City Manager's Office Fiscal Year 2026 Budget PresentationCity Manager's Office
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CITY MANAGER'S OFFICE
Budget Highlights
FY 2024
Actual
FY 2025
Budget
FY 2026
Requested
% Change
From FY
2025 Budget
Expenses
Employee Expense $ 1,229,667 $ 1,398,378 $ 1,558,285 11.4 %
Supplies and Services $ 627,481 $ 599,449 $ 576,465 (3.8) %
Machinery and Equipment $ 8,323 $ 2,475 $ 1,800 (27.3) %
Total $ 1,865,471 $ 2,000,302 $ 2,136,550 6.8 %
Resources
Administrative Overhead Recharges $ 1,191,446 $ 1,426,181 $ 1,546,634 8.4 %
Sustainability Conference $ 71,166 $ 48,521 $ 75,000 54.6 %
Misc. Reimbursements $ 55,934 $ 2,076 $ 2,754 32.7 %
Total $ 1,318,546 $ 1,476,778 $ 1,624,388 10.0 %
Property Tax Support $ 546,925 $ 523,524 $ 512,162 $ (11,362)
Percent Increase (Decrease) (2.2) %
Personnel - Authorized FTE 10.42 10.42 9.67
Improvement Package Summary
1 of 6
This improvement package request is for the creation of a permanent Climate Action Coordinator
position, which currently exists as a 1.00 FTE, GE-31, 3-year limited term position set to end at the
conclusion of FY25. This position is responsible for the implementation of the 50% by 2030 Community
Climate Action and Resiliency Plan directly responsible for reduction of greenhouse gas emissions. The
funding would be used to continue this position beyond the scope of the limited term. This position has
greatly increased the capacity of the Office of Sustainability to implement the climate action plan, engage
with residents, advance equity, and support departments in moving forward the actions in the 50% by
2030 Plan.
This improvement package request only includes funding for wages and benefits, as technology such as
a computer and iPad already exist for this position on the maintenance level. The estimated cost of
wages and benefits in FY 2026 is $95,059, which is partially offset by administrative overhead revenue of
$34,148. In FY 2025, the Office of Sustainability received a one-time grant for $12,000. This grant can be
put towards funding the wages and benefits of the Climate Action Coordinator Position in FY 2026. In
addition, vacancy savings of $48,911 are available to also be put towards funding the wages wages and
benefits of the Climate Action Coordinator Position in FY 2026. These vacancy savings are related to the
current limited-term Climate Action Coordinator position being vacant for approximately 6 months.
The Climate Action Coordinator has spearheaded the greenhouse gas inventory process, completed a
municipal building inventory and started gathering monthly data related to energy use for all city-owned
buildings, planned and implemented community-wide events, implemented grant funded projects, and
piloted a commercial building energy efficiency program. Additionally, the position has completed various
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other projects and programs and supported the Sustainability Office in reaching more residents,
advancing climate actions and attending to impacts of climate change.
This budget item came directly from a recommendation from the Resilient Community Advisory
Commission. This improvement package supports the City Council goal of Sustainable Environment:
Preserving and Enhancing Natural Resources. This position is integral to implementing the Climate Action
Plan and planning adaptations for a changing climate.
This package was requested as Recurring. This package is being recommended as Non-Recurring.
Related Cost:$ 95,059 Tax Funds Non-Recurring Recommend - Yes
Related Revenue:$ 34,148 Administrative Overhead Non-Recurring
Related Revenue:$ 12,000 Bloomberg Philanthropies
Grant
Non-Recurring
Related Revenue:$ 48,911 Vacancy Savings Non-Recurring
Net Property Tax Cost:$ —
Property Tax Impact:$ — —%
Activity: Sustainability
2 of 6
This improvement package request is for funding for professional development for the City's newly-
formed employee resource groups (ERGs). ERGs are each asked to define their professional
development needs based on their mission. Funding can be used for speaker or conference fees,
refreshments for networking events and meetings, and/or other activities as approved by the city
manager. This estimate is based off of five active ERGs in FY 2026. This supports the City Council’s goal
of a Financially Responsible, High-Performance City Organization. Funding supports employee
development and efforts to improve employee retention and satisfaction.
Related Cost:$ 15,000 Tax Funds Recurring Recommend - No
Related Revenue:$ 11,559 Administrative Overhead Recurring
Net Property Tax Cost:$ 3,441
Property Tax Impact:$ 0.0012 0.01%
Activity: Administration
3 of 6
This improvement package request would fund professional development for the City Manager's Office
Administrative Assistants (2). If approved, this package would allow each Administrative Assistant to
travel to one annual training event such as the Office Dynamics Annual Conference, the Laserfiche
Empower Conference, or the dollars could be broken up for attendance to smaller local educational
seminars. The improvement package supports the City Council goal of Financially Responsible, High
Performance City Organization: Organizational Culture: Continuous Improvement. Providing professional
development opportunities to staff contributes to continuous improvement in the organization.
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Related Cost:$ 6,000 Tax Funds Recurring Recommend - No
Related Revenue:$ 4,624 Administrative Overhead Recurring
Net Property Tax Cost:$ 1,376
Property Tax Impact:$ 0.0005 —%
Activity: Administration
4 of 6
This improvement level decision package request is for establishing bike infrastructure policies, executing
a cross-departmental implementation agenda, and creating and executing an alternative transportation
education and communication campaign. As identified in the 50% by 2030 Community Climate Action and
Resiliency Plan, long a priority by the City Council, to increase ridership and reduce pollution bicycle
infrastructure and alternative transportation policies need to lead. This funding request will specifically
focus on bike racks – location, space assessments and inventory (setting up a GIS reporting form and
geo-location), internal policies for requests and installations, size, and specifications for racks; potential
use of parking spaces for bike parking, and how it will be incorporated with future bike share options and
locations. The funding would support consultation of policy including future budget and impact on city
operations. This improvement package supports the City Council goal of Connected Community:
Equitable Transportation, Mobility by providing necessary infrastructure for an emerging mode of
transportation.
If improvement package 1 of 6 is unable to be funded (Permanency of the Climate Action Coordinator
Position), then this package is not needed. Without a permanent Climate Action Coordinator, there will
not be enough staffing/capacity to work on and implement this package.
