Loading...
Vision and Governance Guide 2026VISION & GOVERNANCE GUIDE 2026 WORKING DOCUMENT Mayor — City Council and City Management Dubuque All -America City NATIONAL CIVIC LEAGUE 2007*2012*2013 2017*2019 Dubuque, Iowa February 2026 Lyle Sumek Associates, Inc. 411 N New River Drive, E502 Fort Lauderdale, Florida 33301 Phone: (386) 246-6250 E-mail: sumekassocAgmail.com Page 2 of 275 Table of Contents Section 1 City as a Team — Challenges and Keys to Shared Leadership Success Section 2 Dubuque Strategic Planning 2025 — 2031— 2040 Section 3 Action Agenda 2025 — 2027 Section 4 Dubuque Vision 2040: Guide to our Future Section 5 Dubuque City Government: Our Mission Section 6 Dubuque Governance: Current Framework Section 7 Mayor -City Council in Action: Governance Guide 2026- 2027 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 2026: Lyle Sumek Associates, Inc. Project 260105 Page 3 of 275 SECTION 1 CITY AS A TEAM - CHALLENGES AND KEYS TO SHARED LEADERSHIP SUCCESS Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 Page 4 of 275 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 2026: Lyle Sumek Associates, Inc. Project 260105 Page 5 of 275 Council — Manager/Administrator Form of City Government BASIC PREMISES * Power in the Council: Board of Directors * Professional Management and Service Delivery * City Manager/Administrator 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 2026: Lyle Sumek Associates, Inc. Project 260105 3 Page 6 of 275 Council — Manager/Administrator Model Working Model Needs/Desires Mayor/City Council GOVERNANCE Information Boards/Task Forces 44WHAT" Expectation Advocacy Feedback City Manager/ Administrator MANAGEMENT Department `6HOW" Administrators Division Heads Supervisor Employees SER VICE Results Volunteers "ACTIONS" Impact Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 4 Page 7 of 275 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 2026: Lyle Sumek Associates, Inc. Project 260105 5 Page 8 of 275 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 2026: Lyle Sumek Associates, Inc. Project 260105 6 Page 9 of 275 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 o. Decide E x e c u t e • Act Impact • Evaluate Adjust "Willie,aness to Work Tozether" • Respect for Each Other Attitude • Cooperation and Openness • Celebrating Success: Momentum "Commitments Becomes Reality" • Learning from Setbacks T rust • Guidelines • Support Each Other Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 7 Page 10 of 275 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 2026: Lyle Sumek Associates, Inc. Project 260105 8 Page 11 of 275 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 2026: Lyle Sumek Associates, Inc. Project 260105 9 Page 12 of 275 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 2026: Lyle Sumek Associates, Inc. Project 260105 10 Page 13 of 275 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 Administrator 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 Administrator 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 2026: Lyle Sumek Associates, Inc. Project 260105 11 Page 14 of 275 Community -Based City Government CITIZENS Neighborhoods Community Organizations Task Forces �• Boards Mayor -City Council Y,`r • City anager/Adm �\ Department Directors Department Administrators Supervisors EMPLOYEES Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 12 Page 15 of 275 TURBULENT FORCES CHALLENGING LEADERS AND COMMUNITIES A. TURBULENT FORCES CHALLENGING LEADERS AND COMMUNITIES Mayor & City Council and City Manager/Administrator & 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/Administrator 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 parry 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 parry 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/Administrator form of government to the strong mayor -weak Council form. 2. EXPANDING VOCAL NEGATIVE 20% - NEVER SATISFIED In every community we can divide the residents into four groups: 20% positive, engaged and supportive of the city government; 20% negative who are against everything and will be never satisfied, 20% that can lean either to the positive or negative; and 40% who are satisfied with city services and programs, have other priorities in life than to become engaged in city government or 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, Administrators, 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 Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 13 Page 16 of 275 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 parry 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/Administrator form of city government — the underlying principles, how it operates, the roles and responsibilities of Mayor -City Council and City Manager/Administrator. 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 Administrator 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, Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 14 Page 17 of 275 or presentation of complex reports for review and refinement. On NEXT DOOR and similar social media forums, one finds residents have opportunities to complain about the city, to share misinformation based upon falsehoods, to generate momentum and mobilize support and to have "public dialog" on community issues based on myths while excluding local government presence. Misinformation and disinformation is quickly spread throughout the community and the world on social media. Today, there is minimal local media coverage of the city. City governments have been slow in taking responsibility to share information on local projects and issues, and in defining their role and actions in this social media realm. In the past, local government have not valued or funded proactive strategic communications and made the choice not to correct or respond to misinformation/disinformation. 6. DESIRE FOR LOWEST TAXES AND FEES/NO DEBT OVER FISCAL RESPONSIBILITY Residents in most communities want lower taxes and fees while having the expectation of superb municipal services, outstanding facilities and great customer service. They do not think about how services are paid for and the relationship between taxes and services. Many local leaders have a "goal" of having the lowest taxes in their area and take pride in saying "we are the lowest." In addition, residents saying that the local government should have no debt or reduce the current debt level — minimal borrowing for current and future capital needs. Today cities struggle with increasing costs of projects, increasing cost of equipment, increasing costs of service delivery and increasing employee compensation and benefits. Cheap, no debt government is not effective government or leaders acting in a fiscally responsible manner. Fiscally responsible leaders may increase taxes supporting defined services and service levels, use debt to fund major capital projects that respond to the communities needs today and prepare the community for the future. A reality is that if residents believe that they are receiving valued services from the local government they will support a tax increase and vote for major bond issues. 7. FINDING THE NEXT GENERATION: LEADERS, ADMINISTRATORS AND EMPLOYEES A major question today is where are the next generation of public servants — where are leaders, Administrators 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, Administrators and employee going to come from and how we develop them. Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 15 Page 18 of 275 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/Administrator government should operate, or the defined roles and responsibilities under the Council- Manager/Administrator form of government. They react to or create short-term issues and reject ongoing strategic planning and master planning. Their behaviors are disruptive, they personally attack their colleagues, staff and family members, they question and reject data -driven reports presented by staffs and consultants and intentionally spread disinformation about the government and local officials. Their behaviors and actions drive people away from becoming involved or becoming a positive force in the community. In reality, the "flame thrower" will not change — you can only minimize the damage. The support of a unified voice to the community to support major projects, significant actions on issues and ballot measures for community consideration. 9. POLITICS OVER GOVERNANCE Politics focuses on getting elected; governance is the responsibility of determining the direction of the government. More and more today, politics is dominating the governance process. We have done a poor job preparing elected officials to govern. Newly elected officials today arrive with little orientation and training or experiences of participating in the governance process. Many newly elected officials think that their job is a few hours per week — regular formal meetings each month, may be a work session. They are caught off guard when they come to realize that the job is 24/7 with responsibilities to represent the local government to regional/state bodies, to have a community presence and attend events, to listen and handle residents' complaints any day and any time of day, to prepare and study for meetings including regular meetings and special meetings, individual meetings with the City Manager/Administrator 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 Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 16 Page 19 of 275 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/Administrator form of local government. The bottom -line reality is that city governments are on their own. City governments have hired lobbyists as frontline defenders with the purposes to monitor proposed legislation, to propose alternative legislative proposals, to be an advocate on issues to protect the interests of the community and city government. Mayor and Council Members have been asked to build relations with their state representative, to develop and adopt a legislative agenda, to maintain ongoing communications with other governmental leaders, to educate other elected officials about local issues, challenges and responsibilities. While the legislature is in session, there is a significant time requirement. This hyper -attentiveness dilutes the city's focus on strategic initiatives and the delivery of core services. 12. CRUMBLING CITY FACILITIES AND INFRASTRUCTURE Cities are faced with aging city facilities and infrastructure needing upgrades or replacement. Many city facilities are beyond their life cycle and are still being used by residents. Many cities have been slow to invest in upgrading their facilities and infrastructure. An example is aging municipal pools requiring significant annual investment and maintenance while a new aquatic complex is cost prohibitive. An option is the creation of multiple splash pad which provide interactive aquatic experience. In addition, cities have underground pipes from the 1990's that are at the end of their life years before the advertised life cycle and have deteriorated more rapidly than older infrastructure. Cities are also struggling with securing future water supply. For cities that are faced with growth, the challenge is balancing by taking care of and maintaining the current city facilities and infrastructure while building new city facilities and infrastructure to support growth and development. In addition, cities are having difficulty in hiring certified plant operators. Mayors and City Councils have the responsibility to determine the balance by determining project priorities and to determine funding mechanisms. BOTTOM LINE: SHARED LEADERSHIP REQUIRES TO EFFECTIVELY RESPOND TO THESE FORCES OF TURBULENCE AND TO CREATE THE BEST POSSIBLE FUTURE FOR THE RESIDENTS, THE COMMUNITY AND THE CITY. Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 17 Page 20 of 275 KEYS TO SHARED LEADERSHIP SUCCESS Effective shared leadership requires all leaders to understand, to practice and live by these ten keys of leadership success. 1. CHARACTER COUNTS — City leaders demonstrate their true character by: • Being truthful and honest • Consistency of words and actions • Acting in an ethical manner — above question or beyond reproach • Defining and knowing your personal core values • Practicing their core values every day • Having high moral standards without hypocrisy • Keeping/delivering on their commitments/promises • Acting with integrity • Acting in an equitable manner • Having open minds • Communicating in an honest manner • Acting in trustworthy manner • Leading by example • Relying on data and fact — avoid creating a reality based upon misinformation, disinformation or fabricated reality — "be careful of believing in your own `bs"' • Acting with a sense of purpose • Being personally vulnerable and "real" in the appropriate circumstances 2. PUTTING COMMUNITY FIRST — City leaders place the community and public service above self by: • Acting with a public purpose in mind • Demonstrating a genuine love for the community — a true passion for the community • Caring about the community • Knowing and understanding our community — our history and traditions, our community demographics, our strengths and areas for improvement, our challenges and opportunities, what makes our community special • Having a community presence — visible to our residents • Being a community "cheerleader" • Making decisions that benefit the entire community • Focusing on adding value to the lives of your residents • Listening to and striving to understand the whole community — "not just the vocal" • Knowing and partnering with businesses, community institutions and organizations • Participating and enhancing community events — big and little that bring our residents together Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 18 Page 21 of 275 • 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/Administrator 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/Administrator — leadership succession preparation • Determining how the Council will spend its time and process to govern... different Council have different operating styles • Structured meeting focusing on attention on short term actions... leaving little time for strategic discussions and responsible decision making 4. PERSONAL CONNECTION WITH OTHERS — City leaders establish effective personal and working relationships by: • Reaching out on a personal level with City Council members • Getting to know others — their goals, their values, their issues, their opportunities, their concerns, their personal agendas, their operating styles and the issues, their priorities or actions that "set them off' • Finding a personal connection — common interest, common issues, common values Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 19 Page 22 of 275 • 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 • 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 Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 20 Page 23 of 275 • 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 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 Manager/Administrators/staff, who have responsibility for implementation Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 21 Page 24 of 275 • 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 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 Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 22 Page 25 of 275 • 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 • 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/Administrator to bring "bad news" to the City Council • Encouraging the City Manager/Administrator 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 Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 23 Page 26 of 275 • 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/Administrators & Management Team lead and guide their cities in the today's turbulent world. Copyright 2026: Lyle Sumek Associates, Inc. Project 260105 24 Page 27 of 275 SECTION 2 DUBUQUE STRATEGIC PLAN 2026-2031-2040 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 28 of 275 Strategic Plan 2025 — 2031 — 2040/Mayor and City Council/Dubuque, Iowa Table of Contents Strategic Planning for the City of Dubuque 1 Dubuque Vision 2040 3 Dubuque: Creating an Equitable Community (and Organization) of Choice — Five Pillars 10 Dubuque City Government: Our Mission 12 City of Dubuque Plan 2025 — 2031 City of Dubuque Action Agenda 2025 — 2027 [Final Draft] 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 Page 29 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa STRATEGIC PLANNING FOR THE CITY OF DUBUQUE Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 3 Page 30 of 275 Strategic Plan 2025 — 2030 — 2040/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" PLAN Map "The Right Route" EXECUTION Itinerary 1 "The Right Direction" MISSION Vehicle "The Right Bus" ue CORE BELIEFS "The RightlPeople" Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 4 Page 31 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa DUBUQUE VISION 2040 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 5 Page 32 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa Dubuque Vision 2040 DUBUQUE 2040 is a SUSTAINABLE AND RESILIENT CITY (A), an INCLUSIVE AND EQUITABLE COMMUNITY (B) where ALL are welcome. DUBUQUE 2040 has preserved our MASTERPIECE ON THE MISSISSIPPI (c), has a STRONG DIVERSE ECONOMY (D) and EXPANDING CONNECTIVITY(E). DUBUQUE 2040 — Our residents EXPERIENCE HEALTHY LIVING AND ACTIVE LIFESTYLE (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 6 Page 33 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa Dubuque Vision 2040 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 7 Page 34 of 275 Strategic Plan 2025 — 2030 — 2040/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 © 2025: Lyle Sumek Associates, Inc. Project 250601 8 Page 35 of 275 Strategic Plan 2025 — 2030 — 2040/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 © 2025: Lyle Sumek Associates, Inc. Project 250601 9 Page 36 of 275 Strategic Plan 2025 — 2030 — 2040/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 I . 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 10 Page 37 of 275 Strategic Plan 2025 — 2030 — 2040/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 © 2025: Lyle Sumek Associates, Inc. Project 250601 11 Page 38 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa DUBUQUEO0 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 12 Page 39 of 275 Strategic Plan 2025 — 2030 — 2040/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 © 2025: Lyle Sumek Associates, Inc. Project 250601 13 Page 40 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa DUBUQUE CITY GOVERNMENT: MISSION Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 14 Page 41 of 275 Strategic Plan 2025 — 2030 — 2040/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 SERVICES (E) that SUPPORT URBANLIVING (F), that CONTRIBUTE TO AN EQUITABLE, SUSTAINABLE CITY (G), PLAN FOR THE COMMUNITY'S FUTURE (H) and FA CILITA TE A CCESS TO CRITICAL HUMAN SER VICES (1). Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 15 Page 42 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa Dubuque City Government 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 16 Page 43 of 275 Strategic Plan 2025 — 2030 — 2040/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 © 2025: Lyle Sumek Associates, Inc. Project 250601 17 Page 44 of 275 Strategic Plan 2025 — 2030 — 2040/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 © 2025: Lyle Sumek Associates, Inc. Project 250601 18 Page 45 of 275 Strategic Plan 2025 — 2030 — 2040/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 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 19 Page 46 of 275 Strategic Plan 2025 — 2030 — 2040/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 © 2025: Lyle Sumek Associates, Inc. Project 250601 20 Page 47 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa CITY OF DUBUQUE PLAN 2025 - 2031 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 21 Page 48 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa City of Dubuque Goals 2030 HEALTHY AND SAFE COMMUNITY FINANCIALLY RESPONSIBLE, HIGH-PERFORMANCE CITY ORGANIZATION: SUSTAINABLE 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 22 Page 49 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa Goal 1 Healthy and Safe Community OUTCOMES MEASURES OF SUCCESS 1. Be a community in which all feel welcome, included and 1. Community Survey belonging 2. Reduced number of chronic disease cases 2. Have Police Department, Fire Department and Dispatch at 3. Reduced Part 1 Crimes - Persons full budget authorized staffing with diverse workforces 4. Reduced Part 2 Crimes - Property 3. Provide high -quality emergency services that are accredited 5. High Clearance Rate and uses best practices 6. Reduced Food Deserts 4. Leverage and use technology to create a safe community 7• Reduced Response Time including cybersecurity, drones and cameras 5. Have a walkable and bikeable community that supports a g Reduced Fire Loss healthy life style Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 23 Page 50 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Civility in the community 2. Recruitment and retention of Police, Fire and Dispatchers 3. Addressing issues and concerns regarding unhoused populations 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. Having and funding a Police and Fire facilities 7. Federal government and State of Iowa politics and polarization impacting the Dubuque community 8. Juvenile violent crimes remain a concern for Dubuque community LONG-TERM CHALLENGES AND OPPORTUNITIES 1. New public safety workforce that their expectations: work, overtime, time -off, etc. 2. Actions by the Federal Department HHS impacting community health and health -related services 3. Long-term funding for public safety staffing for national standards and recognized best practices 4. Addressing difficult and irresponsible property and building owners who are unwilling or unable to improve their properties or buildings 5. Changing State of Iowa laws and regulations impacting community safety restrictions, including requirements for certified mail notices 6. Maintaining City's role in addressing brain health challenges 7. Antiquated Civil Service hiring processes and Academy rules that are the impediments to timely hiring 8. Staffing Cooling and Warming Centers for weekends, holidays and overnight and the need for daytime and overnight shelters 9. 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.) 10. Preparing for future public safety workforce through cadet programs and internships Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 24 Page 51 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa ACTIONS 2025 — 2027 MANAGEMENT IN PROGRESS 2025 — 2027 (Mayor and City Council Action Needed) 1. Police Full Staffing and Hiring: Report with Top Priority 1. 911 Center Relocation and Staffing: Construction Completion Options, Direction, Advocacy and Funding 2. Prepared Live — Paid Version: Implementation 2. Comprehensive Fire Stations Locations: Top Priority 3. Fire Equipment: Funding and Acquisition Fire Boat Delivery Space and Facilities Study, Direction and 4. Animal Control Ordinance Update: Adoption Funding 5. Public Safety Answer Point Back -Up New Equipment: 3. Fire Staff Increases: Report with Options, Top Priority Implementation Direction, Phasing Plan, Direction and 6. Veterinarian Services Contract: Completion Funding DECISION Budget FY 27 4. DLEC Short -Term Facility Enhancements: High Priority 7. Law Enforcement Mental Health and Wellness Check -Ins Lease Direction, Space and Improvement a. Funding DECISION Budget FY 27 Plan, Direction and Funding b. Implementation Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 25 Page 52 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa MANAGEMENT IN PROGRESS 2025 — 2027 1. Traffic and Security Cameras Deployment: Implementation and Upgrade, Fiber Project (APRA Funding) a. Construction b. SCADA 2. Diversity Equity and Inclusion Belong City Action Plan: Redundant Loop, Departmental Action Plans 3. New LPR Cameras: Installation 4. New CAD Computer System Implementation: Completion 5. Police Radios Upgrade Implementation: Completion 6. Community Risk Reduction (AED Program (slips and falls, mental health response, elderly resources) Implementation 7. Public Health Preparedness Emergency Response Plan Update: Completion 8. Fire Explorer Post: Creation MAJOR PROJECTS 2025 — 2027 1. Fire Stations (6) Improvement Projects a. HVAC b. Bunk Room Remodel (Multi -Year) c. Fire Administration Office Update 2. Crescent Community Health Building/Services Expansion a. Clean Site b. Final Design Completion Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 26 Page 53 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2025 — 2030 1. 9-1-1 Center Accreditation: Completion 2. Mine Shafts: Problem Analysis, Report, Direction and City Actions 3. Unhoused Residents Strategy: Needs/Issues Assessment, Partners, Outcomes, Report with Options, Policy Direction, City Actions and Funding 4. Community Cameras Program: Outcomes, Best Practices, Report with Options, Direction, Funding and City Actions (Including Traffic and Community) 5. Public Safety Campus: Concept Definition, Best Practices, Report with Options, Direction, Location and Funding Mechanism 6. Neighborhood Speeding: Problem Assessment, Best Practices, Report with Options/Potential Tools, Direction, Funding and City Actions 7. Park Ranger Program Enhancement: Review, Report, Direction and Funding 8. Mental Health/Brain Health Strategy/Action Plan: Update Report, Next Steps and Actions a. City Organization b. Community ON THE HORIZON 2027 — 2031 9. Crescent Community Health Center Expansion of Population Health Program: Funding, City Presence on the Board and Advocacy 10. Community -Based Health Promotion: Capacity and Funding 11. Maternal Health Services: Assessment, Report with Options, City Role, Direction and City Actions 12. Traffic Safety Action Plan: Problems/Concerns Definition, Best Practices, Report with Options, Direction and Funding(including Speeding/Slow Down) 13. Police Staffing Increase: Report with Options, Direction, Phasing Plan, Direction and Funding 14. 911 PSAP Center Accreditation: Update Report, Direction, Funding, and City Actions 15. Take -Home Police Vehicles: Research, Report with Options and Recommendations, Direction and Funding 16. Fire Fighting Water Supply to Four Mounds: Report with Options, Direction, Funding Mechanism and City Actions 17. Drones Expanded Use: Update Report, Direction, City Actions and Funding (if Needed) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 27 Page 54 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa Goal 2 Financially Responsible, High -Performance City Organization: Sustainable 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, develop and retain a diverse, top-quality City workforce dedicated to City goals, mission and core values 4. Maintain all fund 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 MEASURES OF SUCCESS 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 28 Page 55 of 275 Strategic Plan 2025 — 2030 — 2040/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. Uncertain Federal government funding for grants, projects and programs 5. Uncertainty with Federal government regulatory requirement and City compliance 6. Supporting City employee work -life balance and employee morale 7. Climate of distrust in all governments, including City government 8. Balancing the demands for services, programs and activities with available resources, City organizational capacity, the community's expectations and new initiatives 9. Community disinformation and misinformation about City government — policies, processes, services and finances LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Improving welcoming and belonging outcomes for ALL of City employees 2. Under-resourced City services and programs resulting in stress for City employees 3. 