100 Resilient Cities Challenge Copyright 2014
City of Dubuque Action Items # 5.
ITEM TITLE: 100 Resilient Cities Challenge
SUMMARY: City Manager recommending approval of the City of Dubuque's application
to the Rockefeller Foundation's 100 Resilient Cities Challenge.
SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Approve
ATTACHMENTS:
Description Type
❑ 100 Resilient Communities Application-MVM Memo City Manager Memo
❑ Staff Memo Staff Memo
❑ Application Supporting Documentation
❑ Letter of Committment Supporting Documentation
THE CITY OF Dubuque
U E I
erica .i
Masterpiece on the Mississippi 2007-2012-2013
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: 100 Resilient Cities Challenge Application
DATE: December 2, 2015
Sustainable Community Coordinator Cori Burbach is recommending City Council
approval of the City of Dubuque's application to the Rockefeller Foundation's 100
Resilient Cities Challenge.
If the City of Dubuque is recognized as one of the 100 Resilient Cities, Dubuque would
have the opportunity to learn from the Rockefeller Foundation, an internationally-
recognized resiliency expert, as well as peer communities.
As one of the 100 communities, the City of Dubuque would be awarded funds to hire a
Chief Resiliency Officer for a two-year period who would be responsible for developing
a Community Resiliency Plan. Employment beyond the two-year commitment would be
at the discretion of the City Council. The City of Dubuque would be responsible for
providing the Chief Resiliency Officer the support systems needed (operating budget,
access to partners, direct contact with the City Manager and Council) to ensure
success. Non-recurring expenses for a work station and related technology would
equal approximately $3,800 in the first year, and operational costs such as software
support, printing and travel would equal approximately $7,780 over the two-year
appointment.
Cities in the 100 Resilient Cities network are provided with the resources necessary to
develop a roadmap to resilience along four main pathways:
• Financial and logistical guidance for establishing an innovative new position in
city government, a Chief Resilience Officer, who will lead the city's resilience
efforts;
• Expert support for development of a robust resilience strategy;
• Access to solutions, service providers, and partners from the private, public and
NGO sectors who can help them develop and implement their resilience
strategies; and
• Membership of a global network of member cities who can learn from and help
each other.
I concur with the recommendation and respectfully request Mayor and City Council
approval. '
1AA^-
Miclfael C. Van Milligen
MCVM:jh
Attachment
cc: Barry Lindahl, City Attorney
Cindy Steinhauser, Assistant City Manager
Teri Goodmann, Assistant City Manager
Cori Burbach, Sustainable Community Coordinator
Mary Rose Corrigan, Public Health Specialist
2
THE CITY OF Dubuque
UBE I
erica .i
Masterpiece on the Mississippi 2007-2012-2013
TO: Michael Van Milligen, City Manager
FROM: Cori Burbach, Sustainable Community Coordinator
SUBJECT: 100 Resilient Cities Challenge Application
DATE: December 2, 2015
INTRODUCTION
The purpose of this memo is to submit for City Council approval the City of Dubuque's
application to the Rockefeller Foundation's 100 Resilient Cities Challenge.
BACKGROUND
100 Resilient Cities, pioneered by the Rockefeller Foundation (100RC) is dedicated to
helping cities around the world become more resilient to the physical, social and
economic challenges that are a growing part of the 21st century.
100RC supports the adoption and incorporation of a view of resilience that includes not
just the shocks—earthquakes, fires, floods, etc.—but also the stresses that weaken the
fabric of a city on a day to day or cyclical basis.
Cities in the 100RC network are provided with the resources necessary to develop a
roadmap to resilience along four main pathways:
• Financial and logistical guidance for establishing an innovative new position in
city government, a Chief Resilience Officer, who will lead the city's resilience
efforts;
• Expert support for development of a robust resilience strategy;
• Access to solutions, service providers, and partners from the private, public and
NGO sectors who can help them develop and implement their resilience
strategies; and
• Membership of a global network of member cities who can learn from and help
each other.
