The URL can be used to link to this page

12 10 07 Materials_Workession on Comprehensive PlanCity Council Work Session Comprehensive Plan Update December 10, 2007 THE CITY OF DUB E Masterpiece on the Mississippi TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: City Council Work Session DATE: December 6, 2007 Dubuque All-America City ~~~~~ 2007 The City Council Work Session on the Comprehensive Plan update is schedule for December 10, 2007 at 6:00 p.m. in the Council Chambers at the Historic Federal Building. Dinner will be served at 5:30 p.m. A Closed Session on Litigation is scheduled for 4:30 p.m. ~~ /~f C ~ `'~... Michael C. Van Milligen MCVM/Iw Attachment cc: Barry Lindahl, City Attorney Cindy Steinhauser, Assistant City Manager THE CITY OF Dubuque DuB E . Masterpiece on the Mississippi ~ ~ ~1 ~, 2007 TO: Michael C. Van Milligen, City Manager FROM: Laura Carstens, Planning Services Manager SUBJECT: Work Session -- Update of 2002 Comprehensive Plan DATE: November 30, 2007 INTRODUCTION The City Council has scheduled a work session from 6:00 to 9:00 p.m. on the Update of 2002 Comprehensive Plan for December 10, 2007 in the City Council Chambers of the Historic Federal Building. Dinner before the work session is at 5:30 p.m. in the Federal Building's old ICN Room and City Council Meeting Room. BACKGROUND Enclosed is background information on the Comprehensive Plan which reviews the City Code definition of the Comprehensive Plan, the format for the 14 Elements of the Comprehensive Plan, and the process for updating the 2002 Comprehensive Plan. In 2006, the Long Range Planning Advisory Commission conducted ayear-long public input and review process to update the 2002 Comprehensive Plan. The Commission received input from community stakeholders, City Boards and Commissions, City Manager, City staff, and the public. The Commission conducted a final public hearing in January 2007, and then transmitted recommended updates to the goals and objectives of the 14 Elements of the 2002 Comprehensive Plan to the City Council. At the March 5, 2007 work session, the City Council reviewed and discussed only the Future Land Use Map and Land Use and Urban Design Element, and then requested that all 14 Elements be reviewed by the City Attorney before a work session on the other elements was scheduled. DISCUSSION Enclosed are the recommended revisions to the goals and objectives of the 14 Elements of the 2002 Comprehensive Plan for review and discussion at the December 10, 2007 work session. Work Session -- Update of 2002 Comprehensive Plan Page 2 The Long Range Planning Advisory Commission's suggested revisions and new language are shown in italics, and suggested deletions are shown in strikethrough text. City Attorney Barry Lindahl's suggested revisions to the Long Range Planning Advisory Commission's recommended changes are shown in red. The Long Range Planning Advisory Commission's comments on the City Attorney's recommendations are enclosed in a separate letter to the City Council. RECOMMENDATION At the October 1, 2007 meeting, the City Council received Mr. Lindahl's comments and the Long Range Planning Advisory Commission's letter. The City Council set the work session date, and requested that Barry and I prepare an agenda with a set of instructions for the Council: who will present, what they will present, and what is the Council's role. The City Council clarified that the discussion will be at the Council table, and it will not be a question and answer session. A recommended agenda for the December 10, 2007 work session is enclosed. Planning Services staff and members of the Long Range Planning Advisory Commission will be at the work session to answer questions as needed. Enclosures cc Long Range Planning Advisory Commission Cindy Steinhauser, Assistant City Manager Barry Lindahl, City Attorney David Johnson, Assistant Planner City Council Work Session Update of 2002 Comprehensive Plan City Council Chambers December 10, 2007 6:00 to 9:00 p.m. 1) Call to Order: Roy Boul, Mayor 2) Background Review: Laura Carstens, Planning Services Manager a) City Code definition of the Comprehensive Plan b) Format for the 14 Elements of the Comprehensive Plan c) Process for updating the 2002 Comprehensive Plan 3) What is the City Council's Role: Barry Lindahl, City Attorney 4) Review of 14 Elements: Roy Boul, Mayor a) Ask for City Council members' questions, concerns and comments, element by element b) Reach consensus on any changes to be made in each element prior to the public hearing 5) Set Date for Public Hearing on Comprehensive Plan: City Council consensus 6) Adjourn BACKGROUND INFORMATION ON THE COMPREHENSIVE PLAN Comurehensive Plan Defined Comprehensive planning reflects a consensus of community values in a series of goals, which set the direction for the future of the city and for improving the quality of life in Dubuque. Our Comprehensive Plan looks at the city as a whole and the surrounding region. It examines the past and present conditions of the community to determine the direction for future growth and development. Chapter 36 of the City Code defines the Comprehensive Plan as: The community's principle tool to guide its future development, public policies and decision making. The Comprehensive Plan is only intended as a guide and shall not be interpreted or construed to give rise to any enforceable rights or remedies. Chapter 36 goes on to state that such a community plan must be: (1) Value driven; (2) Product of and periodically tested and updated by a community planning process; (3) Involve all aspects of the community (physical, environmental, social, cultural, economic, emotional and spiritual); (4) Long-range in focus, covering a period of from ten (10) to fifteen (15) years; (5) Include the entire community geographically, not just one or more sections; (6) Action oriented; (7) Approved by City Council resolution. The Comprehensive Plan may be amended by the City Council after a public hearing. Comprehensive Plan Elements Dubuque's Comprehensive Plan consists of 14 Elements in three major categories: - Physical Environment 1. Land Use and Urban Design 2. Transportation 3. Infrastructure 4. Environmental Quality - Economic Environment 5. City Fiscal 6. Economic Development - Social Environment 7. Health 8. Housing 9. Human Services 10. Education 11. Cultural Arts 12. Recreation 13. Public Safety 14. Diversity Background Information on the Comprehensive Plan Page 2 of 2 Each of the 14 Elements of the Comprehensive Plan includes an opening Policy Statement, followed by Goals, and then Objectives for each Goal. The Goals and Objectives are broad in scope; specific programs, sites or projects generally are not included in the Plan. Goals are not numbered in order of priority. The Policy Statements, Goals and Objectives of the Elements explain the direction, ideals and desires which the Comprehensive Plan is intended to satisfy. The Policy Statements, Goals and Objectives of the Elements serve as the justification for many of the planning and budget decisions and ordinances and regulations which the City Council adopts. Updating the 2002 Comurehensive Plan The Long Range Planning Advisory Commission has the responsibility to coordinate and supervise the preparation and maintenance of the Comprehensive Plan. The City of Dubuque Comprehensive Plan was adopted in 1994 - 1995. It was then updated in 2000 - 2002. In 2006 - 2007, the Commission focused on an update of the Future Land Use Map and a review the 14 Elements of the Plan. The 2006 -2007 update used a variety of opportunities for input from the general public, City Management Team members, and key community stakeholders. The Commission held a series of public meetings, open houses, and public hearings on the Future Land Use Map and the 14 Elements of the Comprehensive Plan in 2006. The Commission provided periodic reports to the City Council on the public input sessions and the recommended revisions to the Future Land Use Map and the 14 Elements. The Commission submitted recommendations for updating the Future Land Use Map and the Policy Statements, Goals and Objectives of the Elements based on input from the public, City staff, and key stakeholders in a series of reports to the City Council in 2006. The role of the City Council during an update of or amendment to the Comprehensive Plan is to review the recommendations of the Commission, discuss them with the Commission during a work session(s), consider any additional input received at the public hearing, and then adopt an updated Comprehensive Plan after the public hearing. The City Code requires a public hearing prior to adoption of any amendments to the Comprehensive Plan. A public hearing on the Elements of the Comprehensive Plan has not been scheduled THE CITY OF DUB E Masterpiece on the Mississippi BARRY LIND CITY ATTOR To: DATE: RE: MEMORANDUM Mayor Roy D. Buol and Members of the City Council December 3, 2007 Work Session on Comprehensive Plan -December 10, 2007 Attached is some background information on the Comprehensive Plan from a new publication by Assistant Professor Gary D. Taylor, Community and Regional Planning, Iowa State University. This may be helpful for purposes of the upcoming work session on the Comprehensive Plan. Attachment cc: Michael C. Van Mifligen, City Manager Cindy Steinhauser, Assistant City Attorney Laura Carstens, City Planner OFFICE OF THE CITY ATTORNEY DUBUQUE, IOWA SUITE 330, HARBOR VIEW PLACE, 300 MAIN STREET DUBUQUE, IA 52001-6944 TELEPHONE (563) 583-4113 / FAx (563) 583-1040 / EMAIL balesq@cityofdubuque.org Chapter 2 The Comprehensive Plan Introduction Disorganized people have a difficult time accomplishing much. They are chronically late; they rarely are prepared for the task at hand; they generally take too long to make decisions; and they always seem to make poor use of their two most valuable resources: time and money. Communities suffer the same fate if they fail to plan. When faced with a decision on a land development proposal, a community without a plan may react with little regard to: • The effect on the tax base; • The costs to provide roads, sewer, water, etc. to the development; • The burden on existing public services; • The costs to provide public services in the future; • The visual impact and community image it portrays; • The impact on future development in the area; • The effects on current neighbors. The comprehensive plan, also known as a general plan, master plan or land use plan, is a document designed to guide the future actions of a city or county. The Iowa Supreme Court has stated that the legal purpose of the comprehensive plan is to "direct use and development of property by dividing it into districts according to present and potential uses." Achman v Board of Adjustment for Blach Hawh County, 596 N.W.2d 96 (Iowa 1999). The full benefits of planning and the comprehensive plan, however, are much broader than that. The comprehensive plan presents a vision for the future; with long-range goals and objectives for all activities that affect growth and development in the community. This includes guidance on how to make decisions on public and private land development proposals; Other planning. documents While this chapter references a-single document called a ~comprehensiv~ plan, many communities have multiple :plans - neghborhoodplans,'corrdor plans,..fringe. aria plans, parks and recreation puns, . transportation plans, etc. -that together:.. present a set of goals anal objectives for the community's future. These are ali `valuable documents that a court will examine to judge whether a communitys zoning decision is reasonable. decisions relating to the expenditure of funds for infrastructure and public facilities; and methods to address issues of pressing concern (such as farmland preservation for counties, or the rehabilitation of older, built-up commercial areas in cities). Most plans are written to provide direction for future activities for ten to twenty years after its adoption. It is suggested that plans receive a considered review and possible update every five years, to keep up with changing conditions in the community. A good plan helps communities avoid costly mistakes. It also enables a community to be proactive in initiating actions that will positively impact its future. Through planning a community develops an understanding of what it is now, and what it wants to be in the future. A city or county comprehensive plan serves the following functions: The plan provides continuity and predictability. Over any 20-year period a city or county will cycle through many new elected and appointed officials. These individuals bring diverse experiences and opinions to their positions. Without common guiding principles, decisions about community direction, land - ~~ Craarr~s 2 - TttE Cotde;~t+6~sn~ I'~.,+r :. 2-1 development and public spending will be based to a much greater degree on personal opinion and political maneuvering. The plan provides continuity across time, and gives successive public bodies a common framework for addressing issues of growth and change. This continuity increases the consistency and fairness of the development process for the development community, while at the same time protecting the established property interests of community residents. • It is the means by which a community can balance competing private interests. John Public may want to use his land to store oil drums. Jane Citizen, his neighbor, would like to open a restaurant on her property. How do we resolve such issues of incompatibility? Planning seeks to strike a balance among the many competing demands on land by creating development patterns that are orderly and rational, and provide the greatest benefits for individuals and the community as a whole. • It is the means by which a community can protect public investments. Planning is the means by which a community avoids digging up last year's new road to lay this year's new sewer pipe. Well planned, orderly, and phased development patterns are also less e-xpensive for a community to provide with public services than low density, scattered development. • It allows communities to plan development in a way that protects its valued resources. Planning can identify environmental features like wetlands, agricultural lands, woods, and steep slopes and suggest strategies for preserving those resources from destruction or degradation by development. In the same way planning can preserve irreplaceable man-made and natural features with historic significance. It provides guidance for shaping the appearance of the community. A plan can set forth policies that foster a distinctive sense of place. Town centers where people can interact; safe, quiet neighborhoods; attractive community entryways; visually appealing commercial building designs; streetscape plans and other design features can all be addressed through planning. • It promotes economic development. The plan can provide information on existing businesses and industries, the composition of the community's workforce, and whether or not local services are adequate to service new development. All this is valuable information that drives the locational decisions of prospective firms. It provides justification for decisions. Plans provide a factual and objective basis to support land use decisions, and can be used by communities to defend their decisions if challenged in court. Through public dialogue, citizens express a collective vision for the future. Last, but certainly not least, the planning process provides citizens an unparalleled opportunity to brainstorm, debate and discuss the future of their community. A plan developed through a robust public input process enjoys strong community support. Subsequent decisions that are consistent with the plan's policies are less likely to become embroiled in public controversy. Which communities need a plan? Iowa counties and cities are constantly facing a wide variety of issues. Some communities are experiencing steady (sometimes rapid) growth. This growth can strain local resources, damage the environment, and create problems for residents such as traffic delays, rising land values and overcrowded schools. Other communities are facing just the opposite problem: no growth or actual population decline. These communities are facing their own sets of problems, such as declining tax revenues and deteriorating public infrastructure. A comprehensive plan is a policy tool needed by local governments regardless of the situations they 2-2 ),ptt'A 57.4rc UNl\ [~CSfI1' ~ptl PCANNRVQ AND ZONiN~ tY~iy.~.~.~( Common Pla M nnmg" yths ,: ~ P~anr~ing interferes.~~i#h privitte prvper~ty . rights. in fact, plarining'pratet:ts private, ..property by lending'certainty"and ~x'edietability io the ~tfevelopment process. 'This _pr~tects.px~~perty values.:ro a greater ' `degree than.a".1're+e f©r afi'' system :~ _ - . ... a ~- sustain;: ,,~: Plaii,~.ix%g wi3lusol~e itiir_° i~p~-l+e7ns. ~~'laiian~g, .nr-ti~e itself; s~cilv~es .~ ^:.. .~o~.Ii~g:; T'~ie.~la~a;:~ets ~"tr~i.~~; ` ';; :. . • -. ..:,~, ,;n.e . _,~,...j ~..~, . ~ie~icla~oi~s~~'csx;cliange:, 3r takes ~~ ~. ~?geca~ile.~ilei~e~.ta~° ~t give: ` ~~i1 ~ ,_e r, fr, -~„F~.:; a.::::: a ,~..~X x'::.s:. A.\~::'°' F:?$i,. .ei: .xsFS;~q~. ~ ~ ~~ ~ ,.~: ~.q.~a-` .'.t.: y~~f~~(.~~./MaaLNi11, ~i. .. ..i°~ T.iA. >..xf'..«-:: q.h-,.. ~:e., - 'q ~,~. find themselves facing. The plan can provide a community with a firm foundation for policy and action. It can also reinforce existing community policies and ordinances, and promote a more certain future. Legal basis for comprehensive planning Cities and counties are "creatures of the state;" that is, they are local government entities created by the state constitution and given powers by the state constitution and state legislature. As such, it is state law that provides the legal authority for local planning and land use regulation. Cities derive planning authority from Chapter 414 of the Iowa Code. Counties are authorized to adopt plans through Chapter 335 of the Iowa Code. These chapters, with a few notable exceptions, are nearly identical in the authority they provide local governments on land use matters. Both require that zoning regulations, if adopted, "shall be made in accordance with a comprehensive plan" (Iowa Code §§ 414.3; 335.5). Chapters 414 and 335 are both modeled after the Standard State Zoning Enabling Act drafted by the United States Department of Commerce in the 1920s to serve as a guide for state governments wishing to authorize local governments to adopt zoning controls. While many states have significantly revised their enabling laws since the 1920s, Iowa continues to operate with enabling acts that have remained largely unchanged since their adoption. Does state law require a comprehensive plan? As stated above, the Iowa Code requires that zoning regulations "shall be made in accordance with a comprehensive plan." The comprehensive plan also is referenced in Iowa Code § 354.8, which requires local governments with subdivision ordinances to review proposed plats to "determine whether the subdivision conforms to [the local governme-nt's] comprehensive plan..." Iowa Code Chapters 368 (addressing annexations) and 403 (urban renewal projects) also reference the need for planning. Courts in Iowa have not interpreted these provisions to mean that a separate, written document called a comprehensive plan must be adopted before zoning and subdivision regulations can be adopted. See Montgomery v Bremer County Board of Supervisors, 299 N.W.2d 687 (Iowa 1980); Wolf v City of Ely, 493 N.W.2d 846 (Iowa 1992). A review of court cases, however, makes it very clear that a community should not hide behind this technical interpretation of the law to justify a decision not to plan. Courts are much more likely to support a community's land use decision if there is a separate written comprehensive plan in place, and the decision being challenged is consistent with the policies found in that plan: The number of legal challenges to land use decisions has increased dramatically in the last 15 years. Judges have come to recognize the value of a comprehensive planning document that articulates community policies about land use. The Iowa Court of Appeals has verified that rezoning actions must be consistent with a community's comprehensive plan. Webb v Gilmer, 468 N.W.2d 838 (Iowa Appeals Court 1991). Courts invariably _-. , .,w ,. ,... . .....: ~.~.x . ... ..:...: .......... ~..... -: ...... _ ~ Z ? Gnat ~etvswe.