Related Cost:$ 26,450 Tax Funds Non-Recurring Recommend - No
Related Revenue:$ 20,382 Administrative Overhead Non-Recurring
Net Property Tax Cost:$ 6,068
Property Tax Impact:$ 0.0020 0.02%
Activity: Sustainability
5 of 6
This improvement level decision package request is for funding to update the 2011 Urban Forestry
Evaluation. A portion of the evaluation will be paid for by the USDA Urban Forestry Grant ($15,000), but
this package requests funding to include the remainder of the city in the assessment to ensure the
assessment is city-wide. Funding will support an assessment of city-wide tree canopy, light impervious
surface, dark impervious surface, grassland, and water coverage by census tract. It will assess urban
heat island impacts and establish specific goals of tree canopy coverage as well as identify
implementation schedules and budgets, and potentially establish a Carbon Gardening/Turf Replacement
implementation plan for municipal properties. The project is to include the development and execution of
promotional education/communication campaign. This is an action from the 50% by 2030 Community
Climate Action and Resiliency Plan. This improvement package supports the City Council goal of a
Sustainable Environment: Preserving and Enhancing Natural Resources by meeting goals in the Climate
Action Plan and supporting the work of several departments.
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Related Cost:$ 37,500 Tax Funds Non-Recurring Recommend - No
Related Revenue:$ 28,898 Administrative Overhead Non-Recurring
Net Property Tax Cost:$ 8,602
Property Tax Impact:$ 0.0029 0.03%
Activity: Sustainability
6 of 6
This improvement package seeks funding to reorganize multiple existing positions within the City
Managers Office, resulting in an overall decrease of 0.75 FTEs and net cost of $0 (no budget impact).
The Director of Strategic Partnerships position currently exists as 0.75 FTE in the CMO budget (GE-44).
Having a full time Director of Strategic Partnerships remains critical to tracking state and federal
legislative activity that impacts Dubuque, by yielding strong relationships with elected and appointed
officials at these levels, securing grants, and building public-private partnership with non-profit
organizations, businesses, and entities. This request increases the staffing allocation for the the Director
of strategic Partnerships (GE-44) from 0.75 FTE to 1.00 FTE (cost increase of $46,019, FTE increase of
0.25 FTEs). In addition to increasing the Director of Strategic Partnerships position from part-time to full-
time, additional consultant services are needed to help support the City's relationships with the federal
government. This package requests $45,000 in recurring funding for consulting services. The combined
cost increase of the full-time Director of Strategic Partnerships and new consultant services is $91,019.
This package identifies $91,019 in cost savings to fully offset the cost increases, resulting in a net zero
budget impact.
To fund this request, two existing full-time positions will be combined into one: the International City/
County Management Association (ICMA) Management Fellow position (GE-29, 1.00 FTE), and the Grant
Analyst position (GE-27, 1.00 FTE limited-term). These two FTEs will be combined into one new
Management/Grant Analyst position (1.00 FTE, GE-29). Existing duties of the Grant Analyst that would
remain include but are not limited to compiling technical data, information and documentation; maintain
application records; study legislation; prepare a variety of written managerial and analysis; and support
the Director of Strategic Partnerships. Responsibilities that would be added to the Management/Grant
Analyst position include strategic leadership of the City’s customer response management (CRM)
system; support the Assistant City Manager in full implementation of the AchieveIt plan and project
management software; and support the Assistant City Manager in leading the High Performing
Government Ambassadors and other cross-department teams. The cost savings of consolidating the two
previously mentioned positions into one new position is $75,848, which will result in a decrease of -1.00
FTEs. Out of the $91,019 in cost savings needed to fully fund this package, the position consolidation
described above secures $75,848 in cost savings. This leaves a need for $15,171 in further cost savings,
which has been identified.
The remaining $15,171 cost savings will come from decreasing the City Manager's Office Meetings &
Conferences expense line item by $8,600, as well as the Education Reimbursement expense item by
$6,571. These line items contain funding for staff to attend conferences, meeting, and educational
opportunities.
This improvement package helps achieve the City Council’s goal of a Financially Responsible, High
Performing Organization
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Related Cost $ 91,019 Tax Funds Recurring Recommend - Yes
Related Savings $ (91,019) Tax Funds Recurring
Related Revenue Increase $ 70,139 Administrative Overhead Recurring
Related Revenue Decrease $ (70,139) Administrative Overhead Recurring
Net Property Tax Cost:$ —
Property Tax Impact:$ — —%
Activity: Administration
Significant Line Items
Employee Expense
1.FY 2026 employee expense reflects a 3.00% wage package increase.
2.The Iowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged from
FY 2025. The employee contribution of 6.29% is unchanged from FY 2025.
3.The City portion of health insurance expense is unchanged from $1,119 in FY 2025 to $1,119 in FY
2026 per month, per contract, which results in an annual cost unchanged of $0 annually or 0.00%.
4.Overtime expense is unchanged from $3,400 FY 2025 to $3,400 in FY 2026. FY 2024 Actual was
$28.
5.50% Sick Leave Payout increased from $6,177 in FY 2025 to $6,374 in FY 2026. FY 2024 Actual was
$6,313. Effective July 1, 2019, employees over the sick leave cap can convert 50% of the sick leave
over the cap to vacation or be paid out.
Supplies & Services
6.Other Professional Services decreased from $241,104 in FY 2025 to $185,494 in FY 2026. This line
item includes the annual goal setting for City Council and department managers ($38,110), Council
work session meals ($8,994), consulting for grant writing services ($110,000), the bi-annual
community survey ($13,390), and the bi-annual City Council governance session ($15,000). The FY
2026 budget for consulting grant writing services increased $9,000 due to a price increase from the
consultant. The bi-annual community survey and bi-annual City Council governance session are
scheduled in even-numbered fiscal years only, therefore, they were not budgeted in FY 2025 but are
included in FY 2026. The overall decrease to this line item is due to the FY 2025 budget including a
non-recurring improvement package for ViDL solutions department training for the Leadership Team
($93,000).
7.Education Reimbursement is unchanged from $89,935 in FY 2025 to $89,935 in FY 2026. This item
line represents various professional development activities for the Leadership Team, High
Performance Government Ambassadors, the Grant Analyst, Sustainability staff, and Department
Managers.