DISCUSSION
Dubuque's sustainability vision incorporates goals associated with a community resilient
to economic, environmental, and social threats. During their 2015 goal setting process,
the City Council established as one of their priorities the development of a Resilient
Community Advisory Commission. Projects already underway, such as the Bee Branch
Watershed Flood Mitigation Project, incorporate resiliency elements, and proposed
actions, such as those outlined in Dubuque's recent application to the HUD National
Disaster Resiliency Competition, would further our work.
If recognized as one of the 100 Resilient Cities, Dubuque would have the opportunity to
learn from the Rockefeller Foundation, an internationally-recognized resiliency expert,
as well as peer communities. As one of the 100 communities, we would be awarded
funds to hire a Chief Resiliency Officer for a two-year period, who would be responsible
for developing a community Resiliency Plan.
BUDGETIMPACT
As outlined in the application materials, the City of Dubuque would be responsible for
providing the CRO the support systems needed (operating budget, access to partners,
direct contact with the City Manager and Council) to ensure success. Budget Director
Jennifer Larson recommends that non-recurring expenses for a work station and related
technology would equal approximately $3,800 in the first year, and operational costs
such as software support, printing and travel would equal approximately $7,780 over the
two-year appointment. Employment beyond the two-year commitment would be at the
discretion of the City Council.
RECOMMENDATION
I respectfully recommend Council approval of the attached application to the 100
Resilient Cities Challenge.
2
Rockefeller Foundation 100 Resilient Cities Challenge
Online application submitted November 24, 2015
1. Contact Information
Cori Burbach
Michael Van Milligen
Roy D. Buol
563.589.4110
cburbach(cDcityofdubugue.org
2. Select four shocks that are most relevant to your city, and rank the shocks by order of magnitude with
which they affect,or threaten, your city.
Answer:
Rainfall flooding
Hazardous materials accident
Heat wave
Hurricane,typhoon,cyclone
2.1. Select four stresses that are most relevant to your city, and rank the shocks by order of magnitude
with which they affect,or threaten,your city.
Answer:
Aging infrastructure
Aging population
Lack of affordable housing
Significant environmental degradation, air/water pollution
3. Select four shocks least likely to impact your community.
Wildfire
Tsunami
Volcanic activity
Riot/civil unrest
3.1 Select four stresses least likely to impact your community.
Overpopulation
Political instability/sectarian violence
Commodity price fluctuations
Chronic energy shortages
4. What is the long-term impact of your greatest existing or imminent stress? (250 words)
Answer: Aging infrastructure
Dubuque is Iowa's oldest city. Its aging infrastructure faces significant challenges. Streets, bridges,
water lines, and other infrastructure are routinely stressed by winter storms, frequent flooding and
other events. City leaders are working aggressively to repair, upgrade and replace deficient
infrastructure. Dubuque understands that it cannot grow sustainably without a strong infrastructure
backbone.
With climate change, the threat of overtopping the city's floodwall has become a very real nightmare for
which Dubuque is not adequately prepared. No long-term response strategy exists.
Dubuque's communication infrastructure is dependent on a limited, non-redundant network entering
the city. The lack of progress the community has made in the development of broadband access
threatens to leave Dubuque behind as the rest of the nation develops its communication infrastructure.
In addition, its 911 communications center is located in a vulnerable flood area,and its radio
communications network is defenseless against wind and tornadoes (both of which occur regularly).
Loss of Dubuque's communications capability during an acute shock would be catastrophic.
Dubuque's partnership with IBM enabled the community to think creatively about its infrastructure
needs. In 2009,the City and IBM launched Smarter Sustainable Dubuque to provide residents and
businesses information they need to save money, conserve resources, improve local economy, and
reduce carbon. The partnership developed tools to monitor and reduce energy consumption,detect
water leaks, and design bus routes that have maximized transit ridership. Data analytics give us the
opportunity to transform the way we plan for, replace, and design new infrastructure.