~,Art 2 3 take a hard line against communities that cannot point to a plan to justify the rationale for a challenged decision. Elements of a comprehensive plan What does the comprehensive plan contain? While every comprehensive plan is unique, each should cover three topics: (1) existing conditions, (2) goals and objectives, and (3) implementation strategies. All three topics are interrelated. The comprehensive plan represents the community's aspirations (goals and objectives) for the future. In order to formulate goals that are appropriate for the community an understanding of the current state of the community is necessary (existing conditions). A document that promotes goals is "just talk" without providing a list of actions (implementation strategies) for the community to undertake to achieve those goals. A more detailed discussion of the three topics follows. Eadsting conditions. The existing conditions section should be an accurate description of the community's current status. It will be made up of several elements, and will make extensive use of charts, graphs and maps. The elements commonly addressed in most plans are demographics, economy, housing, transportation, public services, environmental conditions and existing land uses. The demographics element of the plan typically contains information about the community's population by age, gender and racial characteristics, .average household size, total number of households, birth and death rates, migration rates, and other characteristics. It will also contain population projections for the next ten to twenty years based on current demographic trends. The demographic data is taken from the decennial census conducted by the U.S. Census Bureau. The population projections are developed based on accepted methods developed by demographers. Demographic analysis and projections are the heart of the plan; all other plan elements depend on the current and expected future population. Population projections help the community plan for future housing needs, sewer and water capacity needs, demands on the road network, and many other service requirements. In addition, most state and federal assistance programs rely on local population figures and projections. The economy element provides an important tool in educating the public, and provides the foundation for local economic development efforts. It should be an essential part of the plan. An inventory of the economic conditions of a community will reveal how people in the community earn a living and the kinds of businesses and industries the community needs and could support. Information commonly found in this element can include workforce (adults age 15 to 64) characteristics such as education level and occupations, unemployment rates, places of employment, per capita income, community tax rates and property tax base, community debts and special assessments. The housing element will address the total number and condition of the existing housing stock, home prices, building permit data, vacancy rates and owner-occupied housing (versus renter-occupied) as a percentage of total housing stock. It will assess future housing needs based on demographic projections. Primary data sources for the housing element are the U.S. Census Bureau, the assessor's office, and visual surveys of the existing housing stock. The Iowa Department of Economic Development and the Iowa State University Department of Community and Regional Planning for years have published the Housing Needs Assessment Manual which provides a method for assessing the current status and future housing demands of a county or city. Many communities have used it as a helpful guide when examining housing issues. Transportation networks tie a community together, and link it to other communities. The transportation system is an essential asset when promoting economic development efforts. The smaller cities across Iowa located on or near regional highway systems or rail lines are better able to keep and attract businesses and industries. 2~ '.IOWA ST`AreUNrvra~nr EXTENSION Pi31NN[NG AND Z;IJ.NING NOTkBOOK - - - - - --- The transportation element will review the volume and usage of existing roadways, the existence and utilization of airports, transit services, rail lines, and trails, and project future volumes based on development patterns. The transportation element should also assess the current physical condition of the roadways. Finally, the information found in the transportation element should give guidance to decision-makers on the best way to maximize infrastructure spending; should we prioritize existing road maintenance or build new links? The public facilities and services element generally includes an analysis of water and sanitary sewer facilities, police and fire services, parks and recreation facilities, other land, buildings and facilities owned by the local government, social services and others as deemed important to the planning effort. Along with the transportation system, these facilities comprise the essential service provision network of the community. The complexity of this network depends on the size and "service area of the community. Counties provide different services than cities. Small cities primarily provide services to their own residents. Larger cities often act as regional centers, with people from a larger geographic area using their parks and libraries, and surrounding townships contracting with the city fire department for rural fire protection. Projections of future public service needs will be based on demographic and development trends. Because private development tends to follow the location, quality and effectiveness of public services, advance planning of community facilities should be coordinated with economic development, housing, transportation and land use objectives. A study of the community's natural and physical environment is an essential element of the comprehensive plan. The environmental conditions section will include a general description of the community's major environmental resources, such as soils types, slopes, climate conditions, mineral resources, water resources, and critical areas such as wetlands, watersheds and special geologic features. Four functional classifications of :. roadways ' "" " . . . • Freeways aizd -~pressways: Controlled.-' access; rnultilarie, divided'highways denoted to high-speed; long distance , traffic rnove~nent with little or hci access to adjacent land.. • Arterials::~earv~ primarily tc> mcav~e: txaff`tc , " between principal tia£fic,ge~iaet4rs: " .:- . ; Residential sacs ~s ~discc>i~ragead~ Jail : ; ., ~. , . .commercial ads allci~='Artei~als :,: ,: ~ "_ „ " : sliciizld: form ari integrated system. They, " rriay be ~iviiled`into i~cajpr~~r~+eacals~nd :: ;' .~ tl i~' R''rt~."~:.' ~niiav~i~ents'+u~..ea ate; ;.: connect it i~li ~`h~.~xtal:~tn. ~;ey , -: ... r, .: ant~;inznu~': ~b S; ;~' •~r:sM:~: - - ,E `. 1! ` r:. ~ :laa~da~~e~~anrcahi~~Z ~~:~,::.~._ ~.. ~: ... .,,. ..; .. ~. ..." b e: ~.es~~gned :, - 'i~ _: ...~;, ., _ .n ,.sac..... . `. M . ~ ; ~~~• ;~. ,~ " ~.::. ._,,... ,... ,. ,: ,. ." " .. .:..., :.~ .,r.~ s: :;~ . .. .. . ": An inventory of the environmental resources can help the community identify areas that are suitable for development, other areas where only limited development should take place, and areas that should be protected from development. The primary challenges in planning for natural resource preservation are fragmented ownership of large resource areas (watersheds are a prime example) and political boundaries that do not match the boundaries of resource areas. The challenge in both cases is to develop a plan for the preservation of these resources when the ability to do so really depends on the cooperation of a number of individuals and governmental entities The section on existing land uses describes, in map form, current development patterns, including the ~_" -.:. cam: ' ~~ locations of the five major land use classifications (residential, commercial, industrial, agricultural and public uses), residential densities, and commercial and industrial uses of special concern. It is often combined with information presented in other sections to provide a more complete visual picture of the community. The inventory should include acommunity-wide parcel map. This information on ownership patterns is valuable when analyzing where landowners are likely to want to develop or preserve their lands, where infrastructure demands will be the greatest, and where natural resources areas are at greatest risk of being fragmented. Goals and objectives. The heart of the comprehensive plan is the community's goals for itself. The goals and objectives are a direct expression of the desires of the community. A goal is a general statement of a future condition towards which actions are aimed. An objective is a statement of measurable activity, a benchmark, to be reached in pursuit of the goal. Goals and objectives develop with extensive citizen input and are shaped and refined by the information gleaned from the collected data. They provide the necessary focus for long-range policies and action programs. Goals are sometimes included in the specific section to which they relate (i.e., housing goals included in the housing section). More often they are included as a separate section because many goals and objectives cut across several topics. The goals and objectives should be concise statements that point the community in the general direction of its desired future. Implementation. The implementation section is critical to the success of a planning effort. The implementation plan (or action plan) contains specific, achievable, measurable steps that will be taken to achieve the agreed-upon goals and objectives. Generally, this section identifies the "who " "what " "when " "how" and "how much" necessary to accomplish the goals. This section of the plan acts as the work plan of the legislative body in adopting ordinances, resolutions, programs and other policies, and allocating resources (money and personnel) to carry out the goals and objectives of the plan. It should form the basis for capital improvements spending, and even staffing plans in departments with land use-related responsibilities. The future land use map in many ways reflects the goals and objectives developed in other sections of the plan. It illustrates future desired land use classifications, locations, densities and designs, both in developed areas and in areas projected for growth. The map should be developed based on projections in population and employment, housing needs, environmental considerations, and the costs of providing infrastructure to the various geographic areas of the community. Developing a comprehensive plan The decision to develop a comprehensive plan may arise in a number of ways. Occasionally, the need for a plan comes as a result of a particular event: a major industry closing, a proposal for a new major industry, a natural disaster, or a particularly controversial land use case. Sometimes a plan is developed in response to general concerns about the future of a community. These concerns can be heard at planning commission meetings, or at meetings of the elected body. Rarely are the words "we need a new plan" heard; more often the need for a new plan must be recognized from the number and importance of issues being raised. If decision-makers are hearing an increasing number of complaints about traffic, housing prices, loss of retail businesses, the quality of development, or other similar issues it is probably time to consider developing (or updating, if the community is operating with an old plan) a comprehensive plan. Citizens' expressions of concern over community issues indicate a heightened level of interest. Turning this interest into positive momentum toward planning the community's future becomes critical. As we discussed in Chapter 1, most communities will engage outside consultants to conduct major projects such as developing the comprehensive plan. Effective management of a consulting 2-6 104vn STi'tre ~,1Nri'F.itSITY EX~j[(SIL1N ~LANtViNG AND ZO{y]NG N(>TiF,~3K ~ , What do we do. The follawing•tasks are :.;.ry. ~~ Upon receipt ~~the recc~m3nerided draft ,,. .: :.. ,.. necessary. to _developing a plate. ~ : ,.. - ' plan frortl the ~alanrii3%g +commission, bald Elected body (city cotuieiUcounty > ; a public hearing tv ;alloi~v foi further citizen ;. ' comment. supervisors) _ , .Adopt a resolution that meets 'the~:Iovva - ~ ,. ~ : `',. ; ` • . Approve a resolution adopting a plan or, if the council/boarcl.~'.some issues need .: :.`Cade ;creating a plan37i~ng commission (if a :~ " ~ ' 3nore.stud , xefer y -. ;.'•rlZeli~au:back to the tcrmmission clues n:ot~exist):::: ~ ~ ~ • plannirg ±comiznssian: +=A.dp t a resolutio3 '~'~ - ~~.; dare ctii3g:the.'planl3ing ~: _ :. P • -:: , ... ` com3niss ifln to p m~ _ pare .a -comprehensive' «<' ~'• ..-., "`:.:' :.Ian, and d1I'eC~in , .. . ~CtJII s ,to : ~ ',~+ "~ G~..- tie ~tx M P H l'?~P, ~a:ther p. , . - ._g }' :. ~~',.. , versed k~~f Ian arat%o3t, .. ~., ~. ~:~.; lalnixl r ces b - _.~ .: . ,,~,:cooperate~.t11 e ..._ ... w .,.: ...:.. d s: _ . " Jari ~oufside a ~e~n or consultant:: or ..:.: .. .. ~rtuidiiig.regties~.ed':ir~f~a~xiatioii #o,`th+e th ~" ei~riitri '~ '°~ <: e- .urrs.,~. ,~alarin~g staff : ,,;'~ ., -. , .- ', =. ;: t ~.' - ~. ...~.~ o:31r. ~.,,-,.-a ~ .::.....::....:~.. :- ~.. .. ,. .; > .~ .. .. 1, ,. ,. . .. _.,. - - , .. ... . ' . }~~ ~_:Edu~axe• '£iurse~l~GS.a~lout: , flllr ~{lmmnn~ ., , ., _: . ~., ~. - .. .' _• ~:. _. ~ . . y~ ' • ,..aY p~p~~pa~yy~~qq~~ }~~y~ }~y~ ~ ; .. .. L.JLi,1L. "`retain' :'~~Wlii'ie` .; ',v :>iR ~n ~ ~ (.~ . :, ,. .:, •' t ..~ . ,, :.. ... . - p.~.' ~. ' ~ ~.. ~ .. ~t33IiS91f13'~iCate ~t' ~ ~ai° • . vvitli: the elect ~."' ~~ ._ ~<<° .. ... °•a~. the r ual~Ut3't~ ~ .,;.. ~•;. ents:~~r.> +: ~::M „ .,, =,~r~': ~..a.,: . xc..; ,_ ~,. . ...... ~_k,,v.a..». ;, .. _~. .... 'i:'~:''. ~'~?~ Tim , - te..coi3s~. -. ""~ arm .,t~-3~'Ur~C.~'t~ie.~ , a.a.sn: - ~.<ri.. +Er11t. ..~ 6.,:,... s... .n <:~.. .• ~ ,,. _ a ,.~:-a, ...~ .. .. ... .. ~3..,. . - ... '~ sin>~~ e ~ . ~°~ ~. << s ~~•.~ ..pp,~,~,,, s ;;'!~lt3ZL21s: ....... ,. . A y.. _. ' -.~.... _.,~~.. }. , :.:w ... , ~'l~ *~~~: eels ::'`: ~. .., .. • ::...... ... ....:;..... ........:. ,.$:;: to-y„ ..e. .... .V... .: :. ... .<~. ,. ~<x;r a n:r.. -..~ ;, .xi. `S'am 2 ~~,' .- ~ ere b • Y z~ x -.F ., ..''A, •.. .. -.y a. ,., ,.; .. ~ -..: n<es ~:.. ~' :.- .Ana°. .f:...' ..5 .^x.£+n''~.-`~. `~q :.Y,~.' ».~.,., h,~ t ;. ,.. .., .,._. ~~ >~.. „.•~`.-~ _ :.Fri.. '~ ~xz a <-a.., t- na "fin-.,... ~..-. <:. .. .;; .: ,_.; .., a, .. ~ .. ,H~ . :~ .v~ : . ~ .. ~., .~ ../ ~ ~~ • xr~. :4 '" ~xf ~ y, t"o11' ixl'~2[~• Y.~~ ..>3v; . ..: <{,t. ":tt t,,, ra•.t v'~ ..~,°x w.y}; ?`~ t~.'.+!+a;%~ '~iSw~:i~{,iN~lii.\.{Jli•'~9'~ .iZ.:L --_" -.h.:r.. i : x:.i^..:.''.:"".,:.'..,;i„:: nr..vi. ~~ -:Y.. ~':1 ~. ,~4.s.a 'd cx.;• ..4, : £. _n :.x, ..., ;,. ,s -:'- } ,: v. :M . .4 Y. n- ...,.. .; w. ., w.. r,}<.. Xx,M•~s.~n':&: g3e,ry:. •~,.. Y e~ .,. , ~: :: ,.. ~. ..: <F, ~: a' .tom-:;~. Ht? .. - :. ~:<'. i' .-j., ~ k: ~Yi.., ,~. ;~ . , ~.~ ~ . , , .. _ tom. rin.. >.:;_.:. _ _ ~?; ~~ . .~ " .~ ~ ..:rid ~.'E~ ~ '' n'3..~ ;~x., -. rfi _ ni<~° L x, .: ... ,: .h.... `~ a~= d. ~miii3~ice. .. a ._~.: ~r. ~-`~ ?~. ~t ~'• ~"assn.. ~,~ ~, ~?.. .P .xe' ~:k"~''~ .:i' zt .,., r, .. .-..,.. ..xx X,zv,., .. :,;;::u.'a~.,', ~,.r:~ '~ k'.,°. ~ ,S,h~~%~..,vys&,C;,'.~ ;+,rxH ~ "'x ..,: , `'51.'~t» $37.111'!3 9Cfi~1'illt;115Si °tn°S`'<~.,.,,. `~ - ,,. ~;~~~-':" °~.~• a~~ ,A_ •_ 3 w'L. .c . ,~'1ia4i4~~a'. ~*'~; ~:. » MF;L±ki ~ :i3Jdill..:~~ ~; j ` ,, x .,. %: M~-.. h ... ~.e:~ ., Z . , f ... .... ~~ r ,,„ , :r:. ~:r - ,> r, ,. ~,:.~~: ~',,. '~H ...:~..'Y.~'" `r3+'a §ii8^?i~ ...j ~u<9,@~, rS~: `°Ei.'i+_' ..... .:: •:. ~: I111321 :a+e,Yi.~,i, ~~~' ,..;. =' . "'r'ev3 and :c' a .... •~:... , .~ . ~ ,,..,.,... q'~: <ti < p ... b; F i .. A°<. -:. .. .. .. .... .. :... .. ..... ,..;s..::fr. '':"!fit ,,'S °Ta, .? A;. ~'_,~ra..., ?`~.. r., x # A '~ . ~ :: ~.~ Y` i1YJ ~~*.. ' t~. ~..iM1ia.~ ~ „~E : ~i ,ti t ~n,the:~n , .~>.:.k ~, ~Ji4 e t~3 ... .,~.: xy x Y"i ,. ... ~~ : T~13s 31~ +'> ~,n 4 ' ,~riean ,r11onC . _SI'~ F.7' . .... ;_... , ._<: .. ...?.-.,....~.: .:... ,~ e33dr'11iti133S q.. .. -r ... :: ........ .~.. ..... , o. ~~s, project means understanding the work involved in developing a plan. The following discussion is meant to help with this. Although preparing a comprehensive plan, or updating an old plan, can seem like a daunting task, it is infinitely manageable if it is broken down into simple, achievable steps. Commitment to planning. The development of a comprehensive plan requires the commitment of significant resources. "Resources" means money and time. Money will be needed to gather data, hire an outside entity (if appropriate) such as the regional council of governments or a planning consultant, solicit public input through public e~ecr'.e~. ;Lady ~' e , meetings or surveys, and perform a host of other planning activities. The funds required to prepare a plan will vary widely depending on the choices made about the process. Time will be needed from community employees (planner, assessor, zoning administrator, engineer, others) to gathering information for the plan, from the planning commission to devote work to plan development, and from the elected body to regularly participate in the process. Since the elected body essentially controls the community's allocation of money and time, the planning process is off and running when the elected body allocates funds in the annual A simplified description of the planning process budget toward planning and adopts a resolution directing the planning commission to develop the plan. In many communities the elected body will also recruit citizens to form a separate planning advisory committee, representing a cross-section of individuals and interest groups, to assist the planning commission in shaping the planning agenda. This particular approach has a lot of appeal because it immediately extends the planning process into the community and increases the breadth of citizen input. After the elected body makes the initial commitment to planning, the work shifts to the planning commission to oversee the preparation of the plan, either by an outside agency or consultant or by the community's own planning staff. A simplified description of the planning process is provided in the box below; however, it would be misleading to state that all planning efforts proceed in logical, lock-step fashion from a beginning point to an end point. All parts of the process inform other parts of the process, as we describe in the following paragraphs. Gathering information. The different sections found in a comprehensive plan are outlined above. Where does the information come from to create those sections? Planning information can be gathered from a variety of sources. The most recent U.S. Census Bureau data is the logical source for most demographic, economic, employment and business information. Much of the Census Bureau data now can be found on-line (www census. gov). A valuable source of data for Iowa cities and counties is the Office of Social and Economic Trend Analysis (SETA) at Iowa State University. SETA maintains a website (www seta.iastate.edu) where Census Bureau data has been assembled by city and county. Users can gather base information, examine trends, generate graphs and charts, compare communities' profiles, analyze retail trade trends, and get many other results from this website. In short, SETA has "preassembled" much of the information that goes into a comprehensive plan. The Iowa Department of Public Health maintains vital statistics records of births and deaths. Information on soils, drainage, topography, etc. can be obtained from the county NRCS office. Transportation data is available from the Iowa Department of Transportation, and so on. In 2-8 lown STATC UN~~ER51Il` EXTENSION PLANNING kND 7ANUVG NO7F9QOi~ short, these days a lack of data should never be a problem in creating a plan (and almost all of it is free!). With so much available data it is easy to lose sight of the need for information. The guiding principle in collecting data should be its usefulness for the planning effort. Often data will be gathered at the same time that citizen input is being sought. The information should be available during citizen input efforts to inform and to "ground" citizens' opinions in reality. Some of the issues brought up by citizens will send those working on the plan back for more information, as will issues brought up during the goal-development phase. This is good because it means that the commission is addressing pressing needs of the community. Seeking citizen input. Citizens of the community must have a part in the decisions made in preparing the plan. Their ideas, issues and concerns guide information gathering and the development of goals and objectives. Soliciting public opinion takes time and money, but for it to be the community's plan, with community aspirations and citizen buy-in, citizen input efforts cannot be approached half-heartedly. In the early days of community planning citizen "input" was generally limited to the public hearing, at which a draft of the nearly-completed plan was presented to the public for comment. Citizens were not a part of the development, so they had no vested interest in seeing the plan implemented or followed. Fortunately, over the past 15 to 20 years a wide variety of techniques have been developed and utilized to meaningfully involve citizens in the plan development process. • Public visioning sessions are brainstorming sessions used to identify issues, aspirations and ideas from the public. It often is used as a prelude to the planning process. It is designed to provide answers to key question s such as where the community is headed, what values its citizens find most important, and what kind of future they hope to create. • Town meetings are forums open to the public that are less-structured than visioning sessions. They allow attendants to voice opinions and raise questions while the plan is in development. One successful approach to the town meeting is to set up work stations based on topical areas of the plan. Citizens can move from station to station, reviewing data, maps and draft policies at each station and providing written comments on notecards or poster paper. • Focus groups may be formed by geographic area or by interest group affiliation (business owners, environmental groups, etc.). The groups are involved in a dynamic process aimed at generating discussion, goals and consensus. By grouping persons with like interests, a planning commission can capitalize on their accumulated knowledge and . perspective. • Charrettes generally focus on design-related issues (main street beautification, entryway appearance) but are also useful as a citizen participation strategy. Highly interactive and participatory, a charrette can be designed to present citizens with areal-world view of the choices their community must make about future land use patterns and community development goals. • Surveys can be sent by mail, conducted over the telephone, or take the form of a "visual preference" survey, where participants indicate their preferences for particular designs by responding to photos or computer-generated images. They are very effective in gathering detailed information from a broad cross-section of residents. Citizen participation can indeed seem risky or uncomfortable. Sometimes only the vocal minority, those with an immediate vested interest, or those with an axe to grind participate. Sometimes it seems that citizen participation will raise expectations beyond what can truly be delivered through planning. Regardless, the benefits of educating the public about community issues, generating fresh ideas and building the trust of -- ~~ Cturt~t~ 2 -- IrtE:Con+rx~~sc?r~ PtnN, :, 2-9 community members far outweigh these risks. It goes without saying that these next three steps, developing goals and objectives, assessing alternatives and developing implementation strategies, are intertwined. The work involved in each step provides feedback that informs the other two. Developing goals and objectives. There are a number of ways to run agoal-setting meeting, the least desirable of which is the free-for-all discussion. Techniques such as SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis, Delphi, and force-field analysis are all useful, depending upon the particular situation. A discussion of the methods of these techniques is beyond the scope of this piece. Most planners are quite adept at using these techniques and managing goal-setting meetings. ISU Extension Communities Specialists and County Directors are also trained and experienced in facilitating goal- setting meetings for communities without access to professional planners (some are, in fact, trained planners). Regardless of the techniques used, the final product should be a set of statements that are comprehensive in addressing the range of community functions, respond to the community's pressing concerns, and offer a positive vision for the future. The statements themselves should be realistic, actionable, positive, ambitious and achievable. Assessing alternatives. At the point where general goals and objectives have been developed, and data collection has been done, an assessment must be made of the best course of action. In an ideal world each community would have unlimited resources with which to pursue all its goals. The reality is, however, that because of constraints of time and money we must choose among alternatives which course of action is most likely to achieve our desired ends. Assessing alternatives, then, is an exercise of developing alternatives and determining tradeoffs. The goal statement "provide affordable, safe housing for all residents" suggests a number of ... . ~. . ,. -_ ~. = aGommori ~nple~entation tx~ols•. "Zuni~.:,;,.