Presentation Title

FY 2020 City Administrator’s Recommended Budget February 2, 2019 FY 2020 Budget Highlights

▰ Complies with City Council policy for reserve and liquidity targets, while maintaining the tax levy rate ▰ Focused on Police Services ▻ Higher staffing of sworn officers (4 additional in FY 2019) ▻ Increases minimum staffing levels for patrol shifts ▻ Formation of a new Gun Investigation Unit ▰ Significant Investment in Streets and Sewers ▻ $34 Million in Street and Sewer Projects in FY 2020 ▻ $141 Million in Street and Sewer Projects in the 6-year CIP . Strong Economic Growth 2 . Tax Base Growth at 4.4% FY 2020 Budget Process

Inputs • Department Review • Department Level Input • Budget Balancing • Business Plans • Operating & CIP Requests Measures • Payroll & Revenue • Allocations & Debt Service • Budget Workshops Projections Estimates • Public Hearing/Council Approval Kick Off Review

3 FY 2020 Budget Overview

Adopted Proposed Change FY 2019 FY 2020

Operating $137,524,968 $144,799,281 +5.29%

Capital $40,649,062 $49,356,669 +21.42%

Debt $31,845,974 $32,537,529 +2.17%

Total $210,020,004 $226,693,479 +7.94%

4 FY 2020 Fee Adjustments

Average Residential Sewer Fee: $8.11 more / qtr

Average Garbage Fee: $1.44 more / qtr

ERU Residential Clean Water Fee: $0.24 more / qtr

5 FY 2020 Impact to a Median Household

Annual Change (In Dollars)

Property Taxes* +$27.05

Sewer Fee +$32.44

Solid Waste Fee** +$5.76

Clean Water Fee +$0.96

Net Impact +$66.21

*median home property value $124,300 **assumes medium garbage cart 6 Continued Emphasis on Public Safety

General Fund and Trust & Agency Fund Budget Allocation

Police 37% 37% Fire Other

26% 7 Sustainable Infrastructure

▰ $34 Million in Street and Sewer Projects in FY 2020

▰ $141 Million in Street and Sewer Projects in the 6-year CIP

▰ $6.2 Million Continued Investment in City Assets (Buildings and Equipment) for FY 2020

8 CIP Major Categories

Misc. 1% Facilities Airport Projects Maintenance 3% Facilities Maintenance 8% 6% 3% 1% Parks and Recreation 2% Pedestrian Transportation

RiverCenter/Adler Street Network Riverfront Sewer System 40% 28% Fleet Sewer System Street Network Miscellaneous Projects

7% 9 Fleet FY 2020 CIP Projects

10 FY 2020 CIP Projects

11 FY 2020 CIP Projects

12 FY 2020 CIP Projects

13 FY 2020 CIP Projects

14 FY 2020 CIP Projects

15 FY 2020 CIP Projects All neighborhood street surface types included in project per Council request.

16 FY 2020 Budget Highlights

• Two main takeaways from surveys and public input session were: • Lots of Davenport residents are unable to visit a library location for a whole number of reasons • The Library already offers many of the materials and services that were requested – but residents are unaware we do so.

• One of the main goals of the Strategic Plan is to increase access to and awareness of library materials, programs, and services First steps

• Americorps staff member doing outreach to Stepping Stones, daycares, food pantries, etc • Customer Services staff adding additional outreach events as staffing permitted • Increased efforts with social media and other marketing re library services and programs • CIP funding received for Outreach vehicle Crafts at the Farmer’s Market Next Step: Community Outreach Department • Staff: • Supervisor • FT Library Assistant • PT Principal Clerk

• No additional staff were added – staff in other positions were reassigned to new Outreach positions Operational details

• Outreach will be coordinated by the Community Outreach Supervisor • Simplifies responsibility for the new Outreach vehicle • Outreach, Customer Service and Community Engagement and Learning Departments all report to the Library Assistant Director – making it easier to coordinate staff sharing when needed Why is outreach so important?

