Fiscal Year 2023 City of Dubuque Budget Books CITY OF DUBUQUE
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MARCH 2, 2022
�")�� � — Legal Services
W City Clerk
��— ' � Public Information Office
' ��► ' J Human Resources
� C � Q City Manager's Office
� City Council
FISCAL YEAR 2023
Recommended
Policy And Narrative Budget
TABLE OF CONTENTS
March 2, 2022
Virtual Meeting - GoToMeeting - Access Code: 337-661-181
or by calling 1.877.568.4106 (toll free)
OPERATING BUDGET CIP
DEPARTMENT/DIVISION PAGE PAGE
Legal Services 1 -
City Clerk 15 -
Public Information Office 31 399
Human Resources Office 53 -
City Manager's Office 69 400
City Council 91 -
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HOW TO USE THIS POLICY BUDGET DOCUMENT
PURPOSE
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 improvement packages are developed and included in the Policy Budget for alternative funding
and service levels. The Policy Budget document shows the budget by line item for each Department
and provides a basis for fiscal control once the budget is adopted.
The Policy Budget emphasizes objectives, 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.
FORMAT
The Policy Budget is organized by Department/Division and provides detail for all activities that make
up each Department/Division. Each Department/Division tab includes the following information:
1) Department/Division Financial Summary: The budget highlights portion of the Department
Summary reflects total expenses for the maintenance level budget (cost to continue at the same
level of service) and approved improvement packages for all activities within the Department by
expenditure category (employee expense, supplies and services, machinery and equipment,
and debt service), and the funding sources that pay those expenses. The property tax portion of
the funding is reflected, noting the increase or decrease from the prior years adopted budget.
For Departments which are self supporting (i.e. Water, Water Resources & Recovery Center,
Refuse and Salt Operations (part of Public Works), Media Service, Transit, Parking, Stormwater
(part of Engineering)), the net operating surplus/deficit is reflected, noting the increase or
decrease in the fund from the prior years adopted budget.
This summary displays all Improvement Packages submitted by Department/Division
Managers, with a notation of whether they were recommended by the City Manager, and then
approved by the City Council. Those noted with a `YES'were added to the maintenance level
budget and are reflected in the Department Funding Summary and those noted with a `NO' were
not approved.
And finally, this summary explains significant line item detail by expenditure category, notable
revenue changes, and miscellaneous information regarding the maintenance level budget.
These are the review notes prior to adding any improvement packages.
2) Memo Addressing Budget Issue (optional): If there is an important budget issue that needs
further explanation, a memo will be provided.
3) Department's Organizational Chart (optional): Shows how a Department is structured.
Usually included for larger more complex Departments.
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4) Department/Division's Highlights of Prior Year's Accomplishments and Future Initiatives:
This is a written narrative that highlights the Department's prior year accomplishments and what
Departments plan on accomplishing in the near future.
5) Department/Division's Goals and Performance Measures by Activity: This is a written
activity statement and a matrix for each activity which includes activity objectives, relationship to
City Council Goals & Priorities, and key performance indicators (KPIs).. Performance measures
are included for each activity to evaluate activities and ensure that the approved levels of
funding yield the expected results. Battery icons for each KPI visually indicate how well an
objective is doing and represent the following:
� �y� �■ r
On Track Improving Needs Work
6) Recommended Operating Revenue Budget by Department/Division: This report reflects
line item revenue detail at the Department/Division level (combines all activities for each line by
fund). Two years actual revenues, prior year adopted revenues and the recommended revenue
for the new budget year are reflected.
7) Recommended Operating Expenditure Budget by Department/Division: This report reflects
line item expenditure detail at the Department/Division level (combines all activities for each line
by fund). Expenses are grouped by category (employee expense, supplies and services,
machinery and equipment, debt service, and transfers) and displays two years actual expenses,
prior year adopted expenses and the recommended expense for the new budget year.
8) Recommended Operating Expenditure Budget by Activity and Funding Source: This
report reflects expenses grouped by category (employee expense, supplies and services,
machinery and equipment, debt service, and transfers) for each activity within the Department/
Division, and displays two years actual expenses, prior year adopted expenses and the
recommended expense for the new budget year.
9) Personnel Complement at Department/Division and Activity Level: These reports reflect
positions budgeted at the Department/Division level and the Activity level, by funding source.
Total Full Time Equivalents (FTE) and wages with longevity expense are shown for each
position for two years prior year adopted FTE and expenses, and the recommended FTE and
related expense for the new budget year.
10) Capital Improvement Projects by Department/Division: This report lists all Capital
Improvement Project totals for two years actual expenses, prior year adopted expenses and the
recommended expense for the new budget year.
11) Five Year Capital Improvement Program Summary by Department/Division: This report
lists all Capital Improvement Projects budgeted in the new budget year and planned for the next
four years.
Reference: Key Terms for Understanding Dubuque's Budget, Budget Glossary Budget Overview and
Budget and Fiscal Policy Guidelines located in Resident's Guide
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Legal
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LEGAL DEPARTMENT
% Change
From FY
FY 2021 FY 2022 FY 2023 2022
Budget Highlights Actual Budget Requested Budget
Expenses
Employee Expense 793,884 799,984 794,983 (0.6)%
Supplies and Services 135,286 239,782 225,730 (5.9)%
Machinery and Equipment 355 3,185 — 0.0 %
Total 929,525 1,042,951 1,020,713 (2.1)%
Resources
Administrative Overhead Recharges 516,722 526,580 510,961 (3.0)%
Reimbursements 4,361 177 0 0.0 %
County Revenue 3,800 3,000 3,800 26.7 %
Total 524,883 529,757 514,761 (2.8)%
Property Tax Support 404,642 513,194 505,952 (7,242)
Percent Increase (Decrease) (1.4)%
Personnel -Authorized FTE 5.62 5.62 5.62
Significant Line Items
Employee Expense
1. FY 2023 employee expense reflects a 3.25% wage package increase.
2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
—°/o from FY 2022 City contribution of 9.44%. The employee contribution of 6.29% is unchanged
from FY 2022.
3. The City portion of health insurance expense increased from $1,086 in FY 2022 to $1,119 in FY
2023 per month per contract which results in annual cost increase of$1,760 or 3.04%.
4. Overtime expense is decreased from $3,000 in FY 2022 to $1,000 in FY 2023. FY 2021 Actual was
$2,036.
5. Five-Year Retiree Sick leave payout decreased from $8,893 in FY 2022 to $5,493 in FY 2023.
6. The FY 2023 budget includes the following changes to the personnel complement:
a. 1.00 FTE Paralegal [GE-29] was reclassified to 1.00 FTE Legal Administrative Assistant
[GE-27] which was a reduction of .
b. 1.00 FTE Paralegal [GE-29] was reclassified to 1.00 FTE Paralegal [GE-32] which was an
increase of$5,466.
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Supplies & Services
7. Subscriptions decreased from $14,277 in FY 2022 to $13,417 in FY 2023 based on FY 2021 Actual
plus 33%.
8. Damage Claims decreased from $120,892 in FY 2022 to $105,973 in FY 2023 based on a five year
average of actual claims paid (FY 21 $55,908, FY 20 $172,087, FY 19 $158,232, FY 18 $108,231,
FY 17 $35,409). The City reimburses lowa Communities Assurance Pool (ICAAP) up to $20,000 per
claim.
9. Education and Training decreased from $17,500 in FY 2022 to $8,000 in FY 2023 due to moving
$9,500 to the conferences line item.
10. Conferences increased from $9,130 in FY 2022 to $18,630 in FY 2023 due to moving $9,500 from
the conferences line item.
11. Administrative Judge is unchanged from $14,724 in FY 2022 to $14,724 in FY 2023. This line item
represents the cost for human rights complaint investigations including the public hearing expense
for an administrative law judge. A portion of this line item will be used to cover the ALJ expense
associated with a pilot program on animal licensing and diverting citizens from Court with its high
costs in an attempt to make the process more equitable and less financially burdensome on
citizens.
12. Rental of Space increased from $27,106 in FY 2022 to $27,725 in FY 2023. This line item includes
parking for the City Attorney, Assistant City Attorney, Senior Counsel, and Civil Rights Specialist
($3,551) and office rent ($24,174).
Revenue
13. Revenue received from Enterprise Funds for administrative overhead charges decreased from
$526,580 in FY 2022 to $510,961 in FY 2023.
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CITY ATTORNEY'S OFFICE
The mission of the City Attorney's Office is to provide legal counsel to the City Council, City Manager,
and all officials and departments of the City in matters relating to their official duties so that the City
delivers excellent municipal services that support urban living and a sustainable City plan for the
community's future and that facilitate access to critical human services which result in financially sound
City government and citizens getting services and value for their tax dollar.
IVlayor and
City Co�n�il
City �it� ��ty Clerk
At�o�ney Manager
SUCCESS IS ABOUT PLANNING, PARTNERSHIPS, AND PEOPLE
LEADING TO OUTCOMES
People Planning
Cross-training among the City Attorney's The City Attorney's Office provides
Office staff delivers quality customer counsel and direction to all City
service and allows staff to deliver services departments so that they may perForm
that exceed citizen expectations. duties and responsibilities to ensure
Investment in training allows a high- economic prosperity, environmental/
quality, knowledgeable, and informed ecological integrity, and social/cultural
workforce. vibrancy throughout the community.
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Partnerships
Staff of the City Attorney's Office volunteer with numerous local and state partnerships to implement
the City Council's community vision. Staff also develops and implements processes that help provide
solutions for community challenges and opportunities.
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CITY ATTORNEY'S OFFICE
FY 2021 FY 2022 FY 2023
Full-Time Equivalent 5.62 5.62 5.62
Resources and Property Tax Support
$750,000
$516,722 $513,194
$500,000 $526,58
�$510,961 $404,642 $505,952
$250,000
$4,400 $3,000 $3,000
$0
Admin Overhead Property Tax County Revenue
from Enterprise Support
Funds
� FY 2021 Actual FY 2022 Budget FY 2023 Requested
The City Attorney's Office is supported by 5.62 full-time equivalent employees. Overall, the
department's expenses are expected to decrease by 2.1% in FY 2023 compared to FY 2022.
Expenditures by Category by Fiscal Year
$793,884
Employee Expense $799,984
$794,98�
$135,286
Supplies and Services $239,782
$ 730
$355
Machinery and Equipment $3,185
$—
$0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000
FY 2021 Actual FY 2022 Budget � FY 2023 Requested
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CITY ATTORNEY'S OFFICE
Mission & Services
The City Attorney's Office represents the City in all cases and processes all claims and suits for and
against the City and provides written opinions to the City Council, boards and commissions, the City
Manager, and City departments. The City Attorney's Office assists in the preparation and review of legal
documents, legislation, and other matters in which there is a City interest. The City Attorney's Office
provides legal counsel to the City Council, City Manager, and all officials and departments of the City in
matters relating to their official duties. The CAO also prosecutes ordinance and traffic violations,
represents City boards and commissions, provides advice on legal opinions to officials, department
managers, and City employees, and drafts legal documents, memoranda, and opinions.
Position Summary
FY 2023
Paralegal 1.00
Legal Admin Assistant 1.00
Assistant City Attorney 1.00
City Attorney 1.00
Senior Counsel 0.62
Civil Rights Specialist 1.00
Total FT Equivalent Employees 5.62
Performance Measures
City Council Goal: Financially Responsible, High-Performing Government
Dept. Objective: Provide timely, cost-efficient, quality services to residents and assist
1 businesses and organizations with promoting workplace diversity.
Performance Measure (KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
Human Rights Cases - # of
businesses/organizations N/A 15 13 14 I�
affected
Municipal Infractions - % of C��
Defendants who admit 80% 67% 67% 70°/o
violations*
Claims N/A 74 43 59 N/A
2 Dept. Objective: Provide timely, cost-efficient, and quality counsel, legal assistance and
representation, and protection of human rights within City departments and divisions.
Performance Measure (KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
Continuing Legal Education -# 100 61.5 77.5 100 �
annual hours attended
Petition Properties -#of 4 5 5 13 �
properties acquired**
Development Agreements*** 7 5 3 4 �
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*Purchase Agreements - FY21: Hendricks Feed & Seed Co. Inc.$1,699,000.00 purchase price; River
City Development Group LLC $4,218,750.00 purchase price.
**Franchise Agreements - FY21: Soo Green HVDC Link Projectco, LLC. Value to the City ranges from
$1,125,000.00 through $1,608,075.00; Interstate Transmission Company.
***Development Agreements - FY20: Duluth Holdings, Inc., $15,000,000.00 capital investment,
$8525.00 purchase price; Gardens of Dubuque, $10,500,000.00 capital investment; Gavilon Grain, LLC
(2 leases), $559,601.00 annual rent; Roshek Property, LLC and Cottingham & Butler, Inc.,
$2,850,000.00 capital investment; Carich, $1,500,000 capital investment. FY21: MBMSD, LLC
$136,040.50 purchase price, $750,000.00 capital investment; Affordable Housing Network, Inc.
$350,000.00 capital investment; Setzer Properties DBQ, LLC. $22,500,000.00 capital investment,
$5,144,588.00 purchase price.
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Recommended Operating Revenue Budget - Department Total
76 - LEGAL SERVICES
FY20 Actual FY21 Actual FY22 Adopted FY23 Recomm'd
Fund Account Account Title Revenue Revenue Budget Budget
100 46205 COLTNTY SHARE 3,800 3,000 3,800
46 LOCAL GRANT AND REIMBURSE-Total - 3,800 3,000 3,800
100 53201 RGFUNDS 4,361
100 53403 IA D1STRICT COURT FINES 40 40
100 53620 REIMBURSEMENTS-GENERAL 137 137
53 MISCELLANEOUS -Total 177 4,361 177 -
100 59610 FR WPC OPERATING 165,986 171,100 174,365 169,192
100 59620 FR STORMWATER OPERATING 45,895 51,330 52,309 50,758
100 59630 FRPARKINGOPERATING 21,553 22,243 22,667 21,995
100 59640 FR WATER UTILITY 35,970 27,376 27,898 27,071
100 59670 FR RGFUSE COLLECTiON 149,802 159,123 162,159 157,349
100 59940 FRDMASWA 82,990 85,550 87,182 84,596
59 TRANSFER IN AND INTERNAL -Total 502,196 516,722 526,580 510,961
LEGAL SERVICES -Total 502,373 524,883 529,757 514,761
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Recommended Operating Expenditure Budget - Department Total
76 - LEGAL SERVICES
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 61010 FULL-TIME EMPLOYEES 478,371 481,826 501,298 494,342
100 61020 PART-TIME EMPLOYEES 127,417 122,906 ll5,160 118,905
100 61030 SEASONAL EMPLOYEES 3,528
100 61050 OVERTIME PAY 4,970 2,036 3,000 1,000
100 61085 SELF QUARANTINE HEALTH - 725 - -
100 61091 SICK LEAVE PAYOFF 14,968 17,294 8,893 5,493
100 61092 VACATION PAYOFF 8,409
100 61095 PARENTAL LEAVE 12,431 801
100 61096 50%SICK LEAVE PAYOUT 1,164 834 1,164 834
100 61310 IPERS 58,808 57,423 58,644 58,593
100 61320 SOCIAL SECURITY 44,896 44,082 45,081 47,508
100 61410 HEALTHINSURANCE 43,560 49,184 58,644 60,404
100 61415 WORKMENS'COMPENSATION 1,456 1,629 1,261 1,229
100 61416 LIFE INSURANCE 298 294 311 230
100 61640 SAFETY EQUIPMENT 143 252
100 61651 MEALS NO OVERNIGHT 14
100 61655 CAR ALLOWANCE 6,212 6,190 6,256 6,445
100 61660 EMPLOYEE PHYSICALS 272 272
61-WAGES AND BENEFITS 798,507 793,884 799,984 794,983
100 62010 OFFICE SUPPLIES 1,565 990 1,100 990
100 62030 POSTAGE AND SHIPPING 953 529 972 540
100 62031 PROCESSING MATERIALS 25 102 75 102
100 62050 OFFICE EQUIPMENT MAINT 231 245 236 250
100 62061 DP EQUIP.MAINT CONTRACTS 4,497 5,755 5,755 5,263
100 62062 JANITORIAL SUPPLIES 92 43 94 43
100 62090 PRINTING&BINDING 33 33 33
100 62ll0 COPYING/REPRODUCTION 2,218 2,072 1,513 2,072
100 62130 LEGAL NOTICES&ADS 2,041 341
100 62170 SUBSCRIPTIONS-BOOKS-MAPS 13,997 10,083 14,277 13,417
100 62190 DUES&MEMBERSHIPS 2,559 2,745 2,610 2,800
100 62208 GENERAL LIABILITY INSURAN 2,368 2,303 2,442 3,228
100 62211 PROPERTY TAX 7,234 7,281 7,379 7,427
100 62221 DAMAGE CLAIMS 172,087 55,908 120,892 105,973
100 62230 COURT COSTS&RECORD FEES 301 ll 5 150 ll 5
100 62310 TRAVEL-CONFERENCES 2,400 1,533 9,130 18,630
100 62320 TRAVEL-CITY BUSINESS 758 1,000 1,000
100 62340 MILEAGE/LOCAL TRANSP 253 - 283 283
100 62360 EDUCATION&TRAINING 6,808 364 17,500 8,000
100 62411 UTILITY EXP-ELECTRICITY 1,473 1,743 1,547 1,441
100 62412 UTILITY EXP-GAS 538 685 538 536
100 62421 TELEPHONE 4,486 4,943 4,486 4,943
100 62424 RADIO/PAGER FEE 316 323 335 342
100 62433 CUSTODIAL SERVICES 4,445 4,485 4,555 4,713
100 62436 RENTAL OF SPACE 25,285 26,427 27,106 27,725
100 62663 SOFTWARE LICENSE EXP 55 12 55 12
100 62667 DATA SERVICES 760 1,028 554 1,028
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FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 62713 LEGAL SERVICES 4,372 3,160
100 62714 ADMINISTRATIVE JCTDGE 3,839 2,412 14,724 14,724
100 62756 EMPLOYEE RECOGNITION 100 — 100 100
62-SUPPLIES AND SERVICES 266,091 135,286 239,782 225,730
100 71120 PERIPHERALS,COMPUTER 42 55
100 71124 COMPUTER 3,047
100 71211 DESKS/CHAIRS 4,085 300 525
100 72418 TELEPHONE RELATED 1,363 2,660
71-EQUIPMENT $8,537 $355 $3,185 $0
76-LEGAL SERVICES TOTAL $1,073,134 $929,525 $1,042,951 $1,020,713
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Recommended Expenditure Budget Report by Activity & Funding
Source
76-LEGAL SERVICES
LEGAL SERVICES -76100
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 355 3,185 —
SUPPLIES AND SERVICES 135,286 239,782 225,730
WAGES AND BENEFITS 793,884 799,984 794,983
LEGAL SERVICES 929,525 1,042,951 1,020,713
LEGAL SERVICES TOTAL $929,525 $1,042,951 $1,020,713
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CITY OF DUBUQUE , IOWA
DEPARTMENT DETAIL-PERSONNEL COMPLEMENT
76 LEGAL DEPARTMENT
FY 2021 FY 2022 FY 2023
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 430 GE-32 PARALEGAL 2.00 $125,517 1.00 $ 62,764 1.00 $ 68,450
100 600 GE-42 ASSISTANT CITYATTORNEY 1.00 $144,563 1.00 $146,715 1.00 $ 97,698
100 625 CONT CITYATTORNEY 1.00 $174,054 1.00 $179,275 1.00 $185,110
100 625 GE-32 CIVIL RIGHTS SPECIALIST 1.00 $ 63,387 1.00 $ 67,903 1.00 $ 73,982
100 225 GE-27 LEGALADMINASSIST — $ — 1.00 $ 44,641 1.00 $ 69,102
TOTAL FULL TIME EMPLOYEES 5.00 $507,521 5.00 $501,298 5.00 $494,342
61020 Part Time Employee Expense
100 4477 Contract SENIOR COUNSEL 0.62 $113,483 0.62 $115,160 0.62 $118,905
TOTAL PART TIME EMPLOYEES 0.62 $113,483 0.62 $115,160 0.62 $118,905
TOTAL LEGAL DEPARTMENT 5.62 $621,004 5.62 $616,458 5.62 $613,247
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CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2021 FY 2022 FY 2023
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Legal Services-FT
10076100 61010 100 625 CONT CITYATTORNEY 1.00 $174,054 1.00 $179,275 1.00 $ 185,110
ASSISTANT CITY
10076100 61010 100 600 GE-42 ATTORNEY 1.00 $144,563 1.00 $146,715 1.00 $ 97,698
10076100 61010 100 3600 GE-32 PARALEGAL 2.00 $125,517 1.00 $ 62,764 1.00 $ 68,450
10076100 61010 100 4440 GE-27 LEGALADMIN ASSIST — $ — 1.00 $ 44,641 1.00 $ 69,102
CIVIL RIGHTS
10076100 61010 100 GE-32 SPECIALIST 1.00 $ 63,387 1.00 $ 67,903 1.00 $ 73,982
Total 5.00 $507,521 5.00 $501,298 5.00 $ 494,342
Legal Services -PT
10076100 61020 100 4477 CONT SENIOR COUNSEL 0.62 $113,483 0.62 $115,160 0.62 $ 118,905
Total 0.62 $113,483 0.62 $115,160 0.62 $ 118,905
TOTAL LEGAL DEPARTMENT 5.62 $621,004 5.62 $616,458 5.62 $ 613,247
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City Clerk
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CITY CLERK
% Change
From FY
FY 2021 FY 2022 FY 2023 2022
Budget Highlights Actual Budget Requested Budget
Expenses
Employee Expense 316,000 291,140 354,948 21.9 %
Supplies and Services 54,114 81,710 105,825 29.5 %
Election Expense 19,058 35,000 35,000 0.0 %
Code of Ordinances Updates 7,606 9,400 9,356 -0.5 %
Machinery and Equipment 20 250 5,295 2,018.0 %
Total 396,798 417,500 510,424 22.3 %
Resources
Administrative Overhead Recharges 127,630 135,898 186,037 36.9 %
Operating Revenue 48,345 147,505 134,370 -8.9 %
Total 175,975 283,403 320,407 13.1 %
Property Tax Support 220,823 134,097 190,017 55,920
Percent Increase (Decrease)--w/o election exp & Code of Ordinance Update 56.4 %
Percent Increase (Decrease)--w/election exp & Code of Ordinance Update 41.7 %
Personnel-Authorized FTE 3.00 3.00 4.00
Improvement Package SummarX
1 of 3
This improvement request is to provide accommodations for board and commission members to
eliminate potential barriers to effective participation in board and commission meetings.
Accommodations that would be offered are language interpretation during meetings, childcare during
meetings, and transportation to and from meetings, and would be offered to board and commission
members who express a need for these services. Offering accommodation opportunities may expand
the applicant pool and advances Resolution No. 390-14, which affirms the City Council's commitment to
diversity and inclusion through board recruitment and appointments to city boards and commissions so
that residents of varied backgrounds are represented and have the opportunity to provide input.
Including accommodation options when marketing boards and commissions will illustrate the city's
commitment to inclusion in civic engagement. City of Dubuque's City Life program and Civic Leaders
program offer accommodations or stipends for accommodations for program participants. Therefore,
offering accommodations to boards and commissions maintains consistency among resident
engagement opportunities.
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Related Cost: $ 5,283 Tax Funds Non-Recurring Recommend - No
Net Property Tax Cost: $ 5,283
Property Tax Impact: $ 0.0021 0.02%
Activity: City Clerk
2 of 3
This improvement package request is for the installation of a door with keypad entry and plexiglass
windows for the City Clerk's Office. The City Clerk's Office addresses most public inquiries in City Hall,
therefore the addition of a keypad entry and plexiglass windows are important actions to increase staff
safety. These additions will also increase the security of the City Council documents maintained in the
City Clerk's Office. The Finance and Utility Billing Departments currently have keypad doors and
plexiglass windows. Therefore, the City Clerk's Office addition of these features would lead to
consistency with other first floor offices. This request supports the City Council Goal of Vibrant
Community: Healthy and Safe.
Related Cost: $ 8,000 Tax Funds Non-Recurring Recommend - No
Related Revenue: $ 4,026 Administrative Overhead
Net Property Tax Cost: $ 3,974
Property Tax Impact: $ 0.0016 0.02%
Activity: City Clerk
3 of 3
This improvement package request is for the addition of 1.00 FTE secretary in the City Clerk's Office.
This employee will serve as the main point of contact for all public inquiries. While all city departments
have their own phone number, the City of Dubuque promotes a primary phone number of
563-589-4100, which calls the City Clerk's Office. Residents will call this phone number when they are
unsure which department they must speak with, and the City Clerk's Office will connect them to the
correct department. The City Clerk's Office also serves as the front-facing office in City Hall, which
serves as the city's main building. Visitors who are unsure which department they must speak with will
come to the City Clerk's Office for assistance.Additionally, the City Clerk's Office receives all mail
addressed to City Hall, and often must spend time identifying the appropriate department of deliveries.
City Clerk's Office staff must reprioritize their work to assist customers at any time. Having a secretary
dedicated to public inquiries ensures that the public continues receiving efficient responses, while
allowing staff to efficiently complete assignments. The primary assignments of the Assistant City Clerk
and Permit Clerk are public facing, including liquor and tobacco licenses and special event permits, and
applicants' requirements are often complex. This results in staff spending significant amounts of time
assisting applicants with questions and working with other departments, state agencies, and other
entities to resolve issues. The addition of a secretary would free up time for the Assistant City Clerk and
Permit Clerk to better engage with applicants to confirm compliance with city and state code. The
secretary would also help the City Clerk's Office complete records retention and archival projects, which
includes updating the City Council microfilm records from the 1800s to maintain detailed accounts of
City Council actions. This position would also complete a variety of administrative tasks, which include
sorting and delivering all city mail, scanning and filing documents, and processing claims and certain
licenses.Additionally, a small staff within the City Clerk's Office leads to challenges in adequately
covering staff duties and addressing public inquiries when staff are in meetings or out of the office. The
addition of a secretary to assist with public inquiries and other duties will decrease staff burdens in
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coverage and contribute to customer satisfaction. The City Clerk's Office currently has one available
desk for this position. This request supports the City Council Goal of Financially Responsible, High-
Performance City Organization: Sustainable, Equitable, and Effective Service Delivery by increasing the
City's effectiveness of engaging with the community.
Related Cost: $ 64,185 Tax Funds Recurring Recommend -Yes
Related Revenue: $ 32,304 Administrative Overhead
Net Property Tax Cost: $ 31,881
Property Tax Impact: $ 0.0125 0.13%
Activity: City Clerk
Significant Line Items
Employee Expense
1. FY 2023 employee expense reflects a 3.25% wage package increase.
2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
—°/a from FY 2022 City contribution of 9.44%. The employee contribution of 6.29% is
unchanged from FY 2022.
3. The City portion of health insurance expense increased from $1,086 in FY 2022 to $1,119 in FY
2023 per month per contract which results in annual cost increase of$14,205 or 3.04°/o.
4. Overtime is unchanged from $3,000 in FY 2022 to $3,000 in FY 2023. FY 2021 Actual was
$1,340. Budget is based on 72 hours of overtime for covering office hours during staff absences
due to continuing education requirements, civil service tests, and lowa Municipal Finance
Officers Association board meetings.
Supplies 8� Services
5. Code Supplements is decreased from $9,400 in FY 2022 to $9,356 in FY 2023 based on FY
2022 budget. FY 2021 Actual was $7,606. However, additional funding is needed due to more
ordinances being amended that tie directly to other ordinances. Therefore, an ordinance
amendment may cause multiple updates throughout the codebook and we are charged per
update.Anticipated ordinance amendments include the Electrical Code Board; Mechanical and
Plumbing Code Board;Advisory Appeals Board; and the building code.
6. Civil Service increased from $6,500 in FY 2022 to $18,400 in FY 2023 based on FY 2021
actual of$22,038. Increase due to higher volume of testing for Fire promotional and Police entry
tests. Promotional exams are required when staff turnovers occur from retirements and internal
promotions. Police has received a low number of applicants for multiple entry exams. Low
turnout requires additional testing for adequate staffing of the department. The Fire department
has an agreement with McCann Testing Services to provide specialized testing materials for Fire
promotional tests every two years. These testing materials will occur again in FY 2023, which
will cause the Civil Service amount to increase in that budget year.
7. Legal Notices and Ads decreased from $13,295 in FY 2022 to $13,089 in FY 2023 based on FY
2021 Actual of $13,089. The City Clerk's Office began recharging departments for notices in
19
FY 2016 except for minutes, public notices, ordinances, PUD ordinances, assessments and
Rezoning.
8. Conferences decreased from $13,495 in FY 2022 to $11,755 in FY 2023. Conferences budgeted
include: International Institute of Municipal Clerks ($2,900), Laserfiche ($2,350), Transforming
Local Government-Alliance for Innovation ($2,450), GovernmentAlliance on Race and Equity
($2,450), and Big Ideas Conference ($1,605).
9. Election unchanged from $35,000 in FY 2022 to $35,000 in FY 2023. Election expense is
typically an every other year expense. FY 2021 actual was $19,058 due to the Ward 1 Primary
and Special Election. The City anticipates a potential referendum on Five Flags in September
2022 for FY 2023. This increase is based on the October 2021 primary, which cost $34,133.
10. Refunds decreased from $13,500 in FY 2022 to $12,850 in FY 2023 . This line item represents
special event deposit refunds and the liquor license refunds. This expense is offset by the
events revenue line item. The decrease is due to an expected number of special events not
returning as a result of the impact of the pandemic on businesses.
11. Sister City Program is unchanged from $9,300 in FY 2022 to $9,300 in FY 2023. The Sister
City program is a committee that undertakes activities that promote the vision and mission of the
City Council concerning diversity and global awareness, engage the mission of Sister Cities
International, and engage and foster current and future Sister City relationships through
communications and delegations while preserving an official relationship with the City and its
officials. $7,500 of the budgeted amount is allocated to Travel Dubuque. The remaining funds
are for attending or hosting events for dignitaries.
Machinery & Equipment
12. Equipment replacements includes ($5,295):
City Clerk
Desk Phones (3) $ 1,035
Smartphones (1) $ 450
Recommended Improvement Packages $ 3,810
Total Equipment $ 5,295
Revenue
13. Beer/Liquor Combination Licenses decreased from $113,615 in FY 2022 to $101,500 in FY
2023. FY 2021 actual was $21,536. This decrease is due to the anticipated decline in the
number of licenses requested as a result of the impact of the pandemic on businesses projected
from FY 2021 actual.
14. Revenue received from Enterprise Funds for administrative overhead charges increased from
$135,898 in FY 2022 to $186,037 in FY 2023. Election expense is typically an every other year
expense and there is an election budgeted in FY 2023 due to an anticipated referendum.
20
CITY CLERK'S OFFICE
The City Clerk's Office is the official record keeper for the City Council. The City Clerk's Office prepares,
administers, maintains and distributes records of all City Council actions as well as provides the necessary
documents for fulfillment of City Council and City staff's respective legislative and administrative
responsibilities. The City Clerk's Office administers programs covered by the State Civil Service law and
issues licenses and permits for categorical businesses and activities as set out by ordinance and state law.
City Council
City Clerk's Dffice
C�ty Gierk,
As s i sta nt C ity C I erk a n d Perm it C3erk
SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE
LEADING TO OUTCOMES
People Planning
The City Clerk's Office serves as a main The City Clerk's Office supports all
resource for general city information. The City departments through assembling and
Clerk's Office strives to provide courteous and classifying all department items of
professional service while offering access to business that come before the City
official records and referring inquiries to the Council.
appropriate departments.
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Partnerships
The City Clerk's Office partners with residents, staff, local and state agencies and businesses to aid in effectively
conducting business. These partnerships include: State Alcohol Beverages Division, lowa League of Cities,
Dubuque Main Street, Greater Dubuque Development Corporation, media outlets, non-profit special event
organizers, community service agencies, and Dubuque County offices.
21
CITY CLERK'S OFFICE
FY 2021 FY 2022 FY 2023
Full-Time Equivalent 3.00 3.00 4.00
Resources and Property Tax Support
200,000
100,000
0
Administrative Overhead Operating Revenue Property Tax Support
� FY 2021 FY 2022 FY 2023
The City Clerks Department is supported by 4.00 full-time equivalent employees, which accounts for 69.54%
of the department expense as seen below. Overall, the departments' expenses are expected to increase by
22.26°/o in FY 2023 compared to FY 2022.
Expenditures by Category by Fiscal Year
$316,000
Employee Expense $291,140
� $35
$54,114
Supplies and Services $81,710
$105,825
$19,058
Election Expense $35,000
$35,000
$7,606
Code of Ordinance Update $9,400
$9,356
$20
Machinery and Equipment $250
$5,295
$0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000
� FY 2021 FY 2022 FY 2023
22
CITY CLERK'S OFFICE
Mission & Services
The City Clerk's Office is committed to accurately recording and preserving the actions of the City Council;
providing information and support to the Mayor, City Council, City staff, and the public in a timely, courteous,
and fiscally responsible manner encouraging a transparent city government. Responsibilities include, but are
not limited to, record management, boards and commissions member enrollment, administration of the Civil
Service Commission, administering various licenses and permits, processing special event a�plications, and
acts as the City Liaison for global presence in the Sister City Committee.
Position Summary
FY 2023
City Clerk 1.00
Assistant City Clerk 1.00
Permit Clerk 1.00
Secretary 1.00
Total FT Equivalent Employees 4.00
Performance Measures
City Council Goal: Financially Responsible, High-Performance City Organization
1 Department Objective: Provide City services responsive to the community.
FY19 FY20 FY21 FY22 Performance
Performance Measure (KPI) Target Actual Actual Actual Estimated Indicator
Number of City Council Agenda & Increase by �
Minutes subscribers (via NotifyMe) 20�0 491 501 503 523 �
Number City Board & Commission I
Opening Subscribers (via lncr6a�oe by 7$ g3 154 153 �y�
NotifyMe)
2 Department Objective: Promote resident engagement in municipal government by recruiting and
retaining a diverse pool boards and commissions applicants.
Percentage of Board and >11% 12°/o 12% 18% 16% �
Commission Openings
Percentage of Female Boards and 50% 36% 40% 35% 40% ���
Commissions Volunteers
Percentage of Boards and ���
Commission Volunteers 10% 7% 5% 4% 4%
representing communities of color
23
Recommended Operating Revenue Budget - Department Total
73-CITY CLERK'S OFFICE
FY20 Actual FY21 Actual FY22 Adopted FY23 Recomm'd
Fund Account Account Title Revenue Revenue Budget Budget
100 42105 BUSINESS LICENSES 6,290 5,780 7,100 7,100
100 42110 CIGARETTE LICENSES 7,550 7,875 7,550 7,500
100 42115 BEER/LIQUOR COMB-LICENSE 113,615 21,536 113,615 101,500
]00 42L30 BICYCLELICENSES 440 355 440 400
42 LICENSES AND PERMITS -Total � 127,895 35,546 � 128,705 � 116,500
100 51965 EVENTS REVENUE 4,150 4,050 8,350 7,500
51 CHARGES FOR SERVICES -Total � 4,150 4,050 * 8,350 � 7,500
100 53201 R6FUNDS 2
100 53208 SPECIAL EVENT DEPOSIT 3,450 8,750 10,000 10,000
]00 53620 REIMBURSEMENTS-GENERAL 501 (1) 450 370
53 MISCELLANEOUS -Total 3,953 8,749 10,450 10,370
]00 59610 FR WPC OPERATING 51,981 42,262 44,999 61,602
100 59620 FR STORMWATER OPERATING 14,373 12,678 13,500 18,480
100 59630 FR PARKING OPERATING 6,751 5,494 5,850 8,008
100 59640 FR WATER UTILITY 11,264 6,762 7,200 9,856
100 59670 FR REFUSE COLLECTION 46,913 39,303 41,849 57,290
100 59940 FRDMASWA 25,991 21,131 22,500 30,801
59 TRANSFER IN AND INTERNAL -Total 157,273 127,630 � 135,898 � 186,037
CITY CLERK'S OFFICE -Total � 293,271 175,975 283,403 320,407
24
Recommended Operating Expenditure Budget - Department Total
73-CITY CLERK'S OFFICE
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 61010 FULL-TIME EMPLOYEES 2L7,457 206,551 203,011 249,996
100 61020 PART-TIME EMPLOYEES - 1,001 - -
100 61030 SEASONAL EMPLOYEES 12,064 76
100 61050 OVERTIME PAY 1,865 1,340 3,000 3,000
100 61083 COVIDI9 EMP NON-WORK 537
100 61091 SICK LEAVE PAYOFF - 3,350 5,432 -
100 61092 VACATION PAYOFF - 11,457 - -
100 61310 IPERS 21,283 19,727 19,836 24,272
100 61320 SOCIAL SECURITY 17,754 17,573 16,074 19,669
100 61410 HEALTH INSURANCE 32,508 49,184 39,096 53,301
100 61415 WORKMENS'COMPENSATION 599 660 416 407
100 61416 LIFE INSURANCE 183 184 165 193
100 61640 SAFETY EQUIPMENT - 612 - -
100 61655 CARALLOWANCE 4,141 4,285 4,110 4,110
61-WAGES AND BENEFTTS 308,390 316,000 291,140 354,948
100 62010 OFFICE SUPPLIES 1,050 1,139 1,400 1,400
100 62030 POSTAGE AND SHIPPING 903 656 1,000 669
100 62031 PROCESSING MATERIALS 176 63 359 359
100 62050 OFFICE EQUIPMENT MAINT 237 245 242 250
100 62061 DP EQUIP.MAINT CONTRACTS 1,574 2,101 2,101 1,190
100 62090 PRINTING&BINDING 2,019 33 3,099 3,099
100 62110 COPYING/REPRODUCTION 838 422 838 794
100 62120 CODE SUPPLEMENTS 4,319 7,606 9,400 9,356
100 62130 LEGAL NOTICES&ADS 14,145 13,089 13,295 13,089
100 62170 SUBSCRIPTIONS-BOOKS-MAPS 557 315 720 447
100 62190 DUES&MEMBERSHIPS 560 705 775 705
100 62204 REFiTNDS 8,223 5,423 13,500 12,850
100 62208 GENERAL LIABILITY INSURAN 1,479 1,445 1,531 2,023
100 62230 COURT COSTS&RECORD FEES 32 12 50 50
100 62310 TRAVEL-CONFERENCES 2,379 913 13,495 11,755
100 62320 TRAVEL-CITY BUSINESS 825 581 2,830 3,885
100 62340 MILEAGE/LOCAL TRANSP 130 160 160
100 62360 EDUCATION&TRAINING 3,299 1,560 4,725 5,015
100 62421 TELEPHONE 1,153 2,267 1,153 690
100 62424 RADIO/PAGER FEE 316 323 335 343
100 62436 RENTAL OF SPACE 378 441 504 504
100 62645 SPECIAL EVENTS 931 3,100 3,100
100 62662 SISTER CITY PROGRAM 8,521 9,300 9,300
100 62663 SOFTWARE LICENSE EXP 1,630 12 50 545
100 62667 DATA SERVICES 302 333 648 1,920
100 62684 CIVIL SERVICE EXPENSE 6,636 22,038 6,500 18,400
100 62698 ELECTION EXPENSES 24,168 19,058 35,000 35,000
100 62710 CONTRACTOR SERVICES 8,000
100 62716 CONSULTANT SERVICES 8,955
100 62734 SPEAKERS/PROGRAMS 5,283
62-SUPPLIES AND SERVICES 95,736 80,778 126,110 150,181
100 71120 PERIPHERALS,COMPUTER 707
100 71123 SOFTWARE 1,175
100 71124 COMPUTER 2,275
25
Recommended Operating Expenditure Budget - Department Total
73-CITY CLERK'S OFFICE
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 71418 SALT SPREADERS I50
100 72418 TELEPHONE RELATED 13 20 250 1,695
71-EQUIPMENT 720 20 250 5,295
73-CITY CLERK'S OFFICE TOTAL 404,846 396,799 417,500 510,424
26
Recommended Expenditure Budget Report by Activity & Funding Source
73-CiTY CLERK'S OFFICE
CITY CLERK -73100
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 20 250 5,295
SUPPLIES AND SERVICES 80,778 126,110 150,181
WAGES AND BENEFITS 316,000 291,140 354,948
CITY CLERK 396,799 417,500 510,424
CITY CLERK'S OFFICE TOTAL 396,798.68 417,500 510,424
2�
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL-PERSONNEL COMPLEMENT
73 CITY CLERK
FY 2021 FY 2022 FY 2023
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 9350 Contract CITY CLERK 1.00 $ 88,790 1.00 $ 87,887 1.00 $ 90,740
100 8925 GE-29 ASSISTANT CITY CLERK 1.00 $ 61,242 1.00 $ 62,148 1.00 $ 64,173
100 8875 GE-26 PERMIT CLERK 1.00 $ 52,216 1.00 $ 52,976 1.00 $ 54,705
100 GE-25 SECRETARY — $ — — $ — 1.00 $ 40,378
TOTAL FULL TIME EMPLOYEES 3.00 $ 202,248 3.00 $ 203,011 4.00 $ 249,996
TOTAL CITY CLERK'S OFFICE 3.00 $ 202,248 3.00 $ 203,011 4.00 $ 249,996
28
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2021 FY 2022 FY 2023
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
City Clerks Office-FT General Fund
10073100 61010 100 9350 CONT CITY CLERK 1.00 $ 88,790 1.00 $ 87,887 1.00 $ 90,740
10073100 61010 100 8875 GE-26 PERMIT CLERK 1.00 $ 52,216 1.00 $ 52,976 1.00 $ 54,705
ASSISTANT CITY
10073100 61010 100 8925 GE-29 CLERK 1.00 $ 61,242 1.00 $ 62,148 1.00 $ 64,173
10073100 61010 100 GE-25 SECRETARY — $ — — $ — 1.00 $ 40,378
Total 3.00 $202,248 3.00 $203,011 4.00 $ 249,996
TOTAL CITY CLERK'S OFFICE 3.00 $202,248 3.00 $203,011 4.00 $ 249,996
29
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30
Public Information Office
31
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32
PUBLIC INFORMATION OFFICE
FY 2021 FY 2022 FY 2023 %Change From
Budget Highlights Actual Budget Requested FY 2022 Budget
Expenses
Employee Expense 572,621 745,311 786,919 5.6%
Supplies and Services 160,085 252,795 256,095 1.3%
Machinery and Equipment 926 5,350 7,080 32.3%
Total 733,632 1,003,456 1,050,094 4.6%
Resources
Administrative Overhead Recharges 137,162 134,011 134,863 0.6%
Misc. Reimbursements 1,560 90 20 (77.8%)
Stormwater Fund 7,525 91,142 60,255 (33.9%)
Cable TV Fund 497,184 610,851 645,292 5.6%
Total 643,431 836,094 840,430 0.5%
Property Tax Support 90,201 167,362 209,664 42,302
Percent Increase (Decrease) 25.28%
Personnel -Authorized FTE 8.75 8.25 8.25
Improvement Package Summary
1 of 5
This improvement request is for an adjustment to the funding for the Bee Branch Communications Specialist
position in the Public Information Office to change from being funded 75% by stormwater funds (80072620)
and 25% general funds (10072300) to 50% stormwater and 50% general fund. This change would allow this
communications specialist to provide an additional 20 hours of communications support to non-stormwater
projects and other city departments while still allowing adequate time for Bee Branch and other stormwater-
related communications efforts. This shift in funding would allow the Public Information Office to provide
additional outreach, promotion, graphic design, and digital content management to other departments in the
organization. This change would still allow the communications specialist to provide a high-level of
communications support and resident outreach for the remaining phases of the Bee Branch Project and the
ongoing promotion of the project and related initiatives and events. This request supports the City Council
goal of, "Financially Responsible, High-Performance City Organization: Sustainable, Equitable, and Effective
Service Delivery" by responding to the changing communications priorities of the city organization.
Related Cost: $22,152 Tax Funds Recurring Recommend -Yes
Related Cost Savings $(22,152) Stormwater Recurring
Net Property Tax Cost: $22,152
Property Tax Impact: $0.0087 0.09%
Activity: Public Information Office
33
2 of 5
This improvement request is for the purchase of a license of Esri's Enterprise Advantage Program (EEAP).
The EEAP has three components: Technical Advisory Hours, Learning and Service Credits, and baseline
EEAP functions of a yearly planning session, technical work plan, and quarterly technology webcasts. The
City of Dubuque has a mature and capable team with vision and leadership support, but lacks a strategic
plan, the services to support implementation, and guidance to stay on track.An EEAP will help the GIS
Office organize and put together a strategy on how to methodically tackle its goals using services and
training where needed. This will enable the GIS Office to rely on more robust technical support, tackle tasks
quickly and efficiently, and enable the GIS Office to grow and improve the City of Dubuque.
The program includes 50 learning and service credits and 50 technical advisor hours per year. The City of
Dubuque will be assigned a Technical Advisor by Esri. This technical advisor will facilitate a one-day annual
planning meeting attended by key Esri and City of Dubuque stakeholders. The Technical Work Plan is a
collaboratively developed document designed to drive the City's implementation through the definition of the
City's GIS vision, goals, and objectives. Quarterly technology webcasts include access to webcasts
delivered by specialists representing various geospatial technology topics. This improvement would support
the City Council goal of Financially Responsible, High-Performance City Organization.
Related Cost: $60,000 Tax Funds Recurring Recommend - No
Related Revenue: $25,200 Administrative Overhead Recurring
Net Property Tax Cost: $34,800
Property Tax Impact: $0.0137 0.14%
Activity: Geographic Information Systems
3of5
This improvement request is to increase the Public Information Office's Printing budget by $10,518 to
provide the additional funds needed to upgrade the City News utility bill insert newsletter from a grayscale
(black and white) publication to a full-color publication. The newsletter is printed every other month and
distributed with all utility bills mailed to customers (approximately 22,000 copies). Full-color publications get
much more attention than grayscale publications and most publications delivered by mail are now full-color
publications. Funding this request will allow City News to be a more contemporary publication and allow the
inclusion of more/better photos and graphics and will improve the readability of the publication. This change
would make City News a much more effective publication and increase the information conveyed to
residents and stakeholders, increasing their familiarity, and understanding of city services and programs.
This improvement would support the City Council goal of Financially Responsible, High-Performance City
Organization.
Related Cost: $10,518 Media Services Recurring Recommend -Yes
Property Tax Impact: $0.0041 0.04%
Activity: Public Information Office
4of5
This improvement request is for GIS Software and Application Training. GIS continues to evolve, and City
staff are starting to use the application in many different ways. In the past, we've relied heavily on desktop
mapping and creation of hard copy or .pdf map documents. Creating web maps and applications is more
user friendly to both staff and residents and allows maps and data to be available to everyone who needs it,
all with timely data accuracy. The City has recently begun using a new GIS desktop application, and the
GIS Coordinator has been providing staff training related to this software. However, users often gain more
knowledge and confidence when they have the opportunity to work with a certified instructor in a controlled
training environment. Having staff in multiple departments with GIS skills helps the organization overall - it
34
removes some of the burden for map creation from the GIS Office, and it allows others to share their work
through collaboration.
This improvement request will allow 5-6 City staff to attend formal GIS training yearly. This improvement
would support the City Council goal of Financially Responsible, High-Performance City Organization.
Related Cost: $10,000 Tax Funds Recurring Recommend - No
Property Tax Impact: $0.0039 0.04%
Activity: Public Information Office
5 of 5
This improvement request is for a recurring cost of an additional $445 to the Public Information Office Dues
& Memberships budget to allow two additional PIO staff to receive the continuing education and
membership benefits of the City & County Communicators and Marketers Association (3CMA). The current
budget of$400 provides for the annual dues of$400 for the Public Information Officer. By increasing this
line item from $400 to $845, the City could switch from one Individual Membership to Associate
Membership, which allows up to three individuals per government, agency, or jurisdiction receive all 3CMA
newsletters, information, access to the Member Services area of the website &the Members Only Facebook
Group and discounts on 3CMA conferences and meetings. How we communicate with each other and how
residents and stakeholders engage with their local governments is changing and it is important that PIO staff
continue to learn about best practices and new methods to best serve our community. The current budget
for this line item only allows membership for one person in a department of 3.75. This improvement would
support the City Council goal of Financially Responsible, High-Performance City Organization.
Related Cost: $ 3,760 Media Services Recurring Recommend -Yes
Property Tax Impact: $0.0015 0.02%
Activity: Public Information Office
Significant Line Items
Employee Expense
1. FY 2023 employee expense reflects a 3.25°/o wage package increase.
2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2022 The employee contribution of 6.29% is unchanged from FY 2022.
3. The City portion of health insurance expense is increased from $1,086 in FY 2022 to $1,119 in FY
2023 per month per contract which results in annual cost increase of$2,737 or 3.04%.
4. Overtime expense is unchanged from $4,000 in FY 2022 to $4,000 in FY 2023. FY 2021 Actual was
$7,625.
Supplies & Services
5. Printing and Binding increased from $55,962 in FY 2022 to $66,530 in FY 2023. This line item
represents the cost of printing six issues of City Newsletter ($7,200); printing and distribution of two
issues of the City Focus Magazine which includes mailing costs ($36,000); various print projects
($2,000); translating City brochures ($837); and business cards ($50).
35
6. Software License Expense increased from $67,603 in FY 2022 to $68,315 in FY 2023. Civic Plus
Website Hosting increased from $19,660 in FY 2022 to $20,842 in FY 2023 (5% increase). WebQA
Hosting increased from $35,109 in FY 2022 to $36,864 in FY 2023 (5% increase).
7. Data Services decreased from $22,007 in FY 2022 to $21,508 in FY 2023 based on FY 2021 Actual.
This line item represents encoding, hosting online content and live streaming for City Council
meetings on the City's website through Granicus. In addition, it includes making the online content
mobile device friendly and providing the live stream in high-definition.
8. Processing Materials is unchanged from $19,200 in FY 2021 to $19,200 in FY 2022 based on actual
cost. This line item represents non-live closed captioning of select CityChannel Dubuque
programming which makes many of the city's locally produced programs accessible to the hearing
impaired.
9. Postage and Shipping decreased from $13,686 in FY 2022 to $13,500 in FY 2023. The decrease is
due to an expected decrease in the need to mail Bee Branch Watershed project materials.
10. Promotion is increased from $10,895 in FY 2022 to $15,895 in FY 2023. This line item represents
advertising and promotion expenses for City Expo and other City services. This $5,000 increase is to
replace downtown light pole banners last purchased in FY 2018.
11. Conferences is increased from $10,300 in FY 2022 to $13,300 in FY 2023. This line item represents
cost of conferences for the Public Information Officer, GIS Coordinator, GIS Applications Specialist,
and regional conferences for other Public Information Office staff.
Machinery 8� Equipment
12. Equipment replacement items include ($7,080):
TV Production & Equipment � $ 6,000
Tablet Security Software $ 40
Office Chair (1) � $ 650
Smartphones (1) $ 390
Total Equipment $ 7,080
Revenue
13. Franchise fee revenue decreased from $573,297 in FY 2022 to $559,802 in FY 2023 based on year-
to-date receipts of$273,824 and FY 2021 Actual of$559,802.
14. Revenue received from Enterprise Funds for administrative overhead charges increased from
$134,011 in FY 2022 to $134,863 in FY 2023 and represents recharges for Geographic Information
Services (GIS).
36
PUBLIC INFORMATION OFFICE
The City of Dubuque Public Information Office (PIO) facilitates an accurate and consistent flow of public
information to the City"s various constituencies to increase public awareness about the activities,
programs, and services provided by the City of Dubuque.
Mission & Services
The Public Information Office communicates the goals and activities of city government to the city's many
publics, both internal and external. The Public Information Officer oversees the Media Services and
Geographic Information System (GIS) activities. Services provided by the Public Information Office include
publications and graphic design, online presence management, media relations, special events, and Bee
Branch Watershed Flood Mitigation Project communications.
�ity flrlanager's
Of-fice
Puk�lic
Inforrr}ation
Office
�eographic
Nledia �ervices Information
�ysterr}s
SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS LEADING
TO OUTCOMES
PEOPLE PLANNING
The Public Information Office
Public Information Office staff serve supports all departments/divisions in
on Leadership Team, the Employee planning activities to promote their
Recognition Committee, Travel programs and activities and assists
Dubuque Advisory Board, Intercultural with promoting engagement
Communications Marketing Team, opportunities and tools to provide
and the Local Emergency public input into those processes.
Preparedness Committee.
PARTNERSHIPS
The Public Information Office partners daily with other City departments and divisions and
frequently collaborates with strategic partner organizations and agencies.
37
PUBLIC INFORMATION OFFICE
FY 2021 FY 2022 FY 2023
Full-Time Equivalent 8.75 8.25 8.25
Resources and Property Tax Support
$300,000
$200,000
$100,000
�
$0
Administrative Misc. Stormwater Media Service Property Tax
OH Reimbursements Charges Charges Support
Recharges
� FY 2021 FY 2022 FY 2023
Includes Public Information Office and Geographic Information Systems.
The Public Information Office is supported by 8.25 full-time equivalent employees, which accounts for
74.94°/o of the department expense as seen below. Overall, the departments' expenses are expected to
increase by 4.65% in FY 2023 compared to FY 2022.
Expenditures by Category by Fiscal Year
$572,621
Employee Expense
$160,085
Supplies and Services $252,795
$256,095
$926
Machinery and Equipment $5,350
$7,080
0 100,000 200,000 300,000 400,000 500,000 600,000 700,000
FY 2021 FY 2022 � FY 2023
38
PUBLIC INFORMATION OFFICE
Public Information Position Summary
FY 2023
Public Information Officer 1.00
Communications Specialist 2.75
Total FT Equivalent Employees 3.75
Performance Measures
. . . . . . . . • . . .
� Dept. Objective: Promote the services, programs, projects, and initiatives of the City through diverse
mediums.
