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Emergency Management Fiscal Year 2025 Budget Presentation Copyrighted April 4, 2024 City of Dubuque Public Hearings # 01. Special Meeting ITEM TITLE: Emergency Management Fiscal Year 2025 Budget Presentation SUMMARY: SUGGESTED DISPOSITION: ATTACHMENTS: Description Type Policy Budget Book Supporting Documentation Presentation_Uploaded 4.4.24 Supporting Documentation 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 Pollution Control, Refuse (part of Public Works), Media Service, Transit, Parking), 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. 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. -i- 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. Icons for each KPI visually indicate how well an objective is doing and represent the following: Goal Met Goal in Progress The goal has not This goal has not This goal has been been met but is been met and is not met. showing signs of currently showing improvement. signs of progress. 6) Department/Division's Goals and Performance Measures by Activity: This is a written narrative for each activity that explains the goal, describes the purpose, and explains the service objectives of each activity. Performance measures are included for each activity to evaluate activities and ensure that the approved levels of funding yield the expected results. 7) 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. 8) 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. 9) 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. 10) 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. 11) 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. 12) 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 -ii- Emergency Management -3- This page intentionally left blank. -4- EMERGENCY MANAGEMENT % Change From FY FY 2023 FY 2024 FY 2025 2024 Actual Budget Requested Budget Dubuque County Emergency Management Budget (DCEM) Expenditures Employee Expense 122,582 133,471 152,390 14.2 °/a Supplies and Services 74,635 98,999 93,250 (5.8)°/o HAZMAT Expense 4,075 200,000 200,000 - % Machinery and Equipment 89,095 5,500 40,500 636.4 °/o Total DCEM Expenditures 290,387 437,970 486,140 11.0 °/o Revenues Resources (Miscellaneous/ Cash Balance) 116,225 137,851 127,036 (7.8)°/o Resources (Federal) 85,434 39,000 39,000 - % COVID FEMA - 11,555 - - % HAZMAT 4,197 200,000 200,000 - % County Contribution 69,600 69,600 73,600 5.7 °/a City Property Tax Support 104,400 104,400 110,400 5.7 °/o Total DCEM Resources 379,856 562,406 550,036 (2.2)°/o Available Cash Balance 137,851 127,036 64,896 (48.9)% Working Cash Balance % 48.15 % 53.38 °/o 22.68 % Emergency Management Fund Balance Available Balance July 1, 2023 $ 137,851 Estimated Fiscal Year 2024 Draw Down/Addition for Operating Budget (10,815) Balance July 1, 2024 ($32,500 Designated) $ 127,036 Estimated Fiscal Year 2025 Draw Down/Addition for Operating Budget (62,140) 20% Working Cash Balance July 1, 2025 ($7,500 Designated) Balance is $57,228 $ 64,896 Significant Line Items Property Tax Support 1. Property tax support is increased from $104,400 in FY 2024 to $110,400 in FY 2025 due to an increase in the Payments to Other Agencies line item. 2. Payments to OtherAgencies increased from $104,400 in FY 2024 to $110,400 in FY 2025. This line item represents The City of Dubuque's contribution to the Dubuque County Emergency Management Agency Commission each year. The Dubuque County Emergency Management Agency is funded through a federal emergency management perFormance grant, as well as local contributions from the City of Dubuque and Dubuque County. The contribution from the City -5- helps fund the operations of the Dubuque County Emergency Management Agency. The City's contribution accounts for 60% of the budget shortfall, with Dubuque County picking up the remaining 40°/o. This increase for FY 2025 was requested by Dubuque County and was necessary to maintain a 20% cash balance. Dubuque County will also increase their contribution, going from $69,600 in FY 2024 to $73,600 in FY 2025. 