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City Manager's Office FY 2017 Budget PresentationCity Manager -47- This page intentionally left blank. -48- CITY MANAGER'S OFFICE Budget Highlights FY 2014/15 Actual FY 2015/16 Adopted FY 2015/16 Amended FY 2016/17 Recomm'd % Change from Adopted FY 2015/16 Employee Expense 1,066,374 1,011,424 1,011,424 1,104,516 9.2% Supplies and Services 292,634 301,001 335,698 286,978 -4.7% Machinery and Equipment 5,612 450 450 6,279 1295.3% Total 1,364,620 1,312,875 1,347,572 1,397,773 6.5% Resources Administrative OH Recharges 445,882 368,232 368,232 511,247 38.8% Misc. Reimbursements 45,690 15,000 15,000 15,500 3.3% CDBG Charges 76,672 98,303 99,406 108,467 10.3% Total 568,244 481,535 482,638 635,214 31.9% Property Tax Support 796,376 831,340 864,934 762,559 (68,781) Percent Increase (Decrease)-8.27% Personnel - Authorized FTE 9.35 9.35 9.77 9.77 Improvement Package Summary City Manager’s Office 1 of 6 This decision package would provide funding for additional overtime for the Office Manager and secretaries of $5,600. The current overtime budget is $4,400 and the year-to-date expenses through November 13, 2015 is $3,213. There is an average of $444 of overtime charged each payroll by support staff in the City Manager’s Office. The historical amount of overtime by fiscal year is $2,779 in FY 2011; $10,939 in FY 2012; $1,727 in FY 2013; $3,321 in FY 2014; and $10,657 in FY 2015. Related Cost: $ 5,600 – Tax Funds –Recurring Recommend - Yes Related Revenue: $ 653 – Sanitary Sewer User Fees –Recurring Related Revenue: $ 208 – Stormwater User Fees –Recurring Related Revenue: $ 107– Parking User Fees –Recurring Related Revenue: $ 809 – Refuse User Fees –Recurring Related Revenue: $ 332– Landfill User Fees –Recurring Net Property Tax Cost: $3,491 Property Tax Impact: +$.0015/+.01% Activity: City Manager’s Office 2 of 6 This decision package would provide funding for the Assistant City Manager to attend the required regional summit conference for the International City/County Management Association (ICMA). In September 2014, an Assistant City Manager was appointed to a 3-year term on the ICMA International Committee. This committee serves as an advisory body to the ICMA Executive Board on a range of international matters including providing a global context for local government management and -49- communities in which they serve. Membership on the committee is very competitive and committee members are required to attend at least one International Regional Summit during their 3-year appointment. Dubuque has been a leader in ICMA-sponsored international exchanges having been one of the original host communities for the ICMA International Fellowship program in 2011. Since then Dubuque has been selected as a host community for each round and has welcomed over 20 International Fellows from 15 cities across 10 countries. Participation in these exchanges provides for an opportunity to share best practices around community resiliency, community engagement and local legislative processes as well as increase our Intercultural Competency among city staff and our key partners. Currently 80 companies in the Greater Dubuque Area have international sales and 77 have overseas locations. Participation in the International Regional Summit will strengthen Dubuque’s global reach and supports the City Council’s vision of “expanding global connections” and the five-year goal of social/cultural vibrancy. Related Cost: $ 3,060 – Tax Funds –Non-Recurring Recommend - Yes Related Revenue: $ 357 – Sanitary Sewer User Fees –Recurring Related Revenue: $ 114 – Stormwater User Fees –Recurring Related Revenue: $ 59– Parking User Fees –Recurring Related Revenue: $ 442 – Refuse User Fees –Recurring Related Revenue: $ 182– Landfill User Fees –Recurring Net Property Tax Cost: $1,906 Property Tax Impact: +$.0008/+.01% Activity: City Manager’s Office 3 of 6 This decision package would provide funding for the Assistant City Manager to attend the annual board meeting and board membership dues for the National Civic League (NCL). An Assistant City Manager has been invited to serve on the Board of Directors for the National Civic League (NCL). As the oldest non-profit and nonpartisan organization established NCL promotes the fostering and sharing of best practices of local government and promoting public engagement. NCL board members are required to attend three board meetings. Two board meetings are done via conference call and the third meeting is held in June in conjunction with the All-America City Award competition. Participation in the NCL will allow Dubuque to be on the front line to learn and share best practices on issues affecting local government. This supports the City Council’s Five-Year community goals for a Sustainable Dubuque, the Five-Year City Goals and the Five-Year Organizational Goal as well as the Vision statement of “achieving goals through partnerships.” Related Cost: $ 2,175 – Tax Funds –Recurring for 3 Years Recommend - Yes Related Revenue: $ 254 – Sanitary Sewer User Fees –Recurring Related Revenue: $ 81 – Stormwater User Fees –Recurring Related Revenue: $ 42– Parking User Fees –Recurring Related Revenue: $ 314 – Refuse User Fees –Recurring Related Revenue: $ 129– Landfill User Fees –Recurring Net Property Tax Cost: $1,355 Property Tax Impact: +$.0006/+.01% Activity: City Manager’s Office -50- 4 of 6 This decision package would provide funding for the expansion of the Neighbor2Neighbor program. Funds are being requested for printing costs for brochures and window clings to promote the expansion of the Neighbor2Neighbor program. Neighbor2Neighbor (N2N) is a resident-driven City-supported program, aimed at promoting interaction, collaboration and strong relationships among neighbors in an effort to make our neighborhoods healthier, safer, and friendlier. It was developed by a team of City staff in response to neighborhood concerns, recommendations from the Safe Community Task Force, as well as City Council Goals and Priorities around safety and neighborhood engagement. The national program, Neighborhood Watch, was implemented in Dubuque a number of years ago, but participation dropped precipitously and the program was discontinued. Neighborhood Watch is traditionally crime focused. N2N is a more comprehensive proactive approach which focuses on building relationships among neighbors and making our neighborhoods healthier, safer and friendlier. Development of the program was a collaborative effort with neighborhood development, police, human rights, economic development, and most importantly, active participation from residents. The Neighbor2Neighbor pilot program kicked off in November 2014 with 6 block coordinators throughout the city. The pilot is currently being