Purchase of Services Grant Agreement - Opening Doors Copyright 2014
City of Dubuque Consent Items # 22.
ITEM TITLE: Purchase of Services Grant Agreement- Opening Doors
SUMMARY: City Manager recommending approval of a Purchase of
Services Agreement with Opening Doors for Fiscal Year
2017 to fund a full-time staff person to manage the
Opening Doors Cottage Industry Startup to teach formerly
homeless women job skills that will help them become tax-
paying members of the community.
SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Approve
ATTACHMENTS:
Description Type
Purchase of Services-Opening Doors Cottage Industry City Manager Memo
Startup-MVM Memo
Staff Memo Staff Memo
Application Supporting Documentation
Grant Agreement Supporting Documentation
THE CITY OF Dubuque
UBE 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: Purchase of Service Agreement— FY17
Opening Doors, Cottage Industry Startup
DATE: June 28, 2016
Housing and Community Development Department Director Alvin Nash recommends
City Council approval of a Purchase of Services Agreement with Opening Doors for
Fiscal Year 2017 in the amount of$20,000 to fund a full-time staff person to manage the
Opening Doors Cottage Industry Startup to teach formerly homeless women job skills
that will help them become tax paying members of the community.
I concur with the recommendation and respectfully request Mayor and City Council
approval.
Micliael C. Van Milligen
MCVM:jh
Attachment
cc: Barry Lindahl, City Attorney
Cindy Steinhauser, Assistant City Manager
Teri Goodmann, Assistant City Manager
Alvin Nash, Housing and Community Development Department Director
THE CITY OF Dubuque
AII-America City
DUBgkE 1
Masterpiece on the Mississippi 2007-2012-2013
TO: Michael C. Van Milligen, City Manager
FROM: Alvin Nash, Housing and Community Development Department
SUBJECT. Purchase of Service Agreement— FY17
Opening Doors, Cottage Industry Startup
DATE: June 24, 2016
Introduction
Attached for City Council approval is the Purchase of Services Grant Agreement with
Opening Doors for Fiscal Year 2017. The agreement includes attachment of the City
Council Goals and Priorities.
Background
The Fiscal Year 2017 budget recommends an allocation of $30,000 in Community
Development Block Grant (CDBG) and $72,706 in General Funds for Purchase of
Services activities. During the budget process, $10,000 CDBG was allocated to Four
Mounds HEART Program. The remaining $92,706 was available for competition.
At the June 20th, 2016 meeting, City Council approved the Community Development
Advisory Commission recommendation to fund Opening Doors Cottage Industry Startup
in the amount of $20,000.
Discussion
The grant application states, "Opening Doors endeavors to develop a cottage industry
whereby our residents will not only learn soft and hard job skills, but will help the hard-
to-employ individuals that we serve earn income...We seek funding form the City of
Dubuque for a full-time staff person to manage this start-up initiative. The program
would meet two City and Community Goals: Economic Prosperity and Planned and
Managed Growth. Formerly homeless women will be taught job skills that will help them
become tax paying members of our community."
Requested Action
I respectfully request the City Council approve the attached Purchase of Services
Agreement with Opening Doors and authorize the Mayor to execute the agreement on
behalf of the City.
Prepared by Erica Haugen, Community Development Specialist
Purchase of Services Application
Purchase of Services Grant Application
This form should be submitted by organizations applying to participate in the Fiscal
Year 2016 Purchase of Services Grant Application Competition.
Applicant Information
Contact Person Ann Lorenz
Date 5/6/2016
Phone 5635827480
Email a lore nz(aY).o pe ni ngdoo rsdbq.org
Executive Director Michelle Brown
Organization Name Opening Doors
Organization Address 1561 Jackson Street
Organization Address2 Field not completed.
City Dubuque
State Iowa
Zip 52001
Program/Service Information
"Limit each answer to Z 500 characters
Program Name Cottage Industry Startup
Amount of Request 25000
Has your organization Yes
ever received Community
Development Block
Grant(CDBG)funding?
Has this program received Yes
Purchase of Services
Grant in Previous Years?
If yes, what year was the 2015
program last funded?
What was the funding $3,750
amount?