3. HAZMAT expense remains at$200,000 in FY 2025 and is offset by Hazardous Materials (HAZMAT) reimbursement revenue of$200,000. This will allow the Dubuque County Emergency Management Agency Commission to recover costs for all agencies involved in a hazardous materials incident in the county. The Emergency Management Agency per Dubuque County code of ordinances will gather all agencies costs for response and then will invoice the responsible party. Once paid, the Commission will deposit the check and then reimburse all fire, Emergency Medical Service, Hazardous Material Teams, cities and Emergency Management Agency for their costs of response. The HAZMAT budget gives the Emergency Management Agency the spending authority in the event of a major event or multiple events. Machinery and Equipment 4. FY 2025 equipment replacement items include: Emergency Management Machinery and Equipment Emergency Management Data Processing Hardware $ 5,000 Office Equipment $ 500 Vehicle Replacement $ 35,000 Total Equipment $ 40,500 Revenue 5. Federal funding is anticipated to be unchanged from $39,000 in FY 2024 to $39,000 in FY 2025 Federal funding amounts to 13.6% of the total budget excluding HAZMAT of$200,000 in FY 2025. In FY 2024, the federal share supported 16.4% of the total budget excluding HAZMAT of $200,000. 6. The City's participation of$110,400 is increased from FY 2024 participation of$104,400 and reflects 44.7% of the total budget excluding HAZMAT of$200,000 and Federal funding of $39,000 in FY 2025 as opposed to 52.5°/o of the total budget excluding HAZMAT of$200,000 and Federal Funding of$39,000 in FY 2024. 7. The County share of$73,600 is increased from FY 2024 share of$69,600 and reflects 29.8°/o of the total budget excluding HAZMAT of$200,000 and Federal funding of$39,000 in FY 2025 as opposed to 35.0% of the total budget excluding HAZMAT of$200,000 and Federal Funding of $39,000 in FY 2024. 8. Cash balances of$62,140 are being used in the FY 2025 operating budget. The goal is to keep the working cash balance at approximately 20°/o of the annual operating budget excluding -6- HAZMAT expenses which are reimbursed. In FY 2025, the working cash balance is $64,896 which is 23% of the annual operating budget. The working cash balance was increased to 20% in Fiscal Year 2019 based on Moody's Investors Service's standard forAaa rated entities to maintain a 20% cash reserve. The City and County agreed to this approach and the minimum balance to be maintained in the Emergency Management Fund. -7- EMERGENCY MANAGEMENT Through an all hazards approach, resilience is the basis for capacity of local jurisdictions to plan, prepare for, respond to, and recover from disasters in a coordinated response. Emergency fV�anagement Cammission Du4�uque Caunty �-- & Cities within City of Qubuque Dubuque Ca Emergency Nlanagement Agency SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE LEADING TO OUTCOMES PLANIVING � The Emergency Management Director leads a planning process that contains stakeholders from the City of Dubuque, Dubuque Cvunty and Iocal organizations PE4PLE to maintain a comprehensive emergency The Emergency 111�anagement management plan. Direetor is an lowa Certified � Emergency IVfanager �CEM) and � exceeds the minimum standards � as set in ivwa Code and � �� Administrative Rule. �� +�-` L7��LlG?L1� �'�Ll�l TY � PARTNERSHIPS The Emergency Nlanagement Agency works with the City of Dubuque, Dubuque County and its other cities, . .