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City Manager's Office FY22 Budget Presentation Copyrighted March 3, 2021 City of Dubuque Public Hearings # 6. Special Meeting ITEM TITLE: City Manager's Office FY22 Budget Presentation SUMMARY: Includes City Manager's Office, Neighborhood Development, and Sustainable Community Office. SUGGESTED DISPOSITION: ATTACHMENTS: Description Type City Manager's Office FY22 Policy Budget Outline Supporting Documentation Budget Presentation_Updated 3/3/21 Supporting Documentation City Manager -89- This page intentionally left blank. -90- CITY MANAGER'S OFFICE FY 2020 FY 2021 FY 2022 %Change From Budget Highlights Actual Budget Requested FY 2021 Budget Expenses Employee Expense 1,160,809 1,209,598 1,259,504 4.1 % Supplies and Services 323,792 431,547 496,236 15.0 % Machinery and Equipment 2,934 1,750 9,320 432.6 % Total 1,487,535 1,642,895 1,765,060 7.4 % Resources Administrative Overhead Recharges 684,668 721,224 789,267 9.4 % Sustainability Conference 41,112 34,000 41,112 20.9 % Misc. Reimbursements 22,432 3,468 11,107 220.3 % CDBG Charges 87,256 84,940 7,710 (90.9)% Total 835,467 843,632 849,196 0.7 % Property Tax Support 652,068 799,263 915,864 116,601 Percent Increase (Decrease) 14.6 % Personnel -Authorized FTE 9.67 9.67 11.08 Improvement Package Summary 1 of 5 This improvement request is to create an Office of Shared Prosperity (OSP) led by a Director of Office of Shared Prosperity and Neighborhood Support. A team of City staff are recommending this creation based on the Equitable Poverty Prevention Plan (EPPP). The team concluded that the best use of resources would be to revise the existing Neighborhood Development Specialist (GE-35) position to create a new Director of the "Office of Shared Prosperity and Neighborhood Support." This recommendation would create a new City department responsible for implementation of the EPPP, in partnership with other City departments and community organizations. The Director would still be involved in "direct service" as the Neighborhood Development Specialist was, and would also be expected to operate at a higher strategic level while also maintaining relationships with residents, businesses and community organizations who are actively involved in the implementation of the recommendations in the Equitable Poverty Prevention Plan. Redefining departmental roles related to equitable poverty prevention, civil rights enforcement, and advocacy and inclusion would be crucial to the success of this new department. While further discussion is needed on this topic, part of the redefining would include shifting the Community Engagement Coordinator position currently in the Human Rights Department to this new OSP department with responsibility for direct outreach and engagement with community members and neighborhoods experiencing poverty. The title may be updated to "Community & Neighborhood Engagement Coordinator". Civil rights enforcement would remain with the City Attorney's office, and the Human Rights Department's work would focus specifically on inclusion and empowerment with specific populations experiencing inequities distinct from those resulting from poverty. If all improvement packages related to this Office creation were funded, the new OSP would include the Director, Community & Neighborhood Engagement Coordinator, OSP Data Analyst, and OSP Secretary. -91- The Office would be physically located in an existing City facility until the CIP below for the build out of the 18th & Central Engine House could be funded. Related Cost: $ — Tax Funds Recurring Recommend -Yes Related Revenue: $ — Administrative Overhead Net Property Tax Cost: $ — Property Tax Impact: $ — —°/o Activity: Office of Shared Prosperity 2 of 5 This improvement level decision package request is for outreach, education, and empowerment activities related to the Climate Action Plan (CAP). The request is to fund capacity building in frontline communities while addressing our greenhouse gas emissions reduction goal. This funding will allow building engaging, dynamic, cross-cultural collaborations, and initiatives to address environmental, economic, and equity issues outlined in the CAP through creative engagement, education strategies and climate action. It will build trust and partnerships around climate action while engaging businesses, nonprofits, schools, faith communities, and community members as partners to begin implementation of the climate action plan at the community level. We cannot address the climate crisis without leaders who are Black, Indigenous, and People of Color. The update to the CAP was completed and adopted in August 2020. We need residents educated and engaged to move climate action work forward and we do not want to lose momentum. We, as a City, have committed to center equity in all our work and we need to educate residents on what the body of work is, and we need to hear from residents is how we can further this work through partnership. Our CAP work focuses on reducing disparities and increasing equity through climate action. This request supports several City Council Goals. Related Cost: $25,000 Tax Funds Non-Recurring Recommend -Yes Related Revenue: $12,583 Administrative Overhead Non-Recurring Net Property Tax Cost: $12,417 Property Tax Impact: $0.0049 0.05% Activity: Sustainability 3of5 This improvement package would pay Public Works LLC to advise, assist and facilitate the City Planning Department towards the implementation of the Dubuque Community Poverty Reduction and Prevention Plan. The assistance is needed to move the Equitable Poverty Prevention Plan (EPPP) from paper to implementation, and to assist as the City of Dubuque develops one of a handful of Offices of Shared Prosperity across the country. Public Works LLC staff will assist in the development of the Office of Shared Prosperity, establishment of internal working groups and a Citizens Advisory Council, and the creation of a community Racial Equity Index. Upon completion of this yearlong relationship, the intended outcome would be the internal structure to independently continue implementation of the EPPP. Related Cost: $32,900 Tax Funds Non-Recurring Recommend -Yes Related Revenue: $16,559 Administrative Overhead Non-Recurring Net Property Tax Cost: $16,341 Property Tax Impact: $0.0064 0.06% Activity: City Manager's Office -92- 4 of 5 This improvement request is for a dedicated Data Analyst position in the newly-created Office of Shared Prosperity (OSP). The position would work with City staff and partners to track progress, a key to successfully implementing the plan. Under the direction of the Director of OSP, the Data Analyst would work with departments and partners to collect community-level and program-level data, analyze the data, and make recommendations to further the goal of reducing or eliminating poverty, especially for racial minorities and other identified vulnerable populations. The Equitable Poverty Prevention Plan identified a variety of data