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City Focus - Fall 2014 Copyright 2014 City of Dubuque Consent Items # 3. ITEM TITLE: City Focus - Fall 2014 SUMMARY: City Manager transmitting the Fall 2014 City Focus. SUGGESTED DISPOSITION: Suggested Disposition: Receive and File ATTACHMENTS: Description Type ❑ City Focus Fall 2014 Supporting Documentation Focus highlighting issues important to Dubuque residents H Fall 2014 H UTC ES outcomes (noun): "Final products or end results; consequences; issues." 41 a 1i � What does it mean for Dubuque residents and businesses? w1 � ,. .+ In This Issue • 2 > City Manager's Message 3 > City Council Goals& Priorities 4 > Goal 1: Planned & Managed Growth 6 > Goal 2: Partnering for a Better Dubuque 1 10 > Goal 3: Improved Connectivity: / Transportation &Telecommunications 12 > Goal 4: Economic Prosperity 16 > Goal 5: Environmental Integrity •�� �� •� 18 > Goal 6: Social/Cultural Vibrancy �.. - 20 > Goal 7: Financially Responsive City Government & High-Performance Organization THE C=OP 22 > Community Health & Safety DT 7� 23 > City of Dubuque Department Managers l.J _ Masterpiece on the Mississippi C t=A �� CITY MANAGER'S MESSAGE Outcomes (RESULTS!): What Does it Mean to Residents and Businesses? H Michael C. Van Milligen H Ours is an agenda driven by Mayor Roy D.Buol and the City Council through Are all outcomes occurring at a satisfactory level?No.While serious crime is their role as policy makers,their at least twice-per-month City Council down 38 percent since 2007,it still exists at unsatisfactory levels.According to meetings,and their annual strategic planning session where they set the the U.S.Census Bureau,Dubuque's poverty rate(percentage of population below City's vision, mission,five-year goals,and annual priorities.The Mayor and the poverty level)was 13.2 percent for 2008-2012.Much more work needs to City Council inform their process through a robust community engagement be done here. While unemployment is at 3.9 percent and almost 60,000 people strategy that leads to significant community support and participation and very are working in Dubuque County,future progress will only come with strategic productive partnerships at the implementation level. and deliberate action. Much of the progress noted in this publication came with significant investment including debt at very attractive interest rates.The goal This is not just conjecture as the National Civic League has recognized the is to reduce City indebtedness over time. Dubuque community three times(2007,2012,and 2013) in the last six years as an All-America City.Only 10 communities receive this recognition each year I recently heard an interview of Larry Keeley,author of the book,"Ten Types of through an intense national competition. It is unprecedented for a community to Innovation:The Discipline of Building Breakthroughs,"who pointed out that be recognized three times in just six years for what has been described as the innovation is not only the creation of a single product, like the smartphone,but academy award of civic engagement.Through this process,the National Civic the integration of products and resources to achieve better results.Dubuque League awards panel has scrutinized the general methodology used by Dubuque plans to continue to innovate to lead to outcomes that will achieve greater and has specifically looked at the America's River project,the Downtown Master community and individual success. Plan,Crescent Community Health Center,efforts to improve grade-level reading, veteran-oriented programs,workforce development efforts,and the Historic One of the ways to achieve greater success is to retain and build a workforce to Millwork District revitalization initiative. grow our local economy.The Inclusive Dubuque initiative,a collaboration of 30 local organizations and businesses described in detail on page 19, is doing that This publication is intended to review the results of the direction provided by by advancing equity and inclusion. the Mayor and City Council.The implementation of their agenda is driven by the very professional City of Dubuque department managers listed on page 23 The diversification of our economy continues to be illustrated by the recent in partnership with the creative Leadership Team(staff who report directly to ranking of Dubuque as one of the 10 best American cities in which to work in department managers),the wonderfully talented City employees,dedicated technology. The ranking was compiled by SmartAsset.com,which collected data members of the City boards and commissions,enthusiastic volunteers, on wages and cost of living for 200 cities,ranking them on pay for technology committed partner organizations and businesses/employers,and caring workers,percentage of technology workers in the workforce,and low cost-of- residents,sometimes organized through neighborhood associations and living indices. sometimes just people rolling up their sleeves and getting involved. You will find out in this publication that Dubuquers are seeing more job We could describe all the activities that occur to make things happen,including opportunities,higher wages, higher home values while living in a safer the measured outputs, like number of meetings, number of hours worked, community,with more quality-of-life amenities,one of the best medical care amount of money spent,but just counting outputs(and they are closely delivery systems,and a premier elementary,secondary and post-secondary measured and monitored)would not tell the important story. education system,all while paying a level of taxes and fees that is very favorable compared to large communities across the state. We will attempt to tell this important story in this publication,not highlighting outputs, but describing outcomes.OUTCOMES are the RESULTS of the This publication is about outcomes(RESULTS!)and the foundation that activities and efforts.Outcomes are WHAT IT MEANS FOR THE RESIDENTS must be built to get them.The only thing that really matters is,what does AND BUSINESSES.Outputs can usually be counted.Outcomes are many it mean to you? times measurable,which we will attempt to do as often as possible within this document.This is important as one of the key community partnerships, Sincerely, Sustainable Dubuque,transitions to be more reflective of its data-driven / p offspring,Smarter Sustainable Dubuque.Sustainability is the lens with which city operations and community activities are viewed with data-driven wh decisions allowing review of outcomes to create a powerful foundation for future community success. About the cover.An aerial viewof the street mural painted by community members, at 16th and Washington Streets.Artist.Richard Rossignol DUBUQUE S DAVID T. RESNICK KEVIN J.LYNCH KARLA A.BRAIG JOYCE E. CONNORS LYNN V.SUTTON 1 1. ISTWARD R R 1R , WARD OIL CITY C Each year, the Dubuque City Council goes through a goal-setting process. Over the course of two days in late August and afollow-up session in early October, City Council members reaffirmed the 15-year vision statement, GOALS & PRIORITIES mission statement, and goals. They also identified top and high priorities for a 2014-2016 policy agenda. 