Studies show that access to books is an important indicator of educational success

Many residents find it difficult or impossible to come to the Library. Reasons vary but include: -lack of transportation -work schedules

We especially know that lots of kids can’t get to the library Crafts and Stories at Laundry Love Access to Books = Better Readers

Words 2nd grade students aReading correct/minute Spring 17- Spring 17-18 Fall 18-19 Fall 18-19 18 District wide 50.30% 51.40% 57.90% 53.80% Students returning 60.94% 65.55% 66.41% 67.23% Access to books = increased educational attainment • A 20 year study done by the University of Nevada shows that, on average, having a 500-book library OR having university educated parents, propel a child 2.4 years further in education. • Access to books for kids whose parents do not have a lot of formal education can have a huge positive impact on how far they pursue their education. • For families that move often or can’t afford to purchase books, the Library can provide needed access to reading materials Questions? Neighborhood Services Department

Code Enforcement Overview

2 Enforcement

• City Ordinance Enforcement • Debris – trash, car, tree, water, etc. • Zoning – signs, residential parking • Weeds/Vegetation/Snow • Parking – primarily downtown, snow events • City Owned Lot/Sidewalk Downtown • Parking Enforcement

3 Nuisance by the Numbers

9,000 8,492

8,000 7,304 6,948 7,000 6,000 5,000 Citizen 4,000 NSD 3,000 2,000 1,711 1,230 1,448 1,000 0 FY 16 FY 17 FY 18 4 Nuisance Vehicle Inspections

1,600 1,369 1,400 1,172 1,200

1,000 899 800 600 400 200 0 FY 16 FY 17 FY 18

5 Nuisance Lawn Inspections

4,000 3,526 3,500 3,000 2,458 2,424 2,500 2,000 1,500 1,000 500 0 FY 16 FY 17 FY 18

6 Rental Inspections Overview

7 Rental Inspections

• 7,760 Rental Properties in Davenport

• Consisting of 16,939 units

• 2,886 Property Owners

• 43 Property Management Companies

8 Rental Inspections

4,500 4,000 3,820 3,500 3,000 2,500 2,072 2,081 2,000 1,500 1,000 500 0 FY 16 FY 17 FY 18

9 Rental Process Improvements

• Adopted 2015 IMPC

• Reduced Number of Rental Cycles

• Revocation of rental license on non-conforming properties

• Nuisance Properties Declaration

10 Demolition Program

11 Demolition Program

• Goal – to enhance neighborhoods

• Tracking of vacant properties

• Creating list for next round of potential demolitions

12 Demolition Map

13 Process Improvements

14 Department Process Improvements

• Staff Development • ICC Code Training • Senior Staff Shadowing • Monthly one on one reviews • Uniformed Inspections • Ward Assignments • Department Relationships • Legal • DPD • DFD

15 Questions?

16 2018 Year in Review

Mayor & City Council Goals + City Administrator’s Workplan Foundations Our Focus

The mission of the leadership team is to bring out the best of the organization to successfully provide essential services and sustainable infrastructure for a safe, welcoming and vibrant community.

✔ We are investing in talent and strengths. ✔ We are committed to cross-departmental collaboration. ✔ We are innovating how we share information. ✔ We are financially prudent. ✔ We are delivering on our goals. Operational Pillars

Well Protected Community Fiscal Vitality Welcoming Neighborhoods

High Performing Government Sustainable Infrastructure Vibrant Region Mayor & City Council Goals 2018 | 2019

Crime Reduction & Juvenile Support Services (Well Protected Community)

Commercial Corridor Revitalization Studies (Fiscal Vitality)

Urban Revitalization (Welcoming Neighborhoods)

Improve Infrastructure (Sustainable Infrastructure)

Main Street Landing (Vibrant Region)

Long-Term Community Funding Plan for the Figge & Putnam (Vibrant Region) Well Protected Community Well Protected Community

JUVENILE JUSTICE & LEGISLATIVE STRATEGY | *CG Goal | Develop a comprehensive legislative strategy including a juvenile justice component that would provide a multi-agency single entry site for early intervention, full assessments, and improved access to services for youth offenders and access for preventative services. Advocate for and participate in the process of creating a centralized and coordinated Juvenile Assessment Center program.