8.Meetings & Conferences increased from $67,727 in FY 2025 to $69,077 in FY 2026. This line item
represents the travel costs for official city business, which includes Northeast Iowa Regional
Managers’ meetings, Washington D.C. and Des Moines legislative trips, and various conferences for
the City Manager, Assistant City Manager, Executive Assistant, ICMA Fellow, Director of Strategic
Partnerships, Sustainability Director, and Climate Action Coordinator. The increase in FY 2026 is due
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to budgeting for the Growing Sustainable Communities Conference, which was not budgeted in
previous years. Departments are approved to budget for the attendance of the Growing Sustainable
Communities Conference for eligible staff, so this was corrected for FY 2026.
9.Speakers increased from $40,000 in FY 2025 to $75,000 in FY 2026. This line item represents the
expense for hosting the Growing Sustainable Communities Conference. This line item is increasing in
FY 2026 to reflect the actual expenses of hosting the conference. The FY 2024 actual was $72,458.
The expenses of hosting the conference are fully offset by the registration fees received for the
conference as well as event sponsorships coordinated with community partners. Those revenues are
located in the Program Fees revenue line item.
10.Pay to Other Agency decreased from $41,250 in FY 2025 to $10,000 in FY 2026. In FY 2026, this line
item includes the GreenCorps local match ($10,000). The FY 2025 budget included $25,000 for
Sustainable Dubuque Grants, which has been relocated to the Grants expense line item. The FY
2025 budget also included $6,250 from a non-recurring improvement package for outreach efforts
related to the Climate Action Plan and energy equity.
11.Grants expense increased from $7,500 in FY 2024 to $25,000 in FY 2025. The FY 2025 budget
represented $7,500 for the Climate Action Grants program, which was one time funding and therefore
is not included in FY 2026. In FY 2026, $25,000 for the Sustainable Dubuque Grants program is being
relocation to this line item to better organize the budget (this funding was previously in the Pay to
Other Agency expense line item).
12.Association Dues increased from $29,428 in FY 2025 to $30,465 in FY 2026. This line item includes a
wide variety of memberships and dues, such as the National League of Cities membership,
International City/County Management Association (ICMA) memberships, Women's Leadership
Network membership, and Mississippi Rivers and Town initiatives. The cost of memberships and dues
tend to increase slightly each year. In FY 2026, cost increases are anticipated for the National League
of Cities and the American Society of Administrative Professionals memberships.
13.Employee Recognition expense increased from $17,000 in FY 2025 to $23,717 in FY 2026. This line
item represents the employee recognition luncheon and SPIRIT awards costs. The FY 2026 budget is
based on FY 2024 actual cost of holding the event at the Grand River Center.
14.IT Recharges decreased from $16,006 in FY 2025 to $15,912 in FY 2026. Departments receive
recharges for maintenance agreement costs on City-wide software based on the number of users in
their department.
Machinery & Equipment
15.Equipment replacement items include ($1,800):
City Manager Machinery and Equipment
Administration
Smartphones (4)$ 1,600
Chair Mats $ 200
Total Equipment $ 1,800
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Revenue
16.Sustainability Program Fees increased from $48,521 in FY 2025 to $75,000 in FY 2026. This line item
represents revenue received from the Growing Sustainable Communities Conference registration
fees. This revenue fully offsets the expenses of hosting the conference, which are located in the
Speakers expense line item. In FY 2026, registration fees will increase to better reflect the cost of the
conference, therefore, this revenue will increase. The FY 2024 actual revenue was $71,166.
17.Revenue received from Enterprise Funds for administrative overhead charges has increased from
$1,426,181 in FY 2025 to $1,546,634 in FY 2026.
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CITY OF DUBUQUE ORGANIZATIONAL CHART
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CITY MANAGER’S OFFICE
The City Manager’s Office plans, organizes and manages all activities of the City organization so as to
provide leadership so that all City Council priorities, policies, and programs are successfully
implemented and effectively managed. This includes the City Council Policy Agenda and Management
Agenda to assure quality public services are responsive to the citizens and that we operate as a High
Performing Organization.
SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS
LEADING TO OUTCOMES
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CITY MANAGER’S OFFICE
FY
2024
FY
2025
FY
2026
Full-Time
Equivalent 10.42 10.42 9.67
Resources and Property Tax Support
FY 2024 FY 2025 FY 2026
Administrative
OH Recharges
Sustainability Misc.
Reimbursements
CDBG Charges Property Tax
Support
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
The City Manager’s Office is supported by 9.67 full-time equivalent employees, which accounts for
72.93% of the department expense as seen below. Overall, the departments’ expenses are expected to
increase by 6.81% in FY 2026 compared to FY 2025.
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Expenditures by Category by Fiscal Year
$1,229,667
$627,481
$8,323
$1,398,378
$599,449
$2,475
$1,558,285
$576,465
$1,800
FY 2024 FY 2025 FY 2026
$0 $450,000 $900,000 $1,350,000
Employee Expense
Supplies and Services
Machinery and Equipment
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CITY MANAGER’S OFFICE
Management/Administrative/Legislative
Mission & Services
The City Manager is employed by the City Council to serve as the chief administrative officer of the City.
In that capacity the City Manager is responsible by virtue of the Code of Iowa for all personnel
functions, enforcement of all laws, advising the City Council, delivery of City services, supervision of all
construction contracts and development agreements, financial management and conducting the
general business affairs of the City. Management promotes the City’s interests in legislative affairs,
grant opportunities and active engagement in city activities for employees and the citizens of Dubuque.
Management/Administrative/Legislative Funding Summary
FY 2024 Actual FY 2025 Budget
FY 2026
Requested
Expenditures $1,491,863 $1,633,720 $1,648,417
Resources $922,186 $1,202,892 $1,285,302
Management/Administrative/Legislative Position Summary
FY 2026
City Manager 1.00
Assistant City Manager 1.00
Executive Assistant 1.00
Grant Analyst 0.00
Administrative Assistant 2.00
Director of Strategic Partnerships 0.00
Management Intern 0.00
Intern 0.25
Total Full-Time Equivalent Employees 5.25
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Performance Measures
City Council Goal: Financially Responsible, High-Performance City Organization
1 Dept. Objective: Maintain a competitive tax rate that minimizes the tax burden of citizens
Performance Measure (KPI)Target
FY
2024
Actual
FY
2025
Actual
FY 2026
Estimate
Performance
Indicator
Rank of Dubuque tax rate per capita
compared to 11 largest cities in Iowa.
