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1 26 20 City Council Leadership and Governance Guide 2020 Working Document Copyrighted January 26, 2020 City of Dubuque Work Session - Bottom # 1. ITEM TITLE: Leadership and Governance Workshop SUMMARY: Facilitator Lyle Sumek will conduct a Leadership and Governance Workshop with the City Council. This meeting will not be broadcast. SUGGESTED DISPOSITION: ATTACHMENTS: Description Type Learning Styles Inventory Supporting Documentation Conflict Mode Docments Supporting Documentation Table of Contents Supporting Documentation Section 1 - Outcomes and Agenda Supporting Documentation Section 2- Dubuque as a Team Supporting Documentation Section 3- Leadership During Increasing Turbulent Supporting Documentation Times Section 4- Building Our Team Supporting Documentation Section 5- Critical for Judging Success Supporting Documentation Section 6- House Rules Supporting Documentation Section 7- Mayor/ City Protocols Supporting Documentation Section 8- Roles and Responsibilities Supporting Documentation Section 9- Governance Refinements Supporting Documentation Section 10- Part 1 of 3= Strategic Planning Supporting Documentation Section 10- Part 2 of 3= Strategic Planning 2019- Supporting Documentation 2024 Section 10- Part 3 of 3=Action Agenda 2019-2021 Supporting Documentation NAME LEARNINGSTYLES INVENTORY . INSTRUCTIONS: There are nine sets of four words below. Rank in order each set of four words, assigning a 4 to the word which best characterizes your problem solving style, a 3 next to the word which next best characterizes your problem solving style, a 2 next to the next most characteristic word, and a I to the word which is least characteristic of you in solving problems. Be sure to assign a different number to each of the four words in each set. No two items in the same set of four should receive the same ranking. 1. discriminating tentative involved practical 2. receptive relevant analytical impartial • 3. feeling watching thinking doing 4. accepting risk-taker evaluative aware 5. intuitive productive logical questioning 6. abstract observing concrete active 7. present-oriented reflecting future-oriented pragmatic 8. experience observation conceptualization experimentation 9. intense reserved rational responsible S CE RO AC AE C 234578 136789 234589 136789 • 0 ' • R AC-CE AE-RO E Copyright© 1974 David Kolb All rights reserved. INSTRUCTIONS Consider situations in which you find your wishes differing from those of another person. How do you usually respond in such situations? The following pages contain 30 pairs of statements describing possible behavioral responses. For each pair, please circle the letter ("A" or "B") of the statement that best characterizes your behavior. In many cases, neither the "A" nor the "B" statement may be very typical of your behavior; but please select the response you would be more likely to use. Copyright 0 1974, 2002 by Xicom, Incorporated.Xicom, Incorporated, is a subsidiary of CPP,Inc.This copyrighted publication is not offered for sale;it is for licensed use only.Xicom,Incorporated,reserves all rights beyond the limited scope of this license,including,with- out limitation,all rights under U.S.and international copyright and trademark laws.No portion of this publication may be reproduced, stored in a retrieval system,or transmitted in any form or media or by any means,electronic,mechanical,photocopying,recording or oth- erwise,without the prior written permission of Xicom,Incorporated,or CPP,Inc.,as its agent.This copyrighted publication may not be resold,sublicensed,exported,redistributed,otherwise transferred,or used in any manner by any party other than the person or entity to whom it is licensed for use by Xicom,Incorporated,or CPP,Inc.,as its agent;any violation of any of these restrictions may infringe Xicom, Incorporated's copyright under 17 U.S.C.§106(3),and any such violation shall automatically terminate any license to use this publication. The TKI and CPP logos are trademarks of CPP,Inc. 09 08 07 06 05 55 54 53 52 51 50 49 48 47 THOMAS-KILMANN CONFLICT MODE INSTRUMENT I. A. There are times when I let others take responsibility for solving the problem. B. Rather than negotiate the things on which we disagree, I try to stress those things on which we both agree. 2. A. I try to find a compromise solution. B. I attempt to deal with all of his/her and my concerns. 3. A. I am usually firm in pursuing my goals. B. I might try to soothe the other's feelings and preserve our relationship. 4. A. I try to find a compromise solution. B. I sometimes sacrifice my own wishes for the wishes of the other person. 5. A. I consistently seek the other's help in working out a solution. B. I try to do what is necessary to avoid useless tensions. 6. A. I try to avoid creating unpleasantness for myself. B. I try to win my position. 7. A. I try to postpone the issue until I have had some time to think it over. B. I give up some points in exchange for others. 8. A. I am usually firm in pursuing my goals. B. I attempt to get all concerns and issues immediately out in the open. 9. A. I feel that differences are not always worth worrying about. B. I make some effort to get my way. 10. A. I am firm in pursuing my goals. B. I try to find a compromise solution. 2 11. A. I attempt to get all concerns and issues immediately out in the open. B. I might try to soothe the other's feelings and preserve our relationship. 12. A. I sometimes avoid taking positions that would create controversy. B. I will let the other person have some of his/her positions if he/she lets me have some of mine. 13. A. I propose a middle ground. B. I press to get my points made. 14. A. I tell the other person my ideas and ask for his/hers. B. I try to show the other person the logic and benefits of my position. 15. A. I might try to soothe the other's feelings and preserve our relationship. B. I try to do what is necessary to avoid tensions. 16. A. I try not to hurt the other's feelings. B. I try to convince the other person of the merits of my position. 17. A. I am usually firm in pursuing my goals. B. I try to do what is necessary to avoid useless tensions. 18. A. If it makes other people happy, I might let them maintain their views. B. I will let other people have some of their positions if they let me have some of mine. 19. A. I attempt to get all concerns and issues immediately out in the open. B. I try to postpone the issue until I have had some time to think it over. 20. A. I attempt to immediately work through our differences. B. I try to find a fair combination of gains and losses for both of us. 3 21. A. In approaching negotiations, I try to be considerate of the other person's wishes. B. I always lean toward a direct discussion of the problem. 22. A. I try to find a position that is intermediate between his/hers and mine. B. I assert my wishes. 23. A. I am very often concerned with satisfying all our wishes. B. There are times when I let others take responsibility for solving the problem. 24. A. If the other's position seems very important to him/her, I would try to meet his/her wishes. B. I try to get the other person to settle for a compromise. 25. A. I try to show the other person the logic and benefits of my position. B. In approaching negotiations, I try to be considerate of the other person's wishes. 26. A. I propose a middle ground. B. I am nearly always concerned with satisfying all our wishes. 27. A. I sometimes avoid taking positions that would create controversy. B. If it makes other people happy, I might let them maintain their views. 28. A. I am usually firm in pursuing my goals. B. I usually seek the other's help in working out a solution. 29. A. I propose a middle ground. B. I feel that differences are not always worth worrying about. 30. A. I try not to hurt the other's feelings. B. I always share the problem with the other person so that we can work it out. SCORING THE TKI Circle the letters below that correspond to your answers on the questionnaire. Competing Collaborating Compromising Avoiding Accommodating (forcing) (problem solving) (sharing) (withdrawing) (smoothing) 1. A B 2. B A 3. A B 4. A B 5. A B 6. B A 7. B A 8. A B 9. B A 10. A B 11. A B 12. B A 13. B A 14. B A 15. B A 16. B A 17. A B 18. B A 19. A B 20. A B 21. B A 22. B A 23. A B 24. B A 25. A B 26. B A 27. A B 28. A B 29. A B 30. B A Total number of items circled in each column: Competing Collaborating Compromising Avoiding Accommodating LEADERSHIP AND GOVERNANCE GUIDE 2020 WORKING DOCUMENT Mayor, City Council and City Manager Dubuque kretd All-America City NATIONA .(JVK:I1;u,uI 1 2007*2012*2013 2017* 2019 Dubuque, Iowa January 2020 Lyle Sumek Associates, Inc. Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 1 Table of Contents r Section 1 Leadership and Governance Workshop — Outcomes and Agenda Section 2 Dubuque— City as a Team Section 3 Leadership During Increasingly Turbulent Times Section 4 Building our Mayor —City Council Team Section 5 Mayor and City Council: Critical for Judging Success and Desired Image in the Community Section 6 House Rules: Code of Conduct and Civility Section 7 Mayor — City Council — City Manger Protocols Section 8 Roles, Responsibilities, Expectations and Suggested Actions Section 9 Governance Refinements: Mayor and City Council in Action Section 10 Strategic Planning for the City of Dubuque This report and all related materials are copyrighted. This report may be duplicated for distribution to appropriate parties as needed. No unauthorized duplication is allowed,including for use in training within your organization or for consulting purposes outside your organization Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 2 SECTION 1 LEADERSHIP AND GOVERNANCE WORKSHOP 2020: OUTCOMES AND AGENDA CopyrigMm2020_Lyle 3umek Associates,lvc Project 200101 1 City of Dubuque Leadership and Governance Workshop January 2020 V OUTCOMES • To provide a framework for Mayor-City Council Effectiveness as the Governing `Board of Directors" for the City of Dubuque; • To develop/enhance the working relationship among the Mayor-City Council and City Manager through better understanding of each other and the individual operating styles; • To review/refine/commit to "House Rules" and"Operating Protocols"that guide the governance process and Mayor-Council Members-City Manager interactions; • To address and provide direction to a variety of governance topics that refine how the new Mayor-City Council will operate • To review the Strategic Plan 2020—2025 —2035 and refine the Plan short term A GEl\+DA 1. Leadership and Governance Workshop: Overview a. Outcomes b. Agenda 2. City as a Team a. Mayor and City Council as the "Board of Directors" b. Governance-Management-Service Delivery Processes c. Successful Teams=G.R.E.A.T. d. Dubuque as a"Championship Team" 3. Leadership during Increasingly Turbulent Times 4. Understanding Our Team Members: Understanding and Appreciating Differences a. Problem Solving and Decision Making b. Negotiations and Conflict Resolution c. Keys to Effective Working Relations Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 2 5. Mayor-City Council a. My Legacy... b. Success means... c. Desired Image... 6. House Rules: Code of Conduct and Civility a. Review b. Refinement c. Commitment 7. Council-Manager Protocols: Mayor/City Council and City Manager in Action a. Review b. Refinement c. Commitment 8. Roles and Responsibilities: Expectations and Actions a. Council Member b. Mayor c. City Manager d. City Attorney 9. Other Governance Topics a. Discussion b. Direction 10.Preparation for Strategic Planning a. Strategic Planning Model for the City of Dubuque: Review b. Key Elements c. Strategic Plan 2020-2025 —2035: Overview d. Connecting the Elements—Process Copyright©2020_Lyle Sumek Associates,Inc Project 200101 3 SECTION 2 DUBUQUE - CITY AS A TEAM Copyright© 2020: Lyle Sumek Associates,Inc. Project 200101 1 Council - Manager Form of City Government BASIC PREMISES * Power in the Council: Board of Directors * Professional Management and Service Delivery * City Manager as the Chief Executive Officer * Focus on Community as a Whole * Council Responsible for Policy * Minimize Personal Political Influence * Citizens Involved in Governance * Nonpartisan * Competency and Merit Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 2 Council — Manager Model Working Model Mayor/City Council Boards/Task Forces Needs/Desires Information GOYERAANCE "SAT,, Expectation 4 Advocacy Feedback 4 City Manager Dtparintent Managers Division Heads MAI'AGEMENT Supervisor "HOW" Employees Volunteers SERVICE Results "ACTIONS" Impact Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 3 The City GOVERNANCE means . . . • Listening to the citizens • Anticipating and focusing issues • Determining vision and values • Decision making on direction and resources • Setting the "tone" for the city • Monitoring staff performance • Educating the citizenry • Mobilizing support in the community MANAGEMENT means . . . • Analyzing issues • Developing professional recommendation • Decision making on programs and resources • Setting the "tone" for the organization • Developing programs and systems • Determine implementation plans and strategies • Educating and developing employees • Evaluating and adjusting performance SERVICE DELIVERY means . . . • Developing operational plans and tactics • Organizing the work unit • Implementing decisions and programs • Responding to citizen problems • Maintaining equipment and facilities • Providing quality services and products • Developing work unit and employees • Evaluating services and citizen impact Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 4 Board of Directors Responsibilities OVERVIEW 1. Determine Your Core Businesses 2. Define Goals for 5 Years 3. Develop Strategies 4. Establish Annual Agenda — "To Do" List 5. Make Policy Decisions 6. Listen to Community — the Stakeholders 7. Be an Advocate 8. Delegate to City Staff 9. Monitor Performance and Results 10. Set the "Corporate" Tone 11. Hire/Fire Chief Executive Officer Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 5 Responsibility 1 Determine Our Businesses — The Responsibility of City Government Community Needs Basic Services/Products Service Levels Services that Enhance Quality of Life Resources to Support Services CORE BUSINESSES THAT HAVE VALUE FOR STAKEHOLDERS Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 6 Responsibility 2 Define Goals for 5 Years — Our City's Destination Desire for Your City's Future Community Uniqueness Community Assets: Worth Preserving Characteristics of Our Community — Today, in the Future Dreams, Visions, Hopes OUTCOME BASED GOALS THAT CAN GUIDE DECISIONS AND ACTIONS Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 7 Responsibility 3 Develop Strategies — Strategic Investments and Action Analysis of Gaps Forces Shaping the Future — Ability to Influence Legal Framework and Regulations Opportunities Today and On the Horizon Critical Needs — Short-Term STRATEGY FOR ACHIEVING GOALS THAT OUTLINES ACTIONS, INVESTMENT AND TIMELINE Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 8 Responsibility 4 Establish Annual Agenda — "To Do" List of Targeted Actions In Progress Policy Voids and Needs Major Projects New Programs Resources AGENDA OF TARGETS FOR COUNCIL ACTION THAT IS AN ANNUAL "TO DO" LIST Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 9 Responsibility 5 Make Policy Decision — Direction on Key Issues Specific Outcomes and Performance Expectations Policy Statement/Position City's Role and Responsibility Framework for Action Resources DECISIONS PROVIDING CLEAR DIRECTION TO CITY STAFF AND COMMUNITY Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 10 Responsibility 6 Listen to Community — Messages from Stakeholders r Beyond the Vocal 20% . . . Desires for the Future Needs: Short-Term and Long-Term Concerns Expectations Partnering and Involvement \a"4.4. MESSAGE FOCUSING ON MAJOR THEMES THAT RELATE TO CITY'S RESPONSIBILITIES Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 11 Responsibility 7 Be an Advocate — Education and Support of Stakeholders Understanding City Government — "Civics 101" Responsibilities of Citizenship Representation of City: Policies and Corporate Body Cheerleading and Inspiration Celebration REPRESENTING CITY AS ADVOCATE DIRECTION TO CITY STAFF AND COMMUNITY STAKEHOLDERS Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 12 Responsibility 8 Delegate to City Staff— Clear Directions and Parameters Closure on Issue Directions Parameters: Guidelines and Resource Expectations: Outcomes and Process Criteria for Measuring Success or Completion DELEGATING BY SETTING DIRECTION AND INSPIRING OTHERS TO FOLLOW THROUGH Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 13 Responsibility 9 Monitor Performance and Results — Clear Feedback to Staff Progress Reports Adjustments: Direction Refinement: Actions Problem Solving Accountability for Results and Impact PERFORMANCE MONITORING THAT ADJUSTS THE COURSE OF ACTIONS TO "BEST" ACHIEVE OUR GOALS Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 14 Responsibility 10 Set the "Corporate Tone" — Guiding Values and Principles Behavior at Council Table Comments in the Community Treatment of City Staff Respect for Stakeholders Impact of Process — "How" Things Are Done CORPORATE TONE REFLECTS VALUES THAT GUIDE MANAGERS AND EMPLOYEE ACTIONS ON A DAILY BASIS Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 15 Responsibility 11 Hire Chief Executive Officer — Manager Responsibilities Selection Supervision Feedback Performance Standards and Evaluation CITY MANAGER (CEO) THAT "FITS" OUR COMMUNITY, OUR CITY AND CAN HELP US ACHIEVE OUR GOALS Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 16 Governance The Responsibility of Mayor and Council The Mayor and City Council Govern by . . . • Listening to Citizens: Dreams, Ideas, Concerns • Informing Citizens: City Government, Goals, Policies, Programs • Mobilizing Supportive Partners for Cooperative Efforts • Developing Goals for City's Future • Setting the Tone and the Image — By How Business is Conducted • Making Decisions: Direction, Policy, Goals, Programs, Resources • Monitoring Performance and Seeking Feedback on Impact/Results • Making Adjustments — Keeping the Goal in Mind • Learning About the Community, City Operations • Being Responsible for Decisions and Actions • Being Community Leaders Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 17 Governance Grid Conflicting Approaches Future DREAMER LEADER - Belief in the "Cause" - Clear Vision - City—Save the World - Work Program - Personal Agenda - Clear Rules &Responsibilities - Philosophical Orientation - Big Picture Outlook - Spend Money - Mobilize Support - Staff—Take Care of Details - Trust - Work on Little Successes Horizon for Planning CRISIS MANAGER PROBLEM SOLVER - Goal Change Daily - Business-Like Approach - Respond to "Crisis" - Look to Bottom Line - "Monday Morning QB" - Detail Oriented - Focus Now - Desire Flexibility - Personal Data Based on - Recycle Complex Problems Experiences - Directive Approach to Staff - No Ground Rules - Timely Action Near Narrow Wide Scope c f Decision Making Challenge — Become a Leader Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 18 Life Cycle of City Council Phase/ Infancy Action Survival � Legacy Component (0-3 Months)* (0-18 Months)* (2-9 Months)* (0-2 Months)* Aim • Lay foundation • Action toward • Re-election or • Leave with goals leave gracefully action • Pass time Characteristics • Exposure • Realistic • Avoidance of • "Wait and see" • Gaining expectations issue attitude knowledge • Trust • Concern for • Confrontation of • Clarifying • Citywide view election tough issues relationships • Evaluation with • Less Trust • Exchanging corrective action • Focus on visible information • Ownership issues or • Analysis of minutiae issues Behavior • Avoidance of • Collaboration • Personal attacks • Dropping out conflict with staff • Posturing • Collaboration • Dependency • Sharing • Dropping out with staff • Reaction to responsibility • Seeking out pressures • Mobilization of pressure group • Decision support without analysis Implications • Decision • Action on issues • Unpredictability • No significant recycling • Separation of • Tunnel vision action • Unfulfilled city and citizens • Reactive to expectations pressure • Inconsistency *Length cf time dtpends on the community and tradition Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 19 Community-Based City Government r CITIZENS Neighborhoods Community Organizations Task Forces �. Boards City Council V*. City Manager Tel% Department Directors Department Managers 47,01 ``i Supervisors EMPLOYEES Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 20 SECTION 3 LEADERSHIP DURING INCREASINGLY TURBULENT TIMES CopyrigMm2020_Lyle 3umek Associates,lvc Project 200101 1 GOVERNANCE VS. POLITICS: A SIMPLE VIEW E Governance is serving the community; Politics is getting elected or re-elected. Governance is being guided by vision, goals and value to the community; Politics is being guided by ideology, a cause or philosophical principle. Governance is shaping the community's future for the long term; Politics is responding to the moment and current "crisis". Governance is taking responsibility; Politics is making promises. Governance is exercising an ability to influence others; Politics is the use of power. Governance is finding pragmatic solutions to problems through collaboration; Politics is starting with solutions in mind. Governance is being data driven; Politics is playing to people's emotions. Governance is negotiating by trading off to find a workable compromise; Politics is demanding and advocacy to win. Governance is educating and mobilizing support; Politics is rallying supporters and creating zealots. Governance is creating community benefits and value; Politics is taking personal credit and receiving personal recognition. TODAY'S CRISIS: Politics trumping Governance Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 2 GOVERNANCE: FRAMEWORK FOR EFFECTIVENESS GGYERAANCE REALITY 1. You are "The City"—you are now "Them." 2. Legal frameworks (Federal, State and City laws, city charter/codes) define operating parameters for the City's governance process and the Mayor and City Council. 