Fiscal Year 2020 Budget Recommendation Copyrighted
February 4, 2019
City of Dubuque Action Items # 4.
ITEM TITLE: Fiscal Year 2020 Budget Recommendation
SUMMARY: City Manager transmitting the Fiscal Year 2020
Recommended Budget Transmittal Message.
The City Manager will make a presentation.
SUGGESTED DISPOSITION: Suggested Disposition: Receive and File
ATTACHMENTS:
Description Type
FY2020 Budget Recommendation-NNM Memo City Manager Memo
THE CITY OF Dubuque
�
AII�AmeripLih
UB E � I� � I ,
Masterpiece on the Mississippi �°°'��°'�
ao�s�zov
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Fiscal Year 2020 Budget Recommendation
DATE: January 29, 2019
It is my goal that the Fiscal Year 2020 budget recommendation will reflect the City Vision and Mission
Statements and be responsive to the goals and priorities established by the Mayor and City Council.
I am pleased to report that the Fiscal Year 2020 budget recommendation includes a property tax rate
decrease of 2.43%, which is more than the property tax rate decrease of 0.97% approved as part of
the Budget Guidelines by the City Council on December 17, 2018. The Budget Guidelines reported a
residential rollback of 56.1324% but the adual residential rollback is 56.9180%. This increase in
rollback increases the taxable value for residential. This required a lower property tau rate to keep
the average residential property at no property tax increase. This translates into the following:
% Change $ Change
Property Tax Rate -2.43% -$0.26
Average Residential Payment —% $—
Average Commercial Payment -1.48% -$48.53
Average Industrial Property -1.79% -$87.16
Average Multi-Residential Property -7.07% -$132.29
2035 VISION STATEMENT
Dubuque 2035 is a sustainable and resilient city and an inclusive and equitable community. Dubuque
2035 has preserved our Masterpiece on the Mississippi, has a strong diverse economy and
expanding connedivity. Our residents experience healthy living and active lifestyles; have choices of
quality, livable neighborhoods; have an abundance of fun things to do; and are engaged in the
community.
CITY MISSION STATEMENT
Dubuque city government is progressive and financially sound with residents receiving value for their
tax dollars and achieving goals through partnerships. Dubuque city governmenYs mission is to
deliver excellent municipal services that support urban living; contribute to an equitable, sustainable
city; plan for the community's future; and facilitate access to critical human services
CITY OF DUBUQUE GOALS 2024
+Robust Local Economy: Diverse Businesses and +Sustainable Environment: Preserving and
Jobs with Economic Prosperity Enhancing Natural Resources
*Partnership for a Better Dubuque: Building Our
•Vibrant Community: Healthy and Safe Community that is Viable, Livable, and Equitable
+Livable Neighborhoods and Housing: Great +Diverse Arts, Culture, Parks, and Recreation
Place to Live Experiences and Activities
*Financially Responsible, High-Performance City
Organization: Sustainable, Equitable, and Effective *Connected Community: Equitable Transportation,
Service Delivery Technology Infrastructure, and Mobility
POLICY AGENDA items are issues that need direction or a policy decision by the City Council, or
need a major funding decision by the City Council, or issues that need City Council leadership in the
community or with other governmental bodies. The policy agenda is divided into top priorities and
high priorities.
2018-2020 POLICYAGENDA
TOP PRIORITIES (in alphabetical order)
• Affordable Childcare Study and Funding
• Five Flags Center: Direction and Funding
• Inclusive Dubuque Support
• Major Streets Improvement: Plan, Direction, and Funding
• Poverty Reduction: Action Plan
• River Cruise Docking Facilities: Direction
• Winter Farmers Market: Location and Funding Support
HIGH PRIORITIES (in alphabetical order)
• Bee Branch Floodwall Gates Funding
• Central Avenue Corridor: Economic Revitalization
• Crime Prevention Program: Maintenance
• Debt-Reduction Plan: Continuation
• Mental/Brain Health Strategy and Action Plan
HIGH PRIORITIES (in alphabetical order, continued)
• New Financial Software: Funding
• Pet-Friendly Community: Policy Direction and Actions
• Street Maintenance Program: Funding Level
MANAGEMENT AGENDA items are issues for which the City Council has set the overall direction
and provided initial funding, may require further City Council action or funding, or are major
management projects that may take multiple years to implement. The management agenda is
divided into top priorities and high priorities.
2018-2020 MANAGEMENTAGENDA
TOP PRIORITIES (in alphabetical order)
• Campaign for Grade-Level Reading
• CHANGE Program: Implementation
• Crescent Community Health Center Expansion
• Dubuque's True North Housing Initiative
• Multicultural Family Center Expansion
• Riverfront Master Plan (US Army Corps of Engineers)
• Transit Vehicles Replacement
• Veterans Pond Development and Direction
HIGH PRIORITIES (in alphabetical order)
• City Performance Measurements/Open Data/Data Governance
• Citywide Departmental Work Order System
• Comiskey Park Renovation
• Community Security/Surveillance System Expansion
• Housing NeedsAssessment Report
• Resident Satisfaction Survey
• Residential Housing Upgrade/Bee Branch HUD Flood Protection
• Water & Resource Recovery Center: Nutrient Trading
TH8 CTTY OP
DuB E
Masterpiece an the Mississippi
Creating an Equitable
Community of Choice
A High-Performance Organizatian (and Community) thatis
Data-Driven and Outcome-Focused built on the four pillars of:
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An article in the January 27, 2019, Telegraph Herald, written by Jeff Montgomery is illustrative on the
issues faced related to poverty. In part, the article says:
"Data released last year by United Way of Dubuque Area Tri-States revealed that 33 percent
of Dubuque County households were either in poverty or earned less than the basic cost of
living.
That translated to more than 12,000 households that didn't make enough money to make
ends meet.
In the city of Dubuque, the figure is even higher: 44 percent of households do not make
enough to meet basic needs.
These persistent struggles might come as a surprise to some, given the county's meager
unemployment rate. In December, the jobless rate in Dubuque County was 2.5 percent.
That is lower than the county's rate from one year earlier of 3 percent, as well as the national
average of 3.9 percent.
A closer examination of data shows that for many local residents, getting a job doesn't equate
to getting ahead.
Working poor
The most recent United Way study utilized "point-in-time data," collected in 2016, to provide
an updated snapshot of area residents' evolving struggles.
Growing financial hardships this decade can be attributed largely to an increase in one
particular category, deemed ALICE.
ALICE is an acronym forAsset Limited Income Constrained, Employed. In short, it represents
the working poor.
In 2010, 14 percent of Dubuque County households fell into that category; in 2016, it was 22
percent. In addition, 11 percent of households were below the poverty threshold in 2016, a
slight increase from 10 percent in 2010.
In other local lowa counties, a similar trend has unfolded.
In Clayton County, 19 percent of households were in the ALICE category in 2010 and 28
percent fell in that range in 2016. In Delaware County, the percentage increased from 16
percent to 22 percent; in Jones County, from 20 percent to 26 percent, and in Jackson
County, from 18 percent to 22 percent."
"In addition to showing the sheer scope of financial hardships, the ALICE report also
challenged long-held beliefs about what it takes to get ahead.
"This study showed it is not as easy as 'get a job,"' Peterson said. "There are many, many
people who are working and struggling and facing barriers to being successful."
About four months after United Way released its data for lowa, the organization followed with
a comprehensive report detailing counties in Wisconsin. A similar pattern emerged.
In Grant County, 43 percent of residents were in poverty or below the ALICE threshold in
2016, up from 38 percent at the outset of the decade. The percentage falling within the ALICE
category rose from 24 to 29 percent in that time frame.
In Crawford County, the ALICE group rose from 26 percent in 2010 to 28 percent in 2016; in
Lafayette County, it rose from 21 percent to 26 percent; and in lowa County, from 22 percent
to 24 percent.
Illinois does not partner with United Way for its ALICE project.
However, a study released in 2018 estimated that more than 33 percent of Illinoisans are
either poor or low-income. The report, compiled by anti-poverty organization Heartland
Alliance, also determined that poverty was higher then than it was before the Great
Recession.
The study found there are more than 5,200 households receiving food stamps in Illinois
House of Representatives District 89, which includes Jo Daviess County. More than 2,000
households are "rent-burdened," meaning they pay more than half of their income toward
housing."
"The United Way ALICE study includes a "household survival budget," which highlights "the
bare minimum that a household needs to live and work today."
For a single adult living in Dubuque County, the monthly total amounts to $1 ,608. Such
payments can be made with a full-time job earning $9.65 per hour.
For a family of four, however, that figure balloons more than 300 percent. The ALICE study
concludes a Dubuque County family with two adults, an infant and a preschooler must spend
$4,887 per month to meet basic needs."
"Census data show that there is reason for optimism when it comes to wages in Dubuque
County.
Data from December placed the median wage for households at $59,150. That is up from
$56,154 in December 2017.
For many residents, however, reaping the benefits of these changes is easier said than done.
Dubuque County residents with less than a high school education earn a median income of
about $21 ,200, while high school grads or those with an equivalency degree take in $30,700.
An associates degree bumps up the median wage to $34,150, while a bachelor's degree ups
it to $45,750 and a graduate degree, $58,600.
Kristin Dietzel, vice president of workforce solutions for Greater Dubuque Development Corp.,
said the numbers send a clear message.
"Education and training have to be the cornerstone to any long-term self-sufficiency," Dietzel
said.
Opportunity Dubuque, a partnership between GDDC and Northeast lowa Community College,
allows participants to complete industry-driven certifications to upgrade their skills or launch
their careers.
Dietzel explained that students can complete such courses free of charge, although she
acknowledged that some barriers could exist.
The cost of transportation, for instance, could be prohibitive for some seeking to upgrade their
skills. Caring for one's child during the training also has presented a quandary for some.
In late 2018, GDDC announced a pilot program in which roughly 50 Opportunity Dubuque
participants would receive free child care during their training and for up to a year after
securing new employment."
"Even for those eager to get ahead financially, it can be easy to get knocked off course.
The Federal Reserve in mid-2018 released its annual Survey of Household Economics and
Decisionmaking. The report underscored the fragile foundation on which many Americans'
financial plans are built.
Forty percent of adults, if faced with an unexpected expense of$400, said they would either
not be able to cover it or would cover it by selling something or borrowing money. Twenty-five
percent of adults, meanwhile, skipped necessary medical care because they could not afford
the cost."
The Greater Dubuque Development Corporation provides information that the financial
hurdles in Dubuque are even higher for the minority community:
Da�a represenLed from ihe A6 5-year esGmaLes.Margin of error is higher among smaller populaLion groups.
Medfan Household Income
P0,000 $59150 $60,666
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OEVELOPMENT CO2P.
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Economic Indicators
Report
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EducatioN �Median - Population
Occupational Data Household Income
• NumberofBusinesses "�aatlobsbyWageLevel • MlgrationFlow
• TopOccupational • SalaryTrend • CostofLivingComposRe . _ _ _
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• IndustryComposition 3596onMortgage/Rent . VehideOwnershlp • RerrtalVacancyRate
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• @rtified5chool � PovertyLevel
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Nusineneswithlnrhe 1,iL� � Sl1 qL i02 9S 69 L/ 6 i � L,/S9
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INOUSTRY 2013/065 I 307810B5 kCNANGE �i %(HANGE
I inance antl Insuranee 3,644 4,406 842� B o
Managomen�olCei�p�nicsandLnmrpfses 595 �V 122i 2190
Ir�nsportaJonantlVJarchousing 1,996I 2,364 368 'i 1895
O[herScrcices(:::�epcVubB�Atlminlr.ration) 3,361 3,5Fi1 310 94h
Hcalthf_aresndSocalAssiBancc �I $436 9,130 694 8°b
Manulac.uring �, 8,963 9,509 G6fi 696
RcalEstazcandFent�landLcasing 641 56`0 16 395
�ccommoda�on and Food Scrvices 4,a�2 4,560 88 296
6evommcnc G,C146 5,065 29 iWo
Constmaion 3,03J 3,051 14 096
OC(UPATION 2013 2018
Re�eil Salesperson5 1,910 1 JII]
Cashicrs 1,b43 1,644
hegis[cred Nm3es 1,316� 1 b01
Combined Pood Pmparation ana Scrving�Norkcr Induding FastFood 1,38�' 1,490
OHiceCJerYs,Gencal 1,39�� 1,356
A.smblcaandFabrimogAllO�eclndudngTwmi�csemhlers I IJ4 1,302
Hcavyan6TraRorLailcrTruckDmcrs � 1,083 1,219
Cus.omcr Sarvim Rcpresn:adws I 1,096� I,'.89
Gencral antl Oporations Managcrs 882� 94�
Ja�IrorsandCkanzr,ExceptMaidsandHousekeepingClzaners 982 � 919
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xm6�im] 77.096 7f:Of1 3Fi7 53,666
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POPULATION
GOAL: 100,000
POPULATION GOALPROGRESS
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2016 20 V 2018 2019 2020 20L
BENCHMARK
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NUMBEROFINUIYIUUNLS COUNTY SiNTE
113 Jo Davicss County IL
9� �i LinnCcuny 1,9
89 � CookCowry. IL
N3 lackson Cuuny IA
B GantCouny WI
/4 DaneCuuny VN
6C� POIkCuwry. IA
ti9 Iuhnaon Cawry IP.
i% SmttCouiry IA
pfi lonps�oun,y IA
12 Ir�nn � -I iiir mrtRepn�i I lao+ay:�' -��r roucu: [ [ �� .m.nrr r��n.�nun
2500
>000
Mi9ranan
15J0 �pu�slde�owa
� M�iqretlan-
i lenaGonal
1000
� NAgratinn-
wrchio iown
S00
a _ _
In201?2013 In2013-2014 i�2014-206 In201Y_016
1 ' 1 1 � 1
NUMBENOFINUIVIUUGLS (OUNTY STGiE
9/ lackson Cuuny IA
90 IODavieca�awry IA
9S Grani�ouny VN
91 CnnkCoun'q II
�2 linnC.�un'.y IA
4 I]elaware(oun'�.y IH
51 tirrniCoun'.y IA
49 iohnsnn(numy IH
4A � Hlarkl�awkCoun�,y IA
48 JonesCoun'.y Ik
W
�i° as��
� Ownew�cup�eJ
■ Household
30 34ASe , . 2INbTulal
�p 19P'�' Penterc[cupl�
� HaushalA
m � .,. s.c� na^6 ... m,eaplc�l
i9�
0
NOVeM1IcIe iVehl(le ,�VFhI(INl lVehldes 4Vehlde[ S#VPhIcIFC
ar,Lerri � � [pp-�orioi �,voMrnii I - .nnmirinJa�,-:sHeponll . �,nrvJ�IP13
2016MUER(°/nWEIGHT) 20171NUE%�YoWEIGHT�
Composite(100°h) i893% 8475h
Gracery �983�.0 �968�
HOu5111y �6/i9G � 694ro
Otilities 'i9l]°R 3tl4'X�
Transportation &au% lUa4�k�
Nealth 91.6",4 92J°k�
Miscellaneaus �oJsso 94��Y,
FY2016 FY2017 %Change
Realtotaltaxablesalas 51,337,41fl,(flR $�,37�,993,fififi Q9W,
Num6erotreponingfirms(annualized) 2,rzU 2,/24 U.19b
Populatlon �95,759 9fi,374 �19n
Freragesalesper�apita � $13,822 $13,67° I.0"L
Averageialesperfirm �5491,/8s $Qs6,3/o -1.1°k�
14 Irnnn i lil ainaRe�ii I l� .ory:q] ���r� ci�cu: � [ [ •�wrr�rpp�.�nom
INVESTMENT
GOAL: $800,000,000
saoo�o�o
saoa��,009
S�aa�o,00a
SnuqiC�qoon
5500 Q?C 000
S40QCC�,OW �3'_p3�]@nc;
;aoqroopoo
51)J.c;.'�_n
S�nqi�qoon -
$100QJ0,000 . - �
$0
2J1/ 2018 -G19 ?020 -L'LI L0.2
Residerrtial —tCommercial �To[IConxrutionCumulative
�
!O p - I
TatalHousingOnits C9,424 40,818 I
MedianPropeHyValueMOwner-OccupletlGolEs $153,900 $157,290 I
MortgageStaNsofOwnerOaupiedUnits 642%Mor[gage 61.0%Mortgage �
398°n'v No Nor[gage 390°/o No�14or[gage
NenialVacanryPare 6�I% fsu�
Medianflent 57�0 $7�7
1
eaulutouau0u[��vRovMwTcoqvoanriory ImnomirintllrainrsBPpon I InnunryJ0i4 15
FINDING DUBUQUE'S
TRUE NORTH CENSUSTRACT51 &5
COIINAY TBfttiS 1 65
2ule arn; �uie .
6mplo�vnem 662Ya 6619L 59b°u 61Gho
Coi�nu[ingtoworcbywolkingorpub6ccransporwtlon 49^,L 4]'W 205°L iBJ�W
MedianHouscholdlnmmc y66,64 i�9;160 iD,]�6 ti30,299
PovortyLovol 1�545 11.9?L 352^,4 33n`W
SNAPPafSopaflon�cipastlLnonffi5 9J96 989b 31390 303Y6
r -
lfi IrannriirinAiremRNepon � IonunryJ01A sn[nlrn�ueuou[oM�ovM[rircoBmnniion
Greater Dubuque Development Corporation 2018 Communitv Perception Survev
One of the many benefits that will result from the True North expanded partnership with the
community is the "Greater Dubuque Development Corporation 2018 Community Perception Survey"
conducted in September 2018. This is the second year of the survey.
While I believe this poll indicates there is much work to be done, I also believe the results are
notable:
• Only 11 °k disagreed with the statement, "Dubuque is a Safe Place to Live."
• Only 7°k disagreed with the statement, "Dubuque is a Good Place to Live."
• Only 8°k disagreed with the statement, "Dubuque is a Good Place to Work."
• Only 17°k disagreed with the statement, "Dubuque is on the Right Track."
• From across the city, a disappointing 25°k disagreed with the statement, "I Feel Safe in the
North End."
• From across the city, a disappointing 37°k disagreed with the statement, "I Feel Safe in the
Downtown."
• Only 10°k disagreed with the statement, "Diversity is Beneficial in Our Community."
GDDC Business Retention and Expansion Interviews
The results of the GDDC Business Retention and Expansion interviews (344) of regional corporate
chief executive officers through July 1 , 2018, show 67.5°k with increased sales, 51°k reporting
increased market share, and 38°k reporting plans to expand.
. , :1
• � • � . ��a . D - �
, ; ._
.
; r . ;
- — � ' —
International � � ��
Company Visits �o
July Ol, 2017 roJune 30, 2018 Q
344TOTAL '°"''"9
VISITS ''��
PRIMARY MARKET �� ��>,�
.,. , """ PYia�nluttoi�� MANAGEMENT
Deueasing Deaeasing C H A N G E S
7.fiWo 4.7%� Pending
� 4.9Y`. ,
� �. �
OWNERSHIP
�- �� �'�� �� -� - � CHANGES
Community Strengttlzs&VVc�'�n �,�:�„ :
TOP 3 STRENCTI!S TOP 3 WEAKNESS[F
2�� CommuniTyLeadership/ ��eQ/O WorMorce
/0 Support/Partnerships 0 Challenges
�is�o � zvr
� Qualityoflife/ Q Population/Market
_ �� /� Nmenitles fi'14 /o Slze/LapadTy
��z� � ,z%
� Market5ize/ � � 40�o TansporTation
1 7 /o Connections/Loyairy Road/Air
� 16% � 11%
i i � � � . �
59% ' 36%
� �
. � ,
� �
. �
CommunityServiceslndex Scale: lis000r 7isexcelient
Warkforce Assessment
��re
�m��r,��
� Pdlce
(olleges EOniversi�ies
. . (nmmuniiyCnlleqe
Schmk�R—I Z
HealthGre
(omnuniiy�ervees
Ak(argo
NECi1Ul1'�ieidT CommuniryPlanning
�fl ^. l� Y�. , .. Tmcking
WOM1br�eServKes
� HigYm�ays
ruNi[iransponation
2oningiBuildinq
Peryulafay
milG(are
StteMs �
� 7rafficConhaHFlaw �
IF �+ , ..�dliY aiw=rcyr��: �
OR INDUSTRY? �irPasscng�krviw �
1 2 3 4 5 6 ]
Utility Services Index
�as �
W��, �
Sexrer �
Cellular �
Elechi[ �
iel¢om �
Inlerre15peetl �
�meneinc�ess �
I 3 3 1 S 6 ]
GDDC Human Resources ProfessionalsAction Interviews
� �
�a. � >=
� � � � � :: i� �`�.J
%:
CompanyVisits �ulyoi, zonro��o���: s��,, ?�� .,, :; °'� ,
��fi����
697��.� � P,��� P�������,
� ,.