(1 = lowest rate, 11 = highest rate)
N/A 2 2 N/A
2 Dept. Objective: provide fiscal diversity and hold in check the property tax burden
% budgeted revenue from property
taxes N/A 11.85%11.21%N/A
3 Dept. Objective: Maintain an efficient citizen response rate.
Performance Measure (KPI)Target
CY
2024
Actual
CY
2025
Actual
CY
2026
Estimate
d
Performance
Indicator
% of citizen issues resolved in 10 days
or less (All departments)75%66%66%75%Goal Met
Average # days to resolve citizen issue
(CMO)< 7 4.7 8.6 7 Goal In
Progress
4 Dept. Objective: Hire & retain a highly-skilled City workforce reflective of the Dubuque
community.
Leadership Team demographics
50.3%
female
8.3% non-
w ('24
Census
34%
fem,
5.3%
non-w
36.4%
fem,
7.4%
non-w
50% fem
9% non-w
Goal In
Progress
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CITY MANAGER’S OFFICE
Sustainability
Mission & Services
The Sustainability Office provides education, outreach, and
coordination on sustainability issues and activities within the City
organization as well as throughout the community. Sustainability
Office staff work with City departments to ensure capital projects
and operating programs meet the sustainability vision identified by
the City Council and builds partnerships between the City of
Dubuque and national, state and local entities to further
sustainability initiatives and to strengthen local leadership.
The Office of Sustainability hosts the Green Iowa AmeriCorps program, providing energy audits,
installation of efficiency products, and education to the community.
Sustainability Funding Summary
FY 2024 Actual FY 2025 Budget
FY 2026
Requested
Expenditures $373,608 $366,582 $488,133
Resources $396,360 $273,886 $339,086
Sustainability Position Summary
FY 2026
Sustainability Director 1.00
Climate Action Coordinator 1.00
Sustainable Dubuque Intern 0.42
Total Full-Time Equivalent Employees 2.42
Performance Measures
City Council Goal: Partnerships for a Better Dubuque
1 Activity Objective: Increase community opportunity through the Sustainable Dubuque
Community Grants Program.
Performance Measure (KPI)Target FY23
Actual
FY24
Actual
FY25
Est.
Performance
Indicator
% of grants awarded of total applications
received 85%85%92%90%Goal Met
City Council Goal: Financially Responsible, High-Performance Organization
2 Activity Objective: Increase Tree Canopy to reduce Urban Heat Island impact.
% of canopy covering City 40%26%26%27%Goal In
Progress
City Council Goal: Sustainable Environment
3 Activity Objective: Reduce the community's carbon footprint by 50% below 2003 levels by
2030
% reduction in greenhouse gas
emissions in Dubuque 50%27%34%34%Goal In
Progress
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Recommended Operating Revenue Budget - Department Total
72 - CITY MANAGER'S OFFICE
Fund/Account/Account Title
FY23 Actual
Revenue
FY24 Actual
Revenue
FY25
Adopted
Budget
FY26
Recomm'd
Budget
100 - General
4A - Charges for Services
45455 - Program Fee $ (48,521) $ (71,166) $ (48,521) $ (75,000)
45500 - Miscellaneous Chg for
Svcs — (200) — (200)
47100 - Reimbursements (40,853) (5,734) (2,076) (2,554)
47150 - Refunds — — — —
47450 - Sale of Salvage — — — —
4A - Charges for Services Total (89,374) (77,100) (50,597) (77,754)
4B - Grants/Contrib
44400 - State Grants (81,754) — — —
47050 - Contrib - Private Sources — (50,000) — —
4B - Grants/Contrib Total (81,754) (50,000) — —
4N - Transfers
49600 - Transfer in Water Op (42,098) (206,101) (296,659) (325,972)
49610 - Transfer In Sanitary Op (263,113) (306,868) (323,047) (334,498)
49620 - Transfer in Storm Op (78,905) (173,911) (292,797) (321,728)
49650 - Transfer in Parking Op (34,204) (44,265) (58,847) (64,662)
49670 - Transfer in Refuse Op (207,045) (306,868) (302,622) (332,524)
49950 - Transfer in DMASWA Gen (131,558) (153,433) (152,209) (167,250)
4N - Transfers Total (756,923) (1,191,446) (1,426,181) (1,546,634)
Grand Total $ (928,052) $ (1,318,546) $ (1,476,778) $ (1,624,388)
17 Page 383 of 635
6A - Salaries & Wages
100 - General
60100 - Salaries-Regular Full
Time $ 808,674 $ 809,021 $ 934,129 $ 1,093,541
60200 - Salaries - Regular Part
Time 110,103 116,770 125,438 —
60300 - Hourly Wages - Temp/
Seasonal 8,433 15,142 17,187 13,767
60400 - Overtime — 28 3,400 3,400
60630 - Special Pay Sick Lv
Payout Ret 6,555 6,710 6,307 6,312
60635 - Special Pay Sick Lv
Payout 50% 5,883 6,313 6,177 6,374
60640 - Special Pay - Vacation
Payout — 1,557 — —
60710 - Special Pay - Parental
Leave 6,458 — — —
60720 - Spec Pay - Meals No
Overnight 29 — — —
60730 - Spec Pay - Safety
Equipment — — — —
60760 - Spec Pay - Moving
Allowance 3,799 — — —
6A - Salaries & Wages Total 949,933 955,541 1,092,638 1,123,394
6B - Employee Benefits
100 - General
61100 - FICA - City Contribution 61,193 62,275 77,720 85,784
61300 - IPERS - City
Contribution 83,111 83,230 101,973 104,374
61510 - Health Insurance 113,314 117,174 114,096 114,096
61540 - Life Insurance 416 364 414 414
61600 - Workers'
Compensation 1,519 1,896 2,041 2,138
61700 - Unemployment
Compensation — — — —
61820 - Vehicle Allowance 8,457 9,187 9,496 9,637
61992 - Physicals — — — —
6B - Employee Benefits Total 268,009 274,126 305,740 316,443
Recommended Operating Expenditure Budget - Department Total
72 - CITY MANAGER'S OFFICE
Fund/Account/Account Title
FY23
Actual
Expense
FY24
Actual
Expense
FY25
