracking 3. Integrate strategy with Community Impact Division 4. Internal Working Group cross - training — service and brain health B. Shelter Capacity User Affordable Housing Options — City Involvement 1. Research housing — first public housing provides 2. Identify City funding for grant matches 3. WORK SESSION: Presentation and Direction PRIORITY Policy Time 11/23 11/23 3/24 3/24 2/24 3/24 8/24 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 72 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA / Management in Progress 2023 — 2024 1. Equitable Fines and Fees Reform: REPORT to Mayor and City Council 2. Fire/Police Culture Action Plan: Development and Implementation — Education and Corrective Measures UPDATE REPORT 3. Comprehensive Police Transparency Annual Report: Completion and PRESENTATION 4. Emergency Communications Accreditation: Completion 5. Emergency Communication Center a. Reassess City/County Funding, Split b. Relocation to 2900 Chavanelle 6. Traffic and Security Cameras Deployment: Implementation and Upgrade, Fiber Project (APRA Funding) 7. Diversity Equity and Inclusion City Action Plan: Departmental Action Plans: Summary 8. Food Insecurity: Report with Findings and Options, Direction, City Actions and Funding (including Food Desert and Grocery Store Attraction) 9. Federal Building — CIT, SRO and COP: Relocation 10. License Plate Reader Cameras: Installation Leisure Service Police Fire Police Emer Comm Emer Comm Engineering Equity& Human Rights Housing Engineering Police TIME 6/24 6/24 6/24 TBD 12/23 6/25 12/25 6/24 10/24 12/23 12/23 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 73 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 74 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Key Issues • Salaries • Competitive Marketplace • Rightsizing Benefits • Reducing Redundancies and Increasing Efficiencies • Nimble Response by City Adjusting Services to the Community Needs • Succession Planning • Growing Future Employees • Retaining a Diverse Workforce • Recruitment • Bargaining Agreements Responsibility: Human Resources City Workforce Retention and Attraction: Report, Direction and Phase 1 Funding Activities/Milestones 1. Complete Classification and Compensation Study and prepare Report 2. REPORT/WORK SESSON: Report Phase 1 Salary Adjustment 3. BUDGET WORKSHOP: Budget FY 25 Discussion and Direction 4. BUDGET DECISION; Budget FY 25 Adoption and Funding 5. ViDAL Contract Implementation with Department Heads PRIORITY Top Priority Time 1/24 1/24 2/24 3/24 7/24 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 75 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Federal Infrastructure and State Programs: Direction a. Budget Dollar — Shovel Ready Designs b. Debt Dollar — Major Projects Key Issues • Project for Shovel Readiness • Funding — Annual Budget • Significant Infrastructure Needs • Linked to Grant Opportunities • Using Debt for Major Project Grant Match Funding • Central Avenue • Historic Millwork District • Bee Branch/Flood Migration • Lead Service Line Replacement • Parks Development/Comisky Park Next Phase • RAISE Grant Project • Chaplain Schmitt Island Development • Trail Development • Railroad Crossings • Flood Wall Burial • Fire Stations and Equipment • Alleys Improvement • Catfish Creek Sewer Design and Connectors • Water Extension for Industrial Park • Northwest Arterial/U. S. 20 Intersection Responsibility: Engineering Activities/Milestones A. Budget Dollar — Shovel Ready 1. WORK SESSION: Grant Updates 2. Prepare budget proposal for preparing for shovel ready design 3. BUDGET WORKSHOP: Budget 2/24 FY 25 Discussion and Direction 4. BUDGET DECISION: Budget 3/24 FY 25 Adoption and Funding PRIORITY High Priority Time 1/24 1/24 B. Debt Dollar — Major Projects 1. Review and revise matching funding 11/23 needs based on grants for potential major projects and City priorities 2. Prepare Report with Options 11/23 3. WORK SESSION: Major Project 11/23 Funding 4. DECISION: Direction 12/23 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 76 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Key Issues • Priority Departments: Police, Fire, Dispatch and Leisure Services • Risks of "Rightsizing" • Current Services/Activities • Potential Services/Activities • Services/Activities Reductions or Eliminations • Alternative Staffing Models • Creating a Nimble Organization • Service Priorities — The "House" • Current Employees Lose Trust • Retention Concerns • Loss of Institutional Knowledge • Growing New and Future Employees • Level of Services/Activities Responsibility: Human Resources Rightsizing Departments — Services/Activities and Staffing: Services/Activities Identification and Prioritization, Staffing Needs Linked to Services/Activities, Report, Direction and Funding Activities/Milestones 1. Complete activities analysis 2. Complete activity and/or ratio analysis 3. Prepare Report 4. WORK SESSION: Report 5. Prepare budget 6. BUDGET WORKSHOP: Budget FY 26 Discussion and Direction 7. BUDGET DECISION: Budget FY 26 Adoption and Funding PRIORITY Policy Time 8/24 11/24 11/24 11/24 11/24 2/25 3/25 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 77 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA / Management in Progress 2023 — 2024 2. 1. Organizational Culture Continuous Improvement a. Performance Reviews: Rollout b. Exit Interviews: Rollout 2 2. Downtown City Facilities/Work Space Analysis and Plan: Recommendations for Phase 1 Design and Funding Direction BUDGET DECISION FY 25 2 3. Human Resources Modernization: One Positions 2 4. Federal and State Legislative Advocacy Agenda and Priorities for 2024 • Civil Service Reform • TIF Policies • LOST • Tax Credits Brownfields • Tax Credits for Housing 2 5. Enterprise Asset Management System: Direction and Funding (including ADA) 2 6. ERP Software Implementation a. Payroll and ExecuTime b. Financial Asset Management c. Employee Reimbursement 2. 7. HRIS/Payroll: RFP and Implementation Human Resources Engineering Human Resources CMO IT Finance IT TIME 1/24 1/24 6/24 1/24 12/23 7/24 1/24 4/24 3/24 1/25 / Major Projects 2023 — 2024 2 1. Engine House Remodel Project 2 2. Data Center Relocation: Completion Engineering IT TIME 11/23 6/24 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 78 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 79 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Air Service: Future Strategy and Action Plan — Direction and Community Plan for Funding a. Low Cost Expansion b. Major Airline Hub Connection Key Issues • Community Partner • Partners Commitment Responsibility: Mayor/Airport 1. 2. 3. 4. Activities/Milestones Work with CAST Group (Community Air Service Task Force) Survey community needs (by CAST) Secure community partners' commitment of funding and employee flights MAYOR REPORT PRIORITY Top Priority Time Ongoing Ongoing Ongoing TBD Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 80 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Industrial Park Infrastructure: Direction and Funding ($100 Million): BUDGET DECISION FY 25 FOR CITY INFRASTRUCTURE (INTERNAL) a. West McFadden b. Graf c. Crossroads Key Issues • Priority — Capacity to Address Projects • Demands by Businesses • Timing • Funding • Link to Catfish Creek Project • Debt Policy Limitations • Link to Economic Expansion • Readiness for Businesses — Grading, Utility Extensions and Roads • Broadband Access • Downstream Infrastructure Limitation • Link to Kerper Boulevard Business Development — Ready to Go Land and Utilities Responsibility: Engineering PRIORITY Policy Activities/Milestones Time 1. Prepare budget proposal 11/23 2. BUDGET WORKSHOP: Budget FY 2/24 25 Discussion and Direction 3. BUDGET DECISION: Budget FY 25 3/24 Decision on Funding and Project Priorities Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 81 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Dubuque Brewing Options, Direction Key Issues • Health and Safety Concerns • Neighborhood Impacts • Demolition • Funding • Code Enforcement • Rehabilitation • Current Time Requirement Potential • Legal Potential Responsibility: Housing & Malting Building: Report with and City Actions Activities/Milestones 1. Owner Action: Structure Stabilization/Demolition 2. Prepare Update Report 3. DECISION: Next Steps 4. Prepare budget proposal 5. BUDGET WORKSHOP: Budget FY 25 Discussion and Direction 6. DECISION: Budget FY 25 Funding PRIORITY Policy Time 12/23 12/23 12/23 1/24 2/24 3/24 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 82 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA / Management in Progress 2023 — 2024 3 1. Childcare Initiative Strategy and City Actions: Quarterly Update Report 3 2. Field of Dreams: Next Steps for City a. Hotel Development Agreement(s) b. Support Travel Dubuque — Activities/Experiences and Marketing Dubuque as a Great Place to Live and Visit Annual Report c. Field of Dreams Development: Update Report Work Session 3 3. Low/Moderate Small Businesses: Award Grants 3 4. MWBE Procurement Policy, Process Revision and Recruitment: Completion and Report (PRESENTATION) 3 5. Job Fair for Dubuque: Implementation and Report on the Event 3 6. Developers Round Table: Purposes, Process and Implementation Update Report 3 7. Poverty Prevention and Reduction Plan Implementation: Tracking Progress Automation, Healthcare Equity, Hire Data Analyst, Annual Report 3 8. River Cruise Infrastructure: Environmental Studies/Permitting 3 9. City Economic Development and Incentives Policies, Processes and Practices: Annual Review 3 10. Development Process Streamlining: Process Evaluation, Best Practices, Report with Findings and Recommendations Work Session 3 11. Sport Tourism Development: Response to Opportunities Economic Development Economic Development Economic Development Finance OSP&NS CMO OSP&NS Engineering Economic Development Planning Economic Development TIME 10/23 TBD 7/24 10/23 10/23 6/24 11/24 11/23 6/24 12/23 7/24 5/24 TBD Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 83 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 84 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Central Avenue Revitalization Plan: Adoption, Direction and City Actions Key Issues • Truck Route: Central and White • One Way -Two Way • Funding • Project Priority • Project Phasing • Streetscape Furniture • Managing Neighborhood Expectations • Informing the Neighborhood Responsibility: Engineering Activities/Milestones 1. Streetscape furniture installation 2. Traffic Study and draft policy 3. Complete Traffic Study 4. WORK SESSION: Central Avenue Traffic Study Presentation and Discussion 5. DECISION: Study Adoption 6. Prepare budget proposal for construction phasing 7. BUDGET WORKSHOP: Budget FY 26 Discussion and Direction 8. DECISION: Budget FY 26 Adoption Funding PRIORITY High Priority Time 10/23 12/23 9/24 10/24 11/24 11/24 2/25 3/25 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 85 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA / Management in Progress 2023 — 2024 4 1. Neighborhood Associations ToolKit: Community Outreach 4 2. Unified Development Code Update: Recommendations and Award Contract DECISION 4 3. Multicultural Family Center Youth Programs Expansion: REPORT 4 4. Imagine Dubuque: Annual Update Report 4 5. Truck Route Ordinance: Direction and Adoption 4 6. Multi -Tiered Housing Inspection Program: Ordinance Review and Process Mapping 4 7. Safe Housing —Housing Inspection Program Enhancements, Software OSP&NS Planning Leisure Planning Engineering Housing Housing TIME 8/23 9/25 9/24 5/24 12/23 6/25 12/24 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 86 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA GOAL 5 SUSTAINABLR ENVIRONMENT: PRESERVING AND ENHANCING NTURAL RESOURCES Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 87 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Bee Branch Basin Pump Replacement: Re -Design and Funding BUDGET FY 25 Key Issues • Project Funding Gap: $11.5 million • Grants for Funding (2) Pending: EDA $7.7 million and FEMA/Community Project $8 million • Additional Funding • Debt • Stormwater Utility Rates Responsibility: Engineering Activities/Milestones 1. Notify on grants (2) 2. Prepare budget proposal for project funding 3. BUDGET WORKSHOP: Budget FY 25 Discussion and Direction 4. DECISION: Budget FY 25 Adoption and Funding 5. Bid for construction 6. DECISION: Award Contract for Construction 7. Complete construction PRIORITY High Priority Time 11/23 11/23 2/24 3/24 7/24 9/24 12/26 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 88 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Catfish Creek Sanitary Sewer Improvements: Debt Policy Direction, Phasing and Funding; Phase 1 New Lift Station Construction Key Issues • Project: $70 million funding • Sewer At or Above Capacity • Impact on Future Development and Industrial Parks • Permitting • Schedule and Timing Responsibility: Engineering Activities/Milestones A. Old Mill Road Lift Station and Force Main 1. Complete design 2. Prepare budget proposal 3. BUDGET WORKSHOP: Budget FY 25 Discussion and Direction 4. DECISION: Budget FY 25 Adoption and Funding 5. Bid 6. DECSION: Award Contract for Construction 7. Complete construction B. Interceptor Sewer Upgrade 1. Prepare Report with Recommendations with funding proposal 2. BUDGET WORKSHOP: Budget FY 25 Discussion and Direction 3. DECISION: Budget FY 25 Adoption and Funding PRIORITY High Priority Time 1/24 11/23 2/24 3/24 7/24 7/24 7/26 10/23 2/24 3/24 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 89 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Water Distribution System Master Plan and Treatment Plant Condition Assessment: Development Key Issues • Aging Treatment Plant • Aging Distribution System • Funding Mechanism • Support for Future Growth • Project Priority • Lack of Grant Opportunities Responsibility: Water Activities/Milestones A. Water Treatment Plant 1. Complete Condition Assessment 11/23 Report 2. REPORT: Condition Assessment 11/23 Report Presentation and Direction PRIORITY Policy B. Water Distribution Master Plan 1. Issue RFP for Water Distribution System 2. DECISION: Award Contract for Plan Development 3. Complete Distribution Master Plan Time 11/24 12/24 12/25 C. Asset Management Tool 1. Collaborate for ERP Asset Management Software 11/23 2. Prepare budget proposal 3. BUDGET WORKSHOP: Budget 11/23 FY 25 Discussion and Direction 2/24 4. DECISION: Budget FY 25 Adoption and Funding 3/24 5. Completion 6/25 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 90 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Tree Planting Strategy: Direction, Funding and City City Actions BUDGET FY 25 Key Issues • Best Practices • Community Engagement • Tree Planting Program • Equity Assessment • Funding for Low-Resourced Areas • Funding — Short Tern • Funding — Long Term Responsibility: Leisure Services Activities/Milestones 1. Update Comprehensive Tree Inventory 3/24 (Urban Forest Evaluation 2011) 2. Prepare budget proposal 3. BUDGET WORKSHOP: Budget 2/24 FY 25 Discussion and Direction 4. BUDGET DECISION: Budget FY25 3/24 Adoption PRIORITY Policy Time 11/23 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 91 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA / Management in Progress 2023 — 2024 5 1. Sewer System Infrastructure Asset Master Plan: Development and Adoption 5 2. Pollinator Habitat in Park System: Complete Natural Resources Plan and Funding BUDGET FY 25 5 3. Electric Bus Implementation: Acquisition (1) 5 4. Emerald Ash Borer: a. Quarterly Update Report b. Funding for Planting, Stump Removal/Sidewalk Replacement BUDGET DECISION FY 25 5 5. Electric Fuel Excise Rate Ordinance Adoption 5 6. Odor Reduction Analysis and Report: Direction and BUDGET FY 25 Engineering Leisure Transit Leisure Sustainability WRRC TIME 6/24 5/24 9/23-6/25 10/23 3/24 1/24 3/24 / Major Projects 2023 — 2024 5 1. Water Lines Extension — Southwest Arterial: Update Report 5 2. SCADA Overhaul: Water Design and Bid 5 3. Lead Water Line Replacement: Recommendations and Decision on Direction Water Water Water TIME 10/23 4/24 9/23 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 92 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 93 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Street Maintenance and Rehabilitation Program: Direction and Funding Key Issues • Underground Utilities Condition • Staff Capacity • Cross Department Collaboration • Project Alignment • Funding Responsibility: Public Works Activities/Milestones 1. Prepare budget request for capital and staffing funding: AI Software; Pavement Preservation Assessment Study; Engineering Staffing/Sewer, Water Fiber Rate Increases 2. BUDGET WORKSHOP: Budget FY 25 Discussion and Direction 3. BUDGET DECISION: Budget FY 25 Adoption and Funding 4. DECISION: Award Contract for Pavement Preservation Assessment Study 5. Complete Overall Condition Index Rating System of Streets 6. Prepare policy recommendations: Street and Utility Maintenance vs. Rehabilitation 7. DECISION: Policy Direction 8. Complete Sanitary Sewer Asset Management Program: Risk Ranking PRIORITY Top Priority Time 11/23 2/24 3/24 6/24 12/24 5/25 5/25 6/25 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 94 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: RAISE Grant and Matching Funds for Construction: Direction and Funding Key Issues • Matching funds for implementation grant (20% local match required) • Design and planning • Construction Responsibility: Engineering Activities/Milestones 1. Planning Grant: Preliminary Design and 11/23 Environmental Review 2. Prepare FY 25 Budget Recommendation: 12/23 20% Local Match 3. BUDGET WORKSHOP: Budget FY 2/24 25 Discussion and Direction 4. DECISION: Budget FY 25 Adoption 3/24 and Funding 5. Apply for RAISE Implementation Grant 3/24 for Construction 6. Hire consultant for design, 6/25 environmental review, final design and completion PRIORITY High Priority Time Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 95 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA / Management in Progress 2023 — 2024 6 1. Community Broadband Project a. Fiber -to -the -Home: Phase 2 Funding Sources b. Equitable Access — Affordable Broadband c. Maintenance of Fiber and New Build: BUDGET FY 25 6 2. Traffic Signal Synchronization/STREETS Program: Pilot Project Deployment 6 3. Central Avenue Traffic Corridor Study: RFP and Completion 6 4. Roundabout Policy: Direction and Funding 6 5. Neighborhood Speeding: Direction and Enforcement a. Focused Patrol:1 Territory Project/Month b. Non -Enforcement Speed Shields c. Speed Camera: Policy Direction 6 6. Smart Parking and Mobility Study: Implementation a. Parking Implementation b. Mobility Implementation IT Engineering Engineering Engineering Police Engineering TIME 12/24 3/24-11/24 3/24 3/24 12/23 6/24 4/24 9/23 3/24 TBD 1/25 3/24 / Major Projects 2023 — 2024 6 1. East-West University Corridor Roundabouts: Environmental Clearance a. University/Pennsylvania: Design b. University/Asbury: Design c. University/Loras: Design 6 2. SW Arterial ITS Project: Construction Completion 6 3. Connection to Data Center Project: Completion 6 4. Kerper Boulevard Roundabout Project 6 5. Chaplain Schmitt Connector Trail Project 6 6. RAISE Planning Grant for Design a. Elm and 16' Street Project b. Overpass on 14th Street Project 6 7. Building Fiber Connection to Additional City Locations Project Engineering Engineering IT Engineering Engineering Engineering Engineering TIME 6/24 8/24 1/24 4/24 7/24 11/23 6/25 3/24 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 96 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 97 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Chaplain Schmitt Island Amphitheater Development: Plan Development Key Issues Activities/Milestones • Iowa Amphitheater 1. Sign Contract for Design Construction 2. Develop Programming Plan • Chaplain Schmitt Island 3. Complete Chaplain Schmitt Island Redevelopment Plan Redevelopment Plan 4. WORK SESSION: Chaplain Schmitt 6/24 Redevelopment Plan 5. DECISION: Chaplain Schmitt 7/24 Redevelopment Plan Adoption 6. Complete Amphitheater Design 9/24 7. DECISION: Award Contract for 12/24 Construction 8. Complete Construction 5/26 Responsibility: Engineering PRIORITY Policy Time 10/23 12/23 2/24 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 98 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Parks and Recreation Service/Staffing Level: Review, Direction and Funding Key Issues • Services • Programs • Staffing • Part -Time vs. Full Time • Funding Responsibility: Leisure Services Activities/Milestones 1. Prepare budget proposal 2. BUDGET WORKSHOP: Budget FY 25 Targeted Park Improvements and Short -Term Staffing Targeted Positions/Part-Time to Full Time Discussion and Direction 3. DECISION: Budget FY 25 Decision 4. Prepare a comprehensive review of services/programming/staffing 5. Prepare Report 6. WORK SESSION: Leisure Service Services and Staffing Report Presentation, Discussion and Direction PRIORITY Policy Time 11/23 2/24 3/24 12/24 1/25 1/25 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 99 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA / Management in Progress 2023 — 2024 7 1. Arts and Culture Master Plan: Revised Community Engagement Strategy Adoption; Work Session Update Report 7 2. Comprehensive Parks Master Plan: Kick -Off and Completion 7 3. Arts Operating Grants Review and Funding BUDGET FY 25 7 4. Comisky Park Upgrades — Phase 2 Parking and Restrooms: Grant and Match Funding BUDGET FY 25 Economic Development Leisure Service Economic Development Leisure Services TIME 2/24 9/23-6/24 3/24 3/24 7 7 7 7 7 / Major Projects 2023 — 2024 1. Five Flags Short -Term Improvements — Roof and HVAC Stabilization 2. Eagle Valley Subdivision Park: Construction 3. English Ridge Subdivision Park: Construction 4. Westbrook Park: Construction 5. Jackson Park Restrooms: Construction Leisure Services Leisure Services Leisure Services Leisure Services Leisure Services TIME 12/24 5/24-10/24 5/24-10/24 5/24-10/24 5/24-10/24 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 100 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 101 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Dream Center: Relationship Definition, City Role, Direction, Options, and Funding Key Issues Activities/Milestones • Dream Center Vision, 1. Include Childcare Advocacy in Mission, Goals and Plan Legislative Priorities • Funding 2. PRESENTATION: Dream Center • Sustainability Funding Vision, Mission, Goals and Plan • City Role including City's Role in Organization • City Relationship Staffing and Sustainability • Legislative Advocacy 3. Receive Dream Center budget request • Organization Development 4. BUDGET WORKSHOP: Budget • Facility Development FY 25 Discussion and Direction 5. BUDGET DECISION: Budget 25 • Funding Adoption and Funding Responsibility: CMO PRIORITY Policy Time 12/23 1/24 1/24 2/24 3/24 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 102 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA ACTION: Four Mounds/HEART Program: Self -Sufficiency and Funding Key Issues Activities/Milestones • Physical Campus 1. Research and prepare Report for physical 3/24 Improvement campus options and funding options • Programming Expansion 2. PRESENTATION: Physical Campus • Funding Report 4/24 • City Role 3. Develop capacity expansion Plan with options 5/24 4. WORK SESSION: Expansion Plan Presentation and Direction 6/24 PRIORITY Policy Responsibility: :Leisure Services Time Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 103 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA / Management in Progress 2023 — 2024 8 1. City Life in Spanish: Implementation OSP&NS TIME 9/23 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 104 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA Policy Calendar 2023 — 2024 Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 105 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA MONTH September 2023 1. REPORT: Exit Interview and Retention Survey Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 106 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA MONTH October 2023 1. Work Session: Field of Dreams Development Update Report Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 107 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA MONTH November 2023 1. REPORT: Unhoused Residents Secondary Responder Data Tracking 2. WORK SESSION: Major Project Debt Funding 3. WORK SESSION: Rightsizing Report 4. Update Report: Developers Round Table: Purposes, Process and Implementation 5. REPORT: Water Distribution System Condition Assessment Report Presentation and Direction Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 108 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA MONTH December 2023 1. DECISION: Major Project Debt Funding 2. DECISION: Federal and State Legislative Advocacy Agenda and Priorities for 2024 3. DECISION: Dubuque Brewing and Malting Building Report and Next Steps 4. DECISION: Truck Route Ordinance Adoption Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 109 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA MONTH January 2024 1. REPORT/WORK SESSON: Report Phase 1 Salary Adjustment 2. WORK SESSION: Grant Updates 3. PRESENTATION: Dream Center Vision, Mission, Goals and Plan including City's Role in Organization Staffing and Sustainability Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 110 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA MONTH February 2024 1. BUDGET WORKSHOP: Budget FY 25 Discussion and Direction a. Police Full Staffing b. Salary Adjustments c. Shovel Ready Design Funding d. Downtown City Facilities/Work Space Analysis and Plan: Recommendations for Phase 1 Design and Funding e. Industrial Park Infrastructure: Direction and Funding f. Dubuque Brewing and Malting Building g. Bee Branch Basin Pump Replacement h. Old Mill Road Lift Station and Force Main i. Interceptor Sewer Upgrade j. Asset Management Tool - ERP Asset Management Software k. Tree Planting 1. Pollinator Habitat in Park System: Complete Natural Resources m. Planting, Stump Removal/Sidewalk Replacement n. Odor Reduction o. Street Maintenance/Rehabilitation p. RAISE Grant Matching Funds for Construction q. Community Broadband r. Parks and Recreation Staffing s. Arts Operating Grants t. Comisky Park Upgrades — Phase 2 Parking and Restrooms u. Dream Center Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 111 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA MONTH March 2024 1. BUDGET DECISION: Budget FY 25 Adoption and Funding Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 112 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA MONTH April 2024 1. PRESENTATION: Four Mounds Physical Campus Report Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 113 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA MONTH May 2024 1. WORK SESSION: Fire Station with Location and Deployment Study with Station Number, Station Locations and Staffing Needs Discussion and Direction 2. WORK SESSION: Development Process Streamlining. Process Evaluation, Best Practices, Report with Findings and Recommendations 3. REPORT: Imagine Dubuque Annual Update Report Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 114 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA MONTH June 2024 1. REPORT: Equitable Fines and Fees Reform 2. REPORT: Fire/Police Culture Action Plan: Development and Implementation — Education and Corrective Measures 3. REPORT: Comprehensive Police Transparency Annual Report 4. PRESENTATION: MWBE Procurement Policy, Process Revision and Recruitment: Completion and Report 5. REPORT: Poverty Prevention and Reduction Plan Implementation: Tracking Progress Automation, Healthcare Equity and Data Analyst Annual Report 6. REPORT: City Economic Development and Incentives Policies, Processes and Practices: Annual Review 7. DECISION: Award Contract for Pavement Preservation Assessment Study 8. WORK SESSION: Chaplain Schmitt Redevelopment Plan 9. WORK SESSION: Four Mounds Expansion Plan Presentation and Direction Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 115 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA MONTH July 2024 1. REPORT: Support Travel Dubuque — Activities/Experiences and Marketing Dubuque as a Great Place to Live and Visit Annual Report 2. DECSION: Award Contract for Old Mill Road Lift Station and Force Main Construction 3. DECISION: Chaplain Schmitt Redevelopment Plan Adoption Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 116 Action Agenda 2023 — 2024/Mayor and City Council/Dubuque, IA MONTH August 2024 1. WORK SESSION: Shelter Capacity User Affordable Housing Options Presentation and Direction Copyright © 2023: Lyle Sumek Associates, Inc. Project 230801 117 SECTION 4 PERFORMANCE REPORT 2023 - 2024 FOR CITY OF DUBUQUE [Updated: 6/16/24] Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 1 A Performance Rating for 2023 — 2024 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 2 Performance Rating for 2023 — 2024 Mayor and City Council Rationale for Rating 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 3 Performance Rating for 2023 — 2024 Management Team 7.4 Rationale for Rating 1. Outside Funding for City Services and Projects 2. Housing Units Authorized: 2000+; Waiting Construction 3. Major Infrastructure Projects and Investment 4. Air Service: 501c3 Community Organization 5. Chaplain Schmitt Island Development 6. Rental Housing Inspections: Increased Passage Rate 7. Budget and Low Tax Rate 8. Leadership Training for Management Team 9. Investment in City Employees 10. Human Resource Systems and Processes Modernization 11. More Equitable Access to City Services, Facilities and Activities 12. Engagement with our Dubuque Community 13. City Organization with Limited Capacity for Additional Work 14. City Facilities Needing Preventative Maintenance Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 4 B Performance Report 2023 — 2024 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 5 Importance of the Performance Report BOTTOM LINE: Leaders being accountable for their decisions and actions 1. LEADERSHIP WITH INTENTIONS Acting with a sense of purpose and direction Defining a vision, setting goals, using them to guide decisions Establishing criteria to judge success Demonstrating an institutionalized strategic planning process Instilling confidence in financial institutions, customers 2. CONNECTION WITH CUSTOMER'S LIVES Providing services that add MEANS to the customers' lives Linking decisions and actions to improved services Linking decisions and actions to lower cost of service delivery Demonstrating the personal relevance of decisions and actions 3. CAPTURE OTHERS' ATTENTION Telling a story with a message Painting a picture Getting others to see it, to feel it Distinctive separating from the barrage of information 4. CELEBRATE - CREATE A MEMORY Developing a celebration that is unique -a standout experience Giving others a memento representing the success Saying "Thank You" to contributors to the success Demonstrating the significance of the achievement 5. PERSONAL CONTACT WITH A TAILORED MESSAGE Developing a message based upon the audience Making a few relevant points Reaching out to a variety of groups Delivering the message personally by you as a leader Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 6 Dubuque Vision 2038 DUBUQUE 2038 DUBUQUE 2038 is a SUSTAINABLE AND RESILIENT CITY, an INCLUSIVE AND EQUITABLE COMMUNITY where ALL are welcome. DUBUQUE 2038 DUBUQUE 2038 has preserved our MASTERPIECE ON THE MISSISSIPPI, has a STRONG DIVERSE ECONOMY and EXPANDING CONNECTIVITY. DUBUQUE 2038 DUBUQUE 2038 — Our residents EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE, have choice of QUALITY AFFORDABLE LIVABLE NEIGHBORHOODS, have an ABUNDANCE OF DIVERSE FUN THINGS TO DO and are SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 7 Dubuque City Government: Our Mission DUBUQUE CITY GOVERNMENT is a PROGRESSIVE and FINANCIALLY SOUND CITY with RESIDENTS RECEIVING VALUE FOR THEIR TAX DOLLARS and ACHIEVING GOALS THROUGH PARTNERSHIPS DUBUQUE CITY GOVERNMENT'S MISSION is to deliver EXCELLENT MUNICIPAL SERVICES that SUPPORT URBAN LIVING , that CONTRIBUTE TO AN EQUITABLE, SUSTAINABLE CITY, PLAN FOR THE COMMUNITY'S FUTURE and FACILITATE ACCESS TO CRITICAL HUMAN SERVICES. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 8 City of Dubuque Goals 2028 VIBRANT COMMUNITY: HEALTHY AND SAFE FINANCIALLY RESPONSIBLE, HIGH-PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 9 Action Agenda 2023 — 2024 Targets for Action City of Dubuque TOP PRIORITY City Workforce Retention and Attraction: Report, Direction and Phase 1 Funding Police Department Full Staffing: Next Steps and Funding Action Plan: Report with Options, Direction, City Actions — Short Term and Funding Street Maintenance and Rehabilitation Program: Direction and Funding Comprehensive Fire Stations Locations and Staffing: Study Completion, Presentation, Direction on Implementation and Funding Air Service: Future Strategy and Action Plan — Direction and Community Plan for Funding — Low -Cost Expansion; Major Airline Hub Connection Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 10 HIGH PRIORITY Leveraging Federal Infrastructure and State Programs: Direction — Budget Dollars — Shovel Ready Design; Debt Dollars — Major Projects RAISE Grant and Matching Funds for Construction: Direction and Funding Bee Branch Basin Pump Replacement: Re -Design and Funding BUDGET FY 25 Central Avenue Revitalization Plan: Adoption, Direction and City Actions Catfish Creek Sanitary Sewer Improvements: Debt Policy Direction, Phasing and Funding; Phase 1 New Lift Station Construction Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 11 City of Dubuque Management in Progress 2023 — 2024 1. Equitable Fines and Fees Reform: REPORT to Mayor and City Council 2. Fire/Police Culture Action Plan: Development and Implementation — Education and Corrective Measures and UPDATE REPORT 3. Comprehensive Police Transparency Annual Report: Completion and PRESENTATION 4. Emergency Communications Accreditation: Completion 5. Emergency Communication Center: Reassess City/County Funding, Split; Relocation to 2900 Chavanelle 6. Traffic and Security Cameras Deployment: Implementation and Upgrade, Fiber Project (APRA Funding) 7. Diversity Equity and Inclusion City Action Plan: Departmental Action Plans: Summary 8. Food Insecurity: Report with Findings and Options, Direction, City Actions and Funding (including Food Desert and Grocery Store Attraction) 9. Federal Building — CIT, SRO and COP: Relocation 10. License Plate Reader Cameras: Installation 11. Organizational Culture Continuous Improvement: Performance Reviews: Rollout; Exit Interviews: Rollout 12. Downtown City Facilities/Work Space Analysis and Plan: Recommendations for Phase 1 Design and Funding Direction BUDGET DECISION FY 25 13. Human Resources Modernization: One Positions 14. Federal and State Legislative Advocacy Agenda and Priorities for 2024: Civil Service Reform; TIF Policies; LOST; Tax Credits Brownfields; Tax Credits for Housing 15. Enterprise Asset Management System: Direction and Funding (including ADA) 16. ERP Software Implementation: Payroll and ExecuTime; Financial Asset Management; Employee Reimbursement 17. HRIS/Payroll: RFP and Implementation 18. Childcare Initiative Strategy and City Actions: Quarterly Update Report 19. Field of Dreams: Next Steps for City — Hotel Development Agreement(s); Support Travel Dubuque — Activities/Experiences and Marketing Dubuque as a Great Place to Live and Visit Annual Report; Field of Dreams Development: Update Report Work Session 20. Low/Moderate Small Businesses: Award Grants Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 12 21. MWBE Procurement Policy, Process Revision and Recruitment: Completion and Report (PRESENTATION) 22. Job Fair for Dubuque: Implementation and Report on the Event 23. Developers Round Table: Purposes, Process and Implementation Update Report 24. Poverty Prevention and Reduction Plan Implementation: Tracking Progress Automation, Healthcare Equity, Hire Data Analyst, Annual Report 25. River Cruise Infrastructure: Environmental Studies/Permitting 26. City Economic Development and Incentives Policies, Processes and Practices: Annual Review 27. Development Process Streamlining: Process Evaluation, Best Practices, Report with Findings and Recommendations Work Session 28. Sport Tourism Development: Response to Opportunities 29. Neighborhood Associations ToolKit: Community Outreach 30. Unified Development Code Update: Recommendations and Award Contract DECISION 31. Multicultural Family Center Youth Programs Expansion: REPORT 32. Imagine Dubuque: Annual Update Report 33. Truck Route Ordinance: Direction and Adoption 34. Multi -Tiered Housing Inspection Program: Ordinance Review and Process Mapping 35. Safe Housing —Housing Inspection Program Enhancements, Software 36. Sewer System Infrastructure Asset Master Plan: Development and Adoption 37. Pollinator Habitat in Park System: Complete Natural Resources Plan and Funding BUDGET FY 25 38. Electric Bus Implementation: Acquisition (1) 39. Emerald Ash Borer: Quarterly Update Report; Funding for Planting, Stump Removal/Sidewalk Replacement BUDGET DECISION FY 25 40. Electric Fuel Excise Rate Ordinance Adoption 41. Odor Reduction Analysis and Report: Direction and BUDGET FY 25 42. Community Broadband Project: Fiber -to -the -Home: Phase 2 Funding Sources; Equitable Access — Affordable Broadband; Maintenance of Fiber and New Build: BUDGET FY 25 43. Traffic Signal Synchronization/STREETS Program: Pilot Project Deployment 44. Central Avenue Traffic Corridor Study: RFP and Completion 45. Roundabout Policy: Direction and Funding 46. Neighborhood Speeding: Implementation and Direction — Focused Patrol: 1 Territory Project/Month; Non -Enforcement Speed Shields; Speed Camera: Policy Direction 47. Smart Parking and Mobility Study: Implementation — Parking Implementation; Mobility Implementation 48. Arts and Culture Master Plan: Revised Community Engagement Strategy Adoption; Work Session Update Report Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 13 49. Comprehensive Parks Master Plan: Kick -Off and Completion 50. Arts Operating Grants Review and Funding BUDGET FY 25 51. Comisky Park Upgrades — Phase 2 Parking and Restrooms; Grant and Match Funding BUDGET FY 25 52. City Life in Spanish: Implementation Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 14 City of Dubuque Major Projects 2023 — 2024 1. Engine House Remodel Project 2. Data Center Relocation: Completion 3. Water Lines Extension — Southwest Arterial: Update Report 4. SCADA Overhaul: Water Design and Bid 5. Lead Water Line Replacement: Recommendations and Decision on Direction 6. East-West University Corridor Roundabouts: Environmental Clearance — University/Pennsylvania: Design; University/Asbury: Design; University/Loras: Design 7. SW Arterial ITS Project: Construction Completion 8. Connection to Data Center Project: Completion 9. Kerper Boulevard Roundabout Project 10. Chaplain Schmitt Connector Trail Project 11. RAISE Planning Grant for Design: Elm and 16th Street Project; Overpass on 14th Street Project 12. Building Fiber Connection to Additional City Locations Project 13. Five Flags Short -Term Improvements — Roof and HVAC Stabilization 14. Eagle Valley Subdivision Park: Construction 15. English Ridge Subdivision Park: Construction 16. Westbrook Park: Construction 17. Jackson Park Restrooms: Construction Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 15 Successes for 2023 — 2024 Mayor and City Council City of Dubuque 1. Air Service: Non -Profit Group Formed and Building Community Momentum 2. Development Agreement for Housing 3. Chaplain Schmitt Island Revitalization/Becoming a Family -Fun Zone: Rehabilitated Casino, New Hotel in Progress; and Amphitheater in Progress (with DRA) 4. Mayor -City Council -Management Commitment to City Employee: New Pay Plan, Salary Increases 5. Bee Branch Project: Pump 6. 14th Street Overpass Project: Significant Progress 7. Sewer Lift Station Project: Significant Progress 8. STREET Program: Grant and Kick -Off 9. Fiber Connectivity: 100% Attached 10. Childcare Facilities (2): Private Business and Community 11. Dubuque Brewing and Malting Deconstruction: Underway 12. Comiskey Park Phase 1 Project: Construction Completed, Open and Community Use 13. Developers Roundtable: City Listen and Made Significant Changes 14. 5-Flags Plan: Direction and Action Steps 15. New Arts Museum: City Commitment and Significant Progress 16. Grand Harbor Hotel; Sold and Transition to Margaritaville Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 16 17. Fire Department Reorganization and Additional Fire Deputy Chief for Medical 18. New Housing: Approved 2000 Units 19. New 9-1-1 Center: Underway 20. Fire Station Study: Significant Progress 21. Second Grocery Store 22. Speed Cameras (until State of Iowa Actions) 23. Truck Ordinance on Central Avenue 24. New Budget Process Implementation 25. Fire Department Accreditation: Completed 26. Poverty Rate Reduction: From 16% to 13% 27. Debt Reduction Policy: Worked 28. Bond Rating: Upgrade 29. Population Growth: 4 % 30. Water Resource Recovery Center Odor Problem, Some Work Done (but Continuing Problem) 31. Police and Fire Union Negotiations and Labor Contract Approval 32. Community Land Trust: Grant Application 33. Green Alley Program: Two Built on Central Avenue 34. Police Response to Brain Health Incidents 35. Summer Temp Staffing Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 17 C Boards and Commissions Successes 2023 — 2024 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 18 BOARD AND COMMISSION SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Airport Commission Please list your department's most important achievements that were completed during 2022 — 2023 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Approved five-year engineering consultant agreement for terminal complex projects Impacts: Infrastructure improvement for terminal building security Success: Approved a maintenance facility lease with existing tenant. Impacts: Additional revenue for the Airport Success: Approved Taxiway Alpha Construction — Phase 2 project Impacts: Ongoing infrastructure project to airfield Success: Approved Jet A truck replacement project Impacts: Updating fuel truck to maintain fuel sale revenues Success: Approved FAA ACIP FY25 program submission Impacts: Eligibility for federal grant funds for Airport capital improvement projects Success: Approved CSVI FY24 program submission Impacts: Eligibility for state grant funds for Airport capital improvement projects Success: Approved GA Apron Construction — Phase 1 project Impacts: Infrastructure project to ramp area by corporate hangars Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 19 Success: Airport Director and Airport Commission member participation on the Dubuque Chamber Air Service Task Force and DBQ Air. Impacts: Working group partnerships with DBQ air service partners to recruit an airline for return of daily air service to DBQ Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 20 BOARD AND COMMISSION SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Arts & Cultural Affairs (Economic Development) Please list your department's most important achievements that were completed during 2022 — 2023 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Conducted a robust review of City of Dubuque Arts & Culture grant programs. Impacts: Reviewed and updated the Operating Support grant process and documents to ensure alignment with current organizational goals and priorities. This included streamlining application materials, clarifying eligibility criteria, and enhancing reporting requirements. In addition, the Arts & Culture Commission recognized the need to provide targeted support for capacity building initiatives among its grantees. As a result, a new Capacity Building grant program was created to offer funding for activities such as strategic planning, board development, fundraising training, and other resources aimed at strengthening nonprofit organization's ability to achieve their missions effectively. This new grant program will help build the long-term sustainability and impact of the arts and culture organizations we support. Success: Secured $500,000 grant from National Endowment for the Arts for regranting to local arts and culture organizations for operating support and to local creatives for community - based, career -advancing projects. Impacts: This grant provided much -needed financial assistance to help sustain and grow the arts and culture sector in our community, ensuring that our local arts scene remains vibrant and diverse. This funding helped groups continue their work as well as enabled them to reach new audiences and expand their impact within the community. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 21 Success: Developed Strategic Plan initiative to revise Commission terms. Impacts: This initiative addressed the issue of term turnover within the Commission by staggering the terms of its members. By revising the terms to ensure that a smaller number of the members roll off at the same time, we can maintain a level of continuity and institutional knowledge within the group. This allows for smoother transitions and more effective decision -decision making processes. Additionally, by implementing this strategic plan, we have created opportunities for mentorship and knowledge transfer between outgoing and incoming commissioners. Success: Participation in the Arts & Economic Prosperity VI (AEP6) Study Impacts: Participation in the AEP6 Study provided valuable data and insights into the impact of Arts & Culture on the City of Dubuque. The study showed that Arts & Culture contributed $70.4M in economic impact, demonstrating the importance of investing in arts and culture organizations, creatives, and initiatives. This infusion of funds can help to stimulate local businesses, create jobs, and improve the overall quality of life for residents. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 22 BOARD AND COMMISSION SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 BOARD/COMMISSION: Cable TV Commission Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Welcomed a fourth commissioner to the Cable TV Commission after years of only three commissioners Impacts: Diverse Arts, Culture, Parks, and Recreation Experiences and Activities: Expand arts and cultural opportunities with access for all. Success: Recommended six PEG Equipment Fund Grants totaling over $169,000 for five applicants (including two new organizations) to produce programming for local PEG channels. Impacts: Diverse Arts, Culture, Parks, and Recreation Experiences and Activities: Expand arts and cultural opportunities with access for all. Accessible, equitable and diverse recreational and enrichment programs, facilities and activities. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 23 BOARD AND COMMISSION SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 BOARD/COMMISSION: ; Civic Center Commission Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Reviewed past financials after management changeover and maintained true and accurate financials based upon ASM Global protocols. Impacts: Maintaining the taxpayer trust. Success: ASM team is fully staffed except for one opening that just happened but recruitment is already in progress. Impacts: Full staffing allows serving more people. Success: Incorporated grab and go stations during events, transitioned to cashless systems during events which increased efficiency and resulted in higher tips, and served blankie light drinks out of a non -used concession stand. Impacts: Increased revenue and faster customer service during events. Success: New equipment purchased has reduced operational costs for renting needed equipment and allows the Civic Center to rent the equipment for direct revenue to the facility. Impacts: Reduced expense or increased revenue for events. Success: Bookings are strong from the fall of 2024. Impacts: More entertainment opportunities for the residents and visitors as well as a diverse offering of events. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 24 BOARD AND COMMISSION SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 BOARD/COMMISSION ; Civil Service Commission Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Successfully completed a Civil Service Hearing Impacts: It had been multiple years since the Civil Service Commission conducted a hearing on an appeal. Therefore, multiple new commissioners experienced the process for the first time. The successful execution of the hearing fulfilled state code requirements. Success: Approval of interview process for newly created Deputy Fire Chief position Impacts: Ensures a holistic evaluation of candidates' capabilities Success: Approval of Assessment Center process for Police Department hires Impacts: Standardizes hiring process and ensures a holistic evaluation of candidates' capabilities Success: Commission proctored 6 civil service exams in Fiscal Year 2024 Impacts: Higher number of exams increases opportunities for applicants to fill vacant police and fire positions Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 25 BOARD AND COMMISSION SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Community Development Advisory Commission Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Increased number of applications for FY25 Purchase of Services grant. Impacts: More community awareness of Purchase of Services funds available. Success: Ecumenical Tower, a low and moderate multi -unit residential housing structure (88 units), complete elevator replacement. Impacts: Low- and moderate -income residents, many whom are elderly and/or disabled, have access to safe and reliable elevator. Success: Lincoln Elementary School Outdoor Wellness Projects Impacts: An entire school and neighborhood community will be transformed by a new outdoor wellness facility. Success: Full and active Community Development Advisory Commission (CDAC) members Impacts: CDAC members are completing CDBG Basics training to become more knowledgeable about how to best use our CDBG funds in Dubuque. CDAC has also engaged city staff and Purchase of Service grantees during their meetings to fully understand the value of funding in the community. Lastly, CDAC has also amended By -Laws, Citizen Participation Plan, and approved CDBG applications for FY25. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 26 BOARD AND COMMISSION SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: HISTORIC PRESERVATION COMMISSION Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Historic Preservation Investment: Investment in historic districts and downtown neighborhoods was over $9.1 million in FY23. This number is estimated from projects where the Commission or staff provide review for cases that go before the Commission or are signed off by staff, Section 106 projects, and City funded grant programs. Impacts: Livable Neighborhoods and Housing: Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses. Success: Historic Preservation Month: Proclamation; Media release about events; present Ken Kringle Awards at City Council meeting, held award ceremony at the Lacy Mansion, free entry into Eagle Point Park. Impacts: Partnership for a Better Dubuque: Partner for historic preservation. Success: Jeffris Foundation — Successfully secured funding to prepare a historic structure report. Impacts: Diverse Arts, Culture, Parks, and Recreation Experiences and Activities: Preserving and safeguarding historic park pavilions/structures for future generations. Success: Black Heritage Survey — Discovery of people, places, and their stories that both exist and have been lost over time. Impacts: Partnership for a better Dubuque: Partnership across City Departments, Loras College and University of Dubuque, and with a diverse talent Consultant Team to engage community during process. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 27 BOARD AND COMMISSION SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 BOARD/COMMISSION ; Carnegie -Stout Public Library Board of Trustees Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Carnegie -Stout Public Library achieved a maximum Tier-3 accreditation rating from the State Library of Iowa, exhibiting a robust offering of library services and programming for the community. Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Success: Completed a Space Needs Assessment for current and future application to library services, programming, and space needs. This assessment, completed with local architecture firm FEH Design and utilizing a public advisory task force, returned results that indicated a future library in need of an additional 18,000 square feet of space. Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Success: Revised the Library Personnel Handbook to help implement the City of Dubuque's new Time & Attendance software and policies. Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 28 Success: Accepted the artistic sculpture "Citizens" by local artist Gail Chavenelle for display outside of the Carnegie -Stout Public Library. This piece was selected by community participants from a collection of works displayed under the "Black History is America History" art show from 2024. Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs; Accessible, equitable and diverse recreational and enrichment programs, facilities and activities Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 29 BOARD AND COMMISSION SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 BOARD/COMMISSION: Long Range Planning Advisory Commission Please list your Board/Commission's 3 — 4 most significant accomplishments during the last year 2023 — 2024. Success: Implementation of the 2017 Imagine Dubuque Comprehensive Plan through a collective impact model. Long Range Planning Advisory Commission and Planning Staff following the collective impact model with community stakeholders, businesses, organizations, City staff, and residents. Impacts: Partnership for a Better Dubuque: Building Our Community that is Viable, Livable, and Equitable Success: Reviewed new urban renewal areas and urban revitalization areas for the incentivization of residential development. Impacts: Livable Neighborhoods and Housing: Great Place to Live Success: Use of technology at commission meetings to present PowerPoints, GIS maps, Pictometry and Google Maps & Street view. Virtual meeting attendance is available. Impacts: Financially Responsible, High -Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Success: Adoption and use of Achievelt software for tracking progress on Imagine Dubuque recommendations and presentation to LRPAC and City Council. Impacts: Financially Responsible, High -Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 30 BOARD AND COMMISSION SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 BOARD/COMMISSION ; Resilient Community Advisory Commission Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Reviewed greenhouse gas inventory Impacts: Fulfillment of 23/24 Initiative #4 Success: Review policies, city codes and ordinances; make suggestions to city council to update relevant policies, codes, and ordinances to support CAP goals (complete streets/green alleys, urban land use and maintenance, urban agriculture, waste management, buildings, and energy, etc.) Impacts: Urban Agriculture Guide, Fulfillment of 23/24 Initiative #2 Success: Awarded $25,000 in Sustainable Dubuque Grants to community members to advance sustainability and resiliency Impacts: Reviewed and awarded grants, assured projects address 12 principles of sustainability and engage or educate community. Increased community resiliency through variety of projects (gardens, greenspace, native plantings, landfill diversion, etc.) Fulfillment of 23/24 Initiative #3 Success: Foster meetings with City staff to facilitate communication and action with planning community projects (bike lanes, tree canopy, urban agriculture, land use, etc.) Impacts: Deepened knowledge and understanding of processes, policies and ways to shape city operations as it relates to the 50% by 2030 Climate Action Plan Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 31 BOARD AND COMMISSION SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Transportation Services Please list your department's most important achievements that were completed during 2022 — 2023 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Approved to Purchase 3 new Paratransit buses Impacts: Improved equipment for rider satisfaction and driver comfort. Success: Applied for and awarded the Areas of Persistent Poverty Planning Grant. Impacts: A review of the Jules current process including equipment, routes, etc. Improvements will be reviewed, budgeted and implemented. (2023-2025) Success: Purchasing an electric 35 ft. Gillig bus. Impacts: Environmental improvements for the community Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 32 BOARD AND COMMISSION SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Zoning Advisory Commission Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: The Zoning Advisory Commission reviewed 14 rezonings, 4 site plan waivers, 6 planned unit developments, 10 subdivision plats, and 3 text amendments in Fiscal Year 2024. Impacts: Financially Responsible, High -Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Success: Use of Technology in the City Council Chambers to present PowerPoints, GIS maps, Pictometry, and Google Maps & Street view. Impacts: Financially Responsible, High -Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Success: Conducted hybrid meetings to allow the public and commissioners to attend virtually and in -person. Impacts: Financially Responsible, High -Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 33 BOARD AND COMMISSION SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Zoning Board of Adjustment Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: The Zoning Board of Adjustment held public hearing on 34 special exceptions, 7 variances, and 1 conditional use permits for a total of 42 cases in Fiscal Year 2024. Impacts: Financially Responsible, High -Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Success: Conducted hybrid meetings to allow the public and board members to attend virtually and in -person. Increased use of technology including GIS, imagery, and PowerPoint presentations to provide more clarity for applicants and the public. Impacts: Financially Responsible, High Performance City Organization: Provide City services responsive to the community. Success: Conducted business in accordance with the state and local laws, the Zoning Board of Adjustment by-laws, and the Unified Development Code requirements. Impacts: Financially Responsible, High Performance City Organization: Provide City services responsive to the community. Success: Successful communication with citizens and applicants to aid in the review process, specifically during meetings. Foster a good -will policy with applicants so they do not incur additional fees and or costs unnecessarily as a result of multiple reviews or having to submit new applications. Impacts: Financially Responsible, High Performance City Organization: Provide City services responsive to the community. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 34 D Department Performance 2023 — 2024 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 35 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Airport Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Avelo Airlines continued commercial service to Orlando and added service to Las Vegas in September 2023. Las Vegas service was later discontinued in January 2024. Impacts: Provide leisure air service destination for area residents. Success: Commercial Air Service Team (CAST) created a 501(c)6 non-profit known as DBQ Air. Impacts: Continue to work with travel partners to provide options to improve commercial air service to/from DBQ. Success: Applied for and received updated DOT Small Community Air Service Development (SCASD) Grant. Impacts: Provide funds for recruiting new daily commercial air service to/from DBQ and a hub. Success: Received State of Iowa Aviation Air Service Development Grant funds. Impacts: These funds will be used to market and inform the public of air service options at DBQ. Will be utilized with the SCASD grant funds. Success: Taxiway Alpha construction phase 1 is nearing completion. Phase 2 construction project has been bid, awarded and will begin construction fall of 2024. Impacts: This is multi -year Federally funded airfield infrastructure improvement project programmed to be completed during six construction phases. Success: Constructed additional large corporate aircraft hangar with State of Iowa funds. Impacts: Additional location for storing University of Dubuque aircraft. Increased Airport revenues. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 36 Success: Reconstruct general aviation apron project was bid, awarded and will begin construction during summer of 2024. Impacts: Replace existing deteriorated pavement adjacent to large corporate aircraft hangars. Success: Terminal solar photovoltaic system project is nearing completion. Impacts: Reduce Airport's carbon footprint and terminal electricity costs. Success: Maintained Airport aircraft operations. Impacts: Second busiest commercial airport in the state of Iowa. Success: Held annual tabletop emergency drill exercise with area emergency partners. Impacts: FAA requirement and good practice for disaster planning Success: Air show and fireworks event held July 1st — 4th' Aircraft viewing/open house on July 2nd at the Airport. Impacts: This event is annually attended by close to 2,000 at the Airport and viewed by upwards of 250,000 for the four days. Creates fuel sale revenue for the Airport and economic impact for the city of Dubuque. Success: Hosted two Honor Flights for veterans to Washington, DC. Impacts: Partnership with Honor Flight of Dubuque and area emergency personnel, Transportation Services, etc. to transport area veterans to Washington DC for day of recognition. Success: Provided facilities for North American Trainers Association (NATA) formation clinic prior to Air Venture event in Oshkosh. Impacts: Fuel sale revenue for the Airport and economic impact for the local hotels, restaurants, car rentals. Success: Hosted the AAAE Conference for 300 airport executives and their families over four days. Impacts: Created economic impact for local hotels, restaurants, and tourist attractions. Partnership with Travel Dubuque. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 37 Success: Held TSA Precheck events in August 2023, March and May 2024. Impacts: Provide facility for TSA events. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 38 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Arts & Cultural Affairs Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Conducted a robust review of City of Dubuque Arts & Culture grant programs. Impacts: Reviewed and updated the Operating Support grant process and documents to ensure alignment with current organizational goals and priorities. This included streamlining application materials, clarifying eligibility criteria, and enhancing reporting requirements. In addition, the Arts & Culture Commission recognized the need to provide targeted support for capacity building initiatives among its grantees. As a result, a new Capacity Building grant program was created to offer funding for activities such as strategic planning, board development, fundraising training, and other resources aimed at strengthening nonprofit organization's ability to achieve their missions effectively. This new grant program will help build the long-term sustainability and impact of the arts and culture organizations we support. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 39 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: City Clerk's Office Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Ordinance amendment adopted requiring taxicab businesses submit a list of current drivers to the City Clerk's Office. Impacts: Ensures the City Clerk's Office is aware of all drivers employed by the taxicab businesses, which helps the office confirm that the drivers have obtained their taxicab license. Provides accountability for taxicab businesses to have their drivers be licensed through the City Clerk's Office. Having drivers licensed is a matter of public safety, since applicants are subject to a background check and verification that they have a valid driver's license. Therefore, the City Clerk's Office ability to enforce this requirement helps to ensure that residents only receive taxicab services from drivers who have been properly vetted. Success: Ordinance amendment adopted allowing taxi drivers to possess a valid Class C Iowa Driver's License, or another state's equivalent, rather than a Class D license. Impacts: Promotes equity by matching taxicab driver licensing requirements with the requirements of ride share companies. Eliminates a barrier to applicant licensure and therefore increases the applicant turnaround time to obtaining licensure. Success: Online process developed for taxi driver application review. Impacts: Leads to faster turnaround time for applicant processing, benefitting the taxicab businesses and applicants in gaining employment as a licensed driver sooner. Success: Ongoing testing procedure established for Civil Service police officer entry positions. Impacts: Results in faster hiring of police officers, therefore decreasing staff vacancies. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 40 Success: Transition and online archival of historical city documents from Carnegie Stout Public Library to the City Clerk's Office Impacts: Provides broader access to historical documentation by city staff and the public from offering documents online Also supports the City Clerk's Office role as the official record keeper of City Council documents. Success: Successfully completed a Civil Service Hearing Impacts: It had been multiple years since the Civil Service Commission conducted a hearing on an appeal. Therefore, multiple new staff members and commissioners experienced the process for the first time. The successful execution of the hearing fulfilled state code requirements. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 41 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: City Manager's Office Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Council priority: City workforce retention & attraction. Successfully negotiated three union contracts and secured Council approval for 5% wage increase for non -union positions. Made significant progress in completion of first compensation & classification study in 30 years, with more work to be completed. Established Compensation Philosophy to increase transparency around hiring and compensation decisions. Impacts: Made progress towards our goals to become a more equitable, high -performing, resilient, innovative, data -driven and compassionate organization, an "organization of choice". Success: Leveraging federal and state infrastructure grant programs: Making progress with shovel - ready projects and strategically identifying debt for major projects. More than $140 million in grants have been secured by the community since 2022, including the RAISE grant for the 14th St overpass and Community Forestry Grant. Impacts: Use of local public and private dollars to leverage state and federal investment in the Dubuque community. Success: Organizational culture improvement: Depaitiuent managers completed eight team sessions with consultant ViDL, small group work, and individual coaching sessions. Signed contract to expand this work to full leadership team in summer 2024. Managers also launched a monthly "book club", reading the Handbook of Diversity Management Impacts: Made progress towards our goals to become a more equitable, high -performing, resilient, innovative, data -driven and compassionate organization, an "organization of choice". Success: Core Team launched employee resource groups, completed annual employee survey, HuddleUp Hour (quarterly employee networking with City Manager), universal competencies and annual performance reviews, and monthly communication strategy to reach all employees with content related to the results of the annual employee survey Impacts: Made progress towards our goals to become a more equitable, high -performing, resilient, innovative, data -driven and compassionate organization, an "organization of choice". Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 42 Success: Employee Appreciation Committee re -imagined annual employee recognition event with theme of employee wellbeing, which included one breakfast to bring all employees together, keynote speaker, and wellness fair highlighting the City's internal and external benefits vendors. Impacts: Made progress towards our goals to become a more equitable, high -performing, resilient, innovative, data -driven and compassionate organization, an "organization of choice". Success: Completion of annual employee survey, including disaggregation of data by department, gender, race, age and tenure in the organization. Impacts: Since the first year the survey was completed (2018), 33 or the 50 survey questions saw a significant increase in the percent of employees who agree or strongly agree with a statement when comparing the data point to the lowest year score over the history of the survey. The disaggregation of data now allows us to focus our attention on specific areas in need of improvement. Success: High Performing Government Ambassadors established quarterly lunch & learns and other professional development opportunities available to all City employees. Impacts: Made progress towards our goals to become a more equitable, high -performing, resilient, innovative, data -driven and compassionate organization, an "organization of choice". Success: Finalizing agreement with Dubuque County for new location for Emergency Communications Center, including new financial responsibility split. Impacts: Delivery of high -quality emergency services to Dubuque residents while creating high value for resident taxes and fees. Success: Hosted Congressional Staff Visit, attended the annual Dubuque Chamber DC Fly -in, and advocated for Dubuque priorities through in -person and virtual meetings during the State of Iowa legislative season Impacts: Enhanced community relationships with Congressional staff members Success: Partnerships and communication to serve unhoused residents: development of secondary responder model, monthly coordination meetings with Dubuque Rescue Mission, hosting community dinner with unhoused residents to raise awareness of resources. Impacts: Coordination with partners has resulted in our ability to troubleshoot and address barriers related to access to affordable housing and brain health services for some of our most vulnerable residents. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 43 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Economic Development Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Increased number of small business grant participants in fall 2023, due in part to more flexible funding (other than CDBG). Impacts: 9 small businesses were assisted with $5,000 grants. Success: Entered into 10 development agreements and 2 grant agreements. Impacts: Incentivized $149 million in private investment, created/retained 67 jobs, created 493 new housing units Success: Continued partnership (local coalition) working on childcare issue, hosting quarterly meetings. Impacts: Creation of a new childcare center/early learning campus including a high percentage of infant slots (an identified need); wage enhancement for all eligible childcare providers in the community (through a state grant and private match over 3-year period = current level of investment is $1 3 million); addition of 557 slots to date Success: Partnered with NLC and Innovation Lab to create a hub and spoke model of resources and host a pitch event for small businesses. Impacts: The Innovation Lab is now serving as the "hub" for local resources. Several small businesses received seed funding for their projects/expansions. Success: Ongoing participation in Chaplain Schmitt Island planning Impacts: Progress on the island already includes a new hotel and planned amphitheater. Next steps are studying the feasibility of an indoor/outdoor sports complex on the south side of the island. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 44 Success: Central Avenue Streetscape Master Plan adopted in 2023. Impacts: Amenities (i.e., benches, tables, chairs, trash receptacles) have been ordered for installation in June 2024. Traffic study now underway to study impacts of potentially changing traffic patterns. Success: Dubuque Initiatives focus on downtown/Central Avenue buildings and businesses. Impacts: Improved exteriors and interiors of several buildings; several small businesses assisted with rent to fill the storefronts; marketing/branding effort underway. Success: 11 contracted service agreements executed. Impacts: Partner organizations are addressing workforce development, small business assistance, poverty reduction, food insecurity, tourist attraction, downtown redevelopment, business attraction/retention. Success: Historic Millwork District Master Plan Update completed Impacts: Have direction on next steps to maintain/improve the performance of the district Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 45 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Emergency Communications Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Online Schedule Software for staff Impacts: Staff user friendly, app for phones. Staff can easily see the whole schedule for 6 months out, ask for time off, pick up shifts without having to do it at work. Quicker turnaround to get center coverage when needed. Success: New Schedule for staff Impacts: Fixed a few issues with staff shortage. New schedule has worked very well — allows a few people off on vacation. Better morale throughout the department and less use of sick time. Happy employees bring better customer service. Success: New Communication Center @ 7900 Chavenelle Rd ---early stages Impacts: We have started the meetings planning the new communication center. Meeting with core planning group, architect firm and other involved parties. Dubuque has needed this for a long time. More space to expand in the future. Success: New CAD System — early stages Impacts: Meetings are happening to build our new computer system that will be shared with dispatch, records and jail. Updated software to better dispatch police and fire! Upgraded technology keeps us up to date with changing times and better serve the community. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 46 Success: Prepared Live (free version) Impacts: This program allows dispatch to communicate with caller over text message (130 languages, and map locations of where they are calling from. Dispatch is also able to send a link to the caller's phone and if they choose to click it — Dispatch will see live video through the caller's phone camera. It is all recorded and can be used for investigation if needed. With Citizens assistance we can get an eye on the incident with livestream capabilities before police or fire arrive — give them a better update of what we are seeing. We are able to obtain the information to get the proper response to the individual. Success: I am Responding Impacts: County Fire departments have been using this program to alert other if they are responding to the station or scene. Now dispatch has the ability to see who is going, and if they are arriving on scene private vehicle or going to the station. Variety of ways this will help when dispatching emergency calls. We can update the callers when to responders will be arriving. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 47 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Engineering Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Northwest Arterial - State of Good Repair Project Impacts: The $9M project is 100% complete. Staff are currently working through the federal aid audit and close out process. Very time intensive. Success: John F. Kennedy Road Sidewalks Project — Safe Routes to School Impacts: This project included filling in the areas along JFK Road that did not have sidewalks between the NW Arterial and Asbury Road. This project took nearly 20 years to happen due to abutting property owner opposition to paying for improvements and maintaining sidewalks. The city received a $190,000 Transportation Alternatives Program (TAP) Safe Routes to School grant from the Iowa DOT. This funding was used to offset the costs to both abutting property owners and the city for the project. Success: STREETS Project — On -Going Project Development Continues Impacts: STREETS is progressing with Parson's INET software controlling 24 of the 43 intersections. A bid for the dynamic message boards should be completed by the end of the month with the contractor selection starting at the beginning of June. City Traffic Engineers will be gaining experience with the software over the summer as more intersections are added. Analytics related to modifying Signal timings are still being worked on. Success: Bee Branch Phase 1 Trail - Completed Impacts: This project included the construction of a 10-foot-wide multi -use trail from 12th street near the Alliant Solar field on the AY McDonald property to Sycamore Street. The trail passes under the 151/61 overpass. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 48 Success: Kerper Court Roundabout Impacts: $1.5M intersection improvement — This project improves the traffic flow at the intersection of Kerper Blvd. and Kerper Ct. by the construction of a 2-lane roundabout. A new convenience store is being build adjacent to the intersection and is expected to generate more traffic. Also, Anderson Window has shift changes which can back traffic up. The roundabout now allows for the free flow of traffic to accommodate the convenience store and Anderson Window employee traffic. Success: 2023 Maintenance Dredging Project Impacts: $563,000 project — This project removes silt from Dubuque Marina and Yacht Basin areas along the Mississippi River. This allows boat traffic to access the marina areas without dragging bottom. This helps with economic vitality to Dubuque and the businesses that depend on the water traffic. Success: JFK — 32nd Street Intersection Improvements Impacts: This project provides for traffic signals and turn lanes at JFK Road and 32nd Street. This project provides traffic signalization to allow the new retail development on the west side of the intersection -controlled access. The traffic signals will also control traffic on JFK Road to allow traffic on 32nd Street to access JFK Road during peak times with soccer events. Success: Bike Lane Pilot Project Advancement Impacts: A robust urban core bike lane network is an important part creating more livable neighborhoods, reducing poverty, and helping to boost travel and tourism. In support of the Smart Parking & Mobility Management Plan implementation, our department collaborated with the PIO & Planning lead a robust public engagement process that solicited input on the preferred route. We then designed the route by following national best practice standards and are in the process of implementing it through the annual city- wide line striping project. The pilot will directly connect the soon to be expanded Dubuque Museum of Art with the Historic Millwork District. On -street bike lanes are also the precursor to implementing a scooter and bike share program. Success: US20 — Devon Frontage Road Closure Impacts: This was a safety improvement to better control traffic related to Starbucks, Sonic, Subway and other nearby businesses. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 49 Success: Maus Park Lake Pump Station Culvert Repair Project Impacts: This project repaired and stabilized a culvert that was leaking and causing issues for the railroad tracks above it. Success: ADA Curb Ramp Replacement Program Impacts: 118 ramps replaced during 2023 construction season in coordination with Public Works Annual Street Overlay Program Success: Upper Bee Branch Sanitary Interceptor Sewer - Railroad Crossing Project Impacts: Construction of this segment of mainline sanitary sewer pipe via tunneling under the CPKC rail yard eliminated a sanitary siphon under Garfield Ave. that was prone to potential failure. The siphon also caused the 36" sanitary pipe ruling along Upper Bee Branch to back-up half full with sludge. Completion of the interceptor pipe under the rail yard completes the final phase of this interceptor line and adds a measurable level of resiliency to this sewer line. Success: Design - Tamarack Sanitary Sewer Extension Project Impacts: $827,972 for the Tamarack Sanitary sewer Extension. The project will extend sanitary sewer service to the existing unsewered commercial development, Tamarack Business Park, and provide future sanitary sewer service opportunities for the Crossroads Industrial Park area along with adjacent developed and undeveloped areas to the west. Success: Design - Twin Ridge Sanitary Sewer Extension and Lagoon Abandonment Project Impacts: $955,932 for the Twin Ridge Sanitary Sewer Extension and Lagoon Abandonment. The Twin Ridge Sanitary Sewer Extension and Lagoon Abandonment Project will extend the sanitary sewer gravity system and connect into the existing Twin Ridge Subdivision gravity sewer system along with abandoning the existing lagoon system. With the completion of this project the City will no longer need to permit, operate and maintain the lagoon system and the parcel, currently occupied by the lagoon system, would then be available for redevelopment. Success: Design - Granger Creek Lift Station Improvements Impacts: $1,190,000 for the Granger Creek Lift Station Improvements. The Granger Creek Lift Station Improvements Project will increase the firm pumping capacity of the existing Granger Creek Lift Station from 0.5 MGD to 2.9 MDG which will provide the needed capacity to serve existing and proposed developments within sewer shed 4. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 50 Success: 2023 Pavement Marking Project Impacts: This project is a maintenance project that provides for re -striping of all pavement markings on streets in the city. This is an annual project. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 51 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Equity & Human Rights Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Thirteen presentations have been made to different organizations and groups regarding culture, equity, inclusion, diversity, and belonging issues. Impacts: Educating the community on issues related to diversity, equity, inclusion, and belonging (DEIB) fulfills major goals for the Equity and Human Rights department. These presentations also build relationships with community partners and encourage a more equitable community. Success: Supported Marketing and other internal departments with translations of documents. Impacts: The translation of documents helps improve access to information among minority language populations which ensures an inclusive and equitable community in which all feel welcome and included. Success: Assisted the police department and fire department with hiring interviews. Impacts: Participating in the interview process for hirings in other departments helps ensure we are recruiting, hiring, developing, and retaining a diverse, top-quality City workforce dedicated to City goals and mission. Success: Received submissions for the Equitable Community Grant and selected Hills & Dales Childcare Center and the Red Basket Program to each receive a $5,000 grant. Impacts: The Equitable Community Grant creates excitement about equity and human rights in the community and inspires community members to become involved in promoting equity. The medical childcare program at Hills & Dales Childcare Center supports children with disabilities and medical needs, thereby allowing their families and caregivers a better ability to seek employment and contribute to our community. Their program ensures that Dubuque is equitable and livable for families with children who have special needs . The Red Basket Project fosters a vital, livable, and equitable community by addressing period poverty and ensuring basic needs are met for all genders. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 52 Success: Attended nine outreach events in the community. Impacts: Attending community events promotes the Equity & Human Rights department and informs and encourages residents to file discrimination complaints with us. Also, our presence at these events is a visual representation that the City of Dubuque values diversity and equity. Our attendance aims to increase community understanding of Dubuque City government — policies, processes, services, programs and activities, facilities and delivery mechanisms. Success: Monthly training for existing employees and bi-annual training for new employees covering diversity, equity, inclusion, and belonging (DEIB) topics as well as intercultural communication skills. Impacts: Educating employees on DEIB and intercultural communication informs employees on the topics, why they are important, and how to develop these skills for themselves in order to improve collaboration and success for all within the organization and the community. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 53 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Finance Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Government Finance Officers Association Certificate of Achievement for the Fiscal Year 2022 Annual Comprehensive Financial Report — 35 Consecutive Years Impacts: Financially sound and responsible City government Success: Government Finance Officers Association's Distinguished Budget Presentation Award for the Fiscal Year 2024 Budget — 18th Consecutive Year Impacts: Financially sound and responsible City government Success: Successful implementation of HRM/Payroll/Time and Attendance modules and depaitiuent training on Tyler Time and Attendance. This module went live March 17, 2024.A11 employees are using an electronic time entry process which has replaced paper time sheets and manual time clocks. The implementation process included audits of current payroll practices as compared to the employee handbook and bargaining unit agreements Impacts: Financially sound and responsible City government Success: Successful implementation of Utility Billing module with go live on August 1, 2023, and depaitiuent training. Maintained continuity of customer service, billing, and collections during and after ERP implementation. Utility Billing remained open except for one full day of training after transition. All processes have been implemented or initiated in new software. Data cleaned up prior to switching software. Provides better & immediate financial interface to accounts when citizens make online & phone payments. No interface needed to Finance. Easier reporting. Paperless bill customers receive a copy of bill attached to email notification instead of having to sign into portal to view bill. The citizen portal provides a better customer experience by providing streamlined information and ease of making payments, linking accounts and setting up alert notifications. Impacts: Easy, convenient access to City information and services / Customer -focused City service delivery Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 54 Success: Increased the number of autopay customers, through the citizen portal and directly on utility accounts. Ensures customer payments are made on time and late fees are not charged. Impacts: Customer -focused City service delivery Success: Increased the number of paperless bill customers. Customers receive their bills sooner than those who have bills mailed and have more time to review and pay bills. A copy of the bill is attached to emails customers receive allowing them to immediately see their monthly activity. Impacts: Easy, convenient access to City information and services Success: New Utility Bill Format. A 12-month usage comparison graph is included on the bill along with prior and present read dates & water usage. Gives customers the ability to compare their current bill and usage to previous months. Impacts: Easy, convenient access to City information and services Success: Increased the number of active payment plans issued to customers. Customers can more easily manage account balances and can do so without risk of water disconnection or added late fees. Impacts: Service value for taxes and fees Success: Statement No. 96, Subscription -Based Information Technology Arrangements, will be effective for the fiscal year ended June 30, 2023. This statement provides guidance on the accounting and financial reporting for subscription -based information technology arrangements for government end users. Impacts: Financially sound and responsible City government Success: Maintained strong financial position. Fiscal Year 2023 General Fund Balance as a percentage of revenue was 50.18%. Impacts: Maintain enterprise/general fund reserve funds to 25%/ Financially sound and responsible City government Success: Unmodified audit opinion for the June 30, 2023 Annual Comprehensive Financial Report Impacts: Financially sounds and responsible City government Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 55 Success: In July 2023, Moody's Investor Service upgraded the City's outstanding general obligation bonds from Aa3 to Aa2, as well as the outstanding Sales Tax Increment Revenue bonds from A2 to Al. Notable credit factors include strong financial operations and ample revenue -raising flexibility, which has resulted in steadily improved available fund balance and cash. The City serves as a regional economic center and its regional economic growth rate has outpaced the nation over the past five years. ere Impacts: Maintain/improve the City bond rating / Financially sound and responsible City government Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 56 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Fire Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Over hire strategy success Impacts: Received permission to use predictive analysis to request hiring the number of personnel we currently need to fill vacant positions as well as potential upcoming vacancies for the future 10-12 months. The strategy allows us to make conditional offers to more individuals on our new hire lists and run a fire academy one time a year. This benefits the community members by maintaining the approved staffing for a longer period of time. Success: EMT Hire Pilot Impacts: The department changed the hiring requirements from certified paramedic to certified EMT with a 2-year requirement to obtain the paramedic certification. Department hired 4 EMTs, 2 who were already in paramedic school and 2 EMTs needed to begin paramedic school. 2 candidates have completed the requirements and are currently certified paramedics and 2 will be completing paramedic school in the fall. This benefits the city by improving the opportunities for all members of our community to pursue a career in public safety and eliminate possible barriers. Success: Intern program Impacts: The department hired two interns to assist in the fire prevention bureau. The interns assisted with basic fire inspections and provided an audit and support for the prevention bureaus compliance engine software (the program utilized to ensure businesses have their sprinkler and fire alarm systems inspected and properly maintained by a certified alarm company. The third -party compliance program maintains the records and conducts follow ups. This improves overall safety and compliance of the fire prevention systems as well as improve the communications and educational process for our business owners. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 57 Success: Administrative Assistant Hire Impacts: The department received approval to hire an administrative assistant to assist with the administrative workload of the department. This position was filled and is fully onboarded. The position provides back up to our lead administrative assistant and is responsible for the accounts billable, inventory programs, policy management documents, assists the EMS Division, and general clerical duties. Improves efficiency and adds to the responsiveness to the community and employees. Success: Vehicle replacement strategy (stabilization). Impacts: The department was approved to utilize an aggressive vehicle purchasing strategy utilizing current cooperative pricing and/ or government approved and properly bided state and government contracts. The department took delivery of a fire engine and ambulance in a 12-month turnaround time due to the ability to utilize a vendor vehicle availability strategy. The aggressive matching of available vehicles secured vehicles that were appropriately matched to the departments needs ahead of aggressive price increases and normal build delays of up to 3 years. Will improve the reliability of our front-line vehicles, improve the carbon footprint of the department and ensure department members are equipped with the best equipment to deliver the best services possible to our community. Success: Replaced 1/3 of the departments front line fire gear Impacts: The department received approval to work towards replacing the department's front-line gear due to the higher levels of PFAS. The department will continue to work towards a three-year front-line gear replacement objective and move towards evaluating the secondary set of fire gear in 2027. Reduces exposure to PFAS and improves the flexibility, comfort, performance, and pride of the department members. Success: Fire station storage sheds Impacts: Each fire station received approval to place exterior storage sheds on the property of each fire station. This allowed each fire station to move chemicals, lawn equipment, snow equipment, flammable liquids, and all trip hazards to these sheds to eliminate slip, trip and fall hazards as well as re -locate hazardous chemicals and fuels to the exterior of the buildings. This project also cleared out items from the station to create a clean, organized fire station and improve station pride. Success: Pay in Class Study Impacts: Participated in the pay in class comp study to help better understand the current compensation plans in comparison to similar organizations. Improves recruitment and retention as well as add to a strong compensation plan for current employees. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 58 Success: Labor Negotiations Impacts: Worked with Human Resources, Finance and the Local 25 executive board to utilize an affinity/ collaborative negotiation strategy which focuses on common goals and leverages the talents of the group to update the collective bargaining agreement. Success: Senior Staff Employee Evaluations Impacts: Completed annual evaluations for all senior staff members, will align the city evaluation process and roll the entire evaluation process down through the organization by utilizing each rank to evaluate their assigned employee group. Success: Tyler Time and Attendance Impacts: Assisted our members with the transition to Tyler Time and Attendance software program. Success: Digital Policy Manual Impacts: Organized an electronic policy manual and have begun to transition to an electronic policy management platform. This will replace the current "hard copy" policy manual and provide for better tracking and documentation of the departments policies and employee compliance. Success: Annual Department physicals Impacts: The department is in the second year of annual department physicals which will allow us to begin to evaluate data related to the general department health and wellness and match the appropriate programs to reduce risk. Already identified 2 serious and confidential medical conditions for early mitigation. Success: Peer Fitness Team Impacts: Inaugural year for the depaitiuents Peer Fitness Team which is made up of department members focused on injury prevention through physical fitness and wellness objectives. Reduces injuries to firefighters and minimizes workers comp claims as well as adds to the longevity of our firefighters. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 59 Success: Promoted fire officer task book Impacts: Established a promotional onboarding process that carves out a two -week period before the member is placed in a newly promoted position. This two -week period is strictly focused on the preparation of the member to be successful in the new promotional position. The task book provides clear and consistent objectives to complete prior to the promotion. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 60 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Health Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Grant monies: Secured NEHA FDA Retail Grant for Standards work. And food inspection education $11,000 . Impacts: Education and credentialing for food inspectors/sanitarians who enforce food safety rules and regulations for licensed food and food service establishments Success: Community Health Assessment and Health Improvement Plan for Dubuque County completed Impacts: Establishes health priorities and action plans for the community. Provides health data Success: Implementing activities in the COVID-AAR Improvement plan Impacts: Provides a roadmap and improvement plan for public health emergency preparedness. Success: Revised Extreme Temperature Plan Impacts: Revised and combined separate excessive heat and excessive cold plans to provide warming and cooling centers for residents during extreme temperature periods. Success: Crescent Community Health Center expansion of dental and wellness services. Impacts: Addressing identified community health needs and providing greater access to dental and wellness services. Wellness Center open for patients with plans to open to entire community Success: Process for citizens with concerning behavior Impacts: Provides safety for staff by creating communication system and process for citizens with concerning/brain health issues. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 61 Success: Remediation of 15 + year ongoing residential nuisance Impacts: Safe and sanitary neighborhood free of standing water and safety concerns Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 62 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Housing & Community Development Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Received a grant from the Iowa Finance Authority, with match funding from the Community Foundation of Greater Dubuque, to assist with Security Deposits for households under 50% AMI, with preference to homeless households. Impacts: Over twenty households assisted since March 2024, with an additional 60 households approved or on the Waiting List providing affordable housing options for LMI households. Success: Completed/ Closed '18 Lead & Healthy Homes Grant Impacts: 24 households assisted since July 1, 2024. 125 Projects completed total, making those homes lead safe, increasing the health of the community and creating safe housing. Success: '21 Lead and Healthy Homes Grant progresses Impacts: 15 households assisted since July 1, 2024. Over 30 households in construction or waiting for contractors to start. Four new contractors have started bidding projects. Success: Purchase new XRF Gun for Lead testing Impacts: The speed and consistency of inspection results are directly affected by the new equipment. This allows the Grants to better assist occupants live in a safer environment, and make the city a high performing government. Success: Community Development Block Grant met timeliness requirement. Impacts: CDBG funds were expended into various projects within the Dubuque community positively impacting quality of life for residents. Completed projects include installing mini splits in 32 units at 90 Main Bishop Block Apaitiuents, homeless shelter rehabs, and Avon Park equipment replacement. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 63 Success: HCV Division — Dale Carnegie Training Completed for Staff Impacts: Increase community understanding of Dubuque City government — policies, processes, services, programs and activities, facilities and delivery mechanisms. Customer -focused City service delivery Success: Overhaul of HCV Administrative Plan with HOTMA Changes Impacts: Choice of livable and inclusive neighborhoods. Success: Certified EQ Coach now on Staff Impacts: Recruit, hire, develop, and retain a diverse, top-quality City workforce dedicated to City goals and mission. Success: Education and Outreach through the Next Level Savings Program Coordinator and multiple area Organizations Impacts: Opportunities to build wealth because we have affordable housing. Success: New Multi -Family Developments Impacts: Increase of Housing stock to increase the current vacancy rate and decrease overall rent rates Success: Decreased Rental Inspection Cycle Impacts: Increased safe and affordable housing Success: Acquisition and demolition of several blighted properties Impacts: Removal of blight and providing room for infill housing to create safe neighborhoods Success: Staff and stakeholder input on new software selection Impacts: Developing a product that works for the community and staff to be a high performing, efficient government. Success: Intentional interaction and participation across department through bi-monthly training Impacts: Reduces likelihood of incorrect information being disseminated, and creates a better customer service experience for the residents. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 64 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Human Resources Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Implementation of Tyler/Munis Payroll Module (Part of an HRIS system Impacts: Consistent, compliant payroll to City employees Success: Expansion, Revision, Updating and Attendance Cooperation for New Employee Orientation Impacts: New employees receive consistent, need to know information about working for the City within 6 months of hire or sooner. Improves understanding of the City's Mission, Vision, Values and the role each employee plays in achieving these. Success: Expansion and clarification Mandatory Supervisory Education Impacts: Assures employees receive supervision from person's possessing supervisory knowledge, skills and abilities which enhances retention and engagement of City staff. Success: Employee Performance Appraisal/Evaluation education to supervisors and roll out of process including Universal Competencies and employee growth/development goals by July 1, 2024. Impacts: Feedback loop and clear understanding of expectations including the City's interest in developing good talent significantly increase retention, engagement, satisfaction and skills/service provided by employees. Success: Earlier Benefits Open Enrollment with Best Practices Guidance Documents Impacts: Excellent Total Rewards for recruitment and retention of employees Success: Benefits Fair/Tables (Total Rewards Opportunities) at Employee Appreciation Breakfast Impacts: Excellent Total Rewards for recruitment and retention of employees Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 65 Success: Classification and Compensation Review/Study Continues with nearing final recommendations Impacts: Best practices for both a competitive compensation strategy and modern position classification structure provide clarity and non -arbitrary means for service provision across the organization and confirm or enhance competitiveness for recruitment and retention of staff Success: Negotiated/Bargained 3 CBA's without mediation or arbitration (DPPA, DPFA, IUOE) Impacts: Demonstrated increased cooperative and positive relationships between City Management and Union represented personnel. Success: Dozens of Employee Terms and Conditions Controlling Documents Education Sessions Impacts: Collaboration with Finance and IT depaitinents and increased understanding and consistency City-wide for implementation of controlling provisions. Success: Several Workflow Process Updated and Communicated Impacts: Few or no gaps in processes and increased understanding of who does what by when and how to strengthen inter-depaitiuental relationships Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 66 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Information Technology Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Data Center and Department Re -location. Data Center and IT Offices have selected contractors and work has started on demolition and construction for both at 7900 Chavenelle Rd. Work is on -going with staff, architect, contractors, and City team on implementation and project management. The solution is a production site, a disaster recovery site and an "air -gapped" cloud -based copy of data and servers should ransomware or data corruption happen on both the production and disaster recovery sites. We have deployed new servers, storage and backup for all city servers and the sites are operational at DLEC and City Hall Annex. The Annex hardware will be moved when construction is completed. Anticipated move -in date for Data Center September/October 2024 and Offices by November 2024.The CIO has been asked to join the State of Iowa committee on Cybersecurity standards Impacts: The data center provides a scalable, resilient, high availability and physically secure location for the city's data and technology assets should data loss and/or corruption occur due to natural and/or cyber intrusion. With our new DR model and cloud backup, we will be able to withstand any possible issues and outages that may occur.. New offices will provide needed space for staff that is currently not available at the Annex. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 67 Success: Consistently Addressing Cybersecurity Awareness and Intrusion Prevention. This included: • Using tools such as Defender from Superna for prevention of ransomware, Sophos Intercept X Endpoint Detection for web and e-mail filtering, PathSolutions for event log monitoring/alerts across the entire network, and Sophos Firewall for prevention of external intrusion • Implementing Required Training of end users on latest cybersecurity threat landscape • Conducted on -going Phishing test campaigns • Conducted Cyber-incident drills with Leadership Team • Regular backup and replication • Monthly server maintenance with regular server and desktop patching • Maintenance of a Cyber-Incident Response plan Impacts: • Maintained public confidence in keeping the data safe • Maintained business and operational continuity for all users • ROI is a cost saving per breach of approximately 100K — 200K End -users receiving a regular education of cyber-security risk are much less likely to respond to a phish and/or give up credentials. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 68 Success: Information technology is part of a multi -departmental team leveraging Broadband Public Private Partnerships. This is a partnership with GDDC, Engineering, IT and Legal. To date have resulted in: • Over 65 Agreements with 18 Providers and Partners • A leverageable network investment of over $10 Million • ImOn Fiber to the Home (FTTH) initiatives will complete by the end of 2024 bringing internet, telephone, and television to 24,000 homes. • To date over 236,733 Lineal Ft Aerial Fiber and 307,572 Lineal Ft Underground Fiber have been deployed for the ImOn FTTH project • Leveraging partnerships and ARPA funding for a design and implementation of a redundant ring, expansion of fiber connections to 7900 Chavenelle and connectivity to water SCADA locations throughout the city Impacts: A leverageable network investment of over $10 Million and FTTH attracts new residents, anchor institutions, remote workers, and business, adds to ability of the community build and partner with network partners faster and at a more reasonable cost. Specifically: • Allow telecommunications providers to significantly accelerate consideration of and investment in Dubuque. • Creation of multiple, multi -carrier redundant broadband paths into and out of Dubuque • Provide more cost effective, fast and scalable broadband resources for business • Provide an affordable data center and co -location site • Expand internet services, conduit and fiber optic capacity for the City organization • Provide opportunities for broadband equity leveraging funding and partnerships for serving under and un-served populations Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 69 Success: On -Going Enterprise Application Support amidst exponential growth. Enterprise Applications are all software used by our users including ERP, (Finance, Utility Billing, Accounts Payable/Receivable, Budget, Time and Attendance, Payroll) Microsoft 365 (including e-mail, Teams, SharePoint, Word, Excel, PowerPoint, Power Applications,) computer installations, and mobile and desktop support. In 2023-24 the IT Department supports 1200 users including all full-time, part-time, and seasonal staff as well as 911, Dubuque County Sheriff, Dubuque County Jail and small law enforcement and volunteer fire departments in the county. Counting desktop, mobile and hybrid solutions along with body cameras, access control and in -car public safety devices, the number of supported devices is close to 2000. Impacts: Among the impacts of Enterprise Application Support include: • Resolving roughly 14,000 technical issues from the Enterprise Applications team over the last year (Public safety / City) • Deployment of over 240 computers (City, DLEC, County and Fire.) The deployment of new computers/laptops through our life cycle plan, creates improved performance, enhanced reliability, increased security, support for modern applications, energy efficiency and better overall user experience. • Tyler HRM / Payroll / Time and Attendance implementation creates efficiency gains by automating manual processes, improving accuracy, ensuring compliance, and providing insights for better workforce management. • Timely support for public safety applications assists police, fire, 911, and sheriff personnel to do their work in the most safe, efficient and effective way Success: Hiring and Maintaining a Full Staff Complement. In the past year a Help Desk, Senior Network Administrator, Intern and ,20 FTE Administrative Assistant have been added to the department. Impacts: It has been a challenge to hire and maintain IT professionals in any organization. Technology advancements will not wait for IT staffing and keep moving forward. We have been fortunate to hire some very qualified individuals to fill the open positions, allowing support for users and assist department productivity. Having administrative assistance for the depaitiuent has assisted staff productivity. The DLEC intern has an aptitude and interest in computer forensics greatly assisting DLEC staff with quantity and quality of digital evidence gathering. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 70 Success: Continuing work on the Digital Equity and Equitable Broadband Expansion. The Digital Equity Initiative addresses the pillars of (1) Availability, (2) Affordability, (3) Accessibility to high speed, reliable broadband communications for residents and anchor institutions. This initiative was recommended as part of the City's Equitable Poverty Reduction & Prevention Plan. The initiatives taken in the last year include: • Affordable Communications Program (ACP) wind -down and efforts to promote continued funding. To date o 1834 Households Served. Assuming an average savings of $30/month for each household, this results in an aggregate annual savings of $660,240 per year o Congress failed to pass funding for the ACP, so an information campaign using the acp.cityofdubuque.org website was initiated. Currently 2 bills in the Senate and 1 bill in the house are anticipated to see some short-term action in the summer and longer -term work in the next session. • Challenging state broadband mapping. Although there was minimal success in changing the maps in the last round, it lays ground for further communication and engagement with the state and federal government. • Engaging state and federal leaders on the needs of mid -sized communities around definitions of "served," "unserved," and "under -served." Impacts: Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 71 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Leisure Services Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Achieved adequate temporary staffing levels to provide a full complement of programs and services. Impacts: Quality accessible services and programs available for the entire community Success: Over a 60% retention rate in recreation division temporary employees from summer 2023 to summer 2024 Impacts: Higher percentage of return employees equates to employee satisfaction as well as better trained and qualified staff. It also saves time and resources during the recruitment and onboarding process. Success: Developed the position and hired the new Parks & Recreation Business Development position Impacts: Immediate additional ancillary revenue generation allowing for continued low registration and service fees for the community. Success: Installed new filtration systems in both Flora and Sutton Pools Impacts: Improved water quality and decreased utility costs to operate the pools. Saves employee time and resources during start up and closing of pool operations. Success: Successfully moved the Marina, Campground and Golf Course operations systems all under the RecTrac system Impacts: Centralized operating system improving data and financial management and ease of access for the consumer. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 72 Success: Continued and strengthened our public/private partnership with the Miracle League of Dubuque resulting in continues improvements to the complex and programs. Impacts: Constantly improved experiences for the park users and program participants as well as the expansion options for programs. Success: Completed Phase 1 of Re -Imagine Comiskey Park. Impacts: Have well-built, well -maintained, and upgraded parks, park amenities and recreational/park facilities. Access to quality parks, facilities, and park amenities for all. Success: Received $1.5 Million US Forest Service Urban and Community Forestry Grant to plant trees in low-income census tracts over the next 5years. Impacts: Have healthy urban tree canopy and preserve current trees. Success: Completed the replacement of the play system including poured in pace surfacing at Avon Park Impacts: Have well-built, well -maintained and upgraded parks, park amenities and recreational/park facilities Success: Replaced roof and siding on Fuhrman pavilion at Murphy Park and Park Division staff installed new pergola structure at Harvest View Park Impacts: Have well-built, well -maintained and upgraded parks, park amenities and recreational/park facilities Success: Emerald Ash Borer. Staff continues to focus on remaining ash tree treatments and removals. 127 stumps were removed in 2023. 190 trees were planted in 2023. Impacts: Have healthy urban tree canopy and preserve current trees. Protecting the natural resources and environment of Dubuque. Success: Stronger partnerships within the community. Impacts: The MFC is able to expand resources and opportunities to all members within the community, especially the downtown community through strong partnerships and programs. More underrepresented people from diverse identity backgrounds are able to get connected to resources from businesses and organizations, helping create a more equitable and inclusive community. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 73 Success: Increased number of teens participating in teen programming at the MFC Impacts: More teens have access to resources, experiences, and opportunities. Programming is becoming more diverse and dynamic, providing teens with increased opportunity to develop social connections, develop leadership skills, and broaden overall worldview. Success: Record breaking number in attendance with cultural/ identity events and programs. Impacts: More community members are connecting with one another, creating a more educated, diverse, and inclusive community. Success: New management agreement for Grand River Center with OVG 360 and 20th Anniversary celebration (October 2003-2023) held. Impacts: Professional management of major city asset, increased customer satisfaction, increased care of city facility, increased marketing, and usage of Grand River Center. Success: Schmitt Island Development long-term Management Agreement for ImOn Arena Management and renaming to ImOn Arena as a revenue sponsorship. Impacts: Provide responsive City services in a financially responsible manner to the Dubuque community Success: Community Impact Division fully staffed and specific staff developing work plan related the Equitable Poverty Prevention and Reduction Plan through fine and fee reform and pre/post arrest diversion. Impacts: Provide responsive City services in a financially responsible manner to the Dubuque community Success: 2023-2016 AmeriCorps three-year federal competitive grant approved. The grant addresses the current needs of youth in our community in the area of social -emotional learning in collaboration with Dubuque Community School District, St Mark Youth Enrichment, Hillcrest Family Services, Carnegie Stout Public Library, and the Multicultural Family Center. Impacts: Leveraging community resources with a federal grant focusing on community area of need lessening tax burden for local taxpayer and providing additional services and supports. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 74 Impacts: DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Library Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Introduced new self -check machines that provide mobile check out to library users, and continuously training public how to use. Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Success: Introduced an online library card registration process that streamlines the application process for new library card users that live within the city limits Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Success: Increased access to library services by updating library policies to increase access and use for our digital materials and access to internet usage. Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Success: Continued several partnerships with local organizations including but not limited to Hills & Dales, Julien Dubuque International Film Festival, Dubuque Metropolitan Area Solid Waste Agency, Iowa State Extension, Dubuque Community School District, and IowaWORKS Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Success: Added Spanish language streaming platform, The Shelf, which offers premium Spanish language content including movies, music, television series, performing arts, and more. Have a well -maintained and upgraded library providing services and programs responsive to community needs; Accessible, equitable and diverse recreational and enrichment programs, facilities and activities Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 75 Impacts: Success: Dubuque County Reads: Carnegie -Stout initiated and collaborated with nine other Dubuque County libraries to facilitate the discussion of a single book. This year's title is "The Personal Librarian". Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs; Accessible, equitable and diverse recreational and enrichment programs, facilities and activities Success: A successful return of the seed library has been a great experience. Partnering with Nine Square Feet, a Des Moines area nonprofit, thousands of seeds have been retrieved by the residents of Dubuque to grow their own food. This program has also lead to reviving partnerships with the Mowing to Monarchs program and the Dubuque County Master Gardeners. Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs; Accessible, equitable and diverse recreational and enrichment programs, facilities and activities Success: Resurfaced roof on 1981 library addition Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Success: Completed Space Needs Assessment via architecture firm and public advisory task force to identify future space needs of the library to an additional 18,000 square feet of space. Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Success: Hosted the 2023 Iowa Library Association annual conference in Dubuque Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs; Partnering to save businesses and individuals money, create jobs, contribute to local and national energy independence, create an international brand for the community, help recruit businesses and workforce, create a recruitment tool for the colleges, bolster Dubuque's convention and tourism businesses and accelerate local business growth. Success: Partnered with Sunil Malapati to introduce Dubuque's Shakespeare Project the to the community, which is a community focused programming effort to celebrate Shakespeare through the lens of history, as well as the modern zeitgeist. Have a well -maintained and upgraded library providing services and programs responsive to community needs Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 76 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Planning Services Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Historic Preservation Investment: Investment in historic districts and downtown neighborhoods was over $9.1 million in FY23 Impacts: Livable Neighborhoods and Housing: Incre2ase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses. Success: Historic Preservation Month: Proclamation; Media release about events; present Ken Kringle Awards at City Council meeting. Held Awards Ceremony jointly with City and County Historic Preservation Commission at the Lacy Mansion. Impacts: Partnership for a Better Dubuque: Partner for historic preservation. Success: Black Heritage Survey — Finalizing project that documents and values a deeper understanding of Dubuque's history and sense of place, the first work of its kind in Iowa. Engaged almost 2,000 people so far in about 40 in -person and virtual events. Continue to outreach and model this work, on local and national stages. Impacts: Partnership for a better Dubuque: Partnership across City Depaitiuents, Loras College and University of Dubuque, and with a diverse talent Consultant Team to engage community during process. In addition, it helps move forward goals in the Imagine Dubuque Comp Plan and the Equitable Poverty Reduction and Prevention Plan. Success: Customer Service Survey. Planning Services Staff conducts an ongoing customer service survey of applicants to the Zoning Board of Adjustment, Zoning Advisory Commission, and Historic Preservation Commission. The survey asks customers about their experiences and the quality of services provided by staff. In FY2023, staff rated 100% in Staff Friendliness and Adequately Inform Applicants of Process. Impacts: Financially Responsible, High Performance City Organization: Provide City services responsive to the community. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 77 Success: Imagine Dubuque Comprehensive Plan: Successfully implemented Acheiveit software Allows connectors and coordinators to upload status via website. Imagine Dubuque serves as a model prior to other plans being uploaded. Allows tracking and reporting of recommendations of the comp plan. Allows multiple plans to be cross referenced. Impacts: Impacts all City Council Goals and Priorities Success: Provided staff support to the Zoning Advisory Commission, Zoning Board of Adjustment, Historic Preservation Commission and Long -Range Planning Advisory Commission Impacts: Financially Responsible, High -Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Success: Provided staff support to the Port of Dubuque and Chaplain Schmitt Island Design Review Committees. Impacts: Financially Responsible, High -Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Success: Conducted 100 Section 106 Reviews for federally funded rehabilitation of homes. Impacts: Livable Neighborhoods and Housing: Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses. Success: Facilitated 36 meetings of the Development Review Team involving review of 54 concept plans, site plans and subdivision plats. Impacts: Livable Neighborhoods and Housing: Great Place to Live Success: A total of 2,335 Residential Lots/Units that are Approved, Under Review, Under Construction or Completed Impacts: Livable Neighborhoods and Housing: Great Place to Live Success: Text Amendment to the Unified Development Code to eliminate parking minimums for the Jackson Park and Cathedral Historic Districts Impacts: Livable Neighborhoods and Housing: Great Place to Live Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 78 Success: Certified Local Government grants totaling $17,000 of leveraged funds supports Intensive Architectural and Historical Surveys for two neighborhoods, Deereville and Voelker Highlands. Both are unique in that they are the first 20' Century neighborhoods surveyed and they are beyond the downtown and hill neighborhoods of traditional surveys. Impacts: Livable Neighborhoods and Housing: Great Place to Live Success: Reviewed and approved 505,912 sq ft of commercial and industrial development Impacts: Robust Local Economy: Diverse Businesses and Jobs with Economic Prosperity Success: Imagine Dubuque Implementation: Partnership with the University of Dubuque moved forward the recommendation of monitoring air quality by providing air sensors for learning opportunity while providing data. Impacts: Partnership for a Better Dubuque: Building Our Community that is Viable, Livable, and Equitable Success: Organization of the Safe Routes to School Committee. Planning Staff, in addition to other city staff, were able to partner with the Dubuque Community Schools, Holy Family Catholic Schools, the Iowa Bicycle Coalition to create the safe routes to school committee Impacts: Connected Community: Equitable Transportation, Technology Infrastructure, and Mobility and Partnership for a Better Dubuque: Building Our Community that is Viable, Livable, and Equitable Success: Developer's Roundtable: Recreated the Developer's Roundtable to help improved communication. Impacts: Partnership for a Better Dubuque: Building Our Community that is Viable, Livable, and Equitable Success: Trails Team: Planning staff facilitates a monthly interdepartmental meeting dealing with biking, walking, and trails. Infrastructure, planning, budgeting, and grants are discussed with staff from Engineering, Leisure Services, Strategic Partnerships, Sustainability, Economic Development, Equity and Human Rights, and the Office of Shared Prosperity and Neighborhood Support. Impacts: Connected Community: Equitable Transportation, Technology Infrastructure, and Mobility Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 79 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Police Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Officer Wellbeing and Job Satisfaction Impacts: Negotiated a new contract with enhancements to sick leave, vacation, and pay scale. Awards and Recognition Family Night with Family Wellness Session. These accomplishments will help with officer retention. Success: Police Explorers, Kids Camp, NOBLE's The Law & Your Community program, and the Citizen Police Academy Impacts: Community outreach to all ages. Youth programming aids in recruiting by allowing us to "grow our own" recruits. Success: Recruitment efforts Impacts: We are still getting quality recruits. Continuous open applications, with "real-time" testing and quicker hiring processes. Made 14 job officers so far in FY24 and hired 11. Success: FTO Program Redesign Impacts: Used newly purchased software and iPads to build a digital reporting program that replaced paper forms and binders. This allows for more efficient rating and training documentation, takes some of the documentation burden off of FTOs, and allows more energy to be put into teaching as opposed to documenting. Success: Full-time Crisis Intervention Team (CIT) Impacts: Staffed our grant -funded full-time CIT Unit with two sworn officers and a civilian position. This allowed us to offer a more specialized and consistent response to brain health consumers who require law enforcement intervention. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 80 Success: New COP/CIT/SRO offices in the Federal Building Impacts: Allowed for all members of the COP Unit to work out of one area. The unit had been out of space with existing facilities at the DLEC. SROs now work closer to JCS. COPS work closer to Housing. Success: Automated License Plate Readers Impacts: Working with Flock Safety to install our camera system. An initial group of investigators has been trained. One camera is installed currently. These cameras will alert if a stolen vehicle is detected. The system will also alert if a vehicle (or the vehicle's owner) has been involved in a crime or is related to a welfare check request. Success: Annual Report Impacts: Produced a more robust annual report for calendar year 2023 that included more data and provided the public with more information about the police department's activities. Increased police transparency. Success: Expansion of cross -department emotional intelligence programming and coaching for all City staff Impacts: Providing proactive EQ development opportunities to staff and support systems for individuals and teams in need Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 81 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Public Information Office (including GIS) Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: CityChannel Dubuque Transition to New Broadcasting/Streaming System Impacts: Achieved a cost -savings of nearly 75%. Provide responsive City services in a financially responsible manner to the Dubuque community. Easy, convenient access to City information and services Success: City Assumed Management of Public Access Television Channel Operations Impacts: Leveraging community resources in order to accomplish more than tax revenues. Partner with public/private community organizations to provide opportunities for residents for upward mobility and empowerment across all demographics. Success: Leisure Services Seasonal Employment Recruitment Impacts: Have adequate staffing and resources to support defined recreational and park services and levels of services. Success: PEG Equipment Grants Awarded to Three Channel Operators and Two Community Applicants Impacts: Leveraging community resources in order to accomplish more than tax revenues. Partner with public/private community organizations to provide opportunities for residents for upward mobility and empowerment across all demographics. Success: Reimagine Comiskey Park Opening Celebration (June 2023) Impacts: Provide recreational programs/activities and parks amenities that are responsive to the emerging workforce expectations. Have well-built, well -maintained and upgraded parks, park amenities and recreational/park facilities. Accessible, equitable and diverse recreational and enrichment programs, facilities and activities. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 82 Success: PIO Assistance with Air Service Marketing & Airport Communications Impacts: Increase and sustain commercial air service. Air service access to major hub. Success: Community Resource Officer Recruitment Marketing Impacts: Have Police working with community to create a safe community with residents sharing responsibility. Have Police Department and Fire Depaitiuent at full staffing. Feeling safe and secure throughout the community. Success: Communication/Outreach for Lead Service Line Replacement Pilot Project Impacts: Continue to provide safe, affordable and dependable drinking water for all residents through a high performing water treatment plant. Clean water and air. Success: Black Heritage Survey (Story Map and Survey Development) Impacts: Become an inclusive and welcoming community for all. Sense of community pride and commitment to the Dubuque community. Success: Continued Tipper Cart Delivery Program Support (PIO & GIS) Impacts: Secure City information and data using the "Best Practices" for the Dubuque community Provide responsive City services in a financially responsible manner to the Dubuque community. Easy, convenient access to City information and service. Success: CIP Dashboard Development (GIS) Impacts: Easy, convenient access to City information and service. Increase community understanding of Dubuque City government — policies, processes, services, programs and activities, facilities and delivery mechanisms Financially sound and responsible City government. Easy, convenient access to City information and services. Success: New Downtown Lightpole Banners Installed Impacts: Sense of community pride and commitment to the Dubuque community. Success: PFAS Response & Public Education Campaign Impacts: Easy, convenient access to City information and services. Continue to provide safe, affordable and dependable drinking water for all residents through a high performing water treatment plant. Clean water and air. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 83 Success: Sewer Data Management Impacts: Secure City information and data using the "Best Practices" for the Dubuque community Success: Spanish Language City Life Marketing/Recruitment Impacts: City services are available for all and delivered in an equitable and fair manner Become an inclusive and welcoming community for all. Increase community understanding of Dubuque City government — policies, processes, services, programs and activities, facilities and delivery mechanisms. Customer -focused City service delivery. Success: Port of Dubuque Marina Marketing Support Impacts: Increase community understanding of Dubuque City government — policies, processes, services, programs and activities, facilities and delivery mechanisms. Success: Launch of Monsido Website Accessibility Tool Impacts: Become an inclusive and welcoming community for all. Increase community understanding of Dubuque City government — policies, processes, services, programs and activities, facilities and delivery mechanisms. Easy, convenient access to City information and services. Customer -focused City service delivery. City services are available for all and delivered in an equitable and fair manner Success: GIS Address Database Integration with Tyler ERP Impacts: Secure City information and data using the "Best Practices" for the Dubuque community Easy, convenient access to City information and services. Success: Launch of Website Redesign Impacts: Increase community understanding of Dubuque City government — policies, processes, services, programs and activities, facilities and delivery mechanisms. Customer -focused City service delivery. Easy, convenient access to City information and services. Success: City Focus as Annual Report Impacts: Increase community understanding of Dubuque City government — policies, processes, services, programs and activities, facilities and delivery mechanisms. Easy, convenient access to City information and services. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 84 Success: GraniteNet GIS Implementation Impacts: Provides instant connectivity to GIS from inspection application in the field, allowing Engineering and Public Works staff to collaborate on sanitary and storm sewer issues identified in pipeline televising. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 85 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Public Works Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Asphalt pavement street maintenance (overlay program) Impacts: Infrastructure Maintenance Success: MSC Building Maintenance Impacts: Infrastructure Maintenance Success: Trash Cart Distribution Finalization Impacts: Data, Transparency, Service, efficiency in operations Success: EV Infrastructure build -out Impacts: Sustainability in fleet infrastructure Success: CCTV upgraded technology and vehicle to improve communication and effectiveness Impacts: Infrastructure maintenance Success: Cart audit and identification Impacts: Data, Transparency, Service, efficiency in operations Success: New Fleet Management Software Purchase Impacts: Data, Transparency, Service, efficiency in operations Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 86 Success: Landfill Entrance Improvement Project Impacts: Improved Services Success: Improved Ordinance Language Impacts: Transparency, Service, efficiency in operations Success: Compost facility permitted Impacts: Improved Services Success: Fleet Replacement Impacts: Improved Services Success: Fleet Management Software Implementation Impacts: Data, Transparency, Service, efficiency in operations Success: Fall Protection System for Mechanics Impacts: Employee Safety Success: Building Safety Audit Impacts: Employee Safety Success: Air Quality Testing Impacts: Employee Safety Success: Time & Attendance Entry Adoption Impacts: Data, Transparency, Service, efficiency in operations Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 87 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Office of Shared Prosperity & Neighborhood Support Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Hired New Data Analyst Impacts: Continued the collection and analysis of community -level data resulting in the ability to make data -driven recommendations to further the goal of reducing or eliminating poverty, especially for racial minorities and other identified vulnerable populations Success: Created City Life in Spanish Impacts: Increased understanding of local government among self -identified Spanish speaking residents, diversified representation on city boards/commissions, and fostered a stronger sense of community. Success: Selected as 1 of 10 communities nationwide to join the International City/County Economic Mobility and Opportunity Cohort Impacts: Received national funding and technical assistance to implement the Equitable Poverty Prevention Plan. Specifically, funding to increase awareness on job training program; funding to increase access to capital for women and racial minority owned small businesses; and funding to support the Fountain of Youth's transportation service. Success: Increased the # of active neighborhood associations throughout the city. The # of associations increased from 5 in FY23 to 8 in FY24 Impacts: Fostered a healthy relationship between the City and Neighborhood leaders through transparent two-way communication. Increased community building activities within neighborhoods to build a sense of ownership for enhancing neighborhoods and accomplishing neighborhood goals Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 88 Success: Distributed more funding into neighborhoods by increasing participation in the Neighborhood Support Grant Impacts: Collaborated with neighborhood associations to foster neighborhood pride, address community issues, and build a sense of community Success: Partnered with community organizations to provide opportunities for residents for upward mobility Impacts: Matched job seekers and underemployed residents to employers paying a living wage Success: Developed Neighborhood Association Toolkit Impacts: The Neighborhood Association Toolkit is a guideline to assist residents in forming, structuring, and managing their association. The toolkit will empower residents to set goals and foster neighborhood pride, address community issues, and build a sense of community Success: Utilized national grant funding to hire a contractor who analyzed our data infrastructure and made recommendations to assist in developing a data governance policy Impacts: Our data governance policy will help us become a high-performance, data -driven, outcome -focused organization Success: Upgraded an existing part time Administrative Assistant position to a full-time shared role across OSPNS, Equity & Human Rights, Information Technology Impacts: Increased cross departmental collaboration and efficiency in day-to-day operations across the organization to aid with work force retention and attraction Increased efficiency and collaboration across departments. Aided with work force retention and attraction Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 89 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Sustainability Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: 2024 Growing Sustainable Communities Conference Impacts: The conference brought together 350 participants from 14 states. Introduced new features to the conference and attracted federal government officials from the EPA and DOE. Meets City goals of Sustainable Environment Meets outcome to be an advocate for the Dubuque community and City of Dubuque at federal and state levels. Success: Sustainable Dubuque Grants Program Impacts: Awarded $25,000 to non -profits and passionate residents to implement projects related to the 12 principles of sustainability. Outcomes met: Reduce the community's carbon footprint (50% by 2030) Success: Greenhouse Gas Inventory Impacts: 34% reduction in greenhouse gas emissions, more than halfway towards goal of 50%. Inventory highlighted need for science — based target. Meets City goals of Sustainable Environment Included in the 50% by 2030 Climate Action Plan Meets outcome of reduce community's carbon footprint, Protection of home and property values Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 90 Success: Commercial Building Energy Efficiency Pilot Project Impacts: Pilot program with initial city investment of $25,000. Supported various improvements to 4 Central Corridor commercial buildings to improve energy conservation and/or efficiency while also benefiting City Hall. In addition to monthly savings per building improvements also reduced greenhouse gas emissions, helping the Building and Energy sector of the 50% by 2030 Climate Action Plan. Meets City goals of Livable Neighborhoods and Housing and Sustainable Environment. Management in Progress. Included in the 50% by 2030 Climate Action Plan, Reduce the community's carbon footprint (50% by 2030) Success: Energy Star Portfolio Impacts: Doubled the capacity of Sustainability office; began work on implementing the climate action plan: specifically, actions related to buildings energy efficiency and fleet electrification. Additionally building internal capacity of city operations as it relates to sustainability. Meets goals of Sustainable Environment and is part of the 50% by 2030 Climate Action Plan Meets outcome: Have well -designed and well -maintained public infrastructure and facilities; Reduce the community's carbon footprint (50% by 2030); Reduce energy consumption and increase the use of renewable energy sources by City government; City government using sustainable practices in daily operations Success: Fleet Electrification Infrastructure — in 50% by 2030 Community Climate Action and Resiliency Plan Impacts: Grant from State for $15,000 for installation of electric vehicle supply equipment (EVSE) increasing city's fleet charging capacity. Working in partnership with Alliant Energy and expansion of regional EVSE planning and implementation. Guidance for staff in support of policy changes created. On track for city vehicle purchases moving towards significant carbon reduction in the fleet. Meets City goals of Financially Responsible Organization and Sustainable Environment Part of the 50% by 2030 Climate Action Plan Meets City Council Goal Outcomes: Secure grants for city projects to achieve city goals and have well -designed and well -maintained public infrastructure and facilities; Reduce the community's carbon footprint (50% by 2030); Be an advocate for the Dubuque community and City of Dubuque at federal and state government levels Secure grants and other funding sources for City projects to achieve City goals Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 91 Success: Branching Out Dubuque - $1.5 Million grant to improve tree canopy Impacts: Access to green space increases people's mental health, physical well-being, sense of community and belonging, and pro social behavior. Tree canopy and green space are strongly correlated with a reduction in violent crime including gun crime all across the US. Tree canopy reduces overall neighborhood temperature and green space increases people's feelings of connection, community and belonging which literally improves people's ability to self -regulate. Meets City goals of Partnership for a Better Dubuque, Diverse Arts, Culture, Parks and Recreation Experiences and Activities and Sustainable Environment. Outcomes: Protecting Natural resources and environment of Dubuque. Have a healthy urban tree canopy and preserve current trees. Increase the visual appeal and beauty of the city with attractive gateways, corridors, streetscapes/landscaping neighborhoods, homes and businesses. Reduce the community's carbon footprint (50% by 2030); Secure grants and other funding sources for City projects to achieve City goals Success: Cities Forward Initiative Impacts: Subnational diplomacy, city partner in Hermosillo, Mexico with joint support efforts related to renewable energy, community engagement, brownfield redevelopment and fleet electrification. Additionally, built relationships with State Department and ICLEI representatives. Outcomes: Be an advocate for the Dubuque community and City of Dubuque at federal and state government levels Secure grants and other funding sources for City projects to achieve City goals; Become an inclusive and welcoming community for all Success: Attended COP 28 — United National Conference on Climate Change as a part of the Local Climate Action Summit in Dubui, UAE Impacts: Introduced Dubuque to the world sustainability stage and gave voice to local governments in global decisions. Recommitted city leadership to ghg reduction goals and adaptive measure. Leveraged YCAF $50,000 grant from Bloomberg with potential for more Outcomes met include Reduce the community's carbon footprint (50% by 2030); Be an advocate for the Dubuque community and City of Dubuque at federal and state government levels; Secure grants and other funding sources for City projects to achieve City goals; Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 92 Success: Iowa Initiative for Sustainable Communities Impacts: Working with a variety of city departments and community partners, student consultants completed 15 projects in photo journalism project, mass communication strategies for the 50% by 2030 Plan, cool roof design for Five Flags Civic Center, creation of a resident's guide to sustainability, study of chronic absenteeism within the Dubuque Marshallese community, creation of an affordable housing action plan and alternative transportation plan, policy review of green alleyways, engineering of cool roofs and buildings, market analysis on shared bike/scooter programs, JFK Road safety redesign, language justice and public health translations, policy review for public library serving vulnerable residents, stormwater design review for climate resilience and a sculpture created from recycled playground equipment and co -created by Dubuque grade school students. Meets several outcomes including (but not exhaustive): Have well -designed and well - maintained public infrastructure and facilities; Reduce the community's carbon footprint (50% by 2030), Reduce potential flooding through flood plain management, mitigation and protection through a well -maintained, operational stormwater system; Have safe, available and accessible daily travel through multiple mobility mode for all Dubuque residents; Choice among alternative transportation modes. Success: Energy Efficiency Conservation Block Grant Formula Funding ($123,070) Approved Application Impacts: Estimated to save the city $11,000-$25,000 annually by offsetting pump station operation with renewable energy system. Outcomes met: Have well -designed and well -maintained public infrastructure and facilities; Reduce the community's carbon footprint (50% by 2030); Reduce energy consumption and increase the use of renewable energy sources by City government Success: Awareness and Outreach Efforts — Park(ing) Day + Tree Voucher Program Impacts: Created 22 mini parks throughout downtown raising awareness related to sustainable transportation and ghg reduction. Tree Voucher Program leveraged $7675 of city investment to $17,821 spent with local nurseries and 86 trees were planted while increasing awareness of trees roll in climate adaptation. Outcomes: Become an inclusive and welcoming community for all Listen to community input and feedback and use incorporating the information to policy development and decision making Have a healthy urban tree canopy and preserve current trees. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 93 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Transportation Services Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Smart Parking Mobility Management Plan Ramp RFP complete. Impacts: Ramp vendor interviews are taking place. Estimated timeline for installation is January 2025. The On -street technology will be in a separate RFP after a vendor for the ramp technology is selected. Success: Dubuque Community School District (Prescott school support) Impacts: The Jule and Prescott set up a program to assist getting younger students to school in a safe manner Multiple adjustments were made to this program and the program keeps improving with small changes as needed. Success: AM/PM Commuter Route Pilot Program Impacts: The Jule established two routes that run from 0445-0600 Monday -Friday to allow people to utilize city transit to arrive to work for 0600 start times. This program is currently and established route and will be modified as needed. Success: Electric Buses Impacts: The Jule has selected an electric bus. Currently working on an electric charging system for the JOTC. (Ongoing Project) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 94 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Water Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: 100% Compliance with Public Water Supply Operations Permit Impacts: As a financially responsible, High Performance City Organization, the City of Dubuque operates and maintains a Department of Natural Resources (DNR) permitted Grade 4 lime softening water treatment plant. The DNR permit outlines several parameters with which the facility operates within, requiring ongoing routine and special sampling and daily testing up to 200 times per day to ensure compliance with its permit. The Water Department works closely with the DNR to ensure the City maintains full compliance with its permit. Success: Sustainable Environment: Preserving and Enhancing Natural Resources - Implementation of Annual Hydrant Flushing/Valve Turning Program Impacts: An annual hydrant flushing program enhances water quality by reducing bacteriological growth, restoring disinfection residuals, and improving color and turbidity. It also helps control corrosion and maintains fire flows and pressure in the distribution system. Additionally, the annual valve turning program exercises main line valves to ensure reliable operation and sustain water quality. Both programs align with DNR recommendations from the 2022 sanitary survey. Success: Economic Growth and Development — Old Highway Road water main extension near the Dubuque County Fairgrounds Impacts: The final phase of this project will complete a water main loop in the 4th pressure zone, enhancing water quality by eliminating dead ends. This development offers residents along Old Highway Rd the opportunity to connect to City water, while also facilitating future expansion to Cousins Rd and Pine View Dr. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 95 Success: Livable Neighborhoods & Housing: Great Places to Live - Burlington and National water main replacement and air release project. Impacts: By utilizing historical main break data and newly purchased fire hydrant pressure recorders, staff identified significant pressure fluctuations, with spikes reaching 115 psi and dips as low as 70 psi, occurring when the pumps at Park Hill Pump Station started and stopped. To address these issues, 820 feet of 6-inch water main was replaced along Burlington Street and two air release structures were added. These improvements will help reduce pressure surges in the distribution system, supporting our goal of maintaining well -designed and reliable public infrastructure. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 96 DEPARTMENTAL SUCCESSES 2023 - 2024 Dubuque, Iowa June 2024 DEPARTMENT: Water & Resource Recovery Center (WRRC) Please list your department's most important achievements that were completed during 2023 — 2024 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Filling the Industrial Pretreatment Coordinator Position created with the FY24 budget Impacts: The position plays a critical role in developing a pretreatment program that ensures compliance with environmental regulations and the WRRC's NPDES discharge permit. They are better able to regularly inspect industrial facilities to ensure proper wastewater treatment before discharge into the municipal system, issue permits to industrial users, and monitor compliance with local, state, and federal regulations, including the Clean Water Act. Success: Filling the two vacant plant Operator positions Impacts: The WRRC treatment facility and more than twenty (20) lift stations throughout the community operate 24 hours a day, 7 days a week, and must always be monitored by an operator to ensure compliance with environmental regulations and the WRRC's NPDES discharge permit. The additional staff will reduce the demand on the other two (2) operators and the Lead Operator and reduce operational costs associated with overtime. Success: Terminal Street Lift Station fiber communications Impacts: The upgrade to fiber increased the reliability of communications from the lift station to the WRRC. This reduces maintenance costs and helps ensure that the lift station is functioning as needed and without sanitary sewer overflows. The Terminal Street Lift Station handles approximately 60% of all wastewater produced in the city of Dubuque. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 97 SECTION 5 LOOKING TO DUBUQUE'S FUTURE [Updated: 6/16/24] Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 1 City of Dubuque Success in 2029 1. 2. 3. 4. 5. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 2 My Actions Ideas for 2024 City of Dubuque 1. 2. 3. 4. 5. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 3 Dubuque Vision 2039 DUBUQUE 2039 DUBUQUE 2039 is a SUSTAINABLE AND RESILIENT CITY, an INCLUSIVE AND EQUITABLE COMMUNITY where ALL are welcome. DUBUQUE 2039 DUBUQUE 2039 has preserved our MASTERPIECE ON THE MISSISSIPPI, has a STRONG DIVERSE ECONOMY and EXPANDING CONNECTIVITY. DUBUQUE 2039 DUBUQUE 2039 — Our residents EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE, have choice of QUALITY AFFORDABLE LIVABLE NEIGHBORHOODS, have an ABUNDANCE OF DIVERSE FUN THINGS TO DO and are SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 4 Dubuque City Government: Our Mission DUBUQUE CITY GOVERNMENT is a PROGRESSIVE and FINANCIALLY SOUND CITY with RESIDENTS RECEIVING VALUE FOR THEIR TAX DOLLARS and ACHIEVING GOALS THROUGH PARTNERSHIPS DUBUQUE CITY GOVERNMENT'S MISSION is to deliver EXCELLENT MUNICIPAL SERVICES that SUPPORT URBAN LIVING , that CONTRIBUTE TO AN EQUITABLE, SUSTAINABLE CITY, PLAN FOR THE COMMUNITY'S FUTURE and FACILITATE ACCESS TO CRITICAL HUMAN SERVICES . Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 5 City of Dubuque Goals 2029 VIBRANT COMMUNITY: HEALTHY AND SAFE FINANCIALLY RESPONSIBLE, HIGH-PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 6 Messages from Our Community City of Dubuque RESIDENTS 1. More positive feedback on City services and performance — generally HAPPY 2. Sense of excitement about Dubuque's future 3. Concerns about the conditions of streets 4. Concerns about gaps in sidewalks 5. Mixed message on Ticket Cameras: controls/reduces speeding to hate them; automatic speed enforcement is a money grab 6. Need to restore Air Service 7. ODOR — a spreading problem to the bluffs and Downtown/Riverfront 8. Need for more park amenities 9. Parks are unattractive and poorly maintained 10. Concern about the future of the Grand Harbor Hotel 11. Concerns about Rental Code Enforcement and Landlord Retaliation 12. Concerns about the lack of after -school programs for youth/teens 13. Reputation as a "Welcoming Community" 14. Concerns about speeding and traffic safety 15. Need to retain younger population and young families 16. Bad behaviors from youth Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 7 17. Need for more housing inspection 18. West 32nd not safe 19. Need more Dog Parks and dog -friendly parks 20. Continue to expand community engagement 21. Community litter and trash — makes Dubuque unattractive 22. Perception: Dubuque is a violent city 23. Clean up our neighborhoods 24. Revise recycling rollouts 25. Making Central Avenue more walkable and pedestrian -friendly 26. More events and festivals 27. Northside — replace old water lines at City expense 28. Expand SRO and make schools safer 29. Expand Community Policing activities and programs — connecting with residents and particularly our youth 30. Pride in the City of Dubuque and our Community Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 8 Messages from Our Community City of Dubuque BUSINESSES 1. Mixed Message: City has responded listen and responded to developers and a smaller group of developers attacking the City and GDDC and complaining about unresponsive City 2. Need to restore Air Service or businesses may relocate 3. Concerns over availability of workforce 4. Need to support small business development and expansion 5. Lack of benches for Viking Tours 6. Need to retain younger population 7. Concerns over supply chain issues 8. Concerns about uncertain economy local and national 9. Need to continue to expand quality of life amenities 10. Need to expand business engagement 11. Support small and local business development and expansion 12. Tap the potential of "Sport Tourism" Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 9 City of Dubuque 2024 Strengths — Weaknesses Threats — Opportunities >> Strengths 1. Mayor -Council respect for each other, collaboration on issue resolution, support for the decisions and implementation 2. Mayor' leadership, community presence, national and state involvement and advocacy 3. City Manager and Department Directors: commitment to public service and our Dubuque community; willingness to listen, to learn, to grow and to change; overall teamwork among department; sense of professionalism 4. City employees dedicated to serving our Dubuque community 5. Financial strength of City Government and recognition through upgraded bond rating 6. Strategic planning focusing on Dubuque's future — ongoing process that benefits the community and adds value to the lives of our Dubuque residents 7. Community — "can do" spirit 8. Strong community organizations and partnership with City of Dubuque 9. City willingness to solve problems 10. Low property tax rate 11. Low debt level 12. Growing momentum for sport tourism 13. Commitment and actions to "Equity" and "Welcoming Community" 14. Sustainability Plan in place and being implemented Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 10 »> Strengths (continued) 15. Partnership and working relationship with GDDC — producing results for our Dubuque community 16. Downtown 17. The Bluff 18. Chaplain Schmitt Island 19. Engaging our Dubuque community 20. Dubuque's history and heritage 21. Natural beauty 22. Federal relationships and grants 23. State advocacy and leadership in the Iowa League of Cities 24. Business community 25. City Financial Report Card 26. Location on the Mississippi River Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 11 Areas for Improvement 1. Police staffing — recruitment, hiring and retention 2. Lack of youth programs and activities — particularly after -school 3. Condition of parks and park amenities 4. Odor from the Water Resource Recovery Center 5. Uncivility disinformation by some residents and developers 6. Lack of new, quality housing options 7. Lack of park amenities 8. Implementation of "Complete Streets" concept to Dubuque 9. Becoming a more pedestrian -friendly and bike -friendly community 10. Lack of infill development 11. Retaining youth and college graduates 12. Lack of staffing and resources to complete tasks, implement programs and complete projects 13. Lack of historic preservation programs and activities 14. Reliance on outside funding and grants, including hiring for a limited time frame 15. Relations with some developers and builders 16. Lack of AI policy or playbook 17. Unattractive Grandview/Grandbury corridor — lack of flowers and streetscape 18. Need for succession planning and programs by the City of Dubuque 19. Aging City infrastructure and facilities need maintenance, major repairs/rehabilitation/replacement 20. Still need more daycare facilities and programs with full staffing Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 12 Threats to Dubuque's Future 1. State of Iowa — attacks on local control, home rule, City revenues and finances, mandate unfunded, additional regulations and prohibitions 2. Federal government eroding of local control 3. Vacant boards/commissions seat — residents reluctant to become involved 4. Attacks by smaller group of developers who will never be satisfied 5. Limited industrial space 6. Lack of Police and Fire Diversity 7. Fewer economic development tools for City Government 8. Lack of daily commercial air service to major hub(s) 9. Lack of workforce housing 10. Perception of population decline — slow population growth in the State of Iowa, while Dubuque is growing 11. Growing anti -government, anti -democracy attitudes and cult — lack of civility 12. Disinformation believed by our Dubuque residents 13. Dysfunction Congress and Federal Government 14. Climate change and the impacts on City Government and our Dubuque community 15. Lack of interest in public service jobs, particularly law enforcement 16. Lower Mississippi river level 17. Property owners and landlord not taking responsibility for the care and maintenance of their properties 18. Unattractive entrance to our Dubuque community — our "front porch" 19. Election 2024 — campaign and aftermath Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 13 »> Opportunities for Dubuque's Future 1. Chaplain Schmitt Island 2. Sports Tourism including Field of Dreams 3. DRA 4. Central Avenue Development 5. Youth Retention 6. Kerper Boulevard Business/Residential Development 7. Quality of Life Amenities 8. Hotel Development 9. Restaurant Development 10. Amphitheater and Programming 11. Artificial Intelligence 12. Police Staffing 13. Historic River Town — Place -making 14. Quality Housing Development 15. Southwest Arterial Development — Commercial and Residential 16. Code Compliance and Enforcement 17. River Tourism 18. Tree Planting 19. East-West Mobility 20. Pedestrian and Bike Friendly Community 21. Pool/Aquatic Facility 22. City and Community Beautification Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 14 Actions for 2024 Mayor and City Councils' Interviews City of Dubuque 1. Air Service Action Plan: Next Steps 2. Water Resource Recovery Plant — Odor Abatement: Problem Analysis, Report with Options, Direction, City Action and Funding Mechanism 3. Fire Station Study: Completion, Direction and Funding (Service to West Dubuque) 4. State Lobbying Program: Review, Key Issues and Direction 5. Parks Master Plan Development: Finalization, Adoption, Action Plan and Funding for Implementation 6. Comisky Park Upgrade Project — Phase 2: Direction and Funding Mechanism 7. 