� �1 S I T �� ����n s z
Mgmv 149 JJ
22, 536 =a'�"eJ
NnnM�mr �y4 �j
Sals eil
�j°IM9m° 3,JA0 SRO
10; +?l �IVIP�O'; 5 :.'.. TGTAL �MPL01'cE5 ��,r . .
mnneo�- �ifi L5
REpRESENiED v�om,:.,,,,i
'_ , �ae
PersonnelRankings s�o�e,o�,rorn�mw�;,H�9n
■HAAaionWta InfoAaion�ata
7
6 _
5
4 r
i'
7
2 � �
' i : � � :
Avallabill�yof Work(ore Wodforce Workhi� • �
Wmkfmce Qualiry Stabilrty Pmdu��ivi�y � . � � . . � , . �
, 3(i - . t�z�P:'.ii _i� � „ �. . . - .�PULA�10^1S
� i1f:.C'��i� � ,... . � �' �,
� 30��0 cn�m�����:. _ - �� � .I oe�k9����n � wmnire
' CM1eck �° ' E:oHentlen
-q �5��0 � oryq u��eoi�miy
Lansportation � rssNn9 Pm9am
� I ���O SubstanccAbuse � C6�abnlia�ng � VetealyRecrvit
p CrycM1olagl�l/ `��0�� Skllket��lingunl
■ �O /Q eesonalrtyieslinp ■
TALENT ATTRACTION
FROM OIITSIDE THE AR'�. � '
fYib-Vlnttalla � . . .
] ''+���y;;��.�i
�Tjilntteashig
6 �" + 1Ao �
s.os �� In�reasing
, a.�,y �'� 33%
r��h,
EMPLOYEEENGAGEMEN7
n���;�i„iiiei�,:�i o�.�,ruia�,v,��„w i.��.„.,. .
nli�enrgamzaYnnnnAmymb, ' � �
FYI6VinRWlts
] 1 • � IYPeo�Benefil ti1��fmPl�m� lYPeolBenefi� � OX���rvA
qeo� qBen
Vaotion-paid -� �Y00".b EmployxArhmlNminve - + 61�
6
532 H�nlmcarc � 9]� ivinonPeimbmsemem � t 6t%
, 5'� Retirementmatrh � 9�% Fln;-tlmeS[hedule = S3�
family LcaVC S'?o 914ir �drt-T(IIP��PSSIhdOfi) � '}, SSi6
� � ' Porklnq %<ro 90".L VolumeerLme + di%
j Sidinnve-Poid �<d„ 8]"5 ProtluctDis<wnts +� 3(i'�
GmmDevelopmcnt �. 6995 Spot6onuses J'-JM
2 1ealtM1&WellnasP�ogam .. � 6b%u WorkLnmHome ?9';fi
BonusRngreR � 63W freeMealsNismunf �� 1H%
1
COMPANV INVES7IWENT IN INI�ERNkN,II>>
EMPI.OVEF. TRA.INING
171 + 59°io
6.2
iraining 1
TOP SKILLS GhP WITH
NEW H1;1'_S � PA,RTNERSi-0Ip �fJITFI
1C-72 fC. ��. _, . . . ,.
�Le- work ... �10fferWorAPlace
y� Emlc Internal � �� Tours
� � Communlcetion � ��'��'.IT2lnlnq � Participateln
Skllk � Career/Te[h Falrs
Initrstive/ � �usloml�ed
� � � � a� Tralning 1 GiceOassroom
seif mreaed � Presentations
� p� omer (soRSally �� G��� APPrenuceshlp � � � Participateln
27 �O Pmtesnonaltsm) JobShadows
Greater Dubuque Reqion Skills Gap Analysis Fall 2018
Labor Market Overview
� .",F� � , �� �n,� , ..�.������ �, � , -,���,��n��zn,d,
,.
. .. ,.�. .... �... ... .......
. o ,.m . ,
WorkinyAgePopulelionen4Jobs200tl1o2028(�egion� WorkingAgePopulelionantlJobs2000b'202bfMSA)
�. .�� •. . ��v c.i mm � in� . .. 1 _.v ¢ v��
1' �:
DubuqueMSA 9.4% 92% DubuqueMSA 57% -4.1Y
OubuqueRegian 52% ]2% �ubuqueRegian O6% -60%
State 4.8% Z2% Siate 4.4% 3.7%
Na[ion 84% B.8% Nation 1.1% -13%.
Employment In the Dubuque MSA is projectetl to grow(93%) above the projections for the region
� (7 2%), State of lowa(7_2%)and the Netlon (&B%).
• Vvhile Ne working age populalion (age �5 to Lu�is projecletl to tlecline nationally(-1.3%),greater
declines are pmjected in lowa(-3.�%), ihe Dubuque MSA(-4.1%), and the region (-6.0%).
• The region's unemployment rale remains low antl below the national unemployment rate.
• The Dubuque MSA's metlian hourly eamings per worker of$16 78 is(5 9°�) increase over 2017 Metlian
Houdy Eamings.The eamings are less(8.3%)�han�he National median,
Of the 8 MSAs in the region, Dubuque ranks 5th.
Roc�esler3'_^25 GetlarRapitlss�oH IoweClry>>E5p pavenpotl5i.-3fl
�ubuques�s-5 Waterlws�e�; LeCmssatv.r Plattevlllai�s.s.
Greater Dubuque SKiils Gap Anarysis 20t8
�
�w
dubuqueworl<s
a workforce initio}ive
Connect � Recruit � Develop � Retain
Dubuque Works Strategic Plan 2017-2022
YEAR 1 UPDATE
GreaterDubuqueDevelopmentCorporMion HolyFamilyCatholicSchools
CltyofOubuque IowaVocationalRehabilkatian5ervires
CommunityFaundationofGreaterDubuque ��waWarksofNortheastlowa
Multicultural Family Center
Dubuque Area Chamber o(Commerce
Northeast lowa Gommunity College
Dubuque Area Labor Management Council
Telegroph Herald
Dubuque Community Schaol District
TrovelDubuque
EastCentrallntergovernmentalAssoclatlon Un@edWayServices,lnc.
FountainolYouth WesternDubuqueCommunity5choolUlstrict
huaue✓Vc s isslc � �., ua s f .,+�beJ
haCiryo n 7 e�QCriti, /i 'anna s .rr,�n,onA
> > I � -�u i i ,i�SoPen wrz
� . � .
I h��e Grealer Dubuq�.ie reyion has laken worFforce tiolul lors lo Ihe nexl level wilh
Dubuyae Works,a collaborafve regionnl parineitih�p ofernployers,fund�ny;�ariners,
workforce�oerts,and ecucamrs.
Dubuq��ic Works focuscs on thmc goals:
• HOMBNCWPIiIILPannersldenlifyandaddressre��ria�lmenl, relenlinn,andre'�ocalior.
nee�is as debned by Greater Dubuque emoloyers;
• SRILLDEVELOPMENT:�'artnersbu�ldworkbrcecapacirybyenhancingtrain�ng[omee[
emnloye�oema�z;
• COLLABOflNTION&EVNLUWTION:Part�erscombinecollaborativeworkforweHortswrth
q�ality resea�ch to generare ev�clence-bzsed practices[hat impro�ie pe�formance and
outmmes for loca erc�ployers.
Dubuq�ac WorKs Is of vi�al imnortancc ro rxisti�g com�anles looking to cxpanq as wcll
as prospecGve b�sinessesm��slderi��ya Dubuyue I��ation. Ihrouyh Dubuyue Wo�ks,
Lhe regio�� is Lakiny a pr�acUve approach lo ensurea sleauy oipellre of LzlenL WorFry
rogether at[ne reg�onal level,we can maxi mlze readrtment ano skl II develooment of
workform sucross,rcgardlessot na[ional ryuctuafons in availablc[aicnt.
CONNECT,RECRUIT,DEVELOP,RETAIN
iJursolinions m worlaorm diallcnges Indutic a tliscipllnetl approach�hat uses cominunlry tlomographlc
data a=_well as data yathered imm io-tlzpffi Hfl ARlon antl In1vL`tion intervizws with companies co
��olopc�c I �ioiulorih �GrcamrDubul r�e. lh��inl I��Uwglesm�
• Conneet>mdentsw�derempluyedworkers,andunderr?presemedpepula[ion>rocareerexploration,
enu<,�ii- � an 7 iralninp o��nnuniiiPvhai w II� 'iinn iham i>�� �:ue anff au -n high-tlemantl jnhs in
curm�rkc�
• Necmitil .ubnihlorally3�Jlanarn�sihe -ouniry,inrlifn_ -' ��urveryown `..I�nalcollegP
cimp�isesehrough cuttin9 mgc t�k and mgional piono[ion.
• Develaptl .r�hnlcal,aai- ��ir,antlsofikllr.��,e�9nfo 'worklnirennwanlmoiheiwurc
ihm�9h mllab>razions wirh inrtltutionsof hiqhcreduoiion,non pmfirs.and c�hcrYcdcral,s[atq and
Iccalresuurce:.
• RetainsRilloc�morktorceandmptalcntinihe6rca.cvGuhoqucamachroaqhinsqratedpartnaships
with he business,nun-pmnt,hoesiny,wui k(orce,heal:h,recreanon,and ara zntl celmre communrtiz.
The fallawing pages autlinethe stmtegies end autmmes for ef(orts aver the past year.I:em;
� .r'll�ll.: r.. i I i . . _ .��v._. �L ',b u.u_ .rks.
2 OWuyoeNbrks3vureyi�o�an20�J-2022YiARI�o�AiE
� � . . . •
1.Sus(ain or inaease state and lo<al funding af these nitical workforce pragrams:
a �uhu�aeWork e_ InwaWorkiorceTrzintn9h' g. PromL;elohs
b. lowa P�CE Emnomic Jevclopinont Funa h. Homc Basc lowa
r. IowaAdulHrteiary�' Poucanon f. Workfoicalnnovation . ReqKreredApprenfireshlps
d_ Inwa6HVieiCinnassisianca �PPortuniryAa j. IoWiaFemdyiown
STAAiEGM I nqaqe Irn�l�:anner:n.uppon s.raie� - wPsi i�enis a i 1 vc,vocaia mllab vaiiwJy ai vaie antl
lool Iwcl=_
OOTCOMES:
�CommuniryCollagelob Training prapam funoing;GHf!PACE'JYurUuia Tiaining ano Ecenomic
Devclopmmti wss sitir Inoa�or FY'9.
�Atluh I b.eracy and I tlucri Inn Gmdlnq was;uvain�d for I V I9.
�Prom�rz lobs(unding was sustained for FY�9.
•V✓orMarcc Innovation OpporcunityAa➢Uc I MWt.Dlslocamtl Workci;anoYoudi progr�r�s wcrc
all reducaa in FY9.
�Hoine 8zse luwa naRng was sostalneU ln FY�9 and addltional pnvate funds have been misea fo�
'.hN proqrem_
�Apprenticeship fwding was increasetl 5 i million m e�pand reyine�ed apprenticaship and
pra apprcnJmshlp pinyrann.
�D�ibur�uP Cnmmuniry Schnol DLnricr was Twaitled iwn grTncs m Trt pre-epprenriceship
programs auenlor antl I iemps:eatl I�iyh SchoaG.
-Adotrional Tppremiresht�fimdm9 of5' milllon was;�<urao a;pjrrof d�eF,ne=
h�� � „�ulogislationhor9ranatoopp,niccshipspom fo�e:ablishirnii'iograi�sin
high-demand uccupa[iuns.
STA[iEGN Ftisure inbutt Ixal linplemeniation and mmmwfic��nn of the;e pro9rams m ensire srmng
ou�mmes,Induding shariny of pewnal su¢ess s�oriea
OIIT[OMES:
�Shanng inbrmation on U,waiNrnia Apprenticeship workshops antl OpPortuniry Dubuque
Inl� ioi essions 'A--�sOub��ou � -.-�mantlsocialmeGia.
�Dulw�aue Works pmgram;r�presen•vtl in bl-moixhly P,trlimes a¢ides wattan hy i:ivan r
D.Ihlqlle DPVeIopmFn'�.
� 4�llnpa4e aLl'J�e�ano N�o,e� LVGtia�er
n�r..�n,��n'.-�-i�n�„��- _
STAAiE6Y:Work with employers and stare and local F�9rams�o understand and decrease aCvzrse zffects
expenencNcl by prrn;.iam pairinpancs aue ro misaliq�mem of srnre and fadeial benefir,wirh wage
incmases,i c"diff effed'.
OIIT[OMES:
�Uni2d Way o�lowa idancinad cliff affed'retenn az z legislaiva pnonry.
•G�i�'- � 'lpporwni�i� �ornoAyCudc L�P)par�icipam�antlpiogramall ��wromlCm¢�local
;ntl a�are�fficiala hl9hllqhring rhe ne��arive Impart of the'rGff eYaa"on rheir live:
Du6uGuelMnwSva�eyr<PIun20p-2o22vEpRtUPOAiE 3
2.Inaease retention oi local mllege qraduates and recruitmeik M regional college graduates with
in-demand skills thraugh strategi<partnerships amang edu<ational institutional and employers,
induding roburt internship and graduate placement models.
STAAiEGCY Inaease ielationshlyx berween iPgional employars anA local r�llege(anilry,staff ano srudentt,
ucillzng chc Employcr CollcgcConncaions manual,a how R guldc tor employcrs.
OIIT(OMES:
�u . .. iV �..,. I I I I �..;-i � I ���, . i .n.� .,
� i. I . . � .i � i ..h.{ I i..
„ i ., i -.. ..
�In� �etihipwid�Tl calh(�m�Jonirchnnlnqy(fr)empinyx,rhelTSecrorf'�r;nershlphoned
a mact anc gmat of approxii�afily�611 faculry and employcaco netwodc anc mnnca on
enyayament oppoi mni[ies for scudenss and g�adua'es locally.
,� . , i :.. .� u a I i i ��,r t i�tnl�.irom_
i .�. . i. . . . ..n l I i ii �.i .
STAAiE6Y:Dc� I pD huquc�a �icnrntto If pl v��� �4 cr,mucl t ollcqcevenrs�
i;.ayingn II ii31: io«nsi rmak.InqiheD t aueareaiheirhin�.afierqratluaiinn.
OUT(OMES:
. �� . i.� ..�,'n i . .. .. .i.i.�. i�,� �
� lal. ' I I�. , �, I .�.i_
STAAiE6Y:lncreaso utiliaoon otA¢essDubuqueJobs.com by boffi omployerz and smaentsasa go m�
resi r -.,iGnAinieri�hiPsantlemPloynPri �PPon.inlieinihe6reaierDbu�uearea.
OIIT[OMES:
�Rcm ��lesCictcJa� ��S,inrn:asad nployrinvc.to •�:oi3'_fronl8.
•Fca h �oakofim i I pposungs I nu�r��-018a . I ,morc�honl numy201�.
��xr uleticlignalpmn-ianon�arehoikanrt:hrough( xx3leAdVVnrtl;n I Jl9inie9innal
me�rc�
�P➢omd ana Implemaired rear mecsage kavre In m aler-u;era n(new joh;pnaeA m thetr
camgorics e�in[acs[.
tl aeereve � aitlopenhou N �ctlon4cc � t �JuL.c �ipoi�oLe��me=_I.ly
-hmuch Facabook
i �:eDuL�v,�� . . n�P,v . . mllgc _ _„���✓loic .chrNavocnc�.a.
qg � cv � - �
fof �¢wenracce"�o� 'eaiu6opp .unioesznaevems.
STAAiEGCY Increasa parciriparion of local r�lleqe snidentt in I e�ders I unchN�n,neiworklnq eentt,fimrce
Voung Vmfessionals,u�ilicing new menmriny program,ano o_her programs�haiencourage
mllege s[udents engagement within the mmmuniry.
OUT(OMES:
Greater Dubuque Development hn:ted or a�rended the tollowing events:
�FrPae f��bur�ieDevelopnen represen.etllnmlemplo�er hn�qhAr�eaC 0in�efohsr,�m ��.��
a�career(aiis a�Lnive¢i�y o(W ismnsin—Vla��ville antl L'n'rveai�y of Northem lowa antl auhe
Du6uGue Net.vorkii�g zntl Etiqurre even[.
•Gmazor Dabaquc Devalopmar repmsensd local omployca.hrough AaesfJubuqireloG.mm s
wuTalegraVh Feialo lob Fairs
�Grearer pobuque�a�elupmen:Va¢iciVacec in Chi4.a Uni�2rsitranci Uniceniryof Dub�,�q�e muck
'miervlewprngrams.
4 DuGu4ueIMnWSboteyi�Plon20D-2022YEAdI�P�AiE
The Dubuque Area Chamber of Commerce hosred the bllowing events or proqrams:
•Young Pmfessiowls;YPl na:workgrew m2�]OC membars.
�YVH-v��:rtltlrdanA 3 -ilcOu:machDennnntlavel-�.aN�x�1/P��m��a iiimi�pllmNni
':he Chamber'sYP piogram byconnx[ing collage xudenx roYP 2hrough men:ors.To dzee:he
Unlverairy n(f'r�bwwe hes iC�Next I,'P mei-�bar;.
3.Inaease access to la<al public transportation for college studeMs and 2nd and 3rd shi([worken in
the City of Uubuque and Peosta.
STAAiEGM.Su•:�'irampusanApa i:r-lundeda� e�sioiheluleivi�porailnnsysiennrmlleqesutlenis,
Inacasing'halr access m anplo�nnent ana mmnuniry amenitics.
OIITfOME:
. , u.. . . . i . . . .. i:: I I . '..Ilt.�.
n II I,mi F, l i.i � UL. 14� I I I���.�. . .i _ ...
I ..i�.ii �.uwdllY.
�i,i6e rollege;mdent;rnde the lule in FYt N,representing�9-4P�t n(d�e st�iden:h.itlyar�adi
msli ulion.
STAAiEGCY Inaease mllege populatlon uGliung Ihe Jule�hmuqh camp,�s and mmmuni�y awareness.
OOT(OME:
I k Unlver3ey'�a �encfaad�td �zll-�ii7e-hiuh i iahipol3'6� �adesuJ.ents
mmpl�ting `.J" ri��..
STAAiEGCY Sustain Inrieasen svenin9 hours ofrhe lule linplem=nretl In JUl/anA wnrk wi:h�ubGo-pr�re
parme¢hlps m ezpantl Jule seMce�o seive more employees on 2ntl antl 3rd shil b.
OIIT[OME:
L �i�}z-rv�ia : .;p.r�d✓�z_i��.l ian[mii fY�x es,�ltingin � addi[ionzlrida
�n�r-hef-ir:,in,i•,,:� i.
STAAiEGY:Explore publi�-privata partnershlp moaels and employar incantive models m prwide
_ransporia�ion Irom Ilubuque'.o Neos�a Indus_fal parkancl�orthes�lowa Commanl�yColleye
cainpus in Pco4a_
OUT(OME:
�6rexer DeLuqut�evtlopmen-s:rtveyetl Pensrz busnxises,sraffni)agenne;anA NortM1ear
lo�a Community�ollcgc regarding wlllingnessto Wntl n�nsportation,shihtlmas,ands�cs_
�Heqional ransi�.Awhori.y(RIAIimplei�en�etlaDubaGuetoPeerapilo�wi�hliverou�esfmm
JFKTraniarw ICnpp Dr bcwcen 530 a m.and a�00 0.i�.Dubuquc Wod.spromomd thk pilot
� 7r3�iviasnr I i�fia,new;lPir.� � �tlinfnn�ailoninrheempinyensurveyed.
(ONiMOEOONFOIIOWIflG PAGf
Du6uGueNtivrFrSva�eyrcPlun20D-2022VEARIUPOAiE 5
4.Support pathways to employment for individuals with significant barrien to employment wch
as ex-offenden,individuals with disabilities,individualswith mental health 6arrien,individuals
with su6stance abuse barriers,unemployed and underemployed individuals,English Speakers of
Other Languages,eu.,which indude auess to 1:1 ma�hing and wrap-around services(child care,
transportation,work related cost assistance).
STRGTEGY:OroeihPgapheiwP-.� ninnriiyunenpliymeniarc9oe-.�311 ie�npinyme inihe6reaier
Dubuaac arca through idenofica6on of harricrs to�rget populatlons and mnnec[ions ro exls[ing
ur newly deelopad solufluns.
OOT(OMES:
� Ihe i .orl.lnrrrl Io�imeniHnal ��.�ie�iihe�Ni- iiiyVnNmpin� � rlU ,reach
Cummrccae m aoo iess ais�i rcias in�he mtnoncy unamH�loynxnt race in lowa.The gual o(7ia
sul i irre.den liea;urahlei . eunempliyne�iinminr iy innuniiieshy
ir
hvepercent(ortc:hes[ateavar�ge]inM1nyears DubuaueWorkshasmpmsantatlonon.hestata
co�ninitteeand hosced a listening ses�ionco ioanih 6arr�.rs.
�GreaNr Dubuque Dewlopinen�promoretl rareer falrs at rhe INiJtu2Jrwal Famlly Cemer-hrou9h
ihel ilenofl(eep�r e ;IeuerandirNlv�ufauiringAll'a�raandahP i panneahip
orwps.Lareei Fairs were held 6y Seaona SrefSng.Juhn Gaere fL),Sedgwick,AnUa«on W indow,
ann Araa Revtleniial C,�re.
�Greacer Dubuoue Developinent presan�ed rvorkbire da.a and etluca[ional OaNiway oppor[�ni[ias
�vough Opporwniry D�buquc a��ho 81�ck N�ni Co-�li�ion Manhooa Nojcn lor hlyh school
s[uden-s
�D�J V.�,..m ialCx� I I ..: I �. II totl�
.d. . .0 i uii. i � eu i 1 � i l � .�. Ipil i�i.i .
.. ,Y '. I ,.� .i i c.u�.
STRGTEGY:In� iimen' onpl manA'.mpl�rymeninfOppniiiiiylluhua -. �ratluaieaihrnuyh
soa:egic uuoezch,m�ltiple oHerings and delivary rcodels.development of new,in�lemand
�enla ,Inaeasarl �33��.nemwih .iipinyen,and'mplememailon�l ikexperienw
mmponcnt for Indlvitloals wlth mWtlplc barncrs_
OYi(OMES:
. . II r I I , i u i I r . . . . , . .