4.1 What will be the impact when highest-ranking shock occurs? (250 words)
Answer: Rainfall flooding
Imagine: Your family is waiting out a tornado warning in the safety of your basement. Suddenly heavy
rains produce flash flooding and floodwaters start pouring in around you. Your choice: stay in your
flooding basement or go upstairs and risk the tornado? Many Bee Branch Watershed residents have
faced this dire situation repeatedly—and it's NOT just a little water in the basement. It's flooding that
inundates water heaters,furnaces, and electrical boxes; it rushes down streets from curb to curb--
stalling vehicles,stranding motorists, blowing sewer covers, and ripping up pavement. It's six
Presidential Disasters between 1999 and 2011, with estimated damages of$69.8 million.
This watershed encompasses historic neighborhoods offering affordable workforce housing. Most
residents are working families, many are elderly-- those least able to recover from repetitive flood loss.
From 2004 to 2009, commercial property values grew by 39%citywide—but fell by 6% in the flood
prone area.
In response, the City engaged consultants, state and federal partners, citizen advisory committees,and
the general public to create,fund,and implement a flood mitigation plan consistent with Dubuque
County's Multi-Jurisdictional Hazard Mitigation Plan and Comprehensive Emergency Management Plan
for improvements throughout the watershed.
A vital component of the communication strategy for plan implementation and emergency response
efforts was adding a full-time Communication Specialist in the City's Public Information Office. A
communication plan was developed to keep residents and businesses informed during construction and
in the event of an emergency.
4.2 Select the last significant shock and detail how your community responsed. (100 words)
Answer: Rainfall flooding
In July 2011 Dubuque received over 14" inches of rain in 12 hours. Dubuque experienced severe flooding
creating impassable streets downtown and in residential neighborhoods, retaining wall failures, building
collapses and pavement washout causing road closures of major highways and arterials, inaccessible
structure fires due to flooding, evacuation and water rescue, detention basin failure and failure of water
pollution control plant,downed power lines and traffic lights and loss of the city-wide emergency paging
system. In response Dubuque activated our Emergency Operations Center to manage the crisis,
prioritize limited resources to response and inform citizens on how to stay safe.
5. Describe the shock you are most prepared to face. (250 words)
Answer: Rainfall flooding
Historically,the Mississippi River flooded Dubuque's low-lying riverfront areas. After the 1965 record
flood,a concerted effort by local,state, and federal officials worked to fund and build a floodwall/levee
system completed in 1973. Since then, disasters related to the River largely have been avoided. Certified
in 2012, Dubuque's levee/floodwall system meets Federal design, construction, maintenance and
operation standards to adequately reduce the risk of flooding from a major flood. The City conducts
regular maintenance, periodic repairs, and upgrades to protect over 1,000 industrial, commercial,
institutional and residential properties along our riverfront. Currently, Dubuque is working with
consultants and State and Federal partners to analyze impacts of and improve emergency response to a
potential levee breach.
The 2001 City's Drainage Basin Master Plan was developed to ensure that efforts to solve flooding
problems are efficient, cost-effective and do not creating flooding issues elsewhere in the community.
Following the Master Plan's 2013 update,the Bee Branch Watershed Flood Mitigation Project will
mitigate flooding in four ways: reduced flow of floodwaters, reduced volume of floodwaters, increased
floodwater conveyance capacity through watershed,and create barriers between critical facilities and
floodwaters. As we implement the Project,we note these outcomes: reduced flooding and flood
damage, reduced infrastructure and utility maintenance costs, reduced high and low stream flows by
minimizing erosion and reducing surges of stormwater flows, protected water quality by reducing
sediment and nutrient loads, reduced land development and infrastructure costs, improved property
values,and improved quality of life for residents.
6. Describe the stress you are most prepared to face. (250 words)
Answer: Blizzard
Dubuque receives large amounts of snow,freezing rain, and extreme wind chills each year. Severe
winter storms are common between October and April. During these cold weather events, 14 trucks are
dispatched to treat Dubuque's streets around the clock. If snowfall accumulations are in excess of 6
inches, motor graders and plow-equipped endloaders assist with plowing operations. All streets are
cleared for vehicular travel within 48 hours of the cessation of a winter storm.