Program Information
1. Program/Service Opening Doors is the nonprofit organization that operates
Information (limited to Maria House and Teresa Shelter. Homeless women, alone or
2,500 characters) with children, come to use to help rebuild their lives. As part of
our strategic plan, Opening Doors endeavors to develop a
cottage industry whereby our residents will not only learn soft
and hard job skills, but will help the hard-to-employ individuals
that we serve earn income. We have researched potential
cottage industry ideas and have determined that we will focus
on jar gifts which will include cookies, soup, and cocoa mixes
layered in a jar and packaged for sale to the community. We
seek funding from the City of Dubuque for a full-time staff
person to manage this start-up initiative. This program would
meet two City and Community Goals: Economic Prosperity and
Planned and Managed Growth. ECONOMIC PROSPERITY:
Opening Doors' Cottage Industry will promote economic
development by providing job skill training for the
underserved/hard-to-employ population of our community.
Formerly homeless women will be taught job skills that will help
them become tax paying members of our community.
PLANNED AND MANAGED GROWTH: Located in the heart of
the Washington Neighborhood, the proposed site for Opening
Doors' Cottage Industry will be former St. Mary's rectory - now
a part of Steeple Square development project. Opening Doors'
programs—and our Cottage Industry in particular- mirrors the
Washington Neighborhood Development Corporation's
(WNDC) purpose in promoting economic opportunity and
human potential. Just like the WNDC- Opening Doors
connects people and resources as a catalyst to promote
prosperity within the Washington neighborhood.
Location of the Program: Opening Doors
Is this a new Program? Yes
Will this funding increase Yes
the level of services
provided?
Is this a continuous or Yes
ongoing program?
2. Briefly describe your Opening Doors is the nonprofit organization that operates
organization, its mission Maria House and Teresa Shelter. Homeless women, alone or
and goals, and additional with children, come to us to help rebuild their lives. We provide
services provided. goal setting and life skills training that will enable them to take
care of themselves and achieve their full potential. Women are
dependent when they come in...independent when they leave.
Since 2000, Maria House has provided transitional housing
where residents can stay for as long as two years. In 2006, we
opened Teresa Shelter. It offers short-term emergency shelter
services for up to 30 days, as well as an extended stay
program which provides a six-month stay with a possible six-
month extension. Opening Doors values the dignity of women
and supports them in claiming their own power and in making
the choices appropriate for developing personal responsibility
to live independently. Opening Doors achieves its mission by
working collaboratively with other community resources and
non-profits, such as SASC, Project Concern, Operation New
View and Hillcrest. While living at Maria House and Teresa
Shelter, women are taught life skills and goal setting to
empower them to rebuild their lives and to become self
sufficient, contributing members of the community. Since 2000,
Opening Doors has served over 2,600 women and children.
3. Identify the need for Over the past year, Opening Doors has served 268 women and
your program and/or the children; 86 of these women and children were in the Teresa
need for expansion (if Shelter Extended Stay Program or Maria House Transitional
requested). Housing Program. Fifty-one percent of these women obtained
or maintained their employment during their stay in our
programs. Most of the women Opening Doors serves have
some type of background that limits them in finding
employment, be it criminal charges, a history of mental illness
or substance abuse, etc. A great deal of our women also have
a fragmented work history, have not completed high school or
obtained an HSED, or have no work history at all. If Opening
Doors is able to hire a full-time person to manage this Cottage
Industry program through this grant, we will be able to create
an income-producing job for a hard-to-employ resident. For
example, we recently had a resident who was pregnant with
twins, had recent criminal charges, had three other children,
and she was unable to find a job. These are the types of
women that the Cottage Industry program will train and
empower.