collection systems used by partners serving the community, missing data needed to make informed policy decisions, and the need to create a Racial Equity Index. This position would support all departments and possess strong data skills including the ability to create reports, perform analysis, assist with Key Performance Indicator identification and geographically representing data on maps. The development of equity metrics with the assistance of a consultant as proposed in the Human Rights Department FY22 budget could be this individual's first major project. Related Cost: $73,791 Tax Funds Recurring Recommend -Yes Related Cost: $4,220 Tax Funds Non-Recurring Related Revenue: $37,139 Administrative Overhead Non-Recurring Net Property Tax Cost: $40,872 Property Tax Impact: $0.0161 0.16% Activity: Office of Shared Prosperity 5 of 5 This improvement request is for the creation of a part-time Secretary position in the newly-created Office of Shared Prosperity. To support the Director of OSF, Community Engagement Coordinator, and Data Analyst, a .66 FTE administrative assistant is being requested. The three positions this individual supports will spend a significant amount of time in meetings with internal departments, community organizations, and individual residents. The Secretary would support office functions by scheduling meetings, preparing written materials, supporting the Citizens Advisory Council, and assuring that the other individuals in the Office can complete their duties. Related Cost: $28,564 Tax Funds Recurring Recommend -Yes Related Cost: $ 2,950 Tax Funds Non-Recurring Net Property Tax Cost: $31,514 Property Tax Impact: $0.0124 0.12% Activity: Office of Shared Prosperity Significant Line Items Employee Expense 1. FY 2022 employee expense reflects a 3.0% wage package increase. 2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged from FY 2021 The employee contribution of 6.29% is unchanged from FY 2021. -93- 3. The City portion of health insurance expense increased from $1,025 in FY 2021 to $1,086 in FY 2022 per month per contract which results in an annual cost increase of$12,231 annually or 5.95%. 4. Overtime expense is unchanged from $3,400 FY 2021 to $3,400 in FY 2022. FY 2020 Actual was $7,643. 5. 50% Sick Leave Payout decreased from $11,149 in FY 2021 to $2,966 in FY 2022. FY 2020 Actual was $3,243. Effective July 1, 2019, employees over the sick leave cap can convert 50% of the sick leave over the cap to vacation or be paid out. 6. The Neighborhood Development Specialist position was budgeted 51°/o to Community Development Block Grant (CDBG) and 49% to the General Fund in FY 2021. In FY 2022, the position is 100% funded by the General Fund. This is a cost increase to the General Fund of $47,633. The Administrative budget for CDBG needs to be used to fund positions that directly service CDBG programs. The Neighborhood Development Specialist, while serving the same goal as CDBG, does not provide support to CDBG programs. Supplies & Services 7. Conferences increased from $45,187 in FY 2021 to $46,237 in FY 2022 based on estimated cost. Increase in FY 2022 due to the addition of the Race in the Heartland for five attendees ($300). The line item also represents conferences attended by the City Manager,Assistant City Managers, International City/County Management Association Fellow, Office Manager, and Neighborhood Specialist. 8. Employee Recognition Luncheon expense is unchanged from $17,000 in FY 2021 to $17,000 in FY 2022. This line item represents both the employee recognition luncheon and SPIRIT awards. 9. Pay to Other Agency is increased from $52,290 in FY 2021 to $67,900 in FY 2022 due to the closure of the Washington Tool Library in FY 2021, which is a decrease of$15,790 in FY 2022. This line item includes the Sustainable Dubuque Collaborative Community Grants $25,000 and the GreenCorps Local Match $10,000. 10. Neighborhood Grants is unchanged from $24,560 in FY 2021 to $24,560 in FY 2022. In FY21, Neighborhood Grants budget was split between the Community Development Block Grant Fund ($14,500) and the General Fund ($10,060). In FY22, Neighborhood Grants are budgeted only in the General Fund. This line item represents grants for neighborhood clean up and beautification, communications, neighborhood improvement projects and community building initiatives. 11. Consultant Services increased from $35,000 in FY 2021 to $100,012 in FY 2022 due to the addition of the bi-annual community survey (+$13,000) and the bi-annual governance session (+ $37,012). This line item also includes the annual goal setting for City Council and department managers ($35,000). 12. City Business Travel is decreased from $26,754 in FY 2021 to $14,594 in FY 2022. FY 2020 Actual was $13,845. This decrease removes one-time, unexpected actual costs for travel in FY21. This line item represents the travel cost for official City business which includes Northeast lowa Regional Managers meetings, Washington D.C. and Des Moines legislative trips, and the cost of travel liability insurance of all department and division managers. -94- 13. Speakers/Programs is unchanged from $34,530 in FY 2021 to $34,530 in FY 2022. This line item represents the expense for the Growing Sustainable Communities Conference and is mostly offset by the registration fees received for the conference. Net cost to the City is $6,582. 14. Dues and Memberships decreased from $29,098 in FY 2021 to $26,228 in FY 2022. FY 2020 Actual was $19,970. This decrease removes one-time, unexpected actual costs for dues and memberships in FY21. 15. Education and Training is decreased from $98,505 in FY 2021 to $84,950 in FY 2022. FY 2020 Actual was $29,011. This decrease is due to a one-time non-recurring improvement package for High Performance Government Training in FY21 (-$14,900).This item line represents annual training for the City Manager and Assistant City Managers, attendance at the Race in the Heartland and Growing Sustainable Communities conferences for CMO staff, and annual performance reviews and professional development funds for 50% of department managers each year. Machinery & Equipment 16. Equipment replacement items include ($9,320): Administration Smartphones (3) $ 1,650 Desk Chairs (2) $ 1,050 Chair Mats (1) $ 100 Recommended Improvement Packages $ 6,520 Total Equipment $ 9,320 Revenue 17. Various Program Fees increased from $34,000 in FY 2021 to $41,112 in FY 2022 based on FY 2020 Actual. This line item represents the Growing Sustainable Conference registration fees. 18. Revenue received from Enterprise Funds for administrative overhead charges has increased from $721,224 in FY 2021 to $789,267 in FY 2022. -95- CITY OF DUBUQUE ORGANIZATIONAL CHART �itizen� of Dubuqu� I City Attorney — �ity �auncil — City Clerk Airport Lihrary Managementllegislative �i�y Manager Sustairw6ility Fcanomic Emergency � aevelapme� Cammunications Arts�Culturol Affairs � En�neering Finanoe� Budget Ficilities Managemerrt Fire Healih Services Arnbulince