2029 VISION STATEMENT CITY MISSION STATEMENT The city of Dubuque is a progressive, sustainable city with a strong diversified economy The City's mission is to deliver excellent municipal services and expanding global connections.The Dubuque community is an inclusive community that support urban living and a sustainable city plan forthe celebrating culture and heritage and has actively preserved our"Masterpiece on the community's future and facilitate access to critical human Mississippi." Dubuque citizens experience healthy living and retirement through quality, services which result in financially sound government and livable neighborhoods with an abundance of fun things to do and are engaged in the citizens getting services and value fortheirtax dollar. community,achieving goals through partnerships. Dubuque city government is financially sound and is providing services with citizens getting value fortheirtax dollar. FIVE-YEAR COMMUNITY GOALS FIVE-YEAR CITY GOALS FIVE-YEAR ORGANIZATIONAL GOAL FORASUSTAINABLEDUBUQUE Planned and Managed Growth Financially Responsible City Government and • Economic Prosperity Partnering for a Better Dubuque High Performance Organization • Environmental Integrity Improved Connectivity—Transportation • Social/Cultural Vibrancy and Telecommunications Sustainable Dubuque is a communitythat embraces economic prosperity,environmental integrity,and social/cultural vibrancy SUSTAINABLE POLICY AGENDA 2014-2016 to create a sustainable legacyfor generations to come. DUBUQUE Top Priorities (in alphabetical order) vleDle•IIva61<•vgvlteDle • Arts and Culture Master Plan Dubuque is a community that values... • Central Iowa Water Association: Direction, Funding • City Staffing Level: Evaluation, Direction, Funding !e� � • Five Flags Center: Evaluation, Direction e • Inclusive Community: Action Plan • Police: Review Best Practices • Street Improvement Program: Funding Community Smart Energy Resource Regional Design Use Management Economy High Priorities (in alphabetical order) 1 • Annexation: Direction on Specific Actions • Emerald Ash Borer: Policy, Program,and Funding • Housing Code and Inspections: Review, Update/Upgrade Green Community Healthy Local Community • Indoor Aquatic Center Buildings Knowledge Foods Health&Safety • Port of Dubuque Park: Development • Skate Park • Workforce Market-Rate Housing Reasonable Healthy Air Clean Water Native Plants& Mobility Animals www.sustainabledubuque.org anned and Managed Growth Guide growth to protect a strong, vibrant residential/central business core providing a thriving mixed-use downtown, safe and healthy neighborhoods, increased visual appeal and beauty throughout the city, and provide quality services to entire the community. INDUSTRIAL CENTER Why is this goal important? Desired outcomes for residents and businesses: • Stable property taxes for residents and businesses • More job opportunities for all skill levels • Choice of livable neighborhoods i • Opportunities for our children and grandchildren to stay in Dubuque — • Predictable future development ' • Quality services to residents s f Annexation: Dubuque has grown from 15,832 acres in 1993 How is Dubuque to 20,248 acres in 2014, a 28 percent increase in 21 years through achieving this goals voluntary annexation. By extending city utilities to industrial parks, nearly 7,000 acres were opened for private development since 1996 and the city's assessed value has increased by over$174 million. City Tax Rate 1987-2014 N5 f1d.59 PROXIMITY TO PUBLIC SPACE/PARK > $14 100 ■ Dubuque a ■ National Threshold Q 2.61 f121 y 80 $lz.s9 1 $ tz a $11.9 $„� i STAR Communifites uses m 11.3e N .o] $11.03 0 60 - the Trust lorPuhlic land !N .0 N07� m � , categones to determine $10.32 f10.1 H $10.72 10.2r L7 I national thresholds £ N0 c 40 of2 s walk of a £ 20 1 1 1 U a 1 SB 0] 88 80 90 91 02 91 9d 95 96 97 98 00 00 01 02 09 04 OS OB 07 OB 09 10 11 12 19 14 15 e Fm.ly., DowntownRevitalization Improvement 1985-2013 %since 2000 Upward Mobility New Construction $242 million 92% In Dubuque, children born to parents in the nation's lowest income Building Rehab $260 million 87% category* had a 11.9 percent chance of being in the highest income Real Estate Sales $145 million 69% Public Improvements $97 million 93% category before reaching age 30. The national average is 10.6 percent. Facade Renovation $16 million 81% Net New Jobs +4,294 70% Dubuque top percent areas TOTAL IMPROVEMENTS $650 million 90% examined, r 1 St out of ; among similar-sized areas! 191 new downtown housing units in the last two years *category=quintile or 20% Source:The Equality opportunity Project,2013 -4- Dubuque's Water& Resource Recovery Center underwent a nearly $70 million upgrade that was completed in 2013 and currently operates at 65 percent of its capacity. It features methane production/capture and co-generation to produce electricity and create heat for the operation of the facility. It Y P Y� is expected to be electrically self-sufficient within a few years and will save$250,000 in annual energy expenses. It also now better serves local industries by accepting high-strength waste. The project is more environmentally friendly than the former waste incineration and responded to a US EPA consent degree. DRINKING Dubuque's Eagle Point Water Plant is supplied selected Dubuque was WAT E R by five shallow and four deep wells and does selected as having the best- i not use water from the Mississippi River. The tasting municipal water in the plant produces an average of 7 MILLION world at the International Water Tasting& Competition. Water GALLONS of treated water per day. The plant I is becoming more important as I has the capacity to produce up to 18 MILLION water shortages are occurring across the country and around GALLONS per day. 4 the world. The distribution composed 321 MILES + 5,770231500SERVICE of WATER MAINS CONTROL VALVES HYDRANTS CONNECTIONS The Southwest Arterial will be completed by 2019 and will connect the Dubuque Technology Park on Imaging U.S. Hwy 61/151 with the new Dubuque Industrial Center West near U.S. Hwy 20. It will remove freight/ truck traffic from downtown and residential neighborhoods and encourage hundreds of millions of DUBUQUE dollars of development throughout the project corridor. Comprehensive Plan: A�_ To Madison,Wl MN The comprehensive plan is a City Te Minneapnl¢2S1.Paul, BBAnNCB 3 52 1151 B. Council-adopted document that �NcemuE outlines the vision for the future growth and development of the city. It �OpbAENT Congestion Relief/ s built with ideas and input from city JRE By{OPOGRAP 32 3 BSagod 9n.t'Aye/ 7 residents, and reflects a consensus of Np 52 When St. 71 community values. The plan provides „ a roadmap to guide the physical, ASBBAY DUBUD social and economic development 31 ImpmveJ Safety of the city. The Planning Services Locust Sollodge Sl. Intersection 35 Department is in the early stages Congestion Aelief of seeking public input to rewrite US 21iNnJge St. 20 EAST BBBBBBE Dubuque's Comprehensive Plan. Public meetings will be announced 20 and additional information is NTA lingoyea Safety — Nelly lane available at www.cityofdubuque. org/comprehensivepIan. See the - 20 "FSo back cover of this publication for g, 52 information on opportunities to be d PEBSLA 131 involved in this process. - p Tn iM1e OuaJ cities ff �Mi � A. Partnering for a Better Dubuque The City of Dubuque has developed and fostered over 50 local, state, regional, federal, and national partnerships to implement the City Council's community vision. The partnerships provide federal and state lobbying and advocacy for Dubuque, economic and workforce development, education excellence, culture and arts initiatives, support for families and children, public safety, housing opportunities, healthcare and wellness programs, historic preservation, transportation, and delivery of human services, creating a sustainable city and increased resident engagement in the city's governance processes. Why is this goal important? ` Desired outcomes for residents and businesses: • Bigger "bang' for tax dollars ld Enhanced economic development opportunities 0 More ownership of end products— people involved in the process, and support outcomes Better access and use of facilities Protection of your interests How is Dubuque achieving this goal? Large-Scale Change through Collective Impact Greater Dubuque Development is a regional The City of Dubuque and its partners utilize the Collective Impact economic development Model to achieve change in our community. This