expanded to another 7 Neighbor2Neighbor initiatives in FY 2016. The proposed improvement package will enable staff to expand the program by actively promoting it community wide. Related Cost: $ 800 – Tax Funds –Recurring Recommend - Yes Related Revenue: $ 93 – Sanitary Sewer User Fees –Recurring Related Revenue: $ 30 – Stormwater User Fees –Recurring Related Revenue: $ 15– Parking User Fees –Recurring Related Revenue: $ 116 – Refuse User Fees –Recurring Related Revenue: $ 47– Landfill User Fees –Recurring Net Property Tax Cost: $499 Property Tax Impact: +$.0002/+.00% Activity: Neighborhood Development 5 of 6 This decision package would provide funding for a computer tablet for an Assistant City Manager. The computer tablet would allow the Assistant City Manager to have access to files, e-mail and calendar when away from the office at meetings and other City events. Related Cost: $ 1,083 – Tax Funds –Non-Recurring Recommend - Yes Related Cost: $ 120 – Tax Funds – Recurring Related Revenue: $ 114 – Sanitary Sewer User Fees – Non-Recurring Related Revenue: $ 40 – Stormwater User Fees – Non-Recurring Related Revenue: $ 21 – Parking User Fees – Non-Recurring Related Revenue: $ 156– Refuse User Fees – Non-Recurring Related Revenue: $ 64 – Landfill User Fees – Non-Recurring Related Revenue: $ 13 – Sanitary Sewer User Fees – Recurring Related Revenue: $ 4 – Stormwater User Fees – Recurring Related Revenue: $ 2 – Parking User Fees – Recurring Related Revenue: $ 17– Refuse User Fees – Recurring Related Revenue: $ 7 – Landfill User Fees – Recurring Net Property Tax Cost: $ 765 Net Property Tax Impact: +$.0003/+.00% Activity: City Manager’s Office -51- 6 of 6 This decision package would provide funding to purchase twenty City flags of two different sizes to partner with strategically located private flag displays to use a City of Dubuque flag as part of their flag display. Related Cost: $ 1,370 – Tax Funds –Recurring Recommend - Yes Property Tax Impact: +$.0006/+.01% Activity: City Manager’s Office Significant Line Items at Maintenance Level (Without Recommended Improvement Packages) Employee Expense 1. FY 2017 employee expense reflects a 2.5% wage package increase. 2. The Iowa Public Employee Retirement System (IPERS) City contribution remains at 8.93% and the employee contribution remains at 6.18% in FY 2017. 3. The City portion of health insurance expense increased from $1,040 in FY 2016 to $1,325 in FY 2017 per month per contract, resulting is an increase of $23,940 (27.40%). 4. Overtime expense in FY 2017 remains at $4,400. 5. The Sustainable Dubuque Intern was previously paid through another agency; however beginning in FY 2016 the intern is a seasonal City employee which has increased seasonal FTE (+0.425 FTE). Two positions in the City Manager’s Office remain frozen in Fiscal Year 2017 with a savings of $83,322. These positions include a part-time management intern ($24,040) and a full-time secretary ($59,229). Supplies & Services 6. Postage and Shipping decreased from $1,251 in FY 2016 to $800 in FY 2017 based on FY 2015 actual of $707. 7. Conferences decreased from $44,485 in FY 2016 to $40,081 in FY 2017 due to eliminating the cost of the City Manager serving on the Cartegraph Advisory Board (-$4,000). 8. Mileage increased from $748 in FY 2016 to $1,252 in FY 2017 based on historical actual. 9. Telephone decreased from $5,128 in FY 2016 to $3,983 in FY 2017 based on FY 2016 actual monthly average annualized. 10. Internet Services decreased from $3,360 in FY 2016 to $974 in FY 2017 due to a new contract negotiated for data plans for tablets which reduced the monthly cost from $40 per month per device to $10 per month per device. 11. Catering Services decreased from $6,000 in FY 2016 to $3,000 in FY 2017 based on FY 2015 actual. This line item represents the cost of meals for City Council prior to worksessions. -52- 12. Spirit Related expense remains at $9,720 in FY 2017. The employee recognition gifts continue to be frozen in FY 2017 (-$7,000). 13. Pay to Other Agency decreased from $48,156 in FY 2016 to $31,000 due to moving the Sustainable Dubuque Intern to employee expense (-$13,000). Machinery & Equipment 14. Equipment replacement items at the maintenance level include ($450): Neighborhood Development Specialist (1) Smart Phone $ 450 Revenue 15. Revenue received from Enterprise Funds for administrative overhead charges has increased from $368,232 in FY 2016 to $490,968 in FY 2017 due to increased capacity in the sanitary sewer fund. -53- CITY OF DUBUQUE ORGANIZATIONAL CHART Building Services Economic Development Emergency Communications Finance Fire Department Health Services Housing & Community Development Human Rights Information Services Parking Division Ambulance Services Training & Workforce Development Leisure Services Civic Center Park DivisionRecreation Division Grand River Center Multicultural Family Center Public Works Planning Services Emergency Management Police Department Engineering Department Water Department Water & Resource Recovery Center Transit Division Human Relations Citizens of Dubuque City Council City Manager’s Office City ClerkCity Attorney AirportLibrary Management/Legislative Public Information Office Cable TV Geographic Information Systems Personnel Sustainability Budget Neighborhood Development Arts and Cultural Affairs Elected by the Citizens of Dubuque Appointed by the City Council Appointed by the Library Board of Trustees Appointed by the Airport Commission-54- CITY MANAGER’S OFFICE The City Manager’s Office plans, organizes and manages all activities of the City organization so as to provide leadership so that all City Council priorities, policies, and programs are successfully implemented and effectively managed. This includes the City Council Policy Agenda and Management Agenda to assure quality public services are responsive to the citizens and that we operate as a High Performing Organization. SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS LEADING TO OUTCOMES City Manager’s Office Management/ Administrative/ Legislative Sustainability Neighborhood Development PEOPLE Establish a culture of quality customer service and deliver services that exceed citizen expectations. Invest in staff development to improve leadership capacity and increase leadership effectiveness Attract, engage and retain a high quality, creative and diverse workforce Promote and invest in employee health and safety PLANNING Work with all City Departments and Divisions to perform the duties and responsibilities specified in the City Charter to ensure economic prosperity, environmental/ecological integrity and social/cultural vibrancy exist throughout the community and are incorporated into daily activities. PARTNERSHIPS Develop and foster over 50 Local, State, Regional, Federal