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Budget FY 2004 Citizens' Guide CITY OF DUBUQUE CITIZENS GUIDE TO THE RECOMMENDED FISCAL YEAR 2004 BUDGET FISCAL YEAR BEGINNING JULY 1, 2003 AND ENDING JUNE 30, 2004 Roy D. Buol Patricia A. Cline Joyce E. Connors CITY COUNCIL Terrance M. Duggan, Mayor John H. Markham Ann E. Michalski Daniel E. Nicholson Michael C. Van Milligen Cynthia M. Steinhauser Pauline J. Joyce Kenneth J. TeKippe Juanita A. Hilkin Kevin S. Firnstahl ADMINISTRATIVE STAFF City Manager Assistant City Manager Administrative Services Manager/Budget Officer Finance Director Office Manager Secretary PRESENTED TO City of Dubuque, For the Fiscal year Beginning The Government Finance Officers Association of the United States and Canada (GFOA) presented an Award for Distinguished Budget Presentation to the City of Dubuque for its annual budget for the fiscal year beginning July 1, 1994. In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document; us dn ooe~ations guide, as a financial plan, and as a communications medium. The award is valid for a peribd of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. CITY COUNCIL'S FISCAL YEAR 2004 BUDGET HEARING SCHEDULE DATE DAY TIME PLACE TOPIC January 20 Monday 6:30 p.m. February 5 Wednesday 6:15 p.m. February 10 Monday 6:15 p.m. Library Budget document presentation to City Council at Council Meeting Human Rights Finance City Manager City Council City Clerk Legal Health Services Cable TV Adjournment Emergen~:y CommUnications Ctr Emergency Management Fire Police Information Services Building Services Water Pollution Control Adjoumment February 20 Thursday 6:15 p.m. February 24 Monday February 26 Wednesday 6:15 p.m. 6:15 p.m. 8:00 p.m. Engineering Operations & Maintenance Water Planning Services Airport Library Adjournment Civic Center Recreation Park Economic Development Transit Parking Adjournment Housing/Community Development CDBG Public Headng Purchase of Services Adjournment February 27 Thursday 6:30 p.m. Library Public Hearing TABLE OF CONTENTS CITIZENS GUIDE TO THE RECOMMENDED FISCAL YEAR 2004 BUDGET TABLE OF CONTENTS PAGE Transmittal Memo ............................................................................................................ 7 Guiding Principles of the Management Philosophy ....................................................... 43 Costs of Municipal Services .......................................................................................... 44 Street Program Overview .............................................................................................. 45 Fiscal Year 2004 Budget Recommendation .................................................................. 46 Impact of Recommended Budget on Classes of Property ............................................. 47 Fiscal Year 2004 Budget Preparation Guidelines .......................................................... 49 Improvement Decision Packages Recommended ......................................................... 50 Recommended Personnel Complement Changes ........................................................ 53 Assumptions Used in Budget Preparation ..................................................................... 54 Partnerships and Contracted Services .......................................................................... 55 OVERVIEWS Fiscal Year 2004 Recommended Budget Fact Sheet .................................................... 57 City of Dubuque Organization Chart .............................................................................. 58 City of Dubuque Boards and Commissions ................................................................... 59 Personnel Complement Summary - FY 1981-FY 2004 ................................................ 60 Long-Range Revenue and Expenditure Trends - Narratives/Graphs ........................... 64 Balance, Income and Expense Summary - Fiscal Year 2004 ....................................... 74 Prior Year Accomplishments and Future-Year Initiatives .............................................. 77 REVENUE SUMMARIES Estimated Assessed Valuation .................................................................................... 195 Estimated Tax Rate and Tax Levy .............................................................................. 196 "Where the Money Comes From"- Pie Chart and Backup ......................................... 197 "Distribution of Property Tax - City Share" - Pie Chart and Backup ........................... 200 Distribution of the City Portion of Your Property Tax Payment - Residential Property Example ................................................................... 202 CITIZENS GUIDE TO THE RECOMMENDED FISCAL YEAR 2004 BUDGET TABLE OF CONTENTS EXPENSE SUMMARIES PAGE "How the Money is Spent" - Pie Chart and Backup .................................................... 204 Grand Total Summary ................................................................................................. 206 - Major Object of Expenditure - Operating Budget by Fund - Capital Budget by Fund Department Summary by Major Object of Expenditure ............................................... 209 Fiscal Year 2004 Recommended Operating Budget Major Object by Fund and Department ....................................................................... 211 Distribution of Community Development Funds .......................................................... 216 DEBT SUMMARIES Summary of Bonded Indebtedness - Fiscal Year 2003-2004 ..................................... 225 Statutory Debt Capacity ............................................................................................... 226 CAPITAL BUDGET MESSAGE City Manager's Fiscal Year 2004-2008 Capital Improvement Program Budget Message .......................................................................................................... 227 CAPITAL PROGRAM SUMMARY Recommended Capital Improvement Program Summary - Fiscal Years 2004-2008 ............................................................................................... 247 APPENDICES Overview of Budgeting - City of Dubuque ................................................................... 262 Budget Accounting Basis ............................................................................................. 270 Fund Accounting Basis...., ........................................................................................... 270 Key Terms for Understanding Dubuque's Budget System .......................................... 272 Fiscal Year 2004 Policy ............................................................................................... 277 ~'O~ERATING BUDGET MESSAGE CITY MANAGER'S BUDGET MESSAGE MEMORANDUM January 6,2003 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Fiscal Year 2004 Budget Transmittal The City of Dubuque is faced with its most serious budget issues in the last ten years. Much of the budgeting difficulties we are facing are not of our own making, but are caused by Federal and State mandates and the national economy. Thankfully, the Mayor and City Council over the years has been acting proactively to invest in Dubuque's future through neighborhood reinvestment, downtown redevelopment, riverfront development, creation of industrial parks, community beautification and utility modernization and extensions, which has helped to mitigate the negative effect of outside influences that are straining Dubuque's budget in Fiscal Year 2004. The budget shortfall of over $1 million we faced through this Fiscal Year 2004 budget process will not deter the City from being able to offer the ninth consecutive year without a property tax increase for the average homeowner, five of those years actually seeing a property tax decrease4 It will also not change our determination to implement the Vision, Goals and Priorities, as established by the City Council. Our Vision for the Community. A City of... History Beauty Opportunities Excitement Masterpiece on the Mississippi City Council Goals In five years the Council wants the following for the community: Improved Connectivity: Transportation and Telecommunications · Planned and Managed Growth · Diverse, Strong Dubuque Economy · Riverfront Development · Partnering for a Better Dubuque -7- The Honorable Mayor and City Council Members January 10, 2003 Page 2 Current City Council Priorities Top Priority: Air Service Strategy Highway 20: Short-Term Action Stormwater Study America's Riverfron, t Project Hi.qh Priority: Arts Policy and Funding Downtown Master Plan Marketing: Riverfront and Total Community Gaming Referendum Property Acquisition Riverfront Other Priority: Marketing Program: Amefica~s River Project School Local Option Tax Erosion Policy Brewery Project Manaqement Priorities Telecommunications Strategy Street Program: Funding Southwest Arterial Julien Dubuque Bridge Zoning Ordinance: Update Vacant Property Redevelopment River Valley Initiative (GDDC) State Grant (RISE) to Extend Road to Industrial Park Riverfront Master Plan Implementation Federal Strategy As the City works to implement these, there are funding issues that are contribUting to a budget shortfall that must first be made up: Expense Changes ~ Police and Fire Retirement expense has been increased by the State by $312,513 from the current rate of 17% of salary to 20.48% A projected increase of 35% ($1,200,260) in health costs over Fiscal Year 2003 budget based on Fiscal Year 2002 actual expense with Health Insurance Task Force asked to address 7% of this ($268,000) The Honorable Mayor and City Council Members January 10, 2003 Page 3 Property and Boiler Insurance are estimated to increase 15% and General Liability costs to increase 12%; electrical expense increasing 15%; and offset by savings in other areas of Supplies and Services for a net change of-$144,117 Contribution for Stormwater Utility Fee for City-owned facilities ($34,307) (should this budget recommendation be accepted) Increases in such areas as software contracts, data processing equipment maintenance contracts, property maintenance for new DLEC and City Hall, electrical and street lighting expense and general operating supplies totaling $243,586 Revenue Chan.qes Hotel/Motel Tax revenues (excluding new HotelNVater Park) estimated to decrease by $76,827 based on actual Fiscal Year 2002 and year-to-date experience · Municipal Assistance and Liquor Sales Tax are projected to be down $33,480 and $29,317, respectively The State estimate for Local Option Sales Tax proceeds is short of projections by $288,902 However, things would be much worse, as they are in other parts of the country and the State of Iowa, if an entrepreneurial City Council had not been proactive with investments in the future of our community using City resources and leveraging State, Federal and private investments to the benefit of all Dubuque residents and the Dubuque economy. In the 1980's, Dubuque averaged 8.9% unemployment, compared with the State-wide average of 6.6%, and the national average of 7.3%. in 1982, the Dubuque unemployment rate was 14.2%. Then Dubuque became more aggressive in the area of job creation, forming partnerships and investing in our community. From 1997-2002 the average annual unemployment rate was 3.3%, down from 8.9% in the 1980%. The current unemployment rate is 3.1%, compared to 3.9% at the State level and 6.0% nationally. In fact, it was recently reported in the Telegraph Heraldthat the Dubuque County annual unemployment rate for 2002 is less than the State unemployment rate for the first time since 1978. If you compare the number of jobs in Dubuque County in 1980 (43,700) with 1990 (46,000) with November 2002 (51,600), you can see that the efforts being put forth are successful. -9- The Honorable Mayor and City Council Members January 10, 2003 Page 4 You might recall that the Greater,Dubuque area was recently selected through the "Metro Business Retention Index as 2nd in the nation for bus ness retention for the nation's 324 metro areas. Also, the Greater Dubuque area was ranked 14th by the Milken Institute for their "Top 50 Metros/High Tech Output Growth 1996~2001." The job creation numbers and unemployment numbers I have given you are very favorable, but no more so than the construction numbers. From 1990-1998 the City of Dubuque averaged 350,000 square feet of non-residential construction each year. The four-year period from 1999-2002, the City of Dubuque averaged over 1.2 million (1,228,094) square feet of non-residential construction each year. The year 2002 also saw a resurgence in residential units being constructed, with 192 total units, the highest number since 1995, 60% higher than the average of the six previous years of 120 units per year. The total community assessed valuation has increased 70.38% over the last twelve years from $973,733,675 to $1,659,084,917, which is an average increase of 5.87% per year. Partnerships and City investments were instrumental in the $188 million Amefica~s River project. The City commitment was required to get the $40 million Vision Iowa grant. Also, over $10 million in Federal money and approximately $75 million in private money has been leveraged for riverfront development with the City investment. What kind of impact will the America's River project have on Dubuque? Besides the 1,000's of jobs and the 500,000 new visitors, the $188 million development represents an amount equal to 11.3% of our existing assessed valuation. The consultant's analysis show that after this initial investment, the City can expect over $150 million in additional private development, an amount equal to 10% of the City's assessed valuation. At the end of 50 years the City will own the Grand Harbor Resort and Waterpark, which could produce lease revenues that could reduce property taxes by 27% for the average homeowner. Partnerships and City investments have been key in the redevelopment of downtown. Since 1985, the following has occurred in downtown (including Port of Dubuque): Fa~;ade Building New Real Estate Public Net New Renovation RehabilitationConstruction Sales Improvements Jobs $3,520,000 $48,156,155 $63,817,663 $72,739,517 $23,002,760 +1,777 The Honorable Mayorand City Council Members Januaw 10,2003 Page 5 As with the non-residential construction numbers, much of this growth has occurred recently. Since 1998, 56% ($40,779,665) of the $72,739,517 in downtown real estate sales has occurred. Since 1999, 44% ($21,286,147) of the $48,156,155 in downtown building rehabilitations has occurred and 75% ($17,254,739) of the public improvements have been done. Since 2000, 69% ($43,948,066) of the $63,817,663 in new construction has occurred. Since 2000, 44% (788) of the 1,777 jobs have been created. These redevelopment numbers are impressive, but Dubuque has also begun to grow again. As these census numbers will tell you, Dubuque at one time was a growing, thriving community. Population in Dubuque 1950 1960 1970 1980 1990 2000 2010 49,671 56,606 62,309 62,374 57,538 57,686 + +14% +10.1% +0.1% -7.8% +0.3% ? The stagnant to decreasing population trend of 1980 and 1990 is starting to turn around. Dubuque is also starting to grow geographically. Between 1990-1995 only 40 acres were annexed into the City of Dubuque. Since 1995, 2,798 acres have been annexed into the City. Much of this is a credit to the utility extensions by the City, which opened up almost 7,000 acres of land for development. Transportation links are being created. The federal government has provided most of. the $25 million that has been invested at the Dubuque Regional Airport since 1995. Between Wisconsin, Iowa and Illinois over $400 million is being spent between 1998 and 2005 to create 4-lane connections to the Quad Cities, Ames, Cedar Rapids and Madison, Wisconsin, with improvements to Chicago. The City Council has realized the importance of the neighborhoods. All existing parks were remodeled and 13 new parks, consisting of 60 acres, were created. The City Council has more than tripled the commitment to the street program to an annual average of $7.4 million, reconstructing or resurfacing 70% of the streets between 1990 and 2008. Approximately 30 abandoned properties were purchased and rehabilitated. Fifteen police offers were added and Community Oriented Policing was implemented, reducing high impact crimes in targeted neighborhoods by 40%. Total reported crime -11- The Honorable Mayor and City Council Members January 10, 2003 Page 6 has decreased approximately 7% since Fiscal Year 1997. Historic Preservation was emphasized, with new financial support programs and the adoption of standards for projects. The City has accomplished many things while minimizing the financial impact on the average homeowner. Including Fiscal Year 2004, the average homeowner has not had a property tax increase in nine years, with five of those years showing a property tax decrease. The average homeowner has seen a property tax decrease of 7% over the last nine years, or an average property tax decrease of just under 1% a year (0.8%). Including the City portion of property tax, the sewer fee, water fee, refuse fee and recommended stormwater fee, the average homeowner will pay 34¢ more in Fiscal Year 2004 for City services than they paid in Fiscal Year 1995. That is a .04% increase, or an average increase of .004% per year. How does the City of Dubuque compare with the other large cities in the State of Iowa? Tax Rate Comparison for Nine Largest Iowa Cities Rank City FY 03 Tax Rate 9 Waterloo $18.37162 8 Des Moines $17.04857 7 Iowa City $16.81344 6 Council Bluffs $16.42850 5 Sioux City $15.95108 4 Davenport $14.63000 3 Cedar Rapids $12.82969 2 Dubuque $10.21200 1 Ames $9.63962 (FY04 Proposed) AVERAGE $14.65828 Dubuque has the second lowest property tax rate. The highest ranked city (Waterloo) is 80% higher than Dubuque's rate, and the average is 44.5% higher than Dubuque. -12- The Honorable Mayor and City Council Members January 10, 2003 Page 7 Refuse Rate Comparison for Seven Largest Iowa Cities Monthly Rank City Monthly Rate Pay As You Throw Ames $20.50 Cedar Rapids $12.56 Iowa City $12.10 Waterloo $11.00 Des Moines $10.25 Sioux City $9.50 Dubuque $7.49 (FY04 Proposed) AVERAGE $13.42 $10.79 Dubuque has the lowest monthly refuse rate. The highest ranked city (Ames) is 174% higher than Dubuque, and the average is 79% higher than Dubuque. Water Rate Comparison for Largest Iowa Cities with Water Softening Rank City Water Rate (800 cubic feet/resident average) 5 Ames $18.42 4 Des Moines $15.86 * 3 Council Bluffs $14.00 ** 2 Dubuque $12.56 (FY04 Proposed) 1 Cedar Rapids $12.48 ,~,VERAGE $14.66 * Based on 1,000 gallon increments, 1.33.67 cubic feet per 1,000 gallons **Fiscal Year 2004 rates will be increased, but amount unknown at this time Dubuque has the second lowest water costs for the average homeowner. The highest ranked city (Ames) is 47% higher than Dubuque, and the average is 17% higher than Dubuque. -13- The Honorable Mayor and City Council Members January 10, 2003 Page 8 Sewer Rate Comparison for Nine Largest Iowa Cities Rank City 9 Iowa City 8 Des Moines 7 Waterloo 6 Sioux City 5 Ames 4 Council Bluffs 3 Davenport 2 Dubuque I Cedar Rapids Sewer Rate (Based on 800 cubic feet/month) $31.82 $21.56 $18.95 $17.11 $16.78 $15.12 $13.76 $13.04 (FY04 Proposed) $10.73 AVERAGE $17.65 Dubuque has the second lowest sewer costs for the average homeowner. The highest ranked city (Iowa City) is 144% higher than Dubuque, and the average is 35% higher than Dubuque. Stormwater Utility Rate Comparison for Cities In Iowa* Rank City Rate 8 Des Moines $4.60 7 Burlington $3.00 6 Garner $2.63 5 Cedar Rapids $2.25 4 Boone $1.95 3 Sioux City $1.84 2 Ames $1.50 I Dubuque** $1.29 (FY04 Proposed) AVERAGE $2.38 * Average Monthly Residential Fee **There are three residential rates proposed: 85% of the homes will pay the $1.29 rate, smaller homes will pay less and larger homes will pay more. Dubuque would have the lowest Stormwater Utility cost. The highest ranked city (Des Moines) is 257% higher than Dubuque, and the average is 84% higher than Dubuque. -14- The Hono~ble Mayorand City Council Members January 10,2003 Page 9 Dubuque has minimized the impact on the average homeowner in several ways: 1. Proactively investing in the community to diversify the economy. 2. Averaging almost 6% annual growth in assessed valuation. Reduction in workforce since 1990's of 11% (64.45 FTE), despite adding 15 police officers. 4. Increased use of Federal/State grants. 5. Diversification of revenue base. 6. Increased public/private partnerships. 7. Reduction of property tax supported debt. 8. Entrepreneurial City Council policy decisions. It is easy to see why in a December 2002 editorial in the Des Moines Registertitled "Dubuque shows how," with the subtitle "Few Iowa cities were hit harder in the 80's. Few have a better outlook now," the Register said, "The Dubuque story might offer lessons for every Iowa city." Earlier this year, Governor Tom Vilsack called Dubuque the "can-do city." I am taking that "can-do" attitude into this budget process and looking to address a budget shortfall in excess of $1 million, while accomplishing the priorities of the Mayor and City Council, including implementing the Stormwater Management Plan. The City is faced with the dilemma of funding a $24.5 million Stormwater Plan (depending on which elements are finally adopted by the City Council) that will also increase operations and maintenance expenses by approximately $350,000 per year. This plan will save over 1,150 homes and businesses in Dubuque from stormwater damage and will prevent injury and potential loss of life, which could occur in one of these stormwater events. I have provided much greater detail on this element of my budget recommendation in the attached memorandum titled Stormwater Management Funding. (See Attachment i.) I am recommending the estal~lishment of a Stormwater Utility (approved conceptually by the City Council in the Fiscal Year 2003 budget process), with a monthly fee of $1.29 for -15- The Honorable Mayorand City Council Membe~ Janua~ 10,2003 Page 10 the first five years (tess than last year's projection of $2.00 a month) for the standard family unit. I am further recommending that non-taxable properties in the community be provided a 50% rate subsidy and that iow-income residents be given up to a 50% subsidy. Finally, I am recommending that those developments that implemented stormwater mitigation steps be given up to a 50% credit, depending on their individual circumstances. The utility would need to be in existence for at least 25 years to cover debt payments. The Stormwater Fee would change over the 25 years as follows: Years 1-5 6-10 11-15 16-20 21-25 SFU $1.29 $1.78 $1.74 $1.81 $1.41 Should the City Council choose to not accept this recommendation to implement a Stormwater Utility Fee, the project implementation could be accomplished with a 4.84% property tax increase in Fiscal Year 2004. This is a number that would not change over the 25-year period. It would be a one-time increase. In the Budget Guidelines adopted by the City Council in November 2002, the first move to make up the operating budget shortfall in excess of $1 million was approved. The formula to distribute gaming revenues, excluding the Dubuque Racing Association annual distribution, was changed from two-thirds to the Capital Improvement Program budget and one-third to the operating budget to a 50-50 split. This pumped $743,000 into the operating budget on an annuat basis. The remaining deficit is proposed to be made up by: Not funding the Professional Conference Travel budget for General Fund and Transit Fund departments (excluding the City Council budget) for a savings of $75,445. This particular cut deeply concerns me because we are partially mortgaging our future by diminishing our ability to find solutions to existing problems and to learn how to better serve our fellow citizens. Not funding a portion of the General Fund expenditure on training across all General Fund Departments by $43,010. Not funding the $20,000 needed to do the Department Managers' annual strategic planning session. Building Fees for non-residential projects are recommended for an increase. The current building permit fees were put into effect in March 1993. The proposed fee increase would generate an estimated $117,000 in new revenue. (See Attachment II.) -16- The Honorable Mayor and City Council Members January 10, 2003 Page 11 Planning and Zoning Fees are recommended for an increase. Most of these fees have not been changed since Fiscal Year 1993. The fee increases would affect owners and developers of residential, office, commercial, institutional and industrial properties. Homeowners would not experience any fee increases. The proposed fee increase would generate an estimated $27,944 in new revenue. (See Attachment III). Ambulance Fees are recommended for an increase and a partial restructuring. This fee was last adjusted in 1995. Part of the recommendation eliminates Medicare co4pays and deductible fees for City residents that are not covered by a secondary insurance plan. This will save money for our most vulnerable residents. The proposed fee increase would generate an estimated $104,500 in new revenue. (See Attachment IV.) While not a fee increase, it is recommended that the City consider marketing the Fire Department Confined Spaces Rescue Services to businesses outside the City limits. This is estimated to generate $150,000 a year in new revenue. Another new revenue source is $100,000 estimated from charging for parking, either through lease or hourly fee, for the parking lot at the southeast corner of the North Po~rt of Dubuque area. Negotiations with the Diamond Jo have been progressing well on this issue. While not a General Fund issue, it is recommended that parking fines be increased, including the amount assessed for non-payment within a set period (which would be increased from a 7-day grace period to 30 days). The State allows for a $5 parking fine, with $10 due after 30 days. The City currently charges $4 for a parking fine and $7 after 7 days. The proposal is to go to the State maximums of $5 parking fine, with $10 due after 30 days. The proposed increase would generate an estimated $93,000 in new revenues. (See Attachment V.) In the Water Department, a 2% raise in rates had already been approved earlier this year to issue debt for the new water tower at the Northwest Arterial and John F. Kennedy Road, along with a major transmission line along the Northwest Arterial. An additional 1% increase in water rates is being proposed, for a total of 3%. This would be a 1.33% annual average increase since Fiscal Year 1992. The Sanitary Sewer Utility has not had a rate increase since Fiscal Year 1992, when the rate increased by 4% in Fiscal Year 2002 and 1% in Fiscal Year 2003. A 3% rate increase is recommended for Fiscal Year 2004. This would be a 0.67% annual average increase since Fiscal Year 1992. -17- The Honorable Mayor and City Council Members January 10, 2003 Page 12 A change is recommended in the solid waste collection charges, along with some system enhancements. The monthly solid waste collection fee would increase from $7.25 to $7.49 per month. (See Attachment VI.) While many of the City Council priorities are being addressed in this budget recommendation, highlights, besides stormwater, include: · A study of the east/west transportation corridor in the City to help relieve some of the pressure on Highway 20. An extension of Chavenelle Road between Dubuque Industrial Center West and Dubuque Industrial Center to the east, dependent on State financial assistance This will connect Seippel Road (DICW) with the Northwest Arterial. $350,000 is proposed to support the marketing efforts of the America's River project. This is in response to a $500,000 request from the Dubuque Area Chamber of Commerce Convention and Visitors Bureau. This is proposed as a no-interest loan that will be repaid over 10 years at $35,000 a year. I am further recommending that the ten-year annual $35,000 repayments be dedicated to the work of the potentially new Cultural Affairs Commission in efforts to support cultural affairs in Dubuque. Repayments would not begin until Fiscal Year 2005. · A new $26,697,895 airport terminal, contingent on significant Federal financing assistance. · The $60,250,000 construction of IA32-Southwest Arterial. This project is contingent on receiving additional State and Federal assistance. · Relocation of City utilities in conjunction with the Julien Dubuque Bridge project - $2,670,000. Fiber optic conduit placed mainly with new street Projects, but also along the Northwest Arterial and Highway 20 to create a fiber network and avoid streets being torn up at a later date - $1,266,010. I am especially proud of the work that was done this year on the budget, including Department Managers and City Commissions. I would like to thank Administrative Services Manager Pauline Joyce, Office Manager Juanita Hilkin and Secretary Kevin Firnstahl. I would like to say how much I appreciate the courageous and entrepreneurial leadership of the Mayor and City Council, and how much I enjoy working with Corporation Counsel Barry Lindahl and City Clerk Jeanne Schneider. -18- The Honorable Mayor and City Council Members January 10, 2003 Page 13 I respectfully submit this budget to the Mayor and City Council for consideration and deliberation. While I know that all needs and requests were not met, I believe the budget as presented keeps the community moving forward in a fiscally responsible manner. MiChael C. Van Milligen MCVM:jh -19- MEMORANDUM January 9,2003 Attachment I TO: FROM: SUBJECT: The Honorable Mayor and City Council Members Michael C. Van Milligen, City Manager Stormwater Management Funding In order to accomplish the priorities of the City Council, changes are being recommended in numerous fees in the Fiscal Year 2004 budget. The most significant being the creation of a new Stormwater Utility Fee to implement the Drainage Basin Master Plan to protect over 1,150 homes and businesses from property damage and to protect thousands of Dubuque citizens from injury during significant stormwater events. The City Council approved the concept of a stormwater fee during last year's budget process. The timing of this budget process puts me in the position of how to fund the Fiscal Year 2004 operating budget and the Fiscal Year 2004-2008 Capital Improvement Program budgets without the benefit of the final recommendation of the Citizen's Advisory Committee (CAC) formed by the City Council to look at a way to fund the Stormwater Management Program. I do have the benefit of the Funding Principles established by the members of the CAC that were in attendance at their 7m meeting on December 5, 2002. Those Principles were: CAC Consensus Principles The City should implement a major capital improvement program (CIP) to address identified drainage problems as soon as possible. The magnitude of the CIP should start with target of $24.5 million and be reviewed annually. The City should adopt an Expanded Operating Program to do proactive maintenance to protect the City's infrastructure. The City should fund its storm water management program from a number of sources (all existing funding sources) including a new storm water user fee. -20- The Honorable Mayor and City Council Members January 9, 2003 Page 2 The City should contribute to the storm water management program at current funding levels and should identify additional funds, such as federal grants, to keep the storm water user fee as Iow as possible. As soon as available, the City should commit $5 million of the potential DRA tax settlement to fund the expanded storm water management program. 6. The storm water user fee should include significant credits or incentives. CAC Non-Consensus Items Storm Water User Fee Sunset - Consensus could not be reached on a "sunset" for the storm water user fee. Opinions included: no sunset; a 12 to 15 year sunset; and, a sunset when the major CIP projects woutd be completed and paid off. Variability of Storm Water User Fee - Consensus could not be reached on how to best approach setting the storm water user fee and how it shoutd vary from year-to-year over the 30-year planning period in the financial model. Opinions included: a higher initial storm water user fee, declining over time; a uniform user fee, changing little over time; and, a lower initial user fee, increasing over time. Subsidy for Tax-Exempt Properties - Consensus could not be reached on the need for a subsidy for tax-exempt properties. Opinions included: no subsidy or some degree of subsidy to partially offset the impact of the storm water user fee to selected tax-exempt parcel categories. I attended the December 5, 2002 CAC meeting at the invitation of the CAC Chairperson, Mike Portzen, and shared with them financial information that had been developed through the budgeting process up to that date. I am pleased to say that additional information is now available and is being incorporated in my budget recommendation. The CAC has been in the unenviable position of dealing with the worst-case scenario. What if none of the projections for future revenue from City sources or the Federal government come through? How will the program be funded? A 10~year implementation of a $24.5 million capital program with about $350,000 in additional annual maintenance and operation costs would result in a Stormwater Utility Fee for the homeowners of: Years 1-5 SFU $3.06 6-10 $5.47 11-15 16-20 21-26 $6.37 $6.86 $6.70 26-30 $5.62 -21- The Honorable Mayorand City Council Members Januaw 9,2003 Page 3 a fee were not implemented and this expense was put on property tax, it would mean 9.2% increase in property taxes for the average homeowner in Fiscal Year 2004. Years 1-5 6-10 11-15 16-20 21-26 26-30 OR Average +9.20% +7.25% +2.77% +1.47% -.51% -3.22% Homeowner (+$44.71) (+$35.22) (+$13.44) (+$7.16) (-$2.48) (-$15.64) Property Tax Change from Prior Year My recommendation to you is based on my belief that additional resources will be available to offset the need to finance much of the improvement with the Stormwater Utility Fee. I have taken the following revenue sources into consideration to arrive at my recommendation: A settlement from the State of Iowa for the collection of the unconstitutional gaming tax would provide $5 million for stormwater activities over the next five years. Elimination of four capital improvement projects that were approved through last year's budgeting process will provide $946,000 toward stormwater activities. These four canceled projects are not related to stormwater problems, but their funding source is eligible to spend on stormwater activities. Additional revenues that are projected from the Dubuque Racing Association beginning in Fiscal Year 2005 as they implement a plan to expand Dubuque Greyhound Park and Casino. This would bring in $2,541,500 to stormwater activities from Fiscal Year 2005-Fiscal Year 2008, and about $717,500 a year after Fiscal Year 2008. The money for construction of the Bee Branch Creek Restoration Project from Comiskey Park to the railroad tracks, if approved by the City Council, would come from Federal funding or existing City resources obtained from the allocation of future DRA distributions. This $11,043,000 project would be completed by Fiscal Year 2013, which is within the 10-year time frame established by the CAC. Constructing all the other elements of the stormwater project would be completed in the first five years, or by Fiscal Year 2008. Beginning in Fiscal Year 2009, no more debt would be issued. This means that on average in Fiscal Years 2009-2013 there will be $2,985,000 less per year in regular DRA distribution funds for the City to spend on other projects. -22- The Honorable Mayor and City Council Members January 9, 2003 Page 4 The Stormwater Fee I am recommending is as follows: Years 1-5 SFU $1.29 16-10 11-15 16-20 151.78 1.74 $1.81 21-25 $1.41 This $1.29 fee for the first 5 years is based on current projections of revenue, costs, project components and the availability of revenue sources previously described. The projection for the first five years is most certainly more accurate than future years. The Stormwater Utility debt issued during the first five years of the project would be retired in the 25th year. The utility could sunset after the 25th year, but a revenue source would need to be identified to fund the annual operations and maintenance expenses. I am further recommending that $10,000 a year be budgeted in the General Fund to subsidize the rate for Iow income residents and that $55,000 a year be budgeted from DRA funds to subsidize the rate of the tax-exempt properties in the City, giving them a 50% discount (that number would go to $77,000 in Years 6-10). Finally, I am recommending that up to a 50% discount be given to properties that have implemented stormwater mitigation steps. Should the City Council decide to not implement a Stormwater Management Utility, the project implementation could be accomplished with a 4.84% property tax increase in Fiscal Year 2004. This is a number that would not change over the 25-year period. It would be a one-time increase. The impact on the three classes of property for Fiscal Year 2004 would be as follows: Total Amount from Additional Assessed Value FY2004 Stormwater City Taxes Used for Dollar Increase Increase For FY2004 Impact Residential 4.84% (4.84% - $23.53) $23.53 $101,458 Commercial 7.87% (4.98% - $158.77) $250.91 $319,128 Industrial 5.47% (4.87% - $248.75) $279.25 $500,000 Of course, if revenue sources designated toward the Project did not materialize, additional resources would be required through a higher fee or an increase in property taxes, depending on the revenue source chosen by the City Council.* We will continue to pursue federal funding. -23- The Honorable Mayor and City Council Members January 9, 2003 Page 5 The elements of the Stormwater Management Plan that would be completed in the first five years with these funding scenarios would be: 1. Carter Detention Basin - $875,000 2. West 32nd Street Detention Basin Improvements - $4,023,000 3. Pennsytvania/JFK Culvert Improvements - $165,000 4. Channel Improvements from Keyway to the Northwest Arterial - $970,000 5. Keyway and Rosemont Culvert Improvements - $413,000 Bee Branch Creek Restoration through railroad tracks to 16th Street Detention Basin - $7,011,000 Increased Maintenance and Operation of Stormwater System - Approximately $350,000 a year National Pollution Discharge Elimination System Federal Requirement - $100,000 a year If approved by the City Council, the $11,043,000 Bee Branch Creek Restoration Project from Comiskey Park to the railroad tracks near Smithfield Foods would be done in years 6 through 10 without the use of debt. I am respectfully recommending the establishment of a StoCmwater Utility (approved conceptually by the City Council in the Fiscal Year 2003 budget process), with a monthly fee of $1.29 (less than last year's projection of $2.00 a month) for the standard family unit for the first five years. I am further recommending that the tax-exempt properties in the community be provided a 50% rate subsidy and Iow income residents be given up to a 50% subsidy. Finally, I am recommending that those developments that implemented stormwater mitigation steps be given up to a 50% credit, depending on their individual circumstances. The utility would need to be in existence for a least 25 years to cover debt payments. If the City Council chooses to not establish a Stormwater Utility Fee, a one-time increase in property taxes of 4.84% on the average homeowner would be required. Michael C Van Millige~ MCVM/jh Attachment -24- The Hono~ble Mayorand City Council Members January 9,2003 Page 6 CC: Citizens Advisory Committee Barry Lindahl, Corporation Counsel Cindy Steinhauser, Assistant City Manager Pauline Joyce, Administrative Services Manager Mike Koch, Public Works Director Gus Psihoyos, Assistant City Manager *If the revenue from the DRA state settlement (#1 on page #3) and DRA expansion (#3 on page #3) do not happen, but the allocation of future DRA distributions (#4 on page #3) is put toward the project in years 6-10, the resutt would be as follows: Years 1-5 6-10 11-15 16-20 21-25 SFU $4.32 $3.21 $1.74 $1.81 $1.41 OR Average Homeowner Property Tax Change from +12.99% -2.95% -4.03% +.2% -1.14% Prior Year' (+$63.12) (-$16.22) (-$21.48) (+$1.03) (-$5.85) -25- II Impervious Area # of Single Family Monthly Fe~ Monthly F~ Organization Name Residential Base on Base on Square Feet) Units $3.06/SFU $1.29/SFU (SFUs) AMERICAN NATIONAL RED CROSS Total 67,256.2 23.06 $ 70.55 ~ 29.74 APOSTOLIC FAITH TEMPLE Total 8,955.1 3.07 $ 9.39 $ 3.96 ARCHDIOCESE OF DUBUQUE, THE Total 35.56 ; CENTER GROVE METHOD ST CHURCH Total 12 ~.9 28 ~' ':I~ d~' $ CITY MISSION OF DUBUQUE To~ 5053.4 173 ,$ 530 $ 2.23 DUBUQUE ~B~ 8HU~C~ ¢~taf .... 42746.9 1465 $ 4484 $ 1890 DUBUQUE BOYS CLUBINC%t~i 38~'668 ' ~9 ~ 46.~;~' ~;5~' ~IB ~o~./ ~05 $ 15.48 $ 652 u UQUE COUN~ HI~Y~i~XL%t~i ~ ?UBUQUE COUN~ To~l - zz~,J~3 4 78 64 $ 240 64 $ 101 4 ............... om 4 462 O; 1 5~~'' ~ ...... ~"~ ...... ~.~: ; D U b UQU E IOWA CO~SREG~-~ib~ ~8~ ?~ai ; : ,, ..... :.~ .... . 25761.4 883 ~$ 27.02 5 1139~$ DUBUQUE JUNIOR CHAMBER OF Total ~,~.'~"' '~-" ~--'"' 27~8 '"'~ .... O~" ?_ UBU~.VlSlTING NURSE ASSN To~I EMMAUS BIBLE SCHOOL Tota 367,978 9 126 15 $ 386.02 $ 162 73 Monthly Fee Base on $1.29/SFU 8 50% Subsidy 14.87 1.98 204.05 26.60 $ 1.28 $ 17.78 $ 8.59 $ 2.76 $ 15.80 $ 39.42 $ 68.40 $ 1.12 $ 1,460.05 $ 144.31 $ 0.7O $ 1.83 $ t .75 6.31 9.45 8.51 624.76 4.19 3.26 6.91 3.51 50.72 7.76 0.99 4.62 1.93 5.70 0.46 1.88 FOUR MOUNDS FOUNDATION, THE Total GRACE BIBLE BAPTIST CHURCH Total GRANDVIEW AVE METHODIST CHURCH Total GREEK ORTHODOX CHURCH OF ST Total HILLCREST FAMILY SERVICES Total CHILLS & DALES CHILD Total HOFFMANN INDUSTRIAL Total ~¥LY GHOST CHURCH Total HOLY TRINITY CHURCH Total HOLY TRINITY LUTHERAN CHURCH Total IM...~NUEL CONGREGATIONAL CHURCH Total IOWA DEPT OF NATURAL RESOURCES Total ~LEGIONNAIRES DRUM & BUGLE Total LL..I_~..W..OOD CEMETERY ASSN Total LITTLE CLOUD GIRL SCOUT Total LOCAL BOARD OF TRUSTEES OF Total LORAS COLLEGE Total 9.27 $ 3.91 J $ 100.24; $ 42.26 $ 184.38 $ 77.73 $ 15,398.0 5.28 $ 16 15 $ _.6 81 $ 8,84_,0, :.6~ 3.03 $ 6,415.4 2.20 $ 75,764.6~ 60 26 ~'~ 66,431 9 22 77 $ 14,271 8 4.89 $ 14.97 $ 6.31 $ $ J 390.0 0.48 959,989.5~ $ 81.37 1.24 4.79 2.52 4.86 5.35 5.15 3.40 0.86 4.90 1.95 1.42 38.86 14.69 8.30 3.16 3.12 2.29 50.46 1.90 0.31 212.27 tax exempt subtotals(with sfus).xls 1 of 2 1/7/2003 -26- Impervious Area # °f Single I I Monthly Fee Family I Monthly FeeIMonthly Fee Base on Organization Name Residential Base on Base on Square Feet Units $3.06ISFU I $1.29/SFU 1.29/SFU50% (SFUs) Subsidy MARTIN LUTHER HOME Total 1,399,320.0 479.71 $ 1,457.92 $ 618.83 MASONIC TEMPLE ASSOCIATION OF Total 20,~ 1.--~*~ 7.00 $ 21.41 $ 9.03 MOUNT CALVARY CEMETARY ASSOC Total 51,t43.0 17.53 $ 53.65 $ 22.62 MOUNT CALVARY CEMETERY ASSOC Total 79,248.1 27,17 $ 83.13 $ 35,05 ;OUR REDEEMER LUTHERAN CHURCH Total 51 051.6 17.50 $ 53 55 $ 22 58 PADRE PIG HEALTH CARE CENTER Total 116,868.6 40.06 $ 122.60 $ 51.68 POWER OF PRAYER INC Total 16,710.1 5.73 $ 17.53 $ 7.39 SACRED HEART CHURCH & SCHOOL Total 68 834.7 23.60 $ 72.21 $ 30.44 SAINT ANTHONY'S CHURCH Total 106 396.6 36.47 $ 111.61 $ 47.05 SAINT JOHNS CEMETARY Total 16 632.2 5.70 $ 17.45 $ 7 36 :SAINT JOHN'S EPISCOPAL CHURCH To~l 11,541.6 3.98 ¢ $ 12.11 $ 5.10 SAINT JOHN'S PARSONAGE To~l 8,946.3 3'Q7 $ ~.~ $ ~:9~ S~iNTJb~b?R0SfiifALfbGi 2~8.7J2.8 ~2:!2 .:$ 281:89 .$ ,118.83 SAINT JOSEPH'S CHURCH OF Total 114,201.8 39.15 ~ ~19.80 ~ ~:~0 SAINT LUKE'S METHODIST Total 11,453.8 3.93 $ 12.02 $ 5.07 SAINT MARYS CASINO To~l SAINT MARYS CHURCH & SCHOOL Total SAINT PATRICKS CHURCH & SCHOOL Total 40,993.1 14.05 $ 43.00$ 18.13 SAINT RAPHAELS CATHEDRAL Total 4 705.~1~. 1.61 ~ $ 4.94: $ 2.08 $ SALVATION ARMY THETotal 7,866.7 2.70 $ 825 $ 348 $ iSlSTERS OF OHARI~ OF THE To~l 421.009.4 144.33 $ 441.65: $ 186.I9 $ SISTERS OF ~ERCY H~LTH Total 8,6575 2.97 ; $ 9 08 $ 3 83: $ SISTERS OF SAINT F~NCIS Total 306,821.7 105.18 ; $ 321.86 $ 135.69 $ ;SISTERS OF THE PRESENTATION Total 153 699.8 52.69 $ 161.23 S 67 97 $ 'SOCIETY OF ST VINCENT DE PAUL To~l ~9,389:9 ,~ $ ~ ~!:~1 . !Z-~, $ ST JOSEPH MERCY HOSPITAL To~l 388,833.0 133.30 ; $ 407.89 S I71.96 $ STATE OF IOWA Total 416 602.2 142.82 $ 437.03 $ 184 24 $ .............. 33,340.0 11.43 $ 34.97 $ 14.74 $ THIRD PRESBYTERIAN CHURCH Total 60,651.9 20 79 S 63 63 $ 26.82 $ TRi-STATE INDEPENDENT BLIND Total 104,418.8 35.80 $ I09.54; $ 46.18 $ TRI-STATE PREGNANCY CENTER Total 2,028.8 0.70 $ 2.13 $ 0.90; $ UNITED PENTECOSTAL CHURCH Total 4,187.9 1.44 $ 4.39~ $ 1.85 $ UNITED STATES OF AMERICA Totat 67,240.7 23.05 .~. ?,~,~0~4j,,,$_ 2~__~9,:,,7~ $ iUNITED STATES POSTAL SERVICE Total UNIVERSITY OF DUBUQUE Total :,VERDE WATER CORP Total WAHLERT HIGH SCHOOL Total WARTBURG THEOLOGICAL SEMINARY Total WESTMINSTER UNITED Total YMCA-YWCA Total 489,532.~ 167.82 $ 513.53 $ 216.49 $ 12,513.01 4.29 'T'$ 13.13 $ 5.53 $ '-'~ 121.52 $ 3 1.84 $ 156.76 $ 221,663.0[, 75.99 '"~""-~¥~ 98.0~,~_,._~ $ 6,321.4{ 2.17 ",,¢~ 6.63 $ 2.80 $ 120,270.51.~ 41.23 $ 126.17 $ 53.19 $ 309.41 4.51 5.09 17.52 1.84 11.29 25.84 1.29 3.69 4.85 15.22 23.53 27.98 3.68 2~55 1.86 59.42 25.25 2.53 1.36 12.85 4.57 9.06 4.21 12.04 1.04 15.04 1.74 0.31 93.09 67.84 33.99 8.71 85,98 92.12 7.37 13.41 23,09 0.45 0.93 14.87 1.95 108.24 2.77 78.38 49.01 1.40 26.59 NOTE: The impervious areas indicated is a preliminary measurement. In rare instances there may be a parcel owned by one of the orginizations listed but has not yet been included in the organization's total impervious area calculation. tax exempt subtotals(with sfus).xls 2 of 2 1/7/2003 -27- CITY OF DUBUQUE, IOWA MEMORANDUM Attachment II December 18, 2002 TO: FROM: RE: Michael Van Mitligen, City Manager Pauline Joyce, Administrative Services Manager Rich Russell, Building Services Manager Building Services Department Budget INTRODUCTION: The purpose of this memo is to advise you of my recommendations for changes to permit fees needed to maintain department funding at 94% of department expenses. DISCUSSION: The focus of my approach to. raising additional revenue focused on building permit fees for non-residential projects. 1 did this because the current building permit fees were put into effect on March 15, 1993 and roughly based upon the fees in the 1982 edition of the Uniform Building Code. I conducted a survey of the nine largest cities in Iowa on the cost of building permits. The purpose of the survey of fees was to determine if the City of Dubuque's permit fees could be raised in order to accomplish the 94% funding goat of the department budget. The cities surveyed included Ames, Cedar Rapids, Davenport, Des Moines Dubuque, Iowa City, Sioux City and Waterloo. The following table displays the fees for sample projects of $100,000 and $500,000 in valuation and the incremental cost of each additional $1,000 above $500,000: -28- CITY FEE FOR $100,000 PROJECTS DAVENPORT $433.00 DUBUQUE $461.20 AMES $467.00 SIOUX CITY $476.00 COUNCIL BLUFFS $497.00 DES MOINES $519.75 IOWA CITY $660.00 CEDAR RAPIDS $896.00 WATERLOO $946.00 FEE FOR $500,000 EACH PROJECTS ADD'L $1,000 '$1433.00 $2.50 $1541.20 $2.70 $1519.00 $2.23 $1476.00 $1.70 $1617.00 $2.38 $1619.00 $1.65 $2330.00 $3.00 $2855.30 $4.20 $3046.00 $4;38 AVERAGE $59&11 $1937.36 $2.75 PROPOSED $590.00 $19'00.00 $2.75 Recognizing that affordable owner-occupied housing is a City Council priority, the proposed fee changes would not apply to residential building projects. These fees would remain the same. The City of Cedar Rapids has a split fee schedule that charges a larger fee for commercial and industrial projects. BUDGET IMPACT: The Building services Department collected $180,665.20 in building permit fees on 22'1 commercial and industrial projects with a total valuation of $82,908,083 in Fiscal Year Ending 2002. Assuming that each project had an "average" valuation of $375,000, the increase in fees collected would be approximately $117,000. This additional revenue will be adequate to pay forthe Improvement Package that provides for additional inspections software. If we see a few projects with valuations over $1,000,000 and a few projects with a valuation of $100,000 instead of 20 projects with a valuation of $375,000, the revenue will be more in line with the additional $47,000 needed for the improvement package. RECOMMENDATION: I recommend that the building permit fee schedule be amended to reflect the proposed fees shown in the above table. -29- MEM Attachment III ORANDUM January 3,2003 TO: Michael C. Van Milligen, City Manager FROM: Laura Carstens, Planning Services Manager SUBJECT: Proposed FY 2004 Fee Schedule INTRODUCTION This memorandum provides the Proposed FY 2004 Fee Schedule for the Planning Services Department. The Planning Services Department has a 10% self-supporting guideline for development services. We recommend raising fees for these services: Vadance Conditional Use Rezoning Planned Unit Development (PUD) Minor Subdivision Plat Preliminary Plat - Major Subdivision Sign Permit Review Temporary Use Permit DISCUSSION Below is a discussion of the recommended fee increases. These fee increases would affect owners and developers of residential, office, commercial, institutional and industrial properties. Homeowners would not experience any fee increases. Variance and Conditional Use Fees Multi-family residential and commercial property owners and developers located in mixed-use areas typically submit vadance and conditional use permit requests. These appticetions of[eh require extensive staff analysis. Staff research and review the status of existing on- and off-street parking in a neighborhood, neighborhood traffic counts and patterns, street access and/or stormwater runoff or detention issues. This may require additional research, repeat site visits and GIS mapping and analysis. Therefore, research for vadance and conditional use permit applications often consumes significant Proposed FY04 Fees Page 2 of 6 amounts of staff time. Staff recommends that the variance and conditional use fees be increased to better reflect the average cost of staff time required to process these requests. Variance: We propose that the variance fee be doubled from $125 to $250. This fee was last raised in FY 1998. Conditional Use: We propose that the conditional use fee be increased from $150 to $250. This fee was last raised in FY 1993. Subdivision Fees Multi-family and residential developers and commercial property owners are the typical applicants for minor and major subdivision plat requests. Minor subdivisions have three or more lots, but no public improvements. Major subdivisions have three or more lots, with public improvements. Major subdivisions have an initial step, the Preliminary plat, followed by one or more final plats that implement the preliminary plat in phases. These plat applications often require extensive research, site visits, staff analysis and interdepartmental coordination. Staff t'ecommends that the minor subdivision plat and preliminary plat fees be increased to better reflect the average cost of staff time required to process these requests. Minor Subdivision Plat. We propose that the minor subdivision plat fee be increased from $100 to $200. This is the same fee now charged for a final plat for a major subdivision, which is a comparable work effort. This fee was last increased in FY 1993. Major Subdivision Preliminary P/at. We propose that the major subdivision preliminary plat fee be increased from $200 + $10 per lot to $400 + $10 per lot. This fee has not been raised since FY 1998. Rezoninq and PUD Fees Since the fees for rezoning and planned unit development (PUD) requests were last raised, the process has been shortened and the application requirements reduced. The average time for review and approval/denial of a rezoning or PUD request has been reduced from 60 days to 45 days. This reduction was achieved by eliminating the "set for headng' stage of the City Council. The City Clerk now handles publication of these public headngs automatically once the Zoning Advisory Commission sets their agenda. Planning staff now handles notification of property owners within 200 feet. Formerly, applicants were required to provide names of property owners within 200 feet of their requests rezoning or PUD. Planning staff now looks up property ownership for all' rezoning and PUD requests, and mails the notices. This and the reduction in review time has saved applicants considerable time. Applicants also are saved the postage costs for mailing notices. Staff's workload has increased, however, while the time available to ~rocess the application has been reduced. -31- Proposed FY04 Fees Page 3 of 6 Rezoning: We propose that the rezoning fee be raised from $250 + $50 per acre to $300 + $50 per acre. We recommend that the $1,000 cap remain in ptace. This fee has not been raised since FY 1998. New PUD'~. We propose that the fee for new PUD's be raised from $350 + $50 per acre to $500 + $50 per acre. We recommend that the $2,000 cap remain in place. This fee was last increased in FY 1993. Amended PUD's: We propose that the fee for amended PUD's be raised from $200 + $50 per acre to $300 + $50 per acre. We recommend that the $1,000 cap remain in place. This fee has not been increased since FY 1993. Municipal Fee Comparison Cities and counties in Iowa have differing thresholds, caps and formulas for calculating fees. This makes fee comparison difficult. In an effort to develop an "apples to apples" comparison of administrative fees between Dubuque and other cities and counties in Iowa, we have calculated the cost for rezoning, and preliminary and final platting. To develop a tangible comparison we have calculated the rezoning and platting fees for a large subdivision (20-acres and 75 lots) and a small subdivision (5 acres and 12 lots) for Dubuque and nine other Iowa cities and counties. The fees are listed in the matrix below. The proposed fees for Dubuque are shown in bold italics. City/ Rezoning Rezoning Pre-plat Pre-plat Final Plat Final Plat County Large i Small Large Small Large Small Dubuque - current $1,000 cap$450 $950 $320 I $200 $200 Dubuque- $1,000 $500 $1,150 $520 $200 $200 pcoposed cap Ames $150 $150 $570 $255 $195 $195 Burlington $250 $250 $1,775 $515 $1,375 !$430 Blackhawk $600 $250 $900 $270 $50 $50 Council Bluffs $250 $250 $300 $300 $300 $300. Davenport $1,000 cap$525 $775 $420 $775 $420 Iowa City $387 $387 $1,686 $741 $561 $561 Potawattamie $370 $370 $625 $310 $300 $300 Waterloo $250 $250 $850 $220 $50 $50 West Des Moines $350 $370 $625 $310 I $300 300 As the chart above indicates, Dubuque's proposed fees would be higher than those of some municipalities; however, Dubuque's fees are not the highest fees. In addition, it is important to note that several of these cities charge "impact fees" which affect the cost of development. Dubuque has no impact fees. Aisc, Dubuque is one of the few cities where the Planning Department has a self-supporting guideline. Proposed FY04 Fees Page 4 of 6 Si.qn Permit Review The time required for Planning Services staff to review sign permit applications is significant and we have a substantial number of them to review. Based on the amount of time required to research, review, and visit the site, staff recommends a fee increase for sign permit requests. Sign Permit. We propose that the sign permit review fee be increased from $10 to $25. This fee has not been raised since FY 1993. Temporary Use Permit Within each zoning district, temporary uses are permitted as listed in the Zoning Ordinance regulations for that district. These temporary uses require a permit from the Planning Services Department to operate. Temporary uses are allowed to operate for up to 6 months. Current Fees for Temporary Uses Presently, we have a sliding fee scale for temporary uses as shown below. Duration of Use Tempora~ Use Fee I to 4 days $25 5 to 15 days $50 6 to 180 days $100 The $25 rate has been in place since at least FY 1990. The other two rates were last raised in FY 1993. Staff believes that temporary use fees should be raised in a two-tier fashion, based on the nature of the use as an off-premise use or an on-premise use. Temporary Use Permit: Off-Premise Retail Sales .. Staff recommends a modest increase in tempocary use fees for off-premise retail sales that occur on a much more limited basis. Examples include Fincel's Corn at Kennedy Mall, Dubuque Area Car Dealers' used car sale at Dubuque Greyhound Park & Casino, and Y's Men Christmas tree sale. These temporary uses represent a much smaller percentage of retail sales and consume a much smaller portion of the property. Temporary Use Permit: Off-Premise Retail Sales: We propose that the current sliding fee scale for temporary uses be replaced with a daily rate of $10 for off-premise retail sales. This is a simpler fee to calculate and understand. Temporary Use Permit: On-Premise Seasonal Sales Most of the big box retailers in Dubuque (those with buildings of 30,000 square feet or greater) have long term, seasonal, temporary uses in their parking lots. Temporary uses are undertaken in tents and/or in fenced or corralled areas. These temporary uses are usually garden centers, but may include special sales or events. A significant amount of the overall retail sales for these businesses takes place outside of their buildings. -33- Proposed FY04 Fees Page 5 of 6 Staff recommends that a separate fee be charged for on-premise seasonal sales that occur at the sites of big box retailers. We recommend that fees charged for these types of temporary use permits be increased in an effort to recoup some of the property tax lost by this form of external retail sales. Staff researched the assessed valuation and square footage of buildings for big box reta~ in excess of 30,000 square feet. The retailers we evaluated were Wal-Mart, K-Mart, Target, Eagle's on Locust, Eagle's on Elm, Eagle's on JFK, Hy-Vee on Asbury, Lowe's, Menard's, Shopko and Toys-R-Us. The square footage ranged from 220,000 square feet for Wal-Mart to 29,604 square feet for the Eagle's on Elm Street (just slightly below the 30,000 sq,ft. threshold). Assessed valuations of the buildings ranged from $9,137,460 for Wal-Mart to $980,190 for the Eagle's on Elm Street. For each big box retailer we took the assessed value of the building, divided it by the . square footage and then divided by 12 months. The high value was $4.491square foot/month for the Hy-Vee on Asbury and the Iow was $2.01/square foot/month for K- Mart in Plaza 20. Most values hovered in the $2.50-$3.50 range. Staff calculated all the taxable values for each property and established a $3/square foot/month average. This average is then divided by the current commercial tax rate (we rounded the current tax rate from $30.68 per thousand to $30.00 per thousand). Then, we applied this formula to a typical 5,000 square foot outdoor display area for six months of display time. The fee for this typical outdoor display would be $2,700. in an effort to be consistent and more efficient, staff recommends standardizing the average taxable value per square foot per month at $3.00. This means that any big box retailer in excess of 30,000 square feet would be charged $3.00 per square foot times the square footage of their display area times the number of days they wish to display. Therefore, the average factor for temporary use would be $ 0.003 (this number represents the daily rate not the monthly rate). For example, if a retailer wished to use 5,000 square feet of lot area for a seasonal display for six months, the fee would be calcuiated as shown below. $0.003 daily rate x 5,000 square feet x 180 days = $2,700.' Multiplying this formula of 0.003 for the daily rate by the square footage of display area and by the amount of days displayed would represent an average for assessed -34- Proposed FY04 Fees Page 6 of 6 valuation of all the city's big box retailers. This formula simplifies calculation of the temporary use fee for on-premise seasonal sales. Temporary Use Permit: On-Premise Seasonal Sales: We propose that the current sliding fee scale for temporary uses be replaced with a daily rate of $ 0.003 per square foot per day for on-premise seasonal sales. This is a simpler fee to calculate and understand. Budqet Impact 'We anticipate that the Proposed FY 2004 Fee Schedule for the Planning Services Department will generate a significant increase in revenue for the City. To estimate the revenue that would be generated, Planning Services staff compared the current fees and the proposed fees with the actual services for FY 2002. Type of Service Current Proposed Increased Revenue Variance $ 4,500 Conditional Use $ 3,750 Rezoning and PUD's .$11,425 Minor Plat $ 400 Preliminary Plat $ 2,170 Sign Permits $ 1,840 Temporary Use: Off-Premise $ 250 Temporary Use: On-Premise $ 400 $ 9,000 $ 4,500 $ 6,250 $ 2,500 $12,725 $ 1,300 $ 8OO $ 400 $ 2,970 $: 800 $ 4,600 $ 2,760 $ 5OO $ 25O $15,834 $15,434 Totals $24,735 $52,679 $27,944 RECOMMENDATION Planning Services staff recommends that the City Council approve the Proposed FY 2004 Fee Schedule for the Planning Services Department. Additional information comparing the Proposed FY 2004 Fee Schedule with the current fees is attached. Attachment Pauline Joyce, Administrative Services Manager Kyle Kritz, Associate Planner Guy 4emenway, Assistant Planner -35- PLANNING SERVICES DEPARTMENT Proposed FY 2004 Fee Schedule Type of Application Current Fees FY 2004 Fee Last Proposed Fees Increase Raised ZONING BOARD OF ADJUSTMENT Variance Conditional Use Permit Appeal Special Exception ZONING ADVISORY COMMISSION Text Amendment Minor Subdivision PSat Preliminary PlatJMajor Subdivision FiNal Plat/Major Subdivision Rezoning ($1,000 cap) New Planned District ($2,000 cap) Amended Planned District ($1,000 cap) $125 $250 $125 FY1998 $150 $250 $100 FY1993 $50 $50 $75 $75 DEVELOPMENT SERVICES Simple Subdivision Sign Permit Reviews $200 $1oo $200 + $1o/Iot $200 $250 + $501acre $350 + $50/acre $200 + $25/acre Temporary Use Permits (current) 1 to4 days · 5 to 15 days 16 to180 days $10 $10 Temporary Use Permits: Off-Premise Retail Temporary Use Permits: On-Premise Seasonal Extension of Subdivision Bonding $25 $50 $1oo Simple Site Plan Minor Site Plan Major Site Plan $25 Flood Plain Development Flood Plain Permit Flood Way Permit $5O $125 + $10/acre $225 + $10/acre Limited Setback Waiver $100 $500 ZONING VIOLATIONS Zoning Violations $10 OTHER PLANNING SERVICES Maps O~linances Repod, s Copies $50 $10 - $20 $10 - $20 $10 - $30 $.1 O/page $200 $200 $100 FY 1993 $400 + $10/Iot $200 FY 1998 $200 $300 + $50/acre $50 FY 1998 $500 + $50/acre $150 FY 1993 $300 + $501acre $100 FY 1993 $10 $25 $15 FY 1993 $1 O/day $0.003/SF/day $25 $50 $125 + $10/acre $225 + $10/acre $100 $500 $10 $50 $10- $20 $10-$20 $10- $3O $.10/page FY1990 FY1993 FY1993 vades newfee vades new fee -36- Attachment IV citY of Dubuque, Iowa Memorandum December 2, 2002 TO: Michael C. Van Milligen, City Manager FROM: E. Daniel Brown, Fire Chief Prepared By: Ric Jones, Fire Department Emergency Medical Services Supervisor SUBJECT: Ambulance Fee Recommendations I am recommending that we adjust ambulance fees as indicated below. This adjustment should bring in an additional $11,500.00 from Medicare, · approximately $ 90,000.00 in non-Medicare payments and an additional $ 7,000.00 in surcharge for non-residents. This totals to $108,500.00 Jn new dollars. I further recommend that we waive Medicare co-pay and deductible fees that are not covered by a secondary insurance plan for all city residents. This will reduce the new revenue by an estimated $ 4,000.00. Our billing Costs will go down incrementally by not billing the Co-pays and deductibles. This provides a net gain of $104,500.00. Lastly, I recommend that we implement the new fee schedule reasonably soon. There will be a lag time of up to 120 days as payers adjust to our new rates. We should be bug-free and able to solidly predict an increase of approximately $104,500.00 in fiscal year 2004 and each year after thai If we have the new fees in place on March 1, 2003, for instance, we could anticipate revenue growth of nearly $ 20,000.00 for the last four months of this fiscal year. The new rates I am recommending are: BLS Base Rate ALS 1 Base Rate ALS 2 Base Rate On Scene Care BLS On Scene Care ALS Oxygen Administration Spinal Immobilization Resident $ 400.00 $ 5OO.OO $ 650.00 $ 75.00 $150.00 Non-Resident $ 550,00 $ 650.00 $ 800.00 $ 225.OO $ 300.00 $ 35.OO $ 35.OO $ 75.00 $ 75.00 -37- -36- Nitr°N°x®Analgesia I$ 75.00 $ 75.00 Disposable Supplies < $10.00 cost = < $10.00 cost = 300% mark-up 150% mark-up >$10.01 cost = >$10.00 cost = 200% mark- up 100% mark- up Mileage $ 6.00 $ 6.50 Paramedic Intercept $ 400.00 $ 400.00 Stand-by As determined by the As determined by the Fire Fire Chief Chief Ambulance fees are set by Council Resolution. The last time fees were adjusted was 1995. Ric Jones and I will be pleased to meet with you at your convenience to discuss the details of this recommendation. -38- MEM Attachment V ORANDUM December2,2002 To: From: Re: Michael C. Van Mitligen, City Manager Tim Horsfield, Parking System Supervi~ Increasing of parking fines Introduction The purpose of this memo is to pro,~ide you with information pertaining to increasing the initial fine for parking violations and increases in those amounts assessed for non- payment. Discussion During the development of the Fiscal 2004 budget, the Parking Division contacted eight cities in Iowa to gather information relative to their current parking fine structures. The cities contacted included Des MoineS, Cedar Rapids, Waterloo, Davenport, Iowa City, Sioux City, Ames and Council Bluffs. I am providing the information for these cities as a comparison to the City of Dubuque's current fee structure. The comparison will indicate the initial fine amount, the amount of {he first increase, if the municipality has one and finally the amount of fine if not paid within thirty days. This comparison represents only amounts for "expired meter" violations. In discussions with these cities, in general it was indicated that the rest of their parking violations are at the initial amount of $5.00 and then increase to $10.00 after 30 days. CITY INITIAL FINE 1sT INCREASE 30 DAY FINE AMT. Ames $ 3.00 $ 5.00 After 7 days $10.00 Cedar Rapids $ 5.00 N/A $10.00 Council Bluffs $ 5.00 NIA $10.00 Davenport $ 4.00 $ 6.00 after 5 days N/A Des Moines $ 5.00 N/A $10.00 Iowa City $ 3.00 $ 5.00 after 10 days $10.00 Sioux City $ 5.00 NIA $10.00 Watedoo $ 2.00 $ 5.00 after 24 hours $10.00 Dubuque $ 4.00 $. 