approach features Greater Dubuque the Greater Duorganization u vibuquu DEVELOPMENT CORP. ng e government, non profit, philanthropic, and private sector partners area. This non-profit working toward the same goal, measuring the samethings, sharing organization was founded in 1984, a partnership forged among information, and coordinating actions. local governments, the business community, organized labor, and the non-profit sector. Greater Dubuque focuses on business retention and expansion, workforce solutions, new business COMMON AGENDA recruitment, and sustainable innovation. SHARED MEASUREMENT government • ACTIVITIES non-profit Over the past 30 years, employment philanthropic CONTINUOUS COMMUNICATION private sector in Dubuque County has increased ALL WORKING BACKBONE • • , • TOGETHER nearly 60 percent! ���►��� Initiatives & Partnerships • AmeriCorps Partners in Learning Program • • City Boards& Commissions • Clarke University Helping Our People Excel • Community Foundation of Greater Dubuque • Crescent Community Health Center Since 2008, the City of Dubuque, the Community Foundation of • Distinctively Dubuque Greater Dubuque, and others have partnered to support Project HOPI to increase access to services in order to connect unemployed • Dubuque Area Chamber of Commerce and underemployed youth and adults to education and employment • Dubuque Area Convention and Visitors Bureau opportunities. • Dubuque Area Labor-Management Council Project HOPF is an initiative to ensure a vibrant community and • Dubuque Community School District to reduce poverty by ensuring all people have access to education • Dubuque County and employment. Project HOPF helps to develop systems and • Dubuque Initiatives, Inc. partnerships that are easier to access and navigate, with a focus on . Dubuque Main Street building connections to education and employment opportunities for • Dubuque Metropolitan Area Solid Waste Agency disengaged adults and young people. • Dubuque Metropolitan Area Transportation Study Re-engage Dubuque is a partnership between the Dubuque • Dubuque Racing Association Community School District, Northeast Iowa Community College • Dubuque Regional Humane Society (NICC),the Community Foundation of Greater Dubuque and the City • DuRide of Dubuque through the Project HOPF initiative. • East Central Intergovernmental Association Re-engage Dubuque connects young people ages 16 to 21 who did • Every Child I Every Promise not complete high school to alternative education options and post- • Faces& Voices secondary education/training. Re-engagement coaches work with • Federal Government these young people to develop personalized plans for completing a high school diploma or a High School Equivalency Diploma(HSFD) • Four Mounds Foundation and exploring options for further study. • Greater Dubuque Development Corporation Outcome: Since August 2012, the initiative's coaches have • HEART Program connected with nearly 190 dropouts and enrolled 180 of them in • Historic Millwork District Revitalization online courses, alternative and/or traditional high schools and adult • Inclusive Dubuque education programs. Thirty-seven percent have completed this • Local businesses, churches, and not-for-profits program. • Loras College • Multicultural Family Center Earn It, Keep It, GroW It is a financial literacy program teaching families skills to better utilize their financial resources. • Neighborhood Associations • Northeast Iowa Community College • BankOn Dubuque connects unbanked and under-banked families . Project HOPE to traditional bank accounts through partnerships with the majority . Proudly Accessible Dubuque of our community's financial institutions. Outcome: Fifty-one families began a banking relationship. State of Iowa • Sustainable Dubuque • Opportunity Passport provides matched Individual Development • University of Dubuque Accounts and financial literacy training to youth aging out of foster • University of Wisconsin-Platteville care through a partnership with Dupaco and Four Oaks. • Washington Neighborhood Development Corporation Outcome: Fiftyyoung adults acquired over $23,000, which was matched by the Community Foundation of Greater Dubuque. Washington Tool Library , Q 7- Partnering for a Better Dubuque (continued) ( S M A R T E R DUBUQUE In September 2009, the City of Dubuque and IBM Research announced dubuqueworks a partnership to make Dubuque a living laboratory and one of the first a workforce initiative "smarter" sustainable cities in North America. This initiative was named Smarter Sustainable Dubuque and its goal is to provide Dubuque This collective impact initiative, with the Greater residents and businesses what they need (information and tools specific Dubuque Development Corporation as the backbone to their circumstances) to do what they want (save money, conserve organization, brings employers, funding partners, resources, and improve the local economy and environment). workforce experts and educators together to meet the workforce needs of local employers. Dubuque Works Since the inception of Smarter Sustainable Dubuque, the City of focuses on three goals: Dubuque, IBM Research, and a diverse group of public and private • Human Capital: Partners identify and address partners are participating in and have completed a series of five pilot recruitment, retention and relocation needs as defined projects: Smarter Water(2010), Smarter Electricity(2011), Smarter by greater Dubuque employers; Travel (ongoing), Smarter Health and Wellness(2013), and Smarter Discards(2014). More than 2,000 Dubuque households participated in • Skill Development: Partners build workforce one or more of these pilots over the past five years and gained insights capacity by enhancing training pathways to meet on their households and businesses. The Greater Dubuque Development employer demand; Corporation Business Consortium is an important part of these projects. • Collaboration &Evaluation: Partners combine 4 _ collaborative workforce efforts with quality research LAW to generate evidence-based practices that improve performance and outcomes for local employers. Partners include: Greater Dubuque Development Since 2005, the Washington Neighborhood Reinvestment Corporation, the Telegraph Herald, Dubuque Area Strategy has accomplished: Chamber of Commerce, Iowa Workforce Development, Northeast Iowa Community College, Dubuque Area • Fifty-five new homeowners • Thirty-two rental properties converted to owner-occupied homes Labor-Management Council, Community Foundation of • Ninety owners used City homeowner rehab programs Greater Dubuque and East Central Intergovernmental • Community Housing Initiatives partnering with Association. City to rehab 20 homes • The Washington Neighborhood Development yy���e y� As of 2013: Corporation (WNDC) has existed since 76%g s�+ M@Eff@ l 2009 as a nonprofit corporation to promoteo� a Educated 1,000+ middle and high school students revitalization efforts in the Washington ��"ORNTVOW* about career opportunities Neighborhood. Hosted 500 students from eight schools at a career and technical fair highlighting healthcare, O :i• iii : i •, manufacturing, and construction careers • Recruited over 75 businesses to host interns oil • Helped more than 464 newcomers have a smooth 06 transition to the community Enrolled 103 participants from 32 businesses in the Distinctively Dubuque program to help newcomers n y form strong connections and become a part of their L new comm unity. � � every child I every promise The mission of Every Child I Every Promise is to engage the entire community in building a real commitment to deliver every promise to every child. Every Child I Every Promise, in strategic alliance with the Community Foundation of Greater Dubuque, engages our community to promote collaboration among youth-serving agencies, eliminate duplication