Ernergency Serviees Managemerrt Hausng d� Human � Commmiiy Resauroes Inspections f� d�� Canstructian Sarrices Human Righ#s Infarmatian Serviees Adrancin� Cornmuniiy Equiiy Engigernent Leisure Plaming Ser�ces Servioes Recreition �arks Cirie Lentar �fand RiYer �� Center Polise lirformatian Multieultural Madii ��faphic Family Center Serrices I�formitian Sxstem� PubicYfarks Transportatian Serviees Parking iransit Watier� Water Resource Reeovery Cenker I�EI� Elected by ihe Appoi�ed by the Appointed by the Appointed by the dppointed bX the Citi�ens of aubuque City Council Airport Commission Library Board of Ciiy Manag�er Trustees -96- CITY MANAGER'S OFFICE The City Manager's Office plans, organizes and manages all activities of the City organization so as to provide leadership so that all City Council priorities, policies, and programs are successfully implemented and effectively managed. This includes the City Council Policy Agenda and Management Agenda to assure quality public services are responsive to the citizens and that we operate as a High Performing Organization. Eity Manager's Office Nlanagement� Administrative/ Sustainability 1+leighborhood Development Legislative SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS LEADING TO OUTCOMES � PLANNING Work with all City Departments PEaPLE and Divisions#o perForm the duties and responsibiliti�s • Establish a culture af quality ; specified in tf�e City Charter to customerservice and deliver � �� ensure econamic praspErity, services that exceed citizen Y environmentallecolagical integrity expectations. � �� and sacialfcuftural vibran�y exist • Invest in staff de�elopment#o ,._ throughout th� community and are impro�e �eadership capacity � I � � incorporated into daily activities. and inerEase leadership � ��:.t, �ffectiWeness -- — ■ Attract, engage and retain a _ `�- '� ? I � � , ,-� � higY�quality, creati�e and �#�•F+� diverse warkforce � , �� ■ Promote and invest in � ;�t��. employee health and safety _� � PARTNERSHIPS I ■ ❑eve�op and foster aver 5D Local, State, Regional, Federal and Natianal partnarships ta imp�ement the City Co�n�il's community vision. ■ Incr�ase citizen engagement in local gov�rnance �. procass�s � ■ ❑evelop team-prooesses that I�ad to innavatiWe sa�utions for community challenges and apportuniti�s -97- CITY MANAGER'S OFFICE FY 2020 FY 2021 FY 2022 Full-Time Equivalent 9.67 9.67 11.08 Resources and Property Tax Support $900,000 $800,000 � $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 Administrative Sustainability Misc. CDBG Charges Property Tax OH Recharges Reimbursements Support � FY 2020 FY 2021 FY 2022 The City Manager's Office is supported by 11.08 full-time equivalent employees, which accounts for 71.36% of the department expense as seen below. Overall, the departments' expenses are expected to increase by 7.44% in FY 2022 compared to FY 2021. Expenditures by Category by Fiscal Year $1,160,809 Employee Expense $1,209,598 1,259,504� $323,792 Supplies and Services $431,547 $496,236 $2,934 Machinery and Equipment $1,750 $9,320 $0 $200,000 $400,000 $600,000 $800,000$1,00O,OOC�1,200,000 FY 2020 FY 2021 � FY 2022 -98- CITY MANAGER'S OFFICE Mission & Services The City Manager is employed by the City Council to serve as the chief administrative officer of the City. In that capacity the City Manager is responsible by virtue of the Code of lowa for all personnel functions, enforcement of all laws, advising the City Council, delivery of City services, supervision of all construction contracts and development agreements, financial management and conducting the general business affairs of the City. Management promotes the City's interests in legislative affairs, grant opportunities and active engagement in city activities for employees and the citizens of Dubuque. Management/Administrative/Legislative Funding Summary FY 2020 Actual FY 2021 Budget FY 2022 Requested Expenditures $1,180,613 $1,258,251 $1,305,756 Resources $622,195 $641,806 $667,096 Management/Administrative/Legislative Position Summary FY 2022 City Manager 1.00 Assistant City Manager 1.00 Office Manager 1.00 Secretary 2.00 Director of Strategic Partnerships 0.75 Management Intern 1.00 I ntern 0.25 Total Full-Time Equivalent Employee's 7.00 Performance Measures City Council Goal: Financially Responsible, High-Performance City Organization 1 Dept. Objective: Maintain a competitive tax rate that minimizes the tax burden of citizens Performance Measure(KPI) Target FY20 FY21 FY22 Performance Actual Actual Estimated Indicator Rank of Dubuque tax rate per capita compared to 11 largest cities in lowa. N/A 2 1 2 N/A (1 =lowest rate, 11 =highest rate) 2 Dept. Objective: provide fiscal diversity and hold in check the property tax burden % budgeted revenue from property taxes N/A 23% 23% 23°/o N/A 3 Dept. Objective: Maintain an efficient citizen response rate. % of citizen issues resolved in 10 days or 75% 76% 76.1°/o 75% � less (All departments) #days to resolve citizen issue (CMO) < 7 8.7 5.1 7 � � 4 Dept. Objective: Hire & retain a highly-skilled City workforce reflective of the Dubuque community. 51%female � 8.6% non- 41°/a oem, 44%oem, 44%fem, ' Leadership Team demographics white ('18 $��° 6.4/0 6% non-w Census) non-w non-w -99- CITY MANAGER'S OFFICE Sustainability Mission & Services The Sustainability Office provides education, outreach, and coordination on sustainability issues and activities both within the City organization as well as to the various stakeholders, business and citizen groups that comprise the Dubuque community. The Sustainable Community Coordinator works directly with City �DUBUQUE departments to ensure capital projects and operating programs meet the sustainability vision identified by the City Council and v`ob1e `;�'��'� `�u,'ab1c builds partnerships between the City of Dubuque and national, state and local entities to further sustainability initiatives and to strengthen local leadership. The Sustainable Community Coordinator manages the Green lowa AmeriCorps program, providing energy audits, installation of efficiency products, and education to the community. Sustainability Funding Summary FY 2022 FY 2020 Actual FY 2021 Budget Requested Expenditures $153,289 $203,799 $231,309 Resources $116,831 $111,508 $137,001 Sustainability Position Summary FY 2022 Sustainable Community Coordinator 1.00 Sustainable Dubuque Intern 0.42 Total Full-Time Equivalent Employee's 1.42 Performance Measures City Council Goal: Partnerships for a Better Dubuque � Activity Objective: Increase community opportunity through the Sustainable Dubuque Community Grants Program. Performance Measure(KPI) Target FY19 FY20 FY21 Performance Actual Actual Estimated Indicator % of grants awarded of total applications N/A 71% 43% 52% N/A received City Council Goal: Financially Responsible, High-Performance Organization 2 Activity Objective: Increase the number of City services/activities adopting a sustainable approach. #of Pesticide-Free Parks 43 10 15 15 � City Council Goal: Sustainable