Areas of Persistent Poverty RFP Jarrett Walker and AssociatesCity of Dubuque
City Council
CONSENT ITEMS # 20.
Copyrighted
September 8, 2026
ITEM TITLE:
Areas of Persistent Poverty RFP Jarrett Walker and
Associates
SUMMARY:
City Manager recommending City Council approval to enter a
contract with Jarrett Walker and Associates for services
related to managing the Areas of Persistent Poverty (AoPP)
Study, Master Plan Development, and Implementation
Project and approval for the City Manager to sign the contract
with Jarrett Walker and Associates.
SUGGUESTED
Receive and File; Approve
DISPOSITION:
ATTACHMENTS:
1. MVM Memo Areas of Persistent Poverty RFP Jarrett Walker and Associates
2. Staff Memo AoPP Consultant Contract Final 8-31
3. Dubuque JWA Contract —FINAL (002)
THE CITY OF
DUBE
Masterpiece on the Mississippi
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Areas of Persistent Poverty RFP Jarrett Walker and Associates
DATE: September 2, 2026
Dubuque
AI WIN av
2007-2012.2013
2017*2019
Director of Transportation Services Ryan Knuckey and the Areas of Persistent Poverty
(AoPP) Steering and Selection Committee are recommending City Council approval to
enter a contract with Jarrett Walker and Associates for services related to managing the
AoPP Study, Master Plan Development, and Implementation Project and approval for
the City Manager to sign the contract with Jarrett Walker and Associates.
Jarrett Walker and Associates submitted an initial project budget of $249,842. City Staff
on the project team have negotiated final contract details with Jarrett Walker and
Associates.
This work will be funded from the AoPP Grant Project Fund (5385000023) which has a
total available budget of $250,000. The local match is $25,000 and the FTA grant is
$225,000.
I concur with the recommendation and respectfully request Mayor and City Council
approval.
k�4
Mic ael C. Van Milligen
MCVM:sv
Attachment
cc: Crenna Brumwell, City Attorney
Cori Burbach, Assistant City Manager
Ryan Knuckey, Director of Transportation Services
Jenny Larson, Chief Financial Officer
Laura Bendorf, Budget Manager
Joe Pregler, Chief Information Officer
Jodi Johnson, Operation Supervisor —Transit Division
THE CITY OF
DUB El
Masterpiece on the Mississippi
TO: Michael C. Van Milligen - City Manager
FROM: Ryan Kn uckey—Di rector of Transportation Services
SUBJECT: Areas of Persistent Poverty RFP Jarrett Walker and Associates
DATE: August 31, 2026
INTRODUCTION
Dubuque
2007-2012.2013
2017*2019
To review and enter a contract with Jarrett Walker and Associates for planning services
to develop a master plan related to the Areas of Persistent Poverty (AoPP) Request for
Proposal (RFP).
BACKGROUND
The Transit Division operates The Jule Bus system and offers mass transit or fixed
route services and paratransit or "MiniBus" services within the city limits of Dubuque,
Iowa. On weekdays, The Jule operates eight (8) fixed routes and ten (10) paratransit
buses during normal hours of operation from 6:15 a.m. until 8:00 p.m. The Jule also
provides the following fare -free options two (2) morning commuter routes, an afternoon
commuter route operating from 4:45 a.m. until 6:00 a.m. and 2:30 p.m. until 3:55 p.m.
On Saturdays, The Jule operates six (6) fixed routes and five (5) paratransit buses
operating from 8:15 a.m. until 5:45 p.m.
Having convenient and affordable public transportation in the City of Dubuque is a
necessity for many residents, local employers, property owners, and property
developers. A transit system that serves its community and offers a valuable alternative
method to travel to work, area services, local shopping centers, schools, and leisure
activities is vital to reducing emissions, road congestion, and growing our local
economy.
As part of this project the city is seeking to implement holistic transportation solutions to
provide a positive customer experience that financially supports the system, from
customer point of origin to point of final destination, which also minimizes travel time.
Implemented solutions will maximize existing city mobility and parking assets, leverage
best in class smart transportation technology, and identify future opportunities for the
City to purchase new resources that will further improve transportation efficiencies. The
scope of this RFP requires the consultant team to study, design, collect public input,
and implement strategies to help the Transit Division optimize its bus routes and identify
Page 1 of 4
potential service changes. These changes are to improve service for Dubuque's
historically disadvantaged tracts, new business development, and City improvements.