3. There is No choice of who are your team members— the electorate identify them. 4. Council members may be elected At Large or by Ward/District, and all are responsible for the City. 5. Mayor and City Council is the Employer of the City Manager—the Chief Executive Officer. 6. Mayor and Council members are 24/7 to the community—hard for the community to separate you as an individual and you as a City representative. 7. Every decision that is made by the Mayor and City Council create the community's future. 8. Mayor and Council member behaviors and comments set the tone of governance for the City and define civility in City governance. 9. On controversial issues, the best decisions require collaboration amongst the Mayor and Council members to arrive at a compromise—everyone has a feeling of a "win". 10. A vote of"3" decides. 11.Mayor and Council members are the leaders of the City government—a community institution. BOTTOM LINE: Mayor and City Council are the "Board of Directors" for the City —a major corporation. Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 3 GOVERNANCE EFFECTIVENESS QUESTIONS MAYOR AND CITY COUNCIL EFFECTIVENESS 1. Do we make policy decisions focusing on WHAT? 2. Do we make decisions based upon what is Best for the Community as a whole? 3. Are the Mayor and City Council policy deliberations based upon open communications, negotiations to resolve difference and collaborative problem solving? 4. Do we make decisions that are guided by our Vision, Goals and Mission? 5. Do we make decisions that balance data driven staff recommendations and input from the community? 6. Do our decisions delegate responsibility and authority to the City Manager? 7. Do our decisions provide dear direction— our desired outcomes and performance expectation? 8. Are our decisions consistently supported by Mayor and City Council action as a governing body and as an individual? 9. Do we take time to evaluate our decisions during implementation and make adjustments based upon data based feedback? Copyright©2020_Lyle Sumek Associates,Inc Project 200101 4 GOVERNANCE EFFECTIVENESS QUESTIONS INDIVIDUAL EFFECTIVENESS 1. Do I behave in a respectful manner and act with integrity? 2. Do I act in an ethical manner— above question? 3. Do I work with Mayor— City Council — City Manager team as a whole? 4. Do I know and use our Vision, Goals, Mission and Policies to guide my actions? 5. Do I negotiate with others to work through differences, and to find a common ground, compromise or consensus? 6. When I make a decision/cast my vote, do I balance the data presented, recommendations from City staff and what I think is best for our City and Community? 7. Do I represent and support the City Institution—responsibilities, policies and decision? 8. When I listen to a resident/business about a problem or concern, do I avoid making commitments or agreements before checking with the City management or staff? 9. Do I listen with an open mind to understand before drawing a conclusion? 10. Do my actions and comments support the adopted Policies and Decisions? 11. Do I bring forward problems with policies and decision implementation to the City Manager and the Mayor and City Council? 12. Do I avoid directing City staff on an individual basis? Copyright©2020_Lyle Sumek Associates,Inc Project 200101 5 POLICY LEADERSHIP: AVOIDING THE IMPLEMENTATION GAP I POLICY DEVELOPMENT—Responsibility cf Mayor and City Council 1. Define the issue(s) 2. Define the desired outcomes for the community 3. Seek and listen to input from the community 4. Review existing City plans,policies and practices 5. Receive a complete, data based report with options [City Manager's responsibility] 6. Deliberate to resolve issues and develop specific policy framework 7. Determine performance expectations 8. Decide policy guided by Vision and outcome-based Goals 9. Provide a clear direction to City Manager 10. Provide the resources for implementation 11. Receive reports on the effectiveness and community outcomes [City Manager responsibility] 12. Support consistently the policy until policy changes 13. Provide feedback to the City Manager: observations,feedback and problems/concerns 14. Decide to modify policy [when the policy is not working—achieving the desired community outcomes] Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 6 POLICY IMPLEMENTATION—Responsibility cf City Manager 1. Create an energized organizational culture based on best practice, innovation and creativity 2. Link policy implementation to City plans and other policies 3. Define the implementation process, responsibilities and parameters/guidelines 4. Delegate to departments for follow through 5. Encourage interdepartmental collaboration and teamwork 6. Monitor performance and implementation by departments 7. Evaluate community outcomes: policy outcomes vs. actual experiences 8. Provide data based update reports to Mayor— City Council 9. Provide revised policy options/alternatives when needed 10. Celebrate City achievements and recognize performance Copyright©2020_Lyle Sumek Associates,Inc Project 200101 7 POLICY PITFALLS 1. Starling with solutions in mind 2. Over analysis 3. Lack of meaningful options and alternatives 4. Little/excessive community input 5. Vague directions which are open to multiple interpretations 6. Mixed and inconsistent messages from Mayor and City Council during implementation 7. Making individuals "happy" at the expense of community benefits 8. Ineffective negotiations and deliberations 9. Reluctance to have an open discussion of the issue 10. City staff directing the Mayor— City Council 11. Personal agenda/discussion dominate over community benefits and value 12. Continuously modifying policies especially individual exceptions Copyright©2020_Lyle Sumek Associates,Inc Project 200101 8 COMMUNITY LEADERS AND COMMUNITY STEWARDS... DYING BREEDS When elected, Community Leader/Community Stewards focus on creating a better community — a legacy cf a better life for current and future residents. The Community Leader... 1. Once elected, move to providing leadership for the community 2. Is respected in the community, other elected officials and City professional staff 3. Respects others—all 4. Respects the laws,legal framework, City policies and City processes 5. Acts for the best interests of the community 6. Has "political" roots in the community—working relationships with power brokers, community organizations and other community institutions 7. Values an ongoing strategic planning process 8. Has a vision for the community's future 9. Collaborates with Council and City Manager to plan for the future and resolve issues/problems 10. Strive for everyone to have a sense of a "win"—they got something Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 9 11. Is a positive representative for the City and community 12. Is a strong advocate for the City and community 13. Communicates with all Council Members 14. Steps forward to facilitate the resolution conflicts — among Council, Council and City Manager 15. Facilitate effective Council meetings 16. Defines performance standards and holds other accountable 17. Works with and develops a special relationship with the City Manager 18. Works to align the Mayor and City Council as the governing body with the professional organization 19. Instill confidence in City government with others 20. Is recognized as the leader of the Council Copyright©2020_Lyle Sumek Associates,Inc Project 200101 10 The Community Stewards... 1. Once elected, move in governing for community benefit 2. Recognize the Mayor and Council as a "Board of Directors" and not a Legislature 3. Views the community as the primary "customer", not each individual 4. Balance personal agendas with community agenda 5. Value the establishment of an on-going strategic planning process 6. Are able to look to the longer term...beyond today 7. Are respectful of their colleagues, residents and City staff 8. Seek guidance from the City Manager 9. Define performance expectations 10. Support and defend City staff 11. Provide feedback and advice in private 12. Seek to engage the entire community 13. Are strong advocates for a few specific issues 14. Have limited presence in the community 15. Defer to others for broader "community leadership" 16. Are uncomfortable dealing with the `Politicians" or "bullies" with personal agendas 17. Define outcomes 18. Seek compromises that best serve the community Copyright©2020_Lyle Sumek Associates,Inc Project 200101 11 19. Solve problems and resolve issue working with and through staff 20. Support the decisions of Mayor and City Council — support the majority action 21. Are "quiet" voice for reason and the community Copyright©2020_Lyle Sumek Associates,Inc Project 200101 12 POLITICIAN VS. STATESPERSON: BASIC DEFINITIONS Politician —person who: • holds public office who is more concerned about winning favor or retaining power than about maintaining principles • is skilled in political government • seeks to gain power within an organization in ways to further their personal or political interests • acts in a manipulative and devious way for personal or political gain • has no interest in setting common goals • uses personal power to dominate public development • makes promises • thinks about the election • tells you what you want to hear • start with solutions in mind • frequently uses social media to promote self • promotes the interests of campaign contributors • attacks others to make self look good • thinks about self interests in the constituents' service Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 13 Sfafesperson — a person who: • is experienced in the art of government or government affairs • exhibits great wisdom and ability in directing the affairs of government or in dealing with important public issues • is an experienced, respected political leader • believes in setting goals for the future • shares their wisdom on public policy issues • shapes public policy by working with others • stands by his/her ideas and principles and does everything in his power to do what he believes is right for the people and community • thinks about the future and next generation • builds bridges with different points of view • distinguishes between party politics and community service • tells what is true even if it is unpopular or unpleasant • is an advocate for the community • thinks about the community • Let's the best interests of the community guide his/her decisions Copyright©2020_Lyle Sumek Associates,Inc Project 200101 14 POLITICS IS A "GOOD FIGHT": LESSONS FOR STATESMEN Politics is a "Good Fight"grounded in the following "Mules cf Engagement": • Respect your opponent. • Act with honesty and integrity. • Focus on the issues, never make it personal. • Be guided by your core principles and beliefs. • Argue your position and desired outcome on the issue. • Reach out to your opponents. • Look for areas of compromise. • When compromise is not possible, decide and move on. • Recognize that in every"victory" there are seeds of failure. • Be willing to take a difficult position. • Maintain your sense of humor. • Avoid destroying the personal relationship. • Do what you think is right for the community. • Put the community above self. Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 15 WHEN POLITICIANS "FIGHT": BASIC RULES FOR MANAGERS I. Respect others 2. Stay neutral and be nice 3. Remember:the politician's perspective: "if not with us,you must be with them" 4. Be patient,persistent and sincerely believe that you will make a djference S. Be prepared—know and understand each politician—their operating styles and personalities 6. Establish a personal rapport with each politician—find a personal area for building working relations 7 Define the "core"areas L f coil f lict S. Frame the critical policy questions that need focus and direction 9. Provide data based reports with options 10. Present your "best"prr fessional recommendations and opinions 11. Help statesmen to focus on the "big picture"and the desired outcomes for the community 12. Suggest options for consideration—a potential compromise 13. Help each politician to understand the other politician's information and point Lf view Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 16 14. Be an advocate for factual information 15. Summarize key points 16. if directions are unclear, restate and test closure with the statesmen 17. Present a positive attitude with the stajf—avoid negative or cynical comments 18. Serve the community and others above self Copyright©2020_Lyle Sumek Associates,Inc Project 200101 17 WHEN POLITICIANS WIN... THE COMMUNITY LOSES 1. More politicians get elected 2. City responds to personal agendas 3. Community stewards are lost and confused 4. Minority rule through intimidation and manipulation—loss of majority rule 5. Strategic planning is stopped— no longer guided by Vision, Goals or performance accountability 6. Momentum on major projects is stopped 7. Agendas are reactive 8. Crises become common place 9. Decisions focus on short term 10. City staff attention is on survival and minimizing damage 11. City Managers leave or retire or become Politicians themselves 12. Other professionals leaving Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 18 LEADERSHIP: TURBULENT FORCES IMPACTING CITIES ■ COMMUNITY FORCES C/1 - POLITICAL PARTY INVOLVEMENT IN NON-PARTISAN ELECTIONS a. Increasing Pressure/Involvement from Political Parties b. Partisan Funding with Expectations c. Party Leaders Visibly Supporting Candidates d. Formal/Informal Political Group Advising Mayor and Council members e. Increasing Costs for Running for Office— Campaigns f. Making Community Issues Political g. Changing Approach to Tradition Campaigning —Rise of Social Media C/2 —ANTI-GOVERNMENT 5% a. Personal Attacks and Accusations b. Opposition to Public — Private Partnership c. False Financial Information d. Charges of"Illegal"Actions and Activities e. Call for Transparency f. Pressure for "Resident Engagement" g. Distrust Government,including Elected and Appointed Officials h. Never Will Be "Satisfied" i. Reality: Never Will Support Government Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 19 ► COMMUNITY FORCES C/3 — PEOPLE ARE "MEAN" a. Abusive Language from Residents b. Personal Attacks and Accusations, including Family Members c. Intimidating Behavior Getting Results d. Violent Actions toward Public Leaders and Employees e. Balancing Workplace Security and Great Customer Service f. Individuals Avoiding Responsibility g. "Nasty" Social Media Personal Attacks h. Use of Reference to Support from Elected Officials C/4 — FALSE FACTS AND INTENTIONAL MISINFORMATION a. Some People "Lie" b. Making Up "Facts" to Support Point of View c. City's Reluctance to Respond or Correct d. Misinformation Stands, Spreads and Expansion e. Impacts on Social Media f. Funding for Strategic/Tactical Communications g. Use of "Public Comment" at Council Meetings h. Questioning City Professional i. Denial and Rejection of Science and Data C/5 —DECISIONS TO MAKE PEOPLE "HAPPY" a. Loss of Data Driven Decision Making b. Residents Start with Methods/Solutions and Not Outcomes c. Rejecting City Staff Expertise and Report d. Resident Happiness Does Not Solve the Problem e. Everyone is an Expert on Municipal Government f. Waivers of City Policies and Processes. Copyright©2020_Lyle Sumek Associate,Inc Project 200101 20 ► GOVERNMENTAL FORCES G/1 — INCREASING COSTS OF GOVERNMENT a. Cost of Employee Salaries and Benefits b.Retirement Costs c. Cost of Equipment d.Cost of Supplies and Materials e. Increasing Cost of Borrowing with Higher Interest Rates f. Higher Bids on Contracts g. Funding for Response to Regulatory Mandates and Decrees h.Taking over Responsibility of Other Governments—Highway Maintenance G/2 — HOW TO PAY FOR MUNICIPAL SERVICE a. Pressures to Reduce Tax Rate—No Tax Environment b. Revenue Restrictions by State Government c. Restriction on Increasing Tax Rates d. Limited Additional Capacity within the City Organization e. Decreasing Outside Funding Sources f. Growing Service Demands G/3 —MAJOR COMMUNITY INCIDENT a. Increasing Number and Severity of Natural Disaster/Weather Events b. Shooting Events c. Concern for School Safety and Security d. National Media Coverage e. Potential Misinformation f. Individuals Seeing Political Opportunities g. Preparation for, Response to and Lengthy Recovery h. Could Happen Anywhere Copyright©2020_Lyle Sumek Associate,Inc Project 200101 21 ► GOVERNMENTAL FORCES G/4 — FAILING OR DETERIORATING CITY INFRASTRUCTURE a. Deferred City Facilities and Infrastructure b. Competition for Contractors c. Private Developments Looking for Cities to Increase Contributions d. Higher Bids on Projects e. Impacts of Tariffs f. Private Contractors at Capacity G/5 — DIFFICULTY IN FINDING THE NEXT GENERATION OF PUBLIC EMPLOYEES AND MANAGERS a. Upcoming Retirements: Managers and Employees b. Less Interest in and Commitment to Public Service c. Retaining Quality Employees d. Expectations of Millennial Workforce e. Fewer Applications for City Jobs f. Lack of Educational Programs on Civics and Local Government G/6 — CITY MISSION CREEP a. Residents Turning to the City to Address Community Problems b. Support for Schools— Facilities, Infrastructure and Educational Programs c. Support for Arts, Culture and Educational Programs d. Solving Residents Problems —Make "Happy" e. Support for Community Events and Festivals f. Support for Community Organizations and Institutions g. Responding to Mental Health Issues Plus Demands for Services and Programs Copyright©2020_Lyle Sumek Associate,Inc Project 200101 22 ► GOVERNMENTAL FORCES G/7 — STATE LEGISLATURES a. Reducing Revenue Options b. Restricting Powers of Home Rule c. Adding Service Responsibilities d. Adding Regulations e. Directing City Public Policies f. Limited Effectiveness of Lobbying — Local Delegation Voting Against the Interests of Cities g. Governance Restrictions h. Restricted Ability to Regulate Copyright©2020_Lyle Sumek Associate,Inc Project 200101 23 ► SOCIETAL FORCES ST/1 — UNCERTAIN FUTURE OF RETAIL DEVELOPMENT a. More Shopping Online b. Collections of Sales Tax by Online Retailers c. State and Federal Government Regulations d. Closing and Redesign of Retail Store e. Decline in "Major Malls" f. Retailers Closing Stores or Declaring Bankruptcy g. Abundance of Land Zoned for Retail h. Flat or Declining Sales Tax Revenues for Cities ST/2 —EMERGING MOBILITY OPTIONS a. Desire for Trails b. Car Subscription: Now Available c. Autonomous Vehicles: Pilot Programs d. Accommodating "Electric Vehicles" Parking Preference, Charging Stations e. Uber/Lyft: Strong Demand, Degree of City Regulations f. Deteriorating Highways, Bridges and Sidewalks g. Public Transportation Funding and Use by Choice ST/3 — CHANGING HOUSING PATTERNS a. Short Term Rental Impacting Neighborhoods b. Decreasing Homeownership 64% c. Limited Rental Housing with High Prices d. Lack of Workforce/Affordable Housing e. Resistance to "MF"—Multi-family f. Deteriorating Older Housing Stock g. Baby Boomer Grand Parenting Moving Near Grandchildren — Looking for No Maintenance, Dense Housing Options h. Mixed Use Developments with Housing Options Copyright©2020_Lyle Sumek Associate,Inc Project 200101 24 ► SOCIETAL FORCES ST/4 — COMMUNITY MENTAL HEALTH a. Increasing Homelessness b. Lack of Mental Health Services c. Individuals with Mental Issues Clogging the Criminal Justice System d. Defining the Role of Government e. Services and Funding f. Working with Community Partners ST/5 —LEISURE AND RECREATION a. Rise of "Professional" Amateur Youth Sports b. New Emerging "Sports" — Pickle Ball, Lacrosse c. Strong Demand for Specialty Parks/Park Venues — Dog Parks, Splash Pads, Skate Parks, etc. d. Active, Healthy Lifestyles with Emphasis on Personal Wellness e. Demands for Large/Massive Tournament Sports Facilities f. Strong Interest/Support for Community Events g. Conflicts among Seniors with Different Expectations — Super Senior 180+] and Baby Boomers h. Defining "Aquatic" Facilities i. Re-purposing Current Parks Copyright©2020_Lyle Sumek Associate,Inc Project 200101 25 BOTTOM LINE: LEADERS PROVIDE HOPE FOR A BETTER FUTURE FOR THE COMMUNITY AND THE RESIDENTS DURING INCREASING TURBULENT TIMES! ! ! CopyrigMm2020_Lyle 3umek Associates,lvc Project 200101 26 SECTION 4 BUILDING OUR MAYOR - CITY COUNCIL TEAM: AND UNDERSTANDING OUR TEAM AND TEAM MEMBERS CopyrigMm2020_Lyle 3umek Associates,lvc Project 200101 1 Problem Solving and Decision Making In order to govern or manage a team and deal with policy issues, it is critical that managers have effective problem solving and decision making skills. A common assumption is made that individuals have these skills when they assume a position on the team. However, the context of municipal problem solving and decision-making is unique in terms of the forces and pressures,which affect the process. Each person has a unique style in problem solving and decision-making. To gain a perspective on each individual's style, the session participants completed Kolb's Learning Styles Inventory. The purpose of this inventory was to assess the individual styles, their implications for effective problem solving and teamwork, and the strengths and weaknesses associated with each style. It is assumed that there is no one best style,but rather each person has a unique set of strengths and weaknesses. There are four primary elements in problem solving: • Concrete Experiences: We tend to rely heavily on our concrete experiences until there is a failure. We then recognize that a problem exists. We continue to experience that problem until it reaches a critical level. We may utilize our past experiences to try to alleviate the situation. • Reflective Observations: Once a problem has been identified, we may observe others who have experienced similar problems. The purpose is to learn from others' experiences in handling similar, if not identical,problems. We may also reflect on past experiences or the experiences of others. • Abstract Conceptualization: We may study the problem area through the exploration of alternatives and the identification of which alternative is most likely to solve the problem with minimal risk. Abstract conceptualization involves detailed analysis of the problem, including examination of alternative approaches to problem solving. • Active Experimentation: We experiment with different alternatives to identify the most workable solution. This process involves willingness to adjust to the situation as the alternative is implemented. In addition, securing feedback is necessary to ensure the problem is effectively addressed. Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 2 Problem Solving and Decision Making EXPERIENCE • Rely on Experiences • Rely on Intuition • Influenced by Citizens • Feeling of Situation • Brief Reports • Unusual Ideas • Quick Discussion • Big Dreams for Future • Act Quickly,then Adjust • Watch Others 0 B A C R T — V A O N I 0 N • Define Problem • Analyze Problems • Staff Analysis and Policy • Options and Consequences Reports • Risk Assessment • Strategy and Action Plan • Models/Plans Developed • Take Timely Action • Cautious to Act • Act, Evaluate, Adjust ANALYSIS Adapted from:Learning Style Inventory-David Kolb Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 3 Problem Solving and Decision Making ► EXPERIENCE V 0 • B S A E R T V I A 0 T. N I A 0 N ANALYSIS 4 Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 4 Problem Solving and Decision Making ► Characteristics ► Keys to Success Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 5 Conflict Resolution and Negotiations Conflict is an inherent part of being a policy leader or manager within a team. Conflict can be defined as any time one person wants something different from another person. As part of the activities during the session,the participants completed the Thomas-Kilmann Conflict Mode Instrument. This instrument is designed to assess an individual's behavior in conflict situations. Conflict situations are those in which the concerns of two or more people appear to be incompatible. In such situations,we can describe a person's behavior along two basic dimensions: 1. Assertiveness— • The extent to which individuals attempt to satisfy their own concerns. 2. Cooperativeness— • The extent to which individuals attempt to satisfy other people's concerns The two dimensions are best illustrated below: CONFLICT STYLES A Competing Collaborating S S E R T Compromising I • V E N E S S Avoiding Accommodating COOPERATIVENESS Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 6 The two basic dimensions (assertiveness and cooperativeness) can be used to define specific methods of dealing with conflict situations. The five `conflict-handling modes" are explained below. COMPETING is assertive and uncooperative. Individuals pursue their own concerns at other people's expense. This is a power-oriented mode in which one uses whatever power seems appropriate to win an argument. Competing might mean standing up for rights, defending a position, or simply trying to win. ACCOMMODATING is unassertive and cooperative, the opposite of competing. Individuals who accommodate neglect their own concerns to satisfy the concerns of others. There is an element of self- sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person's order when one would prefer not to, or yielding to another's point of view. AVOIDING is unassertive and uncooperative. The individual does not immediately pursue personal concerns or those of others—the conflict is not addressed. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time or simply withdrawing from a threatening situation. COLLABORATING is both assertive and cooperative, the opposite of avoiding. Collaboration involves working with others to identify the underlying concerns of an issue and finding an alternative, which is acceptable to all. Collaboration might take the form of exploring a disagreement to learn from each other's insights. The result of the disagreement might be to confront and try to find a creative solution to an interpersonal problem. It might also be to resolve some condition, which would otherwise result in competition for resources. COMPROMISING is an intermediary behavior and can be both assertive and cooperative. The objective in compromising is to find an expedient, mutually acceptable solution, which partially satisfies both parties. It falls in a middle ground between competing and accommodating. Likewise, it addresses an issue more directly than avoiding, but does not explore it in as much depth as collaborating. Compromising might mean splitting the difference, exchanging concessions, or seeking a quick middle- ground position. Copyright m 2020_Lyle Sumek Associates,Inc_ Project 200101 9 Conflict Resolution and Negotiations CONFLICT STYLES Compete Collaborate High ASSERT Compromise Low Low High Avoid Accommodate COOPERATE Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 8 Conflict Resolution and Negotiations r � NEGOTIATIONS Compete Collaborate Compromise Avoid Accommodate Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 9 Conflict Resolution and Negotiations ► Characteristics ► Keys to Success Copyright©2020: Lyle Stanek Associates,Inc. Project 200101 10 Conflict A Process to be Managed Consider These Assumptions: • Conflict is an inevitable and important human process. • Conflicts are likely to increase in times of change. • Conflicts can lead to creative or destructive results. • Those who understand the processes and dynamics of conflict are better able to manage this important process, increasing the chances of creative outcomes and minimizing destructive results. In recent years,these considerations have led a growing number of managers and scholars, leaders, and social scientists to study conflict more carefully. The cost of un-managed conflict can be high but the gains from using differences effectively can also be great. The purpose of this "basic idea" essay is to help you think about conflict in a systematic way to—unpack this important process so its component parts can be better understood. A Di finition "Conflict" is one of those words that can be used in different ways. We have found the following definition helpful: Conflict occurs when two or more parties believe that what each wants is incompatible with what the other wants. The "parties" can be individuals, groups, organizations, or nations. Their wants may range from having an idea accepted to gaining control of a limited resource. The definition specifies that conflict is a condition that exists when these seemingly incompatible concerns or drives exist. It may be very temporary or of long duration. It may be a condition that results in vigorous activity or an internal ferment that reveals itself only indirectly. Fighting is only one way of dealing with conflict. There are often more productive ways. (Material in this essay is copyrightedby Xicom,Incorporated, 1974 and 1977. All rights reserved by Xicom, Incorporated) Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 11 The Positive and Negative Potential t f Conflict Like any other important human process, conflict can produce both desirable and undesirable results. When we asked groups of managers and leaders of organizations to reflect on recent conflicts they had observed and to identify the results, the following common themes emerged: A Partial List of Positive Results of Conflict: • People were forced to search for new approaches • Long-standing problems surfaced and were dealt with • People were forced to clarify points of view • The tension of conflict stimulated interest and activity • People had a chance to test their capabilities • Better ideas were produced Properly managed, conflict can help to maintain an organization of vigorous, resilient, and creative people. A Partial List of Negative Results of Conflict: • Some people may feel defeated, demeaned • The distance between people may be increased • A climate of distrust, anxiety and suspicion may develop • Turbulence may cause some good people to leave their jobs • People or departments that ought to cooperate may become concerned only with their narrow interests • Various kinds of active or passive resistance may develop where teamwork is needed The goal of understanding and managing conflict is to reduce the likelihood that such negatives will occur or become excessive. Unpacking the Conflict Process Obviously, the positive or negative consequences of a conflict depend upon how well the conflict is managed. In turn, the ability to manage a conflict requires that one understand what goes on during a conflict. Conflict occurs in episodes. Within any episode there tends to be a common sequence of events, as diagramed on the following page: Copyright m 2020_Lyle Sumek Associates,Inc_ Project 200101 12 ® /Conceptual- \ 7,- ehev\izJ Outcomes etiOn t other's Response Conflict Episode#1 Conflict Episode#2 Looking at these events: Frustration: Occurs when a person or group feels blocked from satisfying a goal-directed activity or concern. The concern may be clear or only vaguely defined; it may be of casual or critical importance. However, there is a clear feeling that someone or some group is getting in the way of movement toward a desired objective. Examples: • You may frustrate me when you do not agree with my ideas • You may frustrate me when you prevent me from getting the information, the money or the time I need to accomplish something I want to do • You may frustrate me when you undermine my power or influence with someone else Conceptualize: Involves answering the questions, "What's going on here?" — "Is it good or bad?" — "What's the problem?" — What issues are at stake?" — "What are the causes?" This conceptualization may be almost instantaneous, or it may develop from considerable thought; it may be very sharp and clear, or fairly fuzzy. Regardless of its accuracy or clarity, however, the conceptualization forms the basis of one's reaction to frustration. • You may conceptualize a disagreement with another person as being the result of "ignorance" (on his part, of course) or "willful deceit" or you can stereotype: "that kind of person always takes that stand" • A labor dispute with management can be conceptualized as "deciding who is really going to run this plant" or "showing workers who can do the most for them" or simply "determining what a fair share of profits is for the workers." Copyright©2020:Lyle Sumek Associates,Inc_ Project 200101 13 • A dispute between a marketing department and a production department can be conceptualized as determining whether `customers are more important than a production schedule," or whether "sales people should be expected to adhere to realistic company policies." Obviously, the way the parties define the problem has a great deal of influence over the chances for a constructive outcome and the kinds of feelings that will be mobilized during the confrontation. Behaviors: Behaviors and intentions flow out of conceptualization and stmtegizing and set in motion a pattern of interaction between the parties involved. During this process of action-reaction-reaction, the way each party conceptualizes the conflict may change or may become further entrenched. The longer the pattern continues, of course, the actions of the participants themselves may create new frustrations, reasons for hostility, and continued resistance. Outcome: Outcome is defined as the state of affairs that exists at the end of the episode, including decisions or actions taken and the feelings of the parties involved. Residual frustration from conflict episodes can start new conflict episodes. Some people have found it helpful to assess the outcome of a conflict episode along three dimensions: 1. The quality of decision or action that results. (How creative, realistic and practical?) 2. The condition of the conflicting parties at the end of the conflict. (How psychologically and physically healthy; how good do the parties feel about themselves?) 3. The quality of the relationship between the conflicting parties. (How much mutual respect, understanding, willingness to work together versus hostility, determination to hurt, etc.?) Some Guidelines for Diagnosing a Con(iict The manner in which a conflict is conceptualized is often the key to a group's ability to manage conflict constructively, i.e., to arrive at positive outcomes. The parties are not likely to reach an outcome which truly resolves the conflict and leaves them satisfied unless they have a clear understanding of the differences between the concerns of the two parties and the sources of those differences. Thus, before responding to a frustrating situation, it is useful to pause and ask two questions: 1. What is the nature of the differences between us? 2. What might be the reasons for our differences? The Nature of the Differences People may differ on the following four aspects of an issue: • We may differ over FACTS (the present situation, the present problem, etc.) • We may differ over GOALS (how things ought to be, future conditions we want) copyright©2020:Lyle Sumek Associates,Inc_ Project 200101 14 • We may differ over METHODS to reach goals (the best, the easiest, the most economical, and the most ethical route to follow) • We may differ over VALUES (the long-range beliefs about the priorities which should be observed in choosing goals and methods) Differences over facts are usually easier to manage than differences over values, which are the most difficult. The latter come much closer to the fundamental beliefs of the parties and are thus much more threatening. Disagreements that begin over facts sometimes persist until they appear to be conflicts over goals or values and become almost impossible to reconcile. The implication is that it pays to identify the area of disagreement as quickly as possible. The chances for managing conflict effectively increase if you can say something like: "We seem to agree on what the problem is and what we'd like to achieve, but we disagree over the best way to reach that goals." The Reasons for the Differences As part of the conceptualizing process, it is useful not only to identify the nature of the difference, but to seek the reasons for it as well. Among the most common reasons are these: Informational — The two parties have been exposed to different information — and thus have arrived at a different understanding of what the problem or issue is and what course of action makes the most sense. Perceptual — Sometimes people have been exposed to the same data but their past experience causes them to interpret in different ways. Two witnesses may view the same event, but experience it in two different ways, since the past of each causes them to attend to different aspects of the same situation or to arrive at different meaning. Role — Sometimes the different roles (e.g., boss, mother, volunteer) of people cause them to take different positions. The representatives of labor are expected to look at things differently, advocating different positions and priorities than the representatives of management. The roles of each cause them to attend to different data and to perceive it differently, as well as to advocate different goals and values. Practical Values of This Analysis What is the practical value of going through this kind of diagnostic process? Like solving any problem, the conflict problem-solver is likely to do a more effective job if he knows the parameters of the situation with which he is dealing. A key process in conflict is that of influence — the effort of each party to get the other to understand, appreciate, and accept the validity of its own particular points of view or sets of objectives. If parties want to influence each other, obviously it helps if they have a clear picture of where they stand and how they got there. • If the two parties realize that they have probably been exposed to different data, they may view the job to be done as one of mutual education, rather than conflict. The task is to increase the pool of information to which both are privy. Copyright©2020_Lyle Sumek Associates,Inc_ Project 200101 15 • If the parties determine that their informational base is very similar but they have just perceived it differently because of differing past experiences, these perceptions need to be reexamined. Then the question becomes: "Why is it that we view the same information in such different ways?" • If the parties suspect that the principle reason for different views grows out of their different roles, they can often take a less personalized view of the conflict. If each can say, "If I were in his place, I would probably be advocating the same point of view," they will deal with the other party in a somewhat different and more understanding way. The task then takes on an added dimension, e.g., "How can I help a person in that role better understand and appreciate my concern and what does he need from me?" By recognizing the constraints within which the other party must operate, you can be more realistic in knowing what to expect and what posture makes the most sense. As soon as you are finished, reflect on the key issues, which seem important to you and be prepared to discuss them with the group Copyright©2020_Lyle Sumek Associates,Inc_ Project 200101 16 SECTION 5 MAYOR AND CITY COUNCIL: CRITICAL FOR JUDGING SUCCESS AND DESIRED IMAGE IN THE COMMUNITY Copyrightm 2020_Lyle 3umekAssocieteg lvc Project 200101 1 City of Dubuque My Legacy. . . r Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 2 City of Dubuque Success in 2025 means. . . Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 3 City of Dubuque Desired Community Image. . . Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 4 SECTION 6 HOUSE RULES: CODE OF CONDUCT AND CIVILITY Copyrightm 2020_Lyle 3umekAssocieteg lvc Project 200101 1 House Rules Our Code of Conduct and Civility Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 2 SECTION 7 MAYOR - CITY COUNCIL - CITY MANAGER PROTOCOLS CopyrigMm2020_Lyle 3umek Associates,lvc Project 200101 1 Mayor and City Council Protocol Operating Guidelines n Protocol 1 Simple Information Requests 1. Contact the City Manager-email or phone. 2. If the City Manager is unavailable, contact the Assistant City Manager. 3. Share your request and the method of response -memo,report, and phone call. 4. Define your sense of"urgency" or time frame. Protocol 2 Research on a Topic 1. Contact the City Manager. 2. Discuss with the City Manager the nature of your request and level of analysis or research. 3. If the City Manager sees that the request will require a significant amount of time,the request may be taken to the Mayor-Council for discussion and direction. 4. Bring the request up during"Council Reports" for Mayor-Council direction to the City Manager. 5. Individual Councilmembers may conduct their own research especially exploring other points of view. 6. Councilmembers may share the information with Mayor-Council through emails or through the City Attorney-other Councilmembers and the Mayor should NOT reply or discuss with other Councilmembers or the Mayor. Protocol 3 Citizen Service Request A. First Contact B. Unsatisfactory Experience 1. Refer the individual to the 1. Contact the City Manager. appropriate City department. 2. Go to the City website and complete 2. Share information from the citizen the service request. contact. 3. Contact the City Manager and share 3. Share your expectations for the nature of the requests,your information and follow up. expectations on follow up information and time frame. Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 2 Protocol 3 Citizen Service Request (Continued) 4. City Standard: The City Department will call back acknowledging the request and outlining the actions with a general time frame. 5. Use "Let me check into the matter and I will get back to you". Protocol 4 Council Agenda A. Placing an Item on the Agenda B. Question on Item 1. The Mayor sets the final Council 1. Contact the City Manager. agenda. 2. Contact the City Clerk or Mayor. 2. Ifa clarifying question or a desire for an explanation, contact the Department Manager. 3. Bring up the request during "Council Reports" for a future agenda. Protocol 5 Communications A. Mayor-City Council B. Council-City Management/Staff 1. Avoid deliberation and "Rely All". 1. General Rule: All communication from the City Manager and staff will go to all -Mayor and City Council at the same time. 2. Share information without discussion 2. Small group meetings will be used to or reply share information and to ask questions. 