Budget Book FY 2007 Policy BooktEst.
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February 7, 2006:
Human Rights
Finance
Legal
City Manager
City Council
City Clerk
February 9, 2006
Emergency Communications
Emergency Management
Fire
Police
Building Services
February 13, 2006
Water
Water Pollution Control
Public Works
Engineering
FISCAL YEAR 2007
RECOMMENDED POLICY AND NARRATIVE BUDGET
TABLE OF CONTENTS
DEPARTMENT/DIVISION
February 7, 2006
Library Auditorium
OPERATING BUDGET CIP
PAGE PAGE
Human Rights 11
Finance 31
• Legal 57
City Manager 71
City Council 139
City Clerk 151
•
Note:
Information included within each Department includes the following:
446
• Highlights of Prior Year's Accomplishments and Future Initiatives
• Department Funding Summary which includes the decision package summary and significant
line items
• Memo addressing FY 2007 Budget issue (optional)
• Department's Capital Improvement Summary
• Department's Organizational Chart (optional)
• Department's Goals and Performance Measures by Activity
• Recommended Operating Expenditure Budget by Department
• Recommended Department Operating budget Summary at Activity Level
• Recommended Operating Revenue Budget by Department
• Personnel Complement at Department and Activity Level
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•
FISCAL YEAR 2007
RECOMMENDED POLICY AND NARRATIVE BUDGET
TABLE OF CONTENTS
DEPARTMENT/DIVISION
February 9, 2006
Library Auditorium
OPERATING BUDGET CIP
PAGE PAGE
Emergency Communications 169
Center
Emergency Management 187
• Fire 205 6
Police 235 1
Building Services 289 17
•
Note:
Information included within each Department includes the following:
Highlights of Prior Year's Accomplishments and Future Initiatives
Department Funding Summary which includes the decision package summary and significant
line items
Memo addressing FY 2007 Budget issue (optional)
Department's Capital Improvement Summary
Departments Organizational Chart (optional)
Departments Goals and Performance Measures by Activity
Recommended Operating Expenditure Budget by Department
Recommended Department Operating budget Summary at Activity Level
Recommended Operating Revenue Budget by Department
Personnel Complement at Department and Activity Level
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•
FISCAL YEAR 2007
RECOMMENDED POLICY AND NARRATIVE BUDGET
TABLE OF CONTENTS
DEPARTMENT/DIVISION
February 13, 2006
Library Auditorium
OPERATING BUDGET CIP
PAGE PAGE
Water Department 321 348
Water Pollution Control 349 374
• Public Works 375 391
Engineering 463 218
•
N ote:
Information included within each Department includes the following:
Highlights of Prior Year's Accomplishments and Future Initiatives
• Department Funding Summary which includes the decision package summary and significant
line items
• Memo addressing FY 2007 Budget issue (optional)
• Department's Capital Improvement Summary
Department's Organizational Chart (optional)
Department's Goals and Performance Measures by Activity
• Recommended Operating Expenditure Budget by Department
• Recommended Department Operating budget Summary at Activity Level
• Recommended Operating Revenue Budget by Department
• Personnel Complement at Department and Activity Level
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•
•
DEPARTMENT/DIVISION: Human Rights
RESPONSIBILITY: Kelly Larson, Director
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Education and Outreach Programs
The Director has been working with a diverse group of community members and city employees
to carry out the following decision packages: 1) create a diversity training program for the City,
and 2) engage in a campaign to combat hate incidents by creating a more welcoming
environment for newcomers. Group members include Ruby Sutton, Cammie Dean, Jerome
Thomas, Claudette -Carter Thomas, Marcia Sola, Gabriela Vega, Chris Doyle, Hiram Melendez,
Kris Hall, Judy Giesen, Patricia Foster, Tom Rashke, Terry Tobin, Kim Wadding, Scott Simpson,
Mark Dalsing, Laura Carstens, David Harris, Randy Peck, Jerelyn O'Connor and Mike Van
Milligen. Thus far, the group has evaluated options for a comprehensive diversity program for
the City, developed a detailed request for proposals, reviewed proposals received, and made a
recommendation to the City Council. The group also has discussed barriers to minorities being
welcomed into the community and has started brainstorming possible solutions.
Staff provided office space and mentoring for the AmeriCorps VISTA member who was involved
in capacity building initiatives amongst low-income people of color in the community, and whose
work culminated in the opening of the Multicultural Family Center.
Human Rights Commissioners spoke to two groups on topics related to individuals with
disabilities and improving accessibility, including Clarke College students and a local Boy Scout
troop. Commissioners also visited businesses in town and provided recommendations for
improving access in their facilities.
Staff and Commissioners continued to be involved with Faces & Voices activities, including
serving on committees, presenting a segment on diversity to participants of the Community
Action Academy, planning and presenting at the Diversity Conference and banquet, presenting
the CommUNITY Awards for Diversity Initiatives, planning the annual Dr. Martin Luther King
Birthday Breakfast with keynote speaker Tim Wise, and providing promotion and financial
assistance to the following additional Faces & Voices events: Cinco de Mayo, Juneteenth,
Dubuquefest Very Special Arts, and presentations by Lambda Legal on creating safe and fair
environments in schools and workplaces for people of various sexual orientations.
The director worked with individuals from the Mississippi Valley Promise and Dubuque Area
Congregations United in planning a faith summit designed to encourage outreach ministries.
The director also is working with the Mississippi Valley Promise Marketable Skills Committee,
which is focused on facilitating a community -wide effort to promote education and skill building
for at -risk youth.
• Human Rights Commissioners spoke to several groups on issues related to sexual orientation,
including Friends of the Community, the Mental Health Association, the Clarke College Human
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Rights Action Group, the University of Dubuque Theological Seminary, and the Chamber of
Commerce Governmental Affairs Committee,
Mayor Duggan proclaimed December 10`h Human Rights Day.
The director engaged in outreach activities and presentations with the following groups: Legal
Aid clients, the Dubuque Branch of the NAACP, the Dubuque Chapter of the Immigrant Rights
Network, and the Northend Neighborhood Association through participation in their annual
neighborhood resource fair.
The director also participated in a panel discussion on bias crimes hosted by the Clarke College
Human Rights Action Group, served as the keynote speaker for the Clarke College Women's
Leadership Conference, presented a segment on sexual orientation issues in city government to
the Iowa City and County Managers' Association, and presented training to other Commissions
and staff in Iowa on successful development and implementation of Commission goals.
Fair Housing Education and Training
Staff provided annual fair housing training to managers from senior apartment complexes in
Dubuque, and also partnered with the Cedar Rapids Civil Rights Commission to hold a regional
seminar on accessibility in housing.
The director met with area lenders and staff from ISU Extension Office and the City 's Housing
Services Department to discuss ideas to promote low -moderate income lending programs and
minority lending.
The Legal Intern created a brochure on reasonable accommodation in housing.
The department co-sponsored the Five Star Service Express, a financial services center on
wheel, sponsored by the U.S. Bank Home Mortgage and Freddie Mac. Community partners
promoted financial education and home ownership in an informal manner directly to low -to -
moderate income neighborhoods.
Three fair housing billboards and bus placards are were displayed through out the city, and TV
and Radio ads ran the entire month of April for Fair Housing Month.
A fair housing article ran in the City Focus newsletter which is distributed in utility bills, and staff
distributed fair housing informational materials, including fair housing guide for tenants, to
approximately 4,000 citizens at City Expo.
The director presented fair housing training as part of the Police Department's Crime Free Multi -
Housing Program.
Staff facilitated a partnership between a local developer, the Housing Services Department, and
the University of Iowa Law, Health Policy and Disability Center, that resulted in resources and
actions to include elements of Universal Design in a major upcoming housing project in
Dubuque, which will lead to more accessible housing for people with disabilities.
Human Rights Enforcement
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•
Staff resolved a total of 631 "intakes," with 39 cases resulting in formal charges. An "intake" is a
reported incident that has the potential for developing into a formal complaint. A total of 41
cases were closed. As a result of a continued emphasis on enforcement, staff completed the
year without a significant case backlog.
Major Cases
A female was terminated from her employment as a cashier for a retail store when her doctor
advised her to avoid lifting more than twenty-five pounds for the duration of her pregnancy. The
company's position was that every job in the store required lifting up to forty pounds, and
employees who could not do so because of temporary, non -work related restrictions had to take
medical leave. If they could not return to work after four weeks of leave, they would be fired.
The company would not, as a matter of policy, allow the woman to return to work and avoid
lifting the heaviest items in the store for the remaining weeks of her pregnancy. Medical
evidence indicated doctors frequently recommended that women avoid lifting more than twenty
to thirty pounds during the second twenty weeks of pregnancy. As a result, the vast majority of
pregnant employees were terminated by the company because their four weeks of leave
expired well before their pregnancies were finished and the company would not allow them to
return to work and avoid lifting heavier items. After an Administrative Law Judge found probable
cause to believe the policy had a disparate impact on pregnant women, the parties entered into
settlement negotiations and the case settled for $20,000.
A woman of Filipino origin filed a complaint alleging she was subjected to sexual and ethnic
harassment at work, and that she was retaliated against when she reported the harassment to
management. Co-workers reported hearing racial slurs and people telling the Complainant to
"speak English," to "go back to her own country" and "go back to where she came from." In
addition, Complainant had been warned by co-workers to avoid her lead person because he
was "against people of color." One prior co-worker reported that the lead person was "all about
white power," listening to white power music and making racist comments towards Complainant
and others. An eighteen year old girl corroborated Complainant's allegation that this lead
person exposed himself to the women at work. Three days after Complainant reported her
concerns to management, she arrived at work to find a skull and crossbones on her worktable.
Shortly after that, she was reassigned to a different department where she was supervised by a
brother and by a close friend of her prior lead person. Co-workers in her new department
reported she was told she was a trouble maker, and stated they felt sorry for her because no
one would talk to her and because one of the men constantly stared her down in a threatening
way. The case settled for an undisclosed amount shortly before a public hearing.
A woman was referred to us by the police department after she contacted them to report a
sexual solicitation. The woman had been propositioned on more than one occasion, physically
touched, and offered money for sex by the employee of a place that provided a public
accommodation. She was dependent on utilizing this particular public place, and she also had a
physical disability that restricted her ability to escape the situation caused by the employee.
She reported the incident to management but did not receive a satisfactory response. She had
witnesses who were aware of similar behavior by this employee towards others, and there was
evidence this employee had lost a prior job because of sexually inappropriate behavior. The
case settled with the company agreeing to require the employee to have a mental health
evaluation and counseling if necessary, prohibiting him from having any contact with the
Complainant, and terminating him if he violated the terms of the agreement. The company also
provided Complainant monetary compensation.
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A woman who had epilepsy experienced a seizure while she was working alone. The day
following the seizure, the manager revised the store schedule for "safety reasons," which
resulted in the woman receiving fewer work hours and more menial job duties. The manager
stated she would not allow the Complainant to work alone, despite Complainant's efforts to
educate the manager on epilepsy, and even though the seizure was the first Complainant had
experienced in a long time and had occurred because of an error in taking medication.
Thereafter, the manager began documenting problems with Complainant's work performance
and terminated her within a month of the seizure. After receiving a finding of probable cause to
believe the company had discriminated against her because they perceived her as disabled, the
Complainant agreed to settle the complaint for lost wages in the amount of $1,000.
A Jewish man who had been a well-respected manager at a local business filed a complaint
after a new manager was hired in his workplace, alleging harassment and retaliation. The
Complainant stated that the new manager, for whom the Complainant worked, had repeatedly
subjected Complainant to anti-Semitic remarks and had suggested shortly after meeting
Complainant that Complainant should look for other employment. When Complainant
expressed his concern to human resources, his manager placed him on review and ultimately
terminated him. Complainant obtained a right -to -sue and proceeded to pursue his claim against
the company in federal court.
Hate Incidents
Staff responded to approximately twenty hate incidents reported to the department under the
City's internal hate incident response plan, providing victim support and referral, graffiti removal,
and assistance in filing for victim compensation with the State.
Internal Compliance/EEO
The Director participated in police and fire recruitment efforts, including serving on interview
hiring panels.
Staff continues to identify, support and implement strategies to overcome impediments to fair
housing in Dubuque.
Staff continued collaboration with the Building Services Department and other departments to
ensure compliance with the requirements for accessibility in both private and public
developments. Staff also continues to organize the ADA Committee to oversee City compliance
with accessibility requirements and provide an annual progress report to the City Manager.
Staff performed an internal audit of the paratransit system and made recommendations for
improvements that would provide better access for people with disabilities.
The Department remained certified as a substantially equivalent agency by HUD. Such
certification is contingent upon an ongoing performance review by HUD representatives. Staff
continues to meet the requirements of complying with rules and regulations for case processing
established by the U.S. Department of Housing and Urban Development. Staff also
successfully negotiated and completed another cooperative agreement with the Iowa Civil
Rights Commission, which generated additional revenue.
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Dubuque Dispute Resolution Center
Staff continues to manage and market the Dubuque Dispute Resolution Center. This Center
provides mediators who listen carefully to citizens who agree to have their disputes mediated.
Options for settlement are identified through structured communication between the disputing
parties.
Staff/Commission Training
The director and three commissioners attended training sponsored by the Iowa Civil Rights
Commission which focused on Human Rights in Iowa.
The director attended diversity training that was held for new Dubuque Community School
District professionals.
The director, city solicitor and two commissioners attended Housing/Employment training
sponsored by the Regional Executive Council on Civil Rights in Kansas City for civil rights
workers and commissioners
The city solicitor and two commissioners attended Iowa's Mosaic Diversity Conference in Ames,
Iowa.
The intake specialist attended HUD sponsored fair housing training at the National Fair Housing
Training Academy in Washington, DC.
FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007:
Enforcement
Staff will continue scrupulous enforcement of our local civil rights ordinance by thoroughly
investigating complaints of discrimination and aggressively pursuing settlements and/or public
hearings where there is evidence of discriminatory behavior.
Staff will hire and train a new Human Relations Specialist, which will ensure continued progress
with enforcement initiatives.
Hate Incidents
Staff will continue to provide support for victims of hate incidents in the community.
In conjunction with a diverse group of residents and City employees, staff will develop a plan for
combating hate incidents and creating a welcoming environment for multicultural newcomers.
Education and Outreach
Staff will encourage the Commission to engage in a broad-based marketing campaign to raise
awareness of the Human Rights Department and its work.
• Staff will continue to support the efforts of residents who are seeking to establish a Center for
Independent Living for persons with disabilities.
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Staff will continue to provide support to the Human Rights Commission as it continues its
outreach and education activities under its four goals related to educating the community about
multicultural populations, ensuring persons with disabilities are included and accommodated in
the community, continuing to educate the community about various sexual orientations, and
continuing the partnership with Faces & Voices.
Staff and Commissioners will continue to participate in Faces & Voices and will be involved with
planning the annual Dr. King Birthday Breakfast, the Faces & Voices Diversity Conference, the
Human Rights Banquet, and the CommUNITY Awards for Diversity Initiatives, as well as
promoting additional diversity -related events throughout the year in the community.
Fair Housing Education and Outreach
Staff will distribute fair housing brochures, videotapes, and other informational materials
throughout the community.
Staff will increase outreach to people of color in Dubuque by developing relationships with
organizations that have significant minority membership, and will partner with various groups in
the community to promote full inclusion and participation of multicultural families in community
life.
Staff will engage in a broad-based marketing campaign to raise awareness of the Human Rights
Department and its work, including renting space on buses for fair housing posters, purchasing
fair housing billboards, and running radio and television ads.
Staff will work to address impediments to fair housing, including the perception that Dubuque is
not a hospitable community for outsiders and also the limited amount of accessible housing, by
working to increase positive interaction amongst new and established residents of different
backgrounds and by supporting the development of accessible housing projects and projects
incorporating concepts of Universal Design.
Internal Compliance/EEO
In conjunction with a diverse group of residents and City employees, staff will seek a consultant
to implement a diversity assessment and training plan for all City staff.
Staff will work with the personnel and other departments to develop inclusive recruitment, hiring
and retention strategies for City staff.
Staff will continue to coordinate internal compliance with the Americans with Disabilities Act and
facilitate consideration of accessibility in government actions.
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HUMAN RIGHTS DEPARTMENT
Budget Highlights
Employee Expense
Supplies and Services
Machinery & Equipment
Total
Community Dev. Block Grant
Fair Housing Grant
Case Processing ICRC
Training Registration
Total
Property Tax Support
Percent Increase (Decrease)
FY 2004/05
Actual
180,721
36,138
1,980
218,839
1,845
58,119
2,227
524
62,715
156,124
FY 2005/06
Adopted
202,591
94,310
296,901
1,000
56,600
2,250
100
59,950
236,951
FY 2005/06
Amended
202,591
213,317
415,908
1,000
56,600
2,250
100
59,950
355,958
FY 2006/07
Recom'd
226,540
110,027
336,567
2,000
51,300
1,750
100
55,150
281,417
% Change
from Adopted
12%
17%
0%
13%
100%
-9%
-22%
0%
-8%
44,466
18.8%
Decision Package Summary
1 of 2
This decision package would allow for Diversity Training in the City of Dubuque. City government plays
a crucial role in the continued economic and social vitality of our community. This theme arises again
and again throughout our Council's vision and goals for the coming years. However, businesses in
town have expressed concern about their ability to attract and maintain employees, a critical
underpinning to our success in these initiatives. In addition, the City as an employer continues to face
criticism for the lack of diversity in our workforce, despite our efforts to correct the imbalance. Finally,
demographic shifts in our community emphasize the need for city staff to have a well developed ability
to respond to the needs of an increasingly diverse public.
Notably, over the past couple of years the Human Rights Department has seen an increase in the
number of civil rights complaints filed, an increase in the incidents of hate graffiti in the community, and
an increase in the number of reports that Dubuque is not welcoming of, and sometimes hostile toward,
newcomers. These indicators do not bode well for the long-term success of our city. Beginning in
fiscal year 2006 and continuing through fiscal year 2008, the City Council has budgeted $7,500 per
year for diversity training to insure the City's economic and social vitality. This decision package
proposes an expansion of the previously approved training project into a comprehensive diversity
program for the City of Dubuque. The first phase of the project would consist of hiring a consultant to
perform an institutional assessment of the city government culture. The goal of the analysis would be
to identify and evaluate barriers that exist in our structure or in the way we partner and do business in
the community. The second phase of the project would be to provide diversity training for city staff that
is specifically designed to address the barriers and objectives identified in phase one. The final phase
of the project would involve training of trainers and strategic planning designed around the needs
identified through assessment. This phase would ensure that new staff are trained and that diversity
initiatives remain alive within the organization over time.
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Related Cost: $28,350 Tax Funds - Recurring for 2 years
Property Tax Impact: +$.0165/+.17%
Activity: Human Rights
Recommend - Yes
2 of 2
This decision package would allow for the hiring of a seasonal intern from an area college during the
fall and spring semesters of each college year. The intern would perform a maximum of 240 hours of
work during each semester, at a pay rate of $7.00 per hour. Interns would be hired specifically to assist
the Human Rights Commissioners with carrying out Commission goals. For the upcoming year, the
Commission specifically would like the intern to assist with surveys of area businesses for accessibility
and provide the businesses with a report of items that could be changed to improve access for people
with disabilities. This is a time intensive project that exceeds the capacity of volunteers. The
Commission is especially interested in seeking interns who may be pursuing a major in human
resources, as this will provide the opportunity to educate future business leaders on equal employment
issues while at the same time gaining their assistance in furthering commission goals and educating
others in the community.
Related Cost: $3,811 Tax Funds - Recurring
Property Tax Impact: +$.0022/+.02%
Activity: Human Rights
Significant Line Items
Employee Expense
Recommend - No
1. FY 2007 employee expense reflects a 3.5% wage package increase and the 2nd year of
employees contributing 10% towards their health insurance premium.
2. The part-time City Solicitor retires in FY 2006 and during last year's budget process; it was
approved that the part-time City Solicitor and seasonal Legal Intern be replaced with a full-time
Human Relations Specialist. FY 2007 will be the first full year with this change (3.34 FTE to 3
FTE). Fair Housing Grant administrative funds of $15,000 are part of the position funding.
Supplies & Services
3. FY 2006 includes $22,300 in Printing and Binding and Promotion combined, funding a
marketing plan designed to counteract hate incidents that have been occurring in the
community. This funding is not reflected in the FY 2007 request.
4. Education and Training and Promotion expense of $2,000 in Community Development Block
Grant funds is for the Dubuque Dispute Resolution Center. Education and Training in General
Fund includes, for the 2nd year of 3, funding of $7,500 which was approved in FY 2006 for
employees to attend diversity training and an additional amount of $28,350 is added in FY 2007
through an improvement package.
5. Dubuque Dispute Resolution Center operating expenses of $1,600 is provided in Miscellaneous
Operating Supplies.
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6. Data Processing Service has increased from $1,634 in FY 2006 to $1,847 in FY 2007 (13%) to
reflect licensing and maintenance costs for the addition of the City wide Groupwise email and
calendaring software and service contract.
7. Telephone expense has increased from $1,457 in FY 2006 to $2,065 in FY 2007 to reflect
monthly expense relating to the Department Manager using a 'smart phone' (combination cell
phone and palm). The 'smart phone' will work with Groupwise calendaring software to allow all
Departments to see time available on each others calendars for ease in meeting scheduling.
8. General Liability Insurance has increased $1,068 in FY 2006 to $1,549 in FY 2007. This
calculation is based on the number of employees and is increased accordingly.
9. Speakers and Programming expense of $1,000 covers the bi-annual Human Rights banquet
invitations, postage and room rental and occurs in FY 2007.
Revenue
10. Revenue projections in FY 2007 provide processing seven HUD cases @ $2,400 each or
$16,800 (increased from $1,800 per case in FY 2006), $19,500 for HUD mandated fair housing
training (decreased from $29,000 in FY 2006) and $15,000 of Administrative funds for education
and outreach efforts.
11. Case processing revenue in FY 2007 is based on 35 cases (45 in FY 2006) reimbursed at $50
per case by the Iowa Civil Rights Commission.
Miscellaneous
12. To date this fiscal year, there have been 17 formal complaints filed. There are 6 cases in the
investigative process, and 23 cases have been closed, some of which were filed in the prior
fiscal year.
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DEPARTMENT/DIVISION: Human Rights
ACTIVITY: Human Relations/Affirmative Action
GOAL
To assure a community free from discrimination and discriminatory practices through
prevention, outreach and enforcement of the law.
DESCRIPTION
The Human Relations Activity provides prompt, impartial processing of discrimination
complaints in the areas of employment, public accommodations, housing, education and credit
within the city of Dubuque. Protected class members include those affected by discrimination
on the basis of race, creed, color, sex, age, religion, national origin, physical/mental disability,
familial status (housing) or marital status (credit). This Activity also encourages minorities,
women and persons with disabilities, etc., to apply for employment within the city of Dubuque.
The nine member Human Rights Commission is appointed by the City Council for three-year
terms and functions under Chapter 27 of the Code of Ordinances. The Human Rights
Director/EEO Officer is a resource for department managers and the Personnel Office in arriving
at decisions that affect protected class members. The Human Rights Department is located on
the second floor of the City Hall Annex at 1300 Main, and is staffed by a Human Rights
Director/EEO Officer, Human Relations Specialist, and Intake Specialist.
SERVICE OBJECTIVES
1. To receive and investigate formal cases filed with the Human Rights Commission before
expiration of the 180 -day time limitation provided in the local Human Rights Ordinance.
2. To perform intake work on the complaints of approximately 640 individuals by:
a) conducting a jurisdictional review and legal analysis;
b) referring non -jurisdictional issues to the appropriate agencies;
c) solving civil rights issues at the lowest possible level; and
d) processing issues that mature into formal charges.
3. To process formal discrimination cases of protected class members by:
a) cross -filing employment complaints with state and federal human rights agencies;
b) cross -filing housing cases with the U.S. Department of Housing and Urban
Development and investigating the cases within 100 days;
c) thoroughly investigating complaints, eliciting necessary testimony and documents
through requests for production of documents, interviews with relevant
witnesses, and on-site visits;
d) aggressively pursuing conciliation in cases where an administrative law judge
has determined that there is some evidence of discrimination;
e) proceeding to public hearing with charges of discrimination where there is
evidence of discrimination and conciliation attempts have failed; and
Human Rights Human Relations/Affirmative Action
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•
f) responding to cases seeking judicial review of agency decisions.
4. To evaluate the efforts of the Human Rights Commission in an annual report to the City
Council including case statistics, outreach and prevention efforts.
5. To prevent discrimination in City governments personnel actions involving minorities,
women and other protected classes by responding to requests for opinions on matters
pertaining to hiring, termination, layoff, recall, promotional activities, and any other
matter or incidents that either directly or indirectly have civil rights implications.
To provide training for department supervisors and various employees regarding civil
rights law.
To provide training for Commissioners in their role as policy makers and, in particular, as
administrative law judges by:
a) providing for attendance at civil rights workshops;
b) providing orientation for new Commissioners;
c) developing outreach programs which would be proactive and implemented on a
regular basis in the school systems and in community groups which consent to
the program; and
d) providing public hearing workshops for new Commissioners and continuing
public hearing training for experienced Commissioners.
8. To help the community better understand the content and spirit of the Human Rights
Ordinance by:
a) responding to all inquiries which initially appear to be jurisdictional;
b) periodically distributing up-to-date brochures informing the public of their rights
under the ordinance;
c) proactively providing outreach to individuals and groups on civil rights issues;
and
d) conducting educational seminars for personnel from businesses, organizations
and the general public.
9. To organize workshops/conferences that will provide education on discriminatory
practices in employment and housing.
10. To manage, coordinate, market and facilitate the Dubuque Dispute Resolution Center,
and to train additional citizen volunteers as mediators. This Center provides trained
mediators who listen carefully to citizens who agree to have their disputes mediated.
Options for settlement are identified through structured communication between the
disputing parties.
11. To serve, as available, on appropriate community boards whose purposes are consistent
with the goals of the Dubuque Human Rights Commission.
12. To work on maintaining our "substantial equivalency" status, which is mandated and
monitored by the U.S. Department of Housing and Urban Development.
• 13. To provide timely responses to citizen inquiries relating to the Human
Relations/Affirmative Action Activity.
Human Rights Human Relations/Affirmative Action
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14. To share and discuss problems and solutions common to civil rights commissions by the
Director's attendance at quarterly meetings of the League of Iowa Human Rights
Agencies, and membership in the Regional Executive Council on Civil Rights. The
Director currently holds officer positions in each agency, as Vice -President in both
organizations.
15. To share and discuss national civil rights issues by attendance at national and regional
conferences.
16. To cooperate with City departments regarding issues of mutual interest.
17. To continue to support and participate in Faces & Voices biennially.
18. To continue to strive for cooperative efforts between the Dubuque Human Rights
Commission and other community groups.
19. To continue a joint effort with the Human Rights Department and the Police Department
which results in greater cooperation and interaction between the two departments.
20. To develop and coordinate a Fair Housing Strategy Action Plan aimed at overcoming
impediments to fair housing in the City of Dubuque in collaboration with the Housing
Services and Community Development, Planning Services, and Economic Development
Departments.
21. To continue to act as a liaison to the Building Services Department to ensure compliance
with the seven technical requirements for accessibility under the Fair Housing Act.
22. To monitor the city's compliance with the Americans with Disabilities Act and Section
504 of the Rehabilitation Act.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Compliance Process
Intake summary
Resolved at intake stage 526 592 540 592 593
Matured into formal charge 53 39 58 43 47
Total 579 631 598 635 640
Formal complaint summary
Number of formal
Complaints 53 39 58 43 47
Number of complaints
resolved/closed
47 41 54 41 43
Formal complaints filed
breakdown by area
Employment 40 27 45 33 37
Housing 6 8 7 7 7
Human Rights Human Relations/Affirmative Action
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FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Public accommodations 7 3 6 3 3
Education 1
Total 53 39 58 43 47
Formal complaint break-
down basis* (breakdown
of preceding category)
Sex 9 9 12 10 11
Disability 21 15 17 9 10
Age 10 9 10 7 8
National origin 2 0 6 1 1
Religion 1 2 1 1 1
Race 17 9 14 13 13
Familial status 2 1 4 4
Retaliation 5 4 1 3 3
Intimidation 4 1 1 1
Total 65 50 63 49 52
Mediation/Conciliation
Settlements awarded to
charging parties
$7,450 36,364 $27,000 45,000 45,000
Dispute Resolution Center
Number of intakes received 11 10 20 20 25
Number of mediations held 3 3 3 3 5
Number of truancy
mediations 64 71 68 68 75
*Cases filed in one area (i.e.,
employment) may be alleged
discrimination on one or more
basis (i.e., sex and age);
therefore, the total under basis
may be greater than the
number of cases by area.
Human Rights Human Relations/Affirmative Action
-23-
Recommended Operating Expenditure Budget by Department
16 - HUMAN RIGHTS DEPARTMENT
Fund Account Account Title
100 61010 FULL-TIME EMPLOYEES
100 61020 PART-TIME EMPLOYEES
100 61030 SEASONAL EMPLOYEES
100 61310 (PERS
100 61320 SOCIAL SECURITY
100 61410 HEALTH INSURANCE
100 61415 WORKMENS' COMPENSATION
100 61416 LIFE INSURANCE
100 61660 EMPLOYEE PHYSICALS
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
111,194
19,133
9,490
7,489
10,696
19,855
126
151
241
114,477
19,741
7,575
7,718
10,751
19,855
317
151
136
134,264
15,808
5,687
9,534
12,683
23,542
507
316
250
170,444
0
0
9,801
13,039
32,400
516
340
0
61 - WAGES AND BENEFITS
178,375 180,721
202,591 226,540
100
100
100
100
100
100
100
100
260
100
100
100
100
100
100
100
100
260
100
100
100
100
100
62010
62030
62060
62061
62090
62110
62130
62140
62140
62170
62190
62206
62208
62310
62320
62340
62360
62360
62421
62671
62731
62734
62753
OFFICE SUPPLIES
POSTAGE AND SHIPPING
O/E MAINT CONTRACTS
DP EQUIP. MAINT CONTRACTS
PRINTING & BINDING
COPYING/REPRODUCTION
LEGAL NOTICES & ADS
PROMOTION
PROMOTION
SUBSCRIPTIONS -BOOKS -MAPS
DUES & MEMBERSHIPS
PROPERTY INSURANCE
GENERAL LIABILITY INSURAN
TRAVEL -CONFERENCES
TRAVEL -CITY BUSINESS
MILEAGE/LOCAL TRANSP
EDUCATION & TRAINING
EDUCATION & TRAINING
TELEPHONE
MISC. OPERATING SUPPLIES
MISCELLANEOUS SERVICES
SPEAKERS/PROGRAMS
FAIR HOUSNG TRAINING
824
2,024
0
1,667
602
691
100
0
217
2,509
180
84
733
0
360
92
1,443
500
1,401
1,200
8,021
0
18,379
1,066
1,785
0
0
420
680
0
0
460
1,443
500
96
1,011
0
1,107
153
2,351
1,385
1,466
296
15,859
203
5,857
1,045
2,388
150
1,634
22,744
732
100
500
500
4,218
485
100
1,068
2,458
1,000
100
11,720
500
1,457
1,845
10,566
0
29,000
1,130
1,953
150
1,847
6,601
721
100
0
500
4,471
550
109
1,549
1,500
1,000
100
45,670
1,500
2,065
1,845
16,166
1,000
19,500
62 - SUPPLIES AND SERVICES
41,027 36,138
94,310
110,027
100 71124 MICRO -COMPUTER
2,000
1,980
0
0
71 - EQUIPMENT
2,000
1,980
0
0
16 - HUMAN RIGHTS DEPARTMENT TOTAL
221,402 218,838 296,901
336,567
-24-
• FY 2007 Recommended Departmentrating Budget Summary By Activity
•
Dale: 1/10/06
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
HUMAN RIGHTS DEPARTMENT
16100
HUMAN RELATIONS
WAGES AND BENEFITS
178,375
180,721
202,591
226,540
SUPPLIES AND SERVICES
15,913
17,126
65,310
73,727
FUND: COMMUNITY ACTIVITY TOTAL FOR: HUMAN RELATIONS 194,288 197,846 267,901 300,267
DEVELOPMENT
16200
HUMAN RIGHTS GRANT FUND
SUPPLIES AND SERVICES
25,114
19,012
29,000
36,300
EQUIPMENT
2,000
1,980
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: HUMAN RIGHTS GRANT FUNDS 27,114 20,992 29,000 36,300
DEPARTMENT TOTAL FOR: HUMAN RIGHTS 221,402 218,838 296,901 336,567
Recommended Operating Revenue Budget by Department
16 - HUMAN RIGHTS DEPARTMENT
Fund Account Account Title
100 44320
100 51918
100 53102
100 53620
FAIR HOUSING GRANT
CASE PROCESSING ICRC
PRIVATE PARTICIPANT
REIMBURSEMENTS -GENERAL
FY04 Actual
Revenue
102,152
2,100
248
417
FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Rev. Budget Rev. Budget
58,119
2,227
(154)
524
56,600
2,250
0
100
51,300
1,750
0
100
16 - HUMAN RIGHTS DEPARTMENT TOTAL 104,917
60,717
58,950 53,150
-26-
! • •
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
16 HUMAN RIGHTS DEPARTMENT
FD JC WP -GR JOB CLASS
61010 Full Time Employee Expense
100 9150 GE -40 HUMAN RIGHTS DIRECTOR
100 0610 GE -32 HUMAN RELATIONS SPECIALIST
100 1640 GE -27 INTAKE SPECIALIST
FY 2005
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
1.00 75,770 1.00 80,353 1.00 82,834
0.00 0 1.00 13,583 1.00 45,469
1.00
TOTAL FULL TIME EMPLOYEES 2.00
61020 Part Time Employee Expense
100 0610 NA -12 CITY SOLICITOR
TOTAL PART TIME EMPLOYEES
1'61030 Seasonal Employee Expense
38,628 1.00 40,870 1.00 42,141
114,398 3.00 134,806 3.00 170,444
0.20 19,660 0.20 15,542
0.20 19,660 0.20 15,542
0.00 0
0.00 0
100 8450 NA -02 SUMMER INTERN 0.28 10,266 0.14 5,410 0.00 0
TOTAL SEASONAL EMPLOYEES 0.28 10,266 0.14 5,410 0.00 0
TOTAL HUMAN RIGHTS DEPT.
2.48 144,324 3.34 155,758 3.00 170,444
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACTIVITY ACCT FD JC WP -GR POSITION CLASS
FY 2005
Run Date: 01/11/06
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
Human Rights -FT
10016100 61010 100 9150 GE -40 HUMAN RIGHTS DIRECTOR 1.00 75,770 1.00 80,353 1.00 82,834
10016100 61010 100 0610 GE -32 CITY SOLICITOR 0.00 0 1.00 13,583 1.00 45,469
10016100 61010 100 1640 GE -27 INTAKE SPECIALIST 1.00 38,628 1.00 40,870 1.00 42,141
Total 2.00 114,398 3.00 134,806 3.00 170,444
Human Rights -PT
10016100 61020 100 0610 NA -12 CITY SOLICITOR 0.20 19,660 0.20 15,542 0.00 0
Total 0.20 19,660 0.20 15,542 0.00 0
Human Rights -SEASONAL
10016100 61030 100 8450 NA -02 SUMMER INTERN 0.28 10,266 0.14 5,410 0.00 0
Total 0.28 10,266 0.14 5,410 0.00 0
TOTAL HUMAN RIGHTS DEPARTMENT
2.48 144,324 3.34 155,758 3.00 170,444
•
•
•
DEPARTMENT/DIVISION: Finance
RESPONSIBILITY: Kenneth J. TeKippe, Finance Director
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Accounting/Payroll
Continued to improve annual external audit process by increased City staff preparation of audit
workpapers. Continued refinement and automation of audit process to limit external audit staff
time, improve audit quality and allow for increased analysis of financial procedures and trends.
Adhered to a citywide administrative policy for grant administration. Established grant
committee to assist with the review of the status of grants. Centralized general grant
information with standard forms.
Finance intern positions were staffed by local college students and enhanced the service level
by assisting with the annual audit, working with investment accounting and bank reconciliations,
generating accounts payable and payroll checks, providing assistance for employees on
vacation and assisting with finance and utility billing software upgrade. A mutually beneficial
relationship existed whereby the Finance Department received needed assistance while the
students gained practical workforce experience. Normally one intern is retained for summer
months. Retained a second intern in anticipation of software upgrade workload.
Monitored third party billing and collections for ambulance services. Third party collection and
Medicare/Medicaid compliance has improved versus in-house handling a number of years ago.
Provided instructions and training to additional departments for query to financial records.
Increased participation in payroll direct deposit program.
Coordinate with exempt organizations the issuing of franchise fee rebates.
Reorganized staff due to staff retirement and anticipated workload changes from finance system
upgrade of general ledger, payroll processing and reporting.
Treasury
The City Finance staff and the Investment Oversight Advisory Commission collaborated to meet
the objectives of the City Investment Policy. The policy includes safety of principal, liquidity, and
maintaining a fair market yield on investments. The City has maintained compliance with the
current investment policy as verified by the annual audit and Investment Oversight Advisory
Commission. The City utilizes four investment manager firms Dana, Dubuque Bank and Trust,
First Community Trust and U.S. Bank and American Trust and Savings Bank serves as
custodian.
Monthly reports are provided to the Investment Oversight Advisory Commission summarizing
managed funds as well as information on CD investment activities and earnings and checking
account balances for operating and bond proceeds funds invested by the Finance Department.
Quarterly information is submitted to the City Council.
-31-
Utility Billing
Worked with information services on conversion procedures for utility billing software, which will
include upgrade of customer information system and accounts receivable, interface with fund
accounting and in-house utility bill printing.
The City currently has 4,220 accounts on direct pay, which results in 21 percent of total utility
billing accounts that take advantage of the direct payment service. Staff continues to encourage
participation in the service.
The sale of yard waste stickers continues to be valued by the public. The sale of stickers by
mail and billing through the customer's monthly utility bill continues to promote utilization.
Implemented desktop computer upgrades and continued training users on PC applications.
Reorganized the staff to better fit new demands of utility billing in light of utility billing system
upgrade of customer information system, billing and accounts receivable.
Continued monitoring the billing procedures in connection with Engineering for recently
implemented stormwater fee for accuracy in amounts and number of SFU's.
Utilized OCR's to improve accuracy and reduce data entry.
Established committee to evaluate current utility billing policy and procedures, and recommend
improvements.
Discontinue outsourcing utility bill printing and do printing in-house.
Financial Reporting Award
The City of Dubuque Finance Department received the Certificate of Achievement for
Excellence in Financial Reporting award from the Government Finance Officers Association of
the United States and Canada for the fiscal year 2004 Comprehensive Annual Financial Report
(CAFR). This award is for governmental entities that achieve the highest standards in
accounting and financial reporting. Fiscal year 2004 marked the seventeenth consecutive year
that the finance department staff working with the independent CPA audit firm has earned the
award.
FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007:
Accounting/Payroll
Evaluate the upgraded finance software, to take full advantage of systems' reporting and
improved data entry and data access capabilities.
Expand participation in the payroll direct deposit program.
Review procedures for potential implementation of on-line alternative purchasing methods.
Improve end user usage of the upgraded financial software to take advantage of the capabilities
of the system. Enhance user inquiry and report generation for system users outside the Finance
Department. Provide meaningful and user friendly access to data on a daily basis. Discontinue
department reliance on monthly printed reports.
-32-
•
Provide finance system training for end-users as the City's computer network expands.
Issue request for proposal for multi year bids for annual audit.
Treasury
Continue to evaluate cash management procedures to maximize interest earnings via local
financial institutions based on the market.
Monitor expenditures of bond proceeds to verify compliance with established expenditure
requirements.
Finalize the reporting of Vision Iowa funds expended to comply with drawdown and spending
requirements.
Comply with resolution specifying financial institutions as depositories of City funds and
maintain deposit agreements with financial institutions.
Monitor investment of bond proceeds.
Issue request for proposal for multi year bids for financial advisory services (bond issues).
Utility Billing
Evaluate the upgraded utility software in conjunction with the financial software upgrade to
maximize utilization to the fullest extent.
• Use upgraded utility software to assist in monitoring collection processes for delinquent
accounts.
•
Work closely with the Parking Division on the Parking Ticket Software system to maximize
collection of tickets issued.
Continue to assist with the Pay as you Throw Program with the Operation and Maintenance
Department.
Explore alternate payment options.
Rank and implement utility billing collection committee's recommended improvements.
Financial Reporting
Continue to receive unqualified audit opinion in the annual CAFR with minimal management
recommendations.
The Finance Department continues to improve upon the level of service already established in
accounting and financial reporting. Keeping current with changes in reporting requirements and
accounting standards are an integral part of this service. It is a goal to continue meeting the
standards of the Government Finance Officers Association (GFOA) to achieve an eighteenth
consecutive Certificate of Achievement for Excellence in Financial Reporting award.
Continue to implement and adhere to required Government Accounting Standards Board
(GASB) financial reporting pronouncements and remain current with GFOA recommended
financial accounting procedures.
-33-
The City was awarded the Municipal Treasurer's Association of the United States and Canada
Certification of Excellence for its written investment policy in fiscal year 1995. The City of
Dubuque was the first city in Iowa to earn this award. The award can only be earned once,
however, our Finance Department goal is to continue meeting or exceeding the standards of the
Municipal Treasurer's Association. The City was recognized for recertifying its policy in 1999.
SUMMARY
Responding to the needs and requirements of agencies, commissions, public and private sector
entities, vendors, city departments and employees, and foremost the citizens of Dubuque, will
remain the principle objectives of the Finance Department. An emphasis on customer service
will continue to be an important part of our goals for future years.
-34-
•
FINANCE DEPARTMENT
Budget Highlights
Employee Expense
Supplies and Services
Machinery and Equipment
Non -Expense Accounts
Total
Miscellaneous Revenue
Utility Billing, Parking & Landfill
Charges
Investment Mgr / Custodial &
Financial Service Fees
CDBG Charges
Total
FY 2004/05
Actual
880,947
594,674
1,378
(15,356)
1,461,643
4,191
787,311
149,295
11,343
952,140
FY 2005/06
Adopted
959,569
618,240
5,110
(10,026)
1,572,893
5,680
782,026
155,000
7,172
949,878
Property Tax Support 509,503 623,015
Percent Increase (Decrease) without Investment Manager & Banking Fees
Percent Increase (Decrease) with Investment Manager & Banking Fees
FY 2005/06
Amended
959,569
618,240
5,110
(10,026)
1,572,893
5,680
782,026
155,000
7,172
949,878
623,015
FY 2006/07 % Change
Recom'd from Adopted
994,396
634,805
46,240
(10,739)
1,664, 702
3.6%
2.7%
804.9%
7.1%
5.8%
5,630 -0.9%
827,410 5.8%
149,500
5,377
987,917
676,785
-3.5%
-25.0%
4.0%
53,770
8.6%
6.2%
Decision Package Summary
Finance Department/Accounting and Payroll
1 of 5
This decision package provides for increasing the number of hours for the Finance intern position.
Currently, the position is budgeted for 560 hours for the period of mid May through late August. An
average of 12 additional hours is requested per week after the intern's summer employment ends until
the end of the calendar year. This would be an additional 216 hours for the year at a projected Fiscal
Year 2007 expense of $2,247 (wages, social security and IPERS).
The intern position provides valuable assistance with the annual external audit which is not finalized
until the end of November. In addition, the intern will assist in preparing information for the Dubuque
Initiatives annual audit. It is anticipated that the service level to other departments, individuals, and the
public would be enhanced by having the intern complete assignments, thereby allowing other personnel
to focus on their responsibilities/projects. It is more cost efficient for the intern to complete assignments
than by having full-time employees paid additional overtime.
Related Cost: $2,247 Tax Funds - Recurring Recommend - Yes
Property Tax Impact: +$.0013/+.01%
Activity: Accounting and Payroll
-35-
2 of 5
This decision package provides for increasing Non -Sufficient Funds (NSF) fees from $10 to $15. Utility
Billing has been charging $10 for several years and the Finance/Treasurer area has not charged a fee.
It is a time consuming process to call and complete follow up to collect. In addition, many times the
checks must be run through twice. The increased fee would still be less than many other businesses.
Related Revenue: $ 450 Tax Funds - Recurring
Related Revenue: $1,500 Water Utility - Recurring
Property Tax Impact: -$.0003/+.00%
Activity: Accounting and Payroll and Water Dept.
Recommend - Yes
3 of 5
This decision package would allow for Management Team members (Finance Director, Assistant
Finance Director and Financial Analyst) to attend the Faces and Voices Diversity Conference. The
benefit to the community would be to keep the City's department/division managers up-to-date on
useful information on how to better serve the citizens of Dubuque.
Related Cost: $285 Tax Funds - Recurring Recommend - Yes
Property Tax Impact: +$.0002/+.00%
Activity: Accounting and Payroll
4 of 5
This decision package would allow for contracting with SunGard Pentamation to create a customization
within the payroll system to reclass labor charge for capital improvement projects and other activities
directly through the payroll system. This improvement saves staff time and provides for more accurate
labor charges for projects by eliminating the current practice of using a blended hourly rate. This
improvement also provides up to date expenditure information for projects and department activities
and better tracking of expenditures versus budget. The current process does not provide total costs
until after the year end reclassification is completed. The total cost is $20,800 which includes $16,000
for the software system and $4,800 in annual maintenance fees.
Related Cost: $ 16,000 Tax Funds - Non Recurring
Related Cost: $4,800 Tax Funds - Recurring
Property Tax Impact: +$.0121/+.12%
Activity: Accounting and Payroll
Recommend - Yes
5 of 5
This improvement level request would allow for contracting with SunGard Pentamation to expand the
payrate table from 2 decimal places to 4 decimal places. Prior to the recent FinPlus upgrade the City
did have a customization in place with SunGard Pentamation to provide a payrate table with 4 decimal
places. Human Resources has requested the City return to a 4 decimal payrate table to reduce
problems with salary conversions that result in differences in employees pay received between equal
pay grades. Estimated initial cost $7,200, plus maximum $2,160 annual maintenance fee.
Related Cost: $ 7,200 Tax Funds - Non Recurring
Related Cost: $ 2,160 Tax Funds - Recurring
Property Tax Impact: +$.00541+.05%
Activity: Accounting and Payroll
-36-
Recommend - Yes
•
i
Finance Department/Utility Billing
1 of 3
This decision package provides for an outside courier service to pick up utility bills at City Hall twice a
week and deliver to the Post Office Annex (750 White Street). Presently finance or utility billing staff
delivers the bills. Use of a courier service will free up staff time (48 weeks/year, estimated $20/week).
There is no billing the fifth week of the month. This cost is shared between Water, Sewer, Refuse, and
Storm ($240 each).
Related Cost: $960 Utility Funds - Recurring Recommend - Yes
Activity: Utility Billing
2 of 3
This improvement level request is for increasing shut-off/turn on fee from $15 to $20. A fee is charged
only for disconnect for non-payment or temporary disconnection of service (snowbirds). Customers are
not charged this fee when originally initiating service (move in) or permanently terminating service
(move out) premise. A fee has not changed for many years. This fee will be used to help recoup labor
and vehicle expenses.
Related Revenue: $1,000 Water Utility - Recurring Recommend - Yes
Activity: Water Utility
3 of 3
This improvement level request is for implementing a $5 minimum monthly water bill for inactive water
meters plus stormwater fee. The monthly water fee would be assessed to cover fixed costs including
charge to read meter, envelope and bill printing, postage and water line maintenance. The additional
revenue from the stormwater fee would be assessed on inactive accounts to reflect the services
provided by the City's stormwater management program.
Related Revenue: $12,000 Water Utility - Recurring Recommend - Yes
Related Revenue: $ 2,000 Stormwater Utility - Recurring
Activity: Water and Stormwater Utility
Significant Line Items
Employee Expense
1. FY 2007 employee expense reflects a 3.5% wage package increase and the 2n° year of
employees contributing 10% towards their health insurance premium.
2. In FY 2006, it was approved that the part-time accountant be increased to a full-time Financial
Analyst. The Utility Billing supervisor retired after setting the FY 2006 budget, therefore during
FY 2006 it was approved that the Financial Analyst position replace the Utility Billing supervisor
while continuing to fulfill the accounting and budget duties (about 60% of time in Utility Billing); a
-37-
Utility Coordinator position was added as one of the leaders in Utility Billing; and one Account
Clerk I position in the Accounting and Payroll activity be upgraded to an Accountant. The net
affect of this for the Finance Department translates into a decrease of FTE's (-.6).
Supplies & Services
4. Data Processing Service has increased from $1,783 in FY 2006 to $2,684 in FY 2007 to reflect
maintenance costs for the addition of the City wide Groupwise email and calendaring software
and additional CES service costs.
5. Telephone expense has increased from $5,038 in FY 2006 to $5,792 in FY 2007 (31%) to
reflect monthly expense relating to the Department Manager using a 'smart phone' (combination
cell phone and palm). The 'smart phone' will work with Groupwise calendaring software to allow
all Departments to see time available on each others calendars for ease in meeting scheduling.
6. Postage expense has increased from $98,475 in FY 2006 to $99,155 in FY 2007 (11%). This is
based a 9.4% increase in the postage rates and increased mailings.
7. During FY 2005, it was approved to bring the printing of the Utility Bills in house. This required
the leasing of a mailing system, high speed printer, PB FIRST Forms Software, SmartMailer
Software and a folding and inserting system. An expense for the Pitney Bowes lease of
$27,060 was added. These added costs were offset by the reduction of the printing outsource
fee previously paid from Miscellaneous Services of $27,901.
8. The City's financial software is being upgraded during FY 2005 and FY 2006. The Software
license/maintenance expense has increased from $33,330 in FY 2006 to $36,000 in FY 2007
(15%) due to adding additional modules.
9. The meter reading contract expense with Aquila increased from $126,047 to $130,938 for FY
2007. This reflects actual expense in FY 2005 plus 6 percent COLA, plus 1.5 percent for
anticipated new accounts.
10. Motor Vehicle Fuel in the Water Meter Read activity has increased from $3,629 in FY 2006 to
$4,538 in FY 2007. This represents a 25% projected increase in fuel costs.
11. Officer's Bond costs have increased from $6,000 in FY 2006 to $7,600 in FY 2007 (27%) due to
revised premiums from the insurance provider.
12. Investment Management Fees have been decreased from $103,000 in FY 2006 to $99,000 in
FY 2007 (4%), due to a reduction in cash reserves.
Machinery & Equipment
13. Equipment replacement items include one van for Water Meter Readers $20,000, one calculator
$340, computer peripherals $1,000, software upgrades $500, and four replacement chairs
$1,200.
-38-
1
w
0
• • 1
UTILITY COORDINATOR
CITY OF DUBUQUE
FINANCE DEPARTMENT
ORGANIZATION CHART
FINANCIAL ANALYST
FINANCE DIRECTOR
UTILITY CASHIERS
ACCOUNT 4 FULL TIME
CLERK 1 PART TIME
I
SECRETARY
ASSISTANT FINANCE DIRECTOR
I I I
ACCOUNTANT PURCHASING ACCOUNT CLERKS
COORDINATOR 2 FULL TIME
1 PART TIME
SERVICE WORKERS
1 FULL TIME
1 PART TIME
DEPARTMENT/DIVISION: Finance
ACTIVITY: Accounting, Payroll Services & Treasury
GOAL
To provide the City Council, City Manager, departments, boards and commissions, other
governmental agencies and the public with reports and financial data that is accurate, timely
and meaningful and which satisfies the need for sound fiscal policy formulation, efficient City
financial management and full disclosure of City finances. Cash management and proper
investment of funds under the control of the City are responsibilities of the Finance Department.
DESCRIPTION
Accounting is the system of recording and summarizing financial transactions and analyzing,
verifying and reporting the results. Its primary aim is to disclose information in an
understandable manner, thereby facilitating financial interpretations, opinions and conclusions.
The chief elements of an accounting system are identifying and classifying, processing and
recording, controlling and testing, and summarizing and reporting. Payroll services describes
the aggregate processes involved in the accounting for employee earnings and fringe benefits.
Treasury operation includes investing daily cash receipts and bond proceeds, establishing
custody of all security holdings and providing liquidity to cover normal expenditures, payments
on capital projects and the redemption of bond principal and interest. In this activity, fiscal
operations are documented and summarized to satisfy reporting needs, expenditures are
reviewed and preaudited, payroll data is assembled and updated for processing into the general
ledger system, and both calendar and fiscal records are maintained for accountability. This
activity provides limited centralized purchasing services to all City departments/divisions.
Property and liability insurance coverages, as well as risk management and loss control
programs are managed in this activity. The accounting, payroll services and treasury activity is
staffed by the finance director, assistant finance director, financial analyst (35% of time),
purchasing coordinator, accountant, part-time secretary, two account clerks and a part-time
account clerk and located on the first floor of City Hall.
SERVICE OBJECTIVES
1. To assimilate all receipts, disbursements and encumbrances of the various City activities
into the financial system in accordance with City, state and federal legal requirements
by:
a) auditing claims to insure budgeting and purchasing authority, verifying the receipt of
goods and services, data entry and paying approved claims weekly;
b) processing biweekly payroll data into the financial system; and
c) inputting daily receipts and encumbrances into the financial system.
2. To provide departments and agencies access to financial information monthly.
3. To provide outside agencies and the public with full disclosure of all financial data
pertinent to general City operations by:
a) preparing a monthly list of claims and revenues for publication;
Finance Accounting, Payroll Services and Treasury
-40-
b) preparing a Comprehensive Annual Financial Report (CAFR) and other financial
statements such as the annual Parking Facilities Report, Dubuque Metropolitan Area
• Solid Waste Agency (DMASWA) statements, and Airport Passenger Facility Charges
Report;
c) calculating year-end accruals of financial data;
d) providing and assisting the independent auditing firm with detailed work papers and
spreadsheets to expedite the annual examination of the City's financial records;
e) preparing various federal and state agency reports as required by legal and federal
mandates;
f) ensuring detailed financial reporting and accountability for the health benefits
program and Road Use Tax Fund; and
g) responding to citizen and staff requests for information on a timely basis.
4. To provide for the deposit and safeguarding of revenues and the custody of investments
by:
a) preparing daily cash reconciliations to test the accuracy of balances;
b) depositing funds timely in appropriate bank accounts upon receipt;
c) reconciling bank accounts monthly on a timely basis;
d) monitors potential Iowa unclaimed property amounts;
e) maintaining a record of securities held internally and by investment managers;
f) providing monthly reports to the City Investment Oversight Advisory Commission and
quarterly reports to the City Council regarding compliance with City Investment
Policy; and
g) meeting quarterly with the City Investment Oversight Advisory Commission and
periodically with the investment managers/custodian.
5. To generate investment earnings by:
a) negotiating favorable rates of return within the limitations of state law;
b) reviewing receipt and expenditure transactions to insure that available funds are
identified and invested timely; and
c) utilizing the services of investment managers to increase the City's investment
returns.
•
6. To comply with applicable requirements for bond ordinances by:
a) coordinating principal and interest payments with paying agent;
b) issuing special assessment bonds to cover the unpaid portion of assessed
improvements; and
c) paying interest expense and any associated fees on bond issues when due.
7. To provide financial administration of grants (federal, state & private) by:
a) recording grant reimbursement requests in the City financial records;
b) ensuring annual audit reporting requirements are met;
c) working with the departments to ensure compliance with policy guidelines for grant
financial administration and reporting; and
d) maintaining copies of grants received in Finance.
8. To prepare monthly billings for special service fees, false alarm charges, the Dubuque
Metropolitan Area Solid Waste Agency landfill, and City property damage claims; and to
initiate the collection process according to Finance Department policy. To provide
management of receivables billed, establish and maintain processes for timely collection
of various billed services, and provide required accrual information at fiscal year end on
receivables.
Finance Accounting, Payroll Services and Treasury
—41—
9. To review monthly information provided by ambulance billing service and issue refund
checks for overpayments while working with billing agent.
10. To provide staff services in the risk management and loss control (insurance) areas of
general and auto liability, workers' compensation, boiler, fire and property insurance
areas by:
a) acting as the City's primary contact with local insurance agent advisors and state
pool administrators;
b) reviewing premiums due for accuracy and allocation to City activities;
c) providing the necessary information and reviewing insurance audits conducted by
carriers; and
d) keeping abreast of changes and potential cost savings in insurance protection areas
to provide the City with maximum protection at reasonable premium rates.
11. To improve supervisory skills of Finance Department personnel by:
a) meeting with supervisory staff on a regular basis;
b) having staff attend supervisory training sessions; and
c) utilizing team management techniques to facilitate the intradepartmental decision
making process.
12. To process the biweekly City payroll in an orderly and timely manner by:
a) reviewing departmental earnings reports and authorizations;
b) distributing paychecks, pay remittances for direct deposit and department payroll
reports biweekly on a timely basis;
c) continue to promote increased participation in direct deposit;
d) assisting in administering a flexible benefits program in accordance with IRS
regulations and forward employee contributions to third party administrator;
e) disbursing payroll taxes and deductions to authorized agencies;
f) ensuring that payroll data is in accordance with two non -bargaining unit manuals and
five bargaining unit contracts;
g) submitting accurate quarterly payroll reports to federal and state agencies on a
timely basis; and
h) providing annual earnings statements (W -2's) to all City employees by mid-January.
13. To perform functions related to the depositing of employee and employer contributions
on a timely basis related to retirement and deferred compensation plans for:
a) state Municipal Fire and Police Retirement System of Iowa (MFPRSI);
b) Iowa Public Employee Retirement System (IPERS); and
c) ICMA Retirement Corporation deferred compensation plan.
14. To continue the present system of limited centralized purchasing, within a decentralized
purchase order system, in accordance with prudent business practices and legal
requirements by:
a) utilizing centralized purchasing for vehicles, general office supplies and other
specialized items;
b) purchasing, distributing and maintaining an inventory of general office supplies in an
office stores operation;
c) identifying and processing purchase orders;
d) preparing blanket purchase orders;
e) requiring competitive bidding procedures for requests of a significant nature;
f) endeavoring to obtain quality goods, services and equipment at the lowest price; and
g) utilizing the State of Iowa purchasing contracts to the extent possible.
Finance Accounting, Payroll Services and Treasury
-42-
15. To provide general control and the necessary information for fiscal year-end accrual
accounting and insurance purposes by maintaining the current inventory of fixed assets
valued at $5,000 or more which include land, buildings and equipment.
16. To keep abreast of current methods and legislative changes in City financial areas by
attending meetings of the Iowa Municipal Finance Officers Association and by attending
the annual meeting of the Government Finance Officers Association.
17. To issue annual Form 1099 statements to applicable payees and report the information
to the Internal Revenue Service.
18. To retain a college intern to assist with the annual audit preparation and other Finance
Department activities as needed.
19. To provide management of utility billing system by working directly with financial analyst,
utility billing coordinator and billing staff.
20. To prepare monthly sales tax reports and forward sales tax collections for various
departments as required by the State of Iowa.
21. To maintain a petty cash fund for reimbursement of small expenditures by employees.
22. To maintain records and reimburse applicable exempt customers for franchise fee
payments.
23. To maintain loans and notes receivable by:
a) issuing monthly payment invoices;
b) accepting and posting payments;
c) reconciling monthly; and
d) issuing 1098's.
24. To process daily outgoing City Hall mail by:
a) tracking postage usage and allocating expense to departments;
b) maintaining postage meter balance; and
c) coordinating with outside firm that picks up mail.
25. To work with Police Department on the notification of owners and lien holders and the
sale of abandoned vehicles.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Checks issued (accounts
payable) 15,125 14,800 15,200 15,200 15,200
Checks issued (payroll) 19,024 18,179 19,300 19,300 19,300
Purchase orders issued 10,068 10,281 10,000 10,000 10,000
Calendar Year W -2's Issued 1,000 1,015 950 950 950
Calendar Year 1099's & 1098's
Issued 180 205 180 180 180
Finance Accounting, Payroll Services and Treasury
—43—
PERFORMANCE MEASURES
Mailings processed
Ambulance fees
Accounts receivable
beginning of year
Additions - charges
Subtractions
- Payments received
Accounts receivable
end of year
DMASWA Charges
Bills issued (charge
customers)
Accounts receivable
beginning of year
Additions - charges
Subtractions -
payments received
Accounts receivable,
end of year
Investments (Including cash)
Investments beginning
of year
Investments end of year
Net increase/decrease
Percentage of short-term
maturities
Investment Earnings
- net of fees
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
ACTUAL ACTUAL BUDGET REVISED RECOM'D
86,000 86,000 86,000 86,000 86,000
$389,098
1,279, 089
-1,261,574
$406,613
1,910
$200,411
2,426,590
-2,639,573
$257,428
$57,157,100
$57,714,605
-$556,805
60%
$1,177,892
$406,613
1,081,175
-986,564
$501,224
2,100
$257,428
2,735,711
-2,693,365
$299.775
$57,714,605
$57,640,618
-$73,987
62%
$1,353,151
$400,000
1,350,000
-1,350,000
$400,000
1,900
5200,000
2,500,000
-2,500,000
$200,000
$52,000,000
$52,000,000
-0-
60%
$1,300,000
$501,224
1,200,000
-1,301,224
5400,000
1,900
$99,775
2,800,000
-2,849,775
250,000
$57,640,618
$54,000,000
-$3,640,618
60%
5,400,000
$400,000
1,300,000
-1,30,000
$400,000
1,900
$50,000
2,800,000
-2,800,000
250,000
$54,000,000
554, 000, 000
-0-
60%
5,500,000
Finance Accounting, Payroll Services and Treasury
-44-
•
•
•
DEPARTMENT/DIVISION:
ACTIVITY:
Finance
Billing
GOAL
To provide for the receipting, recording and safekeeping of monies paid the City for utility
purposes and parking violations; and to provide for a centralized utility billing system for water,
sewer, stormwater and refuse collection monthly fees.
DESCRIPTION
The billing activity of the finance department serves as the depository for all utility and parking
violation City revenues. Monies are received and recorded, utility and parking ticket charges
billed, and payments credited. This activity is staffed by the financial analyst (65% of time), utility
billing coordinator, account clerk, four full-time cashiers and a part-time cashier and located on
the first floor of City Hall.
SERVICE OBJECTIVES
1. To provide for the receipt and recording of revenue by:
a) processing receipts and preparing related documentation for computer processing on
a daily basis;
b) responding to customers' written requests, and telephone and on-site complaints
within one working day;
c) preparing sales tax reports and other miscellaneous reports;
d) processing ACH direct payments and payments made directly to banks;
e) working with a collection agency to pursue, process, and receipt delinquent
accounts;
f) processing final utility bills; and
g) billing for sewer contracts.
2. To serve the Operations and Maintenance, Water, Water Pollution Control and
Engineering Departments by:
a) providing monthly billings to all water, sewer, stormwater and refuse collection
customers;
b) maintaining accurate records on charges, receivables and consumptions;
c) pursuing delinquent accounts to minimize the incidence and amount of uncollected
charges, and preparing and mailing delinquent notices;
d) calculating meter/billing corrections and adjustments;
e) maintaining the integrity of the automated billing system through daily updates of the
database for additions, deletions and changes for customers and meters;
f) verifying implementation of rate changes when approved;
g) preparing bills and receipts for miscellaneous charges such as connection charges,
sewer contracts, recycling, fire sprinklers, yard waste, large item pickup, leaf rakeout,
Finance Billing
-45-
meters and meter repair, cross connection control, industrial pre treatment and
maintaining annual refuse cart data;
h) assisting with billing arrangements for Pay As You Throw (PAYT) program and
distributing stickers for such;
i) assist in distributing complimentary "extra -bag" refuse sticker for holiday season;
j) setting up half rate refuse customers due to hardship, age and family size;
k) distributing yearly yard waste stickers; and
I) setting up new accounts for residential and business customers.
To provide for the receipt and recording of revenue generated from parking violation
fines by:
a) using an automated system to account for parking violations and process/record
ticket issuances, collections and releases on a daily basis;
b) preparing and mailing delinquent notices;
c) maintaining a tow list of owners with multiple outstanding violations;
d) listing defective meter claims to be checked by repair crew;
e) updating registered owner information with data from Iowa, Illinois, and Wisconsin
Departments of Transportation.
4. To process internally outgoing utility bills two days per week.
FY 2004
PERFORMANCE MEASURES ACTUAL
Utility billing
Receipts
Water
Sewage
Refuse collection
Stormwater (new July 2003)
Total
$3,888,430
3,740,083
1,766,381
570.737
$9,965,631
Net increase/decrease $785,435
Bills issued
Meters in service
Parking fines collected
246,000
20,600
$190,020
FY 2005
ACTUAL
$3,866,912
3,780,316
1,954,928
629.423
$10,231,579
$265,948
248,000
21,000
$246,025
FY 2006
BUDGET
$4,420,184
4,075,518
2,030,371
890,990
$11,317,063
$769,112
246,000
20,500
$212,000
FY 2006
REVISED
$4,200,000
3,900,000
2,030,000
900.000
$11,030,000
$798,421
248,000
21,000
$250,000
FY 2007
RECOM'D
$4,500,000
4,200,000
2,100, 000
900.000
$11,700,000
$670,000
248,000
21,000
$250,000
Finance Billing
-46-
•
•
•
DEPARTMENT/DIVISION: Finance
ACTIVITY: Meter Reading and Service
GOAL
To provide a water meter reading system that will generate accurate charges for the consumer.
DESCRIPTION
The water system is divided into several meter reading routes which include approximately
21,000 meters. In addition to meter reading, this activity provides for collection of delinquent bills
and performance of shut -offs, turn -ons and special readings of meters upon request. Additional
services include investigating illegal water usage, cleaning stop boxes if needed, servicing
frozen meters, handling flooded basements and changing meters. This activity is staffed by one
full-time and one part-time water meter serviceworker and utilizes contract services for meter
reading.
SERVICE OBJECTIVES
1. To maintain accurate accounting of water usage for an efficient and effective revenue
production function by:
a. reading all residential meters on a monthly basis utilizing a contracted reading
service;
b. reading all large consumption meters on a monthly basis by City service workers;
c. providing shut -offs, turn -ons and special reads upon request;
d. providing delinquent account shut -offs and turn -ons; and
e. assisting with customer issues relating to water meters, leaks or unusual
circumstances that arise.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of turn -ons and
shut -offs per month/moves
and non -payments 500 500 500 500 500
Number of special read
appointments and service
calls per month 950 950 950 950 950
Finance Meter Reading and Service
-47-
Recommended Operating Expenditure Budget by Department
74 - FINANCE DEPARTMENT
Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
100 61010 FULL-TIME EMPLOYEES
640 61010 FULL-TIME EMPLOYEES
100 61020 PART-TIME EMPLOYEES
640 61020 PART-TIME EMPLOYEES
100 61030 SEASONAL EMPLOYEES
640 61030 SEASONAL EMPLOYEES
100 61050 OVERTIME PAY
640 61050 OVERTIME PAY
100 61071 HOLIDAY PAY -OVERTIME
640 61071 HOLIDAY PAY -OVERTIME
100 61092 VACATION PAYOFF
640 61092 VACATION PAYOFF
100 61094 RETIREMENT PAYOUT
640 61094 RETIREMENT PAYOUT
100 61310 IPERS
640 61310 (PERS
100 61320 SOCIAL SECURITY
640 61320 SOCIAL SECURITY
100 61410 HEALTH INSURANCE
640 61410 HEALTH INSURANCE
100 61415 WORKMENS' COMPENSATION
640 61415 WORKMENS' COMPENSATION
100 61416 LIFE INSURANCE
640 61416 LIFE INSURANCE
100 61417 UNEMPLOYMENT INSURANCE
640 61640 SAFETY EQUIPMENT
100 61660 EMPLOYEE PHYSICALS
472,050 465,331 549,167 576,829
59,349 41,030 41,178 42,457
89,767 116,990 82,585 70,058
5,230 24,275 28,588 30,269
5,506 6,162 5,076 7,116
3,664 0 0 0
4,035 3,115 5,270 7,000
1,161 1,042 3,225 3,758
0 0 0 0
0 713 0 0
7,450 3,467 0 0
1,756 0 0 0
20,000 0 0 0
10,000 0 0 0
32,577 33,740 36,643
3,991 3,856 4,196
45,484 45,167 49,120
6,209 5,129 5,584
114,993 114,166 131,169
14,891 9,927 10,090
561 1,407 2,171
773 1,945 4,034
654 644 1,045
71 48 78
5,867 2,505
0
37,712
4,398
50,567
5,851
140,400
10,800
2,120
3,471
1,154
85
0
0 0 50 50
864 289 300 300
61 - WAGES AND BENEFITS
906,904 880,947 959,569 994,395
100 62010 OFFICE SUPPLIES 4,493
640 62010 OFFICE SUPPLIES 37
640 62011 UNIFORM PURCHASES 1,179
100 62030 POSTAGE AND SHIPPING 98,104
100 62050 OFFICE EQUIPMENT MAINT 161 0
100 62060 O/E MAINT CONTRACTS 40 150
100 62061 DP EQUIP. MAINT CONTRACTS 747 1,547
100 62070 OFFICE EQUIP RENTAL 105 6,870
100 62090 PRINTING & BINDING 21,169 17,723
100 62110 COPYING/REPRODUCTION 407 871
100 62130 LEGAL NOTICES & ADS 6,854 2,904
640 62130 LEGAL NOTICES & ADS 224 0 0 0
100 62170 SUBSCRIPTIONS -BOOKS -MAPS 658 368 763 745
100 62190 DUES & MEMBERSHIPS 1,367 1,549 1,723 1,723
100 62202 OFFICERS BOND 3,863 5,771 6,000 7,600
100 62206 PROPERTY INSURANCE 84 94 98 107
100 62208 GENERAL LIABILITY INSURAN 55,380 7,282 6,876 6,608
4,934
3
1,458
85,484
5,584
100
1,226
98,475
569
75
1,783
110
23,558
691
4,036
4,815
100
1,384
99,155
1,800
75
9,644
27,280
21,361
936
3,049
-48-
Recommended Operating Expenditure Budget by Department
74 - FINANCE DEPARTMENT
Fund Account Account Title
640
100
100
100
100
100
640
100
640
100
640
640
640
640
100
640
640
100
100
100
100
640
100
100
100
100
100
100
100
100
400
640
100
640
640
62208
62211
62230
62240
62310
62320
62340
62360
62360
62421
62421
62511
62521
62528
62611
62614
62615
62660
62663
62669
62671
62671
62699
62713
62716
62722
62723
62726
62727
62731
62731
62731
62732
62732
62762
GENERAL LIABILITY INSURAN
PROPERTY TAX
COURT COSTS & RECORD FEES
MISCELLANEOUS
TRAVEL -CONFERENCES
TRAVEL -CITY BUSINESS
MILEAGE/LOCAL TRANSP
EDUCATION & TRAINING
EDUCATION & TRAINING
TELEPHONE
TELEPHONE
FUEL, MOTOR VEHICLE
MOTOR VEHICLE MAINT.
MOTOR VEH. MAINT. OUTSOUR
MACH/EQUIP MAINTENANCE
EQUIP MAINT CONTRACT
MACH/EQUIP MAINT. OUTSOUR
DATA PROCESSING
SOFTWARE LICENSE EXP
PROGRAMMING
MISC. OPERATING SUPPLIES
MISC. OPERATING SUPPLIES
CASH SHORT AND OVER
LEGAL SERVICES
CONSULTANT SERVICES
INVESTMENT MGMT FEES
INVEST -CUSTODIAL FEE
AUDIT SERVICES
FINANCIAL SERVICE FEES
MISCELLANEOUS SERVICES
MISCELLANEOUS SERVICES
MISCELLANEOUS SERVICES
TEMP HELPCONTRACT SERV.
TEMP HELPCONTRACT SERV.
METER READING CONTR.
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
2,012
0
0
237
0
34
360
2,021
0
4,844
842
3,424
76
2,394
272
276
0
77,346
29,051
24,788
(70)
1,760
(12)
7,102
0
101,201
27,358
27,180
22,588
24,548
3,275
14
9,706
1,216
115,355
2,178
718
0
39
1,542
191
360
2,396
0
5,050
1,471
3,630
66
1,786
192
276
0
47,556
31,211
32,489
83
588
(513)
0
0
99,924
26,592
25,430
22,779
26,257
3,675
0
0
0
121,701
2,057
0
100
300
4,455
450
380
3,150
100
5,038
876
3,629
0
1,734
30
290
190
40,221
33,330
22,596
350
1,019
0
0
5,000
103,000
27,000
26,480
25,000
30,476
3,275
0
0
0
126,047
1,977
0
100
300
4,900
450
380
3,915
100
5,792
1,529
4,538
0
2,325
118
420
0
40,573
36,000
22,795
350
1,233
0
0
5,000
99,000
26,500
27,630
24,000
7,561
0
0
0
0
130,938
62 - SUPPLIES AND SERVICES
684,074 594,674
618,240
634,806
830
830
100
63110
63111
63315
STORES -OFFICE
LESS STORES -OFFICE
LESS PAYROLL OVERHEAD
30,346
(23,502)
(13,695)
24,097
(28,901)
(10,552)
25,000
(25,000)
(10,026)
25,000
(25,000)
(10,739)
63 - ADMIN/OVERHEAD/STORES GAR
(6,851) (15,356)
(10,026)
(10,739)
100
100
III 100
100
100
71110
71113
71120
71122
71123
MISC. OFFICE EQUIPMENT
CALCULATORS
PERIPHERALS, COMPUTER
PRINTER
SOFTWARE
0
426
5,941
433
0
0
581
0
0
0
0
510
1,000
0
0
340
1,000
0
500 23,700
-49-
Recommended Operating Expenditure Budget by Department
74 - FINANCE DEPARTMENT
Fund Account Account Title
100 71124
100 71211
100 71214
640 71312
MICRO -COMPUTER
DESKS/CHAIRS
FILES
VAN/PICKUP/WAG REPL
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
2,693
1,160
0
0
0
702
95
0
0
1,200
0
0
0
1,200
0
20,000
71 - EQUIPMENT
10,652 1,378 3,210 46,240
640 73410 EQUIP ACQUISITION
0
0
1,900
0
73 - CIP EXPENDITURES
0
0
1,900
0
299 91202 TO TRUST & AGENCY
299 91298 TRANSFER FIRE PENSION
298 91299 TRANSFER POLICE PENSION
100,000
220,000
(219,396)
8,760
0
0
0
0
0
0
0
0
91 - TRANSFER TO
100,604 8,760
0
0
74 - FINANCE DEPARTMENT TOTAL
1,695,383 1,470,403 1,572,893 1,664,702
-50-
FY 2007 Recommended DepartmentSerating Budget Summary By Activity
•
Date: 1/10/06
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
FINANCE DEPARTMENT
74100
ACCTNG/PAYROLL SERV.
WAGES AND BENEFITS
465,741
454,803
521,769
516,569
SUPPLIES AND SERVICES
341,385
274,031
288,504
301,863
EQUIPMENT
4,101
603
1,770
24,970
FUND: GENERAL ACTIVITY TOTAL FOR: ACCTNG/PAYROLL SERV. 811,227 729,437 812,043 843,402
74110
STORES INVENTORY
ADMIN/OVERHEAD/STORES GAR
30,346
24,097
25,000
25,000
FUND: ACTIVITY TOTAL FOR: STORES INVENTORY 30,346 24,097 25,000 25,000
STORES/PRINTING
74700
BILLING & TREASURY
WAGES AND BENEFITS
334,069
338,180
340,777
376,687
SUPPLIES AND SERVICES
210,258
183,964
188,813
188,019
EQUIPMENT
6,551
775
1,440
1,270
FUND: GENERAL ACTIVITY TOTAL FOR: BILLING & TREASURY 550,877 522,918 531,030 565,976
I
ICIP
74710
METER READS/SERVICE
WAGES AND BENEFITS
107,094
87,965
97,023
101,139
SUPPLIES AND SERVICES
129,169
133,517
137,648
144,924
EQUIPMENT
0
0
0
20,000
EXPENDITURES
0
0
1,900
0
FUND: WATER UTILITY ACTIVITY TOTAL FOR: METER READS/SERVICE 236,263 221,481 236,571 266,063
OPERATION
74720
DEBT SERVICE
SUPPLIES AND SERVICES
3,275
3,675
3,275
0
FUND: DEBT SERVICE ACTIVITY TOTAL FOR: DEBT SERVICE 3,275 3,675 3,275 0
1,631,988 1,501,609 1,607,919 1,700,441
DEPARTMENT TOTAL FOR: FINANCE DEPARTMENT
Recommended Operating Revenue Budget by Department
74 - FINANCE DEPARTMENT
Fund Account Account Title
100 44405
100 51215
100 53530
100 53605
100 59100
100 59260
299 59298
100 59610
100 59630
100 59640
100 59670
100 59720
100 59940
FEMA PUBLIC ASSISTANCE
PENALTIES
SPECIALIZED SERVICES
MISCELLANEOUS REVENUE
FR GENERAL
FR COMMUNITY DEVELOPMENT
FR POLICE PENSION ACCUM
FR WPC OPERATING
FR PARKING OPERATING
FR WATER UTILITY
FR REFUSE COLLECTION
FR STORM SEWER CONSTRUCT.
FR DMASWA
FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
50,708
0
4,500
1,687
0
9,481
604
122,928
47,193
122,928
122,928
122,928
13,785
133,906
0
0
713
3,480
11,343
0
125,136
51,012
125,136
125,136
125,136
14,272
0 0
0 450
1,200 1,200
1,000 500
3,480 3,480
7,172 5,377
0 0
119,555 127,957
52,507 54,051
119,555 127,957
119,555 127,957
119,555 127,957
14,728 15,468
74 - FINANCE DEPARTMENT TOTAL
619,669 715,270 558,307 592,354
-52-
s411CITY OF DUBUQU�OWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
74 FINANCE DEPARTMENT
FD JC WP -GR JOB CLASS
61010 Full Time Employee Expense
FY 2005
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
100 9325 GE -42 FINANCE DIRECTOR 1.00 84,000 1.00 88,536 1.00 92,183
100 9275 GE -37 ASSISTANT FINANCE DIRECTOR 1.00 52,435 1.00 58,280 1.00 63,415
100 GE -35 FINANCIAL ANALYST 0.00 0 1.00 43,934 1.00 52,138
640 8700 GE -33 CUSTOMER SERVICE SUPERVISOF 1.00 54,481 1.00 42,959 0.00 0
100 GE -30 ACCOUNTANT 1.00 40,670
100 GE -30 UTILITY BILLIN COORDINATOR 1.00 39,183
100 8900 GE -30 PURCHASING COORDINATOR 1.00 45,044 1.00 47,476 1.00 48,946
640 1750 OE -09 WATER METER INSPECTOR 1.00 39,068 1.00 41,178 1.00 42,457
640 1725 OE -09 WATER METER SERVICEWORKER 1.00 34,034 0.00 0 0.00 0
1100 0785 OE -06 ACCOUNT CLERK I 4.00 129,519 4.00 137,074 3.00 106,460
cri
ca 100 0675 OE -05 CASHIER (FINANCE) 4.00 125,903 4.00 132,380 4.00 133,834
TOTAL FULL TIME EMPLOYEES 14.00 564,484 14.00 591,817 14.00 619,286
61020 Part Time Employee Expense
100 8800 GE -30 ACCOUNTANT -PART TIME 0.67 26,342 0.00 0 0.00 0
100 0236 GE -24 SECRETARY -PARTTIME 0.67 21,331 0.67 22,462 0.67 24,373
100 0785 OE -06 ACCOUNT CLERK I -PT 0.67 20,133 0.67 22,916 0.67 23,660
100 0679 OE -05 CASHIER (FINANCE) 1.25 35,532 1.25 35,735 0.75 22,025
640 1725 OE -09 WATER METER SERVICEWORKER 0.00 0 0.80 28,588 0.80 30,269
TOTAL PART TIME EMPLOYEES 3.26 103,338 3.39 109,701 2.89 100,327
61030 Seasonal Employee Expense
100 0650 NA -28 FINANCE INTERN -SEASONAL 0.27
TOTAL SEASONAL EMPLOYEES 0.27
4,794 0.27 5,076 0.37 7,116
4,794 0.27 5,076 0.37 7,116
TOTAL FINANCE DEPARTMENT 17.53
672,616 17.66 706,594 17.26 726,729
ACTIVITY ACCT FD JC WP -GR
Accounting/Payroll-FT General Fund
10074100 61010 100 9325 GE -42
10074100 61010 100 9275 GE -37
10074100 61010 100 8900 GE -30
10074100 61010 100 0785 OE -06
10074100 61010 100 GE -35
10074100 61010 100 GE -30
Accounting/Payroll-PT General Fund
10074100 61020 100 8800 GE -30
10074100 61020 100 8800 OE -06
10074100 61020 100 0236 GE -24
Accounting/Payroll-Seasonal General Fund
10074100 61030 100 0650 NA -28
a
Billing/Treasury- FT General Fund
10074700 61010 100 8700
10074700 61010 100
10074700
10074700
10074700
61010
61010
61010
100
100 0675
100 0785
Billing/Treasury-PT General Fund
10074700 61020 100 0679
Meter Reads/Service
64074710
64074710
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
POSITION CLASS
FY 2005
FTE BUDGET
FY 2006
FTE BUDGET
Run Date:
FINANCE DIRECTOR
ASSISTANT FINANCE DIRECTOR
PURCHASING COORDINATOR
ACCOUNT CLERK I
FINANCIAL ANALYST
ACCOUNTANT
Total
ACCOUNTANT -PART TIME
ACCOUNT CLERK -PART TIME
SECRETARY -PART TIME
Total
FINANCE INTERN -SEASONAL
Total
GE -33 CUSTOMER SERVICES SUPERVISOR
GE -33 FINANCIAL ANALYST
GE -33 UTILITY BILLING COORDINATOR
OE -05 CASHIER (FINANCE)
OE -06 ACCOUNT CLERK I
Total
OE -05 CASHIER (FINANCE)
Total
61010 640 1750 OE -09 WATER METER INSPECTOR
61020 640 1725 OE -09 WATER METER SERVICEWORKER II
Total
TOTAL FINANCE DEPARTMENT
1.00
1.00
1.00
3.00
0.00
0.00
6.00
0.67
0.67
0.67
2.01
0.27
84,000
52,435
45,044
99,530
0
0
281,009
26,342
21,331
20,133
67,806
0.27
1.00
1.00
1.00
1.00
3.00
1.00
0.00
7.00
0.00
0.67
0.67
1.34
4,794 0.27
4,794 0.27
54,481 1.00
88,536
58,280
01/11/06
FY 2007
FTE BUDGET
47,476
104,905
43,934
0
343,131
0
22,916
22,462
45,378
5,076
1.00
1.00
1.00
2.00
0.35
1.00
6.35
0.00
0.67
0.67
1.34
0.37
92,183
63,415
48,946
72,602
17,469
40,670
335,285
0
23,660
24,373
48,033
5,076
42,959
0.37
0.00
7,116
7,116
0
0.65
34,669
1.00
4.00
1.00
6.00
1.25
125,903
29,989
210,373
1.25
1.00
1.00
2.00
4.00
1.00
6.00
35,532 1.25
35,532 1.25
39,068
34,034
73,102
1.00
0.80
1.80
132,380
32,169
207,508
35,735
4.00
1.00
6.65
0.75
39,183
133,834
33,858
241,544
35,735
41,178
28,588
69,766
0.75
1.00
0.80
1.80
22,025
22,025
42,457
30,269
72,726
17.53
672,616 17.66
706,594 17.26 726,729
•
•
•
DEPARTMENT/DIVISION:
RESPONSIBILITY:
Legal Department
Barry A. Lindahl
Corporation Counsel
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
During the 2004-2005 Fiscal Year, the Legal Department:
• Processed approximately 350 civil infractions were processed during the 2004-2005 fiscal
year, involving zoning, health, housing, fire, police and other code violations.
• Prosecuted misdemeanors and civil infractions that generated $145,520.26.
• Handled the defense of several workers' compensation claims, resulting in approximately
$20,000 savings in costs for outside legal counsel.
• Defended eight civil rights claims, resulting in a savings of approximately $25,000.
• Provided legal representation to various City Boards and Commissions including the Airport
Commission, the Historic Preservation Commission and the Board of Adjustment.
• Provided the defense of ten tax assessment appeals for the City Board of Review.
• Represented the City in a number of mortgage foreclosures and bankruptcies on property
where the City holds a second mortgage or other claim.
The Legal Department also processes all claims filed against the City, actively investigating and
defending those within the $1000 deductible and referring those in excess of the deductible to
Public Entity Risk Services. For fiscal year 2004-2005, 104 claims were processed by the Legal
Department.
The Legal Department contributed to the following major projects:
• Mediacom franchise renewal
• Peninsula Gaming Lease
• Greyhound Park Casino Hotel Lease
• DRA/Greyhound Park Lease
• Dubuque River Rides Lease
-57-
• Property Acquisition for the Dubuque Metropolitan Area Solid Waste Agency:
o Mary C. Jecklin
o William J. & Joyce E. Watters
o Lester A. & Barbara K. Jennings
• Weidemann Property (Stealth Racing) Acquisition
• Tri-State Industries (Heller) Land Sale
• University Avenue Extension Property Acquisition (Elm Real Estate, Newman)
The Legal Department represented the City in the following major litigation:
• Royal Oaks Development Rezoning
• South Port Rezoning
• Apex Rezoning
• Residency Litigation
• Westside Annexation
• Design Standards Litigation
• Southport Variance and Appeal Litigation
• Section 13(c) Federal Transit Act Litigation
The Legal Department assisted with the following projects:
• Human Rights presentations to the community, involving housing issues
• The purchase of 13 homes by the Housing Department for the 32nd Street
Stormwater Project
• Code of Ordinances Review Project
• Technical Advisory Committee with Unified Zoning & Development Code Project
• The Asbury Plaza expansion
• Affordable housing subdivisions
-58-
•
•
•
Budget Highlights
Employee Expense
Supplies and Services
Machinery and Equipment
Total
Administrative Overhead
Charges to Enterprise Fds.
CDGB -Legal Services
Section 8 -Legal Services
Cable TV -Legal Services
County Revenue
Property Tax Support
Percent lncrease (Decrease)
LEGAL DEPARTMENT
FY 2004/05
Actual
288,915
231,565
489
520,969
102,245
1,213
820
573
1,712
FY 2005/06
Adopted
321,321
126,334
10,050
457,705
104,836
1,213
820
573
10,000
519,257 447,705
FY 2005/06
Amended
321,321
126,334
10,050
457,705
104,836
1,213
820
573
10,000
FY 2006/07
% Change
Recom'd from Adopted
342,261 6.5%
164,084 29.9%
250 -97.5%
506,595 10.7%
121,460 15.9%
1,213 0.0%
820 0.0%
573 0.0%
10,000 0.0%
447,705 496,595 48,890
10.9%
Decision Package Summary
1 of 1
This decision package would allow for Management Team members to attend the Faces and Voices
Diversity Conference. The benefit to the community would be to keep the City's department/division
managers up-to-date on useful information on how to better serve the citizens of Dubuque.
Related Cost: $95 - Tax Funds - Recurring
Property Tax Impact: +$.0001/+.00%
Activity: Legal Services
Recommend - Yes
Significant Line Items
Employee Expense
1. FY 2007 employee expense reflects a 3.5% wage package increase and the 2nd year of
employees contributing 10% towards their health insurance premium.
2. The part-time City Solicitor retires in FY 2006 and during last year's budget process; it was
approved that the part-time City Solicitor be replaced with a full-time Assistant City Attorney. In
addition, a part-time Secretarial position for the full-time Assistant City Attorney position was
created. FY 2007 will be the first full year with this change (4.28 FTE to 4.43 FTE).
-59-
Supplies & Services
3. Damage Claim expense provides for the $10,000 per claim and $100,000 maximum aggregate
deductible under the ICAP general liability insurance program. This has been increased from
$75,500 in FY 2006 to $100,000 in FY 2007 to cover the aggregate deductible based on the
prior year's experience.
4. Office Supplies have increase from $2,259 (FY 2005 actual) to $2,662 for FY 2007 based on
increased number of personnel.
5. Education and Training has been increased from $1,300 in FY 2006 to $3,625 in FY 2007 to
allow the new full-time Assistant City Attorney and the part-time Assistant City Attorney to stay
on top of numerous legal issues that could impact the City.
6. Data Processing Service has increased from $1,491 in FY 2006 to $1,871 in FY 2007 (25%) to
reflect maintenance costs for the addition of the City wide Groupwise email and calendaring
software and service contract.
7. Telephone expense has increased from $3,789 (FY 2005 actual) to $5,320 in FY 2007 to reflect
monthly expense relating to the Department Manager and new part-time City Solicitor using a
'smart phone' (combination cell phone and palm). The 'smart phone' will work with Groupwise
calendaring software to allow all Departments to see time available on each others calendars for
ease in meeting scheduling. In addition, the new Assistant City Attorney will have a cell phone
and the monthly fee is included.
8. General Liability Insurance has increased $1,068 in FY 2006 to $1,549 in FY 2007. This
calculation is based on the number of employees and is increased accordingly
9. Rental of Space expense has been increased from $8,490 in FY 2006 to $13,704 in FY 2007
(includes parking expense ($420) for the new full-time Assistant City Attorney, with related
expense broken out separately including property tax ($4,500), utility expense ($2,335),
custodial services ($2,640) and property insurance ($109). The Assistant City Solicitor
previously paid $550/month towards rental of space. With his retirement and the hiring of a new
full-time position, the monthly expense offset for rental of space will no longer be received.
Machinery & Equipment
10. Equipment replacements include a desk chair for the new part-time secretary for $250.
Revenue
11. Revenue received from Enterprise Funds (Water, Water Pollution Control, Parking, Refuse, and
DMASWA) for administrative overhead charges and damage claims has increased from
$104,836 in FY 2006 to $121,460 in FY 2007 (15.9%). In FY 2006, this calculation was
completed prior to the wage package settlement negotiation completion. Therefore, FY 2007
recharge reflects the wage package expense for FY 2006 & 2007 and increases in supplies and
services.
-60-
•
DEPARTMENT/DIVISION:
ACTIVITY:
Legal
Legal Services
GOAL
Provide legal counsel to the City Council, City Manager and all officials and departments of the
City in matters relating to their official duties, to review necessary legal documents and to
prosecute and defend all suits for, and on behalf of, the City.
DESCRIPTION
The Legal Department for the City of Dubuque comprises a Corporation Counsel, one full-time
Assistant City Attorney, one part-time Assistant City Attorney, one full-time Legal Secretary, one
part-time Secretary and a summer law student intern. The legal staff maintains private offices
and practices. The Corporation Counsel is appointed by the City Council and the Corporation
Counsel's appointment of professional legal staff is approved by the City Council.
SERVICE OBJECTIVES
• 1. To provide immediate and ongoing legal services by maintaining a legal staff to:
a. regularly attend meetings of the City Council and City departments;
b. review legal documents;
c. prosecute all court cases of violation of municipal ordinances, including traffic
and criminal;
d. draft City ordinances, resolutions and contract documents;
e. represent the Board of Review and City Assessor in tax appeals;
f. investigate, defend and prosecute damage claims for and against the City
and provide payment on judgments;
g. advise and defend the Civil Service Commission on appeals of its rulings;
h. institute all eminent domain proceedings and other legal services related to
City of Dubuque capital improvements; and
i. attend meetings of boards and commissions as the need arises.
2. To provide assistance in the summer months with legal research and preparation of
briefs and misdemeanor trials by utilizing a part-time law student intern for approximately
fourteen weeks ($10,265).
•
Legal Legal Services
-61-
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Recommended Operating Expenditure Budget by Department
Recommended Operating Expenditure Budget by Department
76 - LEGAL SERVICES
0 Fund Account Account Title
•
•
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Budget
Expense Expense Budget
76 - LEGAL SERVICES TOTAL 439,103 520,969 457,705 506,595
-63-
Date: 1/10/06
FY 2007 Recommended Department Operating Budget Summary By Activity
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
LEGAL SERVICES
76100
LEGAL SERVICES
WAGES AND BENEFITS
279,794
288,915
321,321
342,261
SUPPLIES AND SERVICES
158,253
231,565
126,334
164,084
EQUIPMENT
1,056
489
10,050
250
FUND: GENERAL ACTIVITY TOTAL FOR: LEGAL SERVICES 439,103 520,969 457,705
506,595
DEPARTMENT TOTAL FOR: LEGAL SERVICES 439,103 520,969 457,705 506,595
a
Recommended Operating Revenue Budget by Department
76 - LEGAL SERVICES
. Fund Account Account Title
•
•
100 46205
100 59260
100 59280
100 59290
100 59610
100 59630
100 59640
100 59670
100 59810
100 59940
COUNTY SHARE
FR COMMUNITY DEVELOPMENT
FR SECTION 8 HOUSING
FR CABLE TV
FR WPC OPERATING
FR PARKING OPERATING
FR WATER UTILITY
FR REFUSE COLLECTION
FROM GARAGE SERVICE FUND
FR DMASWA
FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
4,176
1,213
820
573
3,523
903
6,206
5,333
1,240
1,775
1,712
1,213
820
573
33,770
5,932
29,397
23,146
1,240
8,760
10,000
1,213
820
573
33,659
5,914
29,313
23,081
4,134
8,735
10,000
1,213
820
573
39,264
6,698
34,272
27,179
4,134
9,913
76 - LEGAL SERVICES TOTAL 25,762 106,563 117,442 134,066
-65-
76 LEGAL DEPARTMENT
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
FY 2005 FY 2006 FY 2007
FD JC WP -GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 0430 GE -26 LEGAL SECRETARY 1.00 36,376 1.00 38,340 1.00 39,525
100 0600 GE -36 ASSISTANT CITY ATTORNEY 0.00 0 0.62 16,311 1.00 52,957
100 0625 GE -45 CORPORATION COUNSEL 1.00 102,626 1.00 108,168 1.00 112,585
TOTAL FULL TIME EMPLOYEES 2.00 139,002 2.62 162,819 3.00 205,067
61020 Part Time Employee Expense
100 0225 GE -24 SECRETARY 0.00 0 0.38 6,429 0.75 19,952
100 0600 NA -12 ASSISTANT CITY ATTORNEY 0.40 39,472 0.40 41,603 0.40 42,890
100 0610 NA -12 CITY SOLICITOR 0.60 59,207 0.60 46,828 0.00 0
I TOTAL PART TIME EMPLOYEES 1.00 98,679 1.38 94,860 1.15 62,842
rn
rn
61030 Seasonal Employee Expense
100 0535 NA -02 LEGAL INTERN -SEASONAL 0.28 9,582 0.28 10,099 0.28 10,265
TOTAL SEASONAL EMPLOYEES 0.28 9,582 0.28 10,099 0.28 10,265
TOTAL LEGAL DEPARTMENT
3.28 247,263 4.28 267,778 4.43 278,174
• •
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACTIVITY ACCT FD JC WP -GR POSITION CLASS
FY 2005
Run Date: 01/11/06
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
Legal Servcies-FT
10076100 61010 100 0625 GE -45 CORPORATION COUNSEL 1.00 102,626 1.00
108,168
10076100 61010 100 0600 GE -36 ASSISTANT CITY ATTORNEY 0.00 0 0.62
10076100 61010 100 0430 GE -26 LEGAL SECRETARY 1.00 36,376 1.00
Total 2.00 139,002 2.62
16,311
38,340
162,819
1.00 112,585
1.00 52,957
1.00 39,525
3.00 205,067
Legal Servcies-PT
10076100 61020 100 0225 GE -24 SECRETARY 0.00 0 0.38 6,429 0.75 19,952
10076100 61020 100 0610 NA -12 CITY SOLICITOR 0.60 59,207 0.60 46,828 0.00 0
10076100 61020 100 0600 NA -12 ASSISTANT CITY ATTORNEY 0.40 39,472 0.40 41,603 0.40 42,890
Total 1.00 98,679 1.38 94,860 1.15 62,842
10076100 61030 100 8450 NA -02 LEGAL INTERN
Cra Total
J
TOTAL LEGAL DEPARTMENT
028 9,582 0.28 10,099 0.28 10,265
0.28 9,582 0.28 10,099 0.28 10,265
3.28 247,263 4.28 267,778 4.43 278,174
•
•
•
DEPARTMENT/DIVISION: City Manager's Office
RESPONSIBILITY: Michael C. Van Milligen, City Manager
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
1). Administration and Operations
America's River
HOTEUWATER PARK (Private Funding)
• The Grand Harbor Resort and Water Park. This 194 -room hotel featuring Iowa's
first 25,000 square foot indoor water park opened its doors on December 3,
2002. There has been over 170,000 visitors to the facility in the past year from
all 50 states.
NATIONAL MISSISSIPPI RIVER MUSEUM & AQUARIUM
• The 65,000 square foot National Mississippi River Museum and Aquarium
opened it doors June 28, 2003. Attendance to date (twenty-six months of
operation) has exceeded 650,000 total attendees
GRAND RIVER CENTER
• The education and conference center has been officially named by City Council
as the Grand River Center. This 174,000 square foot education and conference
center with 400 stall parking lots adjacent to the facility was opened November
2003, and a grand opening ceremony for the public was held October 25, 2003.
AMERICA'S RIVER MISCELLANEOUS PROJECTS
• Ice Harbor Drive
A new road (Ice Harbor Drive) and riverwalk connection around the west end of
the Ice Harbor was completed and opened to the public on May 24, 2004.
• Mississippi Riverwalk Phase I, River's Edge Plaza, Alliant Energy Amphitheater,
300 foot pier wall; fishing steps, cascading stairs, and Rotary Pavilion
The above projects have been completed. Construction of the Alliant Energy
Amphitheater was completed and dedicated in October 2002. The rest of the
Riverwalk was completed from the north end (Brewery) location down to the
conference center site with a ribbon cutting June 12, 2003, The final elements of
the Riverwalk including a pavilion, shade structures, landscaping and Ice Harbor
Park were September 9, 2003.
Bell Street, 5th Street and streetscape amenities were completed by the end of
September, 2003.
Parking Lot 2a, 2b and 3 improvements have been completed.
• Utilities
Utility improvements including fiber optic installation, storm and sanitary sewer
systems and water line installation were completed in September 2004.
• Wayfindinq signage
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Wayfinding signage system was installed on the State Highway system as well
as key streets within the city of Dubuque providing directional signage for key
attractions throughout the community including the Port of Dubuque.
• Third Street Overpass
Fencing replacement for the Third Street Overpass has been designed, a bid for
construction was awarded in September 2005 and construction is underway.
• Property Acquisition and Demolition
Property acquisitions completed by the City include Miller Trucking (1.5 acres),
Dubuque Hardwoods and Klauer properties (5.43 acres) and Peavy Grain
property (5.3 acres). City completed demolition and landscaping on the lots on
October 25, 2003. The City has also acquired the Stealth Racing site and will be
demolishing the pole building now that the tenant vacated in November 2005.
Once demolished, this site will be included with the Hardwoods site for a total of
20.5 acres available for development.
• Gateway Landscaping Project
The Gateway Landscaping Project adjacent to the Port of Dubuque was
substantially completed in Fall 2005 as approved by the Vision Iowa Board.
• Transient Boat docks
The Iowa Department of National Resources awarded the city a $100,000 Tier 1
grant for this project. The estimated completion of May 31, 2007 was approved
by the Vision Iowa Board.
• Waterworks Park
Waterworks Park located at the Hawthorne Street Peninsula was bid and work
started by July 2005 as approved by the Vision Iowa Board. Phase 1 construction
was completed December 2005.
• Pyatigorsk Park
Pyatigorsk Park, named in honor of Dubuque's sister city Pyatigorsk, Russia, is
located along the Jaycees/Heritage trailhead. Work was completed December
2005.
• Five Flags Improvements
This project provides for significant capital improvements to Five Flags Civic
Center. Capital improvements began in the Fall 2004 and were completed in
October 2005.
DOWNTOWN DEVELOPMENT
Other leveraged activity achieved as a result of the America's River project includes renovation
projects such as the $2.5 million Bricktown building at 299 Main Street, Pepper Sprout
restaurant at 378 Main Street, Fischer Companies office building at 280 Main Street, a new
parking lot developed, a new wine store has opened at 123 Main Street, new bars have opened
at 253 Main Street(Bartinis) and 1375 Locust (Isabella's), Lot #1,a restaurant/pub has been
renovated on the corner of 1st & Main along with a retail and residential building on this same
corner. A five -story, 36,000 -square -foot building formerly known as the Weber Paper Company
building at 137 Main Street in the Historic Old Main District was renovated ($2.5 million project)
and now houses a publishing company previously located in Illinois as well as an insurance
company and retail shops.
Building renovations also have occurred along upper Main Street, with the $2 million plus Town
Clock Building renovated for office space, the multimillion dollar Grand Opera House
rehabilitation work, and renovation of a large portion of the 1000 -block of Main Street by
developer John Gronen. This $5 million project includes renovation of 64,000 square feet of
space and 14 storefronts for mixed use including 36 residential units, retail and office space.
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Leveraged activity of $55,491,000 was estimated for the America's River projects. Those
completed include: Highway 20 Landscaping, Town Clock Plaza roads and amenities, the
Chamber Welcome Center, Fourth Street Parking Ramp, and the River's Edge Ram.
Additional construction anticipated includes a 45,000 to 50,000 square foot office building and at
some point a second phase of the Grand Harbor Resort to include an additional 150 -room and
18,000 -square -foot addition to its water park.
Since 2003, eleven new retail establishments opened, including two restaurants, and invested
more than $2.7 million in physical improvements. This is on top of the $1.9 million construction
of the new Chamber Building that houses the Iowa Welcome Center.
ADDITIONAL PORT OF DUBUQUE DEVELOPMENT
A Request for Qualifications was issued for development of the former Dubuque Star Brewery
structure that overlooks the Riverwalk and new Alliant Energy Amphitheater. The City has
signed development agreement with The Alexander Company from Madison, Wisconsin. Phase
I of the renovation is complete which included environmental remediation, interior gutting,
reroofing and brick tuck -pointing and restoration. Phase II includes all remaining renovation and
is anticipated with the signing of a long-term lease. The City has issued a new Request for
Proposals to identify alternative developers to implement Phase II of the Brewery development.
Proposals were received in November 2005.
Further study by URS/BRW and Leland Consulting identifies, in addition to the $188 million
America's River projects, $150 million in development that will occur in the Port of Dubuque
area over the next 10 years with the appropriate city incentives.
• ADDITIONAL RIVERFRONT DEVELOPMENT
With over six miles of riverfront located along the city of Dubuque, the success of the America's
River project has spawned additional riverfront development. Since 2004 development in and
around Schmidt Harbor (north of the Port of Dubuque along the lowa/Wisconsin border) has
soared. Over $1.3 million was invested in a new restaurant (Catfish Charlies) and in
refurbishing the boating docks at the Dubuque Yacht Basin as well as the $12 million
construction of a Hilton Hotel and Houlihan's restaurant adjacent to a $33 million expansion of
Dubuque Greyhound Park and Casino. The City has made significant investment in
refurbishing and upgrading electrical and mechanical facilities and the hike/bike trail at Miller -
Riverview Park for camping on the Mississippi River. The city also completed restoration of the
Heron Pond wetland area and construction of an ADA compliant fishing pier adjacent to Heron
Pond.
NATIONAL PARTNERSHIPS
The Dubuque County Historical Society opened the Old Jail, which is six blocks from the Port of
Dubuque, as a local history museum on August 20, 2005.
The National Mississippi River Museum and Aquarium has achieved its status as a Smithsonian
affiliate and was recognized as a Coastal Ecosystem Learning Center by Coastal America, a
national organization. This is the first time this designation has been given to an inland water
location. The National Mississippi River Museum and Aquarium is now analyzing the feasibility
of a $20 million expansion to their educational facility.
• NATIONAL RECOGNITION
The City of Dubuque was selected as one of six cities as a 2003 Crown Community winner by
the American City & County magazine. Since that time the city has also been selected as an
Iowa League of Cities All-Star Community, recognized as one of 50 five-star communities by
Expansion Management Magazine, received the 2004 Downtown Achievement Award from the
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International Downtown Association for the America's River Project, the Project of the Year
award from National Masonry Concrete for the Grand River Center and three awards from the
Iowa Department of Tourism including Corporate Friend of Tourism, Website of the Year and
Attraction of the Year. Dubuque was also one of the first communities in the State of Iowa to
receive designation as a Cultural and Entertainment District and one of 20 communities across
the United States to be recognized by First Lady Laura Bush as a Preserve America
Community.
In May 2005 Dubuque was recognized by the National Trust for Historic Preservation as one of
2005 Dozen distinctive destinations. Dubuque was selected from nearly 80 destinations in 44
states.
Dubuque was also recognized by USA today as one of 10 great places to discover Midwest
charm and is one of three Iowa cities featured in the book "Best of the Midwest: Rediscovering
America's Heartland" written by Midwest Magazine Editor-in-chief Dan Kaercher.
In September 2005 the Port of Dubuque was selected as one of ten 2005 Phoenix Award
winners that represent outstanding brownfield projects from each of the 10 US Environmental
Protection Agency (EPA) regions.
Dubuque is in a growth mode:
Real Estate
• Dubuque was the second highest in the State of Iowa for the percentage change in.
residential construction with a 109.1 % change from 2003 to 2004
• 2004 was the third consecutive year of record real estate sales in Dubuque with over
$178 million in sales. A 67% increase over the year 2000 and a 16.8% average
increase per year
Education
• The Dubuque Community School District received approval from the State of Iowa to
pursue design of a Charter School in downtown Dubuque. The school programming will
have an emphasis as a Fine Arts Magnet School. When the final Charter is approve,
Dubuque will have one of only eight Charter Schools in the State.
• Expansion Management Magazine selected Dubuque Community School District as the
7th best in the Country.
Personal Income
• A study by Economy.com showed Dubuque's personal income rate for 2004 grew at its
fastest rate in nealy a decade, up 35% from 2003.
• A 2004 Study by the Milken Institute showed a one-year wage growth in Dubuque
outpaced 75% of all U.S. smaller metros.
Tourism
• Dubuque County tourism expenditures topped $200 million in 2004, up 7.6% from 2003.
National Rankings
• The Metro Business Retention Index for November 2001 ranked the Greater Dubuque
area as 2nd in the nation for business retention.