DISCUSSION
On December 17, 2025, the City Council approved the release of the RFP for the AoPP
Study. The RFP was posted to the City's website, and proposals were due on February
11, 2026. Seven proposals were received by the deadline. The Steering and Selection
Committee met and evaluated all seven proposals. Based on the quality of the
submitted proposals the Committee decided to interview three consultant teams: Jarrett
Walker and Associates, Nelson\Nygaard, and SRF Consulting Group.
The following City Staff served on the Steering and Selection Committee:
• Ryan Knuckey, Director of Transportation Services
• Jodi Johnson, Operations Supervisor —Transit Division
• Russ Stecklein, Operation Supervisor —Parking Division
• Joey Lueck, Transportation Services Analyst
• Corinne Rothblum, Economic Mobility Special Assistant
• Antonio Mouzon, Office of Community Impact Director
• Braden Daniels, Data Analyst
• Jason Duba, Assistant Planner
As part of the RFP review process, City Staff also partnered with the Greater Dubuque
Development Corporation (GDDC). Nic Hockenberry served as their representative.
The Steering and Selection Committee met several times between February and March
to interview the three consultant teams, review questions & answers submitted by the
consultant teams, and review references provided by the consultant teams.
For the AoPP Study, the recommended consultant is required to perform the following
work:
1. Analysis of Existing Transit System
1.1 Data collection and review.
1.2 Evaluate existing service.
1.3 Evaluate current ridership and productivity.
1.4 Assess bus stop inventory.
1.5 Review current equipment, planning technology, and staffing.
1.6 Analyze current land -use (residents, jobs, AoPP, etc.).
1.7 Assess food deserts.
1.8 Evaluate transit oriented design, complete streets, pedestrian/bicycle infrastructure,
and unified development code.
1.9 Financial assessment (expenses and revenue sources).
1.10 Choices report.
2. Initial Stakeholder Engagement
Page 2 of 4
2.1 Stakeholder workshop on transit choices (in -person).
2.2 Presentation to City Council on transit choices (in -person).
3. Alternatives
3.1 Alternatives design retreat (in -person).
3.2 Alternatives analysis and mapping.
4. Engagement Phase 1 (concepts)
4.1 Prepare engagement materials.
4.2 Stakeholder meeting on concepts (virtual).
4.3 Presentation to City Council on concepts (virtual).
4.4 Public meetings and input gathering.
4.5 Presentation to City Council on public input (virtual).
5_ I)raff Plan
5.1 Draft plan design retreat (virtual).
5.2 Draft plan mapping and analysis.
5.3 Draft plan report.
6. Engagement Phase 2
6.1 Prepare engagement materials.
6.2 Stakeholder meeting on draft plan (virtual).
6.3 Presentation to City Council on Draft Plan (virtual).
6.4 Public meetings and input gathering.
6.5 Presentation to City Council on public input (virtual).
7. Final Master Plan
7.1 Virtual design retreat (final plan).
7.2 Final plan mapping.
7.3 Final master plan report.
7.4 Final presentation.
The selected consultant will be expected to complete the contracted scope of work
within the specified timeframe under the general direction and coordination of the City's
Transportation Services Department.
RECOMMENDATION
Based on review of the proposals and consultant interviews, the Steering and Selection
Committee recommends that the City enter a contract with Jarrett Walker and
Associates for services related to managing the AoPP Study, Master Plan
Development, and Implementation Project.
BUDGETIMPACT
Jarrett Walker and Associates submitted an initial project budget of $249,842. City Staff
on the project team have negotiated final contract details with Jarrett Walker and
Associates.
Page 3 of 4
This work will be funded from the AoPP Grant Project Fund (5385000023) which has a
total available budget of $250,000. The local match is $25,000 and the FTA grant is
$225,000.
ACTION TO BE TAKEN
I respectfully request that the City Manager sign the contract with Jarrett Walker and
Associates.
cc: Jenny Larson, Director of Finance & Budget
Laura Bendorf, Budget Manager
Joe Pregler, Information Services Manager
Jodi Johnson, Operation Supervisor —Transit Division
Page 4 of 4
JWA
Professional Services Agreement &
Statement of Work
General Terms and Project Details
Effective [9-1-2026]
JWA Professional Services Agreement
This Professional Services Agreement is between Jarrett Walker & Associates, LLC
("JWA", "we", "our") and the City of Dubuque ("Client", "you"). The details for any project we
undertake (a "Project") will be described in a Statement of Work (each, an "SOW") that we each
sign. Capitalized terms not defined in context have the meanings given in Section 10.
