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Budget Policy Five Flags etc. . FISCAL YEAR 2007 RECOMMENDED POLICY AND NARRATIVE BUDGET TABLE OF CONTENTS February 14, 2006 Library Auditorium OPERATING BUDGET CIP DEPARTMENTIDIVISION PAGE PAGE Five Flags Civic Center 11 122 Conference Center 25 18 . Recreation 31 141 Park 77 21 Information Services 125 449 Cable TV 151 Note: Department Detail 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 -3- . FISCAL YEAR 2007 RECOMMENDED POLICY AND NARRATIVE BUDGET TABLE OF CONTENTS February 21, 2006 Library Auditorium DEPARTMENT/DIVISION OPERATING BUDGET PAGE CIP PAGE Economic Development 169 407 Parking . Transit 189 419 219 416 Planning Services 253 440 Housing & Community Development 285 428 Note: Department Detail 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 -5- . . . FISCAL YEAR 2007 RECOMMENDED POLICY AND NARRATIVE BUDGET TABLE OF CONTENTS February 23, 2006 Library Auditorium DEPARTMENTIDIVISION OPERATING BUDGET PAGE CIP PAGE Airport 325 181 Library 353 178 Health Services 401 Purchase of Services 427 Note: Department Detail 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 Levei -7- . Five Flags Civic Center . . -9- e . *Since FY 2006's benchmark was recalculated from the budget of $777,675 to $701,190, a portion of the FY 2006 appropriation will be carried over into FY 2007 to support the anticipated FY 2007 benchmark of $725,732. Five Flags Center is privately managed by the firm SMG. The Management Agreement called for the benchmark to be established by an average tax support of 3 years (FY 2002-2004). This payment, which includes their management fee, is the total expense increased by the CPI-U annually. Sianificant Line Items Employee Expense 1. As of January 1, 2006, all employees will have transitioned over from City of Dubuque employees to SMG employees (-1 FTE). A portion of the Leisure Services Manager's salary (.15 FTE) will continue to be charged directly to the Civic Center, since this expense existed at the time SMG started management. Supplies & Services 2. Benchmark Calculation: The benchmark is calculated by taking total expense less earned revenue for the Civic Center, to get the property tax support. This calculation was completed in the beginning by taking the average property tax support for FY 2002, 2003, and 2004 and is increased annually by an inflation factor. This amount includes their management fee of $75,000. SMG's goal is to meet the benchmark, but if the benchmark is not met, the City of Dubuque must pay any amount over the benchmark. SMG's incentive to meet the benchmark gives them $.50 of every dollar under the benchmark. Annual Benchmark Set for SMG: In FY 2005, SMG's benchmark was $682,091, FY 2006 the benchmark is $701,190 and in FY 2007, it is anticipated to be $725,732. Actual Benchmark: It should be noted that the first year (FY 2005) of management, actual expenses were higher due to the transitioning of the employees. There were additional costs -11- relating to unemployment insurance, vacation payoffs and prior year expenses that did not count against the benchmark. The final actual expenses of $761,308 in FY 2005 (including adjustments), was compared to the benchmark of $682,091 in FY 2005. It was expected that the first year of management would cost more. Miscellaneous 3. History: In August 2003, an analysis of Five Flags took place to determine cost of service. An eight-person review committee was formed to study the operation of Five Flags Center to see what could be done to hold the line on, or reduce the property tax supporting that operation. All options were to be considered, including private management. An RFQ for private management of Five Flags went out in December 2003. Three responses were received and the review committee, along with two members of the Civic Center Advisory Commission, interviewed all three firms on February 23, 2004. After weighing the advantages and disadvantages, the review'committee recommended private management. The City has contracted the firm, SMG, after Council approval in April 2004, to privately manage Five Flags Civic Center. SMG began private management on July 1, 2004. -12- Recommended Operating Expenditure Budget by Department 32 - CIVIC CENTER DIVISION . 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 359,966 217,421 50,716 13,628 100 61020 PART-TIME EMPLOYEES 178,622 32,766 0 0 100 61021 PART-TIME REIMBURSABLE 84,200 5,685 0 0 100 61050 OVERTIME PAY 4,063 235 0 0 100 61051 OVERTIME - REIMBURSABLE 2,184 0 0 0 100 61071 HOLIDAY PAY-OVERTIME 785 428 0 0 100 61091 SICK LEAVE PAYOFF 2,483 0 0 0 100 61092 VACATION PAYOFF 6,057 19,478 0 0 100 61310 IPERS 32,248 14,500 2,916 784 100 61320 SOCIAL SECURITY 48,484 21,040 3,880 1,043 100 61410 HEALTH INSURANCE 77,160 48,886 11,604 1,620 100 61415 WORKMENS' COMPENSATION 2,561 6,443 767 168 100 61416 LIFE INSURANCE 489 273 96 27 100 61417 UNEMPLOYMENT INSURANCE 2,108 8,337 0 0 100 61665 OTHER MEDICAL COSTS 0 539 0 0 61 - WAGES AND BENEFITS 801,410 376,029 69,979 17,270 100 62010 OFFICE SUPPLIES 3,288 0 0 0 100 62011 UNIFORM PURCHASES 563 0 0 0 100 62030 POSTAGE AND SHIPPING 1,199 0 0 0 . 100 62060 OlE MAl NT CONTRACTS 1,067 0 0 0 100 62061 DP EQUIP. MAINT CONTRACTS 4,607 4,218 4,404 0 100 62090 PRINTING & BINDING 2,423 544 0 0 100 62110 COPYING/REPRODUCTION 0 0 0 0 100 62130 LEGAL NOTICES & ADS 238 0 0 0 100 62140 PROMOTION 30,644 0 0 0 100 62190 DUES & MEMBERSHIPS 371 0 0 0 100 62205 DRAM SHOP INSURANCE 5,483 0 0 0 100 62206 PROPERTY INSURANCE 11,335 13,000 13,450 14,672 100 62207 BOILER INSURANCE 8,454 7,224 7,224 7,491 100 62208 GENERAL LIABILITY INSURAN 8,724 5,371 4,888 594 100 62210 SALES TAX 8,069 5 0 0 100 62320 TRAVEL-CITY BUSINESS 2,767 420 0 0 100 62342 LODGING-C.C. RELATED EXP 1,593 0 0 0 100 62360 EDUCATION & TRAINING 80 0 0 0 100 62411 UTILITY EXP-ELECTRICITY 96,703 0 0 0 100 62412 UTILITY EXP-GAS 49,649 0 0 0 100 62418 UTILITY EXP-REFUSE 3,387 0 0 0 100 62421 TELEPHONE 15,055 12,669 0 0 100 62431 PROPERTY MAINTENANCE 3,800 1,995 0 0 100 62433 CUSTODIAL SERVICES 348 29 0 0 100 62434 HVAC MAINTENANCE 11,192 0 0 0 100 62435 ELEVATOR MAINTENANCE 867 0 0 0 . 100 62611 MACH/EQUIP MAINTENANCE 12,401 0 0 0 100 62634 POOL CHEMICALS 700 0 0 0 100 62642 FOOD PRODUCTS 37,011 0 0 0 -13- Recommended Operating Expenditure Budget by Department 32 - CIVIC CENTER DIVISION Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 100 62643 BEER PRODUCTS 15,544 0 0 0 100 62644 LIQUOR PRODUCTS 552 0 0 0 100 62646 TALENT FEES 18,620 0 0 0 100 62664 LICENSE FEES 3,436 0 0 0 100 62671 MISC. OPERATING SUPPLIES 32,486 216 0 0 100 62727 FINANCIAL SERVICE FEES 772 0 0 0 100 62731 MISCELLANEOUS SERVICES 18,549 2,460 0 0 100 62732 TEMP HELPCONTRACT SERVo 21,615 928 0 0 100 62736 CATERING SERVICES 1,604 123 0 0 100 62747 MACH/EQUIPMENT RENTAL 2,938 0 0 0 100 62761 PAY TO OTHER AGENCY 377 364,371 677,730 661,163 100 62778 SERVICES - OTHER DEPTS (1,342) 0 0 0 62 - SUPPLIES AND SERVICES 437,171 413,573 707,696 683,920 100 71123 SOFTWARE 7,798 0 0 0 100 71124 MICRO-COMPUTER 300 0 0 0 100 71213 TABLES 3,947 3,925 0 0 100 71318 HEAVY EQUIP-REPLACEMENT 21,486 0 0 0 100 71410 SHOP EQUIPMENT 0 1,043 0 0 100 71517 LIGHTING EQUIPMENT 4,139 0 0 0 100 71526 ELECTRICAL EQUIPMENT 0 512 0 0 100 71610 CUSTODIAL EQUIPMENT 10,304 0 0 0 100 72311 STAGE LIGHTS 1,507 0 0 0 100 72314 SOUND SYSTEM DEVICES 5,390 0 0 0 100 72315 EXHIBIT BASES 576 0 0 0 100 72319 STAGE SKIRTING 720 0 0 0 100 72416 VIDEO EQUIPMENT 0 3,099 0 0 100 72419 PA SYSTEM 0 1,530 0 0 100 72810 INSULATION FLOORING 8,151 0 0 0 100 72811 TABLE RISER 2,000 0 0 0 100 72812 PLEXIGLAS PANELS 1,563 0 0 0 100 72813 COUNTER WEIGHT SETS 2,245 0 0 0 71 . EQUIPMENT 70,127 10,108 0 0 32 - CIVIC CENTER DIVISION TOTAL 1,308,708 799,710 777,675 701,190 -14- <D o 25 ~ 10 D . >> .... .~ ... .~ .... ... ~ >> lXl >> :... ~ 8 8 = rJJ. .... <l> ~ "t:l = lXl ~ = .~ .... ~ . .... = <l> 8 .... :... ~ c.. <l> ~ "t:l <l> "t:l = <l> 8 8 Q ... <l> ~ I- o o f"l .... ... . 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 'c "- N '" '" E N '" '": ~. ..: ri ;; ~ E- - "' 0 0& <D "- "- "Ol &'0 '" ~ Ol "- 0 0 N '" <D "' 0 0 0 0 0 0 0 0 0 0 0 0 10- 0 0 0 0 '" '0 "- '" "- "- & '" <0 <0 '" c..a; '" ..: ..: ,.: o Ol <0 0 "- "- '0'0 "- "- "- <( ~ <oOl 0 0 N 0 0 0 "- :;: '" ;; N ;; 0 '" N ;::: <0 "' '" '" "' <0 ..,. 0 <0 "- ~ 3. N N '" <0 <D ~ N '" N N ~ ;; N '" '" '" N <D "' ..,. "- 0 N ~ "' <0 N "- ~ & ..: ri 0 ri ri ~ ..: '" '" oj .; '" ..: ri .. .,; 1; ~ <0 "' '" "- N '" '" '" ~ ';! ..,. ..,. Ol C '" ..,. "- <( & ",0. oX oW N '" '" 0 ..,. ..,. 0 '" '" <0 ..,. '" "- '" N "' -;=- N '" "' '" 0 '" "- '" .... "' '" N .... 0; ;::: 0 '" "' N <D N ..,. "' 0 '" ;; "' 0 <D <0. 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W en () Z LL () Z :> ,..: ..J W ..J Z ~ z 5 w > w 0 (} " en ~. ;;: Ol W z en () z 0 ::; 0 D >= <( Ii Ii Ii Ii Ii Ii u; ::::j: 0 i= en '" 0 0 0 0 0 0 z 0 :> ~ w LL Z LL LL LL LL 0 LL .... ..J <( ..J ..J ..J ::; ..J u; ..J is z ~ C) ~ ~ ~ 0 <( ~ '" w Z en '" .... en () 0 0 ~ 0 0. 0 W 0 W 15 .... ... () .... .... z .... LL ... () ... z :> ~ =' ~ w ~ w ~ ..J ~ Z ~ W (} :J () > w 0 U :> <D :> :> w :> f-'!!. :> () :> U i= i= i= i= i= i= :> z. () () () () () () u ~ <( <( <( <( <( <( 0 0 0 0 0 0 Iii ~ 0 0 N '" 0 N N N N '" 0 N N N N N N LL '" '" '" '" c!:?- '" ..J ~ 0 ... ... z W :; E z ... 0 ..J ..J ..J ~ ..J ..J '" & O! <( O! O! <( <( E . u; '" '" 0. t:::E :> W W W W W W W .... 15 z z z z z z C 0. W W W W W W . 0 '" " " " " " " W .... 0 0 0 0 0 0 z w z z z z z z () :J :J :J :J :J :J LL LL LL LL LL LL () :> -15- (} Recommended Operating Revenue Budget by Department 32 - CIVIC CENTER DIVISION Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd Revenue Revenue Rev. Budget Rev. Budget 100 43110 INVESTMENT EARNINGS 319 0 0 0 100 43236 ADVERTISING DISPLAYS 6,500 0 0 0 100 51959 BEER 50,443 0 0 0 100 51960 FOOD 110,595 0 0 0 100 51961 TICKET SALES 70,825 0 0 0 100 51962 LIQUOR 1,356 0 0 0 100 51963 CATERING 408 0 0 0 100 51964 ARENA NOVEL T 8,943 0 0 0 100 51965 EVENTS REVEN 254,694 0 0 0 100 51968 ICE SKATING 12,552 0 0 0 100 51969 ICE RENTAL F 9,272 0 0 0 100 51970 CIVIC CENTER HOCKEY GAME 19,419 0 0 0 100 51971 CIVIC CENTER RENT SKATES 3,442 0 0 0 100 51972 CIVIC CENTER ICE LEASE 92,797 0 0 0 100 51973 CIVIC CENTER TICKET SURCH 21,356 0 0 0 100 53605 MISCELLANEOUS REVENUE 627 4,900 0 0 100 53620 REIMBURSEMENTS-GENERAL 0 911 0 0 32. CIVIC CENTER DIVISION TOTAL 663,546 5,811 0 0 -16- e ",10 0]010 I I I 010 oio '" 0 0 0 0 0 0 0'0 0 0 0 0 0 0 ;1 I N I .... <0 W I ] ri Cl ~ c I ~ II ... 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GRAND RIVER CENTER FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change Budget Highights Actual Adopted Amended Recom'd from Adopted Employee Expense 0.0% Supplies and Services 352,201 715,915 745,699 435,006 -39.2% Machinery and Equipment 0.0% Total 352,201 715,915 745,699 435,006 -39.2% Operating Revenue-Lease 20,955 22,860 24,765 22,860 0.0% Greater Downtown TIF 255,037 255.037 0.0% Property Tax Support 331,246 438,018 465,897 412,146 (25,872) Percent Increase (Decrease) -5.9% The Grand River Conference Center is privately managed by Platinum Hospitality. Expenses relate to the Facility Management Agreement explained below. . Sianificant Line Items Supplies & Services 1. Platinum Hospitality privately manages the Grand River Center. The following expenses are the responsibility of the City based on the Facility Management Agreement: ~ 50% of energy costs that are estimated to be $199,500 in FY 2007. ~ Insurance costs that are estimated to be $26,340 in FY 2007. ~ Payment of 50% of the act!Jal Hotel/Motel tax generated by the Grand Harbor Hotel in the previous 12 months period. This capitalization amount is estimated at $209,166 for FY 2007. ~ The final deficit payment is estimated to be $255,037 in FY 2006. This is the amount the City was to contribute to the operating account equal to the actual annual operating deficit for the prior 12-month period. In FY 2006, the deficit payment was not required to be paid, since the Conference Center did not end FY 2006 with a deficit. 2. The City is responsible for repairs and maintenance in excess of $1 ,000 individually and $15,000 in aggregate in any fiscal year. There is a $60,000 Capital Improvement Project in FY 2007 to support this requirement. Revenue . 3. A monthly land lease payment is received from the Grand Harbor Hotel totaling $22,860 annually. -25- Recommended Operating Expenditure Budget by Department 33 - CONF CENTER OPERATION 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 12,879 16,442 17,010 18,556 100 62207 BOilER INSURANCE 0 6,837 6,837 7,090 100 62208 GENERAL LIABILITY INSURAN 0 0 743 694 100 62411 UTILITY EXP.ElECTRICITY 33,883 79,366 86,800 105,500 100 62412 UTILITY EXp.GAS 38,884 53,156 86,800 94,000 100 62731 MISCELLANEOUS SERVICES 0 196,400 262,688 209,166 100 62761 PAY TO OTHER AGENCY 0 0 255,037 0 62 - SUPPLIES AND SERVICES 85,646 352,201 715,915 435,006 33 - CONF CENTER OPERATION TOTAL 85,646 352,201 715,915 435,006 -26- <D o a iti ro o .... = Q> e .... ~ ~ c.. Q> ~ "Q Q> "Q = Q> e e Q <.l Q> ~ ...... Q Q N ;;... ... . ..... .... 'S: ,- .... <.l < ..... ~ ..... ~ ~ e e = en .... 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Budget 100 43235 PLATINUM HOLDINGS LEASE 35,888 20,955 22,860 22,860 100 59245 FR TIF-ICE HARBOR 0 0 255,037 0 33 - CONF CENTER OPERATION TOTAL 35,888 20,955 277,897 22,860 -28- e Recreation Division e . -29- . . . DEPARTMENTIDIVISION: Leisure Services/Recreation RESPONSIBILITY: Gil Spence, Leisure Services Manager Pat Prevenas, Recreation Division Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: During Fiscal Year 2004 and the beginning of Fiscal Year 2005, the following highlights took place within the Recreation Division: Participation in the summer playground program at seventeen morning and evening sites continues to be strong. It is our goal to involve children in active lifestyles as our small part in fighting child obesity. and sedentary habits. Continuing to provide this free service on a neighborhood basis will hopefully result in some healthier and happy children. While the coolest summer in twenty-one years impacted the attendance at Flora and Sutton swimming pools, we still attempted to improve the quality of our swim lesson program by providing quality instructor training during the preseason. We believe that the positive parent evaluations of their child's lessons received later in the summer indicated that this training was beneficial. During the fall of 2004 we addressed a problem at Sutton Pool that impacted the proper recirculation of pool water. Because of settling of the pool tank structure on the east side of the pool, water was not flowing into the gutters around the entire pool perimeter, as designed. The fall project added material to the pool gutter that had settled, so that most of the pool basin will now flow properly in the gutter system and the water filtered and treated as intended. The Adult Athletics activity saw an increase in the number of teams participating in the fall softball leagues at the McAleece Recreation Area and we offered a new adult touch football league this fall, but unfortunately did not obtain enough interest to hold the program. The Iowa Coordinator for the Professional Disc Golf Association reviewed the Veterans' Memorial Disc Golf Course this fall in response to a request from the Dubuque Chamber of Commerce and our department, concerning the course being used for sanctioned tournament play. His review indicated that the course, taken as a collection of individual holes, is well designed, well-balanced, challenging and fun to play. However, there were certain issues relating to spaces between holes that present concerns for back-ups and physical safety of participants in a crowded tournament situation. The disc golf course was not designed for tournament play, but to provide a new recreational activity for Dubuque citizens and visitors, with the terrain and budget limitations that existed at the time of construction. Play at the course continues to grow among high school, college, and young families. We also have the benefit of a small core group of enthusiasts that take pride and ownership of their home course and have invested volunteer time in improving the facility. -31- The Bunker Hill Golf Course has faced some challenges during the past year with a decrease in golf rounds, a shift of golf rounds from eighteen-hole play to nine-hole play, some new strains of turf diseases and some staffing issues. However, in spite of these challenges, most golfers responded throughout the season that the course was in great shape and they had an enjoyable experience. The Uptown Recreation Program has seen another revision to the After School Program offered at Prescott School. Like the program at Audubon School, we are cooperating with SI. Mark Community Center at Prescott School in providing after school services. SI. Mark's concentrates on mentoring and academic skills at the two sites while the Recreation Division provides both physical, social and craft activities for the children. Also, Uptown Recreation Weekend Open Gym Program at SI. Patrick's school draws great participation from the neighborhood, and Four Mounds Day Camp Program has been involving children from the entire community. FUTURE INITIATIVES FOR FISCAL YEARS 2005 AND 2006 The Bunker Hill Golf Course will continue to face financial challenges as the golf market has become more competitive. This will result in a need for better marketing and promotion of the Bunker Hill Golf Course product, attracting both new and existing golfers to Bunker Hill, evaluation of staffing levels and services provided, improved management of product inventory, and evaluation of critical golf course physical deficiencies. Adult athletic programming will continue to be re-evaluated to be certain it is providing a quality product and to explore new programming ideas such as football, dodgeball, et cetera. The After School Sports Program that has served fourth, fifth and sixth graders for over a decade will be restructured during the next school year. Since sixth grade students will not be attending middle school and will be serviced by the school district athletic department, our After School Sports program will include third graders, as well as fourth and fifth graders. The construction of the new Prescott School will provide the Uptown Recreation Program new opportunities to service the downtown neighborhood. The unknown future of the SI. Patrick's gymnasium for our weekend open gym use makes the timing of the Prescott facility construction favorable. -32- . RECREATION DIVISION FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change Budget Highlights Actual Adopted Amended Recom'd from Adopted Expenditures Employee Expense 1,062,489 1,142,022 1,155,585 1,146,437 0.4% Supplies and Services 793,487 805,044 849,096 898,582 11.6% Machinery and Equipment 10.150 39.110 39.110 49.500 26.6% Total 1,866,126 1,986,176 2,043,791 2,094,519 5.5% Revenue Operating Revenue 1,390,881 1,330,981 1,367,981 1,415,767 6.4% CDBG Funds 101,617 123,897 141,397 118,834 -4.1% Golf Development Fund Transfer (76,571) (12,151) (12,151) (10,921) -10.1% Total 1,415,927 1,442,727 1,497,227 1,523,680 5.6% Property Tax Support 450,199 543,449 546,564 570,839 27,390 Percent Self Supporting 75.9% 72.6% 73.3% 72.7% . Decision PackaQe Summary 10f9 This decision package provides for three seasons of Leisure Services Program brochures being mailed to all residents that receive utility bills. This would ensure that most Dubuque citizens will receive information on what Leisure Services for the City of Dubuque provide. The total includes $12,900 for postage and $3,880 for printing. Related Cost: $16,780 Tax Funds - Recurring Property Tax Impact: +$.0098/+.10% Activity: Recreation Administration Recommend - No 20f9 This decision package provides for funding of the Neighborhood Resource Center located at the new downtown elementary school (Prescott). Included with this request are items designated in the 28E Agreement (energy & custodial costs/$6,000), miscellaneous expenses (telephone, operating/office supplies/$1 ,800) staffing for use of the facility (seasonal employee at 1,000 hours/$8,970) and equipment/furnishings (tables, chairs & storage cabinets/$1 0,000) of the resource center. . Related Cost: $16,770 Tax Funds - Recurring Related Cost: $10,000 Tax Funds - Non-Recurring Property Tax Impact: +$.0156/+.16% Activity: Recreation Classes Recommend - Yes -33- 30f9 This decision package provides for an After School Program at Lincoln Elementary School, focusing on recreation activities for a two-hour time period immediately after school dismissal. There are no formal After School Programs, but some schools and organizations offer a program of some type since there is a need. This program would serve approximately 35, K-3rd grade students four days per week (excludes Wednesday), from late September to early May, with focus on children most needing this service. The total includes a supervisor and 5 leaders for 10 hours per week for 27 weeks, craft supplies, snacks and games. Lincoln Elementary School is in the Community Development Block Grant (CDBG) target neighborhood, but CDBG funds cannot be used. The low to moderate income CDBG funds have reached their maximum funding threshold as required by the grant; therefore General fund must be used. Related Cost: $15,675 Tax Funds - Recurring Property Tax Impact: +$.0091/+.09% Activity: Recreation Classes Recommend - No 40f9 This decision package provides for an After School Program at Marshall Elementary School, focusing on recreation activities for a two-hour time period immediately after school dismissal. There are no formal After School Programs, but some schools and organizations offer a program of some type since there is a need. This program would serve approximately 35, K-3rd grade students five days per week from late September to early May, with focus on children most needing this service. The total includes a supervisor and 5 leaders for 12.5 hours per week for 27 weeks, craft supplies, snacks and games. Marshall Elementary School is not in the Community Development Block Grant (CDBG) target neighborhood; therefore CDBG funds cannot be used. Related Cost: $19,492 Tax Funds - Recurring Property Tax Impact: +$.0113/+.11 % Activity: Recreation Classes Recommend - No 50f9 This decision package provides the community's youth, with an interest in music group performance, the chance to play in front of an audience of their peers. This service would include locating adequate performing facilities, recruit local adolescent musical groups, promote the performance to the local youth and provide supervision during the six annual concerts. A concert admission fee of $1.00 per person would be included in this request. Leisure Services is in the process of forming a Youth Advisory Committee to advise the Park and Recreation Commission on programs, activities and facilities of interest to youth, and this request has been discussed. Related Cost: $6,000 Tax Funds - Recurring Related Revenue: $150 Tax Funds - Recurring Net Cost: $5,850 Tax Funds - Recurring Property Tax Impact: +$.0034/+.03% Activity: Children's Activites Recommend - No 60f9 This decision package provides funding for wellness and exercise classes (16 programs meeting for 8 one-hour sessions) for children and adults to be held at Comiskey Center, Neighborhood Resource Center and public school gymnasiums. To provide these classes, partnerships will be formed with similar organizations to offer the best programs to people. A variety of classes using minimal equipment would be offered to meet the physical health needs of residents in these neighborhoods. -34- . . . Program fees ranging from $10-$5 for adults to $2-$1 for students (low income half price) are included. Leisure Services is in the process of forming a Youth Advisory Committee to advise the Park and Recreation Commission on programs, activities and facilities of interest, and this request has been discussed. Related Cost: $3,060 Tax Funds - Recurring Related Cost: $1,000 Tax Funds - Non-Recurring Related Revenue: $720 Tax Funds - Recurring Net Cost: $2,340 Tax Funds - Recurring Property Tax Impact: +$.0019/+.02% Activity: Recreation Classes Recommend - Yes 7of9 This decision package provides a youth intramural sports program at the three middle schools, offering both traditional and nontraditional sports such as flag football, volleyball, basketball, dodgeball, kickball, whiffleball, soccer, et cetera. This program would focus on the non-athlete and meet either after school or in the evenings, working in cooperation with the Dubuque Community Schools, to provide physical activity for these middle school students. Program fees of $5 for students and $1 for low income are included. Related Cost: $21,360 Tax Funds - Recurring Related Cost: $3,000 Tax Funds - Non-Recurring Related Revenue: $1,120 Tax Funds - Recurring Net Cost: $20,240 Tax Funds - Recurring Property Tax Impact: +$.0135/+.14% Activity: Children's Activites Recommend - No 8of9 This decision package provides for additional and new youth sports programs that the Recreation Division has not offered. Examples include Saturday morning preschool sport activities with parents, such as basketball and indoor soccer, Saturday morning elementary school volleyball and special one- day events such as Iowa Park and Recreation Association Spot Shot Basketball and Placekick, Punt and Throw Football programs. Program fees of $12 for children (low income Y, price) are included. Related Cost: $5,232 Tax Funds - Recurring Related Cost: $800 Tax Funds - Non-Recurring Related Revenue: $3,000 Tax Funds - Recurring Net Cost: $2,232 Tax Funds - Recurring Property Tax Impact: +$.0018/+.02% Activity: Children's Activites Recommend. No 9of9 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: $95 - Tax Funds - Recurring Property Tax Impact: +$.00011+.00% Activity: Recreation Administration Recommend. Yes -35- Sianificant 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. Seasonal employees in Adult Athletics have been reduced (-.13 FTE), Golf Maintenance full time has been reduced (-1.00 FTE), part time has been increased (+.75 FTE) and seasonal has been decreased (-.29 HE). C.D. Target Area Programs have been decreased (-0.35 FTE) to reflect changes in programming, and McAleece Concessions increased seasonal (+.54 FTE) due to bringing the operations in house. These changes represent an overall decrease (-.48 FTE). Supplies & Services 3. An increase in Supplies & Services for the Golf Maintenance activity (+$8,146) and Golf Operations (+$12,627) is reflected in the FY 2007 budget. The goal is to keep Golf 100% self- supporting. The budgeted numbers reflect increases in utilities, pro-shop merchandise, and turf chemicals. 4. The payment to the Recreation Associations for purchase of amusement and water park ticket has increased from $86,000 to $90,000, with an increase in the associated revenue from $88,000 to $93,000. 5. Gas and Electric Utility expense for the swimming pools has increased from $36,200 in FY 2006 to $45,400 in FY 2007 due to higher market rates. 6. Concession operations for McAleece is no longer leased to a private vendor, but operated by the Recreation Division. The FY 2007 budget reflects a new budget of $47,921 for expenses such as seasonal employees, insurance, food products, and beverages. The revenue anticipated is $73,000 in FY 2007, but the prior revenue from the private vendor of $13,000 goes away. Total net revenue reflected is $12,079. Machinery & Equipment 7. Equipment replacement items at the maintenance level include: Golf Maintenance , Triplex Greens Mower & Rotary Gang Mower $ 36,000 Swimminq '20 Deck chairs for replacement $ 2,000 Adult Athletics 'Paint Line marker $ 1,500 Revenue 8. Revenue for golf operations has been increased $32,200 from FY 2006 budget to more accurately reflect actual activity in FY 2005. -36- e 9. Adult Athletics activity fee changes proposed are: +$10 per team for basketball, dodgeball and softball; and a $35-$45 decrease per team for volleyball. Non-resident fees have been eliminated for volleyball and basketball. 10. Golf fee increases proposed in the Golf Maintenance activity are: League rate (+$.50); Individual passes (+$10.00); and Couples and family passes (+$15.00). 11. No rate increases are proposed for swimming or the children's activities. It should be noted that Dubuque has the lowest Youth Daily Swim rate in the State of Iowa. Miscellaneous 12. The percent self supporting revenue guidelines (before decision packages) set for the various Recreation Activities compared to the recommended budget are as follows: Activitv Recommended Guideline Adult Athletics 62% 62% Children's Services 53% 53% Therapeutic Recreation 13% 13% Recreation Classes 42% 42% e Swimming 70% 70% Golf 100% 100% e -37- DEPARTMENTIDIVISION: ACTIVITY: Leisure Services/Recreation Administration GOAL Provide a variety of recreational activities to allow the citizens of Dubuque safe, wholesome and enjoyable use of leisure time and to broaden their awareness and knowledge of recreational opportunities by planning, developing, directing and supervising the activities of the Recreation Division. DESCRIPTION This Activity provides administrative support for all activities within the Recreation Division and to the Park and Recreation Commission. This support is in the form of establishing policy and fees and coordinating program planning, operation and evaluation. This Activity is staffed by the Leisure Services Manager (.33 FTE), Recreation Division Manager, Lead Secretary (.60 FTE), Secretary and a seasonal Recreation Leader and is located at Bunker Hill Golf Course. SERVICE OBJECTIVES 1. To maximize the utilization of departmental resources by planning, supervising, coordinating and directing the operations of all activities within the Recreation Division. 2. To assist the Park and Recreation Commission by: a) preparing agendas, compiling data, submitting reports, etc., for twelve regular meetings and several special meetings per year; b) keeping them updated and informed regarding departmental matters; c) providing them with necessary information for budget preparation; d) identifying issues facing the Recreation Division and communicating these to the Commission; e) recommending the establishment of departmental policies; and f) reviewing policies and procedures on a continuous basis and recommending changes where deemed appropriate. 3. To provide year-round recreational enjoyment for all ages by: a) providing recreational facilities, equipment and program direction; b) furnishing professional leadership for all programs; and c) providing for the supervision and scheduling of full-time and part-time personnel throughout the year. 4. To give prompt attention to all citizen complaints and inquiries by initiating an immediate response in a courteous and professional manner. 5. To actively seek citizen involvement in program development and to cooperate with and assist various recreational groups and organizations such as the Dubuque Tennis Leisure Services/Recreation Division Administration -38- . . . Association, YMCAfYWCA, Boys' Club, Girls' Club, Dubuque Bicycle Club, Tri-State Officials Association, American Youth Soccer Organization, Dubuque Rugby Club, Dubuque Softball Hall of Fame, Dubuque Soccer Alliance, Dubuque Water Ski Club, Dubuque Area Swimming Hurricanes, Dubuque Girls' Independent League (DGIL), Dubuque Little League Baseball and numerous others by: a) conducting meetings to discuss program development and special events; b) providing facilities where feasible; c) co-sponsoring activities when possible; d) providing clerical assistance; and e) advertising certain activities in department publications. 6. To reduce the burden on the tax dollar by continuing to stimulate ideas as to where volunteers can effectively be utilized in departmental activities, either to assist staff or to conduct activities. 7. To continue the relationship with the Dubuque Community School District by use of reciprocal agreements with regard to facility utilization. 8. To continuously evaluate programs and activities by: a) compiling participation figures and comparing them to program costs; b) seeking input from program participants; and c) discussing programs and activities upon completion to determine methods of improvement. 9. To reduce property tax asking by evaluating the various rate structures annually and recommending changes in fees and charges to the Park and Recreation Commission. 10. To manage the financial affairs of the division by establishing and administering the annual operating and five-year Capital Improvement Program budget requests as approved by the City Council. 11. To solve problems, obtain new and creative ideas, strive for constant professional improvement and stay abreast of legislation and federal and state aid by: a) subscribing to professional publications relating to the parks and recreation profession; b) providing for the attendance of selected staff at the annual conference and workshop of the Iowa Park and Recreation Association; c) providing for membership of the Leisure Services Manager and Recreation Division Manager in the Iowa Park and Recreation Association and the National Recreation and Park Association; d) providing for attendance of the Leisure Services Manager at the annual National Congress of the Recreation and Parks Association; and e) keeping abreast of parks and recreation "happenings" in other communities, particularly in Iowa. 12. To aid in the continued development of parks and recreation by remaining active in professional associations and encouraging the department's professional staff to be involved and active. 13 To develop staff efficiency and effectiveness by: a) conducting staff meetings; Leisure Services/Recreation Division Administration -39- b) meeting with personnel to discuss problems and solutions; c) making daily contacts with personnel when possible; d) delegating authority and responsibility; e) stimulating new and creative ideas; f) providing continuing education opportunities to the extent possible; g) providing safe and pleasant work environments; h) evaluating staff performance; and i) providing efficient office operations and customer service. 14. To manage departmental personnel matters by: a) working with the Personnel Office in employing, terminating and promoting as appropriate; b) selecting the most qualified individuals to fill positions; c) implementing consistent personnel practices; d) establishing performance standards; e) assigning work and generally overseeing these assignments; and f) implementing work plans which best serve the public. 15. To inform the public of all division activities through brochure publications, news releases, public speaking, City of Dubuque's web site and effective media relations. 16. To maintain effective public relations for the department by: a) discussing good public relation procedures at staff meetings; b) emphasizing the importance of good public relations to full-time staff; and c) maintaining procedures whereby this message is conveyed to part-time staff. 17. To provide clerical support by handling all secretarial responsibilities for programs and activities within the division. 18. To serve as the division's central personnel, business and records office by: a) handling and depositing funds; b) monitoring absences, vacations and sick leaves; c) developing and submitting the payroll for all employees; d) handling miscellaneous correspondence and maintaining records and files important to departmental operation; e) serving as a central supply office for the various division facilities; f) coordinating and evaluating the department's computer network; and g) monitoring division activities related to state and federal regulations. 19. To represent the Recreation Division by attending City Council meetings when necessary or appropriate. 20. To enhance the effectiveness of departmental and City-wide operations and programs by: a) attending and participating in Department Manager and Management Team meetings on a regular basis; b) attending and participating in team training sessions (Leisure Services Manager and Recreation Division Manager); and c) cooperating with other City departments/divisions to the greatest extent possible in accomplishing tasks for the betterment of the City of Dubuque. Leisure Services/Recreation Division Administration -40- . . . 21. To complete work assignments from the City Manager by submitting them in a prompt, complete and professional manner. 22. To initiate and administer all capital projects that are Recreation Division responsibility and maintain close contact with other City departments and division which may be involved with capital projects related to the Recreation Division. Leisure Services/Recreation Division Administration -41- DEPARTMENT/DIVISION: ACTIVITY: Leisure Services/Recreation Swimming GOAL Provide a safe and enjoyable summer and winter swimming program encompassing both recreational and educational activities. DESCRIPTION This Activity provides for the operation of Flora Pool, 2665 Green Street; Sutton Pool, 1900 Hawthorne Street; and Hempstead Pool, 3715 Pennsylvania Avenue; including open recreational swimming, learn-to-swim classes, rentals and special events. This Activity is staffed by seventy percent of a full-time Program Supervisor and seasonal employees. SERVICE OBJECTIVES 1. To maintain a swimming program for recreational and educational purposes while stressing the importance of physical exercise and proper use of leisure time by: a) hiring qualified staff and training them on the goals and objectives of the swimming program, calling attention to the importance of good public relations and how a positive attitude will benefit the program; b) operating Flora and Sutton Pools daily during the months of June, July and August and by operating Hempstead Pool Sunday afternoons January through early May, serving 16,550 adults, 47,850 children, and 60,200 season pass users; c) providing 2,495 people with educational/instructional classes during the summer at Flora, Sutton and Hempstead Pools, and during the winter at Hempstead Pool. d) selling 910 family, 400 youth and 90 adult season passes allowing discounted swimming pool usage - 395 of which are sold to qualified economically disadvantaged individual and family pool users at a reduced rate; e) keeping Flora and Sutton Pools functioning at a high standard of maintenance to enhance and enrich the atmosphere for the patrons by maintaining a high water quality, daily checking of the filtering and chlorination systems when the pools are in use, greasing and checking motor operations regularly, painting the pool tanks once every five years, keeping the buildings in good condition, performing preventive maintenance on all filters and pumping equipment and regularly servicing pumps and other equipment; f) setting hours and dates of operation; g) advertising the program; h) taking swim lesson registrations; and i) charging a daily fee of $3.00 for adults, $1.25 for youth and $.50 for toddlers. leisure Services/Recreation Division -42- Swimming . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Open swimming Flora Pool 75,144 69,682 84,000 84,000 84,000 Sutton Pool 34,343 39,369 40,000 40,000 40,000 Hempstead Pool 577 557 700 600 600 Pool rentals/water playground 32/9 24/9 35/10 30/10 30/10 Season passes sold Family 908 882 920 910 910 Youth 432 406 400 400 400 Adult 121 96 90 90 90 Swim lesson registrations Flora 1,181 1,205 1,150 1,200 1,200 Sutton 685 652 670 670 670 Hempstead 400 430 450 430 430 Water exercise 103 101 120 100 100 Life guarding 21 17 20 20 20 Private swim lessons 29 18 30 25 25 Sea Kayaking 6 1 10 10 10 . Snorkeling 8 0 10 10 10 Scuba diving 16 11 10 10 10 Canoeing Doggie Dip Sutton 75 150 150 150 Flora 250 250 Water ski class 22 20 . Leisure Services/Recreation Division -43- Swimming DEPARTMENTIDIVISION: ACTIVITY: Leisure Services/Recreation Golf Maintenance GOAL Provide the community with a municipal golf facility for safe and pleasant golfing activities. DESCRIPTION This Activity provides for the operation and maintenance of the eighteen hole Bunker Hill Golf Course on a self-supporting basis. This Activity is staffed by a Golf Course Supervisor, Maintenance workers and seasonal personnel. SERVICE OBJECTIVES 1. To encourage maximum utilization of the golf course by: a) providing the best possible maintenance and general upkeep; b) utilizing volunteers on a limited basis to supplement part-time staff; c) providing the opportunity for participation in golf leagues and/or tournaments; and d) providing open play for approximately 29,340 rounds during the months of April through October. 2. To maintain the self-supporting status of the golf course including coverage of $30,156 in overhead costs by charging fees as follows for the 2005 season: Twilight (league) Adult weekend/holiday Adult weekday Weekend 9-hole Weekday 9-hole Senior citizen Youth Family season pass Couples season pass Individual season pass Junior season pass Weekday season pass Couples weekday pass $10.50 20.00 17.50 12.75 11.25 13.75 7.00 825.00 725.00 570.00 215.00 470.00 625.00 3. To continue to improve maintenance by purchasing a greens mower and rotary mower for rough areas which will meet required playing conditions of the course and makes it more attractive. Leisure Services/Recreation Division Golf Maintenance -44- . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Golf rounds Adult weekdays 2,567 2,659 2,200 2,200 2,200 Adult weekend 4,106 4,086 4,140 4,140 4,140 Weekday 9-hole* 2,567 4,656 4,000 4,500 4,500 Weekend 9-hole* 465 1,224 1,150 1,250 1,250 Senior citizen 720 765 650 700 700 Junior 1,514 1,339 1,450 1,350 1,350 Season pass 8,617 8,662 8,400 8,500 8,500 No charge 2,798 2,610 3,200 2,400 2,400 Twilight (league) 8,152 4,243 4,500 4,300 4,300 Family season passes sold 11 6 10 8 8 Couple season passes sold 12 12 14 12 12 I ndividual season passes sold 75 75 80 75 75 Junior season passes sold 24 10 18 12 12 League team fees 73 78 88 80 80 Permanent tee time fees 27 23 30 25 25 e Weekday season passes sold 29 27 27 27 27 Couples weekday passes sold 2 2 2 2 2 Family weekday passes sold 0 0 0 0 0 * fee was initiated in 2004 season . Leisure Services/Recreation Division Golf Maintenance -45- DEPARTMENT/DIVISION: ACTIVITY: Leisure Services/Recreation Golf Operations GOAL Provide management of the golf course operations; including the pro shop, snack bar, and golf carts. DESCRIPTION This Activity provides for the operation of the eighteen-hole Bunker Hill Golf Course clubhouse. This Activity is staffed by a Golf Pro under contract with the City for nine months of service, an assistant Pro, concession worker II's, and pro shop attendants. SERVICE OBJECTIVES 1. To provide a professional approach to the operation of the golf course by: a) hiring a golf professional to oversee the operation of the pro shop, snack bar, cart operations, lessons, leagues, tournaments, and golf outings; and b) hiring and training seasonal employees to work in the pro shop and snack bar. 2. To stock the pro shop with merchandise sufficient to meet the needs of the course users and to support tournaments the course sponsors. 3. To establish sale prices for merchandise and concession items that result in the operations being profit centers while at the same time the prices are as reasonable as possible. 4. To.provide the opportunity to learn the game of golf by: a) allowing the golf pro to give private lessons; b) offering youth group lessons; c) organizing a teen golf league; and d) providing open play during the months of April through October. Leisure Services/Recreation Division Golf Operations -46- . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Pro Shop Merchandise Expense $ 83,341 $ 51,273 $ 45,000 $ 52,000 $ 53,000 Merchandise Revenue $ 55,077 $ 48,156 $ 45,000 $ 49,000 $ 50,000 Event Revenue $ 31,121 $ 52,559 $ 36,000 $ 36,000 $ 36,000 Cart Rental Revenue $139,512 $151,476 $147,000 $153,000 $153,000 Snack Bar Revenue $158,301 $177,489 $160,000 $177,000 $181,000 . . Leisure Services/Recreation Division -47- Golf Operations DEPARTMENTIDIVISION: Leisure Services/Recreation ACTIVITY: Community Development Target Area Programs GOAL Provide an expanded, neighborhood-based recreation program in target areas of the city. DESCRIPTION This Activity provides open gym play at three locations, a Playtime for Tots program at two locations, recreation classes, an after school program at Prescott School, Lincoln School and Audubon School, a summer community basketball league for low income residents, a day camp program and recreation classes through other agencies. SERVICE OBJECTIVES 1. To provide open gym play on Friday evenings, Saturday evenings and Sunday afternoons at St. Patrick's school gym from November through March by: a) advertising the program; and b) hiring supervisors. 2. To provide open gym play on Saturday mornings and afternoons at Lincoln and Audubon schools from November through March by: a) advertising the program; and b) hiring supervisors. 3. To provide a variety of recreation classes for children by: a) planning activities and selecting dates and times; b) advertising programs; c) hiring instructors; and d) holding registration. 4. To provide a two hour after school recreation program at Prescott School and Audubon School, and a Wednesday afternoon program at Lincoln School, from October through April by: a) planning activities and selecting dates and times; b) advertising programs; c) hiring instructors; and d) holding registration. 5. To provide a day camp program by contracting with the Four Mounds Foundation during the summer, advertising programs, and completing the registration process. 6. To work with other agencies to provide recreation programs and activities in the neighborhoods. Leisure Services/Recreation Division Community Development Target Area Programs -48- . 7. To provide a summer evening basketball program for young men. 8. To provide a summer playground at Audubon School for children ages eight to fourteen FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Day camp 157 174 150 160 160 Playtime for tots 109 120 140 120 120 Open gym SI. Patrick's 2,042 2,934 1,800 2,000 2,000 Audubon 941 791 1,000 800 800 Lincoln 613 482 800 600 600 Audubon after school program 30 30 30 30 30 Prescott after school program 390 30 30 30 30 Lincoln after school program 40 40 Recreation classes, other agencies 60 163 100 120 120 . Summer basketball league 50 34 50 40 40 . Leisure Services/Recreation Division Community Development Target Area Programs -49- DEPARTMENT/DIVISION: ACTIVITY: Leisure Services/Recreation Adult Athletics GOAL Provide organized league play in softball, basketball and volleyball, as well as adult tennis lessons, tennis court reservations and to assist groups and organizations to offer a variety of recreational activities not otherwise available. DESCRIPTION This Activity provides softball leagues at Veterans' Memorial Park and Gerald "Red" McAleece Park and Recreation Complex; basketball leagues at various schools throughout the city; and volleyball leagues played at Flora Park, and various schools. In Fiscal Year 2007, there should be 125 men's slow pitch, 6 fast pitch, 16 women's slow pitch, and 50 mixed softball teams; 35 winter basketball teams; 73 volleyball teams; 8 adult tennis lessons; 200 softball field rentals; 70 baseball field usages; 80 green area usages; and 50 tennis court reservations. Assistance in programming is given to the American Youth Soccer Organization (AYSO) and Dubuque Girls' Independent League (DGIL) related organizations. The Activity is staffed by a Program Supervisor and seasonal personnel and is headquartered at Bunker Hill. SERVICE OBJECTIVES 1. To maintain the quality of programs through proper officiating, rule revisions, education of participants in playing rules and by enabling participants to help evaluate the quality of service. 2. To maximize use of available school gymnasiums and facilities by contacting the schools and making necessary arrangements to accommodate as many citizens as possible. 3. To charge 62 percent of the direct programming costs and $24,636 per year of administrative overhead costs for all adult athletic activities to each team by: a) charging a $13 participation fee to all softball playing nonresidents; b) charging adult softball entry fees of $415 for slow pitch, $415 for fast pitch, $415 for women's slow pitch, $415 for mixed league, adult basketball entry fees of $523 and adult volleyball entry fees of $180/210; c) charging the softball tournament field rental fee of $12 per usage; d) continuing a system of softball field rental at a fee of $12 whereby teams can reserve fields for practices, however, no service will be given to prepare the fields; e) charging a basketball tournament entry fee of $59; f) charging a $50 entry fee for dodgeball teams; g) charging tennis court reservation fees of $1.60 per hour per court for individuals and $1.20 per hour per court for groups; h) providing adult tennis lessons for a $17 fee; and i) providing a high school alumni basketball tournament for a $56 entry fee. leisure Services/Recreation Division Adult Athletics -50- 4. To administer a softball program from approximately May 1to September 1 and a basketball program from approximately November 1 to March 15 by: a) setting registration dates and arranging teams into leagues; b) providing trained officials, scorekeepers, gym supervisors and equipment with costs being covered by entry fees; and c) establishing league rules with input from officials and team managers. . 5. To provide volleyball from approximately November to April and May to August for men, women and mixed teams by: a) setting registration dates and arranging teams into leagues; b) providing gym supervisors and equipment with costs being covered by entry fees; and c) establishing league rules with input from team managers. 6. To offer a post-season basketball, as well as pre-season and post-season softball tournaments with the entry fees covering all direct costs. 7. To help organizations supply the number and variety of programs demanded by their members by: a) assisting the A YSO by providing soccer fields and registration information to citizens; b) provide scheduling assistance to Dubuque Girls' Independent League (DGIL); and c) offering and providing assistance as appropriate to all related organizations at cost. . 8 To supplement programming efforts by utilizing volunteers where practical and feasible, such as conducting tournaments and clinics and, on a limited basis, supervising facilities. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Softball leagues Pre-season tournament 0 20 20 20 20 Men's fast pitch teams 6 5 6 6 6 Men's slow pitch teams 104 130 100 125 125 Men's modified pitch teams 0 0 0 0 0 Women's slow pitch teams 16 16 18 16 16 Mixed slow pitch teams 50 50 50 50 50 Baseball field rentals 16 29 30 30 30 Loras/high school baseball usage 72 60 75 70 70 Green Area rentals 46 11 50 20 20 Loras/high school green area usage 93 84 60 80 80 Basketball leagues Men's winter teams 44 43 44 33 35 Winter tournament entries 39 34 40 25 25 Alumni tournament entries 46 49 50 50 50 . Volleyball leagues leisure Services/Recreation Division Adult Athletics -51- FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Summer mixed teams 38 36 40 35 35 Summer women's teams 17 17 20 16 16 Winter mixed teams 49 51 50 16 20 Winter women's teams 12 16 12 5 6 Winter men's teams 0 0 0 0 0 Volleyball clinic registration Softball field rentals Option A (40) 14 10 20 0 0 Option B (12) 179 204 200 200 200 Option C (30) 0 2 5 0 0 Associated organizations Independent League Volleyball 7 7 7 0 0 Adult tennis registration 9 2 10 8 8 Tennis court reservations Indiviaual (hours of use) 60 0 80 50 50 Open gym attendance Volleyball 42 40 50 50 50 Basketball 289 320 300 300 300 Veterans' Park soccer practice Boundary Waters canoe trip Dodgeball leagues 44 40 40 Leisure Services/Recreation Division Adult Athletics -52- . . . DEPARTMENT/DIVISION: ACTIVITY: Leisure Services/Recreation Children's Activities GOAL Provide the opportunity for young people to learn the skills of various sports activities with an emphasis on physical fitness, sportsmanship and the enjoyment of play; the opportunity for physical fitness development and competition for the mentally disabled; an organized and supervised playground program for children and teens; and a preschool and early elementary programs emphasizing social and physical experience through recreation activities. DESCRIPTION This Activity provides boys' baseball instruction and league play at one location, tennis instruction at four locations, golf instruction at the Bunker Hill Golf Course, girls' softball instruction and league play at one location, seventeen regular playground sites, five play lot sites and five tot lot sites throughout the city, special events, teen programs and tournaments and equipment to be loaned out. This Activity is staffed by seasonal personnel and .50 FTE of a Program Supervisor to conduct the after school sports program. SERVICE OBJECTIVES 1. To provide boys' baseball, girls' softball, junior tennis and junior golffor a fee of $16 per person and a junior tennis tournament for a nominal fee for the children of Dubuque by: a) advertising the programs and setting registration dates; b) offering the boys' baseball program at one site (Veterans' Memorial); c) offering the junior tennis program and tournament at four sites; d) providing basic instructions for each sport; and e) stressing the importance of sportsmanship, fair play and respect for opponents and game officials in all athletic events. 2. To maintain the following schedule of events in Fiscal Year 2007 by: a) offering baseball instruction and league play for 140 boys, ages seven through thirteen, during June, July and August; b) offering softball instruction and league play for 50 girls, ages seven through thirteen, during June, July and August; c) offering tennis instruction for 250 boys and girls, ages six through sixteen, during June, July and August; d) offering tennis tournaments for 75 boys and girls, ages six through sixteen, during August; e) offering teen tennis league play for 15 individuals during June and July; and f) offering golf instruction for 110 boys and girls, ages eight through seventeen, during June, July and August. To offer a park-orientated summer playground program at seventeen sites throughout the city for the children of Dubuque, ages eight to fourteen; a variety of tournaments and 3. Leisure Services/Recreation Division Children's Activities -53- activities of interest to teens; a variety of special events for children ages six to fourteen; bus trips for children ages ten to fourteen; a tot lot program for a $18 per person charge for preschool age children; and a play lot program for a $18 per person charge for five to eight year olds by: a) determining sites and times for each playground; b) hiring one or two directors for each of the seventeen sites, a special events/games/tournament director, eleven junior leaders and an assistant/teen director; c) advertising all information concerning the programs; d) conducting a training institute for all staff including Americorp volunteers; e) formulating a well-rounded program for each site, as well as special event schedules, a teen program, and bus trips to an amusement park or water park; and f) conducting registration for all the different activities. 4. To make recreation equipment available to the public by providing a loan service to approximately 15 individuals or groups on a reservation basis. 5. To reduce the tax burden and/or supplement part-time staff by continuing the use of volunteers in various programs and investigating methods by which volunteers can be further utilized. 6. To promote and encourage disabled youth to participate in all children's activities, when feasible. 7. To coordinate and supervise the after school sports program held in the public elementary schools during the school year by: a) hiring and training staff; b) advertising the program; c) scheduling sites and activities; d) conducting program registration and charging a participation fee; and e) evaluating the program. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Playground sites 17 17 17 17 17 Registration 978 810 950 950 950 Participation 8,564 6,972 8,500 8,000 8,000 Play lot Registration 193 212 180 190 190 Participation 1,063 1,174 1,000 1,100 1,100 Tot lot Registration 318 352 350 350 350 Participation 1,816 2,020 2,000 2,000 2,000 Volunteers 8 9 8 8 8 Participation 150 193 150 150 150 Leisure Services/Recreation Division Children's Activities -54- '_'.'_'___"_U~ . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Special events participation 1,568 1,654 2,000 1,700 1,700 Teen volleyball league participation 349 186 250 250 250 Junior golf registration 103 113 120 110 110 Teen league golf 43 24 50 40 40 Boys' baseball registration 129 131 140 130 130 Girls' softball registration 43 41 50 50 50 Junior tennis Registration 251 268 250 250 250 Tournament 76 82 75 75 75 Teen league 17 11 15 15 15 Bus trips Water park 42 33 50 45 45 . Equipment loan program 17 14 20 15 15 After school sports registration Volleyball 280 214 240 103 240 Flag football 420 300 350 141 350 Boys' basketball 162 100 130 130 130 Girls' basketball 136 94 80 80 80 Boys' track 170 162 170 170 170 Girls' track 169 144 170 170 170 Disc golf 12 4 20 10 10 . Leisure Services/Recreation Division -55- Children's Activities DEPARTMENT/DIVISION: ACTIVITY: Leisure Services/Recreation Therapeutic Recreation GOAL Provide leisure and recreational programs to special population individuals in the Dubuque area. DESCRIPTION This Activity provides for thirty percent of a full-time Program Supervisor to plan, supervise and direct programs for special population citizens. These recreational experiences shall include physical, social and craft activities, as well as special events. SERVICE OBJECTIVES 1. To maintain a program that is specifically planned for the recreational needs and interests of special population individuals by: a) hiring qualified staff and providing adequate training for the program's goals and objectives; b) offering activities throughout the year, with emphasis on variety; c) creating parental and public awareness of the program via communication with the school district, parent groups and news media; d) charging a participation fee to cover partial program costs; e) working with the Dubuque Community School District in the involvement of the mentally disabled in a track meet; and f) seeking financial donations to provide therapeutic recreation programs to Dubuque's special population citizens. Leisure Services/Recreation Division -56- Therapeutic . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Classes/activities - number of participants Sports activity 6 0 40 40 40 Dance 311 364 320 350 350 Special Olympics - number of participants Track and field 10 10 Creative arts classes 71 13 80 25 25 Unified basketball 56 41 75 60 60 Unified volleyball 70 40 70 60 60 Bowling 32 43 40 40 40 Bus trips 15 15 15 Skiing/snow activity 10 10 10 Leisure education classes 45 9 45 20 20 Aquatics 25 25 20 20 20 . . leisure Services/Recreation Division -57- Therapeutic DEP ARTMENTIDIVISION: ACTIVITY: Leisure Services/Recreation Recreation Classes GOAL Provide a variety of recreation programs, events and related activities from which educational and recreational benefits can be derived. DESCRIPTION This Activity provides for the supervision and programming of recreation classes, programs and field trips and is staffed by .50 FTE of a Program Supervisor, .48 of a part-time Laborer and .34 of a preschool teacher. SERVICE OBJECTIVES 1. To provide a variety of recreation classes and activities for people of all ages by: a) planning activities and selecting dates and times; b) advertising programs; c) hiring instructors; d) holding registrations and collecting fees as determined by the individual activity; and e) entering activity registration data on the department computer network. 2. To improve accessibility of the above mentioned programs by: a) utilizing facilities located around the city; and b) working with school principals to secure space. 3. To evaluate the various programs and activities by: a) compiling registration/participation figures and comparing them to program costs and previous years' figures; b) seeking input from participants; and c) discussing programs upon completion to determine future programs and programming methods. 4. To manage the financial affairs of the Recreation Classes Activity by establishing the annual operating budget request and administering the approved budget under the direction of the Recreation Division Manager. 5. To give prompt attention to all citizen complaints and inquiries by initiating an immediate response in a courteous and professional manner. 6. To assist the leisure Services Manager and Recreation Division Manager in keeping the Park and Recreation Commission and City Manager informed about the Recreation Classes Activity by submitting reports upon re~uest. Leisure Services/Recreation Division Recreation Classes -58- . . . 7. To make the Allison-Henderson and Comiskey meeting room space available to the public throughout the year for a $50.00 fee. 8. To maintain effective public relations by carrying out good public relations procedures and by emphasizing its importance to part-time staff. 9. To provide programs and activities at the Comiskey Center to meet the leisure needs of all ages on a year-round basis by: a) planning, coordinating, supervising and conducting various structured classes, programs and special events; b) informing the general public and, in particular, north Dubuque residents, of all activities conducted at Comiskey through departmental brochures, news media, posters, flyers, etc.; c) conducting registration for all activities; d) advertising for and hiring qualified part-time staff, leaders and instructors where needed; and e) entering activity registration data on the department computer network. 10. To physically clean the facilities on a daily basis through the efforts of a seasonal Laborer. 11. To actively seek citizen involvement in program development of the Comiskey Center by: a) b) c) providing facilities for these groups; co-sponsoring programs and activities with these groups when possible; and advertising activities, when appropriate, in departmental publications and assisting with news releases. 12. To cooperate with special interest groups by renting the facilities for acceptable activities. 13. To reduce the tax burden and/or provide program assistance by expanding the use of volunteers where practical and beneficial 14. To assist the Leisure Services Manager and Recreation Division Manager by recommending establishment of policies governing the operation of Comiskey and Allison-Henderson and seeing that the policies are carried out. 15. To assist the Park Division by continuously observing the facilities within the park system and communicating the need for maintenance or repairs to the Park Division Manager. 16. To assist in the operation of various division programs not budgeted to this Activity by providing the facilities and program assistance for the: a) summer playground program; b) summer tot lot program; and c) summer play lot program. leisure Services/Recreation Division Recreation Classes -59- FY 2004 FY 2005 FY 2006 FY 2006 FY 2005 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Meeting room rentals (Allison-Henderson) 0 0 0 0 0 Meeting room usage (Comiskey Center) 169 151 120 120 120 Class registrations (Allison-Henderson, Slattery Center, Comiskey Center and schools) Just for Kids 229 148 230 180 180 Paint 'n crafts 72 50 50 50 Preschool palette 71 45 70 50 50 Dig Those Dinosaurs 0 Crafts 164 208 170 170 170 Drawing 47 72 50 50 50 Life as a Pioneer 0 Acting/Clowning 10 Foreign Language 34 12 40 20 20 Cheerleading 6 15 15 15 Tumbling/fitness 58 60 40 40 Nature club 21 30 30 30 Art in the Park 26 30 30 30 Dance 65 31 70 50 50 Clay/sculpture 51 50 70 50 50 Hodge podge 30 Adventures 88 157 90 120 120 Adult Yoga 10 25 20 20 Growing in the Garden 18 24 30 30 30 Fish Iowa 13 11 20 15 15 Boat safety 12 0 20 20 20 Babysitting 32 41 30 30 30 Ceramic painting 188 149 200 150 150 Mixed media 18 12 20 20 20 Science stuff 37 24 30 30 30 Music 14 8 20 20 20 Creative writing 8 10 10 10 Bike mechanics 10 10 10 Leisure Services/Recreation Division Recreation Classes -60- . . . BP-5A - City of Dubuque DEPARTMENTIDIVISION: ACTIVITY: Leisure Services/Recreation McAleece Concessions GOAL Provide food and beverage concession services at the McAleece Recreation Area. DESCRIPTION This activity provides for the operation of the McAleece Recreation Area concession stand located within the softball and baseball fields. The activity is staffed by one snack bar manager and concession worker II's. SERVICE OBJECTIVES 1. To provide a quality professional concession service to softball and baseball players and spectators during the season by: a) hiring a manager and concession workers to adequately staff the operation; b) training staff in proper food and beverage handling and customer service; and c) offer quality food and beverage products at fair prices to meet customer needs. 2. To help support the adult athletics activity by operating the concessions as a profit center. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Beer sales $23,487 $ 7,521 $11,118 $41,000 $12,000 $41,000 $12,000 Food sales Soft drinks and ice $20,000 $20,000 leisure Services/Recreation Division McAleece Concessions -61- Recommended Operating Expenditure Budget by Department 34 - RECREATION DIVISION 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 413,237 393,763 445,562 425,168 100 61020 PART-TIME EMPLOYEES 8,531 15,018 8,985 36,810 260 61020 PART-TIME EMPLOYEES 2,773 2,794 2,413 2,442 100 61030 SEASONAL EMPLOYEES 410,323 387,535 400,575 408,587 260 61030 SEASONAL EMPLOYEES 42,337 42,699 52,228 46,235 100 61050 OVERTIME PAY 4,151 3,209 4,479 3,988 100 61071 HOLIDAY PAY-OVERTIME 69 0 0 0 100 61092 VACATION PAYOFF 0 2,591 0 0 100 61310 IPERS 36,418 33,506 36,133 35,978 260 61310 IPERS 1,952 1,953 1,757 1,618 100 61320 SOCIAL SECURITY 63,840 61,216 65,759 66,904 260 61320 SOCIAL SECURITY 3,451 3,480 4,180 3,724 100 61410 HEALTH INSURANCE 88,653 81,973 90,101 85,644 100 61415 WORKMENS' COMPENSATION 4,021 10,111 18,929 17,632 260 61415 WORKMENS' COMPENSATION 294 740 1,846 1,427 100 61416 LIFE INSURANCE 573 524 845 850 100 61417 UNEMPLOYMENT INSURANCE 7,503 20,405 7,000 8,000 100 61620 UNIFORM ALLOWANCE 0 175 0 0 100 61640 SAFETY EQUIPMENT 344 125 300 300 100 61660 EMPLOYEE PHYSICALS 1,319 827 1,050 1,050 100 61665 OTHER MEDICAL COSTS 0 0 80 80 61 - WAGES AND BENEFITS 1,089,789 1,062,664 1,142,022 1,146,437 100 62010 OFFICE SUPPLIES 1,818 2,295 1,730 1,830 100 62011 UNIFORM PURCHASES 786 0 1,100 1,100 100 62030 POSTAGE AND SHIPPING 6,759 5,476 6,850 19,900 260 62030 POSTAGE AND SHIPPING 900 900 1,100 1,000 100 62050 OFFICE EQUIPMENT MAINT 0 60 200 200 100 62060 OlE MAl NT CONTRACTS 1,586 1,563 1,800 1,100 100 62061 DP EQUIP. MAINT CONTRACTS 4,405 4,199 2,635 2,418 100 62090 PRINTING & BINDING 7,883 7,769 9,750 13,820 260 62090 PRINTING & BINDING 752 575 1,200 1,000 100 62110 COPYING/REPRODUCTION 536 984 760 840 100 62130 LEGAL NOTICES & ADS 0 243 0 0 100 62140 PROMOTION 4,144 5,850 7,350 7,350 100 62170 SUBSCRIPTIONS-BOOKS-MAPS 329 322 430 650 100 62190 DUES & MEMBERSHIPS 1,968 537 1,975 1,860 100 62204 REFUNDS 0 27 0 0 100 62205 DRAM SHOP INSURANCE 5,906 5,384 6,142 5,653 100 62206 PROPERTY INSURANCE 3,696 4,238 4,385 4,783 100 62207 BOILER INSURANCE 240 205 205 212 100 62208 GENERAL LIABILITY INSURAN 3,812 4,158 4,394 4,247 260 62208 GENERAL LIABILITY INSURAN 326 355 376 363 100 62210 SALES TAX 42,943 45,198 49,418 50,564 100 62211 PROPERTY TAX 0 2,180 2,180 2,519 100 62221 DAMAGE CLAIMS 1,711 4,470 0 0 -62- ~_.,- .--... ....-......,. Recommended Operating Expenditure Budget by Department 34 - RECREATION DIVISION . Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 100 62310 TRAVEL-CONFERENCES 0 1,863 2,500 2,500 100 62320 TRAVEL-CITY BUSINESS 0 226 200 200 100 62340 MILEAGE/LOCAL TRANSP 1,019 957 1,480 1,480 260 62340 MILEAGE/LOCAL TRANSP 99 0 100 100 100 62360 EDUCATION & TRAINING 197 2,102 2,900 3,395 100 62411 UTILITY EXP-ELECTRICITY 36,613 40,575 40,900 45,490 100 62412 UTILITY EXP-GAS 23,130 36,970 24,480 34,050 100 62418 UTILITY EXP-REFUSE 1,937 1,280 1,800 1,800 100 62421 TELEPHONE 9,352 9,521 9,840 9,370 100 62431 PROPERTY MAINTENANCE 19,336 20,057 22,000 22,100 100 62433 CUSTODIAL SERVICES 2,857 3,828 3,520 3,720 260 62433 CUSTODIAL SERVICES 5,775 5,841 6,000 6,400 260 62436 RENTAL OF SPACE 3,480 3,400 3,800 3,500 100 62511 FUEL, MOTOR VEHICLE 6,148 6,818 6,550 9,800 100 62611 MACH/EQUIP MAINTENANCE 14,421 14,654 14,600 15,500 100 62614 EQUIP MAl NT CONTRACT 84 84 90 108 100 62633 CHLORINE 22,530 6,175 18,000 19,000 100 62634 POOL CHEMICALS 2,505 2,868 2,700 2,700 100 62635 TURF CHEMICALS 25,116 27,858 25,500 29,000 100 62642 FOOD PRODUCTS 19,446 19,814 21,000 26,000 . 100 62643 BEER PRODUCTS 37,845 50,754 38,000 57,500 100 62644 LIQUOR PRODUCTS 5,120 4,256 5,100 5,100 100 62645 EVENT REIMBURSEMENT 107 173 300 300 100 62649 BEVERAGEIICE 14,602 12,928 14,600 23,800 100 62663 SOFTWARE LICENSE EXP 0 0 3,000 3,000 100 62664 LICENSE FEES 3,428 3,658 3,480 3,730 100 62665 FALSE ALARM CHARGES 0 345 0 0 100 62666 CREDIT CARD CHARGE 6,372 8,607 6,300 7,800 100 62668 PROGRAM EQUIPMENT 3,999 4,472 4,700 5,500 260 62668 PROGRAM EQUIPMENT 426 1,135 1,000 950 100 62670 PRO SHOP MERCHANDISE 83,341 51,273 45,000 53,000 100 62671 MISC. OPERATING SUPPLIES 42,019 41,885 48,200 50,400 260 62671 MISC. OPERATING SUPPLIES 2,088 1,806 3,000 1,900 100 62693 PAY TO RECR. ASSOC. 94,348 81,892 86,000 90,000 100 62699 CASH SHORT AND OVER (610) (558) 0 0 100 62731 MISCELLANEOUS SERVICES 59,508 60,556 59,700 61,700 100 62732 TEMP HELPCONTRACT SERVo 696 666 1,000 1,000 100 62735 GAME OFFICIATING SERVICES 41,082 43,159 40,500 39,800 260 62735 GAME OFFICIATING SERVICES 2,748 2,802 2,900 3,250 100 62736 CATERING SERVICES 3,069 2,674 3,000 3,000 100 62739 SALES REIMBURSEMENT 0 70 0 0 100 62747 MACH/EQUIPMENT RENTAL 41 ,432 51,745 40,052 42,270 . 100 62751 INSTRUCTORS 37,143 29,955 40,500 37,260 100 62761 PAY TO OTHER AGENCY 1,491 1,270 2,000 2,000 260 62761 PAY TO OTHER AGENCY 45,489 35,911 44,772 47,700 -63- Recommended Operating Expenditure Budget by Department 34 - RECREATION DIVISION Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 62 - SUPPLIES AND SERVICES 810,289 793,312 805,044 898,582 100 63311 ADMIN. OVERHEAD 73,375 83,375 83,375 83,375 100 63312 LESS ADMIN. RECHARGES (73,375) (83,375) (83,375) (83,375) I 63 . ADMIN/OVERHEAD/STORES GAR 0 0 0 01 100 71114 CASH REGISTERS 0 396 0 0 100 71116 COPIER MACHINE 6,095 0 0 0 100 71117 TIME CLOCK 0 810 0 0 100 71119 FAX MACHINE 834 0 0 0 100 71120 PERIPHERALS, COMPUTER 76 75 0 0 100 71122 PRINTER 0 493 0 0 100 71123 SOFTWARE 0 0 10,000 0 100 71124 MICRO-COMPUTER 0 0 13,100 0 100 71211 DESKS/CHAIRS 375 0 310 0 100 71212 SIDE CHAIRS 0 0 0 3,500 100 71213 TABLES 0 0 0 3,500 100 71215 STORAGE CABINETS 0 455 0 3,000 100 71226 ACCOUSTICAL COVER 2,965 0 0 0 100 71410 SHOP EQUIPMENT 0 325 0 0 100 71521 REFRIGERATOR 337 0 0 0 100 71522 TRUCKSTER 12,010 0 0 0 100 71550 MISCELLANEOUS EQUIPMENT 0 0 3,950 1,500 100 71610 CUSTODIAL EQUIPMENT 250 0 0 0 100 71611 MOWING EQUIPMENT 15,900 289 10,650 36,000 100 71613 TRIMMERS 0 0 500 0 100 71615 LEAF BLOWER 0 0 600 0 100 72310 CONCESSION EQUIPMENT 0 7,306 0 0 100 72316 ELECTRONIC SCOREBOARD 1,817 0 0 0 100 72710 PICNIC TABLES 710 0 0 0 100 72712 DECK CHAIRS 3,557 0 0 2,000 71 - EQUIPMENT 44,926 10,150 39,110 49,500 34 - RECREATION DIVISION TOTAL 1,945,004 1,866,125 1,986,176 2,094,519 -64- '" o " ~ ro o . .... ... 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C " " " " 0 0 0 0 z z z Z :::l :::l ::> :::l u. u. u. u. -6 Recommended Operating Revenue Budget by Department 34 - RECREATION DIVISION . Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd Revenue Revenue Rev. Budget Rev. Budget 100 43249 RENT.SLATTERY CENTER 7,967 8,196 8,700 8,700 -100 43250 GOLF CART RENTALS 139,512 151,476 147,000 153,000 100 43251 RENTS & CONCESSIONS 15,250 11,500 13,000 0 100 51190 CUSTOMER CREDITS 333 362 0 0 100 51930 SWIMMING-FLORA POOL 64.975 58,913 69,000 73,400 100 51931 SWIMMING-HEMP POOL 560 373 675 463 100 51932 SWIMMING-SUTTON POOL 27,202 32,905 33,900 34,650 100 51933 SWIMMING ANNUAL PASSES 110,087 107,505 110,766 110,069 100 51934 SWIM LESSON REGISTRATION 48,924 47,169 49,810 49,886 100 51935 SWIMMING POOL RENTAL 11,045 6,804 6.690 7.800 100 51936 SWIM POOL CONCESSIONS 12,000 11,242 12,000 12,000 100 51937 GOLF FEES 321 ,298 327,484 327 .070 329,358 100 51938 GIFT CERTIFICATES-GOLF 684 625 0 600 100 51939 TENNIS FEES 648 419 665 631 100 51940 TENNIS COURT RESERVATIONS 72 0 96 60 100 51941 DODGEBALL FEES 0 1,100 0 2,000 100 51942 SOFTBALL ENTRY FEES 70,984 82,282 74,440 83,925 100 51943 SOFTBALL RENTAL FEES 5,613 4,393 5,530 3,780 e 100 51944 BASKETBALL ENTRY FEES 28,200 28,201 29,869 23,690 100 51945 VOLLEYBALL ENTRY FEES 26,491 27,749 29,150 13,950 100 51946 AFTER SCHOOL SPORTS 14,629 12,945 14,820 14,820 100 51947 VOLLEYBALL REIMBURSEMENT 631 599 650 0 100 51949 ART FEES 25,520 19,768 33,510 26,280 100 51950 VARIOUS PROGRAM FEES 2,667 2,891 4,240 4,090 260 51950 VARIOUS PROGRAM FEES 3,325 2,774 2,575 2,775 100 51951 CHILDRENS ATHLETIC FEES 8,368 10,001 9,740 9,320 100 51952 CHILDRENS BUS TRIPS 676 624 680 680 100 51953 MEETING ROOM FEES 4,913 3,870 4,700 4,800 100 51954 PLAYGROUND REG FEES 8,745 9,704 9,405 9,540 100 51955 OTHER RENTS/CONCESSIONS 44 357 100 100 100 51959 BEER 88.003 126,639 89,000 144,000 100 51960 FOOD 33,835 47,161 38,000 50,000 100 51962 LIQUOR 11,914 11,339 9,000 12,000 100 51963 CATERING 226 274 400 500 100 51965 EVENTS REVEN 31,121 52,559 36,000 36,000 100 51966 PRO SHOP SALES 55,077 48,156 45,000 50,000 100 51967 BEVERAGES/IC 24,549 37,202 24,000 48,000 100 53102 PRIVATE PARTICIPANT 2,540 2,810 500 500 100 53207 REC.ASSOC.TICKET SALES 93,836 90,282 88,000 93,000 100 53605 MISCELLANEOUS REVENUE 2,342 1,615 2,300 2,000 .100 53615 DAMAGE CLAIMS 292 0 0 0 100 53620 REIMBURSEMENTS-GENERAL 0 454 0 0 100 54106 EQUIPMENT SALES 1,500 0 0 0 -67- Recommended Operating Revenue Budget by Department 34 - RECREATION DIVISION Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd Revenue Revenue Rev. 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" " c " " " " " " " " " " " ;:: c '" '" c '" c '" '" .g '" '" '" '" :t '" '" :t '" '" '" u " 0 0 " 0 " 0 0 1;; c c 0 0 c c 0 0 0 0 0 0 c c 0 0 0 0 '" '" '" '" '" <( c ~ c c ~ - :;; 1ii 01 01 1ii 01 01 01 .~ .~ .~ c- o 0 ::! ::! ::! 