14th Street Overpass Pass Project: Next Steps 8. Sustainability Action Plan: Update Report, City Actions/Next Steps and Funding 9. City Management Succession Planning and Program: Direction and Funding 10. City Employee Compensation Next Step: Direction and Funding 11. Amenities for Young Professional: Best Practices, Expectations, Report with Options, Direction and City Actions 12. Full Police Staffing Action Plan: Management Analysis, Report with Options, Direction, City Actions — Short Term and Funding 13. New Housing Development Support: Next Steps 14. East-West Corridor/Roundabout Policy/Projects: Update Report with Options, Projects, Funding Mechanism, Direction and Next Steps Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 15 15. Dubuque Malting and Brewing Building: Next Steps 16. West 32nd Street Plan/Project: Goals/Outcomes, Report with Options, Direction and Funding 17. City Beautification Policy/Plan/Actions: Goals/Outcomes, Report with Options and Funding Mechanism, Direction and Next Steps (including the concept of "Grandbury") 18. Neighborhood Speeding: Problem Assessment, Best Practices, Report with Options/Potential Tools, Direction, Funding and City Actions 19. Climate Action Plan: Update Report and Next Steps 20. Traffic on Central Avenue/White Short -Term Action: Report with Options, Direction and Implementation 21. Parks Master Plan: Completion, Direction and Initial Implementation Steps 22. Trail Master Plan: Direction 23. Business Incentives Policy/Processes: Review and Refinement 24. Office of Shared Prosperity/Poverty Reduction Plan: Update Report/Data and Next Steps 25. Pool/Aquatic Facility Strategy/Action Plan — Long Term: Update Report, Direction and Funding 26. Mental Health/Brain Health Strategy/Action Plan: Update Report, Next Steps and Actions a. City Organization b. Community 27. Eagle Point Park Enhancements/Reinvestment: Identification of Upgrade Opportunities; Report, Funding and Actions 28. Kerper Boulevard Business Development: Update Report and Next Steps 29. Flexi-Steel Site for Redevelopment: Next Steps 30. Field of Dreams Development: Update Report and City Actions 31. Amphitheater Project: Next Steps Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 16 32. Tourism Projects: Next Steps 33. Chaplain Schmitt Island Development: Next Steps 34. Downtown Beautification Program: Goals/Outcomes, Report with Options, Direction and City Actions 35. First Impression/North-South Entrance Beautification Project: Report with Options, Direction and Funding Mechanism 36. Green Alley Program: Update Report, Direction and Next Steps 37. Solar Policies/Program: Goals/Outcomes, Best Practices, Report with Options, Direction and City Actions a. City Government b. Community 38. Code Compliance/Enforcement Enhancements: Problem/Issue Identification, Best Practices, Analysis of Options, Report with Recommendations, Direction and Implementation Actions 39. Abandoned Buildings: Inventory, Best Practices, Report with Options, Direction and City Actions 40. Trees Planting Program: Best Practices, Funding for Low Income Areas, Report with Options, Direction and City Actions 41. Artificial Intelligence: Best Practices, Report, Policy Direction and Playbook Development 42. GDDC: Relationship and Direction 43. Business Roundtable Enhancement: Problems/Issues, Direction and City Actions 44. Childcare Next Steps: Update Report, Direction and City Actions 45. Resident Engagement Program: Goals/Outcomes, Best Practices, Report with Options, Direction and City Actions 46. eVehicle Policies/Programs: Update Report, Direction and City Actions a. City Government b. Community Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 17 47. Bike Lanes: Best Practices, Report with Options, Direction, Funding and City Actions 48. Retail Attraction Strategy/Action Plan: Report with Opportunities, Direction and Action (with GDDC) 49. University Corridor Roundabouts: Update Report, Direction, Funding and City Actions 50. Park Beautification/Upgrade Program: Needs/Opportunities, Report with Options and Recommendations, Direction, Project Priorities and Funding Mechanism 51. Overall City Employee Retention and Recruitment: Update Report with Recommendations, Direction, Funding and City Actions 52. 911 Center Relocation, Staffing and Accreditation: Direction 53. Targeted Small Business Grants Program: Additional Funding 54. Parking System Upgrade: Update Report and Direction 55. Quiet Zones: Report with Options, Direction and Funding Mechanism 56. Flag Set for Eagle Point Park Entrance: Direction and Funding 57. Small Business Grant Program Expansion: Direction and Funding 58. Historic Millwork District Recreational Space/Park: Direction and Funding (next to Alamo Building) 59. STREETS Program: Update Report and Direction 60. Street Improvement Program Expansion/Enhancement: Service Level, Funding and Direction 61. Multi -Cultural Festivals/Parties Expansion: Outcomes, Report, Direction, City Role, Funding and City Actions 62. Comprehensive Parks Maintenance/Refresh Plan: Condition Assessment, Needs, Plan Development, Direction and Funding 63. Comprehensive Parks Quality of Life Amenities Plan: Needs, Plan Development, Direction and Funding 64. Park Ranger Program Enhancement: Review, Report, Direction and Funding Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 18 65. Police Space Plan: Analysis/Study, Report, Direction and Funding 66. Community Policing Programs/Activities Expansion: Best Practices, Report, Direction, Funding and City Actions 67. Public Safety Workforce Diversification: Update Report, Future Plans and Action Plan 68. Water Infrastructure Master Plan Update: Needs/Gaps, Plan Update, Direction, Projects and Timing and Funding 69. Sewer Infrastructure Master Plan Update: Needs/Gaps, Plan Update, Direction, Projects and Timing and Funding 70. Climate Action Plan Staffing: Review, Plans after Three Years, Direction and Funding 71. Rental Code: Review and Revision 72. Southwest Arterial Development Plan: Update/Review, Direction and City Next Steps 73. Multicultural Family Center Management and Staffing: Review, Update Report, Management Full -Time Positions, Direction and Funding 74. Small Business Grants Program Expansion/Enhancement: Review, Report and City Actions 75. River Boat Docking Project: Update Report and Direction 76. Infill Development Strategy and Policy: Research, Best Practices, Report, Direction, City Role and Actions 77. Highway 20/Northwest Arterial Intersection Re -Design: Completion 78. Indoor Sports Facility: Concept, City Role, Potential Partners, Report with Options, Direction and City Actions 79. Downtown Housing Action Plan: Update Report and Direction 80. City-wide Complete Streets Policy and Action Plan: Update and Direction (including pedestrians and bikes) 81. Urban Bike Lane Plan: Best Practices, Plan Development, Direction, Funding and City Actions Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 19 82. Hotel Attractive/Incentive Policy: Direction and Implementation 83. Ball park Development: Concept, Direction and City Actions 84. Police Take-home Vehicle Policy/Program: Development, Report, Direction and Funding 85. Water Supply for Four Mound: Direction, City Actions and Funding 86. City Data Center: Completion 87. City Staff Compensation Next Steps: Direction and Funding 88. IT Staffing: Direction and Funding 89. Fire Protective Gear: Direction and Funding 90. Dog Friendly Parks Policy: Direction 91. Dog Parks + Amenities Expansion: Report with Options, Direction and Project Funding 92. Comprehensive Sidewalk Plan: Gaps and Condition Analysis, Report, Direction, City Role and Funding Mechanism 93. Historic Preservation Policy and Action Plan: Review, Best Practices, Report with Enhancements, Direction and Implementation 94. Police Management Study: Scope, Study Completion, Direction and City Actions 95. Lights on Wisconsin Bridge: Concept, Direction and City Actions 96. New Bridge to East Dubuque: Assessment, Direction and City Actions 97. Ice 2nd Sheet: Report with Options, Direction, City Role and Funding 98. Human Resource Upgrade Next Steps: Update Report and Next Steps 99. Future City Employee Career Development Program(s); Best Practices, Report with Options, Direction and Action Steps 100. Community Land Trust: Grant Notification, Direction and Action Steps 101. Splash Pads Plan: Best Practices, Plan Development, Direction and Funding Mechanism Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 20 102. Linwood Cemetery: Future Direction 103. Southwest Annexation Policy/Plan: Review, Direction and City Actions 104. Water to Southwest: Update Report and Next Steps 105. Grandview Corridor Beautification Plan: Goals, Report with Options, Direction, City Actions and Funding 106. Bee Branch Project: Next Steps 107. Tourism Enhancement: Performance Review, Direction and Action Plan 2024-2025 108. Grand Harbor Hotel Transition to New Ownership: City Actions Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 21 Top "11" Strategic Priorities for 2024 — 2025 EXECUTIVE PERSPECTIVE 1. Dubuque as an Equitable Community of Choice 2. Projects Underway: Continuing Efforts & Competition of: Industrial Park sewer, Bee Branch Project, Historic Millworks District continued development, Chaplain Schmitt Island Development, the work of the Office of Shared Prosperity, RAISE Grant 3. Limited Capacity for Additional New Projects/Actions 4. Employee Recruitment & Retention: Continue the Organizational Culture Work of Vidl, Implementation of Compensation & Class Study, DEI(B), Employee Survey Results 5. Construction of Approved Housing Units 6. Impact of State Legislation on Funding Sources and Tax Levies 7. Expanding Air Service 8. Street Program 9. Safe Community 10. Population Growth/Workforce Development 11. Partnering with Greater Dubuque Development Corporation on Implementation of You Can Be Great Here Campaign Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 22 Looking to Dubuque's Future Board and Commission Initiatives Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 23 BOARD AND COMMISSION INITIATIVES 2024 - 2025 Dubuque, Iowa June 2024 DEPARTMENT: Airport Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Return of daily commercial air service 2. Infrastructure improvements for possible cargo operations Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 24 BOARD AND COMMISSION INITIATIVES 2024 - 2025 Dubuque, Iowa June 2024 DEPARTMENT: Arts & Cultural Affairs (Economic Development) Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Implementation and accountability of 2024-25 action steps in Commission's 2022-2026 Strategic Plan including: • Update Commission ordinance to ensure workflow, composition, etc. are structured to maximize community impact and be truly reflective of community demographics and priorities. • Provide recommendation to City leadership on staffing and budgetary gaps informed by local work, community needs, and best practices. • Robust review of Arts & Culture grant programs informed by current opportunities, GARE regranting, and NEA regranting 2. Present Public Art Policy to City Council for adoption including consideration of 1% for Arts funding mechanism 3. Advocate to address funding gap in Operating Support program requests versus line -item allocation in City budget 4. Advocate for and assist in securing support for priority projects proposed by Working Groups of the Arts & Culture Master Plan Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 25 BOARD AND COMMISSION INITIATIVES 2024 - 2025 Dubuque, Iowa June 2024 BOARD/COMMISSION: Cable TV Commission Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Review PEG Equipment Grant program purpose, policies, application process, and reporting requirements. 2. Review all PEG channel operations and discuss long-term plans in current television streaming environment. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 26 BOARD AND COMMISSION INITIATIVES 2024 - 2025 Dubuque, Iowa June 2024 BOARD/COMMISSION: Civic Center Commission Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Begin the visioning of the $23 4 million project once the project team is hired with a project that creates a venue for the future and improves the customer experience. 2. Plan renovation with longer term vision of dual purpose indoor/outdoor venue that might be funded as an independent project in the future. 3. Continue to complete capital improvements to Five Flags to have a facility maintained and managed well for the attendees of events and activities. 4. RFP released for management services for the Civic Center and firm selected. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 27 BOARD AND COMMISSION INITIATIVES 2024 — 2025 Dubuque, Iowa June 2024 BOARD/COMMISSION: Civil Service Commission Please list issues or projects that you would like for the city to address this 2024 — 2025 1. N/A Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 28 BOARD AND COMMISSION INITIATIVES 2024 - 2025 Dubuque, Iowa June 2024 DEPARTMENT: Community Development Advisory Commission Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Inflation has increased but Purchase of Service commitment of 100,000 to community partners has not. 2. How can the City of Dubuque, including potentially CDBG funds, help mitigate food desserts. 3. As part of the CDBG Consolidated Plan, can the CDBG program consider supporting academic success. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 29 BOARD AND COMMISSION INITIATIVES 2024 - 2025 Dubuque, Iowa June 2024 DEPARTMENT: Historic Preservation Commission Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Black Heritage Survey — Continue to work with Consultant team, Dubuque Heritage Works, SHPO, University of Dubuque and Loras College to tell a more complete history of our community. 2. Historic Preservation Month - Proclamation; Media release about events; free day at Eagle Point Park; present Ken Kringle Awards and announcement at City Council meeting. 3. Deereville Neighborhood Survey — Preliminary survey complete; Exemplification of national issues on local level, with a post -World War II neighborhood outside of downtown, following trends and characteristics of housing practices nationwide. 4. Rockdale Flood Memorial — Explore potential for 150th Anniversary remembrance on July 4, 2026, partnering with local historians. 5. Eagle Point Park Historic Structures Report — assist Leisure Services Department with facilitating the Jeffris Foundation Grant to assess the Caldwell structures and make recommendations for rehabilitation/restoration. 6. Voelker Highlands Neighborhood Survey— Preliminary survey complete and potential district identified; a more in-depth survey of the neighborhood is warranted for this non- downtown/Hill area of early 20th Century development. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 30 BOARD AND COMMISSION INITIATIVES 2024 - 2025 Dubuque, Iowa June 2024 BOARD/COMMISSION : Carnegie -Stout Public Library Board of Trustees Please list issues or projects that you would like for the city to address this 2024 — 2025 1. More free and accessible parking solutions near the Carnegie -Stout Public Library for library users. Would love to discuss further as part of new smart parking plan. 2. Support the Carnegie -Stout Public Library in the pursuit of fundraising goals to complete a phased expansion project as it looks ahead to projected growth of the Dubuque Community and seeking more square footage to the existing structure to provide the highest quality library services, the library's Maker Space, and programming for current and future needs. 3. Support capital improvement projects that improve and maintain the Carnegie -Stout Public Library as an historic and beautiful facility for residents and visitors to enjoy. Projects ensure that the library remains an important and beautiful amenity for residents of Dubuque. 4. Support continued improved safety measures for downtown Dubuque including adequate lighting, safe pedestrian travel, speed of traffic, and other general neighborhood safety issues. 5. Support staffing needs at the library, specifically in critical community connection positions such as marketing and outreach. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 31 BOARD AND COMMISSION INITIATIVES 2024 - 2025 Dubuque, Iowa June 2024 BOARD/COMMISSION: Long Range Planning Advisory Commission Please list issues or projects that your Board/Commission plan to address during the next year 2024 — 2025. 1 Implementation of the 2017 Imagine Dubuque Comprehensive Plan • Continued implementation using a collective impact model • Implementation of the Plan within the City organization is underway • Direct and participate in the Imagine Dubuque Implementation's Call to Action events and inclusive community engagement efforts. • Continual development of website to track progress in implementation of the 2017 Imagine Dubuque Comprehensive Plan 2 Participate in the update of the City of Dubuque Unified Development Code to represent goals and values from the Imagine Dubuque Comprehensive Plan. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 32 BOARD AND COMMISSION INITIATIVES 2024 - 2025 Dubuque, Iowa June 2024 BOARD/COMMISSION: Resilient Community Advisory Commission Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Fully support permanent funding of the Climate Action Coordinator position. 2. Support, review and inform update to the Unified Development Code as it relates to Sustainability and Resiliency efforts. 3. Advise and support City Council to adopt a science -based target for emissions reduction. (62% reduction from 2018 levels by 2030) 4. Ongoing support and research related to renewable energy; specifically, community solar options. 5. Discuss, advise and support improving, mobility options to make it easier to choose walking, biking, and transit as transportation modes. 6. Increase greenspace — support efforts by city and community to increase green areas. 7. Continued support and advisement on waste reduction in city operations and community wide. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 33 BOARD AND COMMISSION INITIATIVES 2024 — 2025 Dubuque, Iowa June 2024 DEPARTMENT: Transportation Services Please list issues or projects that you would like for the city to address this 2024 — 2025 1. NA Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 34 BOARD AND COMMISSION INITIATIVES 2024 - 2025 Dubuque, Iowa June 2024 DEPARTMENT: Zoning Advisory Commission Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Evaluation and update of the Unified Development Code. The Imagine Dubuque Comprehensive Plan includes specific recommendations for zoning and land use. Iowa Code requires City zoning regulations be consistent with the Comprehensive Plan. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 35 BOARD AND COMMISSION INITIATIVES 2024 - 2025 Dubuque, Iowa June 2024 DEPARTMENT: Zoning Board of Adjustment Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Evaluation and update of the Unified Development Code. The Imagine Dubuque Comprehensive Plan includes specific recommendations for zoning and land use. Iowa Code requires City zoning regulations be consistent with the Comprehensive Plan. Consultant evaluation and update of the 2009 Unified Development Code is needed. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 36 Looking to Dubuque's Future Departmental View Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 37 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Airport From your department's perspective, what are the major challenges facing the city over the next 5 years? > Currently no commercial daily air service at DBQ > Ability to recruit and retain employees > Reduction of tax funds due to State of Iowa changes Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 38 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Airport Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Return of daily commercial air service to DBQ. Weekly meetings with DBQ Air and monthly with Dubuque Chamber Air Service Task Force. 2. Taxiway Alpha Construction project - Phases 1 and 2. This is multi -year infrastructure project estimated at nearly $30 million. 3. Terminal Solar Photovoltaic project is nearing completion. 4. Reconstruct General Aviation Apron project will begin summer of 2024. 5. Construction of state funded large corporate hangar is nearing completion. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 39 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Airport Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Continue lobbying Congress for an increase in PFC level, AIP funds, and pilot shortage challenges 2. Continue marketing commercial airline service to business and leisure community 3. Replacement or modernization of FAA aircraft contract tower Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 40 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Arts & Culture From your department's perspective, what are the major challenges facing the city over the next 5 years? 0 As a result of the pandemic, many small arts and culture organizations are struggling to stay afloat and are facing uncertain futures. They are having to adapt quickly by finding new ways to engage with their audiences virtually, seeking alternative sources of funding, and exploring creative solutions to keep their businesses running. Support from the community, government grants, and partnerships with other organizations will be crucial in helping small arts and culture organizations recover from the pandemic. It is important for all of us to recognize the value that these organizations bring to our communities and do what we can to support them during this challenging time. 0 Dubuque reflects a changing diversity in its population, culture, and opportunities. With a mix of different ethnicities, backgrounds, and beliefs, the city is a melting pot of perspectives and experiences that need to be considered throughout city planning. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 41 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Arts & Culture Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Arts & Culture is currently working to develop a public art policy. By developing a comprehensive public art policy, Arts & Culture aims to enhance the cultural vibrancy of our city and create opportunities for artists to showcase their work in public spaces. This policy will help ensure that public art projects are thoughtfully planned, executed, and enjoyed by residents and visitors alike. 2. Arts & Culture is working to make the Art on the River exhibition more welcoming and inclusive by featuring a diverse range of artists and artwork that represent different cultures, backgrounds, and perspectives. Showcasing a variety of artistic styles and themes, allows the exhibition to appeal to a broader audience and create a more inclusive space for all visitors to enjoy and appreciate art. Additionally, Arts & Culture is actively engaging with local community groups and organizations to ensure that the exhibition reflects the diversity of the surrounding area and provides opportunities for underrepresented artists to showcase their work. 3. Arts & Culture is working to research new funding opportunities. By staying informed about new grant and funding opportunities, the City of Dubuque Arts & Culture can increase their chances of receiving the necessary resources to make a positive impact in their communities. It is also a way to diversify funding sources and ensure sustainability in the long term. 4. Forging new relationships to better understand the needs of the community. By actively listening and empathizing with others, we can create a positive impact in their lives and foster long-lasting connections based on mutual respect and understanding. Ultimately, forging relationships based on meeting the needs of others can lead to personal growth, fulfillment, and a sense of community. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 42 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Arts & Culture Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Revisions to current rant programs 2. Establish Public Art Policy 3. Create inclusive and diverse programming 4. Locating additional funding sources for grants Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 43 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: City Clerk's Office From your department's perspective, what are the major challenges facing the city over the next 5 years? > Civil Service processes limit the city's ability to efficiently and effectively hire police and fire staff > More complex open records requests that involve significant staff time > Lack of diverse representation on city boards and commissions Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 44 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: City Clerk's Office Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Replacing the City Council agenda and meeting management platform Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 45 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: City Clerk's Office Please list issues or projects that you would like for the city to address this 2024 — 2025 NONE Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 46 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: City Manager's Office From your department's perspective, what are the major challenges facing the city over the next 5 years? > Evolution of organization in change: continuing to increase employee satisfaction in work (measured via employee survey) leading to positive recruitment and retention outcomes; diversifying our applicant and employee demographics to better reflect the community; increasing trust, appetite for innovation and flexibility to create a more highly performing organization; need for succession planning and employee pipeline development; and improve emotional intelligence and wellbeing of our employees. > Improving equity, inclusion and belonging outcomes for ALL of our employees. Disaggregated employee survey data tells us that our non -white employees report lower feelings of belonging, inclusion, support, opportunity for advancement. > Capacity of an already lean organization with burned out staff: Maintenance of service delivery to all citizens that meets community expectations and balances available resources, while also taking on new initiatives. While there is much work to be done, we need to truly prioritize for the coming year in order to make actual progress or priorities with finite human and financial capital. Potential changes in access to funding sources may further burden limited staff capacity and ability to finance necessary services and infrastructure. > Continuing to find tangible ways to implement our internal and community -facing equity vision (e.g. policy change, financial investments in minority/women-owned businesses and led non -profits, equitable fines & fees implementation) and build internal capacity to measure outcomes of work (not input our output), leading to actual change. > High performing government and internal city initiatives will need increased resources from current human capital (e.g. new ERP system affecting almost all areas of operations, working on process improvements for the system and looking at how we do business internally, internal safety initiatives and training, increased training of supervisory employees, department equity plan work) limiting time or competing for time available for external initiatives or additional or new priorities. Development of our human capital must be seen as a priority in terms of time allocated for this work and cannot be seen as an "extra" put on top of a full workplan if true organizational change is desired. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 47 > The State legislature's attacks on local control and decisions impacting local revenue sources and cities' ability to manage affairs independently. > Maintenance of existing built infrastructure while also developing new facilities and projects > Availability of a variety of quality, affordable housing options (rental + owner -occupied) for all residents and assistance to help unhoused/underhoused residents secure housing > Losing commercial air service to Dubuque > Keeping pace with and finding ways to effectively and ethically utilize artificial intelligence and other fast-moving technology changes Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 48 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: City Manager's Office Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Expansion of ViDL organization culture work to include leadership team 2. Compensation & classification study: report & implementation strategy 3. Replacement of WebQA with new citizen response system (CRIVI) 4. Development of Artificial Intelligence policy, work group, and strategy 5. City Hall, City Hall Annex, and Multicultural Family Center renovation Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 49 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: City Manager's Office Please list issues or projects that you would like for the city to address this 2024 — 2025 1. City Workforce Recruitment & Retention Strategy: • Implementation plan for Compensation & Classification Study • Succession planning, mentoring/job shadowing, and internal "pipeline development" 2. Organizational Culture Continuous Improvement • Implementation of ViDL Organization in Change contract • Performance Reviews • Exit Interviews • Implementation of Employee Resource Groups • Supporting the brain health needs of employees including addressing work environment concerns and development of internal supports (e.g., EQVille, Peer Support Team) 3. Artificial Intelligence policy & strategy 4. City's role in supporting unhoused residents, including creation of safe, affordable housing units; secondary responder model; financial support of CSEI Housing Hotline where over 75% of calls come from within the City of Dubuque. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 50 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Economic Development From your department's perspective, what are the major challenges facing the city over the next 5 years? > Increased interest rates & supply chain delays = lags in housing starts > State of Iowa tax regulations = less revenue to fund efforts Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 51 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Economic Development Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Central Avenue implementation of master plan recommendations 2. Hispanic -owned business assistance (NLC + Innovation Lab) — will be done in August 3. Chaplain Schmitt Island planning 4. Historic Millwork District master plan recommendations implementation 5. Brownfield remediation/grant utilization in South Port and other downtown areas 6. Hotel development 7. Sports complex development 8. Childcare coalition quarterly meetings Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 52 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Economic Development Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Increase population Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 53 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Emergency Communications From your department's perspective, what are the major challenges facing the city over the next 5 years? > Adequate Staffing > Recruitment and Retention > Navigating a training plan for new staff > Moving to New Communication Center — We will be in a building by ourselves after many years of being with both police and sheriff office opposite side of the City. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 54 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Emergency Communications Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Additional Training for Staff — Navigating a training plan for new staff 2. New Communication Center 3. New CAD computer system 4. Prepared Live — paid version Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 55 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Emergency Communications Please list issues or projects that you would like for the city to address this 2024 — 2025 1. County Management of the 911 Center 2. Staffing and retention- Staff having to work overtime to keep the proper coverage when others want time off. 3. Administrative assistant/clerk support for increased paperwork Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 56 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Engineering From your department's perspective, what are the major challenges facing the city over the next 5 years? > Staff salaries, our department's engineers and technicians are currently paid at the bottom of pay scale compared to other similar cities in Iowa and in the private sector. This puts the City at a competitive disadvantage when trying to attract and keep high performing, high caliber engineering staff. One example is that the City has been trying to fill the Civil Engineer II position for over a year. For the past 15+ years the Engineering Department has consistently delivered state and regional award -winning infrastructure projects and always produced a high volume of work. This performance level is only obtainable because of the high quality of talent within our department. If the same level of quality and quantity production is desired in the future than we need to be able to compete for high level talent when filling positions. > Current vacant positions within the Engineering Department • Camera Technician - Vacant since 6/2022 • Engineering Technician - Vacant since 9/23 • Engineering Technician - Vacant since 7/23 • Survey Technician/Utility Locator - Vacant since 11/23 • Civil Engineer II - Vacant since 11/23 > Retention and recruitment. With the large number of tasks (stated in the first bullet) that are given to others and there is less time for employee's main duties, burn out and mental health issues will climb. Recruiting full-time or even part-time employees has been a struggle with the current HR timelines and coordination. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 57 > Every year equipment systems & data sets that staff are asked to deploy/install/manage/ maintain become more technically complex. To manage technically complex systems smart people are required. Smart people in the current labor market do not get paid at below or mid - market wages. The city has been and will always be understaffed, thus departments need to get the most production possible out of each authorized position. High production/performing employees in the current labor market do not get paid at below or mid -market wages. These types individuals trying to operate in fast pace, technically complex environments creates significant risks of doing work incorrectly which results in damaged equipment costs, violation of regulations, risk of injuring fellow coworkers, and lawsuits. A high-performance government needs high performance employees. The City needs to either adopt a strategic policy of deploying more simple technology or start doing what needs to be done to get high performance talent on the payroll. > The large volume of Iowa One Call utility locates to process. Current volume of utility locates are triple the normal volume in the summer Engineering technical staff have to drop normal duties to assist with the marking of utilities. This is an unfunded mandate from the state and requires all utilities to be located in 48 hours regardless of volume. 2023 Iowa One Ca11 Stats: • Total Tickets: 8953 (second highest volume, behind 2020 at 9830) • Month of Highest Ticket Volume: April - 1336 tickets • Week of Highest Ticket Volume: 4/9/23 - 4/15/23 454 tickets • Emergency Tickets: 201 > Staff Capacity: The fiber -to -the -home work of ImON is overwhelming engineering staff to stay abreast of issues. ImON has multiple construction crews in Dubuque working to install fiber optic infrastructure in multiple neighborhoods. ImON is doing about 5 years of work in 2- 1/2 years. It is a significant effort that will tough every Dubuque neighborhood. Staff are working with residents as best they can to address concerns about future service and restoration in yards. > Staff Capacity: Fiber optics has become a critical infrastructure utility within the City. Managing all the fiber optics, both existing and new build outs has become overwhelming and unmanageable for the Traffic Operations staff. • 2022: 35,000 linear ft of fiber optics installed • 2023: 44,000 linear ft of fiber optics installed • 2024: even more > Street Improvement Funding: Condition of older concrete streets are continuing to deteriorate. We have streets that were installed in the 1990's that are at end of life. The cost to rehabilitate these streets is significant. There is a need for significantly more pavement rehabilitation funding so major collector streets can be rehabilitated. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 58 O Aging Infrastructure: The age of underground sanitary sewers, storm sewer and water mains is very old. There is concern about the failing infrastructure and the inability to keep up with adequate funding to address this. Many of these are in alleys where replacement will be very expensive. O Adequately responding to the demand for better pedestrian and bicycle infrastructure in Dubuque. There are multiple stakeholder groups asking for better pedestrian and bicycle infrastructure (bike lanes, signage, bike racks, wayfinding, trails) in the community. The tri- state area pedestrian and bicycle plan will be completed in 2023. The next thing will be a need for more funding to help implement the plan. O Managing multiple state and federal grants • East-West Corridor Capacity Improvements - Iowa DOT SWAP Funds • 14th Street Overpass, Elm, 16th Complete Streets - Fed RAISE Planning Grant • NW Arterial Project - Fed BUILD Grant, Iowa DOT SWAP Funds • JFK Left Turn Lane Project - Iowa DOT TSF funds • STREETS Project - Multiple Fed / DOT Grants • 2022 BIG Tier 1 Grant for Dredging - USFWS / DNR Grant • 2024 BIG Tier 1 Grant for Dredging - USFWS / DNR Grant • JFK Sidewalk - Fed Safe Routes to School Grant • Chaplain Schmitt Trail - Fed Community Project Funding Grant • Bee Branch Trail - Fed TAP Funds • Asbury / Chaney, Asbury / Carter Intersection Signals - Fed STBG Funds • Multiple SRF Funded Projects • Bee Gate and Pump Replacement Project - US EDA Disaster Recovery Grant, FEMA Community Project Funding, State Flood Mitigation Program Sales Tax Increment • Iowa Amphitheater Project - Destination Iowa Grant • Brownfield Cleanup Project - Fed EPA Grant O The implementation of the Central Avenue Master Plan. Funding will need to be identified to implement the plan. O East-West Corridor Capacity Improvements - with funds getting reallocated to support the RAISE Capital Grant application for the 14th Street Overpass Project, how do we now fund final design, property acquisition, and construction? O Cedar Cross Road Reconstruction Project - with funds getting reallocated to support the RAISE Capital Grant application for the 14th Street Overpass Project, how do we now fund final design, property acquisition, and construction? Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 59 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Engineering Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. NW Arterial State of Good Repair Project - completed, significant staff time required for audit preparation and project close out 2. Bee Branch Trail - Phase 1 Project - completed, significant staff time required for audit preparation and project close out 3. East-West Corridor Capacity Improvements - complete preliminary design and NEPA clearance 4. RAISE Planning Grant - complete the Phase I (Concept Design / Preliminary Design / NEPA / Public Involvement) for a multimodal transportation corridor project for proposed improvements to the Elm Street corridor, the 16th Street corridor, the Kerper Blvd. corridor, Chaplain Schmitt Island corridor, and the proposed 14th Street Railroad (vehicular and pedestrian) Overpass bridge project. 5. Green Alley Project - 15th street to 17th Street Between Iowa Street and Central Avenue 6. Green Alley Project - 17th Street to 18th Street between Central Avenue and White Street 7. 42-inch diameter sanitary sewer force main stabilization project (USACE partnership) 8. North Grandview from Loras to Auburn - Major Pavement Rehabilitation 9. Plaza and Holiday Drive Intersection Reconstruction 10. Auburn and Custer Watermain, Sanitary Sewer, Street Reconstruction Project 11. ADA Curb Ramp Replacement projects - 4 projects, coordination with PW Overlays 12. Sidewalk inspections — A lot of coordination work with residents Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 60 13. Coordinating with multiple internet providers for Fiber to the Home. Approximately 5000 properties a year are getting fiber to the home each year over the next 1 to 2 years. That is for one provider. 14. Chaplain Schmitt Federal Community Project Trail Grant Project — Construction and Audit 15. Railroad Quite Zone Study 16. Sanitary Sewer Asset Management Plan Completion 17. Smart Parking and Mobility Management Plan - Implementation 18. Citywide Fiber Cable Backbone Master Plan 19. Bee Branch Stormwater Pumping Station Project (16t1i Street/Kerper Pumping Station) 20. City Facility Integrated Access Control 21. Federal Building HVAC system condition assessment and long-term replacement plan 22. City Hall, MFC, Old Engine House, Federal Building Tuckpointing 23. STREETS Project - Phase 1 Go Live, Begin Phase 2 development 24. Heeb Street Reconstruction Project — South of Kaufmann Avenue. Expensive utility assessments 25. Tamarack Sanitary Sewer Extension Project - Construction 26. Twin Ridge Sanitary Sewer Extension and Lagoon Abandonment Project - Construction 27. Granger Creek Lift Station Improvements - Construction 28. Old Mill Road Lift Station & Force Main 29. 2024 Pavement Marking Project 30. Sanitary Sewer Utility Asset Management Plan 31. Cedar and Terminal Street Lift Station and Force Main 32. Grove Terrace Sanitary Sewer Reconstruction Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 61 33. Wildwood Drive Bridge Replacement — Design 34. ImOn Ice Arena — Dehumidification, HVAC, Generator Set System Design, Bid, and Construct 35. Riverfront Lease Management 36. Facility Management Team — Deferred building maintenance corrective actions 37. Public Electric Vehicle Chargers. 38. Schmitt Island Amphitheater Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 62 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Engineering Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Filling multiple open positions in Engineering. We are finding it difficult to fill our positions due to the lack of a competitive salary. 2. Change in policy for hourly staff to not get overtime compensation over 8-hours worked in a day and now only quality for overtime after 40-hours of time worked. In the past, hourly employees received overtime after 8-hours because Eng Dept staff are required to be onsite while contractors are working, typically 8, 10, 12 hour per day during prime construction season. Based on the new policy, overtime pay only after 40 hours of worked hours in a week, if there is a holiday, or an employee takes a vacation day(s), or needs to take use sick leave, they potentially not be eligible for overtime compensation. 3. The City applied for a $39M RAISE Capital Infrastructure Implementation Grant to assist with the construction of a multimodal transportation corridor project for proposed improvements to the Elm Street corridor, the 16th Street corridor, the Kerper Blvd. corridor, Chaplain Schmitt Island corridor, and the proposed 14th Street Railroad (vehicular and pedestrian) Overpass bridge project. If the City is successful in receiving the RAISE Capital grant, it will take significant staff time and resources to manage and administer this multi- million -dollar, multi -year project. 4. Funding and prioritization of a more holistic ADA sidewalk inspection program. In recent years the City's goal to have the Public Works Department included 10 miles per year in the paving overlay program along with the City Attorney's Office directing that all ADA ramps within the pavement overlay project limits must be brought up to current standards in order for the City to remain in compliance with Federal law has left no resources to proactively inspect sidewalks around the city. Department technical staff have a general observation that the overall condition of city sidewalks is slowly deteriorating except within recent paving overlay project limits Deteriorating public sidewalks have a negative impact on overall mobility and public safety within the city. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 63 5. New policy needs to be established and funding support is needed for the maintenance of multi -use paths and bike trails. As of now who is responsible for these activities are unclear. A recent spot check of trails segments by the Engineering Department between the NW Arterial, 32nd Street south to Chaplain Schmitt Island identified several safety and maintenance issues of concern including no longer visible trail paint markings, unreadable or missing stop signs at roadway crossings, branches hanging over the trails at head height for bicycle riders, potholes, settled trail pavement of over 1" at a manhole & both Peosta Channel bridge approaches that creates a trip hazard, a fire hydrant marker pole and loose tarp on the (continued next page) greyhound park fence intruding into or immediately adjacent to the trail travel way creating safety issues, missing ADA tactile warning strips at trail segment crossings of streets. Additionally, some of the older sections of trail are in need of immediate crack sealing, if not the pavement will deteriorate over the next 1-3 years where completely repaving the trail will be the only option to restore these trail segments. Since the Engineering Department is responsible for roadway transportation safety, design of trails, and complete street implementation it seems natural that if trails are seen as mobility assets the new policy would have the Engineering Department be responsible for trail safety. Trail pavement maintenance could either be insourced to Public Works or outsourced by Engineering if we are provided maintenance funds or are allowed to use roadway funds on the trails. 6. A policy needs to be adopted for reconstructing alleys. Currently, any alley that needs reconstruction requires all of the abutting property owners to pay 100% of the costs to reconstruct the alley. When we were building the $9.4 million green alleys, we assessed residents at our normal street reconstruction percentage of 15% to 20% of the costs. Many of the alleys that have not been reconstructed as green alleys are falling apart. Refuse trucks go down the alleys to collect from behind properties. The alleys are turning to gravel and have many potholes. We need a funding stream to address alleys moving forward. 7. Will the City be applying for an SS4A Capital Infrastructure Implementation Grant ? The City, East Central Intergovernmental Association or ECIA, and our regional local partners were notified of our awarded Safe Streets for All (SS4A) Grant. The SS4A grant will assist with developing a regional roadway network comprehensive safety action plan. Iowa State University Institute for Transportation will lead the effort to development of a comprehensive safety action plan for the regional roadway network to achieve the long-term objective of reducing transportation related injuries and working towards zero deaths. It is the objective of the City, ECIA, and partners to complete an Action Plan so that we have identified potential roadway or intersection improvement projects which will be well positioned to compete for future SS4A Implementation grant opportunities. 8. Fiber optics has become a critical infrastructure utility within the City. Discuss - should fiber optics become it own City utility ? Setup program to staff, manage, and operate the fiber optics utility ? Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 64 9. Staffing for Traffic Operations Center With 2 staff responsible for managing and operating the Traffic Operations Center, including 117 signalized intersections, and 1,500 cameras, and 1 staff person is primarily dedicated full time to managing the fiber optics network, along with new fiber build outs. This primarily leaves 1 staff member available to manage and operate the Traffic Operations Center. This is not sustainable and is a concern. 10. Initiate a Downtown Master Plan Study. Good urban design is the result of a well - coordinated blend of urban planning, urban architecture, and civil engineering. Good urban design results in livable neighborhoods, poverty reduction through easily accessible alternative forms of transportation, creating a vibrant community by creating a sense of place within the public realm, more affordable housing stock, increased implementation of sustainable practices and carbon emission reductions, and the creation of transformative public gathering spaces that promote equity and inclusion that can connect people of all backgrounds and begin to cultivate trust within our community. The City's current decision - making process is mostly siloed and fractured and often based on making short-term tactical decisions vs. making long term strategic decisions. The current pressure to expedite the Development Review Team approval process achieves the outcome of creating individual pieces of the puzzle. Nobody at the city is currently focused on how all of these puzzle pieces will fit together 20 years from now. The current process diminishes efforts to produce the results as stated in the 2038 Dubuque Vision Statement. The City often makes major individual development decisions with only one or two content matter experts in the room representing Engineering, Planning, Economic Development, Parking, Transit, Sustainability, OSP, Housing, and Health. The CMO is not equipped to bring all of the expertise of these departments to a decision -making meeting with a developer. Lost opportunity example - high performing cities around the country are beginning to focus on transit -oriented development. In the current city decision making process for development TOD will never become a possibility because departments are mostly focused on the micro vs. the macro polices that a require to make TOD a success. A Downtown Master Plan Study will create the needed, more detailed playbook, for city staff to follow in order to produce well integrated results in the downtown area for initiatives such as creating highly livable neighborhoods, TOD, or other improvements that all help to facilitate the city council's 2038 vision statement. 11. There is some uncertainty on how federal infrastructure funding will affect projects. Will projects get shifted to provide local match for grant opportunities / funding? Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 65 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Equity & Human Rights From your department's perspective, what are the major challenges facing the city over the next 5 years? > An increased number of food deserts, price -gouging at grocery stores in low-income neighborhoods, and reduced access to fresh produce that is affordable and easily accessible for low-income families. > Public transportation that requires long bus rides to go just a few miles, and service that ends too early for many users. > Inadequate amount of affordable housing and availability is mostly segregated to low-income neighborhoods instead of interspersed throughout high -opportunity neighborhoods that might offer more educational opportunities and lower crime rates. Affordable housing units not inspected frequently enough which can foster poor living conditions, higher utility bills for low-income renters than for many homeowners, and landlord retaliation and abuse for reporting concerns to Housing. > Lack of awareness among minorities that financial planning, assistance, and investment is available to small minority -owned businesses. > A limited number of community -wide events that showcase and celebrate cultural diversity and the lack of inclusion of members of these communities in the development and planning of events. > Bills passed at the state level that are purposefully and aggressively targeting LGBTQ+ and DEIB programs in schools, municipal government, communities, and organizations across the state of Iowa. > Lack of prompt, easily accessible, and high -quality resources to address the growing mental health crisis. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 66 0 The continued loss of younger, more diverse workforce because there is a lack of affordable housing options, a low availability of jobs that pay a competitive living wage, and the lack of culturally diverse events that appeal to different racial and ethnically diverse groups. O Disproportionate arrests and incarceration of African American male juveniles and adults compared to similar arrests of Caucasian males. O A lack of diversity among residents (BIPOC, LGBTQ+, etc.), and the inability to retain and/or attract new residents due to discriminatory attitudes and actions by organizations and residents within the city. O Too few facilities, or beds within existing facilities, to house homeless or at -risk women with or without pets. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 67 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Equity & Human Rights Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Providing assistance and consultations to departments in developing and achieving depaitiuent level equity plans and goals. 5. Increased opportunities for city employees to participate in intercultural competency and DEIB related training. 6. Updates and enhancements to departmental marketing materials and media. 7. Continued efforts to update the Language Access plan for City departments. 8. Offering the annual Dubuque Equitable Community Grant. 9. Offering presentations and training opportunities on DEIB and intercultural competency topics for area businesses, organizations, and residents. 10. Attending community events to advance the efforts and visibility of the Equity & Human Rights department, as well as to inform the public of their rights, and to educate the public on how and why to file discrimination complaints with our department. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 68 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Equity & Human Rights Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Increase awareness among minorities that financial planning, assistance, and investment is available to small minority owned businesses throughout the City. 2. Increase planning and implementation of events (i.e., concerts, plays, fairs, etc.) that directly appeal to different racially, ethnically and culturally diverse groups, and include individuals from those groups in the planning and execution of the events. 4. More frequent housing inspections (every two years ideally) and implementation of methods to guard against retaliation by landlords towards renters who report problems. 5. Increased diversion options for African American juvenile and adult offender arrests. 