1. Fees; Expenses; Invoicing. We will provide the Deliverables to you, and you will pay the
fees and costs as described in the SOW. Except as provided in the SOW, we will not incur costs
to be reimbursed by you without your written approval. We will invoice on the schedule
described in the SOW. Invoices are due as provided in the SOW. Unpaid invoices accrue interest
at 1.5% per month or the highest rate permitted by applicable law, if lower.
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a professional manner, in accordance with industry standards, and in compliance with applicable
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substantially conform to the Specifications in the SOW.
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Page 1 — JWA Professional Services Agreement
(a) Termination by You. You may terminate an SOW: (i) if we materially breach this
agreement and do not cure the breach within 30 days of you sending JWA written notice of the
breach; or (ii) for any other reason on 90 days advance written notice to JWA.
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agreement and you do not cure the breach within 30 days of receiving written notice of the
breach from JWA. It is a material breach if you do not pay any amount when due or if you
repeatedly or materially fail to perform one or more Client Obligations.
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will provide you with all completed Deliverables and return or destroy all of your information
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any request, we may stop work until you correct the problem. Stopping work does not limit our
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Restarting work is subject to mutual agreement of an amended SOW adjusting schedule and fees
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logo, images of our work, and a description of the Project in our portfolio, social channels,
website, and in submissions to publications for awards and recognition.
7. Remedies; Indemnification.
(a) We Will Reimburse You for Certain Damage. If you incur damages or expenses
(including reasonable legal fees) ("Damages") in any Claim, then we will reimburse you (and
any of your affected employees, officers, directors, shareholders, members, and managers) for
those Damages. Claim means any third -party claim against you that is the result of: (i) any
uncured material breach of this agreement by JWA or (ii) our negligence or intentional
wrongdoing.
(b) We Will Defend You Against Certain Claims. We will also defend you against any
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prompt written notice of any Claim or potential Claim. If we take responsibility for defending a
Page 2 — JWA Professional Services Agreement
Claim, we have the sole right to defend and settle the Claim using counsel of our choosing. You
agree to reasonably cooperate in the defense and settlement of the Claim.
(c) Some Claims We Will Not Reimburse For. We are not responsible for reimbursing
you for Claims that result from: (i) your negligent or willful acts; (ii) our compliance with your
instructions; (iii) a Claim that a Deliverable is infringing where the alleged infringement is due to
modifications made by you or the inclusion of Client Materials in the Deliverables, (iv) Claims
that arise more than 12 months after the Deliverables have been provided to you; or (v) Claims in
excess of the limitations in Section 8(a).
8. Limitations and Disclaimers.
(a) Limit on Liability. Subject to applicable law, JWA's maximum liability in any
action for breach of this agreement is limited to the total fee paid under the SOW that is
the subject of the dispute (plus legal fees under Section 11(d)).
(b) Disclaimer. Except as provided in this agreement, our Deliverables are
provided "AS IS" and without other warranty. we do not warrant the quality or
performance of Licensed Materials.
9. Governing Law; Jurisdiction. Iowa law governs this agreement. The Iowa District Court
for Dubuque County is the exclusive venues for resolving any disputes under this agreement.
10. Definitions. The following terms have the meanings given:
"JWA Tools" means JWA's intellectual property (including its designs, methods,
software, and trade secrets) that preexists this agreement, was developed by JWA other than in
providing services to you, or that is not uniquely applicable to the Deliverables.
"Client Materials" means all information, designs, data, specifications, graphics, logos,
written content, and other materials provided by Client for use by JWA in the Project.
"Confidential Information" means information that is either identified as confidential
upon disclosure or that the Recipient should understand to be confidential under the
circumstances. Confidential Information does not include information that is: (a) available to the
general public not by breach of this agreement; (b) known to Recipient at time of disclosure; (c)
obtained by Receiver from a third -party other than through a breach of confidence; or (d)
independently developed by Receiver.
"Deliverables" means the services to be provided and the final versions of the materials
produced by JWA pursuant to an SOW.