3. On some specific, minor information Confidential information should be requests, the information may go only kept CONFIDENTIAL. to the individual making the request. 4. If you have a personal issue with another Councilmember, go to the other Councilmember directly and first. 5. Closed Session information is CONFIDENTIAT ; the sessions are recorded and may be released under a 'Public Information" request. Copyright m 2020_Lyle Sumek Associates,Inc_ Project 200101 3 Protocol 6 City Employee Contact A. Employee Initiated B. Mayor-Council Initiated 1. Refer the employee to the City 1. Should be avoided. Manager or Personnel Manager. 2. If information is about the City 2. Keep the interaction social. Manager, City Attorney or City Clerk, contact the Mayor and discuss the issue and direction. 3. Avoid discussion or indicating 3. If you are a member of a work team, agreement participate as a member of the team. Protocol 7 Email 1. Share information. 2. Avoid reply or "Reply All". 3. REMEMBER: All emails regarding City business are public. 4. Write the email, let it sit for 24 hours, and then send or DELETE. Protocol 8 Representative/Liaison 1. Represent the City position. 2. Report on major issues, directions, discussion points and activities. 3. Share City information to the other body. 4. Bring back key issues for Mayor-Council discussion and direction. Protocol 9 Closed Sessions and Non-Public Meetings 1. 2. 3. 4. Protocol 10 Council Boards and Commissions Appointments and Representations 1. 2. 3. 4. Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 4 Protocol 11 City Council Mail, Contact Information, E-Mail and Communications 1. 2. 3. 4. Protocol 12 1. 2. 3. 4. Protocol 13 1. 2. 3. 4. Protocol 14 1. 2. 3. 4. Protocol 15 1. 2. 3. 4. Protocol 16 1. 2. 3. 4. Copyright© 2020: Lyle Sumek Associates,Inc_ Project 200101 5 Protocol 17 1. 2. 3. 4. Protocol 18 1. 2. 3. 4. Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 6 SECTION 8 ROLES, RESPONSIBILITIES, EXPECTATIONS AND SUGGESTED ACTIONS CopyrigMm2020_Lyle 3umek Associates,lvc Project 200101 1 Expectations and Actions Mayor ► Expectations ► Actions Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 2 Expectations and Actions City Council Member ► Expectations ► Actions Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 3 Expectations and Actions City Manager ► Expectations ► Actions Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 4 Expectations and Actions City Attorney ► Expectations ► Actions Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 5 SECTION 9 GOVERNANCE REFINEMENTS: MAYOR AND CITY COUNCIL IN ACTION Copyrightm 2020_Lyle 3umekAssocieteg lvc Project 200101 1 Mayor and City Council Governance Topics City of Dubuque Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 2 Mayor and City Council Discussion and Direction City of Dubuque Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 3 SECTION 10 STRATEGIC PLANNING FOR THE CITY OF DUBUQUE CopyrigMm2020_Lyle 3umek Associates,lvc Project 200101 1 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa DUBUQUE VISION 2035 Copyright© 2019: Lyle Sumek Associates,Inc. Project 190802 2 Strategic Plan 2019-2025-2035/Mayor end City CouncivDubuque,Iowa Dubuque Vision 2035 DUBUQUE VISION 2035 DUBUQUE 2035 is a SUSTAINABLE AND RESILIENT CITY (A), an INCLUSIVE AND EQUITABLE COMMUNITY, DUBUQUE 2035 has preserved our MASTERPIECE ON THE MISSISSIPPI (C), has a STRONG DIVERSE ECONOMY (D] and EXPANDING CONNECTIVITY. DUBUQUE 2035 — Our residents EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE u, have choice of QUALITY LIVABLE NEIGHBORHOODS (G) and have an ABUNDANCE OF FUN THINGS TO DO and are ENGAGED IN THE COMMUNITY w. Copyright m 2019_Lyle 3umek Associateg Inc Project 190802 3 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Dubuque Vision 2035 PRINCIPLE A PRINCIPLE B SUSTAINABLE AND RESILIENT CITY INCLUSIVE AND EQUITABLE COMMUNITY ► Means ► Means 1. Policies and practices that support 1. Recognized as an inclusive and equitable community Environmental/Ecological Integrity, Social/Cultural 2. Variety of strong cultural community events and festivals Vibrancy and Economic Prosperity to create a viable, that are well attended by all residents livable and equitable community 3. Celebrating our heritage and respecting different history, 2. Achieved 50% Goal in Greenhouse Gas Reduction race, religion, and ethnicity through energy conservation and active use of alternative 4, Community support and engaged actively for culture, arts energy solutions, including use of hydropower, waste to and museums energy, use of methane gas and use of solar 3. Balance vision and plans that incorporate twelve 5. Diverse employment opportunities sustainability elements 6. Increasingly diverse and welcoming community 4. Resilient city of choice to work, live, and play 7. Equitable access to community assets and human services programs 5. New construction encouraged to be designed with green principles and national certifications 8. Human and civil rights — a cornerstone for actions in Dubuque community 6. Resilient housing and neighborhoods 9. City Organization as a model for the community 7. Giving people information on what they need, what they want, what they need to do to save resources 8. Planning for and making decisions to create a resilient community Copyright m 2019_Lyle Sumek Associates,Inc_ Project 190802 4 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa PRINCIPLE C PRINCIPLE D MASTERPIECE ON THE MISSISSIPPI STRONG DIVERSE ECONOMY ► Means ► Means 1. Downtown and Riverfront— a destination and source of 1. Multiple "economic engines" —manufacturing, medical pride for residents and tourists and healthcare, education, retail, technology related, 2. Revitalized, vibrant and preserved historic buildings and financial, professional services, publishing, "green" neighborhoods, including Historic Millwork District industries, etc. 3. Beautiful gateways, entrances and streetscapes 2. Retaining and growing current businesses and industries 4. Buildings that are architectural statements and in tune with 3. Strategic recruitment of new businesses and industries the built and natural environment 4. Venture capital available 5. Natural resources preserved and the environment protected 5. Workforce for 21" century jobs including skill 6. Architectural designs that reflect the heritage of the development opportunities for the underemployed and community and create a sense of place unemployed 7. Redevelopment of Chaplain Schmitt Island following the 6. Iand available for future industrial and commercial currently adopted Master Plan, including the potential of expansion docking facilities, kayaking opportunities, 7. Entrepreneurial and job opportunities with competitive amphitheater/indoor facility with a variety of programs "living" wages and activities, boardwalk around the island for walking 8, Appropriate land uses that reflect respect for the and biking, restaurants, etc environment and potential economic opportunities 8. Redevelopment of South Port as an exciting community 9. Business incubator and diverse entrepreneurial destination following the currently adopted Master Plan, opportunities linked to colleges and universities including the buried easy access, condos, restaurants and 10. Local foods incorporated into Dubuque local economy entertainment venues, dog park, flood wall, opportunities to experience a "working port", etc. 9. Trail connectivity along the entire Riverfront, including a bridge over the flood wall gate 10. Major port destination on the Mississippi with dock facility and overnight guests Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 5 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa PRINCIPLE E PRINCIPLE F EXPANDING CONNECTIVITY EXPERIENCE HEALTHY LIVING AND ACTIVE LIFE STYLE ► Means ► Means 1. Quality air service with choices to major hubs for business 1. People making Dubuque a community of choice and their and leisure home 2. Active river port for moving commodities and for tourism, 2. Residents having access to opportunities for a healthy life generating city revenues style 3. Strategic Sister City relationships supported by the 3. Housing options for all stages of life, including green, community, businesses and the City sustainable homes 4. Four-lane links to Chicago 4. Quality and accessible health, dental, substance abuse and 5. State of the art, affordable and locally regulated mental health services in Dubuque telecommunication infrastructure and services throughout 5. Access to and availability of activities for active,healthy the city leisure time 6. Public-private investment in fiber network expansion 6. Attraction and retention of young adults 7. Completion of the four-laving of the Southwest Arterial 7. Development and use of the Community Health Needs with bike lanes, limited access, attractive streetscape Assessment Improvement Plan with community partners including trees, mix of residential and commercial —Focus Areas development 8. Residents walking, biking and using public transportation 8. Appropriate use of roundabouts to facilitate movement to work within the community 9. Having a culture of health in the community 9. State-of-the-art public transportation system responsive to community needs Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 6 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa PRINCIPLE G PRINCIPLE H QUALITY LIVABLE NEIGHBORHOODS ABUNDANCE OF FUN THINGS TO DO ► Means ► Means 1. Residents and visitors safe throughout the community 1. Multi use trails and pathways throughout the city 2. Strong sense of neighborhood pride with homeowners, 2. High quality parks, athletic, ball fields and other facilities landlords, and tenants taking responsibility for appearance for active and passive enjoyment and safety 3. Variety of restaurants and food service options that meet 3. Public transportation accessible and efficient market demands and emphasize local food products 4. "Complete Streets" concepts integrated into street 4. Community events and festivals for all seasons design/redesign, neighborhood 5. Variety of recreation programs, services and leisure development/redevelopment, and accommodation of choice for all multiple modes of transportation 6. Regional center for museums, culture and arts activities 5. Quality streets and City infrastructure that are well that are supported by the community designed, well maintained and ADA accessible 7, A variety of entertainment and performing arts venues 6. Housing opportunities that meet market demand and create and programs balance of home ownership and rental properties 8, Access to outdoor/indoor aquatic facility 7. Expand affordable, quality housing options through infill 9. Expanded variety of recreational facilities and activities and annexation 10. Partner to develop a majorrecreation/community 8. Expand access to recreation and entertainment options and center(s) with meeting rooms, recreational programming venues for all that are responsive to community needs spaces, link to other City departments and programs, 9. Participation in curbside recycling program wellness center, gym space to accommodate tournaments, programs for all family generations Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 9 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa PRINCIPLE I ENGAGED IN THE COMMUNITY ► Means 1. Community implementing five (5)principles of"Every Child, Every Promise", STAR Communities outcomes, Inclusive Dubuque, etc. 2. Residents and businesses well informed on the City's Vision, plans, programs, employment opportunities and services and the value added to the community 3. Neighbors engaged actively in neighborhood governance and taking responsibility for resolving neighborhood conflicts or concerns 4. Active participation in City governance including serving on a City board, commission, committee or task force 5. Established and used protocols for early community engagement and involvement—residents, businesses and other stakeholders 6. Easy access to City information, programs and services 7. Greater understanding of residents' expectations of interactions with City government — elected officials and staff 8. Measuring the residents' engagement with City government and using the data to make adjustments 9. Annually surveying the community and seeking feedback on City performance using this data to enhance productivity and performance Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 8 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa DUBUQUE : A SUSTAINABLE CITY Copyright© 2019: Lyle Sumek Associates,Inc Project 190802 9 Strategic Plan 2019—2025—2035/Mayor and City Council/Dubuque,Iowa Dubuque's Three Legged Stool Sustainability Model Sustainable Dubuque is a holistic approach to making our community sustainable. Our model involves a three-part approach that looks at: • Environmental and Ecological Integrity Environmental/ Ecological • Economic Prosperity Integrity • Social and Cultural Vibrancy Viable Lrvabte Economic Social/Cultural Prosperity Egwlable Vibrancy Each of these pieces is important individually and helps contribute to a sustainable community. One simple way of picturing this model is to think of a stool with three legs,representing the environment,the economy and society. In order for the stool to be stable and well balanced, all three legs must be present, and approximately the same length. Similarly, a community that gives consideration to the environment,the economy and society is one that is creating a stable foundation for a viable, livable and equitable future. / I \ Copyright©2019:Lyle Sumek Associates,Inc. Project 190802 10 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa DUBUQUE CITY GOVERNMENT : MISSION Copyright© 2019: Lyle Sumek Associates,Inc Project 190802 11 Strategic Plan 2019-2025-2035/Mayor end City CouncivDubuque,Iowa Dubuque City Government Our Mission DUBUQUE CITY GOVERNMENT: MISSION DUBUQUE CITY GOVERNMENT is a PROGRESSIVE (A) and FINANCIALLY SOUND CITY and with RESIDENTS RECEIVING VALUE FOR THEIR TAX DOLLARS tC) and ACHIEVING GOALS THROUGH PARTNERSHIPS m1 DUBUQUE CITY GOVERNMENT'S MISSION is to deliver EXCELLENT MUNICIPAL SERVICES m that SUPPORT URBAN LIVING (1), that CONTRIBUTE TO AN EQUITABLE, SUSTAINABLE CITY (G), that PLAN FOR THE COMMUNITY'S FUTURE and that FACILITATE ACCESS TO CRITICAL HUMAN SERVICES m. Copyright m 2019_Lyle 3umek Associateg Inc Project 190802 12 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Dubuque City Government Our Mission Principles PRINCIPLE A PRINCIPLE B PROGRESSIVE CITY GOVERNMENT FINANCIALLY SOUND CITY GOVERNMENT ► Means ► Means 1. Taking reasonable strategic risks to create a better future 1. Having a diverse and expanding tax base and revenues. for Dubuque. 2. Investing in the maintenance and upgrade of City assets: 2. Planning and managing growth and development infrastructure and facilities. consistent with the adopted City Vision, Strategic Plan, 3. Having fiscally responsible reserves, debt, and Comprehensive Plan, Master Plans and other policy investments. documents. 4. Establishing and maintaining strong community 3. Identifying opportunities to create more equitable city and partnerships for developing and improving City services. taking timely actions. 5. Competitive tax rate and fees to provide the necessary 4. Connecting people to opportunities resources to support the defined City services and levels 5. Forward thinking and cutting edge actions of service. 6. Investing in Dubuque's future. 6. Services delivered in the most effective manner by 7. Supporting people faced with special circumstances and evaluating better ways to provide services. needs. 7. Providing competitive compensation and professional 8. Monitoring, measuring and adjusting based upon development opportunities for City employees. community rating/performance measures. 8. Leveraging City resources through grants, partnerships 9. Adapting and responsive to changing economic and and other outside funding sources. community needs. Copyright m 2019_Lyle Sumek Associates,Inc_ Project 190802 13 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa PRINCIPLE C PRINCIPLE D RESIDENTS RECEIVING VALUE FOR THEIR ACHIEVING GOALS THROUGH TAX DOLLARS PARTNERSHIPS ► Means ► Means 1. Having customer friendly employees, facilities and 1. Having residents, community organizations and processes businesses working with city for a more viable, livable 2. Providing excellent City services, top quality City products and equitable Dubuque. and facilities responsive to community needs. 2. Seeking active learning opportunities to promote the 3. Maintaining, enhancing level of customer satisfaction development of innovative ideas and solutions. 4. Having a well-trained City staff that proactively solves 3. Leverage community resources to achieve goals. problems. 4. Having active participation of the business and education 5. Effectively using technology to service the residents and community and the positive role they play in Dubuque. stakeholders, to inform the community, to increase 5. Supporting the inclusion of Not-for-Profits, recognizing productivity and to promote transparency the leadership and their service role. 6. Informing residents and stakeholders on City services, 6. Stimulating new partnerships to achieve community programs and financial conditions. goals. 7. Departments continually evaluating missions and services 7. Actively involving the community in policy and plan to be effective and efficient development and implementation. 8. Providing equitable and culturally relevant City services. Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 14 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa PRINCIPLE E PRINCIPLE F EXCELLENT MUNICIPAL SERVICES SUPPORT URBAN LIVING ► Means ► Means 1. Having high level of customer satisfaction for services and 1. Safe community and sense of personal security. products. 2. Providing emergency response. 2. Being responsive to residents' needs and calls for City 3. Having safe drinking water. services 4. Disposing of wastewater. 3. Having well-designed, well-constructed and well- 5. Having leisure facilities, programs and services. maintained city infrastructure, facilities and equipment. 6. Preventing problems affecting community safety and 4. Evaluating and adjusting City services to respond to health. community needs. 7. Facilitating safe, quality housing 5. Having adequate staffing level to support defined service g Providing public transportation and walkable community levels. 6. Having highly productive, well-trained workforce that 9. Participation in curbside recycling curbside takes pride in service and develops innovations. 7. Seeking information, listening and learning from the community Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 15 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa PRINCIPLE G PRINCIPLE G CONTRIBUTE TO AN EQUITABLE, CONTRIBUTE TO A EQUITABLE, SUSTAINABLE CITY SUSTAINABLE CITY ► Means ► Means (Continu) 1. Taking a holistic approach to balancing: 8. Demonstrating the community benefits and return on environmental/ecological integrity, economic prosperity investments from the City's sustainable activities. and social/cultural vibrancy to create a viable, livable and 9. Serving as a leader on equity and sustainability— a model equitable community for other cities, other organizations and businesses. 2. Promoting partnering and facilitating a community dialogue and encouraging community actions to support equity and sustainability in Dubuque. PRINCIPLE H 3. Informing and providing active learning opportunities for residents, businesses, community organizations and PLAN FOR THE COMMUNITY'S FUTURE institutions on the importance of sustainability as a process and their opportunities. ► Means 4. Incorporating equity and sustainability into the City's 1. Planning for future and environmentally sustainable corporate culture, daily operations, service delivery, development. facilities and buildings. 2. Regulating building and development. 5. Consider the use of sustainable, renewable resources and alternative energy sources in City facilities and operations. 3. Regulating land uses. 6. Becoming a smarter city with information available for 4. Planning for redevelopment and revitalizations. residents to make decisions of how they use precious 5. Promoting economic expansion. resources. 6. Supporting a high quality of life. 7. Partnering to save businesses and individuals money, 7. Creating an environmentally sustainable and livable create jobs, contribute to local and national energy community for future generations independence, create an international brand for the community, help recruit businesses and workforce, create a recruitment tool for the colleges, bolster Dubuque's convention and tourism businesses and accelerate local business growth. Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 16 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa PRINCIPLE I FACILITATE ACCESS TO CRITICAL HUMAN SERVICES ► Means 1. Having affordable housing—safe amenities and responsive to the residents' needs. 2. Having transportation for community— accessible, affordable and going to community destinations. 3. Having healthcare and health services. 4. Attending to the needs of persons with disabilities. 