6. More shelter facilities or beds for homeless or at -risk women, as well as facilities for individuals who have pets. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 69 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Finance From your department's perspective, what are the major challenges facing the city over the next 5 years? > Finance Staff/Utility Billing increase knowledge about the new ERP system, its features and how to make it work best for the City. Work towards using the ERP system to its full potential. > Increase the number of applications for discounted utility fees > Utility Billing Supervisor succession planning, new Utility Billing Supervisor, training & reviewing current practices, making new policies and procedures > Hiring/Retaining qualified staff. Low number of applicants and often the most qualified accept positions elsewhere > City-wide staff acceptance and training for all modules of the new Enterprise Resource Planning System (Tyler Munis — Finance/Budget/HRM/Utility Billing/Asset Management) > HF 718 Property Tax Legislation and implications to FY26 and beyond budget process > City-wide staff acceptance of a safety -first culture Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 70 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Finance Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Tyler Asset Management ERP Implementation — Fall 2024/Spring 2025 2. Tyler Employee Reimbursement ERP Implementation — Fall 2024 3. Tyler Advanced Scheduling ERP Implementation — Summer 2024 4. Maintain/Improve City Bond Rating — Updated credit rating Summer 2024 with bond sale 5. Maintain enterprise/general fund reserve funds to 25% - exceeding 25% currently and planned through five-year budget projections (FY25-FY29) 6. Stable property taxes for residents and businesses — 5% increase to Average Homeowner, 6.27% increase for commercial for a $150,000 property, 3.89% increase to Average Industrial in FY25 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 71 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Finance Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Training of new Utility Billing Supervisor, estimated to start July 1, 2024 2. Fiscal Year 2024 Year -End in Tyler ERP System — 6/30/24 thru 7/1/24 3. Calendar Year 2024 Year -End in Tyler ERP System for W2 and Payroll Reporting — Dec 24 4. Monitoring policy changes related to ERP implementation and monitoring ongoing training and support for end users - Ongoing 5. Tyler Employee Expense Projections Budget Staff Training — August 2024 6. Budget document data re -linking project — June -August 2024 7. Bond sale and related credit rating presentation — Summer 2024 8. City -Wide Safety Program continued implementation 9. Electronic bidding — Fall/Winter 2024 10. Debt and Investment Management Software RFP — Fall/Winter 2024 11. Banking Services RFP — estimated release June/July 2024 12. Payment Kiosk ResearchBudget/Implementation — Request quotes and submit FY26 budget request Oct 2024 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 72 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Fire From your department's perspective, what are the major challenges facing the city over the next 5 years'? > Continuing to improve efficiency as a city. (buildings, vehicles, programs, processes) > Recruitment and retention > Look for ways to improve the city new hire onboarding process- training plans > Pay in class and compensation study for city > Infrastructure (City Buildings) > Identification of all businesses and establishing a collaborative process for the identification of buildings, owners, businesses. Does not need to be restrictive or burdensome to business owners. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 73 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Fire Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Station Location Study 2. Assessment Center Promotional Process 3. Training Division/ Safety officer support (Preparing for 2 shift commander position at 10,000 incidents if achieved). 4. Fire Headquarters bunk room remodel, HVAC, and Fire administration office update (may require relocation of administrative offices to improve space requirements. 5. Reevaluation of departments response plans and effective response force 6. Dispatch nature codes- Too many, delays in the dispatching system 7. Replacement of the command vehicles 8. Improvements to response times 9. Replacement of cardiac monitors 10. Upgrade of radios 11. Fire boat replacement 12. Fire station generators- replacement 13. Wireless headsets 14. Burn tower improvements 15. Administrative structure Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 74 16. Strategic planning/ community risk reduction (AED program, slips and falls, mental health response, elderly resources) 17. Equity Plan Work Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 75 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Fire Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Fire Headquarters HVAC project- Larger than expected and beyond the skills and capabilities of fire depaitiuent personnel. 2. Fire Administration office space 3. Fire Station Conditions- Creating a 25-year fire station master replacement plan 4. Fire Station Location Study Resources 5. Continued support and appreciation for recruitment and retention efforts Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 76 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Health From your department's perspective, what are the major challenges facing the city over the next 5 years? > Walkability and bike ability and connectivity throughout the city. Public Health Director assists in engagement efforts around biking. Little progress made on items noted in Imagine Dubuque plan > Empty office space and inefficient use of current office space. Maintenance of current city buildings and facilities > Nuisance and Animal control enforcement for those with brain health issues and substance use disorders, along with those living in poverty > Equipping City staff with knowledge and tools to work with citizens, including homeless, experiencing brain health issues —i.e., Police, Fire, Health, Housing, Planning, Legal and Emergency Communications > Pet licensing system — in house or contracted? Studying options > Office space/location/public accessibility/staff security and no conference meeting space in building > Animal Control ordinance revisions, vicious dog ordinance > Staffing Cooling and Warming Centers for weekends, holidays and overnight. Assessing need for daytime and overnight shelters. > Chronic nuisance violations for those with brain health issues > State of Iowa laws for home food processing > Lack of emergency care veterinarian services > citizens not able to afford rabies vaccinations and pet licensing Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 77 > Air quality- impact of Canadian wildfires and trucks on Central Ave > Equitable fines and fees > Equity plan- positive strides continue with health equity via Crescent Community Health Center, but specific departmental actions in the departmental plan need revising > Have equitable access to mental/brain health and substance use disorder services Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 78 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Health Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Air Quality EPA Path forward updates 2. Implementing Employee Development and Appraisal process 3. participate in Mobility Team: bikeability, walkability initiatives and support/look for policies and environmental change that lead to healthy life 4. Opioid misuse planning and response in conjunction with Dubuque County 5. City emergency preparedness planning and planning of exercises and drills for staff Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 79 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Health Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Researching pet licensing systems including outsourcing vs in-house 2. Update Animal Control ordinance 3. Contract for veterinarian services 4. Review and update public health emergency response plan in conjunction with Dubuque County Health Dept 5. Mobility Team: safe and connected travel, walking and biking 6. Develop and promote educational materials on the health impacts of air pollution, extreme heat, longer allergy seasons, and vector -borne disease (CAP) 7. Establish a process (and expand the number of platforms e.g., social media) to notify schools, community organizations, residents, and businesses period during of air quality, water quality, extreme heat, and extreme weather concerns. provide educational resources on actions for personal and family safety. (CAP) 8. Increase household education about water quality and food storage risks resulting from power outages associated with increased extreme weather events (CAP) 9. Develop and promote educational materials on the health impacts of air pollution, extreme heat, longer allergy seasons, and vector -borne disease (CAP) 10. Ensure integrated community centers that provide space for recreational and educational programming, counseling and support services, and socialization readily available to all vulnerable and at -risk populations within walking distance or convenient public transit service oI Crescent Wellness Center- Resiliency HUB (CAP) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 80 11. Resiliency HUB planning and implementation 12. Educate public, healthcare, and public health professionals about health risks posed by climate change, including potential changes in air quality and impacts on mental health.(CAP) 13. Strengthen education and outreach efforts in culturally appropriate and accessible ways, especially for those most vulnerable to potential impacts of flooding, to help the public understand, prevent and respond to vector -borne diseases (CAP) 14. Update Public Health Preparedness Emergency Response Plan Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 81 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Housing & Community Development From your department's perspective, what are the major challenges facing the city over the next 5 years? > Deteriorating infrastructure (sewer laterals) and housing conditions in low/mod-income areas. > Aging population with limited incomes and ability to maintain owner -occupied homes. > Rising Cost of Construction > Low vacancy rate in the City of Dubuque's rental stock > Low HCV Voucher acceptance rate among area Landlords > Lease up rates in the City > Contractor engagement with new technology as we implement a new software system > AI integration with current ICS processes and workflows > Updating plan review processes and integration with new software > Managing difficult property owners who are unwilling or unable to bring violations into compliance > Public participation on Boards and Commissions with local residency requirement. We have several professionals that base their business within the city but reside outside the city > Time required to get legal processes completed, with limited legal resources > Making sure public access is maintained with rapid changes in technology > Turnover and changes at the state level and at HUD Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 82 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Housing & Community Development Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. NSPIRE Implementation from HQS for the HCV Program 2. HOTMA Implementation for HCV Program 3. Briefing updated and revised for HCV Program 4. Working to reduce rental inspection cycle to 3 years 5. Increased contractor communication, including contractor meetings 6. Having a terminus for all permits, data governance and storage 7. Increased Applicant engagement on plan review applications — reaching out to gather required information 8. Permitting and Inspection Software Implementation — Transparency and ease of use for staff and public users 9. Identify new Citizen Response Management (CRM) Software — remove code enforcement across departments to a single software (same software for permitting in inspections) 10. Streamlining applications and internal referrals to grant and loan programs. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 83 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Housing & Community Development Please list issues or projects that you would like for the city to address this 2024 — 2025 1. More organized volunteering opportunities for staff 2. Consolidation of code enforcement activities across departments 3. Increase accountability and transparency for department managers 4. Provide adequate legal resources to see all escalated enforcement through to completion 5. Continued efforts to create affordable quality homes on infill lots. 6. Consolidate Housing Department into one space to create a more efficient workspace 7. Fix Fuel Island 8. Lean Staffing in the wrong areas to meet goals and outcomes stated, with correct allocation of staffing in areas that are not a priority. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 84 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Human Resources From your department's perspective, what are the major challenges facing the city over the next 5 years? > No comprehensive HRIS system — no means for reliable data, integration issues, inefficient work and/or manual work that contributes to errors. > Need for more and diverse pipelines and recruitment of underrepresented groups Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 85 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Human Resources Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. HRIS system 2. Finalizing Tyler Implementation and potential additional modules 3. NeoGov Utilization for OHC and LEARN 4. Full staff for HR Department 5. Classification and Compensation Review Process, including drafting the City's Compensation Philosophy as a guiding tool. 6. ERG group formation policy 7. ViDL consulting work for Organizational Development, Leadership Development, including DEIB work Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 86 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Human Resources Please list issues or projects that you would like for the city to address this 2024 — 2025 1. HRIS selection and begin implementation 2. Digitization of all the paper 3. Process improvements for HR related processes. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 87 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Information Technology From your department's perspective, what are the major challenges facing the city over the next 5 years? > Growing need and challenges of IT across the organization (Software / Hardware / AI / Cyber Security, Network, Storage, on-prem/cloud management, computer deployments, data analytics, etc.) expanding at a higher rate than we have been growing as a team. Specific challenges include: • Software/—. In FY2025, Permitting, Licensing and Code Enforcement, GovQA, NovusAgenda, Mitel Telephone System and Public Safety CAD/Records Management/Jail Management will all undergo major software replacements. Tyler Systems will continue to be enhanced. These initiatives all require significant amounts of staff time and work to initiate, migrate, test and implement. • AI - Data needs to be provided quickly, reliably, transparently, securely, and with privacy in mind. Local governments are being called on to be at the cusp of technology adoption undertaking use of advanced AI technology such as license plate readers, "smart" transportation and parking, and generative AI technologies such as co-pilot and ChatGPT while maintaining fairness and equity in matters such as policing, dealing with pressing cybersecurity and data access challenges. AI technology needs strategy, policy, guidance and leadership. • Hardware/Networking/Storage/Cloud — All technologies have sunsets, end of life and replacement needs. Many of the investments made in IT over the past 3 — 5 years will have replacements required at some point within the next 3 — 7 years requiring capital expense. With limited budgets, timely replacements could be an issue. • Addressing on -going cybersecurity threats. This includes ransomware, unauthorized access, protection of critical infrastructure assets, and end user accounts. The scope of the threat has expanded to every connection including vendor partners, remote support technicians and consultants. The challenge is monitoring, managing, and responding to threats along with continuing to increase awareness and accountability for actions impacting cybersecurity. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 88 0 Broadband and Network Operations Management Support. With the growth of the city's broadband assets and partnerships fiber optic conduit and cable have become the "fourth utility." There will be over 100 miles of leverageable assets at the end of 2024. As the new and existing assets age and partnerships continue to expand, there are very limited resources to respond to issues, contract/lease/agreement management. Without the recognition of the importance, reliance and the mission critical nature of fiber/conduit there is little to no priority on maintenance and future strategies for management. We need multi -year funding and support resources to leverage conduit and fiber resources and manage assets. 0 Broadband Equity. There are not sufficient human and financial resources to fully respond to and support the needs of digital equity that will empower all residents in Dubuque as digital citizens. Earlier this year, staff and elected officials went to Washington, DC and presented to (NTIA) telecommunications leaders regarding the on -going challenges of Digital Inclusion and the work the city is doing around Public/Private Partnerships. Process improvements and available infrastructure assets /funding were shared. The challenge most pressing is that of both affordability and accessibility. The Affordable Connectivity Program (ACP) is anticipated to sunset at the end of June 2024. This program assists 1834 Households in Dubuque. Multiple bills in the Senate and house have not been brought to a vote. Most likely some type of revised ACP will be passed but with more narrow qualifications (income reduced from 200% of poverty level to 135% and school lunch subsidy qualifiers removed.) David Lyons, Sustainable Innovations Coordinator, GDDC along with our partners at CGM continue to work with carriers to fill the affordability gap for families in need of better broadband. The challenge of accessibility for the current federal programs is "One Size Does Not Fit All As a city of approximately 24,850 households, we are "Too small to be Urban." "Too large to be Rural." The city is precluded from `Empower Iowa' programs due to population and Maps. The state and federal availability maps are limited in consideration of density of users, aging infrastructure, sub -broadband services using coaxial cable/copper. Multiple visits to the state of OCIO and Federal representatives have produced some headway however reliance on rules from NTIA to not change grant eligibility beyond the existing maps with carrier supplied data. The FCC is considering some recommendations to consider multi -tenant housing impact on under -serviced broadband. We consider two Census Tracts (1& 5) Unserved and Underserved, however the federal programs put a dot on the map at an address and because the service "could" be available it's considered "served." Advocacy and response to correct mapping is vital for this to be accomplished ideally though a Digital Navigator for all residents. 0 Enterprise (City-wide) work orders has been identified by staff and council as a priority. It is a challenge to get depaitiuents on the same page for this initiative with some lacking directions, other lacking time and some unwilling to change. With Cartegraph's acquisition by OpenGov determination of how Cartegraph and the OpenGov suite of software is needed to determine next steps. Efforts to consider work order management under Citizen Response Systems is also under consideration. The need is for Leadership and Staff sponsorship and support of the solution selected agnostic of the vendor providing the solution. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 89 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Information Technology Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Broadband Partnerships —Information Services partners with GDDC, Legal and Engineering to move forward new and updated partners and agreements. Key Issues: • Sufficient Human Capital for Administration & Project management and Project Implementation • Funding FY2025 and beyond. ARPA funds will be expended by the end of 2025. Broadband maintenance and management of over 100+ miles of fiber and conduit along with related network switches and communications are critical going forward if the infrastructure is to continue to serve business, residents and anchor institution needs. • Building the connection to approximately 200 additional locations in need of a high- speed reliable connection to the network backbone. ARPA funding is not sufficient to meet the needs of connecting all of the sites. This includes but is not limited to: o Additional camera locations in all parks o SCADA connections for Water and Wastewater o Sites currently on I -Net o Sites that are on contracts with ISP's • Completing physical segments and logical redundant fiber loops with failover technology covering the following network sections as currently identified: o Schmidt Island o Southeast Corridor o East-West Corridor o Asbury Corridor o NW Arterial o Kerper/Eagle Point o SW Arterial CONTINUED NEXT PAGE Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 90 CONTINUED 1. Actions: • Implementation of new and updated partnerships • Inventory and mapping of fiber, conduit and related telecommunications assets contract implemented; • Network Design collaboration with carriers maximizing investment and available resources along with preserving the ROW Continuing partnerships with ImOn as they complete their 3rd year of FTTH installations 2. ERP System Implementation —Information Technology is a key partner for this project Work in Progress: • 2.4 FTE's from IT are dedicated to implementation and support the ERP Modules of (Munis — including Accounts Payable/Receivables, Budget, UB, Time and Attendance and Payroll) • Key Issues: • ERP implementation is a "marathon and not a sprint." In the long run this is a needed approach to an enterprise versus siloed approach to the financial, billing and many more applications that it covers. Getting there has taken and will continue to take significant investment of time and resources over the next 2 years. • Tyler has had some "bumps" in the implementation — none have been insurmountable but all taking staff time and resources to troubleshoot and fix • On -going Training for support tasks • Implementation of Tyler HRM system Actions: • Implementation of Future Modules 3. Broadband Equity -Information Technology partners with GDDC, Legal and Engineering to move forward new and updated partners and agreements for equity projects Key Issues: • Sufficient Human Capital for Administration & Project management and Project Implementation • Funding • Identification of Anchor Institution Partners • Determining How to Measure impact Actions: • Advocate and engage at state and Federal level on program applicability and needs • Define measurable outcomes — how will we know we are making a difference • Define partners/programs/grants with sustainable funding sources Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 91 4. Cartegraph Partnership Expansion. It is recommended that Cartegraph Partnership Expansion be "rebranded" as Enterprise Asset and Work Order Management. With the the need to integrate with Citizen Requests, Job Costing, Asset Management and Data Analysis this need goes beyond a single vendor solution. Actions: • Included and are evaluating city-wide work order system for infrastructure assets as part of the replacement for WebQA (now identified as Citizen Response Management — CRM) • Determining costs for new work order system 5. Cybersecurity Work in Progress: • Implementation of Zero Trust Security Policy • Requirement of all staff training • Cybersecurity Review by ICAP and renewal of Cybersecurity Insurance • Implementation of Production and Disaster Recovery Solution along with "air -gapped" (protected) back-ups for ransomware protection • Continuing updates and maintenance of existing applications and hardware 6. Staffing — Staff hired and IT is currently at full complement plus 20% clerical assistance Actions: • Request 1.0 FTE Administrative Assistance for FY2026 7. Data Center Implementation at 7900 Chavenelle. Work in Progress • Data center design and specification complete • Contracts signed with ConvergeOne for Data Center implementation (racks, HVAC, Fire Suppression, Electrical) • Completing fiber optic run, interne, and redundant connectivity to/from the data center. Currently fiber is complete to the vaults outside the building • IS office demo and remodel in progress • Working with other partners at 7900 Chavenelle to coordinate technology needs in the data center. • New servers and storage at temporary Production (Annex) site and Disaster Recovery site • Air gapped copies of data for recovery from the cloud completed and tested • 5-year lease to own agreements and funding the on -going maintenance for operation of a data center complete CONTINUED NEXT PAGE Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 92 CONTINUED 7. Actions • Preparing, planning, and executing the move of IS offices to 7900 Chavenelle • Preparing, planning and executing move of Production System servers and storage to 7900 Chavenelle • Completing fiber connection to data center • Completing connection of ISP's to data center • Request Phase 2 completion in FY2026 8. Public Safety Software (CAD/Records Management/Jail Management) upgrade/replacement Work in Progress • Solution Selected, Scope of Work Finalized, Fully Funded with Recommendation in Progress Action Steps • Recommendation to Council, contracts signed — July 2024 • Work Begins July/August 2024 • Completion by end of 2025 9. Implementation of an electronic recycling policy and program for IT equipment that has been replaced as part of the budget cycle Work in Progress • Signed agreement and currently are piloting a recycling program • Tracking cost/benefits of the program Actions • Request fully funded program in FY2026 Budget • Create policy for organization 10. 911 Center Move to 7900 Chavenelle Work in Progress • Determine optimal fiber optic path to 7900 with funding for Iowa Communications Network (ICN) • Working with core team on design decisions Action Steps • Continue work with core team Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 93 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Information Technology Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Data Center • Full finding of Phase 2 for the data center is needed. This phase would provide full redundancy for all support systems for the data center as well as increasing capacity for tenants. o This includes the full build -out of racks in the data center, additional cooling capacity for additional racks/equipment, installation of a 2nd generator and any electrical upgrades needed for additional racks, HVAC and generator. o Estimated capital cost is $700,000 • Addressing any operational and/or functional issues discovered after move -in with either data center or IT offices • Gaining additional tenants for the data center to offset lease and operational costs. Annual revenue is estimated between $57,600 - $72,000 offsetting the annual lease costs of roughly $72,000 + operating costs $22,000 = $94,000. 2. Administrative Assistance Staffing. The IT Department currently shares administrative support with OSP for a .20 FTE staff person. Although this is helpful the assistance is limited as she shares responsibilities with 3 depaitiuents. Having a 1.0 FTE administrative assistant would improve efficiencies and staff effectiveness if recommended. 3. Fiber optic build -out funding for installation and maintenance for the "last 100 ft" to over 200 sites in the city. ARPA funding has been helpful however with reductions in available funds that were moved to other projects and the needs expanding for monitoring and data gathering of technologies such as cameras to remote locations, SCADA, "smart" technologies such as parking. 5G and transportation systems connectivity to the city's fiber network will be critical. ImOn will be completing their 3-year FTTH project at the end of 2024, meaning that access to "piggy -back" on their projects will be complete. This doesn't say that additional partnerships aren't available, however staff resources are spread very thin. CONTINUED NEXT PAGE Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 94 CONTINUED 3. Action requested is consideration of creation of a fully funded and staffed fiber optic/broadband activity that would be dedicated to designing, building, documenting, and maintaining the multi -million -dollar investment the city has made in technology and connectivity. We have had been fortunate to have been able to build the city's network from the inside -out serving projects and safety needs for the community. That investment now spans multiple departments and needs beyond IT, and Traffic/Engineering and capability to continue the growth and management of that network. Of additional concern is management of the 60+ agreements for fiber sharing where damage could impact multiple vendors using the city's conduits. 4. Artificial Intelligence (AI.) Artificial Intelligence AI has been around since the early 50's and is known for the concept of "machine learning" using patterns of data to anticipate predicted outcomes. In the city of Dubuque, AI using these concepts is deployed for technologies such as: • Cybersecurity - recognizing patterns of malicious data traffic, such as ransomware and stopping it. • STREETS - patterning vehicular traffic and predicting future needs for transportation. • Smarter Cities pilots and programs — applying large amounts of data to assist residents in making better, more informed reasons about water, electricity, discards, transportation, and health. It is important to: • Gain better understanding of the use case for Generative AI. Artificial intelligence is not a magical solution. AI utilizes statistical processes designed to find patterns in data. Extra care should be exercised when AI is used to inform consequential decisions or to provide risk assessments that impact people's lives. it is important to maintain service to the public at the center of our work. • Appreciate that every technology tool that we use has an impact on the security of our overall environment, and the privacy and digital rights of our residents. The core data stewardship principal is: "Do not share sensitive or private information." The information input into generative AI prompts is not inherently private and therefore could be vulnerable to security threats. • Creating a policy document for the city for use of Generative AI along with strategy of next steps for defining success going forward. • Inventorying any existing or new projects in the city that propose using artificial intelligence working with those departments to understand and implement AI policy. • Support AI as part of "enterprise" solutions versus one-off, siloed, individual approaches to implementation of AI — that may be prone to inaccurate, security -prone or biased large language models. • Provide budgetary support for new and vital AI technologies that will benefit residents and staff. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 95 5. Technology Replacement Cycles It is important to appreciate that all technology — be it applications, cybersecurity tools, network equipment, servers or storage along with end -point devices such as computers, laptops, tablets or phones have a replacement cycle and are not items that can risk failure if we are to maintain a goal of 99.99% uptime. With an ever-increasing reliance on technology and expectations of high availability that the importance of maintaining a well -supported and functioning complement of technology is necessary and required. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 96 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Leisure Services From your department's perspective, what are the major challenges facing the city over the next 5 years? > The cuts to the capital projects in FY 25 were deep for both unfunded and previously funded capital projects. The infrastructure is aging. Deferred maintenance was an issue before this and now is greatly worsened. This is at a time when the public is expecting more. Workforce recruitment and retention needs new and well -kept amenities. > Leisure Services continues to operate very lean. New position have not been allocated to front- line positions to provide necessary level of support. As a department we have utilized temporary staffing as we have added assets, parks, facilities and programming It is important to look at upgrading temporary positions to full-time. > Organizationally we wait on each other...ALOT... which hurts our efficiency and overloads staff. This means either they are waiting on us or we are waiting on them for critical next steps on projects or issues working on. It often ends up with numerous emails or phone calls with no response requiring the need to track them down in person. We continue to hearing things like "they never call back" or "I cannot get a hold of them" which leads to major frustrations. The overloading is due to staffing shortages or jobs that have grown beyond the individual. This happens both inside and outside the department. > Certain key staff are overlooked during policy making decisions which create additional challenges in systems adding to staff frustration as they are the ones having to fix and/or navigate the issues. > Multiple departments working together on projects without 1 clear message to all city depaitiuents. This creates translation loss and confusion amongst staff. The right people in the room during discussions regarding organizational change. > Hourly Supervisors are not considered administrative supervisors. This decreases the amount of responsibility and supervisory duties and tasks they can perform. The additional responsibilities (examples: time and attendance, temporary employee hiring, department training) are then placed on the Division Supervisor to manage. This decreases the productivity of the Division Manager and their responsibilities to complete their assigned duties and tasks. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 97 > Employee morale was described as at an "all-time low". Need to understand what is contributing to this — wages; workload; overloading top performers; underload those who struggle leading; fellow staff not getting back to them; lack of employee review for accountability, etc. Need to understand this issue more. > Leisure Services Department responsibilities continue to grow. Additional areas of maintenance are being added with no additional full-time staff to maintain these areas. Citizen complaints have increased about maintenance of areas assigned to the department. > Current demographics related to diversity disproportionately impact employees of color, convey in the employee survey. This can continue to affect recruitment and retention of people from diverse identity groups. > Numerous organizational processes are informal or just too many that it's hard to keep track. Onboarding of new employees challenging to share all processes as some are AP's, some in employee handbook, some done by memos, emails, and a variety of share sites, etc. There is not an SOP for city wide processes. > Transportation and modes of communication continue to impact diverse groups of people with having access to cultural events and programming opportunities. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 98 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Leisure Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Chaplain Schmitt Island Master Plan implementation 2. US Forest Service Urban and Community Forestry Grant implementation 3. Parks and Recreation Master Plan 4. Outdoor pools operational needs 5. Comiskey Park Phase 2 6. Planning, bidding, and construction of ARPA funded projects and bonded projects 7. English Ridge, Eagle Valley and Westbook subdivision parks project 8. Jackson Park redevelopment project 9. Hiring of new Leisure Services Director 10. Playground replacement projects at various parks 11. Flora Park parking lot paving project 12. Strategic planning at the MFC 13. Cultural/ Identity programs and events 14. Youth empowerment programming for underrepresented youth 15. Inclusive Family Activities Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 99 16. RFP process for Five Flags Civic Center management 17. Five Flags renovation RFP for architectural and engineering services and determine what projects will be included in the renovation. 18. Historic Millwork District park planning 19. Equitable Fine and Fee Work Plan and related Poverty Prevention Plan work Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 100 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Leisure Services Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Prioritization of outdoor pools (Flora and Sutton) —Increased funding for repairs; update of 2017 report -- Council direction and/or decision on full renovations or new pool(s) 2. Reimagine parks master plan into Leisure Services Department master plan — many of the parks master plan items overlap into recreation and other division projects, areas and initiatives. The public is clamoring for more recreational activities and facilities. 3. Visioning future of recreation programming/structure to meet community needs and requests 4. Additional funding of hours for required training for full-time, part-time, and temporary employees and/or added staff or changing temporary or part-time to full time positions. Additional time needed to process time and attendance especially in parks and recreation divisions. Additional time to train and onboard temp employees prior to their first day on the job due to changes in processes and need for additional training. Additional days and hours in April for parks temporary as climate change has grass growing earlier and weather that opens facilities such as golf, marina, parks and campground earlier. 5. Comiskey Park Phase 2 - Funding 6. Transparency - having the right people in meetings; communicating more than "we are just working on it" - affects employee morale because leaders cannot communicate to employees about potential changes or new processes for example 7. Professional Development fund pool for employees so when begin performance appraisals we have funds for professional development of all employees. Update the policy regarding training as the budget outline only addresses department and division managers. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 101 8. Address employee morale and work on depaitiuent culture — Complaints vs. wanting to be part of the change; lack of understanding around other's job responsibilities; lack of participation or wanting to be engaged; ways employees can address their own concerns and complaints; change come from employees at all levels but need skills to bring forth proposals for change 9. Funding needs to be provided for continuation of stump removal/sidewalk replacement. No funding in FY24 and FY25 for stump removals has hindered progress on efficient processes that were previously in place. 10. Continue to address and improve the working relationship and collaboration efforts of the Multicultural Family Center and Leisure Services as a whole. 11. Commitment of funding of parks that we have the land but no development funding for — Pebble Cove, North Fork, South Point, Rustic Point, Mozena Farm, and Silver Oaks. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 102 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Library From your department's perspective, what are the major challenges facing the city over the next 5 years'? > The outside appearance of the library could use a refresher. (landscaping, painting, etc.) > Free/accessible parking for library users > Speed of traffic along both Locust and Bluff street, especially near the library and for library users attempting to cross two lanes of traffic to travel from the parking lot to the library. > Finances to add additional square footage to the library based on community input and a space needs assessment: (i.e.: inadequate number and size of meeting spaces at the library) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 103 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Library Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Working on a plan to increase study spaces in the building. 2. Updating technology in Library's auditorium to provide enhanced hybrid meeting capabilities. 3. Oil tank filling project Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 104 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Library Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Investigate way for City or Library to provide equitable parking solutions for the public near the library 2. Improved pedestrian safety specifically at the intersections of 11`h and Bluff and 11th and Locust. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 105 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Planning Services From your department's perspective, what are the major challenges facing the city over the next 5 years'? > Creating housing units to meet the housing demand in the community > Creating affordable housing units > Infrastructure capacity (current maintenance and future expansion) to meet housing/economic growth > Supply of and access to affordable daycare > Wages and income not keeping up with cost of living > Development Review Team Staff capacity to efficiently review and approve development review projects in a timely manner > Competitive salaries to hire/retain current workforce > Receiving daily passenger air service to the Dubuque Regional Airport. > Improving mobility options to make it easier to choose walking, biking, and transit as transportation modes > Lack of available funding to be used to apply for grants. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 106 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Planning Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Implementation of Imagine Dubuque Comprehensive Plan. The Imagine Dubuque Comprehensive Plan serves as a guide for the community's physical, social and economic development. It is an ongoing project that the desired outcome will be a more viable, livable and equitable community. 2. Unified Development Code Update. This project successfully received city council approval and funding starting FY2023. The Unified Development Code was adopted on October 19, 2009. The Imagine Dubuque Comprehensive Plan (ID) was adopted on September 18, 2017. The Equitable Poverty Reduction & Prevention Plan (EPRPP) was adopted on March 1, 2021. The Community Climate Action & Resiliency Plan (CCARP) was adopted in 2013 and updated in 2020. The Arts and Culture Master Plan (ACMP) was adopted in 2016. The ID, EPRPP, CAPRP and ACMP were all adopted after the Unified Development Code. The update of the UDC will allow the regulatory document to be reviewed with an equity lens while also implementing portions of the before mentioned plans where applicable. It will also allow the UDC to be updated with changes in technology, land use, etc. This request supports the City Council goals of Robust Local Economy: Diverse Business and Jobs with Economic Prosperity, Vibrant Community: Healthy and Safe, Livable Neighborhoods and Housing; Great Place to Live, Sustainable Environment: Preserving and Enhancing Natural Resources, Diverse Arts, Culture, Parks and Recreation Experience and Activities and Connected Community: Equitable Transportation, Technology Infrastructure and Mobility. It also addresses the following City Council Top Priorities: Equitable Poverty Prevention & Reeducation Plan Implementation, Historic Building Rehabilitation/Preservation. It also addresses the following City Council High Priorities: Childcare Initiative and Imagine Dubuque Implementation. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 107 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Planning Services Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Continued Implementation of Imagine Dubuque Comprehensive Plan. The Imagine Dubuque Comprehensive Plan serves as a guide for the community's physical, social and economic development. It is an ongoing project that the desired outcome will be a more viable, livable and equitable community. 2. Completions of the Comprehensive Wage Evaluation (Competitive salaries to hire/retain current workforce) 3. Reestablish daily passenger flight service to the Dubuque Regional Airport. 4. Create additional incentives for creation of affordable housing units 5. Create additional incentives to encourage the creation of upper story housing in the Downtown. 6. Create incentives to encourage multiple -story, mixed -use buildings on surface parking lots located in Downtown Dubuque. 7. Create incentives to encourage development of infill sites in the city. 8. Create a pool of funding that can be used to match grants. 9. Encourage and support engagement of community partners to utilize the results of the Black Heritage Survey in order to tell a more complete story of Dubuque. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 108 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Police From your department's perspective, what are the major challenges facing the city over the next 5 years'? > Police Staffing. Sworn - We are currently down 16 officers with another officer set to retire in July. We currently have two officers on Parental Leave with four more officers expecting to use Parental Leave in the coming months. We currently have one officer on a long-term military deployment and several others who have significant military commitments later this year. We have had two retirements this year (2024) and a third retirement is coming in July. We have had four resignations this year (2024). This snapshot in time is a good representation of the staffing issues we have faced over the last three years and the issues we will continue to face in the years to come. There were eight resignations in 2023 and seven resignations in 2022. Our resignations and retirements wipe out our hiring gains and we fall farther behind in our staffing or remain at the same low level. Non -Sworn — Our non -sworn positions are being out -earned by similar positions within the Dubuque County Sheriff's Office (whom we share our building with). Depending on the Clerk position, county employees make roughly $10,000-$15,000 more annually. Supervisors — Our supervisors are not covered under the collective bargaining agreement. The newly negotiated agreement secures large pay increases for more senior employees to help with retention issues and to keep our wages competitive. If supervisors don't see the same pay increases, we will have problems filling our supervisor ranks. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 109 > Police Workspace We work out of the DLEC which is a Dubuque County -owned building that both the Dubuque Police Department and the Dubuque County Sheriff's Office share. We have had staff working in basement storage areas converted into offices for some time. We recently renovated an office area in the Historic Federal Building and moved our COP Unit out of the DLEC and into a different building. While this solves a portion of our workspace problems temporarily, it distances the COP Unit from the rest of the department and creates some inefficiencies by not having all of our staff under one roof. Despite moving the COP Unit we continue to have officers working out of converted basement storage areas not originally intended to be office space. Additionally, we are running out of locker space in our locker rooms for female officers. Our lack of a modern police building with adequate space also puts us at a disadvantage with our recruiting. > Juvenile Violent Crime Juvenile violent crime and gun -related crime remain a concern for our area. Our area is not only impacted by the crime itself but also by the limited treatment facilities for juvenile offenders. Also, there are no juvenile detention facilities in Dubuque County. High -risk juvenile offenders require transport to facilities that are hours away and it may also take hours to arrange a means of transport to available facilities. We have encountered situations where it took over 8 hours for a juvenile offender to be picked up by a transport service. This delay takes an officer out of service, thus leading to less police coverage in the city, and ties up Juvenile Court Officers assisting with the case. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 110 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Police Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Police re -accreditation. A full onsite inspection was completed in March. The Chief presents to the Commission on Accreditation for Law Enforcement Agencies (CALEA) board in July which will be the last piece of our re -accreditation process. 2. School Resource Officer Staffing. The School Resource Officer Unit was restructured and expanded in 2020. A full-time supervisor and additional SRO positions were added to bring the total number of officers in that unit to 8. However, two of the expansion positions have gone unfilled. Additionally, an SRO resigned in April of 2024. The unit now sits at 5 officers. We hope to bring the unit back to 6 officers around the start of the 2024-2025 school year and to fill the other two vacancies in the years to come if our staffing allows us to do so. 3. Training. Because of the turnover we have experienced in the last four years, we are now a very young depaitiuent. We have enhanced our field training for new officers. We have also increased the training given to all officers on an annual basis and have increased training opportunities for supervisors. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 111 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Police Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Records Management Software Our existing Records Management Software (RMS) is 10 years old and is no longer supported. The FY25 budget included funds for a new RMS. We are in the process of selecting the new RMS currently. We hope the new RMS will give us better data and analytical tools to improve our ability to conduct data-driven/intelligence-led enforcement activities. We also hope to improve our use of force analysis, pursuit analysis, and our officer early warning system. 2. Officer Wellness We applied for a Law Enforcement Mental Health and Wellness Act grant to fund annual officer wellness check -ins with local psychologists and increased training for officers and support staff on officer wellness and brain health topics. We are waiting to hear if we will be awarded the grant. If we are not, we will explore ways to accomplish these things without grant funding. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 112 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Public Information Office (including GIS) From your department's perspective, what are the major challenges facing the city over the next 5 years'? > City Staffing: Capacity, Expansion, Recruitment, Retention > Increasing the Sense of Inclusion and Belonging for City Employees and Dubuque Residents > Deferred Maintenance of City Facilities and Infrastructure > Affordable, Quality Housing > Addressing Homelessness > Community Perceptions of Safety > Community Engagement & Showing How Engagement Matters > Commercial Air Service > Transportation Services (non -City) > Effective Utilization of AI in City Government > Public Safety Employee Recruitment > Diverse Workforce Recruitment & Retention Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 113 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Public Information Office (including GIS) Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Air Service Expansion & Marketing 2. Lead Service Line Replacement Pilot Project Outreach & GIS Support 3. Developers' Guide & Website 4. PEG Equipment Grant Process Review 5. MS4 GIS Application Development 6. Tree Canopy and Inventory GIS Application 7. Adopt-A-Spot/Volunteer Management Hub Site GIS Application Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 114 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Public Information Office (including GIS) Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Compensation & Classification Study Implementation 2. Office Space Analysis Implementation 3. Appropriate Staffing Levels 4. Standard/Universal Online Form Solution for City Services/Programs 5. Centralized CRM Database to Improve Income Verification Process for Residents 6. Implement a Citizen Request Management Software to Replace WebQA Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 115 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Public Works From your department's perspective, what are the major challenges facing the city over the next 5 years'? O Automated Collection for all services to address worker safety O Diversion rate and education O Funding for Carts O Employee Turnover 0 Data Governance and Support 0 Funding for fleet replacements & figuring out how the fleet utilization rate could be optimized. O Concrete Street Rehabilitation & Ongoing program O Inflation O Funding for Solid Waste Route Optimization with expanding city limits O Streamlining processes that cross departments (FOG permits, Travel Forms, Work Comp, etc) O Performance Expectations vs Reality Feedback System. O Workforce development — City workforce Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 116 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Public Works Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Automated Collection of Trash 2. Sanitary Sewer Collection — Pipe defect identification and repair 3. New departmental processes and procedures 4. Succession Planning 5. Position Transparency (expectation, what is needed, what is additional) 6. Diversion: Customer Engagement Survey 7. Workforce Capacity Study — Solid Waste Agency 8. Customer Convenience Center — Solid Waste Agency 9. Fuel Island Revitalization 10. Fleet Maintenance Operations Assessment 11. Proper billing of solid waste carts currently in the field 12. Position Transparency (expectation, what is needed, what is additional) 13. Alley Rate Equalization 14. Clean Fleet data Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 117 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Public Works Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Infrastructure Funding 2. Expand PowerBl connections and tools access for data analysis 3. Alt Fuel availability and training technicians 4. Implementation of Fleet Assessment Recommendations 5. Employee Safety and funding necessary — Job modification 6. Review feasibility to pool and track various inventories cross -departmentally (like fleet maintenance inventory). E.g. Clean stone, mulch, pulverized dirt, cold mix, landscaping materials, ring & lids, conduit, posts, etc. 7. Increase access to build Laserfiche forms for streamlined processes by building out the security backend. 