"Licensed Materials" means materials or services incorporated into the Deliverables that
are subject to license terms or restrictions.
Page 3 — JWA Professional Services Agreement
"Specifications" are functional or technical specifications for work described in an SOW
or that have been otherwise agreed to in writing by Client and JWA.
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(a) Taxes. The fees and costs in any SOW do not include any sales, use, and value
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employment taxes for our staff.
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the attached Insurance Schedule.
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responsible for the means and manner of performing our services.
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agreement in project management software. If any term of this agreement is determined to be
unenforceable, the remainder of this agreement will not be affected. This agreement was
negotiated by sophisticated parties and will not be construed in favor of or against either party.
[signature page follows]
Page 4 — JWA Professional Services Agreement
Approval
The parties signed this SOW as of the date first written above.
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Jarrett Walker & Associates, LLC,
By: �6u'ukW
Scudder Wagg, Presiden
CLIENT
City of Dubuque
By:11�"44�44" � A
[Signer], [Title]
Michael C. Van Milligen, City Manager
Signature Page — JWA Statement of Work // City of Dubuque — Planning Study
Statement of Work
This Statement of Work ("SOW ') is effective as of [9-1-2026] and is between Jarrett
Walker & Associates, LLC (" JWA") and the City of Dubuque ("Client"). This SOW is subject to
the Professional Services Agreement between Client and JWA effective as of [9-1-2026] (the
"PSA"). Capitalized terms not defined in this SOW have the meanings given in the PSA.
Project Description
This Transit Plan is a review of current citywide goals to guide the development potential
changes to improve service, with a key focus on Areas of Persistent Poverty and Dubuque's
historically disadvantaged tracts.
Task A. Kickoff & Proiect Management
Kickoff Meeting
Our first step in this project would be to hold a virtual kickoff meeting to review the scope,
identify needed data, and plan a kickoff trip. We would plan to hold a virtual kickoff meeting
within the first few weeks after Notice to Proceed and follow up with an onsite visit to Dubuque
occurring within the first two months.
Kickoff Trip
The kickoff trip will give our team a chance to meet with staff from The Jule and other partners
at the City. With staff s help, we would schedule a day of meetings to refine the work plan,
affirm dates and deliverables, and brainstorm important stakeholders and community contacts.
The kickoff trip will be attended by Manuel Soto, the project manager, and Candace Eudaley-
Loebach, the public engagement lead.
Presentation to City Council #1
We propose coordinating the kickoff trip to start with an in -person presentation to City Council
where we can explain our study approach, including a discussion about ridership and coverage
trade-offs, project schedule and milestones, and community engagement plan.
Bi-Weekly Coordination Meetings
As part of the project process, we propose bi-weekly coordination calls with consultant team
leaders and key staff from The Jule or Project Steering Committee. Manuel will organize and
lead all bi-weekly calls, and Ricky Angueira, the Principal -in -Charge, will participate as needed.
Candace would participate in most as we implement engagement throughout the planning
process.
Page 1 — JWA Statement of Work H City of Dubuque — Planning Study
We can also coordinate key sessions to involve a larger Steering Committee as needed. These
coordination sessions would be at key review milestones, such as review of the Choices Report
at the end of Task B and/or review of Concept Networks at the end of Task D. These special
meetings will be organized and led by JWA's project manager, Manuel Soto, with support and
participation from Ricky Angueira and Candace Eudaley-Loebach.
Task B: Existing Conditions Assessment
Data Collection & Review
As soon as possible after the Notice to Proceed, we would start gathering data and reviewing
data. We will coordinate with the City to gather the necessary data from agency staff and from
vendors including, but not limited to
• Previous planning efforts, including but not limited to the seven studies laid out in the
RFP
• Service operations and scheduling data
• Ridership, stop -level boardings and alightings, as available
• Paratransit ridership, origins and destinations
• On -time performance
• Land -use data
• Population and employment data from TAZs or LEHD
• Demographic data, from the American Community Survey including income, poverty
and minority data, and established Areas of Persistent Poverty.
