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GUIDE to the 2015-2017 Policy Agenda 15_08_20 FINAL1 GUIDE TO THE CITY OF DUBUQUE 2015 – 2017 POLICY AGENDA Table of Contents Dubuque 2030 Vision Statement ................................................................ 2 Mission Statement ...................................................................................... 6 Five-Year Community Goals for a Sustainable Dubuque ............................ 8 2015-2017 City of Dubuque Policy Agenda............................................... 12 2015 – 2017 Top Priorities ........................................................................ 13 2015 – 2017 High Priorities ....................................................................... 15 2015 – 2017 Management Agenda ........................................................... 18 2015 – 2017 Management In Progress ..................................................... 20 2015 – 2017 Major Projects ...................................................................... 23 2 A vision statement is a picture of a desired future, one that is hard but possible to attain. The following is the vision statement adopted by the City Council at their annual goal setting session. This vision statement includes key words to define the desired future for the citizens of Dubuque. Additional detail on these key words are provided in the section following the vision statement. Dubuque 2030 Vision Statement The city of Dubuque is a progressive, sustainable city with a strong diversified economy and expanding global connections. The Dubuque community is an inclusive community celebrating culture and heritage and has actively preserved our Masterpiece on the Mississippi. Dubuque citizens experience healthy living and retirement through quality, livable neighborhoods with an abundance of fun things to do; and are engaged in the community, achieving goals through partnerships. Dubuque City government is financially sound and is providing services with citizens getting value for their tax dollar. Breaking down the Vision Statement ~ What does it mean? Dubuque is a PROGRESSIVE(a), SUSTAINABLE CITY(b) with a STRONG DIVERSIFIED ECONOMY(c) and EXPANDING GLOBAL CONNECTIONS(d). (a) Progressive city means: • Taking reasonable strategic risks to create a better future for Dubuque • Managing growth and development consistent with Dubuque’s vision, goals and plans • Identifying opportunities to create a better Dubuque and taking timely actions • Connecting people to opportunities • Forward thinking and cutting edge actions • City and businesses investing in Dubuque’s future • Addressing issues for people faced with special circumstances (b) Sustainable city means: • Policies and practices that support environmental integrity, social vibrancy and economic prosperity • Low greenhouse gas emissions through energy conservation and active use of alternative energy solutions • Balanced vision and plans that incorporate eleven elements (air, water, land development, shelter, mobility, native biodiversity, community knowledge, energy, green economy, resource management, healthy foods) • Self-sufficient and self-reliant city to work, live, and play • Appropriate land uses that reflect opportunities and our potential • New construction encouraged to be designed with green principles and national certification (c) Strong Diversified Economy means: • Multiple “economic engines” – manufacturing, medical and healthcare, education, retail, technology related, financial, professional services, publishing, “green” industries • Retaining and growing current businesses and industries 3 • Strategic recruitment of new businesses and industries • Venture capital available to grow the local economy • Workforce for 21st century jobs including skill development opportunities for the underemployed and unemployed • Land available for future industrial and commercial expansion • Job opportunities with competitive wages commensurate with employees’ knowledge and skills (d) Expanding Global Connections means: • Quality air service with choices to major hubs for business and leisure • Active river port for moving goods, products and people and generating city revenues • Passenger rail service link to Chicago and other destinations • Strategic Sister City relationships supported by the community, businesses and the City • Four-lane links to Interstate and major highway systems • State of the art, affordable and locally regulated telecommunication infrastructure and services throughout the city The Dubuque community is an INCUSIVE COMMUNITY CELEBRATING CULTURE AND HERITAGE(e) and has actively preserved our MASTERPIECE ON THE MISSISSIPPI(f). Dubuque. (e) Inclusive Community Celebrating Culture and Heritage means: • Recognized as an inclusive community – welcoming diverse cultures, lifestyles and socioeconomic groups • Variety of strong cultural community events and festivals that are well attended by all residents • Celebrating our heritage and remembering and respecting our history • Community support and engaged actively for culture, arts and museums • Heritage of racial, religious, and ethnic groups respected and embraced by the community • Access to local history information (f) Masterpiece on the Mississippi means: • Downtown and Riverfront – a destination and source of pride for residents and tourists • Downtown, Riverfront and Warehouse District sustainable mixed use districts that incorporate live, work and play • Revitalized, vibrant and preserved historic structures and homes • Beautiful gateways, entrances and streetscapes in Dubuque • Buildings that are architectural statements and in tone with the built and natural environment • Natural resource preserved and the environment protected • Architectural designs that reflect the heritage of the community and create a sense of place Dubuque citizens EXPERIENCE HEALTHY LIVING AND RETIREMENT(g) through QUALITY LIVABLE NEIGHBORHOODS(h) with an ABUNDANCE OF FUN THINGS TO DO(i); and are ENGAGED IN THE COMMUNITY(j) ACHIEVING GOALS THROUGH PARTNERSHIP (k). 4 (g) Experience Healthy Living and Retirement means: • Residents and others making the choice to stay in Dubuque during their retirement years • Residents having opportunities for a healthy life style • Housing options for all stages of life, including green, sustainable homes • Quality medical and health care services available in Dubuque • Young adults deciding the choice to make Dubuque their home • Activities for active, healthy leisure time (h) Quality Livable Neighborhoods mean: • Residents and visitors safe throughout the community • Strong sense of neighborhood pride with homeowners, landlords, and tenants taking responsibility for appearance and safety • Public transportation is accessible and an efficient mode of transportation • “Complete” streets throughout the city that accommodate multiple modes of transportation • Quality streets and city infrastructure that are well designed and well maintained • Housing opportunities that meet market demand and create balance of ownership (i) Abundance of Fun things to do means: • Multi use trails and pathways throughout the city • High quality parks, athletic and ball fields and other facilities for active and passive enjoyment • Variety of restaurant and food service options that meet market demands and emphasize local food products • Activities and festivals for all seasons • Variety of recreation programs, services, and leisure choices for all generations • Regional center for museums, culture and arts activities that are supported by the community • A variety of entertainment and performing arts venues and programs (j) Engaged in the Community means: • Community implementing five (5) principles of “Every Child, Every Promise” • Residents and businesses well informed on city’s vision, plans, programs and services • Neighbors engaged actively in neighborhood governance and taking responsibility for resolving neighborhood conflicts or concerns • Active participation in City governance • Residents and businesses engaged early in developing city projects and programs • Easy access to City information, programs and services (k) Achieving goals through partnerships means: • Resident, community organizations and businesses working with city for a better Dubuque 5 • Seeking active learning opportunities to promote the development of innovative ideas and solutions • Leverage community resources to achieve goals • Active participation of the business community and the positive role they can play in Dubuque • Supporting the inclusion of Not-for-Profits, recognizing the leadership and service role Not-for-Profits can play • City stimulating new partnerships to achieve community goals Dubuque city government is FINANCIALLY SOUND(l) and is providing services with CITIZENS GETTING VALUE FOR THEIR TAX DOLLAR(m). (l) Financially Sound means: • Diverse and expanding tax base and revenues • Well maintained City assets: infrastructure and facilities • Fiscally responsible reserves, debt, and investments • Strong partnerships with others for better services and to expand resources • Competitive tax rate and fees • Services delivered in the most effective manner by evaluating better ways to provide services • Competitive compensation for City employees (m) Citizens getting value for their tax dollar means:  Customer friendly employees, facilities and processes  Excellent city services, top quality city products and facilities responsive to citizens’ needs  High level of customer satisfaction  Well trained city staff that takes a problem solving approach  Effective use of technology to serve citizens, to inform citizens, to increase productivity  Citizens educated on services and programs offered by city government  Departments continually evaluating missions and services to be effective and efficient 6 A mission statement is the purpose of the organization. The following is the