5. Building the capacity of non-profit organizations to achieve their mission and goals. Copyright m 2019_Lyle Sumek Associates,Inc_ Project 190802 17 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa CITY OF DUBUQUE PLAN 2019 - 2025 Copyright© 2019: Lyle Sumek Associates,Inc Project 190802 18 Strategic Plan 2019-2025-2035/Mayor and City Council/Dubuque,Iowa City of Dubuque Goals 2025 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY VIBRANT COMMUNITY: HEALTHY AND SAFE LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE FINANCIALLY RESPONSIBLE, HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Copyright© 2019_Lyle Sumek Associattes,Inc Project 190802 19 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Goal 1 Robust Local Economy: Diverse Businesses and Jobs with Economic Prosperity OUTCOMES VALUE TO RESIDENTS 1. Create a resilient, sustainable and diverse regional 1. Young professionals want to live here and college Dubuque economy graduates want to stay 2. Have the infrastructure and amenities to support economic 2. Children and grandchildren want to stay or return to raise development and growth: industriaUbusiness parks, streets their families and utilities, air service and housing, bandwidth 3. More retail, services, recreational and entertainment redundancy opportunities —keeping sales tax and dollars in Dubuque 3. Retain, expand and grow local businesses 4. Insulation from economic cycles through diverse 4. Embrace diverse populations to support a diverse multi- businesses cultural workforce with equitable job opportunities 5. Living wages for residents 5. Have a workforce prepared for 21" century jobs in the 6. Variety of job opportunities for residents global marketplace 7. Variety of educational opportunities and internships for 6. Work with government and not-for-profit partners for jobs equitable prosperity: Greater Dubuque Development 8, Entrepreneurial opportunities to start and grow a business Corporation, Dubuque Initiatives, Washington in Dubuque Neighborhood Development Corporation, Dubuque Main Street, Dubuque Area Chamber of Commerce, ECIA, True North, Fountain of Youth, Community Foundation of Greater Dubuque, local colleges (100 mile radius), neighborhood associations, Dubuque Community Schools District, Northeast Iowa Community College, Iowa Economic Development Authority, and others Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 20 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa SHORT TERM LONG TERM CHALLENGES AND OPPORTUNITIES CHALLENGES AND OPPORTUNITIES 1. Workforce shortage and skill gaps 1. Becoming a community with amenities which is known 2. Availability of local quality workforce and matching as an equitable community of choice educational programs with needs of employers 2. Opportunities for entrepreneurism and innovation 3. Becoming a desirable community with amenities for all 3. Recruiting new and diverse businesses along Central ages Avenue and Keeper Boulevard, and North End 4. Developing living wage job opportunities for all skill 4. Increasing salary levels in the regional economy levels [$14.50 per hour] 5. Diversifying the regional economy—businesses and jobs 5. Quality, affordable childcare/elder care for all shift 6. Quality of life amenities and services that respond to a workers multi-cultural workforce 6. Addressing the increase in poverty rate in the Dubuque 7, High unemployment among racial minority populations community 8. Complexity and fragility of public-private partnerships 7. Funding and other support for economic growth and development through City partnering with community organizations and projects 8. Inclusion of diverse populations to support a multi- cultural workforce 9. Threat to state and federal economic development tools — TIF, Historic Tax Credits, grants and others 10. Increasing the household income for African- American/Black community 11. Lack of quality, affordable rental housing [30%-80%] community-wide 12. Including ex-offenders in the workforce or business opportunities 13. Lack of representation in community leadership roles — embracing women and racial minorities 14. Growing local businesses and entrepreneurs with availability of venture capital, gap financing and locations Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 21 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa POLICY ACTIONS 2019-2021 MANAGEMENT IN PROGRESS 2019-2021 1. Dream Center Facilities and Programs Top Priority 1. FAA Supplemental Funding: Apron Funding 2. Parking Ramp Maintenance: Funding Top Priority 2. Federal Opportunity Zones: Direction and Next Steps; 3. Fountain of Youth: Funding High Priority Advocacy; Legislative Action—Extend Deadline; Marketing Brochure 4. Air Service Expansion: City Actions and 3. Brownfield Grants (4) Funding for Guarantee a. Multi Purpose — Consultant Contract 5. Affordable Housing Creation: Direction and b. Blum Site (3) City Actions 4. Riverfront Lease Sites [5]: Marketing Brochure 6. Central Avenue Corridor Revitalization: 5. Downtown Housing Creation Grant Program: CIP Funding Next Steps 6. Business Development at the Airport: University of Dubuque —Pending Funding 7. Opportunity Dubuque Job Training Program: Support MANAGEMENT ACTIONS 2019-2021 Gaining Opportunity Program Linked 8. GDDC Retail Attraction Strategy: Implementation 1. Industrial Park Development Top Priority 9. Air Charters to Leisure Destinations 2. Dubuque Riverfront Master Plan (US Army High Priority Corps of Engineers) 3. Innovation and Entrepreneurial Strategy and High Priority MAJOR PROJECTS 2019 -2021 City Actions 4. Southwest Arterial Business Development High Priority 1. Dmarc Relocation [Phone Lines from Old Terminal] 5. City Economic Development: Full Staffing 2. Old Air Terminal Demolition 6. Dubuque Brewing & Malting Building Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 22 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa ON THE HORIZON 2022-2025 1. River Cruises Docking Facility: Negotiations and Funding 2. Affordable Childcare: Support and Funding 3. GDDC "Big Life, Small Town": Recommendations and City Actions 4. Workforce Development: City Actions 5. Older Buildings Rehabilitation and Business Development 6. Airport Master Plan: Update 7. South Port Redevelopment Area-wide Concept Plan: Implementation 8. Multi-cultural Workforce Basic Services/Amenities: Analysis and City Actions 9. Façade Loan Program: Funding 10. Flexsteel Site Development: Direction 11. Airport Security: Direction and Funding 12. Neighborhood Business Association: Development 13. Baseball: Direction Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 23 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Goal Vibrant Community: Healthy and Safe OUTCOMES VALUE TO RESIDENTS 1. Continue to be an inclusive and equitable community in 1. Everyone is welcome in the Dubuque community which all feel welcome, included, and leave no one behind 2. Living life without fear or threats 2. Expand access to healthcare, including mental/brain 3. Equitable treatment for all health and substance use disorders 4, City services are available for all and delivered in an 3. Have an efficient public health system that focuses on equitable and fair manner prevention and wellness 5. City workforce reflecting the diverse community 4. Have residents feeling safe in any neighborhood and 6. Feeling safe and secure throughout the community throughout the community 5. Have a high level of trust between the community and emergency services 6. Provide timely response to emergency calls for service 7. Have residents feeling that they are part of the solution Copyright m 2019_Lyle Sumek Associates,Inc_ Project 190802 24 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa SHORT TERM LONG TERM CHALLENGES AND OPPORTUNITIES CHALLENGES AND OPPORTUNITIES 1. Defining the City's role with increasing demands for brain 1. Addressing the institutional and structural interplay health between race and poverty 2. Finding contractors for Lead and Bee Branch Healthy 2. Recruiting, retaining and succession planning for Homes emergency services staffing 3. Aging City facilities needing significant maintenance and 3. Retaining diverse cultures major repairs 4. Funding for Pacific Islanders and special populations 4. Demands and capacity for animal control services health services 5. Police working with community to create a safe 5. Animal cruelty and neglect charges and enforcement community 6. Lack of young and racially diverse leadership and 6. Understanding and addressing community health needs and leadership opportunities defining the City's role 7. Changing technology for community safety 7. Having access to treatment for substance use 8. Working with Dubuque County and state partners 9. Reducing the fear level of individuals who are different than me and the fear of harassment and different treatment 10. Diversifying the police and fire workforces 11. Providing City services in annexed areas 12. EMS being used for general health issues and services Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 25 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa POLICY ACTIONS 2019-2021 MANAGEMENT IN PROGRESS 2019-2021 1. Brain Health Strategy and Action Plan High Priority 1. Water and Resource Recovery Center: Certification of 2. Crime Prevention Program Environmental Laboratory for Analysis of Nutrients 3. West Fire Station 7: Planning 2. CAD Connection to City Cameras Network: Implementation 4. Community Security/Surveillance Cameras 3. Smart 9-1-1 Personal and Building Profile Marketing: Kick System Expansion off Implementation 4. Panic Button with City 5. Communication National Quality Assurance: FY '21 Budget Funding MANAGEMENT ACTIONS 2019-2021 6. Healthcare for Residents from Pacific Islands: FY '21 Budget Funding 1. School Resource Officers: Implementation High Priority 7 Humane Society Contract Renewal 8. Police Re-Accreditation: Completion 9. Quick Response Pumper: Operational 10. Ambulance Staffing Alternatives 11. Police Department Transition to New Caliber and Weapons 12. P25 Radio System Building and Implementation 13. Fire Accreditation: Completion 14. Traffic Camera System: Installation 15. School Safety and Security Plan and Protocols: Refinement 16. Dispatcher Training Program: Additional 17. Police Officer Recruitment and Retention Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 26 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa MAJOR PROJECTS 2019-2021 ON THE HORIZON 2022-2025 1. Fire Headquarter and Stations ADA Compliance 1. Cannabis: Policy Direction 2. Crescent Community Health Center: Clinic 2. Needle Exchange: Guidelines and Regulations 3. Fire Station HVAC and Lighting Improvements 3. Downtown Safety Perception: Action Plan 4. Multi-Cultural Family Center: 4 "Culture of Kindness": Direction a. Office: Funding 5. Mine Shafts: Problem Analysis, Report, Direction and b. Construction City Actions 6. Synthetic Drug Enforcement: Aggressive Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 27 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Goal Livable Neighborhoods and Housing: Great Place to Live OUTCOMES VALUE TO RESIDENTS 1. Complete the Dubuque Historic Millwork District as a 1. Stable property taxes for residents and businesses thriving mixed-use development with residential, 2. Choice of livable and inclusive neighborhoods retail/office, entertainment 3. Opportunities for our children to stay in Dubuque 2. Have strong vibrant 24/7 residential/central business core 4, Predictable future development within the city (Dubuque Main Street Service Area Downtown, Central Avenue Corridor and Dubuque Millwork District, North 5. Quality services to residents in annexed areas End including residential opportunities, retail,jobs, 6. Affordable quality housing choices and opportunities recreation and entertainment outside of areas with concentration of poverty 3. Increase the visual appeal and beauty of the city with 7. Protection of home and property values attractive gateways, corridors, neighborhoods, homes and 8. Preservation of Dubuque's historic downtown businesses 9. Opportunities to build wealth because we have 4. Have the availability and connectivity of affordable affordable housing housing throughout the city, not in concentrated areas of poverty and low-income housing 5. Have safe, healthy, inclusive neighborhoods citywide 6. Have more equitable residential developments and homes with a variety of housing options and price points Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 28 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa SHORT TERM LONG TERM CHALLENGES AND OPPORTUNITIES CHALLENGES AND OPPORTUNITIES 1. Attracting and keeping professionals and families in 1. Potential elimination of Federal programs: CDBG, Dubuque housing programs 2. Aging City infrastructure and facilities needing 2. Community concerns regarding gentrification replacement or major repairs 3. Expanding City boundaries with impacts on the City 3. Reducing slum and blight through effective enforcement services and facilities and incentives 4. Addressing negative narrative around race in the 4. Addressing community poverty community 5. Dispersing and de-centralizing affordable and low-income 5. Integrating diverse communities and cultures housing while developing options for affordable housing 6. Incorporating Smart Resiliency/Sustainability concepts throughout the community into projects, developments and redevelopments 6. Lack of quality affordable housing units 7. Having a variety of housing to meet population needs in 7. Attracting and retaining workforce with an aging same neighborhood community 8. Deferred City maintenance and funding mechanism, 8. Annexing and expanding the City boundaries with the including rate structure capacity to fund City services and infrastructure 9. Advocacy for affordable housing programs and funding 9. Property owners who are not investing in the maintenance with State of Iowa and federal government or upgrade of their homes or buildings 10. Continuing momentum and delivering results in 10. Preserving and rehabilitating affordable housing and Downtown, Historic Millwork District, Bee Branch building stock— oldest in Iowa Watershed, Riverfront and Central Avenue 11. Knowing/identifying the changing housing needs of our population 12. Funding for major development and redevelopment projects 13. Promoting mixed use developments: Downtown, JFK Corridor and SW Arterial Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 29 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa POLICY ACTIONS 2019-2021 MANAGEMENT IN PROGRESS 2019-2021 1. Imagine Dubuque Implementation Top Priority 1. Barrington Lakes Reservoir Abandonment 2. JFK Corridor Revitalization Plan and 2. Code Enforcement Accela Program: FY '21 Budget Vision Funding 3. Citywide Housing Study: Parameters, 3. Downtown Commercial Buildings Project Completion and Direction 4. Source of Income: Reporting and Metrics 5. Community Resources One-Stop Shop: MAJOR PROJECTS 2019 - 2021 Development 1. Lowell Street Retaining Wall Repair: Funding 2. Historic Millwork District Parking Lot and Signage MANAGEMENT ACTIONS 2019-2021 1. Equitable Poverty Prevention: Action Plan Top Priority ON THE HORIZON 2022 -2025 2. Multi-tiered Housing Inspection Program Top Priority 3. CHANGE Program: Implementation Top Priority 1. Affordable Housing: Direction and City Actions 4. Housing Voucher Program Re-Branding 2. Steeple Square Development: Next Steps and Funding 3. Cedar Cross Corridor Revitalization Plan/Vision 4. True North Housing Initiative 5. Bee Branch Healthily Homes Resiliency Program 6. Residential Development: City Direction and Actions 7. Neighborhood Approach to Community Development: Increasing Neighbor Input 8. Historic Significant Buildings Preservation: Study and Direction 9. I andlord Education Program: Direction and City Actions 10. Grocery Store North Dubuque Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 30 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Goal Financially Responsible, High Performance City Organization: Sustainable, Equitable and Effective Service Delivery OUTCOMES VALUE TO RESIDENTS 1. Maintain/improve the City bond rating 1. Financially sound and responsible City government 2. Provide City services responsive to the community 2. Easy, convenient access to City mfonnation and services 3. Provide easy access to City information and services for 3. Service value for taxes and fees all 4. Opportunities to become involved in City governance 4. Increase enterprise/general fund reserve funds to 20% and planning 5. Continue to follow statutory debt limit plan 5. Secure City information, including personal information 6. Maintain and enhance transparent City government and 6. Customer-focused City service delivery decision making using available technology 7. Secure City information and data using the "Best Practices" of the Dubuque community Copyright m 2019_Lyle Sumek Associates,Inc_ Project 190802 31 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa SHORT TERM LONG TERM CHALLENGES AND OPPORTUNITIES CHALLENGES AND OPPORTUNITIES 1. Federal funding and policies threatening CDBG; NEA; 1. Recruiting and retaining a diverse City workforce NEH; IMLS; BUILD; EPA Brownfields; Americorps 2. Funding and time for managers and employees training 2. State of Iowa legislative actions and administrative rules and professional/personal development impacting City finances and services 3. Coordinating community resiliency preparation, response 3. Potential state actions resulting in the loss ofbackfill in and recovery from a disaster or crisis one year 4. Preservation and securing resilient City information and 4. Aging City facilities, infrastructure and equipment data needing maintenance, major maintenance or replacement 5. Climate of distrust in all governments, including City 5. Retirements and succession planning government 6. Declining revenues — gaming, sales tax 6. Healthcare costs and workers comp 7. Competition between capital projects and human 7. Creating a centralize maintenance organization within resources City government 8. Funding and time for technology capacity to enhanced 8. No or shifting priorities —result no clear priorities service deliver and to increase organization productivity 9. Lean City organization with limited additional capacity 9. Balancing City service delivery with available resources, 10. State of Iowa legislative actions and administrative rule City organizational capacity, the community's changes impacting City finances and services expectations and new initiatives 10. Responding to misinformation and disinformation on social media 11. Developing outcome-based, meaningful performance measures and the use of data to enhance City performance 12. Significant unaddressed workspace needs: inefficient space utilization, security, private space to meet customers and staff confidentially 13. Making data-driven decisions Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 32 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa POLICY ACTIONS 2019-2021 MANAGEMENT IN PROGRESS 2019-2021 1. Human Resource Policies and Handbook: Top Priority 1. Cartegraph OMS System Asset Management System Revision Expansion 2. Debt Reduction Plan: Re-Affirmation High Priority a. Enterprise Licensing b. Engineering 3. City Information and Network Security: c. Storm Sewer Direction and Funding 2. New Employee and Promoted Employee Orientation and 4. City Facilities/Work Space Analysis and Support Program: Launch Plan: Report and Funding 3. Paperless Accounts Payable Workflow Development and 5. 9-1-1 Communications Center: Implementation Re-Negotiation with Dubuque County 4, Internal Liquor License Approval Process: Finalization 6. City Services and Staffing: Funding 5. Certified Financial Report Software Conversion 6. 3`d Street Data Center a. Back Up Relocation MANAGEMENT ACTIONS 2019 - 2021 b. Disaster Recovery: Funding 7. Indirect Rate for Grants: FY '21 Budget Request 1. Citywide Departmental Work Order System High Priority 8. Financial Management Software: Study and Draft RFP Implementation a. Financial ERP 2. City Performance Measures: Direction b. Cost Allocation Software 3. Cartegraph Partnership Expansion c. Cloud-based Collaborative Software 9. I-Net Connection for Remote Site: WRAC, Fire Leisure Services FY '21 Budget Request Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 33 Strategic Plan 2019-2025 -2035/Mayor and City Council/Dubuque,Iowa MANAGEMENT IN PROGRESS 2019-2021 ON THE HORIZON 2022 -2025 10. ADA Compliance Transition Report 1. New Financial Software: Implementation a. Funding Phase 2 2. Residents Satisfaction Survey b. Software 3. 