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 4. Enhancing a City organizational culture that values learning, creative thinking and innovative actions 5. Upcoming retirements 6. Providing a safe workplace balanced with customer service 7. Due to limited City staff capacity, hiring outside resources at a significantly higher cost Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 29 Page 56 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa ACTIONS 2025 — 2027 MANAGEMENT IN PROGRESS 2025 — 2027 1. Comprehensive City Buildings and 1. Organizational Culture Continuous Improvement: Exit Facilities Inventory, Condition Assessment Interviews Implementation and Maintenance/Upgrade/ 2. ERP Software Implementation Replacement Plan: Comprehensive Scope of a. Employee Expense Project, Budget Proposal, Direction, b. Employee Self -Services Funding and Initial Actions 3. HRIS Implementation 2. Community Survey: Scope and Completion a. Selection b. Implementation MANAGEMENT IN PROGRESS 2025 — 2027 4. City Bond Rating: Updated Credit Rating Spring 2026 and (Mayor and City Council Action Needed) Bond Sale 1. City Legislative Advocacy Agenda and Action Plan 2026 5. Adopt-A-Spot/Volunteer Management Hub Site GISApplication: Hubsite 2. Federal Legislative Advocacy Agenda and Action Plan 2026 6. Multicultural Family Center Management and Staffing: 3. Enterprise Asset Management System and Work Order Review and Update Report System 7. Succession Plan for Intergovernmental Relations Position: a. Software Funding Budget FY 27 Selection and Onboard b. RFQ a. Consultant Contract : Decision Award g• Website ADA Compliance: Completion 4. City Hall and Annex Project: a. Design b. Finding for Completion 5. Federal Building Upgrade Project: a. Contract Award b. HVAC 6. City Facility Integrated Access Control: a. Funding b. Completion 7. Departmental Safety Program: Budget FY27 Request for OSHA Compliance Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 30 Page 57 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa MAJOR PROJECTS 2025 — 2027 1. Multicultural Family Center Project: Elevator 2. City Data Center Project— Phase 2: DECISION Budget FY27 ON THE HORIZON 2027 — 2031 1. City Employee/Contractor Living Wage Policy: Development and Funding 2. City Data Center Projection — Phase 2: Direction and Funding (including Redundancy) 3. City Workforce Retention and Attraction: Direction and Funding (including Management/Employee Succession Planning and Program) 4. IT Staffing Increases: Report with Options, Direction, Phasing Plan, Direction and Funding 5. Human Resource Staffing: Direction and Funding 6. Parks and Recreation Staffing Increase: Report with Options, Direction, Phasing Plan, Direction and Funding ON THE HORIZON 2027 — 2031 (continued) 7. Comprehensive Artificial Intelligence Policy and Action Plan: Definition, Best Practices, Report with Options, Direction, Funding and City Actions 8. Proactive Communication Strategy/Action Plan for Disinformation: Outcomes, Best Practices, Report with Recommendations - Staffing, Direction, Funding and City Actions 9. City Financial Plan and Policies: Review, Update and Direction 10. City Services and Staffing: Assessment, Staffing Plan Development, Report with Options and Recommendations, Direction and Funding 11. City Services and Tax Policy: Goal — Lowest Tax Rate vs. Responsibly Low Tax Rate: Report with Options and Policy Direction 12. Alternative Budgets: Monitoring Federal Government Action Impact and National Economy: Report and Direction 13. City Employee Retention Program — City as Employer of Choice: Goals, Best Practices, Report with Options and Recommendations, Direction and Funding Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 31 Page 58 of 275 Strategic Plan 2025 — 2030 — 2040/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. Expand sports tourism in Dubuque 5. Support Dubuque higher education institutions and retain graduates in the Dubuque community 6. Maintain and enhance an effective partnership with GDDC to grow the regional Dubuque economy MEASURES OF SUCCESS 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 32 Page 59 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Retaining college graduates from Dubuque local colleges and universities 2. Potential mixed -use developments in Downtown, Central Avenue and Mall area Sustaining and expanding air service 4. Having quality, affordable childcare/elder care 5. Tapping the potential for tourism especially sports tourism 6. Preparing for and supporting the development of the new University of Dubuque medical school 7. Lack of quality, affordable rental housing [30% — 80%] community -wide 8. 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 9. Challenging future of local higher education institutions: enrollment, funding, new institutional leadership transition 10. Tapping the tourism potential of river cruises and Field of Dreams expansion LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Recruiting new and diverse businesses along Central Avenue, Kerper Boulevard and North End 2. Economic forces beyond the City's control: inflation, recession, supply chain issues and interest rate increases 3. Difficulty in financing for hotel development projects 4. Creating a business climate that supports innovators, entrepreneurs and small business start-ups 5. Lack of City infrastructure to support economic growth 6. Availability of local quality workforce and matching educational programs with needs of employers 7. Lack of wage growth using living wage data 8. Workforce desiring diverse quality of life amenities Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 33 Page 60 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa ACTIONS 2025 — 2027 MANAGEMENT IN PROGRESS 2025 — 2027 1. Air Service Future Strategy and Action Plan Top Priority 1. Office of Economic Mobility/Poverty Reduction Plan: to Sustain and to Expand: Funding Temporary Position Mechanism for Entire Year, Regional Plan Update. Community, Partners, Community Education 2. Field of Dreams: Next Steps for City Necessity for the Future a. Hotel Development Agreement(s) 2. Central Avenue Revitalization Plan High Priority b. Update Report Development: Final Design, Streetscape 3. MWBE Procurement Policy: Completion Implementation, City Actions and Funding 4. Electronic Bidding Software: Implementation 3. Comprehensive Sports Tourism Strategy: Development and Direction MANAGEMENT IN PROGRESS 2025 — 2027 (Mayor and City Council Action Needed) 1. Business Incentives Policy/Processes: Review and Refinement 2. Comprehensive Hotel Attraction/Incentive Policy and Strategy —Port and Rehabilitation: Direction and Implementation 3. Port New Hotel Development: City Actions 4. Chaplain Schmitt Island Development: Hotel Project Development 5. River Boat Docking Project: Alternative Docking Location Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 34 Page 61 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2027 — 2031 1. JFK Corridor Revitalization/Redevelopment: Outcomes, Report with Options, Direction and Actions 2. Port of Dubuque Refresh: Direction and City Actions 3. Northend Revitalization Action Plan: Outcomes, Direction, Plan Development, Funding and City Actions 4. Childcare Next Steps: Update Report, City Role, Direction on Next Steps and City Actions 5. Kerper Boulevard Business Development: Update Report and Next Steps 6. Southwest Arterial Corridor Business Development: Outcomes, Direction, City Actions and Funding 7. Small Business Grant Program Expansion: Direction and Funding ON THE HORIZON 2027 — 2031 (continued) 8. Blum Remediation Projects: Direction and Funding 9. Business License Program/System: Goals, Best Practices, Report with Options, Direction and Initial Implementation 10. Grand Harbor Hotel Upgrade: Update Report, Direction, City Actions and City Funding (if Necessary) 11. Hotel Attraction and Development: Market Assessment, City Role, Direction and City Actions 12. Targeted Small Business Grant Program Expansion: Goals/Desired Outcomes, Direction and Increased Funding 13. Airport Business/Light Industrial Development: Targeted Businesses, Incentive Packages, Direction and Funding Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 35 Page 62 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa Goal 4 Livable Neighborhoods and Housing: Great Place to Live OUTCOMES MEASURES OF SUCCESS 1. Have well -designed and well -maintained public infrastructure and facilities serving neighborhoods 2. Grow the population within the City of Dubuque** 3. Have a vibrant Dubuque Downtown with an increase in housing opportunities both market -rate and affordable and adaptive reuse 4. Increase the visual appeal and beauty of the city with attractive gateways, corridors, streetscapes/landscaping 5. State future and expand resident involvement in their neighborhood through increasing the number of neighborhood associations** 6. Preserve Dubuque Historic Millwork District as a thriving mixed -use development with residential, retail/office, entertainment 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 36 Page 63 of 275 Strategic Plan 2025 — 2030 — 2040/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. Potential loss of HUD funding 4. Aging City neighborhood infrastructure and facilities needing replacement or major repairs 5. Reducing slum and blight through effective enforcement and incentives 6. Addressing the increasing number of unhoused residents with limited shelter opportunities and other tools 7. Expanding housing opportunities to support economic growth and increases in community population 8. Lack of Police staffing for community policing, traffic unit and limited enforcement options for neighborhood issues 9. Preserving and rehabilitating affordable housing and building stock — oldest in Iowa 10. Aging population with limited ability to maintain their homes and properties LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Neighborhood speeding and running of stop signs 2. 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 3. Affordable access to quality, healthy foods in neighborhoods sand reducing food deserts Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 37 Page 64 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa ACTIONS 2025 — 2027 1. Downtown Master Plan Update: Scope, High Priority Direction, Funding and Initial Planning Process 2. Infill Development Strategy and Policy: Code Update MANAGEMENT IN PROGRESS 2025 — 2027 (Mayor and City Council Action Needed) 1. Unified Development Code: Completion and Adoption 2. Historic Millworks District Development: Update Report MANAGEMENT IN PROGRESS 2025 — 2027 1. Neighborhood Associations Development: Activation/Expansion: Budget FY 26 2. Terminus for all Permits, Data Governance and Storage: Completion 3. Permitting and Inspection Software Implementation: Completion 4. New Housing Development Support: Status Update Report Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 38 Page 65 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2027 — 2031 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. Southwest Arterial Development Plan: Update/Review, Direction and City Next Steps 5. Southwest Arterial Annexation Policy/Plan: Review, Direction and City Actions 6. Citywide Beautification Policy/Plan/Actions: Goals/Outcomes, Report with Options and Funding Mechanism, Direction and Next Steps 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 Options, Direction and Funding Mechanism 8. Downtown Beautification Program: Goals/Outcomes, Report with Options, Direction and City Actions 9. Grandview Corridor Beautification Plan: Goals, Report with Options, Direction, City Funding and City Actions 10. Community Land Trust: Grant Notification, Direction and City Role, Monitoring Des Moines Experiences ON THE HORIZON 2027 — 2031 11. H & W Brewing and Malting Building Next Steps: Update Report, Direction and City Actions 12. Cedar Cross Corridor Revitalization Plan/Vision: City Actions, Direction and Funding 13. Northside Grocery Store Attraction: Goals, Market Analysis, Direction, City Actions and Funding (if Necessary) 14. Convenience Store Moratorium/Limitation: Legal Framework, Report with Options, Direction and City Actions 15. Flex -Steel and Pack Sites Redevelopment: Update Report, Goals, City Role, Direction and City Actions Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 39 Page 66 of 275 Strategic Plan 2025 — 2030 — 2040/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 the community's carbon footprint (50% by 2030) and explore science -based outcomes in the future 5. Reduce waste and increase diversion, recycling and composting opportunities MEASURES OF SUCCESS 1. Community Survey 2. Improve water quality - river and streams 3. Diversify energy sources 4. Continuous service delivery and timely recovery Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 40 Page 67 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Uncertain Federal and State of Iowa goals and funding and their alignment with the City's goals, services and programs 2. Need to address Bee Branch Pumping Station 3. Cleaning up and reuse of `Brownfields" sites 4. Limited funding for water infrastructure and treatment plant upgrades/replacement 5. Federal and State of Iowa regulation changes impacting Dubuque's environmental sustainability 6. Workload and limited City staff capacity for additional projects or work assignments 7. Mitigating odor at the Water Resource Recovery Plant 8. Enhancing the flood wall LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Protection of at -risk infrastructure and utilities due to climate change and aging infrastructure, especially sanitary sewer system and water system 2. Climate changes: heat events, rain, wind events and flood events and the impact on energy demands 3. Protecting the Dubuque community and waterways from flooding through storm water management 4. Addressing emerging pollutants in water and wastewater system 5. Funding for composting and recycling programs and services 6. Funding of match dollars for grants 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. Air quality impacted by Canadian wildfires and other outside influences 10. Lack of water capacity — 89% peak demands and limited capacity to support growth Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 41 Page 68 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa ACTIONS 2025 — 2027 1. Sanitary Sewer Investment Projects Top Priority Implementation: Direction, Funding and Project Completion - 42 inch Diameter Sanitary Sewer Force Main Stabilization Project; Cedar Lift Station Project; Terminal Lift Station; Schmitt Sanitary Sewer Project; Cooper Place/Maiden Lane Project; Harvard Street Project; Hempstead Street Project; Grove Terrace Project; Sanitary Sewer Consent Decree; Catfish Creek Sanitary Sewer Project 2. Stormwater Management Investments Top Priority Implementation: Direction, Funding and Project Completion — Bee Branch Gate and Pump; Kaufman Storm Sewer Project; 17th /Locust Stormwater Project; Detention Pond Maintenance; Stormwater Management Program — Individual Neighborhood Situations; 17th /Elm Street Stormwater Project 3. Water Resource and Recovery Center High Priority Upgrades; Short -Term Action Plan, Direction, Funding and Actions to Improve Processes and Odor Reduction MANAGEMENT IN PROGRESS 2025 — 2027 (Mayor and City Council Action Needed) 1. Sewer System Infrastructure Asset Master Plan: Development and Adoption 2. Emerald Ash Borer: Funding for Planting, and Stump Removal Removal/Sidewalk Replacement DECISION Budget FY 27 3. Alley Inspection and Maintenance Performance Evaluation Staffing: BUDGET DECISION FY 27 4. High Strength Waste Receiving & Storage Project: a. Funding b. Construction Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 42 Page 69 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa MANAGEMENT IN PROGRESS 2025 — 2027 1. Trees Planting Program Enhancement: Update Report (Planting: 5,280 trees) 2. Water Resource Recovery Plant — Odor Abatement Implementation: Update Report 3. Electric Bus Implementation: Acquisition (1) Bus and Charging Station Completion 4. Consumer Confidence Report 2025: Publication 5. HVAC Mini -split System Installation: Completion 6. Fats, Oils, and Grease Program: Review 7. WRRC State Certified Lab Expanding the Testing Capability: Completion 8. WRRC Explosion Recovery: Completion MAJOR PROJECTS 2025 — 2027 1. SCADA Overhaul Water: Completion 2. Lead Water Lines Replacement: Phase 1 Completion 3. Auburn and Custer Water Main, Sanitary Sewer, Street Reconstruction Project: Construction Completion 4. Green Alley Project - 15th Street to 171h Street Between Iowa Street and Central Avenue: Construction Completion 5. Advancing New Deep Well No. 11 (as part of PFAS Remediation Plan): Completion 6. North Cascade/Southwest Arterial Water/Sewer Main Extension from Edval Lane to North. English Mill Road): Construction Completion 7. City -Wide Fiber Project — Water Department Pump, Stations, Tanks and Towers: Completion 8. Deep Well No. 7 Rehabilitation: Completion 9. Creek Crossing Restoration Project: Construction Completion 10. Rockdale Road Stormwater Project: CIP Funding Request Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 43 Page 70 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2027 — 2031 1. South Flood Wall Buried: Funding 2. EV Infrastructure Development: Status Report, Potential Projects, Funding Sources/Grants, Direction and Next Steps 3. City Energy Policy — Buildings and Equipment: Report, Direction, Funding and City Actions 4. South Plant Magnetic Flow Meters Replacement: Funding 5. Filter Rehabilitation at Eagle Point Water Treatment Plant: Funding 6. Althauser Street and Eagle Street Water Main Replacement Project: Funding 7. Nutrient Reduction Strategy: Update (2027) 8. Water Supply for Four Mounds: Direction, City Action and Funding 9. Solar Policies/Programs/Strategy: Goals/Desired Outcomes, Best Practices, Report with Options, Funding Opportunities, Direction and City Actions (City Government and Community) 10. Water Distribution and Treatment System Investments Implementation: Direction and Funding (including Water Treatment Plant Upgrade/Replacement: Independent Condition Assessment) ON THE HORIZON 2027 — 2031 (continued) 11. Climate Action Plan: Update Target, Best Practices, City Actions and Next Steps 12. Bee Branch Operations and Maintenance: Funding 13. Recycling Automated Collection: Direction and Funding Mechanism 14. Bikeable/Walkable Dubuque: Definition of Concept, City Role, Direction, Funding and City Actions 15. Resiliency/Sustainable Plan Implementation: Update Report, Direction, City Actions and Funding 16. Green Alley Program: Project Direction/Timing, Maintenance Direction and Funding 17. City Forester/Arborist: Position, Direction and Funding 18. Solar Policies/Program/ Strategy: Goals/Outcomes, Best Practices, Report with Options, Funding Opportunities, Direction and City Actions a. City Government b. Community 19. Large Complexes Recycling Encouragement: Direction and City Actions 20. Curbside Pick-up of Yard Waste to Improve Composting: Report with Options, Direction and City Actions Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 44 Page 71 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa Goal 6 Connected Community: Equitable Transportation, Technology Infrastructure, and Mobility OUTCOMES MEASURES OF SUCCESS 1. Have daily scheduled, reliable commercial air service to 1. Community Survey hub(s) 2. More mile of bike lanes 2. Have well -designed, well maintained Complete Streets — 3. More miles of trails full use of ROW including streets, sidewalks and bike 4. Perception of walkability lanes throughout our Dubuque community 5. Perception of bikeable 3. Increase availability, accessible and affordable 6. Perception of travel times broadband and redundancy through public -private partnerships 7. Perception of travel safety 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 45 Page 72 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Competition for commercial air service with five airports within two hours, including changing flying habits of Dubuque businesses and residents - driving to nearby airports 2. Aging and deteriorating underground infrastructure (oldest in Iowa) with expensive immediate needs and few grant opportunities 3. Addressing parking and parking ramps concerns, perceptions and issues and funding for maintenance 4. Rehabilitating concrete streets especially streets built in the 1990's which now need reconstruction 5. Funding for increased maintenance of streets and sidewalks 6. Funding for local match for grants (e.g. airport grant $30 million needs $3 million match from the City of Dubuque) 7. Defining the City role and funding for connecting sidewalks throughout our Dubuque community 8. Funding for connecting and maintaining bike trails/lanes and related bike infrastructure with increasing demands from the community 9. Transit service by choice and to area destination serving the needs of all residents, including shift workers 10. Funding for local match for grants (e.g. airport grant $30 million needs $3 million match from the City of Dubuque) LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Defining the scope and funding for "Complete Streets" implementation 2. Lack of funding for Green Alley program for both construction and maintenance 3. Poor condition of alleys 4. Lack of reliable transportation services to and from the airport 5. Developing and maintaining the ADA infrastructure and facilities 6. Equity in broadband affordability, availability and accessibility Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 46 Page 73 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa ACTIONS 2025 — 2027 1. Street Maintenance/Rehabilitation Program: Top Priority Direction and Funding 2. East-West Corridor/Roundabout Projects: High Priority Direction and Funding Mechanism MANAGEMENT IN PROGRESS 2025 — 2027 (Mayor and City Council Action Needed) 1. STREETS Program: Funding and Implementation a. Phase 1 — Arterials Completion b. Phase 2 — Downtown Initiated MANAGEMENT IN PROGRESS 2025 — 2027 1. The Jule New Electric Vehicles: Acquisition 2. The Jule Grant Funding FTA Study: Completion 3. Parking System and Technology Upgrade: Installation 4. Smart Parking and Mobility Study: Implementation a. Parking Implementation b. Mobility Implementation MAJOR PROJECTS 2025 — 2027 1. Highway 20/Northwest Arterial Intersection Project: Design Completion (IDOT Funding) 2. 14th Street Railroad Overpass and 16th Street Corridor Complete Streets Improvements: Project Completion a. Preliminary Design b. NEPA 3. SW Arterial ITS Project: Construction Completion a. Bid b. Construction 4. Connection to Data Center Project: Construction Completion 5. Taxiway Alpha Construction Project: Completion a. Phase 2: Completion b. Phase 3 Completion 6. General Aviation Apron Reconstruction Project: Construction Phase 2 Completion 7. Chaplain Schmitt Federal Community Project Trail Grant Project: Construction and Audit 8. Wildwood Drive Bridge Replacement: a. Design b. Bid c. Construction 9. Relocation of Fiber Optics on Bridge (Highway 20) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 47 Page 74 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2027 — 2031 1. New Bridge to East Dubuque: Assessment, Direction and City Actions 2. North Cascade Reconstruction (to Timber Hyrst Subdivision) Water Main Extension Project: Phase 2 3. Radford/Pennsylvania Roundabout Project: Direction and Funding 4. Bike Trail Connectivity Southwest Arterial: Direction 5. Micro -Mobility Options: Goals/Outcomes, Best Practices, Report with Options and Direction 6. FAA Aircraft Contract Tower Modernization/Replacement: Funding 7. Highway 20/Northwest Arterial Intersection Project (IDOT): Matching Funds (30%) and ROW Acquisition 8. Urban Bike Lane Plan: Best Practices, Plan Development, Direction, Funding and City Actions 9. Bike Racks Policy and Plan: Report with Options, Direction and Funding 10. ADA Sidewalk Inspection Program/Policy: Report with Options, Policy Direction and Funding Mechanism ON THE HORIZON 2027 — 2031 (continued) 11. Multi -use Paths and Bike Trails Maintenance Policy: Report with Options, Policy Direction and Funding Mechanism 12. Railroad Quiet Zones: Direction and Funding Mechanism 13. Citywide Complete Streets Policy and Action Plan: Update and Direction (including pedestrians and bikes) 14. Reconstructing Alleys Policy: Report with Options, Policy Direction and Funding Mechanism 15. West 2nd Street Sidewalk Project: Scope, Project Definition, Funding, Direction and Initial Design 16. Traffic Operations Center Staffing: Direction and Funding 17. Fiber to Community Project Completion: Update Report and City Actions 18. Cedar Cross Sidewalk Development: Report with Options and Costs, Direction and Funding Mechanism 19. Bike Path Connectivity Plan: Goals, Plan Development, Direction, City Projects and Actions and Funding Mechanism Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 48 Page 75 of 275 Strategic Plan 2025 — 2030 — 2040/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 MEASURES OF SUCCESS 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 49 Page 76 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa SHORT-TERM CHALLENGES AND OPPORTUNITIES 1. Funding for the maintenance/upgrades/renovations of aging parks, structures and facilities, and recreational facilities 2. High demand, lack of indoor programming spaces 3. Responding to the increasing demands for current and emerging sports programs and activities 4. Lack of field and indoor space for tournaments, leagues and practice 5. Completing Five Flags Project within budget 6. Understanding, responding and funding to respond to workforce expectations of quality of life/leisure/arts and cultural facilities and experiences 7. Funding for the upgrades/renovations of the Library 8. Lack of accessible and free parking at the Library and MFC 9. Sustainable and additional funding for leisure services facilities and programs 10. Increasing demands for recreational programs and activities 11. Aging and dated parks, library and facilities LONG-TERM CHALLENGES AND OPPORTUNITIES 1. Funding and developing new parks in newer four subdivisions 2. Responding to and funding projects to meet the high demand for dog park(s) 3. Funding and staffing for Parks and Recreation inherited facilities for operation and maintenance including Bee Branch and Historic Millwork District 4. Reduced community giving to arts organizations with pressure for City funding 5. Increasing demands for cultural events and the limited staffing and City facilities 6. Developing and enhancing access to facility/venues 7. Funding for projects to achieve ADA compliance Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 50 Page 77 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa ACTIONS 2025 — 2027 1. Sports Complex Development: Concept, Top Priority City Role, Potential Private Partner, Funding Mechanism and Direction 2. Parks and Recreation Master Plan Adoption High Priority and Implementation: Finalization, Adoption, Projects Direction/Priority, Funding and Initiation of Projects 3. Chaplain Schmitt Island Development — High Priority Next Phase: Next Steps (beyond Amphitheater) MANAGEMENT IN PROGRESS 2025 — 2027 (Mayor and City Council Action Needed) 1. Comiskey Park Upgrades — Phase 2 Parking and Amenities; a. Bid Decision Award b. Construction 2. Historic Millwork District Park Plan: a. Plan Completed b. Budget FY 28 Request 3. Eagle Point Park Historic Structures Assessment: Completion a. Budget FY 27 b. Report Completion MANAGEMENT IN PROGRESS 2025 — 2027 1. Cultural Experiences and Programming 2. Friends of Eagle Point Park: Creation 3. Eagle Point Park Fall Clean-up: Completion MAJOR PROJECTS 2025 — 2027 1. Jackson Park Restrooms: Completion 2. ImOn Ice Arena — Dehumidification: Construction 3. Rustic Point Park: Completion 4. South Pointe Park: Completion 5. Eagle Point Park Water Tower Deconstruction 6. Chaplain Schmitt Island Amphitheater Development: Construction Completion and First Concert Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 51 Page 78 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa ON THE HORIZON 2027 — 2031 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. Pool/Aquatic Facility Strategy/Action Plan — Long Term: Update Report, Direction and Funding 5. Ice 2nd Sheet: Report with Options, Direction, City Role and Funding 6. Parks and Recreation Service/Staffing Level: Review, Direction and Funding 7. Historic Millwork District Recreational Space: Direction, Funding and Partnerships 8. Quality of Life Amenities for Young Professional: Best Practices, Expectations, Report with Options, Direction and City Actions 9. Park Beautification/Upgrade Program: Needs/Opportunities, Report with Options and Recommendations, Direction, Project Priorities and Funding Mechanism 10. Flag Set for Eagle Point Park Entrance: Direction and Funding 11. Trail Master Plan: Direction 12. Comprehensive Parks Quality of Life Amenities Plan: Needs, Plan Development, Direction and Funding 13. Dog Parks + Amenities Expansion: Report with Options, Policy Direction and Project Funding 14. Splash Pads Plan: Best Practices, Plan Development, Direction and Funding Mechanism ON THE HORIZON 2027 — 2031 (continued) 15. Indoor Community/Recreation Center/Space: Feasibility, Purposes, Best Practices, Report with Options, Direction, Funding Mechanism and City Actions 16. Library Upgrade/Expansion: Direction and Funding 17. Gender Neutral Restrooms at Pools: Report with Options, Direction and Funding 18. Public Arts Policy: Research, Best Practices, Report with Options, Direction and Funding 19. Park Development: Direction and Funding (Pebble Cove, North Fork, Rustic Point, Mozena Farm, and Silver Oaks.) 20. Outdoor Pools (Flora and Sutton): Repairs and Renovations: Report with Options, Direction and Funding 21. Multicultural Festivals/Celebrations Expansion: Outcomes, Report, Direction, City Role, Funding and City Actions 22. Five Flags Facilities Direction: Upgrade Plans Review, Sale Proposal Review, Direction and City Actions 23. Public Art NorthendBee Branch: Definition, Direction and Funding 24. Eagle Point Park Fee: Report with Options, Direction and City Actions 25. Playground Replacements: Direction and Funding (Madison, Gay, Murphy, and Jefferson) 26. Tennis Court Resurfacing Projects: Direction and Funding (Flora, Murphy and Eagle Point) 27. Arts Cultural Master Plan Update: Scope, Direction and Funding 28. Neighborhood Park Policy: Goals, Option, Direction Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 52 Page 79 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa CITY OF DUBUQUE ACTION AGENDA 2025 - 2027 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 53 Page 80 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa City of Dubuque Action Agenda 2025 — 2027 TOP PRIORITY Police Full Staffing and Hiring: Report with Options, Direction, Advocacy and Funding Sanitary Sewer Investment Projects Implementation: Direction, Funding and Project Completion Air Service Future Strategy and Action Plan to Sustain and to Expand: Funding Mechanism for Entire Year, Regional Community Partners, Community Education - Necessity for the Future Comprehensive Fire Stations Locations: Space and Facilities Study, Direction and Funding Fire Staff Increases: Report with Options, Direction, Phasing Plan, Direction and Funding Stormwater Management Investments Implementation: Direction, Funding and Project Completion( Street Maintenance/Rehabilitation Program: Direction and Funding Sports Complex Development: Concept, City Role, Potential Private Partner, Funding Mechanism and Direction Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 54 Page 81 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa HIGH PRIORITY Central Avenue Revitalization Plan Development: Final Design, Streetscape Implementation, City Actions and Funding Parks and Recreation Master Plan Adoption and Implementation: Finalization, Adoption, Projects Direction/Priority, Funding and