Emergency responders are trained to continue operations in winter weather. The fire department is
equipped with maps to show where hydrants are located within the city. Ambulances operate with
chains to transport patients to area hospitals, and the police department patrols the city with all-wheel
drive vehicles.
City facilities are being designed to withstand electrical power loss from the grid when possible. The
Water& Resource Recovery Center installed two 1500 kw standby generators powered by methane,
and pumping stations are equipped with generators, to ensure continuity of waste water treatment
during power outages from events like ice storms.
Citizens are also better prepared for blizzards. Advanced warning allows residents to gather emergency
provisions, arrange medical care, and remain off the roads. Neighbors check in on neighbors during a
snowstorm,and everyone works together to help clear streets and sidewalks, dig out fire hydrants, and
assist stranded motorists.
Finally, Dubuque's "Code RED" Emergency Notification System allows local officials to telephone all or
targeted areas of the city in case of an emergency situation that requires immediate action.
7. Write about an experience that demonstrated a need for greater resiliency in your city and how it
impacted your city's ability to function. (250 words)
In order to be truly resilient,a city must be prepared to weather physical,economic and social storms.
As a community that has experienced 6 disaster declarations since 2000, Dubuque appreciates the need
to prepare for, react to and recover from physical shocks. A Chief Resiliency Officer's portfolio will
certainly include disaster response as a critical function.
Dubuque also understands the need to be economically resilient. With the collapse of the farm
economy in the 1980s, the community watched as the Dubuque Packing Company closed up shop, and
then saw John Deere—then the city's largest employer—reduce its workforce by two thirds.
Diversifying Dubuque's business sectors and preparing the city's workforce for the creative and
innovative economy will also be a critical role of Dubuque's Chief Resiliency Officer.
Tackling Dubuque's social resiliency is a challenge the city has begun to tackle. Like many Midwestern
communities, Dubuque's citizens are uncomfortable talking about poverty, inequality and race. That
lack of communication has led to cultural misunderstandings between neighbors,and created racial
tensions among residents and negatively impacts workforce development efforts. Establishing Inclusive
Dubuque, led by the Community Foundation and private sector partners,the City is making strides and
would benefit from the addition of a Chief Resiliency Officer's partnership and participation.
7.1 Development of Resiliency Strategy would integrate into what existing planning processes in your
community? (250 words)
Dubuque embraces economic prosperity,environmental integrity and social and cultural vibrancy in
order to create a sustainable legacy for future generations. These same fundamental principles for
Dubuque's sustainability will be the driving force behind the community's resiliency as we grow in the
21st Century.These sustainability principles strongly align with the tenets of the 100 Resilient Cities
initiatives and the City Resilience Framework. There is no better evidence of this than the City of
Dubuque Comprehensive Plan.
The City of Dubuque Comprehensive Plan is an integrated and inclusive community-wide approach to
creating orderly,efficient,and informed steps toward achieving and implementing community goals.
The plan, structured around Dubuque's sustainability principles, serves as a guide for the city's physical,
social and economic development. It examines past and present conditions and identifies key issues and
opportunities which,through the input of residents, determines the direction for policy, growth and
development.
Dubuque's existing planning framework closely reflects the vision of the 100 Resilient Cities Challenge.
These overarching principles create a perfect opportunity to integrate policies which strengthen
Dubuque's resiliency.The next update of the Comprehensive Plan will include a new chapter which
addresses hazard mitigation.The chapter will discuss traditional planning and policies to mitigate
hazards and vulnerabilities in Dubuque. The chapter will either be restructured under the larger concept
of resiliency or will expand on the traditional concepts of hazard mitigation to delve deeper into the
physical,social and economic stresses and shocks that can weaken the fabric of the city.
8. Describe existing partnerships and how those partners would be engaged in a Resiliency Planning
process.
Answer:
a. Community Foundation of Greater Dubuque
The City has partnered with the CFGD,who coordinates philanthropic giving, facilitates collaboration,
and builds non-profit capacity, since 1999. In 2009,we launched Dubuque 2.0, a community
engagement initiative focused on sustainability.Together,we launched the Green & Healthy Homes
Initiative. Today, we partner in addressing the community's most systemic challenges: Inclusive
Dubuque is a network approach to creating a welcoming and inclusive community; Project HOPE
improves inter-agency collaboration to improve employment opportunities; Every Child I Every Promise
ensures that all third graders read at grade level; Grants to Green funds non-profit energy efficiency to
free funds for operational expenses.