4. Describe the primary Opening Doors serves homeless women, alone or with
population served by your children. Women must be 18 or older, and children can be
program. Does your ages 0-17. Opening Doors continually assesses our programs -
program reach out to and make changes - in order to better reach the underserved
underserved populations? populations. For example, up until two years ago, we could not
If so, explain how. How accept boys over age 12 due to not having separate bathrooms
will these funds broaden for boys and girls. This resulted in turning away families who
access to your program? had boys over 12 who had no other place to live. Families
would have to separate and Mom could bring her younger
children here, but if she had a boy over 12 they would have to
either go to live with other family member or even a foster
home. So, in 2014, we revised this guideline and started
accepting mothers who had boys over 12 which then kept the
family in tact. Another example of a policy change we made
within the past year was the admittance of transgender
individuals who identify themselves as female even though
they have male anatomy. Opening Doors is continually looking
at gaps in the community and endeavoring to find ways to fill
these needs. Opening Doors provides the only emergency
shelter for women WITH children in the tri-state area. If funds
are secured from this grant, we would be able to begin this
program and hire a staff person to manage all aspects of the
Cottage Industry including job skill training, marketing,
business plan development, and assist with job placement
opportunities after they have completed our job training
program. The Cottage Industry would assist our women who
are the hardest to employ, by providing them with a job,
experience, income, and self worth. The Cottage Industry's
focus will be teaching soft skills such as: showing up to work on
time, putting forth an honest effort while at work, being able to
take direction, learning team work skills, workplace etiquette,
etc. Soft skills complement hard skills which are the technical
requirements of a job. Employers want employees that have
BOTH soft and hard skills. The Cottage Industry staff person
would also be able to provide a reference for future job
opportunities.
5. Goals, Objectives and Top Priorities
Select up to three goals that your program will address and the corresponding
priority. If your program meets more than one goal, pick the primary goal met and
list the other goals in the narrative. Explain how your program will meet the
objectives listed under the chosen priority. Be sure to refer to the City Council
Goals and Priorities and match the Community Goal to the matching Priority.
Example: Goal. SociaUC.ultural Vibrancy paired with Priority.-Arts and Culture
Master Plan.
Goal #1 Economic Prosperity
If applicable, select Field not completed.
Top/High Priority:
Explain how your The first City goal that our cottage industry addresses is
program addresses the Economic Prosperity. Opening Doors' Cottage Industry is a
identified goal, community development initiative that works primarily with the
objective and/or priority. underserved population -teaching formerly homeless women
the basic job skills that they need to learn to earn a living wage
to break the cycle of homelessness and poverty in their lives.
She will transition from becoming a tax user into a tax payer.
This new initiative will also help to lower the unemployment
rate in our upwardly mobile city and will increase the number of
skilled laborers in Dubuque's workforce. The vast array of
Opening Doors' programming requires that all residents
participate in the "Getting Ahead in a Just Getting By World"
curriculum that teaches them additional tools for the
participants to understand the world around them, budgeting,
and the hidden rules of class that might impact their success in
the workforce.
Goal #2: Planned and Managed Growth
If applicable, select Field not completed.
Top/High Council
priority
Explain how your Opening Doors' Cottage Industry also aligns with the Planned
program addresses the and Managed Growth City and Community Goal. Located in
identified goal, objective the heart of the Washington Neighborhood, the proposed site
and/or priority. for Opening Doors' Cottage Industry will be housed in the
former St. Mary's rectory- now a part of the Steeple Square
development project. Opening Doors' programs—and our
Cottage Industry in particular- mirrors the Washington
Neighborhood Development Corporation's (WNDC) purpose in
promoting economic opportunity and human potential. Just like
the WNDC - Opening Doors connects people and resources as
a catalyst to promote prosperity within the Washington
neighborhood.
Goal #3: Field not completed.
If applicable, select Field not completed.
Top/High Council
priority
Explain how your N/A
program addresses the
identified goal, objective
and/or priority.
Outcomes
6. Describe your For over 15 years now, Opening Doors has educated women in
program's impact on the our community. But when these women graduate, they do not
Dubuque Community. walk across a stage, in cap and gown, and receive a diploma,
with a band playing and crowds cheering. Instead, they walk
through a doorway having received something more. They
have regained their dignity, their self-worth and their belief in
themselves. And sometimes, they walk through the doorway
hand-in-hand with their children---the children with whom they
have been reunited, who were previously in foster care. No
bands are playing and the only crowds cheering are the staff of
Maria House and Teresa Shelter, who have been encouraging
and challenging them day-by-day. At the same time that the
mother was learning invaluable life skills such as parenting,
budgeting, interviewing skills, structure, etc., the children were
experiencing a new stable life style, an opportunity to progress
in school and were continuing their own education.