Environment 3 Activity Objective: Reduce the community's carbon footprint by 50% below 2003 levels by 2030 % reduction in GHG emissions in Dubuque 50% 27% 27% 29% � � -100- CITY MANAGER'S OFFICE Office of Prosperity and Neighborhood Support Mission & Services Office of Prosperity and Neighborhood Support works to coordinate and to develop the resources needed to create and maintain a vital community by working closely with citizens to determine the priorities of each neighborhood and to collaborate in finding the best way to meet those priorities. The approach focuses on citizen involvement, leveraging resources, education and outreach, and establishing positive relationships through communication. Develop strong neighborhoods by empowering neighborhood associations, residents, and non-profits to identify and address quality of life partnerships with the City to create stronger, safer, and more resilient neighborhoods. Office of Prosperity and Neighborhood Support Funding Summary FY 2022 FY 2020 Actual FY 2021 Budget Requested Expenditures $134,666 $131,918 $271,141 Resources $77,275 $62,730 $37,139 Office of Prosperity and Neighborhood Support Position Summary FY 2022 Director Office of Shared Prosperity& Neighborhood Support 1.00 Data Analyst 1.00 Secretary 0.66 Total Full-Time Equivalent Employee's 2.66 Performance Measures City Council Goal: Partnerships for a Better Dubuque � Activity Objective: Provide resources for neighborhood revitalization and community building. Performance Measure(KPI) Target FY 2019 FY 2020 FY 2021 Performance Actual Actual Estimated Indicator #of grants awarded for community building 30 22 8 N/A � and neighborhood improvement projects % of grantees incorporating an equity 33% NA 22% N/A �y� analysis in project planning or evaluation City Council Goal: Diverse Arts, Culture, Parks and Recreation 3 Dept. Objective: Promote family-oriented events and activities that bring the community together -- residents meeting residents. #of inembers on Next Door 6500 6209 6816 7000 � -101- This page intentionally left blank. -102- Recommended Operating Revenue Budget - Department Total 72 - CITY MANAGER'S OFFICE FY19 Actual FY20 Actual FY21 Adopted FY22 Recomm'd Fund Account Account Title Revenue Revenue Budget Budget 100 51950 VARIOUS PROGRAM FEES 40,809 41,112 34,000 41,112 51 CHARGES FOR SERVICES -Total 40,809 41,ll2 34,000 41,112 100 53102 PRIVATG PARTICIPANT 1,344 5,101 1,344 250 100 53201 REFUNDS 1,020 9,945 9,945 100 53605 MISCELLANEOUS REVENUE 564 6,988 564 564 100 53620 REIMBURSEMENTS-GENERAL 13,035 348 1,560 348 260 53620 REIMBURSEMENTS-GENERAL 45 50 53 MISCELLANEOUS -Total 16,008 22,432 3,468 11,107 100 59610 FR WPC OPERATING 206,384 226,389 238,813 261,351 100 59620 FR STORMWATER OPERATING 48,334 62,597 71,613 78,404 100 59630 FR PARKING OPERATING 23,631 29,114 31,048 33,970 100 59640 FR WATER UTILITY 37,149 49,059 38,288 41,819 100 59670 FR REFUSE COLLECTION 169,957 204,315 222,059 243,054 100 59940 FRDMASWA 103,191 113,194 119,403 130,669 59 TRANSFER IN AND INTERNAL -Total 588,646 684,668 721,224 + 789,267 CITY MANAGER'S OFFICE -Total � 645,463 748,212 758,692 841,486 -103- Recommended Operating Expenditure Budget - Department Total 72-CITY MANAGER'S OFFICE FY19 Actual FY20 Actual FY21 Adopted FY 22 Recomm'd Fund Account Account Title Expense Expense Budget Budget 100 61010 FULL-TIME EMPLOYEES 739,456 821,178 862,667 911,107 260 61010 FULL-TiME EMPLOYEES 42,344 39,631 43,302 0 261 61010 FULL-TIME EMPLOYEES 0 5,823 0 0 100 61020 PART-TIME EMPLOYEES 18,098 8,514 6,733 31,331 100 61030 SEASONAL EMPLOYEES 0 4,715 11,489 ll,835 100 61050 OVERTIME PAY 10,346 7,643 3,400 3,400 100 61071 HOLIDAY PAY-OVERTIME 471 0 0 0 100 61081 COVIDI9 SCHOOL/DAYCARE CL 0 787 0 0 100 61091 SICK LEAVE PAYOFF 0 0 2,636 7,580 100 61092 VACATION PAYOFF 0 1,379 0 0 100 61095 PARENTAL LEAVE 0 546 0 0 100 61096 50%SICK LEAVE PAYOUT 0 3,102 9,164 2,966 260 61096 50%SICK LEAVE PAYOUT 0 141 1,985 0 100 61310 IPERS 69,000 86,588 84,266 93,538 260 61310 IPERS 3,997 3,727 4,088 0 261 61310 IPERS 0 550 0 0 100 61320 SOCIAL SECURITY 49,773 59,637 60,049 69,309 260 61320 SOCIAL SECURITY 3,107 2,923 3,465 0 261 61320 SOCIAL SECURITY 0 426 0 0 100 61410 HEALTH INSURANCE 98,501 95,323 99,104 117,288 260 61410 HEALTH 1NSURANCE 6,440 5,526 5,953 0 261 61410 HEALTH INSURANCE 0 1,096 0 0 100 61415 WORKMENS'COMPENSATION 2,663 2,133 2,040 1,903 260 61415 WORKMENS'COMPENSATION 140 101 101 0 100 61416 LIFE INSURANCE 445 598 521 504 260 61416 LIFE iNSURANCE 37 34 28 0 261 61416 LIFE INSURANCE 0 6 0 0 100 61655 CAR ALLOWANCE 8,107 8,282 8,342 8,342 100 61660 EMPLOYEE PHYSICALS 265 401 265 401 100 61680 EMPLOYEE MOVING EXPENSE 31,839 0 0 0 61-WAGES AND BENEFIT5 1,085,030 1,160,809 1,209,598 1,259,504 100 62010 OFFICE SUPPLIES 3,738 2,892 3,738 2,892 260 62010 OFFICE SUPPLIES 2 0 2 0 100 62011 LTNIFORM PURCHASES 0 3,680 0 0 100 62030 POSTAGE AND SHIPPING 186 109 205 215 260 62030 POSTAGE AND SHIPPING 25 11 28 0 100 62031 PROCESSING MATERIALS 200 176 200 176 100 62032 FLAGS 160 0 163 0 100 62050 OFFICE EQUIPMENT MAINT 583 664 594 677 100 62061 DP EQUIP.MAINT CONTRACTS 11,030 11,573 12,785 14,094 100 62090 PRINTING&BINDING 4,643 2,714 4,968 6,263 100 62110 COPYING/REPRODUCTiON 4,249 3,534 4,248 3,867 260 62ll0 COPYING/REPRODUCTION 220 333 220 0 100 62130 LEGAL NOTICES&ADS 649 0 299 299 100 62140 PROMOTION 0 ll3 0 0 100 62170 SUBSCRIPTIONS-BOOKS-MAPS 1,225 1,166 1,249 1,189 -104- Recommended Operating Expenditure Budget - Department Total 72-CITY MANAGER'S OFFICE FY19 Actual FY20 Actual FY21 Adopted FY 22 Recomm'd Fund Account Account Title Expense Expense Budget Budget 100 62190 DUES&MEMBERSHIPS 28,250 19,970 29,098 26,228 100 62208 GENERAL LIABILITY INSURAN 3,308 3,954 3,473 4,423 100 62310 TRAVEL-CONFERENCES 27,062 30,106 44,167 46,237 260 62310 TRAVEL-CONFERENCES 0 0 1,020 0 100 62320 TRAVEL-CITY BUSINESS 16,211 13,770 26,604 14,594 260 62320 TRAVEL-CITY BUSINESS 73 75 150 0 100 62340 MILEAGE/LOCALTRANSP 279 1,195 289 389 260 62340 MILEAGE/LOCAL TRANSP 0 193 0 0 100 62360 EDUCATION&TRAINING 27,001 28,905 97,465 84,950 260 62360 EDUCATION&TRAiNING 0 107 1,040 0 100 62421 TELEPHONE 3,572 3,894 3,571 4,911 260 62421 TELEPHONE 708 705 708 0 100 62424 RAD10/PAGER FEE 849 947 891 1,004 100 62436 RENTAL OF SPACE 2,310 1,890 2,310 2,268 260 62436 RENTAL OF SPACE 462 378 462 0 100 62511 FUEL,MOTOR VEHICLE 435 23 550 550 100 62645 SPECIAL EVENTS 165 1,082 10,000 20,020 100 62663 SOFTWARE LICENSE EXP 739 1,006 768 1,006 100 62667 DATA SERVICES 1,391 1,991 1,419 1,534 100 62668 PROGRAM EQUIP/SUPPLIES 1,997 962 1,997 962 100 62713 LEGAL SERVICES 5,295 0 0 0 100 62716 CONSULTANT SERVICES 27,244 85,012 35,000 100,012 100 62734 SPEAKERS/PROGRAMS 32,247 30,998 34,530 34,530 100 62736 CATERING SERVICES 5,576 4,785 5,776 5,776 100 62756 EMPLOYEE RECOGNITION 9,543 3,595 17,000 17,000 100 62761 PAY TO OTHER AGENCY 22,393 22,418 52,290 67,900 260 62761 PAY TO OTHER AGENCY 14,974 15,680 0 0 100 62765 GRANTS 5,249 5,496 10,060 24,560 260 62765 