6.00 after 7 days N/A -39- The maximum fine allowable by the Code of Iowa (Section 321.236 la) for a municipal parking violation is $5.00 for the initial fine in conjunction with a $10.00 maximum fine after a 30 day time pedod. For violations other than those with an initial amount of $4.00, the City also has violations where the initial fine is $5.00 increasing to $7.00 after 7 days. These violations include alley, alternate side, residential district, street storage, private lot, fire hydrant and snow route violations. In this year's budget, we have projected revenue of $139,000.00 from parking fines. With the fine adjustments being proposed, it is difficult to anticipate the budget impact due to the number of variables involved. However, it can be expected to increase revenues approximately $93,000.00. As we worked through this years budget process, it wes determined we would have a net operating budget deficit of $78,300.00. This in part brought us to research other cities parking fines and eventually make this recommendation. In summary, we would be increasing the $4.00 fines by $1.00 making all initial parking fines $5.00. We would then apply the increase to $10.00 after 30 days on all parking fines not paid. This in itself allows substantially more time for payment prior to a fine increase. This adjustment would also bdng the City of Dubuque more in line with the fine structures adopted by a large majority of cities used in the comparison and I recommend this adjustment be implemented with the 2004 budget. Action Step The action requested is for youto review this information and recommend approval to the City Council with all adjustments to be implemented at your discretion, but no later than with the beginning of FY 2004. Cc' William Baum, Economic Development Director Pauline Joyce, Administrative Services Manager CiTY OF DUBUQUE, IOWA MEMORANDUM Attachment VI December 26, 2002 TO: FROM: SUBJECT: Michael C. Van Milligen, City Manager Don Vogt, Operations and Maintenance Manager Proposed Solid Waste Collection Changes Introduction The purpose of this memorandum is to provide information regarding the proposed changes to the City of Dubuque's solid waste collection services, as outlined in the Operations and Maintenance Department's FY2004 budget submittal. Discussion The first change is actually proposed for immediate implementation. That is to offer 64 and 96 gallon cart service to all refuse collection customers, not just small business and multi-family housing units. The current fee structure of $17/month (64 gallons) and $25/month (96 gallons) would remain the same. The second change is to offer cart service to yard waste customers, starting this Spring. The yard waste carts would allow our customers much greater weight capacity, which is especially important for those who still bag their lawn clippings. Customers would pay a one-time $20 startup fee and $14.50 per month (April- November) for a 64 gallon cart service. Both of these proposed changes are contingent upon the purchase and installation of cart tippers on the refuse and yard waste collection vehicles not already equipped with them. A major change proposed for calendar year 2003 and FY2004 is the elimination of the subsidy the yard waste collection program receives from all solid waste collection customers. Since the inception of the State-mandated yard waste collection program in 1990, the program has never been able to fully fund itself with the fees it collects. As a result, a portion of the monthly solid waste collection fee paid by all our customers, whether they used our yard waste collection service or not, subsidized our yard waste service. Over the years, we have been able to significantly reduce the size of this subsidy, but we were not able to eliminate it until now. In order to do so, it would be necessary to increase the cost of the annual yard waste collection permit from $20 to $25, effective with the calendar 2003 program. While this would be the second $5 -41- increase in consecutive years, I would note three supporting arguments: this proposed increase would be only the second in the last thirteen years; at $25 per season, an annual permit holder would still save $11.40 in 2003 versus buying/using one single-use sticker each week; and, only half of our solid waste collection customers use the yard waste service on a regular basis, but at the present time, all help pay for it. The final significant change proposed, effective July 1, 2003, is increasing the monthly solid waste collection base fee from $7.25 to $7.49. Most of this increase was actually anticipated two years ago. As per the directive of the City Council in 1994, the solid waste collection utility fund balance has been slowly drawn down since then. It should also be noted that eight years ago, the monthly solid waste collection fee was $9.00. The fund balance has now reached the point at which there will not be sufficient monies to purchase replacement collection vehicles in the future, unless the balance is increased through a 25¢ per month amortization increment. This incremental increase was anticipated for FY2004, regardless of the state-mandated implementation of the Pay-As-You-Throw (PAYT) program. The second factor contributing to the proposed increase is the landfill tonnage tipping fee increase announced by the Dubuque Metropolitan Area Solid Waste Agency last week. The Agency's 75C/ton increase, effective Juty 1, 2003, will cost each residential refuse collection customer an additional 3¢ per month. The total anticipated FY2004 cost increase of 28¢ per customer per month will be partially offset by lower landfill tonnages. However, a 24¢ per customer per month fee increase will be needed for FY2004 to ensure that this utility service and fund remain self-supporting and not requiring property tax support. It should also be noted that even at $7.49 per month, our solid waste collection program fee will still be the lowest charged by any of Iowa's larger cities, and lower than that charged in neighboring communities such as Asbury and Dyersville. Action Step This is for your information. Action recommendations were previously made as part of the FY2004 budget submittal process. -42- MICHAEL C. VAN MILLIGEN Dubuque City Manager Guiding Principles of the Management Philosophy INPUT-ORIENTED Team members should take advantage of the valuable input that can be provided by citizens and employees for departmental decision-making. THEMES FOR EFFECTIVE USE OF THE GUIDING PRINCIPLES · Believe that others can provide valuable input · Understand the benefits of receiving input from others · Develop the processes that capitalize on the input of others · Adopt an open door policy which invites input from others · Understand thc benefits of empowering others · Seek first to understand and then to be understood - Steven Covey · Motivate staff and encourage employee initiative · Delegate tasks to maximize the use of available resources PROBLEM SOLVERS Team members' approach to issues should be to focus on what can be done to solve the problem. THEMES FOR EFFECTIVE USE OF THE GUIDING PRINCIPLES · Create programs that help others be more creative in solving problems · Perceive problems as opportunities · Avoid the use of policies to get out of having to solve the problem · Look to others to help solve problems Encourage risk-taking Practi6e flexibility Understand that bureaucracies function best in black and white issues while most issues are varying shades of gray DEVELOP PARTNERSHIPS Team members can be more effective by developing partnerships w, ith other departments and outside organizations. THEMES FOR EFFECTIVE USE OF THE GUIDING PRINCIPLES · Form teams around defined tasks · Encourage employee involvement through problem-solving task forces · Develop team processes for decision making and setting goals and objectives · Facilitate the group process -43- -44- 0 0 0 0 cO 0 O~ 0 0 0 I 0 >- >- E ~ 0 >- >- cO 0 0 Cq I (D 0 ._~ -45- FISCAL YEAR 2004 RECOMMENDED BUDGET The recommended budget for Fiscal Year 2004 totals $100,628,274 including operating, capital improvement and debt service requirements but excluding transfers of $17,938,492. The recommended budget is $1,751,844 (1.71 percent) less than the adopted Fiscal Year 2003 budget of $102,380,118. This represents: (a) an increase in the operating budget of $3,123,161 (5.19 percent) from $60,151,505 in Fiscal Year 2003 to $63,274,666 recommended for Fiscal Year 2004; and (b) a decrease in the Capital Improvement Program budget of $4,875,004 (11.54 percent) from $42,228,612 to $37,353,608. The capital improvement amount for Fiscal Year 2003 included $6,446,000 of proposed Stormwater GO bonds and $3,828,573 of TIF and DRA abated GO bonds used as match for the VISION Iowa Grant funds for the Mississippi River National Education and Conference Center and Tourist Amenities and Greenways. The increase in the operating budget of $3,123,161 reflects a wage package; a 35% increase in health insurance costs with a budgeted increase of 28% ($932,260) and the Health Insurance Task Force asked to address 7% of the increase; an increase of 20.47% in Police and Fire Retirement rates (from 17% to 20.48%, $312,513); expanded stormwater operation and maintenance expense and debt service ($456,437); increased costs of supplies and services, including such items as software contract, data processing maintenance contracts, property maintenance, utility expense and insurance ($99,469); new intra-peninsula transit service ($78,000); and an increase in the Section Housing Voucher program ($384,000) covered by grant funds. OPERATING CAPITAL PROGRAM BUDGET IMPROVEMENTS TOTAL Protective Services Human Development Facilities and Environment Administration TOTAL NET BUDGET $17,409,906 $ 439,560 $17,849,466 7,685,324 1,853,024 9,538,348 32,255,049 34,156,350 66,411,399 5,924,387 904,674 6,829,061 '$63,274,666 $37,353,608 $100,628,274 The recommended Fiscal Year 2004 budget requires $16,182,057 in property taxes in all funds and a property tax rate of $10.2730 per $1,000 of assessed value on an estimated $1,573,871,746 of taxable property value. This is $410,854 (2.61 percent) more than the $15,771,203 property tax amount approved for Fiscal Year 2003 and a tax rate increase of $.0610 (.60 percent) from Fiscal Year 2003. This will make the 9th consecutive year of no increases in the "City" portion of property taxes for the average residential homeowner; with 5 of those years actually providing decreases in the City portion of their tax bill. IMPACT OF RECOMMENDED BUDGET ON CLASSES OF PROPERTY The impact of the adopted Fiscal Year 2004 budget on residential, commercial and indUstrial property can be summarized as follows: RESIDENTIAL FISCAL YEAR 2003 January 1, 2001 Valuation Equalization Order January 1, 2000 Valuation Less Rollback Factor Fiscal Year 2003 Taxable Value Fiscal Year 2003 City Tax Rate Fiscal Year 2003 City Property Tax Homestead Tax Credit Net Fiscal Year 2003 City Property Tax $ 93,080 +9% $ 101,458 .516676 $ 52,421 $ 10.2120 $ 535.32 -$ 49.53 $ 485.79 FISCAL YEAR 2004 January 1, 2002 Valuation Less Rollback Factor Fiscal Year 2004 Taxable Value Fiscal Year 2004 City Tax Rate Fiscal Year 2004 City Property Tax Homestead Tax Credit Net Fiscal Year 2004 City Property Tax $ 101,458 .513874 $ 52,137 $ 10.2730 $ 535.6O -$ 49.81 $ 485.79 Dollar Decrease in Property Tax Percent Decrease in Property Tax FISCAL YEAR 2003 January 1, 2003 Valuation Equalization Order January 1, 2001 Valuation Less Rollback Factor Fiscal Year 2003 Taxable Valuation Fiscal Year 2003 City Tax Rate Fiscal Year 2003 City Property Tax FISCAL YEAR 2004 January 1, 2002 Valuation Fiscal Year 2004 City Tax Rate Fiscal Year 2004 City Property Tax Dollar Increase in Property Tax Percent Increase in Property Tax COMMERCIAL $27O,448.O6 + 18% $319,128.71 .9777 $312,012.46 $ 10.2120 $ 3,186.27 $319,128.71 $ 10,2730 $ 3,278.41 +$ 92.14 + 2,89% F:~users\ctymgrs\budget~docurnents\Properb, classes.doc -47- FISCAL YEAR 2003 January 1, 2001 Valuation Fiscal Year 2003 Tax Rate Fiscal Year 2003 City Properly Tax FISCAL YEAR 2004 January 1, 2002 Valuation Fiscal Year 2004 City Tax Rate Fiscal Year 2004 City PropeKy Tax Dollar Increase in Property Tax Percent Increase in Property Tax INDUSTRIAL $ 500,000 $ 10.2120 $ 5,106.00 $ 500,000 $ 10.2730 $ 5,136.50 +$ 30.50 + .60% F:~users~tymgrs\budget\documents\Propertyclasses.doc -48- FISCAL YEAR 2004 BUDGET PREPARATION GUIDELINES The property tax guideline amount approved by the City Council on November 18, 2002, as part of the policy guidelines for preparing the Fiscal Year 2004 budget, totaled $16,151,000 (2.41 percent more than Fiscal Year 2003) and represented a reduction from the maintenance level budget and/or revenue increases of $295,115. The tax asking recommendation is $16, t 82,057 (2.61% more than FY 2003). The guideline was met with a an additional $21,000 in tax askings made possible due to valuation growth above projections. In addition to addressing total tax asking, the property tax guideline established by City Council was expressed in terms of no dollar impact on the average home. The Fiscal Year 2004 City portion of the tax rate is being increased by $.0610 (.60 percent) from the Fiscal Year 2003 rate of $10.2120 to a tax rate of $10.2730 per $1,000 of taxable assessed valuation. The budget recommendation meets the residential guideline by providing no change in the "City" portion of property taxes on the average residential home. The property tax guideline established the need to reduce expense or increase revenues at the maintenance level by $295,115. Changes that occurred after the November guidelines were presented and adopted by City Council included: Expense Changes · Additional 20% increase in health insurance costs for a total of 35%, to be split 28% City funding and 7% through actions of the Health Insurance Task Force · Reduced Fire and Police Retirement Rate from 22% projected to 20.48% (up from 17% in the current year) · Recommended stormwater user fees for City facilities $34,000 · Increases in supplies and services in such areas as software contracts, data processing equipment maintenance contracts, property maintenance for new DLEC and City Hall, electrical and street lighting expense, and general operating supplies totaling $243,586 · Net Transit costs are down $18,400 Revenue Changes · Miscellaneous revenues increased $10,000 These additional changes impacted property tax requirements by another $499,700. This increased the shortfall from $295,421 to $795,121. This shortfall is addressed in the budget recommendation through fee increases; new fees; reduced equipment replacements; freezing property tax supported travel-professional conference (excluding Council travel); and freezing a portion of departmental training expense and department manager strategic planning funds. In addition, the Health Insurance Task Force has been asked to address 7% of the 35% health cost increase through plan changes and/or modifications. -49- FISCAL YEAR 2004 RECOMMENDED BUDGET SUMMARY OF RECOMMENDED DECISION PACKAGES There were 110 improvement level decision packages requested for Fiscal Year 2004 (compared to 118 in Fiscal Year 2003). Of the 110 decision packages, 16 are recommended for funding. Eleven of these either totally or partially represent the use of non-recurring General Fund balances. The remaining 5 decision packages are funded by non-property tax funds, including Road Use Tax, Refuse, and Cable TV. - Of the 11 decision packages (totaling $513,210) that were funded with non- recurring General Fund balances, three have related recurring costs. These decision packages, and related recurring costs, are covered almost entirely by additional revenues generated by the impacted departments. w -bl- -52- 0 >- o o~ ~0 r~ ._~ ASSUMPTIONS USED IN PREPARING THE FY 2004 BUDGET In Fiscal Year 2004, the individual department, division and activity budgets include the wage plan adopted by City Council during the current fiscal year and wage packages for the City's five unions within the City Council established guidelines. The major assumptions used in preparing the Fiscal Year 2004 budget include the following: 2 pement increase for general operating supplies, services and equipment 3 percent increase over 2002 actual rates for motor vehicle fuel The health insurance in each department reflects an increase of 28 percent over the Fiscal Year 2003 budgeted amounts, with an additional 7 percent increase being addressed by the Health Insurance Task Force 15 percent increase over Fiscal Year 2002 actual electrical expense and a 17.8 percent increase in heating related natural gas expense which reflects a 2.5 percent inflation adjustment and an increase of 17.8 percent for average degree days under the normal heating season degree days in Fiscal Year 2002. · 8.5 percent increase in postage rates over Fiscal Year 2003 Debt service is estimated based upon no additional property tax supported borrowing for Fiscal Year 2004 and beyond. Equipment costs were estimated based on a 2 pement inflation factor over current prices Sales tax was projected to increase 3.0 percent per year over the Fiscal Year 2003 revised Iowa Department of Revenue estimates DRA gaming taxes, rents and Diamond Jo gaming taxes and admission tax have been applied 50% to support of the operating budget and 50% support of the capital budget. Debt service on the America's River GO issue is repaid from the DRA capital portion as previously presented to City Council and the Vision Iowa Board -54- PARTNERSHIPS AND CONTRACTED SERVICES The City of Dubuque has made significant stddes in forming partnerships with other organizations in an effort to avoid service duplication and to combine resources for greater impact than could be produced independently. Among the more prominent partnerships the City has formed in recent years: Business partner with Marshall and Prescott Schools DARE Program - County Shedff and Dubuque Community School District Community Advisory Panel to promote harmonious relations between the Police and minority citizens - NAACP Dubuque County Drug Task Force - County Sheriff and County Attorney Hedtage Trail development - Dubuque County Conservation Board DREAMS Program for lower income, first time home buyers - American Trust, Dubuque Bank and Trust, Firstar Savings, Mercantile Bank, and Dubuque County Extension Office Homeless Coordinating Board - Gannon Center, Legal Services, Operation: New View, Project Concern, Visiting Nurses Association, and Scenic Valley Area Agency on Aging Intergovernmental cooperation and regional planning - East Central Intergovernmental Association (ECIA) and Dubuque Metropolitan Area Transportation Policy Committee Tri-State Health CARE Coalition - numerous employer and labor groups Uptown Recreation Program - some program facilities and/or activities provided by Dubuque Museum of Art, Four Mounds Foundation, and numerous public schools and churches Riverfront Development - joint fund raising and planning efforts with Dubuque County Historical Society and Chamber of Commerce Soccer Complex - work with Soccer Alliance to provide utilities and playground to complement the existing facilities Youth Baseball and Soccer - use City-owned facilities to play games and practice High schools and colleges use City-owned baseball facilities for games Economic development - joint efforts of City, Greater Dubuque Development Corporation, Main Street, Ltd., and Chamber of Commerce Jaycees use Hawthorne Street Peninsula for Fourth of July fireworks Riprow Valley Coalition with City and State partners to develop new park Besides forming partnerships with other organizations, the City is aggressively pursuing alternative service delivery methods when an alternative might provide equal or better service in a more cost efficient manner or provide a service thi~ City would not otherwise provide. Examples of contractual arrangements include: Dubuque Arboretum Association leases Marshall Park and operates the Dubuque Arboretum and Botanical Gardens State of Iowa leases the E.B. Lyons Nature Center and Preserve and operates it as part of the Mines of Spain The Four Mounds Foundation signed a lease for Four Mounds Park and operates it for public use Dubuque County Historical Society leases the Ham House and operates it as a museum A private firm processes and markets municipal collected recyclables Painting of street markings is contracted Concession operations are leased at Flora Pool, Sutton Pool, and McAleece Park and Recreation Complex Animal shelter services are contracted to the Dubuque Humane Society Water meter reading is contracted to Peoples Natural Gas Cleaning of City Hall and the Annex is contracted to a private custodial service A private firm does sludge hauling for the Water Plant The activities shown on this page are only examples of programs, services and coordination provided through the joint efforts of City departments and other public and private entities. The total complement of joint efforts will surely change with progression of the program and service reviews. - -55- BUDGET OVERVIEWS OVERVIEWS CITY OF DUBUQUE FISCAL YEAR 2004 RECOMMENDED BUDGET FACT SHEET Total Budget Operating Budget Capital Budget City Tax Asking $ 100,628,274 $ 63,274,666 $ 37,353.608 $ 16,182,057 1.71% less than FY 2003 5.19% more than FY 2003 11.54% less than FY 2003 2.61% more than FY 2003 City Tax Rate Taxable Valuation TIF Increment Valuation Tax Rate Change $10.2730 per$1,000 $1,573,871,746 $85,213,171 $ +.0610 .50% more than FY 2003 2.12% more than FY 2003 5.95% more than FY 2003 .60% more than FY 2003 Impact on Property Owners (City Taxes Only) Residential = 0% Commercial = + 2.89% Industrial = +.60% Recommended Fee Adiustments Refuse Monthly rate from $7.20 to $7.49, effective July 1, 2003. Sewer 3% rate increase Water 3% rate increase Stormwater Stormwater utility to be established with monthly utility fee of approximately $1.29 per month per Standard Family Unit (SFU) equivalent effective July 1, 2003. Subject to change if additional DRA revenue from Tax Case and expanded operations aren't realized. Parking Fines From $4 to $5 and $7 to $10 for late payments. Zoning Vadance permits from $125 to $250, Conditional-Use Permits from $150 to $250, Rezoning PUD, sign permits, temporary-use permits increased, and platting fee increases. Building Inspection fees for non-residential increased. Yard Waste Collection New tipper cart program available. Fire Ambulance fees increased. ALS from $400 to $500, Advanced ALS from $400 to $650, non-emergency calls from $175 to $400, new fees structure for non-resident ca/Is Recreation Basketball, softball, and winter volleyball fees (+$10/team); summer volleyball (+6/team); golf (+SI/round) for weekend, weekday and seniors; golf individual pass (+$20); couples pass (+$25); family pass ($45); and junior pass ($10). Five Flags Ice rental fees increase $5 per hour, Thunderbirds' game fees increased $100, game staff fees increased $25. Positions AII Funds Full-Time Changes + .03 Full-Time Complement 523.80 -57- < 0 CITY OF DUBUQUE BOARDS AND COMMISSIONS Airport Commission Airport Zoning Commission Board of Appeals - Building Code Cable Community Teleprogramming Commission Cable TV Regulatory Commission Civic Center Commission Civil Service Commission Community Development Advisory Commission Electrical Code Board Environmental Stewardship Commission Historic Preservation Commission Housing Commission Housing Code Appeals Board Housing Advisory Trust Fund Committee Human Rights Commission LibraryInvestment Board Oversight Commission Long Range Planning Advisory Commission Mechanical Code Board Park and Recreation Commission Plumbing Board Transit Board of Trustees Zoning Board of Adjustment Zoning Advisory Commission -59- PERSONNEL COMPLEMENT--FULL-TIME EQUIVALENTS 1981-2004 DEPARTMENT/ 1981 22-YEAR HIGH 22-YEAR LOW 2004 DIVISION NUMBER YEAR NUMBER YEAR NUMBER NUMBER NOTES Meter Checkers moved Police Department 90 2003 97 1985-1990 82 97 to Parking *Part of Police & Fire Emergency Comm *0 2001-2003 10 1985-1991 8 10 Depts. Fire Department 94 1991-2002 90 1988-1990 88.5 90 1982-1985 1981; 1986 1988-1989; Human Rights 3 1990-1997 3 1998-2001 2 Building Safety 12 1981 12 1985-1988 6 7 ~ Included School Health Services *9.5 1981 9.5 1989-1990 4 5 Nursing Program Park Division 27.2 1981 27.2 1996-2001 20.9; 21.92 Civic Center 13.75 1981 13.75 1988-1990 8 9.15 Recreation Division 13 1981 13 1991 7.93 8.93 Library 20 1981 20 1989 14 18 Airport* 8 2003 14 1983-1994 7 14 Security Personnel - LEE Full time vacancy filled Transit 44 1981-1982 44 2001-2002 7 7 with part time personnel Public Works 1 1990-1991 2 1993-2001 0 0 1983; Engineering 22 2001 24 1985-1987 18 24 ¢/aterDepartment 32 1981-1982 32 1999-2001 23 23 Water Pollution Cntrl 37 1981-1982 37 2001-2002 18 18 August 1 '02 & Educator Operations/Maintenance 89 1981 89 1990 73 87.3 ~osition 4th Street Ramp Parking Division 9.8 2002-2003 11.5 1985 7.5 11.5 Opening Community/Economic Community DeveL Development 7 1981 7 2003 3 3 moved to Housing Lead Paint Grant/Comm Housing Services 12.5 2003 20.25 1984-1985 i 10.5 20iDevel positions Planning Services 4 1996-2001 71 1985-1987 2.5 7 1981-1982; 2 positions from other City Manager's Office 11 2003-2004 11 1993 7,6 11 departments City Clerk's Office 3 1981-2001 3 1981-2001 3 3 '* Meter Reading Finance Department 20 1981-1989 20 1997-2001 '16 16 Outsourced 1981-1985; Legal Department 21 1987-2004 2 1986 1 2 1985-1991; Information Services 2.5 1998-2004 6 1981 2.5 6 Graphic Arts moved to Cable TV 0 1991; 1993 4 1981 0 2 City Mgr's. Office City Halt Maintenance 1 1981-1982 1 1983-2001 *0 0 *Outsourced 11% Reduction 1981- 588.2~ 1981 588.25 1989 495.8 523.80 2004 ~ Em ~ ~ :~ oooooo ooooooooooo oooooo 0 00000000 00000000 O0 00 ~00000 0 O0 00 ~00000 1::.-> O0 00000000 O0 O0 O~ 000000 ~00000 000000 00000000000 ~00000 oooo~oo~o ~~ 000000 0000 0000 0000000000 00000~000 0000-000000 0 ~ 00000000 000000 CITY OF DUBUQUE OPERATING BUDGET FISCAL YEARS 1994-2004 EXPLANATION OF LONG-RANGE REVENUE TRENDS The graph on the following page is provided to show trends, which are impacting the way City government is funded. Revenue Trends On the revenue side, what we see are fairty modest increases over the ten-year period in four areas: federal funds, state funds, cash balances and operating receipts. The area showing the most significant increase is local taxes, which includes property taxes, sales tax, hotel/motel tax and tax increment financing (TIF) receipts. Utilities and operating funds have also shown more significant increases over the ten-year period, and in particular over the last five years. Federal funds, State funds and balances have realized very modest increases over the ten-year period. The following sections provide explanations of changes throughout the ten- year period. Operating receipts in Fiscal Year 1995 increased due to Airport revenues associated with the Fixed Based Operator (FBO) business budgeted for the first time as a City operation. In Fiscal Year 1996, the increase in operating receipts was the result of renegotiated rent from the Greyhound Park facility based on Y2 of 1 percent of gross receipts ($319,148). This revenue source continues to increase due to slot operations at the track and the larger Diamond Jo riverboat operations. The City's policy regarding gaming revenues was changed in Fiscal Year 2004 from a policy of using no more than one-third of the taxes and rental revenues in the operating budget and to using 50% of the gaming revenues in the operating budget and 50% in the capital budget. New revenues in Fiscal Year 2004 included Fire Dept charges for confined space training/preparedness and Ice Harbor parking lot lease revenue. Building inspection fees and ambulance fees were also increased significantly. Use of balances in the Fiscal Year 1995 budget reflected the use of Iowa Trust fund balances ($280,706), General fund balances ($127,220) related to the Police grant, debt service fund balance ($50,000) and the Fiscal Year 1993 Sales Tax balance ($48,289). Use of these fund balances reflects the City's policy guideline on using non-recurring balances to support non-recurring expense. In Fiscal Years 1996 through 2004, pension funds were used versus Generat fund balances to free up tax dollars to support the seven additional Police Officer positions added in Fiscal Year 1994. No Iowa Trust fund balances were used in the operating budget beyond Fiscal Year 1995. The use of fund balances in the operating budget has remained fairly constant over the entire ten-year period. Non-recurring balances from a change in taxes paid by DRA generated additional Distribution funds, which have been used to fund non-recurring decision packages. Local taxes have picked up the major portion of inflationary cost increases and include property taxes, hotel/motel tax (initiated in April 1979), the local option sales tax (initiated in April 1988) and tax increment receipts. The increase in ~ocal taxes in Fiscat Year 1992 was primarily in the area of sales tax receipts, which reflected a five percent growth rate plus $410,55z~ from prior year receipts over budget. Aisc increasing in the area of local taxes were tax increment receipts to cover debt on the downtown Clarion hotel TIF loan. The Fiscal Year 1993 budget reflected a 3.2 percent increase in local taxes. In Fiscal Year 1994 local taxes increased 5.6 percent, primarily due to: (a) increased hotel/motel taxes which were approved by referendum to increase from 5.0 to 7.0 percent; (b) continued growth in sales tax receipts; and a 3.5 percent increase in property tax askings. In Fiscal Year 1995, the need for increased property tax support was reduced by the Airport's FBO operation, which reduced their property tax support from $259,901 in Fiscal 1994 to $104,195 in Fiscal Year 1995. ~n Fisca~Year 1996 the increase in property taxes was necessary to provide increased code enforcement, meet federal and state mandates (i.e., Airport) and gradually shift additional police officer expense to property taxes. The increase for Fiscal Year 1997 in local taxes was related to an anticipated 3 percent growth in sales tax, increased tax increment receipts and a 2.4 percent increase in property tax askings. In Fiscal Year 1998 the increase reflected a 2.9 percent increase in property tax askings and a 5.3 percent increase in sales tax. The Fiscal Year 1999 budget included a 1.6 percent increase and the Fiscal Year 2000 budget a .3 percent reduction in property tax askings. Finally, in Fiscal Year 2001 and Fiscal Year 2002, the increase reflects the growth in Tax Increment Revenues for loan and economic development grant payments, as well as a 1.9 and a .7 percent increase respectively in property tax askings. Hotel/Motel tax receipts and Sales Tax receipts for Fiscal Year 2002 were budgeted to increase 5 percent per year over Fiscal Year 2000 actual receipts. The increase in ~ocal taxes in Fiscal Year 2003 reflects an increase in Tax Increment Revenues related to the new 4th Street Ramp and Town Clock Plaza bond issues and a balloon payment on the Seigert land purchase. Finally, in Fiscal Year 2004, sales tax receipts have been increased 3% over revised State Sales Tax estimates for Fiscal Year 2003. Hotel/motel tax receipts reflect a 2% increase over Fiscal Year 2002 actual. The City portion of property taxes on the average residential home in Fiscal Year 2004 will be 5.19 percent less than the Fiscal Year 1988 tax bill, when sales tax was first initiated. Commercial property tax bills are 19.72 percent more than Fiscal Year 1988 and industrial property tax bills are 26.4 percent less than their Fiscal Year 1988 tax bills. The shifting of tax burden over that time period from residential and industrial property to commercial property owners has been the result of bi-annual state issued equalization orders and annual changes in the rollback factor. This is the ninth consecutive year that the property taxes for an average homeowner will have been reduced, or maintained at the prior year's level. It was reduced 0.87 percent in Fiscal Year 1996, 0.42 percent in Fiscal Year 1997, 0.71 percent in Fiscal Year 1998, no increase for Fiscal Year 1999, a .17 percent -65- reduction in Fiscal Year 2000, no change in Fiscal Year 2001 or Fiscal Year 2002, a 5% reduction in Fiscal Year 2003 and no change in Fiscat Year 2004. Increases in federal funds over the past ten years have primarily been the result of additional housing funds. In Fiscal Year 1995 the increase was the result of an anticipated federal grant for seven Police Officers. This grant was not approved and represents the decrease from Fiscal Year 1995 to Fiscal Year 1996. In Fiscal Year 2000 through 2002, a Lead Abatement Grant of $1,648,369, $1,z~69,755 and $785,106 respectively is reflected in the operating budget. Increases in state funds have primarily been re~ated to Road Use Tax receipts, which were offset to a great extent by reductions in other forms of state assistance. From Fiscal Year 1997 through Fiscal Year 2000, Road Use Tax Funds were shifted at a rate of $250,000 per year from the operating budget to the capital budget to avoid future borrowing. In Fiscal Year 2001 this shift was reversed with $60,000 moved back to the Generat Fund and in Fiscal Year 2003 the balance of these funds were shifted back to the operating budget to support a new wage plan approved by City Council in Fiscal Year 2002. Machinery and Equipment Replacement Funds have also increased significantly, however this revenue source was discontinued in Fiscal Year 2002 for most Iowa cities. Finally, the increase in the area of utilities from Fiscal Year 1990 through Fiscal Year 1994 represented new initiatives mandated at the state level regarding waste collection and disposal and operating expense as well as debt service for the Fifth Street Parking Ramp. Since the utilities are self-supporting, these new initiatives were reflected on the revenue side by utility rate increases. The Fiscal Year 1993 increase reflected initiation of a curbside recycling program and a significant increase in the landfill tipping fees related to new state mandates. In Fiscal Year 1995 there were no sewer or water rate increases required and refuse collection fees were reduced from $9.00 to $8.50 per month. In Fiscal Year 1996 water rates were increased by 3 percent and refuse rates decreased from $8.50 to $7.50 reflecting a reduction in landfill tipping fees and improved market for recyclables. In Fiscal year 1997 water and sewer rates remained unchanged, while refuse rates were decreased from $7.50 to $7.25. In Fiscal Year 1998 water and sewer rates remained unchanged and refuse rates were reduced to $7.00. The reduction in overall receipts from Fiscal Year 1996 through Fiscal Year 2000 reflected savings in operating costs at both the Water and the Water Pollution Control plant. Savings at the Water Pollution Control Plant was shifted to the Sewer Construction Fund to provide for future facility and system capital improvement projects. In Fiscal Year 1999, a new, safer tablet chlorination application system was recommended at the Water Plant with an associated $100,OO0 increase in operating costs, and a 4.0 percent water rate increase to offset the increase. In Fiscal Year 2000, a 1.0 percent water rate increase was recommended to offset the impact of inflation on operating costs and in Fiscal Year 2001 a 3 percent increase was recommended due to inflation and a trend toward reduced water consumption/sales. In Fiscal Year 2001 the significant increase in Utility revenues was associated with a $3,000,0000 addition to the 5th Street Parking Ramp and the use of sewer -66- operating funds to prepay a General Fund loan for off-site water extension for the west side industrial park. Increases in parking system rates were approved by City Council in Fiscal Year 2001 to support the debt service associated with the borrowing. The Fiscal Year 2001 budget included a recommended increase in monthly refuse rates from $7.00 to $7.44 per month. This increase covered inflation, changing markets for recyclables and landfill fee increases. In Fiscal Year 2002, refuse rates are increased from $7.44 to $7.50 per month due to an anticipated increase in Landfill rates due to a $1.00 per ton State penalty. Sewer rates were increased by 4% due to lost revenue related to the Farmland Foods/Smithfield closing. In Fiscal Year 2003, Pay as You Throw was introduced to refuse customers. In Fiscal Year 2004, water and sewer rates are being increased 3% each to provide 1% for operating budget cost increases and 2% for increased Payments to the Construction fund for capital improvements. Refuse rates are being increased from $7.20 to $7.49. A new stormwater utility is being recommended with fees sufficient to cover expanded operating and debt service expense. -67- CITY OF DUBUQUE OPERATING BUDGET FISCAL YEARS 1994-2004 EXPLANATION OF LONG-RANGE EXPENDITURE TRENDS The graph on the following page is provided to show trends, which are impacting the way City government dollars are expended by functional area to provide City services. Expenditure Trends The expenditure trends by program represent the City's concern in the areas of housing, recycling, emergency services and for projects such as the leisure pools and riverboat related improvements. Beginning in Fiscal Year 1994 the figures and graph reflect some minor program assignment changes and exclusion of debt service to provide a more accurate reflection of trends in operating expense. The increase in Protective Services over the years reflects new initiatives in both the Police and Fire Departments and in the Emergency Communications Center. The reduction in Fiscal Year 1993 was the result of shifting the Street Signs and Markings Activity expense (approximately $113,000) from the Protective Services Program to the Facilities and Environment Program. In addition, Fiscal Year 1993 reflects savings related to reduced retirement rates for police and fire associated with the new statewide pension system. Fiscal Year 1994 reflected a 2.66 percent increase in the retirement rates, Fiscal Year 1995 a 4.8 percent decrease, Fiscal Year 1996 a 1.05 percent decrease and in Fiscal Year 1997 a 3.7 percent decrease; all of these changes based on actuarial analysis by the new state-wide retirement system. In Fiscal Year 1995, seven additional Police Officers were added to the budget. In Fiscal Year 1998, a Programmer position was added to support Police Department systems and a Hazmat vehicle was provided for ~)120,000. In Fiscal Year 2000, five additional Police Officers are recommended to reinstate traffic accident investigations and help address the Criminal Investigation increased workload. The Fiscal Year 2001 budget recommendation includes one additional full-time Dispatcher and promotion of a Dispatcher to Lead Dispatcher to provide a lead for each shift and respond to increasing workload in the 911 Center. The Fiscal Year 2002 budget includes shifting the Meter Checkers from Protective Services (Police Department) to Facilities and Environment (Parking Division). A Traffic and School Resource Officer (grant funded) were in Fiscal Year 2002 plus a Clerk Typist funded 40 percent by Dubuque County. The Fiscal Year 2003 budget added a second grant funded School Resource Officer. The increase in Fiscal Year 2004 is due primarily to increased health costs and an increase in the Police and Fire Retirement rate from 17% to 20.48%. The slight decrease in the Human Development Program in Fiscal Year 1993 reflected final payment on Civic Center bonds in Fiscal Year 1992 and the continued decrease in Fiscal Year 1994 reflected final payment on the Library -69- bonds in the previous fiscal year. The Fiscal Year 1998 increase reflected opening the Library on Sundays, maintenance of hike/bike trails and networking of Recreation Division computers. In Fiscal Year 2002 a full time Maintenance worker was added to support maintenance of the Highway 20 landscaped areas, the industrial parks and gateways. The other significant increase was related to the City taking over the operation of the pro shop functions rather than contracting these. The more significant increases over the ten year period have been in the area of Facilities and Environment and reflect increased federal and state requirements, our own growing concern regarding the environment and recycling, and debt service on the new parking ramp and street, storm sewer and Airport related bond issues. The reduction in Fiscal Year 1994 is related to the change in the graph to exclude debt service. In Fiscal Year 1995, the Airport had a significant increase in expenses associated with the new FBO operation, which was offset by increased revenues. In Fiscal Year 1996, savings were projected in both Water and Water Pollution Control plants as a result of plant renovation projects. The Fiscal Year 1996 water rate increase was necessary to reflect decreased water sales, primarily from the Water Pollution Control Plant that was the largest single water user in the city prior to the plant upgrade and related processing changes. The increase in Fiscal Year 1996 was in equipment, which included replacement of major items related to government channel 8 programming ($110,045). In Fiscal Year 1997 major equipment purchases were recommended to modernize and effect operational efficiencies in refuse collection and recycling operations. The reduction in Fiscal Year 1998 reflected reduced Housing Assistance Payments and operational savings in both Transit and the Water Pollution Control Plant. In Fiscal Year 2000 the significant increase reflects the Lead Abatement Grant of $1,648,369. In Fiscal Year 2001 an Engineering Inspector and an Account Clerk position are being added and there is a $305,000 increase in equipment replacement items in the Operations and Maintenance and Engineering Departments. In Fiscal Year 2002 the increase reflects a significant increase in aviation fuel costs (offset with increased revenues), increased landfill costs, shifting of the Meter Checker operations to Parking, the addition of the Downtown Long Range Planning Study, and the addition of two positions in the Federally Assisted Housing activities (grant supported). With the Farmland Foods plant closing, reductions have been made at the Water Pollution Control Plant including one less Plant Operator and savings of $70,000 in operating supplies and services. The Fiscal Year 2003 budget included the economic grant payment for the Cigna project ($285,000) and additional Federally Assisted Housing Voucher program units ($286,000). Fiscal Year 2004 again reflects increased Voucher program expense of $384,000 and expanded stormwater operation and maintenance and debt service expense of $456,000. In Fiscal Year 1992, the Administrative Program budget reflected the first and what turned out to be the last payment on the bonds outstanding on the riverboat improvements project. In addition, in Fiscal Year 1992 the City of Dubuque defeased the remaining bonds outstanding on the Dubuque dog track. The continued reduction from Fiscal year 1993 to Fiscal Year 1994 reflected a reduction -70- in personnel complement, and final payment on debt related to a $650,000 judgment from Fiscal Year 1991. In Fiscal Year 1998, the increase was the result of the additional programmer position for support of Police. Without the dog track and riverboat related bond issue payments, the Administration trend line follows that of Leisure Services and Protective Services, indicating a very minor increase over the years. Over the years an area of steady increase has been the Purchase of Service agreement with the Convention and Visitors Bureau, which is based on 50 percent of actual Hotel/Motel tax receipts. The continued growth in this revenue source reflects their effectiveness in promoting Dubuque as a tourist destination. In Fiscal Year 2002 a four-year Downtown Visioning Process is being recommended at a cost of $50,000 in Fiscal Year 2002, with $20,000 anticipated grant funds to offset a portion of the cost. The Fiscal Year 2003 budget reflected the reorganization of the Economic Development Department involving shifting the Neighborhood Development Specialist position from the Facilities and Environment Program to the Administrative Program. In Fiscal Year 2004, a loan of $350,000 is recommended to the Convention and Visitor Bureau for an expanded marketing program for the America's River projects. A table is included in the budget document to demonstrate a fifteen-year history (Fiscal Year 1989-2004) and a four-year projection (Fiscal Year 2005-2008) of the increased cost of municipal services to the average homeowner. These costs include water, sewer, refuse, stormwater and property tax bills. -71- ~ o ~0 o ~0 ~0 ~ o 0~ =~0 ~ ~- ~- ~- o ~ o ~ o~o~ ~oo~o ~o~ ~ ~ ~ -74- -75- DEPARTMENT AND DIVISION PRIOR YEAR ACCOMPLISHMENTS AND FUTURE YEAR INITIATIVES PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Protective Services Police Department Klm B. Wadding, Police Chief HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: The City of Dubuque continues to be a safe community. The 2001 Uniform Cdme Repot[ (UCR) reports a national rate of violent cdme of 504.4 per 100,000 residents; this figure marked a 0.4- percent decrease from the 2000 rate. iowa statistics show a rate of 269.1 violent crimes per 100,000 residents, up from 266.4 (+1%). The rate for the City of Dubuque shows a decrease of 13% pbrcent in the violent crime rate. Crimes included in the violent crime rate include murder, rape, robbery, and aggravated assault. Maior Cases Between 08/13/01 and 10/14/01 Dubuque Police and Dubuque Fire Department responded to nine actual and attempted arsons in the north end area of the city. Through the combined efforts of both departments, arrests were made of four white males, two juveniles and two adults. Of those arrested, two were charged with two counts of arson in the second degree and two were charged with four counts of second-degree arson. On 11/13/01 officers responded to the Grandview and Delhi branch of the Dubuque Bank & Trust to investigate an armed robbery. Dudng the investigation it was determined two persons were involved in the robbery. As a result, a 17-year old white male was arrested for 2® degree robbery in addition to a 23-year o~d white female for aiding and abetting in the robbery by providing transportation to and from the robbery scene. The 17-year old white male later pleads to 1st degree theft and carrying a concealed weapon. The 23-year old white female pleads to 1st degree theft from a person. Dudng the evening of 12/12/01 officers responded to the 1400 block of Central to investigate a reported shooting. Upon ardval officers found two male subjects dead on the sidewalk suffering from gun shot wounds. The investigation determined the incident a murder/suicide stemming from a domestic situation. Killed during the incident was a 21-year old white male by a 20-year old white male, both from Dubuque. Dudng the early morning hours of 04/13/02 officers were sent to 1005 Bluff #3 to investigate an unresponsive male. The victim, a 37-year old white male, was found to be suffedng from head and body trauma and was transported by ambulance to the hospital. The victim died a short time later from the injuries. The investigation determined the victim suffered injuries while involved in a fight eadier in the morning. A 20-year old white male was arrested, charged with 1~t degree murder and is currently awaiting trial Drug Task Force During FY02, the Dubuque County Drug Task Fome filed 142 narcotic violations involving 87 persons. Illegal drugs seized include 1,024.73 grams of crack cocaine, 662.81 grams of powder -77- cocaine, 204.42 grams methamphetamine and 2,983.99 grams or 106.57 pounds of marijuana. The Drug Task Force responded to eight active methamphetamine drug labs and 30 methamphetamine dump sites. Additionally, the Drug Task Force conducted numerous educational talks to community and business members regarding the illegal drug trade and the signs of possible methamphetamine manufacturing. Accreditation The Dubuque Police Department is an accredited law enforcement agency. On July 28, 2001 the department received its second reaccredidation from the Commission on Accreditation For Law Enforcement Agencies. Accreditation is a voluntary program and represents the department's ongoing commitment to continue the quest for professional excellence by meeting and exceeding the mandatory standards for professional law enforcement Work Schedule Study During the fall of 2001 a work group, consisting of police management and union worked cooperatively to review and assess our current patrol schedule. As a result of these conversations and research, a new 10-hour patrol schedule was proposed for implementation. The new schedule consists of a 40-hour workweek (four 10-hour days, three days off) compared to an eight-hour, five-day workweek. The extension of the workday allows for the overlap of officers during higher calls for service and critical periods of the day. The new schedule was launched on October 8, 2002 and is currently under a six-month review process to measure efficiency and effectiveness. Community Oriented Policing Community oriented policing has become a mainstay to police operations. By having Community Policing Officers available to patrol services, their efforts enhance patrol and investigation operations to address ongoing concerns creating consistent methods of communication for effective and efficient police response. Currently, the department has four officers dedicated to Community Policing meeting regularly with neighborhood groups. The Community Policing Officers coordinate the city's internal working group consisting of other departments to comprehensively address citizen and neighborhood concerns. Issues addressed by the internal working group have included vicious dogs, trash and garbage, nuisance violations, festival planning and others, all focused toward maintaining and improving the quality of life for the citizens of Dubuque. Rapid Deployment Initiative Rapid Deployment is a new response tactic used by street officers as they arrive at the scene of an active shooter. Rapid Deployment allows officers to immediately engage the active shooter to prevent further ongoing violence and injury. Rapid Deployment is typically employed at schools, businesses, industry, and other large structures containing long hallways and corridors, occupied by large numbers of potential victims. The initial Rapid Deployment team consists of four officers who advance toward the active shooter in a specialized formation. The Rapid Deployment initiative continues to work closely with the Dubuque Community School District, Holy Family Catholic Schools and Western Dubuque School District through the Dubuque Sheriff's Office to ensure rapid response and quick identification of locations and suspicious activity. Ongoing training for the police department and school personnel has been developed and distributed. -78- Community Action Academy As part of a community-wide effort to strengthen and celebrate diversity through the creation and development of new welcoming capabilities, a new grassroots organization, Dubuque's Everyone's Neighborhood, was initiated in January 2001. Dubuque's Everyone's Neighborhood brings together a community coalition of business, industry, city, school, and civic groups to develop and nurture ways to enhance the quality of life in the community. One result was the formation of the Community Action Academy chaired by the Police Chief. The Community Action Academy provides a 9-week program for newcomers to the community to learn first-hand and hands-on what the community has to offer and highlights the community's rich heritage. From its inception, the Community Action Academy has held one 10-week and two 9-week sessions with the last graduating October 24, 2002 with 23 members for a total of 59. Citizen Police Academy The sixth session of the Citizen Police Academy was held February 6, 2002 through May 1, 2002, with 25 participants. The Citizen Police Academy has now graduated 171 community members from the program. The seventh Academy class is currently being planned for 2003. Through the class sessions, participants interact with various officers and experience how a police officer is trained and pen~orms their function. Many graduates have continued their involvement with the department by joining the Dubuque Police Auxiliary. School Resource Officers Through the U.S. Department of Justice COPS program, the department in partnership with the Dubuque Community Schools funds two School Resource Officers to work daily with the Dubuque Community School District. With the addition of these two officers, the department has three full-time officers dedicated to K-12 education in the school district. The addition of these officers continues to strengthen our school presence creating a safer and more secure learning environment for our youth. Traffic Safety Our efforts to provide an effective traffic safety programming were enhanced through the Governor's Traffic Safety Bureau when a traffic safety grant was awarded funding one full-time traffic safety officer. This effort helped to expand our traffic safety focus on prevention, intervention and enforcement activities. Additionally, we continue to partner with other health care providers to establish a monthly child safety seat inspection station to educate and provide correct child safety seats to motorists. Currently, our efforts have helped to achieve an 85%+ seat belt compliance rate. Additionally, our traffic safety effort expanded through the use of a new Speed Monitor Trailer. The Speed Monitor increased traffic safety visibility and heightened motorist awareness. With the ability to record speed data related to time of day, vehicles per hour, and average speeds, the Speed Monitor has proven to be an excellent statistical resource in providing educational and selective enforcement initiatives. Mental Health initiative The police department has partnered with a number of helping agencies to focus attention and action toward the development of a jail diversion program to assist those suffering from mental illness. Core members include: The Dubuque Sheriff's Office, Iowa Department of Corrections, Dubuque County Mental Health Association, Gannon Center, Substance Abuse Services Center, Mercy Hospital, Dubuque Public Defender's Office, Dubuque County Court Services, -79- Dubuque County, Dubuque County Board of Supervisors, and Loras College. As a result, a Substance Abuse and Mental Health Services Administration grant was awarded to Dubuque County totaling $899,889 (with $299,963 awarded each year). The grant, only one of ten awarded in the country, provides for the development of a jail diversion program in the county and city. The program provides alternatives to incarceration for persons with substance abuse and mental health disorders. The program is specialized and will implement trained mental health intervention teams to remove non-violent mentally ill persons from the criminal justice system and direct them to a community setting for treatment. Canine Through the efforts of the Dubuque County Drug Task Force Control Group and the City of Dubuque, our canine unit continues to be a valuable tool for the detection and apprehension of criminal suspects. Trained in tracking, narcotic detection and building searches, the canine unit provides a vital resource to locate lost or missing persons, combat illegal drug trafficking and provide additional safety measures for street officers Threat Assessment Team The events of September 11, 2001 are a national tragedy. The events of that day tested local response and the ability to create an atmosphere of safety and awareness for our citizens. The department continues to work in unison with other city departments and private, business, and corporate partners to ensure appropriate steps were taken to address safety concerns. Through the establishment of a local Threat Assessment Team, we have conducted quarterly stakeholders meetings to share information and training to better equip our efforts to respond to critical incidences. One recent illustration was a three-day Public Works training conducted in August 2002 at Five Flags with invitees from city, private, and government entities. The training provided up-to-date information regarding threat assessment and practical exercises to enhance our community response to critical incidences. These ongoing meetings increase formal and informal communication networks while building rapport and critical partnerships. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: The department continues to'prepare for the expansion of the Dubuque Law Enforcement Center allowing for additional space for police patrol and investigation operations. The expansion is to be completed by early spring 2003. The department continues to conduct periodic compliance checks of licensed establishments selling tobacco and alcohol This is a combined effort involving agencies on the state and local level. With the events of September 11, 2001, the department remains committed to the innovation and assessment of resources to meet the new challenges of homeland defense and ensure all prudent safety measures are evaluated and enhanced. The department along with other helping agencies continues to move forward with the development of a mental health initiative. The initiative strengthens !ntervention skills for officers when handling individuals suffering from mental illness. -80- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Protective Services Emergency Communications Sandi Hutchcroft Emergency Communications HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Pro Q/A Medical Priority In August after several years of trying to have the pre-arrival medical questions integrated with our computer aided dispatch software; (CAD) the task was accomplished. Pro Q/A excels as an aid to emergency medical dispatching, providing expert caller interrogation, easy access to additional information, as well as on line quality assurance and improvement. Ten dispatchers currently certified on the medical program have completed their re-certificaton. Re-certification consists of 20 hours of education and a pass#fail qualifying test. Renewal is required every two years. Dr Jill Hunt (Finley Hospital) our medical advisor comes on site to audit medical calls that are handled by the dispatchers on a monthly basis. These calls are picked from a random sampling of the previous months medical calls. In past years an in house dispatcher did this only quarterly. Training Program The current training program was reviewed to see if the time between when a dispatcher was hired to when they could actually be put at a workstation handling non-emergency calls could be condensed. Lead Dispatcher Joe Young complied a training book complete with materials and check off lists needed to train a new dispatcher. The program starts out with six-weeks of intensive training and then introduces different elements of dispatching over a six-month period. The program has been used in the orientation of three new dispatchers. 911 Tapes for Court Purposes Over the last fiscal year the Center processed 509 domestic calls for service. Of those calls 225 ended in court proceedings. Copies of 911 tapes are requested by the County Attorney's office to provide foundation for the case. All cases that go to court are accompied with a copy of the initial 911 call. Tapes are also requested for the processing of operating while intox, burglaries, and variety of other categories. Defense lawyers as well as the public will submit a request for 911 tapes to resolve cases before they go into court. Emergency Communications Emergency Communications -81- Weather Activities This spring brought severe weather to Dubuque County. On June 4th the Center process 410 calls for service in a 24-hour period. Most of those calls were weather related incidents. Extra staff was on hand to handle the large call volume. Calls ranged from water in basements, tree limbs on roadways, and people needing insurance that their safety was not at risk. Wireless Calls All calls made to 911 from a wireless devise in Dubuque County are now terminating at the Dubuque Center. Current information gives the dispatcher a call back number to the subscriber and the tower site location that the call is being transmitted from. The dispatchers are making a ring back to the caller when calls are received with no voice acknowledgement. A programming feature that dials 911 when a specific button is activated generates these calls. The call back verifies that there is no need of assistance as well as instructing the caller to lock their keyboard to avoid future mis-dials. Criminal Justice Information Group This group was formed to provide communication between law enforcement, county attorney's office, judges, clerks, probation department, and victim advocates. The 911 Center is active in this group because of the responsibility they have for entering warrants, domestic abuse orders, and the sexual offender file. Threat Assessment Team The team is made up of city/county departments, private businesses, and corporate partners to ensure that appropriate steps are taken to address safety concerns. Quarterly meetings have been held since the tragedy of September 11th. Meeting agenda's combine information sharing with up to date training for our area. Iowa 911 Council The Iowa 911 Council meets monthly to coordinate the development of 911 systems across the State and to prepare for the impact that the wireless industry will have on the operation of 911 Centers. This year the Council and State Depar[ment of Emergency Management are working together to bring Chapter 34A (bills deals with 911 service throughout the State) in step with the present 911 environment and to provide a future path plan for 911 in Iowa. Trai~ing The Center was able to take advantage of over 500 hours in training this year. Two new dispatchers have attended the ~Basic Telecommunicator Training" and IOWAJNCIC certification. All dispatchers attended training in Rapid Deployment; Call handling for Domestic Abuse Cases, and Weapons of Mass Destruction. In addition five dispatchers attended training in Madison Wisconsin, and an additional four dispatchers travel to Des Moines for telecommunicator training. Emergency Communications Emergency Communications -82- FUTURE INITIATIVES FOP. FISCAL YEARS 2003 AND 2004: Replacement of Bur,qladFire Alarm Board The alarm board monitors all burglar and fire alarms that terminate in the Communication Center. This equipment needs to be updated to a digital receiving board. Over the last year different sites were visited to evaluate different systems. An RFP should be completed early in 2003. Computer Interfaces An interface with our CAD software and GIS will provide the dispatcher with a geographical location on any call received in the Communication Center. This improvement will provide for a faster and more exact location to be given to the responding agencies. Other interfaces yet to be completed with the Emergi-Tech project are Fire, TRACS, and Pdntrac. Law Center Expansion With the completion of the new jail in spring of 2003 offices will be relocated that will allow for additional expansion in the Communication Center. The diagonal wall currently separating the manager' office from the dispatch work area will be removed to accommodate for more separation between the workstations. Two of the four workstations will have a lift mechanism installed to allow for a dispatcher to stand up while he/she is dispatching. At the same time new radio consoles will be installed. Emergency Communications -83- Emergency Communications PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Protective Services Fire Department Dan Brown, Fire Chief HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: The Haz Mat teams and the State of Iowa received equipment from a Department of Justice Grant. The Fire Department received 6 high pressure SCBA's, 4 gas monitors, chemical agent detector, thermal imaging camera, HAZCAT kit, portable shelter, Level A & B chemical suits and a biohazard vacuum unit, total value of $53,200. The Dubuque Fire Department is a member of the Dubuque County Firefighters Association, which is in partnership with Law Enforcement and Emergency Medical Services. They had a kick off on October 1, 2002 for a fund raising effort for a joint training facility. The facility would consist of 3 buildings, a training tower, and classroom and evolution lab to be located just south of the Julien Care Facility in Dubuque County. Due to retirements the Fire Department has hired 2 new firefighters and 1 secretary. Members of the department participated in a mock disaster at the Dubuque Greyhound Park and Casino. The drill scenario involved a terrorism incident with a chemical gas release. Fire Departments, ambulance services and law enforcement from Dubuque County participated in the drill. The Emergency Operation Center was also staffed and handled related problems. The Dubuque Fire Department has replaced the inflatable boat stored at Fire Headquarters with a new heavy-duty inflatable boat, which is two foot longer. All personnel received training in the use of this vessel. These inflatable boats have been used in the past for rescues that resulted from floodwaters. New hydraulic rescue tools have been ptaced on both truck companies. These tools are manufactured by TNT and operate at a higher pressure and are quicker and more powerful than the tools being replaced. All personnel have trained with the tools and are capable of performing auto extrication. The Department partnered with the Dubuque Police Department to sponsor a Response to Terrorism and Weapons of Mass Destruction for Public Works course funded by the U.S. Department of Justice and delivered by Texas A & M Extension Office. The course was held at the Five Flags Center and consisted of 3 days of instruction. The Department continues to work on the departmental review. -84- Fire Training Seven members attended the Fire Department Instructor's Conference in Indianapolis, Indiana. They attended both hands-on and classroom presentations over a four day period. In partnership with Local 353 Dubuque Professional Firefighter's Association, the International Association of Firefighters Hazardous Materials Training Department, and several local businesses 21 members completed the 40-hour course Hazardous Materials Confined Space Rescue. Nationally recognized instructors used real locations throughout the city to present this course. All department members completed the Iowa State Fire Service Training Bureau Odver/Operator Pumper course. This entailed presentation of 54 class/drill sessions. Currently 80 members are certified to this DrivedOperator level, with the rest expected to complete testing this year. This past year the training division coordinated the development of a Technical Rescue Team within the department. This 24-member team participated in extra drills for high-angle, confined space, and other technical rescue incidents. Members were given hands-on training on several new pieces of equipment including the new aerial ladder truck, new fire nozzles, and new vehicle extrication tools. The training division presented a Hazardous Materials Awareness class to the patrol officers of Post 10 of the Iowa Highway Patrol. This course was presented to over two-dozen IHP officers who work throughout Northeast Iowa. All members completed the course Responding to Terrorist Bombings: Awareness, which was presented by DFD instructors. All members completed a RadiologicaFMonitoring refresher course taught by the Iowa State Emergency Management Agency. Four members received training from the Iowa National Guard Civil Support Team in Biohazard Sampling for terrorist incident response. Selected department instructors participated in train-the -trainer courses including: Hazardous Materials Operations, Propane Emergencies, and Anhydrous Ammonia Incidents. The training division organized and administered a fire department physical ability test to firefighter candidates. Dupont Chemical brought a railcar-training unit into Dubuque and conducted training for hazardous material response involving railcars. The training was conducted for 6 days. The Canadian National/Illinois Central Railroad provided track space for this event. -85- Emerqency Medical Services Added diagnostic 12-lead electrocardiography to the skill and equipment inventory of our EMS system. This allows for earlier confirmation of an evolving heart attack and allows us to identify which patients need to be fast tracked into a re-perfusion treatment. This allows the hospital emergency departments to react more quickly to cardiac emergencies. This is the first step in providing curative care to early heart attack victims. Added electronic instruments to detect carbon dioxide in the exhaled air from patients undergoing resuscitation. This gives paramedics a snapshot of the status of the body's cells and is a measure of the effectiveness of our efforts. Facilitated purchase of an automatic external defibrillator for the Dubuque Community Y. The Dubuque County Medical Society donated the defibrillator. Logan Ivory, a local l::agle Scout candidate worked with Senior, Hempstead and Wahlert high schools along with assistance from the Dubuque Fire Department to facilitate the purchase of automatic external defibrillators for these schools. Logan tvory received his Eagle Scout for this accomplishment. Provided assistance with lifeguard training for Flora, Sutton, Dubuque Community Y, Mt. Carmel and Dubuque Golf and Country Club pool staffs. Fifty-one of the department's eighty-nine-member force is now Paramedics. Assisted the Red Cross with lifeguard instructor training. Lifeguards are evolving into health care providers, administering oxygen and using other adjuncts in resuscitative care. EMS Staff was involved in helping present several of these regional classes in Dubuque. In Partnership with the Medical Associates' HMO Foundation, paramedic ambulances joined sports medicine physicians and athletic trainers in providing game side medical coverage at every single Hempstead, Senior, Wahlert, Loras and University of Dubuque home football games. This was our seventh season in this exceptional program. We continue to be a training site for EMT and paramedic students to hone their clinical skills. Students from NICC, Mercy and Finley Hospitals and University of Iowa frequently train with our system. We are continuing a program to provide ambulance dde time for the medical staff from the 389th construction battalion of the United States Army Reserve. These soldiers get an opportunity to hone their clinical skills and learn how civilian medical services work on a daily basis. Soldiers with medical specialties have the opportunity to opt for 48 hours of ambulance dde time in lieu of a weekend drill. The 389th is based at the reserve center across from the airport. They have also participated with us in several disaster exercises. The goal of this program is to assure interoperability should we ever have to face a crisis together. We continue to partner with Mercy and Finley Hospitals to provide training to their staff and ours. We share many instructor resources for various certification courses. tn partnership with Tri-State Occupational Health we delivered a program to our entire staff on care of our own backs and the best practices for lifting and moving patients and objects. We -86- hope to reduce our occupational injuries as well as improve the safety of the patients we have to lift and carry with this training. Assisted in teaching a unit on spinal care for physical therapy and sports medicine students at Clarke College. Worked with the "Make a Will*A Tri-State Initiative" group on presenting seminars on the how, what and why of making a will, including medical advanced directives. Provided leadership in the legislative process to create and enact new state law enabling appropriate patients to work with their physicians to allow an out-of-hospital do not resuscitate order. Paramedics remain an integral component of the Police Department's tactical response team. These medics train with the tactical team every month. Provided medical stand-by for several large community events, including the Taste of Dubuque and the July 3 fireworks. Fire Marshal's Office The Fire Marshal's Office has partnered with Dubuque business, schools and the National Fire Safety Council with providing teachers with fire prevention education curriculum and materials. This education was targeted at the kindergarten-2"d grade level. This material was provided to both public and parochial schools. The Assistant Fire Marshal and the Boy Scout Council have worked together to create a Fire/Rescue Explorer post. This explorer post consists of approximately 15 high school students who show a career interest in the fire service. This group meets monthly and participates in fire/rescue training evolutions and fire prevention activities. The Assistant Fire Marshal also works with *senio¢' members to obtain scholarships toward a fire service education. The Fire Marshal's Office worked with fire companies to complete a "Knox Box" maintenance program. Box locations were verified and lock & door seal maintenance was performed. Approximately 250 businesses participated in the Knox entry program. The Fire Marshal's Office continues to work with Dubuque Community and Holy Family Parochial Schools in updating their fire alarm systems. Dubuque Community Schools is about 60% complete with major projects at both junior high and senior high school recently completed. We are currently working together on Hempstead High School and hope to receive a grant to assist with this project. Holy Family has also completed two upgrades in the last year and is currently working with the Fire Marshal's Office on the third school. The Fire Marshal is on a team with the Police and Sheriff's Departments that has worked with schools to implement a violence emergency response plan. The Fire Marshal has also trained with Police and other county law enforcement officers in "Rapid Deployment" in the event of a violent school emergency. The Fire Marshal's Office and Dubuque Police worked together in a series of arson fires at 605 Bluff, a residential rooming home. A suspect was identified and a mental commitment was obtained. The Assistant Fire Marshal obtained the National Institute for Certification in Engineering Technologies Level One certification for fire alarm system installation and inspections. Incidents The Fire Department responded to 5 residential fires that were caused by candles unattended. Total damage estimated at $160,000.00 for these fires. On June 4th the department responded to 143 calls for service involving flooding from the heavy rainstorm. The Department responded to a house fire at Indian Ridge. One resident was rescued by firefighters and transported to the hospital. The fire caused extensive damage to the structure. FUTURE INITIATIVE FOR FISCAL YEARS 2003 AND 2004: Certification Standards National certification at the Officer II level will be made available for members already at the Officer I level. All personnel will be trained to the rope rescue operations level, with technical rescue team members trained to the technician level. The training division will continue to review the life experience portfolios of members working on fire science degrees through Northeast Iowa Community College. An Officer Development program wilt be established to provide additional training for Company Officers. Chemical and Bio Terrorism and Weapons of Mass Destruction Response The Fire Department will continue to plan and train for terrorism incidents. This will include members attending c5urses and seminars as they become available. In addition, the department will work with law enforcement, health services, emergency management and state and federal agencies. The Department will continue to partner with the Dubuque County Firefighters Association, Law Enforcement, Emergency Medical Services and NICC on the joint training facility project. The project is in the fund raising phase and hopes to be breaking ground next year at the site that is located just south of the Julien Care Facility. -88- Fire Marshal's Office The Fire Marshal's office will work to obtain smoke detectors and replacement batteries through business partnerships and/or grants. They will also develop an installation program using Firefighters and Explorer Scouts for Iow income and elderly citizens. The Assistant Fire Marshal will work to bring new public education ideas and develop programs by attending Fire Safety Education Seminars and Conferences. The Fire Marshal's Office will continue to build relationships with Juvenile Court Services to deal with juveniles involved in fire related incidents. The Fire Marshal's Office will work with the City Clerk's office, Planning and Zoning and Building Services to obtain a business tracking system to monitor changes in commercial building occupancy and potential changes of code requirements. -89- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Protective Services Emergency Management Thomas I. Berger, Director HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: The Emergency Management Agency maintained a working relationship with the City of Dubuque and Dubuque County Public Safety Agencies, City of Dubuque and the County of Dubuque, as well as the State and Federal Emergency Management Agency. In addition to the main governmental agencies, we maintain relations with and work closely with volunteer and civic organizations; schools and universities; private companies and industry; and the citizens of Dubuque and Dubuque County. The following items describe the accomplishments of the Emergency Management Agency: The Dubuque County Multi Hazard Plan was reviewed and minor changes were made. We are in the process of updating the plan to be put on CD and distributed to all agencies and elected officials. We remain compliant with the state requirements for an emergency operations plan. Opened the Emergency Operations Center twelve times for storms and severe weather for key EOC personnel. This included warnings of storms that went through Dubuque County. Full activation of the EOC staff was conducted for the Flood of June 2002. Held daily meetings with local officials during the Spring Flood of 2002 and significant rain event. Received and administered the Emergency Medical Services Training Grant for the Dubuque County EMS Association. I also served as Secretary of the association. Updated and distributed the Dubuque County EMS Association Mutual Aid Agreement and Contingency plan as part of a new requirement of the Iowa Department of Public Health, Bureau of EMS. Reviewed the Dubuque County Fire Association Mutual Aid Agreement. Participated and attended many of the training and seminars offered by the State of Iowa Emergency Management Division. Also received training through a home study course from the Emergency Management Institute of FEMA. Filed and administered a Hazardous Materials Training Grant with help from the Local Emergency Planning Committee. Continued to work with the volunteer organization called the Dubuque County Support Services. The organization will promote Emergency Management activities and respond to emergencies to assist the public safety agencies within Dubuque County. The group responded to five actual calls for service mostly to assist at crime scenes and hazardous materials incidents within the City of Dubuque. Conducted a full-scale mass casualty incident where over forty patients were transported to local trauma centers with simulated injuries from a plane crash. In conjunction with the above drill, we did a functional drill of the Emergency Operations Center and completed many tasks that enhanced the drill as well as providing training to the EOC Staff and representatives. -90- · Reviewed the emergency services resource book for all public safety agencies within the Dubuque County Fire Association and made minor changes to the document. · Conducted spotter training through the National Weather Service to enhance our local spotter's response and accuracy in identifying threatening weather conditions. · Coordinated the completion of a Department of Justice Terrorism Assessment for Dubuque County. This committee involved people from local law enforcement, public health, hospitals, public works, fire and EMS services. This grant provided over $80,000.00 of equipment to the emergency responders in the City and County. Assisted the Dubuque County Fire Fighters Association with activities related to fire safety and public education to include the fire safety house, training trailer, training facility task force. · Assisted the City of Epworth with the installation of their Outdoor Warning Siren System. · Installed and received training on the Storm Sentry DTN package that was approved on a joint purchase by the City and County to enhance our capabilities to track storms approaching our area. The product has enhanced our spotter network and allows real time radar for tracking storms · Assisted in purchasing a new pull truck for the Dubuque County Fire Fighters Association to enhance our capabilities to educate the public and provide training to fire departments at their stations. · Completed the County Hazard Mitigation Plan and provided copies to the State of Iowa. This is a requirement of Part B of the Comprehensive Emergency Management Plan which enables us to the 10% State share of funding in a presidential disaster. · Completed the County Recovery Plan and provided copies to the State of Iowa. This is a requirement of Part C of the Comprehensive Emergency Management Plan which enables us to the 10% State share of funding in a presidential disaster. · Provided information and coordination of the FEMA representatives in the flood of June 2002 that was declared a presidential disaster. Coordinated the informational meetings and worked as a liaison with the Iowa Emergency Management Division and FEMA to set up the meetings and damage assessment for the event. · Began the special needs registration program and worked with the LEPC and Alliant Energy to provide the cards to area agencies and the American Red Cross. The database is being loaded into the 911 Center as well as the Emergency Operations Center. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: · Continue to organize, lead and support the volunteer agency of the Dubuque County Support Services. Develop the Support Services group into a viable and well-respected organization that promotes a positive image in the community by promoting Emergency Management activities. · Continue to maintain a database to identify citizens with special needs for notification and evacuation dudng a man made or natural disaster. · Update and review the Disaster Recovery Plan for the City of Dubuque and Dubuque County to gain full compliance with a comprehensive emergency operations plan and remain eligible for the funding reimbursement in the event of a disaster. · Maintain local Hazard Mitigation Plans and assist ECIA with other plans that need to be developed. · Attend all classes and seminars that are provided to gain certification at the State and Federal level. Certification of an "Iowa Certified Emergency Manager' (CEM) will be obtained as soon as the classes are offered locally or at the State level. -91- Maintain the Outdoor Warning System for the City of Dubuque and also assist other communities in developing and/or maintaining their siren systems. Continue to expand upon the warning capabilities and discover and mitigate shortfalls in the county system. Respond to all disaster occurrences and through training, education and preparedness mitigate the disaster. Approach all disasters and incidents with multi-agency cooperation and teamwork. Maintain all disaster plans, severe weather plans, mutual aid agreements and provide training to the agencies involved so we can better respond as a team to the needs of the population during a disaster or other emergency. Conduct four tabletop, functional or full-scale disaster drills integrating the components of the Multi-Hazard Plan and Emergency Management functions. Meet annually with the Multi-Hazard Plan Committee to keep the document current and up to date. Provide quarterly reports and updates to all agencies that have the Multi Hazard Plan. Forward the changes to the State to remain in compliance with the requirements. Continue to work to complete the Terrorism Annex to the Multi Hazard Plan as recently provided by the State Emergency Management Division. Educate the public on the importance of having a weather radio at their work place and home to warn them of approaching severe weather. Conduct speaking engagements with the Nursing Homes, hospitals, child care centers, civic organizations, service clubs and schools to promote the installation of the NOAA weather radios. Continue to encourage all businesses and organizations to install NOAA weather radios to be alerted of watches and/or warnings. Maintain call lists as a contingency plan to the fire department making phone calls. Participate in the Terrorism Threat Assessment and ensure that our County has all of the proper paperwork filed with the State Emergency Management Division to qualify for funding. Complete the proper paperwork to ensure the delivery of the equipment funded through part one of the Department of Justice Equipment Grant Program. Continue to complete the proper paperwork to be eligible for federal funding for the Emergency Management Planning Grant, which is the funding from the federal government to supplement the EMS Commission budget. Complete a Cdtical Asset Protection Plan as a new requirement of the federal government Complete a Strategic Plan for the Emergency Management Commission. This is also a new requirement of the federal government. Complete paperwork and meet the requirements of the additional funding that will be given to the commission to provide planning at the local level. This money will be used to meet the recent requirements placed by the federal government in regards to Homeland Security. -92- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Protective Services Building Services Rich Russell, Building Services Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Buildinq Construction and Permit Activity The Building Services Depar[ment issued 1,338 building permits in Fiscal Year 2002, representing a total value of $115,398, t 88; a decrease of 110 permits and an increase of $43,325,045 in valuation from Fiscal Year 2001. The trend in the number of permit~ for new dwelling units shows an improvement over previous years. A total of 165 new dwelling units were added in Fiscal Year 2002. In Fiscal Year 2001, 123 dwelling units were added. In Fiscal Years 2000 and 1999, 49 and 70 dwelling units were added, respectively. There were 30 new non-residential permits issued in Fiscal Year 2002. This is up from the 17 new buildings in Fiscal Year 2001 and a new record. The previous record was 29 in Fiscal Year 2000. The valuation of new non-residential permits was $49.6 million, up from $24.8 million in Fiscal Year 2001. This valuation is also a new record. Plumbing, mechanical and electrical permits issued for Fiscal Year 2002 were 1,984, an increase of 314 from Fiscal Year 2001. City Hall Annex (This activity is the responsibility of Cable Franchise Administrator Merrill Crawford) Conference Rooms During the Fall of 2002, Conference Room 3 was equipped with new furniture and audiovisual equipment. New carpeting was installed in all three City Hall Annex conference rooms, and additional sound insulation was applied beneath the carpeting and floor structure of Conference Room 1. Roof & Gutter Replacement Project The main roof on the City Hall Annex building was replaced in the Fall and early Winter of 2002, including the addition of insulation, replacement and updating of gutters and downspouts, updating .of the underground drainage system, and installation of an electric ice melting system. Security The City Hall Annex building was the subject of multiple detailed security inspections early in calendar year 2002. A number of building locking systems have been upgraded, operational procedures tightened, and additional protections against unauthorized intrusion are in progress. -93- Generator Maintenance Contract Following expiration of the warranty and a year of a la carte maintenance and repair, the emergency back-up power generator serving the annex was placed on an annual maintenance contract. FUTURE INITIATIVES FOR FISCAL YEARS 2002 AND 2003: Department Technology Laptop computers for field inspectors were purchased in 2002. Software for communication of the laptops to the permit tracking system will be purchased in Fiscal Year 2003. Department Traininq Program The department has begun the transition to Combination Inspectors with one inspector receiving the certification to date. Inspectors continue to attend training sessions and use study aids with this goal in mind. Operation and Program Review Review of the Building Services Department will begin in Fiscal Year 2003. City Hall Annex (This activity is the responsibility of Cable Franchise Administrator Merrill Crawford) A small roof overhang addition is being considered for the accessible entrance on 13th Street, to shelter persons approaching that door. Evaluation of the structural integrity and repair of the exterior surface of the front entrance canopy is planned for the summer of 2003. The impact of the new roof and insulation system on the heating and cooling of the building, particularly on the second floor, will be studied during calendar year 2003, with consideration of appropriate further adjustment or redesign of second floor HVAC systems. PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Human Development Human Rights Kelly Larson, Director HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Human Rights Cases Resolved a total of 511 "intakes," with 31 cases resulting in formal charges. An "intake" is a reported incident that has the potential for developing into a formal complaint. A total of 29 cases were closed. Substantial Equivalency Certified as a substantially equivalent agency by HUD. Such certification is contingent upon an ongoing performance review by HUD representatives. Staff continues to meet the requirements of complying with rules and regulations for case processing established by the U:S. Department of Housing and Urban Development. Education and Outreach Preqrams Presented a segment regarding the effect of fair housing taws on the business of renting apartments. This is co-sponsored with the Police and Legal Departments. Continued to provide outreach and educational programs to various clubs and organizations, businesses, schools, city and county departments. The Legal Interns presented a two-hour diversity awareness training program to a local institution. Continued to develop and publish an ongoing question and answer column on civil rights issues entitled, ".Human Rights: They're Our Rights" which appears monthly in the Telegraph Herald. Presentation to Tri-State Human Resource Association on responding to and investigating internal allegations of harassment. Served on the planning committee for the Martin Luther King breakfast and activities. Presentation to Key City Rotary Club on the Everyone's Neighborhood initiative. Presented five separate training segments on sexual harassment to local business employees. (150 employees) Met with Loras College international Students in the wake of the September 11 attack to discuss their rights and offered support. Also sent letter of support to mosques across the state of Iowa -95- and sent press releases condemning acts of hatred against Muslim and Arab-Americans or those perceived as such. Co-sponsored, assisted in planning, and presented a segment on Workplace Diversity at the Undiscovered Resources Employer Conference and Job Fair at NICC. A commissioner offered a presentation on subtle discrimination at St. Mark Community Center. Presentation to Dubuque County Bar Association on processing human rights complaints. Presented at a statewide hearing regarding the status of African-American children in our schools. Presented a session on Cultural Diversity for the Community Action Academy. Served on the Homeless Advisory Board. Two, eight-week sessions of Spanish were offered to the general public, one session to human services, two sessions to the medical community, and two sessions to the school system. Presentation for the Urban Communities Class at Clarke College. Provided two, two-hour training sessions for commissioners on discrimination law and public hearings. Joined the Divine Word College Cultural Events Committee to assist in planning to bring in five immigrant speakers over the next year. Staffed an informational booth at the North End Neighborhood Fair. Participates in the "Everyone's Neighborhood" initiative. This is an innovative community~wide initiative that is designed to make Dubuque a more we[coming place to live and work for people of all abilities, ages, racial, ethnic, and religious backgrounds. Developed a series of human rights awareness commercials. Fair Housing Education and Training Trained community volunteers to provide fair housing presentations through out the community. Arranged for a variety of advertising on fair housing rights. Developed an informational folder for homebuyers. Developed a fair housing poster and informational folder for housing providers. Sponsored a fair housing conference for realtors, landlords, property manager and attorneys. Participated in HUD's Partnership Initiative by reviewing condominium associations' articles and bylaws. -96- Assisted in revising the reasonable accommodation policy for the Housing Department. A fair housing volunteer and the director presented a fair housing segment to residents at Maria House on three separate occasions. Human Rights Banquet Planned and promoted the second biennial Human Rights Banquet. Cooperative Agreement with the Iowa Civil Rights Commission Successfully negotiated and completed another cooperative agreement with the Iowa Civil Rights Commission, which generated additional revenue. Dubuque Dispute Resolution Center Continue to manage and market the Dubuque Dispute Resolution Center. This Center provides mediators who listen carefully to citizens who agree to have their disputes mediated. Options for settlement are identified through structured communication between the disputing parties. Police Recruitment Participated in police recruitment efforts, including serving on an interview hiring panel. Shininq Moment Award Sponsored and promoted the Shining Moment Award. The award is presented to a group or organization, individual, and youth for their efforts in the area of diversity and sensitivity. .Faces & Voices Supported and worked on Faces & Voices assisting in organization, recruiting programs, and clerical assistance. Faces & Voices: A Cultural Celebration included the following programs: · African-American Historical and Cultural Museum of Iowa traveling display. · "Jazzing it Up" with Gaelic Storm · Film viewing of To Kill a Mockingbird · Irish Tea · City-wide reading program - One Book One Dubuque- To Kill a Mockingbird · Team iThemba · Langston Hughes poetry reading at Shalom · UNI workshop on immigrants in the workplace · Bailalaika Ensemble · About Face Theater Performance · Poverty simulation · International festival at LorasCollege · International fair- Clarke College · Darryl Taylor performance, workshop and reception · NAACP Banquet · James Kennedy & Friends: Jazz and world music group -97- Strateqies to Overcome Impediments to Fair Housinq The John Marshall Law School Fair Housing Support Center conducted a new analysis of impediments. Continue to identify, support and implement strategies to overcome impediments to fair housing in Dubuque. Assisted in creating a buyedseller certification to be signed by participants in programs that utilize city money. Fair lending guidelines that must be signed by all lenders who wish to participate in city programs. These are designed to limit abusive lending practices. Co-sponsored and served on planning committee for Homebuyers seminar with special emphasis on attracting people of color. Worked closely with Fenders, NAACP, Housing, and Hispanic Ministry. Topics included home buying basics, avoiding predators, credit, and affordable housing options. Thirty participants-1/3 minorities. Created and distributed a fair housing informational folder for prospective home buyers which included information on home buying basics, avoiding predators, credit issues, and affordable housing options. Accessibility Compliance Continued collaboration with the Building Services Department to ensure compliance with the requirements for accessibility for the Fair Housing Ao-I. Continued to organize ADA Committee and oversee city compliance with accessibility requirements. Staff/Commission Trainin.q Staff and three commissioners attended HUD's National Fair Housing Program Policy Conference in Orlando. Two staff and three commissioners attended HUD's regional training in Chicago. Two commissioners attended the Iowa Civil Rights Commission's presentation at the Hispanic Ministry on immigrant's rights in employment and housing. The City Solicitor and a fair housing volunteer attended tester coordinator training at the John Marshall Law School in Chicago. The Director and City Solicitor attended HUD training in Kansas City. The Director attended "The Disney Keys to Excellence" training program for business professionals which was sponsored by Clarke College and the Dubuque Area Chamber of Commerce. The Director attended training entitled, 'q'esting and Investigating Fair Housing Violations," sponsored by the John Marshall Law School in Chicago. -98- FUTURE INITIATIVES FOR FISCAL YEARS 2002 AND 2003: Education and Outreach Participate in the "Everyone's Neighborhood" initiative. This is an innovate community-wide initiative that is designed to make Dubuque a more welcoming place to live and work for all people. Sponsor a fair housing segment as part of the Crime Free Multi-Housing initiative by the police department. Engage in a broad-based marketing campaign to raise awareness of the Human Rights Department and its work. Increase outreach to people of color in Dubuque by developing relationships with faith-based organizations that have significant minority membership, and also through one-on-one connections with peopte of color in the community. Support the "Lantern Project," a new neighborhood-based project focused on meeting the needs of women and children. The project will include a legal advocacy component that may result in additional referrals to other Human Rights Office for enforcement. Civil Rights Column Continue to develop and publish an ongoing question and answer column on civil rights and diversity issues entitled, "Human Rights: They're Our Rights," which appears monthly in the Telegraph Herald. Fair Housing Education and Outreach Participate in HUD's Partnership Initiative by auditing new multi-family housing for compliance With accessibility laws. Participate in HUD's Partnership Initiative by engaging in education-based testing for family status, race, and disability discrimination. Sponsor fair lending conference for lenders, realtors, and appraisers which will focus on fair lending and avoiding predatory practices. -99- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Human Development Health Services Mary Rose Corrigan, Public Health Specialist HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Childhood Lead Poisoning Prevention Proqram The Health and Housing Services Departments continue implementation of the childhood lead poisoning prevention program (CLPPP). in October 1996, a 3.6 million dollar grant from the Department of Housing and Urban Development (HUD) for a primary lead prevention program was received. The grant project consists of grants and loans to property owners to conduct lead hazard reduction in their units. An extension was granted by HUD to continue the grant to December 2002. The monies are also used for medical case management of the dwelling's residents, and for community education. Community education on the program is ongoing through presentations to community-based organizations, displays at schools and neighborhood events and to childcare providers. Multi-media marketing is also ongoing. $20,106 was secured from the Iowa Department of Public Health (IDPH) for medical case management of lead poisoned children, along with community education and staff development. This was decreased from the previous year's $21654 grant. Memorandums of Understanding are continuing with the Dubuque Visiting Nurse Association (VNA) to provide medical case management and community education. A new grant application was applied for a HUD Healthy Homes grant. Healthy Homes concepts are being instituted in the current lead program. A grant application for continuation of the current lead hazard reduction program was submitted to HUD. Sanitary Sewer Connections The project of connecting all dwellings where City sanitary sewer is within 200 feet of the property continues, but is slowing due to the complexity and cost of many of the remaining addresses. In 2001, follow-up notices were sent to complete orders initiated in 1998, 1999 and 2000 with an additional nine notices being issued. Since 1995, 170 homes have connected to new sewer extensions, and 114 homes with pre-existing sanitary sewer have connected. Each year, more homes and businesses are added to the connection plan as they are found not connected to existing sanitary sewer. Additional connections will be scheduled over the next four to five years. Food Inspections The number of temporary food stand permits continues to escalate, causing employees to be compensated with overtime pay versus compensatory time off. In 2000, two hundred and two (202) temporary food stand permits were issued. In 2002, two hundred and ninety (290) were issued. A staff member is now on food inspection duty every weekend from May through mid- October. A temporary food stand education seminar was developed and hosted by the Health Services Department. The Environmental Sanitarian achieved the Registered Environmental Health Specialist (REHS) certification. The Environmental Sanitarian was standardized for inspections by the Iowa Department of Inspections & Appeals (DIA.) Animal Control Revenue from dog and cat licenses and impoundment fees increased, along with a slight increase in impoundment fees. The Potentially Vicious Animal Ordinance was adopted. City Health Care Committee The Public Health Specialist continues to serve on the Health Care Committee and chair the Wellness Subcommittee. The Wellness Subcommittee completed health risk appraisals on 175 City employees and began planning for future related wellness programs, based on the results of the appraisals. Urban Deer Management The Environmental Stewardship Advisory Commission renewed their recommendation to the City Council to continue the urban deer management plan through a bow and arrow hunt within the city limits and a zone around the city. The City of Dubuque's second urban deer harvesting project ended January 10, 2002. Two hundred and eighty-nine (289) archery licenses were sold for use within the city limits. One hundred and filly-six (156) deer were reported killed at the end of the season (124 deer were harvested the previous season.) In the perimeter County zone, 159 licenses were sold, with an estimated eighty-four (84) deer harvested. A total estimated number of deer killed in the Dubuque County zone was 284 (216 deer were harvested the previous season.) The annual aerial survey indicated the herd decreased by almost one hundred (100.) The four seasons have resulted in four hundred and sixty (460) deer harvested through the City's program. The Leisure Services and Health Services Departments coordinated the hunt, with assistance from the Fire Department, the Bait Shack and IDNR. All participants in the hunt were invited to a wrap-up evaluation meeting and chili supper. Feedback from the hunters was incorporated into plans for the 2002-2003 hunt. Disaster Preparedness The Health Services Department participated in the May disaster drill in conjunction with County Emergency Management, local hospitals, and law enforcement. Health continues to assist Emergency Management in the grant applications to the Department of Justice (through the Iowa Department of Emergency Management.) Additional funding will be used for emergency response equipment and supplies. Staff also participated in the bioterrorism response plan for the hospitals. -101- FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: Sanitary sewer connection enforcement. The Health Services Department will continue its implementation of the plan to connect the homes in Dubuque where City sewer is available within 200 feet of the property line. In addition, sewer connection orders for newly constructed sewers to unserved areas will also be generated and enforced. In conjunction with the Building Services Department, the Engineering Division, and the Utility Billing activity, the Health Services Department struggles to achieve accurate record keeping and documenting when sanitary sewer connections are made. Each year this effort continues, the more difficult and costly connections are brought forward. Therefore, feasibility and costs of connections will be figured prior to notices being sent. The financial assistance programs remain crucial to this project. Childhood Lead Poisoning Prevention Proqram. Community education and outreach continues through neighborhood health and safety seminars, which will incorporate lead poisoning prevention education, along with participating in community events to advertise and educate on childhood lead poisoning. Iowa Department of Public Health funding for these and other childhood lead poisoning prevention program activities was reduced to $20,106 from $21,654 due to reductions in Iowa's CDC grant. A HUD Healthy Homes grant application wili'be prepared to continue and expand the current childhood lead poisoning prevention program. Health Care Committee The Wellness Subcommittee will continue to promote activities and provide programs for improving health lifestyle behaviors among employees, and in some cases, their families. Specific behaviors to be addressed include smoking cessation, physical activity, and stress reduction. Two health tips newsletters are also distributed to all employees. Environmental Stewardship Advisory Commission. The Commission will participate in the City's storm water management plan to offer advice and expertise. Urban Deer Manaqement Proqram. A brochure will be distributed to educate citizens on urban deer management and deer deterrents. The Environmental Stewardship Advisory Commission reviews progress and makes recommendations for the program annually. Mosquito Monitoring Program In addition to encephalitis monitoring through mosquito collection and chicken flock antibody testing, funding for West Nile Virus surveillance is expected from the Iowa Department of Public Health. These funds wilt help cover the cost of additional surveillance, community education, and mosquito reduction. -102- Disaster Preparedness Staff will assist in developing the bioterrodsm component of the County multi-hazard plan and be participating in the plan if it is initiated. Public health is a key component in disaster preparedness and response. The Public Health Specialist serves on the State (IDPH) CDC Cooperative Agreement Sub- committee and the Iowa Health Disaster Council (IHDC.) CDC Cooperative Agreement Subcommittee Mission: To provide a statewide, effective and sustainable program of public health disaster and/or terrorism services across organizational boundaries of all stakeholders that is fully integrated into Iowa's Homeland Security and Emergency Response Plan. Purpose: The purpose of this subcommittee is to actively participate in the development and implementation of local and state public health preparedness and response planning/operational procedures for bioterrorism, other outbreaks of infectious disease, and other public health threats and emergencies. It is the responsibility of the membership to provide regular updates and communication regarding the activities and progress made by this subcommittee to the constituents they represent. Iowa Health Disaster Council (IHAC) Mission: To provide an effective statewide and sustainable program of health and public health components for Iowa's disaster/terrorism services across organizational boundaries of alt stakeholders. This program is fully integrated into Iowa's Homeland Security and Emergency Response Plan. Purpose: The purpose of this Committee is to serve as an information-sharing venue regarding health and public health preparedness and response activities including the CDC and HRSA cooperative agreements, the NPS, and the IA-DMAT. This committee shall make final recommendations to the Director of IDPH on issues germane to the mission. Food Inspections The Iowa Department of Inspections and Appeals (DIA) is developing new software and piloting new computers for field use during inspections. Local jurisdictions will be encouraged to follow suit. Nuisance Control Health Services Department is participating in the pilot for development and usage of a complaint tracking software system. Community Health Center The Public Health Specialist is participating in the development of an application for a Federally Qualified Community Health Center (FQHC.) This effort will be a collaboration among community health care organizations and agencies. -103- PROGRAM: Human Development DEPARTMENT/DIVISION: Leisure Services/Park RESPONSIBILITY: Gil Spence, Leisure Services Manager John Hail, Park Division Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: As a means to provide service in the most efficient manner and to help Dubuque's citizens gain a greater knowledge and appreciation of what is involved in providing our park system, volunteers are utilized whenever possible. Volunteers assist the Park Division in the following areas: · Two retired City employees continue to help with transplanting of flowers at the greenhouse in February, March, April, and May, in excess of 720 hours. · Boy Scouts of America, Order of the Arrow, assisted in spring park clean up at Eagle Point and Murphy parks- 125 hours of service. · Loras College students participated in Food for Hunger and fulfilled pledges by cleaning Allison-Henderson Park - 50 hours of service. · Dubuque Senior High School Honor Society had eighty students spend one day at Eagle Point Park in a spring clean up. They stained picnic tables, drained and cleaned the fishpond area, raked the safety surface around playground areas, and painted rest rooms. · St. Mark's Community Center, as part of their downtown spring clean up, raked and picked up litter at Washington and Jackson parks. · Hempstead High School Spanish Club picked up litter on Highway .20 from Locust Street to Devon Drive. · Marshall School, as part of a School Business Par[nership Day, planted the flowerbeds at the Eagle Point Park overlook. Each student planted flowers. · Community service people are assisting in staining tables, cleaning fireplaces and trimming, pulling weeds at Miller-Riverview Park - approximately 300 hours of service. · Clarke College did a roadside clean up on Highway 20 from Devon Drive to Locust Street in September. · St. Joseph's School did a park clean up at Flora Park in September. · Emmaus Bible College had a service day project in September and eighty-four students weeded one large rose bed and pruned two thousand rose bushes. · Dubuque Senior High School had twenty students do a Saturday clean up project at Eagle Point Park on November 2nd. Parkland Adoption Projects: · Juvenile Court Services picks up litter and rakes Washington Park on a weekly basis. Educational programs co-sPonsored by the Park Division include: -104- · Bald Eagle Watch held in January at Dubuque Lock and Dam and Marshall School. · Mississippi River Eco-Meet, co-sponsored with the Army Corps of Engineers, is held at Eagle Point Park. This program has fourth and fifth grade students attend outdoor classes and test for awards. Twenty-four schools from Iowa, Wisconsin, and Illinois participated last year. · Arbor Day is held in April each year at the Dubuque Arboretum and Botanical Gardens. · Bike Rodeo at Flora Park is co-sponsored with Finley Hospital and Dubuque Police Department. Major Events in the Parks: Eagle Point Park · Jack Jenney Festival · Chain Reaction Bike Races Murphy Park · Hillcrest Festival of Lights · Irish Fest Miller-Riverview Park · Dragon Boat Races Washington Park · All That Jazz · Dubuque Fest · Rived'est · Dubuque Arts & Crafts Show · Everyone's Neighborhood 365.com noon lunch and concerts Park Dedications · Teddy Bear Park · John G. Bergfeld Recreation Area · Flat Iron Park Capital Improvement Program major accomplishments include: · Murphy Park- new playground equipment, $45,000 · Cleveland Park- new playground equipment, $26,000 · Flat Iron Park- park renovation, $142,000 · Comiskey, Allison-HenderSon and Flora Ice Rinks field lighting/Flora Tennis Courts, $84,000 · Forestry Building-painting, $12,000 · Eagle Point Park- replace walkway at Bandshell, $23,000; new walk installed from Riverfront pavilion to tennis court parking lot, $6,000; entrance road asphalt overlay, $25,000 -105- · Milter-Riverview Park- lighting and rewire campsites, $67,000 · Murphy Park- maintenance building, $17,000 · Park Maintenance - re-roof greenhouse potting building and garages, $17,100 · Veterans' Memorial Park Disc Golf Course · Comiskey Building- construct new building FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: · Washington Park light fixtures - $9,500 · Highway 20 landscaping-- $150,000 · Park maintenance replace garage doors -- $16,000 · Flora Park rest rooms - $120,000 · Park maintenance headquarters boiler overhaul -~ $28,000 · Eagle Point Park ball field renovation - $17,000 · Marshall Park restroom - $150,000 · Harvest View Park development -- $121,500 · Roller hockey rink-~ $107,000 · Eagle Point Park renovate Indian Room restrooms -- $31,500 · Miller-Riverview Park rip-rap shoreline - $83,000 -106- PROGRAM: Facilities and Environment DEPARTMENT/DIVISION: Leisure Services/ Five Flags Center RESPONSIBILITY:Gil D. Spence, Leisure Services Manager Paula Jo Wolfe, Five Flags Civic Center Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: The past eighteen months have been very much a transition period for the Five Flags Center. Within this period of time Paula Jo Wolfe was hired as Civic Center Manager, Gall McMahon was hired as secretary and Peggy Degnan was hired as events coordinator. Also, a consultant was hired to work with a committee to review the programming the Center should focus on once the new education and conference center is opened at the Port of Dubuque. This new leadership will lead the Five Flags Center as the findings of the study are put in place. Convention and corporate use of the building remained at the "normal" level with the Iowa State Dairy Association, Iowa Architectural Foundation, Masonic Grand Lodge of Iowa, Cartegraph, McKesson HBOC, and Cigna all using the building. Attracting concert business continues to be a struggle but we did have a successful run of Lone Star. Jo Dee Messina was scheduled to appear but canceled her entire tour. Once the ribbon was cut on the renovated theater, activity in there was strong. Special shows like Fernando Ortega, Maynard Furgeson, and Lode Line led the way to a successful theater season. Hempstead and Wahlert High Schools had very successful runs of the musicals and are looking forward to this year's shows. Other theater usages of note would include the Dubuque Symphony Orchestra, Heartland Ballet, Big River Living Last Supper, Mad Cap Puppets, Dance Through Time, and the Dubuque Community Spring Orchestra. All users were very appreciative of the renovation work that was done to the theater interior. Our regular users of the arena returned: Craf~ shows, dog show, home show, Iowa Games, Iowa Special Olympics, Illinois Special Olympics, Sesame Street, George Carden Circus, and the Dragon Boat Association, high school basketball classic and sub state basketball. Holy Family Catholic Schools used the arena to hold an all school mass and transported all their students to Five Flags for this special event. The Dubuque Thunderbirds completed their first year of operation, a most successful season. Offto a slow start, the team quickly turned things around and finished second in the league and made it to the playoffs. With each win the fans began to return to the games and a significant increase in attendance was shown over what the Fighting Saints had the year before. This increase in attendance helped the Center in that more people resutts in more concession sales. The Thunderbirds are an important user of the Center and we continue to work with them so they can be successful. -1 O7- The high school hockey team hosted the state tournament at Five Flags and everyone was pleased with how the tournament was staged. This team continues to draw good fan support. Youth hockey has seen growth this year and looks forward to that trend continuing. These three groups, coupled with the other user groups and public skating sessions create the strong need for indoor ice in our community. Development of the City web site and the Five Flags page was completed, but needs more work to become fully beneficial. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: Work with the Information Services Department to fully develop the Five Flags web page and train staff on how to keep it updated and current. The Five Flags web page is in the top three city pages for number of hits and will serve as a great promotional tool. Capital projects to be completed: painting exterior facade of the theater replace the theater roof replace the theater front doors engineering study on replacement of the HVAC equipment and begin phase I of the replacement process >' replace the ice resurfacer · Implementation of the study of potential future uses of the Center will consume a lot of time and attention over the next few years. The study recommends the following to increase daily use of the Center: development of year-round ice Community-wide festivals should be considered, not only from the standpoint of the Center being rented by an outside promoter but as the Center serving as the organizer. > Consumer shows have been strong at Five Flags but may shift to the Grand River Center. >- We are limited in the number of headliner concerts and entertainment acts we can attract due to the limited size of the market population. Smaller attendee draw shows should be the focus of what stops in Dubuque. These can be musical productions, theater productions, specialty events, and motor sports. We may need to do more co-promotion of those events to attract them to the Center. > Capitalizing on existing ar~s components at the Center would be another means to expand programming. Smaller music and theater productions, music lessons, poetry reading, dance and art workshops and exhibits are a few programs to consider. · To accommodate those recommendations and to better serve users we now have, the following modifications are included in the capital improvement budget: > Adding dehumidification in the arena and adding 70-ton chiller to the present ice making equipment will allow for expansion of the ice season. >' new dashier boards > replacement of the ice covering insulation with a more attractive and better insulation system. -108- replacement of all the bleachers in the arena with padded seats, seat backs and arm rests. major remodeling of the public lobby and circulation areas renovation of the concession stands creation of added second level storage improve access to Bijou Room and remodeling of the room improve the second level meeting rooms -109- PROGRAM: Facilities And Environment DEPARTMENT/DIVISION: Leisure Services/Recreation RESPONSIBILITY: Gil Spence, Leisure Services Manager Pat Prevenas, Recreation Division Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: During Fiscal Year 2002 and the beginning of Fiscal Year 2003, the following highlights took place within the Recreation Division: The water playgrounds at both Sutton and Flora pools were completed and available for public use during summer 2002. The popularity of these water features exceeded our expectations, and with the combination of a warm humid summer, resulted in pool attendance being the third highest since the pools were opened thirteen years ago. The repainting of Sutton Pool with chlorinated rubber swimming pool paint in the fall of 2001 resulted in crystal clear water during the 2002 summer swim season. A similar repainting is being completed at Flora Pool this fall, which should eliminate the cloudy water experienced at both pools during the previous twelve seasons. The McAleece Park and Recreation Area has experienced settling during its sixteen-year history, and the Recreation Division took steps during the fall of 2001 to correct those affected areas. Petrakis baseball field was stripped of sod from the pitching mound to the outfield fence. The area was releveled and new sod was installed. This was completed in time for both Loras Cotlege and Wahlert High School to play their entire seasons uninterrupted, as Petrakis is their home field. During fall 2002, McAleece softball field I outfield was being releveted in the same manner. This should complete the settlement problems at the McAleece complex. Also, during the 2002 summer adult softball season, the division experienced a 54% increase in the number of mixed softball teams that played games at the McAleece complex. Our relationships with user groups that utilize department athletic facilities include, in addition to Loras and Wahlert at Petrakis: · Senior High School baseball games at Petrakis · Dubuque Girls' Independent Softball League games at Veterans' Memorial, Valentine and Gay Parks. · Y.M.C.A. youth program usage of Valentine, Gay.and Flora Parks. ,, University of Dubuque men and women's soccer team practices at McAleece Recreation Area green area. · University of Dubuque intramural softball use of Veterans' Memorial Park and intramural football use of Allison-Henderson Park. -110- · Clarke College women's softball team use of Veterans' Memorial Park Field II for practices and games. · Parochial fall softball league use of Veterans' Memorial Park fields. · St. Joseph the Worker softball team practices at Valentine Park. The Veterans' Memorial Park Disc Golf Course was completed in spring 2002 and has been greatly utilized by the area's disc golf players. Both a weekday league and weekend tournament were organized by local disc golf players who have indicated that it is one of the most challenging courses within several hundred miles. The Recreation Division challenge will be to promote both family and new player usage of the course next season. The new Comiskey Park building was opened in May 2002 and utilized during the summer and fall for Uptown Recreation programs, recreation classes, therapeutic recreation classes, summer playground program, Playtime for Tots preschool program, Northend Neighborhood functions, city depar[ment public meetings and community events. In addition, public rest rooms are available in the building for use by park patrons during the normal park season. Weather permitting, the building will also function as an ice rink warming area during the winter. The Uptown Recreation Program continues to service the community, and two revisions took place this past summer. Fulton School served as an alternate playground site because of school construction taking place at Audubon School. The intention is to return to Audubon location next summer. After a one-year lapse, a revised Community Basketball League returned with new leadership to provide 40 community members, the opportunity to participate in a summer basketball league. It is anticipated that participation will increase next summer. Finally, the Recreation Division experienced an increase in the number of participants in the After School Sports programs that meet during the school year at eleven public elementary school sites. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: Continue promotion of Veterans' Memorial Disc Golf Course existence and availability, as well as, encouragement of organized play. Completion of the Bunker Hill Golf Course renovation study will provide guidance on the future playability of the course and what course improvement projects are a priority. Continue cooperation with local nonprofit spor~ organizations to provide athletic facilities, coaches' training and other assistance. Continue to seek new recreation opportunities for the community, including partnering with other agencies and the private sector. -111- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Human Development Library Susan Hendcks, Library Director HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS AND 2003 TO DATE: Administration The Library celebrated its 100th anniversary by offering a vast assortment of events over the course of the year which totaled 7,051 in attendance and included a Citywide Book Club featuring Mark Twain's "The Adventures of Huckleberry Finn"; a Dubuque Authors @ Your Library author visit series; a Book Clubs @ Your Library series; the "Appraisal" Art Event; Children's and Young Adult Summer Reading Programs; an tce Cream Social; an Open House & Rededication Ceremony; and other cultural and recreational events. A commemorative Centennial print by award-winning authodillustrator Arthur Geisert was also commissioned for the Library's celebrations. Patrons were excited and amazed by the large number of quality programs offered during this celebration. The staff and Board welcomed Susan Henricks as the new Library Director. Library Board of Trustees formed a Feasibility Study Committee to select a professional fundraiser with the ability to complete a feasibility study and deliver a recommendation regarding the implementation of the Library's proposed renovation project. Department Review committee members approved by Library Board of Trustees with a target date of starting the review by March, 2003 to complete by the first quarter of FY04. Completed inventory of building contents for purposes of insurance less antiques, rare books and works of art. Begin inventory and valuation of old and/or rare books in the collection for purposes of insurance and disposition (long-term loan, sell, preserve) to be completed in FY 03. Begin reorganization of Maintenance Activity through introduction of work orders and job audit. Reached agreement among the public libraries and county library of Dubuque County to propose a county wide non-resident library service agreement to equalize funding and provide library service. 28E agreement drafted in October 2002, and with full agreement from library boards and city councils will be implemented July 1, 2003. Library's application for Accreditation to be submitted to the State Library of Iowa in December of 2002. -112- Adult Services Consolidated Circulation and Adult Services under Adult Services Manager to provide better customer service and cross training. Increased outreach through varied opportunities in Adult programming, ranging from lectures to hands-on craft presentations. Continued to provide Young Adult programming with a summer reading club, which included a mystery party and other social events; also a bookmark contest and a banned books essay contest. Honored volunteers with the annual Volunteer Recognition Dinner. Provided access to All Data, an automotive diagnostic and repair database and EbscoHost, a periodical database of fourteen separate databases covering magazines for all ages, newspapers, business resources, consumer health information, an animal encyclopedia, a general encyclopedia, and education resources. Continued to provide public Internet access and assistance on 12 public terminals, resulting in an increase of 64% over FY01 and a total of 51,000 patron visits. Children's Services "Celebrate Reading" was the most successful Summer Reading Program in the Library's history. Over 2,100 children registered for the program with nearly half completing the first phase of the program. The Lollipops & Music for Our Preschoolers concert series and Family Evening Storytime continued to provide cultural programming on evenings and weekends. The Library partnered with Scholastic, Inc. to provide Iow-cost, quality books for sale to the public at a reasonable pdce. In turn, the Children's Room earned a percentage of the profits back in books to supplement the juvenile collection and distribute to children. The Library partnered with the Dubuque Arts Council Artists in Residence to host the world- renowned Eulenspiegel Puppet Theatre for a free public performance. The Children's and Adult audiovisual collections were greatly enhanced by an $8,200 grant submitted by the Library Foundation and funded Dubuque Racing Association for a start-up DVD collection. Circulation Service Circulated a record high of nearly ~ million items, made possible by a grant received from the Friends of the Library. Recorded average daily gate count of 735 visitors, an increase of more than 200 per day from FY01. -113- Updated and consolidated patron records in preparation for library automation system upgrade. Initiated automated Telecirc program, which calls patrons to notify them of overdue or reserved materials saving time and postage. Helped celebrate the Library's Centennial and Library Card Sigmup Month by giving away a book bag of goodies to the 100th new card issued during September. Continued inspecting videotapes using TapeChek. Consolidated services under Adult Service Manager to provide improved customer service and cross training for staff. Added two wheeled carls with baskets plus a dozen small baskets for patron use. Installed anti-fatigue mats behind Circulation Desk. Technical Services Migrated from MWCl to the ICN as the library Internet service provider. Complete the installation of the library information kiosk at the Asbury Hy-Vee store to provide remote access to library and city services. Completed full implementation of the TeleCirc project. Install iPac as the newest version of the online catalog. Plan for the deployment of iPac as the interface for both internal and external access. Plan the migration to the new Horizon library automation system. Plan revision' of the staff intranet and technology troubleshooting system to improve services to staff and patrons. Plan email notification of overdue items and holds for patrons. Maintenance Added 23 sprinkler heads bringing building up to code. Replaced 11 panels of concrete sidewalk. Installed per code a three-hour rated fire door at book return area. Re-sealed leaking windows on first floor'through third floor. Rekeyed entire library as part of a security plan. Purchased silent alarms as part of secudty plan. -114- FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 20@4 Research and write a Security plan and preposal for the Library. Research and write a Disaster & Emergency plan for the Library. Research and write a Preventative Maintenance plan for the Library. Build a DVD collection of popular titles. Begin to use lnternet scheduling software. Cross train all reference staff in Circulation procedures. Explore possibilities of virtual reference service. Continue to build outreach through YA programming, Adult programming, and Extension delivery services. Begin inspecting CDs, CD-ROMs and DVDs using DiscChek. Install drive-up book drop for audio-visual materials next to existing book drop on Bluff Street. Complete ergonomics changes to Circulation workstations. Prepare for implementation of the Epixtech Horizon library automation system upgrade. Implement the migration to the Hodzon online system, including catalog authority work and data cleanup. Train staff in the new system. Implement enhanced content package to provide access to cover aA, book reviews and table of contents of library materials. Plan for ongoing improvements in the library LAN and infrastructure. Begin the implementation of wireless access in the library to enhance flexibility of public workstation locations. Improve patron remote access to tibrary subscription databases and other library services. Continue to plan for the development and funding of library services through the addition of book drops at the Hy-Vee location with a shuttle service. Implement scheduling software for public Internet terminals and workstations made possible by a grant received from the Friends of the Library. Implement reservation software for library meeting rooms made possible by a grant received from the Friends of the Library. Implement email notification of overdue items and holds for patrons. Implement revision of the staff intranet and technology troubleshooting system to improve services to staff and patrons. -115- PROGRAM: Facilities and Environment DEPARTMENT/DIVISION: Water Department RESPONSIBILITY: Bob Green, Water Department Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: WATER PLANT North Plant Filter Rehab In 1976 an addition to the Eagle Point Water Plant was initiated. This addition included seven new sand fitters. These filters use 35 valves to operate. Over the past 25 years problems with these valves have increased. This project provided for the replacement of these valves and associated controllers. New valve and operator designs let us take advantage of new technology to insure longer trouble free life than the old valves. The controls were replaced with new electric and air operators and a new micro controller operated flow system was installed. All this work was done by plant personnel Shallow Well Lines The Eagle Point Plant Shallow Well Field contains five wells which are used as the primary source of drinking water for the City of Dubuque. These we[is feed through two 24" lines to the Water Plant. Raw we~l water contains iron that over the years will build a coating on the inside of the pipes. These lines had not been cleaned in 30 years. An experienced pipe line cleaning contractor was hired to clean these lines. Six "pigs" were pushed through each line to insure proper cleaning. Increases in water flow were immediately evident. This process should not have to repeated for approximately 10-15 years. Lime Slaker Feeder The Eagle Point Water Plant uses lime to soften the water. The machines that do this are called Lime Slakers. These machines use feeders that need to constantly correct the flow of lime to maintain accurate feed rates. The current feeders are 25 years old and are in need of constant adjustment to keep them accurate. This project replaced one of these with a new electronic feeder with very few moving parts. It has worked very well and in FY 03, the other two feeders will be replaced with this style unit. WATER DISTRIBUTION The Water Distribution Division is continuing to address the need for expanding water service to those places where it is not currently available to all citizens. Water main extensions have been constructed in the following areas of the City. Manson Road Bdd,qe Proiect Installed Approximately: 150' of 8' Ductile Iron Water Main -t16- Installed: 1-Fire Hydrant, and 3-Valves, to provide service to existing City residents. Chavenelle Dr. (West of Seippel Rd.) Installed Approximately: 1725' of 12" Ductile Iron Water Main Installed: 3-Fire Hydrants, and 6-Valves, to provide service to existing City residents. Old Hwy 20 (Seippel Rd. to Fairqrounds) Installed Approximately: 2500' of 12' Ductile Iron Water Main Installed: 3-Fire Hydrants, and 6-Valves, to provide service to existing City residents. Old Hwy 20 (Radford Rd. to 1700' West) Installed Approximately: 1700' of 12" Ductile Iron Water Main Installed: 2-Fire Hydrants, and 5-Valves, to provide service to existing City residents. Main Street (5thst. to 9th St.) Installed Approximately: 950' of 8" Ductile Iron Water Main Installed: 3-Fire Hydrants, and 4-Valves, to provide service to existing City residents. Julien Dubuque Drive (Rip Row Valley) Installed Approximately: 2200' of 8" Ductile Iron Water Main Installed: 2-Fire Hydrants, and 4~Valves, to provide service to existing City residents. Street Projects Several street reconstruction's and overlay projects have been completed. Several modifications to the water distribution network have occurred as a result of these projects. White Street (21st St. to 32~d St.) Replaced Approximately: 2950' of 12" Water Main with new Ductile Iron Pipe Replaced Approximately: 3360' of 6" Water Main with new Ductile Iron Pipe Replaced: 5-Fire Hydrants, and 34-Valves Fifth Street (East of Belle St.) Replaced Approximately: 700' of 12" Water Main with new Ductile Iron Pipe Replaced: 3-Fire Hydrants, and 6-Valves Front Street (East of Grand Harbor Hotel) Replaced Approximately: 830' of 12" Water Main with new Ductile Iron Pipe Replaced: 3-Fire Hydrants, and 8-Valves Levee Street (East of Star Brewery) Replaced Approximately: 375' of 12' Water Main with new Ductile Iron Pipe Replaced: 2-Fire Hydrants, and 4-Valves Bell Street (NoAh of Fifth Street) Replaced Approximately: 820' of 12' Water Main with new Ductile Iron Pipe Replaced: 2-Fire Hydrants, and 5-Valves Bell Street to Levee Street (South of Brewery) Replaced Approximately: 560' of 12" Water Main with new Ductile Iron Pipe Replaced: 2-Fire Hydrants, and 3-Valves -117- G.I.S. The Water Distribution Division has completed the initial phase of data conversion of their maps and records for the City of Dubuque's G.I.S. system. This process required the scrubbing of all field drawings and measurements dating back to the late 1800's. The scope of this project involved the naming and review of all information regarding the more than 304 miles of distribution piping and fixtures now in the system. The addition of the G.I.S. system will allow for more efficient and user-friendly access, as well as updates to the files and records currently and in the future of the Water Distribution Division. FUTURE INITIATIVES FOR FISCAL YEAR 2004 WATER PLANT Chemical Compound Walls And Roof Replacement The Eagle Point Water Plant uses Carbon Dioxide gas and Fluoride in the drinking water. Both of these chemicals are stored outside in large storage vessels. There is a 25 year old concrete block enclosure around these vessels. The mortar and blocks are deteriorating and are in need of replacement. This project provides for the replacement of the walls and the addition of a new roof to help better protect the storage tanks from the weather. Exhaust Fan And Duct Work For Slaker Room The Slaker room houses three Lime Slakers. These machines are designed to mix soft lime stone and water into a thick paste. The soft lime is a mix of small stone and a considerable amount of lime dust. The room currently is not ventilated and if there is a problem with one of the slakers, a large release of lime dust is possible. This project would provide for an exhaust fan and duct work to insure a safer working environment in the case of a dust problem. ADA Improvements ADA improvements to the Eagle Point Water Plant will allow access to the facility to anyone. Because the building was built in 1955, no accommodations for handicap people were provided. These improvements will also include handicap accessible restrooms. Clearwell Reservoirs The Eagle Point Water Plant has two Clearwell Reservoirs to store finished drinking water. The West Reservoir was built in 1913. This project provides for the interior and roof rehabilitation of this reservoir. The interior walls are built of large limestone blocks making it difficult to seal and keep the water from leaking out. Engineering for the repairs has already been completed and only the actual work remains to be done. WATER DISTRIBUTION It is anticipated that several proposed street reconstructions and overlay projects will take place next fiscal year. The Water Distribution Division is prepared to replace the existing water main with new for some of these projects. Valves, Hydrants, and Lead Service Lines will be replaced as needed for most of the proposed Street Improvement Projects. -118- Wartburq Place / Fremont Avenue Replace Approximately: 880' of 6" Water Main with new Ductile Iron Pipe Replace Approximately: 50' of 10" Water Main with new Ductile Iron Pipe Replace: 5-Fire Hydrants, and 23-Valves Sixth Street & Seventh Street (Locust St. to Bluff St.) Replace: 2-Fire Hydrants, and 10-Valves Jackson Street (22nd St. to 30th St.) Replace: 10-Fire Hydrants, and 23-Valves University Avenue (Spruce St. to Delhi St.) Replace Approximately: 230' of 8" Water Main with new Ductile Iron Pipe RePlace Approximately: 1500' of 6" Water Main with new Ductile Iron Pipe Replace: 6-Fire Hydrants, and 29-Valves Fourteenth Street (Elm St. to Sycamore St.) Replace Approximately: 100' of 6" Water Main with new Ductile Iron Pipe Install Approximately: 350' of 6~ New Ductile Iron Pipe Replace: 6-Fire Hydrants, and 29-Valves Chestnut Street (High and PI. to Cox St.) Replace Approximately: 100' of 6" Water Main with new Ductile Iron Pipe Replace: 4-Fire Hydrants, and 10-Valves Install: 6-New Valves Alta Vista Street (5th St. to University Ave.) Replace: 3-Fire Hydrants, and 10-Valves Install: 1-New Valve West Locust Street ON 17th St. to Clarke Dr.) Replace Approximately: 400' of 6" Water Main with new Ductile Iron Pipe Replace Approximately: 20' of 12" Water Main with new Ductile Iron Pipe Replace: 10-Fire Hydrants, and 28-Valves Install: 18-New Valves Backflow Prevention Program Since the adoption by the Dubuque City Council of the Backflow Prevention Program, We have established over 238 active accounts having Backflow Protection Control Devices, These accounts are a combination of various Industrial and Commercial facilities. Annually we receive $25.00 per account as the administration fee. It is expecled an additional 40 accounts will be established before the end of the fiscal year 2004. We continue to stress the importance and need of while adhering to all Federal and State mandates providing for Backflow Control Devices in protecting public water supplies from potential contamination. _ -119- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Facilities and Environment Water Pollution Control Plant Paul J. Horsfall, Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: PLANTIMPROVEMENTS Construction of the Catfish Creek Lift Station was completed during May 2001. The upgrade added approximately 25% more capacity to the tift station capability, and increased the electrical efficiency through the use of variable frequency drives. Through May of 2002 we experienced many failures of the drives; drive components and software glitches. We worked with the drive manufacturer, software programmers, and engineers to correct problems with the reliability of the station. One new stainless steel grease day tank was installed during September of 2002. New rubber membrane roofs were installed on the Oxygen Plant Building; Final Pump Station Building and a section of the Administration Building is scheduled for late fall 2002. The Water Pollution Control Plant received a Title V Clean Air Permit during July of 2001. The length of the permit is for 5 years. The first repor~ for Annual Compliance was reported to the State of Iowa DNR during March of 2002 and the first Semi Annual Report of Compliance was reported during September of 2002. These are new reports that must be reported annually and semi annually each year. During February 2002 a preliminary report on Cedar Street Lift Station was received from Stanley Consultants with a proposed cost of $900,000. The pumping capacity was evaluated due to flow reductions as a result of the elimination of the packing facility and evaluation of the conversion of the 2300 volt electrical service to 480V; and application of architectural treatments to the brick superstructure to improve appearance and better conform to neighboring buildings. A new pump was purchased for the Terminal Street Lift Station and one of the existing pumps was rebuilt to save approximately $80,000 in pump costs. (2) Two new lift stations were started during FY2003. They are 1; Lake Ridge Drive just off Stadite Drive and 2; Asbury Plaza serving Asbury Plaza Shopping Center. LABORATORYISSUES The Water Po ut on Control Plant's Laboratory again was recertified under EPA/IDNR Certification Rules for Water and Wastewater parameters. -120- The Water Pollution Control Plant's Laboratory continued a partnership with the University of Dubuque's Environmental Science Program to monitor the Catfish Creek Water Shed and set up parameters for testing the water sheds in the Dubuque area. The laboratory and the Iowa DNR set up electronic transfer of repor[s for the City of Dubuque's Water Quality Operation Reports. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: PLANTIMPROVEMENTS Preliminary engineering and course of action for the Cedar Street Lift Station and Dog Track Lift Station was received late February 2002 and engineering for actual design modifications is expected late FY2003 and construction started in ]ate FY2003 and early 2004. Modifications to, and replacement computer and software systems for the Water Pollution Control Plant's S.C.A.D.A. is expected to start late 2003 with completion in FY2004. It is anticipated that the (3) three major lift stations will be monitored with inputs to the plant S.C.A.D.A. System via wireless or cell phone technology. New control gates for the Oxygen Plant will be installed late FY2003 and early FY2004 to assist in sealing the Oxygen Plant aeration basins. Fence improvements and landscaping to the east side of the Water Pollution Control Plant is expected to take place during late FY2003 and early FY2004, to coincide with the opening of the new girl's softball complex. LABORATORY ISSUES The (3) three remaining large industrial user contracts are expected to be renegotiated during FY2003. Review of the local limits program was completed during FY2002 and submitted to IDNR during FY2003 for their approval. Once approval is granted, a new Chapter 44; Division 6 will be instituted. Engineering for the Water Pollution Control Plant Environmental Monitoring Lab addition is expected late FY2003 and construction started during FY2004. Laboratory personnel are working with tDNR on electronic submittal of Wastewater Monitoring reports and expect to submit reports via the internet during FY2004. It is anticipated that the partnership formed with the University of Dubuque's Environmental Science Program for monitoring the Catfish Creek Water Shed will continue. -121- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Facilities and Environment Economic Development Parking Division Tim Horsfield Parking System Supervisor HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: · Completed construction of the Fourth Street Parking Ramp · Updated signage in parking lots 1 and 3 · implemented automatic debit pay to all existing parking patrons · Increased collection efforts related to past-due parking fines · Space audit completed for the Locust Street Ramp · Installed new doors on the top level of the iowa Street Ramp · Increased the number of disabled parking spaces in the downtown area · Implemented ramp card access system · initiated replacement of current parking enforcement software FUTURE INITIATIVES FOR FISCAL YEAR 2004 · Continue to stdve for a high level of user satisfaction along with fair and equitable enforcement of city parking codes · Work with Dubuque Main Street Ltd. and city staff to improve downtown parking utilization and availability · Continue to improve the appearance of the municipal lots · Implementation of parking enforcement software · Assess policies and procedures within the Parking Division to assure maximum potential is obtained · Continue to improve appearance of municipal parking ramps through a preventive maintenance program · Assess needs of expanding business in the downtown area and evaluate current ramp and lot usage to accommodate growth · Conduct usage audit of Iowa Street ramp · increase usage of automatic debit pay for all users -122- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Facilities and Environment Airport Andrew Perry, Airport Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: The Airport is operated and managed by a five-member airport commission highly focused on the retention of air service during a period of instability in the airline industry. With many cities losing airline service, a vigorous pro-active ad campaign has been launched to promote the use of the Dubuque Regional Airport. The Commission has been working with American Eagle and Northwest Airlines to retain air service by keeping passenger loads high with routes that are financially viable for these carriers. The Airport Commission proudly announced that the Airport reached its twelfth consecutive year of perfect FAA Part 139 Inspection compliance this fall. Dubuque is the only airport that has achieved such a record. The Airport completed the navigational aids for Runway 18/36 and the rehabilitation of Taxiway Charlie with lighting on both Charlie and Delta taxiways. FUTURE INITIATIVES FOR FISCAL YEARS 2004 AND 2005: The Airport will strive to retain viable air service for Dubuque while working to complete the airline terminal study and initiate a new Master Plan Study. These two tools can establish a focus for the Airport Commission, FAA and the City of Dubuque for continuity and expansion of the airport capital projects. The Airport Manager and his Task Forces continue to work toward established goals while the Airport Commission will maintain and foster the Airport's political and federal agency contacts. The Airport will continue to operate and work with the changing new security developments and develop methods to implement and promote all aspects of aviation security -commercial-air cargo and general aviation. The Airport plans to upgrade snow removal equipment and maintain existing assets through Capital Improvement Projects while positioning the Airport to meet the future needs by utilizing their major planning projects to guide potential growth and development of the Dubuque Regional Airport. -123- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Facilities And Environment Transit Division Mark Munson, Transit Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Throughout FY 2002 and into FY 2003, the Transit Division has been busy implementing the conversion steps of the transit redesign serviEe. The Transit Conversion Schedule was created with the assistance of staff from ECIA. Progress on the status of the various implementation steps has been reported to the City Manager at regularly scheduled update meetings. In addition to meetings with the City Manager, meetings with the Operations Input Committee have been conducted to report on the progress of the implementation steps and to guide staff on issues surfacing throughout the process. The accomplishments of these efforts are summarized below: · Construct dispatch office at KeyLine and move scheduling and dispatch of ADA paratransit (minibus) service into KeyLine offices · Upgrade and install KeyLine offices computers to a network server · Purchase and install computer assisted scheduling/dispatching software · Create and revise ADA paratransit policies and procedures through the assistance of · the Operations Input Committee · Purchase and place into service four additional ADA paratransit vehicles · Integrate dispatch and dde request information between fixed route and ADA paratransit services · Execute an Agreement for Driver Services between the City and Project Concern to retain experienced drivers for ADA paratransit service · Execute an Agreement for minibus service between the City and East Dubuque to integrate East Dubuque minibus service with Dubuque minibus operations · Purchase and place into service six 2002 Nova RTS fixed route accessible buses making KeyLine fixed route fleet 100% ADA accessible · Delete older obsolete buses from fleet · Introduce new 10go and paint scheme on fixed route and ADA paratransit fleet · Extend Red and Green Line routes to service business on Radford Road and increase frequency to business on Chavaneile and to medical services off N.W. arterial · Continue summer ride promotion to daycares and families through fun runs and Freeway To Fun City transportation to leisure service and library programs · Provide almost 12,000 rides for employment or job readiness training to more than 100 Iow to moderate income families under Job Access grant · Receive $200,000 federal grant to develop transit plan for Port of Dubuque development · Receive additional $163,000 federal grant towards construction of new city garage · Coordinate public transit service with pdvate trolley operator for special events · Facilitate renewal of RTA urban contracts and begin negotiations with Area Residential Care, Hills and Dales, Mt. St. Francis and Sunnycrest Manor for conversion -124- FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: Staff will continue their work on completing the implementation steps of the transit conversion plan throughout 2003 and 2004 through the following initiatives: · Finalize contracts and integrate service to various community agencies into the centralized dispatch center at KeyLine · Maximize fixed route utilization through coordination of urban contracts and ADA paratransit service · Explore and develop fare systems (passes) that promote utilization of fixed route · Explore and develop fixed route expansions and improvements to accommodate current and future demand · Complete Alternatives Analysis Study to develop a transit plan for the Port of Dubuque · Improve record keeping and gathering of statistical data through full deployment of computerized dispatch/scheduling software into both ADA paratransit, urban contract and fixed route service · Install automated vehicle ~ocators in transit equipment to enable real-time dispatching Secure additional funding for passenger boarding facilities and new city garage construction · Explore and develop ways to better communicate information about KeyLine routes and schedules · Promote public transportation through local and statewide marketing strategies -125- PROGRAM: Facilities and Environment DEPARTMENT/DIVISION: Operations and Maintenance RESPONSIBILITY: Don Vogt, Operations and Maintenance Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS Solid Waste Management Activities Successful design and startup of the State-mandated unit-based pricing refuse collection system (PAYT); · Refuse collection tonnage decreased by 3% from FY2001; · Recycling collection tonnage increased by 4% from FY2001; · Yard waste collection tonnage and costs both decreased from FY2001; · The Solid Waste Management Supervisor's reelection to the Board of Directors of the Iowa Recycling Association; · The labor/management Solid Waste Operations Team continued to be very proactive, especially in assisting with the design of the new Pay As You Throw (PAYT) system; · With the initiation of the PAYT system in September of 2002, the City's pilot tipper-cart system was also begun concurrently - offered during FY2003 to owners of multFfamily housing and small businesses; · The initiation of year round large item collection service with a 20% lower base service fee ($10 to $8); · The number of households using the large item collection service increased by 22% from FY2001; · More two-person recycling and refuse collection routes were converted to one-person routes; and, · The monthly solid waste collection fee continued to be the second lowest charged by any of Iowa's twelve largest cities. Street Maintenance The StreetJSewer Maintenance Supervisor successfully worked with FEMA representatives to obtain reimbursement for flood-related expenses ($72,747) due to the June 4, 2002 rain event. He also represented the state chapter of the American Public Works Association (APWA) as one of two municipal representatives on the Iowa Department of Transportation's rules committee for HF 324. In addition to the rules committee, he also served on the State's Road Equipment Procurement and Utilization Study committee. The findings of this study will be presented to the Iowa General Assembly by the Iowa Department of Transportation as required in HF324. He continues to serve on the board of the iowa Chapter of the American Public Works Association and has been elected chapter president for 2003. The annual street maintenance rating program was completed in the fall of 2002. The purpose of this rating program is to identify problem areas and to help prioritize the City's street maintenance and reconstruction programs. It was recently moved from a spring inspection to a fall inspection so the information can be used to prepare the street project estimates, required under HF324, for the next year's projects. -126- The annual curb and gutter replacement program was successfully completed through a partnership of private sector and departmental crews. Curb ramps were installed where needed at intersections along the 61 streets that were paved with asphalt in 2002. As part of our continuous effort to preserve streets with timely maintenance programs, 13,325 pounds of crack sealing material were used to seal 115,110 lineal feet of cracks on 43 different streets. A total of 15,834 tons of asphalt were used to pave 10.43 miles, on 61 streets, as part of our neighborhood street asphalt paving program. Projects completed in calendar year 2002 are: Adair Ambassador Arabian Trails Atlantic Auburn Buckskin Ct. Buena Vista Clifford Clydesdale Ct. Concord Cooper Place Cottage Custer Street - Auburn to Grandview Davenport Delaware Dexter Keymeer Kurt Ct Lagen Lawther - Sheridan to Windsor Leibe Lowell Marion McPoland Meadow Lane - off Lombard Mineral - Devon Dr. to end Mt Carmel Rd - S. Grandview to Cannon New Haven Ogilby Palm Ct Dove - Waller to Bonson Earl Drive Edith - Burden to Brunswick Embassy Ct Embassy Dr. - Penn. to Ambassador Ct. English Lane Ethel Fenelon Place Fillmore Drive Foothill - JFK to Key Way Drive Gilmore Goethe - Windsor to Sheridan Hempstead Ida Ideal Key Largo Prysi Queen Street Ext. Raymond Robin Ruann Shetland Southern - Samuel to S. Grandview St. John Dr. - Hillcrest to Keymeer Strauss - Windsor to Burden Tibey Ct. Waller Woodrow Woodworth Palomino -127- As in the past several years, an increased effort has been made to extend the life of concrete streets by means of full depth concrete panel replacements. This year, a total of 588 cubic yards of concrete were used to repair and improve the quality of 6 concrete streets. Repairs were made on the following concrete streets: Carter Road Glencove Drive Loras Blvd. Main Street Iowa Street Chaveneile Dr Street maintenance crews provided assistance to other departments for the following projects: 1) Finish asphalt excavations for the Engineering Division's Brick Manhole Replacement Project; 2) Finish asphalt excavations for the Engineering Division's Curb and Curb Ramp Programs; 3) Finish asphalt excavations for private contractors replacing driveway curb cuts; 4) Finish concrete and asphalt street excavations and make curb and gutter repairs for the Water Department; and, 5) Asphalt overlay streets in the CDBG neighborhoods in partnership with the Community and Economic Development Department. Sanitary and Storm Sewer Maintenance The Operations and Maintenance Department's sanitary sewer comprehensive maintenance program continued. Sewers in the Van Buren Street, Mineral Street, and Lombard Street areas were systematically cleaned and manholes inspected. Departmental efforts to inspect, with closed circuit television equipment, all sanitary and storm sewers underlying streets included in the City Engineer's street recenstruction and maintenance program were successful.