8. Increase sewer infrastructure maintenance human capital 9. Too many departments — silos, coordination, etc. 10. Embedding compliance into operations (decreasing service, increase equipment, increase human capital, etc.) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 118 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Office of Shared Prosperity & Neighborhood Support From your department's perspective, what are the major challenges facing the city over the next 5 years? > The ability to attract and retain a diverse, highly capable workforce, specifically younger professionals, and those from racial background > Lack of wage growth have not kept pace with the cost of living. To make our community stronger and sustainable, we need to ensure everyone has access to a living wage in order to be able to support themselves and their families > Lack of programs and resources (capital) to support existing start-up businesses and new entrepreneurs > Integrating data (disaggregated) into the city fabric to address inequities > Lack of Succession planning for leadership, community partners and neighborhood associations > Lack of quality and affordable housing options that appeals to the city's existing and future residents and their lifestyles > Need more incentives to revitalize downtown to be safer and more vibrant > Next steps for Central Corridor Master Plan > Eliminating food deserts in the North End of Dubuque > The impact from state legislators defunding public education and higher education systems may impact how we grow and skill -up individuals > Loss of Commercial airport services > Drop in the number of college student enrollment Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 119 > Making Dubuque a fun place to live, work and play. Currently we have businesses expressing that Dubuque is an expensive place to live and there is nothing fun to do for their employees > How automation will positively impact or disrupt the workplace. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 120 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Office of Shared Prosperity & Neighborhood Support Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Currently working with multiple departments to develop a data governance policy 2. In the planning phase for City Life for Fall 2024 3. In discussion on what a universal application could look like. 4. Exploring how remaining funds ($7,500) could be used from the Economic Mobility and Opportunity Cohort to further our Equitable Poverty Prevention Plan Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 121 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Office of Shared Prosperity & Neighborhood Support Please list issues or projects that you would like for the city to address this 2024 — 2025 1. How can we better incorporate data approaches into the goal setting process to assess our effectiveness in meeting community needs and addressing inequities 2. Enhance Organizational Culture 3. Succession planning• how can we identify and develop the next generation of diverse leaders within our organization 4. Rebranding how to make Dubuque a fun place: need more fun things to do in the community for all ages and backgrounds 5. Fill vacant storefronts on Central Avenue with more vibrant businesses 6. Indoor/outdoor Sport's Complex Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 122 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Sustainability From your department's perspective, what are the major challenges facing the city over the next 5 years? > Climate change/chaos > Funding — The 50% by 2030 Plan needs significant funding to meet our goals. Without funding the Plan, we will not meet our goals and if we continue to treat the climate crisis like it will go away, we will find ourselves reacting instead of proactively addressing the impacts, much to the detriment of our resident and environment. At its core, climate action is equity work. > National, regional, and local data regarding climate adaptation shows future impacts to emergency preparedness, public health, infrastructure planning and other key responsibilities is available to help us update community plans in a more proactive way. We need to share the information and build capacity of all city staff and departments to incorporate this data into planning and budgeting efforts. > Capacity — staff increased in FY23 in a limited term position. This position went unfilled for 6 months during FY24. Without extending the term of employment, the work of the office: to implement the 50% by 2030 Plan, manage Green Iowa AmeriCorps team, coordinate the Resilient Community Advisory Commission, plan and execute the Growing Sustainable Communities conference, and manage the Sustainable Dubuque grants allows for little time and capacity to initiate new programs, maintain existing infrastructure, and coordinate with other City Departments and external partners. Shortages will be felt in the ability to implement the Climate Action Plan to meet GHG reduction goals and increase adaptive capacity and resiliency of Dubuque in a timely fashion. > Growing Sustainable Communities Conference Expansion (mgmt. in progress) — The cost of the conference increased significantly in 2024 and will increase again in 2025. It is deeply burdensome to a small staff to handle all aspects of a major event in addition to other priorities. Delivery of a well -attended, informative conference, in person will be the focus for the year, not expansion. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 123 > Recruitment of Green Iowa AmeriCorps members in current job market. The 5-member team that makes up Dubuque's Energy and Community Green Iowa AmeriCorps team is critical to the success of the department and meeting the 50% by 2030 plan while also alleviating energy burden among vulnerable residents. Due to low unemployment and increasing wages, it is difficult to attract high quality, dedicated members to work for a small stipend and education award. Additionally, Green Iowa AmeriCorps has shifted its model to focus more on work within sustainability offices however the true need is for members to conduct energy audits and weatherize homes. This is a gap in services. > City organization needs efficiencies and improved effectiveness. Departments are making decisions, adopting plans, not asking for input relative to items that will affect fellow depaitiuents which causes challenges to the recipient department. Workloads are often too large to take the time to slow down and look for efficiencies and communicate. > State Government that is Anti -Local Government — Erosion of Local Control, Budget Ramifications, and Other Impacts of State Legislation > Public Distrust of Government at All Levels Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 124 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Sustainability Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Implementation of Community Climate Action Plan which will address communitywide energy needs, adaptation, resiliency, and mitigation efforts. CAP outreach efforts and plans for engagement and building support of CAP implementation (generally, specifics listed below). 2. Buildings and Energy: Energy Equity in Housing — data collection, search for energy auditors to support the work locally 3. Fleet Electrification Work — continue to support charging infrastructure throughout city and advance electrification of fleet vehicles, including transit. 4. Federal Funding Opportunities through the Inflation Reduction Act (C-SITE, Community Change) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 125 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Sustainability Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Climate Action Plan Implementation — meets our sustainability and equity goals and takes advantage of historic federal funding opportunities. However, we need a science -based target to continue to keep a competitive edge in climate funding. 2. SUSTAINABLE AND RESILIENT CITY and an INCLUSIVE AND EQUITABLE COMMUNITY — Improving options to make it easier to choose walking, biking, and transit as transportation modes. Receive direction from City Council to move forward on implementing livable neighborhood model/updating complete streets plan for more robust accountability including funding and their preferences and priorities for bike coordinator, facilities, bike lanes, trails, and bike route signage. Many departments benefit (and especially residents) with this type of work while achieving GHG reduction goals. Safe and connected travel and biking — climate, health, tourism, travel, resiliency — preventative health initiatives. (walkability, bike -ability, de -center parking as our normal mode 3. Prioritization of federal opportunities with match funding and added staff capacity if awarded. 4. Outreach/coalition building among vulnerable populations related to CAP. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 126 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT Transportation Services From your department's perspective, what are the major challenges facing the city over the next 5 years? > The Parking Division is struggling with labor. The older equipment is in constant need of repair to keep operational. This challenge will resolve itself when new equipment is installed. > Equipment lead times. Cutaway buses and electric buses are 12-14 months out. Current Cutaway buses need to be replaced. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 127 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Transportation Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Parking -The Smart Parking RFP for both ramp and on -street parking will resolve the constant equipment failures. Once the new equipment is installed, labor can focus on ramp improvements including paint and concrete repairs. 2. Transit-FTA delays in projects. The FTA has had some turnover and grant funding has been delayed. We have been in contact with the FTA and the positions are being filled. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 128 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Transportation Services Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Electrify the JOTC. The Jule has purchased an electric bus with a delivery date of December 2025. The Jule's next step is to install a charging system for this electric bus. Prior to the delivery of the electric bus, training will need to take place for the department along with other departments that will support the bus. 2. Smart Parking Mobility Management Plan and implementation. The city approved funding for FY24 and FY25 for technology. At the current time this is estimated to be adequate funding for ramp technology per Walker Consulting. The staff is currently interviewing potential vendors for the ramp technology. Ramp equipment is estimated to be installed by January 2025. Once the vendor for the ramps is selected, the RFP for the on -street equipment will be built and sent out for proposals. 3. Jule Planning Grant. The Jule received a planning grant from the FTA. As soon as the FTA process the grant, the Jule will release an RFP to hire a consultant to review the current routes, times, equipment and technology to review any improvements that can be made. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 129 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Water From your department's perspective, what are the major challenges facing the city over the next 5 years? > Employee training, career opportunities, advancement, and retention. > Maintain all water treatment processes, pumping, storage and distribution systems in compliance with EPA and IDNR Water Quality Rules and Regulations. For example, the EPA issued the first -ever national drinking water standard for forever -chemicals Per- and polyfluoroalkyl substances (PFAS) including PFOA, PFOS, and GenX. > Being ready to meet new development water supply and distribution needs. As we approach the physical limits of the existing treatment facility (we are currently at 89% when at Peak Demand) a City of Dubuque Water Supply and Distribution System Master Planning effort will lead the way in terms of capital planning for future drinking water projects, while also optimizing the capacity that remains. Master Planning coordinated with the recent water treatment plant condition assessment and the existing distribution network model also offers the ability to improve pumping and storage efficiencies which will directly impact our operational expenses such as electricity expenses, by correctly identifying storage needs and potentially modifying the number of pressure zones in our water distribution system. > Maintaining and improving the Water Treatment, Storage, Pumping and Distribution Infrastructure. Specifically, ensuring improvements are following an engineered Master Plan for greatest efficiency, project coordination with others, and maintaining fiduciary responsibility to our customers. The first phase of the master plan is complete with the Water Treatment Plant Condition and Assessment plan. The second phase focused on distribution, storage, and pumping will be needed to provide a complete picture of the water utilities' ability to serve current and future customers. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 130 > Improve data availability and accuracy leading to improved field efficiency as the distribution system continues to expand. The move toward 100% digitization and having a distribution system "digital twin" (electronic GIS distribution system and hydraulic model) will require additional support. Solution: A 2nd GIS staff member will greatly support progress toward this effort. GIS interns have proven to greatly improve the digital data available to staff in the field, however the time they are available is limited, a second staff member dedicated to collecting field data and continuing the effort to move away from paper records will greatly benefit the field crews during routine and emergency operations. > Increasing Operational Expenses. In addition to master planning to improve systemwide efficiencies, sourcing and maintaining inventory has led to increased costs. Currently, we source and supply much of the inventory for operations and maintenance of the distribution system on a "just in time" system. When parts and products were more readily available, "just in time" worked well, however lead times have increased along with increased costs if we need to source the product from a new supplier. Inventory control and an increased trend and knowledge of what parts and products are being used will greatly reduce our costs and can be accomplished using a CMMS. CMMS will also enable the department to complete work orders to better understand work completed, outstanding work, assign routine, corrective, or emergence work to staff to better understand the workload and work force demands, along with job costing analysis to gain an improved understanding as to where capital expenditures may be necessary. > Monitoring and evaluating disinfectant residuals within the Water Distribution's pressure zones to ensure compliance with state and federal standards, specifically compliance with Disinfectant Byproduct Rule and water quality aging issues. > Upcoming changes to the Lead and Copper Rule and compliance with the current rule and EPA guidance. The first milestone in compliance is October 16, 2024, when municipalities will be required to submit Lead Service Inventories to the USEPA, map lead service line, and make the map publicly available. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 131 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Water Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Creation and publication of the Consumer Confidence Report 2024 2. Advancing New Deep Well No. 11 as part of PFAS Remediation Plan 3. Design of North Cascade/SW Arterial Water Main Extension to extend water main from Edval Ln to N. English Mill Rd. 4. Private Lead Service Line Replacement Pilot Program replacing approximately 585 customer -owned lead service lines over three-year period. 5. GIS Records Retention Project — Digitizing of paper documents into electronic storage and better utilizing GIS database for recordkeeping. Creation and maintenance of Connection Fee and Pre -Annexation layers in GIS to reduce/transition from paper recordkeeping. 6. Replacement of the existing Supervisory Control and Data Acquisition (SCADA) hardware and software Water Treatment Plant. The existing SCADA & radio communication programming and operating system RS Logix 500 is outdated, and the hardware is no longer supported by the manufacturer/vendor and needs to be replaced for continued remote operations from and at the water treatment plant. 7. The extension of fiber optic communications will be coordinated with City Engineering fiber optic installation. The City -Wide Fiber project will encompass the installation of fiber optic connections in place of the current radio communication to the Water Departments pump stations, tanks, and towers. 8. R900 Meter Interface Unit (MIU) Change Out Program (Year 2 of 5 for Replacement of 25,000 MIUs by Water Department Staff). 9. Update Park Hill Pumping Station to Variable Frequency Drives (VFDs) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 132 10. Tamarack Park/HWY 61 water main extension project per development agreement. 11. Rehabilitation of Deep Well No. 7 12. Annual Distribution Hydrant Flushing/Valve Turning Program 13. Creek Crossing Restoration Project - restoration of the water main located across and through drainage -ways and creeks to prevent further exposure of the water mains. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 133 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Water Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Creation of a Distribution System Master Plan focused on distribution, storage, and pumping is needed to provide a complete picture of the water utilities' ability to serve current and future customers. 2. Replace South Plant Magnetic Flow Meters that have been found to be reading up to 500,000 gallons per day in error 3. Fire Hydrant Paint Project 4. Repair or replacement of inoperable valves identified during the annual Hydrant Flushing and Valve Turning Program. 5. Replace South Plant Magnetic Flow Meters that have been found to be reading up to 500,000 gallons per day in error. 6. Filter Rehab at Eagle Point Water Treatment Plant to reduce bottlenecks in treatment flow process. 7. Althauser Street and Eagle Street water main replacement project. The water mains in both of these locations are in poor condition following multiple water main breaks. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 134 MAJOR CHALLENGES Dubuque, Iowa June 2024 DEPARTMENT: Water & Resource Recovery Center From your department's perspective, what are the major challenges facing the city over the next 5 years? > Replacement of obsolete electronic controls to provide reliable, up-to-date electronic motor control technology. The adopted FY25-29 five-year CIP budget includes funding for this effort. > WRRC treatment systems and lift station asset management to provide cost effective, reliable infrastructure. Without a computerized maintenance management system (CMMS), maintenance at the WRRC has been dominantly reactive versus planned, making repairs versus performing preventative maintenance. Utilization of a CMMS can decrease maintenance costs by increasing labor productivity, providing better parts inventory control, improving reliability/availability of equipment, and improving the effectiveness of the treatment facility to meet permit requirements. A CMMS includes the use of equipment/assets data; the use of parts, spares, and inventory data; data related to the employees who will charge time to a work order —in particular, their hourly rates; creating, tracking, charging, and completing maintenance work orders; preventive maintenance plans and associating them with equipment/asset records and schedule frequencies; work orders to specify who is to perform the work, materials needed, instructions, and other information; and scheduling when jobs are to be performed as well as scheduling labor to perform them. > Providing a treatment facility that meets the needs of the Dubuque community and complies with permit requirements. The FY25 budget includes funding for a facility plan that will evaluate and identify improvements or new systems that can be incorporated at the WRRC. The timing of any recommended changes will depend on incorporating them into the sanitary sewer funding plan. > Identification of ways to control energy costs at the WRRC and lift stations and reducing the carbon footprint. This will be considered in conjunction with the development of a facility plan for the WRRC funded in FY25. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 135 0 Updated nutrient reduction strategy. The permit requirement is to achieve at least a 66 percent (66%) reduction in total nitrogen and a 75 percent (75%) reduction in total phosphorus in the plant effluent (discharge) as compared to the plant influent (flow to the facility). Based on the 2022 nutrient reduction study, nutrient reduction upgrades weren't feasible. The City must revisit the issue and produce an updated study by 2027. This will be considered in conjunction with the development of a facility plan for the WRRC funded in FY25. 0 Possible changes to solids handling due to PFAS. Even though PFAS is not produced at the facility, the WRRC produces biosolids from incoming waste which could include PFAS. When these biosolids are applied to land, PFAS can leach into soil and water, posing environmental and health risks due to their toxicity and long-term persistence. Consequently, regulatory scrutiny is increasing, potentially leading to stricter effluent limitations for PFAS discharges. This might necessitate advanced treatment technologies at POTWs to remove PFAS before effluent release and biosolid generation, thus increasing operational costs and requiring extensive monitoring and compliance efforts. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 136 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2024 DEPARTMENT: Water & Resource Recovery Center Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Odor Reduction: Analysis and Implementation. Study was started in 2023. It involves identifying locations within the treatment train where chemical dosing could reduce the presence (and emission) of hydrogen sulfide, the most prevalent odor producing compound associated with wastewater. To date, the study determined that dosing the system ahead of the primary clarifiers with hydrogen peroxide was found effective at reducing 50% of the hydrogen sulfide (H2S) within the primary clarifiers. Initiated in early 2024, the system is being dosed with ferric chloride between the anaerobic digesters and the centrifuge to evaluate both H2S and struvite reduction. And planned for 2024 is a look at dosing the system after the activated sludge treatment system with ferric chloride. The dosing must be done sequentially because the process involves recirculating waste through the overall treatment train. As a result, dosing with ferric chloride between the digesters and the centrifuge can reduce the H2S in the flow to the primary clarifiers. The FY25 budget includes sufficient funding to does at the three locations identified. 2. High Strength Waste Receiving & Storage Project: funding and construction. FY25 budget included funding to build the improvements to be able to continue accepting and treating high strength waste at the WRRC. The budget also reflected a 100% increase in the tipping fees paid by HSW producers to offset the cost of the project. Additional fee increases will be needed in FY26 and FY27 to offset the cost of the improvements. The City is seeking grant funding, including a community project request through Representative Hinson's Office, to try and reduce the financial burden on the local businesses that produce HSW. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 137 INITIATIVES 2024 - 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2024 DEPARTMENT: Water & Resource Recovery Center Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Removal and disposal of the waste temporarily stored in the open-air excess flow tank which emanates strong odors. 2. Evaluation of the vacant Maintenance Supervisor position which involves identifying depaitiuental staffing needs and filling the vacancy with a person who can round out the WRRC team. 3. Installation of an HVAC mini -split system to provide climate control for offices in the Administration Building. 4. Review of the City's Fats, Oils, and Grease program to assess effectiveness and identify efficiency improvements. 5. Expanding the testing capability of the WRRC state certified lab to include additional analytes (specific component in a sample that is being measured or analyzed). Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 138 SECTION 6 STRATEGIC PLAN ON CRITICAL ISSUES Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 1 Strategic Topics for Discussion City of Dubuque 1. Management/Employee Succession Planning and Programs 2. Youth Retention 3. Beautification 4. Parks Refresh and Upgrade Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 2 SECTION 7 PLAN 2024 — 2029 [Updated: 6/16/24] Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 1 City of Dubuque Goals 2029 VIBRANT COMMUNITY: HEALTHY AND SAFE FINANCIALLY RESPONSIBLE, HIGH-PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 2 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Objectives Be inclusive and equitable community in which all feel PRIORITY Outcome 1 welcome and included Provide high -quality emergency services that are accredited and uses best practices Outcome 2 Outcome 3 Have equitable access to healthcare, including mental/brain health and substance use disorders in partnership with other providers Have the Police working with community to create a safe Outcome 4 community with residents sharing responsibility Outcome 5 Have Police Department, Fire Department and Dispatch at full budget authorized staffing with diverse workforces Outcome 6 Have City services available for all and delivered in an equitable manner Have residents feel safe in the community and in their Outcome 7 neighborhood Outcome 8 Leverage technology to create a safe community Outcome 9 Have a walkable and bikeable community that supports a healthy life style Outcome 10 Have healthy buildings, homes and neighborhoods with reduced environmental hazards Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 3 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Outcomes PRIORITY Outcome 11 Outcome 12 Outcome 13 Outcome 14 Outcome 15 Outcome 16 Outcome 17 Outcome 18 Outcome 19 Outcome 20 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 4 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Challenges and Opportunities 1. Addressing issues and concerns regarding unhoused populations, including living in the lobby of City facilities PRIORITY 2. Recruitment and retention of Police, Fire and Dispatchers 3. Having and funding a Fire Vehicle, Equipment and Facilities Replacement Plan 4. Federal government and State of Iowa politics and polarization 5. Aging City Public Safety facilities needing significant maintenance and major repairs 6. Transitioning dispatch/communications to Dubuque County 7. Antiquated Civil Service hiring processes and Academy rules that are the impediments to timely hiring 8. Police facility inadequate for current and future staffing in a County - owned facility 9. Defining City's role in addressing brain health challenges 10. Shortage of healthcare workers and providers Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 5 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Challenges and Opportunities 11. Addressing community health needs and defining the City's role PRIORITY 12. New public safety workforce that their expectations: work, overtime, time -off, etc. 13. Changing state laws and regulations impacting community safety restrictions 14. Lack of civility — people have forgotten how to relate to each other 15. Transitioning some positions from sworn to non -sworn within the Police Department 16. Dubuque County lack of funding for brain health 17. Addressing difficult and irresponsible property and building owners who are unwilling or unable to improve their properties or buildings 18. Staffing Cooling and Warming Centers for weekends, holidays and overnight and the need for daytime and overnight shelters 19. Chronic nuisance violations for those with brain health issues 20. Residents unable to afford rabies vaccinations and pet licensing Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 6 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Challenges and Opportunities 21. Juvenile violent crime and gun -related crime remain a concern for Dubuque PRIORITY 22. Limited treatment facilities for juvenile offenders (High -risk juvenile offenders require transport to facilities that are hours away and it may also take hours to arrange a means of transport to available facilities.) 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 7 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE D) Actions 2024 — 2025 1. Comprehensive Fire Stations Locations and Staffing: Workshop Presentation, Direction on Implementation and Funding 2023 M/CC Mgmt PRIORITY 2. Unhoused Residents Strategy: Needs/Issues Assessment, Partners, Outcomes, Report with Options, Policy Direction, City Actions and Funding 2023 Mgmt 3. Community Cameras Program: Outcomes, Best Practices, OTH M/CC Mgmt Report with Options, Direction, Funding and City Actions (including Traffic and Community) 4. Artificial Intelligence Policy and Action Plan: Definition, Best Practices, Report with Options, Direction, Funding and City Actions M/CC Mgmt 5. Public Safety Campus: Concept Definition, Best Practices, Report with Options, Direction, Location and Funding Mechanism M/CC Mgmt 6. Neighborhood Speeding: Problem Assessment, Best Practices, Report with Options/Potential Tools, Direction, Funding and City Actions M/CC 7. Park Ranger Program Enhancement: Review, Report, M/CC Direction and Funding 8. Police Management Study: Scope, Study Completion, Direction and City Actions M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 8 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Actions 2024 — 2025 9. Mental Health/Brain Health Strategy/Action Plan: Update Report, Next Steps and Actions a. City Organization b. Community MIP M/CC PRIORITY 10. Crescent Community Health Center Expansion of Population OTH Mgmt Health Program: Funding, Board Leadership and Other Actions 11. 12. 13. 14. 15. 16. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 9 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Management in Progress 2024 — 2025 1. Police Department Full Staffing: Next Steps, Update Report and Funding 2023 M/CC DATE 2. 911 Center Relocation and Staffing: Direction and Funding OTH M/CC 3. SRO Program Expansion: Best Practices, Report, Direction, Funding and City Actions M/CC 4. Public Safety Workforce Diversification: Update Report and Next Steps M/CC 5. Fire Protective Gear Replacement Plan and Phasing (Primary and Back -Up): Funding and Acquisition M/CC 6. Equitable Fines and Fees Reform: REPORT to Mayor and City Council MIP Mgmt 7. Fire/Police Culture Action Plan: Development and Implementation — Education and Corrective Measures and Update Report MIP Mgmt 8. Emergency Communication Transfer to Dubuque County: MIP Policy Direction and City Actions, Discussion with Dubuque, Resolution regarding Information Technology 28e Agreement 9. Traffic and Security Cameras Deployment: Implementation and Upgrade, Fiber Project (APRA Funding) MIP 10. Diversity Equity and Inclusion City Action Plan: Departmental Action Plans 2023 M/CC Mgmt Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 10 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Management in Progress 2024 — 2025 11. LPR Cameras: Installation Mgmt DATE 12. Cyber Security Action Plan: Problem Analysis, Best Practices, Report with Findings and Options, Direction, Funding and City Actions OTH Mgmt 13. Emergency Communications Additional Training for Emergency Communications Staff: Completion 14. New CAD Computer System: Implementation Emergency Communications 15. Prepared Live — Paid Version: Implementation Emergency Communications 16. Fire Equipment: Acquisition a. Fire Engine b. Ladder Truck c. Medic Vehicles/Ambulances (2) d. Fire Boat Fire 17. Fire Radios Upgrade: Completion Fire 18. Community Risk Reduction (AED Program (slips Fire and falls, mental health response, elderly resources) Strategic Plan: Completion 19. Opioid Misuse Planning and Response in conjunction with Dubuque County Health 20. City Emergency Preparedness Planning and Planning Health of Exercises and Drills for City Staff: Completion Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 11 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE ») Management in Progress 2024 — 2025 21. Animal Control Ordinance Update: Adoption Health DATE 22. Veterinarian Services Contract: Completion Health 23. Pet Licensing Systems (including in-house or outsourcing): Direction and Implementation Health 24. Community Notification System/Process Expansion: Health Completion ((and expand the number of platforms to notify schools, community organizations, residents, and businesses period during of air quality, water quality, extreme heat, and extreme weather concerns 25. Public Health Preparedness Emergency Response Plan Update: Completion Health 26. Police Training Expansion: Implementation Police 27. Records Management Software: Selection and Implementation Police 28. Law Enforcement Mental Health and Wellness Check -Ins: Implementation Police 29. 30. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 12 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Major 1. Projects 2024 — 2025 Fire Headquarters Bunk Room Remodel, HVAC, and Fire Administration Office Update: Completion Fire DATE 2. Burn Tower Improvement Project: Completion Fire 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 13 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> On the Horizon 2025 — 2029 1. 9-1-1 Center Accreditation: Completion OTH M/CC 2. Mine Shafts: Problem Analysis, Report, Direction and City Actions OTH 3. Community -Based Health Promotion: Capacity and Funding OTH 4. Maternal Health Services: Assessment, Report with Options, City Role, Direction and City Actions OTH 5. County Management of the 9-1-1 Center Mgmt 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 14 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Objectives Recruit, hire and retain a diverse, top-quality City workforce dedicated to City goals and mission PRIORITY Outcome 1 Outcome 2 Maintain/improve the City bond rating Outcome 3 Provide responsive City services to the Dubuque community Outcome 4 Maintain general fund reserve funds to 25% Outcome 5 Secure City information and data using the "Best Practices" for the Dubuque community Outcome 6 Increase community understanding of Dubuque City Government — policies, processes, services, programs and activities, facilities and delivery mechanisms Outcome 7 Deliver City services in a cost-effective and financially responsible manner Maintain enterprise funds reserves to 25% Outcome 8 Outcome 9 Leverage information technology and artificial intelligence to enhance City service delivery, City processes and project planning Have high customer satisfaction with City services Outcome 10 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 15 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY ») Outcomes Have success transition to new managers and employees PRIORITY Outcome 11 Outcome 12 Provide opportunities for residents to become involved in City governance and planning Outcome 13 Have residents and businesses receiving service value for their taxes and fees Outcome 14 Outcome 15 Outcome 16 Outcome 17 Outcome 18 Outcome 19 Outcome 20 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 16 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Challenges and Opportunities 1. Aging City facilities, infrastructure and equipment needing maintenance, major maintenance or replacement PRIORITY 2. Extremely competitive employment marketplace 3. State of Iowa legislative actions and administrative rules impacting City finances and service, threatening home rule and local control 4. Concern about having low taxes over investing in the future and value for City services 5. Updating and implementing the new classification system and compensation philosophy 6. Upcoming retirements 7. Community disinformation and misinformation about City government — policies, processes, services and finances 8. Supporting City employee work -life balance and employee morale 9. Under-resourced City services and programs resulting in stress for City employees 10. Balancing the demands for services, programs and activities with available resources, City organizational capacity, the community's expectations and new initiatives Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 17 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Challenges 11. and Opportunities Recruiting, developing and retaining a diverse City workforce PRIORITY 12. Climate of distrust in all governments, including City government 13. Providing a secure workplace balanced with customer service 14. Antiquated Civil Service System with discriminatory practices 15. Funding for ADA compliance for City facilities, infrastructure and service delivery 16. Due to limited City staff capacity, hiring outside resources at a significantly higher cost 17. Enhancing a City organizational culture that values learning, creative thinking and innovative actions 18. Enhancing internal department and interdepartmental teamwork and collaboration and reducing work unit silos 19. Tapping subject matter experts with the City and working in other depai tinents 20. Communications focusing on the issues of the moment rather than proactive and strategic communications Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 18 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Challenges and Opportunities 21. More complex open records requests that involve significant staff time PRIORITY 22. Lack of diverse representation on city boards and commissions 23. Improving equity, inclusion and belonging outcomes for ALL of City employees 24. Addressing the increasing number of applications for discounted utility fees 25. Need for more and diverse pipelines and recruitment of underrepresented groups 26. 27. 28. 29. 30. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 19 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >> Actions 1. 2024 — 2025 City Management/Employee Succession Planning and M/CC PRIORITY Program: Direction and Funding 2. City Employee Compensation Next Step: Direction and Funding M/CC 3. IT Staffing: Direction and Funding M/CC 4. Human Resource Staffing: Direction and Funding M/CC 5. Resident Engagement Program: Goals/Outcomes, Best Practices, Report with Options, Direction and City Actions M/CC 6. Artificial Intelligence Policy and Playbook: Definition, Policy Development, Playbook Development, Direction and Funding M/CC Mgmt 7. City Data Center Projection — Phase 2: Direction and Funding 2023 Mgmt 8. City Facilities Security Short -Term Action Plan — Access Codes: Funding and Implementation BUDGET FY 26 OTH Mgmt Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 20 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Actions 9. 2024 — 2025 Proactive Communication Strategy/Action Plan for OTH Mgmt PRIORITY Disinformation: Outcomes, Best Practices, Report with Recommendations - Staffing, Direction, Funding and City Actions 10. Payment Kiosk Policy: Research Request Quotes and Funding Mgmt 11. 12. 13. 14. 15. 16. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 21 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Management in Progress 2024 — 2025 1. Organizational Culture Continuous Improvement • Implementation of ViDL Organization in Change contract • Performance Reviews • Exit Interviews • Implementation of Employee Resource Groups • Supporting the brain health needs of employees including addressing work environment concerns and development of internal supports (e.g., EQVi11e, Peer Support Team) MIP M/CC Mgmt DATE 2. Federal Infrastructure and State Programs: Direction a. Budget Dollars — Shovel Ready Designs b. Debt Dollars — Major Projects 2023 Mgmt 3. Rightsizing Departments — Services and Staffing: Services Identification and Prioritization, Staffing Needs Linked to Services, Report, Direction and Funding 2023 Mgmt 4. Future City Employee Career Development Program(s); Best Practices, Report with Options, Direction and Action Steps M/CC 5. City Legislative Advocacy Agenda and Action Plan 2025 MIP M/CC 6. Enterprise Asset Management System and Work Order System: Direction and Funding (including ADA) MIP Mgmt 7. ERP Software Implementation a. HR b. Financial Asset Management MIP Mgmt Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 22 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Management in Progress 2024 — 2025 8. HRIS Implementation: Completion MIP Mgmt DATE 9. CRM Service Model: Report on Staffing, Direction and City Actions OTH Mgmt 10. Data Governance: Direction and Funding OTH Mgmt 11. City Council Agenda and Meeting Management Platform Replacement: Completion City Clerk 12. City Bond Rating: Updated Credit Rating Summer 2024 Finance and Bond Sale 13. City -Wide Safety Program: Implementation Finance 14. Debt and Investment Management Software: RFP and Installation Finance 15. Banking Services: RFP and Award Finance 16. NeoGov Utilization for OHC and LEARN Human Resources 17. Cyber Security Enhancements: Completion Information Technology 18. Electronic Recycling Policy and Program for IT Equipment Implementation: Completion Information Technology Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 23 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Management in Progress 2024 — 2025 19. Leisure Services Director Replacement: Completion Leisure Services DATE 20. Adopt-A-Spot/Volunteer Management Hub Site GIS Application Public Information 21. 22. 23. 24. 25. 26. 27. 28. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 24 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Major Projects 2024 — 2025 1. City Hall and Annex Project: Completion Mgmt DATE 2. Federal Building Upgrade Project: Completion Mgmt 3. Multicultural Family Center Project: Completions Mgmt 4. City Data Center Project— Phase 1: Completion Mgmt 5. City Facility Integrated Access Control Engineering 6. Federal Building HVAC System Condition Assessment and Long-term Replacement Plan: Completion Engineering 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 25 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> On the Horizon 2025 — 2029 1. City Employee/Contractor Living Wage Policy: Development and Funding OTH 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 26 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY ») Objectives Have affordable and quality housing options for Dubuque workforce and community both for homeownership and PRIORITY Outcome 1 rental Outcome 2 Grow Dubuque and embrace diverse populations Outcome 3 Attract a commercial airline(s) connecting to multiple major hubs Outcome 4 Support Dubuque higher education institutions and retain graduates in the Dubuque community Expand sports tourism in Dubuque Outcome 5 Outcome 6 Maintain and enhance an effective partnership with GDDC to grow the regional Dubuque economy Expand the infrastructure and facilities capacity to support economic development and growth Outcome 7 Attract and retain a diverse workforce Outcome 8 Outcome 9 Increase the number of small, diverse and multi -cultural businesses Outcome 10 Attract technology and technology -related businesses Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 27 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY ») Outcomes Have a living wage for residents PRIORITY Outcome 11 Outcome 12 Support and increase the number of start-up businesses and entrepreneurs Outcome 13 Have additional lodging facilities in the Port of Dubuque, Historic Millworks District, and Chaplain Schmitt Island Outcome 14 Outcome 15 Outcome 16 Outcome 17 Outcome 18 Outcome 19 Outcome 20 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 28 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Challenges 1. and Opportunities Lack of quality, affordable rental housing [30% — 80%] community - PRIORITY wide 2. Actions by the State of Iowa that impact the local economy and economic development policies, processes and programs —TIF, Historic Tax Credits, grants and others 3. Addressing lack of air service 4. Retaining college graduates from Dubuque local colleges and universities 5. Having quality, affordable childcare/elder care 6. Tapping the potential for tourism especially sports tourism 7. Recruiting new and diverse businesses along Central Avenue, Kerper Boulevard and North End 8. Workforce desiring diverse quality of life amenities 9. Availability of local quality workforce and matching educational programs with needs of employers 10. Supporting working from home with high speed, reliable and affordable broadband service and lack of technical support Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 29 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Challenges and Opportunities 11. Economic forces beyond the City's control: inflation, recession, supply chain issues and interest rate increases PRIORITY 12. Challenging future of local higher education institutions: enrollment, funding, new institutional leadership transition 13. Workforce skill gaps and shortages and the retaining/retooling workforce with an aging community curtailing the outflow of workforce and families 14. Lacking of understanding of City and regional economic development goals, roles and responsibilities, processes and procedures and projects by the Dubuque community 15. Supporting a multi -cultural workforce 16. Tapping the tourism potential of river cruises and Field of Dreams expansion 17. Supporting start-up businesses, entrepreneurs and innovators 18. Impacts of artificial intelligence on the business community and local economy 19. Lack of wage growth 20. Retirements and transition in new economic development leadership Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 30 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Challenges and Opportunities 21. Reduction of tax funds due to State of Iowa changes — RIFF in jeopardy PRIORITY 22. 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 31 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Actions 1. 2024 — 2025 Air Service Future Strategy and Action Plan: Direction and Community Plan for Funding 2023 M/CC Mgmt PRIORITY a. Low Cost Expansion b. Major Airline Hub Connection 2. Update Report to Mayor and City Council Industrial Park Infrastructure: Direction and Funding ($100 Million): BUDGET DECISION FY 26 FOR CITY INFRASTRUCTURE (INTERNAL) a. West McFadden b. Graff c. Crossroads 2023 3. Kerper Boulevard Business Development: Update Report and Next Steps OTH M/CC 4. Field of Dreams Development: Update Report and City Actions M/CC 5. GDDC: Relationship and Direction M/CC 6. Business Engagement Enhancement: Problems/Issues, Direction and City Actions M/CC 7. Retail Attraction Strategy/Action Plan: Report with Opportunities, Direction and Action (with GDDC) OTH M/CC 8. Small Business Grant Program Expansion: Direction and Funding M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 32 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Actions 2024 — 2025 9. Indoor Sports Facility (Private -Public Partnership): Concept, City Role, Potential Partners, Report with Options, Direction and City Actions M/CC PRIORITY 10. Hotel Attractive/Incentive Policy: Direction and Implementation M/CC 11. Ball Park Development: Concept, City Role, Direction and City Actions M/CC 12. Tourism Enhancement: Performance Review, Direction and M/CC Action Plan 2024-2025 13. Grand Harbor Hotel: Next Steps OTH M/CC 14. Southwest Arterial Corridor Business Development: Outcomes, Direction, City Actions and Funding OTH M/CC 15. Comprehensive Sports Tourism Strategy: Development OTH M/CC 16. Childcare Next Steps: Update Report, City Role, Direction on Next Steps and City Actions M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 33 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Actions 2024 — 2025 17. Food Truck Policy: Report with Option and Direction Mgmt PRIORITY 18. Entertainment Business Development Mgmt 19. Historic Millwork District Plan Implementation: Direction and Funding Mgmt 20. Brownfield Remediation Projects: Direction and Funding a. Downtown b. Southport Mgmt 21. Grand Harbor Hotel Transition to New Ownership: City Actions M/CC 22. Hotel Incentive Policy/Program: Outcomes, Options, Direction, and Funding M/CC 23. 24. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 34 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Management in Progress 2024 — 2025 1. Business Incentives Policy/Processes: Review and Refinement M/CC DATE 2. Office of Shared Prosperity/Poverty Reduction Plan: Update Report/Data M/CC 3. Flexi-Steel Site for Redevelopment: Pump Agreement OTH M/CC 4. Field of Dreams: Next Steps for City a. Hotel Development Agreement(s) b. Support Travel Dubuque — Activities/Experiences and Marketing Dubuque as a Great Place to Live and Visit c. Update Report MIP M/CC 5. MWBE Procurement Policy, Process Revision and Recruitment: Completion and Report MIP 6. Job Fair for Dubuque: Implementation and Report on the Event MIP 7. Port New Hotel Development: City Actions OTH Mgmt 8. Childcare Coalition Quarterly Meetings Eco Dev 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 35 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Major Projects 2024 — 2025 1. Dubuque Brewing & Malting Building Project: De- construction Completion and Site Remediation Completion 2023 M/CC DATE 2. River Boat Docking Project: Environmental Study and Temporary Dock Installation M/CC 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 36 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> On the Horizon 2025 — 2029 1. JFK Corridor Revitalization/Redevelopment: Outcomes, Report with Options, Direction and Actions OTH 2. Port of Dubuque Refresh: Direction and City Actions OTH 3. Downtown Commercial Business Building Assessment Implementation: OTH Policy Direction and Funding 4. South Port Redevelopment Area -Wide Concept Plan: Implementation, Direction and Funding OTH 5. Northend Revitalization Action Plan: Outcomes, Direction, Plan Development, Funding and City Actions OTH 6. Business Support for Minority -Owned Businesses Enhancements: OTH Expanded Participation, Financial Institutions Participation and Funding 7. New/Refreshed Dubuque Brand and Marketing Program: Concept, Brand Definition, Direction and Marketing Program Development OTH 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 37 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE ») Objectives Revitalize the Central Avenue corridor PRIORITY Outcome 1 Outcome 2 Have a vibrant Dubuque Downtown with an increase in housing opportunities both market -rate and affordable Outcome 3 Have well -designed and well -maintained public infrastructure and facilities serving neighborhoods Outcome 4 Preserve Dubuque Historic Millwork District as a thriving mixed -use development with residential, retail/office, entertainment Increase the visual appeal and beauty of the city with attractive gateways, corridors, streetscapes/landscaping Outcome 5 Outcome 6 Have adaptive reuse of Downtown vacant offices, commercial and residential spaces Protect and enhance each neighborhood identity and integrity Outcome 7 Expand resident involvement in their neighborhood through increasing the number of neighborhood associations Outcome 8 Outcome 9 Grow the population within the City of Dubuque Outcome 10 Preserve Dubuque's historic downtown — create a vibrant sense of place Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 38 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE ») Outcomes Have opportunities to build wealth because of affordable housing PRIORITY Outcome 11 Outcome 12 Have choice of livable and inclusive neighborhoods Outcome 13 Outcome 14 Outcome 15 Outcome 16 Outcome 17 Outcome 18 Outcome 19 Outcome 20 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 39 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> Challenges 1. and Opportunities Continuing momentum and delivering results in Downtown, Historic Millwork District, Bee Branch Watershed, Riverfront, Central Avenue, historic areas/corridor area and Chaplain Schmitt Island PRIORITY 2. Addressing the increasing number of unhoused residents with limited shelter opportunities and other tools 3. Addressing problems and issues with housing voucher programs 4. Expanding housing opportunities to support economic growth and increases in community population 5. Low vacancy rate in rental housing units 6. State of Iowa laws regulating housing and the City's role, including short-term rentals, mobile homes, etc. 7. Dispersing and de -centralizing affordable and low-income housing while developing options for affordable housing throughout the community to address the lack of quality, affordable housing units 8. Preserving and rehabilitating affordable housing and building stock — oldest in Iowa 9. Affordable access to quality, healthy foods in north Dubuque 10. Aging City neighborhood infrastructure and facilities needing replacement or major repairs Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 40 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> Challenges and Opportunities 11. Reducing slum and blight through effective enforcement and incentives PRIORITY 12. Annexing and expanding the City boundaries with the capacity to fund and maintain City services and infrastructure 13. Lack of Police staffing for community policing and traffic unit 14. Address hoarding problems throughout our Dubuque community 15. Expanding residential opportunities in Downtown, including the use of the second floors 16. Language barriers to accessing City services and to neighborhood engagement 17. Using artificial intelligence in housing inspections and construction 18. Turning buildings and housing owned by religious orders/institutions into a community asset 19. Aging members of neighborhood associations 20. Lack of contractors and sub -contractors in Dubuque Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 41 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> Challenges and Opportunities 21. Improving mobility options PRIORITY 22. Vacant school properties in neighborhoods and School District determining future direction 23. Lack of affordable access to fiber 24. Continuing demand for additional childcare facilities and programs 25. Access opportunities for disabled and handicapped residents 26. 