Adopted
Budget
FY26
Recomm'd
Budget
18 Page 384 of 635
6C - Staff Development
100 - General
62100 - Association Dues 30,663 20,132 29,428 30,465
62200 - Subscriptions 726 1,930 1,262 1,344
62325 - Mileage 1,499 464 944 1,575
62400 - Meetings &
Conferences 56,119 60,765 67,727 65,477
62500 - Education
Reimbursement 31,046 149,913 89,935 83,364
6C - Staff Development Total 120,054 233,202 189,296 182,225
6D - Repair/Maint/Util
100 - General
63312 - Vehicle Ops - Gasoline 53 — 605 —
63400 - Equipment Maint/
Repair 1,227 1,493 642 1,524
63730 - Telecommunications 5,400 4,931 6,129 6,940
6D - Repair/Maint/Util Total 6,681 6,424 7,376 8,464
6E - Contractual Svcs
100 - General
64020 - Advertising 7,951 19 26 19
64081 - Insurance - Liability 7,059 6,971 9,666 8,300
64110 - Legal 33,853 510 — —
64115 - Special Events 12,675 29,583 12,500 12,500
64130 - Payments to Other
Agencies 161,854 35,790 41,250 10,000
64135 - Grants — 3,748 7,500 25,000
64140 - Printing 3,382 1,743 3,383 5,139
64145 - Copying 3,980 3,250 3,980 3,251
64160 - Rental - Land/Bldgs/
Parking 2,310 2,520 2,535 2,520
64190 - Technology Services 3,553 2,569 2,147 1,830
64191 - IT Recharges 13,267 15,024 16,006 15,912
64860 - Speakers 36,776 72,458 40,000 75,000
64900 - Other Professional
Service 114,051 180,265 241,104 185,494
64980 - Technology Equip
Maint Cont — — — —
Recommended Operating Expenditure Budget - Department Total
72 - CITY MANAGER'S OFFICE
Fund/Account/Account Title
FY23
Actual
Expense
FY24
Actual
Expense
FY25
Adopted
Budget
FY26
Recomm'd
Budget
19 Page 385 of 635
64990 - Other Contractual
Service — — — 40,000
6E - Contractual Svcs Total 400,712 354,450 380,097 384,965
6F - Commodities
100 - General
65025 - Program Materials 296 4,849 988 2,000
65030 - Merchandise for
Resale — — — —
65045 - Technology Equipment 7,712 6,789 2,150 1,600
65060 - Office Supplies 1,711 3,014 1,777 3,014
65070 - Operating Supplies 144 144 144 144
65080 - Postage/Shipping 2,639 1,680 2,771 1,765
65100 - Safety Supplies — — — —
65925 - Uniform Purchase — — — —
65930 - Flags — — — —
65935 - Employee Recognition 17,017 23,717 17,000 23,717
65940 - Gift Cards 843 — — —
6F - Commodities Total 30,362 40,194 24,830 32,240
6G - Capital Outlay
100 - General
67210 - Furniture/Fixtures 2,499 1,533 325 200
67250 - Office Equipment — — — —
67270 - Other Capital
Equipment — — — —
6G - Capital Outlay Total 2,499 1,533 325 200
Grand Total $ 1,778,249 $ 1,865,471 $ 2,000,302 $ 2,047,931
Recommended Operating Expenditure Budget - Department Total
72 - CITY MANAGER'S OFFICE
Fund/Account/Account Title
FY23
Actual
Expense
FY24
Actual
Expense
FY25
Adopted
Budget
FY26
Recomm'd
Budget
20 Page 386 of 635
Recommended Expenditure Budget Report by Activity & Funding Source
72 - CITY MANAGER'S OFFICE
Fund/Activity
FY24
Actual
Expense
FY25
Adopted
Budget
FY26
Recomm'd
Budget
7201 - Administration
100 - General
6A - Salaries & Wages $ 827,531 $ 920,199 $ 946,144
6B - Employee Benefits 225,727 249,018 259,030
6C - Staff Development 216,398 161,020 153,345
6D - Repair/Maint/Util 4,748 5,737 6,383
6E - Contractual Svcs 180,703 273,661 257,273
6F - Commodities 35,223 23,760 30,161
6G - Capital Outlay 1,533 325 200
7201 - Administration Total 1,491,863 1,633,720 1,652,536
7202 - Sustainability
100 - General
6A - Salaries & Wages 128,010 172,439 177,250
6B - Employee Benefits 48,400 56,722 57,413
6C - Staff Development 16,804 27,926 27,925
6D - Repair/Maint/Util 1,676 1,034 2,081
6E - Contractual Svcs 173,747 96,436 117,692
6F - Commodities 4,953 582 579
6G - Capital Outlay — — —
7202 - Sustainability Total 373,589 355,139 382,940
7203 - GreenCorps
100 - General
6C - Staff Development — 350 955
6D - Repair/Maint/Util — 605 —
6E - Contractual Svcs — 10,000 10,000
6F - Commodities 19 488 1,500
7203 - GreenCorps Total 19 11,443 12,455
7299 - Pcard Clearing
100 - General
6F - Commodities — — —
7299 - Pcard Clearing Total — — —
Grand Total $ 1,865,471 $ 2,000,302 $ 2,047,931
21 Page 387 of 635
C I T Y O F D U B U Q U E , I O W A
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
72 CITY MANAGER'S OFFICE
FY 2026
FD JC WP-GR JOB CLASS FTE BUDGET
60100 Full Time Employee Expense
100 1075 CONT CITY MANAGER 1.00 $ 333,743
100 1115 GE-23 ASSISTANT CITY MANAGER 1.00 187,997
100 1105 GE-21
DIR. OF STRATEGIC
PARTNERSHIPS 1.00 126,754
100 1015 GE-15 DIR OF SUSTAINABILITY 1.00 93,802
100 5605 GE-10
MANAGEMENT GRANT
ANALYST 1.00 66,660
100 5605 GE-10 GRANT ANALYST — —
100 1005 GE-12
CLIMATE ACTION
COORDINATOR 1.00 69,681
100 5215 GE-09 MANAGEMENT INTERN — —
100 5285 GE-13 EXECUTIVE ASSISTANT 1.00 89,573
100 GE-07 ADMIN SUPPORT PROF 2.00 116,783
TOTAL FULL TIME EMPLOYEES 9.00 1,084,993
60200 Part Time Employee Expense
100 1105 GE-21
DIR. OF STRATEGIC
PARTNERSHIPS — —
100 5205 GE-02
SUSTAINABLE DUBUQUE
INTERN 0.42 13,767
TOTAL PART TIME EMPLOYEES 0.42 13,767
60300 Seasonal Employee Expense
100 5365 GE-02 OFFICE SPECIALIST 0.25 8,548
TOTAL SEASONAL EMPLOYEES 0.25 8,548
TOTAL CITY MANAGER'S OFFICE 9.67 $ 1,107,308
22 Page 388 of 635
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2026
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET
Management-General Fund
7201 60100 100 1075 CONT CITY MANAGER 1.00 $ 333,743
7201 60100 100 1115 GE-23
ASSISTANT CITY
MANAGER 1.00 187,997
7201 60100 100 5605 GE-10 GRANT ANALYST — —