Initiation of Projects DLEC Short -Term Facility Enhancements: Lease Direction, Space and Improvement Plan, Direction and Funding Downtown Master Plan Update: Scope, Direction, Funding and Initial Planning Process East-West Corridor/Roundabout Projects: Direction and Funding Mechanism Water Resource and Recovery Center Upgrades: Short -Term Action Plan, Direction, Funding and Actions to Improve Processes and Odor Reduction Chaplain Schmitt Island Development — Next Phase: Next Steps (beyond Amphitheater) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 55 Page 82 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa City of Dubuque Management in Progress 2025 — 2027 4S (Mayor and City Council Action Needed) 911 Center Relocation and Staffing: Construction Completion Prepared Live — Paid Version: Implementation Fire Equipment: Funding and Acquisition Fire Boat Delivery Animal Control Ordinance Update: Adoption Public Safety Answer Point Back -Up New Equipment: Implementation Veterinarian Services Contract: Completion DECISION Budget FY 27 Law Enforcement Mental Health and Wellness Check -Ins: Funding DECISION Budget FY 27 and Implementation City Legislative Advocacy Agenda and Action Plan 2026 Federal Legislative Advocacy Agenda and Action Plan 2026 Enterprise Asset Management System and Work Order System: Software Funding DECISION Budget FY 27, RFQ and Consultant Contract: Decision Award City Hall and Annex Project: Design and Finding for Completion Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 56 Page 83 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa City of Dubuque Management in Progress 2025 — 2027 4S (Mayor and City Council Action Needed) Federal Building Upgrade Project: Contract Award and HVAC City Facility Integrated Access Control: Funding and Completion Departmental Safety Program: DECISION Budget FY27 Request for OSHA Compliance Business Incentives Policy/Processes: Review and Refinement Comprehensive Hotel Attraction/Incentive Policy and Strategy —Port and Rehabilitation: Direction and Implementation Port New Hotel Development: City Actions Chaplain Schmitt Island Development: Hotel Project Development River Boat Docking Project: Alternative Docking Location Unified Development Code: Completion and Adoption Historic Millworks District Development: Update Report Sewer System Infrastructure Asset Master Plan: Development and Adoption Emerald Ash Borer: Funding for Planting, and Stump Removal Removal/Sidewalk Replacement DECISION Budget FY 27 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 57 Page 84 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa City of Dubuque Management in Progress 2025 — 2027 4S (Mayor and City Council Action Needed) Alley Inspection and Maintenance Performance Evaluation Staffing: DECISION Budget FY 27 High Strength Waste Receiving & Storage Project: Funding and Construction STREETS Program: Funding and Implementation - Phase 1 — Arterials Completion and Phase 2 — Downtown Initiated Comiskey Park Upgrades — Phase 2 Parking and Amenities: DECISION: Bid Award and Construction Historic Millwork District Park Plan: Plan Completed and DECISON Budget FY 28 Request Eagle Point Park Historic Structures Assessment: Completion - DECISION Budget FY 27 Request and Report Completion Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 58 Page 85 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa City of Dubuque Management in Progress 2025 — 2027 Traffic and Security Cameras Deployment: Implementation and Upgrade, Fiber Project (APRA Funding) — Construction and SCADA Diversity Equity and Inclusion Loop, Departmental Action Plans New LPR Cameras: Installation New CAD Computer System Implementation: Completion Police Radios Upgrade Implementation: Completion Community Risk Reduction (AED Program (slips and falls, mental health response, elderly resources) Implementation Public Health Preparedness Emergency Response Plan Update: Completion Fire Explorer Post: Creation Organizational Culture Continuous Improvement: Exit Interviews Implementation ERP Software Implementation: Employee Expense and Employee Self -Services HRIS Implementation: Selection and Implementation City Bond Rating: Updated Credit Rating Spring 2026 and Bond Sale Adopt-A-SpotNolunteer Management Hub Site GIS Application: Hubsite Multicultural Family Center Management and Staffing: Review and Update Report Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 59 Page 86 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa City of Dubuque Management in Progress 2025 — 2027 Succession Plan for Intergovernmental Relations Position: Selection and Onboard Website ADA Compliance: Completion Office of Economic Mobility/Poverty Reduction Plan: Temporary Position and Plan Update. Field of Dreams: Next Steps for City - Hotel Development Agreement(s) and Update Report MWBE Procurement Policy: Completion Electronic Bidding Software: Implementation Neighborhood Associations Development: Activation/Expansion: DECISION Budget FY 26 Terminus for all Permits, Data Governance and Storage: Completion Permitting and Inspection Software Implementation: Completion New Housing Development Support: Status Update Report Trees Planting Program Enhancement: Update Report (Planting: 5,280 trees) Water Resource Recovery Plant — Odor Abatement Implementation: Update Report Electric Bus Implementation: Acquisition (1) Bus and Charging Station Completion Consumer Confidence Report 2025: Publication Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 60 Page 87 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa City of Dubuque Management in Progress 2025 — 2027 HVAC Mini -split System Installation: Completion Fats, Oils, and Grease Program: Review WRRC State Certified Lab Expanding the Testing Capability: Completion WRRC Explosion Recovery: Completion The Jule New Electric Vehicles: Acquisition The Jule Grant Funding FTA Study: Completion Parking System and Technology Upgrade: Installation Smart Parking and Mobility Study: Implementation - Parking Implementation and Mobility Implementation Cultural Experiences and Programming Friends of Eagle Point Park: Creation Eagle Point Park Fall Clean-up: Completion Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 61 Page 88 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa City of Dubuque Major Projects 2025 — 202 7 Fire Stations (6) Improvement Projects: HVAC, Bunk Room Remodel (Multi -Year) and Fire Administration Office Update Crescent Community Health Building/Services Expansion: Clean Site and Final Design Completion Multicultural Family Center Project: Elevator City Data Center Project— Phase 2: DECISION Budget FY27 SCADA Overhaul Water: Completion Lead Water Lines Replacement: Phase 1 Completion Auburn and Custer Water Main, Sanitary Sewer, Street Reconstruction Project: Construction Completion Green Alley Project - 15th Street to 17th Street Between Iowa Street and Central Avenue: Construction Completion Advancing New Deep Well No. 11 (as part of PFAS Remediation Plan): Completion North Cascade/Southwest Arterial Water/Sewer Main Extension from Edval Lane to North. English Mill Road): Construction Completion City -Wide Fiber Project — Water Department Pump, Stations, Tanks and Towers: Completion Deep Well No. 7 Rehabilitation: Completion Creek Crossing Restoration Project: Construction Completion Rockdale Road Stormwater Project: DECISION CIP Funding Request Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 62 Page 89 of 275 Strategic Plan 2025 — 2030 — 2040/Mayor and City Council/Dubuque, Iowa City of Dubuque Major Projects 2025 — 202 7 Highway 20/Northwest Arterial Intersection Project: Design Completion (IDOT Funding) 14th Street Railroad Overpass and 16th Street Corridor Complete Streets Improvements: Project Completion - Preliminary Design and NEPA SW Arterial ITS Project: Construction Completion — Bid and Construction Connection to Data Center Project: Construction Completion Taxiway Alpha Construction Project: Completion - Phase 2: Completion and Phase 3 Completion General Aviation Apron Reconstruction Project: Construction Phase 2 Completion Chaplain Schmitt Federal Community Project Trail Grant Project: Construction and Audit Wildwood Drive Bridge Replacement: Design, Bid and Construction Relocation of Fiber Optics on Bridge (Highway 20) Jackson Park Restrooms: Completion ImOn Ice Arena — Dehumidification: Construction Rustic Point Park: Completion South Pointe Park: Completion Eagle Point Park Water Tower Deconstruction Chaplain Schmitt Island Amphitheater Development: Construction Completion and First Concert Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 63 Page 90 of 275 SECTION 3 ACTION AGENDA 2025 - 2027 [Final Draft] Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Page 91 of 275 City of Dubuque Goals 2031 HEALTHY AND SAFE COMMUNITY FINANCIALLY RESPONSIBLE, HIGH-PERFORMANCE CITY ORGANIZATION: SUSTAINABLE 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 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 2 Page 92 of 275 Definitions of Terms POLICY — is an issue that needs direction or a policy decision by the Mayor and City Council or needs a major funding decision by the Mayor and City Council; or an issue that needs Board of Trustees 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 POLICY OF REGULATION?" MANAGEMENT - a management action which the Mayor and City Council has set the overall direction and provided initial funding (e.g., phased project), may require further Mayor and City 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 Mayor and City Council has set the direction, needs staff work before going to Mayor and City 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 Mayor and City Council. MAJOR PROJECT - a capital project funded in the CIP or by Mayor and City Council action which needs design or to be constructed (e.g., Road project, City facility project, park project, etc.). ON THE HORIZON - an issue or project that will not be addressed during the year by management or the Mayor and City 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 © 2025: Lyle Sumek Associates, Inc. Project 250601 Page 93 of 275 Action Agenda 2025 — 2027 Targets for Action City of Dubuque TOP PRIORITY Police Full Staffing and Hiring: Report with Options, Direction, Advocacy and Funding Sanitary Sewer Investment Projects Implementation: Direction, Funding and Project Completion Air Service Future Strategy and Action Plan to Sustain and to Expand: Funding Mechanism for Entire Year, Regional Community Partners, Community Education - Necessity for the Future Comprehensive Fire Stations Locations: Space and Facilities Study, Direction and Funding Fire Staff Increases: Report with Options, Direction, Phasing Plan, Direction and Funding Stormwater Management Investments Implementation: Direction, Funding and Project Completion( Street Maintenance/Rehabilitation Program: Direction and Funding Sports Complex Development: Concept, City Role, Potential Private Partner, Funding Mechanism and Direction Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Page 94 of 275 HIGH PRIORITY Central Avenue Revitalization Plan Development: Final Design, Streetscape Implementation, City Actions and Funding Parks and Recreation Master Plan Adoption and Implementation: Finalization, Adoption, Projects Direction/Priority, Funding and Initiation of Projects DLEC Short -Term Facility Enhancements: Lease Direction, Space and Improvement Plan, Direction and Funding Downtown Master Plan Update: Scope, Direction, Funding and Initial Planning Process East-West Corridor/Roundabout Projects: Direction and Funding Mechanism Water Resource and Recovery Center Upgrades: Short -Term Action Plan, Direction, Funding and Actions to Improve Processes and Odor Reduction Chaplain Schmitt Island Development — Next Phase: Next Steps (beyond Amphitheater) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Page 95 of 275 City of Dubuque Action Agenda 2025 — 2027 PRIORITY Priority Top High 1 1. Police Full Staffing and Hiring: Report with Options, TOP 7 - Direction, Advocacy and Funding 5 2. Sanitary Sewer Investment Projects Implementation: TOP 6 - Direction, Funding and Project Completion 3 3. Air Service Future Strategy and Action Plan to Sustain TOP 5 and to Expand: Funding Mechanism for Entire Year, Regional Community Partners, Community Education - Necessity for the Future 1 4. Comprehensive Fire Stations Locations: Space and TOP 4 - Facilities Study, Direction and Funding 1 5. Fire Staff Increases: Report with Options, Direction, TOP 4 - Phasing Plan, Direction and Funding 5 6. Stormwater Management Investments TOP 4 - Implementation: Direction, Funding and Project Completion( 6 7. Street Maintenance/Rehabilitation Program: Direction TOP 4 and Funding 7 8. Sports Complex Development: Concept, City Role, TOP 4 - Potential Private Partner, Funding Mechanism and Direction *Number to far -left of area correlates the Goal to the Action listed Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Page 96 of 275 City of Dubuque Action Agenda 2025 — 2027 PRIORITY Priority Top High 3 9. Central Avenue Revitalization Plan Development: HIGH 3 7 Final Design, Streetscape Implementation, City Actions and Funding 7 10. Parks and Recreation Master Plan Adoption and HIGH 3 7 Implementation: Finalization, Adoption, Projects Direction/Priority, Funding and Initiation of Projects 1 11. DLEC Short -Term Facility Enhancements: Lease HIGH 3 6 Direction, Space and Improvement Plan, Direction and Funding 4 12. Downtown Master Plan Update: Scope, Direction, HIGH 1 6 Funding and Initial Planning Process 6 13. East-West Corridor/Roundabout Projects: Direction HIGH 0 6 and Funding Mechanism 5 14. Water Resource and Recovery Center Upgrades: HIGH 0 4 Short -Term Action Plan, Direction, Funding and Actions to Improve Processes and Odor Reduction 7 15. Chaplain Schmitt Island Development — Next Phase: HIGH 0 4 Next Steps (beyond Amphitheater) Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Page 97 of 275 City of Dubuque Action Agenda 2025 — 2027 PRIORITY Priority Top High 2 16. Comprehensive City Buildings and Facilities Inventory, 1 1 Condition Assessment and Maintenance/Upgrade/ Replacement Plan: Budget Proposal, Direction, Funding and Initial Actions 3 17. Comprehensive Sports Tourism Strategy: Development 0 1 1 18. Community Survey: Scope and Completion 0 0 4 19. Infill Development Strategy and Policy: Code Update 0 0 20 22. 23. 24. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Page 98 of 275 City of Dubuque Action Outlines 2025 — 2027 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Page 99 of 275 GOAL 1 HEALTHY AND SAFE COMMUNITY Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 10 Page 100 of 275 ACTION: Police Full Staffing and Hiring: Report with Options, I PRIORITY Direction, Advocacy and Funding Top Priority Key Issues Activities/Milestones Time • Iowa Law Enforcement Academy and 1. Demographic specific Ongoing State of Iowa Rules. recruiters, current recruitment • Police Officer recruitment video, new signage, new • Quality of applicants fliers relevant to the target • Growing the Local Applicant Pool audience (college students, • Faste hiring process work force, etc.), one -on- • Supporting Officers with Additional one/personal recruiting. Civilian Staff. 2. Bypassing civil service for • Assess Calls for Service -responding more efficient hiring using to time consuming calls that are not "real time" testing and Ongoing law enforcement functions or police interviewing. Getting the related matters conditional offer to the applicant faster 3. Growing our own recruits using Kids Camp, Police Explorers (high school) and Ongoing Community Resource Officer program (college paid internship) to develop future Dubuque Police Officers. This is unique in Iowa. The Explorer program could use more funding to make it more robust. 4. STATE LEGISLATIVE 1/26 TOPIC -Police Academies 5. REPORT: Police Hiring 3/26 and Recruitment (during Budget Presentation) Responsibility: Police Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 Page 101 of 275 ACTION: Comprehensive Fire Stations Locations: Space and Facilities Study, Direction and Funding Key Issues Activities/Milestones Current Fire Station locations 1. Complete Fire Station Need for comprehensive Fire Station Feasibility and Condition location and growth plan Study Fire staffing 2. WORK SESSION: Fire Project priority Station Feasibility and Costs Condition Study Funding presentation, discussion and Response times direction Vehicle locations 3. Develop budget proposal 4. BUDGET DECISION: Budget FY 28 Funding for Fire Station Study Implementation - engineering support to identify project management, design, and construction oversight Responsibility: Fire PRIORITY Top Priority Time 7/26 11 /26 12/26 4/27 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 12 Page 102 of 275 ACTION: Fire Staff Increases: Report with Options, Direction, I PRIORITY Phasing Plan, Direction and Funding Top Priority Key Issues Activities/Milestones Time • Understanding of various staffing 1. Prepare Report on Fire 11/25 impacts, staffing models, benefit time staffing models management and impact on minimum 2. WORK SESSION: Report 12/25 staffing of Fire Staffing Models • Current approved FTE limits on presentation, discussion and minimum staffing initial direction • Identification of a strategy to continue 3. DECISION: Budget FY 27 4/26 to address personnel staffing of Funding for Fire suppression vehicles. Improvement Package • Potential staffing impacts of the future. 4. Develop Fire Long-term 8/26 • Needs assessment for an additional Staffing Plan ambulance, impacts of station needs 5. WORK SESSION: Fire TBD assessment and ability to project Long-term Staffing Plan potential future growth • Alignment with 5-10 year comprehensive station location/modification plan. • Link to Fire Station direction Responsibility: Fire Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 13 Page 103 of 275 ACTION: DLEC Short -Term Facility Enhancements: Lease Direction, Space and Improvement Plan, Direction and Funding Key Issues • Facilities impacts on Police recruitment and retention • Inefficient use of space • Leased building • Use all allocated space • Funding • Determining space needs • Identifying opportunities with the existing building • Lack of locker room space • Decentralized operations: offices spread across two buildings/two blocks • Lack of room to grow technology and civilian staff • Secure parking lot for police vehicles • Partnering with Dubuque Sherrif's Office Responsibility: Police Activities/Milestones 1. Meeting with Sheriff's Office 2. DECISION: Lease Update 3. Develop budget proposal for Upgrade Plan for Existing Building — Short Term Improvements 4. BUDGET DECISION: Budget FY27 Funding for Space Needs and Improvement Plan Development 5. Complete Space Needs and Short Term improvement Plan 6. WORK SESSION: Report on Space Needs and Short Term improvement Plan 7. Prepare budget for improvements 8. BUDGET DECISION: Budget FY 28 for Improvements Long -Term Space Solution — On the Horizon PRIORITY High Priority Time 9/25 12/25 12/25 upzol 9/26 10/26 11 /26 4/27 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 14 Page 104 of 275 / Management in Progress 2025 — 2027 — Mayor and City Council Action Needed Hate 1 1. 911 Center Relocation and Staffing: Construction Dispatch 11 /25 Completion 1 2. Prepared Live — Paid Version: Implementation Dispatch 7/26 1 3. Fire Equipment: Funding and Acquisition Fire Boat Delivery Fire 5/26 1 4. Animal Control Ordinance Update: Adoption Health 6/26 1 5. Public Safety Answer Point Back -Up New Equipment: Dispatch 12/25 Implementation 1 6. Veterinarian Services Contract: Completion Health 4/26 DECISION Budget FY 27 1 7. Law Enforcement Mental Health and Wellness Check -Ins Police a. Funding DECISION Budget FY 27 4/26 b. Implementation 12/26 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 15 Page 105 of 275 / Management in Progress 2025 — 2027 1 1. Traffic and Security Cameras Deployment: Engineering Date Implementation and Upgrade, Fiber Project (APRA Funding) 6/26 a. Construction 9/26 b. SCADA 1 2. Diversity Equity and Inclusion Loop, Departmental Human 4/26 Action Plans Rights 1 3. New LPR Cameras: Installation Police 6/26 1 4. New CAD Computer System Implementation: Police 11/26 Completion 1 5. Police Radios Upgrade Implementation: Completion Police 12/25 1 6. Community Risk Reduction (AED Program (slips and Fire 6/26 falls, mental health response, elderly resources) Implementation 1 7. Public Health Preparedness Emergency Response Plan Health 6/26 Update: Completion 1 8. Fire Explorer Post: Creation Fire 7/25 / Major Projects 2025 — 2027 1 1. Fire Stations (6) Improvement Projects a. HVAC b. Bunk Room Remodel (Multi -Year) c. Fire Administration Office Update 1 2. Crescent Community Health Building/Services Expansion a. Clean Site b. Final Design Completion Date Fire 12/25 2026- 2028 12/26 Health 6/26 6/26 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 16 Page 106 of 275 GOAL 2 I FINANCIALLY RESPONSIBLE, HIGH- PERFORMANCE CITY ORGANIZATION: SUSTAINABLE AND EFFECTIVE SERVICE DELIVERY Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 17 Page 107 of 275 ACTION: Comprehensive City Buildings and Facilities PRIORITY Inventory, Condition Assessment and Maintenance/Upgrade/ Replacement Plan: Budget Proposal, Direction, Funding and Initial Actions Key Issues Activities/Milestones Time • Identification and proper classification 1. Complete City Facilities Final 10/25 of all city buildings including energy Inventory usage data from Energy Star Portfolio 2. Identify Staff leadership and 10/25 • Identification of the system/ software/ Responsibilities process for updating/tracking city 3. DECISION: Budget FY 27 4/26 buildings. Potential for exploration in Funding for Condition and current city RMS systems to include Needs Assessment and future expansion for business use Methodology permitting. Provide a proposal for 4. Determine future direction of 6/26 direction and support of next step. citywide building • Implementation of an internal building maintenance safety inspection program to stabilize 5. Decision on oversight and 9/26 current conditions and standardize support/ funding process across all departments. 6. Create and obtain approval of 12/26 • Assess current individual department standardized safety inspection oversight of city facilities, program maintenance and repairs or expanding 7. Develop and issue RFP 11/26 of city facilities under one common 8. Prepare budget request for 3rd 12/26 division/branch with cost savings parry needs assessment analysis. 9. DECISION: Award 1/27 • Evaluate opportunity to conduct a Contract for Study/Report needs assessment/ review of citywide 10. DECISION: Budget FY 28 4/27 facilities program/ branch under Funding appropriate department(s) 11. Complete Study/Report 6/28 • Create citywide master plan of 12. WORK SESSION: Report 7/28 priority/ common systems for presentation, discussion efficiency in bidding or strategy in budget process/ CIP coordination Responsibility: Engineering Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 18 Page 108 of 275 ACTION: Community Survey: Scope and Completion Key Issues • Key metrics - Success measures • Benchmark communities • Costs • Funding • Diverse input • Department action plans • Meaningful input from our community — beyond "noise" Responsibility: Assistant City Manager Activities/Milestones 1. Define scope of services and products 2. Hire consultation 3. Finalize survey including our questions 4. Complete survey 5. Prepare report 6. WORK SESSION: Survey Presentation and Discussion PRIORITY Time 12/25 1 /26 2/26 3/26 5/26 5/26 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 19 Page 109 of 275 / Management in Progress 2025 — 2027 — Mayor and City Hate Council Action Needed 2 1. City Legislative Advocacy Agenda and Action Plan 2026 CMO 1/26 2 2. Federal Legislative Advocacy Agenda and Action Plan CMO 1/26 2026 2 3. Enterprise Asset Management System and Work Order IT/Engineering System a. Software Funding DECISION Budget FY 27 4/26 b. RFQ 1/26/ c. Consultant Contract: Decision Award 4/26 2 4. City Hall and Annex Project: Engineering a. Design 6/26 b. Finding for Completion 4/26 2 5. Federal Building Upgrade Project: Engineering a. Contract Award 4/26 b. HVAC 12/27 2. 6. City Facility Integrated Access Control:: Engineering a. Funding 4/26 b. Completion 6/27 2. 7. Departmental Safety Program: DECISION Budget Finance 4/26 FY27 Request for OSHA Compliance Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 20 Page 110 of 275 2 / Management in Progress 2025 — 2027 1. Organizational Culture Continuous Improvement: Exit HR Date 6/27 Interviews Implementation 2 2. ERP Software Implementation Finance a. Employee Expense 1/26 b. Employee Self -Services 1/26 2 3. HRIS Implementation HR a. Selection 10/25 b. Implementation 12/26 2. 4. City Bond Rating: Updated Credit Rating Spring 2026 Finance 4/27 and Bond Sale 2 5. Adopt-A-SpotNolunteer Management Hub Site GIS IT 11/26 Application: Hubsite 2 6. Multicultural Family Center Management and Staffing: OEM 4/26 Review and Update Report 2 7. Succession Plan for Intergovernmental Relations CMO 11/25 Position: Selection and Onboard 2 8. Website ADA Compliance: Completion Communications 4/26 / Major Projects 2025 — 2027 Date 2 1. Multicultural Family Center Project: Elevator Engineering 1/26 2 2. City Data Center Project— Phase 2: DECISION Budget IT 4/26 FY27 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 21 Page 111 of 275 GOAL 3 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 22 Page 112 of 275 ACTION: Air Service Future Strategy and Action Plan to PuiORITv Sustain and to Expand: Funding Mechanism for Top Priority Entire Year, Regional Community Partners, Community Education - Necessity for the Future Key Issues Activities/Milestones Time • Sustaining commercial air service 1. Identify funding mechanisms 10/25 • Funding for current fiscal year • City role 2. DECISION: Funding 10/25 • Community partners Direction for Current Fiscal • Regional participation Year • Government partners 3. Develop regional community 4/26 partnerships 4. Develop community 4/26 education materials and initiate activities 5. Federal Government Ongoing Advocacy Responsibility: DBQ Airport Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 23 Page 113 of 275 ACTION: Central Avenue Revitalization Plan Development: I PRiORITv Final Design, Streetscape Implementation, City High Priority Actions and Funding Key Issues Activities/Milestones Time • Funding A. Construction/Traffic • Project priority 1. DECISION: Award 12/25 • Project phasing Contract for Design • Streetscape furniture 2. Complete Design 5/26 • Managing neighborhood expectations 3. DECISION: Property TBD • Informing the neighborhood Acquisition • Traffic safety 4. Complete property 7/26 • Potential partners acquisition for parking • Supporting business development and 5. creation Complete paving 9/26 expansion • Grant applications B. Business Development • Activating spaces — attracting people 1. Consultant speaking with 10/25 • Parking challenges property owners and business • Supporting residential development owners • Support filling storefronts 2. Conduct quarterly coaching 12/25-12/26 • Support building rehabilitation sessions for businesses • Working with developers — small and large C. Housing Creation • Partnering with Dubuque Main Street 1. DECISION: Grant TDB and Dubuque Initiatives Approval Responsibility: Economic Development D. Redevelopment Opportunities 1. Meet with potential Ongoing developers Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 24 Page 114 of 275 ACTION: Comprehensive Sports Tourism Strategy: Development and Direction Key Issues Activities/Milestones • Goals • Current sports tourism efforts and activities • Best practices — successful communities • Reason for community failures • Potential partners • Prior reports and study • Sport Tourism market • Sports — which ones • City role • Partners roles • Funding 1. Review previous reports/studies 2. Research successful sport tourism destinations and failures 3. Review current and future market/market analysis 4. Link to discussions on Parks and Recreation Master Plan and Sports Complex 5. Review "Field of Dreams" project and plans 6. Prepare comprehensive Report with Findings and Options 7. BUDGET DECISION: Budget FY 27 Presentation, Discussion, Direction and Path Forward Responsibility: Economic Development/Parks and Recreation PRIORITY Time 1 /26 1 /26 1 /26 2/26 2/26 3/26 4/26 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 25 Page 115 of 275 3 / Management in Progress 2025 — 2027 — Mayor and City Council Action Needed 1. Business Incentives Policy/Processes: Review and Econ Dev Date 1/26 Refinement 3 2. Comprehensive Hotel Attraction/Incentive Policy and Econ Dev 3/26 Strategy —Port and Rehabilitation: Direction and Implementation 3 3. Port New Hotel Development: City Actions Econ Dev 1/26 3 4. Chaplain Schmitt Island Development: Hotel Project Econ Dev 12/25 Development 3 5. River Boat Docking Project: Alternative Docking Location Engineering 1/26 / Management in Progress 2025 — 2027 Date 3 1. Office of Economic Mobility/Poverty Reduction Plan: OEM Temporary Position 12/25 Plan Update. 