~?it~ce~~~~ ., ..~ R _, .u_ . ;, .,.. . <. .. w~ ..:.. ...° • ~xxbdi~.c~:tiidixi~rnce '~ - ~:.i~~ta1 pt~v~iip;+~rits `(,e Pam':.. . .. ~~~„ ~ ~,' ~y .. . ,. ~ :.: " a ~ i. %~+C~'ati~~xirdott~cti:i~ii rcl~iar~es:`.~; _... , <. ,... . ,~.q~ ..~ .le. „'~.., c . *5~ .. ~' loo /~+~~~~77".j~ }~,~-`';~;_, ~~v(~~w.(y~~~a -- ~,~.:~174~WLi1 ~aR' :.:, „'''¢!h'3 x' ~~~~: ~ "' .: v± Vie,,, s, ,.5 < - ii//+C14 m $ n ~~ ~..., . ::~~;. ~~5 M. ~j#r M.~i, ;. ti•; w~'4sc `•~~~..-~;, "TK~';,'sw~:, tat.,:, ~~§-'M`'. .. .. a. . <.~: ~" 3~v ~ . _; ._ . ~g ~: ?`~:; .£ :~ ~~:. . g . sA„~x i' „g '"~° E..i t T. . ,..: alternative courses of action for achieving it. The community may change its zonirig ordinance to provide for smaller, more affordable lot sizes. It may increase the amount of land available for higher density development or mobile home parks. It may initiate a grant program for first-time, economically-distressed homebuyers. There are numerous other alternatives available to achieve this goal. The process of assessing alternatives weeds out the choices that are impractical or unlikely because of limited resources (no money for grants), or because they will be ineffective in addressing the stated goal (land prices are not an obstacle in this community). The guiding principle at this stage of the process is to select alternatives that are achievable, and to make it clear to the public the thought process that went into the selection. Selecting implementation strategies. If a goal is a general statement of a future condition towards which actions are aimed, and an objective is a statement of measurable activity, an implementation strategy (frequently referred to as action strategy) is the specific "who," "what," "when," "how much" directives that make the plan a living policy document. Implementation ., , .. ,:~a .. ~. ... - . 2-10 ~ :..~7S4R3~lIS?1P~ra~tdAtil+Ilt~1G ATJD~lNG~a'ci . :. . ; ° . ...... .... . ..~ ... ...,_... .. . , . (~ strategies assign responsibility, set timelines and allocate resources. Selecting implementation strategies follows much the same process as selecting alternatives; the task is to select among competing strategies based on calculations of resources, feasibility and effectiveness. Adopting the plan When the commission believes it has a final work product it must hold a public hearing to allow one more opportunity for citizen review and comment. If the commission has done an effective job engaging citizens throughout the planning process and explaining the policies set forth in the document the chances are lessened that a large public outcry against the plan will be heard at the public hearing. Upon approval of the final document by the commission the commission then forwards the plan, along with its recommendation for adoption, to the elected body. The elected body then holds its own public hearing to consider the plan. In larger communities with planning staff the staff will present the plan, along with the planning commission's recommendations, to the elected body. In smaller communities without planning staff it is recommended that one or more members of the planning commission prepare a brief presentation for the public meeting to explain the process of developing plan and some of its key policy recommendations, and to answer any questions that may arise during the hearing. If good communication has been maintained between the commission and the elected body throughout the planning process the elected body should not be surprised by any of the policy recommendations of the plan; nor should it be blind-sided by any of the public comments heard at the meeting. This does not mean that the elected body is obligated to adopt the plan verbatim. The elected body has four options when considering what to do with the plan: (1) approve a resolution adopting the plan without change; (2) refer the plan back to the planning commission with specific recommendations on which parts need further study/clarification; (3) make changes to the plan itself, without further input from the commission, and adopt; or (4) reject the plan. The last two options are not generally recommended. If the elected body chooses option (3) it runs the risk of creating unforeseen problems with the implementation of the plan. The planning commission has spent a great deal of time and effort educating itself about the community and creating a document that "fits together." Without the benefit of the planning commission's knowledge of the document, the elected body may make a change to one part of the plan that may make another part unworkable. Option 4, rejecting the plan without any follow up, leaves the community without direction. As stated earlier, it also leaves the community at risk of legal liability for zoning decisions that lack a rational basis in planning. Implementing and using the plan The primary purpose of the comprehensive plan is to guide action. The mistake made by too many communities is assuming that, with the new plan in place, it will magically begin to solve the community's pressing problems. By itself the plan does nothing. The plan offers a set of action strategies for dealing with issues, but it takes people implementing change for the plan to succeed. The action strategies found in a comprehensive plan fall generally into one of two categories: (1) strategies that require the community take proactive steps to implement; and (2) strategies that guide day-to-day administration and decision-making. Both categories require special effort in the follow-up to the planning process to ensure that the plan doesn't gather dust on the shelf. Without someone overseeing plan implementation the plan faces an uncertain future. It is often said that everyone has responsibility for seeing that the plan is carried out. In part that is true, because a good plan will assign tasks and timelines. But who is responsible for seeing that everyone takes responsibility? Ultimately this task falls back to the elected body, with help from the planning G~3ne~eRy2 -- STiECpMPREHENSR'E PLAN ~-I 1 commission. Implementation requires a plan of its has not been accomplished. This helps keep own. Many communities have found success with everyone focused on implementation. the following approach: 1. With input from the planning commission, the elected body prepares an annual action agenda of recommendations it wishes to see implemented that year. The agenda should set out a manageable, achievable work program. Involving everyone responsible for some portion of the work program in its creation gives them ownership of it. 2. The planning commission prepares an annual status report of what has been done. The planning commission should be asking questions of the responsible departments and staff members, and summarizing what has and ~~~~~fl~~1~~~ - f Sx:' `ti~~ ..;~..„ wY's+}~RdC°`: ;:5<f;~j >'~"<~~;~s~.a`"`",~«;a't~. .'r._1; xs:,~ .'~m..'~?: qtr `='.'°'~.~::<., , ~ ;. . •: ~..~;,,,. .~;-.> -.. ::~... ::... ::._. .,:_;:, -. +~:~•:-u~-~.6.p; T~.~~, „~,°'~'..Y h£."`.c Ha.= q~~:.~X(,yryy„ 4:~ :... - - ~^ i~- '.~~~~ ~ 'h~bi~ , i +«~ ~, ^.dL,.-M, y„`C J, i' . Pi ~ -^ln~,pr ~' . F .. '`:i ^»s~a'h ~x ,:°~ .;. ~xi ~r{'" =•'•"'S,sa•"srt; .r•'~'~..',.~~3 r_ y'i, t". ~,,., p;,2:~e:. ~:,: a;s r. ._ ;~'k~~, `.that::.. '~~., ..ter:. ~,P,~;w~~..~~~;~~~.-<'~~~k ~~ ~:..: <..~- :, . are `~3~' ~Clt~e"'~t1~37~5~°t~.'~2~"V`.'' ate... ~-:~;;,~; ~:M:~,- ., ., . r~:, a~~;aJYA1Ei/.R7~bWti~.LI~~J.~~,Yii~t "Q~f ;;~.; ,r<,, ~~ ~ ~~z., ca:.~a, '.~ ~~°~`~~„~-,:i~~~a' ir~~~'•.~;",x ;~~~~3;'F:,aa,w. 'tr.. .° :,~_ a.;' ,.:q .. .,; n...- .. ~..., ..y . ~. :: g~a~.~ air .arivca;~lived~ 3. The planning commission and elected body hold a joint meeting annually to review the report and prepare the new agenda. This opportunity for dialogue may result in a reordering of priorities, a clarification of the expectations of both groups, and a visible show of success and progress in implementation. How does the community use the plan for day- to-day administration? The most frequent use of the plan in this context is for guidance on land use decisions. Let us say that a landowner wants to subdivide his 12 acres into 25 lots for single family homes. How do decision-makers utilize the plan to assess the desirability and feasibility of the proposal? The "front line" decision- maker, whether that be the planner or zoning administrator, or the planning commission in a community without planning staff, will check to see that the proposal is consistent with the plan's policies regarding: • Use - Is the location of the proposed subdivision designated for residential uses? • Density - Is roughly 2 dwelling units per acre consistent with the plan's recommended density for that site? • Physical characteristics -Are there any slopes, wetlands, streams, etc, that would influence the layout of the subdivision? • Public services -Are sewer and water available? If not, does the plan call for extending services to the site at this time? Does the proposal place any unforeseen burdens on police and fire services? • Landowner obligations - Is it community policy that the landowner or the community covers the cost of all infrastructure in the development? Alternatively, does the plan indicate a policy of cost-sharing? m.~ 'E' `~~'` - - >;~~" ntain other recommendations that `~ `iar% `~tat#ax1 ~~~_ ~'~~~; - ;:. ~~-~ The lan ma co =~ =~x,' µ'~=~=~'-~~ `YN~:'==s=~- - - n ndevelo ment ro osals. ;§; ~f~>:'. ~i~ ~~ ~>,~:...r:~r~.:;>;~ _~;:~~..;~r' ...~ ~ ~a~w~`sr:~~ influence decisio s o P P P _ ,;. .y~ ~f~.I.~. . , . ... ~ .. r..~. ~,~ --,,.. .f - 2-i2ri:~+~~..'£~,il#»LM"~1;[Y, rltilG~7S1gN ~n'i.Yf~~•]~Mifl~l?L~~MI.iiFA?iwXa . _i 4-. ~.::a..~~+.s . .., .... , . _, N... ~ tom. , ,. /K.:: . ., r e 1 ., . t. ~ ,_-_ Regardless of the level of detail found in the plan, it is very important for decision-makers to consult the plan on every proposal and make decisions consistent with its recommendations. Increasingly courts will invalidate land use decisions that are at odds with the recommendations found in the community's comprehensive plan. Amending/revising the plan Every plan eventually needs revision. Sometimes a development proposal such as the one illustrated above will raise major policy issues not covered by the plan, either because the plan is outdated (growth in geographic areas beyond the planning horizon) or because the plan was is not sufficiently detailed to help the community make a judgment in this situation. It is important to review and revise the plan as conditions and community priorities change. It is recommended that the community undertake a comprehensive review of its plan every five years. It may be that such a review will reveal that the plan still meets the needs of the community, or it may reveal that some, but not all portions of the plan need to be revised. The dynamic nature of change demands that the planning process be ongoing. The legal procedure (public hearings by the planning commission and elected body) is the same for amending the comprehensive plan as it is for its initial adoption. It is important that amendments are compatible, both with the other elements of the plan and with the implementing ordinances (zoning, subdivision, etc.). It is just as important that the comprehensive plan keeps pace with changes in the zoning and subdivision ordinances if such changes precede consideration of the plan. Accumulated incremental changes over time in the plan and the various ordinances also dictate comprehensive plan review every five years. Conclusion In his popular book, The Job of the Planning Commissioner, Albert Solnit identifies ten criteria by which a community can test the quality of its comprehensive plan: Does it provide clear guidance for day-to-day decisions? 2. Does it provide some focus on solving present problems? 3. Does it show how the community will maintain livability in the face of change? 4. Does it provide visual context where necessary (maps, graphics, charts, tables)? 5. Does it deal with "pace" as well as "place"? 6. Does it deal with how things work, as well as where. things go? 7. For cities, does it have a strategy for positive change for older, built-up areas? 8. Is it clear to the average citizen? 9. Does it show how you will get there from here? 10. Is it understood as an obligation and commitment by community leaders to the citizens? If the planning commission and elected body can answer "yes" to a substantial majority of these questions it likely indicates a successful planning effort, or a plan that is still current and effective in guiding community action. ':.. C.HA'PTEP_ ? -- SHE CQM PR~~NSfYE .PLAN ,. ~. ~-I3 References American Planning Association. (2006). Planning and Urban Design Standards. Hoboken, NJ: John Wiley ~ Sons. Berke, Philip, David Godschalk, Edward Kaiser and Daniel Rodriguez. (2006) Urban Land Use Planning (5th ed.), Urbana, IL: University of Illinois Press. Center for Land Use Education. (2002). Plan Commission Handbook. Stevens Point, WI: College of Natural Resources and Cooperative Extension -University of Wisconsin -Stevens Point. Daniels, Thomas, John Keller and Mark Lapping. (1995). The Small Town Planning Handbook (2nd ed.), Chicago: American Planning Association. Ford, Kristina. (1990). Planning Small Town America. Chicago: American Planning Association. Huntington, Stuart. (1995). A Guide to Common Planning and Zoning Procedures. PM 1354. Ames, IA: Iowa State University Extension Publications. Jones, Bernie (1993). "A Primer on the Politics of Plan Implementation." Planning Commissioners Journal. Vol. 12, Fall 1993. University of Illinois Press. Smith, Herbert. (1993). The Citizen's Guide to Planning. (3rd ed.), Chicago: American Planning Association. Solnit, Albert. (1987). The Job of the Planning Commissioner. (3rd ed.), Chicago: American Planning Association. Toner, William, Efraim Gil and Enid Luccesi. (1994). Planning Made Easy: A Manual for Planning Commissioners, Members of Zoning Boards of Appeal, and Trainers. Chicago: American Planning Association. 2-14 It3t~n Sa~rf Uv~v~win~ Er~nt~0~`f'L.~NNTNC: uaD ZaNtt~tG Npacx~x Planning Services Department City Hall 50 West 13~ Street Dubuque, IA 52001-4864 (563) 589-4210 phone (563) 589-4221 fax (563) 589-6678 TDD planning@c it~of dubuque. org THE CITY OF DuB E MQStet~lleCC Ott tj1C MISSISS1~71' September 25, 2007 The Honorable Mayor and City Council Members City of Dubuque City Hall - 50 W. 13th Street Dubuque, IA 52001 RE: Review and Comment on City Legal Staff's Revision of the Comprehensive Plans Goals and Objectives. Dear Mayor and City Council Members: Introduction The Long Range Planning and Advisory Commission has reviewed and commented on City Legal Staff's Revision of the Comprehensive Plans Goals and Objectives. Background On August 15, 2007, the Commission reviewed the City Attorney's comments on the Comprehensive Plan goals and objectives. The Commission feels the proposed changes by City Legal .staff diminish the effect of the plan. The Commission is concerned that the language in the plan was indiscriminately diluted; consequently, diminishing the effect of the plan as well as the image of the City. The Commission referenced the infrastructure objectives as an example, noting that in many cases the diluted language removes accountability for the provision of many basic City services that should be assured rather than just supported or encouraged. For example, City Legal Staff objective 1.3 states that the City should support a safe water supply that meets all local, state and federal water quality standards instead of the previously suggested language which assured that those standards will be met. The Commission feels that the diluted language, particularly that which removes accountability for the provision of basic City services, are not indicative of an All America City. The Commission explained that the City Legal staff version of the Comprehensive Plan no longer represents the voice of the citizens and community. The Commission believes a great deal of time and effort was put forth by community citizens, organizations, businesses and stakeholder groups to carefully craft the Commission's recommended language in the Comprehensive Plan Update. The Commission feels the time and effort invested by these groups should be considered and respected. Review and Comment on City Legal Staff's Revision of the Comprehensive Plans Goals and Objectives. Page 2 Recommendation The Long Range Planning Advisory Commission recommends City Council not accept the suggested changes made by City Legal staff, noting the following: 1. The revisions made by the City Legal Staff lowers the standards for the City of Dubuque as well as the previous plan currently in effect. 2. The City Legal staff revisions changes the language of important objectives of the 2002 Comprehensive Plan that have been long-standing, accepted and worked towards, and the public did not feel needed to be changed. 3. Basic City services should be assured, not just encouraged or supported. 4. The Community's citizens, organizations, businesses and stakeholders thoughts and efforts in developing the update of the 2002 Comprehensive Plan should not be ignored. Respectfully submitted, c~~ Dr. Charles Winterwood, Chairperson Long Range Planning Advisory Commission Enclosures Policy Statement: LAND USE AND URBAN DESIGN GOALS must address interrelated factors affecting the physical development of a city, including the satisfaction of human needs, the vitality of the local economy, the protection and enhancement of the natural and built environment and the efficiency of public infrastructure and service provision. Urban design establishes a context for development in response to the community's desired image. While new development is encouraged, short term benefits must be weighed against long term impacts to the community's quality of life. Land use and urban design decisions will always affect the future in significant, and sometimes irreversible, ways. It is incumbent that a land use plan balances the need for growth with the protection of existing community assets. Goal 1. To protect and enhance the viability, livability and affordability of the city's residential neighborhoods while integrating multifamily development throughout the community. Objectives: 1.1 Promote inclusive and economically integrated neighborhoods that allow a diverse mix of residents and housing types. 1.2 Promote providing~e a range of housing options throughout the community. 1.3 Encoura~~e connecting and interrelating'^N~~°~~* ^~~' ~r*°~-~-°'~*° neighborhoods with greenbelts or other pathways, commercial nodes or public facilities. 1.4 Encourage preservation of~-r~historic and aesthetic character and function of established neighborhoods. 