Performance Target FY 2019 FY 2020 FY 22 FY 2022 Performance
Measure (KPI) Actual Actual Actual Estimated Indicator
Followae sbook +25% annually ��63%) (+5%) ($8$/0) (+�15°�/0) �
Facebook Total +10% annually 1,325,018 2,341 0074 3,5690104 5,3530656 �
Reach (+201 /o) (+77/o) (+52/o) (+50/o)
#of Twitter +5% annually 4,006 (+5%) 4,336 (+8°/o) 4,507 (+4%) 4,732 (+5%) [��
Followers
Tweet Impressions +10% annually 4 12%0 5+0�8�2 8+�,830�08 1,�30%78 �
� ) � ) � ) � )
#of NotifyMe
Subscribers to +5% annually 823 (+2%) 871 (+6%) 824 (-5%) 865 (+5%) �
News Releases
2 Dept. Objective: Maintain an updated, comprehensive, and interactive City website for residents and
stakeholders to access information and communicate with City staff and elected officials.
V ewspage Page +2% annually 5865,�17 65113�3 3151�79 3+32,j29 �
� ) � ) �- ) � )
#Service Requests o 22,429 22,519 20,044 20,445 �
processed through +2/o annually �+�o�o� (+0.4%) (-10%) (+2%)
WebQA
% of Service
Requests
submitted directly +2% annually 17% (+2%) 17% (+0%) 17% (+0%) 19% (+12%) �
by citizens via
Citizen Support
Center
Dept. Objective: Provide timely and accurate information related to the Bee Branch Creek Watershed
3 Flood Mitigation Project to residents and businesses directly impacted by the project and other
stakeholders.
#of Facebook 1 138 1,469 1,763 �
Followers +10% annually 876 �+32%� (+30%) (+29°/o) (+20%)
# Notify Me '
subscribers to Bee 550 (+2%) 602 (+g%) 582 (-3%) 594 (+2%) �
Branch news +5% annually
39
PUBLIC INFORMATION OFFICE
Top Search Terms Used on City of Dubuque Website
FY2019 FY2020 FY2021
#1 Eagle Point Park CODI Jobs
#2 Housing Housing Elections
#3 Parking Eagle Point Park Swim Lessons
#4 Jobs Parking Parking
#5 Swim Lessons Section 8 Make a Payment
#6 Garbage Garbage Vehicle Registration
#7 Shot Tower Jobs Employment
#8 Bids Flora Pool Eagle Point Park
#9 Flora Pool Building Permits Job Postings
#10 Employment Bids Housing
Top Pages Visited on City of Dubuque Website
(excluding homepage)
FY2019 FY2020 FY2021
#1 Leisure Services Coronavirus COVID-19 Pandemic
#2 Pay a Bill or Fine Pay a Bill or Fine Utility Billing
#3 Utility Billing Leisure Services Free Local COVID Tests
#4 Dubuque Employment Utility Billing COVID Vaccinations
Opportunities
#5 Job Opportunities Alerts: Street Closures, Detours, & Local COVID Updates
Emergencies
#6 The Jule Dubuque Employment Opportunities Miller Riverview Park
#7 Police Police Make a Payment
#8 Eagle Point Park The Jule Eagle Point Park
#9 Miller Riverview Park& Eagle Point Park Housing & Comm. Dev.
Campground
#10 Flora Park Swimming Pool Miller Riverview Park Police
40
PUBLIC INFORMATION OFFICE
MEDIA SERVICES
Mission & Services
Provide information on City services and initiatives to Dubuque residents and stakeholders through the
City's government access television channels, webstream and videos on demand, and social media
channels. The Media Services staff are part of the Public Information Office team and operate two local
government access channels available to local cable subscribers. The primary channel, CityChannel
Dubuque, is also streamed live to the Internet via the City's website and City Council meetings are
streamed live on the City's Facebook page.
Besides providing coverage of City Council and Zoning Advisory Commission meetings, CityChannel
Dubuque produces a variety of informational and cultural programming about local government and
Dubuque and provides 24/7 city announcements, and important notices such as winter parking
restrictions. They also provide videos, photos, and graphics for use on the City's social media channels.
The Public Information Officer and Multimedia Specialist work with the Cable TV Commission to
oversee requests for funding from the Capital Grant for Access Equipment and Facilities to provide local
organizations with equipment with which to produce programming for the local community.
Media Services Position Summary
FY 2023
Cable Television Coordinator 1.00
Video Producer 1.00
Intern Video Producer 0.25
Total FT Equivalent Employees 2.25
Performance Measures
City Council Goal: Financially Responsible, High-Performance City Organization
� Dept. Objective: Provide Information regarding City initiatives to citizens and visitors through program/video
production and multiple channels of dissemination.
Performance Measure KPI Tar et FY 2019 FY 2020 FY 2021 FY 2022 Performance
� � g Actual Actual Actual Estimated Indicator
#of ineetings broadcast& programs >100 101 107 163 120 �
produced
2 Dept. Objective: Make the City of Dubuque more inclusive and equitable by incorporating closed captions into
select videos.
#of video minutes captioned >6000 NA NA 6,614 6,500 �
41
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
(Maps & Data)
Mission & Services
The Geographic Information Systems (GIS) Office is responsible for the supervision, development, use,
and maintenance of the City's Geographic Information System, and coordinates these duties with other
City departments, partners to City projects, other government groups and private sector businesses.
The GIS office provides a substantial service level to the City organization.
•
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42
Geographic Information Systems Position Summary
FY 2023
GIS Applications Specialist 1.00
GIS Coordinator 1.00
GIS Intern - Seasonal 0.25
Total FT Equivalent Employees 2.25
Performance Measures
City Council Goal: Financially Responsible, High-Performance City Organization
� Dept. Objective: Leverage GIS as a data management software to accurately and consistently tract
City assets and community information.
Performance Measure KPI Tar et FY 2020 FY 2021 FY 2022 Performance
� � g Actual Actual Estimated Indicator
Annual Address Updates N/A 691 1,640 1,200 N/A
Data, Map, and Application Requests N/A 166 97 120 N/A
2 Dept. Objective: Assist City departments in GIS application development to streamline workflows,
centralize citywide data collection, and collaborate across organization outcomes.
Applications in GIS N/A 326 417 500 N/A
Number of Departments Using GIS as a tool N/A 17 17 19 N/A
3 Dept. Objective: Produce interactive and engaging content to improve customer service.
Website hits to zoning map N/A 1590 2057 3400 N/A
New public facing web map applications N/A 3 1 10 N/A
43
Recommended Operating Revenue Budget - Department Total
69-PUBLIC INFORMATION OFFICE
FY20 Actual FY21 Actual FY22 Adopted FY23 Rccomm'd
Fund Account Account Title Revenue Revenue Budget Budget
290 42350 CABLE FRANCHISE FEE 573,297 559,802 573,297 559,802
42 LICENSES AND PERMITS -Total 573,297 559,802 573,297 559,802
290 43110 INVESTMENT EARNINGS 9,574 4,257 4,800 4,257
290 43234 RF.NT,FIBFR HUB W 3RD 750 0 750 0
43 USE OF MONEY AND PROPERTY-Total 10,324 4,257 5,550 4,257
290 53201 REFUNDS 255 0 0 0
800 53530 SPECIALIZED SERVICES 0 0 91,142 60,255
290 53605 MISCELLANEOUS REVENUE 0 50 0 50
290 53620 REIMBURSEMENTS-GENERAL 60 1,490 60 1,490
100 53645 MAP REPRODUCTiON FEES 30 20 30 20
53 MISCELLANEOUS -Total 345 1,560 91,232 61,815
100 59610 FR WPC OPF,RATING 41,355 54,429 53,179 53,517
100 59620 FR STORMWATER OPERATING 11,435 16,329 15,954 16,055
100 59630 FR PARKING OPERATING 5,370 7,076 6,913 6,957
100 59640 FR WATER UTILITY 8,961 8,709 8,509 8,563
100 59670 FR REFUSE COLLECTION 37,323 50,619 49,456 49,77 L
59 TRANSFER IN AND INTERNAL -Total 104,444 137,162 134,011 134,863
PUBLiC iNFORMATION OFFICE-Total 688,410 702,780 804,090 760,737
44
Recommended Operating Expenditure Budget - Department Total
69-PUBLIC INFORMATION OFFICE
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 61010 FULL-TIME EMPLOYEES 150,458 154,218 199,573 232,318
261 61010 FULL-TIME EMPLOYEES 15,782 0 0 0
290 61010 FULL-TIME EMPLOYEES 239,489 202,390 244,523 256,891
800 61010 FULL-TIME EMPLOYEES 0 0 46,612 32,087
261 61020 PART-TIME EMPLOYEES 1,667 0 0 0
290 61020 PART-TIMEEMPLOYEES 42,763 51,260 46,150 47,653
100 61030 SEASONAL EMPLOYEES 4,606 0 7,773 8,023
290 61030 SEASONAL EMPLOYEES 0 0 6,963 7,188
261 61050 OVERTIME PAY 408 0 0 0
290 61050 OVERTIME PAY 4,161 7,625 4,000 4,000
100 61079 COVID �✓v_"vL�._L-._ 51 16 0 0
100 61081 COVIDI9 SCHOOL/DAYCARE CL 218 0 0 0
100 61085 SELF QUARANTINE HEALTH 0 172 0 0
100 61088 SCHOOL/DAYCARE CLOSED 103 31 0 0
290 61092 VACATION PAYOFF 9,785 0 0 0
290 61096 50%SICK LEAVE PAYOUT 1,651 2,207 1,651 2,207
100 61310 IPERS 14,257 14,578 19,573 22,688
261 61310 IPERS 1,686 0 0 0
290 61310 IPERS 27,009 24,664 27,818 29,127
800 61310 IPERS 0 0 4,400 3,029
100 61320 SOCIAL SECURITY 10,948 10,905 15,862 18,387
261 61320 SOCIAL SECURITY 1,273 0 0 0
290 61320 SOCIAL SECURITY 21,615 19,029 23,201 24,322
800 61320 SOCIAL SECURITY 0 0 3,566 2,455
100 61410 HEALTH INSURANCE 20,713 39,396 42,354 46,982
261 61410 HEALTH INSURANCE 3,643 0 0 0
290 61410 HEALTH INSURANCE 38,034 36,888 39,096 40,269
800 61410 HEALTH INSURANCE 5,480 7,525 9,774 6,710
100 61415 WORKMENS'COMPENSATION 395 568 465 412
290 61415 WORKMENS'COMPENSATION 804 840 589 597
800 61415 WORKMENS'COMPENSATION 0 0 809 1,111
100 61416 LIFE INSURANCE 127 126 179 160
261 61416 LIFE INSURANCE 22 0 0 0
290 61416 LIFE INSURANCE 192 184 201 138
800 61416 LIFE INSURANCE 0 0 41 23
100 61651 MEALS NO OVERNIGHT 27 0 0 0
100 61660 EMPLOYEE PHYSICALS 0 0 0 142
290 61660 EMPLOYEE PHYSICALS 138 0 138 0
6l-WAGES AND BENEFITS 617,505 572,621 745,311 786,919
100 62010 OFFICE SUPPLIES 437 384 437 384
290 62010 OFFICE SUPPLIES 1,143 606 1,175 606
800 62010 OFFICE SUPPLIES 0 0 105 0
100 62030 POSTAGE AND SHIPPING 23 0 0 0
290 62030 POSTAGE AND SHIPPING 52 0 186 0
800 62030 POSTAGE AND SHIPPING 0 0 13,500 13,500
290 62031 PROCESSING MATERIALS 21,609 18,450 19,200 18,450
100 62050 OFFICE EQUIPMENT MAINT 342 0 0 0
290 62050 OFFICE EQUIPMENT MAINT 196 204 139 208
100 62061 DP EQUIP.MAINT CONTRACTS 2,212 1,732 1,732 1,496
45
Recommended Operating Expenditure Budget - Department Total
69-PUBLIC INFORMATION OFFICE
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
290 62061 DP EQUIP.MAINT CONTRACTS 7,737 7,283 7,283 7,216
100 62090 PRINTING&BINDING 49 0 47 50
290 62090 PRINTING&BINDING 45,135 34,895 46,200 66,480
800 62090 PRINTING&BINDING 0 0 9,715 0
100 62110 COPYING/REPRODUCTION 41 4 150 4
290 62110 COPYING/REPRODUCTION 430 12 639 12
800 62110 COPYING/REPRODUCTION 0 0 175 0
290 62130 LEGAL NOTICES&ADS 4,327 449 400 449
290 62140 PROMOTION 7,124 5,367 10,195 15,195
800 62140 PROMOTION 0 0 700 700
290 62170 SUBSCRIPTIONS-BOOKS-MAPS 0 0 225 0
290 62190 DUES&MEMBERSHIPS 1,190 0 1,206 760
800 62190 DUES&MEMBERSHIPS 0 0 50 0
290 62206 PROPERTY INSURANCE 441 387 387 438
290 62208 GENERAL LIABILITY INSURAN 2,874 2,906 3,076 4,164
100 62310 TRAVEL-CONFERENCES 5,659 0 5,240 5,240
290 62310 TRAVEL-CONFERENCES 2,089 0 5,060 8,060
100 62320 TRAVEL-CITY BUSINESS 0 0 572 572
290 62320 TRAVEL-C1TY BUSINESS 32 0 350 350
800 62320 TRAVEL-CITY BUSINESS 0 0 330 330
290 62340 MILEAGE/LOCAL TRANSP 29 0 100 100
100 62360 EDUCATION&TRAINING 1,163 0 1,150 1,150
290 62360 EDUCATION&TRAINING 2,010 0 3,230 3,230
800 62360 EDUCATION&TRAINING 0 0 60 60
290 62420 INET EXPENSE 0 0 1,500 1,500
100 62421 TELEPHONE 668 636 668 636
290 62421 TELEPHONE 2,051 1,924 2,283 1,925
290 62424 RADIO/PAGER FEE 316 322 335 543
100 62436 RENTAL OF SPACE 378 441 378 441
290 62436 RENTALOFSPACE 1,003 1,134 1,003 1,134
290 62511 FUEL,MOTOR VEHICLE 284 144 427 470
290 62521 MOTOR VEHICLE MAINT. 693 74 707 75
290 62604 CERTIFICATIONS 320 0 320 0
290 626ll MACH/EQUIP MAINTENANCE 100 0 500 0
290 62645 SPECIAL EVENTS 3,817 0 3,300 0
800 62645 SPECIAL EVENTS 0 0 500 0
290 62659 LIBRARY VIDEO MATERIALS 278 40 1,000 1,000
100 62663 SOFTWARE LICENSE EXP 9,080 4,750 4,600 4,750
290 62663 SOFTWARE LICENSE EXP 57,692 54,922 62,448 63,565
800 62663 SOFTWARE LICENSE EXP 0 0 555 0
290 62664 LICENSE/PERMIT FEES 2,820 1,394 1,300 1,394
100 62667 DATA SERVICES 529 712 360 712
290 62667 DATA SERVICES 19,854 20,852 21,647 20,796
290 62713 LEGAL SERVICES 5,000 0 5,000 0
290 62716 CONSULTANT SERVICES 0 60 5,000 2,000
290 62736 CATERING SERVICES 3,600 0 4,000 4,000
800 62736 CATERING SERVICES 0 0 250 250
46
Recommended Operating Expenditure Budget - Department Total
69-PUBLIC INFORMATION OFFICE
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
290 62747 MACH/EQUIPMENT RENTAL 0 0 1,500 1,500
290 62785 GIFT CARDS 200 0 200 200
62-SUPPLIES AND SERVICES 215,026 160,085 252,795 256,095
100 71120 PERIPHERALS,COMPUTER 775 0 0 0
290 71120 PERIPHERALS,COMPUTER 0 0 0 40
290 71123 SOFTWARE 0 27 0 0
100 71124 COMPUTER 2,006 0 0 0
290 71124 COMPUTER 707 645 0 0
290 71211 DESKS/CHAIRS 0 0 0 650
290 72412 CABLE TV RELATED EQUiP 2,495 0 5,000 6,000
100 72418 TELEPHONE RELATED 27 0 350 0
290 72418 TELEPHONE RELATED 0 0 0 390
71-EQUIPMENT 6,010 672 5,350 7,080
]00 73210 CONSTCONTRACT-BLDG 21,944 254 0 0
73-CIP EXPENDTTURES 21,944 254 0 0
69-PUBLIC INFORMATION OFFICE TOTAL 860,484 733,631 1,003,456 1,050,094
47
Recommended Expenditure Budget Report by Activity & Funding Source
69-PUBLIC INFORMATION OFFICE
PUBLIC INFORMATION/GIS -72300
FUNDING SOURCE: CDBG CARES ACT
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
WAGES AND BENEFITS
CDBG CARES ACT — — —
CIP EXPENDITURES 254
EQUIPMENT 27 350 1,080
SUPPLIES AND SERVICES 109,229 152,157 180,209
WAGES AND BENEFITS 446,580 474,371 524,761
PUBLIC INFORMATION/GIS 556,089 626,878 706,050
BEE BRANCH COMM SPEC -72620
FUNDING SOURCE: ENGINEERING SERVICE
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
SUPPLIES AND SERVICES 0 25,940 14,840
WAGES AND BENEFITS 7,525 65,202 45,415
BEE BRANCH COMM SPEC 7,525 91,142 60,255
CABLE TV -75100
FUNDING SOURCE:CABLE TV
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 645 5,000 6,000
SUPPLIES AND SERVICES 50,856 74,698 61,046
WAGES AND BENEFITS 118,516 205,738 216,743
CABLE TV 170,017 285,436 283,789
PUBLIC INFORMATION OFFICE TOTAL 733,631.17 1,003,456 1,050,094
48
CITY OF DUBUQUE , IOWA
DEPARTMENT DETAIL-PERSONNEL COMPLEMENT
69 PUBLIC INFORMATION OFFICE DEPT.
FY 2021 FY 2022 FY 2023
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
290 8400 GE-38 PUBLIC INFORMATION OFFICER 1.00 95,115 1.00 101,845 1.00 105,657
800 1950 GE-29 COMMUNICATIONS SPECIALIST 0.75 31,189 0.75 46,612 0.50 32,087
100 1950 GE-29 COMMUNICATIONS SPECIALIST 0.25 15,159 0.25 15,537 1.50 84,770
100 GE-25 COMMUNICATIONSASSISTANT 1.00 41,739 1.00 41,130 - 0
100 GE-30 GISAPPLICATIONSSPECIALIST 1.00 61,092 1.00 64,999 1.00 67,108
100 8400 GE-33 GIS COORDINATOR 1.00 76,757 1.00 77,907 1.00 80,441
290 8300 GE-37 CABLE TV COORDINATOR 1.00 75,252 1.00 76,379 1.00 82,784
290 8725 GE-30 VIDEO PRODUCER 1.00 65,320 1.00 66,299 1.00 68,450
TOTAL FULL TIME EMPLOYEES 7.00 461,623 7.00 490,708 7.00 521,297
61020 Part Time Employee Expense
290 1950 GE-29 COMMUNICATIONS SPECIALIST 0.75 23,000 0.75 46,150 0.75 47,653
TOTAL PART TIME EMPLOYEES 0.75 23,000 0.75 46,150 0.75 47,653
61030 Seasonal Employee Expense
100 NA-34 ARCHITECTURAL INTERN 0.50 27,301 - 0 - 0
100 2850 NA-37 GIS INTERN-SEASONAL 0.25 7,663 0.25 7,773 0.25 8,023
290 2875 NA-38 VIDEO PRODUCTION INTERN 0.25 6,859 0.25 6,963 0.25 7,188
TOTAL SEASONAL EMPLOYEES 1.00 41,823 0.50 14,736 0.50 15,211
TOTAL PUBLIC INFORMATION OFFICE DEPT 8.75 526,446 8.25 551,594 8.25 584,161
49
CITY OF DUBUQUE,IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2021 FY 2022 FY 2023
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Public Information-FT Media Services Fund
29072300 61010 290 8400 GE-38 PUBLIC INFORMATION OFFICER 1.00 $ 95,115 1.00 $ 101,845 1.00 $ 105,657
29072300 61010 100 1950 GE-29 COMMUNICATIONS SPECIALIST - $ - - $ - - $ -
29075100 61010 290 8300 GE-37 CABLE TV COORDINATOR 1.00 $ 75,252 1.00 $ 76,379 1.00 $ 82,784
29075100 61010 290 8725 GE-30 VIDEO PRODUCER 1.00 $ 65,320 1.00 $ 66,299 1.00 $ 68,450
Total 3.00 $ 235,687 3.00 $ 244,523 3.00 $ 256,891
Public Information-FT General Fund
10072300 61010 100 8400 GE-33 GIS COORDINATOR 1.00 $ 76,757 1.00 $ 77,907 1.00 $ 80,441
10072300 61010 100 1950 GE-29 COMMUNICATIONS SPECIALIST 0.25 $ 15,159 0.25 $ 15,537 1.50 $ 84,770
10072300 61010 100 GE-25 COMMUNICATIONSASSISTANT 1.00 $ 41,739 1.00 $ 41,130 - $ -
10072300 61010 100 GE-30 GISAPPLICATIONSSPECIALIST 1.00 $ 61,092 1.00 $ 64,999 1.00 $ 67,108
Total 3.25 $ 194,747 3.25 $ 199,573 3.50 $ 232,319
Public Infromation- FT Stormwater Fund
80072620 61010 620 1950 GE-29 COMMUNICATIONS SPECIALIST 0.75 $ 31,189 0.75 $ 46,612 0.50 $ 32,087
Total 0.75 $ 31,189 0.75 $ 46,612 0.50 $ 32,087
Public Information-PT Media Services Fund
29072300 61020 100 1950 GE-29 COMMUNICATIONS SPECIALIST 0.75 $ 23,000 0.75 $ 46,150 0.75 $ 47,653
Total 0.75 $ 23,000 0.75 $ 46,150 0.75 $ 47,653
Public Information-Seasonal General Fund
10072300 61030 100 NA-34 ARCHITECTURAL INTERN 0.50 $ 27,301 - $ - - $ -
10072300 61030 100 2850 NA-37 GIS INTERN-SEASONAL 0.25 $ 7,663 0.25 $ 7,773 0.25 $ 8,023
Total 0.75 $ 34,964 0.25 $ 7,773 0.25 $ 8,023
FY 2023-Seasonal Media Services Fund
29075100 61030 290 2875 NA-38 VIDEO PRODUCTION INTERN 0.25 $ 6,859 0.25 $ 6,963 0.25 $ 7,188
Total 0.25 $ 6,859 0.25 $ 6,963 0.25 $ 7,188
TOTAL PUBLIC INFORMATION OFFICE DEPT. 8.75 $ 526,446 8.25 $ 551,594 8.25 $ 584,161
50
Capital Improvement Projects by Department/Division
PUBLIC INFORMATION OFFICE
FY 20 Actual FY 21 Actual FY 22 Adopted FY 23 Recomm'd
CIP Number Capital Improvement Project Title Expense Expense Budget Budget
1021070 GIS SYSTEM IMPLEMENTATION 16,712 92,710 67,500
3501070 GIS SYSTEM IMPLEMENTATION 5,730
3502624 AUGMF.NTF,D DATF.SUPPORT SV 16,231
3502625 GF,OF,VF.NT PROCF.SSOR F.XT
PUBLIC INFORMATION OFFICE TOTAL 38,674 92,710 67,500 —
PRGRM/
DEPT PROJECT DESCRIPTION FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 TOTAL PAGE
PUBLIC INFORMATION OFFICE
General Government
Aerial Orthophotography and
LiDAR $ — $ 69,500 $ — $ 72,500 $ — $ 142,000 399
TOTAL $ — $ 69,500 $ — $ 72,500 $ — $ 142,000
51
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52
Human Resources
53
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54
HUMAN RESOURCES DEPARTMENT
FY 2021 FY 2022 FY 2023 %Change From
Budget Highlights Actual Budget Requested FY 2022 Budget
Expenses
Employee Expense 694,299 826,837 1,010,818 22.3 %
Supplies and Services 164,928 248,548 281,312 13.2 °/o
Machinery and Equipment — 6,440 — — %
Total 859,227 1,081,825 1,292,130 19.4 °/o
Resources
Administrative Overhead Recharges 349,086 382,073 489,959 28.2 %
Misc. Reimbursements 206,370 203,666 205,127 0.7 %
Total 555,456 585,739 695,086 18.7 %
Property Tax Support 303,771 496,086 597,044 100,958
Percent Increase (Decrease) 20.4 °/o
Personnel -Authorized FTE 4.63 6.13 7.63
Improvement Package Summar-X
1 of 4
This improvement request is for supplies to support implementation of training and learning activities by
the Development and Learning Manger and associated trainers in the organization (i.e., EQ facilitators,
Intercultural facilitators, and various City staff who conduct training as part of employee orientation). It
includes costs for the following:
1. Zoom account for breakout rooms, video sharing, and polling services it offers that are difficult to
use in GoToWebinar= $12.49/mo = $150 annually
2. Kahoot! 360 Presenter$39 per month = $468 annually (this package allows for PowerPoint
integration, up to 50 users per session, Zoom integration, Teams integration, questions, question
bank, quizzes, puzzles, images, multiple selections, polls, word clouds).
3. Post-it Sticky Easel Pads, 25x30", White, 30 sheets per pack, 2-pack $46 x 5 per year= $230
4. Sharpie Marker sets— chisel tip 12-count $11 x 5 per year = $55
5. Docu-sleeves in various sizes to re-use key training items for walls = $200
a. 27x34 (5) at 19.94 each = $100 (flip chart size)
b. 8 '/2 x 11 (10) at 3.35 each = $35
c. 11x17 (10) at 5.60 each = $56
6. Painter's Tape x 10 at $9 each = $90
7. HDMI cable ($10) and HDMI to lightning cable adapter ($50) for i-pad presentations = $60
8. Whiteboard markers = $10 x 5 per year = $50
9. Miscellaneous Training activity sets or inventories to administer while working within a department
or for supervisors, etc. (examples: Strengthsfinder; DISC; MBTI; Connective Leadership;
Intercultural Conflict Styles Inventory, IDI, icEdge; etc.) _ $2,500
10. Budget for snacks and coffee for participants = $2,000
11. Funds to purchase training through our EAP as needed (20 hours at $300/hour) _ $6,000
This request supports the City Council goal of High Performance Organization
55
Related Cost: $ 12,000 Tax Funds Recurring Recommend -Yes
Net Property Tax Cost: $ 12,000
Property Tax Impact: $ 0.0047 0.05%
Activity: Human Resources
2of4
This improvement request is for materials, training (both informal and formal to maintain certification),
apps/software, and 6 Seconds EQ administration to implement and provide emotional intelligence and
brain support activities, 1:1 coaching, 1:1 and group assessments and follow up and related brain health
activities for departments and employees across the City. Included formulated groups or committees
include:
1. Peer Resource Team
2. EQville
3. Employee Wellness (mind, body, and soul)
4. Assessment and Care Team (ACT)
Costs include:
1. App (like Rave) - $17,000
2. EQ training and certification continuing ed - $4000
3. Ongoing and new peer support specialist training - $4000
Ideally, there should be one skilled/trained peer support specialist for every 75-100 employees or (7-10)
The Employee Survey, Focus Group, and other survey tools identified a need for greater"people skills"
and increased trust in leadership. These groups and related activities directly address, provide resources
for, and positively impact these identified issues, including enabling persons to embrace change, not only
for leadership but for all employees within the organization. This request supports the City Council goal of
High Performance Organization
Related Cost: $ 25,000 Tax Funds Recurring Recommend -Yes
Net Property Tax Cost: $ 25,000
Property Tax Impact: $ 0.0098 0.11%
Activity: Human Resources
3 of 4
This improvement request is for the development, certification, professional conferences and training of
Human Resources staff, and professional organization membership fees. This request includes:
a. Transfer of Certified Trainer and Materials for Crucial Conversations0—$1500 (one time and
provides for free certification of one new trainer at City of Dubuque. This transfers Shelley
Stickfort's Certified Trainer rights to the City of Dubuque and provides for free certification of one
new/additional trainer at City of Dubuque).
Crucial Conversations0 Training Materials — Book and e-book, audio materials are $250 per
person. If train 50 employees per year, (50 x $250 = $12,500). If train 25 employees per fiscal
year (25 x $250 = $6,250)
Crucial Conversations0 teaches skills for creating alignment and agreement by fostering open
dialogue around high-stakes, emotional, or risky topics—at all levels of an organization. By
learning how to speak and be heard (and encouraging others to do the same), you'll surface the
best ideas, make the highest-quality decisions, and then act on your decisions with unity and
commitment.
56
A crucial conversation is a discussion between two or more people where the stakes are high,
opinions vary, and emotions run strong. These conversations—when handled poorly or ignored—
lead to strained relationships and dismal results.
Crucial Conversations0 teaches participants how to:
• Speak persuasively, not abrasively
• Foster teamwork and better decision making
• Build acceptance rather than resistance
• Resolve individual and group disagreements
The City's Employee Survey Results, Focus Group information and Wellness Audit results identify
the need for the City to be better and more effective at communication. While there have been
multiple activities and means identified to address, correct, and upskill the various issues and
undesired outcomes related to "communication needs" theme. Providing an in-house skill
acquisition opportunity that includes practicing utilizing the skills learned in the real world, work
environment for holding crucial conversations and on-going support and resources is essential in
addressing and improving the communication in the organization. High Performing Government
b. The development of Human Resources staff to is an essential link to better performance and
higher engagement both of which impact the organization's success. Just some of the general
benefits from providing professional development and training opportunities include the ability to
stay abreast of best practices and current trends, increased efficiencies in processes, increased
capacity to adopt new technologies and methods, increased innovation in strategies and products,
increased employee motivation, job satisfaction and morale.
Historically, professional development money and professional membership fees were budgeted
only for the Human Resources Assistant position. Because the City would benefit greatly if every
member of the Human Resources team is provided with professional development and
membership opportunities, professional development and membership fees are requested for each
position in Human Resources as follows (the grand total of this request is $10,500):
i. Director- $2,500 (SHRM membership (annual), conference x2 participation, Professional/
SPHR certification CEU)
ii. Development and Training Manager- $2,000 (SHRM membership (annual), conference/
workshop x2 participation, Professional certification CEU)
iii. SWEC/Talent Acquisition Coordinator- $1,500
iv. Benefits and Compensation Manger- $1500
v. Employee and Labor Relations Manager$1500
vi. HR Payroll and Benefits Specialist- $500
vii. Secretary/HR Specialist (onboarding) - $500
viii. Secretary/Administrative Support - $500
This request supports the City Council goal of High Performance Organization.
Related Cost: $ 14,500 Tax Funds Recurring Recommend -Yes
Related Cost: $ 1,500 Tax Funds Non-Recurring
Net Property Tax Cost: $ 16,000
Property Tax Impact: $ 0.0063 0.07%
Activity: Human Resources
57
4 of 4
This improvement request is to fund an additional paid City Holiday for Juneteenth National Independence
Day. Juneteenth is a federal holiday in the United States commemorating the emancipation ofAfrican-
American slaves. It is also often observed for celebrating African-American culture. Originating in
Galveston, Texas, it has been celebrated annually on June 19th in various parts of the United States since
1865. The day was recognized as a federal holiday on June 17, 2021, when President Joe Biden signed
the Juneteenth National Independence Day Act into law. Juneteenth's commemoration is on the
anniversary date of the June 19, 1865, announcement of General Order No. 3 by Union Army general
Gordon Granger, proclaiming freedom for slaves in Texas, which was the last state of the Confederacy
with institutional slavery.
Related Cost: $ 70,698 Tax Funds Recurring Recommend -Yes
Related Cost: $ 38,747 Non-Tax Funds Recurring
Net Property Tax Cost: $109,445
Property Tax Impact: $ 0.0431 0.46%
Activity: Human Resources
Significant Line Items
Employee Expense
1. FY 2023 employee expense reflects a 3.25°/o wage package increase.
2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2022 The employee contribution of 6.29°/o is unchanged from FY 2022.
3. The City portion of health insurance expense is increased from $1,086 in FY 2022 to $1,119 in FY
2023 per month per contract which results in an annual cost increase of$2,737 or 3.04%.
4. Insurance Premium increased from $192,926 in FY 2022 to $194,748 in FY 2023 based on FY
2022 actual cost. This line item represents the dental insurance premiums paid which is completely
offset by employee payments in dental insurance premium revenue.
5. Administration Costs is unchanged from $27,100 in FY 2022 to $27,100 in FY 2023, based on FY
2022. FY 2021 Actual was $24,610. This line item represents flex medical spending plan
administrative costs ($24,000), State of lowa fee for the 509(A) certificate ($100), and Patient
Centered Outcomes Research Initiative fee ($3,000), which are costs that cannot be paid from the
self-insurance reserve.
6. Five-Year Retiree Sick leave payout is unchanged from $11,032 in FY 2022 to $11,032 in FY
2023.
7. 50% Sick Leave Payout decreased from $1,364 in FY 2022 to $1,096 in FY 2023 based on FY
2022 actual to-date. Effective July 1, 2019, employees over the sick leave cap can convert 50% of
the sick leave over the cap to vacation or be paid out.
8. During Fiscal Year 2022, the following personnel changes were approved:
a. 1.0 FTE HR Assistant position (GE-32)was changed to Benefits and Compensation
Manager (GE-36)which resulted in a cost decrease of$1,564
b. 0.7 FTE Secretary position (GE-25) was changed to 0.63 FTE HR Specialist (GE-28) which
resulted in a cost increase of$2,558.
c. 0.5 FTE seasonal Scanning Intern (GE-25)was eliminated which resulted in a savings of
$20,044
58
d. Addition of 1.0 FTE HR Benefits and Payroll Specialist (GE-28) which resulted in an
increase of$27,902
e. Addition of 1.0 FTE Employee Relations Manager (GE-34) which resulted in an increase of
$36,360
Supplies & Services
9. Consultant Services decreased from $70,217 in FY 2022 to $61,525 in FY 2023 and is based on
FY 2021 Actual less non-recurring items. This line item includes Gallagher benefit services of
$36,500, third party Exit Interview Service of$7,500, 509(A) Certificate of Compliance of$1,025,
Affordable Care Act compliance reporting of$8,000, Executive Coaching of$5,000, and GASB 45
actuarial valuation of$3,500. FY 2021 Actual was $46,058.
10. Criminal Background Check increased from $14,000 in FY 2022 to $17,640 in FY 2023, based on
FY 2021 Actual of$17,640.
11. Education and Training increased from $50,950 in FY 2022 to $90,250 in FY 2023. FY 2021 Actual
was $68,548. This line item includes the wellness committee funding for ($12,850), employee
safety training ($2,500), training for staff($1,500), and the employee tuition reimbursement
program ($25,000), EQ full scope service partner ($5,000), EQ assessment tool ($1,800), and
training for the Workforce Development Coordinator at ($2,300).
12. Conferences is unchanged from $24,180 in FY 2022 to $24,180 in FY 2023. This line item includes
funding for ten Department Managers to attend the Upper Midwest Employment Law Institute
($17,000), arbitration and labor institute conference ($1,250), Human ResourcesAssistant
conferences ($700), conference for the Workforce Development Coordinator ($3,200), and Human
Resources Director conferences ($1,850).
13. Software License decreased from $51,098 in FY 2022 to $51,048 in FY 2023 and is based on the
new Enterprise Resource Planning System. FY 2021 Actual was $10,990.
14. Fiduciary Liability decreased from $6,665 in FY 2022 to $4,230 in FY 2023 based on actual.
15. General Liability Insurance increased from $2,710 in FY 2022 to $3,768 in FY 2023 based on FY
2022 actual plus 12%.
Revenue
16. Miscellaneous Reimbursements decreased from $12,320 in FY 2022 to $10,306 in FY 2023. FY
2021 Actual was $4,406. This line item represents the mid-range of actual employee flex plan
forfeitures which partially covers the administrative costs of the employee flex plan ($27,100).
17. Dental Insurance Premium increased from $191,346 in FY 2022 to $194,748 in FY 2023 based on
FY 2021 actual. FY 2021 Actual was $201,891. This line item represents employee paid premiums
for Dental Insurance and offsets the expense.
18. Revenue received from Enterprise Funds for administrative overhead charges has increased from
$382,073 in FY 2022 to $489,959 in FY 2023. FY 2021 Actual was $349,086.
59
HUMAN RESOURCES DEPARTMENT
The Human Resources department is committed to providing expertise in attracting, developing and
sustaining a high quality workforce committed to excellent services.
. _ -
�
.
. �
i � .
SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE
LEADING TO OUTCOMES
People
Improve the productivity and efficiency of operations by continuing organizational
development and team building with emphasis on development of supervisory staff,
improved intra-and inter-departmental effectiveness through the use of collaborative
teams and maintenance of management skills and processes.
Partnerships
The Human Resources Planning
Department works with local The Human Resources
partners including United Way, Department works with all City
Prescott School, Crescent departments to ensure vacancies
Community Health Center, Maria are filled with engaged,
House, Multicultural Family competent, and diverse
Center, the Dubuque Area Labor employees to best carry out City
Management Council and the initiatives.
Road to Success/Bridges
Initiative.
60
HUMAN RESOURCES DEPARTMENT
FY 2021 FY 2022 FY 2023
Full-Time Equivalent 4.63 6.13 7.63
Resources
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0
Administrative Miscellaneous Property Tax Support
Overhead Recharges Reimbursements
� FY 2021 FY 2022 FY 2023
The Human Resources Department is supported by 7.63 full-time equivalent employees, which
accounts for 78.23% of the department expense as seen below. Overall, the departments' expenses
are expected to increase by 19.44°/o in FY 2023 compared to FY 2022.
Expenditures by Category by Fiscal Year
$694,299
Employee Expense $826,837
��
$164,928
Supplies and Services $248,548
$281,312
$—
Machinery and Equipment $6,440
$—
$0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000
FY 2021 FY 2022 � FY 2023
61
HUMAN RESOURCES DEPARTMENT
Overview
The City of Dubuque Human Resources Department provides expertise in attracting, developing, and
sustaining a high-quality workforce. Responsibilities include:
• Assist departments in talent acquisition, training, and engagement of employees
• Represent the City in collective bargaining with five employee unions and contracts
• Maintain personnel records
• Administer the Employee Manual
• Administer all benefits including health, prescription drug, dental, life, workers' compensation, and
disability plans
• Ensure compliance with state and federal employment related laws and regulations
Position Summary
FY 2023
Human Resources Manager 1.00
Human Resources Specialist(Benefits) 1.00
Training and Workforce Development 1.00
Coordinator
Secretary 1.00
Employee Relations Manager 1.00
Human Resource Specialist 0.63
Benefits and Compensation Manager 1.00
Development and Training Coordinator 1.00
Total FT Equivalent Employees 7.63
Performance Measures
City Council Goal: Financially Responsible, High-Performance City Organization
Performance Measure (KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
� Dept. Objective: Ensure equal employment opportunities for all employees and applicants for
employment.
Ratio of female:male employees 51%female 37.5%f: 36.9% f: 33.1%f: a
(consistent with City of Dubuque to 49°/a male 62.5% m 63.1% m 66.9% m
resident make-up)*
% of non-White employees >$% (non- 6.5% non- 6.3% non- 7.57% non- ���
white) white white white
2 Dept. Objective: To find the best candidate for the job while improving satisfaction and speeding
up the recruitment process.
Time to Fill < 60 Days - - 58 days �
Candidate Net Promoter Score Average > 0 - - 4.43 �
Quality of Hire* > 50% 79.7% 95% 100% �
3 Dept. Objective: Increase employee engagement
62
City Council Goal: Financially Responsible, High-Performance City Organization
Performance Measure (KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
Relationship with Peers > 75% - - 93% �
Quality of Feedback > 75% - - 38% �
Employee Data Tables
. . � - . . . . i
Male (557) -67% Female (275) -33%
American American
Asian or Indian or Asian or Indian or Total
White Black Hispanic Pacific Alaskan White Black Hispanic Pacific Alaskan Employees
Islander Native Islander Native
528 14 12 2 1 241 22 11 1 — 832
Coming & Going
Retirements 31 19 16 21 22 20 13 17
Vacancies 86 88 82 81 55 114 146 139
Applications 5,360 3,761 3,349 4,223 2,547 3,099 4,191 4,068
Processed
Civil Service 1,138 1,085 863 714 702 633 565 83
Applications
Applicants
FY20 Employment Applications 3478 301 131 74 16 0 68
FY21 Employment Applications 1940 168 55 37 32 59 37
Application Percentage Change* (79)°/o (79)% (138)% (100)% 50% 100°/o (84)%
FY20 New Hires 171 12 8 1 0 0 0
FY21 New Hires 148 9 7 1 0 0 0
New Hire Percentage Change� (16)% (33)% (14)% —°/o —% —% —%
*Most vacant positions were frozen in FY21 due to the impact of the Pandemic.
63
Recommended Operating Revenue Budget - Department Total
67-HUMAN RESOURCES
FY21 Actual FY22 Adopted FY23 Recomm'd
Fund Account Account Title FY20 Actual Revenue Revenue Budget Budget
100 53201 REFLJNDS 73 73
100 53550 SELF INSURANCE PREMIUMS 191,346 201,891 191,346 194,748
100 53605 MISCELLANEOUS REVENUE 12,320 4,406 12,320 10,306
100 53620 REIMBURS6MENTS-GF,NF,RAL 747
53 MISCELLANEOUS -Total 204,413 206,370 203,666 205,127
100 59610 FR WPC OPERATING 87,694 115,592 126,516 162,237
100 59620 FR STORMWATER OPERATING 24,246 34,677 37,953 48,671
100 59630 FR PARKING OPERATING 11,387 15,030 16,450 21,091
100 59640 FR WATER UTILITY 19,003 18,497 20,244 25,958
100 59670 FR REFUSE COLLECTION 79,145 107,499 117,658 150,882
100 59940 FR DMASWA 43,849 57,791 63,252 81,120
59 TRANSFER IN AND INTERNAL -Total 265,324 349,086 382,073 489,959
PERSONNEL -Total 469,737 555,456 585,739 695,086
64
Recommended Operating Expenditure Budget - Department Total
67-HUMAN RESOURCES
FY20 Actual FY21 Actual FY22 Adopted FY 23 Rccomm'd
Fund Account Account Title Expense Expense Budget Budget
100 61010 FULL-TIME EMPLOYEES 316,720 320,924 402,318 550,745
100 61020 PART-TiME EMPLOYEES 31,066 32,168 29,480 34,242
100 61030 SEASONAL EMPLOYEES 19,022
100 61050 OVERTIME PAY 4,506 38
100 61091 S1CK LEAVE PAYOFF 7,643 11,040 11,032 ll,032
100 61092 VACATION PAYOFF 14,480
100 61096 50%SICK LEAVE PAYOUT 1,364 1,096 1,364 1,096
100 61310 IPERS 22,111 33,335 40,762 50,996
100 61320 SOCIAL SECURITY 18,772 26,667 35,437 45,680
100 61410 HEALTH INSURANCE 32,508 48,575 52,183 93,961
100 61411 INSURANCE PREMNM 192,926 194,748 192,926 194,748
100 61413 ADMINISTRATION COSTS 22,689 24,610 27,100 27,100
100 61415 WORKMENS'COMPENSATION 695 863 725 896
100 61416 LIFE INSURANCE 155 234 13,270 322
100 61660 EMPLOYEE PHYSICALS 1,218 - 1,218 -
61-WAGES AND BENEFITS 666,852 694,299 826,837 1,010,818
100 62010 OFFICE SUPPLIES 2,521 1,101 3,500 1,101
100 62030 POSTAGE AND SHIPPING 1,850 623 3,200 635
100 62031 PROCESSING MATERIALS 176 63 176 63
100 62061 DP EQUIP.MAINT CONTRACTS 1,417 2,333 2,333 2,338
100 62090 PRINTING&B1NDING 215 220 220
100 62110 COPYING/REPRODUCTION 1,363 89 2,506 89
100 62130 LEGAL NOTICES&ADS 904 538 904 538
100 62170 SUBSCRIPTIONS-BOOKS-MAPS 572 - 583 -
100 62190 DUES&MEMBERSHIPS 219 922 1,150 16,940
100 62204 REFLTNDS 36
100 62208 GENERAL LIABILITY INSURAN 2,424 2,557 2,710 3,768
100 62209 FIDUCIARY LIABILITY 4,053 3,955 6,665 4,230
100 62310 TRAVEL-CONFERENCES 6,471 (1,089) 24,180 24,180
100 62320 TRAVEL-CITY BUSINESS 2,351 1,759 2,585 215
100 62360 EDUCATION&TRAINING 24,042 68,548 50,950 90,250
100 62421 TELEPHONE 1,532 3,474 3,445 3,474
100 62436 RENTAL OF SPACE 378 1,079 918 1,079
100 62660 DATA PROCESSING 4,162 3,997 3,997 1,686
100 62663 SOFTWARE LICENSE EXP 10,501 10,990 51,098 51,048
100 62667 DATA SERVICES 82 293 211 293
100 62697 LABORRELATIONS 2,199 3,000
100 62713 LEGAL SERVICES 4,861
100 62716 CONSULTANT SERVICES 52,141 46,058 70,217 61,525
100 62717 CRIMINAL BACKGROLTND CHECK 9,348 17,640 14,000 17,640
62-SUPPLIES AND SERVICES 133,818 164,928 248,548 281,312
100 71120 PERIPHERALS,COMPUTER 680 920
100 71124 COMPUTER 4,400
100 72418 TELEPHONE RELATED 14 - 1,120 -
71-EQUIPMENT 694 - 6,440 -
67-HUMAN RESOURCES TOTAL 801,364 859,226 1,081,825 1,292,130
65
Recommended Expenditure Budget Report by Activity & Funding Source
67-HUMAN RESOURCES
WORKFORCE DEVELOPMENT -67300
FUNDING SOURCE:GENERAL
Account FY2l Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
SUPPLIES AND SERVICES 7,705
WAGES AND BENEFITS 12,296 102,669
WORKFORCE DEVELOPMENT 12,296 ll0,374 —
HUMAN RESOURCES -72700
FUNDING SOURCE:GENERAL
Account FY2l Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 6,440
SUPPLIES AND SERVICES 164,928 240,843 281,312
WAGES AND BENEFITS 682,003 724,168 1,010,818
HUMAN RESOURCES 846,930 971,451 1,292,130
HUMAN RESOURCES TOTAL 859,226 1,081,825 1,292,130
66
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL-PERSONNEL COMPLEMENT
67 HUMAN RESOURCES DEPT.
FY 2021 FY 2022 FY 2023
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 225 GE-25 SECRETARY 1.00 $ 50,028 1.00 $ 51,250 1.00 $ 52,906
100 GE-34 DEVELOP TRAINING COORD — $ — 1.00 $ 63,246 1.00 $ 85,638
100 GE-33 TRAINING/WORKFO DEV COORD — $ — 1.00 $ 73,781 1.00 $ 78,864
BENEFITS AND COMPENSTATION
100 GE-36 MANAGER — $ — — $ — 1.00 $ 75,904
100 GE-34 EMPLOYEE RELATIONS MGR — $ — — $ — 1.00 $ 66,821
HR BENEFITS& PAYROLL
100 GE-28 SPECIALIST — $ — — $ — 1.00 $ 48,482
100 9300 GE-44 HUMAN RESOURCES DIRECTOR 1.00 $ 134,301 1.00 $ 137,662 1.00 $ 142,130
100 9100 GE-31 HUMAN RESOURCES ASSISTANT 1.00 $ 72,018 1.00 $ 73,781 — $ —
TOTAL FULL TIME EMPLOYEES 3.00 $ 256,347 5.00 $ 399,720 7.00 $ 550,745
61020 Part Time Employee Expense
100 225 GE-28 HUMAN RESOURCE SPECIALIST 0.63 $ 27,800 0.63 $ 29,480 0.63 $ 34,242
TOTAL PART TIME EMPLOYEES 0.63 $ 27,800 0.63 $ 29,480 0.63 $ 34,242
61030 Seasonal Employee Expense
100 GE-25 SCANNING INTERN — $ — 0.50 $ 19,022 — $ —
TOTAL SEASONAL EMPLOYEES — $ — 0.50 $ 19,022 — $ —
TOTAL HUMAN RESOURCES DEPT 3.63 $ 284,147 6.13 $ 448,222 7.63 $ 584,987
67
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2021 FY 2022 FY 2023
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Human Resources-FT General Fund
10072700 61010 100 225 GE-25 SECRETARY 1.00 $ 50,028 1.00 $ 51,250 1.00 $ 52,906
DEVELOP TRAINING
10072700 61010 100 GE-34 COORD - $ - 1.00 $ 63,246 1.00 $ 85,638
TRAINING/WORKFO DEV
10072700 61010 100 GE-33 COORD - $ - 1.00 $ 73,781 1.00 $ 78,864
BENEFITS AND
COMPENSTATION
10072700 61010 100 GE-36 MANAGER - $ - - $ - 1.00 $ 75,904
EMPLOYEE RELATIONS
10072700 61010 100 GE-34 MGR - $ - - $ - 1.00 $ 66,821
HR BENEFITS&
10072700 61010 100 GE-28 PAYROLL SPECIALIST - $ - - $ - 1.00 $ 48,482
HUMAN RESOURCES
10072700 61010 100 9300 GE-44 DIRECTOR 1.00 $134,301 1.00 $137,662 1.00 $142,130
HUMAN RESOURCES
10072700 61010 100 9100 GE-31 ASSISTANT 1.00 $ 72,018 1.00 $ 73,781 - $ -
Total 3.00 $256,347 5.00 $399,720 7.00 $550,745
Human Resources-PT General Fund
HUMAN RESOURCE
10072700 61020 100 225 GE-28 SPECIALIST 0.63 $ 27,800 0.63 $ 29,480 0.63 $ 34,242
Total 0.63 $ 27,800 0.63 $ 29,480 0.63 $ 34,242
Workforce Development-FT General Fund
STRATEGIC
WORKFORCE EQUITY
10067300 61010 100 GE-33 COORD. 1.00 $ 72,893 - $ - - $ -
Total 1.00 $ 72,893 - $ - - $ -
Human Resources-Seasonal General Fund
10072700 61030 100 GE-25 SCANNING INTERN - $ - 0.50 $ 19,022 - $ -
Total - $ - 0.50 $ 19,022 - $ -
TOTAL HUMAN RESOURCES DEPT. 4.63 $357,040 6.13 $448,222 7.63 $584,987
68
City Manager
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70
CITY MANAGER'S OFFICE
FY 2021 FY 2022 FY 2023 %Change From
Budget Highlights Actual Budget Requested FY 2022 Budget
Expenses
Employee Expense 921,549 1,089,850 1,281,071 17.5 %
Supplies and Services 301,259 464,599 447,264 -3.7 %
Machinery and Equipment 507 2,200 8,200 272.7 %
Total 1,223,314 1,556,649 1,736,535 11.6 %
Resources
Administrative Overhead Recharges 721,224 752,128 794,574 5.6 %
Sustainability Conference 465 41,112 40,961 (0.4)%
Misc. Reimbursements 22,293 11,107 21,606 94.5 %
CDBG Charges 19,286 — — — %
Total 782,273 804,347 857,141 6.6 %
PropertyTaxSupport 441,041 752,302 879,394 127,092
Percent Increase (Decrease) 16.9 %
Personnel -Authorized FTE 9.67 10.08 10.42
Improvement Package Summary
1 of 7
This improvement request is to create a full-time position to be housed in the Sustainability Office
dedicated to implementing the 50% by 2030 Community Climate Action and Resiliency Plan (CAP). The
Resilient Community Advisory Commission recommended this position based on the updated CAP and
the goal to reduce the community's greenhouse gas emissions by 50% of our 2003 levels by 2030. The
Commission concluded that the best use of resources would be to create a limited-term position to
implement specific projects from the CAP as identified in the scope of work. Approximately three projects
would be completed per year for three years leading to a significant reduction in greenhouse gas
emissions as well as increased capacity for the Sustainability Office and improved community resiliency.
This recommendation would create a new position responsible for implementation of the CAP, in
partnership with other City departments, businesses and community organizations, and fulfill the City's
mission to deliver excellent municipal services that support urban living; contribute to an equitable,
sustainable city; plan for the community's future; and facilitate access to critical human services and
address the City Council's Goal of Sustainable Environment: Preserving and Enhancing Natural
Resources. The coordinator would work to establish climate-friendly policies (as outlined in the CAP),
establish pilot programs, conduct studies, and build and maintain relationships with residents, businesses
and community organizations who are actively involved in the implementation of the 50°/o by 2030
Community Climate Action and Resiliency Plan. Critical to this position would be additional funding, listed
as other improvement level decisions, so the Climate Action Coordinator would have resources to
implement the listed actions. Equity would be a top focus in the position and the coordinator would
assess the impacts on communities of color and low-income residents and work in tandem to implement
climate action in these frontline communities (those impacted first and worst by climate change).
If all improvement packages related to this position were funded, the Sustainability Office would double in
size and include the Sustainable Community Coordinator and the Climate Action Coordinator. The
Climate Action Coordinator would be physically located in an existing City facility until the build out of the
18th & Central Engine house is complete.
71
Related Cost: $ 84,133 Tax Funds Recurring Recommend -Yes
Related Cost: $ 3,300 Tax Funds Non-Recurring
Related Revenue: $ 42,344 Administrative Overhead Recurring
Related Revenue: $ 1,661 Administrative Overhead Non-Recurring
Net Property Tax Cost: $ 43,428
Property Tax Impact: $ 0.0171 0.18%
Activity: Sustainability
2 of 7
This improvement package provides for a recommended policy to offer a $42/month transportation
benefit to all permanent full and part-time employees in City Hall, City Hall Annex, and the Ruby Sutton
building. The funds could be used to pay for a parking space, monthly full transit pass, or a stipend to be
used towards personal transportation expenses such as but not limited to bike repairs, shared
transportation, etc. The current administrative policy indicates employees at level GE-31 and above will
receive a City-paid parking spot as a benefit of their employment. The AP was reviewed and a new policy
is recommended based on the following priorities:
1) Implementing mode-neutral transportation incentives for employees is a recommendation of the 50°/o
by 2030 Community Climate Action & Resiliency Plan.
2) Using an equity lens to review human resources policies, there is an opportunity to re-evaluate a policy
that provides an additional incentive for our higher-paid employees and leaves an additional financial
burden on our lower-paid employees.
3)The policy was created when there were enough parking spaces in the City Hall parking lot to
accommodate all the qualifying employees in these buildings. That is no longer the case.
This request supports the City Council goal of Flnancially Responsible, High-Performance City
Organization and Sustainable Environment.