• Pedestrian and bike infrastructure
• Bus stop inventory (shelters, ADA pads, etc)
• Financial data, capital and operating expenses and revenues
• Equipment and planning technology
• Staffing
Existing Transit Service Analysis
Building on the data provided, we will begin mapping and evaluating the existing system,
including service and infrastructure. This assessment will include individual route analysis of
route productivity, on -time performance, frequency, span, and other characteristics. After
reviewing the existing transit network, we will provide a detailed assessment of the operational
aspects of the system. Where are the system's operational resources invested most heavily? What
possible sources of inefficiency exist in the network? This analysis will also look at the system-
wide performance level on ridership and productivity, cost, and other factors, working from
APC, revenue hour, and other provided data.
One product of this analysis will be an assessment of proximity to service —at the bus stop level,
of disadvantaged groups such as low-income and minority individuals, using the parameters
established by the Areas of Persistent Poverty methodology.
Page 2 — JWA Statement of Work // City of Dubuque — Planning Study
Paratransit
The design of a fixed -route network affects the federal requirements for paratransit service. If a
completely new corridor gets transit service, or if hours of service are expanded, the new area
will also be required to have paratransit service. Alternatively, if a route segment is removed, the
city would no longer be required to run paratransit service. This raises options for what service
the Jule provides, so it is important to be transparent about the impacts to paratransit. We will
review paratransit data early in the project to keep these potential impacts in mind.
Finances and Fares
To get a clear understanding of the current financial structure, we will evaluate The Jule's
current financial expenses and revenues. This includes existing operating funding sources that
include fares. Thinking about free fares presents a unique values choice. Service isn't free, so
free fares require an additional investment in transit. With new investment, there is a tradeoff to
consider —should the City use new money to (1) make fares free or (2) provide additional
service. We can help the City think about this tradeoff.
We will work with the Jule's finance staff to compile capital and operational expenses, fare and
funding revenue sources, and develop a projection for a 5-year horizon. This will be a simple
spreadsheet model that includes assumptions for growth in costs of operations, capital needs such
as vehicle replacements, and potential increase or decrease in funding. The 5-year projection will
provide a budget goal that will inform the development of network alternatives and the final
service plan. The goal is to develop a service network that will be both effective and financially
sustainable in the short-term.
Markets and Needs Analysis
We propose a robust market analysis to assess the existing transit market and its potential future.
The goal of this analysis is to inform how the Transit Plan can grow transit's competitive
position, allowing service to adapt to changes in land use, demographics, and travel behavior
across the region. The analysis will look into:
• Residential density
• Employment density
• Low-income density, based on the parameters of Areas of Persistent Poverty
• Zero -vehicle households
• Senior density
• Youth density
• Transit -oriented developments (TODs) or opportunity sites, as identified by the city
• Complete streets, as identified in the city's plans
• Pedestrian infrastructure, as identified in the city's plans
• Street connectivity
• Bicycle infrastructure, as identified in the city's plans
Page 3 — JWA Statement of Work H City of Dubuque — Planning Study
• Review the city's unified development code (UDC)
We will inventory and map traditional data sources, including transit surveys from other plans
and projects, demographic and behavioral data from the American Community Survey. These
data sources are cost-effective, well -understood, and easily available, providing a good overview
of demographics and travel behavior. We will map and analyze transit markets and needs by
looking at population density, job density, demographics like low-income or other need factors,
and develop a summary of existing and potential future demand and need for transit. If needed,
we can also map specific facilitiesemployment, social, and educational destinations.
Areas of Persistent Poverty (AoPP)
This study aims to specifically think about AoPP and look for ways to make transit better in
those places. To provide a thorough evaluation, we will map the census tracts listed in the RFP
as being Areas of Persistent Poverty (20% or more of its population living in poverty), and also
map the corresponding population density to understand their size and potential demand relative
to the rest of the city. This will give us a clear understanding of how the transit network helps or
misses these communities. At the outset of the study, we will map poverty as well as low-income
residential density, whether 150% or 200% above the poverty line to assess market for transit
service. Although AoPP are essential to evaluate, every city has low-income residents
everywhere, so it's important to have a holistic view of the market.
In all cases, we will quantify in our proximity and access analyses the number or proportion of
residents that are under the poverty line or can be defined as low-income (150 or 200% above the
poverty line) to understand the effectiveness of concept network alternatives in providing service
and access to these groups. This will be a key measure to evaluate network alternatives and
decide on a final plan.
Data Viewer
The spatial elements of this analysis will be displayed in a web map that our team and City staff
can use as a reference throughout the project. For example, the web map makes it easy to lookup
the number of daily boardings at a particular stop, or the density of low-income residents in a
particular neighborhood.