mission statement adopted by the City Council at their annual goal setting session. This mission statement includes key words to define the responsibility of city government and provide framework for our services and core business. Additional detail on these key words are provided in the section following the mission statement. Mission Statement The City’s Mission is to deliver excellent municipal services(1) that support urban living(2) and a sustainable city plan for the community’s future(3 & 4) and facilitate access to critical human services(5) which result in financially sound government(6) and citizens getting services and value for their tax dollar(7). Breaking down the Mission Statement ~ What does it mean? 1) Excellent municipal services means: • Well-designed, well-constructed and well-maintained city infrastructure, facilities and equipment. • Highly productive, well-trained workforce that takes pride in service and develops innovations. • Responsiveness to citizen needs and calls for services. • Services evaluated and upgraded to respond to community needs. • High level of customer satisfaction for services and products. • Adequate staffing level to support defined service levels. 2) Support urban living means: • Safe community, sense of personal security and living without fear. • Emergency response. • Safe water. • Disposal of wastewater and solid waste. • Leisure facilities, programs and services. • Preventing problems affecting community safety and health. 3) Sustainable city means: • Taking a holistic approach to balancing: environmental/ecological integrity, economic prosperity and social/cultural vibrancy. • Promoting partnering and facilitating a community dialogue and encouraging community actions to support sustainability in Dubuque. • Informing and educating residents, businesses, community organizations and institutions on the importance of sustainability as a process and their opportunities to support a sustainable city. • Incorporating sustainability into the City’s corporate culture, daily operations, service delivery, facilities and buildings. • Increasing the City’s use of renewable resources and alternative energy sources in City facilities and operations. • Becoming a smarter City with information available for citizens to make decisions of how they use precious resources. 7 • 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. • Demonstrating the community benefits and return on investments from the City’s sustainable activities. • Serving as a leader on sustainability – a model for other cities, other organizations and businesses 4) Plan for the Community’s future means: • Planning for future and environmentally sustainable development. • Regulating building and development. • Regulating land uses. • Planning for redevelopment and revitalizations. • Promoting economic expansion. • Supporting a high quality of life. 5) Facilitate access to critical human services means: • Affordable housing. • Transportation for community. • Healthcare and health services. • Attention to the needs of persons with disabilities. • Capacity building of non-profit organizations to achieve their mission and goals. 6) Financially sound government means: • Diverse and expanding tax base and revenues. • Well-maintained City assets: infrastructure and facilities. • Fiscally responsible reserves, debt, and investments. • Strong partnerships with others for better services and to expand resources. • Competitive tax rate and fees. • Services delivered in the most cost effective manner by evaluating better ways to provide services. • Competitive compensation for City employees. 7) Citizens getting services and value for their tax dollar means: • Customer-friendly employees, facilities and processes. • Excellent City services, top quality City products and facilities responsive to the citizens’ needs. • High level of customer satisfaction. • Well-trained City staff that takes a problem solving approach. • Effective use of technology to serve citizens, to inform citizens, to increase productivity. • Citizens educated on services and programs offered by the City. • Departments continually evaluating missions and services to be effective and efficient. 8 Goals are something you plan to achieve. The following are the Five-year Community, City and Organizational goals adopted by the City Council at their annual goal setting session. Each of the goal areas include a list of Outcomes. Outcomes are a condition of desired well-being for an individual, group or community often stated in plain language. Each goal also includes Value to Residents statements. Value to Residents statements identify the desired impact to residents as a result of achieving the Outcomes listed for the respective goal. It is recommended that city staff consider using these Outcomes and Value to Residents statements when telling the story of your department activities and accomplishments, particularly in your performance measures, department