- Throughout the mild fall and winter of FY2002, sewer maintenance employees replaced 126 manhole ring and lids along the Catfish Creek sanitary sewer line with sealed bolt-down ring and lids to reduce water inflow during high water events. After the June 4, 2002 rain event, sewer maintenance employees, along with Engineering Division staff, inspected the sewer systems and identified storm-related damage. Due to their efforts, funds were successfully secured from FEMA for the subsequent repairs. The department also continued its systematic cleaning and inspection of the storm sewer system, including the major stormwater ditches throughout the city. Potential problem areas were identified and debris that could cause flooding during major rain events removed. Street Cleaning Additional sweepers were deployed and extended work hours were implemented during the spring and fall seasons, to improve the effectiveness of our street sweeping program. F~-om the 11,754 curb miles swept in fiscal year 2002, sweepers picked up 752 truckloads (2,370 tons) of material. Snow and Ice Control The winter of 2001/02 proved quite mild, but still witnessed 14 storm events and 17.75 inches of snow. Due to the lack of snow, the extensive plow and deicer route changes implemented that season were not fully tested. Based on last year's limited experiences, however, the changes made to the routes and the equipment seemed to improve our operations. . -128- Street and Traffic Lighting In Fiscal Year 2002, our traffic signal technicians cleaned and inspected all traffic signal controllers, responded to street and traffic signal knockdowns, and, responded to ail underground City electrical utility location requests in a timely manner. This crew also continued to provide technical assistance to the Fire Department with its traffic signal "preemption" project and the Police Department with its trial use of cameras for the "red light' program. The technician also installed LED (light emitting diodes) red and green lights at over half of the 108 signalized intersections in the city. Vehicle Maintenance Garage Fiscal Year 2002 vehicle maintenance activity accomplishments include: · Maintaining the City's fleet of vehicles in good workin9 order, in spite of the increasing complexity of many of the newer vehicles and equipment; · Purchase of six new Nova buses for Keyline Transit; · Retention of the firm of Kueny Architects LLC to design the new Operations and Maintenance Department and Water Distribution Division garage facility; · Selection of the City-owned property on Kerper Court as the site of the new garage facility; and, · Formation of a new garage project team, with members representing five City departments. DMASWA Landfill, Yard Waste Processing And HHMRCC Activities · Development of a "second generation" waste delivery contract; · Hiring of a new Education and Communication Coordinator; · Renewal of the education partnership agreement with Lores College; · Successful grant application to IDNR for waste tire funds, in partnership with five nearby Iowa counties; · Approval by IDNR of new Development and Operations Plan; · Initiation of Comprehensive Solid Waste Management Plan Update process; · Successful grant application to IDNR for HHMRCC disposal assistance funds; · Completion of annual overflight/survey program to verify cell capacity/life, waste compaction rates, cover dirt usage, and, facility life; · Completion of study by an expert outside firm of sources and types of waste received in FY2001; · Renewed partnership with Dubuque County ISU Extension Service and sponsorship of two "Marsville' events for local sixth graders; · Initiation of a review of Agency operations and services by an expert, outside firm; · Establishment of a short-term MRF subsidy agreement with BFI Recycle Now; · Initiation of negotiations regarding a [cng-term MRF subsidy agreement with BFI Recycle Now; · Purchase, installation and use of new "waste tracking" software at the Agency's landfill facility; · Initiation of the Cells #7 and ~ engineering design selection process; · Election of the Department Manager to the Board of Directors of the state chapter of the Solid Waste Association of North Amedca; · Retention of an expert, outside firm to assist the Agency with the diversion and reuse of regionally-generated construction and demolition materials; · Assistance provided numerous communities in Dubuque and Delaware counties with their State-mandated design and startup of their unit-based pricing refuse collection systems; -129- Disbursal of waste minimization grants to: ARC, Inc.; Matod Can Company; numerous public and parochial elementary, middle and high schools; the University of Dubuque; and the cities of Epw0rth, Asbury and Dubuque; · HHMRCC services provided 608 households and 54 small businesses and institutions; and, · The diversion and proper disposal of 35.04 tons of hazardous materials. Riverfront and Floodwall Our efforts to control weeds/brush along the 6.4- mile long floodwall continued, with our crews cutting brush and saplings where needed and a private contractor spraying the entire floodwall. The Corps of Engineers rip-rap replacement project was completed in the fall of 2001. An inspection by the Corps of Engineers of the floodwall levee was completed in the spring of 2002. The Corps found no major problems with the maintenance of the levee system. In the spdng of 2002, the river crested at 18.05 feet. This crest made it necessary to close and operate the pumping facilities located at Hawthorne Street, Bee Branch basin, Maus Lake, and the Ice Harbor. Portable pumps were also set up and operated at E4th Street. All operations were according to the U.S. Army Corps of Engineers Floodwall Operating Manual. INITIATIVES FOR FISCAL YEAR 2003 AND 2004 Solid Waste Management Activities · Continue to convert to more one-person refuse and recycling collection routes; · Continue to implement facets of the Solid Waste Collection Master Plan; · Complete an Operating Procedures Manual for all collection crews; · Continue conversion of collection fleet to Iow-entry, sideloader trucks; · Continue to offer large, wheeled carts for refuse collection to multi-family housing and small businesses, serviced with current trucks retrofitted with semi-automated cart lifters; · Bid or negotiate a new recyclables processing contract; · Explore viability of using large, wheeled carts to collect refuse, recyclables and/or yard waste from all customers; · Submit applications to the Iowa Recycling Association's Best Public Education Campaign and the Iowa Governor's Environment Excellence Award for Solid Waste Management; · Assist the Park Division in any efforts to enhance its "recycling in the parks" program; · Continue annual customer survey; · Integrate customer service complaint/request tracking with other departments through internet and software; and, · Continue to assist the America's River Project in designing and implementing maximum recycling and reuse of construction remnants and debris. -130- Street Maintenance Upcoming initiatives for the activity dedicated to maintaining and improving Dubuque's street system include: 1) An aggressive asphalt paving program for neighborhood streets; 2) Installation of more curb ramps at intersections; 3) Expanded efforts to rehabilitate concrete streets through full-depth panel replacements; and, 4) Continue our efforts to preserve streets with timely maintenance programs. Sanitary and Storm Sewer Maintenance The Department will continue with a comprehensive maintenance program for the entire sanitary sewer system. The Department will also assist the Public Works Department in the design and implementation of a program for the storm sewer system that will meet the regulations of the federal Phase II Stormwater Act. Riverfront/Ice Harbor Maintenance and Floodwall Operations Departmental efforts will continue to focus on enhancing the rivedront's appearance and accessibility, while working to improve the floodwall's ability to protect the city from flood events, The department will provide appropriate attention to concrete and landscaped areas located along the River Edge Plaza, Riverwa[k, Hotel Walkway, and Amphitheater/Brewery, During FY2003 the department will complete improvements to the Ice Harbor pumping facility. Street Cleaning In the future, it is our intent to use extended work hours and additional personnel to operate all cleaning/sweeping equipment during heavy workload periods (post-storm and autumn leaf fall). We will also develop and implement operational changes required by federal Phase Il Stormwater Act runoff regulations. Snow and Ice Control We wiII annually update our winter road maintenance cooperative agreement with Dubuque County to address jointly-owned roadways. Also, the department will continue to research and evaluate new methodologies, materials, and equipment that may help improve our snow and ice control program. Recent new methodologies, which were evaluated and subsequently adopted, include the use of anti-icers such as salt brine and the use of Iow or non-corrosive deicers on new concrete streets and bridges. Traffic Signal and Street Light Maintenance We will continue with the conversion of traffic signal lights to an energy efficient LED (light emitting diode) signal head. We will also identify the signalized intersections which would benefit most from being equipped with standby power from battery packs. The power from the battery packs would help ensure safe driving conditions at heavily used intersections during power outages. Vehicle Maintenance Garage Fiscal Years 2003 and 2004 vehicle maintenance activity anticipated initiatives include: Continued partnership with Kueny Arohitects LLC to complete final design and construction specifications for the new garage facility; · Initiation of the new garage facility construction project; and, · Continued cross-training of mechanics as part of the recent assimilation of the Keyline vehicle maintenance activity. -131- DMASWA Landfill Operations · Continue to pursue acquisition of "buffer* and dirl borrow properties; · Open additional recyclables drop-off sites; · Construct addition to scale house to accommodate records, scale hardware and software; · Design and place cap on cells #3 and ¢¢-4; · Develop a separate drop-off facility for cars and small trucks to reduce congestion at cell face; · Continue partnership with Dubuque County ISU Extension office, for assistance with public education; · Continue to assist Agency with the administration of its waste minimization grant program; · Apply to IDNR for a permit for a new generation of cells, in order to add 30 years to the landfill's life; · Initiate and complete a methane collection and remediation study; · Complete study of current operations and services; · Hire DMASWAAdministrator; · Facilitate planning sessions for the Agency's Board of Directors to address needed strategic decisions; · Continue annual overflight and survey program to monitor dirt usage and cell life; · Formulate and submit new CIosure/Postclosure Plan to IDNR; · Initiate and complete design of Cells #7 and #8; · Submit design plans for Cells #7 and #8 to IDNR for review and approval; · Initiate construction of Cells #7 and #8; · Sign "second generation" waste delivery contracts with all large volume customers; · Submit new Solid Waste Management Comprehensive Plan Update to IDNR; · Finalize long-term MRF subsidy agreement with BFI Recycle Now; · Complete "master plan" for diversion and reuse of regional construction and demolition materials; and, · Renew IDNR operating permit. DMASWA Household Hazardous Materials Regional Collection Center · Increase number and coverage of mobile HHM dean-up events; · Continue to offer services to adjoining counties, as per IDNR grant guidelines; · Continue successful "latex paint" give away program; · Continue "swap shop" program; · Submit grant applications to IDNR for education and disposal funds; and, · Renew tDNR operating perm[t. -132- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Facilities And Environment Public Works/Engineering Michael Koch, Public Works Director HIGHLIGHTS OF FISCAL YEAR 2002 (Calendar Year 2001'): The Engineering Division has continued its emphasis on public informational meetings concerning projects that have a significant impact on neighbors. Neighborhood meetings were held on the street construction projects of Wartburg Place along with Algona, College, Douglas, and Langworthy Streets. These meetings have been a valuable source of information, both to the affected property owners and to City staff. These opens lines of communications have served as a problem-avoidance mechanism since ali parties are better informed on the project and its impact. The Engineering Division's total Capital Improvement Budget for Fiscal Year 2002 included $9,343,906 for street, sanitary sewer, storm sewer, and other improvements. Reconstruction and maintenance of the City street system continues to be the top priority of the Division, with $7,410,206 budgeted for street improvements alone. America's River Project added another $38,913,960 to the Capital Improvement Budget. Major street and sewer projects included: 1. Salina Street Reconstruction, from Railroad Avenue to Bridge 2. Algona Street Reconstruction, from Grace to St. Joseph 3. Elm Street Resurface, from 24t~ to 26t~ and 22® to 12th Streets 4. Kaufmann Avenue Resurface, from Central to Quarry 5. 22nd Street Resurface, from Elm to Central Streets 6. Chavenelle Extension West of Seippel 7. White Street, from 21~t to 32nd 8. Alley between Garfield and Rhomberg Sanitary Sewer 9. High Bluff Sanitary Sewer 10. Napier to Kaufmann Sanitary Sewer 11. Napier and Kaufmann Storm Sewer The America's River Project included: 1. Port of Dubuque Infrastructure Improvements 2. Mississippi Riverwalk and Amenities 3. Education & Conference management Agreements 4. Master Site Planning for Ice HarbodJones Street Area CURRENT INITIATIVES FOR FISCAL YEAR 2003 (Calendar Year 2002): The Engineering Division's Fiscal Year 2003 Capital Improvement Budget for street, sanitary sewer, storm sewer, and other improvements is $16,566,144, with an additional $43,726,282 of America's River Projects. Reconstruction and maintenance of the City street system continues -133- to be top priority of the Division, with $10,693,291 budgeted for street improvements alone. Informational meetings were held between City staff and impacted property owners for the John F. Kennedy Road, White Street, and Main Street reconstruction projects. Major construction projects in Fiscal Year 2003 (Calendar Year 2002) currently being designed or currently under construction include: Street 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Chavenelle Road Extension west of Seippel Road John F. Kennedy Road Reconstruction, from Spring Valley to City Limits Tanzanite Drive Extension Reconstruction, from Tanzanite Drive to Iowa 32 Wartburg Place Reconstruction, from Fremont Avenue to End Jackson Street Resurface, from 22® to 33nd Streets West Locust Resurface, from West 17th Street to Clarke Drive Town Clock Plaza Phase I1 West End - Harbor Road/Wall Extension Locust Street Connector Bell Street from 5~ to Northerly End Southwest Arterial Sanitary Sewer 12. Eagle Point Drive Extension 13. Rosedale Avenue Reconstruction 14. John F. Kennedy and Pennsylvania Avenue 15. Hawthorne Street 16. Washington Street 17. Rockdate Road 18. Soccer Complex 19. High Bluff 20. Napier to Kaufmann 21. Cox Street 22. Washington - Jackson Alley 23. Loras, Walnut to Prairie 24. Marshall Park 25. Rhomberg - Garfield 26. Madison Avenue 27.3rd Street Ramp 28. H&W 29. Highway 20 Annexation 30. Manhole Replacement Storm Sewer 31. RosedaleNVest Locust 32. Wartburg Place 33. Northwest Arterial Detention Basin 34. Jackson & Aquin Drainage 35. Dodge Street 36.32® Street 37. Windsor Avenue 38. Napier to Kaufmann 39. Hillcrest . -134- 40. Westside Storm Sewer/Catch Basin 41. Salina Street 42. Gunite Rock 43. Hamilton Street 44. Valley Street Detention Basin 45. West Locust 46.26th Street 47.16th Street Basin Dredging 48. Stormwater Management Improvements 49. Silt Removal at 32® Street Miscellaneous 50. Brunskill Road Bridge 51. Manson Road Bridge 52. Louise Lane Bridge 53. Town Clock Lighting 54. Lincoln Avenue - Warning Flashers 55. Hawthorne Street -Warning Flashers 56. Guardrail Replacement 57. Traffic Control Replacement 58. Traffic Signal Coordination 59. Traffic Signalization Efficiency Program 60. Railroad Track Rehabilitation 61. Harbor Area Maintenance 62. Mississippi Riverwalk 63. Port of Dubuque Street Improvements 64. Ice Harbor/Port of Dubuque Utility Relocation 65. Port of Dubuque Tourism Signage 66. Port of Dubuque Education & Conference Center/Greenway 67. Port of Dubuque Visitor Amenities 68. Port of Dubuque Harbor Road 69. Port of Dubuque Parking Lots The City worked with the Iowa Department of Transportation on coordinating the effort on the design of John F. Kennedy Road with Phase I1 of the Northwest Arterial Extension Project. The State has let both projects as one in December 2001. The City worked with the Iowa Department of Transportation on the relocation of 32® Street and Arboretum Drive as it related to the Northwest Arterial Project. The City has made a continuing effort to extend the Heritage Trail system from the northerly City limits (32® Street) to the Mines of Spain. The areas included in this system are: Jaycee Trail from Volunteer Drive to 16t~ Street; Heritage Trail extension (16th to Sycamore); and Powerline Trail from North Grandview to Mines of Spain. The Ice Harbor West Road & Trail Project contract was awarded to Tschiggfde Excavating in the amount of $2,171,906. City staff, Durrant, IIW Engineers and Tschiggfrie Excavating are meeting to look at possible cost-savings through possible redesigns. Staff anticipates final design and significant cost-savings are to be identified in October 2002 with construction expected in November 2002 and completion May 2003. -135- The Mississippi River Edge Plaza Project has substantially been completed with construction of both the River's Edge Plaza and alternate components of the project located between the floodwall and the Welcome Center Port Side building. River's Edge Plaza Pavilion and Riverwalk shade structures will be installed in spring of 2003. The Mississippi Riverwalk Phase I~ contract was awarded to Portzen Construction and involves construction of dverfront promenade and amenities along Mississippi River and Ice Harbor from the existing River's Edge Plaza, north to Alliant Energy Star Brewery Amphitheater and from the Welcome Center Port Side Building, west to the Mississippi River Discovery Center Museum and Aquarium. The Welcome CentedPort Side Building is substantially completed with final work continuing on landscape, tree plantings and ornamental lighting. Alliant Energy Amphitheater was dedicated on October 15, 2002. Due to the above normal river levels delays in completion of the Riverwalk Phase I1 and the Conference Center Riverfront Cascading Stairs will require completion of some of the components to be carried over to 2003. Construction will begin on the Ice Harbor Park and Riverwalk - MRDC East Entrance in the spring of 2003. Five (5) sanitary sewer and sewer lateral projects are or have been completed to provide service to 10 homes and businesses within the City of Dubuque. With these new connections, the City will have only 108 properties that are without City sanitary sewer service. In the upcoming Capital Improvement Program, several projects will be initiated to address these remaining areas. The purpose of the City's Inflow and Infiltration (l&l) is to decrease the extraneous stormwater inflow and groundwater infiltration into the Catfish Creek and downtown sanitary collector systems. This program will reduce.the potential for sewer backups and line surcharging, reduce pumping costs, and assist in meeting effluent standards at the Water Pollution Control Plant. The City's Inflow and Infiltration (l&l) Program has continued during 2002. The inspections are conducted to locate improper connections to the sanitary collector systems and identify potential inflow sources such as sump pumps, roof drains, and yard drains. In 2002, 1000 inspections are anticipated and have completed 50%. Qfthe identified illegal connections, 50% of the property owners have complied and corrected the illegal hook-ups. While the City continues to implement improvements recommended in the Drainage Basin Master Plan, Engineering is actively preparing the final three pieces of the Stormwater Management Plan. The Stormwater Management Plan consists of: 1) Drainage Basin Master Plan (prepared by HDR Engineering); 2) National Pollution Discharge Elimination System (NPDES) Phase application; Drainage Design Criteria Manual; and Level of Service and Funding. 3) 4) II Permit -136- Drainage Basin Master Plan Several homeowners witnessed the benefits of the Drainage Basin Master Plan this past June. In the past, a rainstorm of that magnitude ~wou[d have produced stormwater in excess of what the creek that runs from the NW Arterial to Rosemont is able to convey. The excess stormwater would back-up, pond deeper and deeper, to a point where it would enter into basements, Eventually, overtopping Rosemont, making it impossible to drive safely. With the NW Arterial Detention basin completely functional, stormwater did not flow over Rosemont and the homes historically at risk did not experience property damage. The improvements outlined in the Drainage Basin Master Plan total more than $20 million. The Carter Road Detention basin ($875,000) and modifications to the existing West 32® Street Detention basin ($4,023,000) will be atop the priority list in Fiscal Year 2004. National Pollution Discharge Elimination System (NPDES) Phase II Permit The NPDES Phase II permit application will outline the City of Dubuque's plan to reduce the pollution levels associated with stormwater runoff. As stormwater runs efta parking lot or street into a storm sewer, it collects pollutants. Because storm sewers discharge stormwater directly into receiving waters like the Catfish Creek and the Mississippi River, pollutants carried by the stormwater are also discharged into the receiving waters. While the specifics of the permit application are under review, the City will implement portions of the permit over the next five- year permit term. Drainage Design Criteria Manual The objective of the manual is to provide guidance for developers with regard to stormwater management. The goal is to prevent the creation of drainage problems where none existed before development. A rough draft manual has been prepared and is under review. Through meetings with stakeholders, a preliminary draft will be forwarded for the City Council's review in Fiscal Year 2004. Level of Service and Funding With the help of CDM, an engineering consulting firm, and a citizen advisory committee, City staff has considered the current level of service provided by the City in terms of stormwater management. The citizens on the advisory committee and City staff agreed that more should be done to ensure that the existing stormwater management system inherited from past generations is maintained se that it provides its maximum benefit. VVith drainage improvement projects totaling over $27 million and an increased level of maintenance, an increase in spending for stormwater management is necessary. To help address this need, the citizen group, City staff, and CDM investigated the feasibility of implementing a stormwater utility. Much like the sanitary sewer utility, the stormwater utility would include a monthly fee based on the rainwater that flows from a piece of pi-operty. Because more rainwater flows from a paved parking lot than a grassed lawn, the owner of the parking lot would pay a higher fee. The County of Dubuque has received and shared its GIS system with the City. Some of the shared data includes aerial photography, parcels, lots, address and street designations. The City spent the summer updating all City street and subdivision information; efforts are underway to include storm sewer, sanitary sewer, stormwater detention, and to incorporate the pavement management system. The updated information was submitted to Iowa One Call in an effort to reduce the number of local and County calls. The City has budgeted a reflight for the west end in 2005. -137- FUTURE INITIATIVES FOR FISCAL YEARS 2004 (Calendar Year 2003): The Engineering Division requests a total Capital Improvement Budget for Fiscal Year 2004 of $21,396,576. Of this total, $8,516,100 is requested for street improvements, with $12,880,476 requested for sewer and miscellaneous improvements. Planned major construction projects for Fiscal Year 2004 (Calendar Year 2003) includes: Street 1. 2. 3. 4. 5. 6. 7. 8. 9. 10: 11. 12. 13. 14. 15. 14th Street Reconstruction, from Elm to Sycamore Streets Chestnut Street Reconstruction, from Highland to Cox Streets Sycamore Street Reconstruction, from 16th to 14th Streets Garfield Avenue, Reconstruction, from Marshall to Elm Streets Fremont Avenue Reconstruction, from Dodge to Simpson Streets Carlotta Street Reconstruction, from Alta Vista to Alpine Streets University Avenue Reconstruction, from Spruce to Delhi Streets Alta Vista Reconstruction, from 5th Street to University Iowa Street Resurface, from 17th to 14th Streets Windsor Avenue Resurface, from Burden Avenue to Stone Ridge Stone Ridge Resurface, from Windsor Avenue to End of Public Street 8th Street Resurface, from Locust to Hill University Extension at U.S. Highway 20 Highway 20 Widening, from the Northwest Arterial to Old Highway Road Port of Dubuque - Market Street Sanitary Sewer 16. Mullen Road, from Asbury Road to Hillcrest 17. Nightengale Extension 18. Ann Street, from Rhomberg to Alley East of Lincoln Storm Sewer 19. Hawthorne and Kerper Improvements 20. Custer/Allison Henderson Detention Basin 21. Terminal Street Reconstruction 22. Stream Bank Stabilization Program 23. Draintile Program 24. NPDES Phase II Compliance Program 25. Bee Branch Creek Restoration Program 26. Carter Road Basin Construction 27. Pennsylvania/John F. Kennedy Culvert Improvements 28. West 32nd Detention Basin Modifications 29. Kaufmann & John F. Kennedy Improvements 30. Middle Road Culvert Improvements 31. Walker Street Reconstruction 32. Asbury & Bunker Improvements 33. Pennsylvania and Keyway Extension 34. Gunite Rock Storm Sewers 35. Sunnycrest- Roosevelt 36. Windsor Storm Sewer 37. Port of Dubuque- Phase IV Miscellaneous 35. Traffic Signal Controller Replacement Project 36. Traffic Signal Interconnect Conduit Repair 37. Signalization Program 38. Bridge Repairs/Maintenance 39. Sidewalk Inspection Program 40. Sidewalk Program- City-Owned Property 41. Sidewalk Program - Curb and Catch Basin Replacements 42. ADA Curb Ramp Construction 43. Catherine Street Steps Reconstruction to West Locust 44. Fiber Optic Conduit Along the Northwest Arterial 45. Hodgen Street Steps Reconstruction to West Locust 46. City-Owned Street Light Replacement 47. Traffic Signal Mastarm Retrofit 48. Washington Park Sidewalk 49. Guard Rail Replacement 50. Stone Retaining Walls 51. Fiber Optic Conduit The City's efforts to expand its trail system will Continue. Future plans include: a trail along Dodge Street from Locust Street to the Northwest Arterial; Northwest Arterial from Dodge to Heritage Trail; a trail within the Industrial Park West; and Heron Pond Trail - Phase Ill (from Greyhound Park to 16th Street and Kerper Boulevard). -139- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Facilities and Environment Economic Development William Baum Economic Development Director HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Histodc Preservation Activity Staff reviews federally funded projects in accordance with the Federal Government Section 106 requirements. Rehabilitation and renovation loans provided by the Department assisted in preserving the following historic properties: Town Clock Building; Bricktown; Grand Opera House; Henry Stout Place; Pepper Sprout; the Fischer Company office and the McCoy building. Economic Development Activity Downtown development activities included $1,043,000 in loans to support the following projects: The Iowa Inn redevelopment effort $220,000, Cottingham and Butler's restoration of the Town Clock Building $300,000, Cooper Development reuse of the former Cooper Wagon Works Building $300,000, Clark Wolff's Pepper Sprout restaurant (former Monte Carlo restaurant building) project $150,000; and continued restoration of the Grand Opera House $73,000. The City loans will leverage over $8.9 million in investment in downtown. FaCade grants of $10,000 each were given to the Fischer Company and Rob McCoy. Completed construction of Kerper Boulevard Industrial Park, a 45-acre industrial park on Kerper Boulevard north of the freeway. Completed construction of Chavenelle Road and alt utilities west of Seippel Road. The department completed an application for RISE funding from IDOT to assist in paying for the street. A grant of $197,500 was provided in December 2001. New signage for the Dubuque Industrial Center West was installed at the entrance to the industrial park. Completed land sale agreements with the following: Ruscilli/McGraw-Hill for 23 acres, Interstate Power Company for 17 acres and Giese for 5 acres at Dubuque Industrial Center West. Continued to support riverfront development projects, including acquisition of the Dubuque Star Brewery building, grain storage lots owned by Peavey Company, Dubuque Hardwoods property, Mississippi Valley Truck CentedMiller Logging property, and master planning for Port of Dubuque. Negotiations continue for the acquisition of the Adams Company. Completed Memorandums of Understanding with DB&T/Heartland Financial and Quebecor. _ -140- Completed TIF Economic Development Grants to the following companies providing new jobs: McGraw~Hilt, 10 new jobs, 100 retained jobs; DB&T/Heart]and, 45 new jobs; Giese Manufacturing, 10 new jobs, 31 retained jobs; Quebecor, 106 new jobs. City received $1,184,000 Public Infrastructure Assistance Grant from the State, which allowed the City to commit a $692,000 forgivable loan to Eagle Window & Door. Provided Cooper Development an additional $97,000 loan from the City's CDBG Commercial/Industrial loan program to complete the Bricktown project. Completed a new Urban Renewal District Plan for Quebecor District and amendments to the Ice Harbor and Downtown Dubuque Urban Renewal Plans. $2,000,000 EDA Grant received to assist moving the Adams Company to the Dubuque Industrial Center West. Received $200,000 EPA Brownfields Assessment DemonstratiOn Pilot Program grant to assess environmental problems in the Port of Dubuque. RFQ issued for environmental consultant to manage the grant. Enterprise Zone contracts completed for Cottingham & Butler, Quebecor and DB&T/Heartland Financial. Historic Tax Rebate Program created and approved for Cottingham & Butler project. RFQ and RFP issued for the former Dubuque Star Brewery. Negotiations underway with the Alexander Company. -141- FUTURE INITIATIVES FOR FISCAL YEARS 2002 AND 2003: Continue implementation of the revitalization plan for the Old Main area in collaboration with property owners and Dubuque Main Street, Ltd. Continue focus on appropriate financial incentives to support overall economic development strategy. Continue rehabilitation of buildings in the Downtown Urban Renewal area using the Downtown Rehabilitation Loan Program and FaCade Grant Program. Continue dved=ront redevelopment efforts, including land acquisition, land use planning, marketing, economic feasibility analysis and development standards. Continue planning and design work for the expansion cf the Dubuque Industrial Center West easterly to include the former Bergfeld property. Telecommunication Strategy: The department is part of a team issuing an RFP for a consultant study to review City options in providing universal telecommunications services to Dubuque businesses and citizens. Washington D.C. Initiatives: Continue ongoing effort to become more aggressive in the pursuit of federal resources. Brownfields Initiative: Manage the EPA $200,000 Brownfields Assessment Demonstration Pilot program and submit application for $200,000 clean up grant. - 142- PROGRAM: Facilities And Environment DEPARTMENT/DIVISION: Housing and Community Development RESPONSIBILITY: David Harris, Housing and Community Development Director HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Community Development Activity Administered grants through the Community Partnership Program (cp2) for the following projects: Central High School assisted 20 students with on-site day care Hiilcrest Family Services assisted 15 youth with vocational training through the Building Community program Dubuque County Historical Society constructed an accessibility ramp for Woodward Riverboat Museum and towboat Logsdon 404 persons attended educational and social programs at Boys and Girls Club Administered CDBG grants to nonprofit organizations for public service activities and improvements to public facilities for the following projects: Project Concern assisted 40 Iow-income families with subsidies for transportation to childcare and school Project Concern assisted 264 Iow-income persons with completing applications for rent reimbursement assistance Scenic Valley Area Agency on Aging assisted 84 iow-income seniors with assistive living devices Northeast Iowa School of Music provided 38 youth with music and guitar lessons Visiting Nurse Association established a free dental clinic, which served 34 Iow-income persons Maria House hired part-time staff to provide follow up assistance to 21 residents Grand Opera House created an ADA compliant accessible restroom Awning purchased for the Dubuque Community Food Pantry Four Mounds educated 21 at-risk youth regarding building renovation skills through the Youth Empowerment Services program Handled 137 referrals for childcare and 935 applications for financial counseling, education services and health care services through a contract with Project Concern's information and Referral Service and Child Care Resource and Referral Service. Loaned free tools to more than 2095 residents interested in improving and maintaining their homes and property through a contract with the Washington Tool Library. Assisted senior center with operating costs. . -143- Helped 87 Iow and moderate-income homeowners to replace deteriorated public sidewalks by providing grants to off set 75 percent of the costs. Reconstructed a wall in Rocca Budda Park Funded 103 handicap curb ramps to improve handicap accessibility in public right-of way. Funded landscaping and renovation of public property at 2nd and Bluff Street. General Housing Inspections Systematic licensing and inspection of approximately 7,500 residential rental properties annually. Approximately one-fifth of all rental properties are inspected each year. General Housing staff maintains a "vacant and abandoned buildings" (VAB) inventory and regularly monitors these dwellings to insure they are kept secure from illegal entry. In a continuing effort to reduce this inventory - typically about 20 buildings - a number of enforcement approaches are employed. Citations are issued, buildings are referred to the Building Department for demolition and in some cases, repairs are performed with contracted labor and costs are assessed to the property. Response to over 850 citizen complaints within 48 hours with 746 re-inspections conducted during the year. Complete re-organization of General Housing and Assisted Housing property record files. Annual training of all Dubuque Fire Department personnel for the uniform and systematic inspection of rental housing stock assigned to DFD during the summer months. Staff provided support to the Housing Appeals Board, generating agendas and minutes for the board, setting up property viewings and calling the Board to meet as needed. ' Inspecting and assisting with the emergency inspection of rental properties damaged during ground water flooding - twice during the fiscal year. Continued activities of the HUD Lead Hazard Reduction grant, including the lead hazard inspection of 621 properties, lead hazard reduction activities in over 425 units, with 45 units with contracts pending. Over 400 contractors, workers, landlords and property owners have been trained and certified to safely perform lead paint hazard reduction work. Over $1 million in lead hazard reduction work was completed this year. Established a lead-safe housing unit registry, allowing parents of young children to systematically locate lead-safe housing. Each unit made lead-safe through the lead hazard reduction program is marked with a decal for easy identification. Established a professional lead certification program, offering lead certification training in all levels - contractors, workers, inspectors and visual risk assessors. The Dubuque Lead Hazard Reduction program trains approximately 95% of all lead professionals in the State of Iowa. -144- HUD's new lead paint regulations have successfully been implemented in both the Section 8 and rehabilitation programs, conducting lead dust clearance prior to occupancy. Submitted four grant applications for the continuation of the Lead Hazard Reduction program. The Lead Program received one Best Practices award from the US Conference of Mayors, in lieu of a monetary award. In partnership with the Housing Rehabilitation activity, the lead program inspected and has offered funding to property owners $5,000 grants to property owners to make a whole neighborhood lead-safe in the Five Points area. Lead is only one aspect of the renovation of these neighborhood homes, including historic preservation of the properties facades and porches. Housinq Rehabilitation Proqrams We were busy rehabbing single family and rental unit housing completing 225 units Using $1.2 million of city funds. This was matched by more than $3.9 million in private investment. We were able to see the completion of the YMCA into the newly remodeled Henry Stout Apartments, a 33-unit seniors complex. This project began in 1994 and finally resulted this year into a beautifully restored historic landmark. We've been making loans to Dubuque homeowners and landlords since 1978, through a variety of state- and federally-funded programs. The total loan portfolio now exceeds $7.5 million, earning more than $782,300 last year in program income. The loan repayments are used as a revolving loan program and new loans are generated yearly. Grant writing efforts were successful, including an award of $250,000 from the Iowa Department of Economic Development (IDED), from its Local Housing Assistance Program. This was in turn awarded by the housing Trust Fund Committee to Scott and Dawn Potter, for construction of another rooming facility on Garfield Avenue. This will provide affordable housing for Iow- moderate income men in another new ,building, similar to the Davis Place SRO completed last year on an adjacent lot. Both properties will be owned and managed by the Potters in two beautifully constructed facilities containing 38 single rooming units. IDED aiso awarded us a HOME Program grant in the amount of $202,000 for a comprehensive rehabilitation project in the "Five Points" area. Our goal Cs to renovate 30 homes and rental units throughout a square-block area, with emphasis on exterior improvements to restore the historic charau--ler of this turn-of-the-century neighborhood. A variety of other funding sources will push the total reinvestment in this area to nearly $1 million when completed in two years. We worked with the Planning Department and Historic Preservation Commission in awarding $20,000 in grants to Iow-moderate income homeowners to preserve the original character- defining features of their homes. Planning and Housing Rehabilitation staff along with the Historic Preservation Commission were also successful in awarding a total of $200,000 in Historic Preservation Revolving Loans. These funds were available on a competitive basis to property owners in four primarily residential historic districts for exterior rehabilitation projects that meet the Secretary of the -145- Interior's Standards. Loan payments will be made to a revolving loan fund and new loans will be made as revenues are generated. Rehabilitation staff with the Section 8 staff were successful in placing two Section 8 families into their first homes. We were the first and second Housing Authority in the State of iowa to accomplish this task. HUD regulations now allow us to use the rental assistance as mortgage payments, paid directly tothe lender. Two staff members attended a training session in Chicago sponsored by ICF Consulting, a firm hired by HUD to implement changes in how CDBG funds are spent on rehabilitation projects, called "Implementing the Lead Safe Housing Rule in CPD-funded programs". We learned that were we one of the top performers in implementing the rule and expending CDBG in rehabilitation projects. One staff member serves on the State Iowa-NAHRO board of directors. Section 8 Housing Programs The City provides approximately $3.5 million annually, with funds received from HUD, directly to area landlords, to subsidize rents for 1080 tenant households. Turnover of program participants has increased. We are performing group briefing sessions at Five Flags because of space limitations at the housing office. The group briefing sessions prepare approximately 25 - 30 participants for the issuance of the housing choice voucher and program participation. There are another 300 households on the waiting list. We are processing as many as 150 new applications each month. HUD and Congress now require 97% lease-up to remain eligible for additional funding. By fiscal year end, we were running at 100% occupancy. That qualifies us, according to HUD's ranking system, as a High Performing housing authority. We submitted an application for 20 additional vouchers under the Mainstream Program, for disabled persons. The Family Self-Sufficiency Program is operating at maximum capacity - 45 families are receiving supportive services. We applied for a 10th year extension of this program, and additional funds for a homeownership program for FSS families. We have formed a partnership with Dubuque County Extension Services, to use their staff for financial and homebuyer counseling. We became the first housing authority in Iowa to complete the process for a Section 8 family to utilize their Housing Choice Voucher for the Section 8 Homeownership Program. New HUD regulations now allow us to use the rental assistance as mortgage payments, paid directly to the lender. And by year-end, a second Section 8 participant had entered the homeownership program. We created a "municipal housing agency governing board" for the Section 8 Program. This consists of the City Council plus the designated Section 8 participant on the Housing Commission. This board meets whenever actions of the Housing Commission and budgetary issues require Council approval. It gives the Section 8 Commissioner an opportunity to participate in decisions that create policy for our program. -146- FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: Community Development Activity Provide ongoing review with the Community Development Advisory Commission on implementation of the consolidated plan to achieve the goals and objectives. Enhance public awareness of the Community Development Block Grant program through improved communication and simplification of the participation process. Continued recruitment for Commission members from designated areas to reduce vacancies. Work with the Neighborhood Development Specialist to design and implement initiatives to address neighborhood concerns. To continue to provide leadership to the Affordable Housing Committee in an effort to promote development of single family housing that is affordable to moderate-income households; and to the Downtown Planning Committee as a comprehensive plan for the revitalization of the downtown is developed. General Housing Inspections Conversion of the Housing and Community Development code enforcement inspection software to the citywide Accela program. This will enable Building, Health, Zoning and Housing to share a common database and end duplication of effort by multiple departments. Annual rental license billing will also be accomplished through this program. This will result in the reduction of three different software programs to one common program. Introduction of handheld computer devices to inspection staff, allowing them to enter inspection results in the field, instead of taking hand written notes, and then having them entered, printed and mailed by clerical staff. This should result in inspection results being sent out to property owners more quickly and cut down on stafftime in the generation of reports. Property addresses and phone numbers will be easily accessed by the inspectors in the field, as well as code and other reference materials. These hand held devices will also be able to be used as stand alone computers when inspectors are in the office. This should also cut down on inspectors' need for clerical staff to generate correspondence. Housing Rehabilitation Programs To hold a Homebuyer Seminar with area lenders and the Human Rights Department in October to encourage homeownership. To continue to work with area lenders in placing first-time homebuyers into their first homes. To continue our partnership with the Dubuque County Extension Office, established in 1992. -147- Apply to the Federal Home Loan Bank for $250,000 to continue the PATH Program, "Pathways Affordable to Homeownership". Funds are made available to first-time homebuyers as five-year forgivable loans. Apply to Iowa Department of Economic Development (IDED) for HOME funds to continue the rental rehabilitation program. To expend the HOME funds targeted for the ~Five Points" area. To work with the Economic Development Department, State Historic Preservation Office, a private architect and property owners t9 accomplish the goal of creating a neighborhood where everyone knows their neighbor. Section 8 Housing Programs The City continues to focus on utilization rates to maintain maximum voucher usage. Additionally the Section 8 Homeownership Program and the Family Self-Sufficiency Program will continue to be utilized by all interested and eligible participants. The City will continue to seek appropriate funding enabling us to expand and assist the growing numbers of program participants. The City will continue to work jointly with Dubuque Community Policing efforts and other law enforcement agencies to assure law-abiding participants are being assisted. The City continues to support and develop relationships with non-profit agencies and government agencies to assure that community wide housing needs are met. . -148- PROGRAM: Home And Community Environment DEPARTMENT/DIVISION:Administrative Services/Cable TV RESPONSIBILITY: Merrill Crawford, Cable Franchise Administrator HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Wireless Leases During FY-03, the City approved an upgrade of US Cellular antennas on the water tower at 1575 W. Third Street, which will improve cellular telephone service in the area and will enable new wireless data transmission services as well. Cable Franchise Renewal With the assi§tance of the Miller & Van Eaton law firm of Washington, D.C. and CBG Communications of Malvern, PA, an extensive ascertainment of the community's future cable related needs was completed during calendar year 2002. First-person negotiations between City and Mediacom representatives began in October regarding the terms and conditions upon which Mediacom's cable franchise could be renewed, under the provisions of federal law. Data and analysis gathered from a written citizen survey, a public hearing, e-mail and telephone comments, focus group sessions, technical inspections, and other instruments will benefit other projects as well. City Expo 2002 The Cable TV Division works with the Public Information Office to plan the physical floor plan of the annual City Expo event in the Five Flags Center, and coordinates the move-in and move-out of vehicles and displays, as well as providing for the audiovisual and display equipment needs of various departments. New Telephone System All but the smallest City government buildings were converted in 2001 to a new digital telephone system utilizing our own optical fiber network, leased T-1 lines, and a wireless link. Local telephone service was also transferred from Qwest to McLeodUSA. Theresult is an upgrade to state-of-the-art telephone and voice mai~ features and services at a substantial reduction in monthly telephone bills. Much of calendar year 2002 was spent fine tuning the system and resolving billing and credit anomalies between Qwest and McLeodUSA. SDSL service was procured for high-speed lnternet Access for the Keyline Transit offices. America's River Telecommunications Infrastructure The Cable Franchise Administrator has provided advice to City engineers and others in the requirements and general design of communications conduit and fiber optic systems, video camera, monitor and switching systems, and sound systems for the peninsula.. Municipal Broadband Feasibility Study The Cable Franchise Administrator attended a first-in-the-nation Municipal Broadband Seminar in September 2002, sharing the information with the City's task force on telecommunications -149- alternatives. As stipulated by the City Council in the FY-2003 Budget, a Request For Proposals was issued in October 2002 for a feasibility study of various possible approaches to municipal involvement in cable and telecommunications infrastructure and services. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: Cable Franchise Renewal Implementation of the terms of the renewed Cable franchise, particularly as regards new fiber optic construction and PEG Access equipment upgrades, will continue in earnest in FY-2004. New Telephone System Further employee training, extension of the new system to smaller facilities where practical, and introduction of additional features and capabilities will continue at a measured pace. Wireless Antenna Sites More wireless telecommunication service providers may be expected to seek additional antenna and tower sites within the City limits. The Cable Franchise Administrator will continue to assist the Planning Services staff in addressing these needs while limiting the number of new towers erected. Municipal Broadband Feasibility Study The results of the FY-2003 feasibility study will be presented to the City Council and may provide viable options and decision points for cable/telecommunications strategies and construction projects beginning soon thereafter. -150- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Administration Planning Services Laura Carstens HIGHLIGHTs OF PRIOR YEAR'S ACCOMPLISHMENTS: DEVELOPMENT SERVICES ACTIVITY Zoning Advisory Commission Planning Services staff continued to support the Zoning Advisory Commission at their monthly meetings during FY2002. The Zoning Advisory Commission provided recommendations to the City Council on 21 rezonings, 19 minor and major subdivision plats, and 19 text amendments to the Zoning and Subdivision Ordinances. Zoninq Board of Adiustment Planning Services staff continued to support the Zoning Board of Adjustment (ZBA) at their monthly meetings during FY 2002. The ZBA considered 10 variances, 5 conditional uses, 1 appeal and 53 special exceptions. Development Review Planning Services staff continued to coordinate biweekly meetings of the Development Rev ew Committee with the Fire, Water, Engineering and Building Services Departments. In addition to 19 subdivision plats, the Committee reviewed 44 minor and major site plans for new multi-family residential, commercial, office, institutional, and industrial developments. In addition, Planning Services staff reviewed 39 limited setback waivers, 138 permanent sign permits, 58 temporary sign permits, 4 temporary use permits, 25 simple subdivisions and 2 flood plain permits. Staff assisted pdvate developers, business owners, realtors and citizens with inquiries about residential, office, commercial and industrial projects and expansions. Planning Services staff continued to distribute a customer service survey to all Commission, Board, and Development Review applicants, and to provide an annual report on the Survey results to the City Manager. Staff continued to use the Permit Tracking software In conjunction with the Building Services Department. Staff also served on the Storm Water Management and Hazard Mitigation Task Forces. Zoninq Enforcement The Zoning Enfomement Officer assisted with proactive and complaint-based enforcement of the Zoning Ordinance. Activities include inspections, interdepartmental coordinated code enforcement, court testimony for zoning and other code compliance, interaction with citizens and neighborhood organizations, and maintenance of an enforcement database. The Zoning -151- Enforcement Officer responded to 472 complaints, sent out 250 violation notices and closed 412 cases. The Zoning Enforcement Officer continued to coordinate resources for neighborhood clean-up efforts and used the City's towing contractor to remove inoperable and abandoned vehicles. Other Planning Services staff spent time coordinating code enforcement with property owners, neighbors and other City departments on unique zoning violations and neighborhood disputes. Geographic Information System (GIS) Planning Services staff continued to participate on the GIS Task Force and DAGIS Data Updating Task Force for data conversion, pricing and distribution policies. Staff produced approximately 50 maps and related analyses in FY 2002. Developers' Roundtable The Developers' Roundtable was invited to participate in the 2001-2002 update of the Future Land Use Map and the Developers' Workshop for the Port of Dubuque. HISTORIC PRESERVATION ACTIVITY Historic Preservation Commission Planning Services staff continued to support the Historic Preservation Commission (HPC) at their monthly meetings during FY2002. Staff also assisted homeowners, landlords and business people with HPC design reviews. The HPC conducted 72 design reviews, reviewed 1 nomination to the National Register of Historic Places, and considered 10 demolition permit requests. Staff also coordinated 9 community outreach and education programs. The HPC sponsored activities for National Historic Preservation Week. Staff and HPC members attended several historic preservation workshops and training sessions. Planning Services staff continued to distribute a customer service survey to all Commission applicants, and to provide an annual report on the survey results to the City Manager. Demolition Districts Planning Services staff worked with Legal staff to research increased demolition penalties in Demolition Districts. Architect'ural/Historical Survey/Evaluation Planning Services staff closed out the consultant contract and the State grant for Phase Il of the Architectural/Historical Survey/Evaluation. Staff managed the State grant, Historic Preservation Interns, and consultant contract for Phase Ill of the Architectural/Historical Survey/Evaluation: National Register Listings Planning Services staff facilitated Historic Preservation Commission and Council review of four buildings listed on the National Register in 2002. -152- Shot Tower Planning Services staff solicited proposals and hired a consultant to develop a National Historic Landmark Nomination for the Shot Tower. Planning Services staff also applied unsuccessfully for a "Save America's Treasures" grant for restoration of the Shot Tower. Historic Preservation: Program Implementation Planning Services staff coordinated a marketing effort for two new incentive programs: the Historic Preservation Homeowner Grant and the Historic Preservation Revolving Loan Fund. Staff contacted the State Historic Preservation Office and other cities for alternatives to the appeal process for HPC decisions. Staff also conducted background research and field inspections, compiled data, and then drafted plans to expand the Urban Revitalization Program to all historic districts. The City Council adopted the expansion in November 2002. Historic District Design Guidelines and Training Planning Services staff successfully applied for two State grants to develop a manual of design guidelines for properties and streetscapes in the historic districts, and to provide design review training. Planning Services staff also received a Preservation Services Fund grant for printing the design guidelines. Staff formed a steering committee of HPC members, City staff and community stakeholders to work with the selected consultant on creation of this manual. Public workshops and public meetings were held. The City Council adopted streetscape and ~andscape guidelines in March 2002, and architectural guidelines in May 2002. Two design review training sessions were held in August and September 2002. Historic District Public Improvement Program Planning services staff coordinated input from City departments, the HPC and the Historic Distdct Design Guidelines Steering Committee on the development of a policy for ailocation of funds for the Historic District Public Improvement Program. The City Manager and City Council approved the policy guidelines in August 2002. CITY PLANNING ACTIVITY Long Range Planninq Advisory Commission Planning Services staff continued to support the Long Range Planning Advisory Commission at their monthly meetings and public forums for the 2001-2002 update of the Future Land Use Map. Staff also assisted the Commission with staff support for two subcommittees to augment the Comp Plan update: the Downtown Planning Committee and the Joint City/County Planning Committee. Downtown Pianninq Committee In 2001, the Planning Services staff provided support for the Downtown Planning Committee at their monthly meetings for the initial phase in the creation of a Comprehensive Downtown Master Plan: the Vision Downtown process. Staff assisted the Committee with procurement of a City budget and in-kind services from the State for a facilitator, research on other funding -153- sources, prqcurement of consultants for distribution and tabulation of a citizen questionnaire, and scheduling for two community forums. Vision Downtown was adopted by the City Council in December 2001. in 2002, Planning Services staff assisted the Committee with submission of a grant application to the towa Department of Economic Development. Planning Services staff coordinated development of an RFP, review of proposals, consultant interviews and contract negotiations with the selected consultant. Joint City/County Planning Committee Planning Services staff continued to provide support for the Joint City/County Planning Committee for fringe area planning. Staff researched and drafted an intergovernmental agreement for fringe area planning and development standards. Dubuque Metropolitan Area Transportation Study The Plannir~g Services Manager continued to participate on the Dubuque Metropolitan Area Transportation Study (DMATS) Technical Advisory Committee. The Planning Services Manager attended meetings for the Mississippi River Crossing Study, the Southwest Ar[erial Environmental Studies, and the Highway 20 Capacity improvement Studies. Comprehensive Plan Implementation Working with the LRPAC and community stakeholders at public forums, staff prepared a list of community indicators to track quality of life trends and accomplishment of the Comp Plan's goals and objectives. Through a similar input process, staff also updated the Future Land Use Map of the Comp Plan. The City Council then adopted the proposed future land use map in September 2002. Annexation Analysis Staff analyzed two annexation requests for 86.3 acres, which were approved by the City Council. Staff provided information and coordinated meetings with property owners interested in annexation. Heritage Trail Master Plan: Implementation The Planning Services Department continued to implement the Heritage Trail Master Plan through coordination of several trail projects funded with State and Federal grants. Working with the Engineering, Park and Street Divisions, Planning Services staff worked with a consulting engineer and the selected construction contractor to widen the Dubuque Jaycees Trail atop the levee along the Peosta Channel. The project was completed in November 2002. Together with Engineering staff, Planning Services staff worked with a consultant and the Iowa Department of Transportation on the Heritage Trail Extension, a combination of off-road and on- street trail routes along the riverfront and through downtown from 22"d Street to the Mines of Spain State Recreation Area. The construction contract was awarded through an IDOT bid letting in August 2002. Grading and paving was completed by November. -154- Planning Services staff applied successfully for a State grant to connect the Heron Pond Nature Trail with the planned Pyatigorsk Park at 16t~ Street and Kerper Blvd. In conjunction with the Dubuque County Historical Society and the Center for Local History at Loras College, the Planning Services staff completed the text and graphic designs for 5 interpretive signs along the Dubuque Heritage Trail. The signs, which were funded with a State grant, were installed by Park Division employees on the North End Neighborhood Trail and at the Lock and Dam. Staff began work on another 5 interpretive signs for the Mississippi Riverwalk, also funded with a State grant. Riprow Valley Project Planning Services staff continued to assist the Leisure Services Depar[ment and the Dubuque Girls Independent Softball League with construction a softball complex at the Riprow Valley project site. Staffthen coordinated with state and local agencies to complete a consultant for a Phase t archeological survey of the project site. Planning Services staff also successfully applied for a second Federal grant to fund acquisition. America's River Proiect In connection with the America's River project, the Planning Services Manager served as the facilitator for the 4th Street Peninsula In-House Work Group, participated on the 4th Street Peninsula Work Group, attended meetings of the 4th Street Peninsula property owners, and served as design liaison for the Riverwalk. Planning Services Manager also participated in the consultant meetings for the Vision Iowa application, Master Site Plan for the Port of Dubuque, design and construction of the Education and Conference Center, and design and construction of the Riverwalk. Port of Dubuque Design Review Committee Planning Services staff coordinated meetings and staff support for the Port of Dubuque Design Review Committee to implement the Port of Dubuque Master Plan and Design Standards. Wayfinding Signs Planning Services staff facilitated the request for proposals and consultant selection process for the highway and tourist district wayfinding signs. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: Planning Services staff will continue to support the City Council, Zoning Advisory Commission, Zoning Board of Adjustment, Long Range Planning Advisory Commission, Historic Preservation Commission, Downtown Planning Committee, Joint City/County Planning Committee, Port of Dubuque Design Review Committee and Development Review Committee at their meetings. Planning Services staff will continue to participate on the DMATS Technical Advisory Committee, Hazard Mitigation Task Force, '4th Street Peninsula In-House Work Group, Customer Service Training Task Force, Historic Preservation Homeowner Grant Review Committee, Historic Preservation Revolving Loan Review Committee, and Safety and Health Committee. -155- Planning Services staff also will participate on the Community Health Center Committee, Community Resource Center Committee, Wayfinding Signs Committee and the Arts Policy Task Force. Planning Services staff will attend regional and statewide trail meetings as well. Staff will continue to coordinate development review and code enforcement with other departments, research text amendments to improve the Zoning and Subdivision Ordinances, and help implement recommendations for one-stop development, permit consolidation, and permit tracking. Staff will continue proactive and complaint-based enforcement, coordinated enforcement with other City departments and implementation of the Zoning Enforcement Program developed by staff. Staff will continue to look for ways to strengthen zoning regulations and code compliance. Staff will coordinate with City staff and design consultants to complete construction of the extension of the Heron Pond Nature Trail and the Heritage Trail Extension, and the Riprow Valley project. Staff also will oversee installation of five interpretive Signs. Staff will continue to seek additional grants for trails, historic preservation, downtown planning, Shot Tower restoration, riverfront development and related projects. Staff will continue to assist other departments and non-profit agencies with grant applications as needed. Staff will continue to assist the Downtown Planning Committee with creation of a downtown master plan. Staff will continue to assist the Joint City/County Planning Committee with preparation of an intergovernmental agreement for fringe area planning and development standards. Staff will continue to analyze vol.untary annexation requests that are received, and to coordinate an update of the 1996-1997 Annexation Study. Planning Services staff will continue to implement programs and incentives for historic preservation, including Historic Preservation Homeowner Grants, Historic Preservation Revolving Loan Fund, and Historic District Public Imprc~vement Program. -156- PROGRAM: Administration DEPARTMENT/DIVISION: City Manager's Office RESPONSIBILITY: Michael C. Van Milligen, City Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Administration and Operations America's River The City of Dubuque, in partnership with the Dubuque Area Chamber of Commerce, the Dubuque County Historical Society, Dubuque County, the State of iowa, and Platinum Hospitality Corp., continues to shape Dubuque's riverfrent renaissance. The Grand Harbor Resort and Waterpark opened in December 2002. The National Mississippi River Museum and Aquarium will open early summer 2003, and the Grand River Center is on schedule for a fall 2003 opening. Providing the framework for these anchor components is the American Trust River's Edge Plaza and the Mississippi Riverwalk, which will open in the spring. America's River at the Port of Dubuque offers the community an incredible opportunity to showcase its most impressive natural asset, the Mississippi River. Since its inception, the America's River project has grown significantly in size, scope and financial investment. As more partnerships are developed and interest in the plan continues to increase, the revised America's River project plan offers an extensive and comprehensive vision. The City has worked diligently to acquire riverfront property, and there is an exciting initiative for a $5.5 million development of the former Dubuque Star Brewery. We continue to meet with Durrant Architects about their plan for a $45,000 sq. fi., mixed-use office building. A ground-breaking ceremony - aided by 14 backhoes and volunteer backhoe drivers - was held in July for the Grand River Center. It featured Iowa Gov. Tom Vilsack, legislative representatives, America's River partners, and hundreds of guests. Construction has been continuing on a healthy pace and the project has stayed on schedule. The America's River project has seen an outpouring of local, state and national support, including $40 million of funding from the State of Iowa's Vision iowa program. This Vision Iowa grant will help retain young adults in our community and attract tourists to iowa. With this financial support, America's Riverwill provide educational, recreational and tourism opportunities for local residents and guests from across the globe. An America's River marketing committee has been meeting for well over a year and has entered into a contract with consultants Sprenger McCullough & Co. This Kansas City-based marketing, public relations and advertising agency has partnered locally with Get Smart Design Co., to introduce America's River to the convention and leisure traveler. Sprenger McCullough has vast experience working with non-profit agencies to launch national promotions and is very excited about the America's River campaign. -157- Economic Development The City Council has made economic growth for the community one of its short- and long-range goals for the past few years. That vision, along with appropriate planning, has helped to spur development throughout the community and set into motion significant business growth. The America's River project continues to increase interest in redeveloping Dubuque's historic downtown area. Downtown development activities included $1,043,000 in loans to support the following projects: Cottingham and Butler's exterior and interior renovations of the Town Clock Building, the Grand Opera House, the reuse of the Cooper Wagon Works Building to Bricktown Brewery, and Pepper Sprout restaurant. City loans will leverage more than $8.9 million in investment downtown. A fa¢ade grant of $10,000 was given to Rob McCoy for a major remodeling of his Main Street building into a bakery, and the Fischer Company received a $10,000 fa(;ade grant. Heartland Properties made a substantial investment in the downtown area with the purchase of the former Walsh Stores building and the addition of 100 positions. Renovation work on that property is evident as the fagade undergoes a major facelift. In 1997, the City purchased over 900 acres for development as industrial parks. Over a five- year period, the City has committed in excess of $20 million to develop the parks and extend utilities, opening up more property for private development. Kerper Boulevard offers 45 acres of highway- and rail-accessible industrial sites west of Kerper Boulevard and north of the Smithfield property. Eagle Window & Door recently held a ribbon- cutting event for its efficient, one-level facility on Kerper Boulevard. Flynn Ready-Mix Concrete Co. also will be relocating on this site, along with the new facility for the City of Dubuque's Operation and Maintenance Department. Quebecor Printing Company has announced plans to expand its facility on Kerper Boulevard and add 100 positions. The Dubuque Industrial Center West, which includes 220 acres of the former Dubuque County Farm, has two new tenants. Book publisher McGraw-Hill will open a warehouse and distribution center on its site, while adding ten new jobs. Alliant Energy will be constructing an operations facility and sub-station. The DICW includes a 40,000 square foot spec building available through the Greater Dubuque Development Corp. The Dubuque Technology Park, a 118-acre site located in the southeast corner of the intersection of U.S. Highway 61 and Lake Eleanor Road, is providing a home for bdsinesses such as McLeod USA, Cartegraph, Advanced Data-Comm., and Integraph. Development of the 230 acres near Highway 20 and Cousins Road was initiated with the extension of Seippel Road and the extension of sanitary sewer out to the landfill. Forty-six acres were transferred to the Fischer Companies as part of a land swap/sale for property in the Fourth Street Peninsula. Additional development of the new industrial parks was made possible with the extensions of sanitary sewer and water services to the sites. A change in priority is being proposed through this yeads budget process to first develop the Bergfeld property. This is consistent with the City Council's priorities. Planned and Orderly Growth Planning Services staff continues to support the City Council, Zoning Advisory Commission, Zoning Board of Adjustment, Long Range Planning Advisory Commission, Histodc Preservation . -158- Commission, Downtown Planning Committee, Joint City/County Planning Committee, Port of Dubuque Design Review Committee and Development Review Committee at their meetings. Planning Services staff will continue to participate on the DMATS Technical Advisory Committee, Hazard Mitigation Task Force, 4th Street Peninsula In-House Work Group, Customer Service Training Task Force, Historic Preservation Homeowner Grant Review Committee, Historic Preservation Revolving Loan Review Committee, and Safety and Health Committee. Planning Services staff also will participate on the Community Health Center Committee, Community Resource Center Committee, Wayfinding~Signs Committee and the Arts Policy Task Force. Planning Services staff will attend regional and statewide trail meetings as well. Staff will continue to coordinate development review and code enforcement with other departments, research text amendments to improve the Zoning and Subdivision Ordinances, and help implement recommendations for one-stop development, permit consolidation, and permit tracking. Staff will continue proactive and complaint-based enforcement, coordinated enforcement with other City departments and implementation of the Zoning Enforcement Program developed by staff. Staff will continue to look for ways to strengthen zoning regulations and code compliance. Staff will coordinate with City staff and design consultants to complete construction of the extension of the Heron Pond Nature Trail and the Heritage Trail Extension, and the Riprow Valley project. Staff also will oversee installation of five interpretive signs. Staff will continue to seek additional grants for trails, historic preservation, downtown planning, Shot Tower restoration, riverfront development and related projects. Staff will continue to assist other departments and non-profit agencies with grant applications as needed. Staff will continue to assist the Downtown Planning Committee with creation of a downtown master plan. Staffwill continue to assist the Joint City/County Planning Committee with preparation of an intergovernmental agreement for fringe area planning and development standards. Staff will continue to analyze voluntary annexation requests that are received, and to coordinate an update of the 1996-1997 Annexation Study. Planning Services staff will continue to implement programs and incentives for historic preservation, including Historic Preservation Homeowner Grants, Historic Preservation Revolving Loan Fund, and Historic District Public Improvement Program. Park Development As part of the City's