� ,i fire departments, pvlice departments, sheriff's office, emergency medical senrices, area non-profit organizations active in disaster, public health, hospitals, � schools and businesses to have a coordinated planning process and exercise schedule ta prepare for disasters. -8- EMERGENCY MANAGEMENT Resources and Property Tax Support $250,000 $200,000 $150,000 $100,000 $50,000 $0 Cash Balance Federal HAZMAT County Contribution Property Tax Support � FY 2023 FY 2024 FY 2025 The Emergency Management Agency will gather agency costs for response to a disaster and then will invoice the responsible party. The HAZMAT budget gives the Emergency Management Agency the spending authority in a major event or multiple events. Expenditures by Category by Fiscal Year $122,582 Employee Expense $133,471 $152,390 $74,635 Supplies and Services $98,999 $93,250 $4,075 HAZMAT Expense $200,000 $200,000 $89,095 Machinery and Equipment $5,500 $40,500 $0 $50,000 $100,000 $150,000 $200,000 � FY 2023 FY 2024 FY 2025 -9- EMERGENCY MANAGEMENT Mission & Services Emergency Management provides a comprehensive emergency management program that includes planning, training, response, recovery and mitigation from natural and human made disasters. With a focus of building a resilient community, the Emergency Management director coordinates emergency preparedness training, national incident management training and disaster recovery training for cities, staff, emergency responders and citizens. Performance Measures City Council Goal: Financially Responsible, High-Performance Organization Performance Measure KPI Tar et FY 2022 FY 2023 FY 2024 Performance � � g Actual Actual Estimated Indicator Activity Objective: Maintain a comprehensive local emergency management program to � provide an adequate level of disaster preparedness that exceeds State and Federal planning, training and exercise requirements and minimizes the impact of natural and human-made disasters. Update 20°/o of the Comprehensive Emergency Management Plan on an 5 ESFs ✓ ✓ ✓ Goal Met annual basis ensuring the entire plan is updated every five years # of tests of outdoor emergency 12 10 9 9 Goal Not Met warning system # of outreach events and emergency plan consultations provided or 10 26 22 44 Goal Met planning meetings attended # of training classes offered at the local level for disaster response and 8 8 6 8 Goal Met responder safety # of tabletop, functional, and full-scale 4 9 6 8 Goal Met exercises participated in Complete required emergency management continuing education 40 36 36 48 Goal Met hours -10- Public Assistance Damages from Recent Presidentially Declared Disasters 2001 $255,700 2002 $2,211,666 2004 $497,159 L 2008 $7,769,704 c� � 2010 $892,668 2011 $4,333,582 2017 $436,170 2020-2022 $4,621,684 $ (Millions) **Dubuque County was included in a Presidential Disaster Declaration that was approved on August, 25th, 2023 related to the flooding of the Mississippi River in the Spring of 2023. Data on assistance funds is not yet unavailable, therefore, no funds are reflected for 2023. -11- Recommended Operating Revenue Budget - Department Total 15-EMERGENCY MANAGEMENT FY22 Actual