9/26 3 2. Field of Dreams: Next Steps for City Econ Dev a. Hotel Development Agreement(s) Ongoing b. Update Report 6/26 3 3. MWBE Procurement Policy: Completion Finance 1/26 3 4. Electronic Bidding Software: Implementation Finance 11/25 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 26 Page 116 of 275 GOAL 4 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 27 Page 117 of 275 ACTION: Downtown Master Plan Update: Scope, Direction, I PRIORITY Funding and Initial Planning Process High Priority Key Issues Activities/Milestones Time • Old Plan 1. Define scope of Master Plan 10/25 • University of Dubuque Medical and determine costs College development 2. Develop budget proposal 11/25 • Scope of project 3. BUDGET DECISION; 4/26 • Cost of project Budget FY 27 Funding for • Funding for project Downtown Master Plan • Housing Action Plan incentives for Update upper floor development 4. Issue RFP 7/26 • Vacant and abandoned buildings 5. DECISION: Award 8/26 • Working with property owners Contract for DowntownMaster • Working with businesses Plan Update 6. Complete research Early 27 • Working with the Dubuque community 7. prepare final draft Downtown Early 27 • Community engagement Master Plan Update 8. WORK SESSION: Early 27 Downtown Master Plan Update presentation and discussion 9. DECISION: Downtown Early 27 Master Plan Update ADOPTION Responsibility: Planning Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 28 Page 118 of 275 ACTION: Infill Development Strategy and Policy: Code Update I PRIORITY Key Issues Activities/Milestones Time • Increasing demands for incentives I. Market Housing Incentive Ongoing • Lack of funding for Infill Housing 2. Prepare Land Use Analysis 6/25 Incentives 3. Identify vacant infill sites 6/25 • Infrastructure condition/capacity 4. Complete UDC update 3/26 • Connectivity and road capacity 5. DECISION: Unified 5/26 • Topography Development Code • Vacant buildings — conversion to Amendments Approval residential Responsibility: Planning Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 29 Page 119 of 275 / Management in Progress 2025 — 2027 — Mayor and City Date Council Action Needed 4 1. Unified Development Code: Completion and Adoption Planning 5/26 4 2. Historic Millworks District Development: Update Report Econ Dev 1/26 / Management in Progress 2025 — 2027 4 1. Neighborhood Associations Development: Activation/Expansion: DECISION Budget FY 26 4 2. Terminus for all Permits, Data Governance and Storage: Completion 4 3. Permitting and Inspection Software Implementation: Completion 4 4. New Housing Development Support: Status Update Report Date OEM 4/26 Housing 6/26 & CD Housing 6/26 & CD Planning Quarterly Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 30 Page 120 of 275 GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 31 Page 121 of 275 ACTION: Sanitary Sewer Investment Projects Implementation: I PRIORITY Direction, Funding and Project Completion Top Priority Key Issues Activities/Milestones Time • Project costs A. 42-inch Diameter • Funding Sanitary Sewer Force • Linked to align of Julien Dubuque Main Stabilization Bridge Project (USACE • Relocation:2029-2030 Partnership) • Link to South Port development 1. Complete easement TBD acquisition 2. DECISION: Amendment to TBD Agreement B. Cedar Lift Station and OTH Force Main C. Terminal Lift Station and Force Main 1. Prepare options 6/26 2. BUDGET DECISION: 4/27 Budget FY 28 Funding for 1ptions Analysis D. Schmitt Sanitary Sewer Project 1. Prepare budget proposal for 10/25 additional funding for construction 2. BUDGET DECISION: 4/26 Budget FY 27 Funding 3. DECISION: Award 11/26 Contract for Construction 4. Complete construction 12/27 Responsibility: Engineering Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 32 Page 122 of 275 ACTION: Sanitary Sewer Investment Projects Implementation: I PRIORITY Direction, Funding and Project Completion Top Priority [Continued] Key Issues Activities/Milestones Time E. Cooper Place/Maiden Lane Project 1. Prepare budget request 10/25 2. BUDGET DECISION: 4/26 Budget FY 27 Funding F. Harvard Street Project 1. Prepare budget request 10/25 2. BUDGET DECISION: 4/26 Budget FY 27 Funding G. Hempstead Street Project 1. Prepare budget request 10/25 2. BUDGET DECISION: 4/26 Budget FY 27 Funding H. Grove Terrace Project 1. Prepare budget request 10/25 2. BUDGET DECISION: 4/26 Budget FY 27 Funding I. Sanitary Sewer Consent Decree (expires 2026) 1. Request extension TBD J. Catfish Creek Sanitary Sewer Project 1. Catfish Creek Sanitary Sewer 12/26 Project Station — Phase 1 and Phase 2: Construction Completion 2. Catfish Creek Sanitary Sewer Project Station: Phase 3 and Phase 4 a. Design Completion 12/26 b. Construction Completion 12/28 Responsibility: Engineering Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 33 Page 123 of 275 ACTION: Stormwater Management Investments PRIORITY Implementation: Direction, Funding and Project Top Priority Completion Key Issues Activities/Milestones Time • Chronic flooding problems A. Bee Branch Gate and Pump • Number of detention Project pondsbasins (80+) 1. Complete construction 2026 • Basin maintenance costs: • Privately owned ponds/basins B. Kaufman Storm Sewer Project • Compliance 1. Prepare budget request (5 year) 10/25 • Staff capacity 2. BUDGET DECISION: Budget FY 27 4/26 • Construction delays Funding • Project costs C. 17' / Locust Stormwater Project • Coordination with lead 1. Prepare budget request 10/25 service lines 2. BUDGET DECISION: Budget FY 27 4/26 • Funding Funding • Federal Advocacy D. Detention Pond Maintenance 1. Prepare budget request 10/25 2. BUDGET DECISION: Budget FY 27 4/26 Funding E. Stormwater Management Program — Individual Neighborhood Situations 10/25 1. Prepare $200,000 budget request — 5 year program 4/26 2. BUDGET DECISION: Budget FY 27 Funding F. 17' /Elm Street Stormwater Project 1. Prepare budget request 10/25 2. BUDGET DECISION: Budget FY 27 4/26 Funding Responsibility: Engineering Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 34 Page 124 of 275 ACTION: Water Resource and Recovery Center Upgrades; I PRIORITY Short- Term Action Plan, Direction, Funding and High Priority Actions to Improve Processes and Odor Reduction Key Issues Activities/Milestones Time • Odor complaints A. Chemical Dosing • Major explosion recovery Analysis (hydrogen • Digester cleaning peroxide and ferric • Odor monitoring chloride) • New equipment 1. Continuing all dosing analysis 6/26 • Funding 2. Continuing final dosing plan 9/26 • Digestive gas cleaning B. Digester Cleaning • Future facility plan 1. Complete cleaning Digester 5/26 #4 2. Complete cleaning Digester 11/26 #3 Responsibility: WRRC C. Odor Monitoring (E- Noses) 1. Select and purchase odor 12/25 detection equipment 2. Deploy/install equipment 4/26 D. Process Monitoring 3. Complete monitoring needs 12/25 analysis 4. DECISION: Funding for 4/26 Monitoring Equipment 5. Full implementation 8/26 E. Digestive Gas Cleaning Media Changeout 1. Purchase and install new 12/25 media Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 35 Page 125 of 275 ACTION: Water Resource and Recovery Center Upgrades; PRIORITY Short- Term Action Plan, Direction, Funding and High Priority Actions to Improve Processes and Odor Reduction [Continuation] Key Issues Responsibility: WRRC Activities/Milestones Time F. Facility Plan Development 1. Initiate full facility plan effort 11/25 2. DECISION: Additional 4/26 Funding for process odor mitigation 3. Complete Facility Plan 12/27 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 36 Page 126 of 275 / Management in Progress 2025 — 2027 — Mayor and City Council Action Needed 5 1. Sewer System Infrastructure Asset Master Plan: Engineering DATE 6/26 Development and Adoption 5 2. Emerald Ash Borer: Funding for Planting, and Stump Parks & 4/26 Removal Removal/Sidewalk Replacement DECISION Rec Budget FY 27 5 3. Alley Inspection and Maintenance Performance Evaluation Engineering 4/26 Staffing: DECISION Budget FY 27 5 4. High Strength Waste Receiving & Storage Project: WRRC a. Funding 4/26 b. Construction 7/27 / Management in Progress 2025 — 2027 5 1. Trees Planting Program Enhancement: Update Report Park & Rec DATE 4/26 (Planting: 5,280 trees) 5 2. Water Resource Recovery Plant — Odor Abatement WRRC 4/26 Implementation: Update Report 5 3. Electric Bus Implementation: Acquisition (1) Transportation 12/25 Bus and Charging Station Completion 5 4. Consumer Confidence Report 2025: Publication Water A/26 5 5. HVAC Mini -split System Installation: Completion WRRC 4/26 5 6. Fats, Oils, and Grease Program: Review WRRC 1/26 5 7. WRRC State Certified Lab Expanding the Testing WRRC 3/26 Capability: Completion 5 8. WRRC Explosion Recovery: Completion WRRC 12/28 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 37 Page 127 of 275 / Major Projects 2025 — 2027 5 1. SCADA Overhaul Water: Completion Water DATE 9/26 5 2. Lead Water Lines Replacement: Phase 1 Completion Water 12/25 5 3. Auburn and Custer Water Main, Sanitary Sewer, Street Engineering 8/26 Reconstruction Project: Construction Completion 5 4. Green Alley Project - 15th Street to 171h Street Between Engineering 12/25 Iowa Street and Central Avenue: Construction Completion 5 5. Advancing New Deep Well No. I I (as part of PFAS Water 6/28 Remediation Plan): Completion 5 6. North Cascade/Southwest Arterial Water/Sewer Main Water 7/26 Extension from Edval Lane to North. English Mill Road): Construction Completion 5 7. City -Wide Fiber Project — Water Department Pump, Water 9/26 Stations, Tanks and Towers: Completion 5 8. Deep Well No. 7 Rehabilitation: Completion Water 12/25 5 9. Creek Crossing Restoration Project: Construction Water 10/25 Completion 5 10. Rockdale Road Stormwater Project: DECISION CIP Engineering 4/26 Funding Request Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 38 Page 128 of 275 GOAL 6 11 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 39 Page 129 of 275 ACTION: Street Maintenance/Rehabilitation Program: Direction and Funding Key Issues Activities/Milestones Condition of underground utilities 1. Prepare Report on pavement Rehab vs Maintenance Policy type: rehabilitative vs. Concrete vs paving preventive maintenance Funding assessments policy Funding street projects 2. WORK SESSION: Predictive modeling of assessment Pavement Report Staff capacity Presentation, Discussion Cross departmental collaboration and Direction 3. DECISION: Pavement Broadening funding sources for street Policy Project alignment 4. BUDGET DECISION: Beyond paving streets Budget FY 27 Funding for: a. Street Assessment b. Sign Assessment and Staffing c. Light Assessment Responsibility: Public Works PRIORITY Top Priority Time 2/26 3/26 4/26 4/26 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 40 Page 130 of 275 ACTION: East-West Corridor/Roundabout Projects: PRIORITY Direction and Funding Mechanism High Priority Key Issues Activities/Milestones Time • Cost of project: $15+ million 1. Complete property appraisal 12/25 • Funding (1) • MPO funding committed for Highway 2. Complete Preliminary Design 3/26 20/Northwest Arterial through 3. Complete Environmental 3/26 2029/2030 Assessment (including public • Cost of property acquisition hearings • Desire of property owners — direction 4. BUDGET DECISION: 4/26 and actions on this project Budget FY 27 Funding for • Property owners looking to the City for Property Acquisition direction and timing 5. Complete property TBD acquisition (15) 6. Complete Final Design TBD 7. Begin construction TBD Responsibility: Engineering Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 41 Page 131 of 275 / Management in Progress 2025 — 2027 — Mayor and City Council Action Needed HATE 6 1. STREETS Program: Funding and Implementation Engineering a. Phase I — Arterials Completion 10/26 b. Phase 2 — Downtown Initiated 12/27 / Management in Progress 2025 — 2027 6 1. The Jule New Electric Vehicles: Acquisition 6 2. The Jule Grant Funding FTA Study: Completion 6 3. Parking System and Technology Upgrade: Installation 6 4. Smart Parking and Mobility Study: Implementation a. Parking Implementation b. Mobility Implementation DATE Transportation 12/27 Transportation 10/26 Transportation 10/26 Engineering 10/26 12/27 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 42 Page 132 of 275 / Major Projects 2025 — 2027 6 1. Highway 20/Northwest Arterial Intersection Project: Design Engineering DATE TBD Completion (IDOT Funding) 6 2. 14th Street Railroad Overpass and 16th Street Corridor Engineering Complete Streets Improvements: Project Completion a. Preliminary Design 6/26 b. NEPA 6/26 6 3. SW Arterial ITS Project: Construction Completion Engineering a. Bid 3/26 b. Construction 12/26 6 4. Connection to Data Center Project: Construction Engineering 12/26 Completion 6 5. Taxiway Alpha Construction Project: Completion Airport a. Phase 2: Completion 12/25 b. Phase 3 Completion 12/26 6 6. General Aviation Apron Reconstruction Project: Airport 12/26 Construction Phase 2 Completion 6 7. Chaplain Schmitt Federal Community Project Trail Grant Engineering 12/25 Project: Construction and Audit 6 8. Wildwood Drive Bridge Replacement: Engineering a. Design 3/26 b. Bid 3/26 c. Construction 12/26 6 9. Relocation of Fiber Optics on Bridge (Highway 20) Engineering 12/26 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 43 Page 133 of 275 GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 44 Page 134 of 275 ACTION: Sports Complex Development: Concept, City Role, Potential Private Partner, Funding Mechanism and Direction Key Issues Activities/Milestones Private partner(s) 1. Review previous reports and Community partner(s) cost estimates Sports Complex definition/clarity of 2. Define scope of project, purpose potential partners and prepare Limited space/location options budget proposal Best practices 3. DECISION: Sports Amenities Complex Presentation, Costs Discussion, Direction and Funding mechanism Path Forward Potential referendum Community engagement City role Link to Parks and Recreation Master Ilan implementation Responsibility: Parks and Recreation PRIORITY Top Priority Time 12/25 2/26 4/26 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 45 Page 135 of 275 ACTION: Parks and Recreation Master Plan Adoption and Implementation: Finalization, Adoption, Projects Direction/Priority, Funding and Initiation of Project: (Including Park Maintenance Plan) Key Issues Activities/Milestones Projects 1. Draft Master Plan Project Priorities — Short-term and 2. Parks and Rec Commission: Long-term Review Parks Maintenance Plan 3. WORK SESSION: Parks Eagle Point Park Long-term Action and Recreation Master Plan Plan Presentation and Discussion Funding 4. DECISION: Parks and Potential Partners Recreation Master Plan Link to Sports Complex Adoption and Initial Short Link to Sports Tourism Term Investment Priorities 5. BUDGET DECISION: Budget FY 27 Initial Short Term Priorities Funding 6. Develop Long-term investment project priority recommendations 7. WORK SESSION: Parks and Recreation Master Plan Implementation Long-term Investment Priorities Responsibility: Parks and Recreation PRIORITY High Priority Time 11 /25 12/25 1/26 2/26 4/26 2026 2026 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 46 Page 136 of 275 ACTION: Chaplain Schmitt Island Development — Next Phase: PRIORITY Next Steps (beyond Amphitheater) High Priority Key Issues Activities/Milestones Time • Infrastructure projects 1. Prepare CIP request for Water 12/25 • Project priority Main Loop • Project funding 2. DECISION: CIP Funding 4/26 • Keeping the momentum going for Water Main Loop • Signage 3. BUDGET DECISION: 4/26 • Visual appeal Budget FY 2027 for: a. Island Connector Trail b. 2nd Ice Sheet c. Environmental Restoration ------------------------------------ d. Landscaping e. Entrance Sign f. Campground Entrance Sign g. Stormwater Rehabilitation Responsibility: Parks and Recreation Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 47 Page 137 of 275 / Management in Progress 2025 — 2027 — Mayor and City Council Action Needed 7 1. Comiskey Park Upgrades — Phase 2 Parking and Amenities: a. DECISION: Bid Award b. Construction 7 2. Historic Millwork District Park Plan: a. Plan Completed b. DECISON Budget FY 28 Request 7 3. Eagle Point Park Historic Structures Assessment: Completion a. DECISION Budget FY 27 Request b. Report Completion / Management in Progress 2025 — 2027 7 1. Cultural Experiences and Programming 7 2. Friends of Eagle Point Park: Creation 7 3. Eagle Point Park Fall Clean-up: Completion DATE Parks & Rec 12/26 5/26 Planning 6/26 4/27 Parks & Rec OEM Parks & Rec Parks & Rec 4/26 12/27 DATE 4/26 9/26 11/25 / Major Projects 2025 — 2027 DATE 7 1. Jackson Park Restrooms: Completion Parks & Rec 12/27 7 2. ImOn Ice Arena — Dehumidification: Construction Engineering 10/25 7 3. Rustic Point Park: Completion Parks & Rec 9/26 7 4. South Pointe Park: Completion Parks & Rec 12/25 7 5. Eagle Point Park Water Tower Deconstruction Parks & Rec 11/25 7 6. Chaplain Schmitt Island Amphitheater Development: Engineering 4/26 Construction Completion and First Concert Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 48 Page 138 of 275 Policy Calendar 2025 — 2027 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 49 Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 49 Page 139 of 275 MONTH October 2025 1. DECISION: Air Service Funding Direction for Current Fiscal Year 2. 3. 9 5. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 50 Page 140 of 275 MONTH November 2025 1. 2. 3. 9 5. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 51 Page 141 of 275 MONTH December 2025 1. DECISION: DLEC Lease Update 2. WORK SESSION: Report of Fire Staffing Models presentation, discussion and initial direction 3. DECISION: Award Contract for Central Avenue Design 0 5. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 52 Page 142 of 275 MONTH January 2026 1. STATE LEGISLATIVE TOPIC -Police Academies 2. WORK SESSION: Parks and Recreation Master Plan Presentation and Discussion 3. H 5. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 53 Page 143 of 275 MONTH February 2026 1. 2. 3. 9 5. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 54 Page 144 of 275 MONTH March 2026 —] 1. REPORT: Police Hiring and Recruitment (during Budget Presentation) 2. WORK SESSION: Pavement Report Presentation, Discussion and Direction 3. U 5. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 55 Page 145 of 275 MONTH April 2026 BUDGET DECISION: Budget FY27 Funding for: a. Police Space Needs and Improvement Plan Development b. Fire Improvement Package c. Veterinarian Services Contract d. Law Enforcement Mental Health and Wellness Check -Ins e. Funding for City Buildings and Facilities Condition and Needs Assessment and Methodology f. Departmental Safety Program (OSHA Compliance) g. Enterprise Asset Management System and Work Order System h. City Data Center Project— Phase 2 i. Downtown Master Plan Update j. Neighborhood Associations Development: Activation/Expansion k. WRRC Monitoring Equipment 1. WRRC Additional Funding for Process Odor Mitigation m. Emerald Ash Borer: Funding for Planting, Stump Removal/Sidewalk Replacement n. Alley Inspection and Maintenance Performance Evaluation Staffing: o. Rockdale Road Stormwater Project:A p. Streets\ Assessment, Sign Assessment and Staffing, Light Assessment q. East-West Corridor Property Acquisition r. Chaplain Schmitt Island Projects: Island Connector Trail; 2nd Ice Sheet; Environmental Restoration s. Parks Master Plan Initial Short Term Priorities t. Eagle Point Park Historic Structures Assessment: Completion 2. BUDGET DECISION: Budget FY for Stormwater Projects a. Kaufman Storm Sewer Project b. 171h/ Locust Stormwater Project c. Detention Pond Maintenance d. Stormwater Management Program — Individual Neighborhood Situations e. 17th /Elm Street Stormwater Project Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 56 Page 146 of 275 3. BUDGET DECISION: Budget FY for Sanitary Sewer Projects a. 42-inch Diameter Sanitary Sewer Force Main Stabilization Project (USACE Partnership) b. Terminal Lift Station and Force Main c. Schmitt Sanitary Sewer Project d. Cooper Place/Maiden Lane Project e. Harvard Street Project f. Hempstead Street Project g. Grove Terrace Project 4. BUDGET DECISION: Budget FY 27 Sports Tourism Presentation, Discussion, Direction and Path Forward 5. BUDGET DECISION: Budget FY 27 Sports ComplexPresentation, Discussion, Direction and Path Forward 6. DECISION: Pavement Policy 7. a 10. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 57 Page 147 of 275 MONTH May 2026 1. WORK SESSION: Community Survey Presentation and Discussion 2. DECISION: Unified Development Code Amendments Approval 3. B 5. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 58 Page 148 of 275 MONTH June 2026 —] 1. 2. 3. 9 5. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 59 Page 149 of 275 MONTH July 2026 1. 2. 3. 9 5. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 60 Page 150 of 275 MONTH August 2026 1. DECISION: Award Contract for Downtown Master Plan Update 2. 3. 9 5. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 61 Page 151 of 275 MONTH September 2026 1. 2. 3. 9 5. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 62 Page 152 of 275 MONTH October 2026 1. WORK SESSION: Report on Police Space Needs and Short Term improvement Plan 2. 3. 0 5. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 63 Page 153 of 275 MONTH November 2026 1. WORK SESSION: Fire Station Feasibility and Condition Study presentation, discussion and direction 2. 3. 9 5. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 64 Page 154 of 275 MONTH December 2026 1. DECISION: Comiskey Park Upgrade Bid Award 2. 3. 0 5. Copyright © 2025: Lyle Sumek Associates, Inc. Project 250601 65 Page 155 of 275 SECTION 4 DUBUQUE VISION 2040 GUIDE FOR OUR FUTURE [Working Document] Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 156 of 275 Dubuque Vision 2040 Current Vision for Dubuque's Future DUBUQUE 2040 is a SUSTAINABLE AND RESILIENT CITY (A), an INCLUSIVE AND EQUITABLE COMMUNITY (1) where ALL are welcome. DUBUQUE 2040 has preserved our MASTERPIECE ON THE MISSISSIPPI (c), has a STRONG DIVERSE ECONOMY (D) and EXPANDING CONNECTIVITY(E). DUBUQUE 2040 — Our residents EXPERIENCE HEAL THY LI VING AND A CTI VE LIFE STYLE (F), have choice of QUALITYAFFORDABLE LIVABLE NEIGHBORHOODS �G�, have an AB UNDANCE OF DIVERSE FUN THINGS TO DO (H) and are SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY (I). Copyright (0 2026: Lyle Sumek Associates, Inc. Project 260105 2 Page 157 of 275 PRINCIPLE A SUSTAINABLE AND RESILIENT CITY >>> Means PRIORITY 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 8. 9. 10. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 158 of 275 PRINCIPLE A SUSTAINABLE AND RESILIENT CITY >> Means PRIORITY H. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 159 of 275 PRINCIPLE B INCLUSIVE AND EQUITABLE COMMUNITY >> Means PRIORITY 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 8. 9. 10. Copyright C 2026: Lyle Sumek Associates, Inc. Project 260105 Page 160 of 275 PRINCIPLE B INCLUSIVE AND EQUITABLE COMMUNITY >> Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 161 of 275 PRINCIPLE C MASTERPIECE ON THE MISSISSIPPI »> Means PRI0RTTY 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. g. Recognized as a "designated port" including capacity for containers 9. 10. Copyright C 2026: Lyle Sumek Associates, Inc. Project 260105 Page 162 of 275 PRINCIPLE C MASTERPIECE ON THE MISSISSIPPI >> Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 163 of 275 PRINCIPLE D STRONG DIVERSE ECONOMY >> 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 employment 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 9. 10. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 164 of 275 PRINCIPLE D STRONG DIVERSE ECONOMY >> Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 10 Page 165 of 275 PRINCIPLE E EXPANDING CONNECTIVITY >>> Means PRIORTTY 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. 9. 10. Copyright C 2026: Lyle Sumek Associates, Inc. Project 260105 11 Page 166 of 275 PRINCIPLE E EXPANDING CONNECTIVITY >> Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 12 Page 167 of 275 PRINCIPLE F EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE k Means PRIORITY 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 8. 9. 10. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 13 Page 168 of 275 PRINCIPLE F EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE > Means PRIORITY H. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 14 Page 169 of 275 PRINCIPLE G QUALITY LIVABLE NEIGHBORHOODS >> Means PRIORITY 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 9. 10. Copyright C 2026: Lyle Sumek Associates, Inc. Project 260105 15 Page 170 of 275 PRINCIPLE G QUALITY LIVABLE NEIGHBORHOODS >> Means 11. PRIORITY 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright (0 2026: Lyle Sumek Associates, Inc. Project 260105 16 Page 171 of 275 PRINCIPLE H ABUNDANCE OF DIVERSE FUN THINGS TO DO >> 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. 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 8. 9. 10. Copyright C 2026: Lyle Sumek Associates, Inc. Project 260105 17 Page 172 of 275 PRINCIPLE H ABUNDANCE OF DIVERSE FUN THINGS TO DO >> Means 11. PRIORITY 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright (0 2026: Lyle Sumek Associates, Inc. Project 260105 18 Page 173 of 275 PRINCIPLE I SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY k 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 C 2026: Lyle Sumek Associates, Inc. Project 260105 19 Page 174 of 275 PRINCIPLE I SUCCESSFULLY AND ACTIVELY ENGAGED IN THE COMMUNITY > Means PRIORITY H. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 20 Page 175 of 275 Dubuque Vision 2040 WORKING DRAFT DUBUQUE 2040 is recognized as a SAFE COMMUNITY: Feeling Safe Anytime and Anywhere (A), 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 (F) ACTIVE COMMUNITY: Experiences for All (G) CONNECTED COMMUNITY: Dubuque Connected to the World (H) WELCOMING COMMUNITY: Everyone Belongs(I) Copyright (0 2026: Lyle Sumek Associates, Inc. Project 260105 21 Page 176 of 275 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 C 2026: Lyle Sumek Associates, Inc. Project 260105 22 Page 177 of 275 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 23 Page 178 of 275 PRINCIPLE B iIEALTHY 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 24 Page 179 of 275 PRINCIPLE B FIEALTHY COMMUNITY >> Means 11. Shelters, programs and services to address the needs of our unhoused residents PRIORITY 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 25 Page 180 of 275 PRINCIPLE C BEAUTIFUL COMMUNITY Pride in our Appearance >>> Means 1. Well -designed, well -maintained and attractive entrances to Dubuque PRIORITY 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 C 2026: Lyle Sumek Associates, Inc. Project 260105 26 Page 181 of 275 PRINCIPLE C BEAUTIFUL COMMUNITY Pride in our Appearance i 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 27 Page 182 of 275 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 C 2026: Lyle Sumek Associates, Inc. Project 260105 28 Page 183 of 275 PRINCIPLED LIVABLE COMMUNITY Choice of Neighborhoods and Housing i 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 C 2026: Lyle Sumek Associates, Inc. Project 260105 29 Page 184 of 275 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 C 2026: Lyle Sumek Associates, Inc. Project 260105 30 Page 185 of 275 PRINCIPLE E VIBRANT COMMUNITY Destinations for Residents and Guests > Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 31 Page 186 of 275 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 32 Page 187 of 275 PRINCIPLE F PROSPERUOUS COMMUNITY Thriving Local Economy for All >>> Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 33 Page 188 of 275 PRINCIPLE G ACTIVE COMMUNITY Experiences for All >>> 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 34 Page 189 of 275 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 35 Page 190 of 275 PRINCIPLE H CONNECTED COMMUNITY Dubuque Connected to the World > Means PRIOPJTY 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 C 2026: Lyle Sumek Associates, Inc. Project 260105 36 Page 191 of 275 PRINCIPLE H CONNECTED COMMUNITY Dubuque Connected to the World >>> Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright (0 2026: Lyle Sumek Associates, Inc. Project 260105 37 Page 192 of 275 PRINCIPLE I WELCOMING COMMUNITY Everyone Belongs >>> Means PRIORITY I . 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 C 2026: Lyle Sumek Associates, Inc. Project 260105 38 Page 193 of 275 PRINCIPLE I WELCOMING COMMUNITY Everyone Belongs > Means PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 39 Page 194 of 275 SECTION 5 DUBUQUE CITY GOVERNMENT: OUR MISSION Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 195 of 275 Dubuque City Government Our Mission DUBUQUE CITY GOVERNMENT is a PROGRESSIVE (A) and FINANCIALLY SOUND CITY(B) with RESIDENTS RECEIVING VALUE FOR THEIR TAX DOLLARS (c) a n d A CHIE VING GOALS THR O UGH PAR TNERSHIPS (D) DUBUQUE CITY GOVERNMENT'S MISSION is to deliver EXCELLENT MUNICIPAL SERVICES (E) that SUPPORT URBAN LIVING (F), 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 2 Page 196 of 275 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 197 of 275 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 4 Page 198 of 275 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 5 Page 199 of 275 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 200 of 275 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 201 of 275 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 202 of 275 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 203 of 275 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 10 Page 204 of 275 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 © 2026: Lyle Sumek Associates, Inc. Project 260105 11 Page 205 of 275 SECTION 6 DUBUQUE GOVERNANCE: CURRENT FRAMEWORK Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 206 of 275 City Council Meetings Overview Types of Meetings Public meetings: Under Iowa Code Chapter 21, meetings of governmental bodies must be open to the public. A meeting occurs whenever a majority of members (a quorum) gather to discuss City business. The City must provide public notice for each Council meeting, including the time, date, location, and tentative agenda, at least 24 hours in advance of a meeting. Notice must also be sent to media outlets that have requested it and posted in a prominent location at the City's principal office. For the City of Dubuque, media and other interested parties can subscribe to the City's Council Agendas Notify Me service to receive agenda notifications. A copy of each agenda is also posted on the bulletin board in front of the City Clerk's Office. These same requirements apply for all City boards and commissions. Closed Sessions: Code of Iowa Section 21.5 authorizes governmental bodies to close a meeting "only to the extent a closed meeting is necessary" and for one of the lawful reasons. Section 21.5 details numerous reasons that allow a governing body to go to a closed session. The most frequent options for the Dubuque City Council to go into closed session are- 1 . To discuss records that are required to be kept confidential. The Open Records Law (Chapter 22) specifically identifies records that are to remain confidential. A city may meet in a closed session to discuss these records. 