• Forbes Magazine ranked Dubuque 131h out of 168 cities for the cost of doing business.
• Dubuque ranked 2nd in the State among major cities for job growth between July 2002 -
July 2005.
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• From July 2002 - July 2005 Dubuque County accounted for 9.6% of new private sector
jobs created in the entire state despite only holding 3% of Iowa's population.
• The Milken Institute ranked Dubuque 34'" out of 118 cities in 2004 in the Best
Performing Cities Index among small U.S. metropolitan areas.
• The Milken Institute ranked the Greater Dubuque area as 1st in High Tech Output
Growth from 1998-2003
In May 2004 Expansion Magazine surveyed 331 metropolitan areas and ranked Dubuque:
#7 for Quality of Life
#11 for Peace of Mind - Safety
#1 for Housing Affordability
2). Communications
• Negotiation of a 15 -year renewal of the Mediacom Franchise was completed. The new
agreement provides for continued cable service in the city of Dubuque, the creation of an
I -Net system Connecting 78 public facilities by fiber optic cabling and connection to fiber
of the city industrial parks and private businesses that need the service.
• Completion of a feasibility study on a municipal communications utility.
3). Economic Development
Development Agreements/TIF
• Adams Company - $500,000 TIF
• Lower Main Development - $150,000 TIF
CEBA/lowa Values Fund
• Shepherd, Inc. - $100,000 CEBA / 43 jobs relocated to Dubuque
• McKesson - $298,000 Iowa Values Fund / 74 new jobs
• Medline - $179,000 Iowa Values Fund / 41 new jobs
Land Sales/Leases
• Adams Company -10.5 acres DICW god Addition
• Bergfeld Farm Lease extended 3 years
• Rustic Hills Carriage Lease extended 1 year
• Alexander Company -1 year lease Dubuque Star Brewery
Downtown Rehab Loans
• Deferment of DuMA $300,000 loan payments
• Gronen Adaptive Reuse - $300,000 commitment
• Heartland Financial - $300,000
CDBG Commercial/Industrial Rehab Loans
• Alexander Company - $800,000 ($650,000 from CDBG) for Star Brewery
UDAG Loans
• Medline - $62,000
• Dubuque Nursery and Landscaping - $20,000
Historic Tax Rebates
• Cooper Development
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RFP's Issued
• Remediation of Petroleum Plume in Port
• Design and Engineering for DICW 3rd Addition (Bergfeld Farm)
RISE Applications Submitted
• Hwy 32 (SW Arterial)
State Grants Received
• $142,655 State Brownfield Cleanup Grant for Petroleum Plume in Port
Federal Grants Received
• $200,000 EPA Cleanup Grant for Petroleum Plume in Port
Urban Renewal Districts
• Greater Downtown Plan and TIF Ordinance (merger of Downtown and Ice Harbor
Districts)
Assignments/Subordination Agreements Accepted
• Cooper Development loan subordination
• Kemp -Barrick loan subordination
• CIGNA assignment to Prudential Financial
Special Projects
• Annual TIF Report
• Relocation of Dubuque Hardwoods/Midwest Hardwoods/Miller Trucking
• Relocation Stealth Racing
• Staff assistance to Dubuque Initiatives
4). Planned and Managed Growth
Annexation of Growth Areas
Planning Services staff analyzed annexation requests and prepared an annexation plan for west
side growth areas totaling 704.5 acres. Planning Services staff compiled and prepared
presentations for the Annexation Plan presented to the State of Iowa's City Development Board
in support of this annexation. The City Development Board approved the annexation, but the
City of Asbury appealed the decision and only one argument was ruled in Asbury's favor and is
currently under appeal by the City of Dubuque.
Downtown Master Plan
City staff provides support for the Downtown Planning Committee for the creation of a
comprehensive Downtown Master Plan, which the City Council adopted in 2004. Planning
Services staff and the City Manager's Office are assisting with implementation of the Downtown
Master Plan with the Assistant City Manager chairing a staff team.
Historic Preservation
The City of Dubuque was the first "Preserve America" community to be designated in Iowa.
The City of Dubuque had three properties in its jurisdiction that won Preservation at Its Best
Awards from the Iowa Historic Preservation Alliance (IHPA).
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5). Park Development
As part of the City's Neighborhood Reinvestment Strategy, the Leisure Services Department
has examined existing parks, and reviewed structures, play equipment, landscaping, and
amenities in light of park user's needs. A 10 -year plan was developed to renovate each mini -
park and neighborhood park in the system. Every park has been renovated, and the last park
(Wailer -Cooper Park) will be completed in 2007.
In the second phase of the study, the Leisure Services Department and Planning Services
Department worked together to identify community -wide needs for types and locations of new
parklands.
Some additions to the park system that have addressed some of the needs:
► Converted a car repair business at 2819 Pinard St. into Pinard Park.
► Converted an abandoned housing site at 508 Loras Boulevard into Rocco Buda Sr.
Park.
► Usha Park development has begun at the corner of Pennsylvania and the Northwest
Arterial.
► Development of Teddy Bear Park in Fiscal Year 1999 as a one -acre mini -park serving
the immediate neighborhood of the Sunnyslopes subdivision.
► Worked with the school system to develop Valentine Park, an 11 -acre property owned
by Dubuque Community Schools at the corner of Valentine and Cody Drives.
► The Mercy Greenbelt, along Catfish Creek at the Northwest Arterial, is a 35 -acre parcel
of land dedicated to public use as a part of the new Medical Associates development.
► Completed Northend Trail, an off-street hiking/biking trail from 22nd St. to 32nd St., by
using old rail line. This trail will eventually connect with Heritage Trail. The Jaycee Trail
between 16th Street and Hawthorne Street, the Power Line Trail between Grandview
Avenue and Julien Dubuque Drive, and the Heron Pond Trail have been completed and
added to the park system.
► AY McDonald Park (formerly Waterworks Park) began July 1, 2005 as an exciting
component of the larger riverfront plan, designed to attract a variety of users of all ages
to the Hawthorne Street Peninsula and link via the Heritage Hike and Bike Trail to the
exciting riverfront development occurring as part of the America's River project. A
generous gift was received from the AY McDonald family as part of the project.
► Pyatigorsk Park, at 16th and Kerper Boulevard, began July 1, 2005 and was completed
in November 2005. This park was designed by architects from Dubuque's sister city
Pyatigorsk Russia.
► Completion of the Bergfeld Recreation Area, which includes fishing ponds, trail, a
pavilion, accessible fishing pier, and rest rooms, located in the Dubuque Industrial
Center West.
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► Welu Park, at the end of Welu Drive, development is scheduled in Fiscal Year 2008 and
is to be developed as a mini park, including play equipment.
► Riley Park, off Crescent Ridge, is also scheduled for FY 2006 and will include play
equipment, landscaping, and a sidewalk.
► Harvest View Park, on Asbury Road between Hoffman -Schneider & Kitchen Funeral
Home and Resurrection Church, a one -acre site was completed in August 2005 and
includes play equipment, landscaping, sidewalk, and a gazebo.
► Eagle Valley Park, in the Eagle Valley Subdivision between Roosevelt Street and
Shiras Avenue. This park will include landscaping, sidewalk, play equipment, and other
amenities and is scheduled for Fiscal Year 2009.
► Westbrook Park, in the Westbrook Subdivision on Seippel Road, is a three -acre site
scheduled for development in Fiscal Year 2009 and will include play equipment,
landscaping, walkway, and other amenities.
► Heron Pond, a fishing pier was installed at this location to provide additional recreation
options at Heron Pond and along Heritage Trail.
► City owned Play equipment was installed at schools in Dubuque to create city parks,
including Bryant, Tablemound, Fulton, Audubon and Prescott Schools.
6). Housing and Community Development
City Council has established an objective of encouraging homeownership in the City's
downtown neighborhoods and the Housing and Community Development Department has
several initiatives that respond to this goal. There are currently a number of programs in place
to encourage homeownership.
Community Development Activity
The Community Development Commission approved $89,215 in Community Partnership (cp2)
Program awards.
In reallocating prior year CDBG funds, the Commission approved $200 000 for the Washington
Court project, the adaptive reuse of the Dubuque Casket Company Building into 35 affordable
rental housing units and office space. The Commission also granted $78 000 to the Dubuque
Labor Harvest for the acquisition of a new facility for their food distribution program, as their
former building was acquired by the School District for the new downtown school; and $13 000
for the development of a community room at the Bishop Block apartments.
Neighborhood Activities
The Neighborhood Grant Program provided $18,646 in assistance to four neighborhood
organizations and eight non-profit community organizations to support 17 different programs
and projects in low -moderate income areas of the City.
Other Community Development Activities
Other CDBG assistance throughout the year was provided to the Information and Referral and
Child Care Resource and Referral programs administered by Project Concern; Dubuque Area
LifeTime Center; the Washington Tool Library; construction of accessible curb ramps; asphalt
street overlays on streets in low-income areas; and sidewalk improvements for low-income
property owners.
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Other CDBG assistance throughout the year included the following: Information and Referral
($24 340) and Child Care Resource and Referral ($8575) programs administered by Project
Concern; Dubuque Area LifeTime Center- a center for senior citizens ($16 665); Washington
Tool Library ($15 290); construction of accessible curb ramps ($59,800); asphalt street overlays
in low-income neighborhoods ($25 000); sidewalk improvements for low-income property
owners ($21 260); Downtown Resource Guide ($3500) and the Deer Management Food
Program administered by St Stephen Food Bank ($495).
Housing Rehabilitation Activity
We continued administration of a number of housing rehabilitation -loan programs, for both
owner -occupied housing and rental units. Fourteen apartments were completed or in the
process of rehabilitation. CDBG-funded rehabilitation assistance was provided to 46
low/moderate income homeowners, using a combination of City programs.
Work on the Five Points comprehensive neighborhood revitalization project continued. The first
home was completed and sold to a qualifying first-time buyer household. An adjacent two -unit
has also completed rehabilitation work. Three properties are being rehabilitated under the
HEART ("Housing Education and Rehabilitation Training") Program. Additional rehab work
accomplished in the Five Points area included restoration of three rental and two homeowner
dwellings.
Home Purchase Assistance
The Housing Department places a high priority on assistance to first-time homebuyers. In
• FY05, 3 homes were financed with $15,000 in CDBG funds, for first-time purchasers. With a
$100,000 award received in Fiscal Year 2004 from the Des Moines Federal Home Loan Bank,
we provided $40 000 in grants to 10 very low-income (below 50% median) families to purchase
and improve their first homes.
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Total private investment match for homebuyer programs - from the buyer families, State funds,
and area lenders - equaled more than $822 000 million during the fiscal year.
Homeowner Improvements
We continued administration of a number of housing rehabilitation -loan programs, for both
owner -occupied housing and rental units. Fourteen apartments were completed or in the
process of rehabilitation, using $87 000 (CDBG and HOME Program) in City funds, matched by
$173 000 in owner/lender financing. CDBG-funded rehabilitation assistance was provided to 46
low -moderate income homeowners, using a combination of programs.
In all, the City invested more than $373 000 in homeowner improvement projects in Fiscal Year
2005.
Section 8 Housing Activity
The primary means of directly providing affordable rental housing is available through HUD's
Section 8 Program, which offers rental assistance to lower-income families. The Housing
Department provides area landlords approximately $4 million annually, with funds received from
HUD, to subsidize rents for 1,085 tenant households. This program has been operational in
Dubuque since 1976 and operates at capacity.
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Housing Code Enforcement
CDBG funds are used for housing code enforcement in targeted downtown neighborhoods.
More than 800 inspections and 680 re -inspections of rental units were completed, with a total of
8000 violation notices cited and/or corrected.
Lead Paint Hazard Reduction
Dubuque's Childhood Lead Paint Poisoning Prevention Program continued operations with
renewed HUD funding. 254 units were inspected and 100 completed, after the grant was
received in October 03. Under the $2.4 million HUD's Lead Hazard Reduction Program award
in FY 04, we completed 91 housing units to continue efforts to reduce lead paint poisoning.
Additional Program Activities
The Housing and Community Development Department continued relocation of families on 32nd
Street, as part of the City's Bee Branch Drainage Basin Master Plan activities. Fifteen houses
on 32 Street will be purchased and either relocated or demolished in order to double the storage
capacity of the existing storm water detention basin. In addition to acquisitions, staff work with
these families to provide relocation benefits and to assist them in locating and moving into
replacement homes. At year end, purchase agreements had been settled with 13 owners.
In a partnership with the Dubuque Landfill Agency and Environconn, a 32nd Street
demonstration "deconstruction" project was funded. Materials from the purchased homes are
salvaged and resold and diverted from the Landfill, lessening demands on Landfill capacity to
receive the construction debris. Two other 32nd Street homes were moved to new locations.
The Council approved expansion of the urban revitalization district for the Davis Place complex
on Garfield Avenue. In this case, the developer, Scott Potter, will construct the third single -room
occupancy (SRO) facility for indigent men, now providing 50 rooming units.
7). Transportation System
DMATS
The Dubuque Metropolitan Area Transportation Study, known as DMATS, is composed of staff
and elected officials of local governments charged with long-range transportation planning.
DMATS is focusing their attention and planning expertise on the significant challenges involved
in meeting the transportation needs of the future. Current projects include increasing safety and
capacity on US Highway 20, the continued development of the Southwest Arterial, and the
Downtown Dubuque Transit Alternatives Analysis.
DMATS improvements completed include the short-term intersection improvements to decrease
side friction and traffic signal coordination. An Air Quality grant was awarded to implement
these delay -reducing improvements. Long-term projects include a long-range corridor study.
DMATS in committing an additional $10 million to IA32 (Southwest Arterial).
Mississippi River Bridge Crossing
The location study and environmental assessment are complete and final design is underway.
The Iowa and Illinois Departments of Transportation (DOT) have selected the firm of Parsons of
Chicago, Illinois, in conjunction with WHKS of Dubuque, to perform the final design of the
bridge, bridge approaches, and roadway improvements.
The Iowa and Illinois DOT have selected the Tied -Arch design to proceed with final design (30%
completed). Cost estimates for the entire project are $165 million. This leaves a funding gap of
$110 million. The Iowa and Illinois DOT expect to authorize all funds for Phase I in federal fiscal
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• year (FFY) 2003. Phase I includes right of way (ROW) acquisition and utility relocation in Iowa,
the complete design, and possibly some ROW acquisition in Illinois. Due to the hard work of
Senator Grassley and Congressman Nussle, $25.5 million was secured in the Federal
Transportation bill for this project. The City and DMATS will continue working with Iowa and
Illinois DOT and federal legislators to obtain additional funding for the completion of the bridge.
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US 20 Intersection Improvements
The consultant, Howard R. Green and Associates (HRG), is currently working on several
projects to increase the capacity of US 20 through Dubuque. These improvements are intended
to be a short-term solution to the existing and forecast congestion on US 20. HRG has multiple
contracts for the projects and is working under the combined guidance of City, DMATS, and
Iowa DOT staffs.
Improvements for the intersections on US 20 including Devon Drive, the Midway Motel
entrance, JFK/Cedar Cross Road, Wacker Drive, Century Drive, Crescent Ridge, NW Arterial,
Olde Highway Road, and the New Menards, include new signal equipment, fiber-optic
interconnect, and coordinated timing.
Extension of University Avenue to intersect with US 20 at the Theisen's entrance, is intended to
relieve the complex and overloaded intersection of JFK/Cedar Cross Road/University Avenue
and US 20. This project is in the construction phase and is anticipated to be completed in 2006.
Iowa DOT has awarded a contract to HDR, Inc. to design the long-term (Year 2025)
improvements to US 20 from the Peosta Interchange to Devon Drive. The intent is to design
this improvement as a freeway, although right-of-way or other issues may preclude such a high
priority improvement. The desired outcome is a system that would provide adequate access
control and improved capacity for both local and through traffic. The study has been scaled
back due to budget concerns and is currently focused on the rural section of the project.
Currently no funding is provided for this construction project.
The Iowa DOT has established a Corridor Protection Zone on US 20 from Devon Drive to the
City of Peosta. The intent is to keep future major developments from encroaching into the
proposed future right-of-way, thereby causing additional right-of-way and relocation costs when
the project is built. The Iowa DOT Commission must approve any improvements proposed
within the Corridor, or the property must be acquired by the Iowa DOT.
Southwest Arterial
The City has taken over the administration of the Environmental Impact Statement (EIS) with
HDR and will carry it through to a Finding of No Significant Impact (FONSI).
In an effort to reduce the cost of the project, the project coordinating committee working with
HDR, has lowered the design speed and the interchanges for the phase I construction. This will
substantially reduce the grading cost and will limit a significant amount of environmental and
archaeological issues in the Corridor. ROW will be acquired for the future construction of a four -
lane divided highway and for the future interchanges when the need arises.
Congress has appropriated $2 million to complete the Preliminary Engineering design which
began in 2003 and takes two years. A significant hurdle was overcome when the project
received a finding of no significant impact on the environment. Final design is scheduled to
begin spring 2005 and to be completed early in 2007. Construction may begin at that time
should the remaining funding be secured. Iowa DOT has programmed $21 million through 2006
and DMATS has programmed $17 million through 2009. As a result of the hard work of Senator
Grassley and Congressman Nussle, $26.18 million was included in the Federal Transportation
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Bill for this project. Staff is currently working to raise the additional funding needed to complete
the phase I construction by fall 2009 including the submission of a $12 million RISE grant
application that was submitted to the State of Iowa in October 2005.
Downtown Dubuque Transit Alternatives Analysis
The City entered into a contract with URS/BRW of Minneapolis to perform this study to examine
transit alternatives to provide transit access to the Riverfront and increase circulation throughout
the downtown. The findings of the study identified the need for a rubber -tired system. In
response the city purchased three, heritage Trolleys to service this circulation between
downtown and the Port of Dubuque. Service of these routes began in May 2004.
The City also worked with consultants to prepare a needs assessment for the location of an
intermodal parking facility to be located at the Port of Dubuque. Preliminary design includes 750
parking stalls and a transit stop for trolleys. Total project cost is anticipated to be approximately
$13 million, including $1 million in design services. This project has been included as part of the
city's Federal Strategy.
Street Improvements
Prior to 1995, the City spent $2.1 million each year on the street program. During the 11 -year
period from 1995 through the annually adopted five-year capital improvement program through
2006, the City now averages more than $7 million annually in the street program. This doesn't
include asphalt overlays by City crews. In that 11 -year period, more than 50 percent of city
streets will be resurfaced or reconstructed
8). Neighborhood Reinvestment Strategy
The City of Dubuque is strengthening its commitment to the quality of life in neighborhoods.
The comprehensive Neighborhood Reinvestment Strategy is a concentrated effort to revitalize
Dubuque's neighborhoods. The Neighborhood Development Specialist serves as a
communication link between the neighborhoods and various City departments and works to
make City resources more responsive to specific neighborhoods needs and problems. For
example:
• The Washington Neighborhood Association was formed in 2005 and is working closely
with property owners, residents, and the City of Dubuque to improve the quality of life for
the neighborhood through promotion of safety, property improvements and
enhancements of the neighborhood's assets. A comprehensive revitalization effort for
the Washington Neighborhood was launched in 2005. Significant city funds and local
financial institution funds were committed to promote home ownership and housing
rehabilitation. A private developer has undertaken a $5.3 million historic rehabilitation of
the former Casket Company. Development of a new neighborhood park is underway
adjacent to this development. A multi -cultural family center has opened, a new
downtown school complete with a neighborhood resource center is under construction.
• The Neighborhood Recreation Program is using the parks, churches, and schools to
bring youth recreation opportunities into targeted neighborhoods. Dubuque youth
participated in the City's After School Recreation Program at Prescott and Audubon
Schools, in the Open Gym Program, the City -sponsored Four Mounds Summer Day
Camp, Community Basketball League, and Play Time for Tots.
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• In 2005, 18 different grants were awarded to neighborhood associations and non-profit
organizations operating within the City's low- and moderate -income neighborhoods to
fund programs supporting youth and families such as family nights, mentoring/tutoring
programs, summer youth programs, and neighborhood beautification projects.
• The Five Points comprehensive neighborhood revitalization project is underway. The
project was designed to provide sufficient incentives to encourage all owners in the
neighborhood to rehabilitate their properties, to restore the appearance of the area to its
turn -of -the -century origins. The first HEART project home was completed and sold to a
first time homeowner family.
• Neighborhoods in the Jackson Park, West 11th Street and Langworthy Historic District
also received funding for streetscape capital improvements and improvements to the
West 11th Street steps.
Implementation of the Police Department's Community Oriented Policing Program (COP)
continues to have a positive impact on the neighborhoods. The COP officers are building
relationships in the community as they enlist the aid of other City departments to solve problems
within their neighborhoods through the building of trust relationships.
Neighborhoods have direct input into the allocation of Community Development Block Grant
Funds through the City's Community Development Advisory Commission.
In these and many other ways, the City joins in partnership with neighborhood organizations,
individual families, community organizations, human service agencies, and business
organizations, to nurture and improve the quality of life for all in our community.
9). Other Accomplishments
Arts and Culture
In 2004 City Council approved the recommendations of an Arts Task Force. Included in these
recommendations were 1) the establishment of an arts and cultural district through the State of
Iowa, 2) establishment of an Arts and Cultural Affairs Commission, 3) project grant funding and
4) operating funding. In December 2004 Dubuque was recognized as one of 8 cultural districts
in the State of Iowa and also established the Arts and Cultural Affairs Commission. In 2005 the
Commission recommended to City Council 9 small project grants amounting in approximately
$70,000 in funding. The Commission also recommended to City Council the distribution of
$200,000 in operational funding to support 12 local arts and cultural organizations.
Fiscal Responsibility
As public servants, City employees accept and honor the obligation to assure that the city's own
house is in order, so that employees can take pride in delivering quality City services at the
lowest possible cost. In 1995, Average Homeowner paid $522.65 for the city's portion of
property taxes, and in FY 2007, the average homeowner will pay $485.79, a 7.05% decrease or
a savings of $36.86.
On a larger scale, we are pursuing a mandate of the City Council to review all City services.
This process includes reviewing each operation's methods, effectiveness, and cost efficiencies,
compared to other options such as outsourcing, public-private partnerships, and incorporation of
new methods and technologies. This recently led to a private management firm operating Five
Flags.
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Fiscal Year 2006 reflected changes to City of Dubuque assessed valuations. Property
reappraisals were completed by the Dubuque City Assessor's office and went into affect
January 1, 2004. The Fiscal Year 2006 assessed valuation for the City of Dubuque is based on
the reappraised valuations. Residential property valuations increased an average of 6.2
percent, Commercial property valuations decreased by an average of 3 percent and Industrial
property valuations increased an average of 19.9 percent.
The City's portion of the property tax rate is recommended to have a decrease in property taxes
for the average homeowner of $18.83 (3.73%). This is a decrease from the cost to the average
homeowner in Fiscal Year 2006 of $504.62, down to $485.79. If this is adopted, it will be the
sixth decrease of the property tax impact on the homeowner in the last twelve years.
Technology Use
New technology is being adapted to increase operational efficiency in most City departments.
Some examples of this new technology include:
► An information -filled City of Dubuque web site that will make use of complaint -tracking
technology allowing an inquiry by the public to be followed through a department
► Wide area computer networking utilizing state-of-the-art fiber optic and wireless
communication systems providing for efficient information exchange;
► A multi-year plan to implement a computer-based Geographic Information System (GIS),
which will involve all City departments and partner applications with Dubuque County
and with local utilities and businesses;
► Implementation of permit tracking and complaint handling software;
► The equipping of police vehicles with mobile computers, permitting instant access to
state vehicle records and other law enforcement databases; and
► The use of document imaging to reduce storage space requirements and improve
access to City records, the creation of a web page; and
► Updating and continuation of the successful and efficient paperless agenda system; and
► Implementation of software tools and policies that will enable standard desktop
configurations throughout the City resulting in a highly maintainable and secure
computing environment.
► Implementation of GroupWise Email and calendaring software throughout the city. This
new software system will provide a more efficient means of scheduling meetings
involving city staff from multiple departments as well as schedule of city resources such
as meeting rooms and equipment.
► Implementation of PDA's (smart phones) to replace department manager's cell phones.
This equipment and software program will work in tandem with the GroupWise email and
calendaring software as well as serve as a cell phone for department managers who are
currently required to carry two separate devices.
The City of Dubuque is committed to delivering the highest quality of local government services
at the most reasonable cost. This is accomplished by planning to meet future needs, being
input -oriented, being problem solvers, and building partnerships.
FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007:
1. America's River
Complete close-out of America's River project and work with partners on next phase of
development.
• Shot Tower
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The Shot Tower Rehabilitation Project includes stabilization of the tower
structure, an archeological survey in and around the tower, construction of a non-
combustible interior stairway leading to the top of the tower for improved
maintenance access and increased stability, a new roof to prevent further
deterioration, and installation of protective barriers to safeguard the Shot Tower
from vehicular damage from rail cars and semi -tractor trailers that serve the
adjacent industrial use.
• Artwork
The City Council approved an annual $30,000 expenditure to place eleven
pieced of sculpture on the riverfront and rotated on an annual basis. The location
of the artwork is subject to final layout of remaining development parcels and it's
estimated for completion in 2006 as approved by the Vision Iowa Board.
• Transient Boat docks
This project provides for the creation of transient boat docks at the America's
River site, in the Ice Harbor. A federal permit is required as part of this process.
The City awarded a contract to The Abonmarche Group to provide feasibility
analysis on the location and number of transient boat docks located in the Ice
Harbor. City staff is working with the consultants, Port of Dubuque property
owners and the Corps of Engineers on the final design and installation method. A
preliminary design was selected for the Ice Harbor and a Tier 1 Boating
Infrastructure grant was received from the State. Additional work is being done
on a facility in front of the Brewery.
• Waterworks Park
Phase II including the hike/bike trail, fishing pier, two riverfront council rings and
landscaping is anticipated to begin in Spring 2006 and completed in Fall 2006.
2. Communications
Finalize installation of I -Net, which will connect 78 public facilities with fiber optics
through the Mediacom franchise agreement and participate in oversight committee made
of up I -Net participants to manage use of I -Net.
3. Economic Development
Economic Gardening
Work with local partners including Greater Dubuque Development Corporation,
Northeast Iowa Community College, Dubuque Main Street Ltd. and the Chamber of
Commerce to promote industrial, commercial and retail opportunities throughout the city
and in particular at Dubuque Technology Park, DICW and the Port of Dubuque.
Retail Expansion
Work with local partners including Greater Dubuque Development Corporation, Dubuque
Initiatives, Dubuque Main Street Ltd. to implement a retail recruitment effort for Dubuque
Community to increase our ability to attract retail buying power to our community versus
losing consumers to other communities.
Information Management
The City has made significant investment in the development of a quality Geographic
Information Systems (GIS) database. The city currently uses the GIS system in several
city departments including Engineering, Water, Planning Services and Information
Services. The GIS system contains critical parcel information such as parcel
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identification number, legal descriptions, square footage of land and buildings, zoning
classification, street names, center line and 2 -dimension contours of the city terrain. City
staff will be working with economic development partners to expand the existing system
to provide additional data layers that include accessed valuations, building permits,
traffic modeling, redistricting, re-precincting, census data and 3 -dimension modeling of
terrain contours for use in grading request and stormwater remediation issues. These
expanded uses will be valuable tools to expedite review of public and private
development within the city of Dubuque.
Pedestrian Wayfindinq Signage
As a continuation of the wayfinding signage program for Dubuque, the City is working
with representatives from the Convention and Visitors Bureau and Dubuque Main Street
Ltd. to develop a pedestrian signage program for citizens and visitors walking throughout
the downtown.
Community Marketing
Recommended in the budget is funding to implement a community marketing campaign.
This campaign will assist employers in recruiting employees to Dubuque as well as
provide an increased interest in Dubuque as a liveable community with many amenities.
4. Planned and Managed Growth
Annexation Study Update
Planning Services Planning Services staff coordinated data collection for the selected
consultant, Veenstra & Kimm. The study will be completed in early 2005.
Downtown Masterplan
Continue to coordinate with stakeholders in implementing the downtown master plan.
Update of Zoning & Subdivision Ordinances
Planning Services staff will coordinate with staff, a citizen advisory committee, and a
consultant to update the Zoning and Subdivision Ordinances. A final report is anticipated
in mid 2006.
5. Park Development
Work with the Arts and Cultural Affairs Commission on the creation of Avenue of the Arts
at the Port of Dubuque.
6. Housing and Community Development
Continue the comprehensive neighborhood revitalization strategy for the Washington
Street Neighborhood, encompassing a 55 square block area from 11'" to 22nd Streets.
This project will include emphasis on increased owner occupancies, intensified
rehabilitation -loan activities, targeted code enforcement, public improvement projects
and development of neighborhood leadership.
Completion of the HEART Project, which is a partnership including the Dubuque
Community School District, the Four Mounds Foundation, Four Oaks and the Housing
Trust Fund Commission.
Completion of acquisitions of 32nd Street homes, for expansion of the existing
stormwater detention basin, part of the Bee Branch Basin mitigation plan.
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Completion of the HUD -required 2006-2010 Consolidated Plan for the community
development program.
7. Transit and Parking
Work with representatives from the City of Dubuque, Greater Dubuque Development
Corporation, Chamber of Commerce, Dubuque Metropolitan Area Transit and Dubuque
Main Street Ltd. to seek state and federal funding for the construction of an intermodal
facility at the Port of Dubuque.
8. Neighborhood Reinvestment
Community Oriented Policing
Included in the budget is funding to establish a Community -Oriented Policy department
as a separate unit in the Police department commanded by a Police Captain.
Stormwater Management
In July 2001, HDR Engineering of Omaha, Neb., the consulting firm hired by the City to
produce the Drainage Basin Master Plan, presented its findings to City Council. The
study found over 1,150 homes and businesses are in the 100-yearfloodplain.
The Drainage Basin Master Plan studied two key areas: North Forth of Catfish Creek
and the Bee Branch Drainage Area. North Fork Drainage Basin Solution includes
providing additional storage upstream of the Northwest Arterial by excavation
(completed), increase channel capacity from Northwest Arterial to Pennsylvania Avenue
and increase the capacity of drainage at Rosemont and Keyway. Cost: $1.6 million.
The Bee Branch Solution includes constructing a 150 -foot wide, open channel floodway
to increase stormwater flow capacity for the 100 -year event. This is the most cost
effective solution to reduce the 100 -year flooding in the lower reaches of the Bee
Branch. Cost: $19.8 million.
Stormwater
The City has worked with Citizen Advisory Committee to identify and implement a
stormwater utility rate to fund necessary stormwater improvements and develop a
stormwater maintenance program. A Citizen Advisory Committee was also used to help
determine a recommendation for the Drainage Basin Master Plan. Included in this plan
is restoration of the Bee Branch Creek and a proposed alignment. A Bee Branch Creek
citizen advisory committee will work with the city staff and consultants to recommend a
final design. Other stormwater improvements included completion of the Carter Road
Detention Basin.
Staff is developing a program to provide ongoing maintenance of the city's existing
stormwater detention cells. Maintenance of these detention cells will allow them to
continue to operate at capacity and maintain their longevity as part of the overall
stormwater drainage system for the city of Dubuque.
A decrease in revenue projections from the Dubuque Racing Association over the next
five years will mean less capital resources in FY 2007-2011 to implement the Drainage
Basin Master Plan. This decrease in revenue will be replace with stormwater fee
increases over the next five years.
Street Program
Prior to 1995, the City spent $2.1 million each year on the street program. During the
11 -year period from 1995 through the annually adopted five-year capital improvement
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program through 2006, the City now averages more than $7 million annually in the street
program.
Administration and Operations
The City has worked with partners to stimulate development in downtown and the
riverfront. The result has been the creation of the $188 million dollar partnership known
as America's River. Planning for a $20 million expansion of the National Mississippi
River Museum and Aquarium is underway. Phase II will include exhibits on Rivers of the
world, an IMAX theater and outdoor amphitheater.
Additional development is possible on vacant parcels and presents an opportunity to
partner with property owners such as Dubuque Initiatives and others to create this
development. City staff will work with Dubuque Initiatives and others on retail
recruitment for the downtown and riverfront. Retail shopping is the #1 entertainment
option in the country. Commercial development provides both property tax and sales tax
returns to the City, County and School District. Included in the FY 2006 budget is funding
to Dubuque Initiatives for marketing the community with an emphasis on downtown
development. Also included is funding for graphic design services to develop a
comprehensive image campaign for the City of Dubuque to assist in marketing and
recruitment.
The City places a high priority on customer service and quality service to citizens. City
staff will be working with all city employees to provide ongoing customer service training
techniques that would provide skills to City employees to provide the best service to the
citizens of Dubuque.
9. Other
City Operational Reviews
The City will continue to work on the service reviews of all municipal departments.
Reviews were completed for Transit, and Operations and Maintenance. Reviews
currently underway include Health Services and Library. Reviews scheduled for
initiation this year include Fire, Disaster Services, Building Services, Legal, City Clerk,
Finance, Airport, and Engineering.
Laserfiche
Work with Information Services and city departments on the implementation of
Laserfiche (electronic document storage) throughout the city.
Enivis1On
Work with stakeholders in identifying the city of Dubuque's role in the implementation of
the ten projects by 2010 as selected by the citizens of Dubuque and the Envision
committee.
Safety
Work with local, State, Regional and Federal partners on continued training for city staff
to insure adequate preparation for all levels of disasters.
Library
$1.3 million is commited to the over $4 million renovation of the Carnegie -Stout Public
Library in downtown Dubuque.
Fire Department
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As the city continues to expand, analysis of service deliver and the strategic location of
resources will be critical.
Community Health Center
The city has been a partner is assisting in the planning and identifying State and Federal
funding to pursue a Community Health Center. $250,000 in funding for a Community
Health Center to be located inside the $5.3 million renovation of the former Casket
Company.
Airport
Transportation and Connectivity is one of the FY 2006 City Council priorities. Sustaining
and expanding air service is critical to the business community. The FY 2007 includes a
recommendation to contribute $250,000 towards a revenue guarantee to get another
hub for the Dubuque Regional Airport.
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DEPARTMENT/DIVISION: City Manager's Office
RESPONSIBILITY: Jerelyn O'Connor
Neighborhood Development Specialist
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Neighborhood Association Capacity Building
The Neighborhood Development Specialist facilitated the development of another neighborhood
organization in FY 2005 - the Washington Neighborhood Association. Formation of this
neighborhood association not only promotes grassroots -level citizen participation, it is an
important component in the overall Washington Neighborhood revitalization effort. There are
currently eleven neighborhood organizations in the City. These associations have actively
worked in cooperation with the City to improve the quality of life in their neighborhoods by
promoting community building, crime reduction, communication, beautification efforts, and
programs to support youth and families.
The specialist provides ongoing technical support at neighborhood association meetings and
events and is in attendance at nearly every neighborhood meeting and event. Assistance is
provided in planning for the neighborhood organizations, planning for neighborhood events and
programs, arranging speakers, follow up on issues raised, and communication with other city
staff to provide information and/or resolve issues.
The specialist has provided persons interested in organizing with an extensive resource manual
which provides information on everything from "reasons to organize" to sample by-laws. During
FY 2005, organizing information and assistance was provided to interested neighbors, property
owners, and church and school representatives in the Washington Neighborhood and South
Grandview area.
Through an emphasis on capacity building and personal empowerment in the neighborhoods,
neighborhoods now have direct input into the allocation of Community Development Block Grant
Funds. The Commission Development Advisory Commission membership includes
neighborhood leaders. Neighborhood leaders are frequent participants at the City Council
public hearings, Community Development Advisory Commission meetings and hearings, Zoning
Advisory and Historic Preservation Commission meetings. Several neighborhood association
leaders have also assumed positions on various city boards and commissions and have been
active members of citizen task forces.
Communication - Internal and External
Provide ongoing communication link with city services to eleven neighborhood associations.
Continued participation in Dubuque's Community Oriented Policing Internal Working Group—An
organization of representatives from throughout the City who meet monthly to creatively solve
neighborhood problems. Recent issues addressed by the internal group have included racial
tensions and alcohol-related college student behavior issues.
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Participation in a number of committees charged with making recommendations for various
issues facing neighborhoods such as the Downtown Master Plan Implementation Committee
and the Diversity Task Force.
Planning and Organizing Activities
Participated in the Downtown Master Plan Implementation Committee
Neighborhood Development Specialist was an active participant in the planning and
development of the new Multicultural Family Center which is serving an important function in the
downtown/Washington neighborhood community.
Participate in ongoing review with the Community Development Advisory Commission on
implementation of the consolidated plan to achieve the goals and objectives. Participate in
identifying needs and formulating strategies to address those needs for the new Five Year
Consolidated Plan.
Continue to participate on the Mississippi Valley Promise Steering Committee.
Assisted in the organization of the Crime Free Multi -Housing Landlord Training, which was
presented again in April 2005 to 30 Dubuque property owners and managers.
Led the City of Dubuque's educational/outreach effort to inform Dubuque's low and moderate
citizens about the benefits of the federal Earned Income Tax Credit Program. Outreach
included distribution of flyers to over 20,000 city utility customers as well as providing
information to parents of students in targeted locations, neighborhood associations, employers,
and area social service agencies.
Provides direct assistance to neighborhood associations and neighborhood non-profit
organizations in planning and organizing neighborhood events and programs such as the North
End's Neighborhood Resource Fair, Valley View Neighborhood Beautification Project, the
Summer Youth Enrichment Program, Lincoln School Early Dismissal After -School Program, and
the Historic Bluffs 11`" Street Steps Project.
Grants
Administered and promoted Neighborhood Grant Program encompassing 18 separate grants to
neighborhood associations and non-profit groups operating in the city's low and moderate
income neighborhoods. Funded projects included activities to support at -risk youth and
families, educational enrichment programs, neighborhood newsletters, and neighborhood
beautification projects and fairs.
During FY 2005, Historic Bluffs Neighborhood Association completed an improvements project
of the Historic 11th Street steps creating an outlook area, Langworthy neighborhood installed
flower planters throughout their neighborhood, and the North End Neighborhood partnered with
the Americorps Partners in Learning Program to provide enrichment activities for neighborhood
youth in the summer months.
Assisted various non-profit organizations with the preparation of grants for programs for youth
activities and neighborhood improvement projects. Also provided technical assistance to
neighborhood organizations and other neighborhood based non-profit organizations on grant
preparation for outside grants.
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Partnerships
Involvement with school/city/neighborhood/service provider partnership efforts to promote
community education. Neighborhood Specialist was a participant in the Downtown
Neighborhood Resource Center planning Committee. The new neighborhood resource center
will be built in partnership with the Dubuque Community School District's new downtown
elementary school.
The Neighborhood Development Specialist serves as a member of numerous boards and
community task forces:
Mississippi Valley Promise Steering Committee
Project Concern Board of Directors
Community Y Board of Directors
YWCA Board of Directors
Dubuque Community Advisory Panel Member
Dubuque Cultural Alliance
City of Dubuque Internal Working Group
Friends of the Community
Dubuque Community School District Career Technical Advisory Council
Earned Income Tax Credit Educational Task Force
Community Action Academy Planning Committee
Continuum of Care Advisory Board
Subcommittee of Human Rights Commission—Welcoming Newcomers
Diversity Task Force
Family Collaboration Group
FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007:
1. Implementation of near term objectives of Downtown Master Plan assigned to the
Neighborhood Development Specialist.
2. Facilitate the development of two additional neighborhood associations in the City of
Dubuque.
3. Facilitate the organization of a "Federation of Neighborhood Councils" as a forum to further
strengthen neighborhood associations and to provide a platform for addressing common
concerns among neighborhood associations and training opportunities for Neighborhood
leaders.
4. Continued participation on Steering Committee of Mississippi Valley Promise with intent of
establishing Dubuque as a Community of Promise.
5. Provide technical and organizing assistance to the newly organized Washington
Neighborhood Association as an important element of the Washington Neighborhood
Revitalization.
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DEPARTMENT/DIVISION:
RESPONSIBILITY:
City Manager's Office
Arts and Cultural Affairs
Jerelyn O'Connor
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS
In August 2002 the City Council identified Arts Policy and Funding as a priority during the
annual goal setting. The directive was to establish a task force to evaluate Arts and Cultural
activity in the community and develop a policy to promote and encourage Arts and Culture in the
community. In March 2003 an Arts and Culture task force was established and consisted of city
staff and representatives from the Dubuque Museum of Art, Dubuque County Historical Society,
Dubuque Symphony Orchestra, Dubuque Area Convention and Visitors Bureau, Grand Opera
House, Dubuque Main Street, and the Dubuque Cultural Alliance. The task force gathered
information on arts and cultural activities in the City and discussed ways in which the City
Council can support and encourage continuation of these activities.
This past year the Task Force submitted four recommendations to the City Council and
significant progress has been made.
1 The City Council established an Arts and Cultural Affairs Advisory Commission. This new
commission generated significant interest in the community as evidenced by the fact that 26
Dubuque citizens applied to the Council for appointment to the seven member commission.
2. An application was submitted to the State of Iowa to designate the Downtown Cultural
corridor as a Cultural and Entertainment District. This district was one of the initial eight
districts approved by the State of Iowa.
3. The City Council approved the establishment of an Arts and Culture Grant Program for
Special Projects with priority being given to new and expanded cultural arts programming.
During FY 2005, the Arts and Cultural Affairs Advisory Commission solicited applications for
this program. Applications were received from 13 different organizations. The Commission
recommended to City Council that the following organizations receive grants under this new
program: 1) the Dubuque County Historical Society received a $12,000 grant for the
Dubuque History Museum Project, 2) Fly -By -Night Productions received a $10,000 grant for
the musical Cabaret, 3) the Dubuque Symphony Orchestra received a $5,000 grant for the
Magic of Music Festival, and 4) the Dubuque Museum of Art received $3,000 for the Hands
on Gallery Enhancement project. In addition, the City provided $5,000 in funding for the
promotion of Winterfest in December 2004. Winterfest was the result of a number of arts
and cultural organizations partnering to promote a series of arts and cultural events held the
first weekend of December.
4. The City Council approved $200,000 in new funding for Arts and Culture for the FY 2006
budget. The Commission diligently worked to formulate its recommendation to the Council
on the best investment in the community to promote arts and culture. The Commission
recommended that the Council establish an Arts and Culture Operating Support Funding
Program. This program acknowledges that the arts and culture organizations play an
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important role in our region's economic development, contribute to the quality of life we all
enjoy, and providing funding will help sustain and insure long-term viability for existing
organizations and create a welcoming environment for new organizations. The Commission
established the application procedures and funding criteria for this program which was
approved by the City Council in May, 2005.
FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007:
1. Utilizing the Cultural Arts Goals of the Comprehensive Plan, facilitate goal setting process
with the newly created Arts and Cultural Affairs Advisory Commission to establish priorities.
2. Establish process for reviewing the effectiveness of the Special Projects Arts and Culture
Grant Program and the Arts and Culture Funding Program for Operating Support.
3. in cooperation with Dubuque Main Street, Ltd. and the State of Iowa, develop methods to
promote the Dubuque Downtown Cultural Corridor and to measure progress made to
increase the economic impact of culture, cultural workers, and related economic growth in
the District.
4. Investigate and make recommendations to the City Council on training and educational
opportunities for staff and newly appointed Commission.
5. To research funding opportunities to sustain existing arts and cultural offerings in the
community and to develop and expand the arts and culture environment.
6. Work with the Arts and Cultural Affairs Advisory Commission and the Dubuque Cultural
Alliance to plan a series of events to celebrate Arts and Culture Month in October 2006.
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DEPARTMENT/DIVISION City Manager's Office/Personnel
RESPONSIBILITY: Randy Peck, Personnel Manager
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Occupational Safety
• Pre-employment and random testing, as well as the required training, was provided to
employees covered by the Federal Drug and Alcohol Testing regulations.
• In accordance with OSHA regulations, the required training and certification activities were
conducted for confined spaces and blood borne pathogens.
Health Care Committee
In October of 1992, the City of Dubuque established a Health Insurance Task Force to assist in
identifying ways to contain the increase in the cost of providing health insurance in a
cooperative working environment with union, non -bargaining, and management representatives.
In February of 1995, the City received a grant from the Tri-State Health Care Coalition to
provide financial assistance in examining and working together on health benefit issues. The
assistance was primarily in the form of consulting services provided by Mr. Bill Hembree of the
Health Research Institute. The Health Research Institute is a non-profit, independent research -
based organization providing health care cost containment and health improvement policy
planning assistance to major private and public employers, unions, and coalitions. One of the
first assignments of the Task Force was to develop its Mission, Vision and Goal Statement.
Following completion of this task, the Task Force focused its efforts on removing health
insurance from the collective bargaining process. In February of 1996, the City Council and all
of the City's collective bargaining units approved an agreement that removed health insurance
from the collective bargaining process and placed it in the hands of the Joint Labor
Management Health Care Committee, which is the new name for the Health Insurance Task
Force. The Health Care Committee has implemented a wellness program, negotiated reduced
rates for the life insurance program, and achieved a significant savings in the prescription drug
program through higher drug discounts and reduced administration and dispensing fees. In
Fiscal Year 2003 the Health Care Committee reduced the cost of obtaining benefit consulting
services by selecting a new benefit consultant and obtained a savings in the prescription drug
program by introducing higher co -pays and a drug formulary for all employees with the
exception of employees represented by the Firefighter's Association. The Health Care
Committee's membership includes the Transit Union, Teamster's Union, Operating Engineer's
Union and Non -Bargaining Unit representatives. In Fiscal Year 2004, representatives of these
three unions and non -bargaining unit representatives agreed to discontinue payment by the City
of the single dental plan, exclude certain prescription drugs from coverage, increase co -pays in
the HMO Plan for office visits, in-patient hospital admissions, urgent care visits and emergency
room visits and replace the HMO and Indemnity Plans with a Point -of -Service Plan.
In Fiscal Year 2005, the Health Care Committee participated in a Request for Proposal process
for pharmacy benefit managers sponsored by the Iowa Employer Coalition. There was no cost
to the City to participate in the RFP process. Express Scripts, our current pharmacy benefit
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manager was selected as the pharmacy benefit manager for the Iowa Employer Coalition. As a
result of the Committee's decision, we will realize an estimated annual savings of $28,000 in the
prescription drug program. The change went into effect on September 1, 2004. The savings
are the result of reduced claim processing and dispensing fees and higher discounts and
formulary rebates.
Civil Service Test Preparation
Department managers were assisted in the preparation of a variety of tests for Civil Service
positions.
Collective Bargaining
All five contracts were open for negotiations this year. The settlements were consistent with the
City Council wage guidelines. In addition, all City employees began paying 10% of the premium
for Health and Prescription Drug Insurance on July 1, 2005. The Police Association settlement
also included replacing the HMO and Indemnity Plans with a Point -of -Service Plan and
increasing co -pays for office visits, in-patient hospital admissions, urgent care visits and
emergency room visits; discontinuing payment by the City of the personal premium for dental
insurance; and excluding certain drugs from coverage under the prescription drug plan.
FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007:
Health Care Committee
The Health Care Committee will continue to work toward accomplishing its goals and objectives.
The committee will be called upon to consider options to mitigate some of the increase in the
cost of providing health insurance. The Health Care Committee agreement expires on June 30,
2006.
Occupational Safety
The Safety and Health Committee will continue to meet on a regular basis to address a variety
of safety issues. In addition, an evaluation to determine our level of compliance with OSHA
standards will be performed by a loss control expert.
The required training and re -certification activities will continue as it relates to confined spaces
and blood borne pathogens. The appropriate types of testing and training will continue in order
to meet the requirements of the drug and alcohol testing regulations.
Collective Bargaining
In Fiscal Year 2006, four collective bargaining agreements will be open for negotiations.
Labor Management Committees
Opportunities to use labor management committees to address collective bargaining and
workplace issues will continue to be pursued.
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• Civil Service Testing
Assistance will continue to be provided to department managers in the preparation of tests for
Civil Service positions.
Customer Service Training
Continue with the customer service training program for City employees.
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DEPARTMENT/DIVISION:
RESPONSIBILITY:
City Manager's Office
Randy Gehl,
Public Information Officer
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Public Relations
The Public Information Office works to enhance communications and increase public awareness
about programs and services provided by the City of Dubuque. Through special events, public
service announcements, press releases, serving on boards and committees, and other
methods, City services, projects, and activities have been showcased and publicized. The City
of Dubuque's Speaker Bureau continues to provide City staff as speakers to the community -to
provide more information about City programs and services. The Facility Tour program
provides information to groups about City Hall and the Annex, in addition to the other City
departments.
Internal Communication
The Public Information Office coordinates orientation programs for new division and department
managers, as well as for new City Council members. More than a dozen retiring City
employees were presented with "Memory Books," in recognition of their work for the City of
Dubuque. All City employees receive the "Spirit Times" employee newsletter, which is
distributed with paychecks and edited by the Public Information Officer. The annual Employee
Recognition Luncheon, organized by the Employee Recognition Task Force, is held every April
in conjunction with City Expo and commends City employees for their contributions to an
effective and efficient local government. Employees are recognized for their years of service (in
five-year milestones) and given an employee gift. The luncheon features department and
division manager as the food servers on two separate shifts. For the second consecutive year,
the City invited retired City employees to join the Spirit lunch.
External Communication
The new "City News" newsletter, which began distribution in September 2004 as low-cost
alternative to City Focus, continued to be published every two months and was inserted into
utility bills. Nearly 21,000 copies are printed per issue for under $800.
In July, the City's first "State of the City and Annual Report" was published and distributed with
the Sunday, August 7, Telegraph Herald and Wednesday, Aug. 10, TH Extra for a near 100 -
percent saturation within the city limits. This four-color, 12 -page publication included a Mayor's
Message; City Council Vision, Goals and Priorities; summary of National Recognition; City
Manager's Message; a "Masterpiece in the Making" article contrasting the Dubuque of today
with that of the early 1980s; a "Maintaining Fiscal Responsibility" section with benchmarks and
FY2006 fees and rates; and a "How the Money is Spent" page which explained the City's total,
operating, and capital budgets.
The "City Focus" publication was reinstituted this fiscal year and will be published three times
per year - quarterly, with the exception of summer when the "State of the City and Annual
Report" is published. The Fall 2005 issue was distributed with the Sunday, October 30,
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Telegraph Herald and the Nov. 2 TH Extra. This 8 -page, four-color magazine contained
information on the Five Flags renovation and Municipal Services Center construction; City
Manager's Article on the Municipal Communication Utility Referendum; Federal Building
Acquisition; Q&A on Street Assessments; "Medicare and You" Sessions; Disaster
Preparedness; Holiday Tag Distribution; and a City Employee Profile. Subsequent issues will
be published in January and April.
Media Relations
The Public Information Office provides a central contact for all media inquiries and information -
seeking, and acts as a liaison between media and interview requests. Press releases
concerning City services, updates, and announcements are issued on a regular basis.
Additionally, the Public Information Officer routinely contacts local media to keep up-to-date
media contact lists, and to determine immediate and future information needs.
Telecommunications Issues
Dubuque's cable television franchise agreement with Mediacom was renewed in April and went
into effect on June 5, 2005. The Public Information Officer worked closely with the Cable
Franchise Administrator and City Manager in coordinating the dissemination of information
related to the franchise renewal.
The City hired Vernon Research Group, in partnership with Virchow Krause & Company and
Columbia Telecommunications Corp., to conduct an in-depth and objective market and
technology feasibility study of the creation of a municipal communications utility. The study was
conducted over the summer and included an analysis of residential, business, not-for-profit, and
government usage of various communications as well as random, in-depth telephone interviews
with more than 500 Dubuque residents regarding their current and future telecommunications
(telephone, television, and internet) needs. The results were shared at a Sept. 6 City Council
meeting.
In mid-August, the City Council, in response to a petition, requested that the Dubuque County
Commissioner of Elections place a question of the authorization of the City of Dubuque to
establish a municipal communications utility on the general election ballot to be held Nov. 8,
2005. Extensive media coverage focused on the issue through the election.
Partnerships/Committees
The Public Information Office continues to work closely with the Greater Dubuque Development
Corporation, Dubuque Area Chamber of Commerce, and the Dubuque County Historical Society
on projects. Additionally, the Public Information Officer serves on the America's River marketing
committee, which is focused on attracting leisure and convention travelers to the Port of
Dubuque.
The Public Information Officer also served on the America's River Festival planning committee.
Additionally, the Public Information Officer serves on the Convention and Visitors Bureau
Advisory Board and the Prosperity Eastern Iowa Marketing Committee (ECIA).
Awa rds/Acknowledgements
This was another successful year for awards and acknowledgements bestowed on the City of
Dubuque, its staff and staff of partner agencies.
• In March 2005, the National Trust for Historic Preservation named Dubuque one of
America's "Dozen Distinctive Destinations" for 2005, an annual list of unique and lovingly
preserved communities in the United States. Dubuque was selected from nearly 80
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destinations in 44 states that were nominated by individuals, preservation organizations
and local communities.
• In September 2005, the Port of Dubuque redevelopment project was awarded the 2005
Phoenix Award for brownfield redevelopment for EPA Region 7, which includes Iowa,
Kansas, Missouri, and Nebraska. The application was submitted by the City of Dubuque
and its environmental project engineer, Terracon. The Port of Dubuque project poster
was also awarded the "People's Pick Award" at the Brownfields 2005 conference in
Denver in November.
• The City of Dubuque was named "Employer of the Year" by Dubuque American Legion
Post 6 for support of City employees activated and deployed in Guard and Reserve
Units.
• In June 2005, Dubuque was named one of "10 Great Places to Discover Midwest
Charm" by USA Today.
• The 1,000 Friends of Iowa organization awarded Dubuque its "Best Development
Award" for the America's River Project
Special Events
The Public Information Officer coordinated several special events, often in conjunction with
other departments and partner agencies. Many of these events acknowledged a significant
milestone for a project, or provided information about a department initiative. These events
included:
• Washington DC Legislative Trip — February 2005
• America's River Festival — May 2005
• Washington D.C. Congressional Staff Visit — August 2005
• Senator Grassley's International Ambassador Tour Dinner—August 2005
• Municipal Services Center Ribbon -Cutting, Employee Open House, and Public Open
House — October 2005
• Revitalize Dubuque: Washington Neighborhood Kick -Off Event — June 2005
• HEART Program Open House — July 2005
• City Expo and Spirit Lunch — April 2005
• Environmentally Friendly Lawn & Garden Fair— February 2005
• "Medicare and You" Information Sessions — November 2005
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FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007:
Public Awareness
The Public Information Office will continue to enhance communication programs and increase
public awareness about City of Dubuque activities, programs, and services. The office will
continue to seek out local, state, and national awards recognizing superior service and
innovative departmental programs. Expanding community partnerships and improving
communication with residents continues to be priority.
New Staff
Due to the retirement of Cable Franchise Administrator Merrill Crawford in July, a search is
currently underway for a Cable Television Coordinator. The restructured position includes an
increased emphasis on the development of new programming for CityChannel8 and the
oversight of the construction of the I -Net. A search is also currently underway for a GIS
Coordinator/Analyst. This new position will also report to the Public Information Officer and is
responsible for the supervision, development, use, and maintenance of the City's Geographic
Information System, and coordinates the aforementioned duties with other City departments,
partners to City projects, other government groups and private sector businesses and the
Greater Dubuque Development Corporation.
The successful integration of these two new staff members will be a vital initiative for FY2006
and 2007.
Web Site
• The official City of Dubuque web site is an important tool for information dissemination. A
comprehensive redesign, extensive updates, and new functions -- including in e -government
activities such as bill paying, on-line registration, feedback devices, and video streaming of City
Council meetings — are planned for FY2007. These services will simply enhance — not replace
— existing face-to-face services offered by phone or personal visits to a particular department.
•
Promotion of City Services
The city of Dubuque provides a variety of services, programs and opportunities for citizens and
potential citizens of Dubuque. City staff will work with partners to develop quality marketing
materials showcasing Dubuque services. Included in this effort will be the development of a
long-term approach to marketing our community and developing an image campaign for
Dubuque. Additionally, a modification or redesign of the City of Dubuque logo will be completed
to coincide with this image campaign.
Citizen Survey
The guiding management principles for the city of Dubuque include being problem solvers,
building partnership and input -oriented. Included in these principles is the role of citizens in
providing ideas and information on city government. City staff will work to develop ways to
survey citizens and give them opportunities to provide input and feedback on the services the
City provides.
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CITY MANAGER'S OFFICE
Budget Highlights
FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change
Actual Adopted Amended Recom'd from Adopted
Employee Expense 998,383 1,099,558 1,102,136 1,089,914 -0.9%
Supplies and Services 196,991 525,118 556,646 522,318 -0.5%
Machinery and Equipment 2,447 5,850 5,850 22,701 288.1%
Total 1,197,821 1,630,526 1,664,632 1,634,933 0.3%
Resources
Administrative OH Recharges
& Reimbursements 348,522 303,647 303,647 235,604 -22.4%
CVB Loan Repay & Funding for
Arts/Cultural Affairs 29,656 247,700 253,700 248,244 0.2%
Cable TV Charges 92,965 116,945 116,945 180,422 54.3%
CDBG Charges 92,674 94,648 96,826 101.326 7.1%
Total 563,817 762,940 771,118 765,596 0.3%
Property Tax Support 634,004
Percent Increase (Decrease)
867,586 893,514 869,337 1,751
0.2%
Decision Package Summary
Management
1 of 4
This decision package would provide for part-time secretarial position (20 hours per week) to provide
staff services for Neighborhood Development, increased volume of work with the Commissions,
assistance with the quarterly City Focus, increased award application submittals, special projects,
phone calls and citizen inquiries. This decision package also includes a new computer and chair for
this position and the realignment of existing office partitions and work surface space and the installation
of new work surfaces in the City Manager's Office. The additional space is needed to accommodate
additional support staff.
Related Cost: $14,101 Tax Funds- Non -Recurring
Related Cost: $15,265 Tax Funds- Recurring
Property Tax Impact: +$.0171/+.17%
Activity: Management
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Recommend - Yes
•
•
•
2 of 4
This decision package would allow for Management Team members (6) to attend the Faces and Voices
Diversity Conference. The benefit to the community would be to keep the City's department/division
managers up-to-date on useful information on how to better serve the citizens of Dubuque.
Related Cost: $570- Tax Funds - Recurring Recommend - Yes
Property Tax Impact: +$.0003/+.00%
Activity: Management/Budget/Personnel/Public Information/Arts & Culture
3 of 4
This decision package would provide for a color printer in the City Manager's Office. The need has
grown for color printouts, such as maps, presentations and pictures, for City Council, partners and
citizens. Recurring costs would be a maintenance agreement and toner.
Related Cost: $3,368 Tax Funds- Non -Recurring
Related Cost: $600 Tax Funds- Recurring
Property Tax Impact: +$.00231+.02%
Activity: Management
Recommend - No
4 of 4
This decision package would provide for the addition of a part-time Management Intern (3 months full-
time and 9 months part time -1,480 hours) to provide research and support for projects. Examples
include legislative issues, budget performance measures, award applications, grant research, and
neighborhood initiatives. Options would be to run this program through the Local Government
Management Fellows ICMA Program or recruit MPA students from either the University of Kansas,
Iowa State University, and University of Nebraska. This decision package also includes a computer,
chair, and office supplies.
Related Cost: $28,425 Tax Funds- Recurring
Related Cost: $ 4,050 Tax Funds- Non -Recurring
Property Tax Impact: +$.0189/+.19%
Activity: Management
Personnel
Recommend - No
1 of 3
This decision package would provide for a new workstation in the Personnel Secretary's office.
Approving the request would avoid needed repairs and make the work area more efficient.
Related Cost: $2,000 Tax Funds- Non -Recurring
Property Tax Impact: +$.0012/+.01%
Activity: Personnel
Recommend - Yes
2 of 3
This decision package would provide for an enhancement to the City's website. Applicants are
currently able to obtain a copy of the City's employment application online; however, they are not able
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to complete the application online. This decision package would provide for making the necessary
revisions to our website to allow applicants to complete the employment application online.
Related Cost: $600 Tax Funds- Non -Recurring
Property Tax Impact: +$.0003/+.00%
Activity: Personnel
Recommend - Yes
3 of 3
This decision package would provide for the funding of a Tuition Reimbursement program. The Tuition
Reimbursement program was discontinued two years ago due to budget constraints. The Tuition
Reimbursement program provides financial assistance to employees who participate in coursework or
degree studies that reasonably relate to their current job responsibilities or possible future City
assignments.
Related Cost: $10,000 Tax Funds- Recurring
Property Tax Impact: +$.0058/+.06%
Activity: Personnel
Significant Line Items
Employee Expense
Recommend - No
1. FY 2007 employee expense reflects a 3.5% wage package increase and the 2nd year of
employees contributing 10% towards their health insurance premium.
2. The City wide Unemployment Insurance expense in the general fund was previously budgeted
under the City Manager's -Personnel activity, but most of this charged out to the department
spending unemployment insurance. The City Manager -Personnel activity Unemployment
Insurance was budgeted at $30,000 in FY 2006 and has been decreased to $12,000 in FY
2007, with the remaining $38,000 shifted to the departments historically using this expense.
3. Effective September 2003, the City discontinued employer sponsored dental coverage except
for Police. The insurance premium charge is projected to increase from $71,348 in FY 2006 to
$102,796 in FY 2007 to reflect the voluntary participation of employees in the dental plan.
Deductions from compensation will offset 100% of this insurance premium. This is no longer
budgeted, but reimbursements from employees will offset the premium expense in FY 2007.
Supplies & Services
Personnel
4. Miscellaneous Services has been increased and Education and Training has been decreased by
$9,000. This represents the 2"d year of a 5 year program for Customer Service Training that
was approved in FY 2006.
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• Arts and Cultural Affairs Activity
5. This was a new activity funded in FY 2005 providing $200,000 (2n° year) financial support for
Arts and Culture in the community through a grant program, this appeared in City Council
budget in FY 06.
6. The CVB's 10 year loan repayment of $35,000 (3rd year) is dedicated to the Arts and Cultural
Affairs activity for operating grant funding.
City Manager's Office
7. Data Processing Service has increased from $4,538 in FY 2006 to $5,206 in FY 2007 (15%) to
reflect maintenance costs for the addition of the City wide Groupwise email and calendaring
software and service contract.
8. Travel related to conferences has increased from $10,500 in FY 2006 to $12,750 in FY 2007 to
allow the City Manager and Assistant City Manager to attend the ICMA Annual Conference,
IaCMA Summer Conference, Iowa Municipal Management Institute, and for the City Manager to
attend the NLC fall and spring Meeting and the Assistant to attend one regional conference.
9. Education and Training has decreased from $13,600 in FY 2006 to $10,390 in FY 2007 to
reflect projected educational courses to be attended by the City Manager, Assistant City
Manager and Office Manager. Included in this budget is $2,700 to allow two Department
Manager's to attend Dale Carnegie training.
• 10. The Pay to Other Agency is budgeted at $3,500 and represents special event grants. This
expense was added in FY 2006 through a budget amendment.
Budget Activity
11. City Council will continue to receive the budget document in paper copy and on CD and it will be
on file with the City Clerk and Library in both forms and on the City's website. A few stock
copies will be kept on file for the larger Departments or special requests, and individuals can
request a free CD copy. The printing and binding of the document is completed internally. This
was part of the FY 2004 budget cuts.
Public Information
12. Miscellaneous operating supplies expense of $8,480 covers food and decorations for City Expo,
film supplies, and miscellaneous audio/visual products.
13. Promotion expense of $2,800 remains the same as FY 2006 and covers City Expo radio/print
advertising.
14. In FY 2006, improvement packages were approved for reinstating the distribution of the City
Focus quarterly newsletter ($26,700) and a new line item was added for graphic design services
($25,000). This was funded in FY 2006 with general fund, but in FY 2007 has been shifted to
the Cable TV funded Public Information activity.
• 15. Printing and Binding of $22,300 includes funds for the printing of six City Newsletters for
insertion in with the utility bills which matches the six week billing cycle and the quarterly City
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Focus. The balance of Printing and Binding expense covers Speakers Bureau brochures, City
Service Directories, various public information pamphlets, and City Expo related printing.
16. Postage expense of $18,862 includes funds for mailing of the City Focus and other
miscellaneous mailings. It reflects a 9.4% increase in postage rates.
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City offuque
Recommended Capital Improvement Program Summary
Fiscal Year 2007-2011
PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 TOTAL PAGE
CITY MANAGERS OFFICE
Community and Economic Development
Neighborhood Grants CDBG Grant $ 27,748 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 127,748 446
General Government
Geographic Information System DRA Distribution $ 34,500 $ - $ 25,000 $ - $ 25,000 $ 84,500 447
Website Redesign and Enhancement Cable TV $ 105,000 $ - $ - $ - $ - $ 105,000 448
Total $ 167,248 $ 25,000 $ 50,000 $ 25,000 $ 50,000 $ 317,248
0
DEPARTMENT/DIVISION: City Manager's Office
ACTIVITY: Management
GOAL
Plan, organize and manage all activities of the City organization so as to provide leadership in
the implementation of policies and programs with the result that the goals and objectives are
achieved with an optimal use of resources.
DESCRIPTION
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 Iowa for all
personnel functions, enforcements of all laws, advising the City Council, delivery of City
services, supervision of all construction contracts, financial management and conducting the
general business affairs of the City. The Management Activity is staffed by the City Manager,
Assistant City Manager, Budget Director, Office Manager, and Secretary, and is located on the
second floor of City Hall.
SERVICE OBJECTIVES
1. To utilize the Guiding Principles of the Management Philosophy:
a) team members should take advantage of the valuable input that can be provided
by citizens and employees for departmental decision making;
b) team members' approach to issues should be to focus on what can be done to
solve the problem; and
c) team members can be more effective by developing partnerships with other
departments and outside organizations.
2. To appropriately initiate, refine, and continue programs, activities, and initiatives to
improve organizational wellness. Organizational wellness is defined as:
a) effectiveness of the organization in reaching its goals and objectives and
performing its mission; and
b) satisfaction of the members of the organization with their lives within the
organization.
3. To provide management, coordination, and direction to City departments and divisions in
accomplishing assigned responsibilities by meeting with department and division
managers on a regular basis, communicating City Council policies and City Manager
expectations, and establishing uniform Administrative Policies.
4. To represent the City in various economic development efforts and initiatives.
5. To maintain good working relationships with boards and commissions.
6. To inform the public of activities, problems, and issues through press releases, speakers
bureau engagements, City Focus articles, community meetings, budget information
meetings, and availability to the news media.
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City Manager's Office Management
M
•
To actively seek public input to the Fiscal Year 2007 budget preparation process by
holding at least one public input meeting during December 2005.
8. To assist the City Council in overseeing operations by continuing to advise on matters of
importance to the City government and community.
9. To establish a fiscal policy for preparing the Fiscal Year 2007 Operating Budget and
Fiscal Year 2007-2011 Capital Improvement Program (CIP) by recommending budget
preparation policy guidelines to the City Council during December 2005.
10. To provide a management plan for accomplishing City Council policies by preparing and
recommending the Fiscal Year 2007 Operating Budget based upon written objectives,
established performance measures and alternative funding levels by the first week in
January 2006.
11. To respond to citizen inquiries through a citizen complaint, referral and follow-up
procedure and initiating a response to most inquiries within twenty-four hours.
12. To identify issues facing the City, formulate responses and communicate these to the
City Council through agendas and briefing material for all regular and special meetings
three days prior to each meeting.
13. To assist the City Council in meeting City government physical development objectives
by presenting a recommended five-year Capital Improvement Program during January
2006.
14. To evaluate efforts toward implementing policies and meeting objectives.
15. To provide comprehensive administrative support to facilitate and improve operations by:
a) developing Administrative Policies and procedures;
b) conducting regular staff meetings with Department Managers' Team and
Management Team;
c) following up and coordinating Council referrals and special projects;
d) coordinating and monitoring projects and assignments which cross departmental
lines;
e) conducting research, drafting and reviewing resolutions, ordinances, and memos
for the City Council;
f) maintaining department managers' pending items lists, Council goals and
priorities status report, and calendar of events/meetings for City Council and City
administration;
g) scheduling City Council work sessions; and
h) scheduling joint meetings of City Council with legislators, boards and
commissions, and others.
16. To improvement the productivity and efficiency of operations by continuing
organizational development and team building with emphasis on development of
supervisory staff, improved intra and interdepartmental effectiveness through the use of
Employee Involvement Teams and maintenance of management skills and processes.
Team building efforts are directed at improving the effectiveness of the organization. It
does this by building trust, encouraging team work, removing organizational and
interpersonal barriers, which block effective accomplishment of objectives, improving
internal communications and building management and interpersonal skills and
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City Manager's Office Management
capability (group process, conflict management, time management and communication
skills).
17. To obtain information and new ideas relating to City service delivery systems, solving
problems, and state and federal legislation and municipal policy by subscribing to
various professional periodicals, purchasing books and attending meetings of the Iowa
League of Cities, Iowa City Management Association and International City/County
Management Association.
18. To provide liaisons with the Chamber of Commerce, Operation: New View, Convention
and Visitor's Bureau, Dubuque Racing Association, Greater Dubuque Development
Corporation, Dubuque Main St. Ltd., and other community organizations by representing
the City at meetings and serving on various boards and committees, which promote the
best interest and image of the City.
19. To assist the City Council in representing the City of Dubuque at the state and national
levels by actively participating in meetings of importance, preparing a state legislative
program and reviewing and commenting on state and federal legislation and regulations.
20. To provide for the continued professional development of the City Manager and
Assistant City Manager by providing for membership in the International City
Management Association.
21. To provide publications for distribution to the City Council and departments.
22. To provide clerical and general office support for the Management, Budget,
Neighborhood Development, Public Information, and Arts and Cultural activities..
23. To keep City employees informed of significant events and happenings of interest by
collecting, preparing and distributing a biweekly employee newsletter.
24. To investigate and adopt office technology which will increase and improve the
collection, analysis, and dissemination of management information and the production of
correspondence reports and other written materials.
25. To help shape the future of Dubuque by being responsive to the findings of the
Comprehensive Plan, in accordance with City Council goals and priorities.
26. To improve human relations in the community by working with the Human Rights
Commission to:
a) maintain a dialogue between people of color and the City administration;
b) better understand the needs, problems and concerns of people of color;
c) receive input and feedback on City programs;
d) voice the City's opposition to acts of prejudice, bigotry and intolerance and to
speak out for equality, fairness and justice for all our citizens and visitors; and
e) develop, recommend and/or sponsor programs and activities to increase public
awareness of issues and concerns of people of color.
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City Manager's Office Management
• DEPARTMENT/DIVISION: City Manager's Office
ACTIVITY: Budget
GOAL
Promote the fiscal soundness and viability of government operations through the budget
process and to provide leadership in planning, organizing and managing the operating and
capital budget functions.
DESCRIPTION
The Budget Director is appointed by the City Manager and is responsible for providing
assistance in the fiscal management functions of City government including operating budget
and five-year Capital Improvement Program development, monitoring and controlling the
operating and capital budgets, and undertaking special studies as required.
SERVICE OBJECTIVES
1. To assist the City Manager in preparation and control of the operating budget by:
a) providing the analysis of department/division objectives, performance measures
• and alternative funding levels necessary for sound budget decisions; and
b) maintaining a current overview of available fund balances to insure the monies
necessary to support a one-year operating budget estimate, a five-year capital
budget estimate and a working cash reserve are preserved.
2. To monitor the annual operating budget for expense and revenue patterns, reporting
major variances, estimating year-end balances to maximize use of uncommitted
balances, and undertaking a five-year operating budget projection to provide a
framework for the fiscal policy guidelines and five-year Capital Improvement Plan.
To prepare the forms, tables and explanations required for publication of the proposed
budget prior to public hearing, preparing the documents necessary for the City Council's
review and adoption of the budget, and preparing the documents necessary to certify the
property tax levy for Fiscal Year 2007 to the County Auditor by March 15, 2006.
4. To encourage productivity efforts in City government by:
a) participating in the team building process and training;
b) disseminating information on new techniques/technology that may provide a
means to improved efficiency/effectiveness of City operations; and
c) utilizing innovative budgeting techniques which improve the resource allocation
process and provide the City Manager and City Council with the best possible
decision-making tools.
5. To identify budget issues common to the larger cities in Iowa and address these by
• actively participating in quarterly Budget Forum meetings to:
a) maintain close working relationships with other cities' budget personnel;
City Manager's Office Budget
—111—
b) provide the mechanism for large city input to the City Finance Committee,
League of Iowa Municipalities and state agencies; and
c) share information on budgeting techniques and state and federal actions
impacting city budgets.
6. To initiate response to budget -related inquiries for the public, City Council and City
administration within twenty-four hours of receiving such inquiries.
7. To submit the City of Dubuque budget documents to the Government Finance Officer's
Association distinguished budget presentation awards program. This is the highest
recognition in governmental budgeting for an entity.
City Manager's Office Budget
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•
•
•
DEPARTMENT/DIVISION: City Manager's Office
ACTIVITY: Personnel
GOAL
Administer a centralized personnel program that will meet the needs of all departments as well
as provide leadership in planning, organizing, and managing the activities of the Personnel
Office.
DESCRIPTION
The Personnel Activity has responsibility for carrying out all activities essential to the effective
administration of the personnel function. The Personnel Activity has direct responsibility for
administering the position classification and pay plan; assisting operating departments in the
areas of recruitment, selection, placement and training of employees; representing the City in
collective bargaining with five employee unions and administering union contracts; maintaining
centralized personnel records; and administering all benefits. The Personnel Activity is staffed
by the Personnel Manager, Personnel Assistant and Secretary and is located on the first floor of
City Hall.
SERVICE OBJECTIVES
1. To provide management, coordination and direction of the Personnel Office in
accomplishing assigned responsibilities by:
a) communicating City Council and City Manager policies and priorities;
b) establishing annual objectives and providing assistance/feedback as necessary;
c) coordinating inter and intradepartmental work programs;
d) keeping the City Manager informed on progress/problems and anticipated
timeliness on high-priority projects; and
e) encouraging the personal and professional growth of employees through training
programs and active membership/involvement in their professional organizations.
2. To insure fair, equitable and uniform treatment of bargaining unit employees and to
insure uninterrupted City operations by:
a) providing a centralized service of union contract and personnel manual
interpretation and administration, including assistance in grievance handling on
an ongoing basis;
b) representing the City in negotiations with its certified bargaining units and
concluding the bargaining process by March 14, 2007;
c) conducting informational meetings to discuss contract changes with the
appropriate department and division managers.
3. To insure proper pay for non -bargaining unit employees by administering the position
classification and pay plan and performing job audits within thirty days of receipt of a
request.
City Manager's Office
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4. To assist in developing efficient and effective City operations by:
a) screening applicants and providing departments with lists of qualified candidates
for various positions; and
b) conducting background checks on applicants referred by department managers
($3,650).
5. To insure employee confidence in the personnel function by initiating fair, direct and
consistent responses to employee inquiries within twenty-four hours.
6. To promote and provide a safe and healthy work environment for all employees and to
reduce the cost related to workers' compensation claims by:
a) providing monthly loss analysis reports to all departments;
b) providing safety training and on-site safety and health inspections of City facilities
and operations by a loss control expert ($2,500); and
c) conduct quarterly meetings with the Health and Safety Committee.
7. To reduce the City's liability in unemployment insurance compensation claims by:
a) reassigning seasonal employees whenever possible to avoid the continued hiring
of seasonal employees in some departments while they are being laid off in other
departments;
b) instructing supervisors in correct separation procedures;
c) responding to claims for unemployment compensation in a timely manner;
d) representing the City at fact finding and appeal hearings; and
e) verifying all charges made to the City's unemployment insurance account.
To provide for unemployment insurance to meet state requirements ($50,000).
9. To provide counseling to City employees with particular emphasis on career
advancement opportunities for minorities and women.
10. To meet the requirements of the City's Affirmative Action Plan by insuring that equal
employment opportunities are provided to all applicants and employees.
11. To attract and retain qualified employees by providing leadership and general
administrative support for an efficient personnel program by providing ancillary activities
such as clerical support, personnel records management and coordination of retirement,
pension and insurance benefits.
12. To assist in minimizing the annual turnover rate by:
a) providing advice and assistance to department managers and supervisors on
appropriate discipline and grievance procedures;
b) obtaining information on employee job satisfaction and needs through exit
interviews of individuals leaving City employment; and
c) providing information to employees on rules and regulations and employee
benefits.
13. To meet statutory requirements for impasse procedures by providing for the City's share
of fact-finding and arbitration costs.
14. To better meet the information and decision-making needs of personnel management by
refining and enhancing the computerized personnel system and utilizing a network
computer for daily information retrieval and update.
City Manager's Office
-114- Personnel
•
15. To continue the Employee Assistance Program by providing a purchase of service
agreement ($5,432.50) for technical assistance, assessment, training and educational
activities. The Employee Assistance Program is a confidential and professional
resource available to employees who may be experiencing behavioral or health
problems such as alcoholism, drug dependency and emotional, legal, financial,
gambling, family and marital problems. The Employee Assistance counselor's help
employees identify behavioral and health issues, refer them to the proper community
agencies for help and provide support and follow-up activities.
16. To continue the service agreement with Gallagher Benefit Services, Inc. ($24,100) to
assist us in monitoring the performance of our medical indemnity, life, weekly disability,
dental and prescription drug insurance programs. The services provided will include
consultation, analysis of claims experience, and implementation of benefit changes,
negotiations with insurance companies and third party administrators and preparing
insurance plan documents.
17. To fund a flexible benefit plan to allow employees to set aside each year a portion of
their salary on a pre-tax basis to purchase dental and health insurance coverage,
dependent -care services, and certain health care services that is not paid for by the
City's insurance plan.
18. To meet the State of Iowa, Insurance Division, requirements by purchasing the services
of a certified actuary to conduct a financial analysis of the self-funded health insurance
plans to determine the adequacy of the health insurance reserve ($900).
• 19. To implement the federal drug testing standards by entering into an agreement with the
Iowa Association of Municipal Utilities to obtain drug testing services ($9,411).
•
20. To continue with the Customer Service Training Program for 1/5 of the employees
($9,000).
21. To continue providing travel accident insurance to Department Managers, Assistant
Department Managers, Division Managers and members of the City Manager's staff - a
benefit that has been provided since 1989 ($1,000).
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Response time to employee
information requests (hours)
Completion date of collective
bargaining
Response time to job audit
requests (days)
City Manager's Office
24 24 24
3/06 9/06 3/07
30 60 30
-115- Personnel
DEPARTMENT/DIVISION: City Manager's Office
ACTIVITY: Public Information
GOAL
The Public Information Office works to enhance communication and increase public awareness
about the activities, programs, and services provided by the City of Dubuque. Primary
audiences include Dubuque citizens, City of Dubuque government employees, community
organizations, volunteers, volunteer agencies, partners, news media, and governmental
associations.
DESCRIPTION
The Public Information Officer is responsible for managing the City's communication strategy,
goals, objectives, and program implementation for internal and external audiences. The Public
Information Officer works with the City Manager, City Departments and Division staff, and
related committees to develop and implement public relations and marketing strategies.
The Public Information Officer researches, outlines and writes news releases and other public
information, citizen education and City-wide promotional materials; establishes and maintains a
photograph library of City operations; compiles and maintains up-to-date lists of non-traditional
media outlets in Dubuque; compiles reports on the public information and citizen education
efforts of the City; prepares for publication and distribution the City-wide newsletter and edits the
City employee newsletter; participates in the planning, conducting and evaluating of citizen
surveys, employee surveys and similar activities monitoring citizen concems and perception of
their local government; periodically shares with City employees the various efforts and
successes of the City and its departments in public information pieces and through other
means; maintains positive relationships with outside organizations, citizens and the media;
performs professional design, production and layout of public information documents using the
applicable software; coordinates the City of Dubuque Speakers Bureau, and City facility tours;
plans the annual boards and commissions dinner and City -sponsored special events;
supervises the activities of the Cable Television Division; coordinates the City Expo; assists in
developing and coordinating the City's website; assists departments in the preparation of grant
and award applications, staging open houses and other departmental public events; assists City
departments in the design and wording of plaques, awards, certificates, proclamations and other
forms of recognition and awards for employees and citizens; advises department managers on
the techniques for maintaining good public and personal relations with the media and preparing
for public interviews, speeches and presentations; provides PowerPoint presentations and
keeps the City Manager's PowerPoint presentations updated, reviews and updates employees
on public relations and communications techniques and strategies.
SERVICE OBJECTIVES
1. To ensure Dubuque citizens, volunteers, neighborhood associations, partners, and
community organizations are kept well informed of local government activities by:
City Manager's Office Public Information
-116-
•
a) implementing public relations service objectives;
b) customizing public relations and communication plans for City departments and
divisions;
c) publishing a City News newsletter to be inserted in utility bills six times per year,
an Annual Report published once per year, and a City Focus
newsletter/magazine published three times per year;
d) planning special events, open houses, and activities;
e) researching, writing and publishing public information materials including news
releases, pamphlets, brochures, articles, and departmental requests.
2. Utilize local media and community organizations to promote City projects.
3. Facilitate development of department and division publications.
4. To provide public relations counsel to the City Manager, Assistant City Manager, and
departments/divisions in facilitating open communication and improving relationships
within the community to provide quality and timely customer service.
5. To develop and produce special events to highlight local government activities and build
community spirit and celebrate success.
6. To update Public Information Office strategies and tactics to reflect priorities, goals, and
objectives identified by the City Council and City Manager.
III 7. To utilize news media, publications, Internet and CityChannel8 to disseminate
information.
8. To facilitate media relations, crisis communication, and other public information training
for the City's Management Team.
•
9. To manage and promote the Speakers Bureau Program and Facility Tour Program.
10. To develop and implement informative, high-quality public affairs programming for
CityChannel8, the City government access cable channel by working with the Cable
Television Division and Assistant City Manager.
11. To ensure that City employees are kept well-informed of local government programs and
projects through communication efforts by:
a) continuing to edit/proof the biweekly employee newsletter, the Spirit Times;
b) offering new employee orientations of City departments;
c) continuing to work with employees to provide public relations counsel;
d) developing partnerships throughout the City organization to enhance knowledge
of City priorities, projects, and communication; and
e) being an active member of Department Managers' Team and Management
Team.
12. To recognize employee accomplishments by:
a) serving on the Employee Recognition Task Force;
b) encouraging and assisting departments to nominate their programs for national
and state association award recognition;
City Manager's Office Public Information
—117—
c) encouraging City departments to recognize their employees for outstanding
performance; and
d) recognizing retiring employees with a "Memory Book."
13. To apply for honors and awards highlighting city initiatives, projects, services, and staff.
14. To develop and facilitate employee orientation program and receptions for Department
and Division Managers, at the direction of the City Manager.
15. To develop and facilitate a City Council Orientation Program as requested by the City
Manager.
16. To work with the Assistant City Manager, City Clerk and Corporation Counsel to develop
and implement an annual training program for City of Dubuque Board and Commission
members.
17. To develop and maintain community partnerships as directed by City Manager with
Prescott Early Childhood Center, and other schools as requested.
18. To serve as staff liaison to develop itineraries and host programming for delegate visits
from our sister cities in Handan, China, and Pyatigorsk, Russia.
19. To attend and participate in America's River marketing and planning meetings.
20. To refer volunteers to appropriate departments and to monitor the Volunteer Quest
website, an effort coordinated by the Iowa State University Extension Office.
21. To work with Information Services to monitor, update and improve the City of Dubuque's
website.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL BUDGET ACTUAL REVISED RECOM'D
City Focus quarterly newsletter
(issued in July, October,
January, April)
(Copies per issue)
6 issues
4 4
21,000 32,000 31,000
City News bi-monthly
newsletter mailed with utility
bills 6 6 6 6
(Copies per issue) 21,000 21,000 21,000 21,000
Spirit Times (Editor) (Biweekly
employee newsletter)
News releases
Other publications for public
information
26 26 26 26 26
48 65 40 60
2 2 4 5
City Manager's Office Public Information
-118-
• FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL BUDGET ACTUAL REVISED RECOM'D
Special events
Ribbon Cuttings, receptions,
etc. 18 20 15 20
•
•
Award Applications attempted 10 8 8 10
City Speakers Bureau
presentations
Facility tours
"Memory Books" for retiring
employees
8 15 3 6
6 10 8 6
10 15
City Manager's Office Public Information
-119-
DEPARTMENT/DIVISION: City Manager's Office
ACTIVITY: Neighborhood Development
GOAL
Develop strong neighborhoods by empowering neighborhood associations and residents to
identify and address quality -of -life partnerships with the City.
DESCRIPTION
This Activity helps neighborhoods to organize and to develop the resources needed to create
and maintain a vital community. The Neighborhood Development Specialist works closely with
citizens to determine the priorities of each neighborhood and to collaborate in finding the best
way to meet those priorities. This approach focuses on citizen involvement, leveraging
resources, and establishing positive relationships through communication. This Activity is
staffed by the Neighborhood Development Specialist.
SERVICE OBJECTIVES
1. To initiate a planning and goal -setting process with neighborhood associations with the
goal of increasing the effectiveness of the neighborhood associations.
2. To coordinate the implementation of the City's neighborhood investment strategy by
facilitating collaboration between departments, neighborhoods and community
organizations, human service agencies and the business community; helping to organize
and involve citizens; promoting neighborhood self-help programs; and undertaking
related projects.
To develop usable guides to assist citizens in planning, organizing and carrying out
neighborhood projects.
4. To produce and distribute a newsletter to inform neighborhood leaders, City
departments, and other interested parties about neighborhood activities and resources.
5. To review and revise the City's neighborhood grant programs in collaboration with the
Community Development Advisory Commission and neighborhood groups.
6. To assist other City departments in planning and implementation of projects and
programs to strengthen neighborhoods.
7. Facilitate the organization of a "Federation of Neighborhood Councils" to receive input
from neighborhood leadership, foster communication between neighborhood
associations, identify issues of common concerns, and strengthen all neighborhoods.
8. Provide technical assistance and a communication link to neighborhood associations by
attending their meetings and events.
City Manager's Office
-120- Neighborhood Development
• 9. Participate in ongoing review with the Community Development Advisory Commission
on implementation of the consolidated plan to achieve the goals and objectives.
10. Participate in the City of Dubuque Internal Working Group — representatives throughout
the City organization who meet regularly to creatively solve neighborhood problems.
11. Promote and administer the Neighborhood Grant Program, which provides funding for
neighborhood improvement projects for neighborhood associations and non-profit
organizations.
12. Participate with other city staff in planning efforts for implementation of stormwater
management improvements.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Neighborhood leadership
training sessions
Facilitate Neighborhood
Association planning process
1 2 2 2
2 2 2 2 2
Neighborhood projects 21 22 20 25 25
• Neighborhood newsletters
produced 4 4 4
Neighborhood guides written 1 1 1 1 1
Cross -departmental projects 9 12 8 12 12
Neighborhood organizations
assisted 10 11 12 12 12
•
City Manager's Office
-121- Neighborhood Development
DEPARTMENT/DIVISION: City Manager's Office
ACTIVITY: Arts and Cultural Affairs
GOAL
To enrich the quality of life for Dubuque's citizens and to build the community of Dubuque
through arts and cultural programs by developing visibility, funding, audiences, information, and
partnerships. The cultural arts not only enrich our experiences, the arts educate us about the
world we live in. Goals are to promote, educate and create awareness for arts and cultural
activities in the Dubuque community, to develop and increase the market for arts and cultural
activities in the Dubuque Community, to facilitate and convene partnerships for arts and cultural
activities, and to develop and allocate funding for arts and cultural activities in the Dubuque
community.
DESCRIPTION
This activity provides support to the city's arts and cultural affairs activities. It includes program
development and administration activities. This activity will promote and encourage programs to
further public awareness of, accessibility to, participation in and support for the artistic and
cultural development of the City. The activity provides administrative support to the Arts and
Cultural Affairs Advisory Commission. The Commission will make recommendations to the City
Council regarding the establishment of arts and cultural policies and programs, the expenditure
of City funds on arts and cultural activities and the implementation of programs. This activity is
staffed by the Neighborhood Development Specialist (.10 FTE). This activity is located on the
second floor of City Hall.
SERVICE OBJECTIVES
1. To provide administrative support to the Arts and Cultural Affairs Advisory Commission
by:
a) analyzing proposals and presenting oral and written staff reports to the
Commission;
b) aiding the commission in presenting recommendations to the City Council;
c) distributing agendas, minutes, and staff reports to the Commission prior to all
regular meetings and subcommittee meetings;
d) recording, drafting and distributing minutes for the commission at their next
regular meeting and to the City Clerk and City Manager.
e) preparing items for the City Council agenda
f) preparing notices to the news media and other interested parties prior to all
meetings; and
g) organizing, preparing, publicizing and conducting public meetings, forums,
workshops, and information sessions.
2. To coordinate the implementation of the city's arts and cultural programs by facilitating
collaboration between city departments and community organizations.
City Manager's Office Arts & Cultural Affairs
-122-
To give prompt attention to all citizen inquiries by initiating an immediate response in a
courteous and professional manner.
4. To solve problems, obtain new and creative ideas; strive for constant professional
improvement by attending appropriate conferences and educational opportunities.
5. To contribute to the City's public information program by providing information for City
News and City Channel 8.
6. To promote and administer the Arts and Culture Grant Program which provides funding
to non-profit arts organizations to encourage the development of new or expanded arts
and cultural programs in the Dubuque Community.
7. To review and revise the City's Arts and Culture Grant Program in collaboration with the
Arts and Cultural Affairs Advisory Commission and local arts and cultural organizations.
8. To coordinate with Dubuque Main Street Ltd on reporting to the State of Iowa on the
activities and impact of the Downtown Dubuque Cultural Corridor.
9. To research funding opportunities to sustain existing arts and cultural offerings in the
community and to develop and expand the arts and culture environment.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Arts and Cultural Affairs
Advisory Commission
Commission Meetings
Commission subcommittee
Meetings
Cultural Alliance meetings
Prepare staff reports for
Commission
Promote Arts Grant Program
and Receive applications
Review grant applications
8 12 12 12
NA 6 4 4
4 6 8
11 20 20 20
13 15 24 24
13 10 24 24
Prepare grant contracts,
monitor payments and
performance 5 10 21 19
City Manager's Office Arts & Cultural Affairs
—123—
Recommended Operating Expenditure Budget by Department
72 - CITY MANAGER'S OFFICE
Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
100 61010 FULL-TIME EMPLOYEES 538,576 550,704 649,608 681,891
260 61010 FULL-TIME EMPLOYEES 56,270 57,748 54,766 56,783
290 61010 FULL-TIME EMPLOYEES 58,607 45,831 60,309 68,359
100 61020 PART-TIME EMPLOYEES 0 0 0 13,302
820 61020 PART-TIME EMPLOYEES 1,229 6,760 0 0
100 61030 SEASONAL EMPLOYEES 62 2,532 4,457 8,113
820 61030 SEASONAL EMPLOYEES 0 0 0 871
100 61050 OVERTIME PAY 3,166 3,218 1,581 3,000
290 61050 OVERTIME PAY 625 417 0 0
100 61091 SICK LEAVE PAYOFF 4,041 0 0 0
100 61092 VACATION PAYOFF 9,040 0 0 0
290 61092 VACATION PAYOFF 1,070 2,577 0 0
100 61310 IPERS 31,977 32,240 37,986 40,960
205 61310 (PERS 792 0 0 0
260 61310 (PERS 3,235 3,321 3,149 3,265
290 61310 IPERS 3,406 2,659 3,468 3,931
820 61310 IPERS 0 298 0 50
100 61320 SOCIAL SECURITY 39,088 38,816 46,044 48,572
260 61320 SOCIAL SECURITY 4,274 4,388 4,190 4,344
290 61320 SOCIAL SECURITY 4,444 3,665 4,613 5,230
820 61320 SOCIAL SECURITY 94 517 0 67
100 61410 HEALTH INSURANCE 79,555 77,809 90,304 96,660
260 61410 HEALTH INSURANCE 9,927 9,927 9,081 9,720
290 61410 HEALTH INSURANCE 13,071 9,762 11,604 12,420
860 61410 HEALTH INSURANCE 624 0 0 0
100 61411 INSURANCE PREMIUM 0 135,140 71,348 0
860 61411 INSURANCE PREMIUM 15,739 15,606 0 0
880 61411 INSURANCE PREMIUM 26,532 24,189 0 0
860 61412 ACTUAL EXPERIENCE 4,636,770 5,117,710 0 0
880 61412 ACTUAL EXPERIENCE 273,962 398,074 0 0
100 61413 ADMINISTRATION COSTS 6,311 7,384 6,754 9,058
860 61413 ADMINISTRATION COSTS 112,492 109,983 0 0
880 61413 ADMINISTRATION COSTS 23,842 0 0 0
860 61414 INSURANCE, SPC. STOP LOSS 303,000 341,832 0 0
100 61415 WORKMENS' COMPENSATION 466 1,150 1,841 2,339
260 61415 WORKMENS' COMPENSATION 49 49 183 191
290 61415 WORKMENS' COMPENSATION 47 52 196 199
100 61416 LIFE INSURANCE 609 594 1,240 1,383
205 61416 LIFE INSURANCE 195 276 0 0
260 61416 LIFE INSURANCE 65 65 104 114
290 61416 LIFE INSURANCE 80 58 114 137
820 61416 LIFE INSURANCE 0 0 0 2
100 61417 UNEMPLOYMENT INSURANCE 0 - 0 30,000 12,000
290 61417 UNEMPLOYMENT INSURANCE 7,715 2,326 0 0
100 61655 CAR ALLOWANCE 5,617 5,702 5,753 6,063
-124-
Recommended Operating Expenditure Budget by Department
72 - CITY MANAGER'S OFFICE
Fund Account Account Title
100 61660 EMPLOYEE PHYSICALS
290 61660 EMPLOYEE PHYSICALS
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
1,065
0
286
132
740
125
740
150
61 - WAGES AND BENEFITS 6,277,729 7,013,798
1,099,558 1,089,914
100
260
290
100
260
290
100
290
100
290
100
260
290
100
260
290
100
• 290
290
100
290
100
260
290
100
100
860
100
100
260
290
100
290
100
260
290
100
290
100
260
290
100
62010
62010
62010
62030
62030
62030
62050
62050
62061
62061
62090
62090
62090
62110
62110
62110
62130
62130
62140
62170
62170
62190
62190
62190
62201
62202
62204
62206
62208
62208
62208
62240
62240
62310
62310
62310
62320
62320
62340
62340
62340
62360
OFFICE SUPPLIES
OFFICE SUPPLIES
OFFICE SUPPLIES
POSTAGE AND SHIPPING
POSTAGE AND SHIPPING
POSTAGE AND SHIPPING
OFFICE EQUIPMENT MAINT
OFFICE EQUIPMENT MAINT
DP EQUIP. MAINT CONTRACTS
DP EQUIP. MAINT CONTRACTS
PRINTING & BINDING
PRINTING & BINDING
PRINTING & BINDING
COPYING/REPRODUCTION
COPYING/REPRODUCTION
COPYING/REPRODUCTION
LEGAL NOTICES & ADS
LEGAL NOTICES & ADS
PROMOTION
SUBSCRIPTIONS -BOOKS -MAPS
SUBSCRIPTIONS -BOOKS -MAPS
DUES & MEMBERSHIPS
DUES & MEMBERSHIPS
DUES & MEMBERSHIPS
PUBLIC OFFICIAL LIAB INS
OFFICERS BOND
REFUNDS
PROPERTY INSURANCE
GENERAL LIABILITY INSURAN
GENERAL LIABILITY INSURAN
GENERAL LIABILITY INSURAN
MISCELLANEOUS
MISCELLANEOUS
TRAVEL -CONFERENCES
TRAVEL -CONFERENCES
TRAVEL -CONFERENCES
TRAVEL -CITY BUSINESS
TRAVEL -CITY BUSINESS
MILEAGE/LOCAL TRANSP
MILEAGE/LOCAL TRANSP
MILEAGE/LOCAL TRANSP
EDUCATION & TRAINING
6,372 6,548
254 48
64 207
6,804 4,767
143 184
2,118 1,874
1,013 1,159
6,288
269
1,000
22,723
600
2,250
1,480
120 0 0
4,680 4,419 4,681
1,311 1,252 1,309
1,592 3,233 22,830
775 260 1,800
9,103 3,696 12,000
7,331 6,860 6,846
168 176 200
1,401 608 1,450
4,350 1,801 1,746
0 4,668 0 0
905 1,638 2,800 2,800
4,990 10,612 8,221 11,206
0 252 150 150
3,060 2,569 3,296 3,606
0 0 50 50
400 350 450 450
0 0 504 1,000
692 2,671 2,700 2,700
105 0 0 0
84 96 100 109
3,561 4,561 4,419 4,983
381 404 0 0
743 882 922 980
902 1,147 3,455 5,704
205 349 175 181
35 5,451 15,975 19,225
25 1,412 300 300
569 181 1,750 3,000
3,366 3,465 7,855 5,976
155 50 210 210
705 1,824 1,066 1,933
0 101 0 200
685 257 450 500
1,486 21,636 24,207 11,725
7,475
269
500
5,634
600
18,862
1,271
0
5,349
1,483
4,121
1,000
22,300
7,055
200
1,500
1,985
-125-
Recommended Operating Expenditure Budget by Department
72 - CITY MANAGER'S OFFICE
Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted
Expense Expense Budget
260
290
880
100
260
290
100
100
100
100
260
290
100
100
290
820
860
100
290
860
290
260
100
100
265
100
100
260
62360
62360
62360
62421
62421
62421
62660
62663
62669
62671
62671
62671
62697
62716
62716
62716
62716
62731
62731
62731
62734
62755
62756
62761
62761
62764
62765
62834
EDUCATION & TRAINING
EDUCATION & TRAINING
EDUCATION & TRAINING
TELEPHONE
TELEPHONE
TELEPHONE
DATA PROCESSING
SOFTWARE LICENSE EXP
PROGRAMMING
MISC. OPERATING SUPPLIES
MISC. OPERATING SUPPLIES
MISC. OPERATING SUPPLIES
LABOR RELATIONS
CONSULTANT SERVICES
CONSULTANT SERVICES
CONSULTANT SERVICES
CONSULTANT SERVICES
MISCELLANEOUS SERVICES
MISCELLANEOUS SERVICES
MISCELLANEOUS SERVICES
SPEAKERS/PROGRAMS
LEADERSHIP TRAINING
SPIRIT RELATED EXPENSE
PAY TO OTHER AGENCY
PAY TO OTHER AGENCY
LOANS
GRANTS
SERVICES FROM PLANNING
75 0
125 0
0 49
3,451 3,591
231 250
1,099 548
3,783 2,287
926 16
0 0
6 0
516 431
5,942 7,339
0 4,567
0 50
0 0
0 0
25,325 22,506
22,102 16,603
7 0
6,743 5,400
10,061 0
0 666
7,149 7,156
28,935
10,000
0
0
12,884
522,512 224,946
(7,743)
0
1,317
350,000
0
13,000
62 - SUPPLIES AND SERVICES
FY 07 Recomm'd
Budget
1,200 1,500
350 350
0 0
3,845 4,821
240 790
1,250 1,250
2,011 2,222
0 309
500 0
450 450
516 300
8,000 8,480
2,000 3,000
49,500 20,000
0 25,000
1,000 0
0 0
21,725 28,361
2,000 2,000
0
0
5,000
11,004
35,000
0
0
200,000
13,000
0
0
5,000
10,393
38,500
0
0
200,000
13,000
820 63313 LESS SERVICE FD CHARGES
(1,155)
525,118
522,318
0
0
63 - ADMIN/OVERHEAD/STORES GAR
(1,155) (7,743)
0
0
100 71110 MISC. OFFICE EQUIPMENT
100 71111 DICTATION EQUIPMENT
100 71119 FAX MACHINE
100 71123 SOFTWARE
290 71123 SOFTWARE
100 71124 MICRO -COMPUTER
260 71124 MICRO -COMPUTER
100 71156 FURNITURE
100 71211 DESKS/CHAIRS
290 71211 DESKS/CHAIRS
100 71214 FILES
100 71224 PARTITIONS
100 72417 CAMERA RELATED EQUIPMENT
0
0
0
0
0
0
0
0
0
0
85
0
0
417
0
695
0
1,135
0
0
0
0
200
0
0
0
0
0
0
0
0
3,500
0
1,000 0
850 2,000
0 0
0 0
0 13,401
500 0
0
300
0
600
0
2,700
3,700
-126-
Recommended Operating Expenditure Budget by Department
72 - CITY MANAGER'S OFFICE
0 Fund Account Account Title
•
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget
Budget
71 - EQUIPMENT
85 2,447 5,850 22,701
72 - CITY MANAGER'S OFFICE TOTAL
6,799,171 7,233,448 1,630,526 1,634,933
-127-
Recommended Operating Expenditure Budget by Department
0 -NONE
Fund Account Account Title
440 62713 LEGAL SERVICES
440 62721 FINANCIAL CONSULTANT
440 62731 MISCELLANEOUS SERVICES
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
4,856
7,487
3,380
14,742 0
18,892 0
8,275 0
0
0
0
62 - SUPPLIES AND SERVICES
15,723 41,909 0 0
200 91100 TO GENERAL
205 91100 TO GENERAL
250 91100 TO GENERAL
255 91100 TO GENERAL
400 91100 TO GENERAL
100 91249 TO SWISS VALLEY TIF
100 91265 TO UDAG REPAYMENTS
100 91300 TO STREET CONSTRUCTION
250 91300 TO STREET CONSTRUCTION
255 91300 TO STREET CONSTRUCTION
100 91360 TO GENERAL CONSTRUCTION
440 91360 TO GENERAL CONSTRUCTION
100 91370 TO GOLF CONSTRUCTION
100 91390 TO AIRPORT CONSTRUCTION
100 91400 TO DEBT SERVICE
100 91600 TO TRANSIT
100 91700 TO VISION IOWA CONSTR FD
440 91700 TO VISION IOWA CONSTR FD
255 91710 TO SANITARY SEWER CONST
440 91710 TO SANITARY SEWER CONST
100 91720 TO STORM SEWER CONST
440 91720 TO STORM SEWER CONST
440 91730 TO PARKING CONSTRUCTION
440 91740 TO WATER CONSTRUCTION
267,755 339,826 367,274
2,434,974 2,047,479 1,591,816
0 4,381,406 69,000
20,571 0 15,000
0 0 9,308
0 524 0
0 200,000 0
883,890 0 0
1,253,300
2,002,068
366,796
2,029,593
0
22,800
0
0
0
0
675,000 387,131 150,000
89,156 748,234 210,000
0 520,000 0 0
0 7,174,636 7,170,750 0
8,787 0 0 0
0 46,724 0 0
718,514 1,331,915 0 0
793,119 945,686 710,543 923,384
2,325,358 1,178,065 0 0
914,343 157,798 0 0
0 33,658 207,500
0
0 0
879,882 156,662 0
2,081,123 3,472,468 2,900,000
0 0 1,100,000
0 0 0
162,000
2,480,000
228,000
1,900,000
560,000
400,000
91 - TRANSFER TO 14,583,684 22,751,003
15,276,556 9,432,573
0- NONE TOTAL
14,599,407 22,792,912 15,276,556 9,432,573
-128-
Date: 1/10/06
FY 2007 Recommended Departmenterating Budget Summary By Activity
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
CITY MANAGER'S OFFICE
72100
MANAGEMENT
WAGES AND BENEFITS
371,203
405,358
438,559
476,594
SUPPLIES AND SERVICES
398,700
82,889
93,204
99,070
EQUIPMENT
0
417
925
16,401
FUND: GENERAL ACTIVITY TOTAL FOR: MANAGEMENT 769,903 488,664 532,688 592,065
72200
DESKTOP PUBLISHING
WAGES AND BENEFITS
16,429
2,326
0
0
SUPPLIES AND SERVICES
405
97
0
0
FUND: CABLE TV ACTIVITY TOTAL FOR: DESKTOP PUBLISHING 16,834 2,422 0 0
72300
PUBLIC INFORMATION
WAGES AND BENEFITS
63,470
55,662
133,844
145,990
SUPPLIES AND SERVICES
34,565
24,004
96,463
90,034
EQUIPMENT
0
1,335
4,500
0
FUND: GENERAL ACTIVITY TOTAL FOR: PUBLIC INFORMATION 98,035 81,000 234,807 236,024
I
N
co
I
72400
BUDGET
WAGES AND BENEFITS
134,724
102,694
104,816
120,475
SUPPLIES AND SERVICES
8,613
6,834
17,232
13,292
EQUIPMENT
85
0
425
0
FUND: GENERAL ACTIVITY TOTAL FOR: BUDGET 143,421 109,528 122,473 133,767
72500
ARTS AND CULTURAL AFFAIR
WAGES AND BENEFITS
0
0
7,941
8,267
SUPPLIES AND SERVICES
0
29,656
240,000
240,072
FUND: GENERAL ACTIVITY TOTAL FOR: ARTS AND CULTURAL AFFAIRS 0 29,656 247,941 248,339
72700
HUMAN RESOURCES
WAGES AND BENEFITS
224,135
364,589
342,925
264,171
SUPPLIES AND SERVICES
31,280
38,235
55,044
56,641
EQUIPMENT
0
695
0
2,600
FUND: GENERAL ACTIVITY TOTAL FOR: HUMAN RESOURCES 255,415 403,519 397,969 323,412
72710
HEALTH INSURANCE
WAGES AND BENEFITS
4,019,181
4,639,255
0
0
SUPPLIES AND SERVICES
31,025
27,906
0
0
FUND: HEALTH ACTIVITY TOTAL FOR: HEALTH INSURANCE 4,050,206 4,667,162 0
INSURANCE RESERVE
0
72720
WORKER'S COMPENSATION
WAGES AND BENEFITS
324,336
422,263
0
0
SUPPLIES AND SERVICES
0
49
0
0
Date: 1110106
FY 2007 Recommended Department Operating Budget Summary By Activity
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
FUND: WORKERS' COMP ACTIVITY TOTAL FOR: WORKER'S COMPENSATION 324336 422,312 0 0
INS RESERVE
72730
DENTAL INSURANCE
WAGES AND BENEFITS
78,752
25,462
0
0
SUPPLIES AND SERVICES
105
0
0
0
FUND: HEALTH ACTIVITY TOTAL FOR: DENTAL INSURANCE 78,857 25,462 0 0
INSURANCE RESERVE
72740
HUMAN SERVICE, BENEFITS
WAGES AND BENEFITS
987
276
0
0
FUND: TRUST & AGENCY ACTIVITY TOTAL FOR: HUMAN SERVICE, BENEFITS 987 276 0 0
72750
PRESCRIPTION DRUGS
WAGES AND BENEFITS
946,260
888,015
0
0
SUPPLIES AND SERVICES
1,043
0
0
0
FUND: HEALTH ACTIVITY TOTAL FOR: PRESCRIPTION DRUGS 947,303 888,015 0 0
INSURANCE RESERVE
72760
WEEKLY DISABILITY
WAGES AND BENEFITS
24,432
32,400
0
0
FUND: HEALTH ACTIVITY TOTAL FOR: WEEKLY DISABILITY 24,432 32,400 0 0
INSURANCE RESERVE
11
72800
NEIGHBORHOOD DEVELOPME
WAGES AND BENEFITS
73,821
75,498
71,473
74,417
SUPPLIES AND SERVICES
15,569
16,816
23,175
23,209
EQUIPMENT
0
0
0
3,700
FUND: COMMUNITY ACTIVITY TOTAL FOR: NEIGHBORHOOD DEVELOPMENT 89,389 92,314 94,648 101,326
DEVELOPMENT
DEPARTMENT TOTAL FOR: CITY MANAGER'S OFFICE 6,799,118 7,242,732 1,630,526 1,634,933
•
Recommended Operating Revenue Budget by Department
72 - CITY MANAGER'S OFFICE
Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
860 43110
880 43110
860 53201
880 53201
820 53530
100 53550
860 53550
880 53550
100 53551
860 53551
860 53552
860 53561
100 53605
205 53605
100 53620
260 53620
265 59100
100 59610
100 59630
100 59640
100 59670
100 59940
INVESTMENT EARNINGS
INVESTMENT EARNINGS
REFUNDS
REFUNDS
SPECIALIZED SERVICES
SELF INSURANCE PREMIUMS
SELF INSURANCE PREMIUMS
SELF INSURANCE PREMIUMS
SELF INS. PREM. COBRA
SELF INS. PREM. COBRA
SELF INS. PREM. RETIRES
STOP LOSS RCV. SEPCIFIC
MISCELLANEOUS REVENUE
MISCELLANEOUS REVENUE
REIMBURSEMENTS -GENERAL
REIMBURSEMENTS -GENERAL
FR GENERAL
FR WPC OPERATING
FR PARKING OPERATING
FR WATER UTILITY
FR REFUSE COLLECTION
FR DMASWA
30,939
17,704
1,000
1,198
0
0
5,025,569
118,946
0
244,230
812
246,760
34
3
2,880
227
0
73,910
12,289
56,670
43,527
17,070
28,728
16,096
0
110
0
131,817
4,858,708
302,921
6,436
210,565
0
249,035
10
21
4,420
360
10,000
71,140
11,829
54,546
41,895
16,430
0
0
0
0
1,000
71,348
0
0
0
0
0
0
0
0
0
0
0
84,020
13,971
64,422
49,482
19,404
0
0
0
0
990
0
0
0
0
0
0
0
0
0
0
0
0
85,224
14,172
65,345
50,191
19,682
72 - CITY MANAGER'S OFFICE TOTAL 5,893,769 6,015,066 303,647 235,604
-131-
Recommended Operating Revenue Budget by Department
0 -NONE
Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
100 41105 CURRENT TAXES
200 41105 CURRENT TAXES
205 41105 CURRENT TAXES
400 41105 CURRENT TAXES
100 41110 TAX ON AGRICULTURAL LAND
100 41120 PRIOR YEAR TAXES
200 41120 PRIOR YEAR TAXES
205 41120 PRIOR YEAR TAXES
400 41120 PRIOR YEAR TAXES
100 41520 MOBILE HOMES TAX
100 41525 HOTEL/MOTEL TAX
100 41530 SALES TAX, LOCAL OPTION
100 42335 MAQ VALLEY ELEC FRANCHISE
100 42340 GAS FRANCHISE FEE
100 42345 ELECTRIC FRANCHISE FEE
100 43105 INTEREST, LOANS
100 43110 INVESTMENT EARNINGS
255 43110 INVESTMENT EARNINGS
400 43110 INVESTMENT EARNINGS
440 43110 INVESTMENT EARNINGS
440 43130 ACCRUED INTEREST
100 43405 PRINCIPAL, LOANS
250 45505 ROAD USE TAX
100 45510 BANK FRANCHISE TAX
100 45781 M & C REPLACEMENT, COUNTY
100 45783 MILITARY SERV TAX CREDIT
400 45783 MILITARY SERV TAX CREDIT
255 51911 SIDEWALK LIENS
255 52101 PRINCIPAL PAYMENTS
255 52102 INTEREST & PENALTIES
100 53605 MISCELLANEOUS REVENUE
440 54210 GO BOND PROCEEDS
440 54220 BOND DISCOUNT
400 59100 FR GENERAL
100 59200 FROM TORT LIABILITY
100 59202 FR EMPLOYEE BENEFITS FUND
100 59205 FR TIF -INDUSTRIAL CENTER
100 59210 FM DICW TIF
100 59240 FR DOWNTOWN TIF
100 59242 FM ICE HARBOR TIF
100 59245 FR TIF -ICE HARBOR
205 59299 FR FIRE PENSION ACCUM
255 59300 FR STREET CONSTRUCTION
13,022,324 13,734,814 14,233,125 14,858,234
267,755 339,484 367,274 366,796
2,334,974 2,035,737 1,591,816 1,944,593
277,325 236,361 0 0
6,258 6,365 7,926 5,531
8,708 16,622 0 0
152 342 0 0
1,275 2,982 0 0
431 336 0 0
28,643 29,998 28,643 29,998
1,314,114 1,383,660 1,570,602 1,570,602
3,569,959 3,496,941 3,926,955 3,926,955
3,230 20,657 22,000 23,342
370,796 492,808 440,000 591,370
408,687 767,091 770,000 866,813
24,696 22,778 20,754 18,620
601,745 682,409 450,000 590,000
51,095 17,333 0 0
3,414 1,725 500 0
31,514 11,679 0 0
1,616 0 0 0
34,874 36,793 38,816 40,951
4,806,295 4,798,667 4,874,467 4,805,244
104,807 21,721 0 0
23,921 23,024 23,921 23,024
15,492 15,003 17,073 16,584
1,581 1,360 0 0
0 (32,518) 15,000 22,800
792,585 224,484 860,161 334,800
46,203 35,931 95,573 37,200
1,054 8,255 0 0
2,110,000 9,015,000 11,176,000 5,340,000
(14,770) (75,987) 0 0
758,107 40,982 12,083 0
267,755 339,826 367,274 366,796
2,434,974 2,047,479 0 0
309,262 656,585 1,591,816 2,029,593
0 0 0 230,000
0 0 0 250,000
521 0 0 0
62,712 0 0 0
100,000 8,760 0 0
62,752 0 0 0
-132-
Recommended Operating Revenue Budget by Department
0 -NONE
4111 Fund Account Account Title
•
100 59360
100 59370
100 59400
100 59720
100 59810
FR GENERAL CONSTR FUND
FR GOLF CONSTRUCTION
FR GO DEBT SERVICE
FR STORM SEWER CONSTRUCT.