Update | In 4Q 2018, the DOJ's Center for Coordinated Assistance to the States (CCAS) issued their final report on juvenile justice issues within Scott County. The report outlined several immediate and long term action steps needed to enhance the juvenile justice system in Scott County, including the creation of a Juvenile Assessment Center (JAC). With the community collaborative formed under Scott County Kids for the purpose of creating a JAC, the collaborative began meeting in Q4 with the goal of launching a JAC within eighteen months. Well Protected Community

ACHIEVEMENTS | DPD CALEA ACCREDITATION The Davenport Police Department was awarded national accreditation on Saturday, July 28, 2018, by the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) in the Law Enforcement accreditation program. The agency was first accredited in 2003.

Following a multi-year self-assessment phase and a meticulous site-based assessment of community engagement, policy, procedures, equipment and facilities by CALEA assessors, Davenport Police Department Chief Paul Sikorski and Captain Jane Imming attended the CALEA conference in Grand Rapids, Michigan. Each agency being reviewed goes before CALEA’s 21-member Board of Commissioners where the commission reviews all findings and determines the agency’s accreditation status. Well Protected Community

FIRE DEPARTMENT SUCCESSION PLAN Goal | Conduct recruitments for three key command positions within the Davenport Fire Department: Assistant Chief - Fire Marshal, Assistant Chief - Operations, and Chief.

Update | Jim Morris was appointed to the position of Assistant Chief/Fire Marshal on January 14, 2018. Mike Carlsten was appointed as the Fire Chief on May 10, 2018. Chief Carlsten announced in October that Robb MacDougall would become the next Assistant Chief - Operations upon Chief Bickford’s retirement in January 2019. Well Protected Community

ACHIEVEMENTS | PRIORITY DISPATCH Update | Beginning in early 2018, the Davenport Fire Department has worked with SECC to implement priority dispatch. This process allows for the proper resources to be dispatched to incidents based on the circumstances. Throughout the year, this process has been evaluated and adjusted to provide the appropriate responses, based on a needs assessment developed in conjunction with area medical professionals. Life threatening events, such as chest pains or trouble breathing continue to receive an emergency response from Fire and Medic.

ACHIEVEMENTS | STAYING EQUIPPED Update | In the fall of 2018, Davenport received the Assistance to Firefighters Grant for replacement SCBA’s. The Federal grant award amount is $612,369. As a condition of the reward, the City of Davenport is required to contribute a cost match for 10% of the Federal contribution, or about $61,236. The department is currently evaluating several different models. The new SCBA’s (self contained breathing apparatus) should be ordered in the spring and in service by during summer 2019. The City currently has 2 new engine companies under construction. In addition, the Fire Department is currently working on the specifications for a replacement 100 foot aerial truck in this year’s capital improvement plan. Well Protected Community Fiscal Vitality Fiscal Vitality

I-280 & LOCUST ECONOMIC DEVELOPMENT PLAN Goal | Build on and continue the success of the Eastern Iowa Industrial Center by identifying a future development zone. Staff has identified a 700-acre area at the intersection of Locust and I-280 that is suitable for industrial development and is planning for the extension of infrastructure including preparing estimates for sewer and street costs.

Update | Staff continues to work on preliminary design and cost estimated for the extension of the sanitary sewer along Duck Creek to the west. This extension is necessary to serve the future needs of the industrial park. Fiscal Vitality

MID-BRADY REVITALIZATION STRATEGY | *CG Goal | Coordinate with stakeholders and relevant professional services to facilitate redevelopment of the Mid-Brady Street Corridor. Incorporate trends in the current retail climate and provide an adaptive reuse analysis for the North Park Mall area.

Update | The goal of this project is to create a master plan for the revitalization of the Brady Street Corridor. Staff has met with Macerich Properties representatives to continue discussions on creative reuses for their property and potential partnerships with the City and other community-based organizations for use on their property and land. Staff will begin work on a corridor redevelopment study in 2Q-2019. Fiscal Vitality

ROCKINGHAM ROAD RETAIL STRATEGY | *CG Goal | Obtain a consultant to craft a development plan for the Rockingham Road corridor including a presentation of a market-feasible redevelopment vision. Include a strategy for the former Kraft Foods facility.