0 ~ ~ .. .. - - - - .... .... "5 "5 "5 "5 -73- e e Cl Cl Cl Cl U U tit e e DEPARTMENT/DIVISION: leisure Services/Park RESPONSIBILITY: Gil Spence, leisure Services Manager John Hail, Park Division Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: As a means to provide service in the most efficient manner and to help Dubuque's citizens gain a greater knowledge and appreciation of what is involved in providing our park system, volunteers are utilized whenever possible. Volunteers assist the Park Division in the following areas: . Two retired City employees continue to help with transplanting of flowers at the greenhouse in February, March, April, and May, in excess of 720 hours. . Boy Scouts of America, Order of the Arrow, assisted in spring park clean up at Eagle Point and Murphy parks, as well as Veterans' Memorial Disc Golf Course - 80 hours of service. . Dubuque Senior High School Honor Society had one hundred twenty students spend one day at Eagle Point Park in a spring clean up. They stained picnic tables, drained and cleaned the fishpond area, raked the safety surface around playground areas, and painted rest rooms. . Marshall School, as part of a School Business Partnership Day, planted the flowerbeds at the Eagle Point Park overlook. Each student planted flowers. . Community service people are assisting in staining tables, cleaning fireplaces and trimming, pulling weeds at Miller-Riverview Park - approximately 500 hours of service. . Cub Scout Pack 68 from Sageville School held a spring clean up along Heritage Trail, from 22nd to 32nd Street. . Loras College, Launch the Loras Program, mulched the shrubs and trees on Highway 20 between Grandview and Fremont Avenues. . Dubuque Senior High School had 130 football and volleyball players and coaches weed and prune roses on Highway 20; pick up litter on South Locust Street from Southern Avenue to the Locust connector; and on Highway 20 from the bridge area to Devon Drive. . Clarke College, Take to the Streets Program, had sixty students prune roses and weed flowerbeds on Highway 20. Parkland Adoption Projects: . Juvenile Court Services picks up litter and rakes Washington Park on a weekly basis. . Central High School continues the clean up on re-establishing of Maus Park. . Four Oaks of Iowa is adopting Cathedral Square during the school year. (planting, weeding, mulching) . Greater Dubuque Boys' and Girls' Club adopted the 16th Street nature overlook and parking islands This past year they maintained flowerbeds on the islands along with mowing and cleaning litter on a weekly basis. They also stained the overlook and painted the cable fence posts along the trail. -77- Educational programs co-sponsored by the Park Division include: . Bald Eagle Watch held in January at Dubuque Lock and Dam and Grand River Center. . Mississippi River Eco-Meet, co-sponsored with the Army Corps of Engineers, is held at Eagle Point Park. This program has fourth and fifth grade students attend outdoor classes and test for awards. Twenty-four schools from Iowa, Wisconsin, and Illinois participated last year. . Arbor Day is held in April each year at the Dubuque Arboretum and Botanical Gardens. . Bike Rodeo at Flora Park is co-sponsored with Finley Hospital and Dubuque Police Department. Major Events in the Parks: Eagle Point Park . Tri-State Wind Symphony concerts in the park (eight concerts on Thursday evenings during June and July) . Chain Reaction Bike Races Murphy Park . Hillcrest Festival of Lights Miller-Riverview Park . Dragon Boat Races Washington Park . Dubuque Fest . Riverfest Bergfeld Recreation Area . Fishing Derby - Big Brother, Big Sister Fund Raiser Capital Improvement Program major accomplishments include: . Gateway Landscaping - Locust Street connector . Miller-Riverview Park - thirty additional electrical hookups . Comiskey Park -landscaping, lighting and construction of tennis court/skate park . Flora Park - rebuilt/new lighting of horseshoe courts, resurfaced volleyball courts . Flora Park and Allison-Henderson Park - water renovation . Harvest View Park development . Marshall Park - reconstruction of entrance . Park Maintenance Headquarters - replace roof . Pet Park construction . McAleece Complex - replaced playground equipment . Washington Park renovation . Bergfeld Recreation Area - trail, playground, rest room and lighting . A.Y. McDonald Park development - roadways, parking lots, rest room, lighting and grading . Pyatigorsk Park development - landscaping, concrete work and lighting -78- e e e Major Capital Improvement Projects in progress or planned for Fiscal Year 2006 include: . Highway 20 landscaping . Ham House painting . Eagle Point Park Open Air pavilion . Town Clock renovation . Valentine Park - rest room building . Westbrook Park development FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007: . Initiate and complete capital improvement projects that remain in the C.I.P. budget. . Continue to work with the Dubuque Community School District to develop school playgrounds in areas of the city where park areas are lacking. . Continue the playground inspection program. . Work to expand the Parkland Adoption Program to ease the maintenance effort of staff. . Continue to recruit groups and organizations to volunteer for one-day service projects that greatly help get parks ready for the park season and reduce the maintenance effort of our staff. . Implement and monitor the maintenance plan for the Port of Dubuque. . A.Y. McDonald Park development . Riley Park development . Renovation of park water systems NEW PROJECTS FOR FISCAL YEARS 2007-2011 . Burden Park renovation (FY 2009) . Eagle Point Park - Indian Room renovation (FY 2011) . Eagle Point Park - Riverfront pavilion renovation (FY 2011) . Flora Park replace play equipment, rest room and maintenance building (FY 2011) . Gateway welcome signs (FY 2007) . Gateway/Port of Dubuque signs (FY 2011) . Heron Pond tree clearing (FY 2007) . Landscape gateway (FY 2011) . Miller-Riverview Park - rip rap shoreline (FY 2011) . Usha Park development (FY 2011 & 2012) -79- PARK DIVISION FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change Budget Highlights Actual Adopted Amended Recom'd from Adopted Expenditures Employee Expense' 1,562,815 1,586,699 1,586,699 1,723,993 8.7% Supplies and Services 369,751 363,015 366,879 405,393 11.7% Machinery and Equipment 39.518 211.150 211.150 175.650 -16.8% Total 1,972,084 2,160,864 2,164,728 2,305,036 6.7% Revenue Operating Revenue 261,209 239,279 239,279 282,173 17.9% Lyons Peony Trust 2.255 3.000 3.000 2.000 -33.3% Total 263,464 242,279 242,279 284,173 17.3% Property Tax Support 1,708,620 1,918,585 1,922,449 2,020,863 102,278 Percent Self Supporting 13.4% 11.2% 11.2% 12.3% 'Unemployment Insurance budget of $30,000 was added in FY 2007 based on actual trends. Decision Packaae Summary 1 of 5 This decision package provides for one permanent, part-time (1,664 hours) maintenance worker assigned to the Greenhouse activity to assist in the maintenance of the landscaping that has been added to the park system at Pyatigorsk, Harvest View, Flat Iron, Gateways, and what will come next year at A.Y. McDonald Park. This is a very significant increase in the workload of the division and two permanent, part-time maintenance workers are needed to maintain these areas to the standard needed. Related Cost: $32,682 Tax Funds - Recurring Property Tax Impact: +$.0190/+.19% Activity: Greenhouse Activity Recommend - Yes 20f5 This decision package provides for one permanent, part-time (1,664 hours) maintenance worker assigned to the Greenhouse activity to assist in the maintenance of the landscaping that has been added to the park system at Pyatigorsk, Harvest View, Flat Iron, Gateways, and what will come nex1 year at A. Y. McDonald Park. This is a very significant increase in the workload of the division and two permanent, part-time maintenance workers are needed to maintain these areas to the standard needed. Related Cost: $32,682 Tax Funds - Recurring Property Tax Impact: +$.0190/+.19% Recommend - No -80- . . . Activity: Greenhouse Activity 3of5 This decision package provides for the purchase of a fork lift to be used to unload playground equipment, landscape chemicals and fertilizers, tables and benches, and other items delivered for use in the City park system. This will also be used on Main Street when tables and chairs are removed for the winter and replaced in the spring. The fork lift attachments currently put on the bucket of the tractor or skid loader are not able to handle the weight, and safety is a concern. Related Cost: $18,000 Tax Funds - Non-Recurring Property Tax Impact: +$.0105/+.11% Activity: Park Areas & Maintenance Recommend - No 4of5 This decision package provides for 2 Automated Electronic Defibrillators (AED), one for each park patrol vehicle. These cars are in our parks where cardiac arrests could occur. These automated devices have the potential to save lives by non-medical personnel with proper training. Related Cost: $7,000 Tax Funds - Non-Recurring Property Tax Impact: +$.0041/+.04% Activity: Park Patrol Recommend - Yes 5of5 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 departmenUdivision managers up-to-date on useful information on how to better serve the citizens of Dubuque. Related Cost: $190 - Tax Funds - Recurring Property Tax Impact: +$.0001/+.00% Activity: Park Administration Recommend - Yes Sianificant 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. Seasonal Park Maintenance personnel complement increased .23 FTE due to annual green space maintenance schedules. 3. Unemployment Insurance expense is common in Park Division due to the number of seasonal employees, but has never been budgeted. This budget has historically been maintained in the City Manager Personnel budget for general fund related Unemployment Insurance and will now -81- be budgeted in the Departments that actually use it. $30,000 of the increase in the Park Division's employee expense is due to adding this budget. Supplies & Services 4. Postage expense for mailing seasonal brochures has increased from $1,267 in FY 2006 to $1,750 in FY 2007 due to the anticipated cost of mailings going up in January 2006 and again in January 2007. 5. Utilities expense for gas, electric, and fuel oil for all buildings maintained in the Park Division has increased $10,612 over FY 2006 based on actual FY 2005 plus the anticipated increases in market price. 6. Property Maintenance has increased from $51,535 in FY 2006 to $53,800 in FY 2007 to allow for higher costs relating to maintaining park areas (water, sewer, and electrical repairs, building and shelter repairs, roads, turf maintenance, signs and tree replacements). This amount was based on the actual amount spent in FY 2005. 7. Motor Vehicle Fuel expense for operating vehicles and equipment to maintain park space has increased from $31,899 in FY 2006 to $48,759 in FY 2007 due to higher fuel costs and FY 2005 actual expense. 8. Equipment Maintenance Contract expense has increased from $2,136 in FY 2006 to $6,156 in FY 2007 to reflect monthly maintenance costs for radios upgraded in FY 2006 to 800 MHZ. 9. Miscellaneous Operating Supplies expense has increased from $59,518 in FY 2006 to $65,943 in FY 2007 due to higher costs for items necessary to maintain park areas and facilities and FY 2005 actual spending for such items. 10. Miscellaneous Services in the Park Areas and Maintenance activity has increased from $14,300 in FY 2006 to $19,850 in FY 2007. This increase of $5,550 provides for the payment for Miller- Riverview Campground management and is offset in an increase of revenue from camping fees at Miller-Riverview Campground of $27,320. Machinery & Equipment 11. Equipment replacement items at the maintenance level have decreased $42,500 from the prior year and include: F orestrv . 1 large and 2 smaller chain saws $ 1,950 Park Patrol . Patrol car replacement . Light Bar Replacement $ 22,800 $ 1,350 Park Areas & Maintenance . Jeep Replacement . Pickup Replacement $ 27,000 $ 18,000 -82- . . . * 2 Dump trucks Replacement * Dual axle trailers * 2 Truckster Replacement * Mowing Equipment-riding and walk behinds * 4 Echo trimmers * 50 Picnic Tables Replacement * 24 Fireplaces grill replacement $ 45,000 $ 6,000 $ 10,000 $ 29,400 $ 1,000 $ 3,750 $ 2,400 Revenue 12. Specialized services revenue for maintenance of the Port of Dubuque increased $6,224 based on FY 2005 and 2006 actual expense incurred to maintain area. This amount is recharged to Public Works. 13. Rents and Concessions revenue increased $1,500 over FY 2006 to reflect revenue from commission on concessions sold at Miller-Riverview park at festivals, license fees to sell in other parks, and picnic table rental. 14. Pavilion Rental revenue increased $5,890 over FY 2006 to reflect actual use of pavilions in Eagle Point, Murphy, Flora, Miller-Riverview and Jackson parks, and gazebo and grounds at Washington park. 15. 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U)&'7~6It&'7U) Eo'tER-ER-ER-EA-EA- 00 00 N<X> cOo EA- ER- EA- ER- EA- ER- EA- EA- EA- EA- EA- EA- t17 u) EA- U'.t EA- &') tIl IJJ VI VI /I) Ul Q) lU II) IV Q) Q:l CD \U Q) Q) Q) Q) LJ..u..LL.u..lJ...u.. - - - - '0'01501515 ClClClClClCl c c co 0 CD~ .~ 0 o c ~ ~ '" "C 0- C ~~ 000 000 000 LOoio ~ o o o 0; "' 00; 0- W 0:: "C C C g ro '0 :? ~:5 0>'" c Cl. :2 0: 'S .;:: CD 2 ~ .E c W '" 0 C ~ W 0 c:3 'm ~ ~U 0> C 0- ~ ~ ~U) u e w Cl. 0_ ~ W 2"8 .0 E " W U 0:: o o "' N '" 0; '"' '" N t o N '" '" o "' o .... o '" oi ..0 <X> <X> " N ri '" '" o 0 o 0 N " cO r-: ffi u.; N '" '" o N oj .... " o " ri '"' N '" '" o '" "'. o " o '" <X> <P '"' '" '" '" o o o ,.: " o "' "' ,.: "' o ri '" '" c o Orn 0" is c o :; w t3 W 0:: o ~ o~ W (f) ~ ~ o oa; --' ]i o :c ~ (f) rn " f- -89- DEPARTMENTIDIVISION: ACTIVITY: Leisure Services/Park Administration GOAL Operate and maintain a safe and physically attractive system of parks through planning, developing and directing the activities of the Park Division. DESCRIPTION This Activity provides administrative support for all activities within the Park Division and to the Park and Recreation Commission. The other activities of the Division include Park Areas and Maintenance, Park Equipment Maintenance, Park Patrol, Greenhouse, Downtown Maintenance, Forestry, Dubuque Technology Park, Industrial Center West, Four Mounds Insurance, Parking Division Snow Removal, Port of Dubuque Maintenance, and Lyons Peony Fund. SERVICE OBJECTIVES 1. To maximize the available resources and facilities for leisure services by planning, supervising and administering the operations and activities of the Park Division. 2. To help curb vandalism in the parks by continuing strict enforcement of state and local codes and park ordinances. 3. To provide for the development of additional and existing open space and green areas by seeking federal and state funding. 4. To make park facilities accessible to the handicapped by conforming to handicapped accessibility regulations in all new construction and modifying existing shelters, areas and parking lots, where feasible. 5. To provide clerical and accounting support to the Park and Recreation Commission and staff by: a) preparing correspondence, payroll, Commission meeting agendas and minutes, purchase orders, and park and recreation brochures; b) managing the pavilion reservation system during the open season by accepting reservations for park shelters, mailing receipts to confirm reservations, and charging and collecting fees; c) maintaining records of work accomplished by the Forestry Activity; and d) maintaining attendance records and cash receipts for Eagle Point Park. 6. To maintain citizen confidence by initiating an immediate response to citizen requests for service and providing accurate and timely public information. 7. To manage the financial affairs of the division by: Leisure Services/Park Administration -90- . e . a) establishing the annual operating and five year Capital Improvement Program budget requests; administering the annual operating and Capital Improvement Program budgets as approved by the City Council; and establishing a five-year equipment replacement program. b) c) 8. To solve problems, seek out and initiate new and creative ideas, pursue professional development on an ongoing basis and stay abreast of legislation and federal and state aid by: a) subscribing to professional publications relating to the parks and recreation profession; b) providing for attendance of selected staff at the annual conference and workshop of the Iowa Park and Recreation Association; c) providing for membership of the Department Manager and Division Manager in the Iowa Park and Recreation Association and the National Recreation and Park Association; d) keeping abreast of parks and recreation "happenings" in other communities, particularly in Iowa; and e) remaining active in professional associations and encouraging the division's professional staff to be involved and active. 9. To develop staff efficiency and effectiveness by: a) conducting staff meetings; b) meeting with personnel to discuss problems and solutions; c) making daily contacts with personnel when possible; d) delegating authority and responsibility; e) stimulating new and creative ideas; f) providing continuing education opportunities to the extent possible; g) providing safe and pleasant work environments; h) evaluating staff performance; and i) continuing departmental training sessions. 10. To represent the Park Division by attending City Council meetings when necessary or appropriate. 11. To complete work assignments from the City Manager by submitting them in a prompt, complete and professional manner. 12. To initiate and administer all capital projects that are Park Division responsibility by: a) maintaining close contact with other City departments/divisions which may be involved with capital projects related to the Park Division; and b) preparing specifications and letting bids for all Park Division capital projects. 13. To continue to work with the Dubuque Arboretum Association in providing a bigger and better "Dubuque Arboretum and Botanical Gardens". 14. To continue the cooperative relationship with the Dubuque school system, particularly in the area of reciprocal use of facilities. leisure Services/Park Administration -91- DEPARTMENTIDIVISION: ACTIVITY: Leisure Services/Park Forestry GOAL Improve the community environment and public safety by planting and maintaining trees on public property and along public rights-of-way. DESCRIPTION The Tree Trimming Activity provides for the maintenance and removal of all trees and brush on City streets and property, the reforestation ofthe tree cover within the city and assistance to citizens on the maintenance and care of trees. This Activity is staffed by one Forester, one Equipment Operator II, one Maintenance Worker, a seasonal Laborer (.50 FTE), and a seasonal Truck Driver (.50 FTE). SERVICE OBJECTIVES 1. To provide a city-wide tree maintenance program by: a) maintaining awareness of any outbreak of tree diseases of major proportion in order to take preventive measures; b) trimming a maximum of 900 trees; c) answering approximately 850 calls from citizens concerning trees throughout the city; d) removing dead trees and brush from hillsides during the winter months; e) removing 400 dead trees on streets, in parks, and on other City property; f) spraying, fertilizing, and cabling 40 trees; and g) removing 100 stumps, contracting for stump removal and trenching as necessary ($3,500). 2. To maintain safe rights-of-way by trimming and removing trees and brush blocking visibility. 3. To maintain the tree cover in the city by advising citizens on the care of trees on their property and City property upon request. 4. To promote safety and keep major streets accessible at all times by providing prompt emergency tree removal service related to storm damage in the evening and weekend hours. 5. To provide for reforestation of the City by: a) replacing dead trees in City parks and other City-owned property; b) selecting and planting trees that are most resistant to disease; c) continuing the street tree policy and street tree program by replacing 125 street trees on an annual basis; and leisure Services/Park -92- Forestry . d) replacing dead or declining downtown trees on an annual basis. 6. To assist with snow removal in the parking ramps, Town Clock Plaza and downtown City-owned property. 7. To provide stockpiled, excess wood to the public, free of charge. 8. To maintain the professional knowledge and skill level of the Forester by providing attendance at the Shade Tree Conference and other workshops to fulfill annual licensing requirements for certified pesticide applicators ($550). 9. To maintain the efficiency of the forestry activity by providing the following replacement: a) one 24" chain saw, $750. b) two small chain saws, $1,250. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Trees removed* 390 347 425 400 400 Stump removals 114 97 150 125 125 Trees trimmed 912 817 1,000 900 900 . Trees and shrubs planted in parks and other City property 130 225** 135 130 130 Trees planted, street tree program 153 99 100 100 100 Tree calls 720 871 700 850 850 Approximate number of street trees 4,100 4,162 4,100 4,100 4,100 Brush removal from hillsides, parks and roadways (days) 14 18 20 20 20 Snow removal (days) 14 8 18 14 14 * The trees removed are from streets, parks, City right-of-way and property. ** Trees planted at Comiskey Park (31); Pyatigorsk Park (12) and at Gateway Landscaping areas (167). . Leisure Services/Park -93- Forestry DEPARTMENTIDIVISION: ACTIVITY: Leisure Services/Park Park Patrol GOAL Assist and guide users of park facilities, provide a sense of security and safe traffic fiow in park areas and combat vandalism and other inappropriate uses of parks and recreation facilities, DESCRIPTION The Park Patrol Activity performs duties to keep the parks safe at all times for the citizens' enjoyment of leisure time activities and to provide information about the park system and assistance to park patrons, This Activity provides for control of youth problems in parks and curtailing of vandalism, Two full time Park Rangers charged partially to this Activity (1,08 FTE) and supplemented with a seasonal Ranger (,61 FTE) and seasonal Fee Collectors (1,09 FTE) comprise the security staff, Park Rangers are shown in the Park Maintenance Activity during the off-season, SERVICE OBJECTIVES 1, To provide park users with a sense of security by: a) providing two full time Park Rangers three nights a week and one full time ranger four nights a week; b) providing three seasonal Park Rangers to assist the full time Rangers four nights (when one ranger is working) and day/night time coverage on the weekends; c) using radar to control speeding in parks; d) making park areas safe by insuring vehicles are parked legally, providing strict traffic control, enforcing the park ordinance and concentrating on underage drinking and litter; creating an image that younger people can respect; e) concentrating on controlling vandalism by initiating an educational program through the news media and schools; f) educating the public regarding why certain regulations are necessary; g) opening and closing park gates for security purposes; and h) turning lights on and off throughout the park system, 2, To assist park patrons with park reservations and the opening and Closing of various park buildings, 3, To maximize the use of available resources for enforcement functions by: a) assisting police upon request; b) taking part in police training programs; and c) continuing to use police for backup in park situations as necessary, 4, To reduce the amount of property taxes needed to support the park system by continuing to charge an entrance fee at Eagle Point Park, leisure Services/Park Park Patrol -94- . 5. To oversee the fee collection process at Eagle Point Park. 6. To upgrade the professional knowledge and skill level of the two Park Rangers by providing for their attendance at Police Department training sessions (40 hours each). 7. To maintain efficiency of the park patrol efforts by providing the replacement of: a) one patrol car, $22,800; and b) one light bar, $1,350. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Number of arrests/citations Traffic' Speeding 20 26 20 25 25 Miscellaneous traffic Violations 27 31 50 30 30 Parking Violations 114 49 100 75 75 Total 161 106 170 130 130 Criminal Miscellaneous criminal acts 30 28 25 30 30 . Training hours Police Department (2 Park Rangers) 32 32 40 40 40 Eagle Point Park user fee admission Cars daily 38,241 41,307 42,000 42,000 42,000 Buses daily 147 133 200 150 150 Vehicles w/season passes 12.010 11.361 12. 000 12.000 12.000 Total 50,398 52,801 54,200 54,150 54,150 Revenue generated from admission fee $38,948 $41,976 $41,750 $42,750 $42,750 Park season passes sold Nonresidents 15 13 15 15 15 Residents 338 321 350 350 350 Senior citizens 605 585 625 625 625 Commercial season pass 0 2 4 4 4 Low income 65 91 75 75 75 Total 1,023 972 1,069 1,069 1,069 Revenue generated from . pass sales $7,060 $6,710 $7,400 $7,400 $7,400 Total revenue generated Leisure Services/Park Park Patrol -95- FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D from park - entrance fees $48,137 $48,686 $49,650 $50,150 $50,150 Park patron assists 73 103 75 100 100 Police Department assists" 59 72 60 70 70 Dispatched calls 297 254 300 300 300 Non-dispatched calls 105 175 125 150 150 Breakdown of calls by type: Offense, incident and damage reports 64 55 60 60 60 Tree calls 35 12 35 20 20 Other'" 325 333 325 325 325 . Revenue from scheduled traffic and parking violations not credited to this division. .. Total includes standing by stalled vehicles, assisting in traffic control, locating vehicles and persons, until Police arrive, etc. ... Past figure based on an estimate of contact with the public. Present number if assists to patrons not logged in other categories. Leisure Services/Park Park Patrol -96- . . . DEPARTMENTIDIVISION: ACTIVITY: Leisure Services/Park Park Areas and Maintenance GOAL Develop and maintain a safe, clean, functional and attractive system of parks and recreation facilities to meet the passive and active leisure time needs for all residents and visitors. DESCRIPTION The Park Areas and Maintenance Activity provides for the maintenance of 14 community parks comprising approximately 772.3 acres, 6 neighborhood parks comprising approximately 43 acres, 25 mini parks comprising 32.1 acres, Pet Park comprising 2 acres, 3.4 miles of median strips, 20 tennis courts, 3 ice rinks, 11 miles of roadway, 7.3 miles of sidewalk, grounds and exterior of the Ham House Museum, Allison-Henderson building, Comiskey building, Park Maintenance Headquarters' buildings, the forestry building in Flora Park and 29 other miscellaneous areas. This Activity also provides for the maintenance and cleaning of 25 park shelters, 17 rest rooms and numerous other small buildings, as well as the repair and maintenance of over 262 units of playground apparatus, approximately 1,000 picnic tables and many other park amenities, such as barbecue grills, park benches, lights, fencing, horseshoe courts, drinking fountains, viewing towers, etc. This Activity also assists with maintenance of the Richard J. Slattery Arts and Recreation Center, Bunker Hill building, McAleece Park and Recreation Complex, Veterans' Memorial disc golf course, Town Clock Plaza and Flora and Nicholas J. Sutton swimming pools. Assistance with snow removal at the Iowa, Locust and Fifth Street Parking Ramps and Town Clock Plaza is also accomplished through this Activity. The Activity is staffed by 3.00 Foremen, 6.98 Maintenanceworkers, .92 Park Ranger, and 6.73 seasonal employees. SERVICE OBJECTIVES 1. To continue to investigate organizational changes to improve effectiveness of park maintenance personnel. 2. To provide a sufficient level of park maintenance during the active park season by: a) maintaining and cleaning areas and facilities on a weekly basis; b) checking and repairing playground equipment regularly; c) providing daily maintenance assistance, or as needed, at swimming pools, tennis courts and other recreational facilities; d) mowing Eagle Point, Flora, Murphy and Washington Parks on approximately weekly cycles during the height of the growing season; e) mowing all other areas at approximately twelve day intervals; f) cleaning shelters and rest rooms daily; g) providing refuse collection five times per week in Eagle Point, Flora and Murphy Parks, and three times per week in most other parks; h) maintaining all park roads and parking areas by patching holes, installing curbs, adding gravel, sweeping, etc.; Leisure Services/Park Park Areas and Maintenance -97- i) renovating grounds by adding top soil, seeding, fertilizing and irrigating; j) painting and repairing existing shelters, rest rooms, other buildings, play apparatus, fences and other park amenities; k) continuing the autumn tree planting program on City-owned property, on a limited basis, as trees are available; I) installing storm sewers for water runoff to control erosion in park areas; m) installing curbs along park roadways to prevent soil erosion, provide better control of parking and eliminate the need to trim grass around guard posts; and n) providing backup and assistance to the downtown area and Port of Dubuque. 3. To provide a sufficient level of service during the off-season by: a) flooding and maintaining three ice rinks on weekdays, excluding holidays; b) removing snow from 8.04 miles of walks, 1 mile along River Walk, three ice rinks, Bunker Hill Road and parking lot and eight miscellaneous areas within one working day of snowfall; c) rebuilding and refurbishing equipment including approximately 200 tables, 60 benches, 30 signs, 250 garbage cans and 20 units of playground equipment; d) providing inspection and repair of mowing equipment and vehicles; e) refurbishing and reconstructing various items for playground equipment; f) cleaning of grounds such as litter pickup and raking of leaves in early spring and fall; g) providing an average of three persons to help with propagation of flowers and plants; h) preparing park grounds and facilities for winter season and spring opening by draining and turning on water/sewage systems, park equipment storage and placement, and shutting off and restoring electrical services and signs; i) sawing and planing lumber from trees used to repair and construct new tables, benches and signs; j) repairing damages from heavy summer use and major vandalism; k) continuing to assist with snow removal from the parking ramps and downtown area; I) installing new playground equipment; and m) installing safety surface under present playground equipment. 4. To continue operation of the fishpond in Eagle Point Park as an attraction to citizens and tourists. 5. To maintain the efficiency of park maintenance efforts by providing the following replacement equipment: a) two one-ton dump trucks $45,000 b) one Jeep w/plow $27,000 c) one % ton pickup truck $18,000 d) one front deck mower $12,000 e) one front deck mower, 4WD $13,000 f) two 36" walk behind mowers $ 4,400 g) two trucksters $10,000 h) four string trimmers $ 1,000 i) fifty picnic tables $ 3,750 j) twenty four grills $ 2,400 k) one dual axle trailer $ 6,000 leisure Services/Park Park Areas and Maintenance -98- . . . To maintain Miller-Riverview Park (twenty acres) for picnic and camping use by providing tables, rest rooms, trash cans, security lights and small general repairs to the park. Mowing and trash pickup in Ski Club area. 6. 7. To maintain the professional knowledge and skill level of three Foremen by providing for attendance at selected workshops dealing with requirements for annual certified applicators license ($200). 8. To continue and expand the Adopt-a-Parkland program for City streets, right-of-way, steps and park areas. The funding provides bags, vests, tools and signage for the program. FY 2004 PERFORMANCE MEASURES ACTUAL Pavilion reservations Eagle Point Park Murphy Park Flora Park Washington Park Gazebo Washington Park Jackson Park Miller-Riverview Park Port of Dubuque Total reservations 790 214 147 18 11 9 o Q 1,189 88,000 People served Estimated people using parks Eagle Point Park Flora Park Murphy Park All other parks 225,000 225,000 105,000 280,000 Miller-Riverview Park campsite rentals 3,240 Buildings maintained Pavilions Rest rooms Concession stands Other buildings 25 17 4 22 Swimming pools 2 20 Tennis courts Number of community parks 12 Acres comprising community leisure Services/Park FY 2005 ACTUAL 920 196 153 13 8 10 37 19 1,356 91,000 228,000 230,000 100,000 300,000 4,493 25 17 4 22 20 12 -99- FY 2006 BUDGET 800 225 150 20 10 4 o Q 1,209 88,000 225,000 225,000 105,000 280,000 3,600 25 20* 4 22 2 20 14* FY 2006 REVISED 900 200 160 20 10 10 40 20 1,360 92,000 230,000 230,000 105,000 310,000 5,450 25 20* 4 22 2 19** 14 FY 2007 RECOM'D 900 200 160 20 10 10 40 20 1,360 92,000 230,000 230,000 105,000 320,000 5,450 25 20* 4 22 2 2 19** 14 Park Areas and Maintenance FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D pa rks 763 763 772.3 772.3 772.3 Number of neighborhood parks 6 6 6 6 6 Acres comprising neighborhood parks 43 43 43 43 43 Number of mini parks 24 24 25 25'" 25**. Acres comprising mini parks 30.1 30.1 32.1 32.1 '" 32.1 '" Other areas maintained 40 40 40 40 40 Miles of median strips 3.4 3.4 3.4 3.4 3.4 Miles of sidewalks 8.04 8.04 8.04 8.04 8.04 Linear feet, Riverwalk 4,905 4,905 4,905 4,905 4,905 Miles of roadways 11 11 11 11 11 Rubbish pickup in parks (tons) 189 210 190 220 220 Number of pieces of play equipment 280 280 280 282**** 283***** Picnic tables maintained 1,000 1,000 1,000 1,000 1,000 Ice rinks maintained 3 3 3 3 3 Ice rinks open, days Allison-Henderson 13 9 43 43 43 Flora 8 9 43 43 43 Comiskey 0 8 43 43 43 Property leased to others: Four Mounds Park E.B. Lyons Nature Center Ham House Slattery Center Marshall Park Storybook Children's Zoo Farm land . Valentine Park, A. Y. McDonald Park and Bergfeld Recreation Area additional rest rooms ,. reduce one tennis court at Comiskey Park for skate park '" addition of Pet Park, 2 acres .... play equipment at Bergfeld Recreation Area and Harvest View Park ***** play equipment at A.Y. McDonald Park Leisure Services/Park Park Areas and Maintenance -100- . . . DEPARTMENTIDIVISION: ACTIVITY: Leisure Services/Park Port of Dubuque Maintenance GOAL Provide attractive settings at the Port of Dubuque area. DESCRIPTION This Activity provides for turf maintenance, tree maintenance, trash collection, and flower bed and planter maintenance and snow removal. This activity provides the services in the following areas of the Port of Dubuque: Ice Harbor Park, West-end land, 5th and Bell Streets, Ports ide Building Plaza and city-owned areas. SERVICE OBJECTIVES 1. 2. To provide a high level of maintenance in the Port of Dubuque. To maintain the physical aspect of the area by: a) mowing on a seven day cycle; b) edging and trimming on every second mowing; c) grass clippings removed from sidewalk each mowing; d) all grass areas will be chemically treated as needed; e) all grass areas will be fertilized twice a year; f) provides for tree maintenance on public right-of-way or city property; g) trash will be removed daily from Ice Harbor Park litter pickup on open spaces and along streets on Monday and Friday; and h) flower beds and planters in these areas will be maintained. Snow removal, areas included are Riverwalk, Rivers Edge Plaza, Amphitheater, Ice Harbor Park, West-end Road sidewalk, Brewery and Portside Building: a) Ports ide Buildinq Plaza During working hours of 7:00 a.m. to 3:00 p.m., begin plowing when snow stops or after one-inch accumulation. Apply de-icer as necessary. When walks are cleared, snow piles will be removed. After hours, weekends and holidays, begin plowing after snow stops or after two-inch accumulation. Apply de-icer as needed. b) Snow removed from all other areas Removal will be done after snow is plowed from the parking ramps with broom or rubber-edge plow. No de-icer will be used. 3. (No Performance Measures at this time.) Leisure Services/Park Port of Dubuque Maintenance -101- DEPARTMENT/DIVISION: ACTIVITY: Leisure Services/Park Four Mounds Maintenance GOAL The City's lease with Four Mounds Foundation requires the foundation to provide insurance. This Activity allows the foundation to reimburse the City. DESCRIPTION This Activity provides for reimbursement of insurance costs. SERVICE OBJECTIVES To provide insurance for the Four Mounds property. leisure Services/Park Four Mounds Maintenance -102- . e . DEPARTMENTIDIVISION: ACTIVITY: Leisure Services/Park Park Equipment Maintenance GOAL Provide and maintain equipment and vehicles in such condition that repair costs are kept to a minimum and equipment and vehicle requirements of the Park Division are met. DESCRIPTION This Activity covers the maintenance of 89 mowing units, small snow removal equipment and trucksters, 25 vehicles and trucks, and 72 various equipment units. These units are maintained at the Park Garage and services include tune-ups, major overhauls on all mowing units, minor repairs to vehicles and trucks and preventative maintenance practices. It also includes all gas and oil changes as needed. This Activity is staffed by a Lead Mechanic and Mechanic (.46 FTE). SERVICE OBJECTIVES 1. To maintain all park equipment and vehicles in good operating conditioning, reduce breakdowns and keep costs to a minimum by: a) educating drivers and operators in proper maintenance and use of equipment; b) providing preventative maintenance on all equipment through daily inspections and complete overhauls during the off-season; c) keeping maintenance records on all vehicles and equipment; d) selecting and purchasing new equipment and vehicles suited to the particular work to be performed; and e) keeping records of supplies at Park Maintenance Headquarters. leisure Services/Park Park Equipment Maintenance -103- FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Mowing units maintained Out-front riding mowers 12 12 12 12 12 Tractor mowers 2 2 2 2 2 36-inch walk-behind mowers 10 10 10 10 10 Rotary mowers 36 36 36 36 36 Line trimmers 16 16 16 16 16 Gas hedge trimmers 2 2 2 2 2 Garden tractor mower/roto tiller snow blower 1 1 1 1 1 Snow blowers 5 5 5 5 5 Leaf mulcher/vacuum 4 4 4 4 4 Truckster 4 4 4 4 4 Field rake 0 0 1 1* 1* Vehicle and truck Maintenance Tractors/loaders 2 2 2 2 2 Jeeps 4 4 4 4 4 Rubbish truck 1 1 1 1 1 One-ton dump trucks 4 4 4 5** 5** Van 1 1 1 1 1 Pickup trucks 6 6 6 6 6 Five-ton dump trucks 2 2 2 2 2 High ranger 1 1 1 1 1 Log loader 1 1 1 1 1 Patrol cars 2 2 2 2 2 Other equipment units Trailers, pumps, tillers, leaf blowers, generator 72 72 72 72 72 . Improvement Level - field rake to maintain limestone fields. ** Improvement Level - one-ton dump truck. Leisure Services/Park Park Equipment Maintenance -104- . e . DEPARTMENT/DIVISION: ACTIVITY: Leisure Services/Park Downtown Maintenance GOAL Provide an attractive central business district for the use and enjoyment of the public and for enhancement of the development of the downtown area by maintaining the area and Town Clock. DESCRIPTION This Activity provides for the maintenance of the area of Main Street from 9th to 5th streets, 8th Street, 7th Street, and 6th Street, from Locust to Iowa streets, and the grass medians on Iowa Street and Washington Park. SERVICE OBJECTIVES 1. To encourage and assist in the uses of Main Street areas, which are beneficial to the community, along with working together with Main Street, Ltd. 2. To maintain the physical aspects of the area by: a) mowing on a seven day cycle; b) providing for weed control and fertilization in the spring and fall; c) providing tree maintenance on public right-of-way or City property; d) litter pickup on Monday and Friday, trash removal on Monday, Wednesday and Friday; e) chairs and tables straightened, morning and afternoon, daily cleaned on Tuesday and Thursday; f) sidewalks and plaza area swept on Monday and Friday, cleaned with hose when necessary; g) sidewalks and plaza area will be chemically sealed every two years; and h) maintaining and watering flowerbeds and planters as needed. 3. Snow removal: During working hours, clean stairs after snow stops or one-inch accumulation. Begin plowing sidewalks when snow stops or after two-inches. Apply de-icer as necessary. When above is completed, clear and de-ice crosswalks. If overnight snowfall totals three or more inches, two workers report at 5:00 a.m. On weekends and holidays, one worker reports at 6:00 a.m. to open walkways, stairs and de-ice; two workers report if three or more inches accumulate. 4. Water and electrical: a) maintain the water system including winterizing; and b) maintain the plaza electrical system. (Operations and Maintenance maintains street lighting) Leisure Services/Park Downtown Maintenance -105- FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Maintain linear feet of sidewalk sweep, snow removal and seal 0 0 4,150 4,150 4,150 Flower planters 0 0 20 20 20 Tree in grates 0 0 25 25 25 Light fixtures (old Plaza area) 0 0 34 34 34 Washington Park 0 0 1 1 1 Small areas mowed 0 0 4 4 4 Trash receptacles 0 0 22 22 22 Tables/chairs maintained 0 0 44/174 44/174 44/174 Ash tray 0 0 8 8 8 Benches 0 0 17 17 17 Leisure Services/Park Downtown Maintenance -106- . . . DEPARTMENTIDIVISION: ACTIVITY: Leisure Services/Park Greenhouse GOAL Enhance the environment of the city by planting and maintaining flowers, shrubs, and trees in various locations. DESCRIPTION The Greenhouse Activity includes the annual operation of the City greenhouse for the purpose of propagation, planting and maintenance of trees, plants and flowers for use in all parks, around City buildings, Downtown Maintenance, turnarounds, diverters, median strips and various other locations throughout the city including Gateways and new park areas with landscaping. It also provides for the maintenance of the greenhouse structure and heating for several other buildings. The greenhouse is a five-building complex including a garage, potting and growing area and maintenance buildings located at 2241 Lincoln Avenue. This Activity is staffed by a Gardener and .48 FTE seasonal Laborers. SERVICE OBJECTIVES 1. To provide a pleasant and attractive environment in selected City parks and other public areas by: a) propagating approximately 70,000 flowers to be planted in 90 flower beds around the city; b) investigating the planting of more perennials, shrubs, etc.; c) preparing flower beds throughout the city in fall and spring by using new soil, compost, fertilizer, peat moss, etc., as time allows; d) providing care of new seedlings on a five day work week basis with limited care on weekends and holidays; e) providing occasional weekend and holiday checks of the furnace/boiler system during the winter months; and f) providing selective and limited weeding and watering care of the various flower beds. 2. To provide greenhouse maintenance by repairing the broken lexon cover. 3. To strive for constant improvement in the quality of plants by: a) utilizing selective purchasing and up-to-date propagation methods; b) experimenting with new varieties as they are introduced; and c) working with the Dubuque Arboretum Association, Tri-State Garden Club and other interested groups to determine the best varieties for and methods of planting; and working with volunteer groups willing to assist staff in the planting and maintaining of f1owerbeds. Leisure Services/Park Greenhouse -107- 4. To improve the appearance of the downtown area by maintaining 300 street trees planted in the area. 5. To assist the Downtown Maintenance effort by: a) maintaining 20 flower and shrub planters; and b) renovating the planters as needed. 6. To provide annual flowers to landscape the grounds of various City facilities. 7. To upgrade the professional knowledge and skill level of the Gardener by providing for attendance at selected workshops to fulfill licensing requirements for certified pesticide applicators ($160). FY 2004 PERFORMANCE MEASURES ACTUAL FY 2005 ACTUAL FY 2006 BUDGET FY 2006 REVISED FY 2007 RECOM'D 1,750 70,000 1,750 8 70,000 1,750 70,000 Perennial plants maintained 3,740' 70,000 3,740' 8 Annuals grown and planted 70,000 Perennial beds, freeway 8 8 8 Annual flower beds planted and maintained 104 104 104 104 104 Peony beds maintained 54 54 54 54 54 Downtown trees maintained 300 300 300 300 300 Shrubs" o o o 1,651 .. 1,651" additional perennials planted at Comiskey Park (90), Pyatigorsk Park (800), and Locust Street Connector Gateway (1,100). .. shrubs planted at Comiskey Park (30), Pyatigorsk Park (800), Locust Street Connector Gateway (700), and 5th Street Gateway (121). . leisure Services/Park Greenhouse -108- . . . DEPARTMENTIDIVISION: ACTIVITY: Leisure Services/Park Technology Park Maintenance GOAL Provide an attractive park-like setting at Dubuque Technology Park by maintaining the grass, shrubs, trees, ponds, and nature trail DESCRIPTION This Activity provides for maintenance of the City-owned land at Dubuque Technology Park, which includes the unsold lots, Granger Creek Nature Trail, two retention ponds, the two entrances to the park, and the area along Highway 151/61. This Activity is staffed by two Maintenanceworkers (.45 FTE) and two seasonal workers (.10 FTE). SERVICE OBJECTIVES 1. To provide a pleasant and attractive environment in the Technology Park by: a) mowing the high use and highly visible areas weekly and the unsold lots four times per year; b) trimming around trees, poles, et cetera as needed; c) trimming and watering shrubs and trees as needed; d) developing the Granger Creek Nature Trail; and e) maintaining the two ponds. 2. To administer the Maintenance and Management Plan for the park. Leisure Services/Park Technology Park Maintenance -109- . DEPARTMENT/DIVISION: Leisure Services/Park ACTIVITY: Industrial Center West Maintenance GOAL Provide an attractive, park-like setting at the Dubuque Industrial Center West by maintaining the grass, shrubs, trees, ponds, and City-owned property. DESCRIPTION This Activity provides for maintenance of the City-owned areas at the Dubuque Industrial Center West, which includes unsold lots, two ponds, entrances to the park, and the area along Seippel Road. This Activity is staffed by two Maintenanceworkers (.35 FTE) and two seasonal workers (.05 FTE). SERVICE OBJECTIVES 1. To provide a pleasant and attractive environment in the Dubuque Industrial Center West by: a) mowing the high use and highly visible areas weekly and the unsold lots four times per year; b) trimming around trees, poles, et cetera as needed; c) trimming and watering shrubs and trees as needed; d) maintaining the two ponds; and e) maintaining two fishing piers. f) maintaining rest room, trail, pavilion and playground. 2. To administer the Maintenance and Management Plan for the park. Leisure Services/Park Industrial Center West Maintenance -110- . . . DEPARTMENTIDIVISION: ACTIVITY: Leisure Services/Park E.B. Lyons Peony Fund GOAL This activity provides for distribution of funds from E.B. Lyons Peony Fund. DESCRIPTION This Activity provides maintenance of the City's peony beds. Plant material, fertilizer, weed control material and small tools are purchased with funds from the Lyons Peony Trust. SERVICE OBJECTIVES To provide for replanting and maintenance supplies for peony beds. Leisure Services/Park E.B. Lyons Peony Fund -111- Recommended Operating Expenditure Budget by Department 30 - PARK DIVISION 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 881,501 911,116 943,850 990,975 100 61020 PART-TIME EMPLOYEES 711 716 587 29,414 100 61021 PART-TIME REIMBURSABLE 274 0 0 0 100 61030 SEASONAL EMPLOYEES 196,093 205,388 202,089 209,193 100 61050 OVERTIME PAY 18,966 14,473 18,564 19,211 100 61071 HOLIDAY PAY.OVERTIME 2,298 1,301 1,559 1,614 100 61310 IPERS 61,497 62,890 66,985 71,795 100 61320 SOCIAL SECURITY 83,773 86,316 89,119 95,657 100 61410 HEALTH INSURANCE 217,223 217,570 221,168 236,736 100 61415 WORKMENS' COMPENSATION 8,706 21,895 39,002 35,877 100 61416 LIFE INSURANCE 1,122 1,124 1,792 1,983 100 61417 UNEMPLOYMENT INSURANCE 33,749 38,445 0 30,000 100 61620 UNIFORM ALLOWANCE 0 61 0 0 100 61640 SAFETY EQUIPMENT 250 75 400 250 100 61645 TOOL ALLOWANCE 150 138 150 138 100 61660 EMPLOYEE PHYSICALS 1,272 1,308 1,350 1,150 100 61665 OTHER MEDICAL COSTS 84 0 64 0 61 - WAGES AND BENEFITS 1,507,667 1,562,815 1,586,699 1,723,993 100 62010 OFFICE SUPPLIES 1,613 1,383 1,272 1,466 100 62011 UNIFORM PURCHASES 2,909 1,551 2,925 3,000 100 62030 POSTAGE AND SHIPPING 1,267 1,595 1,267 1,750 100 62060 OlE MAl NT CONTRACTS 891 868 944 920 100 62061 DP EQUIP. MAINT CONTRACTS 1,128 1,128 2,885 2,647 100 62090 PRINTING & BINDING 2,542 2,888 3,017 3,126 100 62110 COPYING/REPRODUCTION 273 376 489 395 100 62130 LEGAL NOTICES & ADS 10 0 100 100 100 62140 PROMOTION 429 627 500 665 100 62170 SUBSCRIPTIONS-BOOKS-MAPS 329 344 325 365 100 62190 DUES & MEMBERSHIPS 750 480 845 845 100 62206 PROPERTY INSURANCE 14,713 16,677 17,254 18,821 100 62207 BOILER INSURANCE 714 610 644 668 100 62208 GENERAL LIABILITY INSURAN 25,352 27,722 30,023 28,376 100 62221 DAMAGE CLAIMS 1,114 3,751 1,000 1,500 100 62310 TRAVEL-CONFERENCES 0 555 1,800 1,800 100 62320 TRAVEL-CITY BUSINESS 66 24 100 100 100 62340 MILEAGE/LOCAL TRANSP 212 475 420 482 100 62360 EDUCATION & TRAINING 690 1,264 3,100 2,440 100 62411 UTILITY EXP-ELECTRICITY 30,681 34,438 34,361 38,856 100 62412 UTILITY EXP-GAS 21,261 24,221 23,389 29,006 100 62414 UTILITY EXp.FUEL OIL 0 249 3,000 3,500 100 62418 UTILITY EXp.REFUSE 737 916 800 971 100 62421 TELEPHONE 6,307 6,419 6,560 6,797 100 62431 PROPERTY MAINTENANCE 32,735 53,814 51,535 53,800 100 62432 PROPERTY MAl NT INSURED 0 10,434 0 0 100 62511 FUEL, MOTOR VEHICLE 29,036 37,948 31,899 48,759 -112- Recommended Operating Expenditure Budget by Department 30 - PARK DIVISION . Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 100 62521 MOTOR VEHICLE MAl NT. 14,761 14,651 15,920 15,904 100 62522 VEHICLE MAINT., ACCIDENT 600 350 0 0 100 62528 MOTOR VEH. MAl NT. OUTSOUR 162 45 3,000 2,000 100 62611 MACH/EQUIP MAINTENANCE 30,595 25,312 30,865 27,819 100 62614 EQUIP MAl NT CONTRACT 2,136 2,136 2,136 6,156 100 62615 MACH/EQUIP MAl NT. OUTSOUR 169 0 200 0 100 62635 TURF CHEMICALS 3,099 4,511 7,386 7,841 100 62664 LICENSE FEES 105 0 100 100 100 62671 MISC. OPERATING SUPPLIES 54,614 64,670 59,518 65,943 500 62671 MISC. OPERATING SUPPLIES 624 856 3,000 2,000 100 62692 LANDFILL FEES 2,572 2,665 2,726 2,825 100 62731 MISCELLANEOUS SERVICES 14,884 16,188 14,300 19,850 100 62747 MACH/EQUIPMENT RENTAL 2,702 8,114 3,410 3,800 100 62778 SERVICES - OTHER DEPTS 0 (500) 0 0 62 - SUPPLIES AND SERVICES 302,781 369,751 363,015 405,393 100 71122 PRINTER 0 416 0 0 100 71124 MICRO-COMPUTER 0 0 5,400 0 100 71310 AUTO/JEEP REPLACEMENT 0 0 27,000 27,000 100 71311 PATROL CARS REPLACEMENT 0 0 22,800 22,800 100 71312 VAN/PICKUPIWAG REPL 0 0 23,000 18,000 . 100 71314 TRUCK-REPLACEMENT 0 0 38,000 45,000 100 71315 TRUCK-ADDITIONAL 0 0 28,600 0 100 71328 TRAILERS 0 0 0 6,000 100 71329 VEHICLE ACCESSORIES 0 0 7,700 0 100 71410 SHOP EQUIPMENT 0 0 1,600 0 100 71415 SAWS 0 (687) 0 1,950 100 71421 HIGH PRESSURE SPRAY 0 895 0 0 100 71511 PUMPS 0 0 500 0 100 71522 TRUCKSTER 0 0 0 10,000 100 71611 MOWING EQUIPMENT 26,992 22,770 30,900 29,400 100 71613 TRIMMERS 1,065 885 1,000 1,000 100 71614 TREE MAINT EQUIPMENT 93,301 0 0 0 100 71616 SNOW BLOWER 0 0 1,500 0 100 71619 OTHER MAINT. EQUIPMENT 0 2,757 9,000 0 100 72210 VISIBAR LIGHTS 0 0 1,350 1,350 100 72212 RADAR SPEED DETECTOR 795 0 0 0 100 72213 BODY ARMOR 0 0 650 0 100 72610 DEFIBRILLATOR 0 0 0 7,000 100 72710 PICNIC TABLES 3,029 3,615 3,750 3,750 100 72711 FIRE PLACES 0 2,388 2,400 2,400 71 - EQUIPMENT 125,182 33,038 205,150 175,650 100 73411 EQUIP ACQUISITION 0 6,480 6,000 0 el 73 - CIP EXPENDITURES 0 6,480 6,000 01 -113- Recommended Operating Expenditure Budget by Department 30 - PARK DIVISION Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 30 - PARK DIVISION TOTAL 1,935,630 1,972,085 2,160,864 2,305,036 -114- '" o 2; iti ro o . ;.., - ";: .- - <.I < ;.., = ;.., "'" ~ 8 8 = 00 - ~ ~ 'C = = ~ = .- - ~ "'" . = ~ 8 - "'" ~ i:l. ~ ~ 'C ~ 'C = ~ 8 8 c <.I ~ ~ t- Q Q N ;;.. ... " 0 0 " "' N 0 "- ;:: "' 0 '" '" "- 0 0 '" <D <D " " 0 '" <D M 0 '" 'c " ~ "' N '" "' "' "' "' "- " M "' '" "' "' '" " 0 " N '" E '" "' "'- '" "' "'. '" "'- '" -. ". N "' "'. 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Budget 500 43110 INVESTMENT EARNINGS 3,293 2,255 3,000 2,000 100 43230 LEASE, PROPERTY 10,185 10,490 10,766 11,089 100 43240 LEASE, HILLCREST FAM SERV 1 0 1 1 100 43241 DBQ WATER SKI CLUB 500 500 500 500 100 43242 RENT, FARM LAND 5,170 5,170 5,170 5,170 100 43243 CAMPING FEES 39,072 62,621 49,620 76,940 100 43244 LEASE, DUB.ARBORETUM 0 0 1 1 100 43245 LEASE, FOUR MOUNDS 0 0 1 1 100 43247 LEASE, CHILDREN'S ZOO 1 0 1 1 100 43248 LEASE,TRI-STATE MODEL AIR 300 300 300 300 100 43251 RENTS & CONCESSIONS 837 3,054 1,500 3,000 100 43252 VIEWING TOWER COMMSSION 2,005 2,684 2,000 2,800 100 43255 VENDING MACH COMMISSION 1,629 1,818 1,800 1,800 100 43300 DBQ GIRL IND LEAGUE LEASE 0 0 0 1 100 51948 INLlNE RINK RENTAL 0 300 0 300 100 51956 PAVILION FEES 51,849 62,330 57,185 63,075 100 51957 PARK ENTRANCE FEES 38,948 41,976 41,750 42,750 100 51958 PARK SEASON PASSES 7,060 6,710 7,400 7,400 100 53102 PRIVATE PARTICIPANT 13,282 24,957 21,807 23,017 . 100 53201 REFUNDS 1,886 1,947 2,035 2,056 100 53530 SPECIALIZED SERVICES 20,382 26,024 26,090 30,369 100 53540 EQUIP MAl NT-SNOW REMOVAL 6,426 6,752 6,752 8,102 100 53605 MISCELLANEOUS REVENUE 3,216 144 1,100 500 100 53610 INSURANCE CLAIMS 0 1,024 1,000 1,000 100 53615 DAMAGE CLAIMS 1,110 2,068 2,500 2,000 100 53620 REIMBURSEMENTS-GENERAL 0 340 0 0 30 - PARK DIVISION TOTAL 207,150 263,464 242,279 284,173 . -117- ~ z W :!i W .... <( 11. == :!i 08 .... 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'" '" '" '" .. '" .. '" .. 0 0 '" 0 '" 0 u 0 u 0 u "I 0 0 01 0 01 0 0 0 <( ~ ~ 0 ~ 0 ~ 'iij ~ (ij ~ t:- o 0 '~ 1: 1;j <= <= 1;j 1;j .. J: J: " " 5 u U '0 '0 .. f!? Ll.. .... .5 -m- . Information Services . . -123- . . . DEPARTMENT/DIVISION: Information Services/ Data Processing Chris Kohlmann, Information Services Manager RESPONSIBILITY: HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: 1. Replacement of personal computers, servers and printers throughout the City. During FY05, Information Services staff specified, recommended, purchased, installed and configured 5 servers, approximately 78 personal computers and 27 printers. Computers replaced were those that were at least four years old. 2. Continuing support for DLEC. Information Services staff continues in the role of providing support for automated systems at the Dubuque Law Enforcement Agency. Staff is providing systems, desktop, mobile, network and operations support for all end-users at DLEC. Staff participates in a City- County group to discuss the present systems installed at DLEC as well as to discuss future options for automated systems. In FY05 all Information Services staff provided support at DLEC due to the vacancy of the Lead Applications Network Analyst position beginning in September 2004. An individual was hired to fill this position in October 2005. 3. GIS Work continues in the Engineering, Water and Planning Departments to bring all data up to a current state and continue maintenance on a regular schedule. IN FY 05 Information Services staff assisted with conversion management, installation and maintenance of hardware and software, and programming for Water Distribution. City and County staff have continued in a data sharing program. Information Services p[provides data to outside developers, consultants and Dubuque County on a regular basis. Departments using GIS in FY05 - 06 included Planning, Engineering, Water Distribution, Police, Economic Development, Health, Building and Airport. 4. Continuing Support and Trouble Shooting Staff continues to offer daily support to end-users in the areas of software problem determination, debugging, hardware maintenance and repair and procedural problem solving. As more end-users are added, this area of support has grown. 5. Support of Greater Dubuque Development Corporation Staff continues to provide support for end-users at Greater Dubuque Development Corporation. This site utilizes a local area network, extensive Internet access, complex presentations and work with a variety of software packages. Work has included consistent -125- review and evaluation of their current system, recommendation for system (hardware, software and network) upgrades and changes. Staff serves as a resource for trouble shooting problems and software questions. In FY05 GDDC installed new e-mail, contact management software and GIS software. 6. Continuing system of backups, virus detection and inoculation, web site filtering and monitoring and off-site storage. Staff continues in the role of steward for all data maintained on the central servers by maintaining a system of regular backups and off-site storage. Staff also has taken a proactive role in obtaining up-to-date virus detection and inoculation software and implementing it on personal computers throughout the City. Efforts continue to educate end- users on steps to be taken in order to prevent infection from virus. The City's e-mail provider has begun a service of virus and spam filtering reducing the number of calls for service due to virus infection. Beginning in FY04 an increasing number of systems were compromised by spyware. Website monitoring assisted greatly in keeping City users out of questionable or compromising sites. Intrusion detection monitoring has enabled staff to detect and address attempted breaches of the City's network. 7. Permit Tracking During FY 05 staff continued work with users of Permit Tracking in Planning, Building, City Clerk, Housing and Engineering departments on the implementation of enhanced reporting and functionality to the permit tracking system. Housing is using the system for rental license and inspection processing. The City has utilized Permit Tracking since February of 2001. 8. On-Call During FY01, Information Services instituted off-hours computer assistance. This service is available on weekends and holidays to staff in any department or the City Council needing assistance with City-related technical questions or problems. Much work is done remotely from home or via phone, with some on-site assistance needed. Typically staff will receive 1 - 3 calls on the weekend. 9. Network Support Beginning in FY02, Information Services began a monthly schedule of network maintenance for troubleshooting and preventative maintenance on all servers and network equipment. This time allows for updates and work that keeps equipment on current levels of software and testing that cannot be done while end-users are utilizing the equipment This maintenance time continues to be a very proactive way of addressing potential server issues. Maintenance work was moved to the evening hours beginning in March 2005. Regular updates and maintenance are done on average of 1 - 2 times per week during the evening hours to address security, functionality and support patches. 10. Parking Ticket System Staff continues to work with the end-users and the vendor to provide enhancements and bug fixes to the software. Vendor intervention on specific support issues is also performed. 11. Remote Administration of Desktop Computers -126- e e . IS will continue to strive for utilizing automated tools that allow for better and more efficient administration of desktop computers. Much work has been done to monitor and trouble shoot computers from Information Services offices rather than traveling to remote locations making response time faster. As applications maintenance responsibilities continue to grow, and the complement of staff does not, this is becoming a vital tool for addressing systems support needs. 12. Camera and door control for Fire stations. During FY05 staff worked with Fire department users to implement a system of card access for doors at all Fire stations and at Headquarters along with a remote camera monitoring system of Fire stations. Using fiber optic connections and wireless connections using an internet based system this connection was made. Staff worked with Fire users and vendors of the systems and data communications to make this connection. 13. Fiber Optic Connections During FY05, Information Services worked in partnership with the Engineering department to specify and perform project management for new fiber optic connections at Fire stations 3 and 4, Transit Department and the Municipal Services Center. This added over one mile of fiber optic cable to the City's network. Building access, and inside low voltage cabling were also specified as part of this process. 14. Municipal Services Center During FY05 Information Services worked with Kueny architects and users of the Municipal Services Center to specify network and telephone needs throughout the building. Staff also worked with security system vendors, fuel distribution vendors and telephone service vendors to insure needs were met throughout the center. 15. Pentamation System Upgrade IS worked with the software vendor Pentamation and Finance department employees to convert data and reports to a new version of the City's Financial and Billing systems in FY05. The new system involves a major conversion and updated the application to a more "windows-like" look and feel. More reporting tools will be available for the end-user. A new server was installed as part of this effort along with software on each desktop. Work will continue in FY06 to create additional reports and convert additional Accounts receivable applications such as Pet Licensing. 16. Incident Tracking In FY05 Incident Tracking was made available to all departments in the City. Information Services worked with departments to implement and train on the software. Information Services continues to work with departments and the software vendor Mission Creative in addressing performance and functionality issues. 17. Telephone System Upon the retirement of Cable Franchise Administrator Merrill Crawford, Information Services has been given the responsibility of maintaining the City's telephone system. Staff continues to become familiar with the system and address end-users needs for assistance. Staff has worked with McLeod on add/changes and deletes of services. -127- FUTURE INITIATIVES FOR FISCAL YEARS 2005 AND 2006: 1. IS staff will continue to offer systems, development, network and database administration for the Geographic Information System. IS staff members will work with the GIS Coordinator/Analyst, individual departments and work groups as projects are designed and developed.. It is anticipated for FY05 and FY06 will work specifically with Water Distribution and Economic Development on enhancements and updates to their GIS applications. 2. IS will continue implementation of high-speed data communications (wired and wireless) to City facilities. Beginning in FY05, IS worked with telecommunications vendors to specify and implement high speed data connections via fiber optic cable to all Fire Stations over the next five years giving added stability and performance to those locations. It is anticipated that some locations will be able to utilize the dark fiber provided by the MediaCom franchise agreement in late 2006. These sites would include Airport, Fire Training Center, Bunker Hill, Eagle Point Water Plant and the Wastewater Treatment Plant. Information Services will specify and coordinate installation of network hardware and structured wiring updates at each site. 3. IS will continue to provide a stewardship role, in determining a responsible implementation and use of all of the City's networks and computer resources. IS staff will continue to work toward standardizing the end-user's desktop to provide for the most functionality to the user while not compromising the maintainability of the system. IS will work to educate employees on the specifics and importance of standards. 4. IS will provide continuing one-on-one and coordination of group training opportunities to meet the needs of new and existing users. IS will strive to work in partnership with area schools and training companies to provide this training. IS will also look for web-based training opportunities. 5. IS will continue to recommend and install updates for various applications and hardware as needed. These will include specification and replacement of "aging" personnel computers and printers. 6. IS will continue to provide leadership and direction to the web-site development project to insure it meets the end-user's needs in terms of functionality and reliability. IS will work with departments in implementation of various applications of "web-enabled" technologies such as payment of fees or inquiry of mapping data via the Internet. 7. IS will work to support and train users of the Incident Tracking system. The Incident Tracking System is used to log complaints and inquiries from citizens and staff. 8. IS will work to deploy Documenting Imaging technologies to all departments in the City. IS will install software and work with departments on design and implementation of the technology in the departments. -128- . . . 9. Staff will work with each department to draft disaster recovery plans. The disaster recovery plans address how a department will conduct business should a key component of technology or data communications should fail or become unavailable. With a rising dependence on technology it is important to identify those areas and document how business could be done without it. 10. IS staff will continue to pursue opportunities for outsourcing some of our Services where applicable. 11. IS will work with departments on implementation of "tablet-based" field computing. The specific departments interested in embracing this technology include Building, Water Distribution, Housing and Engineering. Work with Police and Sheriff's departments on the implementation of new mobile computers will be done in conjunction with this work as well. It anticipated the Building, Housing and Engineering will begin actively using mobile applications for Inspections in FY07. 12. Information Services will work with a team of City staff to negotiate the renewal for the City's telephone services. The current contract will expire in March 2006. 13. Information Services working with and train end-users on the implementation of Groupwise e-mail.contactmanagementandcalendaringsystems.This system will move the management of e-mail to in-house and away from the outsourced e-mail that had been in place since 2000. 14. Information Services staff will work closer with departments to better determine applications and training needs for coming years. It has been identified as a need by several departments to have further assistance with this effort. 15. Information Services will specify and work with vendors to upgrade the City's voice mail server and system. This is part of the normal equipment maintenance replacement cycle. 16. The Information Services Department along with the IS Advisory Committee will work to create an IS Plan. This plan will include such items as Mission and Goals for the department, 5-Year work program, standard operating procedures and disaster recovery plans. 17. Information Services will work with the City's legal staff and the City Clerk to create a policy that addresses e-mail and electronic retention. 18. Information Services will work with staff at City Hall Annex along with vendors to specify and install a security camera system as approved for the FY06 CIP. 19. Information Services will work with vendors to design, specify and install updated structured wiring at City Hall and City hall Annex as approved in the FY06 CIP. Structured wiring provides the connection for computers, printers and other devices connected to the network. -129- INFORMATION SERVICES DEPARTMENT FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change Budget Highlights Actual Adopted Amended Recom'd from Adopted Employee Expense 391,576 455,331 455,331 477,279 4.8% Supplies and Services 129,471 139,449 139,449 149,338 7.1% Machinery and EqUipment 18,086 47,817 47,817 55,410 15.9% Total 539,133 642,597 642,597 682,027 6.1% Operating Revenue 216,387 244,465 244,465 264,487 8.2% Cable TV Charges-network support 93,599 81,089 81,089 84,684 4.4% Property Tax Support 229,147 317,043 317,043 332,856 15,813 Percent I ncrease (Decrease) 5.0% Percent Increase (Decrease) without Equipment purchases 23.6% Decision Packaae Summary 1 of 8 This decision package would add a full time Lead Applications/Network Analyst position to the Information Service Department. The role of this individual would be to provide: . Enhanced applications/technology planning with key department stakeholders conducting system studies for the design, justification, implementation, and on-going support of major information systems. . Acting as a liaison with software vendors managing vendor relationships in the implementation and support of systems. . Identification of quality controls needed for data integrity, backup and support. . Identification of training needs and matching appropriate training resources to the need. . Assigning and reviewing work done by the Information Technology Specialist and the User Technology Specialist. The IS Advisory Committee was formed comprising of 12 Department Managers to assist the organization (the City of Dubuque) with creating a mutual understanding of organizational and Information Services needs and the best way to meet those needs. Information was gathered from Departments and the main area showing needs was application support. The Committee is supporting this recommendation. This decision package also includes a computer for this position. Related Cost: $51,653 Tax Funds - Recurring Related Cost: $2,700 Tax Funds - Non-Recurring Property Tax Impact: +$.0316/+.32% Net Cost: $54,353 Activity: Information Services Recommend - No -130- . . . 20f8 This decision package provides for the upgrade of the City's current 24 slot tape backup system with a 72 slot device. The City currently maintains 1.5 terabytes of disk storage on our storage area network and servers. As applications that are more disk intensive, such as stored digital images, digital video, CAD drawings and GIS maps become more common, the storage utilized and needing backup has increased. It is desirable to perform these backups unattended and during the evening hours. To accommodate the anticipated growth in the next five years, a 72 slot device would be required. Related Cost: $31,810 Tax Funds- Non-Recurring Property Tax Impact: +$.0185/+.19% Activity: Information Services Recommend - Yes 30f8 This decision package provides for compensated overtime in the Information Services Department. During Fiscal Year 2004 budget issues, compensated overtime was offered and accepted as a decision package for savings. Staff currently utilizes compensatory time off in lieu of compensation for overtime. When staff accumulates the additional time off, it creates an additional liability of time off in the department. This additional liability of time off then creates times when staff is unavailable to provide support services for the department. This estimate is based on 130 hours of compensated overtime. Related Cost: $4,250 Tax Funds- Recurring Property Tax Impact: +$.0025/+.03% Activity: Information Services Recommend - Yes for $3,000 Property Tax Impact: +$.0017/+.02% 40f8 This decision package provides for an additional T-1 internet connection. This connection would provide for redundancy of our current internet connection. It would also double the bandwidth of our current internet connection. With the move of e-mail to in-house, the general increased use of the internet as a research and business tool and the possibility of adding e-government applications in the next fiscal year, the need for increased internet bandwidth is present. If two T-1 connections are leased, the price drops to $800 per connection per month and the expense savings is reflected in the cost. (The current cost per month is $885.) Related Cost: $8,580 Tax Funds- Recurring Property Tax Impact: +$.0050/+.05% Activity: Information Services Recommend - Yes 50f8 This decision package provides for purchase of Novell Asset Management software. Novell Asset Management software integrates asset inventory, software usage and license reconciliation to provide a complete, accurate view of software installations and license compliance available. The combination of hardware, software and purchasing data will enable the City to get a complete view of IT assets. This ensures license compliance and audit of the licenses actually used. Related Cost: $11,070 Tax Funds- Non-Recurring Property Tax Impact: +$.0064/+.06% Activity: Information Services Recommend - Yes -131- 60t8 This decision package provides for purchase of print configuration software by Printer Properties Pro. This software provides an easy-to-use printer configuration utility to remotely configure printer drivers used on a Novell network. It also provides "sharable" configurations that can easily and centrally be deployed on the network. This activity currently is time-consuming and prone to error. Related Cost: $1,950 Tax Funds- Non-Recurring Property Tax Impact: +$.0011/+.01 % Activity: Information Services Recommend - Yes 70t8 This decision package provides for the purchase of a work surface/desk and two chairs for the area currently used as a lab on the second floor of the City Hall Annex. The furniture in this room has been recycled from other sources. Staff spends time in this room to set up new workstations, test new software deployments and repair and trouble shoot hardware. Visiting consultants and trainers also use this office as a workspace. The ergonomics and aesthetics of this space would be enhanced with new furniture. Related Cost: $2,000 Tax Funds- Non-Recurring Property Tax Impact: +$.0012/+.01% Activity: Information Services Recommend - Yes 80t8 This decision package would allow for Management Team members (IS 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: Information Services Recommend - Yes Sianiticant 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. The Software License expense of $72,528 includes: Arcview and Arcinfo ($19,624), Informix ($5,615), Novell ($16,800), Steel Cloud maintenance ($6,050), CA E-Trust licensing ($2,324), Groupwise E-Mail maintenance ($7,920), Spam Filter Service ($9,950), and other ($4,245). -132- . . . Revenue 3. Information Services uses a recharging system for non-legacy end users for network installation, PC set-up, maintenance, trouble-shooting, and repair charges. Maintenance contract amounts have appeared in users departments who have opted to sign service agreements with Information Services since fiscal year 2000. Specialized services revenue related to these contracts is increasing from $97,245 to $109,295 in FY 2007 (12%). This revenue has increased due to the new Groupwise emaH and calendaring software license and maintenance charges being allocated to Departments within their service contract charges. 4. Miscellaneous revenue generated from programming and systems support recharges for the legacy users is going from $101,480 to $108,876 (7.3%) and revenue from operator, supplies and maintenance recharges is going from $45,740 to $46,316 (1.3%). -133- ~ '" E E " Ul E '" ~ Cl o ~ 0..:: CD'E~ 6-a>>..:- :I~C ",,>0 "0'" C ~ ~ _ 0. '" oE~ >>- - :t:=n;ca CJ:t:::~ 0._ "'LL tJ " .. " C .. E E o u .. a: w ~ 0.. ..J ~ o I- ~ ~ o '" >- LL o ~ o '" >- LL '" o o '" >- LL II) o o '" >- LL .... o o '" >- LL Ul C Z ::;) LL LL o W tJ a: ::;) o Ul z o i= 0.. a: tJ Ul W C I- tJ w .., o a: 0.. I- 0.. W C ~ Cl o a: 0.. en .,. .,. ... o o a> o "'- .,. o '" '" ,..: .,. N '" o <0 ... ,..: o '" '" o '" en on "' '" 5S\(j .,. .,. 00 00> U1.oq-. N ~ "'... .,..,. "'''' '" '" '" "'''' .,. ... ~ N o '" '" '" '" o 00 <0 0 en t--. l,() v. g ~; N '" "'''' ~ - Q)'C:OO ::COC:C) c3~~c :0 ,9-)( g "'C c::e~.B r:: :::I ctI ._ :::J ~a.. ~ tl > u. e.!!:JC5~~ ~ g! -g <c :0 ~ 11)';:: 0 a:: (l) Q:l c> a.. a:: 0 U (.9 VJ W U :;: c '" ~ W E VJ ~ Z ~ o ~ ~ CJ ==e '" " o ~ ... ~ ;!; " "0 ~ .. ~ "5~ c.