3rd Street Data Center 11. Workers Compensation Claims Management: Contract 4. Citywide Compensation and Benefit Policy and Program: 12. Community Resident Survey and Actions Direction and Funding 13. InVision Facility Management Software Implementation 5. Fleet Conversion to Alternative Fuels Plan: Development 14. Health Benefits Consulting and Actuarial Services: and Next Steps Contract 6. Sexual Assault: Report and City Actions 15. Aerial Photography and Control Monumentation 7. City Employee/Contractor Living Wage Policy: 16. City Website: Redesign Development and Funding 17. Liquor License Process: State Advocacy 8. Centralized Facility Maintenance and Management "Department": Report, Direction and Funding 18. High Performing Organization/Outcome-driven Decision Making Strategy and Performance Measures 9. City Fee Reduction: Report and Direction 19. Diverse Applicants Recruitment Strategy 10. Racial Discrimination Training: Direction and Funding 11. Lower Tax Rate: Report and Direction 12. Financial Reserve: Direction 13. Financial Policies: Review and Direction MAJOR PROJECTS 2019-2021 14. Exit Interviews/Departure Policy and Report: Action 15. New Maintenance Shop Building at Landfill 1. City Hall Sidewalks Heating System 16. New Alternative Revenues Study 2. City Hall Annex Windows Replacement 17. Equipment Replacement Schedule -Funding 18. Utility Worker Registered Apprenticeship Program: Expansion 19. Water System Distribution Model: Development Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 34 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Goal Sustainable Environment: Preserving and Enhancing Natural Resources OUTCOMES VALUE TO RESIDENTS 1. Reduce the community's carbon footprint (50% by 2030) 1. Protecting the natural resources and environment of 2. Reduce potential flooding through flood plain Dubuque management, mitigation and protection 2. City government using sustainable practices in daily 3. Become a resilient City using sustainable and affordable operations technology for water, energy, transportation, health and 3. Healthy living environment: homes, neighborhoods and wellness, discard, community engagement — a model community community for the world so that residents and businesses 4, Clean water and air Pan make more informed choices with limited resources 5. Creating a more livable, viable and equitable community 4. Provide safe, dependable drinking water for all residents 6. Opportunities for a healthy lifestyle including local food 5. Have access to healthy foods for all products 6. Have clean water— ground and surface Copyright m 2019_Lyle Sumek Associates,Inc_ Project 190802 35 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa SHORT TERM LONG TERM CHALLENGES AND OPPORTUNITIES CHALLENGES AND OPPORTUNITIES 1. Protecting the Dubuque community from flooding through 1. Complying with changing Federal and state govenunent storm water management regulations and mandates affecting 2. Protection of at-risk infrastructure and utilities environment/ecological integrity using sustainable best 3. Changing solid waste collection and funding mechanism practices [i.e. Iowa Nutrient Reduction requirement] 4. Educating the residents and businesses to increase their 2. Taking advantage of existing data and collecting new data understanding the benefits of their habits and their impacts to continue to be a smart city on "sustainability" and recognizing the impact of their 3. Investing in compliance with consent decree and the actions on community resiliency nutrient reduction strategy 5. Cleaning up and reuse of"Brownfields" sites 4. Community education on climate changes and 6. Climate changes: rain and flood events environmental sustainability 7. Community understanding of solid waste and recycling, 5. Integrating climate adaptation into City operations including curbside collection program 6. Improving the storm and groundwater quality and funding 8. Maintaining the momentum, adequate staffing and projects funding for smart resilient initiatives 7. Elimination of science-based policies and programs 9. Incorporating smart resiliency/sustainability in City 8. Regionalization of municipal services organization processes and daily practices 10. Flood wall breach threats 11. Building community understanding and support for "sustainability" and `resiliency" goals, priorities, actions using outcome-based performance measures Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 36 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa POLICY ACTIONS 2019-2021 MANAGEMENT IN PROGRESS 2019-2021 1. Emerald Ash Borer Program Top Priority 1. Sanitary Sewer System Condition Assessment: FY '20 2. Solid Waste Delivery Changes: Direction Budget and Implementation 2. Community Climate Action and Resiliency Plan: Update 3. Hydro Power: Policy Direction 3. Sewer Infrastructure Asset Management Plan: Consultant 4. Water System Condition 4. Lead and Copper Rule Compliance Water Sampling and Assessment/Master Plan Testing (Annual) 5. South Flood Wall Buried: Funding 5. Growing Sustainable Communities Conference: Expansion 6. Public Education on Bikeable/Walkable Dubuque: Funding FY '21 MANAGEMENT ACTIONS 2019-2021 7. Glass Collection Drop-off Programs: Decision 8. Flood Control System: Corps of Engineers Project Approval 1. Bee Branch Creek Project: Next Steps Top Priority 9. FOG Program: Update 2. Water and Resource Recovery Center: Nutrient Trading Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 37 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa MAJOR PROJECTS 2019-2021 ON THE HORIZON 2022 -2025 1. nth/West Locust HUD Resiliency Storm Sewer 1. Green Alley Program: Additional Funding Improvement Project: 2. Community Solarization: Report and Direction a. Phase 1 Completion 3. Goal 50% Carbon Reduction: Next Steps b. Phase 2 Funding FY `21 q, Pesticide Use Reduction 2. Fire Hydrants Installation [former Vernon Water System] 5. Alternative Fuel Fleet Strategy 3. 22"^/Kaufman Avenue HUD Resiliency Storm Sewer 6. Water [Distribution and Treatment] System Master Plan: Improvement Project: a. Phase 1 Completion Funding and Development b. Phase 2: Funding FY '21 7. Toxic Waste Site: Expansion 4. Vernon Well Abandonment 8. Landfill Gas Capture: Direction 5. WRAC Outfall Manhole Reconstruction: Consultant 9. City Government Solarization: Report and Direction 6. Bee Branch Gates/Pump Stalin 10 Composition Collection: Community Awareness a. Design 11. Drainage Basin/Flood Control through Native Planting b. Construction 12. BioCNG Municipal Service Center 7. Water Tank Inspection Program and Maintenance: 13. 42" Force Main (Terminal Street Lift Station to WRRC) — Funding FY '21 Funding 8. Pressure Reducing Valve Installation 14. Sanitary Sewer Master Plan—Funding 9. Cell 9 Landfill Project —Phase 4 15. Transit Garage CNG/Electric and Training 10. Sanitary Forcemain/Riverbank Stabilization Project (U. S. 16. Solid Waste Management Plan for 10 Years Corps of Engineers): Funding Request—Notification 11. Roosevelt Street Water Tower Project 12. Water Lines Extension— Southwest Arterial: Funding FY `21 13. SCADA Overhaul: Water Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 38 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Goal Partnership for a Better Dubuque: Building our Community that is Viable, Livable and Equitable OUTCOMES VALUE TO RESIDENTS 1. Increase resident engagement in the City governance 1. Leveraging community resources in order to accomplish processes more than tax revenues 2. Have non-profit institutions, private businesses 2. Sense of community pride and commitment to the educational institutions contributing toward Dubuque community implementation of the Imagine Dubuque Plan 3. More ownership of"end" products—residents involved 3. Partner with community organizations to provide in the process and support outcomes opportunities for residents for upward mobility and 4, Protection of residents' interests empowerment across all demographics 5. Access to wealth and social capacity— financial, 4. Engage contracted and purchased services partners in spiritual, social, etc. advancing Council goals and community betterment 6. Better access and use of City facilities 5. Be an advocate for the Dubuque community and City through lobbying at federal and state government levels 6. Become an inclusive and welcoming community for all Copyright m 2019_Lyle Sumek Associates,Inc_ Project 190802 39 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa SHORT TERM LONG TERM CHALLENGES AND OPPORTUNITIES CHALLENGES AND OPPORTUNITIES 1. Duplication of efforts and programs among community 1. Reduced funding by other agencies for community-based organizations organizations 2. Competition among community organizations for limited 2. Equity becoming ingrained in City workforce recruitment funds and replacement 3. Sustaining partnerships beyond the initial project 3. Marketing community engagement'empowennent 4. Establishing clear expectations for City government opportunities to the community— individuals and 5. Dynamic changing funding and partnerships among local, partnering organizations State of Iowa and federal governments 4. Affordable, equitable broadband services, including 6. Tax policy reform at State of Iowa and Federal staffing for fiber optics government impacting charitable giving and tax credit 5. Marketing, outreach, lack of knowledge about other programs cultures and equity 7. Developing diverse City and community leadership for the 6. Attitude: the City should solve it longterm 7. Conflicts between pro-government/more government anti- 8. Creating outcomes that are equitable government/less government in developing and 9. Building a community in polarizing times maintaining services 10. Small number of people solving multiple problems 8. Residents questioning the role of government affecting the City's ability to engage, interact and deliver services Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 40 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa POLICY ACTIONS 2019-2021 ON THE HORIZON 2022 -2025 1. Four Mounds/Heart Program: Funding High Priority 1. Inclusive Dubuque: Support 2. STEAM Educational Program with 2. Gaming Opportunities Program: Direction and City Schools: Direction and City Partnership Funding 3. Childcare: Direction and Funding 3. Dubuque County Food Policy Council: Funding 4. Liberty Recovery Center Expansion: Phase 4. Bee Branch "Bee Keepers" Initiative: Funding 2 City Funding 5. Dubuque Scholarship Program: Direction and City Action 5. Purchase of Services Policy and Process 6. Community College in Downtown Neighborhood: Direction and City Actions 7. Food Desert Reduction Policy: Development and Adoption MANAGEMENT IN PROGRESS 2019 - 2021 8. Population Retention Strategy: Direction and City Actions 9. Bus Wrap Advertising Plan (Internal and Non-profit Use): 1. My Brother's Keeper: Review and Direction a. College Access Work Group 10. MIT Poverty Study: Report and Direction b. Opportunity Dubuque 11. Intentional Application of Equity Lens (All Departments) c Grade Level Reading 12. Campaign for Grade Level Reading: Support 2. Campaign for Grade Level Reading: Community 13. Boards/Commissions Recruitment Plan Solution Action Plan— Support 3. Welcoming and Connecting with New Residents Program: Implementation (GDDC) 4. Civic Action Plan and Civic Leaders Program: a. Training b. Three Projects 5. City Racial Equity Toolkit: Results-based Accountability 6. Equity Training for City Staff 7. 2020 Census Complete Count: a. Committee b. Count c. Report Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 41 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Goal Diverse Arts, Culture, Parks and Recreation: Experiences and Activities OUTCOMES VALUE TO RESIDENTS 1. Have well-built, well-maintained and upgraded parks and 1. Opportunities for all to experience diverse arts and park amenities cultures 2. Have a well-maintained and upgraded library providing 2. Choice for residents' leisure time services and programs responsive to community needs 3. Family oriented activities for all generations 3. Become and support Dubuque as a more pet friendly 4, Accessible, equitable and diverse recreational and community enrichment programs, facilities and activities 4. Have welcoming community events and festivals that 5. Access to quality parks, facilities and park amenities for bring the Dubuque community together—residents all meeting residents 6. Enriches quality of life 5. Have family-oriented programs and activities with high level of community participation 6. Have amenities for special needs population with high level of community participation 7. Expand arts and cultural opportunities with access for all 8. Plan, develop and maintain at a high level specialty parks and venues responsive to the evolving community needs Copyright m 2019_Lyle Sumek Associates,Inc_ Project 190802 42 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa SHORT TERM LONG TERM CHALLENGES OPPORTUNITIES CHALLENGES OPPORTUNITIES 1. Funding for the maintenance of aging parks, structures 1. Staffing or contractual services for leisure services for and facilities additional assets and service expansion 2. Having equitable partnerships with schools and other 2. Developing facility/venues for families, particularly with community organizations young children 3. Funding and developing new parks in newer subdivisions 3. Competition for athletic fields 4. Aging park, park amenities and recreational facilities 4. How to equitably deliver City services with less resources needing upgrade 5. Increasing demand for new alternative sports and need for 5. Lack of indoor programming spaces and use agreements land and facilities 6. Providing equitable leisure programs and services 6. SeasonaUpart-time employees wage levels and scheduling 7. Lack of pet friendly spaces and amenities. 8. Sustainable and additional funding for leisure services facilities and programs 9. Changing leisure and recreation trends, including facilities and programs for special needs populations 10. Funding for ADA compliance 11. Obtaining agreement with Dubuque Community School District for community use of indoor aquatic facility and financing implications 12. Connecting trail system Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 43 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa POLICY ACTIONS 2019-2021 MANAGEMENT IN PROGRESS 2019-2021 1. Five Flags: Direction and Funding Top Priority 1. All Community Reads Events 2. Pet Friendly Community: Definition, High Priority 2. E. B. Lyons Center Partnership Development: Agreement Direction and Funding 3. Library Marketing Campaign: 3. Arts and Culture Master Plan: a. Decision: Funding FY '21 Implementation 4. Pollinator Habitat in Park System: 4. Chaplain Schmitt Island Master Plan: a. Research Implementation and Phasing b. Funding FY '22 5. Americorps: Direction and Funding: a. Cast Match—Funding b. Partnership Development MANAGEMENT ACTIONS 2019-2021 c. Grant d. Program 1. Park Development Projects for Non-TIF Top Priority 6. Changing Lives Through Literature Program Donated Park Sites: Funding 2. Leisure Services Facilities Deferred Top Priority Maintenance: Assessment Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 44 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa MAJOR PROJECTS 2019-2021 ON THE HORIZON 2022 -2025 1. Eagle Point Park Environmental Restoration Project: 1. Outdoor Pool: Direction and Funding a. Phase 1 —Award Construction 2. Parks and Recreation Master Plan: Funding b. Phase 2 —Award Construction 3. Community Center Concept Master Plan: Direction 2. Bunker Hill Golf Course Irrigation: 4, Dog Park: Options Review, Direction and Funding a. Bid 5. Sidewalk Poets: Report and Direction b. Construction 3. Miracle League Complex: Construction (Miracle League of 6. Highway 20 Re-landscaping Plan: Adoption and Funding Dubuque) 7. Reservation System and Software: Direction and Funding 4. Comiskey Park Renovation 8. Library Programs Expansion: Funding 5. English Ridge Subdivision Park and Eagle Valley 9. Library Services Survey Implementation: Funding Subdivision Park 10. Swimming Pool/Aquatic Venues: Evaluation Report with a. Plan Options, Direction b. Construction 11. Outdoor Pool: Priority, Rehab or Build, Direction and 6. Veterans Park Dedication: Funding a. Rebid 12. FDR Park Development b. Construction 13. Pollinator Habitat in Park System —Funding 7. Grand River Center: Upgrade Projects 14. Library Facilities Oil Tank and Landscaping: Funding 15. Citywide Landscaping: Direction and Funding 16. Splash Pad: Location and Funding 17. Young Adult Activities: Sustainable Funding Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 45 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Goal Connected Community: Equitable Transportation, Technology Infrastructure, and Mobility OUTCOMES VALUE TO RESIDENTS 1. Increase and sustain commercial air service 1. Reduced traffic congestion and improved traffic flow 2. Increase public transit ridership by choice 2. Better conditions of streets and sidewalks with 3. Improve traffic flow throughout the city (East-West eliminated obstructions and improved visibility corridor, roundabouts, light synchronization) 3. Commuting through telecommunications 4. Increase availability, bandwidth and redundancy 4. Greater economic opportunities 5. Implement "Complete Streets" concept 5. Air service access to major hub 6. Have well maintained, improved transportation system — 6. Choice among alternative transportation modes vehicles, roadways, sidewalks and trails Copyright m 2019_Lyle Sumek Associates,Inc_ Project 190802 46 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa SHORT TERM CHALLENGES AND LONG TERM OPPORTUNITIES CHALLENGES AND OPPORTUNITIES 1. Funding for increased maintenance of streets and 1. Funding for connecting bike trails sidewalks 2. Transit service by choice and to area destination serving 2. Competition for air service and limited number of carriers the needs of all residents through a partnership with RTA operating in the Midwest 3. Equity in broadband affordability and availability 3. Funding for "Complete Streets" implementation, 4. Funding for transportation and connectivity projects including bike/hike ways throughout Dubuque 5. Growing trends for vehicular travel: Uber/Lyft; 4. Increasing costs of street maintenance and snow removal autonomous vehicles, scooters 5. Rehabilitating concrete streets 6. Replacement of gas tax funding 6. Funding to support alternative fuel vehicles 7. Lack of on-street parking demand data 7. Increasing number of people walking, biking or using 8, Shortage of pilots public transportation to go to and from places of 9. Changing the image — "who rides the bus" employment 10. Finding drivers with CDL licenses 8. Addressing parking concerns, perceptions and issues 11. Abundance to telecommunications providers 12. Resident engagement regarding fiber to homes and small cells Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 47 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa POLICY ACTIONS 2019-2021 MANAGEMENT IN PROGRESS 2019 -2021 1. Major Street Improvements Plan: Project Top Priority 1. Bus Routes: Update/Maps Priority and Funding 2. WiFi in Fixed Routes: 2. Transit Vehicle Replacement: Funding High Priority a. Exploration 3. Street Maintenance Program: Increased High Priority b. Funding FY `21 Funding 3. Smart Tool for Integrated Parking Platform: a. Pilot Program 4. Sidewalk Policy: Review and Direction b. Funding FY `21 4. Ramps Structural Analysis: a. Preliminary Analysis MANAGEMENT ACTIONS 2019-2021 b. RFP 5. Comprehensive Pavement Preservation: 1. Traffic Signal Synchronization/STREETS Top Priority a. Consultant b. Plan 6. WiFi in Intermodal and Intennodal Lobby: Funding FY '21 7. Transportation Customer App: Funding FY `21 8. ADA Pads for Bus Stops: Funding FY `21 9. BUILD Grants and Other Grants: Application 10. Downtown Parking Ordinance: Major Revision 11. Smart Technology for Transportation Data Collection: Staff Funding Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 48 Strategic Plan 2019—2025 —2035/Mayor and City CounciVDubuque,Iowa MAJOR PROJECTS 2019—2021 ON THE HORIZON 2022 —2025 1. Parking Lots Re-striping 1. Highway 20 Traffic Congestion Reduction Plan 2. Highway 52 Repaving 2. Parking Master Plan 2007: Update 3. Washington Street Improvements (7h to 9d'): 3. Complete Streets Policy: Direction Completion, Funding FY '21 4. Ramp Maintenance and Repair Plan: Funding and 4. Four Laning Southwest Arterial: Completion Development 5. Chavenelle Road Rehabilitation 5. Community Broadband Strategy: `Desert" Analysis and 6. Chavenelle Road Hike/Bike Trail City Actions on Affordability, Availability and Equitable . NW Arterial Upgrade (IDOT) 6. Overnight/Residential Parking Evaluation and Study: 7 P� Report and Direction 8. North Cascade Reconstruction (to Timber Hyrst 7. Pedestrian Safety Improvement Projects: Priority and Subdivision) Water Main Extension: Phase 1 Funding 9. Roundabouts 8. Spring Valley to Northwest Arterial Trail Connector a. University/Pennsylvania: Design 9. 