2. To discuss strategy with legal counsel in matters that are presently in litigation or where litigation is imminent and where its disclosure would be likely to prejudice or disadvantage the government. Because this topic touches on the issue of attorney -client privilege, it is important to work closely with your city attorney or the attorney representing you in the litigation. The Iowa Public Information Board issued an opinion in late 2015 that requires a public statement to be completed prior to the meeting, which acknowledges the attorney -client relationship between the city and the individual who will serve as legal counsel. The statement can be an existing engagement letter, contract, resolution or designation made in the minutes of a prior meeting. If no statement has been made, the city council should announce before going to the closed session that it will utilize the individual as its legal counsel for the closed session discussion. 3. To discuss the purchase or sale of real estate. The preliminary discussion of purchasing or selling a particular property where the premature disclosure could be expected to increase the price may be made in a closed session. 4. To evaluate the professional competency of an individual whose appointment, hiring, performance or discharge is being considered, and when necessary to prevent needless and irreparable injury to that individual's reputation and that individual requests a closed session. Used for annual evaluations of the City Manager, City Attorney, and City Clerk. This closed session must be specifically requested by the employee, and any decisions must be made in an open session. The meeting agenda will identify that City Council will go into closed session and cite the section in the Code of Iowa that allows them to do so. The meeting must begin in an open session with a call to order and a roll call. In order to go into a closed session, there must be a motion to hold a closed session that is approved by two-thirds of the members or all those present. The minutes must record the votes of individual council members on the question of Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 207 of 275 holding a closed session. In addition, the motion and minutes must state the specific exemption under Section 21.5 of the Code that permits a closed session. Once in a closed session, the council must not discuss any other business or topic that does not directly relate to the reason for the closed session. Upon completion of the closed session, the closed session concludes and the City Council returns to the open session to adjourn the meeting. The city must audio record and take detailed minutes of the closed session. Both minutes and recordings are required to be sealed and may not be opened except by order of a court. The minutes and recording are required to be kept for at least one year unless enforcement action is initiated. In that case, the minutes and recording must be retained until the litigation is completed. The City Clerk maintains all closed session records, which are reviewed quarterly by the City Attorney to determine which items have met retention requirements and may be eligible for destruction. Non-public meetings: Iowa Code Chapter 20 allows for Councils to convene in meetings exempt from the Open Meetings Law Chapter 21 for such things as employment conditions (salary discussions) and Collective Bargaining Negotiations. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 208 of 275 Regular City Council Meeting Structure Order of Business: The general rule as to the order of business in regular meetings shall be as follows: 1. Reading of the call. Mayor— authorizes the meeting to be conducted. 2. Roll call. The Mayor is called first, followed by Council Members in alphabetical order by last name. a. Voting order is random for each meeting and will be listed on the agenda where City Council will take formal action (i.e. work session only agendas will not include a voting order). 3. Presentations (City staff awards and recognitions) 4. Proclamations. Official announcement issued by the Mayor in recognition of an initiative, milestone, cause that has communitywide contributions. New proclamations require Mayor's approval. The City Clerk is the contact person for proclamations. Proclamation guidelines are posted on the City's website and outline the process for requesting, submitting, and drafting a proclamation. Proclamations can be presented and read at a meeting or done for signature only. Proclamations recognizing individuals, businesses, and for -profit events can be requested without a presentation and by signature of the Mayor only. 5. Consent items The consent agenda items are considered routine and non -controversial and all consent items will be normally voted upon in a single motion without any separate discussion on a particular item. City Council Members and the public can request a Consent Item be removed for separate discussion. If an item is held, the City Council will first motion and vote on the remaining consent items. The held item is then motioned and voted on. 6. Items to be set for public hearing. These agenda items are being scheduled for a future public hearing on the date indicated. State law requires that public hearings occur before taking action on certain items. The most common are public improvement projects over a certain cost, selling city real estate, Urban Renewal, and Development Agreements with certain financial incentives. NOTE: These items are approved with one motion, and there is usually no discussion until the date of the actual public hearing. It is a formality to initiate the public hearing process. 7. Boards and commissions. Two -meeting process: 1. First meeting: Applicant review - candidates are invited to address the Council regarding their application 2) Second meeting: Appointments- by motion or roll -call vote (if multiple applicants) of the Council. 8. Public hearings. Procedure: Motion and second Mike reads his memo to the City Council (or if Zoning Advisory Commission item, then Planning Services will provide a report on behalf of the commission) Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 209 of 275 Receipt of any public input - Public input limited to 5 minutes per person unless authorized by the Mayor. City Clerk will announce any written input received that has been uploaded to the agenda item. Council discussion. Vote. Zoning Public Hearings: There are different rules for receiving public input for traditional zoning requests versus quasi- judicial rezoning requests. Reference the "City Council Communication Policy for Rezonings" handout for additional details. When the Zoning Advisory Commission monthly agenda is posted publicly, the City Clerk will notify the City Council which requests are traditional versus quasi-judicial. The communication policy will always be attached for reference, along with the applications and vicinity maps for any traditional requests. Zoning public hearings are always considered at the second City Council meeting of each month. 9. Public input. (5 minutes per person, 30 minutes for total session with Mayor exception) Under the Iowa Open Meetings Law, the City Council can take no formal action on comments given during Public Input which do not relate to Action Items on the Agenda. Any written input received by the City Clerk will be uploaded to the corresponding agenda item. 10. Action items. These are items where discussion is held by the City Council - public comments are not allowed except as authorized by the Mayor. Procedure: Motion and second Mike reads his memo to the City Council Council discussion. Vote. 11. Closed Session. Motion must include the specific Iowa Code section that authorizes the closed session (Sections are listed on the agenda, with a generic script provided to City Council members) 12. Adjournment. Meeting must always adjourn in open session. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 210 of 275 Voting Information Voting Thresholds: • Simple Majority: More than half of the members present (a quorum — 4 council members). Most agenda items require a simple majority vote to pass. • Supermajority: One less than the total number of Council Members, regardless of attendance. (6 council members). Required for the following situations: o Suspending the subsequent readings of an ordinance (Motion B) o If the Zoning Advisory Commission (ZAC) recommends disapproval of a zoning classification, then a supermajority vote is required by the City Council to enact the reclassification. o If a written protest against a zoning reclassification has been filed with the City Clerk and signed by the owners of 20% or more of the lots included in the request or 20% or more of the property located within 200 feet of the property being considered for the reclassification, then a supermajority vote is required to enact the reclassification. Ordinance Reading and Adoption Process Iowa Code requires that an ordinance be read at three separate City Council meetings before adoption —a process known as the "three readings." However, the Council may vote to suspend the remaining readings and adopt the ordinance sooner. To do this, the Council must first approve Motion B (to suspend the readings) by a supermajority vote. If that passes, the Council may then adopt the ordinance with a simple majority vote (Motion A). If the motion to suspend fails, the Council may still approve the first reading and continue the process at future meetings. It is standard practice in Iowa for the remaining readings to occur at consecutive meetings. Typically, the Council Members who move and second the motion to suspend the readings also move and second the motion to adopt the ordinance, if the suspension is approved. A script is provided to Council Members that provides the wording for suspending the readings or approving first reading. Abstention Votes: Please take the following actions in advance of an abstention. 1. Consult with City Attorney on your reason for abstention 2. After motion and vote of item, announce your abstention. Reason for abstention must be stated for the record. 3. Must refrain from all discussion and vote on the item. A vote other than yes/aye or no/nay is tantamount to an abstention that is recorded as a vote with the prevailing side. Motions Each agenda item includes a `Suggested Disposition' which lists a proposed motion. While these motions are provided for convenience, City Council Members are free to make any motion they choose and are not required to use the suggested wording. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 6 Page 211 of 275 CHAPTER 6 MAYOR AND CITY COUNCIL SECTION: 1-6.1: Composition; Terms 1-6.2: Compensation 1.6.3: Mayor Pro Tem 1-6-4: Emergency Succession For Mayor And Council Members 1-6-1: COMPOSITION; TERMS: The City Council consistsof a Mayorand two (2) Council members elected at large, and one Council member elected from each of the four (4) wards. The Mayor and other Council members serve four (4) year staggered terms. The Mayor is a member of the City Council and may vote on all matters before the Council. (2007 Code § 2-20) 1-6-2: COMPENSATION: Effective January 1, 2026, the compensation for the Mayor shall be fifteen thousand seven hundred thirty two dollars ($15,732.00) per annum, and the compensation for the City Council members shall be eleven thousand seven hundred ninety nine dollars ($11,799.00} per annum. (Ord. 40-17, 9-5-2017; amd. Ord. 27-21, 7-6-2021; Ord. 27-25, 6-16-2025) 1-6-3: MAYOR PRO TEM: A. Term Of Mayor Pro Tem: The term of Mayor Pro Tem shall be eight (8) months. B. Designation Of Mayor Pro Tem: Council members shall serve as Mayor Pro Tem in the following order: 1) at large Council member elected to two (2) year term; 2) Ward Two Council member; 3) Ward Four Council member. Thereafter, Council members shall serve as Mayor Pro Tem in the hollowing order: 1. At large Council memberwith two (2) yea rs of term remaining; 2. Ward One Council member; 3. Ward Three Council member; 4. At large Council memberwith two (2) yea rs of term remaining; S. Ward Two Council member; 6. Ward Four Council member. C. Vacancy: In the event of vacancy in theofficeof a Council member while such Council member is serving as Mayor Pro Tem, the person appointed or elected to fill such vacancy shall serve the remainder of the term of Mayor Pro Tem. D. Absence Of Mayor And Mayor Pro Tem: When the Mayor and the Mayor Pro Tem are absent or unable to act, the Council members in the following order of succession shall perform the Mayor's duties: 1. Council member at large who has served the longer consecutive term in office; then Council member at large who has served the shorter consecutive term in office; in the event their terms are the same, then in alphabetical order. 2. Ward Council member who has served the longest consecutive term in office; then ward Council member who has served the next longest consecutive term in office, and soon; in the event that the consecutive terms of ward Council members in such order are the same, then in alphabetical order. (Ord. 24-18, 7-2-2018) 1-64: EMERGENCY SUCCESSION FOR MAYOR AND COUNCIL MEMBERS: A. Order Of Succession: When the Mayor and the Mayor Pro Tem are absent or unable to act, the Council members in the following order of succession shall perform the Mayor's duties, except that a succeeding Council member may not appoint, employ or discharge officers or employees without the approval of the City Council: 1. Council member at large who has served the longer consecutive term in office; then Council member at large who has served the shorter consecutive term in office; in the event their terms are the same, then in alphabetical order. 2. Ward Council member who has served the longest consecutive term in office; then ward Council member who has served the next longest con sec utiveterm in office, and soon; in the event that the consecutive terms of Council members in such order are the same, then in alphabetical order. B. Official Actions Legal And Binding: Official action sof a succeeding Council member when the Mayor and Mayor Pro Tem are absent or unable to act are legal and binding to the same extent as if done by the Mayor or Mayor Pro Tem. A succeeding Council member retains all the Council member's powers as a member of the City Council. (Ord. 67-05, 12-5- 2005) I Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 212 of 275 SECTION: 1-6A-1: Purpose 1-BA-2: General Rules 1-6A-3: Types Of Meetings 1-6A-4: Records 1-6A-5: Attendance Of Media At Council Meetings 1-6A-6: Presiding Officer 1-6A-7: Motions 1-6A-8: Amendments To Motions 1-6A-9: Chart Of Preference Of Motions 1-6A-10. Motions For Special Purposes 1-6A-11: Order Of Business And Agenda 1-6A-12: Ordinances, Resolutions And Motions 1-6A-13: Committees, Boards And Commissions Established 1-6A-14: Rights Of Public 1-6A-15: Suspension Of Rules 1-6A-1: PURPOSE: The purpose of the rules or procedure for city council is to instill and maintain public confidence in citygovernment by: A. Promoting the orderly and expeditious process of conducting city business; B. Protecting the rights of each individual by encouraging public comment and giving every proposition under consideration free and full debate; and C. Carrying out the will of a majority of the city council while preserving the rig hts of all council members. (2007 Code § 2-31) 1-6A-2: GENERAL RULES: A. Meetings: All meetings ofthecity council shall becalled and conducted in accordance with thecode of Iowa. B. Quorum: Four (4) members of the city council shall constitute a quorum and be necessary for the transaction of business. If a quorum is not present, those in attendancewill be named and they shall adjourn to a later time. The city council may delay the start of a meeting for a maximum of fifteen (15) minutes if agreed upon by those present. C. Compelling Attendance: The city council may adjourn from day today to compel the attendance of absent members. D. Minutes Of Proceedings! An account of all proceedings of the city council shall be kept by the city clerk and shall be entered in a book constituting the official record of the city council. E. Right Of Floor: Any member desiring to speak shall be recognized by the presiding officer and shall confine said member's remarks to the subject under consideration or to be considered. F. City Manager The city manager shall attend all meetings of the city council unless excused and shall have charge of the council meeting room. The city manager may make recommendations to the city council and upon recognition by the presiding officer shall have the right totake part in any discussions of the city council. G. City Attorney: The city attorney shall attend all meetings of the city council unless excused and shall, upon request by the city council, give an opinion, either written or oral, on questions of law. The city attorney shall act as the city counciI's pa rliamen tarian. H. City Clerk, The city clerk shall attend all meetings of the city council unless excused and shall keep the official minutes and perform such other duties as may be requested by the city council. I. Rules Of Order "Robert's Ru les Of Order Revised" shall govern the proceedings of the city council in all cases, unless they are in conflict with these rules or the code of Iowa. (2007 Code § 2-32) 1-6A-3: TYPES OF MEETINGS: A. Regular Meetings: Regular meetings of the Council must be held on the first and third Mondays of each month. However, when the first or third Monday falls upon any of the following City holidays, such meeting must be held on the next succeeding day New Year's Day Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 213 of 275 Martin Luther King's Birthday Memorial Day Independence Day Labor Day Veterans Day Thanksgiving Day Day after Thanksgiving Christmas Eve Christmas Day New Year's Eve Unless otherwise indicated in the notice of meeting, regular meetings will commence at six -thirty (6:30) P.M. B. Special Meetings, Special meetings may be called by the Mayor or by a majority of the members of the City Council The call for a special meeting shall be filed with the City Clerk in written form, except that announcement of a special meeting during any regular meeting shall be sufficient notice of such special meeting. The call for a special meeting shall specify the day, the hour, and the location of the special meeting and shall list the subject or subjects to be considered. C. Recessed Meetings: Any meeting of the City Council may be recessed to a later date a nd time; provided, that no recess shall be for a longer period than until the next regular meeting. D. Work Sessions: The City Council may meet informally in work sessions (open to the public), at the call of the Mayor or of any hour (4) members of the City Council, to review forthcoming programs of the City, receive progress reports on current programs or projects, or receive other similar information from the City Manager. E. Rescheduling Of Regular Meetings: A regular meeting of the Council may be rescheduled by the Mayor or by a majority of the members of the City Council. The request to reschedu le a regular meeting may be filed in written form with the City Clerk and approved during any regular meeting of the Council a minimum of thirty (30) days in advance of the rescheduled meeting. The public notice for a rescheduled regular meeting shall specify the time, date, and place of the meeting, and tentative agenda for the meeting. (Ord. 17-17, 5-1-2017; amd. Ord. 9-20, 2-17-2020) 1-6Ad: RECORDS: A. Preparation: Immediately after each regular or special meeting of the Council, the City Clerk shall prepare a complete record of the proceedings of such meeting, which shall contain in full the motions and resolutions offered or adopted, and all other action taken, or proceedings had at such meeting. B. Printing: The City Clerk shall cause condensed record of such proceedings to be published in the official papers. The City Clerk shall also have thecomplete record printed on good paperwith pages of uniform size suitablefor binding in permanent form, which pages shall be numbered consecutively. C. Monthly Record, Beforethe first meeting in each month, the City Clerk shall have printed proceedings of all meetings held during the previous month, bound together in pamphlet form, and shall furnish copies of the same to the Mayor and members of the Council and to such other officers as the Council may direct. At the first regular meeting in each month, the record of the proceedings included in such pamphlet shall be read, unless such reading shall be dispensed with by the Council. If objection to any part of the record is raised by a member of the Council, the same, if found to be incorrect, shall be corrected, and when the record is correct, the same shall, by motion, be approved. When the record has been so approved, the printed record of each meeting contained in said pamphlet shall be signed by the Mayor and attested by the City Clerk, and shall then become the official record of the proceedings contained therein. D. Permanent Binding: After the last day of December of each year, the City Clerk shall havethe printed pamphlets, which constitute the official record for the preceding twelve (12) months, bound together in book form, together with a complete index by su bjects of the contents thereof, and when so bound said book shall constitute the permanent official record for the yea r, and the same shall be filed and kept in the Office of the City Clerk. (2007 Code § 2-33.10) 1-6A-5: ATTENDANCE OF MEDIA AT COUNCIL MEETINGS: All meetings of the City Council shall be open to the media, freely subject to recording by radio, television and photographic services at any time; provided, that such arrangements do not interfere with the orderly conduct of the meetings. (2007 Code § 2-34) 1-6A-6: PRESIDING OFFICER: A. Presiding Officer,. The Mayor shall presideasthe presiding officer at all meetings of the City Council. In the absence of the Mayor, the Mayor Pro Tem shall preside. In the absence of both the Mayor and the Mayor Pro Tem, the City Council shall elect a presiding officer. 1. The Mayor Pro Tern shall sit to the immediate right of the Mayor. 2. While the Mayor is putting the question, no member shall walk across or out of the council room Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 214 of 275 3. While a member is speaking, no member shall entertain private discourse. B. Call To Order: The meetings of the city council shall be called to order by the mayor or, in the mayor's absence, by the mayor pro tem. In the absence of both the mayor and the mayor pro tem, the meeting shall be called to order by the city clerk fort he election of a temporary presiding officer. C. Preservation Of Order, The presiding officer shall preserve order and decorum, prevent attacks on personalities or the impugning of members' motives, and confine members in debate to the question under discussion. D. Points Of Order: The presiding officer shall determine all points of order, subject to the right of any member to appeal to the city council. If any appeal is taken, the question shall be, "Shall the decision of the presiding officer be sustained"? E. Motion To Reconsider. A motion to reconsider shall not be entertained except at the same city council meeting, or at the next succeeding regular city council meeting after the meeting on which the vote was taken and shall be made only by a member who voted with the prevailing side. A motion to reconsider cannot be made by a member who abstained on the vote which is sought to be reconsidered. F. Substitution For Presiding Officer, The mayor may call upon the mayor pro tem or in the absence of the mayor pro tem any other member to temporarily chair the city council meeting in order to take part in debate, to make a motion, or to cover a temporary absence. Such substitution shall not continue beyond adjournment. (2007 Code § 2-35) 1-6A-7: MOTIONS: A. Defined: A "motion" is a proposal that the city council take formal action. B. Classification Of Motions,. 1. Main Motions: A "main motion" is one which independently presents an idea for consideration. Only one main motion can be considered at a given time, and such a motion, when introduced, excludes all other main motions until it has been voted upon or disposed of otherwise. 2. Subsidiary Motions, A "subsidiary motion" is one growing out of and applied to another motion already under consideration. Their existence as motions depend entirely upon the principal motion to which they are subordinate. Such motions must be voted upon before voting upon the motion to which they apply. 3. Privileged Motions: A "privileged motion" is one which is so vita I in character that it takes precedence over all other motions. Such motions have no connection with the motion under consideration. A privileged motion sets aside temporarily any business under consideration. 4. Incidental Motions: An "incidental motion" is one growing out of another motion already under consideration. Such a motion must be disposed of before the main motion or other business under consideration. C. Progress Of Motions: 1. A council member addressesthe presiding officer. The presiding officer should be addressed by title. 2. The council member is recognized by the presiding officer. The presiding officer recognizes thecouncil member by name or by a nod. Having received formal recognition from the presiding officer, the council member is said to "have the floor" and is the only member entitled to present or discuss a motion. 3. The council member proposes a motion. A motion is always introduced in the form, "I move that" followed by a statement of the proposal. Aside from very brief explanatory remarks, it is not permissible to discuss the merits of a motion prior to, or immed iately following, the formal proposal of the motion. All discussion must wait until the presiding officer has stated the motion and has asked for discussion. 4. Another council member seconds the motion. Another council member, without addressing the presiding officer, may say, "I second the motion". Seconding the motion is merely an indication that the council member seconding it wishes the matter to come to the city council fo r con sideration. If no one seconds the motion, the presiding officer may ask, "Is there second to the motion?" If there is none, the presiding officer may declare, 'The motion is lost for want of a second". 5. The presiding officer states the motion to the city council when a motion has been properly proposed and seconded, the presiding officer repeats the motion to the city council. After the motion has been formally stated to the city council, the motion may be spoken of as "a question", "a proposition", or "a measure". 6. The city council discusses or debates the motion. After the motion has been formally stated by the presiding officer, any council member has a right to discuss the issue. Council members must obtain thefloor in the same manneras when presenting a motion. Normally the first person who asks recognition is entitled to speak. All discussion must be confined to the question under consideration. The presiding officer should always show preference to the proposer of the motion. A council member who has not spoken before has claim overa council member who has already discussed thequestion, or who has proposed another motion. If the presiding officer knows t he op in ion s of the various council members regarding the measure, the presiding officer should alternate between those favoring the measures and those in opposition to the measure. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 10 Page 215 of 275 The presiding officer should recognize a council member who seldom speaks in preference of council member who frequently speaks. 7. The presiding officertakes the vote on the motion. When all council members who desire todiscuss the question have done so, the presiding officer "puts the motion to a vote". Before taking the vote, the presiding officer may inquire, "Is there any further discussion?" or "Are you ready for the question?" If no council member responds, the presiding officer presumes discussion is closed. The presiding officer will proceed to instruct the city clerk totake a roll call vote. B. The presiding officer announces the result of the vote. The presiding officer formally announces the result of the vote, saying, 'The motion is carried" or 'The motion is lost". As soon as the vote has been announced, another motion is in order. (2007 Code § 2-36) 1-6A-B: AMENDMENTS TO MOTIONS: Any amendment to a motion changes a motion by adding to it, taking from it, or by altering it in some other way. The purpose of the motion to amend is to modify a motion that has already been presented in such a manner that it will be more satisfactory to the council members. An amendment to motion may be hostile, but it must be germane. By "germane" it is meant having direct bearing upon the subject matter of the motion; that is, relevant, or relating to it. A. Methods Of Amending Motions: 1. By Addition Or Insertion: To add something to the motion which it did not contain. 2. By Eliminating Or By Striking Out, To subtract or eliminate something from a motion that was originally a part of the motion. 