~ E ~ 8 E g~ ~5r ~'" "0 ~ 3:~ .b'o:: Go.. ~ "E ~ ~ ~ 1l => .. ~ i~ '" ~ ~z B .. ~~ ~ ~ 5 C> ~ ~ ~ 0 zoo N "' .,. '" N o o .... N .,. "' ... ... <6 ... '" o o '"! OJ '" o o <0 <6 ... '" o "' '" .; '" '" o o "' <6 '" ~ "0 ~ 5 ~ ... g1 1l ii:O._ "C.s 1:: ~~~ ""'0. G3 i::: ~ ,a.!!e ~ .. .. "':;:CJ "0 ~ .. ~ ~E E ~ @ E ~ 1l u.!!l ~5r ~'" "0 ~ ~2 , ~ >0';:: Go.. ~ Co ~ " " ~ ~ -;; ~ m C> ~ o ri "' '"! '" "' o ~ N '" '" o <0 "' a> N '" '" o '" "' N '" .,. '" .,. N "' <5 en '" '" o "' N <6 ... '" '" ]j o ,... -134- . e . DEPARTMENTIDIVISION: Information Services/ Data Processing Data Processing ACTIVITY: GOAL Provide more efficient and effective information processing by maintaining a centralized data processing center for all City departments and divisions. This service is provided by utilizing modern data processing techniques to record, compute, store, and process information. DESCRIPTION This Activity provides leadership in the modification, conversion, implementation, user training and operations support for installed and to be installed applications. The Data Processing Activity is staffed by an information services manager, a senior network/systems administrator, two lead applications/network analysts, one information technology specialist, and a user technology specialist. All are located on the second floor of the City Hall Annex at 1300 Main Street. SERVICE OBJECTIVES 1. To provide direction for current and future data processing activities by: a) continuing to plan and organize improved data processing methods for the City; b) coordinating all data processing activities with user departments; c) researching new and innovative concepts in the data processing area and providing communication of these to staff and management; d) providing assistance and training to department personnel in user application system operation; e) scheduling user group meetings to discuss current application system needs and enhancements; and f) continuing to expand users' access to necessary and vital data. 2. To meet the needs of current users for timely systems maintenance and program improvements by: a) providing administration and support to the utility billing, business and animal licensing; b) communicating user needs and questions to the vendors of utility billing, payroll, finance, budget, equipment maintenance, accounts receivable and parking violation systems; c) scheduling and processing, all input data and output records for the utility billing, finance, budget, payroll/personnel, business and anima/licensing, and accounts receivable systems; d) maintaining the file transfer activity necessary to prepare meter reading data for processing by UtiliCorp; and Administrative Servicesl Information Services Data Processing -135- e) maintaining the file transfer activity necessary to process Automated Clearinghouse (ACH) payments for Utility Billing and accounts payable check reconciliation. 3. To provide the database and billing capability necessary for the Finance Department to bill quickly and properly as well as answer customer inquiries promptly and accurately by: a) providing networked computers with inquiry and update capabilities for all customer accounts during work hours; b) processing approximately water, sewer and refuse payments, adjustments and meter readings daily; c) processing approximately parking violation past due notices twice monthly, which includes parking tickets issued and their accompanying payments and adjustments; d) processing accounts receivable bills monthly; and e) processing animal licenses, animal renewal notices, and an accompanying delinquency labels twice per year (dogs and cats.) 4. To provide accurate and efficient accounting and reporting systems for City departments by: a) producing approximately accounts payable checks four times a month and payroll checks biweekly along with the required financial reports; b) preparing City financial and operating reports within five working days of the end of each period (on-line computers provide inquiry and update capabilities of financial data); c) preparing the detailed budget request forms and reports necessary to efficiently analyze budget requests; d) preparing personnel reports for departments to better manage human resources; e) preparing monthly and annual accounts receivable control and subsidiary ledgers; f) producing reports and diskettes to meet federal reporting requirements for W-2 and 1099 processing; and 5. To encourage continued professional development of the staff by: a) providing for attendance at various data processing classes and maintaining a membership in URISA, Mississippi Valley Netware User's Group, and Government Management Information Sciences; and b) obtaining necessary training for staff members in the areas of UNIX operating systems, the Internet, Novell and NT network administration and troubleshooting, client/server technologies, GIS and database design and implementation. 6. To maintain public confidence by: a) indicating responses to citizen requests within 24 hours and providing accurate and timely public information; b) providing a sound and responsible process of system backups; c) providing off-site storage of critical data; d.) providing for backup/replacement equipment for use in disaster recovery situations for mission critical systems; e) providing an up-to-date inventory of all computer resources in the City of Dubuque and insuring legal licensing of desktop software; f) providing for adherence to citywide software and hardware standards; g) providing for installation, training, and update on virus detection software; and h) providing for an adequate system of security to ensure the protection of mission critical data. Administrative Services/ Information Services Data Processing -136- e e . i) providing for standard desktop settings, policies and operating procedures 7. To assist City departments to improve the efficiency and effectiveness of their operations by: a) providing the technical ability to design, debug, implement and support current and future application systems; b) providing the technical ability to maintain complete and accurate network, systems and associated operations documentation; c) providing assistance to departments in the study and specification of computer software and hardware to meet their needs; d) providing hardware repair assistance to current and future users of personal computers; e) providing for implementation, maintenance and training of all users of a City-wide Internet and E-mail system;. f) Maintaining and trouble shooting approximately 330 e-mail accounts g) Providing for server support and maintenance for 9 Netware servers and 22 NT!2000 servers and 3 Unix Servers across a wide area network; h) Providing for end-user set-up and support of approximately 429 users using tools that allow for remote management and update of workstations to the greatest extent possible. 8. To maintain the training and microcomputer support capabilities of staff by providing for training materials ($3,000) in support of this effort. 9. To provide technical assistance in the design, development, implementation and integration of the City's Geographic Information System; DAGIS. 10. To Provide network design, implementation and administration functions for all networks insuring compatibility and access to vital data using both "wired" and wireless technologies; a. Monitoring the health of all network hardware and taking necessary actions if problems or failure should occur; b. Maintaining up to date patches and fixes to all workstations and servers connected to the network through a schedule of regular maintenance days and on an as-needed basis; c. Maintaining a service contract on all network and server hardware d. Trouble shooting any network performance problems and making necessary adjustments to address problems e. Maintaining documentation of the configuration of all network hardware components f. Studying alternatives to replace or update aging network components g. Providing design and planning assistance for future wide area networking opportunities to connect all City facilities on a stable and robust network backbone h. Insuring firewall and security components are properly maintained on the network to preclude unauthorized access 11. To provide technical assistance to departments in their update and maintenance of the City's web site a) Setting up and maintaining user accounts and access rights; b) Trouble shooting update problems and; c) Leading future planning activities of the web site Administrative Services! Information Services Data Processing -137- The following graph depicts the Three Year Projected Work Plan in semiannual increments developed for the Information Services Department. Although this list of applications is not all encompassing as to future applications, which will be performed within the next three years, it is considered to be the primary direction, which the City will explore. The priority of these applications will be based primarily on the recognized need by the various departments throughout the City and their relationships to one another. It is recognized that flexibility must be maintained both within the described applications and also those applications yet to be defined which might take priority because of management needs and requirements. This chart also demonstrates the impact of microcomputers on staff workload/assignments and our attempt to coordinate the growth and development of all applications. THREE YEAR PROJECTED WORK PLAN FY04 FY05 FY06 FY06 FY 2007 Actual Actual Budaet Revised Recom'd 1 2 1 2 1 2 1 2 1 2 Advice/Consultation/Research X X X X X X X X Network Design/I mplementation/SuDDort X X X X X X X X Computer I nsta lIationrr ra i n i ng/Repa i r /Soft ware Support X X X X X X X X Legacy System Support X X X X X X X X GIS Deign/Development Implementation X X X X X X X X DLEC Automated System Support X X X X X X X X Council Laptop Support X X X X X X X X Study and Implementation of X new Financial Svstem X X X Administrative Servicesl Information Services Data Processing -138- . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Workload Total utility bills prepared '(Utility bill printing outsourced 7/03, brought back in-house 10/05) 0 0 0 171,000 228,000 Total utility service interruption notices prepared 14,900 14,900 14,900 14,900 14,900 Total accounts payable checks written 15,093 14,629 16,300 15,000 15,000 Total payroll checks written 19,024 20,000 19,320 20,000 20,000 Total accounts receivable labels (City Clerk) 425 425 425 425 425 Total parking ticket past due notices 14,400 15,600 15,000 15,600 15,600 . Total accounts receivable bills 16,250 16,250 16,250 16,250 16,250 Total animal licenses prepared 9,997 10,216 10,050 10,200 10,200 Total animal license renewal notices 7,593 9,252 7,620 9,252 9,300 Total landfill bills prepared 1,900 1,900 1,900 1,900 1,900 Total animal license past due labels 1,300 1,300 1,320 1,300 1,300 Network administration/system support/installation (hours) 2,610 2,745 2,610 2,745 2,745 Police administration/ support (hours) 2,705 3.806 3,754 3,806 3,806 Training/PC repair (hours) 1,722 2,987 1,722 2,987 2,987 Applications Planning 219 219 219 Network Design/Planning 208 208 208 . Total GIS Support Hours 1,357 304 1,357 304 304 Administrative Services/ Information Services Data Processing -139- FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Total W-2's written (calendar) 1,042 1,015 1,100 1,015 1,100 Total 1099's written (calendar) 146 333 200 333 333 Total Payroll Direct Deposit Records prepared per month (avg) 400 435 475 450 450 Total Utility ACH payments processed (per month) 5,000 5,963 5,700 5,700 5,700 Total AP checks reconciled via ACH 15,093 14,629 16,300 15,000 15,000 Total Payroll checks reconciled via ACH 10,936 20,000 19,320 20,000 20,000 Total Users Supported 442 418 442 418 418 Total Servers 42 44 44 44 44 Windows 21 22 22 22 22 Netware 9 9 9 11 11 Unix 2 3 3 1 1 Total PC's 285 346 285 346 346 Total Printers 125 220 125 220 220 Total All Devices (Includes PC's Printers, Scanners, Palm Pilots, Copier/Printers) 410 566 410 580 580 Total New or Replacement PC and Printer Installs 113 84 115 73 98 Total Server installs/upgrades 2 5 3 4 4 Total Miles of Fiber Optic Cable 2.6 4.08 4.08 4.08 5.28 Total Network Switches, Routers, Hubs 36 39 37 40 42 Total Broadband modems 7 5 6 4 3 Total Wireless Users 38 38 38 18 0 Total Internet Users 370 370 370 400 400 Administrative Services/ Information Services Data Processing -140- . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Total E-Mail Accounts 316 340 330 400 400 Total Internet Dial-up users 14 14 14 2 2 Applications Supported by User Count: Pentamation - Finance Users 101 101 101 101 101 Pentamation - Human Resources Users 16 16 16 16 16 Pentamation - Utility Billing Users 26 26 26 26 26 Pentamation - Budget Users 79 79 79 90 90 Pentamation - Accounts Receivable Users 17 17 17 17 17 Pentamation - Animal Licensing Users 11 11 11 11 11 Pentamation - Fixed Assets Users 10 10 10 10 10 . Permit Tracking Users 37 40 45 45 45 GIS Users 45 50 45 51 55 Ambulance Billing Users 4 4 4 4 4 Emergitech (DLEC) (all modules) Users 80 83 80 83 83 Emergitech (Non-DLEC) (all modules) Users 16 16 16 16 16 DLEC Mobile Interface Users 120 120 120 120 120 DLEC Mobile Accident Reporting (TRACS) Users 120 120 120 120 120 DLEC Finger Printing Users 20 20 20 20 20 Note - there are approximately 18 other applications used by 1 - 20 people at DLEC) . Web Site Update Users 60 60 60 60 60 Administrative Servicesl Information Services Data Processing -141- FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Document Imaging Users 44 50 60 60 60 Fire Incident Reporting Users 80 82 80 82 82 EMS Reporting Users Parking Ticket Users 12 14 12 14 14 Parking Ramp Billing Users 7 7 7 7 7 Incident Tracking Users 25 70 60 70 70 Routematch Transit Users 5 5 5 5 5 Administrative Services! Information Services Data Processing -142- Recommended Operating Expenditure Budget by Department 77 - INFORMATION SERVICES . 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 261,743 231,932 275,782 286,360 290 61010 FULL-TIME EMPLOYEES 52,510 56,471 61,229 63,434 100 61030 SEASONAL EMPLOYEES 1,969 7,976 9,427 9,537 100 61050 OVERTIME PAY 0 0 0 3,000 100 61092 VACATION PAYOFF 0 4,672 0 0 100 61310 IPERS 15,164 13,656 16,399 17,014 290 61310 IPERS 3,019 3,247 3,520 3,647 100 61320 SOCIAL SECURITY 20,012 18,589 21,819 22,636 290 61320 SOCIAL SECURITY 4,008 4,303 4,685 4,853 100 61410 HEALTH INSURANCE 38,265 38,221 49,198 52,380 290 61410 HEALTH INSURANCE 11,417 11,417 11,342 12,420 100 61415 WORKMENS' COMPENSATION 238 598 944 945 290 61415 WORKMENS' COMPENSATION 0 0 197 203 100 61416 LIFE INSURANCE 336 287 523 573 290 61416 LIFE INSURANCE 75 75 116 127 100 61660 EMPLOYEE PHYSICALS 0 132 150 150 61 . WAGES AND BENEFITS 408,753 391,576 455,331 477,279 100 62010 OFFICE SUPPLIES 47 62 53 70 100 62030 POSTAGE AND SHIPPING 125 39 125 43 100 62070 OFFICE EQUIP RENTAL 181 0 0 0 . 100 62090 PRINTING & BINDING 0 0 150 150 100 62110 COPYING/REPRODUCTION 267 647 300 727 100 62130 LEGAL NOTICES & ADS 0 3,661 400 1,500 100 62170 SUBSCRIPTIONS-BOOKS-MAPS 257 668 460 460 100 62190 DUES & MEMBERSHIPS (165) 150 375 375 100 62206 PROPERTY INSURANCE 4,500 5,162 5,340 5,825 100 62208 GENERAL LIABILITY INSURAN 2,508 3,033 3,205 3,097 100 62310 TRAVEL-CONFERENCES 0 0 1,228 1,436 100 62340 MILEAGE/LOCAL TRANSP 252 611 267 648 100 62360 EDUCATION & TRAINING 1,181 9,713 3,620 3,725 100 62421 TELEPHONE 5,253 5,442 5,568 5,899 100 62431 PROPERTY MAINTENANCE 0 0 543 0 100 62611 MACH/EQUIP MAINTENANCE 66,998 41,935 47,417 45,609 100 62663 SOFTWARE LICENSE EXP 48,380 52,058 62,304 72,528 100 62671 MISC. OPERATING SUPPLIES 3,805 6,290 6,744 5,896 100 62716 CONSULTANT SERVICES 0 0 1,350 1,350 62. SUPPLIES AND SERVICES 133,589 129,471 139,449 149,338 100 71120 PERIPHERALS, COMPUTER 1,408 0 10,279 0 100 71123 SOFTWARE 6,850 0 9,900 21,600 290 71123 SOFTWARE 0 18,086 0 0 100 71125 MINICOMPUTER 0 0 600 0 100 71126 DISK DRIVE 0 0 24,413 31,810 . 100 71211 DESKS/CHAIRS 0 0 0 2,000 71 . EQUIPMENT 8,258 18,086 45,192 55,410 -143- Recommended Operating Expenditure Budget by Department 77 - INFORMATION SERVICES Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 100 73210 CONST CONTRACT-SLDG 0 0 2,625 0 73 - CIP EXPENDITURES 0 0 2,625 0 77 . INFORMATION SERVICES TOTAL 550,600 539,133 642,597 682,027 -144- '" 0 0 - 0; 1; 0 '" '" 0 0 .... .... 'c .... '" N '" E N '" ... 0 0 . '" en "' N "," E- .... ;! "' '" '" o & ... '" <0 U 0> &"C '" ~ al .... 0 0 '" ;;; '" N "' .... .... "C ... ~ N '" '" & '" ... '" "' '" 'E..U; "' en "' N N N 00> '" ~ ... ... ... >-. "C"C ... '" <0 - <( ~ .. <o1ll .. 0 .. 0 - '" '" -< '" ;::: '" 0 '" '" .... 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Ul & UJ C Z C) 0 ;:: c <( z ::;; ::0 '" u. 0 u. -145- z Recommended Operating Revenue Budget by Department 77 -INFORMATION SERVICES Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd Revenue Revenue Rev. Budget Rev. Budget 100 53510 FINANCE-DP SERVICE 19,448 13,381 12,238 12,276 100 53511 PAYROLL-DP SERVICE 17,767 12,365 11,344 11,408 100 53512 PERSONNEL-DP SERVICE 3.363 2,033 1,788 1.734 100 53513 BUDGET-DP SERVICE 420 254 223 434 100 53514 SECTION 8-DP SERVICE 168 181 182 0 100 53515 ACCTS REC-DP SERVICE 13.563 9,823 9,110 9,240 100 53516 FLEET MAINT-DP SERVICE 1,400 1,494 1,504 1.612 100 53517 PARKING FINES-DP SERVICE 5,316 11.753 11,818 12,742 100 53518 POLlCE-UNIXlSYS SUPPLIES 66,600 42,041 68,888 75,302 100 53519 UTIL BILLlNG-DP SERVICE 45,839 32,633 30,125 30,444 100 53530 SPECIALIZED SERVICES 93,953 90,419 97,245 109,295 100 53605 MISCELLANEOUS REVENUE 0 10 0 0 77 -INFORMATION SERVICES TOTAL 267,837 216,387 244,465 264,487 -146- e .... 2 W :;; W ..J <0: 0.. ;;: :;; 08 e-..J - w W2 ::>2 CJ~ ::> ~ III ~ ::> c ..J IL ~ O~ >-.... .... 2 W U :;; .... ~ <0: 0.. W C e .... W Cl c ::> ..... III o o '" >- IL .... W Cl C <D ::> o III o '" >- IL .... 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Cable Television Cable Television Coordinator RESPONSIBILITY: HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Cable Franchise Renewed Negotiators for the City of Dubuque and Mediacom reached agreement on terms of a 15-year renewal of Mediacom's cable franchise in Dubuque in mid-April. The new franchise went into effect on June 5, 2005. Under the terms of the franchise renewal agreement, Mediacom will: . Obtain a 15-year nonexclusive right to provide cable services in Dubuque; . Eliminate atmospheric problems that have plagued Dubuque's reception of broadcast TV signals by importing these signals via fiber optic cable from their distant sources; . Construct, by Dec. 5, 2006, a separate fiber optic Institutional Network (I-Net) interconnecting 77 local educational and government institutions; . Add at least six optical fibers concurrent with I-Net construction throughout the community for Mediacom to strengthen their service offerings; . Overhaul and upgrade video origination and production capabilities for local public, educational, and government (PEG) access programmers, including operational support and equipment grants for schools and government institutions and revamped public access facilities; . Upgrade the transmission signal quality of CityChannel 8, the two public access channels and the shared educational access channel; . Add a new full-time Dubuque Community Schools channel; . Deliver local PEG access programs (such as public meetings, school performances, etc.) additionally via digital Video-an-Demand services; . Provide an estimated $ 3.6 million Technology Updating Fund which upon agreement by Mediacom and the City will be used to refresh or update elements of the cable system to the latest technologies and capacities as needs and opportunities arise, within the confines of the level of investment; . As part of the Technology Updating Fund, upgrade the total bandwidth of the Dubuque system from its current 750 MHz to 860 MHz by June 5, 2007, to accommodate current and future broadband needs and services; . Become subject to updated consumer protection and franchise compliance provisions; . Extend optical fiber in the right-of-way within six months to the premises of any customer who signs an agreement for a service requiring a fiber connection; . Preserve the senior citizen discount of 10 percent for the existing basic package, which will now be the "Family Cable" package; . Extend fiber optics to the Dubuque Industrial Center West and the Dubuque Technology Park by June 5, 2007; . Pay an annual franchise fee of five percent of gross revenues on "cable services;" and -151- . Pay 1.75 percent each year to support PEG access equipment and facilities. Operating expenses and maintenance will continue to be provided by Mediacom. Separate from the franchise renewal agreement, Mediacom will also create a cultural affairs charitable Mediacom Foundation to provide funding for local arts and cultural affairs activities in the estimated amount of $25,000 per year. Municipal Communications Utilitv Feasibility Study Over the summer of 2005, 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 surveyed more than 400 residents and 100 businesses regarding their communication needs and satisfaction. The study included projections on various models to assist the City in assessing the financial feasibility of establishing a broadband utility to facilitate availability of connectivity services to residents and businesses. The analysis included projected operating revenues, expenses, and. cash flows based on estimated construction costs and various market penetration rates. The results of the study were presented to the City Council in late August. City Expo 2005 The Cable TV Division works with the Public Information Office to plan the physical floor plan of the annual City Expo event in the Five Flags Center, and coordinates the move-in and move-out of vehicles and displays, as well as providing for the audiovisual and display equipment needs of various departments. Telephone System Additional refinements were made to the City's digital telephone and voice mail systems, and some City buildings migrated from leased lines to the City's own fiber network. (Upon the retirement of Cable Franchise Administrator in July, the telephone system responsibilities were transferred to Information Services.) FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007: Cable Franchise Implementation Implementation of the terms of the renewed cable franchise, particularly as regards new fiber optic construction, I-Net development, and PEG Access equipment upgrades and operational changes, will continue in earnest in FY 2006 and 2007. This will include a major digital conversion and upgrade of CityChannel 8 systems and programming as well as key local government meeting chambers. CitvChannel8 ProaramminQ A major initiative for FY2006 and 2007 is the development and production of new programming for CityChannel8. With the addition of a new digital recording and editing system, the department's production capabilities will be greatly improved. New programs highlighting city services, programs and news will be developed, recorded, edited, and produced by cable television division staff. Additionally, the appearance of the channel's announcements and calendars will be greatly improved. In short, CityChannel8 will undergo a major revitalization. -152- . . . Improved Connectivity The City Council again identified "Improved Connectivity: Transportation and Communications" as a five-year goal and named "Municipal Communication Utility Referendum" as a high priority in the 2005-2007 Policy agenda. FY 2007 will see additional developments regarding municipal communications utilities legislation, a possible rewrite of the federal communications act, and other legislation affecting telecommunications services. The outcome of currently proposed legislation could have a substantial impact on franchise revenues. LeQal and Marketplace ChanQes re: Cable and Telecommunications Major legislative and rule changes at both the federal and state levels will affect existing and potential new players in cable and telecommunications markets. Expect further industry challenges to local rights of way control and compensation and to municipal telecommunications utilities. The introduction and marketing of VOIP telephone services by Mediacom and other cable operators has begun and has the potential for rapid growth, accompanied by confusion, consumer complaints and technical problems accommodating such essential features as E-911. Local cable franchise fee revenues should remain relatively flat unless "end-game" deregulation ends them entirely, or conversely if federal court victories by cities result in the inclusion of cable modem service, telephony, and other services in the definition of "gross revenues" for the purpose of computing franchise fees. That pendulum could swing dramatically in either direction. -153- CABLE TV DIVISION FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % of Change Budget Highlights Actual Adopted Amended Recom'd from Adopted Employee Expense 148,978 157,571 157,571 153,234 -2.8% Supplies and Services 254,938 72,335 76,935 65,392 -9.6% Machinery and Equipment 14,560 31,758 34,140 15,000 -52.8% Payroll Overhead 339 320 320 337 5.3% Total 418,815 261,984 268,966 233,963 -10.7% Cable TV Operating Budget 418,815 261,984 268,966 233,963 -10.7% Charges from Health Dept. 23,729 25,784 25,784 27,083 5.0% City Hall Annex Maintenance 10,971 7,674 7,674 6,260 -18.4% Police & Fire Public Info 66,248 73,980 73,980 76,940 4.0% Clerical/Public Information 92,965 116,945 116,945 180,422 54.3% Legal Services 573 573 573 573 0.0% I nformation Services Network Support 93.599 81089 81.089 84.684 4.4% Total Requirements 706,900 568,029 575,011 609,925 7.4% Franchise Fees & Misc. Rev 595 552 571.300 571 300 576.740 1.0% Annual Operating Balance (111,348) 3,271 (3,711) (33,185) (36,456) Decision Packaae 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 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 Cable TV Funds - Recurring Activity: Cable TV Recommend. Yes -154- . . 4. . 20f2 This decision package would allow for Management Team members (Cable TV Administrator) 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 Cable TV Funds - Recurring Activity: Cable TV Recommend - Yes Sianificant Line Items Employee Expense 1. FY 2007 reflects a 3.5% wage package increase and the 2nd year of employees contributing 10% towards their health insurance premium. 2. The long time Cable TV Franchise Administrator, Merrill Crawford retired during FY 2006. In FY 2007, a new Cable TV Franchise Coordinator will be hired. 3. The Cable TV Divison will be purchasing automatic cameras for taping City Council meetings. This eliminates the need for part-time camera operators and reduces the FTE's by -.05. Supplies & Services Data Processing Service has increased from $1,786 in FY 2006 to $2,039 in FY 2007 (14%) to reflect maintenance costs for the addition of the City wide Groupwise email and calendaring software and service contract. 5. Miscellaneous Services has decreased from $27,800 in FY 2006 to $19,100 in FY 2007. The City will transition to Groupwise email and calendaring software and the licensing/maintenance costs associated with this will be spread among the Departments using this service. This caused the City wide mailbox charge to no longer be paid from Cable TV. Total costs included in this line item are Muzak service for City Hall and for Channel 8 ($1,700), recurring City-wide Internet connection charges ($11,000), and special electronics engineering assistance and/or production assistance as needed ($6,400). 6. In FY 2006, graphic design services ($25,000) and quarterly City Focus (printing and postage $37,000) costs were funded from the general fund. In FY 2007, these expenses have been shifted into Cable TV fund. Machinery & Equipment 7. Cable Related Equipment designates $15,000 for replacement of worn out cable TV equipment. It is anticipated that one mobile digital camera will replace 2 non-mobile cameras in FY 2007. 8. The new Cable Franchise Agreement has required a separate fund be established (PEG Access Equipment Fund) with monies received from Mediacom for public, education and -155- government access programming. Funds will be received from this designated fund and used with the amount requested in the Cable TV operating budget to upgrade equipment in FY 2007. Revenue 9. Revenue from the franchise fee is anticipated to increase from $560,000 budgeted for the current year to $565,440 based on year-to-date receipts -156- . . . DEPARTMENT/DIVISION: City Manager's Office/Cable TV ACTIVITY: Cable TV GOAL Assure full compliance with the cable franchise for the benefit of the City and its residents. To assure that cable channels, equipment and facilities reserved for community programming are effectively and efficiently used by subcommunities and individuals. To encourage and develop new telecommunications applications for community and governmental use. DESCRIPTION A twenty-year franchise (Ordinance No. 42-81) was approved by the voters on September 8, 1981, and became effective October 1,1981. The franchise renewal was approved by the City Council on May 2,2005, and went into effect on June 5, 2005. Ordinance No. 51-81 established a five member (now four-member) Cable Regulatory Commission and a nine member (now seven member) Cable Community Teleprogramming Commission, both commissions to work with a Cable Franchise Administrator to monitor the terms of the franchise and to encourage and develop public use of community channels. The City's Cable TV Activity is staffed by a full-time Cable Television Coordinator and Video Production Assistant and is located in the City Hall Annex at 1300 Main Street. SERVICE OBJECTIVES 1. To continue to develop regulatory capacity to effectively monitor the terms of the franchise ordinance by: a) working with cable operator to obtain and maintain quality television and FM radio reception; b) developing and exercising policies for handling and resolving subscriber complaints; c) developing and exercising policies for day-to-day regulation and administration; d) supporting cordial relations between cable subscribers and the cable operator; e) coordinating technical performance tests and measures of the cable system; f) coordinating financial performance tests and measures of the cable operator; and g) monitoring legislative and judicial developments involving cable television and telecommunication services on state and federal levels, and providing relevant information and resources to the City Manager and Legal Department. 2. To develop maximum utilization of community access radio and television channels by: a) developing and revising policies which shall govern the use and protection of equipment and facilities, availability and use of technical assistance, all training programs, priorities and scheduling of channel time, and fund raising and sponsorship revenues; b) developing and revising policies and procedures which shall promote nondiscriminatory, first-come, first-served and equitable use, assure use in -157- conformity with all applicable regulations and requirements, and limit use to residents of Dubuque and their own productions; c) encouraging interest in and development of local community programming; d) encouraging cooperation between users and the cable operator; e) encouraging and, as appropriate, assisting and participating in community productions and training; f) identifying and supporting organization of subcommunities and production groups; g) specifying the purchase, location, use, repair and replacement of equipment and facilities; h) promulgating and administering all policies, rules and procedures relating to community programming; i) meeting with school officials, faculty and students, human service and civic organizations to communicate the potential of cable television and explain the regulatory environment and process; j) researching, planning and establishing two-way data and video transmission capabilities on the institutional network (B-cable) and the Iowa Communications Network; and k) promoting the use of community programming channels and facilities through brochures, special events, booth displays, etc. 3. To maintain an information and program base for: a) exploring potential telecommunication applications as they relate to City activities; b) encouraging and promoting utilization of new cable and other telecommunication technologies including the Iowa Communications Network; and c) developing cost efficient programs by using the cable system and other communications systems. 4. To keep members of the Cable Regulatory and Cable Community Teleprogramming Commissions informed of cable technological developments and cable regulations, finances and standards of operation by: a) providing subscriptions to periodicals and technical publications; b) providing material from government sources; c) attending selected meetings of professional organizations; d) conducting local work sessions; and e) providing selected demonstrations of practicable cable technologies and their applications on the Institutional Network for possible future expanded utilization on A-cable, and fiber optic systems. 5. To develop all aspects of governmental programming on channel 8 by: a) cablecasting 32 City Council meetings, hearings and work sessions; b) cablecasting selected City board and commission meetings; c) cablecasting 22 Dubuque County Board of Supervisors meetings; d) cablecasting 22 Dubuque county Public School Board meetings in cooperation with school staff and student production crews; e) programming the government character generator for channel 8; f) developing special government programs of interest to citizens of Dubuque; g) utilizing part-time employees, student interns from local college cooperative education programs as well as volunteers in local government video production activities; -158- . . . h) i) cable casting automated videotape playbacks of the above programs; and making videotape copies of City programs available to libraries, archives and interested citizens. 6. To implement a consistent and controlled program to replace obsolete or unrepairable video, test and transmission equipment, designating up to $15,000 annually for this purpose. 7. To troubleshoot and manage repair, replacement and upgrading of audiovisual, video, data transmission equipment, telephone system, and cable plant. 8. To coordinate public service development of local cable and fiber optic systems by participating in technical design, construction monitoring, in-service training, and program planning and review activities. 9. To participate in a telecommunications working group of key City officials for the purpose of developing and coordinating new policies and procedures for managing rights-of-way use by new telecommunications industries. 10. To negotiate leases and agreements which make certain city water towers, rooftops and other structures, facilities, and property available for use by telecommunications service providers. FY 2004 PERFORMANCE MEASURES ACTUAL FY 2005 ACTUAL FY 2006 BUDGET FY 2006 REVISED FY 2007 RECOM'D Number of meetings cablecast: City Council 34 32 32 32 34 School Board 20 24 20 24 20 Selected boards, commissions, special information programs and documentaries 10 8 20 9 50 County Board of Supervisors 26 23 23 24 25 Cable workshops offered 20 5 12 Franchise performance review Annual Annual Annual Annual Annual Regular meetings between Mediacom Cablevision of Dubuque General Manager and Cable Franchise Administrator regarding operations, consumer complaints and franchise compliance Regular meetings between 14 6 12 10 6 6 12 12 -159- FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Mediacom Community Access Manager and Cable Franchise Administrator to plan production and programming activities and to address related problems Meetings and presentations by Cable Franchise Administrator with school officials, faculty and students, human service and civic organizations 7 12 10 6 10 Cable TV Regulatory Commission meetings 6 6 10 9 11 Cable Community Teleprogramming Commission meetings 5 9 10 9 11 Video character generator messages on Channel 8 including meeting notices, job openings, deadlines, regulations, special events, and schedules 700+ 700 700+ 700 700 -160- Recommended Operating Expenditure Budget by Department 7S - CABLE TV DIVISION . Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 290 61010 FULL-TIME EMPLOYEES 108,886 111,092 117,736 113,895 290 61020 PART-TIME EMPLOYEES 1,339 1,273 1,411 0 290 61050 OVERTIME PAY 1,631 1,298 1,719 1,500 290 61091 SICK LEAVE PAYOFF 0 0 0 0 290 61092 VACATION PAYOFF 0 0 0 0 290 61310 IPERS 6,371 6,495 6,779 6,635 290 61320 SOCIAL SECURITY 8,444 8,558 9,122 8,828 290 61410 HEALTH INSURANCE 19,855 19,855 20,179 21,600 290 61415 WORKMENS' COMPENSATION 102 256 401 398 290 61416 LIFE INSURANCE 151 151 223 228 290 61660 EMPLOYEE PHYSICALS 0 0 0 150 61 - WAGES AND BENEFITS 146,779 148,978 157,570 153,234 290 62010 OFFICESUPPlIES 246 418 261 274 290 62030 POSTAGE AND SHIPPING 260 349 518 567 290 62050 OFFICE EQUIPMENT MAl NT 0 0 233 233 290 62061 DP EQUIP. MAl NT CONTRACTS 882 1,713 1,786 2,039 290 62090 PRINTING & BINDING 0 433 336 454 290 62110 COPYING/REPRODUCTION 335 478 355 525 290 62130 LEGAL NOTICES & ADS 0 0 100 100 290 62140 PROMOTION 128 0 136 143 . 290 62170 SUBSCRIPTIONS-BOOKS-MAPS 2,736 2,177 2,900 2,900 290 62190 DUES & MEMBERSHIPS 475 495 504 964 290 62206 PROPERTY INSURANCE 2,251 2,581 2,670 2,913 290 62208 GENERAL LIABILITY INSURAN 1,475 1,683 1,780 1,698 290 62310 TRAVEL-CONFERENCES 0 1,476 2,800 3,000 290 62320 TRAVEL-CITY BUSINESS 20 0 209 250 290 62340 MILEAGE/LOCAL TRANSP 180 180 191 233 290 62360 EDUCATION & TRAINING 120 5 2,557 2,652 290 62421 TELEPHONE 656 508 682 533 290 62431 PROPERTY MAINTENANCE 0 144 624 624 290 62511 FUEL, MOTOR VEHICLE 184 236 199 288 290 62521 MOTOR VEHICLE MAl NT. 0 65 264 264 290 62528 MOTOR VEH. MAINT. OUTSOUR 0 0 102 102 290 62611 MACH/EQUIP MAINTENANCE 4,237 0 1,733 1,200 290 62671 MISC. OPERATING SUPPLIES 1,579 1,661 1,674 1,758 290 62713 LEGAL SERVICES 28,653 123,454 27,800 20,000 290 62727 FINANCIAL SERVICE FEES 88 38 93 93 290 62731 MISCELLANEOUS SERVICES 67,753 116,843 20,000 19,100 290 62732 TEMP HELPCONTRACT SERVo 929 0 985 985 290 62747 MACH/EQUIPMENT RENTAL 0 0 843 1,500 290 62811 ENG. DIVISION SERVICES 157 0 0 0 62 - SUPPLIES AND SERVICES 113,343 254,938 72,335 65,392 . 290 63314 PAYROLL OVERHEAD 1,917 339 320 337 63 - ADMIN/OVERHEAD/STORES GAR 1,917 339 320 337 -161- Recommended Operating Expenditure Budget by Department 75 - CABLE TV DIVISION Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 290 71123 SOFTWARE 0 0 258 0 290 72113 OTHER SAFETY EQUIPMENT 2,063 0 0 0 290 72412 CABLE TV RELATED EQUIP 2,948 14,560 15,000 15,000 290 72418 TELEPHONE RELATED 0 0 16,500 0 71 . EQUIPMENT 5,011 14,560 31,758 15,000 290 91100 TO GENERAL 100,573 573 573 50,573 290 91350 TO SALES TAX CONSTRUCTION 0 6,196 0 1,300 290 91700 TO VISION IOWA CONSTR FD 105,192 0 0 0 91 . TRANSFER TO 205,765 6,769 573 51,873 75 . CABLE TV DIVISION TOTAL 472,815 425,585 262,556 285,836 -162- '" '" <3 iri 10 o . .... - .;; .- - .... ~ .... =:I " ~ e e = rrJ - ClJ OJ) "I:l = =:I OJ) = .- - ~ '"' tt = ClJ e - '"' ~ Q. ClJ ~ "I:l ClJ "I:l = ClJ e e o .... ClJ ~ I""- Q Q M >< r.. . .. OJ ... '" '" '" 'c '" '" '" '" '" <D E OJ '" '" '" '" '" M .0 .0 M M E- '" '" ~ '" '" o ~ ~ OJ N U 01 ~'" a: ~ lD ... 0 0 N '" '" '" '" '" '" .., ... '" OJ '" '" ., ~ '" '" '" .... "'. at c.a; '" N ;;; ;; ~ 001 ~ ... <D ~-g OJ N <DlD 0 0 N '" '" '" '" '" <D ... '" '" <D - 0; '" '" '" '" '" '" ~ ~ as .. .. as 00 <l ~ ;!: '" :;: ~ OJ .. <( ~ ",0. g~ N '" '" ... '" 0 ... .. ~ <; '" "' 0; ... '" '" 0 ~ ~ <0 M ~ .0 '" '" ~ <l ~ ;!: '" <D <( ~ ~ OJ OJ ...0. oX oW OJ '" <( " <J) <J) W e W '" ~ <J) U 0 .a .... :;: tJ; 0 u: is 01 W '" 0 ~~ W ~- Z <J) <( 0." W 0 W xU '" I W 0 Z '" <( .... Z W Z <( <J) > W 0 W <J) ::; W :J Z !!, " a. ~ a. :::> <( :::> 0 0 :;: <J) <( W i:: W -' '" <( '"' U ;!:: QJ ii >- tsj:: 0 z <( LL 0 i:: -' in ;:: :; W 0 i5 -' .... i:: '" ~ <( U W > -' .... lD Z' U <( :~ <( U '" <l '" a: <( U; 0 ... LL -' <( l3 .... .... Z W ::E E > .... ~ a: E ~ .... <( t::E z W 0. ".... 0 -' W 0. (jj lD C ~ <( C :;: U is C i:: z :::> W LL -' '" <( U -163- Recommended Operating Revenue Budget by Department 75 - CABLE TV DIVISION Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd Revenue Revenue Rev. Budget Rev. Budget 1,046,151 538,514 560,000 565,440 29,074 21,852 10,000 10,000 300 300 300 300 1.461 34.886 1,000 1,000 1,076,985 595,552 571,300 576,740 290 42350 CABLE FRANCHISE FEE 290 43110 INVESTMENT EARNINGS 290 43234 RENT, FIBER HUB W 3RD 290 53605 MISCELLANEOUS REVENUE 75. CABLE TV DIVISION TOTAL -164- . 0 0> <D '" 0 0 '" <D N 0> 0> >- .,. .,. <Xl <Xl_ W ..,: .,; ri '" Cl <D .,. ~ ~ C ~ ~ ::> .... III 0 0 '" >- 0 0 0 IL 0 0 0 0 0 0 0 0 0 0 0 0 N 0 0 N w >- IL '" 0 N .... <D <D '" 0> .,. '" ~ ~ '" ....- '" .... .,.- ... ~ >- '" r-: r-: .,; w <D .,. ~ ~ Cl ~ ~ C <Xl ::> 0 III 0 '" >- IL >- 0 0 0 0 '" '" '" Z << 0 << 0 0 0 0 W W 0 N 0 0 N :!! >- W IL ...J <( Q. ;;: :!! 0 0 '" 0 <D '" ;;: ;;: <D U N <Xl 0 .,. e= ...J .,. ": '" '" <D W >- <D .0 ~ N z W <D .,. ~ ~ ~ ~ ::> z Cl a 0 c "' on ::> ::> II:: 0 III III W 0 Q. '" ::> >- c ...J IL ~ 0 00 0 '" '" '" IL << 00 0 0 0 0 0 w w 0"":- N 0 0 N c >- I >- >- IL >- Z W u :!! v ~ >- !l! >- 0 >- ~ ~ Z Q. ~ W >- z en Ci c Z en 0: Cii ~ 0 en 0: 0 0 <( 0 <( u z en >- en w w 0 w <( w W 0: w ~ ~ >= >- w >- I I U 0 a.. 0 u u ::> ...J 0 ...J ZZ 0 a.. a.. "' .. ~ ~ 0 ::; .. ~ ::; "' .. 0: w .. w :3 c: IL IL a.. w c: w w .. .. ::; ::; 1:: u w w 0 ::; ""<( "" ...J ...J >= III >< lD lD W >= illu w 0 w <{ <{ 0 ...J .. >- >- ...J .., .. uu '> ...J .. a.. 0: ~ ~ ::> '" <{ 0 IL 0 a.. u II:: c. .... .... 0 ...J c.<Xl ...J ...J Cl E '" '" '" <{ E '" <{ ~ <i. W W W >- w ' >- w 0 <{ 0 0 . ;;: .. <D <D <D >- .. z >- >- 1:: E E ;:: 0 0 '" ;:: 1: <D W U 0 0 N '" ...J " '" '" .... .. <Xl ~ .., IL <Xl <Xl <Xl Q. 0 0 0 u ~ '" 0 0 0 0 0 0 0 '" ~ '" '" '" ~ '" .... IL <Xl N N N <Xl N -165- . Economic Development . . -167- . . . DEPARTMENTIDIVISION: RESPONSIBILITY: Economic Development David Heiar Economic Development Director HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Historic Preservation Activitv Staff reviews federally funded projects in accordance with the Federal Government Section 106 requirements, including the entire housing rehabilitation project for the Housing and Community Development Department. Staff continues to work with the State Historic Preservation Office (SHPO) on a new Programmatic Agreement that allows internal approval of regulated projects. Economic Development Activitv The Downtown Rehabilitation Loan Program has committed resources to John Gronen's Upper Main Development ($300,000 for 6 buildings in the 1000 Block of Main Street) and Lower Main Development, LLC ($300,000 for the former Weber Paper Company building). The Gronen project will be funded in FY06 and Lower Main in FY07. The Alexander Company completed Phase 1 restoration of the former Dubuque Star Brewery that included interior gutting and sandblasting, exterior tuckpointing and brick repair, environmental remediation and reroofing the building. A CEBA award was provided to Prudential Financial ($207,000 for 69 new jobs). Extended lease with Rustic Hills Carriage for another year. Entered into a 5-month lease extension with The Alexander Company for the Dubuque Star Brewery building. Continued to support Port of Dubuque redevelopment projects with the purchase of Stealth Race Cars. Completed Development Agreement with Tri-State Industries for their relocation to the DICW. Created new cul-de-sac (Synergy Court) and 4 industrial lots to accommodate this project. Amended Development Agreement with DAIDC to allow purchase of their property in DICW by Walter Development, LLC. Amended Development Agreement with Vessel Systems to allow sale of business in DICW to Art's Way Manufacturing, thereby retaining jobs in Dubuque. After lengthy negotiations, failed to complete Development Agreement with major industrial prospect to purchase 25 acres in the DICW due to operational costs of rail service. Commenced $7 million DICW 3rd Addition expansion project to open up another 150 acres of industrial property and connect Chavenelle Road. -169- A RISE application was approved for the $2.7 million Chavenelle Road connection project. An updated RISE application ($12 million) was submitted for Hwy 32 (SW Arterial). Completed TIF Economic Development Grants to the following companies: Tri-State Industries (10 year TIF rebate). Received $200,000 EPA Brownfields Cleanup grant to remediate a petroleum plume at the former Molo Oil Company site in the Port of Dubuque. An additional $142,000 in state Brownfield cleanup funds were received from IDEO to assist the effort which began in FY05 and will continue for approx. 3 years. The existing Enterprise Zones were expanded in part to assist a proposed affordable housing project in the former Casket Company building on Washington Street. Notified the GSA that the City was interested in acquiring the Federal Building through Historic Monument Conveyance process. Efforts continue to make official application for the property. FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007: Continue implementation of the revitalization plan for the Old Main area in collaboration with property owners and Dubuque Main Street, Ltd, including recommendations of new Downtown Master Plan. Continue focus on appropriate financial incentives to support overall economic development strategy, working with IDEO and local and regional partners. Continue Port of Dubuque redevelopment efforts, including Star Brewery project, reuse of the former Adams Co. property, Durrant office building project, and marketing of the remaining property for commercial, housing and/or recreational opportunities. Work with the new Director of Retail Expansion at GDDC. Successfully conclude the new RFP solicitation for a brewery developer should negotiations with The Alexander Company not be finalized. Complete the expansion of the Dubuque Industrial Center West 3rd Addition, connection of Chavenelle Road and possible construction of rail spur to serve development sites. Washington D.C. Initiatives: Continue ongoing effort to become more aggressive in the pursuit of federal resources. Brownfields Initiative: Continue to manage the petroleum cleanup of the South Plume area (former Molo Oil site). Continue to pursue conveyance of the Federal Building to the City with relocation of the City Council chambers and Housing and Community Development Department to the building. Continue regional economic development and marketing initiatives to promote Dubuque. Amend Kerper Boulevard Urban Renewal District and create new urban renewal district for the former Smithfield redevelopment project. -170- . . . Develop RFP for leasing the former City Maintenance and Operations Garage and offices on Kerper Boulevard. -171- ECONOMIC DEVELOPMENT DEPARTMENT FY 2004105 FY 2005/06 FY 2005/06 FY 2006/07 % Change Budget Highlights Actual Adopted Amended Recom'd from Adopted Employee Expense 230,537 246,962 246,970 255,727 3.5% Supplies and Services 1,273,916 894,011 879,779 994,499 11.2% Machinery and Equipment 5.400 5.400 0.0% Subtotal 1,504,453 1,146,373 1,132,149 1,250,226 9.1% Debt Service 847,561 1,523,035 1,523,035 1,579,664 3.7% Total 2,352,014 2,669,408 2,655,184 2,829,890 6.0% Charges by Fund TIF/UDAG Charges 1,751,381 2,424,736 2,389,736 2,575,645 6.2% Comm. Devl. Block Grant Chgs 125,807 132,836 132,844 136,001 2.4% Parking Fund Reimbursement 17.130 17.730 17.130 19.269 8.7% Property Tax Support 457,696 94,106 115,474 98,975 4,869 Percent Increase (Decrease) 5.2% Decision Packaae Summary 1 of 1 This decision package would allow for Management Team members (2) 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: $190 - Tax Funds - Recurring Property Tax Impact: +$.00011+.00% Activity: Economic Development Recommend - Yes Sianificant 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. Payments to Other Agencies provide for TIF backed economic development grants to: Thompson (FY 2007 is final payment of $10,602), CignalPrudential ($305,021), Cottingham and Butler ($24,445), Bricktown ($19,345), Heartland ($34,626), and Platinum Holdings ($103,051) in the Greater Downtown TIF district ($497,090 total); McGraw Hill ($331,053), Giese($38,883), and Walter Development ($16,077) in the West End Industrial Park TIF district ($386,013 total); Morrison Brothers ($24,424); and Quebecor ($16,986). -172- . . . 3. Data Processing Service has increased from $7,296 in FY 2006 to $8,710 in FY 2007 (19%) to reflect maintenance costs for Economic Development and GDDC with the addition of the City wide Groupwise email and calendaring software and service contract. This cost is split between General Fund and CDBG Fund. 4. Telephone expense has increased from $728 to $1,297 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. 5. Dues and Memberships have increased from $1,339 in FY 2006 to $2,184 in FY 2007 due to the addition of dues for City Manager Association (CMA) and International City Manager Association (ICMA). 6. Education and Training has increased from $3,056 in FY 2006 to $4,239 in FY 2007 to reflect costs for attending the City Manager Association (CMA) and International City Manager Association (ICMA) training sessions. 7. Property Tax expense of $3,776 is added to the FY 2007 budget, due to a change that the City now pays property tax on City owned leased property. This started in FY 2005 and was amended in the FY 2006 budget to reflect an amount due of $3,666. 8. Promotion expense funded with UDAG has been added for $4,425 in FY 2007 to reflect a payment to the Chamber for 'Your HometownlYour Future' employee recruitment program. This started in FY 2005 and will be amended in the FY 2006 budget. This is a 5 year commitment (FY 05-09). 9. Contract Administrative Charges of $6,000 are reflected as a transfer to the Finance Department for TIF loan processing fees. This cost is split 58% General Fund and 42% CDBG Funds. 10. Travel Official City Business provides $13,238 to continue the Washington DC Initiatives. Debt Service 11. The FY 2007 debt service figure includes: $128,087 for the Advanced Data Com. TIF revenue bond debt; $58,000 for Cartegraph TIF revenue bond debt; $489,285 for the Eagle Window TIF revenue bond issue; $20,608 for Vessel Systems TIF revenue bond debt; $62,105 for Adams Co. TIF back G.O. issue; $79,535 for Downtown TIF backed G.O. issue for the Main Street plaza; $26,700 for Lower Main LLC TIF revenue bond issue; $88,449 for anticipated borrowing for Brewery TIF back G.O. issue; and $626,895 for the Industrial Center West 3rd Addition TIF back G.O. issues. The FY 2006 debt service figure includes: $128,087 for the Advanced Data Com. TIF revenue bond debt; $58,000 for Cartegraph TIF revenue bond debt; $489,285 for the Eagle Window TIF revenue bond issue; $20,608 for Vessel Systems TIF revenue bond debt; $63,955 for Adams Co. TIF back G.O. issue; $81,035 for Downtown TIF backed G.O. issue for the plaza; $13,682 for Lower Main LLC TIF revenue bond issue; and $668,383 for the Industrial Center West 3rd Addition planned for FY 2006. -173- Revenue 12. Interest from A.Y. McDonald of $24,000 going into the UDAG fund will not be paid in FY 2007 due to A. Y. McDonald paying off their $1.2 million loan early as part of the agreement to purchase naming rights for the park at the Hawthorne Peninsula. 13. During the FY 2006 budget process, the City Council approved changing the amount requested from certain parcels in the former Downtown TIF district from 75 percent to 100 percent of Tax Increment revenue, excluding certain economic development grants that require 100 percent of the revenue from a particular project. This district is now referred to as the Greater Downtown TIF after the Downtown and Ice Harbor TIF districts were combined. The additional TIF revenue from requesting 100% of the increment in the Greater Downtown TIF district and the additional due to increased valuation is recommended to be used as follows in the FY 2007 budget: a) The FY 2007 five year CIP includes using a portion of the additional funds in FY 2007-2010 for Parking Fund major ramp improvement debt service abatement ($450,806 total, then parking user fees will abate remaining debt). b) The federal building will be added to the Greater Downtown TIF district and expenses relating to the required capital improvements from the acquisition will be recovered from TIF revenues. c) A project to build a Port of Dubuque Intermodel Parking Facility is planned in FY 2010 and the GO bond will be abated with TIF revenue. d) A park in the Port of Dubuque is planned in FY 2009 and the expense will be recovered from TIF revenue. -174- . ~ .. E E ::l f/) E .. ~ '" e ll.:: ",-0 :::Jc~ <T'" :::JEf; _!l!o ::lON ~ ~ - Q." o E '" z.=~ .- cv cu u~~ Q.- IOU. U '0 '" '0 l: '" E E o u &! . w Cl <I: ll. "- o .. o '" '" '<:I" "2" ":f" ::; .. "' ::; ::; '" '" 00 .. .. ...J ~ o I- 0) 0 ltl '" 0 0 o 0 N t.6 -<:i ci N 0)0) ~ 000) ON 000 OlD o--.:i ltlO ~q 0000 0000 0000 cio-oLri Oltl'" "'NN .,. .,..,. tR-~EA-Efl &9-&9 ~ ~ o N >- U. o o o ,r; '" 0"- 0.. 0.. r-:...,f "- <0 "' .. .... W~ Eo't Eo't tit Eo't o ~ o N >- LL o o o ,r; '" o o o ,r; "- 0.. 0'" 0", r-:ai "- .. ~ '" .. .... Eo't U) tit EA- tit Eo't '" o o N >- U. o o o ,r; '" o o o <5 o 00 0", o "- OM ~<O .. .. .. tit fh W Eo't .. .. co o o N >- U. o o o ,r; 00 0'" 000 0<0 Lri...t "- 0 "'- 0.. g ::; OM ~ <0 o o o <5 "' .. .. .. tit W fA- U) .. .. to- o o N >- U. '" 0 0 '" 0 0 o 00 Lri 0 ci 00 00"' ~ 0000 0000 0000 oocitri "'"'"' '" '" '" .. .. .. EA- EA- EA- U) U) tit f/) C Z ::::l U. U. o W u a: ::::l o f/) ~ :0 u: co u...c: - ar i=Lt'W~ ~ a::: ~ - ?:.... c: C Q) E.9 t.L Q ~~Eg~8ci=~ cO >o:Ju..:?:-U)"'C"'C CQ...Jca€;;:;"'mo"'C;;:::",c C ,'n > c..- c=-~ 0 u... c:- :::t :::t '-' ~ $ .~ ell c.... ca Q) u. u... (!) .... Cl > Q) $.... >" (!) lD8cc<(8'.:"~8<(<( o ~ 0:: lD Q) ~ Q) Q) Q Cl OW...J oa:::zc>oa::::>::> c -. .2 "'C -g"5~ 5~~S u... 'iij,!!,!L1. " ... a" <: ~ <( III Cl lLlCt::Cl :J C) Cl U .,; "- " c Q) .2 <9- 0.5 -g~ ~i5 C3~ we> z o f= ll. a: U f/) w C I- U W .., o a: ll. C E ~ f1' -' "- E c " .. c e 0 0 0. -'~ o c.. "i) .2 ~ ~ ! ~ 5;.S2 co ~ E E .J::. c: Q. g ~:g .S! 0 "S ~(dE~1Il CI.I <D ~ .9 ~ I-ClIl~~-8 Z-eUOd:OQ) w () 0 u. :; 0 0- c o 0 ... u W W > " w c C .. U ~ :E "c: o ~ Z e o e u 0 w U .0 0 .. C ~ 13g~ :a-t)a:::~o- 5~~g'.Q.E Q) lL. E c::a Q) ::I Q) lS-.Q :s 0::.:: ~~~SlIlj~ C) CD Q) CCij ....... .5 !;g () 0 CUE -.s Q)o.~ q; c>.s ' Q) 1Il 0 c: ~ ~ca ~a.-6J.t.;; ~~~j~~o~ "2 Q) "2 e>:J"E"Q a :g :J a::::J III Q) :e"iij e-gE'O"ge'sffi Ee-Et::!3Eg- 8< 8ci:Cf.l8 <(0 l- ll. W c :E ~ Cl o a: ll. <0 '" '" .; "- '" ,r; .. "- .. .. cri '" 00 .. a; "' ,r; '" "' .. o "' "- .; '" .. .. III o .; "' .. N .. '" '" o <5 00 q .. m (; I- -175- DEPARTMENTIDIVISION: ACTIVITY: Economic Development Economic Development GOAL Foster a healthy local economy that generates income and employment opportunities and a strong tax base to improve the community's overall quality of life. DESCRIPTION This activity is responsible for formulating and implementing a local economic development strategy which retains and creates jobs, enhances the tax base, stabilizes the local economic base and encourages economic self-sufficiency, working primarily in the areas of downtown, riverfront and industrial park development. This activity supports the City's Enterprise Zone Commission. This activity is staffed by the Economic Development Director, an Associate Planner and a Secretary. SERVICE OBJECTIVES 1. To provide effective planning support for economic development by: a) formulating and updating a local economic development strategy plan consistent with the community-based planning process; b) establishing and maintaining a database for economic development; and c) maintaining membership in economic development professional organizations to obtain information relative to current economic development practices. 2. To provide assistance to businesses seeking to expand or relocate in the City by: a) analyzing and packaging business development projects subject to City Council approval; b) applying for financial assistance from appropriate state and federal programs; c) providing assistance in understanding and complying with City regulations; d) making referrals to other resources both within and outside of the City; and e) maintaining formal application materials to distribute to businesses and industries interested in seeking financial assistance. 3. To support the retention and growth of existing firms by responding to Greater Dubuque Development Corporation's Info Action Reporting systems and by responding to problems and opportunities which are identified. 4. To enhance access for unemployed and underemployed residents to job opportunities created through the City's economic development programs. 5. To acquire, develop and manage land for business and industrial development, including any environmental assessment/remediation required. 6. To provide staff services in support of Dubuque Initiatives. Economic Development Economic Development -176- e 7. To coordinate with and support the economic development efforts of the Greater Dubuque Development Corporation, Dubuque Main Street, Ltd., ECIA Business Growth, Small Business Development Center, Dubuque Area Chamber of Commerce, Northeast Iowa Community College, regional utility companies, Prosperity Eastern Iowa and other regional economic development and marketing efforts. 8. To leverage City resources with state and federal grants for job creation, industrial park development, and downtown and riverfront development. To administer grant and loan agreements under state, federal and local programs. 9. To provide for payment of debt service on tax increment bond issues and state economic development loan pass-throughs. 10. To encourage business investment in designated Enterprise Zone areas of the community by establishing and administering an Enterprise Zone Program that provides incentives as provided by State Law. 11. To develop and implement a Washington D.C. federal strategy to better access federal funds available to the City, and provide information on critical legislation. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D e Section 108 applications submitted 0 0 1 0 0 CDBG loans 1 0 1 2 2 RISE applications submitted 1 1 1 1 1 EDA applications submitted 0 0 1 1 1 Urban Renewal TIF projects 3 1 3 3 3 CEBNlowa Values applications submitted 4 1 3 2 3 CEBA contracts administered 12 13 18 15 18 Downtown Rehab loans administered 13 12 15 13 14 Downtown Rehab loan requests 4 3 4 3 3 RISE contracts administered 3 1 5 1 1 e Dubuque Initiatives meetings 10 13 10 12 12 Economic Development Coordinating Meetings 18 18 18 18 18 Economic Development Economic Development -177- FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Economic Development loans 2 0 2 2 2 F ayade grants 0 0 0 0 2 Farm acres managed 414 346 264 346 346 Industrial/commercial acres managed 340 255 450 255 200 Enterprise Zone applications 0 1 2 1 1 Development Agreements 3 1 3 3 3 Urban Renewal Plans and Amendments 1 1 1 2 1 Historic Building Tax Rebates 1 0 1 1 1 EPA Grants managed 2 2 2 1 1 EDI Grant managed 1 1 1 0 0 EDA Grant managed 1 1 1 1 0 Prosperity Eastern IA meetings 8 12 Hwy 151 meetings 5 8 Economic Development Economic Development -178- Recommended Operating Expenditure Budget by Department 60 - ECONOMIC DEVELOPMENT . 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 53,140 48,524 57,571 59,344 260 61010 FULL-TIME EMPLOYEES 77 ,426 78,695 81,080 83,622 265 61010 FULL-TIME EMPLOYEES 44,756 36,606 51,561 53,162 265 61020 PART-TIME EMPLOYEES 0 5,984 0 0 100 61092 VACATION PAYOFF 0 3,249 0 0 260 61092 VACATION PAYOFF 0 1,264 0 0 265 61092 VACATION PAYOFF 0 4,513 0 0 100 61310 IPERS 3,055 2,790 3,310 3,412 260 61310 IPERS 4,452 4,525 4,662 4,808 265 61310 IPERS 2,574 2,105 2,964 3,057 100 61320 SOCIAL SECURITY 4,031 3,887 4,403 4,540 260 61320 SOCIAL SECURITY 5,864 5,958 6,202 6,397 265 61320 SOCIAL SECURITY 3,386 3,573 3,943 4,067 100 61410 HEALTH INSURANCE 8,041 7,446 8,175 8,748 260 61410 HEALTH INSURANCE 16,281 16,049 16,043 17,172 265 61410 HEALTH INSURANCE 5,460 4,633 6,054 6,480 100 61415 WORKMENS' COMPENSATION 50 125 192 191 260 61415 WORKMENS' COMPENSATION 69 173 269 283 265 61415 WORKMENS' COMPENSATION 44 112 172 171 100 61416 LIFE INSURANCE 60 53 109 0 . 260 61416 LIFE INSURANCE 109 106 154 167 265 61416 LIFE INSURANCE 46 36 98 106 100 61660 EMPLOYEE PHYSICALS 124 0 0 0 265 61660 EMPLOYEE PHYSICALS 154 132 0 0 61 - WAGES AND BENEFITS 229,122 230,537 246,962 255,727 100 62010 OFFICE SUPPLIES 391 579 685 685 260 62010 OFFICE SUPPLIES 698 711 946 946 100 62030 POSTAGE AND SHIPPING 167 584 676 676 260 62030 POSTAGE AND SHIPPING 744 178 935 935 265 62030 POSTAGE AND SHIPPING 662 183 0 0 100 62061 DP EQUIP. MAINT CONTRACTS 3,329 3,635 3,648 4,355 260 62061 DP EQUIP. MAINT CONTRACTS 3,329 3,635 3,648 4,355 100 62090 PRINTING & BINDING 1,208 212 1,150 1,219 260 62090 PRINTING & BINDING 78 0 1,589 1,589 100 62110 COPYING/REPRODUCTION 385 53 1,041 1,041 260 62110 COPYING/REPRODUCTION 226 203 1,438 1,438 265 62110 COPYING/REPRODUCTION 24 21 0 0 100 62130 LEGAL NOTICES & ADS 386 26 454 454 260 62130 LEGAL NOTICES & ADS 109 6,384 628 666 100 62140 PROMOTION 36 615 668 668 260 62140 PROMOTION 0 864 922 922 265 62140 PROMOTION 0 14,425 0 4,425 .100 62170 SUBSCRIPTIONS-BOOKS-MAPS 0 119 134 134 260 62170 SUBSCRIPTIONS-BOOKS-MAPS 150 194 184 195 100 62190 DUES & MEMBERSHIPS 565 460 562 917 -179- Recommended Operating Expenditure Budget by Department 60 - ECONOMIC DEVELOPMENT Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 260 62190 DUES & MEMBERSHIPS 604 509 777 1,267 100 62206 PROPERTY INSURANCE 3,882 4,451 4,605 5,023 100 62208 GENERAL LIABILITY INSURAN 910 1,100 1,163 1,124 260 62208 GENERAL LIABILITY INSURAN 344 417 440 425 100 62211 PROPERTY TAX 0 3,550 0 3,776 265 62240 MISCELLANEOUS 160,000 0 0 0 100 62310 TRAVEL-CONFERENCES 70 465 1,470 1,470 260 62310 TRAVE~CONFERENCES 506 199 530 530 100 62320 TRAVEL-CITY BUSINESS 11,340 11,406 13,238 13,238 260 62320 TRAVEL-CITY BUSINESS 762 2,167 2,597 2,597 265 62320 TRAVEL-CITY BUSINESS 0 1,118 0 0 100 62340 MILEAGE/LOCAL TRANSP 81 0 67 67 260 62340 MILEAGE/LOCAL TRANSP 0 0 92 92 100 62360 EDUCATION & TRAINING 180 200 1,284 1,971 260 62360 EDUCATION & TRAINING 0 184 1,772 2,458 100 62421 TELEPHONE 159 166 306 858 260 62421 TELEPHONE 748 807 422 439 100 62671 MISC. OPERATING SUPPLIES 696 796 853 853 260 62671 MISC. OPERATING SUPPLIES 459 138 1,178 1,178 100 62712 CONSULTING ENGINEERS 0 0 0 0 232 62712 CONSULTING ENGINEERS 0 0 0 0 210 62713 LEGAL SERVICES 6,088 565 0 0 232 62713 LEGAL SERVICES 0 0 0 0 240 62713 LEGAL SERVICES 0 5,252 0 0 242 62713 LEGAL SERVICES 0 1,967 0 0 100 62716 CONSULTANT SERVICES 0 0 5,000 5,000 210 62716 CONSULTANT SERVICES 0 595 10,000 0 242 62716 CONSULTANT SERVICES 0 595 0 0 100 62731 MISCELLANEOUS SERVICES 40 1,000 1,000 1,000 260 62731 MISCELLANEOUS SERVICES 0 0 1,000 1,000 100 62737 CONTRACT ADM SERVICE 3,480 0 0 0 260 62737 CONTRACT ADM SERVICE 2,520 0 0 0 100 62761 PAY TO OTHER AGENCY 551,151 381,782 0 0 210 62761 PAY TO OTHER AGENCY 14,418 349,147 343,055 386,013 212 62761 PAY TO OTHER AGENCY 0 15,108 15,108 16,986 230 62761 PAY TO OTHER AGENCY 19,705 15,052 20,194 24,424 240 62761 PAY TO OTHER AGENCY 290,026 342,323 413,552 497,090 242 62761 PAY TO OTHER AGENCY 0 99,778 0 0 265 62761 PAY TO OTHER AGENCY 0 0 35,000 0 240 62764 LOANS 150,000 0 0 0 62 - SUPPLIES AND SERVICES 1,230,654 1,273,916 894,011 994,499 100 71124 MICRO-COMPUTER 0 0 2,592 0 260 71124 MICRO-COMPUTER 4,369 0 2,808 0 260 71214 FILES 2,580 0 0 0 I 71 - EQUIPMENT 6,949 0 5,400 01 -180- . -.-".>...,.__.__.__.^..,---_.~._._..., Recommended Operating Expenditure Budget by Department 60 - ECONOMIC DEVELOPMENT . Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 210 74111 PRINCIPAL PAYMENT 922,167 45,455 385,050 385,833 220 74111 PRINCIPAL PAYMENT 84,085 89,206 94,639 100,402 222 74111 PRINCIPAL PAYMENT 31,947 34,820 37,951 41,364 232 74111 PRINCIPAL PAYMENT 224,575 245,480 268,323 293,296 240 74111 PRINCIPAL PAYMENT 35,000 40,000 40,000 112,436 210 74112 INTEREST PAYMENT 40,562 31,535 367,896 323,775 220 74112 INTEREST PAYMENT 44,002 38,881 33,448 27,685 222 74112 INTEREST PAYMENT 26,053 23,180 20,049 16,636 232 74112 INTEREST PAYMENT 264,710 243,806 220,962 195,989 240 74112 INTEREST PAYMENT 43,848 55,200 54,717 82,248 74" DEBT SERVICE 1,716,949 847,561 1,523,035 1,579,664 100 91100 TO GENERAL 0 43,480 3,480 3,480 210 91100 TO GENERAL 309,262 656,585 0 230,000 240 91100 TO GENERAL 0 0 255,037 250,000 242 91100 TO GENERAL 62,712 0 0 0 249 91100 TO GENERAL 521 0 0 0 260 91100 TO GENERAL 0 2,520 2,520 2,520 242 91240 TO GR DOWNTOWN T1F 0 0 0 0 240 91241 TO DOWNTOWN LOAN POOL 25,000 25,000 0 0 232 91265 TO UDAG REPAYMENTS 0 53,544 0 0 . 240 91400 TO DEBT SERVICE 0 0 115,246 389,280 240 91630 TO PARKING OPERATIONS 0 0 0 84,759 220 91710 TO SANITARY SEWER CONST 0 144,023 0 0 222 91710 TO SANITARY SEWER CONST 0 16,000 0 0 232 91740 TO WATER CONSTRUCTION 0 105,223 0 0 91 - TRANSFER TO 397,495 1,046,375 376,283 960,039 60 - ECONOMIC DEVELOPMENT TOTAL 3,581,169 3,398,389 3,045,691 3,789,929 . -181- "' :> 0; ~ rn ::l >. .... .- ;> .- .... ... < >. =:l >. .. ~ e e = 00 .... <l.l '=JI -= = =:l '=JI = .- .... ~ .. <l.l C. o .... = <l.l e .... .. ~ C. <l.l Q -= <l.l -= = <l.l e e Q ... <l.l i:::: r- Q Q N ;;.. .... 0 0 0 0 <0 <0 I'- I'- 0 g .. ;: '" :g 0 0 I'- a> 0 N '" 0 '0 '" '" '" '" 0 N '" N '" a> 0 '" E a> a> 0 0 0 0 .. .. 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" W (J) 0 0 ::> :> Q.. :> E. :> E :> E :> !:... :> ~ :> ~ :> w :> Z i= i= i= i= i= i= i= i= i= 0 ~ 0 0 0 0 0 0 0 ~ 0 u .s: <( <( <( <( <( <( <( <( W ~ '" 0 N 0 '" 0 N 0 0 0: ... 0 ~ N N '" '" 0 0 N 0 N N N N N '" I'- 0 0 0 0 0 0 0 0 0 u.. !!!.. ~ !!!.. !!!.. !!!.. .5!.. !!!.. <0 -' ~ 0 :I: ::E l- I>: '" I- 0 ~ 0 Z I- III 0 ~ I>: W Z ~ U ~ I- ::E w w " I>: III l- e III W W 0 ~ :::;; :I: -' W " li< :I: 0.. Z I>: 0: 0.. C2 I- <( E ~ 0 W :J > I'- I>: ::>1- 0 0- t::E -' ~ W a 0 <( w W ::EZ Z W ml- w Z <f u '" ::EW X " a. > u.. W u.. u.. "- "- "- 0::E a: ~ w i= " i= i= i= i=1- i= u& 0 " l- e e e "::E e "W cO ..-' "W 0 O::E Ow Ow O::E ~ Z Z Z ~o Z ZI>: z> z> z. 0 :J :J :J :J ::>1- ::>-' ::>w ::>!!, Z u.. u.. u.. u..U u.. u..1Il u..1II u..O u..1- 0 - 82- 0 w Recommended Operating Revenue Budget by Department 60 - ECONOMIC DEVELOPMENT . Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd Revenue Revenue Rev. Budget Rev. Budget 210 41110 TAXON AGRICULTURAL LAND 154 235 0 0 210 41205 TAX INCREMENT RECEIPTS 747,258 1,083,869 1,191,394 1,396,857 212 41205 TAX INCREMENT RECEIPTS 0 15,108 11,756 11,994 220 41205 TAX INCREMENT RECEIPTS 178,231 190,099 162,609 181,563 222 41205 TAX INCREMENT RECEIPTS 60,948 62,980 61,498 69,707 230 41205 TAX INCREMENT RECEIPTS 14,562 20,195 40,486 41,306 232 41205 TAX INCREMENT RECEIPTS 538,090 569,749 580,308 603,047 240 41205 TAX INCREMENT RECEIPTS 886,287 1,045,522 1,451,117 1,990,374 242 41205 TAX INCREMENT RECEIPTS 69,549 375,054 0 0 249 41205 TAX INCREMENT RECEIPTS 0 0 1,283 1,959 241 43105 INTEREST, LOANS 48,920 52,568 53,036 82,959 260 43105 INTEREST, LOANS 8,511 6,501 4,380 4,401 265 43105 INTEREST, LOANS 0 600 0 600 210 43110 INVESTMENT EARNINGS 0 8,440 0 0 212 43110 INVESTMENT EARNINGS 0 158 0 0 220 43110 INVESTMENT EARNINGS 6,845 8,191 0 0 222 43110 INVESTMENT EARNINGS 2,650 2,920 0 0 232 43110 INVESTMENT EARNINGS 3,576 6,345 0 0 241 43110 INVESTMENT EARNINGS 8,310 6,160 0 0 .242 43110 INVESTMENT EARNINGS 610 3,132 0 0 260 43110 INVESTMENT EARNINGS 0 0 0 0 265 43125 INTEREST-A.Y. UDAG 24,000 24,000 24,000 0 100 43242 RENT, FARM LAND 51,041 37,001 29,983 28,958 241 43405 PRINCIPAL, LOANS 46,870 222,978 67,697 91,338 260 43405 PRINCIPAL, LOANS 49,367 24,419 34,375 38,064 265 43405 PRINCIPAL, LOANS 4,286 1,071 0 0 260 44205 CD BLOCK GRANT 1,086,927 1,643,538 0 0 100 44315 HUD-EDI GRANT PAYMENTS 638,772 641,822 0 0 265 45751 CEBA PASS THRU 160,000 0 0 0 265 51919 DBQ INITIATIVES PAYMENT 9,000 15,000 12,000 12,000 100 53605 MISCELLANEOUS REVENUE 2 0 0 0 265 53620 REIMBURSEMENTS-GENERAL 0 1,000 0 0 240 54215 REVENUE BOND PROCEEDS 155,000 12,665 0 0 249 59100 FR GENERAL 0 524 0 0 265 59100 FR GENERAL 0 200,000 0 0 265 59101 FR DRA GAMING 0 0 200,000 100,000 265 59232 FROM KERPER TIF 0 53,544 0 0 241 59240 FR DOWNTOWN TIF 25,000 25,000 0 0 240 59242 FM ICE HARBOR T1F 0 0 0 0 100 59630 FR PARKING OPERATING 17,130 17,130 17,730 19,269 . 60 - ECONOMIC DEVELOPMENT TOTAL 4,841,895 6,577,516 3,943,652 4,674,396 -183- .... 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Ii; Cl N N N Cl N N N c: '" <l " 0 0 0 e 0 0 0 e 0 0 0 .... t;> 0 0 0 'f 0 0 =? 0 0 0 u C C 0 C u a; a; a; a; ;; a; a; a; a; <l " " " E E E . ~ C- o 0 0 C- o 0 0 C- o 0 0 0 0 0 OJ 0 0 0 OJ 0 0 0 OJ 0 0 0 :> "- "- "- "- "- "- "- "- "- > 0 0 0 > 0 0 0 a; 0 0 0 ;:: " '" '" '" " '" '" '" '" '" '" e 0 0 0 e 0 0 0 e "' "' "' u u ~ 0 0 u '" '" '" '" '" '" <l ~ ~ N N N U N N N "e "e "e 0 0 0 c: c: c: 0 0 0 u u 485- w w . . . DEPARTMENTIDIVISION: Economic Development Parking Division Tim Horsfield Parking System Supervisor RESPONSIBILITY: HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: . Implemented "Cash Card" Program for parking meter payment . Improved landscaping in surface parking lots . Began structural repair of Locust and Iowa Parking Ramps . Increased collection efforts of past-due parking fines . Installation of METERTRAX software along with purchase of handheld programming devices allowing for various reporting options on current parking meters FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007: . Continue to strive for a high level of user satisfaction along with fair and equitable enforcement of city parking codes . Work with Dubuque Main Street Ltd. and city staff to improve downtown parking utilization and availability . Parking Division accepting major credit cards . Assess policies and procedures within the Parking Division to assure maximum potential is obtained . Continue to improve appearance of municipal parking facilities and lots through a preventive maintenance program . Assess needs of expanding business in the downtown area and evaluate current ramp and lot usage to accommodate growth . Conduct usage audit of all ramps . Increase usage of automatic debit pay for all users -189- PARKING DIVISION FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change Budget Highlights Actual Adopted Amended Recom'd from Adopted Requirements Employee Expense 576,986 631,544 633,979 633,114 0.2% Supplies and Services 271,352 354,434 356,503 377 ,689 6.6% Machinery and Equipment 6.894 15.470 15.629 33.900 119.1% Subtotal 855,232 1,001,448 1,006,111 1,044,703 4.3% Economic Development Charge 17,130 17,730 17,730 19,269 8.7% City Manager/Legal/City Clerk Overhead 19,883 21,952 21,952 23,189 5.6% Payroll Overhead/Finance Parking Ticket Processing 52.642 53.896 53 896 55.403 2.8% Subtotal 944,887 1,095,026 1,099,689 1,142,564 4.3% Debt Service 979.054 1.080.691 978 235 1.112.977 3.0% Total Requirements 1,923,941 2,175,717 2,077,924 2,255,541 3.7% Resources Operating Revenue-Parking System 1,912,119 1,803,150 1,803,150 1,844,422 2.3% DRA Gaming Debt Abatement 102,456 52,159 -49.1% TIF Revenue for Debt Abatement 472,571 472,081 472,081 550,309 16.6% Payments to Depreciation (209.000\ (200.0001 (350.000\ (200.000\ 0.0% Total Resources 2,175,690 2,177,687 1,925,231 2,246,890 3.2% Net Operating Surplus(Deficit)- Parking 251,749 1,970 (152,693) (8,651) (10,621) Decision Packaae Summary 1 of 3 This decision package provides for a more extensive procedure to assist in enhancing our efforts to collect unpaid parking ticket fines. Providing the owner of the vehicle has been provided notice of delinquent fines, which are mailed bi-weekly, the unpaid ticket information will be provided to the City Attorney and appropriate paperwork completed forwarding the information to the courts. The owner is then notified to appear in court regarding the unpaid fines. If they appear, action that the court deems appropriate will be taken. If the owner fails to appear, a warrant may be issued by the Court or a judgment entered as satisfaction for the unpaid fines. A judgment would then be taken by the Clerk of Court and action by that department would include as one option placing a hold on any State of Iowa tax refund. Thus, fines would be held from that refund and submitted as payment to the City. In -190- . . . consideration of the Courts, we would begin with fine balances in excess of $ 75.00, adjusting this amount to a lower figure as workload would permit. This is an especially valuable tool as we approach a time when the State of Iowa issues new plates rather than annual validation stickers for issued plates. Related Revenue: $10,000 Parking Funds - Recurring Activity: Parking Meter Enforcement Recommend - Yes 2of3 This decision package establishes a standard rental rate for all parking facilities and parking lots. We have experienced an increase in requests for these areas as festivals, fairs and sporting events have chosen to request usage of areas. The budget impact of this decision package is minimal; however, it establishes a fair market value and a document that provides for a fair and consistent rate structure that will be included in the Parking Division public information packets and available for event planning inquiries. Some of the lots currently have fees established; this expands the establishment of fees for uses other than individual monthly rates or parking meter rates. Related Revenue: $1,000 Parking Funds - Recurring Activity: All Parking Activites Recommend - Yes 3of3 This decision package would allow for Management Team members (Parking Division Manager) to attend the Faces and Voices Diversity Conference. The benefit to the community would be to keep the City's departmenUdivision managers up-to-date on useful information on how to better serve the citizens of Dubuque. Related Cost: $95 - Parking Funds - Recurring Activity: Locust Street Ramp Recommend - Yes Sianificant Line Items Employee Expense 1. 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. Rental of Space expense of $3,500 in FY 2006 has not been budgeted in FY 2007 since the City has entered into a mutual benefit lease (no charge) with IDOT for the parking lot under the freeway. 3. Miscellaneous Services expense represents parking lots snow removal costs and has increased from $8,100 in FY 2006 to $12,400 in FY 2007 in anticipation on heavy snowfalls. 4. Property Maintenance increased from to $25,545 in FY 2006 to $26,973 in FY 2007 due to semi-annual cleaning of the tower windows on the 4th Street Ramp as well as maintenance on the other three ramps -191- 5. Equipment Maintenance Contract expense has increased from $15,636 in FY 2006 to $18,418 in FY 2007 mainly due to the Parking Ticket software (EDC-AIMS) and handhelds maintenance contract price increase. Machinery & Equipment 6. Equipment replacement items at the maintenance level include: Locust St Ramo *Copier $3,000 *Booth Chair $ 350 *Snow blowers $ 800 Iowa St Ramo *Booth Chair $ 300 *LawnmoWers $ 300 5th St Ramo *Leaf Vacuum $ 550 Parkina Lots *Signage $ 300 Street Meters *2WD small pick-up with toolbox and lift * Acetylene kit and reel $17,500 $ 800 Meter Enforcement *Parking Enforcement Vehicle $10,000 Debt Service 7. Debt issues and their debt service payments for the Parking Division include: Revenue bond debt from 1998 on the 5th Street ramp, backed by user fees with payment of $263,970 (final payment FY 2010); G.O. bond debt from 2000 on the 5th Street ramp, backed by user fees with payment of $246,539 and G.O. bond debt from 2000 on the 4th Street ramp, backed by TIF receipts with payment of $465,550. In FY 2006, a new G.O. bond issue borrowing will pay for major improvements on the Iowa and Locust ramps for $1.1 million (the bid came in lower, so only $910,000 will be borrowed). The associated debt service payment for FY 06 on the $910,000 GO Bond is estimated at $84,759 (was $102,456 on $1.1 M) was to be abated using DRA gaming revenue to be repaid in FY09 from parking revenue, but the project was delayed until the spring of FY 2006, so the first debt payment will not be until FY 2007. Debt payments for FY 07-10 will be paid from the Greater Downtown TIF. This will require a change from the past policy of requesting only 75% of increment, to requesting 100% of Greater Downtown TIF increment. When the 5111 Street ramp revenue bond is paid off in FY 2010, the parking fund will assume debt services payments on the remaining 15 years for the major ramp repair bond issue. -192- . . . In FY 2007, a new G.O bond issue borrowing of $560,000 will pay for renovation of the City Hall parking lot. This will be abated with ORA revenues for FY 07-10 ($52,159 annually) and from parking fund beginning FY 2011 when the 5'h Street ramp revenue bond is paid off. Revenue 8. Significant changes in operating budget revenue projections based on actual trends include: o Iowa St Ramp Night Gate Revenues are down $5,000 from $14,000 to $9,000, o Iowa St Ramp Top of Roof Parking Revenues are up $10,000 from $70,000 to $80,000, o Iowa St Ramp Assigned Covered Parking Revenues are up $10,000 from $150,000 to $160,000, o Locust Street Ramp Monthly Rental Revenues are up $10,000 from $185,000 to $195,000, o 4'h Street Monthly Rental Revenues are up $3,000 from $61,000 to $64,000, o Street Meter collections are projected to remain the same at $475,000. -193- 1:- .. E E " Ul E l! '" ~ a..::: .,-0 "C:N C"., , "E~ ,g .,> 0 " N C e ... ... Q. .. oE~ ~- .