Homelessness results in increased use of emergency rooms,
hospitals, police and jails. Some of Opening Doors' graduates
go on to finish their formal education, earning degrees and
landing better jobs. Others get their own places to live and
some have even purchased their own homes. Keeping families
stably housed and teaching them the skills to rebuild their lives
again, prepares women to be contributing citizens of the
Dubuque community. They learn the skills to be taxpayers,
rather than tax users. The entire community benefits from the
programs offered by Opening Doors, its impact reverberates)
7. Outcomes 1. Cottage Industry will be launched and full-time staff person
hired by August 31, 2016. 2. Ten Maria House and Teresa
Shelter residents will learn soft and hard job skills in the
cottage industry by May 31, 2017. As soon as the grant is
awarded, Opening Doors will begin the hiring process for the
Cottage Industry full-time manager. In his/her business plan,
he/she will develop a marketing and operations plan, as well as
a skills training curriculum. Referrals to the Cottage Industry
program will come from the Maria House and Teresa Shelter
Director. The Cottage Industry manager will track participation
and goal attainment statistics in this program.
8. List any other agencies There are few shelters and transitional programs for homeless
that provide the same or women and children in the Dubuque area. Hillcrest provides
similar services in the transitional housing to families, however their space is limited
community, describe how to five families at a time. Mary's Inn offers housing for pregnant
your program is different, women who don't have other children - however, most of our
and how you work in women have other children, so referrals to their program is
partnership with them. usually not an option. Opening Doors is the only program that
offers emergency shelter to women WITH children. When
Maria House and Teresa Shelter are full, Opening Doors will
make referrals to other similar programs, however, since there
is a housing shortage in our community, families need to seek
housing outside of our community. Opening Doors values the
dignity of women and supports them in claiming their own
power and in making the choices appropriate for developing
personal responsibility to live independently. Opening Doors
achieves its mission by working collaboratively with other
community resources and non-profits. When women are ready
to move out on their own, our staff refer to Project Concern for
Shelter Plus Care (permanent supportive housing) or they are
referred to Salvia Apartments, which provide single room
occupancy. There is very limited affordable housing options for
families with children in our community. The good news is that
within a year, Opening Doors will have our own Permanent
Supportive Housing program in the former Jackson School
which part of the Steeple Square development project.
9. Describe your plan to During this year, we have lost a significant amount of funding.
sustain this program once Due to Housing and Urban development (HUD) focusing on
the City's assistance is no permanent supportive housing, we lost our entire grant of
longer available. $43,025, which was our only annual guaranteed funding
stream that we have received for the last 15 years. We are also
currently a United Way (UW) agency and receive 6% of our
annual income from this source. However, the UW is
restructuring how allocations are made and it is proposed that
all UW agencies may only receive a fraction of their normal
allocation in their upcoming fiscal year. The good news is that
UW considers the outcomes of Opening Doors' programs to be
in alignment with their goals and priorities and they feel that the
funding we receive from them will probably be increased in the
next fiscal year. At that time, we will then use a portion of the
UW allocation to fund the cottage industry staff person. In
addition, we will use excess revenue raised from selling the jar
gifts for this operating budget item.
Can the program Yes
commence (or continue)
if partial funds are
awarded?
Program Budget
Does your organization Fiscal
operate on a Calendar or
Fiscal Year?