7201 60100 100 5215 GE-09
MANAGEMENT
INTERN — —
7201 60100 100 5165 GE-07
ADMIN SUPPORT
PROF 2.00 116,783
7201 60100 100 5285 GE-13
EXECUTIVE
ASSISTANT 1.00 89,573
Total 7.00 921,510
Sustainable Community - General Fund
7202 60100 100 1015 GE-15
DIR OF
SUSTAINABILITY 1.00 93,802
7202 60100 100 1005 GE-12
CLIMATE ACTION
COORDINATOR 1.00 69,681
Total 2.00 163,483
Sustainable Community - PT General Fund
7202 60200 100 5205 GE-02
SUSTAINABLE
DUBUQUE INTERN 0.42 13,767
Total 0.42 13,767
City Manager - PT General Fund
7201 60200 100 1105 GE-21
DIR. OF
STRATEGIC
PARTNERSHIPS — —
Total — —
City Manager - Seasonal General Fund
7201 60300 100 5365 GE-02
OFFICE
SPECIALIST 0.25 8,548
Total 0.25 8,548
TOTAL CITY MANAGER'S OFFICE 8.67 $ 1,010,601
23 Page 389 of 635
Capital Improvement Projects by Department/Division
CITY MANAGER'S OFFICE
Project
Number Capital Improvement Project Title Department Fund Account
FY26
Recomm'd
Budget
7261000002 Green House Gas & Climate
City
Managers
Office 304 64900 50,000
CITY MANAGER'S OFFICE TOTAL 50,000
PRGRM/
DEPT PROJECT DESCRIPTION FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 TOTAL PAGE
CITY MANAGER'S OFFICE
General Government
Community Green House Gas
Inventory and Climate Action
Planning $ 50,000 $ — $ — $ 50,000 $ — $ 100,000 281
TOTAL $ 50,000 $ — $ — $ 50,000 $ — $ 100,000
24 Page 390 of 635
CITY MANAGER’S
OFFICE
FISCAL YEAR 2026
BUDGET PRESENTATION
Page 391 of 635
VISION STATEMENT
Dubuque 2036
“Dubuque 2036 is a sustainable and resilient city and an inclusive
and equitable community where ALL are welcome. Dubuque 2036
has preserved our Masterpiece on the Mississippi, has a strong,
diverse economy and expanding connectivity. Our residents
experience healthy living and active lifestyles; have choices of
quality, livable neighborhoods; have an abundance of fun things to
do; and are engaged in the community.”
CITY MANAGER’S OFFICE MISSION
The City Manager’s Office plans, organizes and manages all
activities of the City organization so as to provide leadership so that
all City Council priorities, policies and programs are successfully
implemented and effectively managed.
Page 392 of 635
CREATING AN
EQUITABLE
COMMUNITY
OF CHOICE
Page 393 of 635
Farewells + New Faces
Page 394 of 635
City Manager
Mike Van Milligen
City Manager’s Office (10.42 Full-Time Equivalents)
Director of
Strategic
Partnerships
(part-time)
vacant
Assistant
City Manager
Cori Burbach
Grant
Analyst
Justin
Thiltgen
Administrative
Assistant
Mia Burbach
Administrative
Assistant
Anne
Schreyer
Director of
Sustainability
Gina Bell
Executive
Assistant
Stephanie
Valentine
Sustainable
Dubuque
Intern
(part-time)
vacant
Office
Specialist
(part-time)
Vickie Owens
ICMA
Fellow
vacant
Climate
Action
Coordinator
Michelle Kim
Page 395 of 635
City Manager
Mike Van Milligen
City Manager’s Office - recommended (9.67 FTEs)
Director of
Strategic
Partnerships
vacant
Assistant
City Manager
Cori Burbach
Gran/Mgt
Analyst
Justin
Thiltgen
Administrative
Assistant
Mia Burbach
Administrative
Assistant
Anne
Schreyer
Director of
Sustainability
Gina Bell
Executive
Assistant
Stephanie
Valentine
Sustainable
Dubuque
Intern
(part-time)
vacant
Office
Specialist
(part-time)
Vickie Owens
Climate
Action
Coordinator
Michelle Kim
(Eliminate ICMA Fellow)
Page 396 of 635
HIGHLIGHTS: ADMINISTRATION
Organizational Culture Transformation
•Vidl Solutions
•Expansion to Leadership Team, organization
•Aligning language, structures and evaluation
•Department Manager Annual Appraisals +
360 evaluations
•Core Team Progress
•Employee Resource
Groups
•Mentoring & Job
Shadow Programs
HIGHLIGHTS: ADMINISTRATIVE
Page 397 of 635
HIGHLIGHTS: ADMINISTRATION
Organizational Culture Transformation:
Employee Feedback Loops
•Annual Employee Survey
•Bi-Annual Employee Wellness
•Annual Employee Recognition Event
•City Manager’s HuddleUp Hour
•Restructuring of weekly department
manager meetings
•Weekly employee webinar
•Bi-weekly HR updates in SPIRIT
Times
HIGHLIGHTS: ADMINISTRATIVE
Page 398 of 635
HIGHLIGHTS: ADMINISTRATION
•Comp & Class Study, Implementation
HIGHLIGHTS: ADMINISTRATIVE
Page 399 of 635
HIGHLIGHTS: ADMINISTRATION
•Launch new Citizen Response Management
software: Report2DBQ
•Data Governance Committee
•Professional Development:
•New Employee Orientation
•New Supervisor Orientation
•High Performing Government
trainings
HIGHLIGHTS: ADMINISTRATIVE
Page 400 of 635
PUBLIC SAFETY & CITY MANAGMENT
•Cross-department coordination to achieve
public safety priorities
•Emergency Preparedness planning + staff
training
Page 401 of 635
HIGHLIGHTS: STRATEGIC PARTNERSHIPS
Key Federal Grant Awards (FY25):
•US Forest Service: Branching Out Dubuque
•USDOT – SMART, RAISE, CFI Grants: Advancing innovation, infrastructure, and safety
•DOJ – COPS LEMHWA: Mental health support for law enforcement
•NEA – Our Town Grant: Culture & planning with DuMA & OSPNS
•IDNR & NPS – Comiskey Park Phase II: Equity-based placemaking
•DMATS – TAP Grant: Safe, connected transportation options
Our Strategic Model:
•22 grants secured in 24 months totaling $128M
•BUILT & HUMAN Infrastructure Teams coordinate planning & implementation
•28 Topic Teams respond nimbly to emerging funding
•City of Dubuque recognized nationally for collaborative leadership
•Strategy aligned to FY26 federal shifts and departmental compliance changes