Related Cost: $33,768 Tax Funds Recurring Recommend -Yes
Related Revenue: $16,995 Administrative Overhead Recurring
Net Property Tax Cost: $16,773
Property Tax Impact: $0.0066 0.07%
Activity: Sustainability
3of7
This improvement request is to begin to build more Complete Streets through policy updates, data
collection and signage to fulfill the City's mission to deliver excellent municipal services that support
urban living; contribute to an equitable, sustainable city; plan for the community's future; and facilitate
access to critical human services. In conjunction with the Climate Action Coordinator position
improvement level request, this funding would support the following the actions set forth in the 50% by
2030 Community Climate Action and Resiliency Plan (CAP). Implementation of this body of work would
update, fund, and adopt a more comprehensive Complete Streets Policy including but not limited to:
i. Inclusive Public Process to determine Dubuque's long-term objectives with complete streets.
ii. Systematic Approach - upon regularly scheduled maintenance,ALL roadways would be considered for
compliance with complete streets concepts and how that roadway fits into the overall transportation
system.
iii. Transparency/Accountability - public documentation of planned upgrades and exemptions to
roadways as they come up for maintenance with enough time for public comment.
72
iv. Heat Island Mitigation Integration - integrate the heat island mitigation strategies recommended in the
City's citywide heat island impact study (see Buildings and Energy actions in CAP).
Additionally, this work would utilize and implement feedback from existing Bike Friendly Community
applications and achieve a minimum of Silver Bicycle Friendly Community certification by 2025, engage
employers to secure a minimum of 10 Bike Friendly Business designations (goal of 25% of workforce
impacted) and implement a comprehensive sidewalk network plan and policy and create a plan for public
funding. Implementation will prioritize locations which improve equity of mobility. Complete Streets are
planned, designed, operated and maintained to be safe and comfortable for everyone, regardless of age,
ability, ethnicity, income or chosen travel mode. This work was identified by the Resilient Community
Advisory Commission as a priority for implementation because of its greenhouse gas mitigation impact as
well as its equity impacts (health, accessibility and socially). This improvement package will address the
City Council's Goal of Sustainable Environment: Preserving and Enhancing Natural Resources
Related Cost: $30,000 Tax Funds Non-Recurring Recommend - No
Related Revenue: $15,099 Administrative Overhead Non-Recurring
Net Property Tax Cost: $14,901
Property Tax Impact: $0.0059 0.06%
Activity: Sustainability
4of7
This improvement request is to establish a pilot project exploring long-term program structure related to
energy efficiency, specifically focused on commercial entities, and building partnership, capacity, and
support for existing efficiency programming as outlined in the 50% by 2030 Community Climate Action
and Resiliency Plan, and fulfill the City's mission to deliver excellent municipal services that support
urban living; contribute to an equitable, sustainable city; plan for the community's future; and facilitate
access to critical human services and address the City Council's Goal of Sustainable Environment:
Preserving and Enhancing Natural Resources. This builds on the current work of the Green lowa
AmeriCorps Energy and Community Team and offers economic savings to low-income residents, builds
partnerships with commercial entities and reduces greenhouse gas emissions.
The body of work includes partnering with local community organizations serving under-resourced
households to promote energy efficiency audit and upgrade program for low-income residents - Target
150 households per year. Work with Alliant Energy, Black Hills Energy, and University of Northern lowa's
Center for Energy and Environmental Education Green lowa AmeriCorps program to establish residential
and multi-family energy efficiency audit and upgrade program; Target- 300 households per year and
working with the same partners above to establish commercial energy efficiency audit and upgrade
program; Target- 70 commercial businesses and 70 industrial businesses (potential for 10% electricity
savings and 12% natural gas savings each). This work was identified by the Resilient Community
Advisory Commission as a priority for implementation because of its greenhouse gas mitigation impact as
well as its equity impacts for low-income residents and communities of color.
Related Cost: $25,000 Tax Funds Non-Recurring Recommend -Yes
Related Revenue: $12,583 Administrative Overhead Non-Recurring
Net Property Tax Cost: $12,418
Property Tax Impact: $0.0049 0.05%
Activity: Sustainability
5 of 7
This improvement request is for establishing a pilot project exploring long-term program structure related
to commuter mode-neutral incentives.
73
As outlined in the 50% by 2030 Community Climate Action and Resiliency Plan, this implementation
strategy would establish an incentive or subsidy and promote commuter mode-neutral incentives with the
goal of 25% of private workforce receiving mode-neutral incentives or telecommute benefits. Note,
commuter"mode-neutral" incentives equalize overall commuter incentivization and benefits of all
commute choices, creating equity for non-auto commute choices. This work was identified by the
Resilient Community Advisory Commission as a priority for implementation because of its greenhouse
gas mitigation impact and its contribution to fulfill the City's mission to deliver excellent municipal services
that support urban living; contribute to an equitable, sustainable city; plan for the community's future; and
facilitate access to critical human services and address the City Council's Goal of Sustainable
Environment: Preserving and Enhancing Natural Resources.
Related Cost: $25,000 Tax Funds Non-Recurring Recommend - No
Related Revenue: $12,583 Administrative Overhead Non-Recurring
Net Property Tax Cost: $12,418
Property Tax Impact: $0.0049 0.05°/o
Activity: Sustainability
6of7
This improvement request is for the Teen Resiliency Corps, a joint project of Sustainable Dubuque and
the Multicultural Family Center. Grant funded in 2020 and 2021, the Teen Resiliency Corps (TRC)
canvasses neighborhoods throughout Dubuque, checking in on Dubuque neighborhoods, shares
information and services and collects data. In 2018, a Design and Resiliency Team made several
recommendations for Dubuque. The TRC works to fulfill the City's mission to deliver excellent municipal
services that support urban living; contribute to an equitable, sustainable city; plan for the community's
future; and facilitate access to critical human services. The recommendations included taking a
neighborhood-based approach to resiliency while focusing on prevention plans. In Dubuque, we know
that low-income communities and communities of color are primarily concentrated in one area of the city.
We know they face daily barriers to resiliency (access to health care, located food deserts, energy
burden) that are exacerbated by climate change (specifically flooding and heat) and more recently,
COVID-19. The TRC has begun to address resiliency issues at the neighborhood level through
empowerment and interactions, while collecting data on the City's rental housing stock. This work helps
to build neighborhood cohesion through conversation and activities while offering teens work experience
and the opportunity to impact their neighborhood's resiliency. TRC members, after training, go door to
door, and have conversations with community members, they will gather data related to energy efficiency
while also encouraging residents to get to know their neighbors. As a pilot, the TRC addressed social
isolation and linked neighbors to COVID-19 resources as well as collected energy efficiency data for the
City. This project will help the city gain input on priorities within neighborhoods at the block level. Through
this program we will also inform residents on specific sustainability/ resiliency resources (home energy
audits, water reduction plans, and other actions) as related to actions identified in Dubuque's 50% by
2030 Climate Action & Resiliency Plan. This improvement package will address the City Council's Goal of
Sustainable Environment: Preserving and Enhancing Natural Resources.
Related Cost: $10,000 Tax Funds Recurring Recommend -Yes
Related Revenue: $ 5,033 Administrative Overhead Recurring
Net Property Tax Cost: $4,968
Property Tax Impact: $ 0.002 0.02°/o
Activity: Sustainability
7of7
This improvement package request is to continue the temporary Grant Analyst position hired in
September 2021 to respond to urgent staffing needs created with the passing of the American Rescue
Plan Act. At that time the position was created for a temporary, one year time frame and paid for with
74
savings created when the ICMA Local Government Management Fellow ("Management Intern") position
was not filled for 2021-22. Since the hire, it has become clear that staffing support related to grant
research, writing, administration, and coordination will last far longer than one year. ARPA grants extend
through 2025 with grant funds obligated and administered through 2027. Subsequent passage of the
Infrastructure Investment & Jobs Act (IIJA) include provisions allowing for grant applications through
2027 with fund obligation and administration through 2029. Current staff in multiple departments are now
regularly engaged in grant writing duties as unprecedented amounts of federal and state funding have
become available through formula and competitive grants. Additional staff is needed to help research
emerging grant opportunities, track grant applications, support grant writing, compile and analyze
successful grant results, and curate critical data and measure community impacts and improvements as
they specifically relate to City Council Goals and Priorities, and the city's Climate Action Plan, Equitable
Poverty Prevention and Reduction Plan, Arts and Culture Master Plan, and the Imagine Dubuque
Comprehensive Plan. With increased capacity created through this position, City staff and outside
partners will be able to leverage local funds and compete for these new funding sources. This request is
to fund the Grant Analyst position for five years in addition to the one year that is currently underway. The
temporary, one-year position was awarded at an exempt salary of$45,000 outside of the General
Employee pay scale. If the position had been created on the General Employee scale, this would be
closes to a GE-27C assignment ($46,987.20) at the end of its first full year. Thus, this recommendation is
based on a salary of GE-27C in FY23 and then a regular progression through the City's pay scale for the
remaining four years. This request supports the City Council goal of Financially Responsible, High-
Performance City Organization and Partnership for a Better Dubuque.
Related Cost: $72,999 Tax Funds Recurring Recommend -Yes
Related Cost: $ 150 Tax Funds Non-Recurring
Related Revenue: $36,816 Administrative Overhead Recurring
Net Property Tax Cost: $36,333
Property Tax Impact: $0.0143 0.14%
Activity: Sustainability
Significant Line Items
Employee Expense
1. FY 2023 employee expense reflects a 3.25°/o wage package increase.
2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2022 The employee contribution of 6.29°/o is unchanged from FY 2022.
3. The City portion of health insurance expense increased from $1,086 in FY 2022 to $1,119 in FY
2023 per month per contract which results in an annual cost increase of$15,574 annually or
3.04%.
4. Overtime expense is unchanged from $3,400 FY 2022 to $3,400 in FY 2023. FY 2021 Actual was
$0.
5. 50% Sick Leave Payout increased from $2,966 in FY 2022 to $4,115 in FY 2023. FY 2021 Actual
was $4,115. Effective July 1, 2019, employees over the sick leave cap can convert 50% of the
sick leave over the cap to vacation or be paid out.
75
6. During FY 2022, the following personnel changes were approved:
a. Data Analyst (GE-30A) was moved from the City Manager's Office to the Office of Shared
Prosperity and Neighborhood Support (+$75,944).
b. Part-Time Secretary (GE-25B) was moved from the City Manager's Office to the Office of
Shared Prosperity and Neighborhood Support (+$32,207).
Supplies & Services
7. Conferences is increased from $43,460 in FY 2022 to $44,960 in FY 2023 based on estimated
cost.
8. Employee Recognition Luncheon expense is unchanged from $17,000 in FY 2022 to $17,000 in
FY 2023. This line item represents both the employee recognition luncheon and SPIRIT awards.
9. Pay to Other Agency decreased from $67,900 in FY 2022 to $43,600 in FY 2023. This line item
includes the Sustainable Dubuque Collaborative Community Grants $33,600 and the
GreenCorps Local Match $10,000.
10. Consultant Services decreased from $100,012 in FY 2022 to $64,366 in FY 2023 due to the
removal of the bi-annual community survey ($-13,000) and the bi-annual governance session
($-37,012). This line item also includes the annual goal setting for City Council and department
managers ($36,866) and the municipal energy reinvestment fund ($27,500).
11. City Business Travel is unchanged from $14,340 in FY 2022 to $14,340 in FY 2023. This line item
represents the travel cost for official City business which includes Northeast lowa Regional
Managers meetings, Washington D.C. and Des Moines legislative trips, and the cost of travel
liability insurance of all department and division managers.
12. Speakers/Programs is unchanged from $34,530 in FY 2022 to $34,530 in FY 2023. This line item
represents the expense for the Growing Sustainable Communities Conference and is offset by the
registration fees received for the conference. Net revenue to the City is $6,431.
13. Dues and Memberships increased from $26,228 in FY 2022 to $28,392 in FY 2023. FY 2021
Actual was $22,405. This increase adds expected cost increases for dues and memberships in FY
2023 and includes the addition of International Council for Local Environmental Initiatives and US
Green Building Council.
14. Education and Training increased from $82,950 in FY 2022 to $86,750 in FY 2023. FY 2021
Actual was $18,867.This item line represents annual training for the City Manager and Assistant
City Manager, attendance at the Race in the Heartland and Growing Sustainable Communities
conferences for CMO staff, and annual performance reviews and professional development funds
for 50% of department managers each year.
15. Equipment Maintenance Contracts decreased from $14,094 in FY 2022 to $12,808 in FY 2023
based on actual cost.
16. Services from Planning decreased from $7,710 in FY 2022 to $0 in FY 2023 due to this line item
moving to the Office of Shared Prosperity and Neighborhood Support budget in FY 2023.
76
Machinery 8� Equipment
17. Equipment replacement items include ($8,200):
Administration i
Smartphones (3) $ 1,350
Desk Chairs (9) $ 4,050
Recommended Improvement Packages $ 2,800
Total Equipment $ 8,200
Revenue
18. Various Program Fees decreased from $41,112 in FY 2022 to $40,961 in FY 2023 based on FY
2019 actual. This line item represents the Growing Sustainable Conference registration fees.
19. Revenue received from Enterprise Funds for administrative overhead charges has increased from
$752,128 in FY 2022 to $794,574 in FY 2023.
77
CITY OF DUBUQUE ORGANIZATIONAL CHART
Citi�en� of Duhuque
�
CityAttorney — CityCnuncil ! CityClerk
Library ___ y __ I _ � __ +__ � Airport
ManagemerrtlLegislative CI#y Manager Sustainabilii�
Econnmic Emergencp
� Ue+�elopmant Cornmunications
Arts&Cultural
�ffa i rs
� Engineering �Auiiy&
1lirnan Rights
Facilities
Management
Flnanca& Fire
Budget
Amhulance Emergency
5ervices �anagement
Ilousing &
IlealthSeruices Communii� �
Geveloprnent Coae
Enfarcement
Human Ir�orrnatinn
Resources Ser�ices
leisure Planning
Seruices Serwices
Reoreation Parks
Civie Center Grand River PuhIIC
Center Pnlice
Ir�ormation �
Geographic
Multieultural Infarmatiun
Family Center 5y$t��
Shared Prnsperiiy
puhlicWarks &Neighbarhood
5u ppo rt
Transportation Water
Seruices
Parking Transit
Watar&
Resource
Recover�Cerrter
I�EY
Elected hy the Appainted hy the Appainted hythc Appainted hythe ,4ppainted hy the
Citi�ens of�uhuque City Council Lihrary Board of Airport Commission City Manager
Trustees
cMoo¢„o,x,
78
CITY MANAGER'S OFFICE
The City Manager's Office plans, organizes and manages all activities of the City organization so as to
provide leadership so that all City Council priorities, policies, and programs are successfully
implemented and effectively managed. This includes the City Council Policy Agenda and Management
Agenda to assure quality public services are responsive to the citizens and that we operate as a High
Performing Organization.
City Manager's�ffice
Managementf
Administrative! 5ustainability
Leg i sl ati ve
L J L J
SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS
LEADING TO OUTCOMES
PLAN�VING
Work with all City Departments
PEaPLE and Divisions to perform the
duties and responsibilities
• Establish a culture af quality ; specified in the City Charter to
customer service and deliver � ��- ensure econamic prasperity,
services that exceed citizen � Y environmentall�colagical integrity
expectations. � � �� and sac�alfcu�tural vibran�y exist
• Invest in staff de�elopment to , .. throughout the community and are
improue �eaders�ip capaeity ± � ; , incorporat�d into daily activities.
and inerease lead�rship � F����y.t,
effectiWeness ' i �
■ Attract, engage and retain a �� � ? I , � -,- ,-
higY�quality, creati�e and �y��•�
diUerse warkforce �T , ����
�
■ Prornote and invest in � _.� �t�_
employ�e health and safety _�
r
PARTMERSHIP5 I
� f ■ ❑eve�op and foster aver 5D Local, State,
I Regional, Federal and Natianal partnarships ta
imp�ement the City Coun�il's community vision.
■ Incr�ase citizen engagement in local gov�rnance
f� �7fDCB55@5 • f
■ ❑�veiap team-prooesses that lead to innavatiWe
' sa�utions for community chall�ng�s and
apportuniti�s
79
CITY MANAGER'S OFFICE
FY 2021 FY 2022 FY 2023
Full-Time Equivalent 9.67 10.08 10.42
Resources and Property Tax Support
$900,000
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
Administrative Sustainability Misc. CDBG Charges Property Tax
OH Recharges Reimbursements Support
� FY 2021 FY 2022 FY 2023
The City Manager's Office is supported by 10.42 full-time equivalent employees, which accounts for
73.77% of the department expense as seen below. Overall, the departments' expenses are expected to
increase by 11.56% in FY 2023 compared to FY 2022.
Expenditures by Category by Fiscal Year
$921,549
Employee Expense $1,089,850
$301,259
Supplies and Services $464,599
$447,264
$507
Machinery and Equipment $2,200
$8,200
$0 $200,000 $400,000 $600,000 $800,000$1,00O,OOC�1,200,000
FY 2021 FY 2022 � FY 2023
80
CITY MANAGER'S OFFICE
Mission & Services
The City Manager is employed by the City Council to serve as the chief administrative officer of the City.
In that capacity the City Manager is responsible by virtue of the Code of lowa for all personnel
functions, enforcement of all laws, advising the City Council, delivery of City services, supervision of all
construction contracts and development agreements, financial management and conducting the
general business affairs of the City. Management promotes the City's interests in legislative affairs,
grant opportunities and active engagement in city activities for employees and the citizens of Dubuque.
Management/Administrative/Legislative Funding Summary
FY 2021 Actual FY 2022 Budget FY 2023 Requested
Expenditures $1,038,766 $1,305,756 $1,335,851
Resources $737,146 $667,096 $672,719
Management/Administrative/Legislative Position Summary
FY 2023
City Manager 1.00
Assistant City Manager 1.00
Executive Assistant 1.00
Grant Analyst 1.00
Secretary 2.00
Director of Strategic Partnerships 0.75
Management Intern 1.00
I ntern 0.25
Total Full-Time Equivalent Employee's 8.00
Performance Measures
City Council Goal: Financially Responsible, High-Performance City Organization
1 Dept. Objective: Maintain a competitive tax rate that minimizes the tax burden of citizens
Performance Measure KPI Tar et FY21 FY 22 FY 23 Performance
� � g Actual Actual Estimated Indicator
Rank of Dubuque tax rate per capita
compared to 11 largest cities in lowa. N/A 1 2 2 N/A
(1 =lowest rate, 11 =highest rate)
2 Dept. Objective: provide fiscal diversity and hold in check the property tax burden
% budgeted revenue from property taxes N/A 14% 15% 13% N/A
3 Dept. Objective: Maintain an efficient citizen response rate.
% of citizen issues resolved in 10 days or 75°/o 76.1% 76% 75% �
less (All departments)
#days to resolve citizen issue (CMO) < 7 5.1 6.2 7 � �
4 Dept. Objective: Hire & retain a highly-skilled City workforce reflective of the Dubuque community.
o �
female 44°/o fem, 35%fem, 50%fem, '
Leadership Team demographics g.7% non-w 6.4% 4.2% g% non-w
('21 Census) non-w non-w
81
CITY MANAGER'S OFFICE
Sustainability
Mission & Services
The Sustainability Office provides education, outreach, and
coordination on sustainability issues and activities both within the
City organization as well as to the various stakeholders, business
and citizen groups that comprise the Dubuque community. The
Sustainable Community Coordinator works directly with City �DUBUQUE
departments to ensure capital projects and operating programs
meet the sustainability vision identified by the City Council and v`�"'� `;�'��'� ��",'°`'``
builds partnerships between the City of Dubuque and national, state
and local entities to further sustainability initiatives and to
strengthen local leadership.
The Sustainable Community Coordinator manages the Green lowa AmeriCorps program, providing
energy audits, installation of efficiency products, and education to the community.
Sustainability Funding Summary
FY 2023
FY 2021 Actual FY 2022 Budget Requested
Expenditures $165,263 $243,183 $400,684
Resources $121,085 $137,251 $184,422
Sustainability Position Summary
FY 2023
Sustainable Community Coordinator 1.00
Climate Action Coordinator 1.00
Sustainable Dubuque Intern 0.42
Total Full-Time Equivalent Employee's 2.42
Performance Measures
City Council Goal: Partnerships for a Better Dubuque
� Activity Objective: Increase community opportunity through the Sustainable Dubuque Community
Grants Program.
Performance Measure(KPI) Target FY19 FY20 FY21 Performance
Actual Actual Actual Indicator
% of grants awarded of total applications N/A 71% 43% 52% N/A
received
City Council Goal: Financially Responsible, High-Performance Organization
2 Activity Objective: Increase the number of City services/activities adopting a sustainable approach.
#of Pesticide-Free Parks 43 10 15 15 �
City Council Goal: Sustainable Environment
3 Activity Objective: Reduce the community's carbon footprint by 50% below 2003 levels by 2030
% reduction in GHG emissions in Dubuque 50% 27% 27% 29% � �
82
Recommended Operating Revenue Budget - Department Total
72 - CITY MANAGER'S OFFICE
FY 2022 Adopted FY 2023 Recomm'd
Fund Account Account Title FY 2020 Actual FY 2021 Actual Budget Budget
100 45701 STATE GRANTS 114,249
45 STATE GRANTS -Total - 114,249 - -
100 51950 VARIOUS PROGRAM FGCS 41,112 465 41,112 40,961
51 CHARGES FOR SERVICES -Total � 41,112 465 41,112 � 40,961
100 53102 PRNATE PARTICIPANT 5,101 19,350 250 -
100 53201 REFiTNDS 9,945 688 9,945 -
100 53605 MISCELLANEOUS REVENUE 6,988 564
100 53620 REIMBURSEMENTS-GENERAL 348 2,255 34A 21,606
53 MISCELLANEOUS -Total 22,381 22,293 ]1,107 21,606
100 59610 FR WPC OPERATTNG 226,389 238,813 249,050 263,113
100 59620 FR STORMWATCR OPGRATING 62,597 71,613 74,715 78,905
100 59630 FR PARKING OPERATING 29,ll4 31,048 32,376 34,204
100 59640 FR WATER UTILITY 49,059 38,288 39,849 42,098
100 59670 FR REFUSE COLLECTION 204,315 222,059 231,616 244,696
100 59940 FR DMASWA 113,194 1 L9,403 L24,522 L31,558
59 TRANSFER IN AND INTERNAL -Total � 684,668 721,224 752,128 � 794,574
CITY MANAGER'S OFFiCE -Total 748,761 858,231 804,347 857,141
83
Recommended Operating Expenditure Budget - Department Total
72-CITY MANAGER'S OFFICE
FY 2022 Adopted FY 2023 Recomm'd
Fund Account Account TiHe FY 2020 Actual FY 2021 Actual Budget Budget
100 61010 FULL-TIME EMPLOYEES 781,099 667,175 817,637 844,779
100 61020 PART-TiME EMPLOYEES 8,514 34,806 6,936 113,757
100 61030 SEASONAL EMPLOYEES 4,715 0 11,835 12,217
100 61050 OVERTIME PAY 7,643 0 3,400 3,400
100 61081 COV1D19 SCHOOL/DAYCARE CL 787 0 0 0
100 61091 SICK LEAVE PAYOFF 0 0 0 7,580
100 61092 VACATION PAYOFF 1,379 3,503 0 0
100 61095 PARENTAL LEAVE 546 0 0 0
100 61096 50%SICK LEAVE PAYOUT 2,966 4,115 2,966 4,115
100 61310 IPERS 82,818 62,679 80,063 93,272
100 61320 SOCIAL SECURITY 56,682 43,865 58,380 78,093
100 61410 HEALTH INSURANCE 91,109 93,384 97,740 113,314
100 61415 WORKMENS'COMPENSATION 2,010 2,195 1,729 1,519
100 61416 LIFE INSURANCE 565 388 421 432
100 61640 SAFETY EQUIPMENT 0 1,185 0 0
100 61655 CAR ALLOWANCE 8,282 8,254 8,342 8,593
100 61660 EMPLOYEE PHYSICALS 401 0 401 0
61-WAGES AND BENEFITS 1,049,516 921,549 1,089,850 1,281,071
100 62010 OFFICE SUPPLIES 2,887 1,012 2,887 2,958
100 620ll iJNIFORM PURCHASES 3,680 0 0 0
100 62030 POSTAGE AND SHIPPING 109 128 204 143
100 62031 PROCESSING MATERIALS 176 63 176 63
100 62050 OFFICE EQUIPMENT MAINT 664 449 677 421
100 62061 DP EQUIP.MAINT CONTRACTS 11,573 14,094 14,094 12,808
100 62090 PRINTING&BINDING 2,714 500 6,263 6,978
100 62110 COPYING/REPRODUCTION 3,534 970 3,534 3,610
100 62130 LEGAL NOTICES&ADS 0 0 299 0
100 62140 PROMOTION ll3 0 0 0
100 62170 SUBSCRIPTIONS-BOOKS-MAPS 1,166 632 1,189 1,166
100 62190 DUES&MEMBERSHIPS 19,970 22,405 26,228 28,392
100 62208 GENERAL LIABILITY INSURAN 3,954 4,172 4,423 6,151
100 62310 TRAVEL-CONFERENCES 30,106 0 43,460 44,960
100 62320 TRAVEL-CITY BUSINESS 13,745 1,213 14,340 14,340
100 62340 MILEAGE/LOCAL TRANSP 1,053 14 289 913
100 62360 EDUCATION&TRAINING 28,652 18,867 82,950 86,750
100 62421 TELEPHONE 3,894 3,479 3,894 4,253
100 62424 RAD10/PAGER FEE 947 859 1,004 665
100 62436 RENTAL OF SPACE 1,890 2,226 1,890 35,994
100 625ll FUEL,MOTOR VEHICLE 23 230 550 605
100 62645 SPECIAL EVENTS 1,082 595 20,020 10,000
100 62663 SOFTWARE LICENSE EXP 1,006 353 1,006 353
100 62667 DATA SERVICES 1,829 1,508 1,332 2,132
100 62668 PROGRAM EQUIP/SUPPLIES 962 4,328 962 ll,828
100 62716 CONSULTANT SERVICES 85,012 36,866 100,012 64,366
100 62734 SPEAKERS/PROGRAMS 30,998 0 34,530 34,530
100 62736 CATERING SERVICES 4,785 25 5,776 4,785
84
Recommended Operating Expenditure Budget - Department Total
72-CITY MANAGER'S OFFICE
FY 2022 Adopted FY 2023 Recomm'd
Fund Account Account Title FY 2020 Actual FY 2021 Actual Budget Budget
100 62756 EMPLOYEE RECOGNITION 3,595 9,431 17,000 17,000
100 62761 PAY TO OTHER AGENCY 22,418 157,554 67,900 43,600
260 62761 PAY TO OTHER AGENCY 15,680 896 0 0
100 62765 GRANTS 0 0 0 7,500
260 62765 GRANTS 9,981 9,680 0 0
260 62834 SERVICES FROM PLANNING 0 8,710 7,710 0
62-SUPPLIES AND SERVICES 308,197 301,259 464,599 447,264
100 71110 MISC.OFFICE EQUIPMENT 0 0 100 0
100 71120 PERIPHERALS,COMPUTER 752 75 0 0
100 71123 SOFTWARE 188 0 0 0
100 71124 COMPUTER 0 40 0 2,800
100 712ll DESKS/CHAIRS 1,508 0 1,050 4,050
100 72418 TELEPHONE RELATED 128 190 1,050 1,350
100 72421 HEADSETS 358 201 0 0
71-EQUIPMENT 2,934 507 2,200 8,200
72-CTTY MANAGER'S OFFICE TOTAL 1,360,647 1,223,314 1,556,649 1,736,535
85
Recommended Expenditure Budget Report by Activity & Funding
Source
72-CITY MANAGER'S OFFICE
MANAGEMENT -72100
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 487 2,200 5,250
SUPPLIES AND SERVICES 213,437 330,390 248,580
WAGES AND BENEFITS 824,842 973,166 1,082,021
MANAGEMENT 1,038,766 1,305,756 1,335,851
SUSTAINABLE COMM COORD -72200
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 20 2,950
SUPPLIES AND SERVICES 43,018 114,625 183,429
WAGES AND BENEFITS 96,707 116,684 199,050
SUSTAINABLE COMM COORD 139,745 231,309 385,429
GREENCORPS -72600
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
SUPPLIES AND SERVICES 25,518 11,874 15,255
GREENCORPS 25,518 11,874 15,255
WASHINGTON TOOL LIBR. -79220
FUNDING SOURCE:COMMUNITY DEVELOPMENT
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
SUPPLIES AND SERVICES 896
WASHINGTON TOOL LIBR. 896
CITY MANAGER'S OFFICE TOTAL $1,223,314 $1,556,649 $1,736,535
86
CITY OF DUBUQUE , IOWA
DEPARTMENT DETAIL-PERSONNEL COMPLEMENT
72 CITY MANAGER'S OFFICE
FY 2021 FY 2022 FY 2023
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 9900 Contract CITY MANAGER 1.00 $ 280,024 1.00 $ 284,891 1.00 $ 295,212
100 9375 GE-44 ASSISTANT CITY MANAGER 2.00 $ 268,906 1.00 $ 140,415 1.00 $ 144,973
NEIGHBORHOOD DEVELOP
260 5100 GE-35 SPEC. 0.51 $ 43,950 - $ - - $ -
NEIGHBORHOOD DEVELOP
100 5100 GE-35 SPEC. 0.49 $ 42,226 - $ - - $ -
100 - GE-30 DATAANALYST - $ - 1.00 $ 49,757 - $ -
SUSTAINABLE COMMUNITY
100 4670 GE-33 COORD. 1.00 $ 74,253 1.00 $ 76,379 1.00 $ 78,864
100 GE-27 GRANT ANALYST - $ - - $ - 1.00 $ 48,692
CLIMATE ACTION
100 GE-31 COORDINATOR - $ - - $ - 1.00 $ 55,671
100 3465 NA-41 MANAGEMENT INTERN 1.00 $ 41,431 1.00 $ 42,045 1.00 $ 45,173
100 8825 GE-31 OFFICE MANAGER 1.00 $ 69,617 1.00 $70,649 1.00 $ 72,950
100 225 GE-25 SECRETARY 2.00 $ 98,584 2.00 $100,012 2.00 $ 103,244
TOTAL FULL TIME EMPLOYEES 9.00 $ 918,991 8.00 $ 764,148 9.00 $ 844,779
61020 Part Time Employee Expense
DIR. OF STRATEGIC
100 GE-44 PARTNERSHIPS - $ - 0.75 $ 103,246 0.75 $ 106,598
100 225 GE-25 SECRETARY - $ - 0.66 $ 25,109 -
SUSTAINABLE DUBUQUE
100 INTERN 0.42 $ 11,658 0.42 $11,835 0.42 $ 12,217
TOTAL PART TIME EMPLOYEES 0.42 $ 11,658 1.83 $ 140,190 1.17 $ 118,815
61030 Seasonal Employee Expense
100 NA-38 INTERN 0.25 $ 6,832 0.25 $ 6,936 0.25 $ 7,159
TOTAL SEASONAL EMPLOYEES 0.25 $ 6,832 0.25 $ 6,936 0.25 $ 7,159
TOTAL CITY MANAGER'S OFFICE 9.67 $ 937,481 10.08 $ 911,274 10.42 $ 970,753
87
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2021 FY 2022 FY 2023
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Management-General Fund
10072100 61010 100 9900 CONT CITY MANAGER 1.00 $280,024 1.00 $ 284,891 1.00 $ 295,212
ASSISTANT CITY
10072100 61010 100 9250 GE-44 MANAGER 2.00 $268,906 1.00 $ 140,415 1.00 $ 144,973
10072800 61010 100 - GE-30 DATAANALYST - $ - 1.00 $ 49,757 - $ -
NEIGHBORHOOD
10072800 61010 100 5100 GE-35 DEVELOP SPEC. 0.49 $ 42,226 - $ - - $ -
10072100 61010 100 GE-27 GRANT ANALYST - $ - - $ - 1.00 $ 48,692
10072100 61010 100 3465 NA-41 INTERN 1.00 $ 41,431 1.00 $ 42,045 1.00 $ 45,173
10072100 61010 100 225 GE-25 SECRETARY 2.00 $ 98,584 2.00 $ 100,012 2.00 $ 103,244
10072100 61010 100 8825 GE-31 OFFICE MANAGER 1.00 $ 69,617 1.00 $ 70,649 1.00 $ 72,950
Total 7.49 $800,788 7.00 $ 687,769 7.00 $ 710,244
Sustainable Community-General Fund
CLIMATE ACTION
10072200 61010 100 GE-31 COORDINATOR - $ - - $ - 1.00 $ 55,671
SUSTAINABLE COMM.
10072200 61010 100 4670 GE-33 COORD. 1.00 $ 74,253 1.00 $ 76,379 1.00 $ 78,864
Total 1.00 $ 74,253 1.00 $ 76,379 2.00 $ 134,535
Management -FT CDBG Fund
NEIGHBORHOOD
26072800 61010 260 5100 GE-35 DEVELOP SPEC. 0.51 $ 43,950 - $ - - $ -
Total 0.51 $ 43,950 - $ - - $ -
Management-PT General Fund
10072800 61020 100 - GE-25 SECRETARY - $ - 0.66 $ 25,109 - $ -
Total - $ - 0.66 $ 25,109 - $ -
Sustainable Community-PT General Fund
10072200 61020 100 NA-38 DUBUQUE INTERN 0.42 $ 11,658 0.42 $ 11,835 0.42 $ 12,217
Total 0.42 $ 11,658 0.42 $ 11,835 0.42 $ 12,217
City Manager-PT General Fund
10072100 61020 100 GE-44 PARTNERSHIPS - $ - 0.75 $ 103,246 0.75 $ 106,598
Total - $ - 0.75 $ 103,246 0.75 $ 106,598
City Manager-Seasonal General Fund
10072100 61030 100 NA-38 INTERN 0.25 $ 6,832 0.25 $ 6,936 0.25 $ 7,159
Total 0.25 $ 6,832 0.25 $ 6,936 0.25 $ 7,159
TOTAL CITY MANAGER'S OFFICE 9.67 $937,481 10.08 $ 911,274 10.42 $ 970,753
88
Capital Improvement Projects by Department/Division
CITY MANAGER'S OFFICE
CIP FY 2022 Adopted FY 2023 Recomm'd
Number Capital Improvement Project Title FY 2020 Actual FY 2021 Actual Budget Budget
1012682 GREEN HOUSE GAS INVENTORY 36,501 59,207
1012932 INNOVATIVE SERVICE STUDY — — 75,000 —
1022317 ALL-AMERICA CITY AWARD 10,581 20,000
1022682 GREEN HOUSE GAS iNVENTORY 50,000
2602177 LOW INCOME SOLAR PROJ 80,000
3502681 ENRGY EFFICI REVOL FUND 16,747
3502682 GREEN HOUSE GAS 1NVENTORY 2,500
3602807 DT NON-PROFIT WEATHERIZAT 100,000 ]00,000
CITY MANAGER'S OFFICE TOTAL 49,582 75,954 175,000 250,000
89
PRGRM/
DEPT PROJECT DESCRIPTION FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 TOTAL PAGE
CITY MANAGERS OFFICE
General Government
Municipal Green House Gas
Inventory $ 50,000 $ — $ — $ 50,000 $ — $ 100,000 400
Renew DBQ: Low-income solar
pilot project $ 80,000 $ — $ — $ — $ — $ 80,000 401
Downtown Urban Renewal Area
Non-Profit Weatherization
Improvements Assistance $100,000 $100,000 $100,000 $ 50,000 $ — $ 350,000 402
All America City Application $ 20,000 $ — $ — $ — $ — $ 20,000 403
TOTAL $250,000 $100,000 $100,000 $100,000 $— $550,000
90
City Council
91
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92
CITY COUNCIL
FY 2021 FY 2022 FY 2023 Fro�m FY 022
Budget Highlights Actual Budget Requested Budget
Expenses
Employee Expense 81,944 85,453 90,419 5.8%
Supplies and Services 27,490 64,328 64,797 0.7%
Machinery and Equipment 855 350 — 0.0%
Total 110,289 150,131 155,216 3.4%
Resources
Reimbursements 180 1,211 180 -85.1%
Total 180 1,211 180 -85.1%
Property Tax Support 110,109 148,920 155,036 6,116
Percent Increase (Decrease) 4.1%
Personnel -Authorized FTE 3.50 3.50 3.50
Significant Line Items
Employee Expense
1. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2022 The employee contribution of 6.29% is unchanged from FY 2022.
2. FY 2023 employee expense reflects a 5.81% compensation increase effective January 1, 2022.
At the 2004 City Council Goal Setting, the City Council determined that a Salary Compensation
Task Force should be utilized for the purpose of recommending changes to Mayor and City
Council salaries. The Task Force is comprised of seven citizen representatives that each
Council Member personally selects. The Salary Compensation Task Force recommended the
increase at the July 21, 2021 council meeting and was subsequently approved.
Supplies & Services
3. Conferences is unchanged from $26,058 in FY 2022 to $26,058 in FY 2023. This line item
includes City Council members and mayor to attend the Race in the Heartland conference
($420). This line item also includes $3,473 per City Council member ($20,838) for conferences,
meetings and travel and $4,800 for the Mayor for conference travel, including attendance at the
US Conference of Mayors meetings. It is believed that greater expectations for regional, state
and federal cooperation include some level of participation in the following: National League of
Cities, lowa League of Cities, lowa Department of Economic Development SMART Conference,
lowa League Legislative Days, and other meetings that occur on issues or initiatives throughout
the year. In addition to these funds, members of the City Council may participate in the Chamber
of Commerce Annual Washington DC Fly-in. Funding for that trip is located in the Economic
Development budget.
93
4. City Business Travel is unchanged from $7,000 in FY 2022 to $7,000 in FY 2023. This line item
is budgeted at $1,000 per Council Member and represents City business mileage
reimbursement.
5. Dues and Memberships decreased from $19,782 in FY 2022 to $19,746 in FY 2023. This line
item is based on the actual cost of the membership to lowa League of Cities$14,513 and US
Conference of Mayors $5,269.
Revenue
6. Reimbursement Revenue decreased from $1,211 in FY 2022 to $180 in FY 2023 based on FY
2021 Actual. This line item represents reimbursements for Mayor speaking engagements.
94
CITY COUNCIL
Dubuque operates under the council-manager form of local government, which combines the political
leadership of elected officials in the form of a city council, with the managerial experience of an
appointed local government manager, the city manager.
FY 2021 FY 2022 FY 2023
Full-Time Equivalent 3.50 3.50 3.50
Resources and Property Tax Support
200,000
100,000
0
Operating Revenue Property Tax Support
� FY 2021 FY 2022 FY 2023
The City Council is supported by 3.50 full-time equivalent employees, which accounts for 58.25% of the
department expense as seen below. Overall, the departments' expenses are expected to increase by
3.39% in FY 2023 compared to FY 2022.
Expenditures by Category by Fiscal Year
$81,944
Employee Expense $85,453
$90,419
$27,490
Supplies and Services $64,328
$64,797
$855
Machinery and Equipment $350
$—
$0 $20,000 $40,000 $60,000 $80,000 $100,000
FY 2021 FY 2022 � FY 2023
95
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BRAD M,CAYANA6H .. ,. .,,;�5 DAYID T.RES�a��rz SUSdh;n.FARBER LAIIRA 1,ROIISSELL DANNY�.�e'R�f�l{ VACANT POSIiION
� MAYOR pT-LARGE pT-LARGE 15T WAR� 2N�WAR� 3R�WAR� 4TH WAR�
Over the course af three sessians in August,City Council memhers affirmed the 15-
year vision statement and missian statement and identified eight five-year gaals far
the city. They also identified top and high priorities for a 2021-2023 policy agenda as
well as in-progress projects and capital prajects for 2021-2023.
;�1����
Robus#Local Economy: Diverse Businesses and.Tobs with Econamic Prdsperity
Vibran#�ammunity: Healthy&Safe
Livahle Neighhorh�ods and N�using: Great P1ace ta Live
F`inancially Resp�nsible,I-3igh-Perfarmance City Organizatian:
S�stainable, Equitable, and Effective Service Delivery
S�xstainable Envirnnmen#:Preserving and Enhancing Natural Resources
Partnership far a Bet#er Dubuque:
Building Our Carnmunity that is Viable, Livable, and Equitable
Diverse Arts,G�xlture,Parks, and Recreatinn Experiences and Activities
�annected�ammunity:
Equital�le Transportatian, Technolagy Infrastructure, and Mability
96
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��36 �Tision �tatement
Dubuque �03� is a �ustainable and re�ilient
city, an inclusive and equital�le carnrnunit� E
vwhere ALL are vtrelc�rne. Dul�uque 203G
has preser�red �ur NIasterpiece �n the
IvIississippi, �ias a str�ng, diverse ecan�rn� -�..� a�
a�d.�x�a��iira.� co��ec���it�,,.,�ur�.,�re�_L���t�y.
�
i3ra � e neig
�Yssi�n: ��a�err�� .
Dubuq�e ci�ty ga�rernmen� i�pr�gres��i���and
,
hnancia�lly s�und��nrith re�id���� recei�ri�ng
.
�ralue far their ta� dallars and achie�ring -
gaals through par�nerships. Dubuque�i�y
gavernrnent's mission is.tr�.deliver e�celtent
municipal services that support urban
living; cantribute ta an equitable, sustainable
city�plan far the cammunity`s future� and �� �� __ . -
facilitate access ta critical human ser�rices_
.n�� �
P�I i�� �genda
Palic� agenda items are issue�that need directian ar a palicy decisian b�the
Cit� Cauncil, ar need a majar funding decisian by the Cit� Cauncil, ar issue�that
need Cit� Council leadership in the community or with other ga�ernmental
b�dies. The palic� agenda is di�ided into t�p pri�rities and high priorities.
1 1 • � ' • 1 1 � ' •
� � .- � . .-
• Chaplain Schmitt Island Master Plan • Bee Branch VUatershed Project; Next Steps
Implementation
• Childcare Initiative
• City Information & Network Security
+ Gommunity Broadband Expansion
• Equitable Paverty Prevention & Reductian
Plan Implementation + Complete Streets Concept Implementation;
16th St.lElm St.fl4th St. Railroad Overpass
• Federal Infrastructure Program Preparation Project
• Five Flags Center birection • Comprehensive Parks Master Plan
• Historic �uilding RehabilitationlPreservation • Imagine bubuque Implementation
+ 5ewer System Infrastructure Upgrade + West End Fire Station
�including Catfish Creek Sanitary Sewer
5ystem)
llnder each City Cauncil gaal are items listed as Nianagem�ent in Pragress and
Majar Pr�jects. Each gaal cantains Management in Pragress items and many
City Council goals als�have maj�r prajects ass�ciated.
! Managemen#in progress are items Robust Loeal Econom�
that are underway and budgeted. Management in Pragress
Staff is implernenting and providing ' �irpa�t Master Plan:kppraual
updates to City Council. • �irSeruiceExpansiontoWestern Huh
+ Business Deuelopment at the kirport
Maj�r pr�jects are pr�jects that are + Downtrnvn Parking Issues
underway and budgeted. Staff is + Duhuque Brewing&Malting Building
irnplementing and providing updates • Fa�ade Laan Pragram
t0 City COuriGi1. • Oppa�tunitp Duhuque Jah Training Pragram:Financial Suppart
I��BJOY PYCJ2CtS
+ �uhuque Riuerfrarrt Master Plan fl1S Armp Carps of Engineersl
� + Viking Cruise Destinatian Preparatian
, �
98
� # � � * � � i � --s < <� _� , , �
K
� �.
. .��:� V .. }_ 5* �-"�
� Total Debt �in millions� � �_{„
�eht is heing issued eaeh year,hut more is heing retired than issued, - — ��
soo , , r^! - —
�-.'� �=_
- Szsa,e -,J ' .:��._����■ �� _
� � ,
• :.. . .. :..... .. _ 5233,9 `
f - -,, .. ,
�s o .. . r .. ..,. .,� �_�t�� .. -�-� � : _
����. �, • -
� �
aoo
0 1so iia,s � '� :�'. =
� . �1 ; � .
ioo E� -
�_�Fr�a2� �'� � �
so Adopted - �`'���� -�
� - "��k�
0 �ris rri� �ri� rria �ria�rxa rvsi �rxx �rxa rrxA rrss rvs6 �rx� �rxa rrza rrao�rai � � ���
i F .
�tatutor�r Deh# Lirnit Used �as of June 30� The City of Dubuque's use of debt can be
1dd This ehartshrnxs the pereentage ofstatutorydeht limit in the Fiseal compared to many average homeowners
"'°�-�. Year{FY12�22adopted hudget,By FY2�31,the Citywill heat 1896 of who borrow to buy their home. The Gity has
� borrowed mone at low interest rates to invest in
BO � the statutary deht limit, Y
� infrastructure. Unlike the federal government,
the City does not borrow money to cover
� fi0 ��� operating expenses.
� • ...,..�a.�41�
40 -
� � 1 1 �
, FY3032 ���8�6 � 1 ' M �
�� Adopted
# Project�escripti on and Amourrt�utstanding
d rris �rie rri3 rvia rria �rsa �vsi rv22 nsa rv2a rr2s �v2e rv27 n2a rv2a rraa nai 1 Sinrmwafer�mprvvemenis
, $76,527,913
2 lM`�f�er&Resvurce Recvuery Center
$57,395,444
Percentage of Legal Deh# Limi# U#ili�ed 3 ��r+�����n�
� fF�r��r��� $3Q,a69,aL8
k 4 F�rkir�g�m�rouements
aa �� �� $23,769,1&�
5x� 5 Gbwnfvwr� TtF�ncenfiues��mp�vrerrrer�fs
� � 53�c $20,177,588
� ' .. a9� a9� �� 6 5anitary Sewer�mp�vrerrrenis
. 4536
" � : .
� . . aa�c $13,3�1,86�
� aa 7 7�FRe�af�es�BondsfvBrssinesses
a � ',� 2T� $8,216,815
�, 2s�c 22�c $ �nduslrial Park Expansivns
m � $6,413,953
9 C�radco$uildir�g�vwa Finance Authority ivan
10
$3,474,349
� 14 Sfreet�mp�vrerrrenfs'
�� ��9g �L`�'~ �� �s�`� ��� ��? q�.� ��s� �6r° ��,�� �a'� $2,941,3$7
5 � o ��`� �Fb ;� �- t�''� '� Tntal $242,283,017
4'� q!
¢ '31fi2 million has heen spenl on slreel im prrn�emenls fmm 1997-2021
CN1p2J-pJ2921
99
Recommended Operating Revenue Budget - Department Total
70-CITY COUNCIL
FY20 Actual FY21 Actual FY22 Adopted FY23 Recomm'd
Fund Account Account Titic Rcvenue Revenue Budget Budget
100 53620 REIMBURSEMENTS-GENERAL 180 180 1,211 180
53 MISCELLANEOUS -Total 180 180 1,211 180
CITY COUNCIL -Total 180 180 1,211 180
100
Recommended Operating Expenditure Budget - Department Total
70-CITY COUNCIL
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account AccountTiUe Expense Expense Budget Budget
100 61020 PART-TIME EMPLOYEES 72,443 74,009 76,920 81,400
100 61310 IPERS 5,879 6,028 7,259 7,685
100 61320 SOCIAL SECURITY 1,681 1,702 1,116 1,181
100 61415 WORKMENS'COMPENSATION 206 205 158 153
61-WAGES AND BENEFITS 80,207 81,944 85,453 90,419
100 62010 OFFICE SUPPLIES 25 105 25 105
100 62050 OFFICE EQUIPMENT MAINT 392 409 400 430
100 62061 DP EQU1P.MA1NT CONTRACTS 2,178 1,867 1,867 1,853
100 62090 PRINTING&BINDING 279 164 285 285
100 62130 LEGAL NOTICES&ADS 850 - 850 -
100 62190 DUES&MEMBERSHIPS 19,359 19,359 19,782 L9,746
100 62208 GENERAL LIABILITY INSURAN 1,760 1,722 1,824 2,409
100 62310 TRAVEL-CONFERENCES 9,024 26,058 26,058
100 62320 TRAVEL-CITY BUSINESS 612 7,000 7,000
100 62340 MILEAGE/LOCAL TRANSP 50 5 79 79
100 62360 EDUCATION&TRAINING 814 548 3,500 3,500
100 62421 TELEPHONE 749 662 749 662
100 62424 RADIO/PAGER FEE 632 645 669 665
100 62667 DATA SERVICES 1,795 2,005 1,240 2,005
62-SUPPLIES AND SERVICES 38,518 27,490 64,328 64,797
100 71120 PERIPHERALS,COMPUTER 855
100 72418 TELEPHONE RELATED 14 350
71-EQUIPMENT 14 855 350 -
70-CITY COUNCIL TOTAL 118,740 110,289 150,131 155,216
101
Recommended Expenditure Budget Report by Activity & Funding Source
70-CITY COUNCiL
LEGISLATION&POLICY -70100
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 855 350 —
SUPPLIES AND SERVICES 27,490 64,328 64,797
WAGES AND BENEFITS 81,944 85,453 90,419
LEGISLATION&POLICY 110,289 150,131 155,216
CITY COUNCIL TOTAL ll0,288.69 150,131.00 155,216.00
102
CITY OF DUBUQUE , IOWA
DEPARTMENT DETAIL-PERSONNEL COMPLEMENT
70 CITY COUNCIL
FY 2021 FY 2022 FY 2023
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61020 Part Time Employee Expense
100 175 NA-21 MAYOR 0.50 $ 13,652 0.50 $ 13,656 0.50 $ 14,800
100 12 NA-20 COUNCIL MEMBER 3.00 $ 63,240 3.00 $ 63,264 3.00 $ 66,600
TOTAL PART TIME EMPLOYEES 3.50 $ 76,892 3.50 $ 76,920 3.50 $ 81,400
TOTAL CITY COUNCIL 3.50 $ 76,892 3.50 $ 76,920 3.50 $ 81,400
103
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2021 FY 2022 FY 2023
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
City Council-PT
10070100 61020 100 175 NA-21 MAYOR 0.50 $ 13,652 0.50 $ 13,656 0.50 $ 14,800
10070100 61020 100 12 NA-20 COUNCIL MEMBER 3.00 $ 63,240 3.00 $ 63,264 3.00 $ 66,600
Total 3.50 $ 76,892 3.50 $ 76,920 3.50 $ 81,400
TOTAL CITY COUNCIL 3.50 $ 76,892 3.50 $ 76,920 3.50 $ 81,400
104
CITY OF DUBUQUE
. �
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�� � Health Services
�_
,,.,,. �
Library
_, . '�
— Airport
` W Office of Equity &
• �� . �� � Human Ri hts
��► .., : g
� C � J Office of Shared Prosperity
0 & Neighborhood Support
.�.�f'',,� �' � �tr�! +�.
� Finance
FISCAL YEAR 2023
Recommended
Policy And Narrative Budget
TABLE OF CONTENTS
March 3, 2022
Virtual Meeting - GoToMeeting - Access Code: 337-661-181
or by calling 1.877.568.4106 (toll free)
OPERATING BUDGET CIP
DEPARTMENT/DIVISION PAGE PAGE
Health Services 1 —
Library 23 —
Airport 51 181
Office of Shared Prosperity and
Neighborhood Support 75
Office of Equity and Human Rights 93 —
Finance 111 —
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HOW TO USE THIS POLICY BUDGET DOCUMENT
PURPOSE
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 improvement packages are developed and included in the Policy Budget for alternative funding
and service levels. The Policy Budget document shows the budget by line item for each Department
and provides a basis for fiscal control once the budget is adopted.
The Policy Budget emphasizes objectives, 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.
FORMAT
The Policy Budget is organized by Department/Division and provides detail for all activities that make
up each Department/Division. Each Department/Division tab includes the following information:
1) Department/Division Financial Summary: The budget highlights portion of the Department
Summary reflects total expenses for the maintenance level budget (cost to continue at the same
level of service) and approved improvement packages for all activities within the Department by
expenditure category (employee expense, supplies and services, machinery and equipment,
and debt service), and the funding sources that pay those expenses. The property tax portion of
the funding is reflected, noting the increase or decrease from the prior years adopted budget.
For Departments which are self supporting (i.e. Water, Water Resources & Recovery Center,
Refuse and Salt Operations (part of Public Works), Media Service, Transit, Parking, Stormwater
(part of Engineering)), the net operating surplus/deficit is reflected, noting the increase or
decrease in the fund from the prior years adopted budget.
This summary displays all Improvement Packages submitted by Department/Division
Managers, with a notation of whether they were recommended by the City Manager, and then
approved by the City Council. Those noted with a `YES'were added to the maintenance level
budget and are reflected in the Department Funding Summary and those noted with a `NO' were
not approved.
And finally, this summary explains significant line item detail by expenditure category, notable
revenue changes, and miscellaneous information regarding the maintenance level budget.
These are the review notes prior to adding any improvement packages.
2) Memo Addressing Budget Issue (optional): If there is an important budget issue that needs
further explanation, a memo will be provided.
3) Department's Organizational Chart (optional): Shows how a Department is structured.
Usually included for larger more complex Departments.
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4) Department/Division's Highlights of Prior Year's Accomplishments and Future Initiatives:
This is a written narrative that highlights the Department's prior year accomplishments and what
Departments plan on accomplishing in the near future.
5) Department/Division's Goals and Performance Measures by Activity: This is a written
activity statement and a matrix for each activity which includes activity objectives, relationship to
City Council Goals & Priorities, and key performance indicators (KPIs).. Performance measures
are included for each activity to evaluate activities and ensure that the approved levels of
funding yield the expected results. Battery icons for each KPI visually indicate how well an
objective is doing and represent the following:
� �y� �■ r
On Track Improving Needs Work
6) Recommended Operating Revenue Budget by Department/Division: This report reflects
line item revenue detail at the Department/Division level (combines all activities for each line by
fund). Two years actual revenues, prior year adopted revenues and the recommended revenue
for the new budget year are reflected.
7) Recommended Operating Expenditure Budget by Department/Division: This report reflects
line item expenditure detail at the Department/Division level (combines all activities for each line
by fund). Expenses are grouped by category (employee expense, supplies and services,
machinery and equipment, debt service, and transfers) and displays two years actual expenses,
prior year adopted expenses and the recommended expense for the new budget year.