- c; ni o:t::~ Q. .- "LL U 'tl ., 'tl c: ., E E o u ~ w ~ a.. ~ o I- ~ ~ o N >- LL o ~ o N >- LL '" o o N >- LL co o o N >- LL .... o o N >- LL Ul C Z :J LL LL o W U II<: :J o Ul z o i= a.. ii: u Ul W C I- U W .., o II<: a.. I- a.. w c ~ i:! (l) o II<: a.. 0> 0 ~ ~ 00 0 00 0 00 0 O~~ 0 ~... .... N It) N ... 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'al .s .$ ti ~ c: Q;l ~ US "ffi ::: U5 :; c> € is c: II) ::J "(ij':g G ~:::~.9 o '- o ... N M u:i N N <Xl N .. .. .. .. .. .. .. .. .. .. "0 ~ ~ u.. ~ ~ o U c> ~ :g rn 0.. c> ~ :i?: lJ) Iii m * ':< (!) (Il c> 0. ~ ~ E !!::> co u.";:: C::CD_O .... m 0 Q) ~;: ~e u'E=u .3~m5 "C_Cf.)U iij,g ~ 0. ttl c: CD E ~O'l::(Q .2()~ll:: o o o o ... '- ~ :;: '" N o o o .0 <Xl ~ .. o o o o '- N .. '- ... '" 0; <Xl <Xl .. o o o o ... '" .. o o '" '" '" <Xl .. ]j i' -194- . . . DEPARTMENTIDIVISION: Economic Development! Parking System Parking Lots ACTIVITY: GOAL Provide for the long-term parking needs of the public in the downtown area on a self-supporting basis through the operation and maintenance of eight surfaced parking lots. DESCRIPTION This Activity includes the maintenance; collection and depositing of fees from seven metered lots and four assigned stall lots. The metered lots contain 242 metered stalls and the assigned lots have 248 total car spaces available. Four lots have been equipped with ten-hour meters at twenty-five cents per hour. The assigned stall lots are a temporary use of the land and are subject to development as part of the downtown redevelopment program. Monthly rental continues with Gerald Lazore/DBA The Redstone Inn and Suites for 14 stalls in Lot #3, Fifth and Bluff, for reserved usage. All of the lots are strategically located throughout the downtown area to accommodate needs of the driving public. SERVICE OBJECTIVES 1. To maintain and operate parking lots and equipment by: a) collecting and depositing revenue once per week from metered lots; b) billing and collecting monthly revenue from reserved and metered lots; c) painting, replacing, straightening and resetting meter posts; d) cleaning meter mechanisms annually; e) repairing and replacing vandalized or damaged meter components; f) correcting meter malfunctions daily; g) removing snow and ice accumulations; h) striping and rearranging stalls as necessary to improve efficiency and utilization; i) painting and numbering wheel stops in assigned stalls annually; j) stocking an inventory of meter parts; k) repainting meter case components; and I) replacing batteries in all meter mechanisms annually. 2. To ensure the financial viability of the total parking system in accordance with bond convents by: a) continuing to promote use of all parking lots; b) evaluating parking lot usage to consider viable programs to accommodate special parking needs and generate additional revenue; and c) reviewing meter rates annually. Meter rates for one, two, four, and twenty minute meters were increased July 1, 2004 to support the continued maintenance and improvements to the overall parking system. Economic Development/Parking System Parking Lots -195- 3. To work through the Citizens with Disabilities Parking Committee to provide adequate disabled parking in all City operated parking lots in accordance with Chapter 321 L of the Code of Iowa. 4. To provide plantings and/or fencing around municipal/ots to meet zoning site plan requirements for screening. 5. To improve parking lot surfaces by providing asphalt overlay when economically feasible. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Number of metered spaces - hourly parking 260 263 263 242 242 Number of assigned stalls - monthly 182 182 187 248 248 Number of hours per week spent collecting meters 5 5 5 5 5 Number of hours per week spent for snow removal, grass cutting, maintaining signage in lots 6 6 6 6 6 Number of hours per week spent repairing meters in lots, straightening posts, responding to citizen complaints 7 7 7 7 7 Number of hours per week spent in cleaning, rebuilding, and preventative maintenance on mechanisms 5 5 5 5 8 Number of meter complaint investigations yearly 200 191 200 200 200 Number of hours spent painting lot stall markings and meter posts annually 50 50 50 50 50 Number of hours spent annually replacing batteries 20 20 20 20 20 Economic Development/Parking System Parking Lots -196- . . . DEPARTMENTIDIVISION: Economic DevelopmenU Parking System Street Parking Meters ACTIVITY: GOAL Provide short- and long-term, on-street parking for the public in the downtown and immediate area on a self-supporting basis through the operation and maintenance of a street meter program. DESCRIPTION This Activity includes a price increase for the maintenance, collection and deposit of fees from 282 one-hour meters at fifty cents per hour; 600 two-hour meters at fifty cents per hour; 97 four-hour meters at fifty cents per hour: 501 ten-hour meters at twenty-five cents per hour; 29 twenty-minute meters at seventy-five cents per hour and 6 forty-minute meters at seventy-five cents per hour for a total of 1,515 street meters. The hourly rates are established by ordinance. The City Manager is responsible for approving meter stall time changes within the metered business district. Personnel assigned to this Activity also assist in maintaining the parking ramps. The meter collection and repair functions are located in the lower garage area of the Locust Street Parking Ramp. SERVICE OBJECTIVES 1. To maintain on-street parking meters by: a) collecting and depositing meter fees at least once a week; b) painting, replacing, straightening and resetting meter posts; c) repairing and replacing vandalized or damaged meter components; d) winterizing coin slots and key locks annually; e) cleaning meter mechanisms regularly; f) correcting meter malfunctions daily; g) stocking an inventory of meter parts; h) replacing batteries in all meter mechanisms annually; i) servicing digital mechanisms; and j) rebuilding and repainting meter cases. 2. To maintain a sufficient parts and mechanism inventory to allow immediate replacement of stolen or severely damaged meters to preclude any interruption of operation. 3. To continue the program of economically refurbishing meter cases rather than making major capital investments of complete meter case purchases. 4. To encourage public usage by maintaining all meters and providing immediate follow-up on reported problems. Economic Development/Parking System Street Parking Meters -197- 5. To ensure the financial viability of the total parking system by reviewing meter rates annually. Meter rates for one, two, four, ten hour and twenty minute meters were increased July 1, 2004 to support continued maintenance and improvements to the overall parking system. 6. To work through the Citizen with Disabilities Parking Committee to provide adequate disabled parking at street meters in accordance with Chapter 321 L of the Code of Iowa. 7. To utilize computerized metertrax equipment to analyze revenue collections and meter stall utilization. 8. To review utilization of metered stalls continually and recommending to the City Manager meter stall time changes to achieve maximum meter utilization. FY 2004 PERFORMANCE MEASURES ACTUAL FY 2005 ACTUAL FY 2006 BUDGET FY 2006 REVISED FY 2007 RECOM'D Number of: Street parking meters 1518 1518 1511 1515 1515 Ten hour meters 468 468 488 501 501 Four hour meters 71 76 76 97 97 Two hour meters 644 644 609 600 600 One hour meters 305 305 303 282 282 Twenty minute meters Forty minute meters Hours per week spent collecting from meters 30 6 29 6 29 6 29 6 29 6 11 11 11 11 11 Hours per week spent in preventative maintenance and cleaning mechanisms 15 20 20 20 20 Meter complaint investigations yearly 1662 1300 1660 1200 1200 Hours spent annually painting street stall markings and meter posts 180 180 180 180 180 Hours spent annually replacing batteries 60 60 60 80 80 Economic Development/Parking System Street Parking Meters -198- . . . DEP ARTMENT/DIVISION: Economic Development! Parking System Locust Street Parking Ramp ACTIVITY: GOAL Encourage and enhance present and future business development in the downtown area, ensure the maximum life of the facility for downtown parking needs, and provide for the short- and long-term parking needs of the public by providing off-street parking in the Locust Street Parking Ramp located at the northwest side of the central business district. DESCRIPTION This Activity provides for management of the Locust Street Parking Ramp occupying a full block bounded by Eighth, Locust, Ninth and Bluff Streets. The ramp is a precast, prestressed concrete structure with six levels of parking consisting of 440 stalls. Annual repairs are scheduled to prolong the ramp's service life. An equipment garage, maintenance shops and lunch room are located on the lower level and the Parking Division office is located on the first floor facing Bluff Street. The ramp has an entrance and an exit both on Locust and Bluff Streets. Parking rates are currently $.50 per hour with no maximum fee. There are a total of 82 daily parking spaces. Night gate exit revenues are collected through automatic equipment at a rate of $2.00 per exiting vehicle. Additionally, 61 stalls in the bay area are rented at $55.00 per month, 160 stalls are rented at $50.00 per month, and 137 stalls at the top of the ramp are rented at $38.00 per month. Downtown businesses provide free parking for their customers through the prepaid token parking program. Disabled stalls are available and marked accordingly. SERVICE OBJECTIVES 1. To maintain the physical aspects of the Locust Street Parking Ramp by: a) repairing automatic ticket dispensers, cashier registers and other equipment; b) restriping parking stall pavement markings as needed; c) keeping sidewalks free of ice, snow and debris; d) maintaining landscaping around the ramp; e) removing snow and ice from the exposed upper level; and f) ensuring the structural soundness of the facility by continuous preventative maintenance through the five-year Capital Improvement Program. 2. To obtain maximum use of the Locust Street Parking Ramp by: a) staffing the Locust Street cashier booth from 9:00 a.m. to 6:30 p.m. Monday through Friday; b) collecting and depositing daily fees from patrons; c) emptying and depositing fees from the night box; d) billing, collecting and depositing fees from monthly patrons and businesses using the facilities. Economic Development/Parking System Locust Street Parking Ramp -199- e) monitoring parking ordinance violations within the ramps f) monitoring the use of disabled stalls; g) selling prepaid tokens; h) maintaining the night gate exit equipment and collecting the $2.00 fee through automatic equipment; i) adhering to a "single pass card for one reserve stall" policy to ensure proper payment for ramp use and monitoring use of pass cards within the ramp; and j) making arrangements with individual businesses or groups for periodic rental of ramp spaces to accommodate prepaid parking. 3. To ensure the financial viability of the total parking system by reviewing the ramp fee structure annually. 4. To stimulate increased usage of the ramp by; a) working with Dubuque Main Street, Ltd., and other businesses by promoting the prepaid token parking program; and b) improving conditions in the ramp to encourage patron usage. 5. To provide sufficient disabled parking spaces as required by Chapter 321 L of the Code of Iowa. 6. To provide funding for all expenses including administrative overhead. 7. To improve office efficiency by purchasing updated equipment. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Total number of parking spaces 440 440 440 440 440 Monthly assigned spaces 358 358 358 358 358 Hourly parking spaces 82 82 82 82 82 Disabled parking stalls' 7 7 7 7 7 Daily average transactions 150 140 150 85 85 Revenue from daily receipts $51,219 $49,111 $55,000 $45,000 $45,000 Revenue from monthly receipts $155,683 $195,230 $180,000 $195,000 $195,000 Revenue from night exit gate $7,174 $11,433 $9,500 $9,500 $9,500 . Included in daily number of parking stalls Economic Development/Parking System Locust Street Parking Ramp -200- . . . DEPARTMENTIDIVISION: Economic Development! Parking System Iowa Street Parking Ramp ACTIVITY: GOAL Encourage and enhance present and future business development in the downtown area, assure the maximum life of the facility for downtown parking needs, and provide for the short and long-term parking needs of the public by providing off-street parking in the Iowa Street Parking Ramp located on the easterly side of the central business district. DESCRIPTION This Activity provides for management of the Iowa Street Parking Ramp occupying an area bounded by Eighth, Iowa and Sixth Streets and on the west by a public alley. The ramp is a poured concrete structure with three levels of parking totaling 613 stalls. The ramp has entrances on Eighth and Iowa streets and exits on Iowa and Sixth Streets. Parking rates are currently $.50 per hour with no maximum fee. There are 141 daily parking spaces. Night gate exit revenues are collected through automatic equipment at a rate of $2.00 per exiting vehicle. Additionally, 263 stalls are rented at $50.00 per month and 209 spaces are rented on the top deck at $38.00 per month. Disabled stalls are available and marked accordingly. Repairs to the surface coating and structural repairs are conducted on a 5 year maintenance plan. SERVICE OBJECTIVES 1. To maintain the physical aspects of the Iowa Street Parking Ramp by: a) repairing automatic ticket dispensers, cash registers, and other equipment; b) restriping parking stall pavement markings as needed; c) keeping sidewalks free of snow, ice and debris; d) maintaining planted areas; e) removing snow and ice from the exposed upper level; and f) assuring the structural soundness of the facility by continuous preventative maintenance through the five-year Capital Improvement Program. 2 To obtain maximum use of the Iowa Street Parking Ramp by: a) staffing the Seventh Street cashier booth from 8:15 a.m. to 6:30 p.m. Monday through Friday; b) providing special cashier hours to accommodate parkers attending selected events at the Grand Opera House; c) collecting and depositing daily fees from patrons; d) billing, collecting and depositing fees from monthly parkers and contract users; e) ticketing parking violators; f) monitoring the use of disabled stalls; g) maintaining the night gate and collecting the $2.00 fee through automatic equipment; Economic Development/Parking System Iowa Street Parking Ramp -201- h) adhering to a "anti-passback" policy to ensure proper payment for ramp use; and i) increasing the utilization of both parking ramps through innovative parking and marketing techniques to keep the system self-sustaining. 3. To ensure the financial viability of the total parking system by reviewing the ramp fee structure annually. 4. To stimulate increased usage of the ramp by: a) working with Dubuque Main Street, Ltd. and other businesses by promoting the prepaid token parking program; b) promoting the "top of the ramp" program which provides 209 assigned stalls to patrons at $38.00 per month; and c) improving conditions at the ramp to encourage patron usage. 5. To provide sufficient disabled parking spaces as required by Chapter 321 L of the Code of Iowa. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTAUL BUDGET REVISED RECOM'D Total number of parking spaces 613 613 613 613 613 Monthly assigned spaces 492 492 472 472 472 Hourly parking spaces 121 121 141 141 141 Disabled spaces' 8 8 8 8 8 Average daily transactions 200 225 225 225 225 Revenue from certificates $546 $984 $650 $650 $650 Revenue from daily receipts $61,908 $81,748 $77,000 $80,000 $85,000 Revenue from monthly assigned $149,793 $158,167 $150,000 $160,000 $160,000 Revenue from Top O'Ramp $68,657 $81,301 $70,000 $70,000 $70,000 Revenue from night exit gate $9,559 $11,775 $14,000 $9,000 $9,000 . Included in daily number of parking spaces Economic Development/Parking System Iowa Street Parking Ramp -202- . DEPARTMENT/DIVISION: Economic Development! Parking System Fifth Street Parking Ramp ACTIVITY: GOAL Encourage and enhance the present and future business development in the downtown area and provide for long-term parking needs of the public by providing off-street parking in the Fifth Street Parking Ramp. DESCRIPTION This Activity provides for management of the Fifth Street Parking Ramp occupying an area bounded by Fifth and Sixth Streets on the west side of Iowa Street. This ramp opened in January 1991, and an expansion was completed in October 2000, providing 625 monthly stalls using a gate operation. This ramp now is at 100% occupancy and can be operated as either a cashier or gate operation. This Activity is staffed by a full-time Laborer (.75 FTE) with maintenance by personnel from the Iowa and Locust Street Parking Ramps. SERVICE OBJECTIVES . 1. To maintain the physical aspects of the Fifth Street Parking Ramp by: a) maintaining the exits/entrances and other equipment; b) restriping parking stall pavement markings as needed; c) keeping sidewalks free of ice, snow and debris; d) removing snow from the exposed upper level; e) maintaining the structural soundness of the facility by continuous preventive maintenance; and f) maintaining a gate operation for twenty-four hour access to the ramp on weekends and during special events. 2. To obtain maximum use of the Fifth Street Parking Ramp by marketing, monitoring usage and adjusting operations. 3. To provide sufficient disabled parking spaces as required by Chapter 321 L of the Code of Iowa. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Number of non-assigned stalls 625 625 625 625 625 Stalls rented 680 700+ 680 680 680 + . Revenue from non-assigned 309,915 $330,180 310,000 $330,000 $332,000 Revenue from night exit gate 170 $99 0 0 0 Economic Development/Parking System Fifth Street Parking Ramp -203- DEPARTMENT/DIVISION: Economic Development! Parking System Meter Enforcement ACTIVITY: GOAL Provide effective enforcement of the Parking Ordinance as it relates to street and lot meters, two-hour zones, alley parking, and other special parking situations in or near the metered district. DESCRIPTION This Activity is staffed by five part-time Meter Checkers who monitor approximately 1,800 parking meters on a continuing basis during a nine-hour day, six days a week. The Meter Checkers also monitor an array of other parking situations in or near the metered district. SERVICE OBJECTIVES 1. To enforce the Parking Ordinance by: a) Checking each meter several times daily, Monday through Saturday; b) seeking out vehicles with five or more parking violations and impounding these vehicles; c) monitoring parking in the two-hour zones adjacent to metered areas; d) monitoring parking in downtown alleys and other areas where parking is prohibited; e) assisting police patrol units in enforcing snow removal parking restrictions; and f) monitoring parking in residential permit areas within or near the metered district. 2. To aid members of and visitors to the community by answering requests for information and direction. 3. To assist the Parking System by reporting defective meters. FY 2004 PERFORMANCE MEASURES ACTUAL FY 2005 ACTUAL FY 2006 BUDGET FY 2006 REVISED FY 2007 RECOM'D Parking tickets issued 49,978 $192,362 **50,982 50,000 45,000 45,000 $246,056 $212,000 $212,000 $212,000 Parking Ticket Fines **FY 05 Actual = 13,285 of total ($92,995) were courtesy tickets. Economic Development/Parking System Meter Enforcement -204- . . . DEPARTMENT/DIVISION: Economic Development! Parking System Fourth Street Parking Ramp ACTIVITY: GOAL Encourage and enhance the present and future business development in the downtown area and provide for long-term parking needs of the public by providing off-street parking in the Fourth Street Parking Ramp. DESCRIPTION This Activity provides for management of the Fourth Street Parking Ramp occupying an area bounded by Third and Fourth Streets on the west side of Iowa Street. This ramp opened in June 2002 and will provide a mix of short-term daily parking stalls and long-term monthly stalls using an .automatic gate operation. This Activity is staffed by a part-time laborer (.50 FTE) and part-time cashiers. Cashiers are on duty only for events. Night gate revenues are collected through automatic equipment at a rate of $2.00 per exiting vehicle or a prepay for events at high activity times. SERVICE OBJECTIVES 1. To maintain the physical aspects of the Fourth Street Parking Ramp by: a) repairing automatic ticket dispensers and other equipment; b) restriping parking stall pavement markings annually; c) keeping sidewalks free of ice, snow, and debris; d) maintaining planted areas around the ramp; e) maintaining stair towers and pedestrian area; f) removing snow and ice from the exposed upper level; g) maintaining the structural soundness of the facility by continuous preventive maintenance through the five-year Capital Improvement Program; and h) maintaining a gate operation for twenty-four hour access to the ramp. 2. To obtain maximum use of the Fourth Street Parking Ramp by: a) staffing the cashier booth for large events in the area and other times operated by "self-pay" at exits; b) collecting and depositing daily fees from patrons; c) emptying and depositing fees from the night box; d) billing, collecting and depositing fees from monthly parkers and businesses renting the ramp for specific days on a contract basis; e) ticketing parking violators; f) monitoring the use of disabled stalls; g) selling prepaid tokens; h) maintaining the night gate and collecting the $2.00 fee through automatic equipment; and Economic Development/Parking System Fourth Street Parking Ramp -205- i) working with the Five Flags Civic Center, the Iowa Welcome Center and Mississippi River Discovery Center to meet patron parking demand for special events. 3. To provide sufficient disabled parking spaces as required by Chapter 321 L of the Code of Iowa. 4. To ensure the financial viability of the total parking system by reviewing the ramp fee structure annually. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Number of non-assigned stalls 320 320 320 320 320 Stalls rented 160 157 160 160 165 Revenue from non-assigned $68,341 $62,583 $68,000 $64,000 $64,000 Hourly parking spaces 100 100 100 100 100 Daily average transactions 0 0 N/A Revenue from daily receipts $1,756 $3,390 0 0 0 Revenue from night gate $23,088 $28,906 $23,000 $25,000 $23,000 Economic Development/Parking System Fourth Street Parking Ramp -206- Recommended Operating Expenditure Budget by Department 46 - PARKING DIVISION . Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 630 61010 FULL-TIME EMPLOYEES 359,350 321,703 311,702 322,977 630 61020 PART-TIME EMPLOYEES 70,007 91,075 146,551 139,812 630 61030 SEASONAL EMPLOYEES 20 0 0 0 630 61050 OVERTIME PAY 2,176 4,423 17,733 13,264 630 61071 HOLIDAY PAY-OVERTIME 546 550 0 0 630 61092 VACATION PAYOFF 0 1,643 0 0 630 61310 IPERS 24,845 24,021 27,368 27,373 630 61320 SOCIAL SECURITY 32,925 31,966 36,414 36,418 630 61410 HEALTH INSURANCE 104,740 89,681 80,718 86,400 630 61415 WORKMENS' COMPENSATION 1,676 4,121 6,104 5,669 630 61416 LIFE INSURANCE 557 477 904 951 100 61417 UNEMPLOYMENT INSURANCE 0 0 0 0 630 61417 UNEMPLOYMENT INSURANCE 0 6,794 0 0 630 61620 UNIFORM ALLOWANCE 1,081 1,158 3,500 3,500 630 61660 EMPLOYEE PHYSICALS 263 532 450 250 630 61665 OTHER MEDICAL COSTS 0 0 100 0 I 61 . WAGES AND BENEFITS 598,187 578,144 631,544 636,6141 630 62010 OFFICE SUPPLIES 1,182 1,131 1,800 2,050 630 62011 UNIFORM PURCHASES 766 1,496 2,435 3,100 . 630 62030 POSTAGE AND SHIPPING 2,132 2,443 11,641 11,808 630 62060 OlE MAl NT CONTRACTS 0 0 100 0 630 62061 DP EQUIP. MAINT CONTRACTS 265 156 190 2,099 630 62090 PRINTING & BINDING 5,776 10,885 11,880 11,025 630 62110 COPYING/REPRODUCTION 0 0 100 100 630 62130 LEGAL NOTICES & ADS 650 473 950 950 630 62140 PROMOTION 738 692 850 850 630 62190 DUES & MEMBERSHIPS 515 515 650 650 630 62206 PROPERTY INSURANCE 21,826 25,034 25,898 28,253 630 62207 BOILER INSURANCE 363 310 310 321 630 62208 GENERAL LIABILITY INSURAN 9,859 9,652 9,634 7,897 630 62211 PROPERTY TAX 0 426 0 476 630 62310 TRAVEL-CONFERENCES 1,281 1,287 2,000 2,500 630 62320 TRAVEL-CITY BUSINESS 92 238 300 400 630 62360 EDUCATION & TRAINING 45 27 600 695 630 62411 UTILITY EXP-ELECTRICITY 64,557 72,264 78,385 82,198 630 62412 UTILITY EXP-GAS 2,821 3,355 3,190 4,026 630 62415 UTILITY EXPENSE STORMWATR 0 0 916 971 630 62416 UTILITY EXP-WATER 724 569 950 1,013 630 62418 UTILITY EXP-REFUSE 737 916 800 971 630 62421 TELEPHONE 10,877 10,729 13,765 15,511 630 62431 PROPERTY MAINTENANCE 12,846 6,101 25,545 26,973 630 62434 HVAC MAINTENANCE 481 0 1,100 1,100 .630 62435 ELEVATOR MAINTENANCE 12,090 12,607 14,850 15,355 630 62436 RENTAL OF SPACE 2,957 1,478 3,500 0 630 62511 FUEL, MOTOR VEHICLE 2,145 2,722 3,438 4,383 -207- Recommended Operating Expenditure Budget by Department 46 - PARKING DIVISION Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 630 62521 MOTOR VEHICLE MAINT. (1,843) 1,598 5,290 5,870 630 62528 MOTOR VEH. MAl NT. OUTSOUR 3,884 308 0 0 630 62611 MACH/EQUIP MAINTENANCE 5,920 11,669 10,841 11,387 630 62614 EQUIP MAl NT CONTRACT 2,744 14,286 15,636 18,418 630 62615 MACH/EQUIP MAl NT. OUTSOUR 67 250 300 300 630 62636 DE-ICING PRODUCTS 11,890 6,800 12,400 11,900 630 62660 DATA PROCESSING 0 0 1,822 1,963 630 62665 FALSE ALARM CHARGES 0 180 70 70 630 62669 PROGRAMMING 0 0 9,996 10,779 630 62671 MISC. OPERATING SUPPLIES 16,257 18,937 31,402 33,127 630 62699 CASH SHORT AND OVER (9) (52) 0 0 630 62725 BILL COLLECTION SERVICES 59 0 500 0 630 62726 AUDIT SERVICES 2,700 3,000 2,800 2,900 630 62731 MISCELLANEOUS SERVICES 5,503 12,013 8,400 12,700 630 62747 MACH/EQUIPMENT RENTAL 0 0 100 100 630 62761 PAY TO OTHER AGENCY 20,000 20,000 20,000 20,000 630 62820 STREET DIVISION SERVICES 0 0 100 0 630 62832 SERVICE FROM PARK DEPT 17,481 15,700 19,000 19,000 62 - SUPPLIES AND SERVICES 240,378 270,194 354,434 374,189 630 63314 PAYROLL OVERHEAD 1,765 1,630 1,389 1,352 63 - ADMIN/OVERHEAD/STORES GAR 1,765 1,630 1,389 1,352 630 71110 MISC. OFFICE EQUIPMENT 0 0 300 0 630 71116 COPIER MACHINE 0 0 0 3,000 630 71119 FAX MACHINE 1,095 0 0 0 630 71123 SOFTWARE 0 0 6,620 0 630 71211 DESKS/CHAIRS 1,525 0 300 650 630 71214 FILES 244 0 0 0 630 71215 STORAGE CABINETS 0 0 1,500 0 630 71227 SIGNAGE 0 0 250 300 630 71312 VAN/PICKUPIWAG REPL 0 0 0 17,500 630 71326 3 WHEEL VEHICLE 10,060 0 0 0 630 71410 SHOP EQUIPMENT 90 650 500 1,350 630 71611 MOWING EQUIPMENT 0 0 0 300 630 71616 SNOW BLOWER 0 6,244 0 800 630 72410 PAGER/RADIO EQUIPMENT 0 0 6,000 0 71 - EQUIPMENT 13,014 6,894 15,470 23,900 630 73410 EQUIP ACQUISITION 0 0 0 10,000 I 73 - CIP EXPENDITURES 0 0 0 10,0001 240 74111 PRINCIPAL PAYMENT 201,128 215,000 225,000 230,000 630 74111 PRINCIPAL PAYMENT 285,000 300,000 337,456 405,000 240 74112 INTEREST PAYMENT 268,092 258,100 247,081 235,550 630 74112 INTEREST PAYMENT 219,824 205,954 271,154 242,427 74 - DEBT SERVICE 974,043 979,054 1,080,691 1,112,977 630 91100 TO GENERAL 77,516 88,025 92,189 96,509 -208- Recommended Operating Expenditure Budget by Department 46 - PARKING DIVISION . Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 630 91730 TO PARKING CONSTRUCTION 147,200 209,000 200,000 200,000 91 - TRANSFER TO 224,716 297,025 292,189 296,509 46. PARKING DIVISION TOTAL 2,052,103 2,132,941 2,375,717 2,455,541 . . -209- " ::> 3 ~ m :> >. .... ... ~ ... .... <J < >. ~ C o:l e e := ~ .... ... I:lI 'l:l := ~ I:lI := ... .... o:l .. ... Cl. o .... := ... e .... .. o:l Cl. ... ~ 'l:l ... 'l:l := ... e e Q <J ... ~ r--- C> C> "" ;;.. .... 'c E E- o " u '" ,," '" ::> III ... o o N LD l() N 0 u:; ~ ~ lD g ~ ~ ~ ~ "<t M en 0 Cl) Q) 00 0 o Cl'l C"l. .... o:iC'"i....C'i ... ... " " o.Qj 0",_ ~-g ",Ill o o N .. " ::> ~ U ~ <[ '" ~ gw N c<') O'l 0 0 '" '" '"' ,... to <0. a::i 0 .... '"' '" ~ .. " ::>~ U~ < " ...0. o ~ oW N "<t to-. lO m co N CD N ex) N I'-: N OM..... N ... "' " .a~ :c& ~" [1; ~O w '" << <.') 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'" ... a; ... <D on n ~ <D '" '" '" - "'- <( " - ",c. g~ '" - '" '" '" 0 0 "' - '" '" <D <D :; ;; <D '" 0 "'- ~ " oj ai ... 0 '" ...: -" <D " '" ~ ;!: N U <= "'- <( " - ",c. g.ri N - U) ~ W ~ U) () .;! >- :> 0 u: >- '6 '" '" U) Z W W W <=" Z W ,,- U) '" ::; c." w 0 OJ ~O <D >- W W 0 Z >- is () <( '" Z U) Z z a U) <( w w w u. '" U) :J ::; 0- Z W W 0- X W >- CD 0- S W 0- '" W <( OJ a 0- ::; ;= u w I-- U) w >- CD ::1 w z ::; " w CD () '" '" z 0: a " u. '" ,.: z <( ~" U) W 0- ci '" ci >- w - - 'Oi= a >- a z <( u. w u. 0 ..J ::; ..J iii i" CD <( >- :;: 12 z a B " >- ~ '" ~ Cl <( z - :> 0- :> "' ;:: ;:: '" l> () () <( ~ <( <( "- 0 ci U '" <( '" 0 <D U. - '" ..J i" 0 >- >- z w ::0 ;: >- '" " " Cl <( E " z z "- 1:::2 " "'z w ,,>- ",z c c. <(0 "'0 " ~i= c "-;:: c~ c~ zw zW ::l"- ::l"- ..0 u.0 -211- Recommended Operating Revenue Budget by Department 46 - PARKING DIVISION Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd Revenue Revenue Rev. Budget Rev. Budget 630 43110 INVESTMENT EARNINGS 23,684 29,038 0 0 630 51305 DAILY FEES 114,883 133,960 130,000 130,000 630 51310 MONTHLY RENTAL 533,939 587,896 578,200 591,375 630 51315 NIGHT GATE 39,991 52,215 46,500 41,500 630 51320 TOP OF RAMP 68,657 81,302 70,000 80,000 630 51325 LOCUST ST-CERT. SALES 1,102 1,655 1,000 1,000 630 51330 RAMP ASSIGNED 149,793 158,168 150,000 160,125 630 51335 RAMP CFT SAL 546 985 650 650 630 51345 STREET METER COLLECTIONS 419,622 470,032 475,000 475,000 630 51350 STREET METER PERMITS 11.952 11,050 11,000 11,000 630 51355 STREET PARKNG PERMIT 1,508 2,535 2,000 2,500 630 51360 LOT METER COLLECTIONS 61,513 65,572 60,000 60,000 630 51365 METER HOOD RENTALS 14,910 14,828 8,500 8,625 630 51366 METER CASH CARD PURCHASES 0 0 0 200 630 51367 METER CASH CARD REPLENISH 0 0 0 1,500 630 51370 REDSTONE PARKING CONTRACT 4,992 4,992 4,608 4,600 630 51375 LOT 1 RENTAL 8,275 8,802 9,720 10,125 630 51380 LOT 2 RENTAL 9,211 8,994 9,720 9,845 630 51395 PEDESTRIANWAY LOT 28,736 30,739 31,752 31,752 630 51398 LOT RENTAL 4TH & CENTRAL 2,304 2,178 2,500 2,625 630 53401 AGED PARKING FINES 342 31 0 0 630 53402 PARKING TICKET FINES 190,020 246,025 212,000 222.000 630 53605 MISCELLANEOUS REVENUE 10 20 0 0 630 53615 DAMAGE CLAIMS 3,865 885 0 0 630 53620 REIMBURSEMENTS-GENERAL 0 216 0 0 630 59101 FR DRA GAMING 0 0 102,456 52,159 630 59240 FR DOWNTOWN TIF 0 0 0 84,759 46 - PARKING DIVISION TOTAL 1,689,856 1,912,119 1,905,606 1,981,340 -212- . 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DEP ARTMENT/DIVISION: RESPONSIBILITY: Transit Division Mark Munson, Transit Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: On May 26, 2004, a ribbon cutting ceremony in front of the Grand River Center introduced the trolley service that supported 18 special event services over the summer including the Grand Excursion, the Presidential Visit, Taste of Dubuque and the fall boarding schedules of the Delta and Mississippi Queen. The looped-shuttle service continued throughout FY 2005 with trolleys serving the America's River Festival, various conferences and visitors arriving in Dubuque on the Mississippi and Delta Queen. On March 19, 2004, East Central Intergovernmental Association (ECIA) completed a study to improve transit services for persons with disabilities funded under a grant received from Community Transportation Association of America. The study focused on the transit needs along the urban fringe areas of the City of Dubuque and all of Dubuque County and concluded with the following recommendations for the area public and private transportation providers: Phase I . Establish pickup/drop-off points between KeyLine Transit, the Region 8 Regional Transit. Authority (RTA) and possibly local cab companies on the edge of Dubuque's city limits. . Develop a KeyLine Transit "One-Day" pass for RTA riders. . Coordinate route and schedules between transit service providers to enhance travel time reductions, costs and wait times. . Explore and initiate future marketing strategies for RT A. . Establish a "Pilot" Citizen Volunteer/Liason Program/Operations Input Committee for Dubuque County . Consider KeyLine Transit and RT A joint driver-training programs to enhance services to persons with disabilities. . Investigate possibility of developing a joint equipment and maintenance program between KeyLine Transit and RTA to reduce costs and vehicle down time and increase safety and dependability of equipment. Phase II . Develop potential KeyLine Transit route deviation options intended to reduce fixed route times and costs for both KeyLine and RT A riders. . Research electronic bus pass technology for easier fare payments and rider safety. . Create website scheduling for medical providers to aid in RT A route structuring. . Research website scheduling and route information systems to aid users of KeyLine and RTA services. . Research and develop an integrated on demand response service incorporating RT A, KeyLine Transit and local cab transportation services. . Create a tiered fare rate system between all transit providers. -219- Two transit groups (TAG) were formed to develop strategies to create evening and weekend transportation to persons with disabilities in the City and contract services provided by RT A in Dubuque County. The AOK Yellow Cab Company has purchased used buses from Keyline and is developing an agreement with the City to provide evening and weekend transportation for persons with disabilities under a federal job access reverse commute grant. The two TAG committees continue to meet quarterly to monitor implementation of the study's recommendations. The meetings are facilitated by ECIA staff. In September of 2004 the Human Rights Department completed a review of KeyLine's ADA paratransit service. In FY 2005, the Transit Division implemented procedure to achieve the following recommendation from the ADA Review: . Adopt stricter eligibility determinations that to be ADA paratransit eligible a person must be unable to use the fixed route service. . Establish a time limit on eligibility and require recertification/particularly for applicants who indicate the nature of their disability is temporary. . Utilize a comprehensive computer routing system to improve efficiency. . Increase number of buses available to the partransit service. . Expand subscription ridership. . Monitor answering machine and send passengers information on what information a voice message needs to contain. . Log all phone calls to track ride denials. FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007: The Transit Division will review the performance of the looped trolley shuttle service and make adjustments wherever necessary in schedules and routes for the 2006-2007 season of the new service. Passenger boarding structures will be procured through an RFP over the winter and will be installed in the Spring of 2005. The recommendations developed from the study conducted under the grant from the Community Transportation Association of America in 2004 will continue to be developed and implemented with a particular emphasis on coordination with the local cab services and implementation of technology to aid the users of KeyLine services. -220- . TRANSIT DIVISION FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change Budget Highlights Actual Adopted Amended Recom'd from Adopted Employee Expense 1,194,194 1,240,494 1,240,494 1,440,890 16.2% Supplies and Services 822,037 604,224 643,784 705,109 16.7% Machinery and Equipment 1573 4101 4.101 Q 0.0% Total 2,017,804 1,848,819 1,888,379 2,145,999 16.1% Resources FT A Operating 556,822 583,429 583,429 583,287 0.0% FT A Capital Maintenance Grant 0 0 23,181 0 0.0% State Operating 169,273 211,000 211,000 212,602 0.8% Advertising Fees 12,773 13,000 13,000 12,880 -0.9% Mini Bus Passenger Fares 50,058 61,000 62,062 74,000 . 21.3% East Dbq Passenger Fares 1,356 620 620 620 0.0% Contract Transit Services 153,632 147,523 165,264 205,354 39.2% Fixed Route Passenger Fares 107,788 102,112 102,112 117,872 15.4% Trolley Fares 2,928 10,092 10,092 8,000 -20.7% State TravellTraining Reimb 4,296 3,500 3,500 2,000 -42.9% Damage Claims/Miscellaneous 32,860 6,000 6,000 6,000 0.0% Greyhound Passenger Fares 52.160 Q Q Q 0.0% . Totai Resources 1,143,946 1,138,276 1,180,260 1,222,615 7.4% Transit Levy/Cash Baiance 635,842 710,543 708,119 923,384 General Fund Transfer In 238.016 Q Q Q Property Tax Support 873,858 710,543 708,119 923,384 212,841 Percent Increase (Decrease) 30.0% Decision Packaae Summary 1 of 1 This decision package would allow for Management Team members (Transit Division 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: Administration Recommend - Yes . -221- Sianificant 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 personnel complement reflects an increase of 8.40 FTE in part-time Mini Bus Drivers and .81 FTE increase in the Transit Dispatcher personnel. This increase is due to attrition of Project Concern drivers replaced with City of Dubuque employees (higher wage) under a Driver Services Agreement for Mini Bus and Contract Services. The Project Concern related contract expense was previously shown under the Pay to Other Agency expense, which has been eliminated in FY 2007 ($101,840). Mini Bus serves ADA eligible riders and anyone 65 or older and the service is set at a rate of $1.00 per pick up. This service is labor intensive. It is anticipated that the FY 2007 personnel cost for this service will go up $238,960 (includes 3% increase in hours) over the FY 2006 budget. FY 2006 is expected to be over budget by approximately $85,900 if we continue to operate at this level of service. 3. The personnel complement also reflects an increase of .15 FTE for the part-time Service Worker directly related to increased maintenance on Keyline & Mini buses. Supplies & Services 4. Diesel Fuel costs have increased from $99,310 in FY 2006 to $230,321 in FY 2007. This is calculated by taking the FY 2005 actual of $164,815 plus an increase of 40% based on market price. It is anticipated that FY 2006 will need to be amended by approximately $96,000 more based on actual usage and cost year to date. 5. Electrical and gas expense reflects the fiscal guideline adjustment of 13% and 20% over FY 2005 actual expense. This results in a total increase of $5,793. 6. Motor Vehicle Maintenance expense is going from $178,948 in FY 2006 to $285,531 in FY 2007 based on FY 2005 actual of $259,425 plus 5% due to an increase in the City Garage rate. It is anticipated that the FY 2006 amount is understated and will need to be amended. Machinery & Equipment 7. Equipment replacements in FY 2006 include shop equipment of $4,101, and none are anticipated in FY 2007. Revenue 8. Revenue projections include a small decrease in federal operating assistance (-$142), and increased state operating assistance (+$1,602). 9. Greyhound bus revenue from the contract for depot ticketing service will no longer be offered in FY 2006 and FY 2007. 10. Trolley fares have been decreased from the original budget of $78,000 to $10,092 in FY 2006 to $8,000 in FY 2007. The original Trolley budget and service levels were based on discussions -222- . conducted within the 4th Street Peninsula Workgroup. The service was set up as an Improvement Level Decision Package and was to be self-supporting, based on fares of $78,000. In FY 2004 the service only operated approximately one month (May28th to June 30th). The hours of service in FY 2005 were budgeted based on estimates provided by URS Corp. from the Transit Alternatives Analysis conducted in FY 2004, recommending the service operate at shorter headways using two buses in service with 7 day a week service during the summer peak months and weekend service throughout the winter. Fares were incorrectly left at the $78,000 estimate even though the service level was reduced from the URS recommendation. After the budget was created for FY 2005 using the URS recommendations, the 4th Street Peninsula workgroup recommended reduced hours from 3,466 to 1,334 for the first year of service, requiring only one bus in service and operating from Memorial Weekend to October 30th. This is the service level for FY 2006 and FY 2007. . . -223- TI-IE CITY Or MEMORANDUM ~<k-~ January 6, 2006 TO: Michael Van Milligen, City Manager ~ FROM: David J. Heiar, Economic Development DirectorCl~\' . SUBJECT: Transit Funding Issues INTRODUCTION The purpose of this memo is to make you aware of some of the current issues within the City's Transit Division and to review options available to remedy these issues. BACKGROUND ADA Paratransit (mini-bus) service is required of communities that provide transit services. The Paratransit service is intended as a backup service provided only to these individuals who cannot use conventional fixed route transit. Providing this ADA service has provided real financial challenges for cities throughout the United States (see attached article from Sept/Oct 2003 issue of Mass Transit). In August 2004, the Dubuque Human Rights Department completed a review of the Keyline Paratransit System to address capacity constraints. This report made several recommendations, which included; . Adopt stricter eligibility determinations, that to be ADA Paratransit eligible a person must be unable to use the fixed route system. . Establish a time limit on eligibility and require periodic recertification, particularly for applicants who indicate the nature of their disability is temporary. . Utilized a comprehensive computer routing system to improve efficiency. In September 2004, following a public hearing, the Transit Board recommended that the City implement the above noted recommendations, and increase the Paratransit fare from $1.00 to $1.50 per ride. In January 2005, the City Council rejected the fare increase and sent the issue back for further study. In March, the Council agreed with the Transit Board's revised recommendation which was to increase productivity through the use of a computer aided dispatch. 1 -224- . . . As of December 2005, the City is still unable to utilize the Route Match computer software. A conference call with representatives of the software company was made in early December. We have been assured that the problems will be corrected. I will continue to closely monitor this process until we are able to utilize this software program. In the spring of 2005, the Transit Department did require riders to submit an application for service to certify that the rider is ADA eligible. The file indicates that only one applicant was denied service. The applicant was denied because he was not a Dubuque resident. The level of scrutiny of these applications was less than desirable. The current City policy is to certify all users over age 65 as ADA eligible for the mini- bus, this is not a federal requirement. The Paratransit (mini-bus) service continues to expend well beyond the financial resources budgeted for this ADA required service. In FY 2004 the City had to find an additional $150,000 to accommodate the growing Paratransit budget. At the end of FY 2005, the City needed another $238,000 from the general fund to balance the transit budget. At the current rate of spending, the City will need another $229,000 to keep the transit department operating in FY 2006. The demand for this service continues to escalate rapidly. In January of 2005, prior to recertification, there were approximately 800 users listed on the Paratransit database. In December of 2005, the list had grown to 992. This does not include the names of nursing home residents who are given automatic eligibility for this service. This represents a 25% growth in the user base in less than a 12 month period. The greatest portion of the increased cost for this service is due to the additional employees hired by the City in an attempt to accommodate the growing demand for mini bus rides. Projected wages and benefits for FY 2006 are $542,829, up from the FY 2005 actual expenditure of $274,916. This is a 97% increase in wages and benefits. In addition, the higher cost of diesel fuel and increased equipment maintenance costs have added to the financial concerns of providing this service. Unfortunately, the statistics taken from the driver's daily logs do not substantiate the perceived growth of this service. Ridership from 2004 to 2005 increased by approximately 400 rides. This is less than 11,% increase in ridership. In mid November of 2005, the chief dispatcher did a one day comparison between the number of rides dispatched, and the number of rides recorded by the drivers. There was a 53 ride discrepancy (shortage). A memo was immediately sent to the drivers to stress the importance of the numbers they report on their daily sheets. A follow up comparison indicates that the report forms are being completed more accurately, but still less than thorough. I am scheduling meetings with our drivers to review the reporting requirements. The following chart shows actual numbers for 2004 and 2005. Projected numbers for 2006 (current year) and 2007. The first two columns reflect the entire Transit Division. The last 4 columns are only for the Paratransit service. 2 -225- Transit Transit Driver Wages & FYE Division Property Tax Rides Miles Exoenditures Support Hours Benefits 2004 $1,968,608 $663,259 21,954 $343,954 95,232 252,069 2005 $2,017,804 $873,858 26,361 $274,916 95,635 265,644 2006 $2,097,826 $937,382 28,976 $542,829 99,460 279,989 2007 $2,308,904 $1,149,289 32,645 $695,938 101,315 306,845 Based on the available numbers, the cost per ride has gone from $4.50 in 2003 to $6.62 (the average for 2004 and 2005), and is projected at $9.59 for our current fiscal year. ALTERNATIVES After several meetings with Transit staff members, I offer the following list of potential options to help address some of the current Transit issues. 1) Review Eligibility of Current Ridership. a. Update ADA Application Form/Establish formal review process and committee, including a medical review. b. Require riders (approx. 110) who did not submit an application in spring of 2005 to do so or be removed from the list in 30 days. c. Require the 290 nursing home residents to submit individual applications rather than approving the entire institution. d. In November of 2006, begin recertification of all eligible riders. Those who do not complete process will be removed from list as of January 1, 2007. Estimate that Option 1 (a-d) could reduce eligible ridership by 20%, thus providing a savings of $140,000. e. Eliminate age-only qualification which says those over age 65 are eligible to use mini-bus service whether or not they are ADA qualified (or charge for actual cost of service). $188,000 estimated savings. 2) Review Contracts for Mini-Bus Service to ARC, Sunnycrest and Mt. Saint Francis. The cost per ride was established in spring of 2003 and has never been increased (in fact, the cost for ARC was decreased). If the actual cost per ride is collected, revenue should increase by approximately $70,000. 3) Develop Better Process for Bus Repairs/Maintenance. Some of the current problems with the newer mini-buses should be covered by warranties. We have asked the Iowa Department of Transportation (lOOT) to 3 -226- e e e help with the warranty coverage. Much of the repair work will need to be completed by local service providers due to staff shortages at the City Garage. Estimated savings of $1 0,000. It should also be noted that it is difficult to keep pace with the repair and maintenance work on City buses. Several years ago, there were two full time mechanics in the Transit Division. When the City decided to move this function to the new City Operations and Maintenance Facility one of those positions was eliminated. Since the repair and maintenance work would be done in one location, it was envisioned that the pool of mechanics could assist with Transit repairs and maintenance as needed. Since that decision was made, circumstances have changed. At that time the Paratransit service was a contracted service. Mini-bus maintenance was also outsourced. Now the City provides the Paratransit service and has added 15 mini buses to our fleet. Currently the mechanic staffing level at the City shop is two positions short (one due to health, one to a vacancy). Therefore, there are times when it is necessary for Transit (particularly the mini buses) to again be outsourced. It is necessary to reassess the need for an additional mechanic, given that the fleet size has more than doubled (from 12 to 27). The FY 2007 budget includes a recommendation to add a part-time mechanic. 4) Fare Increase for Over 65 Increase fees for riders who currently qualify for the service due to age (65), not because they meet ADA standards. Increase the fee from $1.00 to $2.00. This will generate an additional $16,000. 5) Develop a Policy for No-Shows and Late Cancellations. Charge a fee when the rider is a no-show or cancels ride less than an hour prior to pick-up. It is not uncommon to have 50 no-shows on any given day. This equates to over 10,000 no-shows per year. If the rider was charged for the cost of the ride ($9.00), it would discourage this abuse and reduce operating costs. Estimated savings or additional revenue of $90,000. 6) Modify Mini-Bus Utilization. a. Schedule certain days (and times) to pick up riders at a facility for specific destinations (e.g., medical clinics). As clients get accustomed to this schedule, it will reduce the number of duplicate trips to the same destination. Estimated annual savings of $5,000. b. Reserve a certain number of mini-buses for serving only those who meet the ADA guidelines. The balance of the mini-buses can then 4 -227- provide service to others (i.e., age qualified riders) as available. This would help assure that the City is complying with federal ADA requirements. Estimated annual savings of $15,000 (depending on how flexible the City is with ADA eligibility). c. Develop a mini-bus feeder system to deliver riders to fixed route transfer stations. This would assist riders with easier access to fixed route systems while minimizing the number of miles, and hours, required of the mini-buses. Staff is not sure this will actually reduce costs. d. Restrict mini-bus service to an area within 3/4 mile of the fixed route service as is required by ADA. This option would only reduce the service area minimally, and probably would not reduce the cost of operation. 7) Increase Property Tax Subsidy. 8) Eliminate Another City Service. Eliminate another City Service and use these funds to continue Paratransit Service at the current level. 9) Eliminate Service to Age Only Qualified Riders Eliminate service to those who are only age eligible (over 65). This represents 27% of our service, and would reduce costs by about $188,000. 10) Increase Mini-Bus Fees. Develop a two-tier rate structure as previously recommended by Transit Board. A lower rate would be charged to persons who meet the ADA guidelines. A higher (yet subsidized) rate would apply to other riders with disabilities or riders who are at least age 65 or older. If each rider paid $0.50 more per ride, the City would collect approximately $26,800 more per year. 11) Fare Increase for Over 65 (2nd Option) Increase fares for age only riders from $1.00 to $3.00. This is still less than the current cost of $9.58 per ride, and would generate approximately $32,000 of annual revenue. 5 -228- . . . 12) Modify Fixed Bus Routes. a. Reduce or eliminate Saturday hours. Saturday ridership is less than half of weekday ridership. Currently, we provide service from 8 am to 6 pm. If we eliminate Saturday hours, the City would save approximately $45,000/year on the fixed route. If the fixed route hours are reduced, we can also reduce the mini-bus hours of operation on Saturday (per ADA minimum standards). If we eliminate Saturday mini-bus service, the City would reduce operating costs by another $30,000/year. b. Increase accessibility on fixed route system by providing more service locations and shorter durations between stops. Hopefully, this option would reduce the current reliance on the mini-bus service. The increased costs in the fixed route would be offset by the anticipated reduced costs for the mini-bus service. This option should only be considered with the tightest of controls on who is allowed to use the min-bus. c. Reduce fixed route service. Any cost savings would be based on the type of service reductions in the fixed route. 13) Discretionary Federal Funds. Use discretionary federal funds to cover bus maintenance costs. In the past, these funds have been reserved for capital purchases (bus replacement). Approximately $60,000 could be transferred for this purpose; however, this would reduce funding available for future bus replacement. 14) Implement Efficiency Plan. Implement an efficiency plan which would include utilizing route match software, GPS locating equipment, improved record keeping, weekly driver performance reviews and improved internal controls. These improvements should reduce costs and increase productivity, but it is difficult to place an actual dollar value on these improvements. 15) Contract for Transit Services with a Regional Transit Agency. ECIA recently took control of the RTA for Dubuque, Jackson and Delaware Counties. Although there may be some cost savings associated with a regional approach, the timing is not workable. This may be an option to reconsider in 2 or 3 years after ECIA has had an opportunity to stabilize the RTA program. RECOMMENDATIONS In an effort to eliminate the potential transit deficit, I recommend the following alternatives be implemented. 6 -229- 1. Review eligibility of current ridership. As stated in the enclosed Mass Transit Magazine article, 'Tightening eligibility Requirements is a powerful tool in easing capacity constraints. Paratransit is so expensive to provide, this gatekeeper function is extremely important in controlling costs." ADA Paratransit is intended as a back up service provided only to those who cannot use conventional fixed route transit. When this recertification process was implemented in early 2005, it was the intent of the Transit Board that ridership would be reduced thereby providing additional capacity for those who truly need this service. Instead, since the process was initiated, the City's eligible list increased from about 800 individuals to nearly 1000. Only one applicant (who was not a resident of the city) was denied. Both Davenport and Iowa City have implemented application processes that could be used as models for the City of Dubuque. Although this will be a time consuming and somewhat expensive process, I estimate the City will reduce the eligible list by at least 20% thus providing an annual savings of $80,000-$140,000. Since the process will not be fully implemented until January 2007, we will project one half year's savings of $40,000. 2. Review mini-bus contracts. The price for this service should reflect the cost of the service. When the first contract was initiated in 2003, the price per ride was $4.50. The cost of a ride in 2006 is estimated at $9.59. This change should generate approximately $50,000-$70,000 of additional revenue, or reduce the need for some system capacity by reducing ridership. 3. Develop a better process for bus repairs/maintenance. Contacts have already been made with the dealers and with the Iowa Department of Transportation to make sure that warranty repairs are covered by the warranty. In some situations we will be requesting a refund for warranty work that was previously completed by others. This should save an estimated $10,000. 4. Increase Fees. Increase the fee from $1.00 to $2.00 for all age eligible riders (over 65, but not ADA). The cost of a ride has risen from $4.50 in 2003 to over $9.00 in 2006. Most of these increased costs are attributable to wages, benefits, fuel, and maintenance. Even with the increased fee, each ride will be heavily subsidized by local tax dollars. The proposed increase will help cover the increasing cost of fuel. The fee increase is expected to generate $16,000 of additional revenue. 5. Develop a policy for no-shows and late cancellations. Part of the inefficiency of our current service is that many riders, including those who contract rides, take the service for granted. Currently there is no fee or penalty for requesting a ride and not showing up or canceling the ride minutes before the scheduled pick up. This is very expensive for Dubuque tax payers. On a normal eight hour day, a driver can accommodate 20-25 rides. Since we have many days where there are 50 or more no shows, the City is paying for the equivalent for two empioyees each day to drive mini buses around the community with no passengers. To stop this abuse, I recommend that a no-show, or late cancellation would be charged $9.00 for the missed ride. This fee would be collected prior to the next ride for that individual. Implementing this 7 -230- . process would save the City approximately $90,000 per year in labor costs and/or create additional revenue to offset those costs. 6. Modify Mini-bus Utilization. a. Encourage institutions and residents of institutions to schedule group destinations. These destinations may be to grocery stores, medical clinics or other destinations. This type of scheduling would reduce the number of duplicate trips made from these institutions to the designated destinations. Estimated annual savings of $5,000. b. Develop a two tier system for the Paratransit service. Some of the mini buses would be designated for use only by ADA qualified riders (tier I), and riders (i.e. those who are allowed to ride due to age) would be tier II riders. Tier II riders would be allowed to ride when there are available seats. The City would not schedule extra driver hours to accommodated Tier II riders, since they are not ADA qualified. This system would help assure that the City is not denying rides to the people who truly need to rely on this service. Estimated annual saving of $15,000. . 7. Increase property tax subsidy. Despite these revenue enhancements or cost reductions, the City will need to provide an additional property tax subsidy of $212,746. The total recommendations are estimated to reduce expenditures and/or increase revenue to the total of $226,000. Other altematives may need to be considered if the proposed alternatives do not provide the anticipated cost savings or the additional revenue. . f:\USERS\Dheiar\Memos to MVM\Transit funding Issues.doc 8 -231- FY 2007 Options to Reduce Increasing Property Tax Subsidy Fiscal Year 2007 Keyline Funding Gap $438,841 No change in service or fares would mean an increase in property tax asking of $438,841 which is a $13.65 (2.7%) increase to the average homeowner. This would be a 61.8% increase in the amount of property tax subsidy paid for Transit from $710,543 to $1,149,384. City Manager's Recommendation Mini Bus Service Revenue Increasel Cost Reduction Impact on Avg Homeowner Reduce Ridership-ADA Certifications required for ail riders in January 2007, which is I about 2 years after the last recertification. $1.241 5 Establish "No Show Policy" with fee covering fuil cost of ride for ail riders. $40,000 I $50,000 I $10,000 I $16,000 I $90,000 I $1.561 $0.31 I $0.501 2 Increase Contract Fees to Private Providers to charge out actual costs. 3 Obtain warranty coverage for para transit fleet. 4 Increase Fares by $1.00 per ride, only for non-ADA elegible riders who are riding since they are 65 years of age or older. $2.80 I 6 Modify Mini Bus Schedule 6a Schedule destinations specific to day's of week so that several people can be transported at once for a common destination 7 Portion placed on property tax I $5,000 $0.16 I $15,000 $0.47 " I $212,841 $6.62 I 6b Restrict certain buses to ADA only to meet federal requirements requiring longer lend times for non-ADA compliant riders. ITOTAL $438,841 I $6.621 Additional Ootions Not Recommended 8 Eliminate Another City Service to Continue at this Level of Mini Bus Service 9 Reduce Ridership-Eliminate over age 65 who are not ADA eligible (27% reduction) $188,000 1 $5.851 10 Increase Fares by $.50 a ride for ail riders $27,000 I $0.841 11 Increase Fares by $2.00 a ride for those over 65 $32,000 I $1.00 I 12 Eliminate Saturday service for fixed route and mini bus service $75,000 I $2.33 I Use descretionary federal funds for bus maintenance cost (shifts part of funding for $60,000 I $1871 13 future bus replacements to operating) 14 Implement an efficiency plan including GPS locating equipment 15 Contract for Transit services with a Regional Transit Agency 'Additional Options Not Recommended $382,000 , $11.89 I -232- . by Donna Rogers Meeting ADA paratransit regulations has been tough in cities across the country but some have managed, and managed well. '..Ii: , '. :1 .i.. .il; 11; ~ . I .,11 : I I ,: . I II: " II In October 2002, U.S. District Court Judge Thomas Thrash found that MARTA, the transit authority in Atlanta, violated the Americans with Disabilities Act due to its poor service for passengers who are blind, use wheelchairs or have other disabilities. Thrash cited unreliable van service for riders who cannot use the regular buses and trains. MARTA officials promised they would do better. Noncompliance with ADA paratransit regulations is fair- ly common across the United States. In another case, Philadelphia's transportation authority, SEPTA, has repeatedly come under fire in court. In August 2001, U.S. District Judge Lowell Reed, Jr. issued a ground- breaking second interpretation of the Americans with Disabilities Act to force SEPTA to truly make its para- transit service a functioning trans- portation safety net for the disabled. Reed's order mandated fines as high as $60,000 per month if the transit authority continued to deny ride requests to disabled passengers for custom_~j~rvices for appointments, commuting and shopping. While about 80,000 individuals who have disabilities use paratransit each month in Philadelphia, SEPTA turns away 1,200 to 2,500 requests for service . each month. Paratransit is meant to ensure that people with disabilities have reliable transportation to jobs, medical appoint- ments, grocery stores and other key destinations. ADA paratransit is intend- ed as a backup service provided only to those who cannot use conventional fixed route transit even after it has been modified to make it usable by persons with disabilities. Of course, having a disability does not qualify a person for ADA paratransit; eligibility is based only on whether a person's disability prevents them from using transit. Best practices to reduce paratransit costs ~ 'I t 1 ill lP I A brief history While Federal Transit Administra- tion ADA paratransit laws went into effect in 1991, transit systems had ootil January 1997 to fully comply. Many, however, are still fmding it dif- ficult to meet the federal mandate due to high costs and tightening transit authority budgets. Paratransit shuttles are required for those unable to use regular bus and train routes, yet opera- tors struggle with ways to increase efficiency in operations while fmding funding options and alternative ways to control costs. Last year the FTA-fimded National Transit Institute at Rutger's University initiated a course titled "Managing the Cost of ADA Paratransit:' The two- day seminar addresses management planning and service delivery methods public transit agencies can use to com- ply with ADA requirements while retaining control of their budgets. Offered at sites aroood the coootry on an ongoing basis (see www.ntion line.com/Co urseDates.ASP for course offerings), it addresses pol- icy choices within ADA regulations including flexibility in areas such as curb-to-curb, door-to-door, advanced reservations, etc. It also touches upon best practices in setting client eligibil- ity, efficient operation, information technologies and alternatives to para- transit such as regional service. Despite some fooodering paratran- sit selVices in U.S. metropolitan areas, several transit authorities have devel- oped innovative programs that address deficient services and have rnade remedial steps to improve it. In 2000, Metro Mobility, a St. Paul, Minnesota-based paratransit provider, came ooder scrutiny by the Minnesota Department of Human Rights which alleged ADA violations. While the l , , I i "I l' i I ~ i ! I \',\1 ~. I ~ I II , I 1'1 II , ' I l' 1\ ! I , I I! i ~ ! i t transit service covers 700 square miles and seven coooties and provided more than I million rides in 2002, it also denied 27,000 trips. At the request of the state legislature, Metro Mobility formed a task force that included para- transit users and advocates to develop new strategies for reliable service. First, to ease strain on the system as a result of swelling ridership, Metro Mobility sold 18 retired vans at $1 each to a taxi provider and a medical assistance provider to add more options for riders. Another initiative Metro Mobility riders that are denied a ride because of over capacity (can) take a cab and get reimbursed up to $/8, comparable to the cost of providing a ride with the service. included a new Taxi Ticket reimburse- ment program that permits regular Metro Mobility riders that are denied a ride because of over capacity to take a cab and get reimbursed up to $18, comparable to the cost of providing a ride with the service. For frequent users, the Assured Ride program pro- vides two vouchers for taxi rides every six months, in the case of an instance when service in ooavailable. A travel instruction program which encourages regular route service is a ' third strategy used by Metro Mobility. The difference in subsidy cost between fixed route service ($3) andparatransit service ($18) is considerable. If regu- lar service can be used, it is a tremen- dous boon to taxpayers, says Dave Jacobson, general manager. 'We don't want to cut [the disabled] off. But those able and willing to do it, we encourage those means." Improved accessible paratransit opportunities have been a result. At the same time, an II percent increase in , Metro Mobility's biannnal fiscal cycle ending Jooe 30, 2003, provided a total of $42.3 million for the current two- year budget. From 200 1 to 2002 it was able to provide 6 percent more rides but, more vitally, a study conducted early last year showed it was turning away ouly I percent of trip requests, significantly less than the 4.6 percent of requests it denied in 1999. Service delivery methods "The jury is still out" on whether curb-to-curb or door-to-door service is better, says David Koffinan, principal associate of Nelson\Nygaard Con- sulting Associates in San Francisco and lead instructor of the new NT! workshop mentioned previously. ADA regulations permit flexibility in choos- ing either. On one hand, door-to-door service, which provides assistance to passengers between a vehicle and the door of their residence or destination, is important to many frail passengers or severely handicapped persons. Due to the level of disability, it may actual- ly be faster to provide assistance to some than to insist the passenger boards ooaided. But individualized door-to-door assistance may cause ser- vice delays on the route, and many localities prefer a curbside approach whereby the passenger is waiting for the shuttle van when it arrives. Subscription policies, or standing order reservations, are also a way to provide efficiency. "While ADA regt' lations do not require [subscriptions], most systems allow it as a convenience to the rider:' says Koffinan, adding 44 -234- SEPTEMBER/OCTOBER 2003 MASS TRANSIT www.masstransitmag.com I I i I I I' i I, 1': j' I I. I, i i I: , i I' ! 1 I, I! I' I! i' I l i' II ! ! I !I ill il;1 III !J I II, ,., II , .1 i , ~ -'-.' . -~ Best practices to reduce paratransit costs that they also see it as a productivity booster. "It saves effort [compared with] receiving individual phone calls, and it optimizes vehicle scheduling." However, he underscores "the main requirement is to take reservations the day before." While costs may inevitably rise, King County, Washington, devised a program to limit the degree of increased paratransit expenditures. The county council passed an ordi- nance structured to adhere strictly to minimum federal requirements, that is, it provided no door -to-door service, no advanced reservations beyond the day before and no subscription policy. Subsequently, a citizen task force modeled a local community paratran- sit service that allowed it to prioritize local benefits. It allowed establish- ment of preruium services like door- to-door and advanced reservations most important to local constituents. Now, of the 3,500 trips daily, a very small percentage of trips are actua1ly classified as miuimum "ADA ser- vices;' as required by law. Indeed, the overwhelming percent- age of services are non-ADA services that go beyond federal requirements - offered only if the disabled person is willing to make trade-offs. For instance, rather than calling for an individual pickup, passengers may get a ride on a loop route that travels to the grocery store or other common desti- nation. In return, they may get help carrying their groceries. A federal law cannot easily require a jurisdiction to institote a community service such as this, explains Koffinan, but they can offer it as an option. If the alternative services are designed attractively, he believes, "it's got a lot of promise." Apparently it's working well in 46 King County. In 2000, the county had projected a paratransit budget of $31 ruillion, but after instituting the ordi- nance, they came in under budget at $28 million. Projected costs for 2003 are $31.3 million; before the ordinance was passed the budget was projected to be $43 million. In 1998, paratransit services in New York City had a capacity denial rate of 4.8 percent, which was success- fully "hallengedin court by advocates of the disabled. With more than' 120,000 requests for rides per month, The county Council passed an ordinance structured to adhere strictly to minimum federalrequirements, that is, it provided no door-to-door service, 110 advanced reserva,- tionsi:Jeyond the day before and no subscription policy. when NYC Transit took over paratran- sit services that year it had its work cut out. Many changes have been made in the subsequent five years. The city increased the number of contracted carriers from three to eight, and its number of vehicles from 479 to its cur- rent 853, explains Howard Ende, vice president, Paratransit Division, NYC Transit. Incentives were also provided for 95 percent ontime service and for a minimum number of no-shows. Though it receives as many as 10,000 calls per day, the city aims for higher productivity by continually reoptimizing its route schedules from four days up to one day prior to the ride. "The closer we get to [allowing scheduling] up to the day of service;' says Ende, "the more productive we'll SEPTEMBER/OCTOBER 2003 MASS TRANSIT -235- www.masstransitmag.com be." New technology will also assist the department in processing the tremendous number of requests. New high-speed engines in the computer systems will allow 75 reservationists to accept reservations simultaneously, speeding up the process. Riders can even cancel requests bye-mail. At present, Request for Proposals are being prepared for the purchase of MDTslAVL services in the NYCT fleets, and Ende hopes to eventua1ly have IVRs. Interactive voice response is the "ultimate resolution to making the system work better;' he says. In addition the city has contracted with black car services for favorable rates for interborough trips, and if regular shuttle vans are not available, other- wise stranded persons may take a cab with a $1.50 voucher, and be reim- ' bursedat reasonable rates later. The upshot of the new changes? In the fIrst month this year, the city's ontime paratransit performance was 94 percent. It had strearu1ined sub- scriptions to the point of having no backlog, and from January 2002 to January 2003 had reduced by 50 per- cent the time it took to approve sub- scription applications. Since 1998, requests for rides have increased to 265,000 per month, a rise of 130 per- cent. But while the ridership has more than doubled, NYCT has made a 180- degree reversal by decreasing service denials to an astonishingly low 0.45 percent, as well as slicing carrier no- shows from 0.7 percent to 0.15 per- cent The taxi cab alternative In the city of Raleigh, North Carolina, any livery company with more than six cabs is required by city code to participate in the Assessable Raleigh Transportation (ART) para- if I It :1 " i' , I , i Ij ji , .] 1 :11 il :It Ii J , II i \ Ii ~ Best practices to reduce para transit costs transit program, which operates as a brokerage service. Twenty livery com- panies participate in the program and receive reimbursements for rides from the city. The program, which is 100 percent city funded, works on two levels. Tier I, which is only available within city limits, provides cab reimbursement service to eligible riders. Tier I oper- ates through a system of prepaid coupons, where a customer calls for the cab ride directly, and simply shows an eligibility card. For $12 they receive coupons worth $25 in rides; the cus- tomer pays roughly 48 percent and the city subsidizes 52 percent of the ride. It allows greater flexibility for riders, 24n service and no advance notice, yet it doesn't cost the city more than the usual cost for a paratransit ride. Tier 1 costs a customer more, but they can access service when conven- tioual paratransit may not be running, on a Sunday for example. "They may pay more, but itaffonls them persoual flexibility," says Todd Allen, senior transit planner for the city of Raleigh. In the FY 2001-2002, a TIer Lride cost the city $8.Q5. for average per mp cost, down 4 percent from !be previous year. This compares with an average per mp cost of $14.49 for standard paratransit services. TIer 2 service provides conventional paratransit transportation in the man- gle area of Raleigh, Durham and Chapel Hill. Curb-to-curb Tier 2 ser- vice works on a pre-paid ticket pro- gram whereby the customer pays $1.50 in cash for each ride. Riders can schedule trips up to a month in' advance and' up to 5 p.m the day before, the latter an ADA requirement. Though it is unofficial policy, they also may be able to schedule rides same-day, if there is availability. 48 "Customers appreciate this flexibility," says Allen. "We work with folks based on individual need." While there are differing opinions about their value, effective use of taxi cabs may have more benefits than first meets the eye. Employing cabs can reduce the number of vehicles on the "shoulders" of the day or on off-peak times when there is light demand, says Koflinan. Taxis can help accornmo- It allows greater flexibility far riders, 24/7 service and no advance notice, yet it doesn't cast the city mare than the usual cost far a paratransit ride. date peak demand without increasing vehicles on the road, adding shifts or increasing overtime. Spreading out the peaks by getting a rider to a doctor appointment at 9 a.m. for an 8 a.m. appointment "may be legal but it does- n't serve ridership," he concludes. As another way the city of Raleigh strives to be innovative, ART is final- izing policy now for paratransit ser- vices to be part of a cooperative agree- ment with the local regional carrier Triangle Transit Authority, to which it will provide reimbursement for rides on a mileage basis. Gatekeeper approach Tigbtening eligibility requirements is a powerful tool in easing capacity constraints. Paratransit is so expensive to provide, this gatekeeper function is extremely important in controlling costs. Initially, most transit systems based eligibility decisions entirely on paper applications, and some verification by SEPTEMBER/OCTOBER 2003 MASS TRANSIT -236- www.masstransitmag.com doctors. Today, many systems are turn- ing to more sophisticated methods that use in-person interviews and testing whether applicants are capable of using conventional public transportation. King County added a pre-applica- tion form and revised its full applica- tion to get it as close in line with ADA requirements as possible. The new documentation makes it clear that a prospective client must be "unable to use fixed route service, not that it's dif- ficult to use," points out Park Woodworth, manager of paratransit/ ride share operations, King County Metro Transit. The county also increased the num- ber of required in-person visits for physical and cognitive evaluations from 10 percent to 30 percent. ''This averted turning down a larger number of pe0- ple," Woodworth says. "We are receiv- ing fewer applications because people are prescreening themselves." These methods are more expensive than paper applications, but they provide much better information for making an eligi- bility determination. For example, while it cost King County approximate- ly $200 for the evaluation, the cost was offset by reducing the estimated $15,000 to $20,000 a year that it costs to provide service to each rider that uses the service most frequently. Allen says the city of Raleigh fol- lows the ADA paratransit eligibility manual "to a T." And in-home staff evaluations are conducted for each new person who applies. Yet they don't want to discourage new riders, he says. In fact they add about 25 riders each month. In general the trick is to add eli- gible new riders, while designing cre- ative policy and finding new revenue streams. Truly meeting ADA rcquire- ments is a challenge all paratransit managers must face. . tit ~ .. E E " tIl E .. ~ C> o ~ 0..:;: ..