website and other department materials. Five-Year Community Goals for a Sustainable Dubuque Economic Prosperity Outcomes • Diversify the regional Dubuque economy • Retain, expand and grow local businesses, attract new businesses and to provide a more diverse tax base and job opportunities • Have the infrastructure and amenities to support economic development and growth: industrial/business parks, streets and utility services, air service and housing, community centers • Work with Government and not-for-profit partners: Greater Dubuque Development Corporation (NEXT), Dubuque Initiatives, Washington Neighborhood Development Corporation, Dubuque Main Street, Dubuque-Area Chamber of Commerce, ECIA, Community Foundation of Greater Dubuque, Inclusive Dubuque My Brother’s Keeper, local colleges (100 mile radius) and others for economic prosperity • Have a workforce prepared for 21st century jobs in global marketplace • Embrace Diverse populations that support a multicultural workforce Value to Residents • Young professionals want to live here. • Our children want to return to raise their families. • More retail, service and entertainment opportunities – keeping dollars in Dubuque • Insulation from economic cycles through diverse businesses. • Variety of Job opportunities to citizens. • Variety of education opportunities and internships for those jobs. • Entrepreneurial opportunities to start and grow your business in community. Environmental/Ecological Integrity Outcomes • Reduce the community's carbon footprint (50% by 2030) • Reduce the potential flooding through floodplain management, mitigation and protection • Maintain air quality through EPA PM Advance • Become a smarter resilient city using sustainable technology, a model community for the world • Preserve and enhance Dubuque's natural resources 9 • Reduce energy consumption and increase the use of alternative energy source Value to Residents • Protecting the natural resources and environment of Dubuque • City government using sustainable practice in daily operations • Healthy living environments: homes, neighborhoods and community • Clean water and air • Creating a more livable community • Opportunity for a healthy lifestyle including local food products Social/Cultural Vibrancy Outcomes • Increase the mutual understanding, knowledge, acceptance of others through community partners • Continue to become an inclusive community in which all feel welcome and included, and leaving no one behind • Increase resident interaction using vehicles like clean up campaigns, neighborhood picnics, new neighbor welcoming events, and other strategies developed by residents • Become a regional hub for arts and culture • Have an efficient public health system that focuses on prevention and wellness • Achieve defined goals, desired outcomes and metrics from community engagement • Support community partners: 3rd Grade, Reengagement Center, Opportunity Dubuque • Increase civic responsibilities by having citizens being part of the solution • Maintain transparency and increase trust in City government Value to Residents • Everyone is welcome in the Dubuque community • Living life without fear or threats • Equal treatment for all by City staff • City services are available for all and delivered in an equitable and fair manner • City workforce reflecting the diverse community • Opportunities to experience arts and culture Five-Year City Goals Planned and Managed Growth Outcomes • Complete the Dubuque Historic Millwork District as a thriving mixed use development with residential, retail/ office, entertainment – a model for developers and other cities • Have safe, healthy neighborhoods citywide • Have strong vibrant 24/7 residential/central business core (Dubuque Main Street Service Area Downtown and Dubuque Millwork District) – including residential opportunities, retail, and entertainment 10 • Annex areas consistent with the annexation policy, including City services to annexed area • Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses • Develop Washington Neighborhood as a model for other neighborhoods • Develop more residential development and homes with a variety of housing options for all incomes Value to Residents • Stable property taxes for residents and businesses. • More job opportunities for all skill levels. • Choice of livable neighborhoods. • Opportunities for our children to stay in Dubuque. • Predictable future development. • Quality services to residents in annexed area. Partnering for a Better Dubuque Outcomes • Lobbying and advocating for Dubuque with Federal Government and State of Iowa • Partner for economic and workforce development • Partner with education • Partner for culture and arts • Partner for support of families and children • Partner for housing opportunities • Partner for healthcare and wellness • Partner for historic preservation • Partner for delivery of human services – meeting the needs of the underserved • Partner for sustainability • Increase