and National partnerships to implement the City Council’s community vision. Increase citizen engagement in local governance processes Develop team-processes that lead to innovative solutions for community challenges and opportunities -55- CITY MANAGER’S OFFICE The City Manager’s Office is supported by 9.77 full-time equivalent employees, which accounts for 79% of the department expense as seen below. Overall, the departments’ expenses are expected to increase by 3.5% in FY 2017 compared to FY 2016. Expenditures by Category by Fiscal Year 0 100000 200000 300000 400000 500000 600000 700000 800000 900000 M i s c el l a neous R ev enue Admi ni s tr a ti v eO v er hea d R ec ha r ges CDBG Cha r ges P r oper tyT a xS uppor t R es our c es a ndP r oper tyTa xS uppor t FY2015 FY2016 FY2017 $0 $200, 000 $400, 000 $600, 000 $800, 000 $1, 000, 000 $1, 200, 000 Empl oyeeExpens e S uppl i es a ndS er v i c es M a c hi ner ya ndEqui pment $1, 066, 374 $292, 634 $5, 612 $1, 011, 424 $335, 698 $450 $1, 104, 516 $286, 978 $6, 279 FY2017 FY2016 FY2015 -56- CITY MANAGER’S OFFICE Management/Administrative/Legislative Overview The City Manager is employed by the City Council to serve as the chief administrative officer of the City. In that capacity the City Manager is responsible by virtue of the Code of Iowa for all personnel functions, enforcements of all laws, advising the City Council, delivery of City services, supervision of all construction contracts and development agreements, financial management and conducting the general business affairs of the City. Management promotes the City’s interests in legislative affairs, grant opportunities and active engagement in city activities for employees and the citizens of Dubuque. The City Manager’s Office works with over 50 Local, State, Regional, Federal and National partners to implement the City Council’s community vision, policy agenda and management agenda and to serve as an active participant in various economic and community development initiatives. These efforts are organized around team building efforts that improve the productivity, efficiency and transparency of city operations as well as partner organizations. This is done by building trust, encouraging team work, removing organizational and interpersonal barriers, which block effective accomplishment of objectives, improving internal communications and building management and interpersonal skills and capability. Management/Administrative/Legislative Funding Summary 10072100 29072100 FY2014/15 Ac tua l FY2015/16 Adopted FY2016/17 Adopted Expendi tur es $1, 062, 648 $1, 019, 105 $1, 068, 701 R es our c es $456, 390 $366, 665 $510, 946 Management/Administrative/Legislative Position Summary FY2016/17 FT E’ s Ci tyM a na ger 1. 00 As s i s ta ntCi tyM a na ger 2. 00 O f f i c eM a na ger 1. 00 S ec r eta r y 2. 75 M a na gementI nter n 0. 60 Total Full-Time Equivalent Employee’s 7.35 -57- CITY MANAGER’S OFFICE Highlights of the Past Year The White House selected Dubuque as one of 16th Climate Action Champions, communities defining City of Dubuque was recognized as a STAR community SmartAsset.com named Dubuque as one of the 10 best American cities to work in technology. Dubuque recognized in 2015 by Intelligent Community Forum as one of the world’s SMART21 Communities. Dubuque recognized by Forbes as one of the Top 10 Best Small Place for Business and Careers. Movoto named Dubuque as #2 most relaxed small cities in America The city received the Certificate of Achievement for Excellence in financial reporting for the 25th consecutive year. Future Initiatives Continue to partner with the IDOT to implement design, acquisition and construction components of the SW Arterial. The Southwest Arterial project will connect two growing sections of the community together and will support future anticipated expansion growth to the southwest of the City toward the Dubuque Regional Airport Work collaboratively with DMATS and other local partners to achieve the East West Corridor plan Continue efforts to implement strategic plans including the Historic Millwork District Master Plan, the Downtown Master Plan, the Bee Branch Flood Mitigation project, the Port of Dubuque Master Plan and the Washington Neighborhood Reinvestment Strategy. -58- CITY MANAGER’S OFFICE Performance Measures Goal: Economic Prosperity Outcome #1: Maintain a competitive tax rate that minimizes the tax burden of citizens Dubuque has the second LOWEST taxes per capita in the state. The highest ranked city (West Des Moines) is 111% higher than Dubuque’s taxes per capita, and the average is 54% higher than Dubuque. Did you know? The tax rate in 1987 was $14.58 per thousand compared to today’s rate of $11.02 per thousand. The FY1987 rate was 32% higher than the FY2015 rate. Nearly 60% of your city property tax is spent on public safety, public works and infrastructure. Outcome #2: Provide the resources, tools and partnerships to insure the successful implementation of the City Council Goals & Priorities To minimize financial risk, provide fiscal diversity and hold in check the property tax burden, the City aggressively pursues federal, state and private funding to assist in the implementation of the annual Policy Agenda. In the past three years, the City has received over $133 million in federal and state grants to help fund projects and City staff continues to pursue funding and partnership opportunities to help keep taxes and fees down. In addition, the City received $98.5 million in financial assistance from the State of Iowa for the Bee Branch Watershed Flood Mitigation Project and a HUD Resiliency Grant Award of $31.5 million. Outcome #3: Maintain an efficient citizen response rate Just as actively engaged employees are more productive and committed to the success of their organizations, highly attached residents are more likely to actively contribute to a community’s growth. There is also a positive correlation between community attachment and local economic success. FY 2013/14 Actual FY 2014/15 Actual Average time to resolve a citizen issue 22 days 15.72 days Percent of issues resolved in 10 days or less 50%79% Management –Activity Statement Provides oversight and coordination of daily operations to translate City Council goals and priorities into active programs in the most cost effective manner possible. -59- CITY MANAGER’S OFFICE Outcome #4: Make Dubuque a desirable place to live, work and play. The City of Dubuque is committed to serving our citizens by creating an atmosphere to ensure that Dubuque remains a community where everyone has a balance of means, opportunity and avenues of support to prosper. The City of Dubuque’s transition to a more data driven organization translates into a high performing organization focused on