STRGTEGYdully'rpl:menianA �I3n�eSe��ntlChai�elllringpa�,h vyli�indiviAial 'ihprinrrdminal
hadcgrountls who haw tli�icWry ohtalning enployment Induaing paenershlp wlch hountain
otYou:Hs keal7alk on Elm Strae[ano montonng pmgramsJowaN/orRs'7rovlding Opportunitles tor
L-ORentlers�oSucceetl(VOLIS;program,antl other relevantprcyrams.
OU7(OME:
ic ovcllm in secona cha�m pmg�am;�mnplemo aaininy and arc bcing asis.ed
..i� i ri�PIMr�eni.
�'hT Fnun-ain o(Youdi seie�ea No adultt.hrough ahe Reo;iolk pra�r�i7.(Peol iplk Is focuaed nn
xili� lflandol -. - ,meofvehnii -. rremPyin�aiceraiad.IhrruirJuminlihi;pmyram
indu6'es Ge�oug Anzwl�,�hile Gerong Our and mnsi<.s u(a�o-week progam wirh an einyhazi;
iie amining�mh e�:ariinpanis�--. �nwantlhelpi�iimnv�iherc ii -�ninbwinc�rolPs
w➢hinrhommmunirybamminghnanciollyandparsowllyrasponsiblocitizens.) IOO�kof
piogam granoaasare?mplyed.
6 DuGu4ueIMnWS.mteyi�Ploi�20�J-2022YEAdI�P�AiE
�1/IIDm�IIflN1YYS.
i :�.J�lLd�f10fY0U1�1 - IFIO-.II�FIGNEEF$[11OQI-liPl.(�hCNI�1NELIES
i1�0i�M1tuO iIJ I .�� ..i Yi !q��' �'fl P:dM1O�KI(
i ��II I I I , I �il :I:il� � I i.. u...
STAAiEGY:Do �Iopshrngu�enploycrpartncrshipswichlowaVocatiowlflchabili�cionScrvlcesroincrca=_c
employmen�of Indlvitluals wi�h tluahlllG�who are see4'ng employmen�,'mdudiny'mcreasing
u[ilization otTid.cao Work pmgren.
OUT[OMES:
w 'D.ibuqu f� lipmen-p 'eieAlnwsJ�x��oialFh�Lill:z .i�zspro��raina
ttha-pnnyWclSoaBmaYJa�- nmuragcemplq ��cohuildmhin,hipsroaiist
in amplov�nenmf rou9hly ioo individ�als on lowa Vocational Feha6llication caseloads in
Dubuqoq Cla�rzon,and Dclawam muntics.
catlonalRl Il�.�tlon;ei a,� ar�l.Jly� l JloSjnLrr J �, . .m.o
minn�nlry employincnt In FY13_
I � �nnershlpwtll. aNbrka,M I nrevene � Glrlorjot k ial;playana
prsen.-their nilerrts anC worhiorce zbileies ce emFlo�rer_
STAAiEGY:Build relationshlps among workforcc partncr=_ana mental hcal[h provldcrs,indudingsubstancc
abusa services,m enhanca crosrre�errals ano improaa pachways[o emploNnenc torindividuals
I ron ihe menial healih rysiein antl m'mcr ase employarabill�y m access in men�al heal�.h services
tor[hciremployces.
OIIT(OMES:
�Reronve�etlNe II zalcluraAeh I� 'gro.ip.elrh e� rsenraaonfro7 e re.;piociAers,
I ii �1V�d)'.(nr . "ill -unda�.i i I.;reaierDuF � -,aniiCiryoll] 1 1 rv,oesCTi�d
work uf inrcial memal heal*h needs assessi�en:.
•A group mnvonatl m sapport r�rntal hcal[h in[hc Grcafir Dub�quc arca as it rclass
�.o ihe Depanmeni nf Cnriea Inn,. I he gnal ol ihis qmup is�.o Improva knowlPd9e an�f
dndo¢tanding ofthc noaCs ot�hc popWatlon and w wotlitog��hor w lmpmvc supports and
-eiyires needrd.
��nited Way�orr.inues m work wrth 1 I Nndeo partnza eo aacA�greed upo¢dient level
o.ummzs tor menral healdi ser�ice;m our sero ce area.
STAAiE6W. EnhancaworkforczandzmploymentservlcesandnnpmveouhzachtoEnglishSpeakersof0ffier
Languages�increase engagemen�wiih�hu mnmunity In workloReopporwni�ies
STAAiEGY: Incmase participafion in exlsing programsscrving-hetargetand uolizaoon otezisong msources
in H�a mmmuniry tl�iough 2argeced ouoeach and intenclonal partnerships wi[h serNce provitlers.
OUTCOMES:
"{.i li, i I .n.o, I- i.�.e.i i � I ,. � �,u,ol
�..: ill , h�i.e, .alnr�aN� A . �cdrtiedl�m.
up� i mlapropraiP�iwnWorkpl Sil8lryevani�wefehelAlnihe
,_ini-��,u,�ny traraa employaqfocusing on how employers czn anhancethairincemal
roinmunlr,�.ion acmas.crloecnnoi+�ic empl wee group�;o fedure employee mrnovei;
inacase porfoon�ncc m�d inoc,ic pmhc;biGry_Moic ihan"00 pmple a:mntled the:wo
ttsiningc.
Du6uGuelMnFrSva�eyrcPlun20D-2022VEAR111POAiE 7
5.Inaease student ezposure to high-demand and high-wage o<cupations through wpport of preK-12
workfor<e readiness programming,induding the fallowing:
a. Conmrrentenmllmenc d. TechWORKS h. FuNreFeadylawawchsrtc
b. CareerLearningLink .. BusinzssAlterSchuu� i. JunurAchleveroem
�.. IowaCareerantlle.�hni�al f ilag j. Memrnshlppingrams
Edu�a[ion-a=kPorm g. HEN2Tproyram
STAAiEGY:lnacase mmmunicatlon of locsl lahor market in�ortnation m eduomrsmunselors,parcnts and
sc�dem„incluoing job ou�ookand wage in(ermaoen,chrough the Fumre Ready lowa poral.
OUT(OMES:
� tl �_lowa� � �� Y� -Colla��'_3ncalocallwi l e-pe II e_zlonlnsprinq
1i eforD�6uqueschuoldis;namunseluismFiome!ealcemzive0adwvays:oeinpluyment
i iureiml �i,cx�.11lra i �ropCin �,eicJ.
-0�Lepue[aininunity Schoul Di�ttic[es261isheU a mlleye and carezr readinas su6mmnir.+z
s ir�plcmenc ac-Jon plan for new sdiool hoartl goal a�ircmasing the nunbaof warns
iacinyamlleya/careei�0etience2 i0�oby'_d23.
STMiEGY:Suscain Career Learning Gnk modal,which innnduces high schuel sndenrs co higlydemand
caraerpaihwaYs,IndudmRwork-relaiedexpenenws antl r�u¢ework.
OOTWMES:
�Dubuquof_ommunitySchoolDi=trie.onrollea I99sutlon¢antlWos.em�ubuoucSchool
Gisvic:enrollecl t 00 in the Career Learning Link proqiam�.
•99 se�tlena havc participatN in wodcplamtours.and I 1 C in job shadows;
�(arPerCbatl ih.�imqrai� uuc.etl 9C eerR.aral �� marhlnysecsions;
�Stuoems have minplareo i;u Cei:ihetl��eing�tisiscanc cei cificazesfour mnsttuction
c :iti�tcs,in 'nin Emaryo p ^'�aicel"echm��n cc onc<.cs.
STAAiEGM Su�porc ImplemeniaY- � -f Dubuque'�I oi al CblleqNAa evs NP'.wnrk p C AN�gran'..
OUT(OMES:
DJ o eJbr{s i � �en:oa �panJiu4cgs_I h I]crinJzn�av�P�B.
STAAiELY:Enyage employers[a psticipate in prelC I' Norktorce development and exposure opportonitles
ihrouyhsea rb �rtlspar_Icipaiionanddlreao i ai�.lndudiny xreasedoppo�. iiuesfor
IC 121ns[mRors to p�rtiapa[eln cefirnshlps or partricr wiffi[he pnvas sector
OUT(OMES:
�In(nrmTtinnied�iolcr,ySe«orPerner�hlpemKilq-er�p >viAer� InpircriD hiq.izComnunly
�IU,�dr.'; I i� ioilrJnl rfon erhml -'�rark(nrsn�l i..'� littinqnFw
coui se develoVman:.
�Arca shmt mctal�mcrkor,parcicipar.rl in d�ssroom pi�sanotions.homgh Dubuauc Ar^a
Labor�Nznayamentto153smuenss.
STAAiEGY:Implement college and career raadiness mur�e in gades 9-�2 ro ezpose svdents m career
"snll skiRs"
OUTfOMES:
•Fempstcad anc Senier High Schools boffi oftrConmmn:Courses;mll�r orci-and hioh
xheol ami:ezi ned in high sd�ooRau9ht 6y a readxr acaeui:ed m:each ford�e mllegE��.
•CUSTOMEH-EFVICE 4flATEGI�
�PRI-I NiPI OVMI M1'i S I RA I I 611 S
STAAiEGri.I lost caieer eeplora�on even�s antl intlus�ry mur forswtlen�In mi�itlle and hiyh school m
cspose them to rarcer opportunitles In thc ro s�m arca.
OIIT(OMES:
. �i i , .� . . . . . �,fl- ,. li�,
I I I . .. V � �. I� I i� . , �. . , .i i
s c�wu�rNv,ws���ey��vo-„�zon—zozzv�naiuvoAre
PI�irAei�pinye�johlairrnmpnnniaiihel��empsia711ghSrhnol 3reerawaiene;slarSx .. . , , .
einpluyers(SedgwickPoitzanConsnucciun,Co�lonConsttanion,DuVaco:ammunl[yCea2 , �„�
-n,liornelai -�-�ehllllranc'�-3iJerviceslpa ;ldpaietl. ���,
�ao¢.iAenr;par�iripatad in Youtli fAucatinn antl fmplc,ymenr Frajian thmu�h�he
MulGculwral I ai�lly Cenier in 201II wi�h '�4 business pan ner.S�.utlena experienced
workplace rours and presentacions hom profzssionals regarding mlleqe and creer reaaines.
DJ iqa-42aLh Iv,aia�cmon h ] _arccr�ai SniorantlFl y rl�inhichools.
�.�-�Uancea-Seiio w '69dstud � id�mroVaiio,an�auei� tl i'�pstiadwd5
__;,i r�bcns anc u3 mmpanirs.
I ir.ueAre�ql bi �4 iiai�ernen '1il f af-::3re �IxVhm��lrnilai l e� 'J0;'� iuerc,a
' I i�:�it� II I� I uc.ic I c <iu.
L.I c�l I .r h � -frr �,J� ' Le�iq `�ill .s.utlen`sl,
r[ t
�F hIP i i� � ��m I 1 . �_� � ���e.APp-c�ticeship
u �i II in<,p6 I I � I ��r� �� ,�iAI �Iha' iaenhl
�D�iburyue ArPa I abor Manaqemen:haated a Crn�muttion Fxpn wrth 1 N srhoola nr progrems
panlripaYiny antl 959sudenis auenAing.
�D�6uque Area Labor Manageman:hos[ad iL smdana and tl�eir paienu aY'8ecoi7e an
EnqinccrNight".
4PAiE4Y:lna 3�e pa�Ilclprilnn In Iech WONKS fn�Sutlen6lnlNml-t]�i p�nuing n ca�ee�ln I�e Iratles.
OIIT(OMES
�JS s:�arn�mrcrntly cnrcllacl ln Tcch WOFIC f3_'pro anginocrmg,I2 inanufacsing,
1 ��;7er.-Ic� J� y.�o�7rarohal �ad.uv-ln JI/ ro'�N.
b.Expand pathways hr opportuniTy youth and adults to re-engage in employment and traininq by
completing a high s<hool diploma ar a high schaol equivalenry degree,and then cominuing a
pathwayta further edu�ation and employment.
STRAiEGM Dcvclop�pa�.hway lor indlvitluak withou��high schcol tllploma m achicvo a Hlgh ti���ool
Equlvalenc D�rcc(HSED)and Oppornnlry Dubuquc haining.
OUT(OMES:
f e �ar�aDub i nple�.zcl fih arofu.i�r � er.raach.The� ansiaCenr�aqrrl
=.uaenll:orumplo.cahi9h_ houlGipbmaorl'iyhSchoolEoui ilanp�Gcyme(HSEDI
in FI-i3:25n�danc eainacl a high echool dtplcina and' �mmpla:ed2he h5E6.
STAA7EGY:Suswin and enhanm Re engage Dubuquc to imprece proyram gradus.es'abilin�to continuc
direilylnmcaieenra -�Cllrneingronfl�.ilnnnfhlgl :iiinldiplomanr- �ru'rvalenry_
7.Suppor[integrated partnerships with(ity and non-profit service providers in Housing,Edu�ation,
Workfor<e,Health,and Nrti and CuINYe m redUce dupfitaHan af Servi<es to lOW-inmme Yesidems
and enhance diem suuess to achieve ewnomic stability.
STAA7EGY:Enmrc rclationshlp among multiplc scrvicc pmvidcis/maches,induding abiGry to sharc data and
inbrmation[o imprwa clien[handofh and servlces.
STMiE4Y:6nsum Duhuauc Works supportetl prograins am well known by scrvice provlders ou[sitle thc
woAf�rzesecinnnliraser�llabnrai -r,aliynmeriof v-�Pmsantlprnre e nntlrrac;-refenals.
OIITf�MES:
�M1brthe��lowa Comroaniry Celleqe lnplcmoncm-�cccss Tcan non-hly i�ecrinqro
increasereterrzlsofeliglbleandidata_mOpo�r.uniyG�buvue.Toda:e,.he�am_
•Gc�fic a sharcd vision s[atonait.
�Signed mei�orantl.�rti nf agreemNm;
�AdopieC a comi7on re(erral(orm m share i�furmafion regarding smdenddiants(or
partncr=_coshare intormation regarding nu]enVcficnss m impmve cusmmerexpericnm
antlincrcascretcrr�ls.
Du6uGuelMnFrSva�eyrcPlun2PD-2o22vEARtUPOAiE 9
B.Supportdisaggregationofallprogramdata,workior<edata,andpopulationdatatoidentify � - - �
inequitiesand6ias,suppor[equityedu�atianappartunitiesandutilizeanequitylensta '� � ���+
infarm decisians . . ,:��h',�F:
STAATEGM(n i eioAisaqgre�riedaiaantlseiwriei,inreduwd �inriilesnrqaps.
OIITCOMES:
U.ih�GuovVork.� :cpcM-hegoal���fcho5t�moflcti�i (inorityUna�plo�m�on'and
O�m�each S�nding Caromittee ro ied�ce minoii:y unenplovmen;raras by S puce�itage
pcinti or.o thc 4am avcragc by 2C2t.
l� �,ueWorAsl ��re�aieoAii � . . (nmmun'i} .��rveyanAlNljil.- -,uiveytlaia
Ly�ac/cthnidl �itic� ifi �ilspanti� �btiM on rm�hnlclry rclat�:: ooducdon,
einpleyn�m,ho.uvhNtl ina4.z-up.eno oN�xLrnts.
STAAiEGY:Share information antl parmer wlth IncWsive Dubuoue network m enhance aouiry of Dubuque
Workdpro7ramming_
OUTCOME:
U iL � :WorFs h �tl oisaggmgafitl worl3orm antl pmgrin aata wtffi thcCommonity
�o.ind��n of 6rearet�uhuV.�e fnrthe Crnnnunlry 6Tta Walk hasrea In Maerh Jlnit
rii.�niiyl a-ers�,nlookair ri mlp'daiaa�l Vloekeyis, e Ik a�ader�lc
achievamen:ch0oczie emnomic uGVormmry,and eu�iry znu incWsiun.
STAA7EGY:Enhanm HR/�tion survey ro ask better�uestions o-employcrs ahout equi�blc hiring practices.
OUT(�ME:
�In paimershlp widi rhe Clry n(Dulvique's I himzn Rigltts Departmeix,Giea.-ei�f],iL.iouz
U . 'I,pi�emeilvncvtl�.hemnlf iial ��uveyinrli nditleseveral is.haiprndde
�rt
infuima5on en empl@�ec"divzr_irv,eouiy and inclosiun e£`or-s and eu:mi7zs,includin9
II .f-nanolri i .rher. � �da:a.
9.Suppon mmmunity development and marketing saategy that attracts millennial and other
workfor�e,includinq social media campaign and otherjoint marketing of the Greater Uu6uque area.
STAAiEGY:Ucilizz dao from nzwmmer tocus groups an3 millznnial rowdrables[o identty reglonal sttengths
and liallengesinaua i gmillennlal3i>niherworkfoc 3ii'.ntlevelo��asharetlinarkaiin9
sttamgy for tho 6rcator Dubuquc arca.
OUT(OME:
� .. , �.y . � ,i . .. . . I�q
F ,I�I � I .I . . � i i I , I� i .
STAAiEGY:Pai;ner witl�Tizvel Du6uque((orme'ly DubuoeeVisirors and Cornenciun Bureau)ro leverage����
rxiuingmarkeireach nplemaniaiinn:haredmaikeiliy;:raie9y
OIIT(OME:
TrwlDubuquo�rc��n[c!cn201di�cr�iv��n:nrat � o_�icrosslnar.raaingt�rgot
1 � i7rnphirof 11� - ��,�IwomNra�� � � ienwiil I �I�renioiheT�a -If] hu�uewabsile.
�Submm�nittee began roeeting on developmen�of mmmuniry marketino s[rategy in May
UI..Sira�.eyywll �iideouirearh a -.-ialmetliaf�-isonoualuyrflfeameniilxand
indudo a plan m axport tho�:ramgy.o Dubuquc Wod<s parmars and nnplayoi3.
1D DubuGueWrWSva�eyrcPlun20p-2022VEARIUPOAiE
Fiscal Year 2020 Budaet Recom mendation
The goal of the Fiscal Year 2020 budget recommendation is to maintain the momentum of our
community. The budget has been built around the vision, mission, goals, priorities and direction
provided by the Mayor and City Council at the August 2018 goal setting session, with input from the
community. A series of six public hearings will now be held by the Mayor and City Council before
adopting a final budget on March 7, 2019. The Fiscal Year 2020 budget year begins on July 1, 2019.
While in August 2015 the Mayor and City Council directed staff to start reducing the amount of City
debt, previous investments are still paying dividends. Wth the current City strategy of more pay as
you go investments and the acceptance that some debt will be issued each year, with a goal to retire
more debt each year than is issued, the City will continue to be able to leverage past investment and
create new opportunities to improve quality of life for residents, create jobs and maintain
infrastructure.
Again in Fiscal year 2020 City staff has been able to meet that goal of retiring more debt than is
being issued, though in Fiscal Year 2020 it was a significant challenge.
Retired Debt
Versus
New Debt
(In Millions)
� S26
__° S24
� Sii.6 E22.0 522.0
EY2 521.0
519.9 820.5
E]0 518.9
51].4 51].fi 518.0
S18 Si6.4 81].1 $11.3
Si6
514.3
Eid
S12
510
SB
$6
Sd
S2
S-
FWfi FY1] FV18 FY19 FY30 FV21 FY22 FY23 FY26 FY25 FY26 FV2] FV]8 FYM
�F.e�iretl�eb� •New Oebl
'FivcVearAaeage of New Debt FV16-Fl2051D,8C0,90]
*'Flr�Yeer Aoerage o�New�e�t FVt0.FV24$12,]62�Ob9
While accomplishing the Mayor and City Council priorities, the goal is to minimize the costs for the
residents and businesses.
Propertv Taxes
The Fiscal Year 2020 recommended City property tax rate of 10.3314 per thousand is a 2.43%
decrease from Fiscal Year 2019, which follows a 2.79% decrease in Fiscal Year 2018, and a
2.47% decrease in Fiscal Year 2017.
The average homeowner would see no change in their property tax payment for the City
portion of their property tax bill. The average commercial property would see a 1.48%
($48.53) decrease, the average industrial property a 1.79% ($87.16) decrease, and the average
multi-residential property a 7.07% ($132.29) decrease.
Fiscal Year 2020 follows Fiscal Year 2019 where the average homeowner saw an increase of 1 .92°k
($14.47) in their property tax payment for the city portion of their property tax bill, the average
commercial property saw a 0.07°k ($2.21) decrease, the average industrial property saw a 0.97°k
($47.87) decrease, and the average multi-residential property saw a 7.21°k ($145.26) decrease.
City Property Tax Rate Comparison for Eleven Largest lowa Cities
Rank City Tax Rate
11 Council Bluffs $18.2629
10 Des Moines' $18.1548
9 Waterloo $17.4560
8 Davenport $16.7800
7 lowa City $16.1831
6 Sioux City $16.0707
5 Cedar Rapids $15.2162
4 West Des Moines' $12.5730
3 Ankeny' $11 .3890
2 Dubu ue FY 20 $10.3314
1 Ames $10.0686
AVERAGE w/o Dubuque $15.22
*Includes the transit tax levy adopted by the Des Moines Area Regional Transit Authority for comparability.
Dubuque has the SECOND LOWEST property tax rate as compared to the eleven largest cities
in the state. The highest rate (Council Bluffs) is 76.77% higher than Dubuque's rate, and the
average is 47.27% higher than Dubuque.
