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Code of Ordinances Amendment - Title 2 Resilient Community Advisory Commission (1st Reading) Copyright 2014 City of Dubuque Action Items # 9. ITEM TITLE: Code of Ordinances Amendment- Title 2 Resilient Community Advisory Commission SUMMARY: City Manager is recommending the formation of a Resilient Community Advisory Commission as initiated during the August 2015 City Council goal-setting process. Staff will make a presentation. ORDINANCE Amending City of Dubuque Code of Ordinances Title 2 Boards and Commissions by Repealing Chapter 6 Environmental Stewardship Advisory Commission and Adopting a New Chapter 6 Resilient Community Advisory Commission in Lieu Thereof Establishing the Resilient Community Advisory Commission and Providing for the Powers, Operation, Membership, and Meetings SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Motion B, Presentation, Then Motion A ATTACHMENTS: Description Type Resilient Community Advisory Commission-MVM Memo City Manager Memo Staff Memo Staff Memo Master Report Supporting Documentation Ordinance Amendment Ordinance Suggested Motion 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: Recommendation to Form Resilient Community Advisory Commission Engagement Process DATE: June 13, 2016 Sustainable Community Coordinator Cori Burbach is recommending the formation of a Resilient Community Advisory Commission, as initiated during the August 2015 City Council goal-setting process. During the annual goal-setting process, the City Council added the creation of a Community Resilience Advisory Commission to their Top Priorities list. Since then, Public Health Specialist Mary Rose Corrigan, who is the staff person for the existing Environmental Stewardship Advisory Commission, Community Engagement Coordinator Nikola Pavelic, and Sustainable Community Coordinator Cori Burbach researched best practices in resiliency and citizen commissions from communities across the country. From March to May, staff facilitated over twenty community engagement sessions. This included reaching out to targeted stakeholders, an online survey, and hosting a community dialogue to gather feedback regarding a draft recommendation. Key issues that were addressed in the development of the Resilient Community Advisory Commission include the following: purpose and role of the commission, size and diverse representation on the commission, determination of staff support and funding needed to assist the commission in fulfilling their purpose, and relationship of the commission to other existing commissions and key partners. Approximately 200 individuals provided input to create the following definition of resiliency: The ability of individuals and systems to prevent, prepare for, and recover from adverse vulnerabilities while adapting to long-term changes. The majority of individuals supported the development of a Resilient Community Advisory Commission. Many individuals recommended reviewing existing commission responsibilities to make sure that any recommendation for a new commission was not duplicative. The Environmental Stewardship Advisory Commission was created in 1991 to review the environmental impact of City programs and projects. In reviewing their current work, staff is recommending that the Environmental Stewardship Advisory Commission be dissolved, and its responsibilities rolled into a new Resilient Community Advisory Commission which considers all three pillars of the Sustainable Dubuque model, Economic Prosperity, Environmental/Ecological Integrity and Social/Cultural Vibrancy. The purpose of the new Resilient Community Advisory Commission would be: To advise on City policies and practices to assure resilient outcomes; facilitate the ability to adapt to factors influencing the social/cultural, economic and environmental wellbeing of the community; prevent, prepare for, and recover from adverse vulnerabilities and change through coordination, data analysis, evaluation and citizen engagement. I would respectfully recommend the City Council consider adding to the purpose statement, "...to create a viable, livable and equitable community." The responsibilities of the Resilient Community Advisory Commission would include: A. To review research and data in order to provide input on identification, prevention, and plans for potential economic, environmental, and social/cultural vulnerabilities. B. To review plans for long-term prevention, preparedness, and recovery efforts. C. To review policy and program recommendations to the City Council in order to influence resilient outcomes for the community. D. To provide comment to the City Council on the allocation of budgeted City funding to achieve adopted resiliency goals. E. To educate and engage the public on commission priorities. F. To provide input on and review strategies to address identified vulnerabilities in collaboration with City staff, other City commissions and community partners. G. To review and make recommendations regarding Sustainable Dubuque Community Grant allocations. H. To respect the policy making authority of the City Council , the City Manager's responsibilities to implement the goals and priorities the Council establishes (council/manager form of government) and the responsibility of City staff to report to the City Manager. I. To ensure coordination and communication with other commissions. The commission comprises nine residents of the city, appointed by the City Council. Efforts should be taken to balance the composition of the commission: A. Members must be able to think systemically and analyze data in order to meet the stated purpose of the commission. B. Members' interest and/or expertise should represent the three pillars of the Sustainable Dubuque model: economic prosperity, environmental integrity, and social/cultural vibrancy. 