1.5 Encouraue protection of I~teet--existing residential areas from encroachment by incompatible development. 1.6 Support providin~~ ~-neighborhood amenities throughout the community in an equitable manner. 1.7 Encourage neighborhood identity, planning and pride of place. 1.8 Support preservation of ~~the environmental quality of residential areas and buffer from noxious or nuisance impacts. 1.9 Support protections off--refit-historic neighborhoods from inappropriate development, inconsistent with existing historic development. 061307ba1 1.10 Continue to promote affordable housing for those who would like to purchase a home, but do not qualify for assistance. L11 Support implementation of ~~~~~the Port of Dubuque Master Plan, which includes residential, commercial, entertainment and recreational uses, as a catalyst for growth in the Old Main area. 1.12 Support 1?re-opportunities for downtown apartments and warehouse lofts. Goa12. Ensure that opportunities for convenient and concentrated commercial development are provided to support both the local and regional market. Objectives: 2.1 Support protection of downtown commercial core and encourage continued reinvestment and redevelopment. 2.2 Encourage expansion of commercial opportunities in existing commercial corridors or nodes where infrastructure can support growth. 2.3 Promote opportunities for neighborhood commercial centers that assure compatibility with residential property. 2.4 Support preservation of historic and aesthetic character and function of established commercial districts. 2.5 Encourage mixed use development in the downtown area. 2.6 Promote retail and service-oriented businesses on first floor to keep streets active, with non-service/office uses on second floor, and residential uses on upper floors in the downtown area. Goal 3. Provide sufficient opportunities for industrial development sites within the community. Objectives: 3.1 Promote the retention and expansion of existing, and attraction of new, industrial development opportunities in suitable locations, including airport environs. 3.2 Support protectin~~ °r~~-existing industrial and airport development from encroachment by incompatible development. 3.3 Encourage annexation of land suitable for industrial usage if necessary. 061307bai 3.4 Encoura~~e lessening t~-sserrnegative impacts to residential areas which are located near industrial areas. 3.5 Support providing areas for locally unwanted land uses (LULU's), such as scrap reprocessing, junk and salvage yards, quarries, recycling industries, and concrete batch plants, to relocate and expand in the near future, while not reducing the marketability of adjoining sites and while getting the appropriate return on the significant City investments. Goa14. To balance open space and environmental preservation with the community's development needs. Objectives: 4.1 lncourage protecting and preserving °r°*°°* ~„~ rr°:•°r~-° °xisting open space and park land to meet the community's needs. 4.2 Encourage expansion of urban green spaces in suitable locations to encourage livability and enhance aesthetics. 4.3 ~'Nf1z -~~1_;encourage epeae parks, green space, trails and similar park/open space uses easily accessible to residents at neighborhood level. 4.4 ~erpe~te Encourage and incentives for providing common open green space and landscaping inte all new development wherever possible. 4.5 wit Support management of ~4-ana~development along bluff lines and protect scenic vistas. ,..a,:_e 4.7 Support protection of l~flt@Ft-undeveloped and underdeveloped remaining land along bluff-lines and riverfront. 4.8 Support protection and enhancement of °r°*°^* ^^a °N~^~^° riverfront and related wetlands, waterway corridors and other sensitive land areas. 4.9 Encourage the State of Iowa to acquire open space/agricultural preserve around the Mines of Spain State Recreation Area as a buffer to protect the park's natural and historical features and the Mississippi River blufflands. 061307ba1 Goal 5. Encourage that the physical character and form of the city reflects its historic setting and that the built environment is compatible with the city's natural environment. Objectives: 5.1 Consider definin„~ and enhancingr'°~~•~° °~,~ °~'~°^^° city gateways and focal points to create a sense of place. 5.2 Promote protection and preservation of °rvtc^* ~ra „~°~°~~~° the city's historic buildings, urban pattern and natural environment. ` •- - -~---- --......,._.,._ . _v.»v __., _.. ...~ ~.,.aa..~. vi aiiut.t,l V~Ji 1a..1~ ~ ~/11' J1VU1 uV YVl~ 5.4 Promote quality in the design and construction of new public and private development. 5.5 Maintain Dubuque's status as a `Masterpiece on the Mississippi' with design standards to protect significant landscapes and structures. « ~, t/ , V~ JV111V ° ° Goal 6. Encourage the concept of mixed use development to create diverse and self- sufficient neighborhoods. Objectives: 6.1 Promote a compatible mix of land uses that create a diversified urban environment that mixes shopping, employment, recreation and residential opportunities where appropriate. 6.2 Promote buffering and protecting of R~~:fcr ~~R-Pr~~incompatible uses from each other. 6.3 Consider limiting sprawl and aggregate travel time through use of mixed use developments. 6.4 Promote 1'rs~=-ide-incentives to bring mixed use to the downtown and warehouse districts. 6.5 C~e;}te Encourage amixed-use ~~~~~^ a:~*~°* of residential, commercial and retail uses for new developments that does not demarcate boundaries between residential and those commercial/retail uses that provide less intense, basic services for the neighborhood. 061307ba1 6.6 Encoura~~e ~s@-design review to address how mixed use developments are treated and to require quality development so they become more acceptable to developers and business owners and more sensitive to neighborhood concerns/impacts. 6.7 Lncoura~~e developers to create ~ mixed use developments and mixed use regulations, including architectural designs for new commercial uses (buildings, signs, parking) that ;don't allow franchises to dictate architecture, signs, and parking lot designs. Goa17. To encourage redevelopment opportunities within the city in an effort to revitalize unused or underused property while promoting the preservation of viable and affordable housing stock. Objectives: 7.1 Encourage redevelopment or adaptive reuse of vacant or underutilized buildings and sites. 7.2 Promote in fill development, where appropriate, to encourage more compact urban form and avoid needless and costly sprawl while providing appropriate parking levels. 7.3 Promote redevelopment that maximizes existing infrastructure. 7.4 Strive to eliminate slum and blight. 7.5 Promote affordable commercial space for small start-up, new or growing businesses. 7.6 Consider ~-incentives to utilize, promote, and protect appropriate development in the warehouse district. 7.7 Consider incentives to maximize existing infrastructure. 7.8 Encourage reinvestment in our existing neighborhoods (i.e., smart growth). Goa18. To provide physical accessibility throughout the city. Objectives: 8.1 Encourage and facilitate urban accessibility by walking, cycling and/or public transit as well as by auto. 8.2 Encourage new development concepts that by design enable people to walk to work, school, day care, shopping and recreation. 8.3 Facilitate, where possible, enhanced accessibility within existing development. 061307bai 8.4 Encourage the development of pathways that link the community together in a cohesive manner. 8.5 p;~ge Promote assurance with the provision of access to persons with disabilities. y" ~ us Goa19. To promote principles of good urban design as part of all development. Objectives: 9.1 Supprt enhancement of Gthe aesthetics of new and existing development -- design, landscaping, parking, signage -- with special sensitivity to the historic character and building materials found in the community. b ~Yu~w vi ° n+° ~ .. +~ n+«°°+ n .n4°v« .nyp.ivYiiuw ivi . 9.3 Encourage environmentally compatible and sensitive design that fits the development site. 9.4 Promote energy conservation efforts in building design, materials and orientation. 9.5 Promote eland conservation practices in density and building patterns to encourage compact urban form versus sprawl. 9.6 Encoura<~e I~ ~~~Qr-flexible development that promotes commercial development to meet community design standards instead of developers dictating design. 9.7 Promote bland use controls to fit the various historic development patterns and neighborhoods that reflect urban, suburban and rural characteristics. 9,8 !-nmplim°«++L. L. 1 .7 ~.;~~., n L.,,ly «,a .~, ,.F ,. ,.+;... ,.+....~+...._,. ---L __ ~~~~~ VY,,:L ~e~:b„-==b „e•• ~- =ed°"°'^ '' + + .Strive to create and redevelop buildings which compliment the size and style of surrounding buildings. Goa110. To plan for the city's future and orderly development within a regional context. Objectives: 061307ba1 10.1 Consider the community's regional setting and economy when assessing the opportunities and constraints for land development. 10.2 Encourage intergovernmental partnerships to minimize the negative impact of city- county urban fringe development on regional watersheds, ecosystems and rural infrastructure through compact and contiguous development with storm water management. 10.3 Encourage si-t~-~ intergovernmental cooperation to develop policies for development of fringe areas, to enhance development and avoid unregulated sprawl. 10.4 Promote corridors of green into the city along natural and roadway corridors. 10.5 Encourage cooperative regional planning with all levels of government, to develop a strategic plan for fringe area development that may include annexation. 1 (1 ~ T2 1 ~ lend and ~riti~,il gran nr +• .+L, +L. ,a + ,-1 1 L.1 1 ,a - --- -'--"---- -""---.....~.......~» ~~~..~.....~. ~.. t.. ~.~~..........~.. ..i~i• uav aivvu z 10.7 Recognize that transportation and land use are directly related and encourage land use and transportation planning appropriately. F:\USERS\Djohnson\LRPAC\Work Session Comp Plan\City Council Comments\Land Use & Urban Design 061307ba1 Policy Statement: TRANSPORTATION GOALS must address a safe, efficient and aesthetically appealing transportation system, which is essential to tie the community together and to link the community to the region. Transportation networks to the nation are important for economic growth because they provide needed access for the import and export of goods and services, as well as for visitors to Dubuque. The circulation pattern and condition of the local street system should not only provide safe, reliable access to work, schools, shopping, hospitals, churches, and residences but also will have a major influence on where future growth is likely to occur. The location and quality of other means of transportation, including an airport, public transit, pathways, railroads, highways and navigable water, in addition to providing accessibility to all parts of the community, are important factors for new and expanding business, industry and residential development. Goal 1. To provide, maintain and improve safe and efficient movement on the City's street system. Objectives: 1.1 Support continuin~~ ~'~~i=the ongoing street construction program, providing for timely maintenance, repair and reconstruction of the City street system. 1.2 F_,ncoura~e implementation of ~nrsound safety engineering principles and practices in the area of street lighting, street layout, speed limits, street signage, street pavement striping, and traffic signals. 1.3 Support maintaining "the street system's continuity and safety. 1.4 Supt~ort t~f~o~~iclin,~~adequate street lighting which minimizes light pollution, maximizes energy efficiency, and ensures compatibility with neighborhoods. Goa12. To plan long-range for both local and regional street and highway systems to ensure safe, efficient access into and through the city and to support urban growth in an appropriate development pattern. Objectives: 2.1 Coordinate with regional transportation agencies to maintain and update along-range transportation plan. 061207ba1 2.2 Coordinate with regional transportation agencies involved with highway planning and construction. 2.3 Support improving the existing street network to reduce traffic capacity restraints and improve safety. 2.4 Encourage the im~olvement of 11-ve-the public in the transportation planning process. 2.5 Plan for aesthetically appealing streets and highways, with particular focus on gateway opportunities and street tree plantings. 2.6 Prc»~totei~signage to identify historic neighborhoods and gateways, and actual physical entrances to other neighborhoods to provide identity of neighborhoods and districts. Goa13. To facilitate improved four-lane access for surface transportation from Dubuque to major cities in the region. Objectives: 3.1 Enanira<,~e ~'~~~~public/private partnerships to plan and promote ~rrfuture transportation facilities with local, regional, state and federal agencies. 3.2 Coo ep rate with regional transportation agencies in the development of an improved highway system to serve the City. 3.3 Sup~~or-a street and highway system which meets current and future traffic needs. Goa14. To encourage an efficient, affordable and accessible transit system in the city for the transit-dependent population and as an alternative means of transportation. Objectives: 4.1 Promote ~'erl~meeting the changing needs of the transit dependent. 4.2 Support ~*r~~~° *~ »,°°* the needs of both existing and new housing developments, as well as service to medical centers and care centers, as demand arises. 4.3 E~ lore ~-federal and state capital and operating assistance grants to the maximum extent possible. 4.4 Promote1~'Ur~- *~~~~~r~ „~~~~~~~~~ a safe, clean, timely, affordable and comfortable mode of public transportation. 4.5 Promote ~ *~„~~° *~~ r..~..;a~~ the best possible transit system in the most cost-efficient manner. 4.6 Cc~~erate e'er-hwith proper agencies to continue to receive adequate funding. 4.7 Promote use of appropriately sized vehicles for needs of community to meet demand. 4.8 C'onsiclc~r c~_rlcnclin~ unrl ext~crndin~~•~=°~? ~•~~-' ~•v•~~•~~~apublic transportation to ensure service is available for transit-dependent people to get to and from work on all shifts and to meet demands of business hours. 4.9 Ertc•r~uru,~=e cif-i-ra-youth and recreation opportunities with public transportation. 4.10 Encourage mass transit through partnership with businesses. 4.11 Consid~.~r• crccrting cr e-loop system that comes to specific transfer points to encourage shorter routes, to improve routes for efficiency and cost-effectiveness, and to make sure transportation goes to neighborhoods where the need is. 4.12 Cortsicl~ r hr•ovidin~~bike racks on buses to encourage multimodal transportation. 4.13 Maintain the City Para-transit systems to serve +''°°° *-•^^^~* ^~~'~~^-•'~°*^ citizens with special needs as appropriate. 4.13 Cor7sicl~ rk~il-ize Para-transit vehicles to provide service to eligible elderly and disabled citizens of Dubuque. • . [Combined with goa14] Goal S 6. To maintain safe and efficient utilization of the riverfront for both land and water based commercial, industrial and recreational traffic. Objectives: S.IH~ Cooperate in'~~^r~the implementation of the four planning components of the Riverfront Plan with other public and private organizations. 5.2~ Promote adequate harbor, channel and dock depths. 5.3~ Encourage development and maintenance of riverfront facilities. 5.4 Prornc~te ~'~~•~~•-~ ~-~ ~~~~~•~- •~• compatibility of riverfront redevelopment with historically existing businesses located at the river because of transportation needs (i. e. barge). Goal 6 ~. To provide safe and efficient airport services to the community and the region, in coordination with the Airport Master Plan. Objectives: 6.1 ~ Promote '= °'= °,*Tthe Dubuque Regional Airport as the center of airline passenger activity for northeast Iowa, northwest Illinois and southwest Wisconsin. 6.2~ Consider expandin~~the air cargo services provided at the Dubuque Regional Airport. 6.3~ Consider developingDevelep portions of the Dubuque Regional Airport for industrial uses, both aviation and non-aviation related. 6.44 Promote airport ~g planning, regulations, and standards to control conflicts in and around airport facilities. 6.5~ Implement the Airport Master Plan, through various funding resources, as available. 6.6 C'uc~perule -F~~with private businesses to promote transportation between city and airport. 6.7 Cooperutc !'-~~°*~~~•--~ ~-~ ~~~-~~•'- with regional business partners to expand the "Fly Dubuque=_ program. 6.8 C'c~nsidcr ex ~undin~~~c+~rd-commercial air service through new terminal complex. 6.9 C'nnsiclc~r° exhunclir~g~tl corporate and general aviation services and facilities. Goal 7 S. To support rail opportunities for both commerciaVindustrial and passenger service. Objectives: 7.15:-~ Ex lore f~cooperatively rail, river and trucking appropriate multi-modal access, which will promote an efficient system throughout the region. 7.25 Coo ~p ~rate~A'erk with railroads and other private concerns to develop mutually acceptable arrangements for the locations of terminal facilities. 7.35 Encourage reduction of R~e~-auto-train conflicts during the peak travel demand hours. 7.45: Encourage the reintroduction of passenger rail service into the region. 7. S Corzsicler• Vie-alternate route into port not affected by train traffic for truck freight. Goal 81. To establish improved hike and bike routes in the city to encourage alternative modes of transportation. Objectives: 8.1~ Consider development of el-~a comprehensive regional system of bikeways and/or multi-purpose trails which minimize conflicts between motor vehicles, bicycles and pedestrians. 8.2~ Prumote i~a more bicycle- and pedestrian-friendly transportation network. 8.33 Consider relevant bicycle and pedestrian elements in all new transportation projects. 8.4~:-4 Encourage development patterns more compatible with non-motorized travel. 8. S 1'r•c~lilute~rrit{e bike trails along arterials wherever possible. 8.6 Encourage pedestrian bike routes as part of new subdivision development wherever possible. 8.7 Promote bicycles as a viable alternative mode of transportation, using signs, striped lanes, and safe crossings. F:USERS/LCARSTEN/WP/COUNCIL/Comp Plan Monthly Report/TRANSPORTATION GOALS final LRPAC final rec.doc Policy Statement: INFRASTRUCTURE GOALS must address the maintenance, improvement and capacities of aging utility and street systems while continuing to provide extensions and expansions of these systems to meet changing community needs based on fiscal capability and standards set by the City Council. "New" forms of infrastructure, including communication and data and information processing systems, have become an important aspect of our community's life and livelihood. The pace and extent of the city's growth and development pattern will impact the timing and demand for infrastructure provision. Public expenditures for infrastructure can shape the city's land use pattern as effectively as development regulations. The phasing of new and extended infrastructure must be based on both the fiscal capability of the City and sound land use decisions made in an integrated management process. Goal 1. To provide, maintain and improve acost-effective, functional and self-supporting water utility system. Objectives: 1.1 Su ort~ an adequate water supply. 1.2 Suppc~t-tfe cost-effective delivery of water. 1.3 Su ortle a safe water supply that meets all local, state and federal water quality standards. 1.4 Sirt~~~~~t~t~rur+~ ongoing improvements to water plant and facilities. 1.5 Si~ur~ ongoing improvements to water distribution system. Goa12. To provide, maintain and improve cost-effective, functional and self-supporting sanitary sewer and water pollution control systems. Objectives: 2.1 Support maintaining "the integrity of the sanitary sewer system. 2.2 l;ncoura~e efficient operation of A}~e~a~e-the Water Pollution Control Plant (WPCP) and sanitary sewer system-E~~y. 2.3 Support minimizin~~~ odors emanating from the Water Pollution Control Plant (WPCP). 2.4 Stri~~e to m~4eet all local, state and federal air and water quality standards. 061307ba1 2.5 Strp~~oj•! minirzti-in~~n;~;=~infrltration and inflow into the collection system. Goal 3. To provide, maintain and improve a safe and functional storm sewer system. Objectives: 3.1 Support maintaing "the integrity of the storm sewer system. 3.2 Support maximizin~~ and maintaining n"^~~~~~° ~-•~•~ ~~~~•-•~~••~•~• the E~' effectiveness of the City's r~i~ detention basins. 3.3 Sti~~e to m-R~4eet all local, state and federal stormwater management standards and regulations ~°r-°t^^M•~~^*°r a~°^''^~^°, including National Pollution Discharge Elimination System (NPDES) stormwater permit. 3.4 Identify existing and potential ~-e€f flood prone problem areas, and alleviate with appropriate mitigation strategies, where possible. 3.5 Stg~p~~rl enthlc~entu~ion uf'°~•~~~the Drainage Basin Master Plan. 3.6 Sup>>o~°t ~~urijltcrin~ crud updating the stormwater utility billing database. Goa14. To provide, maintain and improve acost-effective, safe and functional surface transportation system. Objectives: 4.1 Support ~'^e-the ongoing street reconstruction, rehabilitation, and maintenance overlay programs, ensuring the timely maintenance, repair and reconstruction of the City's streets and bridges. 4.2 Identify new technologies, new materials and new concepts for street maintenance, restoration and reconstruction. 4.3 Seek alternative funding sources for construction and maintenance. 