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Leader's Guide
LEADER'S GUIDE 2025 WORKING DOCUMENT Mayor and City Council Dubuque All -America City NATIONAL CIVIC LAC JE 1 I 2007*2012*2013 2017*2019 Dubuque, Iowa August 2025 Lyle Sumek Associates, Inc. Phone: (386) 246-6250 (011 411 N New River Drive, E502 E-mail: sumekassoc@gmail.com Fort Lauderdale, Florida 33301 Table of Contents Section 1 City as a Team — Shared Leadership a Key to Success Section 2 Strategic Planning Model for Dubuque Section 3 Strategic Planning 2024/Action Agenda 2024 — 2025 Section 4 Performance Report 2024 — 2025: Creating a Better Dubuque Community, Adding Value to the Lives of Our Residents and Striving for Excellence Section 5 Looking to Dubuque's Future Section 6 Critical Issues for Strategic Discussion Section 7 Dubuque Vision for Our Future Section 8 Dubuque City Government- Our Mission Section 9 Plan 2025 — 2030 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 2025: Lyle Sumek Associates, Inc. Project 250601 SECTION 1 CITY AS A TEAM SHARED LEADERSHIP - A KEY TO SUCCESS Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 GOVERNANCE VS. POLITICS: A SIMPLE VIEW Governance is serving the community; Politics is getting elected or re-elected. Governance is being guided by vision, goals and value to the community; Politics is being guided by ideology, a cause or philosophical principle. Governance is shaping the community's future for the long term; Politics is responding to the moment and current "crisis". Governance is taking responsibility; Politics is making promises. Governance is exercising an ability to influence others; Politics is the use of power. Governance is finding pragmatic solutions to problems through collaboration; Politics is starting with solutions in mind. Governance is being data driven; Politics is playing to people's emotions. Governance is negotiating by trading off to find a workable compromise; Politics is demanding and advocacy to win. Governance is educating and mobilizing support; Politics is rallying supporters and creating zealots. Governance is creating community benefits and value; Politics is taking personal credit and receiving personal recognition. TODAY'S CRISIS: Politics dominating Governance Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 Council — Manager Form of City Government BASIC PREMISES * Power in the Council: Board of Directors * Professional Management and Service Delivery * City Manager as the Chief Executive Officer * Focus on Community as a Whole * Council Responsible for Policy * Minimize Personal Political Influence * Citizens Involved in Governance * Nonpartisan * Competency and Merit Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 3 Council — Manager Model Working Model Needs/Desires Mayor/City Council GOVERNANCE Information Boards/Task Forces 66WHAT" Expectation ~ Advocacy Feedback City Manager Department Managers MANAGEMENT Division Heads "HOW" Supervisor Employees SERVICE Results Volunteers "ACTIONS" Impact Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 4 The City GOVERNANCE means... • Listening to the citizens • Anticipating and focusing issues • Determining vision and values • Decision making on direction and resources • Setting the "tone" for the city • Monitoring staff performance • Educating the citizenry • Mobilizing support in the community MANAGEMENT means ... • Analyzing issues • Developing professional recommendation • Decision making on programs and resources • Setting the "tone" for the organization • Developing programs and systems • Determine implementation plans and strategies • Educating and developing employees • Evaluating and adjusting performance SERVICE DELIVERY means ... • Developing operational plans and tactics • Organizing the work unit • Implementing decisions and programs • Responding to citizen problems • Maintaining equipment and facilities • Providing quality services and products • Developing work unit and employees • Evaluating services and citizen impact Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 5 Board of Directors Responsibilities OVERVIEW 11 1. Determine Your Core Businesses 2. Define Goals for 5 Years 3. Develop Strategies 4. Establish Annual Agenda — "To Do" List 5. Make Policy Decisions 6. Listen to Community — the Stakeholders 7. Be an Advocate 8. Delegate to City Staff 9. Monitor Performance and Results 10. Set the "Corporate" Tone 11. Hire/Fire Chief Executive Officer Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 6 Effective Teams Model Effective TEAMS Are: "Unifying Purpose and Goals" • Goals — Outcomes Goals • Work Programs — Game Plan • Strategy — Action Steps "Individual Contribution" • Valuing Individuality Roles • Responsibilities Defined • Practicing Teamwork "Produce Results through Actions" • Analyze Decide Ex e c u t e • Act o Impact • Evaluate P, Adjust "Willingness to Work Together" • Respect for Each Other Attitude • Cooperation and Openness • Celebrating Success: Momentum "Commitments Becomes Reality" • Learning from Setbacks Trust • Guidelines • Support Each Other Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 7 Winning Teams LOSER Conflict Turmoil No Hope for Future Internal Fighting Personal SUSTAINING WINNER Achieve a Goal Claim Success A Leader Game Plan Guided by Achievement COMPETITIVE Okay Short Term Compete, but Do Not Win CHAMPION Refocus Direction and Goals Share Successes Many Leaders Strategy Guided by Outcomes Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 8 Winners Versus True Champions Comparison Winners Champions Keep the Focus Refine Goals Share Responsibility as Leaders Look For and Develop Leaders Use a Game Plan Prepare for New Challenges Build Teams Develop Teams Listen to Citizens Reach Out to Citizens Have Agendas Take on a New Project Celebrate Successes Market Success Today many cities can be characterized as "Winners." Few cities can be characterized as "True Champions." This true model provides insights distinguishing "Winners" from "Champions" and laying a foundation for championship action. The message to Mayors and Council is to look at: Are we a winning team? What do we need to do to become a champion team? The responsibility is yours as city leaders. Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 12 Points of an Effective Mayor and City Council 1. Focus on and Use Vision, Goals and Priority • Define the city's preferred future • Establish outcome -based goals • Think about value to the community • Use to allocate resources, to develop plans and policies, to invest in the future 2. Make Timely and Courageous Decisions • Use vision, goals and priorities to use decisions • Seek and use input from community and city staff • Evaluate options through committees and work sessions • Decide on what is "best for the city" 3 Provide Clear Direction and Expectations • Obtain clear closure • Define outcomes, measures of success and time frames • Delegate assignments to Boards and Councils, and to city staff • Make sure to summarize and test closure to make sure that everyone has the same understanding 4. Negotiate • Know your own bottom line • Look for common ground and areas of agreement first • Use work session and committees to negotiate • Win with grace, lose with grace 5. Treat Others with Respect • Be courteous, polite and trustworthy — avoid personal attacks • Deliver on your commitments • Act within your defined roles • Value the contributions of others 6. Have Open Communications • Communicate using direct, open messages • Keep everyone informed and avoid surprises or hidden agendas • Listen and understand before judging • Use simple and focused messages that people can remember Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 10 7. Monitor Performance • Obtain regular progress updates/status reports • Meet quarterly to review and refine direction • Evaluate the outcome and actions, and make modifications • Take responsibility for the actions and be accountable for the results. 8. Have a Community Presence • Be accessible to the citizens and community • Go into the community beyond your political supporters • Take time to develop effective working relationships with community partners • Be a positive advocate for the city 9. Act as a Board of Directors • Know your community — view it as the "market place" • Focus on providing policy direction • Delegate clear responsibility to the City Manager as the C.E.O. • Avoid micromanaging and the daily operations 10. Think Strategically • Institutionalize the goal setting process • Identify key partners who can bring resources to the table • Define alternative routes and steps to destination — the vision • Keep the "big" picture in mind 11. Align the City Organization • Appoint individuals to Boards and Councils who share your passion for the city and the vision for the future • Define the core values to guide "how the city should operate and be managed" • Employ the "right" City Manager for your city • Hold other accountable for their behaviors, actions and the results 12. Share Success and Celebrate • Communicate "Our City Success" in terms that the average citizen will understand • Use celebrations that create a positive memory — value that the city has added to people's lives • Recognize others who have contributed to the city's success • Remember people want to be associated with "winners" Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 11 Community -Based City Government CITIZENS Neighborhoods Community Organizations Task Forces Boards City Council r City Manager Department Directors Department Managers Supervisors EMPLOYEES Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 12 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, 2025 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. Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 13 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 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 Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 14 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 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 FEESAO 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. Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 15 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, council 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. 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 council. 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. Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 16 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) 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 Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 17 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 2025: Lyle Sumek Associates, Inc. Project 250601 18 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 • 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 Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 19 • 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 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 Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 20 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 • 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 Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 21 • 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 • 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 Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 22 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 • 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 Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 23 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 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 Copyright 2025: Lyle Sumek Associates, Inc. Project 250601 24 • 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 2025: Lyle Sumek Associates, Inc. Project 250601 25 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 2025: Lyle Sumek Associates, Inc. Project 250601 26 SECTION 2 STRATEGIC PLANNING MODEL FOR DUBUQUE Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 STRATEGIC PLANNING MODEL Value -based principles that describe the preferred VISION Destination future in 15 years "You Have Arrived" Strategic goals that focus outcome -based objectives PLAN Map and potential actions for "The Right Route" 5 years Focus for one year — a work program: policy agenda for Mayor and City Council Itinerary Annual Action Plan, EXECUTION "The Right Direction" management agenda for staff; major projects Principles that define the responsibility of City government and frame the MISSION Vehicle " primary services — core The Right Bus" service businesses Personal values that define performance standards and CORE BELIEFS Fuel expectations for employees "The Right People" Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 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 v 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 4 Personal Livability Sustainable Community Environmental Stewardship Community Building Economic Opportunity Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 SECTION 3 DUBUQUE STRATEGIC PLAN AND ACTION AGENDA 2025 - 2027 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa Table of Contents Strategic Planning for the City of Dubuque 3 Dubuque Vision 2039 5 Dubuque: Creating an Equitable Community (and Organization) of Choice — Five Pillars 12 Dubuque City Government: Our Mission 14 City of Dubuque Plan 2024 — 2029 21 City of Dubuque Action Agenda 2024 — 2026 53 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 © 2024: Lyle Sumek Associates, Inc. Project 240801 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa STRATEGIC PLANNING FOR THE CITY OF DUBUQUE Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa Strategic Planning Model for the City of Dubuque 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 VISION Destination "You Have Arrived" Map PLAN "The Right Route" Itinerary EXECUTION "The Right Direction" Vehicle MISSION "The Right Bus" CORE BELIEFS "The RFuel ight People" Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 4 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa DUBUQUE VISION 2039 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa Dubuque Vision 2039 DUBUQUE 2039 is a SUSTAINABLE AND RESILIENT CITY (A), an INCLUSIVE AND EQUITABLE COMMUNITY (B) where ALL are welcome. DUBUQUE 2039 has preserved our MASTERPIECE ON THE MISSISSIPPI (c), has a STRONG DIVERSE ECONOMY (D) and EXPANDING CONNECTIVITY(E). DUBUQUE 2039 — Our residents EXPERIENCE HEAL THY LIVING AND ACTIVE LIFE STYLE (F), have choice of QUALITYAFFORDABLE LIVABLE NEIGHBORHOODS (G>, have an ABUNDANCE OF DIVERSE FUN THINGS TO DO (H) and are SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY M. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 6 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa Dubuque Vision 2039 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 © 2024: Lyle Sumek Associates, Inc. Project 240801 Strategic Plan 2024 — 2029 — 2039/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 © 2024: Lyle Sumek Associates, Inc. Project 240801 Strategic Plan 2024 — 2029 — 2039/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 © 2024: Lyle Sumek Associates, Inc. Project 240801 9 Strategic Plan 2024 — 2029 — 2039/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 © 2024: Lyle Sumek Associates, Inc. Project 240801 10 Strategic Plan 2024 — 2029 — 2039/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 © 2024: Lyle Sumek Associates, Inc. Project 240801 11 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa DUBUQUE* CREATING AN EQUITABLE COMMUNITY (and ORGANIZATION) OF CHOICE A High -Performance Organization (and Community) with Engaged Employees and Residents that is Data -Driven and Outcome -Focused Built on Five Pillars of: Resiliency Sustainability Equity Transparency Compassion Through Partnerships, Planning and People Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 12 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa FIVE PILLARS EQUITY: a condition which deliberately creates choices and opportunities for all people to fulfill their basic needs, advance wellbeing and achieve their full potential SUSTAINABILITY: a community's ability to meet the environmental, economic, and social equity needs of today without reducing the ability of future generations to meet their needs RESILIENCY: the ability of individuals and systems to prevent, prepare for and recover from adverse vulnerabilities while adapting to long-term changes TRANSPARENCY: open, honest, accountable and accessible government COMPASSION: consciousness of and empathy for other's distress together with a desire to help Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 13 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa DUBUQUE CITY GOVERNMENT0 : MISSION Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 14 Strategic Plan 2024 — 2029 — 2039/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 VAL UE FOR THEIR TAX DOLLARS (C) a n d A CHIE VING GOALS THR O UGH PAR TNERSHIPS (D) DUBUQUE CITY GOVERNMENT'S MISSION is to deliver EXCELLENT MUNICIPAL SER VICES (E) that SUPPORT URBAN LI VING (F), that CONTRIBUTE TO ANEQUITABLE, SUSTAINABLE CITY (G), PLAN FOR THE COMMUNITY'S FUTURE (H) and FA CILITA TE A CCESS TO CRITICAL HUMAN SER VICES (I). Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 15 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa Dubuque CityGovernment Our Mission Principles PRINCIPLE A PRINCIPLE B 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. 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 © 2024: Lyle Sumek Associates, Inc. Project 240801 16 Strategic Plan 2024 — 2029 — 2039/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 © 2024: Lyle Sumek Associates, Inc. Project 240801 17 Strategic Plan 2024 — 2029 — 2039/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 © 2024: Lyle Sumek Associates, Inc. Project 240801 18 Strategic Plan 2024 — 2029 — 2039/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 © 2024: Lyle Sumek Associates, Inc. Project 240801 19 Strategic Plan 2024 — 2029 — 2039/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 © 2024: Lyle Sumek Associates, Inc. Project 240801 20 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa CITY OF DUBUQUE PLAN 2024 - 2029 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 21 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa 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 22 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa Goal 1 Vibrant Community: Healthy and Safe OUTCOMES 1. Be inclusive and equitable community in which all feel welcome, included and belonging 2. Have Police Department, Fire Department and Dispatch at full budget authorized staffing with diverse workforces 3. Provide high -quality emergency services that are accredited 4 and uses best practices 4. Leverage technology to create a safe community including cybersecurity 5. Have a walkable and bikeable community that supports a healthy life style Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 23 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Recruitment and retention of Police, Fire and Dispatchers 2. Addressing issues and concerns regarding unhoused populations, including living in the lobby of City facilities 3. Federal government and State of Iowa politics and polarization 4. Aging City Public Safety facilities needing significant maintenance and major repairs 5. Police facility inadequate for current and future staffing in a County -owned facility 6. Addressing difficult and irresponsible property and building owners who are unwilling or unable to improve their properties or buildings 7. Changing state laws and regulations impacting community safety restrictions 8. Addressing community health needs and defining the City's role LONG-TERM CHALLENGES AND OPPORTUNITIES 1. New public safety workforce that their expectations: work, overtime, time -off, etc. 2. Juvenile violent crime and gun -related crime remain a concern for Dubuque 3. Antiquated Civil Service hiring processes and Academy rules that are the impediments to timely hiring 4. Defining City's role in addressing brain health challenges 5. Lack of civility — people have forgotten how to relate to each other 6. Having and funding a Fire Vehicle, Equipment and Facilities Replacement Plan 7. Transitioning dispatch/communications to Dubuque County 8. Staffing Cooling and Warming Centers for weekends, holidays and overnight and the need for daytime and overnight shelters 9. Chronic nuisance violations for those with brain health issues 10. 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.) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 24 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa ACTIONS 2024 — 2026 1. Police Department Staffing and Hiring: Top Priority Assessment Best Practices, Report with Options, Direction, Advocacy and Funding 2. Comprehensive Study of Fire Stations High Priority Locations and Staffing: Workshop Presentation, Direction on Implementation and Funding 3. Crescent Community Health Center Expansion of Population Health Program: Funding, Board Leadership Facility and Advocacy MANAGEMENT IN PROGRESS 2024 — 2026 1. 911 Center Relocation and Staffing: Construction a. Funding b. Completion 2. SRO Program Expansion: Report 3. Public Safety Workforce Diversification: Update Report 4. Fire Protective Gear Replacement Year 3 (Frontline Gear): Funding and Acquisition 5. Equitable Fines and Fees Reform: Pilot Program Implementation 6. Traffic and Security Cameras Deployment: Implementation and Upgrade, Fiber Project (APRA Funding) a. Contract for Fiber b. Construction c. SCADA 7. Diversity Equity and Inclusion Belong City Action Plan: Redundant Loop, Departmental Action Plans MANAGEMENT IN PROGRESS 2024 — 2026 (continued) 8. LPR Cameras: Installation 9. New CAD Computer System: Implementation a. Contract\Completion 10. Prepared Live —Paid Version: Funding,(Budget Decision FY 26) 11. Fire Equipment: Acquisition a. Medic Vehicles/Ambulances (2)/Fire Boat 12. Public Safety Radios Upgrade: Completion 13. Community Risk Reduction (AED Program (Slips and Falls, Mental Health Response, Elderly Resources) Strategic Plan: Completion 14. Opioid Misuse Planning and Response in Conjunction with Dubuque County: Completion 15. Animal Control Ordinance Update: Adoption 16. Public Safety Answer Point Back -Up a. Funding: (Budget Decision FY 26) b. New Equipment 17. Veterinarian Services Contract: Completion (Budget Decision FY 26) 18. Pet Licensing Systems (Including In -House or Outsourcing): Implementation 19. Public Health Preparedness Emergency Response Plan Update: Completion 20. Law Enforcement Mental Health and Wellness Check -Ins a. Grant Notification b. Implementation Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 25 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa MAJOR PROJECTS 2024 — 2026 1. Fire Headquarters Bunk Room Remodel, HVAC, and Fire Administration Office Update: Engineering Design 2. Burn Tower Improvement Project: Construction ON THE HORIZON 2025 — 2029 1. 9-1-1 Center Accreditation: Completion 2. Mine Shafts: Problem Analysis, Report, Direction and City Actions 3. Community -Based Health Promotion: Capacity and Funding 4. Maternal Health Services: Assessment, Report with Options, City Role, Direction and City Actions 5. County Management of the 9-1-1 Center 6. Unhoused Residents Strategy: Needs/Issues Assessment, Partners, Outcomes, Report with Options, Policy Direction, City Actions and Funding 7. Community Cameras Program: Outcomes, Best Practices, Report with Options, Direction, Funding and City Actions (Including Traffic and Community) 8. Public Safety Campus: Concept Definition, Best Practices, Report with Options, Direction, Location and Funding Mechanism 9. Neighborhood Speeding: Problem Assessment, Best Practices, Report with Options/Potential Tools, Direction, Funding and City Actions 10. Park Ranger Program Enhancement: Review, Report, Direction and Funding 11. Mental Health/Brain Health Strategy/Action Plan: Update Report, Next Steps and Actions a. City Organization b. Community Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 26 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa Goal 2 Financially Responsible, High -Performance City Organization: Sustainable, Equitable and Effective Service Delivery OUTCOMES 1. Maintain/improve the City bond rating 2. Have residents and businesses receiving service value for their taxes and fees by providing services in a cost-effective and financially responsible manner 3. Recruit, hire and retain a diverse, top-quality City workforce dedicated to City goals and mission 4. Maintain all reserve funds to 25% 5. Keep pace and leverage information technology and artificial intelligence to enhance City service delivery, City processes and project planning and to enhance cybersecurity — "Zero Trust Security Policy" Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 27 Strategic Plan 2024 — 2029 — 2039/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. State of Iowa legislative actions and administrative rules impacting City finances and service, threatening home rule and local control 3. Recruiting, developing and retaining a diverse City workforce 4. Extremely competitive employment marketplace 5. Improving equity, inclusion and belonging outcomes for ALL of City employees 6. Under-resourced City services and programs resulting in stress for City employees 7. Balancing the demands for services, programs and activities with available resources, City organizational capacity, the community's expectations and new initiatives 8. Supporting City employee work -life balance and employee morale LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Community disinformation and misinformation about City government — policies, processes, services and finances 2. Climate of distrust in all governments, including City government 3. Antiquated Civil Service System with discriminatory practices 4. Tapping subject matter experts with the City and working in other departments 5. Concern about having low taxes over investing in the future and value for City services 6. Upcoming retirements 7. Providing a secure workplace balanced with customer service 8. Funding for ADA compliance for City facilities, infrastructure and service delivery 9. Due to limited City staff capacity, hiring outside resources at a significantly higher cost 10. Enhancing a City organizational culture that values learning, creative thinking and innovative actions 11. Need for more and diverse pipelines and recruitment of underrepresented groups Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 28 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa ACTIONS 2024 — 2026 MANAGEMENT IN PROGRESS 2024 — 2026 1. City Workforce Retention and Attraction: High Priority 8. CRM Service Model: Implementation Direction and Funding (Including 9. Data Governance: Direction and Funding Management/Employee Succession 10. City Bond Rating: Updated Credit Rating Fall 2024 and Bond Planning and Program) Sale 11. Citywide Safety Program: Review, Upgrade and Training MANAGEMENT IN PROGRESS 2024 — 2026 12. Debt and Investment Management Software a. RFP 1. Organizational Culture Continuous Improvement b. Installation a. Implementation of ViDL Organization in Change 13. Banking Services Contract: Completion a. Implementation b. Exit Interviews: Brain Health Needs of Employees b. Award c. Report 14. Cyber Security Enhancements: Training and Tool 2. Rightsizing Departments — Services and Staffing: Services 15. Leisure Services Director Replacement: Completion Identification and Prioritization, Staffing Needs Linked to 16. Adopt-A-Spot/Volunteer Management Hub Site GIS Services, Report, Direction and Funding Application 3. Future City Employee Career Development Program(s); 4. Report City Legislative Advocacy Agenda and Action Plan 2025 MAJOR PROJECTS 2024 — 2026 5. Enterprise Asset Management System and Work Order I. City Hall and Annex Project: Completion System a. Funding 2. Federal Building Upgrade Project: Completion b. RFQ 3. Multicultural Family Center Project: Completions 6. ERP Software Implementation 4. City Data Center Project— Phase 1: Completion a. Employee Expense 5. City Facility Integrated Access Control b. Financial Asset Management 6. Federal Building HVAC System Condition Assessment and c. Employee Self -Service Long -Term Replacement Plan: Completion 7. HRIS Implementation a. Selection b. Implementation Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 29 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2025 — 2029 1. City Employee/Contractor Living Wage Policy: Development and Funding 2. Comprehensive Artificial Intelligence Policy and Action Plan: Definition, Best Practices, Report with Options, Direction, Funding and City Actions 3. City Data Center Projection — Phase 2: Direction and Funding (Including Redundancy) 4. City Workforce Retention and Attraction: Direction and Funding (Including Management/Employee Succession Planning and Program) 5. City Employee Compensation Next Step: Direction and Funding 6. IT Staffing: Direction and Funding 7. Human Resource Staffing: Direction and Funding 1. City Employee/Contractor Living Wage Policy: Development and Funding ON THE HORIZON 2025 — 2029 (continued) 8. Proactive Communication Strategy/Action Plan for Disinformation: Outcomes, Best Practices, Report with Recommendations — Staffing, Direction, Funding and City Actions 9. Comprehensive Artificial Intelligence Policy and Action Plan: Definition, Best Practices, Report with Options, Direction, Funding and City Actions 10. City Data Center Projection — Phase 2: Direction and Funding (Including Redundancy) 11. City Employee Compensation Next Step: Direction and Funding 12. IT Staffing: Direction and Funding 13. Human Resource Staffing: Direction and Funding 14. Proactive Communication Strategy/Action Plan for Disinformation: Outcomes, Best Practices, Report with Recommendations — Staffing, Direction, Funding and City Actions Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 30 Strategic Plan 2024 — 2029 — 2039/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 and community both for homeownership and rental 2. Attract a commercial airline(s) connecting to multiple major hubs 3. Expand the infrastructure and facilities capacity to support economic development and growth 4. Support Dubuque higher education institutions and retain graduates in the Dubuque community 5. Expand sports tourism in Dubuque 6. Maintain and enhance an effective partnership with GDDC to grow the regional Dubuque economy Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 31 Strategic Plan 2024 — 2029 — 2039/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. Supporting working from home with high speed, reliable and affordable broadband service and lack of technical support 8. Workforce skill gaps and shortages and the retaining/retooling workforce with an aging community curtailing the outflow of workforce and families LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Recruiting new and diverse businesses along Central Avenue, Kerper Boulevard and North End 2. Availability of local quality workforce and matching educational programs with needs of employers 3. Challenging future of local higher education institutions: enrollment, funding, new institutional leadership transition 4. Lack of wage growth 5. Economic forces beyond the City's control: inflation, recession, supply chain issues and interest rate increases 6. Supporting a multi -cultural workforce 7. Tapping the tourism potential of river cruises and Field of Dreams expansion 8. Impacts of artificial intelligence on the business community and local economy Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 32 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa ACTIONS 2024 — 2026 MANAGEMENT IN PROGRESS 2024 — 2026 1. Air Service Future Strategy and Action Plan: Top Priority 1. Business Incentives Policy/Processes: Review and Major Airline Hub Connections Refinement 2. Industrial Park Infrastructure: Update Report 2. Office of Shared Prosperity/Poverty Reduction Plan: Update to Mayor and City Council, Direction and Report/Data Funding ($100 Million): BUDGET 3. Flexi-Steel Site for Redevelopment: Pump Agreement DECISION FY 26 FOR CITY 4. Field of Dreams: Next Steps for City INFRASTRUCTURE (INTERNAL) a. Hotel Development Agreement(s) a. West McFadden b. Support Travel Dubuque — Activities/Experiences b. Graff and Marketing Dubuque as a Great Place to Live and c. Crossroads Visit 3. South Port Redevelopment Area -Wide c. Update Report Concept Plan, Implementation, and Direction 5. MWBE Procurement Policy, Process Revision and Recruitment: Completion and Report 6. Port New Hotel Development: City Actions 7. Comprehensive Hotel Attractive/Incentive Policy and Strategy —Port and Rehabilitation: Direction and Implementation 8. Grand Harbor Hotel Transition to New Ownership: City Actions MAJOR PROJECTS 2024 — 2026 1. Dubuque Brewing & Malting Building Project: De - Construction Completion and Site Remediation Completion 2. River Boat Docking Project: Environmental Study and Temporary Dock Installation Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 33 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2025 — 2029 1. JFK Corridor Revitalization/Redevelopment: Outcomes, Report with Options, Direction and Actions 2. Port of Dubuque Refresh: Direction and City Actions 3. Downtown Commercial Business Building Assessment Implementation: Policy Direction and Funding 4. South Port Redevelopment Area -Wide Concept Plan: Implementation, Direction and Funding 5. Northend Revitalization Action Plan: Outcomes, Direction, Plan Development, Funding and City Actions 6. Business Support for Minority -Owned Businesses Enhancements: Expanded Participation, Financial Institutions Participation and Funding 7. New/Refreshed Dubuque Brand and Marketing Program: Concept, Brand Definition, Direction and Marketing Program Development ON THE HORIZON 2025 — 2029 (continued) 8. Childcare Next Steps: Update Report, City Role, Direction on Next Steps and City Actions 9. Kerper Boulevard Business Development: Update Report and Next Steps 10. Retail Attraction Strategy/Action Plan: Report with Opportunities, Direction and Action (with GDDC) 11. Small Business Grant Program Expansion: Direction and Funding 12. Comprehensive Sports Tourism Strategy: Development 13. Southwest Arterial Corridor Business Development: Outcomes, Direction, City Actions and Funding 14. Brownfield Remediation Projects: Direction and Funding 15. Entertainment Business Development Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 34 Strategic Plan 2024 — 2029 — 2039/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 well -designed and well -maintained public infrastructure and facilities serving neighborhoods 3. Grow the population within the City of Dubuque 4. Have a vibrant Dubuque Downtown with an increase in housing opportunities both market -rate and affordable 5. Increase the visual appeal and beauty of the city with attractive gateways, corridors, streetscapes/landscaping 6. Have adaptive reuse of Downtown vacant offices, commercial and residential spaces Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 35 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. State of Iowa laws regulating housing and the City's role, including short-term rentals, mobile homes, etc. 2. Continuing momentum and delivering results in Downtown, Historic Millwork District, Bee Branch Watershed, Riverfront, Central Avenue, historic areas/corridor area and Chaplain Schmitt Island 3. Aging City neighborhood infrastructure and facilities needing replacement or major repairs 4. Expanding housing opportunities to support economic growth and increases in community population 5. Lack of Police staffing for community policing and traffic unit 6. Preserving and rehabilitating affordable housing and building stock — oldest in Iowa 7. Annexing and expanding the City boundaries with the capacity to fund and maintain City services and infrastructure 8. Continuing demand for additional childcare facilities and programs LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Reducing slum and blight through effective enforcement and incentives 2. Improving mobility options 3. Lack of affordable access to fiber 4. Addressing the increasing number of unhoused residents with limited shelter opportunities and other tools 5. Addressing problems and issues with housing voucher programs 6. 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 7. Expanding residential opportunities in Downtown, including the use of the second floors 8. Low vacancy rate in rental housing units 9. Affordable access to quality, healthy foods in north Dubuque 10. Language barriers to accessing City services and to neighborhood engagement 11. Using artificial intelligence in housing inspections and construction 12. Turning buildings and housing owned by religious orders/institutions into a community asset 13. Access opportunities for disabled and handicapped residents Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 36 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa ACTIONS 2024 — 2026 1. Central Avenue Revitalization Plan Implementation: Adoption, Direction, City Actions and Funding (Including Direction on One Way/Two Way) 2. Infill Development Strategy and Policy: Research, Best Practices, Report, Direction, City Role and Actions 3. Historic Preservation Policy and Action Plan: Review, Best Practices, Report with Enhancements, Direction and Implementation Top Priority MANAGEMENT IN PROGRESS 2024 — 2026 1. Unified Development Code: Completion 2. Neighborhood Associations Development: Public Awareness 3. NSPIRE Implementation from HQS for the HCV Program 4. HOTMA Implementation for HCV Program 5. Terminus for All Permits, Data Governance and Storage: Completion 6. Permitting and Inspection Software Implementation: Completion 7. New Housing Development Support: Report (Starts and Additional Permits) 8. Code Compliance/Enforcement Enhancements: a. Analysis with Report with Recommendations b. Implementation Actions 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. Downtown Housing Action Plan: Goals/Outcomes, Opportunities, Best Practices, Report with Options and Recommendations, Direction and City Actions 5. Citywide Beautification Policy/Plan/Actions: Goals/Outcomes, Report with Options and Funding Mechanism, Direction and Next Steps 6. Southwest Arterial Development Plan: Update/Review, Direction and City Next Steps 7. Southwest Arterial Annexation Policy/Plan: Review, Direction and City Actions 8. Cedar Cross Corridor Revitalization Plan/Vision 9. First Impression/North-South Entrance Beautification Project: Report with Options, Direction and Funding Mechanism 10. Downtown Beautification Program: Goals/Outcomes, Report with Options, Direction and City Actions 11. Grandview Corridor Beautification Plan: Goals, Report with Options, Direction, City Actions and Funding 12. Community Land Trust: Grant Notification, Direction and City Role, Monitoring Des Moines Experiences 13. Abandoned Buildings: Inventory, Best Practices, Report with Options, Direction and City Actions Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 37 Strategic Plan 2024 — 2029 — 2039/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 potential flooding through flood plain management, mitigation and protection through a well -maintained, operational stormwater system 4. Reduce waste and increase diversion, recycling and composting opportunities 5. Clean-up and reuse brownfield sites in Dubuque 6. Reduce the community's carbon footprint (50% by 2030) and explore science -based outcomes in the future Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 38 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Workload and limited City staff capacity for additional projects or work assignments 2. Reducing odor at the Water Resource Recovery Plant 3. Protection of at -risk infrastructure and utilities due to climate change and aging infrastructure, especially sanitary sewer system and water system 4. Climate changes: heat events, rain, wind events and flood events and the impact on energy demands 5. Need to address Bee Branch Pumping Station 6. Funding of match dollars for grants 7. Protecting the Dubuque community from flooding through storm water management 8. Lack of preventative and proactive City infrastructure maintenance (currently 90% routine maintenance and 10% preventative) LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Enhancing the flood wall 2. Defining the City's role, defining private responsibilities, funding and procuring for the emerging electric vehicles (EV) infrastructure 3. 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 4. Cleaning up and reuse of `Brownfields" sites 5. State of Iowa decisions and regulations limiting City of Dubuque actions 6. Limited funding for water infrastructure and treatment plant upgrades/replacement 7. Looking beyond electric vehicles — the next generation (e.g. hydrogen power vehicles) 8. Increasing project and operational costs and supply chain issues, including energy costs increases 9. Updating the Unified Development Code with sustainable environment requirements and regulations 10. Federal and State of Iowa regulation changes impacting Dubuque's environmental sustainability 11. Integrating climate adaptation into City operations 12. Optimizing the City fleet 13. Developing future utility workforce including expanding the use of technology and matching skillsets 14. Air quality impacted by Canadian wildfires and trucks on Central Avenue Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 39 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa ACTIONS 2024 — 2026 MANAGEMENT IN PROGRESS 2024 — 2026 6 (continued) 1. Catfish Creek Sanitary Sewer Project: Old High Priority 10. Waste Temporarily Stored in the Open -Air Excess Flow Mill Road Lift Station Project Tank: Removal and Disposal 2. Bee Branch Watershed Project: Kaufman 11. Vacant Maintenance Supervisor Position: Evaluation and Storm Sewer Infrastructure Project: Direction Direction and Funding/17th/West Locust 12. HVAC Mini -Split System Installation: Completion Project Funding 13. Fats, Oils, and Grease Program: Review 3. Climate Action Plan: Update Target, Best 14. WRRC State Certified Lab Expanding the Testing Capability: Practices, City Actions and Next Steps Completion MANAGEMENT IN PROGRESS 2024 — 2026 1. Water Distribution and Treatment System Master Plan: Development 2. Trees Planting Program Enhancement: Report with Options, Direction and City Actions (Planting: 5,280 trees) 3. Water Resource Recovery Plant — Odor Abatement Implementation: Update Report and Direction on Next steps 4. Sewer System Infrastructure Asset Master Plan: Development and Adoption 5. Pollinator Habitat in Park System Implementation: Complete Natural Resources Plan and Implementation Actions 6. Electric Bus Implementation: Acquisition (1) 7. Emerald Ash Borer: Funding for Planting, Stump Removal/Sidewalk Replacement Budget Decision FY 26 8. Air Quality EPA Path Forward: Update Reports 9. Consumer Confidence Report 2024: Creation and Publication MAJOR PROJECTS 2024 — 2026 1. Bee Branch Stormwater Pumping Station Project (16t1' Street/Kerper Pumping Station) 2. SCADA Overhaul: Water 3. Lead Water Lines Replacement (Grant Dependent) 4. Auburn and Custer Water Main, Sanitary Sewer, Street Reconstruction Project: Construction 5. Green Alley Project: Construction a. 15th street to 171 Street Between Iowa Street and Central Avenue b. 7th Street to 18th Street between Central Avenue and White Street 6. 42-Inch Diameter Sanitary Sewer Force Main Stabilization Project (USACE Partnership): Completion 7. Cedar and Terminal Street Lift Station and Force Main 8. Tamarack Sanitary Sewer Extension Project: Construction 9. Twin Ridge Sanitary Sewer Extension and Lagoon Abandonment Project: Construction 10. Granger Creek Lift Station Improvements: Construction Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 40 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa MAJOR PORJECTS 2024 — 2026 (continued) 11. Old Mill Road Lift Station & Force Main: Construction 12. Grove Terrace Sanitary Sewer Reconstruction: Construction 13. Advancing New Deep Well No. 11 (as Part of PFAS Remediation Plan) 14. North Cascade/SW Arterial Water Main Extension from Edval Lane to North. English Mill Road: Construction 15. Citywide Fiber Project— Water Department Pump, Stations, Tanks and Towers: Completion 16. Tamarack Park/HWY 61 Water Main Extension Project (Per Development Agreement.): Construction 17. Deep Well No. 7 Rehabilitation: Completion 18. Creek Crossing Restoration Project: Construction 19. High Strength Waste Receiving & Storage Project: Funding and Construction ON THE HORIZON 2025 — 2029 1. South Flood Wall Buried: Funding 2. Recycling Automated Collection: Direction and Funding Mechanism 3. City Energy Policy — Buildings and Equipment: Report, Direction, Funding and City Actions 4. Bee Branch Operations and Maintenance: Funding 5. South Plant Magnetic Flow Meters Replacement: Funding ON THE HORIZON 2025 — 2029 (continued) 6. Filter Rehabilitation at Eagle Point Water Treatment Plant: Funding 7. Althauser Street and Eagle Street Water Main Replacement Project: Funding 8. Nutrient Reduction Strategy: Update (2027) 9. Bikeable/Walkable Dubuque: Definition of Concept, City Role, Direction, Funding and City Actions 10. Climate Action Plan Staffing: Review, Plans after Three Years, Direction and Position Funding 11. Water Supply for Four Mounds: Direction, City Actions and Funding 12. Community Electric Vehicle Preparation: Policy Framework, Regulations and Code Revisions, Charging Stations Development and Funding 13. City Government eVehicle Policies/Programs: Fleet Assessment/Utilization Study, Staffing and Training Needs, Update Report, Direction and Funding 14. Solar Policies/Program/ Strategy: Goals/Outcomes, Best Practices, Report with Options, Funding Opportunities, Direction and City Actions a. City Government b. Community 15. Green Alley Program: Project Direction/Timing, Maintenance Direction and Funding Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 41 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa Goal 6 Connected Community: Equitable Transportation, Technology Infrastructure, and Mobility OUTCOMES 1. Have daily scheduled commercial air service to hub(s) 2. Have well -designed, well maintained Complete Streets (including streets, sidewalks and bike lanes) throughout our Dubuque community 3. Increase availability, accessible and affordable broadband and redundancy through public -private partnerships 4. Have safe, available, equitable and accessible daily travel through multiple mobility mode for all Dubuque residents 5. Have safe, healthy, accessible, well -maintained, and connected trails for mobility and recreation Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 42 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Equity in broadband affordability, availability and accessibility 2. Old parking equipment needing constant repairs to keep operational 3. Competition for commercial air service with five airports within two hours 4. Recurring funding for adequate street maintenance 5. Funding for "Complete Streets" implementation 6. Aging and deteriorating underground infrastructure (oldest in Iowa) with expensive immediate needs and few grant opportunities 7. Funding for local match for grants (e.g., airport grant $30 million needs $3 million match from the City of Dubuque) 8. Addressing parking and parking ramps concerns, perceptions and issues and funding for maintenance 9. Funding for connecting and maintaining bike trails/lanes and related bike infrastructure with increasing demands from the community LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Rehabilitating concrete streets especially streets built in the 1990's which now need reconstruction 2. Replacement of gas tax funding controlled by the State of Iowa 3. Transit service by choice and to area destination serving the needs of all residents, including shift workers 4. Funding mechanism/source for public/private broadband infrastructure — the City's 4th utility 5. Upcoming retirements and succession planning in departments related to this goal of "Connected Community" 6. Lack of funding for Green Alley program for both construction and maintenance 7. Funding for increased maintenance of streets and sidewalks 8. Lack of reliable transportation services to and from the airport 9. Developing and maintaining the ADA infrastructure and facilities Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 43 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa ACTIONS 2024 — 2026 1. Street Maintenance/Rehabilitation Program: Top Priority Direction and Funding 2. Construction of 14" St Railroad Overpass Top Priority and 16th St Corridor Complete Streets Improvements; RAISE Grant and Matching Funds: Direction and Funding 3. Quiet Zones: Direction and Funding Mechanism MANAGEMENT IN PROGRESS 2024 — 2026 1. Traffic on Central Avenue/White Corridor Short -Term Action: Report 2. Parking System and Technology Master Plan 3. STREETS Program: Phase 1 — Arterials Design 4. Community Broadband Project — Fiber -to -the -Home: Phase 2 Funding Sources a. IMON Completion a. Phase 2 Work Session 5. Smart Parking and Mobility Study: Parking Implementation 6. Jule Services Study Planning Grant: Selection of Consultant and Completion MAJOR PROJECTS 2024 — 2026 1. East-West Corridor/Roundabout Policy/Projects: Preliminary Design 2. Highway 20/Northwest Arterial Intersection Project: (IDOT Funding FY 26) 3. SW Arterial ITS Project: Construction Completion 4. Connection to Data Center Project: Phase 2 Construction Completion 5. Building Connection to Additional City Locations Project: Completion 6. Taxiway Alpha Construction Project— Phase 2: Completion 7. Terminal Solar Photovoltaic Project: Completion 8. General Aviation Apron Reconstruction Project: Construction 9. Bee Branch Trail - Phase 1 Project: Completion, Significant Audit Preparation and Project Close Out 10. Chaplain Schmitt Federal Community Project Trail Grant Project: Construction and Audit 11. Heeb Street Reconstruction Project — South of Kaufmann Avenue (Expensive Utility Assessments) 12. 2024 Pavement Marking Project: Completion 13. Wildwood Drive Bridge Replacement: Design 14. Relocation of Fiber Optics on Bridge (Highway 20) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 44 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2025 — 2029 1. East-West Corridor/Roundabout Policy/Projects: Direction and Funding Mechanism 2. New Bridge to East Dubuque: Assessment, Direction and City Actions 3. North Cascade Reconstruction (to Timber Hyrst Subdivision) Water Main Extension Project: Phase 2 4. Radford/Pennsylvania Roundabout Project: Direction and Funding 5. Downtown Parking Ordinance: Major Revision 6. Expanded Bus Service: Report, Direction and Funding (Including Additional Routes and Service for 2nd/3rd Shifts) 7. The Jule New Electric Vehicles: Direction and Funding 8. Bike Trail Connectivity Southwest Arterial: Direction 9. Micro -Mobility Options: Goals/Outcomes, Best Practices, Report with Options and Direction 10. FAA Aircraft Contract Tower Modernization/Replacement: Funding 11. West 32,d Street Plan/Project: Goals/Outcomes, Report with Options, Direction and Funding 12. Traffic on Central Avenue/White Short -Term Actions: Funding for Implementation 13. Highway 20/Northwest Arterial Intersection Project: Matching Funding (30%) and ROW Acquisition ON THE HORIZON 2025 — 2029 (continued) 14. Citywide Complete Streets Policy and Action Plan: Update and Direction (Including Pedestrians and Bikes) 15. Urban Bike Lane Plan: Best Practices, Plan Development, Direction, Funding and City Actions 16. Bike Racks Policy and Plan: Report with Options, Direction and Funding 17. Reconstructing Alleys Policy: Report with Options, Policy Direction and Funding Mechanism 18. Fiber Optics Utility: Study, Policy Direction, Funding and City Actions 19. Citywide Fiber Cable Backbone Master Plan: Scope, Direction and Funding 20. Multi -use Paths and Bike Trails Maintenance Policy: Report with Options, Policy Direction and Funding Mechanism 21. ADA Sidewalk Inspection Program/Policy: Report with Options, Policy Direction and Funding Mechanism 22. Traffic Operations Center Staffing: Direction and Funding 23. East-West Corridor/Roundabout Policy/Project: Direction and Funding Mechanism Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 45 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa Goal 7 Diverse Arts, Culture, Parks and Recreation: Experiences and Activities OUTCOMES 1. Establish Chaplain Schmitt Island as a community and tourism destination with a variety of activity venues and experiences for residents and guests 2. Have appropriate staffing and sustainable resources to support defined recreational and park, library, culture and arts services/programs and levels of services 3. Provide accessible recreational, library, culture and arts programs/activities and parks amenities that are responsive to the emerging workforce/community expectations 4. Have well-built, well -maintained, upgraded and expanded parks, park amenities and recreational/park facilities 5. Have well-built, well -maintained, upgraded and expanded Library Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 46 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Current parks infrastructure needs maintenance, upgrades and replacement 2. Funding for the maintenance/upgrades/renovations of aging parks, structures and facilities, and recreational facilities 3. Completing Five Flags Project within budget 4. Understanding, responding and funding to respond to workforce expectations of quality of life/leisure/arts and cultural facilities and experiences 5. Attracting seasonal/part-time employees and adjusting wage levels and scheduling 6. Lack of indoor programming spaces 7. Responding to and funding projects to meet the high demand for dog park(s) 8. Funding for the upgrades/renovations of the Library LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Lack of pet -friendly public spaces and amenities 2. Funding and developing new parks in newer five subdivisions 3. Responding to the increasing demands for current and emerging sports programs and activities, including lack of space 4. Engaging and marketing to the Dubuque community opportunities for arts, culture, park, recreation and library 5. Lack of accessible and free parking at the Library 6. Sustainable and additional funding for leisure services facilities and programs 7. Growing capital items backlog with projects pushed beyond 2029 8. Increasing demands for cultural events and the limited staffing 9. Funding and staffing for Leisure Services inherited facilities for operation and maintenance including Bee Branch and Historic Millwork District 10. Developing and enhancing access to facility/venues for community, families, particularly with young children and teens 11. Lack of field space — tournaments, leagues and practice 12. Concerns about pedestrian safety around the Library 13. Hiring, training, processing and retaining a temporary workforce and a lack of a living wage 14. Increasing demands for recreational programs and activities Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 47 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa ACTIONS 2024 — 2026 1. Chaplain Schmitt Island Development — Next Phase: Next Steps (beyond Amphitheater) 2. Parks Maintenance/Refresh Action Plan: Condition Assessment, Needs, Plan Development, Direction and Funding 3. Outdoor Pools (Flora and Sutton): Repairs and Renovations: Report with Options, Direction and Funding MAJOR PROJECTS 2024 — 2026 High Priority I . Eagle Valley Subdivision Park: Construction 2. English Ridge Subdivision Park: Construction 3. West Brook Park: Completion High Priority 4. Jackson Park Restrooms: Completion 5. ImOn Ice Arena — Dehumidification, HVAC, Generator Set System Project: Design, Bid, and Construction MANAGEMENT IN PROGRESS 2024 — 2026 1. Chaplain Schmitt Island Amphitheater Development: Implementation Direction and Funding 2. Comiskey Park Upgrades — Phase 2 Parking and Amenities; Grant Funding and Preparation of Specs for Bidding 3. Eagle Point Park Enhancements/Reinvestment: Challenge Funding Application and Historic Structures Assessment 4. Comprehensive Parks Master Plan: Completion and Implementation Direction 5. 