-0 "c'" C".. , ::JE~ _,Qg!O "0'" ~ ~ ... Co .. oE~ ...- :!:::ni1i (,)~~ Co ._ ..... o 't:l .. 't:l C .. E E o " .. a: w C) < 0.. ...J ;:5 o f- ~ ~ o '" >- ... o ~ o '" >- ... en o o '" >- ... co o o '" >- ... ... o o '" >- ... tIl o z ;;) ... ... o w o a: ;;) o tIl <0 '- .,. ::; 0 0 0 0 0 0 0 0 0 N 0 ii co 0 <0 <0 o. ~ N ~ .,. .,. .. 0 0 0 0 0 0 -.i -.i ~ N ~ .. .. .. 0 0 0 0 0 0 0 0 0 18 ci <<i 0 <Xl ~ '" "'. .. .. .. 0 0 0 0 0 0 ci ci 0 0 N N ci ci ~ .. .. .. 0 0 0 0 0 0 <- " z ~ ~ m Iii 0 '" ~ f= ~ "' 0.. E :a .~ ii m '" c 0 E rf~ tIl 13 ~u w '" =.5 0 c. m u ~ f- a:: '" c u. 0 0 .~ -;;0 w c "" .., ~ ~ .2> 0 m ~ ~ ]j a: ~ m m 0.. .Eo 0 . t- f- z 0.. W 0 0 iij '" - ;;: c. ~ 5 ~ t- ~ iij ~ C) '" 0 z c iii ;; a: ~ -237- 0.. t- al DEPARTMENT/DIVISION: ACTIVITY: Transit Division Administration GOAL Ensure a balanced, well-planned mix of transportation modal alternatives that meets the needs of the citizens of the City of Dubuque. DESCRIPTION The Administration Activity provides supervision of the bus transportation system and maintains daily accounting and statistical records for the benefit of the Transit Manager, Transit Board, City Manager, City Council and state and federal Departments of Transportation. The Administration Activity has the responsibility for responding to public requests for service, identifying opportunities for service growth and improvement, negotiating service contracts and agreements, bus scheduling and dispatch and working with the Personnel Office on labor negotiations, training and development and other various personnel related issues and requirements This Activity is staffed by a Transit Manager, Transit Operations, Supervisor, Transportation Clerk, and maintains an office in the Transit garage located at 24th & Central. SERVICE OBJECTIVES 1. To plan, direct, organize and supervise the bus transportation system by doing the following: a) involving citizens in a collaborative process to look at and develop ideas to improve the community's transportation system; b) informing the public of the advantages of public transportation by meeting with various groups throughout the community and by marketing the benefits of public transportation through radio, newspaper, television advertising, special promotions and press releases; c) meeting the demand of new housing developments, medical centers, employment sites, care centers, etc., by adjusting routes and schedules when demand or need arises; d) insuring safe operations and good public relations through spot checks and daily observation of bus operator's driving habits, work records, adherence to bus schedules and attendance; e) preparing and publishing the agenda and perform research necessary to support regular Transit Board meetings and special meetings as called; and f) continuing to work with federal and state agencies for the purpose of being informed on current laws, regulations, and funding opportunities. 2. To provide clerical support necessary to operate the Transit Division by; a) preparing approximately ten accounts payable claims monthly and twenty-five payroll sheets biweekly; Transit Administration -238- . b) performing the bookkeeping and reporting necessary to operate the division and to meet federal and state requirements; continuing to provide quarterly operating reports and statistics; and Prepare Transit Board meeting notices and minutes of board meetings. c) d) 3. To respond to citizen complaints and requests within forth-eight hours and lor inviting citizens to Transit Board meetings if appropriate. 4. To insure the continuation and timely receipt of federal and state operating assistance by preparing appropriate grant applications and fund requisitions through the Iowa Department of Transportation and Federal Transit Administration. 5. To continue providing bus service at the lowest possible cost to users, within the City Council's property tax guideline. 6. To obtain information and new ideas relating to transit systems by providing membership in the Iowa Public Transit Association. 7. To work with other local transit providers to coordinate efforts and eliminate duplication of services. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D . Number of Board meetings 30 16 30 16 16 Public presentations to interest groups 13 16 16 16 16 Number of routes evaluated 4 5 5 5 5 Number of citizen inquiries 40,000 15,000 15,000 15,000 15,000 CIP projects administered 15 7 16 6 3 FT A grants prepared 1 1 2 1 1 State grants prepared 1 1 1 1 1 Federal operating/planning assistance received $556,822 $583,429 $556,885 $583,429 $583,429 State operating assistance received $141592 $166,779 $166,779 $212,602 $212,602 . Transit -239- Administration DEPARTMENT/DIVISION: Transit Division ACTIVITY: Bus OperationsfTrolley Operations GOAL Provide a safe, timely and comfortable mode of public transportation for citizens to and from their destinations on fixed routes and schedules. DESCRIPTION Buses are operated by three full-time Bus Operators and 16 part-time Bus Operators on four fixed routes and four special-service routes on a daily basis. Hours of service are from 5:55 a.m. to 6:30 p.m., Monday through Friday and from 7:55 a.m. to 5:55 p.m. Saturday. This provides an average of 806 miles per day, 255 weekdays per year, and 613 miles each Saturday. Door-to- door service for the elderly and persons with disabilities is provided Monday through Saturday during the same hours of operation as the fixed route schedules. SERVICE OBJECTIVES 1. To transport 197,548 regular passengers by operating four fixed routes from 5:55 a.m. to 6:30 p.m., Monday through Friday, for 255 days per year and 7:55 a.m. to 5:55 p.m. each Saturday; 2. To transport 12,100 students by providing one bus for special service routes daily for 182 days. 3. To provide outreach services to youth and low-income individuals so that they may access various services and employment opportunities within the City. 4. To support community and economic development activities by coordinating transit planning with parking and business and residential development. Transit Operations -240- . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Hours of service per week (average) 539 539 539 539 539 Total passengers-fixed route weekdays 172,883 164,773 173,000 164,773 164,773 Total passengers-fixed route Saturdays 17,870 18,675 18,000 18,675 18,675 School trippers 12,100 12,100 12,184 12,100 12,100 Special events ridership 2,000 2,000 2,000 2,000 2,000 Annual fare revenue $100,067 $100,780 $100,067 $100,067 Total miles operated 279,357 288,141 279,985 288,141 288,141 Avg. operating revenue/mile $0.35 $0.36 $0.35 $0.35 Avg. operating expense/mile . Average fare per passenger $0.50 $0.49 $0.51 $0.51 PORT OF DUBUQUE SERVICE Hours of service per week (average) 69 69 69 69 69 Total passengers - weekdays 4,558 12,063 44,616 12,063 12,063 Annual Fare Revenue $3,931 $10,649 $10,092 $10,649 $10,649 Total miles operated 5,214 11585 11,585 11585 11585 Avg. operating revenue/mile $0.75 $0.91 $0.87 $0.91 $0.91 Avg. operating expense/mile $1.25 $2.96 Average fare per passenger $1.00 $0.88 $1.00 $0.88 $0.88 . Transit -241- Operations DEPARTMENTIDIVISION: ACTIVITY: Transit Division Bus Maintenance GOAL Provide clean and mechanically safe buses with a minimum of breakdowns. DESCRIPTION The Bus Maintenance Activity is responsible for making bus changes or minor equipment repairs on the street when necessary; contract for bus repair and preventive maintenance through the City Garage; washing, cleaning and servicing buses; and maintaining the grounds and facilities at the KeyLine garage. Maintenance of the minibuses is provided by various area maintenance services. Bus servicing is carried out six days a week by one fulltime and one part time Serviceworker. SERVICE OBJECTIVES 1. To assure a safe and clean transit service by: a) performing daily inspections of all equipment place into service; b) performing bus changes as needed c) assuring full levels of fluids and lubricants by checking levels each day; d) preserving the appearance of the fleet by daily washing and cleaning of equipment; e) responding to in service failure within fifteen minutes; and f) Performing custodial maintenance of facility and grounds. FY 2004 PERFORMANCE MEASURES ACTUAL FY 2005 ACTUAL FY 2006 BUDGET FY 2006 REVISED FY 2007 RECOM'D Total buses to be maintained 14 14 14 14 14 Square feet of building to be maintained 45,300 45300 45,300 45300 45300 . Transit Maintenance -242- . . . DEPARTMENTIDIVISION: ACTIVITY: Transit Division Minibus Operations GOAL Provide a safe, timely and comfortable mode of public transportation for citizens to and from their destinations on demand response schedules. DESCRIPTION Buses are operated by City and Project Concern Bus Operators. Paratransit hours of service mirror the fixed route schedules as required under the Americans With Disabilities Act which are from 5:55 a.m. to 6:30 p.m., Monday through Friday and from 7:55 a.m. to 5:55 p.m. Saturday. This service provides an average of 51 ,000 rides, over 196,000 miles and 20,400 hours of service each year. Urban contract schedules are determined by agency demand and operate generally between the hours of 6:00 a.m. to 6:00 p.m., Monday through Friday. This service provides an average of 44,200 rides, over 61,000 miles and 6,100 hours of service each year. Both the paratransit minibus and contract services under this activity are staffed by one full-time and two part-time dispatchers. SERVICE OBJECTIVES 1. To transport 51,000 elderly and disabled passengers by operating six city-owned minibuses on demand response schedules from 5:55 a.m. to 6:30 p.m., Monday through Friday, for 255 days per year and 7:55 a.m. to 5:55 p.m. each Saturday. To transport 44,200 agency passengers under contract agreements with area agencies and the City of East Dubuque. To provide outreach services to seniors and persons with disabilities so that they may access various services and employment opportunities within the City. To promote independence for seniors and persons with disabilities by providing door- to-door transportation and passenger assistance when accessing the demand response service. 2. 3. 4. Transit Minibus Operations -243- FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Hours of services per week (average) 308 392 337 392 392 Total passengers - Weekdays 230 184 230 184 184 (daily) Total passengers - Saturdays 60 60 60 60 60 (daily) Total miles operated 219,000 196,000 219,000 196,000 196,000 Avg. operating revenue/mile $0.26 $0.22 $0.26 $0.26 Avg. operating expense/mile Avg. fare per passenger $1.00 $1.00 $1.50 $1.00 $1.00 URBAN CONTRACTS Hours of services per week (average) 106 117 111 117 117 Total passengers - Weekdays 150 170 152 170 170 (daily) Total passengers - Saturdays 0 0 0 0 0 (daily) Total miles operated 63,477 61,000 63,477 61,000 61,000 Avg. operating revenue/mile $2.41 $2.33 $2.43 $2.45 Avg. operating expense/mile Transit Minibus Operations -244- Recommended Operating Expenditure Budget by Department 53 - TRANSIT DIVISION . Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 600 61010 FULL-TIME EMPLOYEES 329,900 349,198 378,219 394,050 600 61020 PART-TIME EMPLOYEES 356,170 589,181 588,363 741,806 600 61030 SEASONAL EMPLOYEES 45 79 0 0 600 61050 OVERTIME PAY 17,128 16,073 13,441 15,045 600 61071 HOLIDAY PAY-OVERTIME 4,993 7,287 5,611 5,875 600 61092 VACATION PAYOFF 0 0 0 0 600 61310 IPERS 41,139 55,305 61,688 66,515 600 61320 SOCIAL SECURITY 55,218 73,230 69,534 88,492 600 61410 HEALTH INSURANCE 79,045 83,661 86,269 81,000 600 61415 WORKMENS' COMPENSATION 5,584 14,045 32,749 41,519 600 61416 LIFE INSURANCE 446 453 1,220 742 600 61417 UNEMPLOYMENT INSURANCE 6,537 3,172 0 0 600 61620 UNIFORM ALLOWANCE 2,112 0 3,400 3,184 600 61645 TOOL ALLOWANCE 225 0 0 0 600 61660 EMPLOYEE PHYSICALS 3,764 2,511 0 2,662 61 - WAGES AND BENEFITS 902,307 1,194,194 1,240,494 1,440,890 600 62010 OFFICE SUPPLIES 1,896 2,196 2,050 2,304 600 62011 UNIFORM PURCHASES 2,168 6,311 2,276 3,334 600 62013 UNIFROM MAINTENANCE 0 173 0 367 600 62030 POSTAGE AND SHIPPING 498 879 498 962 . 600 62050 OFFICE EQUIPMENT MAl NT 1,147 0 1,216 0 600 62061 DP EQUIP. MAINT CONTRACTS 2,063 2,055 2,124 2,772 600 62090 PRINTING & BINDING 2,683 2,544 2,832 3,021 600 62110 COPYING/REPRODUCTION 45 0 0 0 600 62130 LEGAL NOTICES & ADS 701 462 743 490 600 62140 PROMOTION 2,699 5,671 2,861 6,277 600 62190 DUES & MEMBERSHIPS 1,900 2,916 2,916 3,091 600 62204 REFUNDS 0 145 0 0 600 62206 PROPERTY INSURANCE 1,688 2,581 2,670 2,913 600 62207 BOILER INSURANCE 419 358 358 371 600 62208 GENERAL LIABILITY INSURAN 34,288 39,118 47,875 44,444 600 62310 TRAVEL-CONFERENCES 690 1,642 700 1,741 600 62320 TRAVEL-CITY BUSINESS 1,603 1,640 2,010 1,738 600 62340 MILEAGE/LOCAL TRANSP 5 14 245 0 600 62360 EDUCATION & TRAINING 939 1,071 1,135 1,230 600 62411 UTILITY EXP-ELECTRICITY 17,100 19,611 19,152 22,160 600 62412 UTILITY EXP-GAS 25,336 25,603 27,870 30,724 600 62418 UTILITY EXP-REFUSE 1,237 1,103 1,237 1,168 600 62421 TELEPHONE 6,123 6,739 6,463 7,008 600 62431 PROPERTY MAINTENANCE 26,862 19,767 28,398 25,222 600 62433 CUSTODIAL SERVICES 5,456 5,277 5,783 0 600 62511 FUEL, MOTOR VEHICLE 1,848 46,143 1,996 0 . 600 62513 FUEL, DIESEL -TRANSIT 109,229 118,672 97,314 211,820 600 62521 MOTOR VEHICLE MAl NT. 220,452 245,393 178,948 270,548 600 62522 VEHICLE MAINT., ACCIDENT 781 0 0 0 -245- Recommended Operating Expenditure Budget by Department 53 - TRANSIT DIVISION Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 600 62523 OIL & GREASE - TRANSIT 2,904 2,232 7,849 2,366 600 62525 TIRES/TUBES - TRANSIT 17,884 22,478 18,957 22,172 600 62528 MOTOR VEH. MAl NT. OUTSOUR 11,787 14,032 12,494 16,064 600 62611 MACH/EQUIP MAINTENANCE 0 0 0 176 600 62614 EQUIP MAl NT CONTRACT 2,832 2,832 3,002 3,002 600 62615 MACH/EQUIP MAl NT. OUTSOUR 0 0 0 142 600 62664 LICENSE FEES 25 25 27 26 600 62671 MISC. OPERATING SUPPLIES 1,257 176 1,304 0 600 62692 LANDFILL FEES 0 0 142 0 600 62713 LEGAL SERVICES 13,784 4,703 6,892 4,985 600 62726 AUDIT SERVICES 4,575 2,500 4,500 4,500 600 62727 FINANCIAL SERVICE FEES 84 56 0 0 600 62731 MISCELLANEOUS SERVICES 131,831 11,392 7,547 7,971 600 62760 PAY TO GREYHOUND 92,301 42,776 0 0 600 62761 PAY TO OTHER AGENCY 296,835 161,259 101,840 0 600 82778 SERVICES - OTHER DEPTS 0 (508) 0 0 62 - SUPPLIES AND SERVICES 1,045,957 822,037 604,224 705,109 600 71116 COPIER MACHINE 1,981 1,021 0 0 600 71410 SHOP EQUIPMENT 0 0 4,101 0 600 72410 PAGER/RADIO EQUIPMENT 18,363 552 0 0 71 - EQUIPMENT 20,344 1,573 4,101 0 53 - TRANSIT DIVISION TOTAL 1,968,608 2,017 ,80S 1,848,819 2,145,999 -246- '" o 25 os ro " >, ... .~ .. .~ ... 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(j) Z o >= <( '" W "- o (j) => LD Z 5E a a "' '" "' I- (ij Z <( '" l- e z ::0 u. Recommended Operating Revenue Budget by Department 53 - TRANSIT DIVISION Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd Revenue Revenue Rev. Budget Rev. Budget 600 41120 PRIOR YEAR TAXES (8) 2 0 0 600 43110 INVESTMENT EARNINGS 107 205 0 0 600 43258 RENT, PROJECT CONCERN 376 0 0 0 600 44110 FED AID-SPECIAL PROGRAMS 482 0 0 0 600 44155 FTA PLANNING GRANT 103,883 3,098 0 0 600 44160 FTA OPERATING ASSISTANCE 1,584 556,822 583,429 583,287 600 45701 STATE GRANTS (6,419) 0 0 0 600 45721 STATE-AID OPERATING 141,592 166,175 211,000 212,602 600 51705 MINI BUS PASSENGER FARES 91,845 50,058 61,000 74,000 600 51710 EAST DBQ PASSENGER FARES 4,224 1,356 620 620 600 51715 MINI BUS CONTRACT REVENUE 80,580 145,640 147,523 205,354 600 51720 GREYHOUND PASSENGER FARE~ 112,375 52,160 0 0 600 51725 PASSENGER FARES 107,777 110,716 112,204 125,872 600 51730 ADVERTISING FEES 12,914 12,773 13,000 12,880 600 53102 PRIVATE PARTICIPANT 0 19,686 0 0 600 53530 SPECIALIZED SERVICES 0 7,992 0 0 600 53605 MISCELLANEOUS REVENUE 186 220 3,000 3,000 600 53615 DAMAGE CLAIMS 609 12,751 3,000 3,000 600 53620 REIMBURSEMENTS-GENERAL 0 4,296 3,500 2,000 600 59100 FR GENERAL 684,027 855,064 710,543 923,384 53 - TRANSIT DIVISION TOTAL 1,336,133 1,999,012 1,848,819 2,145,999 -248- . 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DEPARTMENT/DIVISION: RESPONSIBILITY: Planning Services Laura Carstens HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Development Services Activitv Zoninq Advisorv Commission Planning Services staff continued to support the Zoning Advisory Commission at their monthly meetings during FY2005. The Zoning Advisory Commission provided recommendations to the City Council on 19 rezonings, 12 amended PUDs, 4 new PUD's, 24 minor and major subdivision plats, and 4 text amendments to the Zoning and Subdivision Ordinances. Zoninq Board of Adiustment Planning Services staff continued to support the Zoning Board of Adjustment (ZBA) at their monthly meetings during FY 2005. The ZBA considered 26 variances, 14 conditional uses, 3 appeals and 43 special exceptions. Development Review Planning Services staff continued to coordinate biweekly meetings of the Development Review Committee with the Fire, Water, Engineering and Building Services Departments. In addition to 24 subdivision plats, the Committee reviewed 40 minor and major site plans for new multi-family residential, commercial, office, institutional, and industrial developments. In addition, Planning Services staff reviewed 16 limited setback waivers, 152 permanent sign permits, 40 simple subdivisions and 3 flood plain permits. Staff assisted private developers, business owners, realtors and citizens with inquiries about residential, office, commercial and industrial projects and expansions. Planning Services staff continued to distribute a customer service survey to all Commission, Board, and Development Review applicants, and to provide an annual report on the survey results to the City Manager. Staff continued to use the Permit Tracking software in conjunction with the Building Services Department. Zoninq Enforcement The Zoning Enforcement Officer assisted with proactive and complaint-based enforcement of the Zoning Ordinance. Activities include inspections, interdepartmental coordinated code enforcement, court testimony for zoning and other code compliance, interaction with citizens and neighborhood organizations, and maintenance of an enforcement database. The Zoning Enforcement Officer responded to 496 complaints, sent out 380 violation notices and closed 400 cases. The Zoning Enforcement Officer continued to coordinate resources for neighborhood clean-up efforts and used the City's towing contractor to remove inoperable and abandoned vehicles -253- Other Planning Services staff spent time coordinating code enforcement with property owners, neighbors and other City departments on unique zoning violations and neighborhood disputes. Geoaraphic Information System (GIS) Planning Services staff continued participation with the County Assessor's Office to coordinate City zoning on the County web site. Staff produced approximately 215 maps and related analyses in FY 2005. Update of Zonina and Subdivision Ordinances Planning Services staff coordinated formation of citizen committees, consultant selection, and process to begin updating the City's Zoning and Subdivision Ordinances in FY 2005. Historic Preservation Activity Historic Preservation Commission Planning Services staff continued to support the Historic Preservation Commission (HPC) at their monthly meetings during FY2005. Staff also assisted homeowners, landlords and business people with HPC design reviews. The HPC conducted 21 design reviews and reviewed 1 Historic Preservation Homeowner Grant and 2 Historic Preservation Revolving Loan Fund applications. The HPC considered 2 demolition permit requests. Planning Services staff coordinated with Premier Bank, the Historic Preservation Commission, and other City departments for Premier Bank's 10-year, no-interest loan to the City to recapitalize the Historic Preservation Revolving Loan Fund. The HPC sponsored activities for National Historic Preservation Week. Staff and HPC members attended several historic preservation workshops and training sessions. Planning Services staff continued to distribute a customer service survey to all Commission applicants, and to provide an annual report on the survey results to the City Manager. Iowa Historic Preservation Alliance Award The City of Dubuque had two properties in its jurisdiction that won Iowa Historic Preservation Alliance (IHPA) "Preservation at its Best Awards". The Bell Block and Ziepprecht Buildings received an honorable mention award in the large commercial category. Architectura I/H istorical Survey /E val uation Planning Services staff managed the State grant, Historic Preservation Interns, and consultant contract for Phase V of the Architectural/Historical Survey/Evaluation. National Reaister Listinas Planning Services staff facilitated Historic Preservation Commission and City Council review of 1 building listed in the National Register of Historic Places in 2005. In addition, the Upper Main Historic District was listed on the National Register in FY2005. Dozen Distinctive Destinations Planning Services staff submitted a successful nomination for Dubuque's selection as one of the Dozen Distinctive Destinations for 2005 by the National Trust for Historic Preservation. -254- . e . Shot Tower Planning Services staff received a $295,000 Federal Save America's Treasures Grant to rehabilitate the Shot Tower, Planning Services staff also received a $15,500 State grant for an archeological survey of the Shot Tower. Historic District Public Improvement Proqram Initial applications approved in FY04 were initiated. Additional projects were approved for FY 2005. City Planninq Activity Lonq Ranqe Planninq Advisory Commission Planning Services staff continued to support the Long Range Planning Advisory Commission at their meetings. Downtown Plan Implementation Planning Services staff assisted the City Manager's Office with implementation of the 2004 Downtown Master Plan by various City and community stakeholders. Dubuque Metropolitan Area Transportation Stud v The Planning Services Manager continued to participate on the Dubuque Metropolitan Area Transportation Study (DMATS) Technical Advisory Committee. The Planning Services Manager attended meetings for the Mississippi River Crossing Study, the Southwest Arterial Environmental Studies, and the Highway 20 Capacity Improvement Studies. Annexation Analvsis Staff analyzed annexation requests and prepared an annexation plan for 704.5 acres, which was approved by the State of Iowa's City Development Board. Staff provided information and coordinated meetings with property owners interested in annexation. Planning Services Manager coordinated data collection for the consultant for the Annexation Study Update. Heritaqe Trail Master Plan: Implementation The Planning Services Department continued to implement the Heritage Trail Master Plan through coordination of several trail projects funded with State and Federal grants. Planning Services staff received a $200,000 Federal Recreational Trails grant and a $50,000 State water recreation access grant for Water Works Park (A. Y. McDonald Park). Port of Dubuque Desian Review Committee Planning Services staff coordinated meetings and staff support for the Port of Dubuque Design Review Committee to implement the Port of Dubuque Master Plan and Design Standards. In connection with the America's River project, the Planning Services Manager serves as the facilitator for the Port of Dubuque In-House Work Group. Best Development Award Planning Services staff submitted a successful nomination for the Port of Dubuque Master Plan for a Best Development Award by 1000 Friends of Iowa. -255- FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007: Planning Services staff will continue to support the City Council, Zoning Advisory Commission, Zoning Board of Adjustment, Long Range Planning Advisory Commission, Historic Preservation Commission, Port of Dubuque Design Review Committee and Development Review Committee at their meetings. Planning Services staff will continue to assist the City Manager's Office with implementation of the Downtown Master Plan and through participation on the Information Services Advisory Group. Planning Services staff will continue to participate on the DMATS Technical Advisory Committee, Port of Dubuque In-House Work Group, Historic Preservation Homeowner Grant Review Committee, and Safety and Health Committee. Planning Services staff will attend regional and statewide trail meetings as well. Staff will continue to coordinate development review and code enforcement with other departments, research text amendments to improve the Zoning and Subdivision Ordinances, and help implement recommendations for one-stop development, permit consolidation, and permit tracking. Staff will continue proactive and complaint-based enforcement, coordinated enforcement with other City departments and implementation of the Zoning Enforcement Program developed by staff. Staff will continue to look for ways to strengthen zoning regulations and code compliance. Staff will continue to analyze voluntary annexation requests that are received, and to complete and implement an update of the 1996-1997 Annexation Study. Planning Services staff will continue to work to complete the Voluntary Annexation Plan for 700 acres west of Dubuque that includes non-consenting property owners. Planning Services staff will hire and train an additional full-time Assistant Planner for historic preservation and City planning activities. Staff will continue to seek additional grants for trails, historic preservation, riverfront development and related projects. Staff will continue to assist other departments and non-profit agencies with grant applications as needed. Planning Services staff will continue to implement programs and incentives for historic preservation, including Historic Preservation Homeowner Grants, Historic Preservation Revolving Loan Fund, and Historic District Public Improvement Program. Planning Services staff will coordinate with staff, citizen advisory committees, and the consulting firm of Lane Kendig Inc. to update the Zoning, Subdivision and Historic Preservation Ordinances into a Unified Development Code. Planning Services staff will coordinate with the Dubuque Area Chamber of Commerce and other key stakeholders to conduct a Community Preference Survey and gather public input for the update of the Zoning and Subdivision Ordinances. Planning Services staff and Historic Preservation Commission members will attend regional and statewide historic preservation training as required to maintain Dubuque's status as a Certified Local Government with the State Historic Preservation Office. Staff and the HPC will coordinate -256- . e . with Dubuque Main Street Ltd. and The National Trust for Historic Preservation to host a restoration workshop in FY 2006. Planning Services staff will coordinate relocation of the historic White Water Creek Bridge to the Bergfeld Recreation Area in FY 2006-07. Planning Services staff will coordinate with state, federal, public and private stakeholders to rehabilitate the historic Shot Tower in FY 2006-07. Planning Services staff will coordinate with the Engineering and Leisure Services Departments on grants for bike/hike trails and boating facilities. -257- PLANNING SERVICES DEPARTMENT FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change Budget Highlights Actual Adopted Amended Recom'd from Adopted Employee Expense 465,258 546,440 546,452 570,582 4.4% Supplies and Services 109,777 91,905 96,518 99,133 7.9% Machinery and Equipment 10.040 24.155 24.155 4.600 -81.0% Total 585,075 662,500 667,125 674,315 1.8% Community Dev. Block Grant 133,269 128,780 121,125 106,286 -17.5% State Grants 24,250 14,438 14,438 -100.0% Operating Revenue 66.395 70.258 70.258 70.947 1.0% Total 223,914 213,476 205,821 177,233 -17.0% Property Tax Support 361,161 449,024 461,304 497,082 48,058 Percent Increase (Decrease) 10.7% Decision Packaae Summary 10f7 This decision package provides funds to East Central Intergovernmental Association (ECIA) toward the Prosperity Eastern Iowa marketing efforts. ECIA received a $175,000 grant over 3 years from the Iowa Department of Economic Development. Prosperity Eastern Iowa's mission is to collaborate with local governments, development groups, private enterprise, and other organizations to promote economic development opportunities as well as to increase and expand the economic segments within the six- county region of Cedar, Clinton, Delaware, Dubuque, Jackson and Jones Counties, sharing expertise, support services, experiences, and projects that empower each individual entity with the strength of the partners as a whole. A requirement of the grant is for ECIA to raise a dollar for dollar match toward this grant for this collaborative marketing effort. In dividing up the local match contributions, ECIA is requesting a per capita contribution by county and additional contributions from their partners. ECIA is requesting the City provide a $2,000 local match contribution toward the Prosperity Eastern Iowa marketing efforts. Related Cost: $2,000 - Tax Funds - Recurring for 3 years Property Tax Impact: +$.0012/+.01% Activity: City Planning Recommend - Yes 20f7 This decision package provides funds to East Central Intergovernmental Association (ECIA) toward a part time transportation planner. The City of Dubuque is a member of DMATS, the Metropolitan Planning Organization (MPO) responsible for the urban transportation planning process. ECIA is the designated recipient of MPO planning funds and is responsible for updating and coordinating the Dubuque Urban Area's long-range transportation plan. Concurrence with the required transportation -258- . e . planning process qualifies the urban area for federal transportation funding for federal aid eligible roads such as U.S. Highway 20. ECIA will be receiving an additional $25,000 in planning funds from the Department of Transportation (DOT) for MPO planning activities in FY 2007 and an additional $25,000 in planning funds from the DOT for their Regional Planning Affiliation (RPA). The additional planning funds have resulted from the passage of the new federal transportation bill. These funds will be received annually for the next 3 years. In order to access those planning funds, ECIA needs to raise 20% of the local match. ECIA is proposing to hire an additional Transportation Planner to split their time 50% on MPO activities and 50% on RPA activities. This additional position will primarily provide transportation planning for the Engineering Department. With this thought in mind, ECIA is requesting the City provide $5,000 as the 20% local match for the $25,000 in federal transportation planning funds. The County will also be asked by ECIA to consider participating in the local match for the balance of the full-time position. Related Cost: $5,000 - Tax Funds - Recurring for 3 years Property Tax Impact: +$.0029/+.03% Activity: City Planning Recommend - Yes 30f7 This decision package provides funding for the new full-time Assistant Planner (added during the FY 2006 budget) to attend regional and state conferences, and education and training sessions related to historic preservation and urban/regional planning. The Assistant Planner provides staff support for both the Historic Preservation Commission and the Long Range Planning Advisory Commission. The Planning Services Department currently budgets for Historic Preservation Commission member and staff to attend regional, state and national conferences, and receive education and training as part of our CLG (Certified Local Government) contract with the State Historic Preservation Office. The Planning Services Department also currently budgets for Long Range Planning Advisory Commission members and staff to attend regional, state and national conferences, and receive education and training. Related Cost: $2,000 Tax Funds - Recurring Property Tax Impact: +$.0012/+.01% Activity: City Planning Recommend - No 40f7 This decision package would fund consultants to complete a Comprehensive Bluffs Plan. The City of Dubuque has a Comprehensive Plan and many sub plans that deal with specific issues, like downtown, industrial parks, etc. The controversies that have developed over the last year with redevelopment proposals for the bluffs indicate a need for a Bluffs Comprehensive Plan. This budget request anticipates use of a consultant to assist in an inclusive process involving the community at large, the City Council, Long Range Planning Advisory Commission, Zoning Advisory Commission, Environmental Stewardship Advisory Commission, Save the Bluffs, Dubuque Main Street, Ltd., Neighborhood Associations, Board of Realtors, Dubuque Area Chamber of Commerce, Dubuque County Historical Society, Greater Dubuque Development Corporation, Dubuque Homebuilders, Dubuque Federation of Labor, and Alliance for Construction Excellence. Related Cost: $10,000 - Tax Funds - Non-Recurring Property Tax Impact: +$.0058/+.06% Activity: City Planning Recommend - Yes -259- 50f7 This decision package provides funding for conference and travel expenses to support future Historic Preservation Commissioners who are asked to serve on boards or to do conference presentations. The Planning Services Department currently budgets $287 for Historic Preservation Commission (HPC) members, Long Range Planning Advisory Commission (LRPAC) members, and staff to attend regional, state and national conferences. The Planning Services Departments currently budgets $3,225 for HPC members, LRPAC members, and staff to receive education and training as part of our CLG (Certified Local Government) contract with the State Historic Preservation Office. HPC members and staff are expected to receive historic preservation training annually. With the growing state, regional, and national recognition of the City's historic preservation programs, Dubuque is being sought for representation on historic preservation boards and as presenters at preservation conferences. In 2004-2005, the City of Dubuque has been represented on the Board of Directors of the National Alliance of Preservation Commissions (NAP C) by a current HPC member. NAPC Board members meet periodically, generally at national conference and workshops. The city of Dubuque has been represented as program presenters at the 2004 Preservation Forum and the 2005 National Preservation Conference. The Planning Services Department believes that Dubuque will continue to be tapped in the future for board memberships and program presenters due to the City's strong commitment to historic preservation. Related Cost: $3,000 Tax Funds -Recurring Property Tax Impact: +$.0017/+.02% Activity: City Planning Recommend - No 60f7 This decision package provides funding for community outreach and training for events such as Historic Preservation Week and the Shot Tower 150'" Anniversary in 2006. These types of events are important to keep the community involved. Related Cost: $2,000 - Tax Funds - Recurring Property Tax Impact: +$.0012/+.01% Activity: City Planning/Historic Preservation Recommend - No 70f7 This decision package would allow for Management Team members (City Planner) 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: City Planning Recommend - Yes -260- . . . Siqnificant 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. Personnel complement was changed in FY 2006 with a shift of .49 FTE of wages and benefits for the Planning Technician from CDBG to General Fund to get below the CDBG administrative cap guidelines (.27 FTE during the FY 2006 budget process and an additional .22 FTE in the first budget amendment of FY 2006). In FY 2007, an additional shift of .20 FTE is required due to CDBG administrative cap guidelines. CDBG funding decreased in FY 2006 and in FY 2007 expenses have increased, but funding has stayed the same. 3. Personnel complement increased from FY 2005 to FY 2006 by .50 FTE due to the part-time Assistant City Planner changing to a full-time position during the FY 2006 budget process. This full-time position is reflected in FY 2007. Supplies & Services 4. The Pay to Other Agency expense of $14,422 in FY 2006 has increased to $15,575 in FY 2007. This represents annual membership dues to ECIA. The City's dues are set at 42 cents per capita which computes to $24,294.52. However, Dubuque County pays the balance of the City's dues since the benefits of this service are shared. These fees have not increased since FY 2004. 5. Miscellaneous Services has increased from $3,200 in FY 2006 to $3,392 in FY 2007. This covers the cost of MSA Zoning Map Update services. 6. Consultant Services decreased from $14,438 in FY 2006 to $0 in FY 2007. The FY 2006 expense and revenue amount of $14,438 represents the CLG survey grant (Phase V) and is not budgeted in FY 2007. 7. Data Processing Service has increased from $3,896 in FY 2006 to $4,688 in FY 2007 (20%) to reflect maintenance costs for the addition of the City wide Groupwise email and calendaring software and service contract. This cost is split between CDBG and General Fund. 8. Software License expense covers Planning Departments share of the Permits Plus software maintenance contract and has increased from $3,840 in FY 2006 to $4,070 in FY 2007. 9. Rental of Space of $1 ,600 has been added to cover meeting room expense when commission meetings take place and the Library Auditorium is not available. This cost is split between the Development Services and City Planning activities. Machinery & Equipment 10. Maintenance level equipment replacement items include: One computer and one printer ($2,250-CDBG), software updates ($1,1 OO-General Fund and $750-CDBG), and miscellaneous office equipment ($250-General Fund and $250-CDBG). Computer and printer replacements funded with general fund are budgeted in the City wide computer/printer replacement CIP. -261- Revenue 11. The Community Development Block Grant reimbursement for zoning enforcement in target areas remains unchanged at $13,260 to reflect the average annual requests for service. 12. Zoning administrative fees have increased from $37,333 to $40,854 (or 9%), sub plat review fees have been increased from $6,531 to $8,230, temporary use fees have decreased from $18,147 to $13,404 due to current YTD activity, and Billboard Inspection fees h~ve increased from $7,900 to $8,250 in FY 2007. 13. HDRP Survey Grant of $14,438 is reflected in the FY 2006 budget, but not the FY 2007 budget. 14. No fee increases are recommended in Fiscal Year 2007. -262- . ~ '" E E " fIl E l! 01 e 0..:: ell-a "r::N <Tell ::lE~ ..c ~o "ON ~ ~ _ Cl. '" o E ell z.=~ .- ca ca O=~ Cl._ "'11. U "C ell "C r:: ell E E o " ell D: . w ~ 0.. o ... ... ::;: ... M ... ... ... ... ... o o o ci o "' o o o cO M .. o o o cO M o o o cO ;! .. o o o ci <>> .. o o o cO <>> .. ]i o I- -263- ...J ~ o f- o 0 o 0 o "<- on 0 N 0 ~ '" o 0 o 0 O. 0 o on ~ <0 ~ ff) ff) ff) ff) fh - - a N >- 11. o 0 o 0 o 0 Lr:i ci N 0 o o o ci ~ .. .. .. .. o - a N >- 11. o o o cO N o o o ci o o o o ci EA- fh EA- U) tR- '" o o N >- 11. o o o cO N o 0 o 0 o 0 c5 c5 o N ~ .. .. .. .. <Xl o a N >- 11. o o o cO N 000 000 o 0 0 ci 10 ci ON'" .. '" .. .. .... o o N >- 11. o o o cO N o 0 0 000 000 ci lfi lri o ... N '" .. .. .. fIl C Z ::l 11. 11. o W U D: ::l o fIl c .Q "S .c :s o is ~ o c c .Q _.Q '5 "g'5"g € ~E~ (;j _/n_ O e:! CS ~ <C ~ <C ~ c::: CD!Y CP o C!)O(!) z o i= 0.. " U fIl w C f- U W ...., o D: 0.. f- 0.. W c :E ~ Cl o D: 0.. ,. c .$ E g ~ (/) ell E; 1: CD 0.. CD '~.E ~ !:~,g 0.. m.......c .E C a:~ ~ >- ~ :5.Q t5 ~ OQ.~ E ~ CiS _ c:.~ c: C1J.....l1lClEO > g E u !!!:; ~t-!g~~ ~~.E:fa:~ o II) C W 0 (J ,jJ ~ "a W :; II) il' C) 'c Z 0 Z E Z E :s 0 "- (J o ~ C ffi:ai a:~ ~(!) gj.~ ::; 0 ~ ~O <T.. o C .c 0 :::l; OJ] C C ~ ~ o E - ~ ~a. o E 0- DEPARTMENT/DIVISION: ACTIVITY: Planning Services Administration GOAL Provide the best professional planning and land use control services to the City through effective leadership and efficient use of resources. DESCRIPTION This activity leads the provision of professional planning services to the City and provides for management of the City's Planning Services Department, which consists of the City Planning and Development Services Activities. This activity is staffed by the Planning Services Manager (.25 FTE) who functions as a working manager, completing professional planning projects (75% of the time) and managing the department activities (25% of the time). This activity is located on the second floor of City Hall. SERVICE OBJECTIVES 1. To provide effective management and expedite the accomplishment of Planning Services Department objectives and assigned tasks by: a) Working with department personnel to plan, rank, coordinate and direct assignments, projects and activities; b) Establishing, maintaining and managing a departmental-wide work program; c) Delegating responsibility and authority and requiring accountability; d) Communicating regularly with the City Manager, Associate Planner and Assistant Planners on the status, progress and problems of work assignments; e) Development of a participatory management style; f) Setting performance standards and behavior expectations for all department employees as part of an ongoing performance evaluation process; g) Coordinating staff activities with the Long Range Planning Advisory Commission, Zoning Board of Adjustment, Zoning Advisory Commission and Historic Preservation Commission; h) Supporting and participating in the City's organizational development program; and i) Improving the efficiency and effectiveness of office operations. 2. To lead the Planning Services Department with competence and dedication in meeting the current and long-range needs of the City by: a) Participating as an active member of the Management Team and Department Managers Team; b) Representing the department at City Council and other meetings as necessary; c) Preparing and managing the annual operating and capital improvement budgets; d) Coordinating department activities with other departments and activities, particularly implementation of plans, grant application/administration, site plan Planning Services Administration -264- e) f) g) h) review, subdivision review and other coordination with the Engineering Division of the Public Works Department and the Community and Economic Development Department; Maintaining high quality staff; Implementing a community relations program for employees, news media and the public; Implementing public/private partnerships through the Developers Roundtable, Fourth Street Peninsula Redevelopment efforts, and similar programs; and Providing overall management and supervision for City Planning and Development Services Activities. . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Coordinate staff assignments - Long Range Planning Advisory Commission X X X X X Zoning Advisory Commission X X X X X Zoning Board of Adjustment X X X X X Historic Preservation . Commission X X X X X Attend City Council meetings 28 28 28 28 28 City Task Force 1 2 0 2 2 e Planning Services Administration -265- DEPARTMENT/DIVISION: ACTIVITY: Planning Services Development Services GOAL Guide and coordinate private and public development activities according to City policies, plans, ordinances and standards, and to assist in the formulation and implementation of policies, plans, ordinances, standards and programs. DESCRIPTION This activity conducts research, analyzes data, makes projections, proposes alternate plans for action, presents information, provides recommendations, and performs such other tasks as are necessary to assist in the formation and implementation of City policy. This activity also provides professional, technical and administrative staff support to the City Council, City Manager, Zoning Advisory Commission, Zoning Board of Adjustment and Development Review Committee on all matters related to the preparation and administration of City plans and land use regulations. The responsibilities of this activity are set forth in the Code of Ordinances, Zoning Ordinance, Subdivision Ordinance, Planning Ordinance and the Code of Iowa. This activity is staffed by one Associate Planner, two Assistant Planners, one Zoning Enforcement Officer, one Planning Technician (0.50 FTE), and a Secretary (.50 FTE). The Planning Technician and Secretary are shown only partially in this activity as these positions also support the City Planning/Historic Preservation Activity. This activity is located on the second floor of City Hall. SERVICE OBJECTIVES 1. To provide professional development planning services to the Commission and Board by: a) Analyzing development proposals and presenting oral and written staff reports to the Commission and Board; b) Aiding the Commission in presenting recommendations to the City Council; c) Preparing written staff reports at least ten days prior to meetings; d) Processing all applications for rezoning, planned unit developments, subdivision plats, text amendments, variances, special exceptions, appeals and conditional use permits within fourteen working days; e) Distributing appropriate agendas, minutes and staff reports to the Commission, Board and all applicants at least seven days prior to all regular meetings; f) Recording, drafting and distributing minutes for the Commission and Board in their next regular agenda packets and to the City Clerk within ten working days; g) Preparing and distributing notices of decision to applicants and Board members prior to the next month's Board meeting; h) Providing Board decisions to the Building Services Department within one working day; Planning Services Development Services -266- . . . 2. 3. i) Preparing items for the City Council agenda at least five working days prior to the Council meetings; Arranging the publication of all hearing notices seven to twenty days prior to all public hearings; Providing notices to the news media and other interested parties at least 48 hours prior to all meetings; Notifying surrounding property owners of public hearings for rezoning, planned unit development, conditional use, special exception and variance requests seven to 20 days prior to all hearings; Coordinating land use planning with the Commission; Providing recommended dates for City Council to the City Clerk and the City Manager within two working days after Commission meetings; and Sending notices of City Council public hearing dates to applicants at least five working days prior to the Council meetings. j) k) I) m) n) 0) To enforce the Zoning Ordinance in a timely fashion on a consistent basis by: a) Responding to inquiries and complaints with site inspections within three working days; b) Investigating, researching and issuing violation notices within 10 working days; c) Inspecting developments for compliance with approved site plans in a timely manner; d) Initiating proactive zoning enforcement in the immediate area of a complaint and in response to a neighborhood clean-up/enforcement campaign or program; e) Utilizing municipal code infraction procedures to achieve compliance with Ordinance; f) Coordinating enforcement with Health Services, Housing Services, Building Services, Police, Fire, Water Distribution, Engineering and Operations and Maintenance staff; g) Using citations, court testimony, and court orders to expedite resolution of cases; h) Coordinating with the Police Department and private towing contractor to haul junk vehicles and debris from private property where the owner is ordered by the Court to remove it and does not comply; and i) Enforcing the Board's Notices of Decision. To insure compliance with City land use regulations by: a) Reviewing and ensuring proper revisions to major site plans within 14 working days, minor site plans within seven working days, and simple site plans within three working days; b) Reviewing zoning implications of City housing and redevelopment activities within seven working days; c) Reviewing all flood plain development proposals within 14 working days; d) Evaluating a site plan prior to signing off on sign permits within one to three working days; e) Reviewing zoning implications for all peddlers and transient merchants licenses, and issuing temporary use permits as required within one working day; f) Reviewing zoning and subdivision implications for plats of survey within two working days; g) Coordinating the Development Review Committee's meetings on site plans, subdivision plats and planned unit developments; Planning Services -267- Development Services h) Reviewing limited setback waivers within one working day; i) Reviewing development projects and proposals within the context of City plans; and j) Initiating rezonings, text amendments, and development of design standards to implement City plans. 4. To provide accurate and timely information on City land use regulations and development proposals by: a) Responding to non-interpretive land use questions within one working day; b) Responding to interpretive land use questions within five working days; c) Notifying all customers of unavoidable delays within one working day; d) Organizing maps and public information materials for citizen needs on a quarterly basis; e) Consolidating permit-related site plans, rezonings, conditional uses, planned unit developments, special exceptions, appeals, variances, limited setback waivers, code enforcement, and related activities into street address files within 30 working days of approval or compliance; f) Contributing to the City's public information program through the speaker's bureau, City Focus newsletter and Developers Roundtable; g) Maintaining and updating the official zoning map and composite zoning map by incorporating all amendments within 30 working days of approval; h) Maintaining and updating the computerized development database on a monthly basis; i) Providing monthly and annual reports documenting trends and patterns in development;, land use and code violations; j) Maintaining and updating a land use inventory of the entire city on an annual basis; k) Developing subdivision and zoning development handouts and guides for the public; and I) Evaluating and recommending amendments to improve the Zoning and Subdivision Ordinances to the City Manager, Commission, Board and City Council. 5. To provide training for Zoning Advisory Commission, Zoning Board of Adjustment, and staff members to help them stay abreast of the latest techniques, issues and philosophies in planning and zoning. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Zoning Advisory Commission Staff reports 62 63 70 70 70 Rezonings received 24 19 31 24 30 New planned unit Developments 0 4 6 1 5 Amended PUDs 4 12 5 6 10 Ordinance amendments 5 4 5 4 5 Planning Services Development Services -268- . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Commission meetings (regular/work session) 11 10 12 12 12 Plats received 35 24 31 30 30 Published notices 12 10 12 12 12 Notices mailed to property owners 1,874 1,680 1,312 1,593 1,614 Maps produced 200 215 125 200 200 City Council services Agenda items prepared 62 63 70 65 80 Ordinance prepared 33 39 44 35 50 Resolution prepared 15 18 20 16 20 Board of Adjustment services Applications received Variances 31 26 27 29 30 Conditional uses 17 14 16 16 20 Appeals 2 3 2 3 5 . Special Exceptions 59 43 55 51 55 Board meetings 12 12 12 12 12 Staff reports 109 86 99 98 100 Code compliance services Site plan reviews 47 40 41 42 43 Building permit sign-offs 289 275 300 281 292 Zoning complaints received 485 496 467 500 500 Zoning violation notices sent 375 380 351 380 380 Violation cases closed 400 400 364 400 400 Temporary use permits 5 9 8 7 7 Simple subdivisions 49 40 41 45 43 Sign permits (permanent) 135 152 141 143 144 Temp signs Flood plain development permits 1 3 2 2 1 . Limited setback waivers 29 16 38 23 28 Planning Services Development Services -269- FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Public information outreach X X X X X Developers Roundtable X X X X X Development Review Committee meetings 26 25 26 27 26 Planning Services Development Services -270- . . . DEPARTMENTIDIVISION: Planning Services ACTIVITY: City Planning/Historic Preservation GOAL Assist in the formulation and implementation of policies, plans and programs for guiding the physical, economic and social development, redevelopment and conservation of the community and its resources, and to protect and enhance the historic, cultural and aesthetic resources that make Dubuque a unique, identifiable and vital community. DESCRIPTION This activity conducts research, analyzes data, makes projections, proposes alternate plans for action, presents information, provides recommendations, and performs such other tasks as are necessary to assist in the formulation and implementation of City policy. This activity provides professional, technical and administrative staff support to the City Council, City Manager, Long Range Planning Advisory Commission, Historic Preservation Commission and the Dubuque Metropolitan Area Transportation Study (DMATS) Technical Advisory Committee on all matters related to the preparation and administration of City plans and land use regulations. This activity also is responsible for the City's historic preservation program, which includes the establishment, administration, and enforcement of the Historic Preservation Ordinance, maintaining Certified Local Government status, public information and education activities, and coordination with other departments and agencies. The responsibilities of this activity are set forth in the Code of Ordinances, Zoning Ordinance, Subdivision Ordinance, Planning Ordinance, Historic Preservation Ordinance and the Code of Iowa. This activity is staffed by the Planning Services Manager (.75 FTE), an Assistant Planner, a Planning Technician (.50 FTE), a Secretary (.50 FTE) and seasonal interns (.38 FTE). The Planning Technician and the Secretary are shown only partially in this activity as these positions also support the Development Services activity. This activity is located on the second floor of City Hall. SERVICE OBJECTIVES 1. To provide professional city planning and administrative services to the Long Range Planning Advisory Commission by: i) analyzing planning proposals and presenting oral and written staff reports to the Commission; j) aiding the Commission in presenting recommendations to the City Council; k) distributing agendas, minutes and staff reports to the Commission at least seven days prior to all regular meetings and subcommittee meetings; I) recording, drafting and distributing minutes for the Commission at their next regular or subcommittee meeting and to the City Clerk within ten working days; m) preparing items for the City Council agenda at least five days prior to Council meetings; Planning Services City Planning -271- n) arranging the publication of all hearing notices seven to 20 days prior to all public hearings; 0) providing notices to the news media and other interested parties at least 48 hours prior to all meetings; p) organizing, preparing, publicizing and conducting public meetings, forums, workshops, and information sessions; q) preparing written staff reports at least seven days before all meetings; and r) coordinating land use planning with Zoning Advisory Commission and Capital Improvement Program input with the City Manager. 2. To provide professional preservation planning and administrative services to the Historic Preservation Commission by: s) receiving, reviewing and referring to the Commission all applications for design reviews, Certificates of Appropriateness or Economic Non-Viability for local landmarks and properties in the City's five historic preservation districts, demolition permit requests in the City's eight demolition districts, and other projects requiring Historic Preservation Commission review; t) making determinations of No Material Effect when and as provided by the Historic Preservation Ordinance; u) preparing agendas, staff reports, mailings, correspondence, notices and meeting minutes, and by maintaining the official files and records; v) collaborating with the Building Services Department to provide information for enforcement of the Historic Preservation Ordinance; w) applying for and administering grants for historic preservation activities; x) maintaining the City's eligibility for special funding of historic preservation activities by maintaining its Certified Local Government status; y) reviewing and commenting on all applications for the Historic Preservation Homeowner Grant Program and the Historic Preservation Revolving Loan Fund; z) reviewing and commenting on all applications for Historic Resource Development Program funds as provided by the State of Iowa; aa) obtaining funds for special historic preservation activities by preparing and filing appropriate applications with the State Historic Preservation Office and other agencies; and bb) providing continuing education and outreach to citizens regarding the benefits and techniques of historic preservation by maintaining a collection of informational materials at the Public Library, utilizing the City Focus newsletter and City Channel 8, and sponsoring activities in conjunction with National Historic Preservation Week. 3. To implement the City's Comprehensive Plan which defines a future vision and framework for Dubuque into the 21st century by: a) maintaining an inventory analysis of community trends and needs as well as community indicators; b) continuing to monitor the census data and incorporate demographic information into the City's Comprehensive Plan; c) assisting with implementation of the Comprehensive Plan through coordination and communication with other City departments, public and private agencies, and other community groups; and d) updating the Comprehensive Plan as needed. Planning Services City Planning -272- . . . 4. To implement the Riverfront 2000 plan to enhance the City's Mississippi riverfront by: a) participating on the internal riverfront task forces; b) participating in and assisting external riverfront task forces; c) Assisting with and coordinating the Port of Dubuque redevelopment efforts; d) researching and preparing grant applications for various types of projects; e) administering grant applications and monitoring projects; f) implementing riverfront development projects; g) working with consultants, community agencies and volunteers; h) organizing, preparing, publicizing and conducting public forums, meetings, workshops and information sessions; i) maintaining mailing lists, and development and distributing project updates; j) disseminating information to the City Manager, City departments, public groups, etc.; and k) coordinating City efforts with the Dubuque County Historical Society and the Dubuque Area Chamber of Commerce on the America's River project. 5. To provide more accurate, time and focused information to the City Manager, City Council, boards, commissions, citizens and businesses by maintaining the geographic information system (GIS) computerized data base which provides zoning, special district and flood plain information by parcell address. 6. To process voluntary and involuntary annexation requests submitted to the City, analyze the costs and benefits of such action, provide recommendations to the City Manager and monitor development needs. 7. To use the development needs study, Comprehensive Plan, and annexation strategy to evaluate the City's growth and development needs, especially in the Northwest and Southwest Arterial corridors. 8. To provide support for intergovernmental cooperation and planning in the metropolitan area by: a) maintaining membership in the East Central Intergovernmental Association (ECIA); b) providing staff support to maintain the Dubuque Metropolitan Area Transportation Study (DMATS) Long Range Transportation Plan; c) serving on the DMATS Technical Advisory Committee to provide socioeconomic, demographic and land use data for the City; d) providing recommendations on issues within the tri-state area and within the city's two-mile fringe; and e) assisting with planning, environmental impact and design studies for the Northwest and Southwest Arterial Corridors. 9. To contribute to the City's public information program through the Speaker's Bureau, City Channel 8 and City Focus newsletter. 10. To anticipate the long range and short-term needs of the City and recommend policies, plans or programs whenever possible to the City Manager, the Department's Board and Commissions and the City Council. 11. To obtain and work with consultants to implement planning studies, the Riverfront Plan, the Heritage Trail Master Plan and other special projects by: Planning Services City Planning -273- a) preparing and distributing requests for proposals (RFPs); b) soliciting proposals from and interviewing consultants; c) coordinating, organizing and participating on consultant selection and technical advisory committees; d) preparing and administering consultant contracts e) coordinating and conducting research to support work on consultants; and f) preparing for, organizing and presenting contractual project results at public meetings. 12. To provide training for Long Range Planning Advisory Commission, Historic Preservation Commission, and staff members to help stay abreast of the latest techniques, issues and philosophies in planning and historic preservation. PERFORMANCE MEASURES FY 2004 FY 2005 ACTUAL ACTUAL FY 2006 BUDGET FY 2006 REVISED FY 2007 RECOM'D Long Range Planning Advisory Commission Research/analysis Meetings x X 6 6 X 11 X 6 X 6 Historic Preservation Commission Meetings Design reviews No material effect sign-offs Site inspections Community outreach and Education programs Demolition permits 13 15 42 21 24 30 66 73 12 43 25 73 14 32 30 70 14 35 30 70 2 0 7 2 3 7 1 5 1 5 Historic Preservation Incentives Homeowner Grants Revolving Loan Fund HDPIP Projects National Register Nominations 3 o 2 2 7 o 4 1 2 5 1 2 2 5 1 2 2 5 1 Annexation applications 2 2 2 2 2 Port of Dubuque Meetings In-House Task Force Design Review Committee 24 24 12 10 12 4 12 4 12 4 Public Information Outreach X X X X X Intergovernmental Support DMA TS assistance County/tri-state area X X X X X X X X X X Planning Services City Planning -274- Recommended Operating Expenditure Budget by Department 62 - PLANNING SERVICES . 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 280,614 292,902 343,953 373,064 260 61010 FULL-TIME EMPLOYEES 47,663 46,444 38,797 45,697 260 61020 PART-TIME EMPLOYEES 19,667 6,924 23,175 0 260 61030 SEASONAL EMPLOYEES 12,126 8,959 6,234 6,296 100 61310 IPERS 16,141 16,842 19,777 21,453 260 61310 IPERS 4,397 3,584 3,921 2,988 100 61320 SOCIAL SECURITY 20,834 21,715 26,313 28,538 260 61320 SOCIAL SECURITY 6,029 4,744 5,217 3,978 260 61370 POLICE & FIRE RETIREMENT 0 0 0 0 100 61410 HEALTH INSURANCE 57,556 57,475 68,042 75,384 260 61410 HEALTH INSURANCE 1,955 1,291 8,674 11,016 100 61415 WORKMENS' COMPENSATION 101 253 1,028 1,169 260 61415 WORKMENS' COMPENSATION 59 149 261 208 100 61416 LIFE INSURANCE 393 394 696 730 260 61416 LIFE INSURANCE 80 76 73 61 260 61417 UNEMPLOYMENT INSURANCE 0 3,430 0 0 100 61660 EMPLOYEE PHYSICALS 0 75 0 0 260 61660 EMPLOYEE PHYSICALS 263 0 278 0 61 - WAGES AND BENEFITS 467,879 465,258 546,439 570,582 100 62010 OFFICE SUPPLIES 5,065 4,208 5,379 5,379 . 260 62010 OFFICE SUPPLIES 890 999 1,161 1,161 100 62030 POSTAGE AND SHIPPING 3,718 2,406 4,035 4,035 260 62030 POSTAGE AND SHIPPING 2,170 1,889 1,801 1,801 100 62050 OFFICE EQUIPMENT MAINT 0 0 1,000 1,000 100 62061 DP EQUIP. MAINT CONTRACTS 2,051 1,935 1,948 2,344 260 62061 DP EQUIP. MAINT CONTRACTS 1,949 1,833 1,948 2,344 100 62090 PRINTING & BINDING 723 725 1,583 1,583 260 62090 PRINTING & BINDING 416 416 955 955 100 62110 COPYING/REPRODUCTION 6,164 6,177 5,037 5,037 260 62110 COPYING/REPRODUCTION 922 5 1,088 1,088 100 62130 LEGAL NOTICES & ADS 1,201 1,539 3,283 3,126 260 62130 LEGAL NOTICES & ADS 220 2,231 1,377 1,884 100 62170 SUBSCRIPTIONS-BOOKS-MAPS 301 245 324 289 260 62170 SUBSCRIPTIONS-BOOKS-MAPS 1,021 1,515 1,238 1,312 100 62190 DUES & MEMBERSHIPS 535 324 755 506 260 62190 DUES & MEMBERSHIPS 734 195 741 741 100 62206 PROPERTY INSURANCE 84 96 100 100 100 62208 GENERAL LIABILITY INSURAN 1,605 3,281 3,464 3,548 260 62208 GENERAL LIABILITY INSURAN 1,346 903 941 997 100 62310 TRAVEL-CONFERENCES 0 327 1,858 1,858 260 62310 TRAVEL-CONFERENCES 640 803 671 698 100 62320 TRAVEL-CITY BUSINESS 369 95 391 246 .260 62320 TRAVEL-CITY BUSINESS 310 188 280 280 100 62340 MILEAGE/LOCAL TRANSP 317 213 454 454 260 62340 MILEAGE/LOCAL TRANSP 5 92 210 210 -275- Recommended Operating Expenditure Budget by Department 62 - PLANNING SERVICES Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 100 62360 EDUCATION & TRAINING 1,279 1,716 2,966 3,061 260 62360 EDUCATION & TRAINING 1,076 3,846 3,102 3,327 100 62421 TELEPHONE 1,714 1,334 1,809 1,895 260 62421 TELEPHONE 1,069 1,282 1,243 1,285 100 62436 RENTAL OF SPACE 0 0 0 1,600 100 62511 FUEL, MOTOR VEHICLE 81 105 130 130 100 62521 MOTOR VEHICLE MAl NT. 25 629 306 353 100 62528 MOTOR VEH. MAl NT. OUTSOUR 201 0 213 213 100 62663 SOFTWARE LICENSE EXP 0 3,550 3,840 4,070 100 62671 MISC. OPERATING SUPPLIES 187 855 1,514 1,514 260 62671 MISC. OPERATING SUPPLIES 576 721 636 674 100 62712 CONSULTING ENGINEERS 0 0 0 10,000 100 62716 CONSULTANT SERVICES 87,777 30,844 14,438 0 100 62731 MISCELLANEOUS SERVICES 5,973 8,693 3,200 3,392 260 62731 MISCELLANEOUS SERVICES 0 292 0 0 100 62732 TEMP HELPCONTRACT SERVo 155 0 530 530 260 62732 TEMP HELPCONTRACT SERVo 0 0 736 740 100 62756 SPIRIT RELATED EXPENSE 0 462 798 798 100 62761 PAY TO OTHER AGENCY 15,672 869 14,422 22,575 260 62761 PAY TO OTHER AGENCY 0 21,939 0 0 62 - SUPPLIES AND SERVICES 148,540 109,777 91,905 99,133 100 71110 MISC. OFFICE EQUIPMENT 241 217 255 250 260 71110 MISC. OFFICE EQUIPMENT 241 0 0 250 100 71122 PRINTER 450 1,406 6,000 0 260 71122 PRINTER 0 1,050 6,000 250 100 71123 SOFTWARE 250 291 550 1,100 260 71123 SOFTWARE 0 291 750 750 100 71124 MICRO-COMPUTER 2,499 2.493 4,000 0 260 71124 MICRO-COMPUTER 0 4,293 4,000 2,000 100 71211 DESKS/CHAIRS 750 0 600 0 260 71211 DESKS/CHAIRS 750 0 0 0 100 71215 STORAGE CABINETS 0 0 2,000 0 71 . EQUIPMENT 5,181 10,040 24,155 4,600 62. PLANNING SERVICES TOTAL 621,599 585,075 662,499 674,315 -276- <D <:> 25 .$ ro o ~ - ";: .~ - ... -< ~ = ~ .. = e e = rJJ - ... en 'Q = = en = .~ - = .. ... - = ... e - .. = c.. ... ~ 'Q ... 'Q = ... e e Q ... ... ~ t- Q Q N >< .... . 'c E E- o m u'" m"C 0: ~ ol .... co co N "C m a.Q; 0", ~-g ",ol co co N 'iii ~ ~ tl c <([ '" ~ gw N '" <D '" 1; c>> r-- ~ ~ III M ...... '0 c N <( m ,,0. g.n N CI) m w ~ ~ ~ u ~ 0 u: :> ;:; 01 w a:: C f>> z W 8,1; W (.f) )(CJ OJ 0 W 0 Z Z <( <( ~ CI) :J w a. (9 a. <( ::J :;: CI) ~Gt Z > - a ~~ ~ 0: >- CI) z ~ o <( ~ :~ ~ " ~ ~ CI) 1::=:: ~ ~...- :;: m 0: o W CI) (9 Z Z Z <( -' a. '" N "' .... .... ~. M N .... <D <:> '" <D <:> IL'i ri N '" " '" '" '" ~ ~ ~ N N <:> <:> N <D '" '" m N '" " <:> '" "' '" (0 CD ~ (0- N..... <:> " '" '" '" <D o '" '" .,. .... <:> '" <:> "' '" N ,..... M M '" "' N " .... ~ '" N "' ~ '" ..; .... '" '" "' <D as N '" '" "' <D '" <:> "'t. ~ <or 0; ;; ~ N .... "' '" <D '" '" '" <:> <:> <D .... "' '" '" .... ei ,.....- 6 N '" ~ N '" '" " " '" N '" '" " N '" '" '" '" .... '" N <:> " <D " ,...: N" ~ .... '" N <D '" "' .0 N '" <:> <:> r.o < '" ..; " N '" .... co ",- .. '" Z a f= <( 0: >- CI) z ~ o <( ci a LL -' <( >- a >- ~ :; >- u <( CI) w ~ U u:: :; w 0: Z w w CI) ol 0 o ~ I- Z ~ Z <( f3 w CI) :J ::E w a. a. (9 c... 5 <( ::J 0 :;: CI) w N <D '" ..; '" N ;:; g <or lO ~ C'{ ~ N ...... '" <D_ o '" '" '" "t N '" CI) w U :; 0: w CI) >- Z W ::; a. a -' w > w o <:> <:> " N <D ~ w z w " C Z :0 LL CI) w U :; 0: w CI) >- Z W ::; a. a -' w > w o ci a LL -' ;!: ~ ~ :; f= ~ CI) w ~ u u: :> w 0: Z w w CI) OJ 0 o Z >- Z <( Z <( m w en ::J ::: w a. a. (90.5 <( ::J 0 :;: CI) w (9 Z Z Z :5 a. ~ (j ci o LL -' ;!: o >- ~ :; f= ~ C1) w u ~ w C1) " z Z z <( -' 11. 0: o LL -' g >- >- z w ::; :. <( 0- W o (9 Z Z Z <( -' a. ~ (j <:> <:> .... N <D -' ~ w z w " C Z :0 LL ~ Z :0>- ::;z ::;w 0::; u15 ..-' ow z> :ow LLO -2 7 Recommended Operating Revenue Budget by Department 62 - PLANNING SERVICES Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd Revenue Revenue Rev, Budget Rev. Budget 100 45701 STATE GRANTS 0 6,250 0 0 100 45771 STATE-PASS THRU GRANTS 18,000 18,000 14,438 0 100 51912 ZONING ADM FEES 45,794 35,913 37,333 40,854 100 51913 SUB PLAT REVIEW FEES 9,390 7,070 6,531 8,230 100 51915 TEMPORARY USE FEES 14,019 12,788 18,147 13,404 100 51917 BILLBOARD INSPECTION FEE 8,000 8,500 7,900 8,250 100 51925 MAPrrEXT SALES 295 123 347 209 100 53102 PRIVATE PARTICIPANT 23,386 2,000 0 0 100 53530 SPECIALIZED SERVICES 13,000 12,884 13,260 12,942 62. PLANNING SERVICES TOTAL 131,884 103,529 97,956 83,889 -278- . ",iN ~ ~I~ MI~ "'I~ ;;; 0 0 ~ ~ ~ ~I~ <Xl LO ..- C'\I ..... '" 0 '" '" '" .... CI) ..... 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PROGRAM: DEPARTMENT/DIVISION: Facilities and Environment Housing and Community Development David Harris, Director RESPONSIBILITY: HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Communitv Development Activitv The Community Development Commission approved $89,215 in Community Partnership (cp2) Program awards to six agencies; Audubon Elementary School for a summer school reading program; Visiting Nurse Association for elderly home-based dental care; Four Oaks Inc. for the Housing Education And Rehabilitation (HEART) program for vocational training for at risk youth; St Mark Community Center for expansion of the after school program Kids Connection; Dubuque County Historical Society for an accessible restroom and ramp at the Ryan House; and the Gannon Center for transportation costs and outpatient skill building sessions for persons with mental illness. The Commission also extended the cp2 grant for the Tri-State community health center ($50,000) to allow time for reapplication for federal funding. 