outcomes and community. Did you know? Today there are over 60,000 people working in Dubuque County as compared to 37,608 in 1983. The population in the United States is projected to increase by 28 million people in the next 10 years and 124 million people by 2060. Dubuque was recognized in 2013 as One of Ten Great Places to Live by Kiplinger’s Personal Finance and received second-place honors in the City Cultural Diversity Awards by the National League of Cities. Sustainability Overview The Sustainable Dubuque vision, as identified by a community-led task force in 2006, is as follows:“Dubuque is a viable, livable, and equitable community. We embrace economic prosperity, social/cultural vibrancy and environmental integrity to create a sustainable legacy for generations to come.” The Sustainability Office provides education, outreach, and coordination on sustainability issues and activities both within the City organization as well as to the various stakeholders, business and citizen groups that comprise the Dubuque community. The Sustainable Community Coordinator works directly with city departments to ensure capital projects and operating programs meet the sustainability vision identified by the City Council and builds partnerships between the City of Dubuque and national, state and local entities to further sustainability initiatives and to strengthen local leadership in this arena. The Sustainable Community Coordinator manages the Green Iowa AmeriCorps program, which provides audit, weatherization, and energy-related education services to the community. Sustainability Funding Summary 10072200 FY2014/15 Ac tua l FY2015/16 Adopted FY2016/17 Adopted Expendi tur es $161, 491 $158, 167 $182, 021 R es our c es $33, 673 $16, 567 $15, 000 -60- CITY MANAGER’S OFFICE Sustainability Position Summary FY2016/17 FT E’ s S us ta i na bl eCommuni tyCoor di na tor 1. 00 Total Full-Time Equivalent Employee’s 1.00 Highlights of the Past Year Dubuque was recognized as a 4-STAR Community through the STAR Community Rating System, a national certification measuring a community’s environmental, economic and social efforts to achieve sustainability. Dubuque received its highest points in the categories of Built Environment; Education, Arts & Community; and Innovation, and its lowest in Equity & Empowerment and Natural Systems. In partnership with the Dubuque Metropolitan Area Transportation Study (DMATS) and Greater Dubuque Development Corporation (GDDC), the City submitted the Advance PM 2.5 Path Forward Plan to the Environmental Protection Agency (EPA). The plan details individual and organization efforts throughout the community to reduce particulate matter and create a healthier living environment. Data provided by the Iowa DNR indicates PM 2.5 levels in the area declining. The City completed the ISO 14001 Environmental & Sustainability Management System training for the Municipal Services Center. The Municipal Service Center received a 95% score on its advisory audit. The Green Iowa AmeriCorps completed 106 energy efficiency audits, 64 of which were for populations in need. Weatherization associated with these audits resulted in approximately $200,000 in utility savings for homes served. Performance Measures Sustainability –Activity Statement Coordinate, facilitate, and implement sustainability initiatives, including capacity building for the community and technical guidance for the City organization, to assist Dubuque in becoming a more sustainable city, environmentally, socio-culturally, and economically. -61- CITY MANAGER’S OFFICE Goal: Partnering for a Better Dubuque Outcome #1: Partner for sustainability. Through the Sustainable Dubuque Community Grants program, increase the number of opportunities for residents, businesses, and non-profits to lead efforts to become a more viable, livable and equitable community. This measure tracks the number of Sustainable Dubuque Community grants given, which must focus on at least one Sustainable Dubuque principle and include a component of community education or engagement. Each grantee is required to report on community impact; a sample of those impacts is below. East Mill Bakery launched a new Monday night summer farmers market to expand access to healthy local foods during the week. The Loras College Honors Program installed dual flush converters for toilets in areas of high use throughout campus and hosted an educational film and panel to educate the community about water use. Goal: Financially Responsible & High Performance Organization Outcome #2: City government use of sustainable practices in daily operations. Adopting sustainability practices in a variety of ways helps to save citizens money, protect the environment and improve the quality of life for residents. The City of Dubuque is a participant in the Iowa Economic Development Authority’s Community Energy Management Program, and is implementing a strategy to reduce energy use across all City facilities. FY 2012/13 Actual FY 2013/14 Actual FY 2014/15 Actual Number of awards given (as percent of total applications received) 12 (46%)21 (39%)25 (56%) -62- CITY MANAGER’S OFFICE In September 2015, a lighting retrofit was completed on the City Hall Annex. The City received a rebate of approximately $2,970 on a $10,190 project. Early indications show a savings of approximately 1,600 kWh as compared to the same month in 2014. Additional energy audit and efficiency work is being completed in other City facilities. Goal: Environmental Integrity Outcome #3: Reduce the community’s carbon footprint 50% below 2003 levels by 2030. The 50% by 2030 Community Climate Action & Resiliency Plan is a non-binding, voluntary effort to identify opportunities to reduce Dubuque’s community GHG emissions. The plan provides information to inform goal-setting and budget decisions, provides an adjustable roadmap to achieve the 50% goal, and provides community education about Dubuque’s GHG emissions. Total: 1,241,729 mt CO2e Total: 1,109,916 mt CO2e The community has experienced an 11% reduction in GHGs as compared to the 2003 baseline. T r a ns por t a ti on 23% LFG 7% R es El ec 15% Comm El ec 8% I ndus t El ec 28% R es N G 9% Comm N G 7% I ndus tN G 3% 2003 Baseline T r a ns por t a ti on 28% LFG 3%R es El ec 12%Comm El ec 10% I ndus tEl ec 21% R es N G 11% Comm N G 9% I ndus tN G 6%2014 -63- CITY MANAGER’S OFFICE Neighborhood Development Overview Neighborhood Development works to organize and to develop the resources needed to create and maintain a vital community by working closely with citizens to determine the priorities of each neighborhood and to collaborate in finding the best way to meet those priorities. The approach focuses on citizen involvement, leveraging resources, and establishing positive relationships through communication. Neighborhood Development Funding Summary FY2014/15 Ac tua l FY2015/16 Adopted FY2016/17 Adopted Expendi tur es $134, 319 $135, 603 $142, 051 R es our c es $77, 120 $98, 303 $108, 768 Neighborhood Development Position Summary FY2016/17 FT E’ s N ei ghbor hoodDev el opmentS pec i a l i s t 1. 