Start Date 9/1/2016
End Date 8/31/2017
Description of Expenses
Administrative
Most Recent Completed 54,957
year actual:
Total Proposed Program 0
Costs (Estimate):
Salaries/Benefits of Program
Most Recent Completed 457,339
Year Actual:
Total Proposed Program 36,079
Costs (Estimate)
Supplies & Materials
Most Recent Completed 27,578
Year Actual:
Total Proposed Program 5,000
Costs (Estimate)
Space & Equipment Rental
Most Recent Completed 0
Year Actual:
Total Proposed Program 6000
Costs (Estimate)
Marketing/Publicity
Most Recent Completed 10,037
Year Actual:
Total Proposed Program 1000
Costs (Estimate)
Third Party Payments
Most Recent Completed 0
Year Actual:
Total Proposed Program 0
Costs (Estimate)
Other: Depreciation, Bad Debts (campaign), Other Expenses
Most Recent Completed 106,845
Year Actual:
Total Proposed Program 0
Costs (Estimate)
Other: Assistance, Food, Utilities
Most Recent Completed 31,931
Year Actual:
Total Proposed Program 2400
Costs (Estimate)
Total Expenses
Most Recent Completed 688687
Year Actual:
Total Proposed Program 50479
Costs (Estimate)
Description of Income
Earned Income
(tickets, fess, concessions, ads, sponsorship)
Most Recent Completed 223,394
Year Actual:
Total Proposed Program 1,000
Costs (Estimate)
Contributions
(Individuals, grants, in-kind)
Most Recent Completed 355,992
Year Actual:
Total Proposed Program 45,000
Costs (Estimate)
Other: Misc., Forgiven Debt, net Asset Release, Gain on sale of
Property
Most Recent Completed 106,253
Year Actual:
Total Proposed Program 0
Costs (Estimate)
Total Income
Most Recent Completed 685,639
Year Actual:
Total Proposed Program 46,000
Costs (Estimate)
Net Gain/Loss
Most Recent Completed 3,048
Year Actual:
Total Proposed Program 4,479
Costs (Estimate)
Provide any additional This would be the first year that our Cottage Industry program
information as needed to would be in operation, so income and expenses were
explain budget. Max estimated. The $45,000 estimated contribution amount would
1,300 characters. include this proposed grant request of$25,000.
Grant Reporting
The Fiscal Year 2017 Purchase of Service Grant will require minimum reporting on
the following. Race, Ethnicity, Age, Income of Household/Person. Reporting will be
done on a quarterly basis, with reports being due on the 15th of the month in
October, January, April, and July.
Disclaimer & Virtual Signature
I hereby certify that, to the best of my knowledge, all of the information contained in this
Application is true and correct. I understand that the City of Dubuque reserves the right
to request modifications of this application during the process of contract negotiation,
and, as finally approved by City of Dubuque, the Application shall serve as the work
plan of the organization and shall become part of the Contract with the City of
Dubuque. The Applicant certifies: 1. Agreement to submit further documents as
required by the City of Dubuque to determine project and organization eligibility;
2. Agreement to maintain any other specific records, as may be determined
necessary by the City of Dubuque, to the overall evaluation of the project; 3.
Agreement to comply with all federal, state and local regulations governing the
award and use of grant funds; 4. Agreement to submit additional information as
necessary to determine eligibility for Community Development Block Grant (CDBG)
funds.
I certify that I am authorized to submit this application on behalf of the organization
named herein.
Electronic Signature Michelle Brown
Title Executive Director
Date 5/6/2016
Checklist of REQUIRED Articles of Incorporation, Evidence of non-profit status, List of
Attachments current Board of Directors and their affiliations, List of
program's current staff positions, Most recent Annual Financial
Statement or/Audit, Agency's Current Year Operating Budget
(Limit to one page), Attach a copy of your long range plan
Attachments may be E-Mail
emailed, mailed, or
delivered to Housing &
Community
Development. How will
you deliver the
documents
Mail or Hand Deliver to:
Erica Haugen Housing& Community Development Department 350 West 6th
Street, Suite 312, Dubuque, lA 52001
Application is Complete
Thank you for your interest in Purchase of Services Grant(POSG). Application
deadline is May 8, 2016. Grant Awards will be announced in June and contracts
begin July 1, 2016.
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City of Dubuque Iowa
Purchase of Services Grant Application
PURCHASE OF SERVICES GRANT APPLICATION
Applicant Information
Contact Person: Ann Lorenz
Phone: 5635827480
E-mail: alorenz(a)openingdoorsdbg.org
Organization Name: Opening Doors
Address Line 1: 1561 Jackson Street
Address Line 2:
City, State, Zip: Dubuque, Iowa, 52001
Executive Director: Michelle Brown
Program/Service Information
Program Name : Cottage Industry Startup
Amount of Request: 25000
Program Budget
Can the program commence (or continue) if partial funds are awarded? Yes
Does your organization operate on a calendar or fiscal year? Fiscal
If Fiscal Year, Start Date: 09/01/2016
End Date: 08/31/2017
List all expenses and revenues associated with your Program. Be specific.