2 C. Members should represent a wide range of sectors within the community, such as business, neighborhoods, non-profit, and educational institutions. D. Three or more members should also hold positions on one of the following commissions: Arts & Culture Advisory Commission, Catfish Creek Watershed Management Authority, Community Development Advisory Commission, Historic Preservation Commission, Housing Commission, Human Rights Commission, Long Range Planning Advisory Commission, Parks & Recreation Advisory Commission, Transit Advisory Commission, and/or Zoning Advisory Commission. Provided the City Council adopts the recommended ordinance, the anticipated first meeting of the Resilient Community Advisory Commission is Fall 2016. City Clerk Kevin Firnstahl will advertise for the open positions as he typically does for all commission opportunities, and staff will assist in strategic recruitment if it is the will of the Council. The primary staff support for the Commission, as assigned by the City Manager, would be the Sustainable Community Coordinator. It is anticipated that providing support will require 25% of the Coordinator's time, in addition to secretarial support not currently available due to the hiring freeze. In addition, during their goal setting, the Commission will identify specific areas of focus on an annual basis. It is highly likely that it would be beneficial for other key City staff to work with the Commission on an ongoing basis. The responsibilities of the Commission will also likely require coordination from other City staff to provide data and information regarding programs and policies in order for them to make informed decisions and coordinate with other commissions, at the discretion of the City Manager. There are no funds budgeted in FY2017 to support the Commission. The primary impact would be staff time necessary to support the Commission. Any funding request for items such as community engagement and outreach, educational trainings on resiliency for commissioners, and/or creation and printing of outreach materials would appear in future budget requests. Once commissioners are appointed, they would hold a strategic planning session to identify priorities for the coming year, and that this practice be replicated annually. Potential sources of information that would be considered during that session include the input received during the community engagement process, various available data including the STAR Communities certification, and a potential future vulnerability assessment. I respectfully recommend Mayor and City Council approval, with the additional words to the purpose statement of, "... to create a viable, livable and equitable community." 3 Staff will now give a brief presentation. Mic ael 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 4 THE CITY OF Dubuque DUB 1114mericaCi i 1111. Masterpiece on the Mississippi 2007-2012-2013 TO: Michael Van Milligen, City Manager FROM: Cori Burbach, Sustainable Community Coordinator SUBJECT: Recommendation to Form Resilient Community Advisory Commission Engagement Process DATE: May 30, 2016 INTRODUCTION The purpose of this memo is to provide a recommendation regarding the formation of a Resilient Community Advisory Commission, based on a community engagement process initiated during the 2016 City Council goal-setting process. BACKGROUND During their Fiscal Year 2016 annual goal-setting process, the City Council added the creation of a Community Resilience Advisory Commission to their Top Priorities list. Since then, Public Health Specialist Mary Rose Corrigan, who is the staff person for the existing Environmental Stewardship Advisory Commission (ESRC), Community Engagement Coordinator Nikola Pavelic, and I developed a work plan to complete the two actions identified for completion in 2015-2017: • City Council approval of process to transition to new commission format. • Comprehensive community engagement effort to define purpose and role of commission and to recruit candidates. Staff researched best practices in resiliency and citizen commissions from communities across the country. From March to May, staff facilitated over twenty community engagement sessions to gather the following information: 1. During community engagement, stakeholders will define "resilience" for the ordinance. 2. During community engagement, staff will gather stakeholder perspectives on the purpose, reasons and structure of the commission. DISCUSSION As outlined in a February recommendation (Attachment A), staff completed a community engagement process that included reaching out to targeted stakeholders, an online survey, and hosting a community dialogue to gather feedback regarding a draft 1 recommendation. Key issues that were addressed in the development of the Resilient Community Advisory Commission (RCAC) include the following: purpose and role of the commission, size and diverse representation on the commission, determination of staff support and funding needed to assist the commission in fulfilling their purpose, and relationship of the commission to other existing commissions and key partners. A summary of the engagement process is attached (Attachment B). Notably, staff were able to analyze data collected during the community input sessions, and from the online survey, to draft the recommendation. Approximately 200 individuals provided input to create the following definition of resiliency: The ability of individuals and systems to prevent, prepare for, and recover from adverse vulnerabilities while adapting to long-term changes. The majority of individuals supported the development of a Resilient Community Advisory Commission. Many individuals recommended reviewing