Choices Report
At the end of the Task B, we will synthesize the resulting material into the Draft Choices Report.
This report is an image -rich document inviting the reader to explore how transit works —both in
Dubuque and in general —and the choices that transit planning requires us to think about. Most
importantly, the report sets the stage for collaborative thinking with staff as we develop
alternatives for public discussion and eventually the Final Master Plan.
This report will include a summary of findings of the Jule's service performance review, and of
the market analysis, and the key issues/choices that the system needs to resolve to redesign and
Page 4 — JWA Statement of Work // City of Dubuque — Planning Study
improve service. These will be presented to staff, stakeholders, and city council for information
and validation, before moving to the next task development of alternatives.
Task C: Initial Stakeholder Engagement
We suggest forming a Stakeholder Committee that consists of recognized leaders in existing
organizations or communities, representing a wide diversity of positions and interests, including
area businesses, non-profit organizations, neighborhood association groups, transit action groups,
and/or school representatives.
We propose to engage this group in an initial half -day workshop. We would ask for this
commitment in time and attention to allow for an interactive process of learning and listening,
rather than simply taking a survey or dropping into an event.
We typically begin this stakeholder workshop with a simple "planning game" in which
participants can play with the basic building blocks of transit. We use pieces of colored waxed
string to represent lines and frequencies. Each group is given a finite quantity of string,
representing a limited budget, so they discover for themselves how far this resource will go. This
forces them to make choices that reveal their priorities. They discover some basic facts and
trade-offs, so that when they assess real -world transit, they can grasp why certain choices had to
be made.
JWA and Lovely City will organize the Stakeholder Committee workshop with support from The
Jule. JWA and Lovely City will lead the meeting and develop all workshop materials.
City Council Presentation #2
During the same trip as the Stakeholder Workshop, our team could lead a presentation to City
Council. This presentation would include a discussion about the key findings in the Choices
Report and how we will approach discussion of the ridership versus coverage trade-off with the
community, stakeholders and the council. While many planning conversations dive straight into
recommendations and get lost in the details. With this presentation, we will discuss what transit
can do for the community and set expectations for the rest of the project.
Task D: Alternatives
Alternatives to Frame a Conversation
Building off the Choices Report, we proposed to move toward developing options for review
through an alternatives process that helps frame key choices clearly for stakeholders and the
community. For that reason, we have proposed more detailed alternatives than you may have
envisioned in the RFP. We use alternatives in most network planning processes, to illustrate
difficult trade-offs.
Page 5 — JWA Statement of Work // City of Dubuque — Planning Study
The trade-offs may be difficult because they require balancing important goals that cannot be
pursued with the same dollar. For example, many agencies are asked to achieve high ridership by
focusing more of their service into better frequencies in busy places. Meanwhile, they are also
asked to spread service out to cover more streets and more areas, which means it can't be
concentrated into more frequent routes. These two actions can't both be taken within a limited
budget —it's mathematically impossible.
When we lead an alternatives process, we make the alternatives realistic —but they are not
imminent proposals. Instead, they help people understand conflicting transit goals, and imagine
how different their transit system could be. This ensures that we are asking the public for
actionable input on the real choices agencies need to make.
For this process, we propose to develop two contrasting alternatives to help frame a conversation
with the public throughout the engagement process.
Collaborative Design Workshop
Whenever possible, JWA develops new networks in collaboration with local staff. We call this a
Design Retreat. This is an intensive workshop, where consultants and staff develop new ideas
and test them out in new networks. We call this a "retreat" because it should feel like an event:
calendars cleared, phones off, no interruptions.
Collaborative planning in a Network Design Retreat:
• Ensures we have the benefit of local staff experience and knowledge, not just data. If a
street is too steep or two narrow, our collaborative approach will make sure that we
design operationally possible alternatives.
• Gives Dubuque staff ownership of the ideas in the plan, so it is not the consultant's plan.
• Produces better network designs than any consultant could create on their own.
• We propose to use one in -person Network Design Retreat to develop the alternatives and
a virtual retreat to develop the Draft Plan.
This workshop will be organized by The Jule. JWA will lead the workshop and develop all
materials and documentation.
Alternatives Analysis & Mapping
In the weeks following the Network Design Retreat, we will refine the alternatives as necessary,
iteratively through virtual meetings with staff. The analysis of the alternatives will include:
• Detailed maps and charts of each element of the plan like routes, frequencies, and spans.