Description of Expense Most Recent Total Proposed
Completed Year Program Costs
Actual Year ended
Administrative 54,957 0
Salaries/Benefits of Program 457,339 36,079
Supplies &Materials 27,578 5,000
Space & Equipment Rental 0 6,000
MarketinglPublicity 10,037 1,000
Third Party Payments 0 0
Other Ins/Misc./Bad Debt 106,845 0
Other: Assistance, Food, Utilities 31,931 2,400
Other:
Total Expenses 688,687 50,479
City of Dubuque Iowa
Purchase of Services Grant Application
Description of Most Recent Completed Total Proposed Program Income
Income Year Actual Income
Earned Income 223,394 1,000
(tickets, fees,
concessions,
ads,
sponsorship)
Contributions 355,992 45,000
(Individuals,
grants, in-kind)
Other. misc., 106,253 0
Forgiven Debt, net
Asset Release,
Gain on sale of
Property
Total Income 685,639 46,000
Net Gain/Loss 3,048 4,479
Provide any additional information as needed to explain budget. 1,300 characters max
This would be the first year that our Cottage Industry program would be in operation, so income and expenses were
estimated. The$45,000 estimated contribution amount would include this proposed grant request of$25,000.
AGREEMENT
BETWEEN
THE CITY OF DUBUQUE, IOWA
AND
OPENING DOORS
THIS AGREEMENT, dated for reference purposes the 1st day of July 2016, by and
between the City of Dubuque, Iowa (City) and Opening Doors (Agency).
WHEREAS, City proposes to provide certain financial assistance to enable Agency to
provide public services that meet the identified goals and priorities as identified by the City
Council; and
WHEREAS, City has deemed it to be in the public interest to provide financial assistance in
the form of a Purchase of Services Grant to be used to cover general operating expenses of
Agency's program.
NOW THEREFORE, the parties hereto agree as follows:
1. Scope of Service
Agency shall develop a cottage industry, and provide full-time staffing for the position, to
provide job -skills training formerly homeless women. The project aligns with the City's
goals and priorities as described in the Purchase of Services Grant Application. The City
Council goals and priorities are attached hereto as Exhibit A.
2. City Responsibilities
City designates the Housing and Community Development Director to act as its
representative with respect to the work to be performed under this Agreement, and such
person shall have authority to transmit instructions, receive information, interpret and
define City's policies and provide decisions in a timely manner pertinent to the work
covered by this Agreement until Agency has been advised in writing by City that such
authority has been revoked.
3. Time of Performance
The term of this Agreement shall be from July 1, 2016 through June 30, 2017.
4. Compensation
City shall pay Agency $20,000.00 as compensation for the services provided by Agency,
which payment shall constitute full and complete compensation for such services.
The compensation shall be paid by City to Agency within ten (10) business days after
receipt by City of a requisition for such sum from Agency.
5. Audit and Evaluation
Inasmuch as the funds to be provided to Agency by City are public funds, the Agency
agrees that it will maintain books of account in accordance with Generally Accepted
Accounting Standards together with necessary documentation to support all expenditures.
The records of Agency, including payroll accounts and other records of disbursements and
receipts, and other records relating to the performance of the activities herein specified,
shall be made available for inspection by City or any Certified Public Accountant acting on
its behalf, in order to ascertain performance of Agency under this Agreement. Agency
agrees to retain such records for not less than three (3) years.
6. Reporting and Monitoring
Agency shall render to the Housing and Community Development Director a quarterly
report detailing its activities related to the use of City funds provided to Agency. Such
report shall include a performance report on the program(s) supported by City funds and a
financial report on the use of City funds, which shall be rendered no later than the fourth
Thursday October, January, April, July. A written annual report shall be submitted to the
City Council within sixty (60) days of year end. The annual report shall include a
performance report on the program(s) supported by City funds and a financial report on the
use of City funds.
If Agency has an annual audit performed, Agency shall provide City a copy of the annual
audit report within three months of year-end.
7. Discrimination
In carrying the services under this Agreement, Agency shall not discriminate against any
employee or applicant for employment because of race, creed, color, sex, age, national
origin, religion, sexual orientation, gender identity, or disability. Agency shall take
affirmative action to ensure that applicants for employment are employed and that
employees are treated during employment without regard to race, creed, color, sex, age,
national origin, religion, sexual orientation, gender identity, or disability. Such action shall
include, but not be limited to, the following: employment, upgrading, demotion or transfer;
recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of
compensation; and selection for training, including apprenticeship. Agency assures that all
qualified applicants will receive consideration for employment without regard to race, creed,
color, sex, age, national origin, religion, sexual orientation, gender identity, or disability.