existing commission responsibilities to make sure that any recommendation for a new commission was not duplicative. The Environmental Stewardship Advisory Commission (ESAC) was created in 1991 to review the environmental impact of City programs and projects. In reviewing their current work, we are recommending that the ESAC be dissolved, and its responsibilities rolled into a new RCAC which considers all three pillars of the Sustainable Dubuque model. Although ESAC did not formally vote on approving the RCAD ordinance being recommended (due to lack of quorum for their last meeting,) members provided input and concurred with the recommendation. Current ESAC members also support the recommendation of dissolving the existing commission and are aware they are welcome to apply for positions on the new RCAC. The purpose of the new RCAC, as defined through the community engagement process, would be: To advise on city policies and practices to assure resilient outcomes; facilitate the ability to adapt to factors influencing the social/cultural, economic and environmental wellbeing of the community; prevent, prepare for, and recover from adverse vulnerabilities and change through coordination, data analysis, evaluation and citizen engagement. The responsibilities of the RCAC would include: A. To review research and data in order to provide input on identification, prevention, and plans for potential economic, environmental, and social/cultural vulnerabilities. B. To review plans for long-term prevention, preparedness, and recovery efforts. C. To review policy and program recommendations to the City Council in order to influence resilient outcomes for the community D. To provide comment to the city council on the allocation of budgeted city funding to achieve adopted resiliency goals E. To educate and engage the public on commission priorities F. To provide input on and review strategies to address identified vulnerabilities in collaboration with city staff, other city commissions and community partners. 2 G. To review and make recommendations regarding Sustainable Dubuque Community Grant allocations. H. To respect the policy making authority of the City Council , the City Manger's responsibilities to implement the goals and priorities the Council establishes (council manager form of government) and the responsibility of City staff to report to the City Manager. I. To ensure coordination and communication with other commissions. The commission comprises nine (9) residents of the city, appointed by the city council. Efforts should be taken to balance the composition of the commission: A. Members must be able to think systemically and analyze data in order to meet the stated purpose of the commission. B. Members' interest and/or expertise should represent the three pillars of the Sustainable Dubuque model: economic prosperity, environmental integrity, and social/cultural vibrancy. C. Members should represent a wide range of sectors within the community, such as business, neighborhoods, non-profit, and educational institutions. D. Three (3) or more members should also hold positions on one of the following commissions: Arts & Culture Advisory Commission, Catfish Creek Watershed Management Authority, Community Development Advisory Commission, Historic Preservation Commission, Housing Commission, Human Rights Commission, Long Range Planning Advisory Commission, Parks & Recreation Advisory Commission, Transit Advisory Commission, and/or Zoning Advisory Commission. A number of individuals expressed interest during the community engagement process in becoming commissioners on the RCAC. Provided the Council adopts the recommended ordinance, the ordinance will take place July 1 , with an anticipated first meeting of the RCAC in fall 2016. City Clerk Kevin Firnstahl will advertise for the open positions as he typically does for all commission opportunities, and staff will assist in strategic recruitment if it is the will of the Council. Staffing & Support We recommend that the primary staff support for the RCAC be the Sustainable Community Coordinator. It is anticipated that providing support will require 25% of the Coordinator's time, in addition to secretarial support not currently available due to the hiring freeze. In addition, during their goal setting, the Commission will identify specific areas of focus on an annual basis. It is highly likely that it would be beneficial for other key City staff to work with the Commission on an ongoing basis. This is currently the case with the ESAC, as the Public Works Director, Water & Resource Recovery Center Manager, and Sustainable Community Coordinator regularly attend ESAC meetings, in addition to the Public Health Specialist, who is the designated staff support. The responsibilities of the Commission, as outlined above, will also likely require coordination from other City staff to provide data and information regarding programs and policies in order for them to make informed decisions and coordinate with other commissions, at the discretion of the City Manager. 