3. By Substitution: This method is a combination of the first two (2) methods, since in amending by substitution something is stricken out and something inserted in its place. The substitution may consist of a word, a phrase, a clause, or an entirely new motion. B. Progress Of Amendments: 1. Types Of Amendments: a. Amendments of the first rank. This is an amendment to the motion. b. Amendments of the second rank. This is an amendment to the amendment. This type of amendment must modify and relate directly to the amendment and not to the main motion. Otherwise, it is out of order. It is not in order to propose more than one amendment of each rank atone time. If a council member wishes toamend two (2) separate and related parts of a motion, this must be done by two (2) amendments of the second rank, and one must be voted upon before the other is proposed. It is permissible to have motion, one a mend ment to the motion (amendment of the first rank), and one amendment to the a mend ment (amendment of the second rank) before the city council at once. Until the amendment of the second rank has been voted upon, no other amendment of the second rank is in order. Until the amendment of the first rank is voted upon, no other amendment of the first rank can be proposed. 2. Order Of Voting: a. Amendments are voted upon in inverse order; that is, the amendment of the second rank is disposed of first. b. Discussion is held and the vote taken upon the amendment to the amendment. c. Discussion is held and the vote taken upon the amendment to the motion. d. When the vote on the amendments have been taken, discussion upon the original or the main motion as amended is held and when completed, a vote is taken upon the original or main motion as amended. (2007 Code § 2-37) 1-6A-9:CHART OF PREFERENCE OF MOTIONS: CHART OF PREFERENCE OF MOTIONS May Interrupt Requires A Debatable Vote Required Motions That ASpea ker Second May Apply Privileged motions: May Interrupt Requires A Debatable Vote Required Motions That A Speaker Second May Apply Privileged motions: 1 To fix time at which to No Yes Limited Majority Amend, adjourn reconsider 2 Toadjourn No Yes No Majority None (unqualified) 3. Totake a recess No Yes Limited Majority Amend 4 To rise to a question Yes No No Chair rules All of privilege Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 11 Page 216 of 275 5 To call for the orders Yes No No None None ofthe day Subsidiary motions,. fi To lay on, or take No Yes No Majority None from, the table 7 To call for the No Yes No 213 Reconsider previous question B. To limit, or extend No Yes Limited 213 Amend, limits, of debate reconsider Amend, 9. To postpone definitely No Yes Limited Majority reconsider, previou s q uestion Amend, 1U. To refer to a No Yes Limited Majority reconsider, committee previous question Amend, 11. Amend No Yes Yes Majority reconsider, previou s question Limit debate, 12 To postpone No Yes Yes Majority previous indefinitely question, reconsider Main motions: 13. a. General main No Yes Yes Majority All motions b. Specific main notions,. To take from the No Yes No Majority None table Limited debate, To reconsider Yes Yes Yes Majority previous question, table To reconsiderand None until Postpone have entered on the Yes Yes No called for definitely, none minutes To rescind No Yes Yes 213 All To expunge No Yes Yes 213 All To adopt a No Yes Yes Majority All resolution To adjourn No Yes Limited Majority Amend, (qua lified) reconsider General - To create orders of majority the day (spec.) No Yes Yes 2 Special - 13 All Amend, To amend reconsider (constitution, etc.) No Yes Yes Majority previous question, limited debate Incidental motions, To suspend rules No Yes No 213 None Towithdraw a motion No No No Majority Reconsider To read papers No Yes No Majority All Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 12 Page 217 of 275 To object to Yes No No 213 All con siderat ion To rise to a point of Yes No No Chair rules or None order majority To rise to Yes No No None None parliamentary inquiry To appeal from Yes Yes Limited Majority All except decision of chair amend To call for division of Yes No No Majority All house To call for division of No Yes No Majority All question (2007 Code § 2-38) 1.6A•10: MOTIONS FOR SPECIAL PURPOSES: Kind Of Motion 0bjieat Effect Kind Of Motion Object Effect To lay on theta ble Clear floor for more urgent business Delays action To call for previous question Secure immediate vote on pending Ends debate question To limit or extend time for debate Provide more or less time for Shortens or lengthens discussion discussion period To postpone definitely (to a certain Often gives more time for informal Delays action time) discussion and for securing followers To commit or refer To enable more careful consideration Delays action to be given Toamend To improve the motion To change the original motion To postpone indefinitely To prevent a vote on the question To suppress the question To raise a point of order To call attention to violation of rules Keeps group functioning according to parliamentary procedures To appeal from the decision of the To determine the attitude of thegroup Secures ruling of the group rather than chair on the ruling made by the chair by the chair To suspend the rules To permit action not possible under the Secure action which would otherwise rules be prevented by the rules To object to the con side ration of a Prevent wasting time on unimportant Suppress the motion question business To divide the question Secure more careful consideration of Secures action by parts pa rts To nominate Suggest names for office Places before the group names for consideration To make a request growing out of To secure information or ask to be Provide information pending business excused from a duty To fix the time at which to adjourn To have legal continuation of the Set s defi n ite cont in uation ti me meeting To adjou rn End the meeting Adjourn s the meeting To take a recess To secure an intermission Delays action To raise a question of privilege To correct undesirable conditions Corrects undesirable condition To call for the order of the day To secure adherence to order of Same as object bu s i ness To ta ke f rom t he ta ble Continue the consideration of the Continue consideration of question question To reconsider (only a member of the To reconsider the question Secures further consideration and prevailing side may make this motion) anothervote on the quest ion To reconsider and have entered on the To reconsider the question at the next Secures further consideration and minutes (only a member of the meeting anothervote on the quest ion prevailing side may ma ke this motion) To rescind Repeal action previously taken Same as object Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 13 Page 218 of 275 To ratify I Approves previous action taken Same as object (2007 Code § 2-39) 1-6A-11: ORDER OF BUSINESS AND AGENDA: A. Agenda: The order of business of each regular meeting shall be as contained in the agenda prepared by the city clerk. The agenda shall be a listing by topic of subjects to be con sidered by the city council. B. Order Of Business: The general rule as to the order of business in regular meetings shall be as follows,. 1. Reading of the call. 2. Roll call. 3. Proclamations. 4. Consent items; business licenses. 5. Items to be set for public hearing. 6. Appointments to boards and commissions. 7. Public hearings. 8. Public input. 9. Action items. 10. Adjournment. (Ord. 20-16, 6-6-2016) 1-6A-12: ORDINANCES, RESOLUTIONS AND MOTIONS: A. Form: Ordinances and resolutions shall be presented to the city council only in printed, electronic or typewritten form. B. Ordinances; Confined To One Subject; Exceptions: No ordinance except an appropriation ordinance, an ordinance adopting or embodying an administrative or governmental code, or an ordinance adopting a code or ordinance, shall relate to morethan one subject which shall be clearly stated in its title. C. Review By City Manager And City Attorney, All ordinances and resolutions shall be reviewed by the city manager and approved by the city attorney as necessary. D. Reading By Title Only: Upon being introduced, each proposed ordinance or resolution shall be read by title only, unless a member of the city council requests a full reading of the ordinance or resolution. E. Recordings Of Votes, The ayes and nays shall be taken upon the passage of all ordinances, resolutions or motions and entered upon the minutes of the city council. F. Method Of Voting: When any vote is called, each council member shall respond 'yes (aye)", "no (nay)", or "abstain". An abstention vote shall be considered as a vote with the prevailing side. G. Tie Vote: In the event of a tie in votes on any motion, the motion shall be considered lost. A council member may then direct to place the item on the next agenda. H. Numbering Ordinances And Resolutions: Upon passage, a number shall be assigned to each ordinance or resolution by the city clerk. I. Ordinance Passage Procedure: When passed by the city council, an ordinance shall be signed by the presiding officer, attested to by the city clerk, published in the designated newspaper and thereafter preserved in the office of the city clerk. (2007 Code § 2-41) 1-6A-13: COMMITTEES, BOARDS AND COMMISSIONS ESTABLISHED: A. Citizen Committees, Boards And Commissions: The city council may establish committees, board s, and commissions to assist in the conduct of the operation of the city government with such duties and powers as the city council may specify not inconsistent with this code or the laws of the state. B. Membership And Selections, Membership and selection of members of boards and commissions shall be as specified in this code or the code of Iowa. Any committee, board, or commission so established shall cease to exist upon the accomplishment of the special purpose for which it was created, or when abolished by a majority vote of the city council or as specified in the code of Iowa. C. Nominations: A nomination is the fbrmaI presentation to the city council of the name of th e ca n d idate for a position to be filled. Applications for vaca ncies sha II be received by the city clerk and presented to the city council for consideration at a regular or special council meeting. The nominations procedure shall be as follows, 1. Nominations are in order as soon as the presiding officer calls for them. 2. Nominations do not require a second. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 14 Page 219 of 275 3. Asa nomination is made, the presiding officer shall repeat the name. 4. No council member may nominate more than one candidate for each position. 5. If there are no further nominations, the presiding officer may declare the nominations closed. 6. A motion to reopen nominations requires a two-thirds F;3) vote. 7. Prior to voting but following the formal closing of nominations, nominations may be reopened by a motion which requires only a majority to carry. 9. After the nominations are closed, the city council proceeds to vote upon the names by a roll call vote. If candidate receives a majority vote of the city council, that candidate is appointed. 9. If no candidate receives a majority vote of the city council, a second roll call vote is then taken on those candidates voted upon the first time. 10. If no candidate is elected on the second roll call vote, a motion that only the two (2) highest sand idates on the previous roll call vote be considered on the third roll call vote is in order. D. Oath Of Office: Each person, upon appointment or reappointment to a board o r com mi ss ion, shall exec utean oath of office at the city clerk's office within ten (10) days of appointment or reappointment. E. Records! The city clerk shall maintain all applications, oaths of office, and appointment records of all members of boards and commissions. Applications of unsuccessful candidates for appointment to boards and commissions shall be maintained by the city clerk for one year after which time such application forms may be destroyed. F. Removal Of Members Of Boards And Commissions, The city council may remove any member of any board or commission which it has established. G. Residency Requirement: No person shall be appointed or reappointed to a committee, board or commission or ad hoc committee created by such committee, board or commission unless such person is, at the time of such appointment or reappointment, a resident of the city, and any person so appointed or reappointed shall maintain such residency during the term of the appointment or reappointment. Any member of a committee, board or commission or ad hoc committee created by such committee, board or commission who fails to maintain such residency shall bedeemed removed as of the date of such changeof residency, any provision in this code to thecontrary notwithstanding. H. City Employees Not Eligible: City employees, other than the city managerand the assistant city manager, are not eligible for appointment to any committee, board or commission. A committee, board or commission member employed by the city shall be deemed removed from such office as of the date of employment by the city. I. Attendance Report, The chairperson of each committee, board or commission shall report to the city council any member of committee, board or commission who failed to attend more than one-third (113)of the meetings of such committee, board or commission for the previous twelve (12) month period. (2007 Code § 2-42) 1-6A-14: RIGHTS OF PUBLIC: A. Addressing City Council, No person may address the city council by oral communication without the permission of the presiding officer. B. Manner Of Addressing City Council; Time Limit, Each person addressing the city council shall approach the microphone, shall give such person's name and address and, if representing an organization or another person, shall so state, in an audible tone of voice for the record, and, unless further time is granted by the presiding officer, shall limit such person's address to five (5) minutes. All remarks shall be addressed tothe city council as a body, not to any city officer or employee. No person, other than members of the city council and the person having the floor, shall be permitted to enter into any discussion, either directly or through the members of the city council. No questions shall be asked of individual council members nor of any city officer or employee, except through the presiding officer. C. Personal And Slanderous Remarks: Any person making personal, impertinent or slanderous remarks, or who shall become boisterous, while addressing the city council may be requested to leave the meeting and may be by the presiding officer barred from further audience before the city council. D. Written Communications, Any person or the person's authorized representatives, may address the city council by written communication in regard toany matter concerning the city's business or over which thecity council has control at any time by addressing such written communication to the city clerk. All such written communications must be received by the city clerk by twelve o'clock (12,00) noon of the Wednesday immediately preceding the regular cou ncil meeting in order that such material may be placed on the agenda for such meeting. E. Public I nput Agenda: Members of the public may address the city council on any action item on the agenda or on any matter not on the agenda concerning city business or over which the city council has control. Unless extended by the presiding officer, public input will be limited to thirty (30) minutes. (Ord. 20-16, 66-2016) 1-6A-15: SUSPENSION OF RULES: Any provision of these rules not otherwise governed by this code or the code of Iowa may be temporarily suspended by a Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 15 Page 220 of 275 vote of three -fourths (314) of the council members present. (2007 Code § 2-44) Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 16 Page 221 of 275 CITY OF DUBUQUE CITY COUNCIL W01,7,115PL110TA S11MCRIWA29RA:f*401kgIN [ell Section 1_ There are specific rules related to City Council communications on rezoning requests based on Iowa Supreme Court decisions_ The rules depend on the type of rezoning which is requested_ The communication rules differ if the case is atraditional or a quasi-judicial rezoning_ Section 2. Traditional rezoning is from one "standard" zoning district to another, such as OS Office Service to G3 Commercial, and conditional rezonings. With atraditional rezoning, which is considered a legislative matter, City Council members can, and should, consider and weigh all information available and there is no limitation on co mmu n i cati o n s with the applicant, supporters, opponents, or city staff or site visitation_ Section 3. Quasi judicial rezoning is a "specialized" zoning like a PUD Planned Unit Development or ID Institutional District that involves a conceptual development plan and custom regulations_ City Council members are prohibited from having contact with the applicant, supporters, opponents, or city staff or conducting site visits_ The decision must be based only upon information that is presented during the public hearing. Section 4. Iowa law for ex parte communications for quasi judicial rezoning requests is to accept presentation of verbal comments only at the public hearing and to refrain from site visits or activity outside of the public hearing_ Section 5. For traditional rezoning requests, Iowa law permits ex parte communication with applicants, supporters, opponents, or city staff or conducting site visits. The best practice and policy of the City Council is: a. to request that interested parties submit all written comments, including electronic comments, prior to the public hearing, to the City Clerk for presentation at the public hearing- b. to conduct site visits together as an entire City Council adhering to all open meetings req u i remen ts tri g g ered by such visits. Section 6_ For purposes of consistency and transparency, site visits conducted together by the entire City Council and communication through the City Clerk are strongly preferred_ Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 17 Page 222 of 275 Dubuque THE C City Clerk's Offioe City Hall 1 �rsk� DUUB 50 W. 13M Street Dubuque,IA 0of1-48fi4 (563) 5399-W9Ofa ice I I I I (5S3) 589-a89Qfax clyclerk@cdWfdubuque.org Masterpiece on the Mississippi 20QJ n-2— wAm.cityofdubuque.org TO: The Honorable Mayor and City Council Members FROM: Adrienne N_ Breiffelder, City Clerk DATE: April 4, 2022 SUBJECT: Guidelines for City Council Meetings The purpose of this memorandum is to share guidelines related to virtual participation and public input at City Council meetings. Virtual Participation at City Council Meetings Please notify me if you plan to virtually attend a City Council meeting as soon as feasible. It is helpful to have advanced notice of virtual participation for attendance purposes and so that city staff are best prepared to assist with any technical issues_ If connection is lost to GoToMeeting during virtual participation, then please text all of the following city staff members to communicate the connection issue: City Clerk Adrienne Breiffelder: 563-581-6473 City Manager Mike Van Milligen: 563-590-1659 City Attorney Crenna BrumwelI- 563-564-5996 Assistant City Manager Cori Burbach: 563-564-0343 Please do not text other council members during the City Council meeting. Texting other council members during a public meeting may result in public scrutiny that could lead to open records requests for all city council members' text messages. If there are issues connecting to GoToMeeting, first try logging out and logging back into the meeting. If the connection issue persists, then attempt to connect to the meeting on a different device_ For example, if connection issues occur with an iPad, then try dialing into the meeting via phone. Please keep the above city staff updated on your status of rejoining the meeting_ Public Input at City Council Meetings If council members individually receive written public input that they would like distributed to the entire city council, then the input may be forwarded to me_ I will email the input to the entire City Council and will announce receipt of the input during the appropriate section of the next City Council meeting. All City Council Members, as well as the City Manager, Assistant City Manager, and myself, are included on the distribution list for the Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 18 Page 223 of 275 "Contact Us" submissions from the city's website, so it is unnecessary to forward those notifications to me_ also wanted to address two questions that I received regarding public participation at the City Council Meetings: 1. How do we communicate our expectations to the public about participation at City Council meetings? developed a public input brochure with the Public Information Office to inform the public on the process for providing public input at City Council meetings. This brochure will be included with copies of the agenda for the public at Council Chambers. A copy of the brochure was included on the April 0 Consent Agenda_ 2. Are there any protocols for verifying if public input is submitted by non- residents? There is no limitation prohibiting participation by non-residents_ Council members who would like to verify the residency status of participants may input the participant's address into Beacon, a public access portal that allows users to view various County and City information, including residency information. Council members who need clarification on verifying addresses are welcome to contact me. Please feel free to contact me if you have any questions_ Thank you_ cc: Mike Van Milli gen, City Manager Crenna Brumwell, City Attorney Cori Burbach, Assistant City Manager Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 19 Page 224 of 275 City of Dubuque CODE OF CONDUCT FOR CITY COUNCIL Adopted June 21 2021 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 20 Page 225 of 275 City of Dubuque Code of Conduct for City Council Table of Contents Introduction----------------------------------------------------------------------------------p. 2 Overview of Roles and Responsibilities----------------------------------------------p. 24 Policies and Protocol Related to Conduct ------------------------------------------- p. 4-6 City Council Conduct with One Another----------------------------------------------p. 6-9 Council Conduct with City Staff---------------------------------------------------------p. 9-12 Council Conduct with the Public--------------------------------------------------------p. 12-15 Council Appointments as Council Representative---------------------------------p. 15 Council Conduct with Other PublicAgencies--------------------------------------- p. 15-16 Council Member Conduct with Commissions, Committees, and Board ----- p. 16-17 Council Conduct with the Media--------------------------------------------------------p. 17-19 Council Conduct with Legislators-------------------------------------------------------p. 19 Sanctions-------------------------------------------------------------------------------------p. 19-20 Social Media Guidance-------------------------------------------------------------------p. 20-23 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 21 Page 226 of 275 INTRODUCTION This Code of Conduct s designed to describe the evay Council Members should treat one another, City staff, constituents, and others they encounter In representing the City of Dubuque As elected representatives of the citizens of the City of Dubuque, it is essential that each Council Member's behavior be consistent with the level of responsibilities and duties of govemance entrusted to them by the people of the City of Dubuque. The constant and consistent theme throughout of the Code of Conduct is "respect " Council Members experience tremendous stress in making decisions that could impact thousands of fives. Despite these pressures, elected officials are called upon to always exhibit appropriate behavior. Demonstrating respect for everyone through words and actions is the touchstone that can help guide Council Members to do the right thing in even the most difficult situations. Such respect is the cornerstone of civility. The overall principles and guidelines contained in this Code of Conduct also describe the way the City Manager, City Clerk. City Attorney, and members of boards and commissions are expected to treat one another, City staff, and all others they encounter in representing the City of Dubuque. This Code of Conduct is in addition to the roles, responsibilities, procedures, and requirements contained within the Iowa Code and the City of Dubuque Code of Ordinances. The City Council shall review this Code of Conduct on an annual basis to determine if revisions are necessary. If no revisions are necessary, the City Council shall affirm its dedication to the principles contained herein. OVERVIEW OF ROLES AND RESPONSIBILITIES MAYOR The Mayor seres as the official spokesperson for the City, presides at City Council meetings, sets the City Council agenda with staff, signs documents, assists the City Council in setting goals and advocating policy decisions, and serves as official delegate to the United States Conference of Mayors, National League of Cities, and Iowa League of Cities. The Mayor coordinates directly with City Clerk, City Attorney and City Manager MAYOR PRO TEM The Mayor Pro Tern serves a term of eight (8) months and performs the duties of the Mayor if the Mayor is unable to do so (i.e , chairs City Council meetings, represents the City at ceremonial functions, etc.)_ Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 22 Page 227 of 275 Council Members shall serve as Mayor Pro Tern as provided in City of Dubuque Code of Ordinances Section 1-6-3. In the event of a vacancy in the office of a Council Member while such Council Member is serving as Mayor Pro Tem, the person appointed or elected to fill such vacancy shall serve the remainder of the term of Mayor Pro Tern When neither the Mayor nor the Mayor Pro Tern are available, or are unable to act, the Council Members in the following order of succession shall serve as temporary chair performing the Mayor's duties: • Council Member at large who has served the longer consecutive term in office; • Ward Council Member who has served the next longest consecutive term in office. and so on If the consecutive terms of ward Council Members in such order are the same, then in alphabetical order VOTING BY MAYOR, MAYOR PRO TEM, AND COUNCIL MEMBERS All members of the City Council, including those serving as Mayor and Mayor Pro Tern have equal votes. All Council Members must • Demonstrate honesty, integrity, and civility in every action and statement • Fully participate in City Council meetings and other public forums while demonstrating respect. kindness, consideration, and courtesy to others. • Prepare in advance of Council meetings and be familiarwith issues on the agenda • Make a reasonable effort to address questions with the City Manager before meetings to receive answers to questions regarding the agenda. • Be respectful of other people's time Stay focused and act efficiently during public meetings. • Serve as a model of leadership and civility to the community • Inspire public confidence in Dubuque City government • Provide contact information to the City Manager's staff in case an emergency or urgent situation arises while the Council Member is out of town • Participate in scheduled activities to increase team effectiveness. • Act in such a way to legally protect the City as an organization. MEETING CHAIR The Mayor will chair official meetings of the City Council unless the Mayor Pro Tern or another Council Member is designated as Chair of a specific meeting. The Chair of meetings • Maintains order, decorum, and the fair and equitable treatment of all speakers • Keeps discussion and questions focused on the specific agenda item under consideration • Makes parliamentary rulings with advice, if requested, from the City Attorney who Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 23 Page 228 of 275 acts as an advisory parliamentarian Chair rulings may be overturned if a Council Member makes a motion as an individual and the majority of Council votes to overrule the Chair POLICIESAND PROTOCOL RELATED TO CONDUCT AGENDA ITEMS The City Clerk, City Attorney, and City Manager jointly, with the approval of the Mayor. shall determine agenda items for City Council meetings Council Members may request in writing to the Mayor that an item be placed on a future agenda with an explanation for the request. Prior to a directive being issued to City staff for research on a potential agenda item, the Mayor will, at a future meeting, introduce the request and explanation for the request to determine if there is Council "consensus" (majority) for the item to be placed on a future agenda CEREMONIAL EVENTS City staff will handle requests for a City representative at ceremonial events. The Mayor will serve as the designated City representative. If the Mayor is unavailable. then City staff will determine if event organizers would like another representative from the City Council If yes, then the Mayor Pro Tern will be asked to serve as a substitute, if the Mayor Pro Tem is unavailable, the request will go to Council Members in the order of their seniority Invitations received at City Hall are presumed to be for official City representation. Invitations addressed to individual Council Members at their homes are presumed to be for unofficial, personal consideration, unless otherwise indicated, and Council Members are expected to represent the City of Dubuque in a formal capacity. ENDORSEMENT OF CANDIDATES Council Members have the right to endorse candidates for all City Council seats or other elected offices in their personal capacities It is inappropriate to mention personal endorsements during City Council meetings or other official City meetings. It is prohibited for Council Members to endorse candidates for City Council seats or other elected offices in their official capacities USE OF CITY PROPERTY AND RESOURCES Council Members may not use, or permit others to use, any City funds property, or personnel for profit or for personal convenience or benefit, except a When available to the public generally, or to a class of residents, on the same terms and conditions; b When permitted by policies approved by the local legislative body, or c. When, in the conduct of official business, used in a minor way for personal convenience. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 24 Page 229 of 275 LEGISLATIVE PROCESS The City Council follows parliamentary procedure for the management of meetings. The City Attorney shall act as the City Council's parliamentarian using Robert s Rules of Order as a guideline. PUBLIC COMMENT ON AGENDA AND NON -AGENDA ITEMS During a designated period of the agenda, the public may comment on any item of interest that is within the subject matter Jurisdiction of the City Councl. Generally, a speaker will be limited to five (5) minutes The total time available for public comment shall be thirty (30) minutes The Council may not act on or discuss any item that does not appear on the City Council meeting agenda. PUBLIC INQUIRIES The City Council routinely receives inquiries from the public, mainly through the City website. The City Council will require certain fields of information be provided in order to submit a request via the City website, understanding that some information may be redacted in accordance with the provisions of Iowa Code §22.7 upon submission of an open records request. The City Manager shall see that a person submitting an inquiry receives a response. This does not preclude a Council Member from also responding to a citizen inquiry. Requests from the public to create a new ordinance, or to amend an existing ordinance shall be submitted in writing to the City Clerk City staff will prepare official letters in response to public inquiries and concems, as appropriate These letters will carry the signature of the Mayor unless the Mayor requests the City Manager sign the letters. If correspondence is addressed only to one Council Member, that Council Member should generally check with the City Manager, City Attorney, or City Clerk on the best way to respond to the sender In the event a Council Member, as an elected representative feels compelled to express an opinion on a matter, it shall be with the express understanding and stated as such, that it is the Council Member's personal opinion and does not in any way represent the position of the City Council Nor under any circumstances, should a Council Member state or attempt to represent the position of the City Council or of another Council Member. Council Members may rec& a public inquiries via email and may choose to respond directly via email. All such correspondence is considered a public record and should be treated as such. As with official letter responses to public inquines, if a Council Member feels compelled to express an opinion on a matter, it shall be with the express understanding, and stated as such, that it is the Council Member's personal opinion and does not in any way represent the position of the City Council. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 25 Page 230 of 275 PUBLIC HEARING MEETING PROTOCOL The applicant or appellant shall have the right to speak first after staff presentation regarding the item being appealed. The Chair will determine the length of time allowed for the applicant or appellant Speakers representing either pro or con points of view will be allowed to follow the applicant or appellant. The Chair will determine and announce limits on speakers at the beginning of the public hearing process. Generally, each speaker will be allocated five (5) minutes but applicants and appellants, or their designed representatives, may be allowed additional time If many speakers are anticipated, the Chair may shorten the time limit and!or ask speakers to limit themselves to new information and points of view not already covered by previous speakers. No speaker will be turned away unless he;she exhibits inappropriate behavior Each speaker may only speak once during the public hearing unless the City Council requests additional clarification later in the process. After the close of the public hearing, no more public testimony will be accepted unless the Chair reopens the public hearing for a limited and specific purpose. The applicant or appellant will be allovved to maKe closing comments. The Chair has the responsibility to run an efficient public meeting and has the discretion to modify the public hearing process to make the meeting run smoothly and�or accommodate extenuating circumstances Established protocol dictates that Council Members do not express opinions during the public hearing portion of the meeting except to ask pertinent questions of the speaker or staff To maintain proper public decorum, it is important that Council Members refrain from arguing or debating with the public during a public hearing and always show respect for different points of view. Main motions may be followed by amendments, followed by substitute motions. Any Council Member may call for a point of order. Only Council Members who voted on the prevailing side may make motions to reconsider Council Members who desire to make the first motion on issues that they feel strongly about should discuss their intentions wdh the Chair in advance of the City Council meeting CITY COUNCIL CONDUCT WITH ONE ANOTHER City councils comprise individuals with a wide variety of backgrounds, education, personalities, values. opinions, and goals Despite this diversity, all City Council members have chosen to serge in public office to preserve and protect the present and the future of the community. In all cases this common goal respectfully acknowledges Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 26 Page 231 of 275 this potential diversity of opinion and viewpoint even as Council Members may "agree to disagree" on contentious Issues. IN PUBLIC MEETINGS During public meetings, Council Members should: • Use formal titles. Council Members should generally refer to one another formally during public meetings as Mayor, Mayor Pro Tem, Council Member followed by the individual last name, or the Members preferred title (Mr., Mrs., Ms., Miss, etc.) followed by the mdividual's last name. • Practice civility and decorum in discussions and debate. Difficult questions, tough challenges to a particular point of view, and criticism of ideas and information are legitimate elements of a free democracy in action This does not, however, grant the right for Council Members to make belligerent, personal, impertinent, slanderous, threatening, abusive, or disparaging comments. No shouting or physical actions that could be construed as threatening and othervose disruptive will be tolerated. Disruptive behamr, at the direchon of the Council, can result In expulsion from the proceedings. • Honor the role of the Chair in maintaining order It is the responsibility of the Chair to keep the comments of Council Members on track dunng public meetings. Council Members should honor efforts by the Chair to focus discussion on current agenda items If there is a disagreement about the agenda or the Chair's actions those objections should be voiced politely and with reason, following parliamentary procedures. Differences of opinion of what constitutes appropriate versus inappropriate shall be resolved by consensus of the full Council at an appropnate time. • Avoid personal comments that may offend other Council Members If a Council Member is personally offended by the remarks of another Council Member, the offended Council Member should make notes of the actual words used and call for a "point of personal privilege' that challenges the other Council Member to justify or apologize for the language used. The Chair will maintain control of the discussion. • Demonstrate effective problem -solving approaches Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 27 Page 232 of 275 Council Members have a public stage to show how individuals with different points of view; can find common ground and seek a compromise that benefits the community. • Refrain from sidebar conversations with other members of the Counci staff, or board1commission members. • Attain efficiency by s+mply stating "I agree", rather than restating a point. • Feel comfortable communicating the reasoning for their voting decision. After the decision has been made. Council Members should acknowledge and accept the body s decision and move forward • Vote on all matters before the City Council unless a conflict of interest exists. In the event a conflict of interest is present, a City Council member should announce the conflict and abstain from voting. • Avoid ex parte communication with other members of the body or members of the public on matters on the agenda, with exceptions for emergencies. • Avoid the use of electronic devices and phones during meetings. • Focus attention on the speaker presenting to the body. IN CLOSED SESSION The same rules of conduct and civility shall apply in a closed session, just as they would in a regular open meeting of the City Council Council Members will receive information that is confidential in closed session or through written communication. Disclosure of confidential information to individuals outside of City Council members. City staff, or other City representatives may be a violation of the attorney -client or other legal privileges. The privileges are held by the City Council as a whole Only the City Council acting as a full body can waive privileges. It is a breach of these protocols and a violation of their fiduciary duty for an individual Council Member to provide confidential or privileged information to a third party prior to final action by the City Council on an item in open session This protocol shall not be construed as prohibiting the City Manager or the City Attorney from distributing confidential information to other City staff to the extent reasonably necessary to implement Council direction or fulfill their responsibilities to the organization Any staff member receiving such information is also subject to the privilege and may not warve the privilege No recordings shall be made by a Council Member during closed session. The only recording shall be the recording by the City Clerk required by law Council Members may not use confidential information obtained formally or informally as part of their work for the City for personal benefit or make such information available in a Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 28 Page 233 of 275 manner where it would be reasonably foreseeable that the Council Member would benefit from It. Final action by any governmental body on matters discussed in closed session will be taken in an open session unless prohibited by Iowa Code. Council Members may speak publicly on an item that previously appeared in closed session, only after the body nas taken final action in a public session of the body on the item and the comments must be limited to the publicly available information. IN PRIVATE ENCOUNTERS In private encounters, Council Members should Continue respectful behavior The same level of respect and consideration in differing points of view that is deemed appropriate for public discussions should be maintained in private conversations. Be aware that the insecurity of written notes, voicemail messages, email, and social media and platforms allow words written or said without much forethought to be distributed wide and far. It could create unpleasant consequences and cause embarrassment Written notes, voicemail messages. email, and social media platforms should be treated as potentially "public' communication and part of the public record Be aware that private conversations can have a public presence. Elected officials are always on display - their actions mannerisms, and language are monitored by people around them that they may not know. Conversations occurring at lunch -kNgth friends will be eavesdropped upon, parking lot exchanges and debates will be watched. and casual comments between individuals before and after public meetings noted Council Members must always behave in a manner reflective of the trust placed in them by the public. COUNCIL CONDUCT WITH CITY STAFF Every effort should be made to be cooperative and show mutual respect for the contributions made by everyone for the good of the community The City of Dubuque is governed by the council -manager -ward form of government in Iowa Code §372.6 The City Council makes policies and fundamental governmental decisions; the City Manager is charged with implementing those policies and decisions and administering Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 29 Page 234 of 275 the day-to-day affairs of the City with the assistance of the City Manager's staff The City Council has direct authority over the City Manager, the City Clerk, and the City Attorney; all other employees of the City are under the direct authority of the City Manager Following this hierarchy is important to the success of the basc structure and to maintaining positive and effective working relationships between the City Council and employees and will prevent any confusion andlor inefficiency associated with potentially contradictory direction. City Council members should- 0 Treat all staff as professionals. Clear, honest communication that respects the abilities experience, and dignity of everyone is expected. Poor behavior toward staff is improper, disrespectful, and, as such, inappropriate and unacceptable • Limit contact to specific City staff Questions of City staff and±or requests for additional information or services should be directed only to the City Manager. If, in the opinion of the City Manager, the request makes sense and requires little staff time and,or resources, the City Manager can direct the appropriate department to fulfill the request. • Not disrupt City staff from their lobs. To maintain efficiency in daily activities, it is important that Council Members not disrupt City staff while they are in meetings, on the telephone, or engaged in performing their job functions to have their individual needs met • Respect City staff time Given ongoing fiscal constraints and limited staff and City Council brne, individual Council Members should minimize memos and maximize face-to-face interaction with other Council Members or staff In this respect. individual Council Members should schedule meetings with their counterparts or the City Manager depending on the issue to be discussed. As a matter of courtesy and mutual respect, Council Members and staff should keep their scheduled meetings or call in advance to cancel or reschedule Council Members should also remain cognizant of open meeting legal requirements 10 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 30 Page 235 of 275 • Request information All Council Members will receive the same material and information to make legislative and other policy decisions and all requests for information should be made to the City Manager to ensure consistency. If a Council Member requests research on an issue, the Cdy Manager shall provide such research if it does not require extensive hme or effort. The City Manager shall determine if the research is "extensive" or not. If the issue is complex and requires extensive staff time, the request must be approved by the City Council If a Council Member needs to review a document maintained in the City's records system, upon request to the City Manager, City staff will retrieve the requested document. The City Manager is legally responsible for the management and retention of City records, and only City staff is authorized to retrieve information from the records system. Because of the associated costs, individual Council Members shall not make direct contact to City or Agency consultants or outside legal counsel requesting information, research. or service. Any request should be directed to the City Manager Confidential private financial statements are not provided to individual Council Members or the City Council without the concurrence of the City Attorney • Never publicly criticize an individual employee. Council Members should never express concerns about the performance of a City employee in public, to the employee directly, or to The employee's manager Comments about staff performance should only be made to the City Manager through preaate correspondence or conversation • Not get involved in administrative functions. To prevent raising concerns of misdeeds, or questionable motives, Council Members must not attempt to influence City staff on the making of appointments, awarding of contracts, selection of consultants, processing of development applications, or granting of City licenses and permits. • Check with City staff on correspondence before acting. To prevent conflicting statements or duplications. the Mayor, through consultation with the City Manager, should respond to communications addressed to the entire City Council When it Is unclear whether some correspondence is to an individual Council Member or the City Council as a whole, Council Members should consult with the Mayor or City Manager to determine the appropriate response Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 31 Page 236 of 275 • Council Members are discouraged from representing a viewpoint when attending public meetings with City staff unless requested by the City Manager. Council Members correctly feel their presence at public meetings demonstrates an interest in the issue. However, such presence may also leave the public with an impression of the Council Member's position on the issue that may or may not be the position of the Council Members or the City Council Even if the Council Member does not comment at the public meeting the Council Member's presence may impact the meeting by implying support, showing partiality, intimidating staff, and hampering City staffs ability to do their job objectively This possible impact should be avoided because when the item does come before the City Council, Council Members' deliberative process may have produced a different outcome. which may be viewed as the Council Member misleading the public Staff will always provide the public with this explanation of why the City Council is not present at the meeting. • Request additional staff support. Requests for additional staff support, even in high priority or emergency sduations should be made to the City Manager or Assistant City Manager, City Attorney, or City Clerk, depending on who is responsible for allocating City resources for the situation to maintain a professional well -run City government • Not solicit political support from staff. Council Members should not solicit any type of political support (financial contributions, display of posters or lawn signs, name on support lists, etc.l, from City staff City staff may, as private citizens with constitutional rights, support political candidates but all such activities must be conducted away from the workplace. • Critical comments about staff shall only be made to the City Manager and only through correspondence or conversation outside a public setting. • Council members shall follow proper procedures to request information and submit requests. Proxies shall not be used to avoid following proper procedures. COUNCIL CONDUCT WITH THE PUBLIC IN PUBLIC MEETINGS Making the public feel welcome is an important part of the democratic process No signs 12 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 32 Page 237 of 275 of partiality, prejudice, or disrespect should be evident on the part of individual Council Members toward an individual participating in a public forum. Every effort should be made to be fair and impartial in listening to public comments_ Council Members should • Be welcoming to speakers and treat them with care and respect Remember that most people who address the City Council are not professional speakers and are not accustomed to speaking in public and even those that are may be intimidated by the situation • Be fair and equitable in allocating public hearing time to individual speakers Public hearings provide the opportunity for the public to provide comment and feedback to the City Council on issues that are of importance to them and sometimes these comments can cause the meeting to go much longer than anticipated. However, each member of the public who wishes to speak should be given equal consideration and attention and not rushed, but each speaker is expected to stay within the allocated time • Actively listen. Ustening is a critically important skill In the interest of courtesy and decorum. Council Members should listen patiently to various opinions from all quarters. It can be disconcerting to speakers to have Council Members not look at them when they are speaking It is fine to look down at documents or to make notes but reading for a long period of time cr gazing around the room gives the appearance of disinterest and may unintentionally offend the speaker As a public official it is also important to be aware of facial expressions, especially those that could be interpreted as "smirking", disbelief, anger, or boredom. • Ask for clarification but avoid debate and argument with the public. Only the Chair - not individual Council Members - can interrupt a speaker during a presentation. However, a Council Member can ask the Chair for a point of order if the speaker is off topic or exhibiting behavior or language the Council Member finds inappropriate If speakers become flustered or defensive by Council Member questions, it is the responsibility of the Chair to calm and focus the speaker and to maintain the order and decorum of the meeting Questions by Council Members to members of the public speaking should seek to 13 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 33 Page 238 of 275 clarify or expand information. It is never appropriate for elected officials to challenge or belittle a speaker. Council Members' personal opinions or inclinations about upcoming votes should not be revealed until after the public hearing is closed. • Not communicate electronically with citizens about agenda items during a meeting_ • Not engage in personal attacks of any kind under any circumstance. Council Members should be aware that their body language and tone of voice may appear to be Intimidating or aggressive to some speakers. • Follow adopted parliamentary procedure in conducting public meetings. The City Attorney serves as parliamentanan for the City and is available to answer questions or interpret situations according to parliamentary procedures. Final rulings on parliamentary procedure are made by the Chair subject to an appeal by the full City Council. IN UNOFFICIAL SETTINGS Council members should: • Make no promises on behalf of the City Council. No individual Council Member has the authority to represent or make commitments on behalf of the City Council unless such person has explicitly been authorized by the respectrve body Council Members will frequently be asked to explain a City Council action or to give their opinion about an issue as they meet and talk with constituents in the community. It is appropriate to give a brief overview of City policy and to refer to City staff for further information It is inappropriate to promise City Council action overtly or implicitly or to promise City staff will do something specific (fix a pothole, remove a street tree, plant new flowers in the median, etc.). • Make no personal comments about other Council Members. It is acceptable to publicly disagree about an issue, but it is unacceptable to make derogatory comments about other Council Members, their opinions, and actions Doing so may undermine confidence in and respect forthe City Council as a body Remember that the City of Dubuque is a small town at heart. Council Members are constantly being observed by the community every day that they serve in office. The behaviors demonstrated, and comments made serve as models for 14 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 34 Page 239 of 275 proper deportment in the City Honesty and respect for the dignity of everyone should be reflected in the words and actions taken by Council Members. It is a serious and continuous responsibility • Communicate the decisions of Council. Accurately communicate the majority decisions of the City Council even if you personally disagree with the decision. Acknowledging and accepting the decisions of the body affirms the respect and integrity of the decision -making process. COUNCIL APPOINTMENTS AS COUNCIL REPRESENTATIVE When appointed to a board, committee, or commission on behalf of the City attendance at meetings is expected. If attendance is an issue due to the timing of the meetings this shall be discussed with the Mayor to explore an opportunity to appoint a different member to the board to properly represent the City with said organization. Examples Dubuque Racing Association Dubuque Chamber of Commerce. Greater Dubuque Development Corporation, Dubuque Main Street. COUNCIL CONDUCT WITH OTHER PUBLIC AGENCIES Council Members should Be clear about representing the City versus personal interests If a Council Member appears before another governmental agency or organization to give a statement on an issue, the Council Member must clearly state if the Council Members statement reflects the Council Member's personal opinion or the official position of the City Council and whether it is the majority or minority position of the City Council. If the Council Member is representing the City, the Council Member must support and advocate the official City position on an issue, not a personal position. If the Council Member is representing another organization whose position is different from the position of the City, the Council Member should withdraw from voting on the issue if it significantly impacts or is detrimental to the City's interests CouncilMembers should be clear about which organizations they represent and inform the Mayor and Council of their involvement • Be clear in correspondence about representation. City letterhead may be used when the Council Member is representing the City �7 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 35 Page 240 of 275 and the City's official position. A copy of the correspondence should be given to the City Clerk to be fled as part of the permanent public record. City letterhead shall not be used for correspondence of Council Members representing a personal point of view or a dissenting point of view from an official City Council position. COUNCIL MEMBER CONDUCT WITH COMMISSIONS, COMMITTEES. AND BOARDS The City has established commissions committees, and boards as a means of gathering more community input. Citizens who serve as such commissions, committees, and boards become more involved in government and serve as advisors to the City Council They are a valuable resource to the City's leadership and should be treated with appreciation and respect. Council Members should. If attending a commission, committee, or board meeting, be careful to primarily listen and only express the Council Members own opinions unless officially representing the Council at the meeting for a specific purpose which has been previously decided by the Council as a body. Council Members may attend any commission, committee, or board meeting, which are always open to any member of the public However Council Members should be sensitive to the way their participation, especially if it is on behalf of an individual, business, or developer, could be viewed as unfairly affecting the process. Any public comments by a Council Member at a commission, committee, or board meeting should be clearly made as the Council Member's own opinion and not a representation of the position of the City Council. • Limit contact with commission, committee, or board members to questions of clarificatbon- It is inappropriate for a Council Member to contact a commission, committee, or board member to lobby on behalf of an individual, busiress or developer. It is acceptable for Council Members to contact commission, committee, or board members to clarify a position taken by the commission, committee or board. • Remember that commissions, committees, and boards serve the community, not individual Council Members. 