The City and CFGD are engaged in creating a resilient neighborhood strategy that encompasses
elements of Dubuque's first equity profile: safety, housing,transportation, economic wellbeing, and
education.The CFGD is engaged in a Funders Network program to increase community foundation
leadership and capacity for resilient communities. The CFGD will engage residents and non-profits in
preparing for environmental and economic stresses and shocks. Following a disaster,the CFGD will
coordinate philanthropic giving to not only bounce back, but bounce forward. CFGD staff will be part of
a cross-sector Resiliency Task Force with focuses on equity and access to services.
b. Greater Dubuque Development Corporation
The City partners with GDDC to focus on business retention and expansion,workforce solutions, new
business recruitment, and smarter sustainable innovation. The GDDC improve Dubuque's economic
resiliency by diversifying the city's business sector, and develop training programs to provide
opportunities for low-income individuals. GDDC operates the InfoAction program, and partners with the
City to address CEO-identified barriers. City staff support GDDC's Sustainable Innovation initiative,
which uses analytics and entrepreneurial development services to create new businesses,jobs, and
wealth in the community.The City and GDDC have also partnered to implement the Smarter,
Sustainable Dubuque initiative with IBM Watson Research.
GDDC staff will participate in the Resiliency Task Force,and represent the needs and contributions of the
private sector. GDDC will connect the City with local businesses who can lend planning, infrastructure
design,or other technical expertise during the strategic planning process. GDDC staff and investors will
identify the most significant threats to the local economy, and quantify how environmental shocks will
impact the local economy. During the resiliency strategic planning process,they will focus on continuity
of operations,supply chains, and other key business considerations. GDDC will partner with the CRO to
ensure that the most vulnerable individuals are protected and supported.
c. UI Flood Center
The Iowa Flood Center, located at the University of Iowa, is the central organization focused on
advanced research and education related to floods. The City has partnered with the IFC since its
creation following catastrophic 2008 floods. In 2011,we formed the Sustainable Dubuque Watershed
Network,embedding spatially-detailed, high frequency sensors to monitor water resources. We are
currently working to develop a nutrient trading system throughout Iowa, using the Catfish Creek
Watershed as a pilot. The City recently partnered to submit a statewide watershed approach to flood
prevention through the HUD National Disaster Resiliency Competition.
Iowa Flood Center representatives will serve on the task force convened by the CRO,and provide
substantive input on the development and execution of a Resiliency Plan. The IFC will provide modeling
and technical analysis as Dubuque develops the Plan. They will continue to develop statewide
approaches to minimize impacts of climate change,and partner with Dubuque's CRO to use Dubuque as
a model for infrastructure planning and implementation. IFC will advocate for statewide policy and
funding to assist cities in environmental disaster mitigation and response.
8.1 Describe previous engagement with private sector to implement public sector work (100 words)
Since 2008 the City has coordinated with numerous property owners to replace aging infrastructure in
its Historic Millwork District. The City purchased private streets to create complete streets and better
traffic flow,and entered into development agreements to spur private development in the district.The
City built an intermodal transportation center to complement this private mixed-use development. Local
artists and artisans designed public features such as benches, receptacles. Regular public-private
meetings allow both sectors to collaborate on major decisions and the smallest details. Today the
district is home to 160+ new residential units and vibrant retail offerings.
8.2 Describe significant past engagements with external partners. (100 words)
The City partnered with government agencies and financial institutions to implement the Bee Branch
Watershed Project. Over 15 years,we partnered with federal agencies to obtain permits and alter
legislation to allow for the proactive watershed approach to flood mitigation,with the Iowa Finance
Authority to create new funding mechanisms,and with residents in project design.
In 2012-13, the City partnered with the University of Iowa Initiative for Sustainable Communities to
complete ten projects to advance economic, environmental, and social sustainability.