resident engagement in the City’s governance processes • Partner on equity profiles • Partner for Inclusive Dubuque Value to Residents • Bigger “bang” for tax dollars. • Enhanced economic development opportunities. • More ownership of end products – people involved in the process, and support outcomes. • Better access and use of facilities. • Protection of your interests. Improved Connectivity: Transportation and Telecommunications Outcomes • Increase and sustain commercial air service • Have the ability to drive the Southwest Arterial (Iowa Highway 32) • Increase public transit ridership by choice • Develop an up-to-date, modern air terminal that appeals to air travelers 11 • Improve traffic flow throughout the City (East-West Corridor, Roundabouts, Light Synchronization) • Implement “Complete Streets Concepts” • Increase availability, band width and redundancy • Passenger rail service to Chicago Value to Residents • Reduced traffic congestion and improved traffic flow. • Better conditions of streets, eliminated obstructions, and improved visibility. • Commuting through telecommunications. • Greater economic opportunities. • Air access to major hubs. Five-Year Organization Goal Financially Responsible City Government and High Performance Organization Outcomes • Transparency of City government • Retained and hired a top quality City workforce • City providing services responsive to the community needs • Customer focused and friendly City services • Increased all reserve funds to 20% • Maintained/improved the City bond rating • Secure City information and data • Easy access to City information and services for all • Accurate data on City services and use in decision-making Value to Residents • Financially sound and responsible City government • Easy, convenient access to City information and services • Service value for taxes and fees • Opportunities to become involved in City governance and planning • Secure City information, including personal information • Customer oriented City services 12 2015-2017 City of Dubuque Policy Agenda The 2015-2017 city of Dubuque Policy Agenda is comprised of four areas as adopted by the City Council at their annual goal setting session. These areas are as follows: Addit ional detail on each of the Policy Agenda areas are provided in the next section. Each area includes the following: • Project or Activity Name • Goal area the project or activity falls under • Key issues for the Project or Activity • Actions for the next 12-18 months for the Project or Activity • Detailed timeline for the Project or Activity City Council Policy Agenda • Items that require major policy direction decisions or funding • The City Council policy agenda includes the City Council’s Top and High priorities Management Agenda • Items where preliminary work is currently underway and some policy direction has been provided but the project will require additional policy direction or funding Management in Progress • Items that are underway and budgeted. Staff is implementing and providing updates to City Council Major Projects • Projects that are underway and budgeted. Staff is implementing and providing updates to City Council 13 2015 – 2017 Top Priorities 1) East-West Corridor Study Implementation City Goal it is under: Improved Connectivity City Department(s): Engineering Key Issues: • Property acquisition • Environmental assessment • Funding for design and construction of roundabouts 2015-2017 Actions: • Complete preliminary design and identify property acquisition parameters • Maintain corridor preservation ordinance • Development of a plan including: prioritization of locations and capital improvement funding options Action Timeline • Dec. 2015 - Review study and projects • Jan. 2016 Initiate Environmental Assessment • Feb. 2016 Develop budget proposal with options • Mar 2016 City Council decision: FY 17 Budget projects • July 2016 Council Decision: Corridor Preservation Ordinance • TBD Initiate property acquisition • TBD Land acquisition 2) Environmental Stewardship Commission (Community Resiliency Commission) Community Goal it is under: Environmental/Ecological Integrity City Department(s): Sustainability and Health Services Key Issues: • Purpose and role of Commission • Size and diverse representation of community • Staff support and funding 2015-2017 Actions: • City Council approval of process to transition to new Commission format • Comprehensive community engagement effort to define purpose and role of Commission and to recruit candidates. Action Timeline • Dec. 2015 Define public engagement process to define Commission purpose, size, work program, staffing and funding • Dec. 2015 Presentation to City Council on recommended public engagement process • Jan – June 2016 Process implementation • June 2016 Final recommendation to City Council 14 3) Historic Millwork District Parking (470 spaces) City Goal it is under: Improved Connectivity City Department(s): Economic Development Key Issues: • Land acquisition • Funding 2015-2017 Actions: • Opening of new intermodal facility • Property acquisition for construction of surface parking lots • Funding strategy for design and construction of surface parking lots Action Timeline • Sept. 2015 Intermodal Transportation Facility opens • Dec. 2015 Recommendation to City Council on Land Acquisition • March 2016 City Council decision: FY 17 Budget for construction 4) Inclusive Dubuque Action Plan Community Goal it is under: Social/Cultural Vibrancy City Department(s): Human Rights Other Partners: Community Foundation of Greater Dubuque Key Issues: • Community engagement process on development of action plan for priority areas • City role as a partner in implementation of action plan 2015-2017 Actions: • Completion and analysis of Equity Profile assessment • Development and implementation of Equity Profile Action Plan • Quarterly reporting on implementation of Action Plan Action Timeline • Sept. 2015 Quarterly update presentation to City Council • Oct. 2015 Finalize Equity Profile • Dec. 2015 Develop community plan for the Equity Profile Action plan and specific city actions • June 2016 Establish work group and identify priority actions 5) Street Maintenance Program City Goal it is under: Improved Connectivity City Department(s): Public Works Key Issues: • Evaluate existing service level targets • Funding to restore or expand service level targets 15 2015-2017 Actions: • Review current program, assess condition of completed areas and evaluate community needs • Development of a strategy including: prioritization of locations and budget options to maintain or increase service level Action Timeline • Dec. 2015 Review current needs and future priorities • Feb. 2016 Present budget proposal with options • March 2016 City Council decision: FY 17 Budget for service level and funding 2015 – 2017 High Priorities 1) Central Iowa Water Association City Goal it is under: Planned and Managed Growth City Department(s): Engineering, Water and City Attorney’s Office Key Issues: • Annexation • Funding • Water Infrastructure 2015-2017 Actions: • Research and prepare response to litigation • Policy decisions on water extensions, annexation and funding Action Timeline • March 2016 City Council decision: FY 17 Budget and direction • TBD Complete research on legal issues 2) City Economic Development Community Goal it is under: Economic Prosperity City Department(s): Economic Development Key Issues: • Review staffing levels and partners • Funding • Goals and performance expectations 2015-2017 Actions: • Identify partnership opportunities • Develop strategic plan including funding Action Timeline • Nov. 2015 Review partners 16 • Jan. 2016 Develop action strategies • Feb. 2016 Presentation to City Council on strategic plan items 3) Citywide Flower Planting Program City Goal it is under: Partnering for a Better Dubuque City Department(s): Leisure Services Key Issues: • Policy on use of volunteers • Policy of location(s) for existing or new plantings and type of plant (annual vs. perennial) • Funding and hiring freeze • On-going operation and maintenance costs 2015-2017 Actions: • Review current activities and assess community needs • Development of a strategy including: prioritization of locations, plantings and staffing vs. volunteer needs and budget recommendations Action Timeline • Dec. 2015 Review current activities and assess community needs • Feb. 2016 Present budget proposal with options • March 2016 City Council decision: FY 17 Budget for service level and funding 4) Comprehensive Plan City Goal it is under: Planned and Managed Growth City Department(s): Planning Key Issues: • Funding • Community assessment and input process 2015-2017 Actions: • Research alternative staffing and consultant options for development of process and creation of a new 20-year plan • City Council direction on process and funding recommendations Action Timeline • Sept. 2015 Presentation to City Council and decision on direction and funding • TBD Initiate and Complete “Community Assessment” • TBD Initiate Community Input Process 5) Debt Reduction Policy Organizational Goal it is under: Financially Responsible City Government and High Performance Organization City Department(s): City Manager’s Office and Budget Key Issues: • Education for general public and for city staff 17 • Continued implementation of strategic debt reduction 2015-2017 Actions: • Review and assessment of existing debt reduction strategy • Development of a policy for evaluating future use of debt for projects including: prioritization of capital projects and capital project assistance programs, project timing and budget recommendations Action Timeline • Sept. 2015 Budget Amendment to City Council • Nov. 2015 Education for general public and for city staff • Feb. 2016 Present budget proposal with options • March 2016 City Council decision: FY 17 Budget 6) Methane Gas Plan Community Goal it is under: Environmental/Ecological Integrity City