00 Total Full-Time Equivalent Employee’s 1.00 Highlights of the Past Year Neighbor2Neighbor pilot launched with six pilot block champions. Pilot was expanded in November 2015 to an additional seven block champions throughout the city. N2N will be a social movement that empowers people to get to know their neighbors and build better relationships and safer communities. Washington Neighborhood Revitalization effort has received significant staff and financial resources from partnership with Community Housing Initiatives resulting in improved housing conditions and increased homeownership in the Washington Neighborhood. Initiative is resulting in creating a stable and vibrant neighborhood where people will want to live and invest. Historic Bluffs Neighborhood and Valley View Neighborhood have become more active and engaged with efforts to improve their neighborhoods. -64- CITY MANAGER’S OFFICE Future Initiatives Development of a coalition of stakeholders including Community Housing Initiatives and neighborhood residents working together to improve the Washington Neighborhood based on the model of Viva East Bank. Expansion of Neighbor2Neighbor from a pilot program to a fully implemented program throughout the community. Continued participation in the city’s community engagement workgroup to improve the city’s community engagement processes, improve decision making, and increase trust in local government. Participation in Equity Profile’s workgroups on Safe Neighborhoods and Arts and Culture. Development of a Coalition of Neighborhoods so neighborhood associations can learn from each other and work cooperatively on issues of mutual concern. DID YOU KNOW? Did you know Dubuque has nine active neighborhood associations that are working to improve their neighborhoods? There are 63 neighborhoods (2,398 residents) who share ideas and information through a secure on-line website, NextDoor. City is supporting a new pilot program, called Neighbor2Neighbor, a resident driven program aimed at increasing interaction, collaboration, and strong relationships among neighbors in an effort to make our neighborhoods healthier, safer, and friendlier. The pilot launched in the fall of 2014 on 6 blocks located throughout the community and was expanded to an additional 7 blocks in 2015. -65- CITY MANAGER’S OFFICE Performance Measures Goal: Partnering for a Better Dubuque Outcome #1:Improved quality of life in our residential neighborhoods. Neighborhood Grant funds allow neighbors opportunities to design projects to improve conditions in the neighborhoods and meet the needs of neighborhood residents. The Neighborhood Grant Program provides resources for neighborhood revitalization and community building. 28 separate grants were awarded to neighborhood groups and non-profits operating in our community’s low/moderate income neighborhoods. CDBG Funded Neighborhood Grants Grantee Partner Activity Amount North End Neighborhood Communication Project $ 933 St. Mark Youth Enrichment Martin Luther King Day of Service Project for at risk schools $ 557 Multicultural Family Center/North End Neighborhood Summer Youth and Family Enrichment -summer 2014 $1,888 Multicultural Family Center/North End Neighborhood 2015 Summer Youth Camps $1,030 North End Neighborhood Communication Project $1,001 Downtown Neighborhood Jackson Park Signage and History Project $5,414 Washington Neighborhood Neighborhood Clean-up $ 302 Washington Neighbors Spring Into Action Beautification Project $ 417 Point Neighborhood Communication Project $ 823 Total $12,365 Neighborhood Development –Activity Statement Develop strong neighborhoods by empowering neighborhood associations and residents to identify and address quality-of-life partnerships with the City to create stronger, safer, and more resilient neighborhoods. -66- CITY MANAGER’S OFFICE Did you know?12,115 residents benefitted from the Community Development Block Grant funded neighborhood grant program.These included summer enrichment programs for neighborhood youth, clean-up and beautification projects, newsletters, and projects to build pride in one’s neighborhood. Goal: Social/Cultural Vibrancy Outcome #2: Increase community involvement through neighborhood events and participation in resident interaction activities. Citizen Impact:This will result in neighbors feeling safer and more connected in their neighborhoods.Successful neighborhoods require engaged citizens in efforts to promote capacity building and community involvement to improve the overall quality of life. Did you know?The Safe Community Task Force recommended increasing resident participation using such vehicles as clean up campaigns, neighborhood picnics, new welcome events and other strategies developed by residents. FY 2014/5 Actual FY 2015/16 Estimated FY 2016/17 Projected Number of events/meetings 92 95 100 Number of participants 3,900 5,000 5,000 -67- CITY MANAGER’S OFFICE Outcome #3: Citizens will be empowered through increased awareness and education including access to City/social services leading to healthy communities. Neighborhood Development Specialist facilitates communication and cooperation between the City and neighborhood associations. Conducted education and outreach efforts on: Earned Income Tax Credit Before and After School Programs Successful Rental Property Management Program Inclusive Dubuque and Equity Profile Education opportunities for adults such as Opportunity Dubuque Community Gardening and healthy food options Provided information/assistance with educational enrichment programs such as: After school Programs Summer Enrichment Programs Resource Fairs Opportunity Dubuque Multicultural Family Center’s event -68- Recommended Operating Revenue Budget - Department Total 72 - CITY MANAGER'S OFFICE Fund Account Account Title FY14 Actual Revenue FY15 Actual Revenue FY16 Adopted Budget FY17 Recomm'd Budget 100 53102 PRIVATE PARTICIPANT 2,774 1,060 0 500 100 53201 REFUNDS 27 10 0 0 100 53605 MISCELLANEOUS REVENUE 855 680 0 0 100 53620 REIMBURSEMENTS-GENERAL 65,773 43,884 15,000 15,000 260 53620 REIMBURSEMENTS-GENERAL 0 55 0 0 53 - MISCELLANEOUS 69,429 45,690 15,000 15,500 100 59610 FR WPC OPERATING 140,686 133,081 62,575 158,296 100 59620 FR STORMWATER OPERATING 5,421 26,389 43,675 50,433 100 59630 FR PARKING OPERATING 24,910 23,625 22,533 26,019 100 59640 FR WATER UTILITY 135,795 15,829 0 0 100 59670 FR REFUSE COLLECTION 219,267 172,263 169,725 195,988 100 59940 FR DMASWA 80,680 74,695 69,724 80,511 59 - TRANSFER IN AND INTERNAL 606,759 445,882 368,232 511,247 72 - CITY MANAGER'S OFFICE TOTAL 676,188 491,572 383,232 526,747 -69- Recommended Operating Expenditure Budget - Department Total 72 - CITY MANAGER'S OFFICE Fund Account Account Title FY14 Actual Expense FY15 Actual Expense FY16 Adopted Budget FY 17 Recomm'd Budget 100 61010 FULL-TIME EMPLOYEES 729,236 736,236 697,648 733,454 260 61010 FULL-TIME EMPLOYEES 38,158 39,796 56,400 57,626 290 61010 FULL-TIME EMPLOYEES 9,319 (36)0 0 100 61020 PART-TIME EMPLOYEES 27,389 30,133 31,990 32,682 100 61030 SEASONAL EMPLOYEES 5,542 3,866 0 11,152 100 61050 OVERTIME PAY 3,321 10,657 4,400 10,000 290 61050 OVERTIME PAY 532 0 0 0 100 61310 IPERS 63,526 65,150 66,221 70,493 260 61310 IPERS 3,408 3,554 5,037 5,146 290 61310 IPERS 880 (3)0 0 100 61320 SOCIAL SECURITY 47,407 48,355 46,093 56,223 260 61320 SOCIAL SECURITY 2,856 2,981 4,315 4,408 290 61320 SOCIAL SECURITY 734 (3)0 0 100 61410 HEALTH INSURANCE 104,717 106,957 78,374 99,852 260 61410 HEALTH INSURANCE 7,198 7,283 8,986 11,448 290 61410 HEALTH INSURANCE 2,166 0 0 0 100 61415 WORKMENS' COMPENSATION 2,996 3,162 3,035 2,784 260 61415 WORKMENS' COMPENSATION 188 149 148 214 290 61415 WORKMENS' COMPENSATION 39 0 0 0 100 61416 LIFE INSURANCE 456 440 1,146 1,213 260 61416 LIFE INSURANCE 43 37 113 115 290 61416 LIFE INSURANCE 8 0 0 0 100 61655 CAR ALLOWANCE 7,548 7,660 7,518 7,706 100 61660 EMPLOYEE PHYSICALS 443 0 0 0 61 - WAGES AND BENEFITS 1,058,108 1,066,374 1,011,424 1,104,516 100 62010 OFFICE SUPPLIES 3,794 6,290 4,025 4,014 260 62010 OFFICE SUPPLIES 20 12 40 36 100 62030 POSTAGE AND SHIPPING 625 686 1,172 742 260 62030 POSTAGE AND SHIPPING 37 21 79 58 100 62031 PROCESSING MATERIALS 322 333 350 340 100 62032 FLAGS 0 0 0 1,370 100 62050 OFFICE EQUIPMENT MAINT 304 395 470 678 100 62061 DP EQUIP. MAINT CONTRACTS 9,210 9,074 11,125 11,416 100 62090 PRINTING & BINDING 27,933 7,504 8,500 9,334 260 62090 PRINTING & BINDING 34 13 100 86 100 62110 COPYING/REPRODUCTION 19,881 27,041 25,000 25,086 260 62110 COPYING/REPRODUCTION 0 294 0 221 100 62130 LEGAL NOTICES & ADS 1,204 0 0 0 100 62140 PROMOTION 0 100 0 0 100 62170 SUBSCRIPTIONS-BOOKS-MAPS 1,550 1,480 2,000 2,000 260 62170 SUBSCRIPTIONS-BOOKS-MAPS 30 0 0 0 100 62190 DUES & MEMBERSHIPS 13,116 21,730 17,387 17,373 100 62208 GENERAL LIABILITY INSURAN 3,346 3,423 3,645 3,825 290 62208 GENERAL LIABILITY INSURAN 81 0 0 0 -70- Recommended Operating Expenditure Budget - Department Total 72 - CITY MANAGER'S OFFICE Fund Account Account Title FY14 Actual Expense FY15 Actual Expense FY16 Adopted Budget FY 17 Recomm'd Budget 100 62310 TRAVEL-CONFERENCES 14,294 17,606 43,210 43,660 260 62310 TRAVEL-CONFERENCES 444 1,695 1,275 1,656 100 62320 TRAVEL-CITY BUSINESS 25,323 17,381 22,972 22,898 260 62320 TRAVEL-CITY BUSINESS 280 174 180 252 100 62340 MILEAGE/LOCAL TRANSP 1,737 2,331 647 1,035 260 62340 MILEAGE/LOCAL TRANSP 198 128 101 217 100 62360 EDUCATION & TRAINING 9,369 15,500 5,980 5,560 260 62360 EDUCATION & TRAINING 0 0 1,020 1,440 100 62421 TELEPHONE 4,398 4,438 4,840 3,577 260 62421 TELEPHONE 598 260 288 406 100 62424 RADIO/PAGER FEE 922 839 865 876 100 62436 RENTAL OF SPACE 2,256 2,256 2,473 2,378 260 62436 RENTAL OF SPACE 400 226 227 314 100 62641 HOSPITALITY EXPENSE 155 0 0 0 100 62645 SPECIAL EVENTS 1,383 157 10,000 10,000 100 62663 SOFTWARE LICENSE EXP 0 91 800 800 100 62667 INTERNET SERVICES 1,280 1,679 3,360 1,094 100 62668 PROGRAM EQUIP/SUPPLIES 305 57 0 0 100 62713 LEGAL SERVICES 2,476 9,771 0 0 100 62716 CONSULTANT SERVICES 48,638 47,976 25,000 25,000 100 62731 MISCELLANEOUS SERVICES 0 827 0 0 100 62734 SPEAKERS/PROGRAMS 45,026 32,062 20,000 20,000 100 62736 CATERING SERVICES 5,468 2,479 6,000 3,000 100 62756 SPIRIT RELATED EXPENSE 16,318 13,802 9,720 11,086 100 62761 PAY TO OTHER AGENCY 68,186 22,455 48,156 30,650 260 62761 PAY TO OTHER AGENCY 10,809 11,337 11,284 15,790 260 62834 SERVICES FROM PLANNING 8,710 8,710 8,710 8,710 62 - SUPPLIES AND SERVICES 350,459 292,634 301,001 286,978 100 71120 PERIPHERALS, COMPUTER 40 3,370 0 1,083 100 71123 SOFTWARE 662 0 0 0 100 71211 DESKS/CHAIRS 1,212 0 450 0 100 72410 PAGER/RADIO EQUIPMENT 0 0 0 4,746 100 72418 TELEPHONE RELATED 224 2,243 0 126 260 72418 TELEPHONE RELATED 0 0 0 324 71 - EQUIPMENT 2,139 5,612 450 6,279 72 - CITY MANAGER'S OFFICE TOTAL 1,410,706 1,364,621 1,312,875 1,397,773 -71- Recommended Expenditure Budget Report by Activity & Funding Sounce 72 - CITY MANAGER'S OFFICE MANAGEMENT - 72100 FUNDING SOURCE: CABLE TV Account FY14 Actual Expense FY15 Actual Expense FY16 Adopted Budget FY17 Recomm'd Budget EQUIPMENT 2,139 2,633 0 5,829 SUPPLIES AND SERVICES 198,673 197,991 183,728 180,329 WAGES AND BENEFITS 867,818 861,982 835,377 882,543 MANAGEMENT 1,068,631 1,062,606 1,019,105 1,068,701 SUSTAINABLE COMM COORD - 72200 FUNDING SOURCE: GENERAL Account FY14 Actual Expense FY15 Actual Expense FY16 Adopted Budget FY17 Recomm'd Budget EQUIPMENT 0 2,100 450 0 SUPPLIES AND SERVICES 118,000 60,683 85,919 69,710 WAGES AND BENEFITS 96,344 98,708 71,798 112,311 SUSTAINABLE COMM COORD 214,344 161,491 158,167 182,021 GREENCORPS - 72600 FUNDING SOURCE: GENERAL Account FY14 Actual Expense FY15 Actual Expense FY16 Adopted Budget FY17 Recomm'd Budget SUPPLIES AND SERVICES 10,847 6,206 0 5,000 GREENCORPS 10,847 6,206 0 5,000 NEIGHBORHOOD DEVELOPMENT - 72800 FUNDING SOURCE: COMMUNITY DEVELOPMENT Account FY14 Actual Expense FY15 Actual Expense FY16 Adopted Budget FY17 Recomm'd Budget EQUIPMENT 0 880 0 450 SUPPLIES AND SERVICES 12,130 11,911 15,564 16,149 WAGES AND BENEFITS 93,946 105,684 104,249 109,662 NEIGHBORHOOD DEVELOPMENT 106,075 118,475 119,813 126,261 WASHINGTON TOOL LIBR. - 79220 FUNDING SOURCE: COMMUNITY DEVELOPMENT Account FY14 Actual Expense FY15 Actual Expense FY16 Adopted Budget FY17 Recomm'd Budget SUPPLIES AND SERVICES 10,809 15,843 15,790 15,790 WASHINGTON TOOL LIBR. 10,809 15,843 15,790 15,790 CITY MANAGER'S OFFICE TOTAL $1,410,705.89 $1,364,621.27 $1,312,875.00 $1,397,773.00 -72- C I T Y O F D U B U Q U E , I O W A DEPARTMENT DETAIL - PERSONNEL COMPLEMENT 72 CITY MANAGER'S OFFICE FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET 61010 Full Time Employee Expense 100 9900 Contract CITY MANAGER 1.00 267,752 1.00 265,363 1.00 270,993 100 9375 GE-44 ASSISTANT CITY MANAGER 2.00 251,853 2.00 252,696 2.00 258,175 260 5100 GE-35 NEIGHBORHOOD DEVELOP SPEC. 0.51 39,820 0.72 56,400 0.72 57,626 100 5100 GE-35 NEIGHBORHOOD DEVELOP SPEC. 0.49 38,259 0.28 21,933 0.28 22,410 100 4670 GE-33 SUSTAINABLE COMMUNITY COORD. 