At the end of the Fiscal Year 2019 budget cycle for all cities, the highest ranked city was 72%
higher than Dubuque and the average was 45% higher than Dubuque, so there is a significant
possibility that in Fiscal Year 2020 Dubuque will not only maintain its position as second
lowest property tax rate but also improve its relative position to the other large cities in lowa.
Property Taxes per Capita
Comparison for Eleven Largest lowa Cities
Rank City Taxes Per
Capita
11 West Des Moines $1 ,149.36
10 lowa Cit $907.74
9 Council Bluffs $824.55
8 Cedar Ra ids $824.24
7 Anken $784.03
6 Daven ort $769.30
5 Des Moines $695.91
4 Waterloo $600.35
3 Sioux Cit $545.75
2 Ames $525.91
1 Dubuque (FY 20) $455.27
AVERAGE
w/o Dubuque $762.71
Dubuque has the LOWEST taxes per capita as compared to the eleven largest cities in the
state. The highest (West Des Moines) is 152.45% higher than Dubuque's taxes per capita, and
the average is 67.53% higher than Dubuque.
In Fiscal Year 2019 Dubuque was at $459.08 per capita, so this year's $455.27 is almost a 1%
reduction.
The projected Fiscal Year 2020 property tax asking of$26,296,081 is a -$198,123 (-0.75°k) decrease
from Fiscal Year 2019. The total Fiscal Year 2020 budget recommendation ($191 ,272,643) is 9.42°k
more than the current budget year (Fiscal Year 2019). The Fiscal Year 2020 operating budget
recommendation is $134,086,573 and the Fiscal Year 2020 Capital Improvement Program budget
recommendation is $57,186,070.
After the local option sales tax was passed by referendum in 1988 with 50°k of revenue going to
property tax relief, the average property tax classification over that 30 years has seen the following
results:
Prior to
Sales Tax $ %
FY 1988 FY 2020 Difference Difference
Property Tax Rate $ 14.5819 $ 10.3314 -$4.2505 -29.15°k
Average Residential Payment $ 512.38 $ 770.17 +$257.79 +50.31 °k
Average Commercial Payment $ 2,490.61 $3,229.69 +$73g.08 +2g.67°k
Average Industrial Property $ 6,975.00 $4,782.73 -$2,192.27 -31 .43°k
Average Multi-Residential Property (FY15) $ 2,472.99 $1 ,737.92 -$735.07 -29.72°k
Position Eliminations, New Positions and Unfrozen Positions
The Fiscal Year 2020 recommended budget increases full-time equivalents by 14.48 FTE, decreases
part-time equivalents by 5.03 FTE, and increases seasonal equivalents by 0.96 FTE, resulting in a
net increase of 10.41 full-time equivalents. There are 9 positions that are being converted into
full-time from part-time. The following chart summarizes the personnel changes recommended in
Fiscal Year 2020:
FY 2020
Cost (Savings)
Department Position Type Includes Benefits FTE
Airport Line Service Worker Part-Time $ 47,769 1.20
Budget Budget Director Full-Time $ (154,947) -1.00
Finance and Budget Director of Finance and Budget Full-Time $ 171,342 1.00
Finance and Budget Budget Manager Full-Time $ 107,999 1.00
Finance and Budget Finance Manager Full-Time $ 107,999 1.00
Budget and Finance Payroll Accountant Full-Time $ 70,965 1.00
City Clerk Clerical Assistant (Limited Term) Seasonal $ 6,579 0.50
City Manager Management Intern (ICMA) Part-Time $ (31,605) -0.60
City Manager Management Intern (ICMA) Full-Time $ 26,233 1.00
City Manager Clerical Intern Seasonal $ 3,880 0.25
Economic Development Project Coordinator Full-Time $ (81,322) -1.00
Assistant Economic Development
Economic Development Director Full-Time $ 95,954 1.00
Economic Development Intern Seasonal $ 7,827 0.25
E911 Public Safety Dispatcher Full-Time $ 25,247 1.00
Engineering Confidential Account Clerk Part-Time $ (56,353) -1.25
Engineering Confidential Account Clerk Full-Time $ 53,904 1.00
Engineering I&I Inspector Part-Time $ (1,196) -0.02
Finance Finance Director Full-Time $ (125,074) -1.00
Finance Assistant Finance Director Full-time $ (110,888) -1.00
Finance Payroll Specialist Part-Time $ (46,659) -0.70
Fire Firefighter Full-Time $ 68,287 1.00
Health Services Animal Control Officer Full-Time $ 81,322 1.00
Health Services Animal Control Officer Part-Time $ (50,695) -0.72
Housing Lead Paint Assistant Full-Time $ 42,096 0.62
Housing Lead Paint Inspector Full-Time $ 92,165 1.24
Housing Lead Paint Supervisor Full-Time $ 40,113 0.37
Housing ResiliencyCoordinator Full-Time $ (81,312) -0.75
Legal Services Civil Rights Specialist Full-Time $ 77,763 1.00
Parks Laborer Seasonal $ - 0.05
Police School Resource Officer Full-Time $ (3,968) 1.00
Public Information Applications Specialist Full-Time $ 41,264 0.50
Public Information Communications Specialist Part-Time $ (26,130) -0.37
Public Information Communications Specialist Full-Time $ 40,393 0.50
FY 2020
Cost (Savings)
Department Position Type Includes Benefits FTE
Multicultural Family Center Receptionist Part-Time $ 6,995 0.48
Multicultural Family Center Field Supervisor Seasonal $ 2,367 0.16
Recreation Field Supervisor Seasonal $ 1,657 0.23
Recreation Recreation Leader Seasonal $ 866 0.24
Recreation Pre-School Instructor Seasonal $ 3,649 0.10
Recreation Snack Bar Manager Seasonal $ (2,017) -0.07
Recreation Concession Worker Seasonal $ (409) -0.02
Recreation Dock Worker Seasonal $ (2,185) -0.09
Recreation Cashier Seasonal $ (3,398) -0.14
Transportation Services Bus Operators Full-Time $ 174,387 3.00
Transportation Services Bus Operators Part-time $ (143,419) -3.05
Water Confidential Account Clerk Full-Time $ 56,951 1.00
Water Secretary Part-Time $ (22,923) -0.50
FY 2020 Total $ 511,473 10.41
Looking at the FY 2020 recommended budget, the current budget year (Fiscal Year 2019) and
previous budget years (Fiscal Year 2018 and 2017), 46.50 FTE positions have been eliminated:
FY 2017 FY 2018 FY 2019 FY 2020
Savings Savings Savings Savings
(Includes (Includes (Includes (Includes
Department Positions Eliminated Type Benefits) Benefits) Benefits) Benefits) FTE
Budget Budget Director FT $ 154,947 -1.00
Building Building Inspector II PT $ 66,112 -0.75
Building Building Inspector II FT $ 86,938 -1.00
Management Intern
CMO (ICMA) PT $ 31,605 -0.60
ED Arts Coordinator PT $ 28,836 -0.50
ED ProjectCoordinator FT $ 81,322 -1.00
Limited Term Engineering
Engineering Tech FT $ 75,126 $ 4,900 -1.00
Engineering Environmental Engineer FT $ 125,359 -1.00
Engineering I&Ilnspectors FT $ 146,953 -2.00
Engineering Confidential Account Clerk PT $ 5,274 -0.12
Engineering Engineering Aide NA Seas $ 58,584 -1.50
Engineering Engineering Assistant Seas $ 25,808 -0.50
Engineering Confidential Account Clerk PT $ 56,353 -1.25
Engineering I&Ilnspector PT $ 1,196 -0.02
Finance Finance Director FT $ 125,074 -1.00
Finance Assistant Finance Director FT $ 110,888 -1.00
Finance Payroll Specialist PT $ 46,659 -0.70
Health
Services Animal Control Officer PT $ 50,695 -0.72
FY 2017 FY 2018 FY 2019 FY 2020
Savings Savings Savings Savings
(Includes (Includes (Includes (Includes
Department Positions Eliminated Type Benefits) Benefits) Benefits) Benefits) FTE
Assisted Housing
Housing Supervisor FT $ 87,011 -1.00
Housing Lead Paint Supervisor FT $ 59,464 -0.62
Housing Lead Paint Inspector FT $ 99,050 -1.24
Housing Lead PaintAssistant FT $ 45,191 -0.62
Housing ResiliencyCoordinator FT $ 81,312 -0.75
Legal Assistant City Attorney FT $ 153,256 -1.00
Parking Laborer FT $ 75,243 $ 75,140 -2.00
Parking Meter Service
Parking Worker FT $ 71,104 $ 72,526 -1.00
Parking Laborer PT $ 37,331 $ 38,078 -0.50
Parking Ramp Cashier PT $ 1,844 $ 1,881 -0.05
Parking Parking Supervisor FT $ 95,113 -1.00
Parking Confidential Account Clerk FT $ 59,170 -1.00
Parking System
Parking Technician FT $ 78,903 -1.00
Customer Service
Parking Representative PT $ 23,602 -0.55
Parks Park Ranger FT $ 76,249 $ 77,774 -1.00
Parks Custodian PT $ 4,696 $ 4,790 -0.10
Parks Laborer Seas $ 14,019 -0.52
Police Corporal FT $ 112,511 -1.00
Public Communications
Information Specialist PT $ 26,130 -0.37
Public Works Laborer Seas $ 36,105 -1.31
Recreation Custodian PT $ 4,696 $ 4,790 -0.10
Recreation Snack Bar Manager Seas $ 2,017 -0.07
Recreation Concession Worker Seas $ 409 -0.02
Recreation Dock Worker Seas $ 2,185 -0.09
Recreation Cashier Seas $ 3,398 -0.14
Transit Confidential Account Clerk FT $ 62,509 -1.00
Transit Dispatcher PT $ 29,571 $ 48,966 -1.46
Transit Service Worker PT $ 41,468 -0.70
Transit Bus Operator PT $ 6,639 -0.12
Assistant Operations
Transit Supervisor PT $ 54,368 -0.75
Customer Service
Transit Representative PT $ 23,603 -0.55
Transit Marketing Intern Seas $ 15,537 -0.50
Transportation
Services Bus Operators PT $ 143,419 -3.05
W&RRC Lab Intern Seas $ 4,974 -0.16
W&RRC Assistant Manager FT $ 86,873 -1.00
FY 2017 FY 2018 FY 2019 FY 2020
Savings Savings Savings Savings
(Includes (Includes (Includes (Includes
Department Positions Eliminated Type Benefits) Benefits) Benefits) Benefits) FTE
W&RRC Plant Operator Grade II FT $ 79,663 -1.00
W&RRC Plant Operator Grade IV FT $ 85,473 -1.00
Water Plant Manager FT $ 125,708 -1.00
Water Plant Operator FT $ 74,959 -1.00
Water Secretary PT $ 22,923 -0.50
Total Positions Eliminated $ 195,920 $ 1,185,923 $1,391,895 $ 940,532 -46.50
Over a four-year period (Fiscal Year 2017, Fiscal Year 2018, Fiscal Year 2019 and Fiscal Year
2020) the City will have eliminated 46.50 full-time equivalent positions and added 41.77 full-
time equivalent positions resulting in �.73 net change in number of employees over that four-
year period.
Since 1981 , the City has minimized the number of positions added. If the Fiscal Year 2020 staffing
changes are approved, the City will have reduced its full-time workforce by 2.1 °k since 1981 . This
was achieved in spite of all the new services that have been added in that time period including staff-
intense activities like recycling and combined county-wide public safety dispatching. Also, the
number of sworn Police Officer positions has increased by 36 over that time period.
The hiring freeze ended during Fiscal Year 2019 and most of the positions were funded only a
partial fiscal year in FY 2019. The additional new costs related to the lifting of the hiring freeze in
Fiscal Year 2020 are as follows:
FY 2020
Cost
(Includes
Department Position Benefits) FTE
Human Ri hts Full-time Communit En a ement Coordinator $ 40,886 1 .00
Human Ri hts Full-time Trainin /Workforce Develo ment $ 40,886 1 .00
Park Full-time Assistant Horticulturalist $ 40,189 1 .00
Park/Public Works Full-time Assistant Horticulturalist $ 40,189 1 .00
Park Full-time Maintenance Worker $ 54,140 1 .00
Cit Mana er's Office Part-time Mana ement Intern ICMA $ 16,806 0.60
Cit Mana er's Office Full-time Secreta $ 30,124 1 .00
Information Services Full-time Hel Desk Technical Su ort $ 31 858 1 .00
En ineerin Full-time Traffic En ineerin Assistant $ 58,055 1 .00
Police Full-time Records Clerk $ 29,337 1 .00
Total Additional FY 2020 Cost 382 470 9.60
Debt
The City will issue $44,941,848 in new debt in the recommended 5-year CIP, mostly for fire
truck and pumper replacements, fire station expansion, sanitary sewer improvements,
additional downtown parking, and maintenance of Five Flags (if there is no referendum or the
referendum does not pass).
Project FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Total
EasVWest Corridor $ 450,000 $ 150,000 $ 600,000
Vehicle Replacement $ 372,420 $ 426,522 $ 187,201 $ 986,143
Ladder and Pumper
Replacement $ 291,667 $ 1,557,550 $ 405,200 $ 2,254,417
Jackson Park Restrooms $ 250,000 $ 250,000
Catfish &Granger Interceptor $ 243,000 $ 1,251,000 $ 1,940,000 $ 3,434,000
Replace Snow Equipment $ 230,000 $ 230,000
Asset Management Plan $ 164,000 $ 237,000 $ 121,000 $ 522,000
Rehab Runway Lighting $ 156,400 $ 156,400
Cedar and Terminal Mains and
Lift $ 153,000 $ 750,000 $ 1,416,000 $ 2,260,000 $ 4,579,000
Final Clarifier $ 130,000 $ 130,000 $ 130,000 $ 130,000 $ 520,000
Track Line Cleaning & Lining $ 100,000 $ 187,790 $ 287,790
GRC Replace Carpet $ 88,000 $ 120,000 $ 208,000
Replace HVAC Fire
Headquarters $ 80,000 $ 168,924 $ 344,605 $ 593,529
CCTV Inspection $ 75,000 $ 285,000 $ 180,000 $ 180,000 $ 180,000 $ 900,000
Clock Tower Plaza Rehab $ 33,000 $ 67,000 $ 100,000
Central-White 2-Way
Conversion Study $ 20,000 $ 20,000
Chavenelle Road Rehab $ 2,700,000 $ 2,700,000
Development of McFadden
Farm $ 2,616,995 $ 2,616,995
Sanitary Sewer Ext Existing
Developments $ 600,000 $ 1,200,000 $ 231,786 $ 2,031,786
E 12th and Elm Parking Lot $ 589,000 $ 589,000
River pock Expansion $ 462,500 $ 462,500
ABC Building Demo $ 417,000 $ 417,000
Federal Building Renovation $ 391,800 $ 391,800
Auburn and Custer Sewer $ 316,400 $ 316,400
Riverfront Leasehold
Improvements $ 301,700 $ 301,700
Stone Retaining Walls- Lowell
St $ 290,400 $ 290,400
JacksonParkAmenities $ 250,000 $ 250,000
General Ledger Software $ 250,000 $ 750,000 $ 1,000,000
Central Avenue Corridor
Initiative $ 240,000 $ 240,000
Heeb Street $ 230,000 $ 230,000
Project FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Total
Entrance Sign Regrading and
Lighting $ 216,138 $ 216,138
Center Place Alley Sewer
Rehab $ 110,000 $ 300,000 $ 410,000
Central Streetscape
Implementation $ 100,500 $ 100,500
Hempstead Sanitary Sewer $ 30,000 $ 250,000 $ 280,000
Street Light Installation $ 12,000 $ 150,000 $ 162,000
Five Flags Improvements $ 4,800,000 $ 4,800,000
Fire Station Expansion
Relocation $ 806,000 $ 3,131,400 $ 3,937,400
Locust St Ramp Rebuild $ 3,000,000 $ 3,000,000
Southfork Interceptor Sewer $ 34,181 $ 533,819 $ 568,000
7th Street E�ension to Pine $ 400,000 $ 400,000
Cooper Place and Maiden Lane
Sewer $ 30,000 $ 300,000 $ 330,000
Phosphorus Removal $ 300,000 $ 300,000
Arena Roof A/C Replacement $ 225,000 $ 225,000
Rehab Taxiway A $ 525,000 $ 525,000
Twin Ridge Lagoon
Abandonment $ 465,000 $ 465,000
Perry & Bradley St Force Main
Improv $ 260,000 $ 260,000
High Strength Storage $ 522,155 $ 961,795 $ 1,483,950
Total NewDebt $ 2,836,487 $13,777,669 $ 9,363,511 $ 5,186,976 $13,777,205 $ 44,941,848
In addition, the City will access $18,868,490 of previously issued state revolving fund loans
as the related capital improvement projects progress. The draw down on these previously
issued loans is as follows:
FY FY FY FY FY
Project 2020 2021 2022 2023 2024 Total
Sanitary Kerper
Boulevard SRF $ 1,390,000 $ 1,390,000
Stormwater Upper
Bee Branch &
Sponsor SRF $ 247,668 $ 247,664 $ 495,332
Stormwater Flood
Mitigation Project
SRF $ 9,000,000 $ 1,820,958 $10,820,958
Water Roosevelt
Water Tower SRF $ 2,982,200 $ 2,982,200
Water CIWA
Purchase &
Improvements $ 1,090,000 $ 1,060,000 $ 1,030,000 $ 3,180,000
Total Draw Downs $ 14 709 868 $ 3 128 622 $ 1 030 000 $ - $ - $18 868 490
The City will retire $91,675,928 of existing debt over the next five-years (FY20-FY24).The
following chart shows the net reduction of debt from Fiscal Year 2020 - Fiscal Year 2024:
FY FY FY FY FY
Project 2020 2021 2022 2023 2024 Total
New Debt $ 2,836,487 $ 13,777,669 $ 9,363,511 $ 5,186,976 $ 13,777,205 $ 44,941,848
Previously
Issued SRF
DrawDowns $ 14,709,868 $ 3,128,622 $ 1,030,000 $ — $ — $ 18,868,490
Retired Debt -$17,618,998 -$18,014,968 -$17,320,037 -$18,868,537 -$19,853,388 -$91,675,928
Net Debt
Reduction -$72,643 $1,108,677 $6,926,526 -$13,681,561 $6,076,183 -$27,865,590
Outstanding General Obligation (G.O.) debt on June 30, 2020 is projected to be $116,425,803
(51 .14°k of the statutory debt limit), leaving an available debt capacity of$111 ,235,671 (48.86%).
In Fiscal Year 2016, the City was at 86.13°k of statutory debt limit, so 51.14% in Fiscal Year 2020 is
a 34.99% decrease in use of the statutory debt limit.
The City also has debt that is not subject to the statutory debt limit, such as revenue bonds.
Outstanding revenue bonds payable by water, sewer, parking and stormwater fees, will have a
balance of$150,450,197 on June 30, 2020 .
The total City indebtedness as of June 30, 2020, is projected to be $266,876,000 (51 .14°k of
statutory debt limit). The total City indebtedness as of June 30, 2016, was $295,477,641 (86.13°k of
statutory debt limit). The City is projected to have $28,601,641 less in debt as of June 30, 2020.
The combination of reduced debt and increased utility rates partially reflects the movement to a more
"pay as you go" strategy, which could lead to larger tax and fee increases than with the use of debt.
The following chart shows the amount of retired debt as compared to new debt. The new debt
includes new debt issuances as well as draw downs on existing state revolving fund loans:
Retired Debt
Versus
New Debt
(In Millions)
N 826
o g2d
� 822 $21.3 $21.6 822.0 522.0
$19.9 $20.5
$20 518.9
518.0
518 Si6.4 31].d 81]A gi].6 SV3
516
51a9
51a
812
E10
88
$6
S4
$2
$, �
FY16 FY 1] FV 18 FY 19 FV 20 FY 21 FY 22 FV 23 FV 24 FY 25 FV 26 FV 2] FY28 FY29
e Ro�lretl Deh� •Naw DehY
"Flve-Year qveage of New Gebl FY1F%20$10,8Lb,9W
"Flv�Year Average of New Debt FV20.F126$]2,]62,064
In August 2015, the Mayor and City Council adopted a debt reduction strategy which targeted retiring
more debt each year than was issued by the City. This recommendation achieves that target
throughout the 5-year CIP. I am pleased to report the recommendation will substantially beat overall
debt redudion targets over the next five-and ten-year periods.
You can see that the Mayor and City Council have significantly impacted the City's use of the
statutory debt limit established by the State of lowa. In Fiscal Year 2015, the City of Dubuque
used 90% of the statutory debt limit. In this budget recommendation, the Mayor and City
Council are currently reviewing for Fiscal Year 2020, the use of the statutory debt lim it would
be 51%, and by the end of the recommended 5-Year Capital Improvement Program (CIP)
budget in Fiscal Year 2024, the City of Dubuque would be at 43% of the statutory debt limit.
Projections out 10 years to Fiscal Year 2029 show the City of Dubuque at 28% of the statutory
debt limit. This is an improvement on the debt reduction plan adopted in August 2015, that first
began implementation in Fiscal Year 2016.
Statutory Debt Limit Used
(as of June 30th)
iaor
ya^r�,�
90%
90% 8]%
80% — a ]9°r�
]d°/
]0%
70% ]2%
69Y.