FROM GARAGE SERVICE FUND
FY04 Actual
Revenue
83,479
0
0
22,449
2,660
FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Rev. Budget Rev. Budget
179,344
44,359
0
0
0
0
0
9,308
0
0
120,000
0
0
0
0
0 - NONE TOTAL 34,355,421
40,689,190
42,511,087 38,409,846
-133-
O
w
0
a0
0
LL
0
r
F
0
F
0
a
0
0
ENT DETAIL - PERSONNEL COMPLEMENT
72 CITY MANAGER'S OFFICE
1-
0 0
0
O
O
LL
W
›-
0 0
in CO
o CO
0
N
}
LL
1-
11. LL
WP -GR JOB CLASS
0
0
11.
61010 Full Time Employee Expense
0
O
m
0
0
N
O
O
O
0)
O
O
0
O
m
O
M
N
O
O
O
O
0
O
O
r-
03 O
0
O
O
O
0
W
0
O
0
O
O
N
O
O
O
O
Q
0
0 O
co
m
n
r
0
O
O
O
0
O
O
0
O
O
O
CO CO
N Ooi
O
O
O
m
N
N
O
O
O
v
N
0
9
O
O
0
0
N
N
O
9
N
0)
V
O
O
0
O
0
N
0
O
0
O
O
O
CO 0 O
OIN N
0
O
0
0
O
0)
0)
0)
0
O
O
n
m
0
O
O
0
0
1
O
O
O
N
<o
co
0
O
O
O
O
N
0
CO
co
O
O
O
co
0
co
O
O
N
0)
O
O
O
O
O
0)
0
A
O
O
N
N
n
O
O
O
0 0
GO N W
CL
U
W W 0 0 w
0QOOF,O
z w w z
Q > > Q z co
cc Q E w w r 0 w
0 w
o _ W 0 O 2< w w w
c7 LU �61-Lu O J O Z Z> a
Z Z w 0 0 Z Z° i i Q Lull).-
;IF)
F r CO CO
21111—• Zr r 0 001-1-111111.140
N D W W W 7-cn LL LL W J
0o<IZzaa000(n-J
LL
? 0 0 M m0CO
0 N QVv gt7 m
9 W W W W W W W W W W W 0F
o
o 1() 0 0 0 0 0 0 10 l0 to
W N tr') 0 0 0 0 0 0 m W N
O 0) 0) Cl) )[) 10 0) CO CO CO m 0
o o 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0) 0 0 0) 0
N N N
—134-
61020 Part Time Employee Expense
O
0
O
O
O
O
O
0
0
O
O
O O
O O
O
O
O
O
0
O
O
O
W
0
J
r 0.
K
H w
W
CC • r
N Z
a
N Q
Z O
820 0650
61030 Seasonal Employee Expense
0)
00)
0)
C9
O
O
r-
0 0
op
O
0
N
0
0
O
✓
m
10
0)
N
C
no
W
0 0)
O O N N
0 0 O 0
O O 0 0
0 0
0
O
O
BUDGET -SEASONAL
O
O
O
NN
c) 0)
O
O
Q
z Q
O Z
a) 0
Q Q
w
c
w Z
0 W
m z F
O
N N N
Z Z Z
1.0
0
o CO CO
0 0 0
O
CO
CO
0)
W
0)
n
0)
N
O
TOTAL CITY MANAGER'S OFFICE
CITY OF DUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2005
Run Date: 01/11/06
FY 2006 FY 2007
ACTIVITY ACCT FD JC WP -GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Management -General Fund
10072100 61010 100 9900 E-04 CITY MANAGER 1.00 120,437 1.00 165,241 1.00 173,423
10072100 61010 100 9250 GE -44 ASSISTANT CITY MANAGER 1.00 82,570 1.00 92,519 1.00 102,645
10072100 61010 100 0225 GE -24 SECRETARY 1.00 32,030 1.00 34,097 1.00 35,167
10072100 61010 100 8825 GE -30 OFFICE MANAGER 0.85 37,537 0.85 39,960 0.85 41,196
Total 3.85 272,574 3.85 331,817 3.85 352,431
Management -Cable TV Fund
29072100 61010 290 8825 GE -30 OFFICE MANAGER
Total
Neighborhood Development - CDBG Fund
26072800 61010 260 5100 GE -35 NEIGHBORHOOD DEVELOP SPEC.
Total
JLrts and Cultural Affairs - General Fund
CWn 10072500 61010 100 5100 GE -35 NEIGHBORHOOD DEVELOP SPEC.
Total
0.15 6,624
0.15 6,624
0.15 7,051
0.15 7,051
0.15 7,270
0.15 7,270
1.00 57,733 0.90 54,766 0.90 56,783
1.00 57,733 0.90 54,766 0.90 56,783
0.00 0 0.10 6,085 - 0.10 6,309
0.00 0 0.10 6,085 0.10 6,309
Budget -General Fund
10072400 61010 100 9250 GE -42 BUDGET DIRECTOR 1.00 72,308 1.00 82,643 1.00 90,464
Total 1.00 72,308 1.00 82,643 1.00 90,464
ACTIVITY ACCT
Personnel/Human Services
10072700 61010
10072700 61010
10072700 61010
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FD JC WP -GR POSITION CLASS
FY 2005
FTE BUDGET
FY 2006
FTE BUDGET
Run Date:
01/11/06
FY 2007
FTE BUDGET
100 0225
100 9300
100 9100
Public Information - Cable TV Fund
29072300 61010 290 8400
Public Information - General Fund
10072300 61010 100 8400
City Manager - General Fund
w
rn
10072100 61020
Management -General Fund
10072100 61030
GE -24
GE -41
GE -33
SECRETARY
HUMAN SERVICES MANAGER
PERSONNEL ASSISTANT
Total
GE -35 PUBLIC INFORMATION OFFICER
Total
GE -35 GIS COORDINATOR
Total
100 0225 GE -24 SECRETARY -PART TIME
Total
100 0650 NA -22 INTERN -SEASONAL
Total
Budget -General Fund
10072400 61030 100 0650
Budget -General Service Fund
82072400 61030 100 0650
NA -21 BUDGET -SEASONAL
Total
NA -21
BUDGET -SEASONAL
Total
TOTAL CITY MANAGER'S OFFICE
1.00
1.00
1.00
3.00
1.00
32,030
82,800
54,481
169,311
1.00
1.00
1.00
3.00
49,172 1.00
33,760
88,110
57,423
179,293
53,258
1.00
1.00
1.00
3.00
1.00
0.00
49,172 1.00
O 1.00
53,258
46,546
0.00
0.00
O 1.00
0 0.00
46,546
0
0.00
0.17
O 0.00
3,700 0.25
0
4,004
0.17
0.00
3,700 0.25
O 0.03
4,004
3,969
0.00
O 0.03
3,969
35,071
90,422
59,208
184,701
1.00 61,089
1.00 61,089
1.00 47,986
1.00 47,986
0.50 13,302
0.50 13,302
0.25 4,144
0.25 4,144
0.03 3,969
0.03 3,969
0.00 0 0.01 871 0.01 871
0.00 0 0.01 871 0.01 871
10.17
631,422 11.29
770,303
11.79 829,319
•
•
•
CITY COUNCIL
Budget Highlights
Employee Expense
Supplies and Services*
Machinery and Equipment
Total
FY 2004/05 FY 2005/06 FY 2005/06
Actual Adopted Amended
63,634
68,152
131,786
Property Tax Support 131,786
Percent Increase (Decrease)
65,405
62,554
150
65,405
62,554
150
128,109 128,109
128,109 128,109
'Percent Increase (Decrease) without Faces and Voices Funding
FY 2006/07
Recom'd
67,288
91,519
150
158,957
158,957
% Change
from Adopted
2.9%
46.3%
0.0%
24.1%
30,848
24.1%
14.7%
Decision Package Summary
1 of 2
This decision package would provide education and training of $500 for each City Council member.
This is needed with the ever-changing regulations, technologies and methods for community success.
It becomes even more necessary as new City Council members are elected.
Related Cost: $3,500 Tax Funds- Recurring
Property Tax Impact: +$.0020/+.02%
Activity: City Council
Recommend - Yes
2 of 2
This improvement package will provide City of Dubuque membership with the US Conference of
Mayors, a national organization for cities with populations of 30,000 or more. The City of Dubuque was
previously a member until 2003. This annual budget includes membership dues and cost for the Mayor
to attend two meetings.
Related Cost: $9,311 Tax Funds- Recurring Recommend - Yes
Property Tax Impact: +$.0083/+.08%
Activity: City Council
-139-
Significant Line Items
Supplies & Services
1. Payments to Other Agencies of $12,000 is an every other year expense for the Human
Relations Conference (Faces and Voices) and is included in the Fiscal Year 2007 Supplies and
Services. These funds will be used throughout the year for Faces and Voices events.
2. Currently the annual budget for City Council members for Conference Travel is $2,500 per
member per year, or $17,500. The FY05 actual was $1,715 over budget. It is believed that
greater expectations for regional, state and federal cooperation include some level of
participation in the following: National League of Cities, Iowa League of Cities, Iowa Department
of Economic Development SMART Conference, Iowa League Legislative Days, and other
meetings that occur on issues or initiatives during the year. The FY 2007 budget reflects an
increase in the limitation to $3,000 per Council member, or $21,000.
3. Printing and Binding has increased from $100 to $500 to allow for business cards, letterhead
and other miscellaneous printing for new City Council members.
-140-
•
•
DEPARTMENT/DIVISION: City Council
ACTIVITY: Legislation and Policy
GOAL
Seek and weigh citizen input; to adopt and promote in an informed, fair, and consistent manner,
the plans and policies which promote the safety, livability, and economic viability of the
community while guiding the operations of the City government; and to provide support that will
assure policy implementation.
DESCRIPTION
Dubuque has a Council -Manager form of government as provided in Chapter 372.6, Code of
Iowa. The Council -Manager form was adopted by referendum in 1920. The Dubuque City
Council is the primary policy making body concerned with every phase of the City's operation,
development and eventual form and character.
The City Council is composed of four members elected by ward and two members and the
Mayor elected at -large to four-year terms. The Mayor presides at meetings of the City Council
and is recognized as the official head of City government for all ceremonial purposes and by the
courts and officials of the state for purpose of civil processes.
The City Council meets on the first and third Mondays of each month, plus other special
meetings, worksessions and hearings as required. Meetings are open to the public and are
generally held in the auditorium of the Carnegie Stout Public Library located at 360 West 11`h
Street. At these meetings the City Council makes decisions for the City in the form of
ordinances, resolutions and motions. All Council meetings are televised locally on government
channel 8.
The City Council appoints a City Manager to serve as chief administrative officer and to be
responsible for implementing their policies. The City Council also appoints a Corporation
Counsel, City Clerk and members of boards and commissions.
SERVICE OBJECTIVES
1. To maintain good public relations and an awareness of problems and services by
initiating a response to citizen inquiries immediately.
2. To maintain effective input from citizen boards and commissions by filling all vacancies
as soon as possible in conformance with the procedures established by City Council.
3. To consider and act upon all proposed ordinances and resolutions and other forms of
• policy at regular and special City Council meetings.
City Council Legislation and Policy
-141-
4. To solve problems by attending City Council worksessions and initiating legislation when
necessary.
5. To improve government responsiveness and effectiveness by continuing to define, test
and adopt short and long-range goals and objectives in the fall of the year.
6. To conduct an annual management appraisal of the City Manager.
7. To direct preparation of the Fiscal Year 2007 budget by adopting fiscal policy guidelines.
8. To guide community development by continuing to update and implement on a timely
basis all of the elements of the City's Comprehensive Plan including, but not limited to,
the Transportation Plan, Housing Assistance Plan, Recreation and Open Space Plan,
Economic Development Plan and Riverfront Development Plan. This is undertaken
annually through the five-year Capital Improvement Program process.
9. To review an independent financial audit of City operations for the prior year.
10. To increase productivity and improve the effectiveness of City operations by a
continuous review of City activities.
11. To promote the interest of the City by discussing specific problems with state, federal
and other local government officials (i.e., attending legislative hearings, visiting state
government offices or federal regional offices).
12. To seek innovative ideas and solutions to specific problems and represent City interests
on issues at the state and federal levels by providing membership in organizations such
as the Iowa League of Cities and National League of Cities and attending various
conferences sponsored by these groups.
13. To express appreciation to volunteer members on boards and commissions by providing
an annual recognition event.
14. To establish goals, target issues and priorities in an annual goal setting session to guide
and direct staff activities during the following year.
15. To be responsive to the community in its future endeavors by providing leadership and
promoting community -wide participation in the refinement and implementation of the
Comprehensive Long Range Plan.
City Council Legislation and Policy
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Recommended Operating Expenditure Budget by Department
70 - CITY COUNCIL
41) Fund Account Account Title
100 61020 PART-TIME EMPLOYEES
100 61310 IPERS
100 61320 SOCIAL SECURITY
100 61415 WORKMENS' COMPENSATION
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
59,453
3,418
862
57
59,227
3,405
858
143
60,750
2,543
1,905
207
62,500
2,616
1,960
212
61 - WAGES AND BENEFITS
63,790 63,634 65,405 67,288
100 62010 OFFICE SUPPLIES
100 62030 POSTAGE AND SHIPPING
100 62061 DP EQUIP. MAINT CONTRACTS
100 62090 PRINTING & BINDING
100 62110 COPYING/REPRODUCTION
100 62120 CODE SUPPLEMENTS
100 62170 SUBSCRIPTIONS -BOOKS -MAPS
100 62190 DUES & MEMBERSHIPS
100 62208 GENERAL LIABILITY INSURAN
100 62240 MISCELLANEOUS
100 62310 TRAVEL -CONFERENCES
100 62320 TRAVEL -CITY BUSINESS
100 62360 EDUCATION & TRAINING
100 62671 MISC. OPERATING SUPPLIES
100 62731 MISCELLANEOUS SERVICES
0 100 62761 PAY TO OTHER AGENCY
•
62 - SUPPLIES AND SERVICES
136
334
0
339
751
525
364
11,338
1,463
54
3,320
4,796
40
3,865
10,593
0
12
547
0
0
941
525
2,006
11,485
1,770
211
19,215
2,521
0
5,607
11,312
12,000
250 250
470 598
0 210
100 500
1,100 1,100
2,185 1,000
2,400 2,472
12,225 21,536
1,870 1,807
2,500 2,500
17,500 21,000
7,000 7,000
0 3,500
4,055
11,991
12,000
3,937
11,017
0
37,918 68,152
62,554
91,519
100
71214 FILES
0
0
150
150
71 -EQUIPMENT
0
0
150
150
70 - CITY COUNCIL TOTAL
101,708 131,786 128,109 158,957
-143-
FY 2007 Recommended Department Operating Budget Summary By Activity
Date: 1/10/06
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
CITY COUNCIL
70100
LEGISLATION & POLICY
WAGES AND BENEFITS
63,790
63,634
65,405
67,288
SUPPLIES AND SERVICES
37,918
68,152
62,554
91,519
EQUIPMENT
0
0
150
150
FUND: GENERAL ACTIVITY TOTAL FOR: LEGISLATION & POLICY 101,708
131,786
128,109
158,957
DEPARTMENT TOTAL FOR: CITY COUNCIL 101,708 131,786 128,109 158,957
Recommended Operating Revenue Budget by Department
70 - CITY COUNCIL
filFund Account Account Title
100 53605 MISCELLANEOUS REVENUE
70 - CITY COUNCIL TOTAL 37 0 0 0
FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
37
0
0
0
•
•
-145-
70 CITY COUNCIL
FD JC WP -GR JOB CLASS
61020 Part Time Employee Expense
100 0175 NA -21 MAYOR
100 0012 NA -20 COUNCIL MEMBER
TOTAL PART TIME EMPLOYEES
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
FY 2005
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
1.00
6.00
7.00
11,000
48,000
59,000
1.00
6.00
7.00
11,250
49,500
60,750
1.00 11,500
6.00 51,000
7.00 62,500
TOTAL CITY COUNCIL 7.00 59,000 7.00 60,750 7.00 62,500
• • •
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACTIVITY ACCT FD JC WP -GR POSITION CLASS
Run Date: 01/11/06
FY 2005 FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
City Council 1.00 11,000 1.00 11,250 1.00 11,500
10070100 61020 100 0175 NA -21 MAYOR
10070100 61020 100 0012 NA -20 COUNCIL MEMBER 6.00 48,000 6.00 49,500 6.00 51,000
Total 7.00 59,000 7.00 60,750 7.00 62,500
TOTAL CITY COUNCIL
7.00 59,000 7.00 60,750 7.00 62,500
•
•
DEPARTMENT/DIVISION: City Clerk's Office
RESPONSIBILITY: Jeanne F. Schneider, City Clerk
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
City Clerk's Office
The City Clerk's Office is a service-oriented department and performs its duties in accordance
with various sections of the Code of Iowa and City of Dubuque Code of Ordinances. It is staffed
by three full-time employees and is responsible for the official documents and records for the
City of Dubuque and also serves as a general resource center for citizens and visitors.
City Council Proceedings
Detailed minutes of each City Council meeting along with a table of contents are prepared in the
City Clerk's Office and four books are copied and bound.
City Clerk's Office Web Page
The City Clerk's Office will continue to develop and maintain a web site for the City Clerk's
Office and the City Council with assistance from the Information Services staff and the City's
web site provider. A component of the City Clerk's Office web site is the availability of the City
Council agenda and minutes for access by interested citizens, locally and non -locally. Board
and commission applications and information are available on-line, as well as claim forms for
citizens to file.
City Council Meetings
Agenda packets are prepared in electronic form for all City Council meetings. Public notices of
all meetings and hearings have been published in accordance with the Code of Iowa. Printed
copies of the agenda for each City Council meeting are mailed to approximately twenty
individuals and the electronic agenda is e-mailed to seventy-five individuals. The electronic
agenda, complete with all attachments, is available in the City's Public Information network
directory for access by City employees. The agenda, without attachments, is available on the
City Clerk's web page for access by citizens. The Library and news media receive the agenda
and all attachments on CD -Rom. If a member of the news media does not wish to receive the
agenda on CD -Rom, they are provided a hard copy of the agenda and must request copies of
individual agenda items as entire hard copy packets are no longer assembled.
Individuals have been invited and confirmed as invocators for City Council meetings and
proclamations have been developed and prepared by the City Clerk's Office.
Applications for various boards and commissions are processed by the City Clerk's Office and
individuals are notified of the status of their appointment.
Civil Service Commission
The City Clerk's Office has assisted with numerous Civil Service tests, both written and physical
• agility, for various City positions. The City Clerk has prepared and distributed agendas for Civil
Service Commission meetings and the Commission has heard appeals from City employees in
accordance with Chapter 400 of the Code of Iowa.
-151-
Permits and Licenses
The City Clerk's Office processes all beer permits and liquor licenses for the City of Dubuque in
accordance with the Iowa Alcoholic Beverages Division. Approximately seventy beer permits
and over one hundred beer and liquor licenses are processed each year. Various business
licenses are also issued or renewed by the City Clerk's Office in accordance with State and
local laws.
The Dubuque Code of Ordinances requires that all dogs and cats within the City limits must be
licensed on a yearly basis. During the past year over 5,000 dog licenses and 2,500 cat licenses
were issued and rabies vaccinations for all licensed animals were recorded.
The City Clerk's Office also issues bicycle licenses in cooperation with the Police Department.
Special Event Permits
During the past year the City Clerk's Office has taken over the responsibility of issuing all
special event permits, including fireworks, festivals, block parties, walks/races, parades, City
property rental and street closures, fund raisers, rallies, and marches.
Code of Ordinance Review
In Fiscal Year 2002, the City Clerk and Corporation Counsel initiated a comprehensive review of
the City's Code of Ordinances with an anticipated completion date of spring, 2006.
FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007:
Computer Installation and Training
The City Clerk's Office will continue to perform as a service-oriented department. Computer
training will be provided to all staff members to assure efficient and effective implementation of
new computer programs that are available, with an emphasis being placed on document
imaging and Permits Plus software.
City Clerk's Office Web Page
The City Clerk's Office will continue to develop and maintain a web site for the City Clerk's
Office and the City Council with assistance from the Information Services staff and the City's
web site provider. A component of the City Clerk's Office web site will be the availability of the
City Council agenda with all related documents for access by interested citizens, locally and
non -locally.
Document Imaging
The City Clerk's Office will continue to scan all current City Council packets documents into
Laser Fiche for easy retrieval and access and, as time allows, will continue to scan in past
documents.
Code of Ordinance Review
A comprehensive review of the City's Code of Ordinances will continue with an anticipated
completion in 2004 and adoption of the new Code of Ordinances in the spring of 2006.
Federal Building Work Group
The City Clerk will participate as a member of the Federal Building Work Group to assist with
development of the proposed new City Council Chambers.
-152-
•
•
CITY CLERK
Budget Highlights
Employee Expense
Supplies and Services
Machinery and Equipment
Total
Administrative Overhead
Charges to Enterprise Funds
Operating Revenue
Property Tax Support
FY 2004/05 FY 2005/06
Actual Adopted
200,969 217,115
40,878 121,466
7,300
241,847 345,881
35,128 34,222
119,757 128,791
86,962 182,868
FY 2005/06
Amended
217,115
131,344
7,300
355,759
34,222
128,791
192,746
Percent Increase (Decrease) --w/o election exp & Code of Ordinance Update
& Laserfiche Equipment City Wide
Percent Increase (Decrease) --w/ election exp & Code of Ordinance Update
& Laserfiche Equipment City Wide
FY 2006/07 % Change
Recom'd from Adopted
224,957
73,852
3,550
302,359
38,389
125,245
138,725
3.6%
-39.2%
-51.4%
-12.6%
12.2%
-2.8%
(44,143)
7.2%
-24.1 %
Decision Package Summary
1 of 3
This decision package provides for a computer at the counter of the City Clerk's Office to be used for
on-line beer/liquor applications (new through the State of Iowa) and to look up animal license
information when assisting citizens.
Related Cost: $2,700 Tax Funds - Non -Recurring
Property Tax Impact: +$.0016/+.02%
Activity: City Clerk
Recommend - Yes
2 of 3
This decision package provides for enclosing the City Clerk's work space by extending the
Plexiglas/panel over approximately three to four feet to allow for more privacy in a small office.
Related Cost: $850 Tax Funds - Non -Recurring
Property Tax Impact: +$.0005/+.01%
Activity: City Clerk
Recommend - Yes
3 of 3
This decision package would allow for Management Team members (City Clerk) to attend the Faces
and Voices Diversity Conference. The benefit to the community would be to keep the City's
-153-
department/division managers up-to-date on useful information on how to better serve the citizens of
Dubuque.
Related Cost: $95 Tax Funds - Recurring Recommend - Yes
Property Tax Impact: +$.0001/+.00%
Activity: City Clerk
Significant Line Items
Employee Expense
1. FY 2007 employee expense reflects a 3.5% wage package increase and the 2nd year of
employees contributing 10% towards their health insurance premium.
Supplies & Services
3. Telephone expense has increased from $1,882 in FY 2006 to $2,470 in FY 2007 (31%) to
reflect monthly expense relating to the Department Manager using a 'smart phone' (combination
cell phone and palm). The 'smart phone' will work with Groupwise calendaring software to allow
all Departments to see time available on each others calendars for ease in meeting scheduling.
4. Civil Service expense has increased from $13,450 in FY 2006 to $15,000 in FY 2007 (12%) due
to charges for rental of facilities, and legal service for Civil Service issues. This covers entry
level testing for Police and Fire and promotional Civil Service exams.
5. Code Supplement expense has been decreased from $7,738 to $5,670 (27%) due to a
decrease in projected Code Supplement sales revenue. This is based on an estimate of the
number of supplements each year and the minimum number of copies.
6. Legal Notices and Ads expense has been increased from $13,440 in FY 2006 to $16,690 in FY
2007 (24%) due to a new requirement to publish weed assessment notices. This line also
includes the cost of publishing City Council minutes, legal notices and new ordinances in the
newspaper.
7. Legal Services of $13,500 was included in FY 2006 for updating of the City's Code of Ordinance
with no expense projected in FY 2007. This has been an ongoing review that is anticipated to
be completed by spring of 2006. The next step is the budgeted update by Sterling Codifiers,
who will reorganize the current code and provide the necessary hard and electronic copies.
8. Election expense of $35,000 is an every other year expense and was budgeted in FY 2006.
This includes both a primary and regular election.
Machinery & Equipment
9. Equipment replacement items included a fax machine and files for $2,300 and Laserfiche
equipment of $5,000 for City Wide needs in FY 2006. There are no projected equipment
replacements in FY 2007.
Revenue
-154-
•
10. Beer and liquor and cigarette licenses have decreased (-$2,996), business licenses have
increased (+$1,465), concession/vendor fees have increased (+$350), and codification sales
have decreased (-$1,700) based on current year to date.
11. Revenue received from Enterprise Funds (Water, Water Pollution Control, Parking, Refuse, and
DMASWA) for administrative overhead charges has increased from $34,222 in FY 2006 to
$38,389 in FY 2007 (12.2%). In FY 2006, this calculation was completed prior to the wage
package settlement negotiation completion. Therefore, FY 2007 recharge reflects the wage
package expense for FY 2006 & 2007 and increases in supplies and services.
-155-
City of Dubuque
City Clerk's Office
Organizational Chart
Mayor & City Council
Permit Clerk
City Clerk
Intern
-156-
Deputy City Clerk
•
DEPARTMENT/DIVISION: City Clerk's Office
ACTIVITY: City Clerk
GOAL
Prepare, maintain and distribute records of all City Council proceedings and actions and provide
City Council members and City staff with necessary documents and materials for fulfillment of
their respective legislative and administrative responsibilities. To administer programs covered
by the Civil Service law and to issue licenses and permits for certain businesses and activities
as set out by ordinance and state law.
DESCRIPTION
This Activity provides a general information center for citizens and is directly responsible to the
City Council for preparation of agendas and maintaining minutes and official records for the City.
It is also responsible for processing applications for liquor, wine and cigarette licenses and beer
permits. The City Clerk serves as Secretary to the Civil Service Commission and assists with
administration of exams as required by Chapter 400, Code of Iowa. The City Clerk also aids in
procedures necessary for hearings appealed to the Commission. The City Clerk's Office is
staffed by the City Clerk, Deputy City Clerk and Permit Clerk and is located on the first floor of
City Hall.
SERVICE OBJECTIVES
1. To serve as Secretary to the City Council by:
a) receiving materials for preparation of the agenda, making material available to
the City Council on the Thursday and staff/news media on the Friday preceding
the City Council meeting, attending all City Council meetings and notifying news
media of meetings in accordance with the Iowa Open Meetings Law;
b) publishing notices of public hearings and ordinances on the Friday following the
City Council meeting and minutes within ten days;
c) preparing the City Council proceedings for creation of the camera-ready copy
and forwarding them to the printer, after Council approval, to be copied and
bound in book form;
d) forwarding copies of adopted ordinances to the code editor after each meeting
for codification purposes;
e) processing, indexing, maintaining and filing all official records including
subdivision files and plats within the week following City Council meetings;
f) preparing and typing in final form proclamations and congratulatory letters
received form various organizations/individuals for presentation and reading at
council meetings; and
g) arranging for notifying and sending thank you letters to various invocators for City
Council meetings.
City Clerk's Office City Clerk
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2. To notify citizens by mail of special assessments for major projects, according to State
law, at least ten days before scheduled hearings, and final assessments by regular mail
at the completion of projects.
3. To prepare for General Obligation bond issues according to the Code of Iowa and
preparing final papers and affidavits.
4. To act as a general information center for all citizens by:
a) providing information upon request at the counter and on the telephone;
b) receiving claims and notices of suits filed against the City on a daily basis;
c) sorting all City mail and delivering to proper departments/divisions; and
d) providing information and applications for various Civil Service exams and
boards and commissions.
5. To serve as Secretary to the Civil Service Commission by:
a) notifying Commission members of the various exams to be given;
b) administering exams as required to fill vacancies and establishing eligibility lists;
c) notifying applicants of the appropriate exam dates and results of their exam
score;
d) administering entrance level written exams and physical agility tests for police
and fire;
e) administering written promotional exams for police and fire; and
f) certifying list of applicants who have passed to the City Council.
6. To insure fair and equitable treatment of Civil Service employees according to State law
by assisting the Civil Service Commission in conducting grievance hearings and
contracting for legal counsel as necessary.
7. To issue new and renewal licenses approved by the City Council by:
a) maintaining an automated record system for business licenses issued;
b) issuing approximately 8,000 animal licenses, obtaining bids from various
businesses for animal tags and receipts, issuing licenses to citizens at the
counter and by mail, and maintaining current computer files on rabies vaccination
certificates and licenses; and
c) providing for the issuance of approximately 200 bicycle licenses.
8. To check records from the State regarding proper listing of beer and liquor licenses and
permits.
9. To keep an updated and accurate listing of board and commission members by:
a) providing City Council with copies of applications received prior to the scheduled
meeting when appointments are made;
b) notifying citizens of their pending review by Council for appointment and
administering their Oath of Office;
c) notifying those applicants who were not appointed and keeping their applications
on file for one year following the filing date; and
d) providing individuals whose terms have expired with a letter from the Mayor and
a certificate of appreciation from the City Council.
10. To provide for proper control of certain business enterprises by issuing various new and
renewal permits and other business licenses as required by local ordinances.
City Clerk's Office City Clerk
-158-
• 11. To allow legal/law offices the opportunity to keep their Code of Ordinances updated by
advising them when the codified copies/CD ROMs have been received.
12. To assist with the bidding process for City projects which exceed $25,000 by:
a) publishing notice to bidders in required time in accordance with State law;
b) accepting and time stamping each bid to assure filing was completed on time;
c) opening and verifying surety bond to ensure bond is for proper amount and fully
executed;
d) opening and verifying proper execution of bid and reading aloud the amount
submitted; and
e) returning submitted surety to the unsuccessful bidder(s).
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
City Council regular meetings 24 24 24 24 24
City Council special meetings 10 24 12 15 15
City Council agendas prepared 24 24 24 24 24
CD-ROMs copied 384 384 384 384 384
• Information requests 4,000 3,500 4,000 3,500 3,500
Complaints 400 350 400 350 325
Resolutions adopted 581 517 500 575 550
Ordinances adopted 101 87 95 80 80
Legal ads published 297 278 300 232 250
Documents recorded 108 87 125 100 100
Council proceedings — book
bound 5 5 5 5 5
Council proceedings — pages
printed 564 558 600 600 600
Street and sewer assessment
notifications 500 141 550 600 500
Claims filed 101 82 100 76 75
Police entrance exams
• - Tests 1 0 1 1 0
City Clerk's Office City Clerk
-159-
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Police entrance exams
- Applicants 118 0 120 120 0
Agility tests (police entrance)
Fire entrance exams
- Tests
Fire entrance exams
- Applicants
Agility tests (fire entrance)
114 0 110 110 0
1 0 1 1 0
49 0 60 60 0
41 0 50 50 0
Promotional exams (fire)
Tests Administrated 0 7 0 0 7
Applicants 0 83 0 0 80
Promotional exams (police)
Test Administered 0 1 0 0 2
Applicants 0 17 0 0 20
Various Civil Service exams 11 7 12 10 10
Civil Service public hearings
conducted 2 1 2 2 2
Class "8" and "C" beer permits
processed 90 96 91 96 99
Combination beer and liquor
licenses processed 102 115 105 115 115
Cigarette licenses issued 90 87 90 87 85
Dog licenses issued 5,407 4,872 5,400 4,900 5,000
Cat licenses issued 2,629 1,421 2,600 1,500 1,500
Bike licenses issued 100 52 300 200 200
Total business licenses and
permits (i.e., transient
merchants, solicitors, peddlers,
pawnbroker, pool tables,
dance halls, sign erection,
theatres, circus, salvage,
second hand dealers 196 195 196 195 198
City elections 2 0 1 2 0
City Clerk's Office City Clerk
-160-
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Nomination papers
Board and commission
applications processed
Meeting and worksession
notices sent
Civil Service Commission
meetings
4 0 8 15 0
50 187 55 100 100
38 48 40 45 0
14 10 20 20 15
Permits issued for parades,
special events, and block
parties 100 100 105 100 100
Proclamations written 45 41 45 45 45
City Council invocators
scheduled 24 24 24 24 24
Concession vendor permits
issued
2 2 5 2 2
City Clerk's Office City Clerk
—161—
Recommended Operating Expenditure Budget by Department
73 - CITY CLERK'S OFFICE
Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
100 61010 FULL-TIME EMPLOYEES
100 61030 SEASONAL EMPLOYEES
100 61310 (PERS
100 61320 SOCIAL SECURITY
100 61410 HEALTH INSURANCE
100 61415 WORKMENS' COMPENSATION
100 61416 LIFE INSURANCE
141,265
0
8,123
10,736
29,782
130
216
148,490
2,342
8,589
11,434
29,572
327
215
160,623
3,874
9,224
12,272
30,270
548
304
165,377
4,144
9,509
12,651
32,400
545
331
61 - WAGES AND BENEFITS
190,252 200,969 217,115
224,957
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
62010
62030
62050
62061
62090
62110
62120
62130
62170
62190
62208
62230
62240
62310
62320
62360
62421
62663
62671
62684
62698
62713
62731
OFFICE SUPPLIES
POSTAGE AND SHIPPING
OFFICE EQUIPMENT MAINT
DP EQUIP. MAINT CONTRACTS
PRINTING & BINDING
COPYING/REPRODUCTION
CODE SUPPLEMENTS
LEGAL NOTICES & ADS
SUBSCRIPTIONS -BOOKS -MAPS
DUES & MEMBERSHIPS
GENERAL LIABILITY INSURAN
COURT COSTS & RECORD FEES
MISCELLANEOUS
TRAVEL -CONFERENCES
TRAVEL -CITY BUSINESS
EDUCATION & TRAINING
TELEPHONE
SOFTWARE LICENSE EXP
MISC. OPERATING SUPPLIES
CIVIL SERVICE EXPENSE
ELECTION EXPENSES
LEGAL SERVICES
MISCELLANEOUS SERVICES
2,875
1,026
141
199
1,332
257
7,254
12,680
473
1,780
1,254
3,725
75
0
0
175
1,809
7,033
2,914
0
28,998
0
421
2,865
883
151
117
2,173
293
2,335
13,480
563
1,720
1,517
2,185
0
669
0
368
1,854
5,763
2,337
0
0
1,499
105
4,825
1,200
240
143
3,011
318
7,738
13,440
680
2,272
1,603
3,949
250
2,690
100
675
1,882
14,500
0
13,450
35,000
13,500
0
4,675
1,100
600
398
2,300
308
5,670
16,690
700
2,367
1,549
2,500
250
1,500
180
1,095
2,470
14,500
0
15,000
0
0
0
62 - SUPPLIES AND SERVICES
74,419 40,878 121,466 73,852
100
100
100
100
100
71119
71124
71129
71214
71224
FAX MACHINE
MICRO -COMPUTER
SCANNER
FILES
PARTITIONS
0
0
0
0
0
0
0
0
0
0
1,500
0
5,000
800
0
0
2,700
0
0
850
71 - EQUIPMENT
0 0 7,300 3,550
73 - CITY CLERK'S OFFICE TOTAL 264,671 241,847 345,881 302,359
-162-
SFY 2007 Recommended Departmenterating Budget Summary By Activity
•
Dale: 1/10/06
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
CITY CLERK'S OFFICE
73100
CITY CLERK
WAGES AND BENEFITS
190,252
200,969
217,115
224,957
SUPPLIES AND SERVICES
74,419
40,878
121,466
73,852
EQUIPMENT
0
0
7,300
3,550
FUND: GENERAL ACTIVITY TOTAL FOR: CITY CLERK 264,671 241,847 345,881 302,359
DEPARTMENT TOTAL FOR: CITY CLERK'S OFFICE 264,671 241,847 345,881 302,359
rn
W
Recommended Operating Revenue Budget by Department
73 - CITY CLERK'S OFFICE
Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
100 42105
100 42110
100 42115
100 42130
100 42250
100 51955
100 51965
100 51981
100 51982
100 53208
100 53605
100 53620
100 59610
100 59630
100 59640
100 59670
100 59940
BUSINESS LICENSES
CIGARETTE LICENSES
BEER/LIQUOR COMB -LICENSE
BICYCLE LICENSES
BEER LICENSE
OTHER RENTS/CONCESSIONS
EVENTS REVEN
COPY SERVICE CHARGES
CODIFICATION SALES
SPECIAL EVENT DEPOSIT
MISCELLANEOUS REVENUE
REIMBURSEMENTS -GENERAL
FR WPC OPERATING
FR PARKING OPERATING
FR WATER UTILITY
FR REFUSE COLLECTION
FR DMASWA
8,740
8,525
85,610
510
9,256
400
705
21
6,675
550
1
1,869
0
0
0
0
0
9,800
8,325
85,463
260
10,388
0
1,220
0
2,925
50
0
1,327
12,760
2,122
9,784
7,515
2,947
8,735
9,275
91,071
500
9,365
400
700
20
6,700
0
25
2,000
12,431
2,067
9,532
7,321
2,871
10,200
8,875
87,315
500
10,525
200
1,250
20
5,000
0
10
1,350
13,945
2,319
10,692
8,212
3,221
73 - CITY CLERK'S OFFICE TOTAL
122,862 154,885 163,013 163,634
-164-
• CITY OF DUBUQU•OWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
73 CITY CLERK
FD JC WP -GR JOB CLASS
61010 Full Time Employee Expense
100 9350 GE -38 CITY CLERK
100 8925 GE -29 DEPUTY CITY CLERK
100 8875 GE -26 PERMIT CLERK
TOTAL FULL TIME EMPLOYEES
61030 Seasonal Employee Expense
100 0400 NA -22 INTERN -SEASONAL
Total
TOTAL CITY CLERK'S OFFICE
FY 2005
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
1.00
1.00
1.00
3.00
0.19
71,231
43,518
37,446
152,195
1.00
1.00
1.00
3.00
3,874 0.25
75,077
45,868
39,468
160,413
1.00
1.00
1.00
3.00
77,401
40,688
47,288
165,377
4,083 0.25 4,144
0.19 3,874 0.25 4,083 0.25 4,144
3.19 156,069 3.25 164,496 3.25 169,521
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACTIVITY ACCT FD JC WP -GR POSITION CLASS
FY 2005
Run Date: 01/11/06
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
City Clerks Office
10073100 61010 100 9350 GE -38 CITY CLERK 1.00 71,231 1.00 75,077 1.00 77,401
10073100 61010 100 8875 GE -26 PERMIT CLERK 1.00 37,446 1.00 39,468 1.00 40,688
10073100 61010 100 8925 GE -29 DEPUTY CITY CLERK 1.00 43,518 1.00 45,868 1.00 47,288
Total 3.00 152,195 3.00 85,336 3.00 165,377
City Clerks Office
10073100 61030 100 0400 NA -22 INTERN -SEASONAL
Total
TOTAL CITY CLERK'S OFFICE
0
rn
0.19 3,874 0.25
0.19 3,874 0.25
4,083
0.25
4,144
4,083
0.25
4,144
3.19 156,069 3.25 89,419 3.25 169,521
•
•
Emergency
Communications
Center
-167-
•
DEPARTMENT/DIVISION: Emergency Communications
RESPONSIBILITY: Sandi Hutchcroft
Emergency Communications Manager
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Mapping System
An interface with our CAD software and GIS software provides the dispatcher with a
geographical location on any call received. The dispatcher can query a map point by entering a
latitude and longitude from a wireless call; or direct a responding unit to a specific location.
Mapping on our CAD system provides for a faster and more exact location to be given to the
responding agencies. GIS is a necessary tool when receiving a 911 wireless call
Phase 2 Wireless
The state currently has 66 counties deployed with Phase II/mapping for wireless calls. Dubuque
County tested with six wireless providers last summer that are able to deliver Phase II in our
area. Phase II compatible phones will transmit area location to the dispatcher when the phone
dials 911.
411 Additional Full -Time Position Added to Center Staff
In July 2005 an additional position was approved to the 911 Center's full-time complement.
That brings the number of full-time dispatching positions to 10. Of those, three are in a lead
dispatcher classification. These positions are supported by a part-time staff of five. The
position was added so that the Center is equipped to better respond to a community where the
calls for assistance continue to increase. (See memo and graph.)
911 Tapes for Court Purposes
In FY/05 911 dispatchers answered 641 calls for services that involved a domestic nature code.
Of those calls for service, 320 went on to court proceedings of some sort. Copies of the original
911 calls are made and sent over to the County Attorney's office to provide foundation for the
case. Tapes are also requested for the processing of operating while intox, burglaries, and
variety of other categories.
Defense lawyers as well as the public can submit a request for 911 tapes to enhance or resolve
cases before they go into court. A minimum service fee of $20.00 is charged to cover the cost of
this service.
Training Highlights
Training hours for personnel in the Center totaled 187 hours in FY/05. In addition three
dispatchers that were hired attended the mandatory "40 Hour Basic Telecommunicator
Training", IOWA/NCIC certification, and Medical Priority Dispatcher.
Last fall the department attended "Fire Protocol and Procedures" and Radio System Updates.
Training was provided by Assistant Fire Chief Rick Steines and Sam Fleege from RaCom. Six
dispatchers attended the table top exercise for multi -agency disaster planning titled "Abottsville"
—169—
at the Grand Harbor. Four dispatchers attended a stress management class put on by the
Eastern Iowa Supervisors group in Clinton.
The department also certified in CPR and AED training.
-170-
•
911 Center Involvements
Criminal Justice Information Group
This group was formed to provide communication between law enforcement, county attorney's
office, judges, clerks, probation department, and victim advocates. The 911 Center is active in
this group because of the responsibility they have for entering warrants, domestic abuse orders,
and the sexual offender file.
Northeast Iowa Supervisors Group
Participating agencies in this group are Clinton, Jackson, Jones Bettendorf, Scott, Cedar and
Dubuque. Supervisors from Northeast Iowa meet quarterly to go over issues that are relevant
to the operation of 911 Centers. We have pooled our training requirements and are taking turns
hosting sessions for the dispatchers from the respective agencies. Regional training allows for
better participation because of scheduling issues. Dispatchers no longer need to travel the
distance to Des Moines to receive the annual 10 hour mandatory training. .
Iowa 911 Council
The E911 Communications Council for the State of Iowa was created to advise and make
recommendations to the E911 Program Manager. The Council ensures that public safety
organizations have a formerly established organization with which to advise the E911 Program
Manager in the implementation and ongoing operations of E911. Their task is to coordinate the
development of 911 systems across the State and to prepare for the impact that the wireless
industry has on the delivery of 911 calls into a dispatch center.
• FUTURE INITIATIVES FOR FISCAL YEARS 2006 and 2007:
911 Center Direct Monitoring of Burglar/Fire Alarms
By the fall of FY/06 the alarm board that monitored the burglar/fire alarms will be pulled out of
service in dispatch. The 80 alarms that were located on the board will all be monitored by
private services.
Validating Rural Addressing
Over the next several months all county roads, spans, and response areas will be validated to
match with Dubuque County's GIS system. A committee of Jeff Miller (County GIS
Coordinator), Tom Berger (Emergency Management, County Fire Chief, Chairperson 911
Service Board) and Sandi Hutchcroft (911 Center Manger) meet weekly to ensure that the CAD
data base, 911 data base, and GIS data base all reflect correct information.
Medical Priority Dispatch
A software upgrade to the current medical procedures will be completed by February of 2006.
All dispatchers will certify on the new system by completing a two hour review and passing the
test with a minimum grade of 90%. The 911 Center will than have all of the staff certified as
"Advanced Medical Dispatchers."
-171-
EMERGENCY COMMUNICATIONS
Budget Highlights
Employee Expense
Supplies and Services
Machinery and Equipment
Total
Operating Revenue
Property Tax Support
Percent Increase (Decrease)
FY 2004/05
Actual
726,803
46,499
1,556
774,858
265,373
509,485
FY 2005/06
Adopted
795,426
57,221
6,000
858,647
282,723
575,924
FY 2005/06
Amended
795,426
57,221
6,000
858,647
282,723
575,924
FY 2006/07
Recom'd
828,670
52,972
6.000
887,642
296,264
591,378
To Change
from Adopted
4.2%
-7.4%
0.0%
3.4%
4.8%
15,454
2.7%
Decision Package Summary
1 of 1
This decision package would allow for Management Team members to attend the Faces and Voices
Diversity Conference. The benefit to the community would be to keep the City's department/division
managers up-to-date on useful information on how to better serve the citizens of Dubuque.
Related Cost: $95 - Tax Funds - Recurring
Property Tax Impact: +$.0001/+.00%
Activity: Emergency Communications
Recommend - Yes
Significant Line Items
Employee Expense
1. FY 2007 employee expense reflects a 3.5% wage package increase and the 2nd year of
employees contributing 10% towards their health insurance premium.
2. During the FY 2006 budget process, a part time position was increased to full time, which added
an additional 20 hours of service.
Supplies & Services
3. Software License expense covers the cost of Data Maxx Applied Technology, which supplies
interface to the State system, and Medical Priority software. With the upgrade of Data Maxx,
the license costs went down $575.
4. Office Equipment Rental decreased from $31,296 in FY 2007 to $24,672 in FY 2006 due to
reduced monthly line charges from the state of Iowa.
-172-
•
Machinery & Equipment
5. The equipment replacement provides for 4 dispatch chairs ($6,000).
Revenue
6. The Joint Communications Payment represents the amount Dubuque County pays for the
support of the 911 center. It is 1/3 of the total operating estimate for FY 2007 of $295,849 (FY
2006 was $278,873. As the expenses increase, so does the County's share.
7. Police Alarm Connections, which represent burglar and fire alarm revenue has gone from
$3,400 in FY 2006 to $0 in FY 2007 due to Emergency Communications no longer providing this
service and Departments outsourcing.
-173-
DEPARTMENT/DIVISION: Emergency Communications
ACTIVITY: Emergency Communications
GOAL
To ensure that the appropriate response is dispatched that meets or exceeds the expectations
and needs of the public that is requesting service through effective and efficient dispatching of
emergency personnel to a scene.
DESCRIPTION
This activity supports all emergency calls made to the 911 Center in Dubuque County,
dispatches calls using a computer aided dispatch software, and provides prompt and
appropriate responses to calls from the public. The Center fulfills all communication
requirements of the police, fire and sheriff, ambulances, as well as all rural law enforcement and
fire agencies. Interactive communication is maintained with other public safety and
governmental agencies in the tri-state area. This Activity is staffed by a Communication
Manager, three Leads, seven full-time personnel, and a staff of five part-time dispatchers. It is
administered by a Public Safety Communication Center Committee that is comprised of the Fire
Chief, Police Chief, Sheriff, a County Fire Association Representative, and a County Law
Enforcement Official.
SERVICE OBJECTIVES
1. To provide a system that allows for pre -planned responses that include emergency
medical dispatching (EMD) and responses to other types of situations that require the
dispatcher to maintained prolonged contact with the caller.
2. To respond immediately to all 911 lines and radio traffic of an emergency nature. The
answering of other administrative telephone lines and routine radio requests will be
handled within the parameters set forth in a priority dispatch system. These requests
will be handled in a timely fashion according to the response guidelines set forth by the
agencies themselves. Calls for service are coded by the following criteria:
a) obtaining as much information as possible about the emergency;
b) directing the appropriate vehicles to the scene;
c) providing the caller with instructions needed to manage the situation until help
arrives by providing pre -arrival directions, or other information suited to the
incident;
d) monitoring and coordinating the communications with field personnel;
e) insuring that the Center is adequately staffed twenty-four hours a day, seven
days a week;
f) providing information of severe weather and national concern to agencies within
our area by monitoring the NAWAS warning system which is linked to a
nationwide alert system and disseminating all pertinent information;
g) monitoring and disseminating daily radio and teletype traffic from the Iowa
Department of Public Safety regarding stolen vehicle information, missing or lost
persons, and wanted subjects within our local area; and
Emergency Communications Emergency Communications
—174-
•
•
h) maintain a TDD telephone in the Center to ensure that the hearing impaired
community has 911 access.
3. To maintain the readiness status of all public safety personnel by continually monitoring
their operational status.
4. To insure adequate training is met to fulfill certification requirements:
a) biannual IOWA/NCIC certification;
b) CPR;
c) emergency medical dispatcher 20 hours biannual;
d) 8 hours annual in house training required by the State; and
e) 4 hours annual ride time with agencies.
5. To ensure one hundred percent communication capability with operational personnel
regardless of the physical location by:
a) maintain a reliable telephone/teletype system — 911 line studies will be
conducted monthly by QWest to ensure that there is proper line coverage into the
Center;
b) monitoring and responding to security and fire alarms in both business and
residential homes in a timely manner, including alarms terminating in the Center,
as well as alarms that are being monitored by a private entity;
c) transferring information to and from other agencies, including those outside of
our jurisdiction; when information is received that would be of importance to
them;
d) assuring that the maps in the Communication Center are kept current and
updated, that they are made available to display current beat patterns used in the
software for computer aided dispatch;
e) insuring that the radio system covers 95 percent of our service area;
f) insuring that radio operations are conducted in accordance with FCC procedures
and requirements; and
g) maintaining an accurate warrant system for timely access for law enforcement
agencies on a twenty-four hour basis; and that those warrants are cross check
with the Clerk of Court to ensure their validity.
6. To continue utilizing the computer aided dispatch software that;
a) guides the dispatcher in a more productive assignment of patrol cars;
b) provides rapid emergency responses by territory assignment; and
c) generates a response goal for dispatchers in prioritizing calls for service in a fast
and concise manner.
7. To provide consistent direction and planning in the operation of the 911 Center by;
a) cross checking the data base of the 911 addressing system with local addressing
records and QWest subscriber records;
b) attending meetings throughout the county as needed;
c) promoting and training of emergency dispatchers;
d) educating the public regarding E911 and it's capabilities;
e) continuing to work with QWest on system enhancements; and
f) maintaining close interaction with the Iowa 911 Council.
• 8. To ensure that all recording of telephone and radio logs are maintained by:
a) maintaining a 3 year history of recording media;
Emergency Communications Emergency Communications
-175-
b) assuring that equipment is available for criminal investigations, internal audits,
training purposes, and providing tapes to the County Attorney's office for court
purposes; and
c) safeguarding the original recorded media by monitoring the access to the
equipment and ensuring that those who require access are trained in its
operation and use.
9. To maintain the readiness status of all equipment by providing for the replacement
and/or upgrade of equipment as needed and maintaining adequate service contracts on
crucial equipment.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Police
Average time (minutes) from
receipt of emergency
(Code 1) call to dispatch of
same call
Average time (minutes) from
receipt of emergency •
(Code 2) call to dispatch of
same call
1.52
2.39
1.44 1.49
2.28 2.35
1.46 1.47
2.32 2.33
Percentage of calls on
emergency lines answered
within 30 seconds 100 100 100 100 100
Sheriff
Average time (minutes) from
receipt of emergency
(Code 1) to dispatch of
same call
Average time (minutes from
receipt of emergency
(Code 2) call to dispatch
of same call
Fire
Average time (minutes) to
dispatch fire and/.or
ambulance to all emergency
calls upon receipt
Average time (minutes) to
dispatch all other non-
emergency fire and or
ambulance calls
2.02
3.31
1.52
3.03
1.56 2.07
3.09 3.24
1.44 1.50
1.93 3.90
1.57 1.72
3.06 3.15
1.45 1.47
2.19 2.38
Emergency Communications Emergency Communications
-176-
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
IOWA/NCIC System
Dubuque Comm. Center 96,238 100,666 81,971 98,452 99,415
Dubuque Police Mobiles 253,084 170,282 172,737 211,683 195,294
Dubuque County Mobiles 126,106 74,612 80,926 100,359 99,370
Asbury Mobile 16.152 13,700 14,349 14.926 16,527
TOTAL 491,580 359,260 349,983 425,420 410,606
Request for Service/
Calls made to Center
Fire/Ambulance 4,033 4,154 4,437 4,356 4,181
Police 51,790 51,414 52,833 54,962 52,722
Sheriff 14,990 14,425 14,849 15,638 15,018
County Fire/EMS 1,333 1.425 1,400 1.400 1.386
Community Law 33677 3.377 3 884 33412 33489
Total Calls for Service 75,823 74,795 77,403 79,768 76,796
Code 1 Calls
(highest response)
Fire/Ambulance 2,259 2,280 2,247 2,338 2,292
Police 2,360 2,383 2,337 2,400 2,381
Sheriff 537 617 583 626 593
Total Code 1 Calls 5,156 5,280 5,167 5,364 5,266
Access to Center dialing 911
Report from QWest 25,652 24,311 25,973 25,708 25,224
Wireless 911 Calls 12,577 13,169 12,837 14,304 13,350
Training for personnel
New employees 1/250 2/500 1/250 1/250 1/250
Ongoing training as group
(in hours) 216.5 187 256 238 256
The figures that are generated for the Performance Measures are calculated by the record
keeping system known as CAD (Computer Aided Dispatch). A CAD record records all times
throughout the call for historical data purposes. As a call taker is collecting information from the
caller and entering it into CAD, another dispatcher may be dispatching the call to the designated
units to begin their response. The receipt of an emergency call to the dispatch of the same call
therefore could show a longer queue time in CAD when actually the units were being dispatched
and on their way.
Performance measures reflect a period of time that a dispatcher has to process a call and get it
delivered to the correct responding agency. Calls that are reviewed on an individual basis more
accurately reflect correct responses than calculating all calls at the end of the year where
outside factors have been added into the total calculation. The numbers for FY 07 used to
project calls for service are calculated using the two previous years and revised current year.
Emergency Communications Emergency Communications
-177-
Saturday
FY 94 00 06
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Personnel Summ
Part -Time Equivalents
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12:00 mid
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-178-
Recommended Operating Expenditure Budget by Department
12 - EMERGENCY COMMUNICATIONS
IIIFund Account Account Title
100 61010 FULL-TIME EMPLOYEES
100 61020 PART-TIME EMPLOYEES
100 61050 OVERTIME PAY
100 61070 HOLIDAY PAY
100 61091 SICK LEAVE PAYOFF
100 61092 VACATION PAYOFF
100 61310 (PERS
100 61320 SOCIAL SECURITY
100 61410 HEALTH INSURANCE
100 61415 WORKMENS' COMPENSATION
100 61416 LIFE INSURANCE
100 61650 MEAL ALLOWANCE
100 61660 EMPLOYEE PHYSICALS
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
404,231
127,841
2,828
8,222
0
0
31,229
41,415
89,391
485
566
0
264
420,742
116,542
12,434
8,355
1,801
888
31,983
42,626
89,347
1,219
566
0
299
466,649
122,091
5,838
8,982
0
0
36,225
46,520
105,943
1,929
849
0
400
502,714
104,359
6,157
10,823
0
0
35,439
47,148
118,800
1,981
849
0
400
61 - WAGES AND BENEFITS
706,472 726,803 795,426 828,670
100
100
100
100
100
100
411 100
100
100
100
100
100
100
100
100
100
100
100
100
62010
62030
62070
62090
62130
62204
62206
62208
62310
62340
62360
62421
62431
62611
62614
62663
62671
62731
62778
OFFICE SUPPLIES
POSTAGE AND SHIPPING
OFFICE EQUIP RENTAL
PRINTING & BINDING
LEGAL NOTICES & ADS
REFUNDS
PROPERTY INSURANCE
GENERAL LIABILITY INSURAN
TRAVEL -CONFERENCES
MILEAGE/LOCAL TRANSP
EDUCATION & TRAINING
TELEPHONE
PROPERTY MAINTENANCE
MACH/EQUIP MAINTENANCE
EQUIP MAINT CONTRACT
SOFTWARE LICENSE EXP
MISC. OPERATING SUPPLIES
MISCELLANEOUS SERVICES
SERVICES - OTHER DEPTS
924
67
29,112
748
979
0
388
5,580
0
681
1,043
4,481
2,751
259
1,740
1,230
775
140
0
1,349
41
25,980
448
584
0
446
5,056
0
600
3,305
3,927
0
0
1,830
1,304
0
1,629
0
979
71
31,296
2,009
980
0
461
5,342
1,500
722
2,500
4,660
250
275
3,403
1,400
822
551
0
2,480
45
24,672
1,500
584
0
503
5,678
1,500
722
2,595
4,324
2,916
275
0
4,228
150
800
0
62 - SUPPLIES AND SERVICES
50,899 46,499 57,221 52,972
100
100
100
71122
71123
71211
PRINTER
SOFTWARE
DESKS/CHAIRS
0
0
0
1,556
0
0
0
5,000
1,000
0
0
6,000
71 - EQUIPMENT
0 1,556 6,000 6,000
12 - EMERGENCY COMMUNICATIONS TOTAL 757,371 774,858 858,647 887,642
-179-
Date: 1/10/06
FY 2007 Recommended Department Operating Budget Summary By Activity
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
EMERGENCY COMMUNICATIONS
12100
EMERGENCY COMM. CENTER
WAGES AND BENEFITS
706,472
726,803
794,426
828,670
SUPPLIES AND SERVICES
50,899
46,499
57,221
52,972
EQUIPMENT
0
1,556
6,000
6,000
FUND: GENERAL ACTIVITY TOTAL FOR: EMERGENCY COMM. CENTER 757,371 774,858 857,647 887,642
DEPARTMENT TOTAL FOR: EMERGENCY 757,371 774,858 857,647 887,642
i
0
Recommended Operating Revenue Budget by Department
12 - EMERGENCY COMMUNICATIONS
0 Fund Account Account Title
100 46120
100 51903
100 51983
100 53203
COUNTY PAYMENT - JT COMM
POLICE ALARM CONECTIONS
COPY FEES
COUNTY REF -WITNESS FEE
FY04 Actual
Revenue
279,110
2,700
311
0
FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Rev. Budget Rev. Budget
262,738
2,250
385
0
278,873
3,400
400
50
295,849
0
365
50
12 - EMERGENCY COMMUNICATIONS TOTAL 282,121
265,373 282,723 296,264
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-182-
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TOTAL EMERGENCY COMMUNICATION DIVISION
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•
Emergency
Management
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•
DEPARTMENT/DIVISION: Emergency Management
RESPONSIBILITY: Thomas I. Berger, Director
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
The Emergency Management Agency maintained a working relationship with the City of
Dubuque and Dubuque County Public Safety Agencies, City of Dubuque and the County of
Dubuque, as well as the State Homeland Security and Emergency Management and the
Federal Emergency Management Agency. In addition to the main governmental agencies, we
maintain relations with and work closely with volunteer and civic organizations; schools and
universities; private companies and industry; and the citizens of Dubuque and Dubuque County.
The following items describe the accomplishments of the Emergency Management Agency:
• The Dubuque County Multi Hazard Plan was reviewed and resubmitted to the IHLSEM
meeting the new requirement of Chapter 29C of the Iowa Code. This is Part A of the
Comprehensive Emergency Management Plan and is our Emergency Operations Plan.
The plan was submitted to the State Homeland Security and Emergency Management
Division (HSLEM). The entire plan was reviewed by the local committee and submitted
in June of 2005 to maintain our compliance record.
• Completed the final paperwork and administered the purchasing and reporting
requirements to make the City of Dubuque eligible for a $130,000.00 grant through the
Critical Infrastructure Protection Allocation through the State Homeland Security Grant
Program. This grant provided security equipment for the fire stations, network security
for the law enforcement center, security gate for the city hall annex and the enhanced
well head security for the water department
• Assisted with and administered the paperwork for the National Incident Management
System (NIMS) class that was delivered to the local level by the Dubuque Fire
Department Training Division. During the spring training thirty-two city department
managers, division managers and employees as well as thirty county officials and
employees received the training in Basic Incident Command and NIMS. The training
also encompassed two officials from the Red Cross and two directors from the Dubuque
VNA.
• The Hazard Mitigation Plan was also reviewed and remains compliant. It is part B of our
plan and is compliant with State regulations.
• The Dubuque County Recovery Plan was reviewed and updated. This constitutes part c
of our plan and we are compliant.
• Completed the paperwork and reporting requirements to receive over $347,000 in
funding through the FFY04 Office of Domestic Preparedness State Homeland Security
Grant Program. This benefits all areas of response in the City of Dubuque and Dubuque
County.
• Updated and reviewed the Strategic Plan for the Dubuque County Emergency
Management Commission.
• Completed all paperwork that allows the City of Dubuque, Dubuque County and all small
cities to be eligible for the state share of disaster funding if a disaster is declared in our
area.
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• Opened the Emergency Operations Center eighteen times for storms and severe
weather for key EOC personnel. This included warnings of storms that went through
Dubuque County. Full activation of the EOC occurred 5 times during this fiscal year,
mainly for flooding events.
• Received and administered the Emergency Medical Services Training Grant for the
Dubuque County EMS Association. I also served as Secretary of the association. Our
grant was increased to $10,000 which is the maximum amount awarded by state rules
as well as an additional allocation of $7,676 from the CDC/HRSA allocation to maintain a
better level of response for EMS agencies to man made disasters and events. THis
additional allocation was used to provide emergency bags for classrooms in both school
districts.
• Participated and attended many of the training and seminars offered by the State of Iowa
Emergency Management Division.
• I maintained and worked for continuing education for the Certified Emergency Manager
(CEM) certification through the Iowa Emergency Management Association.
• Filed and administered a Hazardous Materials Training Grant with help from the Local
Emergency Planning Committee.
• Continued to work with the volunteer organization called the Dubuque County Support
Services. The organization promotes emergency management activity and responds to
emergencies to assist the public safety agencies within Dubuque County. These are the
volunteers that staff the Emergency Operations Center for disasters and special events.
• Administered the addition of an emergency response vehicle for the Emergency
Management Agency that houses and responds with the Interoperability Radio
Equipment to assist at multi -jurisdictional events to allow agencies to communicate
together on their radios.
• Conducted a full-scale mass casualty incident with over 175 participants and 14
agencies at the Sageville School. Over forty patients were transported to local trauma
centers with simulated injuries from an explosion in the gymnasium at the school.
• Coordinated and completed all of the paperwork to fund a three day Abbottville Tabletop
Exercise at the Grand River Center. The classes provided all response organizations,
elected officials and responders with an introduction to unified command and using the
National Incident Management System (NIMS).
• Conducted spotter training classes through the National Weather Service to enhance our
local industry preparation and accuracy in identifying threatening weather conditions.
• Completed the 2003 ODP State Homeland Security Grant paperwork and placed in
service the interoperability system to be used for multi -jurisdictional responses in the
Dubuque area.
• Administered a NOAH weather radio project and grant that provided over 1200 NOAA
Weather Radios to communities in Dubuque County. The City of Dubuque received 575
radios that were distributed through the Scenic Valley Area Agency on Aging to low
income and elderly populations to better warn and prepare citizens for emergencies
affecting our community.
• Assisted the Dubuque County Fire Fighters Association with activities related to fire
safety and public education to include the fire safety house, training trailer, training
facility task force.
• Updated the special needs registration program and established the program in the
County GIS.
• Completed the NIMCAST and submitted it to HLSEM in order to meet compliance
requirements of the Federal Presidential Directive #5.
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•
• Completed and submitted all paperwork to qualify Dubuque County and the emergency
response disciplines for the Homeland Security Grants Program. The 2004 grant
allocation of $347,788 will be used for many local projects to enhance security and
response to terrorism events.
FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007:
• Continue to organize, lead and support the volunteer agency of the Dubuque County
Support Services. Develop the Support Services group into a viable and well-respected
organization that promotes a positive image in the community by promoting Emergency
Management activities. •
• Continue to maintain a database to identify citizens with special needs for notification
and evacuation during a man made or natural disaster.
• Maintain local Hazard Mitigation Plans and assist ECIA in updating plans to ensure they
are compliant with the regulations of the Federal Pre -disaster Mitigation Act of 2000.
• Continue to update the local plans to include the Severe Weather Plan and Winter Storm
Plan
• Provide NIMS Training to local governments and elected officials to ensure their roles in
the emergency operations center during emergencies
• Attend all classes and seminars that are provided to continue certification at the State
and Federal level.
• Assist in maintaining the Outdoor Warning System for the City of Dubuque and also
assist other communities in developing and/or maintaining their siren systems. Continue
to expand upon the warning capabilities and discover and mitigate shortfalls in the
county system.
• Respond to all disaster occurrences and through training, education and preparedness
mitigate the disaster. Approach all disasters and incidents with multi -agency
cooperation and teamwork.
• Coordinate requests for resources from the state and federal governments if needed
during a disaster or emergency
• Maintain all disaster plans, severe weather plans, and County Mutual Aid agreements
and provide training to the agencies involved so we can better respond as a team to the
needs of the population during a disaster or other emergency.
• Continue to have all communities and political subdivisions to maintain their membership
on the Iowa Mutual Aid Compact (IMAC).
• Conduct two tabletop, and one full-scale disaster drills integrating the components of the
Multi -Hazard Plan and Emergency Management functions as well as the terrorism plan
that maintains Dubuque County's eligibility for Homeland Security Funding.
• Convene the Multi -Hazard Plan Committee to do the annual update of the document to
meet State and Federal requirements. Distribute the plan to those involved and provide
training to outside agencies that are required to use the plan. Provide 20% submission
and review for the state to include the annual review and submission of the Hazardous
Materials Response Annex P.
• Continue to update and maintain the Terrorism Annex and make additions as more
information is available.
• Educate the public on the importance of having a weather radio at their work place and
home to warn them of approaching severe weather. Conduct speaking engagements
with the Nursing Homes, hospitals, child care centers, civic organizations, service clubs
and schools to promote the installation of the NOAA weather radios.
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• Continue to encourage all businesses and organizations to install NOAA weather radios
to be alerted of watches and/or warnings. Maintain call lists as a contingency plan to the
fire department making phone calls.
• Complete the proper paperwork to ensure the delivery of the equipment funded through
2004 HSGP of the Office of Domestic Preparedness Homeland Security Grant Program.
• Complete all reports and requests for equipment for the FFY05 regional grant program
to ensure our local needs are being addressed.
• Continue to complete the proper paperwork to be eligible for federal funding for the
Emergency Management Planning Grant, which is the funding from the federal
government to supplement the EMS Commission budget.
• Develop a Critical Asset Protection Plan as required
• Review and update the Strategic Plan for the Emergency Management Commission.
This is also a requirement of the federal government.
• Complete paperwork and meet the requirements of the additional funding that will be
given to the commission to provide planning at the local level. The commission serves
as the administering agency of all grants received through the Iowa Homeland Security
and Emergency Management Division
• Continue to pursue additional funding and grant opportunities to enhance the emergency
response in Dubuque and Dubuque County.
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•
EMERGENCY MANAGEMENT
FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change
Budget Highlights Actual Adopted Amended Recom'd from Adopted
Dubuque County Emergency Management Budget (DCEM)
Expenditures
Personnel Costs 55,953 58,934 57,709 61,728 4.7%
Supplies and Services 200,968 26,141 27,785 28,037 7.3%
Equipment 0 4 500 44000 500 -88.9%
Total DCEM Expenditures 256,921 89,575 89,494 90,265 0.8%
Resources (Federal/State/Misc)
County Contribution
City Property Tax Support
Total DCEM Resources
223,558
22,928
34.680
281,166
Available Cash Balance 24,245
44,042
22,928
34.680
101,650
47,245
22,928
34.680
104,853
12,075 15,359
38,359
28,962
43.444
110,765
-12.9%
26.3%
25.3%
9.0%
20,500 69.8%
Emergency Management Fund Balance
Available Balance July 1, 2006 $ 24,246
Estimated Fiscal Year 2006 Drawdown/Addition for Operating Budget (8,887)
Balance July 1, 2006 ($5,000 Designated) $ 15,359
Estimated Fiscal Year 2007 Drawdown/Addition for Operating Budget 5,141
Balance July 1, 2007 ($11,500 Designated) = 10% Working Cash Balance $ 20,500
Significant Line Items
Property Tax Support
1. The increase in property tax support for Emergency Management is due to a 3.5% wage
increase and expenses relating to a vehicle that was obtained through a Homeland Security
grant to carry the interoperability radio equipment. Also, money is being set aside to allow for a
replacement vehicle in seven years.
Revenue
2. Federal funding is anticipated to remain at $23,000, which amounts to 21% of the total budget of
$110,765 for Fiscal Year 2007.
• 3. The City's participation of $43,444 has increased from the prior Fiscal Year and reflects 39.2%
of the total budget in FY 2007 as opposed to 31.5% of the total budget in FY 2006.
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4. The County share of $28,962 has increased from the prior Fiscal Year and reflects 26.1% of the
total budget in FY 2007 as opposed to 20.8% of the total budget in FY 2006.
5. Balances of $5,141 are being added to the FY 2007 operating budget. The goal is to keep the
working cash balance at approximately 10% of their annual operating budget (excluding the
designated balance of $11,500). The City and County agreed to this approach and the
minimum balance to be maintained in the Emergency Management Fund.
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•
•
DEPARTMENT/DIVISION: Emergency Management
ACTIVITY: Emergency Management
GOAL
To minimize injury, property damage and loss of life by having a comprehensive Emergency
Management Program in place to educate, prepare, mitigate, respond and recover from natural
and man made disasters through a coordinated effort of all response organizations in the
Dubuque area.
DESCRIPTION
This agency is a joint commission between the City of Dubuque and Dubuque County,
established and required by Chapter 29C of the Iowa Code. The Commission is funded through
the City of Dubuque, Dubuque County, and the Federal Government. It is a planning and
coordinating agency staffed by a Director who is responsible for coordinating all governmental
agency emergency response organizations, obtaining resources and requesting state and
federal assistance. By having a comprehensive emergency management planning effort, the
city and county maintain eligibility for State and Federal Funds for operations and recovery. The
City of Dubuque pays approximately 40% of the cost of operation, which is reflected in the
requested budget.
SERVICE OBJECTIVES
To maintain an adequate level of disaster preparedness and meet State and Federal planning
and funding requirements by:
1. Maintaining the Dubuque County Comprehensive Emergency Operations Plan and
providing the proper training to agencies and services that are a vital part of the plan,
which covers a multitude of emergencies to include floods, tornadoes, earthquakes,
severe weather, major mass casualty incident, mass fatality incident, hazardous
materials incident, nuclear attack, terrorism, bio -terrorism event, public health
emergency, radiological incident and any other natural or man made disaster;
2. Assisting the City of Dubuque Fire Department with the maintenance of the outdoor
emergency warning system and conducting regular tests of the system throughout the
City and County;
3. Testing and operating the local Cable TV Over ride system in the event of a local
emergency or event affecting the City of Dubuque and Dubuque County;
4. Providing twenty-four hour coverage of storm warnings and operations at the Emergency
Operations Center through a coordinated effort by the staff of the City and County,
• volunteer fire departments and the National Weather Service;
Emergency Management Emergency Management
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5. Receiving training provided by the State and Federal Government to better enable the
City and County handle disasters and to receive funding to defray the costs of the
disasters and forwarding the information gained to agencies in our area;
6. Assisting in conducting hazard identification and vulnerability analysis which identifies
the hazards presenting the greatest danger to the community and the citizens;
7. Coordinating and assisting the response and recovery efforts of the represented
departments, local governments and organizations involved in emergencies within
Dubuque County;
8. Participating in local, regional and state-wide disaster drills and conducting at least one
full scale drill and either a tabletop or functional exercise annually;
9. Serving as coordinator of the emergency medical services training fund grant and
allocating the money to the approved agencies;
10. Administering the Title III Hazardous Materials requirements and working with the
agencies that respond to hazardous materials incidents within the County;
11. Working with communities and the ECIA to ensure a hazard mitigation plans remain
current and up to date for each jurisdiction; and
12. Writing, updating and maintaining a recovery plan to help the city and county recover
from a disaster.
13. Serving as the coordinator for the Office of Domestic Preparedness Homeland Security
Grant Program, filing the paperwork, tracking the assets, coordinating the meetings and
the task force, and fulfilling the paperwork requirements of the grants.
14. Working with the Iowa Homeland Security and Emergency Management Division and
assisting in developing the Homeland Security Initiative as directed by IHLSEM and
fulfilling the local requirements and reports for Homeland Security.
15. Serving as the Point of Contact for Homeland Security issues and act as a liaison
between the governments within Dubuque County and the State of Iowa Homeland
Security and Emergency Management Division.
16. Serve on the Region Six Homeland Security Committee to ensure that the City and
County receive their fair portion of the future homeland security funds and grants,
training, equipment and exercise allocations.
17. Maintain the Emergency Operations Center equipment and forms to be in ready for
activation for any event.
Emergency Management Emergency Management
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To maintain a working relationship between all city governments, county government, and public
safety agencies and keeping them informed and working together by:
1. Preparing and updating mutual aid agreements and ensuring that all branches of local
government are signed on to the Iowa Mutual Aid Compact as established by the State
of Iowa Code;
2. Updating and reviewing the multi -hazard plan, severe weather plans, winter storm plans,
hazard mitigation plans, and all other plans coordinated through this office;
3. Offer training and ensure compliance by all agencies in the county to meet the
requirements of Presidential Directive in the establishment of the Federal Response
Plan and the National Incident Management System (NIMS).
4. Attending Dubuque County Fire Association, Dubuque County EMS Association, Multi -
Disciplinary Safety Team, Area Council of Government, Local Emergency Planning
Commission, Bi -Hospital Emergency Preparedness Committee, Bio -terrorism
Committee, ODP assessment and grant administration local task force, State 911
Council meetings, E911 Service Board, threat assessment team, county bio-ten-orism
team and all other meetings as requested by the organization or approved by the
commission chair;
5. Attending area City Council meetings and board of Supervisor meetings when pertinent
information is received or as requested by the agency;
. 6. Providing a support services team to assist public safety agencies in the event of a
major incident, natural or man made disaster or other event;
7. Identifying training needs, development of and/or coordinate the training programs to
update emergency response organizations;
8. Assisting agencies to develop standard operating guidelines that promote multi -agency
response to incidents and effective mitigation of emergency calls and disasters;
9. Coordinating with other agencies such as the American Red Cross, civil air patrol, critical
incident stress management team, Dubuque Area Organizations Active in Disasters, and
other organizations that assist public safety organizations with their duties and
responsibilities;
10. Convene multi -agency post incident reviews and multi -agency post drill reviews;
11. Providing public awareness and joint training programs to City, County, and public safety
groups and agencies;
12. Maintaining the work schedule and activities of the Emergency Management
Commission and develop long and short term goals with the commission;
13. Maintain an approved Terrorism Annex for the City of Dubuque and all other political
jurisdictions within Dubuque County that ensures compliance with State and Federal
Regulations.
Emergency Management Emergency Management
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14. Improving management skills and coordination through team meetings and training;
15. Attending various conferences and seminars to gain knowledge to educate and inform
public safety agencies of new standards and techniques, including the Iowa Firemen's
Association Conference, Iowa EMS Association Conference, Fire Service Institute
Summer and Winter Fire School in Ames, Fire Department Instructors Conference, State
911 APCO and NENA conference, 'AFC Conference, Emergency Management
Conferences and other area training sessions as offered by local, State or federal
agencies;
16. Organizing and scheduling the County -wide projects that we currently have in place,
including the firefighters' training trailer, the fire safety house, the mass casualty trailer,
emergency air shelters, smoke machines, hose tester and the pull truck that is used to
operate the trailers;
17. Assist the local fire departments with their training requests and offer or provide training
sessions in the areas that need improvement; and
18. Continue to chair the Regional Emergency Responder Training Facility Task Force and
work with City and County Officials and emergency response organizations to develop a
safe training center for all public safety agencies.
19. Maintain membership and represent emergency management on the Training
Operations Committee (TOC) that will oversee the operations of the Regional
Emergency Responder Training Facility.
20. Develop and maintain the Dubuque County Emergency Management Commission
Strategic Plan and use the approved document to guide the commission in the future.
21. Complete all paperwork that is required to allow public safety disciplines to be eligible for
future training, equipment and exercise grants administered through the Iowa Homeland
Security and Emergency Management Division.
22. Continue to pursue grants for training and equipment that enhance the local emergency
response to emergencies and disasters.
23. Maintaining and assisting departments with the county -wide accountability project and
provide training to departments as requested.
To actively promote emergency management activities to reduce the dangers of man-made or
natural disasters through:
1. Developing and promoting public information and positive public relations by interacting
with local media, service groups and organizations, schools, and businesses;
2. Representing the emergency management agency at public gatherings as deemed
necessary;
3. Working with schools, hospitals, local businesses and health care facilities to assist in
their emergency plan updates and drills;
Emergency Management Emergency Management
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• 4. Providing community training sessions or seminars that promote the activities of the
Emergency Management Commission and the support services organization;
5. Developing a public awareness of the severity of storms and how early notification
through the NOAA weather radios can save lives;
6. Continue to participate in the statewide Tornado Drill and promote the Severe Weather
Awareness and Winter Weather Awareness week activities; and
7. Promote the Multi Hazard Plan and ensure citizens that we are prepared and ready for
disasters as they occur.
8. Sponsor two severe weather spotter training classes for public safety personnel and the
general public to increase the awareness of severe weather safety.
9. Continue to partner with schools and assisting with lock down & evacuation training.
10. Sponsoring community terrorism and emergency preparedness training.
Emergency Management Emergency Management
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FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
EOC staffed for storms, etc. 18 10 20 12 20
Disaster Alerts — Full EOC
Activations by City/County
personnel 5 2 8 1 8
City Siren Tests 13 13 13 13 13
Sirens in the System 14 15 15 15 15
Disaster Exercises 5 18 8 12 12
Cable TV Emergency Access
Test of Equipment 13 13 13 13 13
Support Services Meetings
and Training Sessions 8 6 8 6 6
EMS Continuing Education
Hours received 82 66 60 72 60
County Meetings (Fire, EMS,
EMA, LEPC, etc.) 54 48 50 48 48
Emergency Management 4
Institute Courses Completed 3 2 2 4
Combined Training Sessions 8 10
Sponsored 8 6 12
Responses to Incidents as 6
EMA Director 7 5 4 6
Number of Public Speaking
Engagements 27 24 30 24 24
Emergency Management Emergency Management
—198—
Recommended Operating Expenditure Budget by Department
15 - DISASTER SERVICES
Fund Account Account Title
100 62010
100 62340
100 62421
100 62731
100 62761
OFFICE SUPPLIES
MILEAGE/LOCAL TRANSP
TELEPHONE
MISCELLANEOUS SERVICES
PAY TO OTHER AGENCY
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
0 22 0 0
0 384 0 0
(4) 54 0 0
0 34,680 34,680 43,444
32,039 0 0 0
62 - SUPPLIES AND SERVICES 32,035
35,140 34,680 43,444
15 - DISASTER SERVICES TOTAL 32,035 35,140 34,680 43,444
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uate: V1uNB
FY 2007 Recommended Department Operating Budget Summary By Activity
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
DISASTER SERVICES
15100
DISASTER SERVICES
SUPPLIES AND SERVICES
32,035
35,140
34,680
43,444
FUND: GENERAL
ACTIVITY
TOTAL FOR: DISASTER SERVICES 32,035 35,140 34,680 43,444
32,035 35,140 34,680 43,444
DEPARTMENT TOTAL FOR: DISASTER SERVICES
Recommended Operating Revenue Budget by Department
15 - DISASTER SERVICES
0 Fund Account Account Title
•
100
46105
FUEL SALES COUNTY
FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
0
148 0 0
15 - DISASTER SERVICES TOTAL 0 148 0 0
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•
•
DEPARTMENT/DIVISION: Fire Department
RESPONSIBILITY: Dan Brown, Fire Chief
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
The Dubuque Fire Department received a $14,000 grant from the Federal Homeland Security
Program to purchase a John Deere Gator and trailer for transporting the gator to special events
such as fireworks displays and river festivals. It will also service off road areas and trails in the
city for medical transport and hazardous materials incidents. This gator will be used to attend to
citizens who have medical problems and may need to be transported to the ambulance. The
department also took possession of a new fire engine built at Simon Fire Equipment in Farley,
Iowa. This fire engine has a fifteen hundred gallon per minute pump with a five hundred gallon
water supply, built in foam system, and an on board generator. The chassis was purchased at
Hawkeye in Dubuque.
Five new firefighters were hired to replace retired members.
The personnel have documented 4,819 hours of fitness training in FY2005.
The department continues to work on the Regional Public Safety Training Center partnering with
the county fire departments and law enforcement agencies. The training tower (Phase I) nears
completion and will be operational around the 15` of the year. The 2nd phase construction will
begin this spring and that will provide a large enclosed training building providing multi -use
training. The training center task force was successful in application for a DRA Future's Grant
that will fund Phase II of the project.
Fire Training
The training division was able to achieve several goals this past year. The division was
successful in writing and administering the Assistance to Firefighters grant for replacement of
the department's breathing air compressor, SCBA fill station and four supplied air respirators
and associated equipment; this was the 3rd year in a row that the department has been
successful in this competitive grant program. In addition to basic and annual training presented
to members the following are a few highlights of courses or projects completed in FY2005.
Seven members of the department attended the FDIC conference conducted in Indianapolis,
Indiana and then delivered the training to department members.
Six members attended weapons of mass destructive training in Alabama.
Five members attended fire training a CITA fire school conducted at Kirkwood Community
College in Cedar Rapids, Iowa.
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All members received training on new breathing apparatus units as the equipment went into
service in October. In addition, seven members were certified as repair technicians for this new
equipment.
The division presented Incident Command System and National Incident Management System
training to all City management team members and several county employees.
All company officers were given a four hour computer course on use of Word and Excel
programs through NICC.
All department personnel completed a twelve hour course on Rapid Intervention Teams to
develop skills for rescuing firefighters trapped in a building fire. The course was presented
through the Iowa Fire Service Training Bureau using Dubuque Fire Department instructors and
use of an acquired building from the Dubuque Community Schools.
The course "Haz Mat for Street Smart Firefighters" was presented to all members to refresh and
update hazardous materials training.
In conjunction with the National Mississippi River Museum and Aquarium the training division
conducted three days of ice rescue training that was viewed by the public as part of the winter
ice festival at the museum.
In March, 30 fire officers attended incident management training using the Abbotville tabletop
program presented at the Grand River Center.
Emergency Medical Services
Provided assistance with lifeguard training for Flora, Sutton and Dubuque Golf and Country
Club pool staffs.
Fifty-seven of the department's eighty -nine -member force are now Paramedics.
Assisted the Red Cross with lifeguard instructor training. Lifeguards are evolving into health
care providers, administering -oxygen and using other adjuncts in resuscitative care. EMS Staff
was involved in helping present several of these regional classes in Dubuque.
In Partnership with the Medical Associates' HMO Foundation, paramedic ambulances joined
sports medicine physicians and athletic trainers in providing game side medical coverage at
every single Hempstead, Senior, Wahlert, Loras and University of Dubuque home football
game. This was our ninth season in this exceptional program.
We continue to be a training site for EMT and paramedic students to hone their clinical skills.
Students from NICC, Mercy and Finley Hospitals and University of Iowa frequently train with our
system.
We continue to partner with Mercy and Finley Hospitals to provide training to their staff and
ours. We share many instructor resources for various certification courses including PALS,
ACLS and HAZMAT.
Assisted in teaching a unit on spinal care for physical therapy and sports medicine students at
Clarke College.
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• Paramedics remain an integral component of the police department's tactical response team.
These medics train with the tactical team every month.
Established a program for management of medical information and advance directives for
Ecumenical Towers
Became active in the Tri -Sate Corporate Safety group, meeting monthly with safety officials
from various private sector enterprises
Provided informational seminars for all of the administrators and Nursing Services directors of
the extended care facilities on the new Iowa out of Hospital Do Not Resuscitate law and the
rules supporting it.
Successfully gained formal inclusion in the National Institutes of Health (NIH) Resuscitation
Outcomes study. This five-year study will set the course for standards of care for years to come.
Provided instruction and certification classes in Cardiopulmonary Resuscitation (CPR) and use
of Automatic External defibrillators (AED) for employees of other city departments.
Fire Marshal's Office
Fire Marshal's Office worked with the City Clerk and legal staff to update Chapter 19 of the
Code of Ordinances including the most current International Fire Code.
Fire Marshal's Office worked together with Police and State Fire Marshal Investigators to close
down a locally hosted internet web site detailing the manufacturing of home-made explosives,
including video demonstrations. The investigation resulted in the confiscation and destruction of
bomb making components along with felony charges filed against a local juvenile.
Fire Marshal's Office worked with all large retail centers to help them comply with the new fire
lane ordinance creating a balance between fire access and retail needs.
Fire Marshal's Office worked with the Department of Natural Resources and Dubuque County
Conservation Board to establish a "Pre -scribed Fire" permit for the use of fire in the restoration
of natural prairie areas.
Incidents
The Fire Department responded to four structure fires in Fiscal 2005 that sustained more than
$50,000.00 in damages.
985 North Booth with estimated losses of $55,000
372 Main with estimated losses of $100,000
3500 Dodge with estimated losses of $54,000
954 West 5th with estimated losses of $59,000
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FUTURE INITIATIVE FOR FISCAL YEARS 2006 AND 2007:
The Fire Department with the local Emergency Management office will host a table top exercise
for the Emergency Operations Center (EOC) to update new employees and renew skills.
Continue to develop the National Incident Management System (NIMS) and provide training to
the employees and other entities.
Continue to partner with the Dubuque County Firefighters Association and Law Enforcement
agencies on the Regional Training Center project.
To work with the State Fire Marshal's Office Smoke Detector Program to provide free smoke
detectors and battery replacement to those in need.
To continue to work with the Department of Natural Resources to establish guidelines for
training and procedures too properly conduct timely and safe prairie restoration burns.
The EMS Supervisor will have a response vehicle for evaluation of medics on calls in the field;
this will be a retired police cruiser.
The Fire Department plans to begin using a new report system that will include tablets in all 3
ambulances for patient data entry on scene. The system will also include electronic data
transfer and storage of EMS forms.
The department will develop and train on trench/collapse rescue techniques with equipment
purchased by the Assistance to Firefighters Grant. This equipment will include pneumatic jacks
and shoring materials housed in an enclosed trailer for rapid deployment for an incident.
The Fire Department will be investigating hardware, software and communication options for
mobile DATA terminals in fire apparatus. This system will allow for preplan and inspection
information to be available for structure fires and other emergency incidents. It can also provide
mapping and response information from the 911 Center. Assistance to Firefighter Grant
application will be made for funding.
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•
FIRE DEPARTMENT
Budget Highlights
FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change
Actual Adopted Amended Recom'd from Adopted
Employee Expense 6,836,963 7,337,762 7,337,762 7,551,765 2.9%
Supplies and Services 464,816 468,122 518,122 556,228 18.8%
Machinery and Equipment 235,495 114,880 116,850 119,014 3.6%
Total 7,537,274 7,920,764 7,972,734 8,227,007 3.9%
Operating Revenue
Cable TV Fund Charges
931,838 838,120 838,030 906,363
32,561 34,779 34,779 36,223
8.1%
4.2%
Property Tax Support 6,572,875 7,047,865 7,099,925 7,284,421 236,556
Percent Increase (Decrease) 3.4%
Decision Package Summary
• 1 of 6
This decision package will provide for three (3) power lift cots for the department's ambulances. These
cots have a battery powered lifting device that raises and lowers the cot with a patient loaded. This
provides a smoother process for the patient and greatly reduces the amount of lifting by paramedics
that typically places their upper and lower spine at risk for injury. This package should reduce the risk
of serious back injuries to the department's employees and also reduce the potential for job related
disability retirements. Operating the ambulance service has contributed to a number of job related
disability retirements, given the heavy physical work involved. Over the last five years of the six
firefighters who received a job related disability retirement due to a musculoskeletal condition, the
injuries that contributed to or caused the disabling condition for five of the six firefighters occurred while
assisting on medical calls.
These cots will also provide a higher load capacity of 700 pounds. Currently load capacities are in the
500-600 pound range. The current cots are nearing the end of their service life and will be traded in.
Battery replacement on the new cots would be about every 2 years.
Related Cost: $26,538 Tax Funds — Non -Recurring
Property Tax Impact: +$.0154/+.15%
Activity: Ambulance
Recommend - Yes
• 2 of 6
This decision package will provide for life jackets on fire Department vehicles for use by personnel
when responding to water rescues. Currently the department's boats carry the only life jackets. This
will provide safety for the fire crews that respond to water emergencies along the river or for in city
bodies of water. Many rescues for water emergencies are shore based and can be performed by fire
—209—
companies before rescues boats arrive. Many fast moving water ways occur on city streets during
heavy rain and fire companies are dispatched for stranded vehicles. This package will reduce personal
risk for firefighters.
Related Cost: $2,580 Tax Funds — Recurring
Property Tax Impact: +$.0015/+.02%
Activity: Fire Suppression
Recommend - Yes
3 of 6
This decision package will provide for Continuous Positive Airway Pressure (CPAP) generators for all
three (3) medic units on the department. The CPAP generators are used for severe respiratory distress
cases such as pulmonary edema (fluid on the lungs). CPAP expands collapsed alveoli and forces the
return of fluid to central circulation of the patient. The use of CPAP in the pre -hospital arena has shown
to dramatically reduce the need for intubation (placing a tube down the throat and using an external
ventilator. The start-up equipment cost is $4,800 and the cost per patient is $39.50 per treatment
(charged back to patients). It is anticipated that 10-12 patients per year will benefit from the treatment.
Related Cost: $4,800 Tax Funds — Non -Recurring
Related Revenue: $395 Tax Funds — Recurring
Net Cost: $4,405 Tax Funds
Property Tax Impact: +$.0026/+.03%
Activity: Ambulance
Recommend - Yes
4 of 6
This decision package will provide for eight (8) members of the management staff to attend the "Faces
and Voices Annual Diversity Conference". This conference will provide useful information and
knowledge for the staff in order to better serve the citizens of Dubuque.
Related Cost: $760 Tax Funds — Recurring
Property Tax Impact: +$.0004/+.00%
Activity: Fire Administration
Recommend - Yes
5 of 6
This decision package will provide for annual software license and support relating to the new mobile
data terminals, software system and wireless data communication system for Fire Department vehicles
that is part of the FY 2007 recommended Capital Improvement Budget for the Fire Department. These
units will provide information on emergency calls about structures, occupancies and hazards. In
addition they can be used for fire hydrant information and inspection/preplan entry into a data base.
This system can be expanded to include dispatch information including address, cross street and
sensitive critical information. A federal grant for Assistance to Firefighter application will be made for
this project which requires a 20% local match.
Related Cost: $ 6,000 Tax Funds — Recurring Recommend - Yes
Property Tax Impact: +$.0035/+.04%
Activity: Fire Suppression
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•
•
6 of 6
This decision package will provide for advertising materials for
Paramedic Ambulance service. This will include advertising in
magnets and brochures. With the private ambulance services
help clarify/educate about the Department's ambulance capabi
Related Cost: $2,840 Tax Funds - Non -Recurring
Property Tax Impact: +$.0017/+.02%
Activity: Fire Administration
Employee Expense
the Dubuque Fire Department
local publications, on refrigerator
in Dubuque, this advertising program will
lities and the use of 911.
Significant Line Items
Recommend - Yes
1. FY 2007 employee expense reflects a 3.5% wage package increase and the 2nd year of
employees contributing 10% towards their health insurance premium.
2. Other Medical Expense for retirees costs has been increased from $14,304 in FY 2006 to
$20,000 in FY 2007 based on FY 2004 and FY 2005 actual experience. These health costs
must be paid from the general fund per chapter 411 of the Iowa Code and not the City's health
insurance reserve fund.
3. Fire and Police Retirement rates in FY 2007 are decreasing from 28,21% to 27.75% or a
decrease of 1.6% (-$22,217). In FY 2004 Fire and Police Retirement rates went from 17% to
20.48% or an increase of 20.5% ($149,171 increase in costs). In FY 2005 the rate increased
again from 20.48% to 24.92% or a 21.7% increase ($205,468 increase in costs), and in FY 2006
the rate increased again from 24.92% to 28.21% or a 13.2% increase over FY 2005 ($154,090).
Supplies & Services
4. Utilities have increased from $55,823 in FY 2006 to $63,443 in FY 2007 due to anticipated
increases from Gas and Electric.
5. Data Processing Maintenance Contracts has increased from $12,139 in FY 2006 to $15,782 in
FY 2007 to reflect maintenance/licensing costs for the addition of the City wide Groupwise email
and calendaring software and service contract.
6. Miscellaneous Operating Supplies under Ambulance have increased from $7,610 in FY 2006 to
$31,200 in FY 2007 due to the hospitals no longer giving emergency supplies to Ambulance
agencies. Ambulances must stock their own supplies.
7. Motor Vehicle Fuel has increased from $22,031 in FY 2006 to $37,838 in FY 2007 based on
actual use and cost in FY 2005 plus anticipated market increases. In addition, Motor Vehicle
Maintenance internal and outsourced has increased from $115,440 in FY 2006 to $151,485 in
• FY 2007 based on actual cost in FY 2005 of $140,267. This more accurately reflects the costs
of maintaining the Fire Departments fleet.
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Machinery & Equipment
8. Equipment replacement items include:
Furniture Replacement ($5,880)
1 SUV & 1 Van Replacement ($55,000)
Mowers ($500)
Air Masks ($1,272)
Other Safety Equipment ($2,400)
Confined Space Equipment ($2,247)
Pager Radio Equipment ($6,000)
Resuscitation Kits ($900)
Ladder ($1,908)
Hazrnat Response Gear ($6,742)
Hose ($2,247)
Revenue
9. Specialized Services Revenue in Fire Administration of $4,750 remains unchanged and reflects
confined space rescue service agreements.
10. Ambulance Fees have increased from $770,000 in FY 2006 to $830,000 in FY 2007 due to an
anticipated new higher payment schedule for Medicare.
11. The County payment for Hazardous Material Services of $57,273 increased $5,113 over FY
2006. The County Board of Supervisors approved this amount on December 15, 2003 and will
change based on employee expense.
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•
City of [1"ubuque •
Recommended Capital Improvement Program Summary
Fiscal Year 2007-2011
PROGRAM/DEPT PROJECT DESCRIPTION
FIRE DEPARTMENT
Public Safety
Intersection Pre-emption System
Fiber Optic System for Fire Stations
Ladder , Pumper &Ambulance Replace
Training Center Fire Simulator
Interior Improve. Station #3
Interior Improve. Station #5
Fire Station #2 - Improvements
Mobile Data Terminals
and Wireless Network
Antique Fire Truck
Elevator -Fire Headquarters
Total
SOURCE OF FUNDS FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 TOTAL PAGE
General Fund
General Fund
General Fund
DRA Distribution
General Fund
General Fund
General Fund
Asst to Firefighters Grant
DRA Distribution
General Fund
General Fund
$ 15,000 $ 15,000 $ 15,000 $
$ 124,000 $ 399,620 $ - $
$ 228,500 $ 240,000 $ - $
$ 365,000 $ - $ - $
$ 13,600 $ - $ - $
$ 7,200 $ - $ - $
$ 12,100 $ - $ - $
$ 536,500 $ - $ - $
$ 33,000 $ $ - $
$ - $ $ 422,500 $
15,000 $
- $ 60,000 6
$ $ 523,620 7
172,500 $ 1,824,000 9
$ 365,000 10
$ 13,600 11
$ 7,200 12
- $ 12,100 13
- $ 536,500 14
$ $ 33,000 15
$ $ 422,500 16
$ 1,334,900 $ 654,620 $ 437,500 $ 1,198,000 $ 172,500 $ 3,797,520
CITY OF DUBUQUE FIRE DEPARTMENT
FIRE DEPARTMENT ADMINISTRATION
1 Fire Chief
E. Dan Brown
1 Secretary
Fire Suppression/Ambulance
Division I
1 Asst. Fire Chief
1 Fire Equipment Operator
Engine Company #501
1 Fire Lieutenant
1 Fire Equipment Operator
3 Fire Fighters
Engine Company #502
1 Fire Captain
1 Fire Equipment Operator
1 Fire Fighter
Engine Company #503
1 Fire Lieutenant
1 Fire Equipment Operator
1 Fire Fighter
Engine Company #505
1 Fire Lieutenant
1 Fire Equipment Operator
Engine Companv #506
1 Fire Lieutenant
I Fire Equipment Operator
Truck Company #511
1 Fire Captain
I Fire Equipment Operator
2 Fire Fighters
Truck Company #512
1 Fire Lieutenant
1 Fire Equipment Operator
1 Fire Fighter
Ambulance
4 Medical Officers
Division II
1 Asst. Fire Chief
1 Fire Equipment Operator
Engine Company #501
1 Fire Lieutenant
1 Fire Equipment Operator
3 Fire Fighters
Engine Company #502
1 Fire Lieutenant
1 Fire Equipment Operator
1 Fire Fighter
Engine Company #503
1 Fire Captain
1 Fire Equipment Operator
1 Fire Fighter
Engine Company #505
1 Fire Captain
1 Fire Equipment Operator
Engine Company #506
1 Fire Captain
1 Fire Equipment Operator
Ladder Company #511
1 Fire Lieutenant
1 Fire Equipment Operator
2 Fire Fighters
Ladder Company #512
1 Fire Lieutenant
1 Fire Equipment Operator
1 Fire Fighter
Ambulance
4 Medical Officers
Fire Prevention Bureau
I Asst. Chief/Fire Marshal
1 Asst. Fire Marshal
Division III
I Asst. Fire Chief
1 Fire Equipment Operator
Engine Company #501
I Fire Captain
1 Fire Equipment Operator
3 Fire Fighters
Engine Company #502
1 Fire Lieutenant
1 Fire Equipment Operator
1 Fire Fighter
Engine Company #503
1 Fire Lieutenant
1 Fire Equipment Operator
1 Fire Fighter
Engine Company #505
1 Fire Lieutenant
1 Fire Equipment Operator
Engine Company #506
1 Fire Lieutenant
1 Fire Equipment Operator
Ladder Company #511
1 Fire Lieutenant
1 Fire Equipment Operator
2 Fire Fighters
Ladder Company #512
1 Fire Captain
1 Fire Equipment Operator
1 Fire Fighter
Ambulance
4 Medical Officers
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Fire Training
1 Asst Fire Chief
Ambulance Supervisor
1 Fire EMS Supervisor
Location of Fire Companies
Engine Company #501
Fire Headquarters
11 West 9 Street
Engine Company #502
2180 John F. Kennedy Road
Engine Company #503
3155 Central Avenue
Engine Company #505
689 So. Grandview Avenue
Engine #506
1500 Rhomberg Avenue
Ladder Company #511
Fire Headquarters
11 West 9 Street
Ladder Company #512
1697 University Avenue
Ambulance -Medic #552
1697 University Avenue
Ambulance -Medic #551
Fire Headquarters
11 West r Street
89 Uniformed Positions
1 Civilian Position
•
•
DEPARTMENT/DIVISION:
ACTIVITY:
Fire
Administration
GOAL
Maximize efficiency in the organization and operation of the Dubuque Fire Department.
DESCRIPTION
The Fire Administration Activity is responsible for developing long and short-range goals for fire
service, setting policies and supervising twenty-four hour a day fire operations and conducting
all other administrative duties of the Fire Department. The Fire Department currently consists of
four activities including Fire Suppression, Fire Prevention, Training and Ambulance Operations.