16 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 36 Page 241 of 275 The City Council appoints individuals to serve on commissions, committees, and boards and it is the responsibility of these groups to follow policy established by the City Council. Commission, committee, and board members do not report to individual Council Members, nor should Council Members feel they have the power or right to threaten members with removal if they disagree with them about an issue. Appointment and reappointment to a commission committee, or board is governed by the Code of Ordinances and should be based on such criteria as expertise, ability to work with staff and the public, commitment to the community, and to fulfilling official duties • Be respectful of diverse opinions. A pnmary role of commissions, committees, and boards is to represent many points of view in the community and to provide the City Council with advice based on a full spectrum of concerns and perspectives. Council Members may have a closer working relationship with some individuals serving on commissions, committees, and boards, but Council Members must be fairand respectful of all citizens serving on commissions, committees and boards Keep political support away from public forums. Commission, committee and board members may offer political support to a Council Member, but not in a public forum while conducting official duties Conversety• Council Members may support commission, committee, or board members who are running for office, but not in an official forum in their capacity as a Council Member. COUNCIL CONDUCT WITH THE MEDIA Council Members are frequently contacted by the media for background and quotes. Advice for Council Members dealing with the media. • Never go "off the record". Most members of the media represent the highest levels of journalistic integrity and ethics and can be trusted to keep their word But one bad experience car be catastrophic Words that are not said cannot be quoted. • Avoid saying "no comment' 17 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 37 Page 242 of 275 This statement can easily be misconstrued If a Council Member does not have the information available, it is best to say so and let the media know when the information will be available, that information isstill being gathered, and then make certain to ensure there is follow through to provide further response to the individual. Follow through can be, but is not limited to a referral to a designated point person for a particular matter. • Don't be afraid to say, "I don't know'. I` a Council Member does not know the answer to a question, it is best to just say so, then find out. It is helpful to ask the media for their deadline and then get back to them on time • Don't speculate; avoid hypothetical questions • Be positive, not defens4ve. • Think twice speak once Choose words carefully and cautiously • Don't fill the silence Silence can be a tool used by the media to keep a Council Membertalking in hopes of obtaining more information The only thing that should be said to fill a silence is the Council Member's own prepared key message(s) • Don't lose your composure A Council Member may win the battle but will always lose the war. • Don't argue with the media. Arguing with the media is a no -win situation. A Council Member who is calm in temperament will sound like a sensible adult and a good image to convey. Keep in mind that editing has final control, and an argument may be the only thing shown on the evening news. • Never he. It is better not to express an opinion than to fabricate a response that may not be entirely factual and would tend to mislead the press • Inform the City Manager or Public Information Officer if you are misquoted in a news story or by the media, as there may be an opportunity to request a correction or clarification • Providing comment and opinion to the media on matters of public concern or that 18 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 38 Page 243 of 275 will come before the body in an upcoming public meeting outside of a public meeting is acceptable as the information will be distributed to the public as a result of the conversation 'One caveat to this is zoning matters When contacted by the media on a zoning matter, Council Members should review the legal parameters associated with the specific type of rezoning requested. A discussion wrth the City Attorney is advised as a precaution. COUNCIL CONDUCT WITH LEGISLATORS Council Members should rely on the City's Legislative Priorities when communicating with legislators When issues come up during legislative session beyond the City's Legislative Priorities, the City Manager will be the coordinator of information on the particular issue to be provided for City Council use SANCTIONS PUBLIC DISRUPTION Members ofthe publicwho do not follow proper conduct after a ,varning in a public hearing may be barred from further speaking at that meeting or removed from the City Council Chambers. INAPPROPRIATE STAFF BEHAVIOR City staff members who do not follow proper conduct in their dealings with Council Members, other City staff, or the public will be referred to the City Manager. Employees may be disciplined by the City Manager in accordance with Crty policies and procedures. COUNCIL MEMBERS BEHAVIOR AND CONDUCT City Council Members who intentionally and repeatedly do not follow proper conduct as outlined in this Code of Conduct may be reprimanded or formally censured by the City Council, lose seniority or committee assignments (both within the City or with intergovemmental agencies), or have official travel restricted Serious infractions of this Code of Conduct could lead to other sanctions as deemed appropriate by the City Council. It is the responsibility of the individual Council Member to initiate action if a Council Member's behavior may warrant sanctions. The alleged violation(s) may be presented to the full City Council in a public meeting. The City Council may issue public censure should a Council Member be found in violation of this Code of Conduct. If a violation of this Code of Conduct is outside of the behaviors observed by the City Council, then subsequent investigation and potential sanctions may be reviewed and approved by the City Council. 19 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 39 Page 244 of 275 City Council Members who are alleged to be in violation of Iowa law or guidelines may be referred to the appropriate agencies. The applicable state code sections include. 66.1A Removal by court. Any appointive or elective officer, except such as may be removed only by impeachment, holding any public office in the state or in any division or municipality thereof may be removed from office by the district court for any of the following reasons: 1 Forwillful or habitual neglect or refusal to perform the duties of the office 2 For willful misconduct or maladministration in office. 3 For corruption 4 For extortion. 5 Upon conviction of a felony. 6 For intoxication, or upon conviction of being intoxicated 7 Upon conviction of violating the provisions of chapter 68.A. 66.2 Jurisdiction. The jurisdiction of the proceeding provided for in this chapter shall be as follows 1. As to state officers whose offices are located at the seat of government the district court of Polk county. 2 As to state officers whose duties are confined to a district within the state, the distinct court of any county within such district. 3 As to county, municipal, or other officers, the drstnct court of the county in which such officers' duties are to be performed, 66.3 Who may file petition The petition for removal may be fled: 1 By the attorney general in all cases 2 As to state officers, by not fewer than twenty-five electors of the state. 3. As to any other officer, by five registered voters of the district, county, or municipality where the duties of the office are to be performed. 4 As to district officers, by the county attorney of any county in the distinct 5 As to all county and municipal officers, by the county attorney of the county where the duties of the office are to be performed. �Y�ZeIEff 1,41991►_ cmllDLLL0I4 Understanding Council Members may opt to manage multiple social media accounts, this information is intended to provide guidance. Council Members have options related to social media platforms. They include Avoiding social media o No legal risk. o Limits forms of communication to and from the public. 20 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 40 Page 245 of 275 Limits information sharing opportunities with constituents. • Information -only site. Limits the risks of First Amendment violations. Loss of interaction with citizens. • Fully interactive social media platform presence Maximizes benefits of social media Be prepared for First Amendment disputes. Council Members may maintain the following pages or accounts: • Personal • Official Council Person PageiAccount • Campaign PageiAccount Council Members should clearly distinguish private social media accounts by adding disclaimers on election and personal accounts, and not using the account for City business Official Council Member pages+accounts may not be used for campaign - related purposes Social media should not be used to conduct official City business other than to informally communicate with the public. Polls on issues should be avoided as it may lead to publicizing a Council Member's position on an issue outside of a public meeting Examples of business that may not be conducted through social media are • policy decisions • official public notices • discussing items of legal, governmental or fiscal significance that have not previously been released to the public through official channels like the City's website or Council meetings Stick with helpful but non -controversial posts Official Council Member pages are public forums and must follow the requirements of the First Amendment. Deleting or suppressing comments or blocking users from social media platforms on the basis of viewpoint is unconstitutional Content which is outside the regulation of the First Amendment (obscenity, true threats, abusive and harassing speech) may be restricted, but should be done with caution and in consultation with the City Attorney. Reasonable limitations may be placed on the number of times specific users may comment or post to ensure the discussion remains engaging informative, and productive. A limit should oe set in discussions with the City Attorney Advertising and solicitations may be restricted Due process is required if a user will be limited in relation to a Council Member's official social media platform and should be addressed through the City Attorney The content and tenor of all social media communications should model the same professional behavior required by this Code of Conduct. 21 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 41 Page 246 of 275 Posts by Council Members regarding quasi-judicial issues. where the City Council acts in a manner similar to a court, are prohibited. Example zoning applications Council Members' social media sitesshould contain links directing users back to the City's official website for in-depth information, forms, documents, or online ser.,ices Wien Council Members use social media to comment on a City issue, Council Members should add value to the comaersation by staying focused on the issue. They should not post comments amounting to name-calling or ridiculing of colleagues, staff, or residents Communications posted by Council Members should include the following disclaimers "The views expressed here do not represent those of the City Council or the City of Dubuque but my views as an individual. Responses by other Council Members may be limited as state law prohibits discussion of City business outside open public meetings, comments posted in response to Council Member communications may be subject to disclosure under the open records laws." To demonstrate openness and a willingness to listen to the entire community, Council Member posts on social media sites should be made through a public -facing page or by marking individual posts as available to the public as a whole. Council Members must refrain from using official Council Member pages or accounts to participate or comment within closed groups or on private pages -accounts Back and forth communications among Council Members on social media platforms should be avoided because such communications may constitute serial meetings in violation of the open meetings law. Refraining from commenting on other Council Members social media posts vvill help to avoid such violations. Social media content related to the conduct of government business or the performance of any governmental or proprietary function is subject to disclosure as required by open records laws and records retention requirements. Council Members may be called upon to produce social media content in response to public records requests. All social media content with retention value must be maintained for the required retention period on a City server in an easily accessible format that preserves the integrity of the original record to the extent possible. Council Member postings to social media sites must be retained by the posting Council Member Printing electronic records does not satisfy retention requirements. Social media postings should be captured by sc,een shots or other formats and emailed to the Council Member's City email account. Members should consult with the City Clerk's Office for assistance with retention questions. To keep a personal account from becoming subject to public records requirements, consider some basic precautions W Post a disclaimer on the personal account that identifies the account purpose and that the opinions expressed are the Council Member's own opinions 22 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 42 Page 247 of 275 • Limit the account content to personal use • Understand and use privacy settings to manage the account • Have a plan in place to respond to or forward City -related comments to the City including how the record is retained Don't: • Write posts on personal accounts that would fit within the scope of the role as a Council Member. • Discuss private accounts in public meetings or documents • Link to the private accounts from an official City account • Use City devices to maintain a private account. FORMER COUNCIL MEMBERS When a member no longer serves officially, all social media pages should either t} Transition to indicate a title of "Former Council Member" clearly, or 2) Be unpublished;de-activated and archived content from that account will be retained according to Iowa open record laws Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 43 Page 248 of 275 THE(IINOf O DUB E Masterpiece on the Mississippi MEMORANDUM CRENNA M. BRUMWELL, Es CITY ATTORNEY To: Mayor Roy D. Buol and Members of the City Council DATE: November 16. 2020 RE: City Council Function in Rezonings Background In 2006 the Iowa Supreme Court issued a decision in Sutton vs. Dubuque City Council which changed the City Attorney's recommendation for the Mayor and City Council related to rezoning matters. From 2006 through early 2017 the Mayor and City Council, as well as the Zoning Advisory Commission, have considered rezoning a quasi-judicial proceeding which limited the Mayor and City Council, as well as the Zoning Advisory Commission, to basing the body's decision strictly upon the information received during the public hearing. Ex parte contact and communication were prohibited as were site visits. In 2017, the Iowa Supreme Court issued a decision which clarified the Courts decision in Sutton. In Residential and Agricultural Advisory Committee. LLC. v. Dyersville City Council, the Court held that an "underlying decision to rezone was a legislative foundation and the council was therefore not required to make findings or fact or provide for a more formal proceeding similar to a judicial proceeding." The Court further stated that, U iF "there are some situations in which a zoning decision can take on a quasi-judicial nature that may necessitate a different standard of review," "the quasi-judicial character of municipal rezoning is particularly evident in matters involving PUD zoning." The most relevant holding of the case found. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 44 Page 249 of 275 "the city council was acting in a legislative function in furtherance of its delegated police power. The council was not sitting to "determin[e] adjudicative facts to decide the legal rights, privileges or duties of a particular party based on that party's particular circumstances ...... the council weighed all of the information, reports, and comments available to it in order to determine whether the rezoning was in the best interest of the city as a whole." (emphasis added). The Dyersville case indicated the Mayor and City Council can, and should, consider and weigh all information available to it in making a traditional rezoning decision. The same holds true for the Zoning Advisory Commission. The prior limitation prohibiting contact with the applicant, supporters, opponents, or city staff in addition to site visits only remains in effect when a rezoning request involves a Planned Unit Development. While the Court's decision did not address an institutional designation, it is my opinion a rezoning request involving the ID Institutional designation would also be considered a quasi-judicial proceeding. Conclusion The Mayor and City Council, as well as the Zoning Advisory Commission, for traditional rezoning requests, may communicate with anyone interested in discussion on a rezoning(s) and should consider any information available in furtherance of the bodies obligation to determine whether a rezoning is in the city's best interest. A process for differentiating the types of rezoning requests has been created and is attached. Rezoning requests going forward will notify the Council as to the type of rezoning, so Council can properly handle communications on the matter. Please let me know if you have any questions. Thank you Attachment cc: Michael C. Van Milligen, City Manager Adrienne N. Breitfielder, City Clerk Barry Lindahl, Esq., Senior Counsel Wally Wernimont, Planning Services Manager Citations: Sutton vs. Dubuque City Council, 729 NW 2d 796 (Iowa 2006) Residential and Agricultural Advisory Committee, LLC vs. Dyersville City Council, 888 N.W. 2d 24 (Iowa 2016). Rehearing Denied January 17, 2017. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 45 Page 250 of 275 CITY OF DUBUQUE CITY COUNCIL COMMUNICATION POLICY FOR REZONINGS Section 1_ There are specific rules related to City Council communications on rezoning requests based on Iowa Supreme Court decisions. The rules depend on the type of rezoning which is requested. The communication rules differ if the case is a traditional or a quasi-judicial rezoning_ Section 2. Traditional rezoning is from one "standard" zoning district to another, such as OS Office Service to C-3 Commercial, and conditional rezonings. With a traditional rezoning, which is considered a legislative matter, City Council members can, and should, consider and weigh all information available and there is no limitation on com mu n i c ati on s with the applicant, supporters, opponents, or city staff or site visitation. Section 3_ Quasi-judicial rezoning is a "specialized" zoning like a PUD Planned Unit Development or ID Institutional District that involves a conceptual development plan and custom regulations. City Council members are prohibited from having contact with the applicant, supporters, opponents, or city staff or conducting site visits. The decision must be based only upon information that is presented during the public hearing. Section 4_ Iowa law for ex parte communications for quasi-judicial rezoning requests is to accept presentation of verbal comments only at the public hearing and to refrain from site visits or activity outside of the public hearing. Section 5_ For traditional rezoning requests, Iowa law permits ex parte communication with applicants, supporters, opponents, or city staff or conducting site visits. The best practice and policy of the City Council is: a_ to request that interested parties submit all written comments, including electronic comments, prior to the public hearing, to the City Clerk for presentation at the public hearing. b_ to conduct site visits together as an entire City Council adhering to all open meetings requirements triggered by such visits. Section 5_ For purposes of consistency and transparency, site visits conducted together by the entire City Council and communication through the City Clerk are strongly preferred. F:%Use rsltstec kL-%Linda h AAg reeme nts%C ityCou nci (Communication Pal icyForRezon i ngs_Revised 1112Mba I.dou Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 46 Page 251 of 275 Public vs. Private Nuisance There are two types of nuisance: 1) Public nuisance and 2) Private nuisance. A public nuisance interferes with a communal right of the public as a class, NOT merely one person or a group of citizens. A public nuisance may lead to pursuit of a civil injunction or a criminal prosecution. Apublic nuisance is an actor omission which obstructs, damages, or inconveniences the rights of the community. Said another way, a public nuisance arises when the act or omission threatens the health, safety, comfort, convenience, or welfare of a community at large_ Examples of public nuisances: Public health: Keeping of diseased animals, conditions conducive to the breeding of disease harboring pests Public safety_ Shooting fireworks into the streets, storing explosives, practicing medicine without a license Public obstruction- Obstructing a highway, creating unsafe travel conditions A private nuisance is for an individual or a "definite group of people", as opposed to the community at large_ Private nuisance is a civil wrong based on the unreasonable, unwarranted, or unlawful use of one's property that interferes with the private use and enjoyment of another individual's property. A land owner is entitled to a certain level of comfort free from interference Mile on his/her private property_ Private nuisance can come in the form of physical damage to the property or the disturbance of comfort_ Examples of private nuisances: Interference with the physical condition of the land • Tree falls from one private property across a property line onto another private property • Vibration or blasting on nearby property which damages a home • Pollution resulting in the destruction of a property owners' crops Interference with the comfort, convenience, or health of an occupant: • Odors • Smoke • Dust • Excessive light • Loud noises (Neighbor's dog barks all nightlong keeping individual awake) which impact an individual or group of individuals'. The public nuisance ordinance is applicable to the enumerated nuisances when the public as a class is impacted. The condition complained of would potentially be a private nuisance, but is not a public nuisance. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 47 Page 252 of 275 SECTION 7 MAYOR AND CITY COUNCIL IN ACTION: GOVERNANCE GUIDE 2026-2027 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 253 of 275 Mayor and City Council Success means... ► Mayor and City Council Success means... 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 2 Page 254 of 275 Mayor and City Council Desired Community Image means... ► Mayor and City Council Desired Community Image means... 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 3 Page 255 of 275 Mayor and City Council How I Want to Be Treated... ► I Want to Be Treated... 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 4 Page 256 of 275 Mayor and City Council Success Means... > Success Means... PRIORITY 1. Dubuque is a safe city 2. City services are meeting the residents' needs 3. City services are what residents want 4. Our resident see Dubuque as a successful city and community 5. City services are provided in a financially responsible manner 6. Dubuque is a growing city and community — population, economy 7. Mayor and City Council operates in an effective and efficient manner — without drama 8. Mayor and City Council are striving to be the best 9. Mayor and City are listening to residents 10. Mayor and City Council are working collaboratively with City staff and strategic partners Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 257 of 275 Mayor and City Council Success Means... > Success Means... PRIORITY 11. Mayor and City Council are respecting one another publicly and privately 12. Mayor and City Council are encouraging and engaging in conversation — each has a voice 13. Mayor and City Council are staying true to the goals and priorities during strategic planning, budgeting, policy deliberation and decision making 14. Mayor and City Council are encouraging community connections and participation 15. Mayor and City Council are working as a team — making Dubuque the best city it can be 16. Mayor and City Council have effective discussion leading to good solutions and decisions 17. Mayor and City Council are building community partnerships to leverage available resource 18. Mayor and City Council are keeping our feet grounded in today and our eyes looking toward the future 19. Mayor and City Council are able to have disagreement and differing points of view, but rally in a unified direction 20. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 258 of 275 Mayor and City Council Success Means... > Success Means... PRIORITY 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 259 of 275 Mayor and City Council Desired Community Image Means... > Desired Community Image Means... PRIORITY 1. Mayor and City Council are respected by our Dubuque residents and community 2. Mayor and City Council are servant leaders 3. Mayor and City Council are effective voices for the community 4. Mayor and City Council are drama -free 5. Mayor and City Council are effective voices of our Dubuque community 6. Mayor and City Council are the example of civility for others to follow 7. Mayor and City Council are recognized locally and statewide as one of the most successful and effective governing bodies in Iowa — the best 8. Mayor and City Council are accessible and approachable 9. Mayor and City Council are thoughtful listeners 10. Mayor and City Council are advocates for residents Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 260 of 275 Mayor and City Council Desired Community Image Means... > Desired Community Image Means... PRIORITY 11. Mayor and City Council are examples of respectful behaviors 12. Mayor and City Council are well-informed 13. Mayor and City Council are Dubuque community focused 14. Mayor and City Council are connected to the community 15. Mayor and City Council are willing to go the extra mile in their servie 16. Mayor and City Council act with integrity 17. 18. 19. 20. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Page 261 of 275 Mayor and City Council How I Want to Be Treated... »> How I Want to Be Treated... PRIORITY 1. Treat other with respect in words and actions both publicly and privately 2. Actively listen to others — strive to understand their message before 3. Be open to hearing all ideas — new and old 4. Act with civility 5. Be considerate of each others' professional demands and personal demands 6. Focus your comments fact and topics during discussions — avoid personal attacks or accusations 7. Seek feedback from others 8. Have a safe feeling 9. Come prepared - homework done and ready to discuss issues 10. When disagreement, agree to disagree and move on to the next issue Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 10 Page 262 of 275 Mayor and City Council How I Want to Be Treated... »> How I Want to Be Treated ... PRIORITY 11. Collaborate with each other to resolve problems, address differences and to make decisions 12. Support the decisions of Mayor and City Council — they are the City's policy 13. Like an imperfect perfectionist 14. Like a well-intentioned partner 15. Like someone who wants to understand their point of view 16. Like someone who is trying their best to say difficult things the best they can 17. 18. 19. 20. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 11 Page 263 of 275 House Rules: Our Code of Conduct and Civility 1. 2. 3. 4. 5. 6. 7. A 9. 10. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 12 Page 264 of 275 ► House Rules Importance 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 13 Page 265 of 275 ► House Rules Importance H. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 14 Page 266 of 275 Mayor and City Council Protocol Operating Guidelines Protocol -IF 1 Simple Information 1. 2. 3. Proto=2FResearch on a Topic 1. 2. 3. 4. 5. Protocol 3 Citizen Service Request A. First Contact 1. Protocol __IFAgenda A. Placing an item 1. B. Unsatisfactory Response B. Question on item Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 Il Page 267 of 275 Protocol 5 Urgent Information Criteria: 1. Protocol 6 Communications: Commission and Staff Protocol 7 Employee Contact A. Employee initiated B. Commission initiated Protocol Representative/Liaison Protocol Spokesperson Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 16 Page 268 of 275 Protocol 10 Representing Chair — City Commission Protocol 1 W1 Work/Study Sessions Protocol 12 Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 17 Page 269 of 275 Mayor Expectations and Actions ➢ Expectations 1. Have a steady temperament 2. Be well-informed and knowledgeable 3. Serve as a advocate on legislative issues — nurturing nonpartisan connections with 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. representatives Be the face of Dubuque and City government Facilitate collaboration among Mayor and City Council Set a positive tone — being respectful at all times Strive to be the best Be a respected voice for Dubuque — City and community Develop positive relationship at home and everywhere — benefit of Dubuque Have a winning mentality — all times Be devoted to Dubuque — City and community Be fair Be active and have a presence in our Dubuque community Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 18 Page 270 of 275 ► Actions 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 19 Page 271 of 275 City Council Members Expectations and Actions ► Expectations 1. Strive to be the best 2. Be an advocate for Dubuque 3. Be open to ideas and discussions 4. Have a winning mentality — all times 5. Be active and have a presence in our Dubuque community 6. Be prepared — read materials and be well-informed 7. Respect City staff publicly and privately 8. Encourage and be an example of respectful conversations, discussions and debates 9. Respectfully disagree 10. Have an open mind 11. Discourage disrespectful speech, inflammatory language and negative social media postings 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 20 Page 272 of 275 ► Actions 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 21 Page 273 of 275 City Manager Expectations and Actions ► Expectations 1. Strive to be the best 2. Have a winning mentality — all times 3. Be a effective leader 4. Maintain respect of Mayor and City Council, City staff and the Dubuque community 5. Build community relationships for success 6. Be forthcoming and honest with Mayor and City Council 7. Be accessible 8. Be well-informed 9. Be connected to City staff 10. Encourage a high standard of performance from City staff 11. When questions are asked, ensure that they are addressed and answered 12. Listen to everyone 13. Treat all respectfully 14. Make decisions based on what is best for Dubuque residents 15. 16. 17 18. 19. 20. 21. 22. 23. 24. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 22 Page 274 of 275 ► Actions 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2026: Lyle Sumek Associates, Inc. Project 260105 23 Page 275 of 275