• Route -level cost estimation.
• Analysis of coverage of population and jobs by each tier of service.
Page 6 — JWA Statement of Work H City of Dubuque — Planning Study
• Access and isochrone analyses exploring the change in access to jobs and population
provided by each scenario with an emphasis on Areas of Persistent Poverty and low-
income residents in general.
Access & Freedom Analysis
In the weeks following the Network Design Retreat, we will refine the alternatives as necessary,
iteratively through virtual meetings with staff. The analysis of the alternatives will include:
• Detailed maps and charts of each element of the plan like routes, frequencies, and spans.
• Route -level cost estimation.
• Analysis of coverage of population and jobs by each tier of service.
• Access and isochrone analyses exploring the change in access to jobs and population
provided by each scenario with an emphasis on low-income residents, senior citizens, and
other demographic groups, as needed.
When we run the access analysis, we can calculate the impacts for subgroups of residents as
needed. This can include AoPP, all low-income residents, people of color, households without
cars, and potentially other communities of concern.
Alternatives Chapter
The access and freedom analysis, proximity analysis, maps of the alternatives and other materials
will be compiled into an additional chapter to be added to the Choices Report. The full and final
Choices Report and related materials will then form the basis of a public and stakeholder
conversation in Phase 1 of engagement. The goal of this round will be to build understanding and
support for any changes by having a clear conversation around trade-offs. JWA will develop this
chapter and present it to the community, stakeholders, and City Council for validation.
Task E: Public Engagement Phase 1
Using the alternatives as a starting point, our team will develop a survey for use online and in -
person to gather input on needs, priorities, and preferences. Lovely City and JWA staff will
coordinate on developing survey questions in collaboration with staff. The alternatives are
important to be able to receive actionable input. People react differently to abstract ideas than to
concrete service options.
For the engagement process, we also plan to prepare:
• Web survey and paper survey to solicit feedback from riders and the general public, in
English and in Spanish.
• Website content for a Dubuque -hosted page, in English and in Spanish.
• Summary handouts that can be distributed throughout engagement activities in English
and in Spanish.
• Draft social media posts about the alternatives.
Page 7 — JWA Statement of Work H City of Dubuque — Planning Study
• Two (2) in -person public meetings.
• Ten (10) community events to targeted audiences.
• Stakeholder Meeting (virtual).
• Summary of public engagement and survey responses.
We propose a non-traditional engagement process utilizing resources from the USDOT
"Promising Practices for Meaningful Public Involvement in Transportation Decision -making
Guide" including targeted outreach and scheduling of micro -workshops to ensure access for
everyone from regular riders to non -riders.
We suggest a six -week public engagement period in this first phase. In the survey, we will
present the two alternatives with their corresponding outcomes and impacts on residents. Then
we will ask which one they prefer and what they like/dislike about each one. This gives us clear
input on the community's goals and priorities for transit to help design the Draft Plan.
JWA and Lovely City will organize and lead all public meetings and community events with
support from Jule staff. We will also prepare all materials and documentation.
Stakeholder Meeting (virtual)
During this engagement phase, we will also hold another Stakeholder Meeting —this time virtual.
We will present the refined alternatives and their analysis, facilitate discussion and debate, and
then poll the stakeholders on their reactions to the alternatives. We will also ask the stakeholders
to help promote public involvement among their own communities over the coming weeks.
JWA and Lovely City will organize and lead this workshop. We will also prepare all materials
and documentation.
City Council Presentation #3
We suggest a presentation to City Council early in the engagement process to present the
alternative networks. This presentation would inform elected officials about the proposals that
will be presented to the public for their input and ongoing engagement process. We plan to also
come back to City Council at the end of the engagement phase to ask them for direction on how
to design the Draft Plan between the two alternatives.
Task F: Draft Plan
Guidance from the Council (Presentation #4)
An important step in developing the Draft Plan is establishing the policies on which it is based.
While the Draft Plan can and will be designed with transit -industry best practices, there are
choices that can't be resolved by referring to best practices or what any other agency does. They
also shouldn't be made by consultants, as we don't represent the members of your community.
Page 8 — JWA Statement of Work // City of Dubuque — Planning Study
These policy choices are best made, whenever possible, by public officials like your City
Council.