We actively participate in the ICMA CityLinks program, as both a resiliency teacher and student.
8.3 Provide links to critical partners.
Answer:
Urban Sustainability Directors Network (www.usdn.or�)
International City/County Managers Association: Sustainable Communities Advisory Committee
(http://icma.org/en/icma/members/committees_task_forces/current committees) and City Links
program (www.icma.org/en/cl/home)
Mississippi River Cities &Towns Initiative (www.mrcti.org)
Climate Communities (www.climatecommunities.org)
The Funders Network (www.fundersnetwork.org)
America's Watershed Initiative (www.americaswatershed.org)
STAR Communities (www.starcommunities.org)
ICLEI (www.icleiusa.or )
University of Iowa Iowa Initiative for Sustainable Communities(www.iisc.uiowa.edu)
Community Foundation of Greater Dubuque (www.dbqfoundation.org)
Greater Dubuque Development Corporation (www.greaterdubugue.or�)
Green Dubuque (www.greendubugue.or )
Project Concern (www.promect-concern.org)
Iowa Flood Center(www.iowafloodcenter.org)
More information on critical partners and networks can be found at www.sustainabledubugue.orand
www.Cityofdubugue.org.
9. From the provided list, pick three topics of immediate interest to your city:
Answer:
Reliable communications &mobility
Diverse livelihoods and employment
Empowered stakeholders
10. Letter of commitment
ATTACHED
11-12. Describe your proposed structure for the integration of a new Chief Resiliency Officer (CRO).
Answer:
Model D.
The City of Dubuque operates under a city manager form of government; every department head
reports directly to the manager. City Manager Michael Van Milligen has served the Mayor and City
Council since 1993.
The CRO will be a new staff member; while the portfolio of work for this individual will be largely new
(including the facilitation of a community-wide Resiliency Plan), the duties of the CRO will closely align
with the work of the existing Sustainable Community Coordinator (SCC). The two positions will be
joined to create the Office of Sustainability & Resiliency.
The City Council has identified sustainability as its top priority since 2006,and in 2008 created the Office
of Sustainability. This commitment to the position has been continuous, and funding has been allocated
for staffing as well as capital projects and programs that implement the sustainability and resiliency
goals identified by a community task force in 2006. In 2014, the Council identified formation of a
Resilient Community Advisory Commission as one of its top strategic priorities. This Commission will be
a key citizen advisory commission to support and advise the CRO.
Like the SCC, the CRO will report directly to the City Manager and participate in the City's Leadership
Team. The SCC has experienced success in this position, as she is able to work directly with other
departments,coordinating cross-department work,and is integrally involved in organization-wide
initiatives including the development of the annual budget, performance measurement system,and
community engagement strategy.
11.1 Tell us why the model you selected will work best in your city (250 words).
Answer:
The CRO will report directly to the City Manager and develop a work plan with SCC as part of the newly-
developed Office of Sustainability and Resiliency. The CRO will participate in weekly department
manager meetings and schedule regular meetings with the City Manager to explore opportunities,
address barriers,and ensure progress. The CRO will participate in quarterly work sessions with the
Mayor and City Council,currently facilitated by the SCC, to ensure that policy makers are aware of
progress, incorporate available data into decision making, and are prepared to implement the Resiliency
Plan recommendations.
The CRO will also be responsible for developing relationships with key partners,and will remain
accountable to the public. All CRO recommendations, including the final Resiliency Plan,will be
forwarded from the City Manager to the Mayor and City Council for approval. This level of engagement
is necessary to ensure the inclusive development of an actionable plan, and to ensure shared ownership
of the plan,which will lead to implementation.
The newly-forming Resilient Community Advisory Commission will participate in the CRO-facilitated
strategic planning process. It is anticipated that recommendations of the plan will include municipal and
community actions, and community support will be integral to achieving resiliency goals.
A task force comprised of key City departments (including Planning and Emergency Management) and
strategic partners will be formed to assist the CRO in development of the Resiliency Plan. The SCC has
existing relationships with these individuals and will assist in launching and implementing the effort.