This Activity is located on the first floor of Fire Department Headquarters, 11 West Ninth Street
and is staffed by the Fire Chief and a Secretary.
SERVICE OBJECTIVES
1. To maximize the utilization of available fire safety resources by planning, supervising
and directing the operations and activities of the Fire Department.
2. To maintain the present level of administrative support service by:
a) Providing prompt, completed staff work to the City Manager;
b) Administering the collective bargaining agreement;
c) Implementing work plans which provide the most efficient method of service the
public;
d) Investigating and responding to citizen complaints/requests within twenty-four
hours of receipt; and
e) Performing the administrative function and performance evaluation of the four
activities of the Fire Department.
3. To keep all Fire Department activities within budgeted amounts by monitoring all
purchases and pre -spending analysis of major expenditures.
4. To administer Chapter 411 requirements related to disability retiree medical (drug and
doctor) expenses.
5. To insure the proper reception and dispatch of emergency calls by participating in the
Public Safety Communications Center Committee.
6. To assist the Emergency Management Office in severe weather operations by
participating in emergency plan updates and staffing the operating center during severe
weather and other emergency situations.
Fire
To provide telephone coverage and clerical services to the Fire Chief and Fire
Prevention Activity with a full time secretary.
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Administration
DEPARTMENT/DIVISION: Fire
ACTIVITY: Fire Suppression/Emergency Service
GOAL
Protect the public from the dangers of fire by attempting to control them at their points of origin
while keeping fire and water damage at a minimum. To respond to a broad range of requests
from citizens in emergencies when immediate help is not otherwise available. To maintain fire
stations, apparatus and equipment in first class condition at all times.
DESCRIPTION
This Activity provides responsibility for the protection of life and property from fire, the handling
of emergencies involving hazardous materials, natural and manmade disasters, as well as semi -
emergency situations where time is a critical element in protecting the health and/or safety of
the citizen. It also provides for complete maintenance, materials, supplies and repairs
necessary for the operation of 6 fire stations and 18 vehicles staffed by 3 Assistant Chiefs, 7
Captains, 14 Lieutenants, 24 Fire Equipment Operators and 24 Firefighters.
SERVICE OBJECTIVES
1. To maintain an average response time of three to six minutes by continuing current
dispatch and operating procedures and providing five engine companies, two truck
companies, two ambulances and one command vehicle operating from six locations
(Fire Headquarters, 11 West 9`h Street; Fire Station #2, 2180 John F. Kennedy Road;
Fire Station #3, 3155 Central, Fire Station #4, 1697 University Avenue; Fire Station #5,
689 South Grandview and Fire Station #6, 1500 Rhomberg Avenue).
2. To act as first responders (providing medical aid) to approximately 3,000 emergency
medical calls and accidents.
3. To continue to maintain the quality of water and insure hydrants are operational in all
areas of the city by flushing approximately 3,000 fire hydrants. This includes checking
and greasing fire hydrants and doing minor repairs.
4. To assure that rental dwelling units are safe, decent and sanitary by assisting the
Housing Services Division in inspecting all rental units (7,468) on a five-year cycle for
compliance with both the Housing and Fire Codes.
5. To continue to monitor first company response time through written records and periodic
reviews and evaluation.
6. To keep water damage to a minimum by proper application of extinguishing agents.
Fire Fire Suppression/Emergency Service
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7.
•
To secure and restore fire buildings to the extent possible by picking up extinguishing
agents, covering openings and picking up fire debris.
8. To minimize damage from suspected incendiary fires by extinguishing the fire, careful
salvage and overhaul, investigating for the cause, calling in a Fire Marshal and the
Police Department if arson is suspected and assisting in the subsequent investigation.
9. To improve our ability to manage hazardous material releases in the city by:
a) continuing in-house training in hazmat incident mitigation:
b) acquiring and improving equipment for hazmat identification, information and
containment; and
c) maintaining a hazmat response vehicle and for on -scene management and
mitigation of incidents.
10. To respond to calls for special rescue such as high angle, confined space, water/ice
rescue and entrapment.
11. To respond to a wide variety of requests for assistance from the public such as checking
for smoke, opening locked doors, removing water, etc.
12. To assist other City departments on a time available basis when there is an area of City
liability (pumping out sewer backups).
13. To assist other City departments by providing expertise on specialized equipment
(emergency lighting, flushing operations, etc.)
14. To practice preventive maintenance rather than corrective maintenance whenever
possible by:
a) cleaning and inspecting all apparatus thoroughly in six fire stations as the first job
assignment of the duty day;
b) performing all routine housekeeping chores daily;
c) reporting needed repairs or damage incurred to City property promptly to the
Assistant Chief on duty;
d) testing all fire hose annually and repairing or replacing any section found to be
defective;
e) testing all fire apparatus in accordance with accepted national standards (any
apparatus that is unable to pass the test is checked as to the reason and
necessary repairs made); and
f) giving the six stations a thorough spring housecleaning each year including
washing walls, scrubbing and waxing floors, etc.
15. To maintain the condition of living quarters in the various fire stations by replacing worn
out furniture and appliances.
16. To maintain the skill level of Paramedics who have been promoted out of the ambulance
service by rotating them periodically onto the ambulance and providing certification pay
$360 per year) for Paramedics who maintain their certification.
17. To provide medical personnel at special events such as fireworks, Taste of Dubuque, etc
Fire Fire Suppression/Emergency Service
—217—
18. To give tours of fire stations so children have a better understanding of Fire Department
operations.
19. To provide ride time to individuals in EMT, EMT Paramedic programs and other
programs authorized by the Chief.
20. Assist the training division in apparatus certification and outside department training.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of fire calls by type
Structure fire 98 99 100 100 100
Outside structure fire 11 10 10 10 10
Vehicle fire 39 32 50 35 35
Trees, brush, grass fire 32 40 35 40 35
Refuse fire 47 54 50 60 50
Other 2 17 10 20 10
Number of calls by type
Rescue & EMS Incidents 2810 2893 3000 3000 3100
EMS excluding MVA 2308 2409 2450 2450 2500
MVA with Injury 204 171 200 200 225
Motor Vehicle/Pedestrian 13 14 20 20 25
Number of special call by type
Hazardous condition standby 27 28 25 30 25
Spill, leak with no ignition 123 179 125 190 125
Excessive heat 4 4 10 5 5
Power line down 52 39 50 50 50
Vehicle accident clean-up 94 74 100 100 100
Arcing/shorted elec. equipment 54 44 50 50 50
Hazardous condition standby
not classified 27 29 30 30 30
Lockout 8 3 5 5 5
Water evacuation 27 24 20 25 20
Smoke, odor removal 21 16 20 20 20
Unauthorized burning 25 23 30 30 30
Smoke scares 70 69 75 75 75
Controlled burning 12 23 10 25 10
Dispatched & Cancelled 164 116 200 200 200
Good intent call not classified
above 12 26 20 28 20
Number of false calls by type
Malicious/mischievous false 15 17 15 18 15
System malfunction 145 89 150 100 150
Unintentional/false alarm 162 167 150 170 150
Fire Fire Suppression/Emergency Service
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•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Average response time of all
companies responding on fire
alarm — minutes 3-6 3-6 3-6 3-6 3-6
Average time of first company
to fire scene -minutes 2-4 2-4 2-4 2-4 2-4
Number of sprinkled building
accounts 320 308 325 310 315
Percentage of population
reachable within five minutes 98 98 98 98 98
Fire Fire Suppression/Emergency Service
—219—
DEPARTMENT/DIVISION:
ACTIVITY:
Fire
Fire Prevention
GOAL
Eliminate all fire and safety hazards in residential, industrial and commercial buildings while, at
the same time, firefighters and inspectors are familiarizing themselves with these buildings. To
promote fire safety through public education and facilitate inspection of rental housings units.
DESCRIPTION
This activity is charged with the enforcement of codes and ordinances that deal directly or
indirectly with fire safety. The National Commission on Fire Prevention and Control in their
report to the President stated, "The Commission recommends that local governments make fire
prevention at least equal to suppression in the planning of Fire Department priorities."
Commercial and industrial inspections are designed for code enforcement, to promote good fire
safety rules and to point out to business owners those hazards that are mainly responsible for
fires in these occupancies. Fire safety through education encompasses a number of related
activities that range from tours of the fire stations to formal programs in the schools, churches,
social and civic groups of all ages. Fire investigations are performed to determine most
probable cause and origin when requested. This activity is staffed by a Fire Marshal, Assistant
Fire Marshal and Firefighter assigned 8 hours of 24 hour work shift assigned is located at Fire
Department Headquarters, 11 West 9`" Street.
SERVICE OBJECTIVES
1. To reduce or at least become aware of hazardous conditions by:
a) inspecting high life hazard areas such as schools, churches, hospitals and
nursing home at lease once a year;
b) inspecting majority of commercial establishments yearly and industrial
occupancies at least once every two years; and
c) providing consulting service in the areas of fire safety, fire prevention and
interpretation of codes and ordinances.
2. To develop the expertise of Fire Prevention activity members in the field of public
education, fire prevention and investigation by attendance at schools and conferences.
3. To assure built-in protection in buildings by enforcement of the Fire Code to reduce the
possibility of a major fire that would overwhelm the fire suppression force of the Fire
Department.
4. To actively promote fire safety as a means of reducing home fire by:
a) making personal contacts and public service announcements; and
b) conducting as many programs on "Fire Safety in the Home" as possible.
Fire Fire Prevention
-220-
• 5. To actively promote installation of approved fire detectors and fire extinguishers in the
home by providing assistant and answering citizen request.
6. To teach fire prevention and other subjects relating to health and safety by:
a) continuing to respond to requests, subject to availability of manpower, for
instruction in fire safety and other related subjects;
b) fulfilling requests for speakers and/or programs in all fields of fire safety;
c) presenting programs in all schools in the city at least once every three years;
d) using local media (television, radio and newspaper) to inform public of fire safety;
e) expanding our video library to cover a wider range of specialized information; and
0 working with families and juvenile court services to reduce fires set by children
through our juvenile fire setter program.
7. To attempt to remain current on the state of the art of fire investigation by attending
conferences and seminars and to reduce incidents of arson by working closely with the
Police Department and investigate criminal activity involving fires.
8. To enable Fire Department personnel to assist in multiple family housing inspections by:
a) assisting Housing Inspectors in conducting a training program;
b) serving as liaison between Housing Services Department and the Fire
Department;
c) maintaining records on inspections and sorting/preparing inspection forms; and
d) directing the notification of property owners by mail of inspection appointments.
• 9. To promote school safety by working with schools to develop response plans to
domestic terrorism.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of Commercial
inspections
Hours (Company spent on
commercial inspections
Number of code violation
investigations
Number of blueprints/site plans
reviewed (Code compliance)
Number of public education
events
381 438 400 400 400
381 440 500 400 400
60 82 80 80 80
80 96 75 75 80
335 410 250 350 350
Staff hours spent on public
• Education events 950 518 850 600 600
Fire
Fire Prevention
—221—
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of initial rental (unit)
inspections 61 310 150 300 300
Number of rental re -
inspections
Rental violations issued
27 87 75 75 75
206 503 300 350 350
•These changes in categories are due to new software tracking capabilities.
Fire
—222 --
Fire Prevention
•
DEPARTMENT/DIVISION:
ACTIVITY:
Fire
Training
GOAL
Provide education and skills maintenance to meet the expanding challenges of the Fire
Department mission, to manage the hazardous materials response and hydrant flushing
activities, and to fill the role of Department Safety Officer.
DESCRIPTION
This activity is responsible for planning, coordination, delivery and evaluation of all aspects of
Fire Department training. Education programs include firefighting tactics and strategy,
apparatus and equipment use, fire prevention education, hazmat response, rescue operations
and delivery of specialized services. This activity also assists with personnel matters, entrance
testing and coordinates the department safety committee. This activity is responsible for
keeping all records involving the above mentioned activities as well as evaluating the program's
effectiveness. An Assistant Chief/Training Officer staffs this activity.
SERVICE OBJECTIVES
1. To develop a system to identify training needs.
2. To provide training to ensure certification of personnel in the following areas:
Emergency Medical Services (First Responder, EMT -B, EMT -1, EMT -P as appropriate),
Firefighter II, Fire Officer I, Hazardous Materials Technicians, Confined Space Entry and
Self -Contained Breathing Apparatus.
3. To develop, coordinate and support the Field Training Officer Program for new recruits.
4. To provide annual fire pump service tests to ensure effectiveness of department
apparatus.
5. To develop standard operating guidelines for hazardous materials.
6. To research necessary equipment for the HazMat Team.
7. To provide for training in specialized rescue functions, including water/ice rescue, high
angle rope rescue and vehicle extrication.
7. To select members to attend advanced or specialized training using criteria designed to
provide maximum benefit to the department.
8. To institute and develop training programs with other agencies.
9. To assist in preparing fire apparatus and equipment specifications.
Fire
-223- Training
10. To facilitate ground ladder testing in accordance with NFPA 1932 requirements.
11. To post educational opportunities from other sources.
12. To practice Incident Management System (IMS) use at multi -company training functions.
13. To maintain a departmental library including printed material and other media resources.
14. To maintain training records and skills inventory of all personnel.
15. To assist with development and maintenance of Confined Space Program for all city
employees.
16. To train and monitor firefighters in testing and minor maintenance of the fire hydrant
system.
17. To coordinate all activities of the HazMat Team.
18. To establish and maintain the department's Respiratory Protection Plan in accordance
with OSHA regulations.
19. To serve as chair of the Fire Department Safety Committee.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of Training Classes
held 970 1,009 1,000 1,000 1,050
Total training Class Hours 2,920 2,095 3,000 2,500 3,000
Total Man hours of Training 18,592 8,870 13,000 9,000 9,100
Average Training Hours per
Member 209 101 210 102 120
Training Class Hours provided
to other City/Private
employees 20 40 20 30 30
Staff hours of physical
fitness 8,592 6,776 8,500 7,000 7,000
Average physical fitness hours
per members 97 77 95 80 80
Fire Training
-224-
•
•
DEPARTMENT/DIVISION: Fire
ACTIVITY: Ambulance Operations
GOAL
Reduce sudden death, disability, suffering and costs from medical emergencies and injuries by
providing efficient and prompt advanced life support ambulance services provided by personnel
trained and certified as paramedics.
DESCRIPTION
This service is staffed with a Medical Supervisor and twelve Medical Officers. The medical
officers respond in teams of two to medical emergencies as well as fire and other emergency
calls. Two advanced cardiac life support ambulances are staffed at all times. A third
ambulance is staffed with paramedics assigned to Ladder 511 at Fire Headquarters. When all
are busy, we utilize the Asbury, Key West and Sherrill Fire Departments EMS ambulance
service to back us up. The City of Dubuque's Fire Department provides the City of Asbury, Key
West and Sherrill with similar backup.
SERVICE OBJECTIVES
1. To respond to approximately 3000 medical calls within two to four minutes by a Fire
Company with trained medical First Responders and an advanced life support
ambulance within three to five minutes, ninety percent of the time, by providing three
advanced life support (ALS) ambulances and continuing a training program to provide
paramedics for the ambulances, and fill-in for off-duty ambulance members. The third
ambulance is staffed part-time with on -duty firefighters.
2. To provide approximately 200 non -emergency transfer service calls with ALS capability
from and between health care facilities, physician's offices, residential treatment facilities
and private homes.
3. To improve the survivability of cardiac arrest by providing defibrillation at the earliest
possible moment.
4. To maintain the skills of ambulance personnel and enable them to accumulate the
continuing education hours necessary to retain their certification by continuing a
comprehensive training program.
5. To maintain a modern and efficient ambulance service by providing scheduled
ambulance vehicle and bio -electronic equipment replacements in the Capital
Improvement Program process.
To provide on -scene standby service for major community events or large gatherings
utilizing off-duty members on overtime.
Fire
—225 -
Ambulance Operations
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Response Time — minutes 3-6 3-6 3-6 3-6 3-6
Calls Responded to 3,302 3,421 3,300 3,500 3,600
Miles Traveled 19,376 19,850 24,000 22,000 24,000
Rescue & EMS Incidents 2,810 2,893 2,800 3,000 3,100
Fire & other emergency calls 201 255 300 300 300
Total calls responded to: 3,011 3,148 3,100 3,300 3,400
Fire Ambulance Operations
-226-
Recommended Operating Expenditure Budget by Department
13 - FIRE DEPARTMENT
Fund Account Account Title
100
290
100
100
100
100
100
100
100
100
290
100
290
100
100
290
100
290
100
100
ap 100
100
100
61010 FULL-TIME EMPLOYEES
61010 FULL-TIME EMPLOYEES
61050 OVERTIME PAY
61070 HOLIDAY PAY
61091 SICK LEAVE PAYOFF
61092 VACATION PAYOFF
61094 RETIREMENT PAYOUT
61310 IPERS
61320 SOCIAL SECURITY
61370 POLICE & FIRE RETIREMENT
61370 POLICE & FIRE RETIREMENT
61410 HEALTH INSURANCE
61410 HEALTH INSURANCE
61415 WORKMENS' COMPENSATION
61416 LIFE INSURANCE
61416 LIFE INSURANCE
61620 UNIFORM ALLOWANCE
61620 UNIFORM ALLOWANCE
61640 SAFETY EQUIPMENT
61660 EMPLOYEE PHYSICALS
61665 OTHER MEDICAL COSTS
61670 CIVIL SERVICE PHYSICALS
61675 POLICE/FIRE INJURIES
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
4,260,793 4,395,788 4,673,689 4,800,440
22,689 23,289 24,539 25,396
70,149 69,706 40,579 40,579
144,530 149,952 157,984 162,420
18,680 14,531 0 0
7,373 9,807 0 0
20,000 0 0 0
1,813 1,861 2,261 2,022
39,190 40,893 60,786 47,566
898,235 1,127,062 1,336,035 1,367,436
4,631 5,816 6,736 7,047
881,829 882,751 894,662 952,236
3,276 3,276 3,330 3,564
31 78 112 111
4,447 4,444 10,811 9,600
29 29 42 51
44,150 41,250 52,832 54,082
0 152 132 165
0 0 500 500
3,393 3,502 3,750 3,750
100,232 12,399 14,304 20,000
2,046 0 2,170 2,300
49,536 50,378 52,508 52,500
61 - WAGES AND BENEFITS
6,577,052 6,836,963 7,337,762 7,551,765
100 62010 OFFICE SUPPLIES
100 62030 POSTAGE AND SHIPPING
100 62060 O/E MAINT CONTRACTS
100 62061 DP EQUIP. MAINT CONTRACTS
100 62090 PRINTING & BINDING
100 62110 COPYING/REPRODUCTION
100 62130 LEGAL NOTICES & ADS
100 62140 PROMOTION
100 62170 SUBSCRIPTIONS -BOOKS -MAPS
100 62190 DUES & MEMBERSHIPS
100 62206 PROPERTY INSURANCE
100 62207 BOILER INSURANCE
100 62208 GENERAL LIABILITY INSURAN
100 62310 TRAVEL -CONFERENCES
100 62320 TRAVEL -CITY BUSINESS
100 62340 MILEAGE/LOCAL TRANSP
100 62360 EDUCATION & TRAINING
100 62411 UTILITY EXP -ELECTRICITY
4111 100 62412 UTILITY EXP -GAS
100 62421 TELEPHONE
100 62431 PROPERTY MAINTENANCE
904
1,195
161
13,321
495
395
4,369
0
328
920
3,966
1,762
63,129
0
257
5,731
13,264
26,994
23,263
10,537
8,614
1,349
1,055
544
11,163
526
269
1,354
0
318
1,195
4,547
1,506
76,143
342
0
5,810
13,320
28,700
27,039
10,842
8,883
1,560
1,196
600
12,139
998
1,000
4,631
0
1,412
975
4,705
1,506
83,473
2,400
500
6,955
23,000
30,233
25,590
11,395
14,420
1,430
1,153
600
15,782
500
1,000
1,435
2,840
1,200
1,195
5,132
1,562
80,403
2,400
500
4,740
24,760
30,996
32,447
11,515
9,415
-227-
Recommended Operating Expenditure Budget by Department
13 - FIRE DEPARTMENT
Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
100 62433 CUSTODIAL SERVICES
100 62434 HVAC MAINTENANCE
100 62511 FUEL, MOTOR VEHICLE
100 62512 FUEL, OFF ROAD VEHICLE
100 62521 MOTOR VEHICLE MAINT.
100 62528 MOTOR VEH. MAINT. OUTSOUR
100 62611 MACH/EQUIP MAINTENANCE
100 62639 LIQUID CO2/02
100 62663 SOFTWARE LICENSE EXP
100 62671 MISC. OPERATING SUPPLIES
100 62725 BILL COLLECTION SERVICES
100 62731 MISCELLANEOUS SERVICES
100 62778 SERVICES - OTHER DEPTS
2,111
1,979
20,338
0
87,906
24,849
1,364
2,716
1,170
21,390
71,512
(1,491)
0
2,335
2,075
27,330
0
108,051
32,216
1,957
2,472
1,762
26,656
71,082
0
(6,025)
1,908
2,154
22,031
0
88,555
26,885
3,479
2,878
4,810
22,568
64,166
0
0
2,475
2,200
37,838
0
116,694
34,791
4,040
3,022
10,850
47,223
66,090
0
0
62 - SUPPLIES AND SERVICES
413,448 464,816 468,122 556,228
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
71116
71123
71124
71156
71310
71311
71415
71511
71611
72110
72113
72114
72318
72410
72515
72610
72611
72612
72613
72614
COPIER MACHINE
SOFTWARE
MICRO -COMPUTER
FURNITURE
AUTO/JEEP REPLACEMENT
PATROL CARS REPLACEMENT
SAWS
PUMPS
MOWING EQUIPMENT
AIR MASKS
OTHER SAFETY EQUIPMENT
CONFINED SPACE EQUIMENT
BACKBOARDS
PAGER/RADIO EQUIPMENT
TEST EQUIPMENT, OTHER
DEFIBRILLATOR
HAZ.MAT: RESP.GEAR
RESUSITATION KITS
HOSE
LADDER
4,875 0 0 0
0 0 17,654 0
0 0 22,346 0
10,352 2,521 3,180
0 34,000 55,000
0 7,500 0
719 0 0
0 0 0
368 500 500
618 1,200 1,272
13,457 2,500 9,780
0 2,120 2,247
1,654 5,800 26,538
3,237 6,000 6,000
5,880
0
0
603
1,903
750
1,178
1,265
1,645
5,790
2,611
776
15,349
6,170
1,953
1,909
0
0 0
0 0
5,139 6,360
0 0
100 2,120
0 1,800
0
0
6,742
900
2,247
1,908
71 - EQUIPMENT
57,129 27,813
113,080
119,014
100 72116 SAFETY EQUIP., FIRE DEPT
2,079 207,682
1,800
0
72 - EQUIPMENT
2,079 207,682
1,800
0
13 - FIRE DEPARTMENT TOTAL
7,049,708 7,537,274 7,920,764 8,227,007
-228-
Date: 1/10/06
•
WAGES AND BENEFITS 321,114 239,966 259,177 271,946
SUPPLIES AND SERVICES 12,922 11,078 19,471 17,316
EQUIPMENT 4,875 0 34,000 0
EQUIPMENT 2,079 207,682 0 0
FUND: GENERAL ACTIVITY TOTAL FOR: FIRE TRAINING 100,462 115,345 127,105 134,975
1,083,085
163,5021
32.2381
FUND: GENERAL ACTIVITY TOTAL FOR: AMBULANCE 986,340 977,436 1,225,667 1,278,825
0
�
.1-
a
c
wi
328,6591
N
f--
r
co
0
C
FUND: GENERAL ACTIVITY TOTAL FOR: FIRE SUPPRESSION 5,441,358 5,812,492 6,048,620 6,289,871
FUND: GENERAL ACTIVITY TOTAL FOR: FIRE PREVENTION 182,057 179,300 206,7241
234,074
DEPARTMENT TOTAL FOR: FIRE DEPARTMENT 7,051,207 7,543,299 7,920,764 8,227,007
1,053,842
118,525
o
M
N
5,726,381
294,6591
0
n
os
0
m
.-
837,367
138,415
0
5,497,896
288,4361
26,159
o
844,148
0
0i
23,092
5,154,851
257,345
29,162
0
(WAGES AND BENEFITS
SUPPLIES AND SERVICES
EQUIPMENT
WAGES AND BENEFITS
SUPPLIES AND SERVICES
EQUIPMENT
EQUIPMENT
AMBULANCE
FIRE SUPPRESSION
13300
0
a
229—
Recommended Operating Revenue Budget by Department
13 - FIRE DEPARTMENT
Fund Account Account Title
100 42135 SERVICE STATION LICENSE
100 42140 BULK PLANT LICENSES
100 42245 PERMIT BLASTING
100 44405 FEMA PUBLIC ASSISTANCE
100 46205 COUNTY SHARE
100 51905 AMBULANCE FEES
100 51906 AMBULANCE FEES -DELINQUENT
100 53530 SPECIALIZED SERVICES
100 53605 MISCELLANEOUS REVENUE
100 53620 REIMBURSEMENTS -GENERAL
FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
3,855
0
590
0
39,321
790,907
1,311
19,757
591
3,710
2,265
0
160
145,377
52,160
697,514
813
16,910
672
15,967
1,600
410
200
0
52,160
770,000
0
11,250
500
2,000
1,535
410
250
0
57,273
830,395
0
11,250
500
2,000
13 - FIRE DEPARTMENT TOTAL 860,042
931,838 838,120
903,613
-230-
•CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
13 FIRE DEPARTMENT
FD JC WP -GR JOB CLASS
61010 Full Time Employee Expense
100 7125 GE -44 FIRE CHIEF
100 7025 GE -38 ASSISTANT FIRE CHIEF
100 7000 GE -38 ASST FIRE CHIEF -FIRE MARSHALL
290 7000 GE -38 ASST FIRE CHIEF -FIRE MARSHALL
100 7050 GE -38 ASST FIRE CHIEF -TRAINING (80)
100 6975 GE -35 EMS SUPERVISOR
100 6915 GE -34 ASST FIRE MARSHALL
100 0225 GE -24 SECRETARY
100 6900 F-05 FIRE CAPTAIN (112 HRS)
w100 6750 F-04 FIRE LIEUTENANT (112 HRS)
100 6650 F-03 AMBULANCE MEDICAL OFFICER
100 6625 F-02 FIRE EQUIPMENT OPERATOR
100 6300 F-01 FIREFIGHTER
TOTAL FULL TIME EMPLOYEES
FY 2005
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
1.00
3.00
0.67
0.33
1.00
1.00
1.00
1.00
7.00
14.00
12.00
24.00
24.00
90.00
TOTAL FIRE DEPT. 90.00
96,327 1.00
213,720 3.00
47,271 0.67
23,282 0.33
69,874 1.00
60,620 1.00
56,284 1.00
32,350 1.00
368,345 7.00
701,196 14.00
581,892 12.00
1,136,532 24.00
1,054,251 24.00
4,441,944 90.00
101,940 1.00 105,694
233,513 3.00 240,668
49,824 0.67 51,563
24,539 0.33 25,396
73,647 1.00 75,927
63,893 1.00 65,875
59,390 1.00 56,244
34,097 1.00 35,167
402,628 7.00 418,354
767,326 14.00 788,338
636,994 12.00 656,586
1,243,897 24.00 1,282,962
1,164,334 24.00 1,185,482
4,856,022 90.00 4,988,256
4,441,944 90.00 4,856,022 90.00 4,988,256
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TOTAL FIRE DEPARTMENT
•
•
•
DEPARTMENT/DIVISION: Police Department
RESPONSIBILITY: Kim B. Wadding, Police Chief
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
During FY2005 the Dubuque Police Department investigated 2,167 Part I crimes. Part I crimes
are crimes based upon the FBI Uniform Crime Report (UCR), and contain crimes against
persons and crimes against
property. Of the 2,167 Part I
crimes, 108 were crimes against
persons and 2,059 were crimes
against property. Crimes against
persons include murder, sexual
assault, robbery, and aggravated
assault. Crimes against property
include burglary, motor vehicle
burglary, theft, and motor vehicle
theft.
Over the past four years, the city
experienced an annual average
rate of 2,044 Part I crimes with
FY2005 having the highest (2,167) and FY2002 the lowest (1,757). Crimes against persons
had an annual average rate of 103.5 with FY2004 having the lowest (88) and FY2002 having
the highest (149). Crimes against property had an annual average rate of 1,930 with FY2005
having the highest (2,059) and FY2002 having the lowest (1,608). The clearance rate for crimes
against persons rose 9% from the four year average with the clearance rate for crimes against
property remaining steady for the past two years with a 2.75% increase over the past four years.
PART I CRIMES
FY02
FY03
FY04
FY05
TOTAL
1757
2129
2123
2167
Crimes Against Persons
149
110
88
108
Homicide
2
2
1
0
Sexual Assault
84
56
34
36
Robbery
18
19
8
18
Aggravated Assault
45
33
45
54
Clearance Rate
39%
55%
50%
59%
Crimes Against Property
1608
2019
2035
2059
Burglary
635
454
441
449
Motor Vehicle Burglary
222
260
298
328
Theft
644
1205
1201
1220
Motor Vehicle Theft
107
100
95
62
Clearance Rate
12%
21%
22%
22%
Druq Task Force
During FY05, the Dubuque County Drug Task Force filed 163 narcotic violations involving 109
persons, 132 Drug Endangered Children investigations involving 185 suspects and 257
children, and participated in 15 Federal indictments. Illegal drugs seized include 228.32 grams
of crack cocaine, 83.51 grams of powder cocaine, 131.78 grams methamphetamine and
7,118.77 grams of marijuana. The Drug Task Force responded to 27 active methamphetamine
drug labs and 13 methamphetamine dumpsites.
Additionally, the Drug Task Force delivered numerous (36) educational talks to community and
business members regarding the illegal drug trade and the signs of possible methamphetamine
manufacturing. Recently, the Dubuque County Drug Task Force teamed with Radio Dubuque to
promote drug awareness through a series of public service announcements and community-
wide informational meetings.
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Accreditation
The Dubuque Police Department is an accredited law enforcement agency. On July 31, 2004,
the department received its third reaccreditation from the Commission on Accreditation for Law
Enforcement Agencies. Accreditation is a voluntary program and represents the department's
ongoing commitment to continue the quest for professional excellence by meeting and
exceeding the mandatory standards for professional law enforcement.
Community Oriented Policinq
Community oriented policing has become a mainstay to police operations. By having
Community Policing Officers available to patrol services, their efforts enhance patrol and
investigation operations to address ongoing concerns creating consistent methods of
communication for effective and efficient police response. Currently, the department has three
officers dedicated to Community Policing meeting regularly with neighborhood groups.
The Community Policing Officers coordinate the city's internal working group consisting of other
departments to comprehensively address citizen and neighborhood concerns. Issues
addressed by the internal working group have included vicious dogs, trash and garbage,
nuisance violations, festival planning and others, all focused toward maintaining and improving
the quality of life for the citizens of Dubuque.
Citizen Police Academy
The ninth session of the Citizen Police Academy was held February 1, 2005, through April 26,
2004. The Citizen Police Academy has now graduated 244 community members from the
program. The tenth Academy class is currently being planned for 2006. Through the class
sessions, participants interact with various officers and experience how police officers are
trained and perform their function. Many graduates have continued their involvement with the
department by joining the Dubuque Police Auxiliary.
School Resource Officers
The department enjoys a strong partnership with the Dubuque Community Schools regarding
our School Resource Officer Program. The police department dedicates three full-time officers
to work daily with the school district to promote and assist with the creation of a safe and secure
environment to promote learning. The cost of the program is shared between the school district
and the City of Dubuque.
Traffic Safety
Our efforts to provide an effective traffic safety program were enhanced through the Governor's
Traffic Safety Bureau providing overtime funds for traffic safety initiatives and focus. This effort
expands our traffic safety attention on prevention, intervention and enforcement activities.
Additionally, we continue to partner with other health care providers to establish a monthly child
safety seat inspection station to educate and provide correct child safety seats to motorists.
Currently, our efforts have helped to achieve a 90% seat belt compliance rate.
Additionally, our traffic safety effort is enhanced through the use of a Speed Monitor Trailer. The
Speed Monitor increases traffic safety visibility and heightens motorist awareness. With the
ability to record speed data related to time of day, vehicles per hour, and average speeds, the
Speed Monitor has proven to be an excellent statistical resource in providing educational and
selective enforcement initiatives.
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•
Jail Diversion
The police department has partnered with a number of helping agencies to focus attention and
action toward the development of a jail diversion program to assist those suffering from mental
illness. Core members include: The Dubuque County Sheriffs Office, Iowa Department of
Corrections, Dubuque County Mental Health Association, Gannon Center, Substance Abuse
Services Center, Mercy Hospital, Dubuque Public Defender's Office, Dubuque County Court
Services, Dubuque County, Dubuque County Board of Supervisors, and Loras College.
The program brought together the various helping agencies to develop and implement new
alternatives to incarceration for persons with substance abuse and mental health disorders. For
the Police Department, the program provided training funds to police and sheriff officers to
expand their mental health knowledge and intervention skills when dealing with individuals
suffering from mental health issues. Although federal funding for the program has ended, the
helping agencies remain committed to meeting monthly to continue to enhance mental health
efforts.
Canine
Through the efforts of the Dubuque County Drug Task Force Control Board and the City of
Dubuque, our canine unit, comprised of one Corporal and "Iwan", continues to be a valuable
tool for the detection and apprehension of criminal suspects. Trained in tracking, narcotic
detection and building searches, the canine unit provides a vital resource to locate lost or
missing persons, combat illegal drug trafficking and provide additional support for street officers.
Homeland Security
As we continue to promote homeland security safeguards, a River's Edge Plaza Security Plan
was completed and approved by the United States Coast Guard. The plan outlines safety
measures regarding the use of the River's Edge Plaza and how visiting vessels report their
arrivals and security measures. The department has developed operational plans to respond to
the national threat level changes imposed by the Department of Homeland Security.
18 -County Drug Task Force
During FY2004 the formation of an 18 -County Methamphetamine Clandestine Laboratory Drug
Task Force (Eastern Iowa Clan Lab Task Force) became operational. The task force was made
possible through a federal grant from the Community Oriented Policing (COPS) office. The lead
agency for task force operations is the Iowa Division of Narcotics Enforcement. Membership by
local jurisdictions includes six full-time and eight part-time officer positions. The City of
Dubuque has one officer dedicated to this initiative. With the increasing hazards and dangers
associated with the discovery and dismantling of illegal methamphetamine "laboratories", the
creation of a multijuris-dictional task force enhances our ability to effectively and efficiently
address this growing concern.
FUTURE INITIATIVES FOR FISCAL YEARS 2008 AND 2009:
The department continues to conduct periodic compliance checks of licensed establishments
selling tobacco and alcohol. This is a combined effort involving agencies on the state and local
level.
With the events of September 11, 2001, the department remains committed to the innovation
and assessment of resources to meet the new challenges of homeland defense and ensure all
prudent safety measures are evaluated and enhanced.
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The department, along with other helping agencies, continues to move forward to provide
intervention skills to officers when handling individuals suffering from mental illness. The effort
continues to strengthen cooperation and collaboration between the helping agencies in a
comprehensive and purposeful manner.
The department continues to maximize its patrol technology through the upgrading of the
department's mobile data terminals. Future initiatives include the ability to transmit and receive
photographs, internal records, and mapping capabilities.
Currently, the department is launching a three-year in -car video project where all marked patrol
units will be fitted with an in -car video system. The purpose of the system is to provide
documentation of vehicle stops, crime scenes, and other investigative areas of police activities.
With the annexation of 700 acres of new land west of the city, the police department continues
to assess and evaluate the deployment of personnel and police services to these areas.
—238—
•
•
•
POLICE DEPARTMENT
Budget Highlights
Employee Expense
Supplies and Services
Machinery and Equipment
Total
Operating Revenue
Cable TV Fund Charges
Property Tax Support
Percent Increase (Decrease)
FY 2004/05
Actual
7,816,650
938,198
268.400
9,023,248
991,649
33,687
7,997,912
FY 2005106
Adopted
8,336,066
953,014
334.522
9,623,602
917,846
39,201
8,666,555
FY 2005/06
Amended
8,380,934
974,811
356.511
9,712,256
976,301
39,201
8,696,754
FY 2006/07
Recom'd
8,883,722
1,048,120
344.967
10,276,809
975,904
40,717
9,260,188
% Change
from Adopted
6.6%
10.0%
3.1%
6.8%
6.3%
3.9%
593,633
6.8%
Decision Package Summary
1 of 13
The purpose of this improvement package is to seek the addition of two patrol officers to address the
street patrol staffing shortages caused by an annual average officer turnover rate of 5.8 and the time
required to fill those positions with fully trained officers. Over the years, the police department
continues to experience a consistent loss of sworn police officers. Over the past five years the
department has averaged the departure of 5.8 officers per calendar year (see graph). The police
department's authorized strength is 93 sworn. From the time of a vacancy to the time the officer is able
to assume a solo patrol position, approximately nine to 10
months has occurred. This includes pre-employment screening
of four to eight weeks, 13 weeks at the law enforcement
8 academy to receive certification, and 20 weeks of in-house field
training.
Personnel Departures
Officers 4
2
0
2000 2001 2002 2003 2004
Year
Currently, of the 93 sworn positions, three are recent hires, one
is on medical leave, and two are serving in an extended military
deployment. Operating with a deficit of six officers creates a
significant burden for the department. To offset some of the
impact we have transferred officers from other assignments to
fill the most urgent needs. We have reduced the COP officers
from four to three and eliminated the traffic safety position to secure a responsive patrol strength. Below
is a table outlining our current staffing allocations.
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Chief
Assistant Chief
Captain
Lieutenant
Corporal
Police Officer
1
1
3
7
3
1
1
1
6
1
1
3
This situation is further heightened when we encounter on -duty and off-duty injuries to officers requiring
officers to be restricted to limited duty and unable to perform as a regular patrol officer In the last two
years, 10 officers were in this category, resulting in a regular patrol duty loss of approximately 4800
hours.
Although the patrol division has an allocation of 55 street officers, including Corporals, over the past
two year bi-annual patrol sign ups we averaged 50 available officers with two of the sign ups having 51,
two having 50 and one having 48. Presently, the department has three officers eligible for retirement,
two in FY2006, four in FY2007, two in FY2008, two in FY2009, three in FY2010, and four in FY2011.
Based upon our past experience we realize achieving allocated patrol strength of 55 trained officers will
remain a challenge, having the addition of two officers reduces this patrol deficit.
Related Cost: $151,237 Tax Funds - Recurring
Property Tax Impact: +$.0879/+.88%
Activity: Police Patrol
Recommend - No
2 of 13
This decision package establishes the Community Oriented Policing (COP) Unit as a separate unit
within police operations. Currently, the COP Unit works under the direction of a Patrol Captain and is
allocated one Corporal and three (3) Officers. The improvement package upgrades the Unit to one (1)
Captain and three (3) Corporals with a separate Improvement Package adding an additional Corporal
for an ultimate unit of a Captain and four (4) Corporals.
The COP Unit has been in existence for the past 11 years and has proven itself to be an effective
enforcement and intervention tool. The COP Unit works directly with neighborhood associations, city,
county, and state departments, as well as other groups and organizations to problem solve specific
areas of concern to combat crime, improve neighborhood relations and conditions, and impact quality
of life concerns The COP Unit serves as a direct liaison for police services and strengthens police
presence to the downtown, near North end and industrial area of the city. Through their help and
interaction with community members and other members of the police department many new initiatives
and city ordinances have been implemented. Examples of these efforts include a revised dog
ordinance to focus attention to potentially vicious dogs, an ordinance to mitigate binge drinking, a crime
property ordinance, an ordinance to prevent loitering for the purpose of illegal drug sales, intimidation,
and disorderly conduct, key members in the jail diversion program, coordinator of youth scholarships for
Boys and Girls Club to involve local youth in positive behaviors, and creators of the City of Dubuque
Iowa Crime -Free Multi -Housing Program.
Styled after a similar program in Mesa, Arizona the City of Dubuque Iowa Crime -Free Multi -Housing
Program provides information and action steps for landlords to screen, process and actively monitor
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•
•
their properties. Working closely with the COP Unit, landlords are better equipped to respond to areas
of concern. An introduction to the program consists of an 8 -hour training seminar held each year
coordinated by the COP Unit involving presentations from area private attorneys, the Department of
Human Rights, the City Legal Department, Neighborhood Specialist, the City Housing Department, and
other units of the police department (drug task force, crime prevention and gang intelligence).
Through these cooperative examples and initiatives, community policing remains a vital link between
police services and community connectivity and cooperation. Over the past 11 years the areas served
by COP program has shown a reduction and stabilization of high impact calls. High impact calls are
those requiring two or more police units to respond.
From the initial implementation of the COP Unit, the COP Unit continues to expand its interaction with
community members through various community meetings and partnerships. Over the years these
interactions have become more time-consuming and complex increasing the responsibilities and
obligations of the COP officers. In recognition, the improvement package creates a separate unit within
the police department and upgrades two officer positions to Corporal (Corporals within the police
department are lead officers carrying additional responsibilities to manage more complicated and
intricate situations) more closely matching current duties of the COP officers.
The final portion of the improvement package upgrades a COP officer position to a Captain. As the
COP program continues to evolve, it is important to expand direct supervision as the program grows.
Through the creation of a Captain, the COP program is provided direct supervision and focus for
planned growth. Key to this planned growth is further involvement of all members of the police
department. As a senior member of the command staff, the COP Captain links and coordinates a new
city-wide comprehensive COP effort. The comprehensive plan is similar to the COMPSTAT Process
developed by the New York City Police Department. The objective of the COMPSTAT process is
based on four principles of an effective crime -fighting strategy:
A. Accurate and Timely Intelligence
Effective crime -fighting requires accurate and timely intelligence. Officers at all levels of the
police department understand when (time of day, day of week, week of year) various types of
crimes have been committed as well as how, where, and by whom they have been
committed.
B. Effective Tactics
Having collated, analyzed and mapped this crime intelligence, the department supervisors
develop effective tactics for dealing with the problems it reveals. In order to bring about
permanent change in crime conditions, the tactics are to be comprehensive, flexible, and
adaptable to changing environments.
C. Rapid Deployment of Personnel and Resources
Once a tactical plan has been developed, the deployment of personnel and resources must
be rapid and focused. To be effective, the response to a crime or quality -of -life concern
demands all units in the police department coordinate their resources and expertise and act
with a sense of timeliness.
D. Relentless Follow-up and Assessment
All action must be followed-up and assessed to ensure the desired results have been
achieved.
Through this improvement package we expand our ability to meet the needs of a growing community in
an effective and efficient manner and enhance our current level of coordination.
Related Cost: $38,112 Tax Funds - Recurring
Property Tax Impact: +$.0222/+.22%
Activity: Police Patrol
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Recommend - Yes
3 of 13
This decision package adds an additional Police Corporal position to the Community Oriented Policing
(COP) Unit. Currently, the COP Unit consists of a Corporal and three (3) officers supervised by a Patrol
Captain. As reported through the prior improvement package, we are recommending the COP Unit be
expanded and become a separate unit within police operations. Through the combined efforts of both
improvement packages, the new COP Unit would consist of a Captain and four (4) Corporals.
The creation of a separate COP Unit allows continual development of the community oriented policing
concept. The establishment of an additional COP Corporal maintains two (2) teams of street COP
officers leaving the COP Captain, to expand the community policing effort beyond the current COP
borders. Working closely with patrol commanders, the COP Captain creates a vital link to advance the
used of crime analysis to identify and isolate areas of concern for comprehensive deployment of
personnel and resources on an ongoing basis.
The COP concepts have proven to be a successful tool in our efforts to problem solve effectively in our
community. Through the advancement of a separate COP Unit, we advance our planning ability to
comprehensively prepare, and execute effective crime fighting strategies to new areas in the City.
Related Cost: $77,462 Tax Funds - Recurring
Property Tax Impact: +$.0450/+.45%
Activity: Police Patrol
Recommend - Yes
4 of 13
This decision package provides standard rain gear for all police department personnel (93). Currently,
all police uniforms and gear are furnished by the department upon initial hire with the exception of rain
gear. Rain gear is an essential item for all officers to have for protection from the weather. As with all
police uniforms and associated gear, rain gear is necessary and should be considered the same as all
other clothing provided. Replacement would occur through the allocation of clothing allowance.
Related Cost: $2,730 Tax Funds - Recurring
Property Tax Impact: +$.0016/+.02%
Activity: Police Patrol
Recommend - Yes
5 of 13
This decision package increases the hours of a part-time receptionist form 20 to 30 hours. The position
is located at the front desk of 770 Iowa. Along with reception duties, this position is responsible for a
significant portion of officer dictation. This position becomes very critical during major investigations
where the timeliness of dictation becomes extremely important. Although the receptionist duties are
supplemented by the Records staff, the dictation is shared with the payroll clerk and stenographer.
Through critical investigations, we have employed the use of a secretarial pool from other departments
to offset the overflow of reports. Although useful, adding additional hours to the receptionist
streamlines the dictation internally and creates better efficiency timelines. With the increase of hours,
the Records division gains additional time for data entry. This continues to be critical as we add more
reports into our Laserfiche system. Currently we are doing offense, incident and accident reports. With
additional time for Records, these hours become available to expand our Laserfiche capabilities to
include arrest records and the contents of our criminal files.
Related Cost: $8,963 Tax Funds - Recurring
Property Tax Impact: +$.00521+.05%
Activity: Staff Services
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Recommend - No
• 6of13
This decision package provides mobile radio and data transmission capabilities along with a mobile
computer terminal (MCT) with software licensing for use in a second -line squad car designated for use
by the DARE and Community Oriented Policing Unit (COP). Through the proposed expansion of the
COP unit, with the addition of a COP Captain and four (4) COP Corporals, designating a fully functional
squad unit allows the COP Unit one dedicated vehicle to be used in conjunction with their duties and
enhances their response and deployment activation. The improvement package also includes a rifle
and shotgun mount.
•
Related Cost: $7,814 Tax Funds - Non -Recurring
Related Cost: $1,195 Tax Funds - Recurring
Total Related Cost: $9,009
Property Tax Impact: +$.0052/+.05%
Activity: Police Patrol
Recommend - Yes
7of13
This decision package upgrades our current polygraph system. The upgrade replaces our current 1995
model 4 channel sensor box to a five (5) channel sensor box. The five (5) channel sensor box allows
for the additional advancement of a Countermeasure Detection pad. The Countermeasure Detection
Pad detects minute movements by the examinee not currently available with the present machine.
These movements are for the most part undetectable by visual observation. Additionally, the new
sensor box allows the replacement of fingerplates to electrogel pads. Electrogel pads forgive have
hand movements where finger plates do not. Electrogel pads create a more consistent and reliable
tracing. Through the upgrade, we would gain three (3) different size arm cuffs to accommodate the
various ranges of size. Currently, we have one (1) cuff size for all examinees. The five (5) channel
sensor box package, which includes all the items listed above, has a regular listed price of $6,300.
Current pricing places the package at $5,000.
Related Cost: $5,000 Non -Recurring
Property Tax Impact: +$.0029/+.03%
Activity: Criminal Investigation
Recommend - Yes
8 of 13
The decision package provides funds for a new digital camera for the Criminal Investigation Division
(CID). Currently the CID unit operates with 35 mm and two (2) digital cameras. With the increasing
use of digital photographs, the current two (2) digital cameras are ineffective when trying to take
significant close ups. Purchase of a higher quality digital camera moves our current pixel rate of three
to 6.1. This picture improvement allows for better close ups and overall picture quality.
Related Cost: $3,200 Non -Recurring
Property Tax Impact: +$.0019/+.02%
Activity: Criminal Investigation
Recommend - Yes
9 of 13
This improvement package provides a 55 watt solar panel for our speed trailer. To decrease the
amount of downtime for the speed trailer, the improvement package upgrades the charging system to a
solar panel. With the panel, the speed trailer will be approximately 80% self-sufficient, allowing the
trailer to be deployed longer with more frequency. The cost of the solar upgrade includes a 55 watt
•solar panel and mounting kit ($88), 20 amp battery charger ($252) and two (2) deep cycle marine
batteries ($200) for a total of $1,252.
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Related Cost: $1,252 Non -Recurring
Property Tax Impact: +$.0007/+.01%
Activity: Police Patrol
Recommend - Yes
10 of 13
This decision package provides five (5) additional trailer hitches for the five (5) marked squad units.
Currently we have trailer hitches on three (3) Ford Expeditions. The trailer hitches would be used in
concert with five two bicycle removable bike racks. Throughout each day the Police Department
responds to a number of recovered, found or stolen bicycles. Current method of transportation is in the
trunks. The trunk capacities are quite full with radio systems and various safety equipment. With trunk
space becoming less and less available and having to transport bicycles with trunk open causing on-
going concerns for damage and having the availability of trailer hitches and bike racks, we reduce the
likelihood of damage while securing and transporting the bicycles in a more appropriate and safe
manner.
Related Cost: $2,100 Non -Recurring
Property Tax Impact: +$.0012/+.01%
Activity: Police Patrol
Recommend - Yes
11 of 13
This decision package upgrades the main officer locker room and the female locker room. The
improvement allows for new carpet and elevates the lockers to allow storage of officer street bags,
moving them out of the locker aisle and creating better and safer access to the locker bays. This is a
shared expense with the Dubuque County Sheriff's Office. Total cost estimate for the project is
$10,000 with $5,000 paid by the City and $5,000 by the County.
Related Cost: $5,000 Non -Recurring
Property Tax Impact: +$.0029/+.03%
Activity: Administration
Recommend - Yes
12 of 13
This decision package would allow for Management Team members (7) to attend the Faces and Voices
Diversity Conference. The benefit to the community would be to keep the City's department/division
managers up-to-date on useful information on how to better serve the citizens of Dubuque.
Related Cost: $665 Recurring
Property Tax Impact: +$.00041+.00%
Activity: Administration
Recommend - Yes
13 of 13
This decision package allows for the purchase of dress jackets for members of the Police Honor Guard.
Beginning in 1996 though the efforts of an internal police committee, the department began an honor
guard. Funded initially through contributions from the Dubuque Police Protective association for
uniform accessories, department volunteers attended a number of functions as an honor guard unit.
Those functions included funerals, memorial services, and special gatherings. This improvement
package provides dress jackets for twelve (12) members of the Honor Guard Unit.
Related Cost: $1,680 Recurring
Property Tax Impact: +$.0010/+.01%
Activity: Police Patrol
—244—
Recommend - No
• Significant Line Items
•
•
Employee Expense
1. FY 2007 employee expense reflects a 3.5% wage package increase and the 2nd year of
employees contributing 10% towards their health insurance premium.
2. Other Medical Expense for retirees costs has been increased from $17,000 in FY 2006 to
$80,000 in FY 2007 based on FY 2004 and FY 2005 actual experience. Police and Fire Injury
expense has been increased from $45,000 to $47,500 based on prior year experience and
current year to date. These health costs must be paid from the general fund per chapter 411 of
the Iowa Code and not the City's health insurance reserve fund.
3. Fire and Police Retirement rates in FY 2007 are decreasing from 28,21% to 27.75% or a
decrease of 1.6% (-$22,217). In FY 2004 Fire and Police Retirement rates went from 17% to
20.48% or an increase of 20.5% ($149,171 increase in costs). In FY 2005 the rate increased
again from 20.48% to 24.92% or a 21.7% increase ($205,468 increase in costs), and in FY 2006
the rate increased again from 24.92% to 28.21% or a 13.2% increase over FY 2005 ($154,090).
Supplies & Services
4. Software License expense has been decreased from $113,655 in FY 2006 to $80,045 in FY
2007. $13,890 of this decrease reflects the Emergi-Tech upgrade that is planned in FY 2006,
which is not included in the FY 2007 budget. Also, 'IA of Laserfiche document imaging licenses
are included in FY 2007. The Sheriff's Department shares in software license costs.
5. Data Processing Maintenance Contracts has increased from $8,116 in FY 2006 to $12,085 in
FY 2007 to reflect maintenance costs for the addition of the City wide Groupwise email and
calendaring software and service contract. Office Equipment Maintenance Contract expense
has increased from $6.376 in FY 2006 to $34,471 in FY 2007 due to a new maintenance
contracts on the Dictaphone and 2 copy machines, and document imager and Printrak Livescan
for finger printing. The Sheriff's Department shares in Office Equipment Maintenance costs.
6. Programming expense has increased from $68,416 in FY 2006 to $75,302 in FY 2007. This line
item reflects the wages and fringe benefits of the Lead Applications Network Analyst and an
intern that is assigned directly to the Police Department for system support services and
recharged from Information Services.
7. Machinery and Equipment Maintenance has decreased from $23,625 in FY 2006 to $14,225 in
FY 2007 to more accurately reflect actual FY 2005.
8. Miscellaneous Operating Supplies has decreased from $76,489 in FY 2006 to $43,645 in FY
2007 due to Police grants that provided funds in the past have been decreased.
9. Property Maintenance expense has been increased from $124,350 in FY 2006 to $150,000
(21%) in FY 2007. There is a 28E agreement between the City and the County that allocates
property maintenance costs (utilities, maintenance items, etc) for the new larger Dubuque Law
Enforcement Center & jail based on a cost allocation formula. Since it has more square feet
-245-
than the old facility and the market is anticipating higher utility costs, this amount increases
accordingly. FY 2005 gave a full years actual experience to project the FY 2007 budget
10. Rental of Space expense in the Staff Services activity has increased from $12,360 in FY 2006
to $24,360 in FY 2007 based on the amount actually paid in FY 2005 $28,000. This reflects
$2,000 per month for rental of towers for voice and data radios.
11. Equipment Maintenance Contract expense in Police Patrol has been decreased from $10,625 in
FY 2006 to $4,584 in FY 2007 due to the Data radio system 3 year maintenance package on a
FY 2003 upgrade expiring.
12. Motor Vehicle Fuel has increased from $102,862 in FY 2006 to $144,460 in FY 2007 based on
actual use and cost in FY 2005 ($115,571) plus 25% for anticipated market increases. In
addition, Motor Vehicle Maintenance internal and outsourced has increased from $86,097 in FY
2006 to $142,952 in FY 2007 based on actual cost in FY 2005 of $135,347. This more
accurately reflects the costs of maintaining the police vehicle fleet.
Machinery & Equipment
13. Equipment replacement items at the maintenance level include:
Staff Services
*Office Furniture
*(2) File cabinets
*Digital Camera
Police Training
*(2) Lateral files
$ 5,000
$ 340
$ 875
$ 850
Criminal Investigation
*Investigation Vehicle $ 22,800
*(2) Emergency Lights $ 1,200
*Camcorder $ 1,100
*(2) camera kit $ 1,675
Patrol
*(7) mobile patrol printers
*(3) Bar code scanner in patrol cars
*Patrol SUV vehicle
*(8) Squad Car
*(9) Red light visibars
*(3) Rifles
*Traffic & moving radars
*(4) Body Armor
*(2) Shotguns
*Breath analyzer
*(1) .40 Glock hand gun
*(2) Gas mask
*(75) Batteries
*Battery Analyzer & conditioner
*Mountain Bike
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$ 2,200
$ 1,950
$ 29,000
$ 182,400
$ 13,734
$ 4,700
$ 7,500
$ 2,600
$ 800
$ 465
$ 622
$ 640
$ 6,000
$ 4,790
$ 1,150
• *Streamlight with charger $ 600
*Radio headset kit $ 530
*(4) Emergency Equipment Strobe System $ 1,400
*Tactical lights $ 600
*Portable Radio $ 4,000
*(4) Hand Held ER Radios $ 13,560
*Car camera $ 4,700
*35mm camera $ 800
•
Revenue
14. Changes in revenue include:
Criminal background check revenue has decreased from $20,000 to $0. This was initiated in
FY 2005 at $10.00 per check, but is not budgeted in FY 2007 due to issues that arose with this
charge. It tends to deter landlords from running background checks on renters, therefore this
will no longer be charged.
Reimbursements have decreased from $103,133 to $90,218 due to County Sheriff's share of
maintenance costs netted against expense in FY 2007.
County Share has increased from $38,187 to $45,642 to reflect amount to cover the County's
share of Clerk Typist position, Records Room Supervisor (added FY 2006), IS Intern, Lead
Applications Network Analyst and Business Education Student (added FY 2006).
Iowa District Court Fines was decreased from $180,000 to $160,000 based on past experience;
Racing Association reimbursement of overtime expense has increased from $244,847 to
$260,365 based on the existing contract and actual experience;
State and State Pass-Thru grants increased from $12,000 to $92,000 (anticipated at this level
through FY 2008). This reflects a state grant of $85,000 to support the 18 County Drug Task
Force officer, $5,000 for overtime reimbursed by the Helping Services Grant for mentoring
school children, and $7,000 for the Alcohol and Tobacco Compliance Grant. The State Traffic
and Jail Diversion Grants are not anticipated in FY 2007.
Vehicle sales from $35,000 to $48,000 are due to the FY 2006 projection at $5,000 for 7 patrol
vehicles and FY 2007 projection at $5,000 for 8 patrol vehicles and $8,000 for the SUV.
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City of Dubuque
Recommended Capital Improvement Program Summary
Fiscal Year 2007-2011
PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 TOTAL PAGE
POLICE DEPARTMENT
Public Safety
In -Car Video Recorders General Fund $ 24,000 $ 24.000 $ 24,000 $ - $ - $ 72,000 1
DLEC West and East Door Canopies General Fund $ 11,310 $ - $ - $ - $ - $ 11,310 2
Computer Storage Tape Library General Fund $ 31,800 $ 60,000 $ - $ - $ - $ 91,800 3
Police Administrative Office Remodel General Fund $ - $ 104,159 $ - $ - $ - $ 104,159 4
Mobile Data Computers General Fund $ - $ - $ 143,000 $ - $ - $ 143,000 5
Total
67,110 $ 188,159 $ 167,000 $ - $ - $ 422,269
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DUBUQUE POLICE DEPARTMENT
Organizational Chart
Chief of Police
Kim Wadding
•
Assistant Chief
Terry Tobin
Stenographer
Margaret Bies
Capt. Callahan
Community
Police
Corporal (1)
Officers (2)
Corporals (3)
Officer (1)
Civilian Staff
Records Supervisor
Full Time (3)
Part Time (3)
DEPARTMENT/DIVISION:
ACTIVITY:
Police
Administration
GOAL
Provide people in the city professional police service, which protects life and property of
residents and visitors, enhances peace and livability within the community, and performs other
necessary public services.
DESCRIPTION
This Activity provides for recruitment, selection, development, direction and allocation of the
resources of the Police Department and accepts general responsibility of the department to
provide professional police service to the City. This Activity is staffed by the Chief of Police, an
Assistant Chief of Police and a Stenographer, and is located in the Law Enforcement Center at
770 Iowa Street. The County and City of Dubuque jointly own the facility and maintenance
costs are shared.
SERVICE OBJECTIVES
To lead the department in accordance with the SPIRIT values and the values expressed
in the Departmental Organizational Statement and to foster those values in department
personnel by establishment and review of policies and by providing guidance.
2. To delegate authority and responsibility to members of the department to best provide
professional police service and to require accountability in exercising that authority and
responsibility.
3. To provide guidance to department supervisors and officers by:
a) continuing development and review of written policies and procedures;
b) holding frequent meetings and consulting with supervisors; and
c) keeping the organization structure clear so that employees are accountable to
one supervisor at a given time and each organizational component is under the
direct command of one supervisor.
4. To participate in the Department Managers and Management Team meetings and to
collaborate with other City officials to provide effective services.
5. To develop a team attitude in members of the department by providing organizational
development guidance to the senior management team of the Police Department and by
reinforcing with all members of the department the advantages of a team approach in
provision of service.
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To document continuing compliance with the standards of the Commission on
Accreditation for Law Enforcement Agencies, Inc., thereby maintaining the status of a
fully accredited law enforcement agency.
7. To participate in organizations committed to professionalism in law enforcement such as
the International Association of Chiefs of Police, the Iowa Police Executive Forum and
the FBI National Academy Associates.
8. To improve the quality of life within the realm of influence of the City of Dubuque by
supporting and collaborating with:
a) the Community Advisory Panel;
b) neighborhood associations;
c) advocate groups; and
d) other community improvement efforts.
To recruit, select and promote persons who will provide professional police service and
to emphasize in these processes that we seek diversity of culture and gender among
officers.
10. To encourage innovation, input and initiative by department members for improving
service delivery in their various activities and to empower them by use of employee
involvement teams.
11. To prepare and present to the City Manager a budget reflecting the needs and
objectives of the department.
12. To responsibly carry out the authority of the Chief of Police for fiscal management of the
department by:
a) involving commanders of the Criminal Investigation and Staff Services Activities
as well as each patrol shift in budget preparation and administration;
b) reviewing monthly expenditure and revenue reports;
c) matching invoices to purchase orders and preparing documentation for payment
of invoices;
d) reviewing accounting of confidential funds on a periodic basis; and
e) providing and supporting documentation or information on an annual basis to
auditors performing the City audit.
13. To provide effective use of operational personnel by:
a) analyzing manpower utilization and workload requirements and assigning staffing
to the shifts on a semi-annual basis;
b) maintaining and updating special operational plans;
c) reviewing the activities and performance of patrol operations; and
d) reviewing and providing guidance to special operations' team usage.
14. To be aware of developing problems in any area of the city and to assist shift
supervisors in determining the appropriate response to those problems.
15. To provide control over the operations of the Police Department when the Chief of
Police is absent.
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16. To provide personal and professional support to officers involved in traumatic
occurrences in order to minimize adverse emotional and physical effects.
17. To encourage use and participation in Critical Incident Stress Debriefings by employees
involved in critical incidents.
18. To provide a public information and community relations function by:
a) assisting news personnel in covering routine news stories and at scenes of
incidents;
b) being available for on-call responses to news media;
c) preparing and distributing news releases, arranging for and assisting at news
conferences in cooperation with the City's Public Information Officer;
d) coordinating and authorizing release of information about victims, witnesses and
suspects;
e) assisting in crisis situations; and
f) coordinating and authorizing the release of information concerning confidential
investigations and operations.
19. To administer the Alarm Ordinance to minimize the number of false burglary and robbery
alarms.
20. To review and make appropriate recommendations on applications for liquor and
gambling licenses.
21. To review and administer claims for medical treatment of injuries incurred by Police
Officers in the line of duty.
22. To review applications for taxi operator and driver's licenses and make
recommendations for City licensing.
23. To budget for payment of police pensions and medical expense for persons retired
under the old police pension law and to provide claims review for medical expenses
which are City liabilities.
24. To participate in the Public Safety Communications Center Committee and to assist in
developing policies and procedures for the Communications Center.
25. To collaborate with the Public Safety Communications Center Committee, the
consultant, and E911 Board to operate and maintain the public safety communications
trunking system.
26. To support and maintain the chaplain program of the Police Department.
27. To provide and administer an annual Citizen Police Academy.
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FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Burglar Alarm Billings and
Notices of Alarms 1,398
1,171 1,500
1,200 1,200
Purchase Orders Processed 857 1,075 1,200 1,200 1,200
Police Administration
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DEPARTMENT/DIVISION: Police
ACTIVITY: DARE Program
GOAL
Provide the DARE Program to students in our community in order to reduce and prevent
substance abuse, violence and gang activity.
DESCRIPTION
This Activity provides drug abuse, violence and gang prevention education through the use of
the formal, validated, DARE curriculums to sixth grade students in the Dubuque Community
School District and Dubuque Holy Family Schools in order to reduce violence and the abuse of
alcohol, tobacco, marijuana, cocaine, LSD, methamphetamine, inhalants, and other illicit
substances among these students. This Activity also provides information to parents;
community members and school staff in regard to current trends in substance abuse;
recognition and prevention; parenting skills and intervention techniques; and available
resources in our community.
This Activity is staffed by one Police Officer on a full-time basis and one Police Officer on a part-
time basis. All assigned officers have received the special DARE Officers training required to
teach the K-4 and 5-6 curriculums and certification to teach the Junior High curriculum. The full-
time Officer is also appointed as a truancy officer by the Dubuque Community School District.
SERVICE OBJECTIVES
1. To present structured, validated, substance abuse resistance, violence prevention and
gang prevention education to middle school students in the Dubuque Community School
District and the Dubuque Holy Family Schools through continuation of the DARE (Drug
Abuse Resistance Education) program. These services are performed by the specially
trained DARE Officers:
a) teaching the 10 week DARE 5-6 curriculum to approximately 300 sixth grade
students in approximately 34 classrooms at 5 elementary schools in the City of
Dubuque; and
b) teaching the 11 lesson DARE middle curriculum to approximately 950 sixth grade
students in approximately 35 classrooms at three public middle schools in the
City of Dubuque.
2. To provide information and instruction on substance abuse prevention, gang and
violence prevention, parenting and intervention skills to parents of DARE students and
other parent groups by:
a) providing approximately 8 parent information seminars for parents of DARE
students at each of the elementary and middle schools in which the curriculum is
presented; and
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b) providing substance abuse prevention, gang and violence prevention and DARE
program overviews to PTA's and other parent groups as requested.
3. To provide substance abuse recognition and prevention, gang identification and
prevention and violence resistance information to school staff as needed by:
a) providing school in-service presentations to school staff members in the various
elementary, junior high, and high schools in the City of Dubuque;
b) being a resource to school staff as needed; and
c) providing in-service presentations to school staff and students at the various
colleges in the community.
4. To provide information about the DARE program, substance abuse, gang and violence
prevention to community organizations as needed.
5. To coordinate DARE activities and resources with other community crime, violence and
substance abuse prevention agencies and organizations.
6. To maintain the properly trained staff to provide the above DARE related services by:
a) maintaining the current level of certification of the two DARE officers through
participation in annual in-service training; and
b) selecting and training any additional DARE officers as needed.
7. To evaluate the effectiveness of the DARE program and its impact upon the community
by:
a) researching the long term impact of the DARE program upon actual substance
use and abuse among students in the eighth, tenth and twelfth grades,
comparing students who have gone through the DARE program with those who
have not;
b) surveying school administrators, teachers, parents of DARE students and DARE
students on their perceptions of the short and long term impact of the program;
and
c) doing pre -post test comparisons for 5-6 curriculum students.
8. To provide materials for the students participating in the DARE program as well as
providing educational materials to parents and school staff; also to provide teaching aids
for the DARE officers in order to reinforce the principles taught through DARE by
purchasing junior high and 5-6 curriculum work books, and course reinforcement and
teaching materials ($14,000).
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FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Hours of Classroom Instruction 850 755 850 500
Hours Informal Student
Interaction 435 450 435 435
Number of 5-6 Classes 675 675 650 100
Number of Middle School
Classes 187 187 187 385
Hours of Intervention 132 150 132 132
Hours of Parent Education 98 100 100 100
Hours of Community
Education 285 300 285 285
Hours of Teacher Orientation 90 90 90 90
Junior High post test results
(%) 89.22 89.48 88 85
Core Curriculum post-test
results (%) 96.13 95.29 96 95
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DEPARTMENT/DIVISION: Police
ACTIVITY: Staff Services Administration
GOAL
Ensure effective support of operational units by coordinating staff services with operations and
criminal investigation.
DESCRIPTION
This Activity supports the patrol and investigation functions of the Police Department. It directs
training, records maintenance, purchase, inventory, and inspection of departmental equipment
and supplies, and shares responsibility for maintaining and upgrading the department's in-house
and mobile -wireless computer systems. This Activity supervises accreditation maintenance,
community relations and education efforts, and requests from the community for extra work. It
also oversees and advises the Dubuque Auxiliary Police.
This Activity ensures that crime prevention efforts and traffic accident reporting comply with
requirements of the State Department of Public Safety and the National Traffic Safety Council.
It oversees traffic and parking enforcement efforts, and maintains liaison with prosecutors, traffic
court personnel, and other agencies dealing with traffic safety in the City. It oversees
administrative records keeping of five grants. It also oversees research and planning efforts,
and intelligence information records.
This Activity is staffed by a Police Captain, two Corporals, one User Support Specialist, one
full-time Secretary, one part-time Clerk Typist, and one seasonal Business Educational
Student.
SERVICE OBJECTIVES
1. To provide technical support to the Police Patrol Activity in matters of traffic and
parking taw enforcement and accident investigation by:
a) reviewing and analyzing accident reports for correctness;
b) coordinating and assisting in preparation of special traffic reports for the
Police Department and City Manager's staff;
c) participating in traffic engineering studies by working as a liaison with the
Engineering Division and special State and inter -agency groups on speed
projects, recommended signing, enforcement problems and solutions and
street lighting;
d) assigning STOP program patrols;
e) acting as a liaison with the courts and prosecutors to determine quality of
citations, ordinance modifications and supervise issuance of subpoenas;
f) acting as liaison with offices of the City Manager, City Clerk, Parking Division,
and City Treasurer in collection of delinquent parking tickets, issuance of
event and parade permits, and coordination of street closings and ordinance
changes;
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9)
h)
maintaining public relations by answering citizen inquiries regarding statutes,
City Code, parking complaints and other traffic matters; and
addressing handicapped parking issues and facilitating the permit application
process;
2. To provide clerical support to the Police Patrol, Records and Identification, and
Criminal Investigation Activities by:
a) assuring the availability of officer reports to other activities and outside
agencies by providing transcription service and distributing dictated reports
within two working days;
b) maintaining employee attendance and payroll records for the department;
c) providing receptionist services for the department and answering incoming
calls for staff and investigators in their absence;
d) assembling case files for the Criminal Investigation Activity;
e) answering requests for copies of accident and crime reports received from
insurance companies, attorneys and citizens;
f) submitting monthly billing to the Dubuque Racing Association; and
g) submitting revenues collected to the Finance Division on a continuous basis.
3. To direct the Training Lieutenant in coordinating departmental training, recruitment,
maintaining training records, and performing the other duties outlined for the Training
Activity.
4. To enhance and maintain community relations by:
a) overseeing the DARE Program activities;
b) assisting in planning and coordinating in the annual presentation of the
Citizen's Police Academy, a 13 week, 45 hour series of classroom and field
experiences designed to provide members of our community with a better
understanding of Police functions and procedures;
c) training, outfitting, and equipping of the Dubuque Auxiliary Police and acting
as their advisor in matters of policy, procedure and operations;
d) administering extra work requests from the community when police officers
are needed for special security or traffic control functions;
e) providing planning and coordination of special events; and
f) providing information and education to the public through speaking
engagements by officers on an array of law enforcement related topics.
5. To maintain property control and purchasing functions by:
a) purchasing initial issue and replacement uniforms as necessary for the
Dubuque Auxiliary Police ($800);
b) providing liaison with the Public Works Garage on vehicle purchases, sales,
equipment and maintenance issues;
c) maintaining an inventory of department property deemed to be fixed assets
by recording make, model, serial number and location of items within the
department; and
d) supervising department purchasing, keeping an inventory of expendable
supplies, developing and writing specifications for vehicles and other items,
and facilitating the bid process for purchase of new police vehicles and the
sale of old ones.
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6. To provide line inspection services by coordinating line inspections to ensure that
agency personnel are acting in concert with requirements in areas such as personal
appearance, use and maintenance of equipment, adherence to directives and orders,
proper completion of reports, and the status and condition of equipment and facilities.
7. To provide staff inspection services for purposes of objective review by observation
and reporting on facilities, property, equipment, personnel, administrative and
operational activities outside the normal supervisory and line inspection procedures.
8. To provide planning and research for the purpose of policy and program development
to ensure that the most effective and efficient operational alternatives are selected
while integrating limited resources with complex service demands.
9. To assist the department in maintaining accreditation status as defined by the
Commission on Accreditation for Law Enforcement Agencies by coordination and
review of work assignments leading to proofs of compliance for all applicable
standards and at least eighty percent of optional standards.
10. To maintain departmental data files on known police characters and suspects in
criminal activities and preparing bulletins of criminal activity and suspect information;
11. To provide a Crime Prevention Officer who will assist in planning and directing crime
prevention, community relations and crime analysis activities by:
a) Working with the City's Threat Assessment Team on local Homeland Security
issues;
b) developing and perpetuating crime prevention and community relations
programs setting priorities on the basis of crime types and geographic
locations;
c) engaging in and coordinating public speaking engagements of the
department;
d) assisting in organizing neighborhood groups proactively and upon request;
e) maintaining liaison with interested community groups;
f) preparing public safety notices for media release and seasonally in
conjunction with local, state, and federal initiatives, and as needed due to
local circumstances;
g) physically inspecting scenes and potential scenes of major preventable
crimes and providing information to victims and potential victims that will aid
in the prevention of criminal activity;
h) preparing and submitting complete reports for evaluation of all activities
performed each month; and
i) participating in on-going landlord training in principles of Crime -Free Multi -
Housing.
j) assisting in traffic and parking administration;
k) maintaining and updating Amber Alert system as needed;
1) assisting with background checks and interviews and other tasks related to
hiring and training;
m) assisting with planning and coordination of special events; and
n) collecting and reviewing pawn slips weekly and preparing reports as needed
correlating pawn information to criminal activity.
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12. To maintain records within the microcomputer system to meet the informational needs of
operational units on a twenty-four hour per day basis by providing:
a) crime statistics and analysis;
b) support files for investigators and communications;
c) traffic analysis; and
d) intelligence data.
13. To administer and collect administrative fees for vehicle impounds.
14. To provide computer generated reports as needed for management information
including:
a) workload analysis;
b) uniform crime reports; and
c) traffic accident and enforcement summaries and comparisons.
15. To supervise, maintain and train other personnel in the overall operation of the police
microcomputer systems to ensure proper and uninterrupted operation of the operating
system, police operations support system, computer aided dispatch system, E-911
interface, and mobile computer system including both the in-house and IOWA system
interfaces by coordinating with the City's Information Services Division to:
a) ensure software packages and updates are properly installed;
b) identify hardware and software problems;
c) ensure correction of hardware and software problems through maintenance
and support agreements;
d) ensure that necessary periodic maintenance and archiving procedures are
carried out;
e) ensure that the system is secure from unauthorized access and that those
accessing the system are performing only authorized tasks; and
f) coordinate vendor software interface projects.
16. To maintain access to the department microcomputer system by replacing terminals as
needed, and coordinating future system administration involving the transfer of
equipment to PC-based computers with graphics capability by:
a) coordinating with Lead Application and Network Analyst, jointly employed by
the City and County, and employed by the City's Information Services
Division to maintain system;
b) coordinating system upgrades as needed; and
c) communicating with all computer system vendors to provide written
maintenance service contracts on all critical systems.
17. To maintain access to the department microcomputer system by replacing four
microcomputers ($16,000), one desktop scanner ($500), one Dictaphone Server
($20,000), five laptop computers ($12,000), one color network printer ($2,000), and four
desktop printers ($2000).
18. To maintain adequate storage of files by replacing two file cabinets ($340).
19. To improve function and appearance of one office space each year ($5,000).
20. To purchase one digital camera to replace camera used for crime prevention,
intelligence, training, etc. ($875).
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FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of working days within
which dictated reports can be
typed and distributed 2 2 2 2
Accident Reports filed 2,156 2,056 2,500 2,500 2,500
Hours donated by Auxiliary 2,600 1,860 2,600 2,000 2,000
Training Meetings for Auxiliary 12 12 12 12 12
Monthly Traffic Reports 2 2 12 2 2
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DEPARTMENT/DIVISION: Police
ACTIVITY: Records and Identification
GOAL
Provide a system of data collection, storage and retrieval, which supports four major functions;
daily operations, investigative analysis, management analysis, crime and traffic statistics and
official records of the Police Department.
DESCRIPTION
This Activity is responsible for processing and storing all Police Department and Dubuque
County Sheriff's Department reports and records, assuring that this information is readily
available to the other activities of both departments, to prosecutors and the courts, and when
legally authorized, to others. This Activity is also responsible for the property management
function of the Police Department including acquired and in -custody property and agency -
owned property. This Activity is staffed by a Records and Identification Officer (who is a Police
Corporal), a Records Room Supervisor, two full-time and one part-time Clerk Typist, who are
assisted in record keeping duties by two full-time Clerk Typists employed by the Dubuque
County Sheriff's Office.. The Records Room Supervisor and one of the full-time Clerk Typists
employed by the City are partially funded by the Sheriff's Office.
SERVICE OBJECTIVES
1. To maintain automated reports and records, assuring that other activities of the
department, prosecutors, the courts, other City departments, other agencies and
members of the public when they are legally authorized, have access to the following
information: name index, requests for service, out of service requests, communications
support, crime analysis and statistics, criminal investigations, arrests, known offenders,
criminal intelligence, field interviews, stolen property, evidence and found property,
departmental inventory, traffic reports and statistics, personnel files and productivity.
2. To enter relevant data from reports into the microcomputer and file all written reports
manually within a three day period.
3. To more efficiently store and retrieve data and reports by implementing a system of
document imaging.
4. To generate criminal history files in all applicable cases.
5. To provide response to requests for crime reports and criminal history information to
authorized persons only.
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0 6. To provide the information needed for issuing and responding to subpoenas for officers
and citizens in traffic and misdemeanor cases.
7. To submit evidentiary materials to the State Crime Laboratory as requested by the
criminal investigation division.
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8. To process materials submitted into custody for the purposes of identifying and
preserving all physical evidence associated with criminal activities and investigations,
including fingerprints and other trace evidence.
9. To ensure safekeeping of all evidentiary and found property and maintain a written
record of custody.
10. To ensure compliance with all laws pertaining to the storage and dissemination of
confidential information.
11. To ensure compliance with the City of Dubuque and Dubuque Police Department
administrative policies pertaining to the storage and dissemination of records and
retention.
12. To report crime statistics to the State of Iowa and FBI consistent with uniform crime
report guidelines.
13. To ensure the safe, lawful and secure storage and disposal of all acquired and in -
custody property.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of working days within
which reports will be submitted
and reviewed
1
Percentage of annual, monthly
and FBI reports presented on
or before the due date (25*
days following the end of
month) 100 100 100 100 100
Criminal history files
maintained **
Offense reports filed
35,914 37,238 37,000 38,000 38,000
5,384 5,516 6,000 5,700 5,700
* Monthly report is dependent upon reports from sources outside this agency which are not
usually available until mid -month.
** Division combined with Dubuque County Sheriff Department and maintain all City and
County files. Division also staffed by County employees.
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DEPARTMENT/DIVISION: Police
ACTIVITY: Training and Personnel Development
GOAL
Provide all Police Department and associated personnel with the training needed to deliver
professional police service.
DESCRIPTION
This Activity provides professional education to departmental, auxiliary and clerical personnel in
matters related to law enforcement and public safety. Education of departmental personnel
includes initial training of recruits and the continuing education necessary for adequate
professional development of all personnel, and for the delivery of specialized services by
selected personnel. This Activity is responsible for planning, coordination, delivery and
evaluation of all departmental training. This Activity also evaluates the professional
development of all sworn personnel and ensures that a sufficient number of adequately trained
personnel are available for the delivery of high quality, professional law enforcement services.
This Activity is staffed by a Police Training Lieutenant.
SERVICE OBJECTIVES
1. To identify training needs.
2. To minimize vicarious liability by delivery of appropriate training.
3. To provide close oversight of recruits as they are introduced to all phases of law
enforcement.
4. To provide coordination and support for the Field Training and Evaluation Program.
5. To provide training to ensure qualification/certification of personnel in the following
areas: first aid, first responder, CPR, baton, firearms, Data Master, Horizontal Gaze
Nystagmus (field alcohol test), chemical agents, radar, defensive tactics, and
IOWA/NCIC proficiency.
To provide training required for certification and maintenance of certificates as peace
officers for all sworn departmental personnel.
7. To develop and provide training on a wide variety of topics determined to be necessary
or desirable, and to provide specialized training to personnel who are promoted or
reassigned so they have the necessary skills and knowledge to perform at their new
level.
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• 8. To select officers to attend advanced or specialized training, based upon clearly defined
criterion, to provide maximum benefit to the department.
9. To develop and implement a selection process for instructor training of selected
personnel in specific areas.
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10. To require all instructors within the department to maintain a high level of proficiency by
insuring their participation in recertification and updating schools pertaining to their
specialty.
11. To institute and develop joint training programs with other area law enforcement
agencies.
12. To provide a minimum of 4,500 training hours for all departmental personnel, including
thirty hours training for individual officers;
13. To evaluate all training to ensure that it is effectively delivered and that it meets identified
training needs.
14. To review, assess and recommend acquisition of desirable library and audio-visual
resources, replace audio-visual equipment on a set replacement schedule, and to
maintain a current inventory of internal/external instructional resources.
15. To maintain a departmental library
16. To maintain training records and a training/skills inventory for all departmental and
auxiliary personnel.
17. To ensure all training programs are within the guidelines of the accreditation process.
18. To develop and provide training for auxiliary personnel.
19. To develop and implement an inventory of the skills, knowledge and abilities of all
departmental personnel, and to recognize special non -law enforcement abilities that
could be utilized during crisis or emergency situations.
20. To maintain a departmental training committee to aid in developing desired training.
21. To purchase and issue uniforms and equipment to new recruits.
22. To provide equipment, appropriate training materials, and other assistance for the
annual presentation of the Citizen's Police Academy.
23. To assist with the applicant selection process by scheduling fitness testing, medical
physicals, polygraph examinations, psychological examinations, oral interviews, and by
performing background investigations as needed.
24. To coordinate the recruiting of qualified applicants to take the police entrance
examination when scheduled.
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25. To replace two lateral file cabinets ($850).
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
In-service Training Hours
Mean Firearm Qualification
Score
Auxiliary Officer Training
Hours
4,636 5,237 4,000 4,500
91.2 92.4 92 92
65 98 100 100
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DEPARTMENT/DIVISION: Police
ACTIVITY: Criminal Investigation and Apprehension
GOAL
Provide comprehensive investigation of criminal offenses, equivocal death investigations,
apprehension of offenders, recovery of stolen property and deterrence of criminal activities; and
to foster a positive attitude, develop compliance with lawful behavior, encourage cooperation
with law enforcement efforts, and reduce juvenile crime.
DESCRIPTION
This Activity requires the continuous review of criminal offenses with emphasis towards the
apprehension and conviction of offenders; protection of victims; location and protection of
witnesses; recovery of stolen property; location, protection and control of evidence; monitoring
and assimilation of criminal intelligence information; and management and preparation of
specific cases so as to assure conviction. This Activity is staffed by one Captain, one
Lieutenant, six Corporals and eight Police Officers.
This Activity also coordinates the department's approach in handling juvenile matters and
assure that proper juvenile procedures are met in accordance with state law and in a manner
most compatible with the welfare of the juvenile and the needs of the community. This Activity
performs the following functions: aids in development of policy pertinent to juvenile/
departmental problems; maintains records of juvenile offenders; acquaints and updates
departmental personnel with current policies and changes in juvenile procedures; interviews
juveniles, parents, school officials and others in response to development of specific problems;
acts as a liaison with other agencies and persons having responsibility in the handling of
juvenile problems; coordinates the department's efforts and involvement in shoplifting and
substance abuse diversion programs; and coordinates and actively participates in programs
designed to reduce juvenile victimization and promote personal safety.
SERVICE OBJECTIVES
To provide review and advice on all criminal investigations and equivocal death
investigations with emphasis being placed on all Part I crimes and special emphasis on
all crimes against persons by:
a) maintaining case files in these categories of crimes, both cleared and uncleared,
by updating files, insuring that investigators in the Criminal Investigation Activity
designate a case status of "open," "closed" or "suspended" to each case, and
assigning leads and continuing the follow-up investigation required in each case;
b) providing briefings on criminal activity and trends on a need -to -know basis to key
departmental personnel;
c) assisting and cooperating with all law enforcement agencies;
d) coordinating criminal investigations with the County Attorney's Office;
e) assisting and cooperating with the State Medical Examiner's Office;
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f) conducting meetings with all investigative staff to review current cases and
status, provide instruction on changes in technical and investigative procedure,
briefing investigative personnel, conducting on-going training with crime scene
processing equipment, and assessing needs of the staff;
g) reviewing active and inactive cases in a group setting and seeking resolution of
investigative matters via shared experiences;
h) maintaining and periodically reviewing and updating manuals which provide
guidance to investigative personnel in their duties;
i) maintaining liaison with the juvenile prosecutor's office and other local juvenile
justice agencies;
j) directing personnel to actively investigate criminal acts committed by juveniles
and identifying juveniles involved in on-going and serious criminal activities;
k) keeping the County Attorney's Office abreast of departmental needs in specific
cases;
I) obtaining advice and service from the County Attorney's Office in apprehending
offenders and recovery of stolen property by obtaining search/arrest warrants
and subpoenas;
m) coordinating and assisting prosecutors and officers in trial preparations as
requested;
n) providing direct supervision of major crime cases;
o) reviewing and updating prolonged open major crimes, seeking leads, intelligence
from other criminal activities and other sources so as to effect a closure of these
cases; and
p) maintaining a close relationship between Midwest Organized Crime Information
Center (MOCIC) and Law Enforcement Intelligence Network (LEIN) by submitting
intelligence data and obtaining information from both organizations. In addition,
on specific investigations, funds, equipment and special services aiding in these
investigations is obtained from MOCIC for the Dubuque Police Department.
2. To clear by arrest sixty percent of reported violent crimes and twenty-five percent of
reported property crimes by:
a) monitoring on-going investigations and assuring necessary procedures and leads
are followed to successfully conclude the investigation resulting in an arrest or
clearance of the offense;
b) tracking criminal activity using the factors of frequency by type of crime,
geographical and chronological factors, victim and target descriptors, suspect
descriptors, suspect vehicle descriptors, modus operandi, and physical evidence
information;
c) requiring investigators to prepare cases in conjunction with the County Attorney's
Office, seeking advice and assistance from that office as needs require to assist
in the successful prosecution of the person arrested;
d) recognizing and evaluating criminal inter -relationships and assessing multiple
case involvement with certain known criminals so as to impact those groups
engaged in such activities;
e) assimilating and disseminating intelligence on criminal activity via the collection
of field interview and intelligence reports filed by Police Officers and investigative
information derived from confidential informants, police and investigative reports,
public records and other law enforcement agencies;
f) interviewing witnesses and victims and obtaining statements documenting details
of criminal actions;
Police Criminal Investigation and Apprehension
-268-
•
•
•
g) maintaining monthly and annual statistics of the Activity documenting the types
and frequency of crimes investigated and the Activity's clearance of those
crimes;
h) interrogating suspects and obtaining confessions;
i) surveillance of suspects and/or locations seeking evidence of criminal activity
and also to gather intelligence on those suspects to aid in apprehension of future
crimes;
j) processing crime scenes by sketching, photographing, fingerprinting and locating
evidence;
k) obtaining search warrants, court orders and County Attorney's subpoenas on
specific investigations to gather evidence leading to arrests and conviction of
offenders;
I) inspecting licensed pawn and second-hand dealer businesses;
m) maintaining the capability of conducting at least fifty polygraph examinations (125
hours) of suspects, victims or witnesses in cases when deemed appropriate and
also to conduct polygraph examinations of applicants to the Dubuque Police
Department; and
n) cooperate with, assist and seek input and assistance from all state, local, and
federal law enforcement agencies as needed.
3. To deter organized crime activity and decrease the availability of substances of abuse
and vice activities to citizens which include, but are not limited to, the illegal use and sale
of controlled substances/alcoholic beverages, illegal gambling, prostitution, and the
distribution and sale of obscene materials by:
a) investigating leads and proactively initiating investigations pertaining to
indications of organized crime activity and to violations of the Controlled
Substance Act and drug and vice statutes;
b) conducting undercover investigations resulting in the arrest and conviction of
violators;
c) coordinating investigations with other departments including state, federal and
other law enforcement agencies involving illegal drug and vice activities, and any
indications of organized crime activity in the Dubuque area;
d) providing information and public education upon request to community groups
and agencies interested in the nature and extent of problems caused by
violations of the drug and vice statutes;
e) participating in the Federal Drug Task Force (FBI, Iowa Department of Narcotics
Enforcement, Dubuque Police Department and Dubuque County Sheriff's
Department);
f) participating in the Dubuque County/City Task Force (Iowa Department of
Narcotics Enforcement, Dubuque County Sheriff's Department, and Dubuque
Police Department);
g) providing and maintaining an accounting system for a confidential fund
supporting the operations necessary to investigate and deter organized crime
activity, and any violations of the Controlled Substance Act, drug and vice
statutes which include, but are not limited to, paying informants, purchasing
contraband and other evidentiary material, and other related expenses for
equipment activities; and
h) initiate intelligence gathering operations as required to uncover organized crime
and vice -related activity;
i) investigate complaints of children exposed to controlled substances (Drug
Endangered Children grant);
Police Criminal Investigation and Apprehension
—269—
j) responding to clandestine methamphetamine lab sites and oversee cleanup.
4. To foster public cooperation with law enforcement agencies and provide continuing
supervision of criminal investigation by assigning a Lieutenant to:
a) actively participate in criminal investigations and provide supervision of
investigative officers between the hours of 3:00 p.m. and 11:00 p.m.;
b) act as resource person and participate in training needs in investigative manners;
and
c) provide assistance to the criminal investigation division as directed by the
Captain.
To facilitate investigations of current criminal activity by maintaining criminal activity
intelligence files.
6. To create a positive attitude in juveniles toward their own welfare and the welfare of
those around them by:
a) providing juveniles with the opportunity to develop an intelligent understanding of
their rights, responsibilities and obligations as community members through
officer -in -school talks and in conjunction with school needs;
b) educating juveniles about the hazards of involvement in criminal activity through
such programs as the shoplifting and substance abuse diversion programs;
c) providing a realistic understanding of police work and services performed in our
society;
d) establishing rapport between elementary school children and the uniformed
Police Officer;
e) enhancing the relationship between police and teenage students by increasing
daily contact and interaction and assigning School Resource Officers to specific
junior and senior high schools;
f) counseling non -offender juveniles in the schools;
g) counseling minor offenders, both in the school setting and at the Police
Department; and
h) providing services to elementary schools including the school safety patrol and
bicycle safety, and providing driver's education.
7. To ensure effective handling of juvenile offenders by:
a) coordinating all Police Department efforts for juvenile offenders with the juvenile
court and the County Attorney's juvenile prosecutors office;
b) providing inspection and review of all juvenile complaints and affidavits filed by
Police Officers making sure that proper methods are utilized in filing of
complaints to ensure efficient handling at the court level;
c) acting as a resource person for other investigative officers in the department and
advising them of specific problems of youth -age groups involved in specific
criminal activity or patterns throughout the city;
d) assisting other investigative officers in arranging and preparing interviews with
suspect youths through contact with their parents and knowledgeable insights
into particular youth associations and connections;
e) reviewing and investigating missing persons reports and monitoring and entering
cancellation of these reports to the National Crime Information Center;
f) maintaining juvenile records and distributing copies of juvenile complaints and
affidavits to Juvenile Court Services; and
Police Criminal Investigation and Apprehension
-270-
• g) coordinating with the Dubuque County Attorney's Office and Clerk of the District
Court requests and objections to the sealing of juvenile records.
8. To continue to foster a positive relationship and partnership with the Dubuque
Community School District through continued dialogue concerning student and school
safety issues.
To monitor the safety patrol programs for schools in the Dubuque Community School
District, within the city limits, including maintenance and dispersion of patrol safety flags.
10. To provide citizens with opportunities to purchase bicycle licenses and to learn about
bicycle safety by scheduling appointments for police presence every two years at each
grade school in the City of Dubuque.
11. To provide training to new personnel assigned to the criminal investigation division in
major case procedures and interviewing and interrogation techniques.
12. To enhance the knowledge of experienced personnel assigned to the criminal
investigation division by making state of the art training schools and textbooks of various
criminal investigation disciplines available to them.
13. To maintain effective crime operations by replacing one camera kit ($800), one
investigative vehicle ($22,800), two sets of emergency lights ($1,200), one digital
camera kit ($875), and one camcorder ($1,100).
• 14. To provide investigators with state of the art crime scene processing and investigative
equipment and supplies to aid them in the location, collection, and preservation of
evidence collected at crime scenes.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of violent crimes
88 108 100 100 100
Percentage of violent crimes
cleared (homicide, rape,
robbery, aggravated assault)
(National Average 46.8) 50 59 55 55 55
Number of property crimes 2,035 2,059 2,000 2,000 2,000
Percentage of property crime
cleared
Number of Part I Crimes
22 22 25 25 25
2,123 2,167 2,100 2,100 2,100
Total Part I Crimes Clearance
• Rate 23 24 25 25 25
Police Criminal Investigation and Apprehension
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FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Percentage of Stolen Property
Recovered 16.3 16.66 20 20 20
Number of Stolen Motor
Vehicles 95 62 100 100 100
Percentage of Locally Stolen
Motor Vehicles Recovered 49 37 50 50 50
Juveniles Charged — Total 1,468 1,415 1,469 1,364 1,416
Charged 1,252 1,148 1,253 1,063 1,155
Runaway 216 267 216 301 261
Hours (General Talks —
Classroom) to Students
including Officer In -School Talks 800 800 800 800 800
Number of hours of School
Patrol 1,200 1,300 1,200 1,300 1,400
School Related Investigations 1,600 1,700 1,600 1,700 1,800
Review of Juvenile Complaints
and Transfer of Information to
Probation, County Attorney, and
Shoplifting and Substance
Abuse Diversion Programs 400 300 400 300 300
Hours for Review and
Investigation of Missing Persons 170 150 170 150 150
Hours Spent Entering
Information in Computer,
Monthly Report and Filing 80 80 80 80 80
Bike License Sale (every two
years) 10 10
Police Criminal Investigation and Apprehension
-272-
•
DEPARTMENT/DIVISION:
ACTIVITY:
Police
Police Patrol
GOAL
Prevent and control conduct, which has been recognized as threatening to life, property and
public order by responding to reports of crimes, accidents and other emergencies, identifying
criminal activity and hazardous conditions and taking appropriate action.
DESCRIPTION
The Police Patrol Activity is the primary instrument through which the police mission is
accomplished. Police Officers have been delegated numerous responsibilities including
response to emergency and routine situations requiring police attention, identification of
suspicious activity and the potential for crime or safety hazards, investigation of fatal, personal
injury and property damage accidents, enforcement of traffic laws and provision of data for
traffic safety planning to promote a safe and smooth traffic flow within the city. Police Officers
also conduct preliminary investigation of most crimes coming to the attention of the Police
Department. This Activity is staffed by fifty-five Police Officers and four Corporals assigned to
the patrol division. These officers are supervised by seven Lieutenants and three Captains.
SERVICE OBJECTIVES
1. To respond to calls for service and maintain public order by:
a) responding to approximately 2,500 priority one emergency calls (i.e., injury
accidents, burglaries in progress) within an average of 3.0 minutes from the
officer's receipt of call to arrival;
b) responding to 10,800 priority two calls (i.e., property damage accidents, burglary
alarms) by proceeding immediately to the scene within an average of 6.0 minutes
from receipt of call based primarily on unit availability;
c) responding to 18,800 priority three calls (i.e., noise disturbances, parking
complaints) within an average of 30minutes from receipt of call, except where
hazards requiring immediate action are observed, such as possible crimes in
progress or serious traffic violations;
d) responding to 13,300 priority four calls (i.e., cold property crime investigations,
delayed response calls), within sixty minutes from time of dispatch, when
adequate officers are available, except that delays are permitted for problems
requiring attention as judged by the responding officer;
e) responding to 7,700 priority five calls (i.e. traffic stops)
f) investigating personal injury, fatal, hit and run, and property damage accidents
over $1,000 damage that occur on a public roadway;
g) administering first aid and arranging for hospital transportation as required for
crime and accident victims;
Police Police Patrol
-273-
h) stabilizing crime scenes, accident and other incident locations as soon as
possible after arrival to allow the environment to return to normal and to arrest
those suspects and/or violators as indicated; and
i) providing services as necessary to citizens in high hazard situations.
2. To reduce incidents of crime, accidents, minor violations or disruptions of public order by
performing the following services:
a) investigating suspicious persons and circumstances, arresting offenders as
necessary;
b) resolving conflict and maintaining order;
c) facilitating the movement of people and vehicles as conditions require;
d) inspecting City property for hazards, damages and defects, and notifying affected
departments of conditions requiring attention;
e) assisting those individuals who cannot care for themselves - the intoxicated,
mentally ill, physically disabled, old and young;
f) securing found property and notifying owners;
g) providing random vacant business security inspections;
h) locating persons reported as missing or runaway; and
i) creating and maintaining a feeling of security within the community.
3. To provide immediate response to emergencies twenty-four hours a day every day of the
week.
4. To provide for effective use of personnel by analyzing manpower needs and workload
demands and assigning personnel accordingly.
5. To plan and coordinate a response to unusual incidents, generally of an emergency
nature (i.e., natural and manmade disasters and civil disturbances).
6. To plan and coordinate a response to special operations needs by use of the tactical
response team, rifle team, and hostage negotiators, (i.e., barricaded persons, hostage
situations, high risk search and warrant service).
7. To plan and coordinate response to other special operations such as VIP security,
festivals, and other events requiring uniformed police presence.
8. To enhance the selective traffic law enforcement program and evaluating it annually;
9. To investigate matters involving the integrity of the department by making
recommendations to resolve issues and to provide resource and review for internal
affairs matters of lesser importance that are investigated by supervisory personnel.
10. To maintain an effective patrol operation by replacing seven automobiles ($159,600),
one moving radar ($3,000), three radar ($4,500), two shot guns ($800), four ballistic
vests ($2,600), one alcosensor ($465), emergency lighting equipment ($1,400), one
mountain bike ($1,150), one rifle ($2,900), one 35 mm camera kit ($800), one radio
headset ($530), three bar code scanners ($1,950), two streamlights with chargers
($600), one Glock handgun ($622), seventy-five Nicad 7.5V batteries ($6,000), four LPE
handheld radios ($13,560), two rifles ($1,800), one car camera ($4,700), nine red light
visibars ($13,734), one Aegis LPE radio (4,0000), six mobile printers ($2,220), five
Police Police Patrol
-274-
• tactical lights ($600), one battery analyzer ($4,790), one SUV vehicle ($29,000), and two
gas masks ($640).
11. To minimize actual or perceived opportunity for criminal conduct in areas of the city as
needed during evening hours by utilizing foot Police Officers when manpower and
workload allow.
•
12. To provide one Police Officer for live and simulcast racing performances and slot
machine betting at the Dubuque Greyhound Park and Casino and to recover all officer
costs plus a five percent administration charge from the Dubuque Racing Association
($260,365).
13. To administer and coordinate the department's role in victim/witness assistance
programs and to offer aid to the families of victims of criminal acts by making notification
of such and suggesting referrals to support agencies where appropriate.
14. To maintain officer appearance by regular inspections.
15. To provide enforcement against serious traffic offenders through the use of overtime
hours.
16. To provide officers for overtime related to trouble spots as well as regular overtime
($20,000).
17. To supervise, evaluate and enhance the Field Training Officer Program. This program
trains experienced officers to pass on their knowledge and to evaluate probationary
officers.
18. To select the most qualified Field Training Supervisor and Field Training Officers in
cooperation with the Training Officer in order to provide all recruits with an organized
and consistent period of formal field training and performance evaluation.
19. To assign and monitor recruits, in cooperation with the Training Officer, to ensure
consistency between Academy training, classroom training and on-the-job experience
and to provide a broad range of experiences to the recruit.
20. To administer and coordinate a domestic crime unit to provide for additional follow-up on
domestic cases and participation in a domestic crime coalition made up of
representatives of the Police Department, Sheriff's Department, County Attorney's
Office, Department of Corrections, and the YWCA Domestic Violence Program ($2,000).
21. To administer a community -oriented policing program for the department.
22. To administer and coordinate a department K-9 unit.
Police Police Patrol
-275-
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Average Response Time
(receipt of call to arrival) for
Priority One Complaints * 4.48 4.42 4.5 4.5 4.5
Average Response Time
(receipt of call to arrival) for
Priority Two Complaints * 5.24 5.11 6.00 6.0 6.0
Average Response Time for
Routine Priority 3-4
Complaints 19.05 16.47 23 21.0 21.0
Total Number of Calls for
Service 51,588 51,268 52,700 52,400 53,100
Fatal and Personal Injury
Accident Investigations 417 369 400 450 450
Property Damage Accidents
Investigated 1,739 1,687 1,700 1,550 1,650
Moving/Non-Moving Violation
Charges 9,205 8,548 8,600 8,200 8,000
* Minutes
Police Police Patrol
-276-
•
•
Recommended Operating Expenditure Budget by Department
11 - POLICE DEPARTMENT
Fund Account Account Title
100 61010 FULL-TIME EMPLOYEES
290 61010 FULL-TIME EMPLOYEES
100 61020 PART-TIME EMPLOYEES
100 61030 SEASONAL EMPLOYEES
100 61050 OVERTIME PAY
100 61051 OVERTIME - REIMBURSABLE
100 61070 HOLIDAY PAY
290 61070 HOLIDAY PAY
100 61090 WITNESS & JURY EXPENSES
100 61091 SICK LEAVE PAYOFF
100 61092 VACATION PAYOFF
100 61093 HANDLER COMPENSATION
100 61094 RETIREMENT PAYOUT
100 61310 IPERS
100 61320 SOCIAL SECURITY
100 61350 POLICE PENSIONS
100 61370 POLICE & FIRE RETIREMENT
290 61370 POLICE & FIRE RETIREMENT
100 61410 HEALTH INSURANCE
290 61410 HEALTH INSURANCE
100 61415 WORKMENS' COMPENSATION
100 61416 LIFE INSURANCE
290 61416 LIFE INSURANCE
100 61417 UNEMPLOYMENT INSURANCE
100 61620 UNIFORM ALLOWANCE
290 61620 UNIFORM ALLOWANCE
100 61640 SAFETY EQUIPMENT
100 61660 EMPLOYEE PHYSICALS
100 61665 OTHER MEDICAL COSTS
100 61670 CIVIL SERVICE PHYSICALS
100 61675 POLICE/FIRE INJURIES
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
4,310,737
23,096
38,633
638
108,156
273,772
185,431
0
6,859
2,953
12,003
0
10,000
10,281
58,518
41,092
894,920
4,718
924,596
2,978
0
4,807
26
0
35,295
0
75
520
10,280
4,062
52,500
4,620,588
24,456
42,719
1,995
137,564
274,716
194,137
0
7,492
2,235
8,521
3,458
0
12,677
66,472
41,708
1,162,348
6,107
938,252
2,978
0
4,911
26
6,346
40,096
120
198
330
173,191
8,170
34,841
5,053,055
28,070
38,552
7,450
61,613
284,419
218,539
0
8,432
0
0
3,645
0
15,786
82,679
43,400
1,375,803
7,650
986,388
3 297
688
9,547
53
0
37,069
131
200
400
17,000
7,200
45,000
5,339,726
28,938
39,209
5,460
97,000
280,365
221,378
0
7,200
0
0
3,458
0
15,298
67,596
45,362
1,457,555
8,030
1,066,608
3,528
697
10,626
58
0
49,367
163
200
400
80,000
8,000
47,500
61 • WAGES AND BENEFITS 7,016,946 7,816,650
8,336,066 8,883,722
100 62010 OFFICE SUPPLIES
100 62011 UNIFORM PURCHASES
100 62030 POSTAGE AND SHIPPING
100 62060 O/E MAINT CONTRACTS
100 62061 DP EQUIP. MAINT CONTRACTS
100 62070 OFFICE EQUIP RENTAL
100 62090 PRINTING & BINDING
100 62110 COPYING/REPRODUCTION
100 62130 LEGAL NOTICES & ADS
100 62170 SUBSCRIPTIONS -BOOKS -MAPS
100 62190 DUES & MEMBERSHIPS
100 62203 POLICE LIABILITY INS
100 62206 PROPERTY INSURANCE
11,371
555
5,826
12,564
6,616
408
8,270
0
8,286
1,687
600
41,967
1,575
11,498
6,166
5,649
5,740
6,657
408
9,042
877
286
1,943
670
44,813
1,807
12,053
4,500
5,800
6,376
8,116
408
13,803
100
6,000
1,500
860
47,583
1,869
12,180
4,500
6,180
34,471
12,085
408
13,803
100
300
2,500
860
50,556
2,039
-277-
Recommended Operating Expenditure Budget by Department
11 - POLICE DEPARTMENT
Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
100 62208 GENERAL LIABILITY INSURAN
100 62230 COURT COSTS & RECORD FEES
100 62310 TRAVEL -CONFERENCES
100 62320 TRAVEL -CITY BUSINESS
100 62340 MILEAGE/LOCAL TRANSP
100 62360 EDUCATION & TRAINING
100 62421 TELEPHONE
100 62431 PROPERTY MAINTENANCE
100 62436 RENTAL OF SPACE
100 62511 FUEL, MOTOR VEHICLE
100 62521 MOTOR VEHICLE MAINT.
100 62528 MOTOR VEH. MAINT. OUTSOUR
100 62611 MACH/EQUIP MAINTENANCE
100 62614 EQUIP MAINT CONTRACT
100 62663 SOFTWARE LICENSE EXP
100 62669 PROGRAMMING
100 62671 MISC. OPERATING SUPPLIES
100 62672 INVESTIGATION SUPPLIES
100 62695 ABANDONED VEH EXPENSE
100 62713 LEGAL SERVICES
100 62731 MISCELLANEOUS SERVICES
100 62732 TEMP HELPCONTRACT SERV.