Agency agrees and will undertake whatever affirmative measures are necessary so that no
person shall be excluded from participation in, be denied the benefits of, or be subjected to
2
discrimination under any program or activities funded in whole or in part with any of the
funds made available to Agency under the terms of this Agreement because of race, color,
creed, religion, sex, national origin, age, sexual orientation, gender identity or disability.
8. Termination of Agreement
If, through any cause, Agency shall fail to fulfill in a timely and proper manner its
obligations under this Agreement, or if the Agency shall violate any of the covenants,
agreements or stipulations of this Agreement, City shall thereupon have the right to
terminate this Agreement by giving written notice to Corporation of such and specifying the
effective date thereof not less than thirty days before the effective date of such termination.
If Agency shall fail to cure its default to the satisfaction of City in City's sole discretion
within such thirty day period, this Agreement shall be deemed terminated at the end of
such thirty day period without further action of either party.
Upon termination of this Agreement, Agency shall return to City all unexpended funds
and/or any funds utilized for purposes other than stated in the Agreement.
9. Assignability
Agency shall not assign any interest in this Agreement without the prior written approval
from of City.
10. Insurance
At the time of execution of this Agreement by Agency, Agency shall provide the City copies
of Agency's insurance certificates showing general liability, automobile liability, and workers
compensation insurance coverage to the satisfaction of City for the term of this Agreement.
WITNESS:
CITY OF D UQUE, IOWA
Kevin Firnstahl, f ' Ierk Roy D. B I, Mayor
Opening Doors
Michelle Brown, Executive Director
3
Exhibit A
Dubuque
brtkill
All-Ametica City
THE CITY OF
DUB E SUSTAINABLE
Ci DUBUQUE
Masterpiece on the Mississippi 2007.2012•=013 viable - linable - equitable
The Dubuque 2030 Vision Statement
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.
Mission Statement
The City's mission is to deliver excellent municipal services that support urban living and a
sustainable city plan for the community's future and facilitate access to critical human services
which result in financially sound city government and citizens getting services and value for their
tax dollar.
Five-Year Community Goals for a Sustainable Dubuque
• Economic Prosperity
• Environmental Integrity
• Social/Cultural Vibrancy
Five-Year City Goals
• Planned and Managed Growth
• Partnering for a Better Dubuque
• Improved Connectivity: Transportation and Telecommunications
Five-Year Organizational Goal
Financially Responsible City Government and High Performance Organization
2015 - 2017 Top Priorities (in alphabetical order):
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1) East-West Corridor Study Implementation
City Goal: Improved Connectivity
Key Issues:
• Property acquisition
• Environmental assessment
• Funding for design and construction of roundabouts
2015-2017 Actions:
• Complete preliminary design and identify property acquisition parameters
• Maintain corridor preservation ordinance
• Development of a plan including prioritization of locations and capital improvement funding
options
2) Environmental Stewardship Commission (Community Resiliency Commission)
Community Goal: Environmental/Ecological Integrity
Key Issues:
• Purpose and role of commission
• Determine process for community engagement, size and diverse representation of
community
• Staff support and funding
2015-2017 Actions:
• 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
3) Historic Millwork District Parking (470 spaces)
City Goal: Improved Connectivity
Key Issues:
• Land acquisition
• Funding
2015-2017 Actions:
• Opening of new intermodal facility
• Property acquisition for construction of surface parking lots
• Funding strategy for design and construction of surface parking lots
4) Inclusive Dubuque Action Plan
Community Goal: Social/Cultural Vibrancy
Key Issues:
• Community engagement process on development of action plan for priority areas
• City role as a partner in implementation of action plan
2015-2017 Actions:
• Completion and analysis of Equity Profile assessment
• Development and implementation of Equity Profile Action Plan
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• Quarterly reporting on implementation of Action Plan
5) Street Maintenance Program
City Goal: Improved Connectivity
Key Issues:
• Evaluate existing service level targets
• Funding to restore or expand service level targets
2015-2017 Actions:
• Review current program, assess condition of completed areas, and evaluate community
needs
• Development of a strategy including prioritization of locations and budget options to maintain
or increase service level
2015 — 2017 High Priorities (in alphabetical order):
1) Central Iowa Water Association
City Goal: Planned and Managed Growth
Key Issues:
• Annexation
• Funding
• Water Infrastructure
2015-2017 Actions:
• Research and prepare response to litigation
• Policy decisions on water extensions, annexation, and funding
2) City Economic Development
Community Goal: Economic Prosperity
Key Issues:
• Review staffing levels and partners
• Funding
• Goals and performance expectations
2015-2017 Actions:
• Identify partnership opportunities
• Develop strategic plan including funding
3) Citywide Flower-Planting Program
City Goal: Partnering for a Better Dubuque
Key Issues:
• Policy on use of volunteers
• Policy of location(s) for existing or new plantings and type of plant (annual vs. perennial)
• Funding and hiring freeze
• Ongoing operation and maintenance costs
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2015-2017 Actions:
• Review current activities and assess community needs
• Development of a strategy including: prioritization of locations, plantings and staffing vs.