3 BUDGETIMPACT There are no funds budgeted in FY2017 to support the RCAC. The primary impact would be on staff time necessary to support the Commission. Any funding request for items such as community engagement and outreach, educational trainings on resiliency for commissioners, and/or creation and printing of outreach materials would appear in a future budget request. Operations & Focus of Work in First Year We recommend that once commissioners are appointed, they hold a strategic planning session to identify priorities for the coming year, and that this practice be replicated annually. Potential sources of information that would be considered during that session include the input received during our community engagement process, various available data including the STAR Communities, and a potential future vulnerability assessment. REQUESTED ACTION I respectfully recommend City Council approval of the attached ordinance to develop a Resilient Community Advisory Commission, approval of the associated recommendations regarding operations of the Commission included in this memo, and approval to dissolve the Environmental Stewardship Advisory Commission. Cc: Mary Rose Corrigan, Public Health Specialist Nikola Pavelic, Community Engagement Coordinator 4 CITY OF DUBUQUE Community Engagement Report regarding : Resilient Community Advisory Commission Report contributors: Cori Burbach (Sustainability Coordinator) and Mary-Rose Corrigan (Health Services Director) Report author: Nikola Pavelic 5/12/2016 This report provides details on the planning, implementation, and results of the community engagement effort. 01 Page Contents Background.................................................................................................................................................................................................................... 2 Timeline.......................................................................................................................................................................................................................... 2 Community Engagement planning team:...................................................................................................................................................................... 3 CommunityEngagement goals...................................................................................................................................................................................... 3 Methodsof engagement............................................................................................................................................................................................... 3 Budget............................................................................................................................................................................................................................4 Marketing.......................................................................................................................................................................................................................4 Reach.............................................................................................................................................................................................................................. 5 Demographics........................................................................................................................................................................................................ 6 Keyfindings.................................................................................................................................................................................................................... 7 Staffrecommendations................................................................................................................................................................................................. 5 Limitations ..................................................................................................................................................................................................................... 5 11 Page Background The City Council added a Community Resilience Advisory Commission to their FY 16 Goals and Priorities. Key issues for this goal include purpose and role of the commission, size and diverse representation of the community, and staff support and funding. City staff developed a community engagement process to draft an ordinance for the Resiliency Advisory Commission, addressing the key issues for a recommendation to city council. Timeline December January February 1st: March April May June-July August/ Staff plan Staff plan Council • Staff meets . Finish Council Design September approves with all stakeholder adopts recruitment Recruit& plan stakeholders groups ordinance process orient • Staff creates . Hold commissioner Schedule marketingIan P public input public input 0 Design public meeting Schedule input stakeholders 21 Page Community Engagement planning team: The team consisted of Cori Burbach and Mary Rose Corrigan as the project leads. Nikola Pavelic provided technical assistance in putting the community engagement plan together and project management during the plan implementation. The plan was created in about 7 hrs over a course of about 6 meetings. Community Engagement goals 1. During community engagement, stakeholders will define "resilience"for the ordinance. (goal met) 2. Community engagement will involve representatives from all 3 sustainability pillars (economic prosperity; environmental and ecological integrity; social and cultural vibrancy) with a variety of demographics. (goal met) 3. During community engagement, staff will gather stakeholder perspectives on the purpose, reasons and structure of the commission. (goal met) Methods of engagement Staff facilitated one-on-one conversations with the following 19 groups: 1. Arts & Culture Affairs Advisory Commission 13. Purchase of Service recipients 2. Community Foundation of Greater Dubuque 14. Transit Advisory Commission 3. Dubuque Area Chamber of Commerce 15. Tri-state College Sustainability group 4. Community Development Advisory Commission 16. Wellness Coalition 5. Dubuque Initiatives 17. Zoning Advisory Commission 6. Environmental Stewardship Advisory Commission 18. Downtown, North End, and Point Neighborhood 7. Greater