12. Outline your vision for the Chief Resiliency Officer, including the reporting structure and any similar
positions or work being done. Address vital items for success: a leadership body such as a steering
committee to advise and accelerate priorities; a dedicated department with an operational budget.
Answer:
Under the direction of the City Manager and City Council, the CRO will be given access to resources,
analytical tools and data to ensure success. The Office of Sustainability and Resilience will receive
secretarial support from the City Manager's Office,and will have access to an operating budget for
community engagement, publications,travel,education, etc. The CRO will develop relationships with
key City departments who can assist in achieving his/her goals, including the Public Information Office
(public outreach &education, publication design), Community Engagement Coordinator, Information
Services/GIS departments,and Budget Offices.
13. When would you ideally begin the process to become a 100RC?
Answer:
Ideally, participation in the 100RC could begin in March 2016. The annual strategic planning process,
which involves department heads and City Council, begins in June each year. Beginning in March would
ensure data and recommendations would be,at least in draft stage, available to inform the 2017-2018
strategic planning process.
Office of the Mayor
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November 24, 2015
100 Resilient Cities Centennial Challenge Team
The Rockefeller Foundation
Dear 100 RC Challenge Team,
I would like to express my sincere appreciation for the opportunity to apply for the Rockefeller
Foundation 100 Resilient Cities Centennial Challenge. The Challenge afforded our city the
opportunity to once again come together to assess our community's preparedness in the
event of a disaster. When I ran for Mayor in 2005, my motto during the campaign was
"engaging citizens as partners." As I went door to door talking to thousands of citizens, I
heard a consistent theme revolving around sustainability. In 2006, after my election and at
my urging, the City Council adopted sustainability as our top priority and it has been our
number one priority since. Our achievements around this initiative, in particular our citizen
task force, have allowed us to understand the need for an engaged citizenry working hand in
hand with local government. Climate change is real and happening. Natural disasters are
becoming more frequent and more severe. In addition, human-made threats are a real issue
for cities. The need for government to operate at its highest level is most acute during these
types of events. If cities don't take the time to plan and build relationships with their citizens,
there is tension which is simply magnified during times of crisis.
We also know small to medium sized cities have fewer resources and know how to manage
competing demands with these resources. History and our own experience have shown us
that while it is easy to scale up, it is difficult to scale down. While challenges, scalability of
solutions and funding resources grow with the size of a community, what transfers across all
cities is outside the box thinking, which is a hallmark of smaller communities who must be
more creative because they have fewer resources. It is also more relevant across cities.
Today over 40% of the US population live in cities under 100,000. In the US, there are only
10 cities with a population over 1 million, 109 cities with a population over 200,000 and nearly
30,000 cities with populations under 100,000.
I applaud the Rockefeller Foundation for creating a global awareness and call to action
around resiliency. It is an issue for every city around the world. The groundwork laid through
our Sustainable Dubuque initiative has been preparing us for this moment and we want to be
one of the 100 Resilient Cities. We are committed to being both a student and teacher
throughout this process. I enthusiastically support the efforts of city staff as outlined in this
application and have great confidence in their ability to achieve all that they have outlined.
City of Dubuque staff take great pride in the work that we have done to date to protect
resources, our community as a whole and I can say with confidence that they are committed
to protecting and preserving all that we have achieved to minimize the impact from future
events. Should Dubuque be fortunate to be selected as a 100 Resilient City, we understand
the local commitment required and agree to provide the necessary operating budget, support
staff and other resources as required by the grant and as outlined in our submission.
For these and many other reasons, I would ask you to consider our application for the 100
Resilient Cities Centennial Challenge. With our extraordinary leadership, partnership and
committed staff and citizenry, you will not be disappointed.
Please feel free to contact me directly at 563-564-5455 or Rdbuol()-cityofdubugue.org or City
Manager Mike Van Milligen at 563-589-4110 or ctymgr()cityofdubugue.org with any
questions regarding this application.
Thank you for your consideration and for all your work to help make cities and our world more
resilient.
Sincerely,11-1/7
J'ZQ
Mayor
City of Dubuque