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 funded $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 a 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 for four non-profit community organizations to support 12 programs and projects in the low-moderate income areas of the downtown and North End. Funded neighborhood projects included summer enrichment programs for youth, resource fairs, family concerts, newsletters and neighborhood clean-ups and beautification programs. Other Community Development Activities Other CDBG assistance throughout the year was provided to Information and Referral and Child Care Resource and Referral, programs administered by Project Concern; Dubuque Area lifeTime Center- a center for senior citizens; Washington Tool Library; construction of accessible curb ramps; asphalt street overlays in low-income neighborhoods; sidewalk improvements for low-income property owners; Downtown Resource Guide and the Deer Management Food Program administered by St Stephen Food Bank. CONSOLIDATED PLAN The FY 2006-2010 Consolidated Plan for Housing and Community Development was completed after extensive public input and comprehensive review. The Consolidated Plan is required by the U.S. Department of Housing and Urban Development (HUD) for communities receiving CDBG funds. It is a five year plan providing for services and programs in support of lower- income citizens. The Plan provides an analysis of local housing needs in a number of areas -285- including: Housing and Market Analysis, Housing Needs, Homeless Needs Assessment, Barriers to Affordable Housing, Community Development Needs, Special Needs Population, and an Antipoverty Strategy. A Strategic Plan was also completed to address the housing, economic and community development needs identified through this citizen participation process. The Plan identifies three themes: Affordable Housing Opportunities, Families and Neighborhood Revitalization, and Economic Opportunities. Goals and objectives were identified using community input, Commission priorities and anticipated funding projections. Housinq Rehabilitation Activitv Fourteen apartments were completed using $87,000 CDBG funds matched by $175,000 in owner/lender financing. CDBG-funded rehabilitation assistance was provided to 46 low- moderate income homeowners. We invested $373,000 in homeowner improvement projects. The first of three Four Mounds Foundation-owned homes being rehabilitated under the HEART Program was completed at year-end. This will be sold to a low-income, first-time buyer family. Additional rehab work accomplished in the Five Points and included restoration of three rental and two homeowner dwellings. The Gateways to Home (CHDO) nonprofit purchased the former Washington Neighborhood Center, assisted with a $30,000 grant from the Housing Trust Fund. The former homeless shelter will be converted into a two rental units. Dubuque's Housing Trust Fund secured another award from IFA, in the amount of $163,335. These funds will be used as grants and loans to lowest-income homebuyers and homeowners in the Washington Neighborhood, to assist with rehabilitation costs. Dubuque Bank and Trust committed $1 million in low-interest mortgage loans for purchase and rehabilitation of homes in the Washington neighborhood. The City Council approved a 5-year, $100,000 annual allocation in general fund revenues to assist moderate-income (80-100%) families in purchasing homes in this neighborhood. In addition to acquisitions, staff worked with the families in the 32nd Street area to provide relocation benefits to assist them in relocating and moving into replacement homes. At year end, purchase agreements had been signed with 13 owners. Home Purchase Assistance The City received an award from the Federal Home Loan Bank (FHLB), in the amount of $100,000 to assist first-time homebuyers. Ten families purchased homes using these funds. The City's CDBG funded homebuyers program assisted three households and totaled $15,000. The total private investment for homebuyer programs equaled more than $822,000. Section 8 Housinq Activitv 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 -286- e e e HUD, to subsidize rents for 1,080 tenant households. This program has been operational in Dubuque since 1976 and operates at capacity. The Section 8 Program received a fourth consecutive "High Performer" housing authority rating from the HUD Regional Office, using their statutory assessment system. The 100% score indicates that all housing vouchers were under contract and that we achieved maximum scores on all other rating indicators. For the Family Self-Sufficiency Program, we obtained a $25,700 HUD grant to provide homeownership and financial counseling for all FSS participants. With these funds, we subcontracted with the ISU-Dubuque County Extension Office. Extension counselors meet with all 45 FSS families throughout the year, preparing them for financial independence and possible homeownership. General HousinQ Inspection Activity Housing Code Enforcement Systemic inspection of approximately 7,757 residential rental properties continued throughout the year on a seven-year inspection cycle; General Housing staff maintains a "vacant and abandoned buildings" (VAB) inventory and regularly monitors these dwellings to insure they are kept secure from illegal entry. In a continuing effort to reduce this inventory - typically about 30 buildings - a number of enforcement approaches are employed. Citations are issued, buildings are referred to the Building Department for demolition and in some cases, repairs are performed with contracted labor and costs assessed to the property. Inspectors responded to over 1,050 citizen complaints within 48 hours and conducted over 427 re-inspections. Lead Paint Hazard Reduction A HUD Lead Hazard Control Grant was awarded in 2003 for $2.4 million and work under this grant proceeded ahead of schedule. At the end of the first two years of the forty-two month grant, the following accomplishments have been achieved: Lead hazard inspections and risk assessments of 254 properties, lead hazard reduction activities in 158 units completed, with 45 units underway. The remaining 52 contracts are pending. Three hundred eighteen contractors, workers, landlords and property owners have been trained and certified to safely perform lead paint hazard reduction work, during 762 hours of training. The Dubuque Lead Hazard Reduction Program trains approximately 95% of all lead professionals in the State of Iowa We established a lead-safe housing unit registry, allowing parents to systematically locate lead- safe housing. -287- FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007: Completion of the Five Points area comprehensive neighborhood revitalization project, involving historic restoration of 30 turn-of-the-century homeowner and rental properties. Initiation of a comprehensive neighborhood revitalization strategy for the Washington Street Neighborhood, encompassing a 55 square block area from 11th 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 Committee. Four homes will be restored and sold to income-qualifying, first-time buyers in the Five Points neighborhood. Completion of acquisitions of 32nd Street homes, for expansion of the existing stormwater detention basin, part of the Bee Branch Basin mitigation plan. Continuing to build partnerships with other community agencies to respond to the needs of downtown newcomer families. Spending down the HUD Round 11 Lead Hazard Reduction Grant, of $2.4 million, on schedule, in order to qualify for renewed funding in FY07. Implementation of the recently adopted Consolidated Plan for FY 2006-2010 through review and monitoring of Community Development Block Grant (CDBG) activities. Development of a performance measurement outcome assessment system as required by HUD for activities funded with Community Development Block Grant to determine measurable outcomes that ensure program impact and meet community needs. Working with Dubuque Bank & Trust in reselling properties that the Bank's Community Development Corporation purchases for re-sale to first-time homebuyers. Sending down the Federal Home Loan Bank grant for the PATH Program so we can apply for additional assistance. Maintaining the solvency of the Section 8 Program as continuing federal funding reductions challenge our operations. Perform final conversion of the Housing and Community Development code enforcement inspection software to the Citywide Accela program. This will enable Building, Health, Zoning and Housing to share a common database and end duplication of effort by multiple departments. Annual rental license billing will also be accomplished through this program. This will result in the reduction of three different software programs to one common program. Introduction of handheld computer devices to inspection staff, allowing them to enter inspection results in the field, instead of having them entered, printed and mailed by clerical staff. This should result in inspection reports being mailed to property owners more quickly and reduced staff time in the generation of reports. These hand held devices will also be able to be used as -288- e e . stand alone computers when inspectors are in the office. This should also cut down on clerical staff's time to generate correspondence. Application will be made in FY07 for continuation of the Lead Hazard Reduction Program through a third HUD grant. The current grant could be extended for an additional three years due to early completion of performance goals. In a program successfully test-run in FY 06, we will continue increased enforcement regarding neighborhood trash and garbage complaints. Public Works Department personnel, working after the close of their shift and using City trucks, respond immediately to complaints of garbage and litter. After notice to the owner without satisfactory results, City crews are dispatched for pick-up. Costs, including over-time wages, are assessed against the property. Conversion of the former Dubuque Casket Factory to affordable apartments under the name of the Washington Court Apartments is scheduled for completion in FY 07. If federal funding is secured, the Community Health Center's office will be established on the first floor Also under consideration is relocation of the offices of Project concern to this facility located at 18th and Washington Streets. Also part of the Washington Revitalize' Effort is development of a "tot lot" park in the neighborhood to be located near the Washington Court project. This will include acquisition of several residential properties and installation of fencing and play equipment. This project is a high priority of the newly formed Washington Neighborhood Association. We also intend to form a partnership with the ISU Extension Office to initiate a program of leadership training for Washington Neighborhood Residents. A grant received from the Iowa Fannie Mae Partnership Office will help subsidize the costs of the program. A move by the Housing department from 18th Street to the Federal Building is anticipated in FY 07. CIP funds approved in the current year budget will be utilized to retro-fit the former Social Security Administration Offices on the third floor for approximately 6,000 square feet of office space for our relocated operations. -289- HOUSING AND COMMUNITY DEVELOPMENT DEPARTMENT FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change Budget Highlights Actual Adopted Amended Recom'd from Adopted General Housing Funding Summary Employee Expense 194,360 217,048 218,027 225,034 3.7% Supplies and Services 30,775 33,047 37,217 35,627 7.8% Capital Outlay 20.345 15.282 55.746 3.750 -75.5% Total 245,480 265,377 310,990 264,411 -0.4% Rental Housing Revenues 114,131 112,824 112,824 113,781 0.8% COBG Charges 102,698 117,061 147,537 114,824 -1.9% Property Tax Support 28.651 35 492 50 629 35.806 0.9% Total Resources 245,480 265,377 310,990 264,411 -0.4% Percent Self Supporting 45.2% 41.4% 35.3% 41.9% FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change Budget Highlights Actual Adopted Amended Recom'd from Adopted Section 8 Funding Summary Administrative Activity Charges 51,848 28,582 28,582 29,323 2.6% Moderate Rehab Programs 267,839 194,922 194,922 56,064 -71.2% Section 8 Voucher Program 4,334,893 4,507,108 4,533,959 4,290,066 -4.8% Total 4,654,580 4,730,612 4,757,463 4,375,453 -7.5% Capital Reserve 14,400 14,400 0.0% Operating Revenue 4,546,281 4,707,280 4,707,280 4,338,949 -7.8% Annual Surplus(Oeficit)' (108,299) (8,932) (35,783) (36,504) (27,572) 'The Section 8 Reserve is being used to fund the deficit Section 8 Comments: FY 2007 will be the last year of operation for Moderate Rehab Programs, which are "project-based" Section 8 units. As the initial 15-year HUD contracts on these units expire, they are converted to housing vouchers, i.e., "tenant-based" assistance. Overall, the Section 8 program has shown a deficit in FY05 and projected deficits for FY06 and FY07. This results from HUD budget cuts beginning in FY04, totaling 10% for administrative expenses and 9% for rental assistance payments. To absorb these cuts, we have cut administrative expenses and delayed capital purchases. In addition, we have reduced the maximum amount of rental assistance we pay the landlord, in turn increasing the tenant's share of the monthly payment. This has resulted in increased vacancies, further reducing earned administrative fees and adding to the deficits. Program administrative reserves are being used to make up these short-falls. -290- . FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change Budget Highlights Actual Adopted Amended Recom'd from Adopted Housing Rehab Funding Summary Employee Expense 237,916 260,463 260,479 269,492 3.5% Supplies and Services 21,404 30,028 51,033 33,706 12.2% Capital Outlay 4.088 14435 23541 3.750 -74.0% Total 263,408 304,926 335,053 306,948 0.7% CDSG Charges 240,394 280,709 310,836 281,781 0.4% RRP Repayments/HOME Grant 23.014 24.217 24.217 25167 3.9% Total Resources 263,408 304,926 335,053 306,948 0.7% Budget Highlights . Administration & COBG Monitoring (Beginning in FY03j Employee Expense Supplies and Services Transfer for Audit /Insurance & Equipment Total CDSG Charges Section 8 Housing Charges Total Resources FY 2004/05 Actual FY 2005/06 Adopted FY 2005/06 Amended FY 2006/07 % Change Recom'd from Adopted 176,756 186,607 187,589 193,462 3.7% 100,252 19,787 32,787 17,559 -11.3% 12.907 7.692 7,806 4.070 -47.1% 289,915 214,086 228,182 215,091 0.5% 238,044 158,452 171,577 157,802 -0.4% 51848 28.582 28.582 29.323 2.6% 289,892 187,034 200,159 187,125 0.0% Decision Packaae Summary 1 of 1 This decision package would allow for Management Team members (5) to attend the Faces and Voices Diversity Conference. The benefit to the community would be to keep the City's departmenUdivision managers up-to-date on useful information on how to better serve the citizens of Dubuque. Related Cost: $95 Section 8 Funds -Recurring Related Cost: $285 General Housing Tax Funds -Recurring Related Cost: $95 Lead Abatement Fund - Recurring Property Tax Impact: +$.0002/+.00% Activity: Housing Administration . Recommend - Yes -291- Sianificant 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 Lead Grant Program staff positions (a supervisor, two inspectors and an assistant) have been included in the FY 2006 budget, but the Lead Grant will expire March 31, 2007. A reduction of .75 FTE for one quarter of no Lead employees in FY 2007 is reflected. The City was successful in FY 2004 in obtaining additional grant funds of $2,400,000, spread over three years, and the City has an obligation to provide $180,000 local match (CDBG) over the term of the Lead grant for Lead Paint Hazard reduction. 3. The Housing Services Manager was previously funded 50% Block Grant and 50% Section 8. Due to reduced Section 8 funding and the recognition that the administrative duties extend to all programs of the Housing and Community Development Department, 25% of the Housing Services Manager wages and benefits ($26,079) of the Section 8 funding was shifted to Code Enforcement (General Fund) for FY 2006. The new split after this change will be 50% Block Grant, 25% Section 8, and 25% General Housing. This continues in FY 2007. Supplies & Services 4. Housing Assistance Payments continue at the current level of 1,036 voucher program units. The number of vouchers will increase, because as Moderate Rehab Program unit contracts expire, the units are converted to Housing Vouchers. 5. Property Maintenance has increased from $7,097 in FY 2006 to $9,510 in FY 2007 based on FY 2001 and 2005 actual costs of $9,000-$10,000. . 6. Motor Vehicle Fuel has increased from $3,797 in FY 2005 (actual) to $4,744 in FY 2007 due to increased market price. Machinery & Equipment 7. Equipment replacement items include: Rehab Program -CDBG: Computers ($3,750); Section 8 Voucher Program: Computers ($7,500); vehicle replacement ($13,600); General Housing -CDBG: Computer ($1,875); General Housing -General Fund: Computers ($1,875). Note: Section 8 computer replacements budgeted in FY 2006 have been pushed into FY 2008 due to funding shortfalls in Section 8 funds. -292- . . . Miscellaneous 8. The City of DUbuque will be purchasing the Federal Building and it is planned that the Housing Services Department will relocate offices to the Federal Building in FY 2007. 9. General Housing is 41.9% self-supporting (including a vehicle depreciation factor of $3,057) versus the guideline of 41.3%. -293- ~ CU E E " rJl E CU ~ '" o ~ D..::: G)c~ " '" . ""E.... "",0 "'>0 "ON C ~ ~ _ Co CU o E '" >-- ::: ~caC'lll O:t::~ Co ._ CULL. 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U) U) Eo't .:3 _J!l c 0 c " -" ~ Iii ~ (1:1 (II J!] ~a:l 1: fir as ~ fir [~~~~i:-gi:-g ~l3~cl3~t!~~ Q)...JQ)~...Je>-C)iij ex:: (!) a:: ...J (!) (!) e C) Qi c CD c:: 0.. m lIJ Q) co ~8~~88~8~ z o i= D.. ii: u rJl W C ~ U w .., ~ D.. E E E e m e g ~ 8' <l: e ~ c "- "- 0 ..c :u S C'lI >-._ "iicE:5 a:: Q) ~ .~ ~ ~ ~ I iii ~ ~ ~ 19 i7 Q) c u; E &~~ ~ D.. W c :E ;Ii " o l:t: D.. " .... .,. z 0 w ~ :IE c a. QI :0 o E ~ .... Co " woe>: Gill o " '" ,.0-" ~~~ ::> 0 :IE C :IE 8 Ow U ." o C z '" ..~ C) '2 z ~ iij E ::> E o 0 " u ~ ~ c: E ~ Q) e fil ~ ~ 8g'd:.5~ :J: a; .9- J!] IS :::iE ..c: C..c 5U)~ea-o ~ .!l:! ~ (j ~ 5 c: 'i t: .9- en u.. <Da.~-5iGit) en 0 ... Z :::l J: a: ~ ~"O.:: .~ES~*~ ... oS! E <D 0)-- .9-g E E(ij~ ~tl:8:Ef-~ o o o .,; N .. .. o o o ci o N .. .. o o o ci "' .. .. ?i'_ ~ - 0 0...." ,;Nu. ~"Oc.. ~<D~a:: c (.) c a:: (l) C co I c9~t5:B .- '" C)L1.W;::E 10"'::; oiSo?i' 0_I0 S 6 C~ ~~ :c E '" ~-a; ",e>: d:~ w" ::;2- o ~ ,,"- o o o .,; '" '" ri o o o <5 ;:: .. o o o <ti ~ o o o "' '" '" .. o o o "' ~ .. o o o 0; ... ... .. ~ .... -294- . . . DEPARTMENT/DIVISION: Housing and Community Development Administration ACTIVITY: GOAL Provide effective and meaningful coordination to the Housing & Community Development Department programs of the City of Dubuque. DESCRIPTION This Activity coordinates the efforts of the Housing Code inspection, rental housing licensing, federally assisted housing, housing rehabilitation, lead paint, Community Development/CDBG and home purchase programs. This Activity is staffed by the Housing & Community Development Director and is located at 1805 Central Avenue. SERVICE OBJECTIVES 1. To assure the effective use of staff and financial resources assigned to the various housing activities and programs by: a) allocating administrative time to the Housing Code inspection program to: i) oversee the programs for inspection of all rental housing and other housing units requiring inspection due to complaints and re-inspection of units referred by the Fire Department; ii) monitor the collection of all rental unit license fees and manage citizen complaints and concerns regarding this program; iii) meet with the Housing Code inspection staff as required to monitor progress and programs and interpret requirements of the Code; iv) convene the Housing Code Appeals Board monthly to process inspection complaints or code variance requests; and v) monitor the Fire Department rental unit inspection program to track progress. utilizing administrative time on federally assisted housing and housing rehab programs to: i) seek new programs and evaluate the department's rental assistance and housing rehab programs; Ii) meet with assisted housing and rehab staff as required to monitor progress and programs; iii) monitor contracts and emergency loan allocations; iv) review and approve loan applications for rehabilitation projects and be responsible for review of materials referred to the Housing Commission or Housing Code Appeals Board to assure reasonable accuracy; b) Housing and Community Development Administration -295- v) provide staff support to the Housing Commission, Housing Code Appeals Board, Housing Trust Fund Committee, Community Development Advisory Commission and the Section 504 Advisory Committee; and vi) interpret federal rules and regulations and local guidelines for these programs. c) allocating administrative time to the Community Development program to: i) conduct an annual citizen participation process to establish and prioritize goals and activities for the CDBG Annual Action Plan; ii) oversee the CDBG program to insure compliance with federal directives, timely expenditures of Community Development Block Grant funds and coordination of partnership with city departments, service agencies and neighborhood groups to address needs; and d) conducting periodic staff meetings with all Housing and Community Development Department personnel and supervisors assigned to each Activity. 2. To ensure proper maintenance of the City Hall Annex building located at 1805 Central Avenue. Housing and Community Development Administration -296- e e . DEPARTMENT/DIVISION: Housing and Community Development ACTIVITY: CDBG Administration/Monitoring GOAL Advance a widely shared and sustainable quality of life for Dubuque through actions designed to foster beneficial public/private partnerships, enhance the local economy, revitalize neighborhoods and other special areas and respond to the needs of low- and moderate-income citizens. DESCRIPTION This Activity provides leadership and support to the City's community development efforts. It includes program development and administration activities. This Activity supports the Community Development Advisory Commission. It is located at 1805 Central and is staffed by the Housing and Community Development Director and Community Development Specialist. SERVICE OBJECTIVES 1. To provide effective management of the Housing and Community Development Department. 2. To identify community development issues facing the City, formulate responses and communicate them to the City Manager. 3. To obtain and administer funds from the Community Development Block Grant program and other sources by: a) preparing appropriate reports for the Community Development Block Grant program, including the Consolidated Plan and Annual Action Plans; b) preparing the annual Consolidated Annual Performance and Evaluation Report: c) coordinating interdepartmental and interagency responsibilities; d) preparing and conducting environmental assessments; e) monitoring contractor compliance with Davis-Bacon wage regulations on Block Grant contracts; f) monitoring contractor compliance with affirmative action and equal opportunity requirements on Block Grant contracts; g) maintaining and making available all records pertaining to administration and operation of department programs; h) preparing all sub recipient contracts and monitoring compliance; and i) maintaining local procedures and disbursing Block Grant funds through Integrated Disbursement and Information System (IDIS), the computerized HUD system for grant management and disbursement. 4. To maintain citizen confidence by initiating response to citizen inquiries and complaints in a timely manner consistent with the adopted Citizen Participation Plan. Housing and Community Development Community Development -297- 5. To seek public participation in the formulation of strategies, plans and budgets in partnership with Community Development Advisory Commission by maintaining an ongoing public notice and information program consistent with the adopted Citizen Participation Plan. 6. To monitor and promote effective legislation concerning community development. 7. To maintain the quality of public facilities in neighborhoods by funding street over-lay projects, curb ramping for disabled accessibility and administering a financial assistance program for low- and moderate-income persons in conjunction with the City's sidewalk repair program. 8. To implement the Housing and Community Development portion of the City's Comprehensive Plan and any of the City Council priority goals and objectives. 9. To encourage private property improvements in neighborhoods by continuing and expanding an urban revitalization program which provides partial tax abatement in areas designated by the City Council in accordance with state law. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Commission Public hearings 4 6 5 5 5 Environmental Assessment reviews 7 6 7 7 6 CDBG Sub-recipient contracts administered 14 11 12 12 12 Labor contracts monitored 3 5 3 3 3 On-site inspections (Davis Bacon compliance) 3 6 4 3 4 Sidewalk program assistance to low-income families 10 40 30 40 40 Community Development Commission Meetings 11 13 12 12 12 Urban Revitalization applications 7 18 20 20 20 New Urban Revitalization areas 0 0 0 2 1 Housing and Community Development Community Development -298- . . . DEPARTMENT/DIVISION: Housing and Community Development General Housing Inspections ACTIVITY: GOAL Assure all residents of rental properties in the City of Dubuque decent, safe and sanitary living conditions by requiring all dwelling units to meet minimum livability standards through a Housing Code inspection program designed to reduce housing and environmental conditions detrimental to the health, safety, and welfare of the community. DESCRIPTION The General Housing Inspection Activity provides for flexible enforcement of the Housing Code through a program of licensing and regular inspection of rental dwellings and through encouragement of owners to comply with housing quality standards. Chapter 364, Code of Iowa, mandates inspection of all rental units. This Activity also handles complaints and other miscellaneous problems regarding adverse housing conditions in owner-occupied as well as rental units. In addition, vacant and dilapidated housing is monitored on a regular basis. This Activity is staffed by one Senior Housing Inspector, 1.20 Inspector I's and a Permit Clerk and is located at 1805 Central Avenue. SERVICE OBJECTIVES 1. To assure that rental dwelling units, the buildings in which they are located, and the building sites meets housing quality standards by: a) Licensing approximately 7,757 rental units in 2,492 rental dwellings annually; b) Providing for systematic inspection of approximately all rental units on a seven- year cycle; c) Furnishing support to Fire Department personnel assigned to rental inspection activities; d) Providing training materials and reinspecting units as required by the Fire Department; and e) Conducting an annual training program of Fire Department personnel. 2. Assuring that other dwellings and units are safe and sanitary by responding to complaints of alleged deficient housing conditions within 48 hours. 3. Monitoring vacant and/or dangerous residential buildings on a regular and complaint basis to assure such buildings are secure; the exterior is maintained in accordance with the Dubuque Residential Housing Code and continuing to work with rehab staff, local interested persons and lenders to return all suitable vacated buildings to the housing market for occupancy. Housing and Community Development General Housing Inspections -299- 4. Educating the citizens of Dubuque on minimum housing standards and informing them of how together we can improve the quality of housing in Dubuque. 5. Continuing promotion of the Childhood Lead Paint Poisoning Prevention Program, including environmental assessments in residential occupancies where a child has been identified as having an elevated blood lead level. 6. Continuing activities of the Lead Paint Hazard Reduction Program, including making forgivable loans to income-qualifying homeowner and rental households. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Total rental units licensed 7693 7757 7793 7757 7800 Total rental rooming units licensed 1584 1596 1600 1600 1600 Total rental units inspected annually 1248 1408 1200 1400 1400 Cumulative total units 8706 inspected in rental cycle (cycle (1000 new began FY99) 7298 cycle) 2000 2500 2500 General housing violation notices sent 1636 2672 1500 2500 2500 General housing violation notices satisfied 1167 2762 1750 2775 2775 Total housing violation notices issued 6766 8788 7000 7500 8000 Total housing violation notices satisfied 6434 9125 7000 7500 8000 Fire Department participation in housing inspection program Inspections 52 310 75 250 250 Re-inspections 27 87 25 100 100 Referrals to Housing 40 254 50 225 225 Deficiency notices issued 64 503 75 500 500 Deficiency notices satisfied 32 41 50 75 75 Housing Services Dept. Follow up to Fire Dept. program Referral inspections 40 132 50 250 250 Referral reinsertions 40 81 45 50 50 Deficiency notices issued 32 106 75 250 250 Housing and Community Development General Housing Inspections -300- .....-. ~---._....-._--_.,-- . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Deficiency notices satisfied 48 202 65 100 100 Housing Services Dept. rental inspection program Inspections 892 2076 1250 2000 2000 Re-inspections 695 1024 1000 1500 1500 Deficiency orders issued 1636 2672 1800 1800 2675 Deficiency corrected 1167 2762 2000 2000 2600 Housing Services Dept. misc. activities Complaints Number 607 1050 800 900 900 Inspections 582 989 750 850 850 Re-inspections 530 427 500 650 650 Quality control of Section 8 inspections 28 27 30 30 30 Vacant buildings monitored (avg. number) 37 25 30 25 25 Vacant buildings - exterior violations contracted for repair 20 3 20 10 10 . Relocation of displaced households 1 3 4 6 6 Stairs/Porches/Deck Inspections 282 668 500 650 650 Re-inspections 195 679 350 400 400 Violation notices issued 623 1069 1000 1000 1000 Violation notices satisfied 623 1031 1000 1000 1000 . Housing and Community Development -301- General Housing Inspections DEPARTMENTIDIVISION: Housing and Community Development Housing Rehabilitation ACTIVITY: GOAL Provide the opportunity for decent safe housing for low- and moderate-income families and rental properties made available to low-income tenants by administering a program of financial and technical assistance to property owners for property rehabilitation using Community Development Block Grant funds, federal and state rental rehab funds and other federal and private resources; and to provide a program of assistance to low- and moderate-income families to purchase affordable homes. DESCRIPTION The Housing Rehabilitation Activity assists rental property owners and owner-occupants in making necessary repairs to bring properties into compliance with the Housing Code and department rehabilitation standards. This Activity also assists low-income owner-occupants and landlords to repair conditions which pose an immediate threat to the health or safety of the occupant or the public and enables them to make general property improvements. The Housing Rehabilitation Activity also administers funds for other programs in regard to housing rehabilitation and for home purchase. This Activity is staffed by a Rehabilitation Supervisor, Housing Inspector I, Rehabilitation Assistant and a Secretary and is located at 1805 Central Avenue. SERVICE OBJECTIVES 1. To improve residential neighborhoods by preventing or removing blight in residential structures by: a) performing housing inspections and preparing work write-ups listing code deficiencies and other property improvements; b) assisting owners in bid selection and inspecting work performed under contract; c) providing financial assistance and working with local lenders to provide private financing; d) underwriting loans using Community Development Block Grant funds for property owners in the form of deferred payment loans and monthly payment loans; e) soliciting and maintaining contact and cooperation with owners, landlords, contractors, lenders and realtors; f) promoting awareness of the housing rehabilitation program and supporting self- help rehabilitation efforts through local media, talks with neighborhood groups, public service announcements and other outreach efforts; g) promoting minority and female business enterprise participation in program activities; h) managing a variety of housing rehab programs which including SRO, accessibility, HOME, moderate rehabilitation, rental and homeowner programs; i) working with General Housing Inspection staff to aggressively pursue a variety of measures to convert problem properties to re-use; Housing and Community Development -302- Housing Rehabilitation . . . j) k) I) m) n) applying for new federal and state programs as they become available; working with General Housing Inspection staff in relocating tenants who are displaced due to code enforcement; purchasing, selling and rehabilitating dilapidated buildings throughout the city; training and supporting low-income families to become homeowners in a partnership with the ISU/County Extension Office; helping homeowners and landlords in making their properties lead safe; working with first-time homeowners by providing down-payment purchase assistance loans; performing annual certifications on all HOME Projects during the term of affordability; working with Section 8 staff in promoting homeownership with their clients. training, interpreting and implementing HUD Lead Based Paint Regulations in all Federally and State funded rehabilitation projects. 0) p) q) 2. To maintain record keeping on an $8 million loan portfOliO using an automated microcomputer system for timely and accurate information retrieval, perform required federal loan underwriting analysis and assistance to owners and contractors in preparation of job specifications. 3. To work with neighborhoods and nonprofit groups in devising and implementing strategies to address housing needs and research and promote means of providing additional housing opportunities for low-income families, both renters and first-time homebuyers. 4. To work cooperatively with area lending institutions in developing programs and securing funds to promote partnership housing initiatives. 5. To work with the Planning Services Department and Historic Preservation Commission to provide loans to qualifying property owners in historic districts to enhance the exterior appearance of their properties. 6. To be the Relocation Agency for the City of Dubuque and assist families in the 32,d Street detention area with relocation and replacement housing benefits in connection with the Bee Branch Drainage Basin Improvement activities. Housing and Community Development -303- Housing Rehabilitation FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D COBG projects funded (units) 77 103 78 76 Homeowner rehab loan program 22 26 12 12 Moderate income loan program 3 10 14 10 Emergency code enforcement rehab loan program 3 5 14 10 First time homebuyer program 19 25 1 4 Operation Upkeep 6 8 3 15 Operation Paintbrush 7 8 20 9 Sewer program 11 10 5 6 Housing Trust Fund 0 4 3 8 Single room rehab 0 0 0 0 Historic Preservation Program 6 6 3 4 Accessibility rehab 0 1 0 0 Non-COBG projects funded (units) 6 38 35 41 Purchase/Rehab/Resale (") 0 1 0 0 HOME Program ("") 2 6 5 6 Acquisition (") 3 7 10 10 Federal Home Loan Bank (""") 0 15 10 15 32"d Street Relocations 1 9 8 6 Bee Branch Purchase 1 5 Rehabilitation inspections Units 539 916 877 916 Initial inspections 95 151 135 137 Re-inspections 498 846 678 702 Housing and Community Development -304- Housing Rehabilitation . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Cost estimates/work write-ups 83 141 120 113 Other inspections 9 9 20 20 Section 8 10 10 6 10 Tax abatement 7 7 18 20 Historic Preservation 20 27 . . 'SPG - HUD Special Purpose Grant "IDEO -Iowa Department of Economic Development; HOME - Federal Housing Investment Partnership Program "'PATH - Pathways Affordable to Homeownership Program Housing and Community Development -305- Housing Rehabilitation DEPARTMENT/DIVISION: Housing and Community Development Moderate Rehabilitation Program ACTIVITY: GOAL Provide decent, safe, and sanitary housing to low- and moderate-income families and rehabilitated properties by administering housing assistance payments in compliance with the Section 8 Moderate Rehabilitation Annual Contributions Contract. DESCRIPTION This Activity provides incentives to owners of rental housing to improve their properties by providing housing assistance payments through the Section 8 Moderate Rehabilitation Programs (currently 16 units) in accordance with federal regulations. Administrative services for this Activity are provided by staff assigned to the Section 8 Housing Activity. As the initial fifteen-year HUD funding for these programs terminate, the number of moderate rehab units is reduced and replaced with housing vouchers. SERVICE OBJECTIVES 1. To provide 98 percent occupancy of Projects 005 by: a) maintaining an active updated waiting list; b) assuring prompt correction of deficiencies noted through inspections; c) maintaining apartment vacancy listings for qualified Section 8 tenants; d) filling program vacancies in a timely manner; e) processing lease renewals as required; f) preparing payments in a timely manner; and g) updating the Section 8 Administrative Plan to comply with revised regulations and procedures; h) processing conversions of Moderate Rehab Program units to Voucher Program. FY 2004 PERFORMANCE MEASURES ACTUAL FY 2005 ACTUAL FY 2006 BUDGET FY 2006 REVISED FY 2007 RECOM'D Moderate Rehab 002 Lease-up of rehabilitated units, 8 unit months for 4 units 47 98% 46 96% 47 98% 47 98% 8 100% Participant Activity: Annual re-examination 3 1 3 3 o Interim re-deterrnination 4 o 1 1 o Housing and Community Development Moderate Rehabilitation Program -306- e FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Occupant turnover requests processed 1 3 1 1 4 Housing quality inspections: Annual inspections 3 1 4 4 4 Initial inspections 1 3 1 1 0 Compliance re-inspections 4 3 1 1 0 Quality control inspections 0 1 1 1 0 Move out inspections 1 4 1 1 4 Moderate Rehab 005 Lease-up of rehabilitated units, 172 unit months 598 524 394 411 172 possible for 16 units 96% 88% 98% 98% 100% Participant Activity: e Annual re-examination 45 20 16 16 14 Interim re-determination 49 23 14 14 5 Occupant turnover requests processed 27 27 6 6 4 Housing quality inspections: Annual inspections 45 41 16 16 16 Initial inspections 31 31 6 6 4 Compliance re-inspections 53 42 14 14 6 Quality control inspections 8 5 1 1 1 Damage/rent loss/vacancy loss claims Received 14 18 3 3 3 Approved/paid 2 11 6 6 3 e Reimbursed 6 7 2 2 3 Repayment Agreements 29 10 10 0 0 Housing and Community Development Moderate Rehabilitation Program -307- FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Move out inspections 27 22 35 25 3 Total Moderate Rehab Program families in new housing 30 32 6 6 4 Total Moderate Rehab Quality Control Inspections 8 6 2 2 1 Section 8 Violation notices issued 5874 6116 7000 6000 6000 Violation notices satisfied 5739 6363 7000 6000 6000 Housing and Community Development Moderate Rehabilitation Program -308- . e . DEPARTMENTIDIVISION: Housing and Community Development ACTIVITY: Section 8 Housing Voucher Program GOAL Provide decent, safe, and sanitary housing to low- and moderate-income families and rehabilitated properties by administering housing assistance payments in compliance with the Section 8 Housing Program Annual Contributions Contract. DESCRIPTION This Activity provides housing assistance payments through the Section 8 Housing Choice Voucher Program (1066 units) in accordance with federal regulations, maintains a central monitoring index of community housing assistance needs and assumes a major role in the development of publicly or privately assisted rental programs. The Section 8 Housing Activity is located at 1805 Central Avenue and is staffed by 1.80 Inspector I's, one Assisted Housing Supervisor, four Assisted Housing Specialists, and two full-time Secretaries. This staff also administers the Section 8 Moderate Rehabilitation Activity, Family Self-Sufficiency Program Activity and Section 8 Homeownership Program. A ten member Housing Commission provides policy guidance in administering this program. Administrative expenses are paid by revenues from the Annual Contributions Contract with the U.S. Department of Housing and Urban Development. SERVICE OBJECTIVES 1. To provide 98 percent occupancy of 1066 allocated units or provide assistance to the number of units supported by HUD approved budget authority by: a) maintaining an active updated waiting list; b) assuring prompt correction of deficiencies noted through inspections; c) maintaining apartment vacancy listings for qualified Section 8 participants; d) filling program vacancies in a timely manner; e) processing lease renewals as required; f) preparing payment vouchers in a timely manner; g) coordinating the Family Self-Sufficiency Program with the task force responsible for the program; h) continuing to update the Section 8 Administrative Plan to comply with revised regulations and procedures; and i) process conversions from Mod Rehab Program units. 2. To service the Housing Commission by preparing meeting agendas, minutes and communications as required. 3 To assist the Housing Commission by processing client appeals. Housing and Community Development Section 8 Housing Voucher Program -309- 4. To evaluate all Dubuque rental assistance programs by completing annual demographic, statistical and financial reports as required. 5. To assure an adequate supply of housing for low- and moderate-income families and individuals by pursuing private developer interest in developing, owning, and managing subsidized housing in accordance with housing needs (especially rehabilitation of existing housing) and by coordinating efforts with the housing rehab and code enforcement activities. 6. To provide outreach services to inform targeted groups and the general public of available programs. 7. To maintain record keeping on an automated multi-user accounting and tenant file management system for timely and accurate information retrieval and reporting. 8. To periodically complete an update of the Fair Market Rental Survey and maintain a statistically sound sample by area in order to determine rent reasonableness guidelines. 9. To help staff stay current on federal regulations and reporting requirements by attending available HUD training sessions and conferences. 10. To utilize college students, summer youth interns, JTPA and Promise Jobs participants to provide assistance to clericai staff. FY 2004 FY 2005 PERFORMANCE MEASURES ACTUAL ACTUAL FY 2006 FY 2006 FY 2007 BUDGET REVISED RECOM'D Lease-up of housing units, based on actual unit months occupancy, 12,766 unit- months possible for 1066 units 11473 94% 11951 97% 12260 98% 12253 98% 12511 98% Participant Activity: Annual re-examination 1038 728 1045 1045 1040 Interim re-determination 132 297 200 200 300 New families placed in housing 253 348 300 300 300 Unit changes 22 148 50 100 100 Housing quality inspections Annual & Initial inspections 1096 1555 1060 1100 1070 Compliance re-inspections 862 1084 848 1000 1000 Quality control inspections 28 27 31 30 30 Housing and Community Development Section 8 Housing Voucher Program -310- . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Units accepted 1076 1100 1070 Other activities: Average number of families on waiting list per month 550 400 600 400 400 Service to Housing Commission: Number of appeals to Commission 10 9 10 10 10 Regular Meetings 9 11 12 12 12 Special/committee meetings 0 1 0 0 0 Damage/rent loss/vacancy loss clams Reimbursed 7 3 5 5 0 . Repayment Agreements 24 8 10 10 10 Participation in groups supportive of Housing program objectives - number of meetings State Chapter of NAHRO 7 6 2 2 1 Dubuque Friends of the Community 38 41 40 40 40 Family Self-Sufficiency Task Force 3 3 4 4 4 Homeless Advisory Committee 4 4 4 4 . Housing and Community Development -311- Section 8 Housing Voucher Program Recommended Operating Expenditure Budget by Department 61 - HOUSING & COMMUNITY DEV 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 81,793 84,058 112,619 116,189 260 61010 FULL-TIME EMPLOYEES 281,793 307,930 332,354 342,839 270 61010 FULL-TIME EMPLOYEES 18,711 19,205 20,237 20,866 275 61010 FULL-TIME EMPLOYEES 82,744 114,087 118,452 96,937 280 61010 FULL-TIME EMPLOYEES 387,393 400,852 395,361 408,258 260 61020 PART-TIME EMPLOYEES 7,528 272 0 0 820 61020 PART-TIME EMPLOYEES 272 6,235 0 0 260 61030 SEASONAL EMPLOYEES 790 270 8,994 9,059 820 61030 SEASONAL EMPLOYEES 270 757 0 0 100 61050 OVERTIME PAY 541 328 0 0 260 61050 OVERTIME PAY 4,910 1,183 0 0 275 61050 OVERTIME PAY 7,262 12,183 0 0 280 61050 OVERTIME PAY 12,351 16,636 10,540 10,000 260 61092 VACATION PAYOFF 408 0 0 0 275 61092 VACATION PAYOFF 0 550 0 0 100 61310 IPERS 4,734 4,852 6,476 6,681 260 61310 IPERS 16,919 17,805 19,629 20,203 270 61310 IPERS 1,119 1,104 1,164 1,200 275 61310 IPERS 5,175 7,261 6,811 5,574 280 61310 IPERS 22,986 24,006 23,340 23,475 820 61310 IPERS 31 402 0 0 100 61320 SOCIAL SECURITY 6,255 6,432 8,615 8,888 260 61320 SOCIAL SECURITY 22,291 23,435 26,113 26,880 270 61320 SOCIAL SECURITY 1,469 1,451 1,548 1,596 275 61320 SOCIAL SECURITY 6,769 9,544 9,061 7,416 280 61320 SOCIAL SECURITY 30,080 31,398 31,052 31,996 820 61320 SOCIAL SECURITY 41 535 0 0 100 61410 HEALTH INSURANCE 16,135 16,191 19,675 21,060 260 61410 HEALTH INSURANCE 65,029 67,390 70,632 75,600 270 61410 HEALTH INSURANCE 0 1 0 0 275 61410 HEALTH INSURANCE 20,336 29,260 30,270 18,225 280 61410 HEALTH INSURANCE 84,594 85,132 91,313 97,740 100 61415 WORKMENS' COMPENSATION 804 2,023 1,953 2,215 260 61415 WORKMENS' COMPENSATION 1,183 2,975 5,257 5,299 270 61415 WORKMENS' COMPENSATION 0 480 418 398 275 61415 WORKMENS' COMPENSATION 0 0 2,365 2,329 280 61415 WORKMENS' COMPENSATION 349 878 1,335 1,331 100 61416 LIFE INSURANCE 104 105 214 188 260 61416 LIFE INSURANCE 384 391 648 703 270 61416 LIFE INSURANCE 33 33 38 42 275 61416 LIFE INSURANCE 114 182 225 194 280 61416 LIFE INSURANCE 590 589 750 817 260 61417 UNEMPLOYMENT INSURANCE 7,800 0 0 0 100 61620 UNIFORM ALLOWANCE 0 0 44 0 260 61620 UNIFORM ALLOWANCE 0 0 442 0 -312- Recommended Operating Expenditure Budget by Department 61 - HOUSING & COMMUNITY DEV . Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 275 61620 UNIFORM ALLOWANCE 0 0 442 0 280 61620 UNIFORM ALLOWANCE 0 0 397 0 260 61660 EMPLOYEE PHYSICALS 71 0 0 0 275 61660 EMPLOYEE PHYSICALS 264 132 0 0 61 - WAGES AND BENEFITS 1,202,425 1,298,531 1,358,784 1,364,198 100 62010 OFFICE SUPPLIES 1,220 1,150 1,268 1,375 260 62010 OFFICE SUPPLIES 5,186 4,914 4,786 4,975 275 62010 OFFICE SUPPLIES 1,253 1,620 1,325 900 280 62010 OFFICE SUPPLIES 7,682 7,626 7,550 8,080 100 62030 POSTAGE AND SHIPPING 2,968 1,932 3,000 2,113 260 62030 POSTAGE AND SHIPPING 4,850 3,358 5,722 3,560 275 62030 POSTAGE AND SHIPPING 3,093 6,128 4,000 2,500 280 62030 POSTAGE AND SHIPPING 9,153 10,975 9,500 11,500 100 62050 OFFICE EQUIPMENT MAINT 0 44 100 100 260 62050 OFFICE EQUIPMENT MAl NT 0 44 200 200 280 62050 OFFICE EQUIPMENT MAINT 155 0 0 100 100 62060 OlE MAl NT CONTRACTS 9 0 342 725 260 62060 OlE MAl NT CONTRACTS 22 0 936 2,070 275 62060 OlE MAINT CONTRACTS 10 0 1,025 405 280 62060 OlE MAl NT CONTRACTS 4,170 1 3,995 2,615 . 100 62061 DP EQUIP. MAl NT CONTRACTS 3,170 3,333 2,915 2,930 260 62061 DP EQUIP. MAINT CONTRACTS 6,818 6,966 5,653 5,454 275 62061 DP EQUIP. MAINT CONTRACTS 0 768 0 0 280 62061 DP EQUIP. MAl NT CONTRACTS 6,881 7,863 5,706 5,724 100 62090 PRINTING & BINDING 0 0 100 0 260 62090 PRINTING & BINDING 511 1,776 900 700 275 62090 PRINTING & BINDING 664 2,609 705 0 280 62090 PRINTING & BINDING 1,172 277 242 275 100 62110 COPYINGIREPRODUCTION 0 113 0 0 260 62110 COPYINGIREPRODUCTION 68 144 350 250 280 62110 COPYINGIREPRODUCTION 2 0 0 0 100 62130 LEGAL NOTICES & ADS 0 0 100 100 260 62130 LEGAL NOTICES & ADS 4,334 2,776 2,650 2,150 275 62130 LEGAL NOTICES & ADS 313 78 331 0 280 62130 LEGAL NOTICES & ADS 127 110 350 350 100 62170 SUBSCRIPTIONS-BOOKS-MAPS 32 37 50 50 260 62170 SUBSCRIPTIONS-BOOKS-MAPS 1,445 1,011 1,100 1,150 280 62170 SUBSCRIPTIONS-BOOKS-MAPS 635 600 673 635 100 62190 DUES & MEMBERSHIPS 32 15 30 30 260 62190 DUES & MEMBERSHIPS 1,497 2,008 1,755 1,705 275 62190 DUES & MEMBERSHIPS 10 10 0 0 280 62190 DUES & MEMBERSHIPS 953 1,013 1,010 1,010 . 275 62204 REFUNDS 0 676 0 0 100 62206 PROPERTY INSURANCE 771 787 791 855 260 62206 PROPERTY INSURANCE 338 387 267 291 -313- Recommended Operating Expenditure Budget by Department 61 - HOUSING & COMMUNITY DEV Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 280 62206 PROPERTY INSURANCE 450 517 534 583 100 62208 GENERAL LIABILITY INSURAN 794 639 700 672 260 62208 GENERAL LIABILITY INSURAN 2,659 4,313 4,001 3,843 270 62208 GENERAL LIABILITY INSURAN 0 741 812 780 275 62208 GENERAL LIABILITY INSURAN 29,923 3,371 5,291 5,081 280 62208 GENERAL LIABILITY INSURAN 1,111 3,260 3,898 3,743 100 62211 PROPERTY TAX 1,985 4,594 958 5,123 100 62221 DAMAGE CLAIMS 0 0 0 0 260 62230 COURT COSTS & RECORD FEES 3,594 5,367 4,000 5,000 260 62310 TRAVE~CONFERENCES 2,461 2,888 3,300 3,300 280 62310 TRAVE~CONFERENCES 22 30 150 150 260 62320 TRAVEL-CITY BUSINESS 28 299 500 400 280 62320 TRAVEL-CITY BUSINESS 10 0 0 0 100 62340 MILEAGE/LOCAL TRANSP 180 184 180 180 260 62340 MILEAGE/LOCAL TRANSP 364 402 425 425 275 62340 MILEAGE/LOCAL TRANSP 1 4 0 0 280 62340 MILEAGE/LOCAL TRANSP 764 586 810 715 100 62360 EDUCATION & TRAINING 324 142 725 1,010 260 62360 EDUCATION & TRAINING 7,808 3,918 5,085 5,085 275 62360 EDUCATION & TRAINING (45,824) 8,042 49,476 95 280 62360 EDUCATION & TRAINING 6,168 2,049 6,550 3,445 100 62411 UTILITY EXP-ELECTRICITY 497 585 556 661 260 62411 UTILITY EXP-ELECTRICITY 1,369 1,736 1,556 1,961 280 62411 UTILITY EXP-ELECTRICITY 2,288 2,391 2,562 2,701 100 62412 UTILITY EXP-GAS 139 188 152 225 260 62412 UTILITY EXP-GAS 507 564 558 676 280 62412 UTILITY EXP-GAS 722 752 794 902 100 62421 TELEPHONE 795 711 827 980 260 62421 TELEPHONE 2,221 2,753 2,012 3,030 275 62421 TELEPHONE 1,314 1,732 1,392 1,050 280 62421 TELEPHONE 3,004 3,086 3,124 3,210 100 62431 PROPERTY MAINTENANCE 7,576 3,591 3,550 3,850 260 62431 PROPERTY MAINTENANCE 1,874 2,544 2,047 2,640 280 62431 PROPERTY MAINTENANCE 1,567 3,203 1,500 3,020 100 62433 CUSTODIAL SERVICES 750 484 795 995 260 62433 CUSTODIAL SERVICES 2,250 1,453 2,385 2,685 280 62433 CUSTODIAL SERVICES 3,000 1,938 3,180 2,680 100 62434 HVAC MAINTENANCE 39 70 75 150 260 62434 HVAC MAINTENANCE 104 209 200 300 280 62434 HVAC MAINTENANCE 65 278 150 300 100 62511 FUEL, MOTOR VEHICLE 785 883 848 1,103 260 62511 FUEL, MOTOR VEHICLE 1,089 1,504 1,175 1,879 280 62511 FUEL, MOTOR VEHICLE 1,271 1,410 1,372 1,762 100 62521 MOTOR VEHICLE MAl NT. 503 458 350 500 260 62521 MOTOR VEHICLE MAINT. 480 874 600 800 -314- Recommended Operating Expenditure Budget by Department 61 - HOUSING & COMMUNITY DEV . Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 275 62521 MOTOR VEHICLE MAl NT. 36 38 300 0 280 62521 MOTOR VEHICLE MAl NT. 2,037 2,705 1,200 1,500 100 62528 MOTOR VEH. MAl NT. OUTSOUR 45 40 0 0 260 62528 MOTOR VEH. MAINT. OUTSOUR 51 943 0 0 280 62528 MOTOR VEH. MAINT. OUTSOUR 1,226 727 0 0 280 62660 DATA PROCESSING 168 181 0 0 280 62661 MISC. OPER. EXPENS 417 505 0 500 100 62663 SOFTWARE LICENSE EXP 0 1,775 960 1,222 260 62663 SOFTWARE LICENSE EXP 0 0 1,960 3,725 280 62663 SOFTWARE LICENSE EXP 0 5,250 4,400 6,927 100 62665 FALSE ALARM CHARGES 0 11 150 0 260 62665 FALSE ALARM CHARGES 0 34 0 0 280 62665 FALSE ALARM CHARGES 0 45 0 0 260 62671 MISC. OPERATING SUPPLIES 187 963 875 875 275 62671 MISC. OPERATING SUPPLIES (300) 1,946 1,000 0 280 62671 MISC. OPERATING SUPPLIES 0 14 300 250 280 62690 PORTABLE ADMIN FEES 2,180 2,288 2,772 0 275 62692 LANDFILL FEES 723 5,445 1,800 0 280 62694 HOUSING ASST. PAYMENT 3,830,667 3,979,282 4,064,032 3,684,254 275 62713 LEGAL SERVICES 625 1,654 1,467 500 . 260 62716 CONSULTANT SERVICES 0 5,500 0 0 280 62717 CRIMINAL BACKGROUND CHECK 1,622 2,188 1,000 500 260 62726 AUDIT SERVICES 3,500 0 3,500 3,500 280 62726 AUDIT SERVICES 3,050 5,225 3,233 3,300 280 62727 FINANCIAL SERVICE FEES 1,245 889 0 0 280 62729 DUST WIPE TESTING 4,118 2,452 4,365 2,400 100 62731 MISCELLANEOUS SERVICES 180 23 0 0 260 62731 MISCELLANEOUS SERVICES 2,236 1,398 2,500 1,500 275 62731 MISCELLANEOUS SERVICES 22,636 32,716 35,000 15,000 280 62731 MISCELLANEOUS SERVICES 870 1,258 900 1,335 280 62732 TEMP HELPCONTRACT SERVo 1,145 0 0 0 280 62761 PAY TO OTHER AGENCY 41,443 24,003 25,452 25,450 100 62764 LOANS 16,424 0 0 0 270 62764 LOANS 12,455 0 25,689 0 260 62765 GRANTS 0 78,000 60,000 30,000 275 62765 GRANTS 75,644 835,378 960,123 50,000 280 62774 FSS, PARTICIPATE PAYMENTS 18,330 17,872 0 0 260 62777 SERVICES FROM REHAB (9,048) (6,279) 0 0 820 62777 SERVICES FROM REHAB 0 (8,543) 0 0 62 - SUPPLIES AND SERVICES 4,150,483 5,141,815 5,391,560 3,975,305 280 71110 MISC. OFFICE EQUIPMENT 787 0 0 0 275 71112 TYPEWRITERS 0 197 0 0 . 260 71118 PROJECTOR/CAMERA 435 0 0 0 275 71118 PROJECTOR/CAMERA 2,711 0 0 0 100 71119 FAX MACHINE 256 0 0 0 -315- Recommended Operating Expenditure Budget by Department 61 - HOUSING & COMMUNITY DEV Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 260 71119 FAX MACHINE 769 0 0 0 280 71119 FAX MACHINE 1,025 0 0 0 100 71122 PRINTER 0 0 400 0 260 71122 PRINTER 0 572 800 0 275 71122 PRINTER 1,489 0 0 0 280 71122 PRINTER 782 291 0 0 260 71123 SOFTWARE 18,150 1,170 0 0 275 71123 SOFTWARE 179 0 0 0 280 71123 SOFTWARE 25,530 1,030 0 0 100 71124 MICRO-COMPUTER 0 2,894 4,050 1,875 260 71124 MICRO-COMPUTER 7,241 7,212 1,350 5,625 275 71124 MICRO-COMPUTER 4,151 1,929 8,100 0 280 71124 MICRO-COMPUTER 1,107 0 0 7,500 260 71211 DESKS/CHAIRS 650 0 21,344 0 280 71211 DESKS/CHAIRS 0 0 0 0 100 71310 AUTO/JEEP REPLACEMENT 0 7,728 1,800 0 260 71310 AUTO/JEEP REPLACEMENT 0 7,728 1,800 0 280 71310 AUTO/JEEP REPLACEMENT 0 0 14,400 13,600 275 72514 PAINT DETECTION EQUIPMENT 8,797 211 0 0 71 - EQUIPMENT 74,059 30,960 54,044 28,600 260 91100 TO GENERAL 10,694 10,036 5,865 4,070 280 91100 TO GENERAL 820 920 820 820 271 91270 TO RRP REPAYMENT FUND 22,463 22,463 70,000 0 91 - TRANSFER TO 33,977 33,419 76,685 4,890 61 . HOUSING & COMMUNITY DEV TOTAL 5,460,944 6,504,726 6,881,073 5,372,993 -316- co o 2; ID rn o .... .... '> .- .... '" < .... = .... "'" ~ E E = [JJ .... <lJ ~ 'l:l = = ~ = .- .... ~ "'" . = <lJ E .... "'" ~ i:l. <lJ ~ 'l:l <lJ 'l:l = <lJ E E Q '" <lJ ~ r- Q Q N >< .... e 'c E E- o ID U co ID"O ~ ~ III ... Q Q OJ 0<00 01 " 01 '" C',; M co co ~ ;; 0 <0 "'. c5 co 0") 0 <0 o 01 u:i '" 01 ~ N ~ " " ... oiMcti co 0") OJ o '" ... "C LO to N QI ...... 0'1 ~ C. Q; ::: - o u:: - :s at w a:: c: QI z UJ 8,-; w (f) xU co 0 w 0 <z >- z z -< ~ w en :J ::2: ill "- "- (9 a.. 5 < :> 0 :;: rn ill ~\U Z >;: 0 ni= i= < ii >- rn Z :E o < z. ~ u < o o <0 <0 o " '" '" OJ <0 co 0 01 '" 0 ~. ~ aj <0 01 ;;; '" .; '" "! ~ r-- c:c LO 0 c.o N M ('f') 'V 0 ..q- 0> g~f:f 3" 01 '" LO "" c:o (0 " OJ OJ co (0 0 CD LO r--:' ...t ,...: ... 01 ... 01 01 '" '" OJ '" OJ OJ 01 o 'V tq ....._ ~ c;j ;: 01 > ill o 1: i: ID Z E ID :> tE ::;; [I- ::: ID a o () oil (!) Z Ui :> a I ... co ... cO o en 'It ,... Q') '" "'... "'- C") ,... ri N N 1"--- ... 0 ... ..... 0'1 o. - c5 0") 01 >- Z ill ::;; ill ~ < >- z ;;: "- o < ill -' rn ill ~ () u: :> ill '" Z ill ill rn <D 0 o Z z <( ~ <( r:g w en :::i ::: ill "- "- ~ a. 5 < :> 0 :;: rn ill " ... ... .; o ~ N ~ <0_"'-_ C"') NO"": 01 '" - ci a 0. -' j'O ~ i: '> >- () < ::;; < '" (!) a cr "- oj - rn Z :E o < ci a 0. -' < >- a >- i: '> i= () < rn w ~ () u: :> ill cr z ill ill rn <D 0 o Z >- Z < Z <c f:3 w U) :J ::E ill "- "- <.9 a.. 5 < :> 0 :;: rn ill o o '" ;;; >- z ;;: 0- o < W -' ..>- oz zii ~" >- Z ill ::;; ill >- < <D < >- Z ;;: "- o < ill -' o o 01 ;;; ., z o i= () w" UlZ Ciu; z::> ::>0 o.I 0") <0 <0 u:i o '" o 0>", OJ OJ co co ui ui 01 OJ 00 o o "' co co co ... '" N 01 <0 '" 01 I- ::;; < cr (!) a cr "- oj i= ~ (/) ill () '> cr ill (/) o Z < (/) >- ill Z ::; < "- cr "- (!) :> "- !!?. ~ -' (!) z Ui ::> a I >- z ii (!) a.. Ii:: <( a I 0. -' -' ~ ~ Ui 0 :> >- a i: P-'> i= ~ o 01 0") .!e. i: z ::>>- ::;;z ::;;ill 0::;; ()~ ..-' Ow z> ::>w 0.0 1-3 7- o o 0" 0 roo ... ... OJ OJ ai cO ro 0 '" '" ..,; 'V- Ol 01 f- (/) ill () '> cr ill (/) o Z < (/) ill ::; "- "- ::> f!!'- ;; o oj < :::c 0:: ill a cr 0. l:' -' <( j'O cr a ill >- is i: ~ '> i= ~ o o co .!2. -' j'O Z ill '" W ~ >- Ul ..<D 0< ZI :JW o.~ o ;; o oj ~o o.I ... o '" N 100 ... ... <0 <0 1"--- 1"--" - - 00 '" '" 01 01 cO 05 - - ",01 co co co co 1"--" r--." ~ ~ - (/) ill () '> cr ill (/) o Z <( (/) ill ::; "- "- :> ~ 01 o o oj cr ill (/) o Z < rn ill :J IIi "- <( "- I :> ill !!?. cr ill >- <( cr ill o a ::;; oj - i: '> i= () < co o o oj - is i: ~'> i= () < o '" co .!e. OJ Z o i= () w" UlZ C:iU) z::> ::>0 o.:r o <0 M co o 00 00 f;;:-" co co o 0 m cD f- co o o (/) ill () '> cr ill (/) o Z < (/) ill :::::i ai "- < "- :r :> ill f!!Lcr ill >- < cr ill o a ::;; ... o o oj - is i: ~:> i= () < o " co !fC OJ Z o i= u w" UlZ cUi z:J ::>0 o.:r o co 0 '" 0 ~ ~ .....N~. " 01 co ... M <0010 '" co 0 o OJ " J'o.." "<to v. 01 <0 co '" M 01 OJ ... 0 01 C"') "<t \"I? as tr5 ..... 00 co OJ M " " '" ... 01 " '" aiIDcO OJ 0 01 " <0 M ... o o (/) ill ~ () u: :> ill cr z ill ill (/) <D 0 o z< >- z z <( f:3 UJ (f) ::::i ::: W a.. Q: (!) "- :> < :> 0 :;: (/) ill cr ill I () :> a > OJ z a i= () ill rn o o co <0 ., z o i= u w" Ulz ou; z:J ::>0 o.:r " :> :5 2i ro :l .... ..... .;: .- ..... <J < .... = .... .. o:l e e = rJ). ..... ~ ~ 'C = = ~ = .- ..... o:l .. ~ c. o ..... = ~ e ..... .. o:l C. ~ ~ 'C ~ 'C = ~ e e Q <J ~ ~ r- Q Q M '" .... <D 0 0 .. ;; 0 "' <D <D N '" 0 0 .... '" 'c .. '" "' '" N N .. a> .. 0 0 C> E N 0 q .... .... <D <D N. '" N N ~ '" "' ;;; ,.; '" .j .j 0; '" "' .j .j .; E- '" N "' ~ a> '" o ~ N N N '" " '" .j .,; ~"O '" ~ ., "- C> 0 N - '" 0- 0 0 ;;; N '" <D <D "' .. 0 a> 0- 0 00 "0 '" 0 '" 0; ;; 0 N N 00 ~ N .. N <D .. '" N '" Q.'Q) <D .j oJ .,; ,.: .j .j <D .j '" .j o 0> 0 .. N - '" .... a> C> ~-g "' N N 00 .j .,; "'., C> C> N f-- ;; N N '" 0 .. '" I;;; "' .... <D .. <0 '" 0 .... .... "' 0 .. 0 .... .... U; '" ;:: N a> a> '" ;; .. 00 '" '" '" '" q .. .. 0 '" .. "' "' ~ <D ,.: ,.: .j <D <5 ::;: .j .j .j ,.: N .j '" ,.; .,; ~~ ;;; - - ~ N N .... a> .... 00 N - ... < .. .j .,; ",0. C> ~ c>W N f-- 0 "0 0 '" .... N ho <D ~ a> 0 0 r::- .... '" '" '" '" .... ;:: "' 0 "' "' "' ~ .... N N ;; ;; .. "' '" '" .... ... - ... .... .... <D .... O. O. ~ ~ ,.; oJ oJ .,; '" '" '" oJ <D N N .j ~ - .,; U C N - ~ ~ N - N .... ~ '" '" ... < .. .j .,; ...0. C> ~ c>W N f-- - - - U) U) U) U) U) e w w w w w i:' 0 U) 0 0 U) 0 0 ~ ;.; f- ;.; ;.; f- ~ ~ '5 0 '" u: '" '" u: 0> W W C" W Z W W Z w w ,,- U) U) U) U) U) o.ro 0 w 0 0 W 0 0 ~u ., ., CJ w Z '" 0 z a: z 0 z z a: < < f- < < f- Z < W Z Z U) U) Z z ii1 ~ U) J: < U) W ~ U) C2 < U) w U) '" w 0 w :;; w w :;; 0 w a: w :J :::J U) :J CJ :J U) :J f- :J w a. 0 w a. < J: a. 0 CJ a. 5 z a. ...J CJ a. 5 Z a. 0 0 a. > < a. 1ii a. "' < a. 0 a. :::J :::J :;; ;; :::J 0 :::J :::J .. ;; :::J 0 :;; :::J :> ~ f!!?- U) w !!L .. U) w .!!L '" - < 0 , z w '" '" J: ~ ~ U) CJ Z 0 ~ CJ 0 a: CJ '" a: '" z < z 0 w '" w ~ > F J: a. U) w U) a. ii1 CJ 1ii w 0 0 U) ~ z C2 0 2 ., a: :::J 0 w :::J U) " w 0 '" 0 < 0 ~ ~Q) U) 0 LL Z CJ ...J a. Z 0 0 J: >- (( > (( 1ii (( "' (( 0 (( :> (( z 1i~ :;; :::J ... :;; ::l 0 '" 0 0 0 ... 0 z 0 '" 0 :; < LL LL LL LL LL W LL ...J '" ...J J: ...J ~ ...J ~ ...J U) ...J :; ;'!: CJ ;'!: ...J g ;'!: 0 ;'!: " ;'!: 0 0 C2 '" '" z u 0 '" 2 w 0 0 1ii 0 '" f- a. w f- a. f- CJ f- f- ~ U) ~ z ~ 0 ~ ., ~ ::> ~ " U) w '" 0 0 z - ;.; !!o. ;.; CJ ;.; .!h. ;.; 0 ;.; ~ ;.; en F F ~ F F F ::l ~ 0 0 ~ 0 0 0 ;;: '" '" '" '" J: ti 0 0 0 0 0 Qi ... 0 0 0 < <D .... .... '" a> 0 i. <;; ;; & ... - O!!. ...J '" .... 0 .... .... z w ~ ::E C 00 00 ...J ~ Z ...J ~ " Z Z C2 C2 < E .. 0 0 ::>.... 1::;;: ::EZ 0.. F F w w w W rof- U U Z z ::EW z 0 0. W" W" W W 0::E w ~ " " u:S " 0 .,z .,z cUi i:iu; Q Q ...... Q ow z::> z::> Z Z z> Z ::l0 ::l0 ::l ::l ::>w ::l u.J: u.J: u. ... ...0 ... 318- Recommended Operating Revenue Budget by Department 61 - HOUSING & COMMUNITY DEV . Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd Revenue Revenue Rev, Budget Rev, Budget 100 42145 MULTI DWELLING-LICENSES 77,109 62,128 61,905 61,440 100 42150 ROOMING UNIT LICENSES 0 0 4.752 4,788 100 42155 SINGLE FAMILY-LICENSES 18,601 16,016 13,975 13,963 100 42160 DUPLEX DWELLNG-LlCENSES 30,081 26,231 26,224 27,090 270 43105 INTEREST, LOANS 25,689 28,801 25,689 10,000 280 43110 INVESTMENT EARNINGS 833 13,709 600 13,500 100 43239 RENT, HOUSE 3,658 6,921 4,468 5,000 100 43410 HOMEOWNER LOAN REPAYMENT 229 2,495 0 2,495 270 43410 HOMEOWNER LOAN REPAYMENT 0 37 0 0 100 43420 INFILL-LOAN REPAYMENTS 740 748 0 748 100 43440 REHAB REVOLVING FUND 7,980 4,510 0 0 260 44205 CD BLOCK GRANT 0 0 1,398,731 1,398,731 280 44215 FSS COORDINATOR GRANT 0 0 65,507 66,824 280 44220 PORTABLE ADMINISTRATION 866 0 0 0 280 44225 MODERATE REHAB 59,875 23,292 19,629 3,242 275 44310 HUD PAYMENTS 103,857 1,143,556 1,200,000 206,111 280 44310 HUD PAYMENTS 4,566,482 4,474,375 4,596.746 4,216,319 275 45701 STATE GRANTS 33,335 0 0 0 100 45709 LHAP GRANT 66,820 0 0 0 . 100 51916 APPEALS BOARD APPL FEE 125 50 0 0 280 51983 COPY FEES 220 583 200 300 275 53102 PRIVATE PARTICIPANT 5,000 19,570 0 0 100 53206 TENNANT DEPOSITS 1,210 2.767 1,500 1,500 280 53605 MISCELLANEOUS REVENUE 21,817 26,736 15,098 31,964 280 53615 DAMAGE CLAIMS 3,148 1,861 3,500 800 100 53620 REIMBURSEMENTS-GENERAL 60 18 0 0 275 53620 REIMBURSEMENTS-GENERAL 0 1,725 0 0 280 53620 REIMBURSEMENTS-GENERAL 6,838 5,725 6,000 6,000 275 53625 REIMBURSEMENTS-TRAINING (33,335) 0 35,000 0 270 59271 FR HOME GRANT FUND 22,463 22,463 70,000 0 100 59280 FR SECTION 8 HOUSING 0 100 0 0 61 . HOUSING & COMMUNITY DEV TOTAL 5,023,701 5,884,416 7,549,524 6,070,815 . -319- I- Z w :E w oJ < 11. == :E 08 oJ w w z :>z a~ :> ~ 1Il~ :> c oJ lL~ o~ >- l- I- Z W o :E I- ~ 11. W C I- W Cl C :> .... III o o N >- lL I- W Cl C .. :> o III o N >- lL I- W Cl C on:> o III o N >- lL ,..: 11. W C :> w c ~ Z :> :E :E o o c ~ Cl Z (jj :> o :I:: ~ .. ~ a;; 0; :;; ~ ~ ~ ~ ~I g ~ ~ fD ~ 0 ~ lONC\.IO)OO......OOOCOf"-,.C"')C").....M C\l "<:t~C'\l-NM......C01.000lri'aioi"ll'ici 0 .....NNCOCOlDlONNCO..........Mr-.. (") ~ .....ILO,....vO) ......1 v (") 0 00 f"-.ILO 0) 0) 0 cOci..f..f1ri co ..... 0 0) 0Cl ~ 0> W l- lL o lO L{) 0 0 010 0 0 0 0 0 0 0 0 lO 0 0 0 0 LO ~ N N q q q q LO L{) q L{) L{) q 0 0 f"-. ~ N 0 ~ N 00[0..... cicivoo NCci ON c:i N en 0) 0 00 co 00 c") ...... f""'- Mil "'I LO r-- lO 0 ("') 0 CO LONC"1CO<.O.....COC"')C"')O(])O'>IC)'(j) mCON o 1.0. LO. 0 0) V C"') C\l N ..... 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'" z .... ::; ;:: ::; ~ ::; z w a () iii w iii iii '" () i= w <<: a: <<: <<: ::; :;; in "- 1: () 1: ]i W ;;; 1: ;;; ::; ;;; a: a '" w w w "- 0 w 0 a 0 w ;:; 0 l1. a: '" a: .... a .... a: .... () .... U) a: 0 z q " N ... " '" " ... in '" N N 0 N '" "- w w w W <l: W 0> W '" 3: a Cl Cl Cl z 0 <= 0 0 "" 1: 0> g ..J <= U 0 0 '" 0 '" '5 <:> "" <:> ;:: ..... 0 <:> N '" " <= <:> 0 <:> 0 ... N N ... '" ::> N ~ N '" '" 0 0 '" ... '" '" .... E C c 0 0 0 0 0 '" <:> "e 0 '" '" '" '" '" - " ;j! '" ... N N N N N 0> N N 0 0: 1: .... Cl 0 <:> 0 <:> <:> W <:> !! <:> <; <; <; <; ;;; '" <; <; U III c <:> ::E 0 ~ c <0 <0 <0 <0 0 <0 0 <0 '" <0 u .. ::l: u '" 0 .... <:> 0 0 <:> ~ <:> t;: <:> iii 0 ~ ... "I E 0 0 <:> 0 0 E 0 :> <:> '" '" '" '" E '" '" '" :;; <0 <0 <0 <0 <0 <0 .. <0 '" '" !! c i= - 0 0 0 0 6, 0 0 0 C> C> ~ U 0 '" '" '" '" 0 '" 0 " '" <I: - N N N N 0: N - N "" N l1. l1. ~ .Q .Q .Q E '" '" '" E .r:: .r:: .r:: ~ ~ ~ -3Z2- a: a: a: . . . DEPARTMENT/DIVISION: RESPONSIBILITY: Airport Andrew D. Perry, Manager HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: The Airport is operated and managed by a five-member Airport Commission highly focused on the retention of air service during a period of instability in the airline industry. With many cities losing airline service, a vigorous on-going pro-active campaign has been launched to promote the use of the Dubuque Regional Airport. The Commission has worked with American Eagle to increase frequency to four daily flights and keep passenger loads high with routes that are financially viable. Completion of the new Airport Master Plan will guide airport development over the next several years. The Commission continues to seek additional revenue for airport operations. With the aid of the Master Plan and the goal of providing new revenue the airport successfully negotiated two new tenants for the business park. FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007: The Airport will strive to retain viable air service for Dubuque with the completion of the new Master Plan and Benefit Cost analysis for the new terminal area. These tools establish a focus for the Airport Commission, FAA and the City of Dubuque for continuity and expansion of the airport capital projects. The Airport Manager and his Task Forces continue to work toward established goals while the Airport Commission will maintain and foster the Airport's political and federal agency contacts. The Airport will continue to work with the corporate General Aviation sector to provide future airside and landside needs. One of these needs is a self-fueling operation for the general aviation sector. This should be completed in the following year. The Airport will also continue its goal of an Airport Business Park to provide for future growth and development of Airport property. The Airport plans to complete an Environmental Assessment for the land acquisition for the new terminal area and maintain existing assets through the Capital Improvement Projects while positioning the Airport to meet the future needs by utilizing their major planning projects to guide potential growth and development of the Dubuque Regional Airport. -325- AIRPORT DEPARTMENT FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change Budget Highlights Actual Adopted Amended Recom'd from Adopted Expense Employee Expense 1,004,172 1,110,821 1,110,821 1,152,698 3.8% Supplies and Services 2,031,440 1,739,488 1,931,615 2,408,338 38.5% Machinery and Equipment 62.336 214.405 230.595 253 899 18.4% Total 3,097,948 3,064,714 3,273,031 3,814,935 24.5% Abated Debt 76.543 54.281 54.281 53.000 -2.4% Total Expense 3,174,491 3,118,995 3,327,312 3,867,935 24.0% Revenue Small Comm. Grant-Federal 419,094 0 129,669 0 0.0% Operating Revenue 2,223,970 2,375,510 2,375,510 2,944,021 23.9% Property Tax Support 531,427 743,485 822,133 923,914 24.3% Non-Abated Debt 40,982 12,083 12,083 0 -100.0% Total Property Tax Support 572,409 755,568 834,216 923,914 168,346 Percent Increase 22.3% Percent Self Supporting 83.3% 76.2% 75.3% 76.1% Decision Packaae Summary 1 of 11 This decision package adds a full-time Marketing Director (GE-33) that will be directly responsible for growing the passenger enplanement through promotions, education, and meeting with business leaders. The current lack of personnel resources creates a primary focus that depends on the 'hot' current issues. This position would provide a consistent marketing strategy, a constant face, educational seminars, and promotions needed in the Community. This decision package also provides for a computer, desk and chair for this position. Related Cost: $59,782 Tax Funds - Recurring Related Cost: $4,000 Tax Funds - Non-Recurring Property Tax Impact: +$.0371/+.37% Activity: Airport Administration Recommend - No -326- . . . 2 of 11 This decision package provides the 480 hours of training for Peggy Dickson's replacement, who would be hired 3 months prior to Peggy's retirement in 2007. This is an unusual request in the time frame, but necessary to learn the normal accounting functions and office duties, and also to learn the three programs that are Airport specific and will need to be learned. The missed deadline, filing time, etc, can cause the loss of funding for the Airport. PFC revenue that is lost in never recovered. AlP funding can be stopped for not complying with various program requirements and grants must be administered correctly, therefore this is necessary to keep the accounting functions at the Airport timely. Related Cost: $12,375 Tax Funds - Non-Recurring Property Tax Impact: +$.0072/+.07% Activity: Airport Administration Recommend - Yes 3 of 11 This decision package provides for additional marketing funds. These funds will assist in promoting the use of the airport for commercial and corporate usage. Small Community Grant will be expended by FY06, however, the additional airline service must continue to be profitable or it will not be maintained. The FY 2006 budget is $104,922 up from $80,115 in FY 2005. FY 2007 would have a budget of $125,000 if this is recommended. Related Cost: $20,000 Tax Funds - Recurring Property Tax Impact: +$.0116/+.12% Activity: Airport Administration Recommend - Yes as $10,000 Property Tax Impact: +$.0058/+.06% 4 of 11 This decision package provides for the purchase of a desk top scanner for Laserfiche document imaging. The Airport currently does not have the capability to do any document scanning but would like to add this technology. Related Cost: $3,000 Tax Funds - Non-Recurring Property Tax Impact: +$.0017/+.02% Activity: Airport Administration Recommend - No 5 of 11 This decision package provides for a leak study on the current Airport lagoon. The former Water Pollution Control Plant Manager advised that the IDNR may require a new leak study based on the age of the last report, which was completed in 1985. This study would give the Airport information regarding corrective action would need to be scheduled. Related Cost: $4,000 Tax Funds - Non-Recurring Property Tax Impact: +$.0023/+.02% Activity: Airport Operations Recommend. Yes 6 of 11 This decision package provides for the purchase of a Utility Locator. Utility companies will locate only to transformers or d-markation point. The Airport has experienced a series of issues in locating utilities -327- that are incorrectly marked, or not marked when installed by a tenant or federal agency. With a utility locator, the airport will be able to save time and money in making these additional locates. Related Cost: $7,500 Tax Funds - Non-Recurring Property Tax Impact: +$.0044/+.04% Activity: Airport Operations Recommend - No 7 of 11 This decision package provides for the purchase of a Megger. This Megger will be used to monitor the current in the runway and taxiway light system. Currently, the Airport has to hire an electrician to find and locate breaks in the buried lines. With this equipment, staff can locate the problem before an electrician is called. This should save personnel time and outside vendor costs. Related Cost: $2,000 Tax Funds - Non-Recurring Property Tax Impact: +$.0012/+.01% Activity: Airport Operations Recommend - No 8 of 11 This decision package provides for the partial replacement of the 12-year-old flooring in the Operations and Maintenance facility. The main areas to be replaced would be the carpeted areas which are showing the most wear. Related Cost: $5,000 Tax Funds - Non-Recurring Property Tax Impact: +$.0029/+.03% Activity: Airport Maintenance Recommend - Yes 9 of 11 This decision package provides for the purchase of a skid steer to enhance new construction and complete repair work in a timely fashion. At times a smaller unit is better suited or can be used in unison for airfield projects. Skid steer attachments are available for staff to rent or buy for different Airport projects other than hiring an outside contractor. Also, during airfield construction projects staff often works with contractors to help defray bottom line costs. Depending on capital projects and staff availability, savings will vary annually. Related Cost: $33,500 Tax Funds - Non-Recurring Property Tax Impact: +$.0195/+.20% Activity: Airport Operations Recommend - No 100f11 This decision package provides for the division of the current pilots' lounge to provide a 'quiet room'. This would allow for some pilots to rest before their next flight while others can watch TV, read, or use their computers. Related Cost: $1,500 Tax Funds - Non-Recurring Property Tax Impact: +$.0009/+.01 % Activity: Airport FBO Recommend - Yes -328- . e . 11 of 11 This decision package would allow for Management Team members (Airport Manager, Operations and Maintenance Supervisor and FBO Supervisor) to attend the Faces and Voices Diversity Conference. The benefit to the community would be to keep the City's departmenVdivision 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: Airport Administration/Operatings/FBO Recommend - Yes Sianificant 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 has been no change in the personnel complement except the additional .23 FTE added due to the approved FY 20007 decision package to allow Peggy Dickson to stay and train her replacement before retirement. Supplies & Services 3. City Council approved to increase to Promotion expense of $20,000 FY 2006. The Promotion budget in FY 2007 is $115,000 with the recommended improvement package of $10,000 additional. The history of Promotion spending follows: FY 1995 $ 29,553 FY 1996 $ 44,235 FY 1997 $ 47,013 FY 1998 $ 47,543 FY 1999 $101,173 FY 2000 $ 69,435 FY 2001 $ 84,349 FY 2002 $ 82,223 FY2003 $110,195 FY 2004' $155,352 FY 2005 . $161,276 FY 2006 . $164,533 (adopted budget=$1 04,922, plus carryovers from FY 2005 of $59,611) . Reflects $200,000 of Small Community Grant dollars committed to marketing. 4 Utility Electric expense has increased from $58,877 in FY 2006 to $69,079 in FY 2007 (+$10,202). This is a combination of rate increases and the addition of the Snow Removal Equipment Storage Building and added road lighting. Utility Gas expense has increased from $20,964 in FY 2006 to $28,343 in FY 2007 (+ 7,379) due to the addition of the Snow Removal Equipment Storage Building. -329- 5. Motor Vehicle Fuel has increased from $42,722 in FY 2006 to 69,923 in FY 2007 (+$27,201) in FBO and Operations based on higher costs. This is offset by an increase of $14,320 in Motor Vehicle Fuel sales (net expense $12,881). 6. Aviation Fuel expense has increased $523,346 over FY 2007 based on higher fuel costs. This is offset by an increase of $565,471 in Aviation Fuel Sales (net revenue $42,145) which includes a slight increase in the number of gallons sold. 7. Credit Card Charges have increased from $25,410 in FY 2006 to $47,730 in FY 2007 (+22,320). This expense rises in proportion to higher fuel prices and sales. 8. Property Maintenance expense has increased from $69,159 in FY 2006 to $109,529 in FY 2007 (+40,370). Painting of the runway and taxiway markings is required periodically and makes up $30,000 of this line item. 9. Motor Vehicle Maintenance has increased from $17,422 in FY 2006 tei $23,895 in FY 2007 (+$6,473) based on actual costs in FY 2005. 10. De-Icing Products expense has increased from $12,806 in FY 2006 to $28,500 in FY 2007 (+15,694) due to increased purchase price and actual cost in FY 2005. 11. The Custodial Contract went up $3,101 in cost due to receiving the first increase since 2001. 12. Food Products expense increased from $7,821 in FY 2006 to $12,900 in FY 2007 (+5,079) based on actual purchases in FY 2004 and 2005. Machinery & Equipment 13. Equipment replacement items at the maintenance level have increased $37,994 in FY 2007 and include: a. Computer peripherals ($980), b. Software ($537), c. Desk, chairs, and furniture ($1938), d. Signage ($5,243), e. FBO jet truck with 3,000 gallon fuel tank less trade in ($100,000), f. Shop equipment ($6,056), g. Refrigerator ($650), h. Custodial equipment ($736), i. Large Mower with Bat Wings ($98,759), j. Other Safety equipment ($2,043), k. Concession equipment ($6,915), I. Radios/Pager equipment ($3,576), m. Camera related equipment ($391), n. Airport Manager's Vehicle ($21,500), o. Purple K firefighting agent ($3,075), p. Quiet Room for Pilots ($1,500). -330- . . . Debt Service 14. FY 2005 was the final debt service payment ($20,980) on a 1995 Corporate Purpose GO bond issue non-abated debt (property tax supported debt). 15. Abated debt includes a 2000 Corporate Purpose GO bond used for T-hangar construction paid with the revenue received from leasing T-hangars ($53,000 payment). Revenue 16. Significant revenue changes include: a. Transportation Security Administration (TSA) rent has decreased from $31,372 to $20,901 (-$10,471) with the upcoming loss of one office area due to TSA personnel adjustment. b. Federal Aviation Administration (FAA) Office Rent has decreased from $22,800 to $15,600 (-$7,200) due to a reduction in their space allocation with the relocation of staff. c. Motor Vehicle and Aviation Fuel increases revenue by a total of $579,811 over FY 2006. This is offset by the expense to purchase as noted in number 5 & 6 above. d. General Aviation Hangaring has increased from $44,500 to $47,000 (+2,500) due to a new tenant. 17. New leases reflected include Jackson Concrete Pumping for land rent of $2,614 and Bradley Jo Bus Lines for $0 (prepaid $30,000 for addition of a water line, therefore they do not pay rent until FY 2012). Miscellaneous 18. A major change affecting the capital budget is a change in FAA funding for smaller airports from 90% of the project cost to 95% federal funding. 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N "''''.... ~ ~ N N N o 00 o 00 <D 00 oj OT""- o "'''' <D ~ E;j9. ER-EA-6o')o o o '" oS o '" 00 00 cia. '" <0 ~ '" '" '" '" '" "'''' '" '" "'''' '" '" '" '" '" '" "'''' '" C> C ~...., :g~~!: ~~~~'ggw *C:5~~,Q~_- ~~ e-.::: &~-c:i ~Z.<(6 ~15 u.. ~H~~~ g L1.L.L.(/) u..a.. 0 C!) z o i= ll. ii: (.) U) w C I- (.) W ..... o Q: ll. l- ll. W C ~ C) o Q: ll. ro c .~ N ~"C ,... C "C m c~ m ~ c ~ C>~ 'ijj~ ~"- - C> ::g .s .- "C E= ~ , ~'" ,... c o tl ~ c c o o " , ii5 >- ~ .x m f;- ro c .eo ~ ,... 0> .s :E C> :::; ~ .~ o "C N m "C o C '" m '" :;; "- ~ ~ ~ (ij ~ 'e a.. ~ 0> E c E :g o m 00" lii t5 i: ::l (ij ~ '" c o ~ 's Qi 0 Q:i ,0,... o '" '" oS .... '"'. N '" o o N 0; .,. o .j '" o ;;; '"' C> '" '" '" o o N .j '" N '" '" o o '" o C> '" ...; '" o N .... <0 o o ...; '" "C ~ c ~ 's ~ ~ c ~ 0- o~ 5.ll 0. ~~ ro ~ -333- DEPARTMENT/DIVISION: ACTIVITY: Airport Administration GOAL The Airport Commissions' goal as defined by their Mission Statement: Provide quality, viable, competitive airport services and facilities, while promoting sustainable economic development within the region. DESCRIPTION The Administration Activity provides resources for the management and control of all Airport employees and property. The Airport, consisting of 1,145 acres, 6 miles of 8 ft security fence, provides all the amenities of a modern Federal Aviation Administration (FAA) approved facility and is served by American Eagle Airlines. The University of Dubuque fields a fleet of 25 aircraft for their aviation program while other aircraft are based locally and are serviced by three privately operated Specialized Aviation Service Operators. David Flying Service provides aircraft maintenance; Priester Aviation provides on demand aircraft charter service. The Airport Commission operates Dubuque JetCenter, providing fuel and hangar rental. Airport policy and administration are established by a five member Airport Commission with approval of its budget by the City Council. This Activity is staffed by the Airport Manager, Airport Operations and Maintenance Supervisor, Stenographer and .71 FTE secretarial staff and is housed on the second floor of the Dubuque JetCenter building. SERVICE OBJECTIVES 1. To keep the Airport operational by providing supervision, direction and management of all activities. 2. To maintain citizen confidence by initiating responses to citizen requests and providing accurate and timely information. 3. To provide assistance on current and foreseeable aviation problems or questions directed from the Airport Commission, City Manager and City Council by responding in a timely and thorough manner. 4. To serve the administrative requirements of the Airport Commission and Task Forces by preparing agendas, minutes and correspondence. 5. To keep current on Federal and State legislation and evolving technology. 6. To provide safe air transportation facilities and effective terminal area operations by: Airport Administration -334- . a) Overseeing Airport operations including airline terminal, air operations area, fixed base operations and general aviation facilities; DNR and EPA environmental issues; b) Complying with FAA and TSA certification, safety and security requirements. 7. To maintain the improved level of service in the tri-state region with American Eagle and continue to market the airport and community to expand air service. 8. To utilize the Airport Master Plan as a tool to evaluate and guide the City and Airport Commission on the recommended development of Airport facilities using updated forecasts of aviation demands. 9. To provide for the preparation and administration of grants from the Iowa Department of Transportation and Federal Aviation Administration. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Lease and contracts (terminal) Area, hangars, fixed-base operators, rent-a-cars, farm e leases, service contracts and rentals) 81 80 81 79 81 Number of T-hangars under management 46 46 46 38 40 Number of private hangars available 10 10 10 10 10 . Airport Administration -335- DEPARTMENT/DIVISION: ACTIVITY: Airport FBO Operation GOAL Provide the community with a Fixed Base Operation (FBO), which characterizes our slogan of "Hospitality is our Hallmark" by providing all aircraft, crew and passengers' with service in a safe, efficient, and hospitable manner. DESCRIPTION This Activity operates 17.0 hours a day providing service for general aviation, corporations, air taxi operators, air cargo and the commercial airlines, supplying two types of aircraft fuel, hangaring services, and on-call service during the eight over-night hours. The FBO provides arrangements for catering, car rental, recommends places to visit, restaurants to dine, directions to local facilities and attractions, calls for reservations and shuttles, sells pilot supplies, and provides computerized accounting and the janitorial service for their facility. Staff assists Administration, Maintenance, and Operations Departments as needed. An FBO Supervisor, 2.0 full-time Line Service Workers, 1.9 FTE's of part-time Secretaries and 2.98 FTE's of part-time Line Service Workers staff this Activity. SERVICE OBJECTIVES 1. To maintain and operate a safe, efficient, and hospitable oriented Fixed Base Operation by providing: a) Safe refueling operations; b) Aircraft hangaring; c) Daily fuel testing d) Fuel farm operation; e) Employee training; f) Computerized account billing and g) Operate and maintain automated fuel system h) Daily maintenance of FBO equipment and vehicles i) Observance of safety and security measures j) On-ground services as necessary for local and transient corporate aircraft Including: parking, towing, baggage and cargo handling, washing and detailing Airport FBO Operation -336- . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Fuel Sales 100LL Gallons 136,817 161,532 155,000 155,000 170,000 Sales $381,280 490,580 $387,810 621,500 681,530 JetA Gallons 280,019 304,159 305,000 305,000 310,000 Sales $703,608 926,607 $679,845 1,223,050 1,321,406 Jet A Contract Fuel Gallons 5,388 10,000 8,000 8,000 Sales 12,431 $27,700 28,700 29,301 Airlines Fuel Uplift/Storage Fees $57,723 72,089 $70,000 70,000 72,151 Auto Gas Sales $26,163 24,822 $28,256 $32,000 $42,576 . Aircraft Hangaring Total aircraft 74 70 74 72 72 Total rent from hangaring $44,434 $46,648 $44,500 $44,500 $47,000 . Airport FBO Operation -337- DEPARTMENTIDIVISION: Airport ACTIVITY: Airport Operations and Maintenance GOAL Maintain the Airport in an operationally safe and efficient manner by providing for the maintenance of runways and taxiways, parking lots, entrance road, security for certified air carriers, aircraft rescue and fire fighting (ARFF) capabilities, medical first responder, weed and grass control, snow/ice removal, supervision of farming operations, and short and long-term parking regulation, water quality, and Spill Prevention Control Program and Storm Water Pollution Prevention Plan. DESCRIPTION This Activity provides an Airport, which is open to the flying public year-round and meets all FAA requirements. This Activity is responsible for meeting Part 139, 77 compliance issues for all the runways, taxiways, parking areas, and roadways. It provides aircraft rescue and fire fighting services, medical first responder, security for certified air carriers, farm lease operations, weed and grass control, snowlice removal, fuel farms, and the water and wastewater treatment facility. One mechanic/Maintenance worker, three Maintenance workers, .23 FTE seasonal workers staff this Activity, and 24-hour coverage provided by three Operations Specialists (whose duties include aircraft rescue and fire protection, parking enforcement, medical first responder, and security services). SERVICE OBJECTIVES 1. To maintain operationally safe the airside and landside areas by: a) Providing an efficient snow removal program for winter operations; and b) Providing a maintenance program for 28 miles of pavement to prevent deterioration of runways, taxiways, and alllandside road surfaces. 2. To continue the Airport-wide pavement maintenance program by utilizing in-house personnel and airport-owned equipment. 3. To remove visual and operational hazards for aircraft and maintain the aesthetics of the grounds by keeping them properly trimmed. 4. To control and insure availability of parking for patrons by servicing and maintaining the parking facilities. 5. To provide aircraft rescue and fire fighting coverage, emergency medical, security, and law enforcement support in accordance with FAA and TSA requirements. 6. To provide a safe water supply and efficient and sanitary collection and treatment of wastewater. Airport -338- Airport Operations and Maintenance 7. To provide a vehicular maintenance program for the Airport's vehicle/equipment fleet. . 8. To maintain compliance of all FAA rules and regulations i.e. Part 139, 77 and TSA regulations i.e. TSR 1540, 1542, 1544 9. To provide mowing and maintenance of 450 acres of grass and 6 miles of security fence. 10. To maintain all airfield signage, lighting, pavement markings FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Airline Passenger Enplanements by Calendar Year 38,599 39,002 41,000 40,500 40,750 Number of Aircraft Movements during 14 hours of Operation 53,624 55,328 56,000 56,000 56,500 Tillable acres 264.44 280.14 264.44 276.39 276.39 Aircraft Boarding Bridge completed completed Aircraft De-Ice Anti Ice Vehicle . Master Plan implement implement ARFF Vehicle Acquire bid vehicle Environmental Assessment initiated complete complete & Benefit Cost Analysis initiated Self Fueler bid/acquire Land acquisition initiate . Airport -339- Airport Operations and Maintenance DEPARTMENT/DIVISION: Airport ACTIVITY: Terminal and Building Maintenance GOAL Maintain an Airport terminal that is safe, pleasant, clean and convenient for passengers and to provide the maintenance of other City-owned buildings and hangars. DESCRIPTION This Activity maintains the airline terminal and adjoining offices, Operations and Maintenance building, FBG complex, administration office, three large aircraft hangars, two water pump houses, wash bay building, electrical vault, north rental house, equipment facility, 46 t-hangars, and lease related repairs for other City-owned facilities/hangars. SERVICE OBJECTIVES 1. To keep the Dubuque Regional Airport functional for commercial and private operators by: a) Maintaining the terminal by cleaning the seating areas, business area, rest rooms, observation area, etc., through contracted custodial services; b) Maintaining the City-owned heating and cooling systems with outside help to insure proper maintenance and surveillance; c) Repairing all buildings as required by contracts, including roofs, doors, lights, HVAC, etc.; d) Providing routine inspection of City-owned facilities at the Airport; and e) Providing efficient maintenance by replacing custodial equipment used for the terminal complex; and f) Maintain the terminal by interior and exterior painting, landscaping, overall appearance. Airport -340- Terminal and Building Maintenance . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Building rental charges (per square foot per year) American Eagle wlsome services $14.32 $14.32 $14.32 $14.32 $14.32 University of Dubuque Office $2.80 $2.97 +CPI-U $3.02 +CPI-U wi no services TSA wi all services $32.62 $32.62 $32.62 $32.62 $32.62 psfpa psfpa psfpa psfpa psfpa FAA wi all services $15.36 $15.36 $15.36 $15.36 $16.00 Rental Cars Flat % Flat % Flat % Flat % Flat % Vending Machines 5,289 $6,318 $6,000 $6,000 $7,300 Advertising percent $8,835 $6,388 $5,730 $5,730 $6,400 Long-Term Parking $133,372 $142,234 $148,800 $148,800 $143,000 . North House $5,678 $6,244 $6,250 $6,250 $6,375 . Airport -341- Terminal and Building Maintenance Recommended Operating Expenditure Budget by Department 51 - AIRPORT 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 523,277 535,811 574,528 605,193 100 61020 PART-TIME EMPLOYEES 152,831 149,748 174,971 168,338 100 61030 SEASONAL EMPLOYEES 146 2,278 4,161 4,213 100 61050 OVERTIME PAY 62,253 70,013 97,440 101,345 100 61071 HOLIDAY PAY-OVERTIME 265 0 0 0 100 61092 VACATION PAYOFF 1,769 0 0 0 100 61310 IPERS 42,279 43,445 47,900 49,451 100 61320 SOCIAL SECURITY 56,240 57,517 63,725 65,595 100 61410 HEALTH INSURANCE 128,186 129,073 126,123 137,700 100 61415 WORKMENS' COMPENSATION 6,353 14,037 20,025 18,817 100 61416 LIFE INSURANCE 755 760 989 1,087 100 61645 TOOL ALLOWANCE 150 138 150 150 100 61660 EMPLOYEE PHYSICALS 659 1,098 659 659 100 61665 OTHER MEDICAL COSTS 84 255 150 150 61 - WAGES AND BENEFITS 975,248 1,004,172 1,110,821 1,152,698 100 62010 OFFICE SUPPLIES 3,110 6,016 5,331 6,377 100 62011 UNIFORM PURCHASES 4,373 4,250 4,635 4,505 100 62030 POSTAGE AND SHIPPING 2,633 1,872 2,633 2,862 100 62050 OFFICE EQUIPMENT MAINT 1,289 97 1,366 300 100 62060 OlE MAINT CONTRACTS 1,980 1,802 5,550 1,910 100 62061 DP EQUIP. MAl NT CONTRACTS 8,556 6,735 7,108 7,139 100 62090 PRINTING & BINDING 1,389 2,273 1,472 2,410 100 62110 COPYING/REPRODUCTION 4,017 402 4,258 1,200 100 62130 LEGAL NOTICES & ADS 3,324 738 1,500 783 100 62140 PROMOTION 155,352 161,276 104,922 115,000 100 62170 SUBSCRIPTIONS-BOOKS-MAPS 5,580 3,398 5,915 3,602 100 62190 DUES & MEMBERSHIPS 2,385 2,300 2,528 2,438 100 62204 REFUNDS 220 236 250 250 100 62206 PROPERTY INSURANCE 12,910 14,864 15,319 17,315 100 62207 BOILER INSURANCE 741 633 633 656 100 62208 GENERAL LIABILITY INSURAN 73,259 75,366 81,720 81,770 100 62210 SALES TAX 33 30 40 32 100 62240 MISCELLANEOUS 145 0 250 250 100 62310 TRAVEL-CONFERENCES 717 5,624 12,000 10,000 100 62320 TRAVEL-CITY BUSINESS 8,711 6,981 9,234 8,948 100 62340 MILEAGE/LOCAL TRANSP 1,544 1,457 1,737 1,690 100 62360 EDUCATION & TRAINING 5,457 2,957 12,000 7,748 100 62411 UTILITY EXP-ELECTRICITY 49,411 60,122 58,877 69,079 100 62412 UTILITY EXP-GAS 19,058 20,619 20,964 28,343 100 62418 UTILITY EXP-REFUSE 3,365 2,855 3,567 3,400 100 62421 TELEPHONE 14,256 15,295 14,826 16,417 100 62431 PROPERTY MAINTENANCE 42,817 103,329 69,159 114,529 100 62511 FUEL, MOTOR VEHICLE 39,557 37,301 42,722 69,923 100 62514 FUEL, AVIATION 648,019 864,556 1,067,655 1,591,001 100 62521 MOTOR VEHICLE MAl NT. 16,436 22,125 17,422 23,895 -342- Recommended Operating Expenditure Budget by Department 51 - AIRPORT . Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 100 62528 MOTOR VEH. MAl NT. OUTSOUR 2,139 2,343 2,267 2,530 100 62611 MACH/EQUIP MAINTENANCE 28,222 30,923 29,915 33,397 100 62615 MACH/EQUIP MAl NT. OUTSOUR 360 1.441 1,375 1,556 100 62636 DE-ICING PRODUCTS 7,172 29,309 12,806 28,500 100 62642 FOOD PRODUCTS 20,112 14,057 7,821 12,900 100 62643 BEER PRODUCTS 337 0 0 0 100 62664 LICENSE FEES 1,045 322 300 341 100 62666 CREDIT CARD CHARGE 15,428 21,679 25,410 47,730 100 62671 MISC. OPERATING SUPPLIES 37,970 39,568 48,361 41,942 100 62692 LANDFILL FEES 18 18 50 20 100 62712 CONSULTING ENGINEERS 0 0 0 4,000 100 62726 AUDIT SERVICES 3,000 3,000 3,000 3,100 100 62731 MISCELLANEOUS SERVICES 36 410.005 50 0 100 62733 CONTRACT CUSTODIAL 26,772 25,626 29,899 33,000 100 62747 MACH/EQUIPMENT RENTAL 361 3,160 383 3,350 100 62767 ENVIRON. TESTING/MON. 2,130 4,479 2,258 2,200 62 - SUPPLIES AND SERVICES 1,275,747 2,031,440 1,739,488 2,408,338 100 71116 COPIER MACHINE 0 0 13,000 0 100 71119 FAX MACHINE 0 471 0 0 100 71120 PERIPHERALS, COMPUTER 1,237 578 1,500 980 . 100 71122 PRINTER 0 5,240 0 0 100 71123 SOFTWARE 587 409 700 537 100 71124 MICRO-COMPUTER 0 0 3,000 0 100 71156 FURNITURE 0 1,418 400 1,503 100 71211 DESKS/CHAIRS 334 410 440 435 100 71224 PARTITIONS 0 0 0 1,500 100 71227 SIGNAGE 6,944 2,764 4,366 5,243 100 71310 AUTO/JEEP REPLACEMENT 0 0 0 21,500 100 71315 TRUCK-ADDITIONAL 0 0 123,500 100,000 100 71329 VEHICLE ACCESSORIES 3,597 549 0 0 100 71410 SHOP EQUIPMENT 2,135 5,713 5,335 6,056 100 71521 REFRIGERATOR 0 0 0 650 100 71610 CUSTODIAL EQUIPMENT 1,140 201 0 736 100 71611 MOWING EQUIPMENT 47,875 0 0 98,759 100 71619 OTHER MAl NT. EQUIPMENT 0 19,056 43,000 0 100 72113 OTHER SAFETY EQUIPMENT 797 1,928 3,400 2,043 100 72310 CONCESSION EQUIPMENT 4,450 6,524 4,739 6,915 100 72410 PAGER/RADIO EQUIPMENT 1,075 13,806 2,000 3,576 100 72414 TELEVISION 1,832 0 0 0 100 72417 CAMERA RELATED EQUIPMENT 301 369 500 391 I 71 - EQUIPMENT 72,303 59,435 205,880 250,8241 100 72116 SAFETY EQUIP., FIRE DEPT 3,719 2,901 825 3,075 .1 72 - EQUIPMENT 3,719 2,901 825 3,0751 100 73410 EQUIP ACQUISITION 0 0 7,700 0 -343- -344- co o " .ffi rn o . >. ... .> .- ... ... < >. =:i " ~ e e = 00. ... ~ ~ 't:l = =:i ~ = .- ... ~ l-o fi = ~ e ... l-o ~ c.. ~ Cl 't:l ~ 't:l = ~ e e Q ... ~ ~ t-- Q Q N ;;.. ~ . ;;; "- "- '" N "' '" '" 0 0 0 0 0 0 0 CO '" '" 0 0 " '" "- ~ '" 0 0 'c '" '" '" "' N "' "- '" '" "' "- 0 " "' "' CO "- '" '" N '" "'- "!. 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Budget 100 43236 ADVERTISING DISPLAYS 8,835 6,388 5,730 6,400 100 43238 FACILITY FEE 7,909 9,263 8,000 9,275 100 43242 RENT, FARM LAND 22,940 25,023 35,000 35,000 100 43251 RENTS & CONCESSIONS 16,223 1,758 2,000 1,738 100 43253 PROMOTION ITEM DONATIONS 1,400 192 1,500 200 100 43255 VENDING MACH COMMISSION 5,634 6,318 6,000 7,300 100 43257 RENTAL, TRAILER LOT 1,783 2,178 2,300 2,300 100 43271 HANGAR RENT 74,865 70,279 77,890 71,684 100 43272 TSA RENT 17,484 26,730 31,372 20,901 100 43274 NORTH FARM HOUSE RNT 5,678 6,244 6,250 6,375 100 43275 RENT-A-CAR 87,831 91,608 106,000 103,000 100 43276 FAA OFFICE RENT 20,676 20,726 22,800 15,600 100 43277 FLEXSTEEL RENT 2,168 2,318 2,310 2,318 100 43278 A.Y. MCDONALD 3,894 3,940 4,178 4,251 100 43279 UNIVERSITY OF DUBUQUE 49,351 62,004 65,000 64.124 100 43280 UNSCHLD CHARTER FLIGHTS 12,211 11,662 4,000 4,000 100 43281 COTTINGHAM AND BUTLER 2,100 2,300 2,242 2,350 100 43282 SECURITY GATE FEES 200 260 40 40 100 43283 AIRLINE STORAGE/UPLIFT 57,723 70,687 70,000 72,151 .100 43285 AMERICAN EAGLE 72,443 72,802 74,400 72,802 100 43286 HANGARING, GEN.AVIATION 44,434 46,648 44,500 47,000 100 43287 MAl NT HANGAR RENT/% GROSS 18,268 19,134 19,000 19,575 100 43288 RENTAL OF CAR % 1,258 1,849 1,400 1,850 100 43289 CHART AIRE 228 0 0 0 100 43290 CORPORATE HANGER 20,256 17 ,549 20,661 21,561 100 43291 COMMERCIAL LAND RENT 0 0 0 2,614 100 43299 CONTRACT CHARTERS 874 69 650 0 100 44170 FEDERAL GRANTS-MISC 61,236 419,094 0 0 100 51340 LONG-TERM PARKING FEES 133,372 142,234 148,000 143,000 100 51505 AIRLINE SECURITY REFUNDS 45,058 35,000 35,000 35,000 100 51510 AVIATION FUEL SALES 944,010 1,273,160 1,419,745 1,985,236 100 51515 AUTO GAS FUEL SALES 26,163 24,822 28,256 42,576 100 51520 OIL 787 600 800 600 100 51525 FUEL FLOW 110,744 117,770 115,000 122,000 100 51926 CHARTS, LOG BOOKS,ETC 3,377 3,617 3,400 3,600 100 51963 CATERING 6,835 12,297 6,936 12,500 100 51986 CAR WASHING 109 196 0 0 100 53201 REFUNDS 20 26 0 0 100 53204 IOWA FUEL TAX REFUND 848 788 850 750 100 53205 SECURITY DEP-HANGAR 60 0 0 0 .100 53206 TENNANT DEPOSITS 0 15 0 0 100 53605 MISCELLANEOUS REVENUE 0 10 0 0 100 53620 REIMBURSEMENTS-GENERAL 4,530 35,503 4,300 4,350 -347- Recommended Operating Revenue Budget by Department 51 - AIRPORT Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd Revenue Revenue Rev. Budget Rev. Budget 13,700 0 0 0 1,907,514 2,643,064 2,375,510 2,944,021 100 54106 EQUIPMENT SALES 51 - AIRPORT TOTAL -348- . a:>! a:>i "'I a:> '" a:> , on 0 '" 01 a:> a:> '" '" ". N rolLO N '" a:> ". '" C> a:> on '" ~ ~ ". .... LO 0> 0>0 r--. CO a:> ". ~ ~ ~ '" N N r-- ILl (!) rti cD, ~ ". .0 a5 ,..: .0 <DiN a5 ..,: ..,: ,..: Cl co (0 l.O'L{) ". N r-- C> 0 r--IC> co r-- e ~ co I r-- ::J I r-- OJ 0 0 N I >- LL 0 0 0 '" 0 0 0 0 '" 0 a:> a:> '" '" ". ~ ~ ~ "! ~ 0 ~ 0 "! co C> on N N 0 '" N ..; '" N N .0 0 0 0; ILl ~ ~ .... LL , ". a:>ic> r-- co co a:> ~ C> co on ~ <0 ~ ~ cola:> co a:> C> ". co N r-- C> r-- co co C> o co N. '" <Xl. '" C> on '" on C> ~ ~ co .... ri N"or:i ~ ri N co. 0 ..,: N N ..,: ..,: ..,: ri ILl a:> co on ". 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DEPARTMENTIDIVISION: RESPONSIBILITY: Library Susan Henricks, Library Director HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Administration Met regularly for the Library Department Review Completed security needs review and report; added five security cameras Implemented Renew, Recognize and Recruit Volunteer Program (funded by a ORA grant from the Friends of the Library.) Library coffee bar area was implemented Non-library meeting room reservations increased 10% for a total of 467 uses Reorganized library departments to free time of Adult Services staff to offer basic computer classes to the public. (Young Adult Services was brought into Children's Services in FY 06) Adult Services Hosted a volunteer recognition dinner in April to recognize the gift of time and skills all volunteers brought to the library in the past year. Volunteer hours totaled 5,609 which was an increase of 2 percent over the previous year. Registered 171 young adults in the summer reading program and held three special summer events for them at Eagle Point Park, a medieval mystery party, and a pizza party. (Young Adult Services became a part of Children's, now called Youth Services) in September 2005. Other Young Adult activities during the year included the fifth annual bookmark contest which received 114 entries. Offered interlibrary loan services to local book clubs seeking multiple titles Expanded the collection of the popular DVD format Received a Humanities Iowa grant for a program titled Stitches Through Time: Quilt Making in Civil War America presented by Linda Halpin. Over 400 adults participated in programs covering a wide range of topics and book discussions. -353- Partnered with the University of Iowa, Five Flags, and the Friends of the Library, to bring an original play to Dubuque (Shoe dog) which was offered at no charge and attracted an audience of well over 600 people. Celebrated America's River Festival and Cabela's Fishing Tournament with a program "Telling Tall Tales" Technical Services Online catalog use from homes is up about 33 percent Use of the full-text database Ebsco has tripled compared to last year (it is available from home computers as well as Library computers. Installed a FortiGate@ firewall with built in anti-virus, spam filtering and VNC remote administration. Included rewiring for access points. Negotiated successfully and partnered with MediaCom to begin providing Internet access for the library at no charge. Utilized WebReporter as a tool for collection review and development and usage analysis. Added three additional databases to the Webfeat interface. Continued advances in remote network and workstation administration utilizing tools such as VNC. Improved patron access to the library Horizon catalog by outsourcing authority control and standardizing formats. Maintenance Exterior building maintenance project completed (included sealing windows, tuck pointing, stone stairs to historic doors repair, painting, restoration of out door light fixtures, and cleaning of the entire exterior limestone fac;:ade. Vibration and structural study was completed Circulation Circulation increased 8 percent with a record high of 550,490 items at a time when Iowa libraries on average have reported flat circulation, and libraries nationwide report circulations up about 2%. DVD format grows in popularity; circulations increased 71 percent for DVDs over the previous year. Total number of registrations increased by 13% over the previous year for a total of 35,553. Design of a new Circulation desk completed which will increase efficiency of patron check out as well as improve ergonomics for staff. -354- . Children's Services The "Dragons, Dreams, and Daring Deeds" Summer Reading Program had 2,046 children register. 51 % of those registered completed the program by reading for 44 days during the summer; 18 % actually read for 66 days during their summer vacation. Children's Services Manager Jean Gullikson and Circulation Supervisor Debi Stephenson were keynote speakers at the Kids First Conference in Des Moines. Their presentation showed other children's librarians how to make exciting and creative displays to attract children to read and use the library. Received funding from the Librar.y Foundation to provide one year of live online homework help service for young people in grades 4-12. This service provides a one-on-one tutoring service for any Carnegie-Stout Public Librar.y cardholder via the Internet. FUTURE INITIATIVES FOR FISCAL YEARS 2006 AND 2007: Review building renovation plans with City Council; begin fund raising for the proposed renovation. Secure funding for a librar.y van to be used to service material return boxes in the western part of Dubuque as well as aid outreach work. . Continue discussions with the Dubuque Community School District to locate material return boxes at a school, or schools, for ease of material returns in the western part of Dubuque. Continue discussions with the Dubuque Community School District regarding a partnership in a school for drop off and pick up of material in the western part of Dubuque. Complete writing a disaster and emergency plan for the library building/collection. Complete the executive summar.y of the Librar.y Department Review and implement recommendations. Develop a new long-range plan. Complete Iibrar.y-wide job audits; reallocate resources as needed to support the focus of the long-range plan. Complete repairs to steps to main entrance and sidewalks. Successfully integrate the services and collections of the Young Adult Activity with the Children's Activity in the creation of the newly formed Youth Services Activity. Determine space location for Young Adult materials (first floor, or second) and redesign for greater space allowance. . Continue to provide additional programming to Adults -355- Refine and expand number of classes offered to Adults in basic computer use Seek funding for downloadable audio books Install Bluesocket @ wireless access in the library. This solution provides secure authenticated patron access and allows for content and bandwidth control. Plan and implement ongoing improvements in the library LAN and infrastructure. Complete full inventory in 2006. Continue revision of library web pages (intranet and internet) to better market library services. Utilize RSS and PhPbb options. Replace Horizon server to a Linux platform. Complete World Cat collection analysis to identify collection strengths and weaknesses in comparison to libraries in cities of similar size and budget. Install new Circulation Desk and self-check machine Implement new security measures for the circulation of DVDs -356- e LIBRARY DEPARTMENT FY 2004/05 FY 2005/06 FY 2005/06 FY 2006/07 % Change Budget Highlights Actual Adopted Amended Recom'd from Adopted Employee Expense 1,326,631 1,502,408 1,502,408 1,535,275 2.2% Supplies and Services 665,275 678,165 721,992 717,089 5.7% Machinery and Equipment 11.502 28 995 31.723 58718 102.5% Total 2,003,408 2,209,568 2,256,123 2,311,082 4.6% Library Gift Trusts 54,269 0.0% State Grants 14,553 14,500 14,500 13,453 -7.2% Operating Revenue 106,007 95,335 95,335 95,425 0.1% Property Tax Support 1,828,579 2,099,733 2,146,288 2,202,204 102,471 Percent Increase (Decrease) 4.9% e . Decision PackaCle Summary 1 of 21 This decision package provides for security presence in the Library through a Police sub-station. The Library has experienced an increase in the number of incidents as well as the level of incidents in recent years. Incidents logged from June - November 2, 2005 number 150. 51 % of the incidents are regarded as serious by the Library Board and staff and include property damage inside and out, theft, groups of people harassing patrons out of doors, threats to staff, and in two cases a man waiting out doors after closing for a particular female library employee. 49% of incidents are less serious (disruptive patrons for example). All incidents involve a significant amount of time to resolve. Two part time security guards with benefits would cost $42,188. This proposal would allow for a cost-effective alternative if successful. Evaluations of this pilot project would be conducted at six and nine months after start-up to determine effectiveness. The cost includes setting up an office area for 2 Police Officers, with desks, chairs, computers, networked printer, telephones, and office supplies. The recurring cost would be the monthly telephone expense. Related Cost: $13,556 Tax Funds - Non-Recurring Related Cost: $1,200 Tax Funds - Recurring Property Tax Impact: +$.0086/+.09% Activity: Library Administration Recommend - Yes 2 of 21 The decision package adds a part-time Library Assistant in Circulation (20 hour/week). Carnegie-Stout leads all large libraries (including Des Moines, but not including university towns with heavy student -357- use) in the highest circulation per capita at 9.54. Circulation has increased annually; last Fiscal Year the increase was 7 percent. Circulation Services depends upon other library departments to staff the busiest public service desk in the library as circulation for library materials continues to increase. Three staff members from Technical Services contribute 288 hours annually in staffing Circulation. The average salary for these two Library Aides is $20.53 per hour. Entry level Circulation is $13.50 per hour. Also, Technical Services Staff are out of their department 288 hours annually and the overall Library suffers from lack of tech support during these times. The cost of staffing Circulation this way is neither the most effective nor efficient. Related Costs: $16,124 Tax Funds - Recurring Property Tax Impact: +$.0094/+.09% Activity: Circulation Services Recommend. Yes 3 of 21 This decision package adds a part-time Library Assistant to Adult Services. This would add a paraprofessional staff to support Librarians at the Information Desk, 28 hours per week. A Library Assistant in Adult Services would provide for improved overall service to patrons by answering directional questions and perform catalog searches for patrons as well as assist patrons in the use of library equipment. When a Library Assistant is at the Information Desk providing these services at a cost of $13.05 per hour, only one professional Librarian is required at the desk (at an average cost of $25.60 per hour) freeing a Librarian to focus on higher-level activities such as collection maintenance and development, curriculum development for computer classes, and planning library programming. Related Cost: $16,125 Tax Funds - Recurring Property Tax Impact: +$.0094/+.09% Activity: Adult Services Recommend. No 4 of 21 This decision package provides for 1/3 of the cost of a van with a lift (total $27,000/3) to enable the Library to provide material return boxes in the western part of the City. In addition, maintenance, fuel and insurance for the vehicle is included. Through a partnership with the Dubuque Community School District, there will be no cost in locating the returns on their property. Other uses include material delivery to 18 nursing home/residential care facilities and the Elm Street correctional facility. It also offers the opportunity for improved collaboration with childcare centers, home childcares, and preschools as regularly scheduled outreach programs could take place. Increased attendance at community events will be possible and we'll be able to meet the need to bring along displays, boards, partitions, books, bags, a computer, etc. Presently, four to five staff members load their personal vehicles and coordinate unloading. Often items do not fit in a personal vehicle and an attempt is made to borrow a truck. Active attendance at community events at hospitals, malls, businesses, organizations, and other locations will greatly increase Library visibility and educate the public on what the Library has to offer. The Carnegie-Stout Public Library Foundation has committed to funding 1/3 of the cost of the van and will write a grant to the DRA for the remaining 1/3 cost. This decision package funding will be contingent on the Library receiving the remaining 2/3 of the cost of the van. Related Cost: $3,050 Tax Funds - Recurring Related Cost: $9,000 Tax Funds - Non-Recurring Property Tax Impact: +$.0070/+.07% Activity: Maintenance Services Recommend. Yes -358- . . . 5 of 21 This decision package adds a part-time Library Clerk for 25 hours per week (1,300 hours annually). Library Clerks would be responsible for the completion of more routine processing tasks such as applying labels to materials, covering books, and preparing packaging for other materials, allowing existing personnel to focus on more complex tasks, Due to overall Library staffing shortfalls, and the need for tech staff to participate in staffing the Circulation and Children's Activities on weekends once a month, the Technical Services Department struggles to maintain an optimal workflow. This is a cost effective way to partially ameliorate the situation. (Many volunteers have been trained over the past year, but no one has stayed with the project.) Related Cost: $11,431 Tax Funds - Recurring Property Tax Impact: +$.0066/+.07% Activity: Technical Services Recommend. No 6 of 21 This decision package would allow for 20 additional hours weekly to be allocated among existing Circulation staff (average salary is $14.98 per hour). With the additional hours funded and a part-time staff member added, Circulation would not need to draw from other Library Departments to staff the Circulation desk. Carnegie-Stout leads all large libraries (including Des Moines, but not including university towns with heavy student use) in the highest circulation per capita at 9.54. Circulation has increased yearly; last Fiscal Year the increase was 7 %. Three staff members from Technical Services contribute 288 hours annually in staffing Circulation. The average salary for these employees is $20.52 per hour and Technical Services staff are out of their department 288 hours annually and the overall Library suffers from lack of tech support during these times. The cost of staffing Circulation this way is neither the most effective nor efficient. Related Cost: $17,893 Tax Funds - Recurring Property Tax Impact: +$.0104/+.10% Activity: Adult Services Recommend -No 7 of 21 This decision package adds a part-time professional Librarian. Currently managers and supervisors from four departments cover the Information Desk in Adult Services because the activity is short- staffed. This totals 763 hours a year. The addition of a part-time Librarian would reduce this commitment by nearly one third which will free the Youth Services Manager, Technical Services Manager, Circulation Supervisor and Library Director for other duties. This Librarian would also share responsibility for a part of the Adult Services collection which includes review, selection, evaluation, and deselection of materials. Related Cost: $23,495 Tax Funds - Recurring Property Tax Impact: +$.0137/+.14% Activity: Adult Services Recommend - No 8 of 21 This decision package increases materials budget for the Young Adult Collection. The Young Adult fiction and graphic novel collection will be greatly improved and enhanced to meet the needs of readers. The current Young Adult book budget is not adequate as it provides only enough funds to acquire each year's award-winning books listed on the American Library Association's "Best Books for Young Adults," the Printz Award winners, and popular series paperbacks. The current budget does not allow for greater depth in collection development. The graphic novel collection was created with a $5,000 gift from the Friends of the Library in FY05. This collection has been wildly popular. 150 titles -359- circulated an average of twelve times each in less than a year. A need for a Young Adult reference collection has been identified as many titles are useful to this group including health, safety, career guidance, job-hunting, and other issues. Users in this group also enjoy technology, especially books-on-compact disc. In September 2003, the Library Foundation provided $2,400 for a start-up collection; these 50 titles have circulated approximately ten times each. Providing current, popular, up-to-date reading materials for those in the 12-19 age groups will help encourage Library use. The Young Adult population represents an estimated 14% of the Dubuque population; the Young Adult collection is 7% of the entire collection. Discussions during the Departmental Review process put services to this population as a Library priority. This request would require annual, ongoing funding to keep the materials up-to-date and current. Related Cost: $8,825 Tax Funds - Recurring Property Tax Impact: +$.0051/+.05% Activity: Youth Services Recommend - No 9 of 21 This decision package provides an additional cash register for Circulation Services. Circulation Services will introduce a new desk in the first part of 2006. It has been designed to be as ergonomically friendly as possible as well as maximize efficiency. This was accomplished by having the desk in two pods; one for check-in, registration of new cards, and sales, and one for check out and collection of fines/fees (staff can rotate during their shifts to vary activities.) The need for another cash register was identified: the existing one for pOint of sale purchases and donations, and the new one at the second pod for the collection of fines and fees. Related Cost: $799 Tax Funds - Non-Recurring Property Tax Impact: +$.0005/+.01% Activity: Circulation Services Recommend - Yes 10 of 21 This decision package adds funding to Adult Services programming budget. The most popular programs offered at the Library recently were top quality events. One was bringing in Louise Erdrich, a nationally recognized author. No advertising was done; not even posters in the Library. Word of mouth packed over 130 people into the auditorium to hear this best selling author. Another program was Lance Brown an award winning nationally recognized one-man show on Will Rogers. Both Erdrich and Brown were received with tremendous enthusiasm and exclamations that such top quality programs are offered in Dubuque at no charge to the public was amazing. The previous year the Library sponsored an original play "Shoedog" to a near sold-out Five Flags Theater. Such programs cost much more than our annual Adult Services programming budget which stands at $1,674 annually. The programs mentioned were made pOSSible through separate fund raising. Related Cost: $2,500 Tax Funds - Recurring Property Tax Impact: +$.0015/+.02% Activity: Adult Services Recommend - No 11 of 21 The decision package will provide laptop computers which would establish a flexible mobile computer lab in the library with 10 stations utilizing the library wireless network. Frequently the library's public access Internet computers are full and patrons are unable to use the computers. Overall, the Internet -360- . . . Services Center is at 80% capacity. The Library lacks space to expand the center with more desktop computers. Laptdp computers available for in-library use will maximize access for more citizens. Library staff would also be able conduct more computer classes for the public. Since its introduction in September of 2005, the classes are filled with waiting lists. Classes now are held on Thursday mornings when the Library is closed. Additional classes would require the internet area to be closed to the public for the duration of the class. A portable computer lab will enable classes to be held in several other locations throughout the library. These computer classes offer a unique opportunity to market library resources more effectively in the community. Related Cost: $ 20,000 Tax Funds - Non-Recurring Property Tax Impact: +$.0116/+.12% Activity: Technical Services Recommend - No 12 of 21 This decision package provides renewal of Tutor.com, online homework help through interactive live homework hip via the Internet. Students from early elementary school through the first two years of college can visit with professional teachers to receive homework help from any computer (at home, school, or the library; anywhere there is Internet access) using their library card. Students receive assistance with a variety of subjects including math, science, social studies, and English. Many Spanish-speaking tutors are also available. The service is available every day from 2:00-11 :00 p.m. A supplementary reading component is offered during the summer. The interface includes text discussion, a whiteboard for the illustration of science, the diagramming of sentences, or to work out a tricky mathematical problem. Links to online resources may also be provided. The service always asks for student or parent feedback. Comments so far include: "Now every day my child can have help while 1 am at work!" "My tutor was the best. She even gave me a web site to help me with commas. really improved my grades." "I think homework help is great. Every day my son comes on here. Thanks." "My tutor was awesome! He helped me understand everything step by step." Online live homework help provides much needed support to boost the academic careers of Dubuque's youth and helps to foster a better relationship with and improved services for young adults. The Library Foundation funded the first year of this service. This decision package will provide funds for the library to renew the service annually. Related Cost: $8,445 Tax Funds - Non-Recurring Property Tax Impact: +$.0049/+.05% Activity: Children's Services Recommend - Yes 13 of 21 This decision package allows for the creation of a core juvenile graphic novel collection (265 novels- similar to a comic book) and continued growth and replacement of damaged items through ongoing funding. The graphic novels collection for Young Adults has been extremely popular and the publishing industry has responded with the creation of many high quality graphic novels for the younger reader. The titles include fiction, nonfiction, and biography. The graphic novel is a unique format which encourages reluctant readers and attracts young users to the Library by providing current, popular reading materials. Because of the fragile nature of the bindings, a special coating is added to each item to increase the material' lifespan. Related Cost: $4,530 Tax Funds -Recurring Property Tax Impact: +$.0026/+.03% Activity: Children's Services & Technical Services Recommend - No -361- 14 of 21 This decision package provides access to downloadable audio books for the Dubuque community. With this service, patrons can use their library cards to log on to the library web site and check out and download thousands of audio books from a wide variety of publishers. The books can be read on home computers or transferred to portable devices for reading and listening. The advantages of this service are reduced cost per item, no physical processing, no deterioration with time, available 2417, downloadable to CD, and can be read or played on a variety of different media devices. Related Cost: $7,000 Tax Funds - Recurring Property Tax Impact: +$.0041/+.04% Activity: Children's Services Recommend. No 15 of 21 This decision package allows for the Library management team members (Adult Services Manager, Technical Services Manager, Youth Service Manager, Circulation Supervisor, and the Library Director) to attend the Faces and Voices Annual 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: $475 Tax Funds - Recurring Recommend - Yes Property Tax Impact: +$.0003/+.00% Activity: Library Administration/Adult/Children's/CirculationlTechnical Services 16 of 21 This decision package provides a desktop computer for Adult Services. A dumb terminal used to be located in Adult Services, which was phased out when the last Library operating system upgrade was completed two years ago. Now, staff members share their computer with the mail clerk who ships 10- 15 items daily. A computer is also needed to manage "extension services", the Library's delivery service to 18 residential care facilities, nursing homes, and the Elm Street Correctional Center and check items in and out. Staff also shares a computer with volunteers who manage the volunteer database. A networked computer would reduce sharing to two per computer rather than three and allow for greater efficiency in Adult Services. Related Cost: $2,000 Tax Funds - Non-Recurring Property Tax Impact: +$.0012/+.01 % Activity: Adult Services Recommend - Yes 17 of 21 This decision package allows the Children's Supervisor to attend the Association for Library Services to Children Institute in Pittsburg. This helps the Manager to remain current in the field of children literature and services. Related Cost: $975 Tax Funds -Recurring Property Tax Impact: +$.0006/+.01% Activity: Children Services Recommend - Yes 18 of 21 This decision package allows the Circulation Supervisor to attend an annual technology conference to provide for more effective patron data base management. Related Cost: $1,120 Tax Funds -Recurring Recommend - Yes -362- . . . Property Tax Impact: +$.0007/+.01% Activity: Circulation Services 19 of 21 This decision package allows for Children's Library events to be printed in a brochure format and to be distributed to all school age children 3 times a year instead of once a year. Related Cost: $2,175 Tax Funds -Recurring Property Tax Impact: +$.0013/+.01% Activity: Children's Services Recommend - No 20 of 21 This decision package provides for ten parking places for library staff. In response to citizen complaints regarding the lack of parking, library staff is encouraged to park away from the library. Staff often chooses to do so anyway as it is not convenient to leave work to add money to a meter, and some staff cannot afford the daily expense. Library staff parking on streets near the library, which are non- metered, has not been well received by the neighbors and as a result staff have experienced harassment. Rental of ten parking places from the Fannie Stout House for staff will free parking for neighbors in front of their homes as well as free the closest parking to the library for citizens. Related Cost: $3,000 Tax Funds -Recurring Property Tax Impact: +$.0017/+.02% Activity: Adult Services Recommend - No 21 of 21 This decision package provides for setting up Laserfische at the Library. This would include the software (user licensing, scanning software and "Snapshot"), the hardware (scanner and cabling), installation, support, and additional training for the Library to join the City's Laserfiche process of scanning permanent documents. There are many applications for this technology in the Library, from saving official Board minutes to archiving obituary cards. Related Cost: $6,429 Tax Funds - Non-Recurring Related Cost: $1,900 Tax Funds - Recurring Property Tax Impact: +$.0048/+.05% Activity: Library Administration Recommend - No Sianificant 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 the additional positions were added: Part-time intern in the Administrative office, increased hours for student assistants in the Adult & Children's area, part- time Library Aide in Children Services, and part-time Library Assistant in Circulation Services (+2.53 FTE). Since the FY 2006 budget has been prepared, there have been retirements (top -363- step with longevity on the wage scale), replaced with new employees at a lower step, and a 3/4 time Library Aide was replaced with 2 one-half time Library Assistants (+.31 FTE). Supplies & Services 3. Data Processing Equipment Maintenance Contracts decreased from $71,203 to $60,412. In FY 2006 wireless internet access for patrons was added which included a one time cost of $14,692. After reducing the expense for this one time cost, the actual increase for Equipment Maintenance Contracts is 5%. 4. Postage expense increased 9.4% (due to projected rate increases) in all Library activities except Circuiation. Circulation Services decreased from $4,680 to $3,930 due to the use of the automatic telephone notification system for overdue and reserve notices. Overall Postage expense went from $12,245 in FY 2006 to $12,251 in FY 2007. 5. Legal Ads and Notices have increased from $3,558 in FY 2006 to $7,214 in FY 2007 due to high turnover. The average actual expense for FY 2004 and 2005 was $6,164. 6. Travel Professional Conferences has been increased from $8,695 in FY 2006 to $9,300 in FY 2007 due to; the Technical Services manager attending a technology conference in Salt Lake City, and the Westgate Literature Lecture in Des Moines, and the University of Iowa Festival of Books in Iowa City. The Administrative activity shows a decrease of $900, due to the Library Director attending the Public Library Association Conference every other year. 7. Telephone expense has increased from $12,232 in FY 2006 to $13,737 in FY 2007. This reflects a 4% increase over FY 2005 actual, 4 additional service calls, and a 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 scheduling meetings. 8. Promotion expense in Adult Services has increased from $523 in FY 2006 to $1,000 in FY 2007 due to additional costs for local media advertising of various programs. 9. On Line Information Services expense has increased from $23,279 in FY 2006 to $25,607 in FY 2007 (10%) due to anticipated cost increase for SUbscriptions to electronic databases such as; Auto Repair Reference Center, Reference USA, World Book Encyclopedia, Newspaper Database, Online Legal Forms, and Readers' Advisory. Some of these databases are available to patrons from their home. 10. The Library Utility costs (gas, electricity and fuel oil) are anticipated to increase $7,066 over FY 2005 actual (11 %). Machinery & Equipment 11. Equipment replacement items at the maintenance level include: Administration .Projector $4,000 Adult Services -364- . . . *5 Library Book Carts *Black/White Copy Machine *Disk Check Machine $1,000 $5,867 $6,500 Children Services *3 Book Carts $ 600 Technical Services *Black/White Copy Machine *Software $2,100 $2,020 Circulation Services *Video Check Machine *3 Book Carts *Coin Machines used at Copiers And one Cash Register $6,500 $ 600 $2,031 Maintenance Services *Rug Shampooer $2,670 Revenue 12. Inter-library Loan Fees of $1,250 reflects a $1.00 fee for each inter-library loan request and partial reimbursement from the State and is projected to remain stable. 13. Direct State Aid of $14,500 is expected to decrease to $13,453 in FY07, but this is contingent on the Iowa Legislature allocating funds. 14. The County 28-E agreement income is anticipated to remain unchanged from FY 2006 at $15,000 based on the high use of the Library by non-residents, and Non-Resident Library Fees is anticipated to increase from $11,700 to $12,500. Miscellaneous 15. The fiscal year 2007 budget indicates the Library will be 4.9% self-supporting (with decision packages) versus the revenue guideline of 4.8%. -365- ~ lU E E " <Il E lU ~ Cl o ~ ll.~ 9!c~ J '" . "'E.... "",0 .0>0 "ON C ~ ~ ... 0. lU o E '" ,.,- ~ =Ciftl (J=~ 0._ lULL tJ "" '" "" C '" E E o u '" a:: w ~ a.. '" .... en .... ~ ..J ;: o I- It'l N N .... .... <Xl 00 <.0. 0') 0) 0 t6 <D N "':. ~ ~ ~ o N > LL o <> o o o '" .,. .,. o ~ o N > LL o o o on .... .,. .,. .,. 0> o o N > LL o o o on en .,. .,. <Xl o o N > LL "' .... "' .. o .... .,. .,. .... o o N > LL o '" o .... <> '" lri 0 en '" ~ .,. .,. <Il C Z ::l LL LL o W tJ a:: ::l o <Il .,; u. C " ~~ 'S~-g ,Q C\l ::I ~~~ is I- e <(13~ 1Y"iijQ) 000" z o i= a.. ii: tJ <Il W C I- tJ W .., o a:: a.. ~~ .- > ejj *<C :::i.!Jl -g ~ ,,~ g':E (l.J "S: U u - e e ~.2 ~ cn-s <J: l- ll. W C ~ i:! Cl o a:: a.. 13 " .~ a. e o '" " ~ e " '" i':' e '" ::J e .2 1;; " ~ " '" .., e ~ : ~ .a III "3 ::; u o "' ~ '" N "' <0 o "'- .,. o o o o o '" .,. .,. o o o on .... .,. o o <> on en .,. .,. "' .... "' .. o .... .,. .,. '" "' '" on .... "' "'- M '" .,. .,. .. o '" x " >- ~ " -;; 00 ~ -366- e e e DEPARTMENTIDIVISION: ACTIVITY: Library Administration GOAL To offer all people free and open access to information in the Carnegie-Stout Public Library collections. In addition, the Library offers circulation and program services to residents of Dubuque as well as to contracting communities and nonresidents paying for library services. The primary purpose of the library is to serve the community by: organizing and maintaining a collection of books and other print, non-print, and electronic materials to encourage and promote independent lifelong learning; providing reference materials to answer personal, business and job-related inquiries; providing recreational reading, listening and viewing opportunities; providing access to materials in other libraries and information centers; encouraging reading and the development of reading readiness among preschool children; and preserving Dubuque's heritage through access to local information and materials. DESCRIPTION The Library is under the control and direction of a seven member Board of Trustees appointed by the Mayor with approval of the City Council. The Administration Activity is responsible for planning, budgeting, directing, supervising and controlling all Library activities and for promoting and interpreting those activities to the City Council, City Manager, and residents of Dubuque and others interested in public library service. The functions of the Administration Activity include preparing all materials for the Board of Trustees and each of its committees, serving as liaison between the Board and Friends of the Library, performing personnel management functions for the Library staff, depositing receipts and authorizing Library purchases and expenditures, maintaining contact with community groups and the media in order to promote Library programs, organizing and implementing staff development opportunities, planning for future Library services, measuring and evaluating present services, participating in Management Team meetings, and representing the Library at state and national professional associations. This Activity is staffed by two FTE: the Library Director, an Administrative Assistant, and a .5 FTE intern, and is located in the Carnegie Stout Public Library at 360 West 11 th Street. SERVICE OBJECTIVES 1. To Administer policies of the Board and to manage the activities of staff in the most efficient manner possible in order to provide quality Library service to the residents of the City of Dubuque and other eligible users by: a) preparing Board agendas, minutes and policy development research; b) authorizing all departmental purchases and ordering, receiving and distributing all supplies, materials, furniture, and equipment; c) preparing purchase orders and other financial forms and all orders and/or expenditures; d) preparing payroll records: e) depositing Library receipts and keeping records of each account; Library Administration -367- f) preparing monthly, quarterly, semiannual statistical and financial reports on the Library's activities for the Board; g) reviewing the maintenance and insurance needs of the Library; h) responding to correspondence; i) recruiting, interviewing and selecting staff members and preparing personnel forms; j) preparing performance evaluations of the Administrative Assistant and supervisory personnel; k) reviewing performance evaluations of all staff and authorizing step increases when appropriate; I) preparing annual budget and program objectives for Board review and consideration; m) processing all incoming and outgoing mail; n) conducting annual reviews of all Library policies and making recommendations for change; 0) maintaining an office filing system; p) representing the Library Board in contract negotiations for the sale of Library services to other communities and governmental agencies; q) preparing an annual survey report to the state Library of Iowa; r) maintaining services and reports for state certification; s) coordinate public and private grant proposals and administration; and t) coordinate and facilitate library purchasing including development of specifications and coordination of bid process. 2. To coordinate the work of all Library activities in order to implement policies and services established by the Board by conducting weekly supervisory meetings to develop inter-activity procedures, review problems and plan for present and future needs. 3. To promote the use of Library services to all residents of the city and other eligible borrowers by: a) preparing news releases and advertisements on Library activities and Board policies and preparing informational flyers about basic and special Library services; b) cooperating in Friends of the Library and Carnegie-Stout Library Foundation activities; c) handling concerns and suggestions from the public about Library policies and services; d) presenting information talks and other Library related programs to community groups; e) scheduling special exhibits; and f) scheduling meeting rooms and ICN room usage. 4. To represent the City of Dubuque in local, state and national professional activities by: a) attending the Iowa Library Association's annual conference; b) participating in Iowa-Urban Public Library Association meetings; c) participating in other state-wide library meetings as appropriate; and d) attending the American Library Association's mid-winter and annual conferences and participating in committees and programs of the Public Library Association. 5. To improve managerial skills and better coordinate interdepartmental activities by: a) attending Management Team meetings; b) participating in team training; c) attending meetings as requested by the City Manager; and d) attending professional development activities and provide Board development opportunities. Library Administration -368- . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Library Board Meetings 15 14 12 14 16 Library Board Committee meetings and Ad-hoc Committee meetings 48 44 35 31 41 Library supervisory meetings 48 28 38 36 33 Library per capita expenditures excluding debt service and revenues - population 57,686 32.33 34.88 37.49 Library circulation per capita, main Library - population 8.84 9.54 8.85 9.7 Professional meetings 57 45 70 36 36 News releases 201 146 210 150 175 City team meetings 46 35 46 36 40 . Non-Library meeting room uses 423 467 475 475 CSPL updates to Board and Staff 32 36 32 36 Informational Publications 57 18 58 18 18 . Library Administration -369- DEPARTMENT/DIVISION: ACTIVITY: Library Adult Services GOAL To provide and promote for residents of Dubuque and other qualified users the opportunity for personal growth by selecting, organizing and assisting in the use of print, audiovisual, and electronic Library materials, for the purpose of supplying information, encouraging recreational reading, listening and viewing, and enhancing intellectual development. DESCRIPTION The Adult Services Activity selects or secures by interlibrary loan materials consisting of books, periodicals, newspapers, government documents, pamphlets, telephone directories, business loose- leaf services, census records, microfilms, microfiche services, CD ROMS, electronic databases, video cassettes, DVD's, compact discs and audio cassettes for public use. The adult collection totals over 110,076 titles of books, 445 periodicals, and other print and non-print materials. It also supplies information from these materials to the public, assists and advises the public in their use and promotes them through tours, instruction, and displays. A reference desk is staffed at all times for in-building patron assistance and provides telephone assistance on two direct lines and two other incoming lines as well as reference bye-mail or facsimile. The management of this collection also involves weeding to replace damaged and outdated materials, and selecting and processing items for binding and mending. This Activity has responsibility for twelve public access Internet terminals, two typewriters, and three public computer workstations. It provides World Wide Web pages for the Library by maintaining the content of the Web pages and by quality filtering to provide subject guides to WWW sites. It does on-line searching for patrons using First Search and several other databases. This Activity processes its own pamphlet orders and checks in and processes the Iowa State government and City documents. It assigns subject headings to all pamphlet materials placed in the Vertical File, indexes the telephone directories, and updates all loose-leaf reference sources. This Activity indexes seven periodicals for articles of historic and/or local interest and is responsible for all materials in the microfilm collection. This Activity posts notices of public meetings on the official bulletin board, notices of a general nature on the general bulletin board, plus maintains a topical bulletin board, theme book display and a brochure rack. This Activity also posts two bestseller lists and provides reader's advisory services. This Activity also manages deposit collections of materials that are distributed to residents of various institutions within the City on a rotating basis. The deposit collections go to eighteen sites including nursing homes, residential homes for the elderly and correctional facilities. The institutions served are Luther Manor, Luther Manor Apartments, Heritage Manor, Ecumenical Towers, Alverno Apartments, Bethany Home, Marian Hall, Stonehill Care Center, Ennoble Manor, Mt. Carmel Mother House, Manor Care Nursing, Mt. St. Francis, Sunnycrest Manor, Windsor Park Apartments, Assisi Village, Dubuque Nursing and Rehabilitation, Sunset Park Place, and the Elm Street Correctional Facility. The Adult Services Activity is staffed by 1 Librarian II, 3 Librarian I's, 1 Library Aide, and .5 Library Assistant, .6 Library Clerks, and is located on the main level of the Library. Additional State and City documents, reference periodicals, and study areas are located on the mid-level. Library Adult Services -370- . . . 1. 2. 3. Library SERVICE OBJECTIVES To directly assist patrons in the use of the Library by: a) answering reference, directional and telephone questions as well as questions by mail, fax and e-mail; b) instructing patrons in the use of copy machines, computer catalogs, online databases, Internet, SILO (State of Iowa Libraries Online), CD-ROM products, workstations, microform readers and printers, two public typewriters and three public computer workstations, and maintaining these machines; c) retrieving Dubuque and Iowa vertical file materials and other classified materials kept behind the desk; d) assisting patrons with self-service reserves and placing reserves for Library materials not immediately available; e) placing interlibrary loan requests and notifying patron of materials received; f) filling interlibrary loan requests for patrons of other libraries for local, state and national systems; g) conducting on-line searches via First Search, EbscoHost, Auto Repair Reference Center, Reference USA, Newbank online databases; CD-ROM resources; and Internet; h) receiving patron suggestions for purchase and notifying patron of the status/progress of each request; i) conducting class visits, group tours and public speaking engagements; and j) receiving patron complaints/praise/suggestions, responding to them and forwarding them to the Administration Activity. To maintain a comprehensive, up-to-date collection of books and audiovisual materials by: a) selecting books, magazines, audiovisual materials, online databases, continuations and newspapers, and ordering pamphlets and government documents; b) indexing seven magazines for articles of local and/or historic interest; c) assigning subject headings to pamphlet file materials; d) receiving gift items for possible addition to the collection and writing thank-you letters; e) building and maintaining a community service file; f) receiving and processing State depository documents; g) receiving and filing City documents; h) reviewing orders older than six months and renewing or canceling order; i) weeding the collection for outdated materials; j) selecting and ordering materials purchased through grant and gift funds; and k) participating in building the Library VIJINW pages on the Internet by selecting quality sites for the Library home page. To promote use and increase awareness of the Library by: a) preparing and maintaining a magazine and newspaper holdings list; b) providing news releases for activity events; c) preparing copy for the Library's Adult Services portion of the quarterly Leisure Services brochures, the city newsletter, and the Spirit Times; d) maintaining a display bulletin board which promotes Library use or conveys a seasonal or topical theme; e) maintaining the public bulletin board on a daily basis with official announcements of public meetings as well as posting general notices on an ongoing basis; f) preparing the Adult Services Activity section of the Library User's Handbook; g) preparing booklists and bibliographies; Adult Services -371- h) compiling an index to the telephone books; i) providing public lamination services for a fee; j) planning and carrying out Adult programming; and k) conducting tours and providing bibliographic instruction for students and other groups. 4. To organize the Adult Services Activity by: a) maintaining the area by daily cleanup and housekeeping; b) preparing the staff schedule for the Activity; c) preparing monthly and annual reports; d) retrieving Dubuque and Iowa vertical file materials and other classified materials kept behind the desk; e) holding materials on reserve for City employment tests or for general reading by a group; f) maintaining an office filing system; g) reporting Activity needs to the Volunteer Coordinator; and h) working on staff committees. 5. To enrich Library services offered through extensive use of volunteers assigned to the Adult Services Activity by: a) Pulling, checking, retyping problem obituary cards; b) filing obituary, biography and Telegraph_Herald index cards; c) assisting with research for mail and e-mail reference questions; d) assisting with check-in and check-out of materials for delivery to extension sites; e) security stripping microfilm; f) assisting with Adult programs; g) dusting, shifting and shelf reading the collection; h) shredding confidential documents and cutting scrap paper; i) cleaning computer monitors and keyboards; j) photocopying documents; and k) organizing the vertical files by identifying items needing updating and by shelf reading. 6. To coordinate the Library volunteer program by: a) recruiting, selecting, orienting and supervising volunteers through the services of the Volunteer Coordinator; b) providing administrative support by printing volunteer recruitment and orientation materials; c) training staff in the effective use of volunteers; d) working with representatives from the court system to provide volunteer opportunities to fulfill community service requirements; e) liaising with work study coordinators from Dubuque Community Schools to provide volunteer opportunities for special education students; f) preparing a monthly statistical report and an annual report; and g) organizing an annual recognition event for participants in the volunteer program. 7. To provide support to other Library activities by substituting in other public service areas of the Library when regular staff is absent by: a) sorting and distributing mail; b) covering the children's desk; and c) working at the circulation desk. 8. To assist Circulation Services in recovery of lost materials by: Library Adult Services -372- . . . a) notifying the Circulation Supervisor of patrons with large fines and/or many lost books when identified from lost lists; and b) tracing items not on the shelf. 9. To enhance Librarians' professional awareness and to increase the knowledge of up-to-date information on local, regional and state library activities by: a) attending Library conferences; b) attending continuing education workshops; c) participating in staff in-service training; d) reading current Library publications and selecting and reading items from the professional collection; and e) monitoring relevant Iistservs, mail-lists, and news groups on the Internet. 10. To organize the collection of print and audiovisual materials by: a) weeding damaged and outdated materials from the collection; b) maintaining the Library's Internet Web pages by forwarding updates to Technical Services for inclusion in the Library World Wide Web site; c) filing loose-leaf subscription services; d) selecting and preparing materials for binding and mending; and e) liaising with the Circulation Supervisor and the student assistants on shelving/shifting of materials. 11. To provide extension services to residents of eighteen institutions in the City of Dubuque to access books and other Library materials by: a) preparing for delivery, deposit collections on a schedule of one visit per institution each month for fifteen institutions, one visit per institution every two months for three institutions; and b) selecting books and other materials to circulate at the institutions from the Library's print and audiovisual collections. 12. To organize and manage extension services and to provide effective service by: a) providing general fiction and nonfiction large-print books through a standing order subscription and single titles as needed; b) providing delivery service in the absence of the Maintenance Activity staff of deposit collections; c) supervising the volunteer assigned to extension services; d) providing each institution with a monthly printout of holdings; e) placing reserves on requested items not immediately available; f) recalling materials for institutions requested by patrons at the Library; g) providing the monthly delivery schedule; and h) preparing monthly statistical reports. i) developing and maintaining a teen Internet web page with links to age-appropriate websites by forwarding updates to Technical Services for maintenance on Library's World Wide Web page; j) recruiting teen members for the Teen Advisory Board and meeting with them on a regular basis; and k) planning and maintaining a young adult area in the Library. 13. To carry out the responsibilities of the Adult Services Coordinator by: a) preparing the Adult Services Activity budget narratives; Library Adult Services -373- b) conducting surveys, output measures and statistical studies; c) representing this Activity at a weekly Library Activity Managers' meeting; serving on staff and City committees; d) planning and organizing the work flow for maximum use of hours available; e) holding Adult Services staff meetings; f) working closely with the Circulation Supervisor to train student assistants and to identify and assign special projects; g) supervising and evaluating the performance of staff and volunteers assigned to the Adult Services Activity; h) developing procedures and instructions for effective staff referral and training; i) requesting grant funds for relevant projects; j) opening and closing the building on assigned evenings and Sundays and k) handling network problems such as logging off terminals that are stuck, resetting the print release station, and rebooting the server in the absence of the Technical Services Manager or Information Technology Specialist. 14. To provide better and more timely access to Library materials by assisting the Technical Services Activity in developing a more comprehensive and accurate database by: a) reporting errors in the database; b) notifying the Technical Services Activity of reserves on received materials; and c) identifying books that are not in the database and sending them to the Technical Services Activity for processing. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Public Services Hours 69 64 64 64 Reference transactions In Person 20,797 22,129 19,000 35,000 Telephone 13,219 12,058 14,000 Mail (traditional & e-mail) 253 253 275 Directional questions 14,076 16,574 15,000 15,000 Technical Assistance 8,544 9,096 8,000 8000 TOTAL REFERENCE 56,889 60,440 56,275 58,000 Reference and directional by full-time equivalent (5.90 FTE) 9,642 11,359 10,927 11,000 (5.15 FTE 2005, 2006) Interlibrary loans requested for local patrons 1,109 1,573 1,300 1,500 Interlibrary loans filled for local patrons 881 688 1,000 1,000 Interlibrary loans requested by other libraries 2,232 2,305 2,300 2,275 Library Adult Services -374- . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Interlibrary loans sent to other libraries 1,141 1,084 1,150 1,000 Acquisitions by title/adult 7,518 8,639 7,500 9,000 9,000 Vertical file pamphlets processed 606 427 400 300 200 Bindery items processed 45 44 50 50 Public speaking engagements/tours 7 8 10 10 Adult periodical subscription titles 455 438 470 445 445 Gift books added (adult and children) 1,209 1,569 1,300 1,500 1,500 Activity staff meetings held 4 4 6 12 Supervisory staff meetings e attended 40 25 40 36 33 Statistical reports (revised method of calculation) 20 20 20 20 Adult programs 20 26 22 24 Internet usage 79,651 87,207 70,500 88,000 90,000 Number of Extension stops monthly (average) 16.5 17 18 18 Monthly statistical reports 4 4 4 4 Average number of titles rotated per month 746 751 850 850 Average number of titles requested per institution 45 44 45 45 Materials deposited at correctional facilities 525 460 525 450 Computer classes held 24 24 . Library Adult Services -375- DEPARTMENT/DIVISION: ACTIVITY: Library Children's & Youth Services GOAL To cultivate, encourage and promote the enjoyment of reading for young people and to assist them in satisfying their intellectual, information and recreational needs by providing a comprehensive and well-balanced collection of printed and audiovisual materials and cultural activities. DESCRIPTION The Youth Services Activity serves preschool through twelfth grade children of Dubuque and other patrons with books, periodicals and audiovisual materials as well as instructional, educational and recreational programs. The services also extend to teachers, child care providers, parents, students and other adults whose work concerns children. It maintains a reference desk staffed by a Librarian II, Library Aide or Library Assistant. Reference desk activities include in-building and telephone assistance. The youth Services Activity contains 57,360 books; 692 cassette tapes, 889 CD-ROMS; 2,373 videocassettes, 637 compact discs, 1,062 DVDs, and other materials. The Youth Services Activity selects children's books, audiovisual materials, and other related materials. This Activity processes its own periodicals for public use. This Activity is staffed by 1 Librarian II, 2.5 Library Aides, and 1.45 part-time Library Clerks. The collection for preschool through fifth grade is located on the second level of the Library; the collection for grades six though twelve is on the main level of the Library. SERVICE OBJECTIVES 1. To maintain the currency and physical condition of the Library's collection for public use by: a) answering directional, reference and readers' advisory questions; accompanying each patron to the shelf to find materials or information; b) maintaining a comprehensive and up-to-date collection of books and related materials which includes selecting and purchasing items, including multiple copies of high-use books, multimedia, and audiovisual items; c) shelving returned and used-in-building library materials and shelf-reading to maintain shelves in good order; d) circulating and inspecting compact discs, audio cassettes, and video cassettes; e) maintaining one copy machine by supplying it with paper and printer powder, and instructing patrons on its use; f) placing reserves for Library materials if patron is not able to do so; g) receiving patron suggestions for purchase and notifying the patron of the status/progress of each request; h) reviewing orders older than six months and reordering or canceling order; i) selecting and preparing materials for binding and mending; j) weeding the collection for outdated, damaged, and overused materials; k) providing staff assistance in other departments on an emergency basis; I) reviewing claims returned, lost, and trace lists monthly; m) assisting patrons with use of online catalog; Library Children's & Youth Services -376- . . . n) maintaining Children's Services' and Teen's Internet web page, including links to other appropriate and interesting web pages by forwarding updates to Technical Services for inclusion on the Library World Wide Web site; 0) assisting patrons using Internet and CD-ROM terminals; and p) assisting patrons using the print release station. 2. To provide educational and recreational activities to patrons by: a) planning and performing regularly scheduled preschool programs; b) planning and performing special/seasonal programs that are appropriate for young adult, school-age, and preschool children; c) planning and performing special summer programs; d) planning and performing summer reading incentive programs for Dubuque preschool, primary grade children, and young adults; e) lecturing for classes on children's literature and other related topics at area colleges and to other adult groups as requested; f) conducting programs for youth organizations outside the Library; g) assisting patrons in the use of viewing/listening stations; h) providing programs at preschools and child care centers; i) assisting patrons with in-house educational games and toys; and j) assisting patrons utilizing computer programs including word processors, spreadsheets, and PowerPoint presentations in the completion of assignments. 3. To encourage children's use of the Library and to promote Library services by: a) providing news releases of children's activities to the media; b) publishing information handouts on children's programs and bibliographies of books; c) creating monthly/seasonal bulletin boards and displays; d) keeping school officials, teachers and children informed of children's activities through letters, flyers, and school visits; e) conducting Library tours/instruction for school classes and youth organizations; f) visiting schools to promote the Library as well as activities and special programs; g) preparing the Youth Services Activity section of the Library User's Handbook; h) updating the Activity's programming schedule on the Library's web page by forwarding updates to Technical Services for inclusion on the Library's World Wide Web site; i) assisting with community events including the City Expo; and j) contributing to print and web resources including Julien's Journal, Dubuque Advertiser, Senior Circuit, and dubuque365.com. 4. To increase the Youth Services Manager's professional knowledge of current information on local, regional and state library activities by attending the University of Iowa's Children's Book Festival and regional and state library meetings. 5. To coordinate with other organizations which contribute to the programs of the Youth Services Activity by: a) serving on the Dubuque County Empowerment Board and related sub-committees; b) participating in Project LIFT family literacy project; c) serving as a member of the St. Mark Community Center Education Committee; d) participating in the Dubuque Family Child Care Association; and e) preparing proposals for administering supplemental funding from civic organizations and foundations. 6. To enrich Library services through use of volunteers in Youth Services by: a) scheduling and training volunteers to assist with youth programs; b) reporting activity needs to the Volunteer Coordinator; Library Children's & Youth Services -377- c) hiring and training Americorps members for direct service d) implementing the teen volunteer program for special events; and e) recruiting members for the Teen Advisory Board and meeting with them on a regular basis. 