FY23 Actual FY25 Adopted FY26 Recomm'd Fund/AccounUAccount Title Revenue Revenue Budget Budget 100-General 4A-Charges for Services 47100-Reimbursements (2,658) (915) (2,852) (2,647) 4A-Charges for Services Total � (2,658) (915) (2,852) (2,647) EMERGENCY MANAGEMENT-Total (2,658) (915) (2,852) * (2,647) -12- Recommended Operating Expenditure Budget - Department Total 13-EMERGENCY MANAGEMENT FY22 Actual FY23 Actual FY24 Adopted FY 25 Recomm'd Fund/AccounUAccouut Title Expense Expense Budget Budget 6D-Repair/Maint/Util 100-General 63730-Telecommunications 1,279 689 1,279 689 6D-Repair/Maint/Util Total 1,279 689 1,279 689 6E-Contractual Svcs 100-General 64130-Payments to Other Agencies 104,400 104,400 104,400 110,400 64145-Copying 481 547 405 547 64975-Equip Maint Cont 1,168 1,411 1,168 1,411 6E-Contractual Svcs Total 106,049 106,358 105,973 112,358 6F-Commodities 100-General 65045-Tcchnology Equipmcnt � 0 _ 0 _ 0 0 6F-Commodities Total 0 0 0 0 EMERGENCY MANAGEMENT-Total 107,328 107,047 107,252 113,047 -13- Recommended Expenditure Budget Report by Activity & Funding Source 15-EMERGENCY MANAGEMENT FY25 Recomm'd Fund/Activity FY23 Actual Expense FY24 Adopted Budget Budget 1501- Emergency Management 100-General 6D-Repair/Maint/LTtil 689 1,279 689 6E-Contractual Svcs 106,358 105,973 112,358 6F-Commodities 1501- Emergency Management Total 107,047 107,252 113,047 EMERGENCY MANAGEMENT TOTAL = 107,047 T 107,252 T 113,047 -14- -15- � 1 1 � , � , � � � � � -.� � � � � �� , �--� � � �� _ Dubuque County Emergency Management Commission Through partnerships and collaboration we continue to build resiliency f or our communities by plannin� f or, respondin� to, miti�atin� and recoverin$ f rom disasters utilizin� a coordinated approach with the resources provided. � � � . . • � � Dubuque County Emergency Management Commission - Chapter 29C lowa Code Mayor of each Community or Designee Dubuque: Fire ChiefAmy Scheller Dubuque County Board of Supervisor Chair Harley Pothoff D ' dy EMA Coordinator Thomas Berger C REATI N G AN J4 Hi�h-�e�fnrm�n�� Qr�ani�ati�r� ��nd ��mrnun�� rith �� ,�� r�� ^��n �� E Q U I TA B L E �ut�on��-r��u�e� ��i�t �n �� i�r� i�� : � COMMUNITY OF CHOICE � . . . , , F . - � , . , ■ ■ ,� . . � �� r '� � ,�J� ' ' - �. � - �+� ._ -�.. - �F ' i�� i _J - .' , � .r� � i�,2� � � � # 4 h r � I _� FISCAL YEAR 2024 HIGHLIGHTS �----� � - - _ ■ ■ � { � � �. . �_ � � , � • Response to the Mississippi River . „�. .: . � � � � Flood in April of 2024 i ~ - � � -- � � - - . _ ---� � �� • Presidential request for Winter Storm � �� =�'� � � �- � �� _�, � . 4 * � _ --_ � � , � , t,� ��. � + - } ,�� s .� �- ,� ��,.,� +� - ,� — � �. • Exercises conducted atAirport, � �. :� �� -�_. ._ � �._ � . . . . . � � , - � _ �, �-� �� Train�ng Center, University of � � wF#- � � � � r� � ��.,,,� . - ,�� - . � � -�" � �,�:� - Dubuque, Hazmat Planning Group . i . , .. �;ti, � - ,-�� . • Conducted Advanced ICS Courses =-- .�� - � -,. �"- ��-� � _4 � I '� �l 1��f _ � FISCAL YEAR 2024 HIGHLIGHTS � � � • Storm response warnings 2023 � 1 Ice Storm and Heavy Snow � � � 4 Thunderstorm � r t. � 1 Tornado confirme� � 1 Flood Warninc� - � � . :� • urougnt pianning ana intormatio� � �- t * � `r • State training, exercise and planning requirements � • Work with committees and 911 Board to develop ► ` the new 911 Communications Center ■ ■ • Approval of Hazard Mitigation Plan • Continue National Incident Management System and Incident Command System Training for local agencies • Continue to work with the Dubuque Community � ��``y��pp�, Awareness and Emergency Response Group for . � Y�7.Y''� '�� rail and other transportation emergencies �� : �_ � 1:, �,� t' 1�; ;�,. ' , �� r, . . : ? . ' �� = ; • Hazard Analysis and Risk Assessment . �,.. .