100 62747 MACH/EQUIPMENT RENTAL
100 62761 PAY TO OTHER AGENCY
100 62778 SERVICES - OTHER DEPTS
20,191 23,626 25,872 25,528
153 0 300 300
0 2,493 2,500 2,500
3,806 3,937 3,500 3,500
6,684 6,974 2,500 2,500
27,494 54,297 52,250 54,165
27,889 30,021 31,405 32,967
105,056 153,322 124,350 150,000
830 28,535 13,190 24,960
95,243 115,571 102,862 144,460
62,357 100,329 66,097 108,352
16,350 35,018 20,000 34,600
9,863 7,929 23,625 14,225
477 5,302 10,625 4,584
40,687 74,445 113,655 81,240
66,600 42,041 68,416 75,302
70,904 64,763 76,489 43,645
0 0 750 750
75,900 66,000 75,000 75,000
0 765 0 0
8,727 4,791 3,000 3,300
0 7,639 0 0
7,980 8,160 8,160 8,160
10,414 14,388 19,500 18,100
0 (7,705) 0 0
62 - SUPPLIES AND SERVICES
757,331 938,198
953,014 1,048,120
100 71111 DICTATION EQUIPMENT
100 71112 TYPEWRITERS
100 71116 COPIER MACHINE
100 71120 PERIPHERALS, COMPUTER
100 71122 PRINTER
100 71124 MICRO -COMPUTER
100 71129 SCANNER
100 71211 DESKS/CHAIRS
100 71214 FILES
100 71215 STORAGE CABINETS
100 71216 FURNITURE MISCELLANEOUS
100 71224 PARTITIONS
100 71310 AUTO/JEEP REPLACEMENT
100 71312 VAN/PICKUP/WAG REPL
100 71329 VEHICLE ACCESSORIES
100 71517 LIGHTING EQUIPMENT
100 72113 OTHER SAFETY EQUIPMENT
100 72210 VISIBAR LIGHTS
100 72211 RIFLES
(16,916) 37,372 0 0
0 0 1,200 0
0 9,911 0 0
1,272 0 5,364 0
0 0 2,820 4,220
0 473 17,000 5,000
0 2,337 8,685 1,950
6,117 5,788 5,000 5,000
1,121 680 1,090 1,190
919 294 0 0
0 0 0 5,000
0 0 10,000 0
163,476 154,750 210,200 234,200
0 22,500 0 0
0 0 0 3,352
400 919 1,750 3,200
0 0 2,063 0
10,058 0 15,610 13,734
2,092 2,545 2,450 4,700
-278-
Recommended Operating Expenditure Budget by Department
11 - POLICE DEPARTMENT
41111 Fund Account Account Title
•
100 72212
100 72213
100 72214
100 72215
100 72216
100 72218
100 72410
100 72416
100 72417
100 72418
RADAR SPEED DETECTOR
BODY ARMOR
SHOTGUN
BREATH ANALYZER
9 MM PISTOLS
OTHER POLICE EQUIPMENT
PAGER/RADIO EQUIPMENT
VIDEO EQUIPMENT
CAMERA RELATED EQUIPMENT
TELEPHONE RELATED
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
0
24,037
620
0
481
13,321
3,030
0
0
0
0
7,774
0
408
459
4,898
2,760
0
1,397
13,136
6,695
2,976
2,150
465
592
9,622
17,410
960
6,420
0
7,500
2,600
1,100
465
622
13,710
25,074
0
12,350
0
71 - EQUIPMENT
210,026 268,400 330,522
344,967
100 73210 CONST CONTRACT -BLDG
0
4,000
0
73 - CIP EXPENDITURES
0
0
4,000
0
11 - POLICE DEPARTMENT TOTAL
7,984,303 9,023,248 9,623,602 10,276,809
-279-
nate: 1/ IUUb
FY 2007 Recommended Department Operating Budget Summary By Activity
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
POLICE DEPARTMENT
11100
ADMINISTRATION
WAGES AND BENEFITS
389,582
557,518
428,317
512,567
SUPPLIES AND SERVICES
146,143
197,364
170,320
178,190
EQUIPMENT
0
13,136
0
7,000
CIP EXPENDITURES
0
0
4,000
0
FUND: GENERAL ACTIVITY TOTAL FOR: ADMINISTRATION 535,725 768,017 602,637 697,757
11180
DARE PROJECT
WAGES AND BENEFITS
77,744
75976
85,105
86,793
SUPPLIES AND SERVICES
13,643
12,235
14,000
14,000
FUND: GENERAL ACTIVITY TOTAL FOR: DARE PROJECT 91,387 88,211 99,105 100,793
11190
STAFF SERVICES
WAGES AND BENEFITS
294,628
327,559
403,942
423,271
SUPPLIES AND SERVICES
153,047
147,076
192,482
212,213
EQUIPMENT
-8,760
54,382
17,140
6,215
FUND: GENERAL ACTIVITY TOTAL FOR: STAFF SERVICES 438,915 529,018 613,564 641,699
I
O
11220
RECORDS AND ID
WAGES AND BENEFITS
214,765
261,223
252,059
264,657
SUPPLIES AND SERVICES
70,276
22,343
92,925
74,635
EQUIPMENT
0
0
7,298
0
FUND: GENERAL ACTIVITY TOTAL FOR: RECORDS AND ID 285,041 283,566 352,282 339,292
11250
POLICE TRAINING
WAGES AND BENEFITS
99,722
111,053
110,496
114,888
SUPPLIES AND SERVICES
35562
61,112
71,602
60,360
EQUIPMENT
0
0
1,710
850
FUND: GENERAL ACTIVITY TOTAL FOR: POLICE TRAINING 135,284 172,165 183,808 176,098
11300
CRIMINAL INVESTIGATION
WAGES AND BENEFITS
1,064,778
1,155,380
1,301.863
1,352.684
SUPPLIES AND SERVICES
32,354
39,209
71.749
45,725
EQUIPMENT
0
23,498
42.175
34,975
FUND: GENERAL ACTIVITY TOTAL FOR: CRIMINAL INVESTIGATION 1,097,133 1,218,088 1,415,787 1,433,384
11320
NARCOTICS GRANT INV.
WAGES AND BENEFITS
0
0
3,140
5,000
SUPPLIES AND SERVICES
14,337
14,542
23.660
22,160
FUND: GENERAL ACTIVITY TOTAL FOR: NARCOTICS GRANT INV. 14,337 14,542 26,800 27,160
FY 2007 Recommended Departmenterating Budget Summary By Activity
•
Date: 1/10/06
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
POLICE DEPARTMENT...
11321
DRUG TASK FORCE GRANT
WAGES AND BENEFITS
3,684
5,921
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: DRUG TASK FORCE GRANT 3,684 5,921 0 0
11323
JAIL DIVERSION PROGRAM
WAGES AND BENEFITS
1,184
1,063
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: JAIL DIVERSION PROGRAM 1,184 1,063 0 0
11324
HELPING SERVICES NE IOWA
WAGES AND BENEFITS
9,736
8,497
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: HELPING SERVICES NE IOWA 9,736 8,497 0 0
11325
DRUG ENDANGERED CHILDRI
WAGES AND BENEFITS
2,141
2,383
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: DRUG ENDANGERED CHILDREN 2,141 2,383 0 0
11330
18 COUNTY DRUG TASK FORC
WAGES AND BENEFITS
0
7,040
0
5,000
EQUIPMENT
0
20,899
0
0
IFUND: GENERAL ACTIVITY TOTAL FOR: 18 COUNTY DRUG TASK FORCE 0 27,939 0 5,000
na
03
11700
POLICE PATROL
WAGES AND BENEFITS
4,572,701
5,018,066
5,487,720
5,833,497
SUPPLIES AND SERVICES
262,408
426,048
316,276
440,157
EQUIPMENT
214,400
156,485
262,199
295,927
FUND: GENERAL ACTIVITY TOTAL FOR: POLICE PATROL 5,049,509 5,600,599 6,066,195 6,569,581
11710
GREYHOUND SECURITY
WAGES AND BENEFITS
234,740
245,135
259,840
260,365
FUND: GENERAL ACTIVITY TOTAL FOR: GREYHOUND SECURITY 234,740 245,135 259,840 260,365
11753
LAW ENFORCEMENT BLOCK (
WAGES AND BENEFITS
0
0
3,584
0
FUND: GENERAL ACTIVITY TOTAL FOR: LAW ENFORCEMENT BLOCK GRA 0 0 3,584 0
11754
DOMESTIC ABUSE GRANT
WAGES AND BENEFITS
6,257
2,654
0
2,000
FUND: GENERAL ACTIVITY TOTAL FOR: DOMESTIC ABUSE GRANT 6,257 2,654 0 2,000
11757
JAG GRANT
WAGES AND BENEFITS
4,737
1,372
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: JAG GRANT 4,737 1,372 0 0
11764
ALCOHOL/TOBACCO COMPLIF
WAGES AND BENEFITS
6,590
9,858
0
8,000
nate: I unto
FY 2007 Recommended Department Operating Budget Summary By Activity
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
POLICE DEPARTMENT...
11764...
ALCOHOL/TOBACCO COMPLI<
SUPPLIES AND SERVICES
478
682
0
680
FUND: GENERAL ACTIVITY TOTAL FOR: ALCOHOL/TOBACCO
COMPLIANC 7,068 10,540 0 8,680
11765
2001 BLOCK GRANT (SUPPLIES
AND SERVICES
19,855
0
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: 2001 BLOCK
GRANT 19,855 0 0 0
11766
2002 BLOCK GRANT
WAGES AND BENEFITS
15,056
732
0
0
SUPPLIES AND SERVICES
1,464
8,178
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: 2002 BLOCK
GRANT 16,519 8,910 0 0
11767
2003 ALCOHOL OT GRANT
WAGES AND BENEFITS
12,234
3,502
0
7,500
FUND: GENERAL ACTIVITY TOTAL FOR: 2003 ALCOHOL
OT GRANT 12,234 3,502 0 7,500
11768
2003 BLOCK GRANT
WAGES AND BENEFITS
4,168
0
0
0
SUPPLIES AND SERVICES
7,763
1,362
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: 2003 BLOCK
N3
co
GRANT 11,931 1,362 0 0
to
11769
2004 ALCOHOL OT GRANT .
WAGES AND BENEFITS
2,500
5,804
0
0
EQUIPMENT
4,386
0
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: 2004 ALCOHOL
OT GRANT 6,886 5,804 0 0
11770
2004 BLOCK GRANT
WAGES AND BENEFITS
0
3,515
0
0
SUPPLIES AND SERVICES
0
6,938
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: 2004 BLOCK
GRANT 0 10,454 0 0
11771
POLICE TRAFFIC SERV GRAN
WAGES AND BENEFITS
0
12,397
0
7,500
SUPPLIES AND SERVICES
0
8,878
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: POLICE TRAFFIC
SERV GRANT 0 21,275 0 7,500
DEPARTMENT TOTAL FOR: POLICE DEPARTMENT
7,984,303 9,031,018 9,623,602 10,276,809
Recommended Operating Revenue Budget by Department
11 - POLICE DEPARTMENT
• Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
100 43261
100 44120
100 44125
100 44130
100 44135
100 44140
100 44305
100 45701
100 45771
100 46205
100 51215
100 51901
100 51902
100 53102
100 53203
100 53402
100 53403
100 53404
100 53405
all 100 53605
100 53615
100 53620
100 54107
•
RACING ASSOCIATION
OJP GRANTS
FED AID -LAW ENFORCEMENT
LAW ENFORCE BLOCK GRANT
GRANT, DOMESTIC ABUSE
NARCOTICS GRANT
TRANS SECURITY ADMIN
STATE GRANTS
STATE -PASS THRU GRANTS
COUNTY SHARE
PENALTIES
POLICE ACCIDENT REPORTS
CRIMINAL BACKGROUND CHECK
PRIVATE PARTICIPANT
COUNTY REF -WITNESS FEE
PARKING TICKET FINES
IA DISTRICT COURT FINES
ADMIN. PENALTY
CIGARETTE PENALTIES
MISCELLANEOUS REVENUE
DAMAGE CLAIMS
REIMBURSEMENTS -GENERAL
VEHICLE SALES
245,444
19,296
14,191
21,651
2,290
77,706
12,735
4,150
5,918
16,704
13,563
15,933
0
27,485
110
20,000
145,736
6,220
0
76,706
136
54,664
0
232,946
3,613
36,377
11,958
3,660
123,891
0
83,185
10,589
18,220
18,955
14,382
3,410
25,321
61
20,000
145,520
11,830
4,500
73,933
344
91,330
57,624
244,847
0
6,850
7,500
3,400
74,890
0
5,000
7,000
52,726
15,000
14,000
20,000
30,000
0
20,000
180,000
12,000
2,000
79,500
5,000
103,133
35,000
260,365
0
0
0
3,400
76,183
0
92,000
5,000
58,738
18,000
14,000
0
30,000
0
20,000
160,000
12,000
4,000
79,000
5,000
90,218
48,000
11 - POLICE DEPARTMENT TOTAL 780,636 991,649 917,846 975,904
-283-
11 POLICE DEPARTMENT
FD JC WP -GR JOB CLASS
61010 Full Time Employee Expense
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
FY 2005
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
100 7100 GE -44 POLICE CHIEF 1.00 93,522 1.00 98,572 1.00 105,694
100 7075 GE -40 ASSISTANT POLICE CHIEF 0.70 57,064 0.67 57,851 0.67 59,638
290 7075 GE -40 ASSISTANT POLICE CHIEF 0.30 24,456 0.33 28,071 0.33 28,938
100 6950 GE -38 POLICE CAPTAIN 5.00 364,522 5.00 384,202 6.00 469,626
100 6850 GE -36 POLICE LIEUTENANT 8.00 510,935 9.00 595,026 9.00 625,286
100 0460 GE -27 STENOGRAPHER 1.00 39,153 1.00 41,267 1.00 42,755
100 0825 P-01 POLICE RESOURCE OFFICER 2.00 89,250 2.00 94,522 2.00 97,507
100 6700 P-02 POLICE CORPORAL 14.00 711,421 13.00 701,182 16.00 876,627
100 6400 P-01 POLICE PATROL OFFICER 61.00 2,737,335 62.00 2,911,688 59.00 2,883,967
100 0325 OE -04 CLERK TYPIST 2.00 61,579 2.00 64,904 2.00 66,931
100 0225 GE -24 SECRETARY 1.00 33,311 1.00 35,110 1.00 36,212
N100 GE -26 RECORDS ROOM SUPERVISOR 0,00 0 1.00 34,695 1.00 36,733
A 100 0225 GE -25 LAW ENFORCEMENT DATA ENTRY 1.00 33,805 1.00 33,760 1.00 38,750
TOTAL FULL TIME EMPLOYEES 97.00 4,756,353 99.00 5,080,850 100.00 5,368,664
61020 Part Time Employee Expense
100 0326 OE -04 CLERK TYPIST
TOTAL PART TIME EMPLOYEES
1.25
36,949
1.25
36,949
1.25 38,552
1.25 38,552
1.25
39,209
1.25
39,209
61030 Seasonal Employee Expense
100 NA- BUSINESS EDUCATION STUDENT 0.00 0 0.31 5,075 0.31 5,460
TOTAL PART TIME EMPLOYEES 0.00 0 0.31 5,075 0.31 5,460
TOTAL POLICE DEPT.
98.25 4,793,302 100.56 5,124,477 101.56 5,413,333
111/1 41111
CITY OF DUBQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACTIVITY ACCT
Police Administration -FT
10011100 61010
10011100 61010
10011100 61010
FD JC WP -GR POSITION CLASS
FY 2005
FTE BUDGET
FY 2006
FTE BUDGET
Run Date:
01/11/06
FY 2007
FTE BUDGET
100 7100 GE -44
100 0460 GE -27
100 7075 GE -40
Police Administration -FT - Cable TV
29011100 61010 290 7075 GE -40
Police Patrol -FT
10011700
10011700
10011700
10011700
oo
W
Vblice-Alchohol Grant -FT
10011763 61010
61010
61010
61010
61010
Criminal Investigation -FT
10011300 61010
10011300
10011300
10011300
10011300
Staff Services -FT
10011190
10011190
10011190
10011190
61010
61010
61010
61010
61010
61010
61010
61010
100 6850 GE -36
100 6400 P-01
100 6700 P-02
100 6950 GE -38
POLICE CHIEF
STENOGRAPHER
ASSISTANT POLICE CHIEF
ASSISTANT POLICE CHIEF
Total
POLICE LIEUTENANT
POLICE PATROL OFFICER
POLICE CORPORAL
POLICE CAPTAIN
Total
100 6400 P-01 POLICE PATROL OFFICER
Total
100 6400 P-01
100 0825 P-01
100 6850 GE -36
100 6700 P-02
100 6950 GE -38
100 6700 P-02
100 6950 GE -38
100 0225 GE -24
100 0325 GE -25
POLICE PATROL OFFICER
POLICE RESOURCE OFFICER
POLICE LIEUTENANT
POLICE CORPORAL
POLICE CAPTAIN
Total
POLICE CORPORAL
POLICE CAPTAIN
SECRETARY
LAW ENFORCEMENT DATA ENTRY
Total
1.00 93,522 1.00
1.00 39,153 1.00
0.70 57,064 0.67
2.70 189,739 2.67
0.30 24,456 0.33
0.30 24,456 0.33
98,572
41,267
57,851
197,690
28,071
1.00
1.00
0.67
2.67
0.33
105,694
59,638
42,755
208,087
28,938
6.00 382,421 6.00
55.00 2,461,169 55.00
5.00 253,652 5.00
3.00 218,668 3.00
69.00 3,315,910 69.00
0.00 0 0.00
0.00 0 0.00
5.00
2.00
1.00
6.00
1.00
15.00
28,071
456,898
2,573,365
214,709
230,952
3,475,924
0
0.33
7.00
52.00
7.00
4.00
70.00
0.00
28,938
482,279
2,534,058
374,064
312,858
3,703,259
0
0
0.00
230,254 6.00 289,781 6.00
89,250 2.00 94,522 2.00
0
299,522
97,507
2.00
62,734
304,640
72,588
759,466
1.00
6.00
1.00
16.00
102,726 2.00
68,689 1.00
6.00
1.00
16.00
324,822
76,027
853,841
108,526
1.00
1.00
0.00
4.00
73,266
33,311
0
209,303
1.00
1.00
1.00
5.00
77,222
35,110
33,760
254,618
2.00
1.00
1.00
1.00
5.00
70,841
335,042
76,664
879,576
112,724
80,104
36,212
38,750
267,790
ACTIVITY ACCT
DARE Program -FT
10011180 61010
Records and ID -FT
10011220
10011220
10011220
10011220
Staff Services -PT
10011190
10011190
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FD JC WP -GR POSITION CLASS
FY 2005
FTE BUDGET
FY 2006
FTE BUDGET
Run Date:
01/11/06
FY 2007
FTE BUDGET
100 6400 P-01 POLICE PATROL OFFICER
Total
61010 100
61010 100
61010 100
61010 100
6780 P-02
0325 OE -04
GE -26
0325 GE -25
POLICE CORPORAL
CLERK TYPIST
RECORDS ROOOM SUPERVISOR
LAW ENFORCEMENT DATA ENTRY
Total
61010 100 0325 OE -04 PT -CLERK TYPIST
61030 100 NA -22 BUSINESS EDUCATION STUDENT
!ripcords and ID -PT
rn 10011220 61020
100 0325 OE -04 CLERK TYPIST
Total
Police Training -FT
10011250 61010 100 6850
GE -36 POLICE LIEUTENANT
Total
TOTAL POLICE DEPARTMENT
1.00
1.00
1.00
2.00
0.00
1.00
4.00
45,912 1.00
45,912 1.00
50,403
61,579
0
33,805
145,787
48,542
1.00
2.00
1.00
0.00
4.00
48,542
53,125
64,904
34,695
0
152,724
1.00 50,387
1.00 50,387
1.00 54,797
2.00 66,931
1.00 36,733
0.00 0
4.00 158,461
0.00
0.00
0.00
1.25
0
0
0
0.50
0.31
0.81
36,949 0.75
14,546
5,075
19,621
24,006
0.50
0.31
0.81
0.75
14,358
5,460
19,818
24,851
1.25
1.00
36,949 0.75
65,780 1.00
24,006
69,439
0.75
1.00
24,851
72,166
1.00
65,780 1.00
69,439
1.00
72,166
98.25 4,793,302 100.56
5,124,477
101.56 5,413,333
•
Building Services
-287-
•
DEPARTMENT/DIVISION:
RESPONSIBILITY:
Building Services
Rich Russell,
Building Services Manager
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Building Construction and Permit Activity
The Building Services Department issued 1,600 building permits in Fiscal Year 2005,
representing a total value of $162,184,384; an increase of 211 permits and an increase of
$51,593,448 in valuation from Fiscal Year 2004.
The number of permits for new dwelling units increased dramatically in Fiscal Year 2005. A total
of 306 new dwelling units were added in Fiscal Year 2005. In Fiscal Year 2004, 205 dwelling
units were added. In Fiscal Years 2003 and 2002, 216 and 165 dwelling units were added,
respectively.
There were 38 new non-residential permits issued in Fiscal Year 2005. This is a large increase
over the 27 built in Fiscal Year 2004. The valuation of new non-residential permits was $66.1
• million up from $40.3 million in Fiscal Year 2004.
Plumbing, mechanical and electrical permits issued for Fiscal Year 2005 totaled 2511, an
increase of 138 from Fiscal Year 2004.
The third floor structural repair project was completed at City Hall this year. A new hallway in the
basement improved the exiting of that area. A break room was converted to a mail room, also
located in the basement level.
Notable building projects started in Fiscal Year 2005 are the Goodwill Supercenter, City of
Dubuque Municipal Services Center, Miracle Car Wash, Hudson's Classic Grill, Star Cinema,
CU Link, Dr. Murray Dental Clinic, Greyhound Park Hilton Garden Inn and Houlihan's, Catfish
Charlie's, Walgreen's, Portzen Construction facility, Hy -Vee, downtown elementary school and
Red Robin Gourmet Burgers. Also notable for Fiscal Year 2005, was the $16.0 million addition
at the Dubuque Greyhound Park and Casino, the classroom addition at Hempstead High
School, the Five Flags Civic Center renovation and University of Dubuque's addition to the
Goldthorpe Science Hall.
City Hall Annex
(This activity is now the responsibility of the Building Services Department.)
Restoration of Custodial Service Levels
The custodial service to the Annex has been restored to five nights a week. The custodial
position responsible for the cleaning is now an employee based in the Building Services
Department.
-289-
Boiler Replacement
The converted hot water boiler in the basement of the Annex has been replaced. The existing
unit served well beyond its projected life and the replacement will meet modern code
requirements while providing more efficient heating technology.
Basement Computer Room Air Conditioning
A new water-cooled air conditioning system is needed to serve the growing equipment cooling
load of the basement computer server room. This system would be designed to run year-round
without unnecessarily cooling other areas of the building, and should prove more efficient than
the previous use of ductwork from a larger general AC system.
Front Entrance Canopy & Sign
The front panel of the (Main Street) entry canopy has been replaced.
FUTURE INITIATIVES FOR FISCAL YEARS 2005 AND 2006:
Department Technology
Laptop computers for field inspectors were purchased in 2002. Software and a new server for
communication of the laptops to the permit tracking system will be purchased in Fiscal Year
2006, if the Capital Improvements Program is maintained at the approved level. Implementation
of the software will occur in FY 2007.
Department Training Program
The department has begun the transition to Combination Inspectors with two inspectors
receiving the certification to date. Inspectors continue to attend training sessions and use study
aids with this goal in mind.
Operation and Program Review
Review of the Building Services Department will begin in Fiscal Year 2006.
City Hall Annex
(This activity is now the responsibility of the Building Services Department)
Ice Melting System
Installation of electric ice melting cables in the gutters and downspouts was trimmed from the
2003 roof replacement project. This improvement will be reworked and returned for
consideration.
Rear Entry Video Security System
The rear entrance is the only accessible entrance to the Annex, and yet is remotely located out
of view or hearing of employees in the building should citizens need assistance or a security
problem arises. A digital video system will be proposed to monitor and document movement in
through this door and the connected entry portico and interior elevator hallway.
-290-
•
BUILDING SERVICES DEPARTMENT
Budget Highlights
Employee Expense
Supplies and Services
Machinery and Equipment
Total
Operating Revenue
Property Tax Support
Percent Increase (Decrease)
Percent Self Supporting
FY 2004/05 FY 2005-06 FY 2005/06
Actual Adopted Amended
509,099
42,955
85
539,406
53,553
13.600
552,139 606,559
615,625 625,400
539,406
53,553
51,600
FY 2006/07 %of Change
Recom'd from Adopted
600,889
58,996
38,900
644,559 698,785
625,400 643,700
(63,486) (18,841) 19,159
111.5% 103.1% 97.0%
55,085
92.1%
11.4%
10.2%
186.0%
15.2%
2.9%
73,926
392.4%
Decision Package Summary
1 of 3
This decision package would add a server for dedicated use of "real-time" Permits Software and
maintenance on the additional server. This will allow the use of "real-time" without compromising the
security of other servers.
Related Cost: $10,000 — Tax Funds — Non -Recurring
Related Cost: $600 — Tax Funds — Recurring
Property Tax Impact: +$.0062/+.06%
Activity: Building Services Administration
Recommend - Yes
2 of 3
This decision package adds a part-time Inspector II position (30 hours per week) and a vehicle,
computer and cellular phone with service for the Inspector 11 to enforce storage trailer/container
regulations, as well as provide an improved response time for current customers of the department.
Revenue from a sliding fee charged to businesses to implement a permitting process to allow
businesses to use storage containers per regulation is included as an offset to the expense.
Funding this decision package is contingent on the City Council approving the storage container fee
schedule that will generate an estimated $18,300. If the City Council does not approve the storage
container fee schedule as proposed by staff, the recommendation is to not approve this decision
package. If the City Council would like to create this position even if the storage container funding is
not approved, the additional expense of $18,300 (due to no revenue to offset the cost of this position)
would add another $.0106 to the rate. This would result in the average homeowner paying $486.30
instead of the recommend $485.79 (a $.52 increase).
-291-
Related Cost: $42,363 - Tax Funds - Recurring
Related Cost: $15,100 - Tax Funds - Non -Recurring
Related Revenue: $18,300 - Tax Funds - Recurring
Net Cost: $39,163 -Tax Funds
Property Tax Impact: +$.0228/+.23%
Activity: Building Code Enforcement
Recommend - Yes with Conditions
3 of 3
This decision package would allow for Management Team members (Building Services Manager) to
attend the Faces and Voices Diversity Conference. The benefit to the community would be to keep the
City's department/division managers up-to-date on useful information on how to better serve the
citizens of Dubuque.
Related Cost: $95 - Tax Funds - Recurring
Property Tax Impact: +$.0001/+.00%
Activity: Building Services Administration
Recommend - Yes
Significant Line Items
Employee Expense
1. FY 2007 employee expense reflects a 3.5% wage package increase and the 2nd year of
employees contributing 10% towards their health insurance premium.
Supplies & Services
2. Miscellaneous Services of $4,125 covers plan check fees for outside assistance and has related
revenue of $10,000. The revenue covers plan checks completed in-house as well as those that
are sent out.
3. Software license expense for Permits Plus (Building Permit software) has been distributed to
user departments versus budgeted all in Building Services.
4. Motor Vehicle Fuel for the Building Code Enforcement vehicles has increased from $2,398 in FY
2006 to $3,590 in FY 2007 to reflect a more accurate budget based on usage and higher costs
5. Telephone expense has increased from $1,912 in FY 2006 to $2,270 in FY 2007 to reflect
monthly expense relating to the Department Manager using a 'smart phone' (combination cell
phone and palm). The 'smart phone' will work with Groupwise calendaring software to allow all
Departments to see time available on each others calendars for ease in meeting scheduling.
6. Data Processing Service has increased from $2,154 in FY 2006 to $2,636 in FY 2007 to reflect
maintenance costs for the addition of the City wide Groupwise email and calendaring software
and service contract.
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•
i
Machinery & Equipment
7. Equipment replacement items at the maintenance level include:
Building Code Enforcement Vehicle $13,600
Cell Phone Replacements $ 200
Revenue
8. The budget recommendation provides for no increase in fees, and revenues are expected to
remain stable.
9. The maintenance level budget, is 99.2% self-supporting compared to the revenue guideline of
99.2%. After adding decision packages, Building Services is 92.1% self-supporting.
-293-
CITY HALL AND ANNEX MAINTENANCE
Budget Highlights
FY 2004/05 FY 2005-06 FY 2005/06 FY 2006/07 %of Change
Actual Adopted Amended Recom'd from Adopted
Employee Expense 123,508
Supplies and Services 174,605 165,357 168,231 140,090
Machinery and Equipment 11,000 11,000 39,600
Total 174,605 176,357 179,231 303,198
Federal Building Lease Rev.
Cable TV Charges 10,971
Property Tax Support 163,634
7,674 7,674
168,683 171,557
150,500
6,260
100.0%
-15.3%
260.0%
71.9%
0.0%
-18.4%
146,438 -13.2%
Decision Package Summary
1 of 2
This decision package will add custodial service for the Federal Building. This improvement package
includes a part-time maintenance Worker/Lead Custodian and two part-time Custodian I positions that
would each work 30 hours per week. The Lead Custodian would also lead Custodians working at City
Hall and the City Hall Annex facilities.
Additional associated costs included in this decision package are: Non Recurring - maintenance tools
and equipment, pickup, cell phone, and computer ($39,600). Recurring - cell phone service, fuel for
pickup, custodial and building supplies, and contracted repair service for equipment in Federal Building,
ie. Elevator and HVAC ($29,648). It is anticipated that the cost of maintaining this building will be
100% supported by revenue from leasing space in the federal building and the old Housing Services
building.
Related Cost: $110,900 - Tax Funds - Recurring
Related Cost: $ 39,600 - Tax Funds - Non Recurring
Related Revenue $150,500 - Lease Revenue
Net Cost: $0
Property Tax Impact: +$.0000/+.00%
Activity: Federal Building Maintenance
Recommend - Yes
2 of 2
This decision package will provide five additional hours per week to City Hall Custodial services. This
will allow for more thorough cleaning of City Hall, including additional finished space on 3rd Floor.
Related Cost: $4,599 - Tax Funds - Recurring
Property Tax Impact: +$.0027/+.03%
Activity: City Hall Maintenance
-294-
Recommend - No
•
Significant Line Items
Employee Expense
1. FY 2007 employee expense reflects a 3.5% wage package increase and the 2nd year of
employees contributing 10% towards their health insurance premium.
2. During FY 2006, it was approved to discontinue outsourcing custodial services and hire two
part-time employees to maintain City Hall, Annex and Housing (+1.13 FTE). Their costs are
recharged to each cost center. In addition, the federal building will be purchased in FY 2007
and 3 part-time employees have been added through a recommended decision package to
maintain the facility (decision package #1 -offset by lease revenue).
Supplies & Services
3. Custodial Services has decreased from $45,352 in FY 2006 to $16,092 in FY 2007 since
employees were hired instead of outsourcing.
4. The Stormwater charge in the City Hall maintenance activity has been increased from $10,000
to $12,289 based on actual SFU charges (and incorporating the expected Stormwater rate in FY
07). This charge covers the fees of all non -enterprise City owned property. The enterprise
funds pay their own stormwater charges.
SMachinery & Equipment
5. Adds equipment for maintaining the Federal Building (decision package #1 -offset by lease
revenue).
-295-
City of Dubuque
Recommended Capital Improvement Program Summary
Fiscal Year 2007-2011
PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 TOTAL PAGE
BUILDING SERVICES
General Government
City Hall Maintenance/Remodel Sales Tax 20%/Gen. Fd. $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 500,000 17
Grand River Center Maintenance DRA Distribution $ 60,000 $ 70,000 $ 80,000 $ 250,000 $ 90,000 $ 550,000 18
City Hall Annex Maintenance Sales Tax 20%/Cable TV $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 19
General Building Maintenance Sales Tax 20% $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000 20
Total
$ 420,000 $ 180,000 $ 190,000 $ 360,000 $ 200,000 $ 1,350,000
•
DEPARTMENT/DIVISION: Building Services
ACTIVITY: Administration
GOAL
Provide overall supervision, training, technical aid and clerical assistance to the Building
Services Department.
DESCRIPTION
The Administration Activity is a support center providing complex and backup inspection, code
interpretation, first line of appeal, and coordination. The primary functions are to plan, direct,
supervise, and coordinate the activities and programs of the Building Services Department. The
department is comprised of Building Code Enforcement, Plumbing/Mechanical Code
Enforcement, Electrical Code Enforcement and City Hall Maintenance Activities. This Activity is
directly involved with the Building Code Advisory and Appeals Board, the Plumbing and
Mechanical Code Boards and the Electrical Examining and Appeals Board. The Building
Services Administration Activity is staffed by eighty percent of the Building Services Department
Manager and one Permit Clerk and is located on the first floor of City Hall.
SERVICE OBJECTIVES
1. To maintain citizen confidence by initiating response to citizen requests for service within
one working day and providing an initial response within three working days.
2. To provide administrative and technical assistance to the Building, Electrical, Plumbing
and Heating Code Advisory and Appeals Boards by providing staff support and
attendance for all meetings as well as preparing meeting notices and distributing
minutes of meetings.
3. To assure the necessary coordination and support services for enforcement activities by:
a) establishing general policies and procedures for conduct of the department;
b) preparing the annual budget;
c) representing the department at meetings of the City Council;
d) establishing an acceptable level of public relations;
e) making final departmental decisions on legal actions;
f) insuring that proper action is taken and followed on code amendments;
g) making contact with managers of other departments/divisions on matters of
mutual concern and responsibility;
h) compiling and submitting monthly and annual reports to the City Manager and
Assistant City Manager;
i) establishing proper and correct methods for handling and depositing funds
received; and
j) maintaining departmental correspondence and required notices relative to
enforcement of the Building, Electrical, Plumbing and Mechanical Codes.
4. To maintain the level of service to the general public and other departments and
divisions and maintain citizen confidence by:
Building Services Administration
-297-
a) aiding the public efficiently and courteously when obtaining permits and
scheduling timely inspections;
b) answering procedural questions and providing necessary information regarding
permits and inspections;
c) freeing inspection personnel from routine office tasks, assuring more inspection
time in the field;
d) maintaining day-to-day records and journals of the department;
e) insuring that fees received are deposited and accounted for in conformance with
administrative policy;
f) facilitating timely processing of necessary departmental correspondence;
g) maintaining office to cellular phone contact with inspection personnel in the field;
h) maintaining accurate payroll and absentee records;
i) improving the efficiency of office procedures, methods and personnel on a
continuous basis;
j) compiling and submitting monthly reports to the Bureau of the Census and
McGraw Hill (formerly F. W. Dodge Report) and;
k) working toward permit consolidation with other department/divisions that utilize
permit -tracking software.
5. To process applications for multi -family and nonresidential new construction, additions or
alterations in a timely manner through plan review and in coordination with Planning and
Development Services, Engineering, Water, Health Services, the Fire Prevention
Bureau, Historic Preservation Commission, Human Rights Department, and the energy
conservation and handicapped accessibility requirements mandated by the State of
Iowa.
6. To provide inspection of establishments licensed to serve alcoholic beverages prior to
license approval to protect the general public from health, safety and fire hazards.
7. To ensure fair and equitable treatment on all building inspections by continuing to work
toward uniform interpretation of the International Building Code through active
membership of the Building Services Department Manager in the International Code
Council and the Iowa Association of Building Officials and attendance at appropriate
conferences and training seminars.
8. To ensure fair and equitable treatment on all plumbing and mechanical inspections by
continuing to work toward uniform interpretation of the Uniform Mechanical and Uniform
Plumbing Codes through active membership of the Building Services Department
Manager or his designee in the International Association of Plumbing and Mechanical
Officials and the Iowa Association of Plumbing and Mechanical Officials with attendance
at appropriate conferences and training seminars.
9. To ensure fair and equitable treatment on all electrical inspections by continuing to work
toward uniform interpretation of the National Electrical Code through active membership
of the Building Services Department Manager of his designee in the International
Association of Electrical Inspectors and attendance at appropriate conferences and
training seminars.
10. To provide the department with up-to-date information on new trends, products and
standards in the construction industry through active membership of the Building
Services Department Manager in the National Fire Protection Association, National Fire
Sprinkler Association and the International Fire Code Institute.
11. To promote public relations and disseminate code information and changes by
representing the City through membership in the Dubuque Homebuilders Association.
12. To ensure quality construction by making field inspections on complex projects and
providing field inspection service in the absence or unavailability of an inspector.
Building Services Administration
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•
13. To continue to cross -train and assign Generalist Inspectors in all disciplines of
construction and to have appropriate personnel attend available training seminars.
14. To provide for department representative at site plan review meetings in conjuntion with
Planning Services, Fire, Public Works, and Water Departments.
Building Services Administration
-299-
DEPARTMENT/DIVISION: Building Services
ACTIVITY: Building Code Enforcement
GOAL
Protect the life, safety, health, property, and general welfare of the public by regulating and
controlling the design, construction, quality of material, use and occupancy, location and
maintenance of all buildings, structures and signs within the City based upon minimum
construction and safety standards.
DESCRIPTION
The Building Code Enforcement Activity's primary function is to ensure compliance with
minimum standards regulating building and structure construction, use and occupancy of land
as established in the Building Code, Sign Erection Ordinance, Moving and Demolition
Ordinance, Unsafe Building Ordinance, Swimming Pool Ordinance, and the criteria established
by the Historic Preservation Commission. Insuring that control and compliance are maintained
through a plan review, permit and on-site inspection process that protects the public safety. The
Building Code Enforcement Activity works in conjunction with the Building Code Advisory and
Appeals Board. This Activity also performs inspections prior to the issuance or renewal of liquor
or beer licenses, day care licenses and health care facility licenses. This Activity is staffed by
.20 FTE of the Building Services Department Manager, 1.00 Plan Review Specialist/lnspector II
and .80 FTE of a Generalist Inspector II and is located on the first floor of City Hall.
By State mandate, this Activity is also required to enforce handicapped accessibility standards,
energy conservation standards, and manufactured structure installation standards.
SERVICE OBJECTIVES
1. To maintain the level of service to the general public and other departments and
divisions by:
a) reviewing plans for compliance with the Building Code, Sign Erection Ordinance,
Swimming Pool Ordinance, Human Rights Department accessibility
requirements, and State Handicapped and Energy Conservation Codes;
b) making permit inspections of construction projects within one working day of the
request for inspection;
c) maintaining the cooperative effort in plan review and inspections between the
office of the Fire Marshal, Health Services Department, Housing Services
Department and Building Services Department;
d) processing permits for one and two family dwellings, residential garages,
residential additions and alterations by issuing a permit or notifying the owner,
contractor or designer of plan deficiencies within seven working days;
e) processing building permit applications for multi -family construction, additions
and alterations by issuing building permits or notifying the owner, designer or
Building Services Building Code Enforcement
-300-
•
contractor of plan deficiencies or need of outside plan review within fourteen
working days of application for building permits;
processing building permit applications for nonresidential construction, additions
and alterations by notifying the owner, designer or contractor of plan deficiencies
or need of outside plan review within three weeks of application for building
permits;
insuring compliance with the Sign Erection Ordinance by investigating complaints
within one working day and responding to inquiries and complaints within three
working days; and
providing auxiliary support to the Housing Services Department.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Building permits issued 1,188 1389 1,300 1375 1450
Miscellaneous permits issued 211 211 275 225 240
Permit Inspections 1,893 2246 2,400 2550 2850
Non -permit inspections 236 244 250 250 300
4111 Number of inspectors 2.00 2.00 2.00 2.00 2.80
New residential permits 86 135 130 130 130
Valuation of new residential
permits (millions) 32.6 32.2 33.0 25.0 28.0
New non-residential
permits issued 26 38 25 35 35
Valuation of new non-
residential permits (millions) 40.7 66.1 60.0 25.0 35.0
Valuation of all commercial
and industrial renovation
(additions) (millions)
29.9
53.3 30.0
26.0 30.0
Building Services Building Code Enforcement
—301—
DEPARTMENT/DIVISION: Building Services
ACTIVITY: Plumbing/Mechanical Code Enforcement
GOAL
Safeguard life and limb, health, property, and public welfare by regulating and controlling the
design, construction, installation, quality of material, location, operation and maintenance of
plumbing equipment and systems, heating, ventilating, air conditioning and refrigeration
systems, incinerators, and other miscellaneous heat producing appliances.
DESCRIPTION
The Plumbing/Mechanical Code Enforcement Activity's primary function is to ensure compliance
with minimum nationally recognized standards regulating plumbing and mechanical design,
construction, installation, quality of materials, location, operation and maintenance of plumbing
equipment and systems, heating, ventilating, air conditioning and refrigeration systems,
incinerators and other miscellaneous heat producing appliances through plan reviews and field
inspections. The Plumbing/Mechancial Code Enforcement Activity works in conjunction with the
Mechanical and Plumbing Advisory and Appeals Boards. This Activity is staffed by 1.60
Inspector II and is located on the first floor of City Hall.
SERVICE OBJECTIVES
1. To maintain the level of service to the general public and other departments and
divisions by:
a) reviewing plans for compliance with the Plumbing, Mechanical and Building
Codes;
b) processing plumbing and mechanical permit applications for multi -family dwelling
construction, additions and alterations by issuing permits or notifying the owner,
designer or contractor of plan deficiencies within fourteen working days of permit
application;
c) processing plumbing and mechanical permit applications and plans for
nonresidential new construction, additions and alterations by notifying the owner,
designer or contractor of plan deficiencies or need of outside plan review within
three weeks of permit application;
d) making permit inspections of plumbing, heating, air conditioning, refrigeration and
ventilation systems within one working day of the inspection request;
e) investigating reported plumbing, heating, air conditioning, refrigeration and
ventilation hazards within one working day;
f) investigating reported plumbing, heating, air conditioning, refrigeration and
ventilation ordinance violations within three working days;
g) assisting the office of the Fire Marshal and Health Services Department by
providing licensing inspections and fire damage assessments/investigations; and
h) providing auxiliary support to the Housing Services, Health Services,
Engineering, Water and Operations and Maintenance Departments.
Building Services Plumbing/Mechanical Code Enforcement
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•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Plumbing — number of:
Permits issued 813 765 800 800 800
Permit inspections 1,570 1954 1,550 1900 1900
Non -permit inspections 10 12 35 40 40
Inspectors .80 .80 .80 .80 .80
Licenses or certificates
of competency 109 116 100 115 120
Mechanical — number of:
Permits issued 841 941 700 1000 1000
Permit Inspections 684 1007 700 1000 1000
Non -permit inspections 10 26 30 30 30
Inspectors .80 .80 .80 .80 1.00
Licenses or certificates
of competency 284 352 280 350 350
Building Services Plumbing/Mechanical Code Enforcement
—303—
DEPARTMENT/DIVISION: Building Services
ACTIVITY: Electrical Code Enforcement
GOAL
Protect the life, safety, health, property and general welfare of the public by regulating and
controlling the design, construction, installation, quality of material, location, operation and
maintenance or use of electrical equipment and systems.
DESCRIPTION
The Electrical Code Enforcement Activity's primary function is to ensure compliance with
minimum nationally recognized standards regulating electrical design, construction, installation,
quality of materials, location, operation and maintenance or use of electrical equipment or
systems to protect the safety and welfare of the general public. The Electrical Code
Enforcement Activity works in conjunction with the Electrical Code Board. This Activity is staffed
by 1.60 of an Inspector II.
SERVICE OBJECTIVES
1. To maintain the level of service to the general public and other departments and
divisions by:
a) reviewing plans for compliance with the Electrical, Building and Fire Codes;
b) making permit inspections of electrical projects within one working day of the
request for inspection;
c) investigating reported electrical hazards within one working day;
d) investigating reported electrical ordinance violations within three working days;
e) processing electrical permit applications for multi -family new construction,
additions and alterations by issuing permits or notifying the owner, designer or
contractor of plan deficiencies within fourteen working days of permit application;
f) processing electrical permit applications and reviewing plans for nonresidential
new construction, additions and alterations by notifying the owner, designer or
contractor of plan deficiencies within three weeks of permit application or plan
submittal;
g) providing assistance to the office of the Fire Marshal by providing inspections for
fire damage assessments and investigation; and
h) providing auxiliary support to the Housing Services Department.
Building Services Electrical Code Enforcement
-304-
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of permits issued 719 805 800 840 850
Number of licenses issued 324 344 330 350 350
Number of permit inspections 1,394 1,371 1,400 1460 1475
Number of non -permit
inspections 81 77 90 90 90
Number of inspectors 1.60 1.60 1.60 1.60 1.60
Building Services Electrical Code Enforcement
—305—
DEPARTMENT/DIVISION: Building Services
ACTIVITY: City Hall Maintenance
GOAL
Maintain City Hall, City in a safe, sanitary and comfortable condition for conducting City
business.
DESCRIPTION
The City Hall Maintenance Activity is responsible for custodial services, maintenance, repair and
replacement of building equipment, remodeling, maintenance and repair of the structure and
utility expenses. City Hall is the principal place of business for City government and is located at
50 West 13th Street.
SERVICE OBJECTIVES
1. To provide custodial services, utilities, communications and maintenance of City Hall
and adjoining grounds by:
a) maintaining a clean and orderly appearance to employees and the general public
by cleaning and dusting occupied areas daily utilizing outside contracted janitorial
services;
b) maintaining a pleasant, neat and orderly appearance to the adjacent grounds
and utilizing the Park Division for plantings and landscaping;
c) maintaining a safe and orderly appearance to City Hall and adjoining grounds by
utilizing the Operations and Maintenance Department for snow and ice removal
during the winter season;
d) supervising City Hall security during public access periods outside of normal
working hours;
e) maintaining an average temperature within the structure of 68 degrees
Fahrenheit during the heating season and 78 degrees Fahrenheit for the
remainder of the year;
f) insuring that structural, plumbing, heating, cooling, electrical and communication
facilities are maintained and kept in good working order;
g) monitoring and maintaining the fire and security alarm systems during and
outside of normal working hours;
h) maintaining the appearance of City Hall by insuring that all windows and venetian
blinds are cleaned as needed;
i) maintaining the health and safety of employees and the general public by
continuing pest control services and maintaining an inventory of hazardous
materials for City Hall; and
j) contracting for elevator, boiler and alarm system maintenance.
2. To provide for remodeling of the structure by:
a) maintaining contact with other activities housed in City Hall to assess their needs;
Building Services City Hall Maintenance
-306-
•
b) assisting in planning for relocation, expansion or contraction of staff housed in
City Hall; and
c) monitoring remodeling projects.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Custodial care - days 3/week 5/week 5/week 5/week 5/week
Pest control treatments Monthly Monthly Monthly Monthly Monthly
Weekly Weekly Weekly Weekly Weekly
Boiler service In Season In Season In season In Season In season
Area rug and runner service Weekly Weekly Weekly Weekly Weekly
Clean windows Biennially Biennially Biennially Biennially Biennally
Building Services City Hall Maintenance
-307-
DEPARTMENT/DIVISION: Building Services
ACTIVITY: City Hall Annex Maintenance
GOAL
Maintain the City Hall Annex at 1300 Main Street in a safe, sanitary and comfortable condition
for conducting City business.
DESCRIPTION
The City Hall Annex Maintenance Activity is responsible for custodial service, maintenance and
repair of building equipment, remodeling, maintenance and repair of the structure and utility
expenses for the building. Elevator inspection and maintenance, boiler maintenance, alarm
system monitoring, and pest control service are also contracted.
SERVICE OBJECTIVES
1. To provide custodial services, utilities, security, communications and maintenance of the
City Hall Annex at 1300 Main and adjoining grounds by:
a) maintaining a clean and orderly appearance for employees and the general
public by cleaning and dusting occupied areas 4 days a week utilizing contracted
janitorial services;
b) maintaining a pleasant, neat and orderly appearance to the adjacent grounds
and utilizing the Park Division for plantings, landscape, and minor repairs;
c) maintaining safe ingress/egress to the building by using the Operations and
Maintenance Division for snow and ice removal during the winter season;
d) insuring that structural, plumbing, heating, cooling and electrical facilities are
maintained and kept in good working order;
e) monitoring and maintaining the fire and security alarm systems during and
outside of normal working hours;
f) contracting for pest control, .rug service, elevator, boiler and alarm system
maintenance; and
g) providing back-up electrical power in the event of a utility power outage by
maintaining and regularly testing the diesel generator.
2. To provide for necessary maintenance and remodeling of the structure by meeting with
employees housed in the annex to assess their needs and contracting and monitoring
remodeling projects approved in the budget.
Building Services City Hall Annex Maintenance
-308-
. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Custodial care - days 4/week 5/week 4/week 5/week 5/week
Pest control treatments 1 @ 2 mo. 1 @ 2 mo. 1 @ 2 mo. 1 @ 2 mo. 1@ 2 mo.
Boiler service Weekly in Weekly in Weekly in Weekly in Weekly in
season season season season season
Annually + Annually + Annually + Annually + Annually +
Fire/burglar alarm service on call on call on call on call on call
Air conditioning service Annually + Annually + Annually + Annually + Annually +
as needed as needed as needed as needed as needed
Carpet cleaning 1 @ 2 yrs 1 @ 2yrs 1 @ 2 yrs 1 @ 2 yrs 1 @ 2 yrs.
Area rug and runner service Monthly Monthly Monthly Monthly Monthly
Clean windows 1 @ 3 yrs 1@ 3 yrs 1 @ 3 yrs 1 @ 3 yrs 1 @ 3 yrs.
Exercise generator Monthly Monthly Monthly Monthly Monthly
• Generator service Quarterly Quarterly Quarterly Quarterly Quarterly
Building Services City Hall Annex Maintenance
—309—
DEPARTMENT/DIVISION: Building Services
ACTIVITY: Housing Services Maintenance
GOAL
Maintain the Housing Services building at 1805 Central Avenue in a safe, sanitary and
comfortable condition for conducting City business.
DESCRIPTION
The Housing Services Maintenance Activity is responsible for custodial service, maintenance
and repair of building equipment, remodeling, maintenance and repair of the structure and utility
expenses for the building. Boiler maintenance, alarm system monitoring, and pest control
service are also contracted.
SERVICE OBJECTIVES
3. To provide custodial services, utilities, security, communications and maintenance of the
Housing Services Building at 1805 Central Avenue and adjoining grounds by:
a) maintaining a clean and orderly appearance for employees and the general
public by cleaning and dusting occupied areas 2 days a week;
b) maintaining a pleasant, neat and orderly appearance to the adjacent grounds
and utilizing the Park Division for plantings, landscape, and minor repairs;
c) maintaining safe ingress/egress to the building by using the Operations and
Maintenance Division for snow and ice removal during the winter season;
d) insuring that structural, plumbing, heating, cooling and electrical facilities are
maintained and kept in good working order;
e) monitoring and maintaining the fire and security alarm systems during and
outside of normal working hours;
f) contracting for pest control, rug service, boiler and alarm system maintenance;
and
g) providing back-up electrical power in the event of a utility power outage by
maintaining and regularly testing the diesel generator.
4. To provide for necessary maintenance and remodeling of the structure by meeting with
employees housed in the Housing Services building to assess their needs and
contracting and monitoring remodeling projects approved in the budget.
Building Services Housing Services Maintenance
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•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Custodial care - days 2/week 2/week 2/week 2/week 4/week
Pest control treatments 1 @ 2 mo. 1 @ 2 mo. 1 @ 2 mo. 1 @ 2 mo. 1 @ 2 mo.
Boiler service Weekly in Weekly in Weekly in Weekly in Weekly in
season season season season season
Annually + Annually + Annually + Annually + Annually +
Fire/burglar alarm service on call on call on call on call on call
Air conditioning service Annually + Annually + Annually + Annually + Annually +
as needed as needed as needed as needed as needed
Carpet cleaning 1 @ 2 yrs 1 @ 2yrs 1 @ 2 yrs 1 @ 2yrs 1 @ 2yrs
Area rug and runner service Monthly Monthly Monthly Monthly Monthly
Clean windows 1 @ 3 yrs 1@ 3 yrs 1 @ 3 yrs 1 @ 3 yrs 1 @ 3 yrs
Exercise generator Monthly Monthly Monthly Monthly Monthly
410 Generator service Quarterly Quarterly Quarterly Quarterly Quarterly
Building Services Housing Services Maintenance
—311—
Recommended Operating Expenditure Budget by Department
57 - BUILDING SAFETY
Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
100
100
100
100
100
100
100
100
100
61010 FULL-TIME EMPLOYEES
61020 PART-TIME EMPLOYEES
61310 IPERS
61320 SOCIAL SECURITY
61410 HEALTH INSURANCE
61415 WORKMENS' COMPENSATION
61416 LIFE INSURANCE
61640 SAFETY EQUIPMENT
61660 EMPLOYEE PHYSICALS
370,465
0
21,302
27,989
69,492
1,285
475
0
124
384,705
0
22,121
29,076
69,492
3,230
475
0
0
406,433
0
23,372
31,094
70,629
6,707
771
200
200
419,538
143,930
32,400
43,106
75,600
8,512
911
200
200
61 - WAGES AND BENEFITS
491,132 509,099 539,406 724,397
100 62010 OFFICE SUPPLIES
100 62030 POSTAGE AND SHIPPING
100 62061 DP EQUIP. MAINT CONTRACTS
100 62090 PRINTING & BINDING
100 62110 COPYING/REPRODUCTION
100 62130 LEGAL NOTICES & ADS
100 62170 SUBSCRIPTIONS -BOOKS -MAPS
100 62190 DUES & MEMBERSHIPS
100 62206 PROPERTY INSURANCE
290 62206 PROPERTY INSURANCE
100 62207 BOILER INSURANCE
290 62207 BOILER INSURANCE
100 62208 GENERAL LIABILITY INSURAN
290 62208 GENERAL LIABILITY INSURAN
100 62310 TRAVEL -CONFERENCES
100 62320 TRAVEL -CITY BUSINESS
100 62340 MILEAGE/LOCAL TRANSP
100 62360 EDUCATION & TRAINING
100 62411 UTILITY EXP -ELECTRICITY
290 62411 UTILITY EXP -ELECTRICITY
100 62412 UTILITY EXP -GAS
290 62412 UTILITY EXP -GAS
100 62414 UTILITY EXP -FUEL OIL
290 62414 UTILITY EXP -FUEL OIL
100 62415 UTILITY EXPENSE STORMWATR
100 62421 TELEPHONE
290 62421 TELEPHONE
100 62431 PROPERTY MAINTENANCE
290 62431 PROPERTY MAINTENANCE
100 62433 CUSTODIAL SERVICES
290 62433 CUSTODIAL SERVICES
100 62434 HVAC MAINTENANCE
290 62434 HVAC MAINTENANCE
100 62511 FUEL, MOTOR VEHICLE
100 62521 MOTOR VEHICLE MAINT.
2,022
1,903
2,099
85
137
0
1,730
1,033
4,023
225
377
12
5,777
0
1,550
755
900
6,327
27,423
928
12,903
451
58
9
7,038
9,524
105
18,677
616
38,265
1,384
1,573
235
2,220
1,524
1,508
2,505
1,956
623
220
0
2,357
1,633
4,613
258
322
10
7,461
22
5,184
720
900
3,578
27,181
1,130
10,634
509
0
0
8,302
9,722
134
49,845
6,463
46,606
2,193
1,314
155
2,872
1,886
2,102
1,940
2,154
990
176
140
1,200
1,095
4,773
267
342
10
7,110
1,598
2,741
3,236
660
260
300
2,498
1,731
5,207
291
365
0
6,770
0 0
3,500 3,500
800 800
919 923
10,000 10,095
32,856 30,714
1,360 1,277
14,193 12,761
496 611
63 70
10 20
10,000 12,289
9,906 11,330
109 139
34,787 40,214
1,758 1,863
43,618 14,399
1,734 1,693
1,667 1,393
249 164
2,398 4,090
1,617 2,037
-312-
Recommended Operating Expenditure Budget by Department
57 - BUILDING SAFETY
ipFund Account Account Title
•
100 62528 MOTOR VEH. MAINT. OUTSOUR
100 62611 MACH/EQUIP MAINTENANCE
100 62614 EQUIP MAINT CONTRACT
290 62614 EQUIP MAINT CONTRACT
100 62663 SOFTWARE LICENSE EXP
100 62664 LICENSE FEES
100 62665 FALSE ALARM CHARGES
290 62665 FALSE ALARM CHARGES
100 62671 MISC. OPERATING SUPPLIES
290 62671 MISC. OPERATING SUPPLIES
100 62731 MISCELLANEOUS SERVICES
290 62731 MISCELLANEOUS SERVICES
100 62732 TEMP HELPCONTRACT SERV.
100 62778 SERVICES - OTHER DEPTS
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
430
150
4,810
67
13,584
0
45
0
2,665
126
175
0
1,538
0
283
322
5,365
0
4,142
0
1,380
35
3,080
62
75
0
0
0
456
300
8,902
71
4,800
75
567
18
3,142
134
4,158
28
1,920
0
754
19,089
5,686
71
4,760
75
650
35
3,938
66
4,125
30
1,600
(17,832)
62 - SUPPLIES AND SERVICES
175,474 217,560 218,910 199,086
100
100
290
100
100
100
100
290
100
71124
71227
71227
71310
71610
72410
72416
72416
72418
MICRO -COMPUTER
SIGNAGE
SIGNAGE
AUTO/JEEP REPLACEMENT
CUSTODIAL EQUIPMENT
PAGER/RADIO EQUIPMENT
VIDEO EQUIPMENT
VIDEO EQUIPMENT
TELEPHONE RELATED
0
0
0
0
0
0
0
0
0
0
0
0
0
0
85
0
0
0
0
2,610
390
13,600
0
0
6,960
1,040
0
16,000
0
0
42,100
20,000
200
0
0
200
71 - EQUIPMENT
0
85 24,600 78,500
57 - BUILDING SAFETY TOTAL 666,606 726,744 782,916 1,001,983
-313-
Dace: 1/1U/U6
FY 2007 Recommended Department Operating Budget Summary By Activity
2005 Actual 2006 Adopted 2007 Recommd'
Expense Budget Budget
121,997n 128,715 133,405
22,187 23,511 27,212
0� 10,200
FUND: GENERAL ACTIVITY TOTAL FOR: BUILDING SERV. ADMIN. 147,761 144,269 152,226 170,817
131,321
0
FUND: GENERAL ACTIVITY TOTAL FOR: ELECTRICAL CODE ENF. 93,158 96,156 133,835 138,620
206,137
0
0
N
28,7001
FUND: GENERAL ACTIVITY TOTAL FOR: BLDG. CODE ENFORSE 221,082 230,189 170,344 247,921
42,256
89,444
f CS FUND: GENERAL ACTIVITY TOTAL FOR: CITY HALL MAINT. 95,626 123,513 119,842 131,700
IA
38,830
o
FUND: GENERAL ACTIVITY TOTAL FOR: CITY HALL ANNEX MAINT. 30,484 51,092 56,515 38,830
81,252
29,648
39,600
FUND: GENERAL ACTIVITY TOTAL FOR: FEDERAL BUILDING MAINT. 0 0 0 150,500
130,0261
0
FUND: GENERAL ACTIVITY TOTAL FOR: PLBG/MECH. CODE ENF. 78,495 81,524 150,154 141,427
DEPARTMENT TOTAL FOR: BUILDING SAFETY 666,606 726,744 782,916 1,019,815
126,7631
N
O
IC
<
m
0
i
0
T
0
O
119,842
in
U
N
e
11,000
O
O
O
125,574
00
0
0
13,600
85
90,395
N
223,230
N
0
0
O
0
C)
S
03
N
N
0
O
(0
0
0
0
0
73,476
00
O
0
0
2004 Actual
Expense
ai
29,104
O
87,439
0
Ln
214,875
6,207
O
0
0
01 CO
m
m
30,484
0
0
0
0
70,161
�
0
0
Activity I Activity Expenditure
Title Category
WAGES AND BENEFITS
SUPPLIES AND SERVICES
EQUIPMENT
WAGES AND BENEFITS
SUPPLIES AND SERVICES
WAGES AND BENEFITS
SUPPLIES AND SERVICES
EQUIPMENT
WAGES AND BENEFITS
SUPPLIES AND SERVICES
SUPPLIES AND SERVICES
EQUIPMENT
WAGES AND BENEFITS
SUPPLIES AND SERVICES
EQUIPMENT
WAGES AND BENEFITS
SUPPLIES AND SERVICES
EQUIPMENT
BUILDING SAFETY 57100 BUILDING SERV. ADMIN.
ELECTRICAL CODE ENF.
BLDG. CODE ENFORSE
CITY HALL MAINT.
CITY HALL ANNEX MAINT.
FEDERAL BUILDING MAINT.
PLBG/MECH. CODE ENF.
57200
57400
57500
57510
57520
57700
Department
Title
Recommended Operating Revenue Budget by Department
57 - BUILDING SAFETY
411) Fund Account Account Title
100 42205
100 42210
100 42215
100 42220
100 42260
100 43310
100 51914
100 53605
BUILDING PERMITS
ELECTRICAL PERMITS
MECHANICAL PERMITS
PLUMBING PERMITS
PERMIT, MISC
FEDERAL BUILDING LEASES
PLAN CHECK FEES
MISCELLANEOUS REVENUE
FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
327,334
72,339
48,755
61,644
0
0
6,770
40
356,512
106,830
65,522
75,295
0
0
10,748
718
415,000
80,000
55,400
65,000
0
0
10,000
0
415,000
80,000
55,400
65,000
18,300
150,500
10,000
0
57 - BUILDING SAFETY TOTAL 516,883 615,625 625,400 794,200
-315-
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
57 BUILDING SAFETY DEPARTMENT
FD JC WP -GR JOB CLASS
61010 Full Time Employee Expense
100 5800 GE -38 BUILDING SAFETY MANAGER
100 5450 GE -34 INSPECTOR II
100 8875 GE -26 PERMIT CLERK
TOTAL FULL TIME EMPLOYEES
61020 Part Time Employee Expense
FY 2005
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET .
1.00
5.00
1.00
7.00
67,952
279,547
37,060
384,559
1.00
5.00
1.00
7.00
72,217
295,123
39,093
406,433
1.00
5.00
1.00
7.00
74,452
304,786
40,300
419,538
100 3056 OE -06 CUSTODIAN I 0.00 0 0.00 0 1.13 36,290
100 GE -34 BUILDING INSPECTOR II 0.00 0 0.00 0 0.75 35,989
100 OE -06 CUSTODIAN I - FEDERAL BLDG 0.00 0 0.00 0 1.50 45,600
c;,� 100 OE -09 LEAD CUSTODIAN - FEDERAL BLOC 0.00 0 0.00 0 0.75 26,051
rn TOTAL PART TIME EMPLOYEES 0.00 0 0.00 0 4.13 143,930
TOTAL BUILDING SAFETY DEPT.
7.00 384,559 7.00 406,433 11.13 563,468
411/, 4111 41111
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACTIVITY ACCT FD JC WP -GR POSITION CLASS
FY 2005
Run Date: 01/11/06
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
Building Services Administration -FT
10057100 61010 100 5800 GE -38 BUILDING SAFETY MANAGER 0.80 54,362 0.80 57,773
10057100 61010 100 8875 GE -26 PERMIT CLERK 1.00 37,060 1.00 39,093
Total 1.80 91,422 1.80 96,866
0.80
1.00
1.80
59,562
40,300
99,862
Building Inspections -FT
10057400 61010 100 5350 OE -17 INSPECTOR I - GENERALIST
10057400 61010 100 5800 GE -38 BUILDING SAFETY MANAGER 0.20 13,590 0.20 14,443 0.20 14,890
10057400 61010 100 5450 GE -34 INSPECTOR 11 1.80 99,565 1.80 104,942 1.80 108,530
Total 2.00 113,155 2.00 119,385 2.00 123,420
Plumbing/Mechanical Inspections -FT
10057700 61010 100 5450 GE -34 INSPECTOR II 1.60 89,499 1.60
Total 1.60 89,499 1.60
Ga_
tectrica I Inspections -FT
10057200 61010 100 5450 GE -34 INSPECTOR II 1.60 90,483 1.60
Total 1.60 90,483 1.60
94,620
94,620
95,562
95,562
1.60 97,610
1.60 97,610
1.60 98,646
1.60 98,646
Building Inspector II -Part Time
10057400 61020 100 3056 GE -34 INSPECTOR II 0.00 0 0.00 0 0.75 35,989
Total 0.00 0 0.00 0 0.75 35,989
Federal Building Maintenance -Part Time
10057520 61020 100 3056 OE -09 LEAD CUSTODIAN 0.00 0 0.00 0 0.75 26,051
Total 0.00 0 0.00 0 0.75 26,051
Federal Building Maintenance -Part Time
10057520 61020 100 3056 OE -06 CUSTODIAN I 0.00 0 0.00 0 1.50 45,600
Total 0.00 0 0.00 0 1.50 45,600
City Hall Maintenance -Part Time
10057500 61020 100 3056 OE -06 CUSTODIAN I 0.00 0 0.00 0 1.13 36,290
Total 0.00 0 0.00 0 1.13 36,290
TOTAL BUILDING SERVICES DEPT. 7.00
384,559 7.00
406,433 11.13 563,468
•
Water Department
-319-
DEPARTMENT/DIVISION: Water Department
RESPONSIBILITY: Bob Green, Water Department Manager
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
WATER PLANT
Vacuum Filter Building Improvements
This improvement was continued from FY '05 and finished the repairs and upgrades to the
vacuum filter belts. With the completion of this project, the equipment will be in good working
order and should last many years into the future.
Water Tank Inspection Program
The water tank inspection program is an ongoing program to inspect the storage tanks for
corrosion or other needed repairs. All the tanks were cleaned and painted over the last 10 to 15
years. The coatings that were applied were designed to last as long as 20 to 30 years.
Inspecting these tanks for minor repairs will keep these coatings in good condition and allow
them to last their expected life.
Bunkerhill Reservoir Removal
The reservoir located next to the Bunkerhill Booster Station was constructed over 80 years ago.
It was made of stone blocks and has not been used in over 40 years. It no longer can be used
with the current pumping protocol. The Parks Department wanted to construct a Dog Park on
the grassy area next to the reservoir. Since they needed all the room they could get, the Water
Department removed the old reservoir and gave the land to the Parks Department to use for the
new Dog Park.
WATER DISTRIBUTION
The Water Distribution Division is continuing to address the need for expanding water service
to those places where it is not currently available to all citizens. Water main extensions have
been constructed in the following areas of the City.
Indiana Court
Installed Approximately: 550' of 6" Ductile Iron Water Main
Installed: 1 - Fire Hydrant, and 2 - Valves, to provide service to existing City residents.
Arbor Estates Phase No. 3
Installed Approximately: 4620' of 6" & 8" Ductile Iron Water Main
Installed: 8 -Fire Hydrants, and 21 -Valves, to provide service to existing City residents.
Synergy Court
Installed Approximately: 950' of 6" & 12" Ductile Iron Water Main
Installed: 5 -Fire Hydrants, and 9 -Valves, to provide service to existing City residents.
Chavenelle Dr. (Nordstrom's W. to Giese Facility)
Installed Approximately: 5090' of 6", 12" & 16" Ductile Iron Water Main
Installed: 13 -Fire Hydrants, and 19 -Valves, to provide service to existing City residents.
-321-
Street Projects
Several street reconstruction's and overlay projects have been completed.
Several modifications to the water distribution network have occurred as a result of these
projects.
Bluff Street (91" St. to 141". St.)
Replaced Approximately: 25' of 6" Water Main with new Ductile Iron Pipe
Replaced: 1 -Fire Hydrant, and 1 -Valve
Carter Road (Hillcrest Rd. to W 32nd St.)
Replaced Approximately: 10' of 6" Water Main with new Ductile Iron Pipe
Replaced: 2 -Fire Hydrants
South Grandview (Southern to Carmel Dr.)
Replaced Approximately: 121' of 4", 6", 8" & 10" Water Main with new Ductile Iron Pipe
Replaced: 4 -Fire Hydrants, and 9 -Valves
Nowata Street (University Ave. to Loras Blvd.)
Replaced Approximately: 840' of 4", 8" Water Main with new Ductile Iron Pipe
Replaced: 1 -Fire Hydrant, and 6 -Valves
Sixth Street (Bluff Street to Locust Street)
Replaced Approximately: 570' of 6", 8" and 12" Water Main with new Ductile Iron Pipe
Replaced: 2 -Fire Hydrants, and 10 -Valves
Seventh Street (Bluff Street to Locust Street)
Replaced Approximately: 350' of 6", 8" and 12" Water Main with new Ductile Iron Pipe
Replaced: 1 -Fire Hydrant, and 9 -Valves
Rosedale Avenue (W. Locust to Grandview Ave.)
Replaced Approximately: 2650' of 6", 8" and 12" Water Main with new Ductile Iron Pipe
Replaced: 4 -Fire Hydrants, and 10 -Valves
G.I.S.
The Water Distribution Division continues the data conversion of their maps and records for the
City of Dubuque's G.I.S. system. This process is ongoing and requires the digitizing of all the
field drawings and daily measurements for water main extensions, water main service taps, and
all the water main and fire hydrant repairs.
-322-
FUTURE INITIATIVES FOR FISCAL YEAR 2007:
• WATER PLANT
Pump Room Pipe Painting
Improvements in the pump room at the Eagle Point Water Plant were made almost 14 years
ago. The new piping installed at that time is now showing signs of wear. Some of the piping and
bolts are starting to rust and the paint is cracking. In FY '07, we will paint and repair these
problems. This will allow the pipes to last many years into the future.
Repair Walls In South Plant Recarbonation Basins
The South Plant softening and recarbonation basins were built in 1955. Cracks in the walls of
the recarbonation basins have formed over the years and are now causing small leaks. These
walls will be sand blasted and sealed to prevent leaks and to increase the life of these basins.
Electrical Upgrades At The Eagle Point Water Plant & Booster Stations
The electrical controls at the Eagle Point Water Plant have been upgraded over the last 10
years. One control section that operates part of the South Plant and the backwash pumps has
not been upgraded. This was installed in 1955 with the construction of the Water Plant. Parts
are no longer available to repair this section. A new control section would be installed enabling
the South Plant to operate without any problems.
Security Upgrades
It will be 4 years since the initial security system was installed at the Water Plant. New
equipment and security improvements are planned for the Water Plant. This will keep the plant
updated and will meet all the requirements of the Homeland Security Act.
Chlorine Sampling Stations
The Water Plant is required by the IDNR to sample for free chlorine in the water system.
Currently, the samples are taken from business locations throughout the city. The reading at
some of these locations varies considerably when tested due to infrequent use of the sample
point. A better method is to test on the water main itself. These Chlorine Sampling Stations
connect to the water main and would provide better sample readings.
WATER DISTRIBUTION
It is anticipated that several proposed street reconstructions and overlay projects will take place
next fiscal year. The Water Distribution Division is prepared to replace the existing water main
with new for some of these projects. Valves, Hydrants, and Lead Service Lines will be replaced
as needed for most of the proposed Street Improvement Projects.
Rush Street (Bryant Street to Villa Street)
Replace Approximately: 4200' of 4" & 6" Water Main with new Ductile Iron Pipe
Replace: 7 -Fire Hydrants, 28 -Valves
Fifth Street (Delhi Street to AlpineStreet)
Replace Approximately: 1530' of 6", 8", & 12" Water Main with new Ductile Iron Pipe
Replace: 3 -Fire Hydrants, and 17 -Valves
Bonson Road (Asbury Rd. to Meqqan Dr.)
Replace Approximately: 1200' of 6" & 8" Water Main with new Ductile Iron Pipe
Replace: 2 -Fire Hydrants, and 18 -Valves
-323-
Mount Carmel Road (So. Grandview to Existing Concrete)
Replace Approximately: 750' of 6" & 8" Water Main with new Ductile Iron Pipe
Replace: 2 -Fire Hydrants, and 6 -Valves
Alta Vista Street (5th Street to University Ave.)
Replace Approximately: 1400' of 6" Water Main with new Ductile Iron Pipe
Replace: 3 -Fire Hydrants, and 10 -Valves
Eleventh Street (White Street to Bluff Street)
Replace Approximately: 40' of 6" & 8" Water Main with new Ductile Iron Pipe
Replace: 2 -Fire Hydrants, and 3 -Valves
Iowa Street (4th Street to 9`h Street)
Replace Approximately: 30' of 6" & 20" Water Main with new Ductile Iron Pipe
Replace: 2 -Fire Hydrants, and 5 -Valves
Pennsylvania Avenue (Lenox to J.F. Kennedy Rd.)
Replace Approximately: 70' of 6" Water Main with new Ductile Iron Pipe
Replace: 1 -Fire Hydrant, and 10 -Valves
Backflow Prevention Program
Since the adoption by the Dubuque City Council of the Backflow Prevention Program, we have
established over 1860 accounts having Backflow Protection Control Devices. These accounts
are a combination of various Industrial and Commercial facilities. Annually we receive $25.00
per account as the administration fee. It is expected an additional 50 accounts will be
established before the end of the fiscal year 2007.
We continue to stress the importance and need of while adhering to all Federal and State
mandates providing for Backflow Control Devices in protecting public water supplies from
potential contamination.
-324-
•
WATER DEPARTMENT
Budget Highlights
Employee Expense
Supplies and Services
Machinery and Equipment
Total
Administrative/Payroll Charges
City Manager's Office/Legal/ City
Clerk/Finance Utility Billing
Payment to Construction Fund
Debt Service
Total Requirements
Operating Revenue
Net Operating Surplus (Deficit)
FY 2004/05
Actual
1,432,537
1,419,272
36.929
2,888,738
3,198
461,484
948,888
280,113
4,582,421
4,472,519
FY 2005/06
Adopted
1,547,593
1,493,431
123,600
3,164,624
3,091
498,056
999,087
280.913
4,945,771
4,904,386
(109,902) (41,385)
FY 2005/06
Amended
1,547,593
1,517, 833
123,600
3,189, 026
3,091
498,056
899,087
280.913
4,870,173
4,904,386
34,213
FY 2006/07
% Change
Recom'd from Adopted
1,611,764
1,653, 941
55.900
3,321,605
3,321
504,329
1,038,237
281,563
5,149, 055
5,168,686
19,631
* Revenues include a 4% rate increase and an additional 1% for normal growth, generating $216,000
for the Operating Budget (each 1% generates $43,200).
4.1%
10.7%
-54.8%
5.0%
7.4%
9.3%
3.9%
0.2%
4.1%
5.4%
61,016
Decision Package Summary
1 of 4
This decision package provides funds for a part time custodian at the Municipal Services Center to
perform specialty cleaning such as waxing floors, deep cleaning restrooms, etc. The new facility has
over 12,700 sq. ft of area in offices, the training and lunch room, locker rooms, strategy room, and
restrooms. An equal amount of monies has also been separately requested by Solid Waste and Streets
activities.
Related Cost: $6,000 Water Fees - Recurring Recommend - No
Activity: Water Distribution
2 of 4
This decision package requests funds for the annual maintenance of the Municipal Services Center's
HVAC system ($2,445), auxiliary power generator system ($1,110), fire detection and alarm system
($1,495), and elevator ($1,776). Proper maintenance of these systems is critical for the efficient
operation of the facility and to protect the City's very substantial investment in its newest infrastructure.
These funds would also assure that all inspections required by federal, state or local building codes are
performed as required. This is only Water's share of costs.
Related Cost: $1,228 Water Fund - Recurring
Activity: Water Distribution
-325-
Recommend - Yes
3 of 4
This decision package will allow the City to become a member of the Iowa Association of Municipal
Utilities (IAMU). IAMU represents members before the legislature and various regulatory agencies.
Through committees and an elected board of directors, they formulate positions on legislation and
administrative rules affecting municipal utilities. They also provide a variety of workshops and manuals
to help members keep up with an increasingly complex regulatory environment. IAMU conducts safety
training for municipal electric, gas, and water utilities, including many programs and services
coordinated by their job training and safety staff. A newsletter is distributed monthly that is a valuable
source of information about legal, regulatory, and operating issues that directly affect municipal utilities.
The cost of the membership is based on Dubuque's population and is recommended to be shared
between Water, Sewer and Cable TV. This decision package reflects 1/3 cost.
Related Cost: $435 Water Fees — Recurring Recommend - Yes
Activity: Water Administration
4 of 4
This decision package would allow for Management Team members (Water Plant Manager, Assistant
Plant Manager, and Water Distribution Manager) to attend the Faces and Voices Diversity Conference.
The benefit to the community would be to keep the City's department/division managers up-to-date on
useful information on how to better serve the citizens of Dubuque.
Related Cost: $285 Water Fees — Recurring Recommend - Yes
Activity: Water Plant & Distribution
Significant Line Items
Employee Expense
1. FY 2007 employee expense reflects a 3.5% wage package increase and the 2nd year of
employees contributing 10% towards their health insurance premium.
Supplies & Services
2. Electric Utility expense has increased from $329,750 in FY 2006 to $380,000 in FY 2007 due to
higher rates and a reduced discount on the interruptible program.
3. Motor Vehicle Fuel has increased from $11,200 in FY 2006 to $18,700 in FY 2007 based on
increased fuel costs and actual usage.
4. Costs for Fluoride, Polyphoshate, Chlorine, and Lime expense (water processing materials) are
projected to increase. The largest increase is shown in Lime costs, where it has increased from
$165,000 in FY 2006 to $220,000 in FY 2007 as a result of market increases relating to delivery
and reduction of competition.
—326—
•
Machinery & Equipment
5. Equipment replacement items at the maintenance
Meters
*Software for meters/Backflow prevention
*Large Water Meters
Plant Operation & Maintenance
*SCADA software and Microsoft Office Upgrades
*Shop equipment -tools and ladders
*Laboratory equipment
*4 Pumps
Water Distribution System
*Software
*Shop equipment/power and hand tools
*Saw
*Tapping Machine
*Fire Hydrants
*Gas Water Pumps
*BarricadesNVarning Signals
Debt Service
level include:
$ 1,200
$22,500
$ 4,000
$ 500
$ 1,000
$ 2,500
$ 500
$ 1,000
$ 1,400
$ 5,900
$12,000
$ 1,400
$ 2,000
6. Debt service reflects repayment to the General Fund for an advance provided for off site
industrial park related water extensions ($59,571) and debt service ($221,993) on the
$2,500,000 bond issue sold in fiscal year 2002 for the water tower and water line on the
Northwest Arterial.
7. In FY 2007, a GO Bond issue is anticipated for $400,000, but will not be borrowed until January
2007. This allows the borrowing for FY 2007 and the anticipated GO Bond issue for FY 2008 of
$1,100,000 to be completed together, thereby reducing the costs associated with borrowing and
allows the first anticipated debt service payment ($115,369) on the combined borrowing to be in
FY 2008.
8. Payments to the Depreciation Fund are adjusted when debt service either increases or
decreases in order to avoid significant fluctuations related to debt.
Revenue
9. Annual rental revenue of $72,000 reflects four communication tower lease agreements for City
water tower sites.
10. Water fees have been projected based on a four percent (4%) rate increase effective July 1,
2006. A normal growth factor of 1% has been anticipated in the FY 2007 water fee revenue.
-327-
City of Dubuque
Recommended Capital Improvement Program Summary
Fiscal Year 2007-2011
PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 TOTAL PAGE
WATER DEPARTMENT
Business Type
Water Main Replacements Water GO Bond/ $ 355,860 $ 432,625 $ 261,800 $ 193,400 $ 353,300 $ 1,596,985 348
Water Depreciation Fund
Water Intemal Main - New Water Depreciation Fund/ $ 118,000 $ 102,000 $ 50,000 $ 50,000 $ 50,000 $ 370,000 350
Developments - Revolving Loan Fd Loan Repayments
Valve Replacement Program - Primary Water Depreciation Fund $ 30,000 $ 32,000 $ 32,000 $ 32,000 $ 32,000 $ 158,000 351
Transmission Water Mains
Water Meter Exchange Program Water Depreciation Fund $ 58,000 $ 58,000 $ 58,000 $ 60,000 $ 60,000 $ 294,000 352
Fire Hydrant Replacement Program Water Depreciation Fund $ 34,000 $ 34,000 $ 34,000 $ 34,000 $ 35,000 $ 171,000 353
Service Line Replacement Assistance Water Depreciation Fund $ 12,000 $ 14,000 $ 16,000 $ 18,000 $ 22,000 $ 82,000 354
for Low/Moderate Income Citizens
G.I.S. Maint. And Operational Updates Water Depreciation Fund $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 75,000 355
Water Main Extensions Water Depreciation Fund $ 238,000 $ 173,000 $ 225,000 $ 225,000 $ 225,000 $ 1,086,000 356
Paint Pipes In Pump Room Water Depreciation Fund $ 35,000 $ - $ - $ - $ - $ 35,000 357
Seal Walls South Plant CO2 Water Depreciation Fund $ 45,000 $ - $ - $ - $ - $ 45,000 358
Clear Well Reservoirs - Rehab Prgrm Water Depreciation Fund $ 400,000 $ - $ - $ - $ - $ 400,000 359
Security Upgrades Water Depreciation Fund $ 15,000 $ - $ - $ - $ - $ 15,000 360
I Softening Plant Motor Control Replace Water Depreciation Fund $ 30,000 $ - $ - $ - $ - $ 30,000 361
Co
N Booster Station Electrical Upgrades Water Depreciation Fund $ 55,000 $ $ - $ - $ - $ 55,000 362
OD Chlorine Sampling Stations Water Depreciation Fund $ 30,000 $ 25,000 $ $ - $ - $ 55,000 363
Annexation Study and Implementation Water GO Bond/ $ - $ 355,000 $ 320,000 $ 300,000 $ 250,000 $ 1,225,000 364
Water Depreciation Fund
West End Annexation Study Water GO Bond $ $ 500,000 $ 200,000 $ 250,000 $ $ 950,000 365
and Implementation
Water Line to DICW Water Depreciation Fund $ - $ 60,000 $ - $ - $ - $ 60,000 366
Water Storage Tank Inspection Prgrm Water Depreciation Fund $ - $ 12,000 $ - $ - $ 12,000 $ 24,000 367
IDSE Study for Distribution System Water Depreciation Fund $ - $ 25,000 $ - $ - $ - $ 25,000 368
EB Lyons Interpretive Center Water Depreciation Fund $ - $ 15,000 $ - $ - $ - $ 15,000 369
Well Project
Water Line Relocate Related to Federal Funds/ $ - $ - $ 125,000 $ - $ - $ 125,000 370
New Bridge Water Depreciation Fund
Water Tower and Water Main Ext - Water GO Bond/ $ - $ - $ - $ 75,000 $ 250,000 $ 325,000 371
Roosevelt from Peru to Orchard Dr Water Depreciation Fund
Eagle Point Plant Driveway and Water Depreciation Fund $ - $ - $ - $ 30,000 $ - $ 30,000 372
Parking Lot Overlay
Bunker Hill Pump Station Water Depreciation Fund $ - $ - $ - $ 50,000 $ - $ 50,000 373
Total $ 1,470,860 $ 1,852,625 $ 1,336,800 $ 1,332,400 $ 1,304,300 $ 7,296,985
• CITY OF DUBUQUE
WATER DEPARTMENT
1 Water Department Manager
1 Secretary
Assistant Plant Manager Water Distribution Supervisor
1 Equipment Mechanic 1 Water Engineering Assistant
7 Operators 1 Water Distribution Foreman
1 Electronic Technician 2 Meter Repairworker I
2 Equipment Operators II
4 Truck Drivers
—329—
DEPARTMENT/DIVISION: Water Department
ACTIVITY: Administration
GOAL
To manage the business and various activities of the Water Department in order to
provide water of the highest quality and sufficient quantity to the community at the least
possible cost. To operate the Water Department as a self-supporting utility and
maintain a depreciation fund balance to provide financing of capital improvements.
DESCRIPTION
The Water Department Manager is responsible for overall management, strategic
planning, supervision and direction of all water operations. This includes preparation of
operating and capital budgets, analysis of rate structure, acting as state and federal
liaison, evaluation and coordination of treatment facility operations and the water
distribution system capabilities. This Activity is staffed by the Water Department
Manager and a Secretary.
SERVICE OBJECTIVES
1. To direct the functions of the Water Department by:
a) maintaining contact with various activities of the division through daily
communication with supervisors;
b) complying with rules and regulations as established by the United States
Home Land Security Department, United States Environmental Protection
Agency and the Iowa Department of Natural Resources;
c) developing and providing engineering analysis and administration of all
water related capital improvements;
d) maintaining public confidence by initiating responses to citizen request
within twenty-four hours and providing accurate and timely public
information;
e) utilizing the team approach in internal division operations to improve the
productivity and efficiency of the Water Department;
f) reviewing and acting promptly on requests from other city
departments/divisions; and
g) seeking new and/or innovative approaches to water treatment and
distribution by attending meetings of the American Water Works
Association.
Water Department Administration
-330-
• 2. Maintain the water system as a self-supporting utility by:
a) performing an analysis of net earnings to determine necessary rate
adjustments; and
b) continuing payments to debt service, depreciation and sinking funds per
bond covenants and Capital Improvement Program requirements.
3. To represent the City at various national, state and local meetings of concern and
provide dialogue and liaison duties with officials to keep the City abreast of rapid
changes in legislation which impact operations and costs to the consumer.
4. To insure the existence of complete and accurate water distribution
construction/location records by:
a. maintaining the distribution engineering archives;
b. documenting all current engineering and construction activities and
locations;
c. reviewing and coordinating contractor, developer and highway
construction activities; and
d. implementing and maintaining the GIS program at Water Distribution.
5. To maintain a high quality and dependable supply of water by:
a. developing software and installing associated equipment required to fully
utilize a computerized system in the control/data logging functions of the
treatment process;
b. experimenting with new chemicals and treatment technologies;
c. continuing a program that provides for the annual internal/external
inspection of remote water storage tanks; and
d. continuing to improve efficiencies and streamline operations.
6. To increase awareness and promote a healthier and safer work environment at
the Water Plant and Distribution Division at their new location in the Municipal
Services Building by providing monthly safety meetings.
Water Department Administration
-331-
DEPARTMENT/DIVISION: Water Department
ACTIVITY: Plant Operations and Maintenance
GOAL
To provide a high quality potable water supply that meets the community's needs for
domestic, commercial and industrial consumption and for fire protection.
DESCRIPTION
Raw water is drawn from four deep wells (total capacity of 8 million gallons per day (MGD)
and five shallow wells (total capacity of 13 MGD) and is pumped to the Eagle Point Water
Plant at 1902 Hawthorne Street. The treatment process (rated total capacity of 20 MGD)
consists of the following steps: aeration, lime softening of the water from 245 mg/I to 90
mg/I hardness (as CaCO3), recarbonation, sand filtration, chlorination and fluoridation. The
treated water is then introduced into the distribution system from two underground reservoirs
(1.75 million gallon storage capacity) at the necessary rate, quality and pressure levels to
meet the needs of the city. The distribution storage system consists of three elevated tanks,
three stand pipes and one underground reservoir (total storage capacity of 17.45 million
gallons) and eight booster stations (total pumping capacity 10.5 MGD). This Activity is
located at the Eagle Point Water Plant and is staffed by an Assistant Plant Manager and 9
operation and maintenance employees.
SERVICE OBJECTIVES
1. To continue the production of high quality water at the required rates and pressures
by:
a) lime softening 8.00 MGD of raw water from a hardness level of 245 mg/I down
to 90 mg/I;
b) maintaining sufficient water in storage to meet all consumption and fire
protection needs; and
c) operating and maintaining the system in such a manner that will guarantee its
present and future capability and integrity.
2. To insure the production and distribution of safe potable water by:
a) complying with all federal and state mandated water quality control levels;
b) maintaining a free chlorine level of 0.3 mg/I in the treated water;
c) maintaining a fluoride level of 1.0 mg/I in the treated water;
d) monitoring bacterial parameters at 16 representative distribution sample points
on a weekly basis;
e) continuing surveillance of inorganic, organic, lead, copper and radioactive
parameters in the raw and treated water supplies; and
Water Department Plant Operations and Maintenance
-332-
f) responding to all public questions about distribution quality control within 24
hours.
• 3. To insure the continued integrity of all equipment and buildings by:
a) inspecting all satellite stations and equipment weekly; and
b) continuing the program to inspect the interior/exterior of water tanks.
To continue utilizing new computer control/data logging system by:
a) researching and implementing efficient automatic pump strategies;
b) developing treatment process control loops; and
c) continuing to integrate all operating, maintenance and inventory control
records.
5. To insure that the above is accomplished in the most efficient manner possible by:
a) continuing integration of the computer system;
b) researching and developing strategies to reduce energy (pumping) costs;
c) performing pilot studies of the softening process to test possible improvements
in the lime and chemical treatment methods; and
d) investigating possible alternatives in continuous on-line water analysis.
6. To foster development of professional skills and knowledge of plant personnel by:
a) coordinating in-house training and attendance at operational and maintenance
workshops; and
b) providing opportunities to obtain continuing education units (CEU's) necessary
to maintain State of Iowa water plant operator's licenses.
To insure compliance with proposed new EPA water quality standards by:
a) coordinating with the Environmental Monitoring Laboratory on required testing
programs; and
b) continuing a program to educate the public on changes in the safe drinking
water standards.
8. To foster a safe work environment and work practices by continuing to offer safety
training for Water Plant employees.
9. To provide upgraded software programs to enhance treatment operations; to
continually seek equipment upgrades for more efficient operations; to modernize lab
equipment for new testing requirements; and to continue a productive maintenance
program on all the pumps.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Raw Water Treated
Million Gallons Per Day
Million Gallons Per Year
8.071
7.723 8.100
2,946 2,819
8.100 8.000
2,957 2,957 2,920
Water Department Plant Operations and Maintenance
-333-
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Treated Water to Distribution
System
Million Gallons Per Day 7.871 7.214 7.700 7.700 7.500
Million Gallons Per Year 2,873 2,633 2,811 2,811 2,738
Pumpage to High Dist System
Million Gallons Per Day
Million Gallons Per Year
3.860 3.763 3.900 3.900 3.800
1,409 1,373 1,424 1,424 1,387
Storage In System
Total Number Of Tanks 9 9 9 9 9
Total Volume (Million Gallons) 17.45 17.45 17.45 17.45 17.45
Chemicals Used Per Year
Lime (Tons) 2,310 2,157 2,183 2,183 2,200
Fluoride (Tons) 63.6 85.2 52.6 52.6 78.9
Polyphosphate (Tons) 6.32 26.14 5.30 5.30 16.00
Chlorine (Hypochorite-Tons) 39.77 42.74 47.00 47.00 40.00
Chlorine (Lbs. Tablets)
Station 0 0 0 0 0
Carbon Dioxide (Tons) 333 295 333 333 340
Polymer (Lbs.) 2,464 2,631 4,167 4,167 3600
Chemical Cost Per Million
Gallons Of Raw Water
Lime $54.89 $60.45 $53.37 $65.70 $75.34
Fluoride $3.78 $5.44 $3.38 $3.38 $5.13
Polyphosphate $2.75 $7.05 $2.37 $4.06 $4.68
Chlorine $49.46 $51.46 $52.00 $51.46 $51.46
Carbon Dioxide $6.33 $6.02 $6.42 $6.42 $6.99
Polymer $1.76 $2.11 $3.18 $3.18 $2.91
Total $118.96 $132.52 $122.72 $134.20 $146.52
Water Treatment chemicals And
Unit Purchase Cost
Lime (Ton) $70.00 $79.00 $75.00 $89.00 $100.00
Fluoride (Ton) $175.00 $180.00 $190.00 $190.00 $190.00
Liquid Orthophosphate (CWT) $64.00 $38.00 $38.00 $38.00 $42.74
Chlorine (CWT -Liquid) $60.00 $59.00 $62.00 $62.00 $80.00
Carbon Dioxide (Ton) $56.00 $57.50 $57.00 $57.00 $60.00
Polymer (Lb.) $2.10 $2.26 $2.26 $2.26 $2.36
Lime Sludge
Total Cost Of Sludge Hauling $99,150 $92,475 $98,000 $107,000 $110,000
Total Wet Tons Processed 21,510 18,495 19,600 19,600 20,000
Sludge Hauled Cost Per Ton $5.00 $5.00 $5.00 $5.50 55.50
Cost Per Million Gallons
Treat. $33.66 $32.80 $33.14 $36.46 $37.67
Ratio Of Wet Tons To Million
Gallons Of Influent 7.30 6.56 6.63 6.63 6.85
Water Department Plant Operations and Maintenance
-334-
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Electrical Cost Per Fiscal Yr. $312,803 $341,547 $325,000 $325,000 $365,000
Cost Per Million Gallons
Treat. $106.18 $121.16 $109.91 $109.91 $125.00
Total Kilowatt Hours 9,010,000 9,000,000 9,100,000 9,100,000 9,100,000
Kilowatt Hours Per MG Treat. 3,058 3,193 3,077 3,077 3,116
Average Cost Per Kilowatt Hr. $0.04 $0.04 $0.04 $0.04 $0.06
Total Variable Cost (Electric,
Chemical, and Sludge Hauling)
Per Million Gallons Treated $258.79 $286.49 $267.46 $277.19 $309.19
Water Department Plant Operations and Maintenance
-335-
PROGRAM: Facilities and Environment
DEPARTMENT/DIVISION: Water Department
ACTIVITY: Water Distribution System
GOAL
To operate and maintain a water distribution system consistent with established
procedures recognized by the American Water Works Association for efficient
management practices.
DESCRIPTION
The distribution system is composed of 312 miles of water mains ranging in diameter
from four inches up to thirty inches, 5,545 control valves and 2,770 hydrants. This
Activity is responsible for the machinery, equipment, materials and personnel required
to repair water main breaks, install water mains, control valves and fire hydrants,
Maintains the grounds of the division and assists other sections of the Water
Department. This Activity is staffed by a Supervisor, Engineering Assistant, Foreman
and six full-time employees and is located at the Municipal Services Center, 925 Kerper
Court.
SERVICE OBJECTIVES
1. To maintain the current supply of water to all areas of the city by:
a) Repairing approximately 50 main breaks within 12 hours of notification.
b) Repairing approximately 35 fire hydrants that become inoperative each year
within 48 hours after notification.
c) Replacing approximately 10 fire hydrants that are destroyed by automobiles.
d) Repairing approximately 15 control valves also includes street improvements.
e) Testing and checking approximately 1,900 hydrants (165 hydrants on wet
route will be checked twice monthly).
f) Averaging 400 employee hours on holes and street repairs.
g) Averaging 825 employee hours on mains, valves and hydrants because of
street improvements.
h) Averaging 100 employee hours testing 65 valves.
i) Painting 135 hydrants.
j) Averaging 200 employee hours investigating service line leaks.
Water Department Water Meters
-336-
•
2. To insure continued integrity of the distribution system by:
a) Replacing 15 outdated fire hydrants each year in an effort to have the
remaining 635 hydrants replaced over a twenty-year period.
b) Replacing two valves in the primary transmission mains each year.
3. To foster a safe work environment and work practices by continuing to offer
safety training for the distribution crews.
4. To continue the external corrosion mitigation program for protection of the water
distribution system by installing epoxy coated, stainless steel bolted water main
valves and repair devices, and wrapping all water mains with a plastic covering
during installation.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Main Breaks Repaired 43 36 55 50 45
Maintenance, Painting, and 572 873 850 850 900
Flushing Hydrants (Hrs.)
Testing Proper Valve Operation 93 270 200 250 275
(Hrs.)
Pavement Repairs (Hrs.) 382 312 400 375 375
Raising Valves for Street 201 20 250 40 40
Program (Hrs.)
One Call Locating (Hrs.) 1246 1529 1450 1550 1550
Install New Water Main (Hrs.) 379 395 600 450 450
Number of Service Taps 514 271 350 300 300
Investigate Service Line Leaks 296 196 300 250 250
Hydrants Replaced 9 13 15 15 15
(Hit by Cars / Old Age)
Hydrants Installed 14 26 20 25 25
(Replacement Program)
Valves Installed 21 59 25 45 45
(Replacement Program)
Valve Repairs (Hrs.) 166 173 150 160 160
Water Department Water Meters
-337-
PROGRAM: Facilities and Environment
DEPARTMENT/DIVISION: Water Department
ACTIVITY: Water Meters
GOAL
To provide a water meter reading and backflow prevention system, which will reflect
accurate charges to the consumer and to provide dependable meter repair, backflow
and installation services.
DESCRIPTION
The water system is divided into eight different meter -reading cycles. Which consist of
approximately 22,000 meters. This activity maintains all meters in the system by testing,
dismantling, cleaning, repairing and reassembling meters as required. Additional
services include handling pressure complaints, investigating illegal use of water,
installing outside registers and special reading of meters upon request. This activity is
staffed by two full-time employees and is located in the Municipal Services Center, 925
Kerper Ct.
SERVICE OBJECTIVES
1. To maintain an efficient and effective revenue production function by:
a) Installing 400 new water meters in place of older inaccurate meters.
b) Testing and repairing approximately 100 commercial meters once every
five years.
c) Testing and repairing approximately 20 industrial meters once every two
years.
d) Installing approximately 200 remote registers per year.
e) Testing and repairing 200 residential meters.
f) Responding within 24 hours to all public questions and concerns relative
to water meters and remote registers.
g) Responding to approximately 450 service calls.
Water Department Water Meters
-338-
• FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of Residential Meters
Tested and Repaired
Number of Meters Replaced In
Residential Buildings
Number of Industrial Meters
Tested and Repaired (Larger
Than 2")
Number of Commercial Meters
Tested and Repaired (1-1/2" &
2")
Number of Active Meters in
Service
Number of Remote Read
Registers Installed
Service Calls
380 243 400 275 275
343 490 350 400 400
7 6 10 8 10
26 18 20 15 20
21,206 21,040 21,700 21,300 21,300
192 219 200 200 200
508 477 450 475 475
Water Department Water Meters
-339-
Recommended Operating Expenditure Budget by Department
42 - WATER
Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
640
640
640
640
640
640
640
640
640
640
640
640
640
640
640
640
640
640
61010 FULL-TIME EMPLOYEES
61030 SEASONAL EMPLOYEES
61050 OVERTIME PAY
61071 HOLIDAY PAY -OVERTIME
61072 TANK CLIMBING PAY
61092 VACATION PAYOFF
61094 RETIREMENT PAYOUT
61310 (PERS
61320 SOCIAL SECURITY
61410 HEALTH INSURANCE
61415 WORKMENS' COMPENSATION
61416 LIFE INSURANCE
61417 UNEMPLOYMENT INSURANCE
61620 UNIFORM ALLOWANCE
61640 SAFETY EQUIPMENT
61650 MEAL ALLOWANCE
61660 EMPLOYEE PHYSICALS
61665 OTHER MEDICAL COSTS
906,344
9,453
43,554
11,841
0
10,513
20,000
55,843
76,189
213,781
7,432
1,163
1,765
0
6,576
170
526
70
978,442
0
50,941
12,738
0
0
0
59,922
79,297
224,196
18,691
1,220
600
0
3,921
145
800
1,624
1,037,729
0
60,199
11,156
190
0
0
62,163
82,702
232,066
49,875
1,969
0
0
5,300
400
525
200
1,078,512
0
67,172
11,547
180
0
0
64,518
85,837
248,400
47,165
2,158
0
0
5,300
250
525
200
61 - WAGES AND BENEFITS 1,365,221
1,432,537 1,544, 474 1,611,764
640 62010 OFFICE SUPPLIES
640 62011 UNIFORM PURCHASES
640 62030 POSTAGE AND SHIPPING
640 62050 OFFICE EQUIPMENT MAINT
640 62061 DP EQUIP. MAINT CONTRACTS
640 62090 PRINTING & BINDING
640 62110 COPYING/REPRODUCTION
640 62130 LEGAL NOTICES & ADS
640 62170 SUBSCRIPTIONS -BOOKS -MAPS
640 62190 DUES & MEMBERSHIPS
640 62206 PROPERTY INSURANCE
640 62207 BOILER INSURANCE
640 62208 GENERAL LIABILITY INSURAN
640 62210 SALES TAX
640 62221 DAMAGE CLAIMS
640 62310 TRAVEL -CONFERENCES
640 62320 TRAVEL -CITY BUSINESS
640 62340 MILEAGE/LOCAL TRANSP
640 62360 EDUCATION & TRAINING
640 62411 UTILITY EXP -ELECTRICITY
640 62412 UTILITY EXP -GAS
640 62414 UTILITY EXP -FUEL OIL
640 62415 UTILITY EXPENSE STORMWATR
640 62421 TELEPHONE
640 62423 TELECOMMUNICATION CG
640 62424 RADIO/PAGER FEE
6,349
8,344
756
0
4,038
282
80
2,268
1,648
695
39,468
13,111
17,651
236,872
1,150
2,125
59
4,894
4,397
316,272
55,056
1,643
0
13,066
0
0
6,067
9,362
824
0
4,028
688
0
4,691
1,429
1,704
45,267
11,203
20,223
233,060
0
1,156
0
4,477
4,043
346,965
66,039
218
0
13,694
54
0
4,900
10,250
1,125
200
3,646
1,450
50
4,300
1,400
1,200
48,831
11,202
21,524
250,000
0
2,750
400
4,500
6,000
329,750
73,900
2,000
1,057
15,000
0
0
5,100
10,500
1,125
200
5,330
1,650
50
3,550
1,500
1,985
53,696
11,617
20,468
257,000
0
2,750
400
5,400
6,335
378,000
85,000
3,000
1,057
15,050
3,600
1,000
-340-
Recommended Operating Expenditure Budget by Department
42 - WATER
• Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
•
640 62431 PROPERTY MAINTENANCE
640 62437 BARRICADE RENTAL
640 62511 FUEL, MOTOR VEHICLE
640 62521 MOTOR VEHICLE MAINT.
640 62528 MOTOR VEH. MAINT. OUTSOUR
640 62611 MACH/EQUIP MAINTENANCE
640 62613 METER MAINTENANCE
640 62614 EQUIP MAINT CONTRACT
640 62615 MACH/EQUIP MAINT. OUTSOUR
640 62628 INSTRUMENTATION MAINT
640 62630 FLUORIDE
640 62631 LIME
640 62632 POLYPHOSPHATE
640 62633 CHLORINE
640 62638 POLYMER
640 62639 LIQUID CO2/02
640 62664 LICENSE FEES
640 62671 MISC. OPERATING SUPPLIES
640 62675 VALVES
640 62676 PIPE -SPECIAL FITTINGS
640 62692 LANDFILL FEES
640 62716 CONSULTANT SERVICES
640 62726 AUDIT SERVICES
640 62731 MISCELLANEOUS SERVICES
640 62746 ONE CALL OPERATION
640 62763 PAYMENT TO IOWA DNR
640 62767 ENVIRON. TESTING/MON.
640 62778 SERVICES - OTHER DEPTS
640 62811 ENG. DIVISION SERVICES
640 62820 STREET DIVISION SERVICES
40,850
3,312
10,678
9,348
1,871
46,043
3,121
1,914
145
0
11,136
158,647
8,089
44,538
5,175
18,654
7,394
84,456
2,229
14,384
560
0
1,500
103,052
1,375
0
50,000
0
8,164
0
29,167 40,700
931 2,500
14,917 11,200
5,141 4,800
1,054 1,500
50,490 51,800
(170) 3,500
1,668 1,696
2,301 0
0 500
15,344 12,000
160,921 165,000
19,875 12,000
50,434 58,000
5,946 9,000
16,989 20,000
7,706 8,500
79,864 90,500
5,485 6,000
12,460 9,500
16 800
2,015 1,000
2,700 2,000
92,475 109,800
1,649 3,200
0 500
50,000 50,000
(1,657) 0
16,356 14,500
0 7,500
42,478
1,500
18,700
5,350
1,500
51,000
3,500
1,700
0
500
15,000
220,000
16,000
64,000
8,500
20,500
8,500
91,000
6,000
9,500
550
1,000
2,100
112,400
3,200
100
50,000
0
16,500
7,500
62 - SUPPLIES AND SERVICES
1,366,859
1,419,272 1,493,431
1,653,941
640 63314 PAYROLL OVERHEAD
4,064
3,198
3,091
3,321
63 - ADMIN/OVERHEAD/STORES GAR
4,064
3,198
3,091
3,321
640 71116 COPIER MACHINE
640 71123 SOFTWARE
640 71312 VAN/PICKUP/WAG REPL
640 71315 TRUCK -ADDITIONAL
640 71410 SHOP EQUIPMENT
640 71413 LABORATORY EQUIPMENT
640 71414 AIR HAMMER/DRILL
640 71415 SAWS
640 71419 TAPPING MACHINE
640 71420 EARTH COMPACTOR
640 71510 HYDRANTS
640 71511 PUMPS
0
1,233
0
0
2,282
0
0
1,731
0
2,655
9,461
3,719
7,393
4,367
0
0
230
310
1,400
1,005
0
2,903
8,210
1,181
0
6,700
23,000
59,000
1,500
1,000
0 0
1,200 1,400
0 5,900
0 0
12,000 12,000
4,700 3,900
0
5,700
0
0
1,500
1,000
-341-
Recommended Operating Expenditure Budget by Department
42 - WATER
Fund Account Account Title
640 71516 LARGE WATER METERS
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Budget
Expense Expense Budget
15,889
9,930
12,500
22,500
71 -EQUIPMENT
36,971 36,929 121,600 53,900
640 72115 BARRICADES/WARN SIGNALS
2,261
0
2,000
2,000
72 - EQUIPMENT
2,261
0
2,000
2,000
640 74111 PRINCIPAL PAYMENT
640 74112 INTEREST PAYMENT
254,874
110,739
176,793 183,816
103,321
97,097
190,951
90,612
74 - DEBT SERVICE
365,613 280,113 280,913
281,563
640 91100 TO GENERAL
640 91740 TO WATER CONSTRUCTION
185,804 218,863
890,787
948,888
222,822
999,087
238,266
1,038,237
91- TRANSFER TO
1,076,591
1,167,751 1,221,909
1,276,503
42 - WATER TOTAL
4,217,580 4,339,800 4,667,418 4,882,992
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FY 2007 Recommended Department1erating Budget Summary By Activity
•
Date: 1/10/06
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
WATER
42100
WATER ADMINSTRATION
WAGES AND BENEFITS
145,916
136,759
142,495
152,393
SUPPLIES AND SERVICES
255,357
265,284
279,590
290,517
ADMIN/OVERHEAD/STORES GAR
4,064
3,198
3,091
3,321
DEBT SERVICE
365,613
280,113
280,913
281,563
FUND: WATER UTILITY ACTIVITY TOTAL FOR: WATERADMINSTRATION 770,950 685,354 706,089 727,794
OPERATION
42300
METERS
WAGES AND BENEFITS
103,579
113,644
118,819
124,180
SUPPLIES AND SERVICES
18,455
16,179
22,899
26,253
EQUIPMENT
16,144
10,176
13,700
23,700
FUND: WATER UTILITY ACTIVITY TOTAL FOR: METERS 138,177 139,998 155,418
OPERATION
174,133
42400
PLANT OPER. & MAINT
WAGES AND BENEFITS
601,476
622,469
684,801
712,592
SUPPLIES AND SERVICES
968,254
1,023,081
1,043,001
1,173,890
EQUIPMENT
2,167
11,824
32,000
8,000
FUND: WATER UTILITY ACTIVITY TOTAL FOR: PLANT OPER. & MAINT 1,571,897 1,657,373 1,759,802
OPERATION
Y.'