Update | The rezoning of the Rockingham Road Corridor was approved by Council in August. The rezoning of this area reduced the intensity of land use along the corridor and increased the design standards of the area. In addition, staff concluded the last of the scheduled meetings with the Rockingham Road stakeholder group to discuss other topics of concern with Public Works staff.

NORTH ELMORE BRANDING – MARKETING & ATTRACTION | *CG Goal | Formally adopt the Elmore Corners land-use concept plan, design standards, and marketing plan to guide future development in this prime real estate location. Utilize this plan to attract new entertainment and retail amenities to Davenport.

Update | The overlay district for Elmore Corners, including the design standards, were brought before City Council and approved in July. These design standards are now in effect for the Elmore Corners area. Fiscal Vitality

STERILITE Goal | Complete all necessary approvals and manage all infrastructure projects related to a successful opening of the new Sterilite development.

Update | The road work in conjunction with the State of Iowa RISE program continues. The reconstruction of Division Street along the eastern boundary of Sterilite is complete as is the intersection of Division and Slopertown Road. The intersection improvements are complete at the entrance of the Eastern Iowa Industrial Center and at Northwest Boulevard and Slopertown Road. This intersection now contains two left turn lanes out of the park and specific turn lanes for the Love's Truck Stop and the Natural Resources Conservation Service building. The final intersection improvements at Hillandale Road and Slopertown Road will occur in 2019. The bid for construction of the interchange tracks and fourth spur went live in late December and bids are due in January. Contract award is expected in late February or early March. Depending upon winter weather conditions, construction is anticipated to begin in April 2019. Fiscal Vitality

9401 Granite Way 2790 E 53rd St 2741 E 53rd St

Kraft Heinz began full production The region’s first Costco Portillo’s broke ground. at the new plant in the Eastern Iowa opened in October. Industrial Center. Fiscal Vitality

REVIEW INCENTIVES POLICIES (URTE & TIF) Goal | Review and evaluate current economic development incentive tools.

Update | The URTE update project, impacting nearly 15,000 properties in the City, was completed in September 2018.

P-CARD SYSTEM IMPLEMENTATION Goal | Develop an efficient city-wide purchasing card system that allows for the responsible and accountable purchasing of goods and services when p-cards are the desired method of payment.

Update | The City Council approved a contract for Davenport to join the University of Iowa purchasing card coalition through US Bank. The US Bank P-Card system has been fully integrated with the City's financial enterprise system to allow for proper approvals and workflow to occur. The new P-Card Policy has been finalized, and all City departments with the exception of Facilities and Fleet Divisions are currently fully utilizing P-Cards for purchases under $3,000. Welcoming Neighborhoods Welcoming Neighborhoods

URBAN REVITALIZATION | *CG Goal | Develop a comprehensive plan to address blight and disinvestment in the City's urban core. Identify locations to strategically invest City funds to encourage and serve as a catalyst for private revitalization and investment in neighborhoods.

Update | In 4Q 2018, staff launched a new program aimed at assisting owner occupied houses that have open exterior code violations. This program utilizes a deferred mortgage on the property. The Neighborhood Services Department has begun marketing the program when issuing code violations. Legal staff continues to work through the 657A process and anticipates filing court petitions for four trial properties in 1Q 2019.

Completed 5 Urban Homesteads (3 new construction houses sold in February; 2 rehabs completed in 2018 and will be sold in early 2019)

Rehabbed 12 owner occupied houses and provided down payment assistance to 33 homebuyers. Welcoming Neighborhoods

VACATED KRAFT BUILDING REVITALIZATION PLAN Goal | In conjunction with the Rockingham Road Retail Strategy Development, begin the evaluation of revitalization opportunities for the vacated Kraft Building that will add continued dimension to the western downtown corridor.

Update | Kraft Heinz discontinued production at the old facility (1337 West 2nd Street) on September 22, 2018. Per the Economic Development Agreement, Kraft Heinz has until March 2020 to obtain a demolition permit and begin deconstruction of the facility unless an acceptable reuse of the facility is found and approved by the City Council. We are evaluating a partnership with the EPA/DNR to develop a clean-up and reuse plan. Welcoming Neighborhoods Welcoming Neighborhoods

ZONING CODE REWRITE Goal | An update of the current zoning ordinance to modernize the zoning ordinance and make it more user friendly for citizens and developers.