5-Flags Facility Project: Update Report 6. Arts and Culture Master Plan: Revised Community Engagement Strategy Adoption; Work Session Update Report 7. Five Flags Civic Center Management: REP and Selection 8. Historic Millwork District Park Plan 9. Culture Definition 10. Cultural Experiences and Programming Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 48 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2025 — 2029 1. Comiskey Park Upgrades — Phase 2 Restrooms: Direction and Funding 2. Quality of Life Bond Package: Concept, Scope, Report with Options and Direction 3. FDR Park Development: Direction and Funding 4. Public Art Northend/Bee Branch: Definition and Direction 5. Community Impact Department: Future Direction and Funding 6. Pool/Aquatic Facility Strategy/Action Plan — Long Term: Update Report, Direction and Funding 7. Ice 2nd Sheet: Report with Options, Direction, City Role and Funding 8. Parks and Recreation Service/Staffing Level: Review, Direction and Funding 9. Historic Millwork District Recreational Space: Direction, Funding and Partnerships 10. Quality of Life Amenities for Young Professional: Best Practices, Expectations, Report with Options, Direction and City Actions 11. Park Beautification/Upgrade Program: Needs/Opportunities, Report with Options and Recommendations, Direction, Project Priorities and Funding Mechanism ON THE HORIZON 2025 — 2029 (continued) 12. Flag Set for Eagle Point Park Entrance: Direction and Funding 13. Trail Master Plan: Direction 14. Multicultural Festivals/Celebrations Expansion: Outcomes, Report, Direction, City Role, Funding and City Actions 15. Comprehensive Parks Quality of Life Amenities Plan: Needs, Plan Development, Direction and Funding 16. Dog Parks + Amenities Expansion: Report with Options, Policy Direction and Project Funding 17. Splash Pads Plan: Best Practices, Plan Development, Direction and Funding Mechanism 18. Indoor Community/Recreation Center/Space: Feasibility, Purposes, Best Practices, Report with Options, Direction, Funding Mechanism and City Actions 19. Library Upgrade/Expansion: Direction and Funding 20. Gender Neutral Restrooms at Pools: Report with Options, Direction and Funding 21. Public Arts Policy: Research, Best Practices, Report with Options, Direction and Funding 22. Park Development: Direction and Funding (Pebble Cove, North Fork, South Point, Rustic Point, Mozena Farm, and Silver Oaks) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 49 Strategic Plan 2024 — 2029 — 2039/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 and community 4. Become an inclusive and welcoming community for all 5. Partner with local universities, colleges and institutions of higher education 6. Listen to community input, engagement and feedback and use (incorporating the information to policy development and decision making) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 50 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Recruiting, developing and retaining diverse City and community leadership for the long term 2. Competition among community organizations for limited funds 3. Determining how to serve vulnerable populations — people of color; elderly and families with children in poverty 4. Tapping the potential of the Multicultural Family Center 5. Actions by the State of Iowa impacting community partnerships 6. Supporting "self-sufficiency" for community partners 7. Defining the City role and level of funding for community partners 8. Duplication of efforts and programs among community organizations and city departments 9. Vulnerability of local colleges and universities LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Funding for matching dollars requirement by grants 2. Changing funding and partnerships among local, State of Iowa and federal governments 3. Creating outcomes that are equitable for all 4. Equity becoming ingrained in City workforce recruitment and retention 5. Marketing, outreach, lack of knowledge about cultures and equity 6. Residents questioning the role of government affecting the City's ability to engage, interact and deliver services 7. Community attitude: City solve the problem and do not raise taxes Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 51 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa ACTIONS 2024 — 2026 Multicultural Family Center Management and Staffing: Review, Update Report, Management Full -Time Positions, Direction and Funding MANAGEMENT IN PROGRESS 2024 — 2026 1. Succession Plan for Intergovernmental Relations Position: Development 2. Community Impact Department: Mission/Vision 3. City Life in Marshallese or Other Language: Implementation 4. Equitable Fine and Fee Work Plan ON THE HORIZON 2025 — 2029 1. Youth Employment, Workforce and Leadership Development: Purposes, Direction and City Actions 2. Equitable Distribution of City Resources to Partners: Evaluation, Measure for Contracted Services, Framework, Policy Direction, Revised Process and Funding 3. Dubuque Forward: City Role and City Actions Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 52 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa CITY OF DUBUQUE ACTION AGENDA 2024 - 2026 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 53 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa City of Dubuque Action Agenda 2024 — 2026 TOP PRIORITY Street Maintenance/Rehabilitation Program: Direction and Funding Air Service Future Strategy and Action Plan: Major Airline Hub Connections Central Avenue Revitalization Plan Implementation: Adoption, Direction, City Actions and Funding (Including Direction on One Way/Two Way) Construction of 14th St Railroad Overpass and 16th St Corridor Complete Streets Improvements: RAISE Grant and Matching Funds; Direction and Funding Police Department Full Staffing and Hiring: Assessment Best Practices, Report with Options, Direction, Advocacy and Funding Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 54 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa HIGH PRIORITY Chaplain Schmitt Island Development — Next Phase: Next Steps (beyond Amphitheater) Catfish Creek Sanitary Sewer Project: Old Mill Road Lift Station Project Parks Maintenance/Refresh Action Plan: Condition Assessment, Needs, Plan Development, Direction and Funding Comprehensive Study of Fire Stations Locations and Staffing: Workshop Presentation, Direction on Implementation and Funding City Workforce Retention and Attraction: Direction and Funding (Including Management/Employee Succession Planning and Program) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 55 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa City of Dubuque Management in Progress 2024 — 2025 911 Center Relocation and Staffing: Construction — Funding; Completion SRO Program Expansion: Report Public Safety Workforce Diversification: Update Report Fire Protective Gear Replacement Year 3 (Frontline Gear): Funding and Acquisition Equitable Fines and Fees Reform: Pilot Program Implementation Traffic and Security Cameras Deployment: Implementation and Upgrade, Fiber Project (APRA Funding) — Contract for Fiber; Construction; SCADA Diversity Equity and Inclusion Belong City Action Plan: Redundant Loop, Departmental Action Plans LPR Cameras: Installation New CAD Computer System: Implementation; Contract; Completion Prepared Live — Paid Version: Funding,(Budget Decision FY 26) Fire Equipment: Acquisition — Medic Vehicles/Ambulances (2); Fire Boat Public Safety Radios Upgrade: Completion Community Risk Reduction (AED Program (Slips and Falls, Mental Health Response, Elderly Resources) Strategic Plan: Completion Opioid Misuse Planning and Response in Conjunction with Dubuque County: Completion Animal Control Ordinance Update: Adoption Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 56 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa Public Safety Answer Point Back -Up: Funding: (Budget Decision FY 26); New Equipment Veterinarian Services Contract: Completion (Budget Decision FY 26) Pet Licensing Systems (Including In -House or Outsourcing): Implementation Public Health Preparedness Emergency Response Plan Update: Completion Law Enforcement Mental Health and Wellness Check -Ins: Grant Notification; Implementation Organizational Culture Continuous Improvement: Implementation of ViDL Organization in Change Contract: Completion; Exit Interviews: Brain Health Needs of Employees; Report Rightsizing Departments — Services and Staffing: Services Identification and Prioritization, Staffing Needs Linked to Services, Report, Direction and Funding Future City Employee Career Development Program(s); Report City Legislative Advocacy Agenda and Action Plan 2025 Enterprise Asset Management System and Work Order System: Funding Budget Decision FY 26; RFQ ERP Software Implementation: Employee Expense; Financial Asset Management; Employee Self -Service HRIS Implementation: Selection; Implementation CRM Service Model: Implementation Data Governance: Direction and Funding City Bond Rating: Updated Credit Rating Fall 2024 and Bond Sale Citywide Safety Program: Review; Update Program; Training Debt and Investment Management Software: RFP; Installation Banking Services: Implementation; Award Cyber Security Enhancements: Training and Tool Budget Decision FY 26 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 57 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa Leisure Services Director Replacement: Completion Adopt-A-Spot/Volunteer Management Hub Site GIS Application Business Incentives Policy/Processes: Review and Refinement Office of Shared Prosperity/Poverty Reduction Plan: Update Report (Work Session) Flexi-Steel Site for Redevelopment: Pump Agreement Field of Dreams: Next Steps for City — Support Travel Dubuque — Activities/Experiences and Marketing Dubuque as a Great Place to Live and Visit; Update Report MWBE Procurement Policy: Revision; Public Awareness Report Port New Hotel Development: Closing Comprehensive Hotel Attractive/Incentive Policy and Strategy —Port and Rehabilitation: Implementation; Construction Grand Harbor Hotel Transition to New Ownership: City Actions — Decision: Development Agreement; Rental Payment Unified Development Code: Completion (Work Session) Neighborhood Associations Development: Public Awareness NSPIRE Implementation from HQS for the HCV Program HOTMA Implementation for HCV Program Terminus for All Permits, Data Governance and Storage: Completion Permitting and Inspection Software Implementation: Completion New Housing Development Support: Report (Starts and Additional Permits) Code Compliance/Enforcement Enhancements: Analysis with Report with Recommendations; Implementation Actions (Budget Decision FY 27) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 58 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa Water Distribution and Treatment System Master Plan: Budget Decision FY 25 Trees Planting Program Enhancement: Report Options, Direction and City Actions (Planting: 5,280 trees) Water Resource Recovery Plant — Odor Abatement Implementation: Update Report Sewer System Infrastructure Asset Master Plan: Analysis Completion and Update Report Pollinator Habitat in Park System Implementation: Complete Natural Resources Plan Actions — Completion; Budget Decision FY 27 Electric Bus Implementation: Acquisition (1) Emerald Ash Borer: Funding for Planting, Stump Removal/Sidewalk Replacement Budget Decision FY 26 Air Quality EPA Path Forward: Update Reports Consumer Confidence Report 2024: Creation and Publication Waste Temporarily Stored in the Open -Air Excess Flow Tank: Removal and Disposal Vacant Maintenance Supervisor Position: Evaluation and Direction HVAC Mini -Split System Installation: Completion Fats, Oils, and Grease Program: Software Update WRRC State Certified Lab Expanding the Testing Capability: Completion Traffic on Central Avenue/White Corridor Short -Term Action: Report Parking System and Technology Master Plan: Work Session STREETS Program: Phase 1 — Arterials Design Community Broadband Project — Fiber -to -the -Home: Phase 2 Funding Sources — IMON Completion; Phase 2 Work Session Smart Parking and Mobility Study: Parking Implementation Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 59 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa Jule Services Study Planning Grant: Selection of Consultant and Completion Chaplain Schmitt Island Amphitheater Development: Implementation Direction and Funding — Construction Contract; Construction Complete Comiskey Park Upgrades — Phase 2 Parking and Amenities: Award; Bid; Open Eagle Point Park Enhancements/Reinvestment: Challenge — Historic Structures Assessment; Funding Application Comprehensive Parks Master Plan: Consultant; Design; Work Session; Adoption 5-Flags Facility Project: Update Report Arts and Culture Master Plan: Revised Community — Report; Engagement Strategy Five Flags Civic Center Management: Selection Historic Millwork District Park Plan: Environmental Assessment; Consultant; Plan Adoption Culture Definition: Report Cultural Experiences and Programming: Report Succession Plan for Intergovernmental Relations Position: Development Community Impact Department: MissionNision City Life in Marshallese or Other Language: Implementation Equitable Fine and Fee Work Plan Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 60 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa City of Dubuque Major Projects 2024 — 2025 Fire Headquarters Bunk Room Remodel, HVAC, and Fire Administration Office Update: Engineering Design Burn Tower Improvement Project: Construction City Hall and Annex Project: Design Federal Building Upgrade Project: Completion Multicultural Family Center Project: Completions City Data Center Project— Phase 1: Completion City Facility Integrated Access Control (Budget FY 26) Federal Building HVAC System Condition Assessment and Long -Term Replacement Plan: Completion Dubuque Brewing & Malting Building Project: De -Construction Completion and Site Remediation Enforcement Action River Boat Docking Project: Environmental Study and Temporary Dock Installation Bee Branch Stormwater Pumping Station Project (161 Street/Kerper Pumping Station): Bid; Construction SCADA Overhaul: Water Lead Water Lines Replacement (Grant Dependent) Auburn and Custer Water Main, Sanitary Sewer, Street Reconstruction Project: Construction Green Alley Project: Construction — 15th street to 17th Street Between Iowa Street and Central Avenue; 7th Street to 18th Street between Central Avenue and White Street Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 61 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa 42-Inch Diameter Sanitary Sewer Force Main Stabilization Project (USACE Partnership): Completion Cedar and Terminal Street Lift Station and Force Main: Bid Tamarack Sanitary Sewer Extension Project: Construction Twin Ridge Sanitary Sewer Extension and Lagoon Abandonment Project: Construction Granger Creek Lift Station Improvements: Construction Old Mill Road Lift Station & Force Main: Construction Grove Terrace Sanitary Sewer Reconstruction: Construction Advancing New Deep Well No. 11 (as Part of PFAS Remediation Plan) North Cascade/Southwest Arterial Water/Sewer Main Extension from Edval Lane to North English Mill Road: Construction — Water; Sewer Citywide Fiber Project — Water Department Pump, Stations, Tanks and Towers: Completion Tamarack Park/HWY 61 Water Main Extension Project (Per Development Agreement.): Construction Deep Well No. 7 Rehabilitation: Completion Creek Crossing Restoration Project: Construction High Strength Waste Receiving & Storage Project: Bid; Construction East-West Corridor/Roundabout Policy/Projects: Preliminary Design Highway 20/Northwest Arterial Intersection Project: (IDOT Funding FY 26) SW Arterial ITS Project: Construction Completion Connection to Data Center Project: Phase 2 Construction Completion Building Connection to Additional City Locations Project: Completion Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 62 Strategic Plan 2024 — 2029 — 2039/Mayor and City Council/Dubuque, Iowa Taxiway Alpha Construction Project— Phase 2: Completion Terminal Solar Photovoltaic Project: Completion General Aviation Apron Reconstruction Project: Construction Bee Branch Trail - Phase 1 Project: Completion, Significant Audit Preparation and Project Close Out Chaplain Schmitt Federal Community Project Trail Grant Project: Construction and Audit Heeb Street Reconstruction Project — South of Kaufmann Avenue (Expensive Utility Assessments) 2024 Pavement Marking Project: Completion Wildwood Drive Bridge Replacement: Design Relocation of Fiber Optics on Bridge (Highway 20) Eagle Valley Subdivision Park: Construction English Ridge Subdivision Park: Construction West Brook Park: Completion Jackson Park Restrooms/Amenities: Consultant; Design ImOn Ice Arena — Dehumidification, HVAC, Generator Set System Project: Design; Bid and Construction; Generator (Budget Decision FY 26) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 63 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA Definitions of Terms POLICY — is an issue that needs direction or a policy decision by the Council; or needs a major funding decision by the Council; or an issue that needs Council leadership by the governing body in the community; or with other governmental bodies (City government, other City governments, state government, federal government) — questions of "WHAT: IS THE DIRECTION; IS THE GOAL; IS THE BUDGET OR RESOURCES; IS THE CITY'S POLICY OF REGULATION?" MANAGEMENT - a management action which the Council has set the overall direction and provided initial funding (e.g., phased project), may require further Council action on funding; or a major management project particularly multiple years (e.g., upgrade to the information system) — questions of "HOW: DO WE ADDRESS THE ISSUE, MANAGE THE CITY; IMPLEMENT A DECISION OR PROGRAM; CAN WE IMPROVE THE MANAGEMENT OR ORGANIZATIONAL PROCESS?" MANAGEMENT IN PROGRESS - a management or organization action which Council has set the direction, needs staff work before going to Council for direction next year or beyond, no choice mandated by an outside governmental agency or institution, management process improvement budgeted or funded by the Council. MAJOR PROJECT - a capital project funded in the CIP or by Council action which needs design or to be constructed (e.g., Road project, City facility project, park project, etc.). an issue or project that will not be addressed during the year by management or the Council but should be addressed in the next five years; it could become an action item for this year if another party moves the issue or project forward — it depends on them. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 64 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA Dubuque Action Outlines 2024 — 2026 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 65 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA GOAL 1 VIBRANT COMMUNITY: HEALTHY AND SAFE Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 66 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Police Department Staffing and Hiring: PRIORITY Assessment Best Practices, Report with Options, Top Direction, Advocacy and Funding KeyIssues ssues • Academy Timing (Legislative) • Retirements — Succession Plan (Completed) • Competitive Compensation (Completed) • Small Recruitment Pool • Jobs Not Careers • Lengthy Training Process (Legislative with Academy) Had to Project Full Staffing • 30/30Initiative • Facility Impact on Morale • Leveraging Technology as Force Multiplier • Retention of Police • Quality of Police Facilities • Number of Vacancies — More than Last Year • Amount of Police Officer Overtime Responsibility: Police Activities/Milestones Time A. Positions Review Filling Specific Technical Positions 1. Precision Policing Center 12/24 2. Shared services (Park Rangers 12/24 and Animal Control) 3. Community Service Officers 5/25 B. Leveraging Technology to Be More Efficient and Effective (Force Multiplier) 1. ALPR 10/2024 2. Drones FY 26 (Improvement Package) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 67 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Comprehensive Study of Fire Stations Locations and PRIORITY Staffing: Workshop Presentation, Direction on High Implementation and Funding KeyIssues ssues Activities/Milestones Time • Fire Station Number 1. Complete date collection on Fire Completed • Fire Station Locations Station with Location and Deployment • Deployment and Staffing 2. City Manager review 10/24 Needs: Industry Best Practices 3. WORK SESSION: Fire Station with 11/24 • Implement Fire Response Location and Deployment Study Time Improvements with Station Number, Station • Response Time Locations and Staffing Needs • Technical Issue with Discussion and Direction Dispatching and Turnout 4. Identify properties 7/25 Times 5. Procure properties (Budget FY 27) 4/26 • Response Plan 6. Complete engineering and design 2026 • Public Safety Campus 7. Construction 2027 • Comprehensive Fire Station Replacement Document Responsibility: Fire Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 68 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Crescent Community Health Center Expansion of Population Health Program: Funding, Board Leadership Facility and Advocacy Key Issues • Population Health Activities Are Not Billable/Do Not Generate Revenue • Social Determinants of Health Are Barriers for Racial/Ethnic Minorities • Advocacy for Community Health Workers to Reduce Health Disparities • Board Member Leadership and Diversity Link MFC Activities • Health Disparities • PT Engagement and Recruitment — How Do We Get Racial/Ethnic Populations • Advocacy for Population Health • Question: facility needs Responsibility: Health Activities/Milestones A. Performance and Services 1. Establish Key Performance Indicators (KPI) 2. FY 25 Contracted Service which incorporates equity outcomes 3. Track preventative screenings and KPI's for chronic disease 4. Partner with MFC to increase civic awareness and board participation PRIORITY Time 9/24 10/24 12/24 4/25 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 69 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA []Management in Progress 2024 — 2026 1 1. 911 Center Relocation and Staffing: Construction Emergency DATE a. Funding Communications 9/24 b. Completion 1/26 1 2. SRO Program Expansion: Report Police 12/24 1 3. Public Safety Workforce Diversification: Update Report Police 4/25 Fire 1 4. Fire Protective Gear Replacement Year 3 (Frontline Emergency 7/25 Gear): Funding and Acquisition Communications 1 5. Equitable Fines and Fees Reform: Pilot Program Office of Equity 5/25 Implementation & Human Rights 1 6. Traffic and Security Cameras Deployment: IT Implementation and Upgrade, Fiber Project (APRA Funding) a. Contract for Fiber 12/24 b. Construction 3/25 c. SCADA 3/25 1 7. Diversity Equity and Inclusion Belong City Action Office of Equity 5/25 Plan: Redundant Loop, Departmental Action Plans & Human Rights 1 8. LPR Cameras: Installation Police 12/24 1 9. New CAD Computer System: Implementation IT a. Contract 9/24 b. Completion 9/24 1 10. Prepared Live — Paid Version: Funding,(Budget Emergency 4/25 Decision FY 26) Communications 1 11. Fire Equipment: Acquisition Fire a. Medic Vehicles/Ambulances (2) 10/24 b. Fire Boat 7/25 1 12. Public Safety Radios Upgrade: Completion Fire 6/26 1 13. Community Risk Reduction (AED Program (Slips and Fire 6/26 Falls, Mental Health Response, Elderly Resources) Strategic Plan: Completion 1 14. Opioid Misuse Planning and Response in Conjunction Health 5/26 with Dubuque County: Completion 1 15. Animal Control Ordinance Update: Adoption Health 4/25 1 16. Public Safety Answer Point Back -Up IT a. Funding: (Budget Decision FY 26) 4/25 b. New Equipment 9/25 1 17. Veterinarian Services Contract: Completion Health 12/25 (Budget Decision FY 26) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 70 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA []Management in Progress 2024 — 2026 1 18. Pet Licensing Systems (Including In -House or Health DATE 3/26 Outsourcing): Implementation 1 19. Public Health Preparedness Emergency Response Plan Health 3/25 Update: Completion 1 20. Law Enforcement Mental Health and Wellness Check -Ins Police a. Grant Notification 10/24 b. Implementation 7/25 []Major Projects 2024 — 2025 DATE 2 1. Fire Headquarters Bunk Room Remodel, HVAC, and Fire Fire 6/25 Administration Office Update: Engineering Design 2 2. Burn Tower Improvement Project: Construction Fire 3/25 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 71 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 72 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: City Workforce Retention and Attraction: Direction PRIORITY and Funding (Including Management/Employee High Succession Planning and Program) Key Issues Activities/Milestones Time • Certain % of current City 1. Departmental Succession Plans and EE's Are Likely to Retire Procedures with Greatest Impact from the City within Next 3 Implementation — 10 Years — Many Are in a. Talent Acquisition Diversity Annually in Manager or Division Coordinator (TADC) will compile October Manager Leadership Roles report with data regarding EE's • Salaries likely to retire within defined, best • Competitive Marketplace practices parameters • Rightsizing Benefits b. Based on reports, will meet with Annually in • Reducing Redundancies and impacted Departments to provide October Increasing Efficiencies resources for and/or assistance with • Nimble Response by City succession plan and processes for Adjusting Services to the implementation Community Needs 2. REPORT: Implementation Plan for 5/25 • Succession Plan Recommendations made by Carlson • Growing Future Employees Dettman Consultant (CDC) • Retaining a Diverse Compensation and classification Workforce 3. Develop Department Manager Role 6/25 Guide — Template Development • Recruitment • Bargaining Agreements Responsibility: Human Resources Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 73 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA []Management in Progress 2024 — 2026 2. 1. Organizational Culture Continuous Improvement ACM TIME a. Implementation of ViDL Organization in Change 12/25 Contract: Completion b. Exit Interviews: Brain Health Needs of Employees 9/24 c. Report 4/25 2 2. Rightsizing Departments — Services and Staffing: Services CMO 4/25 Identification and Prioritization, Staffing Needs Linked to Services, Report, Direction and Funding 2 3. Future City Employee Career Development Program(s); HR 12/26 Report 2 4. City Legislative Advocacy Agenda and Action Plan 2025 CMO 12/24 2 5. Enterprise Asset Management System and Work Order IT System a. Funding Budget Decision FY 26 4/25 b. RFQ 6/25 2 6. ERP Software Implementation Finance a. Employee Expense 6/25 b. Financial Asset Management 6/25 c. Employee Self -Service 6/25 2. 7. HRIS Implementation HR a. Selection 5/25 b. Implementation 4/26 2. 8. CRM Service Model: Implementation IT 12/24 2. 9. Data Governance: Direction and Funding IT 3/25 2. 10. City Bond Rating: Updated Credit Rating Fall 2024 and Finance 11/24 Bond Sale 2. 11. Citywide Safety Program Finance a. Review 10/24 b. Update Program 11/24 c. Training 9/25 2. 12. Debt and Investment Management Software Finance a. RFP 8/24 b. Installation 5/25 2. 13. Banking Services Finance a. Implementation 10/24 b. Award 1/25 2. 14. Cyber Security Enhancements: Training and Tool Budget Information 4/25 Decision FY 26 Technology Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 74 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA []Management in Progress 2024 — 2026 2. 15. Leisure Services Director Replacement: Completion 2. 16. Adopt-A-Spot/Volunteer Management Hub Site GIS Application []Major Projects 2024 — 2025 2 1. City Hall and Annex Project: Design 2 2. Federal Building Upgrade Project: Completion 2 3. Multicultural Family Center Project: Completions 2 4. City Data Center Project— Phase 1: Completion 2 5. City Facility Integrated Access Control (Budget FY 26) 2 6. Federal Building HVAC System Condition Assessment and Long -Term Replacement Plan: Completion TIME Leisure 7/25 Services Public 10/24 Information TIME Engineering 4/25 Engineering 7/26 Engineering 7/25 IT 10/24 Engineering 12/26 Engineering 7/26 Copyright 0 2024: Lyle Sumek Associates, Inc. Project 240801 75 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 76 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Air Service Future Strategy and Action Plan: Major Airline PRIORITY Hub Connections Top KeyIssues ssues • Community Partner • Partners Commitment • Connection: East and West • Major Hub • Link to Multiple Airlines Responsibility: Mayor/Airport Activities/Milestones Time 1. MAYOR REPORT 9/24 2. Continue participation with DBQ Air Ongoing 3. REPORT: DBQ Report 11/24 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 77 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Industrial Parr Infrastructure: Update Report to PRIORITY Mayor and City Council, Direction and Funding ($100 Million): BUDGET DECISION FY 26 FOR CITY INFRASTRUCTURE (INTERNAL) a. West McFadden b. Graff c. Crossroads Key Issues Activities/Milestones Time • Priority — Capacity to A. West McFadden Address Projects 1. Prepare budget proposal 11/24 • Demands by Businesses 2. BUDGET WORKSHOP: Budget 2/25 • Timing FY 26 Discussion and Grading and • Funding Utilities • Link to Catfish Creek 3. BUDGET DECISION: Budget FY 4/25 • Debt Policy Limitations 26 Decision for Grading and Phase • Link to Economic 3 — Water Expansion 4. Complete Grading 11/25 • Readiness for Businesses — 5. Complete Water Main Extension 2026 Grading, Utility Extensions Phase I and Phase 2 and Roads B. Graf • Broadband Access 1. Prepare budget proposal 11/24 • Downstream Infrastructure 2. BUDGET WORKSHOP: Budget 2/25 Limitation FY 26 Discussion and Grading and • Link to Kerper Boulevard Utilities Business Development — 3. BUDGET DECISION: Budget FY 4/25 Ready to Go Land and 26 Decision on Funding and Utilities Project C. Crossroads 1. Prepare budget proposal 11/24 2. BUDGET WORKSHOP: Budget 2/25 FY 26 Discussion and Grading and Utilities 3. BUDGET DECISION: Budget FY 4/25 26 Decision on Funding and Project Responsibility: Engineering Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 78 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: South Port Redevelopment Area -Wide Concept Plan, PRIORITY Implementation, and Direction Key Issues Activities/Milestones Time • Contamination Sites I . Prepare draft Master Plan 12/24 • Old Infrastructure 2. WORK SESSION: South Port Master 12/24 • Access Plan • Flood Wall 3. Finalize Plan 1/25 • Railroad Tracks — Active 4. DECISION: South Port Master Plan 1/25 and Inactive Adoption • Potential Development 5. Prepare Amended PUD 4/25 • Developer 6. ZAC: Public Hearing and 5/25 • Brownfield Recommendation on PUD Amendments 7. DECISION: PUD Amendment for 6/25 • Remediation South Port • Willing Land Owners Responsibility: Economic Development Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 79 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA []Management in Progress 2024 — 2026 3 1. Business Incentives Policy/Processes: Review and Economic TIME 12/24 Refinement Development 3 2. Office of Shared Prosperity/Poverty Reduction Plan: Office of 6/25 Update Report (Work Session) Shared Property 3 3. Flexi-Steel Site for Redevelopment: Pump Agreement City 12/24 Attorney 3 4. Field of Dreams: Next Steps for City CMO a. Support Travel Dubuque — Activities/Experiences Ongoing and Marketing Dubuque as a Great Place to Live and Visit b. Update Report 5/25 3 5. MWBE Procurement Policy Finance a. Revision 12/24 b. Public Awareness Report 5/25 3 6. Port New Hotel Development: Closing Economic 3/25 Development 3 7. Comprehensive Hotel Attractive/Incentive Policy and Economic Strategy —Port and Rehabilitation Development a. Implementation 12/24 b. Construction 12/26 3 8. Grand Harbor Hotel Transition to New Ownership: City Economic Actions Development a. Decision: Development Agreement 12/24 b. Rental Payment 11/26 []Major Projects 2024 — 2026 3 1. Dubuque Brewing & Malting Building Project: De - Construction Completion and Site Remediation Enforcement Action 3 2. River Boat Docking Project: Environmental Study and Temporary Dock Installation TIME Housing and 8/24 CD Engineering 12/25 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 80 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 81 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Central Avenue Revitalization Plan Implementation: Adoption, PRIORITY Direction, City Actions and Funding Top Key Issues • Truck Route: Central and White • One Way — Two Way • Funding • Project Priority • Project Phasing • Streetscape Furniture • Managing Neighborhood Expectations • Informing the Neighborhood • Potential Partner • Traffic Safety • Support Building Rehabilitation • Support Filling Storefronts • Support Residential Unit • Parking Challenges • Activate Space — Attracting People • Grant Applications and Notification Activities/Milestones Time A. Construction/Traffic 1. WORK SESSION #1 10/24 2. Complete Plan 4/25 3. WORK SESSION #2 5/25 4. Adopt Plan 9/25 5. Prepare budget proposal 11/25 6. BUDGET WORKSHOP: Budget 2/26 FY 27 Discussion and Direction 7. DECISION: Budget FY 27 4/26 Adoption — Funding B. Corridor Events and Information Campaign 1. City Focus 11/24 2. Explore community partnership to 12/24 host community events 3. PRESENTATION; Update Report 12/24 C. Corridor Safety 1. Collect data and analyze speeding 1/25 and crash data 2. REPORT: Corridor Safety 1/25 Responsibility: Engineering (A)/Economic Development (B)/Police (C) Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 82 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Infill Development Strategy and Policy: Research, PRIORITY Best Practices, Report, Direction, City Role and Actions Key Issues Activities/Milestones Time • Defining Focus — 1. Market Housing Incentive Ongoing Downtown or Citywide 2. Complete Asset Management 6/25 • Increasing Demands/ Assessment and Plan — Condition and Incentives Capacity • Unwilling Property Owners 3. Prepare Land Use Analysis 6/25 • Lack of Funding Housing 4. Complete UDO Amendment 3/26 Incentive 5. DECISION: Unified Development 5/26 • Infrastructure condition/ Ordinance Amendments Approval capacity • Connectivity — Road Capacity • Topography • Vacant Building Space — Conversion to Residential Units Responsibility: Planning Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 83 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Historic Preservation Policy and Action Plan: Review, PRIORITY Best Practices, Report with Enhancements, Direction and Implementation Key Issues Activities/Milestones Time • Vacant Buildings A. Historic Preservation Framework • Condition of Historic I. Prepare report on reinstatement 11/24 Properties incentive: Historic Home/Owner • City Roles Program (Grant) • Developers 2. Prepare Budget proposal 11/24 • Funding 3. DECISION: Grant 4/25 • Demolition by Neglect Program/Forgivable Loan • Property Owners 4. Implement Citizen Serve Software 5/25 • Economic Drivers 5. Initiate Grant Program 7/25 6. Complete SHIPO Agreement 8/25 • Lack of Qualified 7. DECISION: SHIPO Agreement 9/25 Contractor g. Update Historic Preservation 3/26 • Partnership Direction Ordinance (UDO) including • Other Policy Changes Demolition Ordinance • Concerns with Demolition 9. WORK SESSION: UDO 3/26 10. ZAC: UDO Amendments Review 4/26 11. DECISION: UDO Amendment 4/26 B. Historic Preservation Incremental Development I . Issue REP for Consultant — Training 12/24 Development 2. Select consultant 3/25 3. Market Program 5/25 4. Initiate Training Program 6/25 Responsibility: Economic Development Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 84 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA []Management in Progress 2024 — 2026 4 1. Unified Development Code: Completion (Work Session) Planning TIME 3/26 4 2. Neighborhood Associations Development: Public Office of Ongoing Awareness Shared Property 4 3. NSPIRE Implementation from HQS for the HCV Program Housing & 12/24 CD 4 4. HOTMA Implementation for HCV Program Housing & 1/25 CD 4 5. Terminus for All Permits, Data Governance and Storage: Housing & 12/25 Completion CD 4 6. Permitting and Inspection Software Implementation: Housing & 6/25 Completion CD 4 7. New Housing Development Support: Report (Starts and Housing & 6/25 Additional Permits) CD 4 8. Code Compliance/Enforcement Enhancements: Housing & a. Analysis with Report with Recommendations CD 3/25 b. Implementation Actions (Budget Decision FY 27) 4/26 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 85 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NTURAL RESOURCES Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 86 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Catfish Creek Sanitary Sewer Project: Old Mill Road Lift Station Project KeyIssues ssues • Lift Station Project Was Split into 2 Phases Due to Funding • Budgeted Phase 2 Improvements only Cover Downstream Portion of South Fork from Old Mill Road to North Cascade Road • Existing System Is in Poor Condition and Does Not have Adequate Capacity to Meet IDNR • Compliance Standards • Non -Budgeted Phases Must Be Completed Prior to Sewer Extensions in South/Western Areas of City (i.e., West McFadden, Graff) Responsibility: Engineering Activities/Milestones A. Old Mill Road — Lift Station Construction (Old Mill Road) Completion — Estimated Calendar (End) 2026 — Phase 1 1. Bid opening 2. DECISION: Award Phase 2 of LS Project 3. Construction Phase 1 4. Bid 5. DECISION: Award — Split Due to Funding 6. Construction Phase 2 PRIORITY High Time 7/24 10/24 11 /24-10/26 6/25 8/25 10/26 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 87 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Bee Branch Watershed Project: Kaufman Storm PRIORITY Sewer Infrastructure Project/ 17th/West Locust Project: Funding Key Issues Activities/Milestones Time • Unfunded Project $30 1. Prepare budget proposal — match 11/24 Million funding/design completion • Match Funding $6 Million 2. BUDGET WORKSHOP: Budget FY 2/25 • Outside Fund 26 • Design: $3 Million 3. Identify grant funding sources 4/25 (50%/60% Complete) 4. DECISION: Budget FY 26 Funding 4/25 • Utility Rates for Project • Adjacent Utilities — condition, capacity and relocation • Flooding on West Locust • Consent Decree Complete 9/27 or Extension Responsibility: Engineering Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 88 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Climate Action Plan: Update Target, Best Practices, PRIORITY City Actions and Next Steps KeyIssues ssues Activities/Milestones Time • Staff Capacity A. Target Update • Funding 1. WORK SESSION: Sector Specific 3/25 • Sense of Urgency Actions to bolster current action • Bad City Practices — Energy plan Use 2. Finalize science -based targets 4/25 • City Role 3. Prepare Goal: 100% Reduction 2050 4/25 • Community Engagement 4. DECISION: Science -Based Target 5/25 • Science -Based Target 5. DECISION: 100% Reduction by 5/25 • Community Awareness of 2050 the Roles and Responsibility B. Energy Savings: City l . Collect Data — Energy Use by All 3/25 City Buildings 2. Analyze data 6/25 3. Prepare Report with recommendation 7/25 4. WORK SESSION: Energy Saving 7/25 Report 5. Re -boot energy program for 9/25 low/moderate income 6. Prepare budget 11/25 7. BUDGET WORKSHOP: Budget 2/26 FY 27 8. DECISION: Budget FY 27 4/26 Funding for Energy Saving Projects C. Increase Use of Alternative Transportation Options 3/25 1. Address non -motorized vehicles — safety concerns 5/25 2. Prepare report with recommendation 6/25 3. PRESENTATION/DECISION: 7/25 Direction/Actions for Alternative Transportation Modes 11/25 4. Prepare budget proposal 11/25 5. BUDGET WORKSHOP: Budget 2/26 FY 27 6. DECISION: Budget FY 27 4/26 Funding Actions Responsibility: Sustainability Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 89 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA []Management in Progress 2024 — 2026 5 1. Water Distribution and Treatment System Master Plan: Budget Decision FY 25 5 2. Trees Planting Program Enhancement: Report Options, Direction and City Actions (Planting: 5,280 trees) 5 3. Water Resource Recovery Plant — Odor Abatement Implementation: Update Report 5 4. Sewer System Infrastructure Asset Master Plan: Analysis Completion and Update Report 5 5. Pollinator Habitat in Park System Implementation: Complete Natural Resources Plan Actions a. Completion b. Budget Decision FY 27 5 6. Electric Bus Implementation: Acquisition (1) 5 7 5 8 5 9 5 10 5 11 5 12 5 13 5 14 Emerald Ash Borer: Funding for Planting, Stump Removal/Sidewalk Replacement Budget Decision FY 26 Air Quality EPA Path Forward: Update Reports Consumer Confidence Report 2024: Creation and Publication Waste Temporarily Stored in the Open -Air Excess Flow Tank: Removal and Disposal Vacant Maintenance Supervisor Position: Evaluation and Direction HVAC Mini -Split System Installation: Completion Fats, Oils, and Grease Program: Software Update WRRC State Certified Lab Expanding the Testing Capability: Completion TIME Water 4/25 Leisure 5/25 Service WRCC 1/25 Engineering 7/25 Leisure Services Transportation Services Leisure Service Health Water WRRC WRRC 12/25 4/26 12/25 4/25 12/24 7/25 12/24 10/24 11/24 11/24 12/24 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 90 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA []Major Projects 2024 — 2026 5 1. Bee Branch Stormwater Pumping Station Project (161 Engineering TIME Street/Kerper Pumping Station) a. Bid 12/24 b. Construction 3/25-9/27 5 2. SCADA Overhaul: Water Engineering 9/26 5 3. Lead Water Lines Replacement (Grant Dependent) Engineering 12/26 5 4. Auburn and Custer Water Main, Sanitary Sewer, Street Engineering 11/25 Reconstruction Project: Construction 5 5. Green Alley Project: Construction Engineering a. 15th street to 17' Street Between Iowa Street and 11/25 Central Avenue b. 7th Street to 18th Street between Central Avenue 11/25 and White Street 5 6. 42-Inch Diameter Sanitary Sewer Force Main Stabilization Engineering 11/25 Project (USACE Partnership): Completion 5 7. Cedar and Terminal Street Lift Station and Force Main: Engineering 3/25 Bid 5 8. Tamarack Sanitary Sewer Extension Project: Construction Engineering 3/25 5 9. Twin Ridge Sanitary Sewer Extension and Lagoon Engineering 3/25 Abandonment Project: Construction 5 10. Granger Creek Lift Station Improvements: Construction Engineering 123/25 5 11. Old Mill Road Lift Station & Force Main: Construction Engineering 12/26 5 12. Grove Terrace Sanitary Sewer Reconstruction: Engineering 2027 Construction 5 13. Advancing New Deep Well No. 11 (as Part of PFAS Water 8/27 Remediation Plan) 5 14. North Cascade/Southwest Arterial Water/Sewer Main Water Extension from Edval Lane to North. English Mill Road: Construction a. Water 9/25 b. Sewer 12/29 5 15. Citywide Fiber Project— Water Department Pump, Water 9/26 Stations, Tanks and Towers: Completion 5 16. Tamarack Park/HWY 61 Water Main Extension Project Water 12/25 (Per Development Agreement.): Construction 5 17. Deep Well No. 7 Rehabilitation: Completion Water 7/25 5 18. Creek Crossing Restoration Project: Construction Water 11/24 5 19. High Strength Waste Receiving & Storage Project WRRC a. Bid 3/25 b. Construction 12/27 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 91 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 92 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Street Maintenance/Rehabilitation Program: Direction and Funding Key Issues • Project Alignment • Underground Utilities Conditions • Rehab vs Maintenance Policy • Funding • Predictive Modeling of Assessment • Silo'd Planning, Budgeting, and Implementation • Staff Capacity • Cross Department Collaboration Responsibility: Public Works Activities/Milestones 1. Compete Public Works Organization review, collaboration, and documented procedure 2. Complete street assessment 3. Complete sign assessment 4. Complete light assessment 5. DECISION: Budget FY 26 Funding of Fiber Assessment, Sewer Assessment, Water Assessment, Pavement Sealing, Sidewalk Assessment and Staffing, Tree Canopy Assessment 6. Prepare report on pavement type: rehabilitative vs. preventive maintenance policy 7. DECISION: Pavement Policy 8. Prepare budget proposal for modeling software and implementation of machine learning within Census data 9. BUDGET WORKSHOP: Budget FY 27 10. DECISION: Budget FY 27 Funding Street Maintenance PRIORITY Top Time 12/24 2/25 3/25 3/25 4/25 6/25 7/25 11/25 2/26 4/26 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 93 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Construction of 14t' St Railroad Overpass and 16t'' St PRIORITY Corridor Complete Streets Improvements; RAISE Top Grant and Matching Funds; Direction and Funding Key Issues Activities/Milestones Time • NEPA Review 1. Public Hearing: Environment 5/25 • Property Impacts Assessment (NEPA) 2. Prepare environment review 9/25 3. Complete preliminary design 9/25 4. Property acquisition 2026-2027 5. Final Design 6/27 6. Construction 2028-2030 Responsibility: Engineering Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 94 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Quiet Zones: Direction and Funding Mechanism Key Issues • CRISI Grant • Local Match • Funding Responsibility: Engineering Activities/Milestones 1. CRISI Grant Award notification 2. Prepare budget on local match: $700,000 3. BUDGET WORKSHOP: Budget FY 26 4. DECISION: Budget FY 26 for Local Match PRIORITY Time 10/24 11 /24 2/25 4/25 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 95 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA 6 []Management in Progress 2024 — 2026 1. Traffic on Central Avenue/White Corridor Short -Term Engineering TIME 12/24 Action: Report 6 2. Parking System and Technology Master Plan: Work Transportation 10/24 Session Services 6 3. STREETS Program: Phase 1 —Arterials Design Engineering 11/25 6 4. Community Broadband Project — Fiber -to -the -Home: IT Phase 2 Funding Sources a. IMON Completion 12/24 b. Phase 2 Work Session 12/24 6 5. Smart Parking and Mobility Study: Parking Transportation 3/25-8/25 Implementation Services 6 6. Jule Services Study Planning Grant: Selection of Transportation 8/26 Consultant and Completion Services Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 96 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA []Major Projects 2024 — 2026 6 1. East-West Corridor/Roundabout Policy/Projects: Engineering TIME 11/25 Preliminary Design 6 2. Highway 20/Northwest Arterial Intersection Project: Engineering 6/25 (IDOT Funding FY 26) 6 3. SW Arterial ITS Project: Construction Completion Engineering 11/25 6 4. Connection to Data Center Project: Phase 2 Construction IT 3/25 Completion 6 5. Building Connection to Additional City Locations Project: IT 11/25 Completion 6 6. Taxiway Alpha Construction Project— Phase 2: Airport 11/25 Completion 6 7. Terminal Solar Photovoltaic Project: Completion Airport 9/24 6 8. General Aviation Apron Reconstruction Project: Airport 12/24 Construction 6 9. Bee Branch Trail - Phase 1 Project: Completion, Engineering 5/25 Significant Audit Preparation and Project Close Out 6 10. Chaplain Schmitt Federal Community Project Trail Grant Engineering 5/25 Project: Construction and Audit 6 11. Heeb Street Reconstruction Project — South of Kaufmann Engineering 11/25 Avenue (Expensive Utility Assessments) 6 12. 2024 Pavement Marking Project: Completion Engineering 10/24 6 13. Wildwood Drive Bridge Replacement: Design Engineering 6/25 6 14. Relocation of Fiber Optics on Bridge (Highway 20) Engineering 11/26 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 97 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 98 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Chaplain Schmitt Island Development — Next Phase: PRIORITY Next Steps (beyond Amphitheater) High Key Issues Activities/Milestones Time • RAISE Grant 1. DECISION: Chaplain Schmitt Island 10/24 • Amphitheater Timing Development Plan • Sewer Capacity 2. Complete Marina Appraisal 11/24 • Marina 3. Prepare budget request — water, fiber and 11/24 • Funding Sources stormwater • Project Priority 4. DECISION: PUD/Zoning 12/24 • Lessee's Future 5. Complete Sanitary Sewer Master Plan 12/24 • Access to Island for Chaplain Schmitt Island • Flood Plan/Floodway 6. Initiate detailed design for Sanitary 1/25 Sewer System • Regulatory Agencies 7. BUDGET WORKSHOP: Budget FY 2/25 26 8. DECISION: Budget FY 26 4/25 9. DECISION: Design Guidelines 12/25 Updated 10. Complete LWCF Conversion 3/26 11. Complete Sanitary Sewer System 6/26 Responsibility: Leisure Services Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 99 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Parks Maintenance/Refresh Action Plan: Condition Assessment, Needs, Plan Development, Direction and Funding Key Issues Activities/Milestones Accessibility in Parks and to 1. Prepare budget proposal — additional Amenities and Facilities funding $100,000 Aging Infrastructure 2. Consultant selection Upgrading Restrooms 3. DECISION: Budget FY 26 Funding (Family and Gender 4. Prepare draft Plan Neutral) 5. P&R Commission: Review and Long List of Deferred Implementation Strategy Maintenance 6. DECISION: Comprehensive Parks Outdated Play Equipment Maintenance/Refresh Plan Staff Levels or Contractors to Maintain Adequately Invasives in Parks and Right of Way Active Community Engagement in Plan Citizen Request for New and/or Additional Amenities Responsibility: Leisure Services PRIORITY High Time 11 /24 3/25 4/25 9/25 10/25 12/25 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 100 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Outdoor Pools (Flora and Sutton): Repairs and PRIORITY Renovations: Report with Options, Direction and Funding KeyIssues Activities/Milestones Time • Renovations vs. 1. Initial staff report of current status 10/24 Replacement 2. Prepare budget proposal 11/24 • Operational Status of 3. BUDGET WORKSHOP: Budget FY 2/25 Infrastructure 26 • Water Loss 4. DECISION: Budget FY 26 Funding 4/25 • Failing Systems for Assessment and Community • Sutton — Due to Water Table Engagement Pool Tank Floating 5. Issue RFO 5/25 • Tank Wall Issues 6. Select consultant 6/25 • Accessibility Issues 7. Complete Study 7/26 • Out of Date Design Lock 8. Finalize Study 7/26 Rooms and Restrooms 9. DECISION: Direction on Pools and 8/26 • Outdated Amenities Referendum 10. Information Campaign 9/26 • High Operational Cost 11. Election (if needed) 11/26 • Staff and Operational Safety • Splash Pad • Location(s) • Maintenance (Short -Term) Improvement Responsibility: Leisure Services Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 101 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA []Management in Progress 2024 — 2026 7 1. Chaplain Schmitt Island Amphitheater Development: Leisure TIME Implementation Direction and Funding Services a. Construction Contract 12/24 b. Construction Complete 3/26 7 2. Comiskey Park Upgrades — Phase 2 Parking and Leisure Amenities Services a. Award 11 /24 b. Bid 3/26 c. Open 2027 7 3. Eagle Point Park Enhancements/Reinvestment: Challenge Leisure a. Historic Structures Assessment Services 5/25 b. Funding Application 7/25 7 4. Comprehensive Parks Master Plan Leisure a. Consultant Services 3/25 b. Design 6/26 c. Work Session 11/25 d. Adoption 5/27 7 5. 5-Flags Facility Project: Update Report Leisure 12/24 Services 7 6. Arts and Culture Master Plan: Revised Community Economic a. Report Development 12/24 b. Engagement Strategy 3/25 7 7. Five Flags Civic Center Management: Selection Leisure 6/26 Services 7 8. Historic Millwork District Park Plan Leisure a. Environmental Assessment Services 5/25 b. Consultant 9/25 c. Plan Adoption 4/26 7 9. Culture Definition: Report Office of 5/25 Equity and Human Rights 7 10. Cultural Experiences and Programming: Report Community 2/25 Impact Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 102 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA 7 []Major Projects 2024 — 2026 1. Eagle Valley Subdivision Park: Construction Leisure TIME 12/24 Services 7 2. English Ridge Subdivision Park: Construction Leisure 12/24 Services 7 3. West Brook Park: Completion Leisure 12/24 Services 7 4. Jackson Park Restrooms/Amenities Leisure a. Consultant Services 5/25 b. Design 12/25 7 5. ImOn Ice Arena — Dehumidification, HVAC, Generator Leisure Set System Project Services a. Design 12/24 b. Bid and Construction 10/25 c. Generator (Budget Decision FY 26) 4/25 Copyright 0 2024: Lyle Sumek Associates, Inc. Project 240801 103 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA GOAL 8 I PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 104 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA ACTION: Multicultural Family Center Management and Staffing: PRIORITY Review, Update Report, Management Full -Time Positions, Direction and Funding Key Issues Activities/Milestones Time • MFC Directory/Assistant 1. Hire/onboard Director 10/24 Director 2. Prepare budget proposal for Teen 11/24 • Historic — Retention Site Programs and Cultural Events/Program Supervisors (Part -Time) 3. Hire/onboard Assistant 12/24 • Staffing Retention 4. BUDGET WORKSHOP: Budget FY 2/25 26 5. DECISION: Budget FY 26 for 4/25 Funding Responsibility: Community Impact Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 105 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA []Management in Progress 2024 — 2026 8 1. Succession Plan for Intergovernmental Relations Position: CMO TIME 10/24 Development 8 2. Community Impact Department: MissionNision Community 12/24 Impact 8 3. City Life in Marshallese or Other Language: Office of 10/24 Implementation Shared Properties 8 4. Equitable Fine and Fee Work Plan Community 12/24 Impact Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 106 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA Policy Calendar 2024 — 2025 Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 107 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA MONTH September 2024 1. MAYOR REPORT: Air Service 2. 3. El 5. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 108 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA MONTH October 2024 1. WORK SESSION #1: Central Avenue Traffic 2. DECISION: Award Phase 2 of Lift Station Catfish Creek Sanitary Sewer Project 3. DECISION: Chaplain Schmitt Island Next Steps 0 5. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 109 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA MONTH November 2024 1. WORK SESSION: Fire Station with Location and Deployment Study with Station Number, Station Locations and Staffing Needs Discussion and Direction 2. 3. 5. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 110 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA MONTH December 2024 1. REPORT: SRO Program Expansion 2. WORK SESSION: South Port Master Plan 3. DECISION: Development Agreement on Grand Harbor Hotel 4. PRESENTATION; Update Report on Central Avenue Events and Information Campaign 5. REPORT: Air Quality EPA Path Forward 6. WORK SESSION: Community Broadband Project — Fiber -to -the -Home: Phase 2 7. DECISION: PUD/Zoning for Chaplain Schmitt Island Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 111 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA MONTH January 2025 1. WORK SESSION: Report on Al 2. DECISION: South Port Master Plan Adoption 3. REPORT: Central Avenue Corridor Safety 9 5. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 112 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA MONTH February 2025 BUDGET WORKSHOP: Budget FY 26 a. Prepared Live — Paid Version b. Public Safety Answer Point Back -Up c. Veterinarian Services Contract d. Enterprise Asset Management System and Work Order System e. Cyber Security Enhancements: Training and Tool f. West McFadden Grading and Utilities g. Graf Grading an Utilities h. Crossroads Grading and Utilities i. Bee Branch: Kaufman Sewer Infrastructure Project/17th and West Locust Project j. Water Distribution and Treatment System Master Plan k. Pollinator Habitat in Park System Implementation 1. Emerald Ash Borer: Funding for Planting, Stump Removal/Sidewalk Replacement m. Fiber Assessment, Sewer Assessment, Water Assessment, Pavement Sealing, Sidewalk Assessment and Staffing, Tree Canopy Assessment n. Quiet Zones — Local Match o. Chaplain Schmitt Island Sanitary Sewer p. Comprehensive Parks Maintenance Refresh Plan q. Outdoor Pool Assessment and Community Engagement r. Generator at ImOn Ice Arena s. MFC Staffing and Programs 2. REPORT: Cultural Experiences and Programming 3. u Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 113 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA MONTH March 2025 1. WORK SESSION: Climate Action Plan Sector Specific Actions to bolster current action plan 2. 3. 5. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 114 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA MONTH April 20 1. DECISION: Grant Program/Forgivable Loan for Historic Preservation 2. DECISION: Budget FY 26 Adoption 3. 0 5. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 115 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA MONTH May 2025 1. REPORT: Implementation Plan for Recommendations made by Carlson Dettman Consultant (CDC) 2. REPORT: Field of Dreams 3. WORK SESSION #2: Central Avenue Traffic 4. DECISION: Science -Based Target for Climate Action Plan 5. DECISION: 100% Reduction by 2050 6. REPORT: Culture Definition Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 116 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA MONTH June 2025 1. DECISION: PUD Amendment for South Port 2. DECISION: Direction on Pools and Referendum 3. 0 5. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 117 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA MONTH July 2025 1. WORK SESSION: Energy Saving Report 2. PRESENTATION/DECISION: Direction/Actions for Alternative Transportation Modes 3. DECISION: Pavement Policy 5. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 118 Action Agenda 2024 — 2025/Mayor and City Council/Dubuque, IA MONTH August 2025 1. DECISION: Award— Split Due to Funding Catfish Creek Sewer Project 2. 3. 0 5. Copyright © 2024: Lyle Sumek Associates, Inc. Project 240801 119 SECTION 4 DUBUQUE PERFORMANCE REPORT 2024 - 2025 CREATING A BETTER DUBUQUE COMMUNITY, ADDING VALUE TO THE LIVES OF OUR RESIDENTS AND STRIVING FOR EXCELLENCE [Updated: 9/16/25] Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 1 Performance Report 2024 — 2025 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Importance of the Performance Report BOTTOMLINE: 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 Dubuque Vision 2039 DUBUQUE 2039 DUBUQUE 2039 is a SUSTAINABLE AND RESILIENT CITY, an INCL USIVE AND EQUITABLE COMMUNITYB> 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 QUALITYAFFORDABLE LIVABLE NEIGHBORHOODS, have an AB UNDANCE OF DIVERSE FUN THINGS TO DO and are SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 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 EQ UITABLE, SUSTAINABLE CITY, PLAN FOR THE COMMUNITY'S FUTURE and FACILITATE ACCESS TO CRITICAL HUMAN SER VICES. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 6 Action Agenda 2024 — 2026 Targets for Action City of Dubuque TOP PRIORITY Street Maintenance/Rehabilitation Program: Direction and Funding Air Service Future Strategy and Action Plan: Major Airline Hub Connections Central Avenue Revitalization Plan Implementation: Adoption, Direction, City Actions and Funding (Including Direction on One Way/Two Way) Construction of 141h St Railroad Overpass and 161h St Corridor Complete Streets Improvements: RAISE Grant and Matching Funds; Direction and Funding Police Department Full Staffing and Hiring: Assessment Best Practices, Report with Options, Direction, Advocacy and Funding Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 7 HIGH PRIORITY Chaplain Schmitt Island Development — Next Phase: Next Steps (beyond Amphitheater) Catfish Creek Sanitary Sewer Project: Old Mill Road Lift Station Project Parks Maintenance/Refresh Action Plan: Condition Assessment, Needs, Plan Development, Direction and Funding Comprehensive Study of Fire Stations Locations and Staffing: Workshop Presentation, Direction on Implementation and Funding City Workforce Retention and Attraction: Direction and Funding (Including Management/Employee Succession Planning and Program) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 8 Management in Progress 2024 — 2026 City of Dubuque ► Management in Progress 2024 — 2026 1 1. 911 Center Relocation and Staffing: Construction — Funding; Completion 1 3. SRO Program Expansion: Report 1 2. Public Safety Workforce Diversification: Update Report 1 4. Fire Protective Gear Replacement Year 3 (Frontline Gear): Funding and Acquisition 1 5. Equitable Fines and Fees Reform: Pilot Program Implementation 1 6. Traffic and Security Cameras Deployment: Implementation and Upgrade, Fiber Project (APRA Funding) — Contract for Fiber; Construction; SCADA 1 7. Diversity Equity and Inclusion Belong City Action Plan: Redundant Loop, Departmental Action Plans 1 8. LPR Cameras: Installation 1 9. New CAD Computer System: Implementation; Contract; Completion 1 10. Prepared Live — Paid Version: Funding,(Budget Decision FY 26) 1 11. Fire Equipment: Acquisition — Medic Vehicles/Ambulances (2); Fire Boat 1 12. Public Safety Radios Upgrade: Completion 1 13. Community Risk Reduction (AED Program (Slips and Falls, Mental Health Response, Elderly Resources) Strategic Plan: Completion 1 14. Opioid Misuse Planning and Response in Conjunction with Dubuque County: Completion 1 15. Animal Control Ordinance Update: Adoption 1 16. Public Safety Answer Point Back -Up: Funding: (Budget Decision FY 26); New Equipment 1 17. Veterinarian Services Contract: Completion (Budget Decision FY 26) 1 18. Pet Licensing Systems (Including In -House or Outsourcing): Implementation 1 19. Public Health Preparedness Emergency Response Plan Update: Completion 1 20. Law Enforcement Mental Health and Wellness Check -Ins: Grant Notification; Implementation 2 21. Organizational Culture Continuous Improvement: Implementation of ViDL Organization in Change Contract: Completion; Exit Interviews: Brain Health Needs of Employees; Report Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 9 ► Management in Progress 2024 — 2026 (continued) 2 22. Rightsizing Departments — Services and Staffing: Services Identification and Prioritization, Staffing Needs Linked to Services, Report, Direction and Funding 2 23. Future City Employee Career Development Program(s); Report 2 24. City Legislative Advocacy Agenda and Action Plan 2025 2 25. Enterprise Asset Management System and Work Order System: Funding Budget Decision FY 26; RFQ 2 26. ERP Software Implementation: Employee Expense; Financial Asset Management; Employee Self -Service 2 27. HRIS Implementation: Selection; Implementation 2 28. CRM Service Model: Implementation 2 29. Data Governance: Direction and Funding 2 30. City Bond Rating: Updated Credit Rating Fall 2024 and Bond Sale 2 31. Citywide Safety Program: Review; Update Program; Training 2 32. Debt and Investment Management Software: RFP; Installation 2 33. Banking Services: Implementation; Award 2 34. Cyber Security Enhancements: Training and Tool Budget Decision FY 26 2 35. Leisure Services Director Replacement: Completion 2 36. Adopt-A-Spot/Volunteer Management Hub Site GIS Application 3 37. Business Incentives Policy/Processes: Review and Refinement 3 38. Office of Shared Prosperity/Poverty Reduction Plan: Update Report (Work Session) 3 39. Flexi-Steel Site for Redevelopment: Pump Agreement 3 40. Field of Dreams: Next Steps for City —Support Travel Dubuque — Activities/Experiences and Marketing Dubuque as a Great Place to Live and Visit; Update Report 3 41. MWBE Procurement Policy: Revision; Public Awareness Report 3 42. Port New Hotel Development: Closing 3 43. Comprehensive Hotel Attractive/Incentive Policy and Strategy —Port and Rehabilitation: Implementation; Construction 3 44. Grand Harbor Hotel Transition to New Ownership: City Actions — Decision: Development Agreement; Rental Payment 4 45. Unified Development Code: Completion (Work Session) 4 46. Neighborhood Associations Development: Public Awareness 4 47. NSPIRE Implementation from HQS for the HCV Program 4 48. HOTMA Implementation for HCV Program 4 49. Terminus for All Permits, Data Governance and Storage: Completion 4 50. Permitting and Inspection Software Implementation: Completion 4 51. New Housing Development Support: Report (Starts and Additional Permits) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 10 ► Management in Progress 2024 — 2026 (continued) 4 52. Code Compliance/Enforcement Enhancements: Analysis with Report with Recommendations; Implementation Actions (Budget Decision FY 27) 5 53. Water Distribution and Treatment System Master Plan: Budget Decision FY 25 5 54. Trees Planting Program Enhancement: Report Options, Direction and City Actions (Planting: 5,280 trees) 5 55. Water Resource Recovery Plant — Odor Abatement Implementation: Update Report 5 56. Sewer System Infrastructure Asset Master Plan: Analysis Completion and Update Report 5 57. Pollinator Habitat in Park System Implementation: Complete Natural Resources Plan Actions — Completion; Budget Decision FY 27 5 58. Electric Bus Implementation: Acquisition (1) 5 59. Emerald Ash Borer: Funding for Planting, Stump Removal/Sidewalk Replacement Budget Decision FY 26 5 60. Air Quality EPA Path Forward: Update Reports 5 61. Consumer Confidence Report 2024: Creation and Publication 5 62. Waste Temporarily Stored in the Open -Air Excess Flow Tank: Removal and Disposal 5 63. Vacant Maintenance Supervisor Position: Evaluation and Direction 5 64. HVAC Mini -Split System Installation: Completion 5 65. Fats, Oils, and Grease Program: Software Update 5 66. WRRC State Certified Lab Expanding the Testing Capability: Completion 6 67. Traffic on Central Avenue/White Corridor Short -Term Action: Report 6 68. Parking System and Technology Master Plan: Work Session 6 69. STREETS Program: Phase 1 — Arterials Design 6 70. Community Broadband Project — Fiber -to -the -Home: Phase 2 Funding Sources — IMON Completion; Phase 2 Work Session 6 71. Smart Parking and Mobility Study: Parking Implementation 6 72. Jule Services Study Planning Grant: Selection of Consultant and Completion 7 73. Chaplain Schmitt Island Amphitheater Development: Implementation Direction and Funding — Construction Contract; Construction Complete 7 74. Comiskey Park Upgrades — Phase 2 Parking and Amenities: Award; Bid; Open 7 75. Eagle Point Park Enhancements/Reinvestment: Challenge — Historic Structures Assessment; Funding Application 7 76. Comprehensive Parks Master Plan: Consultant; Design; Work Session; Adoption 7 77. 