4.4 Support maintaining and improving?:^uiiit^~~ ~~~~-' ~•~~~,~•~~~ ~• City alleys, guardrails, street lights, traffic control lights, street pavement markings, traffic signs, street name signs, walls and other related facilities. 4.5 Support extendin~~the life and improve the quality of the City street system through preventative maintenance programs. 061307ba1 4.6 Coordinate with State, County, and other cities for surface transportation system improvements and maintenance. 4.7 Coordinate with Local, State, and Federal officials to complete the Iowa 32 (Southwest Arterial) project. Goa15. To provide for, maintain and improve safe, accessible public sidewalks and steps throughout the community, where possible. Objectives: 5.1 Support maintain~~ and improving "^uii',tuiii .,~a ~•„r,.,,,,° the condition of public sidewalks, steps, walks and handrails. 5.2 Encourage Vie-reasonable removal of snow and ice accumulations from public sidewalks, steps and walks. 5.3 C'ojtsiclc.~r r~t~il•I77~7 i~-the installation of sidewalks in neighborhoods with curb and gutter throughout the city to connect neighborhoods, provide safe routes to schools, and improve access for persons with disabilities, where possible. 5.4 ,SuC~~oi•t r•c~huildit~~l 'existing stairs and build new stairs on hills/bluffs, or create alternate pedestrian routes, and integrate these with walking/biking trails as a unique City attraction. Goal 6. To provide, maintain and improve an accessible, functional and self-supporting parking system. Objectives: 6.1 Su ortl~e~~=i-d , •~~"*~~r ~~a :w,~r~ a parking system designed to meet the needs of the patrons of downtown business and retail establishments and downtown employees. 6.2 Support lithe financial integrity of the parking system by meeting bond covenants that require the parking system to be self-supporting and by continuing sound fiscal management practices. 6.3 Strive to ml~4eet the requirements of federal and state laws regulating public lisapped dew and private disabled parking stalls. 6.4 Promote and practice preventative maintenance programs to protect the longevity of the parking garage structures and municipal parking lots. 061307ba1 6.5 Strive to Maintain and improve the aesthetic qualities of the parking system's facilities. Goa17. To provide, maintain and improve the floodwall, harbors, fishing piers, and boat docks and ramps for industrial, commercial and recreational use of the riverfront. Objectives: 7.1 Coordinate the implementation of the Public Infrastructure planning component of the Riverfront Plan with other public and private organizations. 7.2 Support providinc.preservin~~. and maintaining= ro~~° ~.a aesthetically attractive waterfront areas. 7.3 Encourage the development and maintenance of riverfront facilities. 7.4 Support operating and maintain~r~,.~,° ^^~' ^,~~"*":r the floodwall facility. 7.5 Promote adequate harbor, channel and dock depths. 7.6 C'onsidc~r ifrstullin~~ cr~cl fnuij7tuinirt«'~~:•~~~" -~•~-' ~ ~ docks and piers for transient boaters. 7.7 Prufnut~> '~~'~~~°~ ~~~ - -~~~~ fishing opportunities. Goa18. To provide, maintain and improve an accessible and functional communication infrastructure. Objectives: 8.1 Promote compatibility and connection of Dubuque's communication infrastructure to key state, regional, national and global networks and systems. 8.2 Promote fair treatment of citizens by telecommunications service providers. 8.3 T'~~ Enhance Dubuque's communication infrastructure unilaterally and through public/private partnerships. 8.4 Continue to promote maximum use of public, educational and government access programming to increase citizen awareness. 8.5 Promote reasonable transmission capacity on new communication systems that is dedicated to non-commercial government, education and public interest uses. 8.6 Promote equitable access to essential levels of communication systems, services and opportunities by under-served segments of the community. Goa19. To provide, maintain and improve acost-effective and functional data and 061307ba1 information processing system. Objectives: 9.1 Consider utilizin<~ ~-methods of systems implementation that make the best use of the City's resources for the systems that are implemented. 9.2 Consider establishin~~ ~'=~~~standards for the City organization for definition and articulation of system needs, for acquisition, development and performance of information systems, and for description, documentation and caretaking responsibilities of such systems. 9.3 Encourage the use of data processing technology and advances to improve service delivery and increase employee productivity within the City organization. 9.4 S1/j~f)O1'1 i7lCllyl/CllYllil~~, lT}1pPOl'll?~, CXI?L~ lltlhZllZa~ ~~;<«,~r~, '^'~ "''~'~" the Clty~S Geographic Information System (GIS). Goal 10. To provide, maintain and improve City-owned buildings, structures, facilities and properties. Objectives: 10.1 Support maintaining and improving::^.«i..tu~N ~~a :,,,„~~~~-~ the energy efficiency and aesthetic qualities of City-owned buildings, structures, facilities and properties. 10.2 Support ire-accessibility to City-owned buildings, structures, facilities and properties. 10.3 Utilize principles of good design and/or historic preservation in all public projects. Goal ll. To plan for, build or improve infrastructure systems to meet anticipated growth and development needs. Objectives: 11.1 Encourage development and redevelopment in areas where existing infrastructure is underutilized. 11.2 Su ort-E-~-~~e future infrastructure capacity will exist for future identified growth areas. 11.3 Support ~~t-City utility rate structures that are both adequate to meet obligations and future needs and are equitable for services received by residential, commercial and industrial users. 061307ba1 11.4 Investigate usefulness of technological advances to optimize services. 11.5 Plan for orderly replacement and upgrade of public and private communication infrastructure with attention to features, capacity, compatibility and future growth. 11.6 Consider opportunities for buried public and private communication infrastructure during planning for street, water and sewer construction projects. 11.7 Work with the Iowa Department of Transportation (IDOT) and the Dubuque Metropolitan Area Transportation Study (DMATS) on the timely development of new highway and arterial street systems to provide growth potential for the future. 11.8 Support providin<~ P-r~-icy-sanitary sewer and water main extensions within the city in a timely manner, when economically feasible. 11.9 Evaluate periodically the water system's storage and hydraulics to ensure ability to serve future growth demands. 11.10 Su port 1?~-~a "looped" water distribution system, where practical. 11.11 Continue to encourage and enhance downtown development by striving to meet current parking needs and providing expansion programs that are cost-effective and innovative. 11.12 Monitor and coordinate appropriate implementation of gas and electric delivery systems. 11.13 Strpt~or! exlensiofi of ~c-~'-City utilities along the Iowa 32 (Southwest Arterial) corridor. Goal 12. To provide, maintain, and improve solid waste collection and disposal infrastructure and services. Objectives: 12.1 Strire to m-maintain the efficiency and effectiveness of the solid waste collection system. 12.2 C'c~n~icl'c~/• cox ~crnclin,~~the recycling collection service wherever logistically and fiscally feasible. 12.3 Su»~~ort ~nuin~uinin~ card cox ~undin~ .the landfill to ensure adequate capacity, in accordance with environmental regulations. 12.4 ,S'ripnorl updutin.~ and irrr~lernenlin~ ~z ~; a,.*~~ -..,.,a ~•~ ~ 'the Comprehensive Solid Waste Management Plan. F:USERS/LCARSTEN/WP/Comp Plan Update 2006/comp plan update/INFRASTRUCTURE GOALS final LRPAC final rec.doc 061307ba1 Policy Statement: ENVIRONMENTAL QUALITY GOALS ~,.,~* ~a~r°~~ *~° are a balance between respele stewardship and protection of our environment and the impacts of urban living. ^ ~a ~•~~~~° *~°~° 1:.,,,~.;u+. ~,a ~t„ .,tc;i;+ ,. f a• + + ~~ ..., .,+ „i~„ i.° ra° ~+,.,.a +i, . A lY vw~ wawa... i a.,~ V VILI 1111111V1L1CLL , community can both affect and be affected by local, regional and even global environmental issues. Dubuque's natural and built environments establish the city's appearance and image as a healthy, safe and viable place to live, work, play, and learn. Goal 1. To encourage the creation of ~te-a sustainable environment that successfully balances urban growth and development with ecological constraints. Objectives: 1.1 Encourage expansion and recruitment of environmentally conscious businesses. 1.2 Maintain and plan for biodiverse green space as development and public improvements occur. 1.3 Identify, preserve, and promote linkages or connections of open/green spaces. 1.4 Promote and enforce ordinance programs that minimize soil erosion. 1. S Promote outdoor lighting practices that minimize light pollution. 1.6 Encourage existing businesses and residential subdivisions to add retention basins and/or on-site infiltration systems to further control flooding and run off. 1.7 Promote appropriate lifestyles and infrastructure changes to reduce causes and impacts of global climate change. Goa12. To promote conservation practices that result in responsible use of non-renewable natural resources. Objectives: 2.1 Consider the potential for open space in any actions relative to land use. 2.2 Promote awareness and use of alternate, renewable resources. ~4 2.3 Encourage ~v°„+,~° .,+:,, „a ° °,.b~, ° „+:,, w,:~° ~ '~a' green building principles. 061207ba1 ~.S 2.4 Promote programs to improve energy efficiency. 2. S Promote planting and preserving of trees to reduce energy use. 2.6 Promote walking, mass transit use, and cycling through infrastructure development to reduce energy consumption. 2.7 Encourage public organizations to lead by example by purchasing and using energy and fuel efficient vehicles. Goa13. To educate citizens about environmental issues affecting their lives and their community. Objectives: 3.1 Partner with educational institutions and media to report environmental indicator status and trends to the community concurrently with updates of the Comprehensive Plan 3`• 3.2 I3evelep Encourage the use of environmental projects and ongoing environmental education programs for citizens of all ages, including the human health effects of environmental issues and problems, e.g. radon and lead hazard reduction. 3.3 ~~ Encouras~e the removal of ~~e-barriers to, explore incentives for, and encourage green building and landscaping principles. 3.4 Encourage coordination of community organizations concerned with environmental issues and local ecosystems. Goa14. To protect and preserve existing water supplies and air quality and ensure that future water and air quality is safeguarded. Objectives: 4.1 Identify and develop potential controlling measures to safeguard water and air quality. 4~ 4.2 Promote the enforcement of regulations relative to protecting and preserving existing water and air quality. 4.4 4.3 Attempt to ensure that lr~-all new development meets the applicable standards for water and air quality controls. 4~ 4.4 Consider alternatives to incineration of wastewater sludge; e.g. more beneficial use. 4~ 4.5 Protect, control and maintain the City, water distribution system to preserve water quality and meet state and federal mandates. 4~ 4.6 e Promote ground water protection and adequate water quality and quantity of our streams and rivers by expanded infiltration. Goa15. To assure appropriate control, collection, disposal, and per capita reduction of stormwater, wastewater, solid wastes and household hazardous wastes. Objectives: 5.1 Promote reduction and proper disposal of business and household hazardous waste, including purchasing alternatives. 5.2 Promote reduction and proper disposal of solid waste. 5.3 Promote A~s~rr~-a safe and sanitary environment along the city's streets, alleys and other properties. 5.4 Promote ~a sanitary environment through the implementation of best management practices in the collection and disposal of stormwater and wastewater. 5.5 Prurnote ~a sanitary environment through the proper collection and disposal of solid wastes in accordance with environmental and aesthetic standards. 5.6 Attempt to prevent toxic waste discharge into the wastewater treatment system and/or the environment through education, monitoring, and enforcement. 5.7 Operate the Dubuque Metropolitan Area Solid Waste Agency's landfill,,.., _~...r„_____a, ~__ ____..______ __...~....__.........~..,..~.,, ~~,,.....,,,, and various materials diversion programs in conformance with state and federal regulations. 5.8 Encourage natural infiltration from rainfall and snow melt to replenish groundwater and recharge springs and aquifers. Goal 6. To promote residential and business programs that reduce, reuse, recycle, and safely dispose of the community's discard stream. Objectives: 6.1 Consider ~*~r~~~ ^r~ ~v~r-~ra the expansion of recycling efforts through increased participation and new materials, e.g. electronics. 6.2 Promote use of recycled content products -- e.g., compost, and environmentally preferable purchasing. 6.3 ly~ege Consider expandin~rrt~the food scrap and backyard composting options and awareness. 6.4 Educate the community concerning recycling and other solid waste minimization and reduction methods. 6.5 Promote alternative uses other than disposal for construction/demolition materials. Goa17. To promote the protection, preservation and enhancement of the biodiversity of the city's bluffs; and prairies, wetlands, waterways, and all natural areas, including partnerships. Objectives: 7.1 Prun~ote identification, restoration. and protectiu~~iue.aif~e~s~er°~, ,,~e~-ar~~of rare, native and sensitive habitat (including prairies and woodlands) with concern to the evolving understanding of expertise in current management techniques. 7.2 Encourage environmentally appropriate public use of, and access to, the community's bluffs, wetlands and waterways. 7.3 Encourage protection and restoration of these sensitive areas as development and redevelopment occurs, including along the riverfront bluffs. 7.4 Provide an aesthetically attractive city riverfront for use by industrial, recreational, residential and commercial interests. 7. S Partner with community groups to demonstrate and educate the community on best management practices for ecological design. 7.6 Encourage reduction ofnon-native, invasive plant and animal species and maintain an appropriate balance of native species. Goal 8. To promote community clean-up and beautification efforts ~h-ether through public and private ~~ partnerships. Objectives: 8.1 Educate the public on litter prevention and illegal dumping and enforce existing laws. 58.2 Encourage clean-up, beautification, and landscaping for the public, private and business sectors, i. e. parkland, roadway, and shoreline adoption programs. S-Z 8.3 Encourage plantings of native species conducive to urban native wildlife, i. e. birds and butterflies. 8.4 Encourage downtown and neighborhood clean up and beautification efforts. 8. S Enc•oia•,c~ hulucif~~ n,~the advertising and identification needs of businesses, industries, institutions, and organizations with on premise and off-premise sign regulations that protect scenic vistas, minimize sign clutter, and are consistent with local, state, and federal sign regulations. Goa19. To meet or exceed all Federal, State and local regulations for environmental quality ' , Objectives: 9.1 Gain knowledge of and promote compliance with des regulations. aa~ c.uau ui 9.2 ~' . ' ~~~„ „~.~„ a ~* *' ~ t ~ Support federal and state entities in their monitoring and enforcement of their regulations ~~~~~a~*°~~°~w.~t:~~°° ~°* ~u°~•~a a F:/USERS/LCARSTEN/WP/Comp Plan Update 2006/com plan updateBNVIRONMENTAL QUALITY GOALS final LRPAC final rec.doc Policy Statement: CITY FISCAL GOALS must address the allocation of limited available resources among competing interests, departments, activities and programs. These goals should develop an acceptable balance of costs and services with respect to quality, quantity and financing. City fiscal goals should emphasize policy and budget objectives, demands on and accomplishments of City governmental units and alternative funding and service levels. The purpose of these City Fiscal goals is to help focus on the major policy decisions of what services City government will provide, who will pay for them and the implications of such decisions in achieving the goals in all elements of the Comprehensive Plan. Goal 1. To promote the fiscal soundness and viability of City government operations. Objectives: 1.1 Consider using nonrecurring revenues only to fund nonrecurring expenditures. 1.2 Maintain and strive to upgrade the City's bond rating. 1.3 Monitor changing conditions, trends and legislation as it impacts the City's fiscal position and promote appropriate fiscal policy and guidelines to maintain the City's sound fiscal condition. 1.4 Identify and evaluate revenue alternatives to City property tax. 1.5 Minimize program costs by using sound purchasing practices. 1.6 Minimize program costs by using sound risk management practices. 1.7 Maintain adequate reserves to positively impact bond rating and provide flexibility to implement projects as opportunities come up. 1.8 Use City Council goals and priorities to guide budgeting process. Goa12. To communicate the City's fiscal management process in language understandable to the general public. Objectives: 2.1 Continue to refine the Citizens Guide to the Budget. 2.2 Encourage increased public participation throughout the budget process. 2.3 Continue to help citizens understand local government financing, such as the allocation of property tax asking between the City, County and schools. 2.4 ~'~~ Strive to meet state and national standards for the City's budget presentation.; Goa13. To provide reports and financial data that are accurate, timely and meaningful and which satisfy the need for sound fiscal policy formulation, efficient City management and full disclosure of City finances. Objectives: 3.1 Base all financial reports on generally accepted and appropriate accounting principles. 3.2 Continue to meet national standards for the City's annual financial report, s~-asset by the Government Finance Officers Association. ~. 3.3 Continue to meet Municipal Treasurers' Association requirements to have the written investment policy certified. Goal 4. To minimize the impact of economic swings on the City's operating budget ~ Objectives: 4.1 Promote economic development efforts to expand and diversify the property tax base and to improve and/or implement "growth" revenues for the City. 4.2 Consider allocatin~~ ~~~=gym: revenue sources sensitive to economic conditions primarily to deferrable capital improvement projects, when possible, to allow the City to maintain a steady revenue stream to fund operating expenses. Goa15. To emphasize the use of fees and user charges to maintain existing City services and reduce reliance on ~dc: °' °--a °*°*~ ~ ~-~a~--~ ~ " local property taxes while remaining sensitive to program access, affordability, and availability for those with low or moderate incomes or disabilities. Objectives: 5.1 Pursue federal, state and private funding to help finance City services and minimize the property tax burden, but avoid service or funding commitments after such outside funding ends. 5.2 Explore options for alternative revenue sources to property taxes. 061307ba1 5.3 Promute'.';~access to and affordability and availability of essential City services to low and moderate income persons and persons with disabilities. 5.4 Establish reasonable user fees and charges for services where appropriate, so that those who utilize or directly benefit from a City service activity or facility also help pay for it. 5.5 Strirre~ <<r rrr:~aximize return on City leases. Goa16. To improve City government productivity and service delivery and identify alternative means of service delivery. Objectives: 6.1 Review all City services and programs for operational efficiencies to improve service levels and delivery, and/or to implement cost containment measures. 6.2 Review all City boards and commissions on a periodic basis to identify possible changes for improved performance. 6.3 Identify additional City government activities where volunteers could supplement City employees, or where services could be "spun off' to non-government groups or sponsors. 6.4 Utilize employee involvement as a means to improve productivity and service delivery. 6.5 Encourage citizen input to help identify productivity and service delivery needs. 6.6 Explore opportunities for cost-saving regional sharing of City services. Goa17. To determine the work effort required and the costs to meet increased service delivery requests and/or mandates. Objectives: 7.1 Support changes in federal and state laws to eliminate or reduce unfunded mandates. 7.2 Identify and forecast impacts, options, and realistic annual and long-term maintenance and operational costs and responsibilities early in the budgeting process for each service request or mandate. 7.3 Consider new City services primarily when either additional revenues or expenditure reductions are demonstrated, or when mandated by state or federal law. 7.5 Focus City policy decisions on what services the City will provide, who will pay for them, and the implications of such decisions. Goa18. To make decisions on achieving goals in all elements of the Comprehensive Plan 061307ba1 based on competition for and distribution of limited resources. Objectives: 8.1 Continue to encourage citizen participation in the City's comprehensive plan and budget process. 8.2 Use the community visioning process and the comprehensive planning process to assist the City Council, City administration and community leaders in setting priorities for implementation. 