27. 28. 29. 30. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 42 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> Actions 2024 — 2025 1. Central Avenue Revitalization Plan Implementation: Adoption, Direction, City Actions and Funding (including Direction on One Way/Two Way) 2023 M/CC PRIORITY 2. Downtown Housing Action Plan: Goals/Outcomes, Opportunities, Best Practices, Report with Options and Recommendations, Direction and City Actions OTH M/CC 3. City-wide Beautification Policy/Plan/Actions: Goals/Outcomes, Report with Options and Funding Mechanism, Direction and Next Steps (including the concept of "Grandbury") OTH M/CC 4. New Housing Development Support: Next Steps a. Starts b. Additional Permits M/CC 5. First Impression/North-South Entrance Beautification Project: Report with Options, Direction and Funding Mechanism M/CC 6. Downtown Beautification Program: Goals/Outcomes, Report with Options, Direction and City Actions M/CC 7. Code Compliance/Enforcement Enhancements: M/CC Problem/Issue Identification, Best Practices, Analysis of Options, Report with Recommendations, Direction and Implementation Actions 8. Grandview Corridor Beautification Plan: Goals, Report with Options, Direction, City Actions and Funding M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 43 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> Actions 2024 — 2025 9. Infill Development Strategy and Policy: Research, Best Practices, Report, Direction, City Role and Actions M/CC PRIORITY 10. Historic Preservation Policy and Action Plan: Review, Best Practices, Report with Enhancements, Direction and M/CC Implementation 11. Community Land Trust: Grant Notification, Direction and M/CC Action Steps 12. Southwest Arterial Annexation Policy/Plan: Review, Direction and City Actions M/CC 13. Southwest Arterial Development Plan: Update/Review, Direction and City Next Steps M/CC 14. Abandoned Buildings: Inventory, Best Practices, Report with Options, Direction and City Actions M/CC 15. Cedar Cross Corridor Revitalization Plan/Vision OTH Mgmt 16. Neighborhood Associations Grant Program: Funding Mgmt Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 44 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> Actions 2024 — 2025 17. Downtown Master Plan Study: Scope, Direction and Funding Mgmt PRIORITY 18. Additional Incentives for Creation Affordable Housing: Policy Direction and Funding Mgmt 19. 20. 21. 22. 23. 24. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 45 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> Management in Progress 2024 — 2025 1. Unified Development Code: Completion and Adoption MIP Mgmt DATE 2. Rental Code: Review and Revision a. Inspection Cycle b. Policy Framework M/CC 3. Neighborhood Associations Development: Implementation MIP 4. Imagine Dubuque: Annual Update Report MIP 5. NSPIRE Implementation from HQS for the HCV Program Housing & CD 6. HOTMA Implementation for HCV Program Housing & CD 7. Terminus for all Permits, Data Governance and Storage: Housing & CD Completion 8. Permitting and Inspection Software Implementation: Completion Housing & CD 9. Applications and Internal Referrals to Grant and Loan Programs Streamlining: Completion Housing & CD 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 46 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE ») Major Projects 2024 — 2025 1. DATE 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 47 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE >> On the Horizon 2025 — 2029 1. Annexation Policy: Review and Direction 2. Cable Car Area Beautification Action Plan: Direction and City Actions 3. Hendrick's Feed Site Parking Ramp: a. Design b. Construction 4. 5. 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 48 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES ») Objectives Have healthy urban tree canopy and preserve current trees PRIORITY Outcome 1 Outcome 2 Continue to provide safe, affordable and dependable drinking water for all residents through a high performing water treatment plant Outcome 3 Reduce the community's carbon footprint (50% by 2030) and science -based outcomes in the future Outcome 4 Reduce potential flooding through flood plain management, mitigation and protection through a well -maintained, operational stormwater system Reduce energy consumption and increase the use of renewable energy sources by City government Outcome 5 Outcome 6 Reduce waste and increase diversion, recycling and composting opportunities Clean-up and reuse brownfield sites in Dubuque Outcome 7 Have clean air Outcome 8 Outcome 9 Have clean water with wadeable water bodies and safe ground water Outcome 10 Have opportunities and access to healthy foods Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 49 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES ») Outcomes Have opportunities for a healthy lifestyle PRIORITY Outcome 11 Outcome 12 Outcome 13 Outcome 14 Outcome 15 Outcome 16 Outcome 17 Outcome 18 Outcome 19 Outcome 20 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 50 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Challenges and Opportunities 1. Addressing food disposal issues PRIORITY 2. Reducing odor at the Water Resource Recovery Plant 3. Climate changes: heat events, rain, wind events and flood events and the impact on energy demands 4. Enhancing the flood wall 5. Need to address Bee Branch Pumping Station 6. Protection of at -risk infrastructure and utilities due to climate change and aging infrastructure, especially sanitary sewer system and water system 7. Cleaning up and reuse of `Brownfields" sites 8. Funding of match dollars for grants 9. Protecting the Dubuque community from flooding through storm water management 10. Defining the City's role, defining private responsibilities, funding and procuring for the emerging electric vehicles (EV) infrastructure Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 51 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Challenges 11. and Opportunities State of Iowa decisions and regulations limiting City of Dubuque PRIORITY actions 12. Educating our City employees, our residents and our businesses to increase their understanding the benefits of their habits and their impacts on "sustainability" and recognizing the impact of their actions on community resiliency 13. Integrating climate adaptation into City operations 14. Limited funding for water infrastructure and treatment plant upgrades/replacement 15. Looking beyond electric vehicles — the next generation (e.g. hydrogen power vehicles) 16. Workload and limited City staff capacity for additional projects or work assignments 17. Lack of preventative and proactive City infrastructure maintenance (currently 90% routine maintenance and 10% preventative) 18. Optimizing the City fleet 19. Increasing project and operational costs and supply chain issues, including energy costs increases 20. Plans developed without funding for implementation or follow-through Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 52 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Challenges and Opportunities 21. Updating the Unified Development Code with sustainable environment requirements and regulations PRIORITY 22. Increasing funding opportunities for projects from Iowa DOT with a board member from the Dubuque community 23. Limited access to energy auditors 24. Federal and State of Iowa regulation changes impacting Dubuque's environmental sustainability 25. Diversifying the utility workforces 26. Using antiquated, paper -based record system 27. Using data base in decision making 28. Inefficient state reporting system 29. Developing future utility workforce including expanding the use of technology and matching skillsets 30. Air quality impacted by Canadian wildfires and trucks on Central Avenue Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 53 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Actions 2024 — 2025 1. Catfish Creek Sanitary Sewer Project Station: Debt Policy Direction, Phasing and Funding; Phase 1 New Lift Station Construction 2023 Mgmt PRIORITY 2. Community Electric Vehicle Preparation: Policy Framework, OTH M/CC Regulations and Code Revisions, Charging Stations Development and Funding 3. City Government eVehicle Policies/Programs: Fleet Assessment/Utilization Study, Staffing and Training Needs, Update Report, Direction and Funding OTH M/CC 4. Climate Action Plan: Update Target and Next Steps M/CC 5. Solar Policies/Program/ Strategy: Goals/Outcomes, Best Practices, Report with Options, Funding Opportunities, Direction and City Actions a. City Government b. Community OTH M/CC 6. Green Alley Program: Project Direction/Timing, OTH M/CC Maintenance Direction and Funding 7. Sewer Infrastructure Master Plan Update: Needs/Gaps, Plan Update, Direction, Projects and Timing and Funding M/CC 8. Climate Action Plan Staffing: Review, Plans after Three Years, Direction and Position Funding M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 54 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES ») Actions 2024 — 2025 9. Water Supply for Four Mound: Direction, City Actions and Funding M/CC PRIORITY 10. Water/Sewer to Southwest Arterial: Project Direction and Funding M/CC 11. Bikeable/Walkable Dubuque: Definition of Concept, City Role, Direction, Funding and City Actions M/CC 12. Kaufman Storm Sewer Infrastructure Project: Direction and Mgmt Funding 13. 17th/West Locust Project: Direction and Funding Mgmt 14. 15. 16. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 55 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Management in Progress 2024 — 2025 1. Water Distribution and Treatment System Master Plan: Development 2023 M/CC DATE 2. Trees Planting Program Enhancement: Report with 2023 M/CC Mgmt Options, Direction and City Actions (Planting: 5,280 trees) 3. Water Resource Recovery Plant — Odor Abatement Implementation: Update Report and Direction on Next steps MIP M/CC Mgmt 4. Sewer System Infrastructure Asset Master Plan: Development and Adoption MIP Engineering 5. Pollinator Habitat in Park System Implementation: Complete Natural Resources Plan and Implementation Actions MIP 6. Electric Bus Implementation: Acquisition (1) MIP 7. Emerald Ash Borer: Funding for Planting, Stump Removal/Sidewalk Replacement BUDGET DECISION FY 26 MIP 8. Air Quality EPA Path Forward: Update Reports Health 9. Consumer Confidence Report 2024: Creation and Publication Water 10. Waste Temporarily Stored in the Open -Air excess Flow Tank: Removal and Disposal WRRC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 56 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Management in Progress 2024 — 2025 11. Vacant Maintenance Supervisor Position: Evaluation and Direction WRRC DATE 12. HVAC Mini -split System Installation: Completion WRRC 13. Fats, Oils, and Grease Program: Review WRRC 14. WRRC State Certified Lab Expanding the Testing Capability: Completion WRRC 15. 16. 17. 18. 19. 20. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 57 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES ») Major Projects 2024 — 2025 1. Bee Branch Stormwater Pumping Station Project (16th Street/Kerper Pumping Station) 2023 M/CC Engineering DATE 2. SCADA Overhaul: Water MP 3. Lead Water Lines Replacement (Grant Dependent) MP 4. Auburn and Custer Water Main, Sanitary Sewer, Street Reconstruction Project: Construction Engineering 5. Green Alley Project: Construction a. 15th street to 17th Street Between Iowa Street and Central Avenue b. 7th Street to 18th Street between Central Avenue and White Street Engineering 6. 42-inch Diameter Sanitary Sewer Force Main Stabilization Project (USACE partnership): Completion Engineering 7. Cedar and Terminal Street Lift Station and Force Main Engineering 8. Tamarack Sanitary Sewer Extension Project: Construction Engineering 9. Twin Ridge Sanitary Sewer Extension and Lagoon Abandonment Project: Construction Engineering Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 58 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES >> Major Projects 2024 — 2025 10. Granger Creek Lift Station Improvements: Construction Engineering DATE 11. Old Mill Road Lift Station & Force Main: Construction Engineering 12. Grove Terrace Sanitary Sewer Reconstruction: Construction Engineering 13. Advancing New Deep Well No. 11 (as part of PFAS Remediation Plan) Water 14. North Cascade/SW Arterial Water Main Extension from Edval Lane to North. English Mill Road): Construction Water 15. City -Wide Fiber Project — Water Department Pump, Stations, Tanks and Towers: Completion Water 16. Tamarack Park/HWY 61 Water Main Extension project (per development agreement.): Construction Water 17. Deep Well No. 7 Rehabilitation: Completion Water 18. Creek Crossing Restoration Project: Construction Water 19. High Strength Waste Receiving & Storage Project: Funding and Construction WRRC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 59 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES >> On the Horizon 2025 — 2029 1. South Flood Wall Buried: Funding OTH 2. Recycling Automated Collection: Direction and Funding Mechanism OTH 3. City Energy Policy — Buildings and Equipment: Report, Direction, Funding and City Actions OTH 4. Bee Branch Operations and Maintenance: Funding OTH 5. South Plant Magnetic Flow Meters Replacement: Funding Mgmt 6. Filter Rehabilitation at Eagle Point Water Treatment Plant: Funding Mgmt 7. Althauser Street and Eagle Street Water Main Replacement Project: Funding Mgmt 8. Nutrient Reduction Strategy: Update (2027) WRRC 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 60 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> Objectives Have daily scheduled commercial air service to hub(s) PRIORITY Outcome 1 Have well -designed, well maintained Complete Streets (including streets, sidewalks and bike lanes) throughout our Dubuque community Outcome 2 Outcome 3 Have safe, healthy, accessible, well -maintained, and connected trails for mobility and recreation Outcome 4 Improve traffic flow throughout the city (East-West corridor, roundabouts, light synchronization) Outcome 5 Increase availability, accessible and affordable broadband and redundancy through public -private partnerships Outcome 6 Have safe, available, equitable and accessible daily travel through multiple mobility mode for all Dubuque residents Have well -maintained alleys throughout Dubuque providing safe access to private properties for solid waste services, effective drainage and private services/delivery Outcome 7 Outcome 8 Have reliable transportation serving the airport Outcome 9 Outcome 10 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 61 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> Challenges 1. and Opportunities Competition for commercial air service with five airports within two PRIORITY hours 2. Recurring funding for adequate street maintenance 3. Funding for "Complete Streets" implementation 4. Equity in broadband affordability, availability and accessible 5. Poor condition of alleys and the underground utilities and lack of funding 6. Aging and deteriorating underground infrastructure (oldest in Iowa) with expensive immediate needs and few grant opportunities 7. Rehabilitating concrete streets especially streets built in the 1990's which now need reconstruction 8. Funding for local match for grants (e.g. airport grant $30 million needs $3 million match from the City of Dubuque) 9. Addressing parking and parking ramps concerns, perceptions and issues and funding for maintenance 10. Developing and maintaining the ADA infrastructure and facilities Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 62 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> Challenges and Opportunities 11. Replacement of gas tax funding controlled by the State of Iowa PRIORITY 12. Transit service by choice and to area destination serving the needs of all residents, including shift workers 13. Funding for connecting and maintaining bike trails/lanes and related bike infrastructure with increasing demands from the community 14. Funding mechanism/source for public/private broadband infrastructure — the City's 4th utility 15. Upcoming retirements and succession planning in departments related to this goal of "Connected Community" 16. Lack of funding for Green Alley program for both construction and maintenance 17. Funding for increased maintenance of streets and sidewalks 18. Increasing demands/volume for utility locates impacting staff productivity 19. Lack of reliable transportation services to and from the airport 20. Funding and prioritization of a more holistic ADA sidewalk inspection program Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 63 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> Challenges and Opportunities 21. Old parking equipment needing constant repairs to keep operational PRIORITY 22. Delivery delays with cutaway buses and electric buses are 12-14 months out 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 64 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> Actions 2024 — 2025 1. Street Maintenance/Rehabilitation Program: Direction and Funding 2023 M/CC PRIORITY 2. Raise Grant and Matching Funds for Construction: Direction and Funding 2023 3. West 32nd Street Plan/Project: Goals/Outcomes, Report with Options, Direction and Funding OTH M/CC 4. Traffic on Central Avenue/White Short Term Actions: Funding for Implementation OTH M/CC 5. Quiet Zones: Direction and Funding Mechanism OTH M/CC 6. Highway 20/Northwest Arterial Intersection Project: Matching Funding (30%) and ROW Acquisition M/CC 7. City-wide Complete Streets Policy and Action Plan: Update and Direction (including pedestrians and bikes) OTH M/CC 8. Urban Bike Lane Plan: Best Practices, Plan Development, Direction, Funding and City Actions OTH M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 65 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> Actions 2024 — 2025 9. Bike Racks Policy and Plan: Report with Options, Direction and Funding M/CC PRIORITY 10. Alley Maintenance/Rehabilitation: Needs, Direction and Funding OTH Mgmt 11. Fiber Optics Utility: Study, Direction, Funding and City Actions Mgmt 12. Reconstructing Alleys Policy: Report with Options, Direction and Funding Mechanism Mgmt 13. Multi -use Paths and Bike Trails Maintenance Policy: Report with Options, Direction and Funding Mechanism Mgmt 14. ADA Sidewalk Inspection Program/Policy: Report with Options, Direction and Funding Mechanism Mgmt 15. Traffic Operations Center Staffing: Direction and Funding Mgmt 16. Citywide Fiber Cable Backbone Master Plan: Scope, Direction and Funding Mgmt Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 66 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> Actions 2024 — 2025 17. PRIORITY 18. 19. 20. 21. 22. 23. 24. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 67 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY > Management in Progress 2024 — 2025 1. Traffic on Central Avenue/White Corridor Short Term Action: Traffic Study Completion OTH M/CC DATE 2. Quiet Zones Study: Completion OTH M/CC 3. Parking System and Technology Upgrade: Update Report and Direction OTH M/CC 4. STREETS Program: Implementation a. Phase 1 — Arterials Completion b. Phase 2 — Downtown Initiated OTH M/CC 5. Community Broadband Project — Fiber -to -the -Home: MIP Phase 2 Funding Sources 6. Traffic Signal Synchronization/STREETS Program: Implementation MIP 7. Smart Parking and Mobility Study: Implementation a. Parking Implementation b. Mobility Implementation MIP 8. Fiber to the Home: Coordination Engineering 9. Jule Services Study Planning Grant: Selection of Transportation Services Consultant and Completion 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 68 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >> Major Projects 2024 — 2025 1. 14e Street Overpass Pass Project: Design M/CC DATE 2. East-West Corridor/Roundabout Policy/Projects: Design OTH M/CC 3. Highway 20/Northwest Arterial Intersection Project: Design Completion (IDOT) M/CC 4. SW Arterial ITS Project: Construction Completion MP 5. Connection to Data Center Project: Construction Completion MP 6. RAISE Planning Grant for Design MP a. Elm and 16' Street Project b. Overpass on 14th Street Project 7. Building Connection to Additional City Locations Project MP 8. Taxiway Alpha Construction Project - Phases 1 and Phase 2: Completion Airport 9. Terminal Solar Photovoltaic Project: Completion Airport 10. General Aviation Apron Reconstruction Project: Construction Airport Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 69 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >> Major Projects 2024 — 2025 11. Bee Branch Trail - Phase 1 Project: Completion, Significant Audit Preparation and Project Close Out Engineering DATE 12. Chaplain Schmitt Federal Community Project Trail Grant Engineering Project: Construction and Audit 13. Heeb Street Reconstruction Project — South of Kaufmann Engineering Avenue (Expensive Utility Assessments) 14. 2024 Pavement Marking Project: Completion Engineering 15. Wildwood Drive Bridge Replacement: Design Engineering 16. 17. 18. 19. 20. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 70 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >> On the Horizon 2025 — 2029 1. East-West Corridor/Roundabout Policy/Projects: Direction and Funding Mechanism OTH M/CC 2. New Bridge to East Dubuque: Assessment, Direction and City Actions M/CC 3. North Cascade Reconstruction (to Timber Hyrst Subdivision) Water Main Extension Project: Phase 2 OTH 4. Radford/Pennsylvania Roundabout Project: Direction and Funding OTH 5. Downtown Parking Ordinance: Major Revision OTH 6. Expanded Bus Service: Report, Direction and Funding (Including additional routes and service for 2nd/3rd shifts) OTH 7. The Jule New Electric Vehicles: Direction and Funding OTH 8. Bike Trail Connectivity Southwest Arterial: Direction OTH 9. Micro -Mobility Options: Goals/Outcomes, Best Practices, Report with Options and Direction OTH 10. FAA Aircraft Contract Tower Modernization/Replacement: Funding Mgmt Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 71 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES ») Objectives Establish Chaplain Schmitt Island as a community and PRIORITY Outcome 1 tourism destination with a variety of activity venues and experiences for residents and guests Outcome 2 Have appropriate staffing and sustainable resources to support defined recreational and park, library, culture and arts services/programs and levels of services Outcome 3 Provide accessible recreational, library, culture and arts programs/activities and parks amenities that are responsive to the emerging workforce/community expectations Outcome 4 Expand arts and cultural opportunities with access for all Have well-built, well -maintained, upgraded and expanded parks, park amenities and recreational/park facilities Outcome 5 Outcome 6 Have well-built, well -maintained, upgraded and expanded Library Have diverse, culturally inclusive engagement, practices and processes Outcome 7 Outcome 8 Outcome 9 Outcome 10 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 72 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Challenges and Opportunities 1. Funding for the maintenance/upgrades/renovations of aging parks, structures and facilities, and recreational facilities PRIORITY 2. Completing Five Flags Project within budget 3. Understanding, responding and funding to respond to workforce expectations of quality of life/leisure/arts and cultural facilities and experiences 4. Developing and enhancing access to facility/venues for community, families, particularly with young children and teens 5. Attracting seasonal/part-time employees and adjusting wage levels and scheduling 6. Lack of pet -friendly public spaces and amenities 7. Responding to the increasing demands for current and emerging sports programs and activities, including lack of space 8. Lack of indoor programming spaces 9. Incorporating art in public spaces in quality of life projects 10. Engaging and marketing to the Dubuque community opportunities for arts, culture, park, recreation and library Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 73 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Challenges and Opportunities 11. Lack of accessible and free parking at the Library PRIORITY 12. Funding and developing new parks in newer five subdivisions 13. Responding to and funding projects to meet the high demand for dog park(s) 14. Sustainable and additional funding for leisure services facilities and programs 15. Funding for projects to achieve ADA compliance 16. Community expectations and understanding of the limited scope of the current Five Flags Project 17. Funding for the upgrades/renovations of the Library 18. Lack of field space — tournaments, leagues and practice 19. Current parks infrastructure needs maintenance, upgrades and replacement 20. Balance build new facilities versus maintaining current facilities Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 74 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Challenges 21. and Opportunities Having multiple small and smaller parks which are costly to maintain PRIORITY and operate 22. Defining the relationship to sports tourism and the use of limited field space 23. Growing capital items backlog with projects pushed beyond 2029 24. Increasing demands for cultural events and the limited staffing 25. Dated exterior and landscaping at the Library needing refresh and replacement 26. Concerns about pedestrian safety around the Library 27. Funding and staffing for Leisure Services inherited facilities for operation and maintenance including Bee Branch and Historic Millwork District 28. Hiring, training, processing and retaining a temporary workforce and a lack of a living wage 29. Increasing demands for recreational programs and activities 30. Limited space in parks for additional park amenities and venues Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 75 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Challenges and Opportunities 31. Proposing new project without staffing and maintenance requirements and funding PRIORITY 32. 33. 34. 35. 36. 37. 38. 39. 40. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 76 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Actions 1. 2024 — 2025 Chaplain Schmitt Island Amphitheater Development: 2023 M/CC PRIORITY Implementation Direction and Funding 2. Parks and Recreation Service/Staffing Level: Review, Direction and Funding 2023 M/CC 3. Pool/Aquatic Facility Strategy/Action Plan — Long Term: Update Report, Direction and Funding OTH M/CC 4. Historic Millwork District Recreational Space: Direction, Funding and Partnerships OTH M/CC 5. Quality of Life Amenities for Young Professional: Best Practices, Expectations, Report with Options, Direction and City Actions OTH M/CC 6. Park Beautification/Upgrade Program: Needs/Opportunities, Report with Options and Recommendations, Direction, OTH M/CC Project Priorities and Funding Mechanism 7. Flag Set for Eagle Point Park Entrance: Direction and Funding OTH M/CC 8. Trail Master Plan: Direction M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 77 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Actions 9. 2024 — 2025 Chaplain Schmitt Island Development: Next Steps M/CC PRIORITY 10. Multicultural Festivals/Celebrations Expansion: Outcomes, Report, Direction, City Role, Funding and City Actions M/CC 11. Comprehensive Parks Maintenance/Refresh Plan: Condition Assessment, Needs, Plan Development, Direction and Funding M/CC 12. Comprehensive Parks Quality of Life Amenities Plan: Needs, Plan Development, Direction and Funding M/CC 13. Dog Friendly Parks Policy: Direction OTH M/CC 14. Dog Parks + Amenities Expansion: Report with Options, Direction and Project Funding OTH M/CC 15. Ice 2nd Sheet: Report with Options, Direction, City Role and Funding M/CC 16. Splash Pads Plan: Best Practices, Plan Development, Direction and Funding Mechanism OTH M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 78 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Actions 2024 — 2025 17. Linwood Cemetery: City Role and Future Direction M/CC PRIORITY 18. Indoor Community/Recreation Center/Space: Feasibility, OTH M/CC Purposes, Best Practices, Report with Options, Direction, Funding Mechanism and City Actions 19. Community Impact Department: Direction and Funding Mgmt 20. Library Upgrade/Expansion: Direction and Funding OTH Mgmt 21. Gender Neutral Restrooms at Pools: Report with Options, Direction and Funding OTH Mgmt 22. Public Arts Policy: Research, Best Practices, Report with Options, Direction and Funding OTH Mgmt 23. Outdoor Pools (Flora and Sutton): Repairs and Renovations: Report with Options, Direction and Funding Mgmt 24. Park Development: Direction and Funding (Pebble Cove, North Fork, South Point, Rustic Point, Mozena Farm, and Silver Oaks.) Mgmt Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 79 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Actions 2024 — 2025 25. Pedestrian Safety( specifically at the intersections of 11 th Mgmt and Bluff and l lth and Locust) Plan: Analysis, Report with Options, Direction and Funding PRIORITY 26. 27. 28. 29. 30. 31. 32. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 80 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Management in Progress 2024 — 2025 1. Comiskey Park Upgrades — Phase 2 Parking and Amenities; Grant Funding and Preparation of Specs for Bidding MIP M/CC DATE 2. Eagle Point Park Enhancements/Reinvestment: Challenge OTH M/CC Funding Application and Historic Structures Assessment 3. Comprehensive Parks Master Plan: Completion and Implementation Direction MIP M/CC 4. 5-Flags Facility Project: Update Report M/CC 5. Arts and Culture Master Plan: Revised Community MIP Engagement Strategy Adoption; Work Session Update Report 6. Five Flags Civic Center Management: RFP and Selection Leisure Services 7. Historic Millwork District Park Plan Leisure Services 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 81 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Major Projects 2024 — 2025 1. Eagle Valley Subdivision Park: Construction MP DATE 2. English Ridge Subdivision Park: Construction MP 3. West Brook Park: Completion MP 4. Jackson Park Restrooms: Completion MP 5. ImOn Ice Arena - Dehumidification, HVAC, Generator Set System Project: Design, Bid, and Construction Engineering 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 82 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES >> On the Horizon 2025 — 2029 1. Comiskey Park Upgrades — Phase 2 Restrooms: Direction and Funding MIP M/CC 2. Quality of Life Bond Package: Concept, Scope, Report with Options and Direction OTH 3. FDR Park Development: Direction and Funding OTH 4. Public Art Northend/Bee Branch: Definition and Direction OTH 5. 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 83 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE »> Objectives Partner with public/private community organizations to PRIORITY Outcome 1 provide opportunities for residents for upward mobility and empowerment across all demographics Outcome 2 Be an advocate for the Dubuque community and City of Dubuque at federal and state government levels Outcome 3 Secure grants and other funding sources for City projects to achieve City goals and community Outcome 4 Become an inclusive and welcoming community for all Outcome 5 Listen to community input, engagement and feedback and use (incorporating the information to policy development and decision making) Outcome 6 Have high level of community satisfaction with City services and service delivery Outcome 7 Serve as a leveraging agent for non-profit community organizations Outcome 8 Empower and engage community leaders to address community issues and opportunities Outcome 9 Engage neighborhoods and residents as a model for other communities Outcome 10 Partner with local universities, colleges and institutions of higher education Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 84 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE »> Outcomes Have a sense of Dubuque community pride and commitment PRIORITY Outcome 11 to the community Outcome 12 Access to wealth and social capacity — financial, spiritual and social Outcome 13 Outcome 14 Outcome 15 Outcome 16 Outcome 17 Outcome 18 Outcome 19 Outcome 20 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 85 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE »> Challenges and Opportunities 1. Tapping the potential of the Multicultural Family Center PRIORITY 2. Recruiting, developing and retaining diverse City and community leadership for the long term 3. Actions by the State of Iowa impacting community partnerships 4. Competition among community organizations for limited funds 5. Succession planning in Dubuque civic and community leadership 6. Residents questioning the role of government affecting the City's ability to engage, interact and deliver services 7. Supporting "self-sufficiency" for community partners 8. Defining the City role and level of funding for community partners 9. Funding for matching dollars requirement by grants 10. Creating outcomes that are equitable for all Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 86 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE »> Challenges 11. and Opportunities Equity becoming ingrained in City workforce recruitment and PRIORITY retention 12. Changing funding and partnerships among local, State of Iowa and federal governments 13. Duplication of efforts and programs among community organizations and city departments 14. Determining how to serve vulnerable populations — people of color; elderly and families with children in poverty 15. Marketing, outreach, lack of knowledge about cultures and equity 16. Supporting racial minority and women owned businesses 17. Community attitude: City solve the problem and do not raise taxes 18. Vulnerability of local colleges and universities 19. Asking Dubuque Initiatives for matching dollars bridge funding 20. Equitable distribution of City funds for all community organizations Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 87 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE »> Challenges 21. and Opportunities Expanding City leadership's role in facilitating the collaboration and teamwork among community organizations, including Mayor and City PRIORITY Council Members 22. 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 88 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE »> Actions 2024 — 2025 1. Multicultural Family Center Management and Staffing: Review, Update Report, Management Full -Time Positions, Direction and Funding M/CC PRIORITY 2. County Opioid Settlement Funds: Direction Mgmt 3. Equitable Distribution of City Resources to Partners: Evaluation, Framework, Policy Direction, Revised Process and Funding OTH Mgmt 4. Dubuque Forward: City Role and City Actions OTH Mgmt 5. 1. 6. 7. 8. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 89 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE > Management in Progress 2024 — 2025 1. Succession Plan for Intergovernmental Relations Position: Development and Implementation Mgmt DATE 2. Community Impact Department: Implementation Mgmt 3. City Life in Marshallese or Other Language: Implementation Mgmt 4. Equity and Poverty Plan Update: Completion Mgmt 5. Americorp Program — Social Emotional Health: Implementation Mgmt 6. Language Access plan for City Departments Update: Completion Equity & Human Rights 7. Dubuque Equitable Community Grant: Annual Equity & Human Rights 8. Departmental Marketing Materials and Media Update and Enhancements: Completion Equity & Human Rights 9. Equitable Fine and Fee Work Plan Leisure Services 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 90 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE >> On the Horizon 2025 — 2029 1. Youth Employment, Workforce and Leadership Development: Purposes, OTH Direction and City Actions 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 91 SECTION 9 GOVERNANCE: OUR MAYOR - CITY COUNCIL AND CITY MANAGER IN ACTION [Updated: 8/5/24] Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 1 Governance Topics City of Dubuque Mayor and City Council 1. Mayor and City Council Compensation 2. Filtering Noise 3. Management Succession Planning 4. Boards and Commissions Vacancies 5. Light Meal before Work Sessions 6. Council Member Requests of City Manager and City Staff: Protocol 7. Council Member Requests of City Manager and City Staff: Follow -Up Communications Template 8. Residents' Service Requests and Concerns to City Manager and City Staff: Protocol 9. Residents' Service Requests and Concerns to City Manager and City Staff: Follow - Up Communications Template Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 2 SECTION 7 PLAN 2024 — 2029 [Updated: 8/20/24] Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 1 City of Dubuque Goals 2029 VIBRANT COMMUNITY: HEALTHY AND SAFE FINANCIALLY RESPONSIBLE, HIGH-PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 2 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE >> OUTCOMES— PICK 5 MOST IMPORTANT Be inclusive and equitable community in which all feel welcome and included PRIORITY Outcome 1 Outcome 2 Provide high -quality emergency services that are accredited and uses best practices Outcome 3 Have equitable access to healthcare, including mental/brain health and substance use disorders in partnership with other providers Outcome 4 1 Have the Police working with community to create a safe community with residents sharing responsibility Outcome 5 Have Police Department, Fire Department and Dispatch at full budget authorized staffing with diverse workforces Outcome 6 Have ity services available for all and delivered in an equitable manner* * Outcome 7 Have residents feel safe in the community and in their neighborhood* * Outcome 8 Leverage technology to create a safe community including cybersecurityt * Outcome 9 Have a walkable and bikeable community that supports a healthy life style** Outcome 10 Have healthy buildings, homes and neighborhoods with reduced environmental hazards** * * Suggested by Management Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 3 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE >>> Challenges and Opportunities — PICK 9 SHORT TERM 1. Addressing issues and concerns regarding unhoused populations, including living in the lobby of City facilities PRIORITY 2. Recruitment and retention of Police, Fire and Dispatchers 3. Having and funding a Fire Vehicle, Equipment and Facilities Replacement Plan 4. Federal government and State of Iowa politics and polarization 5. Aging City Public Safety facilities needing significant maintenance and major repairs 6. Transitioning dispatch/communications to Dubuque County 7. Antiquated Civil Service hiring processes and Academy rules that are the impediments to timely hiring 8. Police facility inadequate for current and future staffing in a County - owned facility 9. Defining City's role in addressing brain health challenges 10. Shortage of healthcare workers and providers Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 4 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Challenges 11. and Opportunities Addressing community health needs and defining the City's role PRIORITY 12. New public safety workforce that their expectations: work, overtime, time -off, etc. 13. Changing state laws and regulations impacting community safety restrictions 14. Lack of civility — people have forgotten how to relate to each other 15. Transitioning some positions from sworn to non -sworn within the Police Department 16. Dubuque County lack of funding for brain health 17. Addressing difficult and irresponsible property and building owners who are unwilling or unable to improve their properties or buildings 18. Staffing Cooling and Warming Centers for weekends, holidays and overnight and the need for daytime and overnight shelters 19. Chronic nuisance violations for those with brain health issues 20. Residents unable to afford rabies vaccinations and pet licensing Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 5 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Challenges and Opportunities 21. Juvenile violent crime and gun -related crime remain a concern for Dubuque PRIORITY 22. Limited treatment facilities for juvenile offenders (High -risk juvenile offenders require transport to facilities that are hours away and it may also take hours to arrange a means of transport to available facilities.) 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 6 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE >> Actions 2024 — 2025 — PICK 2 YOUR PRIORITY 1. Comprehensive Fire Stations Locations and Staffing: Workshop Presentation, Direction on Implementation and Funding Top 2023 M/CC Mgmt PRIORITY 2. Unhoused Residents Strategy: Needs/Issues Assessment, Partners, Outcomes, Report with Options, Policy Direction, City Actions and Funding 2023 Mgmt 3. Community Cameras Program: Outcomes, Best Practices, OTH M/CC Mgmt Report with Options, Direction, Funding and City Actions (including Traffic and Community) 4. Public Safety Campus: Concept Definition, Best Practices, Report with Options, Direction, Location and Funding Mechanism M/CC Mgmt 5. Neighborhood Speeding: Problem Assessment, Best Practices, Report with Options/Potential Tools, Direction, Funding and City Actions M/CC 6. Park Ranger Program Enhancement: Review, Report, M/CC Direction and Funding 7. Police Management Study: Scope, Study Completion, Direction and City Actions M/CC 8. Mental Health/Brain Health Strategy/Action Plan: Update Report, Next Steps and Actions a. City Organization b. Community MIP M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 7 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Actions 2024 — 2025 9. Crescent Community Health Center Expansion of Population OTH PRIORITY Health Program: Funding, Board Leadership and Other Mgmt Actions 10. 11. 12. 13. 14. 15. 16. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 8 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Management in Progress 2024 — 2025 1. Police Department Full Staffing: Next Steps, Update Report and Funding DATE Top 2023 M/CC 2. 911 Center Relocation and Staffing: Direction and Funding OTH M/CC 3. SRO Program Expansion: Best Practices, Report, Direction, Funding and City Actions M/CC 4. Public Safety Workforce Diversification: Update Report and Next Steps M/CC 5. Fire Protective Gear Replacement Plan and Phasing (Primary and Back -Up): Funding and Acquisition M/CC 6. Equitable Fines and Fees Reform: Report to Mayor and City Council MIP Mgmt 7. Fire/Police Culture Action Plan: Development and Implementation — Education and Corrective Measures and Update Report MIP Mgmt 8. Emergency Communication Transfer to Dubuque County: Policy Direction and City Actions, Discussion with Dubuque, Resolution regarding Information Technology 28e Agreement MIP 9. Traffic and Security Cameras Deployment: Implementation and Upgrade, Fiber Project (APRA Funding) MIP 10. Diversity Equity and Inclusion City Action Plan: Departmental Action Plans 2023 M/CC Mgmt Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 9 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Management in Progress 2024 — 2025 11. LPR Cameras: Installation Mgmt DATE 12. Cyber Security Action Plan: Problem Analysis, Best Practices, Report with Findings and Options, Direction, Funding and City Actions OTH Mgmt 13. Emergency Communications Additional Training for Emergency Communications Staff: Completion 14. New CAD Computer System: Implementation Emergency Communications 15. Prepared Live — Paid Version: Implementation Emergency Communications 16. Fire Equipment: Acquisition a. Fire Engine b. Ladder Truck c. Medic Vehicles/Ambulances (2) d. Fire Boat Fire 17. Fire Radios Upgrade: Completion Fire 18. Community Risk Reduction (AED Program (slips Fire and falls, mental health response, elderly resources) Strategic Plan: Completion 19. Opioid Misuse Planning and Response in conjunction Health with Dubuque County 20. City Emergency Preparedness Planning and Planning of Exercises and Drills for City Staff: Completion Health Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 10 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> Management in Progress 2024 — 2025 21. Animal Control Ordinance Update: Adoption Health DATE 22. Veterinarian Services Contract: Completion Health 23. Pet Licensing Systems (including in-house or outsourcing): Direction and Implementation Health 24. Community Notification System/Process Expansion: Completion ((and expand the number of platforms to notify schools, community organizations, residents, and businesses period during of air quality, water quality, extreme heat, and extreme weather concerns Health 25. Public Health Preparedness Emergency Response Plan Update: Completion Health 26. Police Training Expansion: Implementation Police 27. Records Management Software: Selection and Implementation Police 28. Law Enforcement Mental Health and Wellness Check -Ins: Implementation Police 29. 30. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 11 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE >> Major Projects 2024 — 2025 1. Fire Headquarters Bunk Room Remodel, HVAC, and Fire Administration Office Update: Completion Fire DATE 2. Burn Tower Improvement Project: Completion Fire 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 12 GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE »> On the Horizon 2025 — 2029 1. 9-1-1 Center Accreditation: Completion OTH M/CC 2. Mine Shafts: Problem Analysis, Report, Direction and City Actions OTH 3. Community -Based Health Promotion: Capacity and Funding OTH 4. Maternal Health Services: Assessment, Report with Options, City Role, Direction and City Actions OTH 5. County Management of the 9-1-1 Center Mgmt 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 13 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >> OUTCOMES — PICK 6 MOST IMPORTANT Recruit, hire and retain a diverse, top-quality City workforce dedicated to City goals and mission PRIORITY Outcome 1 Maintain/improve the City bond rating Outcome 2 Outcome 3 Provide responsive City services to the Dubuque community Outcome 4 J Maintain general fund reserve funds to 25% Outcome 5 Secure City information and data using the "Best Practices" for the Dubuque community Outcome 6 Increase community understanding of Dubuque City Government — policies, processes, services, programs and activities, facilities and delivery mechanisms Outcome 7 Deliver City services in a cost-effective and financially responsible manner Maintainterprise funds reserves to 25%** Outcome 8 Outcome 9 Keep pace and leverage Information technology and artificial mteiligence to enhance City service delivery, City processes and project planning and to enhance cybersecurity — "Zero Trust Security Policy Outcome 10 have high customer satisfaction with City services** * * Suggested by Management Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 14 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Outcomes PRIORITY Outcome 11 Have success transition to new managers and employe Outcome 12 Provide opportunities for residents to become involved in City governance and planning** Outcome 13 Have residents and businesses receiving service value for their taxes and fees** Outcome 14 Outcome 15 Outcome 16 Outcome 17 Outcome 18 Outcome 19 Outcome 20 ** Suggested by Management Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 15 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Challenges and Opportunities — PICK 9 SHORT TERM 1. Aging City facilities, infrastructure and equipment needing maintenance, major maintenance or replacement PRIORITY 2. Extremely competitive employment marketplace 3. State of Iowa legislative actions and administrative rules impacting City finances and service, threatening home rule and local control 4. Concern about having low taxes over investing in the future and value for City services 5. Updating and implementing the new classification system and compensation philosophy 6. Upcoming retirements 7. Community disinformation and misinformation about City government — policies, processes, services and finances 8. Supporting City employee work -life balance and employee morale 9. Under-resourced City services and programs resulting in stress for City employees 10. Balancing the demands for services, programs and activities with available resources, City organizational capacity, the community's expectations and new initiatives Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 16 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Challenges 11. and Opportunities Recruiting, developing and retaining a diverse City workforce PRIORITY 12. Climate of distrust in all governments, including City government 13. Providing a secure workplace balanced with customer service 14. Antiquated Civil Service System with discriminatory practices 15. Funding for ADA compliance for City facilities, infrastructure and service delivery 16. Due to limited City staff capacity, hiring outside resources at a significantly higher cost 17 Enhancing a City organizational culture that values learning, creative thinking and innovative actions 18 Enhancing internal department and interdepai hmental teamwork and collaboration and reducing work unit silos 19. Tapping subject matter experts with the City and working in other departments 20. Communications focusing on the issues of the moment rather than proactive and strategic communications Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 17 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Challenges and Opportunities 21. More complex open records requests that involve significant staff time PRIORITY 22. Lack of diverse representation on city boards and commissions 23. Improving equity, inclusion and belonging outcomes for ALL of City employees 24. Addressing the increasing number of applications for discounted utility fees 25. Need for more and diverse pipelines and recruitment of underrepresented groups 26. 27. 28. 29. 30. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 18 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >> Actions 1. 2024 — 2025 — PICK 2 YOUR PRIORITY City Workforce Retention and Attraction: Direction and Funding (including Management/Employee Succession Planning and Program) Top 2023 M/CC PRIORITY 2. City Employee Compensation Next Step: Direction and Funding M/CC 3. IT Staffing: Direction and Funding M/CC 4. Human Resource Staffing: Direction and Funding M/CC 5. Resident Engagement Program: Goals/Outcomes, Best Practices, Report with Options, Direction and City Actions M/CC 6. Comprehensive Artificial Intelligence Policy and Action Plan: Definition, Best Practices, Report with Options, Direction, Funding and City Actions M/CC Mgmt 7. City Data Center Projection — Phase 2: Direction and Funding (including Redundancy) 2023 M/CC Mgmt 8. City Facilities Security Short -Term Action Plan — Access Codes: Funding and Implementation BUDGET FY 26 OTH Mgmt Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 19 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Actions 9. 2024 — 2025 Proactive Communication Strategy/Action Plan for OTH Mgmt PRIORITY Disinformation: Outcomes, Best Practices, Report with Recommendations - Staffing, Direction, Funding and City Actions 10. Cybersecurity Policy and Action Plan: Best Practices, Report with Options, Policy Direction, Funding and Implementation (including monitoring, response to threats/patterns of malicious data traffic, insurance renewal) M/CC 11. 12. 13. 14. 15. 16. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 20 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Management in Progress 2024 — 2025 1. Organizational Culture Continuous Improvement • Implementation of ViDL Organization in Change contract • Performance Reviews • Exit Interviews • Implementation of Employee Resource Groups • Supporting the brain health needs of employees including addressing work environment concerns and development of internal supports (e.g., EQVi11e, Peer Support Team) MIP M/CC Mgmt DATE 2. Federal Infrastructure and State Programs: Direction a. Budget Dollars — Shovel Ready Designs b. Debt Dollars — Major Projects High 2023 M/CC Mgmt 3. Rightsizing Departments — Services and Staffing: Services Identification and Prioritization, Staffing Needs Linked to Services, Report, Direction and Funding 2023 Mgmt 4. Future City Employee Career Development Program(s); Best Practices, Report with Options, Direction and Action Steps M/CC 5. City Legislative Advocacy Agenda and Action Plan 2025 MIP M/CC 6. Enterprise Asset Management System and Work Order System: Direction and Funding (including ADA) MIP Mgmt 7. ERP Software Implementation a. HR b. Financial Asset Management MIP Mgmt Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 21 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Management in Progress 2024 — 2025 8. HRIS Implementation: Completion MIP Mgmt DATE 9. CRM Service Model: Report on Staffing, Direction and City Actions OTH Mgmt 10. Data Governance: Direction and Funding OTH Mgmt 11. City Council Agenda and Meeting Management Platform Replacement: Completion City Clerk 12. City Bond Rating: Updated Credit Rating Summer 2024 and Bond Sale Finance 13. City -Wide Safety Program: Implementation Finance 14. Debt and Investment Management Software: RFP and Installation Finance 15. Banking Services: RFP and Award Finance 16. NeoGov Utilization for OHC and LEARN Human Resources 17. Cyber Security Enhancements: Completion Information Technology 18. Electronic Recycling Policy and Program for IT Equipment Implementation: Completion Information Technology Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 22 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Management in Progress 2024 — 2025 19. Leisure Services Director Replacement: Completion Leisure Services DATE 20. Adopt-A-Spot/Volunteer Management Hub Site GIS Application Public Information 21. 