2"d/3rd Shift Employment/Area Destinations b. University/Asbury: Design Transportation c. University/Loras: Design 10. City Broadband Program: Implementation 11. Digital Parking Meters: Direction 12. JFK Road Sidewalks: Direction and Funding 13. City Street Naming Policy for Veterans: Report and Direction 14. Streetscapes and Medians Enhancements: Direction and Funding 15. Marketing Air Service to Businesses 16. Public Access Channel: Report and Direction 17. Radford/Pennsylvania Roundabout 18. Corporate Hangar Repair 19. Additional Corporate Hangars 20. Old Air Terminal Demolition—Funding 21. Smart Parking Meter Technology: Direction Copyright© 2019_Lyle Sumek Associates,Inc_ Project 190802 49 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa CITY OF DUBUQUE ACTION AGENDA 2019 - 2021 Copyright© 2019: Lyle Sumek Associates,Inc Project 190802 50 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa City of Dubuque Policy Agenda 2019 — 2021 TOP PRIORITY Dream Center Facilities and Programs Imagine Dubuque Implementation Major Street Improvements Plan: Project Priority and Funding Parking Ramp Maintenance: Funding Human Resource Policies and Handbook: Revision Emerald Ash Borer Program HIGH PRIORITY Transit Vehicle Replacement: Funding Debt Reduction Plan: Re-Affirmation Four Mounds/Heart Program: Funding Street Maintenance Program: Increased Funding Fountain of Youth: Funding Brain Health Strategy and Action Plan Copyright© 2019_Lyle Sumek Associattes,Inc Project 190802 51 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa City of Dubuque Management Agenda 2019 — 2021 TOP PRIORITY Equitable Poverty Prevention: Action Plan Multi-tiered Housing Inspection Program Park Development Projects for Non-TIF Donated Park Sites: Funding Industrial Park Development CHANGE Program: Implementation Bee Branch Creek Project: Next Steps Leisure Services Facilities Deferred Maintenance: Assessment Traffic Signal Synchronization/STREETS HIGH PRIORITY Citywide Departmental Work Order System Implementation Dubuque Riverfront Master Plan (US Army Corps of Engineers) Water and Resource Recovery Center: Nutrient Trading Innovation and Entrepreneurial Strategy and City Actions School Resource Officers: Implementation Southwest Arterial Business Development Copyright© 2019_Lyle Sumek Associattes,Inc Project 190802 52 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Management in Progress 2019 — 2021 FAA Supplemental Funding: Apron Funding Federal Opportunity Zones: Direction and Next Steps; Advocacy; Legislative Action — Extend Deadline; Marketing Brochure Brownfield Grants (4) Riverfront Lease Sites [5]: Marketing Brochure Downtown Housing Creation Grant Program: CIP Funding Business Development at the Airport: University of Dubuque — Pending Funding Opportunity Dubuque Job Training Program: Support Gaining Opportunity Program Linked GDDC Retail Attraction Strategy: Implementation Air Charters to Leisure Destinations Water and Resource Recovery Center: Certification of Environmental Laboratory for Analysis of Nutrients CAD Connection to City Cameras Network: Implementation Smart 9-1-1 Personal and Building Profile Marketing: Kick off Implementation Panic Button with City Communication National Quality Assurance: FY '21 Budget Funding Healthcare for Residents from Pacific Islands: FY '21 Budget Funding Humane Society Contract Renewal Police Re-Accreditation: Completion Copyright© 2019_Lyle Sumek Associattes,Inc Project 190802 53 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Quick Response Pumper: Operational Ambulance Staffing Alternatives Police Department Transition to New Caliber and Weapons P25 Radio System Building and Implementation Fire Accreditation: Completion Traffic Camera System: Installation School Safety and Security Plan and Protocols: Refinement Dispatcher Training Program: Additional Police Officer Recruitment and Retention Barrington Lakes Reservoir Abandonment Code Enforcement Accela Program: FY '21 Budget Funding Downtown Commercial Buildings Project Cartegraph OMS System Asset Management System Expansion New Employee and Promoted Employee Orientation and Support Program: Launch Paperless Accounts Payable Workflow Development and Implementation Internal Liquor License Approval Process: Finalization Certified Financial Report Software Conversion 3rd Street Data Center Indirect Rate for Grants: FY '21 Budget Request Financial Management Software: Study and Draft RFP I-Net Connection for Remote Site: WRRC, Fire Leisure Services FY '21 Budget Request ADA Compliance Transition Report Copyright© 2019_Lyle Sumek Associattes,Inc Project 190802 54 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Workers Compensation Claims Management: Contract Community Resident Survey and Actions InVision Facility Management Software Implementation Health Benefits Consulting and Actuarial Services: Contract Aerial Photography and Control Monumentation City Website: Redesign Liquor License Process: State Advocacy High Performing Organization/Outcome-driven Decision Making Strategy and Performance Measures Diverse Applicants Recruitment Strategy Sanitary Sewer System Condition Assessment: FY '20 Budget Community Climate Action and Resiliency Plan: Update Sewer Infrastructure Asset Management Plan: Consultant Lead and Copper Rule Compliance Water Sampling and Testing (Annual) Growing Sustainable Communities Conference: Expansion Public Education on Bikeable/Walkable Dubuque: Funding FY '21 Glass Collection Drop-off Programs: Decision Flood Control System: Corps of Engineers Project Approval FOG Program: Update My Brother's Keeper: Campaign for Grade Level Reading: Community Solution Action Plan — Support Welcoming and Connecting with New Residents Program: Implementation (GDDC) Civic Action Plan and Civic Leaders Program: Copyright© 2019_Lyle Sumek Associattes,Inc Project 190802 55 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa City Racial Equity Toolkit: Results-based Accountability Equity Training for City Staff 2020 Census Complete Count: All Community Reads Events E. B. Lyons Center Partnership Development: Agreement Library Marketing Campaign: Pollinator Habitat in Park System: Americorps: Direction and Funding: Changing Lives Through Literature Program Bus Routes: Update/Maps WiFi in Fixed Routes: Smart Tool for Integrated Parking Platform: Ramps Structural Analysis: Comprehensive Pavement Preservation: WiFi in Intermodal and Intermodal Lobby: Funding FY `21 Transportation Customer App: Funding FY `21 ADA Pads for Bus Stops: Funding FY `21 BUILD Grants and Other Grants: Application Downtown Parking Ordinance: Major Revision Smart Technology for Transportation Data Collection: Staff Funding Copyright© 2019_Lyle Sumek Associattes,Inc Project 190802 56 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Major Projects 2019 — 2021 Dmarc Relocation [Phone Lines from Old Terminal] Old Air Terminal Demolition Fire Headquarter and Stations ADA Compliance Crescent Community Health Center: Clinic Fire Station HVAC and Lighting Improvements Multi-Cultural Family Center Lowell Street Retaining Wall Repair: Funding Historic Millwork District Parking Lot and Signage City Hall Sidewalks Heating System City Hall Annex Windows Replacement 17"YWest Locust HUD Resiliency Storm Sewer Improvement Project: Fire Hydrants Installation [former Vernon Water System] 2rd/Kaufman Avenue HUD Resiliency Storm Sewer Improvement Project: Vernon Well Abandonment WRRC Outfall Manhole Reconstruction: Consultant Bee Branch Gates/Pump Statin Water Tank Inspection Program and Maintenance: Funding FY '21 Pressure Reducing Valve Installation Cell 9 Landfill Project — Phase 4 Copyright© 2019_Lyle Sumek Associattes,Inc Project 190802 57 Strategic Plan 2019—2025 —2035/Mayor and City Council/Dubuque,Iowa Sanitary Forcemain/Riverbank Stabilization Project (U. S. Corps of Engineers): Funding Request — Notification Roosevelt Street Water Tower Project Water Lines Extension — Southwest Arterial: Funding FY '21 SCADA Overhaul: Water Eagle Point Park Environmental Restoration Project: Bunker Hill Golf Course Irrigation: Miracle League Complex: Construction (Miracle League of Dubuque) Comiskey Park Renovation English Ridge Subdivision Park and Eagle Valley Subdivision Park Veterans Park Dedication: Grand River Center: Upgrade Projects Parking Lots Re-striping Highway 52 Repaving Washington Street Improvements (7"' to 9th): Completion, Funding FY '21 Four Laning Southwest Arterial: Completion Chavenelle Road Rehabilitation Chavenelle Road Hike/Bike Trail NW Arterial Upgrade (IDOL) North Cascade Reconstruction (to Timber Hyrst Subdivision) Water Main Extension: Phase 1 Roundabouts Copyright© 2019_Lyle Sumek Associattes,Inc Project 190802 58 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowwa Policy Agenda 2019 — 2021 City of Dubuque Targets for Action TOP PRIORITY Dream Center Facilities and Programs Imagine Dubuque Implementation Major Street Improvements Plan: Project Priority and Funding Parking Ramp Maintenance: Funding Human Resource Policies and Handbook: Revision Emerald Ash Borer Program HIGH PRIORITY Transit Vehicle Replacement: Funding Debt Reduction Plan: Re-Affirmation Four Mounds/Heart Program: Funding Street Maintenance Program: Increased Funding Fountain of Youth: Funding Brain Health Strategy and Action Plan Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 59 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowwa Management Agenda 2019 — 2021 City of Dubuque Targets for Action f TOP PRIORITY Equitable Poverty Prevention: Action Plan Multi-tiered Housing Inspection Program Park Development Projects for Non-TIF Donated Park Sites: Funding Industrial Park Development CHANGE Program: Implementation Bee Branch Creek Project: Next Steps Leisure Services Facilities Deferred Maintenance: Assessment Traffic Signal Synchronization/STREETS HIGH PRIORITY Citywide Departmental Work Order System Implementation Dubuque Riverfront Master Plan (US Army Corps of Engineers) Water and Resource Recovery Center: Nutrient Trading Innovation and Entrepreneurial Strategy and City Actions School Resource Officers: Implementation Southwest Arterial Business Development Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 60 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa Action Outlines 2019 — 2021 City of Dubuque Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 61 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa GOAL 1 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY ACTION: DREAM CENTER FACILITIES AND PRIORITY PROGRAMS Po(iry—Top Key Issues Activities/Milestones Time • Outcomes 1. Submit specific funding request—facility, 1/20 • Facility staffing and programs • Staffing 2. Council Decision: Funding FY '21 3/20 • Programs • Contact Person: City and Organization • Funding Sources Responsibility: Housing ACTION: PARKING RAMP MAINTENANCE: FUNDING PRIORITY Policy—Top Key Issues Activities/Milestones lime • Gates 1. Issue RFP to review the parking— condition 11/19 • Maintenance assessment, maintenance life • Pilot—"Gateless" 2. Award contract 11/19 Ramp 3. Complete study 1/20 • Locust Street Ramp 4. Develop specific proposal 1/20 5. Council Decision: Funding FY '21 3/20 Responsibility: Transportation Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 62 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: FOUNTAIN OF YOUTH: FUNDING PRIORITY Policy—Htgh Key Issues Actiffiie&Milestones Lime • Outcomes 1. Meet with Director and Board— identify 10/19 • Contact Person detailed funding needs, share information on • Programs budget/purchase service process • Staffing 2. Develop specific budget request 1/20 • Facility 3. Council Decision: Funding FY '21 3/20 4. Identify additional non-City funding sources 7/20 Responsibility: Human Rights ACTION: AIR SERVICE EXPANSION: CITY ACTIONS PRIORITY AND FUNDING FOR GUARANTEE Policy Key Issues ActhtttesMilestones Iime • Grant 1. DOT Grant Approval —Notification 11/19 • Supplemental Fund 2. Initiate negotiation 12/19 • Agreement 3. Airport Board: Agreement Approval 5/20 4. Service initiated 7/20 Responsibility: Airport ACTION: AFFORDABLE HOUSING CREATION: PRIORITY DIRECTION AND CITY ACTIONS Policy Key Issues ActhtttesMlestones Iime 1. Prepare Consolidated Plan 2/20 2. Decision: Consolidated Plan Adoption 3/20 3. Program: Funding FY '21 3/20 4. Identify Housing TIF Opportunities Ongoing Responsibility: Housing Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 63 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: CENIRAL AVENUE CORRIDOR PRIORITY REVITALIZATION: NEXT STEPS paltry Key Issues Activities/Milestones Lime • Communications with 1. Complete initial traffic study 8/19 Stakeholders 2. Coordinate ADA ramp improvements 11/19 3. Resurfacing Highway 52 9/20 4. Decision: Streetscape plan 2022 5. Meet with potential stakeholders on Central Ongoing Committee Responsibility: Economic Development, Engineering ACTION: INDUSTRIAL PARK DEVELOPMENT PRIORITY Mgmt—Top Key Issues Activities/Milestones Time A. City Owned 1. McFadden Property a. Council Decision: Funding 3/20 FY '21 Road and Infrastructure 2. Conceptual Development Plan a. Council Decision: Funding 3/20 FY '21 B. New Opportunities 1. Review Annexation Study TBD Responsibility: Economic Development ACTION: DUBUQUE RIVERFRONT MASTER PLAN PRIORITY ]US ARMY CORPS OF ENGINEERS] Mgmt—High Key Issues ActhtttesMlestones Time • Recreation 1. Complete Report 12/20 • Connection to 2. Presentation: Report 1/21 Riverfront • Environmental Enhancement Responsibility: Engineering Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 64 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: INNOVATION AND ENTREPRENEURIAL PRIORITY SIRATEGY AND CITY ACTIONS Mgmt—High Key Issues Activities/Milestones Lime • Eco System 1. Identify and develop funding and process for 12/19 • Connecting Resources business assistance 2. Council Presentation: Report and Direction 1/20 Responsibility: Economic Development ACTION: SOUTHWEST ARTERIAL BUSINESS PRIORITY DEVELOPMENT (with GDDC) Mgmt—High Key Issues Activities/Milestones Iime • Utilities Extension 1. Complete Annexation Study Complete • Zoning 2. Work Session: Annexation Presentation 1/20 • Business Types 3. Develop Plan for Development —Annexation TBD • Overall Land Uses Area • Locations Responsibility: Economic Development ACTION: CITY ECONOMIC DEVELOPMENT: FULL PRIORITY STAFFING Mgmt Key Issues ActhtttesMlestones Iime 1. Complete staffing 9/19 Responsibility: Economic Development Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 65 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: DUBUQUE BREWING & MALTING BUILDING PRIORITY Mgmt Key Issues Actiffiie&Milestones Lime 1. Private—Funding Gap 4/21 Responsibility: Economic Development ► Management in Progress 2019-2021 TIME 1. FAA Supplemental Funding: Apron Funding 10/19 4/20 2. Federal Opportunity Zones: Direction and Next Steps; Advocacy; 12/19 Legislative Action—Extend Deadline; Marketing Brochure 3. Brownfield Grants (4) a. Multi Purpose — Consultant Contract 12/19 b. Blum Site (3) 1/20— 1/21 4. Riverfront Lease Sites [5]: Marketing Brochure 2/20 5. Downtown Housing Creation Grant Program: CEP Funding 3/20 6. Business Development at the Airport: University of Dubuque — TBD Pending Funding 7. Opportunity Dubuque Job Training Program: Support Gaining Ongoing Opportunity Program Linked 8. GDDC Retail Attraction Strategy: Implementation Ongoing 9. Air Charters to Leisure Destinations Ongoing ► Major Projects 2019 -2021 TIME 1. Dmarc Relocation [Phone Lines from Old Terminal] 1/20 2. Old Air Tenninal Demolition 7/20 Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 66 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa GOAL 2 VIBRANT COMMUNITY: HEALTHY AND SAFE ACTION: BRAIN HEALTH SIRATEGY AND ACTION PRIORITY PLAN Policy—Htgh Key Issues AcbffiieseMilestones Lime • City Role 1. Work Session: Who, Responsibility, Potential 2/20 • Service Needs City Role • Funding 2. Council Decision: Funding FY '21 for 3/20 • Service Providers Crescent Expanded Service • Critical Partners 3. Determine host/facility for "Access Center" TBD • County: 4. Work with Community Foundation Brain Ongoing Responsibility Health Task Force Responsibility: Health ACTION: CRIME PREVENTION PROGRAM PRIORITY Policy Key Issues AcbyittesiMilestones lime • Sexual Assaults 1. Report: Presentation and Direction 3/20 Responsibility: Police ACTION: WEST END FIRE STATION 7: PLANNING PRIORITY Policy Key Issues AcbyittesiMilestones lime • New or Relocation 1. Council Decision: Funding for Staff 3/20 • Location 2. Establish possible locations: land costs, 3/20 • Costs response time 3. Revise CIP for vehicles 11/20 Responsibility: Fire Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 67 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: COMMUNITY SECURITY/SURVEILLANCE PRIORITY CAMERAS SYSTEM EXPANSION Policy Key Issues ActhttiemMilestones Lime • Equity Evaluation 1. Develop expansion/staffing proposal 12/19 • Technology 2. Council Decision: Funding FY '21 3/20 • Staffing • Locations • Connection to School District • LPR: Direction and Funding • Parking • Autonomous Vehicle: Preparation Responsibility: Engineering ACTION: SCHOOL RESOURCE OFFICERS: PRIORITY IMPLEMENTATION Mgmt—High Key Issues Acbvitie&Milestones Lime 1. Hire SRO (1) 1/20 Responsibility: Police Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 68 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ► Management in Progress 2019-2021 TIME 1. Water and Resource Recovery Center: Certification of Environmental 1/20 Laboratory for Analysis of Nutrients 2. CAD Connection to City Cameras Network: Implementation 1/20 3. Smart 9-1-1 Personal and Building Profile Marketing: Kick off 1/20 Implementation 4. Panic Button with City 1/20 5. Communication National Quality Assurance: FY '21 Budget Funding 3/20 6. Healthcare for Residents from Pacific Islands: FY '21 Budget Funding 3/20 7. Humane Society Contract Renewal 6/20 8. Police Re-Accreditation: Completion 7/20 9. Quick Response Pumper: Operational 7/20 10. Ambulance Staffing Alternatives 7/20 11. Police Department Transition to New Caliber and Weapons 7/20 12. P25 Radio System Building and Implementation 8/20 13. Fire Accreditation: Completion 1/22 14. Traffic Camera System: Installation Ongoing 15. School Safety and Security Plan and Protocols: Refinement Ongoing 16. Dispatcher Training Program: Additional Ongoing 17. Police Officer Recruitment and Retention Ongoing ► Major Projects 2019 -2021 TIME 1. Fire Headquarter and Stations ADA Compliance 11/19 2. Crescent Community Health Center: Clinic 11/19 3. Fire Station HVAC and Lighting Improvements 3/20 4. Multi-Cultural Family Center: a. Office: Funding 3/20 b. Construction 5/20 Copyright©2020_Lyle Sumek Associates,Inc_ Project 200101 69 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa GOAL 3 LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE ACTION: IMAGINE DUBUQUE IMPLEMENTATION PRIORITY Policy—Top Key Issues Activities/Milestones Time 1. Develop Document—Framework for Impact 7/20 Model 2. Council Presentation: Report and Direction 8/20 Responsibility: Planning ACTION: JFK CORRIDOR REVITALIZATION PLAN AND PRIORITY VISION Por y Key Issues Activities/Milestones Ttme • Next Steps 1. Review Imagine Dubuque 8/19 • Vision 2. Council Report: Presentation and Direction 10/19 • Traffic/ITS • Pedestrian Safety • Lack of"Green" • Streetscape • Sidewalk • Utilities • Topography • Access Issues • ROW Additional Responsibility: Planning Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 70 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: CITYWIDE HOUSING STUDY: PARAMETERS, PRIORITY COMPLETION AND DIRECTION ror y Key Issues Activities/Milestones Lime • Affordable 1. Complete Housing Needs Assessment 12/19 • Accessibility 2. Council Presentation: Consolidated Plan, 3/20 • Size of Unit — including Housing Needs Number of Bedrooms • Pet Friendly Responsibility: Housing ACTION: SOURCE OF INCOME: REPORTING AND PRIORITY METRICS Porky Key Issues Activities/Milestones Lime 1. Develop Annual Report 2/20 Responsibility: Housing ACTION: COMMUNITY RESOURCES ONE-STOP SHOP: PRIORITY DEVELOPMENT Porky Key Issues Activities/Milestones Itme • Social Community 1. Establish partnerships 12/19 Resource 2. Council Presentation: Report and Direction 2/20 Responsibility: Housing Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 71 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: EQUITABLE POVERTY PREVENTION: PRIORITY ACTION PLAN Mgmt—Top Key Issues Activities/Milestones Time 1. Hire consultant 9/19 2. Completion 8/20 3. Presentation 8/20 4. Decision: Plan Adoption 10/20 Responsibility: Planning ACTION: MULTI-TIERED HOUSING INSPECTION PRIORITY PROGRAM Mgmt—Top Key Issues Activities/Milestones Ttme 1. Council Report: Presentation and Direction 2/20 Responsibility: Housing ACTION: CHANGE PROGRAM: IMPLEMENTATION PRIORITY Mgmt—Top Key Issues Activities/Milestones Ttme A. North True Initiative 1. Begin construction (5) 9/19 2. Purchase additional (5) 6/21 B. Bee Branch Healthy Homes Resiliency Program 1. Complete 75 units 8/20 Responsibility: Housing Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 72 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: HOUSING VOUCHER PROGRAM PRIORITY RE-BRANDING Mgmt Key Issues Activities/Milestones Lime • Needs Fulfillment 1. Meet with Inclusive Dubuque — 12/19 • Positive Stories Marketing/Target Groups • Community Benefits 2. Complete employee training 3/20 • Community Information • Landlord Acceptance of Voucher Responsibility: Housing ► Management in Progress 2019-2021 TIME 1. Barrington Lakes Reservoir Abandonment 1/20 2. Code Enforcement Accela Program: FY '21 Budget Funding 3/20 3. Downtown Commercial Buildings Project 6/21 ► Major Projects 2019 -2021 TIME 1. Lowell Street Retaining Wall Repair: Funding 3/20 2. Historic Millwork District Parking Lot and Signage 11/20 Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 73 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa GOAL 4 FINANCIALLY RESPONSIBLE, HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY ACTION: HUMAN RESOURCE POLICIES AND PRIORITY HANDBOOK: REVISION Policy—Top Key Issues Acthttie&Mlestones Time • Training 1. Review of current policies and issues 3/20 2. Complete draft HR policies 4/20 3. Presentation: HR Policies 6/20 Responsibility: Human Resources ACTION: DEBT REDUCTION PLAN: RE-AFFIRMATION PRIORITY Policy—Htgh Key Issues ActhtttesMlestones Time 1. Continue Debt Reduction Plan Ongoing Responsibility: Finance ACTION: CITY INFORMATION AND NETWORK PRIORITY SECURITY: DIRECTION AND FUNDING Policy Key Issues Acthttte&Mlestones Time 1. Decision: Funding FY '20 Firewall 3/20 2. Complete Penetration Study—Phase 1 7/20 3. Develop Specs and Order 7/20 Responsibility: Information Technology Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 74 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: CITY FACILITIES/WORK SPACE ANALYSIS PRIORITY AND PLAN: REPORT AND FUNDING Policy Key Issues Activities/Milestones Lime 1. Define scope and determine cost 11/19 2. Decision: Funding FY '21 —Work Space 3/20 Analysis Responsibility: Assistant City Manager ACTION: 9-1-1 COMMUNICATIONS CENTER: RE- PRIORITY NEGOTIATIONS WITH DUBUQUE COUNTY Policy Key Issues Activities/Milestones Iime • Equitable 1. Develop update proposal 9/19 Distribution of Costs 2. Completed Updated 28E Agreement 2/20 3. Decision: 28E Agreement 2/20 Responsibility: City Manager ACTION: CITY SERVICES AND STAFFING: FUNDING PRIORITY Policy Key Issues Activities/Milestones Iime • Service 1. Review and prioritize City services/service 11/19 • Service Level levels • Staffing Level 2. Prepare budget recommendations 12/19 • Work Space 3. Decision: Funding FY '21 staffing and services 3/21 Responsibility: Assistant City Manager Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 75 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: CITYWIDE DEPARTMENTAL WORK ORDER PRIORITY SYSTEM IMPLEMENTATION Mgmt—High Key Issues Activities/Milestones Lime 1. Plan design 3/20 2. Implement system 7/20 Responsibility: Information Services ACTION: CITY PERFORMANCE MEASURES: PRIORITY DIRECTION Mgmt Key Issues Activities/Milestones Iime 1. Finalize measures 11/19 2. Council Work Session: Presentation 11/19 Responsibility: Assistant City Manager ACTION: CARTEGRAPH PARTNERSHIP EXPANSION: PRIORITY NEXT STEPS Mgmt Key Issues Activities/Milestones Iime 1. Enterprise License 9/19 2. High Performing Government Report 2/20 3. Engineering Pilot 1/20—9/20 4. Storm Sewer Asset 7/20 5. Bee Branch Creek Asset 12/20 Responsibility: Information Services Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 76 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ► Management in Progress 2019-2021 TIME 1. Cartegraph OMS System Asset Management System Expansion a. Enterprise Licensing 9/19 b. Engineering Pilot 7/20 c. Storm Sewer Pilot 7/20 2. New Employee and Promoted Employee Orientation and Support 11/19 Program: Launch 3. Paperless Accounts Payable Workflow Development and 12/19 Implementation 4. Internal Liquor License Approval Process: Finalization 1/20 5. Certified Financial Report Software Conversion 1/20 6. 