8.3 Establish a plan for distribution of limited resources based on the City Council's goals and priorities. Goa19. To examine public and private funding sources and alternative means to accomplish goals in all elements of the Comprehensive Plan. Objectives: 9.1 Collaborate with members of the community to implement City Council goals and priorities. 9.2 Identify public and private funding sources, and alternative means to accomplish goals for which the City government has direct authority and responsibility. 9.3 Encourage other area service providers, private entities and community leaders to identify private funding and other similar means to realize goals within their areas. F:USERS/LCARSTEN/WP/Comp Plan Update 2006/comp plan update/CITY FISCAL GOALS final LRPAC final rec.doc 061307ba1 Policy Statement: ECONOMIC DEVELOPMENT GOALS must continue the active and vital collaboration between public and private sectors to promote the economic health and well-being of our region. Economic development encompasses well-informed decisions regarding business retention and recruitment, work force development, available and appropriate locations for business and industry, public investment in supportive infrastructure and financial incentives which can induce private investment and economic growth. The preservation and expansion of the community's economic base should be a prime objective. Unless ~g business and industry are is healthy and there are expanding employment opportunities that pay a living wage, the population will not be stable, the tax base will decline and government's ability to finance public services and facilities will be impaired. The future development of the community depends on maintaining and enhancing local economic development efforts directed towards these goals. Goal 1. To reduce unemployment, achieve economic stability, and increase the standard of living for all citizens. Objectives: 1.1 Promote establishin~~ and maintainin~'~;°*^"'~~" ^~~ ~,~~ *~' abroad community consensus regarding the direction of economic development efforts. 1.2 Promote ,'ont~,.~.z ~'ro-fsdiversitication of the commercial industrial base. 1.3 Encuura~e r,~~~~access to economic incentives for quality job creation and/or tax base enhancement. 1.4 Continue to use a unified economic development team, with public/private sector involvement, to tackle the City's economic development goals. 1.5 Promotc reduction of ~-barriers to economic growth, while recognizing the City's regulatory function. 1.6 Attempt to identi~ may-additional resources to aid in economic development. 1.7 Oe~lep- I:ncourge maintainin~i~a community socio-demographic data base as an information clearinghouse for economic development. Goa12. To build a highly skilled, flexible work force. Objectives: 061207ba1 2.1 Cooperate l~with local educational institutions to coordinate training/skill requirements to meet the needs of local employers. 2.2 Promote reduction Hof barriers to obtaining necessary or upgraded job skills. 2.3 Encoura~~e utilizin~; t i.~the talents and experience of mature workers who bring special skills and knowledge to the work force. 2.4 ~'--° ('ortsi~lc~j• r~7uinlcrinin<~ ~,~,,:.an informational clearinghouse that coordinates job training, placement and skills development. 2.5 Consider de~~elopin~~ and deliverin~~t:,,,,~ *^ ,a ~~~~~~„ ~„~ ~~~' ~ - ducational programming over the widest array of media. 2.6 Promote pro~~idin~tc-4~-information on work skills development and available employment opportunities through print, electronic and telecommunications media. Goal 3. To concentrate on retaining and expanding existing local businesses. Objectives: 3.1 Cooperate with C'o ;ti~.~~:; a;~ a<;*~~~~~ ~~~*~°,.~c.;r ~+ business, educational institutions, community organizations and government to provide information to local businesses. 3.2 Promote assistance to local firms in finding appropriate development sites for expansion. 3.3 Encourage existing neighborhood employers to grow "in place", keeping jobs close to where people live. 3.4 Promote retaining "existing manufacturing firms and facilitate their expansion. 3.5 Encourage maintaining and strengthenia~ "^~~^*~~r ~ a ~*i Dubuque's position as a retail center in the trade area. 3.6 L:ncouras~.e maintaininc and and expandin« ,.~a~n~*~~r ^ra ~~~~-~~,a the local health care industry's share of the regional market. 3.7 L;ncoura~e retiniii~ and expanding ;:et~,i~. u~=the base of service industry employment. 3.8 Encourage fit-downtown revitalization and neighborhood business development. 3.9 Encourage diversified retail shopping. 3.10 Promote retention and expansion ofriver-dependent uses, while recognizing environmental constraints. 3.11 Encourage implementation of the Commerce-Business and Commerce-Retail elements of the Downtown Master Plan. Goa14. To increase the number of small firms within Dubuque by fostering local entrepreneurship. Objectives: 4.1 C'c,ut~c rcrtc~ 1-Lwith other agencies and institutions to identify programs and services to assist in the creation of new small businesses. 4.2 Promote support for upstart-up businesses with both financial and technical assistance. 4.3 Incoura~:e removal of ~~barriers to allowing in-home businesses to be successful. 4.4 ~'onsider strengthening ~n~programs which provide business development, information and technical assistance. Goa15. To recruit businesses that are suited to the area, require a highly skilled work force or are willing to train an entry-level work force and are experiencing growth. Objectives: 5.1 Encourage L-~-f#e-assistance to businesses and industries that produce exports or import substitutes and that provide higher wages and benefits to their employees. 5.2 Promote opportunities in the Dubuque area to targeted businesses and industries. 5.3 Continue a collaborative recruitment strategy among business, non-profits and government. 5.4 F_nruurcr,~;e thc~ recruit~ner7t of~~businesses with new technology and renewable resources. S.S ~~nrcnn•cr~~~~ thc~ rec•ruitrTrerrt of~ri~businesses that are in line with the State's economic development goals. S. 6 L'rrrr~rrr•u~re the' r•err•aritnrent of ~tn~businesses that utilize the by products of other businesses. S. 7 Errs°oan~cr.~e thc~ rec°ruitrraent oft-a variety of restaurants and retail establishments, including franchises that are not currently in Dubuque, but that are located within the regional malls that attract shoppers from Dubuque. Goa16. To work toward identifying the economic needs of the chronically unemployed and underemployed in Dubuque, and encourage programming -- including education and retraining -- to meet those needs. Objectives: 6.1 Deg elop awareness of'd-~,d~••~the impediments to employment for this sector of the population. 6.2 Collaborate with unemployed and underemployed persons and potential employers to find creative ways to overcome barriers. 6.3 Promote tar~etin~~ unemployed young adults (ages 18-24) for job/skills training, providing supportive services as needed. 6.4 Promote access to resources and tools for education, training and supportive services through a variety of means and media. 6.5 leg Encourace''~~~~business, labor, education and government teget~er partnerships to solve work force development problems. Goa17. To maintain and strengthen Dubuque's position as a tourist destination. Objectives: 7.1 Promote existing attractions. 7.2 Promote ~;~~-a variety of additional year-round tourist attractions. 7.3 Consider'~~,Trecommendations in the Riverfront Plan to add amenities for both citizens and tourists along the Mississippi River. 7.4 >ioc~~ :~,,,,,...,,~.., „ ~ ~ ;,:.e.i~~'~ D~=~ *. Focus resources on future tourism initiatives, including those identified in the community visioning process. 7.5 Foster enhanced recreational access to the river as an economic development strategy. 7.6 Prur„u~c~ ~~•~~=the Culture, Education, and Entertainment element of the Downtown Master Plan. Goal 8. To promote and encourage preservation of our historic assets. Ob 'ectives: 8.1 Explore ways to increase State and Federal funding for historic preservation. 8.2 Explore ways to remove barriers to preservation. 8.3 1'r•orrrr,r~ c~clra°utiorr of ~'~~-~~~••••~~ ~~~ •~-a•• • ~ the public on the economic benefits of historic preservation. 8.4 Pr•c~nrutc~ '~~~~~r-;~~the Historical Features element of the Downtown Master Plan. Goal &9. To strengthen the local tax base. Objectives: S~ 9.1 Encoura:.re expansion and diversiticationof ~~,~~r~ ~^a ,~:,.~,.~;*~~ the tax base. }iw i~r $~ 9.2 Encoura~~e ath-actin<~ and retaining ^ **,-,,,,. ,,.,a r,*^~r capital intensive industries for increased property values. S:3 9.3 Encourage property improvements and revitalization throughout the City. S-:4 9.4 Consider annexin~~ ~-r~-additional land, as necessary and as possible according to smart growth principles to accommodate . future expansion. Goa1110. To establish and maintain housing and transportation, communication, and utility systems which support and foster quality development. Objectives: X10.1 Er~corrru.~~e tbrc~ coa°clirurtion of~~'~~'~the provision of supportive infrastructure in concurrence with new development. X10.2 Evaluate new development impacts on existing City infrastructure and services to ensure adequate capacity and compensation. [Moved to 11.3] X410.3 Errr~~ru•u;Tc~ c'~~efforts to link Dubuque with major transportation networks. ~510.4Enrotn°cr~c coor•clirurtion of ~~~~~infrastrueture investment strategy with government, business and local institutions. 10.5 I'rc~frrotc~ r,..~-rthe Residential Living element of the Downtown Master Plan. 10.6 I'rc,nrotc~ ~•°~~Tthe Transportation element of the Downtown Master Plan. 10.7 Pr•unwtc 1;;, ~t--the Public Space and Open Areas element of the Downtown Master Plan. • . [Moved to 12.7 and re-worded] 1 1 ~ Prmm~t° «°+°..~' a ~,f',-;,,°« ,a°,,,°,,,a° + L.'1 y Yvu , ° ' ' + . [Moved to 3.11 ] [Moved to 7.5] Goal 11. To strengthen, maintain and continually upgrade technology infrastructure and systems, and provide adequate access and capacity for current and anticipated needs. Objectives: 11.1 Foster communication with end users regarding current and future needs 11.2 Explore feasibility of community wide wireless computer networks, or Wi-Fi (wireless fidelity). 11.3 P,•untote t'~,,,; ~-t;r-opportunities of the information superhighway for economic development. 11.4 I'r~~rnot~~ nu~intc~nuf~ce of~ n;Ta computerized Geographic Information System (GIS) to support economic development. Goal X812. To promote the provision of an adequate supply of vacant, development- ready land for commercial and industrial use. Objectives: 12.1 Promote redevelopment of existing vacant, underutilized, and brownfield properties. 12.2 Promote utilization of development ready sites. -1-A:~ 12.3 Evaluate potential commercial and industrial development sites, based on the City's Future Land Use Map. ~-A:312.4 ~ncoiu-a~~e protection of gr~ee~-development potential of appropriate sites. X8:412.5 Consider t,;~--aeronautical and ~~~°a industrial park development at the airport. ~~12.6 C~~nsiclcr cn~r~exin~ growth areas, as necessary and as possible, to ensure adequate supply of developable land and to control development on the city's fringe. 12.7 Implement the Port of Dubuque Master Plan. Goal X313. To encourage development that is environmentally sensitive. Objectives: X13.1 Encourage targetin~~~a-r~e~environmentally sensitive business and industry in recruitment efforts. -113.2 Promote '~'~~~'~development of businesses and industries that are committed to enhancing local environmental quality. 13.3 Promote and encourage sound environment practices with existing business and industries. 13.4 Promote and encourage the use of alternative and/or renewable fuel and energy sources for vehicle fleets, building operations, and manufacturing processors. 13.5 Encourage LEED (Leadership in Energy and Environmental Design) Green Building Rating System® concepts in building design for new and existing facilities. F:/USERS/LCARSTEN/WP/comp Plan Update 2006/comp plan update/ECONOMIC DEVELOPMENT GOALS final LRPAC final rec.doc Policy Statement: HEALTH GOALS must address physical and mental health and medical issues that fall within the scope of both public and private providers. Government often cites "health, safety and the general welfare" as necessary and important public purposes. It accomplishes these purposes through assessment, assurance, and policy development. The public's health and continued wellness must be of concern to the community as a whole. The promotion of good public health practices and lifestyles and the provision of necessary and adequate primate health care to all members of the community must be the shared responsibility of both the public and private sectors. Goal 1. To reduce and prevent the occurrence of disease, and disability ^°a -~^^--° ^~ in the community. Objectives: 1.1 Support decreasing rsmoking and tobacco use by people of all ages, particularly youth. 1.2 Support increasin<~the number of tobacco-free sites in Dubuque County. 1.3 Support increasing the proportion of people age 40 and over who receive regular exams for early detection of cancer. 1.4 Promote reducing lie-the hospitalization rate for pulmonary disease through pulmonary rehabilitation, asthma treatment and prevention, and pneumonia and influenza vaccination. 1.5 Promote reducing ~e-the number of adults in Dubuque County with high cholesterol, ~ high blood pressure, and diabetes through increased screenings, education and follow-up procedures. 1.6 Promote ^~~community awareness, prevention, testing and treatment of sexually transmitted diseases (STD's), ~d Human Immunodeficiency Virus (HIV), and Hepatitis B and C. 1.7 Support increasing the proportion of people of all ages who follow preventative measures for skin cancer. 061307ba1 1.8 Promote ~'°a-preventative health ~ initiatives which includes public information and education on current health issues. 1.9 Promote ~'~~~*~~,~~°'" ^~„*~-~~' controllin~~ the spread of communicable disease in the community through information, investigation and immunization through a comprehensive coordinated approach utilizing case management services and ~e- ~~ public health preparedness plans. 1.10 Encourage participation in age and risk based preventative health care tests, screenings and practices. 1.11 Su~~ort increasing the number of children aged 0 - 5 receiving recommended well-child examinations. Goa12. To promote the physical and mental health, safety, and wellness of the citizens of Dubuque through educational and outreach efforts. Objectives: 2.1 I ;ncoura~e ^^%rcitizen participation in the ongoing implementation of a the Dubuque County community health needs assessment and health improvement plan. 2.2 Promote, evaluation and annual assessment'°^*~~~~° +~~ ° ^'~~^*° ^r~' ~ ^"~~ ^ °°~ofthe health status of the community to plan health goals. 2.3 ~e~se Promote community awareness and recognition that injuries caused by violent behavior are a public health issue. 2.4 Support increasin<~ the proportion of Dubuque County employers/work sites that offer nutrition education, weight management, stress reduction and/or wellness programs including physical activity. 2.5 Promote education o1-~s--the community that mental illnesses are real, can be screened, diagnosed, and e-a~e effectively treated in affordable ways. 2.6 Consider developin~~~ra comprehensive mental health service delivery system including outreach, for Dubuque County. 2.7 Promote opportunities for and encourage community participation designed in programs to reduce the prevalence of sedentary lifestyles in all age groups in Dubuque County. 061307ba1 2.8 Support reducing ~~-the prevalence of being overweight and obese (based on Body Mass Index) ~ „'° °~-°a ' Q °~a ^ r in Dubuque County. 2.9 Consider developin~sf3evelep a comprehensive substance abuse plan to increase the availability of and access to a full continuum of education, prevention and treatment services, especially for methamphetamine and alcohol and co-occuring disorders. Goa13. To promote access to adequate health services for all members of the community through a collaborative effort of federal, state, local, private and charitable agencies. Objectives: 3.1 ~'°~^^a ^ °^* ^ ^a ° ° Promote health programs and primary care services for underserved and high risk populations, i.e., underserved can include persons isolated in rural settings, culturally-diverse individuals, and other g~e~tps persons with special needs. 3.2 Support access to community mental health treatment (on an equal basis with medical treatment) ~ougl3-ice"~~rt~~e€f~~ederar~*~t ,'^^°', r ~°*° °^a for individuals with d~~;nes~le mental illness delivered in a timely and confidential manner. 3.3 Promote health, safety and wellness by developing and helping to establish~s~g access to mec~el community programs including oral, mental, and physical health. Goa14. To address the special health needs of pregnant women, children and the elderly. Objectives: 4.1 ~e~e~ep Promote a system for obtaining and reporting reliable data for maternal, infant, and child health across all Dubuque County providers. 4.2 Promote increased awareness of the definition of domestic violence and community resources for intervention and prevention. 061307ba1 4.3 Support redicin~ Vie-substance abuse of alcohol, tobacco, cocaine, marijuana, methamphetamine and other drugs among youth (12-18 years of age) and pregnant women in Dubuque County. 4.4 ~ Promote decreasing 'children's morbidity wand ~'~r~e mortality through increased use of car seats, breastfeeding promotion, a~ health screenings, and through €ewer teenage pn~~ pregnancy prevention. 4.5 Support ~'^~~*~^~~° *~~ ,,,-„~.;.a° case management and homecare a health n~~e~ services '. to the elderly ^ ~'~° *r°^*°a ~*'~^m° r^*'~°r *'~°~ ~~~+~'•~+~^~^'~~°a to delay or decrease institutionalization. Goa15. To create safe and sanitary work, play and housing environments. Objectives: 5.1 Strive for a community which provides a variety of easily accessible recreational programs and opportunities at moderate or no cost to participants. 5.2 Support increasingthe number of employers and organizations offering safety, p~ien, wellness promotion, substance abuse and employee assistance programs. 5.3 pregra~Promote wellness programs within the schools that include nutrition and physical activity. 5.4 Promote ~~ tobacco free environments. ~:4 S.S ~'~»,'~"~~° *~~ Ppromote a safe and healthy environment by ensuring sanitary conditions and practices in accordance with municipal public health, housing and environmental ordinances, codes and regulations. 5.6 ~',,.,,:,,.,° *~~ rr"+°~* "~~' Ppromote safe and sanitary conditions at food service establishments and by food purveyors. 5.7 Promote ~^N*~"~~° *~~ ,...,,..;a° safe and sanitary housing conditions through the reduction of radon, lead hazards, carbon monoxide poisoning, and other environmental health concerns. 061307ba1 Goa16. To contain the rising costs of health care in an equitable, efficient and collaborative manner through community-wide planning. Objectives: 6.1 Suet-r-~~ the efficient delivery ofhigh-quality health care. 6.2 Consider developin~~a data base of community health resources of Dubuque area providers and payers, including information on ' m°°'~.,..:~...~. Medicare and Medicaid providers. 6.3 Promote '~'~~~~'~~active, responsible participation by health care consumers including personal and family health plans. 6.4 Support educating the community regarding the health status of the community and the existing health care system in Dubuque. 6.5 Promote f'°~~t;-n=R~an ongoing forum to address health care quality, reform and cost containment at the community level. Goa17. To retain and recruit quality health and medical personnel for our community. Objectives: 7.1 Encoura<~e improvement of Vie-patient and provider satisfaction ratings of health and medical personnel with health care administration and facilities. 7.2 Encourage retention and recruitment and replacement of `~'^~•'• *^ r°*^~~~, ^„a r°°~•~~~* ~~~~~~ ""--quality health and medical personnel, especially in occupations with a shortage of skilled health workers to minimize out-of--city referrals. 7.3 Consider k-1-s~--satisfaction surveys from health care system users to improve services, facilities and employee performance. 7.4 Promote e~~~~programs that ~ educate health professionals. Goa18. To become a regional health care center providing afull-range of both general and specialty health and medical services. Objectives: 8.1 Encoura~,~e°~•°~~~~'°''°~'*'~ ~^a specialty outpatient medical services coverage to area rural hospitals. 061307ba1 8.2 Support networkin<~~rk area rural hospitals' information systems with Dubuque providers. 8.3 Encoura<~e improvin<~ ~-access to primary care and mental health physician services through recruitment assistance to area medical community. 8.4 ~e Encourage secure and simplified access to financial, clinical, administrative, and management data from any location in the health care information system among health care providers. 8.5 Support equality services and/or facilities as needed, including an emphasis on outpatient care h~e~g. for the underinsured. 