Neighborhood Reinvestment Strategy, the Leisure Services Department has examined existing parks, and reviewed structures, play equipment, landscaping, and amenities in light of park user's needs. A seven-year plan was developed to renovate each mini-park and neighborhood park in the system. Fiscal Year 1994: Fiscal Year 1995: Summer 1996: Fall of 1996: Summer 1998: Focused upon Avon and Comiskey Parks Renovation of Hilltop Park Improvements to Gay, Burden, and Madison Parks Focused on Valley High and Jackson Parks Improvements to Marshall and Jefferson Parks . -159- Fiscal Year 1999: Fiscal Year 2000: Fiscal Year 2001: Fiscal Year 2002: Fiscal Year 2003: Fiscal Year 2007: Improvements made to Allison-Henderson and Veteran's Memorial Parks Eagle Point Park equipment was replaced Falk and Miller-Riverview Parks targeted Hilicrest and Cleveland Parks Murphy and Flat Iron Parks. Waller-Cooper Park In the second phase of the study, the Leisure Services Department and Planning Services Department worked together to identify community-wide needs for types and locations of new parklands. Some additions to the park system that have addressed some of the needs: Converted a car repair business at 2819 Pinard St. into Pinard Park. Converted an abandoned housing site at 508 Loras Boulevard into Roeco Buda Sr. Park. Usha Park development has begun at the corner of Pennsylvania and the Northwest Arterial. Development of Teddy Bear Park in Fiscal Year 1999 as a one-acre mini-park serying the immediate neighborhood of the Sunnyslopes subdivision. Landscaping is complete, and a dedication was held in spring 2001. Worked with the school system to develop Valentine Park, which is an 11-acre property owned by Dubuque Community Schools at the corner of Valentine and Cody Drives. This area serves as an excellent neighborhood park facility while preserving a future site for a school building. The park opened in the spring of 1999. The Mercy Greenbelt, along Catfish Creek at the Northwest Arterial, is a 35-acre parcel of land dedicated to public use as a part of the new Medical Associates development. It will feature hiking paths and nature walks. Completed Northend Trail, an off-street hiking/biking trail from 22nd St. to 32nd St., by using old rail line. This trail will eventually connect with Heritage Trail. Waterworks Park is scheduled to be started in Fiscal Year 2005 as an exciting component of the larger Riverfront Plan, designed to attract a variety of users of all ages to the Hawthorne Street Peninsula and link via the Heritage Hike and Bike Trail to the exciting riverfront development occurring as part of the America's River project. Pyatigorsk Park, at 16th and Kerper Boulevard, is scheduled for development in Fiscal Year 2005. Started development of the Bergfeld Recreation Area, which includes fishing ponds, trail, a pavilion, and rest rooms, located in the Dubuque Industrial Center West. Welu Park, at the end of Welu Drive, development is scheduled in Fiscal Year 2006 and is to be developed as a mini park, including play equipment. -160- Crescent Park, off Crescent Ridge is also scheduled for FY 2006 and will include play equipment, landscaping, and a sidewalk. Harvest View Park, on Asbury Road between Dennis Kitchen Funeral Home and Resurrection Church is a one-acre site scheduled for play equipment, landscaping, sidewalk, and a gazebo in Fiscal Year 2004. Transportation System DMATS The Dubuque Metropolitan Area Transportation Study, known as DMATS, is composed of staff and elected officials of local governments charged with long-range transportation planning. DMATS is focusing their attention and planning expertise on the significant challenges involved in meeting the transportation needs of the future. Current projects include increasing safety and capacity on US Highway 20, the continued development of the Southwest Arterial, and the Downtown Dubuque Transit Alternatives Analysis. DMATS and City staffs are coordinating with consultants to coordinate the many projects currently underway on US Highway 20 (US 20). Improvements currently under study include short-term intersection improvements to decrease side friction, traffic signal coordination, and a long-range corridor study. The short-term improvements will increase capacity while still not precluding an alternative to develop US 20 into a full-freeway design to meet future traffic needs. An Air Quality grant was awarded to implement these delay-reducing improvements. Mississippi River Bridqe Crossing The location study and environmental assessment are complete and final design is underway. The Iowa and Illinois Departments of Transportation (DOT) have selected the firm of Parsons of Chicago, Illinois, in conjunction with WHKS of Dubuque, to perform the final design of the bridge, bridge approaches, and roadway improvements. The Iowa and Illinois DOT have selected the Tied-Arch design to proceed with final design (30% completed). Cost estimates for the entire project are $165 million. This leaves a funding gap of $130 million. The Iowa and Illinois DOT expect to authorize all funds for Phase I in federal fiscal year (FFY) 2003. Phase I includes right of way (ROW) acquisition and utility relocation in Iowa, the complete design, and possibly some ROW acquisition in Illinois. The final design should be completed in FFY 2004 at which time construction may begin. The City and DMATS will continue working with Iowa and Illinois DOT and federal legislators to obtain additional funding for the completion of the bridge. Assuming funding can be secured for the construction of the balance of the construction costs, it would be possible that the entire project could be completed and opened to traffic by calendar year 2008. US 20 Intersection Improvements The consultant, Howard R. Green and Associates (HRG), is currently working on several projects to increase the capacity of US 20 through Dubuque. These improvements are intended to be a short-term solution to the existing and forecast congestion on US 20. HRG has multiple contracts for the projects and is working under the combined guidance of City, DMATS, and Iowa DOT staffs. HRG is in the final design stage of the traffic signal coordination for'the intersections on US 20 including Devon Ddve, the Midway Motel entrance, JFKJCedar Cross Road, Wacker Drive, Century Ddve, Crescent Ridge, NW Arterial, Olde Highway Road, and the New Menards. The improvements will include new signal equipment, fiber-optic interconnect, and coordinated timing. Construction is scheduled for completion by the end of October 2003. The intersection improvements project includes the intersections of Devon Drive, Brunskill Street, JFK/Cedar Cross Road, Wacker Drive, and Century Drive. Final plans are scheduled for completion Spdng 2003 with ROW acquisition (minor) beginning at that time. Improvements may include additional turn lanes between NW Arterial and Olde Highway Road, raised medians, and new alignments of intersections. Construction is scheduled for completion in October 2004. The concept of this project is to extend University Avenue to intersect with US 20 at the Theisen's entrance. This is intended to relieve the complex and overloaded intersection of JFK/Cedar Cross Road/University Avenue and US 20. This project is in the development phase, and HRG is working on the Phase II environmental site assessments, architectural/historical and archaeological reviews. A public meeting is scheduled for spring 2003 to solicit public input. Iowa DOT has awarded a contract to HDR, Inc. to design the long-term (Year 2025) improvements to US 20 from the Peosta interchange to Devon Drive. The intent is to design this improvement as a freeway, although right-of-way or other issues may preclude such a high -priority improvement. The desired outcome is a system that would provide adequate access control and improved capacity for both local and through traffic. The study has been scaled back due to budget concerns and is currently focused on the rural section of the project. Currently no funding is provided for this construction project. The Iowa DOT has established a Corridor Protection Zone on US 20 from Devon Drive to the City of Peosta. The intent is to keep future major developments from encroaching into the proposed future right-of-way, thereby causing additional right-of-way and relocation costs when the project is built. The Iowa DOT Commission must approve any improvements proposed within the Corridor, or the property must be acquired by the Iowa DOT. Southwest Arterial The City has taken over the administration of the Environmental Impact Statement (ELS) with HDR and will carry it through to a Finding of No Significant Impact (FONSI). In an effort to reduce the cost of the project, the project coordinating committee working with HDR, has lowered the design speed and the interchanges for the phase I construction. This will substantially reduce the grading cost and will limit a significant amount of environmental and archaeological issues in the Corridor. ROW will be acquired for the future construction of a four- lane divided highway and for the future interchanges when the need arises. The environmental assessment work continues and is scheduled for completion in spring 2004. Preliminary design will begin spring 2003 and take two years. Final design is scheduled to begin spring 2005 and to be completed early in 2007. Construction may begin at that time should the remaining funding be secured. Iowa DOT has programmed $21 million through 2006 and DMATS has programmed $7 million through 2009. Staff is currently working to raise the additional estimated $43 million needed to complete the phase I construction by fall 2009. Downtown Dubuque Transit Alternatives Analysis The City has entered into a contract with URS/BRW of Minneapolis to perform this study to examine transit alternatives to provide transit access to the Riverfront and increase circulation throughout the downtown. DMATS staff is providing project management and helping to coordinate with city staff. The study is currently in the public involvement phase and scheduled -162- for completion in 2003. It is the intent of the City and consultant to be prepared for a New Starts submittal in August 2003. The findings of the study will be integrated with the City's downtown development plan and the long-range transportation plan. Street Improvements In 1988, the community approved a local option sales tax, with a portion of the revenue allocated to help defray property tax assessments. As a result, the City has been able to tackle an ambitious multi-year effort to rebuild and to upgrade our surface transportation infrastructure in all corners of the City. Prior to 1995, the City spent $2.1 million each year on the street program. During the 11-year period from 1995 through the annually adopted five-year capital improvement program through 2006, the City now averages more than $6 million annually in the street program. This doesn't include asphalt overlays by City crews. In that 11-year period, more than 50 percent of city streets will be resurfaced or reconstructed In calendar 2001, 56 streets (9.78 miles) were paved with asphalt by the Operations and Maintenance Department. This year, departmental crews paved 61 streets (10.43 miles). Those streets arel Adair, Ambassador, Arabian Trail, Atlantic, Auburn, Buckskin, Buena Vista, Clifford, Clydesdale, Concord, Cooper Place, Cottage, Custer (Auburn to Grandview), Davenport, Delaware, Dexter, Dove 0Nailer to Bonson), Earl, Edith (Burden to Brunswick), Embassy, Embassy West (Pennsylvania to Ambassador), English Lane, Ethel, Fenelon Place, Fillmore, Foothill (JFK to Key Way), Gilmore, Goethe (Windsor to Sheridan), Hempstead, Ida, Ideal, Key Largo, Keymeer, Kurt, Lagen, Lawther (Sheridan to Windsor), Leibe, Lowell, Marion, McPoland, Meadow Lane (north of Dodge), Mineral (west of Devon), Mt. Carmel (Grandview to Cannon), New Haven, Ogilby, Palm, Palomino, Prysi, Queen Extension, Raymond, Robin, Ruann, Shetland, Southern (Samuel to Grandview), St. John (Hillcrest to Keymeer), Strauss (Windsor to Burden), Tibey, Waller, Washington (north of Liebe)~Woodrow, and Woodworth. Since 1993, Operations and Maintenance Department crews have paved a total of 77.27 centerline miles of city streets - a quarter of Dubuque's total mileage. Neighborhood Reinvestment Strategy The City of Dubuque is strengthening its commitment to the quality of life in our neighborhoods. The comprehensive Neighborhood Reinvestment Strategy is a concentrated effort to revitalize Dubuque's neighborhoods. The Neighborhood Development Specialist, serves as a communication link between the neighborhoods and various City departments, and works to make City resources more responsive to specific neighborhoods needs and problems. For example: The Uptown Recreation Program is using our parks, churches, and schools to bring youth recreation opportunities into targeted neighborhoods. The number of children registered in this program grew from 128 in 1994 to 715 in 2002. In 2002~ more than 300 Dubuque youth participated 5,500 times in the City's After School Recreation Program at Prescott and Audubon Schools. In addition, there were more than 300 individuals who participated 4,039 times in the Open Gym Program. One hundred forty children participated in the City-sponsored Four Mounds Summer Camp that included eight separate one-week sessions. Also, during the 2002 summer, 40 adult males participated in the Community Basketball League, which is targeted for Iow-income residents. Implementation of the Police Department's Community Oriented Policing Program continues to have a positive impact on the neighborhoods. The COP officers are building relationships in the community as they enlist the aide of other City departments to solve prob!ems within their neighborhoods through the building of trust relationships. The Crime Free Multi-Housing Certification Program was held again in 2001 and 2002 to assist landlords in making their properties safer through an applicant screening process, physical security measures and other actions. The level of high impact calls in the targeted areas remains stable following a sharp decline after the beginning of the program. Recent violent crime statistics show a 31 percent decrease in Dubuque since 1997. The City has placed a new emphasis on personal empowerment in the neighborhoods, and is seeing early success working with neighborhood groups to provide leadership training for neighborhood association leaders. Two new neighborhood associations were organized in 2002 - the Langworthy District Neighborhood Association and the Broadway Extended Neighborhood. A neighborhood newsletter is circulated to neighborhood association members and others, and neighborhoods now have direct input into the allocation of Community Development Block Grant Funds through the City's Community Development Advisory Commission. The Commission membership now includes neighborhood leaders. Since 1993, the City Council has annually adopted a comprehensive Consolidated Plan for Housing and Community Development with both five-year and one-year guides for improving housing conditions in Dubuque. A few of the ongoing neighborhood projects suppor[ed through . these programs include programs promoting homeownership, housing rehabilitation, and operation of the Childhood Lead Paint Poisoning Prevention Program. Since 1992, the City's partnership with ISU-Dubuque County Extension service has resulted in more than 300 families purchasing their first home. Total private dollars invested in partnership with the City's homebuyer programs during the year exceeded $1,520,000. 225 apartments and homes were renovated with the City's housing rehabilitation programs with over $1.2 million in city funds, which were matched by more than $3.9 million in private investment. This total included the conversion of the Iowa Inn into Henry Stout Apartments. This past year, the City of Dubuque received a $202,000 HOME Program grant for a comprehensive rehabilitation project in the ~Five Points' area. The goal is to renovate 30 homes and rental units throughout a square-block area, with emphasis on exterior improvements to restore the historic character of this turn-of-the-century neighborhood. A variety of other funding sources will push the total reinvestment in this area to nearly $1 million when completed in two years. Dubuque365: Everyone's Neiqhborhood In response to City Council concern over retaining workforce and welcoming newcomers to the community, City staff has worked with Clarke College, Dubuque365.com and others to develop Dubuque365: Everyone's Neighborhood. From the initial community forum at Clarke College, the concept has expanded to include welcoming and retaining newcomers, customer service training to educate line-level employees and managers, and a Community Action Academy to provide an orientation program for residents. Since Fiscal Year 2002, 59 community newcomers have graduated from three different sessions of the Community Action Academy. In these and many other ways, the City joins in partnership with neighborhood organizations, individual families, community organizations, human service agencies, and business organizations, to nurture and to improve the quality of life for all in our community, Fiscal Responsibility As public servants, City employees accept and honor the obligation to assure that our own house is in order, so that we can take pride in delivering quality City services at the lowest possible cost. Property tax was decreased by 5 percent for the average homeowner in Fiscal -164- Year 2003. While property taxes decreased, there was a 1 percent increase in sewer rates, a 2 percent water rate increase, and monthly refuse rates decreased by $.30 per month to $7.20 effective with implementation of the Pay As You Throw Program. In Fiscal Year 2003, the average homeowner will pay $25.57 less for City Services than they did in Fiscal Year 1995, including property taxes, sewer rates, water rates and refuse collection fees. On a larger scale, we are pursuing a mandate of the City Council to review all City services: This process includes reviewing each operation's methods, effectiveness, and cost efficiencies, compared to other options such as outsourcing, public-private par[nerships, and incorporation of new methods and technologies. Technology Use New technology is being adapted to increase operational efficiency in most City departments. Some examples of the this new technology include: An information-filled City of Dubuque web site that will make use of complaint-tracking technology allowing an inquiry by the public to be followed through a department Wide area computer networking utilizing state-of-the-art fiber optic and wireless communication systems providing for efficient information exchange; A multi-year plan to implement a computer-based Geographic Information System (GIS), which will involve all City departments and partner applications with Dubuque County and with local utilities and businesses; Implementation of permit tracking and complaint handling software; The equipping of police vehicles with mobile computers, permitling instant access to state vehicle records and other law enforcement databases; and The use of document imaging to reduce storage space requirements and improve access to City records, the creation of a web page; and Updating and continuation 0f the successful and efficient papedess agenda system; and Implementation of software tools and policies that will enable standard desktop configurations throughout the City resulting in a highly maintainable and secure computing environment. The City of Dubuque is committed to delivering the highest quality of local government services at the most reasonable cost. This is accomplished by planning to meet future needs, being input-Oriented, being problem solvem,, and building partnerships. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: Master Site Planning A planning process for identifying commercial land uses for the Port of Dubuque has been completed. Efforts are now underway to continue redevelopment of the Nor[h and South Port. This project is being undertaken as a joint public-private partnership in support of the America's River project. This partnership includes membership from the Chamber of Commerce, Dubuque County Historical Society, Greater Dubuque Development Corporation and Platinum Hospitality. The City is in the process of negotiating the acquisition of property at the Port of Dubuque. With assistance from the EDA, negotiations are underway to relocate the Adams Company to an industrial site and to identify a developer for the Dubuque Star Brewery. The City is also in the process of interviewing firms to assist with Brownfield analysis, remediation and redevelopment for portions of the Port of Dubuque that were previously Used as industrial sites. This is being funded with EPA money. Leland Consulting has been contracted by the -165- City to provide a downtown master plan to include the Port of Dubuque. This plan will help identify important linkages between downtown and the Port of Dubuque development. Riverfront Development The $188 million America's River project par[nership includes the State of Iowa's Vision Iowa Board, Platinum Hospitality, Dubuque County Historical Society, Chamber of Commerce and Dubuque County. The Grand Harbor Resort and Waterpark is completed, the Mississippi Museum and Aquarium is expected to open in June 2003 and construction of the Grand River Center is underway with an anticipated completion date of November 2003. Improvements to Bell Street will include new light fixtures, street furniture, decorative railing, concrete sidewalk treatments, improved signage and monument structures. Aisc included will be utility extensions to service future development. Improvements to the Riverwalk include installation of the pavilion, the shade structures and creation of Ice Harbor Park. Construction of a vehicular and pedestrian roadway at the west end of the Harbor will include historic lighting, railing and streetscape furniture. Other elements include the historic trail extension, removal of abandoned buildings and storage tanks, Pyatigorsk Park, Waterworks park, sidewalk improvements to the Third Street Overpass and aesthetic improvements to the remaining, exposed floodwall. Gateway improvements and the Locust Street Connector compliment these efforts. Grand River Center Construction is underway for the Grand River Center, a 174,000 square foot conference facility. This facility will include 44,000 square feet of on-site parking, a 30,000 square-foot exhibit hail, 12,000 square feet of meeting room space, 12,000 square feet of ballroom space, 12~000 square feet of indoor pre-function space, 13,000 square feet outdoor dver view plaza adjacent · to the Riverwalk and 5,000 square foot city view plaza. The conference center will also feature 2,000 square foot river room that extends over the Riverwalk and provides an immersion experience for viewing the Mississippi River and the tri-state area. Transit Planning continues for the transportation component for the downtown and Port of Dubuque. The City has contracted with URS to conduct a transportation alternatives analysis. This analysis will use transit smart growth ideologies to provide alternatives to the construction of new parking facilities in downtown. The City is also working with consultants to design new transit, comfort stations in downtown and at the Port of Dubuque. These facilities will become part of the overall effort to improve the quality of transportation in downtown and at the Port of Dubuque. The City is also continuing the conversion of the delivery of services from the Regional Transit Authority to the Key!ine Transit system. It appears that two replacement transit buses that are being pumhased will be proposed as historic-type trolleys. Wayfinding Signage The City, in partnership with the Convention and Visitors Bureau (CVB), has received approval of a new wayfinding system for Dubuque. Through color-coded districts, the entire city will be mapped out for visitor ease in locating shopping, recreation, riverfront, downtown, residential, college and business facilities. The City Council approved the vehicular-focused system, which includes six districts and work is underway with a consultant to finalize designs for the district icons. The CVB will include production of color maps explaining the system. The wayfinding committee will now be working on a pedestrian- focused system for the downtown and Port of Dubuque areas. -166- Customer Service Training The City is working with Clarke College to provide a customer service training program for all City employees for the first time in over 10 years. This comprehensive, two-year program will include front line training as well as team building exercises. Arts Policy and Funding In response to increased activity and interest from local arts and cultural organizations, the City will be developing a policy for the promotion and funding of arts programs. Representatives from several arts organizations including the Dubuque Cultural Alliance, ArTS Dubuque, Dubuque Main Street and the Dubuque Area Chamber of Commerce will partner with the City in this endeavor. Homeownership Initiatives City Council has established an objective of encouraging homeownership in the City's downtown neighborhoods and the Housing and Community Development Department has several initiatives that respond to this goal. There are currently a number of programs in place to encourage homeownership. In fiscal year 1995, the First Time Homebuyer Program was started using Section 8 Reserve Funds to assist their participants in purchasing their first home. In fiscal year 1996, the program was capitalized using Community Development Block Grant Funds and continues using these funds today. The program is marketed directly to homebuyers by area lenders and realtors. The City provides fifteen-year, interest-free down payment loans of $5,000; which are made as second mortgages. A total of 138 families have purchased their first homes through these programs to date. The Local Housing Assistance Program (LHAP) was initiated in Fis8al Year 1998, with a $150,000 grant from the Iowa Department of Economic Development. Moderate-income families purchased their first homes in selected downtown neighborhoods and borrowed up to $12,500 for down payment and rehabilitation costs. The interest rate charged was 4 percent. A total of 18 families purchased their first homes through this program. The City was successful in obtaining a grant for $3,690,619 to be spent over five years (Fiscal Years 1998-2002) for lead paint hazard reduction and is designed to detect and eliminate lead based paint hazards in 500 units. The City was awarded a homebuyer assistance grant, in the amount of $350,000 from the Federal Home Loan Bank in Fiscal Year 1999, in partnership with six area lenders. This program was continued through award of an additional $230,000 FHLB application, which became operational in Fiscal Year 2001. The new grant provided purchase and rehabilitation assistance to families earning no more than 50% of area median income. To date, 63 families have purchased new homes. Speaking of homeownership, we became the first housing authority in Iowa to close a deal for a Section 8 family to buy a home. New HUD regulations now allow us to use the rental assistance as mortgage payments, paid directly to the lender. And by year-end, a second Section 8 family had purchased their first home under this program. CDBG funded rehabilitation assistance is provided to homeowners through various programs; these include the Homeowner Rehab Program, providing long-term, 10w-interest loans; Sanitary Sewer Program, designed for repair and connection to City sewers; Operation Paintbrush, providing small grants for painting exteriors and Operation Upkeep, a program used only in -167- downtown census tracts for homes identified as badly in need of exterior repairs. This has the effect, especially for elderly households, of helping owners remain in their homes longer as well as preserving and maintaining the appearance of neighborhoods. The combination of current home purchase programs administered by Housing and Community Development Department will provide an approximately $1,500,000 of outside investment in homeownership in Fiscal Year 2003. City Operational Reviews Throughout Fiscal Years 2002 and 2003, the City will continue to work on the service reviews of all municipal departments. Reviews were completed for Transit, and Operations and Maintenance. Reviews currently underway include Health Services and Library. Reviews scheduled for initiation this year include Fire, Disaster Services, Building Services, Legal, City Clerk, Finance, Airport, and Engineering. Stormwater Management A significant rainfall event occurred in the spring of 1999 that resulted in a Presidential Disaster Declaration for Dubuque County. The storm produced in excess of four feet of stormwater in city streets and five feet of stormwater in basements resulting in flood damage to hundreds of homes in the City of Dubuque. Another Presidential Disaster was declared again in June 2002 affecting many of the same homes. At the time of the 1999 flood, the City was in the process of building a Stormwater Management Plan. In July 2001, HDR Engineering of Omaha, Neb., the consulting firm hired by the City to produce the Drainage Basin Master Plan, presented its findings to City Council. The study found over 1,150 homes and businesses are in the 100-year floodplain. The Drainage Basin Master Plan studied two key areas: North Forth of Catfish Creek and the Bee Branch Drainage Area. North Fork Drainage Basin Solution includes providing additional storage upstream of the Northwest Arterial by excavation (completed), increase channel capacity from Northwest Arterial to Pennsylvania Avenue and increase the capacity of drainage at Rosemont and Keyway. Cost: $1.6 million. The Bee Branch Solution includes constructing a 150-foot wide, open channel floodway to increase stormwater flow capacity for the 100-year event. This is the most cost effective solution to reduce the 100-year flooding in the lower reaches of the Bee Branch. Cost: $17.1 million. Consultant selection for the alignment study for the Bee Branch is underway. Once selected, the consultant will work with a committee made up of citizens and city staff to determine the most appropriate location for the open channel. Another solution involves the construction of a large upstream detention ceil on Carter Road (proposed in FY 2004 budget). This would also involve increasing the storage capacity of the existing West 32nd Street detention cell. Cost: $4.7 million. Staff is also working on analysis of a maintenance program for detention cells in an effort to increase capacity. A stormwater utility is being recommended to fund these improvements and the associated operations and maintenance of the system. Street Program Prior to 1995, the City spent $2.1 million each year on the street program. During the 11-year period from 1995 through the annually adopted five-year capital improvement program through 2006, the City now averages more than $7 million annually in the street program. In that 11- -168- year pedod, more than 50 percent of city streets will be resurfaced or reconstructed. Last year, 53 streets (or 11.27 miles) were paved. This year, through the end of August, 33 streets have been improved. Last Year 61 streets, or a total of 10.43 miles were paved. -169- PROGRAM: DEPARTMENT/DIVISION RESPONSIBILITY: Administration City Manager's Office/Personnel Randy Peck, Personnel Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Occupational Safety Pre-employment and random testing, as well as the required training, was provided to employees covered by the Federal Drug and Alcohol Testing regulations. In accordance with OSHA regulations, the required training and certification activities were conducted for confined spaces and blood borne pathogens. Health Care Committee In October of 1992, the City of Dubuque established a Health Insurance Task Force to assist in identifying ways to contain the increase in the cost of providing health insurance in a cooperative working environment with union, non-bargaining, and management representatives. In February of 1995, the City received a grant from the Tri-State Health Care Coalition to provide financial assistance in examining and working together on health benefit issues. The assistance was primarily in the form of consulting services provided by Mr. Bill Hembree of the Health Research Institute. The Health Research Institute is a non-profit, independent research- based organization providing health care cost containment and health improvement policy planning assistance to major private and public employers, Unions, and coalitions. One of the first assignments of the Task Force was to develop its Mission, Vision and Goal Statement. Following completion of this task, the Task Force focused its efforts on removing health insurance from the collective bargaining process. In February of 1996, the City Council and all of the City's collective bargaining units approved an agreement that removes health insurance from the collective bargaining process until June 30, 2003, and places it in the hands of the Joint Labor Management Health Care Committee, which is the new name for the Health Insurance Task Force. The Health Care Committee has implemented a wellness program, negotiated reduced rates for the life insurance program, and achieved a significant savings in the prescription drug program through higher drug discounts and reduced administration and dispensing fees. This year the Health Care Committee reduced the cost of obtaining benefit consulting services by selecting a new benefit consultant and obtained a savings in the prescription drug program by introducing higher co-pays and a drug formulary for all employees with the exception of employees represented by the Firefighteds Association. Civil Service Test Preparation Department managers were assisted in the preparation of a variety of tests for Civil Service positions. -170- Career Development Employee Involvement Team The Career Development Employee Involvement Team continues to receive requests for tuition reimbursement. The tuition reimbursement program provides financial assistance to employees who participate in course work or degree studies that reasonably relate to their current job responsibilities or possible future City assignments. Collective Barqainin,q One contract was open for negotiations this year. The settlement was consistent with the City Council wage guidelines. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: Health Care Committee The Health Care Committee will continue to work toward accomplishing its goals and objectives. A special challenge is forthcoming with a 35 percent increase in the self-insured cost of health care. The committee will be called upon to consider improvements to mitigate some of this increase. Occupational Safety The Safety and Health Committee will continue to meet on a regular basis to address a variety of safety issues. In addition, an evaluation to determine our level of compliance with OSHA standards will be performed by a loss control expert. The required training and re-certification activities will continue as it relates to confined spaces and blood borne pathogens. The appropriate types of testing and training will continue in order to meet the requirements of the drug and alcohol testing regulations. Collective Bargaining In Fiscal Year 2003, one collective bargaining agreement and in Fiscal Year 2004, four collective bargaining agreements will be open for negotiations. Labor Manaqement Committees Opportunities to use labor management committees to address collective bargaining issues will continue to be pursued. Civil Service Testin¢:l Assistance will continue to be provided to department managers in the preparation of tests for Civil Service positions. Leadership Trainin,q Department Managers will participate in a leadership training program. Training topics will include communications¢ supervision, teamwork, conflict resolution, negotiation skills, customer service and dealing with change. -171- Customer Service Traininq City employees will participate in a customer service training program. The training program is being developed with the assistance of the Leadership Education and Development Department at Clarke Coltege and a committee of City employees. Program content will be developed consistent with the goals and objectives of the customer service training program and in concert with information received through the employee needs assessment. The customer service training program will identify how departments will be held accountable for providing good customer service. -172- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Administration City Manager's Office Susan Gwiasda, Public Information Officer HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Public Relations The Public Informati0n Office works to enhance communications and increase public awareness about programs and services provided by the City of Dubuque. Through special events, public service announcements, press releases, serving on boards and committees, and other methods, City services, projects, and activities have been showcased and publicized: The City of Dubuque's Speaker Bureau continues to provide City staff as speakers to the community- based civic group, agencies and organizations who seek more information about City services. The Facility Tour program provides information to groups about City Hall and the Annex, in addition to the other City departments. Internal Communication The Public Information Office coordinates orientation programs for new division and depadment managers, as well as for new City Council members. More than a dozen retiring City employees were presented with "Memory Books," in recognition of their work for the City of Dubuque. All City employees receive the Spirit Times employee newsletter, which is distributed with paychecks and edited by the Public Information Officer. The annual Employee Recognition Luncheon, organized by the Employee Recognition Task Force, is held every April and commends City employees for their contributions to an effective and efficient local government. Employees are recognized for their years of service (in five-year milestones) and given an employee gift. The luncheon, which features department and' division manager as the food servers on two separate shifts, is experiencing increasing attendance each year. External Communication The City's news, updates, and important information is distributed directly to Dubuque residents through City Focus, the quarterly newsletter of the City of Dubuque. City Focus was completely redesigned with a larger, easier-to-read format, four-color photos and graphics, and shorter stories. The response has been overwhelmingly positive. Additionally, the Public Information Office has booklets, maps, and brochures available for distribution. The office continues to seek local, state, and national recognition for City staff and departments by featuring innovative projects and employees in award applications. The Public Information Officer and the Information Services Manager monitor the City of Dubuque web site, which was launched in Apdl 2002 and continues to attract web surfers. This user-friendly web site provides a 24-hour City Hall filled with information, ordinance, forms, and e-mail addresses for enhanced customer service. -173- Media Relations The Public Information Office provides a central contact for all media inquiries and information- seeking, and acts as a liaison between media and interview requests. Press releases concerning City services, updates, and announcements are issued on a regular basis. Additionally, the Public Information Officer routinely contacts local media to keep up-to-date media contact lists, and to determine immediate and future information needs. Partnerships The Public Information Office continues to work closely with the Dubuque Area Chamber of Commerce, the Dubuque County Historical Society, Platinum Hospitality Group, and Dubuque County on many facets of the America's River project. Additionally, the Public Information Officer serves on the America's River marketing committee, which is focused on attracting leisure and convention travelers to the Port of Dubuque. The Public Information Officer a~so serves on the Grand Excursion planning committee, which is working to prepare the community for a the 150th anniversary of the original Grand Excursion. The Grand Excursion is a flotilla of excursion vessels coming from the Quad Cities on its way to the Twin Cities. The event could attract as many as 40,000 people to Dubuque. Additionally, the Public Information Officer serves on the Convention and Visitors Bureau Advisory Board, which has conducted several successful tourism-marketing campaigns and initiated a Disney Institute-based customer-service training initiative with Clarke College. Dubuque365: Everyone's Neighborhood The Public Information Officer serves as a board member of Dubuque365: Everyone's Neighborhood Board of Directors. The organization serves to bring together volunteers from other agencies and organizations with a goal of improving the quality of life of all Dubuque residents. One of the organization's challenges has been increasing the community's welcoming response to newcomers. Initiatives that have evolved from the organization include a mentodng program, special events, and a Community Action Academy. Other Committees/Boards The Public Information Officer serves on the Main Street Ltd. Downtown Business P.M. Sub- Committee, the Girl Scouts Nominating Committee, the Women's Awareness Day Planning Committee, Finley Women's & Children's Advisory Group, and a member of the Friends of the Community. Special Events The Public Information Officer coordinated several special events, often in conjunction with other departments and partner agencies. Many of these events acknowledged a significant milestone for a project, or provided information about a department initiative. These events included Trois-Rivi8res Delegation Visit - November 2002 Legislative Dinner- November 2002 Faces & Voices: A Cultural Celebration - November 2002 -174- Bergfeld Recreation Area Dedication Ceremony - October 2002 Stormwater Utitity Input Session/Informational Programming - October 2002 Dubuque Area Lifetime Center Washington Junior High School Hempstead High School Aliiant Energy Amphitheater Ribbon-Cutting - October 2002 Boards and Commissions Orientation - October 2002 Northwest Arterial Ribbon-Cutting - September 2002 Community Action Academy - City/County Services Seminar - September 2002 Women's Awareness Day - September 2002 America's River partnership with consultants Sprenger McCullough & Co. - September 2002 Pay As You Throw marketing campaign -August/September 2002 Washington D.C. Congressional Staff Visit- August 2002 Port of Dubuque Developer's Luncheon - August 2002 Main Street Rededication Ceremony - July 2002 Boards and Commissions Picnic -Juty 2002 Education and Conference Center Groundbreaking - June 2002 FengJer Street Bridge Ribbon-Cutting - June 2002 Vision Iowa Board Meeting host site - May 2002 City Expo/Business P.M./New Resident's Reception - April 2002 Employee Recognition Lunch - April 2001 City of Dubuque Website Launching -April 2002 Disney Institute Training Experience - February 2002 Port of Dubuque Open House at the Carnegie-Stout Library - February 2002 FUTURE INITIATIVE FOR FISCAL YEARS 2003 and 2004: Public Awareness The Public Information Office will continue to enhance communication programs and increase public awareness about City of Dubuque activities, programs, and services. The office will continue to seek out local, state, and national awards recognizing superior service and -175- innovative departmental programs. Expanding community partnerships and improving communication with residents continues to be priority. Publications The Public Information is working towards publishing a *New Residents Guide to City Services.* This booklet will provide any Dubuque resident with information about City services and Dubuque. The guide will be particularly helpful for those moving into the community. It will be sent to all new residents and available for distribution. The office continues to work at updating its current brochures and booklets. Web Site The official City of Dubuque web site was launched at City Expo 2002. During additional phases of the web site, residents will be able to go on-line and engage in e-government activities such as bill paying and on-line registration. These services will simply enhance - not replace - existing face-to-face service offered by phone or personal visit to a particular department. Preparing for the Grand Excursion 2004 Through Iocat partnerships with the Dubuque County Historical Society and the Dubuque Area Chamber of Commerce, several volunteer committees have been established to prepare the community for the June 2004 Grand Excursion. With as many as 40,000 guests anticipated to arrive in Dubuque over a three-day period, there are many logistical preparations and details to be considered. Food, lodging, and activities are just a few of the concerns, as well as transportation and traffic control. All America City Application The City of Dubuque is considering application for the All America City designation for the year 2004 or 2005. This extremely extensive award application will involve input from multiple agencies and city staff. Future Events Marketing and event-planning for the America's River project, working Together with marketing consultants Sprenger McCullough & Co. Highlighting and publicizing significant City of Dubuque milestones and progress Continued efforts to improve media relations Continued efforts to improve internal and external communications . -176- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Administration City Manager's Office/Graphics Tammy Gehling, Graphic Artist HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Comprehensive Plan Book The Graphic Arts office has recently completed design on a new Comprehensive Plan book. It is scheduled to be ready for distribution by the end of the 2002 calendar year. Master Plan Book Utilizing a format designed by a Minneapolis-based consulting firm, the graphic arts office converted a Port of Dubuque master plan document into a workable book-sized piece that was produced this summer. The book is a 40+ page document outlining the goals and objectives for the Port of Dubuque area. America's River The America's River project has consumed a great deal of the graphic artist's time this year. She has been responsible for the design and production of a new Port of Dubuque booklet, the America's River donor wall designs, updating of project photos, and more. Additionally, she participated in the naming committee of the new conference center. Fourth Street Parking Ramp The Graphic Arts office has recently undertaken a variety of projects designed to promote the usage of the new Fourth Street Parking Ramp. These projects include the design and production of posters, theater ticket inserts, and signage needs. Garbage Changes The City of Dubuque's new "Pay As You Throw" program was implemented this fall with assistance from the Graphic Arts office. Flyers, posters, stickers, and illustrations were created to assist the public with their knowledge and understanding of this new state-mandated program. For the first time, the City's graphic artist designed a Garbage Guide - a 112-page perfect- bound book that was distributed to all residences in Dubuque and Delaware counties. The Garbage Guide contained useful information regarding the City of Dubuque's new "Pay As You Throw" program, as well as recycling information, composting how-to's, hazardous materials information, and specialty services. The Garbage Guide was developed in conjunction with the Dubuque Metropolitan Area Solid Waste Agency. -177- Chamber of Commerce Business PM Invitation As in previous years, the Dubuque Regional Airport hosted an after-hours Business PM, complete with a hog roast complimenting the invitation designed by the Graphic Arts Office. The Business PM invitation featured a four-color die cut pig illustration that included wings. The copy for the invitation read as a recipe for an "old-fashioned hog roast." Animal Control Van Decals In an attempt to increase visibility and awareness, the Graphic Arts office designed a set of animal-based decals and text (outlining the City's animal ordinance) for placement on the Animal Control van. With the van undecorated, the Animal Control officer was experiencing difficulties with fellow drivers not maintaining a safe distance from her van while driving (the Animal Control van makes frequent stops). Since the decals were added, this problem has been minimized. Web Site The graphic artist played a key role in the development of the official City of Dubuque Web Site (which went live in April 2002). Working as a consultant, the graphic artist directed the vendor in developing the look and design of the new web site. Color, font, photograph and other selections were made with the input of the graphic artist. Additionally, the graphic artist played (and continues to do so) an integral role in assisting departments and divisions place needed visual materials on the site. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: The graphic artist is working closely with the Public Information Officer to develop a New Resident Guide to City Services. This user-friendly publication would welcome newcomers to Dubuque while providing helpful information and reference material. Five Flags The graphic artist is working with Five Flags staff to update the Five Flags logo, and provide a consistent look to many Five Flags publications. -178- PROGRAM: Facilities and Environment DEPARTMENT/DIVISION: City Manager's Office RESPONSIBILITY: Jerelyn O'Connor Neighborhood Development Specialist HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Neighborhood Association Capacity Building During Fiscal Year 2002 and the beginning of Fiscal Year 2003, the Neighborhood Development Specialist facilitated the development of two new neighborhood associations in the City of Dubuque - Langworthy District Neighborhood Association and the Broadway Extended Neighborhood. These associations have been active in promoting community building and beautification efforts--neighborhood clean-up events, newsletters, neighborhood get-togethers, and planned streetscape improvements. The specialist has provided ongoing technical support at neighborhood association meetings and events and is in attendance at nearly every neighborhood meeting and event. The specialist has provided persons interested in organizing with an extensive resource manual which provides information on everything from ~reasons to organize" to sample by-laws. In Fiscal Year 2002, leadership training was provided to four neighborhood organizations and two non-profits. Neighborhood leaders attended neighborhoods conferences in Madison and Waterloo and the NationaI League of Cities "Your City's Families" Conference in Minneapolis. Communication - Internal and External Provide ongoing communication link with city services to eight neighborhood associations and one additional group who has expressed interest in organizing a neighborhood association. Production of an informational capacity building newsletter to neighborhood organizations and city management team and various city commissions. Continued participation in the City of Dubuque Internal Working Group--representatives throughout the City organization who meet regularly to creatively solve neighborhood problems. Recent issues addressed by the internal group have included vicious dogs, trash and garbage, nuisance violations, and festival planning. Participation in a number of committees charged with making recommendations for various issues facing neighborhoods such as the Dubuque Historic District Design Guidelines Steedng Committee, Downtown Master Plan Committee, Stormwater Public Input Committee, Bee Branch Drainage Master Plan Consultant Selection Committee, Citizens Advisory Committee - Stormwater Utility Project, Arts Policy and Funding Task Force, Zoning Ordinance Update Task Force, and Erosion Control Task Force. -179- Dubuque 365/£veryone's Neighborhood. The Neighborhood Development Specialist serves as a board member of Dubuque 365/Everyone's Neighborhood Board of Directors. The Organization serves to bring together volunteers from other agencies and organizations with a goal of improving the quality of life of ali Dubuque residents. One of the organization's challenges has been increasing the community's welcoming response to newcomers to the community. Initiatives that have evolved from the organization include a mentoring/concierge program, special events, and a Community Action Academy. Since August 2001, 59 community newcomers have graduated from three sessions of the Community Action Academy. Participants were taken through a 9-week community orientation program that covered everything from historic architecture to cultural enrichment to city services. Planning and Organizing Activities Participate in ongoing review with the Community Development Advisory Commission on implementation of the consolidated plan to achieve the goals and objectives. Work with a number of city staff task forces to address issues of neighborhood concerns. Assisted in the organization of the Crime Free Multi-Housing Training, which was presented again in April 2002/ Grants Administered and promoted Neighborhood Grant Program encompassing 27 separate grants to neighborhood associations and non-profit groups operating within the neighborhoods. Funded projects included activities to support at-risk youth and families, enrichment programs, art and music programs, neighborhood newsletters, and neighborhood beautification projects and fairs. Assisted various non-profit organizations with the preparation of grants for various programs for youth activities and neighborhood improvement projects. The Historic Bluffs Neighborhood Association received grant funding from the Dubuque Racing Association for the Loras Boulevard Historic Light Project. Partnerships Involvement with school/city/neighborhood/service provider partnership efforts to promote community education. The Neighborhood Development Specialist serves as a member of numerous boards and community task forces: Project Concern Board of Directors Community Y Board of Directors YWCA Board of Directors City of Dubuque Internal Working Group Fdends of the Community Dubuque Community School District Neighborhood Resource Committee Dubuque Community School District Career Technical Advisory Council Community Outreach Partnership Advisory Committee Housing Action Conference Teen/Youth Center Planning Committee Dubuque 365/Everyone's Neighborhood Board of Directors -18O- Continuum of Care Advisory Board Community Health Clinic Administrative Planning Committee FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: Facilitate the development of two additional neighborhood associations in the City of Dubuque. Facilitate the organization of a "Federation of Neighborhood Councils" as a forum to further strengthen neighborhood associations and to provide a platform for addressing common concerns among neighborhood associations. Continued participation with other city staff in planning efforts for implementation of stormwater management improvements, particularly with regard to soliciting neighborhood input and minimizing negative neighborhood impacts of Bee Branch Drainage Basin Plan Improvements. Continued participation with community group exploring the desirability and feasibility of establishing Dubuque as a "Community of Promise," in the model of America's Promise. Provide assistance to two neighborhood associations to access Dubuque's new Historic District Public Improvements Program for streetscape improvements in the West 11t~ Street Historic District and the Cathedral Historic District. PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Administration City Clerk's Office Jeanne F. Schneider, City Clerk HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: City Clerk's Office The City Clerk's Office is a service-oriented department and performs its duties in accordance with various sections of the Code of Iowa and City of Dubuque Code of Ordinances. The City Clerk's Office is staffed by three full-time employees and is responsible for the official documents and records for the City of Dubuque and also serves as a general resource center for citizens and visitors. City Council Proceedings Detailed minutes of each City Council meeting along with a table of contents are prepared in the City Clerk's Office and nine books are copied and bound. Additional copies in notebook form are available. City Clerk's Office Web Page The City Clerk's Office will continue to develop and maintain a web site for the City Clerk's Office and the City Council with assistance from the Information Services staff and the City's web site provider. A component of the City Clerk's Office web site will be the availability of the City Council agenda with all related documents for access by interested citizens, locally and non-locally. Board and commission applications and information are available on-line, as well as claim forms for citizens to file. City Council Meetings Agenda packets are prepared in electronic form for all City Council meetings. Public notices of all meetings and hearings have been published in accordance with the Code of Iowa. Printed copies of the agenda for each City Council meeting are mailed to approximately twenty individuals and the electronic agenda is e-mailed to fifty individuals. The electronic agenda, complete with all attachments, is available in the Public Information Directory for access by City employees and the agenda, without attachments; is available on the City Clerk's web page for access by citizens. The Library and news media receive the agenda and all attachments on CD-Rom. If a member of the news media does not wish to receive the agenda on CD-Rom, they are provided a hard copy of the agenda and must request copies of individual agenda items as entire hard copy packets are no longer assembled. Individuals have been invited and confirmed as invocators for City Council meetings and proclamations have been developed and prepared by the City Clerk's Office. -182- Applications for various boards and commissions are processed by the City Clerk's Office and individuals are notified of the status of their appointment. Civil Service Commission The City Clerk's Office has assisted with numerous Civil Service tests, both written and physical agility, for various City positions. The City Clerk has prepared and distributed agendas for Civil Service Commission meetings and the Commission has heard appeals from City employees in accordance with Chapter 400 of the Code of Iowa. Permits and Licenses The City Clerk's Office processes all beer permits and liquor licenses for the City of Dubuque in accordance with the Iowa Alcoholic Beverages Division. Approximately seventy beer permits and over one hundred beer and liquor licenses are processed each year. Various business licenses are also issued or renewed by the City Clerk's Office in accordance with State and local laws. The Dubuque Code of Ordinances requires that all dogs and cats within the City limits must be licensed on a yearly basis. During the past year over 5,000 dog licenses and 2,500 cat licenses were issued and rabies vaccinations for all licensed animals were recorded. The City Clerk's Office also issues bicycle licenses in cooperation with the Police Department. Special Event Permits During the past year the City Clerk's Office has taken over the responsibility of issuing all special event permits, including fireworks, festivals, block parties, walks/races, parades, City proper~y rental and street closures, fund raisers, rallies, and marches. Code of Ordinance Review In Fiscal Year 2002, the City Clerk and Corporation Counsel initiated a comprehensive review of the City's Code of Ordinances with an anticipated completion date of late summer, 2003. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: Computer Installation and Trainin,q The City Clerk's Office will continue to perform as a service-oriented department. Computer training will be provided to all staff members to assure efficient and effective implementation of new computer programs that are available, with an emphasis being placed on document imaging sol[ware Permits Plus software. City Clerk's Office Web Page The City Clerk's Office will continue to develop and maintain a web site for the City Clerk's Office and the City Council with assistance from the Information Services staff and the City's web site provider. A component of the City Clerk's Office web site will be the availability of the City Council agenda with all related documents for access by interested citizens, locally and -183- non-locally. Board and commission applications and information will be available on-line, as well as claim forms for citizens to file. Operation and Program Review Review of the City Clerk's Office and Finance Department regarding operations and programs will continue. Document imaqing The City Clerk's Office will continue to scan all current City Council packets documents into Laser Fiche for easy retrieval and access and, as time allows, will continue to scan in past documents. Code of Ordinance Review A comprehensive review of the City's Code of Ordinances will continue with an anticipated completion in the summer of 2003 and adoption of the new Code of Ordinances in the fall of 2003. -184- PROGRAM: Administration DEPARTMENT/DIVISION: Finance Department RESPONSIBILITY: Kenneth J. TeKippe, Finance Director HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Accounting/Payroll improved annual external audit process by increased City staff preparation of audit workpapers. Continued refinement and automation of audit process to reduce external audit staff time, improve audit quality and allow for increased analysis of financial procedures and trends. Maintained the centralization of grant reporting to more efficiently administer and improve accountability and compliance for grants. The number of grants administered at the federal and state levels has increased from 28 in FY'96 to 58 in FY'02 (approximately $35,000,000 includes Vision Iowa $20,000,000). Adhered to a city-wide administrative policy for grant administration. A finance intern position staffed by a local college student enhanced the service level by assisting with the annual audit, working with investment accounting and bank reconciliations, generating accounts payable and payroll checks and provided assistance for employees on vacation. A mutually beneficial relationship existed whereby the Finance Department received needed assistance while the student gained practical workforce experience. Monitored third party billing and collections for ambulance services which have improved collection rates and Medicare/Medicaid compliance. Implemented payroll direct deposit. Solicited multi-year bids from financial advisory firms. Treasury The City Finance staff and the Investment Oversight Commission collaborated to meet the objectives of the City t~vestment Policy. The policy includes safety of principal, liquidity, and maintaining a fair market yield on investments. The City has maintained compliance with the current investment policy as verified by the annual audit and Investment Oversight Advisory Commission. Utility Billing The City currently has 4,591 accounts on direct pay, which results in 22 percent of total utility billing accounts that take advantage of the direct payment service. This is a 10 percent increase over last year. . -185- The sale of yard waste stickers continues to be valued by the public. Utility Billing enhanced customer service by offering the sale of stickers by mail and then billing through the customer's monthly utility bill. We will continue to promote utilization of this option. Implemented desktop computer upgrades and continued training users on PC applications. Increased usage of touch type meter reader system. Financial Reporting Award The City of Dubuque Finance Department received the Cerfificate of Achievement for Excellence in Financial Reporting award from the Government Finance Officers Association of the United States and Canada for fiscal year 2001. This award is for governmental entities that achieve the highest standards in accounting and financial reporting. Fiscal year 2001 marked the fourteenth consecutive year that the Finance Department staff working with the independent CPA audit firm has earned the award. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: Accounting/Payroll Evaluate the financial software currently utilized and determine the potential need to solicit bids from software firms. Expand participation in the payroll direct deposit program implemented during the past year. Review procedures for potential implementation of on-line purchasing. Improve usage of the financial system modules to take advantage of the capabilities of the financial system software. Enhance user inquiry and report generation for system users outside the Finance Department. Provide finance system training for end-users as the City's computer network expands. Treasury Continue to evaluate cash management procedures to maximize interest earnings based on the market. Expand the use of general ledger account number codes for cash receipt processing to allow specialized reporting of receipts by fund. Monitor expenditures of bond proceeds to verify compliance with established expenditure requirements. Monitor Vision Iowa funds expended to comply with drawdown and spending requirements. Comply with resolution specifying financial institutions as depositories of City funds and retention of deposit agreements with financial institutions. Monitor investment of bond proceeds. -186- Utility Billing Monitor collection processes for delinquent accounts. Fully implement utilization of new software to generate phone calls to delinquent accounts. Utilize technology such as OCR or bar code bill readers to improve accuracy and reduce data entry. Improve monthly bill format to provide customers with additional information. Work closely with the Parking Division in implementing a new Parking Ticket Software system. Assist with the implementation of the Pay As You Throw Program with the Qperation and Maintenance Department. Financial Reportin,q The Finance Department continues to improve upon the level of service already established in accounting and financial reporting. Keeping current with changes in reporting requirements and accounting standards are an integral part of this service. It is a goal to continue meeting the standards of the Government Finance Officers Association (GFOA) to achieve a fifteenth consecutive Certificate of Achievement for Excellence in Financial Reporting award. Continue to implement and adhere to required Government Accounting Standards Board (GASB) financial reporting pronouncements and remain current with GFOA recommended financial accounting procedures. Implement GASB 34, which will require major changes in financial statements, capital asset and infrastructure reporting for FY'03. The City was awarded the Municipal Treasurer's Association of the United States and Canada. Certification of Excellence for its written investment policy in fiscal year 1995. The City of Dubuque was the first city in Iowa to earn this award. The award can only be earned once, however, our Finance Department goal is to continue meeting or exceeding the standards of the Municipal Treasurer's Association. The City was recognized for recertifying its policy in 1999. Continue to receive unqualified audit opinion. SUMMARY Responding to the needs and requirements of agencies, commissions, public and private sector entities, vendors, city departments and employees, and foremost the citizens of Dubuque, will remain the principle objectives of the Finance Department. An emphasis on customer service will continue to be an important part of our goals for future years. SIGNIFICANT LINE ITEMS The meter reading contract expense with Peoples Natural Gas/Energy One increased from Fiscal Year 2002 actual expense of $112,664 to Fiscal Year 2004 budgeted amount of $121,215 (Fiscal Year 2002 actual expense x 3 percent COLA per year plus 1.50 percent for new accounts equals Fiscal Year 2004 budgeted expense). _ -187- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Administration Legal Department Barry A. Lindahl Corporation Counsel HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Two hundred and ninety-six civil infractions were processed, involving zoning, health, housing, fire, police and other code violations. Extensive time was devoted to zoning enforcement. The Dubuque Police Department began using civil infractions to enforce animal violations. Prosecution of misdemeanors and civil infractions generated $200,966.43. The Legal Department handled the defense of several workers' compensation claims, resulting in approximately $t 1,000 savings in costs for outside legal counsel. During the 2001-2002 fiscal year, the Legal Department has been involved or indirectly involved with seven civil dghts claims at no cost to the City for the defense, resulting in a savings of approximately $19,500. The Legal Department processes all claims filed against the City, actively investigating and defending those within the $1000 deductible and referring those in excess of the deductible to Public Entity Risk Services. For fiscal year 2001-2002, 119 claims were processed by the Legal Department. The Legal Department also: Assisted in several Human Rights presentations to the community, primarily involving housing issues. Contributed to the following major projects: · Finalized Acquisition of the Brewery · Giese Manufacturing Development Agreement · Acquisition of land for West 32nd Street Detention Basin from Iowa-Northwest Development Corporation · Acquisition of Dubuque Hardwoods, Inc. property · Acquisition of Mississippi Valley Truck Center, Inc. property · Acquisition of Easement from Alliant Energy Heritage Trail South · Flynn Ready Mix Land Sale and Lease Exchange -188- PROGRAM: DEPARTMENT/DIVISION: RESPONSIBILITY: Administration Information Services/ Data Processing Chris Kohlmann, Information Services Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Information Services FY02 Accomplishments 1. Replacement of personal computers, servers and printers throughout the City. During FY02, Information Services staff specified, recommended, purchased, installed and configured approximately sixty-six personal computers. Computers replaced were those that were at least five years old. 2. Installation and Upgrade of Servers. During FY02, Information Services staff with assistance from network service providers installed 2 new netware servers and performed major upgrades on 18 servers to be consistent with the current technology. 3. Continuing support for DLEC. Information Services staff continues the role of providing support for automated systems at the Dubuque Law Enforcement Agency. Staff is providing systems administration, network and operat!ons support for all end-users at DLEC. Staff participates in a City- County groups to discuss the present systems installed at DLEC as well as to discuss future options for automated systems. Staff provided training for basic Windows operation along with GIS to County and City staff during FY02. 4. GIS During fiscal year 2002, data conversion of the Water Utility was completed. Data conversion was being performed externally by ASI Corporation from Waukesha, WI. Data preparation and quality control was performed internally by the Water Distribution Department. All data converted was required to meet 99 percent accuracy of converted features. The water layers converted included hydrants, fittings, valves, mains, sleeves and service connections. Scans have also been done on all taps slips, hydrant cards, valve cards, as-builts and atlas pages. An application to retrieve the scans within a mapping project has been written. Work continues in the Engineering and Planning Departments to bring all data up to a current state and continue maintenance on a regular schedule. All total, the database will encompasses 27 graphical coverages of vadous detail, along with an extensive array of text data. -189- Information Services staff has assisted extensively with training, project and conversion management, installation and maintenance of hardware and software, and budget preparation. Departments added as GIS users in FY02 included Police, Economic Development, Health and Building. Wide Area Network Networking to remotely located sites will be accommodated by the fiber optics backbone installed over the next two years. The first phase of the network connecting City Hall Annex, City Hail, Fire Headquarters and the Dubuque Law Enforcement Center was completed in July 1998. A wireless connection to the Water Distribution facility at 505 Adams and to Operations and Maintenance on Kerper was completed as part of this request as well. Installation of new broadband modems serving Fire Stations and Housing Services was completed in 1999. These modems provide access to network resources and use will expand as training is done for these users. Much work is necessary to fine tune and trouble shoot the modems. The second phase of this project was completed in FY 00. This continued the connection from the Law Center to the Parking Ramps and Carnegie Stout Public Library. Much of the underground work was greatly assisted by "piggy backing" on construction projects in the downtown area. During fiscal year 2001 a fiber optic link connecting the new parking ramp, Harbor View and Five Flags Civic Center to the existing fiber optic backbone was completed. This connectivity allows for use of the City's fiber for telephone and data to Five Flags and data connectivity to Harbor View for support of Greater Dubuque Development Corporation. During FY02 fiber optic cable was run to the Fourth Street parking ramp the fiber will support card key and telephone for this facility. Fiber was also completed from Carnegie Stout Public Library to City Hall Annex and removed from an area of construction at the Jail expansion site. Upon completion of the Jail, fiber will be re-run to the DLEC and the new Jail. With this fiber in place the City will have completed a fully redundant loop of fiber optic cable serving all of the "downtown" City facilities. 6. Continuing Support and Trouble Shooting Staff continues to offer daily support to end-users in the areas of software problem determination, debugging, hardware maintenance and repair and procedural problem solving. As more end-users are added, this area of support has grown. 