Update | Council began the process of adopting the new zoning ordinance in 4Q-2018. Final adoption and publication were completed in 1Q-2019. A user manual is being prepared by the consultant and is anticipated to be complete in March 2019.

RENTAL ORDINANCE REVIEW & REVISION Goal | Conduct a review of the City's existing rental ordinance and collaborate on any necessary revisions.

Update | City Council approved the new rental ordinance and the 2015 International Property Maintenance Code in September 2018. High Performing Government High Performing Government

LEGISLATIVE AFFAIRS & STRATEGY DEVELOPMENT Goal | As part of the overall 2018 legislative strategy formally adopted by the City Council in 4Q-17, staff will take formal positions and engage on key issues during the 2018 legislative session. A legislative strategy outlining City of Davenport legislative priorities, including policy briefs on each, was distributed to the local delegation. Staff will monitor and track legislation related to these issues and update the City Council accordingly.

Update | City staff identified legislative priorities and developed associated white papers for the 2019 legislative session. 2019 legislative priorities are: SF295 and the associated backfill, fireworks, juvenile justice, tax increment financing, and automatic traffic enforcement cameras. In 4Q 2018, staff met with our local legislative delegation to discuss the City's legislative priorities. Staff will continue to work with the Metro Coalition to track these priorities throughout the legislative session. High Performing Government

ORGANIZATIONAL & TALENT DEVELOPMENT Goal | Increase the City's focus on organization and talent development to promote an engaged, healthy, vibrant workplace and to provide for next-generation leadership. Continue to conduct bi-annual cohorts of Davenport Strengths Institute, team-based coaching opportunities, etc. as methods of furthering this effort.

Update | The organization welcomed three new department heads in 2018.

Mike Carlsten Mallory Merritt Chad Dyson Fire Chief Human Resources Director Parks & Recreation Director High Performing Government

Update | Cohorts 1 and 2 graduated DSI in 2018, Cohorts 3 and 4 are underway, and Cohort 5 begins in July 2019. High Performing Government

CENTRALIZED IMAGE DIRECTORY Goal | Organize all departmental and city images into a centralized image directory with searchable tags to allow for city-wide use of photographs in city publications, documents, presentations, etc.

Update | In 4Q 2018, cross departmental staff was trained on using the central image directory and all departmental images have been uploaded to the centralized image directory. Communications staff will work throughout 1Q 2019 to complete the organization and tagging of all photos that have been uploaded. High Performing Government

ACHIEVEMENTS | INTRANET REBUILD The City’s intranet is a tremendous asset for employees and required updating to continue to serve the organization’s needs. It was rebuilt in 2018 to provide more flexibility and easy-to-use tools for our staff. Sustainable Infrastructure Sustainable Infrastructure

WEST 76TH STREET Goal | Complete construction allowing a connection from Division Street to Northwest Boulevard. Storm sewer work will begin in spring followed by grading and earthwork.

Update | While West 76th Street is open to travel, construction activities will extend into the spring as the contractor will complete minor concrete work, install bioswales, seed and complete miscellaneous punch list items.

VETERAN’S MEMORIAL PARKWAY Goal | Construct the final phase of the Veteran's Memorial Parkway project which includes a connection point from Jersey Ridge Road over the I-74 bridge. After completion of the final phase, the parkway will allow direct access from U.S. 61 in Davenport to Bettendorf.

Update | All major roadway related work has been completed and the street was opened to the public in early December. The contractor has the following construction items remaining to complete: retaining wall on the north-side side of the Jersey Ridge intersection, installation of the recreational trail on the south side of the road, seeding, sodding, and additional light fixture installation. Sustainable Infrastructure

WPCP 28E & CONSENT RELATED PROJECTS Goal | Complete the final review and adopt an updated 28E agreement to modernize terms related to shared sewer assets including the cost-sharing structure and maintenance/improvement of joint-system. Continue a strong focus on moving consent order projects forward in a timely, scheduled process.