7. To organize and manage the Youth Services Activity and provide support services to the Library's public service activity by: a) preparing monthly and annual reports of activities; b) participating in the planning and budgeting process; c) participating in supervisory meetings on a weekly basis; d) participating and evaluating the performance of staff and volunteers assigned to the Youth Services Activity; e) selecting, training, scheduling and supervising Activity staff and Library Clerks; f) maintaining the area by daily cleanup and housekeeping; g) working on staff committee; h) participating in staff in-service training; i) holding staff meetings for Youth Services Activity staff; j) reviewing regularly the content and accuracy of the Library's web page; k) providing computer troubleshooting assistance for Library catalog, print release station and network PC's. 8. To provide better and more timely access to Library materials by assisting the Technical Services and Circulation Services Activities in developing a better access to Library holdings by: a) selecting all juvenile and young adult books, audiovisuals, CD-ROMS, and periodicals; b) processing periodicals; c) reporting errors in the database; and d) assisting with processing of materials as needed. 9. To provide patrons better access to Library materials by assisting the Circulation Services Activity in developing a more comprehensive and accurate database by registering patrons to support group visits as need. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Public services hours per week 69 64 64 64 Reference transactions In person 8,283 9,323 8,500 9,300 9,300 Telephone 830 800 Mail 0 Directional questions 18,710 15,508 15,000 15,500 15,500 Reference/directional inquiries 27,823 25,632 24,300 24,800 24,800 Public assistance per full-time equivalent (3.0) (3.5 after FY06) 9,274 8,544 8,100 7,085 7,085 Preschool programs 307 256 260 250 250 Library Children's & Youth Services -378- FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 . PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Outreach programs 43 298 40 250 General programs (all ages) 175 111 160 115 120 School/group visits to the Library 87 46 80 50 50 Programs for young adults 6 7 7 12 15 Programs per full-time equivalent (2.00 in FY04 & 05) (2.5 in and after FY 06) 306 356 270 182 268 Videocassettes circulated 27,233 27,943 27,000 27,900 26,000 DVDs circulated 15,455 24,161 17,000 25,000 26,000 Juvenile summer reading program participants 2,103 2,046 2,100 2,100 Young adult summer reading program participation 180 171 180 185 200 . Children's materials selected (includes Y A material) 3,724 2,469 3,500 6,070 6,100 Periodicals processed (includes YA material) 216 601 425 724 724 Booklists/promotional materials 30 33 30 35 35 News releases issued 60 64 60 60 60 Monthly/annual statistical reports 13 13 13 13 Viewing/listening station assistance 100 75 100 70 70 Supervisory staff meetings attended 40 24 40 36 32 City meetings attended 3 3 4 2 2 Assisting in other departments by hours 200 75 200 40 40 Audio items circulated 6,467 7,3497 7,000 7,350 7,350 . I nternet usage 11,764 11,804 11,800 12,000 12,950 CD-ROM items circulated 7,046 6,710 7,100 6,700 6,500 Library Children's & Youth Services -379- PERFORMANCE MEASURES Juvenile items circulated Juvenile items shelved Library FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 ACTUAL ACTUAL BUDGET REVISED RECOM'D 231,068 237,000 243,206 252,000 -380- 244,000 271,000 245,000 261,000 261,000 Children's & Youth Services . . . DEPARTMENTIDIVISION: ACTIVITY: Library Circulation GOAL To enable the residents of Dubuque and other eligible individuals to apply for and receive a Library card, to borrow Library materials in an atmosphere of courteous and friendly attentiveness, and to organize and maintain the circulation records of the Library. DESCRIPTION The Circulation Services Activity is responsible for implementing the Library's circulation and fine policies as adopted by the Library Board and for protecting the confidentiality of the Library's circulation records as required by the Iowa Public Records Law, Chapter 68A.7, Code of Iowa. The duties assigned to this Activity include checking out and checking in Library materials for registered borrowers, registering and maintaining the borrowers' file and suspended service file, maintaining records of individuals with overdue and/or lost materials, and compiling and analyzing records of patrons registered, circulation statistics, and fines and fees for overdue and lor lost materials. The Circulation Services Activity is also responsible for collecting all fines, fees, contract billings and coin-operated machine proceeds. The management of this Activity also involves supervision of shelving materials and shelf reading. This Activity is staffed by 1.0 Circulation Supervisor, 1.0 full- time Library Assistant, 2.56 part-time Library Assistants, 2.5 part -time Library Clerks and is located on the main level of the Library. SERVICE OBJECTIVES 1 . To assist library patrons by a) staffing the public circulation desk 64 hours per seven-day week from September through May and 60 hours per seven day week June through August; b) performing all circulation transactions and maintaining a record of borrowed materials; c) verifying the eligibility of patrons by residence and status of previous card for registration and entering new patrons into the database; d) assessing, collecting and accounting for prescribed overdue fines, lost books, and assessments for damaged materials; e) maintaining the new book, magazine, and audio-visual collections by periodic shifting of new titles and issues into the regular collection; f) inspecting cassettes (cassette audio books, music and video cassettes for damage and rewinding; g) inspecting disks (CD-ROM's, CD audio books, CD music and DVDs) for damage and cleaning/polishing as needed; h) providing and maintaining a self-service checkout terminal; i) operating and maintaining a fax machine for the public; and j) assessing, collecting, and accounting for collection agency fees. 2. To provide support to other Library Activities by: a) shelving returned and used in-house Library materials in the Adult collection; b) shelf-reading of the Adult collection; Library Circulation -381- c) providing Student Assistants for administration activities including mail and trips to City Hall and City Annex with in-house mail; d) providing Student Assistants for the Reference Activity each day to collect books off the shelf for interlibrary loan, fill copiers with paper, assist patrons with operation of copiers, location of materials and help with microfilm, and assist in closing procedures; e) receiving, sorting and delivering mail; and f) checking in and out interlibrary loan books. 3. To receive and account for all cash receipts of the Library and make deposits on a regular basis by: a) operating the cash register for receiving and providing a receipt for all fines, fees and other revenues; b) accounting for the petty cash funds; c) depositing proceeds from all other coin-operated Library equipment; d) keeping change machine stocked with appropriate coins; e) collecting fees for the network printer, fax machine and laminating machine; f) accepting donations to Library gift fund; g) collecting money for Friends of the Library book sale purchases; and h) collecting money for book bags, paper, computer disks and other sale items. 4. To manage the Circulation Services Activity in order to provide support services to other Library activities by: a) preparing daily, monthly and annual reports of service activities; b) participating in the planning and budgeting process; c) participating in supervisory meetings on a weekly basis; d) hiring, supervising and evaluating the performance of staff and volunteers assigned to Circulation Services; e) collecting monthly circulation statistics for all Library activities; f) participating in the City's supervisory training program; g) preparing the Circulation staff schedule; h) preparing the Student Assistants' schedule; i) working with the Student Assistants to plan work distribution and training; j) conducting meetings with Student Assistants in a group or individually; and k) conducting meetings with Circulation staff in a group or individually. 5. To perform the circulation-related functions of scheduling and coordinating automation procedures by operating a backup automated circulation system as needed. 6. To provide an improved accounting of the Circulation Services Activity by: a) producing fine, reserve, overdue and bill notices and statistical reports six/seven days per week; b) entering data pertaining to the use of collection and patron registration statistics; c) running claims returned, lost, missing, trace reports; d) searching the shelves for same reports; and e) reporting weekly to collection agency on returns. 7. To provide service to non-resident patrons by: a) verifying the eligibility of patrons from outside the City of Dubuque; b) supplying other library agencies with lists of registered patrons; c) maintaining counts of non-resident patrons; and d) collecting non-resident fees and e) implementing the terms of the 28E agreement as an Agency library. Library Circulation -382- 8. To provide service to citizens of Iowa through the Open Access program by: . a) verifying the eligibility of patrons; b) keeping a count of items checked out by Open Access patrons; and c) reporting Open Access data to the State Library for reimbursement. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Public services hours 69 64 64 64 Exit gate count 266,617 257,424 285,000 262,020 280,000 Items circulated 515,532 550,432 550,000 551,000 560,000 Print materials 382,583 389,207 445,000 395,142 402,900 Nonprint materials Audio books (cassette)* 24,003 18,894 25,000 19,000 19,500 Audio books (CD)" 7,202 8,111 7,000 9,000 10,000 CDs (music) 9,601 13,335 9,000 10,000 10,500 CD-ROMs 7,201 7,068 7,000 6,500 5,000 Videos 50,891 56,881 27,000 52,400 52,000 DVD 34,051 55,916 30,000 58,958 60,100 New patrons registered 5,030 3,147 4,750 4,100 4,000 Automated Telecirc calls 15,251 27,442 20,000 29,000 30,000 . First overdue notices 4,166 7,218 3,000 10,000 11,000 Final overdue notices 1,447 2,401 2, 000 3,000 3,800 Billing notices 957 1,291 1,000 1,700 2,100 Reserves filled for patrons 8,734 10,794 9,000 11,000 13,000 Deposits of vending & fine monies 156 156 156 156 Monthly/annual reports 132 132 132 Library supervisory meetings attended 3 24 13 30 32 Off-site library card sign-ups 1 4 3 3 3 , Includes J Cassette Books. " Includes Adult Compact Disk/Book & J Compact Disk/Book. . Library Circulation -383- DEPARTMENT/DIVISION: ACTIVITY: Library Maintenance Services GOAL To provide the residents of Dubuque, other qualified users and Library staff with a clean, safe, energy-efficient and aesthetically attractive building in which to read and work. To maintain the surrounding grounds and to provide handicapped accessible meeting rooms to City boards and commissions and other eligible organizations. DESCRIPTION The Maintenance Services Activity is responsible for keeping the building clean and attractive and all machines and equipment in working order. Staff responsibilities include performing preventative maintenance to the library building, grounds, and equipment. Staff responsibilities also include vacuuming and shampooing carpets and cleaning and polishing marble floor surfaces, maintaining clean and sanitary conditions in rest rooms and kitchens, dusting, disposing of waste materials, performing minor building and equipment repairs, implementing safety and energy conservation procedures for heating and lighting, distributing and collecting parcels and other heavy items for all Library departments, maintaining the interior/exterior of the building and grounds, and providing for basic preventive maintenance on heating ventilating and air conditioning equipment on a regular basis. This Activity sets up and cleans meeting rooms used by City board and commissions and provides for personnel to remain in the building if the meeting is still in session after the Library is closed. This Activity is staffed by two FTE: a Maintenance Worker and a Custodian. SERVICE OBJECTIVES 1. To provide clean, safe and sanitary Library building and grounds for the public and staff by: a) vacuuming carpet daily plus the children's room and gallery twice a week or as needed; b) mopping and polishing marble floors as needed; c) shampooing heavily traveled carpet areas as needed; d) cleaning rest rooms daily; e) cleaning and dusting staff work areas weekly; f) dusting public seating daily and polishing weekly; g) cleaning auditorium and elevator daily and the board room as needed; h) dusting bookshelves as time permits; i) cleaning each activity office from floor to ceiling once per year; j) painting and repairing walls, ceiling tiles and other surfaces or contracting for the work as needed; k) performing minor plumbing, electrical and mechanical repairs as needed; I) ordering custodial supplies as needed; m) contracting for interior and exterior window cleaning annually; n) contracting for elevator maintenance and repair; 0) cutting grass and policing exterior grounds and performing minor exterior repairs; and Library Maintenance Services -384- . 2. p) maintaining 8,000 square feet of sidewalk and stairs free of ice, snow and obstructions in accordance with safe conditions. To provide preventative maintenance to the library, building and grounds by: a) outdoor monthly inspections of roof, building structure, doors, pavement, windows, equipment and lighting. b) Indoor monthly inspections of elevator, exhaust fans, lights, electrical outlets, batteries in clocks, AED, air conditioning and refrigerator, ceilings, condition of paint and windows, plumbing fixtures and operation of drains as well as inventory of supplies. c) Scheduling inspections for back flow prevention, chiller, sprinkler, boiler, security equipment, and fire extinguishers as needed based on manufacturer's recommendation and in compliance with local and state codes. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Floor space cleaned in square feet' Daily 20,397 20,397 20,397 20,397 Twice weekly 859 859 859 859 Three times weekly 3,849 3,849 3,849 3,849 Weekly 5,689 5,689 5,689 5,689 Monthly 4,097 4,097 4,097 4,097 Semiannually 568 568 568 568 . Tables and carrels cleaned Daily 85 65 81 47 47 Wastebaskets cleaned and maintained daily 50 85 50 85 85 Shelves dusted in linear feet annually 19,200 21,036 21,036 21,641 21,641 Restrooms maintained Daily 6 6 6 6 Twice Daily 2 2 2 2 Three time weekly 2 2 2 2 Weekly 1 1 1 1 Preventative Maintenance Cutting grass, cultivating flower beds, trim shrubs, rake leaves 52 52 52 52 Remove trash from bins and property 156 156 156 156 Roof check - indoors and outdoors 12 14 12 14 14 Building structure check doors 12 12 12 12 Pavement 12 12 12 12 . Windows outdoor & indoors 12 12 12 12 Equipment outdoor 12 12 12 12 Library Maintenance Services -385- FY 2005 ACTUAL FY 2006 BUDGET FY 2006 REVISED FY 2004 PERFORMANCE MEASURES ACTUAL Security equipment; check and test Equipment: light bulbs, electrical outlets, batteries, AED, air conditioner, and refrigeration. Plumbing inspection for backflow prevention, chiller, sprinkler, boiler, elevator, security, and fire extinguishers. 29 22 29 22 *Total building space is 54,000 square feet with 50,000 square feet of this used for Library services. 12 2 12 12 12 12 FY 2007 RECOM'D 2 2 12 22 .' , .1 Library -386- Maintenance Services . . . DEPARTMENT/DIVISION: ACTIVITY: Library Technical Services GOAL To acquire, receive and organize the Library's collection of print and audiovisual materials for efficient use by the public, and to facilitate on-line access to the Library catalog and Internet resources. DESCRIPTION The Technical Services Activity orders and receives all books and other Library materials, maintains order files, corresponds with publishers and jobbers, and maintains accounts of all activities of the book/library materials budget. This Activity uses OCLC (the automated cataloging utility) to catalog and classify all adult and juvenile materials. It also processes books for circulation and mends damaged materials. This Activity is responsible for the automated system and LAN, maintaining the network infrastructure, servers, workstations and peripheral equipment, performing software upgrades, and troubleshooting network problems. It is the primary coordinator of the automated system with responsibility for the integrity of the bibliographic database and additions to and withdrawals from the Library collection. This activity maintains the library web pages and Internet, and provides online access to library resources, including the library catalog. This activity is staffed by 1.0 Librarian II, 2.0 Library Aides, 1.0 Information Technology Specialist, and .50 Library Assistant, and is located on the mid-level of the original part of the Library. SERVICE OBJECTIVES 1. To maintain the currency and physical condition of the Library's collection for public use by: a) ordering and receiving all books and audiovisual materials for the Adult (including Extension services), and Children's Activities including all resulting correspondence with publishers and jobbers; b) maintaining records of outstanding orders, standing orders and items received, assigning them to the appropriate activity of the book/library materials budget; c) preparing books and audiovisual materials for circulation to the public by installation of security indicators and protective jackets; d) processing all adult and juvenile audiovisual materials; e) mending damaged or worn materials; and f) processing and filing newspapers and periodicals for public use. g) facilitating library weeding efforts 2. To organize the Library's collection for efficient public use by: a) editing OCLC records, cataloging and classifying all books, serials, and audiovisual materials for Adult and Children's Services Activities using the OCLC database; b) correcting entries in the bibliographic database as problems are identified; c) updating holdings information on OCLC serials records; d) performing inventory control on the Library's collections; and e) adding, maintaining and deleting name, subject and series authority records and cross- references. Library -387- Technical Services 3. To increase the efficiency and effectiveness of the Technical Services staff in cataloging and classifying by: a) Maintaining skill competencies on OCLC, the online system software and the OS software required to manage the LAN through staff training opportunities; and b) maintaining the library workstations, printers, and other computer equipment, ordering supplies and coordinating repairs. 4. To assist the Circulation Services, Children's Services and Adult Services Activities in providing service to the public by working at the public service desks as scheduled and requested during the year. 5. To support and enhance Library service to the public and maintain the automation system by: a) serving as system administrator for maintenance of the system; b) operating routine database management programs and coordinating repair of identified problems with the appropriate maintenance service; c) performing or coordinating the performance of running computer maintenance programs including file saves, shutdowns and system reports; d) maintaining and updating manual of automation procedures; e) scheduling and coordinating system training for staff; f) and installing software enhancement releases. 6. To support the local area network and Internet access services by: a) troubleshooting workstations, peripheral equipment, and network problems and by serving as liaison to support and repair services; b) maintaining the Library web pages with input from other activities; c) maintaining the Library's intra net; and d) planning for future growth and expansion. 7. To participate in the system's user group by: a) participating in the software training sessions; and b) attending user group activities. 8. To organize and manage the Technical Services Activity and provide support services to the public service activities by: a) preparing monthly, quarterly, and annual reports of activities; b) participating in the planning and budgeting process; c) participating in Library supervisory meetings on a weekly basis; d) conducting activity level staff meetings on a quarterly basis; e) supervising and evaluating the performance of staff and volunteers assigned to the Technical Services Activity; and f) participating in development efforts for automating Library services. Library Technical Services -388- . FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Items received, cataloged and processed 19,861 21,067 20,000 23,000 24,000 Items process per full-time equivalent 4,540 4,682 4,500 5,111 5,333 Items withdrawn 18,489 28,812 18,000 20,000 20,000 Security indicators installed in library materials 19,861 21,067 20,000 23,000 24,000 Staffing pUblic service desks by hours (include managers') 850 700 850 700 700 Orders placed, invoiced, received 298 283 300 300 Acquisitions - children's hardbound books and trade paperbacks 2,634 1,779 2,600 2,800 3,000 Children's paperbacks . catalogued 294 247 275 300 300 Children's audiovisuals catalogued 798 548 800 600 650 Supervisory staff mtgs attended 40 24 36 36 33 . Library -389- Technical Services Recommended Operating Expenditure Budget by Department 36 - LIBRARY 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 795,121 786,463 909,980 907,903 100 61020 PART-TIME EMPLOYEES 177,422 210,103 227,772 244,658 100 61050 OVERTIME PAY 10,034 8,821 21,838 21,952 100 61091 SICK LEAVE PAYOFF 1,976 1,737 0 0 100 61092 VACATION PAYOFF 1,668 8,978 0 0 100 61310 IPERS 52,010 54,094 64,979 66,985 100 61320 SOCIAL SECURITY 74,509 76,784 87,734 90,143 100 61410 HEALTH INSURANCE 176,996 173,731 181,619 194,400 100 61415 WORKMENS' COMPENSATION 870 3,694 6,822 7,272 100 61416 LIFE INSURANCE 1,166 1,150 1,664 1,762 100 61660 EMPLOYEE PHYSICALS 264 1,077 0 0 61 - WAGES AND BENEFITS 1,292,037 1,326,631 1,502,408 1,535,275 100 62010 OFFICE SUPPLIES 1,022 1,434 1,936 2,489 100 62030 POSTAGE AND SHIPPING 10,122 11,493 12,245 12,251 295 62030 POSTAGE AND SHIPPING 25 128 0 0 100 62050 OFFICE EQUIPMENT MAINT 114 821 2,082 2,594 100 62060 OlE MAl NT CONTRACTS 12,436 22,316 17,645 18,621 100 62061 DP EQUIP. MAl NT CONTRACTS 33,449 72,240 71,203 60,412 100 62070 OFFICE EQUIP RENTAL 864 1,056 1,309 1,309 100 62090 PRINTING & BINDING 4,167 3,484 5,777 5,854 295 62090 PRINTING & BINDING 2,795 3,120 0 0 100 62091 LIBRARY BINDING 1,842 1,437 2,120 2,136 100 62110 COPYING/REPRODUCTION 0 0 105 105 100 62130 LEGAL NOTICES & ADS 1,964 10,363 3,558 7,214 100 62140 PROMOTION 3,457 2,114 3,917 4,479 295 62140 PROMOTION 0 0 0 0 100 62190 DUES & MEMBERSHIPS 1,970 1,476 2,259 2,528 100 62206 PROPERTY INSURANCE 16,820 19,292 24,458 26,681 100 62207 BOILER INSURANCE 223 191 191 198 100 62208 GENERAL LIABILITY INSURAN 7,674 7,679 9,615 10,091 100 62220 JUDGEMENTS 2,500 0 0 0 100 62240 MISCELLANEOUS 0 0 866 866 295 62240 MISCELLANEOUS 0 190 0 0 100 62310 TRAVEL-CONFERENCES 0 3,291 8,695 10,420 100 62320 TRAVEL-CITY BUSINESS 1,053 209 2,341 2,809 100 62340 MILEAGElLOCAL TRANSP 259 172 338 1,541 100 62360 EDUCATION & TRAINING 4,893 6,977 9,568 10,124 295 62360 EDUCATION & TRAINING 90 0 0 0 100 62411 UTILITY EXP-ELECTRICITY 42,621 50,676 47,736 53,942 100 62412 UTILITY EXP-GAS 8,809 11,499 9,690 13,799 100 62414 UTILITY EXP-FUEL OIL 0 0 0 1,500 100 62421 TELEPHONE 11,627 12,787 12,332 13,997 100 62422 TELEPHONE 7,819 6,185 8,016 5,850 100 62431 PROPERTY MAINTENANCE 9,233 11,914 10,646 12,862 100 62433 CUSTODIAL SERVICES 885 1,263 1,109 1,109 -390- Recommended Operating Expenditure Budget by Department 36 - LIBRARY . Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 100 62434 HVAC MAINTENANCE 10,914 13,227 15,064 16,194 100 62435 ELEVATOR MAINTENANCE 1,968 1,791 2,286 2,400 100 62511 FUEL, MOTOR VEHICLE 0 0 0 1,500 100 62521 MOTOR VEHICLE MAl NT. 0 0 0 750 100 62611 MACH/EQUIP MAINTENANCE 0 125 227 227 100 62614 EQUIP MAl NT CONTRACT 0 1,189 720 720 100 62651 LIBRARY BOOKS 120,432 157,327 150,274 154,673 295 62651 LIBRARY BOOKS 874 16,075 0 0 100 62652 LIBRARY AUDIONlSUAL 22,461 19,024 23,912 24,582 295 62652 LIBRARY AUDIONlSUAL 90 194 0 0 100 62653 LIBRARY PERIODICALS 29,089 30,485 36,799 37,908 100 62654 LIBRARY CONT/SERIALS 49,058 51,781 56,190 57,859 100 62655 ON LINE INFO SERVICE 17,782 17,276 23,810 34,583 100 62656 INTERLIBRARY LOAN 412 185 1,339 1,339 100 62657 CD ROM 4,325 2,289 4,697 4,697 100 62658 CD ROM - CONTINUATIONS 0 304 0 0 100 62659 LIBRARY VIDEO MATERIALS 7,644 8,460 9,653 9,943 100 62660 DATA PROCESSING 16,574 14,374 18,000 16,000 100 62671 MISC. OPERATING SUPPLIES 34,981 40,423 43,162 45,053 295 62671 MISC. OPERATING SUPPLIES 78 643 0 0 . 100 62725 BILL COLLECTION SERVICES 4,893 5,831 5,187 5,600 100 62731 MISCELLANEOUS SERVICES 7 14 617 617 100 62732 TEMP HELPCONTRACT SERVo 2,260 3,079 5,685 5,685 100 62734 SPEAKERS/PROGRAMS 2,309 5,239 5,558 5,623 295 62734 SPEAKERS/PROGRAMS 9,103 9,322 0 0 100 62736 CATERING SERVICES 872 1,389 3,492 3,567 295 62736 CATERING SERVICES 164 5 0 0 100 62740 MICROFORMS 1,586 1,417 1,736 1,788 62 - SUPPLIES AND SERVICES 526,612 665,275 678,165 717,089 100 71110 MISC. OFFICE EQUIPMENT 0 3,173 2,700 6,717 100 71112 TYPEWRITERS 0 0 1,500 0 100 71115 MICROFILM EQUIPMENT 18,555 0 10,300 0 100 71116 COPIER MACHINE 4,295 0 0 5,867 100 71122 PRINTER 0 0 0 1,600 100 71123 SOFTWARE 125 1,946 2,020 2,020 100 71124 MICRO-COMPUTER 0 0 7,500 26,500 295 71124 MICRO-COMPUTER 26,959 4,669 0 0 100 71156 FURNITURE 0 85 275 600 100 71211 DESKS/CHAIRS 750 500 2,600 1,644 100 71212 SIDE CHAIRS 0 0 0 300 100 71215 STORAGE CABINETS 0 0 0 1,000 295 71215 STORAGE CABINETS 0 0 0 0 . 295 71216 FURNITURE MISCELLANEOUS 2,500 75 0 0 100 71221 CARTS 0 0 600 600 100 71225 SHELVING 10,080 0 0 0 -391- Recommended Operating Expenditure Budget by Department 36 - LIBRARY Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 295 71225 SHELVING 0 325 0 0 100 71312 VAN/PICKUPIWAG REPL 0 0 0 9,000 100 71517 LIGHTING EQUIPMENT 0 0 700 0 100 71610 CUSTODIAL EQUIPMENT 3,891 729 800 2,670 71 - EQUIPMENT 67,155 11,502 28,995 58,718 295 91100 TO GENERAL 0 8,570 0 0 91 - TRANSFER TO 0 8,570 0 0 36 - LIBRARY TOTAL 1,885,804 2,011,978 2,209,568 2,311,082 -392- '" o " w rn o . >. 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"' 0 '" <0 <0 <0 <0 U. - .2 '" .2 ~ '" ~ 0 >- >- z W W W W W W ..J ..J ..J ..J ..J :; C III !1;! eD III III >- ~ < < < < ~ '" E & Om Om Om Om Om < z>- z>- z>- z>- z>- 11. 1::=: W"- wu. wu. wu. wu. w w ~>- 11.- 11.- 11.- 11.- 11.- Z 0 & )(C> )(C> )(C> )(C> )(C> w 0 w>- w>- w>- w>- w>- C> '" '" '" '" '" oj;! oj;! oj;! ..< oj;! 0 0", ZIll ZIll ZIll ZeD ZIll Z ::>- ::>- ::>- ::>- ::>- ::> u...J u...J "-..J "-..I "-..I "- -394- Recommended Operating Revenue Budget by Department 36 - LIBRARY e Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd Revenue Revenue Rev. Budget Rev. Budget 295 43110 INVESTMENT EARNINGS 3,386 4,476 0 0 550 43110 INVESTMENT EARNINGS 493 486 0 0 100 43298 TELEPHONE COMMISSION 87 48 100 100 100 45701 STATE GRANTS 14,653 14,553 14,500 13,453 100 46115 COUNTY PAYMENT - LIBRARY 8,750 6,500 15,000 15,000 100 51920 RESERVATION FEES-LIBRARY 105 67 75 75 100 51921 INTERLIBRARY LOAN FEES 2,333 1,683 1,250 1,250 100 51922 NONRESIDENT FEES-LIBRARY 13,537 13,400 11,700 12,500 100 51924 RESIDENT FEES-LIBRARY 139 119 135 150 100 51953 MEETING ROOM FEES 845 1,137 925 875 100 51981 COPY SERVICE CHARGES 11,907 12,354 12,500 11,325 295 53101 LIBRARY TRUST 130,284 57,878 0 0 100 53201 REFUNDS 1,064 299 1,000 500 295 53201 REFUNDS 0 0 0 0 100 53406 BOOK FINES 53,239 60,666 51,000 52,000 100 53605 MISCELLANEOUS REVENUE 1,201 1,164 1,600 1,600 100 54108 FIXED ASSET SALES 0 0 50 50 100 59295 FR EXPEND LIBRARY GIFT TR 0 8,570 0 0 36. LIBRARY TOTAL 242,022 183,400 109,835 108,878 e e -395- I I I ' ",1<010101" , 0) 1"--1 r--;rol..:;t '" N 0 N '" '" '" <0 "I..... .....'(01('"') COOl COO CO 0 <0 0 N '" <Xl '" .... f'--..f'-:"O'l. ",":'q vOO)C"')v '" "'- '" ~ N '" " W '" 0 N N '" a5 ..fIN oir-: ,.: '" v '" ,.: a; " '" Cl <Xl '" '" '" N v 'V!v '<:t,M 0 N '" " v '" a ~ ~ N '" N ~ ::> ... lJ:l 0 C N >- 0 0 0 0 0 0 IL 0 0 0 0 0 <0 '" N '" 0 <0 <0 0 0 0 << 0 << o 0 0 << 0 0 <0 ~ '" '" '" "! <<:i <<:i '" ....;1....: 0; 0 0 <t <t 0 a; " w ~ N .... IL ... '" '" ... <0 '" '" v '" '" ~ ~ '" <0 ... '" <0 ... '" ~ ... N '" ... <0 '" v v v '" '" '" '" N <Xl '" 0 <Xl- v ... ",- <0_ 0 '" '" '" <0 <0 <0 ~ " " .... a; a; a; ~ N' '" '" ~ .,; <tS <tS '" ,.: <tS '" a; a ,.: w " " '" '" v v v '" '" 0 '" '" " '" '" Cl ~ ~ N '" N ~- a '" ::> 0 lJ:l c N >- IL .... 0 0 0 0 0 0 0 0 0 0 0 <0 '" N '" 0 ~ ~ z 0 0 0 0 0 << << << << << 0 0 ~ <0 '" '" ~ ~ w w <<:i <<:i ~ '" '" 0 N <t 0 a; r-: :;; .... ~ N W IL <( -' "" s: :;; 0 0 '" <Xl ~ " ... 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Booo ~ ~ ~ ~ 4) M M M (1)000 en 0 0 0 "co m - :!1 :2 CJ o!o!OO 00 ;g-ig~~~ C'\l;v V 0 iN C'\l II) <0 MllJj v oleo v ...... 0:0""; N , 0,....'0,.... ~I~ ~ ~ NNv-a5 Ol Ol " eo M L() V o CD "<1: 00 N ~ 0 M ;:: o OlOl N~ aSo Ol i eoOlJj~ ~I~ ~ >- z < >- <I) en <I) >- < z >- ;:: z ~w~ "'0:> ~~~ >>-> 0:0:0: ~ ~ ~ Jii '" '" III ::i::i::i~ '" 0 " OlMOl W W c:( ClClZ 000 00'" '" "'.... ........ .... 000 000 000 Ol Ol Ol 000 1-(0(0(0 0,. " Booo .~ ~ ~ ~ lIlMMM (1)000 en 0 0 0 -co m :E :2 CJ . . . DEPARTMENT/DIVISION: RESPONSIBILITY: Health Services Mary Rose Corrigan, Public Health Specialist HIGHLIGHTS OF PRIOR YEAR'S ACCOMPLISHMENTS: Community Health Center Although there was no federal grant application process this past year due to cancellations at the Federal level, the Public Health Specialist secured "incubator startup funding" for a Community Health Center in Dubuque from the Iowa Department of Public Health. After testimony from the Public Health Specialist and the Iowa/Nebraska Primary Care Association, the Iowa Legislature appropriated these funds to allow a Community Health Center in Dubuque to get up and running. Although the funds will provide seed money, they in no way provide an ongoing source of funding. The Public Health Specialist authored the DRA Future Fund grant application to start a Federally Qualified Health Center (FQHC). This funding was not granted by the DRA. The Public Health Specialist was a delegate of the Dubuque Chamber of Commerce visit to Washington, D.C. in February 2005 and from this, an appropriation request of $652,000 was submitted to Congressman Nussle. The Public Health Specialist has also worked with the Tri-State Community Health Center (TSCHC) Board to analyze the Casket Company building at 1798 Washington Street as a location for the Community Health Center. This, along with authoring another federal grant for submission when the application period is open, was completed in November 2005. Disaster Preparedness Public health preparedness, formerly known as disaster or bioterrorism preparedness has become a focal point of the Health Services Department. The Health Services Department staff participated in several regional and local disaster drills. Health continues to assist Emergency Management in the grant applications to the Department of Justice (through the Iowa Department of Emergency Management.) Additional funding will be used for emergency response equipment and supplies. The Public Health Specialist is the designated County representative for Region 6 preparedness planning, and the County Public Health Public Information Officer. Region 6 is a sixteen county area in eastern Iowa that includes the metropolitan areas of Dubuque, Waterloo, Cedar Rapids, Iowa City and Davenport. The purpose of the preparedness planning by region is to plan for public health emergencies and disasters that go beyond county lines and to develop relationships with public health and hospital personnel in surrounding counties that will be in place if such an emergency should occur. The Region 6 Steering Committee meets monthly in addition to subcommittee meetings which assist in developing the regional plan. The local county preparedness planning must coincide with the regional plans, therefore, it is important to have a direct link and flow of information. The Public Health Specialist also serves as the County Public Health Information Officer. This role requires not only providing information to the media on current public health events and education, but also distributes information to health care providers in the county on preparedness activities and current disease outbreaks and public health education. -401- The Assistant Environmental Sanitarian completed the University of Iowa's Center for Public Health Preparedness "Train the Trainer" course. Funding for preparedness activities in FY 05 was $39,706.40. The Environmental Sanitarian is a member of the Iowa Environmental Health Response Team (EHRT). This team is primarily designed to respond to environmental health disasters/situation in Iowa. However, the team was deployed to respond to Hurricane Katrina. The Environmental Sanitarian's experience in responding to Hurricane Katrina has already provided important information regarding local planning efforts, particularly in the area of animal control and food safety. The Sanitarian is a key component of the Environmental Health Response Plan of the County Emergency Preparedness Plan. Childhood Lead Poisoninq Prevention Proqram $20,140 was secured from the Iowa Department of Public Health (IDPH) for medical case management of lead poisoned children, along with community education and staff development. Memorandums of Understanding are continuing with the Dubuque Visiting Nurse Association (VNA) to provide medical case management and community education. Continuation of the HUD lead hazard reduction program was achieved through a $2.4 million award in October 2003. Sanitarv Sewer Connections The project of connecting all dwellings where City sanitary sewer is within 200 feet of the property continues, but is slowing due to the complexity and cost of many of the remaining addresses. Since 1995, 172 homes have connected to new sewer extensions, and 128 homes with pre-existing sanitary sewer have connected. Each year, more homes and businesses are added to the connection plan as they are found not connected to existing sanitary sewer. Additional connections will be scheduled over the next four to five years. Food Inspections The Environmental Sanitarian participated in a State task force to develop new inspection software for use in field computers. These hand held devices are now used for inspections. The Environmental Sanitarian completed the University of Iowa College of Public Health's "Certificate in Public Health". This included the completion of four graduate level courses in public health. Animal Control A new 5-year contractual agreement with the Dubuque Regional Humane Society was implemented. This contract was a result of examining the costs for the City to develop and maintain its own animal impoundment facility and its appropriate staffing. The new Purchase of Service Agreement provides for the same services in past agreements with the addition of quarterly reporting forms to be completed by the Dubuque Humane Society. The 5-year agreement provides for annual increases which began at $46,400 and continues to $112,400 for FY08-09. These contracted amounts are based on the amount of animals brought into the Humane Society from Animal Control, Police, and Dubuque citizens, and the costs related to keeping those animals. The Health Services Department and the Budget Officer have been working with the Dubuque Regional Humane Society to develop a quarterly report which will break down the costs of keeping the animals brought in to the Humane Society. City Health Care Committee The Public Health Specialist continues to serve on the Health Care Committee. -402- . e . Urban Deer Manaqement The Environmental Stewardship Advisory Commission renewed their recommendation to the City Council to continue the urban deer management plan through a bow and arrow hunt within the city limits and a zone around the city. The City of Dubuque's seventh urban deer harvesting project ended January 19, 2005. Ninety- eight (98) deer were reported killed at the end of the season (90 deer were harvested the previous season.) The annual aerial survey indicated the herd decreased compared to 2004, with a total of 267 deer. The Leisure Services and Health Services Departments coordinate the hunt, with assistance from the Fire Department, the Bait Shack and IDNR. All participants in the hunt are surveyed at the end of the season. Feedback from the hunters was incorporated into plans for the 2005-2006 hunt. Mosquito Monitorinq Proqram In addition to encephalitis monitoring through mosquito collection and chicken flock antibody testing, funding for West Nile Virus surveillance continued from the Iowa Department of Public Health. These funds helped cover the cost of mosquito surveillance. FUTURE INITIATIVES FOR FISCAL YEARS 2005 AND 2006: Communitv Health Center As the Tri-State Community Health Center Board of Directors awaits another funding cycle for a Federally Qualified Health Center, work is underway to solicit private local funds for the first 2 to 3 years of operational costs for the clinic. As soon as TSCHC is up and running, a Federal "Look-A-Like" application will be submitted. This is a non-competitive process which, if approved, would allow the TSCHC to receive the higher rate of reimbursement for Medicaid and Medicare clients, along with the ability to offer a free/reduced pharmacy program. Look-A-Like clinics have a greater chance of being funded as a FQHC. In the meantime, applications for a FQHC will continue as the funding cycles become available. The Iowa Department of Public Health incubator funds will be utilized for the startup of TSCHC and the Public Health Specialist will be involved in legislative efforts to fund this incubator program in year two for Dubuque. The current contract with the IDPH, executed in November 2005, is a two-year contract, with only year one of the funds having been appropriated by the legislature. Public Health Preparedness The SNS plan and point of distribution (POD) plans for dispensing antibiotics and other forms of disease treatment will require logistical planning and drilling by the public health and health care partners in Dubuque. The planning will also require more defined policies and procedures for implementing the County Preparedness Plan, which will involve health care providers, veterinarians, and pharmacists, etc. Public health is a key component in disaster preparedness and response. The Public Health Specialist will also be assisting in educating health care professionals in the community on many aspects of public health preparedness, including utilization of the "Protect Iowa Health" guide. The Public Health SpeCialist serves on the State (IDPH) Preparedness Advisory Committee, which oversees all areas of the state preparedness plan. Public Health Specialist serves on the -403- State Epidemiological Response Team (SERT), which is a committee to form and design a statewide response team for emergencies requiring epidemiologic expertise. Preparedness funding is used for equipment, supplies, travel, training, staff time, and community educational materials. Animal Control The Animal Control's new vehicle animal storage/transportation system, which will be completed in winter 2005/06, will enable the Animal Control Officer to separate animals and provide for a more sanitary and organized space for animal control field operations. A quarterly report developed by the Dubuque Regional Humane Society, the Health Services Department and the Budget Officer will be distributed to City Council quarterly. This report will assist in evaluating the contract with the Dubuque Regional Humane Society as compared with the number of animals taken care of an the specific provisions in the contract. Sanitarv Sewer Connection Enforcement. The Health Services Department will continue its implementation of the plan to connect the homes in Dubuque where City sewer is available within 200 feet of the property line. Of the original 186 properties identified in 1995, 55 remain to be connected. In addition, sewer connection orders for newly constructed sewers to un-served areas will also be generated and enforced. I '! In conjunction with the Building Services Department, the Engineering Division, and the Utility Billing activity, the Health Services Department continues to work on achieving accurate record keeping and documenting when sanitary sewer connections are made. A plan for available sewer connections will also be developed for newly annexed areas. Each year this effort continues, the more difficult and costly connections are brought forward. Therefore, feasibility and costs of connections will be figured prior to notices being sent. A sewer connection informational handout is being developed and will be sent with all sewer connection orders. A letter to realtors will also be sent, updating them on the project. The financial assistance programs remain crucial to this project. Childhood Lead Poisonina Prevention Proaram. Community education and outreach continues through neighborhood health and safety seminars, which will incorporate lead poisoning prevention education, along with participating in community events to advertise and educate on childhood lead poisoning. Iowa Department of Public Health funding for these and other childhood lead poisoning prevention program activities was increased to $19,730 from $18,970. However, this funding is still lower than FY 2002. Food Inspections The Iowa Department of Inspections and Appeals (DIA) will be launching a web-based food establishment inspection site. The publiC will have access to all food establishment inspection reports. Nuisance Control Health Services Department utilizan "Incident" tracking software system and will learn the report making component. -404- HEALTH SERVICES DEPARTMENT . FY 2004105 FY 2005/06 FY 2005/06 FY 2006/07 % Change Budget Highlights Actual Adopted Amended Recom'd from Adopted Employee Expense 305,802 328,733 328,733 341,833 4.0% Supplies and Services' 125,399 159,006 162,197 197,711 24.3% Machinery and Equipment 1.095 30.500 31.550 19.325 -36.6% Total 432,296 518,239 522,480 558,869 7.8% Operating Revenue 201,851 210,975 213,575 210,000 -0.5% Cable TV Charges 23,729 25,784 25,784 27,083 5.0% State Lead Grant 29,744 19,730 23,854 19,730 0.0% Community Dev. Block Grant 495 700 700 0 0.0% Property Tax Support 176,477 261,050 258,567 302,056 41,006 Percent Increase (Decrease) 15.7% . Percent without Humane Society Purchase of Service Contract Increase . ($35,000) and Vehicles = 5.3% Decision Packaae Summary 1 of 4 This decision package would allow for a Personal Digital Assistant (PDA) to be used by the Animal Control Officer. This would increase the efficiency of scheduling appointments, giving presentations, and having information available in the field. Related Cost: $275 - Tax Funds - Non-Recurring Property Tax Impact: +$.0002/+.00% Activity: Animal Control Activity Recommend - Yes 20f4 This decision package would allow for improving the furnishings and configuration of the City Hall Annex first floor reception area. This will improve customer service and Health Services Department efficiency, along with improved ergonomics for the secretary. Customers will have counter space to fill out applications, etc., and the reception area will have improved storage and filing capabilities. Related Cost: $7,450 - Tax Funds - Non-Recurring Property Tax Impact: +$.0043/+.04% Activity: Health Services Administration Activity Recommend - Yes . -405- 3of4 This decision package would provides funds towards a comprehensive, community-wide needs assessment for children ages 0-20 years which will aid the City and other youth serving community organizations in developing a strategic plan that will serve youth. Other youth serving organizations will be contributing resources to accomplish the needs assessment and planning process. Related Cost: $5,000 - Tax Funds - Recurring Property Tax Impact: +$.0029/+.03% Activity: Health Services Administration Activity Recommend - Yes 4of4 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 departmenUdivision managers up-to-date on useful information on how to better serve the citizens of Dubuque. Related Cost: $95 - Tax Funds - Recurring Property Tax Impact: +$.00011+.00% Activity: Health Services Administration Activity Recommend - Yes Sianificant 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. Payments to Other Agencies have been increased from $71,400 in FY 2006 to $106,400 in FY 2007 (49% increase) to provide for the 3rd year of the five-year Humane Society contract approved by City Council in FY 2004. 4. Data Processing Service has increased from $3,411 in FY 2006 to $3,902 in FY 2007 (14%) to reflect licensing and maintenance costs for the addition of the City wide Groupwise em ail and calendaring software and service contract. Machinery & Equipment 5. Replacement vehicle for the Environmental Sanitarian of $11,600 in FY 2007. FY 2006 included a $25,000 Animal Control vehicle and a $5,500 slide-in unit for the truck bed to haul impounded animals. Revenue 6. Business license revenue and swimming pool inspection fees are based on the current number of establishments and has decreased $300. -406- . e . 7. Miscellaneous Revenue includes reimbursements for emergency preparedness (Sio-Terrorism) activities, which includes training, travel, planning, live exercises and computers. 8. No change is recommended in dog and cat license fees, which are currently $10.00 per neutered/spayed animal and $25 for unaltered animals. In FY 2006, a new "notice of violation" process will go to City Council for approval. This should bring more owners into compliance and be less costly than the citation process. 9. Animal Impoundment fee revenue is projected to decrease $1,100. Animal Control has generally been seeing more compliance regarding animals not running loose since the implementation of the higher impoundment fees ($30 for 1st offense and $60 for each subsequent offense). Miscellaneous 10. The Animal Control activity is 55.7% self-supporting versus the guideline of 55.7% self- supporting. The expense figures are adjusted for a vehicle depreciation factor of $2,472 for Animal Control. The increases in the Humane Society contract and vehicle purchases have a material impact on the percent (68.2% excluding Humane Society increase). 11. The Inspection of Food Establishments activity is 53% self-supporting (excluding the vehicle purchase) versus the guideline of 53%. The expense figures are adjusted for a vehicle depreciation factor of $2,648 for 2 Food Inspection vehicles in years without a vehicle purchase. -407- DEPARTMENT/DIVISION: ACTIVITY: Health Services Administration GOAL Provide an effective public health service, which protects, maintains and promotes the physical and environmental health and well being of the citizens of the community. DESCRIPTION The Administration Activity plans, budgets, coordinates and supervises the various activities of the Health Services Department and participates in public health assessment, assurance, and policy development. Its prime responsibility is to plan programs and develop policies based on the community health needs assessment, respond to related health issues and emergencies as required, respond to health related complaints in a professional manner, and to supervise and direct activities of the Health Services Department. This Activity is staffed by fifty percent of the Public Health Specialist and a full-time Secretary and is located in the City Hall Annex, 1300 Main Street. The Secretary provides support to the Health Services Department, Information Services Department, and Cable TV Division and is funded fifty percent from cable franchise fees. SERVICE OBJECTIVES 1. To provide effective leadership and management support for the operations and activities of the Health Services Department by: a) assuring a competent pUblic health workforce through regular staff meetings with Health Services personnel to discuss problems and methods of meeting objectives and by providing continuing education and training to personnel in the department; b) enforcing laws and regulations that protect health and ensure safety by maintaining our contracts with the Iowa Department of Public Health for public health services such as, the Childhood Lead Poisoning Prevention Program, the swimming pool/spa inspection program, etc., and with the Iowa Department of Inspections and Appeals for the licensure and inspection of retail food and food service establishments; c) diagnosing and investigating health problems and health hazards in the community by initiating a response to citizen complaints on a same day basis; d) continuing team building and leadership training by participation in training sessions and weekly staff meeting with the Department Managers Team; e) participating in the community health needs assessment and prioritization process and working with community-based public health projects; and f) assuring proper sewage disposal by enforcing the Sanitary Sewer Connection Ordinance where City sanitary sewer is available. Health Services Administration -408- . e 2. To provide staff support/service to other Health Services Department, Cable TV Division, and Information Services Department activities by: a) rendering clerical support to the Public Health Specialist, Cable Franchise Administrator, and Information Services Manager; b) assisting the Environmental Sanitarian in the investigation of foodborne illness, the recall of food and drugs, taking all walk-in and telephone calls relative to food and food service or hotel complaints and referring same to the Environmental Sanitarian and maintaining a licensing and inspection information database; c) providing an answering, information and complaint service for the Animal Control Activity, contributing to the investigation of animal bites and the proper quarantine of biting animals, maintaining licensing and rabies certificate information database and preparing court orders and correspondence for the Animal Warden; and d) receiving all complaints related to environmental health and sanitation and providing information in regards to garbage complaints, nuisance complaints, weed problems, odor and noise complaints, as well as rodent and insect infestations and other public health problems. 3. Mobilize community partnerships to identify and solve health problems by: a) administering the City's Urban Deer Management Plan in conjunction with the Leisure Services Department Manager; b) convening and participating in the Dubuque County Empowerment Board and its sub-committees which address health issues of children; c) convening the Childhood Lead Poisoning Prevention Coalition; and d) providing nursing service to the Mission's Free Medical Clinic, and addressing access to health care needs; e) investigating other means for addressing identified community health needs. 4. Develop policies and plans that support individual and community health efforts by: a) staffing the Environmental Stewardship Advisory Commission; b) reviewing and revising current ordinances and enforcement policies; and c) participating in the County multi-hazard, severe weather, disaster plan, and public health preparedness plan development and maintenance process. d) reviewing all temporary event applications. e) coordinating the staff review of Sidewalk Cafe Permit applications. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Noise variances issued 31 22 30 25 25 Noise variances denied 2 3 2 2 2 City sewer connection notices 4 0 6 6 6 Sewer connections completed 7 6 10 5 10 Animal bite verifications 0 0 1 1 1 . Health Services Administration -409- DEPARTMENTIDIVISION: ACTIVITY: Health Service Community Health GOAL Maintain and enhance the public health and welfare of the citizens of Dubuque. DESCRIPTION This Activity is responsible for assessment, assurance and policy development, to address public health problems and issues in the community. This Activity works cooperatively with the County Board of Health to carry out the core functions and essential services necessary for an effective public health system. This Activity is staffed by fifty percent of the Public Health Specialist and is located in the City Hall Annex, 1300 Main Street. SERVICE OBJECTIVES 1 Monitor health status to identify community health problems: a) provide public information and education on current public health issues; b) provide information to school health services, including colleges; c) work with the County Board of Health, and other organizations to assess community health needs; and d) serve on the Dubuque County Empowerment Board and various health-related boards and committees. 2. Evaluate effectiveness, accessibility and quality of personal and population-based health services: a) provide assistance to implement and track the annual community health plans; and b) assure needs identified in the annual community health plan are addressed by the community; and c) assist the Environmental Sanitarian in the investigation of food borne and environmental-related illness. 3. To reduce the incidence of childhood lead poisoning by: a) providing information to the community on childhood lead poisoning through educational presentations, printed material and consultation; b) providing medical case management for children with elevated blood lead levels; c) coordinating with the Housing and Community Development Department and Health Services Departments for environmental investigation and follow-up for children with elevated blood lead levels; d) maintaining a database of all blood lead levels of children; Health Services Community Health -410- . e) maintaining a contractual agreement with the Visiting Nurse Association (VNA) to provide medical case management of lead poisoned children; and facilitating the Childhood Lead Poisoning Prevention Coalition to provide community support and expertise; and continually seek lead poisoning prevention resources and funding. f) g) 4. Diagnose and investigate health problems and health hazards in the community by: a) attending to unsafe and/or unhealthful conditions such as child abuse and dependent adult abuse; b) assisting the Department of Human Services, Police Department and Housing and Community Development Department in cases involving unsanitary living conditions or other public health problems; c) provide for the services of a Medical Advisor ($4,719) to provide regular feedback, advice and information exchange regarding community health-related problems; and d) participating during implementation and drills of the County multi-hazard, severe weather, public health preparedness and disaster planning activities. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Health and social problem investigations 5 4 5 5 5 e Iowa Department of Human Services referrals 3 1 4 3 3 Health education presentations 7 8 10 10 10 . Health Services -411- Community Health DEPARTMENTIDIVISION: Health Services ACTIVITY: Environmental Sanitation/Food Inspection GOAL To promote a safe and healthy environment by assuring sanitary conditions and practices in accordance with municipal public health and environmental ordinances, codes and regulations. DESCRIPTION Under contract with the Iowa Department of Inspections and Appeals, this Activity inspects and licenses restaurants, taverns, temporary food stands and mobile food units which are officially referred to as food service establishments (FSE); inspects and licenses grocery stores, bakeries, and warehouses, collectively referred to as retail food establishments (FE); and inspects hotels, motels, bed and breakfast inns and vending machines under contract with the Iowa Department of Inspections and Appeals. Non-residential swimming pools and spas are also inspected for safety and sanitation under contract with the Dubuque County Board of Health and the Iowa Department of Public Health. For such services to the state, the City receives the license fees, which assists in funding this Activity. This Activity is also responsible for environmental concerns including the inspection and issuance of permits for private sewage disposal systems and private refuse and garbage haulers; annual inspection of non-residential swimming pools/spas; control of rodents, flies, mosquitoes and other vermin; residential garbage storage; weeds and brush; investigation of citizen complaints of environmental nuisances; water pollution; and confers with industrial and residential offenders on pollution problems in conjunction with the Iowa Department of Natural Resources. This Activity also assists with surveillance for encephalitis and West Nile Virus. This Activity is staffed by the Environmental Sanitarian and Assistant Environmental Sanitarian and is located in the City Hall Annex, 1300 Main Street. SERVICE OBJECTIVES 1. To prevent conditions hazardous to public health in retail food and food service establishments by inspecting all school lunch programs, licensed food service establishments, mobile unit/pushcarts, temporary food service establishments, and retail food establishments. 2. To assure safe and sanitary hotel and motel rooms by inspecting a representative group of rooms from the city's hotels, motels, and bed and breakfast inns at least once every two years. 3. To assure safe, quality merchandise by maintaining strict control over vendors, storage facilities and food vending machines by: a) inspecting vending machine commissaries in the city a minimum of once per year; and b) inspecting a representative sample of vending machines annually. Health Services Environmental Sanitation/Food Inspection -412- . . . 4. To assure a competent workforce in the food service industry by educating and training food service personnel in proper practices of food safety, sanitation and hygiene through meetings and distribution of educational materials to restaurant managers and employees. 5. To assure safe and sanitary food service establishment and food establishment facilities by: a) reviewing the construction of thirty to forty new or remodeled establishments each year; and b) upgrading present facilities to meet code requirements upon change-of-ownership. 6. To prevent conditions hazardous to public health at public festivals and events. 7. To diagnose and investigate health problems and health hazards in the community by: a) inspecting areas of the city in order to abate sUch nuisance violations as weeds and vegetative overgrowth, the littering of streets and alleys, any unsanitary methods of garbage and refuse storage and disposal, and malfunctioning private sewage disposal systems; b) alerting property owners of nuisance ordinance violations through written, mailed notices, which specify a corrective action and completion date; c) enforcing nuisance ordinance sections by performing reinspections, sending notices of violations and making personal contact with violators and complainants; d) investigating rodent/rat complaints and ordering abatement methods and preventive harborage measures; e) eliminating water pollution in local harbors, rivers and streams by responding first and, with Iowa DNR guidance, following up on incidents such as oil spills, toxic waste spills, and fish kills; f) investigating and providing corrective and preventive measures to eliminate illegal dumping of garbage, junk and refuse throughout the city; g) encouraging more citizen involvement in reporting nuisances and potential health and safety hazards; and h) annually inspecting and licensing all private refuse hauler vehicles. 8. To regulate the construction and installation of private sewage disposal systems by reviewing plans, issuing construction permits, and observing the installation process. 9. To cooperate with other City departments to identify and solve health problems in such activities as rodent baiting, rubbish and junk hauling, weed removal, building, housing, nuisance complaint investigations, and sewage system malfunctions. 10. To assure safe and sanitary nonresidential swimming pools and spas by providing a minimum of one inspection per year at facilities within the city limits and county under a contractual agreement with the County Board of Health and Iowa Department of Public Health. 11. To improve the response time on weed complaints by utilizing private contractors to cut weeds and assessing the charges as liens against the property. Health Services Environmental Sanitation/Food Inspection -413- 12. To prevent childhood lead poisoning by conducting environmental investigations of residences where children with elevated blood lead levels reside and providing community education. 13. To provide surveillance of encephalitis and West Nile Virus by collecting mosquitoes and maintaining a Sentinal chicken flock. 14. To assure a prompt, coordinated response to environmental health issues and needs resulting from a disaster or public health emergency. 15. To provide information and education on environmental health risks such as radon, mold, mercury, etc. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Food establishment inspections 121 123 125 125 130 Number of re-inspections 19 27 22 28 27 Food service establishment inspections 704 628 740 640 650 Number of re-inspections 26 19 30 20 21 Complaint inspections 6;3 55 65 60 60 Food related illnesses investigated 16 11 20 15 15 Hotel and motel inspections conducted 9 17 10 17 17 Vending machines licensed 161 50 155 160 160 Food certification course/seminars 0 0 0 0 0 Food certification course fees 0 0 0 0 0 Food service establishments $42,500 $44,190 $44,000 $44,200 $45,000 Hotel and motel licenses $995 $975 $1100 $1,100 $1,100 Vending machine license tags $880 $295 $900 $900 $900 Food establishments $13,521 $13,479 $14,500 $14,000 $14,000 Temporary food stands/mobiles $7725 $7,125 $7800 $7,300 $7,500 Refuse hauling fees $875 $1,025 $875 $1,000 $1,000 Health Services Environmental Sanitation/Food Inspection -414- -~.-.-_.__._--"'~ FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 . PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Sewage disposal permit fees $200 $200 $200 $200 $200 Swimming pool/spa fees $9090 $8,314.50 $11,000 $9,500 $10,000 Civil citations issued 14 15 12 15 15 Weed inspections 465 229 450 240 240 Garbage inspections 383 247 380 250 250 Illegal dumping inspections 47 43 55 50 50 Septic system inspections 10 2 12 12 10 Rodent inspections 54 60 60 60 60 Other sanitation inspections Gunk, air pollution, spills) 432 348 430 350 350 Nuisance inspections 204 147 250 145 140 Swimming pool/spa inspections 55 54 55 55 55 . . Health Services -415- Environmental Sanitation/Food Inspection DEPARTMENTIDIVISION: ACTIVITY: Health Services Animal Control GOAL To protect the public health by abating and investigating animal nuisances, preventing the spread of rabies and providing information regarding animals to citizens. DESCRIPTION The primary concern of this Activity is the enforcement of the City Animal Ordinance (Article II, Chapter 7, Code of Ordinances) which provides for licensing of all cats and dogs, the prohibition of dogs and cats running at-large within the city, inoculation of all dogs and cats against rabies, prohibition of harboring a vicious or potentially vicious animal and prohibition of animals causing serious disturbance or annoyance to any person or neighborhood. This Activity handles complaints of stray cats and dogs, barking dogs, biting incidents and capture of domestic or wild animals posing a health or safety threat. Stray animals are taken to the Dubuque Humane Society Shelter. The Police Department handles animal complaints when the Animal Warden is off duty. Public education regarding animals, which promotes responsible pet ownership, is also a function of the Animal Warden. This Activity is staffed by an Animal Warden, is assisted by a full-time Secretary and is located in the City Hall Annex, 1300 Main Street. SERVICE OBJECTIVES 1. To respond to and abate the problems and nuisances of dogs and cats within the city limits by: a) patrolling the streets and neighborhoods for stray dogs and cats; b) contacting the dog or cat owner when a violation is encountered to correct such violation; c) investigating complaints regarding barking dogs and animals roaming at-large; d) picking up injured or stray animals; and e) live-trapping nuisance dogs and cats. 2. To control the spread of rabies among animals and between animals and humans by: a) working closely with the Public Health Specialist in the accurate and rapid investigation of animal bite incidents; b) assuring the confinement of rabies observation of biting dogs and cats by a licensed veterinarian; c) apprehending and ordering the laboratory diagnosis of biting, wild and non- domesticated animals for rabies; d) enforcing the immunization and licensing of all dogs and cats within the city; e) educating school children by teaching proper care of and precautionary measures against wild and domestic animals; and Health Services Animal Control -416- . . . f) educating citizens in the areas of responsible pet ownership, reasons for animal control and a dog behavior program. FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D 5500 2600 1420 $6600 325 5 3 1 20 50 5 45 3. To patrol targeted neighborhood area such as school yards and parks to prevent potential nuisances with citizens. 4. To inform citizens of rules and regulations from the City Animal Ordinance and provide information on responsible pet ownership. 5. To respond to the problems and nuisances of wild animals within the city by: a) providing citizens with possible abatement methods and suggesting ways to discourage animals from habitation; and b) attempting capture of wild animals posing a potential rabies exposure. 6. To maintain this Activity at eighty-nine percent self-supporting. Dog licenses issued 5407 4872 5500 5200 Cat licenses issued 2629 1421 2650 2000 Animal complaints investigated, including biting 1388 1407 1350 1410 Impoundment fees collected $7720 $6310 $7700 $6500 Summons issued or court proceedings: License related 256 18 300 7 300 Animals running at-large 3 2 5 Potentially vicious declarations 2 3 3 3 Vicious animals o o 1 1 Warning notices: Animals running at-large 7 18 10 20 Ten-day license notices 40 47 50 50 Owners of animal bite repeaters 3 4 5 5 Advisory notices: Unsanitary conditions 38 43 40 45 Health Services Animal Control -417- FY 2004 FY 2005 FY 2006 FY 2006 FY 2007 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGET REVISED RECOM'D Allowing pets to cause nuisance 132 138 140 140 140 Dogs & cats running at-large 117 136 120 140 140 License related 37 53 50 55 55 Other 0 0 0 0 0 Health Services Animal Control -418- Recommended Operating Expenditure Budget by Department 17 - HEALTH SERVICES . 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 206,730 213,137 224,728 231,885 290 61010 FULL-TIME EMPLOYEES 15,921 16,340 17,217 17,932 100 61030 SEASONAL EMPLOYEES 0 0 1,293 1,339 100 61050 OVERTIME PAY 1,585 1,955 2,760 2,857 100 61310 IPERS 11,978 12,368 13,085 14,071 290 61310 IPERS 915 940 990 1,031 100 61320 SOCIAL SECURITY 15,152 15,762 17,502 18,061 290 61320 SOCIAL SECURITY 1,208 1,237 1,317 1,372 100 61410 HEALTH INSURANCE 34,790 34,746 40,353 43,200 290 61410 HEALTH INSURANCE 4,964 4,964 5,041 5,400 100 61415 WORKMENS' COMPENSATION 1,376 3,462 3,757 3,943 290 61415 WORKMENS' COMPENSATION 15 38 57 57 100 61416 LIFE INSURANCE 313 313 434 473 290 61416 LIFE INSURANCE 33 33 33 36 100 61660 EMPLOYEE PHYSICALS 0 509 166 176 61 - WAGES AND BENEFITS 294,980 305,802 328,733 341,833 100 62010 OFFICE SUPPLIES 1,731 927 1,834 1,297 100 62011 UNIFORM PURCHASES 164 63 174 175 100 62030 POSTAGE AND SHIPPING 8,998 6,439 8,994 7,043 100 62061 DP EQUIP. MAl NT CONTRACTS 3,453 3,250 3,411 3,902 . 100 62090 PRINTING & BINDING 3,122 5,513 3,409 3,576 100 62110 COPYING/REPRODUCTION 723 674 766 714 100 62130 LEGAL NOTICES & ADS 1,929 2,027 2,045 2,179 100 62170 SUBSCRIPTIONS-BOOKS-MAPS 2,208 5,497 1,199 1,202 100 62190 DUES & MEMBERSHIPS 655 785 695 801 100 62204 REFUNDS 0 0 0 400 100 62206 PROPERTY INSURANCE 84 96 89 97 100 62208 GENERAL LIABILITY INSURAN 3,883 4,779 5,906 5,603 290 62208 GENERAL LIABILITY INSURAN 153 179 244 232 100 62310 TRAVEL-CONFERENCES (121) 1,363 2,986 3,145 100 62320 TRAVEL-CITY BUSINESS 149 245 269 336 100 62340 MILEAGE/LOCAL TRANSP 729 630 865 730 100 62360 EDUCATION & TRAINING 2,253 2,315 3,848 3,634 100 62421 TELEPHONE 3,917 3,879 4,074 4,036 100 62423 TELECOMMUNICATION CG 150 202 156 210 100 62511 FUEL, MOTOR VEHICLE 2,290 2,631 2,474 3,289 100 62521 MOTOR VEHICLE MAl NT. 2,130 1,806 2,259 1,950 100 62528 MOTOR VEH. MAl NT. OUTSOUR 591 158 626 165 100 62614 EQUIP MAINT CONTRACT 120 120 120 127 100 62671 MISC. OPERATING SUPPLIES 5,681 7,112 7,216 7,840 260 62671 MISC. OPERATING SUPPLIES 990 495 0 0 100 62731 MISCELLANEOUS SERVICES 13,163 13,557 16,669 22,302 . 100 62732 TEMP HELPCONTRACT SERVo 929 0 985 1,023 290 62732 TEMP HELPCONTRACT SERVo 0 0 885 1,023 100 62761 PAY TO OTHER AGENCY 58,468 60,657 86,108 120,680 -419- Recommended Operating Expenditure Budget by Department 17 - HEALTH SERVICES Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 260 62761 PAY TO OTHER AGENCY 0 0 700 0 62 - SUPPLIES AND SERVICES 118,542 125,399 159,006 197,711 100 71119 FAX MACHINE 995 0 0 0 100 71122 PRINTER 1,057 0 0 0 100 71124 MICRO-COMPUTER 6,009 1,095 0 0 100 71125 MINICOMPUTER 0 0 0 275 100 71211 DESKS/CHAIRS 0 0 0 7,000 100 71223 CARPET 0 0 0 450 100 71310 AUTO/JEEP REPLACEMENT 9,240 0 0 11,600 100 71312 VAN/PICKUPIWAG REPL 0 0 30,500 0 71 - EQUIPMENT 17,301 1,095 30,500 19,325 17 - HEALTH SERVICES TOTAL 430,823 432,296 518,239 . 558,869 ~: -420- <0 o <3 .s ro o . >. .... .- .. .- .... ... < >. ~ Q ell e e = rFJ. .... ~ ~ 'C = ~ ~ = .- .... ell "'" 41( ~ e .... 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Z ~ f- <( f- CJ 0. 0 -' ::;; z 0: ::; u; ::;; 0 <( <( z ::;; (f) 1Il '" ~ <( w -' ;;; :::;) :::;) w ,!;'~ (f) J: -' <( 1Il C\- z e> -' w 0 f- 0 >- CJ '" '" (f) '" ~ '" '" ~~ ;> '" w '" 0 f- 0 0 0 0. 0 Ul <( '" u. Z u. 0 u. w u. f- u. W w -' 0 -' 0 -' (f) -' Z -' U (f) <( CJ g 0 g e> ;:: <i' <( ;> J: 5 -' u. Z f- a: f- <( u; 0 0. 0 W -' f- ::;; f- 0: f- f- 0 f- Ul <( ~ z ~ (f) ~ '" ~ <( ~ W Z :::;) W J: J: ;> <( ;> ;> Z ;> fd. ;> f- -' >= >= >= >= >= <( i:> CJ CJ CJ CJ CJ w :~ <( <( <( <( <( J: 0 0 0 0 0 '" 1:l 0 0 0 0 0 <( ;:: N '" .. "' 0 "" "" "" "" u. ~ ~ - = ~ 0 f- f- Z w ::IE E ;;;! -' f- ~ -' -' -' a: E ~ ~ ~ ~ ~ <( 1:E (f) a: 0- W W W W W W ~f- W Z Z Z Z z Q a. CJ w w w w w ~ ;> '" '" '" '" '" Q '" w 0 0 0 0 0 (f) z z z z Z J: " " " " " f- U. U. U. U. U. -' <( 421- w J: Recommended Operating Revenue Budget by Department 17 - HEALTH SERVICES Fund Account Account Title FY04 Actual FY05 Actual FY06 Adopted FY07 Recomm'd Revenue Revenue Rev. Budget Rev. Budget 100 42105 BUSINESS LICENSES 65,369 65,879 68,300 69,000 100 42120 DOG LICENSES 72,081 63,112 72,300 72,300 100 42125 CAT LICENSES 28,916 16,265 28,400 28,000 100 42230 SEWAGE DISPOSAL PERMITS 225 200 200 200 100 42235 REFUSE HAULING PERMITS 875 1,025 875 1,000 100 42325 SWIMMING POOL INSP. FEES 8,145 8,315 11,000 10,000 100 42330 ANIMAL IMPOUNDMENT FEES 7,380 6,300 7,700 6,600 100 43233 SIDEWALK CAFE LEASES 200 400 600 400 100 45701 STATE GRANTS 13,766 29,744 19,730 19,730 100 51987 WEED CUTTING CHARGES 65 1,525 1,000 1,100 100 53209 SIDEWALK CAFE DEPOSIT 200 200 600 400 100 53605 MISCELLANEOUS REVENUE 19,950 37,564 20,000 21,000 100 53620 REIMBURSEMENTS-GENERAL 711 1,067 0 0 17 - HEALTH SERVICES TOTAL 217,882 231 ,595 230,705 229,730 -422- . ... '" '" T'""iN N .... '" '" '" '" '" '" "'I'" '" ;;; '" '" "' .... "'- '" ... 1.O~1 0). '" "l. "l. ~ w ~ ri .0 N .... r-: ci U; C) .... "' ... ... ~ ~ ... a N N ::;) .... 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DEPARTMENT/DIVISION: RESPONSIBILITY: Purchase Of Services Dawn Lang, Budget Director America's River Corporation FY 2006: $10,000 FY 2007 Requested: $10,000 FY 2007 Recommended: $10,000 Dubuque Area Chamber of Commerce Convention and Visitors Bureau FY 2006: $644,886 FY 2007 Requested: $614,506 FY 2007 Recommended: $660,409 Hotel/Motel Tax (50%) Less CVB loan $35,000 Dubuque Area Labor Management Council FY 2006 $15,503 FY 2007 Requested: $15,968 FY 2007 Recommended: $ 7,751 UDAG $ 8,217 Tax Funds Dubuque Main Street, Ltd. FY 2006: FY 2007 Requested FY 2007 Recommended: $43,966 $48,363 UDAG $46,165 UOAG Operation: New View FY 2006: FY 2007 Requested: FY 2007 Recommended: $17,209 $23,074 Tax Funds $17,725 Tax Funds Greater Dubuque Development Corp. FY 2006: $165,125 FY 2007 Requested: $167,828 UOAG FY 2007 Recommended: $167,828 UOAG Helping Service of Northeast Iowa FY 2006: $2,023 FY 2007 Requested: $3,000 Tax Funds FY 2007 Recommended: $2,084 Tax Funds Lifetime Center FY 2006: FY 2007 Requested: $25,000 $25,000 COSG $25,000 Tax Funds $25,000 COSG $10,000 Tax Funds Project Concern: Child Care Referral FY 2006: $8,576 FY 2007 Requested: $9,076 COSG FY 2007 Recommended: $8,833 COSG Project Concern: Foster Grandparent Program FY 2006: $5,435 FY 2007 Requested: $5,935 Tax Funds FY 2007 Recommended: $5,598 Tax Funds Project Concern: Information and Referral FY 2006: $24,339 FY 2007 Requested: $26,339 COSG FY 2007 Recommended: $25,069 COSG Retired Senior Volunteer Program FY 2006: $7,341 FY 2007 Requested: $7,341 Tax Funds FY 2007 Recommended: $7,341 Tax Funds Substance Abuse Services Center FY 2006: $12,762 FY 2007 Requested: $13,145 Tax Funds FY 2007 Recommended: $13,145 Tax Funds Washington Tool Library FY 2006: FY 2007 Requested: FY 2007 Recommended: $15,500 $15,500 COSG $15,500 COSG FY 2007 Recommended: -427- Decision Packaae Summary 1 of 1 This decision package would allow the Lifetime Senior Center to conduct a relocation analysis. The Lifetime Senior Center is in a position with a new landlord that they need to consider relocating from its current location. This money would support analysis of different sites. The City; through the Economic Development Department, Housing and Community Development Department and the City Manager's Office, is working with a subcommittee of the Lifetime Center to determine a different location. The Lifetime Center has also asked for additional City support over the $25,000 in CDBG funds that offset their $110,000 budget. A greater effort to secure low and moderate income residents and a location in an area that the City Council has targeted for development, like downtown or the Washington Street Neighborhood, would be greater possibilities for the City of offer assistance. Related Cost: $25,000 Tax Funds - Non-Recurring Property Tax Impact: +$.0145/+.15% Activity: Lifetime Senior Center Recommend - Yes at $10,000 Property Tax Impact: +$.0058/+.06% , <, , 'I -428- Recommended Operating Expenditure Budget by Department 79 - PURCHASE OF SERVICES . Fund Account Account Title FY 04 Actual FY 05 Actual FY 06 Adopted FY 07 Recomm'd Expense Expense Budget Budget 260 62671 MISC. OPERATING SUPPLIES 2,809 0 0 0 100 62716 CONSULTANT SERVICES 0 0 0 10,000 100 62761 PAY TO OTHER AGENCY 530,492 606,427 707,408 724,519 260 62761 PAY TO OTHER AGENCY 70,377 68,374 73,415 74,402 265 62761 PAY TO OTHER AGENCY 181,367 157,402 181,842 221,744 62 - SUPPLIES AND SERVICES 785,045 832,203 962,665 1,030,665 910 73210 CONST CONTRACT-BLDG 0 633,507 0 0 I 73 - CIP EXPENDITURES 0 633,507 0 01 100 91101 TO ORA GAMING 0 0 4,091,863 3,012,652 100 91102 TO ORA DISTRIBUTION 0 0 3,860,888 3,427,176 91 - TRANSFER TO 0 0 7,952,751 6,439,828 79 - PURCHASE OF SERVICES TOTAL 785,045 1,465,710 8,915,416 7,470,493 . . -429- " => :; ~ $ ro ::l >-. ..... .- ~ .- ..... .- < >-. =:l >-. .. os e e = rr, ..... <lJ ~ "Cl = =:l ~ = .- ..... os .. <lJ c.. o ..... = <lJ e ..... .. os c.. <lJ ~ "Cl <lJ "Cl = <lJ e e Q .- <lJ r::&:: I- Q Q N ;;.. ... 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Budget 100 41505 PARAMUTUAL TAX 37,830 29,012 43,861 24,807 100 41510 RIVERBOAT RELATED TAX 270,133 262,372 278,983 270,300 100 41515 TAXES, SLOT MACHINE 223,716 217,462 265,258 222,360 900 42350 CABLE FRANCHISE FEE 0 0 0 0 910 43110 INVESTMENT EARNINGS 29.466 23,624 25,000 25,000 100 43230 LEASE, PROPERTY 0 0 37,500 45,000 100 43261 RACING ASSOCIATION 6,070,000 3,824,000 3,860,888 3.427,176 910 43261 RACING ASSOCIATION 110,000 120,000 120,000 120,000 100 43262 RENT, GREYHOUND TRACK 3,869,626 6.429,621 9,816,088 9,035,350 100 43263 RIVERBOAT ADMISSIONS 531,151 522,700 571,836 489,357 79 - PURCHASE OF SERVICES TOTAL 11,141,922 11,428,791 15,019,414 13,659,350 -432-