5-Flags Facility Project: Update Report 7 78. Arts and Culture Master Plan: Revised Community — Report; Engagement Strategy Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 11 ► Management in Progress 2024 — 2026 (continued) 7 79. Equitable Fine and Fee Work Plan 7 80. Five Flags Civic Center Management: Selection 7 81. Historic Millwork District Park Plan: Environmental Assessment; Consultant; Plan Adoption 7 82. Culture Definition: Report 7 83. Cultural Experiences and Programming: Report 8 84. Succession Plan for Intergovernmental Relations Position: Development 8 85. Community Impact Department: MissionNision 8 86. City Life in Marshallese or Other Language: Implementation 8 87. Equitable Fine and Fee Work Plan Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 12 Major Projects 2024 — 2026 City of Dubuque ► Major Projects 2024 — 2026 1 1. Fire Headquarters Bunk Room Remodel, HVAC, and Fire Administration Office Update: Engineering Design 1 2. Burn Tower Improvement Project: Construction 2 3. City Hall and Annex Project: Design 2 4. Federal Building Upgrade Project: Completion 2 5. Multicultural Family Center Project: Completions 2 6. City Data Center Project— Phase 1: Completion 2 7. City Facility Integrated Access Control (Budget FY 26) 2 8. Federal Building HVAC System Condition Assessment and Long -Term Replacement Plan: Completion 3 9. Dubuque Brewing & Malting Building Project: De -Construction Completion and Site Remediation Enforcement Action 3 10. River Boat Docking Project: Environmental Study and Temporary Dock Installation 5 11. Bee Branch Stormwater Pumping Station Project (16' Street/Kerper Pumping Station): Bid; Construction 5 12. SCADA Overhaul: Water 5 13. Lead Water Lines Replacement (Grant Dependent) 5 14. Auburn and Custer Water Main, Sanitary Sewer, Street Reconstruction Project: Construction 5 15. Green Alley Project: Construction — 15th street to 171h Street Between Iowa Street and Central Avenue; 7th Street to 18th Street between Central Avenue and White Street 5 16. 42-Inch Diameter Sanitary Sewer Force Main Stabilization Project (USACE Partnership): Completion 5 17. Cedar and Terminal Street Lift Station and Force Main: Bid 5 18. Tamarack Sanitary Sewer Extension Project: Construction 5 19. Twin Ridge Sanitary Sewer Extension and Lagoon Abandonment Project: Construction 5 20. Granger Creek Lift Station Improvements: Construction 5 21. Old Mill Road Lift Station & Force Main: Construction Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 13 ► Major Projects 2024 — 2026 (continued) 5 22. Grove Terrace Sanitary Sewer Reconstruction: Construction 5 23. Advancing New Deep Well No. I I (as Part of PFAS Remediation Plan) 5 24. North Cascade/Southwest Arterial Water/Sewer Main Extension from Edval Lane to North English Mill Road: Construction — Water; Sewer 5 25. Citywide Fiber Project— Water Department Pump, Stations, Tanks and Towers: Completion 5 26. Tamarack Park/HWY 61 Water Main Extension Project (Per Development Agreement.): Construction 5 27. Deep Well No. 7 Rehabilitation: Completion 5 28. Creek Crossing Restoration Project: Construction 5 29. High Strength Waste Receiving & Storage Project: Bid; Construction 6 30. East-West Corridor/Roundabout Policy/Projects: Preliminary Design 6 31. Highway 20/Northwest Arterial Intersection Project: (IDOT Funding FY 26) 6 32. SW Arterial ITS Project: Construction Completion 6 33. Connection to Data Center Project: Phase 2 Construction Completion 6 34. Building Connection to Additional City Locations Project: Completion 6 35. Taxiway Alpha Construction Project— Phase 2: Completion 6 36. Terminal Solar Photovoltaic Project: Completion 6 37. General Aviation Apron Reconstruction Project: Construction 8 38. Bee Branch Trail - Phase 1 Project: Completion, Significant Audit Preparation and Project Close Out 6 39. Chaplain Schmitt Federal Community Project Trail Grant Project: Construction and Audit 6 40. Heeb Street Reconstruction Project — South of Kaufmann Avenue (Expensive Utility Assessments) 6 41. 2024 Pavement Marking Project: Completion 6 42. Wildwood Drive Bridge Replacement: Design 6 43. Relocation of Fiber Optics on Bridge (Highway 20) 7 44. Eagle Valley Subdivision Park: Construction 7 45. English Ridge Subdivision Park: Construction 7 46. West Brook Park: Completion 7 47. Jackson Park Restrooms/Amenities: Consultant; Design 7 48. ImOn Ice Arena — Dehumidification, HVAC, Generator Set System Project: Design; Bid and Construction; Generator (Budget Decision FY 26) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 14 City Successes for 2024 — 2025 Mayor and City Council City of Dubuque 1. Denver Air Connect: Re-establishment of Air Service with an AM Flight, More Convenient Air Connections for Residents, Needing 80% Ridership 2. Classification and Compensation Study Completed and Salary Increases for City Employees — Valuing our City Employees 3. Parks Master Plan: Process Initiated, Foundation for Upgrading and Enhancing Parks and Park Amenities 4. Precision Policing Team: Open and Working, Contributing to a Safer Dubuque Community 5. Field of Dreams: Major League Baseball Stadium under Construction, Youth Baseball Tournaments — 600 teams coming to Dubuque, Dubuque Becoming a True Destination for Sport Tourism 6. New Housing Projects Initiatives: Diverse Housing Opportunities, New Residential Developments — Downtown and Greenfields, Five Projects Submitted to the State for Tax Credits, Code Changes and Incentives for Housing; 2000 in progress 7. Bee Branch Project Next Steps: Gate Redesign and Bidding and Pumps, Flood Mitigation to Protect our Neighborhood 8. Financially Responsible Budget with Low Tax Rate: Maintaining or Enhancing City Services and Supporting the City's Workforce 9. Bond Rating AA2 Retained: Recognition of the City's Financial Health; Reflects Financial Institutions Confidence in City Leadership and Management 10. New Data Center: Relocation from 1880 Building, Tier 3 State of the Art, Future Phase II Expansion; City Positioned for Changes in Information Technology, 11. Central Avenue Corridor: Businesses Investing, Direction for the Future, Potential for Mixed Use Developments Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 15 12. Bright Minds Child Care Center (In coordination with Dubuque Initiatives and Dubuque Public Schools): Open, Responding to and Meeting the Needs of our Dubuque Community 13. Police and Fire Fleets Updated: Funding and New Vehicles Supporting Better Services for our Dubuque Community 14. Water Resources Recovery Center: Overcame Poor Quality Work, Improved Processes and Reduced Odor to Neighborhoods 15. University of Dubuque Medical School: Commitment, Moving Forward, Construction underway in Downtown, A Cornerstone for the Future of Dubuque Downtown 16. Police Staffing: Difficulty in Hiring Police Officers, Sworn Positions Replaced by Non - sworn Positions Aimed at Supporting Police Officers in Field, Increased Number of Police Officers in the Community, Increased Number of Women Police Officers 17. License Plate Readers: Installation, Working to Make a Safer Dubuque Community, 18. Chaplain Schmitt Island/DRA Moving Forward with a New Hotel Development, Island Social, Amphitheater Project underway, Clear Direction, Enhanced leisure Options for Residents, and Focusing for the Future — Creating a Tourist and Community Destination 19. City Recognition as a "Community of Character" by The Ray Center at Drake University 20. Police's Calm and Effective Response to an Armed Man Arrested outside Council Meeting Room, Confidence in Safe Public Buildings 21. Dubuque Art Museum Major Expansion Project: Agreement Completed, Change the Character of 6" Street and Link to Washington Park — Demonstrating Dubuque's Commitment to Arts and Culture and Adding Amenities to Enhance the Quality of Life for our Residents 22. Fire Department Leadership: Command Staff Reorganization, Achieved Fire Department Accreditation, Enhanced Services to our Dubuque Community 23. New Landfill: Underway, Positioning Dubuque for the Future — Creating 200 years of life 24. Summer Temp Staffing: Successfully Filling Positions for the Summer Allowing for Pools to Open and Supporting Summer Programs 25. Fines and Fines Program for Individuals Who Do Not Have the Financial Means: Residents Paying off through Volunteering Hours for Community Service Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 16 26. H & W Brewing and Malting Building: Addressing an Unsafe Building, Partial Demolition of Building, Potential Future Redevelopment Opportunities 27. Aging in Place Program: Physical Therapists Assessment of Home, Small Grants for Rehabbing Home, More Livable homes for Seniors 28. 911 PSAP Improvements: Better Work Environment for Dispatchers, More Effective Dispatch Communications and Public Safety Response 29. New Bank Agreement: Better Return to the City Government 30. New Small Businesses: New Food Trucks, 31. IMON Buildout: Increased Fiber to Dubuque Homes, Reliable and Fast Internet Connectivity 32. Parking System Improvements: Replacement of Parking Meters, New Equipment in Parking Garage Installation, Greater Ease for Residents and Guests Parking 33. Drone Use to Create Safer Community: Police and Fire Use 34. SMART Water System: Continued Progress 35. STREET Program: Continued Progress, Linked to Artificial Intelligence, Real Time Adjusting Traffic Signals Based upon Demand 36. GIS Mapping: Continued Progress 37. SCADA and Engineering Models: Continued Progress 38. ERP System: Continued Progress 39. Public Information with 300 Department Applications: Continued Progress 40. Routine Email Responses 41. SMART Street: Real Time Adjusting Traffic Signals Based upon Demand 41. Street Upgrade: 10 miles of progress during the past year 42. University of Dubuque Aviation Program: Doubling the Number of Students 43. Fire Staffing: Increased the Number of Firefighters, Enhanced Safety for our Residents Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 17 44. City Investment in Wastewater: $131 million for Sewer System Upgrade and Expansion and Water & Resource Recovery Center 45. Collaboration with Dubuque County for the Benefit of our Dubuque Community and Our Residents: 911 Center, Catfish Water Authority, $500,000 for Air Service Guarantee; Hendrick's Building and Parking Lot Swap 46. Safer Community: 75% Clearance Rate on Property Crimes 47. 1 of 8 Growing Counties in State of Iowa: Only County Outside the Des Moines- Ames Metro Area Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 18 n Department Performance 2024 — 2025 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 19 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 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: Resume daily commercial air service — Denver Air Connection dba Key Lime Air service start Nov 4 2024, afternoon turn. May 2025 schedule change to AM departure PM arrival remain overnight (RON) Impacts: Provide business and leisure daily scheduled air service for tri states. Success: DBQ Air (501(c)6 non-profit) with representatives from City of Dubuque, Dubuque County, DRA, Travel Dubuque, Greater Dubuque Development, Chamber of Commerce and Dubuque Airport Commission Impacts: Continue to work with travel partners to provide options to retain and improve commercial air service to/from DBQ. Success: Utilized DOT Small Community Air Service Development (SCASD) Grant to attract and resume daily air service Impacts: Provide funds for recruiting new daily commercial air service to/from DBQ to ORD on Denver Air Connection. 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. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 20 Success: Taxiway Alpha Construction: Phase 1 completed and grant closed spring 2025. Phase 2 construction began spring 2025. Phase 3 Release plans and specs, awarded project, apply for FAA grant 2025 for spring 2026 construction. Impacts: This is multi -year Federally funded airfield infrastructure improvement project programmed to be completed during six construction phases. Success: Constructed and closed out out additional large corporate aircraft hangar with State of Iowa funds. Impacts: Additional location for storing University of Dubuque aircraft. Increased Airport revenues. Success: Reconstruct general aviation apron project grant closeout spring 2025. Impacts: Replace existing deteriorated pavement adjacent to large corporate aircraft hangars. Success: Terminal solar photovoltaic system project grant closeout spring 2025 Impacts: Reduce Airport's carbon footprint and terminal electricity costs. Success: DBQ airport aircraft operations. Impacts: Second busiest commercial airport in the state of Iowa. 80,000+ 2024 Success: Held annual tri annual drill exercise with area emergency partners april 2025 Impacts: FAA requirement and best practice for disaster planning. Success: Air show and fireworks event held July 1-4 2024.2025 scheduled Impacts: Viewed by upwards of 250,000 over four days of events. 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 2024, scheduled for 2025 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. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 21 Success: Provided facilities for North American Trainers Association (NATA) formation clinic prior to Air Venture event in Oshkosh 2024, returning 2025 Impacts: Fuel sale revenue for the Airport and economic impact for the local hotels, restaurants, car rentals. Success: University of Dubuque airfield campus construction project. Impacts: 2024 = 350 students, 2025 = 490 students, Future = 700 students. Increase in land, hangar and fuel sales revenues. Economic impact to community. Increased airfield aircraft operations. Success: 2024 hosted quarterly TSA Precheck events. Continuing in 2025 Impacts: Provide facility for TSA pre check event. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 22 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Arts & Cultural Affairs Please list your department's most important achievements that were completed during 2024 — 2025 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 Special Projects 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. We also established a timeline for regular reviews of the grant process to ensure it remains responsive to evolving organizational needs and external trends. Streamlining the materials and eligibility criteria allowed for more organizations to be considered eligible, which in turn fostered a more diverse pool of applicants. This inclusivity not only enriched the selection process but also ensured that a wider range of perspectives and innovations were represented. Success: Developed Strategic Plan initiative to review and revise Commission Ordinances. Impacts: Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 23 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: City Clerk's Office Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Transitioned City Council Agenda Software from NovusAGENDA to CivicPlus Impacts: Transitioning our agenda management software has resulted in a more user-friendly interface and increased collaboration across departments, streamlining the overall workflow. Success: Transitioned Special Event Permit Application to Citizenserve Impacts: Transitioning our special event permit application to Citizenserve has streamlined the notification process for applicants and provided them with a convenient payment option. Success: Boards and Commissions Ordinance Amendments Impacts: Amending our board and commission ordinances established consistency and set clear expectations for city staff in supporting these bodies. Success: Reorganized decades of City Council legislation Impacts: Reorganizing council legislation created a more efficient filing system, freeing up office space for staff use. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 24 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: City Manager's Office Please list your department's most important achievements that were completed during 2024 — 2025 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 two remaining union contracts completed first compensation & classification study in 30 years, with more work to be completed. Robust employee education and engagement around both, framed in EQ, delivered news to employees in transparent and compassionate way. 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: Adjusting strategies to meet new administration's priorities, protecting at -risk funds, and nimbly reacting to new opportunities to ensure grant funds continue to support Dubuque projects. Impacts: Use of local public and private dollars to leverage state and federal investment in the Dubuque community. Success: Organizational culture improvement: Expansion of Vidl "foundations of culture" work to all leadership team and supervisors, including team work sessions and individual coaching. Signed contract to expand this work to all City staff in summer 2025. Aligned SPIRIT statement (organization's values), Management Philosophy, and universal competencies to ensure that our measurement tools reflect the values we say we hold. "State of the City" employee luncheon and HuddleUp Hours were chances to engage employees in new ways around these values. Impacts: Made progress towards our goals to become a more equitable, high -performing, resilient, innovative, data -driven and compassionate organization, an "organization of choice". Established new expectations for what cultural leadership looks like in the City of Dubuque, a skillset necessary for our leaders to foster inclusive, innovative, and adaptive work environments. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 25 Success: Core Team successes: approval of five new Employee Resource groups, mentoring and job shadow programs. Launched new annual performance evaluation with 360 review component for department managers. 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: Launched Catalis software, a new resident request management system. Impacts: Provides improved tool for responding to resident requests more efficiently and effectively. Tool provides better data allowing us to mine for root issues and proactively address issues. 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. Protected local funding sources including property taxes and TIF that finance essential services and development opportunities. Success: Directly hired two three new department managers, established one contract for ongoing Strategic Partnerships work, and supported several departments in operations during critical capacity needs. Impacts: Have residents and businesses receiving service value for their taxes and fees by providing services in a cost-effective and financially responsible manner Recruit, hire and retain a diverse, top-quality City workforce dedicated to City goals and mission Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 26 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Communications Office Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Launch of Report2DBQ (GIS & Comms) Impacts Residents and stakeholders can more easily report concerns and issues to the City thanks : to the implementation of a new citizen response management (CRM) system available on the City website and through an app. Success: Adopt -a -Spot Application (GIS) Impacts Residents can sign up to adopt a spot for clean up in the community through an online form and can manage their spot and others through a GIS-based website application developed for the Community Impact Office. Success: Comprehensive, Multimedia Marketing Campaign for New Commercial Air Service Impacts Business and leisure travelers from throughout the Tri-State region are aware of this new : service and the benefits of flying through the Dubuque Regional Airport. Success: Public, Education, Government (PEG) Equipment Grant Program Redesign Impacts A new grant application and awarded process improved the process for residents to apply : for and receive grant funds to produce video programming for local public access channels. Success: 2025 Parks & Recreation Temporary Employee Recruitment Campaign Impacts Parks and Recreation is able to fully staff summer programs and other seasonal activities, : increasing recreational opportunities for residents. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 27 Success: Transitioned City's LivestreamingNideo-on-Demand Services and Broadcast Graphics Server to a Single Platform Impacts: This change eliminates multiple recurring technology fees and significantly reduces yearly service costs from over $20,000 annually to under $5,000. Additionally, streamlining the systems has improved staff efficiency by consolidating operations. Success: City of Dubuque Awarded Two Savvy Awards from the City -County Communications and Marketing Association (3CMA) Impacts: The "Delivering Dubuque: City Services" video and the Parks and Recreation Seasonal Empoyee Recruitment campaign were selected as the best programs in their category in this national competition, demonstrating the quality of work of City staff. Success: City Focus: Rooted in Partnerships Magazine — February 2025 Impacts: This 28-page magazine highlighting how collaboration is cultivating community growth in Dubuque was published and mailed to all postal addresses within the city limits. Success: Support of Central & White Corridor Study Community Engagement Impacts: Significant feedback and input on this major project was received from a wide variety of residents and stakeholders. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 28 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Community Impact Please list your department's most important achievements that were completed during 2024 — 2025 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 the number of registered users on Volunteer DBQ Impact: There is more access to the platform that allows residents to find volunteer opportunities in our community Success: Increased the number of volunteer opportunities available on Volunteer DBQ Impact: There are more opportunities available for residents to get involved with Success: Increased the number of opportunities that residents sign up for on Volunteer DBQ Impact: Residents are getting more involved with the opportunities that are available on the website, which helps out our community organizations that provide services to the Dubuque community. Success: With the Spartans Make a Difference Day event in October 2024, there were 513 volunteers and 1,812 total volunteer hours for that day (according to Volunteer DBQ data). Impact: The University of Dubuque is intentional about engaging their student athletes in service around the Dubuque Community. This event allows students to volunteer together and get involved with community organizations. The total economic impact for this event was $52,330.56. Success: With the Dubuque Days of Caring event in April 2025, there were 989 volunteers and 4243.5 total volunteer hours. Impact: This event gathers volunteers around the community to participate in service with community organizations, completing projects that the organization may not be able to complete on their own. The total economic impact for this event was $122,552.28. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 29 Success: AmeriCorps program has served over 500 youth through mentoring to develop their social emotional skills. Impact: Students and families have more tools to deal with emotions and their reaction to life events. Students who meet with mentors are less likely to be engaged with risky behaviors and more likely to feel inclusion and belonging. Success: AmeriCorps members have completed internships through their college coursework that enables them to finalize their degrees in education and social work. Impact: Member gain valuable experience in their field of study, internship credit through their school, professional development from host site staff, program staff, and collegial oversight. Success: AmeriCorps Program Staff handled with fidelity federal resources, program development, community partnerships, member development, and financial organization for the grant year with many of these being new additions to workload. Impact: 24-25 grant leveraged over $811 in local resources and over $130k in federal resources. These resources supplied the community with hours of service impacting students and youth to strengthen families. Hours served + professional development over $200k as of March 2025. (April values not yet reported.) Success: Students being assessed for social -emotional growth have shown growth from participation in the AmeriCorps SEL Program. Impact: These skills are transferable to any environment whether it be families, school, workplace, or relationships. While these skills are a part of a lifelong practice and are hard to measure impact, they are sharpened by attention and care. The impact of mentors in these programs are proven in youth surveys administered through community schools. Success: Equitable Fine and Fee Reform Initiative — Community Impact Service Pilot Program Implementation. Program launched January 1 st, 2025. Residents who are income eligible with delinquent City of Dubuque Utility Bills have the option to serve off their Utility Bill Balance through Community Service, Personal Empowerment, and Professional Development Opportunities. Impact: From January 1st — May 161, the program received 60 applications from residents. Program approved 44 of those applications. There are currently 13 active households in the program, 13 completed households, and 4 pending new active households. 110 Household members have been impacted by this program. Residents have served a total of 258 hours. 100% of active and completed households have applied for the City of Dubuque Discounted Utility Bill Program. Residents get their Utility Bill taken care of and gets discounted Utilities for the rest of the year, and will renew each year. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 30 Success: Equitable Fine and Fee Reform Initiative — Community Impact Service Pilot Program Marketing Strategy. In collaborating with the Utility Billing Department, they have added the program information onto Residents Utility Billing Discount Notices. Utility Billing also sends our team a list of all delinquent account information. Our team has met our residents where they are at, by canvassing neighborhoods and residents at risk of disconnection. Pilot program relied heavily on referrals and word of mouth on getting the program out. We will be advertising on Social Media and City of Dubuque Website within the next couple of months. Impact: Residents are given more options on how to pay off their City of Dubuque Utility Bill with this program. Residents are directly informed of the program when they first receive their disconnection notice and are referred to our program through the previous Utility Billing Resources: St. Vincent de Paul, HACAP, United Way, Community Solutions of Eastern Iowa, General Assistance — Dubuque Country Veteran Affairs, and numerous local nonprofits. Success: Equitable Fine and Fee Reform Initiative — Community Impact Service Pilot Program — Partnerships and Collaboration. Our program utilizes the VolunteerDBQ platform that allows non -profits to post their volunteer needs and information. Residents are able to see all service opportunities available within the community and decide which opportunities they would like to get involved in, and track their hours. We also bring in different community partners to the Multicultural Family Center, to create more access and education for residents. Programming has consisted of Money Management (Budgeting, Savings, Credit Repair) and Home Ownership. Impact: Residents are given ample opportunities to decide how they want to spend their time in the program, while we ensure opportunities are helping address resident barriers in the community. The City is building and strengthening community partnerships and collaboration through this program to ensure we are all reaching out and educating our residents. Residents are getting more involved within the Dubuque community with our program. 90% of our residents in our program, were not involved with the community prior to our program. Many have voiced they want to continue service after they have completed the program. Success: Before closure of AmeriCorps grant, we had secured a new host site. Impact: Built a new partnership with local organization serving youth. Would have been able to serve youth in a new capacity. Success: Hired a new MFC Director Impact: Provided leadership and guidance for MFC operations Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 31 Success: Hired a new MFC Assistant Director Impact: Point person for all MFC programs and events Success: Increased overall attendance daily use of MFC facility Impact: Impacting more people in our community and connecting more individuals to resources and opportunities. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 32 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Economic Development Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Entered into 9 development agreements to support the creation of 208 units of housing with an anticipated total private investment of $39.5 million. Impacts: The current homeowner vacancy rate is 0.5% and the apartment vacancy rate is 1.3%. However, job growth by 2030 is estimated at 7.6%. We also expect to see the addition of at least 800 residents due to the anticipated opening of the osteopathic college in 2028. With an increase in housing inventory, Dubuque residents will have more opportunities to find affordable options. It will also attract an additional workforce from outside the city. Success: Assumed the lead on the EPA Brownfields Multi -Purpose Grant; spent down the required minimum by the September 30, 2024 deadline in order to apply for additional EPA grants. Impacts: Assessing and cleaning up brownfields encourages redevelopment of those sites which in turn can provide space for commercial and residential development, as well as for desired amenities for our residents and visitors to enjoy. It also removes blight. Success: Entered into development agreement for two hotels in the Port of Dubuque and one on Chaplain Schmitt Island. Impacts: Dubuque County is anticipating a need for thousands of additional room nights in order to support the Field of Dreams activities. Having enough hotel rooms to welcome these visitors means additional revenue streams for local businesses and taxing bodies — sales, sales tax, hotel/motel tax... Success: Assumed lead on internal and external communication related to Central Avenue redevelopment. Impacts: Streamlines investment for redevelopment in this area, supporting both housing and small business owners. Reduces blight, creating an area that attracts residents, shoppers, and visitors. The increased foot traffic increases safety in the area, which helps dispel the perception that this is a dangerous neighborhood. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 33 Success: Creation of 30 new jobs and retention of 81 current jobs based on 3 development agreements. Impacts: Supports the health of our local businesses which adds to the tax base for the City and supports local families with more opportunities quality wages. Success: Staff support for Dubuque Initiatives, including its childcare creation and retention efforts. Impacts: Supports local families, allowing parents to work, which addresses businesses' needs for an available workforce. Quality childcare also results in the creation of a quality future workforce. Success: Chaplain Schmitt Island coordination efforts. Impacts: Redevelopment of the Island means attracting more visitors (increasing hotel/motel tax and sales tax revenue), as well as providing amenities and activities desired by residents. Success: Supported sports complex development through meetings with developers and other interested parties. Impacts: Supports the growth of the community as families are able to stay in town for their children's traveling sports events. Also attracts visitors, increasing hotel/motel tax and sales tax revenue. Success: Farmers market support through contracts with Dubuque Main Street (summer) and Four Mounds (winter). Impacts: Provides access to local foods for our residents and supports local small businesses. Copyright 0 2025: Lyle Sumek Associates, Inc. Project 250601 34 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Emergency Communications Please list your department's most important achievements that were completed during 2024 — 2025 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 & use of Tyler Time & Attendance Impacts: New procedure for staff having to learn punching a time clock. Big difference from what we have done in the past Success: Launched Prepared Live software Impacts: The launch of Prepared Live has been a great resource for us to help communicate with our residents in a non-traditional way that is more accessible for some. Another tool that helps us gain important information from video, text and pictures to share with responders. Offers translation for several languages. Success: New procedure: Pre -Alert for City Fire Impacts: Dispatch is pre -alerting DBQ Fire on every medical call in the City. We have seen response times improve greatly and getting responders to the patients quicker. Success: Installation and use of Flock Cameras Impacts: Dispatchers took the needed Flock training, and all have access to view the cameras — as Flock hits come in, Dispatch can share out to patrol units in the area — including State Troopers and County Deputies. Success: Re -numbered all of City DBQ Fire Units Impacts: City Fire units are growing. DBQ Fire has completely re -numbered all units. Dispatch has adapted well to the change. Change is never easy! Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 35 Success: Moe911 Training Portal Impacts: State of Iowa is paying for a new online training portal for Dispatchers. Variety of training topics and allows Dispatchers to do while working and get training hours for recertifications. Success: Full for Full Time Staff (2 in training) Impacts: For first time in a very long time, we are currently full staffed giving each shift sufficient coverage. More staff on duty is getting calls answered quicker. Allows one person off per shift that we do not need to fill shift. Leads are more available to assist with admin duties. We have reduced overtime hours. Ripple effect on the community when their assisted by dispatchers who aren't as physically and mentally over -worked and stressed. Success: Quality Assurance improvements — EMD, EPD and EFD Impacts: Leads have started to learn the process of QA EMD, EFD and EPD calls with me. Each month they have assigned number of staff that pull calls for and review. Success: Fully implemented Employee Performance Reviews Impacts: Completed a full year of employee performance reviews. Learning as I go but this year redoing the process to make it simpler for all involved. Success: New Communication Center @ 7880 Chavenelle Rd ---middle stages Impacts: Bi-weekly meetings, making decisions and seeing improvement each visit! Success: New CAD System — building stages Impacts: Weekly meetings working on assignments of what needs to be done. Coordinating with police, Sheriff and fire on all aspects from response times, call natures and response plans. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 36 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Engineering Please list your department's most important achievements that were completed during 2024 — 2025 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 has successfully completed the federal aid audit and close out process. Success: Central Ave & White Street Corridor Traffic Study Impacts: This study offers strategic recommendations for a selected multi -modal alternative aimed at enhancing traffic flow and safety along the Central Avenue and White Street one-way pair corridor. It incorporates community input and supports long-term planning for a more accessible, efficient, and inclusive transportation network. 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: Keymont Paver Project Impacts: Replacement of existing brick pavers along Keymont Drive, extending from Key Way Drive to the terminus of the cul-de-sac. Success: Pickett Street Reconstruction Impacts: Reconstruction of Pickett Street, including asphalt resurfacing and installation of new curb and gutter systems. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 37 Success: 2024 Maintenance Dredging Project Impacts: $311,300 project — This project removed 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. This project is on- going and still being piloted. Success: ADA Curb Ramp Replacement Program Impacts: 43 ramps replaced during 2024 construction season in coordination with Public Works Annual Street Overlay Program Success: 2024 Pavement Marking Project Impacts: This project is a maintenance project that provides for re -striping of all pavement markings on streets in the city, including the Bike Lane Pilot. This is an annual project. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 38 Success: LED Fixture Conversion for City Facilities — On -Going Impacts: Project to systematically convert City facilities from fluorescent and incandescent fixtures to Light Emitting Diode (LED) technologies. This greatly reduces energy consumption and help prevent addition of hazardous materials contained in fluorescent lamps into landfills. It also has the added benefit of creating better lighting conditions for city staff and visitors. Over 300 fixtures were either retrofitted or replaced to utilize LED technology in the last 18 months. This is an on -going project using operating funds to gradually switch facilities to more sustainable technologies and reduce waste. Success: N. Grandview Avenue Pavement Rehabilitation Impacts: Pavement rehabilitation on concrete streets that were in a deteriorating condition. The identified streets were originally constructed in the early 1990's and are exhibiting significant slab and joint deterioration. Public Works staff has performed street patching maintenance; however, the pavements require major rehabilitation to extend the service life and reduce annual maintenance. The pavement rehabilitation method removed the concrete pavement and repaved the street with asphalt pavement. The project addressed North Grandview Avenue (Loras to Audubon) which has been determined to be in the worst condition. Success: Tamarack Sanitary Sewer Extension Project Impacts: $827,972 for the Tamarack Sanitary Sewer Extension. The project extended sanitary sewer service to the existing unsewered commercial development, Tamarack Business Park, and provide future sanitary sewer services opportunities for the Crossroads Industrial Park area along with adjacent developed and undeveloped areas to the west. Success: 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 MGD which will provide the needed capacity to serve existing and proposed developments within sewer shed 4. Success: Twin Ridge Sanitary Sewer Extension Project Impacts: $955,932 for the Twin Ridge Sanitary Sewer Extension and Lagoon Abandonment. The Twin Ridge Sanitary Sewer Extension and Lagoon Abandonment Project extended the sanitary sewer gravity system and connected into the existing Twin Ridge Subdivision gravity sewer system along with abandoning the existing lagoon system. With the completion of this project the City no longer needs to permit, operate and maintain the lagoon system and the parcel, which was occupied by the lagoon system, and is now available for redevelopment. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 39 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 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: Six 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 Afriwell Hub and the Visiting Nurses Association (VNA) 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. Afriwell Hub celebrated African culture through music, storytelling, dance, and food, which fostered inclusivity and cultural exchange while engaging the Dubuque community in a meaningful cultural experience. The VNA worked with a diverse population of Marshallese and Hispanic families to improve safe sleep and play for infants with the intention of reducing the risk of SIDS by providing portable Pack `n Play cribs and sleep sacks to these vulnerable populations. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 40 Success: Attended twelve 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 Culture Creator training for existing employees, bi-annual New Supervisor training, and bi-annual training for new employees covering diversity, equity, inclusion, and belonging (DEIB) topics as well as intercultural communication skills with Intercultural Competency Training (ICC). 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. Success: Updated Language Access Plan developed and adopted by City Council. Impacts: Opens up opportunities for City employees to better serve underrepresented non-English speakers in their primary language as well as aiding those with hearing or speech difficulties. Success: Created an annual calendar of cultural dates in 2025. Also, created and disseminated for all City staff and provided to community partners and residents with a monthly Diversity in Dubuque newsletter which includes articles on the celebration month, and cultural events happening that month in the tri-state area. Impacts: Creates awareness of DEIB cultural opportunities and events while addressing topics of cultural organization and development that affect both the community and City employees. Success: Increased departmental awareness in the community through a billboard display on White Street, posters displayed in City buses, and the creation of a department logo. Impacts: This allowed community members the opportunity to reengage with the department after COVID, and to become more aware of the department which led to an increase in interactions with residents and an increase in the amount of assistance provided to the community. The logo creates a visual impact and reminder of the Equity & Human Rights Department. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 41 Success: Assisted 131 residents with educating and informing residents on discrimination, filing discrimination complaints, neighborhood disputes, and/or referral to community resources and partners. Impacts: Assisting with filing discrimination complaints and educating residents on discrimination gives them the sense that their voice matters and that the City takes discrimination seriously. It also gives them a sense of empowerment. Aiding residents with neighborhood disputes and community referrals provides outlets and opportunities for residents to problem -solve and find alternative solutions with guidance and support from the City. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 42 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Finance Please list your department's most important achievements that were completed during 2024 — 2025 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 2024 Annual Comprehensive Financial Report — 37 Consecutive Years Impacts: Provide responsive City services in a financially responsible manner to the Dubuque community Success: Government Finance Officers Association's Distinguished Budget Presentation Award for the Fiscal Year 2025 Budget — 19" Consecutive Year Impacts: Provide responsive City services in a financially responsible manner to the Dubuque community Success: Completed setup, testing, and training of automated paperless vendor setup process. Vendors utilize paperless process through a secure link or QR code. All steps are workflow driven. Enhances security in a high -risk area. Impacts: Secure City information and data using the "Best Practices" for the Dubuque community Success: Comprehensive review of the City's 40 + Safety Policies and Procedures to ensure compliance with current regulations. Impacts: Provide responsive City services in a financially responsible manner to the Dubuque community Success: Implemented a paperless, electronic safety audit reporting process to facilitate corrective actions and ensure timely follow-up and completion. Impacts: Provide responsive City services in a financially responsible manner to the Dubuque community Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 43 Success: Integrated Safety Presentations into New Employee Orientation and New Supervisor Training. Impacts: Recruit, hire, develop, and retain a diverse, top-quality City workforce dedicated to City goals and mission Success: Successfully completed the Request for Proposal (RFP) process and negotiated a new agreement for banking services and negotiated and received interest payment. Enhanced oversight of city investments, resulting in earnings of over $4.8 million to date. Impacts: Provide responsive City services in a financially responsible manner to the Dubuque community Success: Achieved successful implementation of the city-wide payroll and electronic time and attendance system in its first year, resulting in streamlined operations and improved data visibility. Impacts: Secure City information and data using the "Best Practices" for the Dubuque community Success: Conducted a comprehensive review of city leases, including a detailed billing analysis and ongoing revenue evaluation. Impacts: Provide responsive City services in a financially responsible manner to the Dubuque community Success: Unmodified audit opinion for the June 30, 2024 Annual Comprehensive Financial Report. Successful RFP and selection of new auditors for FY2024. Finalized the Fiscal Year 2024 audit in April 2025. Impacts: Provide responsive City services in a financially responsible manner to the Dubuque community Success: Implemented new billing software for the Landfill, known as CompuWeigh. Impacts: Secure City information and data using the "Best Practices" for the Dubuque community Success: Revamped the internal process for property tax allocation and billing related to city facilities and leases. Impacts: Provide responsive City services in a financially responsible manner to the Dubuque community Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 44 Success: Department -wide 7-week Dale Carnegie customized training course focused on addressing conflict openly, minimizing trustbusters, world class customer service, communication, and teamwork. Impacts: Recruit, hire, develop, and retain a diverse, top-quality City workforce dedicated to City goals and mission Success: January 2025, Moody's Investor Services affirmed the Aa2 credit rating on general obligation bonds. The rating reflects the city's healthy economic base, which serves as a regional economic center and the available fund balance will likely remain well over 45%, despite some planned draws in fiscal 2024 and fiscal 2025 to spend down federal funds from the pandemic. 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. These credit ratings are affirmation of the sound fiscal management of the mayor and city council, put Dubuque in a strong position to capitalize on favorable financial markets, borrow at low interest rate when necessary, and make critical investments in the community. Impacts: Maintain/improve the City bond rating Success: Achieved successful implementation of the Utility Billing Tyler Munis Enterprise Resource Planning (ERP). Billing continued as schedules. Water disconnections and charging late fees were put on hold from July 2023 — January 2024 to allow customers time to become acquainted with new bills and payment options and then were reinstated. Delinquent utility balances have declined to a normal level. Impacts: Secure City information and data using the "Best Practices" for the Dubuque community 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: Provide responsive City services in a financially responsible manner to the Dubuque community 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: Provide responsive City services in a financially responsible manner to the Dubuque community Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 45 Success: New Utility Bill Format. Added the reduced free program information to the front of the bill. Impacts: Increase community understanding of Dubuque City government — policies, processes, services, programs and activities, facilities and delivery mechanisms Success: Revised Utility Billing online application — added autopay and if customers are currently enrolled in the reduced fee program. Impacts: Increase community understanding of Dubuque City government — policies, processes, services, programs and activities, facilities and delivery mechanisms Success: Maintained a strong financial position. Fiscal Year 2024 General Fund Balance as a percentage of revenue was 51.19%. Impacts: Maintain enterprise/general fund reserve funds to 25% Success: Leveraged the Tyler Payroll System to import real time salary data to budget Impacts: Provide responsive City services in a financially responsible manner to the Dubuque community Success: Successful implementation of the Classification and Compensation Study to all non - represented employees in the FY26 budget Impacts: Provide responsive City services in a financially responsible manner to the Dubuque community Success: Successful budget document data re -linking and form automation project — June -August 2024 Impacts: Provide responsive City services in a financially responsible manner to the Dubuque community Success: Promotions of existing internal Finance staff. Finance Intern to Payable Accountant (July 2024). Utility Billing Cashier to Utility Billing Supervisor (August 2024). Accounts Payable Accountant to Budget/Financial Analyst (March 2025). Finance Intern to Accounts Payable Accountant (April 2025). Impacts: Recruit, hire, develop, and retain a diverse, top-quality City workforce dedicated to City goals and mission Copyright 0 2025: Lyle Sumek Associates, Inc. Project 250601 46 Success: Implementation of a tablet in Utility Billing at the customer windows to assist customers with online application submissions. The tablet allows staff to help customers fill out online applications when they may not have a computer or may not feel comfortable using technology. Impacts: Increase community understanding of Dubuque City government — policies, processes, services, programs and activities, facilities and delivery mechanisms Success: Fully committed 100% of the American Rescue Plan Act Funds by the 12/31/2024 deadline received by the City. Impacts: Provide responsive City services in a financially responsible manner to the Dubuque community Success: Partnered with the Community Impact Department to align Utility Billing customers with the Community Impact Service Program. The program offers individuals a chance to address fines and fees through service opportunities and professional development. The pilot program began 1/l/25, serves Census Tract 5 - Central Ave from 17th St to Aquin Avenue. The length of program service varies by Utility Billing Balance, not longer than 6 months. As of 4/1/25: 17 active residents in the program & 5 residents completed the program and $4,586 has been applied to city utility accounts using this program. Impacts: Increase community understanding of Dubuque City government — policies, processes, services, programs and activities, facilities and delivery mechanisms 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: Increase community understanding of Dubuque City government — policies, processes, services, programs and activities, facilities and delivery mechanisms Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 47 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Fire Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Fleet Stabilization (Engine 6 and Truck I replacement) Impacts: Lower maintenance costs, increased reliability, stabilization of fleet for increased predictability and extension of future large purchases, improved ergonomics and safety/ improved response and performance (movement in and around city/ tight spaces, ability to perform in challenging topography/ ladder set up on hills, pump/ tank capabilities for increased fire flow, friction loss). Success: Cardiac Monitor Updates Impacts: Increased capabilities, efficiencies in operations, improvements to technology, increased performance. Success: Training Division Safety Position Impacts: Improved safety oversight at incidents, increased hands-on training, focused on the reduction of injuries, increase supervision in a learning environment of increased expectations of safety, accountability, documentation, and performance. Success: EMS Bureau Position Impacts: Improved division oversight on EMS operations, focus on transparency in data and improvements in performance. Success: Enhanced ALS Capabilities on Suppression vehicles Impacts: Drastic improvements to suppression vehicle capabilities in ALS care, treatment, stabilization. Improvements to department resiliency and capabilities. Copyright 0 2025: Lyle Sumek Associates, Inc. Project 250601 48 Success: Fire station improvements (aesthetics/ upgrades) Impacts: Improved neighborhood and company pride, improvements in building aesthetics, stabilize major repairs and costs through maintenance alignment across multiple buildings. Success: Upgrades to water rescue capabilities (purchase of fire boat) Impacts: Improve confidence in operations on the Mississippi, improve safety to citizens, commercial and recreational boat operations, improve visibility of FD/ City rescue services, increased operational capacity on the Mississippi, increased collaboration with local water response partners. Success: Identified and implementing pre -plan software Impacts: Provides immediate (at time of dispatch) information on a building (fire alarm location, occupancy type/ construction/ occupancy, hazardous materials, fire prevention systems) Success: Fire department members attended various conferences throughout the year. Presented at seminars/ conferences and participated in professional advisory groups. Impacts: Continue to increase leadership and professional development knowledge and skills, continue to represent the City of Dubuque at the national level, continue to learn new processes and identify opportunities that align with strategic plan or accreditation recommendations. Success: Onboarded 2 fire academy groups Impacts: Maintained staffing, reduced minimum staffing overtime, continue to "move" individuals from civil service list to hire/ prior to alignment with another competitive department. Success: Year 1 of a new labor contract Impacts: Removed outdated language, improved organization and flow for reference and included safety provisions, annual performance reviews, joint labor and management health, safety, and wellness initiatives/ team, updated education pay, included bilingual pay, and included CPSE designation pay. Success: Updated promotional process to include fundamental documents for the written testing portion Impacts: Promotional candidates tested on city policy documents, department policy documents, and CBA information including updated leadership books identified for each rank. Ensure employees in promoted positions have an excellent working knowledge of policy and CBA. Will also identify misalignments of policy to current procedures. Copyright 0 2025: Lyle Sumek Associates, Inc. Project 250601 49 Success: Completed the department's internal and external strategic planning process Impacts: Identification of goals and objectives for the department for the next 3-5 years. Will focus budget requests and future initiatives on community driven expectations. Success: County burn tower modifications Impacts: Complete upgrade to county burner system, allows live fire simulation in controlled building for city and county firefighters, improves safety, situational awareness and efficiencies on strategy and tactics. Success: Provided active shooter/ rescue task force training to county in collaboration with DPD Impacts: Building confidence and standardization in protocols across entire county, builds resiliency in response pulling in resources that are similarly trained and prepared to respond. Success: Updated vehicle identifiers to common terminology Impacts: Provide room for growth, standard terminology, reduce confusion, prepare for potential future expansion based upon community needs. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 50 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Health Services Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Filled Animal Control Officer and orientation complete Impacts: More Animal Control coverage and responsiveness. Success: Emergency Operations Center Activation (EOC) Administrative Policy (AP) revision Impacts: Clear process and method for initial emergency response Success: National Environmental Health Association (NEHA) US Food & Drug Administration (FDA) Retail Flexible Funding Model Grant Impacts: Education, training and staff time monies for completing FDA retail standards Success: Extreme temperature plan updated and made consistent with National Weather Service Impacts: More cooling and warming centers are available when needed Success: Tim Link elected as President of Iowa Environment Health Association Impacts: Leadership opportunity and growth for staff Success: Sydney Pregler awarded Galen P. Thomas Award by Iowa Public Health Association Impacts: Recognition for excellence in food safety inspection Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 51 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Housing & Community Development Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Secured a total of $8,628,796.84 over three separate grants from HUD. Impacts: All three grants are three year grants, part of HUD's overall Healthy Homes Initiative launched in 1999. These grants take a comprehensive approach to addressing childhood diseases and injuries/illnesses of residents. This work will be completed in approximately 355 homes. Success: Implemented new rental licensing and inspections policies which effectively reduced the City's rental inspection cycle to two -years while allowing properties in good standing to self -inspect every other cycle. Impacts: Met community and council goal of more frequent rental inspections without increasing the cost -of -service delivery. More frequent inspections also help to ensure that they City's rental housing stock is being maintained, which improves resident safety and quality of life. Success: Implemented the licensing module of Citizenserve software which is being used by the Housing Department for rental licensing and inspections. Impacts: Since "go live" property owners and managers have access to information including inspections, fees and payments online. They also have the ability to request an inspection date/time that is convenient for them and to submit self -certification documentation. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 52 Success: Completed construction on budget of Pilot Model Home to be replicated on City -owned infill lots. Impacts: The Pilot Model Home (aka The Dubuque House) was approved by the Local Housing Trust Fund Advisory Committee to be a proof -of -concept design to scale and replicate on City -owned residential infill lots. Its intentional design mirrors the neighborhood profile in which it was constructed, features energy -efficiency measures that are approximately 20% above current code requirements, and will provide an affordable, sustainable home for a low -to -moderate income family home. In addition to being scalable, this design can be adapted for accessible housing and altered to fit the profile of Dubuque's diverse neighborhoods. Total Construction Investment from LHTF Program Income: $290,000 Projected Sale Price: $190,000 Estimated Project Loss: $100,000 Annual Maintenance Savings: $5,000/year Projected Annual Property Taxes Back Online: $2,500/year By eliminating City -funded maintenance costs on this vacant lot and adding it back to the property tax rolls, it will take less than 14 years to make up for the loss of funds on this project. Success: Transformed an outdated school playground to a family -friendly, attractive neighborhood wellness asset by completing the Lincoln Outdoor Wellness Project in partnership with the Dubuque Community School District, utilizing CDBG funding. Impacts: This nearly $630,000 investment of Federal funds leveraged another $255,000 of local funding to completely renovate the playground at Lincoln Elementary School, which serves the highest percentage of renters, and has the most racial diversity of all elementary schools in Dubuque. Additionally, this playground serves as a public park during non -school hours. Notable improvements include the installation of a walking track, new playground equipment, improved flow of play, elimination of traffic access, increased number of trees and shade structures, fitness equipment installation, and rubber mulch to reduce the instance of woodchips being tangled in students' hair. Qualitative anecdotal improvements include a reduction in student conflict and increased use by families during non -school hours. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 53 Success: Supported 42 households, over half of which identified as homeless or at -risk of homelessness, with Security Deposit Assistance. Impacts: Invested over $43,000 to assist homeless or households at -risk of homelessness to secure affordable rental housing. All units passed IPMC inspection prior to occupation; leases were required to be a minimum of 12 months. Success: Meet need for quality, affordable rental homes. Impacts: Increased HCV Voucher Payment Standards (VPS) to 120% of Fair Market Rent (FMR). Success: Landlord education iniatives. Impacts: PHA also refined the Successful Property Maintenance Course that all property owners are required to attend, enhancing education and training for them. Success: Enhanced communication efforts with the public regarding Housing programs. Impacts: Program documents have been translated into Spanish and Marshallese, and the readability of documents was also assessed and revised so that all documents were adapted to a 6-7th grade reading level. Success: Fostering a healthy work culture Impacts: Through the efforts of the Recruitment and Retention team, worked to strengthen workplace culture and morale while offering fun and connection opportunities as well as gestures of appreciation. Success: Internal Working Group meets biweekly to address challenging properties collaboratively. Impacts: Ensures that front line enforcement staff are looped in and aware of problem properties, dangerous situations and are aligned with their efforts Success: Excellent staff participation at the local, state and national levels for relevant organizations Impacts: Increased exposure and access to other cities enforcement policies and procedures. Peer network growth. influence over code development. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 54 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Human Resources Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Classification and Compensation Study/Review Completed and Implementation of Selected Recommendations In -Progress Impact: Updated, competitive classification and compensation structure for the recruitment and retention of quality staff. Success: Performance appraisal Universal Competencies and consistent employee evaluation process rolled out Impact: Retention, engagement, and development of quality staff along with continuous skill improvement. Success: Initial and on -going Fall and Spring Learning Challenges Conducted Impact: Retention, engagement, and development of quality staff along with continuous skill improvement. Success: Crucial Conversations Training for Supervisors Initiated and Completed Impact: Increased supervisory skill sets and higher quality work communication that also positively impacts the retention, engagement, and development of quality staff along with continuous skill improvement. Success: Five Employee Resources Groups formed Impact: Retention, engagement, and development of quality staff and increased sense of belonging in the City's workplace. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 55 Success: Bargained two Teamsters CBA's implementing updated wage/compensation structures per review/study recommendations. Impact: Consistent, non -arbitrary terms and conditions of employment to assist with recruitment, and retention of quality staff. Success: Formal Job Shadowing and Mentoring Programs implemented for City employees Impact: Retention, engagement, and development of quality staff. Success: Advanced Employee and Retiree Benefits Education Impact: Retention and engagement of quality staff and City is seen as an Employer of Choice. Success: Collaboration with Risk Management (Finance) to assess and implement initial improvements to the City's risk management and safety polices and procedures. Impact: Reduction in risks to health, safety, and well-being of City's workforce and creation/sustaining a safety culture in the City's workplaces. Success: Continuous refinement of Payroll System implementation work in collaboration with IT Finance (Budget) Impact: Legally compliant Payroll and Time and Attendance system with opportunities for data pulls to assist in decision making and reporting requirements or needs. Success: New Employee Orientation Updated/Revised and New Supervisor Orientation implemented Impact: Retention, engagement, and development of high performing, quality staff. Success: Sexual Harassment Prevention Training for Non -Supervisors implemented Impact: Retention, engagement, and development of high performing, quality staff in positive, productive work environments. Success: Continued Weekly All Employee Webinar (changed time to L OAM per feedback) Impact: Transparency and consistent communication assist with the retention, engagement, and development of high performing, quality staff in positive, productive work environments. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 56 Success: Universal (City-wide) Competency assessment incorporated into interviews for all City positions Impact: Recruitment and hiring of highly qualified staff Success: Redaction of potentially protected class identifiers in forwarded job applicants Impact: Non-discriminatory hiring of the most qualified staff for positions based on what they know as it relates to the position/role. Success: Required diversity as to subject matter expertise and demographics for Interview Panels Impact: Non-discriminatory hiring of the most qualified staff for positions based on what they know as it relates to the position/role. Success: Completed Analysis of Parks and Rec Dept temporary employee hiring process to improve efficiencies Impact: Non-discriminatory hiring of the most qualified staff for positions based on what they know as it relates to the position/role and all temporary staff positions filled to adequately staff programs, pools, and facilities. Copyright 0 2025: Lyle Sumek Associates, Inc. Project 250601 57 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Information Technology Please list your department's most important achievements that were completed during 2024 — 2025 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 Relocation. Data Center and IT Offices have now completed work at 7850 Chavenelle Rd. The solution is a highly available production 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 the new Data Center. The new Data Center can house quite a bit equipment and additional tenants in future years. 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 58 Success: Consistently Addressing Cybersecurity Awareness and Intrusion Prevention. This included: • Using tools such as Ransomware 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 • Dept of Homeland Security Free Vulnerability Scanning 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 I OOK — 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 • Ability to get Cyber Security Insurance at a fair cost Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 59 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 7850 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 60 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 2024-25 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 over 10,000 technical issues from the Enterprise Applications team over the last year (Public safety / City) • Deployment of over 250 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: Continued deployment of FirstNet, the AT&T priority first responder cell network. Impacts: Better connectivity for public safety devices, which helps response time and efficiency. Success: CentralSquare Public Safety Software Project RFP selection and kickoff. Purchase of new backup software and storage in preparation for the implementation. Impacts: When the CentralSquare project is finished and implemented, it will create efficiencies across public safety. Success: Increase of use of Laserfiche forms across various departments. Impacts: Laserfiche forms and the associated workflows provide departments with the ability to collect and store information on a very efficient scale. Departments such as Human Resources, Finance and Parks and Recreation implemented new forms. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 61 Success: Catalis Citizen portal (WebQA) replacement and rollout Impacts: Catalis allows citizens to submit requests to city staff for timely resolution. The old system was very inefficient and completely out of date. The new system has better efficiencies for both staff and citizens, allows for better reporting, and overall, a better citizen experience to report issues to city staff. Success: Implemented an IT Asset Management program Impacts: The City of Dubuque and the IT department have a substantial amount of IT assets throughout the city. It is crucial to track all of these assets for inventory, purchasing, security, budgeting and disposal purposes. Success: Ongoing Software audits for savings. Impacts: The City of Dubuque purchases and renews numerous software packages each year. The IT department has started reviewing those purchases more closely and looking for multi- year discounts, unused or higher than necessary user counts, consolidation and comparable less expensive replacement software that would save the city budget dollars. Success: Smooth transition from the retiring CIO to the new CIO Impacts: After 42 years at the City, Chris Kohlman retired in May. Joe Pregler, who has been at the city for over 24 years, was selected as the next CIO. This promotion of an existing employee provided a smooth transition. Success: Initial rollout of Microsoft Copilot (Al) for pilot users Impacts: The pilot users have already seen some efficiences gained by using Microsoft CoPilot and that should continue as training is obtained and use increases. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 62 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Library Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Dubuque County Reads: Carnegie -Stout collaborated with nine other Dubuque County libraries to facilitate the discussion of a single book. This year's title is "What My Bones Know" which included a visit by the author and a mental health panel. Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Success: The seed library has continued to grow and add partners. 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. The kick-off party held on National Seed Swap Day (Jan. 25, 2025) included Convivium Urban Farmstead, ISU Extension, Wild Ones, Herb Society, and the Dubuque County Master Gardeners. 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: Introduced more Stay Sharp Kits for patrons experiencing memory loss, and added games for visually impaired patrons. Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 63 Success: Created and maintained partnerships with Empowermental to provide self-defense classes for older adults, and adults with physical disabilities. Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Success: Introduced "Author Talks" through the Library Speakers Consortium, which provides multiple virtual author discussions to library users monthly. Very popular. Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Success: Implemented a new fax software offering free faxing services to the public, replacing the previous paid -access model. Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Success: Redesigned library card for kids offering three different card options. Impacts: Have a well -maintained and upgraded library providing services and programs responsive to community needs Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 64 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Parks and Recreation Please list your department's most important achievements that were completed during 2024 — 2025 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 parks and recreation staffing levels to provide a full complement of programs and services Impacts: Have appropriate staffing and sustainable resources to support defined recreational and park, library, culture and arts services/programs and levels of service. Success: 67% retention rate in Recreation Division temporary employees from summer 2024 to summer 2025 (as of when document completed) Impacts: Have appropriate staffing and sustainable resources to support defined recreational and park, library, culture and arts services/programs and levels of service. Success: Selected consultant and kicked off community engagement in April 2025 for the department's first Comprehensive Parks and Recreation Master Plan Impacts: Provide accessible recreational, library, culture and arts programs/activities and parks amenities that are responsive to the emerging workforce/community expectations. Listen to community input, engagement and feedback and use (incorporating the information to policy development and decision making). Success: Continued increase in adult sport participation including a 15% combined fiscal year increase in softball and volleyball above the increase of 20% the previous fiscal year. Additionally, 2024 calendar year increases in golf participation by women of 13 % (11 % increase in 2023) and couples of 25% in 2024 (21% increase in 2023). Impacts: Provide accessible recreational, library, culture and arts programs/activities and parks amenities that are responsive to the emerging workforce/community expectations. Copyright 0 2025: Lyle Sumek Associates, Inc. Project 250601 65 Success: Flora Park volleyball/pickleball courts renovation was completed. Usage of current city pickleball courts continues to rise. Five Flags provided pickleball opportunities in the winter when available. Impacts: Have well-built, well -maintained and upgraded parks, park amenities and recreational/park facilities. Safe play on six volleyball courts can easily transition to pickleball courts, increasing the number of playable pickleball courts in the commui Success: Renovation of the Bunker Hill Clubhouse Pro Shop by Park Division staff Impacts: Have well-built, well -maintained and upgraded parks, park amenities and recreational/park facilities. Success: US Forest Service Urban and Community Forestry Grant implementation including Environmental Justice Tree Coordinator managing the program and implementing the first planting of 48 trees in 2024 and spring plantings in 2025. Plantings involved community volunteers as well as partner Dubuque Trees Forever. Impacts: Have healthy urban tree canopy and preserve current trees. Success: Parking lot resurfacing project at Flora Park, failing retaining wall at Cancer Survivor Park replaced, Eagle Point Park restroom near bioretention cells renovation complete, Jefferson Park retaining wall replaced, Bunker Hill Golf/Administrative Office basement remediation project ongoing, Central Avenue streetscape amenities installed, Welu Park playground replacement ongoing, Highway 20 former rose bed reduction project ongoing, Park Maintenance Headquarter boiler replacement project complete, ImOn Arena concessions updates, and major kitchen equipment upgrades for Grand River Center. Impacts: Have well-built, well -maintained, upgraded and expanded parks, park amenities and recreational/park facilities. Success: Eagle Point Park Historic Structures Assessment complete and adopted by Council. Impacts: Have well-built, well -maintained, upgraded and expanded parks, park amenities and recreational/park facilities. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 66 Success: English Ridge, Eagle Valley, and Westbook Park developed based on community engagement and input will be open in June. Impacts: Have well-built, well -maintained, upgraded and expanded parks, park amenities and recreational/park facilities. Listen to community input, engagement and feedback and use (incorporating the information to policy development and decision making). Have well -designed and well -maintained public infrastructure and facilities serving neighborhoods. Success: Schmitt Island Development Plan adopted, Schmitt Island Development and Sport Complex Feasibility Study received by the Council, community projects trail from 16th Street bridge to Veterans Memorial ribbon cutting, amphitheater project ongoing, parade route on the Island was established, Schmitt Island Development fundraising and naming bench program approved by Council, and increased programming and tournaments at ImOn Arena. Impacts: Listen to community input, engagement and feedback and use (incorporating the information to policy development and decision making). Expand sports tourism in Dubuque. Have well-built, well -maintained, upgraded and expanded parks, park amenities and recreational/park facilities. Success: 897 Central Park sublease approved by Council opening a new green space in downtown Dubuque that was privately developed and now cared for by City with Dubuque Forward paying maintenance expenses. Impacts: Clean-up and reuse brownfield sites in Dubuque. Have well-built, well -maintained, upgraded and expanded parks, park amenities and recreational/park facilities. Success: New management contract for Five Flags Civic Center near complete and set to begin July 1, 2025. Impacts: Have residents and businesses receiving service value for their taxes and fees by providing services in a cost-effective and financially responsible manner. Provide accessible recreational, library, culture and arts programs/activities and parks amenities that are responsive to the emerging workforce/community expectations. Success: Growth in programming at Grand River Center (under management of OVG) and ImOn Arena (under management of Schmitt Island Development) in sports tourism and growth in programming at EB Lyons (under management of Dubuque County Conservation in partnership with Friends of Mines of Spain) in environmental and nature programming. Impacts: Expand sports tourism in Dubuque. Have residents and businesses receiving service value for their taxes and fees by providing services in a cost-effective and financially responsible manner. Copyright 0 2025: Lyle Sumek Associates, Inc. Project 250601 67 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Planning Services Please list your department's most important achievements that were completed during 2024 — 2025 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 $10.4 million in FY24 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 Awards Ceremony jointly with City and County Historic Preservation Commission at the St. Raphael's Cathedral. Impacts: Partnership for a Better Dubuque: Partner for historic preservation. Success: Black Heritage Survey — Held 18 outreach events engaging 957 individuals, presentations at local and two national conferences, enriched Juneteenth celebrations and Continue to outreach and model this work, on local and national stages. Impacts: Partnership for a better Dubuque: Partnership across City Departments, Loras College and University of Dubuque, and with a diverse talent Consultant Team to engage community during process. In addition, it helps move forward goals in the Imagine Dubuque Comp Plan and the Equitable Poverty Reduction and Prevention Plan. Success: 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 FY2024, 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 68 Success: Imagine Dubuque Comprehensive Plan: Continue to implement 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 98 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 43 meetings of the Development Review Team involving review of 69 concept plans, site plans and subdivision plats. Impacts: Livable Neighborhoods and Housing: Great Place to Live Success: A total of 2,406 Residential Lots/Units that are Approved, Under Review, Under Construction or Completed Impacts: Livable Neighborhoods and Housing: Great Place to Live Success: State Historic Preservation Office Programmatic Agreement: Planning Staff working with the SHPO to develop a PA between HUD, SHPO and the City to facilitate federally mandated Section 106 Reviews. Impacts: Livable Neighborhoods and Housing: Great Place to Live Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 69 Success: Finalizing two Certified Local Government grant projects involving an Intensive Architectural and Historical Surveys for the Deereville and Voelker Highlands neighborhoods, Both are unique in that they are the first 20th 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 298,207 sq ft of commercial and industrial development Impacts: Robust Local Economy: Diverse Businesses and Jobs with Economic Prosperity Success: Chaplain Schmitt Island Development Plan: Assisted in development of the Chaplain Schmitt Island Development Plan to help guide development of the island. Impacts: Partnership for a Better Dubuque: Building Our Community that is Viable, Livable, and Equitable and Robust Local Economy: Diverse Businesses and Jobs with Economic Prosperity Success: Expansion 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: Eagle Point Park Historic Structures Report: Planning Staff assisted the Parks and Recreation Staff in obtaining a Jeffris Grant to supplement funding to conduct a historic structure report on the iconic Eagle Point Park buildings. Impacts: Livable Neighborhoods and Housing: Great Place to Live Success: Mobility 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 70 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Police Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Employee Wellbeing: In the past physical year we trained our peer support and chaplains. Additionally, we started our individual officer check ins with the psychologist. Another success is that we re -introduced our voluntary physical fitness assessments. EQ still is at the core of our training and is the foundation of all we do with wellness. Impacts: Using the trifecta of Physical, Mental, and Emotional wellbeing, officers are healthier and more grounded. Success: Collective Bargaining Agreement: We were able to successfully negotiate and re- evaluate our collective bargaining agreement to make it one of the most successful contract negotiations in our history. Impacts: By providing a competitive collective bargaining agreement we are making it harder for officers to leave for other departments. Success: Automated License Plate Readers: The Flock license plate readers became fully functional at the end of 2024. Officers have shown successes in apprehension as well as efficiencies in searching the system. Impacts: Allows for efficient and quick access to locate vehicles involved in criminal activity, as well as, criminals associated with those vehicles. Success: Crime Analyst: The Crime Analyst was hired and began training in early 2025. The analyst has already started using her skills and training to come up with comprehensive reports and reports on very specific information. Impacts: We have a lot of data, but never had a good way to pull the data and analyze the data. The Crime Analyst is collecting data and connecting dots with the data so that officers have a more accurate picture and the department can more effectively utilize it's resources. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 71 Success: Department Training: The Department has been in a training cycle for 18 months. The experience level is lower than it has been, so to make up for experience we need to do training, especially in high risk, low frequency tasks such as use of force, emergency driving, rapid deployment, and case law. Impacts: A highly trained department is a highly competent and effective department. Success: CALEA re -accreditation: The Department was re -accredited for the loth time in July 2024. At that time all 484 standards were reviewed and the department passed unanimously. Each year, CALEA assesses approximately 1/4 of all standards with a full assessment in year 4. Impacts: Third party review of our policies and procedures holding us to the best practices of the industry. Additionally, a robust policy, allows officers and the City to have robust liability protection. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 72 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Office of Shared Prosperity & Neighborhood Support Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Designed and Implemented City Life in Marshallese Impacts: Increased understanding of how residents can participate in their local government including serving on City boards/commissions and/or task force by a diverse group of residents Success: Established a Data Governance Policy Impacts: Provides the city with a standardized structure for collecting, storing, protecting and using data effectively Success: Developed an automated system for tracking and reporting poverty metrics Impacts: Improve data accuracy and accessibility. Success: Increase the maximum neighborhood grant funding from $750 to up to $2,500 to better support community neighborhood projects Impacts: Empowers residents with the tools and resources needed to build or strengthen neighborhood pride and community identity. Success: Supported the launch of one new neighborhood association, demonstrating our commitment to actively engage residents in taking responsibility for enhancing neighborhoods Impacts: Empowers residents with the tools and resources needed to build or strengthen neighborhood pride and community identity. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 73 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Public Works Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Automated trash routes (5) Impacts: Safer work environments for staff, and more efficient operations to build capacity for community expansion. Success: Asphalt Overlay Program (8-miles) Impacts: Better conditions of streets and sidewalks with eliminated obstructions and improved visibility Success: ADA Curb Ramp Replacements Impacts: Better conditions of streets and sidewalks with eliminated obstructions and improved visibility Success: Administrative Support fully staffed Impacts: Easy, convenient access to City information and services. Customer -focused City service delivery. Success: Public Works' staff onboarding alignment process implementation Impacts: Recruit, hire, develop, and retain a diverse, top-quality City workforce dedicated to City goals and mission Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 74 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Sustainability Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: 2025 Growing Sustainable Communities Conference Impacts: The conference brought together 305 participants from 21 states. Introduced new features to the conference, well rounded programming and learning sessions. 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 and build partnerships. Success: Sustainable Dubuque Community Grant 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: Youth Climate Action Fund Grant Program Impacts: Disbursed $50K, applied for and awarded $100K, disbursed $85K + admin cost Meets outcome to reduce community's carbon footprint, helped with workforce retention through additional administrative funding. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 75 Success: Energy Star Portfolio Impacts: Implementing the climate action plan: specifically, actions related to buildings energy efficiency and City leading by example. Data will inform City budget process and identify ways to save City operating dollars. 66 buildings are tracking their energy use. 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: Branching Out Dubuque Initiative 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 76 Success: Energy Audits (11, more scheduled for late June) Impacts: Saved energy for LMI households, reduced GHG emissions, money savings for vulnerable residents. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 77 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 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 Installation Started. Impacts: Ramp equipment is being installed. The estimated completion date for 5 of the 6 ramps is July. The Iowa Street Ramp will be completed in the fall due to potential construction. The On -street technology will be in a separate RFP being distributed Summer of 2025. 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: Electric Buses Impacts: The Jule has selected an electric bus. Currently working on an electric charging system for the JOTC. (Ongoing Project) Success: AM/PM Commuter Routes Impacts: Continue to see steady ridership on the AM/PM commuter routes to get residents to and from work. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 78 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Water Please list your department's most important achievements that were completed during 2024 — 2025 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 Grade 4 lime softening water treatment plant, permitted by the Iowa Department of Natural Resources (DNR). This permit establishes specific operational parameters that require continuous monitoring, including routine and specialized sampling and up to 200 daily tests to ensure regulatory compliance. The Water Department works in close coordination with the DNR to ensure the City remains in full compliance with all permit requirements. Success: Sustainable Environment: Preserving and Enhancing Natural Resources - Implementation of Annual Hydrant FlushingNalve Turning Program Impacts: The City's annual hydrant flushing program plays a vital role in maintaining water quality by minimizing bacteriological growth, restoring disinfection residuals, and improving water clarity and turbidity. It also helps control corrosion and supports adequate fire flow and pressure throughout the distribution system. Complementing this effort, the annual valve turning program ensures main line valves are regularly exercised to maintain reliable operation and further protect water quality. Both programs are consistent with recommendations provided by the Iowa DNR following the 2022 sanitary survey. Success: Regulatory Compliance - Lead Service Line Inventory and Public Notification Impacts: In Fiscal Year 2025, the department successfully met a key regulatory milestone under the Lead and Copper Rule Revisions (LCRR), which required all water systems to develop and maintain an inventory of service line materials by October 16, 2024. In compliance with the LCRR, the Water Department issued notifications to all customers whose service lines were identified as containing lead, galvanized requiring replacement (GRR), or were classified as "lead status unknown." These notifications were sent within 30 days of completing the initial inventory and will continue to be issued annually until the affected service lines are confirmed to no longer contain lead. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 79 Success: LSL Pilot Program — Phase I Planning/Award of Construction Contract Impacts: Phase I of the Private Lead Service Line Replacement Pilot Program includes the replacement of 196 lead service lines identified throughout the City's water distribution service area. The scope of work will vary by location and may involve either full replacements —from the public water main to the interior plumbing —or partial replacements, involving only a section of the service line. Engineering and design for Phase I were completed by Origin Design of Dubuque, IA. In May 2025, the construction contract was awarded to JQ Construction, LLC of Waterloo, IA. Construction is scheduled to begin in Summer 2025. Success: Well No. 2 Repair & Rehabilitation Impacts: The City completed critical repairs to Well No. 2 after the pump began experiencing performance issues. The project included well televising, brushing and bailing, air shock treatment, acidizing, and reinstallation of the pump. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 80 DEPARTMENTAL SUCCESSES 2024 — 2025 Dubuque, Iowa June 2025 DEPARTMENT: Water & Resource Recovery Center (WRRC) Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Recovery from contractor -caused boiler inspection failure, restoring digester performance and eliminating odor impacts. Impacts: The contractor's failure to properly reassemble the boiler during a routine inspection in Fall 2023 forced the WRRC to operate without a functioning boiler for three weeks. As a result, anaerobic digester temperatures dropped, reducing solids treatment capacity and requiring the City to store hauled high -strength waste in the excess flow tank. This temporary measure led to persistent, highly noticeable odors that affected the city throughout the summer of 2024. The WRRC's successful removal and proper disposal of the stored waste eliminated the odor issue entirely, restoring quality of life for residents and reaffirming the City's commitment to environmental responsibility. Success: Evaluated and restructured the vacant Maintenance Supervisor position, creating a new Maintenance Lead role to better align with WRRC's operational needs. Impacts: This past year, WRRC staff conducted a thorough analysis of departmental maintenance needs and determined that replacing the Maintenance Supervisor position with a hands-on Maintenance Lead role would better serve the facility and the City. In coordination with Human Resources and the Operating Engineers union, staff developed a new job description and wage scale tailored to the position's technical demands and field responsibilities. The new role has been approved and is now ready to be filled. This restructuring will strengthen WRRC's ability to maintain critical treatment infrastructure and the City's 21 lift stations. It ensures that the maintenance team is equipped with both leadership and technical expertise, positioning the department to respond more effectively to system needs and extend the lifespan of vital assets. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 81 Success: Upgraded the WRRC Environmental Lab's ammonia testing method, reducing daily analysis time. Impacts: This upgrade modernized a core analytical process by replacing the labor-intensive Standard Methods 4500-NH3 C titrimetric method with the more efficient 4500-NH3 D selective electrode method using a new KIMBLE Midivap system. The change significantly improved lab efficiency, freeing up staff time for other critical work while increasing accuracy, consistency, and throughput. It also reduced the potential for operator error and sample contamination. These improvements enhance the WRRC's ability to deliver timely and reliable ammonia data for process control and compliance —not only for its own operations but also for partner facilities and agencies that rely on the lab's services. In addition, the time savings and reliability improvements allow staff to better serve individual citizens who submit samples for testing, such as those seeking information on private well water quality. This ensures the WRRC continues to support public health, environmental protection, and high -quality customer service across the community. Success: Implemented major enhancements to the WRRC's hauled waste program as part of the City's industrial pretreatment program, improving oversight, security, and regulatory compliance. Impacts: In 2024, WRRC staff strengthened the hauled waste program through a series of targeted improvements directly tied to the goals of the City's industrial pretreatment program. A key operational change was closing the access gates and requiring all haulers to check in prior to entering the facility, ensuring every load is reviewed, logged, and, when appropriate, sampled before discharge. This significantly reduced the risk of unauthorized or high -strength waste entering the treatment process, which could otherwise cause operational upsets or permit violations. To support this change, WRRC developed formal sample handling procedures, implemented consistent labeling and storage protocols, and trained staff across departments to ensure clarity and consistency. Oversight was further enhanced by integrating these activities under the Industrial Pretreatment Coordinator's responsibilities, aligning the program with federal pretreatment standards and local enforcement authority. For citizens, these improvements translate to stronger protections for water quality and public health, a reduced risk of odor or treatment issues caused by non -compliant waste, and more reliable performance of the WRRC and the 21 lift stations throughout the City. By holding industrial and commercial waste generators to consistent standards, the WRRC safeguards community infrastructure, ensures fair and transparent treatment practices, and reinforces the City's commitment to environmental responsibility. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 82 Success: Improved the WRRC drying pad by removing outdated infrastructure, acquiring new equipment, and enhancing solids management practices to reduce odors and increase operational efficiency. Impacts: In 2024, the WRRC implemented a series of improvements to the eastern drying pad to address long-standing odor issues and improve the management of sewer debris and residuals. A major step was the removal of the deteriorated hoop building, which created additional space for better material handling and routine cleaning. As part of the FY25 improvement package, the City also approved the purchase of a compact track loader, giving WRRC staff the appropriate equipment to maintain the pad effectively and reduce the accumulation of odorous materials. Coordination with haulers further improved operations by minimizing how long solids remain onsite. These changes had a direct and positive impact on the nearby Girls Independent Softball facility, which had been affected by odors from the drying pad —particularly during the summer season when games and practices are most frequent. By reducing odors at their source, the WRRC improved the experience for athletes, families, and spectators who use the facility. Internally, the improvements also enhanced staff safety, increased operational efficiency, and demonstrated the WRRC's responsiveness to community concerns. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 83 Boards and Commissions Performance 2024 — 2025 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 84 BOARD AND COMMISSION SUCCESSES 2024 —2025 Dubuque, Iowa June 2025 BOARD/COMMISSION: Arts & Cultural Affairs Please list your department's most important achievements that were completed during 2024 — 2025 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. Reviewed and updated the Special Projects 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. We also established a timeline for regular reviews of the grant process to ensure it remains responsive to evolving organizational needs and external trends. Impacts: Streamlining the materials and eligibility criteria allowed for more organizations to be considered eligible, which in turn fostered a more diverse pool of applicants. This inclusivity not only enriched the selection process but also ensured that a wider range of perspectives and innovations were represented. Success: Developed Strategic Plan initiative to revise Commission ordinance 2-8-5: Membership. Impacts: Simplifying language and removing overly stringent requirements will accommodate membership levels that possess varying degrees of expertise. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 85 BOARD AND COMMISSION SUCCESSES 2024 —2025 Dubuque, Iowa June 2025 BOARD/COMMISSION: Civic Center Commission Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Incorporated self-service kiosks for concession stands. Continued the initiative to promote 'grab and go' stations during events. Impacts: Increased patron satisfaction, faster customer service, and enhanced efficiency for staff. Success: Bookings are strong for the fall of 2025. Impacts: More entertainment opportunities for the residents and visitors as well as a diverse offering of events. Success: Improvements made to the artist's greenroom. Impacts: Provide a more inviting and relaxing space for artists to unwind before and after their performances, while reinforcing the city's reputation as a hospitable and artist -friendly destination. Success: Installation of promenade located throughout the building for adverting/sponsorship on television screens. Impacts: Provides advertising opportunities for current sponsors and encourage new sponsorships and promote upcoming shows and announcements. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 86 BOARD AND COMMISSION SUCCESSES 2024 —2025 Dubuque, Iowa June 2025 BOARD/COMMISSION: Civil Service Commission Please list your department's most important achievements that were completed during 2024 — 2025 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 advanced interview process for selecting the Deputy Fire Chief, a newly created position Impacts: The advanced interview process accurately and fairly identified the essential qualities and character traits required for the position, such as emotional intelligence, management skills, and leadership style Success: Scheduled and proctored 3 exams for Police Officer Entry positions and 3 exams for Firefighter positions. Impacts: Furthers the City Council's priorities of police and fire staffing Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 87 BOARD AND COMMISSION SUCCESSES 2024 —2025 Dubuque, Iowa June 2025 BOARD/COMMISSION: Community Development Advisory Commission Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Completed a comprehensive Analysis of Impediments to Fair Housing Choice, identifying structural barriers and opportunities to advance equitable housing access in Dubuque. Impacts: This analysis provides a foundation for data -driven policy changes and targeted initiatives. For residents, it helps ensure that housing opportunities are accessible to all, regardless of race, income, or backgrounds, supporting a more equitable and vibrant community. Success: Developed and submitted the 5-Year Community Development Block Grant (CDBG) Consolidated Plan, outlining strategic priorities for housing, neighborhood development, and public facilities for FY26-FY30. Impacts: This plan guides the investment of federal CDBG resources into programs that improve safe and affordable housing stock, our ageing infrastructure, and public services especially for low- to moderate -income residents. Success: Recruited and onboarded new members to the Community Development Advisory Commission (CDAC) while continuing to support and engage active commissioners in meaningful, community -driven work. Impacts: Bringing fresh perspectives and maintaining strong engagement among existing members strengthens the commission's ability to represent diverse community voices. This ensures more inclusive decision -making, better alignment with resident needs, and increased trust in the City's community development efforts. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 88 BOARD AND COMMISSION SUCCESSES 2024 —2025 Dubuque, Iowa June 2025 BOARD/COMMISSION: Housing Commission Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Attending Neighborhood Association Events & Community Outreach Impacts: Be the voice of the community, creating connections and relationships to build trust and transparency. Success: Continued attendance with sub -committees Impacts: The Housing Commission engaged with sub -committees within the City. Commitment to be present, informed and represent. Success: Involvement with city goal setting and being able to be the voice of the public. Impacts: Input from constituents relayed through commission members as to what is important and how to focus on the well-being of the community. Success: Held all scheduled Housing Commission meetings. Impacts: Attendance was a priority, and the work produced from it benefits all. Success: Getting answers for constituents by consulting with the subject matter experts and relaying information. Impacts: Education in topics surrounding housing has been helpful for Housing Commission members as they are a great resource to funnel information to the public. They have connections with people in the community and when they can give educated answers to community members everyone wins! Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 89 Success: Input on the creation of PHA 5-Year Plan. Impacts: Housing Commission members were able to convey the real needs of those in need of housing assistance and helped to focus on the goals for the next 5 years. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 90 BOARD AND COMMISSION SUCCESSES 2024 —2025 Dubuque, Iowa June 2025 BOARD/COMMISSION: Human Rights Commission Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Updating the city ordinance for the commission Impacts: Success: Supporting City Department Staff at Community Engagement Events Impacts: Success: Working to align internal commission handbook rules/regulations given updated ordinance Impacts: Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 91 BOARD AND COMMISSION SUCCESSES 2024 —2025 Dubuque, Iowa June 2025 BOARD/COMMISSION: Long Range Planning Advisory Commission Please list your department's most important achievements that were completed during 2024 — 2025 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 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. Citv 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 Goo2le Mans & 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 AchieveIt software for tracking progress on Imagine Dubuque recommendations and presentation to LRPAC and Citv Council. Impacts: Financially Responsible, High -Performance City Organization: Sustainable, Equitable, and Effective Service Delivery Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 92 BOARD AND COMMISSION SUCCESSES 2024 —2025 Dubuque, Iowa June 2025 BOARD/COMMISSION: Parks and Recreation Commission Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Approval of leases and contracts. Impacts: Partnerships with local clubs and organizations allows and expands quality of life opportunities beyond the City's capacity. Success: Community engagement for new developments, such as neighborhood parks. Impacts: Expanded and accessible recreational opportunities within a 10-minute walk. Success: Phase 2 Comiskey Park - Planning Impacts: Makes a vibrant community, livable neighborhood and connects the community. Success: Department Marketing Impacts: More participants, expanded programing, expanding programing to low-income patrons Success: 60% retention of past temporary employees. Impacts: Consistent service provided to the community. Success: Created a closer relationship with Chaplain Schmitt Island Committee/DRA on the Master Plan. Impacts: Approval of the current Chaplain Schmitt Island plan and provided an opportunity for larger community engagement. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 93 BOARD AND COMMISSION SUCCESSES 2024 —2025 Dubuque, Iowa June 2025 BOARD/COMMISSION: Resilient Community Advisory Commission (RCAQ Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Supported permanent funding for the Climate Action Coordinator position. Impacts: Fulfillment of 24/25 Initiative #1; extension of position for another year. Success: Supported, reviewed and informed the consultant team working to update the Unified Development Code as it relates to Sustainability and Resiliency efforts. Impacts: Fulfillment of 24/25 Initiative #2; UDC which builds in additional sustainability and resiliency measures. Success: Reviewed Greenhouse Gas Inventory & advised City Council on consideration of a science -based target. Impacts: Fulfillment of 24/25 Initiative #3 Success: Fostered 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 inform and shape city operations as they relate to the 50% by 2030 Climate Action Plan. Fulfillment of 24/25 Initiatives #4,5,6,7 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 24/25 Initiative #4 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 94 BOARD AND COMMISSION SUCCESSES 2024 —2025 Dubuque, Iowa June 2025 BOARD/COMMISSION: Transit Board Please list your department's most important achievements that were completed during 2024 — 2025 under "Success." Under "Impacts", please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Areas of Persistent Poverty Grant to be started Impacts: This Grant will review the complete transit system including routes, equipment and hours of service. Success: Electric bus to be delivered in December 2025 Impacts: New technology to be used in the bus services. This will have a great impact on the city's climate/emissions. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 95 BOARD AND COMMISSION SUCCESSES 2024 —2025 Dubuque, Iowa June 2025 BOARD/COMMISSION: Zoning Advisory Commission Please list your department's most important achievements that were completed during 2024 — 2025 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 has reviewed 14 rezonings, 5 site plan waivers, 4 planned unit developments, 13 plats, and 1 text amendments in Fiscal Year 2025 to -date. 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 96 BOARD AND COMMISSION SUCCESSES 2024 —2025 Dubuque, Iowa June 2025 BOARD/COMMISSION: Zoning Board of Adjustment Please list your department's most important achievements that were completed during 2024 — 2025 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 20 special exceptions, 11 variances, and 2 conditional use permits for a total of 33 cases (as of April 24, 2025) in Fiscal Year 2025. 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 97 Success: Evaluation and update of the Unified Development Code. The consultant, Camiros, was selected and the update of the 2009 Unified Development Code has commenced. To date, a public survey, technical survey, stakeholder interviews, and developer's roundtable stakeholders meeting have taken place. Camiros has taken the feedback from the initial outreach and reviewed the existing code to evaluate and draft a Technical Report which will be presented to the Zoning Advisory Commission and City Council. Impacts: Financially Responsible, High Performance City Organization: Provide City services responsive to the community. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 98 Partners Performance 2024 — 2025 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 99 PARTNER, NEIGHBORHOOD ASSOCIATION SUCCESSES 2024 — 2025 Dubuque, Iowa June2025 Neighborhood Association: POINT NEIGHBORHOOD ASSOCIATION Under "Success", please explain what you believe has been the greatest achievements in the last year either within your neighborhood or in the broader community Under "Impacts", please explain what the benefits is to your neighborhood or broader community for each achievement. Success: "Bringing people together thru community events. "We have brought together people from different cultures and ages. " Impacts: "We meet people we might not have known. As our motto says "Together we are better"" Success: Getting more people from our area involved and interested. Impacts: "Make people. More known in the area" Success: We have had many successes with more people attending our fun bingo nights, hotdog night and national night out, Christmas social. we have had a blast and thank the City for all the grant funding, it builds a community and very valued to all of us Impacts: "It makes other people understand who we are, what we do and how much fun we have" Success: Speed reduction on Peru Rd. Impacts: "It made traveling on Peru safer" Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 100 PARTNER, NEIGHBORHOOD ASSOCIATION SUCCESSES 2024 —2025 Dubuque, Iowa June 2025 Neighborhood Association: St. Joseph, Langworthy, Downtown, Fenelon Under "Success", please explain what you believe has been the greatest achievements in the last year either within your neighborhood or in the broader community Under "Impacts", please explain what the benefits is to your neighborhood or broader community for each achievement. Success: St. Joseph- continued development of the governmental 'infrastructure' to develop NAs Impacts: SO FAR it hasn't benefitted our neighborhood, but more and more means are coming to which may help, as long as the higher governmental structures (state and federal) don't starve the work of our county and city. Success: Langworthy- Available Grant monies, Fall Street Picnic Impacts: Planning events and getting to know neighbors! Getting to know the neighbors! Success: Downtown NA- The efforts implemented to keeping the streets and alleys cleaned up and looking good. Impacts: Has Helped make the neighborhood feel more desirable and has helped attract a large pool of prospective tenants who rent Success: Fenelon NA- Social gatherings have really helped us come together socially as a neighborhood, Our Neighborhood Party Impacts: People are more acquainted, say hi, smile, wave. Building community Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 101 PARTNER, NEIGHBORHOOD ASSOCIATION SUCCESSES 2024 — 2025 Dubuque, Iowa June2025 CARICH Properties Multicultural Family Civic Groups/ Partners: Center, John Deere, Community Foundation of Greater Dubuque Under "Success", please explain what you believe has been the greatest achievements in the last year either within your neighborhood or in the broader community Under "Impacts", please explain what the benefits is to your neighborhood or broader community for each achievement. Success: CARICH Properties - Development of 1734 and 1706 Central. Impacts: Continuing to improve the affordable housing stock, while keeping the quality at a high level. 1706 has been vacant for many years and will be a great improvement to the neighborhood. Success: Multicultural Family Center, John Deere, Community Foundation of Greater Dubuque - A few more biking trails, development in the Millwork district Impacts: More restaurants in the Millwork district and potential to attract younger new employees. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 102 SECTION 5 LOOKING TO DUBUQUE'S FUTURE [Updated: 9/16/25] Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Dubuque Success in 2030 WHAT I WANT TO ACCOMPLISH IN 5 YEARS - OUTCOMES FOR WAUKEE Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 My Actions Ideas for 2025 — 2026 City of Dubuque MY MOST IMPORTANT PRIORITIES FOR THE NEXT YEAR Copyright C 2025: Lyle Sumek Associates, Inc. Project 250601 Messages from Our Community City of Dubuque RESIDENTS 1. Concerns about park condition and lack of maintenance, especially at Eagle Point Park — parks not a priority for City government 2. Odor is still there — what is the City doing to address this problems, why is this a lingering problem? 