of services, gather effective data and create a more efficient system to deliver the Five Promises to youth: Caring Adults, Safe Places, a Healthy Start, An Effective Education and Opportunities to Serve. Four Mounds Out-of-School Time Initiative HEART Program • Every Child I Every Promise and its partners are helping to - expand learning time beyond the regular school day/year. Thanks to these efforts, the Dubuque Community School The Four Mounds Foundation has provided innovative District received a grant to implement the Leadership After- approaches to engage at-risk and disconnected youth School Program(LEAP) in two of Dubuque's middle schools. since 1995. Partnering with the City of Dubuque, LFAP offers a variety of after school activities that are free Dubuque Community Schools, and Four Oaks of Iowa, for participants and include a healthy snack. Outcome: More the Housing Education and Rehabilitation Training than 500 students at Jefferson and Washington Middle Schools Program (HEART) was created. HEART participants participated in the LEAP after-school program last school year. receive special education services because they have not had great success in a traditional classroom and are Third Grade Reading Initiative identified as at-risk for dropping out. • Every Child I Every Promise served as a catalyst for the Dubuque Campaign for Grade-Level Reading. This collaborative effort Students in the HEART program are leading community by funders and non-profit partners to ensure that more low- revitalization while building themselves up—working income children succeed in school and are prepared for college, toward post-secondary education, developing viable a career, and active citizenship. The initiative focuses on the careers, and becoming better leaders. most important predictor of school success and high school graduation:grade-level reading by the end of third grade. Impact • Over 6,300 young people have participated in exceptional Data-Driven Decision Making vocational training,team building, and recreational • In order to maximize resource and make informed decisions programs about what's best for young people, FCFP supports a system to • Converted 30 units of derelict, rental housing into 21 collect and share data, call the Results Scorecard. This system homes, made available to first-time homeowner, working is shared by partners and engages organizations and community families members into action. Outcome: 14 Community Partners now • To date, HEART students are achieving a 93 percent utilize Results Scorecard to share data. graduate rate, above that of their peers in the general population e In FY 2014, 2,319 children registered for the Twenty-nine students participated during the 2013-14 Carnegie-Stout Carnegie-Stout Public Library Summer Reading school year �4" PUBLIC LIBRARY Program and 57 percent completed. 13,663 people attended library programs for youth in FY 2014. -9- activitp...M Transportation and Telecommunications Provide improved traffic flow throughout the city by reducing traffic congestion, attaining better street conditions, elimination of obstructions, improved visibility and increased commercial air service. „ALVALV ..A,�TIv�,�V Why is this goal important? Desired outcomes for residents and businesses: • Reduced traffic congestion and improved traffic flow • Better conditions of streets, eliminated obstructions, and improved visibility • Commuting through telecommunications • Greater economic opportunities • Air access to multiple hubs e How is Dubuque achieving this goal? Annual Street Repaving Program The Public Works Department has repaved over 190 centerline miles, Commercial Air Service ® � almost two-thirds of Dubuque's 310 miles of streets, over the past 20 years through Dubuque's annual asphalt overlay program. Each year, old asphalt Dubuque residents and businesses DUBUQUE REGIONAL AIRPORT is ground off the streets to be paved and is recycled into the new asphalt have convenient access to quality, used to repave the very same streets. Not only are streets made safer and viable, and competitive airport services and facilities. smoother, but property owners are not assessed for any of the costs, unlike In 2013, more than 32,000 passengers used one of street reconstruction projects. This program is funded instead with monies the Dubuque Regional Airport's three daily flights to from Iowa's Road Use Tax Fund (gas and diesel fuel tax.) ° Chicago O'Hare International Airport to connect to almost •1 220 destinations. So far in 2014, 91 percent of those scheduled departures and scheduled arrival flights were ANNUAL STREET completed. The airport's new $40 million terminal project REPAVING PROGRAM is scheduled to be completed in 2016 and will offer more conveniences and amenities for travelers and make Dubuque a more attractive candidate for an additional airline and/or second connection hub. < m� The Public Works Department plows nearly 31 O MILES OF STREETS during and after each snow event, enabling residents to get to work, school, and appointments, and allowing the delivery of important goods and supplies. LThe Southwest Arterial - Looking Ahead In 2013, the City of Dubuque and the Dubuque Metropolitan Area Transportation Study(DMATS) successfully negotiated the transfer of the Southwest Arterial project to the Iowa Department of Transportation (IDOT). The IDOT, DMATS, Dubuque County, and the City of Dubuque have budgeted over$100 million to build the Southwest Arterial over the next five years. Following the completion of the Southwest Arterial in 2019, the project has the potential to generate $80 million in property taxes, $1.67 billion in economic output, $653 million in labor income, and $1.02 billion in value added from 2021 to 2030. The Southwest Arterial will also annually generate $135 million in state and local taxes and $130 million in federal tax from new economic development, as well as save $30 million for the 10-year period. This project will also generate $16 million in property tax, $304 million in economic output, $24 million in state and local taxes, and $24 million in federal taxes due to economic development, in addition to $3 million in safety savings from 2030 onwards. Side benefits include removing over 500 trucks a day from downtown streets .and encouraging redevelopment on Central Avenue and White Street. Almost 1,000 trucks per day will be removed from Highway 20/Dodge Street. Additional traffic will be removed from Kelly Lane, Fremont Avenue, Cedar Cross Drive, Rockdale Road, and other residential streets. Complete Streets a Through the Complete Streets Program, adopted by the City Council in 2011, the City's engineering department can design and construct streets for all users, including cars, trucks, public transit, bicycles, and pedestrians, making the street system more efficient and providing people more choices in travel. Recent projects following the policy include the Historic Millwork District Complete Streets Project, the 9th and 11th Streets One-way to Two-way Conversion Project, and the Flm Street Reconstruction Project(9th to 12th streets). JULE RIDERSHIP UP 28 CONNECTING WORKERS TO JOBS 4 PERCENT IN FIVE YEARS In late 2013 and early 2014,The Jule coordinated with Greater Public transit ridership in Dubuque Dubuque Development Corporation and businesses in Dubuque has increased 28 percent overthe Industrial Center West to evaluate work hours and transportation needs The �UIe pastfiveyears. Rides peryear have and connections for workers traveling to the DICW.This collaboration increased from 373,376 in fiscal year led to installation of additional bus stops,a bus shelterand increased (FY)2009 to 478,370 in FY 2014, an service; pickups in the industrial park were previously every hour and increase of over 100,000 rides. An improved route structure launched in January were