volunteer needs and budget recommendations
4) Comprehensive Plan
City Goal: Planned and Managed Growth
Key Issues:
• Funding
• Community assessment and input process
2015-2017 Actions:
• Research alternative staffing and consultant options for development of process and creation
of a new 20-year plan
• City Council direction on process and funding recommendations
6) Debt Reduction Policy
Organizational Goal: Financially Responsible City Government and High Performance
Organization
Key Issues:
• Education for general public and for city staff
• Continued implementation of strategic debt reduction
2015-2017 Actions:
• Review and assessment of existing debt-reduction strategy
• Development of a policy for evaluating future use of debt for projects including: prioritization
of capital projects and capital project assistance programs, project timing, and budget
recommendations
6) Methane Gas Plan
Community Goal: Environmental/Ecological Integrity
Key Issues:
• Identify opportunities for methane gas reuse in city operations including BioCNG
• Development agreement for methane gas reuse
2015-2017 Actions:
• Develop cost/benefit analysis and policy for city vehicle conversion to BioCNG
• Negotiate agreement with private sector for methane gas reuse at Landfill and Water &
Resource Recovery Center including capital investment requirements
7) Surveillance Camera Funding
Community Goal: Social/Cultural Vibrancy
Key Issues:
• Evaluate types of cameras for future purchase
• Funding and location of additional cameras
• Use and storage of data and information
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2015-2017 Actions:
• Identify areas and phasing plan for installation of additional cameras, including access to
existing or new fiber-optic connections
• Direction on funding for additional cameras and increased video storage capacity
2015 — 2017 Management Agenda (in alphabetical order):
1) Greater Dubuque Development Corporation: Sustainable Innovation
Community Goal: Economic Prosperity
Key Issues:
• Alternative energy options including bio compressed natural gas and hydropower
• IBM Smarter Cities partnership next phase
2015-2017 Actions:
• Council direction on agreement for use of bio compressed natural gas
• Analysis of hydropower opportunities
• IBM partnership agreement for workforce development and open data
2) Industrial Park Development
Community Goal: Economic Prosperity
Key Issues:
• Actions
• Funding
2015-2017 Actions:
• Develop budget options
• City Council direction on budget and timeline
3) National Incident/Event Report
Community Goal: Social/Cultural Vibrancy
Key Issues:
• Community engagement
• Community preparedness
2015-2017 Actions:
• Community engagement effort to identify issues
• Review other city and federal reports to develop local best practices
• Prepare report with local options and recommendations
4) Skate Park
City Goal: Partnering for a Better Dubuque
Key Issues:
• Location and scope of project
2015-2017 Actions:
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• Contract for evaluation, design and site location
• Initiate private fundraising effort
5) Police: Review Best Practices
Organizational Goal: Financially Responsible City Government and High Performance
Organization
Key Issues:
• Community engagement
• Community preparedness
2015-2017 Actions:
• Review 21 st Century National Police Report to identify best practices and analyze
opportunities for Dubuque
• Prepare action plan with options for City Council review and direction
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