8.6 ~,,.,i,,,,~o +~o ..ooa ~ .. o ~aoa z•vr..,,.a,.,..o.,+„i i.,o„i+t, ~.ot,,,.,• i i, i~~ ~, >,•i•. +• L L- yNiilM1TrIGRTRTTLGTCL~G21LCT1VI'CLTI2GR. ICI'fIGIPCCAITrQ['CZ~SI F:/USERS/LCARSTEN/Comp Plan Update/comp plan update/I-IEALTH GOALS final LRPAC final rec.doc 061307ba1 Policy Statement: HOUSING GOALS must address the issues of housing availability, affordability and accessibility for all members of the community. Public intervention in the private housing market is sometimes necessary to promote and/or encourage an adequate supply of quality, safe, sanitary housing within the city limits. , *^ °a-~~~~°*°~ roa°r°~ ~ ~~*°~°° *^ *'~^~° ~~ R~°°+°~+ ~°°a ^r Public and private partnerships should continue to be developed to spur reinvestment and renewal in existing, older neighborhoods. The provision of affordable shelter is a basic human need that demands special attention in the arena of human services delivery, including the administration of federal income assistance to those in greatest need. ads °'^~° °° °~ ~~~~^-*°~+ °'°~~°~+. Our community's very image is reflected in large measure by the pride and well-being displayed in our neighborhoods. Goal 1. . To promote the preservation, rehabilitation, and investment in our city housing stock and neighborhoods. Objectives: 1.1 Promote enforcement of minimum housing quality standards in all rental housing through systematic code enforcement. 1.2 Mnnitnr end ~~~~~ ~~ ~~, ~~; ;~ ~°~~ ^~~„°i.l° + 1 1,,, + 1 EnCOLIl'afTe I~t'-a range v.~.~ vi v iu of affordable, accessible, and decent rental housing options throughout the community. 1.3 Consider eYpandin~~ the City's use of housing preservation programs whenever appropriate and possible. 1.4 Promote programs to improve energy efficiency and enlist the participation of utility companies in promotional efforts. 1.5 lncourage ^~-participation in and use of low-interest rehabilitation and home purchase loan funds. 1.6 Promote recyclin~ #~existing vacant or under-utilized structures, such as convents, schools, and industrial buildings, into a€€eile housing with an affordable component, where appropriate. 061207ba1 1.7 Prim^+~ °a„^^*:^^^' • ^r'-~''^^~ • ,;*'^:~ ^~ ^~~^~~^^a~. Encoura~,~e the expansion of ~-~the capacity of neighborhood associations. 1.8 Promote residential educational workshops regarding restoration, rehabilitation, and maintenance. 1.9 F_y7courugc~ rc~l~,cutionuf '~~~=existing housing as opposed to demolition whenever possible. 1.10 Communicate with legislators to empower local governments to have more local control in the administration and monitoring of federal housing programs. 1.11 Support the integration of new neighborhood residents into the neighborhood associations, local schools, and community activities. 1.12 Continue to support a decrease in the amount of vacant and abandoned housing in Dubuque neighborhoods. 1.13 Promote programs, education, and training that support and encourage appropriate landlord oversight. 1.14 Promote programs, education, and training that support and encourage appropriate tenant accountability. 1.1 S Support Community Oriented Policing and participation of neighborhood residents in crime reduction strategies. Goa12. To promote the creation and maintenance of an adequate supply of sound, affordable housing integrated throughout the community. Objectives: 2.1 Promote City partnerships with private sector, non-profit, other government agencies and neighborhood groups to access available public funding and attract private capital for affordable housing development. 2.2 Promote mixed-income, mixed-rental housing developments. 2.3 Support ^~rthe Section 8 Rental Assistance Program to benefit lower-income families seeking affordable rental housing. 2.4 Encourage local lenders to work with senier all homeowners s~e#I~ to rehabilitate, l remodel, or repair existing homes. 061207ba1 Goa13. To expand the opportunities for homeownership, especially for low to moderate income households. Objectives: 3.1 Encourage the use of flexible development regulations in order to assist affordable housing production and decrease housing costs. 3.2 Encourage local lenders to participate in programs designed to assist first-time home buyers. 3.3 Promote infill housing development opportunities, in the city's older neighborhoods, through a combination of public subsidy, affordable housing incentives and owner sweat equity. 3.4 Promote compact and contiguous development with a variety of higher density housing options that utilize available infrastructure within the existing built environment. Goa14. To promote fair housing opportunity for residents in all city neighborhoods. Objectives: 4.1 Provide for effective implementation of existing fair housing programs. 4.2 L;ncoura<~e Vie-involvement of neighborhood residents to the fullest extent possible when planning affordable housing developments. 4.3 Monitor, evaluate and work to minimize federal, state and local codes and regulations that are possible barriers to development of housing, particularly for persons with disabilities or low income. Goal 5. To assist local service agencies in providing shelter and semi-independent living for persons in need of supportive services. Objectives: 5.1 Monitor and evaluate homeless and other special needs populations in order to document needs and design assistance programs. 5.2 Provide technical assistance to agencies in preparation of applications for program funding. 061207ba1 5.3 l:ncoura<~;e ~'~~„*~•,••~~ *~ ~'°~~°~'~r partnerships with area agencies in sponsorship of housing initiatives for special needs populations. Goa16. To promote the understanding that the availability and affordability of housing is an important key to successful economic development. Objectives: 6.1 Promote corporate participation in employer-assisted housing, for home purchase assistance for employees. 6.2 Encourage local institutions, i.e., hospitals, colleges, to establish replacement housing programs for housing lost to corporate expansions. 6.3 Encourage corporate participation in the Federal Low Income Tax Credit Program, for purposes of investment in affordable housing development. usv vvirvauw Yvaa.~avu ~~~~`P'°G~C721eT1CTiTTC1717iC[CCp1V°-ZIp^"LTTin'11g a°•~°'^~~°^+. Promote an adequate housing supply to support workforce development efforts. Goa17. To promote the public's awareness of housing needs and issues through informational and educational efforts. Objectives: 7.1 Consider serving,: ~--as a clearinghouse of information for housing issues and information, to include providing educational programs for tenants and landlords. 7.2 Monitor housing market conditions and availability of housing. 7.3 Promote workshops for area housing industry members (contractors, lenders, realtors) regarding changing regulatory mandates, i.e., lead-based paint, asbestos removal. 7.4 Promote combatin<~ "'~~••':• *" ••~~~,"-~* the "Not In My Back Yard", or NIMBY, syndrome by dispelling stereotypes associated with affordable housing. 7.5 Continue to develop linkages with housing industry groups (Board of Realtors, Mortgage Lenders Association, Dubuque Area Landlords Association) to promote cooperation and consensus-building regarding housing issues. F:/USERS/LCARSTEN/WP/Comp Plan Update/comp plan update/Housing/HOUSING GOALS final LRPAC final rec.doc 061207ba1 Policy Statement: HUMAN SERVICES GOALS must address a variety of needs through collaboration and partnerships ~~ Area providers strive for an optimum level of service, ~ understanding the R~°^+°^+ a°,~~°° ^,~^:..^r,'° , ra°~ local conditions and ^^v.,^..,'°a,.:.,,. ^ ,.°+:+:^~ ~ ~ utilizing a-=---=`-- --a--- ----------__ ---_-_ limited available resources to the greatest degree attainable. xx'r,;'° „*r.°~ r°~~~~°~,°„~;.,° D'^~ °a„^^+:,,~, +~^.,^..,,,.+^+:,,~ ^.,a r.,~.';,..,^ro+.., City government has an indirect role in the provision of needed human services to community residents as it works with and is supportive of area providers. Goal 1. To promote optimum health care services for community residents. Objectives: 1.1 Support increasin~l~~the number of Dubuque area citizens with health care access and health insurance. 1.2 €este~ Support prescription drug assistance or coverage for the poor. 1.3 Support services to improve mental health treatment. 1.4 Encoura~~e ~-services to reduce substance abuse/chemical dependency. Goal 2. To promote optimum services to meet food, clothing, shelter, transportation and other basic ~n-s~te~i~l needs. Objectives: 2.1 Promote awareness of and access to food assistance and nutrition programs for people in poverty and low or moderate income households. 2.2 I~^~°^~°-*« Support an sef adequate, affordable supply of quality housing for low and moderate income households and the homeless. 2.3 Foster services that meet basic n~teri-al needs of all or citizens, with particular attention to the elderly, d~~ children, and persons with disabilities. 2.4 Encourage apublic/private coalitions to address human services needs. 061407ba1 2.5 Encourage ^~ participation in human service community action groups ~ Goa13. To promote optimum individual and ^^^'~:~ community safety. O-b~'ectives: 3.1 Support reduction of lie-the rate of domestic violence, including child abuse and dependent adult abuse, in the community. 3.2 Promote the expansion of emergency shelter and protective services programs. 3.3 Support ~ ~~~'~"~t~the provision of foster care and legal services programs. 3.4 Address the connection between mental health, substance abuse, and public safety, emphasizing prevention and coordination of treatment for continuity of care ~~s 3. S Sttt~~nrt ijrc•r•c used neighborhood involvement and promote neighborhood watch programs. Goa14. To ~ ~~'~ ^ •'a^r° *^ promote optimum social and family relationships. Objectives: 4.1 Support increased supply and range of available, high quality, affordable childcare, especially for low and moderate income households and those families with special needs children. 4.2 Support increased'^°~°°~•° *~° opportunities for the elderly to maintain an independent lifestyle. 4.3 Support the continuation and expansion of family services and foster care. Goa15. To :: ^--'~ -~~'_' ^-~~a^--° *^ promote optimum income security and economic opportunity for community residents. Objectives: 5.1 Target economic development efforts at creating jobs that pay salaries adequate to support a family. 061407ba1 5.2 Support the provision of job training, personal financial security and job support programs. 5.3 Support decreasin<~ the number of area residents who live at or below the poverty level. Goa16. To work with area providers and citizens so that human services are supported and delivered in an effective and efficient manner. Objectives: 6.1 l~ncoura~e improved effective coordination and citizen involvement in service delivery, policy development and program implementation. 6.2 Continue to coordinate, jointly plan, and support improved services through organized community action. 6.3 Encourage self-sufficiency for families and individuals. F:/USERS/LCARSTEN/WP/Comp Plan Update 2006/comp plan update/I-Iuman Services/HUMAN SERVICES GOALS final LRPAC final rec.doc 061407ba1 Policy Statement: EDUCATION GOALS must address the educational and informational needs of all members of the community as life-long learning opportunities are made available at many levels of interest and for all ages and abilities. Education must not be relegated to the schools alone but must become a collaborative experience that ~veEls joins public and private sector, business and government, parent, teacher, and e~rild student in partnerships with °~~~ one another and our educational institutions. A community's quality of life and ability to attract and retain both economic growth and residents often depends on the quality and quantity of educational facilities and services. Goal 1. To support opportunities for life-long learning for residents of all ages. Objectives: 1.1 Support efforts to increase adult literacy. 1.2 Promote access to all levels of education for all persons. 1.3 Support individuals of all ages in pursuit of a sustained program of learning independent of any educational provider. 1.4 Promote addition of doctoral programs. 1. S Encourage public and private employers to offer continuing education incentives. Goal 2. To provide access to timely, accurate and useful information through reading, audio-visual, and electronic materials and programming through the public library. Objectives: 2.1 ('onsider prop idintz and enhancin~i'~•^~ ~~~'° ~~^a ~r~^~~~ quality on-site, telephone and electronic reference services. 2.2 Support coordination and sharing'"^r•a~~~~*° ~r,~ ~~^~-~ resources to serve better the needs of the public. 2.3 Promote featurinu ~~-current, high-demand, high-interest materials in a variety of formats for persons of all ages and abilities. 2.4 Promote use and awareness of the quality of the public library. 061207ba1 2.5 Support expansion and accessibility of library services throughout the community. 2.6 Foster a learning environment that utilizes state-of--the-art technologies. Goa13. To create and deliver a quality education that allows all students to reach their highest potential. Objectives: 3.1 Promote a variety of assessment tools, methods and strategies to evaluate and/or document student progress, in accord with national and state standards. 3.2 Champion superior standards of academic excellence, in which values are integrated in the lives and work of all members of the school community. 3.3 Support a comprehensive educational program that provides services to students ranging from severely and profoundly disabled programs through gifted programs and advanced placement courses. 3.4 Strive to prepare students for careers, lifelong learning and citizenship in contemporary international society. 3. S Encourage activities that promote lifelong physical fitness and health awareness. 3.6 Provide services that allow high school students to pursue either college or vocational education. 3.7 Promote high school completion and encourage post-secondary education or vocational training. 3.8 Provide adequate and nutritional food service before and during school. Goa14. To address the educational needs ofpre-school children in the community. Objectives: 4.1 Promote and enhance programs for parent education. 4.2 Encourage families' use of the public library through services for parents and parents and children together. 4.3 Encourage pre-school children to develop an interest in reading and learning. 4.4 Consider enhancin~~ ~:~programming activities for pre-school children. 061207ba1 4.5 Promote educatin<~ ~~the community on the importance of physical growth and brain development for children 0 - 5 years old. 4.6 Estruurci~re iy7cor~~oj-utif~,c1 ~~education into activities at childcare facilities. Goa15. To increase the involvement of parents and the community in our schools. Objectives: 5.1 Promote parental and other citizen ownership and participation in the educational system. 5.2 t;ncuura~~e ins olvement of ~-parents in helping students to achieve their educational goals. 5.3 i'romote providinc ~e-a safe school environment. 5.4 Support and educate the public on charter school concept and neighborhood schools. 5.5 Support and expand mentoring by encouraging retirees and employees with the support of their employers. S. 6 C'~~y~lsicle'r~ cr~~~tirt~ ~te-u ool of community tutors to meet needs of children not receiving support services. Goa16. To build partnerships between the private sector and schools to ensure that educational outcomes meet the needs of both future employers and employees, enabling the Dubuque area to have the highest skilled incumbent workforce in the state. Objectives: 6.1 Encourage employment programs that promote partnerships among business, social services and educational institutions to train and educate the workforce. 6.2 Foster business and industry involvement in the educational process. 6.3 Encoura~~e ~l~the support of the entire community to meet the educational challenges of the future. 6.4 Consider -the changing educational and human needs of the community, with emphasis on quality higher education. 6.5 Promote expa-lsion of business and industry initiatives for delivery of customized training and other workforce development activities. 061207ba1 6.6 Promote increasin~,~ the percentage of graduates of Dubuque area schools who enter the Dubuque- area workforce. 6.7 Encourage community service and involvement by all students. 6.8 Encourage local educational institutions to adequately prepare the local work force to meet the needs of a changing economy. Goa17. To develop responsible citizens and leaders to meet the challenges of a multicultural America and global society. Objectives: 7.1 Promote opportunities for all segments of the community to participate in leadership activities. 7.2 Facilitate the recruitment of youth for leadership roles in all segments of the community. 7.3 Emphasize in the learning process the global nature of the work environment. 7.4 Promote quality global, multi-cultural, non-sexist education at all levels. 7.5 Encourage bilingual education at all levels. Goa18. To preszi~le continue to enhance quality educational facilities in appropriate locations throughout the community to meet changing demographic and development patterns. Objectives: 8.1 Support improving and expanding ollege facilities, including student housing, as a result of increased enrollments. 8.2 Lncuura~e extendinh ~~.t°~~a ~^~ ~^^*~°~°' educational opportunities ^°~~^~a *'~° •_~^"~ °~ to the community at large. 8.3 Promote enhancin~~';the capability of educational facilities to meet the needs of citizens, as changing demographic projections indicate. 8.4 Promote ~a learning environment that utilizes state-of--the-art technologies in each school. 8.5 Encourage existing K-12 schools to have the resources and advantages that new schools recerve. 061207ba1 8.6 Encourage cooperation amongst institutions of higher education. Goal 9. To identify sources of funding and increased efficiencies to maintain and/or expand educational programs and facilities. O~ectives: 9.1 1?ncoura~e inte~~ration. coordinatioli and poolin~~eg~e;-Eee~~~a~ ~n'-resources among private and public educational institutions at all levels. 9.2 Identify innovative strategies to seek major funding from new sources to supplement traditional local, state and federal funding. 9.3 Foster quality management of educational services and facilities. F:/USERS/LCARSTEN/WP/Comp Plan Update 2006/comp plan update/Education/EDUCATION GOALS final LRPAC final rec.doc 061207ba1 Policy Statement: CULTURAL ARTS GOALS must address the arts as an important aspect of our community's basic quality of life. The cultural arts not only enrich our experiences but educate us about the world we live in. The diversity of the world as represented through the cultural arts is one way to share the culture and knowledge of different peoples and places. The freedom and opportunity to create and explore the cultural arts should not be understated or ignored. Goal 1. To celebrate the arts as an opportunity to enjoy and enrich community life. Objectives: 1.1 Promote opportunities for residents of and visitors to Dubuque to enjoy the arts. 1.2 Encourage arts and cultural programming year-round for children and adults in the Dubuque area. 1.3 Foster multi-cultural, multi-disciplinary artistic and educational opportunities to expand cultural horizons and improve the quality of life. 1.4 Encourage opportunities for personal, educational, cultural and recreational enrichment. 1.5 Promote collections, services, experiences and programs that respond to individual and community needs. 1.6 Promote the arts as a common ground for all members of the community. Goa12. To provide a variety of affordable and accessible cultural arts activities and resources for all ages. Objectives: 2.1 Expand cultural and recreational opportunities for =~°~•*'~ ~~a ~°~~°r °~*~~°r~ all ages. 2.2 Prunwte coordination and increased ~'~°~~'~~~*° ^^a ~^^~•°~~° ~ public and private support ofwide-ranging, affordable cultural and recreational events and organizations. 2.3 Support affordable access to cultural arts activities and resources, whenever possible. 2.4 Promote accessible arts activities for members of the community, regardless of disabilities. 2.5 ~'onsider 1T°'~-~-expanded, affordable use of public facilities. Goa13. To promote affordable and accessible spectator and participatory arts experiences 061207ba1 and cultural events. Objectives: 3.1 Consider erpandin<_~ ~'~~~'~~,~~° ^„~' °~~„^r~'the opportunities to bring cultural events to community facilities. 3.2 Promote art, drama, film, music and dance experiences for audiences and participants of all ages. 3.3 Consider expandin<` ~'"„*~r~~° ~~~ ~~~ °~-„~~~~ the role of the Five Flags Center and other venues as ~ centers for cultural events, °°~~~°~*~°~~ and arts experiences. 3.4 Promote L,°~ ~~~~~~ ~„~ °+,.~,.,`*~~ N a strong community base of support. Goa14. To utilize the arts to encourage a better understanding of the cultural diversity of the world. Objectives: 4.1 Encourage presentations of minority artists and arts reflecting ethnic traditions. 4.2 Foster global awareness activities and intercultural education. 4.3 Foster the celebration of cultural diversity. Goa15. To support the expression of the cultural arts and access to that expression. Objectives: S.1 Foster accessible cultural opportunities which increase appreciation and broaden perspectives. X3-5.2 Promote ~-ic-le-the recorded wisdom, experiences and ideas of others -- assembled, organized and made accessible to all. ~4 5.3 Prunwte "opportunities for arts groups to utilize the Five Flags Center, a~ Five Flags Theater, and other venues for the expression of art. ~3 5.4 Promote free expression of and full access to that expression of artists worldwide. S. S Promote and improve public awareness and appreciation of the arts. 061207ba1 5.6 Encoura~~e preserti•ation. collection. and interpretation of~~~ ~°~ ^~"~°^' ^.,,a ~~'°~-~~°* *'~° fine arts. 5.7 Pru~rrc~te .StrZ~i~c~rt of :~~~local area artists and artistic endeavors. Goa16. To safeguard the cultural and historic resources of the community as critical to the quality of life and the attractiveness of Dubuque. Objectives: 6.1 Promote the preservation of historic buildings and architectural resources in the community with emphasis in areas of greatest need. 6.2 Encoura~~e educating ~~the community about the benefits of historic preservation to the community's quality of life, economic development efforts, tourism and tax base enhancement. 