increased to every 30 minutes and service had ended at 4:55 p.m. 2014 and based on collection of empirical data through Smarter Sustainable and now goes until 6:15 p.m.Since January 2014,an average of 2,151 Dubuque offers faster bus transportation between downtown and the west end as rides/month were provided on the Yellow Line that serves Dubuque well as new service areas, increased service for some areas,trip times shortened by Industrial Center West,a 76 percent increase in ridership from the up to 50 percent,and extended service hours. previous service that provided an average of 1,221 rides/month. Bike/Hike Trail Connectivity Since the adoption of the Dubuque Heritage Trail Master Plan in 1996, a 29-mile network of on-street routes and off-road trails has been developed with connections to parks and the Mississippi riverfront, through the community's oldest neighborhoods and the downtown, and to the community's west side shopping and employment centers. Prior to 2000, noresidents lived within a mile of a bike/hike trail network. As of 2012, an estimated 81 percentofthe population lived within one mile of a designated trail. According to the 2010 Census, approximately six percent of the workforce in the Tri-State area walks to work daily. This is more than double the national percentage for walking of 2.38 percent. „ conomic Prosperity Diversify the regional Dubuque economy by retaining, expanding and growing local businesses, attracting new businesses, maintaining an abundance of employment opportunities for persons of all skill and education levels, and offer top quality-of-life options embracing a community where young professionals want to live and raise their families. Why is this goal important? Desired outcomes for residents and businesses: • Young professionals want to live here • Our children want to stay or return to raise their families When More people are employed In the • More retail, service and entertainment opportunities— community, it signifies that the community keeping dollars in Dubuque is conducive to economic growth and that • Insulation from economic cycles through diverse businesses more people have wages, which increases • Variety of job opportunities for residents • Variety of education opportunities and internships for those jobs their quality of life. • Entrepreneurial opportunities to start and grow businesses in the community How is Dubuque achieving this goal? )III � The Dubuque MSA*, • _ with3%of the • Dubuque County x _ _ state's population, employment contributed: 1983-201 before of Iowa's net job .. ...,.� creation from Port of Dubuque after zooms Over$400 million of public and private investments made in the Port of *Metropolitan Statistical Area Dubuque have transformed an under-used and polluted industrial area into a vibrant area with a variety of employers and community and tourism Percent Change per attractions. Capita Income: 2000-2012 Industrial/Business Parks 32.8% Dubuque Infrastructure & Amenities to Support Streets & Utility Services 34.9% State of Iowa 29.9'° D.S. ECONOMIC DEVELOPMENT • Air Service AND GROWTH Housing Dubuque exceeded the • Parks & Recreation Programming nationalgrowthby2.9% 12- HISTORICAL EMPLOYMENTI DUBUQUE I 60000 Regional3 3 Comparison November 2012-2013 aCity Population 1-yr. Change 0 50000 d in#of Jobs W Decatur, IL 75.407 4.3% decrease obs Peoria, IL 115,687 2.2% decrease z 40000 Trendline Manhattan, KS 56,069 3.5% decrease Dubuque, IA 57,637 1.35% increase Source.USA Today-iobs Report,Dec.2013 30000 83 'W 'fly'86'8]'88 '89'90 '91 '93 '93 '�'95 '96'9]'98'99'00 '01 '03'03 'W '05 '06'0]'08 '09'10'11 '13 '13 YEAR AVERAGE HOURLY WAGE MEDIAN1 1 1 INCOME $20 $00,000 $50,000 ■ Dubuque MHI o $15 ; , W ■ National MHI x c $40,000 W U 1 Z $10 a $30,000 s = $20,000 $5 $10,000 $0 0 1991 2013 2000 2012 The average hourly wage rose from $9.56 in In 2000, Dubuque's Median Household Income (MHI) ($39,582) 1991 to$18.83 in 2013, exceeding inflation by was six percent below the national MHI ($41,994.) In 2012, 15 percent. Dubuque's MHI ($50,885) was just one percent below the national MHI ($51,017.) HOME PRICE APPRECIATION: II . I I ' IN CHANGE: 1970-2010 10 9.11 8.83 J$ Z Z 6.28 5.32 4 \ $ Z tiO O O O F 5 93 O $ Z� O' ys p Off' d 0 1.33 1.82 mJ Q J Q $ ty v J$ 8.15 pJ 4rQ 0 8.58 10 -5 x a 3 o m o 0 -10 H a — 10 -15 U o = 20 -20 -30 LL 40 -25 24.89 so Source.Federal Housing Finance Agency -W Economic Prosperity (continued) Impact of TIF (Tax Increment Financing) in Dubuque NEW INVESTMENT $556,901,132* ��, RETAINED JOBS 61281** NEW JOBS 31341 TOTAL JOBS 91628** *as of 3/2/2012 ** as of 12/6/2013 City of Dubuque Dubuque Industrial/ New Taxing `odies Tax $ From TIF District Revenues" Technology Parks Cover 0 Portion of tax levy returned from all TIF Over 1 000 Acres 'in districts to taxing bodies prior to TIF , 8000000 $7,108,345 districts'expiration Dubuque 7000000 Technology Park South&Dubuque park #of Employees �+ 6000000 Industrial Center West = This is what will go to the taxing bodies beginning in Port of Dubuque 1,290 W 5000000 2019,the first year after expiration of the Urban Dubuque Industrial Center West 1,285 Renewal District.The amount continues annually, ,CCa000000 increasing each year. Dubuque Industrial Center 1,244 3000000 Dubuque Technology Park 1,028 CC $2,053,456 Kerper Court Industrial Area 710 2000000 Dubuque Industrial Center North 116 1000000 6,443 employees 2005-2018 2019 Did You Know? Dubuque was ranked one of the ten best American Reducing the number of problem properties in Dubuque provides cities to work in technology by SmartAsset.com for stable property taxes and more livable neighborhoods. The (August 2014).The ranking was based on pay for tech it number of identified problem properties has been reduced from workers, percentage of tech workers in the workforce 29 in 2010 to 18 in 2014. ^� (representing high levels of opportunity in the field), and low cost-of-living Mjb indices.Tech workers in Dubuque make 1.86 times more than the city Dubuque Senior High School was named one of the top schools average,the highest ratio on this top 10 list. ® in the country in the US News&World Report's 2008 "Best High According to a 2009 Economic Impact Report issued by the Schools" rankings. Iowa Office of Aviation,the Dubuque Regional Airport has Northeast Iowa Community College was named one of the nation's Top 10 an annual economic impact of more than$34 million. Community Collegesfor 2011 bythe Aspen Institute. 14- Opportunity Dubuque Fifty-three percent of local employers identified "workforce"as their greatest Opportunity Dubuque is designed to assist: barrier to future growth,according to interviews conducted by Greater Dubuque • the unemployed and underemployed, Development Corporation. 0 high school students interested in hands-on learning, • dislocated workers who need to brush up on news skills to become more Opportunity Dubuque is a unique,collaborative job-training effort developed marketable,and in response to local employers'needs for a skilled workforce. Through this 0 referrals from local community groups and non-profits. initiative,the unemployed and under-employed are able to complete a short-term certification program to upgrade their skills.This program creates Outcomes: non-credit to credit career pathways and ultimately fills employers'demand for 0 239 accepted training with 100 percent cost paid talent in high-wage,high-demand careers. 0 114 currently in training • 117 graduates:93 percent of all manufacturing graduates are employed;95 This program eliminates financial barriers to participants by providing percent of CNC employed;97 percent of welding employed scholarships.From those without a high school diploma to dislocated workers, 0 expanded into information technology certificate program:91 placed into program the program has provided opportunities to those who needed it most,while at 0 grew from eight to 24 participating employers in just two years the same time,strengthening local businesses by providing the workforce they need.Local employers are engaged in designing the trainingkitrriculum and Future Plans: support orientation,training,and interview. 