22. 23. 24. 25. 26. 27. 28. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 23 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY »> Major Projects 2024 — 2025 1. City Hall and Annex Project: Completion Mgmt DATE 2. Federal Building Upgrade Project: Completion Mgmt 3. Multicultural Family Center Project: Completions Mgmt 4. City Data Center Project— Phase 1: Completion Mgmt 5. City Facility Integrated Access Control Engineering 6. Federal Building HVAC System Condition Assessment and Long-term Replacement Plan: Completion Engineering 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 24 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >> On the Horizon 2025 — 2029 1. City Employee/Contractor Living Wage Policy: Development and Funding OTH 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 25 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> OUTCOMES — PICK 6 MOST IMPORTANT Have affordable and quality housing options for Dubuque workforce and community both for homeownership and PRIORITY Outcome 1 rental Outcome 2 Grow Dubuque and embrace diverse populations Outcome 3 Attract a commercial airline(s) connecting to multiple major hubs Outcome 4 Support Dubuque higher education institutions and retain graduates in the Dubuque community Outcome 5 Expand sports tourism in Dubuque Outcome 6 j Maintain and enhance an effective partnership with GDDC to grow the regional Dubuque economy Expand the infrastructure and facilities capacity to support economic development and growth Outcome 7 Have additional lodging facilities in the Port of Dubuque and Rehabilitation Areas Outcome 8 Outcome 9 Attract and retain a diverse workforce** Outcome 10 Increase the number of small, diverse and multi -cultural businesses** ** Suggested by Management Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 26 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Outcomes Attract technology and technology -related businesses:1 PRIORITY Outcome 11 Outcome 12 Have a living wage for residents** Outcome 13 Support and increase the number of start-up businesses and entrepreneurs** Outcome 14 Outcome 15 Outcome 16 Outcome 17 Outcome 18 Outcome 19 Outcome 20 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 27 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Challenges and Opportunities — PICK 9 SHORT TERM 1. Lack of quality, affordable rental housing [30% — 80%] community - wide PRIORITY 2. Actions by the State of Iowa that impact the local economy and economic development policies, processes and programs —TIF, Historic Tax Credits, grants and others 3. Addressing lack of air service 4. Retaining college graduates from Dubuque local colleges and universities 5. Having quality, affordable childcare/elder care 6. Tapping the potential for tourism especially sports tourism 7. Recruiting new and diverse businesses along Central Avenue, Kerper Boulevard and North End 8. Workforce desiring diverse quality of life amenities 9. Availability of local quality workforce and matching educational programs with needs of employers 10. Supporting working from home with high speed, reliable and affordable broadband service and lack of technical support Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 28 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Challenges and Opportunities 11. Economic forces beyond the City's control: inflation, recession, supply chain issues and interest rate increases PRIORITY 12. Challenging future of local higher education institutions: enrollment, funding, new institutional leadership transition 13. Workforce skill gaps and shortages and the retaining/retooling workforce with an aging community curtailing the outflow of workforce and families 14. Lacking of understanding of City and regional economic development goals, roles and responsibilities, processes and procedures and projects by the Dubuque community 15. Supporting a multi -cultural workforce 16. Tapping the tourism potential of river cruises and Field of Dreams expansion 17. Supporting start-up businesses, entrepreneurs and innovators 18. Impacts of artificial intelligence on the business community and local economy 19. Lack of wage growth 20. Retirements and transition in new economic development leadership Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 29 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Challenges and Opportunities 21. Reduction of tax funds due to State of Iowa changes — RIFF in jeopardy PRIORITY 22. Difficulty in finding financing for hotel development projects 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 30 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY >> Actions 1. 2024 — 2025 — PICK 2 YOUR PRIORITY Air Service Future Strategy and Action Plan: Direction and Community Plan for Funding Top 2023 M/CC Mgmt PRIORITY a. Low Cost Expansion b. Major Airline Hub Connection 2. Industrial Park Infrastructure: Update Report to Mayor and City Council, Direction and Funding ($100 Million): BUDGET DECISION FY 26 FOR CITY INFRASTRUCTURE (INTERNAL) a. West McFadden b. Graff c. Crossroads 2023 M/CC 3. Kerper Boulevard Business Development: Update Report and Next Steps OTH M/CC 4. Field of Dreams Development: Update Report and City Actions M/CC 5. GDDC: Relationship and Direction M/CC 6. Business Engagement Enhancement: Problems/Issues, Direction and City Actions M/CC 7. Retail Attraction Strategy/Action Plan: Report with Opportunities, Direction and Action (with GDDC) OTH M/CC 8. Small Business Grant Program Expansion: Direction and Funding M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 31 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Actions 2024 — 2025 9. Indoor Sports Facility (Private -Public Partnership): Concept, City Role, Potential Partners, Report with Options, Direction and City Actions M/CC PRIORITY 10. Comprehensive Hotel Attractive/Incentive Policy and Strategy —Port and Rehabilitation: Direction and Implementation M/CC 11. Ball Park Development: Concept, City Role, Direction and City Actions M/CC 12. Tourism Enhancement: Performance Review, Direction and Action Plan 2024-2025 M/CC 13. Grand Harbor Hotel Transition to New Ownership: City Actions OTH M/CC 14. Southwest Arterial Corridor Business Development: Outcomes, Direction, City Actions and Funding OTH M/CC 15. Comprehensive Sports Tourism Strategy: Development OTH M/CC 16. Childcare Next Steps: Update Report, City Role, Direction on Next Steps and City Actions M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 32 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Actions 2024 — 2025 17. Food Truck Policy: Report with Option and Direction Mgmt PRIORITY 18. Entertainment Business Development Mgmt 19. Historic Millwork District Plan Implementation: Direction and Funding Mgmt 20. Brownfield Remediation Projects: Direction and Funding a. Downtown b. Southport Mgmt 21. 22. 23. 24. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 33 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Management in Progress 2024 — 2025 1. Business Incentives Policy/Processes: Review and Refinement M/CC DATE 2. Office of Shared Prosperity/Poverty Reduction Plan: Update Report/Data M/CC 3. Flexi-Steel Site for Redevelopment: Pump Agreement OTH M/CC 4. Field of Dreams: Next Steps for City a. Hotel Development Agreement(s) b. Support Travel Dubuque — Activities/Experiences and Marketing Dubuque as a Great Place to Live and Visit c. Update Report MIP M/CC 5. MWBE Procurement Policy, Process Revision and Recruitment: Completion and Report MIP 6. Job Fair for Dubuque: Implementation and Report on the Event MIP 7. Port New Hotel Development: City Actions OTH Mgmt 8. Childcare Coalition Quarterly Meetings Eco Dev 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 34 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> Major Projects 2024 — 2025 1. Dubuque Brewing & Malting Building Project: De- construction Completion and Site Remediation Completion 2023 M/CC DATE 2. River Boat Docking Project: Environmental Study and Temporary Dock Installation M/CC 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 35 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY »> On the Horizon 2025 — 2029 1. JFK Corridor Revitalization/Redevelopment: Outcomes, Report with Options, Direction and Actions OTH 2. Port of Dubuque Refresh: Direction and City Actions OTH 3. Downtown Commercial Business Building Assessment Implementation: Policy Direction and Funding OTH 4. South Port Redevelopment Area -Wide Concept Plan: Implementation, Direction and Funding OTH 5. Northend Revitalization Action Plan: Outcomes, Direction, Plan Development, Funding and City Actions OTH 6. Business Support for Minority -Owned Businesses Enhancements: Expanded Participation, Financial Institutions Participation and Funding OTH 7. New/Refreshed Dubuque Brand and Marketing Program: Concept, Brand Definition, Direction and Marketing Program Development OTH 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 36 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> OUTCOMES — PICK 6 MOST IMPORTANT Revitalize the Central Avenue corridor PRIORITY Outcome 1 Outcome 2 Have a vibrant Dubuque Downtown with an increase in housing opportunities both market -rate and affordable Outcome 3 Have well -designed and well -maintained public infrastructure and facilities serving neighborhoods Outcome 4 Preserve Dubuque Historic Millwork District as a thriving mixed -use development with residential, retail/office, entertainment Outcome 5 Increase the visual appeal and beauty of the city with attractive gateways, corridors, streetscapes/landscaping Outcome 6 j Have adaptive reuse of Downtown vacant offices, commercial and residential space**s Outcome 7 Protect and enhance each neighborhood identity and integrity** Outcome 8 Expand resident involvement in their neighborhood through increasing the number of neighborhood associations** Outcome 9 Grow the population within the City of Dubuque** Outcome 10 Preserve Dubuque's historic downtown — create a vibrant sense of place** ** Suggested by Management Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 37 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> Outcomes Have opportunities to build wealth because of affordable housing* * PRIORITY Outcome 11 Outcome 12 Have choice of livable and inclusive neighborhoods** Outcome 13 Outcome 14 Outcome 15 Outcome 16 Outcome 17 Outcome 18 Outcome 19 Outcome 20 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 38 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> Challenges and Opportunities — PICK 9 SHORT TERM 1. Continuing momentum and delivering results in Downtown, Historic Millwork District, Bee Branch Watershed, Riverfront, Central Avenue, historic areas/corridor area and Chaplain Schmitt Island PRIORITY 2. Addressing the increasing number of unhoused residents with limited shelter opportunities and other tools 3. Addressing problems and issues with housing voucher programs 4. Expanding housing opportunities to support economic growth and increases in community population 5. Low vacancy rate in rental housing units 6. State of Iowa laws regulating housing and the City's role, including short-term rentals, mobile homes, etc. 7. Dispersing and de -centralizing affordable and low-income housing while developing options for affordable housing throughout the community to address the lack of quality, affordable housing units 8. Preserving and rehabilitating affordable housing and building stock — oldest in Iowa 9. Affordable access to quality, healthy foods in north Dubuque 10. Aging City neighborhood infrastructure and facilities needing replacement or major repairs Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 39 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> Challenges and Opportunities 11. Reducing slum and blight through effective enforcement and incentives PRIORITY 12. Annexing and expanding the City boundaries with the capacity to fund and maintain City services and infrastructure 13. Lack of Police staffing for community policing and traffic unit 14. Address hoarding problems throughout our Dubuque community 15. Expanding residential opportunities in Downtown, including the use of the second floors 16. Language barriers to accessing City services and to neighborhood engagement 17. Using artificial intelligence in housing inspections and construction 18. Turning buildings and housing owned by religious orders/institutions into a community asset 19. Aging members of neighborhood associations 20. Lack of contractors and sub -contractors in Dubuque Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 40 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> Challenges and Opportunities 21. Improving mobility options PRIORITY 22. Vacant school properties in neighborhoods and School District determining future direction 23. Lack of affordable access to fiber 24. Continuing demand for additional childcare facilities and programs 25. Access opportunities for disabled and handicapped residents 26. 27. 28. 29. 30. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 41 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE >> Actions 2024 — 2025 — PICK 2 YOUR PRIORITY 1. Central Avenue Revitalization Plan Implementation: Adoption, Direction, City Actions and Funding (including Direction on One Way/Two Way) High 2023 M/CC PRIORITY 2. Downtown Housing Action Plan: Goals/Outcomes, Opportunities, Best Practices, Report with Options and Recommendations, Direction and City Actions OTH M/CC 3. City-wide Beautification Policy/Plan/Actions: Goals/Outcomes, Report with Options and Funding Mechanism, Direction and Next Steps (including the concept of "Grandbury") OTH M/CC 4. New Housing Development Support: Next Steps a. Starts b. Additional Permits M/CC 5. First Impression/North-South Entrance Beautification Project: Report with Options, Direction and Funding Mechanism M/CC 6. Downtown Beautification Program: Goals/Outcomes, Report with Options, Direction and City Actions M/CC 7. Code Compliance/Enforcement Enhancements: M/CC Problem/Issue Identification, Best Practices, Analysis of Options, Report with Recommendations, Direction and Implementation Actions 8. Grandview Corridor Beautification Plan: Goals, Report with Options, Direction, City Actions and Funding M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 42 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE >> Actions 2024 — 2025 9. Infi11 Development Strategy and Policy: Research, Best Practices, Report, Direction, City Role and Actions M/CC PRIORITY 10. Historic Preservation Policy and Action Plan: Review, Best Practices, Report with Enhancements, Direction and Implementation M/CC 11. Community Land Trust: Grant Notification, Direction and Action Steps M/CC 12. Southwest Arterial Annexation Policy/Plan: Review, Direction and City Actions M/CC 13. Southwest Arterial Development Plan: Update/Review, Direction and City Next Steps M/CC 14. Abandoned Buildings: Inventory, Best Practices, Report with Options, Direction and City Actions M/CC 15. Cedar Cross Corridor Revitalization Plan/Vision OTH Mgmt 16. Neighborhood Associations Grant Program: Policy Direction and Funding Mgmt Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 43 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> Actions 2024 — 2025 17. Downtown Master Plan Study: Scope, Policy Direction and Funding Mgmt PRIORITY 18. Additional Incentives for Creation Affordable Housing: Policy Direction and Funding Mgmt 19. 20. 21. 22. 23. 24. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 44 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> Management in Progress 2024 — 2025 1. Unified Development Code: Completion and Adoption MIP Mgmt DATE 2. Rental Code: Review and Revision a. Inspection Cycle b. Policy Framework M/CC 3. Neighborhood Associations Development: Implementation MIP 4. Imagine Dubuque: Annual Update Report MIP 5. NSPIRE Implementation from HQS for the HCV Program Housing & CD 6. HOTMA Implementation for HCV Program Housing & CD 7. Terminus for all Permits, Data Governance and Storage: Housing & CD Completion 8. Permitting and Inspection Software Implementation: Completion Housing & CD 9. Applications and Internal Referrals to Grant and Loan Programs Streamlining: Completion Housing & CD 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 45 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE >> Major Projects 2024 — 2025 1. DATE 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 46 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> On the Horizon 2025 — 2029 1. Annexation Policy: Review and Direction 2. Cable Car Area Beautification Action Plan: Direction and City Actions 3. Hendrick's Feed Site Parking Ramp: a. Design b. Construction 4. 5. 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 47 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> OUTCOMES — PICK 5 MOST IMPORTANT Have healthy urban tree canopy and preserve current trees PRIORITY Outcome 1 Outcome 2 Continue to provide safe, affordable and dependable drinking water for all residents through a high performing water treatment plant Outcome 3 Reduce the community's carbon footprint (50% by 2030) and science -based outcomes in the future Outcome 4 Reduce potential flooding through flood plain management, mitigation and protection through a well -maintained, operational stormwater system Outcome 5 Reduce energy consumption and increase the use of renewable energy sources by City government Outcome 6 Reduce waste and increase diversion, recycling and composting opportunities Clean-up and reuse brownfield sites in Dubuque Outcome 7 Have clean air** Outcome 8 Outcome 9 Have clean water with wadeable water bodies and safe ground water** Outcome 10 Have opportunities and access to healthy foods** * Suggested by Management Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 48 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Outcomes Have opportunities for a healthy lifestyle** PRIORITY Outcome 11 Outcome 12 Outcome 13 Outcome 14 Outcome 15 Outcome 16 Outcome 17 Outcome 18 Outcome 19 Outcome 20 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 49 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Challenges and Opportunities — PICK 9 SHORT TERM 1. Addressing food disposal issues PRIORITY 2. Reducing odor at the Water Resource Recovery Plant 3. Climate changes: heat events, rain, wind events and flood events and the impact on energy demands 4. Enhancing the flood wall 5. Need to address Bee Branch Pumping Station 6. Protection of at -risk infrastructure and utilities due to climate change and aging infrastructure, especially sanitary sewer system and water system 7. Cleaning up and reuse of "Brownfields" sites 8. Funding of match dollars for grants 9. Protecting the Dubuque community from flooding through storm water management 10. Defining the City's role, defining private responsibilities, funding and procuring for the emerging electric vehicles (EV) infrastructure Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 50 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Challenges and Opportunities 11. State of Iowa decisions and regulations limiting City of Dubuque actions PRIORITY 12. Educating our City employees, our residents and our businesses to increase their understanding the benefits of their habits and their impacts on "sustainability" and recognizing the impact of their actions on community resiliency 13. Integrating climate adaptation into City operations 14. Limited funding for water infrastructure and treatment plant upgrades/replacement 15. Looking beyond electric vehicles — the next generation (e.g. hydrogen power vehicles) 16. Workload and limited City staff capacity for additional projects or work assignments 17. Lack of preventative and proactive City infrastructure maintenance (currently 90% routine maintenance and 10% preventative) 18. Optimizing the City fleet 19. Increasing project and operational costs and supply chain issues, including energy costs increases 20. Plans developed without funding for implementation or follow-through Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 51 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Challenges and Opportunities 21. Updating the Unified Development Code with sustainable environment requirements and regulations PRIORITY 22. Increasing funding opportunities for projects from Iowa DOT with a board member from the Dubuque community 23. Limited access to energy auditors 24. Federal and State of Iowa regulation changes impacting Dubuque's environmental sustainability 25. Diversifying the utility workforces 26. Using antiquated, paper -based record system 27. Using data base in decision making 28. Inefficient state reporting system 29. Developing future utility workforce including expanding the use of technology and matching skillsets 30. Air quality impacted by Canadian wildfires and trucks on Central Avenue Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 52 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Actions 2024 — 2025 — PICK 2 YOUR PRIORITY 1. Catfish Creek Sanitary Sewer Project Station: Debt Policy Direction, Phasing and Funding; Phase 1 New Lift Station Construction High 2023 Mgmt PRIORITY 2. Community Electric Vehicle Preparation: Policy Framework, Regulations and Code Revisions, Charging Stations Development and Funding OTH M/CC 3. City Government eVehicle Policies/Programs: Fleet Assessment/Utilization Study, Staffing and Training Needs, Update Report, Direction and Funding OTH M/CC 4. Climate Action Plan: Update Target and Next Steps M/CC 5. Solar Policies/Program/ Strategy: Goals/Outcomes, Best Practices, Report with Options, Funding Opportunities, Direction and City Actions a. City Government b. Community OTH M/CC 6. Green Alley Program: Project Direction/Timing, OTH M/CC Maintenance Direction and Funding 7. Sewer Infrastructure Master Plan Update: Needs/Gaps, Plan Update, Direction, Projects and Timing and Funding M/CC 8. Climate Action Plan Staffing: Review, Plans after Three Years, Direction and Position Funding M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 53 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Actions 2024 — 2025 9. Water Supply for Four Mound: Direction, City Actions and Funding M/CC PRIORITY 10. Water/Sewer to Southwest Arterial: Project Direction and Funding M/CC 11. Bikeable/Walkable Dubuque: Definition of Concept, City Role, Direction, Funding and City Actions M/CC 12. Kaufman Storm Sewer Infrastructure Project: Direction and Funding Mgmt 13. 17th/West Locust Project: Direction and Funding Mgmt 14. 15. 16. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 54 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Management in Progress 2024 — 2025 1. Water Distribution and Treatment System Master Plan: Development 2023 M/CC DATE 2. Trees Planting Program Enhancement: Report with 2023 M/CC Mgmt Options, Direction and City Actions (Planting: 5,280 trees) 3. Water Resource Recovery Plant — Odor Abatement Implementation: Update Report and Direction on Next steps MIP M/CC Mgmt 4. Sewer System Infrastructure Asset Master Plan: Development and Adoption MIP Engineering 5. Pollinator Habitat in Park System Implementation: Complete Natural Resources Plan and Implementation Actions MIP 6. Electric Bus Implementation: Acquisition (1) MIP 7. Emerald Ash Borer: Funding for Planting, Stump Removal/Sidewalk Replacement BUDGET DECISION FY 26 MIP 8. Air Quality EPA Path Forward: Update Reports Health 9. Consumer Confidence Report 2024: Creation and Publication Water 10. Waste Temporarily Stored in the Open -Air excess Flow Tank: Removal and Disposal WRRC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 55 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Management in Progress 2024 — 2025 11. Vacant Maintenance Supervisor Position: Evaluation and Direction WRRC DATE 12. HVAC Mini -split System Installation: Completion WRRC 13. Fats, Oils, and Grease Program: Review WRRC 14. WRRC State Certified Lab Expanding the Testing Capability: Completion WRRC 15. 16. 17. 18. 19. 20. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 56 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES >>> Major Projects 2024 — 2025 1. Bee Branch Stormwater Pumping Station Project (16th Street/Kerper Pumping Station) High 2023 M/CC Engineering DATE 2. SCADA Overhaul: Water MP 3. Lead Water Lines Replacement (Grant Dependent) MP 4. Auburn and Custer Water Main, Sanitary Sewer, Street Reconstruction Project: Construction Engineering 5. Green Alley Project: Construction a. 15th street to 17th Street Between Iowa Street and Central Avenue b. 7th Street to 18th Street between Central Avenue and White Street Engineering 6. 42-inch Diameter Sanitary Sewer Force Main Stabilization Project (USACE partnership): Completion Engineering 7. Cedar and Terminal Street Lift Station and Force Main Engineering 8. Tamarack Sanitary Sewer Extension Project: Construction Engineering 9. Twin Ridge Sanitary Sewer Extension and Lagoon Abandonment Project: Construction Engineering Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 57 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Major Projects 2024 — 2025 10. Granger Creek Lift Station Improvements: Construction Engineering DATE 11. Old Mill Road Lift Station & Force Main: Construction Engineering 12. Grove Terrace Sanitary Sewer Reconstruction: Construction Engineering 13. Advancing New Deep Well No. 11 (as part of PFAS Remediation Plan) Water 14. North Cascade/SW Arterial Water Main Extension from Edval Lane to North. English Mill Road): Construction Water 15. City -Wide Fiber Project — Water Department Pump, Stations, Tanks and Towers: Completion Water 16. Tamarack Park/HWY 61 Water Main Extension project (per development agreement.): Construction Water 17. Deep Well No. 7 Rehabilitation: Completion Water 18. Creek Crossing Restoration Project: Construction Water 19. High Strength Waste Receiving & Storage Project: Funding and Construction WRRC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 58 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES >>> On the Horizon 2025 — 2029 1. South Flood Wall Buried: Funding OTH 2. Recycling Automated Collection: Direction and Funding Mechanism OTH 3. City Energy Policy — Buildings and Equipment: Report, Direction, Funding and City Actions OTH 4. Bee Branch Operations and Maintenance. Funding OTH 5. South Plant Magnetic Flow Meters Replacement: Funding Mgmt 6. Filter Rehabilitation at Eagle Point Water Treatment Plant: Funding Mgmt 7. Althauser Street and Eagle Street Water Main Replacement Project: Funding Mgmt 8. Nutrient Reduction Strategy: Update (2027) WRRC 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 59 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >» OUTCOMES — PICK 5 MOST IMPORTANT Have daily scheduled commercial air service to hub(s) PRIORITY Outcome 1 Outcome 2 j Have well -designed, well maintained Complete Streets (including streets, sidewalks and bike lanes) throughout our Dubuque community Outcome 3 Have safe, healthy, accessible, well -maintained, and connected trails for mobility and recreation Outcome 4 J Improve traffic flow throughout the city (East-West corridor, roundabouts, light synchronization) Outcome 5 Increase availability, accessible and affordable broadband and redundancy through public -private partnerships Outcome 6 II Have safe, available, equitable and accessible daily travel through multiple mobility mode for all Dubuque residents Outcome 7 j Have well -maintained alleys throughout Dubuque providing safe access to private properties for solid waste services, effective drainage and private services/delivery Outcome 8 Have reliable transportation serving the airport** Outcome 9 Outcome 10 ** Suggested by Management Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 60 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >> Challenges 1. and Opportunities — PICK 9 SHORT TERM Competition for commercial air service with five airports within two PRIORITY hours 2. Recurring funding for adequate street maintenance 3. Funding for "Complete Streets" implementation 4. Equity in broadband affordability, availability and accessible 5. Poor condition of alleys and the underground utilities and lack of funding 6. Aging and deteriorating underground infrastructure (oldest in Iowa) with expensive immediate needs and few grant opportunities 7. Rehabilitating concrete streets especially streets built in the 1990's which now need reconstruction 8. Funding for local match for grants (e.g. airport grant $30 million needs $3 million match from the City of Dubuque) 9. Addressing parking and parking ramps concerns, perceptions and issues and funding for maintenance 10. Developing and maintaining the ADA infrastructure and facilities Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 61 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> Challenges and Opportunities 11. Replacement of gas tax funding controlled by the State of Iowa PRIORITY 12. Transit service by choice and to area destination serving the needs of all residents, including shift workers 13. Funding for connecting and maintaining bike trails/lanes and related bike infrastructure with increasing demands from the community 14. Funding mechanism/source for public/private broadband infrastructure — the City's 4th utility 15. Upcoming retirements and succession planning in departments related to this goal of "Connected Community" 16. Lack of funding for Green Alley program for both construction and maintenance 17. Funding for increased maintenance of streets and sidewalks 18. Increasing demands/volume for utility locates impacting staff productivity 19. Lack of reliable transportation services to and from the airport 20. Funding and prioritization of a more holistic ADA sidewalk inspection program Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 62 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> Challenges and Opportunities 21. Old parking equipment needing constant repairs to keep operational PRIORITY 22. Delivery delays with cutaway buses and electric buses are 12-14 months out 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 63 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >>> Actions 2024 — 2025 — PICK 1 YOUR PRIORITY 1. Street Maintenance/Rehabilitation Program: Direction and Funding Top 2023 M/CC PRIORITY 2. RAISE Grant and Matching Funds for Construction: Direction and Funding High 2023 M/CC 3. West 32nd Street Plan/Project: Goals/Outcomes, Report with Options, Direction and Funding OTH M/CC 4. Traffic on Central Avenue/White Short Term Actions: Funding for Implementation OTH M/CC 5. Quiet Zones: Direction and Funding Mechanism OTH M/CC 6. Highway 20/Northwest Arterial Intersection Project: Matching Funding (30%) and ROW Acquisition M/CC 7. City-wide Complete Streets Policy and Action Plan: Update and Direction (including pedestrians and bikes) OTH M/CC 8. Urban Bike Lane Plan: Best Practices, Plan Development, Direction, Funding and City Actions OTH M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 64 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> Actions 2024 — 2025 9. Bike Racks Policy and Plan: Report with Options, Direction and Funding M/CC PRIORITY 10. Alley Maintenance/Rehabilitation: Needs, Policy Direction and Funding OTH Mgmt 11. Fiber Optics Utility: Study, Policy Direction, Funding and City Actions Mgmt 12. Reconstructing Alleys Policy: Report with Options, Policy Direction and Funding Mechanism Mgmt 13. Multi -use Paths and Bike Trails Maintenance Policy: Report with Options, Policy Direction and Funding Mechanism Mgmt 14. ADA Sidewalk Inspection Program/Policy: Report with Options, Policy Direction and Funding Mechanism Mgmt 15. Traffic Operations Center Staffing: Direction and Funding Mgmt 16. Citywide Fiber Cable Backbone Master Plan: Scope, Direction and Funding Mgmt Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 65 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> Management in Progress 2024 — 2025 1. Traffic on Central Avenue/White Corridor Short Term Action: Traffic Study Completion OTH M/CC DATE 2. Quiet Zones Study: Completion OTH M/CC 3. Parking System and Technology Upgrade: Update Report and Direction OTH M/CC 4. STREETS Program: Implementation a. Phase 1 — Arterials Completion b. Phase 2 — Downtown Initiated OTH M/CC 5. Community Broadband Project — Fiber -to -the -Home: Phase 2 Funding Sources MIP 6. Traffic Signal Synchronization/STREETS Program: Implementation MIP 7. Smart Parking and Mobility Study: Implementation a. Parking Implementation b. Mobility Implementation MIP 8. Fiber to the Home: Coordination Engineering 9. Jule Services Study Planning Grant: Selection of Consultant and Completion Transportation Services 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 66 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> Major Projects 2024 — 2025 1. 14th Street Overpass Pass Project: Design M/CC DATE 2. East-West Corridor/Roundabout Policy/Projects: Design OTH M/CC 3. Highway 20/Northwest Arterial Intersection Project: Design Completion (IDOT) M/CC 4. SW Arterial ITS Project: Construction Completion MP 5. Connection to Data Center Project: Construction Completion MP 6. RAISE Planning Grant for Design MP a. Elm and 16th Street Project b. Overpass on 14th Street Project 7. Building Connection to Additional City Locations Project MP 8. Taxiway Alpha Construction Project - Phases 1 and Phase 2: Completion Airport 9. Terminal Solar Photovoltaic Project: Completion Airport 10. General Aviation Apron Reconstruction Project: Construction Airport Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 67 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> Major Projects 2024 — 2025 11. Bee Branch Trail - Phase 1 Project: Completion, Significant Audit Preparation and Project Close Out Engineering DATE 12. Chaplain Schmitt Federal Community Project Trail Grant Engineering Project: Construction and Audit 13. Heeb Street Reconstruction Project — South of Kaufmann Avenue (Expensive Utility Assessments) Engineering 14. 2024 Pavement Marking Project: Completion Engineering 15. Wildwood Drive Bridge Replacement: Design Engineering 16. 17. 18. 19. 20. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 68 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >>> On the Horizon 2025 — 2029 1. East-West Corridor/Roundabout Policy/Projects: Direction and Funding Mechanism OTH M/CC 2. New Bridge to East Dubuque: Assessment, Direction and City Actions M/CC 3. North Cascade Reconstruction (to Timber Hyrst Subdivision) Water Main Extension Project: Phase 2 OTH 4. Radford/Pennsylvania Roundabout Project: Direction and Funding OTH 5. Downtown Parking Ordinance: Major Revision OTH 6. Expanded Bus Service: Report, Direction and Funding (Including additional routes and service for 2nd/3rd shifts) OTH 7. The Jule New Electric Vehicles: Direction and Funding OTH 8. Bike Trail Connectivity Southwest Arterial: Direction OTH 9. Micro -Mobility Options: Goals/Outcomes, Best Practices, Report with Options and Direction OTH 10. FAA Aircraft Contract Tower Modernization/Replacement: Funding Mgmt Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 69 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> OUTCOMES — PICK 5 — MOST IMPORTANT Establish Chaplain Schmitt Island as a community and tourism destination with a variety of activity venues and experiences for residents and guests PRIORITY Outcome 1 Outcome 2 Have appropriate staffing and sustainable resources to support defined recreational and park, library, culture and arts services/programs and levels of services Outcome 3 Provide accessible recreational, library, culture and arts programs/activities and parks amenities that are responsive to the emerging workforce/community expectations Outcome 4 Expand arts and cultural opportunities with access for all Outcome 5 j Have well-built, well -maintained, upgraded and expanded parks, park amenities and recreational/park facilities Outcome 6 j Have well-built, well -maintained, upgraded and expanded Library Outcome 7 Have diverse, culturally inclusive engagement, practices and processes** Outcome 8 Outcome 9 Outcome 10 ** Suggested by Management Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 70 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES >» Challenges and Opportunities — PICK 9 SHORT TERM 1. Funding for the maintenance/upgrades/renovations of aging parks, structures and facilities, and recreational facilities PRIORITY 2. Completing Five Flags Project within budget 3. Understanding, responding and funding to respond to workforce expectations of quality of life/leisure/arts and cultural facilities and experiences 4. Developing and enhancing access to facility/venues for community, families, particularly with young children and teens 5. Attracting seasonal/part-time employees and adjusting wage levels and scheduling 6. Lack of pet -friendly public spaces and amenities 7. Responding to the increasing demands for current and emerging sports programs and activities, including lack of space 8. Lack of indoor programming spaces 9. Incorporating art in public spaces in quality of life projects 10. Engaging and marketing to the Dubuque community opportunities for arts, culture, park, recreation and library Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 71 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Challenges and Opportunities 11. Lack of accessible and free parking at the Library PRIORITY 12. Funding and developing new parks in newer five subdivisions 13. Responding to and funding projects to meet the high demand for dog park(s) 14. Sustainable and additional funding for leisure services facilities and programs 15. Funding for projects to achieve ADA compliance 16. Community expectations and understanding of the limited scope of the current Five Flags Project 17. Funding for the upgrades/renovations of the Library 18. Lack of field space — tournaments, leagues and practice 19. Current parks infrastructure needs maintenance, upgrades and replacement 20. Balance build new facilities versus maintaining current facilities Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 72 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Challenges and Opportunities 21. Having multiple small and smaller parks which are costly to maintain and operate PRIORITY 22. Defining the relationship to sports tourism and the use of limited field space 23. Growing capital items backlog with projects pushed beyond 2029 24. Increasing demands for cultural events and the limited staffing 25. Dated exterior and landscaping at the Library needing refresh and replacement 26. Concerns about pedestrian safety around the Library 27. Funding and staffing for Leisure Services inherited facilities for operation and maintenance including Bee Branch and Historic Millwork District 28. Hiring, training, processing and retaining a temporary workforce and a lack of a living wage 29. Increasing demands for recreational programs and activities 30. Limited space in parks for additional park amenities and venues Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 73 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Challenges and Opportunities 31. Proposing new project without staffing and maintenance requirements and funding PRIORITY 32. 33. 34. 35. 36. 37. 38. 39. 40. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 74 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES >> Actions 2024 — 2025 — PICK 3 YOUR PRIORITY 1. Chaplain Schmitt Island Amphitheater Development: Implementation Direction and Funding 2023 M/CC PRIORITY 2. Parks and Recreation Service/Staffing Level: Review, Direction and Funding 2023 M/CC 3. Pool/Aquatic Facility Strategy/Action Plan — Long Term: Update Report, Direction and Funding OTH M/CC 4. Historic Millwork District Recreational Space: Direction, Funding and Partnerships OTH M/CC 5. Quality of Life Amenities for Young Professional: Best Practices, Expectations, Report with Options, Direction and City Actions OTH M/CC 6. Park Beautification/Upgrade Program: Needs/Opportunities, Report with Options and Recommendations, Direction, OTH M/CC Project Priorities and Funding Mechanism 7. Flag Set for Eagle Point Park Entrance: Direction and Funding OTH M/CC 8. Trail Master Plan: Direction M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 75 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Actions 2024 — 2025 9. Chaplain Schmitt Island Development: Next Steps (beyond Amphitheater) M/CC PRIORITY 10. Multicultural Festivals/Celebrations Expansion: Outcomes, Report, Direction, City Role, Funding and City Actions M/CC 11. Comprehensive Parks Maintenance/Refresh Plan: Condition Assessment, Needs, Plan Development, Direction and Funding M/CC 12. Comprehensive Parks Quality of Life Amenities Plan: Needs, Plan Development, Direction and Funding M/CC 13. Dog Friendly Parks Policy: Direction OTH M/CC 14. Dog Parks + Amenities Expansion: Report with Options, Policy Direction and Project Funding OTH M/CC 15. Ice 2nd Sheet: Report with Options, Direction, City Role and Funding M/CC 16. Splash Pads Plan: Best Practices, Plan Development, Direction and Funding Mechanism OTH M/CC Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 76 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Actions 2024 - 2025 17. Linwood Cemetery: City Role and Future Direction M/CC PRIORITY 18. Indoor Community/Recreation Center/Space: Feasibility, OTH M/CC Purposes, Best Practices, Report with Options, Direction, Funding Mechanism and City Actions 19. Community Impact Department: Direction and Funding Mgmt 20. Library Upgrade/Expansion: Direction and Funding OTH Mgmt 21. Gender Neutral Restrooms at Pools: Report with Options, Direction and Funding OTH Mgmt 22. Public Arts Policy: Research, Best Practices, Report with Options, Direction and Funding OTH Mgmt 23. Outdoor Pools (Flora and Sutton): Repairs and Renovations: Report with Options, Direction and Funding Mgmt 24. Park Development: Direction and Funding (Pebble Cove, North Fork, South Point, Rustic Point, Mozena Farm, and Silver Oaks.) Mgmt Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 77 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Actions 2024 — 2025 25. Pedestrian Safety( specifically at the intersections of 1 1th Mgmt and Bluff and 11th and Locust) Plan: Analysis, Report with Options, Direction and Funding PRIORITY 26. 27. 28. 29. 30. 31. 32. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 78 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Management in Progress 2024 — 2025 1. Comiskey Park Upgrades — Phase 2 Parking and Amenities; Grant Funding and Preparation of Specs for Bidding MIP M/CC DATE 2. Eagle Point Park Enhancements/Reinvestment: Challenge OTH M/CC Funding Application and Historic Structures Assessment 3. Comprehensive Parks Master Plan: Completion and Implementation Direction MIP M/CC 4. 5-Flags Facility Project: Update Report M/CC 5. Arts and Culture Master Plan: Revised Community Engagement Strategy Adoption; Work Session Update Report MIP 6. Five Flags Civic Center Management: RFP and Selection Leisure Services 7. Historic Millwork District Park Plan Leisure Services 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 79 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Major Projects 2024 — 2025 1. Eagle Valley Subdivision Park: Construction MP DATE 2. English Ridge Subdivision Park: Construction MP 3. West Brook Park: Completion MP 4. Jackson Park Restrooms: Completion MP 5. ImOn Ice Arena - Dehumidification, HVAC, Generator Set System Project: Design, Bid, and Construction Engineering 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 80 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES >>> On the Horizon 2025 — 2029 1. Comiskey Park Upgrades — Phase 2 Restrooms: Direction and Funding MIP M/CC 2. Quality of Life Bond Package: Concept, Scope, Report with Options and Direction OTH 3. FDR Park Development: Direction and Funding OTH 4. Public Art Northend/Bee Branch: Definition and Direction OTH 5. 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 81 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE >> OUTCOMES — PICK 6 MOST IMPROTANT Partner with public/private community organizations to provide opportunities for residents for upward mobility and empowerment across all demographics PRIORITY Outcome 1 Outcome 2 Be an advocate for the Dubuque community and City of Dubuque at federal and state government levels Outcome 3 Secure grants and other funding sources for City projects to achieve City goals and community Outcome 4 Become an inclusive and welcoming community for all Outcome 5 Listen to community input, engagement and feedback and use (incorporating the information to policy development and decision making) Outcome 6 j Have high level of community satisfaction with City services and service delivery Outcome 7 Serve as a leveraging agent for non-profit community organizations* * Outcome 8 Empower and engage community leaders to address community issues and opportunities** Outcome 9 Engage neighborhoods and residents as a model for other communities* * Outcome 10 Partner with local universities, colleges and institutions of higher education** ** Suggested by Management Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 82 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE »> Outcomes Have a sense of Dubuque community pride and commitment PRIORITY Outcome 11 to the community** Access to wealth and social capacity — financial, spiritual and social** Outcome 12 Outcome 13 Outcome 14 Outcome 15 Outcome 16 Outcome 17 Outcome 18 Outcome 19 Outcome 20 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 83 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE >> Challenges and Opportunities — PICK 9 SHORT TERM 1. Tapping the potential of the Multicultural Family Center PRIORITY 2. Recruiting, developing and retaining diverse City and community leadership for the long term 3. Actions by the State of Iowa impacting community partnerships 4. Competition among community organizations for limited funds 5. Succession planning in Dubuque civic and community leadership 6. Residents questioning the role of government affecting the City's ability to engage, interact and deliver services 7. Supporting "self-sufficiency" for community partners 8. Defining the City role and level of funding for community partners 9. Funding for matching dollars requirement by grants 10. Creating outcomes that are equitable for all Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 84 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE »> Challenges 11. and Opportunities Equity becoming ingrained in City workforce recruitment and PRIORITY retention 12. Changing funding and partnerships among local, State of Iowa and federal governments 13. Duplication of efforts and programs among community organizations and city departments 14. Determining how to serve vulnerable populations — people of color; elderly and families with children in poverty 15. Marketing, outreach, lack of knowledge about cultures and equity 16. Supporting racial minority and women owned businesses 17. Community attitude: City solve the problem and do not raise taxes 18. Vulnerability of local colleges and universities 19. Asking Dubuque Initiatives for matching dollars bridge funding 20. Equitable distribution of City funds for all community organizations Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 85 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE »> Challenges and Opportunities 21. Expanding City leadership's role in facilitating the collaboration and teamwork among community organizations, including Mayor and City Council Members PRIORITY 22. 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 86 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE >>> Actions 2024 — 2025 — PICK 2 YOUR PRIORITY 1. Multicultural Family Center Management and Staffing: Review, Update Report, Management Full -Time Positions, Direction and Funding M/CC PRIORITY 2. County Opioid Settlement Funds: Direction Mgmt 3. Equitable Distribution of City Resources to Partners: Evaluation, Framework, Policy Direction, Revised Process and Funding OTH Mgmt 4. Dubuque Forward: City Role and City Actions OTH Mgmt 5. 6. 7. 8. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 87 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE »> Management in Progress 2024 — 2025 1. Succession Plan for Intergovernmental Relations Position: Development and Implementation Mgmt DATE 2. Community Impact Department: Implementation Mgmt 3. City Life in Marshallese or Other Language: Implementation Mgmt 4. Equity and Poverty Plan Update: Completion Mgmt 5. Americorp Program — Social Emotional Health: Implementation Mgmt 6. Language Access plan for City Departments Update: Completion Equity & Human Rights 7. Dubuque Equitable Community Grant: Annual Equity & Human Rights 8. Departmental Marketing Materials and Media Update and Enhancements: Completion Equity & Human Rights 9. Equitable Fine and Fee Work Plan Leisure Services 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 88 GOAL 8 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE >>> On the Horizon 2025 — 2029 1. Youth Employment, Workforce and Leadership Development: Purposes, OTH Direction and City Actions 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 89 Adrienne Breitfelder From: Citizen Support Center <dubuqueia@mycusthelp.net> Sent: Tuesday, August 20, 2024 8:49 AM To: Adrienne Breitfelder <Abreitfe@cityofdubuque.org> Subject: "Contact Us" inquiry from City of Dubuque website This sender is trusted. Contact Us Name: John Klostermann Address: 1755 BRISTOL DR Ward: 2 Phone: 5635802272 Email: jkloste1974@gmail.com City Department: City Council Message: Mayor and City Council members: As you move into your annual goal setting discussion this year I would encourage you to continue to make funding for the repair of existing infrastructure a high priority for the council. We live in community with many needs, but good infrastructure is a basic need that serves all the community. Good luck with your goal setting and look forward to hearing your outcomes. John 1 DUBUQUE museum °Fart August 21, 2024 Dear Mayor Cavanagh, City Council, and City Manager Mike Van Milligen: As you enter into 2025 goal and priority setting, I am writing to echo and underscore headlines from this week's GDDC Quarterly Report and to thank you for your leadership. There is a rising tide across the entire region with new housing developments and major infrastructure projects that leverage grant programs, support workforce attraction efforts, attract new tourists, improve mobility, and internet access. Some of these projects, like the Bee Branch, will be featured in an upcoming exhibition Dubuque by Design which we will preview at our gala October 25. We all recognize that there is still work to be done. GDDC's NextGen survey highlights workforce retention and attraction as a top priority. Competition in 2025 requires a systematic approach to address a complex network of factors that define what it means to be a community of choice. The report revealed a common theme of "wanting to live in more diverse and culturally rich environments, with some respondents feeling that Dubuque does not provide the diversity or cultural amenities they desire." I acknowledge that at the time of this survey, the biggest gaps between expectation and experience are among the factors identified as most important, the drivers of quality of life. However, if the competition is Madison, Iowa City, Des Moines, and Cedar Rapids, then I am confident that our community is poised to win. The combination of Schmitt Island development, Field of Dreams and the downtown arts campus is, as the City Manager said to Congressional Staff, "nothing short of transformational." Rick shared what we're fighting against, perceptions like, "The new generation has nothing exciting, new or pretty. There also isn't a lot of diversity here, there is no sense of culture." He also shared what we're fighting FOR. There's an opportunity to increase the number of young workers who say they, "Love all the varieties of things to do here. Lots of outdoor activities and a lot more fun businesses popping up." "I really enjoy all the events that are open to the public, especially the town clock music events and farmers market." We need more experiences that make us feel special, that make us feel connected to each other and to this place. Imagine a family coming to explore Dubuque for the first time. They cross the Julien Dubuque Bridge, drive north on Locust, and see kids playing under flowering trees on sculptures designed by America's leading landscape architect. Behind the kids, a surface parking lot has been transformed into a world -class art museum. On the weekend, 701 Locust Street Dubuque, Iowa 52001-6817 563.557.1851 dbqart.org AN AFFILIATE OF THE SMITHSONIAN INSTITUTION families from every neighborhood celebrate traditions like the Marshallese Manit Day (Culture Day), the Dubuque Latinx Fiesta, and the annual Labor Day parade. Each spring, the Julien Dubuque International Film Festival premieres new films from around the world in the outdoor screening room. Each fall, college students from UD, UW-P, Loras, and Clarke discuss the issues of our time in galleries filled with the work of the greatest artists from around the globe and across generations. In winter, every second grader in the region discovers the art of the artists from this community who made and changed history. Each summer, families and preschoolers prepare for Kindergarten and immerse themselves in the imaginative worlds of New York Times Best Children's Book illustrator Arthur Geisert. Neuroscience backs these ideas up. Art experiences trigger the release of neurochemicals and endorphins that lead to catharsis, the feeling of being more connected to yourself and to others. Art helps us contend with ideas that are uncomfortable and difficult. Artists connect us to the full spectrum of human emotion. The new campus will be more than just a storehouse of beauty. It will be a major factor in our efforts to address the identified quality of life issues. • The campus will be beautiful. But, it will also be a place that hosts and connects us to the global traditions of beauty. • A place where the community gathers to celebrate our festivals and explore the power of American artists from this region, like Grant Wood, who made and changed history. • It will change what it means to visit eastern Iowa, what it means to consider working here, and what it means to grow up here. I'm sharing this with you now because in early fall, our team will seek your assistance in activating 7th Street. When that time comes, I want to connect the dots back to the research shared by GDDC. Thank you for your hard work and sensitive consideration. Sincerely, Gary Stoppelman Executive Director