Department(s): Public Works and Water & Resource Recovery Center Other Partners: DMASWA Key Issues: • Identify opportunities for methane gas reuse in city operations including Bio Compressed Natural Gas • Development Agreement for methane gas reuse 2015-2017 Actions: • Develop cost-benefit analysis and policy for city vehicle conversion to Bio Compressed Natural Gas • Negotiate Agreement with private sector for methane gas reuse at Landfill and Water & Resource Recovery Center including capital investment requirements Action Timeline • Nov. 2015 Finalize Agreement for capital investment • Dec. 2015 Recommendation to City Council on Agreement • June 2016 Staff report on options • July 2016 Presentation to City Council and decision on use of bio compressed natural gas. 7) Surveillance Camera Funding Community Goal it is under: Social/Cultural Vibrancy City Department(s): Engineering, Police and Information Services Key Issues: • Evaluate types of cameras for future purchase • Funding and location of additional cameras • Use and storage of data and information 2015-2017 Actions: 18 • Identify areas and phasing plan for installation of additional cameras, including access to existing or new fiber optic connections • Direction on funding for additional cameras and increased video storage capacity Action Timeline • Dec. 2015 Review camera options, locations, server space and staff monitoring needs • Feb. 2016 Present budget proposal with options • March 2016 City Council decision: FY 17 Budget direction and funding 2015 – 2017 Management Agenda 1) GDDC: Sustainable Innovation Community Goal it is under: Economic Prosperity Key Issues: • Alternative energy options including Bio Compressed Natural Gas and Hydro power • IBM Smart Cities partnership next phase 2015-2017 Actions: • Council direction on Agreement for use of Bio Compressed Natural Gas • Analysis of Hydro Power opportunities • IBM partnership agreement for workforce development and open data Action Timeline • Oct. 2015 IBM Smarter Cities partnership next phase: Proof of concept for workf orce development and open data • Dec. 2015 Council direction on Agreement for use of Bio Compressed Natural Gas • July 2016 Complete report on opportunities for Hydro power on the river 2) Industrial Park Development Community Goal it is under: Economic Prosperity Key Issues: • Actions • Funding 2015-2017 Actions: • Develop budget options • City Council direction on budget and timeline Action Timeline • Jan. 2016 Develop budget options • March 2016 City Council decision: FY 17 Budget direction and funding 3) National Incident/Event Report Community Goal it is under: Social/Cultural Vibrancy Key Issues: • Community engagement 19 • Community preparedness 2015-2017 Actions: • Community engagement effort to identify issues • Review other city and Federal reports to develop local best practices • Prepare report with local options and recommendations Action Timeline • Oct. 2015 Identify issues/critical questions for city and community • Jan. 2016 Review incidents reports from other cities and Federal agencies • April 2016 Prepare report with options and recommendations • May 2016 Presentation to City Council on overall strategy and short-term initiatives 4) Skate Park City Goal it is under: Partnering for a Better Dubuque Key Issues: • Location and Scope of project 2015-2017 Actions: • Contract for evaluation, design and site location • Initiate private fundraising effort Action Timeline • Aug. 2015 City Council direction on contract for design services for conceptual design and site evaluation • Sept. 2015 Initiate design • Nov. 2015 Complete design and site location assessment • Dec. 2015 Initiate private fundraising 5) Police: Review Best Practices Organizational Goal it is under: Financially Responsible City Government and High Performance Organization Key Issues: • Community engagement • Community preparedness 2015-2017 Actions: • Review 21st Century National Police Report to identify best practices and analyze opportunities for Dubuque • Prepare action plan with options for City Council review and direction Action Timeline • May 2016 Review 21st Center National Police Report and conduct analysis of learning for Dubuque • June 2016 Prepare action plan with options • July 2016 20 2015 – 2017 Management In Progress ECONOMIC PROPERITY GOAL • Riverfront Leases Department(s): Economic Development Timeline: Dec. 2015 – 2016 • City Leases: Agreement with Board of Realtors Department(s): Economic Development Timeline: Oct. 2015 • Air Service Expansion Advocacy Department(s): Airport Timeline: ongoing • Dubuque Initiatives: Strategic Plan Department(s): Economic Development Timeline: January 2016 • Project HOPE: Program Evaluation Report Department(s): Economic Development Timeline: March 2016 • South Port: Environmental Assessment Department(s): Economic Development Timeline: 2017 ENVIRONMENTAL/ECOLOGICAL INTEGRITY GOAL • Recycling Pilot Program: Carts Distribution (400) Department(s): Public