GRANTS 0 9,981 14,500 0 260 62834 SERVICES FROM PLANNING 8,710 7,710 7,710 7,710 62-SUPPLIES AND SERVICES 272,952 323,792 431,547 496,236 100 71110 MISC.OFFICE EQUIPMENT 0 0 200 100 100 71120 PERIPHERALS,COMPUTER 0 752 0 920 260 71120 PERIPHERALS,COMPUTER 150 0 0 0 100 7ll23 SOFTWARE 525 188 0 0 100 71124 COMPUTER 0 0 0 5,600 100 71211 DESKS/CHAIRS 766 1,508 650 1,050 100 72418 TELEPHONE RELATED 202 128 522 1,650 260 72418 TELEPHONE RELATED 0 0 178 0 100 72421 HEADSETS 0 358 200 0 71-EQUIPMENT 1,642 2,934 1,750 9,320 72-CITY MANAGER'S OFFICE TOTAL 1,359,624 1,487,535 1,642,895 1,765,060 -105- Recommended Expenditure Budget Report by Activity & Funding Source 72-CITY MANAGER'S OFFICE MANAGEMENT -72100 FUNDING SOURCE:GENERAL Account FY20 Actual Expense FY21 Adopted Budget FY22 Recomm'd Budget EQUIPMENT 2,934 1,050 2,200 SUPPLIES AND SERVICES 225,018 274,390 330,390 WAGES AND BENEFITS 952,661 982,811 973,166 MANAGEMENT 1,180,613 1,258,251 1,305,756 SUSTAINABLE COMM COORD -72200 FUNDING SOURCE:GENERAL Account FY20 Actual Expense FY21 Adopted Budget FY22 Recomm'd Budget EQUIPMENT 350 0 SUPPLIES AND SERVICES 56,435 92,281 114,625 WAGES AND BENEFITS 96,855 111,168 116,684 SUSTAINABLE COMM COORD 153,289 203,799 231,309 GREENCORPS -72600 FUNDING SOURCE:GENERAL Account FY20 Actual Expense FY21 Adopted Budget FY22 Recomm'd Budget SUPPLIES AND SERVICES 1,083 10,927 11,874 GREENCORPS 1,083 10,927 11,874 NEIGHBORHOOD DEVELOPMENT-72800 FUNDING SOURCE:CDBG CARES ACT Account FY20 Actual Expense FY21 Adopted Budget FY22 Recomm'd Budget WAGF,S AND BF,NFFITS 7,901 CDBG CARES ACT 7,901 F,QUIPMF,NT 350 7,120 SUPPLIES AND SERVICES 15,595 15,949 31,637 WAGES AND BENEFITS 103,391 115,619 169,654 NEIGHBORHOOD DEVELOPMENT ll8,987 131,918 208,411 NEIGHBORHOOD GRANTS -72850 FUNDING SOURCE:COMMUNITY DEVELOPMENT Account FY20 Actual Expcnsc FY21 Adopted Budgct FY22 Recomm'd Budget SUPPLIES AND SERVICES 9,981 22,210 7,710 NEIGHBORHOOD GRANTS $ 9,981.00 $ 22,210.00 7,710 WASHINGTON TOOL LIBR. -79220 FUNDING SOURCE:COMMUNITY DEVELOPMENT Account FY20 Actual Expense FY21 Adopted Budget FY22 Recomm'd Budget SUPPLIES AND SF,RVICF,S 15,680 15,790 WASHINGTON TOOL LIBR. 15,680 15,790 - CTTY MANAGER'S OFFICE TOTAL $1,487,535 $1,642,895 $1,765,060 -106- CITY OF DUBUQUE, IOWA DEPARTMENT DETAIL-PERSONNEL COMPLEMENT 72 CITY MANAGER'S OFFICE FY 2020 FY 2021 FY 2022 FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET 61010 Full Time Employee Expense 100 9900 Contract CITY MANAGER 1.00 $ 277,653 1.00 $ 280,024 1.00 $ 284,891 100 9375 GE-44 ASSISTANT CITY MANAGER 2.00 $ 255,766 2.00 $ 268,906 1.00 $ 140,415 100 - GE-30 DATAANALYST - $ - - $ - 1.00 $ 49,757 DIR SHARED PROSP/NBHD 100 - GE-35 SUPPORT - $ - - $ - 1.00 $ 68,591 NEIGHBORHOOD DEVELOP 260 5100 GE-35 SPEC. 0.51 $ 43,047 0.51 $ 43,950 - $ - NEIGHBORHOOD DEVELOP 100 5100 GE-35 SPEC. 0.49 $ 41,359 0.49 $ 42,226 - $ - SUSTAINABLE COMMUNITY 100 4670 GE-33 COORD. 1.00 $ 69,601 1.00 $ 74,253 1.00 $ 76,379 100 3465 NA-44 MANANGEMENT INTERN 1.00 $ 40,662 1.00 $ 41,431 1.00 $ 42,045 100 8825 GE-31 OFFICE MANAGER 1.00 $ 68,846 1.00 $69,617 1.00 $ 70,649 100 225 GE-25 SECRETARY 2.00 $ 88,139 2.00 $98,584 2.00 $ 100,012 TOTAL FULL TIME EMPLOYEES 9.00 $ 885,073 9.00 $ 918,991 9.00 $ 832,739 61020 Part Time Employee Expense DIR. OF STRATEGIC 100 GE-44 PARTNERSHIPS - $ - - $ - 0.75 $ 103,246 100 0 GE-25 SECRETARY - $ - - $ - 0.66 $ 25,109 SUSTAINABLE DUBUQUE 100 INTERN 0.42 $ 11,533 0.42 $ 11,658 0.42 $ 11,835 TOTAL PART TIME EMPLOYEES 0.42 $ 11,533 0.42 $ 11,658 1.83 $ 140,190 61030 Seasonal Employee Expense 100 NA-38 INTERN 0.25 $ 6,786 0.25 $ 6,832 0.25 $ 6,936 TOTAL SEASONAL EMPLOYEES 0.25 $ 6,786 0.25 $ 6,832 0.25 $ 6,936 TOTAL CITY MANAGER'S OFFICE 9.67 $ 903,392 9.67 $ 937,481 11.08 $ 979,865 -107- CITY OF DUBUQUE, IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2020 FY 2021 FY 2022 WP- ACCT FD JC GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET Management-General Fund 10072100 61010 100 9900 CONT CITY MANAGER 1.00 $ 277,653 1.00 $ 280,024 1.00 $ 284,891 ASSISTANT CITY 10072100 61010 100 9250 GE-44 MANAGER 2.00 $ 255,766 2.00 $ 268,906 1.00 $ 140,415 MANAGEMENT 10072100 61010 100 3465 NA-47 INTERN 1.00 $ 40,662 1.00 $ 41,431 1.00 $ 42,045 10072100 61010 100 225 GE-25 SECRETARY 2.00 $ 88,139 2.00 $ 98,584 2.00 $ 100,012 10072100 61010 100 8825 GE-31 OFFICE MANAGER 1.00 $ 68,846 1.00 $ 69,617 1.00 $ 70,649 Total 7.00 $ 731,066 7.00 $ 758,562 6.00 $ 638,012 Sustainable Community-General Fund SUSTAINABLE COMM. 10072200 61010 100 4670 GE-33 COORD. 1.00 $ 69,601 1.00 $ 74,253 1.00 $ 76,379 Total 1.00 $ 69,601 1.00 $ 74,253 1.00 $ 76,379 Sustainable Community-PT General Fund SUSTAINABLE 10072200 61020 100 NA-38 DUBUQUE INTERN 0.42 $ 11,533 0.42 $ 11,658 0.42 $ 11,835 Total 0.42 $ 11,533 0.42 $ 11,658 0.42 $ 11,835 Neighborhood Development-CDBG Fund NEIGHBORHOOD 26072800 61010 260 5100 GE-35 DEVELOP SPEC. 0.51 $ 43,047 0.51 $ 43,950 - $ - Total 0.51 $ 43,047 0.51 $ 43,950 - $ - Office of Shared Prosperity and Neighborhood Support-FT General Fund 10072800 61010 100 - GE-30 DATAANALYST - $ - - $ - 1.00 $ 49,757 DIR SHARED PROSP/ 10072800 61010 100 - GE-35 NBHD SUPPORT - $ - - $ - 1.00 $ 68,591 NEIGHBORHOOD 10072800 61010 100 5100 GE-35 DEVELOP SPEC. 0.49 $ 41,359 0.49 $ 42,226 - $ - Total 0.49 $ 41,359 0.49 $ 42,226 2.00 $ 118,348 Office of Shared Prosperity and Neighborhood Support-PT General Fund 1007280 0 61020 100 0 GE-25 SECRETARY - $ - - $ - 0.66 $ 25,109 Total - $ - - $ - 0.66 $ 25,109 City Manager-PT General Fund DIR. OF STRATEGIC 10072100 61020 100 GE-44 PARTNERSHIPS - $ - - $ - 0.75 $ 103,246 Total - $ - - $ - 0.75 $ 103,246 City Manager-Seasonal General Fund -108- 10072100 61030 100 NA-38 INTERN 0.25 $ 6,786 0.25 $ 6,832 0.25 $ 6,936 Total 0.25 $ 6,786 0.25 $ 6,832 0.25 $ 6,936 TOTAL CITY MANAGER'S OFFICE 9.67 $ 903,392 9.67 $ 937,481 11.08 $ 979,865 -109- Capital Improvement Projects by Department/Division CITY MANAGER'S OFFICE CIP FY 19 Actual FY 20 Actual FY 21 Adopted FY 22 Recomm'd Number Capital Improvement Project Title Expense Expense Budget Budget 1012682 GREEN HOUSE GAS INVENTORY 36,293 1012932 INNOVATIVE SERVICE STUDY 75,000 1021238 NEIGHBORHOOD GRANTS 931 1022218 SUSTAINABILITY INITIATIVE 1 1022317 ALL-AMERICA CITY AWARD 26,150 10,581 2601238 NEIGHBORHOOD GRANTS 6,561 3502681 ENRGY EFFICi REVOL FLTND 3502682 GREEN HOUSE GAS INVENTORY 2,500 3602424 DTWN URBN RNL DRST ADA 9,996 15,000 30,000 30,000 3602802 DT ADA NON-PROFIT ASSIST 100,000 100,000 3602807 DT NON-PROF[T WEATHERIZAT 100,000 100,000 CITY MANAGER'S OFFICE TOTAL 43,639 64,374 230,000 305,000 -110- PRGRM/ DEPT PROJECT DESCRIPTION FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 TOTAL PAGE CITY MANAGERS OFFICE General Government Aerial Orthophotography and LiDAR $ 67,500 $ - $ 69,500 $ - $ 72,500 $ 209,500 355 Municipal Green House Gas Inventory $ - $ 50,000 $ - $ - $ 50,000 $ 100,000 356 Downtown Urban Renewal Area Non-Profit Weatherization Assistance $100,000 $100,000 $100,000 $ 100,000 $100,000 $ 500,000 357 Innovative& Entrepreneurial City Facilities&Service Delivery Study $ 75,000 $ - $ - $ - $ - $ 75,000 358 Non-Profit Weatherization Improvements Assist. $100,000 $100,000 $100,000 $ 100,000 $ 50,000 $ 450,000 359 Renew DBQ: Low-income solar pilot project $ - $ 80,000 $ - $ - $ - $ 80,000 360 Downtown ADAAssistance $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 150,000 361 TOTAL $372,500 $360,000 $299,500 $230,000 $302,500 $1,564,500 -111- This page intentionally left blank. -112- 1 1 � �- � •�� i � � � � � - �-- � - ;a i I�.