1,894,482
I
42700
WATER DISTR. SYSTEM
WAGES AND BENEFITS
514,250
559,666
598,359
622,599
SUPPLIES AND SERVICES
124,793
116,385
147,941
163,281
EQUIPMENT
18,660
14,929
75,900
22,200
EQUIPMENT
2,261
0
2,000
2,000
FUND: WATER UTILITY ACTIVITY TOTAL FOR: WATER DISTR. SYSTEM 659,964 690,980
OPERATION
824,200
810,080
DEPARTMENT TOTAL FOR: WATER 3,140,989 3,173,705 3,445,509 3,606,489
Recommended Operating Revenue Budget by Department
42 - WATER
Fund Account Account Title
640 43110 INVESTMENT EARNINGS
640 43120 INT.INSTALLMENT CONTRACTS
640 43232 LEASE, FINLEY HOSIPTAL
640 51105 METER RATES
640 51110 FLAT RATES
640 51115 FIRE PROTECTION RATES
640 51120 UTILITY FEES, COLLECTION
640 51125 TAPS -3/4 & 1 INCH
640 51130 CONNECT CHG LARGE SERVICE
640 51135 CONNECT CHG FRONT FOOTAGE
640 51145 SALE OF METERS
640 51150 CORP COCK/COUPLING SALES
640 51160 BOX -LID -PART SALES
640 51165 MAINTENANCE CHARGES
640 51170 REPAIR OF METERS
640 51175 SHUT OFF PENALTIES
640 51180 CROSS CON. CNTL ADMIN FEE
640 51185 WATER TESTS -OUTSIDE
640 51215 PENALTIES
640 51310 MONTHLY RENTAL
640 53605 MISCELLANEOUS REVENUE
640 53615 DAMAGE CLAIMS
640 53620 REIMBURSEMENTS -GENERAL
640 53630 SALES TAX COLLECTION
640 54109 SALVAGE SALES
640 59610 FR WPC OPERATING
FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
21,812
44
372
3,888,430
15,258
29,135
(559)
25,848
21,308
21,131
25,477
272
254
6,073
360
21,493
12,015
0
30,010
68,947
909
5,866
9
234,551
0
40,000
22,007
30
385
3,867,152
9,503
47,947
(1,466)
43,452
1,313
44,611
14,064
0
33
5,007
685
6,188
16,235
0
41,495
71,109
995
6,300
0
235,474
0
40,000
20,000
0
372
4,320,184
12,500
42,000
3,800
20,300
18,000
30,000
24,344
250
175
5,717
250
3,000
12,000
25
23,000
70,000
250
8,019
0
250,000
200
40,000
20,000
0
385
4,548,189
12,500
47,947
3,800
34,650
12,000
32,000
15,000
250
100
5,000
250
4,500
16,000
25
39,440
72,000
800
6,500
0
257,000
350
40,000
42 - WATER TOTAL
4,469,013 4,472,519 4,904,386 5,168,686
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• • •
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
42 WATER DEPARTMENT
FD JC WP -GR JOB CLASS
61010 Full Time Employee Expense
FY 2005
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
640 3275 GE -38 WATER DEPARTMENT MANAGER 1.00 69,196 1.00 72,933 1.00 79,305
640 2775 GE -35 ASSISTANT WATER PLANT MGR. 1.00 59,465 1.00 62,676 1.00 64,615
640 3200 GE -35 WATER DISTRIBUTION SUPERVISC 1.00 59,465 1.00 62,676 1.00 64,615
640 2950 GE -33 WATER ENGINEERING ASSISTANT 1.00 52,406 1.00 55,236 1.00 56,953
640 2650 GE -31 FOREMAN - WATER DISTR. 1.00 48,002 1.00 50,594 1.00 52,167
640 0225 GE -24 SECRETARY 1.00 32,350 1.00 34,435 1.00 35,516
640 2400 OE -16 MAINTENANCE MECHANIC 1.00 41,029 1.00 43,245 1.00 44,574
640 2800 OE -14 MAINTENANCE ELECTRICIAN 1.00 41,439 1.00 44,110 1.00 46,972
640 2825 OE -14 WATER METER REPAIRWORKER II 0.00 0 0.00 0 0.00 0
X640 2550 OE -13 WATER PLANT OPR CERT GR III/IV 2.00 83,557 4.00 172,668 4.00 179,558
01640 2475 OE -12 WATER PLANT OPERATOR CRT GF 5.00 196,740 3.00 126,527 3.00 130,899
640 2305 OE -10 EQUIPMENT OPERATOR II 2.00 78,204 2.00 82,427 2.00 84,993
640 1775 OE -09 WATER METER REPAIRWORKER I 2.00 76,648 2.00 78,383 2.00 80,819
640 1476 OE -08 TRUCK DRIVER 4.00 149,216 4.00 151,818 4.00 157,526
TOTAL FULL TIME EMPLOYEES 23.00 987,717 23.00 1,037,728 23.00 1,078,512
TOTAL WATER DEPARTMENT
23.00 987,717 23.00 1,037,728 23.00 1,078,512
ACTIVITY ACCT FD
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
JC WP -GR POSITION CLASS
FY 2005
FTE BUDGET
FY 2006
FTE BUDGET
Run Date:
01/11/06
FY 2007
FTE BUDGET
Water Administration -FT
64042100 61010 640 0225
64042100 61010 640 3275
GE -24 SECRETARY
GE -38 WATER DEPARTMENT MANAGER
Total
Water Plant Operation -FT
64042400 61010 640 2475 OE -12
64042400 61010 640 2550 OE -13
64042400 61010 640 2775 GE -35
64042400 61010 640 2800 OE -14
64042400 61010 640 3015 OE -14
Water Distribution -FT Water Operating Fund
r;.3 64042700 61010 640 1476
cm 64042700 61010 640 2305
64042700 61010 640 2650
64042700 61010 640 2950
64042700 61010 640 3200
Water Meters -FT
64042300 61010 640 1775
64042300 61010 640 2825
WATER PLANT OPER. CRT GR II
WATER PLANT OPR CERT GR III/IV
ASSISTANT WATER PLANT MGR.
MAINTENANCE ELECTRICIAN
MAINTENANCE MECHANIC
Total
OE -08 TRUCK DRIVER
OE -10 EQUIPMENT OPERATOR II
GE -31 FOREMAN - WATER DISTR.
GE -33 WATER ENGINEERING ASSISTANT
GE -35 WATER DISTRIBUTION SUPERVISOR
Total
OE -09 WATER METER REPAIRWORKER I
OE -14 WATER METER REPAIRWORKER II
Total
TOTAL WATER DEPARTMENT
1.00
1.00
2.00
5.00
2.00
1.00
1.00
1.00
10.00
4.00
2.00
1.00
1.00
1.00
9.00
2.00
0.00
2.00
32,350 1.00
69,196 1.00
101,546 2.00
196,740 3.00
83,557 4.00
59,465 1.00
41,439 1.00
41,029 1.00
422,230 10.00
149,216 4.00
78,204 2.00
48,002 1.00
52,406 1.00
59,465 1.00
387,293 9.00
76,648 2.00
0.00
34,435
72,933
107,368
126,527
172,668
62,676
44,110
43,245
449,226
151,818
82,427
50,594
55,236
62,676
402,751
78,383
1.00
1.00
2.00
3.00
4.00
1.00
1.00
1.00
10.00
76,648 2.00
78,383
35,516
79,305
114,821
130,899
179,558
64,615
46,972
44,574
466,618
4.00 157,526
2.00 84,993
1.00 52,167
1.00 56,953
1.00 64,615
9.00 416,254
2.00
0.00
2.00
80,819
80,819
23.00
987,717 23.00
1,037,728
23.00 1,078,512
•
•
•
Water Pollution Control
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•
•
•
DEPARTMENT/DIVISION: Water Pollution Control Plant
RESPONSIBILITY: Jonathan brown, Manager
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS:
Plant Improvements
For FY05 the Water Pollution Control Plant treated an average 7.310 million gallons per day
(M.G.D.) or 2,668 million gallons for the year. Of the 7.310 MGD, .532 MGD, approximately 7.3
percent of the flow was from industrial activity.
The average removal of the applied biological oxygen demand (B.O.D.) was 95.9 percent.
Approximately 35 percent of the applied B.O.D. was related to industrial activity.
The average removal of the total suspended solids (T.S.S.) was 89.1 percent. Approximately
10 percent of the T.S.S. was related to industrial activity.
The Water Pollution Control Plant incinerated 3,500 tons (dry weight) of sewage solids,
approximately 9.6 tons (dry weight) per day.
New pumps were installed at the Kerper Street Lift Station during September 05.
Engineering began for refurbishing of the Cedar Street and Dog Track Lift Stations.
As part of a ongoing project refurbished final clarifier drives were installed in fy05 and fy06. This
project will continue in fy07 and completed in fy08.
Laboratory Issues
The Water Pollution Control Plant's laboratory was once again recertified under EPA/IDNR
Certification Rules for Water and Wastewater parameters.
FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007:
Plant Improvements
Preliminary engineering for the Terminal Street Lift Station modifications will take place in early
2006 with engineering and construction starting spring of 2007.
Modifications to the Water Pollution Control Plants S.C.A.D.A. is expected to be completed in
FY 06-07, three (3) major lift stations will be monitored with inputs to the plant's S.C.A.D.A.
using wireless technology.
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A Water Pollution Control Plant Facility Study is included in the Capital Improvement Plan (CIP)
in FY 2007. The study will identify the best alternatives for sludge handling, biological
wastewater treatment, alternative disinfection methods and other plant needs. Additionally, the
study will examine funding options for the identified alternatives and plant components and
structures that are reaching the end of their useful lives.
A Plant Safety Committee will be formed to address safety needs. This will be part of an overall
employee involvement program for all aspects of the operation of the WPCP.
Laboratory Issues
Review of the local limits program was completed during FY 02 and submitted to the IDNR
during FY 03 for their approval. We are expecting approval during late FY 06 and once
approved, we will have to modify Chapter 44; Division 6 of the Dubuque Code of Ordinances.
It is anticipated that the partnership formed with the University of Dubuque for monitoring the
Catfish Creek Water Shed will continue.
Greater emphasis for fy06-fy07 will be placed on plant operations to assist in the Facility Study
CIP. Laboratory staff will assist Plant Management and Consultants chosen for the Facility Plan
to determine the best fit for secondary treatment and sludge disposal.
-350-
•
•
•
WATER POLLUTION CONTROL DEPARTMENT
Budget Highlights
FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change
Actual Adopted Amended Recom'd from Adopted
Requirements
Employee Expense 1,144,407 1,266,056 1,266,056 1,296,566 2.4%
Supplies and Services 1,777,025 1,584,853 1,612,880 1,895,833 19.6%
Machinery and Equipment 27,596 34,300 40.669 95,000 177.0%
Subtotal 2,949,028 2,885,209 2,919,605 3,287,399 13.9%
Engineering -Sewer Admin. 51,773 89,631 89,631 89,843 0.2%
Public Works Sewer
MaintaintenanceCharges 468,892 400,686 400,686 441,014 10.1%
Administrative Overhead - City
Manager's/Legal/City Clerk 117,670 130,111 130,111 138,433 6.4%
Finance -Utility Billing and Other 167,807 162,112 162,112 170.675 5.3%
Total Requirements w/o Debt 3,755,170 3,667,749 3,702,145 4,127,364 12.5%
Debt Service 0.3%
Total Requirements 3,755,170 3,667,749 3,702,145 4,127,364 12.5%
Resources
Operating Revenue 4,638,400 4,912,365 4,912,365 5,390,045 9.7%
Payments to Depreciation (959,249) (1,244,456) (994,456) (1,270,456) 2.1%
Total Resources 3,679,151 3,667,909 3,917,909 4,119,589 12.3%
Net Operating Surplus (Deficit) (76,019) 160 215,764 (7,775) (7,935)
Revenues include a 9% rate increase and 1% normal growth ($41,000 for each 1%), generating $246,000 for the
Operating budget and $164,000 for the Capital budget. Beginning FY 2007, 1% of the increase represents a
reserve to be set aside for the debt service on the future Water Pollution Control Plant Renovation.
Decision Package Summary
1 of 2
This decision package will allow the City to become a member of the Iowa Association of Municipal
Utilities (IAMU). IAMU represents members before the legislature and various regulatory agencies.
Through committees and an elected board of directors, they formulate positions on legislation and
administrative rules affecting municipal utilities. They also provide a variety of workshops and manuals
to help members keep up with an increasingly complex regulatory environment. IAMU conducts safety
training for municipal electric, gas, and water utilities, including many programs and services
-351-
coordinated by their job training and safety staff. A newsletter is distributed monthly that is a valuable
source of information about legal, regulatory, and operating issues that directly affect municipal utilities.
The cost of the membership is based on Dubuque's population and is recommended to be shared
between Water, Sewer and Cable TV. This decision package reflects 1/3 cost.
Related Cost: $435 Sewer Fees - Recurring Recommend - Yes
Activity: Water Pollution Control Administration
2 of 2
This decision package would allow for Management Team members (Water Pollution Control Plant
Manager) to attend the Faces and Voices Diversity Conference. The benefit to the community would be
to keep the City's department/division managers up-to-date on useful information on how to better
serve the citizens of Dubuque.
Related Cost: $95 Sewer Fees - Recurring Recommend - Yes
Activity: Water Pollution Control Administration
Significant Line Items
Employee Expense
1. FY 2007 employee expense reflects a 3.5% wage package increase and the 2nd year of employees
contributing 10% towards their health insurance premium.
2. The Water Pollution Control Plant Manager, Paul Horsfall, retired after many years with the City.
Jonathan Brown has been named the new Water Pollution Control Plant Manager. There have
been no other changes with the personnel complement.
Supplies & Services
3. Utility Electrical expense has been decreased from $438,673 in FY 2006 to $399,520 in FY 2007
(-$39,153). This represents a 13% increase over FY 2005 actual to reflect rate increases. It was
anticipated that by changing the oxygen generation process (Vacuum Pressure Swing Absorption)
oxygen costs would decrease, but electrical costs would increase by a lesser amount. Due to the
upcoming Water Pollution Control Plant secondary treatment study planned for FY 2007, the
oxygen system change will be delayed until the results of the study determine the proper path.
Therefore, the electrical costs have been decreased and the oxygen costs have increased based
on actual usage.
4. Utility Gas expense has been increased from $78,505 in FY 2006 to $94,200 in FY 2007 (+$15,695)
based on FY 2005 actual plus a 5% for rate increases.
5. Incinerator fuel has been increased from $119,100 in FY 2006 to $248,920 in FY 2007 (+$129,820)
due to anticipated usage of both the north and south reactors during the course of the year because
of equipment failures based on age. The FY 2007 projection represents an average based on
actual usage.
-352-
•
6. Liquid COV has been increased from $190,560 in FY 2006 to $301,200 in FY 2007 (+$110,640)
based on actual costs & usage. This represents a 4% increase over actual FY 2005.
7. Chlorine has been increased from $20,280 in FY 2006 to $28,900 in FY 2007 (+$8,620) based on
increased market price.
8. Major Element Repair expense has increased $10,500 over FY 2006 budget to add the cost to
refurbish the primary sludge grinder.
9. Maintenance costs related to the centrifuge, lift stations, incinerator and instrumentation has
increased a total of $39,315 over FY 2006 budget based on actual due to an aging WPC plant.
10. Miscellaneous Services has increased $19,450 over FY 2006 budget due to the tipping and hauling
costs related to ash disposal at the Landfill. The Water Pollution Control Plant has been able to
dump in approved areas that had little cost associated in the past. The need in the other areas is
not as prevalent; therefore Landfill dumping will be a necessity.
Machinery & Equipment
11. Equipment replacement items at the maintenance level include:
% Ton Truck replacement -Maintenance $32,000
Backhoe replacement $25,000
• Shop equipment -power & hand tools $ 8,500
Laboratory equipment- Ion Chromatagraph
Portable Spectrophotometer
Heating Units, Pipeters Lab. Fixtures $29,000
Gas safety monitor $ 500
•
Debt Service
12. In FY 2007, a GO Bond issue is anticipated for $2,480,000, but will not be borrowed until January
2007. This allows the borrowing for FY 2007 and the anticipated GO Bond issue for FY 2008 of
$650,000 to be completed together, thereby reducing the costs associated with borrowing and
allows the first anticipated debt service payment ($240,736) on the combined borrowing to be in FY
2008.
13. Payments to the Depreciation Fund are adjusted when debt service either increases or decreases
in order to avoid significant fluctuations related to debt.
Revenue
14. The recommended budget includes a 9% rate increase effective July 1, 2006. A normal growth
factor of 1% has been anticipated in the FY 2007 Water Pollution Control (WPC) fee revenue.
The 9% increase includes 1% for a reserve beginning FY 2007. It is anticipated that annual rate
increases will include this 1% each year up until the major Water Pollution Plant renovations occur.
The amount of the renovation will necessitate a borrowing that will create a large debt service
-353-
payment. In order for the sewer fund to support this debt service payment, the reserve has been
started to prevent a large increase all at once.
15. The Water Pollution Control Plant has made every effort to operate efficiently with a reduction from
37 employees in FY 1982 to 18 employees in FY 2005. The average annual rate increase from FY
1993 through FY 2005 is 1.6%, far below the rate of inflation. However, the closing of the
Smithfield Meatpacking Plant and the efficiencies being implemented by the Plants three largest
industrial customers (Inland Protein, Swiss Valley Dairy and San Rouesslot) has reduced revenues,
causing costs to be spread over a smaller revenue base. In FY 1999, the City Sewer revenues
from the four major industrial customers were $1,100,107. In FY 2006, the revenues projected from
the remaining three large customers are $469,160, a 57% reduction. In FY 2007, the revenues
projected are $619,640, a 32% increase.
Swiss Valley Farms is showing a $12,600 reduction in revenue from FY 2006 due to reduction and
effluent clean up; Inland Protein is showing a $97,080 increase from FY 2006 due to rearranging
their project; and San Rouesslot is showing a $66,000 increase from FY 2006 due to increased
rates and solid waste.
-354
City of uque
Recommended Capital Improvement Program Summary
Fiscal Year 2007-2011
PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 TOTAL PAGE
WATER POLLUTION CONTROL
Business Type
Final Clarifier Replacement Drives Sanitary Sewer Const Fd $ 54,575 $ 55,925 $ - $ - $ - $ 110,500 374
Sandblast and Paint Primary Clarifier Sanitary Sewer Const Fd $ 9,500 $ $ - $ - $ - $ 9,500 375
Rebuild DS705 Centrifuge Sanitary Sewer Const Fd $ 60,927 $ 62,150 $ - $ - $ - $ 123,077 376
Scroll Assemblies
Back Drive and Controllers Replace Sanitary Sewer Const Fd $ 32,000 $ $ - $ $ - $ 32,000 377
for Dry Solids Centrifuges
Roadway Light Repair/Replacement Sanitary Sewer Const Fd $ 13,420 $ - $ - $ - $ - $ 13,420 378
Painting of SPU Incinerator Room Sanitary Sewer Const Fd $ 9,200 $ - $ - $ - $ - $ 9,200 379
Facility Study Sanitary Sewer Const Fd $ 85,000 $ - $ - $ - $ - $ 85,000 380
Laboratory/Admin Bldg Renovation Sanitary Sewer Const Fd $ 200,000 $ - $ - $ - $ - $ 200,000 381
Repair and/or Exchange 02 Sanitary Sewer Const Fd $ - $ 158,900 $ - $ - $ - $ 158,900 382
Plant Mixers
Replace Sludge and Grease Grinders Sanitary Sewer Const Fd $ - $ 18,600 $ 19,600 $ - $ - $ 38,200 383
Primary Dome Sealing Sanitary Sewer Const Fd $ - $ 43,500 $ - $ - $ - $ 43,500 384
Insulated Fiberglass Blend Tank Sanitary Sewer Const Fd $ - $ 22,500 $ - $ - $ - $ 22,500 385
cw Activated Sludge Basin Repair Sanitary Sewer Const Fd $ - $ 120,000 $ - $ - $ - $ 120,000 386
cn Repair Activated Sludge Basin Gates Sanitary Sewer Const Fd $ - $ 76,000 $ - $ - $ - $ 76,000 387
Replacement Plant Intercom System Sanitary Sewer Const Fd $ - $ - $ 18,100 $ - $ - $ 18,100 388
Shower Room Update in SPU Sanitary Sewer Const Fd $ - $ - $ 18,000 $ - $ - $ 18,000 389
Wastewater Plant Road Repair Sanitary Sewer Const Fd $ - $ - $ - $ 98,755 $ - $ 98,755 390
Total
$ 464,622 $ 557,575 $ 55,700 $ 98.755 $ - $ 1,176,652
CITY OF DUBUQUE
Water Pollution Control Department
1 Department Manager
1 Assistant Manager 2 Lab Technicians II
8 Operators
1 Lab Technician I
.16 Intern
1 WPC Plant Maintenance Supervisor
1 Material Cintrol Clerk
1 Electrician
2 Mechanics
DEPARTMENT/DIVISION: Water Pollution Control
ACTIVITY: Administration
GOAL
Manage the business and various activities of the Water Pollution Control Plant in a cost
effective manner that allows all federal and state water and air quality criteria to be met at a
reasonable cost to the community. To maintain a long-range Capital Improvement Program that
will provide for cost effective operations.
DESCRIPTION
The Water Pollution Control Plant Manager is responsible for overall management, planning,
supervision and direction of all water pollution control operations. This includes preparation of
operating and capital budgets, development of rate structures, evaluating plant operations and
recommending improvements, monitoring industrial accounts, acting as state and federal liaison
and evaluating new technology for application in plant operations to reduce cost. This Activity is
staffed by the Water Pollution Control Plant Manager.
SERVICE OBJECTIVES
1. To effectively manage and control operations of the water pollution control facilities by:
a) managing wastewater treatment functions to maintain optimum efficiency while
continuing to meet discharge standards;
b) researching new technology for application in the treatment facility;
c) reviewing alternate methods of operation to determine if more cost effective
operations are available;
d) working with the Solid Waste Management Supervisor to develop methods of
handling solid wastes and sewage sludge in conjunction with other waste
products;
e) administering the continuation of the industrial pretreatment program;
f) ensuring compliance with rules and regulations as established by the United
States Environmental Protection Agency and Iowa Department of Natural
Resources;
g) attending training sessions for continuing education units (CEU's) to maintain
professional license as a Plant Operator as mandated by state law;
h) seeking new and/or innovative ideas for improved wastewater treatment by
attending various state meetings of the Water Pollution Control Association and
the national meeting of the Water Environment Federation; and
i) actively looking for existing operations that can be outsourced to provide better
use of operational staff time.
To maintain financial soundness of the wastewater operation which will assure a
favorable bond rating and enable sound maintenance of the system by:
a) monitoring industrial accounts and adjusting contracts when applicable;
b) developing an equitable rate structure for all users and adjusting as necessary;
and
Water Pollution Control Plant Administration
-357-
3. To maintain public confidence by initiating responses and providing accurate and timely
public information to citizen requests within twenty-four hours and actively participating
in community affairs.
4. To improve productivity and efficiency of the Water Pollution Control Plant by:
a) utilizing the team approach in internal and external division operations; and
b) increasing the efficiency and effectiveness of the Water Pollution Control Plant
operations through implementation of recommendations made by the Plant
Review Team.
5. To establish and maintain operating procedures mandated by the Resource
Conservation and Recovery Act (RCRA), Superfund legislation and Superfund
Amendments Reauthorization Act (SARA) by:
a) maintaining close contact with both federal and state governmental officials to
ensure knowledge of rapidly changing laws, rules and regulations pertaining to
hazardous substance discharge into the environment;
b) using a consultant for specialized work when needed in relation to the RCRA,
SARA and Superfund requirements for toxic substances;
c) speaking to issues of critical concern at public hearings;
d) using a consultant for specialized work needed to maintain a Title V operating
and construction permit for state and federal clean air regulations; and
6. To maintain operating procedures mandated by the EPA regarding 503 regulations for
burning sewage sludge.
7. To ensure City compliance with the testing, sampling and program maintenance of a
plant storm water management program by using a consultant and outside laboratory
services as necessary.
Water Pollution Control Plant Administration
-358-
DEPARTMENT/DIVISION: Water Pollution Control
ACTIVITY: Environmental Monitoring
GOAL
Perform the chemical, biological and bacterial sampling and analysis associated with the
operations of the Water Department and Water Pollution Control Plant and those required to
ensure the safety of private potable water supplies.
DESCRIPTION
This Activity provides chemical, biological and bacterial analysis and sampling services to the
Water Pollution Control Plant, Water Department, Dubuque Metropolitan Area Solid Waste
Agency landfill, industrial pretreatment program, and private water monitoring. Its laboratory
services assist in maintaining the availability of safe drinking water, as well as protection of the
environmental integrity of Mississippi River and Catfish Creek Basin. In addition, it ensures
compliance with all federal and state mandated quality standards and monitoring requirements
and generates the database necessary for industrial user fees. This Activity is staffed by a
Chemist and three Technicians and is located in the administrative building of the Water
Pollution Control Plant.
SERVICE OBJECTIVES
To provide the sampling and analytical services needed to operate a municipal water
pollution control system by:
a) monitoring influent and effluent parameters to ensure compliance with discharge
limits mandated by federal and state regulatory agencies;
b) performing lab analysis necessary to monitor and optimize plant operations; and
c) maintaining and submitting all necessary industrial and operating records to
pertinent agencies.
2. To monitor industrial users and prevent discharge of toxic pollutants into the wastewater
treatment system and ultimately into potential drinking water sources and/or aquatic
environment by maintaining an industrial pretreatment program as mandated by
P.L. 92-500, Section 403, 40 CFR by:
a) acting as the City's industrial pretreatment coordinator;
b) contacting and advising industrial dischargers of the existence and requirements
of the program;
c) maintaining a record of industrial dischargers to determine types and amounts of
pollutants being discharged;
d) sampling and analyzing appropriate industrial effluents to confirm discharge
parameters and their compliance with prescribed limitations;
e) preparing, maintaining and submitting to federal and state regulatory agencies
Water Pollution Control Plant Environmental Monitoring
-359-
all appropriate records to ensure the City's compliance with the mandates of the
law; and
f) providing database for industrial user fees.
3. To provide laboratory analysis required for the safe, efficient and economical operation
of a municipal water system by:
a) monitoring raw and treated water for chemical and bacterial contaminations;
b) optimizing the addition of disinfectant, softening and fluoride chemicals;
c) insuring compliance with safe drinking water regulations as set forth by the
Environmental Protection Agency and Iowa Department of Natural Resources;
d) fulfilling requirements of lead and copper program including sample collection,
analysis and maintaining records; and
e) monitoring the corrosion control plan for lead and copper by conducting sampling
and analysis.
4. To ensure the safety of private water supplies by:
a) examining for bacterial contamination; and
b) determining nitrate and fluoride levels.
5. To ensure the safety of public water supplies by:
a) examining for bacterial contamination at the Dubuque Regional Airport and
provide operational and technical support for operation of the water system; and
b) maintaining and filing necessary records for the Iowa Department of Natural
Resources.
6. To provide analytical services for the Dubuque Metropolitan Area Solid Waste Agency
by:
a) monitoring groundwater samples;
b) maintaining and submitting necessary records for the Iowa Department of Natural
Resources; and
c) analyzing leachate samples.
7. To provide each of the above services in a prompt, fair and financially self-sustaining
manner.
8. To maintain laboratory certification for water and wastewater analysis administered by
the Iowa Department of Natural Resources and University Hygienic Laboratory.
To develop and maintain water quality parameter database for Catfish Creek basin.
Water Pollution Control Plant Environmental Monitoring
-360-
•
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Wastewater/Industrial
Pretreatment Program
BOD tests
Industry 7000 7200 7000 7200 7200
Plant 3650 3650 3650 3650 3650
Lift Stations 3585 3585 3585 3585 3585
Special tests and quality
Control 3500 3500 3500 3500 3500
Annual 17735 17935 17735 17935 17935
Average/day 49 49 49 49 49
Gravimetric Analysis
Industry 4400 4500 4400 4500 4500
Plant 6500 6500 6500 6500 6500
Lift Stations 2000 2000 2000 2000 2000
Special tests and quality
Control 1700 1700 1700 1700 1700
Annual 14600 14600 14600 14600 14600
Average/day 40 40 40 40 40
COD* analysis
Industry 730 730 730 730 730
Plant 365 365 365 365 365
Special tests and quality
control 365 365 365 365 365
Annual 1460 1460 1460 1460 1460
Average/day 4 4 4 4 4
TOC analysis
(Total Organic Carbon)
Industry 1100 1200 1100 1200 1200
Plant 2700 2700 2700 2700 2700
Lift Stations 1000 1000 1000 1000 1000
Special tests and quality
control 2000 2000 2000 2000 2000
Annual 6800 6800 6800 6800 6800
Average/day 19 19 19 19 19
Ammonia, TKN"and anions
Analysis
Industry 800 900 800 1000 1000
Plant 2200 2200 2200 2500 2500
Special tests and quality
control 1000 1100 1000 1200 1200
Annual 4000 4200 4000 4700 4700
Water Pollution Control Plant Environmental Monitoring
—361—
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Average/day 11 12 11 13 13
Metal analysis***
Industry 175 175 175 175 175
Plant 100 100 100 100 100
Lift Stations 100 100 100 100 100
Special tests and quality
control 300 300 300 300 300
Annual 675 675 675 675 675
Average/day 2 2 2 2 2
Distribution sampling
survey/Water quality testing 52 52 52 52 52
Bacterial analysis
(coliform, HPC)
3500 3500 3500 3500 3500
Inorganic species analysis
(nitrate, hardness,
alkalinity, et al) 3500 3500 3500 3500 3500
Metal analysis for Water Plant 600 600 600 600 600
Private -public potable water
tests
Bacterial analysis 2000 1950 2000 1950 1950
Nitrate analysis 450 400 450 400 400
Fluoride analysis 100 120 100 120 120
Metals analysis — lead and
copper 600 300 600 150 600
TOC Analysis (total organic
carbon)
150 150 150 150 150
COD — Chemical Oxygen Demand is used as a measure of the oxygen equivalent of the
organic matter content of a sample that is susceptible to oxidation by a strong chemical
oxidant.
Ammonia, TKN, and anions — Ammonia and Total Kjeldahl Nitrogen are tests that
measure ammonia and organic nitrogen concentration — anions measure nitrate, nitrite,
chloride, phosphate, and sulfate.
Each metal analysis represents a group of 5-7 metals.
Water Pollution Control Plant Environmental Monitoring
-362-
•
DEPARTMENT/DIVISION: Water Pollution Control
ACTIVITY: Plant Operation and Maintenance
GOAL
Operate and maintain equipment and records necessary to collect, pump, treat and dispose of
the liquid wastes discharged into the sanitary sewer system as required by state and federal
regulatory agencies at the lowest possible cost while still effecting appropriate maintenance
programs for plant reliability.
DESCRIPTION
This Activity operates and maintains a pure oxygen activated sludge secondary treatment plant.
Unit processes include screening, grit removal, primary settling, trickling filters, activated sludge,
secondary settling, and disinfection by chlorination of final effluent, and excess chlorine
removal. Primary and secondary solids are dewatered by a centrifuge conditioning process,
filter belt press and final treatment by incineration. The plant has a design capacity of 13.5
million gallons a day, with a peak hydraulic capacity of 28 million gallons a day. The plant is
designed to handle 25,000 pounds per day of BOD and suspended solids. This Activity is also
responsible for operation and maintenance of the sewage lift stations and is staffed by a
Material Control Clerk, eight Plant Operators and four maintenance personnel.
SERVICE OBJECTIVES
1. To maintain a degree of treatment that enhances the quality of the receiving stream by:
a) operating the Water Pollution Control Plant effectively to meet federal Environmental
Protection Agency and Iowa Department of Natural Resources discharge and air
permits;
b) maintaining a safe application of chlorine to disinfect the plant's final effluent prior to
discharging to the receiving stream 8 months of the year;
c) removing free chlorine safely by using magnesium bisulfide;
d) monitoring discharge of industrial accounts to ascertain compliance with contracts;
e) conducting experiments with chemicals that will provide improved treatment and
incineration of sludge; and
f) training operators and maintenance personnel for effective and safe operation and
maintenance of the plant.
To reduce utility costs by experimenting with techniques of plant operation, which will
optimize the use of electricity, water, gas and lubricants, and to continue to work with
various chemical suppliers to find a more economical polymer used in the dry solids
centrifuges.
3. To assure the health and welfare of employees by monitoring and implementing effective
safety practices.
Water Pollution Control Plant Plant Operations and Maintenance
-363-
4. To ensure environmental air quality by conducting air emission tests, as required, and to
comply with CFR 40-503 regulations for sewage sludge incineration and Iowa Title V air
permit requirements.
5. To ensure compliance with the Title V Clean Air Permit by hiring environmental
consulting engineers to keep abreast of state and federal rules.
6. To continue to cross -train operators in all areas of plant operations and have appropriate
personnel attend available training seminars, as part of the recommendations made to
improve Water Pollution Control Plant efficiency and effectiveness by the Plant Review
Team.
7. To provide operational services for the Airport lagoon system by:
a) performing monthly surveillance checks;
b) maintaining monthly operational reports;
8. To provide for financing of sewer related capital improvements by making a payment to
the construction fund each year.
9. To represent the City at various state meetings of the Iowa Water Pollution Control
Association and to keep the City abreast of changes in legislation and technological
breakthroughs.
10. To maintain database for inventory control and preventive maintenance.
11. To continue safety awareness by establishing a Plant Safety Committee and conducting
regular safety meetings.
12. To provide yearly operational and maintenance staff training in lockout/tagout and
confined space entry procedures, right to know information, and risk management.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Maintenance areas and
Equipment
Pump Stations 12 12 12 12 12
Incinerators 2 2 2 2 2
Centrifuges 6 6 6 6 6
Process air compressors 28 28 28 28 28
Belt Press 1 1 1 1 1
Air blowers 58 58 58 58 58
Motor pumps and associated
switch gear 174 174 174 174 174
Trickling filters 2 2 2 2 2
Grit chambers 2 2 2 2 2
Clarifiers 7 7 7 7 7
Gravity thickener 1 1 1 1 1
Chlorinators 2 2 2 2 2
Water Pollution Control Plant
-364-
Plant Operations and Maintenance
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Boilers and heat recovery 0 0 0 0 0
Oxygen dissolution basin
(9 mixer units) 3 3 3 3 3
Dechlorination Unit 1 1 1 1 1
Cost/1,000 gallons treated
Cost/pound of BOD* treated
Cost/pound of SS**treated
$.266 $.301 $.294 $.294 $.294
$.118 $.144 1132 $.144 $.144
1180 $.208 1201 $.228 $.228
Operation -Flow loadings
(million gallons per day)
Residential 5.200 4.800 5.252 5.300 5.300
Commercial 2.064 1.987 2.065 2.100 2.100
Industrial .490 .532 .50 .640 .640
Infiltration .250 .250 .250 .250 .250
Total flow 8.005 7.310 8.067 8.290 8.290
BOD loadings
(pounds Per day)
Residential 7,250 7,002 7,200 7002 7002
Commercial 3,161 3001 3,302 3001 3001
Industrial 6,015 5312 5 924 7000 7000
Total 16,426 15287 16,426 17003 17003
Suspended solids loading
(pounds per day)
Residential 6,380 6577 6,380 6600 6600
Commercial 2,660 2819 2,660 2820 2820
Industrial 1,649 1087 1,649 1300 1300
Infiltration/inflow 100 100 100 100 100
Total 10,789 10583 10,789 10,720 10,720
Tons of sludge incinerated/day
Primary 5.94 5.08 5.94 6.10 6.10
Secondary 4.86 4.50 4.86 5.10 5.10
Pounds of secondary
sludge processed per day 9,720 9000 9,720 10200 10200
Average electrical demand
(KW) 850 836 970 850 850
Average fuel
usage(gallons/day)
Average power factor (plant)
Average polymer usage
pounds/day of operation)
844 590 220 340 340
83% 83% 83% 83% 83%
3293 4076 4,200 4200 4200
Water Pollution Control Plant Plant Operations and Maintenance
-365-
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Average chlorine usage
(pounds per day) March 15
through November 15 171 210 250 250 250
Average percent BOD*
removal
Average percent Sr removal
95 96 96 96 96
87 89 89 89 89
BOD — Biochemical Oxygen Demand is a measure of the oxygen consumed as pollutants in a
sample are broken down through natural biological processes over the course of five days.
SS — Suspended Solids is the residue retained on a glass fibre filter after a known sample is filtered
across the glass fiber.
Polymer for Fiscal Year 2004, Fiscal Year 2005, Fiscal Year 2006, and proposed Fiscal Year 2007
are based on liquid mannich polymer
Water Pollution Control Plant Plant Operations and Maintenance
-366-
Recommended Operating Expenditure Budget by Department
43 - WATER POLLUTION CONTROL
• Fund Account Account Title
610 61010 FULL-TIME EMPLOYEES
610 61030 SEASONAL EMPLOYEES
610 61050 OVERTIME PAY
610 61071 HOLIDAY PAY -OVERTIME
610 61091 SICK LEAVE PAYOFF
610 61092 VACATION PAYOFF
610 61310 IPERS
610 61320 SOCIAL SECURITY
610 61410 HEALTH INSURANCE
610 61415 WORKMENS' COMPENSATION
610 61416 LIFE INSURANCE
610 61640 SAFETY EQUIPMENT
610 61650 MEAL ALLOWANCE
610 61660 EMPLOYEE PHYSICALS
610 61665 OTHER MEDICAL COSTS
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
795,149
8
43,938
15,553
0
320
49,142
64,997
177,656
5,537
999
2,665
87
0
0
766,876
0
58,078
18,123
3,318
294
48,477
64,343
165,637
13,925
927
3,437
88
105
780
868,529
2,108
41,486
17,400
0
0
53,333
70,955
181,616
24,646
1,648
3,325
400
360
250
880,721
2,000
43,099
18,018
0
0
54,155
72,051
194,400
25,712
1,761
3,752
280
367
250
61 - WAGES AND BENEFITS
1,156,051 1,144,407 1,266,056 1,296,566
610
610
610
610
• 610
610
610
610
610
610
610
610
610
610
610
610
610
610
610
610
610
610
610
610
610
610
S 610
610
610
62010 OFFICE SUPPLIES
62011 UNIFORM PURCHASES
62030 POSTAGE AND SHIPPING
62050 OFFICE EQUIPMENT MAINT
62061 DP EQUIP. MAINT CONTRACTS
62090 PRINTING & BINDING
62110 COPYING/REPRODUCTION
62130 LEGAL NOTICES & ADS
62170 SUBSCRIPTIONS -BOOKS -MAPS
62190 DUES & MEMBERSHIPS
62206 PROPERTY INSURANCE
62207 BOILER INSURANCE
62208 GENERAL LIABILITY INSURAN
62210 SALES TAX
62310 TRAVEL -CONFERENCES
62320 TRAVEL -CITY BUSINESS
62340 MILEAGE/LOCAL TRANSP
62360 EDUCATION & TRAINING
62411 UTILITY EXP -ELECTRICITY
62412 UTILITY EXP -GAS
62415 UTILITY EXPENSE STORMWATR
62416 UTILITY EXP -WATER
62421 TELEPHONE
62424 RADIO/PAGER FEE
62431 PROPERTY MAINTENANCE
62511 FUEL, MOTOR VEHICLE
62521 MOTOR VEHICLE MAINT.
62528 MOTOR VEH. MAINT. OUTSOUR
62611 MACH/EQUIP MAINTENANCE
373
1,849
1,854
705
3,158
753
0
0
140
605
39,603
23,025
14,546
105,664
1,274
0
413
2,868
323,093
56,301
0
37,915
7,092
96
18,158
4,981
1,666
5,654
22,373
472
900
1,980
768
2,957
1,259
800
1,380
1,885
1,795
2,775
1,165
0 50
0 200
0 495
1,222 720
45,420 46,991
20,415 20,361
15,077 16,853
103,498 102,000
1,065 3,944
387 510
458 600
2,478 10,730
353,558 438,673
89,353 78,505
0 947
25,213 36,050
7,056 7,907
0 0
28,809 17,520
6,862 5,309
1,952 3,200
4,241 5,052
38,674 34,780
500
936
2,246
800
3,104
1,538
50
200
350
985
51,261
21,115
15,199
107,638
3,800
510
570
5,995
399,520
94,200
1,174
26,600
8,277
444
25,000
8,561
2,795
4,495
41,000
-367-
Recommended Operating Expenditure Budget by Department
43 - WATER POLLUTION CONTROL
Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
610 62612 MAJOR REPAIR ELEMENT
610 62614 EQUIP MAINT CONTRACT
610 62621 02 PLANT MAINTENANCE
610 62623 CETRIFUGE MAINTENANCE
610 62625 LIFT STATION MAINTENANCE
610 62626 INCINERATOR MAINTENANCE
610 62628 INSTRUMENTATION MAINT
610 62629 INSTR MAINT CONTRACT
610 62633 CHLORINE
610 62638 POLYMER
610 62639 LIQUID CO2/02
610 62671 MISC. OPERATING SUPPLIES
610 62677 FLINT SHOT SAND
610 62681 LUBRICATION PRODUCTS
610 62682 INCINERATOR FUEL
610 62692 LANDFILL FEES
610 62726 AUDIT SERVICES
610 62731 MISCELLANEOUS SERVICES
610 62733 CONTRACT CUSTODIAL
610 62747 MACH/EQUIPMENT RENTAL
610 62763 PAYMENT TO IOWA DNR
30,416 22,760
384 384
2,640 5,086
11,137 46,897
35,584 37,913
21,105 32,407
15,793 15,009
60,444 60,444
14,631 18,812
70,734 57,288
273,950 289,616
45,954 44,155
1,775 10,900
4,925 3,554
181,096 322,004
7,416 6,982
1,500 2,700
27,016 32,116
9,450 10,945
1,895
1,083
0
1,464
37,000
400
7,750
10,000
35,625
25,770
18,400
63,960
20,280
79,380
190,560
51,005
2,700
8,525
119,100
8,046
2,000
44,935
11,420
4,000
2,800
48,500
900
5,289
26,000
41,000
35,000
27,110
64,071
28,900
82,752
301,200
52,464
2,800
3,767
248,920
7,401
2,100
64,385
11,602
2,009
2,800
62 - SUPPLIES AND SERVICES
1,491,575
1,777,024 1,584,853
1,887,833
610 63314 PAYROLL OVERHEAD
3,439 2,671 2,557
2,718
63 - ADMIN/OVERHEAD/STORES GAR
3,439
2,671
2,557
2,718
610 71127 UPS SYSTEM
610 71310 AUTO/JEEP REPLACEMENT
610 71314 TRUCK -REPLACEMENT
610 71318 HEAVY EQUIP -REPLACEMENT
610 71410 SHOP EQUIPMENT
610 71413 LABORATORY EQUIPMENT
610 71415 SAWS
610 71512 COMPRESSORS
610 71610 CUSTODIAL EQUIPMENT
610 72111 GAS SAFETY MONITOR
0 485 0
0 0 13,100
2,055 0 5,000
0 0 0
3,309 3,453 5,100
6,184 3,931 8,500
850 0 0
0 18,770 2,600
0 957 0
0 0 0
0
0
32,000
25,000
8,500
29,000
0
0
0
500
71 - EQUIPMENT
12,398 27,596
34,300
95,000
610 74111 PRINCIPAL PAYMENT
610 74112 INTEREST PAYMENT
170,000 0 0
4,250 0 0
0
0
74 - DEBT SERVICE
174,250
0
0
0
610 91100 TO GENERAL
610 91640 TO WATER OPERATING
610 91710 TO SANITARY SEWER CONST
200,361 242,806 249,666
40,000 40,000 40,000
1,219,800 959,249 1,244,456
266,390
40,000
1,270,456
91- TRANSFER TO
1,460,161 1,242,055
1,534,122 1,576,846
43 - WATER POLLUTION CONTROL TOTAL 4,297,874 4,193,754 4,421,888 4,858,963
-368-
s
FY 2007 Recommended DepartmentIterating Budget Summary By Activity
•
Date: 1/10/06
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
WATER POLLUTION CONTROL
43100
WPC ADMINISTRATION
WAGES AND BENEFITS
88,817
64,236
96,001
103,293
SUPPLIES AND SERVICES
116,993
124,348
125,059
130,471
ADMIN/OVERHEAD/STORES GAR
3,439
2,671
2,557
2,718
DEBT SERVICE
174,250
0
0
0
FUND: SEWAGE ACTIVITY TOTAL FOR: WPC ADMINISTRATION 383,499 191,254 223,617 236,482
FACILITY OPERATION
43400
WPC PLANT OPERATIIONS
WAGES AND BENEFITS
793,320
785,942
869,972
903,433
SUPPLIES AND SERVICES
1,329,189
1,604,777
1,404,451
1,698,199
EQUIPMENT
4,159.
23,665
20,800
66,000
FUND: SEWAGE ACTIVITY TOTAL FOR: WPC PLANT OPERATIIONS 2,126,669 2,414,384 2,295,223 2,667,632
FACILITY OPERATION
43700
ENVIRON -MONITORING
WAGES AND BENEFITS
273,913
294,229
300,083
289,840
SUPPLIES AND SERVICES
45,393
47,900
55,343
59,163
EQUIPMENT
8,239
3,931
13,500
29,000
FUND: SEWAGE ACTIVITY TOTAL FOR: ENVIRON -MONITORING 327,545 346,060 368,926 378,003
I FACILITY OPERATION
co
co
I DEPARTMENT TOTAL FOR: WATER POLLUTION CONTROL 2,837,713 2,951,699 2,887,766 3,282,117
Recommended Operating Revenue Budget by Department
43 - WATER POLLUTION CONTROL
Fund Account Account Title
610 42230 SEWAGE DISPOSAL PERMITS
610 43110 INVESTMENT EARNINGS
610 51185 WATER TESTS -OUTSIDE
610 51205 SEWAGE FEES
610 51215 PENALTIES
610 51220 SWISS VALLEY FARMS
610 51225 INLAND PROTEIN
610 51230 SEWAGE DUMPING FEES
610 51235 WW IND. PRETREATMENT
610 51240 SANOFI BIO -INDUSTRY
610 51255 INTERSTATE PWR & LGT
610 51690 LANDFILL PAYMENT -LAB TEST
610 53201 REFUNDS
610 53520 WATER SAMPLING -PLANT
610 53521 WWT SAMPLING -AIRPORT
610 53523 WWT SAMPLING -OUTSIDE
610 53605 MISCELLANEOUS REVENUE
610 53630 SALES TAX COLLECTION
610 54109 SALVAGE SALES
FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
350
21,347
32,154
3,740,083
33,833
130,928
147,205
25,789
31,578
261,667
0
15,960
0
50,000
2,130
16,286
0
104,809
25
300
17,520
24,271
3,780,631
42,895
152,520
74,542
23,344
32,995
277,899
4,482
15,960
0
50,000
2,130
11,992
0
104,036
36
350
22,000
29,650
4,075,518
26,500
147,600
57,560
29,047
28,000
264,000
0
15,960
100
50,000
2,130
16,400
500
102,000
50
300
22,000
25,000
4,372,875
35,000
135,000
154,640
29,000
30,000
330,000
12,000
17,000
0
50,000
2,130
15,000
0
115,000
100
43 - WATER POLLUTION CONTROL TOTAL
4,614,143 4,615,553 4,867,365 5,345,045
-370-
i # !
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
43 WATER POLLUTION CONTROL DEPARTMENT
FD JC WP -GR JOB CLASS
61010 Full Time Employee Expense
FY 2005
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
610 3300 GE -37 WASTEWATER PLANT MANAGER 1.00 71,231 1.00 75,077 1.00 80,860
610 3400 GE -36 CHEMIST 1.00 63,343 1.00 66,764 1.00 50,648
610 3030 GE -34 MAINTENANCE SUPERVISOR WW1 1.00 56,989 1.00 60,066 1.00 61,941
610 2100 GE -31 LAB TECHNICIAN II 2.00 96,218 2.00 101,679 2.00 104,841
610 2900 GE -29 MATERIAL CONTROL CLERK 1.00 43,936 1.00 46,309 1.00 47,742
610 2400 OE -14 EQUIPMENT MECHANIC -WWT 2.00 84,109 2.00 88,651 2.00 91,377
610 2800 OE -14 MAINTENANCE ELECTRICIAN 1.00 41,439 1.00 43,677 1.00 46,512
610 2600 OE -13 WWT PLANT OPR CERT GR III & IV 3.00 125,886 3.00 127,365 3.00 129,518
610 2025 OE -12 LAB TECHNICIAN I 1.00 41,563 1.00 43,807 1.00 45,167
w610 2500 OE -12 WWT PLANT OPERATOR CERT GR 3.00 122,995 3.00 129,637 3.00 133,732
610 2450 OE -11 WWT PLANT OPERATOR (NC/GR II 2.00 81,117 2.00 85,497 2.00 88,383
TOTAL FULL TIME EMPLOYEES 18.00 828,826 18.00 868,529 18.00 880,721
61030 SEASONAL EMPLOYEES
610 0650 NA -28 INTERN
TOTAL SEASONAL EMPLOYEES
TOTAL WATER POLLUTION CONTROL
0.16
0.16
2,000 0.16
2,000 0.16
2,000 0.16
2,000 0.16
2,000
2,000
18.16 830,826
18.16 870,529
18.16 882,721
ACTIVITY ACCT FD
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
JC WP -GR POSITION CLASS
FY 2005
FTE BUDGET
FY 2006
FTE BUDGET
Run Date:
01/11/06
FY 2007
FTE BUDGET
Water Pollution Control Administration
61043100 61010 610 3300
WPC Plant Operation
61043400 61010
61043400 61010
61043400
61043400
61043400
61043400
61043400
61010
61010
61010
61010
61010
GE -37 WASTEWATER PLANT MANAGER
Total
610 3030 GE -34
610 2400 0E-14
610 2900 GE -29
610 2500 0E-12
610 2450 0E-11
610 2800 0E-14
610 2600 0E-13
Environmental Monitoring Lab -FT
v
N
61043700
61043700
61043700
61010
61010
61010
610
610
610
2100
3400
2025
Environmental Monitoring Lab -Seasonal
61043700 61030 610 0650
GE -31
GE -36
0E-12
MAINTENANCE SUPERVISOR WWT
EQUIPMENT MECHANIC - WWT
MATERIAL CONTROL CLERK
WWT PLANT OPERATOR CERT GR II
WWT PLANT OPERATOR (NC/GR I C)
MAINTENANCE ELECTRICIAN
WWT PLANT OPR CERT GR III & IV
Total
LAB TECHNICIAN II
CHEMIST
LAB TECHNICIAN I
Total
NA -28 FINANCE INTERN -SEASONAL
Total
TOTAL WATER POLLUTION CONTROL DEPARTMENT
1.00
1.00
1.00
71,231 1.00
71,231 1.00
2.00
56,989 1.00
84,109 2.00
75,077
1.00
80,860
75,077
60,066
1.00
1.00
80,860
61,941
88,651
2.00
91,377
1.00
3.00
43,936 1.00
122,995 3.00
46,309
1.00
47,742
129,637
3.00
133,732
2.00
81,117 2.00
85,497
2.00
88,383
1.00
3.00
13.00
2.00
1.00
1.00
4.00
0.16
41,439
125,886
556,471
96,218
63,343
41,563
201,124
0.16
1.00
3.00
13.00
43,677
127,365
581,202
2.00 101,679
1.00 66,764
1.00 43,807
4.00 212,250
2,000 0.16
2,000 0.16
2,000
1.00
3.00
13.00
2.00
1.00
1.00
4.00
0.16
46,512
129,518
599,205
104,841
50,648
45,167
200,656
2,000
2,000
0.16
2,000
18.16
830,826 18.16
870,529
18.16 882,721
•
•
•
DEPARTMENT/DIVISION: Operations and Maintenance
RESPONSIBILITY: Don Vogt,
Public Works Director
HIGHLIGHTS OF FY05 AND CALENDAR 2005 ACCOMPLISHMENTS:
Street Maintenance
In September of 2005, workers assigned to the street maintenance activity moved all of the
Public Works Department's records, materials and equipment from the former Operations and
Maintenance Center to the new Municipal Services Center. This was accomplished quickly, and
with minimal impact on the activity's normal operations.
The annual street inspection and rating program w as completed in the fall of 2004. The
purposes of this program are to identify problem areas and to help prioritize the City's street
maintenance and reconstruction programs. The information garnered from this inspection will
also be used to help prepare the street reconstruction cost estimates for next year's projects, as
now required by Iowa Code.
The annual curb and gutter replacement program was successfully completed through a
partnership of private sector and departmental crews. Curb ramps with the ADA required
truncated domes were installed where needed at intersections along the 56 streets that were
paved with asphalt in 2005.
As part of our continuous effort to extend the useful life of our streets with timely maintenance
programs, in FY 2005 19,575 pounds of crack sealing material were used to seal 140,436 lineal
feet of cracks on 87 different streets.
During calendar year 2005, a total of 17,613 tons of asphalt was used to pave 10.05 miles, on
56 streets, as part of our neighborhood street asphalt paving program. Projects completed in
calendar year 2005 are:
2nd Street - Iowa to Main
12th Street - Elm east to cul-de-sac
Alpine Street- WSth to YMYW Dr
Aquin Street
Ashton Street
Baldwin Drive
Brunswick Street -Lawther to Groveland
Chaney Drive - Hillcrest to Pennsylvania
Cherbourg Court
Churchill Drive
Cider Ridge
Crissy Drive
Davis Street - Sheridan to east end
Judson Court
Karen Drive
King Street - Greeley to Fulton
Link Street
Martin Drive
Marywood Drive
Milwaukee Street
Mineral Street
Monroe Street
Mt Pleasant Street
Mullen Road
Nevada Street - W3rd to YMYW Dr.
Orchard Street
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Delicia Drive
Diamond Street
Eden Lane
Foothill Road - JFK east to cul-de-sac
Fulton Street
Glenview Circle
Gordon Drive
Greeley Street
Griggs Place
Hennepin Street
Hi View Circle
Hillcrest(n) - Pasadena to JFK
Hillcrest(s) -Pasadena to JFK
Hogrefe Street
Jackson Street - 12th to 17th
Jonathan Drive
Judson Drive
Pasadena Drive
Pleasant View Drive
Powers Court
Reeder Street - west of Alpine
Ries Street
Rosewood Drive
St Celia Drive
Stafford Street - Hennepin to Lincoln
Sundown Court
Theda Drive
Trygg Drive
Vail Trail
W 24th Street - Central to Broadway
Since 1993, 107.6 miles of streets have been paved through our department's program.
As in the past several years, an increased effort has been made to extend the useful life of
Dubuque's concrete streets by means of full depth concrete panel replacements. This year, a
total of 258.5 cubic yards of concrete were used to repair and improve 12 concrete streets.
Repairs were made on the following concrete streets in calendar year 2005:
Carter Road
Dana Drive
Data Court
Forest Lane
John F. Kennedy Road
Loras Boulevard
Northstar Drive
Seippel Road
Stoneman Road
University Avenue
Ventura Drive
Westmark Drive
Street maintenance crews also provided assistance to other departments for the following
projects:
1) Finished asphalt excavations for the Engineering Department's Brick Manhole
Replacement Project;
2) Finished asphalt excavations for the Engineering Department's Curb and Curb Ramp
Programs;
3) Finished asphalt excavations for private contractors replacing driveway curb cuts;
4) Finished concrete and asphalt street excavations and make curb and gutter repairs for
the Water Department;
5) Paved streets in CDBG neighborhoods in partnership with the Community and Economic
Development Department; and,
6) Installed two replacement and five additional trash receptacles at various locations in the
Jackson Park Historic District.
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•
•
•
In 2005, the Street and Sewer Maintenance Supervisor continued to serve the Board of
Directors of the Iowa Chapter of the American Public Works Association, as its membership
chair. Also in Fiscal Year 2005, the Street/Sewer Maintenance Supervisor represented the
department in planning for and providing on-site supervision in the Port of Dubuque d uring the
America's River Fest, which included Cabela's National Walleye Fishing Tournament. And
during the planning and construction of the recently completed Municipal Services Center, the
Street/Sewer Maintenance Supervisor served on the project team and was responsible for
planning and coordinating the move to the new facility.
Sanitary and Storm Sewer Maintenance
The Public Works Department continued its sanitary sewer comprehensive maintenance
program. In FY 2005, sewers in the Kaufmann Ave, Marywood Dr, Crissy Dr and John F
Kennedy Rd. areas were systematically cleaned and inspected. Departmental efforts to inspect,
with closed circuit television equipment, all sanitary and storm sewers underlying streets in the
City Engineer's FY05 Street Reconstruction and Maintenance Program were successful. The
annual spring and fall inspections of the Catfish Creek sanitary sewer line and other remote
lines were also completed.
The department also continued its systematic cleaning and inspection of Dubuque's storm
sewer system, including the Bee Branch storm sewer and major storm water ditches throughout
the city. An increased effort to clean and inspect storm sewer water intakes and identify
construction defects that could cause flooding during major rain events continued.
Street Cleaning
Additional sweepers were deployed and extended work hours were implemented during the
spring and fall seasons, to improve the effectiveness of our street sweeping program. From the
11,540 curb miles swept in fiscal year 2005, sweepers picked up 669 truckloads (1,260 tons) of
material.
Snow and Ice Control
The winter of 2004/05 could be considered Dubuque's fourth consecutive mild winter, although
a total of 30 storm events with 27 inches of snow and 7 ice events still made for a challenging
winter. As development continues to add to the miles of streets maintained by the city, changes
have been made to the route system to assure consistent and comprehensive coverage during
and after winter storm events. In 2005, our winter road maintenance cooperative agreement
with Dubuque County, which addresses jointly -owned roadways, was updated and renewed.
With the completion of the Municipal Services Center, brine, liquid deicer, and salt are now
located in a permanent, covered structure.
Street and Traffic Lighting
In Fiscal Year 2005, our traffic signal technicians responded to street and traffic signal
knockdowns and all underground City -owned electrical utility location requests in a timely
manner. The technicians also continued to provide technical support to the Fire Department with
its traffic signal "preemption" project, the Engineering Department with fiber optic installation
projects, and the Information Services Department with development of fiber optic specifications
for city building and remodeling projects. In September of 2005, the traffic signal shop was
relocated to the Municipal Services Center. This involved moving traffic signal control equipment
previously stored in four different locations to the new facility.
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Street Signs and Markings
In Fiscal Year 2005, city crews assigned to the maintenance of street and traffic signs assisted
the Building Department by installing new address signs on all properties in the newly -annexed
areas of the city. In September of 2005, the sign shop was relocated from a leased garage at
12th and Elm to the Municipal Services Center. The relocation of the sign shop also included
moving all signs and sign materials from the 925 Kerper Blvd. facility.
Riverfront and Floodwall
Our efforts to control the growth of weeds, brush and trees along the 6.4 mile long floodwall
continued, with our crews continually cutting brush and saplings wherever needed. Also, a
private contractor was hired to spray herbicides along the entire floodwall. An inspection of the
floodwall system by the U.S. Army Corps of Engineers was completed in November of 2004.
The Corps found the condition and the maintenance of the levee system to be satisfactory, as
usual.
In 2005, an agreement with IIW Engineering and Surveyors, P.C. was approved by Council. It
provides for design, consulting, and engineering services for three floodwall generator projects.
When completed, emergency power standby generators will have been installed at the
Hawthorne, Bee Branch and Maus Lake floodwall pumping stations.
In the spring of 2005, the river crested at 14.8 feet. This relatively low crest made it necessary to
only close and operate the pumping facility located at the Bee Branch basin. All operations
were according to t he U.S. Army Corps of Engineers' Floodwall Operating Manual and
proceeded as planned.
During the summer of 2003, the Port of Dubuque's Riverwalk was completed and the
department initiated its maintenance program for the Riverwalk, Rivers Edge Plaza, Hotel
Walkway, and Ice Harbor Park. During the summer of 2005, the Port of Dubuque hosted the
America's River Fest, which included Cabela's National Walleye Fishing Tournament. The
department played an active role in the preparation and maintenance of the Port of Dubuque,
and especially its Riverwalk area throughout the three day event.
VEHICLE MAINTENANCE ACTIVITY
The maintenance and repair of the City's fleet of 477 trucks, heavy equipment, automobiles, and
other mechanized machinery was performed in a timely manner. This was significant given the
ever-increasing complexity of many of the vehicles, the loss of one mechanic to service in the
Iraq war, the loss of another mechanic due to a broken leg, and the commitment of time and
resources to the move of the entire activity to its new quarters at the Municipal Services Center.
The schedules of the activity's workers were realigned and the activity's hours of service were
expanded. The activity's personnel complement is now apportioned more evenly over the
vehicle maintenance garage's three work/service shifts. Also, one of the mechanics was
promoted to Lead Mechanic in order to ensure adequate supervision throughout the activity's
eighteen (18) hour work day.
Near the end of FY05, the maintenance and repair of the Transit (Keyline) Division's fleet of
fifteen (15) mini -buses was transferred from private sector garages to this activity. This
accommodation was done without adding personnel and was made possible by the
consolidation of the Keyline and Public Works vehicle maintenance facilities into the new
Municipal Services Center's vehicle maintenance garage.
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•
•
•
The Vehicle Maintenance Supervisor worked closely with the Municipal Services Center's
architect and general contractor to ensure that the design and construction of the Center's
vehicle maintenance facility would meet the City's current and future needs.
DMASWA Landfill, Yard Waste Composting, Education and HHMRCC Activities
• In calendar 2005, an application to IDNR for a $12,090 state grant for HHMRCC
disposal assistance funds was successful.
• The annual overflight/survey program to verify cell capacity, waste compaction rates,
cover dirt usage, and, landfill facility life was completed.
• The first year of a new partnership with the firm of T&W Grinding Service, which is now
operating the DMASWA' s yard waste composting facility, proved quite positive, with an
excellent compost product.
• The West 32nd Street stormwater management construction and demolition materials (C
& D) diversion demonstration project was successfully concluded.
• The Agency and staff provided financial and technical assistance to the Dubuque
Community School District for its new Prescott School project. As a result, 6,317 tons of
demolition materials were diverted from the Agency's landfill - a 77% diversion rate.
• The Agency renewed its partnership with the Dubuque County ISU Extension Service
and sponsored another "Marsville" recycling curriculum event for local sixth graders at
the Grand River Center.
• Three, one -day electronics dropoff/recycling events were sponsored, staffed and
conducted by staff and volunteers in 10/04, 4/05, and 10/05. The 10/05 event included a
partnership with the Dubuque Noon Optimists' "Pedals for Progress" bicycle recycling
program. 56 tons of electronics were diverted from landfill disposal and sent to the Scott
County electronics recycling facility.
• Two one -day toxic and electronic waste dropoff/recycling event s were co-sponsored,
co -staffed, and conducted by staff and Delaware county volunteers in 2005 in Delaware,
Iowa.
• A one -day, household hazardous materials dropoff/recycling event was conducted by
the Agency's staff in the city of Dubuque's north end neighborhood in the fall of 2005.
• Agency staff initiated a yard and food waste composter sales program at numerous
events and commercial outlets in the fall of 2005. The cost of the composters was
subsidized by the Agency in order to foster sales.
• The Agency was recognized by the state chapter of the National Recycling Coalition with
its Recycling Project of the Year Award for the Agency's "X -Stream" bottle and can
recycling program.
• Properties were purchased from three, willing, neighbor -sellers in 2005. These
properties are needed for buffer, dirt borrow, and/or the Agency's next generation of
landfill cells.
• In calendar 2005, the firm of Foth and Van Dyke conducted the Agency's second major
operations and financial review of its service activities of the last seven years. Numerous
operational improvements and financial recommendations were received and are now
being implemented.
• In October of 2005, the Agency's Board of Directors, staff, major customers, and other
stakeholders participated in two days of intensive strategic and tactical planning
sessions. The sessions produced an extensive and scheduled priority list of goals and
objectives.
• In late 2004, the department manager was re-elected by his Iowa peers to another two
year term on the board of directors of the state chapter of the Solid Waste Association of
North America (SWANA);
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• Also in late 2004, the Agency Administrator was elected by his peers to a three year
term on the board of directors of the state chapter of the National Recycling Coalition
(NRC);
• Through their memberships on the boards of directors noted immediately above, the
department manager and Agency Administrator were successful in recruiting the 2006
SWANA/NRC joint state conference to the Port of Dubuque.
• In 2005, the DMASWA formalized a business partnership with the Dubuque Community
School District. 270 recycling bins were subsequently donated to the school district by
the Agency for paper and container recycling programs in the schools.
• Major (four page), informational inserts were placed in Dubuque and Delaware county
newspapers in April and November of 2005. These inserts were intended to educate
and bolster the Agency's customer base.
• An electric/gasoline hybrid, four passenger vehicle was purchased by the Agency in July
of 2005 - the first hybrid purchased by any landfill agency in the state.
• A hydro/geologic study of the future site of the Agency's next generation of landfill cells
was initiated in the fall of 2005.
• The Agency renewed its retention of an expert, outside firm to assist the Agency with the
diversion and reuse of regionally -generated construction and demolition materials.
• Agency staff provided technical assistance to numerous communities in Dubuque and
Delaware counties, which were focusing on improving and enhancing their State -
mandated, unit -based pricing, refuse collection systems.
• The Agency provided financial assistance, in the form of waste minimization grants, to:
the cities of Epworth, Farley, Dubuque and Worthington; the Dubuque County ISU
Extension Service; Delaware County; the Dubuque Community School District; the
Dubuque County Conservation Board; the Future Farmers of America (West Dubuque
High School chapter); and, the Dubuque Noon Optimists.
• The Education and Communication Coordinator made presentations to over 2,000
students and civic organization members in FY05.
• The Education and Communication Coordinator set up and staffed booths at numerous
public events in the two -county planning/service area, as well as at the 2005
NRC/SWANA state conference in Des Moines.
• The Agency's Household Hazardous Materials Regional Collection Center (HHMRCC)
provided convenient, six -day -per -week, dropoff services to 551 households and 57 small
businesses and institutions in FY05.
• The HHMRCC collected and properly disposed of 34.38 tons of hazardous materials
from those customers.
• The HHMRCC also received, processed, and distributed for reuse over 500 gallons of
paint, paint thinner, and wood stain.
• The Agency's yard waste composting facility processed and composted 1,838 tons of
yard waste in FY05.
• The Agency's landfill facility received and buried in its lined landfill cells 92,429 tons of
municipal solid waste in FY05.
• The State of Iowa certified that the Agency had achieved a waste diversion rate of
25.6% for FY05.
Solid Waste Management Activities
• Overall diversion / recycling rate increased to 40%;
• Refuse collection tonnage increased only 1% from FY04;
• Recycling collection tonnage increased by 3% from FY04;
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•
•
•
• Yard waste collection tonnage decreased by 5% from FY04;
• Large Item collection appointments increased by 4% from FY04;
• Provided event recycling assistance for the America's River Festival;
• Implemented full scale Incident Tracking, recording an average of 700 crew tags and
other customer service contacts per month;
• Distributed 3,022 complimentary Extra Garbage "Holiday Tags" over the 2004 winter
holidays;
• Distributed 1,700 yellow recycling bins to improve recycling diversion;
• Expanded crew training in customer service, safety, accident prevention, meth materials
identification, and defensive driving;
• Sponsored the regional Landscape Care Conference at the Grand River Center and
presented ecological options for reducing and managing toxic materials and yard debris.
• Expanded presentations at area K-8 schools and provided technical assistance in
designing effective waste management collection at Eleanor Roosevelt Middle School;
and,
• Expanded subscriptions to wheeled, tipper carts for refuse collection - improving setout
sanitation, appearance and cost saving at many multiplex locations.
FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007:
Street Maintenance
Upcoming initiatives for the activity dedicated to maintaining and improving Dubuque's street
system include:
1) An aggressive asphalt paving program for neighborhood streets;
2) Installation of more curb ramps at intersections;
3) Expanded efforts to rehabilitate concrete streets through full -depth panel replacements;
and,
4) Continuation of our efforts to preserve streets with timely pavement maintenance
programs.
Sanitary and Storm Sewer Maintenance
The department will continue with a comprehensive maintenance program for the entire sanitary
sewer system. The department will also work with a consulting firm on a cMOM department
audit for sanitary sewers and a SOP manual for employees involved with sanitary sewer
maintenance. The department will also continue to assist the Engineering Department in
meeting regulation requirements of the City's federal Phase II Stormwater Permit.
Riverfront/Ice Harbor Maintenance and Floodwall Operations
Departmental efforts will continue to focus on enhancing the riverfront' s appearance and
accessittility, while working to ensure the floodwall's ability to protect the city from flood events.
The department will provide appropriate attention to concrete and landscaped areas located
along the Rivers Edge Plaza, Riverwalk, Hotel Walkway, and Amphitheater/Brewery. In Fiscial
Year 2006, the department will add and maintain hanging flower baskets to the light poles along
the Riverwalk.
Also during Fiscal Year 2006, the department will complete the Hawthorne Street and Maus
Lake Auxiliary Power Projects, along with the Bee Branch Auxiliary Power, Pump Control and
Sidewalk Project.
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Street Cleaning
The department will continue to use extended work hours and additional personnel to operate
all cleaning/sweeping equipment during heavy workload periods (post -storm, spring street
cleanup, and autumn leaf fall). We will also continue the Best Management Practices listed in
the City of Dubuque' s federal Phase II Storm Water Permit.
Snow and Ice Control
We will update and renew, as needed, our winter road maintenance cooperative agreement with
Dubuque County to address jointly -owned roadways. Also, the department will continue to
research and evaluate new methodologies, materials, and equipment that may increase the
effectiveness and efficiency of our snow and ice control program. This could likely include the
use of a Global Positioning System (GPS) on snow and ice control vehicles. Traffic control pre-
emption equipment will be installed on the snow and ice control vehicles in Fiscal Year 2006.
Traffic Signal and Street Light Maintenance
The department will continue to install battery packs at signalized intersections which have
been identified as benefiting most from being equipped with standby power. The battery packs
provide emergency power to the traffic signals, thereby ensuring safe driving conditions at
heavily used intersections during power outages.
Signs and Markings
During Fiscal Year 2006, the department will purchase new street sign making equipment which
will allow the department to improve the visibility of our street signs by using diamond grade
paper. The department will also replace and upgrade the current sign truck which will allow the
sign crew to efficiently install or replace signs throughout the city.
VEHICLE MAINTENANCE ACTIVITY
Conversion of the equipment management information system to a more network -and -user
friendly, Windows-based software system.
Acquisition and use of new, portable, sophisticated vehicle diagnosis hardware and software
systems that will be used in the work bays by the mechanics.
More training for the mechanics in the area of vehicle electronics.
More emphasis on ensuring that emergency vehicles can be fully serviced "in-house".
Continued focus on improving operational efficiencies, by balancing resources, outsourcing,
training, and scheduling priorities.
DMASWA Landfill, Yard Waste Composting, Education and HHMRCC Activities
• The Agency will pursue a final acquisition of "buffer" and dirt borrow property.
• The Agency will actively pursue the establishment of additional recyclables drop-off sites
throughout its two -county planning/service area.
• The Agency will evaluate the viability of a permanent electronic waste recycling program,
while continuing to sponsor and staff single -day dropoff events.
• Agency staff will continue to provide technical assistance to member communitie s,
helping them make their refuse and recycling collection programs more effective and
efficient.
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•
i
•
• An addition to the landfill facility's scale house will be constructed.
• Firms will be hired to design and place a final cover (cap) on cells #3 and #4;
• A separate drop-off facility for cars and pickup trucks, to reduce congestion at cell faces,
will be designed and constructed.
• The Agency will continue its sixth grade recycling curriculum partnership with the
Dubuque County ISU Extension Service.
• The Agency and its staff will continue to evaluate waste diversion grant applications and
award funds as per Agency and State (IDNR) guidelines.
• The Agency will purchase and install a new equipment refueling system.
• The Agency will negotiate and enter into new waste delivery contracts with its larger
customers.
• The Agency will host the 2006 SWANA/NRC joint state conference in October of 2006 at
the Port of Dubuque.
• The Agency will continue its construction and demolition (C&D) materials diversion
assistance partnerships with the City of Dubuque, the Dubuque Community School
District, and other interested parties.
• The Agency's staff will aggressively "market" Agency services to promote waste
generator loyalty and solidify its collector/hauler customer base.
• The Agency's engineering firm will complete the recently -initiated hydro -geologic study
and then the Agency will apply to IDNR for a preliminary permit for a new generation of
cells, which would add 30 years to the landfill's life.
• The Agency will continue to explore methane collection and reuse.
• The Agency will not only continue its annual overflight and survey program to monitor
dirt usage and cell life, but seriously consider expanding the program by doubling the
overflights and surveys.
• The Agency will finalize a "master plan" for diversion and reuse of regional construction
and demolition materials.
• The Agency will seriously consider and explore expanding its service area and customer
base, in order to ensure adequate revenues in the possible event of the loss of one of its
current, major customers.
• The Agency will initiate, complete and submit its triennial Solid Waste Management Plan
Update.
• The HHMRCC will strive to increase the number and scope of its one -day, materials
dropoff events in communities in the Agency's two -county service area.
• The HHMRCC will continue to offer its services to adjoining, non-member counties, as
per IDNR operations grant requirements.
• The HHMRCC will continue its very successful paint, thinner, and stain exchange
program.
• The HHMRCC will continue to submit grant applications to IDNR for operating
assistance funds.
• The Agency will enhance its business partnership with the Dubuque Community School
District with the "Green Vision" flag/banner recognition program. This program
recognizes attainment of waste diversion numerical goals by individual schools with the
presentation and display of flags and/or banners.
• The Agency will expand its home composting workshop initiative, including compost bin
sales, to its entire two -county planning and service area.
• The Agency will continue its twice -yearly, informational newspaper inserts highlighting
the Agency's programs and marketing its services.
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Solid Waste Management Activities
• Maintain more affordable monthly solid waste collection fees and options relative to
Iowa' s ten largest cities;
• Cooperate with the Finance Department and other City utilities to develop better
procedures to improve collection of delinquent and under -billed utility fees;
• Expand options to assist Housing and Community Development and Health Services
staff enforce City Code, clean up unsuitable garbage storage sites and resolve other
chronic refuse problems;
• Complete the update of City Code Chapter 40 (Solid Waste);
• Partner with the Dubuque Community Schools and DMASWA to establish the pilot
"Green Banner" environmental initiative;
• Implement the approved fee-based enforcement program to collect stockpiled refuse
remaining uncollected from the previous week;
• Develop a pilot project collection of source -separated organics in order to co -compost
100 tons of food scraps with yard waste.
• Cooperate in a grassroots environmental partnership to establish a Keep Dubuque
Beautiful organization to help reduce litter and beautify Dubuque;
• Assist area religious motherhouses in piloting improved composting and "zero waste"
strategies;
• Improve PAYT and recycling promotion to tenants in rental housing;
• Distribute solid waste and recycling educational flyers in Spanish;
• Expand promotion of the City's subscription recycling option for large multiplexes,
institutions and businesses with private refuse service;
• Participate in a regional taskforce to recommend improved safe and environmentally
sound collection and disposal options for medical sharps, pharmaceuticals, and mercury
containing products;
• Utilize the labor/management Solid Waste Operations Advisory Team to review
technology advancements in collection of refuse and recycling;
• Complete the Crew Operating Procedures Manual with detailed routing maps, customer
units in multiplexes, approved accommodations for people with disabilities, location of
tipper carts, location of chronic problem setout locations, and location of active decal
subscription holders;
• Prioritize moving collection from a few problem alleys to curbside setouts;
• Supervisor to serve on the E -Community: Dubuque Advisory Committee to promote and
implement waste reduction programs;
• Participate in a DMASWA solid waste collection study, including exploring the
advantages and disadvantages of using split compartment "Tipper Carts" to collect
recyclables on an every other week basis;
• Participate in the SWANA national benchmarking project on solid waste collection
efficiencies; and,
• Assist in hosting the joint IRA and ISOSWO 2006 Fall Conference in Dubuque.
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•
•
•
Budget Highlights
Employee Expense
Supplies and Services
Machinery and Equipment
Subtotal
Administrative/ Payroll
Overhead / Garage Stores
City Manager/City Clerk/
Legal/Finance OH Charges
Less Recharges/Service Fund
Charges
Total Expenditures
Operating Revenue
Road Use Tax Fund
Sewer Utility Operating Fund
Refuse Collection Fund
Landfill Operating Fund
Total Resources
Property Tax Support
Percent Increase (Decrease)
PUBLIC WORKS DEPARTMENT
FY 2004/05
Actual
5,247,625
4,074,909
480,031
9,802,565
472,281
241,341
(1,319,188)
9,196, 999
290,186
3,624,551
468,892
2,054,678
1,840,896
8,279,203
917,796
FY 2005/06
Adopted
5,816,605
4,319,462
560.835
10,696,902
330,080
249,310
(1,251,019)
10,025,273
268,017
3,838,813
400,686
2,258,591
2,076.146
8,842,253
1,183,020
FY 2005/06
Amended
5,816,806
4,452,391
560,835
10,830,032
330,080
249,310
(1,251,019)
10,158,403
268,017
3,840,363
400,686
2,289,481
1,986,494
8,785,041
1,373,362
FY 2006/07
Recom'd
6,066,185
4,888,646
577,235
11,532,066
561,622
265,957
(1,614, 596)
10,745,049
283,855
4,102, 340
441,014
2,437,401
2,213,780
9,478,390
1,266,659
% Change
from Adopted
4.3%
13.2%
2.9%
7.8%
70.1%
6.7%
29.1%
7.2%
5.9%
6.9%
10.1%
7.9%
6.6%
7.2%
83,639
7.1%
Solid Waste Collection Fund
Summary
City Manager/City Clerk/
Legal/Finance OH Charges
Refuse Operations
Payment to Depreciation
Total Requirements
Refuse Fees (Inc! tipper
carts/other)
UBP Single Use Refuse Sticker
Sales Tax Collection
Yard Waste Stickers & Ties
Single Use Stickers
Leaf Rake Out Fees
DMASWA Grant/State Grant
Large Item Pickup
Private Participation
Total Resources
Annual Operating Surplus
(Deficit)
FY 2004/05
Actual
197,692
1,856,986
169,000
2,223,678
2,110, 384
60,226
5,543
39,851
68,091
1,593
22,973
2,308,661
84,983
FY 2005/06
Adopted
199,438
2,074,153
184,000
2,457,591
2,214,211
71,400
5,520
52,800
78,000
2,250
7,500
27,175
150
2,459,006
1,415
FY 2005/06
Amended
199,438
2,105,043
184,000
2,488,481
2,214,211
71,400
5,520
52,800
78,000
2,250
7,500
27,175
150
2,459,006
(29,475)
FY 2006/07 % Change
Recom'd from Adopted
213,299
2,224,102
184,000
2,621,401
2,375,485
71,400
5,520
53,690
72,050
1,950
8,000
32,725
500
2,621, 320
(81)
* Solid Waste fees are based on $8.51 per month in FY 2005, $8.70 per month in FY 2006, and
$9.46 per month in FY 2007. **Detail on rate increases can be found under significant line items.
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7.0%
7.2%
0.0%
6.7%
7.3%
0.0%
0.0%
1.7%
-7.6%
-13.3%
6.7%
20.4%
233.3%
6.6%
(1,496)
Decision Package Summary
Solid Waste Fund
1 of 4
The change of our Solid Waste Collection Program to Pay As You Throw in FY03 has generated much
more extensive customer service demands on our office staff. The number of both incoming and
outgoing phone calls has approximately doubled, with increased requests for Large Item Collection
appointments, recycling bin deliveries, questions, complaints, etc. This has caused our main phone line
to be tied up for many hours of the day, especially through early afternoon. This is very frustrating to
citizens and other city staff and casts doubts on the accessibility and responsiveness of our
department. The use of the City's Incident Tracking software has also created several more hours of
daily data entry, in order to process warning tags, work orders and the resolution of complaints on a
timely basis.
Adding a part-time, year-round receptionist / clerk at 20 hours per week to provide staff support to the
four solid waste collection activities would open up the main phone line for more calls, by transferring
appropriate calls to the solid waste collection receptionist. It would also relieve other administrative
office staff from these calls and allow them to get caught up on other work that has been left incomplete
due to a lack of time. It would also provide better staff support backup whenever the Secretary or
Account Clerk II is off work that day.
Once Incident Tracking is maintained on a daily basis, the Lead Sanitation Driver and Solid Waste
Management Supervisor will be able to instruct customers and resolve problems on a timelier basis, by
having immediate access to good historical information. Since the Solid Waste activity is currently
supported by secretaries charged to Road Use Tax and Solid Waste, adding a position in Solid Waste
shifts the administrative charges relating to the existing secretaries back into the Road Use Tax Fund.
Related Cost: $0 Solid Waste Fund - Recurring
Related Cost: $2,900 Solid Waste Fund - Non -Recurring
Related Cost: $12,136 Road Use Tax Fund - Recurring
Activity: Solid Waste Activities / Road Use Tax -Streets
Recommend - No
2 of 4
If this decision package is funded, a pilot project of up to 300 residential, institutional and business
customers would be able to increase their recycling by diverting their source -separated organics (food
scraps) for co -composting. A small kitchen scrap bin would be provided to hold daily scrap
accumulations. These food scraps and other household compostable materials (e.g. paper towels)
would be kept separate from the customers' refuse and set out in small, subscribed, specialized,
organic recycling carts. Various wheeled cart types are available ranging in size from 10 to 13 gallons
with snap -lock attached lids. They would be co -collected April through November with yard waste.
Compostable paper grocery bags, paper liners and paper wrapped food scraps could be used inside
these carts to reduce liquids, odors and insects. These "GreenCarts" would be subject to the same 40
pound weight limitation and require the same annual decal as is used in the Yard Waste Collection
Program. Business and institutional customers subscribing to multiple containers would be permitted
to use single use stickers instead of annual decals on a limited number of the subscribed GreenCarts.
Subscribed customers would be required to set out the GreenCarts weekly to reduce odors and
potential neighbor nuisance concerns. Failure to use, store and set out the GreenCart properly would
lead to cancellation of the subscription and seizure of the City -owned GreenCart.
New revisions in Iowa Department of Natural Resources (IDNR) regulations for yard waste composting
facilities allow for a variance for the DMASWA composting facility to accept up to 2 tons of food scraps
per week for co -composting with yard waste. This type of collection and co -composting is being
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•
implemented worldwide and is being encouraged by IDNR. Food residual recycling would be the first
significant expansion in Dubuque's curbside recycling program in eight years. This co -composting
initiative will help protect the environment and help the DMASWA maintain the State -required 25%
solid waste diversion rate. The promotion of this pilot program should also improve the understanding
of composting and help further expand diversion from landfilling through backyard composting. It
would also help supply more raw materials for our locally produced compost, for which there is a
strong market. The pilot program would be evaluated annually and, if successful, could potentially be
expanded.
This two year pilot program, if approved, is proposed to start on April 3, 2006 and run through
November 30, 2007. If the selected GreenCarts and kitchen scrap bins were not able to be delivered
for an April 3, 2006 startup, the cost of the annual decal would be prorated. A spring 2006 startup
would be integrated with the City's Yard Waste Collection program and its fee structure. This would
cause initial revenues and expenses, including cart purchases, to occur in FY06. By running a two-year
pilot, balanced operational cost and revenue data would be available from 7-1-06 through 6-30-07.
Related Cost: $8,539 Solid Waste Fund- Non -Recurring
Related Revenue: $11,810 Solid Waste Fund- Non -Recurring
Net Revenue: $3,271 Solid Waste Fund - Non -Recurring
Activity: Yard Waste Collection
Recommend - Yes
3 of 4
The service level changes of this Large Item Collection Activity decision package are: 1.) Increase the
minimum fee from $6.00 to $7.00; 2.) Add new fees for extra services (Immediate Service and Second
Trip / Late Setouts); and, 3.) Eliminate the discount allowed for excessive volumes of materials. The
fee for each additional collection vehicle hopperfull (@ 1.5 cubic yards / hopperfull) would increase
from $4.00 to $7.00. The intent is to reduce the program subsidy paid by all City solid waste collection
service customers through their solid waste collection fee to no more than $0.05 per month. This can
be accomplished by increasing charges to the 11% of our customers (2,200) who use the Large Item
Collection service each year. These suggested fees are intended to be reasonable, moderate, and
affordable, so as not to cause increased illegal dumping in ditches, alleys, and /or at reuse centers. It
is also intended to increase the diversion of large item materials for recycling and beneficial re -use.
The reduced expense reflects the reduction of 15 estimated tons previously landfilled.
Related Revenue: $7,100 Solid Waste Funds - Recurring
Related Cost: $-383 Solid Waste Fund- Recurring
Net Revenue: $7,483 Solid Waste Fund Recurring
Activity: Yard Waste Collection
Recommend - Yes
4 of 4
This decision package would add a cart tipper to truck #3404. This vehicle is used as a backup truck in
Refuse, Yard Waste and Recycling collection. With the addition of subscription carts in refuse and yard
waste collection, it is now necessary to have cart tipper lifting capacity on all collection trucks. These
carts are too heavy for manual lifting, sometimes weighing over 200 pounds. Crews have identified the
lack of a tipper on this truck as creating a potential risk of injury to a Sanitation Driver - if they would try
to dump the carts manually. To route other trucks to collect these carts is a time consuming task and
an inefficient use of fuel.
4111 Related Cost: $3,500 Solid Waste Fund - Non -Recurring Recommend - Yes
Activity: Refuse Collection
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Garage Service Fund
1 of 3
This decision package would provide the necessary funds to pay for subscription fees required to keep
our vehicle diagnostic computer software updated and accurate. Without these updates, it is
impossible to keep pace with the ever-changing technology that is encountered in the automotive field.
These subscriptions and fees would be renewed annually.
Related Cost: $1,500 Garage Service Fund - Recurring Recommend - Yes
Activity: Public Works Garage
2 of 3
This decision package would provide funds for the purchase of a garage floor sweeper/scrubber to be
used in the vehicle maintenance area of the new Municipal Services Center. It would allow each
mechanic to properly and efficiently clean his work area, thereby keeping the facility clean and
providing a safe floor surface.
Related Cost: $5,100 Garage Service Fund - Non -Recurring Recommend - Yes
Activity: Public Works Garage
2 of 3
This request would provide funds for hiring a part-time (30 hours per week) mechanic for the Public
Works Department's Vehicle Maintenance Activity.
The additional maintenance and repair responsibilities associated with the assimilation of the Para
Transit's fleet of fifteen (15) buses into the City vehicle fleet maintained at the Municipal Services
Center have overtaxed its Vehicle Maintenance Activity's current manpower complement. The
Operations Review of the Transit Division's and Public Works Department's vehicle maintenance
activities, done five years ago by City staff and the Maximus Company, recommended consolidating the
two activities and reducing their combined mechanic personnel complement by 10% (10 to 9 FTE).
That was subsequently accomplished. However, the Operations Review Study did not anticipate the
doubling of the Transit Division's bus fleet from fourteen (14) to twenty-nine (29), which occurred earlier
this year when the Para Transit buses were transferred to the Transit Division. While increases in fleet
complement can frequently be offset by outsourcing the additional work, transit buses are similar in
complexity to fire -fighting equipment. They are not only unique and complicated, but warranty work is
usually performed on a reimbursable -basis by the owner's mechanics. As a result, transit vehicle
maintenance and repair work is almost universally performed "in-house".
Funding this decision package would provide the additional mechanic support needed to ensure that
the extra workload now borne by the Public Works Department's Vehicle Maintenance Activity can be
addressed in a timely manner. In turn, vehicle maintenance/repair service delivery to City departments
will not be compromised and those departments' service delivery to Dubuque's citizens and visitors
maintained.
Related Cost: $31,170 Garage Service Fund - Recurring Recommend - Yes
Activity: Public Works Garage
Sewage Utility Fund
1 of 1
This decision package provides for the retention of an occupational safety professional to provide
safety training for workers responsible for the maintenance of our wastewater collection sanitary sewer
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system. This training would focus on safe equipment use, accident avoidance, data recording, cMOM
(US EPS's Capacity, Management, Operations, and Maintenance regulations) awareness, and system
evaluations. This on-site training would ensure that our sewer maintenance workers understand the
use, deployment, and techniques necessary to operate the various specialized equipment used in
maintaining our wastewater collection system. Funding of this request would also allow for the creation
of a standard operating procedures manual for workers assigned to sanitary sewer maintenance and
provide for an initial cMOM sanitary sewer collection activity audit.
Related Cost: $8,000 Sanitary Sewer Fund - Recurring Recommend -Yes
Activity: Sanitary Sewer Maintenance
Streets - Road Use Tax Funded
1 of 4
This decision package provides for a weight -capacity upgrade of a truck chassis requested in the
maintenance budget, and the purchase of a combination spreader/dump box and wing snow blade for
the truck. If approved, this improvement increment package would eliminate the need to purchase the
10 c.y. deicer material spreader ($15,000) budgeted at the maintenance level. In the summer, this
truck would be used to haul asphalt for our street paving program, haul concrete slabs from concrete
street repairs, and, dirt and rock from rock curbing repairs. In the winter, this unit would be used in our
snow and ice control activity to plow and deice city streets and haul snow from downtown streets and
residential cul-de-sacs. This upgrade would improve our productivity by allowing us to haul larger loads
of deicer and other materials, and reduce fuel usage and haul time; allow for the utilization of the truck
throughout the year, eliminate the need to purchase, install, store, and maintain a separate material/salt
spreader; and, provide an additional vehicle for plowing snow from driving, parking or shoulder areas in
one pass.
• Related Cost: $ 15,000 Road Use Tax Funds - Non -Recurring Recommend - No
•
Activity: Street Maintenance/Snow & Ice Control
2 of 4
This decision package provides for the purchase of one GIS workstation and printer to be located in the
Strategy Room at the Municipal Services Center. This workstation would be shared by the Street/Sewer
Maintenance Supervisor, the Public Works Director, and the street and sewer maintenance personnel.
With this workstation and the existing fiber optic connection to the Municipal Services Center would
have full access to GIS records, including street ROW's and sewer locations. This workstation would be
used to log the annual street survey and rating program, plan the annual ten mile asphalt paving
program, track the ongoing city-wide sanitary sewer maintenance program, and, if approved, receive
information from the proposed GPS fleet tracking program. This decision package would include a
computer, printer and associated software. Expected life of this unit is four years for the computer and
five years for the printer.
Related Cost: $6,600 Road Use Tax Funds - Non -Recurring Recommend - No
Activity: Street Maintenance
3 of 4
This decision package provides additional funds for the replacement of #3255 (included in the
maintenance level FY 2007 budget for $40,000), a 25 year old John Deere motor grader, with a new
front end loader with a front mount snow plow and wing attachment. In the summer months, this unit
would be used for various street and sewer repair tasks. In the winter, this unit would be used in our
snow and ice control activity to plow streets during major snow events and assist in the removal of
snow from downtown streets and residential cul-de-sacs. This purchase would improve productivity by
allowing us to plow snow more effectively than with a motor grader, and by plowing snow
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accumulations from driving, parking or shoulder areas in one pass. This unit would also be much more
effective than a motor grader when plowing snow from cul-de-sacs.
Related Cost: $90,000 Road Use Tax Funds - Non -Recurring Recommend - No
Activity: Street Maintenance/Snow & Ice Control
4 of 4
This decision package would provide for equipment, installation, and a one year Global Positioning
System (GPS) software program for the snow and ice control vehicle fleet. Agencies throughout the
state and across the country are using GPS to manage snow and ice control operations. With GPS
technology, the internet can be used to monitor individual vehicle location and performance. Information
such as vehicle ID, time, location, heading, deicer spread rate, and, road temperature could be
monitored with the requested software. The system would provide real-time map -based and text- based
reports, including the percentage of the route completed, streets not completed, total plow miles, and
deicer usage. Once the equipment is purchased and the system is in place, the cost to the snow and
ice control budget in future years would be $3,780 for web site maintenance and wireless charges. It
should be noted that the system is upgradable to expand use in other areas.
Related Cost: $28,000 Road Use Tax Funds - Non -Recurring Recommend - No
Activity: Snow & Ice Control
Streets & Port -Tax Funded
1 of 6
This decision package provides for the retention of occupational safety professionals to design,
evaluate, revise and/or renew job safety programs for the department and to conduct subsequent
training for all permanent and seasonal employees. Programs and training would address crucial
safety areas such as: Right -To -Know; Lock Out Tag Out; Vehicle and Equipment Operations; Proper
Lifting; Back Safety; Traffic Safety; First Aid; Personal Protective Equipment; Handling Toxic Wastes;
Silica Exposure; Hearing Protection; Accident Investigation; Work Zone Signage; and Emergency
Evacuation/Assembly.
Funding this decision package would benefit City operations and the community through:
1) Reduced employee lost time due to job-related injuries;
2) Reduced workers compensation claims and payments;
3) Greater worker productivity;
4) Adherence to OSHA regulations and avoidance of punitive fines; and,
5) Reduced danger for citizens living, working or traveling adjacent to our work areas.
Related Cost: $5,000 Tax Funds - Recurring
Property Tax Impact: +$.0029/+.03%
Activity: Administration
Recommend - Yes
2 of 6
This decision package would provide funds to purchase the necessary equipment and supplies to make
repairs to the city's fiber optic network. This equipment would be kept in the new light and signal
maintenance vehicle approved for purchase in the FY 2006 Capital Improvement Budget. As the city's
fiber optic network expands, it will become very important for the City to have the capability to repair its
fiber optic lines in a timely manner. Currently, if a fiber optic line would be accidentally cut or damaged,
we have to rely on a private company to respond and make the repair. If a private company does not
respond in a timely manner, delays in the transfer of information across the network and major traffic
flow problems could occur. Since it is the City's intent to control and synchronize all of its 111 traffic
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signals by means of its fiber optic network, repair delays would not only cause traffic congestion, but
the safety of Dubuque's motorists would be in jeopardy.
This request would provide funding for the purchase of necessary equipment and supplies so that in the
event that one of our lines would be damaged, repairs could be made in a timely manner by our traffic
signal technicians. The equipment requested would include the following: fiber optics hot melt tool kit; a
power meter; fiber optic microscope; Miller fiber stripper; 3M hot melt cooling tray; and, holders
($5,900). Miscellaneous supplies used for emergency repairs would include: connectors; ST/SC
modules; jumpers; polishing paper; crimps; splice capsules; cleaners; cleavers; fan -out kits; and, hand
polishing discs ($3,900). Also requested are an OTDR ($16,500) and a fusion splicer ($19,000). The
OTDR is the best tool available for certification of fiber optic cable and is used for troubleshooting fiber
optic faults. The fusion splicer is used to splice fibers together when long distance fiber communications
with high connector counts are required (City of Dubuque traffic signal network).
Related Cost: $45,300 Tax Funds — Non -Recurring
Property Tax Impact: +$.0263/+.26%
Activity: Street & Traffic Lighting
Recommend — Yes at $9,800
Property Tax Impact: +$.0057/+.06%
3 of 6
This decision package would provide funds for equipping the Municipal Services Center's (MSC)
lunch/training and strategy rooms to be able to function as the backup Emergency Operations
Command Center (EOCC) for the City of Dubuque. In the case that the City's EOCC in the basement of
the Fire Department's headquarters would prove to be unusable, command staff would transfer their
operations to the MSC. The MSC is already equipped with an auxiliary power generator, DTN weather
service satellite radar screen, cable television service and monitor, 800 MHZ radio system, fiber optic
network connection, security cameras, and an intrusion/alarm system. The MSC is a concrete and
steel building, and while there are east -facing windows in the lunch/training and strategy rooms, this
side of the building can be "hardened" by parking some of the Public Works Department's numerous
pieces of heavy equipment against the windows. This decision package provides for the only two
equipment items found lacking during an inspection by Dubuque County Emergency Management
Manager Tom Berger earlier this fall: a wireless access point and four analog telephone terminals.
Each of the four telephone terminals would service four analog telephone lines. Funding this request
would provide the City of Dubuque and surrounding communities a higher level of security through the
establishment of an alternative emergency operations command facility.
Related Cost: $2,500 Tax Funds — Non -Recurring
Related Cost: $1,236 Tax Funds — Recurring
Net Cost: $3,736
Property Tax Impact: +$.0022/+.02%
Activity: Administration
Recommend - Yes
4 of 6
This decision package would provide funds for the purchase and installation of surveillance cameras
and associated security system along the Port of Dubuque's Riverwalk.
Vandalism has occurred along the Riverwalk, and unfortunately continues to occur, with damage being
inflicted primarily upon the concrete surfaces and metal railings. While it is hoped that continued
development and increased foot traffic in the area will discourage vandalism in the future, the City's
investment in the Riverwalk's infrastructure must be protected now. As a result, this proposal is for the
installation of five (5), outdoor, pan/zoom surveillance cameras with associated hardware. Each
camera would record at least thirty (30) images per second twenty-four (24) hours per day. The images
would be stored in a digital video recorder located in the Grand River Conference Center. The images
could also be accessed through the City of Dubuque's fiberoptic network. The pole -mounted cameras
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would be located at the River's Edge Plaza, the Alliant Energy Amphitheater, a point immediately north
of the Grand River Conference Center, another point immediately south of the Grand River Conference
Center, and the fifth along the boat quay.
Funding this decision package would significantly increase security along this vital component of
Dubuque's tourist infrastructure - protecting the City's substantial investment and providing Port of
Dubuque visitors a greater sense of safety.
Related Cost: $75,000 Tax Funds — Non -Recurring
Property Tax Impact: +$.0436/+.44%
Activity: Port of Dubuque Maintenance
Recommend - Yes
5 of 6
This decision package provides funds for the purchase of a digital camera to be used by the
Street/Sewer Maintenance Supervisor and the Public Works Director. The camera will be used during
investigations of accidents involving City equipment or during investigations of damage to City property.
Currently the Street/Sewer Maintenance Supervisor uses his own personal camera, which requires a
trip to his home to pick up the camera and a second trip to download the pictures and make a CD.
Photos taken of City accidents are often requested in an electronic format by our insurance company.
The camera would also be used to capture images used in presentations by the Public Works Director
or Street/ Sewer Maintenance Supervisor.
Related Cost: $500 Tax Funds— Non -Recurring
Property Tax Impact: +$.0003/+.00%
Activity: Administration
Recommend - Yes
6 of 6
This decision package requests funds for the purchase of 200 cots, 500 blankets, 100 chairs and 10 pet
kennels. This equipment would be stored in the mezzanine of the Municipal Services Center (MSC),
with the intent of supplementing cots and blankets provided by the Red Cross in the event that the MSC
serves as an area Red Cross shelter. During an inspection by the Red Cross in October, its Director of
Emergency Services determined that if designated a Red Cross Shelter, the MSC "could comfortably
shelter (per Red Cross guidelines) 1,500 people". While the Red Cross itself only stores 200 sets of
cots and blankets in Dubuque, the requested equipment could prove to be an invaluable supplemental
supply for residents unable to bring their own bedding to the MSC.
Related Cost: $13,000 Tax Fund— Non -Recurring
Property Tax Impact: +$.0076/+.08%
Activity: Administration
Multiple Funds
Recommend - Yes
1 of 3
This decision package requests funds for the annual maintenance of the Municipal Services Center's
HVAC system ($2,445), auxiliary power generator system ($1,110), fire detection and alarm system
($1,495), and elevator ($1,776). Proper maintenance of these systems is critical for the efficient
operation of the facility and to protect the City's very substantial investment in its newest infrastructure.
These funds would also assure that all inspections required by federal, state or local building codes are
performed as required. All maintenance agreements would be purchased through the original sub-
contractors for the project, to assure that all units function as designed. Water Distribution has been
requested to provide $1,228 toward this cost.
—392—
Related Cost: $3,618 Road Use Tax Funds - Recurring Recommend - Yes
Related Cost: $ 683 Solid Waste Fund - Recurring
Related Cost: $1,297 Garage Service Fund - Recurring
Net Cost: $5,598 - Recurring
Activity: Street Maintenance/Refuse Collection/Public Works Garage
2 of 3
This decision package provides funds for a part time custodian at the Municipal Services Center to
perform specialty cleaning such as waxing floors, deep cleaning restrooms, etc. The new facility has
over 12,700 sq. ft of area in offices, the training and lunch room, locker rooms, strategy room, and
restrooms. An equal amount of monies has also been separately requested by the Water Department
for the same purpose.
Related Cost: $3,000 Road Use Tax Funds - Recurring
Related Cost: $3,000 Solid Waste Funds - Recurring
Activity: Street Maintenance/Refuse Collection
Recommend - No
3 of 3
This decision package would allow for Management Team members (Equipment Maintenance
Supervisor, Public Works Director, Street/Sewer Maintenance Supervisor, DMASWA Administrator,
Landfill Supervisor and Solid Waste Management Supervisor) to attend the Faces and Voices Diversity
Conference.
Related Cost: $ 100 Garage Service Funds - Recurring Recommend - Yes
Related Cost: $ 100 Solid Waste Funds - Recurring
Related Cost: $ 200 DMASWA Funds - Recurring
Related Cost: $ 200 Tax Funds - Recurring
Net Cost: $ 600 Recurring
Property Tax Impact: +$.0001/+.00%
Activity: Public Works Garage/Refuse Collection/Landfill/Administration
Dubuque Metropolitan Area Solid Waste Agency (DMASWA)
1 of 2
This improvement increment decision package request provides for the hiring of a private sector
municipal solid waste collection and hauling firm to service recyclables drop-off containers placed at
various locations in Dubuque and Delaware counties. The DMASWA Board of Directors has previously
indicated its desire to provide recyclables drop-off facilities that would be closer to rural residents in
western Dubuque County. Concurrently, there appears to be an expectation from the Iowa Department
of Natural Resources and residents of Delaware County that such facilities would be established
throughout the DMASWA's two -county service area. This request is intended to remedy this perceived
service deficiency.
Related Cost: $25,000 DMASWA Funds - Recurring Recommend - Yes
Activity: Landfill
2 of 2
This decision package would provide monies for fuel and equipment maintenance for the 2000 Al -Jon
91 K trash compactor that was originally scheduled to be replaced in the Fall of 2005. Historically, the
Dubuque Metropolitan Area Solid Waste Agency (DMASWA) has owned and used only one trash
compactor at its landfill facility. As a result, the budget adopted for FY06 by the DMASWA Board Of
Directors in December of 2004 provided monies adequate to fuel and maintain only one trash
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compactor. While the Agency's Board of Directors did recently authorize the retention of the Al -Jon
upon the purchase of a new CAT trash compactor, the fuel and maintenance monies needed for the Al -
Jon are an additional cost which must be authorized by the Board through the improvement increment
decision package request process. This is a pilot project for FY 2007, therefore it is non-recurring and
will be resubmitted in FY 2008 if decided.
Related Cost: $71,820 DMASWA Funds - Non -Recurring Recommend - Yes
Activity: Landfill
Significant Line Items
Employee Expense
1. FY 2007 employee expense reflects a 3.5% wage package increase and the 2nd year of
employees contributing 10% towards their health insurance premium.
2. There have been minor shifts in personnel complement based on past experience, with
seasonal employees decreasing (-.13 FTE).
Supplies & Services
3. Property Tax expense (riverfront management) is now required to be paid on City owned leased
property. This amount has been amended into the FY 2005 and 2006 budgets and has been
added to the FY 2007 budget for $50,116.
4. Gas and Electric Utility costs at the old Public Works facility were split between the Garage
Service Fund and Road Use Tax Fund. The new Municipal Service Center costs have
increased due to more square footage and have also been charged to the Solid Waste Fund.
Increases in Utilities have affected all areas in the Public Works budget. Increases from the FY
2006 budget to FY 2007 in the Garage Service Fund are $14,272, General Fund are $56,819
(includes street lights), Road Use Tax Fund are 568,210, Solid Waste Fund are $16,579 and the
Landfill Fund are $2,930. These increases have been based on current market price and FY
2005 actual usage.
5. Operating supplies for the Street Maintenance materials (asphalt) activity has increased from
$620,364 to $701,745 (13%) based on actual usage in FY 2005 and higher market costs.
6. The Street Maintenance activity of the Public Works Department budgets and schedules the
asphalt paving of ten (10) miles of streets each year. This program also includes replacing all
sewer manholes and water valve castings, repairing curbing wherever necessary, adding curb
ramps where needed, and re -profiling (milling) existing street surfaces. Due to the time required
for the noted preparation and finish work, our reliance on the availability of the contractor hired
for the milling work, and the need for warm and dry weather, paving ten miles every year always
proves to be a challenge.
7. Diesel and Gasohol Fuel costs have significantly affected all areas in the Public Works budget.
Increases from the FY 2006 budget to FY 2007 in the Garage Service Fund are $1,561 (and
Garage Stores has increased $274,413 based on actual purchases in FY 2005), General Fund
are $6,790, Road Use Tax Fund are $58,302, Sewer Fund are $5,106, Solid Waste Fund are
$50,247 and the Landfill Fund are $116,241. These increases have been based on current
market price and FY 2005 actual usage.
-394-
•
•
8. Radio/Pager Fee expense has increased from $450 in FY 2006 to $14,184 in FY 2007 to reflect
costs for tower access fees for radios upgraded in FY 2006 to 800 MHZ.
9. Appliance recycling expense for the Landfill has decreased $38,000 in FY 2006 to $28,000 in
FY 2007 based on actual number of appliances recycled in FY 2005.
10. Property Insurance for the Landfill has decreased from $165,945 in FY 2006 to the correct
amount of $90,945 in FY 2007 due to an input error.