7. Standardization of Desktop Computers In FY02 Information Services staff lead a standardization task force consisting of end- users and IS staff. The goal of this group is to implement standard policies and procedures for all users of technology in the City. The standards will result in a more secure and maintainable computing environment for all users throughout the City. -190- 8. Support of Greater Dubuque Development Corporation Staff continues to provide support for end-users at Greater Dubuque Development Corporation. This site utilizes a local area network, extensive Internet access, complex presentations and work with a variety of software packages. Work has included consistent review and evaluation of their current system, recommendation for system (hardware, software and network) upgrades and changes. Staff serves as a resource for trouble shooting problems and software questions. Staff assisted in FY01 with the physical move of GDDC to their new site as well as provided technical assistance in the evaluation of their structured wiring and network electronics needs at their new location. 9. Continuing system of backups, virus detection and inoculation and off-site storage. Staff continues in the role of steward for all data maintained on the central servers by maintaining a system of regular backups and off-site storage. Staff also has taken a proactive role in obtaining up-to-date virus detection and inoculation software and implementing it on personal computers throughout the City. Efforts continue to educate end-users on steps to be taken in order to prevent infection from virus. 10. Permit Tracking During FY 02 staff continued worked with users of Permit Tracking in Planning, Building, City Clerk and Engineering departments on the implementation of enhanced reporting and functionality to the permit tracking system. Software from Accela has been installed. Staff assisted with the implementation of changes and continues in the role of systems administration. The City has utilized Permit Tracking since February of 2001. 11. Web Site Development During FY01, Information Services lead a team of employees to complete the selection of a vendor for Web Site development. Woodward Internet Solutions was chosen to implement the "template-based" web site. Information Services provides support to end- users as they work with the web site. The Web Site Task Force continues to work with user departments and the web site developer in determining future web site needs. 12. Council Laptops During FY01, Information Services assisted in the implementation and setup of laptops for the Dubuque City Council to use with a paperless agenda. Staff supports council with regular updates to PC's, training sessions and help desk response. 13. Training During FY02, Information Services coordinated the training of approximately 80 County sheriff's department end users in classes for Beginning Windows and computer use. Training was done at the Dubuque Law Enforcement Center with IS staff conducting the training, Beginning and advanced GIS Training (ArcView) was conducted for 20 City employees using the University of Dubuque Computer Lab in coordination with Cartegraph Systems and Patrick Engineering. Patrick Engineering also conducted a three day GIS training session in Arc 8 for Water Distribution and Information Services staff. -191- 14. On-Call During FY01, Information Services instituted off-hours computer assistance. This service is available evenings, weekends and most holidays and is staffed on a rotating basis. In FY02, staff began expanding the departments it offers the after-hours on-call services to. 15. Complaint Tracking During FY02, Information Services began working with a pilot group of end-users and Woodward Internet Solutions to implement a web-based complaint/citizen inquiry system. It is anticipated the system will be fully implemented by the pilot group by 01-03 and other departments as the year progresses. 16. Network Support Beginning in FY02, Information Services began a monthly schedule of network downtime for troubleshooting and preventative maintenance on all servers and network equipment. This time allows for updates and work that keeps equipment on current levels of software and testing that cannot be done while end-users are utilizing the equipment. During the network support time, end-users are encouraged to perform regular maintenance tasks on their individual pc's and printers. FUTURE INITIATIVES FOR FISCAL YEARS 2003 AND 2004: IS staff will continue to offer systems, development, network and database administration for the Geographic Information System. IS staff members will work with individual departments and work groups as projects a~'e designed and developed. IS will maintain a leadership role in the project insuring its momentum and implementation for the City. It is anticipated for FY04 to perform significant upgrades in the software and database technology used for GIS. Training will be offered to departments to learn the new functionality of the software. IS will continue implementation of high-speed data communications (wired and wireless) to City facilities. In the current fiscal year, connection to remotely located departments is scheduled along with connection to sites at the Port of Dubuque. IS wiII continue fine-tuning, report writing and troubleshooting all legacy application software. IS will perform the installation of enhancements as they are needed. IN FY03 the IS department in conjunction with the Finance Department will begin studying the alternatives for update or replacement of the existing Financial software. IS will continue to provide a stewardship role, in determining a responsible implementation and use of all of the City's networks and computer resources. IS staff will continue to work towards standardizing the end-user's desktop to provide for the most functionality to the user while not compromising the maintainability of the system. IS wil! provide continuing one-on-one and coordination of group training opportunities to ' meet the needs of new and existing users. The focus for these training opportunities will -192- include basic computer operation, operating systems, Internet Explorer, Excel, Word and GIS software. Other topics could be included as the needs present themselves. IS will continue to recommend and install updates for various applications and hardware as needed. These will include specification and replacement of "aging" personnel computers and printers. 7. IS staff will assist users at DLEC in implementation of new software and the conversion of data from the current system. IS will continue to provide leadership and direction to the web-site development project to insure it meets the end-user's needs in terms of functionality and reliability. IS will work with departments in implementation of various applications of "web-enabled" technologies. This would be in conjunction with implementation of a City-wide web site. IS will work to deploy GIS and Citizen Inquiry systems to the public via the lnternet. IS will continue to strive for utilizing automated tools that allow for better and more efficient administration of desktop computers. It is the intent of Information services to utilize a "service ticketing" system in FY03 to better track calls from users and respond more effectively. 10. IS staff will continue to work with departments in FY 03 and beyond on development of an Action Plans for Technology. This activity will work with departments in applying a visioning process to determine where technology can assist their operation. This provides a better ,road map" for individual departments as well as looks at each area and how they fit into an organizational "road map." 11. IS staff will continue to pursue opportunities for outsourcing some of our services where applicable. 12. Staff will work with specifying software, hardware and data communications to meet the needs of the convention center. Staff will perform significant upgrades in server and database technology in FY04 to better meet the needs of software that is implemented. This upgrade will also provide for a well- supported technical environment for the future. 14. IS will work with departments as "tablet-based" field computing is studied. The specific departments interested in embracing this technology include Building, Water Distribution, Housing and Engineering. Work with Police and Sheriff's departments on the implementation of new mobile computers could be done in conjunction with this work as well. -193- REVENUE SUMMARIES REVENUE SUMMARIES REAL PROPERTY Less Veterans' Exemptions Subtotal PERSONAL PROPERTY UTILITY PROPERTY Subtotal Less Value of Agricultural Land TOTAL VALUATION SUBJECT TO PROPERTY TAX Less TIF District Increment VALUATION SUBJECT TO PROPERTY TAX FOR ALL LEVYS EXCLUDING DEBT SERVICE ESTIMATED ASSESSED VALUATION FISCAL YEAR 2004 BUDGET RECOMMENDATION FISCAL YEAR 2003 ESTIMATE FISCAL YEAR 2004 ESTIMATE $1,535,780,426 -7,758,028 $1,528,022,398 $1,573,804,t40 -7,578,384 $1,566,225,756 $4,425,376 91,547,752 $1,623,995,526 -2,382,560 $1,621,612,966 -80,424,750 $0 94,975,078 $1,661,200,834 -2,115,917 $1,659,084,917 -85,213,t71 $1,541,188,216 $1,573,871,746 Gross Budget Requirement Less Service Fund Recharges Less Miscellaneous Revenue Less Unencumbered Funds Less Bond Funds Less FY 2002 G.O. Bond Funds Less VISION Iowa Grant Less Section 8 Housing Less Community Development Funds Less Monies & Credits Replacement Less Ag Land Levy Less Sales Tax Receipts - Operating Budget Net Requirement Subject to Property Tax Tax Rate = Net Requirement Valuations Subject to Property Tax I, of Actual Valuation ESTIMATED TAX RATE AND TAX LEVY FISCAL YEAR 2004 RECOMMENDED BUDGET FY 2002 FY 2003 ~ FY 2004 BUDGET BUDGET RECOMMENDED $117,287,306 $102,380,118 $100,628,274 -1,844,375 -1,974,553 -2,040,666 -51,185,202 -55,989,765 -65,157,550 -1,679,155 -5,358,235 -4,342,364 -10,746,000 -2,270,000 -3,828,573 -567,200 -37,634,923 -3,880,944 -4,218,258 -4,642,204 -2,140,005 -988,317 -2,036,065 -45,016 -43,116 -44,800 -6,452 -7,157 -6,356 ~3,185,098 -3,454,941 -3,339,012 $15,686,136 $15,771,203 $16,182,057 Tax Rate in Dollars per $1,000 Non-Debt Levy FY 2002 $14,618,087 $1,454,141.449 Tax Rate $10.0527 DebtLevy $1,068,049 $1,508,218.507 $0.7082 $15,115,639 $655,564 FY 2003 $1,541,188.216 $1,621,612.966 Tax Rate $9.8078 $0.4043 FY 2004 $15,915,805 $266,252 Tax Rate $1,573,871.746 $1,659,084.917 $10.1125 $0.1605 TotalLevy $15,686,136 $10.7609 $15,771,203 $10.2120 $16,182,057 $10.2730 General Fund Transit Fund Debt Service Fund Tort Liability Fund Trust and Agency Fund TOTAL BUDGET FY02 BUDGET FY02 BUDGET FY03 BUDGET FY03 REC. FY04 REC. FY04 Rate in Amount Rate in Amount Rate in Amount Dollars/S1,000 Levied Dollars/S1,000 Levied Dollars/S1,000 Levied $6.3915 $9,294,151 0.2668 387,980 0.7082 1,068,049 0.1529 222,310 3.2415 4,713,646 $10.7609 $15,686,136 $6.1094 $9,415,732 $5.8161 $9,153,747 0.3127 481,982 0.3261 513,259 0.4043 655,564 0.1605 266,252 0.1464 225,668 011733 272,766 3.2392 4,992,257 3.7970 5,976,033 $10.2120 $15,771,203 $10.2730 $16,182,057 WHERE THE MONEY COMES FROM FY 2004 RECOMMENDED TOTAL BUDGET (10.9%) State Funds (13,9%) Federal Funds (16,0%) Utilities (26,9%) Loca~ Taxes (4,4%) Other (1,6%) Cash Bal. (2,9%) G.O, Bonds (23.4%) Operating Receipts ,TOTAL RECOMMENDED BUDGET (~100,628,274 FY 2004 OPERATING BUDGET FY 2004 CAPITAL BUDGET (9.9%) Federal Funds (7.8%) State Funds (20.9%) Utilities (3.6%) Other (0.9%) Cash Bal. (36.5%) Local Taxes (20.4%) Operating Receipts (16.2%) State Funds (20,7%) Federal Funds (10,8%) Local Taxes (7.6%) G,O. Bonds (7,6%) Utilities (5,8%) Other (2,7%) Cash BaL (28.6%) Operating Receipts TOTAL RECOMMENDED BUDGET $63,274,666 I I TOTAL RECOMMENDED BUDGET 837,353,608 FISCAL YEAR 2004 RECOMMENDED BUDGET BY SOURCE OF INCOME DEPT Total Budget Operating Budget Capital Budet Dollars Percent Dollars Percent Dollars Percent Utilities Water 4,689,380 4.66% 3,589,680 5.67% 1,099,700 2.94% Sewer 4,647,856 4.62% 3,442,206 5.44% 1,205,650 3.23% Refuse 2,075,553 2.06% 1,895,553 3.00% 180,000 0.48% Parking 1,736,550 1.73% 1,555,000 2.46% 181,550 0.49% Stormwater 627,429 0.62% 456,437 0.72% 170,992 0.46% Solid Waste 1,744,497 1.73% 1,744,497 2.76% Cable TV 537,095 0.53% 525,301 0.83% 11,794 0.03% Subtotal 16,058,360 15.96% 13,208,674 20.88% 2,849,686 7.63% Federal Funds HUD Fair Housing 52,200 0.05% 52,200 0.08% Community Development 1,479,667 1.47% 1,048,229 1.66% 431,438 1.16% Federally Assisted Housing 4,643,024 4.61% 4,643,024 7.34% Federal STP Funds 3,342,000 3.32% 3,342,000 8.95% EDA Grant 2,000,000 1.99% 2,000,000 5.35% Federal Grants-Law Enforcemant 11,000 0.01% 11,000 0.02% Federal Transit Authority 1,360,904 1.35% 538,096 0.85% 822,808 2.20% Federal Aviation Admin. 1,119,000 1.11% 1,119~000 3.00% Subtotal 14,007,795 13.92% 6,292,549 9.94% 7,715,246 20.65% State Funds State HOME Grant Program State Health Grant State Police Program Grants IDOT/Highway Maint. ISTEA / REAP Grants State Highway Assistance Grant State Transit/Airpor~ Assistance Road Use Tax Personal Property Tax Repl Municipal Assistance Liquor Sales Tax Bank Franchise Tax Mobile Home Tax Subtotal 181,251 0.18% 21,251 20,106 0.02% 20,106 82,316 0.08% 82,316 8,084 0.0I% 8,084 538,928 0.54% 3,968,500 3.94% 184,000 0.18% 154,000 4,812,036 4.78% 3,470,161 449,968 0.45% 449,968 305,715 0.30% 305,715 269,942 0.27% 269,942 125,000 .0.12% 125,000 30,489 0.03% 30~489 10,976,335 10.91% 4,937,032 0.03% 0.03% 0.13% 0.01% 0.24% 5.48% 0.71% 0.48% 0.43% 0.20% 0.05% 160,000 0.43% 538,928 1.44% 3,968,500 10.62% 30,000 0.08% 1,341,875 3.59% 7.80% 6,039,303 16.17% Local Taxes Property Tax HotelfMoteI Tax Military Service Monies & Credits Ag Land Tax TIF Increment Property Tax Sales Tax-50% and 20% Sales Tax-30% Total 16,182,057 16.08% 16,182,057 25.57% 1,237,487 1.23% 989,878 1.56% 18,220 0.02% 18,220 0.03% 44,800 0.04% 44,800 0.07% 6,356 0.01% 6,356 0.01% 2,698,956 2.68% 2,490,889 3.94% 5,101,582 5.07% 3,339,012 5.28% 1,819,500 1.81% 247,609 0.66% 208,067 0.56% 1,762,570 4.72% 1,819,500 4.87% 27,108,958 26.94% 23,071,212 36.46% 4,037,746 10.81% Operating Receipts Airport Ambulance Animal Licenses Business License/Permits County Payment County Participation Comm. Center 1,976,280 1.96% 1,865,280 2.95% 768,000 0.76% 768,000 1.21% 85,200 0.08% 85,200 0.13% 178,638 0.18% 178,638 0.28% 22,704 0.02% 22,704 0.04% 262,14I 0.26% 262,141 0.41% -198- 111,000 0.30% DEPT Data Processing Charge DRA-Gaming Revenues DP, A-Gaming Rev--Dec. Pkgs & Stormwa DRA-Gaming Revenues for CVB DRA-Gaming Revenue for IH Debt-20 yr DRA-Prior Year Distribution DRA-Distribntion DP, A-Tax Case Decision DP, A-Police Overt/me Engineering Division Five Flags Fire Training / Confined Space Service Golf Housing Lead Paint Related Inspection (Builidng/Health/Fire) Interest Earnings-Tax Funds Library Receipts Misc./Admin Overhead Charges O&M [ncluding Riverfront Leases Park Iowa District Court Fines Information Services Recharges Police Recreation Rental Housing Transit Transportation Security Agency Zoning Subtotal Cash Balances Pension Funds Tax Funds (Includes frozen travel/traini Non-Enterprise Constr.& Oper. Funds Subtotal Land Sales Leased Property-Iowa St G.O. Bonds (Storm Sewer Abated Debt) G.O. Bonds (Brewery TIF Abated Debt) G.O. Bonds (TIF & Gaming Rev. Abated) Loan Repayments Water to General Fd UDAG Econ. Dev-Loan Pool and ED Rehab/RRP Special Assessments Private Funding Subtotal Budget Less Service Funds Service Funds Total Budget FISCAL YEAR 2004 RECOMMENDED BUDGET BY SOURCE OF INCOME Total Budget Operating Budget Dollars Percent Dollars Percent Capital Budet Dollars Percent 4,477,746 4.45% 2,238,873 3.54% 2,238,873 5.99% 100,000 0.16% (100,000) -0.27% 350,000 0.55% (350,000) -0.94% 718,514 1.14% (718,514) -1.92% 2,485,892 2.47% 2,485,892 6.66% 6,029,380 5.99% 200,000 0.32% 5,829,380 15.61% 1,164,064 1.16% 1,164,064 3.12% 237,714 0.24% 237,714 0.38% 77,938 0.08% 67,938 0.I1% 10,000 0.03% 576,325 0.57% 576,325 0.9I% ' 150,000 0.15% 150,000 0.24% 737,386 0.73% 710,386 1.12% 27,000 0.07% 164,852 0.16% 164,852 0.26% 580,515 0.58% 580,515 0.92% 825,000 0.82% 825,000 1.30% 115,500 0.11% 115,500 0.18% 27,267 0.03% 27,267 0.04% 358,213 0.36% 358,213 0.57% 209,509 0.21% 209,509 0.33% 200,000 0.20% 200,000 0.32% 267,540 0.27% 267,540 0.42% 233,335 0.23% 233,335 0.37% 653,892 0.65% 653,892 1.03% 99,561 0.10% 99,561 0.16% 491,403 0.49% 491,403 0.78% 96,178 0.10% 96,178 0.15% 43,300 0.04% 43~300 0.07% 23,595,473 23.45% I2,897,778 20.38% 10,697,695 28.64% 100,000 0.10% 100,000 0.16% 465,455 0.46% 465,455 0.74% 1,008,956 1.00% 1,574,411 1.56% 565,455 0.89% 400,000 0.40% 1,120,000 1.11% 1,150,000 1.14% 567,200 0.56% 59,570 0.06% 289,350 0.29% 139,062 0.14% 540,500 0.54% 758,000 0.75% 242;594 0.24% 5,266,276 5.23% 98,587,608 97.97% 2,040,666 2.03% 100,628,274 100.00% 239,350 0.38% 307000 0.05% 269,350 0.43% 61,242,050 96.79% 2,032,616 3.21% 63,274,666 100.00% 1,008,956 2.70% 1,008,956 2.70% 400,000 1.07% 1,120,000 3.00% 1,150,000 3.08% 567,200 1.52% 59,570 0.16% 50,000 0A3% 139,062 0.37% 540,500 1.45% 758,000 2.03% 212,594 0.57% 4,996,926 13.38% 37,345,558 99.98% 8,050 0.02% 37,353,608 100.00% -199- CITY Of DUBUQUE DISTRIBUTION Of PROPERTY Tax-ciTY SHARE (2.1%) Transit (29.9%) Police (24.0%) Fire (2.0%) Comm. Center (6.6%) Park Division (3.2%) Civic Center (7,2%) Library (2.4%) Airport (13.0%) Other (2.9%) Engineering (3.2%) Finance (3.6%) Oper. & Maint. FY 2004 RECOMMENDED BUDGET FISCAL YEAR 2004 RECOMMENDED BUDGET NET OPERATING BUDGET BY DEPARTMENT TAXABLE MISC. REVENUE NET OPER. DEPT FUNDS GENERATED BUDGET Protective Services Police 8,282,776 907,247 7,375,529 Comm. Center 768,605 265,491 503,114 Fire 6,853,225 929,215 5,924,010 Disaster Services 35,580 35,580 Operation & Maint. 887,593 12,100 875,493 Building 582,127 567,000 15,127 Total 17,409,906 2,681,053 14,728,853 Human Development Human Rights 252,058 53,400 198,658 Health Services 412,060 184,306 227,754 Park Div. 1,849,418 209,509 1,639,909 Civic Center 1,357,543 576,325 781,218 Recreation 1,771,188 1,361,748 409,440 Library 1,885,666 113,500 1,772,166 Total 7,527,933 2,498,788 5,029,145 PERCENT OF BUDGET 29.89% 2.04% 24.01% 0.14% 3.55% 0.06% 59.69% 0.81% 0.92% 6.65% 3.17% 1.66% 7.18% 20.38% Facilities & Env. Airport 2,454,850 1,865,280 589,570 2.39% Transit 1,718,597 1,204,267 514,330 2.08% Oper. & Maint. 358,358 354,197 4,161 0.02% Engineering 771,926 67,938 703,988 2.85% Economic Developme 115,118 17,130 97,988 0.40% Housing & Comm. De 131,787 99,561 32,226 0.13% Total without Debt 5,550,636 3,608,373 1,942,263 Debt Service 1,236,431 758,107 478,324 Total with Debt 6,787,067 4,366,480 2,420,587 Administration City Hall/Annex 162,739 Planning 443,356 43,300 City Council 122,244 City Manager's Office 793,475 454,717 Budget 133,140 31,595 Personnel 301,604 67,154 City Clerk 288,681 129,108 Finance 1,355,514 563,455 Legal 407,757 21,586 Information Serv 491,819 267,500 Purchase of Serv 530,492 478,770 Total 5,030,821 2,057,185 162 739 400 O56 122 244 338 758 101 545 234 450 159 573 792 059 386 171 224 319 51,722 2,973,636 24,673,897 478,324 25,152,221 Total Without Debt 35,519,296 10,845,399 Debt Service 1,236,431 758,107 Total With Debt 36,755,727 11,603,506 -201- 7.87% 1.94% 9.81% 0.66% 1.62% 0.50% 1.37% 0.41% 0.95% 0.65% 3.21% - 1.57% 0.91% 0.21% 12.05% 100.00% DISTRIBUTION OF THE CiTY PORTION OF YOUR PROPERTY TAX PAYMENT RESIDENTIAL PROPERTY EXAMPLE FISCAL YEAR 2004 RECOMMENDED BUDGET For a residential property, with an assessed value of $101,457 (and a taxable value of $52,137) the City portion of their Fiscal Year 2004 (July 1, 2003 - June 30, 2004) tax bill would be $485.79 with homestead tax credit. The distribution o~their tax dollars to City departments and divisions would be: NET OPERATING DEBT EXPENSE SERVICE TOTAL Protective Services Police 142.45 142.45 Comm. Center 9.72 9.72 Fire 114.41 114.41 Disaster Services 0.69 0.69 Operation & Maint. 16.91 16.91 Building 0.29 0.29 Total, Protective Services $284.47 $284.47 Human Development Human Rights 3.84 3.84 Health Services 4.40 4.40 Park Div. 31.67 31.67 Civic Center 15.09 15.09 Recreation 7.91 7.91 Library 34.23 34.23 Total, Human Development $97.14 $97.14 Facilities & Env. Airport 11.39 0.67 12.06 Transit 9.93 9.93 Oper. & Main~. 0.08 0.08 Engineering 13.60 8,57 22,17 Economic Development 1.89 1,89 Housing & Comm. Dev. 0.62 0.62 Total, Facilities and Env. $37.51 $9.24 $46.75 Administration City Hall/Annex 3.14 3.14 Planning 7,73 7,73 City Council 2.36 2.36 City Manager's Office 6.54 6.54 Budget 1.96 1.96 Personnel 4.53 4.53 City Clerk 3.08 3.08 Finance 15.30 15,30 Legal 7,46 7.46 Information Serv 4.33 4.33 Purchase of Serv 1.00 1.00 Total, Administration $57.43 $57.43 GRAND TOTAL $476.55 $9.24 $485,79 _ -202- EXPENSE SUMMARIES EXPENDITURE SUMMARIES j FY 2004 TOTAL RECOMMENDED BUDGET HOW THE MONEY IS SPENT (9,5%) Human Development (17.7 %) Protective Services (66,0%) Facilities & Env, (6, 8 %) Administration ITOTAL RECOMMENDED BUDGET ~ 100,628,274~ fY 2004 operatiNg BUDGETI IfY 2OO4 cap,iai BUDGETI (12.1%) Hum an Development (5i .0%) Facili[ies & Env. (27.5%) Protective Services (9.4%),~minlstration (7.7%)Oper. & Maint. (t .2%) Protective (54.5%) Engineering (t8.1%) CED & Housing (2.9%) Water (5.0%) Human Dev. (1.6%) Other F&E (4.0%) Airport Administrative I TOTALOPERATtNG BUDGET $63,274,666 I I TOTAL CAPITAL BUDGET $37,3,53,608 I DEPT FISCAL YEAR 2004 RECOMMENDED BUDGET BY DEPARTMENT Total Budget Operating Budget Dollars Percent Dollars Percent Capital Budet Dollars Percent Protective Services Police Comm. Center Fire Disaster Services O&M Building Total Human Development Human Rights Health Services Park Div. Civic Center Recreation Library Total 8,282,776 8.23% 8,282,776 13.09% 768,605 0.76% 768,605 1.21 % 7,292,785 7.25% 6,853,225 10.83% 35,580 0.04% 35,580 0.06% 887,593 0.88% 887,593 1.40% 582,127 0.58% 582,127 0.92% 439,560 1.18% 17,849,466 17.74% 17,409,906 27.51% 439,560 1.18% 253,058 0.25% 253,058 0.40% 436,504 0.43% 436,504 0.69% 2,965,942 2.95% 1,851,418 2.93% 1,114,524 2.98% 2,029,543 2.02% 1,357,543 2.15% 672,000 1.80% 1,964,435 1.95% 1,901,135 3.00% 63,300 0.17% 1,888,866 1.88% 1,885,666 2.98% 3,200 0.01% 9,538,348 9.48% 7,685,32z~ 12.15% 1,853,024 4,96% Facilities & Env. Water Water Poll. Control Parking Airport Transit Oper. & Maint. Engineering Comm./Econ. Dev. Housing Services Cable TV Neighborhood Developmen Total with Debt Debt Service Total without Debt Service 4,233,068 4.21% 3,165,568 5.00% 1,067,500 2.86% 3,177,082 3.16% 2,775,932 4,39% 401,150 1.07% 2,123,679 2.11% 1,950,679 3.08% 173,000 0.46% 4,047,083 4.02% 2,545,083 4.02% 1,502,000 4.02% 2,720,917 2,70% 1,718,597 2.72% 1,002,320 2.68% 11,620,619 11.55% 8,747,362 13.82% 2,873,257 7.69% 23,603,622 23.46% 3,262,499 5.16% 20,341,123 54.46% 8,190,516 8.14% 2,320,516 3.67% 5,870,000 15.71% 6,352,043 6.31% 5,451,043 8.61% 901,000 2.41% 223,016 0.22% 223,016 0.35% 119,754 0.12% 94,754 0.15% 25,000 0.07% 66,411,399 66.00% 32,255,049 50.98% 34,156,350 91.44% (4,544,240) (4,544,240) 61,867,159 27,710,809 34,156,350 Administration City Hall/Annex 275,183 0.27% 175,183 0.28% 100,000 0.27% Planning 695,152 0.69% 570,152 0.90% 125,000 0.33% City Council 122,244 0.12% 122,244 0.19% City Manager's Office 1,420,551 1.41 % 1,420,551 2.25% City Clerk 288,681 0.29% 288,681 0.46% Finance 1,897,751 1.89% 1,592,751 2.52% 305,000 0.82% Legal 407,757 0.41% 407,757 0.64% Information Serv 939,985 0.93% 565,31 I 0.89% 374,674 1.00% Purchase of Serv 781,757 0.78% 781,757 1.24% Total 6,829,061 6.79% 5,924,387 9.36% 904,674 2.42% TOTAL WITH DEBT 100,628,274 100.00% 63,274,666 100.00% 37,353,608 100.00% DEBT SERVICE (4,544,240) (4,544,240) TOTAL WITHOUT DEBT 96,084,034 58,730,426 37,353,608 -205- _ PROGRAM EXPENSE * EMPLOYEE EXPENSE SUPPLIES & SERVICES CAPITAL OUTLAY SUBTOTAL DEBT SERVICE NON-EXPENSE ACCOUNTS TOTAL OPERATING BUDGET CAPITALIMPROVEMENTS TOTALBUDGET CITY OF DUBUQUE GRAND TOTAL SUMMARY FY 2001 FY 2002 ACTUAL ACTUAL 29,699,622 30,634,239 18,439,334 18,924,391 1~697~738 1~348~476 49,836,694 50,907,106 4,520,639 4,303,109 281,526 197,402 54,638,859 55,407,617 30,753,994 35,845,501 85,392,853 91,253,118 * Excludes non-program expense for self-insurance accounts and Metro Landfill accounts OPERATING EXPENDITURES BY FUND FY 2003 ADOPTED 33,416,098 19,612,169 1~3551414 54,383,681 5,482,825 285,000 60,151,506 42,228,612 102,380,118 010 GENERAL FUND 29,439,996 29,507,613 30,699,606 050 TRANSIT FUND 1,407,279 1,473,706 t,763,095 090 DEBT SERVICE FUND 1,977,313 1,356,935 2,027,052 110 TRUST & AGENCY FUND 287 263 204 120 TIF-METRIX/NORDSTROM 515,876 323,691 709,817 124 TiF-ADV. DATA COM. TECH P 65,250 128,087 128,087 126 TIF-EAST 7TH STREET 40,518 27,288 127 TIF-KERPER BLVD 237,431 489,285 128 TIF-CARTEGRAPH 47,520 58,000 58,000 130 TAX INCRE-DOWNTOWN 183,831 470,113 825,433 150 ROAD USE TAX FUND 2,594,338 1,933,397 3,289,636 210 COMM DEVEL FUND 953,718 1,129,294 988,317 212 LEAD GRANT PROGRAM 682,225 805,196 294,367 220 UDAG REPAYMENTS 165,898 185,420 235,875 FY 2004 RECOMMENDED 36,415,867 20,713,299 1,341,260 58,470,426 4,544,240 260,000 63,274,666 37,353,608 100,628,274 33,852,366 1,718,597 1,184,764 961,806 128,087 30,344 489,285 58,000 823,367 3,470,161 1,040,065 t64,852 239,350 PROGRAM EXPENSE * 230 SECTION 8 HOUSING FD 250 LAW ENFORCEMENT GRANT 270 RRP LOAN REPAYMENTS 440 GO BOND FUND 450 WATER UTIL-OPER FUND 460 SEWAGE UTIL-OPER FD 470 REFUSE COLLECTION FD 480 STORMWATER UTILITY 940 LANDFILL OPER FUND 490 PARKING FAC-OPER FD 540 CABLE TV FUND 550 ENGINEERING SERV FD 560 STREET SERVICE FUND 570 GARAGE SERVICE FUND 590 GENERAL SERVICE FUND 620 STORES/P1C/NTING FUND 810 DOG TRACK DEPR. FUND 820 RESP. DISEASE TRUST 830 ELLA LYONS PEONY TR 840 LIBRARY GIFTS TR FD TOTAL OPERATING BUDGET CAPITAL EXPENDITURES BY FUND 010 GENERAL FUND 050 TRANSIT FUND 13/131 TAX INCRE-DOWNTOWN 150 ROAD USE TAX FUND 210 COMM DEVEL FUND 212 COMM DEV DISCRETION 220 UDAG REPAYMENTS 270 STATE RENTAL REHAB CITY OF DUBUQUE GRAND TOTAL SUMMARY FY 2001 FY 2002 FY 2003 ACTUAL ACTUAL ADOPTED 3,647,696 191 44,592 2,854,401 3,960,359 1,652,104 1,393,888 1,088,195 352,656 589,450 22,835 883,255 21,891 (3,103) t3,829 44 1,854 40,673 4,255,794 t9,510 35,478 3,007,967 3,836,037 1,739,204 1,646,5 t 7 1,152,701 484,332 617,734 941,483 4,752 (6,048) 26,293 1734 1,943 33,040 54,638,859 55,407,617 6,415,595 16,658 93,386 470,843 1,914,198 451,000 8,100 5,735,126 1,712,981 1,065,296 192,869 1,575,983 145,500 555,089 61,899 4,218,258 20,839 3,297,910 3,603,024 2,014,606 1,656,799 1,317,116 510,339 899,452 1,066,724 8,377 2,000 60,151,506 4,526,414 1,095,000 190,000 1,231,300 920,000 20,000 285,300 FY 2004 RECOMMENDED 4,642,204 21,251 3,402,805 3,240,774 1,722,694 332,438 1,711,868 1,481,484 524,728 927,911 1,103,465 2,000 63,274,666 11,554,731 1,002,320 100,000 534,875 996,000 50,000 40,000 PROGRAM EXPENSE * 271 STATE HOME PROGRAM 300 STREET CONST FUND 310 SAN-SEWER CONST FD 320 STORM SEWER CONST FD 330 PARKING FAC CONST FD 340 WATER CONST FUND 350 SALES TAX CONSTR. FD 360 GENERAL CONSTR FUND 390 AIRPORT CONST FUND 410 AMERICA'S RIVER FD 430 GOLF CONSTRUCTION FD 470 REFUSE COLLECTION FD 480 LANDFILL FD 570 GARAGE SERVICE FUND 540 CABLE TV TOTAL CAPITAL BUDGET TOTALBUDGET CITY OF DUBUQUE GRAND TOTAL SUMMARY FY 2001 FY 2002 FY 2003 ACTUAL ACTUAL ADOPTED FY 2004 RECOMMENDED 8,050 3,924 6,044 180,824 11 ~794 30,753,994 35,845,501 42~2287612 37,353~608 85,392,853 91 e253,118 102,380~118 100,628,274 139,546 77,676 160,000 3,712,684 6,382,086 5,772,272 12,223,890 1,632,304 1,147,717 2,t96,100 1,460,650 352,837 82,789 7,848,000 3,247,382 3,844,617 102,359 110,430 181,550 1,959,851 1,394,974 4,763,925 1,099,700 1,167,801 1,992,986 715,154 832,650 814,452 1,093,615 7,284,308 2,003,457 1,181,066 1,466,000 10,482,367 11,018,577 2,177,016 512 13,577 48,700 27,000 471,378 17,961 124,650 180,000 3,150 900 FISCAL YEAR 2004 OPERATING BUDGET BY MAJOR OBJECT DEPT Protective Services Police Department Emergency Communicatio Fire Department Disaster Services Operation & Maint. Dept. Building Services Dept. Total Protective Services EMPLOYEE EXPENSE SUPPLIES & SERVICES CAPITAL OUTLAY NON-EXP SUBTOTAL DEBT CIP ACCOUNTS OPERATING SERVICE BUDGET 7,228,640 787,188 266,948 8,282,776 691,788 76,452 365 768,605 6,340,256 418,599 94,370 6,853,225 35,580 35,580 280,300 575,360 10,250 21,683 887,593 485,122 59,005 38,000 582,127 15,026,t06 409,933 1,952,184 21,683 17,409,906 439,560 439,560 TOTAL BUDGET 8,282,776 768,605 7,292,785 35,580 887,593 582,127 17,849,466 Human Development Human Rights Department Health Services Departme Park Division Civic Center Division Recreation Division Library Department Total Human Development 176,440 299,865 1,418,178 777,225 1,064,712 1,250,231 4,986,651 76,618 125,589 325,390 485,997 783,223 603,975 2,400,792 11,050 107,850 94,321 53,200 31,460 297,881 253,058 436,504 1,851,418 1,357,543 1,901,135 1,885,666 7,685,324 1,114,524 672,000 63,300 3,20O 1,853,024 253,058 436,504 2,965,942 2,029,543 1,964,435 1,888,866 9,538,348 Facilities & Env. Water Department Water Poll. Control Dept Parking Division Airport Department Transit Division Oper. & Maint. Dept Engineering Div. CommJEcon. Dev. Housing Services Neighborhood Developme Cable TV Division 1,366,838 1,141,206 696,262 1,087,115 793,254 4,886,752 1,639,141 224,927 1,167,763 72,123 144,788 1,369,503 1,424,307 265,118 1,274,885 925,343 3,266,311 364,812 380,060 4,269,067 22,631 62,540 59,550 32,730 13,205 92,850 352,300 23,650 10,300 14,213 15,253 4,064 3,439 2,075 241,999 435 2,799,955 2,601,682 976,660 2,454,850 1,718,597 8,747,362 2,027,603 615,287 5,451,043 94,754 223,016 365,613 174,250 974,019 90,233 1,234,896 1,705,229 1,067,500 401,150 173,000 1,502,000 1,002,320 2,873,257 20,341,123 5,870,000 901,000 25,000 4,233,068 3,177,082 2,123,679 4,047,083 2,720,917 11,620,619 23,603,622 8,190,516 6,352,043 119,754 223,016 Total Facilities & Env. 13,220,169 13,624,577 614,051 252,012 27,710,809 4,544,240 34,156,350 66,411,399 FISCAL YEAR 2004 OPERATING BUDGET BY MAJOR OBJECT DEPT EMPLOYEE SUPPLIES & CAPITAL NON-EXP SUBTOTAL DEBT ClP EXPENSE SERVICES OUTLAY ACCOUNTS OPERATING SERVICE BUDGET TOTAL BUDGET Administration City Hall/Annex Planning Services Dept City Council City Manager's Office City Clerk's Office Finance Department Legal Department Information Serv, Div. Purchase of Serv Total Administration 175,183 175,183 100,000 454,972 107,540 7,640 570,152 125,000 63,374 58,716 150 122,240 812,428 607,723 400 1,420,551 191,830 96,981 288,811 958;716 636,525 11,205 (13,695) 1,592,751 305,000 286,233 121,525 407,758 415,384 149,927 565,311 374,674 781,757 781~757 3,182,937 2;735,877 19,395 (13,695) 5,924,514 904,674 6,829,188 TOTAL ALL PROGRAMS 36,415~863 20,713~430 1,341,260 260,000 58,730,553 4,544,240 37,353,608 100~628~401 Fund General Fund Transit Fund DEPARTMENT/DIVISION Police Department Emergency Communications Div. Fire Department Disaster Services Building Services Department Human Rights Department Health Services Division Park Division Civic Center Division Recreation Division Library Department Airport Department Public Works/Engineering Divisio Operations/Maintenance Dept. Economic Development Housing and Comm.Dev. Dept. Planning Services Department City Hall/Annex Maintenance City Council City Manager's Office City Clerk's Office Finance Department Legal Department Information Services Division Purchase of Services Total, General Fund Transit Division Total, Transit Fund CITY OF DUBUQUE RECOMMENDED FISCAL YEAR 2004 OPERATING BUDGET MAJOR OBJECT BY FUND AND DEPARTMENT EMPLOYEE SUPPLIES & CAPITAL DEBT CLEARING EXPENSE SERVICES OUTLAY SERVICE ACCOUNT 97,228,640 9787,188 9266,948 691,788 76,452 365 6,340,256 418,599 94,370 35,580 59,005 38,000 75,618 123,551 323 390 485 997 731 147 603 975 1,274 885 102 692 702 307 45,656 20,879 75,340 162,739 63,378 58,716 150 685,882 542,137 200 191,830 96,851 851,104 502,850 11,205 286,233 121,524 341,892 149,927 530,492 925,121,221 98,107,497 9844,920 485,122 176,440 277,459 1,418,178 777,225 986,841 1,250,231 1,087,115 646,434 795,388 67,284 110,625 361,876 11,050 107,850 94,321 53,200 31,460 92,850 22,800 11,550 2,178 283 6,140 55,717 955,717 $793,254 9925,343 9793,254 9925,343 (263,294) (13,695) (9276,989) TOTAL 98,282,776 9768,605 96,853,225 935,580 9582,127 9252,058 9412,060 91,849,418 91,357,543 91,771,188 91,885,666 92,510,567 $771,926 $1,245,951 9115,118 $131,787 9443,356 9162,739 9122,244 91,228,219 $288,681 91,351,464 9407,757 9491,819 9530,492 933,852,366 91,718,597 ~1,718,597 CITY OF DUBUQUE RECOMMENDED FISCAL YEAR 2004 OPERATING BUDGET MAJOR OBJECT BY FUND AND DEPARTMENT Fund DEPARTMENT/DIVISION Debt Service Airport .Department Public Works/Engineering Division Finance Department Total, Debt Service Fund EMPLOYEE SUPPLIES & CAPITAL DEBT EXPENSE SERVICES OUTLAY SERVICE $34,516 1,146,198 4,050 $4,050 $1,180,714 CLEARING ACCOUNT TOTAL $34,516 $1,146,198 $4,050 $1,184,764 Tax Incre- ment Economic Development Dept Total, Tax Increment Funds $316,465 $316,465 $2,174,424 $2,174,424 $2,490,889 $2,490,889 Road Use Tax Fund Community Development Fund Operations/Maintenance Dept. Engineering Department Total, Road Use Tax Fund Recreation Division Economic Development Dept Housing and Comm. Dev. Planning Services Department Health Services Department Human Rights Department City Manager's Office Purchase of Services Total, Comm. Dev. Fund $1,530,354 $1,502,049 $314,550 1,550 850 $1,530,354 $1,503,599 $315,400 $77,871 $52,076 98,317 17,265 8,122 417,253 64,947 8,749 93,096 32,200 1,500 1,000 1,000 72,123 22,631 71,915 $758,660 $263,034 $18,371 $120,808 $120,808 $3,467,761 $2,400 $3,470,161 $129,947 $123,704 $490,949 $126,796 $1,000 $1,000 $94,754 $71,915 $1,040,065 Lead Paint Grant Housing and Comm. Dev. Total, Lead Paint Grant $105,791 $59,061 $105,791 $59,061 $164,852 $164,852 UDAG Repayment Fund Economic Development Purchase of Services Total, UDAG Repmt, Fund $59,326 $674 179~350 $59,326 $180,024 $60,000 $179,350 $239,350 Fund Section 8 Housing Fund DEPARTMENT/DIVISION Housing and Comm. Dev. Total, Section 8 Housing Fund CITY OF DUBUQUE RECOMMENDED FISCAL YEAR 2004 OPERATING BUDGET MAJOR OBJECT BY FUND AND DEPARTMENT EMPLOYEE SUPPLIES & CAPITAL DEBT CLEARING EXPENSE SERVICES OUTLAY SERVICE ACCOUNT $512,843 $4,124,180 95,181 ~512,843 $4,124,180 $5,181 TOTAL 94,642,204 54,642,204 RRP Repay. Housing and Comm. Dev. Fund Total, State HOME Fund $21,251 $21,251 921,251 921,251 Water Operating Fund Sewer Operating Fund Water Department Finance Department Total, Water Operating Fund Public Works/Engineering Divisio Water Pollution Control Dept. Operations/Maintenance Dept. Total, Sewer Operating Fund 91,366,838 ~1,369,503 ~59,550 $365,613 94,064 $3,165,568 107,612 129,625 $237,237 $1,474,450 $1,499,128 $59,550 $365,613 $4,O64 $3,402,~05 $72,727 $8,899 $1,141,206 $1,424,307 $32,730 273,458 85,323 5,850 $1,487,391 91,518,529 $38,580 ~174,250 $174,250 $3,439 18,585 $22,024 981,626 $2,775,932 $383,216 $3,240,774 Refuse Fund Operations/Maintenance Dept. Total, Refuse Collection Fund $1,140,901 ~482,132 929,600 $1,140,901 $482,132 929,600 $70,061 $70,061 $1,722,694 $1,722,694 Stormwater Fund Engineering Department Total, Stormwater Operating $243,740 $88,698 $332,438 $243,740 $88~698 $332,438 Fund Landfill Fund DEPARTMENT/DIVISION Operations/Maintenance Dept. Total, Landfill Operating Fund CITY OF DUBUQUE RECOMMENDED FISCAL YEAR 2004 OPERATING BUDGET MAJOR OBJECT BY FUND AND DEPARTMENT EMPLOYEE SUPPLIES & CAPITAL DEBT CLEARING EXPENSE SERVICES OUTLAY SERVICE ACCOUNT TOTAL $668,215 $!,001,618 $42,035 $1,711,868 $668,215 $1,001,618 $42,035 $1,711,868 Parking Fund Parking System Total, Parking Operating Fund $696,262 $265,118 $13,205 $504,824 $2,075 $1,481,484 $696,262 $265,118 $13,205 $504,824 $2,075 $1,481,484 Cable TV Fund City Hall Annex Maintenance Health Services Division Cable TV Division City Manager's Office Information Services Total, Cable TV Fund $12,444 $12,444 22,406 1,038 $23,444 144,788 62,540 15,253 435 $223,016 126,546 65,586 200 $192,332 73,492 $73,492 $367,232 $141,608 $15,453 $435 $524,728 Trust Funds Park Divsion 2,000 $2,000 Total, Trust Funds $2,000 $2,000 Service Fund Public Works/Engineering Divisio Operations/Maintenance Dept. Total, Service Fund 919,980 7,931 $927,911 758r736 68,242 1,000 275,487 $1,103,465 $1,678,716 $76,173 $1,000 $275,487 $2,O31,376 OPERATING BUDGET $36,415,867 $20,713,299 $1,341,260 94,544,240 $260,000 963,274,666 DISTRIBUTION OF COMMUNITY DEVELOPMENT FUNDS COMMUNITY DEVELOPMENT BLOCK GRANT Proposed FY 2004 ANNUAL ACTION PLAN Funding Sources Estimated Entitlement Program Income Total Sources CDAC Approved 12/4/02 Housing Development Programs: First Time Homebuyer Program Histodc Preservation Rehab Grant $ 1,482,000 $ 561,907 $ 2,043,907 Homeowner Rehab Program Housing Administration Housing Code Enforcement Housing Rehabilitation Services and Staff Purchese/Rehab/Resale (DREAMS) Rental Unit Rehabilitation Ho si g ~-'-'- Economic Development Programs: Commercial/Industrial Building Rehab Leans E.D. Financial Assistance Program Economic Development Services and Staff Economic Development Totals Neighborhood and Community Development Programs Child Care Reeourc~,rReferra! - Projeot Concern Community Partnership Program (CP2)* Deer Management Food Program Downtown Resource Guide Dubuque Dispute Resolution Center Handicap Curb Ramps Information & Referral - Project Concern Leadership Training Neighborhood Development Staff Neighborhood Infrastructure Improvements Neighborhood Recreation Program Neighborhood Support Grants Senior Center Washington Tool Library- Oper New View Zoning Inspection/Enforcement Neighborhood & Comm. Develop. Totals Planning & Administration Programs: CDBG Admin. Services and Staff CDBG Admin/Monitodng Finance City Planning Services and Staff Planning Administration Planning City Planning IPlanning and Administration Totals Contingency TOTAL CDBG F:\Users~AKRAMER\CDBG~AnnualPlan\[FY 04. PlanJds]CDAC 0_421 6-- Program income (Revenue) Park and Rec 2,84~ ED Loans 64,06~ Housing 495,006 Total Rev 561,907 Approved FY 04 Plan 100,000 10,000 420,000 59,522 97,258 247,559 15,000 60,000 %0O9,339 Approved FY 04 Plan 93,000 93,000 120,000 306,000 Approved FY 04 Plan 8,576 100,000 1,000 3,500 1,000 40,000 24,339 5,000 76,754 40,000 129,947 30,000 20,000 15,500 10,000 505,618 Approved FY 04 Plan 83,419 10,694 13,555 112,731 220,399 ~553 2,043,907 0 Recommended by the. City H~nager · .... 2,530 ... 500,000 ... 567,092 ........... 59,780 ........... 97,935 ........... 249,364 ............. 100,000 ........... 100,000 ........... 123,704 ........... 86,000 ........... 25,000 ........... 13,000 ..........· 83,870 · . . 13,614 ............· 2,333 ......... 2,049,092 CITY OF DUBUQUE, IOWA FY 2004 ANNUAL ACTION PLAN FOR THE USE OF PROGRAM YEAR 2003 COMMUNITY DEVELOPMENT BLOCK GRANT FUNDS INTRODUCTION The FY 2004 Annual Action Plan for the use of Program Year 2003 Community- Development Block Grant Funds has resulted from a two-month process of public involvement and decision-making regarding the needs, priorities and proposed uses of CDBG funds in the City of Dubuque, Iowa. The following action plan represents the efforts of citizens, commissioners, public officials and staff to craft a document responsive to identified opportunities and needs in the corrtmunity. RESOURCES Federal resources expected to be available to address the priority needs identified in this plan include CDBG funds. The City anticipates $2,043,907 in CDBG assistance in Fiscal Year 2004 (July 1, 2003 - June 30, 2004), which includes the annual entitlement, program income and prior year carry- over fonds. The City of Dubuque will utilize other federal assistance programs as appropriate to meet community needs. Sources of funds include $3.5 million in Section 8 rental assistance payments, EDA Public Works Grant Program and SBA 504 loan program. The City continues to work with developers to access Low Income Housing Tax Credits and Historic Preservation Tax Credits in order to develop feasible housing projects. DESCRIPTION OF ACTIVITIES The City of Dubuque distinguishes between four different but complementary areas of program development in its overall CDBG program: Housing Development, Economic Development, Neighborhood and Community Development and Planning & Administration. The following description of activities summarizes the projects to be completed in the FY 2004 Annual Action Plan with the use of CDBG funds: -217- HOUSING DEVELOPMENT PROGRAMS First Time Home Buyer Program $100,000 This program provides for loans of up to $5000 to assist low and moderate income families to purchase their first homes. These funds are used to cover the "entry costs" of homeownership - down payments and closing costs. National Objective: Low and Moderate Income Benefit Location: City-Wide Proposed Accomplishments: 20 families assisted Historic Preservation Rehabilitation Grants $ 10,000 This program provides grants to low and moderate income homeowners to help them meet required historic preservation rehabilitation standards. National Objective: Low and Moderate Income Benefit Location: City-Wide Proposed Accomplishments: 2 housing unit assisted Homeowner Rehabilitation $420,000 1) Operation: Paintbrush An on-going grant program which provides low and moderate income homeowners with exterior house paint free of charge. Homeow~aers are required to arrange for the actual painting of their homes. 2) Operation: Upkeep Grant or deferred payment loan for minor exterior repairs up to $2,000 to income-eligible homeowners. 3) Residential Rehabilitation Loan Program An on-going program to provide low-interest loans to qualified low and moderate-income homeowners for the rehabilitation of substandard housing traits. 4) Sewer Connection Loan A program provides loans to tow income homeowners to pay for sanitary sewer connection charges. National Objective: Low and Moderate Income Benefit Location: City-Wide Proposed Accomplishments: 65 housing units assisted Housing Planning/Administration Services and Staff $ 59,522 On-going staff support for general housing planning activities, including Consolidated Plan, and department administration. -218- Housing Code Enforcement $ 97,258 This activity provides an intensive program of inspection of rental units within low and moderate- income neighborhoods. The program is intended to ensure the provision of safe and sanitary housing. National Objective: Location: Proposed Accomplishments: Low and Moderate Income Benefit Low/Moderate Income Areas 1140 housing unit inspections Housing Rehabilitation Services and Staff $247,259 On-going staff support, including program management, technical assistance, loan packaging and inspection, for the City's rehabilitation loan program Purchase/Rehabilitation/Resale (DREAMS) $15,000 This program provides funding to address the redevelopment of derelict properties. Properties acquired are resold to low/mod income homebuyers as part of the DREAMS program or to landlords who will provide affordable rents. National Objective: Location: Proposed Accomplishments: Low and Moderate Income Benefit City Wide 1 housing unit rehabilitated or purchased Rental Unit Rehabilitation $ 60,000 1) Emergency Code Enforcement Loan Program This program provides for rehab loans to correct code deficiencies and, in particular, emergency or health and safety corrections, for rental properties. The program aims at preventing the displacement of economically disadvantaged tenants as a result of code enforcement actions. Loans are fully amortized, no deferred payment terms. 2) Moderate Income Rental Rehab Loan Program This program provides loans to rehabilitate rental units throughout the community and is not tied to the Section 8 rental assistance program. The program is intended for renters at the 50-80 % of median income and loans are made folly amortizing with no deferred payment periods. 3) Accessibility Rehab This program provides grants to disabled tenants to make rental units accessible to the physically disabled. 4) Single Room Occupancy Rehab This loan program targets the rehabilitation of single room occupancy units. National Objective: Low and Moderate Income Benefit Location: City Wide Proposed Accomplishments: 10 housing units rehabilitate Total Housing Programs $1,009,339 3 -219- ECONOMIC DEVELOPMENT PROGRAxMS Commercial/Industrial Building Rehab Loans $93,000 This program provides Iow interest loans for rehabilitation commercial and industrial buildings in the City's older neighborhoods and downtown. Rehabilitation assistance is limited to improvements to the exterior of the bui.lding and to the correction of code violations. National Objective: Removal of Slum and Blight Location: Slum and Blight Area Proposed Accomplishments: 1 building Economic Development Financial Assistance Program $93,000 This program provides both large and small businesses with attractive low-interest loan packages to support local economic development efforts, including projects to create or retain jobs, enhance the tax base and strengthen the local economy. To the greatest extent possible, these investment capital funds are used to benefit low and moderate income citizens, address slum and blight problems, leverage additional funding from state, federal and private sources and to assist in the retention and expansion of existing local businesses. National Objective: Low and Moderate Income Benefit Location: City Wide Proposed Accomplishments: 20 jobs Economic Development Program Services & Staff $120,000 Staff is responsible for the formulation, coordination and implementation of local economic development strategies. Staff acquires, develops and manages land for industrial development. Technical and financial assistance to local businesses in support of increased employment opportunities for low/mod income population is also provided. Total Economic Development Programs $306,000 NEIGHBORHOOD and COMMUNITY DEVELOPMENT PROGRAMS Child Care Resource and Referral $ 8,576 This purchase of services project provides childcare information and assistance to both those needing child care and to providers. National Objective: Low- and Moderate Income Benefit Location: Low/Moderate Income Areas Proposed Accomplishments: 200 children served Community Partnership Program (CP2) $100,000 An on-going grant program to provide support for activities developed and implemented by private agencies designed to benefit the community's low' and moderate income residents or special needs populations. Funds are awarded on a competitive basis and are limited to $50,000 per recipient per 4 -220- _ year. The program is designed to support new and innovative projects, including capital expenditures and pilot programs and the removal of architectural barriers for accessibility. National Objective: Location: Low and Moderate Income Benefit City Wide Deer Management Food Program $1,000 The program assists in processing donated deer from the urban deer management program to be distributed to low/moderate income persons through the St. Stephen's Food Bank. National Objective: Low and Moderate Income Benefit Location: City Wide Proposed Accomplishments: 200 persons assisted Downtown Resource Guide $ 3,500 The purchase of services from Project Concern to prepare, publish and distribute a downtown resource guide to inform low and moderate income persons on services available in the downtown community-.. National Objective: Low- and Moderate Income Benefit Location: City wide Proposed Accomplishments: 4575 resource guides Dubuque Dispute Resolution Center $ 1,000 Training, marketing and promotion of the Dubuque Dispute and Resolution Center. Handicap Curb Ramps $ 40,000 Replace curbs at intersections through-out the City with handicap ramps to make public sidewalks accessible to disabled persons. National Objective: Low and Moderate Income Benefit Location: City Wide Proposed Accomplishments: 55 handicap ramps installed Information & Referral Services $ 24,339 The purchase of services from Project Concern/Phone A Friend, Inc. Services include a twenty-four · hour information network for community residents and a resource and counseling center for community services. National Objective: Location: Proposed Accomplishments: Low and Moderate Income Benefit City Wide 1,200 inquiries answered Leadership Training $ 5,000 This provides leadership training opportunities to neighborhood organization members or residents of low/mod income neighborhoods working to revitalize their neighborhoods. -221- Neighborhood Development Services & Staff $ 76,754 The Neighborhood Development Specialist coordinates the City's neighborhood reinvestment programs and provides technical assistance to organizations and residents to improve Dubuque's neighborhoods. Neighborhood Infrastructure Improvements 1) Neighborhood Street Overlays Provides for pavement overlays in low/moderate income neighborhoods. $40,000 2) Neighborhood Sidewalk Program An on-going program provides grants to Iow and moderate-income homeoxvners, on a case-by- case basis, to pay- 75% of the cost to repair public sidewalks in front of their homes. 3) Neighborhood Step/Wall Repair An on-going program to renovate or remove steps and walls that are public safety problems in low income areas. National Objective: Low and Moderate Income Benefit Location: Low/Moderate Income Areas Proposed Accomplishments: 45 people Neighborhood Recreation Programs $129,947 An enhanced recreation program is offered in the City's older low and moderate-income neighborhoods to meet the needs of at-risk youth, promote self-esteem and build community. Activities include an expanded at~er school programs, open gym, basketball league and summer day camp. National Objective: Location: Proposed Accomplishments: Low and Moderate Income Benefit Low/Moderate Income Areas 1175 kids; 4500 open gym users Neighborhood Support Grants $ 30,000 This grant program provides resources for organized neighborhoods in Iow/mod income areas to encourage self-initiated revitalization efforts including physical improvements, clean-ups, communication efforts or other special projects. National Objective: Low and Moderate Income Benefit Location: Low/Moderate Income Areas Proposed Accomplishments: 9 neighborhood-based projects assisted Senior Center $ 20,000 Education and recreation services provided to senior citizens at the Dubuque Area Lifetime Center. National Objective: Low and Moderate Income Benefit Location: City Wide Proposed Accomplishments: 2805 elderly -222- Washington Tool Library $ 15,500 An on-going free tool loan program operated by the Washington Neighborhood Tool Library, a non-profit corporation. Volunteers provide staffing, with program administration by Operation New View. A minimmn of $10,500 is allocated to the Tool Library for toot purchase and repair and operating costs. National Objective: Low and Moderate Income Benefit Location: Low/Moderate Income Persons Proposed Accomplishments: 2000 Persons Zoning Inspection/Enforcement $ 10,000 This project provides funding for inspection/enforcement staff services to low/mod income areas for zoning ordinance infractions and to provide support for neighborhood clean up efforts. National Objective: Low and Moderate Income Benefit Location: Low/Moderate Income Areas Proposed Accomplishments: 223 inspections Total Neighborhood and Community Development Programs $505,616 PLANNING AND ADMINISTRATION CDBG Administration Services and Staff $ 83,419 General management, oversight and coordination of the Community Development Block Grant program. Assures compliance with federal regulations and reporting requirements. Finance Services and Staff $10,694 Additional financial reporting support is provided to the CDBG program from the City's Finance Department. This position also coordinates loan portfolio management with a local bank. City Planning $112,731 On-going staff support to assist in the formulation and implementation of policies, plans and programs for guiding the physical, economic and social development, redevelopment and conservation of the community and its resources. Planning Administration On-going staff support for planning activities and department administration. Total Planning and Administration $13,555 $220,399 Contingency 2,553 Grand Total CDBG Commitment: $2,043,907 F:\UsersL~RAMER\CDBGXAnnu alp1 an~Y 04\04 Action Plan.doc -223- DE SUMM GENERAL OBLIGATION DEBT AND DEBT CAPACITY City of Dubuque Summary of Bonded Indebtedness - Fiscal Year 2003-2004 Description Date Net Amount Principal PrinCipal Interest Principal Year of of Interest of Outstanding Due 7-1-03 Due 7-1-03 Outstanding Final Issue Rate Issue July 1,2003 to 7-'1-04 to 7-1-04 July 1,2004 Payment General Obligation Bonds t Essential Corporate Purpose 07-01-95 4.7349 2,000,000 650,000 400,000 31,450 250,000 Essential Corporate Purpose 4 06-01-00 5.8896 2,750,000 2,565,000 95,000 148,939 2,470,000 Essenfial Corporate Purpose 5 11-01-00 5.2215 6,265,000 5,845,000 225,000 299,913 5,620,000 Essential Corporate Purpose 6 12-27-01 4.6892 9,500,000 9,500,000 425,081 9,506,000 Essential Corporate Purpose 6 01-09-02 4.7251 2,860,000 2,860,000 165,000 128,433 2,695,000 Essenfia[ Corporate Purpose 7 03-26-02 4.7348 1,000,000 980,000 35,000 43,848 945,000 Essential Corporate Purpose 3 12-01-02 3.8187 2,500,000 2,325,000 140,000 84,043 2,185,000 Essential Corporate Purpose 12-01-02 3.8187 152,521 30,000 30,000 750 Essential Corporate Purpose 2 12-01-02 3.8187 315,210 170,000 170,000 4,250 Essential Corporate Purpose 3 12-01-02 3.8187 137,269 80,000 80,000 2,000 Total General Obligation Bonds 27,480,000.00 25,005,000.00 1,340,000.00 1,168,705.02 23,665,000.00 2,515,000 1,540,000 190,000 70,885 1,350,000 2,515,000 1,540,000 190,000 70,885 1,350,000 Parking - 5th Street Ramp Total Revenue Bonds 03-01-98 4.6854 *Bergfeld 02-27-98 4.4% 655,500 655,500 655,500 28,842 *Advanced Data Comm Properties 03-10~99 6.0% 900,000 754,069 84,085 44,002 669,984 *Interstate Power Co 07-15-99 No Interest 800,000 206,667 266,667 *Cartegraph (Horizon/Ducarte,LLC) 12-01-99 8.8% 360,000 303,798 31,947 26,053 271,851 *Eagle Window (Otto A, LLC) 02-15-00 9.1% 3,168,538 2,963,135 224,575 264,710 2,738,560 Total Tax Increment Bonds/Grants 5,884,038 4,943,169 1,262,774 363,607 3,680,395 597,945 449,021 34,874 24,696 414,146 320,000 286,523 286,523 24,398 40,000 40,000 40,000 957,945 775,544 321,397 49,094 454,146 36,836,983 32,263,713 3,114,171 1,652,291 29,149,541 Other Loans - Revenue Backed Water Line To Site B 07-01-97 Internal Loan Riprow Valley (Backed by Private Investors) 06-30-00 6.0% Dubuque Law Enforcement/Fiber Optic 02-25-02 No Interest Total Other Lns. Rev Backed Total City Indebtedness $39,593 of tile annual debt service for the 1983/1984 issue is abated with Airport revenue. The abatement schedule was developed by the Airport Commission to provide 20 years for repayment (abatement) on 10 year bond issues. 2 Sewer revenue-backed G.O. issue (1994 Issue Refinanced during FY 03). 3 Water revenue-backed G.O. issue ($2,500,000 for Water Main & Water Tower and Remaining Portion is 1994 Issue Refinanced during FY 03} 4 Parking revenue-backed G.O. issue. 5 $5,600,000 is TIF revenue backed G.O. issue and $665,(~00 is Airport hanger rental backed G.O. issue. 6 America's River Project paid from 50% gaming revenues reserved for CIP. 7 Downtown TIF backed G.O. issue for 20 years (Main Street Project). 2005 2020 2020 2021 2021 2021 2017 2004 2004 2004 2010 2004 2011 2004 2011 2012 2012 2004 2005 STATUTORY DEBT CAPACITY FISCAL YEAR 2003-2004 BUDGET RECOMMENDATION The Code of Iowa (Article XI, Section 3) stipulates that the debt of a community may not exceed five percent of the Actual Assessed Value of Taxable Property within the city or town, Only General Obligations of the City are included as indebtedness under the statutory debt limit, REAL PROPERTY ASSESSED VALUE Less Veterans' Exemption Less Agricultural Land Exemption Subtotal UTILITIES ASSESSED VALUE TOTAL TAXABLE PROPERTY January 1, 2001 FY 2003 $2,317,926,402 7,758,028 2,391,280 $2,307,777,094 91,547,752_ $2,399,324,846 January 2002 FY 2004 $2,350,584,872 7,578,384 2,115,917 $2,340,890,571 94,975,078 $2,435,865,649 STATUTORY DEBT Less Outstanding G.O. Debt STATUTORY DEBT CAPACITY DEBT June 30, 2003 $ 119,966,242 -. 25,849,757_ $ 94,116,484 CAPACITY June 30, 2004 $ 121,793,284 23,665,000 $ 98,128,284 Statutory Debt Capacity CITY OF DUBUQUE, IOWA MEMORANDUM TO: FROM: SUBJECT: The Honorable Mayor and City Council Members Michael C. Van Milligen, City Manager Submission of Fiscal Year 2004-2008 Capital Improvement Program (CIP) The Fiscal Year 2004-2008 Capital Improvement Program (CIP) is hereby submitted for your review, modification and approval. State law requires that a five-year CIP be adopted by the City Council after a public hearing. It is recommended that the required CIP public hearing be held at the same time as the public hearing on the Fiscal Year 2004 Operating Budget. The CIP, as the plan for the City's physical development effort, attempts to address a variety of needs, which the City must meet if it is to maintain its physical facilities, meet its service commitments and provide for its future development. Over the next five years the CIP will reduce the City's construction fund balances by $1,578,822. The capital improvement related draw down of balances reflects, Airport Construction Funds (15 percent), Water Fund (19 percent), Storm Sewer (8 percent), Parking Construction Fund (3 percent), DRA Fund (49 percent), and Sales Tax Fund (20 percent portion) (6 percent). Capital improvement activities have been established in the City's budget to separate CIP projects'and project expense from operating expense (i.e., Storm Sewer Capital Improvement Activity, Street Capital Improvement Activity, Park Capital Improvement Activity). The Honorable Mayor and City Council Page 2 OVERVIEW ~ FISCAL YEAR 2004-2008 CAPITAL IMPROVEMENT PROGRAM The recommended Fiscal Year 2004-2008 Capital Improvement Program totals $207,984,460 divided into four program areas. The following table summarizes expenditures for each program by year. PROGRAM RECOMMENDED FISCAL YEAR 2003-2007 CIP EXPENDITURES BY PROGRAM FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 5 YEAR TOTAL PERCENT OF TOTAL Protective Services- $ 439,560 $ 691,100 $ 53,900 $ 747,500 $ 399,620 $ 2,331,680 1.12 Human Development 1,853,024 2,902,300 3,788,775 3,044,600 2,302,450 13,891,149 6.68 Facilities and Environment 34,135,350 30,229,949 , 36,681,548 33,220,115 54,010,608 188,198,570 90.53 Administrative Services 904,674 785,510 763,773 605,974 403,130 3,463,061 1,67 TOTAL $37,353,608 $34,608,859 $41,287,996 $37,618,189 $57,115,808 $207,984,460 100.00 FISCAL YEAR 2004-08 HIGHLIGHTS Highlights of the Fiscal Year 2004-2008 ClP will be summarized by City Council's long-range goals and Fiscal Year 2004 priorities. DUBUQUE 2008 CITY COUNCIL GOALS Improved Connectivil[y: Transportation and Telecommunications Network 1. The recommended CIP includes the following projects and major initiatives that address the transportation issues facing the City of Dubuque: · Annual street program totaling $12,690,500 over the five-year period (page 287). · Southwest Arterial (IA 32) construction ($60,250,000, page 286). · Wider US 20 - Crescent Ridge to Old US 21 in Fiscal Year 2004 ($430,390, page 289). The Honorable Mayor and City Council Page 3 · University Extension to US 20 in Fiscal Year 2004 ($3,085,000, page 290). · Implementation of three-phased development plan for the new Airport 'Ferminal facility being built Fiscal Years 2006-2009 (page 200) with design ($1,000,000, page 196) and right of way acquisition ($1;000,000, page 199) scheduled for Fiscal Year 2005. · University Avenue reconstruction from Spruce to Delhi in Fiscal Year 2003 ($1,250,000, page 291). · 14th Street reconstruction from Elm to Sycamore in Fiscal Year 2004 ($530,000, page 292). · Chestnut reconstruction from Highland to Cox in Fiscal Year 2004 ($600,000, page 293). · Pod of Dubuque construction of Market Street from 5~h St. to Bell St. and Bell St. Extension to Market Street, new Adam Street in Fiscal Years 2004 and 2005 ($912,000 and $858,750, page 294) · Dowell bar retrofit for Chavanelle Drive ($332,200 in Fiscal Year 2005, page 295). · Town Clock Phase III in Fiscal Years 2008 ($500,000, page 297) and 2008 to reconstruct the festival area west of the Town Clock to the alley and east of the Town Clock to the alley in the summer of 2007. (A change from 2005 in last year's budget.) Phase IV provides for Sixth and Seventh Street connections from the Town Clock to Locust Street to be improved in the summer of 2008. (A change from 2006 in last year~s budget.) · Charter Street Extension design and ROW Fiscal Year 2008 ($975,000, page 298) with construction beginning beyond Fiscal Year 2008. · Corridor study of alternate east/west collector streets ($100,000, page 296) in Fiscal Year 2004. · Traffic signal projects totaling $1,337,500, including interconnect conduit repair downtown (page 302), signal replacement program (page 304), and mast arm retrofit (page 303). · Fiber optic conduit along the NW Arterial in Fiscal Year 2004 ($526,350, page 314) and from Hwy 20 to the 3rd Street Hub in Fiscal Year 2004 and 2005 (page 315). The Honorable Mayor and City Council Page 4 Planned and Managed Growth 2. Several projects have been included in the five year period to address the need for planned and orderly growth including: · Sanitary Sewer Internal Lines into New Developments (Revolving Loan Fund program, page 213) and internal Water Mains into New Development (Revolving Loan Fund Program, page 214) and water lines (page 339). · Sanitary Sewer Extensions to Annexed Areas (annual program, page 214). · Annexation Study and Implementation - Sanitary Sewers (page 224) and water lines (page 340). · US 20 sewer extension to service properties annexed along Hwy 20 ($500,000, page 228) in Fiscal Year 2005. · South Fork Interceptor Extension in FY 2007 ($110,658, page 233). · Storm Sewer Management Plan Implementation ($12,t91,000, pages 241-254 and page 285). · Storm Sewer Extensions/Improvements (annual program, page 241). · U.S. 20 Widening/Median Installation and University Avenue to US 20 improvement (pages 289 and 290). · Water Main Extensions to New Developments ($1,085,000, page 333). · Water Line to Dubuque Industrial Center West in Fiscal Year 2006 ($400,000, page 342) from Chavenelle Road west to McGraw-Hill location. · Design for Roosevelt Road from Peru Road to Orchard Drive Water Main Extension and Water Tower In Fiscal Year 2008 ($150,000, page 345). · Acquisition of the Adams Company property in the Port of Dubuque in Fiscal Year 2004 ($3,735,000, page 399) · Industrial Site Development of the Bergfeld property including extension of Seippel road in Fiscal Years 2005~2007 ($5,720,000, page 405). · Development of a new airport terminal facility in Fiscal Years 2006 through 2009 ($25,496,895, page 200). The Honorable Mayor and City Council Page 5 D_iverse, Strong Dubuque Economy Funds for economic development activities total over $3,041,000 during the five year CIP period. Site C Industrial Park development has been deferred beyond the five-year program. A job creation project, using UDAG repayments, is recommended to provide loans and grants as incentives for new and existing businesses to add jobs ($100,000 over the five years, page 402). The existing Community Development Block Grant programs for Economic Development Loans, Commercial and Industrial Building Rehabilitation and Downtown Loan Pool are recommended for continuation (pages 397,398, and 403). A telecommunications feasibility study is currently underway' to begin to address a strategy for meeting the needs for high speed, state of the art communications infrastructure to serve the Dubuque area. Funds continue to be provided for improvements to the City's industrial parks. Chavenelle Road Extension design funds of $320,000 are recommended for FY 2005 to provide a design for access from the Northwest Arterial through Dubuque Industrial Park West to Seippel Road (page 405). Funds to construct the road and grade, plat, and construct the eastern most 150 acres of Dubuque Industrial Park West are funded in Fiscal Years 2005~2007. The recommended CIP places development of the parcel and the road ahead of the South Seigert Farm development, which is a change from previous concepts. The South Seigert Road would be land banked. The Bergfeld Recreation Area Trail is planned for Fisca~ Year 2008 ($100,000, page 29) and additional development of the Bergfeld Recreation Area ($245,750) is included in FY 2007-2008 (page 28). Vision iowa projects continue to be scheduled in the Capital Improvement Program to meet the City's commitment for matching funds and are indicated in the Table of Contents with an "*". Economic development is further enhanced by the addition of the brewery redevelopment project ($1,750,000, page 400, and Property Acquisition Project $3,735,000, page 399). The Honorable Mayor and City Council Page 6 Parking system improvements in the past few years have provided the capacity needed to meet the expansion plans for businesses in the downtown area. The annual Downtown Rehab Loan program (page 398), Town Clock adjacent areas and Amenities project in Fiscal Year 2008 ($500,000, page 297), Five Flags Civic Center improvements in Fiscal Years 2005-2007 ($2,805,000, page 121), Landscaping on 6~h and Main Streets in Fiscal Year 2005 ($22,500, page 94), Pedestrian-scale signage for downtown and the Port of Dubuque ($25,000, page 322), Historic District Public Improvement Program (Annual Program, page 419), and paint, repair, and renovate the Town Clock in Fiscal Years 2006 and 2007 ($195,250, page 95), are all projects that will help maintain a viable downtown. Riverfront Development This goal is addressed in several projects that are part of the America's River project and can be found in a separate section from page 323 through page 330. The City's portion of America's Riverpreject includes: · Grand River Center on page 323. · Management Agreement for Grand River Center on page 324. · Visitor Amenities, greenways and Smart Growth Initiatives in the Port of Dubuque on page 324. · Fiber optics and HUB-related hardware on page 327. · Tourism Signage Improvements on page 329. · 3rd Street overpass - additional pedestrian walk and amenities on page 330. · Waterworks Park ($1,595,000 in Fiscal Years 2006-2007, page 25). · Pyatigorsk Park Development in Fiscal Year 2006 ($178,000, page 24) In addition to these America's River projects, additional riverfrent development projects include: · Riverfront 2000 Plan Implementation Strategies ($125,000, page 420). · Maintenance and Dredging of Harbor Areas ($885,000, page 321). The Honorable Mayor and City Council Page 7 · Leasehold Improvements ($125,000, page 320). · Brewery renovation in FY 2004 ($1,750,000, page 400). · Port of Dubuque Development Standards Implementation assistance program (annual program, $200,000 page 404). · Port of Dubuque new street construction - Market St., Bell St. Extension, and Adam St. ($1,770,750, page 294). Partneriqg for a Better Dubuque 5. The City continues to partner with the Greater Dubuque Development Corporation, Chamber of Commeme, and local utilities to ensure the resources are available to meet the current and future needs of employers and citizens. The padners monitor telecommunications opportunities and capabilities to better help us meet those needs and a telecommunications feasibility study is underway in the current fiscal year to develop a strategy for meeting those needs. The Geographic Information System that is utilized by staff and various City utilities and businesses as a tool for improving communication and productivity ($508,328, page 422) includes new aerial photography and completion of the City's downtown fiber loop in Fiscal Years 2005 and 2006. A new Operations and Maintenance Depadment facility is being built over the next year, and will also house the Water Distribution crew and Transit vehicle maintenance operations. An additional amount of $200,000 is recommended for 2004 based on increased costs due to poor soil conditions (page 368). Safe Commu_nity for People 6. This goal is being addressed through several capital projects including: creation of a Firearms Range on the Dubuque Industrial Center West property ($24,500 in FY 2005), intersection pre-emption systems for Fire vehicles ($100,000, page 4), pumper replacements in FY 2005 and 2007 ($402,000, page 7) and Training Center Fire Simulator ($365,000, page 8) in FY 2007. The Honorable Mayor and City Council Page 8 Fire Headquarters meeting room wilt be made handicap accessible with the addition of an elevator (re-budgeted from $278,000 in FY 2002 to $348,000 in FY 2005 due to increased costs, page 6), and a new storage building will be added behind the station on University ($14,000, page 5). The Police will be replacing their mobile data computers in FY 2005 ($154,000, page 2) and remodeling the DLEC Patrol Room in FY 2003 ($80,125, page 1). TOP PRIORITIES - FISCAL YEAR 2004 Air Service Strategy 7. The Fiscal Year 2004-2008 Capital Improvement Program implements the Airport Terminal Study recommendations, leveraging 90 percent FAA funding of the $28,675,895 projects. More immediate improvements include a new Airport Master Plan ($130,000, page 184), Ground Level Boarding Bridge ($330,000, page 185), and Radar Display System ($130,000, page 194). Storm Water Management Policy and Fundin~l A major new initiative in the current capital improvement program involves a recommendation to establish a storm water utility fund supported with funds from existing scheduled storm water projects and a new storm water management user fee. The storm water fee will be used to supplement existing resources. A major effort will be made to identify potential federal and state funding sources to address the costs associated with the Bee Branch Creek Restoration project. Additional funding opportunities have been identified, which may reduce the need for GO borrowing, and reduce the monthly charge per SFU. These possible funding sources include: DRA distribution from Tax Case Decision ($5,000,000 over five-year period); additional DRA distribution funds and rent as a result of expanded slot machines at the track beginning June 2, 2004; and a commitment of DRA distribution funds beyond Fiscal Year 2008 to avoid any more borrowing and to minimize the amount of money received from a stormwater utility fee. The Honorable Mayor and City Council Page 9 It iS recommended that $10,000 budgeted each year to subsidize the stormwater utility fee for Iow-income residents and that $55,000 be budgeted each year to subsidize the stormwater utility fee paid by non-taxable organizations. America's River Riverfront Project and Development 9. Development of Dubuque's riverfront is a priority of the City Council and has captured the interest of Dubuque's citizens and people from all over the country. Master planning for the riverfront, specifically, the Fourth Street Peninsula was adopted by City Council in 2002. City staff continues to work with property owners on implementation plans for meeting the adopted Design Standards, street improvements in the Port of Dubuque, Adams property acquisition, and development of the brewery. Highway 20 Improvements: Short-term actions, long-term projects 10. The improvements on Highway 20 from Locust Street to Devon Drive have improved the traffic flow on this portion of the roadway. However, traffic is very congested west of Devon Drive to the westerly city limits. City staff is working with the Iowa Department of Transportation on several studies for traffic improvements to Highway 20. They include: (1) plans to improve the signalization system of the traffic lights to provide coordination on the signals between Devon Drive and Century Drive; (2) an extension of University Avenue to Highway 20; (3) a larger study of potential long term improvements for Highway 20 from Devon Drive to Swiss Valley Road; and (4) efforts to construct the southwest arterial. A corridor study of alternative east/west collector streets is recommended for Fiscal Year 2004. RECOMMENDED SOURCE OF FUNDS The Fiscal Year 2004 - 2008 CIP presents a financial plan and continues to reflect no General Obligation Bond borrowing that is payable from general property taxes. It is anticipated that other borrowing can and wil~ be avoided by using Road Use Tax Funds and anticipated future DRA annual distributions of operating surplus. The Honorable Mayor and City Council Page 10 In addition, these other important points are called to your attention about the recommended source of funds: The current revenue amount of $2,835,095 during the five-year period represents $216,000 in golf funds for improvements to the Bunker Hill Golf Course, $50,000 in sidewalk liens, $297,850 from the Water Fund for advances from the General Fund for industrial park related utility extensions, $200,000 rental rehab loan repayments, $1,314,589 in Hotel/Motel tax from the new Riverfront Hotel/VVater Park, $475,000 in loan repayments to the Downtown Loan Pool, $140,000 loan repayment from the Convention and Visitors Bureau based on a recommended $350,000 loan for additional marketing monies for the America's River Projects and $141,656 in loan repayments from the brewery developer. Water revenue represents a portion of the monthly water bill that goes for maintenance, repair, replacement and improvement of the Eagle Point Water Plant and water distribution system on a pay-as-you-go basis for all projects except the major extensions. The annual payment to the depreciation fund in Fiscal Year 2003 was $835,430. The recommended Fiscal Year 2004 - 2008 CIP anticipates $944,787 in Fiscal Year 2004, $1,038,888 in Fiscal Year 2005, $1,108,088 in Fiscal Year 2006, $1,177,438 in Fiscal Year 2007, and $1,181,938 in Fiscal Year 2008. This is an increase from last year's projection of the amount going to the depreciating fund to provide for CIP projects by $72,287 in Fiscal Year 2004, $97,388 in Fiscal Year 2005, $96,588 in Fiscal Year 2006 and $165,938 in Fiscal Year 2007. This reflects reduced debt service for the water tower and main extensions due to favorable bids. Sewer revenue represents a portion of the monthly sewer bill that goes for the maintenance, repair, replacement and improvement of the Water Pollution Control Plant; lift stations and sewer lines on ~ pay-as-you-go basis. The recommended Fiscal Year 2004-2008 CIP anticipates an increase in Payments to Depreciation from $957,500 to $1,390,800 in Fiscal Year 2004. The increase in Fiscal Year 2004 is because of a payment of a loan from the Dubuque Metropolitan Solid Waste Agency for the Granger Creek Sewer line in FY 2003. Parking revenue represents three primary sources: (a) the balance of prior year depreciation funds set aside for the maintenance and repair of the four parking ramps; (b) future payments to the depreciation fund for repair and maintenance of the parking system ($220,000); and (c) ~nLerest im;ome. The Fiscal Year 2004 payment has been reduced by $18.800 to cover a one-time shortfall in the operating budget. The Honorable Mayor and City Council Page 11 A stormwater utility is recommended that inctudes multiple funding sources to support the projects outlined in the Stormwater Management Plan as well as provide enhanced maintenance for the Stormwater system citywide. The recommended revenue sources are spelled out in the following table: SOURCES AND USES Capital Budget Impact 32® Street Detention Basin Land Acquisition Cadet Detention Basra Pennsylvania/JFK Culved Improvements Channel improvements from Keyway to NW ^rteria~ Rosemont to NW Aderial Channel Imnrovements Keyway and Rosemont Culvert Improvements Rosemont Culvert Improvements National Pollution Discharge Elimination System - Phase II Compliance Storm Sewer Improvements/Extensions--Private Assistance Stream Bank Stabilization Program--Private Assistance Detention Basin Silt Removal Stormwater Ditch Remediatior Bee Branch Creek Restoration Project Subtotal Capital Budget' Operating Budget Impact Reserve Fund Balance Plus Increased O&M Expense covered by user fee Debt Service Payments on 10 year bonds at 4.5% Subtotal Operating Budget Total Requirements Transfer of DRA Settlement Funds FY 04-08 Transfer of DRA Distribution Funds Years 6-15 Less Transfer from DRA Funds of Add Distr Rel to Expanded Gaming Expanded gaming operations-more machines (50% capital portion) Less Transfer from General Fd/DRNSales tax funds from reprioritized CIP's Less Amount from GO Bonos Less Amount Generated by Stormwater User Fee Total Resources Estimated Stormwater Monthly Fee per SFU* Total Years 1-5 4.142.604 875 000 169.125 566.339 143.226 684.014 89.409 525 633 289 098 105.126 110.383 1.366.645 4,828,837 $13.895.441 125,000 1.810.530 1,300,332 3,235,~62 $17,131,303 4.900.00 1.671.500 870.000 Total Years 6-10 594.705 327.088 118.942 124 888 1.546.234 ~064,095 $18.775.952 50.000 1.974.235 2.210.685 4,234,920 $23,010,872 14.943.025 2.500.000 1.087.500 946.000 5.510.000 4.480.347 3,233,803 $17,131,303 $23,010.872 $t.29r $1.78 Total Years 11-15 672,854 370,070 134,571 141,299 1,749,422 $3,068,216 2.126.036 2.210,685 4,336,721 $7,404,937 3.068,216 4,336,721 $7,404,937 $1.74 *Separate CtP's funded from the General Fund provide for assistance to Iowqncome residents ano a subsidy for tax-exempt property. Total Years 11-15 761,273 418,700 152,255 159,867 1,979,310 $3,471,405 2,289,508 2,210,685 4,718,3[~ $8,189,734 3,689,541 ~500,193 $8,189,734 $1.8t The Honorable Mayor and City Council Page 12 6. The local option Sales and Services Tax approved by the voters on February 2, 1988, provided that 20 percent of the proceeds would be used for: (a) the upkeep of City-owned property such as sidewalks, steps, storm sewers, walks, curbs, traffic signals and signs, bridges, and buildings and facilities; (b) transit equipment such as buses; (c) riverfront and wetland developments; and (d) economic development projects. This portion of the Sales and Services Tax shows up on the CIP Source of Funds Summary as "sales Tax (20%)" and represents 3.55 percent of the total CIP. The $800,000 Street Construction Fund balance represents excess funds from the Special Assessment Fund that can be transferred to the Street Construction Fund by City Council Resolution. 