� �:,, � • Continue to coordinate response to severe ► ` weather events and flooding events ■ ■ • Update the Comprehensive Emergency Management Plan and Severe Weather Plan. • Continue working with schools on safety assessment, radio procedures and expanding rescue task force training • Meet grant requirements for Local Emergency Planning Committee and EMA • Upgrades of Audio Visual at EOC � Promotion of Alert lowa Sign Up ► � ■ ■ Sign up today . . . . . ❑� . � � Visiting the alert.iowa.gov website Scan the QR Code � ❑ � Texting "DubuquelA" to 67283 ■ Downloading the Smart911 App from the Apple or Google Play stores Receive weather alerts and customize your profile to only receive alerts that pertain to you ! ' • ' � ' . . • ' � ■ ' • . ' 1 � !� � � � � J � �� ■ � I_�.l�� 110 400 1 . 64 � Net Operating Average homeowner's* property tax Property Tax cost for Emergency Management Support (*Avg. home value of $196,508) � ► 1 I 1 I � � $�Zo,000 $100,000 $so,000 �so,000 $40,000 - $20,000 = �— Federal City County FY11 � FY12-FY19 � FY20-24 1 ► ■ ► 11 11 � ' • Federal Emergency Management Performance Grant: $39,000 � Pass-through is capped by the state • City of Dubuque: $ 110,400 • Dubuque County: $74,600 • Remaining Balance: 20% of expenses less Hazardous Materials Response • Reserve Funds: Vehicle, Computer, and Building Maintenance DUBUQUE ' • ' • " � ' ' " ' ' " P RE I D E N TIAL 1965 Floods 1999 Floods S D EC LARE D 1969 Floods (2) 2001 Floods (2) 2002 Floods D I SAST E RS 1972 Floods 2004 Winter 1972 Winter 2008 Floods ��., 1973 Floods 2010 Floods �� !�� 1974 Floods 2011 Floods � ��. ��° ��`�� 2017 Floods 1993 Floods 8 Disasters 2020-22 COVID-19 2023 Flood 11 Disasters ■ ■ EMERGENCY MANAGEMENT Public Assistance Damages ■ ■ �u I�li� ��i�ta r�� r�� fr� r�n F��nt �r�� i�l�ntial I� ��I�r�� i�a�t�r� � ��,��,�� :��:�� ,�� ,�� :�� :�� s��,�� : � �� .�� : � �� o� �� o- �� f EMERGENCY MANAGEMENT PERFORMANCE MEASURES ■ ■ �ity �auncil �oal: Fir�anciall�r Resp�nsible, High-Performance Org�nization Performance Measure �CPI Tar et F�' �0�� FY �� FY �0�4 Performance � � � �ctual �4c#ual Estimated Indicator Activity Ol�jectiue: Main#ain a comprehensive I�cal emergency rnanagement pr�gram to ,� pro►+ide an adequate level of disaster prepare�r�ess that exceeds State and Federal plannin�. #raining and exercise requirements �nd minimizes the impact �f natural an€� human-made disasters. Updat� ��o,o of the �arnprehei7siv� Em�rgency f��lanaa�ment Plan cn ai3 5 E�Fs � � � �aal 1�11et annual basis ensuring the entire plan is updat�d ev�ry fi�e years # of tests �f out�ic�r emergency 9 1� 9 9 ��al Met �varning systern �x � of outreach eu�nts and emergency plan cansultatioi�s prov,ided �r 10 26 22 44 �aal Met planning meetings att�nded # of training class�s �ffered at the Iccal I�v�l f�r disaster r�s��ns� and S 8 6 � �aal Met r�spoi7d�r safety � cf ta�l�tcp_ functional, and full-scale 4 9 6 � fiaal Met �xercises partic�pated �n �omplete requir�d em�rg�ncy manaaement cantinuin� education 40 �6 �6 4S �aal Met hcurs *t�]a�C1��E�,+i`JU�CCd� .'!85 :�`�8f7Q�iiE C'a'�1 �]8Ga:}2��'7.O�2.5�.�'E Sr�2f7 O�'7 a �'T7��1��]!U."Ja3�5 �i1��`J fi8 iG'.��:r18�i"8 v:��L" [qd�es cn ��,8 b4�ary a,�rd��?n,�r. �esf,:sre r�o;or�g�r ad,mr,�r�s�erec'rn �ec�.m��er�. �;a.�r;.�ary�r�ebrti�arf. � ■ � � � � � �"�1��4'�'s�lll�� f�f�' �� 41V'�1��'J�� . . �� www. d u buq uecou nty. org/emergency-management