Our engagement with Council up to this point is designed to prepare them to give policy
direction for the Draft Plan. At the end of the second public engagement phase or beginning of
this task, we will present the results of public input so that they can incorporate it into their
decision -making. We will then facilitate a policy -setting discussion for the Council. Whether this
results in an actual Council decision or informal guidance is a question we can work out with
staff in advance.
Design and Analysis of the Draft Plan
After discussion with City Council, we will go into a second Design Retreat. This retreat can be
shorter than the first because instead of designing multiple alternatives we will be designing one
draft network, so we suggest that this retreat be virtual.
The details and analysis produced for the Draft Plan will include:
• Detailed maps of the proposed services.
• Routes, their frequencies and hours of service.
• Timed connections for fixed routes.
• Estimated operating costs and vehicle needs.
• The number of people near service, aggregated by jurisdiction.
• Average job access, aggregated by jurisdiction.
• Emphasize measures for subgroups that can include AoPP, all low-income residents,
people of color, and households without cars.
Draft Plan Report
We will write a comprehensive report to explain the Draft Network, its analysis and outcomes,
and how we got to this point. This will include a map of the network, charts showing spans and
frequencies, the access and freedom analysis, proximity analysis, and other explanatory
materials. This report will be the starting point for the next engagement phase where we will be
asking the public, stakeholders, and City Council about the details of the plan.
Presentation to City Council #5)
At the end of Task F or start of Task G, we propose presenting the Draft Plan to City Council
and the engagement process to collect feedback on the plan.
Task G: Public Engagement Phase 2
We propose a second phase of public engagement. This time to ask, "Do we have the network
right? In this round of engagement, we ask the public, stakeholders, and Council to comment on
specific details of the draft plan. Feedback from this engagement would inform changes and
Page 9 — JWA Statement of Work H City of Dubuque — Planning Study
adjustments to the Draft Plan to achieve a well -supported plan that the City can confidently
implement.
This phase of engagement would include the same elements as the first, including,
• The second survey, handout, content, and other materials.
• Two (2) in -person public meetings.
• Ten (10) community events to targeted audiences.
• Stakeholder Meeting (virtual).
• Summary of public engagement and survey responses.
Within the 10 community events in each engagement phase, we can potentially include these
contacts for survey distribution or targeted engagement
Higher Education/Young Professionals. Loras College, University of Dubuque, Clarke
University, Wartburg Seminary, Emmaus Bible College, Northeast Iowa Community College,
Capri College, Young Professionals of Dubuque
Newcomers + Visitors. Travel Dubuque, Distinctively Dubuque Past and Current Participants,
Greater Dubuque Development Corporation
General Population + Neighborhoods. Millwork Night Market, Dubuque Farmer's Market,
Winter Market, Fall Arts and Music Festivals, Neighborhood Associations), Dubuque
Community School District, Strategic Leadership Team, DCSD — School Principals, Connection
Specialists, Counselors
Task H: Final Master Plan
Presentation to City Council #6
At the start of this task, we will present in person to City Council on the results of the Phase 2 of
engagement, input received and proposed changes to the Draft Plan if any. We will collect their
input and incorporate into the Final Plan.
Based on input from the public, stakeholders and Council in Phase 2, the JWA team will work
with staff through network changes to finalize the plan. Based on these updates, our team will
update final maps and materials. We will also include information about equipment and facility
needs for the new network.
All of the above items will be compiled into the Final Master Plan building on elements of the
Choices Report as the complete study product. It will integrate all materials developed in the
study into a readable and compelling argument about what may need to be done to secure a more
effective and useful transit network for Dubuque.
Page 10 — JWA Statement of Work // City of Dubuque — Planning Study
Fees, Expenses, and Payment
The total fee for this Project is $249,841.58. You will be invoiced monthly on the 15th of
each month for work performed in the prior month based on percent complete. Invoices are due
30 days from receipt.
[signature page follows]
Page 11 — JWA Statement of Work H City of Dubuque — Planning Study
Approval
The parties signed this SOW as of the date first written above.
lea
Jarrett Walker & Associates, LLC,
Un
Scudder Wagg, President
CLIENT
City of Dubuque
By:
[S'gner], [Title]
Michael C. Van Milligen, City Manager
Signature Page — JWA Statement of Work // City of Dubuque — Planning Study