Machinery & Equipment
11. Equipment replacement items at maintenance level reflect a $102,000 decrease and include:
Riverfront Management: shop equipment ($500),
Street and Traffic Lighting: cable locator ($7,500), controllers ($9,000), shop equipment
($1,000),
Street Signs and Markings: shop equipment ($500),
Street Maintenance: ''A Ton 4WD Pickup ($28,500), 31,000 Truck with dump ($80,000), 31,000
Truck with combo ($92,000), 46,000 Truck with dump ($87,000), Motor Grader ($40,000), Curb
forms ($2,000), Barricades/signs ($2,000),
Snow & Ice Control: 10 C.Y. Spreader ($15,000), (3) 10' Truck Plow ($12,000), Underbody
Plow ($10,000),
Sanitary Sewer Maintenance: 10,000 GVW Truck ($36,800), Gas Monitor ($1,500),
Recycling Collection Program: Recycling bins ($16,000),
Public Works Garage: fork truck ($13,000), shop equipment ($2,535),
Landfill: Recycling bins ($2,000).
Revenue
12. City Lease revenue in the Riverfront Management activity has increased from $239,633 in FY
2006 to $249,221 in FY 2007 to reflect new and renegotiated leases.
13. Solid Waste monthly fees are projected to increase from $2,030,371 in FY 2006 to $2,202,245
in FY 2007 due to refined or restructured collection methods, and a rate increase proposed
from $8.70 to $9.46 (the full $.76 increase would support the Solid Waste operating budget).
-395-
City of Dubuque
Recommended Capital Improvement Program Summary
Fiscal Year 2007-2011
PROGRAM/DEPT PROJECT DESCRIPTION
SOURCE OF FUNDS FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 TOTAL PAGE
PUBLIC WORKS
Public Works
co
on
Business Type
Floodwalt Post -Flood Repair Program
Asphalt Milling Program
Curb Ramp Program
Traffic Controller Battery Pack Prjct
Concrete Street Section Repair Prgrm
Curb Replacement Program
Aerial Bucket Truck
Steps, Hand Railings and Wall -Top
Fencing Program
Truck Mounted Vacuum St Sweeper
Garage Facility Roof
Garage Wall Repair
Dodge Street Bike Trail -Locust
to Devon
Solid Waste Collection Vehicles
Sanitary Sewer Root Foaming Project
Stormwater Ditch Remediation
Sewer Pipeline Inspection Equipment
Total
Sales Tax 20%
Sales Tax 30%/
Road Use Tax Fund
Sales Tax 30%/
Road Use Tax Fund
Road Use Tax Fund
Sales Tax 30%/
Road Use Tax Fund
Sales Tax 30%/
Road Use Tax Fund
Road Use Tax Fund
Sales Tax 20%
Road Use Tax Fund
Sales Tax 20%
Sales Tax 20%
Federal/State Grants/
DRA Distribution
Refuse Collection Fund
Sanitary Sewer Const Fd
Stormwater Utility
Sanitary Sewer Const Fd
$ 50,000 $ 50,000
$ 70,000 $ 70,000
$ 20,000 $ 20,000
$ 30,000 $ 30,000
$ _ 50,000 $ 50,000
$ 50,000 $ 50,000
$ 123,200 $ -
$ $ 25,000
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ 258,350 $
$ 15,000 $
$ 30,000 $
$ 135,000 $
265,280 $
15,000 $
35,000 $
50,000 $ 50,000 $ 50,000
70,000 $ 70,000 $ 70,000
20,000 $ 20,000 $ 20,000
30,000 $ 30,000 $ 30,000
50,000 $ 50,000 $ 50,000
50,000 $ 50,000 $ 50,000
- $ 25,000 $ -
165,000
239,735
190,768
$ - $ -
$ - $ -
$ - $ -
$ 430,540 $ -
343,500 $ 271,675 $
15,000 $ 15,000 $
40,000 $ 45,000 $
$ 250,000 391
$ 350,000 392
$ 100,000 393
$ 150,000 394
$ 250,000 395
$ 250,000 396
$ 123,200 397
$ 50,000 398
$ 165,000 399
$ 239,735 400
$ 190,768 401
$ 430,540 402
265,250 $ 1,404,055
15,000 $ 75,000
50,000 $ 200,000
- $ 135,000
$ 831,550 $ 610,280 $ 1,264,003 $ 1,057,215 $ 600,250 $ 4,363,298
403
404
405
406
! ! !
CITY OF DUBUQUE
PUBLIC WORKS DEPARTMENT
1 Public Works Director
1 Accountant Clerk II
1 Secretary
.25 Seasonal Clerical
1 Street/Sewer Maintenance Supervisor
w
co
J Street Maintenance
Street Signs & Markings
5.00 Foremen
6.00 Equipment Operators II
2.00 Maintenance Workers
4.00 Equipment Operators I
10.00 Truck Drivers
1.00 Laborer
28.00 Full-time Employees
2.21 Seasonal Laborers
FloodwalU
Sewer Maintenance
2.00 Foremen
1.00 Equip. Operators II
2.00 Equip. Operators I
3.00 Truck Drivers
8.00 Full-time Employees
Riverfront Management
1.00 Maintenance Worker
1.00 Full-time Employee
.67 Seasonal Laborer
Street Lighting/
Signal Maintenance
2.00 Traffic Signal Techs 11
2.00 Full-time Employees
.67 Seasonal Employee
Refuse Collection/
Recycling
1.00 Solid Waste Mgmt Supv.
1.00 Lead San. Driver
19.00 Sanitation Drivers
21.00 Full-time Employees
0.67 Seasonal San. Driver
Municipal Garage
1.0 Equip. Maint. Supv.
2.0 Lead Mechanic
7.0 Mechanics
2.0 Stock Clerks
1.55 Serviceworkers
13.55 Full-time Employees
Landfll/Composting/HHMRCC
1.00 Landfill Supervisor
1.00 Administrator
1.00 Educator
5.00 Equipment Operators II
2.00 Laborers
1.00 Mechanic
11.00 Full-time Employees
.75 Seasonal Employee
DEPARTMENT/DIVISION:
ACTIVITY:
Public Works
Administration
GOAL
Direct and control the activities of the Public Works Department in order to provide for the
efficient and timely delivery of numerous public services, ensure a safe and pleasant community
environment, and provide for the effective movement of goods and citizens on city streets.
DESCRIPTION
The Public Works Director directs and supervises the activities of 87 full-time employees and 11
seasonal workers. They are responsible for maintaining and cleaning Dubuque's streets, alleys,
sanitary sewers, storm sewers, retaining walls, sidewalks, steps and riverfront. Street and traffic
sign repairs, traffic signals and street lights, refuse collection, floodwall operations, landfill
operations, yard waste collection, DMASWA administrative and education support, large item
collection, curbside recycling collection, composting operations, household hazardous materials
regional collection center, Port of Dubuque facilities, and the vehicle maintenance garage are
also administered through this activity. The Street and Sewer Maintenance Supervisor is also
based in this activity. He assists the department manager and assumes responsibility in his
absence. One Account Clerk II and one Secretary provide clerical support. The Public Works
Department's administrative office is located at the Municipal Services Center at 925 Kerper
Court.
SERVICE OBJECTIVES
1. To provide overall direction, supervision and control of the Public Works Department by:
a) meeting each workday with activity supervisors to review past work and plan
future tasks;
b) preparing budgets, reports, contracts and correspondence;
c) reviewing and acting upon requests from other departments and divisions for
service, equipment and materials;
d) reviewing the rate structures for fees and charges annually; and
e) responding to citizen requests for service.
To provide the necessary clerical support by:
a) preparing the department payroll; and
b) answering correspondence and maintaining records and files necessary for
operation of the department.
3. To systematically update for street improvement purposes, surveying, rating and
inventorying the condition of every block of every street annually
4. To initiate a response to citizen complaints within 72 hours of receipt.
Public Works Administration
-398-
• 5.
•
•
To provide accurate and timely public information through news releases, interviews and
presentations.
6. To continue evaluation of department policies and procedures and adjust where
necessary when problems arise.
Public Works Administration
-399-
DEPARTMENT/DIVISION: Public Works
ACTIVITY: Street Maintenance
GOAL
Maintain and repair city streets, alleys, guardrails, steps, walks, excavations and other
properties in order to provide for safe and functional transportation for pedestrians and motor
vehicles. To supply labor to other activities within the Public Works Department and to other
City departments/divisions on a reimbursable basis.
DESCRIPTION
This activity involves maintaining and repairing 292 miles of city streets and over 2.8 million
lineal feet of curb and gutter; maintaining and repairing alleys, steps, walks, guardrails and
excavations; and supplying labor to other activities within the Public Works Department
including Riverfront Management, Sewer Maintenance, Floodwall Operations, Port of Dubuque
Maintenance, etc. This activity is headquartered at the Municipal Services Center at 925 Kerper
Court.
SERVICE OBJECTIVES
1. To provide for the safe, efficient and comfortable movement of motor vehicle traffic on
street surfaces by:
a) repairing asphalt streets on an as -needed basis;
b) repairing concrete streets on an as -needed basis;
c) repairing any frostboils that occur in the spring and summer;
d) repairing undermines that occur on city property or rights -of -ways;
e) grading gravel streets on an as -needed basis;
f) maintaining and cleaning the Municipal Services Center;
g) replacing or repairing 4,000 lineal feet of curb and gutter;
h) asphalt paving ten miles of streets;
i) patching street chuckholes on an as -needed basis; and
j) cracksealing streets with 15,000 pounds of crackfill material.
To provide for the safe, efficient and comfortable movement of motor vehicle traffic on
street and alley surfaces by:
a) repairing public and private street excavations;
b) patching or grading 29.07 miles of alleys;
c) repairing or replacing guardrail; and
d) keeping the Public Works Department barricades in good operating condition.
3. To provide for the safe movement of pedestrians on city property by:
a) repairing city - owned staircases as needed; and
Public Works Street Maintenance
-400-
b) repairing City -owned walls as needed.
To maintain the present storm sewer maintenance support by:
a) supplying Public Works Department personnel to augment the manpower of the
Storm Sewer Maintenance Activity during vacations and sick leave; and
b) supplying Public Works Department labor for constructing, cleaning and repairing
storm sewers during periods of high workload.
5. To maintain the present sanitary sewer maintenance support by:
a) supplying Public Works Department personnel to augment the manpower of the
Sanitary Sewer Maintenance Activity during vacations and sick leave; and
b) supplying Public Works Department personnel to assist in repairing, cleaning and
pumping sanitary sewers during periods of high workload.
6. To maintain support to other activities by:
a) supplying Public Works Department personnel to augment the manpower of the
Vehicle Maintenance Garage, the Dubuque Metropolitan Area Solid Waste
Agency landfill and the Traffic and Street Lighting activities during vacations and
sick leave;
b) supplying Public Works Department personnel to augment the manpower
requirements of the Riverfront Management Activity during vacations and sick
leave; and
c) supplying Public Works Department personnel to augment the manpower of
other departments and divisions during periods of high service demand.
7. To maintain support to the Street Signs and Markings Activity for installing and repairing
traffic and street signs by supplying Public Works Department personnel to augment its
manpower requirements.
8. To maintain an effective street maintenance operation by replacing barricades and work
signs ($2,000), one ''Aton 4WD pickup ($28,500); one 31,000 GVW dump truck
w/combination spreader box ($92,000), one 31,000 GVW dump truck with standard
dump box ($80,000); one 46,000 GVW dump truck with standard dump box ($87,000);
one used motor grader ($40,000); and, steel curb forms ($2,000).
Public Works Street Maintenance
—401—
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Miles of streets maintained 289 292 290 292 295
Total operating costs per mile $6,927 $7,063 $7,500.00 $7,042 $7,803
Tons of asphalt used 18,095 19,158 18,000 19,000 19,000
Cubic yards of concrete used 938 1,106 1,000 1,000 1,000
City guardrails repaired
Estimated cost $880.00 $2,126 $1,000 $1,000 $1,000
City steps repaired
Estimated cost 0 0 $1,500.00 $1,000 $1,000
Frostboils repaired
Asphalt tonnage 2.50 0 20 20 20
Cost per ton $396.00 - $250.00 $300 $300
Concrete section repairs
Cubic yards 595 709 600 600 600
cost per cubic yard $285.00 $276 $300.00 $300 $325
Crackfilling
Feet 104,654 140,436 110,000 110,000 110,000
Cost per foot $0.35 $0.34 $0.35 $0.40 $0.40
Pounds 15,262 19,575 15,000 15,000 15,000
Alleys repaired
Miles 29.07 29.07 29.07 29.07 29.07
Cost per mile $950.00 $592 $500.00 $600 $600
Curb and gutter repaired
Curb feet 4,033 4,095 $3,500 4,000 4,000
Cost per foot $60.15 $58.32 $65.00 $63.00 $65.00
Asphalt street sections
repaired
Tonnage 417.81 469 500 500 500
Cost per ton $125.00 $163 $140.00 $140 $140
Holes patched
Tonnage 492 412 500 400 400
Cost per ton $282.00 $333 $290.00 $350 $360
Public Works Street Maintenance
-402-
•
•
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Repair undermines —
estimated cost $18,368 $13,179 $20,000 $20,000 $20,000
Repair and service equipment
— estimated cost $18,385 $20,320 $25,000 $25,000 $25,000
Repairs walls—estimated cost $1,784 $1,060 $1,000 $1,000 $1,000
Municipal Services Center
maintenance—estimated cost $74,656 $102,000 $75,000 $100,000 $75,000
Pave streets with asphalt
Tonnage 16,102 17,613 16,000 16,000 16,000
Cost per ton $39.92 $42,11 $41.00 $44.00 $45.00
Finish Asphalt Patches at curb
and driveway approaches for
Contractors
Tonnage 364.59 202 350.00 350 350
Cost per ton $130.00 $149 $140.00 $150 $150
Public Works Street Maintenance
—403—
DEPARTMENT/DIVISION: Public Works
ACTIVITY: Street Cleaning
GOAL
Provide attractive and sanitary streets, alleys and other City -owned properties through a
systematic street cleaning program utilizing mechanical and vacuum street sweepers, a street
flusher, a dead animal/litter/sweeper dump collection truck, and weed/brush-cutting tractors and
mowers.
DESCRIPTION
This activity is responsible for sweeping, flushing and cleaning 292 miles of city streets and
cutting weeds and brush on City properties and right-of-way. This activity is headquartered at
the Municipal Services Center.
SERVICE OBJECTIVES
1. To provide clean, attractive and sanitary streets by:
a) sweeping the downtown streets (50 lane miles) every other day;
b) sweeping all arterial streets (162 lane miles) every two weeks;
c) sweeping all other streets (372 lane miles) every two months, weather permitting;
d) flushing city streets during warm weather months on an as -needed basis;
e) emptying litter receptacles twice each week; daily pickup of sweeper dumps,
catch basin and manhole debris, and disposing of dead animals, by one
employee Monday through Friday;
f) cleaning city property (streets, alleys, walks, etc.) after severe summer storms;
g) cleaning city streets of broken glass and other debris from minor traffic accidents;
and
h) treating and cleaning city streets after spills of oil, grease, paint, animal wastes
and other dangerous or offensive materials.
2. To improve the physical appearance of the City and reduce health hazards by:
a) providing a weed cutting service for city property (outside the jurisdiction of other
departments and divisions);
b) removing brush along city steps and walls; and
c) providing a weed cutting service along City right-of-way.
3. To maintain an effective street cleaning operation by replacing two 20" lawn mowers
($1,050) and two weedeaters ($1,000).
Public Works Street Cleaning
-404-
•
•
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Sweeper operation
Lane miles
Cost per mile
11,264 11,540 12,000 12,000 12,000
$22.03 $23.18 $22.00 $24.00 $24.00
Sweeper pickups
Loads 757 669 775 775 775
Cost per load $68.00 $80.00 $100.00 $85.00 $90.00
Flusher operation cost $7,416 $1,830 $8,000 $4,000 $4,000
Tons of debris and sweepings 1,693 1,260 2,000 1,500 1,500
Pickup litter/illegal dumps -
cost $24,127 $21,588 $30,000 $25,000 $25,000
Cut grass/weeds - cost $58,944 $61,868 $60,000 $63,000 $63,500
Post storm cleanup - cost $30,833 $6,858 $15,000 $15,000 $15,000
Graffiti removal - cost $68.00 $2,492 $1,000 $1,500 $1,500
Public Works Street Cleaning
-405-
DEPARTMENT/DIVISION: Public Works
ACTIVITY: Snow and Ice Control
GOAL
Maintain an effective and efficient road transportation network by providing a systematic ice and
snow control deicing program, snow plowing, snow loading and other snow control activities.
DESCRIPTION
This activity involves deicing and plowing 292 miles of city streets. It also includes removing
snow from the downtown area and from City -owned steps and walks. Snow plowing operations
commence when there is an accumulation of one or more inches. Snow routes are determined
in advance and priority routes include the city's arterial street network. Deicing operations are
initiated and carried out in such a manner as to keep streets safe for motor vehicle travel. This
activity is headquartered at the Municipal Services Center and is staffed by all available
manpower from all Public Works Department activities.
SERVICE OBJECTIVES
1. To provide for the safe and efficient movement of motor vehicles during the winter
months by:
a) dispatching equipment within one hour of inception of a storm;
b) opening arterial streets within 18 hours of a major storm; and
c) opening residential streets within 48 hours of a major storm.
2. To provide for safe movement of pedestrians on city walks and steps by cleaning them
within three working days of a storm.
3. To remove snow from the downtown area as time permits.
4. To maintain productivity at a satisfactory level by replacing three heavy truck snowplows
($12,000); one 10 cubic yard deicer materials spreader ($15,000); and one truck
underbody plow/scraper ($10,000).
Public Works Snow and Ice Control
-406-
•
•
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Snowfall in inches
Salting streets — Tons
29.50 27 43 43 43
6,400 7,221 8,000 9,000 10,000
Pre-Wet/Anti-Icing Gallons
Low Corrosive Material 7,953 7,266 8,000 9,000 9,000
Salt Brine 22,400 9,106 25,000 10,000 10,000
Total operating cost per inch of
snow' $23,610.00 $29,260 $22,000.00 $21,392 $22,260
'Numbers fluctuate greatly due to variables of ice, temperature, wind, and whether removal
operations are required.
Public Works Snow and Ice Control
—407—
DEPARTMENT/DIVISION: Public Works
ACTIVITY: Sanitary Sewer Maintenance
GOAL
Provide a safe and clean environment by inspecting, cleaning and repairing the sanitary sewer
system.
DESCRIPTION
This activity involves inspecting, cleaning and repairing the City's sanitary sewers. Dubuque
has over 165 miles of sanitary sewer and 6,254 manholes, all of which must be kept in
operational condition. This activity is headquartered at the Municipal Services Center and is
staffed by a Foreman, an Equipment Operator II, an Equipment Operator I, and two Truck
Drivers.
SERVICE OBJECTIVES
1. To provide an adequate level of sanitary sewer cleaning by:
a) jet flushing approximately 500,000 lineal feet of sewer per year;
b) flushing 30,000 lineal feet of sewer per year;
c) root cutting 10,000 lineal feet of sewer per year; and
d) root foaming 6,000 lineal feet of sewer per year.
2. To minimize health hazards and potential property damage related to the sanitaryy sewer
system by:
a) making regular inspections of the sanitary sewers for cloggages or defects
requiring repairs;
b) repairing sanitary sewers as needed;
c) responding to approximately 140 emergency calls annually to clean, repair, or
pump sewers as needed;
d) making television inspections of 40,000 lineal feet of new and existing sewers for
defects; and
e) systematically baiting sanitary sewers to control rodents.
3. To locate existing sewers for excavators and developers.
4. To maintain productivity at a satisfactory level by replacing one gas monitor ($1,500) and
one 10,000 GVW dump truck ($36,800).
Public Works Sanitary Sewer Maintenance
-408-
•
•
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Jet flushing
Feet 508,891 479,006 500,000 500,000 500,000
Cost per foot $0.14 $0.18 $0.15 $0.19 $0.20
TV operation
Feet 25,909 46,075 35,000 40,000 40,000
Cost per foot $1.45 $1.11 $1.50 $1.20 $1.25
Flushing operation
Feet 34,561 27,000 30,000 30,000 30,000
Cost per foot $0.08 $0.22 $0.10 $0.23 $0.24
Repair manholes and sewer -
estimated cost $135,221 $111,196 $135,000 $135,000 $135,000
Clean manholes - estimated
cost $5,464 $7,845 $10,000 $8,000 $8,500
Pump Keyway and Kensington
sanitary sewer - estimated
cost
Clean basements - estimated
cost
Sewer calls - total calls
Root cut - feet
Cost per foot
$15,590 $1,076 $4,000 $2,000 $4,000
$0 $1,304 $500 $500 $500
135 123 140 140 140
13,477 8,579 35,000 10,000 10,000
$0.57 $0.54 $0.60 $0.60 $0.65
Public Works Sanitary Sewer Maintenance
-409-
DEPARTMENT/DIVISION: Public Works
ACTIVITY: Storm Sewer Maintenance
GOAL
Provide a safe and clean environment by maintaining and repairing the storm sewer system.
DESCRIPTION
This activity involves inspecting, cleaning and repairing the City's storm sewers. The City has
149 miles of storm sewer, 3,618 catch basins and 1,405 manholes, all of which must be kept in
operational condition. This activity is headquartered at the Municipal Services Center and is
staffed by a Foreman, an Equipment Operator I, and a Truck Driver.
SERVICE OBJECTIVES
1. To provide an adequate preventive maintenance program by scheduling regular cleaning
of manholes, catch basins and storm sewers.
2. To minimize health hazards and potential property damage related to the storm sewer
system by:
a) regularly inspecting all storm sewers for needed repairs and/or cleaning;
b) repairing storm sewers as needed;
c) responding to all emergency sewer calls in order to clean or repair the sewers as
needed; and
d) systematically baiting storm sewers to control rodents.
3. To locate existing storm sewers for excavators and contractors.
Public Works Storm Sewer Maintenance
-410-
•
•
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Cost of repairing catch basins,
manholes and storm sewers $70,570 $75,670 $60,000 $70,000 $70,000
Cost of cleaning catch basins,
manholes and storm sewers $78,162 $80,464 $80,000 $80,000 $85,000
Cost to bait sewers $250 $399 $200 $400 $400
Cost to reconstruct catch
basins $26,611 $18,927 $30,000 $30,000 $30,000
Cost of ditch/culvert repairs $6,500 $1,767 $8,000 $8,000 $8,000
Cost to repair undermines $13,602 $13,623 $15,000 $15,000 $15,000
Public Works Storm Sewer Maintenance
—411—
DEPARTMENT/DIVISION: Public Works
ACTIVITY: Large Item Collection
GOAL
Provide for safe and efficient collection of large items, appliances, tires and exceptional volumes
of refuse.
DESCRIPTION
The Large Item Collection Activity is serviced by full-time and seasonal employees based in the
refuse collection and yard waste collection activities. They use refuse collection trucks and a
dump truck equipped with a tailgate lift Items are collected by appointment (year round) from
solid waste customers for a fee. Items are taken to the Dubuque Metropolitan Area Solid Waste
Agency landfill facility for disposal or other facilities for recycling.
SERVICE OBJECTIVES
1. To collect large waste items and exceptional volumes of refuse at curbside from the
City's 20,200 residential and business accounts currently served by the City solid waste
collection crews. A minimum fee of $6.00 is charged for this service.
2. To study alternatives to this service and recommend changes to the present system as
they become economically feasible.
3. To improve collection of service fees.
Public Works Large Item Collection
-412-
•
•
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of scheduled stops 2,114 2,207 2,300 2,300 2350
Collection costs $33,876 $42,135 $40,558 $46,300 $44,483
Cost per stop $16.02 $19.09 $17.63 $20.13 $18.93
Collection fees $21,619 $22,973 $25,000 $25,000 $25,625
Revenue per stop $10.23 $10.41 $10.87 $10.87 $10.70
Tires collected 226 227 300 200 200
Appliances collected 775 761 900 500 500
Tons Collected 275 460 300 320 330
S.W. Base Fee Subsidy
(Subsidy/Account/Month $0.05 $0.08 $0.06 $0.09 $0.08
Public Works Large Item Collection
-413-
DEPARTMENT/DIVISION: Public Works Department
ACTIVITY: Refuse Collection
GOAL
Provide for the efficient collection and disposal of solid waste through the Pay As You Throw
(PAYT) program. Comply with all environmental and safety regulations, and aesthetic
standards. Assist in the protection of our environment for the enjoyment of future generations,
through resource and energy conservation techniques and improved management of the solid
waste stream.
DESCRIPTION
The Refuse Collection Activity is staffed by ten Sanitation Drivers and equipped with eight
vehicles. Refuse is collected once per week by 4 one-person and 2 two -person crews from
each household, apartments of six units or less and some small businesses, and is disposed of
at the Dubuque Metropolitan Area Solid Waste Agency landfill. This Activity services 19,750
residential accounts and 450 commercial accounts.
SERVICE OBJECTIVES
1. To collect refuse at curbside from approximately 20,200 residential and business
accounts once per week for a base fee of $8.70 per month.
2. To continue to study alternative collection systems; collect and analyze data that
compares performance, efficiency and cost savings as proposed or claimed; and make
recommendations to the City Manager.
3. To educate the community concerning refuse collection regulations and waste
minimization.
4. To continually monitor federal and state legislation/regulations and the resulting impact
upon solid waste collection in the community.
5. To continue a public education program which assists community partners in
understanding waste minimization and solicits their help in its promotion.
6. To respond to illegal dumping and garbage stockpiling reports by forwarding information
and action recommendations to the appropriate City departments, after investigation and
appropriate remedial action by activity staff.
7. To improve collection of service fees.
Public Works Refuse Collection
-414-
•
•
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Refuse collection — tons
Number of collection miles
Number of haul miles
Collection fees
Collection costs
Total number of customers
Cost per customer
Cost per customer per month
Cost per ton
Landfill fee per ton
10,330 10,428 10,400 10,500 10,400
23,725
44,767
$1,941,013
$1,102,018
19,900
$55.38
$4.62
$106.68
$23.75
23,579
43,369
$2,173,606
$1,080,693
20,200
$53.50
$4.46
5103.63
524.00
25,000
46,000
$2,218,296
$1,151,645
20,200
$57.01
54.75
$110.74
524.00
24,500
45,500
52,223,183
$1,151,645
20,200
$57.01
$4.75
$110.74
$24.75
25,000
46,000
$2,277,771
1,269,702
20,200
$62.86
$5.24
$122.09
$22.50
Public Works Refuse Collection
-415-
DEPARTMENT/DIVISION: Public Works Department
ACTIVITY: Yard Waste Collection
GOAL
Provide for the efficient collection of yard waste materials, separated from other solid waste in
accordance with aesthetic standards and state regulations.
DESCRIPTION
The Yard Waste Collection Activity is staffed by one full-time and one seasonal sanitation driver
and is equipped with one vehicle. Yard wastes are collected once per week (April through
November) from homes and businesses by 1 two -person crew and are transported to the
Dubuque Metropolitan Area Solid Waste Agency yard waste processing site. This activity
services 19,750 residential accounts and 450 commercial accounts. It is fully funded through
the sale of $1.20 yard waste brush ties, $1.20 single -use yard waste container tags, and $25
yard waste container annual permits.
SERVICE OBJECTIVES
1. To collect yard wastes at curbside from 20,200 residential and business accounts once
per week (April through November), fully funded by $1.20 single -service tags, $1.20
brush ties, and $26 annual permits.
2. To continue to study alternatives to the collection of yard waste and other compostable
materials, such as mulch mowing and backyard composting, and recommend changes
to the City Manager as they become economically feasible.
3. To collect Christmas trees for shredding into compostable material.
4. To operate a fee-based leaf rake -out collection program.
5. To educate the community regarding backyard composting and mulching.
6. To partner with local business and institutions to provide free leaf drop-off sites.
Public Works Yard Waste Collection
-416-
•
•
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Yard waste — tons
1,221 1,158 1,250 1,110 1,200
Number of collection miles 7,368 7,420 7,500 7,500 7,600
Number of haul miles 3,328 3,197 4,000 3,200 3,300
Collection fees (from bag, tie
and sticker sales) $119,402 $111,863 $126,300 $115,000 $118,640
Collection costs (excluding
billing and collection) $136,212 $139,047 $137,531 $137,531 $152.944
Cost per ton $111.56 $120,08 $110.02 $110.02 $127.45
Number of rakeouts 134 106 148 125 130
S.W. Base Fee Subsidy
(Subsidy/Account/Month) $0.07 $0.11 $0.04 $0.09 $0.13
Public Works Yard Waste Collection
-417-
DEPARTMENT/DIVISION: Public Works Department
ACTIVITY: Curbside Recycling
GOAL
Provide for the efficient collection and recycling of materials separated from the solid waste
stream in accordance with environmental and aesthetic standards.
DESCRIPTION
The Curbside Recycling Collection Activity is staffed by eight Sanitation Drivers operating seven
recycling vehicles. Single and multi -family households and small businesses voluntarily
participate in separating recyclables from normal refuse. Recycling bins are provided to
customers for the separation and setout of recyclables. The recyclable commodities are
collected once per week at curbside by crews in specialized trucks and transported to a material
recovery facility for final processing and marketing.
SERVICE OBJECTIVES
1. To collect recyclables weekly from approximately 20,200 single and multi -family
households and small businesses, with continued improvement in collected tonnage and
participation.
To continue the study of alternatives in the collection of recyclables and recommend
changes to the present system to the City Manager as they become economically
feasible.
3. To educate the community concerning curbside and dropoff recycling, buying recycled,
and solid waste reduction methods.
4. To explore, assist, and support organizations in the development of markets for recycled
materials.
5. To prepare press releases and develop a working relationship with the media on
planned activities for recycling of materials in the community.
6. To maintain an effective operation by adding and/or replacing 1,600 recycling bins
($16,000).
Public Works Curbside Recycling
-418-
•
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Recyclables collected —tons 4,491 4,612 4,800 4,800 4,950
Number of collection miles 23,664 24,101 24,500 24,500 24,500
Number of haul miles 16,161 15,414 16,500 16,000 16,000
Collection costs (excluding
billing and collection and bins) $587,251 $589,471 $683,185 $662,906 $736,341
Number of accounts served 19,800 20,200 20,200 20,200 20,200
Cost per account/month $2.47 $243 $2.82 $2.73 $3.04
Cost per ton $130.76 $127.81 $142.33 $138.11 $148.76
Public Works Curbside Recycling
—419—
DEPARTMENT/DIVISION: Public Works Department
ACTIVITY: Landfill
GOAL
Provide a clean, attractive, and sanitary environment through the operation of a landfill designed
for the disposal of municipal solid waste in conformance with state and federal environmental
laws and permits.
DESCRIPTION
The City operates the Dubuque Metropolitan Area Solid Waste Agency landfill under contract for
the Agency, which wholly owns the landfill, its buildings and equipment. The Agency is a 28E
partnership of the City and County of Dubuque. Agency Board of Directors consists of two City
Council members and one County Supervisor. This activity is staffed by a Supervisor, an
Administrator, five Equipment Operator II's, an Equipment Mechanic, two Laborers, and a
Seasonal Laborer.
SERVICE OBJECTIVES
1. To provide a solid waste disposal site open to the public Monday through Saturday, from
7:30 a.m. to 3:30 p.m., by operating a sanitary landfill for its owner, the Dubuque
Metropolitan Area Solid Waste Agency.
2. To assist the Agency in the study of alternative solid waste disposal techniques and
physical plants.
3. To implement Agency decisions made regarding fees, budget adjustments, hours of
operation and service area.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Landfill operation — tons 87,210 92,429 87,250 92,000 92,000
Hours open for service 2,444 2,492 2,444 2,492 2,444
Operating cost $1,583,159 $1,651,982 $1,759,597 1,759,597 1,874.671
Cost per ton $18.15 $17.87 $20.17 $19.13 20.38
Public Works Landfill
-420-
•
DEPARTMENT/DIVISION: Public Works
ACTIVITY: Yard Waste Processing
GOAL
Provide a clean, attractive and sanitary environment through the operation of a yard waste -
processing and composting facility for the Dubuque Metropolitan Area Solid Waste Agency, that
conforms to state and federal environmental and health requirements.
DESCRIPTION
The City and a private service provider jointly operate the yard waste processing and
composting facility for the Dubuque Metropolitan Area Solid Waste Agency, which wholly owns
the yard waste processing facility. The Agency is a 28E partnership of the City and County of
Dubuque. Agency Board of Directors membership consists of two City Council members and
one County Supervisor. This activity is staffed on a part-time basis by the Supervisor and an
Equipment Operator II.
SERVICE OBJECTIVES
411 1. To assist with staffing a yard waste processing and composting facility open to the public
Monday through Saturday from 7:30 a.m. to 3:30 p.m. This operation and site are
regulated by the State of Iowa.
•
2. To assist the Agency in the study of yard -waste processing and composting alternatives.
To implement Agency decisions made regarding fees, budget adjustments, and hours of
operation.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Yard waste composting
operation - tons 1,890 1,838 2,000 1,850 1,900
Operating cost $68,956 $80,309 $69,161 $82,900 $85,517
Cost per ton $36.48 $43.69 $34.58 $44.81 $45.01
Hours open for service 2,444 2,492 2.444 2,492 2,444
Public Works Yard Waste Processing
-421-
DEPARTMENT/DIVISION: Public Works
ACTIVITY: Landfill HHMRCC
GOAL
Provide a clean, attractive and sanitary environment through the operation of a Household
Hazardous Materials Regional Collection Center (HHMRCC) for the Dubuque Metropolitan Area
Solid Waste Agency, that conforms with all state and federal environmental and health
requirements.
DESCRIPTION
The Household Hazardous Materials Regional Collection Center (HHMRCC) is operated for the
Agency by a partnership of employees and volunteers from the Dubuque County Environmental
Task Force. All buildings and equipment are owned by the Agency and located at the Agency's
landfill facility. The Agency is a 28E partnership of the City and County of Dubuque. Agency
Board of Directors membership consists of two City Council members and one County
Supervisor. This activity is staffed on a part-time basis by the Supervisor and a Laborer.
SERVICE OBJECTIVES
1. To provide a Household Hazardous Materials Regional Collection Center program and
facility accessible to the public by appointment Monday through Saturday year round.
This program and facility are regulated by the State of Iowa's Department of Natural
Resources.
2. To assist the Agency in establishing cooperative efforts with nearby solid waste planning
agencies by assisting them with hosting their own household hazardous materials
collection events.
3. To implement Agency decisions made regarding fees, budget adjustments, and hours of
operation.
Public Works Landfill HHMRCC
-422-
•
•
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Housing participants 591 551 625 575 600
EESQG participants 63 57 75 60 65
Household hazardous
materials managed (pounds) 62,948 68,753 65,000 69,000 70,000
Household hazardous
materials disposed (pounds) 35,782 30,904 50,000 35,000 35,000
Mobile trailer events 0 0 1 1 3
Hours open for service 2,444 2,492 2,444 2,492 2,444
Operating cost $68,663 $54,087 $67,684 $66,000 $72,416
Cost per managed pound $1.09 $0.79 $1.04 $0.94 $1.03
Public Works Landfill HHMRCC
—423—
DEPARTMENT/DIVISION: Public Works
ACTIVITY: DMASWA Educator
GOAL
Develop and promote public education and customer outreach programs on behalf of
the Dubuque Metropolitan Area Solid Waste Agency (DMASWA) - a 28E partnership of
the City and County of Dubuque.
DESCRIPTION
The DMASWA Education and Communication Coordinator develops public education
programs, publicizes Agency services, presents programs to school and community
groups, provides educational resources and assistance, and, acts as a liaison on behalf
of the Agency at various meetings, workshops, hearings and other activities.
SERVICE OBJECTIVES
1. To develop and promote waste minimization programs on behalf of the
DMASWA and its member communities.
2. To publicize Agency services, facilities and programs.
3. To provide educational resources to schools and community groups.
4. To pursue federal and state grants.
5. To represent the Agency at meetings, conferences and workshops.
Public Works Landfill HHMRCC
-424-
•
•
•
DEPARTMENT/DIVISION: Public Works
ACTIVITY: Street/Traffic Lighting
GOAL
Safeguard the public health, safety and general welfare through the installation and
maintenance of all traffic control equipment and related electrical systems. To maintain all City -
owned street lighting equipment, including luminaries, poles and wiring systems and oversee
portions of the street lighting system owned by Alliant Energy.
DESCRIPTION
The Street and Traffic Lighting Activity operates and maintains a traffic signal system consisting
of 111 traffic signal installations. The street lighting system consists of several types of systems
combining responsibility for ownership, maintenance and operation as follows — Alliant-owned
high pressure sodium (2,818) and City -owned high pressure sodium (1,631).
SERVICE OBJECTIVES
1. To maintain traffic signals and street lights in good operating condition by:
a) repairing traffic and street lights as required;
b) performing the necessary preventive maintenance of all equipment;
c) assisting other City departments/divisions with electrical repairs as required;
d) initiating a response to citizen complaints within twenty-four hours or the next
working day if possible;
e) maintaining citizen confidence by responding to citizen requests for service within
twenty-four hours or the next working day if possible;
f) providing accurate and timely public information;
g) responding to calls from the Police Department for emergency signal repairs
within one hour;
h) repairing traffic signals in emergency situations within twelve hours; and
i) performing the necessary cleaning and maintenance of all City -owned street
lights and traffic signals.
2. To ensure the safe and effective placement of street lights by inspecting all installations
upon completion.
3. To reduce existing maintenance costs, increase intersection efficiency and reduce
potential City liability by replacing some small tools ($1,000), one cable locator
($7,500.00) and one traffic controller ($9,000).
Public Works Street/Traffic Lighting
—425—
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of City -owned
luminaries maintained
Number of signal installations
maintained
1,591 1,631 1,600 1,650 1,675
109 111 111 112 112
Public Works Street/Traffic Lighting
—426—
•
•
•
DEPARTMENT/DIVISION:
ACTIVITY:
Public Works
Street/Traffic Lighting
One Call Location Service
GOAL
Safeguard the public health, safety, and general welfare through the provision of the One -Call
City underground electrical utility line location service. The City electrical utility lines power all
City -owned street lighting equipment.
DESCRIPTION
The Street and Traffic Lighting Activity operates and maintains a traffic signal system consisting
of 111 traffic signal installations. The street lighting system consists of several types of systems
combining responsibility for ownership, maintenance and operation as follows - Alliant-owned
high pressure sodium (2,818) and City -owned high pressure sodium (1,631). The two Traffic
Signal Technicians based in the Street and Traffic Lighting activity provide the City One -Call
location service for the City underground electrical utility lines and fiber optic lines.
SERVICE OBJECTIVES
Locate existing underground wiring for excavators and contractors as part of the one -call utility
location service.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of one -call locates
performed
Average One -Call Locate
costs
3738 5,538 3,900 5,000 5,000
$7.87 $6.93 $12.00 $7.36 $9.03
Public Works Street/Traffic Lighting - One Call Location Service
-427-
DEPARTMENT/DIVISION: Public Works
ACTIVITY: Street Signs and Markings
GOAL
Provide for the safe and efficient movement of pedestrians and traffic on City Right of Way
through the proper placement, installation and maintenance of pavement markings, traffic signs,
and street name signs.
DESCRIPTION
The Street Signs and Markings Activity is staffed by a Maintenance Worker and a Seasonal
Laborer. A private contractor is hired through the bidding process to provide all painted
pavement markings, center lines, crosswalks, curb markings and special symbols during the
warm weather season. The Maintenance Worker and Seasonal Laborer fabricate new street
name signs, repair damaged traffic and street signs and poles, and install all street, traffic,
tourist and informational signs in the city. The sign fabrication, repair and storage facilities are
located at the Municipal Services Center at 925 Kerper Court. The current budget provides for
a replacement and installation schedule of approximately 1,200 traffic signs and 200 street
name signs. This schedule places the City on 21.5 and 30 year replacement programs,
respectively. These figures assume no new installations, only replacements.
SERVICE OBJECTIVES
1. To provide for the safe and efficient movement of motor vehicles and pedestrians on city
streets by hiring a private contractor to:
a) paint special symbols, "only's," arrows, stop bars, railroad crossings and
handicap stalls;
b) paint center lines, lane lines and edge lines;
c) paint school and pedestrian crossings; and
d) paint curb medians.
2. To provide for the safe and efficient movement of motor vehicles and pedestrians on city
streets by:
a) replacing or repairing approximately 1,200 traffic signs and 200 street name
signs; and
b) signing 90 school crossings and 5 pedestrian crossings in the city.
3. To maintain the effectiveness of this Activity by providing for the purchase of some shop
tools ($500).
Public Works Street Signs & Markings
-428-
•
•
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Curb medians painted (feet) 7,865 7,865 7,865 7,865 7,900
Crosswalks painted (feet) 16,298 15,517 16,300 16,000 16,000
Arrows painted (number) 460 482 500 500 515
Center lines painted (feet) 314,851 329,830 315,000 335,000 340,000
Traffic lanes painted (feet) 88,211 89,486 90,000 90,000 91,000
Edge lines painted (feet) 100,489 96,799 101,000 100,000 102,000
Stop lines painted (feet) 3,988 4,115 4,000 4,200 4,225
Diagonal lines painted (feet) 4,047 4,236 4,500 4,400 4,500
Handicapped stall symbols
(number) 141 131 150 140 145
Word messages (number) 128 131 130 135 140
Public Works Street Signs & Markings
-429-
DEPARTMENT/DIVISION: Public Works
ACTIVITY: Vehicle Maintenance Garage
GOAL
Provide for the maximum performance of the City's motor vehicles and equipment through a
systematic program of maintenance and repair.
DESCRIPTION
The Vehicle Maintenance Garage repairs and services 477 vehicles and pieces of equipment
for all City departments and divisions except the Airport Department. This activity is staffed by
an Equipment Maintenance Supervisor, two Lead Mechanics, seven Mechanics, two Stock
Clerks and two Serviceworkers.
SERVICE OBJECTIVES
1. To maintain, service and repair 477 City vehicles and pieces of equipment by:
a) providing repairs and maintenance to all City vehicles as required and as time is
available within a eighteen hour workday;
b) working overtime on vehicles during emergencies as required;
c) providing a preventive maintenance program for all vehicles;
d) maintaining fuel supplies and parts inventory; and
e) billing related costs to the appropriate department or division.
2. To improve user satisfaction and vehicle servicing procedures and techniques by:
a) continuing the fleet management team meetings to address problems and seek
input;
b) maintaining the automated fleet maintenance system, which provides accurate
and complete information on vehicle usage and operating costs; and
c) providing ongoing training for the nine mechanics and two serviceworkers.
3. To provide an effective maintenance operation by replacing, one used fork lift truck
($13,000) and some small tools ($2,535).
Public Works Vehicle Maintenance Garage
-430-
•
•
•
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of City units
maintained 465 477 471 477 477
Operating cost $695,970 $762,818 $836,733 $836,733 $899,394
Cost per unit $1,496.71 $1,599.20 $1,776.50 $1,754.16 $1,885.52
Number of City units per
Mechanic 52 53 52 53 53
Public Works Vehicle Maintenance Garage
—431—
DEPARTMENT/DIVISION: Public Works
ACTIVITY: Riverfront Management
GOAL
Provide accessible and aesthetically attractive municipal waterfront areas to be fully utilized by
recreational, commercial and industrial interests.
DESCRIPTION
This Activity provides for municipal maintenance of 6.4 miles of riverfront property and is staffed
by one Maintenance Worker and one Seasonal Laborer.
SERVICE OBJECTIVES
1. To maintain and improve two municipal boat launching ramps by:
a) maintaining and repairing four landing docks;
b) moving docks daily to accommodate river heights;
c) removing debris from ramps;
d) maintaining and placing signs in ramp areas; and
e) grading and maintaining parking areas around ramps.
2. To maintain and enhance the aesthetic characteristics of the riverfront by:
a) maintaining landscaped areas, cutting grass, removing brushy growth, and
removing drift debris;
b) repairing railings, policing and cleaning walkways;
c) placing permanent booms at sewer outlets to conform with U.S. Coast Guard,
Iowa Department of Natural Resources and Environmental Protection Agency
regulations; and
d) monitoring sewer river outfalls for unlawful discharges into the storm sewer
system.
3. To provide an effective maintenance operation by replacing some small tools ($500).
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Number of boat ramps
maintained
Miles of shoreline maintained
Number of landing docks
2 2 2 2 2
6.4 6.4 6.4 6.4 6.4
4 4 4 4 4
Public Works Riverfront Management
-432-
•
•
•
DEPARTMENT/DIVISION: Public Works
ACTIVITY: Floodwall Operation
GOAL
Provide for proper operation and maintenance of floodwall facility.
DESCRIPTION
Dubuque is protected from flooding conditions on the Mississippi River by a 6.4 mile floodwall,
four permanent and one temporary pumping facilities, one harbor closure, twelve storm sewer
closures, five 16 -foot gates and two 4 -foot gates. This activity serves as a liaison with the
United States Corps of Engineers.
SERVICE OBJECTIVES
1. To provide flood protection by making respective gate closures on the floodwall
beginning at a river stage of thirteen feet through a stage of twenty feet, by which time all
storm sewer outlets and the eleven gates are closed. The level of service budgeted is
for an eighteen foot flood.
2. To maintain the operating capabilities of the floodwall by making periodic inspections
and repairs to the gates and pumping stations with the assistance of the Water Pollution
Control Department.
3. To provide for manning of the pumping stations during times when the respective gates
are closed with assistance from the Water Pollution Control Department.
To provide for the installation and manning of temporary pumps at Fourth Street at a
river stage of seventeen feet.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Days Above 17.0'
(official flood stage) 7 7 10 10 10
Public Works Floodwall Operation
-433-
DEPARTMENT/DIVISION: Public Works
ACTIVITY: Port of Dubuque Maintenance
GOAL
Maintain the American Trust River's Edge Plaza, Alliant Energy Amphitheater, the Mississippi
Riverwalk, parking lots, docking, shoreline and other City -owned facilities at the Port of
Dubuque in accordance with maintenance agreements with Port of Dubuque businesses and
City operational guidelines.
DESCRIPTION
This activity includes responsibility for lighting, sweeping, irrigation, landscaping, lawn
maintenance, snow clearance and other maintenance required in the Port of Dubuque.
SERVICE OBJECTIVES
1. To maintain and pay energy costs for lights in the parking lots.
2. To sweep parking lots, as required, but no more than twice per week.
3. To provide ice and snow removal on an as -needed basis.
To provide appropriate attention to landscaped areas located along the River's Edge
Plaza, Riverwalk, Hotel Walkway, and Amphitheater.
5. To provide for paint striping of parking lanes.
6. To maintain signage and adjust, if necessary, to facilitate traffic control in the parking
lots.
7. To maintain boat docking and shoreline amenities
6. To provide for sealing of concrete surfaces as needed.
9. To maintain trees, shrubs, flower planters, and flower baskets.
Public Works Port of Dubuque
-434-
Recommended Operating Expenditure Budget by Department
54 - PUBLIC WORKS
ipFund Account Account Title
100 61010 FULL-TIME EMPLOYEES
250 61010 FULL-TIME EMPLOYEES
610 61010 FULL-TIME EMPLOYEES
670 61010 FULL-TIME EMPLOYEES
810 61010 FULL-TIME EMPLOYEES
820 61010 FULL-TIME EMPLOYEES
940 61010 FULL-TIME EMPLOYEES
810 61020 PART-TIME EMPLOYEES
100 61030 SEASONAL EMPLOYEES
250 61030 SEASONAL EMPLOYEES
610 61030 SEASONAL EMPLOYEES
670 61030 SEASONAL EMPLOYEES
820 61030 SEASONAL EMPLOYEES
940 61030 SEASONAL EMPLOYEES
100 61050 OVERTIME PAY
250 61050 OVERTIME PAY
610 61050 OVERTIME PAY
670 61050 OVERTIME PAY
810 61050 OVERTIME PAY
820 61050 OVERTIME PAY
940 61050 OVERTIME PAY
100 61071 HOLIDAY PAY -OVERTIME
250 61071 HOLIDAY PAY -OVERTIME
610 61071 HOLIDAY PAY -OVERTIME
670 61071 HOLIDAY PAY -OVERTIME
810 61071 HOLIDAY PAY -OVERTIME
940 61071 HOLIDAY PAY -OVERTIME
100 61092 VACATION PAYOFF
670 61092 VACATION PAYOFF
810 61092 VACATION PAYOFF
100 61310 !PERS
250 61310 IPERS
610 61310 IPERS
670 61310 IPERS
810 61310 IPERS
820 61310 !PERS
940 61310 !PERS
100 61320 SOCIAL SECURITY
250 61320 SOCIAL SECURITY
610 61320 SOCIAL SECURITY
670 61320 SOCIAL SECURITY
810 61320 SOCIAL SECURITY
40 820 61320 SOCIAL SECURITY
940 61320 SOCIAL SECURITY
100 61410 HEALTH INSURANCE
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
537,376 516,615 611,863 627,932
938,143 975,631 1,061,700 1,057,635
165,942 185,263 185,504 203,270
748,678 765,501 862,369 891,508
411,560 467,194 493,886 545,260
35,122 24,361 0 26,700
332,067 434,386 494,587 511,100
0 0 0 27,300
22,201 20,819 47,194 38,895
16,387 19,248 22,661 21,148
650 432 738 700
21,582 16,427 16,145 28,600
730 399 0 500
22,049 22,603 18,076 18,767
27,815 39,667 33,201 32,900
72,443 103,963 105,822 105,500
12,864 6,296 9,908 9,776
12,825 9,687 14,651 15,500
13,228 14,113 25,000 25,000
340 113 0 300
83,530 78,758 57,970 59,700
2,201 3,068 2,556 2,695
333 2,548 11,383 10,950
553 712 527 625
15,553 22,910 28,985 23,600
2,800 1,856 2,550 2,550
8,547 18,123 9,275 9,152
5,800 0 0 0
0 231 0 0
5,767 0 0 0
33,406 32,938 39,815 40,166
58,739 62,978 69,091 68,726
10,342 11,080 11,309 12,326
45,917 46,782 53,025 55,155
24,153 27,782 29,981 32,937
2,070 1,426 0 1,582
25,656 31,814 33,345 34,426
45,200 44,135 53,153 53,736
78,232 83,855 91,919 91,436
13,670 14,654 15,046 16,399
60,550 61,548 70,544 73,379
31,803 36,845 39,887 45,908
2,763 1,895 0 2,104
33,839 41,903 44,364 45,802
125,092 109,461 132,048 140,076
-435-
Recommended Operating Expenditure Budget by Department
54 - PUBLIC WORKS
Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
250 61410 HEALTH INSURANCE 248,477 254,096 256,956 265,356
610 61410 HEALTH INSURANCE 41,900 48,740 44,860 50,544
670 61410 HEALTH INSURANCE 213,462 203,035 211,886 225,720
810 61410 HEALTH INSURANCE 116,463 113,999 134,531 129,600
820 61410 HEALTH INSURANCE 6,649 4,228 0 8,424
940 61410 HEALTH INSURANCE 70,817 92277 110,988 118,800
100 61415 WORKMENS' COMPENSATION 4,140 10,410 18,004 17,762
250 61415 WORKMENS' COMPENSATION 27,403 68,922 74,688 74,076
610 61415 WORKMENS' COMPENSATION 1,994 5,016 6255 6,754
670 61415 WORKMENS' COMPENSATION 12,019 30,228 70,041 72,288
810 61415 WORKMENS' COMPENSATION 5,401 15,138 19,485 18,019
940 61415 WORKMENS' COMPENSATION 6,542 18,293 42,268 41,244
100 61416 LIFE INSURANCE 605 596 1,161 1,256
250 61416 LIFE INSURANCE 1,223 1,228 2,015 2,115
610 61416 LIFE INSURANCE 216 214 352 407
670 61416 LIFE INSURANCE 1,035 986 1,637 1,783
810 61416 LIFE INSURANCE 536 562 988 1,091
820 61416 LIFE INSURANCE 41 29 0 53
940 61416 LIFE INSURANCE 408 529 939 1,022
100 61417 UNEMPLOYMENT INSURANCE 1,384 2,567 0 0
250 61417 UNEMPLOYMENT INSURANCE 0 598 0 0
610 61417 UNEMPLOYMENT INSURANCE 1,889 0 0 0
670 61417 UNEMPLOYMENT INSURANCE 0 234 0 0
810 61417 UNEMPLOYMENT INSURANCE 2,576 0 0 0
100 61620 UNIFORM ALLOWANCE 0 0 0 0
250 61620 UNIFORM ALLOWANCE 0 0 0 0
610 61620 UNIFORM ALLOWANCE 0 0 0 0
670 61620 UNIFORM ALLOWANCE 0 0 0 0
810 61620 UNIFORM ALLOWANCE 0 0 0 0
940 61620 UNIFORM ALLOWANCE 0 0 0 0
100 61640 SAFETY EQUIPMENT 824 1,389 1,868 1,498
250 61640 SAFETY EQUIPMENT 2,078 2,591 3,073 2,982
610 61640 SAFETY EQUIPMENT 750 772 1,000 818
670 61640 SAFETY EQUIPMENT 2,380 1,485 2,692 2,400
810 61640 SAFETY EQUIPMENT 1,350 554 1,355 1,075
940 61640 SAFETY EQUIPMENT 555 1,674 2,175 1,569
810 61645 TOOL ALLOWANCE 1,013 1,225 1,125 1,125
940 61645 TOOL ALLOWANCE 150 138 125 125
100 61650 MEAL ALLOWANCE 211 22 185 145
250 61650 MEAL ALLOWANCE 1,451 2,183 2,150 2,100
610 61650 MEAL ALLOWANCE 195 64 100 100
670 61650 MEAL ALLOWANCE 0 6 0 0
810 61650 MEAL ALLOWANCE 112 52 500 250
940 61650 MEAL ALLOWANCE 10 0 25 15
100 61660 EMPLOYEE PHYSICALS 484 1,091 650 1,148
-436-
Recommended Operating Expenditure Budget by Department
54 - PUBLIC WORKS
• Fund Account Account Title
250
610
670
810
940
100
250
610
670
810
940
940
61660 EMPLOYEE PHYSICALS
61660 EMPLOYEE PHYSICALS
61660 EMPLOYEE PHYSICALS
61660 EMPLOYEE PHYSICALS
61660 EMPLOYEE PHYSICALS
61665 OTHER MEDICAL COSTS
61665 OTHER MEDICAL COSTS
61665 OTHER MEDICAL COSTS
61665 OTHER MEDICAL COSTS
61665 OTHER MEDICAL COSTS
61665 OTHER MEDICAL COSTS
61680 EMPLOYEE MOVING EXPENSE
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
549 317 600
0 30 0
593 320
149 207
386 238
189 240
98 49
0 300
259 178
0 152
0 152
0 252
350
175
400
125
100
125
375
100
100
0
500
0
600
395
300
255
100
150
400
100
0
0
61 - WAGES AND BENEFITS
4,887,483 5,247,624 5,816,605 6,066,185
100
250
610
670
810
940
100
• 250
610
670
810
940
810
940
100
250
610
670
810
940
100
670
810
940
100
810
940
100
100
250
670
810
62010 OFFICE SUPPLIES
62010 OFFICE SUPPLIES
62010 OFFICE SUPPLIES
62010 OFFICE SUPPLIES
62010 OFFICE SUPPLIES
62010 OFFICE SUPPLIES
62011 UNIFORM PURCHASES
62011 UNIFORM PURCHASES
62011 UNIFORM PURCHASES
62011 UNIFORM PURCHASES
62011 UNIFORM PURCHASES
62011 UNIFORM PURCHASES
62013 UNIFROM MAINTENANCE
62013 UNIFROM MAINTENANCE
62030 POSTAGE AND SHIPPING
62030 POSTAGE AND SHIPPING
62030 POSTAGE AND SHIPPING
62030 POSTAGE AND SHIPPING
62030 POSTAGE AND SHIPPING
62030 POSTAGE AND SHIPPING
62050 OFFICE EQUIPMENT MAINT
62050 OFFICE EQUIPMENT MAINT
62050 OFFICE EQUIPMENT MAINT
62050 OFFICE EQUIPMENT MAINT
62060 O/E MAINT CONTRACTS
62060 O/E MAINT CONTRACTS
62060 O/E MAINT CONTRACTS
62061 DP EQUIP. MAINT CONTRACTS
62090 PRINTING & BINDING
62090 PRINTING & BINDING
62090 PRINTING & BINDING
62090 PRINTING & BINDING
2,125 2,301 2,395 2,439
0 0 0 0
4 0 25 0
688 289 782 675
769 457 837 862
2,111 1,859 3,025 2,285
1,024 984 843 1,159
3,264 2,341 3,034 3,125
671 599 850 750
1,948 2,558 2,234 2,620
1,613 5,286 3,000 2,213
466 1,247 700 1,075
0 872 0 3,099
0 167 0 475
424 536 325 586
16 0 50 25
160 159 160 174
329 62 758 275
176 118 176 129
829 992 1,450 1,321
100 0 100 50
0 0 100 50
73 0 100 100
309 256 350 276
545 494 600 524
442 494 500 534
870 800 900 864
464 273 333 860
550 547 585 580
1,425 436 1,530 1,000
4,743 2,743 5,961 4,900
43 14 235 100
-437-
Recommended Operating Expenditure Budget by Department
54 - PUBLIC WORKS
Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
940 62090 PRINTING & BINDING 1,052 1,423 3,000 1,651
100 62110 COPYING/REPRODUCTION 181 76 100 150
670 62110 COPYING/REPRODUCTION 0 254 250 300
810 62110 COPYING/REPRODUCTION 17 6 50 25
940 62110 COPYING/REPRODUCTION 0 120 0 0
100 62130 LEGAL NOTICES & ADS 329 4,304 100 100
250 62130 LEGAL NOTICES & ADS 0 6 0 0
670 62130 LEGAL NOTICES & ADS 6,487 1,179 4,176 3,600
810 62130 LEGAL NOTICES & ADS 2,689 0 0 0
940 62130 LEGAL NOTICES & ADS 3,548 1,789 4,700 2,650
670 62140 PROMOTION 10,397 5,676 8,800 7,400
940 62140 PROMOTION 18,043 12,097 6,500 10,000
100 62170 SUBSCRIPTIONS -BOOKS -MAPS 286 570 300 500
670 62170 SUBSCRIPTIONS -BOOKS -MAPS 177 121 154 215
810 62170 SUBSCRIPTIONS -BOOKS -MAPS 0 18 118 25
940 62170 SUBSCRIPTIONS -BOOKS -MAPS 278 261 669 327
100 62190 DUES & MEMBERSHIPS 488 588 522 634
670 62190 DUES & MEMBERSHIPS 133 178 236 290
810 62190 DUES & MEMBERSHIPS 0 118 0 122
940 62190 DUES & MEMBERSHIPS 208 806 663 910
610 62204 REFUNDS 1,000 1,500 2,000 2,000
670 62204 REFUNDS 0 10 0 0
100 62206 PROPERTY INSURANCE 84 96 100 109
250 62206 PROPERTY INSURANCE 7,313 8,387 10,677 12,075
810 62206 PROPERTY INSURANCE 2,025 2,323 4,403 5,230
940 62206 PROPERTY INSURANCE 14,643 15,186 165,945 90,945
100 62207 BOILER INSURANCE 2,643 2,260 2,260 2,344
100 62208 GENERAL LIABILITY INSURAN 19,096 24,397 26,836 26,964
250 62208 GENERAL LIABILITY INSURAN 27,493 35,964 39,150 39,339
610 62208 GENERAL LIABILITY INSURAN 6,336 8,289 9,022 9,066
670 62208 GENERAL LIABILITY INSURAN 16,565 21,741 23,667 23,781
810 62208 GENERAL LIABILITY INSURAN 4,947 6,471 7,045 7,079
940 62208 GENERAL LIABILITY INSURAN 13,935 13,582 18,000 14,975
670 62210 SALES TAX 5,208 5,486 5,520 5,600
940 62210 SALES TAX 5,016 14,707 5,000 7,500
100 62211 PROPERTY TAX 0 43,182 0 50,116
610 62221 DAMAGE CLAIMS 4,000 0 0 0
100 62310 TRAVEL -CONFERENCES 698 4,272 4,380 4,816
670 62310 TRAVEL -CONFERENCES 0 1,288 1,100 907
810 62310 TRAVEL -CONFERENCES 0 1,223 800 893
940 62310 TRAVEL -CONFERENCES 513 841 2,980 1,788
100 62320 TRAVEL -CITY BUSINESS 203 613 750 700
670 62320 TRAVEL -CITY BUSINESS 280 259 200 125
810 62320 TRAVEL -CITY BUSINESS 0 0 200 50
940 62320 TRAVEL -CITY BUSINESS 808 1,868 625 625
-438-
Recommended Operating Expenditure Budget by Department
54 - PUBLIC WORKS
Fund Account Account Title
100 62340 MILEAGE/LOCAL TRANSP
670 62340 MILEAGE/LOCAL TRANSP
940 62340 MILEAGE/LOCAL TRANSP
100 62360 EDUCATION & TRAINING
250 62360 EDUCATION & TRAINING
610 62360 EDUCATION & TRAINING
670 62360 EDUCATION & TRAINING
810 62360 EDUCATION & TRAINING
940 62360 EDUCATION & TRAINING
100 62411 UTILITY EXP -ELECTRICITY
250 62411 UTILITY EXP -ELECTRICITY
670 62411 UTILITY EXP -ELECTRICITY
810 62411 UTILITY EXP -ELECTRICITY
940 62411 UTILITY EXP -ELECTRICITY
100 62412 UTILITY EXP -GAS
250 62412 UTILITY EXP -GAS
670 62412 UTILITY EXP -GAS
810 62412 UTILITY EXP -GAS
940 62412 UTILITY EXP -GAS
100 62419 UTILITY EXP-ELEC ST LTNG
100 62421 TELEPHONE
250 62421 TELEPHONE
610 62421 TELEPHONE
670 62421 TELEPHONE
810 62421 TELEPHONE
940 62421 TELEPHONE
100 62423 TELECOMMUNICATION CG
100 62424 RADIO/PAGER FEE
250 62424 RADIO/PAGER FEE
610 62424 RADIO/PAGER FEE
670 62424 RADIO/PAGER FEE
810 62424 RADIO/PAGER FEE
100 62431 PROPERTY MAINTENANCE
250 62431 PROPERTY MAINTENANCE
670 62431 PROPERTY MAINTENANCE
810 62431 PROPERTY MAINTENANCE
940 62431 PROPERTY MAINTENANCE
100 62436 RENTAL OF SPACE
670 62436 RENTAL OF SPACE
940 62436 RENTAL OF SPACE
100 62437 BARRICADE RENTAL
250 62437 BARRICADE RENTAL
610 62437 BARRICADE RENTAL
* 100 62511 FUEL, MOTOR VEHICLE
250 62511 FUEL, MOTOR VEHICLE
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
955 654 760 560
0 0 50 20
0 921 650 525
481 270 1,000 1,200
513 1,230 1,865 2,020
0 55 500 500
0 417 500 700
195 1,847 2,000 2,100
2,322 2,313 3,750 3,700
7,585 18,306 13,377 19,472
6,080 7,207 6,810 41,701
0 0 0 7,868
7,734 8,907 8,662 14,950
7,568 7,767 8,476 8,777
616 737 56 0
11,682 13,032 12,850 46,169
0 0 0 8,711
7,788 8,688 8,567 16,551
2,733 4,696 3,006 5,635
308,347 350,507 345,349 396,073
5,230 6,617 5,073 8,839
317 331 328 866
407 489 425 509
652 842 977 876
1,556 1,595 1,618 1,659
4,611 5,166 5,245 5,373
0 108 0 0
0 0 0 2,664
50 125 75 5,231
120 195 125 1,527
0 0 0 3,996
100 100 250 766
0 0 250 100
4,181 1,601 4,000 7,618
0 0 0 683
5,988 2,358 2,000 2,297
11,041 16,431 17,500 17,745
4,077 4,372 0 0
713 713 0 0
30 30 0 0
632 1,016 1,770 2,550
5,932 3,775 5,000 5,000
0 1,301 400 500
8,496 10,986 8,661 15,151
55,235 84,549 60,065 118,367
-439-
Recommended Operating Expenditure Budget by Department
54 - PUBLIC WORKS
Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
610 62511 FUEL, MOTOR VEHICLE 5,969 8,252 6,447 11 553
670 62511 FUEL, MOTOR VEHICLE 54,297 77,777 58,641 108,888
810 62511 FUEL, MOTOR VEHICLE 2,618 3,244 2,827 4,055
940 62511 FUEL, MOTOR VEHICLE 216 457 535 1,040
100 62512 FUEL, OFF ROAD VEHICLE 259 134 800 500
810 62512 FUEL, OFF ROAD VEHICLE 247 254 267 600
940 62512 FUEL, OFF ROAD VEHICLE 81,498 122,222 90,840 242,751
100 62521 MOTOR VEHICLE MAINT. 22,718 25,670 23,148 21,724
250 62521 MOTOR VEHICLE MAINT. 170,335 196,429 174,648 212,145
610 62521 MOTOR VEHICLE MAINT. 16,776 24,571 19,075 15,000
670 62521 MOTOR VEHICLE MAINT. 137,190 143,251 138,421 156,800
810 62521 MOTOR VEHICLE MAINT. 1,287 4,229 1,790 4,567
940 62521 MOTOR VEHICLE MAINT. 2,489 3,417 1,600 3,287
250 62522 VEHICLE MAINT., ACCIDENT 0 0 0 13,384
100 62528 MOTOR VEH. MAINT. OUTSOUR 3,569 2,078 9,137 2,475
250 62528 MOTOR VEH. MAINT. OUTSOUR 50,898 41,440 48,147 31,370
610 62528 MOTOR VEH. MAINT. OUTSOUR 847 951 3,755 500
670 62528 MOTOR VEH. MAINT. OUTSOUR 81,446 38,777 81,323 59,700
810 62528 MOTOR VEH. MAINT. OUTSOUR 47 737 250 250
940 62528 MOTOR VEH. MAINT. OUTSOUR 837 3,692 1,020 1,750
100 62611 MACH/EQUIP MAINTENANCE 9,451 10,873 8,885 10,032
250 62611 MACH/EQUIP MAINTENANCE 193,615 212,817 224,211 229,841
610 62611 MACH/EQUIP MAINTENANCE 4,589 7,740 5,521 4,000
670 62611 MACH/EQUIP MAINTENANCE 24 0 0 0
810 62611 MACH/EQUIP MAINTENANCE 727 3,947 1,850 1,500
940 62611 MACH/EQUIP MAINTENANCE 51,145 39,756 54,547 126,399
100 62614 EQUIP MAINT CONTRACT 1,038 1,038 1,038 0
250 62614 EQUIP MAINT CONTRACT 2,304 2,304 2,304 0
610 62614 EQUIP MAINT CONTRACT 240 240 240 0
670 62614 EQUIP MAINT CONTRACT 0 0 0 0
810 62614 EQUIP MAINT CONTRACT 474 474 474 0
100 62615 MACH/EQUIP MAINT. OUTSOUR 500 1,301 497 777
250 62615 MACH/EQUIP MAINT. OUTSOUR 23,373 22,185 36,963 23,960
610 62615 MACH/EQUIP MAINT. OUTSOUR 219 32 250 250
810 62615 MACH/EQUIP MAINT. OUTSOUR 1,834 142 1,262 1,000
940 62615 MACH/EQUIP MAINT. OUTSOUR 28,253 17,134 34,833 35,408
100 62617 TRAFFIC CONTROLLER REPAIR 3,869 6,169 6,307 6,663
810 62664 LICENSE FEES 155 155 155 155
940 62664 LICENSE FEES 204 318 320 324
810 62669 PROGRAMMING 1,400 1,494 1,504 1,612
100 62671 MISC. OPERATING SUPPLIES 89,147 93,813 105,103 101,140
250 62671 MISC. OPERATING SUPPLIES 767,793 858,214 916,439 1,006,539
610 62671 MISC. OPERATING SUPPLIES 25,630 31,848 30,976 33,759
670 62671 MISC. OPERATING SUPPLIES 12,255 10,741 12,990 17,500
810 62671 MISC. OPERATING SUPPLIES 18 251 9,862 20,136 10,454
-440-
Recommended Operating Expenditure Budget by Department
54 - PUBLIC WORKS
Fund Account Account Title
940
670
100
250
670
810
940
100
610
940
100
250
610
940
940
100
250
610
670
810
4101 940
100
670
940
940
100
100
250
940
670
940
940
670
940
940
940
940
100
670
100
100
100
62671
62674
62692
62692
62692
62692
62699
62712
62712
62712
62713
62715
62715
62726
62727
62731
62731
62731
62731
62731
62731
62732
62732
62732
62737
62746
62747
62747
62747
62748
62748
62749
62750
62750
62761
62763
62767
62778
62778
62811
62832
62833
MISC. OPERATING SUPPLIES
BRUSH TIES
LANDFILL FEES
LANDFILL FEES
LANDFILL FEES
LANDFILL FEES
CASH SHORT AND OVER
CONSULTING ENGINEERS
CONSULTING ENGINEERS
CONSULTING ENGINEERS
LEGAL SERVICES
FORECASTING SERVICE
FORECASTING SERVICE
AUDIT SERVICES
FINANCIAL SERVICE FEES
MISCELLANEOUS SERVICES
MISCELLANEOUS SERVICES
MISCELLANEOUS SERVICES
MISCELLANEOUS SERVICES
MISCELLANEOUS SERVICES
MISCELLANEOUS SERVICES
TEMP HELPCONTRACT SERV.
TEMP HELPCONTRACT SERV.
TEMP HELPCONTRACT SERV.
CONTRACT ADM SERVICE
ONE CALL OPERATION
MACH/EQUIPMENT RENTAL
MACH/EQUIPMENT RENTAL
MACH/EQUIPMENT RENTAL
APPLIANCE RECYCLING
APPLIANCE RECYCLING
LEACHATE HAULINE
TIRE RECYCLING
TIRE RECYCLING
PAY TO OTHER AGENCY
PAYMENT TO IOWA DNR
ENVIRON. TESTING/MON.
SERVICES - OTHER DEPTS
SERVICES - OTHER DEPTS
ENG. DIVISION SERVICES
SERVICE FROM PARK DEPT
SERVICE FROM WPC
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
66,461 72,307 61,459 62,680
448 700 475 500
12 59 250 75
41,004 42,442 45,563 47,813
275,000 288,788 284,400 295,784
0 154 0 200
0 445 0 0
0 3,624 5,000
0 0 4,500
11,179 75,395 50,000
0 2,417 0
4,015 3,516
720 348
2,700 3,000
690 730
79,147 94,550
11,298 25,799
2,487 1,283
2,858 2,770
378 1,035
157,046 104,306
4,112 0
11,194 10,840
8,742 13,231
5,106 41,806
1,375 1,649
0 198
69 94
3,193 0
7,897 0
52,924 29,875
573 0
0 0
17,742 18,888
63,263 23,822
279,904 307,673
15,960 15,960
(24,360) (763)
0 0
0 44
9,326 17,076
0 0
4,222
763
3,000
750
119,683
32,000
2,500
3,779
401
181,000
0
0
0
2,500
1,495
0
5,400
3,800
8,100
38,000
750
120
20,000
67,855
287,925
17,370
0
0
0
10,000
2,000
5,000
8,000
50,000
0
3,790
500
3,100
788
107,759
32,382
2,500
4,500
417
216,000
0
12,000
14,289
2,808
1,780
0
5,400
2,500
4,000
28,000
0
150
20,400
63,100
202,400
17,337
0
0
0
18,442
2,000
• 810
62 - SUPPLIES AND SERVICES
3,659,758 4,074,910 4,319,462 4,888,646
63210 STORES -GARAGE
100 63311 ADMIN. OVERHEAD
303,159
502,018
46,463 49,810
327,412
49,822
601,825
56,823
-441-
Recommended Operating Expenditure Budget by Department
54 - PUBLIC WORKS
Fund Account Account Title
250 63311 ADMIN. OVERHEAD
610 63311 ADMIN. OVERHEAD
670 63311 ADMIN. OVERHEAD
810 63311 ADMIN. OVERHEAD
820 63311 ADMIN. OVERHEAD
940 63311 ADMIN. OVERHEAD
100 63312 LESS ADMIN. RECHARGES
820 63313 LESS SERVICE FD CHARGES
670 63314 PAYROLL OVERHEAD
940 63314 PAYROLL OVERHEAD
100 63316 LESS OPER. & MAINT.RECHRG
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
120,808
18,585
68,144
15,487
0
40,270 42,979
(309,757) (333,296)
(47,714) (32,451)
2,075 1,360
435 1,354
0 (43,955)
131,021
19,998
72,973
16,515
136,174 142,056
19,928 17,757
66,427 71,028
16,607 17,757
0 0 3,551
43,176 46,167
(332,134) (355,139)
0 (43,214)
1,311 1,487
1,357 1,524
(46,716) (54,541)
63 - ADMIN/OVERHEAD/STORES GAR
257,955 428,326 283,364 507,081
100
810
100
810
940
940
100
940
100
810
940
810
810
940
810
100
940
670
940
250
100
250
610
250
610
100
250
810
250
100
940
670
100
71112
71112
71113
71113
71113
71116
71119
71119
71120
71122
71122
71123
71124
71124
71125
71156
71211
71221
71310
71312
71314
71314
71314
71318
71318
71320
71321
71321
71323
71328
71328
71329
71410
TYPEWRITERS
TYPEWRITERS
CALCULATORS
CALCULATORS
CALCULATORS
COPIER MACHINE
FAX MACHINE
FAX MACHINE
PERIPHERALS, COMPUTER
PRINTER
PRINTER
SOFTWARE
MICRO -COMPUTER
MICRO -COMPUTER
MINICOMPUTER
FURNITURE
DESKS/CHAIRS
CARTS
AUTO/JEEP REPLACEMENT
VAN/PICKUP/WAG REPL
TRUCK -REPLACEMENT
TRUCK -REPLACEMENT
TRUCK -REPLACEMENT
HEAVY EQUIP -REPLACEMENT
HEAVY EQUIP -REPLACEMENT
HEAVY EQUIP -ADDITIONAL
STREET SWEEPER-REPL
STREET SWEEPER-REPL
ASPHALT ROLLER
TRAILERS
TRAILERS
VEHICLE ACCESSORIES
SHOP EQUIPMENT
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
88
0
800
500
0
150
240 0
1,211 0
416 0
650 0
0 0
0 650
873 0
0 25,760
0 0
1,886 0 0
0 0 5,500
0 0 0 13,000
0 528 0 0
23,356 0 0 0
0 0 0 0
0 0 0 28,500
0 0 53,000 0
76,450 218,510 240,000 259,000
0 0 0 36,800
68,905 0 73,000 40,000
0 84,447 0 0
0 0 23,600 0
90,000 93,285 24,000 0
0 0 0 5,100
0 17,342 0 0
0 0 2,300 0
0 1,398 0 0
0 0 0 3,500
1,309 1,482 32,650 11,800
0
0
0
0
0
0
0
0
1,100
0
0
1,500
0
0
0
-442-
Recommended Operating Expenditure Budget by Department
54 - PUBLIC WORKS
Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
810
100
100
100
100
250
250
250
250
610
940
940
940
810
100
810
100
250
100
250
ill 100
250
100
610
610
250
100
100
100
610
670
940
•
71410 SHOP EQUIPMENT
71411 TRAFFIC CONTROL EQUIPMENT
71413 LABORATORY EQUIPMENT
71414 AIR HAMMER/DRILL
71415 SAWS
71416 PLOWS
71418 SALT SPREADERS
71420 EARTH COMPACTOR
71425 CURB FORMS
71511 PUMPS
71511 PUMPS
71520 HVAC
71530 SCALE
71534 TIRE MACHINE
71550 MISCELLANEOUS EQUIPMENT
71550 MISCELLANEOUS EQUIPMENT
71611 MOWING EQUIPMENT
71611 MOWING EQUIPMENT
71612 WEED WHIPS/SICKLE BAR
71612 WEED WHIPS/SICKLE BAR
71615 LEAF BLOWER
71616 SNOW BLOWER
71619 OTHER MAINT. EQUIPMENT
71619 OTHER MAINT. EQUIPMENT
72111 GAS SAFETY MONITOR
72410 PAGER/RADIO EQUIPMENT
72415 ELECTRONIC DATA COLLECTOR
72417 CAMERA RELATED EQUIPMENT
72418 TELEPHONE RELATED
72816 JET FLUSHER HOSE
72818 RECYCLING CONTAINER
72818 RECYCLING CONTAINER
1,000
7,035
8,265
1,113
0
3,300
0
2,500
0
1,197
0
0
0
0
0
0
0
920
698
698
0
900
0
1,256
1,100
774
0
0
0
2,840
19,455
0
5,086
9,546
0
0
742
4,728
8,637
2,400
2,370
0
1,287
3,940
1,248
4,071
0
0
0
0
731
0
405
0
0
0
1,292
1,826
0
0
0
1,730
5,640
1,880
2,550
7,200
0
0
0
20,000
0
2,800
0
16,000
0
0
0
0
0
0
525
1,050
1,000
1,000
0
0
7,000
0
1,500
1,300
0
0
0
0
15,000
0
2,535
9,000
0
0
0
22,000
15,000
0
2,000
0
0
0
0
0
7,500
13,000
0
0
0
0
0
0
0
0
1,500
0
75,000
500
1,400
0
23,500
2,000
71 - EQUIPMENT
314,957 478,031 558,835
575,235
250 72115 BARRICADES/WARN SIGNALS
0
2,000
2,000
2,000
72 - EQUIPMENT
0
2,000
2,000
2,000
940 73210 CONST CONTRACT -BLDG
144,774
0
0
0
73 - CIP EXPENDITURES
144,774
0
0
670
810
940
670
91100
91100
91100
91250
TO GENERAL
TO GENERAL
TO GENERAL
TO ROAD USE TAX FUND
171,788
3,900
32,629
0
197,692
1,240
42,409
0
199,438
4,134
45,738
18,625
213,539
4,134
48,284
0
91 - TRANSFER TO
208,317 241,341 267,935 265,957
54 - PUBLIC WORKS TOTAL
9,473,242 10,472,233 11,248,201 12,305,104
-443-
Date: 1/10/05
FY 2007 Recommended Department Operating Budget Summary By Activity
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
PUBLIC WORKS
54100
ADMINISTRATION
WAGES AND BENEFITS
287,783
302,683
321,837
333,832
SUPPLIES AND SERVICES
17,605
25,338
24,182
27,843
EQUIPMENT
0
504
800
16,000
FUND: GENERAL ACTIVITY TOTAL FOR: ADMINISTRATION 305,388 328,525 346,819 377,675
54200
LANDFILL
WAGES AND BENEFITS
523,398
686,572
709,678
714,888
SUPPLIES AND SERVICES
849,061
876,510
1,064,300
1,169,481
ADMIN/OVERHEAD/STORES GAR
31,411
34,484
34,570
37,038
EQUIPMENT
1,886
12,007
0
2,000
CIP EXPENDITURES
144,774
0
0
0
FUND: ACTIVITY TOTAL FOR: LANDFILL 1,550,530 1,609,573 1,808,548
DMASWA-GENERAL
1,923,407
54210
COMPOSTING LANDFILL
WAGES AND BENEFITS
31,839
30,080
16,654
33,228
SUPPLIES AND SERVICES
34,019
46,945
49,529
48,738
ADMIN/OVERHEAD/STORES GAR
3,098
3,283
3,321
3,551
FUND: ACTIVITY TOTAL FOR: COMPOSTING LANDFILL 68,956 80,309 69,504
1 DMASWA-GENERAL
85,517
Y
A
54220
HOUSEHOLD HAZ. MAT. R.C.0
WAGES AND BENEFITS
29,318
24,489
22,826
28,441
SUPPLIES AND SERVICES
36,649
25,067
42,064
40,424
ADMIN/OVERHEAD/STORES GAR
3,098
3,283
3,321
3,551
EQUIPMENT
0
1,248
0
0
FUND: _ ACTIVITY TOTAL FOR: HOUSEHOLD HAZ. MAT. R.C.0 69,064 54,087 68,211
DMASWA-GENERAL
72,416
54230
DMASWA EDUCATION & COMI
WAGES AND BENEFITS
0
0
65,479
65,465
SUPPLIES AND SERVICES
21,728
51,235
15,345
15,140
ADMIN/OVERHEAD/STORES GAR
3,098
3,283
3,321
3,551
FUND: ACTIVITY TOTAL FOR: DMASWA EDUCATION & COMM. 24,826 54,518 84,145
DMASWA-GENERAL
84,156
54300
SAN- SEWER MNTNCE
WAGES AND BENEFITS
250,965
273,572
275,724
301,869
SUPPLIES AND SERVICES
70,176
87,853
87,534
91,088
ADMIN/OVERHEAD/STORES GAR
18,585
19,998
19,928
17,757
EQUIPMENT
6,393
87,469
17,500
38,300
FUND: SEWAGE ACTIVITY TOTAL FOR: SAN- SEWER MNTNCE 346,118 468,892 400,686
FACILITY OPERATION
449,014
54310
STORM SEWER MAINT
WAGES AND BENEFITS
138,479
138,155
155,358
152,858
FY 2007 Recommended Department.berating Budget Summary By Activity
•
Date: 1/10/06
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
PUBLIC WORKS...
54310...
STORM SEWER MAINT...
SUPPLIES AND SERVICES
52,105
58,751
58,707
64,652
ADMIN/OVERHEAD/STORES GAR
12,390
13,697
13,286
14,206
EQUIPMENT
0
742
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: STORM SEWER MAINT 202,974 211,345 227,351 231,716
54330
RIVERFRONT MANAGEMNT.
WAGES AND BENEFITS
64,158
65,614
83,794
69,380
SUPPLIES AND SERVICES
21,166
64,834
21,119
73,512
ADMIN/OVERHEAD/STORES GAR
6,195
6,566
6,643
7,103
EQUIPMENT
998
1,136
2,025
500
FUND: GENERAL ACTIVITY TOTAL FOR: RIVERFRONT MANAGEMNT. 92,516 138,150 113,581 150,495
54340
FLOODWALL OPER./MAINT.
WAGES AND BENEFITS
20,593
19,228
50,902
51,268
SUPPLIES AND SERVICES
27,047
53,090
56,923
60,659
ADMIN/OVERHEAD/STORES GAR
6,195
6,566
6,643
7,103
EQUIPMENT
0
0
2,300
0
A FUND: GENERAL ACTIVITY TOTAL FOR: FLOODWALL OPER./MAINT. 53,835 78,885 116,768 119,030
a
Ul
1
54400
STREET MAINTENANCE
WAGES AND BENEFITS
1,000,036
1,069,294
1,098,262
1,157,971
SUPPLIES AND SERVICES
833,510
967,486
919,478
1,123,283
ADMIN/OVERHEAD/STORES GAR
52,663
58,110
63,105
67,477
EQUIPMENT
72,179
242,448
341,100
329,500
EQUIPMENT
0
2,000
2,000
2,000
FUND: ROAD USE TAX ACTIVITY TOTAL FOR: STREET MAINTENANCE 1,958,389 2,339,338 2,423,945 2,680,231
54405
STREET MAINTENANCE
WAGES AND BENEFITS
598
0
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: STREET MAINTENANCE 598 0 0 0
SERVICE
54410
STREET CLEANING
WAGES AND BENEFITS
215,859
211,712
244,711
234,329
SUPPLIES AND SERVICES
188,638
190,241
197,343
215,508
ADMIN/OVERHEAD/STORES GAR
18,584
19,698
19,928
21,308
EQUIPMENT
168,068
93,285
2,050
0
FUND: ROAD USE TAX ACTIVITY TOTAL FOR: STREET CLEANING 591,149 514,936 464,032 471,145
54420
SNOW & ICE CONTROL
WAGES AND BENEFITS
277,029
330,304
359,185
349,987
SUPPLIES AND SERVICES
366,054
406,497
518,510
550,369
nate: in U/
FY 2007 Recommended Department Operating Budget Summary By Activity
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
PUBLIC WORKS...
54420...
SNOW & ICE CONTROL...
ADMIN/OVERHEAD/STORES GAR
49,561
53,213
53,141
56,822
EQUIPMENT
4,200
13,365
20,000
37,000
FUND: ROAD USE TAX ACTIVITY TOTAL FOR: SNOW & ICE CONTROL 696,844 803,380 950,836
994,178
54430
ST. & TRAFFIC LTNG
WAGES AND BENEFITS
120,128
74,027
148,776
144,518
SUPPLIES AND SERVICES
351,503
391,347
405,146
439,203
ADMIN/OVERHEAD/STORES GAR
6,195
6,566
6,643
7,103
EQUIPMENT
15,809
10,565
8,850
27,300
FUND: GENERAL ACTIVITY TOTAL FOR: ST. & TRAFFIC LTNG 493,635 482,505 569,415
618,124
54435
ST. SIGNS & MARKINGS
WAGES AND BENEFITS
111,628
98,866
92,080
105,919
SUPPLIES AND SERVICES
86,190
91,546
89,759
88,585
ADMIN/OVERHEAD/STORES GAR
6,195
6,566
6,643
7,103
EQUIPMENT
1,613
464
107,100
500
FUND: GENERAL ACTIVITY TOTAL FOR: ST. SIGNS & MARKINGS 205,626 197,442 295,582
202,107
A54440
I
ONE CALL LOCATION SERVICI
WAGES AND BENEFITS
24,962
33,427
32,409
39,547
SUPPLIES AND SERVICES
1,375
1,649
1,773
2,059
ADMIN/OVERHEAD/STORES GAR
3,098
3,283
3,321
3,551
FUND: GENERAL ACTIVITY TOTAL FOR: ONE CALL LOCATION SERVICE 29,435 38,359 37,503
45,157
54450
PORT OF DUB. MAINTENANCE
WAGES AND BENEFITS
38,947
50,366
56,667
61,142
SUPPLIES AND SERVICES
33,190
53,203
52,559
61,194
ADMIN/OVERHEAD/STORES GAR
6,195
6,566
6,643
10,654
EQUIPMENT
0
0
7,000
75,000
FUND: GENERAL ACTIVITY TOTAL FOR: PORT OF DUB. MAINTENANCE 78,332 110,135 122,869
207,990
54500
REFUSE COLLECTION
WAGES AND BENEFITS
612,833
599,094
689,744
723,449
SUPPLIES AND SERVICES
452,473
456,091
454,062
510,804
ADMIN/OVERHEAD/STORES GAR
20,660
25,508
24,560
26,347
EQUIPMENT
16,052
0
0
3,500
FUND: REFUSE ACTIVITY TOTAL FOR: REFUSE COLLECTION 1,102,018 1,080,693 1,168,366 1,264,100
COLLECTION
54510
YARD WASTE COLLECTIION
WAGES AND BENEFITS
62,400
77,574
78,615
83,096
SUPPLIES AND SERVICES
51,022
52,008
51,171
61,835
• FY 2007 Recommended Departmenterating Budget Summary By Activity
1
Date: 1/10/06
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
PUBLIC WORKS...
54510...
YARD WASTE COLLECTIION...
ADMIN/OVERHEAD/STORES GAR
15,487
9,465
9,964
10,654
EQUIPMENT
7,304
0
0
7,500
FUND: REFUSE ACTIVITY TOTAL FOR: YARD WASTE COLLECTIION 136,212 139,047 139,750 163,085
COLLECTION
54520
LARGE ITEM COLLECTION
WAGES AND BENEFITS
7,693
16,183
7,420
11,122
SUPPLIES AND SERVICES
10,696
9,687
16,691
15,357
ADMIN/OVERHEAD/STORES GAR
15,487
16,265
16,607
17,757
FUND: REFUSE ACTIVITY TOTAL FOR: LARGE ITEM COLLECTION 33,876 42,135 40,718 44,236
COLLECTION
54530
RECYCLING COLL. PROG.
WAGES AND BENEFITS
451,929
466,705
556,921
573,266
SUPPLIES AND SERVICES
116,738
99,671
121,790
145,318
ADMIN/OVERHEAD/STORES GAR
18,585
23,095
16,607
17,757
EQUIPMENT
19,455
5,640
15,000
16,000
FUND: REFUSE ACTIVITY TOTAL FOR: RECYCLING COLL. PROG. 606,706 595,111 710,318 752,341
COLLECTION
A54600
v
I
PUBLIC WORKS GARAGE
WAGES AND BENEFITS
616,911
679,680
749,563
830,610
SUPPLIES AND SERVICES
63,573
66,623
71,477
83,594
ADMIN/OVERHEAD/STORES GAR
318,646
518,533
344,019
619,582
EQUIPMENT
1,000
9,157
35,110
22,135
FUND: GARAGE ACTIVITY TOTAL FOR: PUBLIC WORKS GARAGE 1,000,129 1,273,993 1,200,169 1,555,921
SERVICE
DEPARTMENT TOTAL FOR: PUBLIC WORKS 9,647,158 10,641,357 11,359,116 12,492,041
Recommended Operating Revenue Budget by Department
54 - PUBLIC WORKS
Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
670 43110 INVESTMENT EARNINGS
100 43201 ARCADIAN CORP.
100 43202 DBQ TWINE CO.
100 43203 DBQ YACHT BASIN
100 43204 ANDERSON MARINE -IA
100 43205 KOCH REFINING/DUB
100 43206 DBQ TANK TERMINAL
100 43209 BOWLING & BEYOND
100 43210 CONTI-CARRIERS/TERM.
100 43211 CONAGRI D/B/A PEAVEY
100 43212 HODGE TRANSIT WAREHOUSE
100 43214 ROBERTS/CASINO BELLE
100 43216 W-DBQ TANK TERMINAL
100 43217 W-KOCH REFINING/DBQ
100 43218 W-CONTICARRIERS & TE
100 43219 W-CONAGRI D/B/A/ PEAVEY
100 43220 W-ALLIANT
100 43221 W-DBQ TWINE COMPANY
100 43223 JAMES UNDERHILL
100 43224 SITCO, INC.
100 43230 LEASE, PROPERTY
100 43241 DBQ WATER SKI CLUB
100 43260 UNIV OF DBQ SCHMITT ISLAN
670 45701 STATE GRANTS
940 45731 IA DNR RCC OPERATION
810 46105 FUEL SALES, COUNTY
670 46110 DMASWA GRANTS
670 51215 PENALTIES
100 51375 LOT 1 RENTAL
670 51605 SOLID WASTE MONTHLY FEE
670 51610 TIPPER CARTS
670 51615 EXTRA/OVERSIZE CAN SUBSCR
670 51620 REFUSE SINGLE USE REFUSE
670 51630 YARD WASTE STICKER ANNUAL
670 51635 YARD WASTE SINGLE USE STI
670 51640 YARD WASTE BRUSH TIE SALE
670 51645 LEAF RAKE OUT FEES
670 51650 LARGE ITEM PICKUP FEES
940 51655 CUSTOMER FEES, HHMRCC
940 51660 SOLID WASTE AGENCY PMT
940 51670 GOVERNMENT FEES, HHMRCC
940 51685 COMPOST LANDFILL FEES
100 51910 STATE HIGHWAY MAINT
0 19,456 12,000 18,000
1,313 1,313 1,313 1,313
0 3,279 3,420 3,420
19,359 24,705 19,500 22,000
23,277 23,848 25,000 24,500
3,668 7,000 5,400 7,000
6,000 6,000 6,000 6,000
4,860 4,788 5,000 4,788
10,650 10,853 10,600 11,000
63,827 59,377 63,900 65,000
5,696 5,753 5,700 5,850
7,575 0 7,500 10,500
622 1,206 1,500 1,250
2,299 3,522 3,500 3,750
21,855 14,896 25,000 20,000
23,417 25,631 25,000 27,000
0 29,289 2,000 3,000
250 400 500 650
1,423 1,469 1,400 2,000
2,282 2,395 2,300 2,500
2,700 3,900 3,600 3,600
400 0 100 500
0 0 0 2,200
10,617 0 0 0
7,978 12,090 10,000 12,000
57,565 65,279 62,170 72,623
0 0 7,500 12,350
18,755 17,950 25,250 20,000
25,000 25,000 25,000 25,000
1,766,381 1,955,192 2,030,371 2,202,245
38,031 49,775 61,580 59,740
50,709 60,226 71,400 71,400
80,590 87,237 97,010 93,500
41,424 35,950 46,800 45,500
64,616 68,091 78,000 72,050
5,350 3,901 6,000 3,840
1,903 1,593 2,250 1,950
21,619 22,973 27,175 32,725
4,021 6,375 8,500 12,500
0 0 2,038,846 2,044,940
931 535 800 750
1,223 2,080 5,000 3,000
16,167 0 8,084 8,084
-448-
Recommended Operating Revenue Budget by Department
54 - PUBLIC WORKS
Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
100
100
100
670
940
810
810
100
250
610
670
940
100
250
250
810
670
100
810
• 940
100
•
51956 PAVILION FEES
51985 SIDEWALK -SNOW REMOVAL
51987 WEED CUTTING CHARGES
53102 PRIVATE PARTICIPANT
53202 SALES TAX REFUNDS
53530 SPECIALIZED SERVICES
53570 FUEUPARTS INTERNAL SVC
53605 MISCELLANEOUS REVENUE
53605 MISCELLANEOUS REVENUE
53605 MISCELLANEOUS REVENUE
53605 MISCELLANEOUS REVENUE
53605 MISCELLANEOUS REVENUE
53615 DAMAGE CLAIMS
53615 DAMAGE CLAIMS
53620 REIMBURSEMENTS -GENERAL
53620 REIMBURSEMENTS -GENERAL
53630 SALES TAX COLLECTION
54109 SALVAGE SALES
54109 SALVAGE SALES
54109 SALVAGE SALES
54110 SALE OF SIGNS AND MARKING
375
0
0
77
0
622,628
327,380
100
0
0
0
0
13,282
1,179
0
2,276
5,156
2,067
449
0
121
1,925
831
0
0
22,234
694,822
466,873
0
0
2,633
230
0
27,991
820
308
0
5,543
4,765
448
122
51
500
500
50
150
0
788,313
353,570
0
0
0
0
0
12,650
0
0
0
5,520
3,000
250
500
0
2,000
500
50
500
0
925,546
561,486
0
0
0
0
0
16,850
1,000
0
0
5,520
3,550
400
200
0
54 - PUBLIC WORKS TOTAL
3,389,442 3,892,923
6,006,972 6,557,620
-449-
54 PUBLIC WORKS DEPARTMENT
FD JC WP -GR JOB CLASS
61010 Full Time Employee Expense
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
FY 2005
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
100 3325 GE -41 PUBLIC WORKS DIRECTOR 1.00 82,866 1.00 88,110 1.00 90,854
100 3100 GE -37 STREET MAINTENANCE SUPERVIS 1.00 66,861 1.00 71,092 1.00 73,361
810 3225 GE -35 EQUIP MAINT. SUPERVISOR 1.00 54,706 1.00 63,893 1.00 65,869
670 6100 GE -35 SOLID WASTE MANAGEMENT SUP' 1.00 58,311 1.00 61,460 1.00 63,673
940 2625 GE -35 DMASWA ADMINISTRATOR 1.00 46,604 1.00 57,926 1.00 62,733
940 2625 GE -33 LANDFILL SUPERVISOR 1.00 60,620 1.00 63,893 1.00 65,869
100 2925 GE -31 TRAFFIC SIGNAL TECHNICIAN 11 2.00 99,754 2.00 102,637 2.00 105,832
100 0225 GE -24 SECRETARY 1.00 32,671 1.00 34,435 1.00 35,516
100 2655 GD -11 FOREMAN 0.50 21,317 0.50 22,469 0.50 23,170
250 2655 00-11 FOREMAN 5.50 234,291 5.50 247,372 5.50 255,098
4.610 2655 GD -11 FOREMAN 1.00 42,636 1.00 44,938 1.00 46,341
p 670 2655 GD -11 LEAD SANITATION DRIVER 1.00 42,432 1.00 44,723 1.00 46,120
810 7250 00-11 LEAD MECHANIC 2.00 85,475 3.00 87,522 2.00 90,465
940 2525 00-10 MECHANIC 1.00 41,563 1.00 43,807 1.00 45,168
810 2525 00-10 MECHANIC 7.00 286,414 6.00 297,548 7.00 307,936
810 1375 GD -04 SERVICEWORKER 1.55 57,357 0.00 0 0.00 0
100 2300 GD -08 EQUIPMENT OPERATOR 11 0.25 9,892 0.25 10,425 0.25 10,745
250 2300 GD -08 EQUIPMENT OPERATOR It 6.25 245,379 6.25 259,733 6.25 268,023
610 2300 GD -08 EQUIPMENT OPERATOR 0 0.50 19,782 0.50 20,851 0.50 21,492
940 2300 GD -08 EQUIPMENT OPERATOR II 5.00 193,419 5.00 204,899 5.00 208,743
810 0835 00-03 STOCK CLERK 2.00 67,815 2.00 71,592 2.00 80,990
810 0835 GD -08 STOCK CLERK 0.00 0 0.00 0 0.00 0
54 PUBLIC WORKS DEPARTMENT
FD JC WP -GR JOB CLASS
61010 Full Time Employee Expense
• •
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
FY 2005
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
940 GE -30 DMASWA EDUCATOR 1.00 35,663 1.00 46,139 1.00 47,986
100 2375 GD -06 EQUIPMENT OPERATOR I 1.50 57,547 1.50 60,713 1.50 61,160
250 2375 GD -06 EQUIPMENT OPERATOR I 3.50 134,154 3.50 141,454 3.50 145,896
610 2375 GD -06 EQUIPMENT OPERATOR I 1.00 37,745 1.00 39,898 1.00 41 223
670 1300 GD -06 SANITATION DRIVER 19.00 715,601 19.00 756,186 19.00 781,715
100 2205 GD -06 MAINTENANCEWORKER 1.00 38,675 1.00 40,763 1.00 42,031
250 2205 GD -06 MAINTENANCEWORKER 2.00 75,862 2.00 79,959 2.00 82,445
100 1475 GD -05 TRUCK DRIVER 2.67 99,758 3.03 119,369 3.48 141,622
250 1475 GD -05 TRUCK DRIVER 7.84 291,861 7.46 293,531 6.54 265,289
610 1475 GD -05 TRUCK DRIVER 1.49 56,026 1.51 59,989 2.32 94,214
x820 1475 GD -05 TRUCK DRIVER 0.00 0 0.00 0 0.66 26,700
cn
100 0870 GD -04 LABORER-G.D. 0.50 18,811 0.50 19,827 0.00 0
250 0870 GD -04 LABORER-G.D. 1.00 37,622 1.00 39,654 1.00 40,884
610 0870 G0-04 LABORER-G.D. 0.50 18,811 0.50 19,827 0.00 0
940 0870 GD -04 LABORER-G.D. 2.00 73,810 2.00 77,921 2.00 80,601
100 0811 OE -10 ACCOUNT CLERK II 1.00 39,869 1.00 42,022 1.00 43,641
TOTAL FULL TIME EMPLOYEES 88.55 3,581,980 87.00 3,736,577 87.00 3,863,405
54 PUBLIC WORKS DEPARTMENT
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
FY 2005
FY 2006 FY 2007
FD JC WP -GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61020 Part Time Employee Expense
810 2525 GD -10 MECHANIC 0.00 0 0.00
0 0.75 27,300
TOTAL PART TIME EMPLOYEES 0.00 0 0.00 0 0.75 27,300
61030 Seasonal Employee Expense
670 1325 NA -26 SANITATION DRIVER 0.67 15,318 0.67 16,145 0.67 16,758
940 1325 NA -26 EQUIPMENT OPEARTOR 0.75 17,150 0.75 18,076 0.75 18,767
100 0400 NA -22 CLERICAL HELP -SEASONAL 0.25 3,874 0.25 4,100 0.25 3,890
100 0898 NA -01 LABORER-ST/WNVW-SEASONAL 2.37 40,849 2.64 40,722 1.92 35,005
250 0898 NA -01 LABORER-ST/W/WW-SEASONAL 1.15 19,487 1.25 22,661 1.16 21,148
4610 0898 NA -01 LABORER-ST/W/WW-SEASONAL 0.03 500 0.04 738 0.04 700
cn
PO v 670 0898 NA -01 LABORER-ST/W/WW-SEASONAL 0.00 0 0.00 0 0.65 11,842
820 0898 NA -01 LABORER-STNV/WW-SEASONAL 0.00 0 0.00 0 0.03 500
TOTAL SEASONAL EMPLOYEES 5.22 97,178 5.60 102,442 5.47 108,610
TOTAL PUBLIC WORKS DEPARTMENT
93.77 3,679,158 92.60 3,839,019 93.22 3,999,315
111/1 411/1
CITY OF DUUBQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACTIVITY ACCT FD
JC WP -GR POSITION CLASS
FY 2005
FTE BUDGET.
FY 2006
FTE BUDGET
Run Date:
01/11/06
FY 2007
FTE BUDGET
Public Works Administration -FT
10054100 61010 100 3325 GE -41
10054100 61010 100 0225 GE -24
10054100 61010 100 0811 OE -10
10054100 61010 100 3100 GE -37
Public Works Administration -Seasonal
10054100 61030 100 0400
Street Maintenance -FT Road Use Tax Fund
25054400 61010 250 0870
p 25054400 61010 250 2300
co 25054400 61010 250 2205
25054400 61010 250 2375
25054400 61010 250 2655
25054400 61010 250 1475
PUBLIC WORKS DIRECTOR
SECRETARY
ACCOUNT CLERK II
STREET MAINTENANCE SUPERVISOR
Total
NA -22 CLERICAL HELP -SEASONAL
Total
GD -04
GD -08
GD -06
GD -06
GD -11
GD -05
Street Maintenance -Seasonal Road Use Tax Fund
25054400 61030 250 0898 NA -01
Street Cleaning -Full Time General Fund
25054410 61010 250 1475
25054410 61010 250 2205
25054410 61010 250 2375
25054410 61010 250 2300
Street Maintenance -Seasonal
82054400 61030 820 898
GD -05
GD -06
GD -06
GD -08
LABORER-G.D.
EQUIPMENT OPERATOR II
MAINTENANCEWORKER
EQUIPMENT OPERATOR I
FOREMAN
TRUCK DRIVER
Total
LABORER-ST/VV/WW-SEASONAL
Total
TRUCK DRIVER
MAINTENANCEWORKER
EQUIPMENT OPERATOR 1
EQUIPMENT OPERATOR II
Total
NA -01 LABORER -SEASONAL
Total
1.00
1.00
1.00
1.00
4.00
0.25
82,866 1.00
32,671 1.00
39,869 1.00
66,861 1.00
222,267 4.00
0.25
3,874 0.25
3,874 0.25
88,110
34,435
42,022
71,092
235,659
1.00
1.00
4,100
1.00
1.00
4.00
0.25
90,854
35,516
43,641
73,361
243,372
3,890
0.90 33,860 0.90
3.00 117,744 3.00
1.50 56,896 1.00
3.00 115281 1.50
4.50 191,676 4.50
5.72 212,712 6.71
18.62 728,169 17.61
0.54
0.54
1.42
0.00
0.00
2.00
3.42
8,987 0.58
8,987 0.58
4,100
0.25
3,890
35,688 1.00 40,884
124,691 2.75 117,920
39,978 1.00 41,223
60,450 2.54 106,043
202,391 4.00 185,542
263,962 6.04 245,068
727,160 17.33 736,680
10,540
0.67
12,250
52,504 0.42
0 0.50
10,540
16,613
0.67
0.00
19,990
1.00
0.00
0
78,496
131,000
0.00
1.00
2.00
3.92
0 0.00
0.00 0.00
40,502
83,103
160,208
0.46
2.09
3.55
12,250
0
41,222
19,242
89,536
150,000
0 0.03 500
0.00 0.03 500
ACTIVITY ACCT FD
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
JC WP -GR POSITION CLASS
FY 2005
FTE BUDGET
FY 2006
FTE BUDGET
Run Date:
01/11/06
FY 2007
FTE BUDGET
Street Cleaning -Seasonal -Road Use Tax Fund
25054410 61030 250 0898 NA -01
Snow Removal -FT
25054420
25054420
25054420
25054420
25054420
25054420
61010
61010
61010
61010
61010
61010
Snow Removal -Seasonal
25054420 61030
250 2205 GD -06
250 2655 GD -11
250 2300 GD -08
250 2375 GD -06
250 1475 GD -05
250 1475 GD -04
250 0898
LABORER-ST/W/WW-SEASONAL
Total
MAINTENANCEWORKER
FOREMAN
EQUIPMENT OPERATOR II
EQUIPMENT OPERATOR I
TRUCK DRIVER
LABORER-G.D.
Total
NA -01 LABORER-ST/W/WW-SEASONAL
*Initary Sewer Maintenance -FT Sewer Use Fund
61054300
61054300
61054300
61054300
61054300
61010
61010
61010
61010
61010
610
610
610
610
610
0870
1475
2375
2300
2655
GD -04
GD -05
GD -06
GD -08
GD -11
Total
LABORER-G.D.