Dubuque Development Corporation Associations 8. Green Dubuque 19. Inclusive Dubuque Network 9. Housing Commission 10. Human Rights Commission In addition to hosting the one-on-one sessions, city staff 11. Long Range Planning Advisory Commission provided an online survey from April 3-10, 2016. Lastly, staff 12. Parks and Recreation Advisory Commission held a final community dialogue, open to the general public on April 19th, 2016 at Inspire Cafe. 31 Page Budget • $0 budgeted • $30 spent Marketing • Direct emails to the 19 stakeholder groups outlined above, announcing one-on-one conversations and April 19th public meeting • Additional personal e-mails, announcing online survey and April 19 meeting, were sent to ten additional partner organizations or groups. • Press releases were sent via Sustainable Dubuque and City website, and the information shared via social media channels. 41 Page Reach The total number of community members who participated in the engagement process was around 200. Of those estimated 200 community members reached • 107 participated in on- on-one sessions • 87 responded to the online survey, and • 6 attended the April 19th public meeting The 200 community members reached represent following demographics: • A nearly balanced split between genders • Broad geographical reach, with the West End, Hill, Downtown and South End neighborhoods well represented • Generally, a diverse age representation from 22 years old and up, but low representation of 18-22 years old. • Overwhelming representation of community members with college degrees • Overwhelming representation of white community members 5 Page Demographics Geography Gender ■ Female ■ Male Education Point Area 120 Outsid 4 106 e of Downtown 2% 100 DBQ 22 18 13% North End 80 % 14 7 7 60 West End / 9% 90 40 33 43 % 20 26% South End 1 4 25 0 Hill/college 15% No HS HS College Graduate Other /hospital diploma graduate graduate Degree area 39 Age . 1s-4 yo 24% 4 2% 3) 0 1 ■Black/AA 22-30 yo ■White • 25 32 15% ■Asian ■American Indian/Alaskan ■ 60 yo 31-40 yo Native 38 38 ■Native Hawaiian/Other 23% Pacific Islander • ,1-50 ■Hispanic/Latino yo 30 18% dIl 0 Multi-racial 6 P a g e Key findings 1. The following words came up the most between the online and one-on-one engagement: 100 90 90 80 74 70 60 58 60 50 50 41 40 30 30 30 23 20 20 10 0 o`e�e E PaaQti Q¢ �xs P�ti� Q` eo� Quo �Q���� Sa��e�b� ,a\O'`°o I\e gt�Q 2. Preference does not exist for a new commission; rather update existing ESAC and incorporate Resiliency into the work of other commissions 3. Preference for how to go about making policy recommendations to City Council consists of: quantitative and qualitative data driven recommendations around City programs, goals, policy and process. The data should be derived from existing sources and input from the public. 4. Public education regarding resiliency, broadly, and specific topics may be needed before meaningful input can be solicited. 5. Preference for a diverse commission where diversity equal between demographics; expertise/skill; and sectors represented 6. There is a preference for the commission to have access to necessary material and time to do data analysis on their own and/or at least to have the time to provide input on data analysis staff are doing 71 Page 7. There was tension between citizens who thought the commission's responsibilities should be focused on city government functions, and a preference for resiliency to be a systems approach across sectors. Staff recommendations • Proposed ordinance, dissolving the Environmental Stewardship Advisory Commission and creating the Resilient Community Advisory Commission • Logistics and Operations Recommendations, including staff support, process, recruitment, and data/information needs. Limitations of the Community Engagement Process • Could not tell if person who attended the one-on-one session also filled out an online survey • Number of participants is not more than 5,900 which would be around 10%of Dubuque's population; thus, results are not statistically significant. • The City Council identified development of a new commission as a priority which needed public education before meaningful community engagement was possible. Some participants had a difficult time participating in the process without more context for the conversation. 51 Page Prepared by: Crenna M. Brumwell, Esq. 300 Main Street Suite 330 Dubuque IA 52001 563 589-4381 ORDINANCE NO. -16 AMENDING CITY OF DUBUQUE CODE OF ORDINANCES TITLE 2 BOARDS AND COMMISSIONS BY REPEALING CHAPTER 6 ENVIRONMENTAL STEWARDSHIP ADVISORY COMMISSION AND ADOPTING A NEW CHAPTER 6 RESILIENT COMMUNITY ADVISORY COMMISSION IN LIEU THEREOF ESTABLISHING THE RESILIENT COMMUNITY ADVISORY COMMISSION AND PROVIDING FOR THE POWERS, OPERATION, MEMBERSHIP, AND MEETINGS NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF DUBUQUE, IOWA: Section 1 . Title 2, Chapter 6 of the City of Dubuque Code of Ordinances is hereby repealed and the following adopted in lieu thereof: Chapter 6 RESILIENT COMMUNITY ADVISORY COMMISSION 2-6-1 : COMMISSION CREATED: There is hereby created the Resilient Community Advisory Commission. 2-6-2: PURPOSE: The purpose of the commission is to advise on city policies and practices to assure resilient outcomes; facilitate the ability to adapt to factors influencing the social/cultural, economic and environmental wellbeing of the community; prevent, prepare for, and recover from adverse vulnerabilities and change through coordination, data analysis, evaluation and citizen engagement. 2-6-3: INTERNAL ORGANIZATION AND RULES: The commission may adopt rules and regulations to govern its organizational procedures as may be necessary and which are not in conflict with this Code of Ordinances or the Iowa Code. 2-6-4: PROCEDURES FOR OPERATION: All administrative, personnel, accounting, budgetary, and procurement policies of the city govern the commission in all its operations. 