60% 66%
63% 62%
50°/u -
51% 50%
40°/a 4]% 46%
o d3% y��
a]%
30% 32%
28%
20%
10% - . . . . . , ,
FY15 FV1Ei FV1] FY18 FV19 FY20 FV21 FY]2 FY23 FV]d FV25 FY26 FV2] FY28 FV29
The following chart shows Dubuque's relative position pertaining to use of the statutory debt
limit for Fiscal Year 2020 compared to the other cities in lowa for Fiscal Year 2018 with a
population over 50,000:
Fiscal Year 2018 Legal Debt Limit Comparison for Eleven Largest lowa Cities
Rank City Legal Debt Limit Statutory Debt Percentage of Legal
(5%) Outstanding Debt Limit Utilized
11 DesMoines $ 569,816,717 $ 416,13Q930 73.03°/
10 SiouxCity $ 213,569,727 $ 144,10Q000 67.47°/
9 Davenport $ 33Q626,114 $ 211,165,000 63.87°/
8 Waterloo $ 191,406,282 $ 108,225,490 56.54°/
7 CedarRa ids $ 518,039,169 $ 271,585,000 52.43°/
6 Anken $ 245,58Q138 $ 126,83Q000 51.65°/
5 W. Des Moines $ 359,449,675 $ 184,72Q000 51.39°/
4 Dubuque (FY20) $ 227,661,474 $ 116,425,803 51.14%
Dubuque (FY?A) $ ?A6,428,101 $ 105,406,783 42.77%
3 Ames $ 209,227,522 $ 65,48Q000 31.30°/
2 Council Bluffs $ 241,95Q558 $ 68,725,096 28.40°/
Dubu ue FY29 $ 272,076,536 $ 76,004,423 27.93%
1 lowa City $ 274,723,837 $ 66,945,000 24.37°/
By the end of the recommended 5-Year Capital Improvement Program (CIP) budget the total amount
of debt for the City of Dubuque would be $242.2 million (43% of the statutory debt limit) and the
projection is to be at $161 million (28% of statutory debt limit) within 10 years.
Total Debt
ssos., (In Millions)
o $310 —
� 5z9o.1
$290 g29e� , �zs�
$270 - 5281.3 $265.6 526].4
f268.fi S266d 5�669 jp66.5 260.3
$250 -
sxa .s Szax.
$230 -
8226.2
szio
aiso —
sno -
$150 S16a.�
$130 . . . � . , � � . . , . ,
FV 15 FV i6 FV 1] FV 18 FV 19 FV 20 PV 21 FV 22 FV 23 FV 24 FV 25 FV 26 FV 2� FV28 PV29
—rrvzoae�omme�aea T�rnsaaopee
General Fund Reserve
The City maintains a general fund reserve, or working balance, to allow for unforeseen expenses
that may occur. Moody's Investor Service recommends a 20% General Fund Operating Reserve for
"AA" rated cities. In May 2015, Moody's Investors Service downgraded Dubuque's general
obligation bond rating from Aa2 to Aa3, but removed the negative future outlook. This followed two
bond rating upgrades in 2003 and 2010, and one bond rating downgrade in 2014. In announcing the
bond rating downgrade, Moody's noted the City's general fund balance/reserve declined.
.- - .
- - �
FY 2015 14.87% Unchan ed
Increase due to capital projects not expended before the end of the FY
FY 2016 17.52% and increase in general fund revenue
Increase due to capital projects not expended before the end of the FY
FY 2017 20.09% and additional contributions to general fund reserve
Increase due to capital projects not expended before the end of the FY
FY 2018 23.81% and additional contributions to general fund reserve
FY 2019 22.02% Decrease due to planned capital expenditures
FY 2020 22.86% Increase due to additional contribution
Fund Reserve as a Percent of General Fund Revenue
25 23.81%
22.93°/ 22.92%
22.02°/a 23.46%
20.09% 22.8fi°/a 22.25%
0 20
c 17.52°/a
�
U
d 4 87%
a �5
10
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Fiscal Year
The City of Dubuque has historically adopted a general fund reserve policy as part of the Fiscal and
Budget Policy Guidelines which is adopted each year as part of the budget process. During Fiscal
Year 2013, the City adopted a formal Fund Reserve Policy which states the City may continue to add
to the General Fund minimum balance of 10% when additional funds are available until 20% of Net
General Fund Operating Cost is reached.
After all planned expenditures plus an additional $1 ,700,000 added to the fund balance in FY 2019,
the City of Dubuque will have a general fund reserve of 19.76 percent of general fund expenses as
computed by the methodology adopted in the City's general fund reserve policy or 22.02 percent of
general fund revenues as computed by the methodology used by Moody's Investors Service. The
general fund reserve cash balance is projected to be $11 ,384,325 on June 30, 2019.
The intent is to increase the General Fund working balance or operating reserve by $1 ,000,000 in
Fiscal Year 2020. In subsequent years, the City will add to the operating reserve until 20°k is
maintained consistently. In Fiscal Year 2017, the City had projected reaching this consistent
and sustainable 20% reserve level in Fiscal Year 2022. This 20% level was actually reached in
Fiscal Year 2017, five years ahead of schedule.
The reserve will increase by $2,800,000 (20.3°k) from Fiscal Year 2019 - Fiscal Year 2024.
� � � � � � � �
Contribution $1,050,000 $1,700,000 $1,000,000 $100,000 $100,000 $100,000 $100,000
City's Spendable
General Fund $16,460,491 $15,485,326 $16,185,326 $16,285,326 $16,385,326 $16,485,326 $16,585,326
Cash Reserve
Fund Balance
% of Projected 23.81% 22.02% 22.86% 22.93% 23.46% 22.92% 22.25%
Revenue (Moody's)
In October 2016, Moody's Investors Service upgraded the rating on $18 million in City of
Dubuque bonds issued to support the Bee Branch Watershed Flood Mitigation Project from
A3 to A2.
State Revolvinq Fund Sponsorship Proiects and Green Proiect Loans
The City uses State Revolving Fund (SRF) loans for water and sanitary sewer projects whenever
possible because of the very low annual interest rate of 1.75% with an annual servicing fee of
0.25%.
In 2009, legislation was passed in lowa that allows water utilities that issue debt through
the Clean Water State Revolving Fund Program to sponsor and help finance other water quality
improvement (CWSRF) projects within or outside its service limits. This new funding mechanism,
called Water Resource Restoration Sponsored Projects, will provide cities, counties, local watershed
organizations, watershed management authorities, county conservation boards, and soil and water
conservation districts a funding source to construct improvements throughout a watershed that keep
sediment, nutrients, chemicals and other pollutants out of streams and lakes.
Repayment of a standard Clean Water SRF (CWSRF) loan includes the repayment of the original
loan amount, the principal, and the cost to finance the loan, interest and fees. On a CWSRF loan
with a sponsored project, the financing costs are reduced by the amount of the cost of the sponsored
project improvements. Figure 1 shows a comparison between a standard CWSRF loan and a
CWSRF loan with a sponsorship project. As shown, the total cost to the utility (the total of loan
repayments) remains unchanged as the cost of funding for the sponsorship project is offset by a
reduction in loan financing costs. In essence, two water quality projects are completed for the price
of one.
V � I��� u Fundin8for5VonsorshiPProject
E
i�� � Loan Financin6 Cos[s
°' (Interest&Fees)
C
-i CWSRF Pmject Loan Principal
0
Sp` `oa�
\�'y� SP`` �s�Q
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Figure 1. Loan repayment wmparison behveen a stantlartl CWSRF loan antl a CWSRF loan
wilh a sponsorship proJecL
After three years of the State of lowa being unsuccessful in completing one of these modified loans,
the City of Dubuque had the first successful application for the state when, in April 2013, the City
was awarded $9.4 million of the interest paid on the Water and Resource Recovery Center to be
used to reconstruct over 70 Green Alleys in the Bee Branch Watershed. The principal for the Water &
Resource Recovery Center Upgrade was increased from $64,885,000 to $75,145,579 and the
interest rate plus annual servicing fee was decreased from 3.25% to 2.00% to add the Green Alley
sponsorship project. This reduction allowed for increased proceeds and resulted in a true interest
cost of 1.96% and gross borrowing savings of$11.4 million.
The Fiscal Years 2010, 2011, and 2012 State Revolving Fund capitalization grants included
requirements for certain percentages of the funds to be allocated for green projects. Each green
infrastructure projed receives a portion of loan forgiveness not to exceed 30%. In June 2015, the
City of Dubuque Upper Bee Branch Creek Restoration Projed (Upper Bee Branch Project) qualified
for a Green Project Loan from the CWSRF Program in the amount of $29,541,000. The loan
includes a "principal forgiveness" provision. The amount of the loan to be forgiven is 20% of the total
loan disbursements made under the loan agreement. The amount of the loan to be forgiven when
the project is completed is estimated to be $5,908,200. The actual true interest cost for total
funds received was not the 2.00% borrowing rate (1.75% interest and 0.25% administrative
fee), butjust 0.07% after reflecting the receipt of interest free funds (forgiven portion).
Then, in August 2017, the City was awarded $1.4 million in funding for improvements with the
Catfish Creek Watershed through the State of Iowa Water Resource Restoration Sponsored Project
program as part of the City's State Revolving Fund loan for the Upper Bee Branch Creek Restoration
Project. The funding for the $1.4 million in improvements will come from the interest payments on the
City's Upper Bee Branch SRF loan. The Upper Bee Branch Creek SRF loan principal was increased
to $30,941,000 and the interest rate plus the annual servicing fee was reduced from 2.00% to
1.43%. On a gross basis, the borrowing costs forthe new loan were $1.38 million less than
the original loan.
Citv Utilities
The water rate increase recommendation is 5.00%, the sanitary sewer rate increase
recommendation is 4.50%, and the solid waste collection rate increase recommendation is
1.63%. The City Council previously approved a 6.83% stormwater rate increase for Fiscal
Year 2020 and this recommendation does not change that amount.
The following are the utility rate comparisons for other cities in the State of lowa:
RATES AND COMPARISONS
Water Rate Comparison for Largest lowa Cities with Water Softening
Rank City Water Rate
(6,000 Gallons/
residence avg.)
7 West Des Moines (FY 20) $34.78
6 Des Moines (FY 20) $32.71
5 lowa City (FY 19) $31 .69
4 Ames (FY 20) $31 .17
3 Dubu ue FY 20 $30.74
2 Council Bluffs (FY 20) $29.60
1 Cedar Rapids (FY 19) $28.77
Average w/o Dubuque $31 .45
Dubuque's water is some of the best in the world! The highest rate (West Des Moines (FY 20))
is 13.14% higher than Dubuque's rate, and the average is 2.32% higher than Dubuque.
Sanitary Sewer Rate Comparison for Eleven Largest lowa Cities
Rank City Sanitary Sewer
Rate
(Based on 6,000
Gallons/month)
11 Ankeny $61 .66
10 Davenport $56.52
9 Des Moines $49.28
8 Dubuque $42.24
7 West Des Moines $39.89
6 lowa City $36.17
5 Ames $33.65
4 Sioux City $33.04
3 Cedar Rapids $32.43
2 Waterloo $28.40
1 Council Bluffs $22.94
Average w/o Dubuque $39.40
The highest rate (Ankeny) is 45.98% higher than Dubuque's rate, and the average is 6.73%
lower than Dubuque.
Solid Waste Collection Rate Comparison for Eleven Largest lowa Cities
Solid Waste Monthly
Rank City Rate
11 Ames $26.25
10 Cedar Ra ids $22.53
9 Council Bluffs $18.00
8 lowa Cit $17.10
7 Sioux Cit $16.30
6 Anken $16.25
5 Dubuque $15.61
4 Des Moines $13.20
3 Daven ort $12.64
2 Waterloo $12.00
1 West Des Moines $10.55
Average w/o
Dubuque $16.48
The highest rate (Ames) is 68.16% higher than Dubuque's rate, and the average is 5.59%
higher than Dubuque.
Stormwater Rate Comparison for the Largest lowa Cities with Stormwater Fees
Rank City Stormwater Rate
10 Des Moines $13.44
9 Dubuque $8.29
8 Cedar Ra ids $6.12
7 Anken $5.50
6 West Des Moines $5.45
5 lowa Cit $5.00
4 Ames $4.95
3 Sioux Cit $2.80
2 Daven ort $2.80
1 Waterloo $2.75
Avera e w/o Dubu ue $5.42
The highest rate (Des Moines) is 62.12% higher than Dubuque's rate, and the average is
34.58% lower than Dubuque.
Improvement Packaqes
There were 142 improvement level decision packages requested in Fiscal Year 2020, of which 116
are being recommended for funding. The recurring general fund expenditures total $830,923 and
will also impact future budget years. The non-recurring general fund expenditures total $442,051 .
The remaining improvement packages recommended for funding from non-property tax support total
$304,768.
State-Funded Backfill on Commercial and Industrial Propertv Tax
Commercial and Industrial property taxpayers previously were taxed at 100°k of assessed value;
however, due to property tax reform legislation in Fiscal Year 2013, a 95°k rollback factor was
applied in Fiscal Year 2015 and a 90°k rollback factor will be applied in Fiscal Year 2016 and each
year beyond. The State of lowa committed to backfill the loss in property tax revenue from the
rollback and the backfill 100°k in Fiscal Year 2015 through Fiscal Year 2017 and then the backfill was
capped at the Fiscal Year 2017 level in Fiscal Year 2018 and beyond. The Fiscal Year 2020 State
backfill for property tax is estimated to be $1,032,700.
Elements of the property tax reform passed by the lowa Legislature in 2013 have created a
tremendous amount of uncertainty in the City's budget process. While the State has committed to
provide some funding for the City revenue reductions caused by the decrease in taxable value for
commercial and industrial properties, key State legislators have been quoted in the media as casting
doubt on the reimbursements continuing. In addition, the State's previous budget shortfall and need
to replenish general fund reserves could cause legislators to reduce or eliminate the backfill in a
special legislative session.The projected City budgets beginning in FY 2021 show a $206,540
reduction in the State Backfill payments each year over a five-year period.
The projected reduction of State backfill revenue to the general fund is as follows:
State Backfill
Fiscal Year Reduction
2021 $ 206,540
2022 $ 206,540
2023 $ 206,540
2024 $ 206,540
2025 $ 206,540
Total $ 1 ,032,700
In the Tax Increment Financing (TIF) Economic Development and Slum and Blight Urban Renewal
Districts in each of the five fiscal years in this budget recommendation, there is some built-in
protection against the possibility that, at some point in time, the State of lowa might stop funding the
property tax reform backfill payments. In these TIF areas, the City allocating backfill in Fiscal Year
2021 and beyond. Each year the State funds the backfill will give the City greater resources to
accomplish the intended goals of the TIF district that can be carried into the next budget year. There
are numerous unfunded needs.
Local Option Sales Tax
The City is beginning to see stagnation in local option sales tax revenues. Sales tax receipts are
projected to increase 1 percent over the revised FY 2019 budget (+$45,169). This follows a 4.36°k
decrease in FY 2017 and 2.78°k decrease in FY 2018. The estimates received from the State of
lowa show a 4.35°k decrease in the first two payments estimated for FY 2020 as compared to the
first two payments budgeted for FY 2019. The following chart shows the past four years of actual
sales tax funds and projected FY 2020:
_ � �
- - . - . .
PY Quarter 4 (Hal� $818,018 $748,170 $748,108 $732,174 $700,311
Quarter 1 $1,102,922 $1,112,755 $1,080,294 $1,066,816 $1,098,820
Quarter2 $1,136,167 $1,146,296 $1,109,978 $1,098,596 $1,131,553
Quarter 3 $960,705 $960,626 $939,923 $954,021 $982,642
Quarter 4 (Hal� $374,085 $374,054 $366,087 $371,578 $382,726
Reconciliation $255,657 $103,185 $77,018 $217,699 $190,000
Total $4,647,554 $4,445,085 $4,321,408 $4,440,884 $4,486,053
% Chan e +10.10% -4.36% -2.78% +2.76% +1.00%
While it is easy to blame this on e-commerce (ex: Amazon.com), and that certainly is having an
impact, it cannot be forgotten that in March 2016 the State of lowa amended the sales and use tax
exemption provided by lowa Code Sec. 423.3(47) for items used by manufacturers to specifically
exempt qualifying "replacement parts" and "supplies." While we cannot quantify this because the
State does not provide sales information, the impact has probably been substantial. Effective July 1 ,
2018, the State eliminated the sales tax on potable water and replaced it with a water excise tax
which is a loss of revenue of$132,000 per year.
Gaminq Revenue
Gaming revenues generated from lease payments from the Dubuque Racing Association (DRA) are
estimated to increase $85,928 from $4,901 ,176 in FY 2019 to $4,987,104 in FY 2020 based on
revised projections from the DRA. This follows a $45,165 increase from budget in FY 2019 and a
$159,046 decrease from budget in FY 2018.
In Calendar Year 2018, gross gaming revenues at the Q Casino is up 4°k and the Diamond Jo is up
1 °k. Overall, the Dubuque gaming market is up 2.2°k for Calendar Year 2018. Q Casino's increase is
due to the hotel renovation, new restaurant (Farmhouse), and new gaming product and
entertainment mix. The DRA has projected a 1 °k increase in gross gaming revenue for Calendar
Yea r 2019.
The State of Illinois passed a Video Gaming Act on July 13, 2009 that legalized the use of Video
Gaming Terminals in liquor licensed establishments including bars, restaurants, truck stops and
certain fraternal and veterans' organizations. In the part of Illinois that affects the Dubuque market,
the first year of operation of video gaming terminals generated $1 million in revenue monthly. The
use of video gaming terminals has now grown to $9.4 million monthly for the five counties closest to
Dubuque and in a direct line with Rockford, IL, which has limited revenue to the gaming market in
Dubuque. The Q Casino and Diamond Jo Casino average monthly revenue is $10.8 million. The
number VGT machines have increase by 84°k since 2013. The five counties in Illinois had 1037
machines in 2013 and currently have 1906 machines. Currently, Q Casino has 833 Slot Machines
and Diamond Jo has 916 for a total of 1,749 or 9% less. This is a similar impact of building
approximately two more casinos halTway between Dubuque and Rockford.
Multi-Residential Propertv Tax Classification
Beginning in Fiscal Year 2017 (July 1, 2016), new State legislation created a new property tax
classification for rental properties called multi-residential, which requires a rollback, or assessment
limitations order, on multi-residential property which will eventually equal the residential rollback.
Multi-residential property includes apartments with three or more units. Rental properties of two
units were already classified as residential property. The State of lowa will not backfill property tax
loss from the rollback on multi-residential property. The rollback will occur as follows:
2017 8625% •$331,239
2018 82.50% $472,127
2019 7875% $576,503
2020 75.00% $69Q766
2021 7125% $1,343,477
2022 67.50% $1,205,053
2023 6375% $1,292,051
2024 56.92% $1,482,348
To[al $7,393,564
This annual loss in tax revenue of $690,766 in Fiscal Year 2020 and $1,482,348 from multi-
residential property when fully implemented in Fiscal Year 2024 will not be backfilled by the
State. From Fiscal Year 2017 through Fiscal Year 2024 the City will lose $7,393,564 in total,
meaning multi-residential rental property owners will have paid that much less in property taxes.
Fiscal Year 2021 shows a revenue increase from FY 2020 because of an expected reassessment of
values based on sales records. If this is not done the State of lowa will issue an equalization order.
Multi-Residential Property Tax
Basetl on Average Assessetl Value E226,389
S�<r3
Ez.saa Szaas
EY336 $2160
S3a15 5190] "�E1945 -
52.000 � 518]2 31909
51138 E1 ]90
E1,500
E1,D00
5500 — —
EO . . . _ _ . __ .. _ . .
FY14 FYt5 FY16 FY11 FV19 FY19 FYZO FY31 FY3R FY33 FYY6
Health Insurance
The City portion of city employee health insurance expense is projected to decrease from $1 ,193 per
month per contract to $921 per month per contract or a 23°k reduction (based on 562 contracts) in
Fiscal Year 2020 (General Fund savings of$1 ,266,501). The City of Dubuque is self-insured and
actual expenses are paid each year with the City only having stop-loss coverage for major claims.
Estimates for Fiscal Years 2021-2023 have been increased by 5.62°k per year.
The City went out for bid for a third-party administrator in FY 2017 and the estimated savings have
been exceeded from the new contract and actual claims paid. In addition, the Firefighters Collective
Bargaining Group began paying an increased employee health care premium sharing from 10°k to
15°k on July 1 , 2018 matching all other City employees (except the Police Collective Bargaining
Group). During FY 2018, the City went out for bid for benefit provider for the prescription drug plan
and there is an estimated $243,808 in savings resulting from the bid award.
The following chart demonstrates the health plan cost savings due to a new third party administrator
(TPA) for the health plan and a new pharmacy coalition:
With Wellmark and New
Without TPA RFP Pharmacy Coalition
Fiscal Year Amount % Change Amount % Change
2016 Actual $ 9,622,297
2017Actual $ 11,080,429 15.15%
2018 Projected $ 11,780,712 6.32% $ 8,928,974 -19.42%
2019 Projected $ 12,525,253 6.32% $ 8,357,073 -29.06%
2020 Projected $ 13,316,849 6.32% $ 8,794,727 -29.78%
$13,316,849
$8,794,727
FY20 Savings due to new TPA and Pharmacy
-$4,522,122 Coalition
With Wellmark as the new third party administrator, FY 2018 actual savings was $2,151 ,455
(19.42°k) as compared to FY17 actual. The projected savings budgeted in FY 2018 was $897,443.