8) Recommended Operating Expenditure Budget by Activity and Funding Source: This
report reflects expenses grouped by category (employee expense, supplies and services,
machinery and equipment, debt service, and transfers) for each activity within the Department/
Division, and displays two years actual expenses, prior year adopted expenses and the
recommended expense for the new budget year.
9) Personnel Complement at Department/Division and Activity Level: These reports reflect
positions budgeted at the Department/Division level and the Activity level, by funding source.
Total Full Time Equivalents (FTE) and wages with longevity expense are shown for each
position for two years prior year adopted FTE and expenses, and the recommended FTE and
related expense for the new budget year.
10) Capital Improvement Projects by Department/Division: This report lists all Capital
Improvement Project totals for two years actual expenses, prior year adopted expenses and the
recommended expense for the new budget year.
11) Five Year Capital Improvement Program Summary by Department/Division: This report
lists all Capital Improvement Projects budgeted in the new budget year and planned for the next
four years.
Reference: Key Terms for Understanding Dubuque's Budget, Budget Glossary Budget Overview and
Budget and Fiscal Policy Guidelines located in Resident's Guide
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Health Services
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HEALTH SERVICES DEPARTMENT
FY 2021 FY 2022 FY 2023 From FY o22
Budget Highlights Actual Budget Requested Budget
Employee Expense 514,681 555,383 592,363 6.7 %
Supplies and Services 332,525 363,236 373,684 2.9 %
Machinery and Equipment 2,753 1,800 5,390 199.4 %
Total 849,959 920,419 971,437 5.5 %
Operating Revenue 425,490 460,669 457,261 (0.7)%
State Grant 6,610 8,802 8,802 — %
Total 432,100 469,471 466,063 (0.7)%
Property Tax Support 417,859 450,948 505,374 54,426
Percent Increase (Decrease) 12.1 %
Personnel -Authorized FTE 6.14 6.14 6.14
Improvement Packaqe Summar�
1 of 6
This improvement request is for 40 hours overtime compensation for our Environmental Sanitarian
Service Level Changes:Additional hours to the Environmental Sanitarians to allow after regular- hours
inspections for special events like weekend and night markets or festivals that serve food, and facilities that
only operate outside of the 8am-5 pm Monday through Friday, and to respond to public health/city
emergencies when needed. Continuously building up comp time, then using comp time for these positions
is not sustainable because then vacation time cannot be used due to workload.
Impact on City operations, impact on community:Ability to assure safe food, and response to public health
emergencies.
Relationship to City Council Goals & Priorities: Vibrant Community: Healthy & Safe, Financially Responsible,
High-Performance City Organization: Sustainable, Equitable, and Effective Service Delivery, Partnership for
a Better Dubuque: Building our Community that is Viable, Livable, and Equitable
Related Cost: $ 2,258 Tax Funds Recurring Recommend -Yes
Net Property Tax Cost $ 2,258
Property Tax Impact: $(0.0009) (0.01)%
Activity: Inspection - Food Establishments
2of6
This improvement request is for 80 hours of overtime compensation for our two Animal Control Officers.
Service Level Changes:Animal Control Services and response to animal control calls requiring immediate
and timely response will be addressed. Often situations must be addressed and stabilized — even if they
occur at the end of a shift or require significant time.
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Impact on City operations, impact on community: Provide consistent animal control coverage hours without
having to cut scheduled animal control coverage due to emergencies and needed response that occur
outside regular hours. If Animal Control Officers extend their work hours outside of the allotted schedule,
hours must be cut during that pay period. This results in no service for the citizens during the time they
normally expect it. Also, comp time is not an ongoing option due to continuously building up comp time then
using comp time, but unable to use accrued vacation time.
Relationship to City Council Goals & Priorities: Vibrant Community: Healthy & Safe, Financially Responsible,
High-Performance City Organization: Sustainable, Equitable, and Effective Service Delivery, Partnership for
a Better Dubuque: Building our Community that is Viable, Livable, and Equitable
Related Cost: $ 4,274 Tax Funds Recurring Recommend -Yes
Property Tax Impact: $ 0.0017 0.02%
Activity: Health Services
3 of 6
This improvement request is for a full standing desk unit for the Confidential Account Clerk. This was
approved in FY22 for$750 for a desktop version. Approved funds will be carried over from FY22 to FY23 to
cover quoted expenses of$3,650. Since the Confidential Account Clerk was new in her role last budget
cycle, and was not fully used to the existing workspace, we are now requesting a full standing desk. The full
standing desk offers more workspace by getting the computer towers from off the desktop and the monitors
elevated, and the workspace on one level.
Service Level Changes: The ability to stand up and efficiently serve citizens at the service window. This also
provides needed physical movement outside of sitting, promoting health and proper ergonomics.
Relationship to City Council Goals & Priorities: Vibrant Community: Healthy & Safe, Financially Responsible,
High-Performance City Organization: Sustainable, Equitable, and Effective Service Delivery
Related Cost: $ 2,900 Tax Funds Non-Recurring Recommend -Yes
Property Tax Impact: $ 0.0011 0.01°/o
Activity: Health Administration
4of6
The improvement level request is for Environmental Sanitarian to sit for the National Environmental Health
Association (NEHA) REHS/RS credential exam.
Service level changes: The REHS/RS credential demonstrates competency in an impressive range of
environmental health issues, directing and training personnel to respond to routine or emergency
environmental situations, and providing education to their communities on environmental health concerns.
Impact on City operations, impact on community: This certification requires demonstration of environmental
health knowledge and the ability to think critically, analyze problems and demonstrate knowledge in daily
operations regarding environmental health issues. In addition, REHS/RS credential holders are key
members in ensuring communities are in compliance with local, state, and federal environmental health
regulations. Many health departments across the country require sanitarians to acquire this credential, which
acknowledges knowledge and professionalism. One of the current Environmental Sanitarians has held this
credential since 1999. Many other lowa sanitarians maintain this credential as well.
Relationship to City Council Goals & Priorities: Vibrant Community: Healthy & Safe, Financially Responsible,
High-Performance City Organization: Sustainable, Equitable, and Effective Service Delivery, Partnership for
a Better Dubuque: Building our Community that is Viable, Livable, and Equitable
Networking and learning about operations in other organizations nationwide will lead to creating a more
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vibrant community for our citizens. Becoming more efficient in daily operations and develop creative
workflows to attribute to a high-performance organization. Creating more livable communities/
neighborhoods by having better skills and new tools for code enforcement.
Related Cost: $ 590 Tax Funds Non-Recurring Recommend -Yes
Property Tax Impact: $ 0.0002 —%
Activity: Inspection - Food Establishments
5of6
This improvement request is for Environmental Sanitarian to attend the Leadership Dubuque class.
Leadership Dubuque will allow the Environmental Sanitarian the opportunity to learn about community
resources, government, businesses, educational opportunities, and about the impact of economic
development on the community.
Service Level Changes: Leadership Dubuque will allow for the Environmental Sanitarian to enhance
leadership skills, exchange ideas and experiences both formally and informally. Being an employee of the
Health Services Department for less than two years, this course will assist the employee in learning the
skills to develop new business contacts, relationships, and partnerships both within the leadership class and
the community. Leadership Dubuque prepares employees to become actively involved in leadership in the
community to enrich quality of life and shape the future. This course will develop knowledge, skills, and
confidence.
Relationship to Council Goals & Priorities: This will contribute City Council goals: Partnership for a Better
Dubuque: Building our Community that is Viable, Livable, and Equitable and Financially Responsible, High
Performance City Organization, Sustainable, Equitable, and Effective Service Delivery.
Related Cost: $ 1,495 Tax Funds Recurring Recommend -Yes
Property Tax Impact: $ 0.0006 0.01°/o 2 Years
Activity: Inspection - Food Establishments
6 of 6
This improvement request is for payment for elevated blood lead level (EBL) environmental home
inspections for children who are lead poisoned and meet the environmental health inspection protocol set
forth by the lowa Department of Public health (IDPH). Although the Health Services Department has a
Certified EBL Inspector, these inspections have been conducted by Housing and Community Development
Department Certified Lead Inspectors in the HUD Lead Healthy Homes Program. The inspectors in the HUD
Lead Paint Program do inspections regularly, maintain the equipment, and most of the time these properties
enroll in the HUD Lead Paint Grant Program to make the properties lead safe. However, occasionally the
property owner does not qualify for the HUD Lead Paint Program or chooses not to enroll and makes the
necessary repairs themselves. Since the inspectors conducting the inspections from the HUD Lead Paint
Program are funded by that grant program, other funds must be used to pay for these inspections. The
IDPH Childhood Lead Poisoning Prevention grant received annually by the Health Services Department
does not have the funds to cover all of this expense, therefore additional funding is needed.
Service Level Changes: Current services will be maintained but charged to the Health Services Department
Impact on City operations, impact on community: environmental, home lead inspections will be conducted in
a timely manner according to IDPH protocol and to assure children with elevated blood levels are in safe
environments
Relationship to City Council Goals & Priorities: Vibrant Community: Healthy & Safe, Livable Neighborhoods
and Housing: Great Place to Live, Partnership for a Better Dubuque: Building Our Community that is Viable,
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Livable, and Equitable
Related Cost: $ 1,815 Tax Funds Recurring Recommend -Yes
Property Tax Impact: $ 0.0007 0.01°/o
Activity: Animal Control
Significant Line Items
Employee Expense
1. FY 2023 employee expense reflects a 3.25% wage package increase.
2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged —%
from FY 2022 City contribution of 9.44%. The employee contribution of 6.29% is unchanged from FY
2022.
3. The City portion of health insurance expense increased from $1,086 in FY 2022 to $1,119 in FY 2023
per month per contract which results in annual increase of$2,400 or 3.04%.
4. Overtime expense is increased from $1,500 in FY 2022 to $7,079 in FY 2023. FY 2021 actual was
$2,610.
5. An additional increase in employee expense ($3,470) reflects the approved 0.14 FTE Public Health
Intern associated expense not included in prior year calculation.
Supplies & Services
6. Court Costs and Record Fees decreased from $29,933 in FY 2022 to $27,150 in FY 2023 based on FY
2021 actual of$24,892. Beginning January 1, 2016, the court requires the $95 filing fee for municipal
infractions to be paid up front by the City. The Court then enters judgment, and if a defendant if found
guilty, the defendant will pay a fine plus $95 in court costs and the Court will distribute the fine portion
and reimburse the City for the filing fee that was paid up front by the City. If a defendant is found not
guilty, the City will pay for the court costs using the $95 filing fee paid upfront instead of deducting the
$95 from the City's judgments, which was the process done by the Court previous to January 1, 2016.
Departments that file municipal infractions must budget the upfront filing fee and a portion of the amount
is reimbursed to the department going forward. The offsetting revenue is budgeted in lowa District Court
Fines and is $27,973 in FY 2023 . Due to time delay of reimbursements, the revenue received is more
than the expense.
7. Payments to OtherAgencies increased from $196,341 in FY 2022 to $203,308 in FY 2023 due to the
annual consumer price index increase on the Humane Society contract. The Consumer Price Index
(CPI) dictates the Humane Society contractual increase per year. The CPI is 5.4% over the last 12
months. The Humane Society contract has a maximum increase of 5.0% and it utilized to project a FY
2023 budget of$146,308. Most of these contracted services for animal control are expenses that the
City would have within its organization regardless of who provides the services. In addition, there is
$50,000 budgeted for Crescent Community Health Center patient health and wellness programming
operating expenses. There is also $7,000 budgeted for the Visiting Nurse Association to provide medical
case management of lead poisoned children, which is funded by the lowa Department of Public Health
grant.
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8. Bill Collection Services increased from $50,890 in FY 2022 to $52,756 in FY 2023 based on FY 2021
actual $52,756. This line item represents the amount paid to PetData Services for pet licensing.
9. Consultant Services decreased from $10,158 in FY 2022 to $9,055 in FY 2023 based on FY 2021 actual
$6,638. This line item represents vet services for after hour veterinarian calls. This line item is also used
for vet services for injured dogs or cats when the owner is unknown, rabies confinement of animals
when the owner is unknown, wild animal confinement, and neglect cases of animals when being held
waiting for a court appearance.
10. Conferences increased from $8,294 in FY 2022 to $10,549 in FY 2023. This line item includes
attendance to Race in the Heartland ($180), One National, Regional, & State Conference for the Public
Health Specialist ($3,750), lowa Public Health Association Conference ($1,924). The increase is to
provide for additional conferences on Current Public Health topics which are often reimbursed or paid in
full by an agency scholarship or grant ($3,500).
11. Education and Training increased from $11,289 in FY 2022 to $13,674 in FY 2023. This line item
represents public health and nursing continuing education ($350); National Animal Care & Control
Training forAnimal Control Officers ($6,000); lowa Department of Inspections and Appeals Training for
Sanitarians ($3,239); and Childhood Lead Poisoning Prevention Training and Lead and Healthy Homes
Training ($2,000) which is covered by a grant. Most trainings were cancelled for FY21 due to COVID, so
education and training for certifications will be necessary.
Machinery 8� Equipment
12. Equipment replacement items include ($5,390):
Health Administration
(1) Smart Phone $ 350
Desk/Chairs $ 2,900
Animal Control
(2) Body Cameras $ 1,790
Inspections
(1) Smart Phone $ 350
Total $ 5,390
Revenue
13. Dog and cat license revenue is unchanged from $262,923 in FY 2022 to $262,923 in FY 2023 based on
FY 2022 budget. This projection for the budget year remains the same as FY 2022 due to past history of
fees remaining level for the first year of a fee increase.
14. Business license revenue is unchanged from $143,528 in FY 2022 to $143,528 in FY 2023 based on FY
2022 budget.
15. Weed enforcement decreased from $3,426 in FY 2022 to $0 in FY 2023. This decrease is due to
enforcement of overgrown grass &weed complaints moving to Housing and Community Development
($-3,426).
16. lowa District Court Fines increased from $25,000 in FY 2022 to $27,973 in FY 2023. FY 2021 actual
was $27,248. This revenue represents the reimbursement of the cost of Court Costs and Record Fees
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for municipal infractions fee paid up front by the City and then reimbursed to the City by the Court. The
reduction of this revenue can be attributed to fewer citations issued and processed during the pandemic.
17. Swimming pool inspection revenue is unchanged from $10,000 in FY 2022 to $10,000 in FY 2023. This
is based on FY 2022 due to a decreased number of opened pools that impacted FY 2021 actual
revenue.
Miscellaneous
18. The Animal Control activity is 66.7°/o self-supporting in FY 2023 versus 69.0% self-supporting in FY
2022.
19. The Inspection of Food Establishments activity is 67.0% self-supporting in FY 2023 versus 75.0% self-
supporting in FY 2022.
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HEALTH SERVICES
Public Health provides an effective service to protect, maintain and promote the physical health,
environmental health and well-being of the citizens of the community.
SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE
LEADING TO OUTCOMES
Planning
The Dubuque County Community
Health Needs Assessment and
Health Improvement plan is a
community-wide effort to assess
People the community's health needs and
The Health Services Department decide how to meet them.
strives to respond to conditions
that affect the overall health of the The Dubuque County Health Care
community in a timely manner. Preparedness Coalition is a multi-
disciplinary partnership that
assesses jurisdictional risk and
responds cohesively to public
health incidents and
emergencies.
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Partnerships
Partnerships allow public health to perform its activities in an effective, efficient, and inclusive
manner. Some partners include the Crescent Community Health Center, lowa Department of Public
Health, Dubuque Community Schools, Dubuque Visiting Nurses Association, Dubuque County
Health Department, MercyOne Dubuque, Unity Point Health/Finley Hospital, The Community
Foundation of Greater Dubuque, local health care providers, and many others.
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HEALTH SERVICES
FY 2021 FY 2022 FY 2023
Full-Time Equivalent 6.14 6.14 6.14
Resources and Property Tax Support
$600,000
$400,000 �
$200,000
$0
Operating Revenue State Grant Property Tax Support
� FY 2021 FY 2022 FY 2023
The Health Department is supported by 6.14 full-time equivalent employees, which accounts for
60.98% of the department expense as seen below. Overall, the departments' expenses are expected to
increase by 5.54% in FY 2023 compared to FY 2022.
Expenditures by Category by Fiscal Year
$514,68
Employee Expense $555,383
$332,525
Supplies and Services $363,236
$373,684
$2,753
Machinery and Equipment $1,800
$5,390
$0 $100,000 $200,000 $300,000 $400,000 $500,000
FY 2021 FY 2022 � FY 2023
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HEALTH SERVICES
Administration/Community Health
Mission & Services
Community Health provides assessment, assurance, and policy development to address public health
problems and issues in the community. The Health Services Department works with the Dubuque
County Board of Health to carry out public health essential services necessary for an effective public
health system. Responsibilities include evaluating, reviewing, and updating animal, noise, nuisance,
sewer, refuse, and food ordinances, polices and workflows enforced by the Health Department.
Health Administration/Community Health Funding Summary
FY 2021 Actual FY 2022 Budget FY 2023 Requested
Expenditures $283,192 $272,595 $288,104
Resources $7,020 $9,468 $9,482
Health Administration/Community Health Position Summary
FY 2023
Public Health Specialist 1.00
Public Health Intern 0.14
Account Clerk 1.00
Total Full-Time Equivalent Employees 2.14
Performance Measures
City Council Goal: Vibrant Community: Healthy and Safe
� Dept. Objective: Ensure accessibility and quality of primary care and population-based health
services.
Performance Measure KPI Tar et FY 2019 FY 2020 FY 2021 Performance
� � g Actual Actual Estimated Indicator
Crescent Community Health Center total g057 6370 7043 8216 �
patients served
% patients served at or below 100% of �
poverty level of total demographic in 56% 58% 66°/o 43% �
Dubuque
% of patients served without insurance 30°/o 48% 53% 48% �
City Council Goal: Vibrant Community- Healthy & Safe
2 Dept. Objective: Maintain a Childhood Lead Poisoning Prevention Program
% of children with elevated blood lead <1% 0.9% N/A 1.2% C��
levels
City Council Goal: Partnerships for a Better Dubuque
3 Dept. Objective: Mobilize community partnerships to identify and investigate public health problems
and emerging issues
Communic �
Annual review, maintenance and 1 section or Risk Risk
demonstration (exercising)of Public Health exercise/ ation & Communic Communicatio _
Emergency Response Plan sections year notification ation n
drill
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HEALTH SERVICES
Environmental Health
Mission & Services
Environmental Health promotes a safe and healthy environment by assuring sanitary conditions and
practices in accordance with municipal public health and environmental ordinances, codes and
regulations. Responsibilities include responding to complaints, inspecting pools, spas, tanning, and
tattoo facilities, and inspecting and licensing food establishments, stands, and mobile units, while
assuring compliance with codes and regulations.
Food Inspection/Environmental Health Funding Summary
FY 2021 Actual FY 2022 Budget FY 2023 Requested
Expenditures $204,315 $219,966 $236,657
Resources $150,715 $164,931 $158,503
Food Inspection/Environmental Health Position Summary
FY 2023
Environmental Sanitarian 2.00
Total Full-Time Equivalent Employees 2.00
Performance Measures
City Council Goal: Vibrant Community: Healthy & Safe
� Dept. Objective: Assure safe and sanitary public swimming pools, spas and tattoo facilities by
providing a minimum of one inspection per year within Dubuque County.
Performance Measure KPI Tar et FY20 FY21 FY 2022 Performance
� � g Actual Actual Estimated Indicator
#of closures of public pool/spa 0 0 0 1 a
2 Dept. Objective: All permanent and temporary food establishments, mobile food units and hotels/motels/inns
are inspected and licensed through a contract with the lowa Department of Inspections&Appeals.
#of new/change ownership food N/A 68 42 56 N/A
establishments
% of food service establishments that do Decrease by o 0 0 �
not have accessible or fully stocked hand 50�0 30/0 29/0 24/o
washing sink
3 Dept. Objective: Alleviate improper garbage/refuse storage and disposal and other public nuisances
through code enforcement.
# municipal infractions (Mls) issued for 25 23 NA* 20 _
nuisance violations.
*did not do nuisance in FY21 due to COVID
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HEALTH SERVICES
Overview
Animal Control enforces the City Animal Ordinance which provides for licensing of all cats and dogs, the
prohibition of dogs and cats running at-large within the city, inoculation of all dogs and cats against
rabies, investigation of animal bites and assurance of proper rabies confinement, prohibition of
harboring a vicious or potentially vicious animal or dangerous animal and prohibition of animals causing
serious disturbance or nuisance.
Animal Control Funding Summary
FY 2021 Actual FY 2022 Budget FY 2023 Requested
Expenditures $388,767 $427,858 $446,676
Resources $274,365 $295,072 $298,078
Animal Control Position Summary
FY 2023
ANIMAL CONTROL OFFICER 2.00
Total Full-Time Equivalent Employees 2.00
Performance Measures
City Council Goal: Vibrant Community: Healthy 8� Safe
� Dept. Objective: Respond to and abate the problems and nuisances of cats and dogs.
Performance Measure KPI Tar et FY20 FY21 FY 2022 Performance
� � g Actual Actual Estimated Indicator
#of citations issued for violations of Animal N/A 39 54 60 N/A
Control ordinance
2 Dept. Objective: Control the spread of rabies among and between animals.
#of Pet Licenses sold 11,000 10,858 11,736 12,111 �
#of citations for failure to license a pet 1,700 925 924 1,200 �
3 Dept. Objective: Assess and evaluate animal bites, injuries and attacks for determining potentially
vicious and vicious animal declarations.
#of animal bites N/A 218 177 200 N/A
City Council Goal: Partnerships for a Better Dubuque
4 Dept. Objective: Provide shelter for dogs, cats and other animals without homes in Dubuque.
Maintain agreement with Dubuque Improving New Under Under �
Regional Humane Society Agreement contract contract
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Recommended Operating Revenue Budget - Department Total
17-HEALTH SERVICES
FY20 Actual FY21 Actual FY22 Adopted FY23 Recomm'd
Fund Account Account Title Revenue Revenue Budget Budget
100 42105 BUSINESS LICENSES 143,528 137,445 143,528 143,528
100 42120 ANIMAL LICENSES 173,968 241,314 262,923 262,923
100 42125 CAT LICENSES 14,532 0 0 0
100 42169 TATTOO LICENSES 1,208 3,500 3,000 3,250
100 42235 REFUSE HAULING PERMITS 0 1,600 775 825
100 42325 SWIMMING POOL INSP.FEES 3,394 7,783 10,000 10,000
100 42330 ANIMAL iMPOLJNDMENT FEES 8,074 5,970 8,074 8,074
42 LICENSES AND PERMITS -Total � 344,704 397,612 � 428,300 � 428,600
100 45701 STATF.GRANTS 11,340 6,610 8,802 8,802
45 STATE GRANTS -Total � 11,340 6,610 � 8,802 � 8,802
100 51178 CREDIT CARD FEE 36 0 0 0
100 51215 LATE PAYMENT PENALTY 75 0 75 0
100 51987 WEED CUTTING CHARGES 3,426 0 3,426 0
51 CHARGES FOR SERVICES -Total 3,537 0 3,501 0
100 53201 REFUNDS 158 0 158 0
100 53403 lA DISTRICT COURT F1NES 33,406 27,248 25,000 27,973
100 53620 RF.iMBURSF.MF.NTS-GF,NERAL 3,202 630 3,202 188
100 53625 REIMBURSEMENTS-TRAINING 508 0 508 500
53 MISCELLANEOUS -Total 37,274 27,878 28,868 28,661
HEALTH SERVICES -Total 396,854 432,100 469,471 466,063
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Recommended Operating Expenditure Budget - Department Total
17-HEALTH SERVICES
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 61010 FULL-TIME EMPLOYEES 263,203 342,878 404,599 424,456
261 61010 FULL-TIME EMPLOYEES 25,622 (18,379) 0 0
100 61020 PART-TIME EMPLOYEES 49,760 37,197 0 0
100 61030 SEASONAL EMPLOYEES 10,759 (79) 0 3,470
100 61050 OVERTIME PAY 3,061 5,057 1,500 7,079
261 61050 OVERTIME PAY 2,742 (2,447) 0 0
100 61070 HOLIDAY PAY 0 0 919 1,162
100 61084 ISOLATION ORDER 0 721 0 0
100 61091 SICK LEAVE PAYOFF 3,292 0 0 0
100 61092 VACATION PAYOFF 7,634 0 0 0
100 61096 50%SICK LEAVE PAYOUT 1,238 1,649 1,238 1,649
100 61310 IPERS 30,623 36,642 38,425 41,274
261 61310 IPERS 2,700 (1,989) 0 0
100 61320 SOCIAL SECURITY 24,910 28,543 31,232 33,573
261 61320 SOCIAL SECURITY 2,094 (1,540) 0 0
100 61410 HEALTH INSURANCE 46,531 81,859 71,676 74,076
261 61410 HEALTH INSURANCE 2,447 (1,935) 0 0
100 61415 WORKMENS'COMPENSATION 5,685 6,211 5,307 4,847
100 61416 LIFE INSURANCE 228 316 349 277
261 61416 LIFE INSURANCE 29 (23) 0 0
100 61651 MEALS NO OVERNIGHT 10 0 0 0
100 61660 EMPLOYEE PHYSICALS 138 0 138 500
61-WAGES AND BENEFITS 482,707 514,681 555,383 592,363
100 62010 OFFICE SUPPLIES 866 983 1,329 1,342
100 62011 LTNIFORM PURCHASES 257 1,643 930 1,000
100 62030 POSTAGE AND SHIPPING 7,843 5,245 8,538 7,943
100 62031 PROCESSING MATERIALS 25 0 25 25
100 62061 DP EQUIP.MAINT CONTRACTS 8,654 9,532 9,532 9,731
100 62063 SAFETY RELATED SUPPLIES 120 172 122 176
100 62067 ANIMAL CONTROL SUPPLIES 135 1,037 1,338 500
100 62090 PRINTING&BINDING 743 3,502 3,558 3,948
100 62ll0 COPYING/REPRODUCTION 513 433 672 761
100 62130 LEGAL NOTICES&ADS 1,288 429 1,787 1,656
100 62170 SUBSCRIPTIONS-BOOKS-MAPS 0 0 221 221
100 62190 DUES&MEMBERSHIPS 660 945 989 1,370
100 62204 REFLTNDS 242 347 350 350
100 62208 GENERAL LIABILITY INSURAN 3,957 4,088 4,320 4,172
100 62230 COURT COSTS&RECORD FEES 28,393 24,892 29,933 27,150
100 62310 TRAVEL-CONFERENCES 3,914 0 8,294 10,549
100 62320 TRAVEL-CITY BUSINESS 609 311 721 1,259
100 62340 MILEAGE/LOCAL TRANSP 8 103 ll8 175
100 62360 EDUCATION&TRAINING 5,836 992 ll,289 13,674
100 62421 TELEPHONE 4,076 4,173 4,076 4,214
100 62424 RADIO/PAGER FEE 316 3,014 323 320
100 62436 RENTAL OF SPACE 1,848 2,046 2,046 2,262
100 62511 FUEL,MOTOR VEffiCLE 2,184 2,246 2,722 2,994
100 62521 MOTOR VEHICLE MAINT. 1,425 2,436 2,488 2,485
100 62528 MOTOR VEH.MAINT.OUTSOUR 200 83 1,030 1,030
-17-
Recommended Operating Expenditure Budget - Department Total
17-HEALTH SERVICES
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 62614 EQUIP MAINT CONTRACT 26 26 26 26
100 62663 SOFTWARE LICENSE EXP 164 35 165 150
100 62666 CREDIT CARD CHARGE 61 1,092 1,400 0
100 62667 DATA SERVICES 648 662 432 1,848
100 62668 PROGRAM EQUIP/SUPPLIES 954 789 650 789
100 62671 MISC.OPERATING SUPPLIES 0 0 500 500
100 62683 FIELD OPERATIONS SUPPLIES 124 307 285 307
100 62716 CONSULTANT SERVICES 10,158 6,638 10,158 9,055
100 62725 BILL COLLECTION SERVICES 50,890 52,756 50,890 52,756
100 62727 FINANCIAL SERVICE FEES 600 600 600 600
100 62732 TEMP HELPCONTRACT SERV. 0 2,383 2,998 2,998
100 62736 CATERING SERVICES 131 0 225 225
100 62761 PAY TO OTHER AGENCY 141,481 196,826 196,341 203,308
100 62780 HAULING SERVICES 1,037 1,054 1,815 1,815
100 62781 LAWN CARE SERVICES 0 704 0 0
62-SUPPLIES AND SERVICES 280,385 332,525 363,236 373,684
100 71ll0 MISC.OFFICE EQUIPMENT 7 0 0 0
100 71ll8 PROJECTOR/CAMERA 1,352 0 0 1,790
100 7ll20 PERIPHERALS,COMPUTER 0 473 0 0
100 7ll22 PRINTER 99 0 0 0
100 7ll24 COMPUTER 0 2,191 0 0
100 71211 DESKS/CHAIRS 1,059 0 750 2,900
100 72418 TELEPHONE RELATED 41 89 1,050 700
71-EQUIPMENT 2,559 2,753 1,800 5,390
17-HEALTH SERVICES TOTAL 765,651 849,960 920,419 971,437
-18-
Recommended Expenditure Budget Report by Activity & Funding
Source
17-HEALTH SERVICES
HEALTH SERVICES ADMINISTR- 17100
FUNDING SOURCE: MEDIA SERVICE
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
WAGES AND BENEFITS (26,314) 0
CDBG CARES ACT �26,3ta� 0 0
EQUIPMENT 124 750 3,250
SUPPLIF.S AND SF,RVICF.S 32,776 14,389 13,917
WAGES AND BENEFITS 151,075 132,992 137,246
HEALTH SERVICES ADMINISTR 183,974 148,131 154,413
ANIMAL CONTROL -17200
FUNDING SOURCE: GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 2,629 700 1,790
SUPPLIES AND SERVICES 241,770 258,457 262,090
WAGBS AND BF,NEFiTS 144,368 168,701 182,796
ANIMAL CONTROL 388,767 427,858 446,676
INSP.-FOOD ESTBLMNTS - 17300
FUNDING SOURCE: GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT - 350 350
SUPPLIES AND SERVICES 20,302 27,491 32,053
WAGES AND BENEFITS 184,013 192,125 204,254
INSP.-FOOD ESTBLMNTS 204,315 219,966 236,657
COMMUNITY HEALTH SERV. -17400
FUNDING SOURCE: GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
SUPPLiF.S AND SF.RVICF.S 25,865 52,657 55,309
WAGF,S AND BF,NEFITS 61,539 61,565 67,598
COMMUNITY HEALTH SERV. 87,405 ll4,222 122,907
LEAD PAINT PROGRAM -17500
FUNDING SOURCE: GENERAL
Account FY21 Actual Expense FY22 AdoPted Budget FY23 Recomm'd Budget
SUPPLIES AND SERVICES 11,813 10,242 10,315
WAGES AND BENEFITS 469
LEAD PAINT PROGRAM 11,813 10,242 10,784
HEALTH SERVICES TOTAL $849,960 $920,419 $971,437
-19-
CITY OF DUBUQUE , IOWA
DEPARTMENT DETAIL-PERSONNEL COMPLEMENT
17 HEALTH SERVICES DEPARTMENT
FY 2021 FY 2022 FY 2023
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 7700 GE-37 PUBLIC HEALTH SPECIALIST 1.00 97,912 1.00 99,360 1.00 102,582
100 7500 GE-32 ENVIRONMENTAL SANITARIAN 2.00 141,324 2.00 136,054 2.00 143,979
100 7400 GE-29 ANIMAL CONTROL OFFICER 2.00 114,270 2.00 119,428 2.00 126,530
100 225 GE-25 CONFIDENTIALACCOUNT CLERK 1.00 39,588 1.00 49,757 1.00 51,365
TOTAL FULL TIME EMPLOYEES 6.00 393,094 6.00 404,599 6.00 424,456
61030 Seasonal Employee Expense
100 PUBLIC HEALTH INTERN 0.14 0 0.14 0 0.14 3,470
TOTAL SEASONAL EMPLOYEES 0.14 0 0.14 0 0.14 3,470
TOTAL HEALTH SERVICES 6.14 393,094 6.14 404,599 6.14 427,926
-20-
CITY OF DUBUQUE,IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2021 FY 2022 FY 2023
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Health Services Administration-General Fund
--... .__......_..----�-�
10017100 61010 100 225 GE-25 CLERK 1.00 $ 39,588 1.00 $ 49,757 1.00 $ 51,365
10017100 61010 100 7700 GE-37 PUBLIC HEALTH SPECIALIST 0.50 $ 48,956 0.50 $ 49,680 0.50 $ 51,291
Total 1.50 $ 88,544 1.50 $ 99,437 1.50 $102,656
Community Health Services-FT General Fund
10017400 61010 100 7700 GE-37 PUBLIC HEALTH SPECIALIST 0.50 $ 48,956 0.50 $ 49,680 0.50 $ 51,291
Total 0.50 $ 48,956 0.50 $ 49,680 0.50 $ 51,291
Community Health Services-Seasonal General Fund
10017400 61030 100 NA-10 PUBLIC HEALTH INTERN 0.14 $ - 0.14 $ - 0.14 $ 3,470
Total 0.14 $ - 0.14 $ - 0.14 $ 3,470
Inspection of Food Est./Environmental-FT General Fund
10017300 61010 100 7500 GE-32 ENVIRONMENTAL SANITARIAN 2.00 $141,324 2.00 $ 136,054 2.00 $143,979
10017300 61010 100 7375 GE-27 ENVIRON.SANITARIAN ASST - $ - - -
Total 2.00 $141,324 2.00 $ 136,054 2.00 $143,979
Animal Control-FT General Fund
10017200 61010 100 7400 GE-29 ANIMAL CONTROL OFFICER 2.00 $114,270 2.00 $ 119,428 2.00 $126,530
Total 2.00 $114,270 2.00 $ 119,428 2.00 $126,530
TOTAL HEALTH SERVICES DEPT. 6.14 $393,094 6.14 $ 404,599 6.14 $427,926
-21-
Capital Improvement Projects by Department/Division
Health Services
CIP FY 20 Actual FY 21 Actual FY 22 Adopted FY 23 Recomm'd
Number Capital Improvement Project Title Expense Expense Budget Budget
2602778 CRF.SCF.NT HFALTH CENTFR 200,000 100,000
Health Services TOTAL 200,000 100,000 0 0
-22-
Library
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-24-
LIBRARY DEPARTMENT
FY 2021 FY 2022 FY 2023 Fro�m FY 022
Budget Highlights Actual Budget Requested Budget
Expenses
Employee Expense 2,283,002 2,665,902 2,730,555 2.4%
Supplies and Services 1,013,046 1,128,433 1,197,754 6.1%
Machinery and Equipment 59,494 81,259 67,472 -17.0%
Subtotal 3,355,542 3,875,594 3,995,781 3.1%
Debt Service 309,455 226,591 225,380 -0.5%
Total Requirements 3,664,997 4,102,185 4,221,161
Resources
Library Gift Trusts 66,365 77,402 35,650 -53.9%
Sales Tax 20% for Debt Abatement 22,528 19,741 19,380 -1.8%
TIF Revenue for DebtAbatement 202,400 206,850 206,000 -0.4%
Operating Revenue 58,717 39,805 53,361 34.1%
Total Revenue 350,010 343,798 314,391 -8.6%
Property Tax Support 3,314,987 3,758,387 3,906,770 148,383
Percent Increase (Decrease) 3.9%
Percent Self Supporting 1.8 % 1.0 % 1.3 %
Personnel -Authorized FTE 35.64 35.64 35.15
Improvement Package Summary
1 of 2
This improvement request is for a part time (0.50 FTE) Marking Coordinator position in the Admin
Department. The Library's mission is to improve the quality of life by providing resources for individual
enjoyment, enlightenment, knowledge, and that enhance the literacy of youth. Libraries are consistently
struggling to fight through the noise to reach community members and share all the fabulous resources
available to them at their public library. Employing a part-time marketing coordinator that is skilled and
trained to engage our citizens via social media, engage with staff to share resources with the community
using a focused, consistent message and brand is a top priority. Previously, a marketing firm was used,
with uninspiring results. Having a dedicated staff member in a permanent, general fund position and not
on a temporary contract is a top priority for the Library Board of Trustees. The Library Board of Trustees
has previously approved the temporary contract to provide these skills to our community through gift
funds. To assure longevity and stability in the position the Carnegie-Stout Board of Trustees has a goal
to see the position funded via the general fund. This would also free up gift funds to use for items that
can impact the community in different ways. The request supports the City Council Goals of Diverse
Arts, Culture, Parks, and Recreation Experiences and Activities by providing a consistent voice and
brand for the Carnegie-Stout Public Library, the City of Dubuque, and sharing the wealth of resources
and activities our residents can enjoy.
Related Cost: $ 35,304 Tax Funds Recurring Recommend - No
Property Tax Impact: $ 0.0139 0.14%
Activity: Library Administration
-25-
2 of 2
This improvement request is for a full-time position in the Information Technology Activity focusing on
Maker Space programming and outreach. The Information Technology Activity oversees the collection in
the Maker Space and facilitates public use during all Library hours as well as planned programs. The
Library's mission is to improve the quality of life by providing resources for individual enjoyment,
enlightenment, knowledge, and that enhance the literacy of youth. The Information Technology Activity
currently serves this goal with two part-time Library Assistant (GE-25) positions in the Maker Space. The
Maker Space collection includes high-tech equipment that is out of reach for most patrons but can be
accessed and trained on in the Library. However, current staffing levels leave the space unattended for
34°/o of Library hours and limits our ability to provide off-site programs. The situation is compounded with
the high level of skill that is needed to service and instruct patrons on the use of the equipment. The
part-time positions do not attract applicants with the skills already and training takes over a year.
Historically part-time staff leave the position not long after their training is complete starting the cycle
over.As a result, the Maker Space has spent most of its existence without fully trained staff.
Transitioning the two Library Assistants (GE-25) part-time 20 hour positions to one full-time Lead Library
Assistant (GE-27) position would provide an anchor of knowledge in the space while reaching the goal of
full staffing. With these hours available and the ability to retain talent we would be able to increase our
monthly programs for patrons to at least 36 and would enable us to engage in off-site programs and
outreach. This position would also free up time in the Information Technology Activity, which would be
used to offer at least 24 more general technology courses for continuing education. There is a
reoccurring cost increase and additional budget impact of$26,420 in creating this new GE-27 Library
Lead Assistant full-time position with Health Benefits and eliminating the two GE-25 Library Assistant
part-time positions. This request supports the City Council Goals of Diverse Arts, Culture, Parks, and
Recreation Experiences and Activities, as well as being a High-Performance City Organization.
Related Expense: $ 81,382 Tax Funds Recurring Recommend -Yes
Related Savings: $ 54,962
Net Cost: $ 26,420
Property Tax Impact: $ 0.032 0.33%
Activity: Information Technology
Significant Line Items
Employee Expense
1. FY 2023 employee expense reflects a 3.25% wage package increase.
2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2022 The employee contribution of 6.29% is unchanged from FY 2022.
3. The City portion of health insurance expense increased from $1,086 in FY 2022 to $1,119 in FY
2023 per month per contract which results in annual increase of$20,852 or 3.04%.
4. 50°/o Sick Leave Payout increased from $3,669 in FY 2022 to $5,882 in FY 2023 based on FY
2021 actual. Effective July 1, 2019, employees over the sick leave cap can convert 50% of the
sick leave over the cap to vacation or be paid out.
5. Overtime is unchanged from $27,299 in FY 2022 to $27,299 in FY 2023. FY 2021 actual was
$6,944.
-26-
6. In FY 2022, two part-time Library Assistants were moved from Circulation to Information
Technology (1.0 FTE) to meet the increased demand for Maker's Space services. In FY 2023,
those positions are being returned to their previous activities.
Supplies 8� Services
7. Data Processing Equipment Maintenance Contracts increased from $85,609 in FY 2022 to
$104,561 in FY 2023. FY 2021 actual was $103,028. The items included are as follows:
% Change
Fiscal Year FY 2023 From FY 2022
Contract 2022 Budget Requested Budget
Overdrive Platform for Digital Material $ 6,120 $ 6,319 3.25 %
Websense Spam Filter (65 Licenses) $ 1,625 $ 1,625 - %
Talking Tech Maintenance $ 4,500 $ 4,500 - %
Techlogic Hardware & Software $ 8,514 $ 2,300 (72.99)% (a)
Sophos Firewall Maintenance $ 3,051 $ 3,051 - %
Bywater ILS Support & Development $ 28,600 $ 28,000 (2.10)%
Catalog Updates $ 2,112 $ 2,112 - %
Security System Patches/Updates $ 2,631 $ 2,631 - %
Globalcom Security Contract $ 1,200 $ 1,800 50.00 % (b)
GO Daddy Accounts 600 1,500 150.00 % (c)
PC Res Upgrades 7,199 (d)
Envisionware Internet Management 3,300 - (100.00)% (e)
VM Ware $ 4,870 $ 4,774 (1.97)%
Network Support $ 6,936 $ 11,922 71.89 % (f)
Website Maintenance $ 5,600 $ - (100.00)% (g)
Infrastructure Switches Support $ 9,360 $ 22,860 144.23 % (h)
Various Small Contracts $ 1,086 $ 1,086 - %
Veritas Backup Solution $ 1,468 $ 145 (90.12)% (i)
Envisionware Credit Card Fees $ 1,188 $ 537 (54.80)%
Meraki Wireless Gateway $ 1,818 $ 2,200 21.01 %
GoToMyPC License $ 75 $ - (100.00)%
Total $ 94,654 $ 104,561 22.14 %
(a)Techlogic Hardware and Software decrease based on renegotiating the contract and dropping
maintenance fees on a few products no longer needed.
(b) Globalcom Security Contract fees increased due to an increase in security cameras.
(c) GoDaddy increase due to new SSL certifications for Dubuque Wiki, The Bridge reading site,
and the Carnegie Stout website.
(d) PC Res Upgrades is new and required since the current vendor is no longer updating
software. TBS will se servicing the library's needs.
(e) Envisionware Internet Management decrease due to switching to TBS
(f) Network Support - includes Faronics, library calendar, Remote PC, Proquest, Plimus, Adobee,
and Avast Cloudcare
(g) Website Maintenance contract was discontinued and maintenance is now being done by City
staff.
(h) Infrastructure switches support increased due to quoted cost to support SAN replacement.
Cost includes barcode switch and set up, MC upgrades, and SAN support.
(i) Veritas Backup Solution decreased based on savings from available discount.
-27-
8. Office Supplies increased from $18,746 in FY 2022 to $20,203 in FY 2023. Increases due to
needing new library cards in FY 2023.
9. Postage decreased from $19,749 in FY 2022 to $19,024 in FY 2023 based on FY21 budget.
10. Electricity increased from $83,217 in FY 2022 to $84,465 in FY 2023 based on FY 22 budget
plus (1.5°/o)%. Reviewed prior three years usages for projected expenses.
11. Gas increased from $24,906 in FY 2022 to $25,372 in FY 2023 based on FY 2019 actual plus
8.6%. Reviewed prior three years usages for projected expenses.
12. Speakers and Programs increased from $17,229 in FY 2022 to $18,585 in FY 2023 based on
FY 2021 Adopted Budget.
13. Property Maintenance increased from $30,793 in FY 2022 to $34,280 in FY 2023 based on FY
2021 plus 5°/a
14. HVAC Maintenance decreased from $22,918 in FY 2022 to $18,478 in FY 2023 based on FY
2021 actual.
15. Library Video Materials unchanged from $66,470 in FY 2022 to $66,470 in FY 2023 based on FY
2022 Budget.
16. Data Processing increased from $29,276 in FY 2022 to $30,413 in FY 2023 based on FY 2021
actual plus 5%.
17. Property Insurance increased from $30,748 in FY 2022 to 33,661 in FY 2023 based on an
expected increase of 9.47%
18. Temporary Help Contract Services increased from $17,678 in FY 2022 to $28,050 in FY 2023.
This line item represents the time having an Americorps member work in outreach in children's
services. Funds have not been fully expended in years past, but expect to do so in FY2023.
19. Online Information Service increased from $52,262 in FY 2022 to $74,845 in FY 2023 based on
FY 2021 of$64,500. This line item includes subscriptions to informational databases, online
newspapers and periodicals, one subscription to Ingram Library Service software to assist with
the selection and acquisition of new material, and one subscription to the homework help
database "Tutor.com."
20. Library materials, excluding materials purchased by Library trust funds, increased from $426,214
in FY 2022 to $434,567 in FY 2023. Library materials are budgeted as follows:
-28-
Change
Fiscal Year Fiscal Year From FY
FY 2021 2021 2022 FY 2023 2022
Library Materials Actual Budget Budget Requested Budget
Books $ 199,421 $ 202,276 $ 213,639 $ 213,639 - %
Book Club $ 2,958 $ 2,114 $ 2,135 $ 2,135 - %
Audiobooks $ 74,496 $ 71,580 $ 82,368 $ 85,580 3.90 %
e-Books $ 57,581 $ 46,083 $ 52,223 $ 57,243 9.61 %
Continuations $ 12,664 $ 33,187 $ 35,677 $ 35,677 - %
Periodicals $ 34,220 $ 35,979 $ 40,172 $ 40,293 0.30 %
Total 381,340 391,219 426,214 434,567 1.96 %
The library reviews the total materials budget when purchasing and budgeting for the various
formats of material and allocates the funds to meet demand. The Library and Trade Book
Almanac (formerly The BowkerAnnual) and School Library Journal publishes a library materials
price index each year. In planning for Fiscal Year 2023, hardcover books are projected to
increase 1.5% for Adult and 6.14% for children, mass market paperback books are projected to
increase 1.5%, library binding is projected to increase 25.74%, e-Books are projected to increase
6.5%, CD audio books are projected to increase 6.5%, serials/continuations are projected to
increase 6%, periodicals are projected to increase 6.7%, and graphic novels/comics are
projected to decrease 4%.
21. General Library Trust expense decreased from $77,402 in FY 2022 to $35,650 in FY 2023. The
balance of the Expendable Library Gift Trust Fund as of October 31, 2021 was $1,109,732.
The breakout of the balance by each Expendable Library Gift Trust Fund is as follows:
10/31/2021
Library Gift Trust Balance
General Gift Trust $ 128,278
Walton Gift Trust $ 7,428
Maker Space Gift Trust $ 114
Mutschler Gift Trust $ 973,912
Total $ 1,109,732
Library Trust expenses budgeted include:
Library Trust Fund Budget FY 2022 FY 2023
Part-Time Marketing Coordinator $ 33,300 $ - *
Workers Compensation $ 71 $ 56
Office Supplies $ 500 $ 6,870
Printing & Binding $ 1,276 $ 1,072
Copying $ 800 $ -
Program Supplies $ 4,357 $ 4,558
Speakers/Programs $ 8,000 $ 8,000
Promotion $ 6,000 $ 6,000
Online Info Service $ 6,000 $ 6,000
Library Books $ 1,000 $ 1,000
Property Maintenance $ 4,000 $ -
Office Equipment $ 750 $ -
-29-
Library Trust Fund Budget FY 2022 FY 2023
Tablet $ 400 $ —
Software $ 500 $ —
Computer $ 8,000 $ —
Catering $ 2,000 $ 2,000
Sales Tax $ 448 $ 94
Total $ 77,402 $ 35,650
* Part-time Marketing Coordinator is a two-year position thru Fiscal Year 2021. A
continuation of that position is being requested in FY 2023
Machinery & Equipment
22. Equipment replacement items include ($67,472):
Administration
Microwave $ 300
Chairs $ 900
(2) Desk phones $ 500
Adult Services
Chairs $ 4,500
Laminator $ 3,100
Circulation Services
Book Carts (9) $ 1,000
Information Technoloav
Security Cameras (7) and DVR $ 7,400
Coin Op - Copy Machine $ 2,545
Tech Logic Security Gate $ 20,000
Analog DVR $ 9,500
Technical Services
Book Carts (2) $ 400
Label Printer for Barcodes $ 390
Maintenance Services
Lighting Equipment (151) $ 2,718
Water Cooler $ 4,000
Side Chairs $ 10,219
Total Equipment $ 67,472
-30-
Debt Service
23. FY 2023 annual debt service includes the following ($225,380)
Final Call
Amount Debt Series Source Purpose Payment Date
$ 206,000 2016B GDTIF Renovation 2023 2023
,
$ 4,087 2019C Sales Tax 20% Improvements 2027 2022
,
$ 15,293 2021A(2012E) Sales Tax 20% Improvements 2027 2019
$ 225,380 Total Library Annual Debt Service
Revenue
24. Book Fines increased from $600 in FY 2022 to $10,600 in FY 2023 and is based on FY2021
actual. For FY 2023, this line item is budgeted to include damaged and lost items which were not
previously budgeted.
25. Nonresident Fees increased from $18,000 in FY 2022 to $24,603 in FY 2023 based on State
legislature limits.
26. Copy Services Charges decreased from $12,000 in FY 2022 to $8,100 in FY 2023. There is an
expectation that this revenue will decrease as more patrons use electronic devices.
27. County Payments increased from $2,300 in FY 2022 to $3,500 in FY 2023. This line item
represents proceeds from the 28E agreement to provide library services to communities in the
county that do not have libraries and are not covered by the County Library. The amount is
based on circulation and a base.
Miscellaneous
28. The Library is 1.3% self-supporting in FY 2023 as compared to 1.0% self-supporting in FY 2022.
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-32-
CARNEGIE-STOUT PUBLIC LIBRARY
The Carnegie-Stout Public Library strives to improve the quality of life by providing resources that
enhance and contribute to individual enjoyment, enlightenment, knowledge and that enhance the literacy
of youth.
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AG�uI#SerYl��g Y��#h5.�ryi{�S MatCrl,l�h�k4u[ pyPm�sSin�S�rvlr�s iPflli50l[i1�SPN�iPi �p3�xri�u#ipo�f
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SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE
LEADING TO OUTCOMES
People: Library staff members provide outreach through the delivery of materials to homebound
residents, residential care facilities, nursing homes, Elm Street Correctional facility, and through the
Bicycle Library. Services are provided at the Boys and Girls Club, Jefferson, Washington, and Eleanor
Roosevelt Middle Schools, the Multicultural Family Center, and at pop-up locations via the Bike Library.
Planning: The Library Board will create a new strategic plan, which will be implemented in FY 2021
Partnerships:
• Educational organizations: Dubuque Community School District, local colleges and universities
and the public libraries in Dubuque County.
• Community non-profit organizations: Boys and Girls Club, Family History Center,AmeriCorps,
AARP Foundation, lowa Workforce Development, Quilts of Valor Foundation, Parents as
Teachers, and more.
• Local businesses: Hy-Vee grocery stores, Kennedy Mall, KDTH Radio, Sedona Staffing, local
credit unions and banks, and many retail businesses.
-33-
CARNEGIE-STOUT PUBLIC LIBRARY
FY 2021 FY 2022 FY 2023
Full-Time Equivalent 35.64 35.64 35.15
Revenue and Property Tax Support
$3,600,000
$3,300,000
$3,000,000
$2,700,000
$2,400,000
$2,100,000
$1,800,000
$1,500,000
$1,200,000
$900,000
$600,000
$300,000
$0
�bca�G\{��c�s�s a'�20°I°{ocOe�� e�er�e{o�Oeb� eta��rg�eJerJe e�y�a�s�ppo�
�- Sa�es� .��F� OP QCoP
■ FY 2021 FY 2022 FY 2023
The Carnegie-Stout Public Library is supported by 35.15 full-time equivalent employees, which accounts
for 64.69% of the department expense as seen below. Overall, the department expenses are expected to
increase by 2.90% in FY 2023 compared to FY 2022.
Expenditures by Category by Fiscal Year
$2,283,002
Employee Expense $2,665,902
$2,730,555
$1,013,046
Supplies and Services $1,128,433
$1,197,754
$59,494
Machinery and Equipment $81,259
$67,472
$309,455
Debt Service $226,591
$225,380
$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000
FY 2021 FY 2022 � FY 2023
-34-
CARNEGIE-STOUT PUBLIC LIBRARY
Adult Services
Mission & Services
Provides and promotes Library services and collections for adult citizens of Dubuque for the purpose of
supplying information, encouraging recreational reading, listening and viewing, and enhancing intellectual
development.
Adult Services Funding Summary
FY 2022 FY 2023
FY 2021 Actual Budget Requested
Expenditures $1,530,320 $1,786,691 $1,848,260
Resources $2,585 $2,375 $2,585
Adult Services Position Summary
FY 2023
Librarian I -FT 4.00
Librarian I -PT 0.07
Library Director 1.00
Librarian II 1.00
Library Aide- FT 4.00
Library Aide- PT 1.00
Administrative Assistant 1.00
Custodian 0.13
Clerical Assistant 0.25
Confidential Account Clerk 0.63
Total FT Equivalent Employees 13.08
Performance Measures
� Activity Objective: Provide users with convenient access to information, services, and entertainment through
technology.
Performance FY 2019 FY 2020 FY 2021 FY 2022 Performance
Measure (KPI) Target Actual Actual Actual Estimated Indicator
#of electronic informational g5,000 85,873 95,000 236,586 200,000 �
resources accessed
Total internet and 108,000 107,583 108,00 77,847 80,000 ���
wireless use
2 Activity Objective: Provide materials that are relevant to the needs and interests of library users and the
community + a wide range of informational/recreational programs to interest adults.
#of check outs of
digital materials (e-
books, e-audio, 115,000 85,356 120,059 118,621 115,000 �
streaming video,
music)
#of attendees to 4,600 4,604 4,300 999 2,500 a
programs
#of programs held for 130 138 65 57 45 a
adults
-35-
CARNEGIE-STOUT PUBLIC LIBRARY
Youth Services
Mission & Services
Provides and promotes Library services and collections for youth ages 0-17 to enhance early childhood
literacy, encourage lifelong reading, and meet the informational and recreational needs for children and
young adults.
Youth Services Funding Summary
FY 2021 Actual FY 2022 Budget FY 2023 Requested
Expenditures $420,288 $619,535 $658,895
Resources $0 $0 $0
Youth Services Position Summary
FY 2019
Librarian II 1.00
Administrative Assistant 1.00
Library Aide-FT 2.00
Library Aide-PT 0.69
Library Clerk 2.57
Total FT Equivalent Employees 7.26
Performance Measures
� Activity Objective: Provide new informational and recreational material to youth to increase enjoyment of
reading while maintaining and enhancing literacy skills.