3. Dubuque needs to become a sport destination and needs a major sports complex to support sports tourism, beyond the Field of Dreams ... we are tired of travel to other cities 4. Question: why is Dubuque allowing more apartments to be built and not emphasizing single-family homes 5. Dubuque is not a bike or pedestrian friendly community — gaps in and deteriorating sidewalks and lack of bike lanes 6. Concerns about the distressed appearance of Grandview corridor 7. Dubuque needs a second sheet of ice 8. Concerns about neighborhood speeding 9. Upgrade Cedar Cross Road 10. Please address a east -west corridor— along time problem and priority 11. Put sidewalks on the West 2" Street corridor 12. Keep City taxes low or even lower taxes without reducing services or level of service 13. Dubuque needs more experience -based businesses, high quality retail and more restaurants 14. Upgrade City streets Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 4 RESIDENTS (continued) 15. Concerns about bad behaviors by youth 16. Personal concerns about social security, Medicare, actions against diverse populations and LBGTQ 17. Dubuque needs more hotels... Grand Harbor Hotel needs an upgrade 18. Overall, the City of Dubuque is more forward and providing quality services to residents Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Messages from Our Community City of Dubuque BUSINESSES 1. Concerns about the impacts of tariffs and uncertain economy, including rising interest rates — will my small business survive 2. Concerns about the City government's financial condition 3. Developers and builders concerns about lack of sewer capacity 4. Expand air service beyond today's flight 5. Difficult in finding a quality workforce 6. Developers and builders stay out of the way; give me incentives and more Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 City of Dubuque Strengths — Weaknesses Threats — Opportunities >> Strengths 1. Mayor and City Council acts with civility and respect 2. Mayor and City Council's leadership for a better Dubuque future, collaboration and teamwork 3. City Manager's leadership and commitment to the Dubuque community; his willing to learn and personal development 4. Department Directors commitment to the Dubuque community and leading their departments 5. City's financial strength, managed and responsible debt level and bond rating 6. Transparent City government — City information easily available to all 7. Community engagement in policy development and planning — City government listens to the Dubuque community 8. Dubuque —an equitable and welcoming community for all 9. Dubuque becoming a tourist destination for cruise passage, sports and history 10. Field of Dreams momentum 11. Chaplain Schmitt Island momentum 12. Historic Downtown on the Mississippi River 13. City sustainability and resiliency 14. Safe community and quality public safety services Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 7 »> Strengths (continued) 15. City employees enthusiastically serving our Dubuque community 16. Location on the Mississippi River 17. Natural resources and beauty 18. Strong partnerships with Federal and State of Iowa delegations 19. Community events and festivals 20. Dubuque Art Museum expansion 21. Growing arts and culture community 22. Growing community 23. More leisure options for residents at Chaplain Schmitt Island and throughout our Dubuque community 24. Using Al to enhance traffic flow 25. City investment in Wastewater collection and enhanced treatment processes 26. Recognition a great tourist destination in the Midwest 27. Universities and colleges in Dubuque —expanding educational programs like Medical School and Aviation Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 8 »> Areas for Improvement 1. Poor quality parks and park amenities, including the "crown jewel" Eagle Point Park 2. Water Resources and Recovery Center improved processes and reduced odor 3. Expanding bikes throughout our Dubuque community 4. Aging City infrastructure needing maintenance, upgrade or replacement 5. Attracting and retaining young professional and young families 6. Making Dubuque a more beautiful community 7. Developing additional housing opportunities for all income levels 8. Funding for City capital investment 9. Preserving historic Downtown 10. Expanding air service 11. Developing hotels in a difficult leaning environment 12. Expanding sewer infrastructure 13. Limited land for future development 14. Developing east -west connectivity 15. Attracting retail and restaurant businesses to Dubuque 16. Expanding programs and activities for youth 17. Addressing racial disparity within the Dubuque community 18. Services and facilities maintenance limited by limited City staffing levels 19. Too many convenience stores in north Dubuque 20. Addressing Linwood Cemetery related issues 21. Upgrading Grand Harbor Hotel Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 9 ► Areas for Improvement (continued) 22. Addressing Five Flags facility future — sale or improvement 23. Revitalizing Central Avenue corridor 24. Addressing issues associated with mobile homes 25. Loss of AmeriCorps 26. 27. 28. 29. 30. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 10 »> Threats to Dubuque's Future 1. Actions by the State of Iowa: future of property tax, future of TIF, partisan elections for local governments 2. Actions by Federal Government: grants and uncertain funding, tariff impacts, programs and services reduction and elimination, attacks on equity 3. Disinformation — Moving away from data -based decision making 4. Politics based uncivil behavior and personal attacks 5. Railroad 6. All lead pipe replacement by 2035-2036 7. Major pool failures 8. Lack of adequate Fire staffing — staffing to four 9. Future of H & W Brewing and Malting Building 10. Vacancies on City boards and commissions 11. Limited land for industrial development 12. Bank financing tightening up 13. Culture wars impacting the City government and Dubuque community 14. Actions by ICE and other Federal agencies 15. Pressure on the City to take potential unethical actions 16. Need for greater population growth within the City of Dubuque 17. Not addressing or adapting to climate changes 18. Jefferson School closing 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 11 >> Opportunities for Dubuque's Future 1. Future growth 2. Air service expansion 3. Housing incentive policies and future housing development 4. Bee Branch Project completion 5. Tourism in General 6. Sports Tourism and potential youth sports complex — indoor and outdoor developed by the private sector 7. University of Dubuque Medical School creation 8. Downtown revitalization 9. Becoming a bike friendly community with bike lanes throughout the community 10. Chaplain Schmitt Island becoming a major Dubuque destination —major destination venues for our residents and our guest 11. Welcoming community to all 12. Infill housing development 13. Dubuque Art Museum expansion 14. Field of Dreams development 15. Dock development 16. South Port revitalization 17. Central Avenue corridor 18. Five Flags facility 19. Southwest Arterial development — business and residential development 20. Artificial Intelligence policy and use by the City Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 12 >> Opportunities for Dubuque's Future (continued) 21. Envision 2030 22. Partnership with the private sector on projects 23. Enhancing mobility within the Dubuque community 24. 25. 26. 27. 28. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 13 Actions for 2025 — 2026 Mayor and City Councils' Interviews City of Dubuque 1. Parks Master Plan Development and Implementation: Completion, Implementation Plan — Short Term and Long Term, Direction and Funding 2. Fire Stations Plan: Report with Options and Recommendations, Direction, Funding and City Actions 3. Water Resource Recovery Center Upgrades; Short -Term Action Plan, Direction, Funding and Actions to Improve Processes and Reduce Odor 4. Five Flags Facilities Direction: Upgrade Plans Review, Sale Proposal Review, Direction and City Actions 5. Air Service Expansion: Monitoring Denver Air Service Performance, Update Report, Direction, City Actions 6. Dubuque Law Enforcement Center (DELL) Upgrade: Updated Report, Direction, Funding and City Actions 7. Fire Staff Increases: Report with Options, Direction, Phasing Plan, Direction and Funding 8. IT Staffing Increases: Report with Options, Direction, Phasing Plan, Direction and Funding 9. City Services and Staffing: Assessment, Staffing Plan Development, Report with Options and Recommendations, Direction and Funding 10. 14' Street Bridge: Securing Federal Funding, Direction, Bid Project and Construction 11. Railroad Quiet Zone: Update Report, Direction and City Actions Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 14 Actions 2025-2026 (continued) 12. Eagle Point Park Upgrade: Historic Assessment, Report with Options and Recommendations, Direction and Funding — Maintenance Staffing and Improvement Projects 13. Chaplain Schmitt Island Development: Project Development a. Hotel Development b. Amphitheater Project 14. Central Avenue Corridor Revitalization Plan Implementation: Direction, Funding, Project Priorities and City Actions 15. Grand Harbor Hotel Upgrade: Update Report, Direction, City Actions and City Funding (if Necessary) 16. Northside Grocery Store Attraction: Goals, Market Analysis, Direction, City Actions and Funding (if Necessary) 17. Bee Branch Project Completion: Gate and Pump Project Completion, Next Steps Direction and Funding 18. Sewer System Expansion: Report with Options, Direction and Funding Mechanism 19. Field of Dreams Development: Update Report, Direction and City Actions 20. Youth Sports Complex: Definition, Goals/Desired Outcomes, Market Analysis, Report with Findings and Options, City Role, Potential Private Partner, Direction, Funding Mechanism and City Actions 21. University of Dubuque Medical School Establishment: Update Report, City Actions to Support Development and Funding (if Needed) 22. Fiber to Community Project Completion: Update Report and City Actions 23. East-West Corridor Project: Update Report, Projects Update, Direction, Funding and City Actions 24. Hotel Attraction and Development: Market Assessment, City Role, Direction and City Actions 25. Police Staffing Increase: Report with Options, Direction, Phasing Plan, Direction and Funding Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 15 Actions 2025-2026 (continued) 26. Resiliency/Sustainable Plan Implementation: Update Report, Direction, City Actions and Funding 27. EV Infrastructure Development: Status Report, Potential Projects, Funding Sources/Grants, Direction and Next Steps 28. Comisky Park Development — Phase 2: Update Report, Phasing Project and Timing, Direction and Funding 29. Water Treatment Plant Upgrade/Replacement: Independent Condition Assessment, Report with Findings and Options, Direction, Funding and City Actions 30. Viking Docking Facility Project: Status Update Report, Direction and City Actions 31. 911 PSAP Center —Relocation, Staffing and Accreditation: Update Report, Direction, Funding, and City Actions 32. Targeted Small Business Grant Program Expansion: Goals/Desired Outcomes, Direction and Increased Funding 33. Data Center Relocation: Completion 34. Tourism Strategy/Action Plan: Goals, City Role, Partners, Report with Options, Direction and Funding Mechanism 35. Parking System Upgrade Projects: Update Report, City Action and Projects Completion 36. STREET Program Full Implementation: Update Report, Direction, Funding and City Actions 37. Large Complexes Recycling Encouragement: Direction and City Actions 38. South Port Revitalization: Update Report, Direction and City Actions 39. Hotel Development at Port: Completion 40. Take -Home Police Vehicles: Research, Report with Options and Recommendations, Direction and Funding 41. Eagle Point Park Fee: Report with Options, Direction and City Actions Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 16 Actions 2025-2026 (continued) 42. Fire Fighting Water Supply to Four Mounds: Report with Options, Direction, Funding Mechanism and City Actions 43. Catfish Sewer Project: Completion 44. Flags at Eagle Point Park: Direction and Funding 45. Curbside Pick-up of Yard Waste to Improve Composting: Report with Options, Direction and City Actions 46. Convenience Store Moratorium/Limitation: Legal Framework, Report with Options, Direction and City Actions 47. H & W Brewing and Malting Building Next Steps: Update Report, Direction and City Actions 48. City Pools: Independent Condition Assessment, Report with Findings and Options, Direction, Funding and City Actions 49. Linwood Cemetery: City Role/Responsibilities, Operation and Maintenance Assessment, Fee Evaluation, Potential Alternative Uses, Report with Options, Direction, City Action and Funding 50. Fireworks: Review, Alternative Locations, Direction, City Role and City Actions 51. Green Alley Program Re-establishment: Report with Options, Funding, Direction and City Actions 52. City Services and Tax Policy: Goal — Lowest Tax Rate vs. Responsibly Low Tax Rate: Report with Options and Policy Direction 53. Artificial Intelligence Policy and City Actions: Direction, Funding and Actions 54. Alternative Budgets: Monitoring Federal Government Action Impact and National Economy: Report and Direction 55. City Financial Plan and Policies: Review, Update and Direction 56. Bike Lanes Policy/Program: Goals, Report with Options, Project Priority, Direction, Funding and City Actions Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 17 Actions 2025-2026 (continued) 57. Speeding — Slow Down Program: Goals, Research, Report with Options, Direction and City Actions 58. Grandview Corridor Beautification Plan: Goals, Report with Options, Direction, City Funding and City Actions 59. Street Upgrade Program: Service Level, Report with Options, Direction and Funding Mechanism 60. City Employee Retention Program — City as Employer of Choice: Goals, Best Practices, Report with Options and Recommendations, Direction and Funding 61. Smart City Operations: Report with Options and Recommendations, Direction on Projects and Funding 62. Southwest Arterial Development — Residential and Business Development: Update Report, Direction, Project Priority and City Actions 63. Budget Detailed Review: Direction and Actions 64. Flex -Steel and Pack Buildings Redevelopment: Update Report, Goals, City Role, Direction and City Actions 65. Bluff Street Development: Goals, Plan, Direction and City Actions 66. Cedar Cross Sidewalk Development: Report with Options and Costs, Direction and Funding Mechanism 67. City Forester/Arborist: Position, Direction and Funding 68. Tree Grant Program Development: Report with Options, Direction and Funding 69. ERP Project: Completion 70. SMART Water System: Continued Progress 71. GIS Mapping: Continued Progress 72. SCADA and Engineering Models: Continued Progress 73. Micro -Mobility Policy/Program: Goals, Best Practices, Report with Findings and Options, Direction and City Actions Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 18 Actions 2025-2026 (continued) 74. Kerper Boulevard Business Development: Update Report, Direction and City Actions 75. Highway 20/Northwest Arterial Intersection Improvement: Update Report, Direction and City Actions 76. Bike Path Connectivity Plan: Goals, Plan Development, Direction, City Projects and Actions and Funding Mechanism 77 21 Ice Sheet: Goals, Community Needs, Report with Options, Direction and Funding Mechanism 78. Historic Millworks District Development: Update Report, Direction and City Actions 79. Housing Development Projects Completion: Monitoring, Update Reports and City Actions to Support Projects 80. Housing Project Tax Credit: Securing 81. Wanderwood Gardens Development: Construction and Opening 82. Bridge to Illinois Initial Planning: Concept, Location and Funding Mechanism including Federal Funding Approach 83. Highway Illinois Four-Laning: Update Report, Direction and City Advocacy 84. State Legislative Agenda and Advocacy: Critical Issues, Work with Delegation and Lobbying Activities 85. Federal Agenda and Advocacy: Critical Issues, Work with Delegation and Lobbying Activities 86. Drones Expanded Use: Update Report, Direction, City Actions and Funding (if Needed) 87. City-wide, Comprehensive Beautification Strategy/Action Plan: Goals/Desired Outcomes, Research Best Practices, Strategy Development, Direction and Funding Mechanism 88. City Economic Development Policies and Toolkit Review and Expansion: Complete Review, Partnership Review, Update Report, State Potential Actions on TIF Monitoring, Direction and Funding Mechanism Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 19 89. Dubuque as an Equitable Community of Choice Reaffirmation: Update Report and Direction 90. Leisure Services Staffing Increase: Report with Options, Direction, Phasing Plan, Direction and Funding 91. West 2nd Street Sidewalk Project: Scope, Project Definition, Funding, Direction and Initial Design 92. Downtown Master Plan Revisit: Vision, Plan Development and Actions for the Future 93. Street Maintenance and Upgrade Program: Service Level, Direction and Funding 94. Collaboration with Dubuque County: Next Steps 95. 96. 97. 98. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 20 Top "t0" Strategic Priorities for 2025 — 2026 EXECUTIVE PERSPECTIVE 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 21 Looking to Dubuque's Future Departmental View Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 22 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Airport From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ Retain and expand daily scheduled commercial air service at DBQ to hub(s) ❑ Expand nonscheduled commercial air service to destination. Currently Sun Country to Biloxi and Laughlin. ❑ Reduction of tax funds due to State of Iowa changes ❑ Ability to recruit and retain employees at part time levels. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 23 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2025 DEPARTMENT: Airport Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Retain and expand 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 2 & 3. This is multi -year infrastructure project estimated at nearly $30 million. 3. University of Dubuque airfield campus construction project 4. Reconstruct General Aviation Apron phase 2 scheduled for 2026. 5. Implementation of State funded AIP and CSVI projects. 6. Airfield Economic Development — Business and airfield. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 24 INITIATIVES 2024 — 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Airport Please list issues or projects that you would like for the city to address this 2024 — 2025 1. Continue lobbying Federal Congress for an increase in PFC level, AIP funds, and aviation workforce shortage challenges, 2. Continue marketing commercial airline service to business and leisure community 3. Replacement or modernization of FAA aircraft contract tower 4. Airfield economic development Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 25 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Arts & Cultural Affairs From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ Arts organizations struggle to find funding, particularly in an increasingly competitive landscape where many potential donors and sponsors are drawn to causes that promise immediate social impact or financial returns. This challenge is exacerbated by economic downturns, shifting cultural priorities, and the rise of digital entertainment options that divert audiences away from traditional art forms. ❑ The community reflects a changing diversity in its artist population, showcasing a rich tapestry of voices and perspectives that enrich the cultural landscape. As the artist population continues to evolve, it becomes essential for local government to adapt programming to support these changing needs. ❑ The community lacks venues to support growing artist needs, which stifles creativity and limits opportunities for exposure. Without accessible spaces for performances, exhibitions, and collaborations, emerging artists struggle to connect with audiences and fellow creatives. This gap not only hinders individual artistic development but also affects the cultural vibrancy of the community as a whole ❑ Inconsistent policies allow some groups to use City property for free while others are asked to pay, leading to a sense of unfairness and inequality within the community. This disparity can foster resentment among those who are required to pay, as they may feel that their contributions are not being valued or recognized. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 26 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Arts & Cultural Affairs Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Developing Strategic Plan initiative to revise Commission ordinance 2-8-5: Membership. Simplifying language and removing overly stringent requirements will accommodate membership levels that possess varying degrees of expertise. 2. Arts & Culture is currently working to develop a temporary 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. 3. Organized a team and work is in progress to begin work on the Master Plan Initiative to create a Temporary Public Art Policy. 4. Creative's Cafes 5. 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. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 27 6. 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. 7. 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 28 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Arts & Cultural Affairs Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Annual revisions to current grant programs 2. Establish Temporary Public Art Policy 3. Create inclusive and diverse programming 4. Locate additional funding sources for grants. The number of eligible organizations eligible for grant funding has increased but the amount of funding has remained the same, therefore the competition for those funds has intensified. This increase in competition can lead to a dilution of resources, making it more challenging for individual organizations to secure the necessary financial support. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 29 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: City Clerk's Office From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ Complexity of open records requests. ❑ The expanding influence of Al and the importance of keeping guidelines and procedures up to date amid continuous technological advancement. ❑ Unclear guidance from state agencies regarding the licenses and procedures we coordinate with them on. ❑ Resident expectations that conflict with regulations within the city's jurisdiction. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 30 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: City Clerk's Office Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. None Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 31 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: City Clerk's Office Please list issues or projects that you would like for the city to address this 2025 — 2026 1. None Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 32 MAJOR CHALLENGES Dubuque, Iowa June 2025 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, leading to positive recruitment and retention outcomes; diversifying our applicant and employee demographics to better reflect the community; increasing trust, appetite for innovation and flexibility to create a more -high performing organization; need for succession planning and employee pipeline development; and improve emotional intelligence and wellbeing of our employees. ❑ Improving inclusion and belonging outcomes for ALL of our employees while responding to changing federal and state mandates ❑ Capacity of an already lean organization with burned out staff. Focus on core service delivery with available resources, while not "kicking cans down the road" when feasible. 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 vision, including serving our most vulnerable residents and non-profit partners who may be losing funding, while building 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 33 ❑ 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/under-housed residents secure housing ❑ Keeping pace with and finding ways to effectively and ethically utilize artificial intelligence and other fast-moving technology changes Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 34 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 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 all City employees 2. Compensation & classification study: now that initial "big lift" is done, establish sustainable workflows to ensure this work is kept up to date and integrated into all City functions (e.g. payroll, updating job descriptions, performance reviews) 3. Fully engage Data Governance Committee and utilize AchieveIt software to create year- round focus on community -level outcomes, measuring impact of our work and investment 4. Development of Artificial Intelligence policy, work group, and strategy 5. City Hall, City Hall Annex, and Multicultural Family Center renovation Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 35 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: City Manager's Office Please list issues or projects that you would like for the city to address this 2025 — 2026 1. City Workforce Recruitment & Retention Strategy: • Integrating results of comp & class plan into all facets of HR and Payroll systems; establish sustainable workflows to ensure regular upkeep of data • Succession planning, mentoring/job shadowing, and internal "pipeline development" 2. Organizational Culture Continuous Improvement • Implementation of ViDL Organization in Change contract for all employees • Execute performance reviews with 360 evals for department managers • 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. Legislative response and grant competitiveness: Actively pursuing funding opportunities. Informing legislators about local impact of proposed legislation. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 36 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Communications Office From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ City Staff Recruitment and Retention ❑ City Revenue Threats/Challenges ❑ Communications and GIS support of growing departments while our staff level does not increase ❑ Website and Communications ADA Compliance ❑ Fractionalization of Social Media ❑ State and Federal Legislation Uncertainty ❑ Deferred Maintenance of Infrastructure ❑ Divisive Politics, Mistrust of Government, and Public Hostility ❑ Misinformation & Disinformation: Truth Doesn't Matter, Only Perception ❑ Public Accessibility of City Facilities & Services ❑ Maintaining and expanding Commercial Air Service Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 37 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Communications Office Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. ArcGIS Server tuning and maintenance (GIS) 2. Downtown Land Use Analysis (GIS) 3. Healthy Homes Initiative (GIS) 4. Aerial Photography Project Spring 2026 (GIS) 5. Central/White Corridor Project Updates/Outreach 6. Groundbreakings & Ribbon -Cuttings 7. Communications Office Reorganization 8. Parks & Recreation Master Plan Community Engagement Support 9. City of Dubuque Annual Report 10. MoveDBQ & ParkDBQ Transition/Launch 11. Website ADA Compliance Review 12. City Council Chambers Broadcast System Evaluation 13. B2E2 Project Community Engagement Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 38 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Communications Office Please list issues or projects that you would like for the city to address this 2025 — 2026 1. City Office Space Study Implementation 2. City Facility Security Improvements (Staff IDs/badges, building access system, etc.) 3. Consideration of a True Intranet 4. Prioritization of Succession Planning within Organization Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 39 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Community Impact From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ With the loss of the AmeriCorps 24-25 AmeriCorps grant there will be gaps in summer programming for youth in our community. If we do not receive funding for 25-26 program year, programming with our partners at the MFC, library, and engineering department and other organizations in our community will struggle to have resources for the youth they serve. + Dubuque Community Schools, Centrally Rooted, Hillcrest Family Services, and potential future host sites. Developing a plan to hold programming with volunteers or paid through National Service Corps Members. ❑ AmeriCorps Alumni Association volunteer organization development. This group of people are very service minded and would be a great resource to the community and the participants. With some leadership, these individuals can bring attention to service already being done and continue to strengthen community service. This could be something that supports both the EFFR as well as other programs internally like Shovel Crew/Adopt A Spot, etc. ❑ There are some community organizations that are resistant to utilizing the Volunteer DBQ website and posting their volunteer opportunities. ❑ The Equitable Fine and Fee Reform Initiative — Community Impact Service Pilot Program currently addresses City of Dubuque Utility Billing and accounts of residents who are going to have their services disconnected. Our program is unable to help residents who already have their services shut off. We have connected with many residents who were not eligible for our program because they were already on the shut off list. We do provide those residents with additional resources to contact to see if they can get into their programs. However, there is never a guarantee. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 40 ❑ Residents in the Dubuque Community experience disconnections from external Utility Services, such as Alliant & Black Hills. All program residents have voiced their concern around how expensive those Utility Bills are, we have had numerous calls from residents seeking help with those external Utilities and we currently are unable to provide financial help with those as we are focused on internal organization fines and fees currently. We have had to turn over 20 residents away due to looking for help with those bills and not needing help with their Water Bill. ❑ Opportunities for Advancement — We hear many of our residents express that when they are looking for work, they get connected with the manufacturing companies, or part time customer service positions, or they have their CNA certificate, but hours are limited. There is a need for childcare within our community, but many do not offer hours for employees who do not work the traditional 9 — 5pm hours. Large demographic of our program residents are single females with children, and many do not have a support system to rely on for transportation or child care. Many have to choose to be stay at home moms in order to take care of their younger children. Some residents are in the `Catch 22' threshold for income. They make too much to qualify for benefits, but cannot afford to pay all their bills. Some residents choose to be unemployed because they then qualify for federal benefits to help them get by. ❑ Income qualification — Many of our residents have children who are 18 years and older. Their children may or may not work. Those that do, most likely do not contribute to helping pay the household bills. However, many federal and local programs request to see their children's income, which can put the family over the income guidelines resulting in them being denied. However, parents do not ask their children to contribute to household bills. Unfortunately, we have seen this impact a couple of our program residents with SNAP and Health Insurances. ❑ Individuals needed with grant experience to help support sustainability of community programs. This can be supported with grant review committee as well as training for employees. ❑ Continued advocacy for the AmeriCorps program will be pivotal to re-engaging for community resources and remaining resilient during this administration "restructure". Knowledge of the 25 years of program history and current objectives is paramount to continued application for these federal resources. Champion to take up this workload? Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 41 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Community Impact Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. AmeriCorps Program closure (financial and organizational close out items). Items left on the table prior to closure: Increased training support for members — Iowa Workforce Development Funding for Mental Health Professional Certification Pathways Inclusion of Centrally Rooted as new host site — music therapy/mental health Reorganization of the SEL program to encompass Second Step Engagement for an Alumni Member Mentor Program Developing a robust welcome guide for member supports like SNAP, Childcare, Housing, etc. 2. Adopt a Spot launch 3. Volunteer DBQ enhancement and promotion 4. Equitable Fine and Fee Reform Initiative — Community Impact Service Program Expansion 5. Community Impact Service Program — Professional & Personal Empowerment Opportunities — Increasing programming with the Multicultural Family Center to educate our residents on different resources, services, programs, and opportunities within our community. 6. Increase marketing of department to ensure more residents are aware of our programs and services. Utility billing refers residents to us. A goal would be to have more city departments to refer residents in need. If we receive AmeriCorps grant again, it could be helpful to work more closely with Communications Department or Human Resources to increase awareness in community. 7. Getting fully staffed at the MFC Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 42 8. Finalizing SOP's for entire building with second floor bring built 9. Establishing a COOP plan for department 10. Redefine Mission of the MFC as it relates to updates to executive orders. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 43 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Community Impact Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Iowa National Service Corps agreements for community partnerships that would like to potentially get funding with AmeriCorps grants in future. Any new potential host sites could also utilize this distinction. 2. City of Dubuque — Utility Billing Shut Off Ordinance. Adding into the ordinance, residents who remain active and engaged within the Community Impact Service Program will have their water remain on. If not, services will be disconnected. 3. Income eligibility requirements —Not Including 18-year-old and older information, when they do not contribute to overall household bills. 4. Not being counteractive within our own organization ordinances and policies. We create a program to help reduce fines and fees for our residents, while we approve the increase of fines and fees for residents. We increase it, the more residents will struggle, especially when we know fines and fees impact our low-income residents the most and majority of those residents are Black and Brown. Feels like departments are not always on the same team when this happens. Need to determine how to balance the need to serve our vulnerable residents while also recognizing the demands and limitations of operating enterprise funds. 5. Transportation — We see many residents who complain about the Jule system and decide to simply walk or bike everywhere they go. We have heard that if they take the bus, they have to get up earlier in the morning and it can take anywhere from 1 — 3 different buses to get them to work. Others — the bus does not go near their workplace. Many rely on carpooling with coworkers, friends, or having to find another job. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 44 6. Lack of Child Care Options that are affordable. Many program residents are single moms who have younger children who are not in public schools. They have part time jobs, but childcare availability is a struggle to meet hours needed. Many of our residents have children diagnosed with Autism, and many have been turned down because centers are unable to provide the support needed for them. Again, residents have to make the touch decision of staying home with their children. 7. In waiting period to see if we get AmeriCorps grant for 25-26. If so, we will need to begin recruiting efforts with members and host sites while there may be uncertainty with funding. 8. Hire new MFC Site Supervises 9. Onboard new MFC Assistant Director Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 45 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Economic Development From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ Lack of housing ❑ Lack of hotel rooms ❑ Lack of amenities expected by a young workforce as well as aging residents ❑ Lack of funding streams based on state legislative changes to tax policy ❑ Lack of trust from the public ❑ Lack of local control: State and federal mandates that limit our ability to serve all residents in a meaningful way ❑ Stagnant/very little population growth ❑ Sanitary and water infrastructure limitations Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 46 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Economic Development Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Housing creation 2. Central Avenue redevelopment 3. Downtown redevelopment 4. Sports complex investigation/support 5. Hotel development support 6. Job creation Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 47 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Economic Development Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Housing creation 2. Hotel development 3. Focus on amenities to increase population 4. Increase sanitary and water infrastructure capacity 5. Central Avenue redevelopment 6. South Port redevelopment 7. Blum site redevelopment Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 48 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Emergency Communications From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ Moving into our New Communication Center — 7880 Chavenelle Dr We are moving from bldg. with everyone close by to a solo bldg. by ourselves. ❑ Writing Policy and Procedures book for Dispatch Center ❑ Working with a new training program for new hires ❑ Shortening our training program ❑ Transitioning to New CAD software ❑ Funding — Landline services are decreasing, and state funding could change Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 49 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Emergency Communications Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. New Communication Center 2. Prepared Live (Currently have free version) moving to paid version 3. New CAD System with Central Square — long process 4. Fill our 4" Lead Position with a member from current staff & get individual trained Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 50 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Emergency Communications Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Proper QA training for leads to do QA on EMD, EPD and EFD on their own 2. Al & 911 —how the two can work together (lots of new training using Alto train staff) 3. How we are handling calls involving subjects struggling with mental health issues 4. County Management of the 911 Center Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 51 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Engineering From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ 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. ❑ 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. The city has been be understaffed; thus, departments need to get the most production possible out of each authorized position. These types of individuals trying to operate in fast pace, technically complex environments create significant risks of doing work incorrectly which results in damaged equipment costs, violation of regulations, risk of injuring fellow coworkers, and lawsuits. A high -performing 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. ❑ 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. ❑ 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. ❑ 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 were completed in 2023. This plan is now being used as a guideline for connectivity. Various projects have been started/piloted, and the network continues to grow as there is still a need for more funding to help implement the plan. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 52 ❑ Aging City Facilities/Buildings; Deferred Maintenance: Many City buildings are old and have not had the adequate maintenance necessary to ensure they are optimized to fit the needs of today's employee and public needs. Lack of coordinated facility management has left us with inadequate data to strategically plan for preventative maintenance. Maintenance often falls "below the line" when prioritizing limited funding during the budget process and instead, we end up spending unbudgeted funds on emergency/reactive repairs. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 53 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2025 DEPARTMENT: Engineering Please list departmental projects or issues in progress (meaning there is work currently being done on them). East-West Corridor Capacity Improvements - completed preliminary design and NEPA clearance 2. 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. 3. Green Alley Project - 15th street to 17" Street Between Iowa Street and Central Avenue 4. Green Alley Project - 17th Street to 18th Street between Central Avenue and White Street 5. 42-inch diameter sanitary sewer force main stabilization project (USACE partnership) 6. Auburn and Custer Watermain, Sanitary Sewer, Street Reconstruction Project 7. ADA Curb Ramp Replacement projects - 2 projects, coordination with PW Overlays 8. Sidewalk inspections — A lot of coordination work with residents 9. 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. 10. Chaplain Schmitt Federal Community Project Trail Grant Project— Construction and Audit 11. Railroad Quite Zone Study Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 54 12. Sanitary Sewer Asset Management Program Continuation 13. Smart Parking and Mobility Management Plan - Implementation 14. Citywide Fiber Cable Backbone Master Plan 15. Dubuque Gate & Pump Station Flood Mitigation (161 Street Detention Basin) 16. City Facility Integrated Access Control — 5 phases, 10-year integration 17. Federal Building HVAC system condition assessment and long-term replacement plan 18. City Hall, MFC, Old Engine House, Federal Building Tuckpointing 19. STREETS Project - Phase 1 Go Live, Begin Phase 2 development 20. Heeb Street Reconstruction Project — South of Kaufmann Avenue. Expensive utility assessments 21. Tamarack Sanitary Sewer Extension Project -Construction 22. Twin Ridge Sanitary Sewer Extension and Lagoon Abandonment Project - Construction 23. Granger Creek Lift Station Improvements - Construction 24. Old Mill Road Lift Station & Force Main — Phase 1 — under construction 25. Old Mill Road Lift Station & Force Main — Phase 2 — under construction 26. Phase 3 - Middle Fork Interceptor — Design RFQ 27. Phase 4 — South Fork Interceptor — Design RFQ 28. 2025 Pavement Marking Project 29. Bike Lane Pilot Project 30. Cedar and Terminal Street Lift Station and Force Main — Delayed or Reduced 31. Grove Terrace Sanitary Sewer Reconstruction — Not funded Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 55 32. Wildwood Drive Bridge Replacement - Design 33. ImOn Ice Arena - Dehumidification, HVAC, Generator Set System Design, Bid awarded, and Construction to start summer 2025 34. Riverfront Lease Management 35. Facility Management Team — Deferred building maintenance corrective actions 36. Public Electric Vehicle Chargers. 37. Murphy Park Water Line Project 38. SMART Grant— Parsons/Harman, Phase 1 & Phase 2 39. Pine Street Hike/Bike Trail & Bike Lanes — DOT Grant 40. Hawthorn Street Parking — in conjunction with Union at the Marina 41. Trackline Sanitary Sewer 42. Stormwater Management Program 43. Kerper Blvd Sanitary Lift Station 44. Chaplin Schmitt Island Sanitary Master Plan 45. Broadway Sanitary Sewer 46. Southgate Sanitary Sewer 47. Enterprise Asset Management Software 48. TAP Grant — Bee Branch connection with Bike Lanes to lower Bee Branch Trail 49. Central Ave & White Street RFP for Design 50. Iowa Street Ramp Repairs and Maintenance 51. Fire Department Facility Upgrades Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 56 INITIATIVES 2024 — 2025: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 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 qualified candidate pool. 2. 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. 3. 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 direction 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 57 4. 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. 5. Updated policy regarding 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. No continued maintenance plans or funding for green alleys and routine maintenance. 6. 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. 7. 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 58 8. 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. 9. There is some uncertainty on how federal infrastructure funding will affect projects. Will projects get shifted to provide local match for grant opportunities / funding? 10. Current vacant positions within the Engineering Department • Camera Technician - Vacant since 6/22 • Engineering Technician - Vacant since 4/24 • Engineering Technician - Vacant since 7/23 • Civil Engineer II - Vacant since 5/25 • Confidential Account Clerk — Vacant since 5/25 11. 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. 12. 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: 61,460 linear ft. Of fiber optics installed • 2025: 5,000 and counting linear ft. Of fiber optics installed Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 59 13. Managing multiple state and federal grants • East-West Corridor Capacity Improvements - Iowa DOT SWAP Funds • 14" Street Overpass, Elm, 16" Complete Streets - Fed RAISE Planning Grant • STREETS Project - Multiple Fed / DOT Grants • 2025 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 • Granger Creek EPA Grant 14. Policy needs to be established for any infrastructure maintenance, including but not limited to sanitary sewer, stormwater, detention basins, along with staff responsibility and availability. Multi -Department. 15. 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? 16. 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? 17. There have been additional administrative process requirements for the SRF Loans, which results in extra staff time. 18. Continue to improve cross department collaboration, communication, and participation. 19. Lack of integrated work order system, consistent across departments. 20. Budget needed for continued maintenance at the Bee Branch and all City Infrastructure, including sanitary sewer and storm water repairs. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 60 MAJOR CHALLENGES Dubuque, Iowa June 2025 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 utility reduced fee program. ❑ Continuing professional and employee development to proactively be ready for financial and reporting changes ❑ 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) and following policies and best practice for financial savings ❑ Property Tax/TIF Legislation and implications to FY27 and beyond budget process ❑ City-wide staff acceptance of a safety -first culture ❑ Grant Policy and Procedures Training for departments Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 61 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 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 — Summer 2025 2. Tyler Employee Reimbursement ERP Implementation — Summer 2025 3. Tyler Advanced Scheduling ERP Implementation — Summer 2025 4. Maintain/Improve City Bond Rating — Updated credit rating Fall 2025 with bond sale 5. Maintain enterprise/general fund reserve funds to 25% - exceeding 25% currently and planned through five-year budget projections (FY26-FY30) 6. Stable property taxes for residents and businesses — 3.9% increase to Average Homeowner, 1.80% increase for commercial for a $150,000 property, 1.71% increase to Average Industrial in FY26 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 62 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Finance Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Conversion of FY2024 ACFR to Workiva 2. Online form development for Utility Billing discontinued service. 3. Tyler Employee Expense module implementation — July — August. 4. Monitoring policy changes related to ERP implementation and monitoring ongoing training and support for end users and rewrite of training guides - Ongoing 5. Bond sale and related credit rating presentation — Fall 2025 6. City -Wide Safety Program continued implementation 7. Electronic Bidding Implementation — Fall 2025 8. Debt and Investment Management Software RFP — May/June 2025 9. Payment Kiosk ResearchBudget/Implementation — Select Vendor, Select Location, Install — Spring 2026 10. New Employee Handout for Budget 11. Improving the Capital Improvement Program budget process and the format of department budget meetings 12. Implementation of Tyler Advanced Scheduling for Police and Fire — Fall of 2025. 13. Implementation of Tyler Employee/Manager Access Portal — Summer 2025. 14. Implementation of Tyler Enterprise Asset Management — Summer 2025. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 63 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Fire From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ City Building Infrastructure Assessment and Classification ❑ Retention and recruitment across all departments ❑ IT changing environment (ability to adapt to new technology/ concepts/ support) ❑ Industry best practice staffing for all departments ❑ Resiliency in response (mutual aid realities for all departments Iowa Public Works, PD, FD) ❑ Competitive position salary (ongoing), competition for most qualified (state and nation) across all departments ❑ Transparency in Data (published and forward facing for community reference and use where able/ non -confidential) ❑ Efficiencies in department collaboration- Focus on support systems that minimize duplication of efforts or multiple touchpoints in processes. ❑ State tax support/ changes in government compliance/ unfunded mandates/ ability to pivot/ fear of funding for vulnerable departments. ❑ OSHA (other regulatory organizations) compliance across eligible city departments ❑ Improve as a city in efficiencies/ processes/ touchpoints ❑ Training (professional development aligned with department position needs- Example: Officer development aligned with industry professionals who align with city initiatives) ❑ The ability to identify and properly track businesses in the city (does not need to include fees) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 64 ❑ Safety data tracking and safety culture (accountability) ❑ Budget strategy that supports stabilizing the critical needs- example: re-evaluate the 25% enterprise/ general fund reserve to ensure unsafe, mission critical projects are addressed if able ❑ Employee mental health/ wellbeing resources- Continue exploring options where able. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 65 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Fire Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Station Location/ response performance (finalize presentation and identify recommendations for next steps). 2. Response Resiliency for an increasing call volume/ changing incident types/ service types (re- evaluating Battalion 1 (Shift commander) response and effective response force requirements ERF. 3. CAD implementation/ response plans/ alarm elevation 4. Administrative Assistant professional development 5. Officer development (specific to fire department officer development needs as identified by senior staff) 6. Policy development 7. Promotional process/ civil service process 8. Fire station maintenance/ updates (bunk room/ bathroom/ meeting space) 9. Recruitment to match or exceed industry best practices 10. Upcoming accreditation site visit 2026, Continual updates in FESSAM and the 11 categories and 250 performance indicators, ongoing. 11. Improvements to Tyler timekeeping process (then advanced scheduler opportunities- in that order) 12. Updates to mobile radios Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 66 13. Elevation of alarm process (Mutual aid Box Alarm implementation) 14. Safety/ industry best practice 15. Increasing green space around fire stations (possibly inside fire stations once buildings stabilized) 16. Continue to promote equitable billing (inability to pay process) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 67 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Fire Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Continue to support a staffing improvement plan for the future 2. Identify city support team for station location analysis (now that call times have improved) 3. Building maintenance- City building maintenance across all departments (build consistency and priority as well as cost saving opportunity) Solve this together. 4. Public safety or city complex (FD outgrowing administrative space) ADA compliance (falls lower than most other department buildings need but a known to prepare for or an opportunity to collaborate) 5. Publish data to an open portal (Power BI) showing call volume and types, performance, etc.- 6. Think 5 is a solid start. (Support other departments in accomplishing their projects) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 68 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Health Services From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ Holding/scheduling emergency response exercises/drills for City staff ❑ Lack of supervisor for Environmental Health activity/ waiting on reclassification ❑ State of Iowa rules requiring certified mail for notification of nuisance violations ❑ Enforcing city code for citizens with brain health issues ❑ City Hall Annex, security, safety, updating and repair issues (along with many other city facilities) ❑ Code enforcement at Canfield Hotel and other hotels as they age and turn into permanent housing for disadvantaged ❑ Chronic neighborhood nuisance violations ❑ Threats to staff from citizens: staff safety ❑ Pets in Parks enforcement ❑ Federal changes in direction regarding public health ❑ Police no longer pick up routine stray animals when Animal Control is off duty. They respond to dangerous/emergency situations. ❑ Animal Control has the highest number of requests for service in Catalis. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 69 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Health Services Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. New pet licensing system selection and implementation 2. Revision of Animal Control ordinance 3. Public Health Emergency Response Plan rewrite 4. Meeting Housing & Urban Development (HUD) Lead, Health Homes & Aging in Place benchmarks and grant requirements 5. City facility inventory, assessment and planning for efficient / best use of city buildings and facilities Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 70 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Health Services Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Public Health Emergency Response Plan 2. Ongoing education/training of city staff and policymakers on National Incident Management System (NIMS) and Incident Command 3. Animal Control training for Police Officers 4. Reclassifying staff 5. Measles preparation 6. Bear awareness 7. Crescent Community Health Center space study and expansion Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 71 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Housing & Community Development From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ Aging population with limited incomes and ability to maintain owner -occupied homes. Rising insurance premiums and carrier restrictions exacerbate this issue. ❑ Rising cost of construction and materials. ❑ The Federal building continues to have maintenance challenges but even more challenging is the layout, which is not easily altered and causes the ICS division to be separated into three separate areas which creates distinct challenges for the team. Additionally, inspectors traverse three floors every time the leave for or return from inspections which is inefficient and is a significant motion/travel waste. Given changes that have occurred since the City downtown facilities assessment was completed some years ago, perhaps its initial recommendations could be re -imagined to address this department's needs. ❑ The President's proposed budget for Federal FY26 (City FY27) eliminates Community Development Block Grant funding. If passed as proposed, this would not only impact the Community Development Programs Division of Housing. It would eliminate the Match funding utilized to leverage the Lead Hazard Control & Healthy Homes Grant, requiring funds to be secured through another source to meet the requirement. All departments that utilize CDBG through their CIPs would be impacted. ❑ Home prices and interest rates continue to be a barrier to homeownership for low- to moderate -income families. Homes that are available within an affordable price range often have maintenance needs that would create a cost -burden to an LMI purchaser in the short- term. ❑ Potential funding cuts in Federal programs including HCV ❑ Ever changing program regulations without certainty on implementation dates. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 72 ❑ Challenging workplace culture. ❑ Lean staffing, resulting in inefficient processes, staff burnout and turnover, and delayed customer response ❑ Required constant adaptation to change, leadership, roles & responsibilities ❑ Reduced federal staffing levels creates a void in resources, services, relationships, and communication ❑ Loss of local control of ordinances at state level — challenges to home rule Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 73 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Housing & Community Development Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Streamlining applications and internal referrals to grant and loan programs. Neighborly software implementation ongoing for grant and loan programs. 2. Streamlining Environmental Review processes with other departments. 3. Transitioning the Local Housing Trust Fund's governance structure from City -organized to its own nonprofit Board of Directors. This transition will situate our Local Housing Trust Fund to be in compliance with the current certification requirements of the Iowa Finance Authority. Consequently, the Board of Directors will be able to raise funds and increase the impact on affordable housing in our community. Anticipated completion date of transition is July 1, 2025. 4. For HCV program, heavy utilization of HUD's Budget Tool and monthly review with PHA Portfolio Manager to forecast, plan and enhance utilization. 5. Continue to implement communication tools and trust building activities for landlords and HCV program participants. City staff meets monthly with the Landlord Association to continue to strengthen that relationship and those community connections. 6. PHA also began researching ways to add additional Project Based Voucher (PBV) units. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 74 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Housing & Community Development Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Maintain HUD budget allocation to secure future funding. 2. Employee retention. 3. Enhanced workplace culture. 4. Use assessments from the Plan to Reduce Poverty, the Analysis of Impediments to Fair Housing & any other relevant plans regarding the nonprofit services array to identify gaps & make necessary improvements that increase access to opportunity & coordinated entry. 5. Research partnerships with area schools or other organizations to provide enhanced public activities, amenities & programs to children in underserved parts of Dubuque. 6. Code updates + adoption Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 75 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Human Resources From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ Non-existence of a Human Resources Management/Information System (HRIS) results in a lot of inefficiencies in processes, manual processes, opportunities for errors, non -digital information storage and retrieval, laborious or non-existent data retrieval and/or reporting mechanisms, compliance concerns. Relatedly any system chosen and implemented would need to have integration or communication capability with other relevant systems such as Payroll and Budget (Tyler Munis). ❑ Compliance and communication with employees regarding changing legislation pertaining to employment and services, specifically, but not limited to, DEI ❑ Continued, regular need for compensation/market analysis for job families per the City's Compensation Philosophy. C HR Dept staff physical work location and space to ensure confidentiality of conversations, records, and communication. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 76 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Human Resources Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. HRIS system selection. 2. Implementation of Classification and Compensation selected reservations. 3. Continued employee pipeline and partnership development. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 77 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Human Resources Please list issues or projects that you would like for the city to address this 2025 — 2026 1. HRIS selection and implementation Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 78 MAJOR CHALLENGES Dubuque, Iowa June 2025 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 / Al / 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 all had major software project. Tyler Systems will continue to be enhanced. These initiatives all require significant amounts of staff time and work to initiate, migrate, test and implement. • Al - 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 Al technology such as license plate readers, "smart" transportation and parking, and generative Al 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. Al 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 79 ❑ 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 2025. 