1.00 66,224 1.00 50,585 1.00 71,260 100 8825 GE-31 OFFICE MANAGER 1.00 63,057 1.00 63,283 1.00 64,638 100 0225 GE-25 SECRETARY 2.00 82,356 2.00 43,788 2.00 45,978 TOTAL FULL TIME EMPLOYEES 8.00 809,321 8.00 754,048 8.00 791,080 61020 Part Time Employee Expense 100 3465 NA-44 MANANGEMENT INTERN 0.60 20,116 0.60 - 0.60 - 100 SUSTAINABLE DUBUQUE INTERN 0.00 - 0.00 - 0.42 11,152 100 0225 GE-25 COMMUNICATIONS ASSISTANT 0.75 30,184 0.75 31,990 0.75 32,682 TOTAL PART TIME EMPLOYEES 1.35 50,300 1.35 31,990 1.77 43,834 TOTAL CITY MANAGER'S OFFICE 9.35 859,622 9.35 786,038 9.77 834,914 FY 2017FY 2016FY 2015 -73- Run Date: 01/22/16 ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET CITY OF DUBUQUE, IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2015 FY 2017FY 2016 Management-General Fund 10072100 61010 100 9900 ContractCITY MANAGER 1.00 267,752 1.00 265,363 1.00 270,993 10072100 61010 100 9250 GE-44 ASSISTANT CITY MANAGER 2.00 251,853 2.00 252,696 2.00 258,175 10072100 61010 100 4670 GE-33 SUSTAINABLE COMMUNITY COOR 1.00 66,224 1.00 50,585 0.00 0 10072100 61010 100 0225 GE-25 SECRETARY 2.00 82,356 2.00 43,788 2.00 45,978 10072100 61010 100 8825 GE-31 OFFICE MANAGER 1.00 63,057 1.00 63,283 1.00 64,638 Total 7.00 731,242 7.00 675,715 6.00 639,784 Sustainable Community - General Fund 10072200 61010 100 4670 GE-33 SUSTAINABLE COMMUNITY COOR 0.00 0 0.00 0 1.00 71,260 Total 0.00 0 0.00 0 1.00 71,260 Sustainable Community - PT General Fund 10072200 61020 100 NA-38 SUSTAINABLE DUBUQUE INTERN 0.00 0 0.00 0 0.42 11,152 Total 0.00 0 0.00 0 0.42 11,152 Neighborhood Development - CDBG Fund 26072800 61010 260 5100 GE-35 NEIGHBORHOOD DEVELOP SPEC 0.51 39,820 0.72 56,400 0.72 57,626 Total 0.51 39,820 0.72 56,400 0.72 57,626 Neighborhood Development - General Fund 10072800 61010 260 5100 GE-35 NEIGHBORHOOD DEVELOP SPEC 0.49 38,259 0.28 21,933 0.28 22,410 Total 0.49 38,259 0.28 21,933 0.28 22,410 City Manager - PT General Fund 10072100 61020 100 3465 NA-47 MANAGEMENT INTERN 0.60 20,116 0.60 0 0.60 0 10072100 61020 100 0225 GE-25 COMMUNICATIONS ASSISTANT 0.75 30,184 0.75 31,990 0.75 32,682 Total 1.35 50,300 1.35 31,990 1.35 32,682 TOTAL CITY MANAGER'S OFFICE 9.35 859,622 9.35 786,038 9.77 834,914 -74- Capital Improvement Projects by Department/Division CITY MANAGER'S OFFICE CIP Number Capital Improvement Project Title FY 14 Actual Expense FY 15 Actual Expense FY 16 Adopted Budget FY 17 Recomm'd Budget 1002334 CLIMATE SHOWCASE GRANT 5,738 0 0 0 1002338 EECBG GRANT 151,575 488 0 0 1002496 ENVIRO & SUST MGMT SYS 30,231 1,988 0 0 1021238 NEIGHBORHOOD GRANTS 4,810 5,134 5,000 10,000 1022218 SUSTAINABILITY INITIATIVE 5,470 794 0 0 1022317 ALL-AMERICA CITY AWARD 27,335 0 0 0 2601238 NEIGHBORHOOD GRANTS 18,212 12,365 14,560 14,560 3502624 AUGMENTED DATE SUPPORT SV 0 0 50,000 10,000 3502625 GEOEVENT PROCESSOR EXT 0 0 10,000 0 3502681 ENRGY EFFICI REVOL FUND 0 0 0 20,000 3502682 GREEN HOUSE GAS INVENTORY 0 0 0 25,000 CITY MANAGER'S OFFICE TOTAL 243,371 20,768 79,560 79,560 -75- City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2017-2021 PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 TOTAL PAGE CITY MANAGERS OFFICE Community and Economic Development Neighborhood Grants DRA Distribution,CDBG Grant 24,560$ 24,560$ 24,560$ 24,560$ 24,560$ 122,800$ 363 General Government Augmented Data Support Services Sales Tax Fund (20%)10,000$ 15,000$ 20,000$ 25,000$ 25,000$ 95,000$ 365 Municipal Green House Gas Inventory Sales Tax Fund (20%)25,000$ -$ -$ 25,000$ -$ 50,000$ 367 Municipal Energy Efficiency Revolving Fund Sales Tax Fund (20%)20,000$ -$ -$ -$ -$ 20,000$ 368 Total - City Manager's Office 79,560$ 39,560$ 44,560$ 74,560$ 49,560$ 287,800$ -76- City Manager’s Office Administration –Management -Legislative 1 “The city of Dubuque is a progressive, sustainable city with a strong diversified economy and expanding global connections. The Dubuque community is an inclusive community celebrating culture and heritage and has actively preserved our "Masterpiece on the Mississippi." Dubuque citizens experience healthy living and retirement through quality, livable neighborhoods with an abundance of fun things to do; and are engaged in the community, achieving goals through partnerships. Dubuque city government is financially sound and is providing services with citizens getting value for their tax dollar.” The Dubuque 2030 Vision Statement 2 People -Quality Customer Service & deliver services that exceed expectations -Improve leadership capacity & increase leadership effectiveness -Attract, engage & retain high quality, diverse workforce -Invest in employee health & safety Planning -Perform the duties & responsibilities in the City Charter -Insure economic prosperity, environmental/ecological integrity and social/cultural vibrancy exist and are part of daily activities Partnering -Foster Local, State, Regional, Federal and International partnerships to implement community vision -Increase citizen engagement in local governance -Develop team-processes that lead to innovative solutions Success is about People, Planning & Partnering Leading to Outcomes 3 City Administration Michael C. Van Milligen, City Manager Cindy Steinhauser,Assistant City Manager Teri Goodmann, Assistant City Manager Juanita Hilkin, Office Manager Stephanie Valentine, Secretary 4 Highlights of the Past Year •4-STAR Community •New employee orientation on City Management Philosophy •International Fellowship Exchange •Innovations In American Government Semifinalist by Harvard University •Implementation of City Council Top & High Priorities, Management Agenda, Management in Progress and Major Projects “My wife and I couldn’t wait for this job to open up and move here!” HR 5 •One of 16 White House Climate Action Champion •Mississippi River Cities and Towns Initiative •$31.5 million HUD Resiliency Grant •$800,000 HUD LEAD Grant •My Brothers Keeper presentation at White House •Smarter Travel •Forbes Top 10 Best Small Place for Business and Careers Highlights of the Past Year 6 Outcome: Maintain a competitive tax rate that minimizes the tax burden of citizens Did you know the tax rate in 1987 was $14.58 per thousand compared to $11.02 in 2016 IMPACT: Dubuque has the second LOWEST taxes per capita in the state. Outcomes 7 Outcome: Provide the resources, tools and partnerships to insure the successful implementation of the City Council Goals & Priorities Pursuing outside grant funding minimizes the city’s financial risk and the property tax burden to citizens IMPACT: In the past three years Dubuque has received over $164.5 million in grants and $98.5 million in financial assistance Outcomes 8 Outcome: Maintain an efficient citizen response rate In Fiscal Year 2015 over 79% of citizen issues in the City Manager’s office were resolved in 10 days or less IMPACT: The average time to resolve a citizen issue from intact to completion was less than 16 days., a 27% response improvement from the prior fiscal year. Outcomes 9 Outcome: Make Dubuque a desirable place to live, work and play Today there are over 60,000 people working in Dubuque County as