Performance Measure(KPI) Target FY 2019 FY 2020 FY 2021 FY 2022 Performance
Actual Actual Actual Estimated Indicator
#of children's items checked out 145,000 139,870 145,645 147,217 145,000 �
#of young adult materials checked out 13,500 11,072 13,000 12,968 12,000 C��
City Council Goal: Partnerships for a Better Dubuque
2 Activity Objective: Partner with other agencies to bring library programs to underserved youth.
#of programs provided to area child care 160 165 150 108 100 a
centers through Americorps
#of programs delivered for Leadership 24 21 24 0 0 C��
Enrichment After-School Program (LEAP)
-36-
CARNEGIE-STOUT PUBLIC LIBRARY
Materials Check-Out and Distribution
Mission & Services
Enable residents of Dubuque to apply for and receive a library card and to borrow materials in an
atmosphere of courteous and friendly attentiveness, maintain the borrower records for the Library, and
provide outreach to facilities with home-bound residents.
Materials Check-Out Funding Summary
FY 2022 FY 2023
FY 2021 Actual Budget Requested
Expenditures $853,073 $880,996 $925,810
Resources $56,132 $37,430 $50,776
Materials Check-Out Position Summary
FY 2023
Circulation Manager 1.00
Library Lead Assistant 0.63
Custodian - FT 1.00
Custodian-PT 0.13
Clerical Assistant 0.25
Library Assistant 6.30
Library Clerk 1.00
Total FT Equivalent Employees 10.31
Performance Measures
� Activity Objective: Accurately maintain library materials and records so every library user may fully enjoy all
available resources 8� improve on-time returns.
Performance Measure(KPI) Target FY 2019 FY 2020 FY 2021 FY 2022 Performance
Actual Actual Actual Estimated Indicator
#of items available for library users 255,000 254,057 255,000 183,553 185,000 [��
#of registered borrowers (as % of 41,000 44,205 41,000 40,152 42,000 [y�
population) (71%) (75%) (71%) (69%)
% of checked out items returned late 18% 19% 20% 25% 20% �
2 Activity Objective: Outreach and material delivery to nursing homes, residential care facilities, and remote drop-
off and pick-up sites for residents unable to visit the library.
#of visits to nursing homes/residential 9 g g 49 25 �
care facilities
#of deliveries to homebound residents 170 128 158 247 165 ���
3 Activity Objective: Provide users with access to a wealth of current information.
#of times visitors accessed informational g0,000 85,873 90,000 79,716 80,000 ���
databases
#of issues of archived Telegraph Herald 167,000 162,730 130,390 156,870 160,000 ���
newspapers viewed
-37-
CARNEGIE-STOUT PUBLIC LIBRARY
Information Technology Services
Mission & Services
Information Technology Services provides a knowledgeable and competent staff offering direction
and support for the entire scope of technology in the library and online for enhanced patron access.
This scope includes the Maker Space, desktop support, database programming, network
administration, and server maintenance.
Information Technology Services Funding Summary
FY 2022 FY 2023
FY 2021 Actual Budget Requested
Expenditures $465,758 $487,046 $502,609
Resources $0 $0 $0
Information Technology Services Position Summary
FY 2023
Lead Application Network Analyst 1.00
User Support Specialist 1.00
Makerspace Assistant 1.00
Maintenance Worker 1.00
Information Services Intern 0.50
Total FT Equivalent Employees 4.50
Performance Measures
City Council Goal: Diverse Arts, Culture, Parks 8� Recreation
� Activity Objective: Provide users with convenient access to information, services, and entertainment through
technology.
Performance Measure(KPI) Target FY 2019 FY 2020 FY 2021 FY 2022 Performance
Actual Actual Actual Estimated Indicator
#of one-on-one technology-based g0 70 156 47 60 ��
classes offered
#of technology troubleshooting sessions 225 223 66 48 60 �
with individual library patrons
MakerSpace: Did you know you can check out the following from MakerSpace in the library?
iPads � Macbook Pro � 3D Printers �Apple TVs � Chromecast � Button Maker � Virtual Reality � VHS to
DVD Converter � Slide & Film to DVD Converter � GoPro Cameras � Video Cameras � Makey Makey
Controllers � Ozobots � Snap Circuits � Green Screen � Cricut Machine � Cuddlebug � Sewing Machines �
Embroidery Machine �Adobe Creative Cloud Software � Raspberry Pi Mini-Computers � Crafting
Supplies � Jewelry-Making Equipment � Kindles � Retro Gaming System � Hot Spots � Projector �
Microphones � Digital Cameras � WhisperRoom...and more!
-38-
Recommended Operating Revenue Budget - Department Total
36-LIBRARY
FY20 Actual FY21 Actual FY22 Adopted FY23 Recomm'd
Fund Account Account TiUe Revenue Revenue Budget Budget
295 43110 INVESTMENT EARNINGS 21,743 9,318 21,743 9,318
550 43110 INVESTMENT EARNINUS 361 148 361 148
43 USE OF MONEY AND PROPERTY-Total 22,104 9,467 22,104 9,466
100 4(I I S COUNTY PAYMENT-LIBRARY 0 0 2,300 3,500
46 LOCAL GRANT AND REIMBURSE-Total 0 0 2,300 3,500
100 51921 INTERLIBRARY LOAN FEES 10,246 1,836 2,330 1,548
100 51922 NONRF.SIDF.NT FEF.S-LIBRARY 14,835 26,707 18,000 24,603
100 51924 RESIDENT FEES-LIBRARY 732 573 400 523
295 51949 ART FEES 8,976 3,558 7,536 3,558
100 51953 MEETING ROOM FEES 3,077 2,852 3,600 2,300
100 51981 COPY SERVICE CHARGES 8,525 8,397 12,000 8,100
51 CHARGES FOR SERVICES -Total 46,391 43,922 43,866 40,632
295 53103 CONTRIBUTiONS 460 36 460 36
100 53201 REFLTNDS 4,912 1,494 475 1,324
295 53201 REFiJNDS 98,997 32,572 300 32,572
550 53201 REFUNDS 158 247 158 247
100 53406 BOOK FINES 11,319 12,366 600 10,600
100 53605 MISCELLANEOUS REVENUE 339 4,042 100 412
]00 53620 REIMBURSEMENTS-GENERAL 156 451 0 45 L
53 MISCELLANEOUS -Total 116,341 51,207 2,093 45,642
400 54210 GO BOND PROCEEDS 38,900 84,526 0 0
400 54220 BOND DISCOUNT 1,762 515 0 0
54 OTHER FINANCING SOURCES -Total 40,662 85,041 0 0
400 59240 FR DOWNTOWN TIF 202,800 202,400 206,850 206,000
400 59350 FR SALES TAX CONSTRUCTION 19,725 22,528 19,741 19,380
59 TRANSFER IN AND INTERNAL -Total 222,525 224,928 226,591 225,380
LIBRARY -Total 448,023 414,565 296,954 324,620
-39-
Recommended Operating Expenditure Budget - Department Total
36-LIBRARY
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 61010 FULL-T1ME EMPLOYEES 1,258,217 1,115,989 1,392,154 1,483,882
100 61020 PART-TIME EMPLOYEES 539,610 546,892 592,343 567,318
295 61020 PART-TIME EMPLOYEES 26,437 29,630 28,439 0
100 61030 SEASONAL EMPLOYEES 14,921 12,443 0 0
100 61050 OVERTIME PAY 12,921 6,944 27,299 27,299
100 61083 COVIDI9 EMP NON-WORK 10,694 0 0 0
100 61085 SELF QUARANTINE HEALTH 0 2,040 0 0
100 61086 SYMPTOMS SEEK DIAGNOSIS 0 30 0 0
100 61092 VACATION PAYOFF 1,741 8,603 0 0
100 61095 PARENTAL LEAVE 7,493 15,977 0 0
100 61096 50%SICK LEAVE PAYOUT 3,669 5,882 3,669 5,882
100 61310 IPERS 171,331 160,375 189,084 195,967
295 61310 IPERS 2,496 2,797 2,685 0
100 61320 SOCIAL SECURITY 134,941 126,270 154,185 158,613
295 61320 SOCIAL SECURITY 2,022 2,267 2,176 0
100 61410 HEALTH INSURANCE 205,884 233,624 260,640 281,492
100 61415 WORKMENS'COMPENSATION 11,460 11,673 9,141 8,516
295 61415 WORKMENS'COMPENSATION 0 88 71 56
100 61416 LIFEINSURANCE 1,034 913 1,100 966
100 61417 LTNEMPLOYMENT INSURANCE 0 0 1,158 0
100 61651 MEALS NO OVERNIGHT 15 0 0 0
100 61660 EMPLOYEE PHYSICALS 1,758 564 1,758 564
61-WAGES AND BENEFITS 2,406,645 2,283,002 2,665,902 2,730,555
100 62010 OFFICE SUPPLIES 16,633 15,236 18,746 20,203
295 62010 OFFICE SUPPLIES 3,ll7 6,870 500 6,870
100 62011 UNIFORM PURCHASES 253 200 288 200
100 62030 POSTAGE AND SHIPPING 12,241 18,651 19,749 19,024
100 62031 PROCESSING MATERIALS 14,666 14,157 18,276 18,276
100 62050 OFFICE EQUIPMENT MAINT 369 406 574 612
100 62060 O/E MAiNT CONTRACTS 4,785 7,083 5,390 7,225
100 62061 DP EQUIP.MAINT CONTRACTS 81,023 103,028 85,609 104,561
295 62061 DP EQUIP.MAINT CONTRACTS 0 5,485 0 0
100 62062 JANITORIAL SUPPLIES 4,787 4,420 4,940 4,509
100 62070 OFFICE EQUIP RENTAL 863 863 863 897
100 62090 PRINTING&BINDING 6,518 8,254 12,408 9,820
295 62090 PRINTING&BINDING 1,050 339 1,276 1,072
100 62091 LIBRARY BINDING 918 0 937 937
100 62110 COPYING/REPRODUCTION 6,206 6,009 6,571 10,280
295 62ll0 COPYING/REPRODUCTION 0 0 800 0
100 62130 LEGAL NOTICES&ADS 6,070 8,855 10,553 8,854
100 62140 PROMOTION 12,829 10,347 12,131 12,131
295 62140 PROMOTION 5,842 1,389 6,000 6,000
100 62190 DUES&MEMBERSHIPS 3,589 1,707 3,507 3,336
100 62204 REFLTNDS 287 166 0 166
100 62206 PROPERTY INSURANCE 25,956 28,391 30,748 33,661
100 62207 BOILER iNSURANCE 0 0 139 0
100 62208 GENERAL LIABILITY INSURAN ll,283 ll,573 12,243 16,159
295 62210 SALES TAX 448 94 448 94
100 62310 TRAVEL-CONFERENCES 11,297 140 18,520 16,831
100 62320 TRAVEL-CITY BUSINESS 1,096 239 2,356 2,356
-40-
Recommended Operating Expenditure Budget - Department Total
36-LIBRARY
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 62340 MILEAGE/LOCAL TRANSP 235 36 897 897
100 62360 EDUCATION&TRAINING 7,343 0 13,425 13,425
295 62360 EDUCATION&TRAINING 0 539 0 0
100 62411 UTILITY EXP-ELECTRICITY 79,254 73,187 83,217 84,465
100 62412 UTILITY EXP-GAS 24,906 29,621 24,906 25,372
100 62415 UTILITY EXPENSE STORMWATR 0 77 0 84
100 62421 TELEPHONE 4,106 4,184 4,ll9 4,185
100 62431 PROPERTY MAINTENANCE 30,793 34,280 30,793 34,280
295 62431 PROPERTY MAINTENANCE 2,315 0 4,000 0
550 62431 PROPERTY MAINTENANCE 150 0 0 0
100 62433 CUSTODIAL SERVICES 3,027 3,317 3,027 3,317
100 62434 HVAC MAINTENANCE 22,918 18,478 22,918 18,478
100 62435 ELEVATOR MAINTENANCE 2,427 2,427 2,427 2,427
100 62436 RENTAL OF SPACE 378 441 504 441
100 62511 FUEL,MOTOR VEHICLE 750 739 861 947
100 62521 MOTOR VEHICLE MAINT. 301 2,492 307 2,542
100 62605 E-BOOKS 51,101 57,581 52,223 57,243
295 62605 E-BOOKS 8,354 0 0 0
100 62611 MACH/EQUIP MAINTENANCE 233 606 233 606
100 62614 EQUIP MAINT CONTRACT 4,852 4,284 5,843 4,284
100 62650 BOOK CLUB BOOKS 2,084 1,123 2,135 2,135
100 62651 LIBRARY BOOKS 191,803 199,421 213,639 213,639
295 62651 LIBRARY BOOKS 50,149 3,308 1,000 1,000
100 62652 LIBRARY AUDIO/VISUAL 77,911 74,496 82,368 85,580
295 62652 LIBRARY AUDIO/VISUAL 416 0 0 0
100 62653 LIBRARY PERIODICALS 37,294 34,220 40,172 40,293
100 62654 LIBRARY CONT/SERIALS 11,989 12,664 35,677 35,677
100 62655 ON LINE INFO SERVICE 75,479 64,500 52,262 74,845
295 62655 ON LINE INFO SERVICE 128 0 6,000 6,000
100 62656 INTERLIBRARY LOAN 76 0 769 769
100 62659 LIBRARY VIDEO MATERIALS 51,366 62,514 66,470 66,470
295 62659 LIBRARY VIDEO MATERIALS 1,898 1,708 0 0
100 62660 DATA PROCESSING 28,936 31,033 29,276 30,413
100 62664 LICENSE/PERMIT FEES 1,790 1,481 2,202 1,501
100 62666 CREDIT CARD CHARGE 1,455 1,417 1,770 1,417
100 62667 DATA SERVICES 11,022 11,006 10,980 11,078
295 62668 PROGRAM EQUIP/SUPPLIES 4,357 4,558 4,357 4,558
100 62699 CASH SHORT AND OVER 53 22 0 0
400 62713 LEGAL SERVICES 86 0 0 0
400 62721 FINANCIAL CONSULTANT 0 152 0 0
400 62731 MISCELLANEOUS SERVICES 237 224 0 0
100 62732 TEMP HELPCONTRACT SERV. 4,780 970 17,678 28,050
100 62734 SPEAKERS/PROGRAMS 12,924 17,388 17,229 18,585
295 62734 SPEAKERS/PROGRAMS 23,647 1,547 8,000 8,000
100 62736 CATERING SERVICES 2,701 91 7,770 5,270
295 62736 CATERING SERVICES 1,886 0 2,000 2,000
100 62740 MICROFORMS 3,407 3,000 3,407 3,407
62-SUPPLIES AND SERVICES 1,073,442 1,013,036 1,128,433 1,197,754
400 62724 BOND PAYING AGENT FEE 19 10 0 0
627-CONTRACTUAL SERVICES 19 10 0 0
-41-
Recommended Operating Expenditure Budget - Department Total
36-LIBRARY
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 71110 M1SC.OFFICE EQUIPMENT 769 9,544 900 5,645
295 7ll 10 MISC.OFFICE EQUIPMENT 0 2,400 750 0
100 71118 PROJECTOR/CAMERA 0 0 14,432 0
100 71120 PERIPHERALS,COMPUTER 0 0 5,500 20,390
295 71120 PERIPHERALS,COMPUTER 600 2,545 400 0
295 71123 SOFTWARE 108 0 500 0
295 7ll24 COMPUTER 1,200 0 8,000 0
295 71156 FURNITURE 2,279 800 0 0
550 7ll56 FURNITURE 1,610 0 0 0
100 71211 DESKS/CHAIRS 0 0 0 5,400
100 71212 SIDE CHAIRS 0 0 9,290 10,219
100 71215 STORAGE CABINETS 0 0 11,000 0
100 71221 CARTS 3,169 0 3,000 1,400
100 71312 VAN/PICKUP/WAG REPL 0 28,280 0 0
100 71517 LIGHTING EQUiPMENT 2,000 2,925 2,775 2,718
100 71520 HVAC 0 0 500 0
100 71550 MISCELLANEOUS EQUIPMENT 1,163 0 2,800 4,300
100 71610 CUSTODIAL EQUIPMENT 0 0 9,335 0
100 71616 SNOW BLOWER 0 0 2,800 0
100 72416 VIDEO EQUIPMENT 0 0 6,475 7,400
100 72417 CAMERA RELATED EQUIPMENT 0 0 0 9,500
100 72418 TELEPHONE RELATED 14 0 0 500
100 72421 HEADSETS 0 0 2,802 0
71-EQUIPMENT 12,912 46,494 81,259 67,472
100 73210 CONST CONTRACT-BLDG 0 13,000 0 0
73-CIP EXPENDITURES 0 13,000 0 0
400 74111 PRINCIPAL PAYMENT 236,198 285,633 211,568 217,074
400 74112 INTEREST PAYMENT 26,647 23,822 15,023 8,306
74-DEBT SERVICE 262,846 309,455 226,591 225,380
36-LIBRARY TOTAL 3,755,864 3,664,997 4,102,185 4,221,16]
-42-
Recommended Expenditure Budget Report by Activity & Funding Source
36-LIBRARY
LIBRARY ADMIN. -36100
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
CIP EXPENDITURES 13,000
EQUIPMENT 1,700
SUPPLIES AND SERVICES 41,684 65,795 55,594
WAGES AND BENEFITS 345,209 389,940 393,559
LIBRARY ADMIN. 399,893 455,735 450,853
ADULT SERVICES -36200
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 1,000 7,600
SUPPLIES AND SERVICES 428,578 468,457 501,850
WAGES AND BENEFITS 701,849 861,499 887,957
ADULT SERVICES 1,130,427 1,330,956 1,397,407
CHILDREN SERVICES -36210
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 1,000
SUPPLIES AND SERVICES 124,199 153,579 170,706
WAGF.S AND B6NFFITS 296,088 464,956 488,189
CHILDREN SERVICES 420,288 619,535 658,895
CIRCULATION SERVICES -36220
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 9,544 9,302 1,000
SUPPLIES AND SERVICES 10,673 18,440 20,209
WAGES AND BENEFITS 447,239 437,293 512,093
CIRCULATION SERVICES 467,455 465,035 533,302
LIBRARY RENOVATION DEBT -36240
FUNDING SOURCE:DEBT SERVICE
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
CONTRACTUAL SERVICES 10
DEBT SERVICE ]07,055 19,741 19,380
SUPPLIES AND SERVICES 377
DEBT SERVICE 107,442 19,741 19,380
MAINTENANCE SERVICES -36300
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 31,205 38,500 16,937
-43-
Recommended Expenditure Budget Report by Activity & Funding Source
36-LIBRARY
SUPPLIF,S AND SF,RVICF,S 204,018 212,285 217,080
WAGES AND BENEFITS 150,395 165,176 158,491
MAINTENANCE SERVICES 385,618 415,961 392,508
YOUTH SERVICES -36400
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adoptcd Budget FY23 Recomm'd Budget
SUPPLIES AND SERVICES 19,351 23,924 24,557
YOUTH SERVICES 19,351 23,924 24,557
LULL LIBRARY TURST -36420
FUNDING SOURCE: LIBRARY GIFTS TRUST
Account FY20 Actual Expense FY21 Adopted Budget FY22 Recomm'd Budget
EQUIPMENT 21,807 39,445
SUPPLIES AND SERVICES 110,606 95,654 115,093
WAGES AND BENEFITS 183,912 311,179 288,773
INFORMATION TECHNOLOGY 294,518 428,640 443,311
GENERAL GIFT TRUST -36480
FUNDING SOURCE:EXPENDABLE LIBRARY GIFTS
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 5,745 9,650
SUPPLiES AND SF,RVICF,S 21,516 29,248 30,496
GENERAL GIFT TRUST 27,261 38,898 30,496
WALTON PRESERVATION TRUST-36490
FUNDING SOURCE:EXPENDABLE LIBRARY GIFTS
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT -
SUPPLIES AND SERVICES 776 776
WALTON PRESERVATION TRUST - 776 776
JAMES MUTSCHLER TRUST -36496
FUNDING SOURCE:EXPENDABLE LIBRARY GIFTS
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
WAC'rES AND BENEFITS 34,782 33,371 56
JAMES MUTSCHLER TRUST 34,782 33,371 56
TECHNICAL SERVICES -36500
FUNDING SOURCE: EXPENDABLE LIBRARY GIFTS
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
SUPPLIES AND SERVICES 4,322 4,357 4,322
SPACE MAKER OPERATIONS 4,322 4,357 4,322
-44-
Recommended Expenditure Budget Report by Activity & Funding Source
36-LIBRARY
EQUIPMENT 0 0 790
SUPPLIES AND SERVICES 47,712 55,918 57,071
WAGES AND BENEFITS 123,528 2,488 1,437
TECHNICAL SERVICES 171,240 58,406 59,298
LIBRARY RENOVATION DEBT -36600
FUNDING SOURCE:DEBT SERVICE
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
DEBT SERVICE 202,400 206,850 206,000
LIBRARY RENOVATION DEBT $ 202,400 $ 206,850 $ 206,000
LIBRARY TOTAL $ 3,664,997 $ 4,102,185 $ 4,221,161
-45-
CITY OF DUBUQUE , IOWA
DEPARTMENT DETAIL-PERSONNEL COMPLEMENT
36 LIBRARY DEPARTMENT
FY 2021 FY 2022 FY 2023
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 8200 GE-41 LIBRARY DIRECTOR 1.00 $ 118,230 1.00 $ 120,758 1.00 $ 115,337
100 8100 GE-34 LIBRARIAN II 2.00 $ 160,931 2.00 $ 162,679 2.00 $ 169,614
100 GE-33 LEADAPPL/NETWORKANALY 1.00 $ 75,252 1.00 $ 77,143 1.00 $ 79,653
100 8020 GE-32 LIBRARIAN I 4.00 $ 288,187 4.00 $ 294,093 4.00 $ 301,602
100 GE-33 CIRCULATION MANAGER 1.00 $ 69,001 1.00 $ 74,507 1.00 $ 80,441
100 7900 GE-30 LIBRARYAIDE 7.00 $ 438,156 7.00 $ 438,334 7.00 $ 453,817
100 475 GE-30 ADMINISTRATIVE ASSISTANT 1.00 $ 65,960 1.00 $ 67,029 1.00 $ 69,792
100 2200 GE-27 MAINTENANCE WORKER-LIBRARY 1.00 $ 55,693 1.00 $ 56,503 1.00 $ 58,334
100 GE-27 MAKERSPACE ASSISTANT - $ - - $ - 1.00 $ 58,334
100 1400 GE-25 CUSTODIAN-LIBRARY 1.00 $ 50,028 1.00 $ 6,132 1.00 $ 42,122
100 3345 GE-29 USER SUPPORT SPECIALIST 1.00 $ 59,016 1.00 $ 50,356 1.00 $ 54,836
TOTAL FULL TIME EMPLOYEES 20.00 $1,380,454 20.00 $1,347,534 21.00 $1,483,882
61020 Part Time Employee Expense
100 8020 GE-32 LIBRARIAN I 0.07 $ 4,162 0.07 $ 3,996 0.07 $ 4,114
100 7900 GE-30 LIBRARYAIDE 1.69 $ 88,451 1.69 $ 90,531 1.69 $ 99,031
100 1400 GE-25 CUSTODIAN-LIBRARY 0.13 $ 5,844 0.13 $ 50,752 0.13 $ 6,464
100 GE-27 LEAD LIBRARYASSISTANT 0.63 $ 30,205 0.63 $ 31,347 0.63 $ 34,805
100 7850 GE-25 LIBRARYASSISTANT 7.30 $ 313,536 7.30 $ 324,042 6.30 $ 282,263
100 GE-25 CONFIDENTIALACCOUNT CLERK 0.63 $ 27,417 0.63 $ 28,095 0.63 $ 29,270
100 NA-38 INFORMATION SERVICES INTERN 0.50 $ 13,718 0.50 $ 13,926 0.50 $ 14,376
100 NA-28 CLERICALASSISTANT 0.25 $ 6,713 0.25 $ 6,812 0.25 $ 7,031
100 7750 NA-24 LIBRARY CLERK 3.95 $ 86,437 3.95 $ 87,462 3.95 $ 89,964
TOTAL PART TIME EMPLOYEES 15.14 $ 576,483 15.14 $ 636,963 14.15 $ 567,318
61020 Part Time Employee Expense
295 MARKETING COORDINATOR 0.50 $ 34,650 0.50 $ 28,439 - $ -
TOTAL PART TIME EMPLOYEES 0.50 $ 34,650 0.50 $ 28,439 - $ -
TOTAL LIBRARY 35.65 $1,991,587 35.65 $2,012,936 35.15 $2,051,200
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CITY OF DUBUQUE,IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2021 FY 2022 FY 2023
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Library Administration-FT
10036100 61010 100 8200 GE-41 LIBRARY DIRECTOR 1.00 $ 118,230 1.00 $ 120,758 1.00 $ 115,337
10036100 61010 100 GE-30 LIBRARYAIDE 1.00 $ 67,241 1.00 $ 68,249 1.00 $ 70,463
10036100 61010 100 475 GE-30 ADMINISTRATIVE ASSISTANT 1.00 $ 65,960 1.00 $ 67,029 1.00 $ 69,792
Total 3.00 $ 251,431 3.00 $ 256,036 3.00 $ 255,592
Library Administration-PT
CONFIDENTIAL ACCOUNT
10036100 61020 100 3,300 GE-25 CLERK 0.63 $ 27,417 0.63 $ 28,095 0.63 $ 29,270
10036100 61020 NA-28 CLERICALASSISTANT 0.25 $ 6,713 0.25 $ 6,812 0.25 $ 7,031
Total 0.88 $ 34,130 0.88 $ 34,907 0.88 $ 36,301
Adult Services-FT
10036200 61010 100 7900 GE-30 LIBRARYAIDE 3.00 $ 194,199 3.00 $ 200,197 3.00 $ 199,301
10036200 61010 100 8020 GE-32 LIBRARIAN I 4.00 $ 288,187 4.00 $ 294,093 4.00 $ 301,602
10036200 61010 100 8100 GE-34 LIBRARIAN II 1.00 $ 80,159 1.00 $ 80,534 1.00 $ 84,807
Total 8.00 $ 562,545 8.00 $ 574,824 8.00 $ 585,710
Adult Services-PT
10036200 61020 100 8070 GE-32 LIBRARIAN I 0.07 $ 4,162 0.07 $ 3,996 0.07 $ 4,114
10036200 61020 100 NA-24 LIBRARY CLERK 0.38 $ 8,410 0.38 $ 8,529 0.38 $ 8,807
10036200 61020 100 7900 GE-30 LIBRARYAIDE 1.00 $ 51,109 1.00 $ 51,104 1.00 $ 58,539
Total 1.45 $ 63,681 1.45 $ 63,629 1.45 $ 71,460
Youth Services-FT
10036210 61010 100 8100 GE-34 LIBRARIAN II 1.00 $ 80,772 1.00 $ 82,145 1.00 $ 84,807
10036210 61010 100 7900 GE-30 LIBRARYAIDE 3.00 $ 176,716 3.00 $ 169,888 3.00 $ 184,053
Total 4.00 $ 257,488 4.00 $ 252,033 4.00 $ 268,860
Youth Services-PT
10036210 61020 100 7900 GE-30 LIBRARYAIDE 0.69 $ 37,342 0.69 $ 39,427 0.69 $ 40,492
10036210 61020 100 7750 NA-24 LIBRARY CLERK 2.57 $ 56,588 2.57 $ 57,014 2.57 $ 58,477
Total 3.26 $ 93,930 3.26 $ 96,441 3.26 $ 98,969
Circulation Services-FT
10036220 61010 100 GE-33 CIRCULATION MANAGER 1.00 $ 69,001 1.00 $ 74,507 1.00 $ 80,441
Total 1.00 $ 69,001 1.00 $ 74,507 1.00 $ 80,441
Circulation Services-PT
10036220 61020 100 7750 NA-24 LIBRARY CLERK 1.00 $ 21,439 1.00 $ 21,919 1.00 $ 22,680
10036220 61020 100 GE-27 LEAD LIBRARYASSISTANT 0.63 $ 30,205 0.63 $ 31,347 0.63 $ 34,805
10036220 61020 100 7850 GE-25 LIBRARYASSISTANT 6.30 $ 269,218 5.30 $ 227,237 6.30 $ 282,263
Total 7.93 $ 320,862 6.93 $ 280,503 7.93 $ 339,748
Information Technology-FT
10036440 61010 100 GE-33 LEADAPPL/NETWORKANALY 1.00 $ 75,252 1.00 $ 77,143 1.00 $ 79,653
10036440 61010 100 GE-27 MAKERSPACE ASSISTANT - $ - - $ - 1.00 $ 58,334
Total 1.00 $ 75,252 1.00 $ 77,143 2.00 $ 137,987
Information Technology-PT
INFORMATION SERVICES
10036440 61020 100 NA-38 INTERN 0.50 $ 13,718 0.50 $ 13,926 0.50 $ 14,376
10036440 61020 100 GE-29 USER SUPPORT SPECIALIST 1.00 $ 59,016 1.00 $ 50,356 1.00 $ 54,836
10036440 61020 100 GE-25 LIBRARYASSISTANT 1.00 $ 44,318 2.00 $ 96,805 - $ -
Total 2.50 $ 117,052 3.50 $ 161,087 1.50 $ 69,212
Maintenance-FT
MAINTENANCE WORKER-
10036300 61010 100 2200 GE-27 LIBRARY 1.00 $ 55,693 1.00 $ 56,503 1.00 $ 58,334
10036300 61010 100 1400 GE-25 CUSTODIAN-LIBRARY 1.00 $ 50,028 1.00 $ 6,132 1.00 $ 42,122
Total 2.00 $ 105,721 2.00 $ 62,635 2.00 $ 100,456
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CITY OF DUBUQUE,IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2021 FY 2022 FY 2023
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Maintenance-PT
10036300 61020 100 1400 GE-25 CUSTODIAN-LIBRARY 0.13 $ 5,844 0.13 $ 50,752 0.13 $ 6,464
Total 0.13 $ 5,844 0.13 $ 50,752 0.13 $ 6,464
James Mutschler Trust-PT
29536496 61020 295 MARKETING COORDINATOR 0.50 $ 34,650 0.50 $ 28,439 — $ —
Total 0.50 $ 34,650 0.50 $ 28,439 — $ —
TOTAL LIBRARY DEPARTMENT 35.65 $1,991,587 35.65 $2,012,936 35.15 $2,051,200
-48-
Capital Improvement Projects by Department/Division
LIBRARY
CIP FY 19 Actual FY 20 Actual FY 21 Adopted FY 22 Recomm'd
Number Capital Improvement Project Title Expense Expense Budget Budget
1022652 LIBRARY GENERATOR 150
1022712 REPLACE WATER LINE LIBRAR 48,667 115,671 71,835 —
3501187 LIBRARY ROOF REPLACEMENT
3501681 REPLACE SIDEWALK&STEPS 40,953
3501787 LIBRARY HVAC MAINT 3,455
3502006 LiBRARY LANDSCAPING 100,202
3502521 HVAC HANDLING LTNITS
3502712 REPLACE WATER LINES 26,033 25,367
3502743 LIMESTONE OVERHANG E&R 1,500 8,420
3502835 UNDERGROUND TANK LIBRARY 59,379
LIBRARY TOTAL 117,303 152,913 231,416 0
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Airport
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AIRPORT DEPARTMENT
FY 2021 FY 2022 FY 2023 From FY 022
Budget Highlights Actual Budget Requested Budget
Expenses
Employee Expense 1,386,447 1,542,302 1,657,126 7.4 %
Supplies and Services 1,568,039 2,220,460 2,263,444 1.9 %
Machinery and Equipment 16,449 188,576 217,670 15.4 %
Total 2,970,935 3,951,338 4,138,240 4.7 %
Abated Debt 2,237,817 296,712 266,821 (10.1)%
Total Expense 5,208,752 4,248,050 4,405,061 3.7 %
Resources
Federal Relief Grants 294,422 296,712 266,821 (10.1)%
Operating Revenue 3,110,700 3,450,867 3,724,314 7.9 %
Total Revenue 3,405,122 3,747,579 3,991,135 6.5 %
Total Property Tax Support 1,803,630 500,471 413,926 (86,545)
Percent Increase (17.3)%
Percent Self Supporting 103.4 % 89.0 % 91.3 %
Personnel -Authorized FTE 19.16 19.16 19.77
Improvement Package Summary
1 of 2
This improvement request is for an additional 1.0 FTE Full Time Assistant FBO Supervisor (GE-30) to
ensure supervisory coverage for the Fixed Base Operations (FBO). This position would decrease the
part-time line service worker (NA-44) by 0.39 FTE. Fuel sales and aircraft operations have been
increasing each year, as well as the potential for aircraft incidents. This person would be responsible for
training part-time staff in fueling and aircraft safety procedures.
Related Cost: $ 56,777 Tax Funds Recurring Recommend -Yes
Property Tax Impact: $ 0.0223 0.23%
Activity: Airport Admin
2 of 2
This improvement request is for changing the position title from Line Service Worker at the Terminal
Building to Custodian. The current employee does all of the cleaning and other custodial duties at the
Terminal Building. This would just change the title of this position to accurately describe the duties being
conducted.
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Related Cost: $ 9,016 Tax Funds Recurring Recommend -Yes
Property Tax Impact: $ 0.0035 0.04%
Activity: Airport Admin
Significant Line Items
Employee Expense
1. FY 2023 employee expense reflects a 3.25% wage package increase.
2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2022. The employee contribution of 6.29% is unchanged from FY 2022.
3. The City portion of health insurance expense increased from $1,086 in FY 2022 to $1,119 in FY
2023 per month per contract which results in annual cost increase of$17,724 or 3.04°/o.
4. Overtime expense is $113,274 and decreased from FY 2022. FY 2021 actual was $93,662. This
is based on 5 year average.
5. During FY 2022, FTEs remain consistent with prior year; however, the following personnel
changes were approved:
a. The Operations/Maintenance Supervisor position was replaced with the Assistant Airport
Director position and remained at GE-35 (+$0).
b. The Airport Manager was replaced with the Airport Director position with a grade
increase from GE-41 to GE-43 (+$8,085).
c. Part-Time Line Service Workers were reclassified from NA-27 to NA-44 beginning on
January 1, 2022. All current employees were adjusted (+$15,825).
Supplies & Services
6. Property Maintenance increased from $47,890 in FY 2022 to $52,853 in FY 2023. FY 2021
actual was $52,854.
7. Electricity decreased from $146,339 in FY 2022 to $133,050 in FY 2023 based on FY 2021
actual plus 16%.
8. General Liability increased from $79,735 in FY 2022 to $99,267 in FY 2023, increased based on
FY 2022 actual.
9. Contractor Services is unchanged from $70,000 in FY 2022 to $70,000 in FY 2023. This line
item represents the annual runway/taxiway painting. The Airport has two runways.Airfield
painting is completed each year with one, out of the two runways, completed yearly and the
remaining runway completed the following year.
10. Motor Vehicle Fuel decreased from $266,128 in FY 2022 to $256,383 in FY 2023. FY 2021
actual was $153,631. Motor Vehicle Fuel expense includes both fuel purchased forAirport
vehicle usage and fuel sales to Airport tenants. In FY 2021 there was a net revenue of
$11,298. In FY 2022 there was a projected net fuel revenue of$6,335. In FY 2023 there is a
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projected net revenue of$22,851. FY 2023 estimated usage is as follows:Airport Administration
is 158 gallons, Operations and Maintenance is 4,841 gallons and FBO Operations is 95,959
gallons (includes fuel sold to Airport tenants).
11. Aviation Fuel expense increased from $1,060,913 in FY 2022 to $1,146,319 in FY 2023. FY
2023 is based on a 3-year average of aviation fuel sold. This line item is offset by Fuel Flow
revenue. The purchase of Aviation Fuel is offset by Aviation Fuel Sales. FY 2021 actual Aviation
Fuel Sales was $1,502,525 with a net revenue of$761,608; FY 2022 budgeted Aviation Fuel
Sales was $1,725,188; however, the projected net revenue is $500,900 due to a reduction in air
travel due to COVID-19. FY 2023 budgeted Aviation Fuel Sales is $1,997,489 with projected net
revenue of$851,170.
12. Aviation Fuel Flow increased from $118,048 in FY 2022 to $142,857 in FY 2023. FY 2021
actual was $130,065. FY 2023 based on a 3-year average of aviation fuel sold. This line item is
offset by Fuel Flow revenue.
13. Promotion is $91,793 in FY 2023 and is unchanged from $91,793 in FY 2022. FY 2021 actual
was $68,375. Fixed Base Operations promotion of$2,877 is unchanged from FY 2022.
The history of promotion spending is as follows:
Air Service Development Total Budgeted
Fiscal Year Property Tax Program* Promotion
2023 $ 91,973 $ - $ 91,973
` 2022 $ 91,973 $ i - $ 91,973
2021 $ 91,973 $ - $ 91,973
, 2020 $ 91,793 $ _ 35,000 $ 126,793
2019 $ 75,151 $ 15,000 $ 90,151
, 2018 $ 115,960 $ _ 28,000 $ 143,960
2017 $ 95,250 $ 25,000 $ 120,250
' 2016 $ 92,990 $ _ - $ 92,990
2015 $ 115,730 $ - $ 115,730
' 2014 $ 119,669 $ - - $ 119,669
2013 $ 105,026 $ - $ 105,026
� 2012 $ 130,090 $ � - $ 130,090
2011 $ 134,147 $ 20,000 $ 154,147
Total Promotion $ 1,351,725 $ 123,000 $ 1,474,725
*In FY2020 the name of this grant changed from the Air Service Sustainment Grant to
the Air Service Development Program.
Machinery & Equipment
14. Equipment Replacements for FY 2023 includes ($217,670):
Airport Machinery and Equipment
Airport Administration
Smart Phone (4) $ 1,400
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Airport Machinery and Equipment
Fixed Base Operations
Smart Phone (1) $ 350
Aircraft Towbars $ 1,500
Handheld Radios $ 1,200
Fuel Pump $ 9,800
Fuel Truck $ 155,000
Safety Equipment $ 220
Shop Equipment $ 200
Airport Operations
Smartphones (3) $ 1,050
Shop Equipment $ 3,000
Airfield Signage $ 5,500
Safety Equipment $ 1,000
Handheld Radios $ 600
Security Cameras and Terminal Monitors $ 11,700
Terminal Building Maintenance
Shop Equipment $ 150
Manual Air Stairs $ 25,000
Total $ 217,670
15. FY 2023 annual debt service includes the following ($266,821), which will be paid for with
General Fund offset by Federal Relief Grants:
Debt Final Call
Amount Series Source Purpose Payment Date
$ 44,100 2021A PFC New Terminal PFC (2014B) 2034 2028
$ 28,425 2017A Sales Tax 20% Refunding Airports 2030 2025
$ 136,954 2021 B PFC New Terminal (2012C) 2032 2028
$ 7,435 2021A Sales Tax 20% Airport ST 20% 10 Yr (2014B) 2034 2028
$ 5,352 2021A Sales Tax 20% Airport ST 20% 15 Yr (2014B) 2034 2028
$ 44,555 2016C Sales Tax 20% Roads/Apron/Parking 2036 2024
$266,821 Total Airport Annual Debt Service
Revenue
16. TSA Rent is increased from $49,495 in FY 2022 to $49,630 in FY 2023. This is based on FY
2021 actual.
17. Car Rental increased from $36,000 in FY 2022 to $54,000 in FY 2023. This is based on FY
2021 actual and represents 10% of gross revenue for car rentals.
18. American decreased from $79,000 in FY 2022 to $62,000 in FY 2023. This line item represents
rent ($45,891) and landing fees ($25,550).
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19. Aircraft Service fees increased from $41,400 in FY 2022 to $69,616 in FY 2023 based on FY
2021 actual of$69,616. Aircraft Service Fees decreased in FY 2022 based on anticipated
reduced revenue due to an industry estimated gradual recovery in air traffic.
20. Aviation Fuel Sales increased from $1,725,188 in FY 2022 to $1,997,489 in FY 2023. FY 2023
is based on a 3 year average. Aviation Fuel is the expense line item used for purchasing this
fuel for resale.
21. Auto Gas Fuel Sales increased from $275,389 in FY 2022 to $279,234 in FY 2023. FY 2023 is
based on a 3 year average. Motor Vehicle Fuel is the expense line item used for purchasing this
fuel.
22. Farm Land Rent is unchanged from $125,782 in FY 2022 to $125,782 in FY 2023 based on FY
2021 actual of$125,782. In FY 2019 the Airport bid this out and the three-year contract
increased. This is based on a 3 year contract which expires 12-31-2021.
23. Army Reserve Center lease is $45,000 in FY 2023 and is unchanged from $45,000 in FY 2022.
24. University of Dubuque lease increased from $155,168 in FY 2022 to $165,000 in FY 2023 due
to the annual CPI adjustment per lease contract.
25. Fuel flow increased from $118,048 in FY 2022 to $142,857 in FY 2023. Fuel Flow increased in
FY 2022 based on a 3 year average of aviation fuel sold. This line item is offset by Aviation Fuel
Flow Expense.
Miscellaneous
26. The Airport Department budget with abated debt is 91% self-supporting in FY 2023 versus 89°/o
self-supporting in FY 2022.
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DUBUQUE REGIONAL AIRPORT
The Dubuque Regional Airport provides quality, viable, competitive Airport services and facilities while
promoting sustainable economic development within the region.
Airport
Commission
City Manager's Airport
Office Administretion
DubuqueJet Airport Terminal and
Center Operations and Building
Maintenance Maintenance
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DUSUQUE REGIONAL AIRPORT � � ` ��^�
�
SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE
LEADING TO OUTCOMES
PLANNING
Airport Gommission Goals
Airport Layout Plan
Airporf h1aster Plan
National Air System Plan
PEaPLE State Air System Plan
Airport Tours to Various Groups _ _.
Annual Airport Open House � �` `� - -
EARYoung Eagles Flights ��'�� �
North American Trainers Assoc. }
Formatian Clinic[NATA)
, �.
U�for Kids Program ""tzT�"
Annual Legislati�e Staffers Visit
PARTN E RS H IP5
Airports Gouncil International-North America[AGI-NA)
American Airlines Group
American Association of Airport Executives(AAAE)
�u6uque Area Chamber of Commerce
❑ubuque County DepartmenYs
Experimental Aircraft Association(EAA}
Greater�ubuque Development Carp [G�DC}
lowa Public Airports Association(IPAA)
Local Area Business Partnerships
Table Nlound School
Tra�el�ubuque
Llniversity of�uauque Aviation Program
—59—
DUBUQUE REGIONAL AIRPORT
FY 2021 FY 2022 FY 2023
Full-Time Equivalent 19.16 19.16 19.77
Resources and Property Tax Support
$4000000
$3500000
$3000000
$2500000
$2000000
$1500000
$1000000
$500000
$0
Passenger Facility Sales Tax Operating Revenue Property Tax
Charge Support
� FY 2021 FY 2022 FY 2023
The Airport is supported by 19.77 full-time equivalent employees, which accounts for only 37.62% of the
department expense as seen below. Overall, the departments' expenses are expected to increase by
3.70% in FY 2023 compared to FY 2022.
Expenditures by Category by Fiscal Year
$1,386,447
Employee Expense 1,542,302
$1,657,126
$1,568,039
Supplies and Services $2,220,460
$2,263,444
$16,449
Machinery and Equipment $188,576
$217,670
$2,237,817
Debt Service $296,712
$266,821
$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000
FY 2021 FY 2022 � FY 2023
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DUBUQUE REGIONAL AIRPORT
Mission & Services �
The Dubuque Regional Airport is owned by the City of Dubuque and is operated and managed by an
Airport Commission as a department of the City of Dubuque. Responsibilities include management and
control of all Airport employees, facilities, property and legislative priorities.
The Airport tenants include commercial airline service with American Airlines providing regional jet
service through Chicago O'Hare International Airport and leisure flights with Sun Country Airlines to
Laughlin, NV and Gulfport/Biloxi, MS. The University of Dubuque fields a fleet of approximately 26 light
aircraft and 5 helicopters for their aviation program. Multiple local companies base their corporate
aircraft fleet at the Airport while other smaller general aviation aircraft are based locally and have
aircraft maintenance services provided by a privately-owned company.
Administration Funding Summary
FY 2021 Actual FY 2022 Budget FY 2023 Requested
Expenditures $437,181 $541,579 $575,564
Resources $769,612 $783,636 $805,268
Administration Position Summary
FY 2023
Airport Director 1.00
Assistant Airport Director 1.00
Accountant 0.75
Marketing Coordinator 0.70
Total Full-Time Equivalent Employee's 3.45
Performance Measures
,� Activity Objective: Promote the high-quality of Airport services and expand the number of Airport
outreach events to large groups.
Performance Measure(KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
#of Attendees at Open House/July 3rd N/A 2,000 Cancelled 1,500 N/A
Aircraft Viewing-weather dependent
#of Attendees at University of Dubuque N/A 325 Cancelled Cancelled N/A
Breakfast-weather dependent
#of Attendees at Experimental Aviation N/A 1264 Cancelled Cancelled N/A
Aircraft Breakfast-weather dependent
#of Attendees at University of Dubuque
Fun Run on the Runways-weather N/A Cancelled 226 250 N/A
dependent
City Council GoaL• Connected Community
� Activity Objective: Continue to stabilize and expand commercial airline service for the Tri-State
region to meet existing and future passenger traffic needs.
Performance Measure(KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
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#of Commercial Airline Meetings N/A 2 4 6 N/A
#of Commercial Airline Passenger N/A 26,895 9,226 20,000 N/A
Enplanements
. . . - . . . . .
� Activity Objective: Continue to stabilize and expand corporate and business aircraft facilities for
customer needs.
Performance Measure(KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
#of Large Corporate Hangars N/A 14 14 14 N/A
% of Occupancy of Large Corporate N/A 100% 100% 100% N/A
Hangars
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DUBUQUE REGIONAL AIRPORT
Mission & Services
The Airport Commission operates the Dubuque Jet Center which offers a Fixed Based Operation (FBO)
to assist with all general aviation needs. The FBO normally operates 17 hours a day (24 hours with
notice) providing sales of aviation fuel, ground handling, hangaring and concierge services for general
aviation, corporations, and the commercial airlines. The FBO makes arrangements for catering, car
rental, hotels, chartering services, recommends places to visit, restaurants to dine, directions to local
facilities and attractions, as well as calls for reservations and shuttles.
Dubu ue Jet Center Fundin Summa
FY 2021 FY 2022 FY 2023
Actual Budget Requested
Expenditures $1,491,941 $1,993,653 $2,328,607
Resources $1,847,068 $2,161,577 $2,466,020
Dubu ue Jet Center Position Summa
FY 2023
Fixed Base Operations Supervisor 1.00
Asst. Fixed Base Operations Supervisor 2.00
Accountant 0.25
Line Service Worker 3.66
Customer Service Re 1.50
Total Full-Time E uivalent Em lo ees 8.41
Performance Measures
City Council Goal: Financially Responsible, High Performance Organization
� Activity Objective: Continue to be financially responsible by increasing yearly aviation fuel sales
Performance Measure(KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
Gallons of Aviation Fuel Sold N/A 475,445 385,293 475,513 N/A
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DUBUQUE REGIONAL AIRPORT
Airport Operations and Maintenance
Overview
Dubuque Regional Airport Operations and Maintenance Staff provide an airport which is open to the flying
public year-round by ensuring Airport safety and compliance and is responsible for meeting FAA Part 139
compliance standards for all the runways, taxiways, navigational aids, fueling agents, firefighting, parking
areas and roadways, as well as ensuring compliance with EPA, OSHA, DNR, FCC, NFPA, Spill Prevention
Control Program and Storm Water Pollution Prevention Plan,ADA, and TSA requirements.
24-hour coverage is provided by three Operations Specialists whose duties include aircraft rescue and
firefighting services (ARFF), medical first responder and security services for certified air carriers.Airport
Maintenance is responsible for maintaining the Airport in an operationally safe, secure, and efficient manner
by providing for the maintenance of runways and taxiways, parking lots, entrance road, supervision of farm
lease operations, weed and grass control, snow/ice removal on both landside and airside areas including all
Airport owned buildings, aircraft hangars and the Commercial Airline Terminal.
The Airport is required to have an annual FAA inspection for Part 139 compliance. This incorporates
everything the Airport can control such as pavement conditions, maintenance, emergency procedures,
lighting, navigational aids, and equipment to maintain these items as well as all the buildings necessary to
house equipment and staff. The Airport is unable to control outside influences such as aircraft arrivals and
departures.
Operations and Maintenance Funding Summary
FY 2021 FY 2022 FY 2023
Actual Budget Requested
Expenditures $856,469 $1,123,803 $972,672
Resources $494,020 $505,654 $453,026
Operations and Maintenance Position Summary
FY 2023
Airport Operations Specialist 3.00
Mechanic 1.00
Maintenance Worker 3.00
Custodian 0.68
Laborer 0.23
Total FT Equivalent Employees 7.91
Performance Measures
� Activity Objective: Promote the high-quality of Airport services and expand the number of Airport
facilities tours to Tri-State area Preschools, Schools, Boy/Girl Scouts and other groups.