0 expanded manufacturing training • expand to information technology and skilled Iowa internships Opportunity Dubuque is funded by the City of Dubuque,Mystique Casino,and the Housing Choice Voucher Program Dubuque County Board of Supervisors.The initiative arose out of Project HOPE and is now a partnership between Northeast Iowa Community College,Greater Dubuque Family Self-Sufficiency Development Corporation, East Central Intergovernmental Association,Community Foundation of Greater Dubuque,Dubuque Community School District,and IowaWorks. Family Self-Sufficiency (FSS) is a U.S. Housing and /�N Urban Development(HUD) program for Housing Choice Voucher Program participants. The program encourages communities to develop local strategies to help participants obtain employment that will lead to economic independence The Circles Initiative is part of an and self-sufficiency. Since 1997, 87 people have graduated from Dubuque's FSS program. The program has tripled in innovative national movement that size and now serves 126 families. connects volunteers and community leaders to families wanting to make the • 9 1 % of the graduates are off Dubuque's journey out of poverty. There are barriers housing assistance program that keep even the most motivated from CIRCLES achieving prosperity. Circles breaks down • Graduates increased their annual income by I N ITIATIVE these barriers by expanding opportunity 279% and their earned annual income by 'DGt/pIA a& and support for families as they create 834% while completing the program their own paths to stability. GRADUATESGETTING AHEAD IN A JUST-GETTIN'-BY WORLD GRADUATES CIRCLES %ACHIEVING AFTER 6 & 18 MONTHS 00 (♦ Employed 70 11�O ■ Enrolled In education program 60 51k 0 Com pleted ceronicato or degree 50% 50 d 40 30 20 14% 10 h°k t ----a 0 AFTER 6 AFTER 18 - MONTHS MONTHS - 15- F i Environmental Integrity Preserve Dubuque's natural and historic resources by creating a more livable community with abundant opportunities for a healthy lifestyle through healthy living environments (homes, neighborhoods and community), clean air and water and the use of alternative energy sources. Why is this goal important? Desired outcomes for residents and businesses • Protecting the natural and historic resources and environment of Dubuque • City government using sustainable practice in daily operations • Healthy living environments: homes, neighborhoods and community • Clean water and air • Creating a more livable community • Opportunity for a healthy lifestyle including local food products How is Dubuque achieving this goal? The $70 million upgrade of Dubuque's Water& Resource Recovery Center was completed in late 2013, the result of the largest capital � improvement project in the City's history at that time. The facility y now utilizes anaerobic digestion to manage bio-solids, eliminating • incineration of solids from the treatment process. The innovative design, construction, and management of this facility are expected to cut heating and cooling usage by up to 30 percent, reduce electrical VA`A'll R�RI:SOUR Weeny = demands by 75 percent, and improve the quality of treated water \Ib:ft released back into the environment. Additionally, the new treatment s process produces beneficial by-product, fertilizer for farm fields. o The Park Division grows Historic Preservation: 80,000 annual flowers from It is said that the most sustainable seed in its own greenhouse building is the one that is already that are planted in the built. In the city of Dubuque, over park system and on City $63 million in State Historic Tax property. Additionally, � Credits has been reserved to assist over 412 hanging flowering in the rehabilitation of 45 historic baskets are grown for _ ENGINEHOUSEN01. properties. display throughout the year. 16- Dubuque's 50% by 2030 Community Climate Lead Hazard Control Program Action and Resiliency Plan is a non-binding, voluntary Dubuque's Lead Hazard Control Program provides community effort to identity opportunities to reduce Dubuque's education on lead poisoning and utilizes funds to provide financial community greenhouse gas emissions 50 percent below assistance to low-and moderate-income homeowners and rental 2003 levels by 2030. Initiatives that reduce greenhouse property owners to reduce lead-based paint hazards in homes with gas emissions benefit Dubuque by invigorating the young children.All Iowa children must be tested for lead poisoning local economy; lowering energy consumption and utility before starting kindergarten. This graph shows the decline in the bills; creating safer and more efficient transportation number of Dubuque children who are lead poisoned. networks; improving air and water quality; improving waste ��II management; and improving health and safety. From 2003 to 2011, the community reduced emissions by five percent. 5 (P A �F� 4 = 3 Bee Branch Watershed Flood Mitigation Project ¢2 The Bee Branch Watershed Flood Mitigation Project is a multi-phased �'• investment to mitigate flooding, improve water quality, stimulate investment, and U 2000 2001 2002 2003 2004 2005 2006 enhance quality of life within the Bee birth year cohort Branch Watershed. Of children tested nationally, the average for positive tests is 0.62% A watershed is an area of land that drains to the same place. Dubuque's 6.5 square-mile Bee Branch Watershed drains to the Bee Branch Creek and is located entirely within the Green Alley Conversions city limits. This project consists of several infrastructure ALLEY BETWEEN FOYE ST.&ELLIS ST.-BEFORE ALLEY BETWEEN FOYE ST.&ELLIS ST.-AFTER improvements that will reduce the volume of stormwater, slow the rate of stormwater, and safely move stormwater through the flood-prone area. ^ i As part of the project, the City will convert all 240 alleys in the Bee Branch Watershed to "green alleys," which feature permeable concrete pavers. These specially designed pavers allow water to pass through the surface and filter into the soil below. The green alleys are expected to reduce the amount of stormwater runoff in the watershed by up to 80 percent and prevent flooding. In addition to reducing stormwater run-off, the green alleys will replenish ground water and help prevent pollutants on roadways from running off into the storm sewer system, and ultimately, the Mississippi River. Twenty-four alley conversions are expected to be completed in 2014, with 50 planned for 2015. More information is available at www. r cityofdubuque.org/greenalleys. The Iowa Department of Natural Resources (IDNR) recently conducted a fish assessment in the Lower Bee Branch Restoration Area, from the detention basin west/north to Maple Street. They found 15 species of fish including bluegill, largemouth bass, northern pike, pumpkinseed and yellow perch. The IDNR reported, "The work that the City of Dubuque has completed on the Bee Branch has provided benefits to the natural resources and the citizens of Iowa through the creation of 'new' aquatic areas and by providing additional fishery resources in the city of Dubuque." - 17- Social/Cultural Vi Promote mutual understanding, knowledge, and acceptance of others to become an inclusive community in which all feel welcome and included. Residents are involved in their neighborhoods and have numerous opportunities to experience arts and culture. Public health provides equitable and fair services focusing on prevention and wellness. Positive cultural values foster respectful relations between diverse cultures and races. Why is this goal important? Desired outcomes for