8. G.O. bond funds of $567,200 are the balance of the $12,360,000 G.O. Bond issue sold in the current fiscal year for America's River project. It is anticipated that the brewery development will require $1,150,000 in TIF-backed debt, guaranteed by the developer. The $120,036 Storm Sewer Construction Fund balance represents deferred storm sewer projects and prior year interest earnings. These projects and revenues have become part of the recommended Stormwater Utility. 10, Cable TV Fund balance is generated by franchise fees and supports projects in the City Hail Annex and computer replacements for the Cable TV Division and is funding the fiber optic extension from Hwy 20 to the 3~d Street Hub for $163,350. 11. The recommended Fiscal year 2004-2008 CIP anticipates that Community Development Block Grant (CDBG) funds Will be continued throughout the five-year period. Part of the revenue shown includes A.Y. McDonald UDAG loan repayments, Eagle Point loan repayments; and, other industrial/commercial loan program repayments. The figure also includes rehabilitation loan repayments generated by the Housing Department of $2,575,000. The budget recommendation for Community Development Block Grant funds varies from the Commission's recommendation by not reducing the operating budget of the Planning Services and Economic Development Departments and no__t reducing the Economic Development and Commercial/Industrial Building Rehabilitation Loan projects. Instead, it is recommended that the Community The Honorable Mayor and City Council Page 13 Partnership Program (CP2) be reduced from $100,000 to $86,000 and Neighborhood Support Grants were reduced from $30,000 to $25,000. 12. UDAG loan repayments are required to support recurring operating budget needs. 13. Federal Aviation Administration (FAA) funding of $24,196,129 provides 90 percent match on most airfield related improvements. The Fiscal Year 2004-2008 budget includes building a new terminal facility. 14. Passenger Facility Charge funds of $1,420,513 over the five year period provide a source of funding for Airport related projects and can be used as the local match on FAA funded projects. The Federal Transit Administration (FTA) funding of $1,554,914 provides for the federal share of bus replacements. 16. Economic Development Agency (EDA) funds of $2,000,000 have been programmed in Fiscal Year 2004 for purchase of Adams Company property. 17. ISTEA Enhancement funding of $14,468,400 is anticipated for the Southwest Arterial (10,000,000), 3~ Street Overpass Pedestrian Way and Enhancements ($1,126,400), and University Avenue projects ($3,342,000). 18. Federal Funds of $2,136,000 will be requested for utility relocation costs associated with the new Iowa/Illinois bridge. 19. Road Use Tax Funds of $5,091,276 represents the balance of annual payments not required for support of the operating budget and funds that had been reserved to finance high priority transportation projects. The Honorable Mayor and City Council Page 14 20. State funding includes $40,250,000 in iDOT - FHWA for the Southwest Arterial and $11,600,00 in RISE funds for the Southwest Arterial and Chavenelle Road projects. 21. HOME grant funds of $160,000 are anticipated in Fiscal Years 2004, 2006, and 2008. The local match of $40,000 comes from rental rehab loan repayments, which are also used to supplement the Community Development Block Grant funded rehab programs. 22. State Airport funding of $480,000 is anticipated over the five-year program. 23. The other state assistance represents federal funding widening US Hwy 20 from Menard's to Old Hwy 20 ($218,00), and the Dodge Street hike/bike trail ($266,000), the NW Arterial hike/bike trail ($415,380), and Riprow Valley Land acquisition grant approved in FY 03 ($123,548). DRA payments represent 50 percent of the projected gaming taxes, rent, and admissions from the race track, slots and riverboat operations ($7,389,472) over the five-year period; a declining percent of projected estimated surplus distributions beginning in 2006 ($29,337,422) over the five-year period and a projected payment schedule from the State for the tax case decision ($5,820,320). To the extent that there is any revenue shortfall in future years, capital projects will be eliminated or deferred. DRA distribution revenue projections are discounted consistent with the adopted budget guidelines by 10% in FY 2006, 20% in FY 2007 and 30% in FY 2008. It should be further noted that the share of DRA gaming receipts going into the operating budget again reflects the change from one-third / two-third split between operating and capital budgets to fifty / fifty split. No DRA distribution funds go into the operating budget. This is consistent with the guidelines. 25. Tax Increment Financing (TIF) funds are made up of anticipated receipts from the Downtown TIF district, the west side industrial park, and the Ice Harbor TIF district. The Grand Harbor Hotel/Water Park TIF revenues are committed to debt payments after Fiscal Year 2006. 26. Private contributions represents the non-City share of the cost of several projects including private participation, fund raising, loans, grants and future resource allocation of City funds; Riprow Valley Park ($123,548); Hawthorne Street Water Works Park ($600,000); Roller Hockey Rink ($53,500); port of Dubuque fber opt cs hubs and networks ($35,546 Qwest/AT&T); and Four Mounds Foundation fund raising for The Honorable Mayor and City Council Page 15 property acquisition ($505,000 in Fiscal Year 2008). 27. The local option Sales and Services Tax approved by the voters on February 2 1988, provided that 30 percent of the proceeds would be used to: (a) reduce street special assessments by at least 75 percent; and (b) maintain and repair streets.~ This portion of the Sales and Services Tax shows up on the CIP Source of Funds Summary as "Sales Tax/Street Projects (30 percent)" and totals $10,749,322, or 5.17 percent of the total CIP. 28. Special Assessments represent that portion of street and sanitary sewer improvement projects anticipated to be assessed to benefiting property owners. The $3,184,500 amount breaks down: (a) $1,818,000 (57.1 percent) for street special assessments, and (b) $1,366,500 (42.9 percent) for sanitary sewer special assessments. The $1,818,000 is 25 percent of [[he total street project special assessment amount. The 75 percent portion is provided by road use tax, sales tax proceeds state, or federal funds 29. Industrial park land sales revenue ~s revenue generated by projected land sales in the City's industrial parks and is used to recoup the development costs for each park ClP FORMAT The format for the Fiscal Year 2004-2008 CIP is substantially the same as the Fiscal Year 2003 - 2007 CIP adopted by the City Council on March 5, 2002 a separate page is provided for each recommended project. The project page first identifies the department, program, project title, account code (consisting of program number, department/activity number CIP number and fund number), and total project cost The project page then shows any funds expended for the project prior To Fiscal Year 2003 and ti~e estimated project expense in Fiscat Year 2003. In Section A of the project form entitled "Expenditure terns" project costs are ~hnwn .......... ~ ,,,-j ..... ~. ......... ~,.~ ~,eo,~,, ,:,,,,., ~-"u"'~'.'g, ~-,~nu and r~g~t-of-Way Purchase. Construction and Other Expense). In Section [3, entitled "Project Financing", the project funding ~s presented by major revenue source The Honorable Mayor and City Council Page 16 (i.e., General Fund, Sales Tax Fund, Water Depreciation Fund, Sanitary Sewer Construction Fund, Road Use Tax Fund). In Section C, entitled "Impact - Operations," the dollar impact on operations in terms of greater or lesser operating costs and/or greater or lesser revenue is provided when available. Next, there is a narrative section, which provides a description of the project, a justification for the project and, where appropriate, how it relates to other projects or plans. A small map is provided in many cases to further identify the location of the project. The recommended projects are presented in the CIP document in program order (i.e., Protective Services, Human Development, Facilities and Environment, and Administrative Services). A tab is provided to help locate the various program sections in the CIP. The table of contents found on the colored paper in the front of this document reflects the order, funding source and recommended budget amount for each project by year. The far right hand column shows the page number of each project. SUMMARY OF PROJECTS NOT FUNDED OR DEFERRED Each year during the CIP reviews and after deliberation, many capital projects are either deferred or eliminated due to lack of available resources and/or questionable cost/benefit. Some of the un-funded projects form the Fiscal Year 2004-2008 CIP process include grading of South Seigert Farm Industrial Park ($3,500,000); Nodh Grandview Avenue Extension to Northwest Arterial ($2,889,000); Water Pollution Control Plant Upgrade ($2,160,000); Water Main Construction on Roosevelt Road from Peru to Orchard ($1,450,000); West 5~h Street Reconstruction ($1,358,960); Cedar Cross Road from Starlight Drive to Cedar Cross Court ($1,277,040); Library renovation ($2,250,000), new water systems in parks ($300,000), new indoor pool ($5,500,000), Airport utility improvements ($450,000), Rush Street resurfacing ($1,500,000) was deferred from Fiscal Year 2006, Granger Creek Nature Trail ($193,000), Landscape Dodge and Locust ($400,000). Four projects that appeared in last year's CIP budget were specifically deferred to provide $946,000 in additional funding to implement the Stormwater Plan. They were: Highway 20 Landscaping ($100,000, Fiscal year 2005), Dodge and Locust Landscaping ($400,000, Fiscal Year 20070, Asphalt Granger Creek Path $193,000, Fiscal Year 2007), and Four Mounds Land Acquisition ($253,000, Fiscal Year 2007). CONCLUSION The Honorable Mayor and City Council Page 17 The Capital Improvement Program represents the City of Dubuque's commitment to a maintenance and physical development plan for the next five years. The first year of the five-year CIP goes into the budget for next year and deserves the most attention. As you know, the CIP is updated each year so that City Council will have an opportunity next year to change Fiscal year 2005 through Fiscal Year 2008 projects, as well as to add projects for Fiscal Year 2009. The recommended CIP is the product of the hard work of a large number of people. It begins with department and division managers and their staff who prepared and updated the CIP requests. It extends to Boards and Commissions who review staff's recommendations and make modifications and establish priorities. I wish to express my thanks to all who were involved in preparing the Fiscal Year 2004-2008 version of the City's CaPital improvement Program. Special thanks go to Administrative Services Manager Pauline Joyce, Office Manager Juanita Hilkin, and Secretary Kevin Firnstahl. I am proud of the work done by City staff and the end result. I hope after you have had an opportunity to review this document that you feel it is responsive to your needs as well as to the needs of our community. CIP APPENDIX To finance the recommended CIP projects, a variety of funding sources are used. The follewing table shows the source of funds for each year of the five year CIP. SOURCE OF FUNDS FOR RECOMMENDED FISCAL YEAR 2004-2008 CIP % OF SOURCE OF FUNDS FY 2003-2004 FY 2004-2005 FY 2005-2006 FY 2006-2007 FY 2007-2008 5 YEAR TOTAL TOTAL Current Revenue $459,179 $578,021 $623,672 $588,053 $586,170 $2,835,095 1.36 Refuse Collection 180,000 222,700 284,400 80,450 767,550 0.37 Water Utility Fund 1,099,700 1,043,530 1,299,500 1,214,050 1,142,500 5,799,280 2.79 Landfill Fund 8,800 900 9,700 0.00 Parking Enterprise Fund 181,550 415,430 239,000 256,630 68,00 1,160,610 0.5( Internal Service Funds-City Garage 8,050 7,500 15,550 0.01 Stormwater Utility 1,094,000 905,000 975,500 707,500 996,500 4,678,500 2.25 Cable TV 111,794 63,350 9,555 18,964 203,663 0.10 Sanitary Sewer Utility 1,205,650 1,592,255 1,653,900 1,675,258 1,780,300 8,107,363 3.90 Current Revenue-Utility/Enterprise $3,880,744 $4,0'19,565 $4,608,965 $4,156,802 $4,076,150 $20,742,2'16 i 9.98 Sales Tax 20% 1,762,570 1,324,190 1,235,272 1,517,966 1,544,100 ~ 7,384,098 3.55 Street Construction from Special Assessment 800,000 800,000 0.38 GO Bonds - TIF and DRA Revenue Abated 567,200 567,200 0.27 Brewery Development - TIF Abated Debt 1,150,000 ! 1,150,000 0.55 Airport Construction Fund 206,000 12,000 12,000 12,000 242,000 0.12 Storm Sewer Construction Fund 4,036 116,000 120,036 0.06 Community Total Construction $4,489,806 $i,440,190 $1,247,272 $1,529,966 $1,556,t00 $t0,263,334 4.94 Development Funds 996,000 985,000 980,000 980,000 950,000 4,981,000 2.35 % OF SOURCE OF FUNDS FY 2003-2004 FY 2004-2005 FY 2005~2006 FY 2006-2007 FY 2007-2008 5 YEAR TOTAL TOTAL Section 8 Housing Admin. Reserve Funds 171,500 171,500 0.01 UDAG Funds 50,000 50,000 100,000 0.05 FAA Total 1,119,000 1,917,000 6,853,613 1,060,000 13,246,516 24,196,129 11.64 PFC Revenue 111,000 213,000 696,513 200,000 200,000 1,420,513 0.68 Federal Transit Administration 822,808 536,628 96,532 98,946 1,554,914 0.75 EDA Funds--Adams Company 2,000,000 2,000,000 0.96 Federal Funds--Utility Relocates Related to New Bridge 2,136,000 2,136,000 1.03 Federal--ISTEA Funds 3,342,000 4,459,400 3,333,000 3,334,000 14,468,000, 6.96 Total Federal $8,440,808 $10,468,528 $8,626,658 $5,671,946 $17,730,516 $50,938,456 24.50 HOME Funds 160,000 160,000 160,000 480,000 0.23 State Airport Funds 30,000 90,000 125,000 130,000 95,000 470,000 0.23 Road Use Tax 1,341,875 1,020,258 1,006,817 906,805 815,521 5,091,276 2.45 IDOT-FHWA for Southwest Arterial 3,750,000 1,000,000 10,000,000 10,000,000 15,500,000 40,250,000 19.36 RiSE Grant-Southwest Arterial & Chavenelle Road 3,333,000 1,600,000 3,333,000 3,334,000 11,600,000 5,58 Other State FundJng-IDOT & Trail Grants 757,428 266,000 1,023,428 0.49 Total State $6,039,303 $5,709,258 $'12,891,817 $t4,369,805 $19,904,52'1 $58,9'14,704 26,34 DRA-Gaming Receipts Based on 50/50 split 1,625,839 679,341 1,813,998 1,921,879 1,348,415 7,389,472 3.55 DRA-Distribution of Surplus 7,835,704 6,410,892 5,304,102 4,037,852 5,748,872 29,337,422 14.11 DRA-Distribution of Tax Case Settlement 1,164,064 1,164,064 1,164,064 1,164,064 1,164,064 5,820,320 2.80 Total DRA $'10,625,607 $8,254,297 $8,282,164 $7,123,795 $8,261,351 $42,547,214 20.47 !ce Harbor T!F Funds 56,300 56,300 0.03 Ice H~rbor TIF Payments Related to Hotel/Water Park 290,000 289,958 579,958 0.28 % OF SOURCE OF FUNDS FY 2003-2004 FY 2004-2005 FY 2005-2006 FY 2006-2007 FY 2007-2008 5 YEAR TOTAL TOTAL County Farm TIF Payments 126,767 605,000 605,000 605,000 605,000 2,546,767 1~23 Downtown TIF Payments 25,000 ' 25,000 0.01 Total TIF Funds $208,067 $895,000 $894,958 $605,000 $605,000 $3,208,025 1.54 Private Participation 212,594 600,000 505,000 1,317,594 0.6: Total Private $212,594 $600,000 $505,000 $1,317,594 0.63 ind. Parks Land Sales-County Farm Site 303,036 400,000 400,000 400,000 400,000 1,903,036 0.92 Ind. Parks Land Sales-Storm Sewer Fund 96,964 96,964 0.05 Ind. Park Land Sales-Tech Park - Sewer Fund 296,000 296,000 296,000 296,000 1,184,000 0.57 Total Land Sales $400,000 $696,000 $696,000 $696,000 $696,000 $3,184.000 1.53 Sales Tax 30% 1,819,500 2,103,000 2,209,000 2,274,822 2,343,000 10,749,322 5.17 Total Sales Tax 30% $1,819,500 $2,103,000 $2,209,000 $2,274,822 $2,343,000 $10,749,322 5.17 Special Assessments 758,000 425,000 587,500 582,000 832,000 3,184,500 1.53 Total Special Assessment $758,000 $425,000 $587,500 $582,000 $832,000 $3,184,500 1.53 Grand Total $37,333,608 $34,588,859 $41,267,996 $37,598,189 $57,095,808 $207,884,460 100.00 -pROGRAMIDEPT City of Dubuque Recommended Capital Improvement ProGram Summary Fiscal Year 2004-2008 PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 TOTAL PAGF PROTECTIVE SERVICES Police Mobile Data Computers DRA Distribution $ Dubuque Police Firearms Range General Fund $ Fire Fiber Optic System for Fire Stations Interior Improvements to Station #4 Exterior Improvements to Station #2 Secudty System Interior Improvements to Station #5 Inledor Improvements to Station #6 Radio Equipment Replacement General Fund General Fund General Fund General Fund General Fund General Fund DRA DIstdbu0on Ladder Truck and Pumper Replaceme DRNSales Tax Fd Interior improvements to Station #2 General Fund Storage Building Addition for Slalion #4 DRA Distribution Elevator-Fire Headquarters DRA Distribution Intersection Pre-emp0on General Fund Training Center Fire Simulator General Fd/DRA HUMAN DEVELOPMENT Park Division Harvest View Park Roller Hockey Rink r-o ""J Rip Row Valley - Land Purchase Create a Pet Park Welu Park Development Crescent Heights Park Development Pyatigorsk Park Development* Hawthorne St Penn Water Works* Heron Pond - Design Fishing Pier Usha Park Development Bergfetd Recreation Area - Develop 69,700 $ 5,860 $ 62,000 $ 75,000 $ 13,600 $ 2,400 $ 17,500 $ 193,500 $ - $ - $ - $ - $ - $ Bergfeld Recreation-Trail Development General Fund Eagle Point Park Flower Beds - Block/Stone Stone Work Replace Wading Pool Renovate Indian Room Rest Rooms Replace Play Unit/Swings Repair/Roof Veranda Rooms Open Air Pavilion Walkway Over Fish Pond Replace Strs~t Light Fixtures Replace Roofs on Log Cabin, Etc. General Fund $ 121,500 General/Private $ 107,00g Participation Sewer/Grants/Private $ 310,874 Parlicipa0on/DRA General Fund $ General Fund $ General Fund $ DRA Distribution $ DRNPdvate Participation General Fund $ DRA Distribution $ General Fund $ Sales Tax Fund $ 5,000 Sales Tax Fund $ 34,000 Sales Tax 20% $ General Fund $ DRA Distribution $ General Fund $ DRA Distdbu0on $ General Fund $ Geners! Fund $ General Fund $ $ 154,000 $ - $ - $ $ 27,500 $ - $ . $ 69,600 53,900 28,000 14,000 348,000 50,000 $ $ $ $ $ $ $ $ $ $ $ $ - $ - $ - $ $ - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 35,000 58,000 57,000 178,000 1.125,000 $ 10,000 $ 28,000 $ 226.500 $ - $ 31,500 $ $ 31,000 $ - $ $ 20,000 $ $ 38,500 $ $ 8,000 $ $ 18,500 $ $ 44,100 124,000 208,500 - - - 50,000 365,000 - $ - $ $ 399,620 - $ - $ $ $ - $ - $ - $ - $ - $ - $ 470,000 $ - $ - $ 22,500 $ - $ 150,000 $ 32,000 $ 213,750 $ - $ 100,000 $ $ 154,000 1 $ 27,500 2 $ - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 716,820 4 $ 5,860 6 $ 62,000 7 $ 75,000 8 $ 13,600 9 $ 2,400 10 $ 17.500 11 $ 402,000 12 $ 28,000 13 $ 14,000 14 $ 348,000 15 $ 100,000 16 $ 365,000 17 121,500 107,000 310,874 35,000 58,000 57,000 178,000 1,595,000 22,500 150,000 245,750 100,000 5,000 72,000 226,500 31,500 31,000 20,000 38,500 8,000 i8,500 44,100 18 t9 20 21 22 23 24 25 26 27 28 29 3O 31 32 33 34 35 36 37 38 39 City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 PROGRAM/DEPT PROJECT DESCRIPTION Replace Toll Booth Storm Sewer Work Replace Windows in Terrace Room Repair Concrete and Replace Iron Railing at Riverfront East Porch Repair Concrete in Shires Mere Pavilio Overlay Main Road Flora Park Resurface Volleyball Courts Pahrt Tennis Courts Overlay Back Lot of Forestry Building Renevate Horseshoe Courts Area Storm Sewer Extension, Rear of Park Overlay Main Roadway Forestry Building Addition Landscape Entrances Roof Bdck Open Air Pavilion Awning on Rest Room Building SlaSery Center - Replace HVAC Renovate Basketball Coed Develop Croquet Court Overlay Volleyball Courts Parking Lot Murphy Park Bennett and Tennis Court Parking Paint Tennis Courts Asphalt Overlay Main Road Repair Concrete in Open Air Pavilion Replace Rest Room Partitions Veteran's Memorial Park Reeovale Fields I and Replace Rest Room Building Replace Bleachers Replace Exterior Fence Construct Shade Structure Allison Henderson Sidewalk/Dreinage Replace Roof Replace Sanitary Sewer Line McAleece Park Replace Scoreboards Replace Ballfield Netfiog Extend Outfield Fences, Softball Fields Play Fquiprnent Shade Umbrellas SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 TOTAL PAGE DRA Distribution $ General Fund $ General Fund $ General Fund $ General Fund $ Sales Tax 20% $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ Sales Tax 20% $ Sales Tax 20% $ . $ - $ - $ - $ - $ - $ - $ - $ - $ - 28,000 14,500 Sales Tax Fund $ - $ 22,400 General Fund $ - $ 11,300 SalesTax 20% $ - $ - General Fund $ - $ - General Fund $ - $ - DRA Distribution $ 139,500 $ - GenerelFund $ - $ - GenerelFund $ - $ - SalesTax20% $ - $ - GenerelFend $ - $ - General Fund $ - $ 20,000 General Fund $ General Fund $ - $ - Sales Tax Fund $ 8,000 $ Sales Tax Fund $ 14,650 $ General Fund $ - $ 39,500 BRA Distribulion $ - $ - General Fund $ - $ - - $ 150,000 $ - $ 56,250 $ - $ 14,000 $ - $ 24,750 $ - $ 150,000 40 - $ 56,250 41 - $ 14,000 42 - $ 24,750 43 $ - $ 35,000 $ - $ 35,00044 $ - $ $ 127,000 $ 127,000 45 - - 6,300 45,250 77,900 47,500 80,000 - $ $ $ $ $ $ $ $ $ 12,300 8,000 10,000 14,700 103,000 5,700 18,600 $ $ 84,000 $ 10,500 $ - $ - $ - $ $ $ - $ $ $ - $ $ - $ 28,000 $ 14,500 $ 6,300 $ 45,250 $ 77,900 $ 47,500 $ 80,000 $ 12,300 $ 8,000 $ 10,000 $ 14,700 25,000 $ 25,000 51,000 $ 51,000 45,000 $ 45,000 $ - $ $ - $ $ - $ $ 40,000 $ $ 13,500 $ 46 47 48 49 50 51 52 53 54 55 56 57 58 59 - $ 20,000 70 7,500 $ 7,500 71 13,500 $ 13,500 72 - $ 8,0O0 73 , - $ 14,650 74 - $ 39,500 75 - $ 40,000 76 - $ 13,500 77 $ - $ 139,500 65 $ - $ 84,000 66 $ - $ 10,500 67 $ 20,500 $ 20,500 68 $ 22,000 $ 22,000 69 - $ 22,400 60 - $ 11,300 61 ~ $ 103,000 62 - $ 5,700 63 - $ 18,600 64 PROGRAM/DEPT City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 TOTAL PAGE BMX Bike Track Raise Fence on Field III Reside Building Repair 10-Row Bleachers Marshall Park Replace Rest Room Building Reconstruct Entrance Comiskey Park Replace Lights on Tennis/Basketball Replace Tennis Courts Landscaping Valentine Park Construct Rest Room Building Miller-Rivervlew Park Replace Dog Track Screen Phase II Campsite Rewidng Southern Avenue Park Play Equipment Waller-Cooper Park Park Renovation Four Mounds Land Acquisition Road Improvements Main Street Sixth and Main Streets - Landscape Lo Paint, Repair and Renovate Clock Playgrounds Playground Improvements Table Mound-Scoreboard and Baskets Bryant School-Playground Improve Table Mound-Playground Improve Jones School-Playground Improve General Park Maintenance Renovation of Park Sidewalks Street Tree Program Retaining Walls All Parks - Renovate Water Systems Maint Hdq-Concrete Garage Entrances Maint Hdq-Replace Main Roof Ham House - Paint Replace Flag Poles in Major Parks Replace Park Signs Bunker Hill Bbilding - Replace Window GeneraIFund $ $ $ 30,000 $ - $ - $ 30,000 78 General Fund $ $ $ 13,000 $ - $ - $ 13,000 79 General Fund $ $ $ $ - $ 12,600 $ 12,600 80 General Fund $ - $ - $ $ - $ 6,000 $ 6,000 81 Sales Tax Fund $ 150,000 $ $ $ - $ - $ 150,000 82 DRA Distribution $ - $ 128,000 $ $ - $ - $ 128,000 83 DRADistribution $ 35,500 $ - $ $ - $ - $ 35,500 84 GeneratFund $ - $ - $ 97,600 $ - $ - $ 97,600 85 DRA Distribution $ 40,000 $ - $ $ - $ - $ 40,000 86 General Fund $ - $ 79,800 $ $ - $ - $ 79,800 87 General Fund $ 11,000 $ - $ $ - $ - $ 11,000 88 General Fund $ - $ - $ $ - $ 50,000 $ 50,000 89 DRA Distribution $ General Fund $ Private Fd Raising/ $ General Fund General Fund $ $ - $ 35,000 $ - $ - $ 35,00090 $ - $ $ 45,000 $ - $ 45,00091 $ - $ - $ $ 505,000 $ 505,000 92 $ - $ - $ 164,000 $ - $ 164,000 93 General Fund $ - $ 22,500 $ - $ $ - $ 22,500 94 GeneraIFund/DRA $ - $ - $ 72,250 $ 123,000 $ - $ 195,250 95 DRADistdbuflon $ 15,006 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 75,000 96' DRADistribution $ 5,000 $ - $ - $ $ - $ 5,000 97 General Fund $ 75,000 $ - $ - $ $ - $ 75,000 98 General Fund $ - $ 75,000 $ - $ - $ - $ 75,000 99 Genera~Fund $ - $ - $ - $ 50,000 $ - $ 50,000 100 Sales Tax Fund Sales Tax Fund DRA Distribution General Fund Sales Tax Fund DRA Distribution General Fund Sales Tax Fund General Fund General Fund 7,500 10,000 25,000 $ 7,500 $ 7,500 $ 7,500 $ 10,000 $ 10,000 $ 10,000 $ - $ 25,000 $ 50,000 $ 34,000 $ 100,000 $ - $ 9,000 $ - $ - $ 61,000 $ - $ - $ - $ 34,000 $ - $ - $ - $ 42,200 $ - $ - $ 3~760 $ - $ - $ 18,000 7,500 15,000 37,500 101 55,000 102 100,000 103 134,000 104 9,000 105 61,000 106 34,000 107 42,200 108 38,800 18,000 110 City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 PROGRAMIDEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 TOTAL PAGE Civic Center Division Recreation Division Tree Nursery - Install Sidewalk General Fund $ Maint Hdq-Replace Lexon-Greenhouse General Fund $ Bunker Hill-Replace Pro Shop Roof General Fund $ Forestry Bldg-Replace Wiring/Plumbing General Fund $ Forestry Bldg-Replace Heating System General Fund $ Bunker Hill BIdg-Remodel Main Lobby General Fund $ Bunker Hill-Over!ay Main Road/Parking Sales Tax 20% $ Ham House Museum - Drainage General Fund $ Replace Ice Resurfacer* Heating/Air Conditioner Replace* Five Flags Civic Center Study* Replace Two-Way Radio System Renovate Concession Stands Arena - Replace Sound System Replace Exit Doors-Nodh Side Sidewalk Replacement Replace Portable Chairs Replace Tables Arena - Replace Boiler Replace Promenade Roof Theater Renovations Upgrade Theater Stage Dimmers Tuckpoint Exterior Replace Lighting Boards Refurbish Grand and Upright Pianos Theater - Orchestra Pit Lift General Fund Sales Tax Fund DRNSales Tax General Fund General Fund Sales Tax 20% DRA Distribution General Fund Sales Tax 20% Sales Tax 20% Sales Tax 20% Sales Tax 20% Sales Tax 20% Sales Tax 20% General Fund General Fund General Fund Swimming Pools Replace Chemical/Booster Pumps General Fund Concession Area Handicapped Ramp General Fund RecirculaSon Fans in Locker Rooms Replace Domestic Water Heaters Replace Two Diving Boards Concrete Repairs to Deck and Tank Recau[k Swimming Pool Decks Renovate Water Slide Pumps Replace Flowcneters Replace Cracked Gutter Wall Install Expansion Joint Public Address Systems Replace Gutter Grate Replac~ Reniro~!~8on System \/aires General Fund Renovate Electrical Panels/Component General Fund $ $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ General Fund $ $ $ 75,OOO 597,000 - $ - $ - $ 6,000 3,000 6,000 4,000 4,800 6,000 4,500 207,000 1,605,000 13,000 7,000 35,000 10,000 41000 12,800 $ $ $ $ $ $ $ $ 600,000 23,500 69,000 62,000 90,000 $ 111,500 $ t3,500 $ - $ 8,000 12,000 10,800 13,500 - 600,000 - - 45,000 40,00O - - - - 40,000 t77,000 8,000 - - - - - - $ 10,800 111 14,000 $ 27,500 112 7,100 $ 7,100 113 12,500 $ 12,500 114 18,000 $ 18,000 115 17,000 $ 17,000 116 150,000 $ 150,000 117 11,500 $ 11,500 118 - 40,000 170,000 90,000 201,000 70,000 75,000 119 804,000 120 2,805,000 121 23,500 123 69,000 124 62,000 125 45,000 126 80,000 127 170,000 128 90,000 129 201,000 130 70,000 131 6,000 137 3,000 138 6,000 139 4,000 140 4,800 141 8,000 142 12,500 143 13,000 144 7,0go 145 35,000 146 10,000 147 4,000 148 12,800 149 8,000 i50 12,000 151 - $ 90,000 132 - $ 111,500 133 - $ 13,500 134 - $ 40,000 135 - $ 177,000 136 City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 Paint Pool Tanks Replace Doors/Frames Expansion of Fence Paint Filter Tanks Construct 3 Shade Umbrellas/Fabric Resudace Parking Lot Entrance Area Shade Umbrellas Renovate Recirculation Pumps Repaint Metal Lockers Bunker Hill Golf Course Tree Planting Program Golf Fees Construct Cart Paths Golf Fees Tee Improvements Golf Fees Tree Removal Golf Fees Clubhouse Noise Control Golf Fees irrigation System Updale Golf Fees Tee Signs Golf Fees Maintenance Building Doors Golf Fees Replace Trash Baskets Golf Fees Maintenance Building Addition Golf Fees Cart and Slorage Shed Floors Golf Fees Replace Maintenance Building Heaters Golf Fees Decorative Roof Fence Golf Fees Top Dressing Bin Golf Fees Pond Renovation Golf Fees General Fund Sales Tax Fund DRA Distribu0on General Fund General Fund General Fund General Fund Geoerel Fund General Fund Library Library Renovation Project Sales Tax 20% Additional Office for Technical Services General Fund Building Structural Study Preservation of Original Carnegie Bldg Repair/Replace Sidewalk and Steps Library Parking Heating, Ventilating, Air Condilioning Window Repair/Replacement FACILITIES AND ENVIRONMENT Airport Airport Master Plan Ground Level Boarding Bridge Snow Removal Broom/Blower Vehicle Liquid Deice Truck & Accessories Ind. Park/Sanitary Sewer Lagoon Stdy $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,000 5,000 6,000 10,000 5,000 1,000 5,000 6,000 - 20,000 10,000 3,000 3,000 $ - $ - $ $ 3,200 $ - General Fund $ - $ 5,000 General Fund $ - $ 79,000 General Fund $ - $ _ General Fund $ - $ . DRA Distribution $ . $ . General Fund $ - $ _ FAA/Passenger $ 130,000 $ Facility Charges FAA/Passenger $ 330,000 $ Facility Charges FANPFC $ 530,000 $ FANPassenger $ 150,000 $ Facilily Charges Airport Construction Fd $ 80,000 $ - $ - $ $ 35,000 1,000 - - - - 30,000 - 50,000 - - 190,375 - - 38,500 - - - - $ $ $ $ $ $ 35,000 $ - $ $ 6,000 $ - $ $ 20,000 $ - $ $ 7,000 $ - $ $ 12,000 $ - $ $ - $ 30,000 $ $ - $ 15,000 $ $ -$ 15,000 $ $ - $ 5,000 $ 1,000 10,000 6,000 8,500 4,000 3,000 - . - 85,000 375,000 20,000 - $ $ $ $ $ TOTAL 1,000 10,000 6,000 10,500 PAGE 70,000 152 6,000 153 20,000 154 7,000 155 12,000 156 30,000 157 15,000 158 15,000 159 5,000 160 5,000 161 30,000 162 18,000 163 10,000 164 5,000 165 50,000 166 10,000 167 3,000 168 3,000 169 50,000 170 8,500 171 4,000 172 3,000 173 6,000 174 10,500 175 $ 130,000 184 - $ 330,090 185 - $ 530,000 186 - $ 150,000 187 - $ 80,000 188 190,375 176 3,200 177 5,000 178 79,000 179 38,500 180 85,000 181 375,000 182 20,000 183 City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 PROGRAMIDEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2008 FY 2006 FY 2007 FY. 2008 TOTAL PAGE Transit Division Engineering Division Revise Storm Water Drainage by Chartaire and Rahab Prkg Lot 4 Additional Fuel Storage Tank Pavement Condition Index (PCI) Dbq Air Service Floor Epoxy Replace Surveillance Cameras Radar Display System Ramp Repair for Corporate Hangars Terminal Design Terminal Environmental Assessment Utility Environmental Assessment Terminal Land Acquisition Terminal implement Phase 1,2 & 3 Airport Entrance Road Beautification Roof Repair and Replacement Corporate Hangar Repairs Replace Carpeting Adm. Offices Utilily Improvement to New Terminal Exterior improvements 0Nindows) Fiber Optic Connection Garage Lighting RTA Replacement Vehicles Fixed Route Bus Replacements Replacement Paratransit Vehicles Sanitary Sewer Maintenance/Repairs General Sanitary Sewer Repairs Sanitary Sewer Iht-New Development Sanitary Sewer ExFAnnexagon Sewer Connections - Assistance to Low/Moderate-Income Residents Sewer Lateral Connection Assistance Lateral Replacement Assistance to Low/Moderate income-Street Airport Construction Fd $ 81,000 $ - $ Airport Construction Fd $ 45,000 $ - $ General Fund $ 17,500 $ - $ Sales Tax Fund $ 18,500 $ - $ State Airpod Funding $ 20,000 $ - $ FAA/Passenger $ - $ 130,000 $ Facility Charges General Fund $ - $ 14,000 $ FAA/Passenger $ - $ 1,000,000 $ Facility Charges FAA/State Airport Fd $ 100,000 $ - $ State Airport Funds $ - $ 90,000 $ FAA/Passenger $ - $ 1,000,000 $ Facility Charges FANPassenger $ . $ . $ Facility/GenerallDRN State Airport Funds Airport Construction Fd $ $ $ 12,000 General/Airport ConsE $ $ $ 60,000 State Airport Funds State Airport Funds $ - $ $ General Fund $ . $ . $ DRA Distribution $ . $ . $ - $ - $ - $ 81,000189 ' $ $ - $ 45,000 190 - $ $ - $ 17,500 191 - $ $ - $ t8,500 192 - $ $ - $ 20,000 193 - $ $ - $ 130,000 194 - $ 7,200 $ - $ 21,200195 - $ - $ - $ 1,000,000 196 - $ - $ $ 100,000 197 - $ - $ $ 90,000 198 - $ - $ $ 1,000,000 199 7,615,126 $ t,325,000 $ 15,567,769 $ 24,507,895 200 12,000 $ 12,000 $ 36,000 201 35,000 $ - $ 95,000 202 $ 65,000 $ 30,000 $ 95,000 203 $ - $ 30,000 $ 30,000 204 - $ - $ - $ 205 FTNSales Tax 20% $ i0,000 $ - $ . $ FTNGeneralFund $ 103,400 $ - $ _ $ FTNSales Tax 20% $ 22,500 $ - $ . $ FTA/Sales Tax 20% $ 346,350 $ - $ . $ FTNTransitJGeneraF $ 520,070 $ 533,072 $ - $ Sales Tax 20% FTNTransifJSales Tx 20% $ - $ 113,468 $ 116,304 $ SanitarySewerConstFd $ 100,000 $ 100,000 $ 125,000 $ Sanitary Sewer Const Ed/ $ 54,600 $ 54,600 $ 50,000 $ Loan Repayments Sanitary Sewer Const Fd $ 114,000 $ 114,000 $ 114,000 $ General Fund $ 15,000 $ 20,000 $ 25,000 $ Sanitary Sewer Const Fd $ 20,000 $ 25,000 $ 25,000 $ GO Bonds/Federal-State/ $ 180,000 $ 180,000 $ 180,000 $ Special Assess/Sanitary Sewer Const Fund $ - $ 10,000 206 $ - $ 103,400 207 $ - $ 22,500 208 - $ - $ 346,350 209 - $ - $ 1,053,142 210 119,212 $ $ 348,984 211 130,000 $ 135,000 $ 590,000 212 50,000 $ 50,000 $ 259,200 213 114,000 $ 114,000 $ 570,000 214 25,000 $ 25,000 $ t10,000 215 30,000 $ 35,000 $ 135,000 216 180,000 $ 180,000 $ 900,000 217 City of DUbuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 TOTAL PAGe' Lateral Replacement Assistance to Low/Moderate Income for I & I Sanitary Sewer Manhole Replace City Share of Special Assessments on Sanitary Sewers I & I Reduction Program Interceptor Sewer Clearing/Grubbing Sanitary Sewer Lining Program Annexation Study and Implementation Specific Sanitary Sewer Projects Mullen Road-Asbury Road to Hillcrest Ann Street-Rhomberg to Alley Nighteogale Lane U.S. 20 Annex-Northwest Arterial to Seippel Rd Oak Grove LaureJ Street Linberg Terrace/Eagle Street Stafford-High Bluffto Lincoln South Fork interceptor Extension Monroe Street Extension Alley-Rhomberg and Lincoln Sunset Ridge Comprehensive Master Plan Soulhfork Interceptor Sewer Upgrade Catfish Creek Interceptor Reconst. Groveland Brunswick to Burden General Storm Sewer Maintenance Storm Sewer Improvements/Extension Streambank Rehab Assislance Draintile Program NPDES Phase II Compliance Program Detention Basin Silt Removal Stormwater Fee Assist-Low Income Stormwater Subsidy Not-for-Profits Carter Road Basin Construction GO BondslFederaI-Statel Special Assess/Sanitary Sewer Const Fund Sanitary Sewer Const Fd $ 75,000 $ Sanitary Sewer Const Fd $ 10,000 $ $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000 218 Sanitary Sewer Const Fd $ 50,000 $ Sanitary Sewer Const Fd $ - $ Sanitary Sewer Const Fd $ - $ SewerConst Fund $ - $ Sanitary Sewer Const Fd $ 117,000 $ Sanitary Sewer Oonst Fd $ 18,000 $ Special Assessments/ $ 280,000 $ Sanitary Sewer Const Fd Sanitary Sewer Const Fd/ $ - $ Special Assessments Sanitary Sewer Const Fd/ $ - $ Special Assessments Sanitary Sewer Const Fd/ $ - $ Special Assessments Sanitary Sewer Const Fd $ - $ Sanitary Sewer Const Fd $ - $ Sanitary Sewer Const Fd $ - $ Sanitary Sewer Const Fd/ $ - $ Special Assessments Sanitary Sewer Const Fd $ - $ Sanitary Sewer Const Fd/ $ - $ Special Assessments Sanitary Sewer Const Fd $ - $ SanitarySewerConstFd $ - $ Sanitary Sewer Const Fd $ - $ Sanitary Sewer Const Fd $ - $ 100,000 $ 100,000 10,000 $ 10,000 50,000 $ 50,000 75,000 $ 75,000 100,000 $ 100,000 430,000 $ 430,000 500,000 $ - - $ 99,000 - $ 237,000 $ 100,000 $ 26,000 - $ - - $ - Stormwater Utility/Sales $ 95,000 $ 95,000 $ 95,000 Tax Construction Fd Stormwater Utility $ 20,000 $ 20,000 $ 20,000 DRA Distribution $ 20,000 $ 20,000 $ 20,000 StormwaterUtility $ 100,000 $ 100,000 $ 100,000 Stormwater Utility/Sales $ 21,000 $ 51,000 $ 21,000 Tax Fund General Fund $ 10,000 $ 10,000 $ 10,000 Genera! Fand $ 55,000 $ 55,000 $ ~5,~3(3 Stormwater Utility $ 875,000 $ - $ - 100,000 $ 100,000 $ 475,000 219 10,000 $ 10,000 $ 50,000 220 50,000 $ 50,000 $ 250,000 221 75,000 $ 75,000 $ 300,000 222 100,000 $ 100,000 $ 400,000 223 500,000 $ 640,000 $ 2,000,000 224 - $ $ 117,000 225 - $ $ 18,000 226 - $ $ 280,000 227 - $ $ 500,000 228 - $ $ 99,000 229 - $ - $ 237,000 230 - $ - $ 100,000 231 - $ - $ 28,000 232 110,658 $ - $ 110,658 233 18,500 $ - $ 18,500 234 141,000 $ $ 141,000 235 68,000 $ 450,000 $ 518,000 236 90,000 $ 75,000 $ 165,000 237 - $ 55,000 $ 55,000 238 - $ 220,000 $ 220,000 239 - $ 54,000 $ 54,000 240 95,000 $ 95,000 $ 475,000 241 20,000 $ 20,000 $ 100,000 242 20,000 $ 20,000 $ 100,000 243 100,000 $ 100,000 $ 500,000 244 56,000 $ 21,000 $ 170,000 245 10,000 $ 10,000 $ 50,000 246 ~.n~ $ 55.000 $ 275,000 247 - $ - $ 875,000 248 PROGRAM/DEPT City of Dubuque Recommended Capital improvement Program Summary Fiscal Year 2004-2008 PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2006 FY 2006 FY 2007 FY 2008 TOTAL PAGE West 32nd Detention Basin Mod. Pennsylvania/JFK Culvert Keyway Channel and Culvert Keyway to Rosemont Channel. Rosemont to NW Arterial Channel Rosemont Culvert improvements Storm Sewer General Repairs ~ Catch Basin Maintenance Detention Basin Maintenance Program . Specific Storm Sewer Projects Gunite/Replacament Rock Hawthome-Kerper Improvements Custer/AIlisoa Henderson Terminal Street Slorm Reconstruction Suanycrest to Roosevelt Kaufmann & JFK Improvements Windsor Storm Sewer Extension Middle Road Culvert Improvements Port of Dubuque Improve-Phase IV* Utility Relocations Related to New Bridge Rosedale Improvements Project Kane, Kaufmann and McDonnell Lane Goethe/Sheridan Clearview Coud New Haven Storm Sewer Stormwater Utility $ 1,773,000 $ 1,487,000 $ Stormwater Utility $ 165,000 $ - $ Stormwater Utility $ - $ 250,000 $ StormwaterUtility $ - $ - $ StormwaterUtility $ - $ - $ DRASettlement $ ~ $ - $ General Fund $ 80,000 $ 80,000 $ General Fund $ 25,000 $ 25,000 $ Sales Tax Const Fund $ 15,000 $ 18,500 $ General Fund General Fund Storm Sewer Const Fd Sales Tax 20% Stormwa(er Const Fund Sales Tax 20% General Fund DRA Distdbution DRA Distribution Grant Fds/DRNSewer Const/Water Const DRA Dislribution DRA Distribution Storm Sewer Const Fd General Fund General Fund 115,000 150,000 2,670,000 Keyway & Pennsylvania Improvements DRA Distribution Walker Street Reconstruction Hillcrest at Keyway Rehabilitation Dodge/Terminal Streel Reconstruction Kaufmann & Trygg Woodland Extension Project Asbury & Bunker Improvements Clifford-Rosemont Reconstruction Pdnce Street Northridge Drive Court Century Circle Reconstruction Rockdale Road Reconstruction Bee Branch Creek Restoration Project Street Related Improvements Southwest Arterial (IA 32) Annual Street Program DRA Distribution General Fund Sales Tax 20% DRA Distribution DRA Distribution DRA Distribution General Fund General Fund General Fund General Fund General Fund Stormwater Utifity 763,OO0 - - - - - 70,000 25,000 14,500 115,000 57,000 83,000 72,000 18,000 36,000 58,000 17,500 258,570 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 135,000 160,000 116,000 23,000 36,800 21,000 16,000 $ 115,000 $ $ - $ - $ $ - $ $ - $ - $ $ - $ - $ $ 95,000 $ $ - $ - 31,625 276,000 17,500 17,500 500,000 DMATS STP/IDOT $ 3,750,000 $ 7,666,000 $ 10,000,000 $ FHWA/RISE/ City/County SpecialAssessments/ $ 2,150,500 $ 2,096,000 $ 2,809,500 $ $ - $ 4,023,000 249 $ - $ 165,000 250 282,000 $ - $ 532,000 251 300,000 $ 327,000 $ 627,000 252 133,000 $ - $ 133,000 253 $ 81,000 $ 81,000 254 80,000 $ 80,000 $ 390,000 255 30,000 $ 30,000 $ 135,000 256 16,000 $ 20,000 $ 81,000 257 115,000 - - - 20,700 240,000 54,000 100,000 40,250 t50,000 2,100,000 16,666,000 $ 2,991,500 $ 115,000 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,850,000 22,168,000 2,643,000 575,000 57,000 83,000 72,000 18,000 36,000 58,000 17,500 503,570 2,670,000 135,000 160,000 116,000 23,000 36,800 21,000 16,000 31,625 276,000 17,500 17,500 20,700 240,000 54,000 100,000 40,250 150,000 4,450,000 60,250,000 12,690,500 258 259 260 261 262 263 264 265 266 267 268 269 270 271 272 273 274 275 276 277 278 279 280 281 282 283 284 285 286 287 City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 TOTAL PAGE Street Assessment Assistance Widen US 20-Crescent Ridge to Old US 21 University Avenue to U.S. 20 University Avenue-Spruce to Delhi* 14th Street-Elm to Sycamore Cheslnut-Highland to Cox Port of Dubuque New Street Const Adam Street from 5th Street Market Street From 5th to Bell Bell Slreet Extension) Dowell Bar Retrofit for Chavenelle Driv Corddor Study of Alternate East/West Collector Streets Town Clock Plaza Amenities Charter Street Ext to Port of Dubuque Louise Lane Bridge Replacement Bridge Repairs/Maintenance Traffic Signal Controller Replace Traffic Signal Interconnect Conduit Repair Traffic Signal Mastarm Retrofit Signalization Program Street Light Replacement-City Owned ADA Curb Ramp Construction Guard Rail Replacement Stone Retaining Walls Washington Park Sidewalk Sidewalk Program Related Curb and Catch Basin Replacements Sidewalk inspection Program Sidewalk Program - City-Owned Property Sales Tax 30%/DRN Road Use Tax/St Const/ STP Fund Sales Tax 30% $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 75,000 288 IDOT U-STEP Fund/ $ 430,390 $ H $ -- $ $ -- $ 430,390 289 DRA Funds DMATSISales Tx 30% $ 3,085,000 $ - $ - $ $ - $ 3,085,000 290 SpecialAssessments/ $ 1,250,000 $ - $ - $ $ - $ 1,250,000 291 STP Fd/Sales Tx 30% Sales Tx 30%/Special $ 530,000 $ . $ - $ $ - $ 530,000 292 Assessments/Road Use SpeciatAssessmentsl $ 600,000 $ . $ - $ $ - $ 600,000 293 Sales Tx 30%/Road Use DRADistdbution $ 912,000 $ 858,750 $ - $ $ - $ 1,770,750 294 Sales Tx 30%/Road Use $ - $ 332,200 $ - $ $ - $ 332,200 295 DRA Distribution $ 100,000 $ - $ - $ - $ - $ 100,000 296 Special Assessments/ $ - $ - $ - $ - $ 500,000 $ 500,000 297 TIF Back GO/DRN General/Street Const State& Federal Grants $ - $ - $ - $ - $ 975,000 $ 975,000 298 & DMATS/DRA Road Use Tax/DRA $ 30,000 $ - $ - $ $ - $ 30,000 299 Road Use Tx/General $ 50,000 $ 10,000 $ 50,000 $ 10,000 $ 10,000 $ 130,000 300 Sales Tax 30%/RUT $ 48,000 $ 50,000 $ 52,000 $ 54,000 $ 56,000 $ 260,000 301 Road Use Tax Fund $ 65,000 $ 285,000 $ 50,000 $ 50,000 $ 135,000 $ 585,000 302 DRA Distribution $ 65,000 Road Use Tax Fund $ 100,000 DRA Distribution $ 30,000 CDBG $ 40,000 Street Construction Fd/ $ 50,000 Road Use Tax Fund Street Construction Fd/ $ 100,000 Road Use Tax Fund DRA Distribution $ 139,000 Sales Tax Fund $ t00,000 General Fund-Liens $ 10,000 Sales Tax Fund $ - $ 65,000 $ 65,000 $ 32,500 $ - $ 227,500 303 $ - $ 80,000 $ $ 85,000 $ 265,000 304 $ 31,000 $ 32,000 $ 33,000 $ 34,000 $ 160,000 305 $ 55,000 $ 55,000 $ 60,000 $ 60,000 $ 270,000 306 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000 307 $ 110,000 $ 120,000 $ 130,000 $ 140,000 $ 600,000 308 $ - $ - $ $ - $ 139,000309 $ 105,000 $ 110,000 $ t15,000 $ 120,000 $ 550,000 3t0 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 311 $ 75,000 $ 80,000 $ 80,000 $ 80,000 $ 31R,000 312 City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 PROGRAMIDEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 TOTAL PAGE Water Department Catherine Street Steps Fiber Optic Conduit Along NW Arterial Fiber Optic Conduit Miscellaneous Projeots Rehab City-Owned Railroad Tracks General Building Maintenance Accessibility Barriers and Building Modifications Neighborhood Infrestructuia Program Riverfront Leasehold Improvements Maintenance and Dredging of Harbor Pedestrian Scale Signage in Downtown and Port of Dubuque America's River Project Grand River Center* Grand River Center - Management Agreement Visitor Amenities, Greenways and Smart Growth Initiatives* Fiber Optics and HUB-Related Hardware* Exisling Parking Lot Modifications* Tourism Signage Improvements 3rd Street Overpass - Additional Pedestrian Walk & Amenities* Road Use Tax $ 140,000 $ 140,768 $ - $ - $ $ 280,768 313 DRA Distribution $ 526,350 $ $ - $ - $ - $ 520,350 314 DRNCable TV Fund $ 200,000 $ 163,350 $ 106,480 $ 124,630 $ 145,200 $ 739,650 315 SalesTax Const Fund/ $ 20,000 $ $ 20,000 $ - $ $ 40,000 316 General Fund Sales Tax Const Fund $ 40,000 $ 40,000 $ 45,000 $ 45,000 $ 50,000 $ 220,000 317 Sales Tax Const Fund/ $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000 318 Parking Const/General CDBG Grant $ 40,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 240,000 319 General/DRA Dist. $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000 320 Sales Tax Const Fund $ 285,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 805,000 321 DRA Distribution $ $ 25,000 $ - $ - $ - $ 25,000 322 DRNGenerel/GO Bonds/ $ 300,000 $ Vision Iowa DRNTIF-2 Years Only/ $ 301,267 $ 548,876 Hoel/Motel Tax 50%/ GeneralNision Iowa Road Use Tax/Sales $ 567,200 $ Tax 30%ISTPIDRN Street Const/GO Bonds Cable TV/Private ParlicJ $ 135,546 $ 50,000 DRA Distribution General/GO Bonds $ 243,700 $ DRA Distribution $ - $ 20,000 STP/DRA Distribution $ - $ 1,775,000 G.I.S. Maintenance/Operation Updates Water Main Replacemenls Water Main Extensions Water Internal Main-New Development Valve Replacement Pregrem-Primary Water Meter Exchange Program Fire Hydrant Replacement Program Water Depreciation Fd $ 55,000 $ Water Depreciation Fd $ 165,000 $ Water Depreciation Fd $ 200,000 $ Loan Repayments $ 50,000 $ Water Depreciation Fd $ 26,000 $ Water Depreciation Fd $ 54,000 $ Water Depreciation Fd $ 25,500 $ $ 60,000 $ Service Line Replacement Assistance Water Depreciation Fd for Low/Moderele Income Citizens Water Main Extensions-Annexed Areas Water Depreciation Fd $ 150,000 $ Annexation Study and Implementation Waler Construction Fd $ - $ Bunker Hill Pump Station Water DepreciaSon Fd $ - $ Water Line to DICW Water Cnnstrucfi~n Fd $ - $ Clear Well Resen/oirs- Rehabilitation Water Depreciation Fd $ - $ 15,000 172,000 210,000 50,000 28,000 56,000 25,500 20,000 150,000 250,000 50,000 $ $ - $ - $ 300,000 323 $ 552,646 $ 312,688 $ 320,568 $ 2,036,045 324 $ $ - $ - $ 567,200 326 $ 50,000 $ - $ - $ 235,546 327 $ 470,000 $ - $ - $ 713,700 328 $ - $ - $ - $ 20,000 329 $ - $ $ - $ 1,775,000 330 $ 15,000 $ 15,000 $ 15,000 $ 115,000 331 $ 178,000 $ 182,450 $ 225,000 $ 922,450 332 $ 225,000 $ 225,000 $ 225,000 $ t,085,000 333 $ 50,000 $ 50,000 $ 50,000 $ 250,000 334 $ 30,000 $ 30,000 $ 321000 $ 146,000 335 $ 56,000 $ 58,000 $ 58,000 $ 282,000 336 $ 25,500 $ 25,500 $ 25,500 $ 127,500 337 $ 20,000 $ 20,000 $ 20,000 $ 140,000 338 $ - $ - $ - $ 300,000 339 $ 300,000 $ 300,000 $ 300,000 $ 1,150,000 340 $ - $ - $ - $ 50,000 341 $ 400,000 $ - $ - $ 400,000 342 $ - $ 300,000 $ - $ 300,000 343 City of Dubuque Recommended Capital improvement Program Summary Fiscal Year 2004-2008 -PROGRAMIDEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2000 TOTAL PAG= Water Pollution Control Plant Operations/ Maintenance Water Storage Tank Inspection Water Tower and Water Main Ext- Roosevelt from Peru Orchard Drive Water Plant Projects A.D.A. improvements Chemical Compound Wall/Roof Add Exhaust Fan/Duct Work for Slaker and Filter Room Garage Facility - Demolition Project Driveway and Parking Lot Overlay Water Depreciation Fd $ - $ - $ - $ Water Depreciation Fd/ $ - $ - $ - $ GO Bonds Water Depreciation Fd $ 160,000 $ - $ - $ Water Depreciation Fd $ 50,000 $ - $ - $ Water Depreciation Fd $ 22,000 $ - $ - $ Water Fund $ 50,000 $ - $ - $ Water Depreciation Fd $ - $ - $ - $ Replace PoMions of Grease Tanks Sanitary Sewer Const Fd $ Repair Basin Gates in 02 Plant Sanitary Sewer Coast Fd $ Splitter Gas Chromatograph Sanitary Sewer Coast Fd $ Automatic Bar Screens at Cedar Sanitary Sawer Const Fd $ Street and Terminal Street Lift Rebrick Nodh Incinerator Sanitary Sewer Const Fd $ Atomic Absorption Spectrometer Sanitary Sewer Coast Fd $ Replace Furnace-Bar & Screen Bldg Sanitary Sewer Coast Fd $ Wastewaler Plant Road Repair Sanitary Sewer Coast Fd $ TerminaIStreet Motor Conlrol Center Sanitary Sewer Coast Fd $ and Motor Replacemenl Sandblast and Paint Primary Cladfier Sanitary Sewer Coast Fd $ Repair/Exchange 02 Plant Mixers Sanitary Sewer Coast Fd $ Roadway Light RepaidReplacement Sanitary Sewer Coast Fd $ Painting of SPU incinerator Room Sanitary Sewer Coast Fd $ Rebuild DS705 Centrifuge Sanitary Sewer Const Fd $ Scroll Assemblies Primary Dome Sealing Sanitary Sewer Coast Fd $ Insulated Fiberglass Blend Tank Sanitary Sewer Coast Fd $ Capacity Upgrade Sanitary Sewer Const Fd $ New Garage Facility Asphalt Milling Program Concrete Street Section Repair Curb Replacement Program Sep ............ =~ and Wall-Top Fencing Program General Fund/DRN Road Use Tx/Street Const/Trensit Fd/ Trensit-FTA Fd/ Refuse Fd/VVater Fd Road Use Tax Road Use Tax Fund/ Sales Tax 30% Road Use Tax Fund Sales Tax 20% 21,650 $ - $ - $ 76,000 $ - $ - $ 38,500 265,000 $ $ $ $ $ $ $ $ $ $ $ $ 981,000 $ $ 2t4,355 $ - - $ 55,000 - $ 18,200 - $ 72,400 - $ 360,000 - $ $ $ $ $ - $ - $ - $ - $ 18,500 $ $ $ $ $ - $ - $ - $ - $ - $ 12,000 $ 12,000 344 - $ 150,000 $ 150,000 345 $ - $ 160,000 346 $ - $ 50,000 347 $ - $ 22,000 348 $ - $ 50,000 349 $ ~0,000 $ 30,000 350 $ - $ 21,650 351 $ - $ 76,000 352 $ - $ 38,500 353 $ - $ 265,000 354 $ - $ 214,355 355 $ - $ 55,000 356 $ - $ 18,200 357 $ - $ 72,400 358 $ - $ 360,000 359 9,500 $ - $ 28,000 360 140,000 $ - $ 140,000 361 11,920 $ - $ 11,920 362 9,200 $ - $ 9,200 363 52,980 $ 54,300 $ 107,280 364 $ 43,500 $ 43,500 365 $ 22,500 $ 22,500 366 $ 50,000 $ 50,000 367 $ - $ 981,000 368 59,450 $ 62,420 $ 63,980 $ 65,580 $ 312,330 372 25,000 $ 25,000 $ 25.000 $ 125,000 373 60,900 $ 25,000 $ 66,625 $ 68,290 $ 69,997 $ 71,747 $ 73,541 $ 350,200 370 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 371 PROGRAM/DEPT City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY,2005 FY 2006 FY 2007 FY 2008 TOTAL PAGF Parking Division Development Stormwater Ditch Remediation FIoodwal[ Post-Flood Repair Curb Ramp Program Sanitary Sewer Root Foaming Traffic Controller Sattery Pack So~id Waste Collection Vehicles Ice Harbor Pump Auxiliary Power Podable 10" Stormwater Pump Bee Branch Pump Station Sidewalk Maus Lake Floodwail Pump Auxiliary Power Hawthorne Street Floodwall Pump Auxiliary Power Bee Branch Floodwall Pump Auxiliary Power Nodhwest Artedal (iowa 32) Bike/Hike Trail Dodge Slreet Bike Path- Locust to Devon High Pressure Jet/Vacuum Sewer Cleaning Vehicle Sewer Pipeline Inspection Equipment General Fund/ $ 270,000 $ 270,000 $ 270,000 $ 270,000 $ 270,000 $ 1,350,000 3~4 Stormwater Ulility Sales Tax 20% $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000 375 Road UseTax Fund $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 150,000 376 SewerFund $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 75,000 377 Road Use Tax $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 150,000 378 Refuse Collection Fee $ 180,000 $ $ 220,000 $ 280,000 $ 80,000 $ 760,000 379 General Fund $ 82,032 $ $ $ - $ - $ 82,032 380 General Fund/DRA $ 35,000 $ - $ $ - $ - $ 35,000 381 GeneraIFund/DRA $ 20,400 $ " $ $ - $ - $ 20,400 382 General Fund/DRA $ " $ $ $ - $ - $ 57,520 303 57,520 General Fund/DRA $ - $ - $ 107,350 DRA Distribution $ 335,350 $ ISTEA Fund 70%/ $ 593,400 $ DRA Distribution 30% ISTENDRA Funds $ - $ 380,000 $ - Sanitary Sewer Fund $ - $ - $ 180,000 Sanitary Sewer Fund $ - $ Maintenance of Municipal Parking Lots Parking Construction Fd Comprehensive Parking Study Parking Construction Fd Sur[ace Sealing of Fifth Street Parking Construction Fd Parking Ramp Concrete Driving Areas Deck Topping on Locust and Parking Construction Fd iowa Street Parking Ramps Major Maintenance on Ramps Parking Construction Fd Surface Sealing of Third Street Parking Construction Fd Parking Ramp Concrete Driving Areas Renovation of City Hall Parking Lot General Fund/ Parking Construction Fd $ 33,000 $ 33,000 $ 110,000 $ - $ 30,000 $ - $ - $ 200,000 181,500 CDBG Economic Development Loan Program Downtown Rehabilitalion Loan Prog Acquisition of Properlies, Relocations of Businesses in Pod of Dubuque Brewery Redevelopment 107,350 384 $ 335,350 385 $ 593,400 386 $ 380,000 387 $ 180,000 388 Econ Dev Loan Repay/ $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 397 CDBG Grant Downtown TIE Funds/ $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 398 Loan Repayments EDAFunds/DRN $ 3,735,000 $ - $ - $ $ 1,987,150 $ 5,722,150 399 General Fund CDBG/UDAG Loan/ $ t,750.000 $ - DRA Distribution-Loan/ $ $ $ 309,000 $ - $ - $ 309,000 396 $ $ $ - $ 220,000 $ $ 401,500 394 $ $ $ 41,000 $ - $ - $ 41,000 395 $ - $ - $ $ 200,000 393 $ 33,000 $ 33,000 $ 33,000 $ 165,000 390 $ - $ - $ $ 110,000 391 $ - $ - $ 35,000 $ 65,000 392 $ - $ 100,000 $ $ 100,000 389 PROGRAMIDEPT Housing and Community Development City Manager's Office ADMINISTRATION Planning Services Building Services City Manager's Office Finance Department City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 TOTAL TIF Backed Go Bonds Demolition of Building at 301 Iowa DRA Distdbu0on Job Creation/Loans and Grants Ping UDG Repayments Commercial/Industrial Building Rehab CDBG Port of Dubuque - Development General Fund Standards Implementation Assistance Industrial Site Development-Bergfeld RISE Grant/General Fd/ DICW end Chavanelle Rd Ext DRA Distribution PACI' Purohase/Rehab/ResaJe Rental Dwelling Rehabilitation First-Time Home Buyer Program Homeowner Rehabilitation Program Historic Preservation Homeowner Problem Properties Management Community Parlnership Program HOME Program - Renlal Property Rehabilitation Housing Trust Fund 18th Slreet Office Expansion Neighborhood Grants HUD Special Purpose/ $ Loan Repayments CDBG Loan Repayments/ $ CDBG Grant CDBG Grant/Loan Repay $ CDBG Grant/Interest $ Income/RRP Loan Repay/ Lean Repayments CDBG Grant $ General Fund $ CDBG Grant $ HOME Grant-Fund 271/ $ City Match/RRP Fund CDBG Grant $ DRA Dist/Section 8 $ CDBG Grant $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 75,000 406 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 300,000 407 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 409 420,000 $ 440,000 $ 440,000 $ 440,000 $ 440,000 $ 2,180,000 410 10,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 90,000 412 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 413 86,000 $ 100,000 $ 25,000 $ 100,000 $ 25,000 $ 336,000 414 200,000 $ $ 200,000 $ - $ 200,000 $ 600,000 415 25,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 145,000 418 $ 50,000 $ $ 50,000 $ - $ 100,000416 $ 500,000 $ $ - $ - $ 500,000 417 Historic Dist Public Improvement Riverfront 2000 Plan Imprementation City Hall Remodeling Federal Grant/General $ DRA Distribution $ Sales Tax Fd/Land Sales/ $ 100,000 $ 175,000 $ 90,000 $ t75,000 $ 50,000 $ 590,000 421 General/DRA Dist. 100,000 $ i00,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 419 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000 420 Geographic information System (GIS) Implementation General Fund/Sales Tax/ DRA Utilities/Section 8/ Cable RUTF/Strebt Construction - $ 175,000 $ 333,328 $ - $ - $ 508,328 422 Customer Counter Renovation Computer System Upgrade General Fund $ 5,000 $ General/Sales Tax $ 300,000 $ - $ $ - $ - $ 5,000 425 160,000 $ ' $ ' $ - $ 460,000 426 35,000 $ $ ; $ ~ $ - $ 35,000 401 50,000 $ 50,000 $ $ - $ - $ 100,000 402 100,000 $ - $ 85,000 $ - $ 50,000 $ 235,000 403 - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 200,000 404 - $ 520,000 $ 4,200,000 $ 1,000,000 $ - $ 5,720,000 405 City of Dubuque Recommended Capital Improvement Program Summary Fiscal Year 2004-2008 PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 TOTAL PAGF Information Services City-Wide Microcomputer and Printer Replacements GRAND TOTAL General Fd/Road Use Tax/Refuse/Landfill/ Sewer/Water/Parking/ Cable TV/Garage Serv, $ 374,674 $ 150,510 $ 215,445 $ 305,974 $ 228,130 $ 1,274,733 427 $ 37,353,608 $ 34,608,859 $ 41,287,996 $ 37,618,189 $ 57,115,808 $ 207,984,460 *Vision Iowa Grant Commitments APPENDICES CITY OF DUBUQUE OVERVIEW OF BUDGETING INTRODUCTION The review and adoption of the budget is the single most important thing that a City Council does each year. The budget sets the tempo, capabilities, commitments and direction of the city government for an entire year. it is the yardstick against which the city operations can be evaluated. But what is a budget? The purpose of this narrative is to identify: a) what a budget is; b) why we prepare a budget; c) alternative types of budgets; d) major characteristics of the Dubuque budget system; and e) roles and responsibilities in preparing the annual budget. WHAT IS A BUDGET? A budget is several things: The budget is a fiscal olan setting out anticipated revenue and expenditures for accomplishing a variety of services over a given time frame. The fiscal plan includes: a) an explanation of the services, activities, programs and projects to be provided by the city to the citizens; b) the resultant expenditure requirements; and c) the resources available for meeting t.he expenditure requirements. The budget is a erooess concerned with the allocation of available resources among alternatives and competing departments, activities and programs. Cities rarely have enough money to be able to appropriate all the funds requested to ail departments and activities and, as a result, there is considerable competition for whatever money is available. Budgeting, as a process, is concerned with developing an acceptable mix or balance between costs and services and represents the decisions made with respect to: a) quality and quantity of activities and projects to be undertaken; and b) financing of those activities and projects. The budget is a colicv document which: a) establishes the authority to spend funds, and levy and collect property taxes; b) represents a commitment to provide a specific level of service within a given amount of resources; and c) establishes criteria (objectives, measures and dollar limits) for evaluating and controlling expenditures, revenue collections and performance. Through the budget, policies are made, put into effect and controlled. The budget is a legal reouirement. State law requires the City Manager to prepare the annual budget and the City Council to adopt the annual budget and certify it to the County Auditor by March 1 5th of each year preceding the beginning of the fiscal year on July 1st. The budget must be on a program - performance basis and show: a) expenditures for each program; b) income from sources other than property taxes; and -262- _ c) amount to be raised by the property taxation and the property tax rate expressed in dollars per thousand of assessed value. The budget must also show comparisons between expenditures in each program and between levels of service. WHY DO WE BUDGET? WHY IS IT IMPORTANT? Why do we go through the agony and the work? There are several reasons: 1. To meet the legal requirement. 2. To establish spending and income raising authority. 3. To establish a work program for the fiscal year (objectives) and present it to the public. 4. To manage and control resources and their use. 5. To assure the proper mix of costs and services. 6. To assure the most effective and efficient use of available resources, 7. To set the tempo and direction of the city government. 8. To prioritize policies and objectives. 9. To link dollars with results. ALTERNATIVE TYPES OF BUDGETS Line-Item Budget The most commonty used budget format in local government today is the line~item budget. A line-item budget is one which allocates money for specific expense items or objects of expenditure without reference to the purpose, activities or program they will serve. This type of budget lists expenditures by such categories as full-time salaries, overtime, office supplies, postager, travel, rental expense, maintenance of buildings and grounds, office furniture and equipment, etc. The principal advantage of a line-item budget is that it is easy to prepare and facilitates expenditure control. However, this form of budget tells very little about the purposes, activities and programs of the city it serves. For example, it shows the amount of money that has been budgeted for personnel; but it does not show the nature of the services such personnel are to provide; Furthermore, the traditional line-item approach does not show comparative costs and benefits of competing programs, thus making it difficult for the City Council and management to evaluate individual activities and allocate resources. These Characteristics limit its usefulness as a device for giving direction and purpose to public service activities and programs. -263- Prooram Budaet Local governments usually spend money to accomplish something more than purchasing goods and services. They are also concerned about programs, missions or functions. A budget organized on the basis of its intended purpose is called a program budget. A program budget allocates money to functions or activities rather than to specific items of costs. A municipal budget of this type lists expenditures for such cost categories as protective services, leisure time opportunities, and administration. Few, if any, budgets are prepared exclusively on a program basis. Instead, program costs are usually broken into line items. The primary advantage of a program budget is that it shows the broad, goals and purposes for which we are spending money and allows for setting priorities. The disadvantage is that it does not show the level of services that will be produced by the functions for which money has been allocated. This characteristic weakens its value as a tool for managing the quality and quantity of public service programs. Performance Budgeting Performance budgeting goes a step further than program budgeting by requiring the breakdown of service into workload or units of performance and the assigning of unit costs. A system of work measurement is used to evaluate productivity and effectiveness. The principal advantage of the performance type budget is that it shows both the activities .of the city and the service levels of those activities and their respective costs. Thus, it can be a useful tool for regulating i0 a positive way, both the quality and quantity of city services. This characteristic makes the performance type budget most useful of those mentioned so far. However, it is also the most difficult to prepare. There are three reasons for this. First, it is difficult to define the units by which the work of the department or an activity or program can be measured. Second, even when the work unit can be defined, it may not be easy to establish a system which will supply a reliable measure of the work output. And third, it requires much thought and study to establish acceptable service levels for various activities and programs. Zero Base Budgeting Traditional budgeting, whether line-item or program oriented, tends to focus on how much you spent last year as a beginning point for budget preparation. That is to say that it is incremental, it adds an increment on top of last yea¢'s spending level generally without challenge and without consideration of alternatives or trade-offs. Zero Base Budgeting (ZBB) is a system whereby each activity or program, regardless of whether it is a new or existing program, must be justified in its entirety each time a new budget is formulated. Rather than using the previous year's budget as a base, ZBB assumes no base; all activities old and new must be explained and justified each year. The agency starts at zero. ZBB measures the desirability, need and beneficiaries of services as well as the . reasonableness of the proposed costs, alternatives to the activity, and trade-offs between partial achievement of goals and the abi!ity to fund all proposed budget expenditures. ZBB accomplishes this by dividing all the proposed activities or services of the governmental -264- body into units of manageable size, subjecting them to detailed examination, and ranking them according to their importance. Revenues are matched against the list of services according to their rank. High priority services are funded first. If money runs out, the Iow priority services are not funded. The characteristics of ZBB can be summarized as follows: Scrutiny of old or existing activities as closely as new or proposed activities; 2. Reallocation of resources from ]0w priority activities to high oriority activities; Emphasis on alternatives (levels of expenditures and services and methods of providing services); and 4. Allowance for budget reduction or expansion in a planned, logical manner, Dubuoue Budaet Aooroach The budget system being utilized by the City of Dubuque incorporates aspects of each of the several budget alternative types discussed.here. The major characteristics of our budget system are: 1. It has line items for control and fiscal management purposes. 2. It is organized by program and department. It attempts to identify, analyze and articulate the fundamental purposes and objectives of the Dubuque City government. This approach is intended To place emphasis upon commitments, accomplishments, and activities performed rather than upon items purchased and to provide for the establishment of priorities. It attempts to identify, quantify and analyze the demands oF and accomplishments of organizational units in terms of established goals, objectives and purposes. Are we achieving our goals and living up to our promises? This requires the establishment of workload and demand indicators and evaluation criterion. It is performance that counts. It attempts to identify all costs of each department, activity and program, including capital expenditure, debt service and employee benefit costs. What does an activity or department really cost? It presents alternative service and funding levels for all activities in the operating budget. The purpose is to provide the City Council with the widest possible range of alternatives to maximize their opportunity for making policy decisions, assigning priorities and allocating scarce resources to accomplish their policy objectives, The City's budget approach involves the preparation of two budget documents. The Policy Budget and the Detail Budeet. The Policy Budget defines goals and objectives for all City departments and activities, relates them to cost and resource requirements and attempts to establish measures for evaluating accomplishment. Specific decision packages are developed and included in the Policy Budget for alternative funding and service levels. The Policy Budaet emphasizes objectives, -265- accomplishments and alternative funding and service levels and is intended to keep the attention of the City Council and public on the major policy decisions involving what services the City government will provide, who will pay for them, and the implications of such decisions. The Detail Budaet document shows the budget by line item. It provides the line item detail for the Policy Budeet and forms a basis for fiscal control once the budget is adopted. ROLES AND RESPONSIBILITIES Budget preparation and administration is a shared responsibility between the City Council, City Manager, Finance Department, department manager, division manager and supervisor. Each plays an important role in the fiscal management system and the quality of and satisfaction derived from the fiscal management system is a direct result of the efforts of the several participants. Lack of attention, failure to follow procedures and/or poor follow through at any level can undermine the best fiscal management system. Let's look at the roles each plays. City Council In a very real sense, budget preparation and administration begins and ends with the City Council. The City Council has the following responsibilities: 1. Establish City goals and major performance objectives. 2. Approve guidelines for preparing the annual operating budget. 3. Establish through adoption of an annual budget what services and the level of services to be provided and how they will be financed. 4. Establish rules for the conduct of the City's fiscal opera~ions. 5. Monitor progress toward achievement of objectives. 6. Require independent audit of fiscal records and transactions. City Manaaer The City Manager is responsible to the City Council for the day-to-day operation and administration of the City government. In terms of fiscal management, the City Manager has the following responsibilities: 1. Develop policy guidelines for City Council review and adoption. 2. Prepare and submit an annual operating budget and a five year Capital Improvement Budget premised upon Council guidelines and goals and major performance objectives. 3. Insure the adopted budget is properly administered. 4. Supervise the performance of all'contracts for work to be done by the City. -266- 5. Authorize and direct the purchase of all supplies and materials used by the City. 6. Keep Council fully advised on financial conditions of the City. Submit financial reports to City Council by the lOth of the month following the close of the preceding month. 8. Establish rules for conduct of fiscal operations for which he is responsible. Finance Deoartment The Finance Department becomes an extension of the City Manager's Office for purposes of performing the delegated responsibilities. The responsibilities of the Finance Department include the following: Administer the approved budget on a day-to-day basis to see that funds are being expended for the purposes approved and that all claims are supported by proper documentation. 2. Supervise sale of bond issues. 3. Administer centralized payroll system. 4-. Administer centralized purchase order system. Deoartment Managers, Division Manaaers and Suoervisors The critical rote in the fiscal management system is performed by department managers and their division managers and supervisors. The fiscal management system will be only as good as they make it. Their role includes: Responsibility for the efficient and effective operation of the activities and tasks under their direction. Line supervisors are expected to control costs and achieve results. Responsibility for preparation of budget requests which emphasize objectives and service levels as well as traditional line item explanations and justifications for var!ous funding levels and development of measures for evaluating progress toward objectives. What is the level of accomplishment which cad be expected from various funding levels and how do we measure it? It is absolutely essential in our approach to budget preparation that accomplishments, objectives and estimated costs be established by those in the organization who know the most about it and can be held accountable. Those are the department managers and their division managers and supervisors. Responsibility for recommending and explaining needs and opportunities for service changes; reductions as well as expansions. Responsibility for providing the planned and approved service level within budget limitations. 