Works Timeline: Sept. 2015 • Path Forward Air Quality Plan: Implementation Department(s): Economic Development and Health Timeline: 2018 • Community Climate Action and Resiliency Plan - 50% Green House Gas Reduction by 2030: Update Department(s): Sustainability Timeline: Dec. 2015 • Fats/Oils/Grease (FOG) Program: Inspections and Progress Report Department(s): Engineering, W & RRC, and Health Timeline: Feb. 2016 • Lead and Healthy Homes: Grant Department(s): Health and Housing Timeline: Sept. 2015 • Iowa Economic Development Authority Community Energy Management Program: Final Report Department(s): Sustainability Timeline: Feb. 2016 SOCIAL/CULTURAL VIBRANCY GOAL • Campaign for Grade Level Reading Program: Americorps Program, Summer Learning Program Department(s): Leisure Services Timeline: ongoing • Voluntary Compliance Agreement: Action Plan Report (HUD Approval), Training for Departments Department(s): Human Rights, Housing & Legal Timeline: Dec. 2015 21 • Fair Housing Training: Annual Department(s): Human Rights Timeline: Sept. 2015 • Housing Choice Voucher Program: Grant Application Department(s): Housing Timeline: Jan. 2016 • Affirmative Fair Housing: Video/Training Updates, Fair Housing Report and Action Plan Department(s): Housing Timeline: Oct. 2015 • • Intercultural Competency Program within City Government: Recruitment and Retention Department(s): Human Rights Timeline: ongoing • • Leadership Enrichment After School Program (LEAP): Grant Department(s): Leisure Services Timeline: March 2016 • Intercultural Competency Program for Community: School District, Non Profit and Community Organizations, Businesses Train the Trainer Department(s): Leisure Services Timeline: April 2016 • Multi-Cultural Center: Director Hiring Department(s): Leisure Services Timeline: Oct. 2015 PLANNED AND MANAGED GROWTH GOAL • Flood Wall Evaluation Study – March 2016 • • Alliant Energy Plant Site: Acquisition – TBD (to be determined) • • Source of Income Work Group: Report – Dec. 2016 PARTNERING FOR A BETTER DUBUQUE GOAL • Sister City Program: Visit to the City, Strategic Plan Department(s): City Clerk Timeline: ongoing • GDDC Broadband/Fiber Optic: Vendor Engagement Department(s): IS and Economic Development Timeline: Sept. 2015 • Four Mounds Foundation/HEART Program: Report Department(s): Housing Timeline: March 2016 • City Volunteers for Economic Opportunity Program: Tool kit for volunteers/internships, volunteer positions in department; United Way Volunteer Matching Software Department(s): Human Rights Timeline: March 2016 • Purchase of Service: Data Collection, Training for Purchase of Service Providers, Reporting mechanism Department(s): Housing Timeline: April 2016 IMPROVED CONNECTIVITY: TRANSPORTATION AND TELECOMMUNICATIONS • Smarter Transportation Program: Research, Report 22 Department(s): IS & Economic Development Timeline: Nov. 2016 FINANCIALLY RESPONSIBLE CITY GOVERNMENT AND HIGH PERFORMANCE ORGANIZATION: • Police Officers Recruitment and Retention Department(s): Police and Personnel Timeline: ongoing • Succession Planning Process: Development best practices assessment Department(s): Personnel Timeline: Dec. 2015 • Non-emergency mobile/portable units: Replacement Department(s): Emergency Communications, Police & Fire Timeline: 2018 • Affordable Care Act: Payroll software update and IRS data reporting Department(s): Personnel, IS & Finance Timeline: Jan. 2016 • Open Budget/Open Expenditures software Department(s): IS, Budget and Finance Timeline: Dec. 2015 23 2015 – 2017 Major Projects ENVIRONMENTAL/ECOLOGICAL INTEGRITY GOAL • Green Alley Projects (73 alleys) Department(s): Engineering Timeline: July 2016 • Bee Branch Project (Garfield to Comiskey) Department(s): Engineering Timeline: Dec. 2016 • Energy Efficient Street Lights Department(s): Public Works Timeline: 2020 PARTNERING FOR A BETTER DUBUQUE GOAL • Comiskey Park Improvements: Community Engagement, Design Department(s): Leisure Services Timeline: June 2016 • Northwest Arterial Trail – Bergfeld Recreation Trail Connection Department(s): Leisure Services & Planning Timeline: June 2016 • Bunker Hill Golf Course Irrigation Improvements (Phase 1: first half) Department(s): Leisure Services Timeline: Nov. 2015 IMPROVED CONNECTIVITY: TRANSPORTATION • Wacker and JFK Traffic Signalization Project Department(s): Engineering Timeline: Oct. 2015 • Wilbur Street Retaining Wall Department(s): Engineering Timeline: Dec. 2015 • Intermodal Transportation Facility: Opening Department(s): Parking & Transit Timeline: Sept. 2015 • North Cascade Road: Phase 1 Department(s): Engineering Timeline: June 2016 • Utility Extension Project to Airport Department(s): Water & Engineering Timeline: June 2016 • Airport Terminal: Open Department(s): Airport Timeline: June 2016 • Southwest Arterial Project: Design, Land Acquisition, English Road Construction Department(s): Engineering Timeline: June 2016 • Road to Airport Terminal Department(s): Engineering Timeline: April 2016