compare to 37,608 in 1983. IMPACT: Creating an atmosphere to ensure that Dubuque remains a community where everyone has a balance of means, opportunity and avenues of support to prosper. Outcomes 10 Improvement Packages •Secretarial Overtime ($5,600) •ICMA International Summit ($3,600) •National Civic League board meetings ($2,175) •Computer Tablet ($1,083) 11 •HUD Resiliency Grant Agreement and implementation •Partner with IDOT on Southwest Arterial •Achieve East-West Corridor Plan •Continue effort to implement strategic plans •Management Philosophy training for existing and new employees •International Fellowship Exchange Programs Currently 80 companies in the Dubuque Area have international customers and 77 have overseas locations. Future Initiatives 12 Neighborhood Development Neighborhood Development Specialist Jerelyn O’Connor 13 Neighborhood Development ~ Helping to create welcoming & resilient communities Neighborhood Associations are critical partners in improving the quality of life in our community Neighborhood Development 14 Neighborhood Development 15 Washington Neighbors • 16 17 Neighborhood Grants Community Building Neighborhood Development Summer 2015 Heroes Academy Learning in Action 18NeighborhoodDevelopment Improvement Package Amount: $800 Neighbor2Neighbor Program Provide funding to expand the Neighbor2Neighbor Program. Expenses include the cost of brochures to promote the expansion, and window clings to indicate participating blocks. 19 Future Initiatives •Development of a coalition of stakeholders including neighborhood residents and Community Housing Initiatives to improve the Washington Neighborhood and advance implementation of Washington Neighborhood Redevelopment Strategy •Expansion of Neighbor2Neighbor Program •Development of a Coalition of Neighborhoods so Associations can learn from each other and work cooperatively on issues of mutual concern 20 “Dubuque is a viable, livable and equitable community.” Economic Prosperity | Social/Cultural Vibrancy | Environmental Integrity 21 79.9% 60.5%57.4% 77% 42.2% 60.3% 43.6% Innovation: + 43.6 points 468 total points Highlights of the Past Year STAR Communities Certification 22 Georgetown University Energy Prize 23 •5.3 % reduction in energy use from 2013-14 baseline •Expanding Smart Energy Use partnerships: •Green Iowa AmeriCorps partnership with Operation New View •Energize Dubuque! launch with Trailhead Energy •Largest use of residential utility rebates of any Alliant community in IowaHighlights of the Past Year •Submittal of PM 2.5 Advance document •EPA Environmental Education Grant: University of Iowa partnership Air Quality Improvement: PM 2.5 24Highlights of the Past Year •Awards & Recognitions •White House Climate Action Champion •IEDA Solar Ready Iowa! Grant •HUD Natural Disaster Resiliency Competition •Iowa State Extension Urban Agriculture Toolkit •Record-Setting Growing Sustainable Communities Conference •ICMA Climate Adaptation Exchange: Santiago, Dominican Republic 25Highlights of the Past Year Outcomes: Partner for Sustainability 26 Sustainable Dubuque Community Grants Program East Mill Bakery Midweek Farmers Market University of Dubuque Dump or Donate Program Outcome: Partner for Sustainability 27 70% 12% 18% Grants by Sustainable Dubuque Pillar Social/Cultural Vibrancy Economic Prosperity Environmental Integrity 55% 10% 25% 10% Grantees by Sector Nonprofit Educational Resident Business Sustainable Dubuque Community Grants Program Outcome: Financially Responsible & High Performing Organization 28 Use of Sustainable Practices in Daily Operations •ISO 14001 training: Municipal Services Center •IEDA Community Energy Management Program Outcome: Reduce community’s carbon footprint 50% by 2030 29 50% by 2030 Update Transportation 23% LFG 7% Res Elec 15%Comm Elec 8% Indust Elec 28% Res NG 9% Comm NG 7% Indust NG 3%Transportation 28% LFG 3%Res Elec 12% Comm Elec 10% Indust Elec 21% Res NG 11% Comm NG 9% Indust NG 6% Total: 1,241,729 mt CO2e 11% Reduction Total: 1,109,916 mt CO2e 20142003 Baseline Future Initiatives 30 •City Council Priority: Development of Resilient Community Advisory Commission •Integrated Pest Management Strategy Development •Growing Sustainable Communities Conference partnership with Iowa American Planning Association Future Initiatives 31 Compact of Mayors •New CIP: Municipal GHG Inventory •$25,000 in FY17, FY20 (Sales Tax Fund) Future Initiatives 32 Municipal Energy Efficiency Revolving Fund •Builds on IEDA Community Energy Management Program recommendations •Technical assistance from US DOE as a White House Climate Action Champion •$20,000 in FY17 (Sales Tax Fund) FIRE HEADQUARTERS PROJECT DESCRIPTION POTENTIAL SAVINGS SAVINGS / kWh Therm PROJECT ESTIMATE INCENTIVE PROJECTED ROI PR I O RI T Y REPLACE T12 LIGHTING WITH LED $ 700.00 9,859 $ 11,000.00 $ 1,280.00 13.9 2 REPLACE INCANDESCENT WITH LEDS $ 60.00 845 $ 300.00 $ 200.00 1.7 1 RETROFIT HALOGEN TRACKS WITH LEDS $ 100.00 1,408 $ 400.00 $ 200.00 2.0 1 REPLACE HID WALL PACKS WITH LEDS $ 200.00 2,817 $ 1,500.00 $ 150.00 6.8 2 REPLACE HALOGEN FLOOD LIGHTS WITH LEDS $ 400.00 5,634 $ 1,000.00 $ 500.00 1.3 1 REPLACE RELIEF FANS WITH TWO-SPEED FANS $ 1,700.00 23,944 $ 12,000.00 7.1 2 UPGRADE TO DIGITAL HVAC CONTROLS $ 3,600.00 5,070 $ 33,000.00 $ -9.2 4 ADJUST THERMOSTATS TO ELIMINATE SIMULTANEOUS HEATING AND COOLING $ 1,200.00 1,690 $ -$ -0.0 1 INSTALL NEW CONDENSING BOILER $ 1,100.00 1,549 $ 7,200.00 $ 2,000.00 4.7 4 OPERATE DEHUMIDIFIER IN AUTOMATIC MODE $ 300.00 4,225 $ -$ -0.0 1 REPLACE UNIT HEATERS WITH RADIANT HEATING $ 300.00 423 $ 4,000.00 13.3 4 INSTALL VENDING MISER $ 90.00 1,268 $ 200.00 $ 50.00 1.7 1 TOTALS $ 9,750.00 50,000 8,732 $ 70,600.00 PRIORITY 1 $ 2,150.00 13380 1690 $ 1,900.00 PRIORITY 2 $ 2,600.00 36620 0 $ 24,500.00 OTHER PRIORITY $ 5,000.00 0 7042 $ 44,200.00 GIS Office Nikki Breitsprecker GIS Coordinator/Analyst 43 44 45 46 47 Activity Statement Provide a GIS database that is current, accurate, complete, and meets the needs of GIS users so we, as an organization, can provide the best and most efficient customer service to the citizens of Dubuque. Outcome #1 –Make GIS Efficient and Available to All -In-house GIS Training -Mobile data collection -Editable web apps -Maps for citizens Outcome #2 –Citizens will see where their tax dollars are being spent. -Construction map -Tie mapping into our Open Government initiatives Goal: Financially Responsible & High Performance Organization Goal: Economic Prosperity Outcome #1 –Make Data and Maps available to Developers -Economic Development app -Open GIS Data -Useful maps and pdfs readily available Outcome #2 –Success Through Partnerships -In-house partnerships between various departments -Greater Dubuque Development Corporation, Dubuque Main Street -Private Developers 48 49