residents and businesses: • Everyone is welcome in the Dubuque community • Living life without fear or threats • Equal treatment for all by City staff • City services are available for all and delivered in an equitable and fair manner • City workforce reflecting the diversity of the community • Opportunities to experience arts and culture 1 i How is Dubuque achieving this goal? Arts and Culture Impact �0% Since 2005, the City has awarded over $2.4 million to Arts and culture nonprofits area $41.2 million industry in the city area arts and culture organizations and other non-profits for programs that reach thousands of Dubuque adults and of Dubuque, supporting 1,530 full-time equivalent jobs and children each year. These funds have leveraged nearly generating $5 million in local and state government revenue. $1 million in additional community support for arts and Nonprofit arts and culture organizations, which spend $17.6 million culture events and programs. annually, leverage a remarkable $29.6 million in additional spending by arts and culture audiences—spending that pumps vital revenue into local restaurants, 1.2 million 62% hotels,retail stores,and other businesses.Investing in arts and culture is investing in people annually attend of non-resident visitors' primary an industrythat supports jobs,generates public and private revenue,is a cornerstone of arts and cultural events in reason for visiting Dubuque was tourism,enhances our quality of life,and provides an excellent return on investment. Dubuque. to attend a specific arts event. tt Multicultural Building Unity out tFamily Center I DUBUQUE of Diversity The Multicultural Family Center offers over 30 programs (totaling over 100 hours) per month. The MFC has an independent not-for-profit board of directors and partners with over 75 local organizations to welcome new residents to Dubuque and offer events to educate the public and connect people of many cultures. 18- WWW.mfcdbq.org 1 563-582-3681 ° Crescent Community Health Center is a local medical and dental clinic providing ' basic (primary) medical and oral health care to individuals and families who are uninsured, underinsured, and those with various types of insurance. The cost of services for uninsured patients is figured on a sliding fee scale and discounted based upon the household income and Crescent Community size. Patients from any area are welcomed to this practice. HEALTH CENTER • 6,377 patients served (including over 1,500 children); half of these patients are from the 52001 ZIP code which includes all of the Washington and North End neighborhoods. • 64 percent have incomes at or below 100 percent of the federal poverty level LTJ Summer Reading Pilot Impacts Playgrounds ' During the summer of 2014,the Leisure Services Department's Free Playground Programs at :A Lincoln,Marshall,and Prescott Schools,and Comiskey Park offered a new traveling reading program. Developed in partnership with local AmeriCorps staff,this program utilized eight Sony _ E-readers(mobile electronic devices designed for the reading digital "e-books")and a curriculum that encouraged participants to read several books throughout the summer while participating in the playground program. Fifty children between the ages of seven and 12 participated in the program which helped them retain or improve their reading skills while introducing them to technology to which they may not have had access. iNCLUSIVL dubuque Definitions for Context: • Diversity: Those who bring a unique perspective or life Connecting People•Strengthening Community experience to the decision-making table, but focusing particularly on racial and ethnic groups; lesbian, gay, bisexual, We all gain from creating a place where all people can lead better and transgender populations; people with disabilities, and lives and contribute their best. A community that enables everyone women. to learn and grow is a strong community. Inclusive Dubuque is a local initiative established in late 2013 focused on strengthening a ' Equity: Improving equity means promoting justice, vibrant and welcoming community, to ensure our region's success impartiality, and fairness within the procedures and processes today and into the future. Its mission is to advance equity and of institutions or systems, as well as their distribution of inclusion to meet the economic and cultural needs of a diverse resources. community.An Equity Report will be produced in the spring of . Inclusion: The degree to which individuals with diverse 2015 to provide data for a future course of action. perspectives and backgrounds are able to participate fully in the decision-making process of an organization or group. Ensuring Dubuque's Future: • A skilled workforce is important for the jobs of the future. The City of Dubuque is one of 30 mission partners committed to Fifty-three percent of local employers identified workforce Inclusive Dubuque's model to build a movement to bring about as their greatest barrier to future growth, according to change through cross-sector collaboration. interviews conducted by Greater Dubuque Development Corporation. Year One Highlights: • Grew mission partners from 22 to 30 and connected with • A quality education system can meet the needs of dozens of community partners. tomorrow's economy. The forecast for 2018 from the Center • Facilitated 37 Idea Exchanges engaging over 425 people on Education and Workforce emphasizes that 30 million • Supported 22 events new and replacement jobs in the US will require at least . Launched website and developed email list some level of college education. However, US colleges . Secured funding commitments for three years and universities are only expected to produce 20 million graduates by that time. For more information, visit www.inclusivedbq.org or call 563-588-2700 LTJ p 19- Financially Responsive City Government and High -Performance Organization City government is ethical, transparent, and responsive to its residents and changing community and needs. The public is safe and secure and the community is prepared to respond to emergencies, natural disasters, catastrophic acts, and other events that threaten the health and safety of the public. Financial assets are maximized, protected, analyzed, and reported accurately, and are understandable and useful. Why is this goal important? Desired outcomes for residents and businesses: • Customers can conveniently access city services, official public records, and other information. • Residents, businesses, and public safety agencies work together for a safe 1 community. • The work environment for employees is healthy, safe, and productive. F •"� F� • The City maintains fiscal integrity and accountability and provides support F .It r r7 ri for effective decision making. �, 1 How is Dubuque achieving this goal? The City's mission is to deliver excellent municipal services that support urban living, and contribute to a sustainable city. The City Where do your property taxes go? plans for the community's future, and facilitates access to critical human services. The result is a financially sound city government Northeastlowa Independent Community 2 2396 and citizens getting services and value for their tax dollar. College 2.68% Dubuque's Among Iowa's 10 Largest Cities County Issue Rank i 19.07% School District Property Tax Rate per Capita LOWEST City Portion of Property Tax Rate 2nd LOWEST City 'Independent Authorities" includes City Assessor, Water Rate 2nd LOWEST ,., County Hospital(Sunnycrest Trash/Refuse Rate 5th LOWEST Manor),Dubuque County Sanitary Sewer Rate 5th LOWEST Agriculture Extension, and the Tuberculosis and Stormwater Rate 2nd HIGHEST 20- DrucellosisEradicationFund. The City of Dubuque uses debt to accomplish the Statutory Debt Limit Used (as of June 30 each year) important infrastructure and economic development 90% projects