�e ,.E;''� _ - - � �� - � � �j. _ --` r�� rl�� r�� '�� R�n � _ � i.� _ F�'�p�� Il�i� - ��, � �3 � . i i • � �'� �� •• �� -�� _ • i tir r � �� . � i� �� u ,�� -'� A _ Dubuque 2035 VISION STATEMENT "Dubuque 2035 is a sustainable and resilient city and an inclusive and equitable community where ALL are welcome. Dubuque 2035 has preserved our Masterpiece on the Mississippi, has a strong, diverse economy and expanding connectivity. Our residents experience healthy living and active lifestyles; have choices of quality, livable neighborhoods; have an abundance of fun things to do; and are engaged in the community. " CITY MANAGER' S OFFICE MISSION The City Manager's Office plans, organizes and manages all activities of the City organization so as to provide leadership so that all City Council priorities, policies and programs are successfully implemented and effectively managed. City Manager's Office (11 .08 Full -Time Equivalents) . . . Assistant City _ , . _ Director of Strategic Manager Partnerships Cori Burbach Teri Goodmann ICMA Management Fellow vacant Data Anal st Director of Shared y Pros erit & Sustainable Community (proposed) p �/ Neighborhood Coordinator Administrative Support (proposed) Gina Bell Assistant � (part-time, proposed) vacant Office Manager Sustainable Dubuque Intern Juanita Hilkin (part-time) vacant � Secretary Secretary Office Specialist (part-time) Stephanie Valentine Anne Schreyer vacant C REATI N G AN � ��—�� EQUITABLE ��#�a-�r�v�r� �r�� -F�� uil� ��r �h� ��ur �ill�r� ��: COMMUNITY - OF CHOICE � . _ � � s . � . . � . ■ ■ � *, , � � . _ ��.._ � ': - � ,� � 1 , 1 • • COVID-19 Response � -- � _� .- _ . �- � Public Health � � Em lo ee Safet � -�- ' ' ` ' p Y Y ,�� - � Community Events �` . � :-. � ° �� . � �:- �: - - � � Non-profit Support � - i - ��-- -„, �=-_ .,�, u ��.�. _ s ��„ � ,�_ _ � Communication � �'` � - J.� k'. -w r._�: -.;}� �. .'�. - - F - - • Equity & Black Lives Matter Strategies i ��j� � -�� - ;�� i� . � . • Economic Crisis Response = � . �` ; �� = =� . . �` � _ �� ; • Equitable F�nes & Fees � - �. ��.��;.�;�-�� • E uitable Povert Prevention Plan �� q Y � , R� • Organizational Development � - , ; � Supervisor Training + � Support of Vacant Dept Head Positions �- • High Performing Government � � *Pre-COVID staff development • Citizen Response & Support � 1 � � � ' 1 1 1 � � � � � � � COVID-19 Partnerships & Funding �- �� -- - - _ ��.._- .. , $314,886 FEMA reimbursement funds for COVID-19 costs � . '!'�Y�� $7,688,128 Federal CARES Act, including CDBG Entitlement, FAA, FTA and pass-thru to _ � �� .. F�.�� . - - State funds -- � $8,003,014 TOTAL COVID-19 FUNDING RECEIVED � k�:: :�'� �$�F�� ::�� . � 1 � � � ' 1 1 1 � � � � � � � Non-COVID-19 Federal Funding Received �- �� -- _ _ ��.._- .. � . . $89,487 US Dept of Ag � . � �Y-:��. _ � �� .. �� •F�:��l� $17,444,558 US Dept of Housing & Urban Development -- � $6,589 US Dept of Interior Historic Preservation Fund Grants-in-Aid � - $85,606 US Dept of Justice $3,756,969 US Dept of Transportation � � �+}, ��; $210,440 US Environmental Protection Agency k��::.;�', �:�F�� 207 397 Corporation for national & Communitv Service $21,801,046 TOTAL FEDERAL FUNDING � 1 � � � ' 1 1 1 � � • US Army Corps of Engineers — Planning Assistance to States — Riverfront Masterplan • US EPA — Office of Brownfields — Blum properties, Bee Branch Flood Mitigation Project • US Dept of Commerce - Economic Development Administration — Bee Branch gates and pumps • Dept of Interior — Land and Water Conservation Fund, Comiskey, Eagle Point, Four Mounds �� US Department of Transportation — Federal Highway, Federal Transit Administration, MARAD . k � • Department of Agriculture — Natural Resources Conservation Service, Conservation Innovation Grant — Nutrient Exchange • HUD — National Disaster Resiliency Competition award Bee Branch Health Homes initiative • lowa Economic Development Authority — Bee Branch Healthy Homes Initiative • lowa Finance Authority — SRF loans and sponsored projects Bee Branch Flood Mitigation Project • lowa Dept of Homeland Security/Emergency Management — Kaufmann, 17th Street, RR Culverts • lowa Dept of Natural Resources/Wisconsin Sand County Foundation — MOU for nutrient exchange • County Conservation District — Catfish Creek Watershed Authority — flood mitigation • USACE — Riverfront Master Plan � � � � � 1 , � 1 • Dubuque County Board of Health & Incident Development and Corrections Management Team • Four Mounds HEART — REAP grant to support • lowa Homeland Security Emergency new adult HEART Management & FEMA • DREAM Center — grant support to leverage • Black Lives matter partners additional state funds • PEW Charitable Trust — Flood Prepared • Community Foundation of Greater Dubuque — Communities initiative collaboration to achieve Mental Health Court • Mississippi River Cities and Towns Initiative — • Dubuque County — John Deere Rd grant Field to Market partnership for sustainable application agriculture • My Brothers Keeper Network • Fountain of Youth - lowa Depts of Workforce FUTURE • Development of Office of Shared Prosperity & I N ITIATIVES . Neighborhood Support ■ ■ . • Evaluate School Resource Off�cer program • Evaluate Dubuque Community Police Relations Committee mission & operations • Equitable Fines & Fees pilot program(s) • OpenGov + Data-Driven Decision Making • Organizational Development: Organization in Transition • State & Federal Legislative Advocacy • High Performing Government Ambassadors � Resident Survey City Manager's Office FY2022 REQUESTED OPERATING BUDGET SUMMARY 915 864 14 . 