5. Responsibility for day-to-day department and activity budget administration. -267- .BUDGET CYCLE The budget cycle is a sequence of events covering the life of a budget from beginning to end. That is, from the gleam in the City Manager's eye to the Council acceptance of the independent audit. The budget cycle is approximately twenty-six months long. The critical dates are spelled out in State law: March 15th is when the budget for the following fiscal year must be adopted by the City Council; and July 1st as the beginning of the fiscai year. The budget cycle can be summarized as follows: Task Resoonsibility Council begins to formulate negotiation strategy for collective bargaining City Manager/Human Services/City Council Staff in worksession identifies accomplishments; future "community"; and recommended actions and policies for achieving the goals. City Manager/Departments City Council in worksession sets Policy Agenda: Targets, Actions and Priorities City Council City Manager City Council Budget Office Five year projections and draf~ Policy Guidelines presented to City Council City Council sets guidelines Prepare capital budget instructions, forms and resource update Prepare capital budget requests August/Sept. Departments Prepare instructions and forms Budget Office Public input meeting City Manager Prepare operating budget 'requests Departments Assemble and analyze requests Budget Office City Manager review and balancing City Manager Finalize and prepare documents Budget Office Dates April June/July July/August August August August August September September/ October October November November December December -268- City Council budget reviews Public hearing Council adoption City Council January/ February City Council March City Council March 15th BUDGET AMENDMENT PROCESS Budget estimates may be amended and increased as the need arises to permit appropriation and expenditure of unexpended cash balances on hand and unanticipated revenues. Such amendment may be considered and adopted at any time during the fiscal year covered by the budget (but prior to May 31) by filing the amendments and upon publishing them and giving notice of the public hearing in the manner required in the State Code. Within ten days of the decision or order of the City Council, the proposed amendment of the budget is subject to protest, hearing on the protest, appeal tot the state appeel board and review by that body. A local budget must be amended by May 31 of the current fiscal year to allow time for a protest hearing to be held and a decision to be rendered before June 30. Except as specifically provided elsewhere in the Iowa Administrative Code rules, all appropriation transfers between programs are budget amendments and shall be prepared as provided in Iowa Code section 384.16. The program reference means any one of the following four major areas of public service that the City Finance Committee requires cities in Iowa to use in defining its program structure: Community Protection, Human Development (Leisure Services), Home and Community Environment and Administration. _ -269- BUDGET ACCOUNTING BASIS The City's policy is to prepare the annual operating budget for governmental and proprietary fund types on the modified accrual basis. Under the modified accrual basis of accounting, revenues are recorded as they are collected unless susceptible to accrual, i.e., amounts that are measurable and available to finance the City's operations or of a material amount and not received at the normal time of receipt. Available means collectible within the current period or soon enough thereafter to be used to satisfy liabilities of the current period. Significant revenues which are considered as susceptible to accrual include property taxes, sales taxes, franchise taxes, interest, and certain state and federal grants and entitlements. Expenditures, other than interest on long term debt, are recorded when the liability is incurred. Budgetary control is maintained at the activity or cost center level by the encumbrance of estimated purchase amounts prior to the release of purchase orders to vendors. Outstanding encumbrances at fiscal year end are not reported as expenditures, but as reservations of fund balance for subsequent year expenditures, based upon encumbrance appropriation authority carried over. FUND ACCOUNTING BASIS The accounts of the City are organized on the basis of funds and groups of accounts, each of which is considered to be a separate accounting entity. The operations of each fund are accounted for by providing a separate set of self-balancing accounts which comprise its assets, liabilities, equities, revenues and expenditures or expenses. The various funds are grouped by type in the budget. The following fund types are used by the City: Governmental Fund Types Governmental funds are those through which most governmental functions of the City are financed. The acquisition, use and balances of the City's expendable financial resources and the related liabilities (other than those in proprietary funds) are accounted for through governmental funds. The measurement focus is upon determination of changes in financial position. The following are the City's governmental fund types: The General Fund is the principal operating fund of the City and accounts for all financial transactions not accounted for in other funds. The general operating expenditures, fixed charges, and capital improvement costs that are not paid through other funds are financed through revenues received by the General Fund. Special revenue funds are used to account for revenues derived from specific taxes, governmental grants or other revenue sources which are restricted to finance particular functions or activities of the City. The City's special revenue funds include Road Use Tax, Community Development, UDAG Repayments, Section 8 Housing, Tort Liability, Transit and Civic Center. Debt Service Funds are used to account for the accumulati'on of resources for, and the payment of, principal, interest, and other related costs of the City's general obligation debt and urban renewal tax increment debt. -270- Trust and Agency Funds are used to account for (a) fringe benefit related expense and revenue for those employees paid from the City's General Fund and (b} various trust funds including: Lyons Peony Trust, Library gift trusts and the Respiratory Disease Trust. The police and fire retirement systems established by Chapter 411 of the Code of Iowa are included in the Trust and Agency Fund. · Capital Improvement Funds are used to account for financial resources segregated for the acquisition or construction of major capital facilities. Proprietary Fund Types The City also has proprietary fund types, which are different from governmental fund types in that their focus is on the determination of net income or loss. The revenue from these funds is assumed to be adequate to fund the operation of the funds. The City's proprietary funds are as follows: Enterprise Funds are use¢ to account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods and services to the general public on a contimJing basis be financed or recovered primarily through use charges or where the periodic determination of net income or' loss is deemed appropriate. The City's enterprise funds include Water, Parking, Sewer, Refuse, Landfill, Cable TV and Dog Track Reserve and Depreciation Funds. The Internal Service Fund accounts for the financing of goods and/or services provided by one department or agency to other departments or agencies of the City, or to other governmental units, on a cost reimbursement basis. _ -271- KEY TERMS FOR UNDERSTANDING DUBUQUE'S BUDGET SYSTEM PROGRAM A program is a broad-based, homogenous and fundamental area of City government responsibility. Programs are presented as generat statements which define a major purpose of City government. Each program is divided into several departments representing a separate and significant segment of the program of which it is an integral part. The state budget taw requires that the budget be prepared and certified on a program basis. The City of Dubuque uses the following four programs: 1. Protective Services Program 2. Human Development Program 3. Facilities and Environment Program 4. Administration Program ACTIVITY An Activity is an organizational unit responsible for a specific and measurable purpose. Every department or division of a department is organized into one or more Activities. The Activity is the unit for defining department and division responsibilities, establishing objectives and evaluating performance. The Activity is the building block, work unit and cost center of the financial management system. GOAL A Goal is a desirable end, condition, accomplishment and/or development, the attainment of which may never be fully realized, towards which organizational effort is expended according to assigned responsibilities, available resources and prepared plans. Goals are attained by means of objectives. Goals are broadly stated and useful in evaluating resource allocation decisions. For example, the Goal for the Park Areas and Maintenance Activity of the Park Division of the Leisure Services Department is to develop and maintain safe, clean, functional and attractive park and recreational facilities to meet the passive and active leisure time needs for all citizens and visitors. OBJECTIVE An objective is simply a statement of results to be accomplished dudng the fiscal year in support of the broader goal. Objectives are major steps towards accomplishing established goals. An Objective should state the result to be achieved or accomplished, the timeframe, the cost and the action step. _ -272- ALTERNATIVES This term means other possible activities or uses of funding besides those already decided upon or being considered. It also suggests the comparison between two or more possible approaches toward fulfilling the same purpose, goal or objective. ALTERNATIVE BUDGET LEVELS The Dubuque budget system utilizes a variation of the zero-based budget (ZBB) approach utilizing three alternative funding or budget levels: Maintenance Budget Level, Base Budget Level and Improvement Level. Each alternative funding level includes specific objectives to be accomplished (service levels to be offered) and associated costs. The budget decision becomes one of selecting alternatives which maximize the achievements of City.objectives according to established priorities within the context of limited resources and City Council policy. DECISION PACKAGE A decision package is one or more objectives of an activity which represents a standalone alternative or decision. For example, the Base Level Increment of a particular activity may have twelve objectives. Some of these objectives may be interrelated and the twelve objectives may represent only four choices or stand alone decision packages. You may have one decision package with one objective, two decision packages with four objectives each and one decision package with three objectives. The important thing is that the decision package includes one or more stand alone objectives and is not dependent upon the approval of any other decision package. PERFORMANCE MEASUREMENT Performance measures are numbers that transmit some information about the quality or quantity of services provided by the City government. The primary reasons for attempting to measure performance are to: 1. Provide information for making better decisions; 2. Repod on progress made toward established objectives; 3. Improve performance, suggest improvements and change priorities; and 4. Serve as an early warning device by indicating problem areas when they first begin to develop. -273- APPROPRIATION Appropriation is the legal authorization of the City Council to expend resources from specific sources, for specific purposes, for stated pedods of time. An appropriation is established by adoption of the budget or budget amendment after publication and public hearing as required by law. CASH For purposes of our financial management system, cash refers to money, revenue or fund balances available in the City treasury for financing an activity or project. ENCUMBRANCES Encumbrances are obligations in the form of purchase orders, contracts or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved by an accounting entry. FISCAL YEAR In Iowa the fiscal year is a twelve month period of time, July I through June 30, to which the annual budget applies and at the end of which the City determines its fiscal position and the results of its operations, activities and projects. FUND A fund is an independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources together with all related liabilities, obligations, reserves and equities. Funds are established for many reasons including: (a) dedication of resources to specific activities or objectives; (b) maintenance of integrity or receipts from certain sources; and (c) compliance with legal restrictions or terms establishing a jurisdiction as trust or agent. OPERATING BUDGET The Operating Budget represents the various recurring activities and services provided by the several departments in the City government. The Operating Budget provides those services normally associated with the City government (e.g., police, fire, street maintenance, recreation) and involves expenditures which benefit the current fiscal year. (That is, items purchased are used up during the current fiscal period:) Expenditures in the Operating Budget are for such categories as Employee Expense, Supplies and Services, and Debt Service. Funding of the Operating Budget includes property taxes, shared state and federal revenues, fees, fines, licenses, permits, user charges and cash balances. -274- CAPITAL BUDGET The Capital Budget represents major "permanent" capital improvement projects requiring the nonrecurring expenditures of public funds for the acquisition of property or easement, construction, renovation or replacement of a physical asset of the City and any studies, engineering or surveys which are an integral part thereof. The Capital Budget is multi-year in scope, is updated annually and includes project funding information. The first year of the Capital Budget (or Capital Improvement Program) is included with the Operating Budget for the same year to arrive at a total or gross budget amount. Capital budget financing comes primarily from bond proceeds, state and federal grants, Road Use Tax funds and utility depreciation funds. EXPENDITURE CATEGORY Expenditure category or classification is the basis for classifying and codifying costs. Major objects or categories of expense include: (a) Employee Expense; (b) Supplies and Services; (c) Capital Outlay; (d) Debt Service; and (e) Capital Improvements. Minor objects of expense or categories of expense are subdivisions of the major expense categories. For example, Employee Expense is divided into 21 subcategories, such as full-time employees, part-time employees, seasonal employees, overtime pay, holiday pay, social security expense and health insurance. Supplies and Services, Capital Outlay, Capital Improvements and Debt Service are divided into approximately 230 minor objects or categories of expense. Examples of such minor items of expenditure would be office supplies, dues and memberships, utility expense - electricity, motor vehicle expense - fuel, library books, architectural services, desk/chairs, land acquisition, and construction contracts. See the Chart of Accounts for more information on expenditure category breakdowns. REVENUE CATEGORY Revenue category or classification is a basis for classifying and codifying revenue. There are eight major categories or revenue, each divided into specific revenue items. The eight major categories of revenue are as follows: 1. Property taxes 2. Licenses and permits 3. Intergovemmental revenue 4. Charges for services 5. Fines, forfeitures and penalties 6. Revenue from use of money and property 7. Miscellaneous revenue 8. Non-revenue receipts An example of the specific revenue items would include the following items in the licenses and permits revenue category: business licenses, cigarette licenses, beer permits, market stand rentals, building permits, plumbing permits, heating permits, etc. See the Chart of Accounts for more information on the revenue categories. -275- ACCRUAL BASIS OF ACCOUNTING The basis of accounting under which revenues are recorded when earned and expenditures are recorded as soon as they result in liabilities for benefits received, not withstanding that the receipt of the revenue or the payment of the expenditure may take place, in whole or in part, in another accounting period. CASH BASIS OF ACCOUNTING The basis of accounting under which revenues are recorded when received in cash and expenditures are recorded when paid. MODIFIED ACCRUAL BASIS OF ACCOUNTING The basis of accounting under which expenditures are recorded at the time liabilities are incurred and revenues are recognized when they are measurable and available. _ -276- MEMORANDUM November 14, 2002 TO: FROM: SUBJECT: The Honorable Mayor and City Council Members Michael C. Van Milligen, City Manager Fiscal Year 2004 Policy Guidelines Prior to preparing a Fiscal Year 2004 budget recommendation, two very important things need to come from the City Council. First, the City Council Goals and Priorities must be established, and this was done in late August. Second, the Budget Policy Guidelines must be adopted, and that is what is being recommended at this City Council meeting. The five-year goals of the City Council are: 2. 3. 4. 5. Improved connectivity, including roads, air, and telecommunications Strong diverse local economy Riverfront development Planned and managed growth Partnership for a better Dubuque The Fiscal Year 2004 priorities of the City Council are: Top Priorities · Air service strategy · Short-term actions, Highway 20 Amedca's River project and development · Stormwater study High Priorities · Arts policy and funding · Downtown master plan · Marketing riverfront and total community Gaming referendum · Property acquisition at riverfront -277- Other Priorities Erosion policy · School local option tax Marketing program - America's River · Brewery project Management Priorities · Telecommunications strategy · Street program funding · Southwest Arterial · Julien Dubuque Bridge plan and design · Zoning ordinance update Vacant property redevelopment River Valley Initiative · State grant to extend road to industrial park · Rived:ront master plan implementation · Federal strategies Fiscal Year 2003 is the current fiscal year, with a budget that was approved by the City Council in March 2002. During that process, I projected that the budget shortfall for Fiscal Year 2004 would be $205,936, which I believed would be manageable and anticipated avoiding a property tax increase on the average homeowner in Fiscal Year 2004 for the ninth consecutive year (five of those years seeing a property tax decrease). However, there have been several changes to our revenue and expense projections for Fiscal Year 2004, mostly caused by the State of iowa and the softening economy, that bring that budget shod-fail to $1,038,421. This is $833,025 over the projections made last year. The statewide police and fire retirement system contribution will be increasing from 17% of an employee's salary to between 21 and 23% in order to fund additional benefits granted by the Legislature and to cover diminishing returns on the funds' investments. This increase alone is $458,239. Another major cause of the increased shortfall is the projection the City has received from the State showing that sales tax proceeds will increase, but not as much as were projected. This revenue shortfall for Fiscal Year 2004 is $288,902. A more detailed list of significant expense changes include: · A projected 15% increase in health insurance costs based on Fiscal Year 2002 actual experience ($118,732); · Police and Fire Retirement expense has been increased $458,239 based on notification from the State of Iowa of an anticipated change in rates from the current rate of 17% to between 21% and 23% for FY 2004; -278- A more detailed list of significant revenue changes include: · Hotel/Motel Tax revenues (excluding new HoteINVater Park) estimated to decrease by $76,827 based on actual Fiscal Year 2002 and year-to-date experience; Municipal Assistance and Liquor Sales Tax are projected to be down $33,480 and $29,317 respectively; · The State estimate for Local Option Sales Tax proceeds is down $288,902; and · Other miscellaneous revenues are projected to increase $209,399 over adopted Fiscal Year 2003. in summary, these changes have increased the budget shortfall over last year's projections by $652,021. In addition, last year's projections indicated a 1.41% increase was necessary on the average home in order to support a maintenance level budget. To reduce this to zero requires an additional need of $205,936, for a total budget shortfall of $857,957. To complicate matters even further, the State has just issued the new rollback factors for residential and commercial property classes. These factors are very difficult to project due to the linkage of residential to agricultural land value changes. The rollback factor for residential property has been reduced by .5% from 51.6676 to 51.3874. The rollback factor for commercial property has been increased from .9777 to 100% or a .23% increase. The reduction in residential rollback results in lower taxable valuations, generating less taxes with the same property tax rate. The impact of the reduced rollback factor on taxable values is a $180,464 loss in tax dollars generated from last year's projections. The impact of the valuation changes together with the revised assumptions from the previous page means cuts and/or increases of $1,038,421 would be necessary to maintain a zero property tax increase on the average home, this is $833,025 over last year's projections. Each 1% properb7 tax increase on the average homeowner generates $160,482 in revenue. To avoid a property tax increase or a significant reduction in City programs and services, Administrative Services Manager Pauline Joyce is recommending that each department closely review their user fees and the City Council adopt the following Budget Policy Guideline changes: Currently one-third of gaming revenues are used to support the operating budget, and two-thirds are used to support the Capital Improvement Program budget. With the successful election for gaming facilities, it is reasonable to change to 50% CIP and 50% operating budget. This change would provide an additional $743,000 for the operating budget and reduce the shortfall from $1,038,421 to $295,115. This reallocation of gaming revenues does not -279- impact the annual distribution of profits from the Dubuque Racing Association, which will continue to go 100% to the Capital Improvement Program Budget. Each year the Dubuque Racing Association distributes 50% of its year-end surplus to the City of Dubuque to support capital improvements. These funds are received in early January. The City's past practice has been to budget the January distributions as part of the following year's Capital Improvement Program (effective July I following the receipt of funds). Beginning in Fiscal Year 2004, it is recommended that estimated annual distributions be budgeted in the fiscal year received, rather than the following fiscal year. This is how most City revenues are treated. This will allow the City to move forward on capital projects that address City Council priorities. Since 1981, the City has operated with greater efficiency and has reduced the number of full-time employees from 588 to 524. This is a reduction in the full-time work force of 10.9%, or 64 employees. This has happened during a time when new or expanded City programs and services have been added to meet increasing demands and mandates. For example, 15 police officers have been added in the last ten years. There has not been a property tax increase for the average homeowner for the past eight years; in fact five of those years have seen decreases. The City compares favorably when we look at the other large cities in Iowa when you look at the property tax rate and fees: Property Tax Rate RANK CITY TAX RATE 9 Waterloo $18.37162 8 Des Moines $17.04857 7 Iowa City $16.81344 6 Council Bluffs $16.42850 5 Sioux City $15.95108 4 Davenport $14.63000 3 Cedar Rapids $12.82969 2 Dubuque $10.21200 1 Ames $9.63962 AVERAGE $14.65828 -280- _ Refuse Rates RANK CITY MONTHLY FEE 7 Ames $20.50 6 Cedar Rapids $12.58 5 Iowa City $11.00 4 Waterloo $10.36 3 Des Moines $10.25 2 Sioux City $9.50 1 Dubuque $7.20 AVERAGE $11.62 PAY AS YOU THROW No (average fee for private service) Yes Yes Yes No No Yes Water Rates RANK CITY WATER USED 5 Ames $18.42 4 Council Bluffs $14.15 3 Des Moines $12.86 2 Dubuque $12.00 I Cedar Rapids $11.61 AVERAGE $13.81 Sewer Rates RANK CITY SEWER FEE 9 Iowa City $31.82 8 Des Moines $22.22 7 Ames $16.78 6 Waterloo $16.55 5 Council Bluffs $15.12 4 Sioux City $14.98 3 Davenport $13.76 2 Dubuque $12.56 1 Cedar Rapids $10.93 AVERAGE $17.19 Not considering a Stormwater Utility Fee, which has not yet been approved by the City Council, an average homeowner pays $25.57 less for City services in Fiscal Year 2003 than they paid in Fiscal Year 1995. -281- I respectfully request Mayor and City Council approval of the recommended Fiscal Year 2004 Budget Policy Guidelines. Michael C. Van Milligen MCVM/jh Attachment cc: Barry Lindahl, Corporation Counsel Cindy Steinhauser, Assistant City Manager Pauline Joyce, Administrative Services Manager -282- CITY OF DUBUQUE, IOWA MEMORANDUM November 14, 2002 TO: Michael C. Van Milligen, City Manager FROM: Pauline Joyce, Administrative Services Manager SUBJECT: Fiscal Year 2004 Policy Guidelines The purpose of this memorandum is to transmit draft Fiscal Year 2004 Fiscal Guidelines for your review and presentation to the Council. The guidelines reflect City Council direction given as part of the August 27 and 29, 2002, goal setting sessions. During those sessions the City Council established goals for the next five years and established City priorities in Fiscal Year 2004. Dubuque 2007: City Council Goals In five years the Council wants the following for the community: 1. Improved connectivity, including roads, air, and telecommunications 2. Strong diverse local economy 3. Riverfront development 4. Planned and managed growth 5. Partnering for a better Dubuque Fiscal Year 2004 Priorities: Our Targets To begin the City on the path to achieving these five-year goals, the Council priorities and the foundation of the City's work program for Fiscal Year 2004 are: Top Priorities · Air service strategy · Short-term actions- Highway 20 · America's River project and development · Stormwater study High Priorities · Arts policy and funding · Downtown master plan · Marketing riverfront and total community -283- November 18, 2002 · Gaming referendum · Property acquisition at riverfront Other Priorities · Erosion policy · SChool local option · Marketing program- America's River · Brewery project Management Agenda 2002-2004 · Telecommunications strategy · Street program funding · Southwest Arterial · Julien Dubuque bridge plan and design · Zoning ordinance update · Vacant property redevelopment · River Valley Initiative · State grant to extend road to industrial park · Riverfrent master plan implementation · Federal strategies Significant Changes 1. As we develop a budget to achieve these priorities I believe it is important to begin with an overview of the City's past performance in terms of growth in personnel complement, tax asking, and changes in assessed valuations. This overview summarizes the impact of fiscal guidelines established by prior City Councils as they attempted to balance resources with community expectations. In past years, the gaming revenue from facility rent and taxes have been split one- third operating budget and two-thirds capital budget. Beginning in Fiscal Year 2004, it is recommended that this split be changed to 50 percent operating budget and 50 percent capital budget. This will result in an additional $746,291 toward property tax relief in Fiscal Year 2004. This is necessary to address the following cost increases and/or declining revenue: Significant expense changes include: · A projected 15% increase in Health costs based on Fiscal Year 2002 actual experience ($118,732); · In FY 04 there are 2096 versus 2088 hours ($60,125) earned based upon the actual hours worked between July 1, 2003 and June 30, 2004; · Police and Fire Retirement expense has been increased $458,239 based on notification from the State of Iowa of an anticipated change in rates from the currant rate of 17% to between 21% and 23% for FY 2004; _ -284- November 18, 2002 · Property and Boiler InSurance are estimated to increase 15% and General Liability costs to increase 12%; electrical expense increasing 15%; and offset by savings in other areas of Supplies and Services 'for a net change of -$144,117; · Impact these same changes have on Transit tax support ($26,676); Significant revenue changes include: · Hotel/Motel Tax revenues (excluding new HotelNVater Park) estimated to decrease by $76,827 based on actual FY 2002 and year-to-date experience; · Municipal Assistance and Liquor Sales Tax are projected to be down $33,480 and $29,317 respectively; · The State estimate for Local Option Sales Tax proceeds is down $288,902; and · Other miscellaneous revenues are projected to increase $209,399 over adopted Fiscal Year 2003. In summary, these changes have increased tax askings over last years projections by $652,021. In addition, last years projections indicated a 1.41% increase was necessary on the average home in order to support a maintenance level budget. To reduce this to zero requires an additional reduction in tax askings of $205,936, for a total reduction of $857,957. To complicate matters even further, the State has just issued the new rollback factors for residential and commercial property classes. These factors are very difficult to project due to the linkage of residential to agricultural land value changes. The rollback factor for residential property has been reduced by .5% from 51.6676 to 51.3874. The rollback factor for commercial property has been increased from .9777 to 100% or a .23% increase. The reduction in residential rollback results in lower taxable valuations, generating less taxes with the same property tax rate. The impact of the reduced rollback factor on taxable values is a $180,464 loss in tax dollars generated from last years projections. The impact of the valuation changes together with the revised assumptions from the previous page means cuts and/or fee increases of $1,038,421 would be necessary to maintain a zero tax increase on the average home, this is $833,025 over last year's projections. To address this sizable shortfall, I would recommend that each department closely review their user fees to insure fees cover all related expense. Second, t believe we will need to recommend a change to the current policy of using 1/3 of gaming revenues to support operating budget and 2/3 for the capital budget. With the successful election for gaming revenues, it is reasonable to recommend a _ -285- November 18, 2002 change to 50% CIP and 50% operating budget. This change would provide an additional $743,000 for the operating budget and reduce the shortfall from $1,038,421 to $295,115. There will be a renewed emphasis on reviewing user fees to make sure they are covering assorted costs and/or defraying a targeted percent of those costs. This is being done to address budget issues discussed above. Each year the Dubuque Racing Association distributes 50 percent of its year-end surplus to the City of Dubuque to support capital improvements. These funds are received in early January. The City's past practice has been to budget the January distributions as part of the following years Capital Improvement Program (effective July 1 of the year funds are received). There have been several years when funds were spent before July 1 in order to finance urgent capital needs. Beginning in Fiscal Year 2004, it is recommended that estimated annual distributions be budgeted in the fiscal year received, rather than the following fiscal year. Since the City's fiscal year (July 1-June 30) overlaps two construction seasons, this policy will not cause cash flow problems and will allow the City to move forward on capital projects that address City Council priorities. Background Information Since 1981, the City has reduced the number of full-time employees from 588 to 524. This is a reduction in the full-time work force of 10.9 percent or 64 employees. This has happened during a time when new or expanded City programs and services have been added to meet increasing demands and mandates. Initiatives during that time period have included: · economic development efforts · yard waste and recycling programs · county-wide E911 dispatch · comprehensive housing programs · community oriented policing · DARE and other drug related programs · rental property inspections · operation of leisure pools · McAleece Recreation Complex operations · City Focus newsletter · industrial pretreatment and lead and copper testing programs · Fifth Street parking ramp · hazardous materials team · advanced life support ambulance service · government Channel 8 programming · cable TV monitoring and regulation -286- _ November 18, 2002 · additional commissions including Long Range Planning, Environmental Stewardship, Investment Oversight, Development Review Committee. · extension of hike and bike trails · City operated FBO functions · increased Zoning Code enforcement · developers and builders roundtables · implementation of Riverfront Plan · downtown circulation study · coordination and public information programs related to the Highway 20 project · implementation of the Neighborhood Reinvestment Strategy · lead paint abatement program · additional neighborhood parks and open spaces · reinstatement of traffic accident investigations · school resource officer program · police canine unit · Washington D.C. initiative · Increased security operations at Airport The City continues to look for operating efficiencies through the program and service review process. Reviews, which have been completed include Community and Economic Development, Housing, Park Patrol, Water, Civic Center, Water Pollution Control Plant, Administrative Services, Planning Services, Recreation, Police, Transit, City Manager's Office, Health Services, Building Services, Parks, Emergency Communications Center, and Operations and Maintenance's Vehicle Maintenance and Solid Waste Operations. The City of Dubuque has been able to hold its property tax askings down while continuing to provide the citizens with a very high level of City services. Unlike other cities, which have eliminated city services, quality of life continues to be a high priority of City Council and high service standards have been maintained by implementing operating efficiencies and using other resources such as sales tax, gaming revenues, and user fees for property tax relief. Property tax values have increased from $1,023,003,527 in Fiscal Year 1993 (January 1, 1991 values) to $1,541,188,216 for Fiscal Year 2003 (January 1, 2001 values), which represents an increase of $518,184,689 or 5.07 percent per year. The City's portion of the property tax rate has gone from $12.6862 in Fiscal Year 1993 to $10.21203 per thousand dollars of assessed value; a decrease of $2.47417 or 2.0 percent per year over the same ten-year period. Why was the City able to reduce the tax rate over the past ten years? Some of the factors, which have affected the property tax rate include: -287- _ November 18, 2002 The use of sales tax for property tax relief has grown from $2,270,000 in Fiscal Year 1993 to $3,454,941 in Fiscal Year 2003. This increase is the equivalent of property tax relief of $.6519/$1,000 of assessed value. This means that the local option sales tax has allowed a 5.1 percent reduction in the City's portion of the tax rate from Fiscal Year 1993 to Fiscal Year 2003; The net addition of only six property-tax-supported, full-time positions from Fiscal Year 1993 to Fiscal Year 2003 (the net increase has been held to only six in spite of the fact that the City added seven police officer positions in Fiscal Year 1994, five in Fiscal Year 2000, one in Fiscal Year 2002, and one full-time security person at the Airport in Fiscal Year 2003); and The use of annual gaming revenues for property tax relief. This has avoided a 9.7 percent increase in the property tax rate for FY 2003. Also, the use of the annual distribution of 50 percent of Dubuque Racing Association net profits to the City's Five-Year Capital Improvement Program has eliminated the need for annual General Obligation borrowing for street, storm sewer and Airport capital improvements. 4. The increase in taxable value averaging five percent per year over the 10-year period. This analysis indicates that the City has used property tax valuation growth and other important growth revenues like sales tax to maintain City services and has not increased the tax rate to accomplish this. In fact, the City has reduced the tax rate over the past ten years. A comparison of the City of Dubuque's property tax rate for Fiscal Year 2003 with the other eight largest cities in Iowa shows Dubuque ranks eighth out of nine. This comparison is summarized in table format as follows: RANK CITY TAX RATE POPULATION 1 Waterloo 18.37162 66,467 2 Des Moines 17.04857 193,187 3 Iowa City 16.81344 60,349 4 Council Bluffs 16.42850 54,315 5 Sioux City 15.95108 80,505 6 Davenport 14.63000 97,500 7 Cedar Rapids 12.82969 108,780 8 Dubuque 10.21200 57,546 9 Ames 9.63962 48,691 -288- November 18, 2002 Proposed Budget Guidelines Having reviewed this background information on where and how City functions and finances have developed over the past ten years, it's now time to look forward and establish the fiscal plan for the upcoming year. The budget guidelines are developed and adopted by City Council early in the budgeting process in order to provide targets or parameters within which the budget recommendation will be formulated. The final budget presented by the City Manager may not meet all of these targets due to changing conditions and updated information during budget preparation. To the extent the recommended budget varies from the guidelines-, an explanation will be provided in the printed budget document. The budget guidelines for Fiscal Year 2004 that I am recommending to you can be summarized as follows: · Preliminary Citizen participation opportunities Date Starting Time Tuesday, November 19 5:15 Wednesday, February 5 6:15 Monday, February 10 6:15 Thursday, February 20 6:15 Monday, February 24 6:15 Wednesday, February 26 6:15 Thursday, February 27 6:30 ).m. - City Manager's Public Input Meeting ).m. - City Council Budget Worksession ).m. - City Council Budget Worksession ).m. - City Council Budget Worksession ).m. - City Council Budget Worksession ).m. - City Council Budget Worksession ).m. - Public Hearing - City Council This schedule has been reduced by one hearing from past years per City Council direction. · Service objectives Each department will identify specific objectives that reflect City Council goals. · Balanced budget Expenditures will not exceed revenue. · Limited resources It is not possible to afford all of the services requested by individual citizens. · Review of services Existing service levels are maintained and reviewed for appropriateness. -289- November 18, 2002 Improved productivity Efforts will continue to become more efficient. Volunteers Efforts to expand the use of volunteers will be maintained. Outside funding Non-City funding sources, like federal grants, public/private partnerships and coordination with other local governments will be aggressively pursued. General Fund Balance To meet financial obligations prior to receiving certain tax revenues and to assist in maintaining an AA bond rating, which reduces borrowing costs, the City will maintain a cash reserve of 10 percent of the total General Fund operating budget (excluding employee fringe benefits) or $2,566,000. Nonrecurring Income Nonrecurring income will only be spent on nonrecurring expenses to avoid future funding problems for the operating budget. Revenue Assumptions There are thirteen revenue assumptions in the attached document. Expenditure Assumptions There are eleven expenditure assumptions in the attached document. The sales tax distribution formula will be maintained at 50 percent tax relief, 30 percent for reduction of street special assessments and street construction, and 20 percent for maintenance of City-owned property and facilities. Expansion or creation of new facilities that will increase the required operation support, usually from property taxes, will only be considered with a demonstrated need and a long-term plan to incorporate the increased costs into the entire system. General Obligation borrowing is not anticipated if gaming distributions continue at the projected levels. To the extent they do not meet projections, general obligation borrowing may be necessary. Emphasis will be placed on funding projects in the'CIP that reduce future operating expenditures. Gaming revenues, excluding the annual surplus distribution, will be used 50 percent in operating budget and 50 percent in the capital budget. -290- November 18, 2002 Finally, the Policy Guidelines include a property tax guideline that provides no increase in the "City" share of property taxes for the average homeowner. In order to meet this guideline it is anticipated that tax-supported services will need to be reduced and/or user fees increased by $295,115. · The January DRA distributions of surplus funds will be committed to support current- year capital projects. At this time, I am respectfully requesting that the Mayor and City Council adopt the budget guidelines, which provide no increase in the "City" share of property taxes for the average homeowner in Fiscal Year 2004. PJ/ksf Attachments CC: Barry Lindahl, Corporation Counsel Cindy Steinhauser, Assistant City Manager Randy Peck, Human Services Manager Ken TeKippe, Finance Director -291- _ POLICY GUIDELINES FOR FY 2004 BUDGET PLANNING AND ADMINISTRATION OPERATING BUDGET GUIDELINES The Policy Guidelines are developed and adopted by City Council early in the budgeting process in order to provide targets or parameters within which the budget recommendation will be formulated. The final budget presented by the City Manager may not meet all of these targets due to changing conditions and updated information during budget preparation. To the extent the recommended budget varies from the guidelines, an explanation will be provided in the printed budget document. CITIZEN PARTICIPATION Guideline To encourage citizen participation in the budget process, City Council will hold at least five work sessions in addition to the budget public hearing for the purpose of reviewing the budget recommendations for each City department and requesting public input following each departmental re~iew. The budget will be prepared in such a way as to maximize its understanding by citizens. A limited number of the Citizens Guide to the Recommended Budget will be made available to interested citizens and groups. Other budget documents will be on file with the City Clerk and at the Carnegie Stout Public Library in their government documents section. An opportunity will be provided for citizen input prior to formulation of the City Manager's recommended budget and again prior to final Council adoption, both at City Council budget work sessions and at the required budget public hearing. 2. SERVICE OBJECTIVES, ALTERNATIVE FUNDING AND SERVICE LEVELS Guideline The budget will identity specific objectives to be accomplished during the budget year, July 1 through June 30, for each activity of the City government. The objectives serve as a commitment to the citizens from the City Council and City administration and identify the level of service, which the citizen can anticipate. -292- FY 2004 Policy Guidelines Page 2 3. TWO TYPES OF BUDGET DOCUMENTS TO BE PREPARED Guideline The recommended City operating budget for Fiscal Year 2004 will consist of two types of budget documents: a Recommended City Council Policy Budget that is a collection of information that has been prepared for each department hearing and is bound by hearing date. The second type of document is a Citizens Guide to the Recommended FY 2004 Budget. The Recommended City Council Policy Budget documents contain the following information for each department: Highlights of Prior Year's Accomplishments and Future Year's Initiatives, a financial summary, a summary of decision packages requested and recommended, significant line items, index of capital improvement projects recommended over the next five years, organizational chart for larger departments, major goals, objectives and performance measures for each cost center within that department, and line item expense and revenue financial summaries. The purpose of these documents are to focus the attention of the City Council and the public on policy decisions involving what services the City government will provide, who will pay for them and the implications of such decisions. They will emphasize objectives, accomplishments and associated costs for the budget being recommended by the City Manager. It will clearly show the level of service being proposed. The Citizens Guide to the Recommended FY 2004 Budget is a composite of tables, financial summaries and explanations, operating and capital budget messages and the adopted City Council Budget Guidelines. It serves as a handout for the general public, which highlights the budget process, City Manager's recommendations, departmental accomplishments and future initiatives. Through graphs, charts and tables it presents financial summaries, which provide an overview of the total operating and capital budgets. The City of Dubuque will continue to maintain comprehensive budget documents, which meet the standards for budget presentation established by the Governmental Finance Officers Association. BALANCED BUDGET Guideline The City will adopt a balanced budget in which expenditures will not be allowed to exceed reasonable estimated resources. The City will pay for all current expenditures with current revenues. -293- FY 2004 Policy Guidelines Page 3 5. BALANCE BETVVEEN SERVICES AND TAX BURDEN Guideline The budget should reflect a balance between services provided and the burden of paying for those services. It is not possible or desirable for the City to provide all of the services requested by individual citizens. The City must consider the ability of citizens to pay for services in setting service levels and priorities. 6. MAINTENANCE OF EXISTING SERVICES Guideline To the extent possible with the financial resources available, the City should attempt to maintain the existing level of services. Annually, however, each service should be tested against the following questions: (a) Is this service truly necessary? (b) Should the City provide it? (c) What level of service should be provided? (d) Is thero a better, less costly way to provide it? (e) What is its priority compared to other services? (f) What is the level of demand for the service? (g) Should this service be supported by property tax, user fees, or a combination? 7. IMPROVED PRODUCTIVITY Guideline Efforts should continue to stretch the value of each tax dollar and the City services that it buys through improved efficiency and effectiveness. Using innovative and imaginative approaches to old tasks, reducing duplication of service effort, creative application of new technologies and more effective organizational arrangements are approaches to this challenge. 8. USE OF VOLUNTEERS Discussion As our financial capabilities decrease, we must seek to expand our resources by continuing to get citizens directly involved in supplementing our service delivery capability. Citizens must be encouraged to assume tasks previously performed or provided by City government. This may require us to change our approach to service delivery, such as, providing organizational skills, training, coordinating -294- FY 2004 Policy Guidelines Page 4 staff, office space, meeting space, equipment, supplies and materials, but not directly providing the more expensive full-time staff. Activities where citizens can continue to take an active role include: Library, Recreation, Parks, Five Flags Center, Cable TV (government channel camera operators) and Police. The City initiated the Dubuque Volunteer Corps Program in FY 1998 to encourage citizen involvement in the many programs offered by the City and in maintaining the facilities for community betterment. Guideline In the future the maintenance of City services may well depend on volunteer citizen staffs. In FY 2004 efforts shall continue through the Dubuque Volunteer Corps to identify and implement areas of City government where (a) volunteers can be utilized to supplement City employees to maintain service levels (i.e., Library, Recreation, Parks, Cable TV, Police) or (b) services can be "spun off" to non-government groups and sponsors (i.e., YMCA/YWCA; United Way groups, Recreation Groups). = RESTRICTIONS ON INITIATING NEW SERVICE Guideline No new service will be considered except (a) when ~dditional revenue or offsetting reduction in expenditures is proposed or (b) when mandated by state or federal law. t0. SALARY INCREASES OVER THE AMOUNT BUDGETED TO BE FINANCED FROM BUDGET REDUCTIONS IN THE DEPARTMENT(S) OF THE BENEFITING EMPLOYEES Discussion The recommended budget will include salary amounts for all City employees. However, past experience shows that budgeted amounts are often exceeded by fact finder and/or arbitrator awards. Such "neutrals" often do not take into account the overall financial capabilities and needs of the community and the fact that the budget is a carefully balanced and fragile thing. Such awards have caused budgets to be overdrawn, needed budgeted expenditures to be deferred, working balances to be expended and, in general, have reduced the financial condition or health of the City government. To protect the financial integrity of the City government, it is recommended that the cost of any salary adjustment over the amount provided in the budget (that is, not financed in the budget) come from reductions in the budget of the department(s) of the benefiting employees. -295- FY 2004 Policy Guidelines Page 5 Guideline Salary increases over the amount budgeted for salaries shall be financed from operating budget reductions in the department(s) of the benefiting employees. 11. BALANCE BETWEEN CAPITAL AND OPERATING EXPENDITURES Guideline 12. The provision of City services in the most economical and effective manner requires a balance between capital (with particular emphasis upon replacement of equipment and capital projects involving maintenance and reconstruction) and operating expenditures. This balance should be reflected in the budget each year. USER CHARGES Discussion User charges or fees represent a significant portion of the income generated to support the operating budget. It is the policy that user charges or fees be established when possible so those who benefit from a service or activity also help pay for it. This is easy in some cases and municipal utility funds have been established for certain activities which are intended to be self-supporting. Examples of utility funds include Water User Fund, Sewer User Fund, Refuse Collection Fund, and Parking Fund. In other cases, a user charge is made after the Council determines to what extent an activity is to be self-supporting. Examples of this arrangement are fees for swimming, golf and recreation programs and certain inspection programs. Guideline User fees and charges should be established where possil~le so that those who utilize or directly benefit from a service, activity or facility also help pay for it. User fees and charges for each utility fund (Water User Fund, Sewer User Fund, Refuse Collection Fund, and Parking Fund) shall be set at a level that fully supports the total direct and indirect cost of the activity, including the cost of annual depreciation of capital assets and pay-as-you-go financing for future capital improvement projects. User fees and charges in the General Fund shall be established to cover not less than the following percentages of direct operating costs (excluding debt service). -296- FY 2004 Policy Guidelines Page 6 DEPARTMENT/DIVISION Leisure Services Department Recreation Division Adult Athletics* 86.0 79.0 81.0 80.0 81.0 Children's Activities 61.3 57.0 41.6 58.0 57.0 Therapeutic Recreation 15.3 15.0 20.0 18.0 20.0 Recreation Classes 46.7 46.0 46.7 42.0 46.0 Swimming* 86.4 77.0 81.0 80.0 80.0 Golf* 100.0 100.0 100.0 100.0 100.0 Park Division 12.2 9.6 10.3 11.0 10.0 Civic Center Division** 48.0 43.9 42.1 45.0 45.0 Library Department 8.3 7.0 8.2 8.0 8.1 Airport Department w/abated debt79.8 84.1 89.6 80.0 85.0 Building Services Division 83.7 94.6 94.4 90.0 94.0 Planning Services Department 10.7 13.1 11.6 10.0 11.0 Health Services Department Food/Environmental Insp. 66.8 62.5 58.6 60.0 60.0 Animal Control 100.0 96.2 94.3 85.0 90.0 Housing Services Department General Housing Inspection 50.9 50.2 45.4 47.0 47.0 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 ACTUAL ACTUAL ACTUAL ADOPTED RECOM'D PERCENT PERCENT PERCENT PERCENT PERCENT * Includes an amount to help cover indirect costs (administration) ** Excludes Self-Promotion Activity 13. OUTSIDE FUNDING Discussion The purpose of this guideline is to establish the policy that the City should aggressively pursue outside funding to assist in financing its operating and capital budgets. However, the long-term commitments required t'or such funding must be carefully evaluated before any agreements are made. Commitments to assume an ongoing increased level of service or level of funding once the outside funding ends must be avoided. Guideline In order to minimize the property tax burden, the City of Dubuque will make every effort to obtain federal, state and private funding to assist in financing its operating and capital budgets. However, commitments to guarantee a level of service or level of funding after the outside funding ends shall be avoided. -297- FY' 2004 Policy Guidelines Page7 14. GENERAL FUND OPERATING RESERVE OR WORKING BALANCE Discussion An operating reserve or working balance is an amount of cash, which must be carried into a fiscal year to pay operating costs until tax money, or other anticipated revenue comes in. Without a working balance there would not be sufficient cash in the fund to meet its obligations and money would have to be borrowed. Working balances are not available for funding a budget; they are required for cash flow (i.e., to be able to pay our bills before taxes are collected). The rule of thumb the state recognizes for determining a reasonable amount for a working balance is (a) anticipated revenues for the first three months of the fiscal year less anticipated expenditures or (b) 5 percent of the total General Fund operating budget (excluding fringes and tort liability expense). However, in discussions with Moody's Investor Service a factor of 10 percent was recommended for ,A" rated cities. This is due to the fact that a large portion of our revenue sources are beyond our control and therefore uncertain. In the case of Dubuque, 10 percent represents approximately $2,556,000 Guideline The guideline of the City of Dubuque is to maintain a General Fund working balance or operating reserve of 10 percent of the total General Fund Operating budget requirements or approximately $2,556,000 for FY 2004. 15. USE OF UNANTICIPATED, UN-OBLIGATED, NONRECURRING INCOME Discussion Sometimes income is received that was not anticipated and was not budgeted. Often this money is not recurring and reflects something, which happened on a one-time basis to generate the "windfall". Nonrecurring income must not be spent for recurring expenses. To do so causes a funding shortfall the next budget year before you even start budget preparation. Nonrecurring expenditures would include capital improvements and equipment purchases. Guideline Nonrecurring un-obligated income shall be spent only for nonrecurring expenses. Capital improvement projects and major equipment purchases tend to be nonrecurring expenditures. _ -298- FY 2004 Policy GuideLines Page 8 16. USE OF"UNENCUMBERED"FUND BALANCES Discussion Historically a budget is not spent 100 percent by the end of the year and a small unencumbered balance remains on June 30th. In addition, income sometimes exceeds revenue estimates resulting in some unanticipated balances at the end of the year. These amounts of un-obligated year-end balances are in turn "carried over" into the new fiscal year to help finance it. The FY 2002-03 General Fund budget, which went into effect July 1, anticipated a "carryover balance" of $200,000 or approximately 2 percent of the General Fund.. For multi-year budget planning purposes, these guidelines assume a carryover balance of $200,000 in FY 2004 through FY 2008. Guideline The available carryover General Fund balance to help finance the budget and to reduce the demand for increased taxation shall be anticipated not to exceed $200,000 for FY 2003-04 and beyond through the budget planning period. Any amount over that shall be programmed in the next budget cycle as part of the capital improvement budgeting process. 17. PROPERTY TAX DISCUSSION Assumptions - Resources Unencumbered funds or cash balances of $200,000 will be available in FY 2004 and each succeeding year to support the operating budget. In Fiscal Year 2003 through 2008, an additional amount of $80,000 in Pension Fund excess cash balance will be used each year for retirement expense and free up tax support for the additional police officers added in Fiscal Year 199~.. State shared revenues will be reduced by 4.27 percent from FY 2002 Actual to arrive at the FY 2004 estimate; FY 2005 and beyond will return to the actual FY 2002 level of receipts. Hotel/motel tax receipts will increase 2 percent per year over FY 2002 actual receipts for FY 2004, and then increase at an annual rate of 3 percent per year. State Transit operating assistance will also be reduced by 4.27 percent from FY 02 Actual for FY 04 and then continue at the Actual FY 02 level of $155,596 beyond FY 2004. -299- FY 2004 Policy Guidelines Page 9 Miscellaneous revenue, excluding state shared revenues, has been estimated at two percent growth per year over budgeted FY 2003. Revenues generated from Dubuque Greyhound Park have been estimated based on the FY 2002. actual receipts plus 5 percent per year. Riverboat related receipts also reflect the FY 2002 actual receipts plus 2.5 percent per year and are estimated at $564,373 from the 50-cent admission fee and $257,127 from % of 1 percent of adjusted gross receipts for FY 2004. Gaming revenues have been split 50 percent for operating budget support and 50 percent capital budget support. Interest earnings from the Self-Insurance Reserves (Health and Workers' Compensation) will continue to be used to reduce tax askings for fringe benefit expense. Cash balances are no longer available to help reduce property tax support. The residential rollback factor will decrease from 51.6676 percent to 51.3874 percent or -.5 for FY 2004. Fiscal Years 2005 and beyond a 10- year average for rollbacks and equalization orders was used. Assessed valuations were increased 2 percent per year beyond FY 2004. Debt Service Fund balances will be used over the next two years to reduce property tax support for General Obligation debt service related expense. No additional property tax supported General Obligation debt is anticipated in the Five Year Projection. Sales tax projections anticipate 50 percent of four quarterly payments in the General Fund for property tax relief. Sales tax projections for FY 2004 have been estimated to increase 3 percent per year over the revised FY 2003 state revenue estimate. It is anticipated that in FY 2004 and beyond, 75 percent of the revenue from the Downtown TIF will be used for downtown development projects in order to support additional downtown parking, gateway improvements and plaza amenities. To the extent these funds are not required to support debt payments or project expense, the excess will be distributed per state code to each taxing body. Certain economic development grants require 100 percent of the revenue from a particular project. For purposes of budget projections only, it is assumed that property taxes will continue to increase at a rate necessary to meet additional requirements over resources beyond FY 2004. -300- FY 2004 Policy Guidelines Page 10 Assumptions - Requirements a. A wage adjustment is reflected in the projections for FY 2004 and each succeeding year. Health insurance costs are estimated to increase 15 percent over the FY 2003 budgeted rates. Estimates for FY 05-08 have been increased by 7 percent per year. c. General operating supplies and services are estimated to increase 2 pement over budget in FY 2004 and succeeding years. d. Electrical energy expense is estimated to increase 15 percent over FY 2002 actual expense, then 2.5 percent per year beyond. Natural gas expense is estimated to increase 17.8 percent from FY 2002 actual due to a 12.3 percent degree-day adjustment and a projected 2.5 percent inflation adjustment. The Convention and Visitors Bureau contract will continue at 50 percent of actual hotel/motel tax receipts. Equipment costs are estimated at 2 percent per year over the FY 2003 budget; however, the final budget recommendation will be based on need, not on a percentage over prior years. h. Debt service is estimated based on no additional tax-supported General Obligation bond sales in FY 2004 - 2008. I. Unemployment insurance expense has been maintained at $15,000 per year. Motor vehicle fuel expense has been increased 3 percent over FY 2002 actual expense and motor vehicle maintenance expense by 3 percent per year. k. Postage rates are estimated to increase 8.5 percent per year over FY 2003 budgeted expense for FY 2004 then +3 percent beyond. -301- FY 2004 Policy Guidelines Page 11 IMPACT ON AVERAGE RESIDENTIAL PROPERTY - EXAMPLE ACTUAL - PAST HISTORY CITY TAX CALCULATION PERCENT INCREASE FY 1989 "City" Property Tax $ 453.99 -11.4% FY 1990 "City" Property Tax $ 449.94 .9% FY 1991 "City" Property Tax* $ 466.92 + 3.8% FY 1992 "City" Property Tax $ 483,63 + 3.6% FY 1993 "City" Property Tax* $ 508.73 + 5.0% FY 1994 "City" Property Tax $ 510.40 + .3% FY 1995 "City" Property Tax* $ 522.65 + 2.4% FY 1996 "City" Property Tax $ 518.10 .9% FY 1997 "City" Property Tax* $ 515.91 .4% FY 1998 "City" Property Tax $ 512.25 .7% FY 1999 "City" Property Tax* $ 512.25 0.0% FY 2000 "City" Property Tax $ 511.38 .2% FY 2001 "City" Property Tax* $ 511.38 0.0% FY 2002 "City" Property Tax $ 511.38 0.0% FY 2003 "City" Property Tax $ 485.79 - 5.00% PROPOSED FY 2004 "City" Property Tax Average FY 1989-FY 2004 DOLLAR INCREASE PROJECTION - $ 58.51 -$ 4.O5 +$16.98 +$16.71 +$ 5,10 +$ 1.51 +$12.41 - $ 4,54 - $ 2.19 - $ 3.66 - $ o.oo - $ 0.87 $ '0,00 +$ 0.00 -$ 25.59 $ 494.65 + 1.82% +$ 8.86 .16% -$ 1.82 FY 2005 "City" Property Tax* $ 523.72 FY 2006 "City" Property Tax $ 501.28 FY 2007 'City" Property Tax* $ 491.62 FY 2008 "City" Property Tax $ 503.51 *denotes year of State-issued equalization orders + 5.88% - 4.29% - 1.93% + 2.42% -$ 29.07 -$ 22.44 -$ 9.66 +$ 11.89 IMPACT ON COMMERCIAL PROPERTY - EXAMPLE ACTUAL-PAST HISTORY CITY TAX CALCULATION FY 1989 "City" Property Tax $2,106.42 FY 1990 "City" Property Tax $2,086.50 FY 1991 "City" Property Tax* $2,189.48 FY 1992 "City" Property Tax $2,280.18 FY 1993 "City" Property Tax* $2,231.05 FY 1994 "City" Property Tax $2,250.15 FY 1995 "City" Property Tax* $2,439.60 FY 1996 "City" Property Tax $2,439.60 -302- PERCENT INCREASE DOLLAR INCREASE -15.4% .9% +4.9% +4.1% - 2.2% + 0.9% + 8.4% + 0.0% -$ 384.O0 - $ 20.O0 +$102.98 +$ 90.70 -$ 49.13 +$ 19.10 +$189.45 +$ 0.00 FY 2004 Policy Guidelines Page 12 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 *denotes "City" Property Tax* "City" Property Tax "City" Property Tax* "City" Property Tax "City" Property Tax "City" Property Tax "City" Property Tax* $2,659.36 $2,738.43 $2,952.03 $2,934.21 $2,993.00 $2,910.25 $3,186.27 year of State-issued equalization order PROPOSED FY 2004 "City" Property Tax Average FY 1989-2004 + 9.0% +2.97% + 7.8% - 0.6% + 2.0% -2.77% + 9.48% PROJECTION FY 2005 FY2006 FY 2007 FY 2008 "City" Property Tax* "City" Property Tax "City" Property Tax* "City" Property Tax +$ 219.76 +$ 79.07 +$ 213.60 -$ 17.82 +$ 58.86 -$ 82.83 +$276.03 $3,285.85 + 3.13% +$ 99.58 + 1.93% +$ 49.71 $3,325.88 + 1.22% +$ 40.03 $3,422.81 + 2.91% +$ 96.94 $3,482.94 + 1.76% +$ 60.12 $3,534.03 + 1.47% +$ 51.09 IMPACT ON INDUSTRIAL PROPERTY - EXAMPLE ACTUAL ~ PAST HISTORY FY 1989 FY 1990 FY1991 FY 1992 FY 1993 FY 1994 FY 1995 FY 1996 "City" Property Tax "City" Property Tax "City" Property Tax "City" Property Tax "City" Property Tax "City" Property Tax "City" Property Tax "City" Property Tax CITY TAX CALCULATION PERCENT INCREASE $5,900.35 -15.4% $5,844.55 .9% $6,133.00 + 4.9% $6,387.05 + 4.1% $6,249.45 - 2.2% $6,302.95 + 0.9% $5,891.05 - 6.5% $5,891.05 + 0.0% ACTUAL FY 1997 FY 1998 FY 1999 FY 2000 FY2001 FY 2002 FY2003 - PAST HISTORY (cont.) "City" Propedy Tax "City" Property Tax "City" Property Tax "City" Property Tax "City" Property Tax "City" Property Tax "City" Property Tax CITY TAX CALCULATION PERCENT INCREASE $5,690.75 - 3.4% $5,700.56 + .17% $5,536.70 - 2.87% $5,358.00 - 3.23% $5,533.00 + 3.28% $5,380.42 - 2.77% $5,106.00 - 5.10% DOLLAR INCREASE -$1,074.65 -$ 55.8O +$ 288.45 +$ 254.05 -$ 137.60 +$ 53.50 -$ 411.90 +$ 0.00 DOLLAR INCREASE -$ 200.3O +$ 9.81 -$ 163.86 -$ 178.70 +$ 175.55 -$ 153.13 -$274.40 -303- FY 2004 Policy Guidelines Page 13 PROPOSED FY 2004 "City" Property Tax Average FY 1989-FY 2004 $5,148.16 PROJECTION FY 2005 FY 2006 FY 2007 FY 2008 "City" Property Tax "City" Property Tax "City" Property Tax "City" Property Tax $5,210.88 $5,362.75 $5,456.95 $5,537.00 History of Increases in Property Tax Askings Fiscal "City" Property Year Tax Askings (000) % Increase FY 1998 $10,918,759 -12.0% FY 1990 $10,895,321 - 0.2% FY1991 $11,553,468 + 6.0% FY1992 $12,249,056 + 6.0% FY1993 $12,846,296 + 4.9% FY 1994 $13,300,756 + 3.5% FY1995 $13,715,850 + 3.1% FY 1996 $14,076,320 + 2.6% FY 1997 $14,418,735 + 2.4% FY 1998 $14,837,670' + 2.9% FY 1999 $15,332,806' + 3.3% FY2000 $15,285,754 - 0.3% FY 2001 $15,574,467 + 1.9% FY 2002 $15,686,579 + .8% FY 2003 $15,771,203 +.55 FY 2004 eM. $16,446,271 +4.28 Average FY 1989-2004 + 1.9% *Wi~out TIF Accounting change. Impact on Tax Askings and Average Residential Property + .83% - 1.76% + 1.22% + 2.91% + 1.76% +1.47% Sales Tax initiated +$ 42.16 -$114.18 +$ 62.71 +$151.88 +$ 94.20 +$ 80.05 -304- FY 2004 Policy Guidelines Page H To maintain the current level of service based on the previous assumptions would require the following property tax asking increases: "City" Property Year Tax Askings (000) % Increase FY 2003 $15,771 FY 2004 $16,446 +4.28% FY 2005 $16.970 +3.19% FY 2006 $17.807 +4.93% FY 2007 $18,403 +3.80% FY 2008 $19,130 +3.50% % / $ Impact on Avg. Residential Property* +3.60% / +$17.50 +1.22% / +$6.13 +2.9% / +$14.85 +1.76% / +$9.21 +1.47 / +$7.83 *Assumes no changes in residential rollback factor beyond FY 04. Guideline The recommended guideline is to maintain no tax increase for the average residential property owner, which will require budget cuts and/or revenue increase in the tax supported operations of $295,115, and a change in the use of gaming revenues from one-third operating budget to one-half operating budget. Without the change in gaming revenue split, the reduction and/or revenue increase needed to maintain no property tax increase would be $1,041,406 Note: One percent increase in the tax rate will generate approximately $163,001 and a 1 percent increase in tax asking will generate approximately $157,712. Each one percent increase in property taxes on the average home generates $160,482. CIP BUDGET GUIDELINES '18. INTEGRATION OF CAPITAL RESOURCES Guideline In order to obtain maximum utilization, coordination and impact of all capital improvement resources available to the City, state and federal block and categorical capital grants and funds shall be integrated into a comprehensive five year Capital Improvement Program (ClP) for the City of Dubuque. 19. INTEGRITY OF CIP PROCESS Guideline The City should make all capital improvements in accordance with an adopted Capital Improvement Program (ClP). If conditions change and -305- FY 2004 Policy Guidelines Page 15 projects are to be added and/or deleted from the CIP, the changes shall be made only after approval by the City Council. 20. RENOVATION AND MAINTENANCE Guideline Capital improvement expenditures should concentrate on renovating and maintaining existing facilities to preserve prior community investment. 21. NEW CAPITAL FACILITIES Guideline Construction of new or expanded facilities which would result in new or substantially increased operating costs will be considered only if: 1)their necessity has been clearly demonstrated; 2) their operating cost estimates and plans for providing those operating costs have been developed; 3) they can be financed in the long term; and 4)'they can be coordinated and supported within the entire system. 22. COOPERATIVE PROJECTS Guideline Increased efforts should be undertaken to enter into mutually beneficial cooperative capital improvement projects with the County, school district and private groups. Cost sharing to develop joint-use recreation facilities and cost sharing to improve roads and bridges are examples. 23. USE OF GENERAL OBLIGATION BONDS Discussion The Iowa Constitution limits the General Obligation debt of any city to 5 percent of the actual valUe of the taxable property within the city. The Iowa legislature has determined that the value for calculating the debt limit shall be the actual value of the taxable propertyprior to any "rollback" mandated by state statute. The FY 2002-03 taxable value for calculating the debt limit is $2,399,324,846, which indicates a total General Obligation debt capacity of $119,966,242. -306- FY 2004 Policy Guidelines Page ].6 Outstanding G.O. debt (including tax increment debt) on June 30, 2003 will be $25,779,757 (21.5 percent) leaving an available debt capacity of $94,186,485 (79.5 percent). As we approach the preparation of the FY 2004-2008 Capital Improvement Program (CIP) the problem is not our capacity to borrow money but (a) how to identify, limit and prioritize projects which justify the interest payments and (b) how to balance high priodty projects against their impact on the property tax rate. Guideline There are many high priority Capital improvement projects, which need to be constructed during the FY 2004-2008 period. Most of these projects will be possible without borrowing the money (i.e., selling bonds) to help finance them. This is based on the plan approved by City Council in 1997 that shifts Road Use Tax funds from the operating budget to the capital budget and uses DRA distributions of annual net surpluses to the City for capital improvements. In determining whether a project should be financed in total or in part from bond funds the City Council must consider and balance off: (a) the community impact of not doing the project (poor streets, deteriorated park buildings, sewer problems, higher operating costs); (b) possible operating budget cuts to offset higher debt service payments; (c) anticipated interest rate; and (d) the impact on the tax rate and taxpayer of issuing the bonds. 24. ROAD USE TAX FUND Discussion Actual Road Use Tax Fund receipts are as follows: FY 1985 - $2,069,065 FY 1986 - $2,207,467 FY 1987 - $2,259,436 FY 1988 - $2,379,592 FY 1989 - $2,617,183 FY 1990 - $3,037,587 FY 1991 - $3,122,835 FY 1992- $3,119,087 FY 1993 - $3,121,357 FY 1994 - $3,343,678 FY 1995 - $3,484,524 FY 1996 - $3,841,921 FY 1997 - $3,977,528 FY 1998 - $4,072,296 FY 1999 - $4,415,192 FY 2000 - $4,671,656 FY 2001 - $4,689,000 FY 2001 - $4,628,122 FY 2002 - $4,620,514 The FY 2003 budget was based on receiving $4,429,000 in Road Use Tax funds. In FY 2003, 74.3 percent of the Road Use Tax income is in the operating budget. -307- FY 2004 Policy Guidelines Page ].7 In FY 1997, the City Council adopted a plan to shift Road Use Tax funds from the operating budget to the capital budget at a rate of $250,000 per year. As of FY 2001, $940,000 of Road Use Tax fund expense had been shifted to the General Fund per the guideline. The increase in the tax askings from this shift was offset by reduced debt service expense. Shifting additional funds was discontinued in FY 2001, and $60,000 was actually shifted back to RoadUse Tax funds. This change, reflected the continued growth of gaming receipts and recognition that this appeared to be a much more certain revenue stream that could be used to support the CIP budget. In FY 2003, the shift of $940,000 to the General Fund was shifted back to RUTF to support the multi-year pay plan approved by City Council in FY 2002. Guideline Since FY 1997 Road Use Tax funds have been shifted to the capital budget for street maintenance and repair to reduce the need to borrow funds for routine street maintenance and improvements. This shift will not occur again until such time as there is increased revenues or reduced expense that would allow this shift without a property tax impact. 25. COMMERCIAL AND INDUSTRIAL DEVELOPMENT Guideline Current City, commercial and industrial development efforts should be continued to (a) preserve current jobs and create new job opportunities and (b) enlarge and diversify our economic base. Financing these efforts and programs should continue to be a high priority for Community Development funding. 26. HOUSING Guideline In order to maintain an adequate supply of safe and decent housing, the City should strive to preserve existing single family and rental housing and provide opportunities for development of new housing within the City's corporate limits for all citizens, particularly for people of Iow and moderate income. _ -308- FY 2004 Policy Guidelines Page 18 27. SALES TAX Guideline Thirty percent of projected sales tax receipts will be used for: (a) the reduction by at least 75 percent of street special assessments and (b) the maintenance and repair of streets. Twenty pement will be used for: (a) the upkeep of City-owned property such as sidewalks, steps, storm sewers, walls, curbs, traffic signals and signs, bridges and buildings and facilities (e.g., Airport, Five Flags Center, Library, Law Enforcement Center, City Hall, fire stations, parks and swimming pools); (b) Transit equipment such as buses; (c) riverfront and wetland development; and (d) economic development projects. 28. NET CASH PROCEEDS (SURPLUS DISTRIBUTION) FROM THE DUBUQUE RACING ASSOCIATION The contract with the Dubuque Racing Association calls for distribution at the end of its fiscal year (November) of 50 percent of its net cash operating funds to the City of Dubuque. In mid-December, the City will receive an un-audited estimate of proceeds to be distributed. These proceeds were allocated beginning with the next fiscal year through the capital improvement process with the highest priority given to reducing the City's annual borrowing. This policy is being changed to allow for use of the proceeds to support the current capital improvement budget (versus the next fiscal years' budget). In addition, the Dubuque Racing Association provides the City with projections of future distributions since gaming is a highly volatile industry the estimates are discounted prior to including them in the City's Five Year CIP. One hundred percent of the January 2003 and 2004 projections of operating surplus have been anticipated as resources to support the Fiscal Year 2005 capital improvement projects. This level has been maintained for the Fiscal Year 2005 resource estimate and then has been reduced from 100 percent to 90 percent of the year 2005 projected surplus for FY 2006, 80 percent for FY 2007, and 70 percent for FY 2008 resources. Guideline In Fiscal Year 2004; the City anticipates distribution of a significant amount of net cash proceeds for use in the Capital Improvement Program. These amounts will be budgeted in the Five Year ClP in the year they are received and will be used to reduce required General Obligation borrowing. -309- _ FY 2004 Policy Guidelines Page ].9 29. EMPHASIS ON INITIATIVES THAT REDUCE FUTURE OPERATING BUDGET EXPENSE Guideline Capital improvement expenditures that will reduce future maintenance and operating expense will receive priority funding and these types of initiatives will be encouraged in all departments and funding sources as a means of maximizing the use of available resources. This emphasis reflects fiscally responsible long range planning efforts. 30. USE OF GAMING RELATED RECEIPTS Guideline The amount of total gaming receipts from taxes and rent committed annually in support of the annual operating budget has historically been one-third of the total gaming tax and lease revenues. It was felt that a fiscally sound policy was to commit two thirds of the gaming revenues to the capital budget, thereby providing a cushion for future years, when gaming revenues could fluctuate with the local economy. Should gaming revenues begin to decline, the capital budget projects would be eliminated, deferred or funded from some other source if they were a high priority. The City has always tried to minimize dependence on gaming revenues in the operating budget. This was maintained over years, while still: meeting the property tax guideline of no increase for the average residential property. However, FY 2004 has brought new financing challenges including double-digit inflation in key areas (health costs, liability, and property insurance, electrical costs), a 5 percent increase in Police and Fire Pension costs, decreasing State revenues and reduced sales tax projections. This year's guideline reflects the impact of the changes and recommends a change to a 50/50 split of gaming taxes and rents between the operating and capital budgets. This will result in an additional $746,29! toward property tax relief in Fiscal Year 2004. It is felt that this is still a fiscally responsible policy. -310-