Performance Measure(KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
#of Airport Tours Given N/A 15 0 15 N/A
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ecommen e pera ing evenue u ge - epar men o a
51 -AIRPORT
FY20 Actual FY21 Actual FY22 Adopted FY23 Recomm'd
Fund Account Account Title Revenue Revenue Budget Budget
252 43ll0 INVESTMENT EARNINGS 3,886 1,940 3,886 1,940
100 43238 AIRCRAFT SERVICE FEE 64,686 69,616 41,400 69,616
100 43242 RENT,FARM LAND 125,782 125,782 125,782 125,782
100 43251 RENTS&CONCESSIONS 22,128 57,678 33,940 50,678
100 43253 PROMOTION ITEMS 13 10 13 0
100 43255 VENDING MACH COMMISSION 2,876 1,733 800 2,400
100 43257 RENTAL,TRAILER LOT 2,640 2,640 2,640 2,640
100 43270 ARMY RESERVE RENT 45,000 45,000 45,000 45,000
100 43271 T HANGAR RENT 77,070 75,393 75,000 78,000
100 43272 TSA RENT 49,494 45,404 49,495 49,630
100 43273 KONRARDY PROPERTIES 0 1,348 4,200 5,391
100 43275 CAR RENTAL 86,828 34,845 36,000 54,000
100 43276 FAA OFFICE RENT 16,718 4,124 0 0
100 43278 A.Y.MCDONALD 5,423 5,423 5,423 5,900
100 43279 UNNERSITY OF DUBUQUE 143,719 165,397 155,168 165,000
100 43280 LANDING FEES 4,425 2,286 4,100 2,286
100 43281 COTTINGHAM AND BUTLER 0 6,407 7,688 7,980
100 43283 AIRLINE STORAGE/UPLIFT 31,577 5,766 17,240 16,000
100 43285 AMERICAN EAGLE 63,161 59,747 79,000 62,000
100 43286 HANGARING,GEN.AVIATION 106,464 93,650 91,000 93,650
100 43287 MAINT HANGAR RENT 19,875 19,868 19,875 20,820
100 43289 MGI AIR 0 5,453 10,769 11,803
100 43290 CORPORATE HANGAR 97,094 66,363 68,325 57,400
100 43291 COMMF,RCIAL LAND RF.NT 15,297 15,364 15,364 16,183
43 USE OF MONEY AND PROPERTY-Total 984,155 911,237 � 892,108 � 944,099
100 44177 FEDERAL-CARES ACT 0 274,162 296,712 241,148
44 INTERGOVERMENTAL -Total � 0 274,162 � 296,712 � 241,148
100 45701 STATE GRANTS 24,498 22,459 48,000 25,000
45 STATE GRANTS -Total � 24,498 22,459 * 48,000 * 25,000
100 51178 CREDITCARDFEE (11,351) (10,075) (11,351) (10,075)
100 51340 LONG-TERM PARKING FEES 360 180 360 0
100 51505 PUBLIC SAFETY 59,850 79,800 79,800 79,800
100 51510 AVIATION FUEL SALES 1,979,798 1,502,525 1,725,188 1,997,489
100 51515 AUTO GAS FUEL SALES 274,015 164,930 275,389 279,234
100 51520 OIL 1,772 684 534 1,333
100 51525 FUEL FLOW 138,720 130,065 118,048 142,857
252 51535 RENTAL CAR FEE 46,569 20,058 30,000 30,000
100 51540 CHARTERS GROLJND HANDLING 31,789 15,600 19,200 15,600
100 51926 PILOT SUPPLIES 84 0 84 0
100 51963 CATERWG 4,323 3,189 2,280 500
51 CHARGES FOR SERVICES -Total 2,525,928 1,906,956 2,239,532 2,536,738
100 53201 REFUNDS 21 336 0 0
100 53605 MISCELLANEOUS REVENUE 0 19 0 0
100 53620 RF.IMBURSF.MF.NTS-GF,NERAL 18,488 9,729 8,401 9,269
53 MISCELLANEOUS -Total 18,510 10,084 8,401 9,269
100 54107 VEHICLE SALES 0 7,800 0 0
400 54210 GO BOND PROCEEDS 0 1,906,215 0 0
400 54220 BOND DISCOLTNT 0 51,531 0 0
54 OTHER FINANCING SOURCES -Total ; 0 1,965,546 + 0 ; 0
400 59100 FR G6NRRAL 309,346 294,422 296,712 266,821
400 59350 FR SALES TAX CONSTRUCTION 12,502 0 0 0
400 59391 FR PASSENGER FACILITY 34,567 0 0 0
59 TRANSFER IN AND INTERNAL -Total 356,415 294,422 296,712 266,821
AIRPORT -Total 3,909,506 5,384,866 3,781,465 4,023,075
-65-
Recommended Operating Expenditure Budget - Department Total
51 -AIRPORT
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 61010 FULL-TiME EMPLOYEES 768,146 724,911 770,239 861,085
100 61020 PART-TIME EMPLOYEES 201,305 191,263 231,317 243,949
100 61030 SEASONAL EMPLOYEES 3,428 0 8,025 8,284
100 61050 OVERTIME PAY 111,505 93,662 134,775 113,274
100 61071 HOLIDAY PAY-OVERTIME 1,732 484 0 0
100 61079 VACATION SUPPLEMENT COV1D 559 0 0 0
100 61083 COVIDI9 EMP NON-WORK 11,857 0 0 0
100 61084 ISOLATION ORDER 0 2,540 0 0
100 61085 SELF QUARANTINE HEALTH 1,496 284 0 0
100 61086 SYMPTOMSSEEKDIAGNOSIS 0 2,104 0 0
100 61088 SCHOOUDAYCARE CLOSED 1,118 0 0 0
100 61091 SICK LEAVE PAYOFF 2,611 2,887 6,818 6,818
100 61092 VACATION PAYOFF 2,240 338 0 0
100 61096 50%SICK LEAVE PAYOUT 4,099 5,390 3,250 5,390
100 61310 IPERS 103,068 95,960 108,200 115,627
100 61320 SOCIAL SECURITY 81,341 75,438 87,929 94,643
100 61410 HEALTH INSURANCE 130,032 147,552 156,384 174,108
100 61415 WORKMENS'COMPENSATION 37,938 39,361 31,273 29,632
100 61416 LIFE INSURANCE 630 615 733 664
100 61645 TOOL ALLOWANCE 200 200 200 200
100 61655 CAR ALLOWANCE 1,052 1,807 1,800 1,800
100 61660 EMPLOYEE PHYSICALS 1,358 1,652 1,359 1,652
61-WAGES AND BENEFITS 1,465,717 1,386,447 1,542,302 1,657,126
100 62010 OFFICE SUPPLIES 1,537 386 986 385
100 62011 UNIFORM PURCHASES 2,843 565 2,793 1,820
100 62013 UNIFORM MAINTENANCE 313 419 313 419
100 62030 POSTAGE AND SHIPPING 510 860 437 878
100 62032 FLAGS 1,096 115 1,027 117
100 62050 OFFICE EQUIPMENT MAINT 0 120 0 122
100 62060 O/E MAINT CONTRACTS 8,185 5,666 6,830 6,720
100 62061 DP EQUIP.MAINT CONTRACTS 21,637 15,229 17,606 5,461
100 62062 JANITORIAL SUPPLIES 12,858 8,617 9,576 8,789
100 62064 ELECTRICAL SUPPLIES 10,975 4,016 8,981 4,097
100 62090 PRINTING&BINDING 176 0 170 179
100 62110 COPYING/REPRODUCTION 1,151 822 1,224 1,300
100 62130 LEGAL NOTICES&ADS 3,380 256 782 256
100 62140 PROMOTION 89,835 68,375 91,793 91,793
100 62170 SUBSCRIPTIONS-BOOKS-MAPS 5,981 8,695 6,001 8,868
100 62190 DUES&MEMBERSHIPS 3,768 1,438 3,370 1,467
100 62204 REFUNDS 0 12,635 0 0
100 62206 PROPERTY INSURANCE 29,801 24,924 38,639 34,744
100 62208 GENERAL LIABILITY INSURAN 73,377 75,497 79,735 99,267
100 62211 PROPERTY TAX 2,016 2,572 2,056 2,623
100 62310 TRAVEL-CONFERENCES 9,622 1,245 5,840 5,840
100 62320 TRAVEL-CiTY BUSINESS 2,687 25 3,650 3,650
100 62340 MILEAGE/LOCAL TRANSP 740 0 450 450
100 62360 EDUCATION&TRAINING 19,738 2,805 7,150 7,150
100 62411 UTILITY EXP-ELECTRICITY 139,370 114,557 146,339 133,050
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Recommended Operating Expenditure Budget - Department Total
51 -AIRPORT
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 62412 UTILITY EXP-GAS 18,724 16,614 18,724 27,920
100 62418 UTILITY EXP-REFUSE 4,570 4,733 4,664 4,958
100 62421 TELEPHONE 8,928 7,964 11,707 9,628
100 62431 PROPERTY MAINTENANCE 44,307 52,854 47,890 52,853
100 62436 RENTAL OF SPACE 10,132 3,743 7,740 3,763
100 62438 FIRE SUPPRESSION 6,747 1,102 6,746 4,050
100 62511 FUEL,MOTOR VEHICLE 261,305 153,631 266,128 256,383
100 62514 FUEL,AVIATION 1,186,032 740,917 1,060,913 1,146,319
100 62515 FUEL,AVIATION-FLOW 138,720 130,065 118,048 142,857
100 62516 FUEL,AVIATION-STORAGE 2,080 597 2,463 1,829
100 62521 MOTOR VEHICLE MAINT. 25,566 10,821 29,071 11,039
100 62528 MOTOR VEH.MAINT.OUTSOUR 107 287 2,718 2,718
100 62611 MACH/EQUIP MAINTENANCE 32,033 36,290 36,889 36,290
100 62615 MACH/EQUIP MAINT.OUTSOUR 509 2,891 1,000 2,891
100 62627 CAMERA MAiNTENANCE 0 0 2,448 0
100 62636 D&ICING PRODUCTS 22,214 25,622 38,000 25,622
100 62642 FOOD PRODUCTS 3,614 2,685 3,614 0
100 62645 SPECIAL EVENTS 2,500 0 0 0
100 62649 BEVERAGE/ICE 1,970 1,282 2,376 1,876
100 62663 SOFTWARE LICENSE EXP 0 2,736 0 2,736
100 62664 LICENSE/PERMIT FEES 112 72 112 72
100 62667 DATA SERVICES 1,712 2,160 2,104 2,160
100 62681 LUBRICATiON PRODUCTS 946 2,044 946 2,044
100 62691 AIR SHOW EXPENSE 1,770 452 1,891 2,500
100 62696 OUTSIDE COLLECTOR EXPENSE 394 0 0 0
100 62710 CONTRACTOR SERVICES 50,588 0 70,000 70,000
400 62721 FINANCIAL CONSULTANT 0 3,993 0 0
100 62726 AUDIT SERVICES 2,700 6,200 2,600 6,386
100 62731 MISCELLANEOUS SERVICES 116 0 0 0
400 62731 MISCELLANEOUS SERVICES 0 7,061 0 0
100 62733 CONTRACT CUSTODIAL 0 0 3,500 3,500
100 62734 SPEAKERS/PROGRAMS 0 0 0 8,500
100 62736 CATERING SERVICES 0 0 0 2,685
100 62747 MACH/EQUIPMENT RENTAL 450 385 420 420
100 62761 PAY TO OTHER AGENCY 5,045 1,000 12,000 12,000
100 62767 ENVIRON.TESTING/MON. 0 0 30,000 0
62-5UPPLIES AND 5ERVICES 2,275,485 1,568,039 2,220,460 2,263,444
100 71211 DESKS/CHAIRS 290 0 3,400 0
100 71227 SIGNAGE 1,924 5,547 5,000 5,500
100 71313 TRACTOR-REPLACEMENT 0 0 45,350 0
100 71314 TRUCK-REPLACEMENT 78,564 0 0 155,000
100 71410 SHOP EQUiPMENT 4,921 4,174 3,350 3,350
100 71416 PLOWS 0 0 7,200 0
100 71511 PUMPS 0 0 0 9,800
100 71550 MISCELLANEOUS EQUIPMENT 0 0 52,240 25,000
100 71611 MOWING EQUIPMENT 0 0 52,716 0
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Recommended Operating Expenditure Budget - Department Total
51 -AIRPORT
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 71619 OTHER MAINT.EQUIPMENT 0 0 1,500 1,500
100 72ll3 OTHER SAFETY EQUiPMENT 28,884 2,805 1,220 1,220
100 72310 CONCESSION EQUIPMENT 0 50 0 0
100 72410 PAGER/RADIOEQUIPMENT 2,133 1,898 2,400 1,800
100 72417 CAMERA RELATED EQUIPMENT U,212 0 14,200 11,700
100 72418 TELEPHONE RELATED 113 1,975 0 2,800
71-EQUiPMENT 134,041 16,449 188,576 217,670
400 74111 PRINCIPAL PAYMENT 261,043 2,147,625 212,105 213,517
400 74112 INTEREST PAYMENT 95,372 90,192 84,607 53,304
74-DEBT SERVICE 356,415 2,237,817 296,712 266,821
51-AIRPORT TOTAL 4,231,659 5,208,752 4,248,050 4,405,061
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Recommended Expenditure Budget Report by Activity & Funding
Source
51 -AIRPORT
AIRPORT ADMIN. -51100
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 1,054 2,800 1,400
SUPPLIES AND SERVICES 100,192 131,849 143,924
WAGES AND BENEFITS 335,935 406,930 430,240
AIRPORT ADMIN. 437,181 541,579 575,564
FBO OPERATION -51200
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 3,094 3,120 168,270
SUPPLIES AND SERVICES 1,123,542 1,574,724 1,653,157
WAGES AND BENEFITS 365,305 415,809 507,180
FBO OPERATlON 1,491,941 1,993,653 2,328,607
AIRPORT OPERATIONS -51300
FUNDING SOURCE: DEBT SERVICE
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
DEBT SERVICE 2,237,817 296,712 266,821
SUPPLIES AND SERVICES 11,054
AIRPORT OPERATIONS 2,248,870 296,712 266,821
AIRPORT OPERATIONS -51400
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 12,196 130,266 22,850
SUPPLIES AND SERVICES 181,589 301,802 270,571
WAGES AND BENEFITS 662,685 691,735 679,251
AIRPORT OPERATIONS 856,469 1,123,803 972,672
TERMINAL,BLDG MAINT. -51700
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 106 52,390 25,150
SUPPLIES AND SERVICES 151,664 212,085 195,792
WAGES AND BENEFITS 22,521 27,828 40,455
TERMINAL,BLDG MAINT. 174,291 292,303 259,996
AIRPORT TOTAL $5,208,752 $4,248,050 $4,405,061
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CITY OF DUBUQUE , IOWA
DEPARTMENT DETAIL-PERSONNEL COMPLEMENT
51 AIRPORT DEPARTMENT
FY 2021 FY 2022 FY 2023
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 3250 GE-41 AIRPORT DIRECTOR 1.00 $107,881 1.00 $ 129,171 - $ -
100 3250 GE-43 AIRPORT DIRECTOR - $ - - $ - 1.00 $ 141,454
100 1995 GE-35 ASSISTANTAIRPORT DIRECTOR 1.00 $ 67,589 1.00 $ 88,294 1.00 $ 91,160
100 1875 GE-33 FBO SUPERVISOR 1.00 $ 77,510 1.00 $ 68,556 1.00 $ 71,154
100 GE-30 ASSISTANT FBO SUPERVISOR 1.00 $ 65,320 1.00 $ 66,949 2.00 $ 123,284
100 460 GE-30 ACCOUNTANT 1.00 $ 67,241 1.00 $ 68,251 1.00 $ 70,464
100 2525 GD-10 MECHANIC 1.00 $ 58,142 1.00 $ 58,142 1.00 $ 58,142
100 2205 GD-06 MAINTENANCE WORKER 3.00 $167,518 3.00 $ 172,178 3.00 $ 177,753
100 1875 NA-13 AIRPORT OPER SPECIALIST 3.00 $129,677 3.00 $ 125,721 3.00 $ 127,674
TOTAL FULL TIME EMPLOYEES 12.00 $740,878 12.00 $ 777,262 13.00 $ 861,085
61020 Part Time Employee Expense
100 NA-44 RECEPTIONIST 0.75 $ 28,423 - $ - - $ -
100 GD-03 CUSTODIAN - $ - - $ - 0.68 $ 34,715
100 NA-44 CUSTOMER SERVICE REP 0.75 $ 23,418 1.50 $ 53,417 1.50 $ 55,677
100 236 GE-28 MARKETING COORDINATOR 0.70 $ 40,296 0.70 $ 40,881 0.70 $ 42,211
100 1,927 NA-27 LINE SERVICE WORKER 4.73 $140,315 4.73 $ 137,019 3.66 $ 111,346
TOTAL PART TIME EMPLOYEES 6.93 $232,452 6.93 $ 231,317 6.54 $ 243,949
61030 Seasonal Employee Expense
100 896 NA-27 LABORER 0.23 $ 7,905 0.23 $ 8,025 0.23 $ 8,284
TOTAL SEASONAL EMPLOYEES 0.23 $ 7,905 0.23 $ 8,025 0.23 $ 8,284
TOTALAIRPORT 19.16 $981,235 19.16 $1,016,604 19.77 $1,113,318
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CITY OF DUBUQUE,IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2021 FY 2022 FY 2023
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Airport Administration-FT
10051100 61010 100 3250 GE-41 AIRPORT DIRECTOR 1.00 $ 107,881 1.00 $ 129,171 - $ -
10051100 61010 100 3250 GE-43 AIRPORT DIRECTOR - $ - - $ - 1.00 $ 141,454
10051100 61010 100 460 GE-30 ACCOUNTANT 0.75 $ 50,430 0.75 $ 51,188 0.75 $ 52,848
ASSISTANT AIRPORT
10051100 61010 100 1995 GE-35 DIRECTOR 1.00 $ 67,589 1.00 $ 88,294 1.00 $ 91,160
Total 2.75 $ 225,900 2.75 $ 268,653 2.75 $ 285,462
Airport Administration-PT
10051100 61020 100 236 GE-28 MARKETING COORDINATOR 0.70 $ 40,296 0.70 $ 40,881 0.70 $ 42,211
Total 0.70 $ 40,296 0.70 $ 40,881 0.70 $ 42,211
Airport Operations-FT
10051400 61010 100 2525 GD-10 MECHANIC 1.00 $ 58,142 1.00 $ 58,142 1.00 $ 58,142
10051400 61010 100 2205 GD-06 MAINTENANCE WORKER 3.00 $ 167,518 3.00 $ 172,178 3.00 $ 177,753
10051400 61010 100 1875 NA-13 AIRPORT OPER SPECIALIST 3.00 $ 129,677 3.00 $ 125,721 3.00 $ 127,674
Total 7.00 $ 355,337 7.00 $ 356,041 7.00 $ 363,569
Airport Operations-Seasonal and Part-Time
10051400 61030 100 892 NA-27 LABORER 0.23 $ 7,905 0.23 $ 8,025 0.23 $ 8,284
Total 0.23 $ 7,905 0.23 $ 8,025 0.23 $ 8,284
FBO Operation-FT
10051200 61010 100 1875 GE-33 FBO SUPERVISOR 1.00 $ 77,510 1.00 $ 68,556 1.00 $ 71,154
10051200 61010 100 460 GE-30 ACCOUNTANT 0.25 $ 16,811 0.25 $ 17,063 0.25 $ 17,616
100 GE-30 ASSISTANT FBO SUPERVISOR 1.00 $ 65,320 1.00 $ 66,949 2.00 $ 123,284
Total 2.25 $ 159,641 2.25 $ 152,568 3.25 $ 212,054
FBO Operation-PT
10051200 61020 100 1927 NA-27 LINE SERVICE WORKER 4.05 $ 116,944 4.05 $ 113,293 3.66 $ 111,346
10051200 61020 100 2070 NA-44 CUSTOMER SERVICE REP 1.50 $ 51,841 1.50 $ 53,417 1.50 $ 55,677
Total 5.55 $ 168,785 5.55 $ 166,710 5.16 $ 167,023
Terminal Maintenance-PT
10051700 61020 100 1927 NA-27 LINE SERVICE WORKER 0.68 $ 23,371 0.68 $ 23,726 - $ -
10051700 61020 100 GD-03 CUSTODIAN - $ - - $ - 0.68 $ 34,715
Total 0.68 $ 23,371 0.68 $ 23,726 0.68 $ 34,715
TOTAL AIRPORT DEPARTMENT 19.16 $ 987,235 19.16 $1,016,604 19.77 $1,113,318
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Capital Improvement Projects by Department/Division
AIRPORT
CIP FY 20 Actual FY 21 Actual FY 22 Adopted FY 23 Recomm'd
Number Capital Improvement Project Title Expense Expense Budget Budget
3901037 CORP HANGAR LED LIGHTING 10,100
3901060 PAVEMENT CONDITION 1NDEX
3901075 ADA COMPLIANT DETECT SFC 70,000
3901439 AIRPORT APRON
3901483 OLD MAINT SHOP DECON 37,500
3901484 SOLARPV SYSTEM 1,199,275
3901485 TERMINAL GEOTHERMAL 35,000
3901488 AIRPORT MASTER PLAN 363,863 178,235
3901489 SNOW BROOM AND BLOWER 943,984
3901497 AIRPORT FENCING/HAZARD ST 2,368 10,000
3901503 ADDTL FUEL STORAGE TANK
3901691 RLTNWAY SENSOR UPDATE 11,008 1,650,704
3901723 AIRPORT IMPROVEMENTS 5,145
3902008 HANGER REPAIRS/REPLACE 20,000 80,000
3902125 PAINT HANGAR EXTERIORS 10,410
3902214 OLD AIRLINE TERM ASSESS 218,051 93,457
3902535 NEW TERM LANDSCAPING 6,328 495
3902602 ELECT FUEL TANK GUAGE SYS 14,507
3902603 FBO HANGAR FLOOR REPLC 55,000
3902661 FBO RESTROOM UPDATE
3902662 AIRPORT STORM DRAIN IMPRO 1,739 1,172
3902664 AIRPORT ASPHALT REPAIR 914 12,750 150,000
3902716 NEW TERM ENTRANCE SIGN
3902751 AIRPORT CAP OLD WELLS 5,780
3902752 AIRPORT JET CENTER DOORS 32,500
3902753 AIRPORT WIRELESS NETWORK 34,384
3902788 AIRPORT CAR WASH - 37,767 70,000 -
3902842 REHAB TAXIWAY A 350,000 3,100,000
3902877 ADDL AV GAS FUEL TANK - 2,236 98,500 -
3902905 RELOC EMRGENCY AIRFIELD 32 149,500
39151900 AIRPORT CAPITAL IMPR. 34,567
AIRPORT TOTAL 1,679,769 1,982,628 848,000 4,586,875
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PROGRAM/ PROJECT
DEPT DESCRIPTION FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 TOTAL PAGE
AIRPORT
Public Works
ReconstructTaxiwayA $3,100,000 $5,770,000 $2,830,000 $ - $ - $11,700,000 181
Update Corporate Hangar Lighting to
LED $ 10,100 $ - $ - $ - $ - $ 10,100 182
Replace ADA Compliant Detectable
Warning Surface Pads at Terminal
Parking Lots $ 70,000 $ - $ - $ - $ - $ 70,000 183
Old Maintenance Shop Building
Deconstruction $ 37,500 $ - $ - $ - $ 50,000 $ 87,500 184
Asphalt Pavement Repair $ - $ 175,000 $ - $ 175,000 $ - $ 350,000 185
Corporate Hangar Facilities
Maintenance $ 80,000 $ 60,000 $ - $ - $ - $ 140,000 186
Pavement Condition Study(PCN) $ - $ 79,929 $ - $ - $ 83,925 $ 163,854 187
FBO Hangar Floor Replacement $ 55,000 $ - $ - $ - $ - $ 55,000 188
Construct Solar PV System $1,199,275 $ 403,325 $ - $ - $ - $ 1,602,600 189
Construct Land side Storage Lot $ - $ - $ - $ - $ 74,000 $ 74,000 190
Terminal Geothermal Heat Pump
Replacements $ 35,000 $ - $ - $ - $ - $ 35,000 191
SRE Building Vehicle/Equipment Lift $ - $ 28,000 $ - $ - $ - $ 28,000 192
Storm Drain Improvements $ - $ - $ - $ - $ 20,000 $ 20,000 193
Perimeter Fence Improvements $ - $ - $ 15,000 $ - $ - $ 15,000 194
Public Works $4,586,875 $6,516,254 $2,845,000 $ 175,000 $ 227,925 $14,351,054
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Office of Shared Prosperity and
Neighborhood Support
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OFFICE OF SHARED PROSPERITY AND NEIGHBORHOOD SUPPORT
FY 2021 FY 2022 FY 2023 %Change From
Budget Highlights Actual Budget Requested FY 2022 Budget
Expenses
Employee Expense — 169,654 324,654 91.4 %
Supplies and Services — 31,637 65,402 106.7 %
Machinery and Equipment — 7,120 350 (95.1)%
Total — 208,411 390,406 87.3 %
Resources
Administrative Overhead Recharges — 37,139 — — %
Total — 37,139 — — °/o
Property Tax Support — 171,272 390,406 219,134
Percent Increase (Decrease) 127.9 °/o
Personnel -Authorized FTE — 1.00 3.66
Significant Line Items
Employee Expense
1. FY 2023 employee expense reflects a 3.25% wage package increase.
2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2022 The employee contribution of 6.29% is unchanged from FY 2022.
3. The City portion of health insurance expense increased from $1,086 in FY 2022 to $1,119 in FY
2023 per month per contract which results in an annual cost increase of$2,737 or 3.04%.
4. During FY 2022, the following personnel changes were approved:
a. Community Engagement Coordinator (GE-33D)was moved from the Office of Equity and
Human Rights to the Office of Shared Prosperity and Neighborhood Support (+$98,108).
b. Data Analyst (GE-30A) was moved from the City Manager's Office to the Office of Shared
Prosperity and Neighborhood Support (+$75,944).
c. Part-Time Secretary (GE-25B) was moved from the City Manager's Office to the Office of
Shared Prosperity and Neighborhood Support (+$32,207).
Supplies & Services
5. Neighborhood Grants remain unchanged from $24,560 in FY 2022 to $24,560 in FY 2023. This line
item represents grants for neighborhood clean up and beautification, communications,
neighborhood improvement projects, and community building initiatives.
6. Education and Training increased from $2,000 in FY 2022 to $8,270 in FY 2023. The increase of
$6,270 is due to budgeted expenses related to Community Engagement Coordinator's education
and training budget being moved from Equity & Human Rights Department.
-77-
7. Speakers/Programs increased from $0 in FY 2022 to $7,958 in FY 2023. This line item represents
two City Life programs ($6,458) and interpretations for City Life and neighborhood programs
($1,500). These expenses were moved from Equity & Human Rights Department.
8. Conferences increased from $2,777 in FY 2022 to $7,477 in FY 2023. This increase is due to the
transfer of Community Engagement Coordinator from Equity & Human Rights Department and
associated conference funding. This funding provides for three individuals to attend Government
Alliance on Race and Equity Conference or similar national conferences.
Machinery 8� Equipment
9. Equipment replacements includes ($350):
Office of Shared Prosperity &
Neighborhood Support Equipment
Smartphone 350
Total Equipment $ 350
Revenue
10. Revenue received from Enterprise Funds for administrative overhead charges has decreased from
$37,139 in FY 2022 to $0 in FY 2023. The administrative overhead recharge was inadvertently
included in the Office of Shared Prosperity and Neighborhood Support budget in FY 2022. In Fiscal
Year 2018, administrative overhead formula was modified. The modification removed
Neighborhood Development, Economic Development and Workforce Development from all
recharges to utility funds. In addition, the Landfill calculation was modified to remove GIS and
Planning.
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�
�TION
��
. ,
�
�
Director
. ,
� � � �
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OFFICE OF SHARED PROSPERITY AND
NEIGHBORHOOD SUPPORT
Mission
Through strategic partnerships and collaboration, The Office of Shared Prosperity and Neighborhood
Support will address, prevent and reduce poverty.
Vision
An accessible city of equitable opportunities for all residents and neighborhoods to prosper.
SUCCESS IS ABOUT PLANNING, PARTNERSHIPS, AND PEOPLE
LEADING TO OUTCOMES
PEOPLE
Office of Shared Prosperity and PLANNING
Neighborhood Support staff serve on Through strategic partnerships and
Leadership Team, Intercultural collaboration, The Office of Shared
Competency , and the Local Prosperity and Neighborhood seeks
Emergency Preparedness Committee. to address the widespread impact of
My Brothers Keeper, Wellness poverty among us through a
Committee, Imagine Dubuque Tech, systematic approach to reverse
Disaster Recovery Committee, its course for the working poor.
Equitable Fines and Fees,
Neighborhood Associations,
Community Broad Band Committee,
PARTNERSHIPS
Taking on poverty is an all-hands-on-deck
endeavor with every sector of the
community including those with lived experience.
We foster and support
brining all sectors together to
achieve our vision and mission.
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OFFICE OF SHARED PROSPERITY AND
NEIGHBORHOOD SUPPORT
FY 2021 FY 2022 FY 2023
Full-Time Equivalent — 1.00 3.66
Resources and Property Tax Support
$750,000
$500,000
390,406
$250,000 �
171,272
0 0 —
$� 37,139
Administrative OH Recharges Property Tax Support
� FY 2021 Actual FY 2022 Budget FY 2023 Requested
The Office of Shared Prosperity and Neighborhood Support is supported by 3.66 full-time equivalent
employees. Overall, the department's expenses are expected to decrease by 87.33% in FY 2023
compared to FY 2022.
Expenditures by Category by Fiscal Year
$69,520
Employee Expense $169,654
$324,654
$2,017
Supplies and Services $31,637
� $65,402
$19
Machinery and Equipment $7,120
$350
$0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000
FY 2021 Actual FY 2022 Budget � FY 2023 Requested
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OFFICE OF SHARED PROSPERITY AND
NEIGHBORHOOD SUPPORT
Office of Prosperity and Neighborhood Support Funding Summary
FY 2021 Actual FY 2022 Budget FY 2023 Requested
Expenditures $71,556 $208,411 $390,406
Resources $0 $37,139 $0
Office of Prosperity and Neighborhood Support Position Summary
FY 2023
Director Office of Shared Prosperity& Neighborhood Support 1.00
Community Engagement Coordinator 1.00
Data Analyst 1.00
Secretary 0.66
Total Full-Time Equivalent Employee's 3.66
Performance Measures
. .
1 Dept. Objectives: Reduce Poverty Rate
PerFormance Measure (KPI) Target 2017 2018 2019 Performance
Indicator
Population Level N/A 16.3% 16.0% 15.9% C��
White alone, not Hispanic or N/A 13.1% 13.2°/o 12.7% C��
Latino
Black or African American N/A 60.1% 56.1°/o 56.9% C��
American Indian and Alaska N/A 34.3% 31.0% 17.8% C��
Native
Asian N/A 22.5% 16.6°/o 16.9% C��
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Native Hawaiian and Other N/A 37.0% 38.4°/o 59.8% C��
Pacific Islander
Some other races N/A 59.4% 66.7°/o 61.2% C��
Two or more races N/A 47.6% 25.8% 21.6% C��
Hispanic or Latino origin N/A 26.3% 22.1°/o 24.8% C��
. . . . . .
2 Dept. Objective:lncrease Median Household Income
PerFormance Measure (KPI) Target 2017 2018 2019 Performance
Indicator
White alone, not Hispanic or N/A $52,346 $54,606 $56,843 C��
Latino
Black orAfrican American N/A $14,818 $14,333 $12,068 C��
American Indian and Alaska N/A $— $— $22,614 C��
Native
Asian N/A $43,009 $52,344 $59,958 C��
Native Hawaiian and Other N/A $39,943 $41,595 $40,417 C��
Pacific Islander
Some other races N/A $21,813 $21,466 $— C��
Two or more races N/A $23,298 $28,864 $29,183 C��
Hispanic or Latino origin N/A $27,833 $— $44,583 C��
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City Council Goal: Partnerships for a Better Dubuque
Dept. Objective: Collaborate with strategic partner organizations and agencies to address
the systemic impact of poverty and reverse its course through citizen engagement and
1 education along with empowering neighborhood associations.
Performance Measure (KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
# of active neighborhood 7 5 5 5 C��
association
# of grants awarded for
community building & 10 24 6 6 C��
neighborhood improvement
projects
# of residents engaged in the 24 12 12 12 C��
city governance process
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Recommended Operating Revenue Budget - Department Total
68-OFFICE OF SHARED PROSPERITY AND NEIGHBORHOOD SUPPORT
FY20 Actual FY21 Actual FY22 Adopted FY23 Recomm'd
Fund Account Account Title Revenue Revenue Budget Budget
260 53620 RF.IMBURSF,MF,NTS-GENERAL 50 0 0 0
53 MISCELLANEOUS -Total 50 0 0 0
100 59610 FR WPC OPERATING 0 0 12,301 0
100 59620 FR STORMWATER OPERATING 0 0 3,689 0
100 59630 FR PARKING OPERATING 0 0 1,594 0
100 59640 FR WATER UTILITY 0 0 1,970 0
100 59670 FR REFUSE COLLECTION 0 0 11,438 0
100 59940 FR DMASWA 0 0 6,147 0
59 TRANSFER IN AND INTERNAL -Total 0 0 37,139 0
OSPNS DEPARTMENT -Total 50 0 37,139 0
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Recommended Operating Expenditure Budget - Department Total
68-OFFICE OF SHARED PROSPERITY AND NEIGHBORHOOD SUPPORT
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 61010 FULL-TIME EMPLOYEES 40,079 45,504 93,470 214,842
260 61010 FULL-T1ME EMPLOYEES 39,631 (1,675) 0 0
261 61010 FULL-TIME EMPLOYEES 5,823 0 0 0
100 61020 PART-TIME EMPLOYEES 0 0 24,395 27,506
100 61091 SICK LEAVE PAYOFF 0 3,209 7,580 0
100 61092 VACATION PAYOFF 0 2,171 0 0
100 61096 50%SICK LEAVE PAYOUT 135 677 0 0
260 61096 50%SICK LBAVE PAYOUT 141 0 0 0
100 61310 IPERS 3,770 4,277 13,475 22,877
260 61310 1PERS 3,727 (158) 0 0
261 61310 IPERS 550 0 0 0
100 61320 SOCIAL SECURITY 2,955 3,817 10,929 18,539
260 61320 SOCIAL SECURITY 2,923 (123) 0 0
261 61320 SOCIAL SECURITY 426 0 0 0
100 61410 HEALTH INSURANCE 4,214 11,673 19,548 40,269
260 61410 HEALTH INSURANCE 5,526 0 0 0
261 61410 HEALTH INSURANCE 1,096 0 0 0
100 61415 WORKMENS'COMPENSATION 123 110 174 483
260 61415 WORKMENS'COMPENSATION 101 0 0 0
100 61416 LIFE INSURANCE 33 37 83 138
260 61416 LIFE INSURANCE 34 0 0 0
261 61416 LIFE INSURANCE 6 0 0 0
6l-WAGES AND BENEFITS 1ll,293 69,520 169,654 324,654
100 62010 OFFICE SUPPLIES 5 20 5 1,000
100 62030 POSTAGE AND SHIPPING 0 0 11 0
260 62030 POSTAGE AND SHIPPING ll 0 0 0
100 62090 PRINTING&BINDING 0 0 0 3,000
100 62110 COPYING/REPRODUCTION 0 1 333 333
260 62110 COPYING/REPRODUCTION 333 0 0 0
100 62310 TRAVEL-CONFERENCES 0 0 2,777 7,477
100 62320 TRAVEL-CITY BUSINESS 25 0 254 960
260 62320 TRAVEL-CITY BUSINESS 75 0 0 0
100 62340 MILEAGE/LOCAL TRANSP 142 0 100 300
260 62340 MILEAGE/LOCAL TRANSP 193 0 0 0
100 62360 EDUCATION&TRAINING 253 0 2,000 8,270
260 62360 EDUCATION&TRAINING 107 0 0 0
100 62421 TELEPHONE 0 195 1,017 2,052
260 62421 TELEPHONE 705 0 0 0
100 62436 RENTAL OF SPACE 0 441 378 1,344
260 62436 RENTAL OF SPACE 378 0 0 0
100 62667 DATA SERVICES 162 146 202 438
100 62734 SPEAKERS/PROGRAMS 0 0 0 7,958
100 62765 GRANTS 5,496 1,214 24,560 24,560
260 62834 SERVICES FROM PLANNING 7,710 0 0 7,710
62-SUPPLIES AND SERVICES 15,595 2,017 31,637 65,402
-$7-
Recommended Operating Expenditure Budget - Department Total
100 71120 PERIPHERALS,COMPUTER 0 0 920 0
100 7ll24 COMPUTER 0 0 5,600 0
100 72418 TELEPHONE RELATED 0 19 600 350
71-EQUlPMENT 0 19 7,120 350
68-OSPNS TOTAL 126,888 71,556 208,4ll 390,406
-$$-
Recommended Expenditure Budget Report by Activity & Funding
Source
68-OFFICE OF SHARED PROSPERITY AND NEIGHBORHOOD SUPPORT
OSPNS -72800
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 19 7,120 350
SUPPLIES AND SERVICES 2,017 31,637 65,402
WAGES AND BENEFITS 69,520 169,654 324,654
OSPNS 71,556 208,4ll 390,406
OSPNS TOTAL $71,556 $208,411 $390,406
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CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL-PERSONNEL COMPLEMENT
68 Office of Shared Prosperity
FY 2021 FY 2022 FY 2023
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
DIR SHARED PROSP/NBHD
100 — GE-35 SUPPORT — $ — 1.00 $ 68,591 1.00 $ 88,531
COMMUNITY ENGAGEMENT
100 — GE-33 COORD — $ — — $ — 1.00 $ 72,620
100 — GE-30 DATAANALYST — $ — — $ — 1.00 $ 53,691
TOTAL FULL TIME EMPLOYEES — $ — 1.00 $ 68,591 3.00 $ 214,842
61020 Part Time Employee Expense
100 225 GE-25 SECRETARY — $ — — $ — 0.66 $ 27,506
TOTAL PART TIME EMPLOYEES — $ — — $ — 0.66 $ 27,506
TOTAL OFFICE OF SHARED PROSPERITY — $ — 1.00 $ 68,591 3.66 $ 242,348
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CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2021 FY 2022 FY 2023
W P-
ACCT FD JC GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Office of Shared Prosperity and Neighborhood Support-FT
General Fund
10072800 61010 100 GE-30 DATAANALYST — $ — — $ — 1.00 $ 53,691
DIR SHARED PROSP/
10072800 61010 100 GE-35 NBHD SUPPORT — $ — 1.00 $ 68,591 1.00 $ 88,531
COMMUNITY
10072800 61010 100 GE-33 ENGAGEMENT COORD — $ — — $ — 1.00 $ 72,620
NEIGHBORHOOD
10072800 61010 100 5100 GE-35 DEVELOP SPEC. — $ — — $ — — $ —
Total — $ — 1.00 $ 68,591 3.00 $214,842
Office of Shared Prosperity and Neighborhood Support-PT
General Fund
10072800 61020 100 GE-25 SECRETARY — $ — — $ — 0.66 $ 27,506
Total — $ — — $ — 0.66 $ 27,506
TOTAL OFFICE OF SHARED PROSPERITY — $ — 1.00 $ 68,591 3.66 $242,348
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Office of Equity and
Human Rights
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OFFICE OF EQUITY AND HUMAN RIGHTS DEPARTMENT
FY 2021 FY 2022 FY 2023 %Change
Budget Highlights Actual Budget Requested FroBudg t�Z2
Expenses
Employee Expense 393,856 417,294 307,497 (26.3%)
Supplies and Services 42,881 92,167 132,573 43.8%
Machinery& Equipment — 1,050 — 0.0%
Total 436,737 510,511 440,070 (13.8%)
Resources
Case Processing ICRC 1,275 2,000 2,000 0.0%
Miscellaneous 382 1,125 1,125 0.0%
Total 1,657 3,125 3,125 0.0°/o
Property Tax Support 435,080 507,386 436,945 (70,441)
Percent Increase (Decrease) (13.9%)
Personnel -Authorized FTE 4.00 4.00 3.00
Improvement Package SummarX
1 of 4
This improvement request is for hiring an intern on an annual basis to assist with developing, populating,
and updating equity indicators and supporting indicators in Socrata, our perFormance management
software. The intern would also use data collected as part of equity projects and grant and contract
parnterships to tell the story around the equity impact of the work being done by partners, This
recommendation is consistent with a recommendation in the Analysis of Impediments to Fair Housing
that the City develop measurable equity and inclusion metrics, and a recommendation from the Dubuque
Black Men Coalition at the July 2020 Black Lives Matter Work Session that the City develop contributing
measures that help to move the needle on higher level community wide indicators. It is also a necessary
step in being able to align department efforts around specific indicators and contributing measures so
that we might develop a way to measure the outcomes of cross-department and cross-sector equity
efforts. This improvement package is in alignment with the City Council goal of Partnership for a Better
Dubuque: Building Our Community that is Viable, Livable, and Equitable.
Related Cost: $ 10,222 Tax Funds Recurring Recommend - No
Property Tax Impact: $ 0.004 0.04°/o
Activity: Administration
2 of 4
This improvement request is for financially supporting project R.E.A.L (Race, Equity,Arts, Love) a writer-
scholar-mentor program that is a collaboration between Mentor Dubuque, City of Dubuque Equity and
Human Rights Department, Dubuque Area Writers Guild, Multicultural Family Center, and the University
of Dubuque English, Environmental Science, Sociology, and Criminal Justice Departments. For each
collegiate semester on Friday evenings, the Multicultural Family Center will host a creative writing arts
workshop space for middle school and high school youth predominantly from marginalized communities.
These sessions will involve moving youth through discussions and writing prompts focusing on identity
and self definition. Concurrently, University of Dubuque professors from various departments will
incorporate the same writing prompts within their coursework. The University of Dubuque has data
supporting the efficacy of race-equity/arts pedagogy writing with higher grades across disciplines.
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College students from these courses will then be nominated to become mentors for the Friday night
REAL writers workshop sessions at the MFC. These mentors and mentees will then attend a day long
Saturday Scholar Seminar at the University of Dubuque. The seminar will be academic and led by a UD
or guest Professor on a topic chosen by the participants. This program is geared to supportively
socialize area youth, especially 1 st generation, to the college setting. Once completed, students will
receive a certificate of completion, letter of recomendation, and materials to build a professional
portfolio. Target attendance in yr. 1 (20 — 30 students) This improvement package is in alignment with
the City Council goal of Partnership for a Better Dubuque: Partnering with education as well as the City
Council goal of a Diverse Arts, Culture, Parks & Leisure: Expanding arts and cultural opportunities with
access for all and Connecting with Disengaged youth.
Related Cost: $ 15,200 Tax Funds Recurring Recommend - No
Property Tax Impact: $ 0.006 0.06%
Activity: Human Rights
3 of 4
This improvement request is for financially supporting a racial equity community education initiative
through grant funding for events. There continues to be a chasm between people of various racial
backgrounds in the United States, in part because different racial groups learn different histories. These
gaps in understanding contribute to the divide that often arises as we try to address inequities through
policy and practice. These funds would be granted to an outside entity or entitites to conduct racial
equity event(s) such as, but not limited to, Race in the Heartland.
On October 18 and 19, 2019, the Human Rights Commission co-hosted the inaugural Race in the
Heartland Conference, which included breakout sessions, keynote speakers, and a community forum.
Topics revolved around the history of race in America, communicating about race, implicit bias,
mentoring, restorative strategies, and the importance of advancing employment, housing, criminal
justice, and education equity. The City Council contributed $2,500 toward this conference as part of a
one-time decision package included in the FY20 budget. Then, in FY21, the City Council contributed
$5,000 towards the conference in Community Development Block Grant Funding. Given the success of
the conference and the importance of continuing to work towards an improved understanding of race in
America and the importance of working together to advance racial equity in Dubuque, a recurring
decision package is being requested to contribute towards this conference or a similar event in the future
This improvement package is in alignment with the City Council goal of Partnership for a Better
Dubuque: Building Our Community that is Viable, Livable, and Equitable.
Related Cost: $ 10,000 Tax Funds Recurring Recommend - No
Property Tax Impact: $ 0.0039 0.04°/o
Activity: Human Rights
4 of 4
This improvement request is for a racial equity community education initiative in the form of an All
Community Reads activity around the book "The Sum of Us" by Heather McGee. There continues to be
a chasm between people of various racial backgrounds in the United States, in part because of the zero-
sum paradigm so many people buy into—the idea that when some make progress, other people must
lose out. This thinking contributes to the divide that often arises as we try to address inequities through
policy and practice. McGee's book holds up examples of what she calls the Solidarity Dividend —the
ways in which social problems can be addressed through collaboration and coming together. Racism is
noted as one of eight determinants of poverty in the Equitable Poverty Reduction and Prevention Plan,
and this project will help to move the community towards an improved understanding of race in America
and the importance of working together to advance racial equity in Dubuque in ways that can benefit
everyone and do not need to come at the expense of any particular group of people. This improvement
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package is in alignment with the City Council goal of Partnership for a Better Dubuque: Building Our
Community that is Viable, Livable, and Equitable.
Related Cost: $ 66,500 Tax Funds Non-Recurring Recommend -Yes
Net Property Tax Cost $ 66,500
Property Tax Impact: $ 0.0262 0.27%
Activity: Human Rights
Significant Line Items
Employee Expense
1. FY 2023 employee expense reflects a 3.25% wage package increase.
2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
—°/o from FY 2022 City contribution of 9.44%. The employee contribution of 6.29% is unchanged
from FY 2022.
3. The City portion of health insurance expense increased from $1,086 in FY 2022 to $1,119 in FY
2023 per month per contract which results in annual increase of$-11,859 or 3.04%.
4. During FY 2022, the following personnel change was approved:
a. Community Engagement Coordinator (GE-33D) was moved from the Office of Equity and
Human Rights to the Office of Shared Prosperity and Neighborhood Support (-$98,108).
Supplies & Services
5. Education and Training decreased from $30,962 in FY 2022 to $21,252 in FY 2023. This line
item represents Annual Advanced Equity Training ($10,000); and general workshops and skill
development for City staff and partners on intercultural competency, equity, inclusion, and
community engagement ($11,252). This decrease is due to a non-recurring improvement
package in FY 2021 for the train-the-trainer program (-$3,510) and budgeted expenses related to
Community Engagement Coordinator's education and training budget being moved from Equity &
Human Rights Department (-$6,000).
6. Conferences decreased from $12,776 in FY 2022 to $9,594 FY 2023. This decrease is due to
the transfer of Community Engagement Coordinator from Equity & Human Rights Department
and associated conference funding (-$3,200). This line item represents the actual cost for
leadership team members to attend the National League of Cities Conference in Tampa, FL, the
Government Alliance on Race and Equity conference in Oakland, CA, and Sustainable
Communities Conference.
7. Speakers and Programs increased from $12,040 in FY 2022 to $70,582 in FY 2023. This
decrease is due to the transfer of Community Engagement Coordinator from Equity & Human
Rights Department and associated program funding that represents two City Life programs in FY
2023 (-$6,458) and interpreters for City Life programs (-$1,500). The remaining programs provide
for the dispute resolution center ($1,742), interpreters for commission functions ($340) and the
Dubuque Community Police Relations Committee ($2,000).
8. Pay to OtherAgency is unchanged from $12,000 in FY 2022 to 12,000 in FY 2023. This line item
includes $6,000 for Faces and Voices Human Relations Event that currently is the annual the
Reverend Doctor Martin Luther King Breakfast and $6,000 for VISTA cost share. The VISTA cost
share is unchanged from $6,000 in FY 2022.
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9. Printing and Binding decreased from $5,817 in FY 2022 to $3,817 in FY 2023. This line item
provides for the printing of the Annual Report, brochures, training materials, and mailing
materials. This decrease is due to the transfer of Community Engagement Coordinator from
Equity & Human Rights Department and associated print funding (-$2000).
10. Office Supplies decreased from 2,286 in FY 2022 to 1,286 in FY 2023. This decrease is due to
the transfer of Community Engagement Coordinator from Equity & Human Rights Department
and associated office supplies funding (-$1,000).
Revenue
11. Case processing revenue in FY 2023 is based on 10 employment cases reimbursed at $200 per
case ($2,000) by the lowa Civil Rights Commission.
12. General reimbursement revenue is unchanged from $1,125 in FY 2022 to $1,125 in FY 2023
based on FY 2022 actual of$1,125. This revenue line reflects the reimbursement for Intercultural
Competency training materials for four-day workshops.
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OFFICE OF EQUITY AND HUMAN RIGHTS
Department Goal: Office of Equity and Human Rights partners to advance equity in City services
and civic engagement through City and community partnerships. In all efforts, compliance with current
civil rights laws is considered the bare minimum required, not the end goal.
�-
,.,� �
�. � . �
� ^-- _ � . .
'S .
f I \ .
� �
��. ,1 �t.,.:
,`� j
� J ..-_- ` J � i ■
f - ' i � ' � ' - i �
SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE
LEADING TO OUTCOMES
PEOPLE PLANNING
We engage traditionally We facilitate and
marginalized communities to consulf on Department
strengthen relationships, � and partner efforts to
expand participation, and develop and implement
advance equity in City services. equity plans.
� �'�eY � � �
� NC �.US; �;�E «T �
� � I � . : � ,,� ;, ,,� We educat� individuals
j� and f�ci�i���� ���c�
du b u u� �������on cross-sector
� efforts to collectively
�_��.,,n==.�=..=t.�,���-,5�_,,,,�-t: advance equity.
-100-
OFFICE OF EQUITY AND HUMAN RIGHTS
FY 2021 FY 2022 FY 2023
Full-Time Equivalent 4.00 4.00 3.00
Resources and Property Tax Support
$507,386
$500,000
$435,080 $436,945
$400,000
$300,000
$200,000
$100,000
$1,275 $2,000 $2,000 $382 $1,125 $1,125
$0
Case Processing ICRC Reimbursements Property Tax Support
� FY 2021 FY 2022 FY 2023
The Office of Equity and Human Rights is supported by 3.00 full-time equivalent employees, which
accounts for 69.87°/o of the department expense as seen below. Overall, the departments' expenses
are expected to decrease by-13.80% in FY 2023 compared to FY 2022.
Expenditures by Category by Fiscal Year
$393,856
Employee Expense $417,294
$307,497
$42,881
Supplies and Services $92,167
$132,573
$—
Machinery and Equipment $1,050
$—
$0 $50,000 $100,000$150,000$200,000$250,000$300,000$350,000$400,000$450,000
FY 2021 FY 2022 � FY 2023
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OFFICE OF EQUITY AND HUMAN RIGHTS
Urgani� �a� ueve�c,
Mission & Services
The Office of Equity and Human Rights partners with other City Departments to advance equity
understanding and actions amongst our employees, through service delivery, community engagement
efforts, and grants and contracts.
Organization Development Funding Summary
FY21 Budget FY22 Budget FY 2023 Requested
Expenditures $5,053 $10,000 $10,000
Resources $0 $0 $0
Organization Development Position Summary
FY 2023
Human Rights Director 0.50
Intake Specialist 0.50
Organizational Equity Coordinator 0.75
Total FT Equivalent Employees 1.75
Performance Measures*
City Council Goal: Financially Responsible, High-Performance City Organization
Activity Objective: Using an intercultural approach, facilitate Equity Teams, consult on
1 department equity plans, and develop organizational framework for collectively advancing
eq u ity.
Performance Measure KPI Tar et FY 2020 FY 2021 FY 2022 Performance
� � g Actual Actual Estimated Indicator
% of departments with written equity plans 100% 52% 75% 75%
% of departments writing their equity plan 0% 51% 25% 25% C��
or completing self-assessment
2 Activity Objective: Educate staff on developing intercultural skills and applying equity tools
in service delivery and community engagement.
% staff indicating improved understanding a
of importance of intercultural skills, equity, 90°/o 93°/o 95% 95%
and inclusion.
3 Activity Objective: Facilitate/Consult on Improvements in Access, Usage, or Life
Circumstances for Residents Most Impacted by Inequities
% of departments reporting improvements
in workforce, service delivery and/or 20% n/a n/a 20% N/A
community engagement with residents
most impacted by inequities
*All work is premised in an intercultural approach and the development of intercultural competency. As departments identify
and implement equity goals,we work in conjunction to engage the community and develop outcome measures so that we
might measure progress over time. Currently, the details of this collective progress are laid out in our annual Equity Report.
We are working towards a mechanism for reporting this collective progress as part of our departmental performance measures
as well.
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OFFICE OF EQUITY AND HUMAN RIGHTS
Mission & Services
Community Development involves partnering with various groups and organizations within the
community to address inequities in economic opportunity, health, housing, education, transportation,
and safety.
Community Development Funding Summary
FY 2021 FY 2022 FY 2023
Actual Budget Requested
Expenditures $ 431,685 $ 500,511 $ 430,070
Resources $ 1,657 $ 3,125 $ 3,125
Community Development Position Summary
FY 2023
Organizational Equity Coordinator 0.25
Human Rights Director 0.50
Intake Specialist 0.50
Total FT Equivalent Employee's 1.25
Performance Measures
City Council Goal: Partnerships for a Better Dubuque
� Activity Objective: Educate/Facilitate non-profit institutions, private businesses, educational
institutions in contributing towards advancing equity through the Imagine Dubuque plan.
Performance Measure(KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
% partners indicating improved �
understanding of importance of intercultural 95% 95% 95% 95% _
skills, equity, and inclusion.
% of partners reporting improvements in
quality of life measures and/or community 20% n/a n/a 20% N/A
engagement with residents most impacted
by inequities
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Recommended Operating Revenue Budget - Department Total
16-HUMAN RIGHTS DEPARTMENT
FY20 Actual FY21 Actual FY22 Adopted FY23 Recomm'd
Fund Account Account Title Revenue Revenue Budget Budget
100 51918 CASF,PROCF.SSiNG ICRC 725 1,275 2,000 2,000
51 CHARGES FOR SERVICES -Total 725 1,275 2,000 2,000
100 53201 REFUNDS 540 193 0 0
100 53620 REIMBURSEMENTS-GENERAL 830 189 1,125 1,125
53 MISCELLANEOUS -Total 1,370 382 1,125 1,125
HUMAN RIGHTS DEPARTMENT -Total 2,095 1,657 3,125 3,125
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Recommended Operating Expenditure Budget - Department Total
16-HUMAN RIGHTS DEPARTMENT
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 61010 FULL-TIME EMPLOYEES 276,928 288,839 309,281 225,532
261 61010 FULL-TIME EMPLOYEES 12,852 0 0 0
100 61092 VACATION PAYOFF 521 0 0 0
100 61095 PARENTAL LEAVE 0 3,430 0 0
100 61096 50%SICK LEAVE PAYOUT 1,786 2,323 1,786 2,323
100 61310 IPERS 26,142 27,618 29,196 21,290
261 61310 IPERS 1,213 0 0 0
100 61320 SOCIAL SECURITY 20,371 21,386 23,796 17,432
261 61320 SOCIAL SECURITY 942 0 0 0
100 61410 HEALTHINSURANCE 52,101 49,184 52,128 40,269
261 61410 HEALTH INSURANCE 2,736 0 0 0
100 61415 WORKMENS'COMPENSATION 725 837 602 513
100 61416 LIFE INSURANCE 219 239 238 138
261 61416 LIFE INSURANCE 13 0 0 0
100 61660 EMPLOYEE PHYSICALS 267 0 267 0
61-WAGES AND BENEFITS 396,815 393,856 417,294 307,497
100 62010 OFFICE SUPPLIES 286 215 2,286 1,286
100 62011 UNIFORM PURCHASES 55 0 0 0
100 62030 POSTAGE AND SHIPPING 47 99 48 101
100 62061 DP EQUIP.MAINT CONTRACTS 4,204 5,210 5,210 4,533
100 62090 PRINTING&BINDING 3,319 3,395 5,817 3,817
100 62110 COPYING/REPRODUCTION 540 230 665 230
100 62130 LEGAL NOTICES&ADS 2,381 30 100 30
100 62170 SUBSCRIPTIONS-BOOKS-MAPS 949 779 968 890
100 62190 DUES&MEMBERSHIPS 1,450 1,450 1,500 1,500
100 62208 GENERAL LIABILITY INSURAN 2,308 1,810 1,918 2,539
100 62310 TRAVEL-CONFERENCES 5,105 0 12,776 9,594
100 62320 TRAVEL-CITY BUSINESS 18 0 1,629 1,504
100 62340 MILEAGE/LOCAL TRANSP 412 38 71 71
100 62360 EDUCATION&TRAINING 24,001 7,322 30,962 21,252
100 62421 TELEPHONE 3,017 2,827 2,307 1,518
100 62436 RENTAL OF SPACE 1,620 893 1,260 840
100 62663 SOFTWARE LICENSE EXP ll0 14 205 46
100 62667 DATA SERVICES 595 486 405 240
100 62671 MISC.OPERATING SUPPLIES 46 0 0 0
100 62734 SPEAKERS/PROGRAMS 8,524 1,086 12,040 70,582
100 62753 FAIR HOUSNG TRAINING 8,714 0 0 0
100 62761 PAY TO OTHER AGENCY 11,000 17,000 12,000 12,000
62-SUPPLIES AND SERVICES 78,700 42,881 92,167 132,573
100 71120 PERIPHERALS,COMPUTER 866 0 0 0
100 72418 TELEPHONE RELATED 28 0 1,050 0
71-EQUIPMENT 894 0 1,050 0
16-HUMAN RIGHTS DEPARTMENT TOTAL 476,409 436,737 510,511 440,070
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Recommended Expenditure Budget Report by Activity & Funding
Source
16-HUMAN RIGHTS DEPARTMENT
HUMAN RELATIONS - 16100
FUNDING SOURCE:CDBG CARES ACT
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT — 1,050
SUPPLIES AND SERVICES 32,828 76,167 ll6,573
WAGES AND BENEFITS 393,856 417,294 307,497
HUMAN RELATIONS 426,685 494,511 424,070
WORKFORCE DEVELOPMENT - 16300
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
SUPPLIES AND SERVICES 20
WORKFORCE DEVELOPMENT 20
VISTA COST SHARE -16400
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
SUPPLiES AND SERVICES 5,000 6,000 6,000
VISTA COST SHARE 5,000 6,000 6,000
HUD VOLUNTARY COMP AGREE- 16600
FUNDING SOURCE:GENERAL
Account FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
SUPPLIES AND SERVICES 5,032 10,000 10,000
HUD VOLUNTARY COMP AGREE 5,032 10,000 10,000
HUMAN RIGHTS DEPARTMENT TOTAL $436,737 $510,511 $440,070
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CITY OF DUBUQUE , IOWA
DEPARTMENT DETAIL-PERSONNEL COMPLEMENT
16 OFFICE OF EQUITY&HUMAN RIGHTS DEPARTMENT
FY 2021 FY 2022 FY 2023
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 9150 GE-40 HUMAN RIGHTS DIRECTOR 1.00 $112,693 1.00 $ 114,371 1.00 $ 90,119
100 610 GE-34 ORGANIZATIONAL EQUITY COORD 1.00 $ 62,563 1.00 $ 69,156 1.00 $ 75,363
100 GE-33 COMMUNITY ENGAGEMENT COORD 1.00 $ 63,340 1.00 $ 67,589 — $ —
100 1640 GE-27 INTAKE SPECIALIST 1.00 $ 57,331 1.00 $ 58,165 1.00 $ 60,050
TOTAL FULL TIME EMPLOYEES 4.00 $295,927 4.00 $ 309,281 3.00 $225,532
TOTAL OFFICE OF EQUITY&HUMAN RIGHTS
DEPT. 4.00 $295,927 4.00 $ 309,281 3.00 $225,532
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CITY OF DUBUQUE,IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2021 FY 2022 FY 2023
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Office of Equity&Human Rights-FT
10016100 61010 100 9150 GE-40 HUMAN RIGHTS DIRECTOR 1.00 $112,693 1.00 $114,371 1.00 $ 90,119
10016100 61010 100 1965 GE-33 COMMUNITY ENGAGEMENT COORD 1.00 $ 63,340 1.00 $ 67,589 — $ —
10016100 61010 100 2372 GE-34 ORGANIZATIONAL EQUITY COORD 1.00 $ 62,563 1.00 $ 69,156 1.00 $ 75,363
10016100 61010 100 1640 GE-27 INTAKE SPECIALIST 1.00 $ 57,331 1.00 $ 58,165 1.00 $ 60,050
Total 4.00 $295,927 4.00 $309,281 3.00 $225,532
TOTAL OFFICE OF EQUITY&HUMAN RIGHTS DEPARTMENT 4.00 $295,927 4.00 $309,281 3.00 $225,532
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Finance
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FINANCE DEPARTMENT
FY 2021 FY 2022 FY 2023 %Change
Budget Highlights Actual Budget Requested FroBuF�ge 022
Expenses
Employee Expense 1,611,615 1,718,214 1,827,378 6.4°/a
Supplies and Services 768,878 963,303 967,530 0.4%
Electric and Gas Utility Franchise Fee Rebates 672,638 735,730 681,263 -7.4%
Investment Manager and Custodial Service Fees 88,017 57,000 53,014 -7.0%
Machinery and Equipment 3,157 4,325 1,650 -61.8°/o
Non-Expense Accounts (2,539) (6,966) (6,966) 0.0%
Total 3,141,766 3,471,606 3,523,869 1.5°/o
Abated Debt- Franchise Fee Litigation 199,906 211,499 214,906 1.6%
Total Expense 3,341,672 3,683,105 3,738,775 1.5%
Resources
Miscellaneous Revenue 67,082 146,276 92,754 -36.6%
Electric and Gas Utility Franchise Fees 872,544 947,229 896,169 -5.4%
Sales Tax 20°/o for Debt Abatement - 14,293 15,400 7.7%
Overhead & Utility Billing Recharges to Enterprise
Funds 1,704,079 1,769,270 1,842,003 4.1%
Water Meter Service Recharges 10,873 - - 0.0%
Total revenue 2,654,578 2,877,068 2,846,326 -1.1°/o
Property Tax Support 687,094 806,037 892,449 86,412
Personnel -Authorized FTE 20.00 20.26 20.51
Improvement Package Summary
1 of 4
This decision package would provide funding for a 160 hour professional service package for a workflow
software consultant. This improvement would allow staff to leverage Laserfiche Forms to build custom
workflows that would integrate with the Tyler Munis Enterprise Resource Planning System (ERP).