Page 402 of 635
HIGHLIGHTS: PARTNERSHIPS & INTERGOVERNMENTAL AFFAIRS
Our Successful Approach Remains Distinctly Dubuque — People, Planning, & Partnerships
Federal & Congressional Engagement:
•Interagency Work: DOT, DOE, EPA, FRA, HUD, USDA,White House IGA
•Continued Advocacy with Rep. Hinson, Senators Grassley & Ernst
•Hosting Annual Congressional Staff Visit & Showcasing Community Projects
•May 2025 DC Fly-In: Advancement of Key City Priorities
•Development of Annual Legislative Priorities with City Staff & Leadership
Strategic Navigation:
•Adapting to new Administration priorities and departmental guidance
•Managing risks of project delays, cost shifts, or rescissions
•Partnering with Sustainable Strategies DC for grant writing, intelligence and
competitive positioning for federal funds.
Page 403 of 635
HIGHLIGHTS: ADVOCACY & SUPPORT FOR LOCAL INITIATIVES
Achievement or Advancement of City Council Priorities – 2020-2026 + ONWARD...
2024 – 2026 Top Priorities:
•Air Service Future Strategy and Action Plan: Major Airline Hub Connections (2022-2026)
•Construction of 14th Street Railroad Overpass and 16th Street Corridor Complete Streets Improvements: RAISE
Grant and Matching Funds
•Police Department Staffing and Hiring
2024 – 2026 High Priorities:
•Catfish Creek Sanitary Sewer Project: Old Mill Road Lift Station Project
2022-2024 Top Priorities:
•Chaplain Schmitt Island Master Plan implementation (2020-2024)
•City workforce retention and attraction
•Climate Action Plan implementation
•Street program -- direction and funding (2020-2024)
2020 – 2022 Top Priorities:
•Affordable Housing Creation: Direction and City Actions
•Dream Center Facilities and Programs: Additional Funding
•Equitable Poverty Prevention Plan Implementation: Outcomes, Report with Options, City Role, Direction, &Actions
•Fountain of Youth: Additional Funding
2020 – 2022 Management Agenda Top Priorities:
•Bee Branch Creek Project: Next Steps
•Dubuque Riverfront Master Plan
FY26 Advocacy Priorities:
✓Air Service Development (Small Community Program)
✓Infrastructure Resilience (RAISE, PROTECT, SWIFR)
✓Strategic readiness for funding programs and shovel-ready status
Page 404 of 635
HIGHLIGHTS: PENDING OPPORTUNITIES & LESSONS LEARNED
Pending Federal Grants & Status:
Awards we are currently in the process of contracting:
1. Dept. of Transportation (DOT) –Rebuilding American Infrastructure with Sustainability and Equity
(RAISE)Capital Grant
2. Dept. of Transportation (DOT) – Charging & Fueling Infrastructure (CFI) Grant
3. Iowa Department of Natural Resources (IDNR) & National Park Service (NPS) - Comiskey Park | Phase II Grant
4. Dept. of Energy (DOE) –Smart Manufacturing and Recycling Tactics for States (SMART) Grant
5. Dept. of Justice (DOJ) – Community Oriented Policing Services (COPS):Law Enforcement Mental Health
&Wellness Act (LEMHWA) Grant
Submitted applications we are awaiting an award on currently:
6. Dept. of Transportation (DOT) – Low-No Emission Bus Grant (Mini-Buses)
7. Environmental Protection Agency (EPA) – Brownfields Assessment Grant
8. Environmental Protection Agency (EPA) – Solid Waste Infrastructure for Recycling (SWIFR)
9. Community Project Funds (CPF) - High Strength Waste Receiving and Storage
Lessons & Response:
✓Need for shovel-ready projects with matching funds
✓Coordination among BUILT & HUMAN Topic Teams vital
✓Federal policy shifts (e.g., DOT) require agility & partnership
✓Proactive engagement enhances competitiveness & resilience
Page 405 of 635
FUTURE
INITIATIVES •Organizational Culture Transition
•Vidl training for all staff
•Department manager executive coaching,
annual appraisals + 360 evaluations
•New supervisor orientation + dept manager
onboarding
•State & Federal legislative flexibility + response
Page 406 of 635
City Manager’s Office
FY 2026 REQUESTED OPERATING BUDGET SUMMARY
$512,162 $6.76
Net Operating
Property Tax
Support
Average homeowner’s*
property tax cost for the City
Manager’s Office
(*Avg. home value of $196,508)
Page 407 of 635
FY 2026
RECOMMENDED
IMPROVEMENT
REQUESTS
ADMINISTRATION
CMO Restructure:
a)Director of Strategic Partnership +.25 FTE
b)Elimination of ICMA Fellow -1.0 FTE
c)$15,171 savings from CMO Education &
Conferences line items
Net Property Tax Cost | $0
Page 408 of 635
FY 2026
RECOMMENDED
IMPROVEMENT
REQUESTS
OFFICE OF SUSTAINABILITY
Climate Action Coordinator
Non-Recurring Cost | $95,059
Non-Recurring Revenue (admin grant vacancy)| $95,059
Net Cost | $0
Page 409 of 635
Project FY 26
Project Cost Total Cost
Community GHG Inventory & Climate
Action Planning $50,000 $100,000
FY 2026 CAPITAL IMPROVEMENT PROJECTS
City Manager’s Office
Page 410 of 635
PERFORMANCE MEASURES
City Manager’s Office
Goal: Financially Responsible, High-Performance City Organization
$10.06 $10.25 $10.53 $11.80
$15.63 $15.65 $16.61 $16.66 $17.56 $17.66 $17.69
$22.07
Dubuque
(FY26)
Ames
(FY26)
Ankeny
(FY25)*
West Des
Moines
(FY25)*
Iowa City
(FY26)
AVERAGE
w/o
Dubuque
Davenport
(FY26)
Cedar
Rapids
(FY26)
Des
Moines
(FY26)*
Sioux City
(FY26)
Council
Bluffs
(FY26)
Waterloo
(FY25)
Page 411 of 635
PERFORMANCE MEASURES
City Manager’s Office
Outcome: Maintain an efficient citizen response rate
Page 412 of 635
PERFORMANCE MEASURES
City Manager’s Office
Outcome: Hire & retain a highly-skilled City workforce reflective of the
Dubuque community.