45 ' . Average homeowner's* Net Operating . property tax cost for the C�ty Property Tax , . Manager s Office Support *Av . home value of 146 567 ( 9► � � ) • , � � ,� � � $ 146,541 in staff time OFFICE OF SHARED PROSPERITY & NEIGHBORHOOD SUPPORT 1 1 . Creation of the Office of Shared Prosperity & Neighborhood ' � � � Support / Director of OSPNS Recurring � $0 � � � Net Property Tax Cost � $0 . � 2. Implementation of the Dubuque Community Poverty Reduction and Prevention Plan Non-Recurring � $32,900 Net Property Tax Cost � $16,341 ~ � Q Th¢�irectorwill have Implementation of Equity Poverty 7he Office of Sharetl Prosperity �• D ata An a I yst outstanding skills�in Prevent�ion Plan.Focus Areas�, (p5P)will eontinue[he Caucus faciliYat�ng,prablem-solv�ng& coll�bor,ntin�wiYhd��erse • EconomlcEqulty I�ohs forCommunityprocessfor organiratlons.inspires staff • Racial Equiry cltizen inputon initfaGves.A Ree u rri n g � $73,791 andCommunj[yforCreative • AflortlableSafeHo�Sing majarlryoftheCitlzenCouncil solutions.StaEf wlth strong • Early Childhoad&.vouth wlll haveexperlenced poverty analy�ical,collaborativeand • TransportaE+on w'ithintFelast3yearsor project managemen[skills& • Phys�ca3&erain Health curtenUy,The Councll provides N o n-Ree u rri n g � $4 220 • Foodlnsecurity guidance,anauthenticvoiceantl dcepunderstandingofpoverty . Eciacation&SkillsTraining fnsfghttotheDSP'swork. � andbarriers[oracialequfty. . �us4Ece Net Property Tax Cost � $40'V■ ` 00000 00000 000co 00000 zhe Anchortallahorative consists of The Gran[s Collaborative pools �he�ata Colla6oratEve inclades hf$hereduca[�onlnstifutivns. resourcesamongnon-profi[s,City partnerse.g.theCommunfty medical centers and businesses that Plann'in�,ihe Cornmunity Action Pro�ram(HpCAP),the employ large numbers ot pubuquers Fountlation,&Anchor Community Foundatlon,School 4� P a rt Ti m e Ad m i n i strati ve Ass i sta nt and purcnese si�n�i7�icane dmourits pf insti[ut�ians lo idenlify staLc& �istrict,MedicaE Centers&non- nation�l fundin to asslst eo le profi[s&.ciiy oepartmen[s[na[ �oods&serv�ces-The Coliaborative � N P collectdata of under-served Ree u rri n g � $28 564 ievera es it's em lo ment,bu �n in pove�ty.rhe OSPwill ass�is[ g p y y� g groups in writing&,processing pop�lations.Goal is to inte�rate and investing resource=_to sFimulate cit wide data and conduct dee ane tahleeconom 6 buildln P�oposals-Intemship�abs�or Y- P � qui y y g college&graduatestudentswlll diveanalys�stouncovertrends wealth in disinvested&marginalized assist In the work of the osa. &dlsparities and adopt metncs N o n-Ree u rri n g � $2,950 communities. aad indfces to measure pwgress in Lore Areas&se[benchmarks. � �- • Net Property Tax Cost � $31 ,514 � � � Climate Action Plan Outreach Non-Recurring � $25,000 � � � � Net Property Tax Cost � $12,417 ' ' • . � �i Clirr�ate Aetian Capacity ��C]irna#e Actian Capacity A[Complishing The Goals Taicing Act9vn This Oimaee ACSion Ran is aqaniud araund a uniFying fia mework vrgari iisd by secior,Fa[h secSor has mer-uchinp Hvw e a n you hel p pu b uq ue reac h o ur emissians ied uciio ns goa is? 5traSegies eslablished ivmeet 2U.34goak anddeulled Actims for imp7emenral� {�mcrrtasion xtions zrn deci�led'aems eh�[shauld hecompkted inarder iacxry oucthr 4i�+on and struegies idenhheA m ihe�lan_Someanianswitl need zo�e led by Ciry Counell,uty de�arcmencs.andfnrthe busutiess itrategles arrspccific siaternpnn d dlrc[tlon that rxpend dn thrClima�r actlpn vlylon GHGeeducSlnn goaH and gWde cammuniry;and iheie a�csome thFngs t►rae housrhdds and�ndir�dwals ean do�u�+}akcan impau.All d ilxaccions In decisians about future puWiC pdicy,community irneslmenl,anGariions.Bebware thESuaaegils qulding[he C4bna4e Shc pku+a�e�4�dcd h�/whohss�he.+W�ity.access�nd declsian-mawng power�ogr�ihrm accwMp�hhed.Whflr m�nr ArTion Cavarrty se[tivn attions wip require[hyCaun[il�a amend a pdi[ythere w10 6e upporcunitiesfw]ws�nesses,wqanirations,housCMolds, antl individuak to svpport che[iiy{�ncH polrcycha�grsand pronde a�puc on ad Fcrdhaekvn ihose politrs.Ic is Goal C�E+�fiancc and exp,nd co�»munity capacity forclimate ackian and resilience �mpwiamcoremamengagrdandactirc,advannegandadvocaungfora�uonsyouieelareimporwn�_ Suo�cqr L7 n.A,��+[r r��$.�gr.,intl r+�powr��nr v�b'�c • �� 7hefallowing kick�slart xlions are[ound�tiunal,+�lgh impact and wilh help pa.lde momenlumfor�aunchirg 1he G[ys S1d�V S 0�O44�NCI�P W�;SUt4 S O�C��q4��CiG h CFinale Rclion Pfan RSee Seclion 13 Implemen W lian AcSian P1an}or the corrglele bst oF delailed acGansa- cwn��umcatlun mueryts,Repo-!�cE e��uai educaiw�a4 rveMa and pu6kal.ons,Autl�v�ce rvacMd �Mrr�4�nC I I 11 EstaWish a pollcythat requ+es ciry infrast�uciure pruJectsand wpwl budgets meorpori�e c4mate risk and stra�t�rci•e:suppa�cdr,.�o�e�u oriowi ntiwr�soobuNd sawF ryinerab�ty ana�ys�sa�d adapeaewn phdns to enwrc tha�i�urespr�ng cw�tn4uies m�es�Ae�ce a�+d ndkerxo �lPQREtl annWl{p(i/I MiM9rk5l�tp;RlpGSEa wnwpsiwnieaxh wnw`pan�r orrinvatansana achieving the City`s CAP plan gaa�s,IStrneqy C2�M1 netiwo.�a 2) Explo.z�ne devtlapmn[df A�CB�bon Irt1p3t!F!!'Adt�llohel fuMdY raliEd lo Cr u5td IdrCNhle[e1rlYllC�i[Id1 Md hdepiatiprihnpkmeniation.{5lraGegy€2�B•7} C2EF@VBIBpnpwrne[hanismSfvrfinan[irlg[Eim�[�BCSionworkth3t8ttQurlt{OrBquity ;i Esia4Nska�epaye�AcN�swyComm�ssbRs�arcus��eratvs,�a+rcnua,a�duscs+a�pewurceWryqe**�e�[and OMASWA,Ezpeore rcve�+ue uus fav vpponunitks ta suppart anionx�n yyppart of�Fx[�qry{cmate Astlon and ca-ber�efits(building u�san existing budget scoring uiteria) yaais.ts�aieyy[2-�-2i - - 4) [rnaie an ardinancrco nKpand residva!foad st�ap mlleceion.IScrat�gy[Ei-�-ai Suatrgv C2 A-ieve.aec erh��ns��a�c.�g wi nwar� C i t y St Sf( 3taE�soffundm6paihways;5tatusandslauildrafann�af �) ExplaEmodifir3[ronStoCity'�i6nirlgorAirlin[E,iuchlsadldwarl[eOIL[ref�ydwelllrlgurli[kSOM�o�raqe cllmate act�on lundmg and staM allocalwn dpy¢Io�nPM of i(SMA}Me irltlr[�eniraYiOrYil sirkjlElSmilylqrtlAS ar1A dnulSi+I2rtYIy I1du¢iflt�wiih blp�1[S 6n S�.nocrC��e�oeva+ar��wi��m��s w��.�n irnpraved sacial canneceednessaunss demagraphic cahorc iivacrgy[1•6•1 Y k�ecnanisms�dentiiird,scazus el Tund�nt paanways,5�aivs ZS E�Fa�ethe paien�u�o�de�eiopinq a'Ca�ba�Imp�-��¢'sim�arto the{�ty+o�WatsonM�le CA.Fee cauld bea or.d slahiF[y d snnua�dllaa�R�Stipn W nding and s[a11 �{�q�� e 9�i�+4 4u��d�� .�iu�t� Re �'9 4 Permil fee oVP��ed 4o all caMLructia�P�ajrcSt IS1ra0ryy{2-d-2} 3] ExplaevseaFCrtqshareofpMp,SWAlandHlEme[hanrtaQsurrandheneficlalreuseasRenewabkXatwaEGat[o fundCllmazrMlugaSianandAdazxation�mpkmmu[bn_ISuaiegyC2-A-I� a1 FxFb�e�hB Polent�al o�[d�aborat�0�s wRh 6wW�5.Pnddth�oP�sSs,and nw�-R�CRlf4uMWlaPnita de�Cbpd CirY�i�e�kUon a�+dEqurty Fund for 11�e City of Du6uque-IS�rae4gyC2-B�SI City Manager's Office FY 22 CAPITAL IMPROVEMENT PROJECTS , � _ FY 22 Project Total Cost Cost Downtown URD Non-Profit ADA $ 100 000 $ 500 000 Improvements Assistance ' ' Aerial Orthophotography and LiDAR $ 67,500 $ 209,500 Non-Profit Weatherization Improvements Assist. $ 100,000 $ 450,000 Innovative & Entrepreneurial City Facilities & Service Delivery Study $ 75,000 $ 75,000 Downtown ADA Assistance $ 30,000 $ 150,000 City Manager's Office PERFORMANCE MEASURES Goal : Financially Responsible, High-Performance City Organization FY22 Property Tax Rate Comparison for the Ele�en Largest Cities $Za.oa $17.56 $18.2fi $18.44 $16.78 $14.95 $15.77 $15.88 $15.00 $14.52 $11.77 $10.fi5 $10.00 $9.87 $10.05 � $5.00 $— Ames Dubuque Ankeny West Avg. Siaux lawa Cedar Da�enpart Des Gouncil Waterlaa Des wlo City Gity Rapids Maines Bluffs Moines Dubuque � ity ivianager�s �rrice PERFORMANCE MEASURES Goal : Financially Responsible, High-Performance City Organization Property Taxes per Capita S1,400 $1079 $1,168 $1,200 $990 ' ��reral Fund Oper�#�n� �our�es $1,000 $812 $824 $886 $800 $710 $718 $600 $461 $545 $547 $400 ansfara�n�246 $200 hl�aee __ �- C'�,�r�j�s for S�rw•�e�794 tax�s��'�, ��.� ��h ��.J ��J �o° �ot�' .