OPG-3 has worked with other Tyler Munis clients to build integrated custom workflows. Tyler Munis has
simplistic pre-programmed workflows for various processes such as accounts payable, contracts, and
grants but the workflows are not as robust as staff would like. This request supports the City Council
goal of Financially Responsible, High-Performance City Organization.
Related Cost: $ 24,000 Tax Funds Non-Recurring Recommend -Yes
Related Revenue: $ 12,079 Administrative Overhead Non-Recurring
Net Cost: $ 11,921
Property Tax Impact: $ 0.0047 0.05%
Activity: Accounting
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2 of 4
This decision package would provide funding for a seasonal summer finance intern (NA-38F / 0.25 FTE).
The summer finance intern would work 40 hours per week during summer break (May through August)
and assist with large projects and ongoing work. The work could include assistance with Tyler Munis
Enterprise Resource Planning (ERP) system implementation, new subdivision meter data entry, audit
work, accounts payable, and many other finance functions. The Finance Department currently has two
seasonal finance interns (0.75 FTE or 1,566 hours) and one seasonal utility billing intern (0.51 FTE or
1,065 hours) that work throughout the year. This request supports the City Council goal of Financially
Responsible, High-Performance City Organization.
Related Cost: $ 8,417 Tax Funds Recurring Recommend -Yes
Related Revenue: $ 3,072 Administrative Overhead Recurring
Net Cost: $ 5,345
Property Tax Impact: $ 0.0021 0.02%
Activity: Accounting
3 of 4
This decision package would provide funding for the one-time cost of implementation of priority based
budgeting for the operating budget and recurring online priority based budgeting software cost to
continue the process. The implementation of priority based budgeting would allow the ability to budget
for equity in addition to other City Council goals and priorities. Implementation of priority based
budgeting in the operating budget will require a significant investment of staff time and a consultant is
required to train staff on priority based budgeting and assist the teams of staff involved in implementing
the process.
In a priority-driven approach, a government identifies its most important strategic priorities, and then,
through a collaborative, evidence-based process, ranks programs and services according to how well
they align with the priorities. The government then allocates funding in accordance with the ranking.
Priority based budgeting is intended to change the tone of budget discussions, from a focus on how
money was spent last year to a focus on how the most value can be created for the public using the
money that is available this year.
The first step in priority based budgeting for the operating budget will be to identify available resources.
This step requires that instead of first identifying the amount of resources needed for the next fiscal year,
the amount of resources that are available to fund operations as well as one-time initiatives and capital
expenditures are identified. Then, the existing City Council Goals and Priorities are used as the basis of
ranking of programs and services. The City Council Goals and Priorities are expressed in terms of
measurable results. Next, an inventory of the programs offered is taken and compared to the priorities.
Once the programs have been inventoried, a scoring system is developed to determine how well each
program achieves the identified priorities and other determined factors. Then each program is scored by
departments to indicate its relevance to the identified priorities and other determined factors.An
established review team of City staff meets to determine whether they understood the programs they
were reviewing; whether they agreed with the score given by the department (the departments scored
their own programs); whether they required further testimony or evidence from the department to help
them better understand the score given; and whether the score should stand, or if the team would
recommend an increase or decrease.All programs are evaluated in this manner until a final
recommendation is made on program scores. Then, the programs are ordered according to their
prioritization within a given priority result area and the budget staff draw a line where the cost of the most
highly prioritized programs is equal to the amount of revenue available. The programs above the line are
funded, and the ones that fall below the line are not. Staff will have discussions about the programs on
either side of the line and about moving those programs up or down, redesigning the programs, or
shifting resources among priority results. Special purpose funds will have programs ranked without
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regard to funding source and then resources will be allocated with respect to funding source.
Performance measures are developed and used to make sure programs deliver the results they were
evaluated on.
During the Fiscal Year 2019 budget process, staff implemented priority based budgeting for the Capital
Improvement Program. This process included creating a priority ranking system for departments to rank
projects, tying capital projects to outcomes related to City Council Goals and Priorities, and holding
additional meetings with departments that were grouped in regard to funding source to allow open dialog
on the projects submitted. These additional meetings with departments ensure City Council Goals and
Priorities are addressed in the submitted projects, make sure all departments impacted by projects are
aware of the proposed work, related projects are aligned with the same time line and duplicated projects
are eliminated, and to determine the projects that made it to the top of the list that are recommended to
be funded. During the Fiscal Year 2021 budget process, staff implemented equity questions to be
considered for operating improvement packages requested by departments in an effort to have
departments think about the impact to equity.
The consultant selected to assist in implementation of priority based budgeting would provide a two day
group training on the entire priority based budgeting process; assist with program inventory
development, gathering of costs and uploading into the online software, provide additional web based
department trainings for inventory and program costing; assist with the use of City Council Goals and
Priorities in the priority based budgeting process; assist with department scoring, peer review and final
model development, and provide additional web based department trainings for scoring and peer review.
The consultant will also provide a "starter program inventory" for departments to work from, which is built
from a database of thousands of programs, customized to match with each department, and significantly
easing the workload for departments to implement priority based budgeting. This request supports the
City Council goal of Financially Responsible, High-Performance City Organization.
Related Cost: $ 50,000 Tax Funds Non-Recurring Recommend - No
Related Cost: $ 32,000 Tax Funds Recurring
Related Revenue: $ 25,165 Administrative Overhead Non-Recurring
Related Revenue: $ 16,106 Administrative Overhead Recurring
Net Cost: $ 40,729
Property Tax Impact: $ 0.016 0.16%
Activity: Budget
4 of 4
This improvement level decision package request is for the creation of an Office of Innovation, which
would be a division of the Finance Department. This request would fund a full-time Chief Innovation
Officer (GE-40B) and a full-time Senior Performance and Management Specialist (GE-36B). The Office
of Innovation would identify improvements in the efficiency and effectiveness of City services and
business processes. The primary focus of this group is to improve City operations at less cost. The team
would be comprised of experienced professionals who are trained in process improvement
methodologies and have diverse backgrounds. The team would serve as internal consultants to City
departments and work closely with senior management to recommend strategies for improvement. The
essential job functions of the Office of Innovation include developing an annual innovation work plan
focused on improving the delivery of municipal services; analysis of policies, practices, system,
procedures, workload standards, and organizational structures; design of benchmark surveys and
quantitative techniques to improve the productivity and quality of operations and build an effective
workforce; recommendation of innovative management strategies and complex departmental turnaround
plans; inspections of business processes and service delivery methods to help identify efficiencies and
reduce cost; analytical research and recommendation of alternatives on various public administrative
functions and service delivery activities; evaluation of staffing requests and recommendation of staffing
levels to ensure the efficient and effective utilization of human resources; and organizational
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improvement recommendations. The tools that would be used by the Office of Innovation include
performance audits, staff interviews and on-site observation, project management, best practice
research and surveys, strategic planning and prioritization, process mapping, empathy mapping/voice of
the customer, and trend analysis, cost analysis and forecasting. This improvement package supports the
City Council goal of Financially Responsible, High Performance City Organization: Sustainable,
Equitable and Effective Service Delivery- Financially Sound and responsible City government and
Service Value for taxes and fees. The recurring cost represents the employee cost of the two full-time
positions as well as the monthly data plan for the two tablets and monthly phone plan. The non-recurring
cost represents the purchase of two computers, two tablets, one smartphones, two desk phones, two
desks and chairs, and office space construction or rental. The Office of Innovation would need to be
located outside the Finance Department due to the space constraints in the department.
Related Cost: $220,784 Tax Funds Recurring Recommend - No
Related Cost: $39,075 Tax Funds Non-Recurring
Related Revenue: $111,121 Administrative Overhead Recurring
Related Revenue: $19,666 Administrative Overhead Non-Recurring
Net Cost: $129,072
Property Tax Rate Impact $0.0508 0.52%
Activity: Office of Innovation
Significant Line Items
Employee Expense
1. FY 2023 employee expense reflects a 3.25% wage package increase.
2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2022 The employee contribution of 6.29% is unchanged from FY 2022.
3. The City portion of health insurance expense is increased from $1,086 in FY 2022 to $1,119 in FY
2023 per month per contract which results in annual cost increase of$7,234 or 3.04%.
4. Overtime is unchanged from $7,950 in FY 2022 to $7,950 in FY 2023. FY 2021 actual was $268.
5. During Fiscal Year 2022, the following personnel change was approved:
a. Purchasing Coordinator (GE-33F) was upgraded to Purchasing and Risk Manager (GE-40F)
for a cost of$42,324.
Supplies & Services
6. Electric Franchise Fee Refund decreased from $695,111 in FY 2022 to $628,000 in FY 2023 based
on FY 2021 actual 627,227.
7. Gas Franchise Fee Refund increased from $40,619 in FY 2022 to $53,263 in FY 2023 based on FY
2019 Actual $49,045 plus 8.6%. FY 2021 actual was $45,412.
8. Postage and Shipping decreased from $115,388 in FY 2022 to $114,108 in FY 2023. FY 2021 actual
was $125,031. During Fiscal Year 2022, the City began outsourcing printing and mailing of utility
bills. The postage machine in City Hall will be eliminated and departments will process their own mail
by either going to the post office or by purchasing stamps.
9. Data Processing decreased from $72,285 in FY 2022 to $60,500 in FY 2023. This line item
represents the recharge of Information Services staff time related to processing checks, system
back-ups and daily production for the financial software.
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10. Software License increased from $440,199 in FY 2022 to $475,409 in FY 2023. This line item
includes ERP Software ($371,632); Workiva Wdesk ($86,970); Balancing Act ($6,700),Multifunction
CopierAccounting Software ($107); and Indirect Cost Software ($10,000).
11. Investment Management and Custodian Fees decreased from $57,000 in FY 2022 to $53,014 in FY
2023. During FY 2021, the City bid Investment Management Fees which resulted in lower fees. FY
2021 Actual was $88,017.
12. Programming decreased from $34,098 in FY 2022 to $28,586 in FY 2023. This line item represents
the recharge of Information Services staff time related to the maintenance the financial software.
13. Credit Card Charge increased from $51,000 in FY 2022 to $52,207 in FY 2023 based on FY 2021 of
$52,207. The credit card vendor charges a $4.95 per transaction fee directly to the utility billing
customer for online and phone payments and retains the fee as part of their contract. The City does
not receive a convenience charge related to online or phone credit card payments. When customers
pay in person, the City must absorb the credit card transaction fee of$4.95 for each in person
transaction. In addition, the City absorbs a $0.25 per e-check transaction for online and phone utility
bill payments.
Machinery & Equipment
14. Equipment replacement items at the maintenance level include ($1,650):
Accounting/Payroll/Treasury =
Chairs $ 900
Bu� �
Desk Phone $ 250
Utility Billing/Parking Tickets �
Desk Phone $ 250
= Total $ 1,650
Debt Service
15. Annual debt service payment includes the following ($214,906):
Final Call
Amount Debt Series Source Purpose Payment Date
$ 199,506 2016A G.O. Debt Levy Franchise Fee Settlement 2035 2024
$ 15,400 2021 A G.O. Sales Tax General Ledger Software 2041 2028
$ 214,906 Total Finance Debt Service
Revenue
16. Franchise Fees increased from $5,208,865 in FY 2022 to $5,252,504 in FY 2023. FY 2021 actual
was $4,825,102. Electric Franchise Fee decreased from $4,230,496 in FY 2022 to $4,140,000 in FY
2023 based on FY 2019 Actual. FY 2021 actual was $3,794,873. Gas Franchise Fee increased from
$907,201 in FY 2022 to $1,038,950 in FY 2023 based on FY 2021 actual plus 8.6%. Maquoketa
Electric Franchise Fee increased from $71,168 in FY 2022 to $73,554 in FY 2023 based on FY 2021
actual.
17. Penalties decreased from $22,125 in FY 2022 to $22,115 in FY 2023 based on FY 2019 Actual. This
line item represents administrative collection fees and administrative fees for tax liens.
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18. Credit Card Fee is unchanged from $0 in FY 2022 to $0 in FY 2023 due to the implementation of the
WaterSmart Portal and Paymentus credit card processing for online payments in March 2019.
Paymentus directly charges the customer the credit card fee and keeps the fee revenue. In February
2020, automated phone payments began to be accepted using the WaterSmart Portal and
Paymentus.
19. Reimbursements decreased from $120,000 in FY 2022 to $65,000 in FY 2023. This line item
includes the rebate received on purchase cards and 1% of enrolled virtual card vendor spend as
rebate revenue. Purchase card rebates increased from $20,000 in FY 2022 to $25,000 in FY 2023
based on FY 2022 actual of$26,437. Virtual Card rebates decreased from $100,000 in FY 2022 to
$40,000 in FY 2023 based on FY 2022 actual of$37,397.A virtual card payment is equivalent to that
of a credit card transaction. Suppliers that choose to participate in the virtual card program will
receive an automated email notification for each processed payment from the Finance Department.
This would replace a traditional check or ACH transaction pending vendor acceptance into the City's
virtual card program and would capture additional transactions not typically paid using a purchasing
card. These emails will contain a link to a secure web portal where the supplier will obtain the unique
Visa credit card account number, the amount to charge, and the other pertinent details of the
transaction needed to process and reconcile the payments using their Point-of-Sale device/software.
The credit card account number will change with each payment so suppliers will not be required to
keep this information on file. The standard processing fees administered by the supplier's acquiring
bank will apply.
20. Revenue received from Enterprise Funds for Utility Billing and administrative overhead charges
increased from $1,769,270 in FY 2022 to $1,842,003 in FY 2023.
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�
City of Dubuque-Finance Qepartment of�rganizatifln Chart
. -
+
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FINANCE DEPARTMENT
The City of Dubuque Finance Department promotes excellence internally through all-encompassing
communication, support, and teamwork and strives for authentic connections between unique
individuals to create harmonious service to our citizens and co-workers. The Finance Department
strives to create an environment that is inclusive, transparent, accessible, and forged by clear
communication, providing dependable customer service in a fun and enjoyable environment. We are
unique. We are Dubuque.
. . �_
� • .
I
.
SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS
LEADING TO OUTCOMES
PLANNING
The Finance ❑epartment��rarks
with a!I City �epartrnents and
Divisions xa ens�rre all internal a�d
PEOPLE externai reporting is relevar�t;
The Finance ❑epartment accurate and timely.
cam�nunicates the financial pasition
af#he City ta ihe c�tizens, bond
�toldees, finartcial institutions and •�
state agencies through �he � � ��� � � �,
carnprehensive annual fnan�ial - -
€epart and variaus required stafe �
repo rts_
The Utility Billing Depaekrnent ��
commun�cates tg#he citizens P►4RTNERSHIPS
through direct cont�,c#, pt�one, Ta meet�he stands�ds of external reporting, tt�e
er�ai�. xaebsite, and rr3on�hfy �ina�3ce Qepar#ment works with the State of lowa
newsletters. as wall as our ex#emal aE�ditors, bond caunsels.
financial advisors, inves�n7ent managers and�a�al
f€nancia� i�stitutions, insur�nce praviders, and the
+ � Budget Office.
� Utility billing s�af#warks with Landlards, Ca€rnty
Treasurer; and several sacial service argani�atia�s
with�n the community_
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FINANCE DEPARTMENT
FY 2021 FY 2022 FY 2023
Full-Time Equivalent 20.00 20.26 20.51
Resources and Property Tax Support
$7,500,000
$5,000,000
$2,500,000
$0
M�s� ReV e�Ue ��erhead Re•�' W a�eC Meter ��' Prope�`J�a�• Ut�\�ty Fra�c
� FY 2021 FY 2022 FY 2023
The Finance Department is supported by 20.51 full-time equivalent employees, which accounts for
48.88% of the department expense as seen below. Overall, the departments' expenses are expected to
increase by 1.51% in FY 2023 compared to FY 2022.
Expenditures by Category by Fiscal Year
Employee Expense $1�6$1;718,214
� $1,827,378
$768,878
Supplies and Services 963,303
967,530
Franchise Fee Rebates $6$y35,730
$681,263
$3,157
Machinery and Equipment 4,325
1,650
2,539
Non-Expense Accounts 6,966
$ 6,966
$199,906
Debt Service 211,499
214,906
'�S� O� O� O� O� O� O� O� O�
`L`��� c�o�� '�h�� ���� `L`��� ���� 'lh�� 0���
ss as ss �,�, �,�, �,�, �,�, �,�,�
FY 2021 FY 2022 � FY 2023
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FINANCE DEPARTMENT
��ial Serv�cc
Mission & Services
Financial Services preserve the City's strong financial condition through responsible financial strategies
and effective management of City resources. Responsibilities include financial policy, cash
management, debt management, accounting, payroll, accounts payable, purchasing, risk management,
grant assistance, auditing and reporting for the City of Dubuque.
Financial Service Funding Summary
FY 2021 Actual FY 2022 Budget FY 2023 Requested
Expenditures $1,870,850 $2,138,971 $2,236,534
Resources $5,490,374 $5,976,887 $6,065,177
Financial Service Position Summary
FY 2023
Director of Finance & Budget 1.00
Assistant Finance Director 1.00
Purchasing & Risk Manager 1.00
Confidential Account Clerk 1.00
Account Clerk I 1.00
Budget/Financial Analyst 1.00
Senior Payroll Accountant 1.00
Accountant 2.00
Finance Intern 1.00
Total FT Equivalent Employees 10.00
Performance Measures
City Council Goal: Financially Responsible, High-Performance City Organization
� Activity Objective: Provide transparency of City finances through the Comprehensive Annual
Financial Report(CAFR).
Performance Measure(KPI) Target FY 2021 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
Receive the Certificate of Excellence in � � � � �
Financial Reporting
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FINANCE DEPARTMENT
Utility Services
Mission & Services
Utility Services is responsible for maintaining positive customer relations for over 24,000 customers.
Utility services include water, sewer, stormwater and refuse. Utility Billing staff work with customers
answer questions, schedule service, solve problems and collect payments. The billing activity manages
the customer data base and depository for all utility billing and parking violations. Bills are computed
and issued, and monies are received and recorded. Staff is available to address customer's service
needs and billing inquiries.
Utility Services Funding Summary
FY 2023
FY 2021 Actual FY 2022 Budget Requested
Expenditures $891,862 $968,161 $961,702
Resources $891,862 $968,161 $961,702
Utility Services Position Summary
FY 2023
Utility Billing Supervisor 1.00
Finance Intern 0.51
Account Clerk I 3.00
Cashier 4.00
Total FT Equivalent Employees 8.51
Performance Measures
City Council Goal: Financially Responsible, High-Performance City Organization
� Activity Objective: Improve utility billing processes and procedures and service delivery through the
use of technology.
Performance Measure (KPI) Target FY20 FY21 FY22 Performance
Actual Actual Estimate Indicator
% of City water customers using the 50% 29% 40% 40% a
WaterSmart water management portal
% of UB customers using e-billing 20% 10% 13% 14% �
(ACH)B customers using direct payment 30% 26% 32% 36% �
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FINANCE DEPARTMENT
Mission & Services
The Budget Office is responsible for the preparation, development, reconciliation, compliance, and
implementation of the City's annual operating and five-year capital budgets. Included in this work is the
development of all budget reporting guidelines, debt issuance, and compliance with Local and State
reporting requirements.
In addition, the Budget Office coordinates with various City departments with reporting and filing
obligations of alternative funding sources such as grants and user fees. Maintenance of the five-year
financial plan is critical in providing decision makers with strategic financial information. Budget staff
regularly monitor and report on operating and capital budget activities, as well as report on debt-related
activities.
Budget Funding Summary
FY 2023
FY 2021 Actual FY 2022 Budget Requested
Expenditures $358,620 $364,474 $325,633
Resources $0 $0 $0
Budget Position Summary
FY 2023
Budget/Financial Analyst 2.00
Total FT Equivalent Employees 2.00
Performance Measures
City Council Goal: Financially Responsible, High-Performance City Organization
� Activity Objective: Engage and empower residents to provide input and participate in the budget
process.
Performance Measure(KPI) Target FY20 FY21 FY22 Estimate Performance
Actual Actual Indicator
#of resident budgets submitted r��
on Balancing Act Budget 100 37 4 7 L
Simulation*
#of individuals reached through r �
budget public engagement +10 Annually 195 71 35 L
sessions
2 Activity Objective: Promote transparency and communicate budget information to residents in a
user-friendly and understandable way.
# page views: Balancing Act +2��o Annually 968 148 220 C��
Budget Simulation Tool*
GFOA Special Recognition Capital & ���
Awards Received (Resident's Performance None None None
Guide)
*Balancing Act was launched in Fiscal Year 2019
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Recommended Operating Revenue Budget - Department Total
74-FINANCE DEPARTMENT
FY20 Actual FY21 Actual FY22 Adopted FY23 Recomm'd
Fund Account Account Title Revenue Revenue Budget Budget
100 42335 MAQ VALLEY ELEC FRANCHISE 71,168 73,554 71,168 73,554
100 42340 GAS FRANCHISE FEE 907,201 956,675 907,201 1,038,950
100 42345 ELECTRIC FRANCHISE FEE 4,029,044 3,794,873 4,230,496 4,140,000
42 LICENSES AND PERMITS -Total 5,007,413 4,825,102 5,208,865 5,252,504
100 51 178 CREDIT CARD FEE 6 5 0 0
100 51215 LATE PAYMENT PENALTY 18,446 9,985 22,125 22,1 15
5l CHARGES FOR SERVICES -Total 18,452 9,990 22,125 22,i15
100 53201 REFUNDS 52 0 0 0
100 53530 SPECIALIZED SERVICES 3,383 4,895 3,383 4,895
100 53605 MISCELLANEOUS REVENUE 2,459 744 768 744
100 53610 INSURANCE CLAIMS 0 14,438 0 0
100 53620 REIMBURSEMENTS-GENERAL 37,320 37,015 120,000 65,000
53 MI5CELLANEOUS -Total 43,214 57,092 124,151 70,639
400 59350 FR SALES TAX CONSTRUCTION 0 0 14,293 15,400
100 59610 FR WPC OPERATING 465,699 484,418 491,431 516,108
100 59620 FR STORMWATER OPERATING 257,013 292,657 300,ll6 306,240
100 59630 FR PARKING OPERATING 96,037 70,485 106,917 110,362
100 59640 FR WATER UTILITY 242,474 254,306 261,854 264,267
100 59670 FR REFUSE COLLECTION 409,216 465,242 472,300 495,121
100 59940 FR DMASWA 121,569 136,971 136,652 149,905
59 TRANSFER IN AND INTERNAL -Total 1,592,008 1,704,079 1,783,563 1,857,403
FINANCE DEPARTMENT -Total 6,661,087 6,596,263 7,138,704 7,202,661
-127-
Recommended Operating Expenditure Budget - Department Total
74-FINANCE DEPARTMENT
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 61010 FULL-TIME EMPLOYEES 1,030,351 1,118,998 1,214,848 1,295,362
100 61020 PART-T1ME EMPLOYEES 22,594 0 0 0
100 61030 SEASONAL EMPLOYEES 15,941 30,366 35,095 43,414
100 61050 OVERTIMEPAY 7,171 268 7,950 7,950
100 61079 VACATION SUPPLEMENT COVID 0 503 0 0
100 61080 COVIDI9 EMP QUARANT/TREAT 4,283 0 0 0
100 61081 COVIDI9 SCHOOL/DAYCARE CL 2,298 0 0 0
100 61083 COVIDI9 EMP NON-WORK 3,153 0 0 0
100 61088 SCHOOL/DAYCARE CLOSED 0 1,007 0 0
100 61092 VACATION PAYOFF 8,528 4,515 0 0
100 61095 PARENTAL LEAVE 0 22,488 0 0
100 61096 50%SICK LEAVE PAYOUT 134 1,179 0 0
100 61310 IPERS 101,371 109,479 118,746 126,450
100 61320 SOCIAL SECURITY 78,967 84,887 96,240 102,473
100 61410 HEALTH INSURANCE 184,860 233,624 241,092 248,326
100 61415 WORKMENS'COMPENSATION 3,041 2,985 2,436 2,493
100 61416 LIFE INSURANCE 852 936 1,081 874
100 61417 UNEMPLOYMENT INSURANCE 72 0 36 36
100 61640 SAFETY EQUIPMENT 0 380 0 0
100 61660 EMPLOYEE PHYSICALS 681 0 690 0
100 61680 EMPLOYEE MOVING EXPENSE 2,522 0 0 0
61-WAGES AND BENEFITS 1,466,819 1,611,615 1,718,214 1,827,378
100 62010 OFFICE SUPPLIES 4,623 11,685 4,189 4,489
100 62011 LTNIFORM PURCHASES 850 0 1,100 1,100
100 62030 POSTAGE AND SHIPPING 113,076 125,031 115,388 114,108
100 62031 PROCESSING MATERIALS 1,260 63 1,260 1,260
100 62035 COURIER FEES 3,725 3,773 3,800 3,848
100 62050 OFFICE EQUIPMENT MAINT 0 2,265 2,085 0
100 62061 DP EQUIP.MAINT CONTRACTS 5,385 9,317 9,317 7,611
100 62070 OFFICE EQUIP RENTAL 40,106 29,759 36,470 1,036
830 62070 OFFICE EQUIP RENTAL 2,230 11,152 0 0
100 62090 PRINTING&BINDING 7,839 26,702 22,475 27,444
100 62110 COPYING/REPRODUCTION 3,599 487 3,937 2,100
830 62110 COPYING/REPRODUCTION 145 2,143 145 145
100 62130 LEGAL NOTICES&ADS 17,344 7,694 8,441 7,200
100 62140 PROMOTION 634 0 3,068 3,068
100 62170 SUBSCRIPTIONS-BOOKS-MAPS 334 0 608 608
100 62190 DUES&MEMBERSHIPS 3,293 4,121 5,177 4,750
100 62202 OFFICERS BOND 6,700 6,700 0 0
100 62204 REFLTNDS 17,146 0 0 0
100 62206 PROPERTY INSURANCE 0 2,393 0 0
100 62208 GENERAL LIABILITY INSURAN 22,547 19,089 16,311 9,427
100 62214 ELEC FRANCHISE FEE REFUND 727,ll4 627,227 695,ll 1 628,000
100 62215 GAS FRANCHISE FEE REFiJND 40,619 45,412 40,619 53,263
100 62220 JUDGEMENTS 13 0 0 0
-128-
Recommended Operating Expenditure Budget - Department Total
74-FINANCE DEPARTMENT
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 62310 TRAVEL-CONFERENCES 5,985 840 13,730 13,730
100 62320 TRAVEL-CITY BUSINESS 1,920 0 1,892 1,892
100 62340 MILEAGE/LOCAL TRANSP 294 42 300 300
100 62360 EDUCATION&TRAINING 2,380 24,934 17,500 17,500
100 62421 TELEPHONE 4,520 9,403 4,488 4,866
640 62421 TELEPHONE 650 751 0 0
830 62421 TELEPHONE 6,821 6,542 6,821 6,821
100 62436 RENTAL OF SPACE 2,382 3,024 3,906 3,528
640 62436 RENTAL OF SPACE 440 400 0 0
640 62511 FUEL,MOTOR VEHICLE 2,075 2,433 0 0
640 62521 MOTOR VEHICLE MAINT. 2,356 3,466 0 0
640 62528 MOTOR VEH.MAINT.OUTSOUR 70 3,500 0 0
100 62660 DATA PROCESSING 77,814 72,284 72,285 60,500
100 62663 SOFTWARE LICENSE EXP 201,316 185,812 440,199 475,409
100 62666 CREDIT CARD CHARGE 52,807 52,207 51,000 52,207
100 62667 DATA SERVICES 715 1,098 762 1,097
640 62667 DATA SERVICES 324 323 0 0
100 62669 PROGRAMMING 36,833 34,098 34,098 28,586
100 62699 CASH SHORT AND OVER 531 (177) 0 0
100 62713 LEGALSERVICES 1,189 3,444 0 0
100 62716 CONSULTANT SERVICES 71,310 33,225 13,500 43,500
100 62722 INVESTMENT MGMT FEES 74,320 63,679 43,000 25,304
100 62723 INVEST-CUSTODIAL FEE 27,551 24,338 14,000 27,710
100 62726 AUDIT SERVICES 59,385 44,660 50,000 55,000
100 62727 FINANCIAL SERVICE FEES 1,650 1,654 2,551 1,700
100 62731 MISCELLANEOUS SERVICES 2,672 0 0 0
100 62736 CATERING SERVICES 2,121 0 3,500 3,500
62-SUPPLIES AND SERVICES 1,659,018 1,506,991 1,743,033 1,692,607
100 62724 BOND PAYING AGENT FEE 15,375 22,543 13,000 9,200
627-CONTRACTUAL SERVICES 15,375 22,543 13,000 9,200
830 63110 STORES-OFFICE 560,442 529,756 560,441 441,422
830 63ll 1 LESS STORES-OFFICE (583,270) (532,295) (567,407) (448,388)
63-ADMIN/OVERHEAD/STORES GAR (22,828) (2,539) (6,966) (6,966)
100 71ll0 M1SC.OFFICE EQUIPMENT 80 0 0 0
100 7ll18 PROJECTOR/CAMERA 0 134 0 0
100 71120 PERIPHERALS,COMPUTER 775 59 0 0
100 71122 PRINTER 124 0 0 0
100 71123 SOFTWARE 43,094 149 0 0
100 71124 COMPUTER 3,040 1,601 2,275 0
100 7ll29 SCANNER 799 0 0 0
100 71211 DESKS/CHAIRS 1,391 0 1,300 900
100 72417 CAMERA RELATED EQUIPMENT 0 1,028 0 0
100 72418 TELEPHONE RELATED (31) 20 750 750
100 72421 HEADSETS 961 167 0 0
71-EQUIPMENT 50,233 3,157 4,325 1,650
-129-
Recommended Operating Expenditure Budget - Department Total
74-FINANCE DEPARTMENT
FY20 Actual FY21 Actual FY22 Adopted FY 23 Recomm'd
Fund Account Account Title Expense Expense Budget Budget
100 73210 CONST CONTRACT-BLDG 1,022 0 0 0
73-C1P EXPENDITURES 1,022 0 0 0
400 74111 PRINCIPAL PAYMENT 135,000 135,000 139,293 150,648
400 74112 INTEREST PAYMENT 67,606 64,906 72,206 64,258
74-DEBT SERVICE 202,606 199,906 211,499 214,906
74-FINANCE DEPARTMENT TOTAL 3,372,245 3,341,674 3,683,105 3,738,775
-130-
Recommended Expenditure Budget Report by Activity & Funding Source
74-FINANCE DEPARTMENT
BUDGET -72400
FUNDING SOURCE:GENERAL
Account FY20 Actual Expense FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 13
SUPPLIES AND SERVICES 3,605 3,137
BUDGET 3,618 3,137
ACCTNG/PAYROLL/TREAS -74100
FUNDING SOURCE:GENERAL
Account FY20 Actual Expense FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
CIP EXPENDITURES 1,022
CONTRACTUAL SERVICES 15,375 22,543 13,000 9,200
EQUIPMENT 43,870 734 1,550 1,150
SUPPLIES AND SERVICES 1,200,005 1,031,036 L,288,292 1,221,104
WAGES AND BENEFITS 807,335 816,536 836,129 1,005,080
ACCTNG/PAYROLL/TREAS 2,067,607 1,870,850 2,138,971 2,236,534
STORES INVENTORY -74110
FUNDING SOURCE: STORES/PRINTING
Account FY20 Actual Expense FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
ADMIN/O V ERHEAD/STORES
GAR 5,934 (7,050)
STORES INVENTORY 5,934 (7,050)
CENTRALIZED MULTIFUNCTION-74120
FUNDING SOURCE: STORES/PRINTING
Account FY20 Actual Expense FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
ADMIN/O V ERHEAD/STORES
GAR (10,439) (6,390) (6,966) (6,966)
SUPPLIES AND SERVICES 6,966 8,685 6,966 6,966
CENTRALIZED
MULTIFUNCTION (3,473) 2,295 0
-74130
FUNDING SOURCE:STORES/PRINTING
Account FY20 Actual Expense FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
ADMIN/OVERHEAD/STORES
GAR (26,697) 17,086
CENTRALIZED PHONE
RECHRG (26,697) 17,086
CENTRALIZED POSTAGE -74140
FUNDING SOURCE: STORES/PRINTING
-131-
Recommended Expenditure Budget Report by Activity & Funding Source
74-FINANCE DEPARTMENT
Account FY20 Actual Expense FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
ADM1N/O V ERHEAD/STORES
GAR 8,375 (6,186)
SUPPLIES AND SERVICES 2,230 11,152
CENTRALIZED POSTAGE 10,605 4,966
BUDGET -74400
FUNDING SOURCE:GENERAL
Account FY20 Actual Expense FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 3,420 279 250 250
SUPPLIES AND SERVICES 107,899 ll6,095 85,327 120,783
WAGES AND BENEFiTS 184,169 242,246 278,897 204,600
BUDGET 295,488 358,620 364,474 325,633
UTILITY BILL/PARKING TKTS-74700
FUNDING SOURCE:GENERAL
Account FY20 Actual Expense FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
EQUIPMENT 2,930 2,144 2,525 250
SUPPLiES AND SERViCES 332,397 326,013 362,448 343,754
WAGES AND BENEFiTS 475,315 552,832 603,188 617,698
UTILITY BILL/PARHING TKTS 810,642 880,989 968,161 961,702
METER READS/SERVICE -74710
FUNDING SOURCE:WATER UTILITY OPERATION
Account FY20 Actual Expense FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
SUPPLIES AND SERVICES 5,915 ]0,873
METER READS/SERVICE 5,915 10,873
DEBT SERVICE -74720
FUNDING SOURCE:DEBT SERVICE
Account FY20 Actual Expense FY21 Actual Expense FY22 Adopted Budget FY23 Recomm'd Budget
DEBT SERVICE 202,606 199,906 211,499 214,906
DEBT SERVICE 202,606 199,906 2ll,499 214,906
TOTAL $3,372,245 $3,341,674 $3,683,105 $3,738,775
-132-
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL-PERSONNEL COMPLEMENT
74 FINANCE DEPARTMENT
FY 2021 FY 2022 FY 2023
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 2379 GE-44 DIRECTOR OF FINANCE/BUDGET 1.00 $ 138,370 1.00 $ 140,415 1.00 $ 144,973
100 GE-39 FINANCE MANAGER 1.00 $ 98,877 1.00 $ - 1.00 $ -
100 1360 GE-39 ASSISTANT FINANCE DIRECTOR - $ - - $ 105,277 - $ 108,701
100 GE-34 BUDGET/FINANCIALANALYST 3.00 $ 206,339 3.00 $ 204,071 3.00 $ 220,971
100 GE-25 CONFIDENTIALACCOUNT CLERK 1.00 $ 49,047 1.00 $ 50,241 1.00 $ 51,879
100 4860 GE-33 UTILITY BILLING SUPERVISOR 1.00 $ 76,757 1.00 $ 78,643 1.00 $ 81,230
100 4160 GE-40 PURCHASING& RISK MANAGER 1.00 $ 76,005 1.00 $ 77,143 1.00 $ 115,799
100 1060 GE-30 ACCOUNTANT 2.00 $ 108,891 2.00 $ 116,521 2.00 $ 118,819
100 GE-30 SENIOR PAYROLLACCOUNTANT 1.00 $ 65,960 1.00 $ 64,999 1.00 $ 67,108
100 1020 0E-06 ACCOUNT CLERK I 4.00 $ 192,283 4.00 $ 196,641 4.00 $ 201,923
100 1760 0E-05 CASHIER(FINANCE) 4.00 $ 177,899 4.00 $ 180,897 4.00 $ 183,959
TOTAL FULL TIME EMPLOYEES 19.00 $1,190,428 19.00 $1,214,848 19.00 $1,295,362
61030 Seasonal Employee Expense
100 2840 NA-38 FINANCE INTERN-SEASONAL 1.00 $ 27,437 1.26 $ 35,095 1.51 $ 43,414
TOTAL SEASONAL EMPLOYEES 1.00 $ 27,437 1.26 $ 35,095 1.51 $ 43,414
TOTAL FINANCE DEPARTMENT 20.00 $ 1,217,865 20.26 $1,249,943 20.51 $ 1,338,776
-133-
CITY OF DUBUQUE,IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2021 FY 2022 FY 2023
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Accounting/Payroll/Treasury-FT General Fund
10074100 61010 100 GE-44 DIRECTOR FINANCE/BUDGET 1.00 $138,370 1.00 $140,415 1.00 $ 144,973
10074100 61010 100 GE-39 FINANCE MANAGER 1.00 $ 98,877 - $ - - $ -
10074100 61010 100 1360 GE-39 ASSISTANT FINANCE DIRECTOR - $ - 1.00 $105,277 1.00 $ 108,701
10074100 61010 100 4160 GE-40 PURCHASING&RISK MANAGER 1.00 $ 76,005 1.00 $ 77,143 1.00 $ 115,799
10074100 61010 100 1020 0E-06 ACCOUNT CLERK I 2.00 $ 95,494 1.00 $ 50,284 1.00 $ 51,923
10074100 61010 100 GE-34 BUDGET/FINANCIALANALYST - $ - - $ - 1.00 $ 69,586
10074100 61010 100 GE-30 SENIOR PAYROLLACCOUNTANT 1.00 $ 65,960 1.00 $ 64,999 1.00 $ 67,108
10074100 61010 100 1060 GE-30 ACCOUNTANT 1.50 $ 81,129 2.00 $116,521 2.00 $ 118,819
10074100 61010 100 4440 GE-25 CONFIDENTIALACCOUNTCLERK 1.00 $ 49,047 1.00 $ 50,241 1.00 $ 51,879
Total 8.50 $604,882 8.00 $604,880 9.00 $ 728,788
Accounting/Payroll/Treasury-Seasonal General Fund
10074100 61030 100 2840 NA-38 FINANCE INTERN-SEASONAL 0.49 $ 13,444 0.75 $ 20,890 1.00 $ 28,751
Total 0.49 $ 13,444 0.75 $ 20,890 1.00 $ 28,751
Budget-General Fund
10074400 61010 100 GE-34 BUDGET/FINANCIALANALYST 3.00 $206,339 3.00 $204,071 2.00 $ 151,385
Total 3.00 $206,339 3.00 $204,071 2.00 $ 151,385
Utility Billing/Parking Tickets-FT General Fund
10074700 61010 100 4860 GE-33 UTILITY BILLING SUPERVISOR 1.00 $ 76,757 1.00 $ 78,643 1.00 $ 81,230
10074700 61010 100 1060 GE-30 ACCOUNTANT 0.50 $ 27,762 - $ - - $ -
10074700 61010 100 1760 0E-05 CASHIER(FINANCE) 4.00 $177,899 4.00 $180,897 4.00 $ 183,959
10074700 61010 100 1020 0E-06 ACCOUNT CLERK I 2.00 $ 96,789 3.00 $146,357 3.00 $ 150,000
Total 7.50 $379,207 8.00 $405,897 8.00 $ 415,189
Utility Billing/Parking Tickets-Seasonal General Fund
10074700 61030 100 2840 NA-38 FINANCE INTERN-SEASONAL 0.51 $ 13,993 0.51 $ 14,205 0.51 $ 14,663
0.51 $ 13,993 0.51 $ 14,205 0.51 $ 14,663
TOTAL FINANCE DEPARTMENT 20.00 $1,217,865 20.26 $1,249,943 20.51 $ 1,338,776
-134-
� � i �
POLICY
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THE CITY OF �
DuB E _ � . ' ' '
• . . � - - . �
Masterpiece on the Mississippi
FISCAL YEAR 2023
Recommended
Policy And Narrative Budget
TABLE OF CONTENTS
March 9, 2022
Virtual Meeting - GoToMeeting - Access Code: 337-661-181
or by calling 1.877.568.4106 (toll free)
OPERATING BUDGET CIP
DEPARTMENT/DIVISION PAGE PAGE
Housing 1 384
Purchase of Services 41
Planning 49 398
Economic Development 71 363
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-ii-
HOW TO USE THIS POLICY BUDGET DOCUMENT
PURPOSE
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 improvement packages are developed and included in the Policy Budget for alternative funding
and service levels. The Policy Budget document shows the budget by line item for each Department
and provides a basis for fiscal control once the budget is adopted.
The Policy Budget emphasizes objectives, 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.
FORMAT
The Policy Budget is organized by Department/Division and provides detail for all activities that make
up each Department/Division. Each Department/Division tab includes the following information:
1) Department/Division Financial Summary: The budget highlights portion of the Department
Summary reflects total expenses for the maintenance level budget (cost to continue at the same
level of service) and approved improvement packages for all activities within the Department by
expenditure category (employee expense, supplies and services, machinery and equipment,
and debt service), and the funding sources that pay those expenses. The property tax portion of
the funding is reflected, noting the increase or decrease from the prior years adopted budget.
For Departments which are self supporting (i.e. Water, Water Resources & Recovery Center,
Refuse and Salt Operations (part of Public Works), Media Service, Transit, Parking, Stormwater
(part of Engineering)), the net operating surplus/deficit is reflected, noting the increase or
decrease in the fund from the prior years adopted budget.
This summary displays all Improvement Packages submitted by Department/Division
Managers, with a notation of whether they were recommended by the City Manager, and then
approved by the City Council. Those noted with a `YES'were added to the maintenance level
budget and are reflected in the Department Funding Summary and those noted with a `NO' were
not approved.
And finally, this summary explains significant line item detail by expenditure category, notable
revenue changes, and miscellaneous information regarding the maintenance level budget.
These are the review notes prior to adding any improvement packages.
2) Memo Addressing Budget Issue (optional): If there is an important budget issue that needs
further explanation, a memo will be provided.
3) Department's Organizational Chart (optional): Shows how a Department is structured.
Usually included for larger more complex Departments.
-iii-
4) Department/Division's Highlights of Prior Year's Accomplishments and Future Initiatives:
This is a written narrative that highlights the Department's prior year accomplishments and what
Departments plan on accomplishing in the near future.
5) Department/Division's Goals and Performance Measures by Activity: This is a written
activity statement and a matrix for each activity which includes activity objectives, relationship to
City Council Goals & Priorities, and key performance indicators (KPIs).. Performance measures
are included for each activity to evaluate activities and ensure that the approved levels of
funding yield the expected results. Battery icons for each KPI visually indicate how well an
objective is doing and represent the following:
� �y� �■ r
On Track Improving Needs Work
6) Recommended Operating Revenue Budget by Department/Division: This report reflects
line item revenue detail at the Department/Division level (combines all activities for each line by
fund). Two years actual revenues, prior year adopted revenues and the recommended revenue
for the new budget year are reflected.
7) Recommended Operating Expenditure Budget by Department/Division: This report reflects
line item expenditure detail at the Department/Division level (combines all activities for each line
by fund). Expenses are grouped by category (employee expense, supplies and services,
machinery and equipment, debt service, and transfers) and displays two years actual expenses,
prior year adopted expenses and the recommended expense for the new budget year.
8) Recommended Operating Expenditure Budget by Activity and Funding Source: This
report reflects expenses grouped by category (employee expense, supplies and services,
machinery and equipment, debt service, and transfers) for each activity within the Department/
Division, and displays two years actual expenses, prior year adopted expenses and the
recommended expense for the new budget year.
9) Personnel Complement at Department/Division and Activity Level: These reports reflect
positions budgeted at the Department/Division level and the Activity level, by funding source.
Total Full Time Equivalents (FTE) and wages with longevity expense are shown for each
position for two years prior year adopted FTE and expenses, and the recommended FTE and
related expense for the new budget year.
10) Capital Improvement Projects by Department/Division: This report lists all Capital
Improvement Project totals for two years actual expenses, prior year adopted expenses and the
recommended expense for the new budget year.
11) Five Year Capital Improvement Program Summary by Department/Division: This report
lists all Capital Improvement Projects budgeted in the new budget year and planned for the next
four years.
Reference: Key Terms for Understanding Dubuque's Budget, Budget Glossary Budget Overview and
Budget and Fiscal Policy Guidelines located in Citizen's Guide
-iv-
Housing
and
Community
Development
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-2-
HOUSING AND COMMUNITY DEVELOPMENT DEPARTMENT
DEPARTMENT SUMMARY
FY 2021 FY 2022 FY 2023 %Change
Budget Highlights Actual Budget Requested FroBuF�g t022
Expenses
Employee Expense 2,766,213 3,233,619 3,464,329 7.1 %
Supplies and Services 960,288 981,661 942,331 (4.0)%
Assisted Housing Assistance Payments 5,522,582 6,047,804 6,044,833 - °/o
Machinery and Equipment 47,747 79,450 10,688 (86.5)%
Federal Building Recharge 206,300 234,454 - - %
Total Expenses 9,503,130 10,576,988 10,462,181 (1.1)%
Resources
Rental Housing Revenues 843,092 652,368 682,325 4.6 %
Building Permits 850,392 718,896 789,656 9.8 %
Gaining Opportunities Initiative 32 28,100 - - %
OlderAdult Home Modification Program Grant 208 8,000 337,716 4,121.5 %
Emergency Guardian Angel - Restricted 533 - - - %
Escrow Deposits 10,830 10,295 10,830 5.2 %
Miscellaneous 168 550 9 (98.4)%
Federal Building Lease Revenue 350,775 338,375 - - %
Housing TIF 10,969 96,139 101,189 5.3 %
RRP Repayments/HOME Grant - 6,731 - - °/o
Continuum of Care Grant 89,465 84,739 87,211 2.9 %
HUD Resiliency Grant 3,802 58,178 - - %
Lead Paint Grant 317,397 433,756 446,011 2.8 %
Family Self Sufficiency Restricted Escrow 42,022 52,134 54,264 4.1 °/o
Assisted Housing 6,070,003 6,800,314 6,669,237 (1.9)%
HUD CARES Act 133,909 - - - °/a
CDBG CARESAct 140,148 - - - %
CDBG Charges 451,190 460,914 478,197 3.7 %
Total Resources 9,314,935 9,749,489 9,656,645 (1.0)%
Property Tax Support 188,195 827,499 805,536 (21,963)
(2.7)%
Percent Self Supporting 98.02 % 92.18 % 92.30 %
Personnel -Authorized FTE 29.00 34.75 35.75
-3-
SAFE AND HEALTHY HOMES SUMMARY
FY 2021 FY 2022 FY 2023 %Change From
Budget Highlights Actual Budget Requested FY 2022 Budget
Expenses
Employee Expense 888,721 1,014,145 990,826 (2.3)%
Supplies and Services 236,378 224,344 223,509 (0.4)%
Machinery and Equipment 28,502 20,300 2,800 (86.2)%
Total Expenses 1,153,601 1,258,789 1,217,135 (3.3)%
Resources
Rental Housing Revenues 843,092 652,368 682,325 4.6 %
Lead Paint Grant Charges 317,397 433,756 446,011 2.8 %
CDBG Charges 25,442 4,664 5,014 7.5 %
Total Resources 1,185,931 1,090,788 1,133,350 3.9 %
Property Tax Support (32,330) 168,001 83,785 (50.1)%
Percent Self Supporting 102.8% 86.7% 93.1%
Personnel -Authorized FTE 11.20 11.20 10.50
* Includes Code Enforcement; Housing Inspections; Fees & Licensing; Lead Hazard Reduction;Vacant
and Abandoned Buildings; and Problem Properties Maintenance
NEIGHBORHOOD REVITALIZATION SUMMARY
FY 2021 FY 2022 FY 2023 %Change From
Budget Highlights Actual Budget Requested FY 2022 Budget
Expenses
Employee Expense 85,137 419,338 484,200 15.5 %
Supplies and Services 40,471 40,462 237,289 486.4 %
Machinery and Equipment 3,158 - - - %
Total Expenses 128,766 459,800 721,489 56.9 %
Resources
Escrow Deposits 10,830 10,295 10,830 5.2 %
OlderAdult Home Modification Program Grant 208 8,000 337,129 4,114.1 %
Housing TIF 10,969 96,139 101,189 5.3 %
CDBG Charges 75,626 235,566 271,754 15.4 %
HUD Resiliency Grant 3,802 58,178 - - %
RRP Repayments/HOME Grant - 6,731 - - %
Total Resources 101,435 414,909 720,902 73.7 %
Property Tax Support 27,331 44,891 587 (98.7)%
Percent Self Supporting 78.8% 90.2% 99.9%
Personnel -Authorized FTE 4.15 4.15 3.75
* Includes Homeowner Rehabilitation; HOME Workshop; North End Neighborhood; Older Adult Home
Modification Program; HEART Program; and HUD Resiliency.
-4-
SUSTAINABLE LIVING SUMMARY
FY 2021 FY 2022 FY 2023 %Change From
Budget Highlights Actual Budget Requested FY 2022 Budget
Expenses
Employee Expense 835,888 856,732 819,050 (4.4)%
Supplies and Services 387,690 318,753 264,887 (16.9)%
Assisted Housing Assistance Payments 5,522,582 6,047,804 6,044,833 - %
Machinery and Equipment 5,751 3,700 2,713 (26.7)%
Total Expenses 6,751,911 7,226,989 7,131,483 (1.3)%
Resources
Gaining Opportunities - Grant 32 28,100 - - %
Emergency Guardian Angel - Restricted 533 - - - %
CDBG CARES Act 149,573 - - - %
HUD CARES Act 133,909 - - - %
Continuum of Care Grant 89,465 84,739 87,211 2.9 %
Section 8 Moderate Rehab 87,335 96,956 45,390 (53.2)%
Family Self Sufficiency Coordinator Grant - 133,507 133,507 - %
Family Self Sufficiency Program Voucher 92,041 54,936 116,315 111.7 %
Family Self Sufficiency Restricted Escrow 42,022 52,134 54,264 4.1 %
Assisted Housing Assistance Payments 5,247,481 5,879,906 5,715,382 (2.8)%
Assisted Housing Administration Fee 577,992 625,359 608,944 (2.6)%
Assisted Housing Miscellaneous Revenue 65,154 9,650 49,699 415.0 %
Total Resources 6,485,537 6,965,287 6,810,712 (2.2)%
PropertyTaxSupport 266,374 261,702 320,771 22.6 %
Percent Self Supporting 96.1% 96.4% 95.5%
Personnel -Authorized FTE 10.5 10.25 9.25
* Includes Assisted Housing; Continuum of Care; Family Self-Sufficiency; Gaining Opportunities
(Previously Circles), and CARES Act.