Update | The 28E technical committee is currently reviewing the final proposal. Once language has been agreed upon by all of the communities, staff teams, the proposal will be presented to individual City Council bodies in 2019. Staff is awaiting direction from the next policy meeting estimated to occur in February 2019.

I-80 WIDENING Goal | Continue coordinated efforts with peer cities along the corridor, Iowa Department of Transportation, and other key regional stakeholders to advance and advocate for the widening of I-80 to include safety improvements and allow for continued economic growth and impact on future development opportunities in the state of Iowa.

Update | The Iowa Department of Transportation is in the process of hiring a consultant to perform an environmental assessment for the I-80 corridor and assessment is scheduled to take approximately 18-24 months to complete. Sustainable Infrastructure

MULTI-MODAL STUDY & IMPLEMENTATION Goal | Develop and provide recommendations for improvements to the City's multi-modal infrastructure including bike lanes, sidewalks, shared-use paths, and the off-street trail system. This will include a DavenportGO open house with the public and a final recommendation to City Council for approval.

Update | City staff received the draft final report from the consultant and is in the process of reviewing the document. Following the reports completion, staff will provide the document to the City Council. Sustainable Infrastructure

53RD STREET RECONSTRUCTION & EXPANSION Goal | Begin preparation for the 53rd Street Reconstruction and Expansion project which will reconstruct and widen the roadway from Brady Street to Elmore Circle including the addition of a center turn-lane, north-side sidewalk, and a south-side shared-use trail; Preparations in 2018 will include preliminary engineering work and environmental surveying as required by IDOT for any funding opportunities.

Update | The preliminary design for the first phase of the project, Brady to Eastern Avenue, is at 50% while right-of-way and easement acquisition has begun. Staff is coordinating with utility companies as well as proposed private developments along the corridor. Survey work for the second phase of the project, Eastern to Elmore is done. Design on this phase will begin as soon as the first portion is out to bid. Sustainable Infrastructure

CLEAN WATER POLICIES & PROGRAMS Goal | Identify clean water ordinance improvements and project/matrix selection process for projects associated with CIP funding. Update a project prioritization matrix and provide a recommendation to the City Council during 1Q-18.

Update | This project is now complete and has been implemented in development review. Vibrant Region Vibrant Region

MAIN STREET LANDING | *CG Goal | Finalize design, complete bidding process, and commence construction of the N5 "Flex Lot." Participate in the Figge/DDP art study. Begin development of the N4 "Urban Lounge" Lot. Continue to evaluate opportunities for a public-private partnership associated with the sky bridge plaza area.

Update | The subbase civil work was complete in Fall 2018. The final phase of infrastructure work is awarded and will commence when materials arrive in the spring. The final phase of electrical is expected to be bid in March 2019.

Staff recommendation for next phase. Vibrant Region

COMMIT TO REGIONAL PARTNERSHIPS | *CG Goal | Continue the development and facilitation of partnerships focused on community enhancement.

Update | In August 2018, the City of Davenport and the Putnam Museum entered into a long-term community funding plan in cooperation with the Cultural Trust. The funding agreement was approved by all three entities and ensures that the Putnam Museum will remain a long-term cultural asset to the Quad Cities. The City of Davenport and the Cultural Trust both committed to increase funding over the near- and long-term to provide financial stability to the Putnam Museum’s operations. The City of Davenport continues to have productive discussions with the Figge Museum regarding the feasibility of a long-term community funding plan that extends beyond the current funding agreement in place through April 2023.

The City worked collaboratively with Bettendorf, Scott County, Rock Island, Moline, East Moline, and Rock Island County on the development of a professional services agreement (PSA) between the jurisdictions and Quad Cities First which was enacted July 1, 2018. The PSA serves as the foundation for regional economic development service provision and provides clear and measurable expectations. Vibrant Region

FIBER & DIGITAL CONNECTIVITY Goal | Continue evaluating P3 models to introduce agreements and initiatives that will facilitate the expansion of high-speed broadband internet services throughout the community.