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, fiber resources, manage assets and document installs and changes. ❑ Enterprise (City-wide) work orders has been identified by staff and council as a priority. It is a challenge to get departments on the same page for this initiative with some lacking directions, other lacking time and some unwilling to change. 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. ❑ Staffing — As mentioned in the first bulleted item, there is an ever-growing need for IT services. Not only is IT is involved in more projects every year, these projects are becoming more intensive for time involvement. Everyone on the IT staff has a pretty full agenda every day. This leads to frustrations of users waiting for time on projects, and possible delays on projects. ❑ Budget/Funding - The City has a considerable amount of IT assets in all aspects of City operations. Replacement of this equipment on a normal schedule is crucial to keep City operations running at a high capacity. Many times, because of funding we are not able to replace these assets on a normal replacement schedule. We end up replacing them past their useful life or when they cease to operate. This can be a security risk as well as causing downtime for users. ❑ Increased On Call — The IT staff is currently on a rotating on -call schedule every weekend. We are typically not a 24/7/365 on -call department. Public safety as well as some other departments are starting to have a need of more on -call availability. This presents challenges to our department in staffing, overtime, and an overall negative outcome of staff having a more limited off work time schedule. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 80 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Information Technology Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Tyler Asset Management ERP Implementation — Summer 2025 2. Tyler Employee Access ERP Implementation — Summer 2025 3. Tyler Advanced Scheduling ERP Implementation — Summer 2025 4. Broadband Partnerships — Ongoing but unknown after 2025 5. Cybersecurity - Ongoing 6. Staffing - Ongoing 7. Data Center & IT Offices at 7850 Chavanelle — Completed May 2025 8. Public Safety Software — Ongoing through 2026 9. 911 Center Move to 7900 Chavenelle — Fall 2025 10. CoPilot Implementation— Ongoing through 2026 11. Animal Control/Pet Licensing Software — January 2026 12. Software Cost Audits — Ongoing through 2026 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 81 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Information Technology Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Data Center and Office Phase 2 — Funding needed 2. Copilot and Al Implementation - 2025 3. Wireless CIP that was not funded —Wireless shutoff on 11/1/2025 4. Mitel Phone Replacements - 2025 5. Switch Replacement CIP that was not funded - 2025 6. Payment Kiosk ResearchBudget/Implementation — Select Vendor, Select Location, Install — Spring 2026 7. Implementation of Tyler Advanced Scheduling for Police and Fire — Fall of 2025. 8. Implementation of Tyler Employee/Manager Access Portal — Summer 2025. 9. Implementation of Tyler Enterprise Asset Management — Summer 2025. 10. Hiring of replacement Chief Information Security Officer— Summer 2025 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 82 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Library From your department's perspective, what are the major challenges facing the city over the next 5 years? 0 Space needs assessment suggests square footage of library should be expanded by 18,000 square feet 0 Looking to new parking plan to help with accessible and free parking near the library. Library would be interested in working with parking/transportation to find a way to help subsidize for library users if possible 0 Outside of the library is in need of a refresher: landscaping, signage, accessibility, etc. 0 Deferred maintenance issues surrounding the library 0 Unreasonable legislative priorities/challenges Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 83 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Library Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Using donated gift trusts, Board of Trustees continuing with internal renovation plans to impact some levels of library service. Will not add any square footage, but should address some service short falls library is currently experiencing. 2. IT staff working on a homemade laptop/tablet checkout kiosk for library card holders, which should provide greater access to technology to the community, streamlining staff interaction. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 84 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Library Please list issues or projects that you would like for the city to address this 2025 — 2026 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 85 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Parks and Recreation From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ Hourly Supervisors (functional supervisors) are not considered administrative supervisors and this includes Maintenance Supervisors, Urban Forester, Horticulturist, Natural Areas Specialist, and Lead Administrative Assistant. This decreases the number of 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 or Department Manager to manage. This decreases the productivity of the Division Manager and their responsibilities to complete their assigned duties and tasks. ❑ Aging Infrastructure: All levels of infrastructure underground and facilities throughout the city are aging, especially parks and recreation infrastructure. Many investments were made in the 90's and use and age now mean replacement is needed. The cuts to the capital projects submitted in FY 25 and 26 were deep for both unfunded and previously funded capital projects. Refer to the CIP budget documents for a detailed list. Deferred maintenance and increased costs have been an issue for many years now it is greatly worsened. The public is becoming more and more vocal about the need for upgraded, updated and better maintained infrastructure and facilities. Workforce recruitment and retention expect new, up-to-date, and well -kept amenities. Each year as priorities is established, prior funded projects move to the projects no longer funded to make room for the new priorities or emergency repairs which are becoming more common due to the aging. ❑ Parks & Recreation continues to operate very lean in the staffing area even with addition of the two new positions in parks. The necessary level of maintenance and support to keep up with the added parks, open spaces, roundabouts, amenities, and/or requests of the community for additional and new areas of programming have outpaced any added staff or contractual work. As a department, we have utilized temporary staffing as we have added assets, parks, facilities and programming which means recruiting and hiring every year which adds time for a variety of departments including parks and recreation including Human Resources, Finance, Information Tech, and more. It is important to look at upgrading additional temporary positions to full-time to lessen this burden and time spent recruiting and hiring each year. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 86 ❑ Diverse participation in both employment opportunities and programs/services is disproportionate to the changes in community demographics. ❑ Lack of a centralized and up-to-date facility for the full park and recreation department operation negatively impacts culture and collaboration as well as operational efficiencies - Parks operation is out of shop below Eagle Point, Forestry is in shop in Flora, Administration and Recreation staff are at Bunker Hill, and customer service is at the Multicultural Family Center. The facilities do not provide the type of work environment that newer facilities provide for tech related to virtual and hybrid meetings, meeting spaces, break room, collaborative working space, etc. In parks and recreation, we make do with what we have but it is lesser than other public infrastructure departments of the city and other administrative offices/departments of the city. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 87 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Parks and Recreation Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Comiskey Park Phase 2-regulatory approvals, grant agreement, bid, and construction 2. Parks and Recreation Comprehensive Master Plan -community engagement, plan development, action plan development, commission recommendation, council approval. 3. Rustic Park and Southe Point subdivision park development 4. Jackson Park redevelopment project -community input, planning, bid, construction 5. Hiring, onboarding and orientation of new Parks and Recreation Director 6. Branching Out Dubuque Initiative- year 2 implementation 7. Pursue funding for implementation of Eagle Point Park Historic Structures Report 8. Madison, Gay, Murphy, and Jefferson Park playground replacement project 9. Historic Millwork District community gathering space community engagement, plan adoption, and phase 1 development 10. Flora, Murphy, and Eagle Point Park tennis court resurfacing project 11. ImOn Arena dehumidification project completion 12. Linwood Cemetery Agreement and partnership establishment 13. Five Flags Renovation Project -consultant selection, project phasing developed, phase 1 project and theater building envelop project study and next steps 14. Five Flags successful transition to new management company Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 88 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Parks and Recreation Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Professional development funding pool for all FT and PT department employees when performance appraisals and goal setting identify the specific professional development needs. Update the City budgeting policy regarding professional development training as currently only addresses department and division managers. 2. Prioritized funding for increased repairs of Flora and Sutton outdoor pools, update of 2017 report -- Council direction and/or decision on full renovations or new pool(s) 3. At adoption of Parks and Recreation Master plan in January of 2026 funding and other recommended actions will be brought forward for consideration. Develop priorities, implementation plan, and timeline. Eagle Point can be a priority; however, other parks need attention as well. 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 the 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. As property tax reform is inevitable, proactive conversations and development of actions so prepared as we begin budget this fall and in the coming years, we are proactive in conversations vs. reactive once it hits. The Council as policy makers, city manager as the lead, and department managers begin hard conversations with the Council giving clear guidance on priorities. Crucial conversations will need to take place. Work on how to provide factual information to the public related to potential choices that need to be made with connection to your taxes pay for these services, programs, facilities, etc. 6. Commitment of funding of parks that we have the land but no development funding -Pebble Cove (2008), North Fork Trail (2009), Mozena Farm, and Silver Oaks (2022). Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 89 MAJOR CHALLENGES Dubuque, Iowa June 2025 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 ❑ Lack of available funding to be used to apply for grants (required match). ❑ Improving mobility options to make it easier to choose walking, biking, and transit as transportation modes ❑ Addressing the challenges and opportunities of a growing population by implementing strategies to retain and attract a younger demographic, ensuring a vibrant, inclusive, and future -ready community ❑ Expanding local recreation opportunities by developing a large multi -sport recreational facility, helping to attract and retain families who might otherwise leave town for competitive sports programs ❑ Continuing to promote Diversity, Equity, Inclusion, and Belonging (DEIB) within the community, even as state -level policies and funding restrictions present challenges, affirming the city's commitment to an inclusive and welcoming environment for all residents Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 90 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 91 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Planning Services Please list issues or projects that you would like for the city to address this 2025 — 2026 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. Prioritize infrastructure improvements using cost -benefit analysis to ensure investments deliver the greatest impact and value for the community —focusing on projects that offer the most "bang for the buck. 3. Prioritize the development of a large multi -recreation facility to serve as a community hub that supports health and wellness, provides year-round activities for all ages, fosters youth engagement, and enhances the city's appeal to current and prospective residents 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. 10. Developing a Downtown Master Plan that addresses current and future housing needs, leveraging the opening of the new medical college as a catalyst for revitalization, economic growth, and increased livability in the downtown core Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 92 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Police From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ Recruitment: Challenges in the quality of the candidates, coupled with the long training time (approx. 9 months) to replace an officer. State rules dictate the training time. We still hover around the minus 15 sworn officers. ❑ Retention: Retaining people past the 3 to 5 year mark. Current exit interviews indicate people most likely leave for family/significant others. However, we have lost 4 to the Iowa State Patrol. ❑ Brain Health: These calls and the lack of services and support from the state. Additionally, there are limitations placed upon providers that limit services. ❑ Rescue Vehicle: We do not have an armored rescue vehicle within an hour of Dubuque. This adds a risk to the public and officers in active shooter and firearms related calls. ❑ Building Space: We rent from the Sheriff's Office. There is limited building space and limited growth opportunities, to include technology advancements. ❑ Competitive Wages: Keeping up with our comparable cities (and Dubuque County) when it comes to wages. ❑ No Short Term Juvenile Detention Facility: The nearest detention facility is several hours away. This requires us to guard juveniles in our conference room for hours on end, while Juvenile Court Services arranges detention and transportation. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 93 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Police Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Precision Policing Center: This is almost fully functional. 2 out of 3 techs have been hired. We are currently working on hiring the Computer Forensics position. Additionally, all of the software and hardware has been purchased and we are currently implementing it. 2. Law Enforcement Software: The transition began in January 2025 with an anticipated completion of August 2026. The teams for each section are working on building the modules that will be needed. 3. Recruitment: We are doing everything possible to recruit quality candidates. 4. Retention: We are doing everything possible to retain employees (career opportunities, the best equipment, competitive wages, incentives the longer you stay). However, exit interviews indicate the reason people are leaving the most is for a significant other or to be closer to family. 5. Training: Due to the inexperience level of the department, we have focused heavily on Use of Force Training, Active Shooter, Precision Driving, as well as Officer Wellness. 6. Building Study: A team from the Police and Fire Department have attended a public safety facilities conference. The goal is to present on the options and identify funding sources. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 94 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Police Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Wellness Check -ins: We received a grant to provide wellness check -ins one time per year with a psychologist. This grant also provided training for the psychologists, peer support and chaplains. Additionally, this grant provides for regional training for first responders. 2. Public Safety Facilities "map": We will be able to provide a better idea of what is needed for a public safety facility. 3. Locker Room Space: We have joined the 30 by 30 initiative which is looking to the workforce to be 30% female by the year 2030. With this initiative we will run out of female locker room space very shortly and essentially no good option for additional space. 4. Advance Scheduling: We are using the Tyler system to do advanced scheduling. We currently operate with a paper system. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 95 MAJOR CHALLENGES Dubuque, Iowa June 2025 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 city leadership, community partners and neighborhood associations ➢ Lack of quality and affordable workforce 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 ➢ Low to limited Supplemental State Aid to support public education ➢ Population growth is stagnant ➢ The impact from state legislators defending public education and higher education systems may impact how we grow and skill -up individuals ➢ Drop in the number of college student enrollment ➢ 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 96 ➢ Dubuque's sewer infrastructure ➢ City -Wide Fiber ➢ How A.I will impact (positively and negatively) every industry ➢ Potential cuts in state and federal support to institutions that serve our most vulnerable population ➢ Impact of proposed property tax changes Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 97 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 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. Plans to update and maintain the outcomes in AchieveIt data management system. 2. Plans to offer targeted data training to help inform staff on outcomes in AchieveIt 3. Developing strategies to increase neighborhood association and resident engagement throughout the community 4. City Life for Young Professionals Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 98 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Office of Shared Prosperity & Neighborhood Support Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Identify solutions to retain and increase the region population. 2. Continue to address workforce housing stock to retain and attract population. 3. Strengthen partnership with K-16 institutions on high quality career exploration opportunities, internships, and other workforce programs to retain population. 4. Continue to explore and expand quality of life amenities including outdoor recreation, sport - complex, diverse food options, and music and arts entertainment to support the needs of the population Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 99 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Public Works From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ FUNDING: Alternative funding sources for fleet replacements that do not fall within an Enterprise Fund or General Fund. ❑ POLICY SHIFT: Prioritization of infrastructure maintenance while also catching up on infrastructure emergency repairs. ❑ ORGANIZATIONAL STRUCTURE: Comprehensive review of city organizational structure needs to happen beginning with a prioritization of services and benefits provided to community members. From here, we should back into how staffing, fleet, data, and processes should be structured. Then, adjust structure of the organization from there. (This is less about fewer departments and more about collaboration amongst departments — silos.) ❑ CAPACITY: Public Works gets pulled into everything to assist other departments but are also the first department to have staff leave to other departments, so we are constantly short- handed. ❑ Automated Collection for all services to address worker safety in all streams of curbside collection ❑ Diversion rate and education ❑ Funding for Carts ❑ Employee Turnover ❑ Data Governance and Support ❑ Continued Flood events without contingency or redundancy plans in place Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 100 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Public Works Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1. Fuel Island Rehabilitation — Completion Estimate OCT2025 2. Fleet Assessment Implementation — Policy Direction needed — Assessment completed DEC2024 3. Fleet Replacement Process Update — Completion Estimate DEC2025 4. Ice Harbor Gate — Inspection Completion Estimate NOV2025 5. City -Wide Fleet Audit — Completion Estimate SEP2025 6. Landfill Customer Convenience Center — Completion Estimate SEP2026 7. Public Works Strategic Plan — Completion Estimate JUN2026 8. Public Works Accreditation — Completion Estimate DEC2026 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 101 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Public Works Please list issues or projects that you would like for the city to address this 2025 — 2026 1. FUNDING: Municipal Service Center Roof 2. FUNDING: Municipal Services Center HVAC 3. FUNDING: RUT/Sales Tax 30% Fleet Replacements 4. POLICY DIRECTION: Alt -Fuel direction guidance and understanding. Many alt-fuels do not have technician training available, but the city continuously applies and tries to obtain alt-fuel fleet. 5. Multi -departmental process streamlining 6. Concrete Street Rehabilitation Investment 7. Northwest Arterial Shoulder Investment 8. FUNDING: Administrative staff training opportunities: conferences, in -person 9. Appropriate staffing levels so staff feel they can use their various leave opportunities Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 102 Department Head used old worksheet MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Sustainability From your department's perspective, what are the major challenges facing the city over the next 5 years? 0 Ongoing climate change/climate disasters & chaos — reacting instead of being proactive 0 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. 0 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. 0 Capacity — staff increased in FY23 in a limited term position. It remains funded through FY26 but without making the term of employment permanent, 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. 0 Growing Sustainable Communities Conference — The cost of the conference increased significantly in 2025, and costs continue to rise. It is deeply burdensome to a small staff to handle all aspects of a major event in addition to other priorities. We lost money this year and the uncertainty of the future of the conference is also challenging. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 103 0 Uncertainty of Green Iowa AmeriCorps and DOGE. 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. 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. 0 City organization needs efficiencies and improved effectiveness. Departments are making decisions, adopting plans, not asking for input relative to items that will affect fellow departments 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. 0 State Government that is Anti -Local Government — Erosion of Local Control, Budget Ramifications, and Other Impacts of State Legislation O Federal Government & DOGE uncertainty; complete loss of federal funding for fleet electrification projects, renewable energy projects, and potentially other cuts to projects in progress. General Public Distrust of Government at All Levels. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 104 Department Head used old worksheet MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 DEPARTMENT: Sustainability Please list departmental projects or issues in progress (meaning there is work currently being done on them). 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) and specifically: Buildings and Energy and alternative transportation; regroup after loss of federal funding 2. Climate Action made simple — educate and empower residents to act without confusion or scientific details which are not needed for general public. 4. Tree planting / Branching Out Initiative and Teen Resiliency Corps 5. Exploration of funding this work through private sector and philanthropy. 6. Grants — Youth Climate Action and Sustainable Dubuque Grants 7. Internal City Green Team which focuses on ways City staff, policies and systems with an internal focus can work better. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 105 Department Head used old worksheet INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Sustainability Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Climate Action Coordinator position — fully funded and permanent. While this position was fully funding as a temporary position for three years, it is now time to make the position permanent to continue implementation of the climate action plan and sustainability work. 2. Continued implementation of the 50% by 2030 Plan 3. Set an institutional GHG reduction target/commitment beyond 2030, science -based target for 2040 or 2050 and beyond. 4. Determine future of the Growing Sustainable Communities Conference — will it return in 2027 and if so, what are the implications of hosting every other year? Determine a better use of time and resources and the return on our investment. 5. Bloomberg Youth Climate Action grants 6. Sustainable Dubuque Community Grants 7. Community Engagement on Sustainability action and why it is important. The effort will include a return to the initial grassroots efforts of sustainability initiatives early days — garnering support of residents for sustainability issues. 8. 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 106 9. Explore collaboration with Fines and Fees team to ensure an energy audit for anyone who can't pay utility bills. As we will continue to need volunteers to plant trees, can that option be added (tree planting/watering/pruning/mulching/weeding) to the volunteer options? We will include education on climate action as a KPI (before and after savings on energy bills). 10. Energy Efficiency in LMI homes using GIA team. 11. Save Energy — with focus on City owned / operated buildings — using Energy Star Portfolio data to analyze and benchmark to see where efficiencies could be gained. Some staff education in relation to habits/practices which contribute to energy savings. Additionally, review policies and practices related to building maintenance to increase energy efficiency. 12. Potential EECBG Project Implementation — we have the plan, and we have the funding (through DOE but it is reimbursement based, and we are concerned about reimbursements). Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 107 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Water From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ Maintain all water treatment processes, pumping, storage and distribution systems in compliance with EPA and IDNR Water Quality Rules and Regulations. 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. ❑ 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% of available capacity 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 current and upcoming 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 will adequately prepare the city for upcoming water demand and lead to improved pumping and storage efficiencies which will directly impact the operations budget such as electricity expenses. ❑ 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. ❑ 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. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 108 ❑ 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 emergency 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. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 109 MANAGEMENT IN PROGRESS 2025 PROJECTS AND ISSUES Dubuque, Iowa June 2025 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 2025 2. Advancing New Deep Well No. 11 as part of PFAS Remediation Plan 3. 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. 4. 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. 5. Private Lead Service Line Replacement Pilot Program replacing approximately 585 customer - owned lead service lines before December 2026. 6. R900 Meter Interface Unit (MIU) Change Out Program (Year 3 of 5 for Replacement of 25,000 MIUs by Water Department Staff). 7. 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. 8. North Cascade/SW Arterial Water Main Extension to extend water main from Edval Ln to N. English Mill Rd. 9. 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 110 10. Tamarack Park/HWY 61 water main extension project per development agreement. 11. Eagle Point Park Water Tower Demolition Project 12. Rehabilitation of Deep Well No. 7 13. Update Park Hill Pumping Station to Variable Frequency Drives (VFDs) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 111 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Water Please list issues or projects that you would like for the city to address this 2025 — 2026 1. West and South side community development and growth will create an increased demand on the city's drinking water supply and distribution system. A capital improvement strategic plan to serve the growth should be developed to clearly identify the available supply, storage, and distribution system and identify projects that will be necessary to support the new customer base. The strategic plan can be developed from a Distribution System Master Plan focused on distribution, storage, and pumping needs combined with the Water Treatment Plant condition and assessment plan to determine supply, providing a complete picture of the water utilities' ability to serve current and future customers. 2. College Elevated Water Tower maintenance and re -coating. Other projects have superseded this project for several budget cycles, and due to the continual decline of its coating system and high visibility in the community the project should be examined as soon as feasible. Work associated with the tower should be evaluated as part of the Distribution System Master Plan and strategic vision for the utility to determine the ROI of recoating the tower compared to taking it out of service and erecting a new tower to improve water service in the 3rd Pressure Zone. The current water level (system pressure) and volume (0.75MG) at the tower site is not able provide adequate pressures to all customers in the 3rd Pressure zone; and if located at an alternative site could be sized to improve effective water storage and pumped water efficiencies. 3. Filter Rehab at Eagle Point Water Treatment Plant to reduce bottlenecks in treatment flow process. 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. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 112 MAJOR CHALLENGES Dubuque, Iowa June 2025 DEPARTMENT: Water & Resource Recovery Center From your department's perspective, what are the major challenges facing the city over the next 5 years? ❑ Preventing Deferred Maintenance and Building Long -Term Maintenance Capacity. Maintaining reliable operations at the Water & Resource Recovery Center (WRRC) and the City's 21 lift stations requires consistent, well -planned preventative maintenance. However, staffing limitations have historically made it difficult to keep up with the full range of preventative maintenance activities required to preserve equipment reliability and performance. As the WRRC's infrastructure continues to age —and as new assets such as the Old Mill Road and proposed Schmitt Island Lift Stations are added —the scope and complexity of maintenance responsibilities continue to grow. A key concern is the accumulation of deferred maintenance. When preventative tasks are delayed or skipped due to limited staffing or competing demands, equipment is more likely to fail unexpectedly —often requiring costly emergency repairs or premature replacement of pumps, valves, motors, or other critical components. These unplanned failures can increase both direct maintenance costs and operational risk, while reducing the lifespan of capital assets. While some routine work (such as HVAC servicing) is contracted out, many critical tasks cannot be outsourced effectively. Outside contractors often lack the facility -specific knowledge needed to work on equipment that is integrated into complex treatment and SCADA systems. As a result, in-house capacity is essential to maintaining system reliability. The City is taking steps to improve the situation. These include the implementation of a computerized maintenance management system (CMMS) to improve scheduling and tracking, the creation of a Maintenance Lead position to provide dedicated leadership, and the consolidation of plant operator shifts to reduce the amount of time staff work alone —thereby increasing the ability to safely complete maintenance tasks. The effectiveness of these efforts will not be known until they are fully implemented. In the meantime, addressing deferred maintenance and preventing its further accumulation remains a critical challenge for the WRRC, with long-term implications for system performance, cost control, and public service reliability. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 113 ❑ Addressing Future Treatment Needs and Aging Infrastructure. The WRRC is approaching 65- 70% of its design capacity for key treatment parameters, including biochemical oxygen demand (BOD), total suspended solids (TSS), and hydraulic flow. Planned sanitary sewer interceptor improvements are expected to increase the volume of wastewater delivered to the facility and support new development within the city and annexation areas. As flows and organic loads increase, the City must evaluate how and when to expand the WRRC to maintain reliable and compliant treatment. In parallel, the City must address the issue of aging infrastructure. While some treatment processes were newly constructed during the last major upgrade in 2013, other essential components —such as the final clarifiers —were built during improvements made in the early 1990s. As infrastructure ages, maintenance demands increase and reliability declines. There will be a need to address aging systems in need of rehabilitation or replacement, ensuring that the WRRC remains dependable, efficient, and capable of meeting both current and future service expectations. To guide these decisions, the City has funded a Facility Planning effort in FY25-26. This plan will assess when capacity upgrades will be needed, how best to structure those investments, and what triggers —such as development patterns or flow thresholds —should drive future construction. While large-scale plant improvements in the range of $70—$100 million may ultimately be required, it is not yet known whether any of those upgrades will be necessary within the next five years. ❑ Meeting Future Nutrient Reduction Requirements. The City must comply with Iowa's Nutrient Reduction Strategy through its NPDES permit, which requires the WRRC to achieve a 66% reduction in total nitrogen and a 75% reduction in total phosphorus between influent and effluent. A 2022 analysis determined that nutrient reduction upgrades were not feasible at that time. However, the City is required to submit an updated nutrient reduction evaluation to the Iowa DNR by the end of calendar year 2027. The FY26-30 Capital Improvement Program includes $35,000 in FY27 to fund the required study. While the evaluation may ultimately align with broader facility upgrades, regulatory compliance pressure could require significant investment in nutrient removal infrastructure even if other plant improvements are not yet due. The technical complexity, cost, and potential operational impacts of achieving these reductions make this a major regulatory challenge for the City in the next five years. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 114 ❑ Emerging PFAS Regulations and Impacts on Biosolids Management. Although PFAS compounds are not generated at the WRRC, they can enter the facility through incoming wastewater from residential, commercial, and industrial sources. These persistent chemicals can accumulate in biosolids produced during treatment. When biosolids are applied to land, PFAS may leach into soil and groundwater, posing potential risks to environmental and public health due to their toxicity and resistance to degradation. Regulatory scrutiny of PFAS is intensifying. In April 2024, the EPA issued its first national drinking water standards for six PFAS compounds, and in January 2025, it released a draft risk assessment evaluating PFAS in sewage sludge. If finalized, this assessment could lead to the first federal regulations limiting PFAS in biosolids under the Clean Water Act. In the meantime, the EPA is encouraging states and utilities to implement industrial pretreatment strategies and monitor biosolids for PFAS contamination. Several states have already taken direct action. Maine has banned all land application of biosolids due to PFAS concerns, while Connecticut, Minnesota, and Wisconsin have imposed restrictions or testing requirements. Other states, including Oklahoma, are considering similar legislation. These actions indicate a rapidly evolving regulatory landscape that could impact the WRRC's ability to continue current biosolids land application practices. If federal or state regulations restrict PFAS levels in biosolids or require their removal prior to land application, the WRRC may be forced to invest in advanced treatment technologies, shift to landfilling or other disposal options, and implement ongoing PFAS monitoring and compliance programs. These changes could substantially increase operational costs and introduce significant uncertainty in long-term solids management planning. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 115 ❑ Reliability and Uncertainty of the Terminal Street Lift Station. The Terminal Street Lift Station, constructed in 1958, helps convey approximately 70% of Dubuque's daily wastewater flow to the WRRC. While electrical components have been upgraded over time, the core of the facility —including its two oversized dry weather pumps —remains outdated. These pumps are not designed to operate efficiently under the system's current flow conditions, leading to energy inefficiencies, mechanical stress, and an increased risk of failure. These issues were made evident in April 2025 when both pumps failed during low -flow conditions, requiring WRRC staff to work overnight to install a temporary bypass pump and prevent an unpermitted discharge to the Mississippi River. Upgrades to the lift station had been identified based on a previously completed facility plan. However, those long-term improvements are now in question due to the Iowa Department of Transportation's proposal to construct a new Mississippi River bridge, one possible alignment of which would pass directly over the existing lift station. The final bridge alignment is not expected to be determined for at least two years, and it is unknown whether the lift station will need to be removed or relocated. Further uncertainty exists regarding whether the City would be responsible for covering the cost of such a relocation, despite the lift station being in City right-of-way. To manage near -term risks, the City is proceeding with a scaled -back project intended to improve reliability and extend the life of the existing facility for up to eight years. This approach balances immediate operational needs with the need to avoid over -investing in infrastructure that may ultimately need to be replaced. This situation presents a dual challenge: addressing the reliability concerns of aging infrastructure while navigating the uncertainty surrounding potential external impacts and future capital requirements. Until the bridge alignment and related funding responsibilities are clarified, the City must continue operating and maintaining one of its most critical lift stations under a cloud of long-term uncertainty. ❑ Anticipating Emerging Regulations on Microplastics. Although the WRRC does not produce microplastics, wastewater treatment facilities are increasingly viewed as potential control points for preventing microplastic pollution in the environment. Microplastics enter treatment systems from a wide range of sources —such as synthetic textiles, personal care products, and fragmented plastics —and may pass through conventional treatment processes into effluent or accumulate in biosolids. While there are currently no federal regulations specifically requiring publicly owned treatment works to remove microplastics, the U.S. EPA is actively researching their occurrence and health risks, and is developing standardized sampling and analytical methods to support future rulemaking. The agency's National Strategy to Prevent Plastic Pollution, finalized in 2024, signals a clear intent to use the Clean Water Act and other regulatory tools to address plastic pollution, including microplastics. For the WRRC, this could create a significant challenge. If new regulations mandate the removal or monitoring of microplastics in effluent or biosolids, the City may need to invest in advanced treatment technologies, revise its solids handling practices, and implement routine sampling protocols all of which could increase operating costs and regulatory complexity. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 116 MANAGEMENT IN PROGRESS Dubuque, Iowa June 2025 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: Chemical Dosing, Maintenance Strategies, and Facility Planning. The WRRC continues to implement and evaluate odor control strategies targeting hydrogen sulfide (112S), the most prevalent odor -producing compound in the wastewater treatment process. Since 2023, chemical dosing has been used to reduce H2S concentrations at key points in the treatment train. Hydrogen peroxide dosing at the headworks has remained effective, reducing H2S in the primary clarifiers by approximately 50%. A 2024 trial of ferric chloride between the digesters and centrifuge was discontinued after proving ineffective for struvite control, though hydrogen peroxide will now be used in that location instead. In early 2025, a new ferric chloride dosing system was installed to target odor compounds directly within the anaerobic digesters. Data collection and sample analysis related to ferric - reactive components was completed in May 2025, and ferric chloride dosing within the digesters is scheduled to begin in June 2025. The results will help determine the most effective dosing strategy for long-term odor and struvite reduction. Odor control efforts now extend beyond chemical treatment. Funding to install perimeter odor sensors ("e-nose" technology) was included in the adopted FY26 budget, allowing the project to be initiated over the next nine months. These sensors will provide real-time odor monitoring at the WRRC's perimeter, enabling staff to detect patterns, identify offsite odor impacts, and respond proactively. The system will support data -driven operational decisions and strengthen the WRRC's responsiveness to community concerns. Additionally, a four-year anaerobic digester cleaning program has been initiated to improve performance and reduce odor risk, with the first digester cleaning now planned for summer 2025 following delays caused by the December 2024 explosion. Odor control is also a key element in the WRRC's ongoing Facility Plan Update, which includes a comprehensive review of odor sources and long-term mitigation strategies throughout the treatment process.. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 117 2. Hauled Waste Receiving and Storage Project. The City has initiated a project to address long-standing infrastructure and operational needs associated with accepting hauled high - strength waste at the WRRC. The improvements will provide dedicated receiving and storage capabilities that better manage the strength and volume of incoming waste, protect downstream treatment processes, and reduce odor impacts. Funding for the project is included in the FY25 budget, allowing the City to proceed without delay. The improvements are being funded through the tipping fees paid by local businesses that utilize the hauled waste program. To help minimize the financial impact on those businesses, the City submitted a federal grant application through the Community Project Funding Program. If the application is successful, the City will be required to follow the EPA's project administration process as outlined at the time of award. In that case, the construction schedule would be dictated by the federal requirements associated with the grant. Regardless of the outcome of the grant application, the City remains committed to completing the improvements, ensuring the WRRC can continue to accept hauled waste in a manner that is reliable, environmentally sound, and responsive to community needs.. 3. Industrial Controls Replacement Project. The WRRC is in the early stages of a multi -year effort to replace and modernize its aging industrial electrical control systems. Much of the facility's existing control infrastructure —including motor control centers (MCCs), variable frequency drives (VFDs), starters, and associated wiring and enclosures —was installed decades ago and has surpassed its expected service life. These components are critical to operating pumps, mixers, valves, and other process equipment throughout the treatment plant. As this infrastructure continues to age, it has become more difficult to maintain, and component failures pose increasing risks to the continuity and safety of plant operations. Replacement parts are often difficult or impossible to source, and outdated equipment lacks the diagnostic capabilities found in modern control systems. Upgrading these systems is essential for improving reliability, reducing downtime, and ensuring staff safety. Failed equipment often results in process interruptions, which can require emergency operational workarounds and increase the risk of treatment inefficiencies or permit non- compliance. In many cases, the City has experienced significant delays in restoring systems due to the unavailability of replacement parts for obsolete control components. This not only increases operational risk but also places additional strain on maintenance staff and other critical systems tasked with absorbing the added load. The adopted FY25 budget and the FY26-30 Capital Improvement Program include a combined $3 million to support phased replacement of WRRC's industrial electrical controls. This investment will allow for the systematic modernization of equipment across the facility, aligned with planned capital improvements and operational priorities. The project will improve system resilience, reduce the likelihood of emergency repairs, and support continued compliance with safety and performance standards. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 118 4. Facility Plan Update Project. The City is undertaking a comprehensive Facility Plan Update for the Water & Resource Recovery Center (WRRC), funded in FY25-26. This planning effort is a foundational tool used by publicly owned treatment works (POTWs) to prepare for the future. Facility plans help communities evaluate whether their treatment infrastructure can continue to meet permit requirements while serving the projected population and flow increases, adapting to regulatory changes, and incorporating advances in treatment technologies. The WRRC's plan will assess current performance, identify vulnerabilities, and recommend phased improvements to ensure safe, efficient, and sustainable treatment for years to come. Treatment capacity evaluation. The WRRC is currently operating at approximately 65-70% of its design capacity for flow, BOD, and TSS. As planned interceptor improvements are completed and new development —including within annexation areas —comes online, additional wastewater will be delivered to the WRRC. The Facility Plan will assess when capacity upgrades will be required and what infrastructure will be needed to accommodate that growth. Nutrient reduction. The City's NPDES permit requires a 66% reduction in total nitrogen and a 75% reduction in total phosphorus between influent and effluent. Although a 2022 analysis found full-scale nutrient removal to be infeasible at that time, the Iowa DNR requires the City to submit an updated evaluation by the end of calendar year 2027. The Facility Plan will determine how and when nutrient reduction strategies should be implemented, and how they may align with future capacity -driven upgrades. Maintenance practices and asset management. Many critical components —such as the final clarifiers and pump stations —date back to the 1990s or earlier and require increasingly frequent maintenance. The Facility Plan will assess the condition of major systems and recommend strategies to prioritize maintenance activities and reduce reactive repairs. This effort coincides with the WRRC's implementation of a Computerized Maintenance Management System (CMMS), which will help track equipment condition, schedule preventative maintenance, and extend asset life. The plan will help align capital improvements with these emerging maintenance tools to ensure long-term reliability. Workforce safety. The WRRC operates a complex facility with a wide range of physical, chemical, and biological hazards. As part of the planning effort, the City is reviewing and updating its workforce safety program to ensure it reflects modern standards, consistent documentation, and clear procedures —particularly for confined space entry, electrical work, and chemical handling. The Facility Plan will support the development of location -specific safety protocols and assist in identifying any physical modifications that may be needed to reduce exposure risks and improve overall safety culture at the facility. (continued next page) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 119 4. (continued) Odor control. Over the past two years, the WRRC has implemented targeted chemical dosing strategies to reduce hydrogen sulfide emissions, along with operational improvements to solids handling. The Facility Plan will take a system -wide approach to odor mitigation, evaluating each treatment process area for its odor generation potential and recommending further improvements —whether operational, structural, or chemical —to reduce off -site odor impacts and maintain community trust. Drying pad evaluation. This involves an evaluation of the existing drying pad and the potential for future decanting or dewatering improvements. This will ensure that hauled waste, sewer debris, and treatment residuals are managed in a way that minimizes odor, supports landfill disposal requirements, and protects overall system efficiency. Energy efficiency and resource recovery. This includes improvements in heating, electrical demand, and biogas utilization. These recommendations will support the City's sustainability goals while helping to offset future operating costs. When complete, the Facility Plan will deliver a phased, prioritized roadmap for capital improvements at the WRRC. This work will help the City plan for future investment potentially totaling $70—$100 millionin a way that protects public health, supports community growth, and ensures long-term regulatory compliance. 5. Recovery from the December 4, 2024 Explosion. On December 4, 2024, an explosion occurred in the Solids Processing Building at the WRRC, centered in the Boiler Room, causing widespread structural, mechanical, and electrical damage. The incident resulted in the loss of key systems —including the permanent boiler, portions of the gas train, MCC sections, and structural walls —requiring immediate and sustained recovery efforts to stabilize operations and restore the facility to its pre -incident condition. Since the event, the City has coordinated a comprehensive response involving temporary system restoration, equipment testing, procurement of a portable boiler, and development of permanent repair strategies. Initial actions included securing the area, restoring minimal operational heating through a rental boiler, and completing emergency work to ensure safe working conditions. WRRC staff and contractors have also performed insulation resistance testing on damaged conductors, replaced failed components, and deployed workarounds to maintain treatment reliability. To guide long-term recovery, the City contracted with Strand Associates to perform an in- depth evaluation of the affected areas and develop a formal scope of repair. Strand's draft report outlines a detailed opinion of probable capital cost (OPCC) to restore the facility to pre - event conditions, totaling approximately $3 million. The report includes recommendations for structural reconstruction of damaged walls and slab sections, replacement of MCC-75B and the SCC-75-01 control panel, full replacement of the boiler control system, various mechanical and electrical repairs, and restoration of SCADA room functionality. The report also highlights the need for permanent HVAC, piping, and drainage repairs and includes allowances for future coordination, construction phasing, and engineering services. (continued next page) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 120 5. (continued) This recovery project will continue into FY26 and involves close coordination between engineering consultants, insurance representatives, WRRC staff, and City departments. The work is extensive, touching nearly every system within the impacted area, and must be completed while maintaining ongoing operations and meeting regulatory obligations. Once complete, the facility will regain its full operational capability Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 121 INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Water & Resource Recovery Center Please list issues or projects that you would like for the city to address this 2025 — 2026 1. SCADA Upgrade Project. The WRRC is implementing a series of near -term upgrades to its Supervisory Control and Data Acquisition (SCADA) system infrastructure to improve reliability, streamline operations, and enhance system security. SCADA is the central platform operators use to run the WRRC's treatment systems, monitor equipment performance, and receive real-time alerts when equipment malfunctions. The system is essential for maintaining regulatory compliance, process stability, and safe operations. The current SCADA system architecture includes multiple dedicated desktop computers, many of which are operating on outdated software and require replacement. The upgrades will bring SCADA servers up to modern operating standards and replace several user workstations. As part of this effort, the City is working to reduce the number of unique SCADA-specific computers by enabling read-only access for certain users from their standard City -issued desktops. This change will preserve critical SCADA functionality while improving accessibility for operations and supervisory staff who don't require full control capabilities. To protect the system from cyber threats, the SCADA network remains isolated from the City's general IT network, ensuring secure operation of critical infrastructure. Because of this "walled -off' design, some users will continue to require access via dedicated SCADA terminals. Another important improvement will be the relocation of one of the two redundant SCADA servers to the City's IT Department, which will now host and maintain the backup server to improve resiliency and technical support. The new servers and computers are expected to be in place by the end of FY25, though final implementation may extend into early FY26 depending on procurement and coordination schedules. Work is actively underway in partnership with City IT and external integrators to complete this effort. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 122 2. Computerized Maintenance Management System (CMMS) Implementation. As part of the larger Facility Plan Update, the WRRC is implementing a Computerized Maintenance Management System (CMMS) to transition from a primarily reactive maintenance approach to a more preventative and data -informed strategy. Over time, the WRRC and the City's 21 lift stations (and counting) have increasingly found themselves operating in emergency response mode rather than engaging in proactive, scheduled maintenance. This reactive posture comes with costs —including increased equipment downtime, higher repair expenses, and shorter asset life. The City is currently in the process of reviewing multiple CMMS platforms, with the goal of narrowing the selection to two or three finalists for a more formal evaluation and proposal. The most critical factors for success include the ease of use for end users, particularly maintenance staff and plant operators; the efficiency of entering and updating asset and equipment data; and the availability of strong, ongoing customer support following purchase and implementation. A successful platform must be intuitive and well -supported to ensure staff adoption and long- term program success. Once fully implemented, the CMMS will support the scheduling, tracking, and documentation of both routine and corrective maintenance activities. It will include detailed equipment and asset records, preventive maintenance schedules based on manufacturer -recommended service intervals, parts inventory management, labor tracking, and work order assignments. Work orders will specify who is to perform each task, what materials are needed, and when the work should be completed —giving staff clear direction and supervisors visibility into ongoing workload and system health. In addition to improving system reliability and reducing unplanned outages, the CMMS will provide valuable insight into future maintenance staffing needs. By reflecting the full scope of manufacturer -recommended maintenance activities, the system will help the City understand the labor resources required to maintain its expanding infrastructure in a cost-effective and compliant manner. CMMS platform selection, setup, equipment data entry, and staff training are ongoing, with implementation expected to continue through FY25 and into FY26. The system will play a key role in enhancing equipment reliability, supporting regulatory compliance, and informing long-term capital and staffing plans. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 123 3. HVAC Improvements — WRRC Administration Building. The WRRC is continuing a phased effort to improve climate control and air quality in the Administration Building through the installation of mini -split HVAC units. These improvements are necessary to ensure adequate heating, cooling, and air circulation in various work areas that were previously underserved by the building's original HVAC configuration. The Administration Building houses a mix of office, conference, and operational support spaces —many of which experience fluctuating temperatures and insufficient air exchange, particularly in the summer and shoulder seasons. In a prior phase, HVAC upgrades were completed for the main office area, conference room, and break room, which significantly improved employee comfort and system efficiency in those spaces. The next phase of the project, planned for completion in the next six months, will extend HVAC service to the plan room, main lobby, and basement —areas that continue to experience temperature control issues due to inadequate ducting and limited system reach. The decision to use mini -split systems has proven to be a cost-effective and flexible solution, allowing for individualized temperature control without the need to overhaul the building's entire HVAC infrastructure. These improvements not only enhance comfort for staff and visitors, but also help maintain appropriate environmental conditions for equipment, documentation, and storage located in temperature -sensitive areas. Once this phase is complete, the building will have consistent and reliable climate control across all commonly used spaces. 