TRUCK DRIVER
EQUIPMENT OPERATOR I
EQUIPMENT OPERATOR II
FOREMAN
Total
Sanitary Sewer Maintenance -Seasonal Sewer Use Fund
61054300 61030 610 0898 NA -01 LABORER-ST/W/WW-SEASONAL
Total
Storm Sewer Maintenance -FT General Fund
10054310 61010 100 0870
10054310 61010 100 1475
10054310 61010 100 2300
10054310 61010 100 2375
10054310 61010 100 2655
GD -04
GD -05
GD -08
GD -06
GD -11
LABORER -GD
TRUCK DRIVER
EQUIPMENT OPERATOR II
EQUIPMENT OPERATOR I
FOREMAN
Total
0.32
5,500
0.32
0.50
1.00
1.25
0.50
0.70
0.10
4.05
0.29
5,500
18,966
42,615
49,139
18,873
26,645
3,762
160,000
5,000
0.29
0.50
1.49
1.00
0.50
1.00
4.49
5,000
18,811
56,026
37,745
19,782
42,636
175,000
0.38 6,851
0.38 6,851
0.40
7,194
0.50 19,990
1.00 44,981
1.25 51,939
1.00 40,502
0.33 12,955
0.10 3,965
4.18 174,332
0.29 5,270
0.29 5,270
0.50 19,827
1.51 59,989
1.00 39,898
0.50 20,851
1.00 44,938
4.51 185,503
0.03 500 0.04 738
0.03 500 0.04 738
0.50
0.91
0.25
0.50
0.50
2.66
18,811 0.50
34,108 0.91
9,892 0.25
18,872 0.50
21,317 0.50
103,000 2.66
19,827
36,021
10,425
19,949
22,469
108,691
0.40
0.00
1.50
1.41
0.50
0.50
0.00
3.91
7,194
0
69,556
60,568
20,611
20,221
0
170,956
0.09 1,704
0.09 1,704
0.00 0
2.32 94,214
1.00 41,223
0.50 21,492
1.00 46,341
4.82 203,270
0.04 700
0.04 700
0.00
1.31
0.25
0.50
0.50
2.56
0
52,874
10,745
20,611
23,170
107,400
411/1
CITY OF DUE, IOWA •
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACTIVITY ACCT FD
JC WP -GR POSITION CLASS
FY 2005
FTE BUDGET
FY 2006
FTE BUDGET
Run Date:
01/11/06
FY 2007
FTE BUDGET
Street Maintenance -FT
82054400 61010
820 1475 GD -05 TRUCK DRIVER
Total
Storm Sewer Maintenance -Seasonal General Fund
10054310 61030 100 0898 NA -01
LABORER-ST/W/WW-SEASONAL
Total
Large Item Collection -FT
67054520 61010 670 2655 GD -11 LEAD SANITATION DRIVER
67054520 61010 670 1300 GD -06 SANITATION DRIVER
67054520 61010 670 6100 GE -35 SOLID WASTE MANAGEMENT SUPVSR
Total
A
&fuse Collection -FT Refuse Fund
67054500 61010 670
67054500 61010 670
67054500 61010 670
6100 GE -35 SOLID WASTE MANAGEMENT SUPVSR
2655 GD -11 LEAD SANITATION DRIVER
1300 GD -06 SANITATION DRIVER
Total
Refuse Collection -Seasonal Refuse Fund
67054500 61030 670 0898 NA -01
Yard Waste Collection -FT Refuse Fund
67054510 61010 670 2655
67054510 61010 670 1300
67054510 61010 670 6100
LABORER-ST/W/WW-SEASONAL
Total
GD -11 LEAD SANITATION DRIVER
GD -06 SANITATION DRIVER
GE -35 SOLID WASTE MANAGEMENT SUPVSR
Total
Yard Waste Collection -Seasonal Refuse Fund
67054510 61030 670 1325 NA -26
SANITATION DRIVER
Total
0.00
0 0.00
0
0.00
0 0.00
0
0.66 26,700
0.66 26,700
0.03 500 0.30 527 0.03 500
0.03 500 0.30 527 0.03 500
0.00
0.06
0.05
0.11
0.45
0
2,049
2,915
4,964
0.02
0.10
0.01
0.13
26,240 0.51
791
3,881
527
5,199
31,695
0.02 922
0.28 11,519
0.01 637
0.31 13,078
0.51 32,473
0.50 21,216
9.63 362,869
10.58 410,325
0.06
0.06
0.00
0.64
9.87
11.02
1,409 0.04
1,409 0.04
28,934
392,998
453,627
1,054
0.64 29,517
9.66 397,610
10.81 459,600
0 0.04
1,054
1,581
0.65 11,842
0.65 11,842
0.04 1,845
0.84
31,571
0.97 38,468
0.95
39,035
0.05
2,916
0.89
0.55
34,487
0.55
0.03 1,581
1.04 41,630
12,500 0.57
12,500 0.57
0.03
1,910
13,702
13,702
1.02
42,790
0.60 15,000
0.60 15,000
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACTIVITY ACCT FD JC WP -GR POSITION CLASS
Recycling Collection Program -FT Refuse Fund
67054530 61010 670 6100 GE -35 SOLID WASTE MANAGEMENT SUPVSR
67054530 61010 670 2655 00-11
67054530 61010 670 1300 00-06
LEAD SANITATION DRIVER
SANITATION DRIVER
Total
Recycling Collection Program -Seasonal Refuse Fund
67054530 61030 670 0898 NA -01 LABORER-ST/W/WW-SEASONAL
Total
Landfill -FT
94054200
94054200
94054200
94054200
94054200
61010 940 2625 GE -35
61010 940 2625 GE -33
61010 940 2525 GD -10
61010 940 2300 00-18
61010 940 0870 GD -04
A
0)
Landfill -Seasonal
94054200 61030 940 1325 NA -26
Composting -Landfill Program -FT
94054210
94054210
94054210
61010
61010
61010
940
940
940
2625
2625
2300
GE -35
GE -33
GD -08
Composting -Landfill Program -Seasonal
94054210 61030 940 1325 NA -26
HHMRCC-Landfill Program -FT
94054220 61010 940 2625
94054220 61010 940 0870
GE -33
GD -04
DMASWA ADMINISTRATOR
LANDFILL SUPERVISOR
MECHANIC
EQUIPMENT OPERATOR II
LABORER-G.D.
Total
EQUIPMENT OPERATOR
Total
DMASWA ADMINISTRATOR
LANDFILL SUPERVISOR
EQUIPMENT OPERATOR II
Total
EQUIPMENT OPERATOR
Total
LANDFILL SUPERVISOR
LABORER-G.D.
Total
FY 2005
FTE BUDGET
FY 2006
FTE BUDGET
Run Date:
01/11/06
FY 2007
FTE BUDGET
0.45
0.50
8.47
9.42
0.06
26,240
21,216
319,110
366,566
0.06
1.00
0.75
1.00
4.67
1.89
9.31
0.45
0.30
8.06
8.81
1,409 0.06
1,409 0.06
46,604
45,465
0.62
41,563
180,512
69,872
384,016
0.62
0.00
0.15
0.33
0.48
0.13
0.90
0.85
1.00
4.96
1.76
9.47
14,124 0.75
14,124 0.75
0
9,093
12,907
22,000
0.13
0.10
0.11
0.21
0.10
0.05
0.04
0.19
3,026 0.00
3,026 0.00
6,062
3,938
10,000
0.10
0.24
0.34
27,657
13,417
320,841
361,915
1,389
0.45
0.30
8.11
8.86
0.07
28,653
13,836
333,551
376,040
1,758
1,389
52,133
54,309
43,807
203,347
68,501
422,097
18,076
0.07
0.95
0.85
1.00
4.73
1.76
9.29
0.39
1,758
59,596
55,989
45,168
197,637
70,929
429,319
9,767
18,076
5,793
3,195
1,553
10,541
0
0.39
0.05
0.09
0.27
0.41
0.16
9,767
3,137
5,932
11,106
20,175
4,000
0
6,389
9,421
15,810
0.16
0.06
0.24
0.30
4,000
3,948
9,672
13,620
1111, III/1
• CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACTIVITY ACCT FD JC WP -GR POSITION CLASS
HHMRCC-Landfill Program -Seasonal
94054220 61030 940 1325 NA -26 EQUIPMENT OPERATOR
DMASWA Education
94054230 61010 940
FY 2005
FTE BUDGET
FY 2006
FTE BUDGET
Run Date:
01/11/06
FY 2007
FTE BUDGET
GE -30 SOLID WASTE EDUCATOR
Total
Street & Traffic Lighting -Seasonal General Fund
10054430 61030 100 0898 NA -01
Street & Traffic Lighting -FT General Fund
10054430 61010 100 1475
10054430 61010 100 2925
A
Cn
J
Street & Traffic Lighting -FT General Fund
10054440 61010 100 2925
LABORER-ST/VV/WW-SEASONAL
Total
GD -05 TRUCK DRIVER
GE -31 TRAFFIC SIGNAL TECHNICIAN II
Total
GE -31 TRAFFIC SIGNAL TECHNICIAN II
Total
Street & Traffic Lighting -Seasonal General Fund
10054440 61030 100 898
Steet Signs & Markings -FT General Fund
10054435 61010 100 1475
10054435 61010 100 2375
NA -01 LABORER -SEASONAL
Total
GD -05 TRUCK DRIVER
GD -06 EQUIPMENT OPERATOR I
Total
Steet Signs & Markings-Seasoanl General Fund
10054435 61030 100 0898 NA -01
LABORER-ST/VV/WW-SEASONAL
Total
0.00
0 0.00
0
0.00
1.00
0 0.00
35,663 1.00
0
46,139
0.20 5,000
0.20 5,000
1.00
0.64
35,663 1.00
10,999 0.61
46,139
11,066
0.64
10,999 0.61
1.60
80,000
1.60
0.40
80,000
0.12
1.57
1.69
19,754 0.43
11,066
4,554
80,714
85,268
21,923
1.00 47,986
1.00 47,986
0.41 7,500
0.41 7,500
0.11 4,668
1.51 79,832
1.62 84,500
0.40
0.03
19,754 0.43
0.03
0,36
1.00
1.36
0.52
500 0.06
500 0.06
13,325
38,675
52,000
21,923
1,054
0.41
1.00
1.41
9,000 0.53
1,054
16,153
40,763
56,916
9,486
0.49 26,000
0.49 26,000
0.03 500
0.03 500
0.64 26,151
1.00 40,549
1.64 66,700
0.52
9,000 0.53
9,486
0.51 9,360
0.51 9,360
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACTIVITY ACCT FD JC WP -GR POSITION CLASS
Riverboat/Parking Maintenance -FT
10054450 61010 100 2205
10054450 61010 100 1475
Riverboat/Parking Maintenance -Seasonal
10054450 61030 100 0898
FY 2005
FTE BUDGET
FY 2006
FTE BUDGET
Run Date:
01/11/06
FY 2007
FTE BUDGET
GD -06 MAINTENANCEWORKER
GD -05 TRUCK DRIVER
Total
NA -01 LABORER -SEASONAL
Total
City Garage -FT Service Fund
81054600 61010 810 3225 GE -35
81054600 61010 810 2525 00-10
81054600 61010 810 0835 GD -03
81054600 61010 810 1375 00-04
81054600 61010 810 7250 00-11
A
c
co
bity Garage -PT Service Fund
81054600 61010 810 2525
Riverfront Management -FT General Fund
10054330 61010 100 2205
10054330 61010 100 1475
EQUIP MAINT. SUPERVISOR
MECHANIC
STOCK CLERK
SERVICEWORKER
LEAD MECHANIC
Total
GD -10 MECHANIC
Total
GD -06 MAINTENANCEWORKER
GD -05 TRUCK DRIVER
Total
Riverfront Management -Seasonal General Fund
10054330 61030 100 0898 NA -01
Floodwall Oper.lMai ntenance
10054340 61010 100 1475
LABORER-ST/VV/WW-SEASONAL
Total
GD -05 TRUCK DRIVER
Total
0.02
0.65
0.67
0.55
675
24,325
25,000
0.00
0.71
0.71
9,500 0.54
0
27,931
27,931
9,788
0.55
1.00
7.00
2.00
1.55
2.00
13.55
0.00
9,500 0.54
54,706
286,414
67,815
57,357
85,475
551,767
0.00
0.98
0.00
0.98
0.58
0.58
0.75
0.75
1.00
6.00
2.00
0.00
3.00
12.00
0 0.00
0 0.00
38,000 1.00
0.20
38,000 1.20
10,000 0.58
10,000 0.58
28,000 0.68
28,000 0.68
9,788
63,893
297,549
71,592
0
87,522
520,556
0
0.25 10,508
0.52 21,092
0.77 31,600
0.63 11,395
0.63 11,395
1.00 65,868
7.00 307,936
2.00 80,990
0.00 0
2.00 90,465
12.00 545,259
0
40,763
7,792
48,555
8,432
8,432
26,917
26,917
0.75 27,300
0.75 27,300
0.75 31,523
0.25 10,277
1.00 41,800
0.30 5,500
0.30 5,500
0.65 26,560
0.65 26,560
• i
i CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2005
Run Date: 01/11/06
FY 2006 FY 2007
ACTIVITY ACCT FD JC WP -GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
F I oodwall Oper./Mai ntenanceSeasonal
10054340 61030 100 0898 NA -01 LABORER SEASONAL 0.02 350 0.02 369 0.01 250
Total 0.02 350 0.02 369 0.01 250
TOTAL PUBLIC WORKS DEPT.
93.77 3,679,156
92.60 3,839,019
93.22 3,999,315
•
•
•
DEPARTMENT/DIVISION: Public Works/Engineering
RESPONSIBILITY: Gus Psihoyos, City Engineer
HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISMENTS (Calendar Year 2004 - 2005):
The Engineering Division's Fiscal Year 2005 Capital Improvement Budget for street, sanitary
sewer, storm sewer, and other improvements was $20,341,123. Reconstruction and
maintenance of the City street system was a top priority of the Division, with $14,516,240
budgeted for street improvements alone.
Major construction projects in Fiscal Year 2005 (Calendar Year 2004 - 2005) that were either
under design, under construction or were completed include:
Major Street Projects:
1. Wartburg Place Reconstruction, from Fremont Avenue to End
2. Locust Street Connector
3. Fremont, from Dodge Street to Simpson Street
4. Chestnut, from Highland to Cox
5. Garfield, from Marshall to El m
6. Windsor Avenue, from Burden to Stoneridge
7. 8th Street, from Locust to Airhill
8. Iowa Street, from 14th to 17th Street
9. Stoneridge, from Windsor to end
10. University Avenue from Delhi to Spruce
11. Iowa Highway 32 (SW Arterial)
Major Sanitary Sewer Proiects:
1. Mullen Road Sanitary Sewer
2. Madison Street Sanitary Sewer Extension
3. Arboretum Sanitary Sewer Extension
4. Callahan Subdivision Sanitary Sewer Extension
5. Eagle Valley Sanitary Sewer Extension
6. Highway 20 Annexation - Phase I
7. Manhole Replacement
8. University Avenue Sanitary Sewer Reconstruction
9. Fremont Avenue Sanitary Sewer Reconstruction
10. Chestnut Sanitary Sewer Reconstruction
Major Stormwater Management Projects:
1. W. 32nd Street Detention Basin - Property Acquisitions
2. Bee Branch Creek Alignment Study
3. NPDES Permit Compliance Program
4. Stormwater Utility - Management
-463-
Port of Dubuque Projects:
1. Mississippi Riverwalk
2. Ice Harbor/Port of Dubuque Utility Relocation — Phase IV
3. Tourism Directional Signage
4. Education & Conference Center/Greenway
5. Visitor Amenities
6. Parking Lot Improvements
7. Ice Harbor West Road
8. Bell Street, from 5th to northerly End
Miscellaneous Projects:
1. Heritage Trail Improvements
2. Guardrail Replacement
3. Traffic Signal Coordination
4. US 20 Highway Capacity Improvements
5. Railroad Track Rehabilitation
6. Harbor Area Maintenance
7. Manson Road Bridge
8. Fengler Street Bridge
Iowa Highway 32 (SW Arterial)
In January, the City and the Iowa DOT executed the Consultant Professional Services
Agreement for Earth Tech, Inc. to complete Preliminary Engineering Design Services for the
Improvement of Iowa Highway 32 (Southwest Arterial). Earth Tech has began the preliminary
engineering design phase and has conducted a Constructability Review Workshop with
Technical Committee members and several highway construction contractors. The City received
the issuance of Environmental Concurrence and the Finding of No Significant Impact (FONSI)
from the various regulatory agencies and has completed the Environmental Assessment phase
of the project.
Port of Dubuque
The Port of Dubuque Mississippi Riverwalk Phase II Project was completed and the ribbon -
cutting was held on June 12, 2003. The Riverwalk project involved the construction of the
riverfront promenade and amenities along the Mississippi River and Ice Harbor from the existing
River's Edge Plaza, north to the Alliant Energy (Star Brewery) Amphitheater and from the
Welcome Center -Port Side Building, west to Ice Harbor Park and the National Mississippi River
Museum and Aquarium site. Riverwalk amenities included the construction of a 15 -foot wide
decorative concrete walkway, constructing the River's Edge Plaza Pavilion, Riverwalk shade
structures, ornamental lighting, decorative benches, litter receptacles, bicycle loops, drinking
fountains and colorful landscaping.
The Port of Dubuque Ice Harbor West Road Project was completed and involved the
construction of sheet pile containment cells and structural concrete cap around the westerly end
of the Ice Harbor, which allowed for the construction of a new concrete roadway, 24 feet in
width, which connects both the north and south port peninsulas. As part of the project, a
decorative barrier railing was installed adjacent to the sidewalk on top of the sheet pile wall at
the edge of the Ice Harbor, which compliments the decorative railing installed on the Riverwalk
and will function as a vehicular protective guardrail. On the railroad side of the roadway, a
safety railing was installed which matches the decorative railing installed on the Riverwalk and
is intended to prevent pedestrians from gaining access to the rail lines.
The Engineering Division completed two (2) major bridge reconstruction projects. The Manson
Road Bridge was completed and serves as the only access into the Manson Road area. The
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Fengler Street Bridge was completed and provides an essential link to the Kerper Peninsula for
both emergency response and public usage.
During Fiscal Year 2005, the Department assisted four properties to obtain connection to City
sewer and worked with several others in the connection of their properties to City sewer through
our various assistance programs. Staff began preliminary design work on Phase I of the US 20
sanitary sewer extension to service seventeen properties west of the NW Arterial. Phase II and
Phase III involve properties along Old Highway Road.
The purpose of the City's Inflow and Infiltration (I & I) Program is to decrease the extraneous
stormwater inflow and groundwater infiltration into the Catfish Creek and downtown sanitary
collector systems. This program will reduce the potential for sewer backups and line
surcharging, reduce pumping costs, and assist in meeting effluent standards at the Water
Pollution Control Plant.
Drainage Basin Master Plan
Several homeowners witnessed the benefits of the Drainage Basin Master Plan (DBMP) during
the rains of June, 2002. In the past, a rainstorm of that magnitude would have produced
stormwater in excess of what the creek that runs from the NW Arterial to Rosemont is able to
convey. The excess stormwater would back-up, pond deeper and deeper, to a point where it
would enter into basements, eventually, overtopping Rosemont, making it impossible to drive
safely. With the NW Arterial Detention basin completely functional, stormwater did not flow over
Rosemont and the homes historically at risk did not experience property damage. Implementing
the remaining improvements outlined in the Drainage Basin Master Plan remains a top priority in
Fiscal Year 2006.
Financing the cost of the $38,694,949 DBMP will take a combination of revenues from the
Dubuque Racing Association and the monthly Stormwater Fee. Debt is being used so this
project can be completed in a reasonable time -frame, while the costs are spread over a long
period of time. The City will also continue to pursue federal grants.
The adopted Stormwater Fee to implement the DBMP is a monthly fee of $1.79 for the average
homeowner. At the beginning of Fiscal Year 2007, July 1, 2006, the monthly fee will rise to
$2.00. The fee will then rise 25¢ a year until Fiscal Year 2013, when it would reach $3.50 a
month, and continue at that rate until Fiscal Year 2032. The funding projections assume that
approximately $35 million of DRA revenues will be dedicated to help implement the plan.
National Pollution Discharge Elimination System (NPDES), Phase II Program
Implementation
To fulfill an NPDES permit requirement, an Illicit Discharge Ordinance was adopted making it
illegal to improperly place wastes into the City's stormwater management system. Two other
requirements were fulfilled: information was placed on the City Website and a brochure was
produced and distributed outlining how citizens can help protect the quality of area creeks.
Carter Road Detention Basin
The Carter Road Detention Basin was identified in the Drainage Basin Master Plan (DBMP)
produced by HDR Engineering. Intended to alleviate flooding in the Bee Branch watershed, the
project was estimated to cost $875,000. Although multiple engineering firms advised that the
City's aggressive schedule to have a working detention basin by the spring of 2004 was not
feasible, the detention basin was functional during the May 22"° 2004 rainstorm that resulted in
a Presidential disaster declaration. Credit must be given to the City's consultant Veenstra &
Kimm who promptly designed the project and obtained the necessary regulatory permits;
adjacent property owners who agreed to easements in a timely manner; and the general
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contractor for the project Tschiggfrie Excavating who worked diligently, striving for the early
completion bonus.
The City has made a continuing effort to extend the Heritage Trail system from the northerly City
limits (32nd Street) to the Mines of Spain. The areas included in this trail system are: Jaycee
Trail from Volunteer Drive to 16th Street; Heritage Trail extension (16th to Sycamore); and
Powerline Trail from North Grandview to Mines of Spain.
CURRENT INITIATIVES FOR FISCAL YEAR 2006 (Calendar Year 2005 - 2006):
The Engineering Division's Fiscal Year 2006 Capital Improvement Budget for street, sanitary
sewer, storm sewer, and other improvements was $21,752,572. Reconstruction and
maintenance of the City street system was a top priority of the Division, with $15,596,410
budgeted for street improvements alone.
The Engineering Division has continued its emphasis on public informational meetings
concerning projects that have a significant impact on neighbors. Neighborhood meetings were
held on the street construction projects including Rosedale Avenue, Nowata Street, Alta Vista
Street and Carlotta Street. Informational meetings were also held for the Phase I - Sanitary
Sewer Extension Projects on U.S. 20 West. These meetings have been a valuable source of
information, both to the affected property owners and to City staff. These opens lines of
communications have served as a problem -avoidance mechanism since all parties are better
informed on the project and its impact.
The City completed a joint project with the Iowa DOT for the US 20 Corridor - Intersection
improvements, 5 lane widening from NW Arterial to Old Highway Road, traffic signal and
equipment updates and coordination along the corridor.
Major construction projects in Fiscal Year 2006 (Calendar Year 2005 - 2006) that were either
under design, under construction or were completed include:
Major Street Projects:
1. Chavenelle Extension West of Seippel
2. Rosedale Avenue Reconstruction (West Locust to Glen Oak)
3. Nowata Street Reconstruction
4. 6th Street (Bluff to Locust) Reconstruction
5. 7th Street (Bluff to Locust) Reconstruction
6. University Avenue Extension to Highway 20
7. Hill Street Resurfacing
8. Main Street Resurfacing
9. Madison Street Resurfacing
10. Bluff Street Resurfacing
11. Carter Road Resurfacing
12. South Grandview Avenue Resurfacing
13. Carmel Drive Resurfacing
14. Grandview Avenue Concrete Section Repair
15. Iowa Highway 32 (SW Arterial)
Maior Sanitary Sewer Proiects: .
1. Rosedale Avenue Sanitary Sewer Reconstruction
2. Nowata Street Sanitary Sewer Reconstruction
3. 6th Street (Bluff to Locust) Sanitary Sewer Reconstruction
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4. Brick Manhole Replacement Program
5. US 20 Annexation Sanitary Sewer Extension - Phase I
6. Middle Road Sanitary Sewer Extension
7. Alta Vista Sanitary Sewer Reconstruction
8. West 5`" Street Sanitary Sewer Reconstruction
9. University Extension Sanitary Sewer Relocation
10. Comprehensive Sanitary Sewer Master Plan
Major Stormwater Management Projects:
1. W. 32nd Street Detention Basin - Design
2. Custer/Allison-Henderson Drainage Improvements - Design
3. US 52 Storm Sewer Reconstruction - Design
4. NPDES Permit Compliance Program
5. Rosedale Avenue Storm Sewer Reconstruction
5. Nowata Street Storm Sewer Reconstruction
6. Stoneman Road
7. University Avenue Culvert Extension
Traffic and Signalization Related Projects:
1. New historic lights installed along Loras Blvd.
2. Installed Ten (10) battery back-up in signal cabinets
3. Reconstructed signals at Washington Park, 6th and 7th Streets
4. Installed signals at Radford Road and Radford Court
5. Acquired ICAAP Funding for traffic improvements along US 20
6. Installed signals at University Avenue Extension and Hyw 20
7. US 20 Highway Capacity Improvements
Fiber Optics - Communication Infrastructure Projects:
1. Rosedale Avenue from West Locust to Glen Oak
2. Nowata Street
3. 6th and 7th Streets between Bluff and Locust
4. Downtown Fiber Optics Project - Phase I
5. Asbury Road/Holliday Drive - Northwest Arterial/Asbury Road/Kohl's
(A traffic control system along the Northwest Arterial that will be tied to the US 20 project to
City Hall.)
6. Fiber Optic conduit along NW Arterial
Port of Dubuque Proiects:
1. Parking Lot Reconstruction
2. Shot Tower Drive - Bell Street Extension
3. Recognition Wall Project
4. Third Street Overpass Decorative Railing Improvement Project
5. Transient Boat Dock Feasibility Study
Miscellaneous Projects:
1. Guardrail Replacement on Roosevelt Road, Peru Road and Lawther Street
2. Washington Park Reconstruction
3. Villa Street Retaining Wall Reconstruction
4. Heritage Trail
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Iowa Highway 32 (SW Arterial)
Earth Tech will continue the preliminary engineering design phase to further evaluate selected
preliminary design options and alternatives and develop cost estimates. As a result local lobbing
efforts and the hard work of both Senator Grassley and Congressman Nussle, the approved
Federal Transportation Bill includes funding for the Iowa Highway 32, Southwest Arterial in the
amount of $ 26.18 million.
The City has made a continuing effort to extend the Heritage Trail system from the northerly City
limits (32nd Street) to the Mines of Spain. The areas included in this trail system are: Peosta
Channel/Jaycee Trail at 16`h Street to the Heron Pond.
FUTURE INITIATIVES FOR FISCAL YEARS 2007 (Calendar Year 2006 - 2007):
The Engineering Division's Fiscal Year 2007 Capital Improvement Budget for street, sanitary
sewer, storm sewer, and other improvements is $00,000,000. Reconstruction and maintenance
of the City street system continues to be top priority of the Division, with $00,000,000 budgeted
for street improvements alone. The Engineering Division will continue its emphasis on public
informational meetings concerning projects that have a significant impact on neighborhoods.
Major construction projects in Fiscal Year 2006-2007 (Calendar Year 2006) currently being
designed or currently under construction include:
Major Street Projects:
1. Iowa Highway 32 (SW Arterial)
2. Alta Vista and Carlotta Streets Reconstruction
3. Rosedale Avenue Reconstruction (Glen Oak to Grandview Avenue)
4. Bonson Road Reconstruction
5. West 5`h Street Reconstruction (Alpine to Delhi)
6. 9`h Street Dowel Bar Retrofit
7. 11th Street Resurfacing
8. Iowa Street Resurfacing
9. Pennsylvania Avenue Resurfacing
10. University Avenue Extension to Highway 20
Maior Sanitary Sewer Projects:
1. Rosedale Avenue Reconstruction
2. Hawthorne Street Reconstruction
3. Rockdale Road Extension
4. Cox Street Reconstruction
5. Loras, Walnut to Prairie Reconstruction
6. Rhomberg —Lincoln Reconstruction
7. Annex Study/Implementation Reconstruction
8. Annex Middle Road Extension
9. Highway 20 Annexation Extension — Phase II
10. Manhole Replacement
11. Catfish Creek Interceptor Reconstruction
12. Sunset Ridge Extension
13. Plymouth Court
14. Comprehensive Sanitary Sewer Master Plan
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Major Stormwater Management Projects:
1. US 52 Storm Sewer Reconstruction - Construction
2. W. 32od Street Detention Basin - Construction
3. Bee Branch Creek Restoration Project - Property Acquisition
4. NPDES Compliance Program
5. Custer/Allison Henderson - Construction
6. North Fork Catfish Creek Drainage Improvements (DBMP) - Design
7. University Avenue Extension Culvert
Traffic and Siqnalization Related Projects:
1. Traffic signal inner -connect conduit repair
2. Traffic signal mastarm retrofit
3. Traffic signal coordination
4. New traffic control cabinets installed at 7 intersections
5. Battery backups installed at 10 intersections
6. East - West corridor traffic study
7. Downtown traffic study
8. US 20 highway capacity improvements
9. NW Arterial operations study
10. ICAAP funded projects
Fiber Optics - Communication Infrastructure Projects:
1. Alta Vista and Carlotta Streets Reconstruction
2. Rosedale Avenue Reconstruction (Glen Oak to Grandview Avenue)
3. Bonson Road Reconstruction
4. West 5th Street Reconstruction (Alpine to Delhi)
5. Subdivision, private development and misc. projects
Port of Dubuque Projects:
1. Parking Lot Reconstruction and Landscaping
2. Shot Tower Drive - Bell Street Extension
3. Transient Boat Dock Construction (Ice Harbor)
Miscellaneous Projects:
1. Guardrail Replacement
2. Railroad Track Rehabilitation
3. Harbor Area Maintenance
4. Misc. Retaining Wall Reconstruction
Iowa Highway 32 (SW Arterial)
Earth Tech will continue the preliminary engineering design phase to further evaluate selected
preliminary design options and alternatives and develop cost estimates. Preliminary design work
will be completed in 2007 and will establish the final corridor alignment and set the limits for
right-of-way property acquisition.
Highway 20 Annexation Sanitary Sewer Extension
This project has been split into Three Phases. Phase I is complete and serves businesses
along U.S. 20 from the new Menards to White Front Feed. Phase 11 which serves homes along
Old Highway Road east of Radford was designed three years ago, but due to a moratorium
placed by DOT, has not been constructed. Phase III will serve homes along the south side of
Old Highway Road from Radford to Cousins Road.
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Middle Road Sanitary Sewer Extension (Annexation Area)
A portion of this sewer was constructed as part of the Callahan Subdivision along Seippel Road.
This segment will be extended to Middle Road once the annexation is complete. Another
portion of this sewer is being constructed as part of the Industrial Park Expansion.
The City has made a continuing effort to extend the Heritage Trail system from the northerly City
limits (32od Street) to the Mines of Spain. The areas included in this system are: Jaycee Trail
from Volunteer Drive to 16th Street; Heritage Trail extension (16`h to Sycamore); and Powerline
Trail from North Grandview to Mines of Spain.
In the last year we have assisted four properties in connection to City sewer and worked with
several others in the connection of their properties to City sewer through our various assistance
programs. We are currently working on Phase I of the US 20 sanitary sewer extension to
service seventeen properties west of the NW Arterial. Phase 11 and Phase III involve properties
along Old Highway Road.
The purpose of the City's Inflow and Infiltration (I & I) is to decrease the extraneous stormwater
inflow and groundwater infiltration into the Catfish Creek and downtown sanitary collector
systems. This program will reduce the potential for sewer backups and line surcharging, reduce
pumping costs, and assist in meeting effluent standards at the Water Pollution Control Plant.
Drainage Basin Master Plan
Because private property damage continues to occur during heavy rainstorms as predicted in
the DBMP, putting the other improvements in the DBMP into service remains a top priority for
the Engineering Division.
Stormwater Utility Administration
Engineering staff continues the administration of the Stormwater Management Utility by
answering questions from customers, providing Utility Billing with current billing units, and
reviewing/establishing utility fee credits.
Stormwater Management Ordinance Development
Engineering is currently drafting two ordinances that pertain to stormwater management. The
need for a Stormwater Detention Ordinance has evolved due to the multitude of developments
that have occurred in the past year and the need to ensure that stormwater controls such as a
detention basin are constructed in a timely manner. The need for an Erosion Control Ordinance
originated when the City Council established the need for an erosion control policy as a priority.
In addition, the Federal National Pollution Discharge Elimination System (NPDES) - Phase II
regulations require that the City of Dubuque must have an erosion and sediment control
ordinance.
National Pollution Discharge Elimination System (NPDES), Phase II Program
Implementation
City staff continues to implement the stormwater quality program outlined in the NPDES
permit issued by the IDNR and approved by the City Council in November of 2004.
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ENGINEERING DEPARTMENT
Budget Highlights
Employee Expense
Supplies and Services
Machinery and Equipment
Utility Billing - Finance / Public
Works - Stormwater
Total
Operating Revenue - General
Recharges to Service Funds
Road Use Tax Funds
Utility Charges -Sanitary
Utility Charges-Stormwater
Total
Debt Service-Stormwater-Abated
Debt on America's River Prolect-
TIF & DRAAbated
Total Non -Property Tax Debt
Property Tax Support
Percent Increase/(Decrease)
FY 2004/05
Actual
1,654,472
160,005
11,479
169.091
1,995,047
314,894
955,941
51,773
189,124
1,511,732
159,748
1,573,184
1,732, 932
FY 2005/06
Adopted
1,929,412
439,603
110,200
166,271
2,645,486
118,231
1,168, 626
15,450
89,631
379,011
1,770, 949
508,238
FY 2005/06
Amended
1,929,412
445,214
82,600
166,271
2,623,497
118,231
1,168,626
18,650
89,631
379,011
1,774,149
508,238
FY 2006/07
Recom'd
2,056,495
397,763
130,407
182,498
2,767,163
102,966
1,265,404
15,556
89,843
399,443
1,873,212
657,725
% Change
from Adopted
6.6%
-9.5%
18.3%
9.8%
4.6%
-12.9%
8.3%
0.7%
0.2%
5.4%
5.8%
29.4%
815,514 815,514 1,038,514 27_3%
1,323,752
1,323,752
1,696,239 28.1%
483,315 874,537 849,348 893,951 19,414
2.2%
Decision Package Summary
1 of 15
This decision package provides for the purchase of the safety strobe lighting equipment for the eleven
(11) Engineering vehicles. This lighting would be positioned in the headlights, taillights, and top center
of the vehicle (remote unit). These strobes can be programmed to give off different light patterns and
will be visible from the front, rear, and top of vehicle.
Related Cost: $7,832 Tax Funds - Non -Recurring
Property Tax Impact: +$.0046/+.05%
Activity: Project Engineering
Recommend - Yes
2 of 15
This decision package will add a part-time employee (20 hours per week) to perform the Engineering
Department's LaserFiche records archive operations. On average, the two (2) department secretaries
log 10 hours per week of overtime performing administrative and project tasks. The $13,000 budgeted
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for overtime is exhausted each fiscal year. Eventually the use of LaserFiche will allow more efficient
use of the staff time and resources.
The Engineering records are different than many departments because the documentation for each
project should be saved for the life of the improvement. A street, for example, has an estimated 25- to
40 -year life. Stormwater detention calculations must be stored until a site is redeveloped.
This position is needed to establish the Engineering Department's LaserFiche records archive, which
will take several years to complete. Once a records archive is developed, the staff person will be
responsible for updating records and keeping the system current.
Related Cost: $14,930 Tax Funds - Recurring
Property Tax Impact: +$.0087/+.09%
Activity: Project Engineering
Recommend - No
3 of 15
This decision package will provide (2) two additional computers for the vacant Engineering Technician
position and current City Inspector. The Engineering Technician and the City Inspector computers need
to be capable of running CAD applications including: AutoCAD, ArcMap, Eagle Point and Autodesk
Land Development Desktop (high end computers for $4,400 each).
Related Cost: $8,800 Tax Funds - Non -Recurring
Property Tax Impact: +$.0051/+.05%
Activity: Project Engineering
Recommend - Yes at $4,400 (1)
Property Tax Impact: +$.0026/+.03%
4 of 15
This decision package provides for the purchase of eight (8) digital cameras for use to document Public
Works construction improvement projects, such as streets, sewers, water, locates, and as -built
conditions. The use of digital cameras has increased due to technological advances and the ability to
download documents as attachments and verification of project conditions, changes and code
compliance. Also, inserts into documents for Council presentations, proof of conditions,
encroachments and public meetings are better seen with a photograph.
Related Cost: $3,200 Tax Funds - Non -Recurring
Property Tax Impact: +$.0019/+.02%
Activity: Project Engineering
Recommend - Yes
5 of 15
This decision package provides for the services of an abstract/title company and/or legal firm to
conduct title searches for ten (10) City leases. Due to the history (age) of these leases and subsequent
complexity, it is recommended that an outside party obtain recorded data that affects the real property,
review existing City documentation, and provide a summary of each City leased area.
Related Cost: $20,000 Tax Funds - Non -Recurring
Property Tax Impact: +$.0116/+.12%
Activity: Project Engineering
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Recommend - Yes at $10,000 (5)
Property Tax Impact: +$.00581+.06%
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6 of 15
This decision package will provide for two (2) smart phone PDA's for the Assistant City Engineer and
Project Manager ($300 each), and four (4) additional Personal Data Assistants (PDA'S) for Civil
Engineers ($225 each) to efficiently keep track of appointments, e-mails, review documents and take
notes. They also provide a list of contacts which might include names for various officials and clients,
much like a traditional rolodex does. The current PDA and smart phone technologies are able to be
synchronized with the desktop computer so the Project Engineer/Managers always have an up-to-date
calendar at their fingertips.
These compact devices have proven invaluable to the Project Engineers/Managers to have their
contacts, notes, and calendar with them at meetings, out of the office or in the field. These devices
improve efficiency in that notes can be taken on them and later synchronized with a desktop computer,
thus eliminating having to enter information twice. These devices will work with the new City-wide
GroupWise communication system. Information Services recommends all Project Engineers/Managers
have City -owned and supported PDA or smart phones to keep track of e-mail, calendars and notes, as
well as security issues, versus using personal PDA's. Currently two Civil Engineering staff utilize their
personal PDA's for City business.
Related Cost: $825 Tax Funds - Non -Recurring
Property Tax Impact: +$.0005/+.01%
Activity: Project Engineering
Recommend - Yes
7 of 15
This decision package provides for a 10 -day Traffic and Transportation Engineering Class given at
Northwestern University for Civil Engineer David Ness. David started as a road design engineer in
early 2000 and took on traffic technician duties due to a retirement. This class will provide formal
training in traffic volume studies; intersection speed studies; capacity analysis; geometric design
concepts; and a traffic signal timing that David oversees for the City of Dubuque.
Related Cost: $3,500 Tax Funds - Non -Recurring
Property Tax Impact: +$.0020/+.02%
Activity: Project Engineering
Recommend - Yes
8 of 15
This decision package provides for a 4 -day training course on Eagle - Sepac equipment. This is the
standard equipment used to control all new traffic signal installations throughout the City. The
equipment used at these new signals is very advanced and often requires a long learning curve to
understand and operate all of the features. Someone with the knowledge of these advanced features
can improve the efficiency of each intersection and more easily troubleshoot problems that occur. This
class will cover issues that relate to intersection timing, advanced coordination, low and high priority
pre-emption and system interconnect communications.
Related Cost: $2,150 Tax Funds - Non -Recurring
Property Tax Impact: +$.0012/+.01%
Activity: Project Engineering
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Recommend - Yes
9of15
This decision package provides the opportunity for two (2) Engineering Technicians to attend a 2 -day
training class in Madison, Wisconsin. The course is designed to provide a comprehensive overview of
inspection fundamentals, as well as practical methods and techniques for common types of public
works construction. The course content provides a better understanding of basic engineering principles
- quality control, contract review, plans and specifications, development/review, asphalt/concrete
pavement inspection, water and sewer construction, erosion control techniques/devices, geosynthetic
applications, and work zone traffic control. It is our intent to have this improvement level as an annual
recurring improvement level for appropriate Engineering staff to attend on a yearly basis.
Related Cost: $2,400 Tax Funds - Recurring
Property Tax Impact: +$.0014/+.01%
Activity: Project Engineering
Recommend - Yes
10 of 15
This decision package provides for a truck (4WD) to be used in the Engineering Stormwater Project
activity.
A current Engineering vehicle is not available for the purpose of inspecting public and private
construction sites, as required beginning in 2006 as part of the City's NPDES stormwater permit.
Due to the location and diversity of public and private construction projects, it is recommended this new
vehicle be provided for the following reasons:
1) Due to increasing citizen contact, a City vehicle provides the strongest, most meaningful
representation of the City. It provides assurance to the public that these individuals are
conducting City business in a professional manner. The City's MS4 NPDES stormwater permit
requires that a City agent inspect all construction sites, both public and private, to ensure
compliance with erosion and sediment control plans.
2) This will require City staff to travel through new construction areas to inspect and enforce
NPDES compliance. This can and has resulted in the soiling of the interior and exterior of
personal vehicles and damage due to the coarse terrain prevalent at construction sites. The
daily movement of personal belongings (i.e., infant safety seat removal/set-up, trunk item
removal/reposition, etc.) to accommodate City usage adversely impacts time management and
personnel efficiency.
3) This vehicle will be beneficial for hauling such items as: nuclear testing equipment; manhole
hooks; metal locators; levels; abundance of plans; personal equipment for job safety (boots,
hard hats, etc.). Current conditions dictate that Engineering staff have the physical capability to
handle such heavy loads and personal vehicles that can accommodate these items.
This decision package also includes the installation of safety lights.
Related Cost: $21,000 Stormwater Fees - Non -Recurring Recommend - Yes
Activity: Stormwater Utility
11 of 15
This decision package provides for one (1) 4WD utility vehicle to be used and shared by the
Engineering Department's administrative staff (City Engineer, Assistant City Engineer, and Project
Manager).
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Currently, all Engineering Department vehicles are assigned and used by staff to perform daily
construction duties related to street construction, water and sewer construction, sidewalk inspection,
permit compliance, subdivision construction and traffic engineering related functions.
As a result, when Engineering Department management staff is required to leave the office to review
various public works projects; attend meetings; review complaints and code compliance issues; meet
with citizens; and meet with consultants, staff must use a personal vehicle.
Due to increasing workloads; the location diversity of the various public works projects under the
direction of the Engineering Department and the multiple out -of -office commitments for management
staff; it is recommended this new vehicle be provided for the following reasons:
1) Personal vehicle mileage has increased approximately 10% per year. Based on current
staffing levels, the addition of the Project Manager position, as well as projected work volumes,
the 5,000 minimum mileage requirement per vehicle will be surpassed based on the collective
usage of the City Engineer, Assistant City Engineer, and Project Manager.
2) Currently, personal vehicles are asked to travel through construction areas which can cause
extensive soilage to the interior and exterior, as well as personal vehicle damage due to site
excavations and rugged terrain, etc. The daily movement of personal belongings (i.e., the
removal and setup of infant safety seats, trunk item(s) removal and repositioning, etc.) to
accommodate City usage adversely impacts time management and personnel efficiency.
3) Due to personal vehicles insurance requirements, the use of personal vehicles for work-related
activities are not covered per many insurance policy provisions.
With an emphasis to increase citizen communication and contact, a City vehicle provides the strongest,
most meaningful representation of the City. It provides assurance to the public that these individuals
are representing and conducting City business in a professional manner.
This decision package also includes the installation of safety lights.
Related Cost: $30,000 Tax Funds - Non -Recurring Recommend - No
Property Tax Impact: +$.0174/+.17%
Activity: Project Engineering
12 of 15
This decision package provides for one (1) full-sized extended cab pickup to be used and shared by the
four Civil Engineers and the Land Surveyor.
Currently all Engineering Department vehicles are assigned and used by staff to perform daily
construction duties related to street construction, water and sewer construction, sidewalk inspection,
permit compliance, subdivision construction and traffic engineering related functions.
As a result, when Civil Engineers and the Land Surveyor are required to leave the office to review
various public works projects; attend meetings; review complaints and code compliance issues; meet
with citizens; and meet with consultants, staff must use a personal vehicle.
Due to increasing workloads; the location diversity of the various public works projects under the
direction of the Engineering Department and the multiple out -of -office commitments for management
staff; it is recommended this new vehicle be provided for the following reasons:
1) Personal vehicle mileage has increased approximately 10% per year. Based on current
staffing levels, the addition of the Project Manager position, as well as projected work volumes,
-475-
the 5,000 minimum mileage requirement per vehicle will be surpassed based on the collective
usage by the Engineers and the Land Surveyor.
2) Currently, personal vehicles are asked to travel through construction areas, which can cause
extensive soilage to the interior and exterior, as well as personal vehicle damage due to site
excavations and rugged terrain, etc. The daily movement of personal belongings (i.e., the
removal and setup of infant safety seats, trunk item(s) removal and repositioning, etc.) to
accommodate City usage adversely impacts time management and personnel efficiency.
3) Due to personal vehicles insurance requirements, the use of personal vehicles for work-related
activities are not covered per many insurance policy provisions.
With an emphasis to increase citizen communication and contact, a City vehicle provides the strongest,
most meaningful representation of the City. It provides assurance to the public that these individuals
are representing and conducting City business in a professional manner.
This decision package also includes the installation of safety lights.
Related Cost: $19,000 Tax Funds - Non -Recurring
Property Tax Impact: +$.0110/+.11%
Activity: Project Engineering
Recommend - Yes
13 of 15
This decision package would provide for the improvement and updating of office workspace furniture for
the three (3) Engineering administrative offices located on second floor of City Hall. The Engineering
administrative office area was painted and had new floor coverings installed in 2004, however, the
existing office furniture in use is approximately 25+ years old and is inefficient for meetings with
citizens, contractors, developers, and other City staff personnel.
The updated offices would include new work station style furniture which will more efficiently use the
individual office rooms and will provide a functional workspace when staff meets with citizens,
developers, contractors, and consultants.
Related Cost: $10,000 Tax Funds - Non -Recurring
Property Tax Impact: +$.0058/+.06%
Activity: Project Engineering
Recommend - Yes
14 of 15
This decision package would provide five (5) additional document scanners to be used for day-to-day
correspondence via e-mail. There are many instances throughout the day when a citizen, colleague,
contractor or consultant requests information that could be easily e-mailed. E-mail is rapidly replacing
the fax machine as the preferred method of correspondence.
Engineering has a centralized scanner dedicated for LaserFiche that will be used to scan departmental
information into the LaserFiche database and large scanning jobs. The use of the desktop scanners
will allow more efficient use of time because desktop scanning is quicker and will not require
interrupting a second staff member who is using the computer attached to the centralized scanner.
Related Cost: $750 Tax Funds - Non -Recurring
Property Tax Impact: +$.0004/+.00%
Activity: Project Engineering/Administration
-476-
Recommend - Yes at $465 (3)
Property Tax Impact: +$.0003/+.00%
•
•
•
15 of 15
This decision package would allow for Management Team members (City Engineer, Assistant City
Engineer, and Project Manager) to attend the Faces and Voices Diversity Conference. The benefit to
the community would be to keep the City's department/division managers up-to-date on useful
information on how to better serve the citizens of Dubuque.
Related Cost: $285 - Tax Funds - Recurring
Property Tax Impact: +$.0002/+.00%
Activity: Project Engineering/Administration
Significant Line Items
Recommend - Yes
Employee Expense
1. FY 2007 employee expense reflects a 3.5% wage package increase and the 2"' year of
employees contributing 10% towards their health insurance premium.
2. During the FY 2006 budget process, a new position was approved to add a Project Manager.
Total FTE's of 26.50 have not changed from FY 2006 to FY 2007.
Supplies & Services
3. Miscellaneous Services of $195,945 (decrease of $16,795 from FY 2006) in the Stormwater
Operating Fund covers the cost of stormwater maintenance contract efforts, specifically storm
sewer TV inspections.
When the Stormwater Utility was created in FY 2004, it was agreed that the maintenance of
storm sewers would continue to be paid from the general fund at its existing level of expense at
that time ($175,177 is the benchmark). Expense relating to maintenance over that benchmark
is charged to the Stormwater Utility Fund. FY 2007, the Public Works Department is recharging
$54,541 for increased maintenance costs related to stormwater. Administrative Overhead
charges from Finance for Utility Billing have been included for $127,717.
4. Subdivision and private development inspection reimbursement was projected to be $74,500 in
FY 2006 and has been reduced to $12,000 in FY 2007. This represents the 3% inspection fee
collected from contractors in prior years. The City tracks actual expense relating to each job
and reimburses the amount not used from the fee. This number can fluctuate from year to year
depending on the amount of development and fee collections. This is offset by projected
inspection fee revenue of $30,000 in FY 2007 ($47,000 in FY 2006).
5. Motor vehicle fuel has increased from $6,656 in FY 2006 to $9,114 in FY 2007 due to increased
fuel costs and actual usage in FY 2005 of $7,291.
6. Project Engineering education and training expense increased from $14,600 in FY 2006 to
$18,240 in FY 2007 due to ongoing recertifications for inspectors, CEU's for Civil Engineers,
and surveyors training.
-477-
Machinery & Equipment
7. Equipment replacement items at the maintenance level include:
Administration: 2 PDA's ($450), Software ($500), Telephone Related ($250),
Project Engineering General Fund: Software ($16,835), Desk/Chairs ($250), Side chairs
($200), Files ($1,000), Vehicle Replacement ($11,600), Survey Electronic Total Station
($23,000), Laboratory Equipment ($800),
Project Engineering Road Use Fund: Office Equipment ($400), Software ($2,000),
Traffic Engineering Road Use Fund: Software ($4,000), Traffic Classifiers ($2,000),
Project Engineering Internal Service Fund: Camera equipment ($400).
Note: Engineering vehicles replacement cycle was changed from a 7 to 10 year replacement on
those vehicles in good condition and with low mileage.
Debt Service
8. FY 2007 reflects additional Corporate Purpose GO borrowing of $1,900,000, for the Stormwater
Management Plan. Combining FY 2004 borrowing ($2,005,000), FY 2005 borrowing
($1,750,000) and FY 2006 borrowing ($2,900,000) with the new projected FY 2007 borrowing,
results in a total projected debt service payment of $657,725, abated from the Stormwater
Utility.
9. America's River Project GO Bond issues are budgeted under Engineering. The debt service
payment in FY 2007 is $1,038,514 and is abated with Greater Downtown TIF and Gaming
revenue.
Revenue
10. A new lease for Farm Land Rent (+$1,500) is anticipated in FY 2007.
-478-
*------x--E MEMORANDUM
•
•
December 14, 2005
TO: Michael C. Van Milligen, City Manager
FROM: Gus Psihoyos, City Engineer
SUBJECT: Fiber Conduit in Private Developments
INTRODUCTION
A Capital Improvement Program (CIP) was initiated in Fiscal Year 2006 to fund the
installation of fiber optic conduit in private subdivisions and other private projects.
BACKGROUND
Currently there are three subdivisions designed by Buesing & Associates that include
fiber optic conduit in its construction.
The first subdivision, Arbor Estates Third Addition, included 4,216 feet of new roadway.
As noted, there were drastic variances between the two received bids for the fiber optics
portion of this private project:
Contractor Description Quantity Unit Cost Total Cost
McDermott 4" Fiber Optic 4,216 If $ 9.70 $40,895.20
Type 1 Vault 11 ea 900.00 9,900.00
Type 2 Vault 8 ea 1,000.00 8.000.00
TOTAL $58,795.20
Connolly 4" Fiber Optic 4,216 If $ 13.30 $56,072.80
Type 1 Vault 11 ea 2,900.00 24,090.00
Type 2 Vault 8 ea 1,650.00 13,200.00
TOTAL $93,362.80
The fiber optics work of a project can become complicated due to the following factors:
1) Unbalance bidding may occur since the City is responsible for the cost of the fiber
optics portion; 2) any fiber optics estimate over $25,000 will require adherence to the
public bidding process; 3) the development project may involve more than one
contractor; 4) coordination among the contractor/s, the developer, the City, and a
-479-
possible consulting firm would be time-consuming, costly, and involve very complicated
scheduling; 5) primary contractor work will probably be completed prior to the fiber
optics portion (if bid separately by the City), thus eliminating the advantages of fiber
optics installation during initial construction.
DISCUSSION
The following recommendations are options to improve the process of fiber optic
installation in private developments:
1. Have the City purchase the needed fiber optics materials on an annual basis.
Since the contractor would obtain his materials from the approved supplier, the
City would pay for the fiber optics installation. This scenario may still require
public bidding depending on the project scope.
2. Have the fiber optic conduit installation as part of the City of Dubuque's standard
street specifications. As part of these specifications, the City Council could
approve a unit cost per foot for contractor reimbursement.
RECOMMENDATION
To ensure consistency and conformity in the bidding and installation activities
associated with the fiber optics installation of private subdivisions, it is recommended
that fiber conduit be incorporated in the City of Dubuque Standard Street Specifications.
As part of these specifications, the City Council could approve a unit cost per foot for
contractor reimbursement.
Prepared by David Ness, PE
cc: Dawn Lang, Budget Director
David Ness, PE
Chris Kohlmann, Information Services
-480-
•
City of uque
Recommended Capital Improvement Program Summary
Fiscal Year 2007-2011
PROGRAM/DEPT PROJECT DESCRIPTION
SOURCE OF FUNDS FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
TOTAL PAGE
ENGINEERING DEPARTMENT
SANITARY SEWER
Business Type
A
CO
Sanitary Sewer MalntenancelRepalrs
General Sanitary Sewer Repairs
Sanitary Sewer Internal Main - New
Developments - Revolving Loan Fd
I & I Reduction Program
Lateral Replacement Assistance to
Low/Moderate Income for Street
Sewer Lateral Connection Assist Prgm
Sewer Connections - Assistance to
Low/Moderate-Income Residents for
Connection to City Sewer
Lateral Replacement Assistance to
Low/Moderate Income for I & I
Reduction
Sanitary Sewer Manhole Replace Prjct
Interceptor Sewer Clearing/Grubbing
Street Program Related Sanitary Swr
Sanitary Sewer External Extensions -
Annexation
Annexation Study Implementation
Annexation Middle Road
Comprehensive Sanitary Sewer
Master Plan
Sanitary Sewer Lining Program
Specific Sanitary Sewer Projects
Monroe Street Sanitary Sewer Ext
Plymouth Court Sanitary Sewer
Alley between Rhomberg and Lincoln
from Marshall to Hamilton
South Fork Sanitary Sewer Interceptor
Sunset Ridge Sanitary Sewer
Catfish Creek Interceptor Reconst -
Kensington Place to North of
Pennsylvania Avenue
Catfish Creek Interceptor Reconst -
North of Pennsylvania Avenue to
Keyway
Sanitary Sewer Const Fd
Sanitary Sewer Const Fd/
Loan Repayments
Sanitary Sewer Const Fd
Special Assessments/
Sanitary Sewer Const Fd
Sanitary Sewer Const Fd
General Fund
$ 125,000
$ 95,000
$ 63,000
$ 165,000
$ 34,500
$ 25,000
Sanitary Sewer Const Fd $
Sanitary Sewer Const Fd $
Sanitary Sewer Const Fd $
Sanitary Sewer GO Bond/ $
Sanitary Sewer Const Fd
Sanitary Sewer GO Bond/ $
Sanitary Sewer Const Fd
Sanitary Sewer GO Bond/ $
Sanitary Sewer Const Fd
Sanitary Sewer Const Fd $
Sanitary Sewer Const Fd $
Sanitary Sewer Const Fd $
Special Assessments/
Sanitary Sewer Const Fd
Sanitary Sewer Const Fd
Sanitary Sewer Const Fd
Sanitary Sewer Const Fd
Sanitary Sewer GO Bond/
Special Assessments
Sanitary Sewer GO Bond
$ 130,000
$ 103,400
$ 65,000
$ 165,000
$ 34,500
$ 25,000
10,000 $
100,000 $
65,000 $
325,000 $
1,012,000 $
$ 135,000
S 294,900
$ 70,000
$ 165,000
$ 34,500
$ 25,000
10,000 $
100,000
60,000
238,800
75,000 $ 198,000
138,000 $
150,000 $
$ 18,500
$ 47,000
$ 141,000
$
$
$ 140,000
$ 62,400
$ 75,000
$ 165,000
$ 34,500
$ 25,000
10,000 $
$ 100,000
$ 55,000
$ 229,800
$ 115,000
$ 800,000
$
$
50,000 $
$
$
$
$ 110,658 $ - $
$ 68,000 $ 450,000 $
$ 759,000 $ $
Sanitary Sewer GO Bond $ 201,000 $
$
$ 145,000
$ 89,800
$ 80,000
$ 165,000
$ 34,500
$ 25,000
10,000 $
$ 100,000
$ 55,000
$ 264,000
$ 675,000
$ 645,500
218
219
$ 353,000 220
$ 825,000 221
$ 172,500 222
$ 125,000 223
10,000 $
$ 100,000
$ 55,000
$ 278,000
115,000 $
50,000 224
$ 500,000
$ 290,000
$ 1,335,600
225
226
227
$ 1,242,000 228
500,000 $ 770,000 $ 2,343,000 229
50,000 $ 50,000
$
$
$ 50,000
$
$ 138,000 230
$ 150,000 231
$ 200,000
232
$ 18,500 233
$ 47,000 234
$ 141,000 235
$ 110,658 236
$ 518,000 237
$ 759,000 238
- $ 201,000 239
City of Dubuque
Recommended Capital Improvement Program Summary
Fiscal Year 2007-2011
PROGRAM/DEPT PROJECT DESCRIPTION
SOURCE OF FUNDS FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 TOTAL PAGE
STORM WATER
Business Type
Catfish Creek Interceptor Reconst -
Keyway to NW Arterial
University Avenue Sanitary Sewer
Southfork Interceptor Sewer Upgrading
Laurel Street Sanitary Sewer
Groveland Brunswick to Burden
Washington Street Sanitary between
10th and 11th Streets
EB Lyons Interpretive Center
Septic System
Eagle Point Drive Sanitary Sewer Ext
H & W Sanitary Sewer Project
Catfish Creek Interceptor Reconst -
University Avenue to Kensington
Nightengale Lane Sanitary Sewer Ext
Richard Road Sanitary Sewer
Subtotal - Sanitary Sewer
General Storm Sewer Maintenance
Storm Sewer Improvements/
Extensions
Storm Sewer General Repairs
Streambank Rehab Assistance Prgrm
Draintile Program
NPDES Phase II Compliance Prgrm
Detention Basin Maintenance Prgrm
Gunile/Replacement Rock Storm Swrs
Stormwater Subsidy Property Tax
Exempt Properties
Catch Basin Maintenance
Stormwater Fee Assistance Program
- Low Income
Storm Sewer Cleaning
Sanitary Sewer GO Bond
Sanitary Sewer Const Fd
Sanitary Sewer Const Fd
Special Assessments/
Sanitary Sewer Const Fd
Sanitary Sewer Const Fd
Sanitary Sewer Const Fd
Sanitary Sewer Const Fd
Special Assessments/
Sanitary Sewer Const Fd
Sanitary Sewer Const Fd
Sanitary Sewer GO Bond
Special Assessments/
Sanitary Sewer Const Fd
Special Assessments/
Sanitary Sewer Const Fd
Stormwater GO Bond/
Stormwater Const Fd/
Sales Tax 20%
Sales Tax 20%/
Stormwater Const Fd
Stormwater Const Fd
General Fund
Stormwater Utility
Sales Tax 20%
DRA Dist/Gen. Fd.
DRA Dist/Gen. Fd.
Stormwater Const Fd/
General Fund
DRA Dist/Gen. Fd.
Stormwater Utility
$ 100,000
$ 148,500
$ 103,000 $ 95,000 $
$ - $
$ 55,000 $ 125,000
$ 237,000 $ -
$ 54,000 $
$ 65,500 $
15,000 $
$ 259,000 $
$ 82,000 $
$ 646,250 $
125,000
$
$
$
$
$
$
$ $ 308,000 $
125,000
$ $ $ 248,000
$ 298,000 240
$ 148,500 241
$ 430,000 242
$ 237,000 243
$ 54,000 244
$ 65,500 245
$ 15,000 246
$ 259,000 247
$ 82,000 248
$ 646,250 249
$ 308,000 250
$ 248,000 251
$ 3,976,158 $ 2,159,200 $ 3,291,450 $ 2,028,900 $ 2,175,300 $ 13,631,008
$ 79,229 $
$ 80,000
$ 21,538
$ 20,000
$ 107,689
$ 29,000
$ 115,000
$ 70,000
$ 45,000
$ 6,300
$ 52,531
80,710 $ 82,227 $ 83,783 $ 85,377 $ 411,326 252
$ 80,000
$ 22,076
$ 20,000
$ 110,381
$ 29,000
$ 115,000
$ 78,500
$ 45,000
$ 5,900
$ 100,000
$ 22,628
$ 20,000
$ 113,141
$ 29,000
$ 115,000
$ 87,000
$ 45,000
$ 6,600
$ 76,875
$ 100,000
$ 23,194
$ 20,000
$ 115,969
$ 29,000
$ 115,000
$ 96,000
$ 45,000
$ 7,300
$ 78,797
$ 100,000
$ 23,774
$ 20,000
$ 118,868
$ 29,000
$ 115,000
$ 105,000
$ 45,000
$ 8,000
$ 80,767
$ 460,000
$ 113,210
$ 100,000
$ 566,048
$ 145,000
$ 575,000
$ 436,500
$ 225,000
$ 34,100
$ 288,970
253
254
255
256
257
258
259
260
261
262
City of u uque
Recommended Capital Improvement Program Summary
Fiscal Year 2007-2011
PROGRAM/DEPT PROJECT DESCRIPTION
SOURCE OF FUNDS FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
TOTAL PAGE
Detention Basin Silt Removal
Specific Storm Sewer Protects
Bee Branch Creek Restoration Prjct
Keyway Channel and Culvert Improve
Hawthorne-Kerper Storm Swr Improve
Kaufmann and JFK Storm Swr Improve
Kerper Storm Sewer Extension
Keyway to Rosemont Channel Improve
32nd & Grandview Storm tmprove
Windsor Avenue Storm Sewer
Villa Street Storm Sewer Project
U.S. 52 Storm Sewer
University Avenue Culvert Extension
Alta Vista Storm Sewer Reconst
Rosemont Culvert Improvements
Rush Street Storm Sewer Reconst
Ellis Street Storm Sewer
W. 5th Street (Alta Vista to Hill)
Asbury & Bunker Storm Sewer Improve
Clifford -Rosemont Storm Sewer
Reconstruction
Goethe/Sheridan
Hillcrest at Keyway Storm Sewer Rehat
H & W Storm Sewer
Rosemont to NW Arterial Channel
Improvements
Cleveland St. Storm Sewer
Northridge Drive Court
Dodge/Terminal Street Storm Sewer
Kane, Kaufmann and McDonnell Lane
Kaufmann & Trygg Storm Sewer Ext
Rockdale Road Storm Sewer Reconst
Woodland Storm Sewer Extension
Foye Street Storm Sewer
Stormwater Utility/ $
Sales Tax 20%
Stormwater GO Bond
Stormwater Const Fd
Stormwater Const Fd
Stormwater Const Fd
Sales Tax 20%
Stormwater GO Bond/
Stormwater Const Fd
Sales Tax 20%
DRA Distribution
Stormwater Const Fd
General Fund
Stormwater GO Bond
DRA Distribution
Stormwater GO Bond
Stormwater GO Bond
Stormwater Const Fd
Stormwater GO Bond
General Fund
General Fund
Stormwater GO Bond
DRA Distribution
Stormwater GO Bond
Stormwater GO Bond
DRA Distribution
Sales Tax 20%
DRA Distribution
General Fund
DRA Distribution
DRA Distribution
Stormwater GO Bond
1,801,331
303,683
57,000
41,000
76,500
323,067
40,000
202,800
110,000
228,000
225,000
110,000
$ 23,180 $
$ 4,887,775
$
$
$
$ 360,947
89,409
181,000
41,000
147,000
60,760 $ 24,354 $
5,051,703 $
$
$
$
- $
23,000 $
255,000 $
130,000
34,300
55,000
150,477
4,946,491
109,200
380,000
165,000
63,963 $ 172,257 263
3,126,029
21,000
163,500
21,000
63,000
$ 19,813,329
$ 303,683
$ 57,000
$ 41,000
$ 76,500
$ 684,014
$ 40,000
$ 202,800
$ 110,000
$ 228,000
$ 225,000
$ 110,000
$ 89,409
$ 181,000
$ 41,000
$ 147,000
$ 23,000
$ 255,000
$ 130,000
$ 34,300
$ 55,000
$ 150,477
$ 81,000
$ 109,200
$ 380,000
$ 165,000
$ 21,000
$ 163,500
$ 21,000
$ 63,000
Subtotal - Storm Water $ 4,144,668 $ 6,316,878 $ 6,538,711 $ 6,339,088 $ 4,189,278 $ 27,528,623
264
265
266
267
268
269
270
271
272
273
274
275
276
277
278
279
280
281
282
283
284
285
286
287
288
289
290
291
292
293
City of Dubuque
Recommended Capital Improvement Program Summary
Fiscal Year 2007-2011
PROGRAM/DEPT PROJECT DESCRIPTION
SOURCE OF FUNDS FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 TOTAL PAGE
STREETS
Public Works
A
CO
A
Street Related Improvements
Annual Street Program
Street Assessment Assistance Prgrm
Iowa Highway 32 - Southwest Arterial
Northwest Arterial Capacity Improve
Rockdale Road Corridor Study
Ramona St/Pamela Ct Joint Repair
Right Turn Lane on Asbury Road from
Holiday Dr to the Northwest Arterial
Main Street Streetscape Improve -
9th to 14th Street
Maquoketa Dr/U.S. 151 Intersection
Dowell Bar Retrofit for Chavenelle Dr
Town Clock Plaza Amenities
Charter Street Extension
to Port of Dubuque
Bluff Street Green Space Project
Special Assessments/
Sales Tax 30%/Road
Use Tax/STP Fund
Sales Tax 30%
2005 Fed Transp Bill/
Fed Grant STP/
Dbq Co/City Sales 30%/
Iowa DOT Grant/
DMTS STP/
Iowa DOT RISE
Rose Use Tax Fund
General Fund
Road Use Tax Fund
Sales Tax 30%
Special Assessments/
Sales Tax 30%
ORA Dist/Gen. Fd.
Sales Tax 30%/
Road Use Tax Fund
Special Assessments/
Sales Tax 20%
To Be Determined/
Sales Tax 20%/
Sales Tax 30%
Sales Tax 30%
Traffic SIgnallzation, Bridge, Retaining
Traffic Signal Mastarm Retrofit
Traffic Signal Interconnect Conduit
Replacement
Traffic Signal Controller Replacement
Traffic Signal Intersection Reconst
ADA Curb Ramp Construction
Stone Retaining Walls
Decorative Concrete Maintenance
Traffic Signal Video Detection
Conversion
Walls
Sales Tax 30%/
Road Use Tax Fund/
General Fund
Sales Tax 30%/
Road Use Tax Fund
Street Const Fund/
Road Use Tax Fund
Road Use Tax Fund
CDBG Funds
Road Use Tax Fund
DRA Distribution
Road Use Tax Fund
$ 2,533,000 $ 2,203,000 $ 2,076,000 $ 1,860,000 $ 2,063,000 $ 10,735,000 294
$ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 295
$ 5,625,000 $ 8,875,000 $ 11,500,000 $ 9,000,000 $ 6,044,857 $ 41,044,857 296
200,000 $
100,000 $
57,500 $
107,875 $
- $ 859,537 $ - $
$ 57,500 $
$ 100,000
$ 56,000
$ 170,000
S 64,448
S 40,000
$ 60,000
$ 25,000
- $ - $
60,000 $ 62,500 $
•
215,000 $
453,500 $
$
215,000
121,500
$ 200,000 297
$ 100,000 298
$ 57,500 299
$ 107,875 300
$ 859,537 301
$ 645,000 302
$ 575,000 303
400,000 $ 400,000 304
• $ 100,000 $ 100,000 305
- $ 50,000 $ 50,000 306
$ 245,000 307
$ 500,000 308
$ 300,000 309
$ 390,000 310
$ 324,430 311
$ 440,000 312
$ 390,000 313
$ 125,000 314
65,000 $
$ 100,000 $ 100,000 $ 100,000
$ 58,000 $ 60,000 $
$ 55,000 $ 55,000 $
$ 64,982 $ 65,000 $
$ 100,000 $ 100,000 $
$ 95,000 $ 65,000 $
$ 25,000 $ 25,000 $
62,000
55,000
65,000
100,000
100,000
25,000
$ 100,000
S 64,000
$ 55,000
$ 65,000
$ 100,000
$ 70,000
$ 25,000
City of uque
Recommended Capital Improvement Program Summary
Fiscal Year 2007-2011
PROGRAM/DEPT PROJECT DESCRIPTION
SOURCE OF FUNDS FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 TOTAL PAGE
co
00
Gn
Signalization Program
Mastarms and Signage/Intersection
of Cedar Cross at Frontage South
Downtown Traffic Study
Traffic Control Area on 3rd
Floor of City Hall
Traffic Signal Shop Equipment
Bridge Repairs/Maintenance
Street Light Replacement Project -
City Owned
Downtown Streetlight Replacement
Guardrail Replacement
Reconstruct Signals -JFK and Wacker
Utility Relocations Related to
New Mississippi Bridge Crossing
Sidewalks
Sidewalk Program Related Curb and
Catch Basin Replacements
Sidewalk Inspection Program -
Assessable
Sidewalk Program/City-Owned Prop,
Financial Assistance for
New Sidewalk Installations
Fiber Optic
Fiber Optic Conduit - Private
Subdivisions & Miscellaneous Prj
Fiber Optic Conduit - Paving Projects
Traffic Signal Fiber Optic Network
Miscellaneous
Traffic Consultant Services
Construction Material Testing Lab
Relocation Project
Engineering Office Exp - 3rd Floor
Rehab City -Owned Railroad Tracks
Railroad Crossing At -Grade Improve.
Street Const Fund/ $ 140,000 $
Road Use Tax Fund
Road Use Tax Fund $ 20,000 $
Road Use Tax Fund $ 70,000 $
DRA Distribution $ 29,500 $
Road Use Tax Fund
Sales Tax 30%/
Road Use Tax Fund
General Fund
DRA Distribution
Sales Tax 30%/
Road Use Tax Fund
General Fund
Grant Funds/DOT/
Stormwater GO Bond/
Sanitary Sewer Const Fd
Sales Tax 20%
General Fund -Liens
Sales Tax 20%
Sales Tax 20%
DRA Distribution
DRA Distribution
Sales Tax 30%
Road Use Tax Fund
DRA Distribution
DRA Distribution
Sales Tax 20%
Road Use Tax Fund
10,000 $
37,000 $
46,000 $
25,000 $
175,000 $
$ 200,000 $ 210,000 $
$ 22,800 $ 23,950 $
$ 100,000 $ 100,000 $
$ 7,500 $ - $
140,000 $
$
$
$
- $ 140,000
- $
10,000 $ 10,000
38,000 $ 39,000
46,000 $ 46,000
25,000 $ 25,000
2,650,000 $
220,000 $
25,150 $
100,000 $
230,000
26,400
100,000
$
$ 10,000
$ 40,000
$ 46,000
$ 25,000
$ 240,000
$ 27,715
$ 100,000
$ 420,000
$ 20,000
$ 70,000
$ 29,500
$ 22,500
$ 40,000
$ 154,000
$ 184,000
$ 100,000
$ 175,000
$ 2,650,000
$ 1,100,000
$ 126,015
$ 500,000
$ 7,500
315
316
317
318
319
320
321
322
323
324
325
326
327
328
329
$ 225,000 $ 150,000 $ 200,000 $ 225,000 $ 225,000 $ 1,025,000 330
$ 124,630 $ 110,900 $ 119,200 $ 145,200 $ 145,200
$ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
$ 25,000 $
$ 5,500 $
$ 19,000 $
$ - $
$ - $
25,000 $
20,000 $
25,000 $ 25,000 $ 25,000
20,000
50,000
$ - $
$ - $
$ 50,000 $
75,000
$ 645,130
$ 500,000
$ 125,000
$ 5,500
$ 19,000
$ 40,000
$ 175,000
Subtotal - Streets $ 10,317,753 $ 13,538,369 $ 18,101,850 $ 13,132,100 $ 10,682,272 $ 65,772,344
331
332
333
334
335
336
337
City of Dubuque
Recommended Capital Improvement Program Summary
Fiscal Year 2007-2011
PROGRAM/DEPT PROJECT DESCRIPTION
SOURCE OF FUNDS FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
TOTAL PAGE
MISCELLANEOUS
Public Works
Riverfront Leasehold Improvements
Neighborhood Infrastructure Program
Accessibility Barriers and
Building Modifications
Eagle Point Rock Bluff Stabilization
Transient Boat Dock Facility -
Main Channel
Hodgen/West Locust Street
Sidewalk/Step Replacement Project
Pedestrian Scale Signage in DR Distribution
Downtown and Port of Dubuque
Maintenance/Dredging of Harbor Area Sales Tax 20%
Catherine St Steps Reconst to W Locu' General Fund
Railroad Signal Line Road Use Tax Fund
State Brownfield Grant/
DRA Distribution
CDBG Grant
Sales Tax 20%/Gen. Fd
DRA Distribution
Federal Grant_Tier 11/
ORA Distribution
General Fund
Subtotal - Miscellaneous
Total Engineering
$ 25,000 $
$ 50,000 $
$ 25,000 $
$ 350,000 $
$ - $
$ - $
$ • $
$ - $
$ - $
$ 450,000 $
$ 18,888,579 $
25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000
50,000 $ 50,000 $ 50,000 $
25,000 $ 25,000 $ 25,000 $
- $ $ $
250,000 $ 3,250,000 $ $
$ 384,000 $ - $
$ 25,000 $ $
- $ - $ 160,000 $
- $ - $ 295,000 $
- $ - $ 40,000 $
350,000 $ 3,759,000 $ 595,000 $ 270,000 $ 5,424,000
22,364,447 $ 31,691,011 $ 22,095,088 $ 17,316,850 $ 112,355,975
50,000
25,000
$ 250,000
$ 125,000
338
339
340
$ 350,000 341
$ 3,500,000 342
$ 384,000 343
$ 25,000 344
170,000 $ 330,000 345
$ 295,000 346
$ 40,000 347
• • •
ASSISTANT CITY ENGINEER
4TREET
'Civil Engineer II
Eng. Assistant I
Eng. Assistant 11
Eng. Tech
CITY OF DUBUQUE
ENGINEERING DEPARTMENT
CITY ENGINEER
STREET/MISCELLANEOUS TRAFFIC
Civil Engineer 11
Eng. Assistant II
Eng. Tech
Civil Engineer II
TRAFFIC ENGINEERING ASSISTANT
SECRETARY (2)
PROJECT MANAGER
LAND SURVEYING
Land Surveyor
Survey Party Chief
Survey Tech
Eng. Assistant I
Eng. Assistant II
STORM/SANITARY
Civil Engineer II
Eng. Assistant II
Eng. Assistant II
DEPARTMENT/DIVISION:
ACTIVITY:
Engineering
Administration
GOAL
Plan, develop, direct, budget, and supervise the activities of the Engineering Division.
DESCRIPTION
This Activity provides the necessary administration and engineering supervision for planning
and designing of construction projects within the Engineering Division. This Activity is staffed by
the City Engineer, Assistant City Engineer, Project Manager, two secretaries, and contract
support services. Offices are located on the second and third floors of City Hall.
SERVICE OBJECTIVES
1. To plan, develop, direct and supervise the activities of street, sidewalk, traffic, sanitary
and storm sewer construction and maintenance by:
a) providing leadership and developing policy guidelines;
b) maintaining a highly -qualified technical and professional staff;
c) providing administration of construction projects;
d) updating construction specifications periodically;
e) providing complaint follow-up;
f) responding to City Council referrals;
g) providing general information and record-keeping functions; and
h) providing engineering services to other City departments.
2. To ensure that construction projects are undertaken in a timely, cost-effective manner
by:
a) providing technical design assistance;
b) preparing bid specifications;
c) presenting the project to City Council for public hearing and approval;
d) adhering to bid and contract -letting procedures;
e) providing administration and technical control of projects during construction; and
f) initiating special assessment procedures when appropriate.
To initiate a response to citizen complaints, inquiries and requests for information within
forty-eight hours of receipt.
4. To respond to referrals from the City Council on a timely basis by thoroughly
investigating requests and petitions and providing alternatives and recommendations.
5. To obtain information and new ideas for problem -solving by maintaining membership in
the American Public Works Association and attending appropriate workshops and
conferences.
Engineering Administration
-488-
•
•
6. To serve as a liaison with federal and state agencies such as the Federal Highway
Administration, UMTA, EPA, Iowa Department of Transportation, Department of Natural
Resources and the U.S. Army Corps of Engineers on various City projects and
operations.
7. To emphasize the need for preservation, maintenance, and rehabilitation of the Public
Works facilities and the City's infrastructure.
To provide leadership, coordination and engineering assistance in the implementation of
the City's five-year Capital Improvement Program.
9. To provide engineering assistance and guidance to other City departments and divisions
on its construction projects and respective operations.
10. Continue work on development, implementation, design and coordination of major
projects such as Iowa 32(Southwest Arterial); Highway 20; Bee Branch/Stormwater
Management Plan; Grand Harbor area.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Engineering services to City
construction projects, including
engineering services to other
City departments
$211,701
$152,803 $169,469
Engineering Administration
-489-
DEPARTMENT/DIVISION: Engineering
ACTIVITY: Project Engineering
GOAL
Provide for the design and inspection of public improvement projects as outlined in the five-year
Capital Improvement Program.
DESCRIPTION
This Activity provides engineering design, surveying and inspection services in the areas of
street, sidewalk, traffic signalization, and sanitary/storm sewer construction services. This
Activity is staffed by a Surveyor, four Civil Engineers, Survey Party Chief, an Engineering
Technician, eight Engineering Assistants II, two Engineering Assistants I, a Survey Technician,
and six seasonal helpers, whose offices are located in the basement and second/third floors of
City Hall.
SERVICE OBJECTIVES
1. To maintain a suitable street system by providing design and inspection services for a
program of street pavement reconstruction and major maintenance.
2. To provide for the timely construction of traffic signal, storm sewer, and sanitary sewer
projects approved in the Capital Improvement Program by providing the necessary
design, cost estimates, and inspection services.
3. To ensure that public construction projects are built according to City specifications by
providing design, surveying, inspection, and materials -testing services.
4. To prevent an overload of the storm sewer system and damage to adjacent properties
by operating and maintaining the Carter Road, NW Arterial, 16`h St., Maas Park, and W.
32nd Street detention basins.
5. Implement improvements outlined in the Drainage Basin Master Plan and the NPDES
Permit for Dubuque's Stormwater Drainage System, develop additional City policies and
ordinances that address stormwater management.
6. Oversee the administration of the Stormwater Utility, ensuring bill accuracy and
application of the credit policy.
7. To provide safe walkways along City streets by providing inspection services to
homeowners and contractors in the construction and repair of public sidewalks, and
installation of curb ramps.
Engineering Project Engineering
-490-
• 8. To improve the condition of public sidewalks and lessen the City's exposure to liability
claims by utilizing a Sidewalk Inspector and seasonal employees on a program of
inspection and replacement of existing sidewalks throughout the City.
•
•
9. To ensure the driveways are constructed in accordance with standard specifications by
reviewing requests, issuing permits and providing periodic inspections during
construction.
10. To ensure proper practices are followed within City right-of-way such as street
excavations needed for utility installations and repair by inspecting and monitoring
barricading procedures and ensuring proper backfill procedures and street replacement.
11. To continue working with property owners who are not connected to the sanitary sewer
system and are within 200 feet of the system. To provide financial assistance to those
who qualify under the existing, limit of value of property 15%, for calculating connection
assessment.
12. To ensure orderly development and adherence to the City's growth plans by reviewing
and approving subdivision and site development plans.
13. To provide for payment of $1,028,514 of debt service for sanitary sewer, storm sewer,
and street construction projects.
14. To replace four project activity inspector vehicles according to schedule for 0906.
15. Software maintenance subscription of $16,055 provides Engineering with the latest
version of AutoCAD, Map, LDD, and Eagle PT Civil program Update, C & G Survey,
Permits Plus, Autoturn, GPS.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Miles of street reconstruction
or new construction
Miles of street rehabilitated
Miles of street by private
developers
1.4 0 1.42 1.90 .90
4.54 4.1 3.62 2.21 1.42
2.78 1.52 1.5 .44
Miles of new sidewalk
constructed 1.97 4.81 1.25 1.25 1
Miles of replacement sidewalk 3.4 3.56 7 3 3
Number of sidewalk permits
issued 498 671 500 600 600
Miles of sidewalk inspected 11 12 11 11 11
Number of sidewalk repair 410 509 400 300 300
Engineering Project Engineering
-491-
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
notices issued
Number of driveway permits See See
issued Sidewalks Sidewalks
Miles of sanitary sewer
constructed 1.85 2.02 1.1 2.02 1.1
Miles of storm sewer
constructed .47 .57 .40 .57 .40
Number of excavation permits
issued 217 156 200 150 150
Engineering Project Engineering
-492-
•
DEPARTMENT/DIVISION: Engineering
ACTIVITY: Traffic Engineering
GOAL
Provide for the safe and efficient movement of people and goods on the streets and highways of
the City.
DESCRIPTION
This Activity is responsible for overseeing the planning for the movement of pedestrian and
vehicular traffic and provides guidance to the Operations and Maintenance Department. This
Activity is staffed by a Traffic Engineering Assistant located on the third floor of City Hall. A
second Traffic Engineering Assistant position is currently vacant.
SERVICE OBJECTIVES
1. To reduce the City's exposure to liability claims and provide a safer, more efficient
• transportation system in the areas of street lighting, speed limits, street lighting,
pavement marking, parking and traffic signal systems by analyzing the above systems
and preparing work orders for implementation of improvements in accordance with the
Iowa Manual on Uniform Traffic Control Devices.
•
2. To increase street capacity and safety and to budget for and construct capital
improvement projects accordingly by reviewing the geometric design of the existing
street system.
3. To review and respond to citizen inquiries and complaints on a timely basis.
4. To provide design and inspection services for the Capital Improvement Program relating
to traffic signal installations or modifications.
To identify and recommend improvements for high accident locations by monitoring City
traffic accident reports and the accident database provided by the State Bureau of
Transportation Safety.
6. To ensure an orderly street network by reviewing all new subdivision street layouts for
roadway and intersection safety and reviewing plans for commercial development to
ensure safe access.
7. To provide engineering services to the Operations and Maintenance Department relative
to contract painting of the City street system.
8. To provide replacement and repair of the NuMatic traffic counter and classifiers.
Engineering Traffic Engineering
-493-
9. Educational courses for Traffic Engineer, Street Light Fundamentals, and Traffic Control
to assist in gaining CEU credits.
10. Software update of Signview and Map Director from Cartegraph.
FY 2004 FY 2005 FY 2006 FY 2006 FY 2007
PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D
Engineering services to City
construction projects and other
City departments
Traffic work orders issued
$20,890
$18,730 $14,450
200 200
Engineering Traffic Engineering
—494—
Recommended Operating Expenditure Budget by Department
55 - ENGINEERING
• Fund Account Account Title
100
250
610
800
800
100
800
100
800
100
100
100
610
800
100
610
800
100
610
800
all 100
610
800
100
610
800
100
100
100
100
610
100
61010
61010
61010
61010
61020
61030
61030
61050
61050
61091
61092
61310
61310
61310
61320
61320
61320
61410
61410
61410
61415
61415
61415
61416
61416
61416
61417
61640
61660
61665
61665
61680
FULL-TIME EMPLOYEES
FULL-TIME EMPLOYEES
FULL-TIME EMPLOYEES
FULL-TIME EMPLOYEES
PART-TIME EMPLOYEES
SEASONAL EMPLOYEES
SEASONAL EMPLOYEES
OVERTIME PAY
OVERTIME PAY
SICK LEAVE PAYOFF
VACATION PAYOFF
IPERS
IPERS
IPERS
SOCIAL SECURITY
SOCIAL SECURITY
SOCIAL SECURITY
HEALTH INSURANCE
HEALTH INSURANCE
HEALTH INSURANCE
WORKMENS' COMPENSATION
WORKMENS' COMPENSATION
WORKMENS' COMPENSATION
LIFE INSURANCE
LIFE INSURANCE
LIFE INSURANCE
UNEMPLOYMENT INSURANCE
SAFETY EQUIPMENT
EMPLOYEE PHYSICALS
OTHER MEDICAL COSTS
OTHER MEDICAL COSTS
EMPLOYEE MOVING EXPENSE
FY 04 Actual FY 05 Actual FY 06 Adopted
Expense Expense Budget
401,067
0
57,568
675,088
0
3,764
33,338
8,662
43,381
0
0
23,583
3,344
43,008
31,142
4,324
57,078
74,026
8,583
125,861
3,929
51
6,095
438
116
893
5,058
116
264
0
0
0
440,649
0
36,888
662,721
3,235
26,928
8,062
4,553
51,167
3,394
18,143
26,705
2,121
41,378
36,843
2,752
54,831
81,771
4,210
118,360
8,557
1,368
15,329
531
11
858
2,226
48
418
340
75
0
514,696
0
62,054
793,572
0
7,948
15,081
0
58,000
0
0
30,687
3,713
47,711
41,179
4,883
64,616
87,163
8,787
162,452
7,982
207
15,240
1,026
123
1,692
0
0
600
0
0
0
FY 07 Recomm'd
Budget
530,314
0
64,860
881,068
0
9,412
18,824
0
59,500
0
0
31,531
3,908
52,876
42,121
5,337
71,217
92,127
11,997
155,076
7,698
0
14,901
1,112
140
1,876
0
0
600
0
0
0
61 - WAGES AND BENEFITS
1,610,777 1,654,472 1,929,412 2,056,495
100
100
800
100
100
100
100
100
250
100
gip 250
610
62010 OFFICE SUPPLIES
62030 POSTAGE AND SHIPPING
62030 POSTAGE AND SHIPPING
62061 DP EQUIP. MAINT CONTRACTS
62090 PRINTING & BINDING
62110 COPYING/REPRODUCTION
62130 LEGAL NOTICES & ADS
62170 SUBSCRIPTIONS -BOOKS -MAPS
62170 SUBSCRIPTIONS -BOOKS -MAPS
62190 DUES & MEMBERSHIPS
62190 DUES & MEMBERSHIPS
62190 DUES & MEMBERSHIPS
455 299
3,411 2,854
0 0
8,410 7,838
113 296
1,585 2,211
0 20,429
351 221
0 0
1,229 1,331
0 0
0 670
0
3,411
0
8,248
300
3,000
2,200
765
0
2,585
0
670
0
3,140
0
10,253
1,100
3,000
2,200
708
495
3,520
461
0
-495-
Recommended Operating Expenditure Budget by Department
55 - ENGINEERING
Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
100 62206 PROPERTY INSURANCE
100 62208 GENERAL LIABILITY INSURAN
610 62208 GENERAL LIABILITY INSURAN
800 62208 GENERAL LIABILITY INSURAN
620 62210 SALES TAX
100 62211 PROPERTY TAX
100 62240 MISCELLANEOUS
100 62310 TRAVEL -CONFERENCES
250 62310 TRAVEL -CONFERENCES
610 62310 TRAVEL -CONFERENCES
100 62320 TRAVEL -CITY BUSINESS
100 62340 MILEAGE/LOCALTRANSP
100 62360 EDUCATION & TRAINING
250 62360 EDUCATION & TRAINING
610 62360 EDUCATION & TRAINING
100 62421 TELEPHONE
100 62436 RENTAL OF SPACE
100 62511 FUEL, MOTOR VEHICLE
100 62521 MOTOR VEHICLE MAINT.
100 62528 MOTOR VEH. MAINT. OUTSOUR
100 62611 MACH/EQUIP MAINTENANCE
100 62614 EQUIP MAINT CONTRACT
100 62663 SOFTWARE LICENSE EXP
100 62664 LICENSE FEES
100 62671 MISC. OPERATING SUPPLIES
100 62711 ARCHITECTURAL SERVICES
100 62712 CONSULTING ENGINEERS
100 62716 CONSULTANT SERVICES
100 62731 MISCELLANEOUS SERVICES
620 62731 MISCELLANEOUS SERVICES
100 62732 TEMP HELPCONTRACT SERV.
100 62746 ONE CALL OPERATION
610 62746 ONE CALL OPERATION
800 62746 ONE CALL OPERATION
100 62757 INSPECTION REIMBURSEMENT
100 62811 ENG. DIVISION SERVICES
620 62811 ENG. DIVISION SERVICES
84
12,586
1,724
2,137
16,978
0
0
68
0
0
0
3,126
3,251
0
0
20,534
0
6,163
4,739
1,587
1,957
1,212
0
0
9,043
0
237
0
6,800
0
0
1,397
1,350
(1,350)
1,540
71,678
0
96
17,333
2,029
0
19,466
476
25
4,450
0
0
921
5,640
5,995
0
0
21,048
0
7,291
8,218
2,153
2,895
1,083
2,958
155
15,118
0
0
1,366
3,412
0
0
0
1,649
0
3,054
(3,542)
567
100 109
8,446 8,277
2,144 2,101
9,862 9,666
0 0
0 558
0 0
11,880 11,942
0 3,000
3,200 0
400 400
3,511 6,000
13,450 29,825
4,500 3,200
2,500 0
21,355 22,700
0 0
6,656 9,114
5,023 8,876
2,000 2,000
1,800 2,100
1,200 1,200
3,200 3,400
2,000 522
12,587 16,654
3,200 0
0 0
0
8,820
212,740
2,000
0
1,350
0
1,500
73,000
0
10,000
7,500
195,945
2,000
0
1,500
0
2,297
12,000
0
62 - SUPPLIES AND SERVICES
182,396
160,005 439,603
397,763
620 63317 O&M STORMWATER RECHARGE
0 43,955
46,716
54,541
63 - ADMIN/OVERHEAD/STORES GAR
0 43,955
46,716
54,541
100
250
100
100
100
71110
71110
71111
71113
71120
MISC. OFFICE EQUIPMENT
MISC. OFFICE EQUIPMENT
DICTATION EQUIPMENT
CALCULATORS
PERIPHERALS, COMPUTER
0
0
0
118
474
217
0
0
0
0
0
400
0
0
0
0
400
450
0
0
-496-
Recommended Operating Expenditure Budget by Department
55 - ENGINEERING
40 Fund Account Account Title
100 71122 PRINTER
100 71123 SOFTWARE
250 71123 SOFTWARE
100 71124 MICRO -COMPUTER
100 71129 SCANNER
100 71156 FURNITURE
100 71211 DESKS/CHAIRS
100 71212 SIDE CHAIRS
100 71214 FILES
100 71310 AUTO/JEEP REPLACEMENT
100 71315 TRUCK -ADDITIONAL
620 71315 TRUCK -ADDITIONAL
100 71329. VEHICLE ACCESSORIES
250 71411 TRAFFIC CONTROL EQUIPMENT
100 71412 SURVEY EQUIPMENT
100 71413 LABORATORY EQUIPMENT
100 72410 PAGER/RADIO EQUIPMENT
100 72417 CAMERA RELATED EQUIPMENT
800 72417 CAMERA RELATED EQUIPMENT
100 72418 TELEPHONE RELATED
• 100
•
FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd
Expense Expense Budget Budget
0
16,072
0
0
0
0
125
0
0
0
0
0
0
0
0
798
561
63
0
0
0
10,410
0
0
0
0
0
0
95
0
0
0
0
0
0
0
0
756
0
0
5,000
7,850
5,200
2,700
0
900
0
0
0
53,600
0
0
0
5,350
0
0
0
0
400
0
0
17,335
6,000
4,400
465
10,000
250
200
1,000
11,600
19,000
21,000
7,832
2,000
23,000
800
0
3,200
400
1,075
71 - EQUIPMENT
18,212 11,479
81,400
130,407
73110 LAND ACQUISITION
100 73210 CONST CONTRACT -BLDG
225
0
0
0
0
28,800
0
0
73 - CIP EXPENDITURES
225
0
28,800
0
400
620
400
620
74111
74111
74112
74112
PRINCIPAL PAYMENT
PRINCIPAL PAYMENT
INTEREST PAYMENT
INTEREST PAYMENT
563,000
105,000
583,198
52,173
1,015,000
80,000
558,184
79,748
300,000
208,238
515,514
300,000
535,000
417,812
503,514
239,913
74 - DEBT SERVICE
1,303,371
1,732,931 1,323,752
1,696,239
620 91100 TO GENERAL
620 91720 TO STORM SEWER CONST
122,928
170,992
125,136
120,473
119,555
28,741
127,957
156,431
91 - TRANSFER TO
293,920 245,609 148,296
284,388
55 - ENGINEERING TOTAL
3,408,900 3,848,451 3,997,979 4,619,833
-497-
Date: 1/10/06
FY 2007 Recommended Department Operating Budget Summary By Activity
Department
Title
Activity
Activity
Title
Expenditure
Category
2004 Actual
Expense
2005 Actual
Expense
2006 Adopted
Budget
2007 Recommd'
Budget
ENGINEERING
55100
ENGINEERING ADMIN.
WAGES AND BENEFITS
407,088
364,578
500,793
446,079
SUPPLIES AND SERVICES
37,168
72,133
61,893
64,758
EQUIPMENT
143
0
3,600
11,800
CIP EXPENDITURES
225
0
0
0
FUND: GENERAL ACTIVITY TOTAL FOR: ENGINEERING ADMIN. 444,623 436,710 566,286 522,637
55400
PROJECT ENGINEERING
WAGES AND BENEFITS
1,133,155
1,215,619
1,279,308
1,455,294
SUPPLIES AND SERVICES
125,919
10,641
159,599
124,956
EQUIPMENT
11,548
11,479
73,750
91,607
CIP EXPENDITURES
0
0
28,800
0
DEBT SERVICE
1,146,198
1,573,184
815,514
1,038,514
FUND: DEBT SERVICE ACTIVITY TOTAL FOR: PROJECT ENGINEERING 2,416,820 2,810,923 2,356,971 2,710,371
iDEBT
55620
STORMWATER UTILITY O&M
SUPPLIES AND SERVICES
16,978
20,033
212,740
195,945
ADMIN/OVERHEAD/STORES GAR
0
43,955
46,716
54,541
EQUIPMENT
0
0
0
21,000
SERVICE
157,173
159,748
508,238
657,725
coo FUND: STORM WATER ACTIVITY TOTAL FOR: STORMWATER UTILITY O&M 174,151 223,736 767,694 929,211
I OPERATION
55700
TRAFFIC ENGINEERING
WAGES AND BENEFITS
70,534
74,275
149,311
155,122
SUPPLIES AND SERVICES
3,681
57,198
5,371
12,104
EQUIPMENT
6,521
0
4,050
6,000
FUND: GENERAL ACTIVITY TOTAL FOR: TRAFFIC ENGINEERING 80,736 131,474 158,732 173,226
DEPARTMENT TOTAL FOR: ENGINEERING 3,116,330 3,602,842 3,849,683 4,335,445
Recommended Operating Revenue Budget by Department
55 - ENGINEERING
Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd
Revenue Revenue Rev. Budget Rev. Budget
100 42225
100 42240
100 42260
100 42305
100 42310
100 42315
620 43110
610 43120
100 43209
100 43213
800 43213
100 43225
100 43226
100 43227
100 43228
100 43229
100 43230
100 43242
800 43242
Ill 620 51215
610 51245
620 51805
620 51810
620 51815
620 51820
100 51911
100 53202
800 53530
100 53605
100 53615
100 53620
620 53630
100 53645
100 54105
400 59100
400 59101
400 59240
400 59245
•
DUMPSTER PERMITS
EXCAVATION PERMITS
PERMIT, MISC
SIDEWALK PERMIT
DRIVEWAY PERMIT
SUBDIV. INSPECTION FEE 3%
INVESTMENT EARNINGS
INT.INSTALLMENT CONTRACTS
BOWLING & BEYOND
RIVERSIDE TRACTOR TRAILER
RIVERSIDE TRACTOR TRAILER
LEASE, ART PAPE INC.
LEASE, SELCO SOUTH MAIN
LEASE, JACOBSONS 18TH ST
KLAUER LEASE
LEASE -KEY CITY MOVERS
LEASE, PROPERTY
RENT, FARM LAND
RENT, FARM LAND
PENALTIES
SEWER CONNECTION CHARGES
STORMWATER USER FEE
STORMWATER TAX
STORMWATER GRANT/TAX EXEM
STORMWATER HALF RATE
SIDEWALK LIENS
SALES TAX REFUNDS
SPECIALIZED SERVICES
MISCELLANEOUS REVENUE
DAMAGE CLAIMS
REIMBURSEMENTS -GENERAL
SALES TAX COLLECTION
MAP REPRODUCTION FEES
LAND SALES
FR GENERAL
FR DRA GAMING
FR DOWNTOWN TIF
FR TIF -ICE HARBOR
370
0
955
5,813
2,810
112,831
4,913
0
5,200
3,600
0
0
1,087
2,930
100
5,040
1,856
1,000
0
0
43,790
570,737
18,136
0
3,681
256
499
985,892
21,222
0
0
0
1,933
16,512
0
0
0
0
0
0
5,340
23,394
90
50,788
10,027
472
5,200
0
0
4,500
0
3,014
100
5,040
2,474
6,000
0
5,334
19,742
629,438
19,416
(39,566)
6,692
791
0
955,941
96,311
0
1,024
0
2,627
108,201
1,331,915
0
0
0
0
10,500
7,100
28,000
0
47,000
0
0
5,200
3,600
0
0
1,087
3,104
100
5,040
0
0
0
0
45,000
890,990
0
0
0
0
0
1,168,626
5,000
0
0
0
0
2,500
0
700,268
0
115,246
0
10,500
7,100
25,000
0
30,000
0
0
5,200
5,425
0
4,500
1,087
3,014
100
5,040
0
1,500
0
0
45,000
1,144,359
0
0
0
0
0
1,265,404
2,000
0
0
0
0
2,500
0
649,234
389,280
0
55 - ENGINEERING TOTAL
1,811,164 3,254,305 3,038,361 3,596,243
-499-
55 ENGINEERING DEPARTMENT
FD JC WP -GR JOB CLASS
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
FY 2005
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 9425 GE -44 CITY ENGINEER 0.95 93,288 0.95 93,644 0.75 79,461
800 9425 GE -44 CITY ENGINEER 0.05 4,910 0.05 4,929 0.25 26,487
100 3125 GE -40 ASSISTANT CITY ENGINEER 0.10 7,850 0.10 8,274 0.25 20,222
800 3125 GE -40 ASSISTANT CITY ENGINEER 0.15 11,775 0.15 12,411 0.75 60,666
610 3125 GE -40 ASSISTANT CITY ENGINEER 0.75 58,875 0.75 62,054 0.00 0
100 GE -40 PROJECT MANAGER 0.00 0 0.16 10,129 0.16 13,327
800 GE -40 PROJECT MANAGER 0.00 0 0.84 53,185 0.84 68,687
100 5525 GE -36 CIVIL ENGINEER 0.00 0 0.00 0 1.10 81,492
610 5525 GE -38 CIVIL ENGINEER 0.00 0 0.00 0 0.65 48,154
100 5525 GE -38 CIVIL ENGINEER 0.65 42,109 0.65 46,752 0.00 0
800 5525 GE -38 CIVIL ENGINEER 3.35 216,979 3.35 240,954 2.25 166,687
100 5700 GE -35 SURVEYOR 0.75 44,166 0.75 46,551 0.75 50,648
cn 800 5700 GE -35 SURVEYOR 0.25 14,722 0.25 15,517 0.25 16,882
0100 5550 GE -33 TRAFFIC ENGINEERING ASSISTAN' 1.75 93,034 1.75 98,098 1.75 101,147
800 5550 GE -33 TRAFFIC ENGINEERING ASSISTAN 0.25 13,291 0.25 14,014 0.25 14,450
100 5575 GE -33 SURVEY PARTY CHIEF 0.15 7,861 0.15 8,354 0.15 8,628
800 5575 GE -33 SURVEY PARTY CHIEF 0.85 44,545 0.85 47,337 0.85 48,889
100 2700 GE -31 ENGINEERING ASSISTANT II 2.55 121,830 2.55 128,448 1.43 74,682
610 2700 GE -31 ENGINEERING ASSISTANT II 0.00 0 0.00 0 0.32 16,706
800 2700 GE -31 ENGINEERING ASSISTANT it 5.45 260,322 5.45 274,464 5.25 274,163
100 2700 GE -31 ENGINEERING TECHNICAN 0.00 0 0.00 0 0.50 23,107
800 2700 GE -31 ENGINEERING TECHNICAN 0.00 0 0.00 0 1.50 69,321
100 2725 GE -30 SURVEY TECHNICIAN 0.15 6,690 0.15 7,051 0.15 7,324
800 2725 GE -30 SURVEY TECHNICIAN 0.85 37,913 0.85 39,960 0.85 41,501
100 5810 GE -29 ENGINEERING ASSISTANT I 0.75 31,049 0.75 33,298 0.75 35,109
800 5810 GE -29 ENGINEERING ASSISTANT I 2.25 93,148 2.25 99,895 1.25 58,516
100 0225 GE -24 SECRETARY 1.00 32,148 1.00 34,097 1.00 35,167
800 0225 GE -24 SECRETARY 1.00 32,030 1.00 33,760 1.00 34,819
TOTAL FULL TIME EMPLOYEES 24.00 1,268,535 25.00 1,413,176 25.00 1,476,242
55 ENGINEERING DEPARTMENT
FD JC WP -GR JOB CLASS
61030 Seasonal Employee Expense
•
CITY OF DUBUQU•OWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
FY 2005
FY 2006 FY 2007
FTE BUDGET FTE BUDGET FTE BUDGET
100 5325 NA -10 ENGINEERING INTERN -SEASONAL 0.50
800 5325 NA -10 ENGINEERING INTERN -SEASONAL 1.00
TOTAL SEASONAL EMPLOYEES 1.50
TOTAL ENGINEERING
7,541
15,081
22,622
0.50
1.00
1.50
7,948
15,895
23,843
0.50
1.00
1.50
9,412
18,824
28,236
25.50 1,291,157 26.50 1,437,019 26.50 1,504,478
ACTIVITY ACCT FD
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
JC WP -GR POSITION CLASS
FY 2005
FTE BUDGET
FY 2006
FTE BUDGET
Run Date:
01/11/06
FY 2007
FTE BUDGET
Engineering Administration, General Fund
10055100 61010 100 0225
10055100 61010 100 3125
10055100 61010 100
10055100 61010 100 5525
10055100 61010 100 9425
Engineering Administration, Service Fund
80055100 61010 800 3125
80055100 61010 800
80055100
80055100
80055100
GTl
61010
61010
61010
800
800
800
0225
5525
9425
GE -24
GE -40
GE -40
GE -38
GE -44
GE -40
GE -40
GE -24
GE -38
GE -44
Iagineering Administration -FT Sewer Fund
61055100 61010 610 3125 GE -40
Project Engineering
10055400
10055400
10055400
10055400
10055400
10055400
10055400
-FT General Fund
61010 100 2700
61010 100
61010
61010
61010
61010
61010
100
100
100
100
100
5810
2725
5575
5525
5700
GE -31
GE -31
GE -29
GE -30
GE -33
GE -38
GE -36
Project Engineering -Seasonal General Fund
10055400 61030 100 5325 NA -10
SECRETARY
ASSISTANT CITY ENGINEER
PROJECT MANAGER
CIVIL ENGINEER
CITY ENGINEER
Total
ASSISTANT CITY ENGINEER
PROJECT MANAGER
SECRETARY
CIVIL ENGINEER
CITY ENGINEER
Total
ASSISTANT CITY ENGINEER
Total
ENGINEERING ASSISTANT II
ENGINEERING TECHNICIAN
ENGINEERING ASSISTANT I
SURVEY TECHNICIAN
SURVEY PARTY CHIEF
CIVIL ENGINEER
SURVEYOR
Total
ENGINEERING INTERN -SEASONAL
Total
1.00
0.10
0.00
0.20
0.95
2.25
0.15
0.00
1.00
0.80
0.05
2.00
0.75
32,148
7,850
0
12,986
93,288
146,272
11;775
0
32,030
51,946
4,910
100,661
1.00
0.10
0.16
0.16
0.95
2.37
0.15
0.84
1.00
0.84
0.05
2.88
58,875 0.75
34,097
8,274
10,129
11,619
93,644
157,763
12,411
53,185
33,760
59,883
4,929
164,168
62,054
1.00
0.25
0.16
0.00
0.75
2.16
0.75
0.84
1.00
0.00
0.25
2.84
0.00
35,167
20,222
13,327
0
79,461
148,177
60,666
68,687
34,819
0
26,487
190,659
0
0.75
2.55
0.00
0.75
0.15
0.15
0.45
0.75
4.80
0.50
58,875 0.75
121,830
0
31,049
6,690
7,861
29,123
44,166
240,719
0.50
2.55
0.00
0.75
0.15
0.15
0.49
0.75
4.84
7,541 0.50
7,541 0.50
62,054
128,448
0
33,298
7,051
8,354
35,133
46,551
258,835
7,948
0.00
1.43
0.50
0.75
0.15
0.15
1.10
0.75
4.83
0
74,682
23,107
35,109
7,324
8 628
81,492
50,648
280,990
0.50 9,412
7,948
0.50 9,412
• •
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2005
Run Date: 01/11/06
FY 2006 FY 2007
ACTIVITY ACCT FD JC WP -GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Project Engineering -Sewer Fund
61055400 61010 610 GE -35 CIVIL ENGINEER 0.00 0 0.00 0 0.65 48,154
61055400 61010 610 GE -31 ENGINEERING ASSISTANT II 0.00 0 0.00 0 0.32 16,706
Total 0.00 0.00 0.00 0.00 0.97 64,860
Project Engineering -FT Service Fund
80055400 61010 800 2700 GE -31 ENGINEERING ASSISTANT II 5.45 260,322 5.45 274,464 5.25 274,163
80055400 61010 800 GE -31 ENGINEERING TECH 0.00 0 0.00 0 1.50 69,321
80055400 61010 800 5810 GE -29 ENGINEERING ASSISTANT I 2.25 93,148 2.25 99,895 1.25 58,516
80055400 61010 800 2725 GE -30 SURVEY TECHNICIAN 0.85 37,913 0.85 39,960 0.85 41,501
80055400 61010 800 5575 GE -33 SURVEY PARTY CHIEF 0.85 44,545 0.85 47,337 0.85 48,889
80055400 61010 800 5525 GE -38 CIVIL ENGINEER 2.55 165,033 2.51 181,071 2.25 166,687
80055400 61010 800 5700 GE -35 SURVEYOR 0.25 14,722 0.25 15,517 0.25 16,882
Total 12.20 615,683 12.16 658,244 12.20 675,959
diroject Engineering -Seasonal Service Fund
co 80055400 61030 800 5325 NA -10 ENGINEERING INTERN -SEASONAL
Total
Traffic Engineering -FT General Fund
10055700 61010 100 5550 GE -33 TRAFFIC ENGINEERING ASSISTANT
Total
Traffic Engineering -Service Fund
80055700 61010 800 5550 GE -33 TRAFFIC ENGINEERING ASSISTANT
Total
TOTAL ENGINEERING DIVISION
1.00 15,081 1.00 15,895 1.00 18,824
1.00 15,081 1.00 15,895 1.00 18,824
1.75 93,034 1.75
1.75 93,034 1.75
98,098
0.25 13,291 0.25
0.25 13291 0.25
98,098
14,014
14,014
1.75 101,147
1.75 101,147
0.25 14,450
0.25 14,450
25.50 1,291,157
26.50 1,437,019
26.50 1,504,478