that must be done. Deferred infrastructure 80.6% 81.7% 80.6% projects become more expensive over time because of 60% continued deterioration and inflation.This low-interest 3.3% 70.6% 72.4% rate environment is the perfect time to issue debt.The 70% 68.8% 07.0% City does NOT use debt for operating expenses and,by 63.9% 60.2% 61.0% state law, must have a balanced budget.The City uses fio^ 57.3/ debt to finance major projects much like a homeowner uses a home mortgage. Beginning in FY 2016,the 60% amount of the City's outstanding debt will begin to decrease. It should also be noted that most of the City's ao^c outstanding debt is not paid with property taxes(except Tax Increment Financing), but is abated from other revenues, like water,sewer, and stormwater fees. 30% FU014 0 bFr2o,4 FYZI15 FW2016 FW2017 FYZI16 FYZI19 FW2020 FW2021 FYZ122 FYZI23 FW2024 FW2025 Top 10 Debt Uses (as of June 30, 2015) # Project Amount Outstanding Renegotiated Riverfront Leases 1 Stormwater $73,918,628 2 Water& Resource Recovery Center $67,832,000 FY 2012 Lease Payments$526,018 3 Parking Improvements $39,712,036 FY 2013 Lease Payments$610,992 4 Water Improvements $18,818,160 FY 2014 Lease Payments$1,235,662 5 Downtown Incentives/Improvements $18,185,453 FY 2015 Lease Payments$1,956,303 6 Tax Rebates/Bonds to Businesses $17,716,537 Increase of$1,430,285 to the General Fund over four 7 Expansion of Industrial Centers $13,817,395 years. Four riverfront leases have been renegotiated with 8 Roshek Building Loan Guaranty $10,000,000 three left to be renegotiated. 9 Sanitary Sewer Improvements $7,799,469 10 America's River Project Refunding $4,795,000 Total $272,594,678 44%=PUBLIC SAFETY (animal control, building inspections, crime FY 2015 GENERAL FUND EXPENDITURES prevention, emergency management,flood control,fire, police) The General Fund is the City's primary operating fund. 18%=CULTURE& RECREATION (AmeriCorps, arts and cultural affairs, It accounts for all financial resources of the general m civic center, conference center, library, marina, parks, recreation) government, except enterprise funds (parking, refuse/ trash, sewer, stormwater, and water.) 11%=GENERAL GOVERNMENT(city attorney and legal services, city clerk, city council, city hall and general buildings, city manager, finance, information services) Capital Projects Health&Social ° 2% S 2%Ce5 Debt Service 11%=PUBLIC WORKS (airport, maintenance of streets, bridges, 1% and sidewalks; snow removal, street cleaning, street lighting,traffic Transfers Out control) 4% Community& Economic 6%=COMMUNITY&ECONOMIC DEVELOPMENT (economic Development 6% development, housing and community development, neighborhood development, planning and zoning) Public Safety 4%=TRANSFERS OUT (to funds other than General Fund) General 44% op Government --- 2%=CAPITAL PROJECTS Culture& 2%=HEALTH &SOCIAL SERVICES (community health, health Recreation regulation and inspection, human rights) 1%=DEBT SERVICE government capital projects,tax-increment financing(TIF) capital projects 21 Community Health & Safety LOW Wo Public Safety: Part 1 Crimes / d (2002-2013) Dubuque Fire Department Peak(Year) CY 2013 CY 2013 vs. CY2013 vs. and the Community 02-'13 Avg. Peak Year EMS Cardiac Arrest Crimes Against 149 (2007) 108* Down 6.9% Down 27.5% Survival Rate Persons The cardiac arrest survival rate in Dubuque is Crimes twice the national average. Against 2,327 (2007) 1,791 Down 13.4% Down 23% Property *Increases in aggravated assaults in 2012 and 2013 due to code changes in domestic From FY 2011-2013, the average two-week assaults,and the Dubuque Police Department elevating other crimes to aggravated assault survival rate for out-of-hospital cardiac arrest during annual reviews is not reflected above.However the above represents an accurate/ 911 service calls in Dubuque is 13.7 percent. equivalent comparison of the same code sections over the calendar years examined. According to the American Heart Association, Crime Clearance Rates: less than eight percent of people who suffer Crimes Against Persons: cardiac arrest outside the hospital survive. Dubuque Police Dept.Clearance(Avg. FY08-FY13): 76% ' National 2012 Clearance:47% Dubuque is one of the Top 10 U.S. Crimes Against Property: +r Places for Healthcare: According to Dubuque Police Dept.Clearance(Avg. FY08-FY13): 26% '! Commonwealth Fund, Dubuque ranked National 2012 Clearance: 19% #2 out of 306 markets in 2012 based *Source:Federal Bureau of Investigation's(FBI)Uniform Crime Reporting Program on access, prevention and treatment, potentially avoidable hospital use and cost, and healthy outcomes. A Thomson Reuters study found that 96 percent of all 911 calls are answered in Dubuque is also the second-lowest metro in the 10 seconds or less (national average is 90 percent) nation for the amount of health care spending for Shorter response times for dispatch result in faster response times the commercially insured. for agencies involved and quicker requested services for residents. 3.38% 0.32% 0.09% �J 3NAFiN_/3 r■ v_ 0-10 sec. 10.001-20 sec. 20.001-30 sec. 96.21% _ 30.001+sec. -22 KETTIONTow DepartmeQ Managers Jonathan Brown Susan Henricks Gus Psihoyos Water&Resource Recovery Library Director City Engineer Center Manager 0 0 Cori Burbach Maurice Jones Rich Russell Sustainable Community Economic Development Building Services Coordinator Director Manager Laura Carstens Chris Kohlmann Rick Steines Planning Services Manager Information Services Fire Chief Manager Mary Rose Corrigan Jennifer Larson Cindy Steinhauser Public Health Specialist Budget Director Assistant City Manager Mark Dalsing Kelly Larson Ken TeKippe Police Chief Human Rights Finance Director Director Kevin Firnstahl Barry Lindahl Mike Van Milligen City Clerk City Attorney City Manager Randy Gehl Mark Murphy Don Vogt Public Information Officer Emergency Public Works Director Communications Manager Teri Goodmann Alvin Nash Marie Ware Assistant City Manager Housing&Community Leisure Services Manager Development Director Bob Green Jerelyn O'Connor Water Department Manager Neighborhood Development Specialist Questions or feedback for department managers can be sent via the "Contact Us" quick link on the City of Dubuque's Bob Grierson Randy Peck website at www.cityofdubuque.org or Airport Manager Personnel Services Manager call 563-589-4100. 0 Crenna BrumwellMaureen Quann Trish Gleason Juanita Hilkin Assistant City Attorney Assistant City Attorney Assistant C ity Clerk City Manager Office Manager -23- PRSRT STD ECRWSS 'naecmr Or D°� US POSTAGE DUB E 1MWIIIII CIF PAID DUBUQUE IA MSU Masterpiece on the Mississippi 50 W. 13th Street Postal Customer Dubuque, IA52001 D B Q E E R 1 Next session "U" make Dubuque. Coming in Connected and informed residents are critical to local government. City Life is a free progra m that provides you with a n opportunity to create _ _ spring 01 persona l connec4bn with your local government,share experiences as a Dubuque 2 _ - L resident,visit city facilibes,learn about the different services Mt departments provide,and ®� /�./ More information and application contribute toyour \�(,// O(�L_ JUSdetails can be found at community in way that matterstoyou. DiStevle IMrea[r Seel! www.cityofdubuque.org/citylife or by calling 563-589-4182. Develop a New Comprehensive Plan: Your input is critical For more information on Dubuque's Comprehensive Plan Imagine update and public input opportunities, call 563-589-4210 or visit www.cityofdubuque.org/comprehensiveplan. DUBUQwww.cityofdubuque.org/notifymeV L Signup for email and text message notifications at and select "Comprehensive Plan Update News and Information." City Focus is published by the City of Dubuque Public Information Office 563.589.4151, publicinfo@cityofdubuque.org CII I I I C ! Archived issues of City Focus are available online at www.cityofdubuque.org/cityfocus C I I I !