`,�� .J `�� `�� __. � O�'� P '�°�+ P� �a�� aJ�� a��a ��a G`� �o � `� � � � � �� . �� o�' ,�0� �� a��,�ios�� City Manager's Office PERFORMANCE MEASURES Goal : Financially Responsible, High-Performance City Organization �tatu#ory De�t L�mit U��d ��s of,lun� ��th) �ao�r��'� �� a r�� 7cp� �� a ��°�a ��°�a 7nof r�7 f0 �a r v fa ��fd ��fd �fu �.3�a ��fU J4f i� �Y JE ��f4 �J%U `F`!Jd �J%U �/ ��JO ��+i �} ��a ��U ��o ■� �JlO �1!d 1�fU —#iC TI TI �7 �7 �7 T T T T T TI TI TI TI TI TI � � � � � � � � � � � � � � � � � � � � � � �, ru � ru ru ru �+ �+ �a �a c.� w cn ar � � e� � � �+ � cr� as � � � � � FY16 Adopt�d � FY2� R�commended City Manager's Office PERFORMANCE MEASURES Outcome: Maintain an efficient citizen response rate % �itizen Issues Resolved in 1Q Days or Less # Days to Resol�e Citizen Issue 100 10.0 $.7 _� 7.� 7.0 7.Q 7.0 90 5.1 5.0 $0 75 7� 75 75 2.5 7� FY20 FY21 FY22 Est All Depts f Target C"-`= City Managers Qffice f Target City Manager's Office PERFORMANCE MEASURES Outcome: Hire & retain a highly-skilled City workforce reflective of the Dubuque community. Leadership Team Demographics so.a�io s�.a°iv s�.a�io so.a�io I 41.0% 40.0°/a 40.0% 30.0% 20.0% 1 p.0% 8.6% 8.7% 8.6% 5.5% —% ■ Female Non-white � Target: Community(`18 Census) � FY20 � FY21 FY22 Est i � � � - � � � 1 � ' • � . • � � . � '�� `� , � � � � � � .� FISCAL YEAR 2021 HIGHLIGHTS _ _ �� a� � , �_�� • Adopted the updated 50% by 2030 �:�� ommunit limate Action and � � � � �.�,'� c yc _ r ,p� r� Resiliency Plan uY �'� ?� , .. �� t �� . � �=' i �'.� • Successful Grant Work � � �� , . � �. ,. . � � Teen Resi I iency Corps �' -�' � L • , � Community Conversations � - �-�~ � Food Desert Ma U date �� ' p p � • Climate Action Plan Implementation & • Engagement • Food Insecurity and Grocery Store Attraction • Teen Resiliency Corps expansion � �.K TS �� L� AV� Bo �� CLIM A � � � . u�•O � � ubuq A ,n�b��d � usta � s Resilient Community Advisory Commission _ . � ,;,�,;:.��:�;;,;�;, �� U� �" .:.�..,:, N�T�a� Sysr�s � ��`��>>��,� , � � �. �"`i:,�,�r� NV��1 A� .,tit�`�� --- -�`tf ��P��e�� -�y � _. RcS►L�cNcc �� • 5 men 4 women cu rrentl serve �: -� � -�--- � � �'�` M�� ` �`�'� , y �Fss ��. �oo�� ,� ��w,. ■ � � as commissioners. �`�x` M �« � x ■ � h1K � `I � q�..w, I �� .u�d.�+., �*----�--�1'�",'�,�. �te� . ` '. ■ ■ ri.FAW ��R, � �� 4��$ �w.wJ _� �..p,. � � � _�. • Focus on Climate Action Plan -�� _�� --��;�, I� ■ AccfSS � i�� vao� ..� ... - , ., : �z, Implementation & Outreach ` . �- � � , -�e�'�` ��- �`n� �" � -�� 1 � �� 1 �o� v� � � �� 4� �,��-- �.. - � . �.��,�.", � , ., ... ._ e�N��1 ., �Ma., n ..-� � S . . `,.. �s T � ' :r �..t� .,. _ _ ' - �,. _. w - -� ��'�. .._. .v 50% by 2030 Climate Action Plan • Youth Engagements � � � �� 1 � �=� -r rf� � � � � � The Building Energy sector includes all�ential, commercial, and industrial building� Ad u I t E n g a g e m e n ts Greenhouse gas emissions from this sector eome from direct emissians—from fossii fuels burned on site for heating or cooking needs—as well as indirect emissions--from fossil fuels burned offsite in order to supply that building with electricity. Cities and individuals can significantly reduce Building and Energy GHG emissians through a number af ways: • Act i o n s f o r staff C o u n c i I a n d Renew�ble �nergy Efficient Energy Efficient 7 Energy Buildings Appliances community members ,..�� y �fi � � .�1 � -.-�� .�� ....,.__.. ��.. .F �.�'x�.X�r� ..ti..�.;,:. ,_ • Addressing the needs of our �� ' ,�p�� :� �� ,t . � - a ,•,�� 1�� - . _ .� most vulnerable residents �:,.r'':��-.� -��`�:� ' ��"� , , . . � � � V� s �� =��-��__�� '��P� ,:� � through climate action Growing Sustainable Communities Conference . � . � . • Canceled 2020 Growing Sustainable . - � .� � � � ��: Communities Conference due to �� . �-�� , � � -:� n �.�1 � � � � �.E COVI D-19 �- ��- �4' ��•' -�•�r±` �5_ � � _ � r T , � �� . � • Planning for in-person in 2021 on ��f �h� -�� .. +�� ;.:f��.� �� -�: . , .� � i } .�,,, October 12th - 13th . � �� -_. �� '�� . . :'. y r , � �7� ' .�,�� ._ ..:x� � � . �reen lowa AmeriCor s Ener Sawer Kit Deliver ' �� Y Y : � �,xv��:, � Green lowa AmeriCorps a � _ _ ��:�. , , o �� .,.. o �:.o s:; • Five member Dubu ue team � o��; �y� � ° � q o � 2 audit coordinators a � � =..��-' � `��a�-� - - ° � � ... _ . ' ,' y` O O �` � 1 lo istics coord i nator __ . o o ..�- 4 �a.�,� � .�,.�� ,, � o �� : , .,.. - J _ Q � 1 education coordinator � -� 4� 4 ;:� DUCsUQ�E ' .a � 1 outreach coord i nator = fi� ..�, vr � .�. _ � � ^Six p01nSs in Pe05la. h,�,.."' fiY.3 ayersvine, • E n e rg y S ave r K i ts �� gle My Maps � �=� nat horwn � � � � • Events & Community Service :� ��.. , . :.. . . - c�� A�. Sustainable Dubuque Grants aur��go o � � �agev�k�e � Rutledye �: • 12 r n iv n � � � � 9 g a ts g e to date � � � � • ass��ry �� . �'� �� $173,683 granted since program � � �� . � � �,�� be an in 2013 � � � � <35 g � �� Q�� x �� • Each project includes community � - �� 4�� education or engagement � �� r� • lCey 4V�5t Sustainability Office PERFORMANCE MEASURES Pe�ti�id� Fre� P�rl�� Sustainable Dubuque Grants �� 129 255 �� ■ # of pe5titide free parks ■# of parksrrr ith pota7tial of beir�g pestitide free ■ Grants received to date ■ Grants gi�en to date � . . I . � �',� _""„� �,.�� _ - r � . � - �li �\\ �; , �� ^ � :� r I � � - � � '�`� ,."-'^�- �� _ � � � ! _ - - � `' -' � _,� �.-4�., �;," — - ; � 1 ; -- � ~ r � f -�;� � - -=) �. ` '�. � ,� , ��. �; _ � , �. ( � � i� � ; � -� �:. � ,,� �i: �'��; '�"s�F.—� _ -- i► ' �.� £ y� �- 7 .�- , ,,� ' i r .�..' � , - � _ _ � �� '��. � � �= �'Ir � � � "CJ � ` - � .. : ,-� �yx,� :��w �� ' 3 _. .- :.�` �. -- ��\ �� : �i.i� ' +J r. � ` \ �-- � � , f _ . ; � _ - � • - � :.,� ' � ��r � ' i-, J "� ='- ,;f _ - � OAp} � � ��'- } � �� ' rt_ . ..,� - i�., � � � � � -.. .. _.`'w,�p ,. � �r � � .. a� ! _ __� � e� �T � a4,. L. - . - ;.'�.`'�`� + . �� . . ''�. �'t '.'. �i�' �� :�s . �:>� .�-�,�� - - ,��;. � e ' � �:,. �� a� ..� e,�I �` ��'�.�r T: I �`�\ . _ �, "'�{, <.�- , -,:St y ' ' . , - ' Jj�+ ��a � � � �`� �,� ,� �'�'�"� .� �� . ` ,, � � - : . � � �;w� � ��"��' ,�'�',�, '+ �� ,� _ b.�_ '�� =y ,-, � .r'. ��{ 5�^ �T'�`- .sre � q �-�.' . ,i.+ `�ir a�r�,�..s.�r�'�!i-�'.�4 __ . ,..r �,� Neignaornooa ueveiopment PERFORMANCE M EASU RES � . ��r�arm�r�c� �1��r�� it� ��r��il ��I: P�rtr��r�l�i�� f�r � ��tt�r �U�u�� ti�it� ��ti�r�; Pr��i�l� r��u r�� f�r n�i�h L��rh�� r��it�l i��ti�n �n�I ��rr�rn�ii�it� L��i i I�in�. ��rtarrn�r�� +f��ur� ��I} T�r��t F1� ��7� F�' �� F1� ��1 P�rF�rm�i�� tu�,l ,��#4i�1 E�tiir��t�� li��i��t�r # �f �r�nt� �tir��r�� f�r ��m rn unik�r ��iildin� �� N;� � �n� n�i�l7��rh�� ii77�r��n7�r�t �r��t� �.� �f gr�nt�� ir��r��r�tin� �r� �q�it� , �� 1� ��'�� fV;,� �� an�l�r�i� ir� pr�j��t �lanr�ina �r �r��al��ti�n �it� ��r��il ��I: �i��r�� ,�rt�, ��Lt�r�, ��rl�� r��J F��ti�n � ��t. ��ti��; �r�i��t� f�i��il�-�ri�nt�d ��n#� �nd ��ti�riti�� #h�# �r�n� th� ��mi��i n it�+ t��h�r -- r��i��n#� i��#i n� r��id�nt�, � �f m�r-�7��r� �n �1��# ��r �� 1� �� www.cit ofdubu ue.or /Cit Mana er v a J Y J