3`d Street Data Center a. Back Up Relocation 1/20 b. Disaster Recovery: Funding 3/20 7. Indirect Rate for Grants: FY '21 Budget Request 3/20 8. Financial Management Software: Study and Draft RFP 3/20 a. Financial ERP b. Cost Allocation Software c. Cloud-based Collaborative Software 9. I-Net Connection for Remote Site: WRAC, Fire Leisure Services 3/20 FY '21 Budget Request 3/21 10. ADA Compliance Transition Report a. Funding Phase 2 3/20 b. Software 7/20 11. Workers Compensation Claims Management: Contract 4/20 12. Community Resident Survey and Actions 5/20 13. InVision Facility Management Software Implementation 7/20 14. Health Benefits Consulting and Actuarial Services: Contract 7/20 15. Aerial Photography and Control Monumentation 8/20 16. City Website: Redesign 1/21 17. Liquor License Process: State Advocacy Ongoing 18. High Performing Organization/Outcome-driven Decision Making Ongoing Strategy and Performance Measures 19. Diverse Applicants Recruitment Strategy Ongoing ► Major Projects 2019 -2021 TIME 1. City Hall Sidewalks Heating System 11/19 2. City Hall Annex Windows Replacement 7/20 Copyright©2020_Lyle Sumek Associates,Inc_ Project 200101 77 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa GOAL 5 SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES ACTION: EMERALD ASH BORER PROGRAM PRIORITY Policy—Top Key Issues Activities/Milestones Time • Liability 1. Report: Program Review and Direction 10/19 • Tree Condition— 2. Prepare budget proposal 11/19 Brittle 3. Develop expanded communications —website, 1/20 • Private Property public information Trees 4. Decision: Funding FY '21 3/20 • Public Property Trees • City Role • Limited Number of Contractors • Tree Replacement • Tree Inventory • Trees Forever Partnership • Goal: Re-forestation Number • Sidewalk Replacement Responsibility: Leisure Services/Engineering ACTION: SOLID WASTE DELIVERY CHANGES: PRIORITY DIRECTION AND IMPLEMENTATION Po(iry Key Issues Activities/Milestones Time • Glass 1. Glass: Direction 9/19 • Hazardous Waste 2. Develop budget proposal— carts 12/19 • Recycling 3. Decision: Funding FY '21 carts/marketing 3/20 • Public Education 4. Development public marketing program 4/20 Responsibility: Public Works Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 78 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: HYDRO POWER: POLICY DIRECTION PRIORITY aortcy Key Issues Activities/Milestones Lime • Goal 1. Explore pursuit of the FERC permit 1/20 • Partnerships 2. Explore potential partnership 1/20 • Generation 3. Report: Presentation and Direction 2/20 • Electric Grid Responsibility: Assistant City Manager ACTION: WATER SYSTEM CONDITION PRIORITY ASSESSMENT/MASTER PLAN Poriry Key Issues Activities/Milestones Lime • Condition 1. Develop budget proposal 12/19 Assessment 2. Decision: Funding FY '20 Condition 3/20 • Aging Facility— Assessment Maintenance Intensive • HVAC • Structure —Roof and Foundation • Water Supply— Sources Responsibility: Water ACTION: SOUTH FLOOD WALL BURIED: FUNDING PRIORITY tufty Key Issues Activities/Milestones Itme • Design 1. Develop plan and estimate of costs 12/19 • Funding 2. Decision: Funding FY '21 5/20 • Federal Grants 3. Pursue outside funding Ongoing • Competition: Other Cities Responsibility: Engineering Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 79 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: BEE BRANCH CREEK PROJECT: NEXT STEPS PRIORITY Mgmt—Top Key Issues Activities/Milestones Time 1. Decision: Funding FY '21 —Maintenance 3/20 2. Cleanup/stabilize maintenance facility site 12/20 3. Construct Lower Bee Branch Bike Trail 12/20 4. Complete culvert project 6/21 Responsibility: Engineering ACTION: WATER AND RESOURCE RECOVERY PRIORITY CENTER: NUTRIENT 1RADING Mgmt—High Key Issues Activities/Milestones Ttme 1. Sign agreement with DNR 12/19 2. Complete analysis watershed improvement 12/19 projects 3. Complete update Nutrient Reduction Plan 12/20 Responsibility: WRAC ► Management in Progress 2019-2021 TIME 1. Lead and Copper Rule Compliance Water Sampling and Testing 9/19 (Annual) 2. Glass Collection Drop-off Programs: Decision 9/19 3. Growing Sustainable Communities Conference: Expansion 10/19 4. Sewer Infrastructure Asset Management Plan: Consultant 1/20 5. Public Education on Bikeable/Walkable Dubuque: Funding FY '21 3/20 6. Community Climate Action and Resiliency Plan: Update 4/20 7. FOG Program: Update 5/20 8. Sanitary Sewer System Condition Assessment: FY '20 Budget 7/20 9. Flood Control System: Corps of Engineers Project Approval 7/20 Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 80 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ► Major Projects 2019 -2021 TIME 1. nth/West Locust HUD Resiliency Storm Sewer Improvement Project: a. Phase 1 Completion 9/19 b. Phase 2 Funding FY '21 3/20 2. Fire Hydrants Installation [fonder Vernon Water System] 11/19 3. 22"d/Kaufman Avenue HUD Resiliency Storm Sewer Improvement Project: a. Phase 1 Completion 11/19 b. Phase 2: Funding FY '21 3/20 4. Vernon Well Abandonment 12/19 5. WRAC Outfall Manhole Reconstruction: Consultant 1/20 6. Bee Branch Gates/Pump Statin a. Design 1/20 b. Construction 1/22 7. Water Tank Inspection Program and Maintenance: Funding FY '21 3/20 8. Pressure Reducing Valve Installation 6/20 9. Cell 9 Landfill Project —Phase 4 7/20 10. Sanitary Forcemain/Riverbank Stabilization Project (U. S. Corps of 10/20 Engineers): Funding Request—Notification 11. Roosevelt Street Water Tower Project 11/20 12. Water Lines Extension— Southwest Arterial: Funding FY '21 3/21 13. SCADA Overhaul: Water 6/21 Copyright©2020_Lyle Sumek Associates,Inc_ Project 200101 81 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa GOAL 6 PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE ACTION: FOUR MOUNDS/HEART PROGRAM: FUNDING PRIORITY Policy—Htgh Key Issues Acthttie&Milestones Lime 1. Request from Four Mounds 2. Decision: Funding FY '21 3/20 Responsibility: Housing ACTION: STEAM EDUCATIONAL PROGRAMS WITH PRIORITY SCHOOLS: DIRECTION AND CITY Policy PARTNERSHIP Key Issues Actiotie&Mlestones Lime • Dream Center— 1. Partner with Dream Center Programming 2. Partner Multi Cultural Center Programs Expansion 3. Review Leisure Services Programming Responsibility: School District Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 82 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: CHILDCARE: DIRECTION AND FUNDING PRIORITY aortry Key Issues Activities/Milestones Lime • City Role 1. Continue partnership with GDDC Ongoing • Outcomes • Pilot Study No City Actions] • Transportation for Childcare • Childcare Workforce Responsibility: Economic Development ACTION: LIBERTY RECOVERY CENTER EXPANSION: PRIORITY PHASE 2 CITY FUNDING Paliry Key Issues Activities/Milestones lime 1. Decision: Funding FY '21 for Phase 2 Building 3/20 Responsibility: Health ACTION: PURCHASE OF SERVICES POLICY AND PRIORITY PROCESS Paliry Key Issues Activities/Milestones lime • Transparency 1. Review policy 12/19 • Insurance 2. Decision: Policy Direction—Recommitment 12/19 Requirement 3. Decision: Funding FY '21 3/20 • `Politicking" by Organization Responsibility: Housing/Human Rights Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 83 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ► Management in Progress 2019-2021 TIME 1. 2020 Census Complete Count: a. Committee 9/19 b. Count 4/20 c. Report 7/20 2. Civic Action Plan and Civic Leaders Program: a. Training 11/19 b. Three Projects 4/20 3. My Brother's Keeper: Ongoing a. College Access Work Group b. Opportunity Dubuque c. Grade Level Reading 4. Campaign for Grade Level Reading: Community Solution Action Plan— Ongoing Support 5. Welcoming and Connecting with New Residents Program: Ongoing Implementation (GDDC) 6. City Racial Equity Toolkit: Results-based Accountability Ongoing 7. Equity Training for City Staff Ongoing Copyright©2020_Lyle Sumek Associates,Inc_ Project 200101 84 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa GOAL 7 DIVERSE ARTS, CULTURE, PARKS AND RECREATION: EXPERIENCES AND ACTIVITIES ACTION: FIVE FLAGS: DIRECTION AND FUNDING PRIORITY policy Key Issues Activities/Milestones lime • Election 20203/20 1. Presentation: 2A Scenarios 9/19 or 9/20 2. Complete assessment: roof and HVAC 10/19 3. Presentation: Direction and Funding 10/19 Responsibility: Leisure Services ACTION: PET FRIENDLY COMMUNITY: DEFINITION, PRIORITY DIRECTION AND FUNDING Paliry Key Issues Activities/Milestones Tune • Dogs/Cats vs. 1. Develop working groups —Four Areas US 10/19 Domestic Conference Mayors • Regulations 2. Develop recommendation: Pets in Parks —Park 11/19 Board 3. Decision: Direction 12/19 4. Decision: Dog Park—Location/Costs 12/19 5. Decision: Funding FY '21 Animal Control 3/20 Staffing Responsibility: Assistant City Manager Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 85 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: ARTS AND CULTURE MASTER PLAN: PRIORITY IMPLEMENTATION Policy Key Issues Activities/Milestones Lime • Public Arts 1. Review grants programming and 11/19 recommendations 2. Develop public arts policy 12/19 3. Decision: Recommendations and Policy 1/20 4. Decision: Funding FY '21 3/20 Responsibility: Economic Development ACTION: CHAPLAIN SCHMITT ISLAND MASTER PLAN: PRIORITY IMPLEMENTATION AND PHASING Policy Key Issues Activities/Milestones Iime 1. Complete Veterans Pond 12/20 Responsibility: Assistant City Manager ACTION: PARK DEVELOPMENT PROJECTS FOR NON- PRIORITY TIF DONATED PARK SITES: FUNDING Mgmt—Top Key Issues Activities/Milestones Iime • Equity Issue 1. Develop budget proposal 11/19 • Five Behind-3 2. Decision: Funding FY '21 Parks ($250,000 per 3/20 non TIF park) Responsibility: Leisure Services Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 86 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: LEISURE SERVICES FACILITIES DEFERRED PRIORITY MAINTENANCE: ASSESSMENT Mgmt—Top Key Issues Activities/Milestones Time • Back Log 1. Define scope and costs of assessment 12/19 • Park Infrastructure 2. Decision: Funding FY '21 Assessment 3/20 Assessment Responsibility: Leisure Services ► Management in Progress 2019-2021 TIME 1. All Community Reads Event 10/19 2. E. B. Lyons Center Partnership Development: Agreement 11/19 3. Library Marketing Campaign: Ongoing a. Decision: Funding FY '21 3/20 4. Pollinator Habitat in Park System: a. Research 5/20 b. Funding FY '22 3/21 5. Americorps: Direction and Funding: a. Cast Match—Funding 3/20 b. Partnership Development 2/21 c. Grant 2/21 d. Program 9/21 6. Changing Lives Through Literature Program Ongoing Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 87 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ► Major Projects 2019 -2021 TIME 1. Eagle Point Park Environmental Restoration Project: a. Phase 1 —Award Construction 8/19 — 10/20 b. Phase 2—Award Construction 12/19— 10/20 2. Bunker Hill Golf Course Irrigation: a. Bid 10/19 b. Construction 3/20 3. Miracle League Complex: Construction (Miracle League of 12/19 Dubuque) 4. Comiskey Park Renovation 12/20 5. English Ridge Subdivision Park a. Plan 1/20 b. Construction 12/20 Eagle Valley Subdivision Park a. Plan 8/20 b. Construction 2020 6. Veterans Park Dedication: a. Rebid 2/20 b. Construction 12/20 7. Grand River Center: Upgrade Projects Ongoing Copyright©2020_Lyle Sumek Associates,Inc_ Project 200101 88 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa GOAL 8 CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY ACTION: MAJOR STREET IMPROVEMENTS PLAN: PRIORITY PROJECT PRIORITY AND FUNDING aoriry—Top Key Issues ActhtttesMlestones Time 1. Review prioritized streets 10/19 2. Decision: Street Priority 10/19 3. Develop funding plan (annual) 12/19 Responsibility: Engineering ACTION: 1RANSIT VEHICLE REPLACEMENT: PRIORITY FUNDING aoriry—High Key Issues ActhtttesMlestones Time 1. Develop budget proposal 11/19 2. Decision: Funding FY '21 3/20 Responsibility: Transportation ACTION: STREET MAINTENANCE PROGRAM: PRIORITY INCREASED FUNDING aoriry—High Key Issues ActhtttesMlestones Time • Rehab 1. Develop proposal 11/19 • Resurfacing 2. Prepare report — definition and scope (short 12/19 • Link to Utilities tom) Upgrade 3. Decision: Funding FY '21 3/20 • Funding Sources Responsibility: Engineering Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 89 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ACTION: SIDEWALK POLICY: REVIEW AND PRIORITY DIRECTION ror y Key Issues Activities/Milestones Lime • Link to JFK 1. Review/Update Sidewalk Policy 12/19 Presentation 2. Presentation: Direction 12/19 • Equity • Best Practices by Other Cities Responsibility: Engineering ACTION: HIGHWAY 20 1RAFFIC CONGESTION REDUCTION PLAN [ON THE HORIZON: 2019 —2021] ACTION: 1RAFFIC SIGNAL SYNCHRONIZATION/ PRIORITY STREETS Mgmt—Top Key Issues ActhtttesMlestones Lime 1. Apply for grant—next cycle TBD Responsibility: Engineering Copyright© 2020_Lyle Sumek Associates,Inc_ Project 200101 90 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa ► Management in Progress 2019-2021 TIME 1. Bus Routes: Update/Maps 8/19 2. WiFi in Fixed Routes: a. Exploration 12/19 b. Funding FY '21 3/20 3. Smart Tool for Integrated Parking Platform: a. Pilot Program 12/19 b. Funding FY '21 3/20 4. Ramps Structural Analysis: a. Preliminary Analysis 12/19 b. RFP 4/20 5. Comprehensive Pavement Preservation: a. Consultant 1/20 b. Plan 6/20 6. WiFi in Intermodal and Intermodal Lobby: Funding FY '21 3/20 7. Transportation Customer App: Funding FY '21 3/20 8. ADA Pads for Bus Stops: Funding FY '21 3/20 9. BUILD Grants and Other Grants: Application 5/20 10. Downtown Parking Ordinance: Major Revision 7/20 11. Smart Technology for Transportation Data Collection: FY `21 Staff Funding 3/20 ► Major Projects 2019 -2021 TIME 1. Parking Lots Re-striping 9/19 2. Highway 52 Repaving 12/19 3. Washington Street Improvements (7th to 9th): Completion, Funding 3/20 FY '21 4. Four Laning Southwest Arterial: Completion 7/20 5. Chavenelle Road Rehabilitation 11/20 6. Chavenelle Road Hike/Bike Trail 11/20 7. NW Arterial Upgrade (IDOT) 11/20 8. North Cascade Reconstruction (to Timber Hyrst Subdivision) 12/20 Water Main Extension: Phase 1 9. Roundabouts 7/22 a. University/Pennsylvania: Design b. University/Asbury: Design c. University/Loras: Design Copyright©2020_Lyle Sumek Associates,Inc Project 200101 91 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,1owa Policy Calendar 2019 — 2021 Copyright©2020:Lyle Sumek Associates,Inc. Project 200101 92 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH SEPTEMBER 2019 1. Presentation: Five Flags 2A Scenarios Copyright© 2020: Lyle Sumek Associates,Inc. Project 200101 93 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH OCTOBER 2019 1. Council Report: JFK Corridor Revitalization Plan 2. Report: Emerald Ash Borer Program Review and Direction 3. Presentation: Five Flags Direction and Funding 4. Decision: Street Priority Copyright©2020_Lyle Sumek Associates,Inc Project 200101 94 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH NOVEMBER 2019 1. Work Session: City Performance Measure Presentation Copyright© 2020: Lyle Sumek Associates,Inc. Project 200101 95 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH DECEMBER 2019 1. Decision: Purchase of Services Policy and Process - Recommitment 2. Decision: Pet Friendly Community Direction 3. Decision: Dog Park— Location/Costs 4. Presentation: Sidewalk Policy Review and Direction Copyright©2020_Lyle Sumek Associates,Inc Project 200101 96 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH JANUARY 2020 1. Decision: Arts and Culture Master Plan —Recommendations and Policy 2. Presentation: Innovation and Entrepreneurial —Report and Direction 3. Work Session: Southwest Arterial Business Development—Annexation Presentation Copyright©2020_Lyle Sumek Associates,Inc Project 200101 97 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH FEBRUARY 2020 1. Work Session: Brian Health Strategy—Who, Responsibility, Potential City Role 2. Presentation: Community Resources One-Stop Shop 3. Report: Multi-Tiered Housing Inspection Program 4. Decision: 9-1-1 Communications Center Re-Negotiations with Dubuque County— 28E Agreement 5. Report: Hydro Power—Presentation and Direction Copyright©2020_Lyle Sumek Associates,Inc Project 200101 98 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH MARCH 2020 1. Decision: Brain Health Strategy — Funding FY '21 for Crescent Expanded Service 2. Report: Crime Prevention Program 3. Decision: West End Fire Station 1 —Funding for Staff 4. Decision: Community Security/Surveillance Cameras System Expansion — Funding FY '21 5. Presentation: Citywide Housing Study — Consolidated Plan 6. Decision: City Information and Network Security —Funding FY '20 Firewall 7. Decision: City Facilities/Work Space Analysis and Plan —Funding FY '21 8. Decision: Emerald Ash Borer Program — Funding FY '21 9. Decision: Solid Waste Delivery Changes —Funding FY '21 Carts/Marketing 10. Decision: Water System Condition Assessment—Funding FY '21 Copyright©2020_Lyle Sumek Associates,Inc Project 200101 99 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH MARCH 2020 11. Decision: Bee Branch Creek Project — Funding FY '21 Maintenance 12. Decision: Four Mounds/Heart Program —Funding FY '21 13. Decision: Liberty Recovery Center Expansion Phase 2 —Funding FY '21 14. Decision: Purchase of Services Policy and Process —Funding FY '21 15. Decision: Funding FY '21 Animal Control Staffing 16. Decision: Arts and Culture Master Plan —Funding FY '21 17. Decision: Funding FY '21 Parks ($250,000 per park) 18. Decision: Leisure Services Facilities Deferred Maintenance—Funding FY '21 Assessment 19. Decision: Transit Vehicle Replacement—Funding FY '21 20. Decision: Street Maintenance — Funding FY '21 Copyright©2020_Lyle Sumek Associates,Inc Project 200101 100 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH MARCH 2020 21. Decision: Dream Center Facilities—Funding FY '21 22. Decision: Parking Ramp Maintenance—Funding FY '21 23. Decision: Fountain of Youth — Funding FY '21 24. Decision: Affordable Housing Creation —Funding FY '21 25. Decision: McFadden Property —Funding FY '21 Road and Infrastructure 26. Decision: Conceptual Development Plan —Funding FY '21 Copyright©2020_Lyle Sumek Associates,Inc Project 200101 101 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH APRIL 2020 Copyright© 2020: Lyle Sumek Associates,Inc. Project 200101 102 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH MAY 2020 1. Decision: South Flood Wall Buried —Funding FY '21 Copyright© 2020: Lyle Sumek Associates,Inc_ Project 200101 103 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH JUNE 2020 1. Presentation: Human Resource Policies and Handbook Copyright© 2020: Lyle Sumek Associates,Inc. Project 200101 104 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH JULY 2020 Copyright© 2020: Lyle Sumek Associates,Inc. Project 200101 105 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH AUGUST 2020 1. Presentation: Imagine Dubuque Implementation —Report and Direction 2. Presentation: Equitable Poverty Presentation Action Plan Copyright©2020_Lyle Sumek Associates,Inc Project 200101 106 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH SEPTEMBER 2020 Copyright© 2020: Lyle Sumek Associates,Inc. Project 200101 107 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH OCTOBER 2020 1. Decision: Equitable Poverty Prevention Plan Adoption Copyright© 2020: Lyle Sumek Associates,Inc. Project 200101 108 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH NOVEMBER 2020 Copyright© 2020: Lyle Sumek Associates,Inc. Project 200101 109 Action Agenda 2019—2021 Final Report/Mayor and City Council/Dubuque,Iowa MONTH DECEMBER 2020 Copyright© 2020: Lyle Sumek Associates,Inc. Project 200101 110