2-6-5: MEMBERSHIP: A. The commission comprises nine (9) residents of the city, appointed by the city council. B. Qualifications. Efforts should be taken to balance the composition of the commission as follows: 1 . Members must be able to think systemically and analyze data in order to meet the stated purpose of the commission. 2. Members' interest and/or expertise must represent the three pillars of the Sustainable Dubuque model: economic prosperity, environmental integrity, and social/cultural vibrancy. 3. Members should represent a wide range of sectors within the community, including business, neighborhoods, non-profit, and educational institutions. 4. Three (3) or more members should also hold positions on one of the following commissions: Arts & Culture Advisory Commission, Catfish Creek Watershed Management Authority, Community Development Advisory Commission, Historic Preservation Commission, Housing Commission, Human Rights Commission, Long Range Planning Advisory Commission, Parks & Recreation Advisory Commission, Transit Advisory Commission, and/or Zoning Advisory Commission. 5. Members should represent the socio-economic, geographic, and demographic diversity of the community, including youth representation. 2-6-6: OATH: Each person, upon appointment or reappointment to the commission, must execute an oath of office at the first meeting of the commission following the appointment or reappointment or at the city clerk's office any time prior to the first meeting of the commission. 2-6-7: TERMS: The term of office for commissioners is three (3) years or until such commissioner's successor is appointed and qualified. 2-6-8: VACANCIES: Vacancies must be filled in the same manner as original appointments. 2-6-9: OFFICERS/ORGANIZATION: The commissioners must choose annually a chairperson and vice-chairperson, each to serve a term of one (1) year. The chairperson must appoint a secretary, who need not be a member of the commission. The commissioners must fill a vacancy among its officers for the remainder of the officer's unexpired term. 2-6-10: MEETINGS: A. Regular Meetings. The commission must meet monthly. B. Special Meetings. Special meetings may be called by the chairperson or at the written request of a majority of the commissioners. C. Open Meetings. All meetings must be called and held in conformance with the Iowa Open Meetings Law. D. Attendance. 1 . In the event a commissioner has been absent for three (3) or more consecutive meetings of the commission, without being excused by the chairperson, such absence will be grounds for the commission to recommend to the city council that the position be declared vacant and a replacement appointed. 2. Attendance must be entered upon the minutes of all meetings. E. Minutes. A copy of the minutes of all regular and special meetings of the commission must be filed with the city council within ten (10) working days after each meeting, or by the next regularly scheduled city council meeting, whichever is later. F. Quorum. Five (5) commissioners constitute a quorum for the transaction of business. The affirmative vote of a majority of the commissioners present and voting is necessary for the adoption of any motion or resolution. 2-6-11 : COMPENSATION: Commissioners serve without compensation, provided that they may receive reimbursement for necessary travel and other expenses while on official commission business within the limits established in the city administrative policies budget. 2-6-12: REMOVAL: Except as provided in 2-6-10(D)(1), the city council may remove any commissioner for good cause. 2-6-13: POWERS: The commission has the following powers, duties, and responsibilities: A. To review research and data in order to provide input on re-identification, prevention, and plans for potential economic, environmental, and social/cultural vulnerabilities. B. To review plans for long-term prevention, preparedness, and recovery efforts. C. To review policy and program recommendations to the city council in order to influence resilient outcomes for the community. D. To provide comment to the city council on the allocation of budgeted city funding to achieve adopted resiliency goals. E. To educate and engage the public on commission priorities. F. To provide input on and review strategies to address identified vulnerabilities in collaboration with city staff, other city commissions and community partners. G. To review and make recommendations regarding Sustainable Dubuque Community Grant allocations. H. To respect the policy making authority of the city council, the city manager's responsibilities to implement the goals and priorities the council establishes (council manager form of government) and the responsibility of city staff to report to the city manager. I. To ensure coordination and communication with other commissions. Section 3. This Ordinance takes effect July 1 , 2016. Passed, approved, and adopted the _ day of 12016. Roy D. Buol, Mayor Attest: Kevin S. Firnstahl, City Clerk Suggested Motion Wording for Ordinances - Motion B / Motion A Motion B I move to receive and file the communications and further move that the requirement that a proposed Ordinance be considered and voted on for passage at two Council meetings prior to the meeting at which is to be finally passed be suspended. Second & vote called; then: Motion A I move final consideration and passage of the Ordinance. Second & vote called If Motion B does not pass: I move to receive and file the communications and I move first (or second) consideration of the Ordinance. Upon third reading: I move final consideration and passage of the Ordinance.