The actual health plan savings in Fiscal Year 2018 exceeded the budget by $1 ,254,012, which
increased the health insurance reserve. In FY 2019, the City projects a reduction in health costs
(through December 2018 experience) of$571 ,901 (6.4°k) from FY 2018 actual. The reduction in
health costs in Fiscal Year 2018 and the continued reduction in Fiscal Year 2019 allowed the City to
reduce the City portion of city employee health insurance expense from $1 ,193 per month per
contract in Fiscal Year 2019 to $921 per month per contract in Fiscal Year 2020, a 23°k reduction
(based on 562 contracts) in Fiscal Year 2020 (General Fund savings of$1 ,266,501).
Housinq Tax Increment Financinq
Dubuque's four Housing Tax Increment Financing (TIF) Districts (Timber-Hyrst, English Ridge, South
Pointe, and Rustic Point) will generate an estimated $11 .0 million from Fiscal Year 2018 - 2024, with
at least 37.9°k ($5.1 million) going to affordable housing needs, mainly through the CHANGE
program in partnership with groups like Community Housing Initiative, True North Development
Corporation, and the HEART Program.
The successful use of Housing TIFs to create incentives for more residential development is
important to encourage population growth in the city limits and increase assessed values. It is also
important as the Dubuque Community School District is experiencing the fifth consecutive year of
declining enrollment and, at 10,430 students, is 304 (2.8°k) less than the near term peak year of
10,734 in school year 2006/2007.
Council Priorities and Individual Proiects
Dubuque city government is progressive and financially sound with residents receiving value for their
tax dollars and achieving goals through partnerships. The City of Dubuque governmenYs mission is to
deliver excellent municipal services that support urban living; contribute to an equitable, sustainable
city; plan for the community's future; and facilitate access to critical human infrastructure.
Central Avenue Corridor Revitalization: Streetscape and Business Development
The CentralAvenue Corridor Initiative is focused on the CentralAvenue Corridorfrom 14�h to 22"d Street.
The corridor features a wide variety of historic buildings offering commercial and retail opportunities on
the ground floor and residential spaces on upper floors. The goal of the initiative is the economic
revitalization of the corridor through community engagement, educational outreach, and community-
informed streetscape and design. In FY 2019, the City Council awarded a contract through the Building
Services Department to inventory the condition of all the downtown commercial buildings including this
section.
The FY 2020 CIP includes funding for the Central Avenue Corridor Initiative ($240,000 in FY 2021 and
$40,000 in FY 2022). A secondary capital improvement project for the Central Avenue Corridor is the
Central Avenue Streetscape Master Plan Implementation and is funded in FY 2020 - 2022 ($100,000
in FY 2020; $120,000 in FY 2022; and $20,000 in FY 2022). In addition,the City is funding the Downtown
Rehabilitation Grant Program ($100,000 in FY 2020, $70,000 in FY 2021 and FY2022, $60,000 in FY
2023, and $50,000 in FY 2024).
Communitv-Wide Solar (Renewable Enerqv) Strateqv
A community-wide strategy that seeks to advance renewable energy adoption was undertaken in
2017; solar installations at residential, commercial, and utility scales were specifically targeted. The
work builds on recommendations implemented through the lowa Economic Development Authority's
Rooftop Solar technical assistance in 2016, which aimed to reduce the soft costs of solar
installations. Solar arrays were installed on the rooftops of five of Dubuque's six fire stations.
Combined, the stations will avoid emitting approximately 3,740 tons of carbon dioxide over the life of
the panels, or the equivalent of the annual electric use of 425 homes.
Alliant Energy funded and completed construction of"solar gardens" at two sites in Dubuque to form
the largest solar development in the state of lowa. This project was conducted in collaboration with
the City of Dubuque and Greater Dubuque Development Corporation. Over 15,000 solar panels
were installed on 21 acres of City-owned property north of Humke Road in Dubuque Industrial
Center West. Over 3,500 solar panels were installed on six acres owned by A.Y. McDonald Mfg. Co.
along U.S. 61/151 , near the 16th Street detention basin. In 2018, the project was awarded the EPA
National NotableAchievementAward.
In 2019, the 50°k by 2030 Community Climate Action & Resiliency Plan will be updated with
mitigation and adaptation strategies to meet the community-wide goal. An Energy Strategy that
includes efficiency and renewables, and analyzes both through an equity lens, will be incorporated
into the Plan. Building on existing partnerships, data regarding energy use in municipal facilities will
be analyzed in order to prioritize additional solar installations. Policies and existing funding sources
will be examined in order to identify opportunities to incent and/or require energy efficiency and
renewable energy improvements in existing buildings and new construction.
The FY 2020 CIP includes funding for the Downtown Non-Profit Weatherization Assistance to assist
non-profits in the Greater powntown TIF area to make energy efficiency improvements to their
buildings, including weatherization measures, HVAC system upgrades, access alternative energy
sources, and other work to decrease their utility bills.
East-West Corridor Studv: Implementation
The US Highway 20 corridor is the primary east-west route in the City of Dubuque and future traffic
volume projections indicate US Highway 20 alone will not provide sufficient capacity foreast-west travel
in the City. Capacity along alternate east-west corridors will need to be improved to provide connectivity
between the western growth areas and the downtown urban core. In February 2012, the City Council
formally adopted the East-West Corridor Connectivity Study and directed City staff to begin
implementation plans. The study included recommended improvements supporting complete streets
concepts, multi-modal transportation, vehicle, pedestrian, bicycle, and recreational improvements. In
2016,the GrandviewAve. and Delhi Street intersection was converted to a roundabout.After an intensive
community engagement and education process, the conversion has decreased delay times and has
been met with overwhelmingly positive support.
In August 2017, the City Council listed the East -West Corridor Capacity Improvement Implementation
as a "Top-Priority" in its 2017-2019 Goals and Priorities. In an effort to advance this top priority, the City
has already completed the following improvements:
Project Year Cost
Property Acquisition 2016 $ 853,300
Grandview- Delhi Roundabout 2016 $ 827,000
Loras - Grandview Traffic Signals 2017 $ 370,300
University - Grandview Roundabout 2018 $ 1,200,000
Total Improvements To-Date $ 3,250,300
o�,—n`�,rn East/WestCorcidorCapacitylmprovements
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In July 2018, the City applied for an $18.1 million U.S. Department of Transportation Better Utilizing
Investments to Leverage Development (BUILD) grant request to assist in funding both multi-modal and
capacity improvements within the identified East-West Corridors. Staffwas notified in December 2018
that the City was not selected to receive a BUILD grant.
Following the BUILD grant announcement, the City has an opportunity to move forward and advance
the development of East-West Corridor Capacity Improvements utilizing the new lowa DOT Federal
Aid SWAP Policy. Effective October 2018, the new Federal Aid SWAP Policy allows federal funds
normally allocated to cities or counties to be replaced with State of lowa Primary Road funds on a dollar-
for-dollar basis. The goal of the new policy is to increase efficiencies and help local governments reduce
the level federal oversight, regulations and requirements. Additionally, the use of Primary Road funds
will be reimbursed at 100% of eligible costs which eliminates the requirement for local governments to
provide a 20% local match.
In January 2019, the City began the process to de-federalize the East-West Corridor project by paying
back the federal funds previously used for property acquisition. Staff will then work with the lowa DOT
to process a new funding agreement to allow for the use of state SWAP funds.
Once the SWAP funding agreement is in place, staff will be able to use the available funds ($3,278,000)
programmed in FY2018-2019,to completethe preliminary engineering and environmental (NEPA)study
phase for intersection capacity improvements along University Avenue at Loras Boulevard, Asbury
Road, and at Pennsylvania Avenue.
An additional $8,750,000 is programmed from FY 2020 through FY 2022 for the East-West Corridor
Study Implementation to fund improvements in the "Overlap Section". The section of University
Avenue, from Pennsylvania Avenue to Loras Boulevard, referred to as the "Overlap Section" was
recommended for converting the three intersections along University Avenue to roundabouts.
Chaplain Schmitt Island Veterans Pond Development
The Dubuque Racing Association (DRA) entered in to an agreement for improvements to the
Veterans Memorial pond and area surrounding it on Chaplain Schmitt Island. The DRA is
contributing $3.22 million for the improvements. This will pay for 100°k of the construction project.
The City will maintain the improvements once complete through City staff or a private contractor.
Maintenance costs will be reimbursed by the DRA. RDG has been retained to take the concept plan
approved as a part of the agreement. The Chaplain Schmitt Project Advisory Committee to assist in
moving the project forward. It is anticipated that the project will be complete by Memorial Day of
2020.
Crime Prevention Proqram Expansion
Key issuesforthis new City Council High Priority include early intervention, identification of best practices
and diversion options, identification and expansion of partnerships, data analysis to analyze crime
statistics and identify locations of high impact crimes, the CHANGE program, restorative justice
programs, and public information efforts to identify desired outcomes of existing programs.
Efforts underway and under development that support this priority include:
• Mental health and policing were topics throughout the report. In 2018, the Dubuque Police
Department hosted Crisis Intervention Team (CIT) training and 15 officers were trained in the
nationwide model, and 3 became trainers and train all new officers. Also in 2018, 10 officers
received Mental Health First Respondertraining. The department continues to partner in several
local groups on the topic of inental/brain health, to ensure individuals get treatment as opposed
to incarceration.
• The police department is exploring options in the juvenile justice system beyond traditional court
actions. The Dubuque Police Department is collaborating with Juvenile Court Services, the
Dubuque Community School District and the Dubuque Y to develop and implement a program
built around Restorative Strategies, which hold offenders responsible for their actions while
avoiding the formal criminal justice system.
• The City is a member of the Government Alliance on Race and Equity (GARE), and the Police
Department actively participates in regular conference calls with peers in law enforcement to
discuss best practices for topics like equity in hiring and enforcement.
• The Dubuque Police Department added a new command position in 2018, increasing the
authorized strength ofthe Police Department from 109 to 110 sworn positions. This new position
absorbed oversight of special operations teams from other supervisors, thus allowing the
supervisors to focus on proactive patrol and crime prevention efforts. Another Police Officer
position is being recommended to be added in Fiscal Year 2020. This will start a 3 year process
to add 3 Police Officer positions to strengthen the School Resource Officer program partnership
with the Dubuque Community School District bringing the number of School Resource Officers
to 8 and bringing the Police Department to an authorized strength of 113 sworn officers.
• Chief of Police Mark Dalsing provides the following table comparing annual crime statistics:
"Part I"Crimes for Calendar Years 2012-2018
COmpll¢tl by�hC GubuQu¢Pollt¢D¢Odrlm¢nf
CY18% GYtB'Yo CY16%
overlUnaer ovetlunaer ovetluntler
PerlormanceMeesures CVi$ CVi] CVt4' Cri5 CY16 CYt] CWB Avg. CY1] Avemge PeakYea�
No.afCtlmesAgalnstPersona 186 308 120 365 263 l0] 190 116 6.0% 423% -38.30%
Murtler 2 0 0 5 t 2 1 -W.0% -5Q.0% -800'%
SexualAssaW� A3 30 61 90 9B 90 ]5 fi8 -06]% ID.]Y 235%
Robbery 21 32 20 2) 26 ifi 29 24 81.3% 40.B% -94°0
AggrsvatetlAssaWt 120 138 t39 153 118 95 85 12] -00.5% d3A% -94A%
No.ofCtlmeSAgalnsiP�operty 1�993 t�]91 1�E6Y t�959 1�B]5 1,fi6] 1,50.3 1�]83 -0.6% -13.5°h -3I.5%
Burglary 583 43� 416 SJ8 -020 331 299 055 9]% -34�Yo -08]%
BurglerylaMalorVeM1ir.le 298 231 188 108 144 'IS/ �45 184 -].6% -Y13% -51.3%
Thefl t080 1103 1,W5 L245 1,235 L116 '1,036 �,136 -].3% -B,B% -16.8%
TM1eflo�Mo�o�Vehitla 31 26 J3 SJ ]G 63 63 09 0.0% 36.6% -9]%
Total 3.1)8 1,999 1,883 3118 3.H8 1,6]0 1.]3d 3,000 -].3% -136°/ d1.9%
'Swi[ch m Sungard sofrtvare Augus�201C
�vigh rear
For UniformCrime Reports, CrimesAgainstPersons,the calendaryear2017 national averageclearance
rate was 45.6%, while the Dubuque Police DepartmenYs calendar year 2018 clearance rate is 88%.
The number of confirmed "shots fired" calls were down from 33 in the high year 2015, 26 in 2016, 20
in 2017, and to 5 in 2018 (a 85% decrease from 2015). Five shots fired is still not acceptable, but
the continued reduction is an improvement.
To improve the safety of Dubuque's housing stock, the International Property Maintenance Code was
adopted in July 2016 and applies to all property types and provides a standard for property
maintenance and minimum requirements. During Fiscal Year 2019, an additional Housing Inspector
position was added and the City Council approved a tiered rental inspection system.
The City's network of security and traffic cameras grew to nearly 1,120 in 2018. As part of the City's
efforts to enhance street lighting, 11 new mid-block poles and LED lights were added to the
Washington Neighborhood in summer 2017. As part of the City's efforts to enhance street lighting,
the City now owns 2,307 street lights, of which 1,148 are LED. Alliant owns 2,612 street lights, of
which 1,405 are LED.
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Comprehensive Plan
In September 2017 the Mayor and City Council adopted a new comprehensive plan, "Imagine
Dubuque 2037: A Call to Action." The comprehensive plan serves as a guide for the community's
physical, social, and economic development. It can only be considered successful through the input
and implementation of the community at-large. Engaging the community in a conversation about the
future of Dubuque was at the core of the Imagine Dubuque process. Comprehensive plans are policy
guides. Unlike zoning or city codes, they are not regulatory in purpose or application. Information in
the Comprehensive Plan is used in many facets of city life. Of greatest note is its role in informing
City Council goal setting, which creates the annual budget priorities and land use decisions;
the plan is not a substitute for the annual City Council goal setting process.
As stated in the plan, "It is hoped that you will heed this call to action. It is your responsibility to
develop the action steps, create the strategies for success, be inclusive in your efforts, and make
your community sustainable and resilient. These are your ideas and you have the responsibility to
participate and move them forward."
It was imperative to city leadership that the process of developing the comprehensive plan be
inclusive and representative of the community. A year of community outreach produced over 12,500
ideas from all sectors of Dubuque. This outreach took many forms, from casual conversations at
pop-ups events such as the Farmers' Market to focus groups, workshops, surveys, and on-line
submissions. Beginning with Dubuque's Vision 2000 process initiated in 1990, the City has
developed a tradition of local community planning excellence, and the comprehensive plan
integrates those past planning efforts into one consistent vision for the community's future.
The comprehensive plan serves as a guide for the community's physical, social, and economic
development. It is a community-wide resource that can only be considered successful through the
input and implementation of the community at-large. Engaging the community in a conversation
about the future of Dubuque was at the core of the Imagine Dubuque Comprehensive Planning
process. That focus on listening intently to residents and tackling community-wide challenges
together is one of the key reasons Dubuque was named an All-America City by the National Civic
League four times in just 10 years!
Communities are dynamic - economic conditions change, technology causes change, and people
change. A comprehensive plan must, in turn, be dynamic.
The Fiscal Year 2020 recommended budget includes $20,000 for continued consultant assistance
with implementation of the 2017 Imagine Dubuque Comprehensive Plan. The Plan's Call to Action,
making implementation a community-driven rather than City-led effort, requires a second year of
consultant support to achieve a successful hand-off to City Planning Services staff to assume the
role of the backbone organization.
Traffic/Securitv Camera Svstem
In 2018, the City has installed 52 new cameras, along with 4.75 miles of conduit and many miles of
fiber that will allow for future camera installation. The following is a list of areas where cameras have
been added in FY18.
New Cameras Updated Cameras Updated Cameras
University at Nevada US 20 at NW Arterial US 151 at Maquoketa
Grandviewat University NWArterial at Plaza Drive Jackson at 20th
US 20 at Old Highway Road Central at 14th NW Arterial at Pennsylvania
NW Arterial at Central Ave (US
Locust at US 20 Main at 3rd 52)
Locust at Locust Connector US 20 at Crescent Ridge White at 11th
University at West Minster Pennsylvania at Hempstead lowa at 9th
University at Pennsylvania Main at 12th Highway 151 at Jones Street
Pennsylvania at Irving Main at 13th Highway 151 at Connector
US 20 at Hill Street Main at 14th Highway 151 at 5th Street Ramp
Windsor at 22nd St lowa at 12th ' Hill at Bryant St.
Windsor at Rhomberg Locust at 4th US 20 at Hill Street
Rhomberg at Marshall School Locust at 5th Kerper and 151 Ramp
J
Bluff at 9th lowa at 5th Kerper at 16th
Pennsylvania at Hempstead White at 5th lowa at 9th -
Kerper at Fengler Loras at Walnut Jackson Park
Kerper at Shiras Hill at 5th Locust at 16th St —
Asbury Road at Western City Limits Loras at Alta �sta
NW Arterial at Central Ave (US 52) Asbury at Bonson
Rhomberg at Hawthorne Main at 9th
In addition to the new cameras, another 67 cameras where replaced because of newer technology
or camera failure. These newer cameras have a higher resolution and Wide Dynamic Range feature
which allows them to see better in all light conditions. Today, there are 620 Traffic/Security cameras
recorded through the Traffic Operations Center in City Hall. The remaining 505 cameras are
recorded at various servers throughout the City. The recommended budget has funding for additional
cameras in the amount of$495,138 from FY 2020 through FY 2024. Additional funding is also
allocated to the network of fiber optics that supports the camera system; Traffic Signal Fiber Optics,
West Locust Fiber Redundant Path, Fiber Infrastructure Management System, and Fiber Optic
Conduit Miscellaneous ($922,450).
Dilapidated Buildinqs/Structures
City Council executed a contract for a dilapidated building/structure identification and assessment
program beginning in the FY 2019. The total project cost is $123,900 funded in FY 2019. The project
will result in a complete inventory and evaluation ofall buildings in the Greater powntown Urban Renewal
District (GDURD). Essential to this project will also be the development of a revitalization plan for
buildings and areas identified in the assessment.
The project will be implemented in three phases: identification, evaluation, and planning. Phase one
will include the identification of all buildings and structures in the GDURD deemed to be substandard
and/or where an illegal activity or use is evident. The current property maintenance code will be used
as the principle standard by which conditions are assessed. In phase two, the exterior of buildings and
structures will be evaluated for their feasibility of rehabilitation. The third and final phase of the project
will be development of the revitalization plan. The plan will be organized by building concentrations and
neighborhood impact. The plan will involve inclusive community engagement opportunities to help
inform the community revitalization strategies, responsibilities, and resources necessary to address
dilapidated conditions and revitalization on a neighborhood level.
Beginning in the Fiscal Year 2020 budget, there is a Downtown Urban Renewal Area Non-Profit
Accessibility Assistance Program to assist with accessibility improvements to existing public buildings
either owned or operated by the non-profit ($100,000 each year) and a Downtown Non-Profit
Weatherization Assistance to assist non-profits in the Greater powntown TIF area to make energy
efficiency improvementsto their buildings, including weatherization measures, HVAC system upgrades,
access alternative energy sources, and other work to decrease their utility bills.
Five Flaqs Center
A work group of city staff reported to the City Council referendum time frames, referendum questions
and a traffic study regarding the closure of 5th Street. Conventions, Sports and Leisure International
completed Phase 2 planning for an expanded and improved Five Flags Civic Center based upon
diving deep into scenario 4. The Phase 2 Study was received and filed by the City Council on
December 21 , 2018. The Fiscal year 2020 budget includes $12,000 for elevator upgrades, $50,000
in FY 2021 for exterior brick wall replacement, $25,000 for accessibility building modifications and
$255,000 for arena stage deck replacement in FY 2022, $200,000 for arena concert audio
reinforcement in FY 2023, and $6 million in FY 2024 to repair the existing facility if the City council
chooses not to do a referendum or the referendum is held and fails.
Winter Farmers Market
In September of 2018 the City Council approved an agreement with Four Mounds to use the former
Colts building owned by the City from November of 2018 through February of 2019. Leisure
Services and other city staff worked with Four Mounds and the Winter Farmers Market Volunteer
Coordinator to look at locations available for the Winter Farmers Market. Winter Farmers Market has
arranged to move the Winter Farmers Market in February 2, 2019 to the Roshek building
Pet-Friendlv Communitv
The Mayor provided information about a pet friendly community assessment and information related
to it from the US Conference of Mayors. The City Council approved a pet friendly community action
plan process at their November 19, 2018 meeting. Members have been requested and appointed.
Staff is setting up meetings and agenda topics. The Council requested the results of the assessment
be presented to them prior to the August, 2019 goal setting sessions.
Campaiqn for Grade Level Readinq
A Grade Level Reading Steering committee is being led by the Community Foundation of Greater
Dubuque. One of their focuses is to develop a community solutions action plan. The Partners in
Learning AmeriCorps program places AmeriCorps members to tutor children in the Dubuque
Community School District kindergarten through third grade classrooms. For the last academic year
(2017-2018) the AmeriCorps program was a huge success. 97°k or 462 out of 476 students who
worked with AmeriCorps members 30 times or more improved their FAST Composite Score and are
assessments the Dubuque Community School District uses to assess studenYs reading proficiency.