6.3 f;ncoura~~e exploration. preser~~ation and inter~retationl«f~iorc, ~r _ ~^~' ~^*°r,"-°* for present and future generations, the history of Dubuque and the Mississippi River. 6.4 Promote increased ~-appreciation, education, technical assistance and funding for the community's historical and architectural heritage. 6.5 F_ftc•utrru,jc~ th~~ clei~~~lc~~~rjrc~rrl of cr ~~-marketing plan for the cultural and historic resources in the community. Goal 7. To encourage the availability of adequate funding and facilities to support arts activities. Objectives: 7.1 Promote preservation and reuse of historic buildings and sites in the community for the cultural arts. 7.2 Promote maintaining ~*~~~•° *^ ~~^~~*~~~~ cultural arts, entertainment and continuing education services offered by local cultural and educational institutions. 7.3 Encourage coordinated services and shared resources among cultural arts organizations in the Dubuque area. 7.4 Encourage establishment of a performing arts center and/or a concert hall for large venue concerts. 061207ba1 Policy Statement: RECREATION GOALS must address the provision of facilities and activities for leisure time enjoyment by all members of the community. Both public and private resources are needed to provide a full range of recreational experiences. The community's overall health, wellness and quality of life are interrelated with the variety and availability of parks, open space and recreational opportunities that are accessible to all. Accessibility includes both physical and financial access to recreational facilities and activities. Recreation can serve to meet positive human needs and is one of the key factors in Dubuque's livability. Goal 1. To provide a safe park and recreation system that continues to meet the community's needs for useable and accessible park and open space. Objectives: 1.1 ~ Continue to strii•e to improve the existing high-quality, safe park and recreation system. 1.2 Continue to identify the type of parks, park facilities and hike/bike trails lacking in the community. 1.3 Continue to identify potential park and recreation sites and hike/bike trails to meet the needs identified in the Comprehensive Plan. 1.4 Continue to identify funding sources and partnerships for land acquisition and development. 1.5 ~~•~~~•~-'~~ -~•~~' ~S't~~purt ente~Lparks, green space, trails and similar park/open space uses easily accessible to residents at neighborhood level. 1.6 Encourage and consider deti~elot~meni of ~~~,~-incentives for providing common open/green space, hike/bike trails, and landscaping in all new development wherever possible. 1.7 Striae to e~'stablish Dubuque as a bicycle friendly town, with bike lanes and bike trails where feasible. 161407ba1 Goa12. To promote and encourage the wholesome and enjoyable year-round use of leisure time. Objectives: 2.1 Update periodically the marketing materials to promote the City's Leisure Services. 2.2 ~evelep-n Support ~'~~~~marketing to promote the health benefits of proper use of leisure time. 2.3 Continue to identify the times and locations to offer programs so as to make them easily accessible to users. Goal 3. To offer a variety of affordable and accessible spectator and participatory events and experiences for people of all ages. Objectives: 3.1 Continue to identify potential users and promoters to provide sporting events, concerts and f}ee~ family shows in the Five Flags Center and other recreation facilities. 3.2 Continue to identify sponsors to host ~l sports tournaments at the McAleece Park and Recreation Complex and other recreation facilities. 3.3 Continue to strive to meet the needs of the community for adult/youth leagues in a variety of sports. 3.4 Encourage establishment of a variety of community recreational facilities based on need. 3.5 Consider opportunities for major recreational facilities to serve the regional market. Goa14. To provide a variety of affordable and accessible recreation classes and activities for people of all ages. Objectives: 4.1 Continue to identify the needs and interests of people of all ages and the types of programs they desire/need. 4.2 Consider maintaining "man inventory of organizations and groups identifying what programs they are offering in the community. 4.3 Sup}~ort 1?re~le-a varied program offering activities and programs not being provided by other organizations and groups. 161407ba1 4.4 Assess the facility needs of the community (including the need for a recreation center in a new or existing building and outdoor facilities for other sports) so as to meet the recreational needs of the community. Goa15. To provide opportunities for young people to learn the skills of various sports and leisure activities. Objectives: 5.1 Continue to identify the needs and interests of young people as to what sports they would like to participate in. 5.2 Review periodically the concept of offering programs that stress fundamentals, skills development and sportsmanship. 5.3 ('oytsiclef• sur•l~c~t~in;; ~=students about their recreation interests. 5.4 Encourage opportunities for teen centers /teen dance clubs. Goa16. To improve and expand recreational opportunities for adults, the elderly and the d-isafilect persons with disabilities. Objectives: 6.1 Assess the needs and interests of adults, elderly and *'~~ persons with disabilities as to what programs they would like to see offered. 6.2 Assess what other groups and organizations in the community are doing to provide programs for these individuals. 6.3 l~evelep-a Continue to evaluate programming that will offer activities not presently being offered in the community. Goa17. To enhance the visual attractiveness of the community and park system. Objectives: 7.1 Support maintaining and enhancing "~^~~*^~^ -~•~-~ ~~~~~ •~~~~••> all park areas in a manner that fosters community pride in the park system. 7.2 Consider providinz lle-flowers and other landscaping accents to enhance the beauty of all park areas and City-owned property, including use of indigenous plants, where possible. 161407ba1 7.3 Review periodically the street tree program and policy to provide plantings on right-of- way on all streets in the city. 7.4 C'urtsicler con~iru~in~''~~~~improvement program for park equipment, pavilions, and rest rooms. 7. S Encourage property owners to plant more trees. Goal 8. To optimize the recreational amenities offered by the city's riverfront. Objectives: 8.1 Support coordination of r'^^the implementation of the Recreation, Entertainment, Culture and Education Planning component of the Riverfront Plan with other public and private organizations. 8.2 Support coordination of r'^^the implementation of the Environment Planning component of the Riverfront Plan with other public and private organizations. 8.3 Encourage more attractions at the Port of Dubuque. 8.4 Promote a clean riverfront. F:/USERS/LCARSTEN/WP/Comp Plan Update 2006/compl plan update/Recreation/RECREATION GOALS final LRPAC final rec.doc 161407ba1 Policy Statement: PUBLIC SAFETY GOALS must address acceptable and appropriate levels of risk and response. As the city grows and equipment and facilities age, the need for quality public safety services continues and may increase. Acknowledge that in addition to fire, police, emergency communications, and emergency medical services, public safety has a broad definition that includes water, sewer, public health, facility design and maintenance, and inspection services for zoning, housing, building, engineering, health and environmental codes and regulations. Current and potential residents and businesses are attracted to the community in part because they wish to have a sense of security about their lives, families and properties. Public safety efforts should seek to reduce the amount and effect of external harm to individuals and damage to property, as well as to promote an atmosphere of personal security from external events. Goal 1. To ensure the fair, equitable and uniform enforcement of rules, regulations and laws. Objectives: 1.1 Continue to work toward uniform interpretation of City codes for all building, fire, housing, health and development services reviews and inspections. 1.2 Continue to respond promptly to citizen inquires about practices and procedures of public safety agencies. 1.3 Continue to investigate and respond to complaints about public safety and inspection personnel. 1.4 Maintain information and records to document the public safety situation of the City and to record the public safety agencies' response to events. 1 5 lnfo:-n: ~a ~ ° ~~° .:t;: ~a +~ + ~ '~ ~ ~ Strive to foster ..... ..~.~1..,~ .. ... :b....~~vo-cnca~ro~up~-sri£ccauve-ir~zizirisr ur. partnerships between public safety agencies and community groups and agencies that share similar goals. 1.6 Strive for a more diverse workforce. 1.7 Continue to serve the public with integrity, compassion, competence and open mindedness. 061307ba1 1.8 Provide comprehensive public safety classes involving a wide range of topics related to human interaction and diversity. Goa12. To maintain appropriate readiness response capabilities in all areas of public safety. Objectives: 2.1 Supportde effective and efficient dispatch for public safety personnel for prompt, appropriate responses to calls from the public. 2.2 Suppc~rtl~~e ~~ safe and efficient buildings, facilities, vehicles, and equipment to support efforts of public safety agencies, while striving for state-of--the-art technology. 2.3 Supporter communications capabilities with operational personnel and equipment. 2.4 Continue to improve and maintain the readiness status of all public safety personnel by monitoring their operational status and providing adequate training. 2.5 C'orzsiclc~r expunclir~yr~the use of ITS (Intelligent Transportation System) equipment, including regional partnerships. 2.6 Recognize the efficiencies and partnerships created with joint facilities. 2.7 ,Srr~~c~r•tii-le appropriate staffing levels and equipment to serve growth and development. Goa13. To prevent, control and investigate cte~s volatile, at risk situations; and criminal behavior . Objectives: 3.1 Su ort~evi~e professional public safety personnel „°'~°° ~°M~~°° in the city which protects life and property and enhances ~e-peace community safety. 3.2 Support response ~-to crimes, accidents and other emergency situations and take the appropriate action promptly and effrciently. 3.3 Support identifyin~ criminal activity and volatile, at risk situations, and take appropriate action. 3.4 Su ort~e comprehensive investigation of criminal offenses, apprehension of offenders, and recovery of stolen property and deterrence of criminal activities. 061307ba1 3.5 ~'°' Partner with community members to enhance public safety pr+e-~~ °~~ r°°m°~*, services that meet the needs of various neighborhoods and segments of the community. Goa14. To create a safe community environment through increased awareness and education in order to eliminate violent crime, gang activity, drug use, -juvenile crime, and domestic violence. Objectives: 4.1 I•~Ceooperate with community crime prevention groups and agencies lga 4.2 Support deten•in~~ete~organized crime activity and dee~e~se eliminate the availability of illegal substances and vice activities to citizens. 4.3 Foster a positive attitude in youth toward their own welfare and the welfare of others, °~a *°••r°ra ~°'~°° °r~°°r~ 4.4 Emphasize prevention as the preferred and primary method to eliminate gang activity, substance abuse and juvenile crime. 4.5 Recognize that this is not just a police problem, and solicit the assistance of other community groups and City departments as well as all public safety agencies, schools, and other relevant facilities should be included. 4.6 Maintain public safety partnerships with schools and community-based organizations. 4.7 Promote activities that foster positive relationships between youth and public safety personnel. Goa15. To prevent, control, suppress and investigate fires, affect rescue, mitigate hazardous material incidents, limit collateral damage, and manage emergencies. Objectives: 5.1 Encourage prevention of l~er~t-fires through public education, fire code enforcement, property inspections and incident pre-planning. 061307ba1 5.2 Support protectin~~ prat€f~-the lives and property of Dubuque citizens through the use of trained personnel, ongoing education, and ate appropriate equipment, while striving for state-of--the-art technology. 5.3 Continue to use national standards as a guideline. 5.4 Continue to use and expand the use of cooperative mutual aid agreements in the future due to growth and development. S. S Study response times and deployment, to help determine future needs. Goa16. To prevent or minimize the impacts of natural or man-made disasters. Objectives: 6.1 Continue to develop and maintain comprehensive emergency management planning for ~° °°~~-~*-,~..r,.,.,;°~~~~ ~~°~°~°~ local governments which include severe weather, major mass casualties, hazardous material incidents, dames terrorism and weapons of mass destruction. 6.2 Support a high level of disaster preparedness, to meet or exceed state and federal requirements. ~4 6.3 Develop mitigation programs and activities which will lessen possible catastrophic results from possible disaster occurrences. 6.4 Promote ~-an appropriate'' ?nd e:~u:p,Yed ~tan~~i~~ghtm~~ " ~ °"t °" ~eige= " °`" °' "'' '" "+~ ~ disaster response training and equipment for public safety agencies. Goa17. To provide emergency first responder and advanced life support medical care to the community. Objectives: 061307ba1 7.1 Promote ~-the provision of first responders to provide medical aid for emergency medical calls and accidents, including adequate staff levels. 7.2 Promote ~-re-the provision of prompt and efficient ambulance services and emergency medical care to those in need. 7.3 Promotes readiness status of public safety personnel through ate appropriate training to meet required certifications. Goa18. To provide review and inspection services that regulate the safe and sanitary construction and maintenance of buildings and structures. Objectives: 8.1 Sup ~oK rt regulation pie-and control the design, construction, quality of material, use, occupancy, location and maintenance of all buildings, structures and signs. 8.2 Support regulation -gee-and control the design, construction, installation, quality of material, location, operation and maintenance of plumbing, heating, ventilating, air conditioning, electrical, and fire suppression equipment and systems. 8.3 Lncoura~~e that rental dwelling units, the buildings in which they are located and the building sites meet housing quality standards. 8.4 Support monitorin<~ "orvacant and/or dangerous buildings to return all suitable buildings to code compliance. 8.5 Promote~4ss sanitary conditions and practices in accordance with municipal public health and environmental codes and regulations. 8.6 Support continued'^ coordinated review and inspection services of zoning, housing, building, fire, engineering, health and water codes and regulations for buildings, structures and sites. 8.7 Collaborate with law enforcement, social service, housing and other agencies to respond to public safety problems and issues. Goa19. To educate the community in all areas of , public safety. Objectives: 061307ba1 9.1 Promote and educate the community about self and family preparedness for emergency situations. 9.2 Promote home storage of essential items to sustain family needs in times of disaster. 9.3 Promote educationtt€ °'°-~°r*~M~ ~°'~°°' students to foster a positive attitude, ~ >., good citizenship, and cooperation with'~~•~ °-~~ r°°~°~* public safety efforts. 9.4 Promote eduacatin~~r the community °°~°r°' ~~~'~'~° about fire safety;~e and prevention, crime prevention, disaster preparedness and en~'~genEy~ response, severe weather, and other subjects related to health and safety. 9:-4 9.5 Promote educational programs and outreach services to inform targeted groups and the general public of minimum housing standards and building safety codes. F:/USERS/LCARSTEN/WP/Comp Plan Update 2006/comp plan update/Public Safety/PUBLIC SAFETY GOALS final LRPAC final rec.doc 061307ba1 Policy Statement: DIVERSITY GOALS must address the differences and the similarities found in our community. As °_*~~°~~ °rr,,,i..,°•~° a community; we share common hopes and dreams for our future even though we may not look, er dress or think alike. Our diversity can be our strength as we l ~~a ~ rR° develop new friendships. The world is no longer a place where Dubuque, or any other community, can exist in isolation; rather, the world has come to Dubuque in all its many colors, ~y ideas, ~ challenges and opportunities. Dubuque must continue to expand its intercultural competency to meet the needs of an ever-changing community. Goal 1. To promote community understanding of the content and spirit of the City's Human Relations Ordinance. Objectives: 1.1 Consider identit~~~~ and clarify, in;~ ~°r*~+~• ~~~a ~~~~~~~~- the more complex provisions of the City's Human Relations Ordinance~~. 1.2 Promote education of -the community on their rights and responsibilities, as protected and as legislated in the Human Relations Chapter, particularly as new groups are added. 1.3 Strive to eliminate misconceptions about the Human Relations Ordinance. 1.4 Consider etipandin~~ -r~the public relations efforts of the Human Rights Commission in the community, to increase the public's awareness of the Commission, its mandate and its spirit. Goa12. To ensure compliance with civil and criminal anti-discrimination laws. Objectives: 2.1 Promote community knowledge of anti-discrimination laws. 2.2 Promote reduction of IJthe number of violations of the Human Relations Ordinance. 2.3 Pruntuic iylc•rEUSin<= ~-awareness of what hate crimes are and reduce number of hate incidents. 061207ba1 Goa13. To understand, respect and welcome ~ people and eliminate fear based on differences. Objectives: 3.1 Foster a harmonious, diverse community by educating people on the different life experiences of community members, and community standards and expectations. 3.2 Promote ~'~ 'public acceptance and appreciation of diversity. 3.3 Identify diversity problems e€ in the community and attempt to coordinate efforts to lessen the tension resulting from those problems. 3.4 Promote ~an avenue, such as the Dubuque Dispute Resolution Center, for community members to manage their conflicts in a manner that fosters awin-win outcome. 3.5 Ena>ur~e the identification of ~#~-tools and educate «~'^~^'' °~+~~°^~ community members c~r ~~+~'~~° *° ~°~°'•~° on the value of resolving conflict peacefully. 3.6 Err~~nrn•u~;~, '''~~~r~--community members to keep the Multicultural Family Center viable and operating. 3.7 Pr•ormrtc~ c~clurcriir~r~ r,community members with regard to differing social dynamics, issues and fears. Goa14. To educate community members about diversity and open avenues of communication and interaction within the community. Objectives: 4.1 Encourage a spirit of openness and cooperation among the diverse ~ people of the community. 4.2 n;~,.,,,,,..,,~° +~,° ~+°,. ~pa~-~-di-€€erenFes-ameep~e-are-~~i~ v r~,•r• Pr•c~jnolc' the City's intercultural competency training as a model for the community to promote better communication across cultural differences. 4.3 EJncourace informin~~ ern-the community of the advantages to associated with being a community ~ that welcomes and encourages diversity. 4.4 Support a community that values all ^ people and promotes a comprehensive education *'~~ including multi-cultural diversity. 061207ba1 4.5 Promote iricrecrse~l awareness of socioeconomic differences to foster understanding, such as offering poverty awareness training throughout the community. Goa15. To recognize, appreciate and celebrate diversity as an opportunity to experience and share both our differences and our similarities as a unified community. Objectives: 5.1 Promote the positive results of accepting and sharing diversity among community members. 5.2 Pr~~mote strengthetlin~~~;Tthe City's working relationship with the neighborhoods, local agencies, businesses and schools, to increase productivity and effectiveness through a joint effort, and to foster the spirit of cooperation and collaboration. 5.3 Foster a recognition that, although people are different, they share many similar experiences and values. 5.4 Foster a community atmosphere that is non-threatening and open to change, challenge, and diversity -- a community that offers people the opportunity to experience diversity. 5.5 Continue to provide forums °* ~~~'~~°'~ °~*~~°~° where community members can celebrate diversity and discuss those things which make them different, yet ~ also enrich them. Goa16. To promote equal opportunity hiring practices and inclusiveness in both the public and private sectors as a means to diversify the workplace and expand role-model and leadership opportunities. Objectives: 6.1 Encourage a more diverse workforce. 6.2 Encourage e~le3~ers! recognition by employers that economic development and growth are dependent on a diverse and tolerant workforce as well as a welcoming community. 6.3 Promote ~~k~-e-the City's intercultural competency training as a model for the rest of community to promote inclusiveness in the workplace. 061207ba1