Page 413 of 635
SUSTAINABILITY
OFFICE
FISCAL YEAR 2026
BUDGET PRESENTATION
Page 414 of 635
PUBLIC SAFETY & SUSTAINABILITY
Sustainability touches nearly every
aspect of our daily lives, many of which
we often take for granted:
•The air we breathe
•The food we eat
•The water we drink
•The clothes we wear,
•The homes we live in
•Our physical health
•Modes of transportation
•Land use & biodiversity
•How we handle waste
Page 415 of 635
FISCAL YEAR 2025
HIGHLIGHTS
•50% by 2030 Plan
Implementation & Funding
•Youth Climate Action
•Branching Out Dubuque
•Energy Star tracking
Page 416 of 635
FISCAL YEAR 2025 HIGHLIGHTS
Page 417 of 635
Site energy is the amount of heat and electricity consumed
by a building as reflected in your utility bills.
Energy Use Intensity (EUI) is
expressed as energy per square foot
per year.
EUI = Total energy consumed by the
building (kBtu)/total gross floor area
of the building (Sq feet)
Source energy represents the
total amount of raw fuel that is
required to operate the
building. It incorporates
all transmission, delivery, and
production losses.
City Hall
Page 418 of 635
Page 419 of 635
FUTURE
INITIATIVES
•Climate Action Plan Implementation
•Youth Climate Action
•Internal Green Team
•Continued community engagement + outreach
Page 420 of 635
Office of Sustainability
50% by 2030 Climate Action Plan
Resilient Community Advisory
Commission
Sustainable Dubuque Grants
181 grants given to date
$287,766 invested since 2013
Green Iowa AmeriCorps
Growing Sustainable Communities
Conference
Page 421 of 635
50% by 2030 Climate Action Plan
•Community Engagement
•Energy efficiency in housing
•Alignment with work of other
departments
Page 422 of 635
PERFORMANCE MEASURES
Sustainability Office
302
181
Sustainable Dubuque Grants
Grant Applications Received to date Grants Awarded to date
Page 423 of 635
PERFORMANCE MEASURES
Sustainability Office
Page 424 of 635
PERFORMANCE MEASURES
Sustainability Office
Page 425 of 635
THANK YOU
www.cityofdubuque.org/CityManager
Page 426 of 635
City Council, City of Dubuque
50 W. 13th Street
Dubuque, IA 52001
March 20, 2025
Subject: Recommend Permanent Climate Action Coordinator Position
Members of the City Council,
The Resilient Community Advisory Commission (RCAC) recommends the City Council make
the Climate Action Coordinator a permanent position beginning in Fiscal Year 2026.
In 2020, the City Council approved the Climate Action Plan, and the following year funded a 3-
year Climate Action Coordinator position to assist in the implementation of that plan. Due to
transition within the position, the allotted funds will expire within the next budget cycle.
Our city’s efforts to prepare for, adapt to, and mitigate the effects of changing climate and
weather patterns will remain an ongoing challenge as the consequences of global climate change
continue to unfold. The Climate Action Coordinator position has been an important asset in
facilitating the city’s response. The individuals in this position have overseen the city’s greenhouse
gas inventory and managed millions in federal grants. Beyond this, they have worked across city
offices, participated in community events, offered educational opportunities, facilitated applications
for grant funding, and much else.
Because the RCAC has worked productivity with both individuals who have held this position
and because we believe in the importance of the work they are doing, we strongly encourage the City
Council to make the Climate Action Coordinator a permanent position.
Sincerely,
Jacob Kohlhaas; Chair
Resilient Community Advisory Commission
Page 427 of 635
City Council, City of Dubuque
50 W. 13th Street
Dubuque, IA 52001
March 20, 2025
Subject: Encourage Commitment to Specific GHG Reductions
Members of the City Council,
The Resilient Community Advisory Commission (RCAC) recommends the City Council identify
specific commitments to Greenhouse Gas (GHG) Reductions.
In 2020, the City Council approved the Climate Action Plan which set a goal of 50%
greenhouse gas reduction by 2030 compared to 2003 levels. The recent greenhouse gas inventory
shows that Dubuque is on track to meet this goal. However, the driving force behind this reduction
has been Aliant Energy’s commitment to cleaner production. Consumer adaptation of electric
vehicles is predicted as possibly playing a larger role in these reductions in coming years. While
encouraging, both factors are external to city policy. Any similarly situated city would experience
similar levels of reductions regardless of stated commitments to advancing sustainable practices.
The “business as usual model” has an encouraging track record but does not adequately
represent the City of Dubuque’s commitment to being a leader in this area. At the halfway point of
this goal, the RCAC encourages the council to clarify specific, meaningful commitments to strengthen
the city’s position as a leader in sustainability. The RCAC is happy to support and work with the
council in advancing any such strategies for GHG reduction, including following up with stakeholders
and ensuring that documented progress is accessible to the public.
Sincerely,
Jacob Kohlhaas; Chair
Resilient Community Advisory Commission
Page 428 of 635