Multicultural Familv Center Expansion
The money to fund the expansion has been approved prior and will be a part of the winter 2019 bond
sale. The total construction budget is approximately $1 .56 million. 563 Design has been contracted
for the final design, bid specification preparation and construction management for the project. It is
estimated that the bid specification will be completed in the summer of 2019 with construction in later
2019 and early 2020.
Comiskev Park Renovation
The $1 .2 million project is funded by city funds and grant funds. Saiki Design was approved by City
Council to perform engagement, design, construction management and grant administration services
for the project. Spring and summer of 2019 there will be engagement activities. The project is
heavily weighed for engagement of our marginalized community members. It is anticipated that the
project would be bid later in 2019 with renovation work potentially late 2019. Completion would be
set for late summer or early fall of 2020.
Inclusive Dubuque: Continue Support & Participation
As an Inclusive Dubuque network partner, the City's Equity Teams continued their work. The Core
Team worked with six departments to complete departmental equity plans and also assisted three
more departments in identifying internal teams and completing assessments so they can begin their
department plans. The Recruitment & Retention Team established a City workforce data baseline
along with parameters for ongoing data collection in preparation for the hiring of the Strategic
Workforce Equity Coordinator. The Cash Out Team piloted an end of year equity reporting structure
with Contracted and Purchase of Service partner, reviewed responses, and is now implementing
quarterly reports and working with partners to discuss community level indicators and program
performance measures for 2020 contracts. Other equity work included introductory equity and
inclusion training for all new City hires and an in-depth four-day workshop for City staff and
community partners.
Launched in 2013, Inclusive Dubuque is a local network of leaders from faith, labor, education,
business, nonprofit, and government dedicated to advancing justice and social equity in our
community. The network began informally in early 2012 with less than a dozen community
organizations and businesses beginning a conversation about the need for a collaborative effort
around inclusion and equity in Dubuque. Today, the network consists of over 70 organizations and
individual community members. Quarterly meetings of the full network provide an opportunity for
partners to share ideas, review recent community activities related to diversity, equity, and inclusion,
and offer an opportunity for ongoing networking among the group's members.
The Housing & Neighborhoods Sector Group led by Tom LoGuidice (NAACP member) and Tom
Smith (property owner) has been focusing recently on the Housing Choice Voucher program and
developed a series of draft recommendations related to resident and housing provider education. In
December, the group shared these initial recommendations and obtained feedback from network
partners and other impacted community organizations.
Training Opportunities:
Best Practices in Diversitv. Equitv & Inclusion
In September of 2018 we kicked off the second year of this 9-month peer-learning training series
with 40 registered participants from corporate, academic, governmental, and non-profit
organizations. These monthly 2-hour learning opportunities empower participants to create pathways
that lead to increased self-awareness, recruitment, retention and improved workforce culture.
Members of the Peer Learning Council - a subset of the Inclusive Dubuque network, drafted the
curriculum and facilitate the monthly sessions.
RaceForward: Advancinq Equitv
CFGD partnered with the national action institute Race Forward, one of the pre-eminent
organizations helping communities across the United States to improve outcomes for all
communities with a particular emphasis on racial equity. Race Forward catalyzes local communities,
government, and other public and private institutions to dismantle structural racial inequity. Their
work to craft and apply strategies and tools to transform our nation's policies and practices to create
equitable outcomes for all is perfectly suited for the work that lies ahead for Greater Dubuque to fulfill
its potential as a healthy, welcoming community.
Beginning in August of 2018 and concluding in January of 2019, this series consisted of four, 8-hour
days of training that were attended by 43 participants representing 20 different non-profit
organizations from across the community. This combination of training, strategic planning, and
technical assistance allowed participants to build shared language and definitions on racial equity;
assess our readiness for action; learn how to most effectively apply racial equity analysis tools; and
expand their local ability to build skills and collaboration for racial equity.
Business Leader Equity Cohort
In the fall of 2018 the Community Foundation partnered with the business community to establish a
working group made up exclusively of executives from the Dubuque region called the Business
Leader Equity Cohort. This newly-formed cohort is a group of CEOs, Presidents, and other C-level
representatives from major business in the community who come together to share experiences and
learn best practices for creating a culture of diversity, equity and inclusion across their organizations
- from hiring to customer relations. The cohort held its initial meeting in October of 2018, a
subsequent meeting in January of 2019, and is planning to continue to meet on a bi-monthly basis.
To date, leaders from 18 different businesses have participated and additional leaders have
expressed interest in joining the cohort. The meetings are facilitated by Oather Taylor, a recently
retired Director of Diversity and Recruitment at Alliant Energy.
Julien Dubuque International Film Festival (JDIFF)
CFGD sponsored two films at the 2018 film festival. The movie Joy, shared the story of a young
African-American woman who struggled with the conflict between her personal feelings about
inclusion and the external image that she portrayed publicly to others. The movie Los Lecheros
highlighted the plight of the immigrant workers on a Midwest dairy farm. Both of these movies align
closely with the key values of our foundation - building awareness around the importance of ensuring
equity and promoting economic opportunity for all people. This screening event was very well
attended, and included a panel discussion with the movie's actors and directors.
PolicyLink/National Equity Summit - Chicago, IL
Equity summits amplify the significant achievements and strategic breakthroughs of the equity
movement, allowing participants to learn from each other, strengthen our movement, and accelerate
progress. CFGD supported 8 community members in joining thousands of others April 11-13, 2018,
in Chicago. The attendees explored the complexity and urgency of building a multiracial coalition at
this pivotal moment for our nation.
Washington Garden/Neighborhood Engagement
CFGD partnered with two residents from the Washington Neighborhood who manage the
neighborhood garden and engage with the residents, driven by the premise that face-to-face
interactions with your neighbors promotes inclusion in our communities. Gardening activities,
streetscape landscaping, and mural street painting were just some of the events hosted in the
neighborhood that helped to bring residents together.
Equity Coordinator Position
The Community Foundation of Greater Dubuque updated the Inclusive Dubuque Coordinator
position description to align with current activities and has filled the new position of Equity
Coordinator. Collins Eboh started in the position on January 2, 2019. The new Equity Coordinator
will be responsible for:
• Supporting the Inclusive Dubuque Network;
• Supporting the Business Equity Leader Cohort;
• Coordinating training programs such as Best Practices in Diversity, Equity, and Inclusion and
Race Forward's Racial Equity Training for non-profits;
• Managing grants with an equity component;
• Managing communications around equity;
• Partnering with CFGD staff to conduct collective impact equity work such as the Campaign for
Grade Level Reading, Project H.O.P.E., and work on community mental health needs.
In the coming year, network partners will continue to work to address inclusion, equity, and workforce
priorities in the community. An "Equity Report" will document community efforts. Internally, City staff
will continue towards integrating equity into the organization's performance measures, focusing on
the use of an equity lens to examine service delivery, community engagement, staff recruitment and
retention, and the impact of purchased and contracted services.
Opportunitv Dubuque
The Opportunity Dubuque program was launched in 2012 to meet the needs of local employers who
were experiencing difficulty hiring CNC Machinists and Welders through short-term certification
through Northeast lowa Community College. Since then, the program has expanded to include
certificates of training in other areas of manufacturing, as well as construction, transportation,
customer services and healthcare. To ensure student success, each student works with a success
coach throughout the recruitment, training, and employment process. Due to initial low enrollment of
minority participants in Opportunity Dubuque, Greater Dubuque Development partnered with
Northeast lowa Community College to hire an Outreach Success Coach in 2015 to intentionally
engage minority students to enroll in the program. The program now includes two success coaches
who build relationships within the community and among non-profits organizations that serve a wide
range of student populations, including minority populations. Some examples of these organizations
are lowa Workforce Development, The Dubuque Dream Center, The Multicultural Family Center, City
of Dubuque Housing, Resources Unite, Fountain of Youth, The Department of Corrections, The
Department of Human Services, and Opening Doors. They also work closely with various community
health and mental health facilities to help educate front line staff with Opportunity Dubuque program
information. Because of these strong community relationships and targeted recruitment efforts, the
Opportunity Dubuque program significantly increased enrollment, completion and employment of
minonry populations. Once enrolled, success coaches workwith students, induding minonty
populations, to address barriers to com plefion of education and obtaining employment, such
trznsportation, childcare, and tuition. They also work with partner organizations to help connect the
studentwith social supports such as housing/rental assistance, health care assistance, and food
assistanw.
Since 2012, Opportunity Dubuque has had ]08 enrollmentsand 556 successful grzduateswith an
employmentorcontinuing education rzte of95% within the first yearaftercomplefion forthose
program staff have been able to contact (91 % posEpmgram contact rate). To date, 16 completers
identify as Hispanic, 82 as Abican-4mencan/Black, 2 as Asian, 2 as Pacific Islander ] as more than
one race, and 240 as White/Caucasian. This represents ]8% CaucasianNVhite completers and 22%
minonry completers. (Note�. 20] partiapant; chose notto identirytheirrzaal/ethnicstatus (3]%)).
Forthe most recent fiscal year of the pmgrzm (2018), 49% of com pleters (45) identified as minonry�.
3 Hispanic, 18 BIacWAbican-4mencan, 1 MWtiple, 1 Unknowq 22white. Before January 2016, only
24/356 (6%) ofenrolleeswereminontystudents. SinceJanuary2016, 141/328 (43%) ofenrollees
were minonry, demonstrating significantsuccess in minonry outreach efforts.
Two success stones indude the following�.
• TonnaWinbey, AfncanAmencansinglemothercompletedherCNAandPhlebotomy
ceRificatesthmugh Opportunity Dubuque. She is now employed atUnited Clinical Labs.
• RahkeeNortnan, AfiicanAmencanmale, completedtheconstmctiontechnologyprogrzm,
then went on to eam his BachelorofArts degree. He is now the ownerofa conshuction
company
Sa mincn[V ertrolirrset ir, Opportuniry Dubuque
o� _
6rad urtes bV Race�Ethnicity �since 2012)
o�nnovaemN z�r
mu_pe � ♦
4=an I 2
ia_t=an�er I 2
H-4anc � 16 P3
Gaduates by Raw/Effiniciry (fiscal Vear 2018�
onnovaemN � i
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rv�an.c � s
River Cruise Dockinp Facilities
The Ciry has seen a significantincrease in nverboat traffic to the Port with the arrival oftwo new
nverboats, Amenca and Louisiane. Due to limited docking space in the Port and docking scheduling
conflict;, it issometimes necessary fornverboat; to dockatthe Hawthome Street landing located at
AV MCDonald Park. However this site only worksasa docking area Nrsome ofthe boat;.
The Ciry has hired a design consWtantand is negotiafing with Viking RiverCmise Lines on a constmcfion
cost split between the City and Viking. The Fiscal year2021 budget indudes $462 500 in City funding
and the Fiscal Year2022 budget indudes $412 500 in City funding to design and build the nver cruise
docl¢
Roosevelt Road Water Tower
The Roosevelt Street Water Tower project was identified as a solution to low operating water
pressures in Zone 2 of the distribution system. Zone 2 encompasses the area in and around
Roosevelt Street and Peru Road, including the Sky Blue Estates subdivision currently under
development and the existing Alpine Park development and Eagle Valley Subdivision. The City has
worked with Clapsaddle - Garber Associates, Strand Associates, Inc, and IIW, P.C., to identify
efficient and economic solutions to manage the low-pressure issues experienced in Zone 2, along
with a need to provide improved flows during fire flow conditions.
The new water tower would replace the existing Eagle Point Water Tower and other ancillary water
infrastructure ($3,983,000). Funding of the project is a combination of local funds and State
Revolving Fund debt. The preliminary engineering report (PER) was completed ($475,000) and
approved by the lowa Department of Natural Resources in January 2019. Following PER approval
the project is scheduled for bid letting February 2019. A construction contract could be approved by
the City Council in the first quarter of 2019.
Downtown Revitalization
Dubuque Main Street provided the following information on progress in downtown Dubuque:
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Government Transparencv
In September and October 2018, the City of Dubuque launched a new interactive budget simulation
tool called Balancing Act. The online simulation invites community members to submit their own
version of a balanced budget under the same constraints faced by City Council, respond to high-
priority budget input questions, and leave comments. The Budget Office conducted community
outreach with the new tool via print and digital marketing and presentations to the Institute of
Managerial Accountants, Point Neighborhood Association, Young Professionals, Community
DevelopmentAdvisory Commission, Downtown Neighborhood, and at City Expo.
In November 2018, City staff hosted an evening public budget input meeting at the City Council
Chambers in the Historic Federal Building. The Budget Office conducted community outreach with
the new budget simulator tool to the Kiwanis Club and North End Neighborhood Association.
In December 2018, City staff presented the new budget simulation tool at the December 3, 2018 City
Council meeting and hosted a Budget Simulator Workshop at the Carnegie-Stout Public Library in
the Aigler Auditorium on December 8, 2018.
In January 2020, City staff presented the new budget simulation tool to the Sustainable University
Dubuque class.
A total of 345 community members attended the budget presentations. There have been 1 ,020 page
views of the Balancing Act budget simulator tool and 138 budgets have been submitted by the public
as of January 21 , 2019.
The input provided has been analyzed by City staff and evaluated by the City Manager for inclusion
in the Fiscal Year 2020 budget recommendation as deemed appropriate, consistent with City Council
priorities.
During Fiscal Year 2016, the City launched a web-based open data platform which can be found at
http://dollarsandcents.citvofdubuque.orq. The City of Dubuque's Open Budget application provides
an opportunity for the public to explore and visually interact with Dubuque's operating and capital
budgets. This application is in support of the five-year organizational goal of a financially responsible
city government and high-performance organization and allows users with and without budget data
experience, to better understand expenditures in these categories.
During Fiscal Year 2017, an additional module was added to the open data platform which included
an interactive checkbook which will allow citizens to view the City's payments to vendors. The final
step will be adding performance measures to the open data platform to allow citizens to view
outcomes of the services provided by the City.
Letter to State Leqislators
As part of this budget message, I would like to provide the text of the letter I sent to our legislators
this year encouraging them to help Dubuque focus on quality of life issues, on job creation, on job
training, on our children's education and on the future as we deal with the biggest problem indentified
by business and industry and that is the availability of a skilled workforce and as we try to make
Dubuque an "Equitable Community of Choice:"
Dear State Legislator:
The State of lowa is an agricultural state and Dubuque supports ways that are devised to
support agriculture and rural communities. The things that I advocate for like education,
property tax backfill payments, Historic Tax Credits and Tax Increment Financing benefit all
cities, counties and school districts, large and small. This does not diminish the fact that the
economic engines in the State of lowa are the population centers where most of the jobs are
created and most of the state tax revenues are generated.
Dubuque has the lowest property tax rate per capita of the 11 largest cities in lowa (those with
a population larger than 50,000). In fact, Dubuque's property tax rate is 45°k below the
average of the 10 other cities. By the end of the current 5-year capital improvement program,
the City will be utilizing only 37°k of the statutory debt limit and currently has general fund
reserves of 22°k. Over the years, the City of Dubuque has reorganized and implemented
technology improvements and actually has 27 fewer full-time employees than in 1981 , even
though the City now offers more services. Dubuque sets a very high standard when it comes
to fiscal responsibility.
When it comes to job creation and economic development, Dubuque is a leader in the
Midwest and in the State of lowa.
"Would the last person to leave Dubuque please turn off the lights?" Residents used this dark
humor to help deal with Dubuque's dire unemployment rate which hit 23°k in January 1982.
High school and college graduates left for more prosperous cities and states, taking their
talent with them, with Dubuque losing almost 10°k of its population in the 1980's.
Enter Tax Increment Financing. In 1985, the lowa State Legislature amended urban renewal
law to allow cities to use Tax Increment Financing (TIF) for economic development purposes.
This tool simply directs the increase in property tax generated from property improvements to
the city, which can use this increment to clean slum and blight and as a financial incentive to
companies that invest and create jobs in the urban renewal area. This is how the City of
Dubuque built 1 ,468 acres of industrial parks, now home to 55 businesses, including 47 local
businesses that needed a place to expand.
The City of Dubuque has committed $86 million in Tax Increment Financing incentives for
businesses since 1990 in the industrial parks and in downtown Dubuque. This has leveraged
$490 million in private investment by these businesses. With the use of TIF, businesses in
Dubuque have retained 3,988 existing jobs and created 6,428 new jobs. To date, 78 projects
have benefited from the use of Tax Increment Financing.
Dubuque's responsible use of this only meaningful local economic incentive has created a
nationally-recognized transformation. The Dubuque metropolitan statistical area (MSA) total
employment for June 2018 was 60,500, a 61°k increase since 1983 when total employment
was 37,600. In October 2018, the Dubuque MSA's unemployment rate was 1 .7°k. Dubuque
County's Median Household Income (MHI) rose from $48,012 in 2009 to $56,154 in 2016, a
14°k increase. In this same period, the national MHI increased by only 2.5°k. Dubuque has
been ranked by Forbes, Kiplinger, the U.S. Conference of Mayors, the National Civic League,
and the Milken Institute as one of the best cities in the United States to live and work.
This has all been achieved through Planning, Partnerships and People, leading to measurable
outcomes. Dubuque believes in showing people we care, by our actions, so that they can
have hope to achieve their personal goals, whatever they might be.
Here in Dubuque we are worried about one of our key partners, the State of lowa.
The State of lowa is underperforming in critical areas. It is ironic and troubling that we
continue to hear about state legislation and rules that cut revenues available to local
governments. Recently state legislation was proposed that would eliminate the promise to
backfill past property tax reductions with state revenues, severely restrict the use of Tax
Increment Financing (the only viable economic tool used by local governments to support
growth in business investment and jobs) and eliminate or reduce Historic Tax Credits for
building rehabilitation. These all threaten the ability of local governments to respond to local
issues.
Information recently released by the State of lowa Legislative Services Agency shows the
change in population in counties across lowa (Attachment I). It is a frightening trend that must
serve as a wake-up call for all lowans. If we want our children and grandchildren to be able to
stay in lowa and be successful, we must all work to make lowa a place of choice, not only for
businesses but also the workforce they will need to thrive. We should not be considering the
elimination of economic development and community rehabilitation tools, but instead
exploring how we can improve those tools to create more growth in jobs and population and
to make the incentives more competitive. We should not be pursuing ways to starve cities,
counties, and school districts of the funds they need. We should instead be looking to
diversify sources of revenues so local governments can invest in the future for the benefit of
the residents they serve, those here today and those we hope to be here in the future.
lowa Percent Chanqe in Population bv Countv 2010-2017
State of lowa +3.2�� (+gg,356)
There are 99 counties in the state of lowa. Only 23 showed any growth at all over a 7-year
period from 2010 to 2017. If you only consider counties that had at least 1 °k growth and have
a population of 25,000 or more, only 11 of the 99 counties met these criteria and four of them
are in the Des Moines/Ames corridor. In fact, the Des Moines/Ames corridor accounted for
81 ,808 (82°k) of the 99,356 of the state-wide population growth.
Even some of the counties that include some of lowa's larger cities showed very little growth
or an actual decline.
COUNTY % Population Change: 2010-2017
Woodbury (Sioux City) +0.1°k
Muscatine (Muscatine) +0.3°k
Pottawattamie (Council Bluffs) +0.0°k
Jasper (Newton) +0.4°k
Wapello (Ottumwa) -1 .7°k
Cerro Gordo (Mason City) -2.5°k
Webster (Fort Dodge) -3.4°k
Clinton (Clinton) -4.2°k
Fortunately, Dubuque County showed a growth of 3.3%, achieving a population of
97,041.
The picture is just as discouraging when you look at the Estimated Population Migration from
2010 to 2016 (Attachment II). This measurement represents the number of people who have
moved to these counties vs. the number of people who have left. The State of lowa
experienced a net inflow of only 24,643 people during this 6-year period.
If you only consider counties that had a net positive change of at least 1 ,000 people, only 9
(9°k) of the 99 counties met that criteria, with 4 of those in the Des Moines/Ames Corridor.
Fortunately, Dubuque County is one of those nine with a net migration increase of
1,389.
Last year, legislation was introduced in the lowa Senate to eliminate over 3 years the
promised property tax backfill payments to cities, counties, and school districts. This would
have cost the City of Dubuque $344,233 in revenues in Fiscal Year 2019, $688,465 in Fiscal
2020, and $1 ,032,698 in Fiscal Year 2021 and each year beyond. This is on top of the loss
Dubuque experiences from the reduction of property taxes from apartment buildings that will
reach over $1 .2 million per year by Fiscal Year 2024 and is not being backfilled by the State.
The legislation would have also reduced funding for the State of lowa Historic Tax Credit
Program (HTCP). This is a significant source of financing for private developers across the
state as they renovate old buildings and repurpose them, like the projects in the Historic
Millwork District that are creating commercial and retail space and hundreds of apartments for
workforce housing.
Downtown historic redevelopment in Dubuque has added well over 2,100 permanent jobs in
buildings that had been underutilized or were deteriorating or vacant for decades. Dubuque
developers have completed 35 projects to date using the lowa Historic Tax Credit Program.
Just over $42.5 million in lowa HTCP funding has leveraged over $143 million in private
investment. Dubuque currently has 19 more projects in the works, with an estimated $18.5
million in lowa HTCP funding, which is expected to leverage approximately $56 million in
private investment.