4. FOG Program Software Improvements. The WRRC is currently implementing SwiftComply, a cloud -based software platform designed to support the City's Fats, Oils, and Grease (FOG) program. The new platform will streamline communication between City staff and food service establishments (FSEs), improve tracking of compliance records, and reduce the administrative burden associated with permitting, inspections, and documentation. Historically, the FOG program has relied on manual processes and spreadsheets to track grease trap maintenance, hauler manifests, and inspection outcomes. These methods have made it difficult to maintain a consistent compliance record for each facility, follow up on late submittals, or proactively identify problem areas. By centralizing all program data into a single, user-friendly interface, SwiftComply will allow for more efficient enforcement, real- time record access, and automatic reminders to regulated facilities regarding required maintenance and reporting deadlines. The platform is currently being configured to reflect the City's FOG program structure, with training and outreach to users planned in the coming months. Once fully implemented, SwiftComply will improve the City's ability to protect its collection system from grease - related blockages and support more consistent and equitable enforcement of FOG control requirements. Full rollout of the system is anticipated in FY25, with active use by City staff and regulated facilities beginning shortly thereafter. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 124 5. Filling the Maintenance Lead Position. The WRRC is in the process of filling a newly created Maintenance Lead position, which was established to improve the facility's capacity to plan, execute, and document preventative maintenance activities. The position replaces the former Maintenance Supervisor classification, following an internal evaluation that determined the supervisory -level role did not align with the facility's current structure or staffing needs. The Maintenance Lead will play a central role in supporting implementation of the WRRC's Computerized Maintenance Management System (CMMS) and will provide hands-on leadership for equipment inspections, repairs, and long-term asset care. The role is designed to bridge the gap between front-line maintenance staff and overall facility operations by focusing on task coordination, follow-through, and improved communication across shifts. 6. Industrial Pretreatment Program Compliance. The WRRC continues to advance corrective actions to bring its Industrial Pretreatment Program (IPP) into full compliance following a 2022 EPA inspection and a formal Notice of Noncompliance issued in 2023. The violations cited by EPA involved inadequate staffing, expired industrial user permits, deficiencies in enforcement and local limits, and gaps in hauled waste oversight and data management. Since then, the City has made substantial progress in addressing the findings and continues to work closely with EPA and IDNR to demonstrate full program compliance. Several key milestones have already been achieved, including the hiring of a dedicated Industrial Pretreatment Coordinator, adoption of a revised TTO/TOMP policy, completion of SIU inspections, and consistent quarterly sampling of industrial users. In addition, a revised data management policy has been implemented and is now in active use for both digital and hardcopy documentation. Work remains ongoing in several areas during FY25, including the update of the City's Enforcement Response Plan (ERP), a full local limits evaluation, completion of the industrial waste survey, and finalization of a hauled waste management plan that includes enhanced permitting, hazardous waste certifications, and sample analysis protocols. Many of these components are being supported through technical assistance provided by ISG and coordinated in close consultation with state and federal oversight agencies. The City's progress was recently acknowledged in a 2024 IDNR audit, which found that all of the EPA -identified deficiencies had either been corrected or are currently being implemented. Work is expected to continue through mid-2025, with the City aiming to resolve all remaining items and restore full compliance with federal pretreatment program requirements under 40 CFR Part 403. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 125 7. Operator Shift Coverage Reduction Initiative. The WRRC is developing a roadmap to reduce reliance on continuous 24/7 operator staffing, with the long-term goal of moving toward a model where all operators work on a single daytime shift. While this is the preferred direction, there may be equipment, operational, or safety -related roadblocks that could prevent full implementation. As such, staff are currently evaluating the feasibility of this shift and identifying which barriers can realistically be overcome and which may require modified expectations. Even if full consolidation of operator coverage proves infeasible, there are clear opportunities to reduce the number of hours when the facility is staffed and allow for periods when the WRRC is safely unmanned, supported by improved technology and planning. Achieving this will require a combination of reliable core treatment systems, dependable backup equipment, and a well -structured alarm notification system that can alert staff in real time when something goes offline or deviates from expected parameters. The effort is made possible in large part by the technology already present at the WRRC. Many treatment systems are equipped with automated controls and operate reliably without constant manual intervention. However, operators still play a critical role in overseeing the system, identifying performance trends, and making adjustments in response to changing waste streams over the course of each day, week, or season. Their attention to system behavior helps ensure that small operational issues are detected and addressed before they escalate into major problems or result in permit violations. This initiative is also driven by several workforce considerations. Reducing isolated overnight and weekend shifts aligns with safety best practices, as solo work limits the types of tasks that can be performed. A single -shift model would also promote better communication and continuity between staff, foster teamwork, and reduce the strain caused by covering shifts during time -off requests —especially on weekends, when operators currently work 12-hour shifts. These improvements support the City's broader goal of ensuring a sustainable and healthy work -life balance for employees. The WRRC is working with Strand Associates to review and classify SCADA alarms as part of this planning effort. Additionally, the WRRC is utilizing the services of Daupler to help with routing alarms to on -call personnel and escalate notifications as needed. On -call operators will be provided with a laptop and VPN access to monitor and respond to alarms securely from remote locations. To support this operational model, policies related to on -call expectations, response protocols, and after-hours availability will need to be developed. These policy changes will ensure a clear, structured approach to off -shift coverage that maintains accountability while protecting staff capacity and safety. Implementation of some level of reduced shift coverage is expected to begin in early FY26, with additional adjustments phased in as remaining roadblocks are addressed. Even partial success will enhance WRRC's ability to staff more efficiently and safely while maintaining operational reliability and compliance. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 126 Looking to Dubuque's Future Boards and Commissions View Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 127 BOARD AND COMMISSION INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 BOARD/COMMISSION: Arts & Cultural Affairs Advisory Commission Please list issues or projects that you would like for the city to address this 2025 — 2026 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 recommendations 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. 2. Present Temporary Public Art Policy to City Council for adoption. 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. Advocate for and assist in securing support for new and updated Arts & Culture Master Plan. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 128 BOARD AND COMMISSION INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 BOARD/COMMISSION: Carnegie -Stout Public Library Board of Trustees Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Want to explore free parking solutions near the library with smart parking meters and transportation department. Could library subsidize parking utilizing a patrons library card? 2. Library has several capital improvement projects that will need to be addressed as the years go on. These projects help maintain the library as an historic and beautiful facility for residents and visitors to enjoy. 3. Consider crosswalk signage at 11f Street intersections of Locust & Bluff. 4. 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 129 BOARD AND COMMISSION INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 BOARD/COMMISSION: Civic Center Commission Please list issues or projects that you would like for the city to address this 2025 — 2026 1. RFP released for architectural and engineering services for the $23.4 million renovation development plan creating a venue for the future and improves the customer experience. 2. Continue to complete capital improvements to Five Flags to have a facility maintained and managed well for the attendees of events and activities. 3. Reachieve meeting benchmark in FY26. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 130 BOARD AND COMMISSION INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 BOARD/COMMISSION: Civil Service Commission Please list issues or projects that you would like for the city to address this 2025 — 2026 1. None Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 131 BOARD AND COMMISSION INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 BOARD/COMMISSION: Community Development Advisory Commission Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Streamline and Harmonize the Homeowner Rehabilitation Loan Program, including standardized loan terms and flexible payment plan options. Aligning program guidelines and repayment structures will improve clarity, accessibility, and fairness for homeowners seeking critical home repairs. 2. Replicate and Expand "The Dubuque House" Model for Affordable Housing Development. By expanding the Dubuque House model, the city can address both the need for affordable housing and the desire for sustainable, energy -efficient homes that cater to the future needs of residents. 3. Implement Expanded Affordable Housing Opportunities for Low- to Moderate -Income Families, including exploring innovative housing models to meet the growing demand for accessible, sustainable and affordable housing solutions. 4. Enhance Interdepartmental Collaboration with the Office of Shared Prosperity, Neighborhood Support, Equity and Human Rights, and Relevant Commissions. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 132 BOARD AND COMMISSION INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 BOARD/COMMISSION: Housing Commission Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Strong encouragement for all landlords to accept HCV Vouchers. 2. Promote the Next Level Savings Program (NLSP — FSS Program) in the community as a great resource for Housing Choice Voucher (HCV) participants. 3. Central Avenue Corridor — building walk throughs and evaluations as to best use of current stock; and enhanced research of potential incentives to promote those rehabilitations vs all new builds. 4. Housing Commission members attend Successful Rental Property Management Course — (possibility to waive attendance fee for commission members?) Rent Reasonableness (rent comparison)- assistance from Housing Commission educating and promoting reporting. 6. Promotion of the Pocket Neighborhood through Habitat for Humanity. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 133 BOARD AND COMMISSION INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 DEPARTMENT: Human Rights Commission Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Review and update the Human Rights Commission ordinance (working with City Attorney's office) and then suggest subsequent updates to the commission handbook 2. Human Rights Commission members partner with organizations that share goals to promote and engage in community development 3. Enhance the visibility of the commission 4. Familiarize ourselves with efforts and existing structures Community Equity Profile, Imagine Dubuque, Dubuque Forward 5. Commission provide input to City Council for the State and Federal Legislative priorities process. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 134 BOARD AND COMMISSION INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 BOARD/COMMISSION: Long Range Planning Advisory Commission Please list issues or projects that you would like for the city to address this 2025 — 2026 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. 3. 3- and 4-bedroom apartments at affordable prices 4. Creation and incentives for affordable single-family home development 5. Creation of a Multi -sport recreation complex 6. Reduce tax burden 7. Encourage the creation of an off -leash dog park, bar, and coffeehouse, plus grooming, daycare, and training services (e.g.,. Paws and Pints in Des Moines) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 135 BOARD AND COMMISSION INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 BOARD/COMMISSION: Parks and Recreation Commission Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Fully Fund Staffed Positions in the Park Division. Increase staff representative of responsibilities. The Park Division is being asked to care for and develop equitable amenities including trails, new parks, the marina, and even landscaping for new roundabouts. The City would benefit from developing and retaining experience and expertise in the Park Division. 2. Swimming Pools. Develop and start plans for City pool replacement. Address public's desire for additional amenities, including splash pads, and an aquatics center. 3. Infrastructure Updates. Aging structures within the Parks and Recreation Department purview should be considered for upgrades or renovations before their condition makes them unfit for public use. The Commission supports updating and modernizing structures in parks, including pavilions and restrooms, as well as offices, greenhouses, and other physical assets used by the Department. 4. Connecting Bike and Trails. Continue to promote mobility by the constructions and maintenance of interconnected trails and bike paths, including within neighborhood areas. Increase public awareness of available trails. 5. Recreation Division Marketing. In order to promote the equitable provision of recreational services throughout Dubuque, the Recreation Division needs to both maintain successful programming and provide new programs. Engaging with underserved families will require hiring additional supervisors to provide attractive programming. Promotion and use of those programs will have a direct impact on public health and community building within Dubuque. Increase of poverty prevention. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 136 6. Chaplain Schmitt Island. Sustaining a close relationship with Chaplain Schmitt Island Committee/DRA on planning and implementation of the Chaplain Schmitt Island Master Plan. Including updates/ input sessions with commission and facilitate public input. Support of ADA accessible restrooms. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 137 BOARD AND COMMISSION INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 BOARD/COMMISSION Resilient Community Advisory Commission (RCAQ Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Advise the City Council to adopt a longer -term greenhouse gas (GHG) reduction goal that goes beyond 2030 including community engagement efforts to inform goal. 2. Support permanent funding of the Climate Action Coordinator position. 3. Sustainable Dubuque Grants — review and disburse $25,000 in small grants to community members with projects that meet the 12 sustainability principles. 4. Waste Management and Waste Diversion and Reduction (composting in restaurants/Green Dining Alliance). 5. Insulation inspections as part of city rental inspections (for energy efficiency) 6. Supporting cost -savings through maintenance and energy efficiency updates to city - owned facilities. 7. Alternative Transportation support and education — walk/bike/scoot/transit opportunities Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 138 BOARD AND COMMISSION INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 BOARD/COMMISSION: Transit Board Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Projects will be presented upon completion of the Areas of Persistent Poverty Grant Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 139 BOARD AND COMMISSION INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 BOARD/COMMISSION: Zoning Advisory Commission Please list issues or projects that you would like for the city to address this 2025 — 2026 1. Evaluation and update of the Unified Development Code. The Zoning Advisory Commission will plan a key role in reviewing and evaluating the proposed changes and modifications to the Unified Development Code (UDC) as part as the code update that is underway. The Commission will be responsible for carefully assessing how the proposed updates align with the goals and policies outlined in the Imagine Dubuque Comprehensive Plan. Through public input, technical analysis, and collaboration with planning staff, the Commission will ensure their recommendations reflect a balanced approach to growth, development, and neighborhood preservation before forwarding them to the City Council for consideration. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 140 BOARD AND COMMISSION INITIATIVES 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 BOARD/COMMISSION: Zoning Board of Adjustment Please list issues or projects that you would like for the city to address this 2025 — 2026 Evaluation and update of the Unified Development Code. The consultant, Camiros, was selected and the update of the 2009 Unified Development Code has commenced. Camiros has taken the feedback from the initial outreach and reviewed the existing code to evaluate and draft a Technical Report which will be presented to the Zoning Advisory Commission and City Council. As part of the code update the Zoning Board of Adjustment will play a key role in reviewing and evaluating the proposed changes and modifications to the Unified Development Code (UDC). The Board will be responsible for carefully assessing how the proposed updates align with the goals and policies outlined in the Imagine Dubuque Comprehensive Plan. Through public input, technical analysis, and collaboration with planning staff, the Board will ensure their decision reflect a balanced approach to property investment and neighborhood preservation. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 141 Looking to Dubuque's Future Community Partners View Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 142 PARTNER, NEIGHBORHOOD ASSOCIATION 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 PARTNER: POINT NEIGHBORHOOD ASSOCIATION Please list issues or projects that you would like for the City to address this 2025 — 2026. Is there a way that your organization can be a part of the solution? 1. We would like them to listen to the Constituents from the Point area and not plan things we learn about at a later date, ex. Apts on Kerper. This would have been the perfect place for a recreational area. 2. More equal opportunities for everyone, regardless of their status and more affordable Housing and less crime. 3. This is an idea on how we can do more in the city. We would like to see an aquatics center with retractable roof for all year-round swimming, it should be built either on the Point or North end area. Many people would like to see this happen. Some of this could be paid for by people who water walk and their doctors could write out an RX and have Medicare pay for their water walking. We would also like it to be big enough to have adult separate from children for swimming and maybe we could partner with the YMCA to help build 1 big building. A partnership private and public. Also another idea is to have ranch style houses with gas and electric for the home, our electric grid is so overtaxed and electric is so expensive, we could do a small solar panel size of your cell phone to have it attached to the house to provide all the energy it needs. If someone invents a small solar panel 4. Updates to the existing parks.... Eagle Point, Flora ... etc. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 143 PARTNER, NEIGHBORHOOD ASSOCIATION 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 PARTNER: St. Joseph, Langworthy, Downtown, Fenelon Please list issues or projects that you would like for the City to address this 2025 — 2026. Is there a way that your organization can be a part of the solution? 1. St. Joseph- assistance in organizing the St. Joseph Neighborhood Association; 2. Langworthy- Better Night time Lighting especially W 3rd St. 3. Downtown NA - Improved lighting , repair of alleys and better alley lighting 4. Fenelon- Keep working on parks and outdoor spaces. Don't forget neighborhood associations Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 144 PARTNER, NEIGHBORHOOD ASSOCIATION 2025 — 2026: SHORT-TERM ISSUES AND PROJECTS Dubuque, Iowa June 2025 CARICH Properties PARTNER: Multicultural Family Center, John Deere, Community Foundation of Greater Dubuque Please list issues or projects that you would like for the City to address this 2025 — 2026. Is there a way that your organization can be a part of the solution? 1. CARICH Properties - The continued improvement of the Central Avenue Corridor. 2. Multicultural Family Center, John Deere, Community Foundation of Greater Dubuque - More biking trails that connect the already existing trail system. There is a need in Downtown and on the Westend. On a scale of 1 to 5 (using smiley faces), please rate your overall experience with the Office of Shared Prosperity and Neighborhood Support. • CARICH Properties - 5 • Multicultural Family Center, John Deere, Community Foundation of Greater Dubuque - 5 Is there anything else you would like to share about your neighborhood's experiences with local government or how we can better support your neighborhood? 1. CARICH Properties - Would really like to see some of the blight and troublesome landlords continued to be held accountable. Keep helping to improve safety and let people know that the area is a place you can come enjoy. 2. Multicultural Family Center, John Deere, Community Foundation of Greater Dubuque - n/a Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 145 SECTION 6 CRITICAL ISSUES FOR STRATEGIC DISCUSSION [Updated: 9/16/251 Copyright © 2025 Lyle Sumek Associates, Inc. Project 250601 Strategic Topics for Discussion City of Dubuque >> Topics 1. Keeping our Focus on Dubuque's Future: Dubuque Vision 2040 — Preferred Future with Value -based Outcomes for our Dubuque Community 2. Parks and Eagle Point Park Upgrades as a Priority: Projects, Staffing and Funding 3. Tourism and Sports Tourism — Making Dubuque a True Destination with National and International Guests 4. Lowest Tax Rate vs. Responsibly Low Tax Rate 5. Building off Dubuque Positive Momentum for the Future — Next Steps for the City of Dubuque 6. Preparation for a Chaotic World and for Turbulent Times — Dubuque's Strategy and Action Plan 7. Governing with Civilty and Respect Focusing on Community Outcomes and Value to our Residents 8. Management Succession Planning 9. City Support of Non -Profit Organizations in light of Reduced Funding from State of Iowa, Federal Government and the Community 10. Greater Voice for City Boards and Commissions Copyright © 2025 Lyle Sumek Associates, Inc. Project 250601 >> Topics 11. Unhoused Residents Programs and Support 12. Emerging Technologies and their Application to City Government — Policies and Processes, including Al 13. Cyber Security for the City Government Copyright © 2025 Lyle Sumek Associates, Inc. Project 250601 SECTION 7 DUBUQUE VISION FOR OUR FUTURE [Updated: 9/16/25] [Equity: Need for Compliance Federal Presidential Executive with Iowa State and the Order] Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 A Dubuque Vision 2039 Current Vision for Dubuque's Future Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Dubuque Vision 2039 DUBUQUE 2039 is a SUSTAINABLE AND RESILIENT CITY (A), an INCLUSIVE AND EQUITABLE COMMUNITY (B) where ALL are welcome. DUBUQUE 2039 has preserved our MASTERPIECE ON THE MISSISSIPPI (c), has a STRONG DIVERSE ECONOMY (D) and EXPANDING CONNECTIVITY(E). DUBUQUE 2039 — Our residents EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE (F), have choice of QUALITYAFFORDABLE LIVABLE NEIGHBORHOODS �G�, have an ABUNDANCE OF DIVERSE FUN THINGS TO DO (H) and are SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY('). Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 3 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 INCLUSIVE AND EQUITABLE COMMUNITY ► Means 1. Recognized as an inclusive and equitable community 2. Successfully overcoming racial bias 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 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 employment gaps for black residents 5. Workforce for 21s' 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 10 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 11 PRINCIPLE I SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY ► Means 1. Promoted outreach to engage our diverse community 2. Residents and businesses well-informed on the City's Vision, plans, programs, employment opportunities and services and the value added to the community 3. Neighbors engaged actively in neighborhoods and taking responsibility for enhancing neighborhoods and resolving neighborhood conflicts or concerns 4. Community implementing Imagine Dubuque Plan 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 12 Dubuque Vision 2040 Potential Working Draft for Update Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 13 Dubuque Vision 2040 DUBUQUE 2040 is recognized as a SAFE COMMUNITY: Feeling Safe Anytime and Anywhere W, HEALTHY COMMUNITY: Support for Personal Wellness (B) BEAUTIFUL COMMUNITY: Pride in our Appearance (c) LIVABLE COMMUNITY: Choice of Neighborhoods and Housing(D) VIBRANT COMMUNITY: Destinations for Residents and Guests (E) PROSPEROUS COMMUNITY: Thriving Local Economy for All(') ACTIVE COMMUNITY: Experiences for All (G) CONNECTED COMMUNITY: Dubuque Connected to the World (H) WELCOMING COMMUNITY: Everyone Belongs(') Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 14 PRINCIPLE A SAFE COMMUNITY Feeling Safe Anytime and Anywhere »> Means PRIORITY 1. Quality public safety services with timely and appropriate response to a call for service 2. Well -maintained, modernized and well -located public safety facilities 3. Fully -staffed, well -trained and well-equipped Dispatch, Fire and Police 4. City and community prepared for, ability to respond to and capacity to recover from a natural disaster or crisis 5. Community involved as partners in creating a safe community 6. Active fire prevention programs for businesses, neighborhoods and housing 7. Expanded use of technology and data to create a safer Dubuque community, including drones and cameras 8. Police and Fire workforce reflecting Dubuque community demographic 9. Developments, facilities, parks and trails design and built with safety in mind — Crime Prevention through Environmental Design (CPTED) 10. Collaboration with School District to have safe school and safe routes to schools Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 15 PRINCIPLE A SAFE COMMUNITY Feeling Safe Anytime and Anywhere >> Means PRIORITY 11. Collaboration with School District to have safe school and to enhance youth safety 12. Homes and buildings well maintained meeting and complying with City codes 13. Effective animal control and services meeting the needs of our Dubuque community 14. Low crime rate — Part 1 and Part 2 with a high solvability rate 15. Residents and guests safe throughout the community, and actively taking steps to reduce crime and reporting results to increase comfort and confidence of residents 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 16 PRINCIPLE B HEALTHY COMMUNITY Support for Personal Wellness >>> Means PRIORITY 1. Qulaity medical and healthcare services access to all 2. Effective and timely emergency medical services with a high survival rate 3. Equitable access to healthy, affordable foods — a community without food deserts 4. Low chronic disease rate 5. Opportunities to live a active and healthy lifestyle 6. Recognition as a walkable and bikeable community 7. Effective services in collaboration with State of Iowa and Dubuque County to address brain health issues — emergency response and long- term programs 8. Effective community paramedic services provided by the Fire Department 9. Low drug use rate and programs and services to address abuse available for all 10. Crescent Community Health with well -designed and well -maintained facility providing services responsive to the needs of our Dubuque community Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 17 PRINCIPLE B HEALTHY COMMUNITY >>> Means PRIORITY 11. Shelters, programs and services to address the needs of our unhoused residents 12. Quality, affordable and accessible health, dental, substance abuse and brain health services in Dubuque 13. Residents having access to and taking advantage of opportunities for a healthy life style 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 18 PRINCIPLE C BEAUTIFUL COMMUNITY Pride in our Appearance >>> Means PRIORITY 1. Well -designed, well -maintained and attractive entrances to Dubuque 2. Well -designed, well -maintained City parks, park venues and park equipment 3. Attractive and well -maintained Grandview Boulevard - a historic gateway 4. Well -designed and well -maintained streetscapes, medians and corridors 5. Preservation of Dubuque's historic buildings and homes 6. Variety of public art throughout our Dubuque community 7. Well -maintained and attractive Riverfront, including Chaplain Schmitt Island 8. Healthy tree canopy throughout our Dubuque community 9. Distinctive and attractive City buildings and facilities 10. Buildings and homes complying with City code and an effective enforcement programs Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 19 PRINCIPLE C BEAUTIFUL COMMUNITY Pride in our Appearance >>> Means PRIORITY 11. Well -designed, well -maintained commercial buildings and business centers (private sector) 12. Clean community without litter or graffiti 13. Native plants and low water use plants 14. Property owners and homeowners maintaining their properties 15. Eagle Point Park showcasing Dubuque, well -maintained, history preserved and providing beautiful vistas 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 20 PRINCIPLED LIVABLE COMMUNITY Choice of Neighborhoods and Housing >>> Means PRIORITY 1. Reimagining City services and investments including Police policies resulting in reduced racial tension and reduced disparate treatment 2. Strong sense of neighborhood pride with homeowners, landlords, and tenants taking responsibility for appearance and safety 3. Reduced concentration of poverty by supporting in existing areas outside and market -rate in existing areas 4. Expanded affordable, quality housing options through infill and annexations 5. Housing opportunities balancing home ownership and rental properties 6. Neighborhood activities and events that bring neighbors together, to meet and build relations and to share responsibilities for neighborhood success 7. Property owners and homeowners maintaining their properties 8. Neighbors welcoming all 9. Convenient access to neighborhood retail and to neighborhood parks — things to do 10. Walkable and pedestrian friendly neighborhoods with connected and well -maintained sidewalks and trails Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 21 PRINCIPLED LIVABLE COMMUNITY Choice of Neighborhoods and Housing >> Means PRIORITY 11. Active neighborhood associations working with neighbors and collaborating with the City 12. "Complete Streets" concepts integrated into street design/redesign, neighborhood development/redevelopment, and accommodation of multiple modes of transportation 13. Quality streets and City infrastructure that are well -designed, well - maintained and ADA accessible 14. Older homes remodeled and modernized 15. Affordable, quality housing options for all stages of life, including green, sustainable homes 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 22 PRINCIPLE E VIBRANT COMMUNITY Destinations for Residents and Guests >>> Means PRIORITY 1. Historic Dubuque Downtown with Medical College, diverse businesses including retail and restaurants, revitalized Five Flags, upper floors with residential opportunities 2. Champlain Schmitt Island with Amphitheater, hotels, casino, recreational venues connected by trails 3. Dubuque Riverfront and Port with docking for cruise ships, riverwalk, hotels, casino, conference center, major office space and experience - based businesses 4. Redeveloped Mall Area with mixed used development incorporating retail businesses, service businesses, variety of residential opportunities and experience -based businesses 5. Central Avenue Corridor with businesses, variety of residential opportunities and effective traffic management 6. Field of Dreams with hotels, world -class sport venues and experience - base businesses — a national destination 7. Eagle Point Park with historic structures, park amenities and venues, pavilion for family celebrations and observation points 8. Historic Millworks District with residential opportunities, hotels, restaurants, and businesses 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 23 PRINCIPLE E VIBRANT COMMUNITY Destinations for Residents and Guests >>> Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 24 PRINCIPLE F PROSPERUOUS COMMUNITY Thriving Local Economy for All >> Means PRIORITY 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 2 1 " century jobs including skill development opportunities for the underemployed and unemployed 6. Land available with infrastructure capacity for future industrial and commercial expansion 7. Support local Black -owned businesses 8. Strong partnership with GDDC aligned with City vision and goals 9. National and regional sports destination with world -class facilities and fields attracting and retaining tournaments bringing guest to Dubuque 10. Variety of hotels for major conference center and sport tourism Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 25 PRINCIPLE F PROSPERUOUS COMMUNITY Thriving Local Economy for All >>> Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 26 PRINCIPLE G ACTIVE COMMUNITY Experiences for All M Means PRIORITY 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. 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 8. Inclusive arts and cultural experiences for all 9. Modern Library providing programs and services responsive to the needs of Dubuque's diverse community 10. Indoor recreation and community center(s) providing a variety Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 27 PRINCIPLE G ACTIVE COMMUNITY Experiences for All >>> Means PRIORITY 11. Performing arts venues at Five Flags and Amphitheater providing culturally diverse programs, performances and activities 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 28 PRINCIPLE H CONNECTED COMMUNITY Dubuque Connected to the World >> Means PRIORITY 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 8. Residents walking, biking and using public transportation to work 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 29 PRINCIPLE H CONNECTED COMMUNITY Dubuque Connected to the World >>> Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 30 PRINCIPLE I WELCOMING COMMUNITY Everyone Belongs >>> Means PRIORITY 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 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 31 PRINCIPLE I WELCOMING COMMUNITY Everyone Belongs >>> Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 32 SECTION 7 DUBUQUE VISION FOR OUR FUTURE [Updated: 9/16/25] [Equity: Need for Compliance Federal Presidential Executive with Iowa State and the Order] Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 A Dubuque Vision 2039 Current Vision for Dubuque's Future Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Dubuque Vision 2039 DUBUQUE 2039 is a SUSTAINABLE AND RESILIENT CITY (A), an INCLUSIVE AND EQUITABLE COMMUNITY (B) where ALL are welcome. DUBUQUE 2039 has preserved our MASTERPIECE ON THE MISSISSIPPI (c), has a STRONG DIVERSE ECONOMY (D) and EXPANDING CONNECTIVITY(E). DUBUQUE 2039 — Our residents EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE (F), have choice of QUALITYAFFORDABLE LIVABLE NEIGHBORHOODS �G�, have an ABUNDANCE OF DIVERSE FUN THINGS TO DO (H) and are SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY('). Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 3 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 INCLUSIVE AND EQUITABLE COMMUNITY ► Means 1. Recognized as an inclusive and equitable community 2. Successfully overcoming racial bias 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 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 employment gaps for black residents 5. Workforce for 21s' 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 10 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 11 PRINCIPLE I SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY ► Means 1. Promoted outreach to engage our diverse community 2. Residents and businesses well-informed on the City's Vision, plans, programs, employment opportunities and services and the value added to the community 3. Neighbors engaged actively in neighborhoods and taking responsibility for enhancing neighborhoods and resolving neighborhood conflicts or concerns 4. Community implementing Imagine Dubuque Plan 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 12 Dubuque Vision 2040 Potential Working Draft for Update Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 13 Dubuque Vision 2040 DUBUQUE 2040 is recognized as a SAFE COMMUNITY: Feeling Safe Anytime and Anywhere W, HEALTHY COMMUNITY: Support for Personal Wellness (B) BEAUTIFUL COMMUNITY: Pride in our Appearance (c) LIVABLE COMMUNITY: Choice of Neighborhoods and Housing(D) VIBRANT COMMUNITY: Destinations for Residents and Guests (E) PROSPEROUS COMMUNITY: Thriving Local Economy for All(') ACTIVE COMMUNITY: Experiences for All (G) CONNECTED COMMUNITY: Dubuque Connected to the World (H) WELCOMING COMMUNITY: Everyone Belongs(') Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 14 PRINCIPLE A SAFE COMMUNITY Feeling Safe Anytime and Anywhere »> Means PRIORITY 1. Quality public safety services with timely and appropriate response to a call for service 2. Well -maintained, modernized and well -located public safety facilities 3. Fully -staffed, well -trained and well-equipped Dispatch, Fire and Police 4. City and community prepared for, ability to respond to and capacity to recover from a natural disaster or crisis 5. Community involved as partners in creating a safe community 6. Active fire prevention programs for businesses, neighborhoods and housing 7. Expanded use of technology and data to create a safer Dubuque community, including drones and cameras 8. Police and Fire workforce reflecting Dubuque community demographic 9. Developments, facilities, parks and trails design and built with safety in mind — Crime Prevention through Environmental Design (CPTED) 10. Collaboration with School District to have safe school and safe routes to schools Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 15 PRINCIPLE A SAFE COMMUNITY Feeling Safe Anytime and Anywhere >> Means PRIORITY 11. Collaboration with School District to have safe school and to enhance youth safety 12. Homes and buildings well maintained meeting and complying with City codes 13. Effective animal control and services meeting the needs of our Dubuque community 14. Low crime rate — Part 1 and Part 2 with a high solvability rate 15. Residents and guests safe throughout the community, and actively taking steps to reduce crime and reporting results to increase comfort and confidence of residents 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 16 PRINCIPLE B HEALTHY COMMUNITY Support for Personal Wellness >>> Means PRIORITY 1. Qulaity medical and healthcare services access to all 2. Effective and timely emergency medical services with a high survival rate 3. Equitable access to healthy, affordable foods — a community without food deserts 4. Low chronic disease rate 5. Opportunities to live a active and healthy lifestyle 6. Recognition as a walkable and bikeable community 7. Effective services in collaboration with State of Iowa and Dubuque County to address brain health issues — emergency response and long- term programs 8. Effective community paramedic services provided by the Fire Department 9. Low drug use rate and programs and services to address abuse available for all 10. Crescent Community Health with well -designed and well -maintained facility providing services responsive to the needs of our Dubuque community Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 17 PRINCIPLE B HEALTHY COMMUNITY >>> Means PRIORITY 11. Shelters, programs and services to address the needs of our unhoused residents 12. Quality, affordable and accessible health, dental, substance abuse and brain health services in Dubuque 13. Residents having access to and taking advantage of opportunities for a healthy life style 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 18 PRINCIPLE C BEAUTIFUL COMMUNITY Pride in our Appearance >>> Means PRIORITY 1. Well -designed, well -maintained and attractive entrances to Dubuque 2. Well -designed, well -maintained City parks, park venues and park equipment 3. Attractive and well -maintained Grandview Boulevard - a historic gateway 4. Well -designed and well -maintained streetscapes, medians and corridors 5. Preservation of Dubuque's historic buildings and homes 6. Variety of public art throughout our Dubuque community 7. Well -maintained and attractive Riverfront, including Chaplain Schmitt Island 8. Healthy tree canopy throughout our Dubuque community 9. Distinctive and attractive City buildings and facilities 10. Buildings and homes complying with City code and an effective enforcement programs Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 19 PRINCIPLE C BEAUTIFUL COMMUNITY Pride in our Appearance >>> Means PRIORITY 11. Well -designed, well -maintained commercial buildings and business centers (private sector) 12. Clean community without litter or graffiti 13. Native plants and low water use plants 14. Property owners and homeowners maintaining their properties 15. Eagle Point Park showcasing Dubuque, well -maintained, history preserved and providing beautiful vistas 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 20 PRINCIPLED LIVABLE COMMUNITY Choice of Neighborhoods and Housing >>> Means PRIORITY 1. Reimagining City services and investments including Police policies resulting in reduced racial tension and reduced disparate treatment 2. Strong sense of neighborhood pride with homeowners, landlords, and tenants taking responsibility for appearance and safety 3. Reduced concentration of poverty by supporting in existing areas outside and market -rate in existing areas 4. Expanded affordable, quality housing options through infill and annexations 5. Housing opportunities balancing home ownership and rental properties 6. Neighborhood activities and events that bring neighbors together, to meet and build relations and to share responsibilities for neighborhood success 7. Property owners and homeowners maintaining their properties 8. Neighbors welcoming all 9. Convenient access to neighborhood retail and to neighborhood parks — things to do 10. Walkable and pedestrian friendly neighborhoods with connected and well -maintained sidewalks and trails Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 21 PRINCIPLED LIVABLE COMMUNITY Choice of Neighborhoods and Housing >> Means PRIORITY 11. Active neighborhood associations working with neighbors and collaborating with the City 12. "Complete Streets" concepts integrated into street design/redesign, neighborhood development/redevelopment, and accommodation of multiple modes of transportation 13. Quality streets and City infrastructure that are well -designed, well - maintained and ADA accessible 14. Older homes remodeled and modernized 15. Affordable, quality housing options for all stages of life, including green, sustainable homes 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 22 PRINCIPLE E VIBRANT COMMUNITY Destinations for Residents and Guests >>> Means PRIORITY 1. Historic Dubuque Downtown with Medical College, diverse businesses including retail and restaurants, revitalized Five Flags, upper floors with residential opportunities 2. Champlain Schmitt Island with Amphitheater, hotels, casino, recreational venues connected by trails 3. Dubuque Riverfront and Port with docking for cruise ships, riverwalk, hotels, casino, conference center, major office space and experience - based businesses 4. Redeveloped Mall Area with mixed used development incorporating retail businesses, service businesses, variety of residential opportunities and experience -based businesses 5. Central Avenue Corridor with businesses, variety of residential opportunities and effective traffic management 6. Field of Dreams with hotels, world -class sport venues and experience - base businesses — a national destination 7. Eagle Point Park with historic structures, park amenities and venues, pavilion for family celebrations and observation points 8. Historic Millworks District with residential opportunities, hotels, restaurants, and businesses 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 23 PRINCIPLE E VIBRANT COMMUNITY Destinations for Residents and Guests >>> Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 24 PRINCIPLE F PROSPERUOUS COMMUNITY Thriving Local Economy for All >> Means PRIORITY 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 2 1 " century jobs including skill development opportunities for the underemployed and unemployed 6. Land available with infrastructure capacity for future industrial and commercial expansion 7. Support local Black -owned businesses 8. Strong partnership with GDDC aligned with City vision and goals 9. National and regional sports destination with world -class facilities and fields attracting and retaining tournaments bringing guest to Dubuque 10. Variety of hotels for major conference center and sport tourism Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 25 PRINCIPLE F PROSPERUOUS COMMUNITY Thriving Local Economy for All >>> Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 26 PRINCIPLE G ACTIVE COMMUNITY Experiences for All M Means PRIORITY 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. 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 8. Inclusive arts and cultural experiences for all 9. Modern Library providing programs and services responsive to the needs of Dubuque's diverse community 10. Indoor recreation and community center(s) providing a variety Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 27 PRINCIPLE G ACTIVE COMMUNITY Experiences for All >>> Means PRIORITY 11. Performing arts venues at Five Flags and Amphitheater providing culturally diverse programs, performances and activities 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 28 PRINCIPLE H CONNECTED COMMUNITY Dubuque Connected to the World >> Means PRIORITY 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 8. Residents walking, biking and using public transportation to work 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 29 PRINCIPLE H CONNECTED COMMUNITY Dubuque Connected to the World >>> Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 30 PRINCIPLE I WELCOMING COMMUNITY Everyone Belongs >>> Means PRIORITY 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 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 31 PRINCIPLE I WELCOMING COMMUNITY Everyone Belongs >>> Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 32 SECTION 8 DUBUQUE CITY GOVERNMENT: OUR MISSION [Updated: 9/16/25] [Equity: Need for Compliance with Iowa State and the Federal Presidential Executive Order] Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Dubuque City Government Our Mission DUBUQUE CITY GOVERNMENT is a PROGRESSIVE (A) and FINANCIALLY SOUND CITY (B) with RESIDENTS RECEIVING VAL UE 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 (E), that CONTRIBUTE TO AN EQ UITABLE, SUSTAINABLE CITY (G), PLAN FOR THE COMMUNITY'S FUTURE (H) and FACILITATE ACCESS TO CRITICAL HUMAN SER VICES (I). Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 2 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. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 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. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 5 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 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. Developing and retaining a highly productive, well -trained workforce that takes pride in service and develops innovations. 4. Having adequate staffing capacity to support defined service levels. 5. Seeking information, listening and learning from the community 6. Developing and using data and metrics to enhance municipal services Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 PRINCIPLE F SUPPORT URBAN LIVING ► Means 1. Having a 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 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. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 10 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 11 SECTION 9 PLAN 2025 — 2030 [Update: 9/16/25] Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 City of Dubuque Goals 2030 HEALTHY AND SAFE COMMUNITY 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 2 GOAL 1 HEALTHY AND SAFE COMMUNITY >> Outcomes — PICK 5 MOST IMPORTANT PRIORITY Outcome 1 Be inclusive and equitable community in which all feel welcome, included and belonging Outcome 2 Have Police Department, Fire Department and Dispatch at full budget authorized staffing with diverse workforces Outcome 3 Provide high -quality emergency services that are accredited and uses best practices Outcome 4 Leverage and use technology to create a safe community including cybersecurity, drones and cameras Outcome 5 Have a walkable and bikeable community that supports a healthy life style Outcome 6 Outcome 7 Outcome 8 Outcome 9 Outcome 10 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 GOAL 1 HEALTHY AND SAFE COMMUNITY >> Measures of Success PRIORITY 1. Community Survey 2. Reduced number of chronic disease cases 3. Reduced Part 1 Crimes - Persons 4. Reduced Part 2 Crimes - Property 5. High Clearance Rate 6. Reduced Food Deserts 7. Reduced Response Time 8. Reduced Fire Loss 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 GOAL 1 HEALTHY AND SAFE COMMUNITY >> Challenges and Opportunities — PICK 9 SHORT TERM PRIORITY 1. Recruitment and retention of Police, Fire and Dispatchers 2. Addressing issues and concerns regarding unhoused populations 3. Federal government and State of Iowa politics and polarization impacting the Dubuque community 4. Maintaining and updating existing City facilities and buildings — understanding their condition, their short term maintenance issues and their long term maintenance needs 5. Police facility inadequate for current and future staffing in a County - owned facility 6. Addressing difficult and irresponsible property and building owners who are unwilling or unable to improve their properties or buildings 7. Changing State of Iowa laws and regulations impacting community safety restrictions, including requirements for certified mail notices 8. Addressing community health needs and defining the City's role 9. New public safety workforce that their expectations: work, overtime, time -off, etc. 10. Juvenile violent crimes remain a concern for Dubuque community Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 GOAL 1 HEALTHY AND SAFE COMMUNITY >> Challenges and Opportunities PRIORITY 11. Antiquated Civil Service hiring processes and Academy rules that are the impediments to timely hiring 12. Maintaining City's role in addressing brain health challenges 13. Civility in the community 14. Having and funding a Police and Fire Vehicles, Equipment and Facilities Replacement Plan 15. Transitioning dispatch/communications to Dubuque County 16. Staffing Cooling and Warming Centers for weekends, holidays and overnight and the need for daytime and overnight shelters 17. Responding to chronic nuisance violations for those with brain health issues 18. 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.) 19. Increasing departmental collaboration and partnering 20. Actions by the Federal Department HHS impacting community health and health -related services Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 GOAL 1 HEALTHY AND SAFE COMMUNITY >> Challenges and Opportunities PRIORITY 21. Long-term funding for public safety staffing for national standards and recognized best practices 22. Preparing for future public safety workforce through cadet programs and internships 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 GOAL 1 HEALTHY AND SAFE COMMUNITY >> Actions 2025— 202-7mmUCK 2 YOUR PRIORITY PRIORITY A 1. Police Full Staffing and Hiring: Assessment Best Practices, Report with Options, Direction, Advocacy Top 2024 M/CC and Funding Mgmt A 2. Comprehensive Fire Stations Locations: Workshop High 2024 Presentation, Direction on Implementation and Funding M/CC (including Space Study and Facility Expansion) Mgmt 3. A Crescent Community Health Center Expansion of 2024 Population Health Program: Funding, City Presence on Mgmt the Board and Advocacy 4. Community -Based Health Promotion: Capacity and OTH Funding Mgmt 5. Maternal Health Services: Assessment, Report with OTH Options, City Role, Direction and City Actions Mgmt 6. DLEC Short -Term Facility Enhancements: Proposal, New Direction and Funding (Including equity concerns, safety Mgmt concerns and impacts on recruitment and retention M/CC 7. New Pet Licensing System (Dogs and Cats): Proposal, New Direction, Funding and Implementation Mgmt 8. Traffic Safety Action Plan: Problems/Concerns Definition, New Best Practices, Report with Options, Direction and Mgmt Funding(including Speeding/Slow Down) M/CC Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 GOAL 1 HEALTHY AND SAFE COMMUNITY >> Actions 2025 — 2027 PRIORITY 9. County Management of the 9-1-1 Center: Staffing Direction OTH and Funding Mgmt 10. Fire Staff Increases: Report with Options, Direction, Phasing M/CC Plan, Direction and Funding 11. Police Staffing Increase: Report with Options, Direction, M/CC Phasing Plan, Direction and Funding 12. 911 PSAP Center — Relocation, Staffing and Accreditation: M/CC Update Report, Direction, Funding, and City Actions 13. Take -Home Police Vehicles: Research, Report with Options M/CC and Recommendations, Direction and Funding 14. Fire Fighting Water Supply to Four Mounds: Report with M/CC Options, Direction, Funding Mechanism and City Actions 15. Fireworks: Review, Alternative Locations, Direction, City M/CC Role and City Actions 16. Drones Expanded Use: Update Report, Direction, City M/CC Actions and Funding (if Needed) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 GOAL 1 HEALTHY AND SAFE COMMUNITY >> Actions 2025 — 2027 PRIORITY 17. 18. 19. 20. 21. 22. 23. 24. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 10 GOAL 1 HEALTHY AND SAFE COMMUNITY Management in Progress 2025 — 2027 (Mayor and City Council »> Action Needed DATE 1. 911 Center Relocation and Staffing: Construction MIP a. Funding b. Completion 2. Fire Protective Gear Replacement Year 3 (Frontline Gear): MIP Funding and Acquisition 3. Prepared Live — Paid Version: Funding, Budget FY 26 MIP 4. Fire Equipment: Funding and Acquisition MIP a. Medic Vehicles/Ambulances (2) b. Fire Boat 5. Animal Control Ordinance Update: Adoption MIP 6. Public Safety Answer Point Back -Up MIP a. Funding: (Budget Decision FY 26) b. New Equipment 7. Veterinarian Services Contract: Completion MIP (Budget Decision FY 26) 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 11 GOAL 1 HEALTHY AND SAFE COMMUNITY >> Management in Progress 2025 — 2027 DATE 1. SRO Program Expansion: Report MIP 2. Public Safety Workforce Diversification: Update Report MIP 3. Equitable Fines and Fees Reform: Pilot Program MIP Implementation 4. Traffic and Security Cameras Deployment: Implementation MIP and Upgrade, Fiber Project (APRA Funding) a. Contract for Fiber b. Construction c. SCADA 5. Diversity Equity and Inclusion Belong City Action Plan: MIP Redundant Loop, Departmental Action Plans 6. LPR Cameras: Installation MIP 7. New CAD Computer System: Implementation MIP a. Contract b. Completion 8. Public Safety Radios Upgrade: Completion MIP 9. Community Risk Reduction (AED Program (slips and falls, MIP mental health response, elderly resources) Strategic Plan: Completion 10. Opioid Misuse Planning and Response in conjunction with MIP Dubuque County: Completion Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 12 GOAL 1 HEALTHY AND SAFE COMMUNITY >>> Management in Progress 2025 — 2027 11. Public Health Preparedness Emergency Response MIP Plan Update: Completion DATE 12. Law Enforcement Mental Health and Wellness MIP Check -Ins a. Grant Notification b. Implementation 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 13 GOAL 1 HEALTHY AND SAFE COMMUNITY >> Major Projects 2024 — 2025 1. Fire Headquarters Bunk Room Remodel, HVAC, and Fire Fire Administration Office Update: Completion DATE 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright C 2025: Lyle Sumek Associates, Inc. Project 250601 14 GOAL 1 HEALTHY AND SAFE COMMUNITY >> On the Horizon 2026 — 2030 1. 9-1-1 Center Accreditation: Completion OTH 2. Mine Shafts: Problem Analysis, Report, Direction and City Actions OTH 3. Unhoused Residents Strategy: Needs/Issues Assessment, Partners, OTH Outcomes, Report with Options, Policy Direction, City Actions and Funding 4. Community Cameras Program: Outcomes, Best Practices, Report with OTH Options, Direction, Funding and City Actions (Including Traffic and Community) 5. Public Safety Campus: Concept Definition, Best Practices, Report with OTH Options, Direction, Location and Funding Mechanism 6. Neighborhood Speeding: Problem Assessment, Best Practices, Report OTH with Options/Potential Tools, Direction, Funding and City Actions 7. Park Ranger Program Enhancement: Review, Report, Direction and OTH Funding 8. Mental Health/Brain Health Strategy/Action Plan: Update Report, Next OTH Steps and Actions a. City Organization b. Community 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 15 GOAL 2 I FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >> Outcomes — PICK 5 MOST IMPORTANT PRIORITY Outcome 1 Maintain/improve the City bond rating Outcome 2 Have residents and businesses receiving service value for their taxes and fees by providing services in a cost-effective and financially responsible manner Outcome 3 Recruit, hire, develop and retain a diverse, top-quality City workforce dedicated to City goals, mission and core values Outcome 4 Maintain all fund reserve funds to 25% Outcome 5 Keep pace and leverage information technology and artificial intelligence to enhance City service delivery, City processes and project planning and to enhance cybersecurity Outcome 6 Increase community understanding of Dubuque City Government — policies, processes, services, programs and activities, facilities and delivery mechanisms** Outcome 7 Provide opportunities for residents to become involved in City governance and planning** Outcome 8 Outcome 9 Outcome 10 ** Suggested by Management and Mayor and City Council Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 16 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >> Measures of Success PRIORITY 1. Community Survey — Customer Satisfaction 2. Increased number of residents involved and engaged in City government 3. Financial reserves 4. Retention of City employees 5. Bond rating 6. Maintenance of existing City infrastructure and facilities 7. 8. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 17 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >> Challenges and Opportunities — PICK 9 SHORT TERM PRIORITY 1. Aging City facilities, infrastructure and equipment needing maintenance, major maintenance or replacement 2. State of Iowa legislative actions and administrative rules impacting City finances and service, threatening home rule and local control 3. Recruiting, developing and retaining a diverse City workforce 4. Extremely competitive employment marketplace 5. Improving welcoming and belonging outcomes for ALL of City employees 6. Under-resourced City services and programs resulting in stress for City employees 7. Balancing the demands for services, programs and activities with available resources, City organizational capacity, the community's expectations and new initiatives 8. Supporting City employee work -life balance and employee morale 9. Community disinformation and misinformation about City government — policies, processes, services and finances 10. Climate of distrust in all governments, including City government Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 18 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >>> Challenges and Opportunities PRIORITY 11. Antiquated Civil Service System with discriminatory practices 12. Uncertain Federal government funding for grants, projects and programs 13. Concern about having low taxes and enterprise fees over having a responsibly low tax rate and fees and investing in the future and value for City services 14. Upcoming retirements 15. Providing a safe workplace balanced with customer service 16. Funding for ADA compliance for City facilities, infrastructure and service delivery 17. Due to limited City staff capacity, hiring outside resources at a significantly higher cost 18. Enhancing a City organizational culture that values learning, creative thinking and innovative actions 19. Need for more and diverse pipelines and recruitment of underrepresented groups 20. Clarifying and defining departmental responsibilities and relationship for functional collaboration Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 19 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >>> Challenges and Opportunities PRIORITY 21. Uncertainty with Federal government regulatory requirement and City compliance 22. 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 20 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >> Actions 2025_&2027 — PICK 2 YOUR PRIORITY PRIORITY 1. Comprehensive Artificial Intelligence Policy and Action OTH Plan: Definition, Best Practices, Report with Options, M/CC Direction, Funding and City Actions Mgmt 2. Proactive Communication Strategy/Action Plan for OTH Disinformation: Outcomes, Best Practices, Report with M/CC Recommendations - Staffing, Direction, Funding and City Mgmt Actions 3. Comprehensive City Buildings and Facilities Inventory, Mgmt Condition Assessment and Maintenance/Upgrade/Replacement Plan: Comprehensive Scope of Project, Budget Proposal, Direction, Funding and Initiate Actions 4. Community Survey: Scope, Approach, Direction, Funding Mgmt and Completion 5. City Services and Staffing: Assessment, Staffing Plan M/CC Development, Report with Options and Recommendations, Direction and Funding 6. City Services and Tax Policy: Goal — Lowest Tax Rate vs. M/CC Responsibly Low Tax Rate: Report with Options and Policy Direction 7. Alternative Budgets: Monitoring Federal Government Action M/CC Impact and National Economy: Report and Direction 8. City Financial Plan and Policies: Review, Update and M/CC Direction Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 21 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >>> Actions 2025 — 2027 PRIORITY 9. City Employee Retention Program — City as Employer of M/CC Choice: Goals, Best Practices, Report with Options and Recommendations, Direction and Funding 10. Smart City Operations: Report with Options and M/CC Recommendations, Direction on Projects and Funding 11. State Legislative Agenda and Advocacy: Critical Issues, M/CC Work with Delegation and Lobbying Activities 12. Federal Agenda and Advocacy: Critical Issues, Work with M/CC Delegation and Lobbying Activities 13. Parks and Recreation Staffing Increase: Report with Options, M/CC Direction, Phasing Plan, Direction and Funding 14. Collaboration with Dubuque County: Next Steps M/CC 15. Co -Pilot Al Policy: Direction Mgmt 16. Budget Detailed Review: Direction and Actions M/CC Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 22 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY Management in Progress 2025 — 2027 Mayor and City Council Action Needed DATE 1. Rightsizing Departments — Services and Staffing: MIP Services Identification and Prioritization, Staffing Needs Linked to Services, Report, Direction and Funding 2. City Legislative Advocacy Agenda and Action Plan MIP 2026 M/CC 3. Enterprise Asset Management System and Work Order MIP System Mgmt a. Funding b. RFQ 4. City Hall and Annex Project: Direction, Funding and MP Completion 5. Federal Building Upgrade Project:: Direction, Funding MP and Completion 6. City Facility Integrated Access Control:: Direction, MP Funding and Completion 7. City Employee Compensation Next Step: Direction and OTH Funding 8. Copyright C 2025: Lyle Sumek Associates, Inc. Project 250601 23 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >>> Management in Progress 2025 — 2027 DATE 1. Organizational Culture Continuous Improvement MIP • 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., E Ville, Peer Support Team 2. Future City Employee Career Development Program(s); MIP Best Practices, Report with Options, Direction and Action Steps 3. ERP Software Implementation MIP a. Employee Expense M/CC b. Financial Asset Management c. Employee Self -Services 4. HRIS Implementation MIP a. Selection b. Implementation 5. Data Governance: Direction and Funding MIP 6. City Bond Rating: Updated Credit Rating Summer 2024 MIP and Bond Sale 7. Citywide Safety Program: Implementation MIP 8. Debt and Investment Management Software: RFP and MIP Installation Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 24 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >> Management in Progress 2025 — 2027 DATE 9. Cyber Security Enhancements: Completion MIP 10. Leisure Services Director Replacement: Completion MIP 11. Adopt-A-SpotNolunteer Management Hub Site GIS MIP Application 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 25 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >>> Major Projects 2025 — 2027 DATE 1. Multicultural Family Center Project: Completions MP 2. City Data Center Project— Phase 1: Completion MP Data Center Relocation: Completion 3. Federal Building HVAC System Condition Assessment MP and Long -Term Replacement Plan: Completion 4. 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 26 GOAL 2 FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY >> On the Horizon 2026 — 2030 1. City Employee/Contractor Living Wage Policy: Development and Funding OTH 2. City Data Center Projection— Phase 2: Direction and Funding (including Redundancy) OTH 3. City Workforce Retention and Attraction: Direction and Funding (including Management/Employee Succession Planning and Program) OTH 4. IT Staffing Increases: Report with Options, Direction, Phasing Plan, Direction and Funding OTH M/CC 5. Human Resource Staffing: Direction and Funding OTH 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 27 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITI3 ECONOMIC PROSPERITY 11 >> Outcomes — PICK 6 MOST IMPORTANT PRIORITY Outcome 1 Have affordable and quality housing options for Dubuque workforce and community both for homeownership and rental Outcome 2 Attract a commercial airline(s) connecting to multiple major hubs Outcome 3 Expand the infrastructure and facilities capacity to support economic development and growth Outcome 4 Support Dubuque higher education institutions and retain graduates in the Dubuque community Outcome 5 Expand sports tourism in Dubuque Outcome 6 Maintain and enhance an effective partnership with GDDC to grow the regional Dubuque economy Outcome 7 Attract and retain a diverse workforce** Outcome 8 Develop a University of Dubuque medical school** Outcome 9 Develop mixed -use developments combining lower floors businesses with residential opportunities — Downtown, Central and Mall areas** Outcome 10 Increase the number of small, diverse and multi -cultural businesses** ** Suggested by Management and Mayor and City Council Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 28 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITI3 ECONOMIC PROSPERITY >>> Outcomes Outcome 11 PRIORITY Outcome 12 Outcome 13 Outcome 14 Outcome 15 Outcome 16 Outcome 17 Outcome 18 Outcome 19 Outcome 20 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 29 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITI3 ECONOMIC PROSPERITY >> Measures of Success PRIORITY 1. Community Survey 2. Increase population within the City of Dubuque 3. Increase the number of medical students 4. Increase number of mixed -use developments/buildings 5. Increase income level of Dubuque residents/household income 6. Increase number of commercial flights/number of passengers 7. Lower poverty rate 8. Increase household income 9. Increase number of development agreements 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 30 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITI3 ECONOMIC PROSPERITY >> Challenges and CMrtunitiesj"CK 9 SHORT TERM PRIORITY 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. Sustaining and expanding 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. Supporting working from home with high speed, reliable and affordable broadband service and lack of technical support 8. Workforce skill gaps and shortages and the retaining/retooling workforce with an aging community curtailing the outflow of workforce and families 9. Recruiting new and diverse businesses along Central Avenue, Kerper Boulevard and North End 10. Availability of local quality workforce and matching educational programs with needs of employers Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 31 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITI3 ECONOMIC PROSPERITY >>> Challenges and Opportunities PRIORITY 11. Challenging future of local higher education institutions: enrollment, funding, new institutional leadership transition 12. Lack of wage growth using living wage data 13. Economic forces beyond the City's control: inflation, recession, supply chain issues and interest rate increases 14. Supporting the needs and services of a multi -cultural workforce 15. Tapping the tourism potential of river cruises and Field of Dreams expansion 16. Impacts of artificial intelligence on the business community and local economy 17. Workforce desiring diverse quality of life amenities 18. Lacking business data through an established business license system 19. Retirements and transition in new economic development leadership 20. Difficulty in financing for hotel development projects Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 32 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITI3 ECONOMIC PROSPERITY »> Challenges and Opportunities PRIORITY 21. Potential mixed -use developments in Downtown, Central Avenue and Mall area 22. Preparing for and supporting the development of the new University of Dubuque medical school 23. Support local public schools 24. Beginning dialog on Sisters -owned assets and properties 25. Creating a business climate that supports innovators, entrepreneurs and small business start-ups 26. Lack of City infrastructure to support economic growth 27. 28. 29. 30. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 33 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITI3 ECONOMIC PROSPERITY >> Actions 202�7 — PICK 2 YOUR PRIOR PRIORITY A 1. Air Service Future Strategy and Action Plan: Sustaining Service and Expansion to Major Airline Hub Top 2024 M/CC Mgmt A 2. Industrial Park Infrastructure: Update Report to Mayor and City Council, Direction and Funding ($100 Million): 2024 M/CC BUDGET DECISION FY 26 FOR CITY Mgmt INFRASTRUCTURE (INTERNAL) a. West McFadden b. Graff c. Crossroads A 3. South Port Redevelopment Area -Wide Concept Plan, Implementation, and Direction 2024 M/CC Mgmt 4. Comprehensive Sports Tourism Strategy: Development OTH M/CC Mgm 5. Downtown Commercial Business Building Assessment OTH Implementation: Policy Direction and Funding Mgmt 6. Business Support for Minority -Owned Businesses OTH Enhancements: Expanded Participation, Financial Mgmt Institutions Participation and Funding 7. Blum Remediation Projects: Direction and Funding OTH Mgmt 8. Business License Program/System: Goals, Best Practices, New Report with Options, Direction and Initial Implementation Mgmt Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 34 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY >> Actions 2025 — 2027 PRIORITY 9. Medical College Development City Actions: Update Report New and City Actions M/CC University of Dubuque Medical School Establishment: Mgmt Update Report, City Actions to Support Development and Funding if Needed 10. Central Avenue Development: Final Design and Streetscape New M/CC Mgmt 11. Grand Harbor Hotel Upgrade: Update Report, Direction, M/CC City Actions and City Funding (if Necessary) 12. Hotel Attraction and Development: Market Assessment, M/CC City Role, Direction and City Actions 13. Viking Docking Facility Project: Status Update Report, M/CC Direction and City Actions 14. Targeted Small Business Grant Program Expansion: M/CC Goals/Desired Outcomes, Direction and Increased Funding 15. Tourism Strategy/Action Plan: Goals, City Role, Partners, M/CC Report with Options, Direction and Funding Mechanism 16. City Economic Development Policies and Toolkit Review M/CC and Expansion: Complete Review, Partnership Review, Update Report, State Potential Actions on TIF Monitoring, Direction and Funding Mechanism Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 35 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY >> Actions 2025 — 2027 PRIORITY 17. Airport Business/Light Industrial Development: Targeted Mgmt Businesses, Incentive Packages, Direction and Funding 18. 19. 20. 21. 22. 23. 24. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 36 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITI3 ECONOMIC PROSPERITY Management in Progress 2025 — 2027 Mayor and City Council Action Needed DATE 1. Business Incentives Policy/Processes: Review and MIP Refinement M/CC 2. Comprehensive Hotel Attractive/Incentive Policy and MIP Strategy —Port and Rehabilitation: Direction and M/CC Implementation 3. Port New Hotel Development: City Actions MIP Mgmt 4. Chaplain Schmitt Island Development: Hotel Project M/CC Development 5. 6. 7. 8. 9. 10. Copyright C 2025: Lyle Sumek Associates, Inc. Project 250601 37 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITI3 ECONOMIC PROSPERITY > Management in Progress 2024 — 2025 DATE 1. Office of Shared Prosperity/Poverty Reduction Plan: Update MIP Report/Data Mgmt 2. Flex -Steel Site for Redevelopment: Pump Agreement MIP M/CC 3. Field of Dreams: Next Steps for City MIP a. Hotel Development Agreement(s) M/CC b. Support Travel Dubuque — Activities/Experiences Mgmt and Marketing Dubuque as a Great Place to Live and Visit c. Update Report 4. MWBE Procurement Policy, Process Revision and MIP Recruitment: Completion and Report 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 38 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITI3 ECONOMIC PROSPERITY >>> Major Projects 2025 — 2027 DATE 1. Dubuque Brewing & Malting Building Project: De- MP construction Completion and Site Remediation Completion M/CC 2. River Boat Docking Project: Environmental Study and MP Temporary Dock Installation M/CC 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 39 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITI3 ECONOMIC PROSPERITY > On the Horizon 2026 — 2030 1. JFK Corridor Revitalization/Redevelopment: Outcomes, Report with Options, Direction and Actions OTH 2. Port of Dubuque Refresh: Direction and City Actions OTH 3. Northend Revitalization Action Plan: Outcomes, Direction, Plan Development, Funding and City Actions OTH 4. Childcare Next Steps: Update Report, City Role, Direction on Next Steps and City Actions OTH 5. Kerper Boulevard Business Development: Update Report and Next Steps OTH M/CC 6. Southwest Arterial Corridor Business Development: Outcomes, Direction, City Actions and Funding OTH M/CC 7. Small Business Grant Program Expansion: Direction and Funding OTH 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 40 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE 11 >> Outcomes — PICK 6 MOST IMPORTANT PRIORTTY Outcome 1 Revitalize the Central Avenue corridor Outcome 2 Have well -designed and well -maintained public infrastructure and facilities serving neighborhoods Outcome 3 Grow the population within the City of Dubuque** Outcome 4 Have a vibrant Dubuque Downtown with an increase in housing opportunities both market -rate and affordable Outcome 5 Increase the visual appeal and beauty of the city with attractive gateways, corridors, streetscapes/landscaping Outcome 6 Have adaptive reuse of Downtown vacant offices, commercial and residential spaces** Outcome 7 Preserve Dubuque Historic Millwork District as a thriving mixed -use development with residential, retail/office, entertainment Outcome 8 Expand resident involvement in their neighborhood through increasing the number of neighborhood associations** Outcome 9 Preserve Dubuque's historic downtown — create a vibrant sense of place** Outcome 10 Protect and enhance each neighborhood identity and integrity* ** Suggested by Management and Mayor and City Council Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 41 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE >> Outcomes OutCome 11 Create equitable opportunities for marginalized spaces" PRIORITY Outcome 12 Outcome 13 Outcome 14 Outcome 15 Outcome 16 Outcome 17 Outcome 18 Outcome 19 Outcome 20 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 42 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE >> Measures of Success PRIORITY 1. Community Survey 2. Reduce nuisance complaints 3. Reduce number of problem properties 4. Increase the number of active neighborhood groups 5. Increase population within the City of Dubuque 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 43 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> and PICK 9 SHORT TERM PRIORITY 1. State of Iowa laws regulating housing and the City's role, including short-term rentals, mobile homes, etc. 2. Continuing momentum and delivering results in Downtown, Historic Millwork District, Bee Branch Watershed, Riverfront, Central Avenue, historic areas/corridor area and Chaplain Schmitt Island 3. Aging City neighborhood infrastructure and facilities needing replacement or major repairs 4. Expanding housing opportunities to support economic growth and increases in community population 5. Lack of Police staffing for community policing, traffic unit and limited enforcement options for neighborhood issues 6. Preserving and rehabilitating affordable housing and building stock — oldest in Iowa 7. Annexing and expanding the City boundaries with the capacity to fund and maintain City services and infrastructure 8. Reducing slum and blight through effective enforcement and incentives 9. Access to affordable fiber 10. City's ability to serve annexed areas Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 44 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE >>> Challenges and Opportunities PRIORITY 11. Addressing the increasing number of unhoused residents with limited shelter opportunities and other tools 12. Addressing problems and issues with housing voucher programs and acceptance by landlords 13. 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 14. Expanding residential opportunities in Downtown, including the use of the second floors 15. Low vacancy rate in rental housing units 16. Affordable access to quality, healthy foods in neighborhoods sand reducing food deserts 17. Language barriers to accessing City services and to neighborhood engagement 18. Turning buildings and housing owned by religious orders/institutions into a community asse 19. Lack of trade/skilled workforce for preserving historic buildings and homes 20. Aging population with limited ability to maintain their homes and properties Copyright C 2025: Lyle Sumek Associates, Inc. Project 250601 45 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE >>> Challenges and Opportunities PRIORITY 21. Potential loss of HUD funding 22. Enforcing codes for homeless living in older hotels 23. Neighborhood speeding and running of stop signs 24. 25. 26. 27. 28. 29. 30. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 46 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE >>> Actions 2025 — - PI(MYOUR PRIOR PRIORITY A 1. Central Avenue Revitalization Plan Implementation: Top 2024 Adoption, Direction, City Actions and Funding M/CC (including Direction on One Way/Two Way) A 2. Infill Development Strategy and Policy: Research, Best 2024 Practices, Report, Direction, City Role and Actions M/CC 3. Downtown Housing Action Plan: Goals/Outcomes, OTH Opportunities, Best Practices, Report with Options and M/CC Recommendations, Direction and City Actions Mgmt 4. Cedar Cross Corridor Revitalization Plan/Vision OTH Mgmt 5. Downtown Abandoned Buildings: Inventory, Best OTH Practices, Report with Options, Direction and City Actions M/CC Mgmt 6. Downtown Master Plan Update: Scope, Direction, Funding M/CC and Initial Planning Process Mgmt 7. Incentives for Upper Store Residential Development: Mgmt Report with Options, Directions and Funding 8. Northside Grocery Store Attraction: Goals, Market M/CC Analysis, Direction, City Actions and Funding (if Necessary) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 47 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE >> Actions 2025 — 2027 PRIORITY 9. Convenience Store Moratorium/Limitation: Legal M/CC Framework, Report with Options, Direction and City Actions 10. Housing Development Projects Completion: Monitoring, M/CC Update Reports and City Actions to Support Projects 11. Housing Project Tax Credit: Securing M/CC 12. H & W Brewing and Malting Building Next Steps: Update M/CC Report, Direction and City Actions 13. Bluff Street Development: Goals, Plan, Direction and City M/CC Actions 14. Flex -Steel and Pack Buildings Redevelopment: Update M/CC Report, Goals, City Role, Direction and City Actions 15. 16. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 48 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE »> Management in Progress 2025 — 2027 Mayor and City Council DATE Action Needed 1. Unified Development Code: Completion and Adoption MIP Mgmt 2. Historic Millworks District Development: Update Report, M/CC Direction and 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 49 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE >>> Management in Progress 2025 — 2027 DATE 1. Neighborhood Associations Development: Activation MIP 2. NSPIRE Implementation from HQS for the HCV Program Housing & CD 3. HOTMA Implementation for HCV Program Housing & CD 4. Terminus for all Permits, Data Governance and Storage: Housing Completion & CD 5. Permitting and Inspection Software Implementation: Housing Completion & CD 6. New Housing Development Support: Next Steps M/CC a. Starts Mgmt b. Additional Permits 7. Code Compliance/Enforcement Enhancements: M/CC Problem/Issue Identification, Best Practices, Analysis of Mgmt Options, Report with Recommendations, Direction and Implementation Actions 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 50 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE >> On the Horizon 2026 — 2030 1. Annexation Policy: Review and Direction OTH 2. Cable Car Area Beautification Action Plan: Direction and City Actions OTH 3. Hendrick's Feed Site Parking Ramp: OTH a. Design b. Construction 4. Southwest Arterial Development Plan: Update/Review, Direction and City OTH Next Steps M/CC 5. Southwest Arterial Annexation Policy/Plan: Review, Direction and City OTH Actions 6. City-wide Beautification Policy/Plan/Actions: Goals/Outcomes, Report OTH with Options and Funding Mechanism, Direction and Next Steps M/CC City-wide, Comprehensive Beautification Strategy/Action Plan: Goals/Desired Outcomes, Research Best Practices, Strategy Development, Direction and Funding Mechanism 7. First Impression/North-South Entrance Beautification Project: Report with OTH Options, Direction and Funding Mechanism 8. Downtown Beautification Program: Goals/Outcomes, Report with Options, OTH Direction and City Actions 9. Grandview Corridor Beautification Plan: Goals, Report with Options, OTH Direction, City Funding and City Actions M/CC 10. Community Land Trust: Grant Notification, Direction and City Role, OTH Monitoring Des Moines Experiences Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 51 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES >> Outcomes — PICK 5 240ST IMPORTANT PRIORITY Outcome 1 Have healthy urban tree canopy and preserve current trees Outcome 2 Continue to provide safe, affordable and dependable drinking water for all residents through a high performing water treatment plant Outcome 3 Reduce potential flooding through flood plain management, mitigation and protection through a well - maintained, operational stormwater system Outcome 4 Reduce waste and increase diversion, recycling and composting opportunities Outcome 5 Reduce the community's carbon footprint (50% by 2040) and explore science -based outcomes in the future Outcome 6 Reduce energy consumption and increase the use of renewable energy sources by City government** Outcome 7 Have clean air** Outcome 8 Outcome 9 Outcome 10 ** Suggested by Management and Mayor & City Council Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 52 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES > Measures of Success PRIORITY 1. Community Survey 2. Improve water quality - river and streams 3. Diversify energy sources 4. Continuous service delivery and timely recovery 5. Reduce flooding events 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 53 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES >> Challenges and 0pportunitiesAWCYgW0RTQKRTq PRIORITY 1. Workload and limited City staff capacity for additional projects or work assignments 2. Mitigating odor at the Water Resource Recovery Plant 3. Protection of at -risk infrastructure and utilities due to climate change and aging infrastructure, especially sanitary sewer system and water system 4. Climate changes: heat events, rain, wind events and flood events and the impact on energy demands 5. Need to address Bee Branch Pumping Station 6. Funding of match dollars for grants 7. Protecting the Dubuque community and waterways from flooding through storm water management 8. Lack of preventative and proactive City infrastructure maintenance (currently 90% routine maintenance and 10% preventative) 9. Enhancing the flood wall 10. Defining the City's role, defining private responsibilities, funding and procuring for the emerging electric vehicles (EV) infrastructure Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 54 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES >>> Challenges and Opportunities PRIORITY 11. Informing and engaging 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 resilient 12. Cleaning up and reuse of `Brownfields" sites 13. State of Iowa decisions and regulations limiting City of Dubuque actions 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. Increasing project and operational costs and supply chain issues, including energy costs increases 17. Federal and State of Iowa regulation changes impacting Dubuque's environmental sustainability 18. Integrating climate adaptation into City operations 19. Optimizing the City fleet 20. Developing future utility workforce including expanding the use of technology and matching skillsets Copyright C 2025: Lyle Sumek Associates, Inc. Project 250601 55 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES »> Challenges and Opportunities PRIORITY 21. Air quality impacted by Canadian wildfires and other outside influences 22. Addressing emerging pollutants in water and wastewater system 23. Funding for deep wells for future water supply 24. Funding for composting and recycling programs and services 25. Uncertain Federal and State of Iowa goals and funding and their alignment with the City's goals, services and programs 26. Planning and funding WRRC major upgrades 27. Funding for Water Treatment Plant upgrades or replacement — last upgrades in 1970's 28. Lack of water capacity — 89% peak demands and limited capacity to support growth 29. 30. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 56 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES >>> Actions 2025 CKI'OUR PRIOR PRIORITY A 1. Bee Branch Watershed Project: Kaufman Storm Sewer 2024 Infrastructure Project Direction and Funding/ I 7th/West M/CC Locust Project Funding Mgmt A 2. Climate Action Plan: Update Target, Best Practices, City M/CC Actions and Next Steps 3. Water Distribution and Treatment System Master Plan: MIP Development M/CC Water Treatment Plant Upgrade/Replacement: Independent Mgmt Condition Assessment, Report with Findings and Options, Direction, Funding and City Actions 4. 42-inch Diameter Sanitary Sewer Force Main Stabilization MP Project (USACE partnership): Funding and Completion Mgmt 5. Cedar and Terminal Street Lift Station and Force Main: MP Direction and Funding Mgmt 6. Stormwater Detention Pond and Facilities Equipment and Mgmt Staffing: Direction and Funding 7. Catfish Creek Sewer System Maintenance and Equipment Mgmt (more than 18"): Direction and Funding 8. Recycling Automated Collection: Direction and Funding OTH Mechanism Mgmt Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 57 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES >>> Actions 2025 — 2027 PRIORITY 9. Bee Branch Operations and Maintenance: Funding OTH Mgmt 10. Bikeable/Walkable Dubuque: Definition of Concept, City OTH Role, Direction, Funding and City Actions Mgmt M/CC 11. Resiliency/Sustainable Plan Implementation: Update Report, OTH Direction, City Actions and Funding Mgmt M/CC 12. Green Alley Program: Project Direction/Timing, OTH Maintenance Direction and Funding Mgmt M/CC 13. Water Resource Recovery Center Upgrades; Short -Term M/CC Action Plan, Direction, Funding and Actions to Improve Processes and Reduce Odor 14. Bee Branch Project Completion: Gate and Pump Project M/CC Completion, Next Steps Direction and Funding 15. Sewer System Expansion: Report with Options, Direction M/CC and Funding Mechanism 16. SMART Water System: Continued Progress M/CC Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 58 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES Actions 2025 — 2027 PRIORITY 17. Solar Policies/Program/ Strategy: Goals/Outcomes, Best OTH Practices, Report with Options, Funding Opportunities, M/CC Direction and City Actions a. City Government b. Community 18. SCADA and Engineering Models: Continued Progress M/CC 19. Large Complexes Recycling Encouragement: Direction and M/CC City Actions 20. Curbside Pick-up of Yard Waste to Improve Composting: M/CC Report with Options, Direction and City Actions 21. City Forester/Arborist: Position, Direction and Funding M/CC 22. Tree Grant Program Development: Report with Options, M/CC Direction and Funding 23. 24. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 59 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES Management in Progress 2025 — 2027 Mayor and City Council »> Action Needed DATE 1. Sewer System Infrastructure Asset Master Plan: MIP Development and Adoption Engineering 2. Emerald Ash Borer: Funding for Planting, Stump MIP Removal/Sidewalk Replacement BUDGET DECISION FY 27 3. Alley Inspection and Maintenance Performance Evaluation Mgmt Staffing: Funding 4. High Strength Waste Receiving & Storage Project: WRRC Funding and Construction M/CC 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 60 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES >>> Management in Progress 2025 — 2027 DATE 1. Trees Planting Program Enhancement: Report with 2023 Options, Direction and City Actions (Planting: 5,280 M/CC trees) Mgmt 2. Water Resource Recovery Plant — Odor Abatement MIP Implementation: Update Report and Direction on Next M/CC Steps Mgmt 3. Pollinator Habitat in Park System Implementation: MIP Complete Natural Resources Plan and Implementation Actions 4. Electric Bus Implementation: Acquisition (1) MIP 5. Air Quality EPA Path Forward: Update Reports Health 6. Consumer Confidence Report 2024: Creation and Water Publication 7. Waste Temporarily Stored in the Open -Air Excess Flow WRRC Tank: Removal and Disposal 8. Vacant Maintenance Supervisor Position: Evaluation and WRRC Direction 9. HVAC Mini -split System Installation: Completion WRRC 10. Fats, Oils, and Grease Program: Review WRRC Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 61 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES > Management in Progress 2025 — 2027 11. WRRC State Certified Lab Expanding the Testing WRRC Capability: Completion DATE 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 62 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES >>> Major Projects 2025 — 2027 DATE 1. Catfish Creek Sanitary Sewer Project Station: Debt Policy High 2024 Direction, Phasing and Funding; Phase 1 New Lift Station Mgmt Construction M/CC 2. SCADA Overhaul: Water MP M/CC 3. Lead Water Lines Replacement (Grant Dependent) MP 4. Auburn and Custer Water Main, Sanitary Sewer, Street Engineering Reconstruction Project: Construction 5. Green Alley Project: Construction Engineering a. 15th street to 17th Street Between Iowa Street and Central Avenue b. 7th Street to 18th Street between Central Avenue and White Street 6. Old Mill Road Lift Station & Force Main: Construction Engineering 7. Advancing New Deep Well No. 11 (as part of PFAS Water Remediation Plan) 8. North Cascade/Southwest Arterial Water/Sewer Main Water Extension from Edval Lane to North. English Mill Road): Construction 9. City -Wide Fiber Project — Water Department Pump, Water Stations, Tanks and Towers: Completion Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 63 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES >>> Major Projects 2025 — 2027 10. Tamarack Park/HWY 61 Water Main Extension project (per development agreement.): Construction DATE Water 11. Deep Well No. 7 Rehabilitation: Completion Water 12. Creek Crossing Restoration Project: Construction Water 13. High Strength Waste Receiving & Storage Project: Funding and Construction WRRC M/CC 14. 15. 16. 17. 18. 19. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 64 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES >> On the Horizon 2026 — 2030 1. South Flood Wall Buried: Funding OTH 2. EV Infrastructure Development: Status Report, Potential Projects, Funding Sources/Grants, Direction and Next Steps OTH M/CC 3. City Energy Policy — Buildings and Equipment: Report, Direction, Funding and City Actions OTH 4. South Plant Magnetic Flow Meters Replacement: Funding OTH 5. Filter Rehabilitation at Eagle Point Water Treatment Plant: Funding OTH 6. Althauser Street and Eagle Street Water Main Replacement Project: Funding OTH 7. Nutrient Reduction Strategy: Update (2027) OTH 8. Water Supply for Four Mounds: Direction, City Action and Funding OTH 9. Solar Policies/Programs/Strategy: Goals/Desired Outcomes, Best Practices, Report with Options, Funding Opportunities, Direction and City Actions (City Government and Community) OTH 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 65 GOAL 6 I CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >> Outcomes IPICK 5 MOST IMPORTANT PRIORITY Outcome 1 Have daily scheduled, reliable commercial air service to hub(s) Outcome 2 Have well -designed, well maintained Complete Streets — full use of ROW including streets, sidewalks and bike lanes throughout our Dubuque community Outcome 3 Increase availability, accessible and affordable broadband and redundancy through public -private partnerships Outcome 4 Have safe, available, equitable and accessible daily travel through multiple mobility mode for all Dubuque residents Outcome 5 Have safe, healthy, accessible, well -maintained, and connected trails for mobility and recreation Outcome 6 Be recognized as a bikeable and walkable community** Outcome 7 Outcome 8 Outcome 9 Outcome 10 ** Suggested by Management and Mayor & City Council Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 66 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >> Measures of Success PRIORITY 1. Community Survey 2. More mile of bike lanes 3. More miles of trails 4. Perception of walkability 5. Perception of bikeable 6. Perception of travel times 7. Perception of travel safety 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 67 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >>> Challenges and Opportunities — PICK 9 SHORT TERM PRIORITY 1. Equity in broadband affordability, availability and accessibility 2. Replacing old parking equipment needing constant repairs to keep operational 3. Competition for commercial air service with five airports within two hours 4. Recurring funding for adequate street maintenance 5. Defining the scope and funding for "Complete Streets" implementation 6. Aging and deteriorating underground infrastructure (oldest in Iowa) with expensive immediate needs and few grant opportunities 7. Funding for local match for grants (e.g. airport grant $30 million needs $3 million match from the City of Dubuque) 8. Addressing parking and parking ramps concerns, perceptions and issues and funding for maintenance 9. Funding for connecting and maintaining bike trails/lanes and related bike infrastructure with increasing demands from the community 10. Rehabilitating concrete streets especially streets built in the 1990's which now need reconstruction Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 68 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >> Challenges and Opportunities PRIORITY 11. Replacement of gas tax funding controlled by the State of Iowa 12. Transit service by choice and to area destination serving the needs of all residents, including shift workers 13. Funding mechanism/source for public/private broadband infrastructure — the City's 41h utility 14. Upcoming retirements and succession planning in departments related to this goal of "Connected Community" 15. Lack of funding for Green Alley program for both construction and maintenance 16. Funding for increased maintenance of streets and sidewalks 17. Lack of reliable transportation services to and from the airport 18. Developing and maintaining the ADA infrastructure and facilities 19. Poor condition of alleys 20. Defining the City role and funding for connecting sidewalks throughout our Dubuque community Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 69 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >> Challenges and Opportunities PRIORITY 21. Changing flying habits of Dubuque businesses and residents - driving to nearby airports 22. Funding for staffing Traffic Operations Center 23. Growing fiber utility options for businesses and residents 24. Changing to alternative fueled vehicles 25. Defining responsibility among multi -departments for maintenance 26. 27. 28. 29. 30. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 70 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >> Actions 2025 — 2027 — PICK 1 YOUR PRIORITY PRIORITY A 1. Street Maintenance/Rehabilitation Program: Direction and Top 2024 Funding M/CC Mgmt A 2. 14th Street Railroad Overpass and 16th Street Corridor Top 2024 Complete Streets Improvements: Secure RAISE Grant, M/CC Funding Matching Funds, Bidding and Initiate Construction A 3. Railroad Quiet Zones: Direction and Funding Mechanism 2024 M/CC 4. Traffic on Central Avenue/White Corridor Short Term MIP Action: Design, Grant Funding and Construction Mgmt M/CC 5. East-West Corridor/Roundabout Policy/Projects: Direction OTH and Funding Mechanism Mgmt M/CC 6. City-wide Complete Streets Policy and Action Plan: Update OTH and Direction (including pedestrians and bikes) Mgmt M/CC 7. Reconstructing Alleys Policy: Report with Options, Policy OTH Direction and Funding Mechanism Mgmt M/CC 8. Citywide Fiber Cable Backbone Master Plan: Scope, OTH Direction and Funding Mgmt M/CC Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 71 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Actions 2025 — 2027 9. Traffic Operations Center Staffing: Direction and Funding OTH Mgmt PRIORITY 10. Fiber to Community Project Completion: Update Report and City Actions M/CC 11. Cedar Cross Sidewalk Development: Report with Options and Costs, Direction and Funding Mechanism M/CC 12. Bike Path Connectivity Plan: Goals, Plan Development, Direction, City Projects and Actions and Funding Mechanism M/CC 13. Bridge to Illinois Initial Planning: Concept, Location and Funding Mechanism including Federal Funding Approach M/CC 14. Highway Illinois Four-Laning: Update Report, Direction and City Advocacy M/CC 15. West 2nd Street Sidewalk Project: Scope, Project Definition, Funding, Direction and Initial Design M/CC 16. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 72 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Management in Progress 2025 — 2027 Mayor and City Council DATE Action Needed 1. STREETS Program: Funding and Implementation MIP a. Phase 1 — Arterials Completion M/CC b. Phase 2 — Downtown Initiated 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 73 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >> Management in Progress 2025 — 2027 DATE 1. The Jule New Electric Vehicles: Acquisition OTH Mgmt 2. The Jule Grant Funding FTA Study: Completion Mgmt 3. Parking System and Technology Upgrade: Update MIP Report and Direction M/CC 4. STREETS Program: Phase I — Arterial Design MIP M/CC 5. Community Broadband Project — Fiber -to -the -Home: MIP Phase 2 Funding Sources a. ImOn Completion b. Phase 2 Work Session 6. Smart Parking and Mobility Study: Implementation MIP a. Parking Implementation b. Mobility Implementation 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 74 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> Major Projects 2025 — 2027 DATE 1. Highway 20/Northwest Arterial Intersection Project: Design MP Completion (IDOT) M/CC 2. SW Arterial ITS Project: Construction Completion MP 3. Connection to Data Center Project: Construction Completion MP 4. Building Connection to Additional City Locations Project MP 5. Taxiway Alpha Construction Project - Phases I and Phase 2: Airport Completion 6. Terminal Solar Photovoltaic Project: Completion Airport 7. General Aviation Apron Reconstruction Project: Airport Construction 8. Bee Branch Trail - Phase 1 Project: Completion, Engineering Significant Audit Preparation and Project Close Out 9. Chaplain Schmitt Federal Community Project Trail Grant Engineering Project: Construction and Audit 10. Heeb Street Reconstruction Project — South of Kaufmann Engineering Avenue (Expensive Utility Assessments) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 75 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >> Major Projects 2025 — 2027 DATE 11. 2025 Pavement Marking Project: Completion Engineering 12. Wildwood Drive Bridge Replacement: Design Engineering 13. Relocation of Fiber Optics on Bridge (Highway 20) MP 14. 15. 16. 17. 18. 19. 20. Copyright C 2025: Lyle Sumek Associates, Inc. Project 250601 76 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY >>> On the Horizon 2026 — 2030 1. New Bridge to East Dubuque: Assessment, Direction and City Actions OTH 2. North Cascade Reconstruction (to Timber Hyrst Subdivision) Water OTH Main Extension Project: Phase 2 3. Radford/Pennsylvania Roundabout Project: Direction and Funding OTH 4. Bike Trail Connectivity Southwest Arterial: Direction OTH 5. Micro -Mobility Options': boa s u comes, Options and Direction 6. FAA Aircraft Contract Tower Modernization/Replacement: Funding OTH 7. Highway 20/Northwest Arterial Intersection Project (IDOT): Matching OTH Funds (30%) and ROW Acquisition 8. Urban Bike Lane Plan: Best Practices, Plan Development, Direction, OTH Funding and City Actions M/CC 9. Bike Racks Policy and Plan: Report with Options, Direction and Funding OTH M/CC 10. ADA Sidewalk Inspection Program/Policy: Report with Options, Policy OTH Direction and Funding Mechanism Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 77 GOAL 6 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY »> On the Horizon 2026 — 2030 11. Multi -use Paths and Bike Trails Maintenance Policy: Report with OTH Options, Policy Direction and Funding Mechanism 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 78 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES 11 »> Outcomes —PICK 5 ..MOST IMPORTM PRIORITY Outcome 1 Establish Chaplain Schmitt Island as a community and 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 Have well-built, well -maintained, upgraded and expanded parks, park amenities and recreational/park facilities Outcome 5 Have well-built, well -maintained, upgraded and expanded Library Outcome 6 Have diverse, culturally inclusive engagement, practices and processes** Outcome 7 Expand arts and cultural opportunities with diverse participation* * Outcome 8 Expand public art throughout our Dubuque community** Outcome 9 Outcome 10 ** Suggested by Management and Mayor and City Council Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 79 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES >> Measures of Success PRIORITY 1. Community Survey 2. Increase participation in recreation programs and activities 3. Increase participation in library programs and activities 4. Increase participation in community events and festivals 5. Increase investment in public art 6. Increase the number of recreation programs and activities 7. Increase the number of library programs and activities 8. Increase the number of community events and festivals 9. Increase attendance at casinos 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 80 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Challenges and s — PICK 9 SHORT TERM PRIORITY 1. Current parks infrastructure needs maintenance, upgrades and replacement 2. Funding for the maintenance/upgrades/renovations of aging parks, structures and facilities, and recreational facilities 3. Completing Five Flags Project within budget 4. Understanding, responding and funding to respond to workforce expectations of quality of life/leisure/arts and cultural facilities and experiences 5. Lack of indoor programming spaces 6. Responding to and funding projects to meet the high demand for dog park(s) 7. Funding for the upgrades/renovations of the Library 8. Lack of pet -friendly spaces and amenities 9. Funding and developing new parks in newer five subdivisions 10. Responding to the increasing demands for current and emerging sports programs and activities, including lack of space Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 81 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES >>> Challenges and Opportunities PRIORITY 11. Engaging and marketing to the Dubuque community opportunities for arts, culture, park, recreation and library 12. Lack of accessible and free parking at the Library and MFC 13. Sustainable and additional funding for leisure services facilities and programs 14. Growing capital items backlog with projects pushed beyond 2030 15. Increasing demands for cultural events and the limited staffing and City facilities 16. Funding and staffing for Parks and Recreation inherited facilities for operation and maintenance including Bee Branch and Historic Millwork District 17. Developing and enhancing access to facility/venues 18. Lack of field and indoor space for tournaments, leagues and practice 19. Concerns about pedestrian safety around the Library 20. Hiring, training, processing and retaining a part-time workforce and a lack of a living wage Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 82 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Challenges and Opportunities PRIORITY 21. Increasing demands for recreational programs and activities 22. Incorporating art in public spaces in quality -of -life projects 23. Funding for projects to achieve ADA compliance 24. Community expectations and understanding of the limited scope of the current Five Flags Project 25. Aging and dated parks, library and facilities 26. Reduced community giving to arts organizations with pressure for City funding 27. Compliance to State of Iowa laws and regulations 28. 29. 30. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 83 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES >> Actions 2025 — 2027 — PICK 3 YOUR PRIOR PRIORITY A 1. Chaplain Schmitt Island Development — Next Phase: Next High 2024 Steps (beyond Amphitheater) M/CC A 2. Comprehensive Parks Maintenance/Refresh Plan: Condition Assessment, Needs, Short -Term Plan Development, High 2024 M/CC Direction and Funding A 3. Outdoor Pools (Flora and Sutton): Repairs and Renovations: Report with Options, Direction and Funding 2024 M/CC Mgmt 4. Eagle Point Park Enhancements/Reinvestment: Challenge MIP Funding Application, Historic Structures Assessment and Mgmt Funding M/CC 5. Parks and Recreation Master Plan Development and OTH Implementation: Completion, Implementation Plan — Short Mgmt Term and Long Term, Direction and Funding M/CC 6. Public Art Northend/Bee Branch: Definition and Direction OTH Mgmt 7. Multicultural Festivals/Celebrations Expansion: Outcomes, OTH Report, Direction, City Role, Funding and City Actions Mgmt 8. Five Flags Facilities Direction: Upgrade Plans Review, Sale M/CC Proposal Review, Direction and City Actions Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 84 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES Actions 2025 — 2027 PRIORITY 9. Eagle Point Park Upgrade: Report with Options and M/CC Recommendations, Direction and Funding — Maintenance Staffing and Improvement Projects 10. Youth Sports Complex: Definition, Goals/Desired M/CC Outcomes, Market Analysis, Report with Findings and Mgmt Options, City Role, Potential Private Partner, Direction, Funding Mechanism and City Actions 11. Eagle Point Park Fee: Report with Options, Direction and M/CC City Actions 12. Linwood Cemetery: City Role/Responsibilities, Operation M/CC and Maintenance Assessment, Fee Evaluation, Potential Mgmt Alternative Uses, Report with Options, Direction, City Action and Funding 13. Playground Replacements: Direction and Funding (Madison, Mgmt Gay, Murphy, and Jefferson) 14. Tennis Court Resurfacing Projects: Direction and Funding Mgmt (Flora, Murphy and Eagle Point) 15. Wanderwoods Garden Development: Construction and M/CC Opening 16. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 85 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES >> Actions 2025 — 2027 17. PRIORITY 18. 19. 20. 21. 22. 23. 24. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 86 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES »> Management in Progress 2025 — 2027 Mayor and City Council DATE Action Needed 1. Chaplain Schmitt Island Amphitheater Development: MIP Implementation Direction and Funding M/CC 2. Comiskey Park Upgrades — Phase 2 Parking and Amenities; MIP Grant Funding and Preparation of Specs for Bidding M/CC 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 87 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES >>> Management in Progress 2025 — 2027 1. Arts and Culture Master Plan: Revised Community Engagement Strategy Adoption; Work Session Update Report DATE M I P 2. Historic Millwork District Park Plan Parks & Rec 3. Culture Definition MIP 4. Cultural Experiences and Programming MIP 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 88 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES >>> Major Projects 2025 — 2027 1. Jackson Park Restrooms: Completion DATE MP 2. ImOn Ice Arena - Dehumidification, HVAC, Generator Set System Project: Design, Bid, and Construction Engineering 3. Rustic Point Park: Completion New Mgmt 4. South Pointe Park: Completion New Mgmt 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 89 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES >> On the Horizon 2026 — 2030 1. Comiskey Park Upgrades — Phase 2 Restrooms: Direction and Funding OTH M/CC 2. Quality of Life Bond Package: Concept, Scope, Report with Options and OTH Direction 3. FDR Park Development: Direction and Funding OTH 4. Pool/Aquatic Facility Strategy/Action Plan — Long Term: Update Report, OTH Direction and Funding M/CC 5. Ice 2nd Sheet: Report with Options, Direction, City Role and Funding OTH M/CC 6. Parks and Recreation Service/Staffing Level: Review, Direction and OTH Funding M/CC 7. Historic Millwork District Recreational Space: Direction, Funding and OTH Partnerships M/CC 8. Quality of Life Amenities for Young Professional: Best Practices, OTH Expectations, Report with Options, Direction and City Actions 9. Park Beautification/Upgrade Program: Needs/Opportunities, Report with OTH Options and Recommendations, Direction, Project Priorities and Funding M/CC Mechanism 10. Flag Set for Eagle Point Park Entrance: Direction and Funding OTH M/CC Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 90 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES >> On the Horizon 2026 — 2030 11. Trail Master Plan: Direction OTH 12. Comprehensive Parks Quality of Life Amenities Plan: Needs, Plan OTH Development, Direction and Funding 13. Dog Parks + Amenities Expansion: Report with Options, Policy OTH Direction and Project Funding 14. Splash Pads Plan: Best Practices, Plan Development, Direction and OTH Funding Mechanism 15. Indoor Community/Recreation Center/Space: Feasibility, Purposes, Best OTH Practices, Report with Options, Direction, Funding Mechanism and City M/CC Actions 16. Library Upgrade/Expansion: Direction and Funding OTH 17. Gender Neutral Restrooms at Pools: Report with Options, Direction and OTH Funding 18. Public Arts Policy: Research, Best Practices, Report with Options, OTH Direction and Funding 19. Park Development: Direction and Funding (Pebble Cove, North Fork, OTH Rustic Point, Mozena Farm, and Silver Oaks.) 20. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 91 GOAL 8 I PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE >> Outcomes — PICK 6 MOST IMPROTANT PRIORITY Outcome 1 Partner with public/private community organizations to 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 Partner with local universities, colleges and institutions of higher education" Outcome 6 Engage, listen to and use community input and feedback incorporating the information to policy development and decision making Outcome 7 Have high level of community satisfaction with City services and service delivery Outcome 8 Engage neighborhoods and residents as a model for other communities * Outcome 9 Have students become part of the Dubuque community - come to and stay in Dubuque** Outcome 10 ** Suggested by Management and Mayor and City Council Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 92 GOAL 8 I PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE >> Measures of Success PRIORITY 1. Community Survey 2. Dollar in purchase of services contracts 3. Increase student retention in Dubuque 4. 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 93 GOAL 8 I PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE »> Challenges and Opportunities — PICK 9 SHORT T PRIORITY 1. Recruiting, developing and retaining diverse City and community leadership for the long term 2. Competition among community organizations for limited funds — needs greater than available dollars 3. Determining how to serve vulnerable populations — people of color; elderly and families with children in poverty 4. Tapping the potential of the Multicultural Family Center 5. Actions by the State of Iowa and Federal government impacting community partnerships 6. Supporting "self-sufficiency" for community partners 7. Refining the City role and level of funding for community partners 8. Duplication of efforts and programs among community organizations and city departments 9. Vulnerability of local colleges and universities 10. Funding for matching dollars requirement by grants Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 94 GOAL 8 I PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE >> Challenges and Opportunities PRIORITY 11. Changing funding and partnerships among local, State of Iowa and federal governments 12. Creating outcomes that are equitable for all 13. Equity becoming ingrained in City workforce recruitment and retention 14. Marketing, outreach, lack of knowledge about cultures and equity 15. Residents questioning the role of government 16. Community attitude: City solve the problem and do not raise taxes 17. Succession planning in community partners leadership 18. Equitable distribution of City funds for all community organizations 19. Duplication among non-profit organization funding campiagns 20. Older population giving Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 95 GOAL 8 I PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE >> Challenges and Opportunities PRIORITY 21. Retaining college graduates in Dubuque 22. Compliance with State of Iowa laws 23. Overcoming the difficulties in serving vulnerable communities 24. Difficulty for residents balancing personal lives and community involvement 25. Having equitable access to City funding 26. 27. 28. 29. 30. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 96 GOAL 8 I PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE >> Actions 2025 — 2027 — PICK 2 YOUR PRIORITA PRIORITY 1. Medical College Development City Actions: Update Report New and City Actions M/CC University of Dubuque Medical School Establishment: Mgmt Update Report, City Actions to Support Development and Funding if Needed 2. Collaboration with Dubuque County: Next Steps M/CC 3. Dubuque as an Equitable Community of Choice M/CC Reaffirmation: Update Report and Direction 4. 5. 6. 7. 8. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 97 GOAL 8 I PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE »> Management in Progress 2025 — 2027 Mayor and City Council DATE Action Needed 1. Multicultural Family Center Management and Staffing: 2024 Review and Update Report M/CC 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 98 GOAL 8 I PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE »> Management in Progress 2024 — 2025 DATE 1. Succession Plan for Intergovernmental Relations MIP Position: Development and Implementation 2. City Life for Young Professionals: Implementation MIP 3. Fine and Fee Reform: Completion MIP Parks & Rec 4. 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 99 GOAL 8 I PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE »> On the Horizon 2026 — 20230 1. Youth Employment, Workforce and Leadership Development: Purposes, Direction and City Actions OTH 2. Equitable Distribution of City Resources to Partners: Evaluation, Measure for Contracted Services, Framework, Policy Direction, Revised Process and Funding OTH 3. Dubuque Forward: City Role and City Actions OTH 4. Community Engagement Tools Development: Goals, Best Practices, Report with Options, Direction and Funding New Mgmt 5. 6. 7. 8. 9. 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 100