Update | In August 2018, the Cities of Davenport and Bettendorf approved matching regional development agreements with MetroNet, a telecommunications provider, to construct a full fiber-to-the-premise system to residents and commercial businesses in both cities. MetroNet is a fiber network company that provides triple-play telecommunication services in multiple states including Illinois and Indiana. The Davenport/Bettendorf build is the company's first fiber network in Iowa. Under the non-exclusive agreements, MetroNet will construct and operate a private, 100% fiber network in Davenport and Bettendorf offering gigabit-level speeds to residents and businesses. The network will be fully built in three years with Davenport neighborhoods receiving access to MetroNet's service in the fall of 2019. Vibrant Region

MIRACLE FIELD & INCLUSIVE PLAYGROUND PROJECTS Goal | Partner with other Quad Cities Parks & Recreation Departments and interested organizations to secure funding for and construct an all-inclusive ball-field in Prairie Heights Park to encourage play for all.

Update | Both projects have met current funding estimates. Phase II construction for the Miracle Field will begin in the spring of 2019 with final completion and grand opening targeted for May 2019. Gabe's Dream Team is in the final planning phase and is expected to begin construction in the spring of 2019 with completion and opening of the playground mid summer 2019. New For ‘19 New For ‘19

PARKING STUDY (WELCOMING NEIGHBORHOODS) Goal | Conduct a use and needs analysis of the downtown parking systems (ramps & on-street).

VACANT PROPERTY REGISTRATION (WELCOMING NEIGHBORHOODS) Goal | Formally develop program and associated processes.

OPPORTUNITY ZONE MARKETING (FISCAL VITALITY) Goal | Partner with DDP and QC First on the development of a prospectus and associated marketing materials.

BUSINESS LICENSE PROCESS EVALUATION (HIGH PERFORMING GOVERNMENT) Goal | Evaluate and streamline the current business license program.

PROFESSIONAL SERVICES AGREEMENT WITH VISIT QUAD CITIES (VIBRANT REGION) Goal | Develop PSA for regional tourism and marketing services.

CENSUS 2020 PREPARATION (VIBRANT REGION) Goal | Coordinate with the appropriate agencies for Census 2020. New For ‘19

LONG-TERM FACILITY PLANS (WELL PROTECTED COMMUNITY) Goal | Evaluate alternatives to suitably accommodate long-term municipal facility needs.

Finalize site selection and build-out program for the Fire Training asset relocation.

Continue site selection efforts for the long-term placement of Fire Station 3.

Continue site selection process and facility program evaluation for a multi-purpose storage facility for the Public Works, Parks, Police and Fire Departments.

PUBLIC SAFETY RADIO SYSTEM (WELL PROTECTED COMMUNITY) Participate in bi-state consortium currently working through the contract negotiations with RACOM on the next-generation radio system build-out project. Maintain partnership with SECC and Iowa stakeholder communities on implementation. New For ‘19

POLICY PAPERS (HIGH PERFORMING GOVERNMENT / SUSTAINABLE INFRASTRUCTURE) Finalize issue paper and draft Ordinance on massage therapy regulations for Council consideration.

Develop issue papers on the revision of specific construction standards. Topics include, but are not limited to: ➔ Neighborhood street material specifications including life-cycle cost evaluation. ➔ Alley reinvestment strategies and solutions. ➔ Neighborhood private streets. ➔ Pedestrian connectivity on roadways not built to current standards.

ELM STREET BRIDGE (SUSTAINABLE INFRASTRUCTURE) Goal | Finalize negotiations with CP. Present Council with asset improvement strategy. New For ‘19

PROJECT GATEWAY (HIGH-PERFORMING GOVERNMENT) Goal | Government Accessible to Everyone

Cross-departmental team focused on undertaking a holistic approach to refreshing the City’s brand management strategies while using the evolving communication and engagement tools to most effectively engage stakeholders.

Granicus | New Enhanced Agenda Management & Meeting Streaming Platform

Alert Iowa | Multi-Platform Tool (E-Mail, Text, Call)

Branding Refresh Project

Social Media & Engagement Platform Metrics & Reporting

Technology Upgrades

18|19 Thriving. Vibrant. Strong.