Dubuque's responsible use of historic tax credits is nationally-recognized as noted in the Fall
2018 Preservation Magazine produced by the National Trust for Historic Preservation, in
Finding Dubuque:An lowa City Rediscovers Its Sense of Place by Lisa Selin Davis:
"Never, in 15 years of writing about historic preservation, had I heard so many people utter the
words "historic tax credits" with such passion and reverence...The tour helped me understand
the unusually deep and detailed public-private partnerships that are making Dubuque a model
of economic development and community revitalization.
As impressive as these buildings are, just as impressive is the preservation fever that has
taken hold of the city. Preservation projects are creating ripple effects-bringing in new blood,
welcoming long-lost Dubuquers home, and encouraging people from all over the city to
participate in the salvation of historic Dubuque.
Anyone can restore a building. But Dubuque residents, together, are restoring a community."
Information recently released by the State of lowa Legislative Services Agency shows the
performance of Main Street lowa communities from Fiscal Year 1987 - Fiscal Year 2018. Of
the Urban Main Street communities over 50,000 population, Dubuque has leveraged
$716,853,589 in private and public dollars invested in acquisition and rehabilitation. This
amount is the highest amount of any city and represents 37°k of the $1 ,912,278,450 grand
total for the State of lowa.
A 2018 report released by the lowa Business Council, which represents many of the state's
largest employers, should be a great cause of concern for the State of lowa. When compared
with how lowa ranks among all 50 states in key metrics comparing the year 2000 with 2017, it
is clear that lowa needs to do more, not less, to support economic development, job growth,
and workforce development:
2000 Ranking 2017 Ranking
Median Household Income 21 26
Gross State Product 29 30
8 Grade Reading Proficiency 11 ��
8 Grade Math Proficiency �2 14
Education Attainment High School 9 11
Education Attainment Bachelor Degree 22 34
Gallup-Healthways Well-Being Index 7 19
Two bright spots in the analysis were:
2000 Ranking 2017 Ranking
State Public-Pension Funded Ratio 29 13
State Business Tax Climate 46 40
We need healthy partners and partnerships to succeed. Locally we have that, and in the past
we have had that with the State of lowa. The State has given Dubuque a Vision lowa grant,
that led to over $400 million in investment in the Port of Dubuque. The State has given
Dubuque the Flood Mitigation State Sales Tax increment grant that has supported the $227
million Bee Branch Creek Watershed Flood Mitigation project. The State has allowed cities
and counties to use Tax Increment Financing, which has led to the retention and creation of
thousands of jobs in our industrial parks and the revitalization of downtown, the Port of
Dubuque and the Historic Millwork District. The State is now building the Southwest Arterial
with the support of the City and County of Dubuque.
Please do not listen to those that say the way to prosperity for the State of lowa is to cut
revenues, programs and services, especially as they affect the least of our friends and
neighbors who might have fallen on hard times, or who might be dealing with the issues of
aging or who are disabled. LeYs not look to states like Kansas and Oklahoma as models for
our future. LeYs look at states like Minnesota, our colder and snowier neighbor to the north,
where agriculture is important as in lowa and who thrives in spite of their weather challenges.
At the state level, please ask your legislative colleagues to stop pursuing billion dollar tax cuts
when the State struggles to pay its bills today. Please ask your colleagues to stop looking at
ways to restrict the use of Tax Increment Financing, one of the few viable economic
development tools local governments have to create jobs and revitalize blighted areas.
Please ask them to stop looking at eliminating the Historic Tax Credit program that creates
incentives for private developers to renovate historic buildings. Please ask them to stop
considering going back on their promise to provide backfill payments from when the State
reduced commercial and industrial property tax revenues to cities, counties and schools.
We need the State of lowa to focus on how we can all work together to grow lowa and to
make our communities a place of choice where our children and grandchildren want to stay
and new people want to come as we deal with the biggest problem identified by business and
industry and that is the availability of a skilled workforce. We need to focus on quality of life
issues, on job creation, on job training, on our children's education and on the future. To do
that we need tools at the local level and we need healthy, engaged and active partners. LeYs
work together creating strategic initiatives around mental health, childcare, quality affordable
housing, job training, workforce development, job creation and do all this looking through an
equity lens. State of lowa, you are our friend and we care about you. We want the State of
lowa and the City of Dubuque to have hope to achieve our goals working together.
Sincerely,
/ / il". - ' ✓ k^t/���,LL��
(
Michael C. Van Milligen
City Manager
Population by County - 2017 Estimate Attachment I
7ota� Popu�ation 3y�t��j,711
lova Popula�lon
1VB2 fi0<5 V.199 F9AJP mxx n1056] 1d69 p
�.ox 1 llBBG�
w . w wmmo 11999 . {I —I II , � z ESIIIIldI2d POpUIdIl01l
. )4580 � 19�801 18.U0 9P9R X10])1 I d9W8
r I ' s' � 3686-14.136
1
I ��s�� �. 14139 26.484
453R0 6 I MMO^ I ' � 1018d I 1J`�8 I �4911 W 9 u9M1 . 9485 50,1&3
50164-224,fl5
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12595 MafofG�les
iI � a.vv � ac
u• - • • '� 1➢5]B 19366
Y,.B.i40 VO58 3 .W2 3l<\15
J0088 T F C O[IPS:
9��� � p 'I. Polk 481,B30
� re� � e. �as� 2. Llnn 224,115
��� p a y � 3. Sc �1. 1�Pi`A9
4. J M1nso ' 149210
]s ,�,�p5��,.�x�u �u� `zea � '���o n 5. BI kH wk�. 144,648
90l% 6�19i105 i05! 14013 I 54169 dd,105 R0L15 10153 � IIt61 TO�F CIIBfi
_Co IIIBINh r J_� �1�Bd�•0 �. pesMones 21]521
150fi8 12<50 93I4 81 I I �84]3 �g�j rcarvrvxi) 2. CEG RdpldS: 13?$28
I� 3. �a V h�� 102320
4. Si Cly. 82,514
694B 1� 6R8 S�Wd ]9W 6p]fi P.� 8966 i �� ��� 5. IDW CIy. �5�798
� �I — Sf 295�-
V
Percent Change In Population—2010-2017 �`����de:
+3.2%
ex 19k 12% u�r ��"�E0% �LC/ I �.51 Ix3.fi"A � „� ~�� PelcenlChange
d�% •JqK
'�vwx v.0 � ury -9A4 mrvurrc .n �' u
?a� ".z� "za� ",}� _ �,� "�,�" a.s, I�>_zw �, � +99,356
{ �u„h Population Change
/ �1PA .11% 3J% �3a% 3t% zs2
� w . .Xn,. Wp^. , I ,„.,,„ u ' PemeniChange
��•��• � �.. 1.1M I ]�5I �,�'��.°.�°• �-85'Slo-50%
01b 3YA. �di% JA% l a3% S.B°M I 11% I 11%
I w mon � -�_^� -09MIo-10°fi
. � . I��v'.w-0]%�� � -09A1a1�`k,
wxe xiwu �m. .uv •°"w• uaTX E16°5 �% ` _� 114fitO60k
�L.B°.A 'RA% a-0tA � O8°/ -t.0% �
p��, ��M,�y �5.1 h�0 301 k
eur xns nn w.vnrsx w ��O.d"b IR�w_ r Malo�Ctlles
MA.SR 4Vt<% u �Od% d2% i4% eA�
b _ � Too G/e AUUBI
`d�••owF, �a.aa� ua�M na�. l�aax �zruX .' cnanoe�vcounN�.
�b �. Palk�. 49,80]
1 n��� � ��� 2 �ellas'. 20i098
1. O1°A.x�J -05% �I�Op6°G I��d]% �15% 1i% � � 3 JOM1nso ' 1]9P
-1�'�" 4. Linrt 12458
3 V5
�A3G ���aJ2�/ �n�16% �OA% a,9y6 � P1M. - .�'TOofNPACWaI 5. $�Ory�. ],8]6
� �dd%`�CFanaebvCilv: BM�omFrveAc[ual
� I. Hnkeny: '18,834 GM1enoe Cv CaunN
i 2 �esMOlnes 14,088 �- CINb¢ �20d2
3. Wesl�es Malnea �- �ee� -
S62
8.993 9Z Web3en -I:TB
-0. lovra Clry: ],936 96. Cerro Gordo�. -1,081
5. Hmas ],533 �- FeyeUe�. -1p62
Sources: U.S.Cernsus 8ureau,20ll Population Es�imele�,LSAcalculations
�sA sian con�ac� miceaei cuanci cs�s�zs.nae)mmnaai auanm�iems iowa aov LS�Z
Attachment II
Estimated Population Migration —Apri� 1, 201D to July 1, 2D16
--1—
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Conclusion
There will be six City Council special meetings prior to the adoption of the Fiscal Year 2020
budget before the state mandated deadline of March 15, 2019.
I want to thank Budget Director Jennifer Larson, Assistant City Manager Cori Burbach, Senior
BudgetAnalyst Rachel Kilburg, Public Information Officer Randy Gehl, Office Manager
Juanita Hilkin, Secretary Stephanie Valentine and Communications Assistant Natalie Riniker,
for all their hard work and dedication in preparation of this budget recommendation.
�il'.. ' �Wh�/i��� l'" �
r
Michael C. Van Milligen
City Manager
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1 1 '
DIFFERENCES OF FISCAL YEAR 2020 RECOMMENDED BUDGET
FROM FISCAL POLICY GUIDELINES
Tax Askinq
The property tax guideline amount approved by the City Council on December 17,
2018, as part of the policy guidelines for preparing the Fiscal Year 2020 budget,
totaled $26.4 million (0.5 percent less than Fiscal Year 2019). The recommended
tax asking is $26.3 million (0.75°k percent less than Fiscal Year 2019 tax asking).
The tax asking decreased ($74,422) from the projected property tax guideline.
The Budget Guidelines reported a residential rollback of 56.1324°k but the actual
residential rollback is 56.9180°k. This increase in rollback increased the taxable
value for residential. This required a lower property tax rate to keep the average
residential property at no property tax increase. The lower property tax rate results
in a lower recommended tax asking.
Propertv Tax Paid bv Averaqe Homeowner
The adopted policy guideline included no property tax increase for the average
residential property owner assuming the Homestead Property Tax Credit is fully
funded. The recommendation included in this budget remained unchanged with
no increase for the average residential property owner.
Propertv Tax Paid bv Averaqe Commercial Propertv
The adopted policy guideline included a 0.59 percent tax decrease for the average
commercial property owner. The recommendation included in this budget is a 1 .48
percent tax decrease for the average commercial property owner.
Propertv Tax Paid bv Averaqe Industrial Propertv
The adopted policy guideline included a 0.72 percent tax decrease for the average
industrial property owner. The recommendation included in this budget is a 1 .79
percent tax decrease for the average industrial property owner.
Propertv Tax Paid bv Multi-residential Propertv
The adopted policy guideline included a 5.69 percent tax decrease for the average
multi-residential property owner. The recommendation included in this budget is a
7.07 percent tax decrease for the average multi-residential property owner.
Tax Rate
The Fiscal Year 2020 "City" portion of the tax rate is being decreased by $0.26
from the Fiscal Year 2019 rate of$10.5884 to a tax rate of$10.3314 per $1 ,000 of
taxable assessed valuation. The property tax guideline established by City
Council included a rate of$10.4856 (0.97 percent less than FY 2019). The
recommendation included in this budget is a rate of$10.3314 (2.43°k percent less
than FY 2019).
SubsequentChanqes
Changes that occurred after the Fiscal Year 2020 guidelines were presented and
adopted by City Council on December 17, 2018 include the following:
• Property tax guidelines reflected the City portion of health insurance expense
decreasing from $1 ,193 per month per contract to $903 per month per contract
(based on 572 contracts) or a 24.3°k reduction (general fund savings of
$1 ,350,468). The recommended budget includes a decrease from $1 ,193 per
month per contract to $921 per month per contract or a 22.8°k reduction (based on
572 contracts) in Fiscal Year 2020 (General Fund savings of$1 ,266,501). The
City went out for bid for a third-party administrator in FY 2017 and the estimated
savings have been exceeded from the new contract and actual claims paid. In
addition, the Firefighters Collective Bargaining Group began paying an increased
employee health care premium sharing from 10°k to 15°k on July 1 , 2018 matching
all other City employees (except the Police Collective Bargaining Group). During
FY 2018, the City went out for bid for benefit provider for the prescription drug plan
and there is an estimated $243,808 in savings resulting from the bid award. The
projected savings budgeted in FY 2018 was $897,443. The actual health plan
savings in Fiscal Year 2018 exceeded the budget by $1 ,254,012, which increased
the health insurance reserve. In FY 2019, the City projects a reduction in health
costs (through December 2018 experience) of$571 ,901 (6.4°k) from FY 2018
actual. The reduction in health costs in Fiscal Year 2018 and the continued
reduction in Fiscal Year 2019 allowed the City to reduce the City portion of city
employee health insurance expense
• Property tax guidelines reflected a Transit subsidy of$1 ,550,795. The
recommended FY 2020 budget reflects a Transit subsidy of$1 ,558,460 due to the
cost related to the recommended improvement packages.
1
FISCAL YEAR 2020
BUDGET
RECOMMENDATION
Feb. 4, 2019
2
PROPERTY TAXES
FY2020 Recommended
City Tax Rate =
$10.3314 per thousand
2.43% decrease from FY2019
3
PROPERTY TAX RATE
Property Tax Rate Decrease of 2.43% Impact:
% Change $ Change
Property Tax Rate -2.43%-$0.26
Average Residential Payment ------
Average Commercial Payment -1.48%-$48.53
Average Industrial Property -1.79%-$87.16
Average Multi-Residential Property -7.07%-$132.29
4
$10.07 $10.33
$11.39
$12.57
$15.22 $15.22
$16.07 $16.18 $16.78 $17.46 $18.16 $18.26
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
$20
Ames Dubuque
(FY20)
Ankeny West Des
Moines
Cedar
Rapids
Avg. w/o
Dubuque
Sioux City Iowa City Davenport Waterloo Des
Moines
Council
Bluffs
PROPERTY TAXES
5
PROPERTY TAXES
Dubuque is the SECOND LOWEST
in the state for property tax rate of
the 11 largest cities.
The highest (Council Bluffs) is 77%
higher than Dubuque and the average
is 47% higher than Dubuque.
6
$455.27
$525.91 $545.75
$600.35
$695.91
$762.71 $769.30 $784.03 $824.24 $824.55
$907.74
$1,149.36
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
Dubuque
(FY20)
Ames Sioux City Waterloo Des
Moines
Avg. w/o
Dubuque
Davenport Ankeny Cedar
Rapids
Council
Bluffs
Iowa City West Des
Moines
PROPERTY TAXES
PER CAPITA
7
PROPERTY TAXES PER CAPITA
Dubuque is the LOWEST in the state
for property taxes per capita.
The highest (West Des Moines) is
153% higher than Dubuque and the
average is 68% higher than Dubuque.
8
CITY DEBT
•City will issue $44,941,848 in new
debt in the recommended 5-year
CIP
•City will access $18,868,490 of
previously issued State Revolving
Rund (SRF) loans as related capital
improvement projects progress
9
CITY DEBT: FY2020-2024
The City will retire
$91,655,428 of existing debt
over the next five years
10
CITY DEBT: FY2020-2024
New Debt Being Issued
Purpose Amount
Sanitary Sewer Improvements $16,687,926
Fire Equipment/Improvements $6,785,346
Five Flags Improvements $5,025,000
Street Improvements $4,402,400
Economic Development Initiatives $2,957,495
City Building/Property Improvements $1,781,000
Airport Improvements $1,127,538
General Ledger Software Upgrade $1,000,000
Transit Bus Replacements $986,143
Park Improvements $600,000
Parking Improvements $3,589,000
Total New Debt: FY2020-FY2024 $44,941,848
11
CITY DEBT
Project FY2020 FY2021 FY2022 FY2023 FY2024 Total
Sanitary Sewer:
Kerper Blvd.SRF
$1,390,000 $1,390,000
Stormwater: Upper Bee
Branch & Sponsor SRF
$247,668 $247,664 $495,332
Stormwater: Flood
Mitigation Project SRF
$9,000,000 $1,820,958 $10,820,958
Water: Roosevelt St.
Tower SRF
$2,982,200 $2,982,200
Water: CIWA Purchase &
Improvements
$1,090,000 $1,060,000 $1,030,000 $3,180,000
Total Draw Downs $14,709,868 $3,128,622 $1,030,000 $18,868,490
SRF Debt Being Accessed
12
$295.5 $295.5 $281.3 $268.6 $266.1 $266.9 $266.5 $260.4 $247.5 $242.2 $241.4
$221.8
$201.8
$181.3
$160.7
0
50
100
150
200
250
300
350
FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29
Total Debt
(in Millions)
CITY DEBT
13
CITY DEBT: RETIRED vs. NEW
$14.3
$16.4
$17.4 $17.1 $17.6 $18.0 $17.3
$18.9
$19.9 $20.5 $21.3 $21.6 $22.0 $22.0
$13.0
$5.2
$4.1
$14.2
$17.5 $16.9
$10.4
$5.2
$13.8
$19.0
$1.0 $1.0 $1.0 $1.0
$-
$5
$10
$15
$20
$25
FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29
Retired Debt New DebtMillions
14
CITY DEBT: RETIRED vs. NEW
FY2016 –FY2020
$28,800,000 (9.77%)
Reduction in Debt
15
CITY DEBT: RETIRED vs. NEW
FY2020 -FY2024
•City will retire $91,655,928 of existing debt
•City will issue $44,941,848 in new debt
•City will access $18,868,490 of previously
issued State Revolving Fund (SRF) loans
Net change is a reduction of $27,865,590
(10.44%) of debt over the next five years
16
CITY DEBT
Project FY2020 FY2021 FY2022 FY2023 FY2024 Total
New Debt $2,836,487 $13,777,669 $9,363,511 $5,186,976 $13,777,204 $44,941,848
Previously
Issued SRF
Draw Downs
$14,709,868 $3,128,622 $1,030,000 ------$18,868,490
Retired Debt -$17,618,998 -$18,014,968 -$17,320,037 -$19,853,388 -$18,868,537 -$91,675,928
Net Debt
Reduction -$72,643 -$1,108,677 -$6,926,526 -$13,681,561 -$6,076,183 -$27,865,590
Net Debt Reduction: FY2020 -FY2024
17
CITY DEBT
Projected Outstanding General Obligation
Debt on June 30, 2020:
$116,425,803
(51% of statutory debt limit)
•Available debt capacity = $111,235,671
•FY2016: Dubuque was at 86.13% of statutory debt limit
•FY2020 = 35% decrease in use of statutory debt limit
Outstanding Revenue Bonds Debt on June 30, 2020 =
$150,450,197
18
CITY DEBT
90%86%
69%
63%
56%
51%50%47%43%43%46%
41%
37%
32%28%
90%87%
82%79%
72%
79%74%
70%
66%66%62%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29
Statutory Debt Limit Used
(as of June 30th)
FY20 Recommended
FY16 Adopted
19
CITY DEBT: FY2018 DEBT LIMIT COMPARISON
Rank City Legal Debt Limit
(5%)
Statutory Debt
Outstanding
% of Legal Debt
Limit Utilized
11 Des Moines $569,816,717 $416,130,930 73.03%
10 Sioux City $213,569,727 $144,100,000 67.47%
9 Davenport $330,626,114 $211,165,000 63.87%
8 Waterloo $191,406,282 $108,225,490 56.54%
7 Cedar Rapids $518,039,169 $271,585,000 52.43%
6 Ankeny $245,580,138 $126,830,000 51.65%
5 West Des Moines $359,449,675 $184,720,000 51.39%
4 Dubuque (FY20)$227,661,474 $116,425,803 51.14%
Dubuque (FY24)$246,428,101 $105,406,783 42.77%
3 Ames $209,227,522 $65,480,000 31.30%
2 Council Bluffs $241,950,558 $68,725,096 28.40%
Dubuque (FY29)$272,076,536 $76,004,423 27.93%
1 Iowa City $274,723,837 $66,945,000 24.37%
20
GENERAL FUND RESERVE
FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024
Contribution $1,050,000 $1,700,000 $1,000,000 $100,000 $100,000 $100,000 $100,000
General Fund
Reserve $16,460,491 $15,485,326 $16,185,326 $16,285,326 $16,385,326 $16,485,326 $16,585,326
% of Projected
Revenue
(Moody’s)
23.81%22.02%22.86%22.93%23.46%22.92%22.25%
The reserve will increase by $2,800,000 (20.3%)
from Fiscal Year 2019 -Fiscal Year 2024.
21
17.52%
20.09%
23.81%22.02%22.86%22.93%23.46%22.92%22.25%
0%
5%
10%
15%
20%
25%
30%
FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24
General Fund Reserve as a
Percent of General Fund Revenue
22
CITY UTILITIES
FY2019 Rate Recommendations:
•Sanitary Sewer: 4.5% increase
•Water: 5% increase
•Solid Waste Collection: 1.63% increase
•Stormwater: 6.83% increase*
*Recommendation does not change amount previously approved
by City Council
23
IMPROVEMENT PACKAGES
•116 of 142 requested are recommended
•$830,923 recurring from general fund
•$442,051 non-recurring from general fund
•$304,768 from non-property tax support
24
Thursday, Feb. 7 Monday, Feb. 11
Wednesday, Feb. 13 Thursday, Feb. 21
Monday, Feb. 25 Wednesday, Feb. 27
Thursday, March 7: Public Hearing to Adopt
the FY2020 Budget
Meetings start at 6 p.m. and will be broadcast on CityChannel Dubuque
FY2020 BUDGET PUBLIC MEETINGS