-5-
HOUSING ADMINISTRATION
FY 2021 FY 2022 FY 2023 %Change From
Budget Highlights Actual Budget Requested FY 2022 Budget
Expenses
Employee Expense 448,342 302,458 312,903 3.5 %
Supplies and Services 110,649 134,113 128,904 (3.9)%
Machinery and Equipment 10,282 19,550 4,825 (75.3)%
Total Expenses 569,273 456,121 446,632 (2.1)%
Resources
Miscellaneous 9 550 9 (98.4)%
CDBG Charges 340,121 220,684 201,429 (8.7)%
Total Resources 340,130 221,234 201,438 (8.9)%
Property Tax Support 229,143 234,887 245,194 4.4 %
Percent Self Supporting 59.7 % 48.5 % 45.1 %
Personnel -Authorized FTE 2.75 2.50 2.50
* Includes Housing Director(excluding Assisted Housing allocation), Assistant Housing Director and CD
Specialist.
HISTORIC FEDERAL BUILDING MAINTENANCE SUMMARY
FY 2021 FY 2022 FY 2023 %Change From
Budget Highlights Actual Budget Requested FY 2022 Budget
Expenses
Supplies and Services 143,946 170,596 - - %
Machinery and Equipment - 9,600 - - %
Federal Building Recharge 206,300 234,454 - - %
Total Expenses 350,246 414,650 - - %
Resources
Historic Fed. Bldg Leases 350,775 338,375 - - %
Total Resources 350,775 338,375 - - %
Federal Building Surplus (Deficit) 529 (76,275) - - %
Percent Self Supporting 100.2% 81.6% 0.0%
* During FY22, Historic Federal Building Maintenance moved under Facility Management in the
Engineering Department.
-6-
INSPECTION AND CONSTRUCTION SERVICES
FY 2021 FY 2022 FY 2023 %Change From
Budget Highlights Actual Budget Requested FY 2022 Budget
Expenses
Employee Expense 508,125 640,946 857,350 33.8 %
Supplies and Services 31,154 83,393 77,742 (6.8)%
Machinery and Equipment 55 26,300 350 (98.7)%
Transfers — — — — %
Total Expenses 539,334 750,639 935,442 24.6 %
Resources
Building Permits 850,392 718,896 789,656 9.8 %
Total Resources 850,392 718,896 789,656 9.8 %
Property Tax Support (311,058) 31,743 145,786 359.3 %
Percent Self Supporting 157.7 % 95.8 % 84.4 %
Personnel -Authority FTE 6.75 6.25 8.25
*The Building, Electrical, Plumbing and Mechanical Inspection services previously in Building Services
were moved to the Housing and Community Development Department during Fiscal Year 2021.
Improvement Package Summary
1 of 1
This improvement request is for the elimination of 1.0 FTE Family Self-Sufficiency Coordinator (GE-27) and
the creation of 1.0 FTE Confidential Account Clerk position (GE-25). The Family Self Sufficiency Program
was previously staffed by 3.0 FTEs to support Gaining Opportunities as well as Family Self-Sufficiency
Programs. Gaining Opportunities programs are now successfully provided through other organizations such
as The Fountain of Youth. The Housing and Community Development Department is able to reallocate the
FTE within the department to help with administrative duties of the department, but would focus the majority
of the time answering phones and scheduling permit inspections for the Inspection and Construction
Services Division. Currently, Inspectors field requests for inspections and must schedule their own
inspections; however, several inspectors are able to cover multiple trade inspections, so this is an inefficient
process. Inspections get missed, or pushed out to another day that isn't convenient for contractors because
the one inspector they called is out of the office. Additionally, inspectors are too busy to cover both phone
call questions, scheduling and onsite inspections. This reallocation of FTEs alleviates the administrative
burden from inspectors and allows them to service the community using their specialty skills to inspect
construction related activities in the field.
This improvement request helps meet the City Council's Goals and Priority of Liveable Neighborhood &
Housing. Specifically to the protection of home and property values, and the Preservation of Dubuque's
historic downtown by ensuring proper construction and maintenance of buildings is accomplished.
-7-
Related Expense: $ 61,667 Tax Funds Recurring Recommend -Yes
Related Savings: $ 81,108 Tax Funds Recurring
Net Cost: $ (19,441)
Property Tax Impact: $ (0.0076) (0.08)%
Activity: Housing Choice Voucher
Significant Line Items
Employee Expense
1. FY 2023 employee expense reflects a 3.25% wage package increase.
2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2022. The employee contribution of 6.29% is unchanged from FY 2022.
3. The City portion of health insurance expense increased from $1,086 in FY 2022 to $1,119 in FY 2023
per month per contract which results in an annual cost increase of$26,328 or 3.04%.
4. 50% Sick Leave Payout increased from $2,260 in FY 2022 to $2,264 in FY 2023 based on FY 2021
actual. Effective July 1, 2019, employees over the sick leave cap can convert 50% of the sick leave
over the cap to vacation or be paid out.
5. During Fiscal Year 2022, the following personnel changes were approved:
a. 1 FTE Rental Inspection/License Supervisor position (GE-35)was changed to Deputy Code
Official (GE-36) which resulted in a cost increase of$5,852.
b. 2 FTE Resiliency Coordinator positions (GE-34) were changed to Grant Program Manager
(GE-34) which resulted in no cost increase.
c. 1 FTE General Housing Specialist (GE-32) was changed to Inspector I (0E-17) which
resulted in a decrease of$1,786.
d. 1 FTE Inspector I (0E-17) to Combination Inspector (GE-35) which resulted in an increase of
$8,526.
e. Addition of 1 FTE Housing Financial Specialist (GE-28) which resulted in an increase of
$79,117.
Supplies & Services
6. Mainstream Vouchers Housing Assistance Payments increased from $161,523 in FY 2022 to
$269,760 in FY FY 2023. FY 2021 actual was $149,194. This line item represents special vouchers
for disabled households only and is based on 40 vouchers that are available to be used. The
revenue is based on full utilization on 40 vouchers. Only 30 were used in FY21. An NED outreach
and voucher issuance will be completed in FY22.
7. Port-Out Voucher Housing Assistance Payments increased from $305,270 in FY 2022 to $337,200 in
FY 2023 based on 50 units per month (26 units in FY 2022). FY 2021 actual was $495,235. Housing
and Urban Development regulations require port outs to other areas when requested unless there is
a freeze on the housing assistance payment subsidy amounts. Other housing authorities are
absorbing the housing assistance payments as they have not done in the past and the cost is double
of what it is in Dubuque.
-8-
8. Tenant Protection Housing Assistance Payments increased from $19,944 in FY 2022 to $33,720 in
FY 2023 based on 14 units per month (6 units in FY 2022). FY 2021 actual was $19,360.A mid-year
increase is anticipated with the Mod Rehab program ending.
9. Homeowner Housing Assistance Payments increased from $38,297 in FY 2022 to $40,464 in FY
2023 based on 8 units per month (9 units in FY 2022). FY 2021 actual was $50,863. This line item
represents assistance for a Assisted Housing participants to buy a house.
10. Housing Assistance Payments decreased from $5,459,084 in FY 2022 to $5,249,041 in FY 2023. FY
2023 is based on 754 vouchers and FY 2022 was based on 797 vouchers. FY 2021 actual was
$4,744,138. These housing assistance payments exclude any payments for mainstream, port-out,
port-in, tenant protection, and homeowner assistant payments which are budgeted in separate line
items.
11. Project-Based Vouchers increased from $63,686 in FY 2022 to $114,648 in FY 2023. The amount is
based on the number of occupied units versus the number of allotted units.
12. In total for all types of vouchers, the City is authorized to use 1,108 vouchers and is at 909 vouchers
as of October 2021 and has budgeted for 881 vouchers in FY 2023.
13. Family Self-Sufficiency Payments increased from $115,902 in FY 2022 to $118,200 in FY 2023
based on the projected amount earned and to be paid out to participants from HUD housing
assistance payments. FY 2021 actual was $87,636. Family Self-Sufficiency contracts are for a term
of five years and there are several contracts that are at the end of their term and the participants will
graduate from the program and will earn the Family Self-Sufficiency escrow.
14. The budgeted administrative cost of the Housing Choice Voucher Program increased from $907,416
in FY 2022 to $928,450 in FY 2023.Administrative revenue of the Housing Choice Voucher Program
decreased from $773,481 in FY 2022 to $752,451 in FY 2023. The resulting Housing Choice
Voucher Program deficit increased from $133,935 in FY 2022 to $175,999 in FY 2023. This deficit is
funded by property taxes.
15. Grants increased from $8,250 in FY 2022 to $200,250 in FY 2023. $200,000 was added in the Older
Adult Home Mod program.
16. Software License Expense decreased from $100,027 in FY 2022 to $64,995 in FY 2023. The
decrease is due to new Section 8 Voucher software implemented in FY 2022.
Machinery 8� Equipment
17. Equipment replacement items include ($10,688):
Housing Equipment Replacements
General Housing Administration
Smart Phone (.25) $ 87
Chairs $ 800
i
CDBG Admin/Monitorinq
Smart Phone (1) $ 350
CDBG Housing Administration
Smart Phone (.50) $ 175
Computer Tablet (.50) $ 1,138
-9-
Housing Equipment Replacements
Laptop (1) $ 2,275
Smart Phone (1) $ 350
Section 8 Administration
Smart Phones (0.25) $ 88
Assisted Housinq
Smart Phones (1) $ 350
Desktop (7.00) $ 2,275
�
General Housing Inspection
Smart Phones (4) $ 1,400
Lead Hazard Control Grant
Smartphones (4) $ 1,400
Total Equipment $ 10,688
Revenue
18. Federal Building Leases decreased from $338,375 in FY 2022 to $0 in FY 2023. This is due to
Federal Building Maintenance moving to Facilities Management in the Engineering Department.
19. The Lead Hazard Control Program was awarded $4,275,681 to administer the Lead and Healthy
Homes Program by HUD in September 2021. The City and partner match is $686,417. The grant
performance period is 42 months from November 1, 2021 through May 30, 2025. In this performance
period, 106 units will have Lead Hazard Control and Healthy Home interventions completed.
20. HUD Resiliency grant ended in Fiscal Year 2022.
21. Community Development Block Grant (CDBG) revenue is received annually from the U.S.
Department of Housing and Urban Development (HUD). The FY 2023 allocation is expected to be
$1,102,000 based on the FY 2022 actual. CDBG is used to fund eligible operating and capital
improvement programs. CDBG requirements separate dollars under three categories of spending:
Administration, Public Service and Uncapped. The only category that affects the general fund is
spending for administration.
22. HUD VoucherAdministration Fee decreased from $637,724 in FY 2022 to $617,944 in FY 2023. FY
2021 actual was $577,992. Housing administrative fees decreased due to the decrease in the
number of vouchers budgeted (867 in FY23 and 930 in FY22). In calendar year 2021, HUD funded
81.00°/o of the administrative fee and in calendar year 2020 HUD funded 80.15%.
23. HUD Housing Assistance Payments decreased from $5,879,906 in FY 2022 to $5,715,382 in FY
2023. FY 2021 actual was $5,247,481. These revenues are based on the number of vouchers
budgeted for all types of vouchers, which is 881 in FY23 Budget. The FY 2022 budget was based on
892 vouchers. In calendar year 2021, the City is at 909 vouchers.
24. Family Self-Sufficiency Program participant escrow paid by HUD decreased from $54,392 in FY
2022 to $36,426 in FY 2023 based on number of participants in FSS. FY 2021 actual was $92,041.
There are 63 participants currently enrolled in the FSS program. In calendar year 2020, there were
74 participants served and to-date in calendar year 2021 there were 79 participants served. When a
participant increases household income their HUD housing assistance payment is reduced and put
into an escrow for the participant.
-10-
25. Family Self-Sufficiency HUD grant unchanged from $133,507 in FY 2022 to $133,507 in FY 2023
based on the anticipated grant funds for FSS Coordinators from HUD.
26. The following chart shows the changes in inspection revenue (FY 2023 budget based on FY 2022
budget):
FY 2021
Actual FY 2022 FY 2023 Change
Rental Licenses $ 576,294 $ 393,375 $ 393,375 $ —
Building Inspections � $ 18,869 $ 46,694 $ 55,000 $ 8,306
Dwelling Inspection Fee $ 172,155 $ 134,060 $ 172,155 $ 38,095
Complaint Inspection Fee $ 675 $ 1,275 $ 1,275 $ —
Penalties $ 5,944 $ 30,000 $ 6,000 $ (24,000)
Court Costs $ 48,851 $ 43,978 $ 59,000 $ 15,022
Total Inspection Revenues $ 767,993 $ 575,404 $ 621,805 $ 37,423
Miscellaneous
27. General Housing Inspection is 102% self-supporting in FY 2023 versus 87.5% self-supporting in FY
2022.
-11-
HOUSING AND COMMUNITY DEVELOPMENT
The Housing and Community Development Department creates safe, healthy, affordable housing for all
that promotes strong, sustainable, and inclusive communities.
.
� . .
I
� � . . '
. . . .. . . . - . .
� - . .
SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE LEADING TO
OUTCOMES
PLANNIIV�
k* The De�artmen# coardinates public
,� plannrng pracess#o pravide affordable
` housing, neighborhaod and ecanomic
. � � develapment. The�e plans asse�� the
},.
PEOPLE ��eds af the community and id�n#ify how
The Department supparts four federal, state, and lacal resources work
boarc�s a�d cammi�sions together to make Dubuque a.g�eat.plac�
providinr� avenu�s for cifi��ns to to live.
impact polic}+and become �
involved in community � �
development. Housing focu��� �'
on en�aging with lo� and ��
maderate income populations to ■■
ir�form. adap#; and evaluate
programming affered #hrough the ..
.�'� 1
PARTNERSHIPS
Partnerships pravide a holistic approach ta m�et housing
� � � and community develo�m�nt needs_ Lacal par#ners
.. . d�velap hausing, Rravide soci�l and humar� services, and �
� empaweryouth to take an active rale in community
development and n�ighborhood revitalt�atiar�_
-12-
HOUSING AND COMMUNITY DEVELOPMENT
FY 2021 FY 2022 FY 2023
Full-Time Equivalent 29.00 34.75 35.75
Resources and Property Tax Support
�s,000,000
��,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
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� FY 2021 FY 2022 FY 2023
The Housing Department is supported by 35.75 full-time equivalent employees, which accounts for only
33.11% of the department expense as seen below. Overall, the departments' expenses are expected to
decreased by (1.09)% in FY 2023 compared to FY 2022.
Expenditures by Category by Fiscal Year
2,766 213
Employee Expense 23 4�4,329
960,288
Supplies and Services 981 661
942,�31
47,747
Machinery and Equipment 79 450
10,�88
206,300
Administrative Overhead 234,454
Legal Services —
5,522,582
Section 8 6,047,804
6,044,833
$0 $1,000,000$2,000,000$3,000,000$4,000,000$5,000,000$6,000,000$7,00O,OOC
$ (Millions)
� FY 2021 FY 2022 � FY 2023
-13-
HOUSING AND COMMUNITY DEVELOPMENT
'r .��� i 11 � ,'` �
Mission & Services
Housing & Community Development staff work closely with residents, non-profits, neighborhood groups,
businesses, resident, and neighborhood partners to coordinate local, state, and federal resources to meet
community needs. We strive to create a more viable community by providing safe, affordable housing and
while expanding economic opportunities for residents in all neighborhoods. The Department supports
several boards and commissions working to advance the goals of the City of Dubuque. Through the
boards and commissions, citizens can provide input on the policies that shape the City's housing and
community development strategies.
Administration and Community Development Funding Summary
FY 2023
FY 2021 Actual FY 2022 Budget Requested
Expenditures $541,256 $456,121 $446,632
Resources $312,114 $221,234 $201,438
Administration and Community Development Position Summary
FY 2023
Housing/Community Development Director 0.25
Housing/Community Development Director CDBG 0.50
Housing/Community Development Director Sec 8 0.25
Asst. Housing Services Director 0.50
Community Dev. Specialist 0.10
Total Full-Time Equivalent Employees 1.60
Performance Measures
City Council Goal: Livable Neighborhoods and Housing
Performance Measure(KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
� Activity Objective: Address hazardous housing units through rehabilitation and reparation
programs in the C.H.A.N.G.E. Initiative
#of units participating in Homeowner 10+ 14 7 10 a
Rehabilitation Loan Program
#of units participating in Homebuyer Loan 18+ 16 17 20 C��
Program
#of units participating in the Marginal
Properties Rehabilitation & Resale 5+ 12 7 20 �
Program
#units remediated through the Lead
Hazard Control & Healthy Homes 50 27 29 28 �
Program
#of units completed in the Bee Branch r��
Healthy Homes Stormwater Resiliency 275 62 124 160 L
Program Cumulative)
#of total problem units addressed since 739 units r��
January 1, 2016 (FY18 shows total since by 2021 431 458 500 `
2016)
-14-
HOUSING AND COMMUNITY DEVELOPMENT
Neighborhood Revitalization
Mission & Services
Neighborhood Revitalization staff assists homeowners and rental property owners in rehabbing properties
to comply with all code regulations, rehabilitation standards, weatherization, beautification, accessibility
and lead-based paint removal. Federal, state and local funds are utilized for rehabilitation of housing to
revitalize neighborhoods and create affordable housing for new and existing homeowners and rental
property owners. Projects range from minor home improvements to large-scale housing rehabilitation to
preserve the historic character of the neighborhood. Staff also assist homebuyers with initiatives to help
purchase a home. The HOME Workshop is a requirement of all rehabilitation programs and is facilitated
by staff.
Neighborhood Revitalization Funding Summary
FY 2021 FY 2022 FY 2023
Actual Budget Requested
Expenditures $85,833 $252,297 $282,584
Resources $86,456 $252,592 $282,584
Neighborhood Revitalization Position Summary
FY 2023
Rehabilitation Supervisor 0.50
CDBG Specialist 0.90
Inspector I 0.50
Housing Financial Specialist 1.75
Total Full-Time Equivalent Employee's 3.65
Performance Measures
. . . - . . . . .
� Activity Objective: Increase homeownership opportunities by encouraging citizen participation
through education, financial counseling, outreach and incentive programs
Performance Measure(KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
#of homeowners through Washington g+ 5 9 9 �
Neighborhood Homebuyers Program
#of homeowners through First Time 10 11 13 10 _
Homebuyer Program
#of Washington Neighborhood rental 3+ 3 3 3 _
units converted to homeowners
#of other rental units converted to 3+ 9 2 3 _
homeowners
2 Activity Objective: Improve properties through financial assistance to revitalize neighborhoods and
increase outreach and marketing efforts to promote neighborhood revitalization
48+ 47 78 50 C �
#of participants in the HOME workshop
% of HOME workshop participants who 40%> 26% 56% 45% _
became 1 st time homebuyers
#of total outreach efforts to neighborhood 5+ 21 � � _
associations and other activities
-15-
HOUSING AND COMMUNITY DEVELOPMENT
Safe & Healthy Housing
Mission & Services
Property maintenance code enforcement and grant-funded programs provide specialized services to
ensure the City's residents have safe, healthy, and resilient affordable housing options. Through the
adoption of the International Property Maintenance Code in 2016, the minimum standards for rental
properties are more clear and consistent, and require more skillful repairs for code violations. Federal
funding through grants totaling over$11 million allows private home owners and property owners with
rentals to make their units lead-safe, eliminate healthy homes deficiencies, and to ensure the home is
resilient to heavy rain events. Funds are disbursed through forgivable loans, easing the cost-burden for
low-income individuals and families. Activities include: rental licensing, inspections and code
enforcement, the Lead and Healthy Homes Program, and the Bee Branch Healthy Homes Resilienck
Program.
Safe and Healthy Housing Funding Summary
FY 2021 FY 2023
Actual FY 2022 Budget Requested
Expenditures $1,130,642 $1,254,125 $1,212,121
Resources $1,162,972 $1,086,124 $1,128,336
Performance Measures
City Council Goal: Sustainable Environment
Activity Objective: Reduce the number of lead-poisoned children, work and school absenteeism,
1 hospital and emergency visits, and occurrence of inedical problems by performing inspections that
identify and correct safety and health hazards in a residential unit.
Performance Measure(KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
% Children with Elevated Blood Level ��o�o Not 1.4% 1.2% ���
(EBL) (national average is 1.6%)* Published
2 Activity Objective: Promote sustainable, safe, healthy, resilient, efficient and affordable housing and
neighborhoods.
#of dwellings visited by inspection staff 2,760 2,072 2,050 3,500 a
3 Activity Objective: Increase the number of resilient households through the Bee Branch Healthy
Homes Program
#of applications approved (cumuiat��e� 280 121 224 315 �
#of unit repairs completed (cumuiative) 275 98 275 308 �
#of advocacy assessments �cumuiat��e� 220 98 189 220 �
'The Centers for Disease Control and Prevention now recognizes a reference level of greater than 5 ug/dl to identify children with higher than
average blood lead levels. The 20071owa Department of Public Health shows 78.1%of children under the age of 6 with a confirmed EBL>5 ug/
dl. This lower value will allow children with lead exposure to receive earlier action to reduce detrimental effects.
-16-
HOUSING AND COMMUNITY DEVELOPMENT
Assisted Housing
Mission & Services
Assisted Housing Programs improve the lives of people living in poverty by building community
partnerships and creating a community where all have the opportunity to contribute and succeed.
Housing stability is provided from US Department of Housing and Urban Development (HUD) funding for
rental assistance. Activities include the Housing Choice Voucher Program, Project-Based Assisted
Housing Programs, Family Unification Program, Continuum of Care Homeless Assistance.
Assisted Housing Funding Summary
FY 2021 FY 2022 FY 2023
Actual Budget Requested
Expenditures $6,441,732 $7,111,122 $7,091,019
Resources $6,120,529 $6,890,908 $6,721,839
FY 2023
Secretary 1.00
Assisted Housing Specialist 3.00
Assisted Housing Supervisor 1.00
Assisted Housing Coordinator 1.00
Inspector I 1.00
Total Full-Time Equivalent Employee's 7.00
Performance Measures
City Council Goal: Livable Neighborhoods & Housing
Performance Measure (KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
� Activity Objective: Ensure implementation of programs that are accessible and free from
discrimination
% of voucher participant households that 50% + 48% 49% 50% ���
are elderly and/or disabled
#of voucher participant households in 11 10 9 10 ���
homeownership
2 Activity Objective: Promote freedom of housing choice while integrating lower income and minority
persons into the community
Performance Measure (KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
% of in-kind match of total HUD grant
dollars provided by community partners 25% 770�0 53% 55% �
through Continuum of Care Required
Homelessness Assistance Program
#of Landlords participating in Housing 275 225 193 205 C��
Choice Voucher Program
#of Units willing to accept the Housing 4,799 N/A 3202 3277 CL�
Choice Voucher Program Payments �
-17-
HOUSING AND COMMUNITY DEVELOPMENT
Mission & Services
The Gaining Opportunities program helps individuals address the lack of resources which contribute to
living in poverty. The program aims to be a positive force for individuals, the community and strategic
partners, addressing challenges that keep people from achieving financial stability and a sustainable way
of living. The core principals are based on self-sufficiency which are: Meaningful Employment, Education/
Training for the Workplace, Financial Stability, Accessibility to Essential Needs, Social Capital, and the
Ability to Navigate Systems. Programs include the Family-Self Sufficiency Program and Getting Ahead in
the Workplace and general one on one coaching.
Gaining Opportunities(Circles Initiative) Funding Summary
FY 2022
FY 2021 Actual Budget FY 2023 Requested
Expenditures $37,526 $115,867 $0
Resources $32 $28,100 $0
Gaining Opportunities Position Summary
FY 2023
Self-Sufficiency Coordinator —
Total Full-Time Equivalent Employee's 0.00
Performance Measures
City Council Goal: Livable Neighborhoods & Housing
Performance Measure(KPI) Target FY 2020 FY 2021 FY 2022 Performance
Actual Actual Estimated Indicator
� Activity Objective: Encourage self-sufficiency of low-income families by increasing participation in
self-sufficiency programs.
#of graduates in FSS program 6 6 4 8 �
$ Difference in avg. earned annual ���
income for participants from the start of 30,000+ 32,906 16,311 27,000
the FSS program to FSS graduation
. . . - . . . . .
2 Activity Objective: Educate and empower community members to be financially responsible and
build wealth and equity.
#of new participants in Dupaco Money 2 2 2 2 _
Match Program
#of participants attending asset building 10 10 15 10 _
workshops
3 Activity Objective: Bridge gaps and build skills so community members can succeed in their
education and employment goals.
#of participants in Getting Ahead in the 30 27 12 0 C �
Workplace class
#of graduates in Getting Ahead in the 25 21 0 0 �
Workplace class
-18-
HOUSING SERVICES
Code Compliance
Mission & Services
Housing code compliance begins with permit application and plan review. The department serves as
liaison between all other city departments with a role in construction regulation and review. The
department guides customers through the process and advises on all housing code matters in a concise,
timely, and informative manner to ensure a positive customer experience. Our Department performs plan
review and inspections for all construction projects including; building, mechanical, electrical, plumbing,
solar, signs, fire systems, and ADA compliance. Other activities include supporting appeals boards,
supporting the Fats, Oils, and Grease (FOG) program, enforcing property maintenance codes, licensing
storage containers, and managing the Downtown ADA and Lighting incentive programs.
Code Compliance Funding Summary
FY 2021 Actual FY 2022 Budget FY 2023 Requested
Expenditures $156,630 $750,639 $935,442
Resources $174,674 $718,896 $789,656
Code Compliance Position Summary
FY 2023
Permit Clerk 1.00
Deputy Code Official 0.50
Confidential Account Clerk 1.00
Asst. Housing Services Director 0.50
Combination Inspector 0.50
Inspector II--FT 4.00
Inspector II--PT 0.75
Total Full-Time Equivalent Employees 8.25
Performance Measures
. . . . . .
Performance Measure(KPI) Target FY 2019 FY 2020 FY 2021 Performance
Actual Actual Estimated Indicator
1 Activity Objective: Effective Building Department
ISO numeric rating on building
department effectiveness < 4/10 4/10 4/10 4/10 �
(Building Code Effectiveness Grading Schedule
(BCEGS)Score)
City Council Goal: Connected Community: Equitable Mobility
2 Activity Objective: Ensure all facilities used by the public are fully accessible for persons with
disabilities.
# businesses with improved accessibility > 3 2 2 3 C �
(Downtown ADA Assistance Program)
-19-
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-20-
Recommended Operating Revenue Budget - Department Total
61 -HOUSING&COMMUNITY DEV
FY20 Actual FY2l Actual FY22 Adopted FY23 Recomm'd
Fund Account Account Title Revenue Revenue Budget Budget
100 42155 RENTAL LICENSES 316,693 576,294 393,375 393,375
100 42165 ABANDONED BLDG LICENSES 8,425 36,864 37,800 35,000
100 42205 BUILDING PERMITS 0 114,753 450,000 520,000
100 42210 ELECTRICAL PERMITS 0 22,933 79,749 79,321
100 42215 MECHANICAL PERMITS 0 7,363 67,794 65,000
100 42220 PLUMBING PERMITS 0 7,215 60,248 62,000
100 42260 PERMIT,MISC 0 3,492 3,671 1,500
100 42322 DWELLING LTNIT INSPECT FEE 8,523 172,155 134,060 172,155
100 42323 ROOMING UNIT INSPECT FEE 633 0 633 0
100 42324 COMPLAINT INSPECT FEE 1,445 675 1,275 1,275
42 LICENSES AND PERMITS -Total 335,720 941,742 1,228,605 1,329,626
270 43105 INTEREST,LOANS 6,261 22,030 6,261 1,500
280 43110 1NVESTMENT EARNINGS 10,646 1,937 7,440 1,937
100 43310 FEDERAL BUILDING LEASES 336,310 350,775 338,375 0
260 43410 HOMEOWNER LOAN REPAYMENTS 153,500 189,312 156,500 150,000
260 43415 RENTAL LOAN REPAYMENTS 12,458 21,750 22,000 13,700
260 43420 INFILL-LOAN REPAYMENTS 3,447 3,472 4,000 3,900
270 43430 HOME-LOAN REPAYMENTS 23,847 20,644 23,847 5,400
260 43435 1ST TIME HOMEOWNER LOAN 73,743 70,028 73,743 70,000
100 43450 ESCROW DEPOSITS HOUSING ]0,295 ]0,830 10,295 10,830
43 USE OF MONEY AND PROPERTY-Total 630,507 690,778 642,461 257,267
100 44170 FEDF,RAL GRANTS-MISC 84,739 87,211 84,739 87,211
260 44205 CD BLOCK GRANT 1,314,098 273,838 1,086,191 1,102,000
261 44205 CD BLOCK GRANT 0 449,180 0 0
280 44215 FSS COORDINATOR GRANT 66,740 0 133,507 133,507
280 44220 PORTABLE ADMINISTRATION 83 0 0 0
275 44310 HUD PAYMENTS 335,680 281,193 335,680 281,193
280 44310 HUD PAYMENTS 4,885,518 5,432,556 5,963,065 5,869,880
280 44311 HUD ADM FEE REIMBURSEMENT 666,851 711,901 637,724 617,944
280 44325 PORTABLF.HAP R6IMBURSEMEN 1,432 1,439 1,432 1,439
44 INTERGOVERMENTAL -Total 7,355,141 7,237,317 8,242,338 8,093,174
100 51914 PLAN CHECK FEES 0 18,869 46,694 55,000
100 51916 APPEALS BOARD APPL FEE 225 550 225 225
100 51950 VARIOUS PROGRAM FEES 57,340 0 27,400 0
100 51984 FOOD CLASS FEES 550 0 550 0
51 CHARGES FOR SERVICES -Total 58,115 19,419 74,869 55,225
100 53102 PRIVATE PARTICIPANT 2,201 0 500 0
269 53102 PRIVATF,PARTICIPANT 1,380 200 1,380 0
280 53102 PRNATE PARTICIPANT 650 1,200 650 0
275 53103 CONTRIBUTIONS 0 400 0 400
100 53201 REFLTNDS 750 573 455 263
260 53201 REFLTNDS 1,125 0 0 0
275 53201 REFiTNDS 375 0 375 0
280 53201 REFUNDS 1,875 0 0 0
275 53206 TENANT DEPOSITS 500 0 500 0
100 53403 IA DISTRICT COURT FINES 27,338 48,851 43,978 59,000
280 53407 SETTLEMENTS 0 6,596 0 6,134
100 53408 INSPECTION PENALTY 61,796 5,944 30,000 6,000
800 53530 SPECIALIZED SERVICES 0 0 58,178 0
100 53605 MISCELLANEOUS REVENUE 0 50 30 30
275 53605 MISCELLANEOUS REVENUE 2,366 0 2,366 0
280 53605 MISCELLANEOUS REVENUE 57,067 36,396 51,996 36,396
100 53620 REIMBURSEMENTS-GENERAL 25 3,578 21,477 1,845
260 53620 REIMBURSEMENTS-GENERAL 2,477 5,078 4,500 3,000
266 53620 REIMBURSEMENTS-GENERAL 310 0 0 0
275 53620 REIMBURSEMENTS-GENERAL 0 122 0 0
280 53620 REIMBURSEMENTS-GENERAL 7,482 11,887 4,500 2,000
275 53625 REIMBURSEMENTS-TRAINING 618 0 618 0
-21-
Recommended Operating Revenue Budget - Department Total
61 -HOUSING&COMMUNITY DEV
FY20 Actual FY21 Actual FY22 Adopted FY23 Recomm'd
Fund Account Account Title Revenue Revenue Budget Budget
53 MISCELLANEOUS -Total 168,335 120,875 221,503 ll5,068
100 54104 SALE OF ASSETS OTHER 0 1 0 20,001
260 54104 SALE OF ASSETS OTHER 129,094 274,722 90,000 120,000
100 54105 LAND SALES 10,003 100 0 0
54 OTHER FINANCING SOURCES -Total 139,097 274,823 90,000 140,001
280 59100 FRGENERAL 97,138 335,104 160,671 172,382
100 59215 TRANSFER FROM N CASCADE 0 10,969 96,139 101,189
59 TRANSFER IN AND INTERNAL -Total 97,138 346,073 256,810 273,571
HOUSING&COMMUNITY DEV -Total 8,784,052 9,631,025 10,756,586 10,263,932
-22-
Recommended Operating Expenditure Budget - Department Total
61 -HOUSING&COMMUNITY DEV
FY20 Actual FY2l Actual FY22 Adopted FY 23 Recomm'd
Fund Aceount Account Title Expense Expense Budget Budget
100 61010 FULL-TIME EMPLOYEES 550,712 664,961 1,150,580 1,193,277
260 61010 FULL-TIME EMPLOYEES 289,746 254,446 286,606 299,252
261 61010 FULL-TIME EMPLOYEES 12,821 21,804 0 0
269 61010 FULL-TIME EMPLOYEES 0 0 0 97,457
275 61010 FULL-TIME EMPLOYEES 151,939 185,729 251,521 278,103
280 61010 FULL-TIMEEMPLOYEES 495,035 526,597 556,115 585,581
800 61010 FULL-TIME EMPLOYEES 0 0 32,441 0
100 61020 PART-TIME EMPLOYEES 0 9,819 60,401 62,358
100 61030 SEASONAL EMPLOYEES 2,045 0 0 0
260 61030 SEASONAL EMPLOYEES 691 0 0 0
100 61050 OVERTIME PAY 12,696 952 0 0
260 61050 OVERTIME PAY 5,440 215 0 0
275 61050 OVERTIME PAY 0 76 0 0
280 61050 OVERTIME PAY 4,390 16,170 0 0
100 61080 COVID19 EMP QUARANT/TREAT 193 0 0 0
280 61080 COVID19 EMP QUARANT/TREAT 3ll 0 0 0
100 61081 COVIDI9 SCHOOL/DAYCARE CL 145 0 0 0
260 61081 COVIDI9 SCHOOL/DAYCARE CL 841 0 0 0
275 61081 COVID19 SCHOOL/DAYCARE CL 1,021 0 0 0
280 61081 COVID19 SCHOOL/DAYCARE CL 325 0 0 0
100 61083 COVID19 EMP NON-WORK 265 0 0 0
260 61083 COVIDI9 EMP NON-WORK 437 0 0 0
280 61083 COVID19 EMP NON-WORK 704 0 0 0
100 61085 SELF QUARANTINE HEALTH 0 55 0 0
280 61085 SELF QUARANTINE HEALTH 0 91 0 0
100 61086 SYMPTOMS SEEK DIAGNOSIS 0 2,275 0 0
260 61086 SYMPTOMS SEEK DIAGNOSIS 0 852 0 0
275 61086 SYMPTOMS SEEK DIAGNOSIS 0 1,875 0 0
280 61086 SYMPTOMS SEEK DIAGNOSIS 0 366 0 0
100 61091 SICK LEAVE PAYOFF 0 0 6,396 0
280 61091 SICK LEAVE PAYOFF 1,230 6,397 0 7,155
100 61092 VACATION PAYOFF 28 1,006 0 0
260 61092 VACATION PAYOFF 139 0 0 0
275 61092 VACATION PAYOFF 0 3,509 0 0
280 61092 VACATION PAYOFF 576 0 0 0
100 61095 PARENTAL LEAVE 0 8,832 0 0
280 61095 PARENTAL LEAVE 0 2,208 0 0
100 61096 50%SICK LEAVE PAYOUT 853 779 2,260 2,264
100 61310 IPERS 53,156 64,872 ll7,728 ll8,538
260 61310 IPERS 27,986 24,120 28,264 28,251
261 61310 1PERS 1,210 2,058 0 0
269 61310 IPERS 0 0 0 9,200
275 61310 IPERS 14,439 17,717 24,927 26,254
280 61310 IPERS 47,272 51,496 54,973 55,281
800 61310 IPERS 0 0 3,215 0
100 61320 SOCIAL SECURITY 39,688 48,589 92,706 96,227
260 61320 SOCIAL SECURITY 20,961 18,034 21,927 22,890
261 61320 SOCIAL SECURITY 861 1,508 0 0
269 61320 SOCIAL SECURITY 0 0 0 7,455
275 61320 SOCIAL SECURITY 10,477 13,904 19,243 21,275
-23-
Recommended Operating Expenditure Budget - Department Total
61 -HOUSING&COMMUNITY DEV
FY20 Actual FY2l Actual FY22 Adopted FY 23 Recomm'd
Fund Aceount Account Title Expense Expense Budget Budget
280 61320 SOCIAL SECURITY 35,141 38,191 43,030 45,344
800 61320 SOCIAL SECURITY 0 0 2,482 0
100 61410 HEALTH INSURANCE 84,138 130,642 205,124 208,203
260 61410 HEALTH INSURANCE 59,450 52,222 54,865 56,511
261 61410 HEALTH INSURANCE 2,636 6,697 0 0
269 61410 HEALTH INSURANCE 0 0 0 20,135
275 61410 HEALTH INSURANCE 53,989 25,160 57,340 60,404
280 61410 HEALTH INSURANCE 88,719 154,515 120,546 124,163
800 61410 HEALTH INSURANCE 7,073 2,432 5,213 0
100 61415 WORKMENS'COMPENSATION 14,170 16,552 12,731 21,650
260 61415 WORKMENS'COMPENSATION 9,360 7,702 1,618 4,257
275 61415 WORKMENS'COMPENSATION 0 7,766 7,197 5,996
280 61415 WORKMENS'COMPENSATION 1,271 1,270 1,162 1,105
800 61415 WORKMENS'COMPENSATION 0 1,370 823 0
100 61416 LIFE INSURANCE 429 513 870 723
260 61416 LIFE INSURANCE 230 201 237 192
261 61416 LIFE INSURANCE 13 22 0 0
269 61416 LIFE INSURANCE 0 0 0 69
275 61416 LIFE INSURANCE 137 175 242 203
280 61416 LIFE INSURANCE 467 513 564 421
800 61416 LIFE INSURANCE 0 0 22 0
100 61417 LTNEMPLOYMENT INSURANCE 4,079 4,191 8,143 4,135
275 61417 LTNEMPLOYMENT INSURANCE 0 0 1,831 0
100 61620 UNIFORM ALLOWANCE 0 136 0 0
100 61640 SAFETY EQUIPMENT 143 0 0 0
100 61651 MEALS NO OVERNIGHT 26 0 0 0
275 61651 MEALS NO OVERNIGHT 11 0 0 0
100 61660 EMPLOYEE PHYSICALS 138 0 138 0
275 61660 EMPLOYEE PHYSICALS 138 0 138 0
100 61680 EMPLOYEE MOVING EXPENSE 2,678 0 0 0
260 61680 EMPLOYEE MOVING EXPENSE 1,339 0 0 0
280 61680 EMPLOYEE MOVING EXPENSE 1,339 0 0 0
61-WAGES AND BENEFITS 2,115,751 2,401,583 3,233,619 3,464,329
100 62010 OFFICE SUPPLIES 2,983 1,955 3,147 1,998
260 62010 OFFICE SUPPLIES 1,652 1,587 1,385 1,787
261 62010 OFFICE SUPPLIES 20 611 0 0
269 62010 OFFICE SUPPLIES 2 2 0 500
275 62010 OFFICE SUPPLIES 42 487 42 200
280 62010 OFFICE SUPPLIES 2,881 3,620 2,881 2,627
100 620ll iJNIFORM PURCHASES 777 85 777 85
260 620ll UNIFORM PURCHASES 143 0 143 0
275 62011 UNIFORM PURCHASES 186 301 186 200
280 62011 LTNIFORM PURCHASES 95 0 95 0
100 62030 POSTAGE AND SHIPPING 4,033 9,035 5,568 6,339
260 62030 POSTAGE AND SHIPPING 829 1,382 707 1,610
269 62030 POSTAGE AND SHIPPING 313 12 0 300
275 62030 POSTAGE AND SHIPPING 672 147 685 730
280 62030 POSTAGE AND SHIPPING 10,317 14,092 9,839 20,000
100 62031 PROCESSING MATERIALS 53 0 53 0
260 62031 PROCESSING MATERIALS 33 0 33 30
-24-
Recommended Operating Expenditure Budget - Department Total
61 -HOUSING&COMMUNITY DEV
FY20 Actual FY2l Actual FY22 Adopted FY 23 Recomm'd
Fund Aceount Account Title Expense Expense Budget Budget
269 62031 PROCESSING MATERIALS 0 0 0 300
280 62031 PROCESSING MATERIALS 955 1,219 625 1,200
100 62061 DP EQUIP.MAINT CONTRACTS 7,395 24,909 21,909 12,942
260 62061 DP EQUIP.MAINT CONTRACTS 13,768 7,318 7,318 14,513
280 62061 DP EQUIP.MAINT CONTRACTS 14,454 17,140 17,140 16,482
100 62062 JANiTORIAL SUPPLIES 3,981 3,924 4,060 0
100 62070 OFFICE EQUIP RENTAL 1,113 757 1,135 784
260 62070 OFFICE EQUIP RENTAL 37 25 38 26
280 62070 OFFICE EQUIP RENTAL 1,247 836 1,272 852
100 62090 PRINTING&BINDING 5,053 677 5,554 5,350
260 62090 PRINTING&BINDING 58 0 59 99
261 62090 PRINTING&BINDING 0 999 0 0
269 62090 PRINTING&BINDING 0 0 0 300
275 62090 PRINTiNG&BINDING 166 397 169 250
280 62090 PRINTING&BINDING 522 1,738 533 533
100 62110 COPYING/REPRODUCTION 1,435 1,357 1,635 1,132
260 62110 COPYING/REPRODUCTION 1,795 1,181 1,557 1,166
269 62110 COPYING/REPRODUCTION 0 0 0 300
275 62110 COPYING/REPRODUCTION 130 24 130 174
280 62110 COPYING/REPRODUCTION 2,809 2,542 2,809 2,542
100 62130 LEGAL NOTICES&ADS 5,816 4,611 5,816 4,612
260 62130 LEGAL NOTICES&ADS 672 408 672 408
269 62130 LEGAL NOTICES&ADS 0 0 0 200
275 62130 LEGAL NOTICES&ADS 4,980 1,325 4,980 1,350
280 62130 LEGAL NOTICES&ADS 58 47 58 47
100 62140 PROMOTION 1,394 340 3,250 1,250
280 62140 PROMOTION 0 4,450 0 0
100 62170 SUBSCRIPTIONS-BOOKS-MAPS 461 819 471 836
260 62170 SUBSCRIPTIONS-BOOKS-MAPS 169 167 172 170
280 62170 SUBSCRIPTIONS-BOOKS-MAPS 981 982 1,001 1,002
100 62190 DUES&MEMBERSHIPS 583 755 595 1,043
260 62190 DUES&MEMBERSHIPS 2,018 1,550 2,058 1,721
280 62190 DUES&MEMBERSHIPS 238 255 242 261
280 62204 REFUNDS 25 0 25 0
100 62206 PROPERTY INSURANCE 25,739 28,303 30,674 0
280 62206 PROPERTY INSURANCE 50 0 0 0
100 62208 GENERAL LIABILITY INSURAN 6,765 8,426 14,045 18,652
260 62208 GENERAL LiABILITY INSURAN 2,954 1,921 2,037 2,673
270 62208 GENERAL LIABILITY INSURAN 0 0 3,731 0
275 62208 GENERAL LIABILITY INSURAN 13,055 3,040 14,253 11,665
280 62208 GENERAL LIABILITY 1NSURAN 4,158 4,100 4,341 5,686
800 62208 GENERAL LIABILITY INSURAN 0 0 13,982 0
100 62211 PROPERTY TAX 17,304 18,708 18,708 0
100 62230 COURT COSTS&RECORD FEES 13,160 29,659 19,842 14,937
260 62230 COURT COSTS&RECORD FEES 2,724 4,133 2,724 4,133
100 62310 TRAVEL-CONFERENCES 5,266 0 17,370 10,590
260 62310 TRAVEL-CONFERENCES 4,336 0 10,795 10,795
269 62310 TRAVEL-CONFERENCES 0 0 0 1,500
275 62310 TRAVEL-CONFERENCES 1,002 845 4,000 4,000
280 62310 TRAVEL-CONFERENCES 7,786 0 8,895 8,895
-25-
Recommended Operating Expenditure Budget - Department Total
61 -HOUSING&COMMUNITY DEV
FY20 Actual FY2l Actual FY22 Adopted FY 23 Recomm'd
Fund Aceount Account Title Expense Expense Budget Budget
100 62320 TRAVEL-CITY BUSINESS 205 0 970 970
260 62320 TRAVEL-CITY BUSINESS 989 0 929 929
275 62320 TRAVEL-CITY BUSINESS 34 463 0 0
280 62320 TRAVEL-CITY BUSINESS 680 0 1,955 1,955
100 62340 MILEAGE/LOCAL TRANSP 475 55 167 67
260 62340 MILEAGE/LOCAL TRANSP 306 376 321 571
275 62340 MILEAGE/LOCAL TRANSP 1 0 150 200
280 62340 MILEAGE/LOCAL TRANSP 42 93 75 75
100 62360 EDUCATION&TRAINING 24,808 4,316 20,596 12,496
260 62360 EDUCATION&TRAINING 4,463 902 10,225 10,225
269 62360 EDUCATION&TRAINING 327 0 0 0
275 62360 EDUCATION&TRAINING 13,792 6,043 4,500 4,500
280 62360 EDUCATION&TRAINING 13,013 253 14,100 14,100
100 62411 UTILITY EXP-ELECTRICITY 48,074 43,667 50,478 0
100 62412 UTILITY EXP-GAS 15,874 17,085 15,874 0
100 62415 UTILITY EXPENSE STORMWATR 1,329 1,529 1,420 213
100 62421 TELEPHONE 9,383 10,846 11,844 9,110
260 62421 TELEPHONE 2,375 1,373 962 1,015
275 62421 TELEPHONE 1,740 1,958 1,740 1,958
280 62421 TELEPHONE 3,459 5,482 3,459 3,735
100 62431 PROPERTY MAINTENANCE 123,939 46,555 63,078 29,522
100 62433 CUSTODIAL SERViCES 22,135 0 0 0
100 62436 RENTAL OF SPACE 4,117 7,074 6,601 5,608
260 62436 RENTAL OF SPACE 1,642 1,636 1,642 1,636
275 62436 RENTAL OF SPACE 571 799 571 799
280 62436 RENTAL OF SPACE 1,466 1,681 2,038 1,681
100 62438 FIRE SUPPRESSION 50 3,905 50 0
100 62511 FUEL,MOTOR VEHICLE 1,663 2,384 5,439 5,831
260 62511 FUEL,MOTOR VEHICLE 267 1,409 328 611
275 62511 FUEL,MOTOR VEHICLE 736 301 680 1,000
100 62521 MOTOR VEHICLE MAINT. 1,375 2,530 2,342 1,054
260 62521 MOTOR VEHICLE MAINT. 262 659 267 672
275 62521 MOTOR VEHICLE MA1NT. 1,361 656 1,389 500
100 62522 VEHICLE MAINT.,ACCIDENT 0 0 0 712
260 62528 MOTOR VEH.MAINT.OUTSOUR 0 60 0 60
275 62528 MOTOR VEH.MAINT.OUTSOUR 0 0 0 100
280 62606 HOMEOWNER HAP 40,234 50,863 38,297 40,464
280 62607 PBV HAP 55,512 62,436 63,686 114,648
280 62608 MAINSTREAM VOUCHERS HAP 144,167 149,194 161,523 269,760
280 62609 PORT OUT VOUCHER HAP 330,151 495,235 305,270 337,200
280 62610 PORTOUT VOUCHER ADM1N FEE 12,740 16,571 10,318 10,318
100 62611 MACH/EQUIP MAINTENANCE 20,517 10,600 14,100 0
275 62611 MACH/EQUIP MAINTENANCE 19,129 73 0 0
100 62614 EQUIP MAINT CONTRACT 699 699 699 0
100 62641 HOSPITALITY EXPENSE 0 664 0 0
269 62641 HOSPiTALITY EXPENSE 224 195 0 0
100 62645 SPECIAL EVENTS 841 99 2,400 0
280 62645 SPECIAL EVENTS 468 87 500 0
100 62663 SOFTWARE LICENSE EXP 471 23,780 57,383 57,522
260 62663 SOFTWARE LICENSE EXP 2,978 3,484 2,924 3,473
-26-
Recommended Operating Expenditure Budget - Department Total
61 -HOUSING&COMMUNITY DEV
FY20 Actual FY2l Actual FY22 Adopted FY 23 Recomm'd
Fund Aceount Account Title Expense Expense Budget Budget
280 62663 SOFTWARE LICENSE EXP 39,720 54,847 39,720 4,000
275 62664 LICENSE/PERMIT FEES 700 0 0 0
100 62666 CREDIT CARD CHARGE 907 7,389 9,629 12,258
100 62667 DATA SERVICES 2,395 3,435 2,711 3,468
260 62667 DATA SERVICES 983 865 851 1,081
275 62667 DATA SERVICES 162 146 162 150
280 62667 DATA SERVICES 558 490 558 490
100 62668 PROGRAM EQUIP/SUPPLIES 1,036 116 1,036 0
261 62668 PROGRAM EQUIP/SUPPLIES 0 36 0 0
269 62669 PROGRAMMING 15 0 0 0
100 62678 EDUCATIONAL MATERIALS 909 0 909 0
280 62688 PORT-IN VOUCH ASSIST PYMT 0 1,356 0 0
280 62689 TENANT PROTEC ASSIST PYMT 20,461 19,360 19,944 33,720
100 62692 LANDFILL FEES 0 390 0 0
100 62694 HOUSING ASST.PAYMENT 90,138 85,613 84,739 87,2ll
280 62694 HOUSING ASST.PAYMENT 4,222,081 4,658,525 5,374,345 5,161,830
100 62710 CONTRACTOR SERVICES 0 7,085 5,000 12,085
100 62712 CONSULTING ENGINEERS 0 2,263 0 2,263
100 62713 LEGAL SERVICES 1,041 1,573 0 0
100 62716 CONSULTANT SERVICES 51,143 15,061 1,500 1,500
260 62716 CONSULTANT SERVICES 24,075 0 0 0
280 62716 CONSULTANT SERVICES 2,010 2,065 2,070 2,120
100 62717 CRIMINAL BACKGROLTND CHECK 18 0 18 0
280 62717 CRIMINAL BACKGROUND CHECK 3,062 3,792 2,400 1,200
100 62726 AUD1T SERVICES 0 3,400 0 0
260 62726 AUDIT SERVICES 5,000 3,400 0 3,502
280 62726 AUDIT SERVICES 0 6,200 0 6,386
280 62727 FINANCIAL SERVICE FEES (70) 170 727 500
260 62729 DUST WIPE TESTING 72 0 700 0
275 62729 DUST WIPE TESTING 5,880 4,083 5,880 5,500
280 62729 DUST WIPE TESTING 0 15 0 0
100 62731 MISCELLANEOUS SERVICES 0 2,357 0 0
266 62731 MISCELLANEOUS SERVICES 1,875 533 0 0
100 62737 CONTRACT ADM SERVICE 43,299 42,570 41,300 40,000
100 62741 BUILDING DEMOLITION 28,000 12,116 32,453 32,453
100 62758 ESCROW PAYMENTS HOUSING 10,714 10,207 10,000 10,830
100 62761 PAY TO OTHER AGENCY 73,500 57,252 80,000 80,000
260 62761 PAY TO OTHER AGENCY 20,000 35,000 0 0
261 62761 PAY TO OTHER AGENCY 0 106,412 0 0
275 62761 PAY TO OTHER AGENCY 20,618 14,697 16,800 19,100
270 62764 LOANS 0 0 3,000 0
100 62765 GRANTS 0 53 250 250
260 62765 GRANTS 290,225 19,618 0 0
269 62765 GRANTS 0 0 8,000 200,000
100 62773 GA PARTICIPANT STIPENDS 0 1,955 10,200 0
100 62774 FSS,PARTICIPATE PAYMENTS 2,201 0 0 0
280 62774 FSS,PARTICIPATE PAYMENTS 145,385 87,636 ll5,902 ll8,200
100 62785 GIFT CARDS 0 1,500 1,150 0
269 62785 G1FT CARDS 180 0 0 0
62-SUPPLIES AND SERVICES 6,239,012 6,464,852 7,029,465 6,987,164
-2�-
Recommended Operating Expenditure Budget - Department Total
61 -HOUSING&COMMUNITY DEV
FY20 Actual FY2l Actual FY22 Adopted FY 23 Recomm'd
Fund Aceount Account Title Expense Expense Budget Budget
100 63311 ADMIN.OVERHEAD 241,222 206,300 234,454 0
63-ADMIN/OVERHEAD/STORES GAR 246,303 241,222 235,529 234,454
275 7ll 10 MISC.OFFICE EQUIPMENT 1,122 562 0 0
100 71120 PERIPHERALS,COMPUTER 0 1,102 0 0
260 71120 PERIPHERALS,COMPUTER (44) 0 0 1,138
280 71120 PERIPHERALS,COMPUTER 0 0 3,000 0
100 7ll24 COMPUTER 2,029 0 0 0
260 71124 COMPUTER 0 4,249 0 2,275
275 7ll24 COMPUTER 13 0 0 0
280 7ll24 COMPUTER 8,006 5,709 0 2,275
100 71211 DESKS/CHAIRS 1,885 0 1,000 800
260 71211 DESKS/CHAIRS 325 446 0 0
100 71310 AUTO/JEEP REPLACEMENT 34,554 0 24,900 0
260 71310 AUTO/JEEP REPLACEMENT 0 0 18,200 0
100 71550 MISCELLANEOUS EQUIPMENT 1,559 71 0 0
100 71610 CUSTODIAL EQUIPMENT 0 0 9,600 0
100 72418 TELEPHONE RELATED 47 860 2,100 1,837
260 72418 TELEPHONE RELATED 13 250 350 525
275 72418 TELEPHONE RELATED 0 317 0 1,400
280 72418 TELEPHONE RELATED 13 42 350 438
275 72515 TEST EQUIPMENT,OTHER 30 455 0 0
100 72614 LADDER 109 0 0 0
71-EQUIPMENT 49,660 14,063 59,500 10,688
100 73112 RELOCATIONS 1,993 914 4,950 0
275 73112 RELOCATIONS 15,816 24,083 15,000 0
100 73210 CONST CONTRACT-BLDG 3,478 66 0 0
275 73210 CONST CONTRACT-BLDG 0 284 0 0
100 732ll CONST.CONTR-NOT BLDG 0 8,283 0 0
73-CIP EXPENDITURES 21,287 33,630 19,950 0
61-HOUSING&COMMUNITY DEV TOTAL 8,666,931 9,120,428 10,576,988 10,462,181
-2$-